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7 Pence Contractors_Redacted
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't Ci- . „at- oi• '• June 25,2025 Attn:Rosie McGown,Contract and Purchasing Manager,City of Tigard RE:Request for Proposal—Police and Public Works Facility RFP 2025-20 Dear Rosie and the Selection Committee, For more than 75 years,Pence has proudly partnered Pence Delivers Resilient, Sustainable and high-risk items with Oregon communities to bring their most meaningful Facilities that Last civic projects to life.We are excited about the opportunity WHY THIS MATTERS TO TIGARD: p 1 pp Y Tigard's facility must withstand natural disasters, minimize to collaborate with the Cityof Tigard on the Police and Early turnover means earlier impact.It allows Tigard's g operational costs,and provide essential services for Public Works Facilitybecause we believe deeply in what departments to focus on serving those most in need,while p Y decades.That takes experience—and Pence brings it.Our this project represents.As Oregonians,we view this facilit bond dollars work harder—reducing general conditions p g Y recent work includes essential facilities that balance not just as a building, but as a lasting investment in public innovation,sustainability,and budgets to meet the costs and increasing the funds available to reinvest in the service,safety,and resilience.We are uniquely positioned needs of the community. facility and the community.We will be strong stewards of to deliver its success—for the following reasons: the bond and the trust it represents. WHY THIS MATTERS TO TIGARD: Pence Is Oregon's Most Trusted Bond By selecting a partner with proven expertise in resiliency At Pence,we are professional builders—and proud Builder: Keeping Dollars Local and and sustainability,Tigard benefits from lessons learned, Oregonians.We care about this project because we care Delivering Community Impact creative design solutions,and cost-efficient systems about the people it will serve.Thank you for considering We're more than builders—we're invested partners.Our tailored to long-term performance.We know how to bring Pence Contractors.We look forward to building something Collaborative Project Delivery model is grounded in diverse stakeholders together and align them around meaningful together. transparency,accountability,and care.Our clients trust us to common goals—ensuring this facility serves everyone in deliver on our promises because we create an environment the community. Sincerely, of openness,clear communication,and shared goals. The result:our bond-funded projects consistently achieve Pence Will Deliver Early—So Tigard Can GMP,deliver on time,and exceed expectations. Serve Sooner This facility's purpose is clear:to support the essential Tim Baugus WHY THIS MATTERS TO TIGARD: work of first responders so they can support Tigard.That Principal-in-Charge Pence's collaborative style and our history with Otak makes timely delivery more than a milestone—it'sw a mean we can hit the ground running. From co-location mission. Pence is committed to turning over this project Authorized to bind the firm to the terms of this proposal and to regular big-room meetings,we'll work as one team to by April 2028,and ideally earlier.Our early delivery contact person during the period of proposal evaluation. provide a smooth process,stay on budget, and maximize strategy includes: Pence Contractors accepts the General Instructions and value.As a locally-owned firm,decisions are made here Conditions of this Request for Proposal,the stated insurance • Maximizing preconstruction to eliminate delays in Oregon—and many of us live and work in or near Using fast track scheduling,as we've done for 40+ coverage and limitations,including City OCIP option,and the •Tigard.We're not just committed to building this facility— bond projects Standard Contract Provisions of the CM/CG Contract. we're committed to helping you pass the bond and earn • Proactively managing procurement,including long-lead community trust from the start. LAKE OSWEGO SALEM BEND (3012444C)a--- 5400 Meadows Road,Suite 4102771 Pence Loop SE1051 NW Bond Street,Suite 310 Lake Oswego,OR 97035 Salem,OR 97302 Bend,OR 97701 541.323.3393 pence.net Oregon,239463 I Washington,PENCECL781KL _ MULs "niOrl ---, :-..CN. '%.- -`.. ...6.. _a, am, , r _—.....„0" ...,,--- Issil, \lib,NAtikAllb. ilk, ' :......ja naiiiifig itIIIIIIIIIITLIIIr. . . . . • ; ‘ _ , joillb- A 1 _ .4 11111ballb . - -----410404.11r 1%491141110 ------__ I 411.11111:1- MANAGEMENT i . __ . 3 OF WORK 6 - — ' -. ,,._ -) is _ ._ r I I 11 5•40 1 I 1.I ' ft - - i-iiru...., i A I II i k [ . ......,, . 1 a 4 1.7-7" k b i ,i) . ...._ , Enema I i I 1 !I ....4 i t 4'4 1 -4 . - . ,..... LILL PI I . 1 •• , i . , ,,--".....- . ;„... 1 . _.......: . 1— : ,1 _Jr 1 _ ,,,.. .' _--. ._ 4 . _ , • ; -L. ks- - A 04,- I." i _ :1"14 , .`","—•••_-,-; ,.." ___ _ IP --..zn - t tfr, n — . , 4 ill 44: • MP I. 0 _„nil I I ,.. . 4 A —`"'‘ ...Env% imm_lir, i . 9-1111 - - t..-, IL. C:4 II i 1-- • I 1 i , 1 r , ., . L . ! 1 i .ir *1 • ./11 : I I, ,, , ' i 1 1 , 1 , ik r ' • •E 1•-- S ' -......--- •?. -•••• -• b 1 ,t I k___•.- . \' 1 I • k li .• .-..... ••,..............s........................ AIL: )f.2.. -• 1 Hillsboro High School-Hillsboro,OR -0 CONTRACTORS 4.3 I MANAGEMENT OF WORK Tigard's Partner in Keeping Bond Promises SIB Through Collaborative Delivery BOND DOLLARS The City of Tigard's Police and Public Works Facility clients at every level. From day one,we commit to proactive MANAGED IN is more than a capital project—it's an essential public communication, responsive service,and collaborative LAST 15 YEARS asset that will support the safety and well-being of the problem-solving—making us a reliable and enjoyable partner community for decades to come. It represents a once-in-a- to work with. generation opportunity to reinvest in the local infrastructure and deliver an important community facility to the voters Our project management philosophy is centered around a 30+ through the 2026 bond. positive team culture based on trust,open communication, accountability,success,flexibility,humility,relationships, Plenty of firms can meet the technical requirements outlined generosity,and shared goals.After award,we propose RESILIENCY& in this RFP—but at Pence,we offer something more.We're developing a project charter with all key stakeholders to SEISMIC UPGRADES not just experienced builders—we're honest,grounded define goals,values,and expectations.This collaborative IN LAST 5 YEARS people who care deeply about the communities we serve. foundation helps eliminate friction,align priorities,and Our teams live,work,and raise families in the Tigard area. maintain a healthy project environment from start to finish.The We know this project matters,and we bring a personal charter becomes a visible,guiding document—posted in the sense of responsibility to deliver it successfully. jobsite office and used to onboard all new team members. Founded in Salem in 1949,Pence is one of Oregon's most This is a pivotal project for Tigard,and we're proud to be part 8 M S F trusted general contractors,with more than 200 CM/GC of the conversation.With Pence,you're not just getting a projects completed across the region.Our relationship-based contractor—you're getting a committed partner who will BUILT BY THIS TEAM approach has earned us a strong reputation with public treat this project like it's our own. s x�cCe 200 Using StrengthsFinder®to Build Stronger Teams y "� CM/GC PROJECTS At Pence,we incorporate the StrengthsFinder®assessment as a tool to foster self-awareness,improve r IN LAST 30 YEARS communication,and support high-performing teams.Grounded in over 50 years of research on human V� potential,StrengthsFinder identifies an individual's top talents from a pool of 34 strengths—highlighting -vA. how each person naturally sees the world,processes information,and contributes to group dynamics. J We integrate StrengthsFinder into our Team Charter sessions to build alignment and mutual respect from day one. Each team VER 40 member shares their top strengths,not to label or limit, but to better understand how to collaborate effectively.We emphasize that there are no"bad"strengths—diversity in strengths helps create balance,energy,and resilience across the team. Because collaborative project delivery thrives on open communication and mutual accountability,StrengthsFinder gives our teams BOND PROJECTS a shared language to navigate challenges and support each other's success.We ask all participants to treat this insight with care IN LAST 15 YEARS and confidentiality,reinforcing the trust that makes high-functioning collaboration possible. Pence Contractors City of Tigard Police and Public Works Facility 1 4.3 I MANAGEMENT OF WORK 4.3.A PRECONSTRUCTION DELIVERING A LEGACY OF RESILIENCE Preconstruction is more than a phase—it is the 2. Design & Document Coordination and As part of our preconstruction strategy, Pence leads a foundation on which successful outcomes are built. Team Integration collaborative Target Value Design(TVD)process that helps Our team enters this phase with focused intentions and the team design to budget.By establishing Target Value energy on creating the best value for the community, LED BY 0 Ruchi Q Josh ®Susan Budgets early for each trade category,and forming maximizing efficiency in the design process,and meeting cross-functional teams that include the the City,Otak, We don't wait for finished drawings to get involved.From the project goals for the Target Value Budget.What sets SEA,key stakeholders,design consultants,and selected schematic design onward,we are fully embedded in our approach apart is the level of clarity we bring to each trade partners,we ensure all decisions are rooted in the design process,providing real-time constructability task—from investigating site conditions to managing cost project goals and budget alignment.We support the insights to ensure design decisions are well-informed.We and schedule—we go beyond checklists to deliver insight, process with real-time cost estimating,Choosing By passionately believe in co-locating during this phase,and foresight,and lasting value. Below is our detailed response Advantages decision-making,and a risk/opportunity log all others,to minimize go-between time and optimize the to each requested service. to track scope and cost changes transparently.Teams precon schedule. are trained on TVD principles and empowered to explore 1. Investigation of Existing Conditions We help the team avoid rework by flagging issues early creative tradeoffs that maintain value without sacrificing LED BY ®Dave D. O Josh and offering viable alternatives.Our collaborative vision. Regular retrospectives reinforce continuous working sessions with SEA,Otak,the City,and trade improvement throughout design and preconstruction. Exhaustive site investigations are some of the most valuable will partners create an environment where challenges By utilizing historical data, input from our deep contributions we make in preconstruction.Our process are addressed immediately—before they impact the network of trusted local subcontractors,and real-time includes site walks,infrastructure research,drone scans, schedule or budget. modeling in our Join software we provide cost clarity soil evaluations,and early trade partner consultation.These at everyMilestone Estimate. Estimates aren't just steps often reveal hidden constraints,from earthwork We take this role seriously because we know that supporting SEA constructively,consistently,and delivered—they're discussed, reconciled,and tracked anomalies,to how water moves through and around the for alignment and historical reference down the road. site.By understanding these conditions early,we resolve respectfully supports the City's Collaborative Project g Delivery(CPD)approach. We manage volatility by bringing in trade partners early, them before they escalate into design revisions or costly recommending early procurement on long-lead scopes, rework—and give the design team clarity from the start. and staying informed on the regional market climate. 