HomeMy WebLinkAbout6 Andersen Construction Company of Oregon LLC - Redacted , TIG I - •
RFP 2025-20 I POLICE AND PUBLIC
ANDERSEN - WORKS FACILITY
CONSTRUCTION
JUNE 25T", 2025
•
01101110
la CITY Tiga°rd
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ANDERSEN
CONSTRUCTION
TABLE OF CONTENTS
SIGNED COVER LETTER
4.2 TRANSMITTAL PAGE 1
4.3 MANAGEMENT OF WORK 2
4.4 PROPOSED PERSONNEL FIND PROJECT ORGANIZATION 17
4.5 COST MANAGEMENT 20
4.5 SCHEDULE, QUALITY CONTROL, AND SAFETY PLANS 24
4.7 FEE PROPOSAL 28
APPENDIX
RESUMES
ATTACHMENT A
ATTACHMENT B
June 25th, 2025
Rosie McGown
Contract and Purchasing Manager ANDERSEN
Seattle Housing Authority CONSTRUCTION
(503) 718-2736
rosie.mcgown@tigard-or.gov
RE:City of Tigard/RFP 2025-20/Police and Public Works Facility
Dear Rosie & Selection Committee,
What an exciting time for the City of Tigard the Building a Better Tigard campaign. There is so much
momentum for the new Police and Public Works Facility and we hope our RFP response expresses
our enthusiasm for your goals and our abilities to serve as your CM/GC. We look forward to
partnering with you, Otak and the design team led by SEA. Highlights of our RFP response include:
• Savings! Just like your project focus goals, we are focused on finding cost and schedule savings
to maximize your scope per the budget. We have several ideas that can already potentially save
millions of dollars and months off your current schedule.
• This can be fun...seriously. We have been fortunate to serve on several highly collaborative teams
from the early stages of design. We have proven methods to guide decisions with large groups,
all while enjoying the process together. We have also worked with several public institutions who
haven't participated in CM/GC deliveries at this scale.
• Project Understanding: Our team has already looked deep into this project to think creatively
about site investigation, structural options, sustainability, budget analysis, community
engagement and ways to minimized RFIs. These areas of focus and the project's success
ultimately relies on a transparent and collaborative preconstruction process.
Our team looks forward to meeting with you,answering your questions and detailing how we'll
Build a Better Tigard.
Sincerely, Addendum#1 Acknowledged- 6/4/2025
Addendum#2 Acknowledged- 6/16/2025
31)-w
Addendum#3 Acknowledged- 6/20/2025
Eric Sprague
Project Executive
esprague@andersen-const.com
503-969-3221
4.2 TRANSMITTAL PAGE
1. RFP NUMBER FIND PROJECT TITLE:RFP2025-20- 4.CONTACT PERSON'S NAME, MAILING OR STREET
City of Tigard Police and Public Works Facility ADDRESSES, PHONE FIND EMAIL ADDRESS
Eric Sprague, Project Executive
2. FULL LEGAL NAME OF PROPOSING BUSINESS ENTITY: 6712 N Cutter Circle
Andersen Construction Company of Oregon LLC Portland, OR 97217
503-969-3221
3. NAME(5)OF THE PERSON(5)AUTHORIZED TO SIGN espragueandersen-const.com
ANY CONTRACT THAT MAY RESULT:Brian Knudsen,
President-Oregon Office
BUILDER OF CHOICE
6712 N.CUTTER CIRCLE • PORTLAND,OR 97217 P(541)735-3525
STATE LICENSES: OR 218297 • WA ANDERCCS24WW • ID RCE-46335
ANDERSEN-CONST.COM
4 . 3 MANAGEMENT OF WORK
Andersen's Plan to Build a Better Tigard
Before we answer your RFP questions about our
management of work, we want to demonstrate our IDEAS TO BUILD BETTER
project understanding and how our own values and TIGARD
experience line up with those of the "Building a Better REDUCE DR ELIMINATE FDUNDRTIDNS IN THE WRIER TABLE - We
Tigard" campaign. As supporters of the campaign and know we have a high water table on site. If we work with
with many Tigard residents on our staff, we understand the design team to do a shallow foundation system, we
the importance of providing a safe, modern combined will save cost not having to deal with water management
facility for Police and Publics Works department. So during foundation construction.
what does that mean from your CM/GC? The following
highlights our strengths that align with your Project
Focus:
Building a Safe Modern Facility. Investing wisely now will save
on long-term costs.
We build over 100 critical
facilities yearly, including some Construction costs are rising,
of Oregon's most resilient so we need to act quickly by
structures like emergency securing long-lead items and
departments and public support ANDERSEN assembling early trade partners
buildings. For example, the CONSTRUCTION to manage the budget. We're
OSU Gladys Valley Marine aligned on early collaboration
Studies Building is designed to CM/GC and typically join projects by
withstand a 9.0 earthquake and the SD phase. For example,
serves as a tsunami evacuation Project Focus our CM/GC involvement on the
site. We've also built several OSU Huang Innovation Complex
CM/GC schools that offer safe began before SD.
spaces during disasters.
Combining Nine current Building faculties that grow Prioritizing Community,Safety,
Substandard work sites into one with tigard. recruitment,and privacy.
facility.
Another rewarding part of our The Police and Public Works
We enjoy working with job is helping you move from Facility will address staff
stakeholders to create the outdated 80s buildings into challenges and provide trauma-
best shared facility using modern spaces. We've guided informed spaces for a growing
the Choosing By Advantage many public groups through population. Early collaboration
method. For example, we this transition as their CM/GC, with stakeholders and
helped four public groups including the rebuilt Multnomah designers is key to making the
consolidate space in the County Albina Library and the best decisions. A well-aligned
Vanport Building. Early PCC Opportunity Center—both preconstruction process will
collaboration made the project transformed into state-of-the- minimize RFIs and deliver a
a success. art facilities. facility Tigard can be proud of.
CITY OF TIGARD I POLICE AND PUBLIC WORKS
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4.3.A.1 Investigation of existing conditions. yards of fill in the current plan which is a LOT of fill. If
we can work together to balance the site, this alone
Our Early Site Investigation Includes a would be a cost avoidance of $2,500,000!
Potential $2.5 Million Savings We combine a thorough review of the plans, analysis
From the outset, our team is committed to ensuring of the site conditions and our experience with
that we have a robust and detailed understanding of building officials and testing agencies to provide a
all existing site conditions. Understanding the site is constructability review that will identify potential
about understanding areas of risk and opportunity and cost and schedule issues. This typically occurs during
planning around both. Services we plan to provide the preconstruction where we can collaborate with the
team include: design team and trade partners to assess alternative
■ Via drone deploy or on site surveying, we will and value engineering options.
ensure that the team has a detailed topographic
understanding of the project. This will help in our
understanding of the balance of cut and fill on the
site, optimizing the budget. TEAM MEMBER RESPONSIBLE: Supt Glenn Whitefield
■ Mapping of all utilities and utility services on site. DESCRIPTION OF THE DELIVERABLE:Comprehensive
We don't want to just know where they are in review, documentation and understanding of site
plan, we need to understand them in section. We conditions.
will pothole existing utilities so that we can plan ACTION: Meeting early in SD, focus on grading, util-
connection elevations accurately. ities, ground water, geotechnical information and
■ Geotechnical verifications. Without a geotech any other concerns.
report, we don't know a lot of information, but
with this large of a site, we will want to verify
all geotechnical recommendations. This means
additional borings, potholing at specific locations, IDEAS TO BUILD BETTER iliTIGARD
etc. We want to know as much as possible about
this site so we can plan any conditions into the LEVERAGE CITY WASTE PROCESS FOR FILL - Any city project
drawings, the schedule and the budget. tearing up asphalt or concrete can be stockpiled on site,
You will see within our proposal that this work has crushed and reused for site fill. This will save money on
already begun as we have done a preliminary cut/fill fill and save the city money on disposal fees.
analysis of the proposed design. These results show
that we are going to be importing over 70,000 cubic
A CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.3 I MANAGEMENT OF WORK
4.3.R.2 Coordination review and comments Key focus areas include:
1. Documentation—Provide comprehensive feedback
The Rest Chanapc Hannpn Early in Design at each design milestone, as well as in real time
At Andersen we take pride in our document review between milestones.
2. Coordination across disciplines—Make sure all areas
process. The best time to find an issue in the drawings/ of documents are acting in unison.
coordination is during design when we have time to
make changes and pivot. Every change we manage 3 Trade engagement—Leverage trades to vet and
during the design phase is one less RFI, one less confirm scope, coordination and equipment
change order and one less headache for the team specification.
during construction. Our drawing and constructability 4. Procurement/Long Lead planning—Ensure that we
review process is robust and is managed with a can source the specified products/equipment to
proprietary tool called the ASCR - The Architectural meet the schedule.
Services and Constructability Review tool. 5. Cost Effectiveness—Get value out of every product.
6. Sustainability—Ensure we are able to track to our
1. Architectural Services sustainability goals.
This is a list of our expectations of our architect Risk identification—Identify risks early so we can
partners (and their engineering team) as to eliminate or minimize them.
the type and quality of information that we are 8. Labor availability—coordinate with trade partners
expecting to receive by design milestone. Clarity to confirm availability and scope capacity.
here is critical as we want to be on the same page g Schedule certainty - Ensure the design
about what is generated. This makes our estimates development and detail tracks to the overall project
better and also helps SEA understand what is most schedule.
important to draw!
A Partner During Design
2. Constructability Review at Each Project Milestone We have heard you loud and clear, you want a partner
Constructability Reviews are our opportunity to on this project. Our approach as a partner during
review details, recommend options, and help steer design is simple - to add value to the process. In order
the design and detailing of the project - making it to add value, we need to be present, engaged, and
simpler, easier to build, more cost effective, better ready to iterate and provide feedback with the team
sequencing, better procurement options, less at all times. This is our commitment to Scott Edwards,
market volatility, etc... It is also our opportunity to Otak and the City of Tigard. Our team will work
get ahead of any serious gaps in our understanding tirelessly to solve problems, propose solutions, and be
of the project. Our tool is broken down by scope a proactive member of this team from the time we start
category and our team will review every detail to when we turn over the keys.
of the project. We will identify any deficiencies,
_1_P
concerns or opportunities and assign items a TERM MEMBER RESPONSIBLE:Sr. PM Ben Gengler, Supt
risk profile so we can quickly focus on the things Glenn Whitefield, Precon Mgr Sam Stadler, Est Holly
that are most important. Ultimately, the log will
help in our tracking of costs, schedule and design Im
coordination items. DESCRIPTION OF THE DELIVERABLE: Full team integration
& review during design.
