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8 Howard S. Wright_Redacted
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Salem Public Works Operations Center CITY OF TIGARD POLICE AND PUBLIC WORKS FACILITY RFP# 2025-20 1 GENERAL CONTRACTOR CM/GC • Howard S.Wright 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: Contractor Name: Balfour Beatty Construction, LLC dba Howard S. Wright ***************************************** Resident Certificate Please Check One: AResident 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: Type or print officer's name:Ryan McGrew 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: R M 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: Balfour Beatty Construction, LLC dba Howard S. Wright Business Address: 1455 NW Irving Street, Suite 400 Portland, OR 97209 Telephone Number: (971) 212-9558 Fax Number: (503)220-0892 Email Address: mcgrewr@hswc.com Authorized Signature: Printed/Typed Name: Ryan McGrew Title: Senior Vice President Date: June 25, 2025 Page 20 PPAIBLE OF CONTENTS , ,,,,,0„,,,. 0.,..,..„.. , "T Attachment A: Proposal Certifications Attachment B: Proposal Form 4.2 Transmittal Page 10 L •- 4.3 Management of Work 1 _ rfoiwo`�_ 4.4 Proposed Personnel and Project Organization 15 _ AI' �i S. 4.5 Cost Management 18 -, a Jam;``.,., '� _ - ‘�N'. 4.6 Schedule, Quality Control and Safety Plans 23 _ — I psi- _,;i, �i'� +rj;; 4.7 Fee Proposal 29 ........iiimall 11 .��„. Appendix: Resumes i^'--__ -w.• l - •. i - - IlInll1IIl IIIIIIIIIi.iIii � lie . 41111 ; ilk :-,,,Mli it ', .' a • ''' "1, 44.: „.........kt:I. 1‘11111:1___ a� Mtv--+ -y — i- - - _�, M � "r - i ......ad . Lake Oswego Police Station &City Hall 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal June 25,2025 GA Howard S.Wright a Briar Batty company RE: City of Tigard Police and Public Works Facility I RFP#2025-20 I General Contractor CM/GC Dear Rosie and Selection Committee Members: 11 Howard S.Wright(HSW)is committed to embracing your Building a Better Tigard vision to create a safe, modern facility for the Police and Public Works departments to support the City's residents and businesses for years to come, bringing two decades of planning to life. We look Howard S.Wright: forward to building upon HSW's collaborative history with both Otak and Scott Edwards Architects(SEA), as well as our early engagement in Your Partner the project exploring potential materials and solutions with the City, Otak, and SEA. in Building a We believe the following strengths make us the ideal team for this project: Better Tigard Preconstruction & Cost Control Excellence Innovative Solutions City of Tigard residents We like to think of our role in the preconstruction phase as a Our team is skilled in addressing logistical complexities on and businesses rely on provider of "project solutions." Our robust preconstruction services large,challenging sites where safety, security,and sustainability the services provided by will streamline the design process, provide for well informed and are key. By leveraging advanced building systems modeling,we the local police and public collaborative decision-making, and ensure the highest quality of craft innovative solutions that maximize the site's potential while works departments. construction documents, ultimately setting the project up for success. ensuring the facility meets safety and security standards and Transparency through open book budgeting ensures best value and operating efficiencies as required for an essential services facility. The HSW team understands historical cost data helps control cost and informs the most cost- Tools we leverage include BIM for clash detection and design the importance this new effective and sustainable solutions. We employ pull planning, early validation, and virtual reality(VR),which allows owner and end- facility holds in ensuring vendor engagement,and real-time tracking to reduce RFIs,manage users to experience their spaces. the City's first responders costs,mitigate risks,and improve schedule efficiency. can continue providing Community Engagement& Local Involvement Asa committed project partner to the City of Tigard, HSW proposes to critical services to the We are dedicated to fostering partnerships with local charge a preconstruction services fee only upon successful passage community after a natural subcontractors and suppliers, including COBID-certified firms,to of the City Bond measure, and only for those services that will deliver disaster, improve everyday root this project in the community. HSW's history of engaging these the greatest value to the project. To minimize the City's upfront operational efficiency,and financial obligations, we further propose deferring all preconstruction partners ensures inclusivity and strengthens both the project and the reduce long-term costs. costs until the start of construction. local economy. In addition, HSW will be an advocate in raising public awareness for bond approval to fund this important Police and Public Works Expertise community project. Our team's broad range of public sector CM/GC experience Thank you for considering us as your trusted partner. We will continue to engage coupled with an extensive resume of public safety and the community throughout public works facilities makes us an ideal match for the Tigard -- the project to ensure they Police and Public Works Facility project. Our depth of resources are informed and can raise includes Dan Ferguson,our Justice and Civic Subject ( - f , Ryan McGrew,Senior Vice President their voices in support of .4!. PP Matter Expert,who has spent 30+years delivering similar Balfour Beatty Construction, LLC the General Obligation projects.We are committed to working together with the City, '*_. dba Howard S.Wright Bond next year to bring this Otak, SEA, and the end users to ensure the needs of the police i 1455 NW Irving Street,#400, Portland, OR 97209 to life. and public works departments are each recognized and respected } project p g � p � (971) 212-9558 I mcgrewr@hswc.com throughout the project. Representative authorized to sign a contract. City of Tigard•Police and Public Works Facility•CMGC NOT INCLUDED IN PAGE COUNT Howard S.Wright,a Balfour Beatty company /4 / cr / . 4 • 3 yr . * _ ,,,,,, ,, _ p. ----- , Management of Work • , . ,, --....--;--<- _... _____ . : I _ ...... , . ,.,....1 - - - -______=:--- --------- -mem , ,,...... . 011111111111 • . 44 . . 1 ... ,. . . let II'' '''''M 0 Alt ..r_. 414,4 , 4,. ....... I a t i\\ .,: _ J . . . cw, s 0 4 _ 7 I os• . _ .04 , i p ii _ --1 1 . a 1 r (C a • . 4111) . -.3 1 -=-- I i .m.. 00_ 4 . mai jrning MI 4 A i i tili L. 0 -41 _ 1 . ..._ 1 Lake Oswego Police Station & City Hall . 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.3.A. Preconstruction Services Plan —1 SmartStart® Sets the Stage for Collaborative Project Delivery Building a Better Tigard:th The foundational step for a successful Preconstruction effort is to create a cooperative,collaborative,and Project Goals Alignment productive environment and by wholeheartedly embracing the collaborative process.To accomplish this,we recommend implementing our trademarked SmartStart® program, our propriety team alignment framework. Project Focus Areas HSW's Values SmartStart®allows us to quickly understand the goals and objectives for the project and ensure we implement those throughout every decision and every stage of the process. 1 Supporting community's needs Expert 2 Safe, modern facility Safe SmartStart®begins with everyone's unique perspectives in mind and formulates a strategy on how the project will be managed with shared objectives and goals. It's transparent, it's efficient, and best of all, it leverages the expertise 3 Invest wisely for long-term savings Trusted of all stakeholders for the betterment of the project.The secret behind SmartStart® is that where others focus on 4 Prioritize safety, privacy+environment Sustainable utilizing new tools,technologies,and processes,we know that it is actually the behaviors those aspects enable that 5 Consolidate substandard sites into one Lean are the key to highly collaborative and successful projects,which is why we will explore this topic in depth as part of the process. SmartStart®doesn't end after the initial kick-off session, rather it is a continuous process. Preconstruction/Design Execution SmartStart 4 Project Charter 4 Mission Alignment Process The kickoff framework that sets the tone and structure. The shared agreement The ongoing check-in that defines how we mechanism that keeps us eTEAIUI Al lf'_11111ACIUT * COLLABORATIVE PLANNING J work together. aligned and accountable. TEAM CHARTER I ORANGE COUNTY YOUTH TRANSITION CENTER » Develop team dynamics through >> Engage the supply chain - _ individual strength assessment » Understand/mitigate risks and challenges ,.`� » Define project goals and value >> Explore options and opportunities ' /•: m A p » Define system of governance » Integrated scheduling with key milestones ,F, ,-- ,,. � , y • k. » Agree on decision making protocol >> Establish performance metrics ‘'.'1 .__ » Milestone planning » Identify and remove constraints i4-0 4 '`'( ,', . ,,,, » Identify and remove constraints » Address unique site constraints The SmartStart®Charter is a MAP is a quarterly check-in #0 t. III printed and signed commitment with the team and client, a of mutual team goals(behaviors, proactive approach to measuring » Set up target value design mechanisms >> Team health and awareness standards of excellence,and more) performance throughout the >> Discover schedule and quality parameters » Communication methods and standards that serves as the capstone of each project, ensuring we stay true » Identify high performance building » Information management session; it is a daily reminder of the to the goals and commitments options >> Technology and information workflow collective commitment to fruitful outlined in our Team Charter, » Explore options for off-site manufacturing » Digital docs strategy teamwork while ensuring the City's and can course-correct if needed » Map out permitting approvals » Training approach values are top of mind. based on evolving project needs. City of Tigard•Police and Public Works Facility•CMGC Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.3.A.1. Existing Conditions Investigation • • ' CASE STUDY SITE INVESTIGATION RESPONSIBILITY Thoroughly understanding existing site conditions is essential for ensuring construction documents reflect the realities of the site and avoiding budget and schedule impacts. DP 83 • Preconstruction Mapping P10 Director Following our preliminary site investigation,we have identified the following action "=- , -Z-5 - and » Superintendent items to be addressed during the preconstruction phase: m�P11Z fJED excavation 1,DP 2q 1%T nDP 4, , ,'4 » Meet with the excavator who developed the site for Trammell Crow(Ken Leahy ""PZB `°9N �.3 for Category DELIVERABLES Construction)to learn as much aspossible about the site characteristics. _: 4 ,,, s-6�,DtP-68 Us�Pr a8 4 and la '�•, ti '• - �•' Hazardous » Existing Conditions » Conduct targeted topographic and utility surveys ensuring accurate grading and P-71' m. ' . „ -* Waste soils Report identifies utility connections. inconsistencies » Verify existing underground utilities to prevent disruptions to the surrounding The Block 18 project, located on property at the between properties. Vancouver Waterfront that was once home to a Boise documented and actual site » Evaluate traffic patterns and parking impacts, ensuring construction does not disrupt Cascade paper plant,faced a significant challenge conditions,evaluates access to Potso Dog Park or The Fields Apartments. with contaminated soils before even breaking ground. associated risks, and >> Meet with Mission Rock Residential to address concerns about noise, dust, and The removal of 55,000 cy of soil,all of it contaminated proposes mitigation safety that the residents in The Fields Apartments may have during construction. to some degree,was required for the underground strategies to inform parking and mat foundation.The costs associated » Monitor drainage and surface runoff from the hillside above the jobsite this with removal of soils classified as either Categories project planning and upcoming fall and winter. execution p g 2,3,4,or Hazardous vary tremendously;thus, it By tailoring our investigations to the unique challenges of the site,we will mitigate was important to accurately estimate the respective ACTIONS risks early, minimize disruptions,and ensure construction documents are aligned with quantities.There were only six test borings on the actual site conditions.This approach allows for a seamless project execution and 1.3-acre site,so this proved to be a difficult task that HSW avoids costly changes during construction. resulted in an estimated cost that the project budget » Ensure that could not support. hao nil ,, existing conditions 1`. Excavation challenges such as uneven HSW recommended that the Owner authorize inconsistencies , ., = r !I terrain, ground water,and makeup of the additional borings.Twenty-one(21)borings with are corrected in ` " . ,,.,,, ;,, soils beneath the site require proactive continuous sampling were performed in the areas subsequent design ` - ado table sequencing, and with the highest levels of contamination at a cost of �� planning, p strong g releases ..No NI®MI trade partnerships. On the Lake Oswego approximately$100,000.This allowed us to refine Design Team th:34 00.®113111" Police Station &City Hall project,for our quantities for the volume of materials that were • Confirm that HSW __ __ or J- example,the site topography(50'feet of the costliest to remediate, resulting in a reduction I 7f � k , findings are in s ,, ,, fall) meant there would be significant water of nearly$3,000,000 to our estimate. Once the fact correct and '- ' >,; seepage into the site as the shoring and project started,we were able to further reduce the l - � incorporate into the - l \ " =-7 : mass excavation work proceeded. Our team disposal costs by$500,000.Working closely with design documents as 1 ' - "_; ,� =.: ' developed an environmental protection plan our excavator,a site was located where the Category required �' 11-' • �, ¢ during preconstruction that addressed how 2 and 3 materials were utilized as subbase for we planned to deal with the ground water roadwork,an EPA permitted use. . ' that would need to be removed from the site. City of Tigard•Police and Public Works Facility•CMGC 2 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.3.A.2. Documents Coordination & Review 4.3.A.3 Cost Validation and Tracking RESPONSIBILITY Constructability Reviews are an integral component of RESPONSIBILITY Cost Certainty our Preconstruction toolkit and an area where Justice Establishing the correct target values for the initial cost model is » Preconstruction and Civil SME Dan Ferguson's value shines.These » Preconstruction critical to the estimating process.They become the baseline for the Director review are just one of the ways we can reduce the Director design team to work towards,and thus it is imperative that they are » Senior Project number of RFIs during construction. » Senior Project both accurate as well as realistic in today's marketplace.We validate Manager Manager our estimated costs with a combination of the followingmethods: » Subject Matter Reviews consider a variety of factors including site » Estimators Expert constraints, material availability, local codes and » Utilization of our extensive database of historical cost records and » BIM/VDC Manager regulations,environmental factors, and building DELIVERABLES parametric data for completed projects. design elements that may be costly,cause weather » Current project buyout analysis for key trades. DELIVERABLES tightness issues, or impact future operations/ » Target Value » Confirmation of pricing with Subcontractors and Suppliers. maintenance. Steps include: Estimate Cost Consultants » Design Coordination » Milestone Cost » Early BIM clash detection. HSW has a strong relationship with the firms that provide second- Log utilizing Estimates >> Document reviews focused on inconsistencies party estimating services.We recognize the value they bring to the SmartSheet or » Budget Revision between Civil, Landscape, Structural,Architectural, project from the Owner's perspective.To ensure a smooth reconciliation similar tool for both Tracking(BRT) and MEP plans and specifications. process,we have found the following actions are essential: coordination and Log » Identifying missing information such as section constructability » Supply Chain » Agreement on estimating format and organization. views, dimensions, or notes. issues Monitoring & » Sharing of GC negotiated cost items(GCs,taxes,fee, bonds,and » Engaging a third-party envelope specialist to » OFCl/OF01 budget evaluate all building enclosure materials and details Tracking insurance)that the second-party estimator may not be party to. cross check via for potential thermal and/or moisture issues. » Alignment on appropriate escalation and contingency factors. Inclusions and » Evaluating and mitigating safety risks during ACTIONS >> Define what the outcome from the reconciliation looks like beforehand. Exclusion portion of construction and building operation to enhance Price Volatility Estimate Narratives safety throughout the building's lifecycle. Design Team The construction industry continues to be in a period of uncertainty >> Revisit thegeotechnical report and preliminary » Review cost data ACTIONS p and align design resulting from supply chain challenges, labor shortages,and the MEP design documents to confirm the most cost- „ Provide design unknown impact of new tariffs.These uncertain times can create effective design solutions for foundations and utility unreasonably conservative estimates. Our in-depth and detailed supply HSW redundancies re uired for this essential services options for HSW » Confirm issue q to produce Cost chains insight tool allows our teams to provide accurate and up-to-date resolution in facility have been selected. Studies cost and lead-time information to the City, Otak, and SEA, keeping the subsequent design We utilize our Design Coordination Log for tracking. In f = team aware of current trends through real-time decision making tools. iterations addition to identifying potential design coordination or Component Area Unit Cost Total Office&Underground Parking 110,000 sf $ 497.45 $ 54,719,618 constructability issues,we provide a solution,outline HSW recently completed a Warehouse 33,000sf $ 277.58 $ 9,160,042 Design Team preliminarycost model for Otak to Fleet Maintenance 6,300 sf $ 400.00 $ 2,520,000 the action required,assign a responsible party,and Wash Bay 2,600sf $ 600.00 $ 1,560,000 » Review and support the overall project budryryet Fueling 1,400 sf $ 725.00 $ 1,015,000 note the status of each item until closure. 