The URL can be used to link to this page

Home My WebLink About9 Turner Construction Company_Redacted City of Tigard Police and Public Works Facility Request for CM/GC Services #2025-20 Turner Construction I June 25,2025 ■ ■ ■ ■ Turner Transmittal Page Turner I Not Included in Page Count RFP#2025-20 City of Tigard Turner City of Tigard Police and 13125 SW Hall Blvd Public Works Facility Tigard,OR 97223 . . . RE: RFP#2025-20 Police and Public Works Facility Turner Construction Dear Selection Committee, Company It is an honor to submit our proposal for this community-defining project.Thank you for considering Turner Construction as your AUTHORIZED PERSON partner:a national resource for best practices and a committed local builder. Kyle Warren VP and General Manager As members and supporters of the Tigard community,we're inspired by the City's tenacity in advancing this project to its current stage.That is no small feat,and we want to help bring it home with you. CONTACT PERSON Stacy Ramakers Our commitment is local.Most of the staff proposed for this project live,or have lived,in Tigard.We don't just know this community; Project Executive we are part of it. 1155 SW Morrison St.STE 600 In the attached proposal,and in our delivery,you will find: Portland,OR 97205 1. Bond assurance support:You can rely on our team to help deliver clarity,value,and community trust. E:sramakers@tcco.com 2. An experienced,local team: Deeply connected and committed,with a proven history of fostering collaborative,high P:(503)726-8439 functioning teams. 3. A predictable builder: Proven success delivering similar civic and essential service facilities throughout Oregon. We believe that how a community functions is just as important as what it builds.That belief drives our approach to every detail of this project.Thank you again for the opportunity to support the City's goals,advance Otak's strategy,and help realize SEA's vision for a resilient,high-performing facility that serves Tigard now and into the future. Sincerely, 53rj/AmLe Kyle Warren Stacy Ramakers VP,General Manager Project Executive 2.Required Forms Turner I Not Included in Page Count 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: Kyle Warren,VP and General Manager Contractor Name: Turner Construction Company ***************************************** Resident Certificate Please Check One: 121 Resident Contractor: Contractor has paid unemployment taxes and income taxes in this state during the last twelve calendar months immediately preceding the submission of this proposal. Or U Non-resident Contractor: Contractor does not qualify under requirement stated above. (Please specify your state of residence: ) _14 4 Officer's signature: Kyle Warren,VP and General Manager Type or print officer's name: Page 19 2.Required Forms Turner I Not Included in Page Count 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 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: Turner Construction Company Business Address: 1155 SW Morrison St.STE 600 Portland,OR 97205 Telephone Number: (503)209-1546 Fax Number: (503)226-9836 Email Address: kwarren@tcco.com Authorized Signature: �� Printed/Typed Name: Kyle Warren Title: Vice President,General Manager Date: June 25,2025 Page 20 • ■ ■ ■ TABLE OF CONTENTS 4.3 Management of the Work 01 4.4 Proposed Project Personnel and Organization 10 4.5 Cost Management 16 4.6 Schedule,Quality Control and Safety Plans 21 4.7 Fee Proposal 28 Appendix 4 . 3 Management of Work • • • • Turner 4.3 Management of Work Turner I Page 1 IA.Preconstruction Services Plan that defines each preconstruction service.Address person(s)responsible for each service,description of the deliverable that will be provided,and action for firm or design team to take.Examples of projects that demonstrate the range of preconstruction services firm has provided on previous projects. Before we jump in... Meet our people g° '�, , i `T and let us tell you why we are here. z .16I_` ,\ '\�,, Our people are motivated and inspired by work Kyle Warren Stacy Ramakers Christy Turner Nic Levesque that has a lasting impact on our communities. Company Executive Project Executive Gov&Public SafetyPrecon&Procurementg Joe Newman Jaime PM p y j SME Manager Sr,Supt, Sr,PM 9 Throughout this proposal you will hear from a group of (p lb il", n. iT . wT passionate individuals that are committed to doing the work, are a part of the Tigard community and value J Aarr_ ilk ... relationships that last beyond our projects. ' project team ♦ Tyson Smart Nate Smith Jay Blackwell Heath Voegele Katel n McIntyre Lydia Liang Meet yourP 1 QAQC Manager Project Manager Chief Estimator Safety Manager C&CCoordinator Sustainability Manager Every Pursuit is an Investment... In Preparation for this Pursuit,we have Gotten to Know Your Project. Why are we Invested in You? 1. National Collaboration &Research 2. Local Collaboration & Research We choose to pursue projects that motivate us. Turner is a global company with 46 offices in the United Since opening our local office in 1979, we have prioritized O Cultural alignment with your full team States. Our company encourages dialogue and sharing fostering lasting local relationships in this market.Critical path 0 Opportunities for innovation and problem solving lessons learned to deliver the best innovation and starts with getting out of the ground and thoughtful phasing/ exceptional services to our clients. logistics to drive predictability. O Creation over reaction We focused on site development to lay the foundation for your Overthe pasttwoweeks,we havecollaborated 0 Drive to be best in class in sustainability and with 46 business units to advance project future resilient building by: resiliency strategy,alignment,and readiness. 