ACTION:Team building and alignment,
implementation of the ASCR for document review.
IDER5 TO BUILD BETTER ilikTIGARD
WATER RECLAMATION TANK- install a reclamation tank
on site to capture the existing site water for reuse for
vehicle wash, irrigation or potentially even toilets. Tank
will also reduce backfill requirements.
A CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.3 I MANAGEMENT OF WORK
4.3.A.3 Market Fluctuations. Manaaina Market Volatility
We are aware of the volatility that is taking place
Cost Validation and Estimating Strategy and there's no doubt that construction is one of the
industries that is being affected. To best protect the
On day one,we start estimating! project and understand impacts, we continuously
In our experience, cost validation starts with design to a monitor current escalation trends. Andersen's
budget, not budget an ever-evolving design. One of the approach is to be proactive and mitigate escalation by
most critical roles for the CM/GC is to develop a budget identifying, accounting for, and then clearing the risk
that works and help the team align the design to that using the correct strategy.
budget. With that in mind, what we propose is a budget
validation phase from the moment we start. While it's We come prepared with:
early and the design is still flexible, we want to develop 1. Up to date market analytics to understand
a cost model and design concept for the project that escalation and its short and long term projections.
works! This may mean some compromises up front, 2. Scope by scope risk analysis.
but the worst thing that we can do is spend time 3. Procurement option analysis including anticipated
designing something we can't afford. With a model timing of procurement and installation of each
that we know works, we can set the design team loose specific scope/material. We will discuss buyout
with some basic parameters to work with, i.e. structure strategy and domestic sourcing opportunities.
type, facade materials, overall SF of glazing, some basic 4. Most of all, our process will be transparent and
parameters to work with such as structure type, facade collaborative. We will provide recommendations
materials, HVAC system, and level of finishes. to the team on what we feel is most appropriate,
but ultimately we want to discuss risk and how it
Real-Time Cost Feedback with Design Team applies to the project as a team.
We provide milestone estimates required at the end
of each design milestone (Schematic design, Design 4.3.11
Development and Construction Documents). But in TERM MEMBER RESPONSIBLE: Est Holly Im, Precon Mgr
between those design milestones is where the real work Sam Stadler
takes place to keep the project on budget. DESCRIPTION OF THE DELIVERABLE: Accurate,
transparent cost estimating—cost feedback
To align with your expectations, we will use cost throughout design phases, milestone estimates,
tracking to update our estimate in real time and track market condition reports, and appropriate
any potential design changes. We price these options contingencies.
as the project develops, then as a team decide whether ACTION: Initial meeting to align expectations on
these options should be incorporated into the drawings cost and contingencies—ongoing cost and market
or not. If we see that the project price is increasing feedback—Andersen to offer time and cost-saving
above our target, the team will need to include options—regular review of risk and contingencies as
alternate pricing options to balance the budget. That design and project understanding evolve.
way when we get to a design/estimate milestone, that
estimate is a confirmation of what is already known.
The team doesn't have to wait to find out that prices
changed based on decisions at the milestone estimates. IDEAS TO BUILD BETTER illaTIGARD
After each major milestone is complete, we will run GED-GRID FOR PAVING INSTEAD OF ASPHALT. -
a variance report between the updated and previous Geo-grid is permeable and is now engineered for
estimate to see how the costs have changed. equipment traffic. We could use geo-grid in select
areas to improve site water infiltration and project
sustainability.
A CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.3 I MANAGEMENT OF WORK
4.3.A.4 Identify constructability concerns and promote Throughout preconstruction, we explore options to
safe practices. bring the best value to you by:
■ Proactively engaging in the design process to stay
Constructability and Safety Review on track and offering regular solutions to pull better
Our preconstruction team is comprised of a complete value from the budget.
cross-section of professionals including safety and • Providing weekly updates and presenting our
our lead superintendent. Senior Superintendent Glenn Value-Add Log to our client and the design team.
Whitefield will be a consistent presence in the room In this forum, pending decisions on design direction
are vetted with stakeholders, paths forward
during design providing feedback to the design team are agreed on, and the "approved" options are
on what is needed for an efficient build that is safe. incorporated into the continuously evolving design.
Examples of items that will fall into this category are:
• Clear requirements from geotech on layback and Prenarina for Successful Life Cycle Analvsic
cut requirements. Overall building life cycle costs are always a
• Adequate clearances between structures for consideration in Andersen's cost evaluation. We look
construction equipment and personnel access. at each decision through an owner's eyes. The best
• Permitting meeting phasing requirements to outcome for the City of Tgard is our ultimate goal when
maintain schedule needs.
providing alternative construction options.
4.3.11 We understand the goals and levels of sustainability
TERM MEMBER RESPONSIBLE:Supt Glenn Whitefield,
Safety Tyler Shackelford planned for the project. One of the first steps is to
DESCRIPTION OF THE DELIVERABLE:Ongoing feedback understand what the priorities for the projects include.
to design team on constructability and safety. As an example, LEED v4 mandates that an LCA is
ACTION:Glenn to attend design meetings and give completed for the building structure and exterior
real-time input. Milestone ASCR reviews include envelope and facade systems.
full safety audit by Tyler's team. Design and owner
must help resolve safety concerns. U -R
TEAM MEMBER RESPONSIBLE: Est Holly Im, Precon Mger
Sam Stadler
4.3.R.5 Value Engineering and life cycle cost design. DESCRIPTION OF THE DELIVERABLE: Maintain and resolve
a VE log to keep project on budget, with life cycle
cost analysis as needed.
Value Engineering, Alternative Options ACTION: Early SD meeting with SEA and owner to
and Life Cycle Costing align on VE log process. Use VE log from design
Andersen does not view VE as a way to lower project start to track key cost items and compare options.
costs with cheaper materials or building systems; Reconciled VE log at each milestone to ensure
rather, value engineering is finding a better, smarter budget alignment. Provide life cycle analysis for
way to meet the fundamental project goals without systems or options as required.
compromising quality or aesthetics.
OFFICE S WORK SPACE EXPERTISE
Andersen has built dozens of office buildings and work
spaces throughout the Northwest. Highlights include:
• Multnomah County Library Headquarters
IDEAS TO BUILD BETTER • Oregon Lottery Headquarters
TIGARD • NOAA Marine Operations Pacific Operations Center
LEVERAGE CITY WASTE PROCESS FOR FILL- Any City of Tigard • T-Mobile Headquarters Renovation
project tearing up asphalt or concrete can be stockpiled • Leland James Office Building
on site, crushed and reused for site fill. This will save • Kuni Headquarters
money on fill and save the city money on disposal fees. • Northwest Community Credit Union Headquarters
A CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.3 I MANAGEMENT OF WORK •
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43.0.6 Schedule, change recommendations and long-
lead procurement advice. -; �—
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Our experience is the foundation for our team to tailor
a schedule for your project. A carefully developed ` -�
phasing plan inpreconstruction translates to an _ a .
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efficient and executable plan during construction. Our Andersen in currently building one of the largest
schedule includes all preconstruction and construction mass plywood structures in Oregon for the OSU
activities: Jen-Hsun Huang and Lori Mills Huang Collaborative
• All design phase milestones Innovation Complex. The public CM/GC project
• Permitting: submission, review, response, issuance includes 1,433 mass plywood beams and columns
• Estimating and reconciliation from Freres Engineered Wood.
• Bidding for subcontract work
• Procurement
• Submittals closeout. Real-time schedule input during design.
• Full flow on construction activities including all Review scopes for long-lead procurement and
relationships, predecessors and successors market risks. Identify early procurement decision
• Micro-schedules for critical milestones points.
• Close-out and turnover activities
4.3.0.7 Phasing to maximize construction site efficiency.
Long lead& Procurement
We build relationships with our trade partners and
invite them to work with our collaborative approach Phasing and Sequencing Strategy
to driving the project schedule. They are involved in Our team will be proactive with SEA, Otak and the
the development of the schedule and take ownership City of Tigard to communicate what phasing and
any long lead requirements of their scopes and sequencing makes the most sense for the project. We
procurement durations to ensure on-time execution. have included our initial thoughts with this proposal but
Procurement timing decisions take into account both know that the current design is preliminary. Our plan
mitigating potential schedule delays and potential includes 4 distinct phases, outlined as follows:
market or escalation price increases.
Phase 1 - Site Grading and Utilities
4.3.11 Phase 2 - Office Building & Site Retaining Walls
TEAM MEMBER RESPONSIBLE:Supt Glenn Whitefield Phase 3 - Maintenance Building Install
DESCRIPTION OF THE DELIVERABLE: Develop project Phase 4 - Landscape, Asphalt Pavings,Site Concrete,
schedule, analyze durations of critical scopes, Sidewalks
identify necessary changes, and long lead Phase 5 - Owner move-in and project turn over
procurement needs.
ACTION: Provide full schedule from design through We look forward to iterating with the team as the
design evolves to ensure that we have the most
efficient and economical approach to the permitting
and phasing of the work.
IDEAS TO BUILD BETTER &TIGARD
RETAINING WALL MATERIAL OPTIONS - There are many TEAM MEMBER RESPONSIBLE:Supt Glenn Whitefield
DESCRIPTION OF THE DELIVERABLE:Comprehensive plan
different ways to build a retaining wall, some are much to safely and economically sequence work while
more costly than others. We will work with the team to meeting project goals.
explore options and save money where possible. Due ACTION: Review plan with team early in SD to
to the length and size of these retaining walls there is address concerns. Coordinate permit packages for
a huge potential to save cost. The material choice will effective phasing. Provide regular feedback on how
be balanced between budget and time resulting in no design changes impact sequencing. Update and
change in programming for the City of Tigard. report phasing plan at milestones.
CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.3 I MANAGEMENT OF WORK
4.3.A.B Site logistics.
Site Logistics Planning
We have included a detailed site logistics plan in our proposal outlining all of our thoughts about the layout of the site. We look forward to
reviewing this with you in detail. **See Section 4.6 for more information on our approach to schedule.