7 Other Covered Areas 12,000 sf $ 200.00 $ 2,400,000 incorporate development. It was created in a 5itework 414,256 sf $ 22.31 $ 9,243,466 Subtotal $ 80,618,126 feedback from Clash Detection — - ,r; vacuum but would serve as a great Estimating Contingency 10.00% $ 8,061,813 HSW into design ♦ij Construction Contingency 5.00% $ 4,433,997 starting point for budget discussions Subtotal $ 93,113,936 ,�� Solar 1.50% $ 1,396,709 documents --- - with the project team. � Escalation to Mid 2026 7.00% $ 6,615,745 I * 1 ' \ l, Total $ 99,729,681 City of Tigard•Police and Public Works Facility•CMGC Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.3.A.4 Constructability Analysis 4.3.A.5 Value Engineering RESPONSIBILITY Rigorous constructability analysis mitigates cost and time RESPONSIBILITY Value engineering(VE) is not scope reduction.While impacts, reduces future REIs, informs quality and feasibility some projects require scope reduction to meet budget » Preconstruction of design,and ensures the facility can be safely constructed. » Preconstruction constraints,this should never be confused with a true Director Director value engineering effort. Scope reduction should be the » Estimators Each milestone set of drawings will be closely examined » Estimators last resort. » Senior Project for constructability concerns and tracked using our Design » Senior Project Manager Coordination Log.We will actively take part in design Manager Our VE efforts will be comprised of the following: » Superintendent meetings and will request focused meetings for components » Subject Matter >> Brainstorming sessions with the project team to » Safety Manager such as the building enclosure. Specific actions that we will Expert generate a list of potential VE ideas.There is no such » Subject Matter take during preconstruction include: thing as a bad idea in these sessions; often the best Expert „ Leverage BIM tools to create detailed 3D models which DELIVERABLES VE ideas are the result of what initially may seem like will allow real-time collaboration and problem-solving. » Value Engineering an out-of-the-box idea. DELIVERABLES „ Review system interfaces. tracking via our >> Cost Studies to aid in the evaluation of different » Coordination » Review tolerances and industry standards for proposed Budget Revision options being considered by the design team. Tracking materials. Tracking(BRT) >> Collaboration in real time on any number of design Log utilizing >> Encourage the incorporation of safety considerations for Log decisions from layouts and elevations to renderings SmartSheet the final product(parapet heights, roof access, etc.) » Cost Studies and material selections via SEA's virtual whiteboard or similar » Advise the design team of any concerns we have regarding evaluating two platform(e.g., Miro.) tool for both design elements that might be difficult to implement or more design >> Assistance with Life cycle cost studies. coordination and utilizing safe work practices. options » VE tracking utilizing our Budget Revision Tracking constructability (BRT)Log. issues ACTIONS It takes the whole team to successfully accomplish VE, Mass Timber Expertise and as part of your team we can provide innovative, ACTIONS HSW has constructed numerous mass timber projects.We HSW creative solutions and alternates to achieve your vision understand the unique challenges associated with this type » Work session for this project. HSW of building which include the structural connections,weather with SEA, Otak, » Confirm issue and the City $52M Initial protection, and MEP interface. $5OM resolution in to review and Programming Budget subsequent HSW and Balfour approve options $45M $o9 dfollowi�9s design iterations Beatty Mass Timber $40M our project Team maintained IN THE Design Team alignment/goals budget between Project Locations g meeting SD&GMPtimeljne Design Team NORTHWEST » Work session $35M • Review and with HSW, Otak, Target Budget incorporate iM $3OM ___L and Owner to GMP •feedback from review and $s5M TVD Budget Estimate HSW into design sf of timber s approve options $2OM was set buildings documents built or in Concept Budget Schematic Design Design Development Construction Documents preconstruction VE helps meet target budget for the Salem Civic Center City of Tigard•Police and Public Works Facility•CMGC 4 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.3.A.6 Schedule and Long-Lead Procurement 4.3.A.7 Phasing and Sequencing of Work RESPONSIBILITY We treat schedules as dynamic roadmaps, utilizing RESPONSIBILITY Our approach to phasing and sequencing is guided by our development schedules during preconstruction to address commitment to safety, efficiency, and minimizing disruption » Preconstruction design, permitting, and long-lead procurement needs,and » Preconstruction to neighboring properties.Through careful planning and Director detailed CPM schedules during construction to coordinate Director coordination of each construction phase,we ensure smooth » Estimators daily trade activities. » Senior Project project progression while maintaining site access and » Senior Project Manager operational continuity. Manager While lead times are stabilizing overall,we are still » Superintendent » Project Manager encountering longer procurement times for certain key items. It is essential that our subcontractors understand this » Subject Matter For your project, our team will focus on HVAC Equipment, DELIVERABLES approach when preparing their pricing,which is why our Bid Expert Electrical Gear, Switchboards,and the Emergency Generator. „ Phasing and Packages include comprehensive Phasing and Sequencing To mitigate this challenge,we would recommend early Plans alongside the overall Project Schedule. Due to their Sequencing DELIVERABLES onboarding of MEP subcontractors using a best value or visual nature,these plans are also an effective tool for Plans.These will » Master Schedule similar approach. Proactively managing risks associated with be incorporated communicating with neighboring properties and end users, material delays through early vendor engagement, real-time helping them understand what to expect throughout the that combines into all Bid SEA development tracking, early work amendments, and collaborative planning Packages so that construction process. ensures that your project remains on schedule. schedule and bidders have a HSW construction clear picture of Emergency Operation Center(EOC)and schedule and that • • CASE STUDY LONG-LEAD ITEMS not just their Dispatch Transition also identifies scope, but how An important element of phasing and sequencing for ,ir � L I l I long-lead bid r T / we intend to build this project will be the creation of the new EOC and package timelines _ the project Dispatch and the transition from old to new. In order -, to ensure successful delivery of these new state- IACTIONS ' ` �! l� w • _� M �� ACTIONS of-the-art facilities, a detailed understanding of the - �1 t � tarns;-- technology and equipment is necessary for the team HSW Design Team to develop an early phasing and sequencing plan. » Ensure that Division 16(Electrical) lead times continue to be a » Evaluate with challenge. HSW is currentlyworkingin conjunction SEA clearly gregard to _ Temp Transformer Skid lilp understands what with Scott Edwards Architecture on a multi-year multi design intentGraf HSW needs for phase$50M renovation to Portland's historic Veterans and permitting .° Parking_ Memorial Coliseum.We were selected for this project `' ` .,ham — Craft Offices early bid package constraints S Building Foolprnt in 2023 and immediately started the procurement ` Locairanaformer NM Truck Wash Local on drawing releases �n —Temp Fence process for the Switchgear, Panels,and Generators,all Temp Transformer Skid —Temp Gate UG Temp Electrical Pathway • - (]Craft Parking Design Team with lead times of 18-24 months. Despite some late ... I I Lay Down Area • Provides specific comments from PP&L, our team has managed to keep Salem Public Works O Visitor Parking pg A Shade Stations Emergency Access Gate B. gum design packages our spot in the production lines and thus avoided a Operations Center Address is152022nd St BE Salem,OR 97302. I 'p 1; , - D ry's • G t A for early potentially serious schedule slip. Pictured here is one Logistics Plan:the _ SC robust project logistics - Gag Local on ^,r, procurement of the generators which was delivered to the site just p 1 g� i _ rrrl r ooaT„ purposes last month. included four phases EmergencyAcess �►,r, ,o,ncr,.,e ego s �os.s ema��oz, �^ Gate C City of Tigard•Police and Public Works Facility•CMGC 5 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.3.A.8 Site Logistics Planning RESPONSIBILITY We believe that every project—regardless of size or scope—requires a comprehensive and well-considered logistics plan. » Superintendent This is essential not only to ensure the safety of our employees and subcontractors, but also to drive overall project efficiency. Site logistics plans are a » Senior Project key tool for communicating the construction approach to all stakeholders, including potential subcontractors and suppliers.These plans are utilized to Manager communicate the work plan in many ways including: » BIM/VDC Manager » Coordination with building officials and local emergency departments » Coordination of delivery routes and equipment movement zones >> Public and community protection measures » Controlled Access Zones(CAZ's) DELIVERABLES >> Coordination with local utility and service providers » Site Signage and orientation information » Site Assessment Our logistics plans are maintained and adjusted throughout the life of the project as work activities evolve. including Tigard Police and Public Works Facility Logistics traffic analysis, pedestrain Our BIM/VDC team, in conjunction with Senior Superintendent Bob Mathisen and Project Superintendent Matt Curtis,will work to assess not only movements,and the best logistics for construction, but also the impacts on the neighbors and community. Our team will model the site and run 3D virtual simulations adjacent property with traffic patterns and onsite equipment to ensure that our logistics are both efficient for construction as well as the least intrusive to the owners surrounding community. • Site Logistics Plan _ d -T. which outlines the proposed — — — y strategies for • ' L, — — — _ - = � � managing on •' _ _"_�_ site operations while also i! = addressing the i 5. constraints and • risks identified — - - during the Site , Assessment pillti‘ - , _ _ ACTI!:;t / , - , City of Tigard•Police and Public Works Facility•CMGC Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.3.A.9 Subcontractor and Procurement Planning RESPONSIBILITY Successful procurement ensures that a strong, locally-prioritized team is City of Tigard Subcontractors assembled,that long-lead items are identified and successfully secured,and Subcontractor Scope » Preconstruction effective strategies to curb cost escalation are developed. Anderson Door&Window Mechanics, Inc. Openings Director Anderson Mechanical HVAC » Estimators Concurrently with the development of the Target Value Design estimate,we Apollo Mechanical Plumbing&HVAC » Senior Project will prepare a draft procurement matrix linked to the estimate that identifies all Cache Valley Electric Company _Low Voltage Manager potential bid packages and associated values. Using this data we will create Charter Mechanical Plumbing&HVAC • Project Manager our Subcontractor Utilization Plan(SUP),taking into consideration the following: Climate Control HVAC Cochran,Inc. Electrical&Low Voltage DELIVERABLES » Have we done our homework to match project opportunities to local Delta Fire,Inc. Fire Protection businesses that are ready,willing,and able to work on the project? Eagle Elsner,Inc. Asphalt Paving » Custom >> Have we broken up work scopes into economically feasible units that can Engineered Products Overhead Doors Procurement Plan. be bid and performed effectively by local businesses and do not create an Foughtred Shearer Ce &Sons,Inc. Steelrw Fabrication Fred & Inc. Drywall » Project Specific unacceptable burden on the project? Gregory Law Landscape Landscaping Outreach Plan for » Are there any preconstruction opportunities available for local business? IES Commercial,Inc. Electrical local and COBID >> Which HSW mobilization items can be purchased from local businesses? Interior Specialist Inc Tiling businesses Interstate Roofing Roofing • Project Open A project-specific outreach plan is essential for engaging subcontractors and Knez Insulation Company,LLC Insulation Houses suppliers.A key element is a communication schedule—covering meetings, Lindquist Glass Aluminum&Glass info sessions,job walks,and bid dates—to be shared early with the City and Matheus Lumber Company Inc. Window Suppliers ACTIONS Otak and posted on-line. Releasing this calendar early allows us to condition Meyer Architectural Signs&Graphics Signage the market by generating interest and providing ample notice of bid package Northwest Electrical Solutions Electrical HSW timelines. Otis Elevator Elevators Pacific Wallboard Drywall • Work with the City P• roposed Project Pacific Window Tinting,Inc. Window Film of Tigard to raise - F. �r Paulsons Floor Coverings Carpet&Resilient awareness of the r , u dr M• anager Megan Cook - awareness ��,,; = , Pioneer Waterproofing Company,Inc. Caulking&Waterproofing project with local ��- Eichelberger presents at REFA Erection,Inc. Steel Erection subcontractors 1 , _ a PBDJ outreach event. Sharp&Associates Inc. Site Concrete and suppliers Snyder Roofing of Oregon,LLC Built-Up&Membrane Roofing_ Local Opportunities Stevenson&Associates,Inc. Landscaping We recognize the importance of engaging local subcontractors and suppliers Stonhard,Division of Stoncor Group,Inc. Epoxy Flooring Design Team for this project. Our vendor database includes over 40 firms based within the Titan Electric,Inc. Electrical » Provide meeting City of Tigard that provide the scopes of work that will be utilized for this W.H.Cress Company,Inc. Building Specialties space at City Weddle Surveying Surveying project. Nearly half of these firms have successfully partnered with HSW on West Coast Coatings Painting Hall or Library for o 9 outreach events past projects. On the recently completed Salem Public Works project,65% Western Partitons Drywall of contracted work went to local contractors in Marion, Polk, Linn,and Westlake Consultants Surveying Benton Counties, including 12% of subcontracted work completed by certified Whitaker/Ellis Builders Cast-In-Place Concrete minority or women-owned businesses. Our track record demonstrates to the Willamette Electrical Inc. Electrical marketplace that we are genuinely committed to local participation when your Wyatt Fire Protection, Inc. Fire Protection project goes out for subcontractor bidding. Bolded firms have worked with HSW in the past City of Tigard•Police and Public Works Facility•CMGC 7 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.3.A.10 Cost Estimating RESPONSIBILITY Making smart,thoughtful use of the project budget not only Iterative Process helps the work stay on track, but also shows the public TVD is an iterative process, meaning that the design is continuously refined and » Preconstruction that the City and project team are being responsible with adjusted based on feedback and analysis.We utilize our BRT Log to provide constant Director taxpayer dollars.When funds are allocated effectively, collaborative estimating services to assist in these decisions.This is a value engineering » Estimators it builds trust and reinforces the team's commitment to tool that allows the team to make informed decisions throughout the project lifecycle, » Senior Project delivering value and transparency. ensuring that the final design meets the established targets. Manager » Subject Matter We use the Target Value Design(TVD)process to align Risk Management Expert design with budget goals while maximizing value. Unlike Throughout the process, risk management is a key consideration.This involves traditional methods that estimate costs after design,TVD identifying potential risks to the project's success and developing strategies to mitigate DELIVERABLES sets target costs for each system early in the project and them. By proactively addressing risks,the team can minimize the likelihood of cost » Milestone Cost tracks them throughout preconstruction and design. Here's overruns or delays. how the early phases of TVD would work in the context of Estimates the Tigard Police and Public Works Facility project: • Estimate Continuous Communication Narratives with » Collaborative Definition of Value:The first step of the Effective communication is essential in TVD to keep all stakeholders informed and all clarifications, TVD process will be a collaborative effort between the engaged throughout the process. Regular meetings and updates ensure that everyone is assumptions,and City of Tigard, Otak, stakeholder groups, SEA,and HSW to on the same page and can provide input as needed. exclusions clearly define what"value" means for the project.This involves spelled out understanding the City's goals, stakeholder requirements, • Variance Reports and project constraints, all of which are crucial for * ' CASE STUDY CREATIVE IDEAS AT VANCOUVER LIBRARY tracking changes aligning the design with the project budget. from prior estimate Vancouver Community Library I This new 90,000 sf, LEED Gold library—a 4-story » Setting Targets: Once value is defined, specific targets building above-grade and one level below-grade—was delivered via CM/GC. ACTIONS are established for the project.These targets typically include cost,schedule, and performance metrics. For Our initial estimates for this project were example, mass timber may meet the schedule and more than $5,000,000 above the funding Design Team performance metrics, but not the cost metric and thus cap prescribed by the voter-approved bond » Review and comment with require reduced targets in other areas of the design. measure.We suggested a different stacking option that reduced the overall gross square particular emphasis » Value Analysis and Optimization:With targets in o on the Estimate place,the project team conducts value analysis to identify footage by less than 10/o but reduced costs by Narratives at the opportunities for optimizing the design to maximize value - = nearly 20%.Most importantly,these revisions SD and DD stages within the budget.This may involve evaluating different to the layout minimally affected the public's of design where design options, materials, and construction methods to overall user experience. We are out of the - Trim -• box thinkers and are not afraid to propose assumptions are achieve the desired outcomes cost-effectively. R - ; often needed iI ik , -_ options,as different as they may initially Target Value Design doesn't stop once the targets are __ - seem. We encourage all team members to to develop the — estimate established, and programming is complete.TVD continues - ____-__ - _ adopt this mindset during preconstruction. throughout the entire Preconstruction and Construction �_______ process. City of Tigard•Police and Public Works Facility•CMGC 8 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal Preconstruction Services Examples TVD In Action at Lake Oswego Police Station & City Hall Lake Oswego's new Police Station and City Hall replaced an obsolete 1980s facility that suffered from a myriad of deficiencies, most notably being undersized, equipped with 50M 0 We believe an antiquated HVAC system, plagued with a leaky facade, and lacking secure parking. this project 45M The new building was built immediately adjacent to the old structure.After turnover and occupancy,the old facility was demolished and replaced with a public plaza. 