0 Relationships! • Met with Ken Leahy construction,earthwork contractor Our Kansas City team brought forward a wealth of that recently completed site prep work on site and the 12 years of projects for our collective client, relevant experience and targeted support: adjacent development Salem Health.The longevity of this relationship Met with Green Mountain,experts in storm water represents a true collaborative owner/ RI PUBLIC SAFETY EXPERTISE: Completed over 1M • architect/contractor partnership. Our sq.ft.of public safety facilities valued at$388M, management foundation exists and we will build upon it for 0 SPECIALIZED LEADERSHIP: Introduced Christy • Discussed history of the land with Stu Peterson,your the City of Tigard. commercial property broker Turner as our teams Government and Public Otak Your early conversations have not only Safety Subject Matter Expert. She will bring Held meeting with Clean Water Services to understand all -.. inspired us to want to work with you—they've forward key lessons learned and best practices AHJ requirements to get ahead of potential constraints confirmed that partnering with OTAK,a trusted tailored to projects of this complexity and City advocate, positions us to deliver a community importance. • Analyzed deep foundation solutions related to water resilient, community-centered facility that table issues to understand the importance of resiliency we're genuinely excited to help realize. Q BOND SUPPORT SUCCESS: Provided strategic leadership in public engagement, marketing, and • Met with Turner's internal engineering group,TEG,to 6zAs residents of your community, we are so voter education to assist with successful bond evaluate various infrastructure options to support excited to get to know the people that are issuance. Our efforts focused on delivering clear, sustainability goals(such as geothermal exchange) Tigard responsible for creating a safe and welcoming accessible,and motivating information to drive environment for our families and loved ones. community support and ultimately secure the • Researched the"Tigard Resiliency District"to produce vote. end-in-mind thinking and understanding of the bigger picture 4.3 Management of Work Turner I Page 2 Now let's get going! In addition to the preconstruction services you listed within the RFP,following is an overview of the services we are committed to providing: Resp. Plan/Service Deliverable(s) Turner Action SEA Action • 360 documentation of full site and • Memorialize&assist design team perimeter infrastructure • Single Bluebeam studio document with implementation into design 1.Investigation • Cut/Fill drone analysis with all findings documents • Integrate new information into of Existing LEAD Conditions • Locates&Potholing • Recommendations for future • Highlight any challenges with design • Alignment with CoT Resiliency proofing current design and offer solutions to District minimize risk. 4.0 • Validate design changes through • Overlaying previous design set . Memorialize&assist design team in-person page turns and Bluebeam to highlight changes,design 2.Design LEAD Studio overlaycoordination,prior owner approvals/ with implementation into design pp • Integrate new information into Coordination documents Review • Proactively share potential design direction,impacts,history,etc, design impacts • Clash detection reports • Price check changes with sub SUPPORT • Live estimating to validate changes • Cost/Scope Variance log market where necessary 0 • Align program/building components 3.Design& LEAD with CoT to create baseline TVD • Detailed milestone estimates • Creation of Variance Log& • Partner with Turner to generate Target Cost Estimate supported with historical cost& Budget Control Report(BCR)and Variance Log&BCR Validation • Internal take-off's,trade partner trade partner budgeting to ensure communicate opportunities to • Integrate approved items into outreach&budgeting,assess accuracy maintain TVD estimate final design documents SUPPORT potential supply chain impacts Leverage •Turner's national • Purchasing roadmap with •LEAD procurement teams tio understand recommended early trade partner • Develop bid packages 4.Managing the onboarding aligned to design& • Leverage subcontractor • Publish design packages aligned Market current market conditions and risks MarketCD precon influence related to escalation&potential relationships and national buying to approved purchasing roadmap tariff impacts • Supply chain study&identification power for best pricing of long lead items SUPPORT • Approach constructability from multiple angles end user . Final Bluebeam Studio with full • Memorialize&assist design team impact(ex.maintenance,access, project team comments at each with implementation into design 5.Construct CO LEADS cost,resiliency,and efficiencies) design milestone documents • Integrate new information into ability • Be active members of the team,be • Publish alongside Safety&Logistics • Price check changes with sub design the builder.Lead constructability Plan market where necessary sessions in partnership with design