3. Estimating, Cost Validation & y g g Superintendent Josh Sierra and Project Executive Dave Market Responsiveness Dahl have already begun investigating current and past site conditions to build an early understanding of LED BY 0 Ruchi 0 John 0 Dave D. Learn more about Join and how we use it the location.We know early site preparation added to track cost on page 4 of this proposal Our estimates are detailed,transparent,and accurate. drainage pipes and cement treated several areas to help We take care to include the full scope of project services redirect the significant amount of water coming from in our estimates—from general conditions and materials the neighborhoods to the East.This informs not only our to final clean-up—so the team has a clear and realistic schedule and sequencing,but also allows us to build a more understanding of total project costs from the start.This comprehensive site water treatment and mitigation plan. level of detail ensures no surprises as the project moves forward. Pence Contractors City of Tigard I Police and Public Works Facility 2 4.3 I MANAGEMENT OF WORK 4. Constructability and Safe Work Planning 5.Value Engineering and Lifecycle Impact We don't just track long-lead items—we plan around ® ® ® ® 0 them.Our early procurement strategies include phased LED BY Josh Ruchi Dave J. John LED BYRuchi bid packages and advanced review of product availability. We view constructability as a safety tool as much as a With our TVD approach,true value engineering These decisions have saved months on past projects building tool.Our team looks at plans through the lens of is minimized because the best value options are by allowing other scopes to begin early while design the field—how things go together,what trades overlap, continually being recommended during the design continues.As a result of our expertise in pre planning, what sequencing constraints exist,and where access process,instead of designing and then value Pence has never delivered a public project late. could pose a hazard. engineering back to the budget.We are continually 7 Phasing and Sequencing evaluating real alternatives that preserve intent and Recommendations We review structural transitions, envelope details,and deliver long-term value.Often,this means identifying complex roof-to-wall assemblies early and offer solutions material systems,structural strategies,or finishes that LED BY °Josh O Ruchi ®Dave D. that reduce complexity and improve buildability. In the reduce lifecycle costs or improve durability without process,we minimize requests for information,change We plan every step of the work before breaking ground. compromising user experience.Collaboratively orders,and maximize field efficiency. It's thoughtful, presenting and evaluating the best value options Whether dealing with constrained sites,occupied buildings, intentional, and field-tested.What sets our process apart or limited access,we develop detailed sequencing plans continuously through the design process,allows the is our structured documentation and follow-through. design team to efficiently include these options into the that reduce trade congestion,optimize material delivery, At each design milestone,we lead a constructability design,which minimizes redesign. and minimize disruption to the surrounding community. review in Bluebeam,accessible to the full team. Comments are reviewed collectively,documented 6. Schedule Development and For this project,we believe a phased design approach in a formal report to SEA,and tracked to ensure will allow us to mobilize earlier and complete the Procurement Strategy pro ect sooner.If Construction Documents CDs can incorporation before the next drawing set is issued.This °Josh ® p Jintentional process drives design efficiency,enhances LED BY Dave D. begin prior to bond approval,we can submit for permits accountability, and ensures that thoughtful,field-tested immediately and start early sitework.Additionally,our solutions make it into the final documents. Our schedules are built with intention,informed by real strategic logistics plan positions trailers,storage,and production data,and continuously refined during laydown areas to remain fixed throughout construction— preconstruction.We bring field leadership and shortening the overall timeline and maintaining consistent trade input into the process from day one, resulting site access points from start to finish. in high-confidence construction durations and milestone planning. CASE STUDY s r .. Building Community Refuge and Resilient Spaces in Beaverton t Team members Josh Sierra,Nathan Payne,Dave Jones,and Andrew Groman are currently t � leading the construction of Raleigh Hills Elementary School,a Beaverton School District bond project designed not only as a learning environment but also as a vital community resource in times of crisis. -3114f erP With resiliency and safety at the forefront,the project includes a gymnasium built to serve as an emergency shelter, designed with a Seismic Importance Factor of 1.25 to support y rs ter. post disaster functionality.Additionally, a 9,300 SF covered play structure doubles as an IMF me area of refuge,offering substantial protected space during severe weather or emergencies. Pence Contractors �`_ J ,f I City of Tigard I Police and Public Works Facility 3 I r0➢ 1 i Mr Vr 4.3 I MANAGEMENT OF WORK 8. Site Logistics Planning 9. Subcontract Plan and MWESB Strategy LED BY ®Josh LED BY fluchi ®Susan GDaveJ. Unique Pence Offering: Join, Real-Time Estimating Software Logistics planning starts with understanding community We are deeply connected to Oregon's subcontracting impact and ends with detailed layouts that define material community and take pride in building teams that reflect This real-time collaboration tool is implemented during flows and staging strategy.We integrate safety,traffic local values.Our approach to MWESB and COBID-certified preconstruction to track the budget in an accessible, management,and community considerations into our firm inclusion is intentional. During preconstruction,we user-friendly way.The goal of Join is a one-stop-shop plans from the beginning.We know there is significant identify scopes that align with the capabilities of COBID for the City of Tigard,Otak,Scott Edwards Architecture, civil construction in the area,and we will do what we firms and thoughtfully create bid packages in manageable and Pence to track the project as we work towards can to alleviate traffic impacts on SW Wall Street and sizes to support participation. meeting our budget goals. Project costs and decisions SW Hunziker Road,and ensure neighboring residents are tracked and archived; helping us know where we and businesses remain safe and have reliable access Our outreach includes direct,personal engagement via are and how we got there,increasing efficiency and throughout construction. phone calls,emails,and one-on-one support during pre-bid accuracy.As we make daily decisions together on the meetings.We also work with community organizations like project,we will make updates highlighting Our offices are just five minutes down the road,and many the National Association of Minority Contractors(NAMC)and how project budgets are trending.We are of our employees live in the area.We understand the the Oregon Association of Minority Entrepreneurs(OAME) happy to explore the full capabilities of rush-hour delays,the neighborhood quirks,and local to promote upcoming opportunities.Bid packages are Join upon request. Join construction fatigue many residents and businesses shared through SmartBid,with clear requirements to reduce may feel.We will use these insights,along with our ability barriers to entry.Our experience at regularly meeting,if to navigate permitting, local utility coordination,and site- not exceeding,MWESB and COBID goals brings diversified _,_ specific challenges with agility,to anticipate constraints value to the Tigard Police and Public Works Facility project. REAL-TIME BUDGET e "w `e 0,.. •... • COST TRACKING before they slow down the work. - Nl.']Y.0 —' .`- `" `" AT EACH PHASE 10. Estimating Methodology and Budget Management Z34A A rw....r.ur.. 9 ... 0 LED BY 0 Ruchi ØSusan O Xander ,,. I - r Our Target Value Design approach combines cost history, a. ® ® M ....on •y TRENDLINE GRAPH real-time data,and rigorous internal review.We engage PROPOSED ITEM STATUS estimators,project engineers,and executives in the process,ensuring every number is scrutinized and every assumption is clear. PENCE OFFICE PROJECT SITE Using Join software,we track changes visually and YOUR CONTRACTOR: contextually,making it easy for the Owner and architect to Only 1.3 Miles from the Project understand the impact of each decision.Our reconciliation process with third-party estimators is detailed and transparent,with a consistent record of alignment within 3% well before GMP. We don't wait for final drawings to build confidence.We build it from the start—and keep it intact through each design phase. Pence Contractors City of Tigard I Police and Public Works Facility 4 4.3 i MANAGEMENT OF WORK PRECONSTRUCTION THAT DELIVERS A LEGACY OF RESILIENCE 4.Treasury Resiliency Building INTEGRATED PROJECT DELIVERY j 1r. PRECON SERVICES: OREGON STATE TREASURY I SALEM, OR RESILIENCY "Luns. 0 Extensive VE and scheduling efforts This 35,000 SF facility was designed with uninterrupted GREENFIELD SITE • completed the project ahead of schedule public service in mind—serving as a model for community MULTIPLE AGENCY STAKEHOLDERS 411* • returned nearly$1.4 million dollars in savings resilience and operational continuity. Built above the 100-year to the client floodplain and equipped with seismic base isolation,on-site _ 0 Experienced LEED estimators and builders energy storage,an emergency water supply,and impact- Began day one to consider LEED requirements. resistant glass,the structure is capable of off-grid operation 0 Knew coming in that a major flight path after a major disaster.As Oregon's only U.S. Resiliency was nearby and we would be building in an Council Platinum-rated building, it demonstrates how "A archeological zone.Incorporated both into the • thoughtful design and advanced systems can ensure 24/7 very first schedule. functionality of critical public services. O Worked closely with architects to ensure plans passed constructability reviews before building began. .• + 0 Met with suppliers early to establish accurate TEAM MEMBERS: 0 a scheduling and solid relationships. Qi DAS Executive Building COLLABORATIVE PROJECT DELIVERY PRECON SERVICES: DEPARTMENT OF ADMINISTRATIVE SERVICES LEEDSILVEREQUIVALENT Coordinated with the architect to modify SALEM,OR SEISMIC UPGRADES waterproofing details set inside the This 63,000 SF modernization preserved the architectural GROUND AMENDMENTS building walls. integrity of a historic 1936 building while transforming it into ...Y. !- -- � .- �.•.e O Coordinated granite procurement with field a safe,efficient,and collaborative government workplace. -p.m ffn - measurement confirmation ensuring no rework I:L , was needed. Seismic upgrades,fireproofing,and modernized building systems enhanced both safety and performance.The project 11111 — 0 Value engineered seismic elements from successfully unified the original structure with a 1978 addition the outside of the building to the inside, and maintained the iconic marble facade.A reimagined —11.11 preserving the historic marble facade and interior layout supports flexible,team-oriented workspaces ' returning savings to owner. Developed aprecon shoringplan that enabled and includes secure access points and EV charging = R p infrastructure—offering a forward-looking model for essential installation of new interior seismic infrastructure public facilities. • .. ` ° by separating columns and walls from floors. TEAM MEMBERS: 0 0 .t• 0 0 iiipp f, iilli Pence Contractors City of Tigard I Police and Public Works Facility 5 4.3 MANAGEMENT OF WORK Redmond Public Safety BOND PROGRAM PRECON SERVICES: CITY OF REDMOND I REDMOND,OR MASS TIMBER 0 Early CLT navigation and procurement. This new 43,600 SF essential services facility replaces POLICE FACILITY Y. 0 Anticipated completion in July,currently on Redmond's aging police station and triples its operational GREENFIELDSITE track to finish nearly a month early. capacity. Purpose-built to remain operational after a Q $3.5million in VE efforts to make sure design seismic event,the two-story structure includes secure ...,v, Y:r.-:�L,•..-, ; .:. met budget. vehicle storage,private staff areas,and dedicated space to support mental health response efforts.Community- _ 0 Divided bid packages up to allow for better price focused features—such as a public event room and open `• and more local involvement. green space—reinforce the building's role as a trusted and _ }1 A .I�I� . ',, Q On-boarded early trade partners to help with welcoming resource for residents.The facility balances / 1 i i _ _; ; ,: ,. constructability. critical infrastructure needs with transparency,safety,and I!. �, j _ I( - - Q Reserved long-lead electrical gear early. public access. 