40M epitomizes our commitment to When HSW joined the project team, a significant budget gap was evident.Working the TVD process closely with the designer(Mackenzie),the City,and owner representative(Otak),we 35M © and the level of studied a dozen different design concepts before arriving at a solution.Approximately © 0 © effort you can $20M was saved with minimal reduction to the program area and the loss 30M ,�• expect from of only a few parking spaces.The cost model for the approved concept was then HSW during utilized as the baseline for design bythe A/E team.Their work was continuously25M y Schematic SD—Revised SD—Revised 50%Design 100%Design 50% 100%CDs preconstruction. Design Concept Concept Rev 1 Development Development Construction IGMPI monitored for alignment with the TVD cost model and the team was notified of any cost Does(CDsl deviations. © " 0 iL ,.II © III ai uGl�ll llulll L. IIIIII1111111 �� :� ,.x Ii11 $I1I r ■������� �,I ,� ;Mill 'III_mow Jaini I.loins. -1, „„ , -7-....."Walli ,,, _ 11111 Schematic Design (original) Massing Study Schematic Design Design Development The Final Design The project was initially Our estimate for the original Our estimate for the preferred HSW constantly monitored the There was a small uptick from envisioned as a half block design concept was-$20M over option was still-10% over the design to ensure that the budget DD to GMP primarily due to structure constructed in two the available budget.The phased available budget. HSW utilized was not being jeopardized. Owner scope adds for offsite separate phases which would construction and inefficient layout the TVD process to refine the In addition to using our BRT utility improvements. Funding allow the City and Police to were the primary cost drivers. design and cost model,giving tracking system to keep the team from other agencies did not stay in their current location We explored a dozen different particular attention to the exterior apprised of the currents costs, materialize as the Owner had while the first phase was being concepts with the design team façade and HVAC system designs. we developed two additional anticipated.These costs had constructed. Costs for this ranging from rehabbing the The façade needed to have the "bottoms up" estimates to ensure previously been carried below concept were not confirmed prior existing City Hall to assorted appropriate gravitas yet meet the that we were not experiencing the line.We were able to hold to HSW joining the project team. massing concepts.A quarter City's design standards while the any scope/budget creep. the line on all other estimated block solution was ultimately HVAC system needed to be help costs as we transitioned from selected as the most viable us achieve LEED Gold while still estimates to actual subcontractor option. being budget friendly. bids. City of Tigard•Police and Public Works Facility•CMGC 9 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal Preconstruction Services Examples Managing Costs While Delivering High-Quality Design: Multnomah County Chapter 3 Libraries Multnomah County's library upgrades, including the historic Belmont Library, required balancing budget constraints with modern, sustainable improvements. HSW joined at the Schematic Design phase, recognizing budget risks due to market escalation and supply chain challenges.Through cost studies, material evaluations, and bid alternates,we provided real-time cost and schedule insights, enabling informed design decisions to maintain the target budget. Exterior Skin Evaluation Building Size Evaluation SF Reduction MOMona!Cub: The original design specified a custom glass fiber reinforced concrete panel The initial design •`°'Y"'"" .GG[Goois Play • Green Roof manufactured in Europe, posing cost and schedule risks due to escalating exceeded the budget material and shipping costs. HSW worked with the design team to explore by approximately$3M. alternatives that met design and energy performance goals. Ultimately, a HSW collaborated with Upper Level combination of locally sourced precast and metal panels was selected, ensuring a the design team to refine cost-effective, high-quality solution with reduced supply chain risks. the footprint, reorganize the loading area, and —4734 improve efficiency. r. .I. Three design options Ground Level '�__' were evaluated,and `` the final plan balanced _-- • maximizing patron 0441 . 1 1 4 RUTS 1 space while optimizing :�� �;� °"•°�""" . 1 _ / back-of-house areas for _ f .i: ,� LMNG POOY I CHNDRENS I functionality and cost �. r `" ♦ COLLECTIONS J'- �'m ENTRY �"6 s.mc .+oc savings. - II -r • — IMLimir*4111e1W40 Structure Evaluation • -4\. Mass timber was a key design element. HSW conducted a cost study comparing concrete, steel, and mass timber, allowing stakeholders to make informed choices. ■ ■ While concrete and steel were more cost effective, the client prioritized mass timber and the team work ii'�ti' rr mi,m, itill -� wyi' collaboratively to reallocate funds from enclosure 1p R r -T-Trme materials and custom woodwork to maintain this i ' �� feature. City of Tigard•Police and Public Works Facility•CMGC 10 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.3.B. Key Issues, Potential Constraints & Plan to Address Issues Our team is aware of the unique challenges and complexities this project entails and held in-depth sessions to review and plan accordingly,as noted in section 4.6.C. Effective design coordination,construction sequencing, and overall management will require proactive planning, strong communication, and close collaboration with all stakeholders to mitigate potential constraints and risks. Key Issues Threats/Constraints Mitigation/Solution Outcome » Community outreach, education,and engagement to Ensuring the community has a high level of Passing the Bond • Loss or lack of community support. inspire confidence and enthusiasm around the project. understanding,appreciation, and confidence » Unmet or insufficient fundraising goals. » Support the Building a Better Tigard campaign both in the project and their budget dollars will be financially and through hands-on involvement. spent with fiscal responsibility. » Clear and consistent communication both internally Successful use/allocation of the budget dollars » Design and programming "needs vs wants." with the project team and externally with project Maintaining the >, Late or delayed subcontractor engagement. stakeholders. positively impacts the public perception and Project Budget >> Insufficient preconstruction engagement. >> Implement SmartStart®for values alignment and to fiscal responsibility of the City as well as the guide budget-conscious decisions. project team. Successful implementation of a collaborative » Lack of user group engagement and/or delivery project method ensures that all • Early stakeholder and user group engagement programming misalignment. team players are engaged in the design and » Accurate, responsive,and informed preconstruction Programming/ >> Inaccurate cost estimating/modeling. and estimating support. preconstruction process.This will ensure the Design Selections >> Key subcontractor engagement. >> Early key subcontractor engagement. design meets the user programing needs,and >> Late design=late permitting=late >> Proactive and detailed constructability reviews. meet schedule milestones for permitting and construction start. construction are met,while also adhering to the budget. » Continuous, responsive, supportive,and informed Well executed constructability reviews during » Increased construction RFIs, increasing both constructability reviews during preconstruction. preconstruction not only mitigates and reduces Constructability& cost and time impacts. >> Utilizing design/constructability tracking logs to the number of RFIs and design changes during Design » Late design changes impacting schedule. ensure closure of each item. construction, mitigating potential time and cost » Subcontractor disengagement. » Utilization of key subcontractors for their expertise impacts, but also promotes and ensures quality and knowledge on specific systems. control and feasibility of the design. >> Current global economic/political >> Local material selection when possible. Successful procurement management ensures » Early key trade partner engagement. long-lead items are prioritized and secured, Procurement uncertainty. >> Early material ordering and offsite manufacturing. giving the project schedule confidence while >> Tariff and cost escalation. > Early design prioritization of long lead materials. ensuring budget certainty and adherence. City of Tigard•Police and Public Works Facility•CMGC 11 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.3.C. Work Sequencing & Phasing Air_ I I r ' ' j I • • I I » Installation of A9 4 v .1. Temp.Pedestrian Crossing for I I I I temporary crosswalks r ,+ 'r u, Potso Dog Park i •, ,�F ; .. Pedestrian walk to remain open except at and signage to Implement Stormwater Controls . critical construction points or actvities \ L =C_— \b ensure the safety of :--� --- 0 O = _ =_- , pedestrians and public - - - - -- - 0 navigating around it Trucks to enter from the NW the site and across _ I OFF B;DG entrance and exit at the SE La down/Parkin For PWA 2 FRCEs Office Construction I ss,000sF zI ' our construction entrances. ——— �5 I T y� I `-iuubk ' u mid)I I I I rW AD wr, F E I �— I r � (SALLY PORT+POF�EEreELow Alt.Office/Craft Parking location ME�AORaEas IlllllllllllllllllllllIIl (Further Investigation Required) » Implement /��� - stormwater runoff _ e - I -_ _ , and pollution controls 1 FLEET - PW• J`t•/. „ MAINTENANCE WOUSE =FLEET PARKING I systems. 6�OO SF SF J/J J ` _ I » Install construction J f1/ ti 1 I 1 1 I 1 1 � l i Craft Parking 11191I[ or> ailers haul roads. 1 Legend: ', '' s • ° -- . -- - -Haul Road » Grading and -•� .. nor ' Construction Haul Road '� + I Temp/Permanent Construction Fencing O Construction Entrance excavation will start •s • f. .It . 1. . ,, at the southwest - Temp.Pedestrian I.. 11 p. Crossing corner and move s I O Construction/ north to establish our ,fir0/1. ILI Neighborhood Signage 1` ', - Q Community Notification laydown,trailer yard + `l' Board and get the critical •+ �r' Q Sequence of Work path foundations of 1. / .� the office building going. Remaining site Tigard Police and Public Works © Following the completion of the West side site work, our team will work to balance the Facility Logistics Plan transition and mobilize to focus on the start of the warehouse and site required by the fleet maintenance buildings. cut an fill analysis. OExcavation will start along the West side of the site O The ancillary buildings will be the last of the structures onsite » Installation of to allow for the office construction to start. Site and will run concurrently with the completion of the office and permanent security clearing and excavation will continue to the East. warehouse structure. and/or site fencing and security cameras O Our plan is to get the office building construction O While we are completing the interiors of the office and warehouse, to ensure we secure started as quickly as possible as this will be the we will transition early in 2028 to work our way out of the site with the site early. critical path of the project. grading, paving, and landscaping for a clean turnover. City of Tigard•Police and Public Works Facility•CMGC 12 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.3.D. Approach to Managing Fast Track Projects CASE STUDY COLLABORATION ON FAST-TRACK PROJECT Driving Results Through Strategic Planning, Accountability, and Proven Execution Our integrated team approach on the fast-track Edith Green-Wendell At HSW, our track record of success is built upon disciplined planning, real-time project Wyatt(EGWW)project pioneered the framework for collaborative management,and a proactive approach to identifying and resolving challenges.These project delivery.The team's integrated approach included co-location—a Big principles allow us to consistently deliver complex projects on schedule—even when Room for structured and non-structured meetings—and Building Information navigating tight timelines or evolving project needs. For the Tigard Police and Public Modeling that supported enhanced coordination between HSW and the Works Facility,we bring the same unwavering commitment to help the City and designers and QA/QC, leading to reduced RFIs. Otak achieve a timely,efficient,and high-quality project delivery. Collaborative Planning from Day One „„„,� i .e From project kickoff,we will engage collaboratively with the City of Tigard,Tigard Police, - igh rl8v1 ;Woo e Tigard Public Works, Otak,and SEA to align on priorities and establish a roadmap tailored EST. SAVINGS: , to the project's evolving design, scope, budget, and schedule. Our ability to strategically $940,000 '' , 44,000 HRS IN 15 MONTHS phase and sequence work—particularly in complex, multi stakeholder environments—is �'`We 53,000 HRS IN 24 MONTHS a core strength that enables us to meet critical turnover dates without compromising +~- quality. LL ----___ LL W We recognize the importance of meeting the City's June 2028 occupancy o milestone and securing long-term operational and financial success.To support this TIME - goal,we will implement a series of targeted strategies designed to enhance schedule reliability while maintaining the highest standards for safety, constructability,and team Design Schedule Reduction Co-located Team coordination: • Integrated Procurement Tracking in the CPM Schedule:We will actively _2 R. ., NI ouii,°° 12.6 � o,up $ Im niu, monitor and update procurement statuses within the master CPM schedule to ensure 1 — 42 ' ' 500005E t;°= 500005E all materials and equipment are available when needed.This transparent approach It _ BUILDING !q = BUILDING p P p n o 2.9 359 4.2 629 enhances construction readiness and promotes accountability across the project team. - _ 211 I 8 322 l » Offsite Manufacturing to Accelerate Delivery: In collaboration with SEA and Otak, = 146,,.°_°„ — 2G6 421-, we will engage key trade partners early in the design process to evaluate opportunities Reduction in Design Time Reduction in Construction Time for offsite fabrication.This strategy can significantly reduce onsite construction time, improve quality control,and enhance jobsite safety. 5.6 • Material and Equipment Warehousing:To mitigate supply chain disruptions,we 4.2 'Jt will secure critical materials early and warehouse them locally.This ensures that long- s_ �� 0000 BUILDING i 50,000 SF/ET5 million 50 000 Si BuuGINc lead and critical path items remain on schedule, preventing potential delays due to i` i 216 e n 521 procurement bottlenecks. ! 150 j F9 It 7T 109..1 )0 £ 197 0 » Local and Domestic Material Sourcing: In coordination with SEA,we will prioritize a,N the use of local and domestic materials wherever feasible. This approach helps reduce Reduction in RFIs Reduction in Change Orders lead times,control costs, and minimize risks associated with international sourcing. City of Tigard•Police and Public Works Facility•CMGC 13 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.3.E. Open and Productive Communication Our plan to establish and maintain strong relationships and foster BUILDING A BETTER T I G A R D open, productive communication with the City of Tigard, Otak, SEA, " and the public centers on transparency,collaboration,and inclusivity— I principles that align closely with the Building a Better Tigard program. Giving back to the communities in which we build. 2-6539 '.,� 1-... 4_=_J —1 1iR. " :7:Q. We recognize that effective community engagement is critical to the success of any public 1-,°- Et . ®'-'� =_' • _ , ,, y; _ project. It builds trust,fosters mutual understanding, minimizes conflicts, and ensures the 1`•i 1«. t' 'r v -_ F .. a IA,project truly reflects the needs and values of the community it serves. r--ef..,,,y _' *- k‘ t>t: •,,,, Recognizing that the program's focus on safety,operational efficiency,cost savings, We are proud to support the City of Tigard's bond measure for the Police and Public community engagement,and sustainable growth depends on strong stakeholder Works Facility. Our team is committed to contributing to both the pre-election alignment,we will: advocacy and post-approval community engagement. » Engage early and often with the City, Otak, SEA,and community members through Phase 1: Pre-Bond(Now—March 2026) Phase 2: Post-Bond(May 2026+) clear,consistent, and timely communication channels to ensure all parties are informed » Collaborate with the City, Otak,and SEA >> Launch and maintain a public-facing and involved throughout the project lifecycle. on outreach strategy project website » Support Local and Diverse Community Engagement Program(CEP)by actively » Support subcontractor engagement and >> Provide regular updates and visual encouraging participation from local and diverse businesses to foster equitable community fundraising efforts progress reports economic opportunities within Tigard. » Support existing call center operations and » Host community events and » Implement targeted outreach to underrepresented populations, ensuring inclusive public 0.&A milestone celebrations » Assist with phone banking and canvassing » Coordinate ongoing stakeholder and access to project information and opportunities to provide feedback. efforts public communications >> Facilitate interactive workshops and milestone meetings to create forums where » Support the distribution of fliers, mailers, , residents and stakeholders can share input, askquestions, and helpshape project " "` p p and signage - outcomes, reinforcing transparency and community ownership. » Contribute to digital content and social - •�' 4 • s r >> Provide ongoing,transparent updates about current and upcoming construction media outreach • m.a _1 » Share successful bond campaign exam examples ' activities using a variety of tools including newsletters, public notices,digital platforms, p and direct neighbor engagement while prioritizing communication with those most from projects we've managed ) impacted by construction to minimize disruptions and address concerns proactively. » Coordinate closely with the City, Otak,and SEA to align messaging, streamline Organizations We Support Include: communication efforts,and maintain responsiveness, ensuring operational efficiency ACE Mentor Program•American Association for Cancer Research•American Foundation for Suicide Prevention American Heart Association•Cascade Mountain Search and Rescue•Catalyst Northwest•Columbia Basin Dive/Rescue and unified stakeholder management. Constructing Hope•Construction Safety Summit •CREW Seattle•Design Build Institute of America•Fences for Fido•Friends of Trees Habitat For Humanity•Hispanic Metropolitan Chamber•Meals on Wheels•National Association for Industrial and Office Parks Byembeddingthese communication and engagement throughout the project, National Association of Minority Contractors•National Alliance on Mental Illness•National Association of Women in Construction practicesg p 1 Oregon Association of Minority Entrepreneurs•Oregon Humane Society•Oregon Tradeswomen•Oregon Society for Healthcare Engineers we will not only support the successful delivery of the Building a Better Tigard program's OSU ASC Reno Competition•PBDG—Professional Business Development Group•Pearl District Neighborhood Association Portland Workforce Alliance(PWA),Youth Career Fair•Portland YouthBuild•PWA(Portland Workforce Alliance)•Rafael House goals—creating a safe, modern, resilient,and efficient public facility—but also build Rose Haven Day Shelter&Community Center•Safebuild Alliance•Salem Capital Connections•Salem Contractor Exchange trust and partnerships within the communitythat underpin sustainablegrowth and long- Southeastern Washington Search&Rescue•St Jude •Suicide Prevention-Lines for Life/QPR/AFSP•Trout Unlimited p p p Umatilla and Hermiston Fire Departments •Umatilla and Hermiston Police Departments term benefits for Tigard's residents. City of Tigard•Police and Public Works Facility•CMGC 14 Howard S.Wright,a Balfour Beatty company 4 . 111 - _ -- ..... - "moliftimmonimmomr_ . I, 1 i *. 4. • _ -_ .04 1 _ "I IR ri - -' II 4, , _ ,...___ Proposed Personnel & Project Organization 1 _ ! lila:: P ll - , . . , 1 • . lit' . i• A, , , ... /4 . - . . 4. t t w Arl. -- III IIIMAI 41111 "e• IA \ - P i r ' j, r,•, .111111- .- - • • .1 ...% 't."- '›ii '''446" -'''- • - •. --Al 1, ,_ MI laili MU 41111111111111U1 , illa P 11111 1 P • - . .. 411-e---- --- -._,... -...:.-..alianizzi.......... -4......._ -- - - --------- _------ _._ Salem Public Works Operations Center 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.4.A. Project Organization Chart 4.4.B. Team Time & Work Locations Our team is excited about the opportunity to partner with the City of Tigard, Otak,and SEA to The following organization chart key indicates each team member's time deliver a facility that reflects the community's needs.This team has been hand-picked for their commitment and work location for the project. experience with similar police, public works, ground-up, and CM/GC projects, particularly on large sites where requiring careful phasing and sequencing are necessary. Time Commitment Work Location Preconstruction Construction •Offsite •Onsite •Hybrid Duties and responsibilities for key team members are included in the chart on the m following page. •Todd and/or Megan will be co-located with SEA during design and preconstruction. e � CITY OFPolice DepartmentTi g a rd Public Works Otak _ 1.4 Scott Edwards ill :1•1 Architecture •Ryan McGrew 20% SUBJECT MATTER EXPERT Principal-in-Charge 20% Company executive with responsibility for the •Travis Reed 50% •Dan Ferguson 15% project and the authority to bind the company Project Executive 40°/o Director of Justice&Civic 10% PRECONSTRUCTION PROJECT MANAGEMENT FIELD&SUPPORT TEAM •Bill Jensen 40% •Todd Smith© 20% •Bob Mathisen 20% Preconstruction Director 0% Senior Project Manager 100% Senior Superintendent 25% •Scott Maxwell 20% •Megan Cook-Eichelberger• 25% •Matt Curtis 20% Chief Estimator 0% Project Manager 100% Project Superintendent 100% •Ally Schutzler 40% •Ryan Helbling 10% •Travis Schutzler 10% Estimator 0% Project Engineer—Civil/Site Structures 100% Area Superintendent-Site/Civil 100% •Don Josephson 40% •Daisy Mulligan 10% •Carter Gulacy BIM/VDC Manager 5% Project Engineer—Office Building 100% Area Superintendent—Office 100% •Chelsea Wilder 20% •Eric Hayward 10% •Bobby Blanks BIM/VDC Engineer 10% Project Engineer—Office Interiors 100% Safety Manager 100% City of Tigard•Police and Public Works Facility•CMGC 15 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.4.C. Resumes Our team will be fully committed to the project from preconstruction through completion,ensuring continuity at every stage. J°' JAS The following chart outlines roles �ee eec. ao'` •Ga'�o ee•J� and responsibilities for key team a°`ss �s G•``o� •G�`°� ads 5 a°'a �J •,°��e a�� 0 5 members during preconstruction, GMP a°� PJ es' ,�,c .Ga es ,cce JS JS .