team by major design elements 4.3 Management of Work Turner I Page 3 Resp. Plan/Service Deliverable(s) Turner Action SEA Action • BCR log and VE log • Identify project goals&priorities • Memorialize&assist design team in collaboration with CoT,Otak,and ' System cost&lifecycle analysis with implementation into design 6.Value LEAD for consideration(ex.MEP and • Integrate new information into SEA documents Engineering �� Structure) design • All studies to consider first cost vs. • Resiliency focus Day 1 spends vs. ' Price check changes with sub long-term impact Day 2 spends market where necessary SUPPORT • Identify schedule goals& • Meet commitments around 7.Schedule, •sequencing challenges Provide integrated P6 schedule with • Deploy best practices around lean design milestones,submittal Change Rec- LEAD • Leverage trade partner expertise for accuracy on preconstruction items, and Takt to drive predictability and reviews,RFI responses ommendations, efficiency, &constraints lead times,permitting,and owner productioncertainty with on-time delivery • Be an active partner on site to Long Lead Oitems related to long lead items resolve issues as they arise SUPPORT • Create 3D logistics plan for ease of • Collaborate project goals with City communication • Create visual schedule and 8.Phasing& &AH1 to create optimal construction • Phasing&logistics plan aligned • Open mind to considering LEAD diagramming for understanding Sequencing, efficiency to City of Tigard and neighboring multiple opinions,flexibility in Site Logistics • Understand site constraints& community requirements • Communicate any potential impacts priorities neighborhood impacts early and often • Communicate the plan with the community alongside CoT C0 • Create smaller bid packages to • Attend outreach events to generate increase opportunities • Publish fair&equitable Market interest 9.Subcontract LEAD • Start engagement and Outreach Plan to maximize use of • Host prequalification events for Plan-Local and local and MWESB firms local and MWESB firms • Support at outreach events prequalification process early MWESB • Integrate plan into Purchasing • Requirements for prime • Identify scopes with large Roadmap subcontractors to increase second SUPPORT participation opportunity for focus tier participation f • All detailed estimates are • 10.Cost • Creation of baseline estimate in benchmarked off a baseline Be experts in the estimate,share LEAD Estimating partnership with CoT accounting • Baseline is collaborated with CoT on materials,costs,and cost per unit • Provide insights into design Methodology O teams reporting structure,WBS elements, • Align with third party estimator direction,and feedback on VE aligned to accounting requirements as needed. SUPPORT At the start of every project,we generate a Process and Procedures Manual to outline ways of working together as a whole project team.This manual will create structure across all items mentioned above and will define how we interact with one another,report out information,and expectations around final deliverables. 4.3 Management of Work Turner I Page 4 Our preconstruction services are often what set us apart.Below are select projects that demonstrate the depth and versatility of our proven expertise. i ONO ;-',.......4 0 vok P`',' , -,' -/ •.-4. 0 - . . 1 31; • (:11 ft* a�Il� 1II1I1 p . , I D!I'ffiuJ 1-4-1 1111111 ; a -•_,_.,L:A. trsigii,,,..a..azi .. - „, _, ,:, : _,.....„ .,, . ... Salem Health Campus Projects OSU Housing&Dining Phase 1-Precon 250 Taylor and NW Natural Critical Facility Master-planned CM/GC partnership across multiple Early-stage cost modeling and system benchmarking for Dual-delivery CM/GC services for a complex, projects totaling a new_sq,ft,residential hall and Phase 1 of OSU's essential facility and headquarters office building. campus master plan Collaborative Elements and Unique Collaborative Elements and Unique Preconstruction Services Utilized: Collaborative Elements and Unique Preconstruction Services Utilized: 1. Program-Level Preconstruction Support: Preconstruction Services Utilized: 1. Collaborative 3D MEPF+ Framing Modeling: Delivered strategic problem-solving across multiple 1. Collaborative TVD Benchmarking: Partnered Delivered seismic-compliant solutions without projects,aligning campus needs with capital with OSU,the architect,Turner,and 3rd-party compromising finishes or MEPF systems across planning goals. estimators to pull comparison pricing from 25+ Core&Shell and TI. 2. Early CM/GC Involvement: Partnered during student housing projects to inform concept level 2. Design Assistance for Critical Infrastructure: master planning to co-author the business case and budgeting. Partnered with MDF,IDF,and gas control room project success criteria. 