1: -1��1' :I J r_ ' 1 i,• , . '� Hosted a community pull-planning session. 10 I T I �T b TEAM MEMBERS: Newberg High School BOND PROGRAM PRECON SERVICES: NEWBERG DUNDEE SD I NEWBERG,OR COMPLEX SITE LOGISTICS 1 , 0 Accurate scheduling led to on time completion. CTE FACILITIES As part of the voter-approved 2020 bond,this modernization \ `� 0 Nearly$700,000 in VE efforts. • project delivered a 46,000 SF replacement building on , 1 0 Extensive site investigations refined design. Newberg High School's active campus.The new two-story ' facility supports Career Technical Education(CTE) pathways 0 Pushed to bring on lots of local subcontractors with specialized spaces for welding, manufacturing, ti VI QInitiated early procurement of metal decking to •woodwork,and culinary arts,as well as general classrooms N oi 'mo' 'r avoid long lead times. and a science lab.The structure is connected to the �'1 l R �. 0 Interviewed school officials to understand daily existing building via an elevated bridge to maintain campus ,-- 4y _may student and work flows. continuity.Our team prioritized early procurement and fast- i:. 1" tracked work authorizations to combat inflation and supply s , f: • ._.-�--L- +.. chain disruptions—ensuring materials were secured on time and within budget to ma 4 ximize bond dollars for the district. _ -, Wm., - I '•, . %. .... TEAM MEMBERS: - ," Pence Contractors City of Tigard I Police and Public Works Facility 6 4.3 MANAGEMENT OF WORK 4.3.B CHALLENGES AND OPPORTUNITIES Delivering Mass Timber On Time & Budget Pence brings proven experience with mass timber systems and a strong N\ KEY CHALLENGE se. OPPORTUNITY TO MITIGATE commitment to helping owners select materials that meet performance, aesthetic,and budget goals.For the Tigard Police and Public Works Facility, mass timber options like mass plywood panels(MPP),CLT,DLT,and glulam Mass Plywood With only one local MPP plant, Freres Engineered offer compelling benefits: Availability Wood,we want to ensure that this project is on their • Domestic sourcing that avoids tariffs and supports Oregon suppliers like production schedule early.Our team has already met Freres Engineered Wood with them,toured their facility,and discussed potential • Faster installation and lighter structures,reducing schedule risk and supply schedules. By working with the design team foundation costs early to confirm the structure materials,we're confident we can avoid unnecessary delays. • Durable,low-carbon materials adaptable for ballistic resistance and acoustic performance • Warm,community-friendly design with options like skylights to reduce Getting the Bond The City has been engaged for years, putting in lighting loads Passed the early work to get this bond passed and help Our team has toured the Freres facility and is fully versed in the Tigard flourish.We will work just as hard to show the manufacturing capabilities and product lead times.We'll guide the City community this project is thought-out,attainable,and through a thorough evaluation of material types,including tradeoffs in essential.See section 4.3.E for more information on shear performance,aesthetics,insurance impacts,and MEP coordination. how we plan to engage the community. To further support the decision-making process,we recommend partnering with WoodWorks Wood Products Council,a nonprofit that Being Stewards of Through the Collaborative Project Delivery(CPD)process, offers free consultation,training,and technical insight.We propose Bond Dollars our teams have managed nearly$lbillion bond dollars bringing in a WoodWorks educator post-award to align the team on in the last 15 years.We understand what it takes to build moisture management,design strategies,and construction practices trust not only with the City,but residents as well.We will specific to mass timber. work through every stage of the project to give the most Together,this proactive approach—rooted in local knowledge,national accurate budget and schedule estimates,and utilize resources,and hands-on experience—ensures that if mass timber is the Target Value Design(TVD)to ensure price certainty. right fit,it will be implemented thoughtfully,affordably,and with long-term durability in mind. Keeping Bond We will utilize and engage our deep network of i•— '�f I Our project team Dollars Local nearly 350 local Tigard subcontractors early to build - _ _ toured the Freres � �R� facility,learning excitement around this project.Our robust estimating ► '= r i about the types team,lead by Ruchi,will ensure that bid packages • e i'°t' :�" � of mass timber • ; '� t � products offered Er. are optimally sized and released to offer the most ' � _ and current opportunities. Recently,we've had great success and projected hosting subcontractor open houses on or near jobsites production in an effort to increase engagement. capabilities. Pence Contractors City of Tigard I Police and Public Works Facility 7 4.3 I MANAGEMENT OF WORK 4.3.B Things to Consider: MEETING THE CHALLENGES OF SUSTAINABLE DESIGNS Resilient Design We're passionate about the City's goal to create one of the top green facilities in the state and excited to bring our decades of sustainable building experience to the table.We also recognize that reaching this level of sustainability brings As a sustainable and community-centered real challenges. Balancing high-performance goals with budget constraints,selecting and sourcing appropriate materials, facility,this building must be more than and integrating evolving green technologies all require careful coordination.These complexities can impact design efficient—it must be dependable in times of decisions,construction sequencing,and long-term facility management. For essential facilities,it's even more critical to crisis.True sustainability includes resilience: ensure that green systems are not only efficient,but also resilient and reliable. the ability to maintain core functions and provide refuge after a seismic event,during Below are just a few of our many projects that have successfully reached sustainability goals. extreme weather events, utility disruptions,or other emergencies. By incorporating resilient SUSTAINABILITY design strategies,we help ensure the building remains a safe,operational,and accessible NET ZERO "MI OTHER AWARDS asset to the community when it's needed • most.Here are a few options to consider: 1 — -- ^ i O Explore off grid capability, • EI. y.��■ ., including natural ventilation,solar, ■ and backup power. 11rb." Allow for future upgrades—water storage, Wynne Watts Commons Treasury Resiliency Building The Columbia at the Waterfront Capitol Plaza fuel tanks, PV arrays,and portable NET ZERO LEED GOLD EQUIVALENT, GREEN GLOBES AWARD GREEN COMMUNITIES comms—without major redesign. NET ZERO&USRC PLATINUM NET ZERO eat NET ZERO GREEN 0 Maximize seismic resilient materials 7.1 GLOBES COMMUNITIES to protect long-term investment " and functionality. 0 THE FOLLOWING PROJECTS ARE LEED CERTIFIED OR LEED EQUIVALENT: Design to accommodate future needs and emerging technologies without DHS Klamath Falls 4,,1•, major disruptions. �,��y LEED GOLD PROJECTS • Straub Middle School i�Ef1 • Treasury Building •• Chemeketa Community College 0 Seismically resilient piping between �`s • Central High School in Yamhill buildings and city mains. • North Mall Office Building OTHER LEED CERTIFIED PROJECTS 0 Coordinate with the City for post-event • Quail Park of West Seattle water access from the local aquifer. • OSU McAlexander Field House • DHS Gold Beach It • DHS Klamath Falls 0Coordinate with PGE for dual-feed 11 r. LEED SILVER PROJECTS • DHS Gresham opportunities. • _ ,• I • • Aeon Apartments • DHS Roseburg Use cross-disciplinaryBIM coordination • DAS Executive Building0 I • DHS Brookings to avoid conflicts that could create • Kaiser Permanents Clinic • DHS Newport(in .:,� _ �.� p Preconstruction) compromised systems during a seismic �-- - -� • Kalapuya Elementary School event or similar. -s Pence Contractors City of Tigard I Police and Public Works Facility 8 4.3 I MANAGEMENT OF WORK 4.3.0 READY TO MOBILIZE IMMEDIATELY Pence is Prepped for Immediate Action with a Thorough Site Review&Logistics Plan To properly plan for the site conditions and location in relation to the community,our site plan accounts for the following: Potso Dog Park 0 SITE POWER Railroad We've already connected with PGE officials to confirm where existing vaults are located.With this I 0 Construction information we've strategically selected our trailer location to avoid unnecessary trenching for Existing topsoil temporary power,and be the most efficient with bond dollars. pile removed ©STORMWATER CONTROL 00 .. EN. — — — — .■` ' 1 We connected with Ken Leahy who performed the initial earthwork in 2022 to confirm all water IH Office building J- J I I I I I I I I I 11111111111111111111 I I construction laydown J I I I 11111111111 mitigation efforts were completed,including the infamous"burrito."Dave Dahl and Josh Sierra / ' then visited the site multiple times to verify existing conditions.We believe that Leahy's efforts Stormwater / 1111111111111 I 1 h1111111 I have helped heal the area,and only minor efforts will be needed to keep the site workable. detention f O , ' facility during J 111111111111111111111111 ©ORIGINAL SOIL REPORT construction —111111111111111) I IIIIIIilllllllllllllllllll� i IIIII1IIIIIIIIIIIIII!' '!!!I!lliiIIII ' 1 I Retaining After receiving a copy of the initial geo report from 2016,we understand that groundwater doesn't I I I I I I I I I I I I I I I I I I I I I I I I I """'L'*q ' " 1 walls/fill placed present until at least 9 feet(in some places 18)and that many spots have already been cement 0 in early work amended.This will allow us to make exact cuts and ensure that the 8-foot firing range cut will ,remain dry.Furthermore,we will be able to accurately place eco blocks for the retaining wall. Construction il 0 EXISTING TOPSOIL PILE eestabce/exit !— (established Trade Parking Based on our plan,the majority of the 2,500 CY will not be needed and can be hauled off.We early) will keep some to put natural fill in planters later on. i , 0 FULLY FENCED SITE i • Pence trailer(pending utility layout) I We will be placing fencing on the exact boundary lines across the site.Due to the size of the space,we will be able to work comfortably and create a laydown space,thus saving money on Temp power from ,O Ymm _ ,O .© a unnecessary storage and securing the site. PGE Vault 87 0 RETAINING WALL Maintain slope dewatering Security fence set system through construction sikup on property line The retaining wall will hold up the upper(fill)half of the project and can be completed with the I early site packages.This allows all site cuts/fills,utilities,and retaining walls to be completed prior The Fields Apartments I I to issuance of building permits. O EROSION CONTROL We will utilize silt fencing,waddles,and a customized control plan to avoid impacting adjacent wetlands and properties.This plan will include stormwater mitigation flowing from The Fields Apartments and the Cherry Drive/Varns Street neighborhood. 