4.3_r
TERM MEMBER RESPONSIBLE:Supt Glenn Whitefield
DESCRIPTION OF THE DELIVERABLE:Thorough plan for a safe, efficient site during each construction phase.
ACTION: Meet early in SD to review and adjust plan. Update as design evolves; flag concerns. Ensure trade buy-in during onboarding.
Coordinate logistics with city, utilities, and jurisdictions for full approval.
OVERALL SITE PLAN
Construction Construction ALITIGARD
Construction Entrance Entrance IDEAS TO BUILD BETTER
Temp Offices SW Wall Street
Tie in to NW —\ — — — — - USE PAVING FOR CONSTRUCTION
Natural for / '�.'� INSTEAD OF GRAVEL- There is
Temp Heat Construction Future Office r — — 4—
i Parking Building Truck Use hydrant a lot of area of paving in the
route w/meter for final condition - we could
Tie in to exist- 1 temp water do an early paving package
ing valut for Tp em power feed — feed
temp power and pave all areas that we
/
will be using for construction
Truck route as a base layer. Once we are
Material 1T I done building, we can scrub
7 Future PW Building 1 Staging and clean the paving and
I come over the top with our
4— 4— Truck route I final paving layer. This will
/
eliminate the need for gravel
Future PW Building import and export during
L — _Iconstruction and save the
Fence around site perimeter project money.
French drain to
collect on site
water and surface
run off
CITY OF TIGARD I POLICE AND PUBLIC WORKS
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4.3.11.9 Develop strategy for subcontracting and MWESB inclusion.
Subcontracting and Procurement Planning
At Andersen Construction, ur mission is to foster genuine relationships and opportunities for MWESB trade
partner: We actively implement meaningful strategies to amplify participation with a dedicated emphasis on
those who have been historically excluded and disadvantaged.
WE ARE COMMITTED TO EQUITY Engage
■ Conduct one-on-one meetings to encourage
Business Equity Engagement Strategies bidding, learn firm strengths, and allow us
Our project team will focus on optimizing resources opportunities to identify barriers or challenges early
to achieve the City's diversity and inclusion goals. Our to ensure the trade partner is ready to bid.
plan is centered around removing common barriers to • Provide mentorship and guidance with trade
participation. We are dedicated to maximizing diversity partners for different aspects of the project, and
and inclusion through: provide assistance to MWESB firms in navigating
the business certification process.
Outreach
• Utilize the existing MWESB trade partner database Clarify and Provide Opportunity
and our partnerships with minority contracting • Host pre-bid meetings for all solicitation packages
associations, such as NAMC-Oregon, PBDG, OAME to introduce prospective trade partners to
and LatinoBuilt, to build connections and create Andersen's team members and provide clarity for
accessibility for small/certified firms that work the project requirements.
throughout Oregon. • Right size all bid packages to ensure that
• Review MWESB and COBID databases to deepen prospective firms are set up for success.
our outreach to existing and newly certified trade
partners that provide services throughout OR. Remove Barriers
• Conduct targeted outreach to connect with local, Provide workshops and technical assistance for trade
known trade partners. partners to assure access to administrative procedures
for bidding, invoicing, and submittals using approved
project software, claims, and safety.
Maximize 2nd Tier Participatio,
The project will have flow down requirements to all non-certified firms and will address equity, inclusion and
diversity in the project bid packages and for contractual documentation.
TEAM MEMBER RESPONSIBLE: Sr PM Ben Gengler, Precon Mgr Sam Stadler, Est Holly Im
DESCRIPTION OF THE DELIVERABLE: Develop and execute an MWESB/COBID procurement plan that exceeds project
goals.
FICTION: Meet early in SD to understand MWESB/COBID goals. Create contracting plan outlining scopes,
opportunities, and available firms. Implement procurement plan per proposal. Conduct targeted outreach to
Tigard MWESB/COBID community.
it
CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.3 I MRNRGEMENT OF WORK
4.3.R Examples of projects that demonstrate the range of Preconstruction Services.
Alta Art Tower The Vanport Building Portland
PORTLAND, OR State University
✓ Prefabricated Exterior Skin Strategy PORTLAND, OR
Collaborated with the design team to develop a fully ✓ Collaborative Project Delivery
prefabricated exterior skin system, removing two Created and fostered a truly CPB environment where
months from the schedule and improving jobsite respect was our core rule and TEAM success was
safety. goal of our culture.
✓ Finish Selection Within Budget Goals ✓ Establishment of Project Guiding Principles and
Worked closely with Wood Partners and interior Team Guiding Principles
designers to select finishes that aligned with the The goals of the project are one thing, but what
design intent while staying within the target budget. about the goals for our team? At Vanport, we
created a charter to define how we'd work together,
✓ Ceiling Height Optimization and Structural Cost set expectations, and build a strong team culture
Savings from design through construction.
Worked with the design team and Wood Partners
to expose ceilings and re-route ductwork, reducing ✓ Team Health
floor heights and saving on structure, stairs, and Success in CPD requires regular check-ins. At
skin—without compromising design. Vanport, quarterly meetings helped us track
progress, address concerns, and build trust—the
✓ Early Foundation Permit and Critical Path Float foundation of strong relationships.
Creation
Secured an early foundation permit, allowing ✓ Leveraging the Power of Trade Partners
excavation to start early and avoid delays from Taking design inefficiencies and making them easier
unforeseen site conditions—protecting the project's to construct, install and build. Highlights include a
turnover date. collaboration on a more efficient metal panel layout
and a fully prefabricated platform framed facade
✓ Ongoing Constructability Reviews system.
Performed constructability reviews throughout each
drawing phase, significantly reducing the number of ✓ Continuous Cost Feedback
RFIs during construction. The team provided biweekly cost updates, keeping
the budget front and center. Each system team
✓ Progressive Budgeting at Each Design Milestone tracked and reported their own progress throughout
Provided detailed budget updates aligned with each design.
stage of drawing development to maintain cost
control and transparency.
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A CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.3 I MRNRGEMENT OF WORK
4.3.R Examples of projects that demonstrate the range of Preconstruction Services. (continued)
Providence St. Vincent Main OSU Jen-Hsun Huang and
Tower Renovation Lori Mills Huang Collaborative
PORTLAND, OR Innovation Complex
✓ Unitized Curtain Wall System CORVALLIS, OR
Onboarded our glass and glazing subcontractor early to ✓ Sustainability and Use of Regional Forest Products
assist in the development of a unitized curtain wall system All beams and columns were fabricated from timber
that could be installed on the existing concrete structure
outward of the original glass system. This was critical to harvested on OSU teaching forest lands, providing
keep the facility occupied and functioning while the new substantial regional benefit through the use of local and
facade was installed. sustainable sourced materials. This was only achieved
through collaboration and partnerships by local entities
✓ Electrical and HVAC System Upgrades that shared the same values -that Sustainability matters!
Partnered with PAE, our Electrical and Mechanical Trade
Partners, and Providence Facilities representatives to ✓ Innovative Timber Connections
design electrical and mechanical system upgrades where Through hard work and a true `team' approach, we
key pieces of new equipment could be installed with developed 100% machine cut, timber-to-timber
limited impacts to the occupied patient tower. connection details based on the structural model,
minimizing the need for supplemental steel and joint fire
✓ Interior Finish Upgrades Within Target Budget protection while optimizing cost and constructability.
Worked with ZGF and Providence to identify key interior ✓ Advanced Fabrication Techniques
walls and finishes that could be maintained and re-used in
the new layout to keep costs down and reduce schedule. Extensive use of CNC timber machinery and modeling
across the Design Team and Andersen enabled highly
✓ Phased Permit and GMP efficient structural detailing, showcasing the potential of
Developed a phased permit and GMP approach that modern mass timber technology.
allowed work to start on the structural/seismic and
building envelope work while the interior and MEP design ✓ Integrated MEP Design:
was being finalized. Strategic coordination during design allowed for tightly
routed mechanical and electrical systems without
✓ Buy Back Alternates ceilings, maintaining clean visual lines and highlighting
Worked with ZGF to design in "buy back" alternates that the exposed timber structure. The team maintained a
could be shown on permit documents allowing all work to strong focus on the end user experience, emphasizing
be permitted. The alternates were then backed out of the the natural warmth and inviting atmosphere that a wood
GMP and bought back by Providence as funding became structure provides.
available. This saved time during construction by not
needing to go back to the city for review and approval.
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4.3 I MANAGEMENT OF WORK
4.3.B Constraints and risks.
Constraints and RiskF
We have completed large-scale sites across the Portland metro area similar to the Police and Public Works Facility
site. Based on similar projects and site investigation, we have identified the following constraints and risks.
RISK/CONSTRAINT MITIGATING SOLUTION
Site Water Management: Improper site water ' Early site work package to beat the rainy season
management can lead to dirt subgrades being ' Designing the structures (and foundation systems) to be
destroyed, not being able to use dirt as fill, and as shallow as possible to keep them out of any potential
costing money in bringing in huge amounts of water issues
• Investigate potential for water capture for reuse as part of
rock. the design
• Work with the design team to leverage the existing
Cut/Fill Balance: Our current analysis shows us grades to drive the design for better balance of cut/fill
importing over 50,000 cubic yards of fill. • Opportunity to leverage recycled concrete from other city
projects for fill
• Onboarding of early trade partners to understand scope,
help select equipment and plan for procurement
Material and Equipment Procurement: Material • Early funding release for any packages that are prior to
and Equipment Procurement can lead to costly the GMP
price increases and delays in getting products • Domestic sourcing
onsite causing delays in projection completion. • We will help lead the team to understand the specific
scopes and dates that are important to keep the project
on schedule and mitigate escalation increases.
Site Retaining Walls:This is a large wall and • Explore options for making this a cost-effective system.
could be very costly. The wall doesn't affect • Ideas to consider include: Cast-in-place concrete,
programming so picking the right structure type shotcrete, gabion basket, eco blocks, sheet pile, or look
will allow money to stay in programming versus a at grading in a way where we slope and armor the slope
retaining wall. with rock.
• Implement the Architectural Services and Constructability
Review tool to ensure we capture all scope gaps and
Complete and Document Package: Risk if RFI's, project risks
Change Orders, or ASI's lead to added costs and • Robust risk analysis with associated values
possible delays to the project. • Adequate contingencies and allowances for anything
that is undefined or undeveloped within the project
documents
Ontime Review: Delays in not getting the correct • An approved and bought-into submittal schedule
information could lead to added cost and possible • Weekly meetings to review and understand priority
delays to the project.