�5 e� ,cJ oc a`c` ce a°� Ga Q o C\a c.s ,6 z, aJ\ Oo e°o e°°\A •�,, ck• c.', a . 44s ec� y�oe�,o° O'c\ 4`b � , 46,Ga SSQe o, owe development,and construction/closeout. � C. oe`sAs`eas�a;°°e`ae sGr aG.'\ .*���o�e�AY-4z>moo`' coA pc2 G° S1/4z ee�°c 'S c�0 �°� o°a\coe�o .c`°'cG°�ssca aca'co°��ca` 4y°G c`,R aJa•cJ\� &(. G°Q e� �°G Oe cca tac'ocQ'Q\a �`�°\ a�a `oNP��a Oat �`ai� 4('§c S,`coG�60. JcaS,ac`° ,b, •, \, Par a Q o c Please see the Appendix for detailed G° ..a o`` o°` 43 oe Pa ec\ Goc� c�' 'i° e. c . ee O s0 ,°c ce o,° �e oc` a`' c°G ca A-c 0*��c° '6 ti'c'•�c`°',se J resumes of each proposed team ,,,0 a'cec G'ca OG�' <<.ac e4Z •,6 c\*Cc gvro co�eG a\�\'°o`s�•('Z'c.e �ao'e 4<,ccaG , ea c�a �a0 GG ,, ,��Goo a'°.pad C,o.�.c,`�c` .e,p p p aG°°c�J�cs�c \� • ,`t ��O ,.� cec`'cec\a,'R acac �,\ ,<< \Ja0 aQaGGa.\�pG6 QksAS?)C eGJ4,k,S)raoaca�`�Q4}� aca`o:s4).,, A.4§N"o,,cc.��`,,,ccaG member. ec Ga G° 0� G< <ca Go pc Qc Ga �` Ga G° Ja Q>` \,o c 0/ Go Q,, 0r S° �` 4 SJ Oa OJ ec Cr CP rrrrrrrrrrrrrr rrrrr rrrrrrrrrrrr RESPONSIBLE HSW TEAM MEMBER PRECONSTRUCTION GMP DEVELOPMENT CONSTRUCTION+CLOSEOUT Travis Reed Project Executive • • • • • • • • • • • • • • • • • I • • • • • • Dan Ferguson Subject Matter Expert • • • • • Bill Jensen Preconstruction Director • • • • • • • • • • • • • • Scott Maxwell Chief Estimator • • • • • • • • • • • • • • 1 Ally Schutzler Estimator • • • • • • • • • • • • • Don Josephson BIM/VDC Manager • • • • • • • • • • • • • Todd Smith Senior Project Manager • • • • • • • • • • • • • • I • • • • • 1 • • • • • • • • • • • • Megan Cook-Eichelberger Project Manager • • • • • • • • • • • • ' • • • • • • • • • • • • • • Ryan Helbling PE—Civil/Site • • • • • • • • • • • • • • • • Bob Mathisen Senior Superintendent • • • • • • • • • • • • • • • • • • • Matt Curtis Project Superintendent • • • • • • • • • • • • • • • • • • • Our team is fully dedicated to fulfilling the Building a Better Tigard goal of creating a cost-effective, emergency-ready facility. We bring the expertise, collaboration, and passion needed to deliver a space that reflects the values and aspirations of the City. We will also be your advocates in getting the bond approved so this important facility can be realized. City of Tigard•Police and Public Works Facility•CMGC 16 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal Team Experience: Working Together + Relevant Projects 4.4.D. Company Organizational Chart -- -* The Portland Building Reconstruction HSW offers a rich history as a quality builder in the N R•. Portland, OR $161 M 405,362 sf PDB Northwest, combined with the geographic reach, greater services,and diverse thinking of our larger parent company, i . DBIA National Award—Excellence 2022 Balfour Beatty. .! �R 1 is _41 � ! I 4 » Ryan McGrew » Travis Schutzler » Bill Jensen Balfour Beatty is an industry-leading provider in the US with .,.`.. » Scott Maxwell » Bob Mathisen » Ali Schutzler 22 offices across the nation.We build landmark projects / » Chelsea Wilder » Don Josephson » Carter Gulacy and long-term relationships and are able to leverage best m practices from across the company,while keeping decision- Blo•ck 216 Po makingand services at the local level. Portland, OR �r Multnomah County Library Chapter 3 Projects $417M 11,100,000 sf I CM/GC -, ,v Portland, OR I $30M 137,000 sf I CM/GC » Ryan McGrew » Megan Cook- » Carter Gulacy FIRM ORGANIZATIONAL CHART • Ryan Mcgrew » Ryan Helbling » Travis Reed Eichelberger » Bob Mathisen OREGON OFFICE » Travis Reed » Daisy Mulligan » Bill Jensen » Daisy Mulligan Troy Dickson » Bill Jensen » Eric Hayward President—NW » Scott Maxwell » Griffin Chard ' ' -p The Springs at The Waterfront » Don Josephson » Bob Mathisen `' ' Vancouver, WA I $161M I 463,986 sf I CM/GC » Chelsea Wilder » Carter GulacyRyan McGrew » Scott Maxwell » Travis Schutzler » Don Josephson Senior Vice President • Megan Cook- » Travis Schutzler Eichelberger » Bobby Blanks » Chelsea Wilder » Ryan McGrew » Carter Gulacy » Ryan Helbling » Bobby Blanks Summer Boron Josh Condon Vice President Vice President Police + Public Works Facilities Over the past decade,we have successfully completed numerous Police and Public Works projects, each PROJECT EXECUTIVES involving one or more members of our proposed team. Utilizing our knowledge and expertise,we will maximize the benefits of the preconstruction and construction process to successfully deliver your project. SUPPORT SERVICES DIVERSITY • MARKETING • SAFETY 5 7 1 . Pa Po 'lig ,11111 8, v �� HUMAN RESOURCES • ACCOUNTING • ,- iS....'P '..,,,,„i -103 - • . : Lake Oswego Police Station&City Hall 6 Salem Public Works Operations Center Equipment Rental iP 2025 Justice Facilities Award Winner,AIA 7111ffir 2024 Best Government/Public Building, ENR NW HSW's equipment rental company is called "Balfour Beatty 2 St.Helens New Public Safety Building* 7 Lebanon Justice Center Equipment, LLC". It is a wholly owned subsidiary of HSW and a separate limited liability company with warehouse locations 3 Klamath Falls Police Station 8 Eugene Police Station across the United States. This practice significantly benefits 4 McMinnville Public Safety Building 9 Forest Grove Public Works Remodel&Expansion* our clients and projects by ensuring rental and consumable 5 Bend Police Station *Currently in preconstruction prices are competitively discounted and, in virtually all cases, below market rates. City of Tigard•Police and Public Works Facility•CMGC Howard S.Wright,a Balfour Beatty company �ITIiI _ II � 111 � 1i I u i _ ■ 1E1 1 1 1 1 i IN111.1 i 1 1 I 1 1111 �7 4 . 5 • :_: • 1 1 1 -_.a. .I!! uuII ' I!O!IuII ! ; A 1 1 '.r1 --tori—air;, 7 a 4 , -,,_ "N■• a a► ■, lI _ Cost Management 1 ■ h :. . . , ' : =i `: Ammon -r 4; jp�r� i�.6A ,.1 I' Ssiti.,:•:,%-- J1:. i v . ARO Arlan a N 91 ti 1 gi iii II ., . _,,41,0- ok. . t d. !,i a.., 7...fs,rti 01. 6-:1,4' '40.,iii EMT" '''',A Wattle!7116".44111 P4'. 071.1.11454. r ! 1 Sk1.111171,1111._L 111141-1 �� , /l \ I + i�'� ?1d1�� .+ryeillIa ; I ,-w... ,,t. ' .6 . ,ia; I -,., - 1 a -I -. - ___ _ -,H . . ,i 110' •%rasa&WE I , , A., -- '. )' \ 1 ._. .._ ,_ Ii _ , L 1 isse.kip,„ .. . . • • . • _ _..f., _-=. . . , . . _ ,._. ... .. . • .. ___ _ k \0. lr •it " I I in• Iti \ ., _ _. : :., •4 • '\ill • --- --.. • II I W. 11111 Olin all.IMI" ill -. et ..., H. 02. ri. n.- , ,... . III il„ kl., SI f' . III i IP" III U hi The Portland Building Reconstruction 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.5.A. Cost Estimating and Value Engineering As described in Section 4.3.A, our cost estimating process The foundation of our estimating process is an We utilize our BRT Log(detailed on page 4)to track all value is based upon utilization of the Target Value Design(TVD) Accurate First Estimate. How is this even engineering,cost studies,and alternates to provide constant methodology.TVD is a unified process of establishing possible when the project parameters are collaborative estimating feedback. It is an effective tool that budgets by system and discipline while addressing design just being defined?We utilize a parametric allows the team to make informed decisions throughout the value,quality,and schedule. It is an integrated conversation estimating process that looks at historical and project preconstruction lifecycle, ensuring that the final design that begins in pre-design with the project team that transfers statistical data to help develop the initial cost meets the established targets.The log, shown on the following design intent,constructability,costs,schedule,and ideas model.We will also consult with our trade page, is updated weekly giving the team an instantaneous across disciplines and sets a clear direction for the project. partners to get their cost opinion on key scopes snapshot of the current budget between milestone estimates. of work.This initial estimate forms the basis for We pride ourselves on producing estimates that are easy the Target Value Design process. Ensuring the City and its residents are maximizing the power to understand yet provide the appropriate level of detail. of every dollar spent through this bond measure requires This is accomplished by using a Systems Format Estimate Even in a TVD environment,there will be smart decision making by the project team.To ensure that that categorizes work by building element rather than by program and scope changes that affect the data driven decisions are being made,we will generate Cost construction trade. Costs are accumulated at four levels bottom line and result in variations from one Studies to help evaluate different options being considered —summary, building,component,and detail.This format estimate to the next.To help explain these by the design team. Determining what structural system to dovetails well with the TVD process by providing a clear deviations,we utilize what we call a Variance use for the main building as well as all the ancillary structures picture of where the money is going to be spent, is easily Review to document what has changed and will be an important decision that needs to be made early compared to similar projects,and is useful for determining why. It is a valuable tool because it clearly in the design process. HSW has completed numerous Value Engineering target areas. If required,we can easily summarizes to all project team members the evaluations for steel vs.concrete vs.wood and has the switch to Uniformat, a format that is preferred by many often-dynamic changes that have occurred during expertise needed to provide realistic cost analysis for this public entities. the 60-75 day period since the previous estimate. decision point. Systems Format Estimates - ,,„r ®Howard S Wright _®Howard 8 Wright ®Howard e.Wright -•J O....-„r rill .1 EXECUTIVE SUMMARY CLINICAL RESEARCH BUILDING RECAP CLINICAL RESEARCH BUILDING n� �r -(pin Bene.MI wnmz .°n, SRC NM ...3. ." o-..n �.".� .� a...a cs R,�. j �� 4T _ EiR+rL.� r^—i"�� Ems.Co631.3 s sire 6 20,323 ,� r dw,w _ .° . «.a = ,� ,�. sr.n0a.a.a.. .0.22 . ,.w ..m. p imp ,.,, �,,,o, a.."a �. A 0.1 186,153 - \, L ---� .3.036 3..36''''' : :LI E =tr.= , emirk-'.- -,Itsz, \ -2,,......,--' ,3 r =� v � '.n �b � °' �u Structural Systems Evaluation „ Po H91 m HSW team members recently toured the Freres Lumber facility "°°"" rz" I in Lyons, OR to get a first-hand look at the manufacturing . . r6°t,ma,. °ri process used to produce Mass Plywood Panels(MPP). Located a� °%ra = n ° approximately 75 miles(as the crow flies)from the proposed jobsite, utilization of their product would help achieve the project's sustainability goals for locally sourced materials. City of Tigard•Police and Public Works Facility•CMGC 18 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.5.B. Cost Tracking HSW maintains an "open book" approach to all cost accounting activities with our CM/GC clients.The City and Otak will be given complete access to all relevant financial information in the GMP, including subcontractor buyout,general conditions/requirements costs,and change order requests,and has oversight for expenditures of all contingencies on the project. Subcontractor Procurement& Commitments Claims Management As part of subcontractor procurement efforts, Howard S.Wright will create clear and concise The best means to manage claims is to avoid ever having them.We pride bid packages(with pre-defined bid forms)for all major scopes to ensure we obtain the most ourselves on developing well thought-out project execution plans that can competitive pricing possible.We perform pre-bid meetings to clarify the scope and post-bid effectively be executed by subcontractors. Should a claim occur, HSW works to meetings with low-responsive subcontractor(s)to ensure they have all the required scope.A Bid identify the issue early and develop options to mitigate or eliminate the impacts Tally is prepared for each scope along with a Subcontractor Buy-out Status Log which is reviewed through alternative construction sequencing or means of construction. Claims with the City and Otak on a periodic basis. are managed in our Cost Event Log,and if required, recovery schedules can be developed utilizing our Primavera P6 scheduling software. Once the best path Project Risk Register forward is identified,the recovery plan is communicated to all affected parties. At project inception, HSW prepares a Project Risk Register to identify any and all potential challenges which may be incurred on the project.The Risk Register is shared with the project Change Order Request Tracking team and updated monthly. It includes categories such as site and environment conditions, HSW uses Procore's Construction Management software for tracking change project execution risks,weather risks,quality control events,and safety and loss control.As part order requests.All potential change issues are entered into the Procore of this process,the team determines any survey or investigation efforts that can be performed to system and tracked on a minimum weekly basis utilizing our Cost Event Log. bracket the risk, a probability of occurrence is assigned,and a mitigation plan conceptualized. If a Subcontractors are required to prepare detailed pricing, reviewed by HSW,that high risk of occurrence is determined(for example: poor soil conditions),a budget to mitigate the includes unit takeoff quantities and prices for the evaluation of changes to their risk and schedule float is contemplated in the GMP agreement to be carried by the City or HSW. subcontracts. Pictured right is the d.., Neww,f.dm ° Sample Cost Event Log w Risk Register(HSW's ® _._,"=; ;r .krow adS.Wright_... Howard S Wn internal tool used toownn moo (+ (+ (� (� (+ fC0 Description m,.,,a.aww cant rv.o..y uo..,... l:emmenb track project-specific o,,,° r A + p•�, 002 A Utility Conflict�SE Sanitary MH Tie-In $0 $0 $2,380 UG Utility Conflict Allowance --.... .. — s— a� 1 007 O Remove Atltl t Dnel Trees NortM1 of ArnoM Hall OIY of 5 $5.055 $0 $0 Proceed TWA Per OSU on]26111 OOB O 023 Rev as Walk pw Mala[o CaroetT lemleu of Petl,mM (E8,105) $o $0 risks)for the Tigard 9,D G 905 pie Glaanp Loca ona ($1g19]) So so 016 C Revisefountletion et NE comer of builtlin0 $0 $8,158 $0 Deducted from CM/GC continpenty Police and Public _---- — 017 0 Accepted Alternates:a 2,8,11,12 A 13 $64,808 $0 $0 I. 020 O Remove s Replace Sidewalks NW of Arnold Hell(2 sections) $13,514 $0 $0 Works Facility project. _�`— "0 °—�— — °� , 021 0 New Trash Compactor Arnold Hell-P Quids&lna all E36,306 $0 SO oz3 a 6arom-sewdty alpwenea ($28,768) $o so v� ......,.. rm. . , _ — , , 029 0 New pa[M1way around SSC for future CM1avez location $16,870 $0 $0 NTE accepted by OSU on 3/16r12 ........... • 030 A ExteriorScoNOIdln08wealhM protection $0 $0 $52,119 Weather protection allowance —s+.,...,... , 0313 0 072 006 Electrical changes to MDFBDF Rooms&Cable Tray Revisions $3,300 SO $0 Risks and key issues " — 033 C (kedlt back unused Contractor Contln9ency $0 (6100,000> $0 039 0 Delete sltework from scope et soum aide of parkln89arage ($2],260) $0 S0 identified for the —°`— — '� — 900 0 Ptltletl coin ream loeka to lockers in COMtloro H2O38 H303 $2,563 $0 $0 project can be found �'rY.•—•�4� r,: a% — 043 G Cable tray coverab.leinlso trim et elsoar wood.tat w.11 $4.752 $0 $0 ■ 009 O GMP Reconciliation (8117,734) ($177,13a) $0 in sections 4.3.B, ar. ® . TOTAL 29,801) 289,58 124,012 REMAINING AMOUNT 0 28,253 —. —.,° ti Ym 1 _ . .,., 6-fiuyout.0-Omer Contin9encY.C-Contractors contingency.A-Allowances 4.6.A,and 4.6.C,along `—... °" _ with our mitigations/ — .,_. Our Cost Event Log lists potential cost issues and their value.The total of this Solutions and the -- .. — — list is then tracked with the Owner's budget and/or contingency to keep the desired outcomes. `— —_-- 777 .,., ' ' team up to date on total project costs. City of Tigard•Police and Public Works Facility•CMGC 19 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.5.C. Contingency Management 4.5.D. GMP Documentation We're committed to keeping you informed with clear, honest communication about contingencies and budget items throughout HSW will provide line-of-sight to every scope the life of the project. Our team will work with the City and Otak to establish an agreed upon contingency value at each item in the GMP for project stakeholders. project phase that accurately represents the financial risks still present and then on an agreed upon schedule to reduce that contingency as project partners are brought in and the project is bought out. All line items will track to an individual scope buyout summary that details what subcontractor As project risks are identified,we will establish line-item contingencies so we can accurately"bracket"these risks in a is completing the scope and any items that are format that is easily communicated and managed.This is also how we'll establish any allowances in the project and as those still outstanding,what we call "yet to buy". allowances or unknowns are finalized,we can return those dollars back to the project and maximize taxpayer value.Throughout the process, HSW is committed to an open book policy where contingency is discussed and managed collaboratively. All estimates produced during the Preconstruction Phase, along with the GMP An important element in Contingency Management is understanding when it is acceptable to relinquish portions of the Estimate,will be accompanied by an Estimate contingencies as risks and changes become more defined.We utilize a Priority Add Back(PAB) list to track scopes that may Narrative that details all assumptions, have been reduced or eliminated during the Value Engineering process due to budget constraints that can be added back into clarification,and exclusions relative to the the project as funds are identified.Timing is critical—holding onto contingency for too long may not allow enough time for the estimate. It will detail any monetary allowances additional work to be completed within the contracted schedule,and for this reason the PAB list also includes a decision date. contained within the estimate for scopes of work that are not yet fully designed.There will also be a Differentiation Matrix that identifies any work Tracking Contingency During Construction that is Owner Furnished Contractor Installed (OFCI)or Owner Furnished Owner Installed Contingency expenditures are minimal through the first part of the project,increase (OFOI.)These narratives will be reviewed with to a peak just before the enclosure is completed,then flatten for the remainder of the the Project Team as part of the estimate review project.At this point,the evaluation of Priority Add Backs(PABs)should begin. process to ensure that the project team has a 100°/0 full understanding of the estimate. Z A contingency report will be reviewed monthly with the project team to status and During the creation of the GMP we will work Z discuss the remaining project contingency. During this time,the team will collectively to create clear, concise, and unambiguous a work together to discuss options for either priority add backs(PAB's)or use of 2 contingency on Owner requested changes. bid packages so we have cost certainty for cc each scope of work.After bids are submitted >- 50% and reviewed,we conduct"close-down" Any unspent Contingency at the end of the project meetings with the apparent low bidder for z is returned to the Owner as project savings. LU each trade package to carefully review their z_ scope of work. This helps ensure there are no � surprises or scope gaps in the GMP, reducing z 0 Priority Add Back Evaluation the risk of cost impacts to the project. Prior to meeting with the apparent low bidder,we 0% will meet with other competitive bidders. By 6 9 12 15 18 doing so,we can gain insight into the project MONTHS through the eyes of a subcontractor which better prepares us for discussion with the apparent low bidder. City of Tigard•Police and Public Works Facility•CMGC Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.5.E. Past Performance on CM/GC Contracts As your trusted CM/GC partner,we understand the significance of Ranked as the#1 Commercial Construction Contractor by ENR creating a safe, modern facility for the police and public works departments Northwest(2024), our expertise equips us to address the unique needs of to serve the Tigard community.We have successfully partnered on each stakeholder while being strong stewards of your investment. Below is numerous CM/GC contracts for municipal entities, demonstrating our ability a partial list of our recent, relevant CM/GC experience in the public sector to bring vision to life while exceeding expectations. over the last seven years. , � Oar ��I.rr, ,_., ,„, Yt, a ► - i As`�5.. Ili IOI����►►��► .. :� ' � z F.:. —— — ... .1........... Nil � � ����III � _ - I llllb I�III, . . r. r - 13 ,roan l{I� _ �4„V �I``F�III il ,i ,��^ ,li IT?.. 