0 ADJACENT FACILITIES Luckily,with such a large site,we don't have many concerns about surrounding facilities. Directly to the North we do have the railroad; however,they receive right-of-way in all instances. Our biggest concern when we start building is always to ensure that our neighbors are safe, informed, and feel heard. Our 4 4 T': 0 POTSO DOG PARK decades of experience working in residential neighborhoods, , This is a beloved neighborhoodpark,we are committed to ensure thatpatrons,pets,and the It's a lot to take on when an active construction site moves in next door,and g tight urban areas,and active campuses has allowed us to refine I feel for them,"says Josh."But we make sure they're always updated on start times, existing facility to kept safe and informed. our processes and become experts in being the best neighbors major shipments,safety concerns,and we've even offered to repave their driveway 0 COMMERCIAL BUSINESSES possible. Superintendent Josh Sierra is well versed in public when we're done.We've built a very solid relationship with them." communication and relationship building. Currently, at Raleigh We will work well within the City's noise ordinances and utilize our good-neighbor policies to Hills, he works closely with homeowners who are just six feet -Josh Sierra ensure the least impact to operational businesses.This includes traffic control,dust control, from the active jobsite. SUPERINTENDENT working around business hours,and more. Pence Contractors City of Tigard I Police and Public Works Facility 9 4.3 I MANAGEMENT OF WORK Delivering Results-2 Months Ahead of Schedule By strategically phasing early site and civil work as soon as July 2026, and preparing to mobilize immediately upon permit issuance, our team has identified a clear path to reduce the construction timeline by up to two months.With early agency approvals and timely preconstruction milestones,we can shift substantial completion from June to as early as April 2028—providing valuable schedule contingency and accelerating project delivery for the City. 4.3.D NO COMPROMISE ON CRITICAL TIMELINES Pence is one of the most experienced locally owned schedule-critical scopes like site preparation or PAST FAST TRACK PROJECT contractors,having completed over 200 CM/GC projects utilities through those early work packages, in the last 30 years.Government agencies,educational SCHEDULE SUCCESS allowing crews to mobilize while final design institutions,andpublic safetyorganizations from across the details are still in development. Original Actual 9 Project Name Schedule Schedule state regularly trust us with their community projects.We • Constructability Reviews During Preconstruction: understand the importance of efficiency and maximizing Deep involvement in early design phases allows us North Salem High School 14 mo. 13.75 mo. the value of bond dollars entrusted to us.The best way to to flag sequencing challenges,improve detailing for McMinnville High School 17 mo. 17 mo. do this is through fast-track delivery.The public projects buildability,and advise on product selection—all with we build are critical to the communities they serve,and schedule efficiency in mind. Reynolds High School 18 mo. 18 mo. we take great care to deliver them as soon as possible. • Collaborative,Real-Time Scheduling:We manage the Central High School 26 mo. 15 mo. schedule actively through three-week look-aheads, Deadlines are respected,developed as a team,and our Silverton High School 24 mo. 17 mo. track record backs that up.For example,of the nearly70 OAC coordination meetings,and on-site pull planning sessions. Daily huddles between field leadership and Sunset High School 14 mo. 9 mo. schools who have relied on us time and again to meet subcontractors ensure that each day's activities are Dayton School District Additions 12 mo. 7 mo. fixed school start dates,we've always delivered on time or understood,coordinated,and ready to execute. Springville K-8 New School 15 mo. 15 mo. early—never late. • Procurement Tracking:Procurement is tracked DAS Fire Alarm Replacement 24 mo. 12 mo. Critical timelines require a proactive,structured,and using Smartsheet logs populated with lead times highly coordinated approach—one that starts early and and approval milestones,allowing early identification KROC Center 24 mo. 15 mo. adjusts in real time as needed. Here's how we deliver: of risk and enabling mitigation strategies like early ordering and on-site material storage. TOOLS AND STRATEGIES FOR SUCCESS • Early Work Packages:We will work Collaboratively with Scott Edwards Architecture to agree on design packages to allow for early work.We fast-track Pence Contractors City of Tigard I Police and Public Works Facility 10 4.3 I MANAGEMENT OF WORK 4.3.E ONE TEAM. ONE PURPOSE. BUILDING A BETTER TIGARD. Bond Support and Public-Facing Communication Delivering a high-performance facility that meets the expectations of the City of We know that passing the bond is the first and most critical milestone-and we're Tigard,Otak,Scott Edwards Architecture,and the broader community begins with ready to help Tigard earn the community's trust from the very beginning.As part relationships rooted in trust,clear communication,and shared purpose. Before of the One Team approach,we will show up to support the bond. construction begins,with our office just minutes from the project site,our team is close We show up early,offering visual content,cost data,financial support,volunteers, by to ensure continuous involvement, real-time responsiveness,and a visible presence in the community.This project is not just a construction effort;it's a civic investment, and real stories from similar projects to support outreach and help voters see the and we understand the responsibility that comes with building for public service. long-term value of this investment. Our team will support in the way that's most impactful for your efforts,just like we A Strong Team Culture Creates a High Performing Team have for Dayton,Silverton,Salem,and other cities looking to pass essential bonds. To have a truly high performing team,each member must be committed to each other and to the success of the project. Individual company lines do not exist,we are the "Tigard Police and Public Works Facility Team",and we are all committed to what • _ is best for the project.How do we do that?Here are some examples of how High ,r 4. . Performing Teams function: I I I ime - Altlig am V OPEN COMMUNICATION-Encourage honest,respectful feedback to strengthen =� -- I I team performance and support continuous improvement. � ;'�--iy-`- — EIDOGWEtE TEAM COMMITMENT- Use the team charter to define shared values and hold each COflSt Ye 0uri�� °,' ^f` camato other accountable to them. or A- �eCORNELIL= BUILDING SPAS FLOURISH PROJECT ALIGNMENT-Make decisions based on how they support the project's CO RN E LI US t ® --'�' established goals. ' ACCOUNTABILITY&TRANSPARENCY- Build trust by committing to openness, �� t ' ` shared responsibility,and a unified focus on project success and innovation while respecting processes and roles. Fwef(G Grove kAoolptL cl L-J'.1 ElReploceornehu Elementary School Engaging the Community at �,.ent ........--::-.�_.ow uPC°MIN°RE•OATE• Cornelius Elementary School �� �-•- . Our SmartsheetWe •- :;, ' •: At Cornelius Elementary School,we worked closely with the Dashboard will be r .,,,,.,,,,,,,,• -...,,,. ,�': community to keep them updated and informed.This included •-'+,.,-. the team's hub for .,--- .. ,;;� rc*rAAwacrMrwr ==>wcrcowe„cq creating a project update website,as well as engaging fencing ortoi the latest project _ (pictured above)for students and surrounding residents.To information for access the website,OR codes were available for scanning and procurement and "`•`�` I - provided proactive updates to keep the community informed. continuing through `-.',_, - The site includes details about what to expect,key team - , -•4-• `:;r �TRACKING LOGS ' construction "-`• contacts,progress updates,and a live project camera feed. -,,-'sf +Ar Transparency builds trust,and we understand how important • that is to the City of Tigard and the community. i4 it Pence Contractors City of Tigard I Police and Public Works Facility 11 ��- Xc 4.3 I MANAGEMENT OF WORK �. .. Supporting the Local and Diverse Community Engagement Program (CEP) •Nii '`_ We are committed to supporting and exceeding the goals of the Local and Diverse CEP by creating opportunities for participation,visibility,and growth across multiple levels: ;. e SUBCONTRACTOR ENGAGEMENT 1:, ` `III -1 AWe will actively recruit and mentor local,MWESB,and COBID-certified firms,connecting them with - bid opportunities and providing support throughout the prequalification and onboarding process. _- I ` EDUCATIONAL AND WORKFORCE OPPORTUNITIES " IS We are committed to providing opportunities to collaborate with local schools and workforce — l•`\ programs,drawing inspiration from past efforts such as Construction Inclusion Day at Newberg High ' s' _ .; School and our student intern program we've utilized at many other projects. Depending on interest _ and project logistics,this could include occasional site tours or career-related engagements thatrillit , x -, vl CONSTRUCTiCN highlight the building trades and inspire future industry professionals. <, pence net Dave Dahl takes a break ' RESPECT FOR COMMUNITY ASSETS from rooting at Hoopla to . visit the DAS project site. We understand that Potso Dog Park is a valued community amenity just across the street.We will take care to minimize disruptions and maintain safe,ongoing access throughout construction. CASE STUDY We will donate$20,000 of .#� _.• , ,` _� our fee for labor and materials Energy in Leadership: The State to improve the drainage and . r �- f. fencing of the park.We also .:," 7 � --.;w�- of Oregon DAS Success Story Iiiii commit to engaging our ` i ../A►. At our recently completed renovation and seismic upgrade of nearby trade partners through ,� �� , the executive building for Oregon's Department of Administrative volunteer work or further "` s,�, 'x: L- Services,the Pence project team used a collaborative approach donations to support the park , ;,, "' - r. '. _ to deliver a successful project to DAS and Otak. Led by Tim and ensure it continues to serve , " - Baugus, Dave Dahl,and Dave Jones,early trade partner the Tigard community. - engagement was critical to prevent costly redesigns,and `.• ;As - - seamlessly integrated state stakeholders'coordination minimized change orders. We understand that the same residents who will vote for the bond,are the same ones that will utilize the park,and we want to be sure they enjoy the construction experience just as much as you. Additionally,due to the project's location on Capitol Mall,it was important for the Pence team to thoughtfully plan and transparently A Culture of Collaboration and Accountability communicate with the diverse group of stakeholders and the community.Construction projects pique community interest,and Our teams thrive in environments with many voices and high expectations.By embracing differing at the annual Hoopla basketball tournament on Capitol Mall,we perspectives,responding with clarity and care,and aligning around shared values,we create shared updates about the project happening nearby.Community project cultures where communication is not just productive—it's empowering.Our role is not only support and engagement during construction projects help foster to build a facility, but to support a process that strengthens trust between public agencies,design a sense of belonging and ultimately deliver a positive project teams,and the people we all serve. experience for the entire project team. Pence Contractors City of Tigard I Police and Public Works Facility 12 I III i PROPOSED PERSONNEL } � �'' � T 4 • 4 AND ORGANIZATION 14. _- �-..4� -- -- t -. 'i_ - l w 1 . , . F 5..,. iiiinowsosiosoleir ..„...--- ...,_, __.4. 111,11.e' 4414444S- _ ja . i t. i . 4 \ -Ai --*--AlhAf&, 4117 It, 11 , 1 , . __.‘'..""airmi.- ,.