QA/QC: Getting things improperly installed and • A complete buy-in to our QA/QC plan prior to
causing delays in completion of the project with construction commencing
having to go back and fix mistakes. • Weekly walks with owner and architect
CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.3 I MANAGEMENT OF WORK
IDER5TD BUILD BETTER TIGARD
BETTER CUT/FILL BALANCE - We can explore using the north
1/3 of the site for fill. If the soils are suitable for fill, then
we can easily dig up and move soil over rather than
import it from offsite. Paying to import fill to the project
doesn't provide any program improvements. Using the
site to the north that you already own means not paying
for fill materials to be imported, faster to move the dirt
from the north to the south, resulting on saving budget
and time that can be better spent on programming for
the site.
The adjacent color-coded chart illustrates site grading
requirements:red areas indicate where material must be
excavated, while blue areas show where fill is needed.
The predominance of blue across the site highlights a
significant need for imported fill material.
4.3.0 Sequencing and Phasing. 4.3.O Managing fast track projects.
Sequencing and phasing Managing Critical Timelines
The planning process for all things on site including Andersen has been involved with numerous fast track
logistics and phasing takes a team approach. Using past projects. The successful execution of a fast track
experience, requirements from the owner and designer, project requires meticulous planning and disciplined
and being good stewards of the neighborhood is management. Success also requires continuous
the starting point of developing the plan. The most collaboration by the owner, architect/engineer and
important step is reviewing the plan with the project Andersen. This group must work together to define,
team. Does the plan leave the time for permitting, how understand, and agree upon the project scope and key
is the plan impacted by weather, is there a activity that milestones.
impacts the neighbors? From this you develop a final
sequence and logistics plan. The plan is not set in stone Our approach starts in preconstruction by identifying
and will have to be reviewed and modified as things opportunities for the following:
change for the project (materials show up late, wetter ■ Phased design allowing for an early start to
than normal spring, manpower issues). Ultimately these construction.
are just tools to ensure that the project is tracking • Utilization of modular or prefabricated components
towards completion meeting the project requirements. to reduce time on site.
*The following page (pg. 14) is a outline of the phasing • Early procurement of long lead materials to ensure
we see for this project. they are available for installation when needed.
■ A well established and executed modeling effort
to fully coordinate critical systems allowing for
uninterrupted installation.
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CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.3 ' MANAGEMENT OF WORK
PHASE 1 SITE GRADING AND UTILITIES PHASE 2 OFFICE BUILDING&SITE RETAINING WALLS PLAN KEY
11111111 Area of work
• Install construction fence around perimiter • Rough grading of entire site • Construction of office building foundation, structure & enclosure
• Install drain at high side of site to capture • Routing of all primary and temporary • Construction of site retaining wall - Activities during phase
site water utilities • Construction of elevated deck Construction Entrance
Mobile Crane/ — — Perimeter Fence
Construction Offices Pump Truck
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PHASE 3 MAINTENANCE BUILDING INSTALL PHASE 4 SITE WORK: LANDSCAPE,ASPHALT PAVING,SITE CONCRETE, PHASE 5 TURNOVER AND OWNER MOVE-IN
SIDEWALKS
• Construction of office building foundation, structure & enclosure • Complete building construction and start sitework package • Commissioning, testing and • Building flush
• Construction of site retaining wall • Move construction offices to one of the complete buildings balancing • Furniture move in and install
• Construction of elevated deck • Punchlist completion
Construction Offices
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A CITY OF TIGARD I POLICE AND PUBLIC WORKS 14/15
4.3 I MRNRGEMENT OF WORK
4.3.E Plan to promote community partnerships and
support(CEP) • Early outreach to local firms via events, networking,
and mentoring.
■ Tracking diverse workforce participation and
No Surprises! adjusting strategies to improve results.
At Andersen, we focus our work on CM/GC projects • Hosting feedback lunches with subcontractors to
because we believe great preconstruction leads to discuss what's working and what's not.
great success. We are honored to be a trusted partner • Partnering with workforce agencies and schools for
on the City of Tigard's Police Department and Public job shadows, site tours, and career events.
Works Project. We recognize the civic importance of Every project is an opportunity to uplift the
this facility and together, we'll deliver a project that community—economically and socially.
reflects and respects the community it serves.
4. Community Partnerships and Responsiveness
1. Collaboration with the City of Tigard, Otak CPM,and Senior Project Manager Ben Gengler will also serve as
SEA Community Relations Coordinator, acting as the public's
From day one, Andersen will prioritize transparent, main contact. He will:
consistent communication with all partners. Our • Respond promptly and respectfully to community
approach includes: inquiries or concerns.
• Establishing dedicated points of contact at • Keep the City, Otak, and SEA informed of public
Andersen for City staff, consultants, and the SEA feedback and ensure coordinated responses.
team. • Support City and design team participation at
• Conducting kickoff meetings to align expectations, public events, sharing updates and listening to the
processes, and roles. community.
• Participating in regular OAC meetings to set • Lead job fairs, education programs, and community
priorities, track progress, and proactively resolve events in coordination with City staff.
issues.
• Coordinating with City departments (e.g., We aim to be more than builders—we strive to be
permitting, utilities, public safety) to avoid delays collaborative,visible,and responsive partners.
and align with municipal standards.
5. Continuous Imorovemen'
2. Public Communication and Construction We will continually refine our outreach and engagement
Notifications by:
We understand public safety, access, and transparency • Evaluating communication effectiveness through
are critical. Andersen will: surveys and stakeholder input.
• Issue monthly updates via newsletters, bulletin • Adjusting strategies to build trust, improve clarity,
boards, meetings, and social media to share and ensure inclusivity.
activities, schedules, detours, and safety info. • Repeating the process—because there's always
• Share look-ahead schedules with milestones, work room to improve.
hours, and upcoming impacts.
• Install professional signage onsite, including project
contacts and QR codes linking to the City's project
page. s " .. I I I •� . :
• Coordinate with Public Works and Police leadership . - ] ,�• ..�
to avoid disruptions and maintain emergency �.-
access.
• Provide at least 2 weeks' notice to neighbors for
major impacts, using multilingual flyers as needed.
3. Local and Diverse Community Engagement(CEP) Andersen was heavily involved in community
Support engagement from early design to closeout for the
Equity and inclusion are core to Andersen's values. We new Multnomah County LibraryAlbina Branch. The
support CEP objectives through:
public CM/GC project includes a new mass timber
library and historic renovation to the existing library.
CITY OF TIGARD I POLICE AND PUBLIC WORKS
ill
RNDERSEN WA5 AWARDED THE TOP PROJECT OF THE YEAR IN OREGON
FROM THE DJC FOR THE 05U GLADYS VALLEY MARINE STUDIES BUILDING.
THE STRUCTURE 15 THE MOST RESILIENT IN THE STATE RND SERVES 115 AN
EVACUATION SITE IN THE EVENT OF R TSUNAMI. 4
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CITY OF
4.4.0 Project chart. MI
Tigard
„,„i Scott
Otak
Edwards
is Architecture
I'
i� ERIC SPUME ANDERSEN
OP)", Project Executive ■ CONSTRUCTION
1
BEN GENGLER GLENN WHITEFIELD
111/.. Sr. Project Manager Sr.Superintendent
TYLER SHACKELFORD
�` a ; Safety/QC Manager
441. CLINT BURNETT 5AM STRDLER
Project Manager '`j% Preconstruction Manager
HOLLY IM
Sr. Estimator
A CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.4 I PROPOSED PERSONNEL FIND PROJECT ORGANIZATION
4.4.B Percentage of Involvement.
Level of Involvement
TERM MEMBER + ROLE LEVEL OF INVOLVEMENT PRIMARY WORK DUTIES + RESPONSIBILITIES
PRECON/DESIGN CONST. LOCATION
Eric Sprague • Ultimately responsible for delivering a high-quality project and ensuring
Project Executive client satisfaction
10% 10% Main Office • Provides high-level team oversight
• Leads feasibility planning
• Responsible for the overall success of the project
Ben Gengler • Leads support efforts for the Community Engagement Program.
Sr. Project Manager ° • Manage communications and coordination with the City of Tigard.
25°�
50/ On Site • Provides oversight and guidance for the project team
• Ensures all project processes are being followed
Glenn Whitefield • Leads constructability review in preconstruction
Sr. Superintendent • Provides oversight of the project team during construction
50% 100% On-Site • Develops and oversees the project schedule
• Manages quality and safety
• Leads site logistics and phasing analysis
Clint Burnett • Responsible for overall budget management and daily oversight of the
Project Manager project team
5% 100% On-Site • Works with trade partners to ensure they are prepared to meet all
requirements
• Leads OAC (Owner-Architect-Contractor) and coordination meetings
Sam Stadler • Leads the preconstruction phase
Preconstruction • Leads design quality control and budget alignment
Manager 50% 10% Main Office • Integrates the design and construction teams
• Establishes procurement plan for early trade partners and MWESB (Minority,
Women, Emerging Small Business) participation
• Focuses on sustainability goals, approach, and execution
Holly Im • Leads the development of all estimates, value engineering (VE), and
Sr. Estimator 50% As Main Office reconciliation
Needed • Works with the Project Executive (PX) and Project Managers (PMs) to finalize
all buy-out and transfer of knowledge from preconstruction to construction
Tyler Shackelford • Develops the Site-Specific Safety Plan
Safety/QC Manager 5% 50% Main Office • Implements Andersen's safety and drug-free workplace program on the
jobsite
• Leads onsite safety inspection program
CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.4 I PROPOSED PERSONNEL FIND PROJECT ORGANIZATION
Team Continuity & Experience Together
A significant value you receive from our proposed team is their years of experience working together on large-
scale projects throughout the Portland metro area. The chemistry and trust already exists and this group is not
just a collection of co-workers - they are also good friends. They have fun while completing their work and the
following projects demonstrate their range of success together.