2. Local Trade Market Research: Identified qualified designers to ensure operational resilience during 3. Integrated Design Collaboration: Supported trade partners with relevant experience to guide emergencies. Facilities Department through design development early procurement strategy and to meet critical 3. Dual CM/GC Role for Core&Shell and TI: for seamless turnover and accelerated occupancy, schedule deadlines, Enabled six-month acceleration and synchronized 4. Scalable Staffing for Critical Campus Needs: 3. System,Dimension&Program Analysis: turnover of both scopes. Deployed flexible staff resources to support dynamic Evaluated similar facilities to confirm alignment and 4. Integrated Coordination Meetings: Eliminated capital improvements. refine scope through meaningful cost drivers. scope gaps by aligning the Owner,Architect,and 5. Executive-Level Engagement: Provided Contractor across all project phases. For the OSU Housing regular briefings to CEO,CFO,and Board,ensuring and Dining project, we conducted a 5. Partnership with Direct-Contracted Trades: preconstruction aligned with enterprise objectives, comparative study of structural systems using historical cost Collaborated with NWN's directly contracted trades data and constructability insight.After award,these concepts to streamline coordination and ensure timely space 6. Strategic Trade Partner Onboarding: were refined with market pricing during preconstruction, readiness. Collaborated with Owner and A/E to enable a 30- ensuring alignment with budget and schedule goals. bed mid-project expansion in response to COVID. 6. Strategic Trade Buy-Out: Executed intentional WOOD A BEAM FRAMEDTIMBER AMED VS MASS VS OELW///MASS buy-out strategy to maximize labor efficiency, STRUCTURE PLYWOOD _ _ _ enhance quality,and maintain a consistent safety Number of Trades culture. Schedule Longest Shorter Shortest Cost Lowest Highest Middle 7. Neighborhood and Utility Coordination: Ability to Scale No Yes Yes Maintained positive community relations through I Campus Impact active coordination with adjacent utility offices for a 1 safe,clean project environment. 4.3 Management of Work Turner I Page 5 IB.Understanding of scope and complexity of the work.Key issues and/or potential constraints and risks anticipated for project.Plan for addressing these issues and maintaining progress of work. The following summary outlines keydesign considerations,including potential risks,constraints, and our proposed approaches to each. While not all items represent traditional risks,they reflect the critical factors we proactively address across all our projects. Several of these topics are discussed in more detail in Section 4.6. . . . . DESIGN Risk/Constraint/Opportunities What We Will Do Design and Permitting of ► Risk:Option to submit site prep package prior to ► Assist design team in a parallel permit packages to submit for permit before or at time of bond Early Work Package bond approval, approval to reduce escalation&increase schedule predictability Long Lead Items 1 Constraint:Design/Specs for Long-Lead Items / Leverage precon experience to work with design team to tailor design packages and identify long- will not be aligned to typical design milestones lead materials and equipment to engage for early procurement Cut/Fill Ratios for New ► Risk:Added cost to bring in excess fill to the site ► Perform a topography of the site and work with design team to layout buildings to balance cut/fill Construction ratios to avoid excess off-haul or import Isolation of Critical ► Constraint:Understanding of cost related to ► Identify if components of the project need to be isolated in the event of an emergency(ex.Stand Facilities isolation of systems alone generator&MEP infrastructure) Creative scheduling to address procurement,sequence and commissioning of isolated spaces Design with the Future in ► Risk:Future additions/expansions can have ► Provide cost/benefit analysis for future needs of the project facilities or Resiliency District Mind higher cost than if planned for now Privacy/Security ► Constraint:Multiple programs in one building ► Understand all security needs and collaborate early with various vendors to achieve successful have different security needs turnover Prefabrication ► Opportunity:Prefabrication cannot be an after- ► Support design team in implementing prefab opportunities early in design to drive schedule& thought budget efficiencies Campus Energy ► Constraint:Cost vs.Benefit ► Early analysis of central utility plan vs.individualized systems. Leverage past experience with Optimization campus construction and long-term goals 4.3 Management of Work Turner I Page 6 ■ ■ ■ ■ CONSTRUCTION Risk/Constraint/Opportunity What We Will Do Earthwork and Soil ► Risk:Working with wet soil conditions through ► Expedite sitework package to be completed prior to bond approval. Break into(1)Site Make Ready Improvements:Fall/ the fall/winter could increase costs for the site- and(2)Full Earthwork/Utilities Winter 2026 work package Discuss and analyze benefits of submitting package(1)prior to bond approval so work can corn- ► Constraint:Submitting for permit prior to bond mence Summer 2026 approval in May 2026 Groundwater ► Risk:Unforeseen cost and design to mitigate ► Explore,Evaluate and perform Cost Benefit Analysis on various Groundwater Management Plans. Management on Site current soil conditions Joe goes into more detail in section 4.6 of this response. Build Parking Lot Early ► Opportunity:Eliminate temporary rock import by ► Hardscape at construction trailers,worker parking&material laydown during construction utilizing the final 1st lift of asphalt parking areas for increases worker safety,site cleanliness,controls storm water&mitigates tracking soil into delivery routing,laydown and parking neighborhoods Creating Efficiency and ► Constraint:Unplanned logistics on large sites can ► Optimize work in multiple areas on site. Establish a cadence that staggers work between buildings Flow create inefficiencies and bottlenecks &work our way off the site. See