-.;.4:_.... k . if le I I w 1 iii4ii...r Fr 1 All . . Redmond Public Safety Facility-Redmond,OR 1 CONTRACTORS 4.4 I PROPOSED PERSONNEL AND ORGANIZATION 4.4.A PENCE: YOUR PARTNER FOR SUCCESS Our team is 100%committed to being a lifecycle partner. r— . Tim Baugus We are here before preconstruction through project PRINCIPAL-IN-CHARGE completion and beyond -ensuring continuity and ( .)) attention for your project.We bring relevant expertise and experience in bond projects, resilient infrastructure, and best in class safety to ensure the Tigard Police and Public Works Facility is a success. • Dave Dahl Ruchi Yadav \ ' � PROJECT EXECUTIVE 0 CHIEF ESTIMATOR 3 ," John Williamson VP & IN-HOUSE PUBLIC 1 SAFETY AND CLT EXPERT John Williamson is our in-house public safety and mass Dave Jones timber expert. He has worked on numerous facilities similar CPM SENIOR PROJECT MANAGER to Tigard Police and Public Works Facility include Redmond Public Safety,Bend Sheriff's Office,Oregon State Police Lab,Jefferson and Deschutes County Courthouses,and several fleet maintenance facilities.His expert insight will • , help our team delivery the best product at the best price giti Josh Sierra • A and schedule. SUPERINTENDENT A...P. Susan Odeh Brandt �� • ,,;; PROJECT MANAGER V- seft Kent Yu Nathan Payne — Xander Hey RESILIENCY CONSULTANT ASST. SUPERINTENDENT tr‘ SENIOR PROJECT ENGINEER Post design phase,SEFT Consulting Group,led by Kent Yu, has agreed to join our team as our resiliency experts. A national leader in resilience planning,Kent chairs the ASCE Infrastructure Resilience Division and is a USRC Certified Rating Professional. Pence has worked with Kent y on several projects in the past,and we are confident our '"t` Andrew Groman combined teams bring unmatched expertise to the Tigard t` � FIELD SAFETY MANAGER Police and Public Works Facility. Pence Contractors City of Tigard I Police and Public Works Facility 13 4.4 PROPOSED PERSONNEL AND ORGANIZATION 4.4.A&4.4.B PROJECT ROLES & RESPONSIBILITIES TEAM MEMBER DUTIES&RESPONSIBILITIES WORK PERCENTAGE& LOCATION Tim Baugus Provides executive oversight and leadership from preconstruction through completion,providing leadership Design:10% PRINCIPAL-IN-CHARGE to the Collaborative Project Delivery model,guiding strategy,resource management,and key subcontractor Construction:10% selection to ensure overall project success. Location:Lake Oswego Office Design:50% Dave Dahl Serves as the primary point of contact from preconstruction through close-out,providing team leadership, Construction:20% PROJECT EXECUTIVE aligning resources,and driving solutions to meet project goals. Location:Lake Oswego Office, On-Site as Needed Josh Sierra Leads site operations from preconstruction through closeout,driving project startup,schedule development,and Design:50% SUPERINTENDENT constructability reviews.Oversees mobilization,safety,trade partner coordination,and daily site management as Construction:100% the primary on-site contact. Location:On-Site Leads pre-construction planning and early coordination,including design-phase constructability reviews, Design:50% Dave Jones material selection analysis,and integration of trade partner input into project planning. Prepares the GMP and Construction:50% SR. PROJECT MANAGER transitions into construction oversight,managing phasing,scheduling,installation,and quality control to ensure Location:Lake Oswego Office, a smooth and efficient delivery. On-Site as Needed Leads preconstruction and construction efforts from design through closeout,guiding constructability reviews, Design:30% Susan Odeh Brandt early trade partner coordination,GMP development,bidding,and buyout. Manages site staff and subcontractors, Construction:100% PROJECT MANAGER leads OAC meetings,budget updates,and pay applications,and provides consistent on-site leadership and Location:On-Site community engagement throughout the project. Nathan Payne Review Subcontractors project specific safety manuals.Conduct project orientation and required safety Design: do ASST.SUPERINTENDENT meetings.Participate actively in work control permits and evaluation process. Construction:100% Location:On-Site Xander Hey Supports preconstruction through construction with a focus on cost control,communication,and client Design:30% SR. PROJECT ENGINEER satisfaction.Manages submittals,RFIs,and field coordination,and actively participates in quality control,project Construction:100% meetings,and community engagement. Location:On-Site Ruchi Yadav Supports preconstruction and construction with budgeting,cost modeling,value analysis,conceptual Design:100% CHIEF ESTIMATOR scheduling,and Target Value Design to align scope with project goals. Construction:5% Location:Lake Oswego Office Andrew Groman Oversees all on-site safety operations from mobilization through closeout,ensuring compliance with safety Design:5% FIELD SAFETY MANAGER regulations and company standards. Leads site-specific safety planning,training,inspections,and incident Construction:30% response. Partners with the project team and trade partners to foster a proactive safety culture. Location:On-Site John Williams Supports project teams in the planning,design,and execution of complex public safety programming and Design:As Needed IN-HOUSE PUBLIC SAFETY/ advanced mass timber systems.Serves as a technical advisor,ensuring constructability,code compliance,and Construction:As Needed MASS TIMBER EXPERT design efficiency while aligning with client goals for performance, resiliency,and long-term value. Location:Lake Oswego Office, On-Site as Needed 4.4.0 TEAM RESUMES Please see Appendix F for team resumes. Pence Contractors City of Tigard I Police and Public Works Facility 14 4.4 I PROPOSED PERSONNEL AND ORGANIZATION 4.4.D COMPANY ORGANIZATIONAL CHART Fli 1 ill 1 1, LEAD',!�HIP Paul Schulz,CEO Dave Hays, President i RATIONS CLIENT&EMPLOYEE EXPERIENCE CONSTRUCTION .:augur,COO Shannon Parker,VP SUPPORT - A ibKCF; Marc Monaghan,VP -1 REVENUE OPERATIONS I / - PRECONSTRUCTION MARKET LEADERS SAFETY FINANCE I & ESTIMATING Caleb Harris Philip Johnson,VP HR - •Ruchi Yadav John Williamson,VP Estela Holmes Dave Dahl, PX I Troy Andrew TECHNOLOGY •Tristan Cummins, PX Megan Sandford -__ • ° Jetanifer Lundy, PX Andrew Groman -- Mitchell Adams I does not have any wholly owned subsidiaries. i .' ..-ri- 1 y e I: I , `: .* 16,,,,, .,,. A • ..... ., 1' r ► .�- I _ , 0 7 ir; , - . .4 1 I fill I '''''. : . ' A• i - , hi ' •ence Co II y� , : lity 15 -----' _ _ _,---- __ ____. COST J __ 4 . 5 MANAGEMENT it It.k__-,e,.- 1 ,171:-:.r ` , a. I I 1 ,.__, „ki,,,,..‘440w- - ' -I r i lJ 8441. — .. .,_,. . , -..3.• - .4 01 ...:, 411111 1 poj ,.__ ,, , .. . • -, '.-j,- :rt It '-.411: ' . Oregon State Treasury Resiliency Building-Salem,OR 1 CONTRACTORS 4.5 I COST MANAGEMENT 4.5.A APPROACH TO COST ESTIMATING AND VALUE ENGINEERING We rely on a TVD methodology rather than post- design value engineering.As a foundational part of Project Manager Susan Odeh Brandt is ready to fill the our Collaborative Project Delivery(CPD)approach,TVD Shared D: \'r`�,• colocation space at SEA's office(we added her via Photoshop!) ensures that scope,cost,and design remain aligned from •- • • � I: fmli ,. day one.The goal is simple:prevent cost misalignment �`' ', before it happens.Our team works with the Owner and ;4 �`a architect to set target budgets by trade category,then we , guide design development toward those budgets using i1111146"-' �'� � continuous feedback,variance tracking,and strategic L. ,/[ cost modeling.This will be particularly helpful heading £ 7- _ Aiima into the bond program,allowing us to provide clarity to the / - - community so it's easy to deliver on the bond promises— I , .. ( / k and ensure the most efficient use of taxpayer dollars. /' . ` - - 1 { , We are strong proponents of co-location and welcome _ _ — 7 - the opportunity to discuss the best approach to being ,/ r in the same office as the City,Otak,and SEA from • , • ,A the beginning of design through construction.This s .7. . . integrated setup allows for immediate problem-solving, real-time estimating,and stronger relationship-building Our value engineering process is not about cost- across all partners.It's a hands-on,collaborative process Value Engineering: Strategic, Not Reactive cutting—it's about maximizing return on investment.We that reflects our belief:the best solutions are built together. When value engineering is needed,our process is prioritize early interventions where the impact is highest, disciplined and focused on performance—not just cost.We especially on major systems like structure,envelope,and This proactive method minimizes redesign,accelerates use a structured evaluation model to assess VE options: MEP. Late stage VE is avoided whenever possible through decision-making,and ensures that scope remains aligned • Functionality: it meet or exceed performance to funding realities without compromising project intent. y p our early and consistent cost modeling. expectations. Ruchi,our Chief Estimator,leads this effort—bringing deep • Cost:What is the true lifecycle impact—not just first cost? A Good Neighbor Philosophy technical expertise and a collaborative spirit to each phase. • Aesthetics:Does it preserve the design intent? We know that how we work matters as much as what Her leadership ensures that cost models are both rigorous • Constructability:Is it practical in real-world field we build.Our team embraces a good neighbor mindset and responsive,allowing the team to make timely conditions? throughout design and construction.That means regular decisions with full visibility into financial implications. • Feedback:Have our trade partners and internal experts communication with nearby businesses and residents, validated its viability? thoughtful site planning to reduce impacts,and being visible,respectful,and responsive.We'll help the City We track these ideas in a live VE and Risk/Opportunity maintain community trust by being accessible,proactive, Log via Smartsheet,which is maintained and regularly and committed to a positive presence in the neighborhood. updated throughout design.The log is accessible to all partners and discussed during design coordination and cost review meetings. Pence Contractors City of Tigard I Police and Public Works Facility 16 4.5 I COST MANAGEMENT 4.5.B TRANSPARENT, ACCOUNTABLE COST MANAGEMENT AND TRACKING Our approach to cost management is built on These tools are not siloed.They are aligned to provide Collaborative Cost Oversight transparency,precision,and accountability. From the a complete picture of cost—from design decisions to Cost control is a shared responsibility across our team: start of preconstruction through project closeout,we subcontractor invoices—throughout the life of the project. implement a disciplined cost tracking process that gives • Ruchi(Chief Estimator)supports the transition from the Owner full visibility into every dollar spent and every Summary Reports and Owner design-phase estimates to construction-phase tracking, financial decision made. Communication ensuring continuity and context for early decisions. Throughout construction,we issue monthly cost reports • Josh Sierra(Superintendent)monitors field driven We don't simply track costs—we manage them in real changes,coordinates schedule and cost alignment, that include: time with the goal of preventing issues before they arise, and flags scope-related impacts early. reducing surprises,and reinforcing trust. • Pending and approved change orders • Remaining contingency(contractor and owner) • Dave Dahl(Project Executive)oversees monthly reporting,contingency planning, Integrated Tools for Real-Time • GMP status and any line-item adjustments and communication with the Owner,ensuring that Cost Control • Risk and opportunity updates financial decisions reflect the project's We use a combination of industry-standard and custom- broader goals. built tools to ensure complete cost clarity: These reports are reviewed in detail with the Owner during project meetings and shared digitally for • Dave Jones(Senior Project Manager)supports • Join—During preconstruction,Join is our collaborative project team including Project Manager,Susan, transparency.For high-stakes scopes or during early estimating platform where cost decisions,design through preconstruction and construction efforts construction phases,we supplement reports with options,and budget impacts are visible to the full team. while holding our team to project goals. narrative summaries explaining budget movement and It tracks accepted,pending,and rejected items,and any recommended course corrections. • Susan Odeh Brandt(Project Manager)leads day- includes detailed variance logs between estimates. to-day budget tracking, manage subcontractor • CRE8(Oracle-based)—Our proprietary CRE8 platform All contingency use is pre-approved by the Owner and billing and change orders,and maintain consistent is used during construction to integrate project tracked openly. No funds are drawn without supporting communication between the field and office to ensure management and accounting data into a single source documentation and full explanation of rationale. cost impacts are identified and addressed promptly. of truth.CRE8 tracks real-time commitments,approved • Xander Hey(Senior Project Engineer)tracks labor change orders,contingency usage,and projected and material for earned value projections. costs to completion. It is updated daily and reviewed regularly with the Owner. When a potential cost impact emerges,our first question • Smartsheet Logs—For tracking value engineering, is always:Can this be avoided or offset elsewhere?We contingency items,procurement,and long-lead risks, don't simply pass costs through—we evaluate alternatives, we maintain live Smartsheet logs that are accessible to bring forward solutions,and protect the budget as though the Owner and regularly reviewed in meetings. it were our own. Transparent, Responsible, Accountable Our open-book accounting approach ensures that every dollar is traceable,justifiable,and aligned with the project's intent.We treat budget stewardship as a core responsibility,not a task—because how we manage the budget is a direct reflection of the trust our clients place in us. Pence Contractors City of Tigard Police and Public Works Facility 17 4.5 I COST MANAGEMENT 4.5.0 CONTINGENCY MANAGEMENT APPROACH Contingency is not an arbitrary cushion—it's a