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THE PAYTON THE ALTR ART TOWER
223,080SF • LEED Platinum • Mixed-Use $97M • Mixed-Use Tower
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BENSON HIGH SCHOOL MODERNIZATION DHSU DDERNBECHER ADDITION (PRECON ONLY)
$272M • Public CM/GC • Multi-Building Campus $288M • CM/GC • 184,000 SF • Critical Facility
4.4.0 Resumes.
See Appendix
4.4.0 Company org chart.
Company Organization
SHOESTRING VALLEY i i '
AN OREGON CORPORATION
ANDERSEN CONSTRUCTION COMPANY LLC: FOUGHT S COMPANY SOS EQUIPMENT S
FI51 STRUCTURES LLC ANDERSEN CONSTRUCTION COMPANY OF INC. SALES LLC
OREGON LLC
REFA ERECTION INC
It
CITY OF TIGARD I POLICE AND PUBLIC WORKS
ANDERSEN IS ON TRACK TO DELIVER OREGON STATE_ -. • --;-� go o - .101
UNIVERSITY'S LARGEST PUBLIC CM/GC PROD CT DN"BUDEET LI ;< Al. "' '� .
r _-•—mr"-,. -' L ' i, _ -
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FIRST MASS TIMBER RESEARCH FACILhfYjlN THE US.
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LI . 5 CD5T MANAGEMENT
4.5.R Cost estimating and value engineering. Milestone estimates are a given, but it's what we do
between the milestones that has the most impact. We
Cost Estimating will:
Andersen has best-in-class estimating capabilities. ' Make cost a part of everything we do. Less rework,
In addition to our dedicated estimating staff, our less stress, and a more productive design phase.
project managers and superintendents take an active • Leverage our Cost Revisions Log to give the team
nearly continuous costing feedback as the design
role in estimate development. Our team is constantly progresses and a real-time view of where the
monitoring market conditions, such as material project stands.
costs, subcontractor performance and construction • Provide costing options and alternates fast so that
advancements. All these factors are incorporated into design can progress.
our pricing efforts, allowing us to provide the City of • Plan cost risks into the budget. Escalation, tariffs,
Tigard with the most reliable information available. product selections with backup options all need to
be a part of the conversation.
The Andersen preconstruction cost estimating process
includes continuous validation of the target GMP
budget to provide early identification of potential Value engineering centers the client's goals and
budget pressure. evaluates options for the good of the project and
budget. Through collaboration with the architect and
Our priority is to get alignment between the design and ownership teams, we will challenge common practices
the budget as early as possible. To begin the project off to find creative best-value solutions in all aspects of the
with a budget that we know is achievable, we propose project.
to start the project with a validation phase prior to
launching into full design. Andersen will: Recent, demonstrated VE results:
• Start with an estimate breakdown with achievable • WSU Vancouver Life Sciences Building: During
buckets. preconstruction our design-build team was able
• Ensure we have a design that fits into the estimate to save nearly $1 million by changing the building
framework and meets project goals. massing to take advantage of the natural grade of
• Launch into design with clarity, on-boarding the site.
appropriate trade partners at milestones. • OSU Jen-Hsun Huang and Lori Mills Huang
Collaborative Innovation Complex: OSU initially
This process will allow us to help steer the design wanted a large scale mock-up but when
towards budget alignment from the outset, avoid costly considering costs, we collaboratively decided on
reword and value engineering cycles and ultimately and a much smaller-scale version that saved them
achieve our targets. hundreds of thousands of dollars in the budget.
A CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.5 I CB5T MRNRGEMENT
4.5.B Cost tracking. --
I III
II
Leading Cost Management with
Transnarencv a 1
Andersen's plan for managing and tracking the cost of t; ; �
work includes constant communication through regular = 9! � i_,.,
reporting. We promise "No Surprises!" To achieve — r.
this, the following key tools are used to manage the - -
target budget and ensure transparency and owner Andersen recently completed the PCC Opportunity
accessibility: Center, a public CM/GC mass timber building.
The 50,000 SF structure is home to the Oregon
Value-add Log State Department of Human Services and PCC's
• Chief cost communication tool (roadmap to budget Workforce Development.
and scope alignment)
• Tracks all ideas priced before design is completed Last Responsible Moment
• Clearing house of all ideas (from designers, trade • Log of desired scope not included in estimate but
partners, users, builders) in a cost format could be an additive alternate
• Tracks which ideas have been accepted, rejected, • Displays value of scope and decision day to avoid
incorporated, or are pending budget or schedule impacts
Carried Into Construction for Planned Use
OVER 25 $100+ MILLION of Contingency
PROJECTS Tracking and Reporting Costs
We follow the maxim of "Keeping It Simple" when it
comes to reporting tools. These tools communicate
The Police and Public Works Facility large amounts of cost data in a manner that is legible,
is a right-sized project for our informative, and in real-time. We will instill a cost-
capabilities. In the past 10 years, we conscious culture from day one (with our design
have built over 25 projects of $100 and trade partners, as well), so all team members
understand how changes affect cost.
million or greater.
Andersen will communicate our dynamic budgeting
We have excellent benchmarking for this size process through the following reports:
of project and scope. Recent public CM/GC & • Monthly status report on project budget
Design-Build examples include: • (soft costs & construction).
■ Monthly contingency consumption & allocation
OSU Cordley Hall Renovation: $140M report.
UW Haggett Hall Replacement: $160M • Monthly allowance report.
Benson High School Modernization: $272M • Monthly pay applications.
OSU Jen-Hsun and Lori Mills Huang • Monthly cash flow projections.
Collaborative Innovation Complex: $171M • Weekly change item summary report.
Cost Tracking Tools include
Risk k rantingencv nn 1. Target Value Delivery: Alignment of design and
• Informed way to establish how much contingency budget
should be held at any given point in design 2. Choosing By Advantages: Evaluate choices and
• Based on completion of design and completion of prioritize decisions
buyout 3. Mock-ups: Consider design, budget and schedule at
• Assigns a dollar value and percentage-base the same time
likelihood to potential budget risks
CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.5 I COST MANAGEMENT
4.5.0 Establishing and maintaining a contingency fund.
EC
Maintainina a Continaencv Fund
We aim to approach contingencies collaboratively Time and time again Andersen Construction is
with the team to ensure everyone understands how we chosen for our most important projects on campus.
are managing risk together. Benchmark contingencies What I hear from our selection committees is "we
will be established at the project's start and reviewed trust Andersen to get this done right." Here is
through design to GMP. where Andersen is unique to other contractors we
Desian Continaencv• typically experience. We never see an "us versus
Andersen will set and track a design contingency at them" attitude toward the Owner or the Architect,
each phase of design. This is drawn down as scope but always "how can we solve the problem
and detail develop—typically 10% at SD, 7% at DD, and together?"
5% at CD. The goal is 0% by the Permit phase, having
accounted for budget fluctuations as the design is I greatly appreciate this team's sensitivity to helping
refined. us meet our goals for cost and budget without
sacrificing the overall design aesthetic.
Construction Contingency:
Contingency use will follow an agreed approval process LIBBY RAMIREZ, UNIVERSITY ARCHITECT,
allowing full transparency. Potential uses will be DIRECTOR OF CAPITAL RESOURCES
tracked in the risk and change order log and discussed OREGON STATE UNIVERSITY
weekly. Andersen will forecast risks that may require
contingency use, enabling team analysis throughout
the project. Preconstruction efforts to define scope will
reduce RFIs, improve bid accuracy, and limit the need 4.5.D GMP line item documentation and scope change
for contingency. evaluation.
Escalation: GMP Documentation
As a standard, we track escalation as a month The final GMP deliverable will include a detailed list
over month increase in materials that a project will of "Clarifications and Assumptions" for each scope of
experience throughout design until we "buy out" that
scope, meaning that we have instructed a vendor work, corresponding to a GMP line item. These define
to either lock the price or purchase the material. In the scope and conditions used to develop each line
the current market, escalation is slightly volatile but item value.
we will come prepared to recommend an escalation
percentage and any mitigating strategies that we can Andersen will also create detailed scopes of work for
employ to help reduce it's impact, i.e. early purchase of each bid package to communicate intent to bidding
materials, and/or equipment subcontractors. These documents will be used to level
bids and determine the successful bidder, informing
Tariffs: both the GMP line item and the Clarifications and
Tariff impacts are starting to cool, but still worth Assumptions.
discussing. As we refine the design and start to make
decisions, we will want to talk about materials sourcing Once construction begins, these documents—along
options and any impacts the project may have from with drawings and specifications—will establish
tariffs. baseline scope and conditions. Any potential changes
will be evaluated against this baseline to determine
We are positioned to keep the team informed of whether they were reasonably included in the original
changing market conditions, and foster flexibility scope or represent a true change requiring additional
in approach with the goal of maintaining budget funding.
and schedule. This is done through constant
communication.
It
CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.5 I COST MANAGEMENT
4.5.E Past performance on other CM/GC contracts
RLTR ART TOWER
CLIENT: Wood Partners
COMPLETION: 2022 .
GMP: $97M
CHANGE ORDERS $2,978,195 (owner initiated) gill
THE VANPORT BUILDING PORTLAND STATE UNIVERSITY
CLIENT: Portland State
COMPLETION: 2020
GMP: $80M
CHANGE ORDERS $2,228,138 (owner-initiated)
!Gr .
1 ti
PROVIDENCE ST. VINCENT MEDICAL CENTER - MAIN TOWER UPGRADE
CLIENT: Providence Health & Services
Weston York - Senor Director, Design & Construction,
503-799-9663
weston.york@providence.org -r
nimi
COMPLETION: January 2020 ..■■■■■'®""'i�ie�TT-
.. ...�4�■■ice
GMP: $68,000,000
����
CHANGE ORDERS $5,400,000 ($4,800,000 of total was add alternates I imp og
priced at GMP and change ordered into the Project
when funding became available)
OSU JEN-HSUN HURNG FIND LORI MILLS HURNG COLLABORATIVE INNOVATION COMPLEX
CLIENT: Oregon State University =-
COMPLETION: Anticipated 2026 "
GMP: $171,000,000 . a no
CHANGE ORDERS $3,000,000 (owner-initiated) _ -` ` �
CITY OF TIGARD I POLICE AND PUBLIC WORKS
4 . 5 SCHEDULE , QUALITY CONTROL , AND
IFETY PLANS
4.6.1I Approach to scheduling, risk mitigation, tracking factors combine to enable a faster build, reducing both
tools, and reporting. time and cost.
Schedule, Quality Control, And Safety Schedule Management:
Dlanc Managing the schedule and knowing where the project
is headed is the Superintendent's key responsibility.