Section 4.6 for more detail. Impact of Construction ► Risk:Noise,large trucks and equipment,and ► Collaborate&communicate with the community to be a positive impact and maintain efficiencies to Neighbors and increased traffic during construction Surrounding Community . . . . MANAGEMENT Risk/Constraint/Opportunity What We Will Do Multiple Stakeholders ► Constraint:Could increase duration of approvals ► Define list of key decision makers at project kick-off and create a flow chart for approvals and/or reduce efficiencies Co-Location ► Opportunity:Drive efficiency through in-person ► Co-location provides opportunities to resolve issues quickly through job walks and confirming RFI's collaboration in lieu of lengthy email dialogue back-and-forth Building Activation ► Opportunity:Integrate owner activities into the ► We have experience managing Owner activities for FFE and activations that are complex plan Integrate through pull planning all Owner activities and assist with this transition Community Engagement ► Opportunity:Be a good guest ► It is our responsibility to communicate clearly and regularly,and leave a positive impact on this community. We will commit to volunteering and educational opportunities 4.3 Management of Work Turner I Page 7 and Page 8 IC.Work sequencing and phasing process that will be employed to ensure existing adjacent operations are maintained throughout construction operations.Process employed by firm to develop sequencing,phasing and site logistics plan that minimize disruptions. Our approach to sequencing and phasing is rooted in proactive risk management and thoughtful site logistics planning.We begin by identifying key factors that could disrupt adjacent operations or impact efficiency,then build a phased plan that mitigates those risks while maintaining safe,continuous access around the project.For this site,our early planning process has identified several critical elements that will shape our sequencing strategy: OManaging groundwater during excavation and O Scheduling earthwork and soil improvements to O Establishing distinct upper and lower tiers of the O Prioritizing early construction of the parking lot O Accommodate and embrace site adjacencies foundation work avoid weather impacts in fall and winter site to streamline access and material movement to support laydown,workforce parking,and clean (rock creek trail bridge,dog park,surrounding site access apartments)with intentional construction vehicle routing/fencing and proactive communication Our team will use these inputs and inquire with the City of Tigard and OTAK during early preconstruction to gather more items to consider in developing a phased construction and logistics plan that ensures safe separation between active construction areas and surrounding operations.This includes planning for clear access routes,staging zones,temporary fencing,and coordination of utility tie-ins to minimize disruptions.The logistics below provide a visual representation of how the site will evolve throughout construction,illustrating our strategy for maintaining operational continuity,public access,and construction efficiency. '( 1. Ground Water Management •,---z,--, �j 0-1111111111 -Fr low ' 3. Develop "Flow" of Work on a ► _ • Plan Larger Site by Establishing the _� — f Upper/Lower Tier • I °� Explore,evaluate and perform Cost Benefit '"` °' - •"La' , "" - Optimizes work in multiple areas on _ Analysis on various Ground Management Plan — ti. „..ret„ ,• t - . ; P P T"� �"'^� . site by building the Retaining Wall early i Including - i4011M.- -- - 1111 Cement Mixing UPPER TIER - ------------------ Create efficient delivery routing _ s li This strategy has been done previously on ;- _ ----; -- -- __, I allowing materials to go exactly where they / ' .,'kb. . �+ the existing property on-site at the top of _ O "' are needed on the project, , .t) the hill, _ -----____ 1. -'� • Develops a cadence that staggers • Farming Material On-site - _______________ work from the lower to upper tier to '� Perform a material dry out technique by r , LOWER TIER �, — drive schedule predictability and a trusted - ` - moving material around on-site. ;, ; -,%;-.6.• cadence where all trades buy-in and understand the flow of work » '%r%;+ rr • Drywells �' i! These could be positioned around site to -----_ �' _--- /' • Intentionally work our way off the site. collect water and allow it to percolate.This �, "- Considering the flow of deliveries and site _ •► can be completed as a temporary or long - .. " 0 -in access/exit,we plan to sequence the work • term solution, y • on the lower tier top to bottom and the • lir— ---11 . 4 "11. uppter tier left to right. it at ' r7 . - 4. 4. Complete Parking Lot Early to .--4 ,,„„: • 2. Establish Site Utilities and Soil Add Value to Project p�' '�+ Improvement Options DuringFall/ - - �J""' ., �. ''� '� Winter p •% _ , A A completed parking lot sets the tone for the - • • Work from a point of connection along . project when workers arrive to a finished�� s Wall Street to the end point -___________ s product.By utilizing permanent elements zit/iAllriffillillialF-- -- for construction trailers,worker parking t - •: • Early permits for sitework/ground 0 — �a and material lay down locations during improvements.We will work with the , •: ,:o.Z,�= _ �L - -` _ construction,we gain increased worker safety, design team and bid subcontractors ___ =' �i� � , packages early to efficiently allow this work -" site cleanliness and efficiency.This strategy L . to occur before the buildings �. � .