strategic Open-Book Accountability and Owner Proactive Risk Mitigation Reduces tool. Our approach to contingency management Confidence Contingency Use is rooted in early risk identification,transparent communication,and disciplined tracking.We Once the project begins,we manage contingency with a Our broader preconstruction and construction strategies understand that protecting the project budget is essential proactive and transparent process: are designed to reduce the need to tap contingency in not only for financial success, but for maintaining public • No surprises:All potential impacts are logged as the first place: trust and delivering on community expectations. Potential Change Items(PCIs)in a shared Smartsheet • Thorough site and design investigations identify log,which is reviewed regularly with the Owner and unknowns early Establishing the Contingency Framework design team. • Detailed scopes and bidding instructions During GMP development,we work closely with the • No unilateral spending:No contingency funds are reduce ambiguity Owner, project manager, and design team to define used without prior written approval from the Owner • Constructability reviews and sequencing analysis clearly allocated contingency amounts—both for and full documentation of rationale and cost impact. help prevent rework the contractor and the Owner—based on project • Full traceability:Every draw from contingency is • Collaborative buyout ensures all trade scope is complexity, known unknowns, and current design clarity. tracked by category,supported by subcontractor captured and aligned These allocations are informed by over 75 years of quotes or internal documentation,and linked to the • Prompt response to design or field issues helps avoid experience and are supported by detailed assumptions original budget assumption. cost escalation and scope clarifications. We include contingency status in our regular cost When challenges do arise, our first question is always: reports—showing remaining balances, usage history, Can we resolve this without a cost impact?We work Our team distinguishes between: and whether items were resolved within or outside of closely with our trade partners to develop alternative CONTRACTOR'S CONTINGENCY—Used for contingency. Our goal is always to preserve contingency approaches,explore no-cost solutions,and protect scope gaps,coordination items,or procurement- as long as possible and minimize its use through smart contingency for truly unavoidable needs. related adjustments identified during construction. early planning. OWNER'S CONTINGENCY Reserved for Savings reversion:any unused contingency is Owner-directed scope changes or unforeseen returned to the Owner at project completion conditions beyond the contractor's control. This shared understanding of contingency use is formally documented in the GMP Amendment and Supporting Documents, in accordance with contract requirements. Pence Contractors City of Tigard I Police and Public Works Facility 18 4.5 I COST MANAGEMENT 4.5.D GMP DOCUMENTATION AND SCOPE EVALUATION For us,the Guaranteed Maximum Price(GMP)is not just • Subcontractor Input:We consult original Project Changes: Decision Matrix a budget cap—it's a detailed,transparent roadmap subcontractor bid scopes and pricing to understand for project delivery.We take pride in our ability to the basis of their proposal.If a change goes beyond Is this additional scope that we build GMPs that are accurate,complete,and easy for the original bid scope,we document and present could not have anticipated? the Owner and design team to navigate,with clear that clearly to the Owner. delineation of costs,scope,and responsibilities. . Internal Review:Our project management and preconstruction teams—including Ruchi,Josh, Line Item Documentation of the GMP and Dave Dahl—review each potential change forEZE NO Our GMP package is structured to provide full visibility consistency with the original GMP assumptions. into how every dollar is allocated. Each line item . Collaborative Resolution:We involve the City, a is broken down by scope and aligned with design Otak,and SEA early when a potential scope shift is 2 Change is outside milestones and our detailed subcontractor bid scopes. identified.This allows us to confirm intent,explore v the scope of GMP. Each component is supported by internal estimates, mitigation options,and agree together on whether it Owner change 8 order requested. subcontractor quotes,quantity takeoffs,and relevant qualifies as a GMP change. backup.A detailed Clarifications and Assumptions Narrative accompanies the GMP to define inclusions, Every potential change is documented in our PCI Is the subcontractor responsible by exclusions,unresolved design items,and pending (Potential Change Item)log,which is shared through contract to do this work? scope decisions.This document is central to Smartsheet and reviewed regularly at OAC meetings. preventing scope ambiguity later in the project. Each PCI includes the reason for the change, preliminary cost impact(if any),and the determination of We use a combination of CREB(our internal cost whether it falls inside or outside of GMP. EZI NO tracking platform)and Excel-based GMP breakdowns for ease of review,coordination,and future tracking. Supporting Trust and Cost Control This disciplined and collaborative approach to EvaluatingScope Changes Against a p 9 9 scope evaluation supports trust,minimizes conflict, Hold subcontractor Utilize contingency the GMP and ensures that all project partners stay aligned responsible to do to pay for change; E the work.No change within GMP. Determining whether a change is inside or outside the throughout construction. By investing early in a order;within GMP. GMP is handled with consistency and transparency. strong GMP foundation—and clearly documenting the — Our process includes: assumptions and expectations—we reduce ambiguity, keep change orders to a minimum,and protect the • Clarifications First:The GMP narrative and scope documentation are always our first reference. If a project from budget surprises. change is clearly excluded,unresolved,or marked as"by others,"it is generally considered outside the GMP. Pence Contractors City of Tigard I Police and Public Works Facility 19 4.5 I COST MANAGEMENT 4.5.E SIMILAR CM/GC EXPERIENCE With deep regional expertise,a strong track record as a preferred CM/GC partner,and a commitment to building resilient,high-performing facilities,Pence is one of the most trusted general contractors for public agencies at all levels.We regularly deliver essential public facilities on challenging sites,often requiring creative solutions to navigate complex topography and design requirements.Our approach emphasizes sustainability,resiliency,and collaboration—ensuring projects meet performance goals and serve the broader community.The following projects reflect the kind of technically demanding,high-profile community work that makes Pence an ideal partner for the City of Tigard. Client Contact Client Contact Completion Change Order Project Name Client Name Phone Date GMP Amount($) DAS Executive Building Department of Administrative Services Karen Greene 503.378.3104 Nov 2024 $42,088,514 $1,874,927* OSU Campus Operations Center Oregon State University Christina Vinson 541.737.3401 May 2021 $20,197,557 Returned$514,203 Newberg High School Newberg School District Larry Hampton 503.840.5346 Aug 2023 $36,183,148 $1,002,030* Douglas Electric Co-Op Remodel Douglas Electric Cooperative Keith Brooks 541.375.0128 Dec 2022 $7,734,830 $478,325* Justice Building Weatherization &Envelope Renovation Department of Administrative Services Kimberli Fitzgerald 503.540.2397 Nov 2022 $5,649,407 $485,640* Newberg High School Newberg School District Nikki Fowler 503.544.5004 Dec 2022 $2,471,986 $0 Building K Health Center Sprague High School Salem-Keizer School District Stefanie Stonebrink 503.399.3085 Aug 2022 $39,995,080 $737,853* Gardiner Middle School Oregon City School District Wes Rogers 503.785.8531 July 2022 $78,653,292 Returned$1,495,920 Larkspur Community Center Bend Park&Recreation Brian Hudspeth 541.420.6540 Aug 2020 $17,909,118 $718,582* McNary High School Salem-Keizer School District Erik Jespersen 971.230.4130 Aug 2020 $43,759,322 $2,447,196* Brookwood Elementary School Hillsboro School District Adam Stewart 503.844.1340 Aug 2020 $31,790,177 $568,638* Tigard High School Modernization Tigard-Tualatin School District Rachel Edwards 503.431.5410 Aug 2020 $62,000,000 $2,220,410* Sifton Elementary School Replacement Evergreen Public Schools Susan Steinbrenner 360.604.4077 Aug 2020 $28,690,091 $985,353* Glenco High School Hillsboro School District Adam Stewart 503.844.1340 Aug 2020 $27,839,354 $3,295,392* Hillsboro High School Hillsboro School District Adam Stewart 503.844.1341 Aug 2021 $19,447,330 $2,384,953* Capital Manor Memory Care Expansion Capital Manor Retirment David Lewis 503.362.4101 May 2020 $19,271,334 $862,202* McMinnville High School Phase 3 McMinnville School District Maryalice Russell 503.860.7587 April 2019 $17,388,583 $1,275,942* The Ackerly at Sherwood Rembold Companies Kali Bader 503.222.7258 May 2019 $25,673,903 $1,216,869* *Owner Added Scope Pence Contractors City of Tigard I Police and Public Works Facility 20 4.5 I COST MANAGEMENT OPINION OF COST PLEASE REDACT Pence Contractors City of Tigard I Police and Public Works Facility 21 _ . II 1_ , !. MII1MmrizinS:":' " 1 , 1 tct iik. -4 .., .:-.. . 4:__ . 1 • ' lin -• V•..,,,A II ' r.:. -----r , - 5!'.- - •'---;''' ._li!ci . - '-.!':. .•:. - " 7 - -, .1, ';*;,:,t r;',P' _ vs..' ..• ,._ . . _ . - 4 . 6 I SCHEDULE, QUALITY CONTROL7 4.--.- - -:.---.--7------ -----—----.16;.1..__ AND SAFEY PLANS • r„ k,_ _,:„, _,,,..,_,41._• Pli 1,_ : lit- IIIIIII NMI - min.- IN. MU INN III , .....vm lift nu la — ../ ',AP / • ,Itt Itfi . __---r, -'-• 7.•1 11111111 . • i::. ' ?---1 - . II .da 1 I lin" ill 111 IIIII ' ,.. dial rt Nu m ' ' r:/::'17/ / 111 „I iii - ;,-• A7 'II I- Pi — .___________...... ..inue .... .. -• ir c • _ 1 . a _, . ii -• ., . ;.,...i _. Aivi„.... ... X.- I ' I . . _ .- ..„ .. - _ Jr 1'111111111 I IIIIIIV Elliinii iiIIM III" i1.11111111 1111111141'.6"-: ' . . . 111111.111111.0111.‘.. 111.11.1111111."'.."'---- .. 4, , • t - _ 2e- - .1* if • : — r,1- I. ° '4 , !. IL , . ' :. ' I -------7. . v - . .: __,..,•.- • ' I i, •” I illY •. \ r 4-io_t_ A ,-, , ..-, . • - ...." ,,...- .2,.-- 4.•- •41,7'46441•1 .,... ‘,.0.., 1.04„. • AO* * .'"*. • -'''''14 *I- , , a • \ . ‘ ..V, '.• .:-‹; -: . / DAS Executive Building-Salem,OR —0 CONTRACTORS 4.6 SCHEDULE, QUALITY CONTROL, AND SAFETY PLANS 4.6.A PROPOSED TIGARD POLICE - Remaining Level of Effort Actual Level of Effort MI • Actual Work •-• Remaining Work mil• Critical Remaining Work • •Milestone Pence Exhibit 4 Schedule Layout TASK filters:Milestone,Not Completed. Acevity ID Amin,Name otig seat FnIM& PUBLIC WORKS FACILITY 1 0,Ioes122`EB;zI2]I°a 12umv IzI85I inI;s1/ si1lI]Iez°1B4Inx 1z51°051ay221°,l°s2z1291° a elz ,7] Is,Iwaz, ro° selzeB 1e d 23I slo�al,alBa2]In1 e2I°,Iiez I 1;aaI z]I°9 I u;],2ua1M271zl°;2,12 a1°aMn,°I25°1°Nae 12313°I°es2°II°aln°I251°,l°0l uaz 21z911s35ce2 e 101 za3,IIe 12°1; 2e1°2oeW°Immaz°I2]Iasizv2°21°a;"a213°I°]in I2,I2e1041 18I25 Tigard Police and Public Works SCHEDULE PROJECT ADMINISTRATION MILESTONES ■ ...a. 0 19May-226• 19-Mey-26 J m0APP6M A. Ca A..Seat 0 30du. rl Cm..n Srat This preliminary construction schedule reflects Al CMPE> Ca 2]""2fi °° A1460 Selma"'k.-8/m-PER RR 0 01-May.' �}9.69au'i�Cu eelCompatic our strategy to deliver the project efficiently, ° FedC�Pd�-B15 9PERRFP 1.11 ° �M�B eel P -B s,zs RFP PROCESS `�V� A1000 RFP 21 28May25 5Jun25 on time,and in alignment with the City's goals. A1010 P..Intene. 52,JuP25 r 25Jq�5 Roomer Mimeos • A1020 N..,Intent toAwatl 0 z5-Aug25 26As,g25 _ Wool Intent°Ave. ESnIMTNG -Wok Begins 0 zs-]wg-2s z9fag-Aug Neieto no. Boor +----_...-----... Developed with input from our preconstruction A' N.etoPmrad-Al. SD PM1ae/Aneyels G 16.9-25 I24- 25 �]Mdls'e Beginning CD documents and field leadership,the schedule incorporates A1030 DO SO Cram «w.25 O9-0w25 s D nwenm eeb,d,NR,Re .25 5fd. �` I DD3 ,tmd�IyRae before Bond Approval known site conditions,anticipated permitting oo R'ads.u1 E�mxeCm. ds26 02.Apr26 DD RaAemeeM GNENdr9a':m S COG..� 19 ,ti26 5034000Iatim would reduce schedule timelines,stakeholder coordination needs,and °° 5u%GD,Bey B9e Pie Issued Mdu 9"°D]Eay•MRahgelxwe A1080 5086CD Cat EsBmxeCaewdmlly RaW 15du. 5L%DI.EYendsi..61.46 Roam II Ion leadprocurement planning. Al. ]5%0D0�'� min 120"J°g 6 ""G ]51;OP gym 9 -A 2 12.ArG26 )ayCoObm6,ePam"Ipae" nd0' ByRa� 12-Aug 09�26 ]533.Selm�malNd�„",R�a Permit issuance sooner 10016 COO* o 10�.