We developed two schedules to look at options of We treat schedules as living documents that adapt
structure type for the office building. Ultimately, the to project needs. This approach allows changes and
structure type will be selected by the team after impacts to be reviewed by the team to stay aligned
evaluating all aspects of each system - we wanted with project milestones. While collaboration and
to provide an example of the in depth review and communication are essential, Andersen takes full
information we are accustom to providing that leads ownership to meet contract requirements and deliver
the team to great outcomes. Below is a comparison the project on time.
example of two structure types that we are familiar
with and good candidates for this project. Our Master Schedule includes all preconstruction and
construction activities:
Approach to Save 3 Months of the Schedule • Permitting (submission through issuance)
We have reviewed two options for the building ■ Subcontractor bidding
structure. Option 1 is a conventional steel building with • Procurement
composite decks (metal decking and concrete). Option • Construction activities
2 uses a Mass Plywood Panel (MPP) structural system. • Micro-schedules for critical milestones
Below is a breakdown of how these two systems • Permits and CPM schedule
compare and the assumptions made in both schedule • Owner move-in milestone tracking
options: • Closeout and training schedule (goal: 30 days post-
• Early structure permit to meet key dates phase)
• Ground improvements for both the main building
and sally port (drilled piers) Weekly coordination meetings coincide with updates
• Two concrete cores and four concrete shear walls to highlight potential issues and prevent delays. The
• Early procurement to meet schedule superintendent maintains the overall schedule and
• MPP assumed to meet category 4 without requiring provides monthly updates to the City and stakeholders.
a concrete diaphragm at floor lines Weekly 6-week "look ahead" schedules are created
by walking the site to ensure the plan matches field
conditions.
OPTION 1- STEEL OPTION 2 - MPP
START DOTE 8.17.26 8.17.26 Permit&Design Coordination: We will align with the
START OF STRUCTURE 9.16.26 9.16.26 architect on permit packages and drawing deliverables.
DRY IN 8.3.27 4 8 27 Constructability reviews will help ensure quality and
on-time drawings. Fast turnaround submittals will
START OF FINISH 11.9.27 4.30.27 be tracked, and early procurement (e.g., electrical
CO 3.7.28 1.5.28 gear, soil improvements) will be planned with all
stakeholders. Andersen will ensure timely decisions and
clear communication of deadlines to the design team
Whv MDD is -7 Mnnthc Cmst. and owner.
Composite decks (metal decking/rebar/concrete)
take longer to build than MPP decks. At the roof line, Weather Considerations Early fill work will be
MPP structures don't require a 28-day cure before scheduled before fall rains. Andersen remains
installing the temporary water barrier, unlike concrete. proactive, keeping the owner and architect informed
Fireproofing of a steel structure is also delayed until the and aligned—minimizing surprises.
building is dried in, whereas with MPP, wet work can
start as soon as the structure above is placed. These
CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.6 I SCHEDULE, QUALITY CONTROL, RNO 5AFETY PLANS
Scheduling Software We use Primavera P6 for Subcontractor/Supplier Competition
preconstruction and construction. Key procurement • Early outreach and communication: Begin early
and design deliverables are tracked during permitting. through events or open houses to generate interest.
■ Use online platforms: Post bidding opportunities
Schedule Compliance with Trades We promote with clear details on timing and requirements to
trade partner accountability by fostering trust and help subcontractors plan.
collaboration. By involving them in planning, we build • Value-added approach: For complex scopes,
buy-in and reduce surprises. Trusted trades are quicker consider value-based RFPs for a more transparent
to report potential delays. Weekly updates track and collaborative budgeting process.
progress and performance, focusing on joint problem-
solving when issues arise. We pride ourselves on developing clear bid packages
that are thorough and include the scope not only
shown, but more importantly, the scope still in
4.6.B Availability expectations, mitigation plans, and development that is required for complete operational
bidding competition approach. systems. The most competitive time to price a given
scope is at bid time, and we want to minimize the
Labor & Materials Strategy usage of contingency in construction.
We anticipate challenges with labor and materials due
to ongoing impacts from tariffs, volatile commodity
markets, and a shrinking workforce as many near
retirement. To mitigate these risks, we will implement 4.6.0 Efficient execution strategies, benefits to the
the following: City, and challenge mitigation.
Workforce Planning DIRT BACK FILL Large fill needed; dry weather
• Accurate forecasting and scheduling: Use
historical data and the project schedule to forecast is critical. Early grading in summer cuts costs by
labor demand and secure early commitments from using dirt over rock.
subcontractors. WET WEATHER To avoid mud, we'll install rock
• Clear scope and terms: Include clauses for base and first asphalt layer early, then finish
overtime, delays, safety, and dispute resolution to paving later.
be prepared for common risks. STANDARDIZED DESIGN Simplified, repeatable
• Performance-based incentives: While an added details lower costs and speeds up construction.
cost, these can help retain or attract labor,
particularly during peak demand. PREFAB Factory-built exterior walls accelerate
• Early union engagement: Maintain open schedule and help dry in the building faster.
communication to understand labor availability and RETAINING WALL Multiple material options
avoid strikes or slowdowns. under review; best choice will balance cost and
• Subcontractor backups: Pre-qualify alternates to efficiency.
step in if selected subcontractors fall short. PROCUREMENT MATERIAL Early coordination
with the City and architect secures key materials
Material Risk Mitigation and Procurement Strategu and timelines.
• Early trade partner onboarding: Bring key partners
on early to secure materials and equipment, avoid DEFERRED SUBMITTALS We'll include early work
lead time delays, and lock in pricing. (e.g., soil) in initial permits to avoid 8-16 week
• Storage strategy: Plan for material storage when delays.
items are procured in advance. COMPLETE DESIGN A thorough design upfront
• Pre-qualification: Vet suppliers for reliability, reduces RFIs, change orders, and delays.
quality, and financial stability. EARLY TRADE PARTNERS Bringing on key subs
• Diversification: Avoid depending on a single
supplier. early (soil, MEP, structure) adds constructability
• Lead time tracking: Maintain and update a weekly input, leading to better design, fewer changes,
procurement log. and more value.
• Alternative sourcing: Identify regional or domestic
substitutes for critical materials.
CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.6 I SCHEDULE, QUALITY CONROL, FIND 5AFETY PLANS
4.6.0 Overview and implementation of firm's quality
assurance program.
Quality Control Plan - Preconstruction
After contract documents are complete and before Quality Control Plan - Construction
construction begins, the Quality Assurance Manager In the field, the Superintendent is ultimately responsible
will develop the project-specific Quality Control for the implementation of the Quality Control Plan.
plan with the input of the project team. The project- To assist in this effort, each project is also assigned
specific Plan is also developed around the quality one or more Site Quality Control Supervisors (SQCS)
requirements of each significant scope. who are responsible for the regular completion of QC
construction verification checklists as well as follow-
Quality control measures are instilled during up and closure of any reported deficiencies. The SQCS
preconstruction, addressing critical issues from the conducts quality verifications as work progresses,
onset. We craft a detailed QA/QC plan, featuring completing the QC Checklists and reporting
step-by-step inspection checklists to embed quality deficiencies as they occur in Mercury, our Project
into every facet of the project. We will: Management software.
• Generate quality control checklists.
• Engage key trade partners for specific scopes of MOCKUPS
work. The specifications and drawings contain the majority
• Review design/construction drawings. of the information needed to build the project, but
• Review manufacturer's literature to ensure oftentimes they lack depth and definition to illustrate
alignment with the design documents. the expectations of the finished product. Andersen
• Generate submittals. will work through as many mockup iterations needed
• Hold pre-installation meetings. to assure that the finished product meets the City of
• Establish key mockups to set expectations. Tigard's expectations before placing finished product
onsite. We believe that the work upfront will pay
dividends in the end.
TOP 10 QUALITY ASSURANCE ITEMS FOR R NEW POLICE
• '` ' AND PUBLIC WORKS FACILITY
1. Design and Construction Compliance
2. Structural Integrity
3. Safety Standards and Practices
4. Materials Quality and Sourcing
5. Systems and MEP (Mechanical, Electrical, Plumbing)
4,1
Performance
6. Building Envelope and Weatherproofing
�'I 7. Security Features and Systems
_ r
8. ADA Compliance and Accessibility
; C!;- :l, t-�. 9. Energy Efficiency and Sustainability
•! `` 10. Final Inspection and Punch List
By focusing on these 10 quality assurance areas, you
441 can ensure the new police and public works facility
is not only cost-effective but also durable, safe, and
PORTLAND COMMUNITY COLLEGE - fully functional for its intended use.
METRO WORKFORCE TRAINING
A CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.6 I SCHEDULE, QUALITY CORRAL, FIND 5AFETY PLANS
4.6.E Safety policies, training, Accident Prevention Through Proactive education,Training, and
accountability, disciplinary actions, and Communication
EMR history.
We recognizes that accident prevention isn't just about having the
right tools and signage in place, but investing in mental well-being
Safety Program Overview and awareness as well. We are committed to total worker safety
which recognizes all facets of a person's health and how it affects
At Andersen, proactive safety their safety on—and off—the job site.
management is central to our accident
•
prevention philosophy and rooted in �, •
"^ I�
our core values. Accident prevention '(.
is not just a policy—it's fundamental 7. r
to how we operate. We believe our a •- :� - N •
program is best-in-class supported by - . j-• ,, . r; '��
an EMR of 0.52, one of the lowest in i ,, 1 •
Oregon, and industry-leading injury and "'� - z - ��°. -- '
incident rates. : ,�
However, a strong safety record is not Comprehensive Training and Education
unique to Andersen—many contractors We equip every employee with the knowledge and tools to prevent
bidding on this project have impressive accidents. Mandatory programs, such as the 30-hour OSHA standards
statistics. Thanks to collaboration with class and ongoing training, embed safety into every role. During
unions, interest groups, and clients, onboarding, we stress shared responsibility, empowering employees
safety standards across our region have to actively contribute to a safe environment.
risen significantly. While this progress is
commendable, it's not where we focus. Subcontractor Accountability
We take responsibility for creating A core pillar of our safety approach is selecting trade partners who
an environment where safety is a treat safety as a collective responsibility. We thoroughly review
shared duty. Everyone working with each partner's safety program—looking beyond numbers to assess
Andersen must embrace this mindset— commitment. If gaps exist, we don't automatically disqualify them;
empowered to identify risks, challenge we collaborate, implement safeguards, and set clear expectations to
unsafe conditions, and contribute to a raise performance. With over 5,000 project inspections and 225,000
safer workplace. Programs like our What safety observations last year, we take proactive steps to eliminate
Changed campaign reinforce vigilance hazards before they become incidents.
and normalize speaking up, making
safety instinctual—not just procedural— Audit/incnpr+ir
for our teams. To ensure site safety, weekly audits are conducted by Andersen and
subcontractor teams. These walks assess conditions such as safe
access, floor hazards, handrail compliance, and fire extinguisher
YEAR EMR RATING placement. Findings are tracked and shared as lessons learned with
2024 0.52 crews. This process drives continuous improvement and helps ensure
everyone goes home safe every day.