'r ]� p a ' , ^i LAKE OSWEGO POLICE STATION SALEM PUBLIC WORKS THE PORTLAND BUILDING Project Name &CITY HALL OPERATIONS CENTER RECONSTRUCTION SALEM PUBLIC LIBRARY 0 Municipal Client 0 Municipal Client 0 Municipal Client 6 Municipal Client 6 Police Station 0 Public Works 6 Collaborative Delivery 6 Collaborative Delivery Project 6 Ground-up Construction 0 Ground-up Construction 0 Proposed Team Members 6 Proposed Team Members Relevancy if CM/GC Delivery 0 Collaborative Delivery 0 Seismic Resiliency 6 Seismic Resiliency 6 Collaborative Delivery 0 Mass Timber Structure 6 LEED Platinum+WELL(pending) 6 Sustainable Building 6 Proposed Team Members 0 Proposed Team Members 6 Exceeded City's COBID goals 6 Bond-Funded Project 6 Seismic Resiliency 0 Seismic Resiliency 0 Local Participation 0 Local Participation Completion Date 9/10/2021 on schedule! 8/31/2023 on schedule! 12/4/2019 ahead of schedule! 7/14/2021 on schedule! Contract GMP $30,556,241 $31,864,075 $147,350,000 $17,875,918 Change Orders $6,408,905 $171,498 $160,958,054 $2,139,785 Cost increase primarily due to Phase 2 work Cost increase due to Owner-added scope, Cost Difference which included demolition of the old City Cost increase due to Owner-requested including$6.1M for 2.5 floors of additional TI Cost increase due to Owner-added scope and Explanation Hall and construction of a public plaza and program additions. build-out(consolidation of City offices)and$2.5M transformer replacement. parking lot. forA/V systems(excluded from initial GMP.) Sidaro Sin Allen Dannen Jo Wells Aaron Kimsey Redevelopment Manager City Engineer Facilities Director Asst. City Engineer Client Contact (503)687-7421 (503)588-6211 ext. 7380 (503)344-6957 (503)588-6211 (now with the City of Tualatin) (now with the City of Bend) City of Tigard•Police and Public Works Facility•CMGC 21 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal Past Performance Reducing RFIs • CASE STUDY VR HELPS CONFIRM KEY DETAILS AT ILANI CASINO HOTEL PROJECT RFI's can have a major cost and schedule impacts on construction projects. Findings from a study conducted �r- ilani is extremely interested in their guest experience.We used virtual reality for four by Navigant Construction Forum found that, on average, different reviews during design and construction to help the owner confirm the space, a project has almost 800 RFIs resulting in roughly 6,000 , , design, materials,and lighting of key areas. Extensive changes were made due to hours spent reviewing them at about$1,000 per RFI. 7 in7'.-''`. these reviews,especially to the Cowlitz corridor which connected the hotel lobby to the Utilizing our robust set of tools including Building gaming lobby.There were also key changes to the layout of the pool bar and bathroom Information Modeling(BIM)and Virtual Reality l areas to improve privacy and flow of the space.These issues would have been almost (VR), led by our BIM/VDC Manager Don Josephson, )410impossible to detect from reviewing 2D renderings and plans alone.The owner was HSW is able to greatly reduce the number of design " so happy with the VR process that they asked us to participate in their groundbreaking RFIs on our projects, resulting in time and cost savings /�' _ ILE ceremony to showcase the project in VR for any guests who wished to view it. for our clients.•-----__) #of Design Clarifying RFIs Traditional Non-VDC Coordinated Project Time Spent:-6,400 hours 1250 days 800 Cost: $17.4M I Schedule: 18 months Belmont Library 250 Savings:-4,400 hours I $550k+ —I Cost: $32M I Sched Salem Public Works Operations Center III Savings:-3,550 hours I $450k+ —I Cost: $37M I Schedule: 22 months Lake Oswego Police Station&City Hall 426 Savings:-2,805 hours I $425k+ —1 RFI Reason %of Total RFIs Suggested Mitigation Strategy • Design Clarification 25-35% Conduct in-depth design reviews and early design clarification meetings. • Document Conflicts 15-20% Use BIM for coordination and conduct cross-discipline document audits. • Missing Information 10-15% Improve design GA/QC processes and pre-bid drawing completeness checks. • Substitution Requests 5-10% Prequalify alternates during procurement; review alternates during preconstruction. • Differing Field Conditions 5-10% Conduct thorough site investigations and utility locates before final design issuance. 411 Constructability Issues 10-15% Involve field teams in constructability reviews and use BIM to simulate installation. • Trade Coordination 10-20% Use full-trade BIM coordination and clash detection during preconstruction. • Code Compliance 2-5% Engage code consultants during design and conduct code review checklists. City of Tigard•Police and Public Works Facility•CMGC 22 Howard S.Wright,a Balfour Beatty company r , _ _ . . .' . . '. * Wir _ IPP'' Ar - __. . . .., . , , ' # 1., 4 . 6 I : I. iiii L1 Schedule, Quality Control & Safety Plans ! .cs- Ar 1 0--iiiP Hbi- �1IAN■_ z . . 541 (I Pe )17- K1 K 01- 1 • I -,.... fe . iiiii" 101111012 ;• - p.. .: il. , Popicr:• . 11, I 1741 .f 1-11\ 'II ' . . ' 1 ilt I ' " . . ! . .1P 't - dP Multnomah County Chapter 3 Libraries 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.6.A. Approach to Managing the Construction Schedule 1. Milestone Schedule Key milestones and At HSW,we treat schedules as dynamic roadmaps tailored to each project phase. During summary level project Portland Bu1a Milestone Schedule February,o.�018 preconstruction,development schedules address design, permitting,and long-lead procurement ,.,....,. L,r.,� ----- information are included to ensure an on-time start and smooth construction. Once construction begins, detailed CPM ®.. NI �EBLI�����I�����ENI in our design phase schedules coordinate daily trade activities.Throughout,we employ pull planning,early vendor "ll '' 'milmomm1 """I and master project engagement,and real-time tracking to mitigate risks, improve efficiency,and keep the Tigard illu schedules.This global Police and Public Works Facility project on schedule. opuuuuuuuluuuuuuuuuuuu information helps N 11111m■e ame■...■gi _ keep the project team u•ii•...... u . _I informed of the general Pull Planning ! Pull planning is a baseline driver of Lean construction r "` ������� '�"" project status and for any project.The early establishment of schedule -• the upcoming critical = events,at-a-glance. via our pull planning techniques are vital to Li a _ elimination of time waste and to define what is ,1 . 1 4. needed and what is important when. HSW facilitates 2. Detailed Level Schedule Beginning with our r , pull planning sessions to enable the team to more 9 monthly • M. 22.2018 earliest planning rr_ , �_- accurately plan and commit to optimized project " - schedules,and carrying ---s "y schedules.Working collaboratively,the project team = through with our Baseline ' ` works backwards from milestones to develop phase - —_ w and Construction Master � 'a plans along with six week look aheads and weekly _ - schedules, each of the '�' work plans.The project team will develop these plans - _ phases and major events with the input of the people actually responsible for , `-=. are broken into detailed the work, manage expectations, level out work flows, -_. _ _L... activities that incorporate and constantly evaluate performance. ®=7=_ .�-- -- sequencing logic and resource considerations. Milestone and Detailed Project Schedules Our schedules are developed with the Critical Path Methodology(CPM)utilizing Primavera P6 software.The logic and sequencing developed in the detailed schedule, along with continual 3. Short Interval Schedule These schedules further progress updates allow the team to ensure the Milestone Schedule is maintained throughout - break down the detailed the life of the project.As construction progresses,short term look-ahead schedules are ' - schedule activities into generated in Smartsheet which incorporate daily detail by area and activity. • ' ^ _-__ - daily tasks that help to �"'' - g drive the pace of the Project Specific Risks mmf. — -- - project.These are built Our preliminary schedule, provided on the following page, identifies key issues that could haves from the most current time impacts on the project and opportunities for schedule savings. m. , Master Schedule and r are the basic tool used By identifying and addressing potential risks early,we will minimize disruptions, maintain w • I `- __. for communication with schedule certainty,and deliver a high-quality facility that meets the City of Tigard and Otak's t rim — all project participants. goals and supports the local community. Our proactive approach ensures efficient collaboration, -r '- accountability,and alignment with project objectives at every stage. City of Tigard•Police and Public Works Facility•CMGC 23 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal Tigard Police & Public Works Facility Schedule ID Task Name Start Finish 2029 2025 2026 2027 2028 20: Q2 I Q3 I Q4 Q1 I 02 I Q3 I Q4 Q1 I 02 I Q3 I Q4 Q1 I Q2 I Q3 I Q4 Q1 I Q2 I 1 PROGRAMMING&DESIGN-PRE BOND Wed 6/25/25 Mon 6/8/26 • 4 PROGRAMMING&DESIGN-PRE BOND 2 RFP/PROPOSAL Wed 6/25/25 Fri 8/1/25 I^.RFP I PROPOSAL 6 DESIGN(SD&DD Design) Tue 7/15/25 Mon 4/6/26 DESIGN(SD&DD Design) 7 Schematic Design Tue 7/15/25 Mon 10/20/25 ^Schematic Design 9 Design Development Tue 10/21/25 Mon 4/6/26 .1 Design Development 11 CM/GC ESTIMATING Tue 10/21/25 Mon 4/27/26 CM/GC ESTIMATING 12 Key Trade Partner Enagement Mon 10/27/25 Mon 10/27/25 IEEDIKey Trade Partner Enagement 13 Summary Level Estimates Tue 10/21/25 Mon 4/27/26 Summary Level Estimates 16 PERMITTING Tue 1/13/26 Mon 6/8/26 ..PERMITTING 17 Land Use Tue 1/13/26 Mon 6/8/26 Land Use 22 COMMUNITY ENGAGEMENT Mon 6/9125 Mon 6/19/28 ♦ COMMUNITY ENGAGEMENT 23 Bond Campaign"BUILDING A BETTER TIGARD" Mon 6/9/25 Fri 5/15/26 Bond Campaign"BUILDING A BETTER TIGARD" 24 Bond Election Tue 5/19/26 Tue 5/19/26 Bond Election 25 Community Engagement,Education&Information Tue 5/26/26 Mon 6/19/28 Community Engagement,Education&Informatioi 26 PRECONSTRUCTION-POST BOND Mon 5/18/26 Fri 12/4/26 PRECONSTRUCTION-POST BOND 27 COLLABORATIVE PROJECT DELIVERY(CPD) Mon 5/18/26 Fri 12/4/26 COLLABORATIVE PROJECT DELIVERY(CPD) 28 30%CD Package(Structure/Site Permit Package) Mon 5/18/26 Fri 7/31/26 30%CD Package(Structure/Site Permit Package) 33 75%CD Package(Building Permit Package) Mon 7/20/26 Fri 10/2/26 75%CD Package(Building Permit Package) 38 100%CD Conformed Set(Following Permit Reciept) Mon 9/21/26 Fri 12/4/26 100%CD Conformed Set(Following Permit Reciept) 43 CONTRACTING&GMP Mon 6/29/26 Fri 9/25/26 .•CONTRACTING&GMP 44 GMP PRICING Mon 6/29/26 Fri 9/25/26 .•GMP PRICING 51 PERMITTING Fri 7/17/26 Fri 1/15/27 ..PERMITTING 52 Permit#1-Site Grading&Retaining Walls Fri 7/17/26 Fri 9/11/26 w♦Permit#1-Site Grading&Retaining Walls 56 Permit#2-Structural Permit Fri 9/11/26 Fri 11/6/26 .♦Permit#2-Structural Permit 60 Permit#3-Building Permit Fri 11/6/26 Fri 1/15/27 . .♦Permit#3-Building Permit 64 PROCUREMENT Tue 8/26/25 Fri 12/4/26 • .PROCUREMENT 65 Early Release Packages Tue 8/26/25 Fri 12/4/26 ♦ ♦Early Release Packages 66 ER#1-Early Key Trade Partners(MEP&F&Structure) Tue 8/26/25 Mon 10/27/25 .♦ER#1-Early Key Trade Partners(MEP&F&Structure) 72 ER#2-Excavation&Site Work Packages Mon 7/6/26 Fri 8/21/26 r1 ER#2-Excavation&Site Work Packages 77 ER#3-Exterior Wall Systems Mon 10/12/26 Fri 11/27/26 ..ER#3-Exterior Wall Systems 82 ER#4-Remaining Bid Packages(Interiors,etc..) Mon 10/12/26 Fri 12/4/26 .♦ER#4-Remaining Bid Packages(Interiors,etc..) 87 CONSTRUCTION Mon 8/10/26 Thu 6/29/28 ♦ ♦CONSTRUCTION 88 GROUND BREAKING Mon 8/17/26 Mon 8/17/26 *GROUND BREAKING 89 SITE MOBILIZATION Mon 8/10/26 Fri 9/25/26 ^,,SITE MOBILIZATION 94 SITEWORK I EXCAVATION/UTILITIES Mon 9/28/26 Fri 1/1127 ..SITEWORK I EXCAVATION/UTILITIES 99 OFFICE BUILDING Mon 11/2/26 Thu 4113/28 ♦ (#OFFICE BUILDING 110 FLEET MAINTENANCE BUILDING Fri 2/12/27 Thu 1/13/28 • .FLEET MAINTENANCE BUILDING 120 ANCILARY BUILDINGS/COVERED AREAS Fri 7/2/27 Thu 12/9127 gp .ANCILARY BUILDINGS/COVERED AREAS 126 HARDSCAPE&LANDSCAPING Fri 1/14/28 Thu 4/6/28 WIEIRHARDSCAPE&LANDSCAPING 131 FINAL CITY INSPECTIONS Fri 4/14/28 Thu 5/11/28 r1 FINAL CITY INSPECTIONS 132 Final Trade Permit Inspections FP 4/14/28 Thu 4/27/28 1Final Trade Permit Inspections 133 Final Building Inspections Fri 4/28/28 Thu 5/11/28 F Final Building Inspections 134 Substantial Completion Thu 5/11/28 Thu 5/11/28 6 °Substantial Completion 135 OWNER Fri 5/12/28 Thu 6/29/28 OWNER 136 FF&E Installation Fri 5/12/28 Thu 6/15/28 FF&E Installation 137 Owner Equipment Move In Fri 5/12/28 Thu 6/15/28 Owner Equipment Move In 138 Systems Installation FP 6/2/28 Thu 6/22/28 Systems Installation 139 Owner Move-in FP 6/23/28 Thu 6/29/28 -Owner Move-in 140 Ribbon Cutting Thu 6/29/28 Thu 6/29/28 -+Ribbon Cutting 0 We will work with the City,Otak,and SEA to complete early site investigation studies to ensure we understand 0 Exploring alternative structural options as well the utilization of what existing conditions lie beneath the ground,eliminating late surprises and potential cost,time,or design local suppliers and manufacturers could lead to both time and impacts early on. cost savings,especially given the current political climate. 0 Our first task in preconstruction will be to work with SEA to develop a basis of design bid package that will allow us © Due to the size and scale of the site,final paving and site to competitively price the MEP&F systems,ensuring we get the right partners on board and at the table early. construction timing will be key.Our goal is to work our way out of 0 We recognize that gaining strong community support is essential for the success of the Tigard Police and the site starting early 2028,allowing for optimal paving and landscaping Public Works Facility project.Our team is fully committed to that effort—we will be there to assist with community prior to turnover. education and advocacy,offer expert technical guidance,and ensure that City staff,stakeholders,Otak,and SEA 0 Based on our initial review of the site and design,we anticipate we can have access to clear,accurate,and timely information needed to build trust and momentum within the community. complete the project 4 weeks faster than the current RFP schedule. City of Tigard•Police and Public Works Facility•CMGC 24 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal • 4.6.B. Expectations for Labor & Material Availability CASE STUDY PROACTIVE SCHEDULE MANAGEMENT Labor and materials availability continues to challenge projects in the Portland area and The Springs at The Waterfront I Due to the seasonal fluctuations in the ground will likely be a challenge for the Tigard Police and Public Works Facility project. water levels caused by the project's adjacency to the Columbia River, it was imperative that the schedule had us reaching the bottom of the 40-foot excavation HSW has been successful at mitigating these challenges on recent projects using the when the water table was at its low point. Dewatering was not an option,so it following strategies: was critical that we broke ground on schedule. Because this project was contracted on Design-Build basis, it was up to HSW to lead the team through an expedited Mitigation Plan and phased permitting process with the City of Vancouver to ensure we stayed on » Early Budgeting—HSW collaborates with our trade partners to provide early budgets. schedule.This 12-story retirement community project featuring an indoor pool and In doing so,they can review the drawings and specifications and identify materials that spa necessitated a high degree of collaboration and involvement between HSW may have long-lead times.This helps us to determine if early release packages are and The Springs Living ownership team to ensure the project program was fully required. developed and implemented on budget. » Early Release Packages—Early release packages allow for procurement of long-lead Long-Lead Procurement time items and cost certainty for a given scope.Another benefit of early release In today's market, it is no secret that material procurement for certain products has packages is it provides subcontractors a firm commitment for future work so they can become longer than what it was previously. To mitigate this, HSW assist SEA in plan out their work forces. identifying multiple vendors for long lead equipment for HVAC and electrical scopes » Labor Productivity—The Portland area construction market continues to be very of work. Having multiple approved options in the specifications provides the team the active which, at times, has resulted in a shortage of skilled workers.The industry in ability to pivot quickly without impacting the schedule. all disciplines is hiring new workers and expediting apprentice programs to meet the Early in the design process,we communicate timing of the project with vendors to get workforce needs.These less experienced workers lower productivity rates for most real-time information on any potential procurement risks. Once identified,we input subcontractors.As part of the procurement process, HSW will look to evaluate the these risks into our Master Schedule and provide dates to the team of when material backlogs of key subcontractors to ensure they can provide a skilled workforce and to needs to be released to analyze if early procurement measures need to be implemented. leverage a greater quantity of firms which can in return place more core productive workers on this project.This is a perfect project to ensure a skilled workforce can help Once construction begins, HSW will utilize our Material Tracking Log(MTL)that is train the next generation of workers on a project while also ensuring the District gets updated constantly to outline the timing of the step-by-step procurement process to ensure the best value. material issues, if present,are identified early enough to eliminate schedule issues. » Off-site Prefabrication—HSW will look for opportunities during design and procurement to leverage off-site prefabrication of materials. Prefabricated systems can be CASE STUDY LONG-LEAD PROCUREMENT RISKS constructed independent of the project's construction sequence and delivered just-in- time to the project. Benefits include a relaxed schedule for assembly, non-union wages, Aloha High School Office Relocation I During early preconstruction, HSW and being able to construct assemblies in controlled environments which saves the identified long-lead project procurement risks;the biggest being the proposed District money and reduces the need for onsite labor. new rooftop unit. Our team developed a schedule path to ensure this equipment was ordered in time and identified the date when equipment specifications were » Material Sourcing—Shipping is becoming a larger factor in material availability. Not needed for pricing purposes,when the subcontractor needed to be awarded,and only is the cost of shipping increasing, but the time frame to ship materials is becoming when the submittal timeline needed to start.This was all accomplished without longer as well. HSW will work with the District and design team to identify local and incurring any early costs or expediting fees to the District. domestic products when available in an effort to minimize the unpredictable nature of today's shipping market. City of Tigard•Police and Public Works Facility•CMGC 25 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.6.C. Opportunities and Challenges to Complete the Project Efficiently Mitigating Key Issues and Risks To Ensure a Successful Project Delivery Our team recognizes the unique challenges and complexities associated with the Tigard Police and Public Works Facility project. From design coordination to construction sequencing and overall project management, addressing potential constraints and risks will require proactive planning, strong communication,and close collaboration with all stakeholders. Below,we have outlined key issues and risks that we anticipate encountering during this project, along with our strategies for mitigating them to maintain progress and ensure a successful delivery. ^��J� �e issues 7■ r?