� 04.26 Our shared goal is to get Tigard's staff into this A3� 10oscsss oo 0 05 o oozs 3 %C°s�ssued would also help reduce PERIL TING facilityas soon aspossible-so theycan begin 00400aMGadkCoadr Pam" ""28 - ry 34Dm"`a0ay'2d1 'U01RPa"" construction duration 9P.M EOyGreBHgnl Porn/ 3Jg96 aE,yG� DtIMPem6 m Eay Gra,n9R15Iy Pero" n .26 is EatYLa6"'�ny,u6ly Pem6 ■ serving the community and delivering on the A1;o n04Peon 12.a°-26 em aBUIBngPe r At13g I I Lock In MEP Routing:Ensure all MEP bond promises voters supported.An early start At140 Read 0Oldend]6 a d3 "I BIDDING/BUYOUT lines have a dedicated line through the is essential.We are proposing a separate earlyA1100 R'""°"a�,aaaPyT000Pol °SJnn26 12. 26 } Ea„ Paint I R �P p 9 p en g .your Nm 6 m2] a MPP components and subcontractors sitework package,ideally submitted ahead of A160IT��"°" so 26�g25� nr NGGPBdg have complete drawings/scope. I CM o;,Pricing 50 1]Jnr.26 26.aN26 J GnPDealmmnt the 50%Construction Document milestone, IX.IP Eaamtlm 0 2]-Aug-26 2]-Aug26 �1 GNP�,UVI SUBMRALJPROCURE5tNT to enable construction to begin as earl as Al. Eal"uyn0utmtleadPromernent 45 1]Jun-26 19Jwg26 I EnTI.S ten dsrPrccuer Fnt g Y A1170 gWclls...Mom.. 451]Jun-26 19.926 Order Switch Gear: g Wells SuMM1MProuredient June or July2026.This would allow us to take ""° Peening m 9012�g26 2t°m26 Early procurement saves BMDm4Ina. I A„90 R dg�3.Bm P�e n �3001,2ag 6 „Nd-2]`-+��- .SuboRISPecunnant A1210 Mass Ply•full advantage of the dry season and accelerate PROJECT CONSTRUCTIONmP� "r'� time in the schedule and M�Py-wt- ��mrr SIZE PREP avoids inflation costs later. foundational work. A1230 Cmmmdien Access R0Bosen Cml0 1030Jn426 13.9-26 "Cmnedm Rum reu CmW A1250 40ngnd Cut E.mmm5 1513.A.g-26 03.26 �ndGmE.�am, MPP Activation:Request mass dCS.. 503.26 28.26 1:B6eMM.atcmA� I Asp Me Ma. well I OM03s�2a I01.026 i--- RetainingWall:The retainingwall McRddnJgwdl - timber components early,and secure B Earlyactivities will include site clearing, rough (� ( B6 g, g A,260 PIea5lrudurJ FlIRS1gV®ROIX 20050d28 2gOd28 • Piax Simdurd FllldSiming�ak 0 omneDdn9mP.dN� ,502Na4B 9Nw2B will hold up the upper(fill)half of the deGdm�F�^� a spot in the manufacturing line grading, utility work,and installation of the 11270 S.UtlotladROA� _ 150Nm26 19«m.26 S.OtaraaFla A1390 Comp.Staging oak I Bunko La,Nwn 10 23Nw26 07Nes26 I--- --� StagingRWIlw.tg Laagye permanent stormwater detention system-which BUILDINGS project and can be completed with �p� weplan to use duringconstruction to reduce A, D� ala{�] ofR2] 1- the early site packages. , s -.2] d Del Strad.Eleale1 DW 5010Ma]2] JUP2] E5{eb Fran"glflal temporary stormwater costs.The site will be 510 n' Frame ° u] 15N�2] , ti _inteo-Fe dEP agar Begin building the office space: M ° �" strategically divided into cut and fill zones, Al o 9Flesn° 40 30.2; -0Oct Early Earthwork:Start at LT [ o3.APr-2B The three-story office building will I !'nterla^"- separated by a retaining wall that we aim to 6]0 ae00700 pine, 4 0 05Ma2] least two months early _ Dn9 040gglpmnt�mg"4n A1660 d��dBq, Rm d1n 1515f�] be our first point of attack as we get mnde.s 250°Ma-2T I08.rord] 1--D- toget buildingstarted �Pmrddkee complete during early sitework.This critical I Am. Ered3tmd.m 3512 2]..2] the structure off the ground. Em Gmdm] andg secure a clean and I k.Onasea.Eq..o Rasa. At34o cengae Unaed�Eq�pmen Rmgnin zo of Jen-n 28Jun-n structure will stabilize the fill zone and allow for A1700 P�,Pmr5DG 2529Jnn-2] 03-Augr meRanek/Ro 504-Auo2] 22.-2] organized site for the wet ,5tal0Ran11�1Ra, efficient,uninterrupted vertical construction PRonkH;n 3004-Ng-2] 155m-2] °Pa^a2 MEP Ron,. A1]10 ornIng 2516.1. ..27 weather months. InteegFramng once the building permit is issued. �° MEP M^ 20 2,Od2] ']N°..2] 4 ME, g Al]. SO Eq,/p,, 3010Nw2] 04Jm20 DNNIVFeyH A1750 SO qu pmmVlr"a'v RnNla 25 05Jm-20 08F�20 I J eb SUE.mneln ruin By front-loading these major activities,we A1360inn e 9 23.2] Begin warehouse:By phasing this Fmndnme anticipated being able to turn the project over Res BOG n4 z]-.2 as the office finishes,we can appoint En d bm'3DG amada Rod A;nO eaPunig,Rod .2] 25.In26 our Assistant Superintendent q�� a a two months earlier than the City has scheduled. P1300 CutsEquipment/6,, 15 2s ai20 15F120 - SIMFINISHES Nathan Payne to supervise the work 25 24Nw2'] 04J128 . �CUNSANfIa Every week we save in construction is a week Al sera 10 Mdn-20 10Jm20 as Josh Sierra closes out the other. B^eUaln9 A1650 PavingnH9 25,BJ 4,4,460g Psnn� gained for the City-allowing first responders A1760 Li POST CONSTRUCTION and public works staff to begin operating from a A1410 WaroncusenuidingPundVClam 9-F0.20_ 07Me20 °�B°„H9Pnr2"'°-, A1420PundVCkmM 5f�20 14 a ♦� r S,o�e undVGkeevt resilient,purpose-built facility as soon as possible. A1400 Office 3AeRi ut r Building PundJGl�g" 0 O4�Pyr20 01Me,20 �Office BUMYg PurcNCd This schedule strategy reflects our commitment to using bond dollars efficiently and fulfilling the I I M promises made to the Tigard community. SCHEDULE ASSUMPTIONS Our project schedule is built around the City of Tigard's requested In alignment with the City's bond measure timeline,we have also identified could shift forward accordingly.In this scenario,we project Substantial Substantial Completion date of June 1,2028.We believe this milestone an opportunity to initiate early site and civil work in July 2026.This Completion could be advanced to as early as March 2028,providing is achievable,contingent on timely delivery of key preconstruction proactive approach-pending appropriate early release packages and valuable schedule contingency for the City. milestones-most notably,permit issuance and an early start for site work. agency approvals-would allow us to sequence foundational activities ahead of vertical construction,reducing risk to the critical path. This schedule is based on reasonable permitting timelines and our We understand that building permits are anticipated in early January 2027. experience managing essential facility construction in active civic Assuming this date holds,our team is prepared to mobilize immediately to To add further flexibility,we have included an optional pathway to expedite environments.We remain committed to collaborating closely with the City maintain momentum and stay on track toward substantial completion. the building permit process.Should this option be pursued and permits and project stakeholders to adjust sequencing or resources as needed to are received ahead of the January 2027 benchmark,our construction start uphold the completion target. Pence Contractors City of Tigard I Police and Public Works Facility 22 4.6 I SCHEDULE, QUALITY CONTROL, AND SAFETY PLANS 4.6.A POTENTIAL SCHEDULING CHALLENGES AND MITIGATION STRATEGIES Our team has identified the following potential scheduling or logistical challenges,and how we plan to mitigate them. N\ KEY CHALLENGE off OPPORTUNITY TO MITIGATE Ground Improvements We will collaborate closely with HHPR and engage key trade partners early in the design phase to evaluate ground improvement options—such as aggregate piers—and determine the most appropriate solution for the site. By leveraging our experience and cost modeling tools,we can help identify a geotechnical solution that balances performance, constructability,and cost-effectiveness,ensuring that both seismic requirements and budget goals are met. Long Lead Items We will identify critical long lead items early in design and continuously monitor lead times as market conditions evolve.As the bond approval timeline becomes clearer,we'll work closely with the City team to coordinate with subcontractors on procurement strategies, including advanced release planning where possible.This proactive approach helps ensure key equipment is delivered on time and integrated into the overall schedule without delaying construction progress. Weather and Earthwork We will prioritize the early site work package during preconstruction, coordinating closely with the design team to finalize construction documents in time for a summer 2026 bid. By engaging earthwork trade partners early and aligning on scope, schedule, and logistics,we'll position the project to break ground in August 2026 and stay on track with the broader construction timeline. Sloped Site Incorporate the retaining wall into the early sitework package, allowing it to be constructed before building permits are issued. This approach stabilizes the site early, enables full access to both work zones, and allows utility and grading work to proceed in parallel with permit approvals. Most importantly, it ensures the site is prepared, organized, and ready for vertical construction without delay—keeping the project on track for early delivery and efficient bond dollar use. Mass Plywood or other MPP, CLT, DLT, and HT buildings need to be designed as such from the first days of Preconstruction.We'll work quickly Mass Timber Solutions with you to make a well-informed decision so we can confidently move forward with the design process. Specific concerns include structural connection simplicity and repeatability, pathways for building systems, moisture control, and material availability Accelerated Completion Progress design in a way that would allow for staged permits to allow for early work.Work with JHA to approve in sequence. Pence is promising to complete per the above schedule in April of 2028. Pence Contractors City of Tigard I Police and Public Works Facility 23 4.6 I SCHEDULE, QUALITY CONTROL, AND SAFETY PLANS 4.6.B LABOR AND MATERIALS AVAILABILITY PLAN, MITIGATION OF AVAILABILITY CHALLENGES, AND STRATEGY FOR GENERATING COMPETITIVE BIDDING Labor and Material Availability Expectations INTEGRATED PLANNING FOR SPECIAL SYSTEMS: Generating Competitive Bidding to Given the scope and specialized nature of the project— Specialized systems(e.g.,compressed air,tactical training Minimize Project Costs includingfeatures like resilient infrastructure,a gun/firingroom finishes,and security systems)will be identified early and tracked,ensuring coordination between design, Our outreach strategy is rooted in early engagement and range,and vehicle repair and maintenance areas—we community alignment.We combine regional experience with anticipate modest constraints on both labor and materials. supply, and install. For highly specialized scopes,such as P robust bid management tools to maximize subcontractor However,Pence is well-positioned to address these hydraulic lift equipment or ballistic equipment,we will p and supplier participation: challenges thanks to our deep subcontractor relationships engage regional and national suppliers early to validate and extensive preconstruction planning protocols.Our schedules and incorporate realistic milestones into the • Targeted Prequalification and Outreach:We best in class estimating team and project leadership have master project schedule. prioritize qualified local subcontractors and suppliers current,real-time knowledge of local labor and material through direct outreach, industry events,and our Approach to Specialized Long-Lead Items SmartBid platform,ensuring strong participation and conditions,which gives us a tactical advantage in community reinvestment. forecasting and responding to availability trends. Anticipated Challenge Mitigation Strategy • Flexible Bid Package Structuring:We structure We anticipate high interest in this project due to its Gun/FiringRange: Early specification bid scopes to support participation from both large p g g finalization;engage p pp p p g visibility, longevity,and technical complexity.Our goal will Custom materials, national suppliers and small firms, lowering the barrier for local or be to harness that interest early,through intentional safety compliance, during design;allow for emerging businesses. specialized finishes fabrication lead time outreach and structured procurement planning,while • Transparent Bid Process:Our bid packages are clear, buffering against uncertainty through preemptive Bullet-Proof Glass: detailed,and simplified to focus subcontractors on mitigation strategies. Specialized surface and Finalize field dimensions g p early to release to performance rather than administrative burden.This finish, depended on final fabricator clarity results in more responsive and competitive bids. Mitigation of Labor and Material measurements. • Early Trade Partner Engagement:For scopes with AvailabilityChallenges Involve vendors during g