2023 0.64
2022 0.54 Discipline
2021 0.57 Discipline begins with the 5 Whys (who, what, why, when, where).
Every investigation includes eyewitnesses and subcontractor safety
professionals. We maintain zero tolerance for those who ignore
safety or endanger others. Consequences range from a learning
moment to immediate removal from the site. In every case, the goal
is to create a safer jobsite and reinforce accountability.
CITY OF TIGARD I POLICE AND PUBLIC WORKS
4 . 7 FEE PRDPD5IIL
A CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.7 I FEE PROPOSRL
A CITY OF TIGARD I POLICE AND PUBLIC WORKS
4.7 I FEE PROPOSAL
A CITY OF TIGARD I POLICE AND PUBLIC WORKS
APPENDIX
RESUMES
RPPENDIX I RESUMES
PROJECT EXECUTIVE It
ERIC SPRAGUE
311, - jj
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EDUCATION RELEVANT PROJECT EXPERIENCE
B.S. Construction Engineering ALTA ART TOWER I PORTLAND, OR
Management, Oregon State $97M AMP•SEPT 2019-JAN 2022•MICHAEL NAGY,WOOD PARTNERS,MANAGING PARTNER,
University 503-457-8790
This 21-story, 385,133 SF mixed-use development features 314 residential units,
WORK HISTORY offering a range of studio, 1-bedroom, 2-bedroom, and 3-bedroom apartments.
19 Years with Andersen The project includes ground floor commercial space, below-grade parking,
19 in Construction and a variety of tenant amenities located on the ground floor and rooftop,
including a roof terrace that enhances resident experience and community
RESPONSIBILITIES E#EXPERTISE engagement.
• Overall team leader
• Focused on relationship THE PAYTON I PORTLAND, OR
with City of Tigard and to $54.5M•SEPT 2017-JULY 2019•PAT KESSI,PHK DEVELOPMENT,CEO,253-851-1472
ensure client's objectives Located in Portland's Sullivan's Gulch neighborhood, this 7-story, 223,080
&satisfactions are SF development includes 162 apartment units across 7 stories of residential
achieved housing, plus ground floor amenities and two levels of underground parking.
• Direct the preparation of Highlights include a post-tensioned concrete structure, entry fireplace lounge,
the contract concierge, guest suite, fitness center, main courtyard with BBQs and firepit,
• Lead integration & courtyard zen garden, dog lounge with indoor pet relief area/drinking fountain,
alignment of project team and a bike lobby with lounge area and bicycle amenities. Awarded LEED for
• Monitor performance Homes Platinum certification.
on controls, functions, &
personnel BENSON HIGH SCHOOL MODERNIZATION I PORTLAND, OR
$272M•AUG 2021-AUG 2021.1.CURTIS WILSON JR,PORTLAND PUBLIC SCHOOLS,PRINCIPAL,
503-916-5100
This public CM/GC High school modernization/restoration features 230,000 SF
of historic renovation and 135,000 SF of new construction. Upgrades include
a commons/central classroom/kitchen addition, 2-story CTE/classroom wings,
gym, radio building, library, health services addition, and site improvements.
Internal layouts of core classrooms and adjacent CTE programs promote
shared resources.
APPENDIX I RESUMES
5R. PROJECT MANAGER It
BEN GENGLER
PR I 'ENCE- MAIN TOWER
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EDUCATION RELEVANT PROJECT EXPERIENCE
B.S. Construction Engineering OHSU DOERNBECHER ADDITION I PORTLAND,OR
Management, Oregon State $200M•NOV 2022-JUN 2025.OREGON HEALTH&SCIENCE UNIVERSITY,DAVID DWYER,DWYER CMC,
University OWNER,971-500-2O34
6-story expansion to Doernbecher Children's Hospital. The mother/baby
WORK HISTORY addition is a separate structure from the existing hospital, with skybridge
12 Years with Andersen connection. The primary program includes 12 labor & delivery rooms, 37
23 in Construction post-partum/anti-partum rooms, 52 NICU beds and two C-Section suites (2
C-Section rooms, NICU OR, and Perinatal OR). Includes 152,368 SF of clinical
RESPONSIBILITIES S EXPERTISE fit out, 4,259 SF lobby space, 30,312 SF of mechanical space, and 8 parking
• Oversee precon spaces. LEED Gold. *Preconstruction Completed (construction on hold)
construction budget
• Oversee construction ASANTE ROGUE REGIONAL MEDICAL CENTER EXPANSION I MEDFORD, OR
process, establishing $251M•NOV 2022-DEC 2023•DENNIS HAYES,ASANTE HEALTH,PROJECT MANAGER,541-709-4730
project controls, functions This hospital expansion was built on the north side of the Rogue Regional
& personnel Medical Center campus, connecting to the existing six-floor patient tower.
• Direct subcontracting The new 6-story, 345,405 SF patient tower includes women's, maternal/child,
approach pediatrics, NICU and special care nursery, 64 ICU beds, 20 operating rooms &
• Participate in construction surgery support, and support space including supply chain & sterile processing.
feasibility& drawing/spec
coordination PROVIDENCE ST.VINCENT- MAIN TOWER RENOVATION I PORTLAND, OR
• Lead Choosing By $74M•NOV 2015-SEPT 2019•WESTON YORK,PROVIDENCE HEALTH,SR DIRECTOR DESIGN&
Advantages CONSTRUCTION,503-799-9663
• Lead development and One of the most challenging hospital renovations to ever occur in Portland, this
execution of the GMP 8-phase, 125,000 SF renovation and seismic upgrade took place while keeping
the entire 9-story acute care hospital tower occupied for four years. The
renovation involved a substantial structural/seismic upgrade, the entire tower
being re-skinned, new mechanical and electrical systems, minor remodels on
floors 4 and 5, and a full remodel of floors 6 through 9 (224 patient beds).
RPPENDIX I RESUMES
PROJECT MRNRGER It
CLINT BURNETT _ _
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EDUCATION RELEVANT PROJECT EXPERIENCE
B.S. Construction ALTA ART TOWER I PORTLAND, OR
Management & Minor in $97M GMP•SEPT 2019-JAN 2022•MICHAEL NAGY,WOOD PARTNERS,MANAGING PARTNER,
Business Management, 503-457-8790
Brigham Young University This 21-story, 385,133 SF mixed-use development features 314 residential units,
offering a range of studio, 1-bedroom, 2-bedroom, and 3-bedroom apartments.
WORK HISTORY The project includes ground floor commercial space, below-grade parking,
16 Years with Andersen and a variety of tenant amenities located on the ground floor and rooftop,
19 in Construction including a roof terrace that enhances resident experience and community
RESPONSIBILITIES 6 EXPERTISE engagement.
• Overall daily management THE PAYTON I PORTLAND, OR
of the project $54.5M•SEPT 2017-JULY 2019•PAT KE55I,PHK DEVELOPMENT,CEO,253-851-1472
• Ensure project objectives Located in Portland's Sullivan's Gulch neighborhood, this 7-story, 223,080
are met or exceeded SF development includes 162 apartment units across 7 stories of residential
• Responsible for cost/ housing, plus ground floor amenities and two levels of underground parking.
budget control & change Highlights include a post-tensioned concrete structure, entry fireplace lounge,
orders concierge, guest suite, fitness center, main courtyard with BBQs and firepit,
• Ensure compliance with courtyard zen garden, dog lounge with indoor pet relief area/drinking fountain,
baseline schedule, safety, and a bike lobby with lounge area and bicycle amenities. Awarded LEED for
QA/QC, & outreach Homes Platinum certification.
programs
BENSON HIGH SCHOOL MODERNIZATION I PORTLAND, OR
$272M•AUG 2021-AUG 2024•CURTIS WILSON JR,PORTLAND PUBLIC SCHOOLS,PRINCIPAL,
503-916-5100
This public CM/GC High school modernization/restoration features 230,000 SF
of historic renovation and 135,000 SF of new construction. Upgrades include
a commons/central classroom/kitchen addition, 2-story CTE/classroom wings,
gym, radio building, library, health services addition, and site improvements.
Internal layouts of core classrooms and adjacent CTE programs promote
shared resources.
APPENDIX I RESUMES
SR. SUPERINTENDENT i%
GLENN WHITEFIELD _ .
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EDUCATION RELEVANT PROJECT EXPERIENCE
B.S. Mechanical Engineering ALTA ART TOWER I PORTLAND, OR
Washington State University $97M GMP•SEPT 2019-JAN 2022•MICHAEL NAGY,WOOD PARTNERS,MANAGING PARTNER,
503-457-8790
WORK HISTORY This 21-story, 385,133 SF mixed-use development features 314 residential units,
10 Years with Andersen offering a range of studio, 1-bedroom, 2-bedroom, and 3-bedroom apartments.
20 in Construction The project includes ground floor commercial space, below-grade parking,
and a variety of tenant amenities located on the ground floor and rooftop,
RESPONSIBILITIES E EXPERTISE including a roof terrace that enhances resident experience and community
• Manage & develop project engagement.
schedule, activity pull
planning THE PAYTON I PORTLAND, OR
• Lead site logistics & $54.5M•SEPT 2017-JULY 2019•PAT KE55I,PHK DEVELOPMENT,CEO,253-851-1472
phasing analysis Located in Portland's Sullivan's Gulch neighborhood, this 7-story, 223,080
• Develop & maintains SF development includes 162 apartment units across 7 stories of residential
procurement matrix housing, plus ground floor amenities and two levels of underground parking.