__ also allows us to control storm water and -- - - A , _________________ mitigate tracking soil offsite. • Maximize dry months for earthwork, - �1 --T Y grading,foundations and soil —� 0 Additionally,we can reduce the ______--- following: _ improvements where possible when 4 ✓ Import of temprock/paving at j , • aligning with the permits packages �_ ` p p 9 delivery routes and worker parking during winter ,4 I 0 • months .'= ` -,'-L. ,~. It ✓ Relocating construction trailers and '� worker parking during the final months r ' 72 Pal:- 'p. of the project KEY — — ✓ Escalation costs by building sooner OExisting cement mixing done on-site by © 5 O Anticipated Utilities .. Storm Utility previous ownership group Potential structure fill import - Upper Tier Construction Entry/Exit Retaining Wall Water and Fire Water Utility ✓ Tracking of dirt and mud through -- neighboring streets © New potential Cement Mixing(pending ground O Lower Tier construction Entry/ O Q Sanitary Sewer Utility water management solution Exit Concrete Foundations Material Laydown 9 ____ Utility Point of Connections 4.3 Management of Work Turner I Page 9 ID.Firm approach managing fast track projects with critical timelines. Fast track projects are how we operate, it is how we are trained —We are conditioned for speed, and our approach to managing the process is through preparation and communication. 17-Day Delivery to Expand Common' are We all must be aligned in the priority for speed,and be prepared to drive decisions at the right time. Our approach to managing fast track projects are managed early in preconstruction &throughout the life of : ( ') 60 . . "' the project: PRECONSTRUCTION CONSTRUCTION 2, , z __ • Phased design and permitting to allow for earlier • Leverage last planner system to forecast and JAI LI �,`�' 1 j s C construction start manage project schedule :` • Study various construction types that yield faster 0 Phased pull planning _ ‘ _itic) t ;; '4'" delivery and analyze alternate options for long lead Make work ready planning RI equipment if applicable USACEAlternative Care Facility - 0 Weekly work week planning • Push limits on pre-fabrication elements In 2020,Turner converted a 17,000 sq.ft, medical clinic • Leverage tradepartner relationships to integrate 0 Daily huddles g p g 0 Measuringand improving%complete into a non-acute infectious COVID-19, 43-bed patient current market realities into detailed schedule p gcare site that served as a temporary satellite ward • Schedule optimization through pull planning ses- • Review Constraint Log weekly with all project team medically supported by a nearby full-service hospital sions with key trade partners members to identify schedule constraints early in Eugene, OR, In just 17-days, our team achieved • Implement Takt planning to break down zones of • Visual representation of schedule on site and in substantial completion with zero lost-time work that creates predictable flow for trade partners project trailer accidents. IPlan to establish and maintain good relationships and foster open and productive communications with City of Tigard,Otak CPM,the design team and the public. We are committed Partnering with the Project Team ► Maintaining the Relationship ► Public Engagement and Outreach to fostering strong, We will begin with a"Creating the Our team will follow through on We will provide consistent,transparent updates lasting relationships Right Environment"session to align commitments,conduct regular project through multiple channels including email,a project with the Cityof on project goals,decision-making health checks,and proactively website,signage,social media,and local publications. roles,and ESG priorities.Our team will address issues with open and direct Engagement efforts ,.NI...A. ,, OL.NIRWIN... ... w. Tigard, Otak CPM, use personality assessments to build communication.We understand that will include public I F= `'—'==-=='"= SEA, and the wider mutual understanding and collaboration, iteration is part of the process and will events such as town ---"'""--- develop a unified strategy for work with intention and urgency halls,open houses,and ..,,..:_.=.::„...,:..,==. Tigard community engaging the Tigard community,and to surface and resolve constraints farmers market booths,as = '=� through transparent, promote a culture of bold ideas, early.Personal connection and well as outreach to local responsive, curiosity,and authentic participation. accountability will be key to businesses for project- � _ _=_ We'll prioritize humility,recognizing we maintaining a healthy,responsive project related opportunities.All ;= HO - " "F� and inclusive are guests here to serve the City and its culture. messaging will align r� engagement. community, closely with the City, TOWN NAIL MEETINGS.Nowt•worNw.Nowwww -____. Otak,and SEA to ensure We plan to partner with local publications such as Chamber of Commerce Business&Community Guide,Tigard Life, accuracy and community Marketing Materials for Bond and contribute to the City of Tigard website. trust. Issuance Assurance i 4 . 