Fueling Station:Code anticipated procurement challenges—like vehicle underground preconstruction; phase EARLY PROCUREMENT PLANNING: compliance, bid packages to allow repair systems or fueling stations—we will issue early From preconstruction onward,we will identify long- systems,custom hardware early buyout bid packages and conduct trade-specific meetings to lead materials and specialty scopes that require Vehicle Repair clarify scope, build relationships,and ensure readiness. Source equipment with early engagement.Our procurement logs help us flag Equipment: Hydraulic lifts, f/ a long lead early; plan MEP I bottlenecks before theyoccur and integrateproactive compressed air systems, At Redmond Public g trenching,ventilation coordination ahead of time ,l Safety,John Williamson actions into the project schedule. I Welding Shop:Ventilation Confirm structural and _." and the project team CRITICAL PRECONSTRUCTION FEEDBACK LOOP: systems,safety MEP requirements in early 1 I worked closely with We provide design-phase feedback based on components,structural DD phase; partner with p I • r owners to get the design integration trade contractors early ,l specialty ventilated subcontractor and vendor input to inform equipment j lockers designed, and material selections.This feedback loop will be Ventilated Duty Lockers: Determine if this is l+ �_,_,! ordered,and shipped especially valuable for scopes like structure materials Few vendors, robust MEP OFOI; Early coordination a� ��' ! early so the MEP routes and utility tie-ins,where specifications can significantly coordination, unique with vendor and MEP could be finalized HVAC design contractors without any delays to affect lead times and supply chain options. schedule. Pence Contractors City of Tigard I Police and Public Works Facility 24 4.6 SCHEDULE, QUALITY CONTROL, AND SAFETY PLANS 4.6.0 OPPORTUNITIES AND CHALLENGES FOR ACCELERATING THE SCHEDULE Our goal of shaving two months off the construction schedule faces opportunities and challenges.Here are a few for Tigard's consideration. OPPORTUNITY CHALLEN r In alignment with the City's bond measure timeline,we have also identified an Complete the project quicker than the RFP states,allowing the City to serve its opportunity to initiate early site and civil work in July 2026. community sooner. ACTION STEPS MITIGATION This proactive approach—pending appropriate early release packages and Early site investigations can uncover unforeseen conditions early;we have already agency approvals—would allow us to sequence foundational activities ahead of begun site investigations to understand the existing conditions.We will leverage vertical construction,reducing risk to the critical path. the pre-bond timeframe to collaboratively set project goals and complete a robust preconstruction phase which allows for an immediate project start when the OPPORTUNITY bond passes.Additionally,we will use preconstruction to flush our RFI's early and provide information to Scott Edwards Architecture with our real-time estimating Bring the City's vision for the facility to life,and offer a collaborative,fun project and project management. experience for all stakeholders. ACTION STEPS CHALLENGE With Pence's focus on a positive project culture,we are committed to leading a Ground water coming from higher elevations,saturating site soils requiring Team Charter session focused on confirming the project goals,how the team will amendment to move soil site soils. communicate,and desired team behaviors.The resulting Collaboration Guide will MITIGATION be how we achieve the project's vision,in a collaborative and fun way. We met with Ken Leahy Construction who did the most recent site work.We OPPORTUNITY learned that the ground water that was saturating the site seems to have healed following the installation of the burrito drain at the toe of the east hillside.We will An experienced team that has delivered important bond projects before, helping continue to maintain this work throughout the project and monitor the results to the City deliver on its bond promises to voters. avoid further impacts. ACTION STEPS We will bring this team to the project,ready to collaborate before the bond CHALLENGE is released and build community interest and support.Once the bond is Ensuring the site has sufficient power for early work,as well as long-term City passed,our team will get to work right away,implementing our efficient plan goals of establishing a resiliency district. collaboratively developed during preconstruction. MITIGATION - OPPORTUNITY We understand from PGE there is 3 phase power in vault#C2101 C at the south end of the property,which will sufficiently meet our immediate and long-term Build preeminent,efficient,resilient Police and Public Works Facility,developing power needs. a"best in class"sustainable facility that delivers long-term operational value. ACTION STEPS Utilize our team's expertise creating LEED,Net-Zero,and resilient facilities and work with Scott Edwards to develop a design and budget that meets or exceeds expectations. Pence Contractors City of Tigard I Police and Public Works Facility 25 4.6 I SCHEDULE, QUALITY CONTROL, AND SAFETY PLANS 4.6.D ,` h. Ale..` APPROACH TO QUALITY ASSURANCE AND QUALITY CONTROL 011111111.1t By prioritizing meticulous planning,consistent execution, Daily Construction Activities Steeped in and transparent communication,we ensure a worry- Quality Control 4 free building that stands the test of time.Beginning in Our team integrates quality control measures into daily preconstruction and continuing through every phase 1 i operations to maintain the highest standards. Keya i of the project,our comprehensive Quality Assurance/ practices include: r.�Quality Control(QA/QC)program combines proactive - planning,detailed oversight,and a commitment • Pre-Installation Meetings and Mockups:Ensuring -! to continuous improvement to ensure exceptional alignment on quality expectations by reviewing \ outcomes for our clients. work plans,specifications,and mockups with key -- subcontractors,the owner/client,and the design / \ At Tigard Police and Public Works,we will develop a team before work begins. tailored Quality Control Plan that includes: km , • Daily Inspections:Conducting thorough reviews \ • Constructability Review:During preconstruction, of all work to verify compliance with plans, / performing reviews to analyze materials,systems, specifications,and quality standards. equipment,and other design elements as they relate • Job Site Photo Documentation:Capturing / � IIII i' to budget and schedule. progress through daily photo documentation and .• !� it, • Design Review:Conducting a detailed review of Matterport 3D virtual tours to enhance transparency y design documents,drawings,and specifications to and collaboration. ~ ,r identify potential challenges and ensure alignment ��- i i} k _ with project goals. • i k • Site Investigation:Documenting existing conditions i _ y, and identifying potential site challenges to address I before construction begins. / .— _—•- _ l .. • Customized QA/QC Manual:Outlining checklists, field inspections, pre-installation meetings, 1 and mockup requirements to ensure clarity and consistency. Quality Control in Action Tigard Police and Public Works superintendent Josh Sierra leads a box walk at Raleigh Hills Elementary, ensuring electrical systems and controls are placed with proper connections.Beaverton School District, subcontractors,and the architect all joined these walks to provide oversight and input. Pence Contractors City of Tigard I Police and Public Works Facility 26 4.6 I SCHEDULE, QUALITY CONTROL, AND SAFETY PLANS 4.6.E PENCE SAFEFY PROGRAMS AND PROTOCOLS As an Oregon GC with decades of experience,we For the Tigard Police and Public Works Facility,we will understand craftspeople face challenging conditions daily. customize our safety program to factor in the unique Our goal is that everyone returns home safely each day, elements of the project site and how the community MO„i ��nil so safety is always our most important priority.From moves in and around the neighborhood. construction to turnover and well beyond,the safety focus at this project extends to community members, neighbors,and Drug &Alcohol Program the staff who will work here. We employ a "zero tolerance"program for drug and alcohol use.Our workers must always remain vigilant.All employees 66 -t To keep safety a top priority,we teach our teams how to are subject to a pre-employment screening as well as random recognize and incorporate safety behavior in daily actions. drug and alcohol testing.Additionally,our subcontract As both a safety This collaborative,behavioral-based safety model is agreements stipulate that absolutely no tobacco products are incorporated into our company culture.The dedicated professional and a local allowed within 500 feet of public buildings and no weapons Pence safety team takes a broad and ongoing look at site or abusive language are tolerated onsite at any time. resident, I'm proud to safety issues and continuously seeks avenues to insert safety be part of a project consciousness throughout all levels of the project. On-Site Actions that's going to serve my Pence's safety program,called Heads Up,is dedicated Jobsite practices that will directly impact our safety to enhancing jobsite communication and each worker's outcomes include: own community. Our relationship to safety. Recently,over 300 Pence employees • Creating a site-specific safety plan so all trade personnel crews know that safety completed the 2-hour commitment workshop,including all understand site logistics at the coordination center site. isn't just a checklist— Spanish speaking craft workers learning from our Spanish • Requiring all workers onsite to wear safety glasses and speaking staff so we can ensure everyone goes home safely. it's a culture. From chin-strap hard hats. • Holding project-specific preconstruction meetings with day one, we'll create all trade partners to convey project and workforce safety a jobsite where every c All field personnel participate in a morning expectations,requirements,and protocols. worker feels confident, _. , stretch and flex to reduce workplace injury. a • Holding an onsite weekly safety meeting with ` protected, a n d ..- AO.. -.: all personnel. il(� I �� �.•_./ •• Prior to starting work,everyone onsite is required to• empowered to speak � 1 - 74k.. attend the mandatory site orientation. up. That's how we build +t • `� ll • Hosting a daily stretch-and-flex where we discuss the day- trust, and that's how we �. .• to-day work and any changing conditions that other trade build safel " personnel may need to be aware of. y i- Hosting regular subcontractor safety appreciation _Andrew Groman luncheons promoting and acknowledging safe behaviors. 11 FIELD SAFETY MANAGER - Pence Contractors City of Tigard I Police and Public Works Facility 27 _ 47 I FEES I. mainimisminpur, =sNimi I ,.....witA t -- F ) ......-- - r. _ P _-= [ . ii i[- • t \r� � Y ApW _ _ ,1 p_ Y Tigard High School-Tigard,ORJO CONTRACTORS 4.7 I FEES 4.7.A PRECONSTRUCTION SERVICES Pence Contractors City of Tigard I Police and Public Works Facility 28 Pence Contractors City of Tigard I Police and Public Works Facility 29 4.7 I FEES Pence Contractors City of Tigard I Police and Public Works Facility 30 . ,...7-", -,,,,,............„:„.„000-1,1.m -...". "—IP, N , ', T. . - 47,,,,,, 'ram o \ " / 1 ar �� � " •S ,.fir , 1 ` J \ _ s dip. APPENDICES i l'i----- 11 .ii .„110 ...... , ...._„._ , .41 .). c i...,:'. ,. __ II . 4;1 .- .'. 't,:'°''''':: 1 AMNON 111 . ' I ill p ,..-f, , MOM ` N r • : , NI. .., . , . 1 1 a ,„, . 1 '` ��_ ��+� H taw.: - rr �� ØF! 1 ../. ..."...' ..- .40,11 ve7- 1.• lellif , ri .4100‘.. Newberg High School CTE-Newsberg,OR CONTRACTORS r PIP . • • 6'2 • • i • •• di 11 1; ft ii I I 1 I 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: Tim Baugus Contractor Name: Pence Contractors, LLC ***************************************** Resident Certificate Please Check One: 0 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: ) Officer's signature: zi‘f Type or print officer's name:Tim Baugus Page 19 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: TB 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: Pence Contractors, LLC Business Address: 5400 Meadows Road, Fourth Floor Lake Oswego, OR 97035 Telephone Number: 503-252-3802 Fax Number: Email Address: Tim.Baugus@pence.net Authorized Signature: 11‘11,1!"_ Printed/Typed Name: Tim Baugus Title: Chief Operations Officer Date: 6/25/2025 Page 20