• Communicate & Highlights include a post-tensioned concrete structure, entry fireplace lounge,
coordinate efforts concierge, guest suite, fitness center, main courtyard with BBQs and firepit,
with clients' facilities, courtyard zen garden, dog lounge with indoor pet relief area/drinking fountain,
engineering, & security and a bike lobby with lounge area and bicycle amenities. Awarded LEED for
teams Homes Platinum certification.
• Manage field staff
resources BENSON HIGH SCHOOL MODERNIZATION I PORTLAND, OR
$272M•AUG 2021-AUG 2024•CURTIS WILSON JR,PORTLAND PUBLIC SCHOOLS,PRINCIPAL,
503-916-5100
This public CM/GC High school modernization/restoration features 230,000 SF
of historic renovation and 135,000 SF of new construction. Upgrades include
a commons/central classroom/kitchen addition, 2-story CTE/classroom wings,
gym, radio building, library, health services addition, and site improvements.
Internal layouts of core classrooms and adjacent CTE programs promote
shared resources.
APPENDIX I RESUMES
PRECONSTRUCTION MANAGER
5DM STADLER
OHSU KNIGHT CANCER RESEARCH BUILDING :IT
/i
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EDUCATION RELEVANT PROJECT EXPERIENCE
Bachelor of Architecture, VANPORT BUILDING I PORTLAND, OR
University of Oregon $OOM•DEC 2010-OCT 2020•JASON FRANKLIN,PORTLAND STATE UNIVERSITY,AVP PLANNING,
CONSTRUCTION G REAL ESTATE,503-725-2031
WORK HISTORY Planned and built through an integrated project delivery model, this unique
6 Years with Andersen LEED Gold collaborative building is home to the PSU Graduate School of
20 in Construction Education, the OHSU PSU School of Public Health, the PCC Dental Programs,
and the City of Portland Bureau of Planning and Sustainability. All four building
RESPONSIBILITIES G EXPERTISE owners share space in a 7-story, 175,000 SF facility on the PSU campus.
• Oversee precon phase
• Oversee program budget BENSON HIGH SCHOOL MODERNIZATION I PORTLAND, OR
& estimate development $272M•AUG 2021-AUG 2024•CURTIS WILSON JR,PORTLAND PUBLIC SCHOOLS,PRINCIPAL,
• Provide continuous 503-916-5100
evaluation of budget vs. This public CM/GC High school modernization/restoration features 230,000 SF
design development of historic renovation and 135,000 SF of new construction. Upgrades include
• Report labor/material a commons/central classroom/kitchen addition, 2-story CTE/classroom wings,
market conditions gym, radio building, library, health services addition, and site improvements.
• Assist in bid packages, Internal layouts of core classrooms and adjacent CTE programs promote
solicitations & evaluations shared resources.
• Convert estimate to
project cost control OHSU KNIGHT CANCER RESEARCH BUILDING I PORTLAND,OR
system $15111.1•JUN 2016-JUL 2010•ED TROTTER,OHSU,SR.PROJECT MANAGER,971-337-7923
• Advocate for design & Public CM/GC with integrated project delivery principles. This LEED Platinum
sustainability cancer research facility is home to 676 experimentalists, computationalists,
• Assist with Choosing By research staff and support staff. The 7-story, 320,000 SF tower includes wet
Advantages & dry labs, computational biology, research core services, conference center,
300-seat auditorium, retail and a level of underground parking (77 cars).
APPENDIX I RESUMES
5R. ESTIMATOR /V
HOLLY IM
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EDUCATION RELEVANT PROJECT EXPERIENCE
B.S. Construction OHSU DOERNBECHER ADDITION I PORTLAND,OR
Management, University of $200M•NOV 2022-JUN 2025.OREGON HEALTH&SCIENCE UNIVERSITY,DAVID DWYER,DWYER CMC,
Oklahoma OWNER,971-500-2034
6-story expansion to Doernbecher Children's Hospital. The mother/baby
A.S. Architecture, addition is a separate structure from the existing hospital, with skybridge
Ferris State University connection. The primary program includes 12 labor & delivery rooms, 37
post-partum/anti-partum rooms, 52 NICU beds and two C-Section suites (2
WORK HISTORY C-Section rooms, NICU OR, and Perinatal OR). Includes 152,368 SF of clinical
3 Years with Andersen fit out, 4,259 SF lobby space, 30,312 SF of mechanical space, and 8 parking
13 in Construction spaces. LEED Gold. *Preconstruction Completed (construction on hold)
RESPONSIBILITIES&EXPERTISE SALEM POLICE DEPARTMENT I SALEM,OR*
• Responsible for the $54 M,SEPT 2010-SEPT 2020,JAKE DAVIS,RR GROUP,PRINCIPAL,312-700-1020
overall estimate & The Salem Police Department is a 104,000 SF police station with a 77,000 SF
deliverables adjacent parking garage that replaced a 50-year-old facility and includes a
• Lead target value design crime lab, evidence storage, training spaces, an emergency operations center,
efforts public lobby area, community meeting room, and outdoor plaza. The parking
• Assemble, update, & garage includes secure parking for 250 vehicles to accommodate all police
communicate the budget units and departments. Right of way improvements along Division Street were
• Guide precon services also incorporated into the project budget.
• Prepare bid documents
& development of GMP OREGON STATE POLICE,CENTRAL POINT OFFICE RENOVATION&ADDITION
Estimate I CENTRAL POINT,OR*
$56 M,MAY 2023-ONGOING,JAKE DAVIS,DLR GROUP,PRINCIPAL,312-700-1020
The 20,000 SF renovation of the existing building and addition of 24,000
SF includes a new main entry, forensics lab, command dispatch center, area
command, training rooms, and medical examiner autopsy spaces. The 3.6-
acre site includes a pedestrian plaza, shared vehicle access, and expanding the
evidence vehicle storage enclosure.
*projects completed with previous employer
APPENDIX I RESUMES
SRFETY/QC MRNRGER It
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WORK HISTORY RELEVANT PROJECT EXPERIENCE
10 Years with Andersen ALTA ART TOWER I PORTLAND, OR
13 in Construction $97M GMP•SEPT 2019-JAN 2022•MICHAEL NAGY,WOOD PARTNERS,MANAGING PARTNER,
503-457-8790
RESPONSIBILITIES S EXPERTISE This 21-story, 385,133 SF mixed-use development features 314 residential units,
• Conduct safety and offering a range of studio, 1-bedroom, 2-bedroom, and 3-bedroom apartments.
quality inspections The project includes ground floor commercial space, below-grade parking,
to ensure regulatory and a variety of tenant amenities located on the ground floor and rooftop,
compliance including a roof terrace that enhances resident experience and community
• Lead incident engagement.
investigations and
implement corrective MULTNOMAH COUNTY LIBRARY- RENOVATION I PORTLAND,OR
actions $8M GMP•AUG 2023-JAN 2025•KEVIN KEARNS,MULTNOMAH COUNTY,PROJECT MANAGER,
• Train staff on safety 503-248-3544
protocols and quality This library project includes around 10,000 SF of new and renovated space.
standards The scope of work is a renovation and seismic upgrade of the existing structure
and two small additions - one for the Black Cultural Center and one for an
administration expansion. The project includes cosmetic upgrades to the
exterior of the existing library, renovations to the historic windows and new
ADA access and egress for safer operations of the facility, which underwent a
renovation in 1999 completed by Andersen.
WASHINGTON STATE UNIVERSITY-VANCOUVER LIFE SCIENCES BUILDING
I VANCOUVER,WA
$57M GMP•MAR 2022-APR 2024•JASON RAERLOCHER,WASHINGTON STATE UNIVERSITY,PROJECT
MANAGER,509-335-3554
55,000 SF instructional and research facility providing cutting-edge learning
opportunities for students in STEM disciplines by integrating teaching and
research labs in one building. Also included are new labs for leading edge
neuroscience, molecular biology and nursing research, plus a specialized,
dedicated vivarium space.
APPENDIX I ATTACHMENT A
ATTACHMENT A
PROPOSAL CERTIFICATIONS
The Contractor agrees not to discriminate against any client, employee or applicant for employment or for
services, because of race, color, religion, sex, national origin, handicap or age with regard to, but not limited
to,the following:employment upgrading,demotion or transfer;recruitment or recruitment advertising;layoffs
or termination; rates of pay or other forms of compensation; selection for training;rendition of services. It is
further understood that any Contractor who is in violation of this clause will be barred from receiving awards
of any contract from the City, unless a satisfactory showing is made that discriminatory practices have
terminated and that a recurrence of such acts is unlikely.
Agreed by: Brian Knudsen
Contractor Name: Andersen Construction Company of Oregon, LLC
*****************************************
Resident Certificate
Please Check One:
El Resident Contractor: Contractor has paid unemployment taxes and income taxes in this state during
the last twelve calendar months immediately preceding the submission of this proposal.
Or
U Non-resident Contractor: Contractor does not qualify under requirement stated above.
(Please specify your state of residence: )
ZA Z--4-"A".4L-\.
Officer's signature:
Type or print officer's name: Brian Knudsen
APPENDIX I ATTACHMENT B
ATTACHMENT B
PROPOSAL FORM
RFP 2025-20 Police and Public Works Facility—General Contractor CM/CG
The Contractor named below submits this proposal in response to the Request for Proposals (RFP) for the
contract named above and warrants that the Contractor has carefully reviewed the RFP and that this proposal
represents the Contractor's full response to the requirements described in the RFP.
The Contractor further warrants that if this proposal is accepted, the Contractor agrees to all terms and
conditions found in the sample contract (Attachment C), and will provide all necessary labor, materials,
equipment, and other means required to complete the work in accordance with the requirements of the RFP
and contract documents.The Contractor hereby acknowledges the requirement to carry or indicates the ability
to obtain the insurance required in the sample contract.
Indicate in the affirmative by initialing here: ax--
The Contractor certifies that the proposal has been arrived at independently and has been submitted without
any collusion designed to limit competition.
The Contractor hereby acknowledges receipt of Addendum Nos. 1 , 2 , 3 to this RFP.
Name of Contractor: Andersen Construction Company of Oregon, LLC
Business Address: 6712 N. Cutter Circle, Portland, OR 97217
Telephone Number: 503.283.6712
Fax Number:
Email Address: bknudsen@andersen-const.com
Authorized Signature: J,4'""-I )'
Printed/Typed Name: Brian Knudsen
Title: President - Portland Office
Date: 6/25/2025