4 Proposed Personnel and Organization • • • • Turner 4.4 Proposed Personnel and Organization Turner I Page 10 IA.Company organization chart showing proposed key staff;B,Percentage each person are anticipated to be working on the project,primary work location during design and construction.C.Resumes At Turner,we believe in a true One Team approach,and we see a great fit ' with the City of Tigard,Otak,and Scott Edwards Architecture. ✓Innovation ✓Equity This is a team that cares deeply about community,equity,and thoughtful design,and we're ✓Sustainability ' Tigard ✓Transparency excited to bring our construction experience to help bring that vision to life.Together, we ✓Collaboration ✓Service form a balanced, purpose-driven team,one that blends creativity,technical expertise, and ' a shared commitment to delivering a facility the Tigard community can be proud of. Most Ota s E A of all,we're looking forward to working side by side to build something meaningful for the ✓Integrity ".® ✓Creativity Tigard community. ✓Teamwork _ ✓Responsiveness ✓Commitment ✓Craft "I'm delighted to present this team as not only are they talented,they are also my friends. We have all worked on various projects together during my tenure at Turner creating a team of humility and trust as we've worked through challenging situations I together. Kyle Warren PRECONSTRUCTION TEAM • Company Executive Stacy Ramakers I Project Executive CONSTRUCTION TEAM Our team is structured to ensure continuity, accountability, and forward momentum from Christy Turner Stacy Ramakers SUPPORT RESOURCES preconstruction through project completion.Stacy, 4--P Government& ilk Project Executive Joe and Jaime will remain consistently involved across g i Public Safety SME all phases, ensuring that no knowledge is lost and transitions are seamless. We have intentionally paired i our most technical staff with some of our most innovative Nic Levesque minds to create a well-rounded group that understands t. Jay Blackwell -;i Precon/Procurement Joe Newman Jaime Ruiz the complexity of this civic facility and is equipped to = Chief Estimator ,,��Manager ..`Senior Supt. \`1,, Senior PM deliver thoughtful,practical solutions.Backed by a skilled - I I bench of engineers and support personnel,this team is I prepared to maintain progress on site,uphold the project n Heath Voegele • Tyson Smart C1 Nate Smith vision, and support the City of Tigard every step of the Safet Manager way Y QA/QC Manager �, _Project Manager 1 We also understand that this project is more than just a Ashlee Muresan Raeziel Casas building. It represents a long-term investment in public ' Asst.Superintendent Project Engineer ■ safety,resilience,and community service.Its impact will be felt for generations, and we are honored to be part of that legacy. In this case we are not only community &Katelyn McIntyre it, Lydia Liang builders,we are citizens within this special city,and we Community and Citizenship Coordinator Regional Sustainability Manager look forward to contributing to its growth and forward - vision. Avg.Weekly Percentage Stacy Christy Jay Nic Joe Jaime Heath Tyson Nate Ashlee Raeziel Design 10% 1% 7% 33% 24% 30% 0% 16% 0% 0% 0% Resumes are included in the appendix of this response. Construction 19% 0% 4% 5% 88% 74% 70% 73% 85% 62% 92% 4.4 Proposed Personnel and Organization Turner I Page 11&12 Kyle Warren Stacy Ramakers Christy Turner Nic Levesque :_ Joe Newman i _ Jaime Ruiz Company Executive Project Executive t , Government and Public Safety SME Precon/Procurement Manager innSenior Superintendent Senior Project Manager Location Design:PDX Location Design:PDX/CoT Location Design:KC Location Design:PDX 4" Location Design:PDX/CoT ,� ,` Location Design:PDX/CoT Construction:PDX Construction:PDX/CoT Construction:KC Construction:PDX/CoT 1f�✓—i_ Construction:CoT 1�'�i Construction:CoT 0 THE STEWARD THE CAPTAIN THE SPECIALIST THE STRATEGIST THE TECHNICIAN THE TRIED AND TRUE ccWith a 12-year partnership with Scott Edwards Stacy brings proven leadership in public,resilient, Christy brings deep expertise in justice and public Nic brings a passion for inclusive planning and Joe has held many roles in his career at Turner, Jaime brings proven experience as a critical facil- p Architecture and deep roots in the local market, and LEED-certified projects,with deep experience safety work,with a strong track record delivering a strong track record delivering complex public bringing a well-rounded perspective and a ity builder with deep familiarity across the entire c Kyle brings trusted leadership and continuity guiding teams through complex delivery.She police and first responder facilities.As a national projects.He will guide early cost,scope,and sharp technical edge.He is known for his clarity team.Whether leading renovations or ground-up >- to the team.He will leverage national Turner re- will lead with confidence and clarity,drawing on resource,she will bring proven best practices phasing decisions with precision,while leading a through visual management,transparency in construction,he will bring consistency,candor, c7 sources to support complex project needs,while strong relationships and firsthand knowledge and insight that strengthen design,planning,and clear and competitive procurement process.With decision-making,and will provide continuity from and follow-through.Known as a tried-and- O serving as a local expert in mass timber.A strong of each team member's capabilities.Her steady long-term functionality.Her experience will be a roots in private development,he brings sharp preconstruction through project turnover, true project manager,every move he