-- > �w�r� `�Oa.� L'AY7 Ell On June 10, our proposed rr im project team gathered trrA�N� .mom „� , Ee�ua.. .o(�v D& e�m ,w�.w.sea Wcus S4ACE ❑FuTMD 'oic mnu ,gaar ,n _ . to review potential risks '� An,6„.LM,�� �, ❑c�MN�T to the Tigard Police and _1 i� T �j, ��r F 445 Public Works Facility. all _ _' L �• S - ~ N„Exa(b. �e • \-E I.W Additional key issues/risks and their mitigations/ up—, '�, ,�tt�`'m s solutions are noted on pages 11 and 23. $ ' , W — JC.3 Key Issues Threats/Constraints Mitigation/Solution Outcome Public and » Inadequate signage and communication » Early and well developed/communicated site A proactive approach to public and pedestrian Pedestrian » Construction traffic and entries safety plan. safety will not only improve the public and Safety » Public sidewalks/Red Rock Creek Trail » Clear and intentional messaging to the community neighborhood perception of the project but » Potso Dog Park » Wayfinding signage and graphics overall confidence in the project itself. » Early stormwater mitigation measures be implemented prior to site grading A well informed and executed site logistics plan » Stormwater run-off » Spending time onsite to ensure we have a clear will ensure a smooth construction process while » Adjacent residential neighbors and dog park understanding of the neighborhood dynamics Site Logistics » Site security&vandalism » Increased site security measures including potentially mitigating impacts to the residential neighbors » Weather early permanent security fencing installation and camera to the east as well as the Potso Dog Park and systems local businesses to the West. » Clear,visible, and easily understandable site signage Successful commissioning and turnover of the » Begin planning for commissioning during preconstruction facility to the City and end users ensures that » Lack of"hands-on"training with clear, responsive communication with City and M&O the facility will be operated and maintained Commissioning » Lack of/inconsistent communication staff about expectations and needs successfully into the future. Being responsive &Turnover » Unresponsiveness » Searchable, comprehensive, easy-to-follow manuals and available to the City and end users inspires » Unclear/underdeveloped manuals » Supportive trainings confidence and satisfaction in the overall project, » "A phone call away" responsive availability generates good will,and lays the groundwork for potential future engagements. City of Tigard•Police and Public Works Facility•CMGC 26 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal 4.6.D. QA/QC 4.6.E. Safety Plan and EMR HSW's extensive experience in the public sector positions our team as leaders in delivering HSW's Zero Harm culture strives to eliminate, not just mitigate, any safety risk on our high-performance public safety and public works facilities.We apply lessons learned from projects. similar projects to ensure the we meet your goals for fit,functionality,and quality. With every meeting we hold both in the field and in the office,we start with a safety Our in-house team includes professional CIA/QC managers and building commissioning moment with the goal to make safety personal.Whether it's maintaining a clean jobsite specialists, and our site-specific QA/QC plan incorporates design reviews,construction (housekeeping)to well-planned site logistics planning to well-executed crane pick plans,the oversight,and thorough testing procedures to ensure the highest quality at every phase. jobsite workers,the project team,and the public will all benefit from our approach to safety and the efficiencies and positive morale it provides on the project. Some of the programs and HSW's Quality Assurance/Quality Control Plan processes we use to promulgate our Zero Harm culture are as follows: » Procore Observation Tracking: Utilize the Procore tracking system to link » Safety in Design—As part of the design process, HSW reviews the design documents observations with locations and track open items to resolution. with a goal to mitigate safety risks both during construction and operation of the building by » Pre-Demo Review& Documentation: Review condition and performance of the facilities staff. Items such as fall protection provisions and considerations for material existing to remain systems. handling are addressed during design to improve safety through the life of the building. » Construction Mock-up: Build a mock-up of challenging conditions,test, and prove » Employee Orientations—Bob personally conducts each employee's orientation as it is the details work before building full scale. the start of developing a trusting relationship. This is a 30-minute discussion that covers » Construction Oversight: Identify a process for regular oversight of installation everything an employee will need to know effectively work on you project. During this time, procedures. Create a checklist and schedule to continuously oversee installation. Bob also ensures that each employee fully understands HSW's safety culture, expectations, and is suited to perform the tasks they are there to perform. a Manufacturer Site Visits: Invite a manufacturer's representative to review the » Pre-Task Planning—These analyses are generated using a collaborative approach by all project at key milestones. Get their buy in on installed conditions and guarantee a warrantable finished product. employees involved, reviewed and signed off by the crew lead. HSW inspects all PTP's in the field and requires them to be uploaded to Procore weekly for further assurance that all » Commissioning: Utilize our clear and consistent reporting documentation to provide work is truly being planned. updated status and progress at our weekly Commissioning Meetings through startup » Daily and Weekly Safety Meetings—Mandatory stretch and flex is led by HSW each and final inspections. morning at 7am. Following immediately after Bob will present the morning announcements » Turnover,Training, and Warranty: Ensure a smooth transition of the building » Background Checks—All projects are staffed with 100% site supervision at all times. and site to Public Safety/Public Works staff, backed by consistent training,and a responsive presence throughout turnover and the warranty period. We have successfully completed numerous projects where background checks,security clearances, and non-disclosure agreements are required including public entities, large » VD&C: Utilize technology such as BIM to virtually build the spaces and allow end corporation campuses, and hospitals, etc. users to literally see their spaces prior to design being completed. » Off-Hour Work—Utilize down time of facility for tie-in and shut down work. » Public Protection—This project is an important and exciting community investment.We • CASE STUDY BACKGROUND CHECK PROGRAM will have a secure site that keeps uninvited guests out,and a safe site that is welcoming to dignitaries, officials,and community groups when you want to tour them through. Aloha High School Seismic Upgrades I HSW self-managed the District background check program,contracting directly with a background check firm to run criminal history » Safety Inspections—Utilizing our iPad-based Procore field tool, our team performs daily reports for each worker onsite,printed badges and enforced use,and maintained a safety inspections where we identify areas for improvement on our projects.This system running list of approved individuals—shared transparently with the District. allows for us to track leading and lagging indicators in order to initiate safety improvements prior to events occurring. City of Tigard•Police and Public Works Facility•CMGC 27 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee Proposal See Something, Say Something Respectful Workplace Programs Our long-standing initiatives for Zero Harm and See Something, Say Something, in combination with our HSW has a robust respectful workplace program in place, both Equal Opportunity programs and our participation in the Safe From Hate Pledge, are fully aligned with the internally for our own employees, as well on all our jobsites. Our values memorialized in the Green Dot and Rise Up programs. Our See Something, Say Something program Right to Respect program ensures the well-being of everyone gives all individuals(including those employed outside HSW)an anonymous and accessible avenue to report that comes in contact with our work,both mentally and any incident or concern witnessed. The 24-hour hotline encourages individuals to report incidents without physically.Whether in the office or the field,we believe in a safe any fear of retribution or retaliation. and comfortable work environment for all. We have zero tolerance for racism, sexism, discrimination, harassment, or bullying. Additionally,we have pledged our allegiance with other general contractors,the subcontractor community, unions,AGC,and other industry partners to positively enhance the work environment on our jobsites.The Our goal is to enable and encourage employees to always act construction community pledge is appropriately titled Safe from Hate and is intended to advance policies and make decisions in a responsible and ethical way.To speak up and accountability for Diversity, Equity,and Inclusion. without fear of retaliation if they see or hear anything that doesn't seem right. Our Speak Up policy encourages employees to contact Safety Observations: There's an App for That management, HR, or Speak Up Hotline if they witness or experience HSW's proprietary safety app enables real-time reporting of safety concerns or best harassment, bullying, safety concerns, ethical concerns, or any other pimpiiiiiin practices.Workers, supervisors, District staff, and visitors can download the app via a OR workplace issues.The company promptly investigates all claims and } code displayed on jobsite signage.With GPS-enabled tracking, hazards can be addressed concerns it receives in a fair and thorough manner,while maintaining 1i immediately, and all reports—whether good practices or close calls—are logged into a confidentiality to the maximum extent possible for all involved. central database.This data serves as a predictive tool for jobsite safety and enhances communication with the trades. — ••. Everyone that works with and for us has __d' the Right to Respect.Together,we are At HSW, our people-first safety culture prioritizes holistic well-being.We believe every safety observation, ' committed to: whether addressing risks or reinforcing safe choices, must include an effective conversation. These : J w -- ; I • Valuing difference discussions empower the workforce to take ownership of safety and reinforce our Zero Harm commitment: • Empowering those who work with us to people matter most. r , Everyone identify when someone has crossed the line deserves the opportunity • Understanding how our behaviors can CASE STUDY RESIDENTIAL NEIGHBORHOOD SAFETY AND SECURITY impactothers • Being open to feedback 1;1 Multnomah County Chapter 3 Libraries I Security during construction was a chief concern as the libraries were often a target for vandalism _ n and break-ins. The HSW team worked with the client to implement a 2022 2023 2024 'V ,— coordinated security plan and approach that leveraged the County's E M R• 5 'aiiy existing security teams and a dedicated security system at each library ■ 0.67 0.73 0.67 G. � to create an overlapping system to alleviate concern. Plans included: • Robust exterior fencing and hardened building entrance points to ensure that intruders cannot HSW's significantly below-industry average EMR demonstrates access the building,especially during off hours. our commitment to safety, particularly on occupied education • Fully monitored multi-camera systems with talk down capabilities. projects.This track record ensures minimal disruption, • Night and weekend patrols to provide a physical presence on site during riskiest hours. protects students and staff, and fosters a secure environment • Coordination with local law enforcement to coordinate response times and discuss improvements throughout construction, leading to smoother project delivery that could be made by the site team. and success. City of Tigard•Police and Public Works Facility•CMGC Howard S.Wright,a Balfour Beatty company SIIIIIII"---' I 1- . Ili 3, ._ 4 7 _ __...„.1 Fee Pro osal �" p . 1. - t1 I ..,-, --- 1111111111.ral.*___ tril __ I ..1 ----------- 1 • ...1 - -__ *41 , _ _,_ ______ --__ -__....--:, - . ilk ______, _.-----,_ ___ 41k __ 0 • 11 1 1 L:/it .- / 0 1 I ih ! I it,,,, 116 ILL : r,!11 IA i jib. i - t lSalem Public Works Operations Center air. 4111.01r , T - s _ L•.r 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee 4.7.A. Preconstruction Services Fee City of Tigard•Police and Public Works Facility•CMGC 29 Howard S.Wright,a Balfour Beatty company 4.2 Transmittal Page 4.3 Management of Work 4.4 Proposed Personnel&Organization 4.5 Cost Management 4.6 Schedule,Quality Control&Safety Plans 4.7 Fee City of Tigard•Police and Public Works Facility•CMGC 30 Howard S.Wright,a Balfour Beatty company APPENDIX 4 RESUMES I EXECUTIVE TEAM PRINCIPAL-IN-CHARGE EXPERIENCE y . '� Salem Public Works Operations Building "11 , R YA N M C G R E W O Salem, OR • $32M • 1/2021 —8/2023 • 31 months • DB 1 1! + <" f -AAccount Manager/Principal-in-Charge , <- ,-r - New 30,000 sf center consolidated four office City of Salem i •'l y locations into one unified building with shared Mark Becktel it ��` .'` Ryan is the visionary behind meeting and collaboration spaces, breaking down Parks& .. -- ,' the build. barriers and connecting people from the field; Transportation C7= . project included all associated site work, parking, Services Manager and landscaping upgrades; glue laminated (503)351-2220 EXPERIENCE As Principal-in-Charge, Ryan will columns and beams with mass plywood decking, bring strong leadership and support to designed to IBC Risk Category 4, Critical Facility Total Years: 17 the project team ensuring the City of Years with HSW: 17 Tigard's goals are met. EDUCATION He is an expert in CM/GC delivery, The Portland Building Reconstruction practicing an open communication © Portland, OR • $161M • 7/2016—11/2020 • 53 months • Progressive DB B.S. Construction style based on trust. His experience Management with ground-up construction, public High-profile Integrated Project Delivery(IPD) City of Portland Washington State University buildings,and operation centers is project; reconstruction of the historic 400,000 sf Jo Wells invaluable. Portland Building; project included recladding of Facilities Director CERTIFICATIONS Ryan is passionate about providing the original 1981 building envelope, a seismic (503)344-6957 outreach and support of Building a upgrade, new MEP systems,and new interiors; » OSHA 30-Hour Better Tigard and is excited about the award-winning project that exceeded COBID *Jo is now with » CPR &First Aid opportunity to continue our partnership Participation goals the City of Bend with OTAK and SEA. WORK HISTORY Howard S.Wright ©2006—Present Salem Civic Center Salem, OR • $3.5M • Fall 2025—Spring 2027 • 18 months • DB Seismic renovation of Brutalist architecture City of Salem I'll ,;' s demanding specialized engineering to enhance Aaron Kimsey ��i�- I earthquake resistance while preserving the iconic Asst. City Engineer ,,1 I < I '1.401, concrete design; project includes a 21st century (503)588-6211 " - is. ., ,No. workplace design,ADA accessibility upgrades - , � and public wayfinding RESUMES I EXECUTIVE TEAM PROJECT EXECUTIVE EXPERIENCE �yl 2 k: A, Multnomah Count Chapter 3 Libraries !, ,�tF; , :'N -=. T R AV I S REEDy p �._',, , a: .`• �,, � • Portland, OR • $35M • 5/2023—2/2026 • 33 months • CM/GC �'�t���� ' , � Mk N Project Executive ;1'117t, iet.:i i.� _ Three library renovation, expansion and/or Multnomah ` Lii'A upgrades totaling 36,000 sf;team balanced County y:{ 0 ' rG" :" Travis connects people and budget constraints with modern, sustainable Elise Hendrickson -111rI° ���•,, 0-. ' progress. improvements; cost studies, material evaluations, Senior PM • ,I:i. 1•) : : :.•.: .:• and bid alternates provided real-time cost and (503)309-9209 schedule insights enabling informed design EXPERIENCE Travis is experienced in optimizing decisions to maintain target budget; significant required resources,which means VE and small business participation Total Years: 17 increased efficiency and reduced Years with HSW:8 waste for the Tigard Police and Public Works Faacility project. EDUCATION City of Portland—City Hall Renovation He excels at building effective © Portland, OR • $8M • 1/2024—3/2025 • 15 months • CM/GC B.S. Construction relationships with clients, design Engineering Management teams,subcontractors, and Renovation of the existing and occupied historic City of Portland user groups, leading to better B.S.Accounting City of Portland building to create a new Council Caitlin McGehee Oregon State University communication and knowledge Chambers and office space with adequate room Capital Project 'ng among team members. to serve the 12 new Councilors, Mayor, City Manager CERTIFICATIONS s brings proven experience in cost Administrator,and support staff;close coordination (503)865-6942 estimating, scheduling, LEED,value with the City was essential to minimize disruptions engineering,constructability reviews, while upgrading AV/broadcasting systems, » » CQMCLEED AP subcontractor procurement, safety, security,and office layouts » OSHA 30-Hour quality, and managing field operations. » CPR&First Aid .. Block 216 WORK HISTORY f © Portland, OR • $417M • 7/2019—10/2023 • 50 months • CM/GC Howard S.Wright 35-story high-rise on a complete downtown BDC Advisors 2016—Present 0-`;pih block;five levels of underground parking;five Barclay Grayson DCK/Pernix I =1- ;•' floors of shelled office space for future tenant Senior VP 2013-2016 "` . .. .� build-out;251 hotel rooms,238 residential (503)595-3090 units, pool,and fitness center; involved detailed Turner Construction coordination across multiple disciplines to deliver 2007-2013 a high-rise that integrates office, residential, and retail spaces within a tight urban site 1 RESUMES I PRECONSTRUCTION TEAM m- PRECONSTRUCTION DIRECTOR EXPERIENCE BILL J E N S E N Lake Oswego Police Station&City Hall O Lake Oswego, OR • $37M • 1/2018—10/2022 • 57 months • CM/GC Preconstruction Director New municipal facility constructed adjacent City of Lake to the existing building while maintaining full Oswego f Bill leads with lasting city operations; included demolition of the old Sidaro Sin relationships. y structure and creation of public plaza;features Redevelopment flexible meeting rooms,council chambers, Manager secured areas,and community facing spaces; (503)687-7421 EXPERIENCE With 44 years of experience in early cost modeling and VE saved$20M, and a construction, Bill has worked on over redesigned mat foundation addressed high water *now with City of 7 Total Years:44 $2B dollars worth of projects. table conditions to mitigate risk and avoid delays Tualatin Years with HSW:22 He provides conceptual estimates EDUCATION based on empirical data leveraged The Portland Building Reconstruction with subcontractor input to ensure © Portland, OR • $161 M • 7/2016—11/2020 • 53 months • Progressive DB B.S. Civil Engineering estimates accurately reflect the tv Oregon State University project cost. High-profile Integrated Project Delivery(IPD) City of Portland 1 His ability to evaluate viable and project; reconstruction of the historic 400,000 sf Jo Wells CERTIFICATIONS efficient cost reducing measures puts Portland Building; project included recladding of Facilities Director HSW ahead of the field in attaining the original 1981 building envelope,a seismic (503)344-6957 » Civil PE(inactive) the City's goals with respect to budget. upgrade, new MEP systems,and new interiors; » OSHA 30-Hour award-winning project that exceeded COBID *Jo is now with Bill values a long-standing relationship Participation goals the City of Bend 41 » CPR &First Aid with OTAK and envisions a strong partnership between HSW,the City, WORK HISTORY SEA, and OTAK. Howard S.Wright - � 2003—Present 0 ill © East County Courts Gresham, OR • $17M • 1/2010—3/2012 • 14 months • CM/GC DPR r ] 1997-2003 New 3-story civic facility for Multnomah County; Shiels Obletz steel frame construction project replaced the Johnson Baugh(now Skanska) " r I g existin Gresham courthouse with 42,000 sf, Steve Cruzen 1988-1997 MI zigl housing three courtrooms and offices for the Senior PM •Hoffman �� a�� district attorney,judges,and support staff; (503)242-0084 ,�@�� — sustainable features include a solar PV system, 1980-1988 — - = rainwater harvesting,ground source heat *Steve is now A pump, eco-roof, Clean Diesel Program, recycled retired materials, and locally resourced materials -- � a-erg --�e.�-_-r-.���zr._- -� -�-�-r-���i r•_. RESUMES I PRECONSTRUCTION TEAM CHIEF ESTIMATOR EXPERIENCE . . C D TT M AXW E L L Salem Civic Center ---______---- IC: 0 Salem, OR • $3.5M • Fall 2025—Spring 2027 • 18 months • DB Chief Estimator Seismic renovation of Brutalist architecture City of Salem 6 demanding specialized engineering to enhance Aaron Kimsey Scott estimates with insight earthquake resistance while preservingthe iconic Asst. CityEngineer .� , �� I� . Q g j, and edge. concrete design; project includes a 21st century (503)588-6211 workplace design;ADA accessibility upgrades and public wayfinding EX P E R i t N C E A seasoned estimator, Scott has put his skills to work on a wide variety of Total Years: 25 construction projects, including CM/ Years with HSW: 15 GC,civic, public safety buildings,and ground-up construction. EDUCATION Salem Public Works Operations Building His accuracy in providing conceptual © Salem, OR • $32M • 1/2021 —8/2023 • 31 months • Design-Build B.S. Civil Engineering estimates, based on an empirical University of Washington data leveraged with subcontractor New 30,000 sf center consolidated four office City of Salem input,ensures the estimate accurately locations into one unified building with shared Mark Becktel CERTIFICATIONS reflects the project cost. meeting and collaboration spaces, breaking down Parks& » OSHA 30-Hour Scott's ability to evaluate viable and barriers and connecting people from the field; Transportation » CPR &First Aid efficient solutions to cost reducing project included all associated site work, parking, Services Manager measures puts the HSW team ahead and landscaping upgrades; glue laminated (503)351-2220 WORK HISTORY of the field in attaining the City's goals columns and beams with mass plywood decking, with respect to budget. designed to IBC Risk Category 4, Critical Facility Howard S.Wright 2017—Present Bremik Construction s , , _- The Portland Building Reconstruction 2012-2017 x '�e �"- ; : © Portland, OR • $161 M • 7/2016—11/2020 • 53 months • Progressive DB �, • • a • Howard S.Wright • le -• • • z "¢ High-profile Inte rated Delivery(IPD) Cityof Portland t. , , . . • f � ; 9 Project 2005-2012 Ap w .,, ;e,,, il. . . . ° project; reconstruction of the historic 400,000 sf Jo Wells OTAK kr ! y.•,:.•.I,. - 'Alta®" Portland Building; project included recladding of Facilities Director ig"� . O. 2004-2005 °°'` f. the original 1981 building envelope, a seismic (503)344-6957 ® "'�`'`' A ''"'"". . upgrade, new MEP systems,and new interiors; Kiewit ' ' .' ss •' - award-winning project that exceeded COBID *Jo is now with r ° q rim 1`' wry Participationgoals the Cityof Bend 2000-2004 -- p RESUMES I PRECONSTRUCTION TEAM ESTIMATOR EXPERIENCE LIALLY SCHUTZLER H U T Z L E R Salem Public Works Operations Building O Salem, OR • $32M • 1/2021 —8/2023 • 31 months • Design-Build ,� Estimator s New 30,000 sf center consolidated four office City of Salem �� � �' locations into one unified building with shared Mark Becktel Ally's precision powers project meeting and collaboration spaces, breaking down Parks& success. ... 0 barriers and connecting people from the field; Transportation s *f)) - , s �°! �4 project included all associated site work, parking, Services Manager and landscaping upgrades; glue laminated (503)351 2220 EXPERIENCE Ally brings a wealth of knowledge and columns and beams with mass plywood decking, lessons learned from her experience designed to IBC Risk Category 4, Critical Facility Total Years:7 with large public projects. Years with HSW:7 She is an articulate and collaborative communicator with talent for EDUCATION . The Portland Building Reconstruction establishing productive,trustful © Portland, OR • $161 M • 7/2016—11/2020 • 53 months • Progressive D/B B.S. Civil Engineering relationships with owners,designers, Oregon State University and subcontractors. High-profile Integrated Project Delivery(IPD) City of Portland Dedicated and detail-oriented, project; reconstruction of the historic 400,000 sf Jo Wells CERTIFICATIONS Ally prioritizes cost efficiency and Portland Building; project included recladding of Facilities Director transparent communication to the original 1981 building envelope,a seismic (503)344-6957 » OSHA 10-Hour minimize surprises and preserve upgrade, new MEP systems,and new interiors; » CPR &First Aid project quality. award-winning project that exceeded COBID *Jo is now with Participation goals the City of Bend WORK HISTORY Howard S.Wright 2018—Present 1 0p,,,,,II ii, Salem Civic Center ,� Joni' 0 Salem, OR • $3.5M • Fall 2025—Spring 2027 • 18 months • DB ,'� �01!1,111 I Seismic renovation of Brutalist architecture City of Salem iir„,,,,,.11,, demanding specialized engineering to enhance Aaron Kimsey _ r' �i�ilk� earthquake resistance while preserving the iconic Asst. City Engineer 1,llb ' 4 j concrete design; project includes a 21st century (503)588-6211 — workplace design;ADA accessibility upgrades Rsl��jlij����� �,� ��� and public wayfinding RESUMES I PRECONSTRUCTION TEAM BIM/VD&C MANAGER EXPERIENCE DON J O S E P H S O N • Lake Oswego Police Station& City Hall Lake Oswego, OR • $37M • 1/2018—10/2022 • 57 months • CM/GC 7" , BIM/VD&C Manager - New municipal facility constructed adjacent City of Lake to the existing building while maintaining full Oswego I Don connects data, design, city operations; included demolition of the old Sidaro Sin and delivery. structure and creation of public plaza;features Redevelopment flexible meeting rooms, council chambers, Manager secured areas, and community facing spaces; (503)687-7421 EXPERIENCE Known as one of the best in the early cost modeling and VE saved $20M, and a industry, Don has managed the redesigned mat foundation addressed high water *now with City of Total Years: 19 successful implementation of BIM and table conditions to mitigate risk and avoid delays Tualatin Years with HSW: 11 VD&C on 30+Portland projects with a combined total value over$3B. EDUCATION Salem Public Works Operations Building Passionate about his role, Don seeks © Salem, OR • $32M • 1/2021 —8/2023 • 31 months • DB B.S. Construction to be an advocate for the owner's Management interests,constantly thinking about New 30,000 sf center consolidated four office City of Salem Brigham Young University how coordination decisions affect the locations into one unified building with shared Mark Becktel building operations. meeting and collaboration spaces, breaking down Parks& CERTIFICATIONS Don oversees the implementation of barriers and connecting people from the field; Transportation technology for the Oregon office and project included all associated site work, parking, Services Manager » Revit Certified Professional strives to find new and better ways and landscaping upgrades; glue laminated (503)351-2220 » OSHA 30-Hour to deliver projects for clients and columns and beams with mass plywood decking, » CPR &First Aid partners. designed to IBC Risk Category 4, Critical Facility WORK HISTORY 2 "Ik. The Portland Building Reconstruction Howard S.Wright 2017—Present - -imoilio Portland, OR • $161 M • 7/2016—11/2020 • 53 months • Progressive DB Hoffman Corporation ' High-profile Integrated Project Delivery(IPD) City of Portland i41111 n project; reconstruction of the historic 400,000 sf Jo Wells 2007-2017 rr�,.(' 4 R. 0Portland Building; project included recladding of Facilities Director i11 - 4, the original 1981 building envelope, a seismic (503)344-6957 ' upgrade, new MEP systems,and new interiors; t award-winning project that exceeded COBID *Jo is now with . Participation goals the City of Bend RESUMES I PRECONSTRUCTION TEAM BIM/VD&C ENGINEER EXPERIENCE • g ��� 1 , •1- • = Lake Oswego Police Station& City Hall rillikir BI H E��EQ WILDER Lake Oswego, OR • $37M • 1/2018—10/2022 . 57 months • CM/GC - X BIM/VD&C Engineer New municipal facility constructed adjacent City of Lake .;+ , 4 - •• to the existing building while maintaining full Oswego -;, ..i so Chelsea builds smarter with city operations; included demolition of the old Sidaro Sin ,. digital precision. structure and creation of public plaza;features Redevelopment ...11MIN\_ flexible meeting rooms, council chambers, Manager secured areas, and community facing spaces; (503)687-7421 EXPERIENCE Chelsea is well versed in bringing early cost modeling and VE saved $20M, and a efficiency to the field by implementing redesigned mat foundation addressed high water *Sidaro is now with Total Years: 8 technology including BIM,Virtual table conditions to mitigate risk and avoid delays the City of Tualatin Years with HSW:4 Construction, Procore, and field access to information via iPad which provide EDUCATION real-time data and accuracy. Salem Public Works Operations Building She assists Don in the implementation © Salem, OR • $32M • 1/2021 —8/2023 • 31 months • DB A.A.S. Construction Trades: P General Apprenticeship of technology for the Oregon office New 30,000 sf center consolidated four office City of Salem and strives to find new and better Mt. Hood Community College locations into one unified building with shared Mark Becktel ways to deliver projects for our clients meeting and collaboration spaces, breaking down Parks& and partners. barriers and connecting people from the field; Transportation CERTIFICATIONS project included all associated site work, parking, Services Manager OSHA 30-Hour and landscaping upgrades; glue laminated (503)351-2220 CPR &First Aid columns and beams with mass plywood decking, designed to IBC Risk Category 4, Critical Facility WORK HISTORY 111 Howard S.Wright i-ao ;. • 2021—Present 0 The Portland Building Reconstruction Portland, OR • $161 M • 7/2016—11/2020 • 53 months • Progressive DB IES _ ' 11. �' 2020-2021 High-profile Integrated Project Delivery(IPD) City of Portland -f 11 project; reconstruction of the historic 400,000 sf Jo Wells Fred Shearer&Sons Imo Portland Building; project included recladding of Facilities Director 2017-2020 the original 1981 building envelope, a seismic (503)344-6957 upgrade, new MEP systems,and new interiors; award-winning project that exceeded COBID *Jo is now with Participation goals the City of Bend RESUMES PROJECT MANAGEMENT TEAM SENIOR PROJECT MANAGER EXPERIENCE T S M T H O Lake Oswego Police Station&City Hall Lake Oswego, OR • $37M • 1/2018—10/2022 • 57 months • CM/GC Senior Project Manager II& l / New municipal facility constructed adjacent City of Lake ire Todd the existing building while maintaining full Oswego Todd drives progress through city operations; included demolition of the old Sidaro Sin '` partnership. y 4 p • structure and creation of public plaza;features Redevelopment flexible meeting rooms,council chambers, Manager secured areas,and community facing spaces; (503)687-7421 EXPERIENCE Todd is a seasoned Senior Project early cost modeling and VE saved$20M, and a Manager with specialized experience redesigned mat foundation addressed high water *Sidaro is now with Total Years: 15 in managing large teams and multi- table conditions to mitigate risk and avoid delays the City of Tualatin Years with HSW: 12 building projects. EDUCATION Serving as the primary contact for Salem Civic Center the Tigard Police and Public Works © Salem, OR • $3.5M • Fall 2025—Spring 2027 • 18 months • DB B.S. Construction Facility project, he will ensure all Engineering Management deliverables presented are studied, Seismic renovation of Brutalist architecture City of Salem Oregon State University tested,and vetted prior to submission. demanding specialized engineering to enhance Aaron Kimsey He will oversee value engineering, earthquake resistance while preserving the iconic Asst. City Engineer cost management,and subcontractor CERTIFICATIONS procurement. concrete design; project includes a 21st century (503)588-6211 workplace design;ADA accessibility upgrades » LEED Green Associate Todd will be the key link between and public wayfinding » OSHA 30-Hour the City, OTAK,and SEA to ensure a » CPR &First Aid smooth project within budget and on- time while keeping the overall design — ‘ tent in mind. i WORK HISTORY Howard S.Wright © ,•` © Confidential Office Campus 2013—Present y Camas,WA • $58.4M • 11/2015—11/2020 • 61 months • CM/GC Fortis Construction _ -- — Class A corporate campus including three 5-story Fisher Investments 2010-2013 a.im: :;m :"• ' structural steel office buildings ranging from John Riley "' 114,000—133,000 sf including four floors of open Senior PM '"`A^rMre M...,"!" ;41„Iv office space,a ground-level cafeteria, meeting (650)350-5714 "'""`" rooms, and an auditorium; 1-story manufacturing , '` °` building *retired Alf 4; III Ai RESUMES PROJECT MANAGEMENT TEAM PROJECT MANAGER EXPERIENCE M E G A N COOK- Multnomah County Chapter 3 Libraries E CH E L B E R G E R O Portland, OR • $35M • 5/2023—2/2026 . 33 months • CM/GC -— Project Manager - Three library renovation, expansion and/or Multnomah upgrades totaling 36,000 sf;team balanced County Megan is a bond approval budget constraints with modern, sustainable Elise Hendrickson outreach champion. improvements; cost studies, material evaluations, Senior PM and bid alternates provided real-time cost and (503)309-9209 schedule insights enabling informed design EXPERIENCE Megan's recent leadership experience decisions to maintain target budget; significant with large complex projects will VE and small business participation Total Years: 10 headstart her hustle as Project Years with HSW:5 Manager. She will be responsible for the review, EDUCATION , City of Portland—City Hall Renovation analysis, management, and resolution © Portland, OR • $8M • 1/2024—3/2025 • 15 months • CM/GC B.S. Construction of field coordination issues with the Management team and subcontractors,while also Renovation of the existing and occupied historic City of Portland Washington State University supervising estimators,schedulers, City of Portland building to create a new Council Caitlin McGehee and trade partners to ensure a Chambers and office space with adequate room Capital Project cohesive and efficient project. to serve the 12 new Councilors, Mayor, City Manager CERTIFICATIONS Megan's key strengths include Administrator,and support staff;close coordination (503)865-6942 » DBIA Associate organization, effective communication, with the City was essential to minimize disruptions » LEED Green Associate and the ability to motivate and while upgrading AV/broadcasting systems, » OSHA 30-Hour build rapport with all project team security,and office layouts members. » CPR &First Aid WORK HISTORY 0 Block 216 Howard S.Wright © Portland, OR • $417M • 7/2019—10/2023 • 50 months • CM/GC 2019—Present 35-story high-rise on a complete downtown BBC Advisors Mortenson block;five levels of underground parking;five Barclay Grayson 2014-2019 _ floors of shelled office space for future tenant Senior VP , . � ', _ build out;251 hotel rooms,238 residential (503)595 3090 units, pool,and fitness center; involved detailed „jlili% � coordination across multiple disciplines to deliver .- _--- -- :::. 1 ;)' '' CC a high-rise that integrates office, residential, and ;;,' 1.1 kilF01== retail spaces within a tight urban site RESUMES 1 PROJECT MANAGEMENT TEAM PROJECT ENGINEER EXPERIENCE II �- O David Douglas School District R YA N H E L B L I N G Portland, OR • $15.3M • 5/2025—8/2025 . 3 months • CM/GC Project Engineer—Civil/Site Structures Deferred maintenance and select upgrades to Davis Douglas "' °- three of David Douglas School District's facilities; School District ° r f�" ,�,. Ryan bridges design with real major project elements include HVAC upgrades, Patt Komar ' results electrical and generator upgrades,fire alarm Director of Admin. .a.._a + 1,1:; replacement, addition of security vestibules,and Services remodel of specialty areas (503)261-8211 EXPERIENCE As Project Engineer—Civil/Sit; Structures, Ryan will assist the t• Ili Total Years: 4.5 to review and coordinate the GA/ Years with HSW:4.5 QC plan, develop the submittal log , participate in subcontractor projec EDUCATION orientation meetings, and provide The Springs at The Waterfront the team with accurate, real-time © Vancouver,WA • $159M • 4/2022—10/2024 • 31 months • CM/GC B.S.Mechanical Engineering information ensuring informed and University of Portland effective decision making. 12-story,463,986 sf,250-unit residential care The Springs Ryan facilitates several helpful tools community;common areas include a heated indoor Living CERTIFICATIONS pool and spa,multiple dining options,fitness Chris Shelby utilizing Procore technology,thereby studio,administrative offices,staff lockers,and �� greatly reducing inefficiency and Director of Design OSHA 30-Hour back of house support service facilities;two levels (503)502-0299 CPR &First Aid promoting high levels of collaboration of below-grade parking;designed to promote the in the field. well-being of residents and staff,the community WORK HISTORY adheres to rigorous LEED Gold certification and Oil FitWel®certification standards Howard S.Wright 2020—Present 3 *. xi i I I O B Portlandlock216, OR • $417M • 7/2019—10/2023 • 50 months • CM/GC 35-story high-rise on a complete downtown BDC Advisors block;five levels of underground parking; five Barclay Grayson floors of shelled office space for future tenant Senior VP build-out; 251 hotel rooms, 238 residential (503)595-3090 Mi -•, r, ,: -- units, pool, and fitness center; involved detailed `f coordination across multiple disciplines to deliver 0 `"`aim a high-rise that integrates office, residential, and retail spaces within a tight urban site RESUMES 1 PROJECT MANAGEMENT TEAM PROJECT ENGINEER EXPERIENCE a`; •••.. ���" O DAISY MULLIGAN Multnomah County Chapter 3 Libraries Portland, OR • $35M • 5/2023—2/2026 • 33 months • CM/GC .r T '!' . ;, . Project Engineer—Office Building ^'�""7 Three library renovation, expansion and/or Multnomah . _ r upgrades totaling 36,000 sf;team balanced County ��r Daisy aligns crews with budget constraints with modern, sustainable Elise Hendrickson 1/ precision planning. improvements; cost studies, material evaluations, Senior PM and bid alternates provided real-time cost and (503)309-9209 schedule insights enabling informed design EXPERIENCE As Project Engineer—Office Build decisions to maintain target budget; significant Daisy will ensure full coordination VE and small business participation Total Years: 3 all subcontractors and suppliers. Years with HSW:2 A dedicated team player and champion EDUCATION problem solver, Daisy tackles each Block 216 task with enthusiasm and strives to © Portland, OR • $417M • 7/2019—10/2023 • 50 months • CM/GC . B.S. Construction elevate her knowledge to the next Engineering Management Iii 35-story high-rise on a complete downtown BDC Advisors Oregon State University Her recent experience with public block; five levels of underground parking; five Barclay Grayson work and new construction will be an floors of shelled office space for future tenant Senior VP CERTIFICATIONS asset to the Tigard Police and Public build-out; 251 hotel rooms,238 residential (503)595-3090 Works Facility project team. units, pool, and fitness center; involved detailed OSHA 30-Hour coordination across multiple disciplines to deliver CPR &First Aid a high-rise that integrates office, residential, and retail spaces within a tight urban site WORK HISTORY Howard S.Wright " 442'2023—Present Intercontinental Bellevue at the Avenue a. ,` © Bellvue,WA • $800M • 7/2019—7/2024 • 60 months • DBB JTM Construction 2023-2024 ,: 1.; , Two mixed-used towers, 25 stories, 2 podiums, Fortress and 3.5 levels of parking garage space totaling David Murphy IL !.t I Ylut � rr��r• � Or --� 'e 1.2M sf; an intercontinental hotel and high-value Development estates/condos, retail and customer service, and Manager IlrilA' 1110711111117 amenity spaces (425)454-7325 ° 11 11 *project completed prior to HSW RESUMES PROJECT MANAGEMENT TEAM PROJECT ENGINEER EXPERIENCE ,' - ; � `- _ � i Block 216 - _ •,— ER I C H AY W A R D O Portland, OR • $417M • 7/2019— 10/2023 • 50 months • CM/GC ' '1.11 Project Engineer—Office Interiors 35-story high-rise on a complete downtown BDC Advisors kaki: i!� a / block;five levels of underground parking;five Barclay Grayson • Eric coordinates teams and 11011-'—"0-:-� �,�, floors of shelled office space for future tenant Senior VP oil iivi o s %. transforms spaces. build out;251 hotel rooms,238 residential (503) 595-3090 ��'�' "f jam: rir. units, pool,and fitness center; involved detailed _.iClri: li 4' coordination across multiple disciplines to deliver EXPERIENCE As Project Engineer—Office a high-rise that integrates office, residential, and Interiors, Eric will provide excellent retail spaces within a tight urban site Total Years:5 organizational skills and efficiency Years with HSW:5 with project documentation. EDUCATION His experience with fast-paced -1 Holman Auto Group BMW Tigard ground-up projects ensures © Tigard, OR • $54M • 9/2022—12/2023 • 15 months • CM/GC B.S. Construction subcontractors are onboarded and Management contracted with the quality and speed New facility with sales and service functions Holman Auto University of Nebraska required to fulfill the City of Tigard's for high-end automobiles; service portion has 40 Group high quality schedule and budget maintenance bays with in ground lifts, EV capacity, Mike Houghten requirements. and infrastructure for specialty tools/equipment; Project Manager/ CERTIFICATIONS sales portion includes a four-story precast parking Operations » OSHA 30-Hour L structure; precast was fabricated at two separate (606)405-6107 » CPR &First Aid facilities to accommodate fast-track schedule; facility also includes locker rooms,training WORK HISTORY 1 facilities,office space,and breakrooms Howard S.Wright 3 Veterans Memorial Coliseum 2020—Present — �k0 Portland, • 0M • 6/2024—10/2025 • 16 months • M RenovationOR of a$5 197,000 sf historic multipurpose WenahaC /GCoup Group ', ,roam"�IEeWe-eae ee( arena including upgrades to essential systems Jim Houchins such as electrical and plumbing infrastructure,the Senior Construction ,( ' concourse,and restrooms as well as replacing the Manager scoreboard and audio system; modernization of the (503)936-1475 ` seating bowl will provide accessible seating areas, as well as premium and group seating areas; 'r1 M' the multi-phased work will not interfere with Winterhawks hockey games or other events RESUMES FIELD & SUPPORT TEAM PROJECT SUPERINTENDENT EXPERIENCE -`\� , ,, , ■ Multnomah County Chapter 3 Libraries \ \ 1 B 0 B M AT H I S E N O Portland, OR • $35M • 5/2023—2/2026 . 33 months • CM/GC ! `V • Senior Superintendent � _ Three library renovation, expansion and/or Multnomah z-- - ' ' iupgrades totaling 36,000 sf;team balanced County ', - � ; il ' Bob is a true builder. budget constraints with modern, sustainable Elise Hendrickson j\ �. improvements; cost studies, material evaluations, Senior PM up _JIMMIE& and bid alternates provided real-time cost and (503)309-9209 schedule insights enabling informed design EXPERIENut As a leader in the field, Bob will decisions to maintain target budget; significant implement the newest building VE and small business participation Total Years:30 technology and systems into this Years with HSW: 13 project with excellent resource management and schedule control. EDUCATION Block 216 He is an accomplished and driven © Portland, OR • $417M • 7/2019—10/2023 • 50 months • CM/GC Associate Degree professional with an abundance of Phoenix Institute of experience optimizing the operation 35-story high-rise on a complete downtown BDC Advisors Technology,Agricultural and efficiency of construction through block;five levels of underground parking;five Barclay Grayson outstanding management and Drafting&Design supervision expertise. floors of shelled office space for future tenant Senior VP build-out;251 hotel rooms,238 residential (503)595-3090 CERTIFICATIONS Bob has honed his "hands-on" units, pool,and fitness center; involved detailed approach to successfully delivering coordination across multiple disciplines to deliver » OSHA 30 Hour complex, urban projects on-time a high-rise that integrates office, residential, and » CPR &First Aid and on-budget with immense client retail spaces within a tight urban site satisfaction. WORK HISTORY 0 Howard S.Wright © The Portland Building Reconstruction 2012—Present Portland, OR • $161M • 7/2016—11/2020 • 53 months • Progressive DB AM Technical Solutions "I'i"I' 'l ' 'IIIIIIIIIIIIII High profile Integrated Project Delivery(IPD) City of Portland 2011-2012 y 1' I: ,., „ ,;,�, project reconstruction of the historic 400,000 sf Jo Wells Portland Building; project included recladding of Facilities Director Anderson Construction 77 the original 1981 building envelope,a seismic (503)344-6957 2010-2011 ' upgrade, new MEP systems,and new interiors; Skanska (( " ,_ I award-winning project that exceeded COBID *Jo is now with 1994-2009 ; Participation goals the City of Bend -; MI RESUMES I FIELD & SUPPORT TEAM PROJECT SUPERINTENDENT EXPERIENCE y" MATT C U R T 0 King County Children& Family Justice Center ` ,; Seattle,WA • $186M • 6/2016—1/2020 • 43 months • DB 1 + Project Superintendent 0 New facility includes: 137,000 sf courthouse King County , with 10 courtrooms, 92,000 sf, 112-bed juvenile Jim Burt Matt builds success through detention center allowing for flexibility to reduce Former Manager, eld leadersh' detention space in the future; 10,200 sf of youth Capital Planning& program space; a 360 stall parking structure and Development 1.55 acres of open area including pedestrian and (206)291-5896 EXPERIENCE Matt's experience spans both complex bicycle pathways and a public plaza large scale ground-up projects as *retired Total Years: 20 well as tenant improvements. He 2020 DBIA National Award of Merit for Federal, Years with HSW:20 has led crews of 100+with a strong State, County, Municipal focus on efficiency and quality,and CERTIFICATIONS actively uses his skills working with Chelan Village subcontractors and staff to effectively © Redmond,WA • $confidential • 5/2021 —3/2025 • 46 months • CPD OSHA 30-Hour deliver on fast-track and signature projects. Two 4-story office buildings totaling 400,000 sf Confidential WORK HISTORY Matt's resume includes civic and of exhibit space, dining facility, employee serving Client projects, projects on large space, and executive meeting space;the top Gid Palmer Howard S.Wright justiceP 1 P 1two floors of Building 1 are Dowel Laminated Director, Real 2005—Present and complicated sites,and high- performing,sustainable structures. Timber(DLT)decks with glu-laminated columns, Estate&Facilities with concrete and steel lateral system; high- (888)725-1047 performing facility with 50% carbon reduction; LEED Platinum target and Salmon-Safe; part of a campus modernization on a 72-acre site for an international software developer 1 1 Virginia& Boren Office Building © Seattle,WA • $45M • 8/2019—1/2021 • 18 months • CPD 16■ A ' ; A 10-story steel-framed office building with Trammell Crow ^. 115,000 sf of offices above 5,000 sf of retail/ Company -. , commercial space and four levels of underground Janet Donelson /k „ �;;p•, � w�' ,,,...1 parking parking for 100 vehicles; construction took place Senior VP �" � ,, " among four other active high-rises within a one (214)863-4101 °" block radius and involved demolishing the site's 11, -..� -, — ; ; , 1°' existing building; LEED Silver *retired RESUMES I FIELD & SUPPORT TEAM PROJECT SUPERINTENDENT EXPERIENCE -~�— -' TRAMS SCHUTZLERIII Salem Civic Center Salem, OR • $3.5M • Fall 2025—Spring 2027 • 18 months • DB _ _ Area Superintendent—Site/Civil _ ' . Seismic renovation of Brutalist architecture City of Salem _ ___, demanding specialized engineering to enhance Aaron Kimsey earthquake resistance while preserving the iconic Asst. City Engineer j concrete design; project includes a 21st century (503)588-6211 1_1 workplace design;ADA accessibility upgrades and public wayfinding EXPERIENCE As Area Superintendent—Site/ Civil,Travis will bring his leadership, Total Years: 8 organization, effective communication, Years with HSW:8 and his ability to motivate and build rapport to this project team. EDUCATION Lake Oswego Police Station&City Hall He will focus his time on the © Lake Oswego, OR • $37M • 1/2018—10/2022 • 57 months • CM/GC B.S. Construction management of field operations, Engineering Management including the supervision,organization, New municipal facility constructed adjacent City of Lake Oregon State University planning,and scheduling of the to the existing building while maintaining full Oswego physical execution of the work. city operations; included demolition of the old Sidaro Sin CERTIFICATIONS structure and creation of public plaza;features Redevelopment flexible meeting rooms, council chambers, Manager OSHA 30-Hour secured areas, and community facing spaces; (503)687-7421 CPR &First Aid early cost modeling and VE saved $20M, and a redesigned mat foundation addressed high water *now with City of table conditions to mitigate risk and avoid delays Tualatin WORK HISTORY Howard S.Wright 2017—Present ire • © Block 216 .y, Portland, OR • $417M • 7/2019—10/2023 • 50 months • CM/GC V 35-story high-rise on a complete downtown BDC Advisors "" • block; five levels of underground parking; five Barclay Grayson irA P_ - _ floors of shelled office space for future tenant Senior VP _ 1 I r - build-out; 251 hotel rooms, 238 residential (503)595-3090 • r•. units, pool, and fitness center; involved detailed viL.---1 WI coordination across multiple disciplines to deliver 1, g 9• a hi h-rise that inte rates office, residential, and 4 retail spaces within a tight urban site RESUMES I FIELD & SUPPORT TEAM PROJECT SUPERINTENDENT EXPERIENCE e i O Multnomah County Chapter 3 Libraries CARTER G U LACY Portland, OR • $35M • 5/2023—2/2026 . 33 months • CM/GC Area Superintendent—Office �- Three library renovation, expansion and/or Multnomah � a upgrades totaling 36,000 sf;team balanced County i Carter builds tr_ i ough budget constraints with modern, sustainable Elise Hendrickson ,� 1� �I coordination improvements; cost studies, material evaluations, Senior PM 1 i1/ /i and bid alternates provided real-time cost and (503)309-9209 schedule insights enabling informed design EXPERIENCE Carter is a responsible and decisions to maintain target budget; significant collaborative Area Superintendent VE and small business participation Total Years: 14 —Office with experience on projects Years with HSW: 11 totaling$1.4B. EDUCATION She takes responsibility of the jobsite The Portland Building Reconstruction and jumps in to solve problems with © Portland, OR • $161 M • 7/2016—11/2020 • 53 months • Progressive DB Four Year Carpenter a sense of ownership, leading to a Apprenticeship clean,safe,and efficient jobsite— High-profile Integrated Project Delivery(IPD) City of Portland every time. project; reconstruction of the historic 400,000 sf Jo Wells CERTIFICATIONS Carter will assist with project schedule Portland Building; project included recladding of Facilities Director development,actively participate in the original 1981 building envelope, a seismic (503)344-6957 » Certified Erosion &Sediment preconstruction activities,and ensure upgrade, new MEP systems, and new interiors; Control Lead(CESCL) that the project is built on time,within award-winning project that exceeded COBID *Jo is now with Oregon& Washington budget,and in accordance with the Participation goals the City of Bend » Hydro-Mobile Training City of Tigard's goals. » Suspended Scaffold Training » Forklift Operator » OSHA 10-Hour '4^-r! » CPR &First Aid 0 Block 216 O Portland, OR • $417M • 7/2019—10/2023 • 50 months • CM/GC WORK HISTORY 16;t: i 35-story high-rise on a complete downtown BDC Advisors Howard S.Wright I block;five levels of underground parking;five Barclay Grayson 2014—Present floors of shelled office space for future tenant Senior VP build-out; 251 hotel rooms, 238 residential (503)595-3090 ,i .. units, pool,and fitness center; involved detailed coordination across multiple disciplines to deliver a high-rise that integrates office, residential,and retail spaces within a tight urban site RESUMES FIELD & SUPPORT TEAM SAFETY REPRESENTATIVE EXPERIENCE ` . Lake Oswego Police Station&City Hall `— -- BOBBY BLANKS O Lake Oswego, OR • $37M • 1/2018—10/2022 • 57 months • CM/GC �- - Safety Representative ..; New municipal facility constructed adjacent City of Lake : ' ,,, .' - to the existing building while maintaining full Oswego F___ Bobby champions safety on city operations; included demolition of the old Sidaro Sin \1--- . every site. y structure and creation of public plaza;features Redevelopment flexible meeting rooms,council chambers, Manager secured areas,and community facing spaces; (503)687-7421 EXFERIhNUt Bobby is a compassionate and early cost modeling and VE saved$20M, and a focused leader in safety with an redesigned mat foundation addressed high water *now with City of Total Years:26 intense passion for his craft. He is table conditions to mitigate risk and avoid delays Tualatin Years with HSW: 12 able to effectively communicate his approach and the safety culture to all EDUCATION levels of the organization. Salem Public Works Operations Building With 26 © Salem, OR • $32M • 1/2021 —8/2023 • 31 months • DB years as a safety AA Business Management s Olympic College professional, Bobby maintains an New 30,000 sf center consolidated four office City of Salem in-depth knowledge of city,federal, locations into one unified building with shared Mark Becktel CERTIFICATIONS and state safety requirements and meeting and collaboration spaces, breaking down Parks& implements them into his safety procedures. barriers and connecting people from the field; Transportation » Safety Trained Supervisor in project included all associated site work, parking, Services Manager Construction(STSC) Bobby partners with the field teams and landscaping upgrades; glue laminated (503)351-2220 » Certified Health &Safety to implement our Zero Harm program columns and beams with mass plywood decking, Technician(CHST) regardless of size or scale. designed to IBC Risk Category 4, Critical Facility » OSHA 30-Hour » CPR &First Aid WORK HISTORY 0 The Portland Building Reconstruction © Portland, OR • $161 M • 7/2016—11/2020 • 53 months • Progressive DB Howard S.Wright 2013—Present High-profile Integrated Project Delivery(IPD) City of Portland project; reconstruction of the historic 400,000 sf Jo Wells Performance Contracting _Ai - i Portland Building; project included recladding of Facilities Director 2012-2013 I - the original 1981 building envelope,a seismic (503)344-6957 ` V ! upgrade, new MEP s stems,and new interiors; ;.111Pacific Tech Construction pg Y 2001-2011 award-winning project that exceeded COBID *Jo is now with 4 Participation goals the City of Bend RESUMES 1 SUBJECT MATTER EXPERT DIRECTOR OF JUSTICE & CIVIC EXPERIENCE D A N FERGUSON El Centro Police Station El Centro,CA • $39.8M • 7/2023—5/2026 • 34 months • CM Agent Director of Justice&Civic 44,477 sf project; phased demolition of existing City of El Centro -- police station and construction of two buildings: Abraham Campos Dan is a subject matter expert the 32,671 sf,2-story main building includes a City of El Centro for public safety excellence. i public lobby, multipurpose space, administration Public Works '9, offices,and investigators-, records-, and patrol- Director related functions(lockers,fitness, etc.);the (760)604-3799 EXPERIENCE Dan will work closely with the team 11,806 sf support building houses property and to provide senior leadership support evidence, K-9,fingerprint laboratory, police Total Years:38 services and subject matter expertise. support/storage facilities,and indoor police Years with HSW:5 firearms range; 128 parking spaces He will contribute specialized EDUCATION knowledge in public works and safety Southern Region Operations Headquarters for CAL building operations to help guide © FIRE, Cal OES&USFS B.A.Architecture construction efforts that preserve eCA • $40M • 9/2011 —12/2015 • 51 months • DBB B.A.Arts essential services and ensure all Iowa State University personnel have uninterrupted access to 62,863 sf campus; project consisted of an CAL FIRE safe and functional working spaces. Operations Coordination Center,JIC/Training/ Tom Schanberger CERTIFICATIONS For the past 30+years, Dan has led _ Classrooms,Administration/Offices and other CA DGSPD-ll » Designated Design Build project teams with the delivery of :71 Support Buildings;facility coordinates resources (916)320 0718 Professional since 2006 over$1.8B of municipal construction and communications for any fire or other disaster » Certified Constructionnce projects. His proven strategies from Sacramento to the Mexican border; Manager(CMAA) and practical lessons learned construction work included demolition,all site gwill strengthen our planning and » OSHA 30-Hour coordination efforts for the Tigard A. work, utilities,a vehicle wash station,a fuel g island, emergency generators and a 130-foot steel » CPR &First Aid Police and Public Works Facility. communication tower; LEER®Gold certified WORK HISTORY O County Youth Transition Campus (YTC) Phases 1-3 Balfour Beatty - © San Diego,CA • $193M • 12/2019—10/2023 • 47 months • DB 2020—Present Phase 1: new 131,000 sf urban camp for boys Vanir CM Vanir Construction Management imt11-- and girls,academic instruction spaces,and Tim Hancock 2011-2019iszci.j •_ . visitation area for both families and service Executive Director providers; Phases 2-3:Temporary Residential of Justice JE Dunn Placement Facility(TRPF)housing 72 youth (619)994-8188 1992-2010 awaiting adjudication by the Court,and a Probation Department Office Building located outside of the secure perimeter WI i i- 0 - _- Gam: ` o: _. ' � � I 0 i 0 id ig0 V. .F ;IP-- -- 1 i(j ______.- _ .__—_- ....- - , --;,, . — .., 1 0 li .„,... \\....... ( \ r J '4111L Pl.° ,-11 :1,morettiffArsirwr . . war ay, =ma to.-€.-eiNini IT= i 1-4116.42i4,_...:;.j%r •itei:-. v. ,e 4•7117:-4_- ,- . -4V4_I . °II 0.-".. _Ima .2.1, Ae! ft MI . — . ''. Vi=firgiji 1 %„ '1.. f A Ito Low,yifir ,....optizri I wear- -; . ir...-L r--:6., a- ai iiraLimem - of zikel,*=1111A1 1 raj;710 — bit i iv.- ITioll la ZE....' LA& ,,-, ;or,lrelyr/ .1 144 us W''. I el 41 _Joe,fe. ' •*;74,Wvinki mai Irse.• ruP I L , q, rio, . rn- Alor7:1,_?_-_-_-, 4 - 1 Or he ..M.:i UPIC-Mk • ',..Jires'Algil6.4f IsirvAllisi."70 iar -Alga ' -N 3 1' rill r hank yo u S Howard S.Wright 1455 NW Irving Street, Suite 400, Portland, OR 97209