makes is 1.1.1 advocate for the people doing the work,he leads presence will keep the team aligned,accountable, key asset to the team and the City. financial insight to both early programming and grounded in transparency,validation and trust. awith integrity and long-term vision, and focused on the client's goals. trade partner engagement. Nic,Joe and Jaime have 20 years of friendship that started first day of the CEM Program at Oregon State University He will... She will... She will... He will... He will... He will... V Act as principal in charge with authority to V Be responsible for overall leadership from ✓ Be the primary resource for bringing national ✓ Bridge operations and estimating to ensure V Execute project schedule and logistics from V Be responsible for the project budget from bind the company concept through completion best practices from similar facilities deliverables are detailed and accurate concept through completion concept through completion V Make commitments on the project via Kyle's V Bring best practices from local and national V Lead jobsite culture and implement Turner's V Lead the team on best practices regarding >- authority projects to drive best value Respectful Workplace Playbook project controls J V Execution of the project aligned with contract V Be a resource for local and national supply V Review design drawings and provide V Foster partnership with Joe Newman to en- N agreement chain,tariff and labor impacts constructability input to influence design sure budget and schedule needs are met o V Craft and maintain culture of collaboration V Understand market volatility and trade part- decisions V Promote trade collaboration to achieve mile- 0 % and care ner availability to drive best value V Set tone for weekly cadence of lean best stones with creative solutions Ce ✓ Provide adequate resources to exceed City of V Leverage subcontractor relationships practices-weekly work planning,daily hud- V Engage trades and team members for Tigard expectations V Guarantee continuity in purchasing from dies,make-ready work. collaborative problem solving workshops and concept to completion V Implement and manage safety program in continuous improvement practices partnership with Heath Voegele N w ($3►� E We have started using the"Leadership Compass"for our employees to to self reflect on their personality traits,communication styles,and better understand how to best work with their fellow project team members.On past projects,we have found it enlightening to understand the differences and d�� similarities in how various team members process information,collaborate and make decisions.We look forward to conducting a similar exercise as an early team building opportunity on the City of Tigard Police and Public Works Facility project. s Work Styles NORTH:Assertive,Active,Decisive 1 EAST:Innovative,Visionary,Big Picture 1 SOUTH:Friendly,Likeable,Team Player I WEST:Practical,Dependable,Thorough N EMPATHY/ Or* �� ANALYTICAL �' ANALYTICAL VISION E W w �� ANALYTICAL ACTION/ � �� ACTION �� ACTION S m Don't Just Take Our Word For It! "I love that my dad(Kyle)is a sneaker "My mom(Stacy)is a great leader and she "I have known Christy as both a friend and personal "Up,up,up,uppiee,UPPAAA!" "Joe has spent several seasons coaching our Flag Football "The Vollum project was accomplished in a head just like me,He is a killer brings people together,She coached my colleague for years,Put simply,Christy makes things Translation "My dad's(Nic)bear hugs teams,working closely with our youngest players as they take complex setting that required the on-going mathmatician and the best teacher.He is football team this year and helped make better and a success.Whether it is a project,a team or a happy:' their first steps into the sport.His ability to connect with kids, research within the institute and the surround- make me feel safe and ha intelligent,kind,funny and the BEST dad:' conditioning fun and helped my team come company...an organization or association...a social event teach fundamentals in a fun and approachable way,and build ing buildings was not to be interrupted...The together.She also perseveres through her or friends gathering..,having Christy involved assures a -Jonah Levesque- a strong foundation of teamwork and is truly exceptional.What project was also a challenge administratively -Finley Warren- makes Joe's contribution even more is his unwaver- and Jaime was instrumental in adapting Age 17 challenges and never gives up on her goals, positive outcome.Christy has earned the respect of her Age,18 Monthsmeaningfulp g the My mom is truly one-of-a-kind on how she peers and associates and is held in high regard for her ing commitment to our community.He is a steady,positive pres- project management approach to accomplish can unite people and bring them together. kindness and integrity' ence that families trust and players look up to.We are proud to the needs of OHSU;' That is why I love her so much:' -Thomas Boogher- have him as part of the Tigard Youth Football family,' -Jennifer Taylor- -Ryker Ramakers- Executive Vice President and Chief Marketing Officer -Michale Leeper- Director,OHSU(previously) Age 13 (retired),Intertek/PSI President,Tigard Youth Football 4.4 Proposed Personnel and Organization Turner I Page 13&14 Nate Smithiiiii Tyson Smart Heath Voegele Jay Blackwell LT Ashlee Muresan Raeziel Casas Project Manager QAQC Manager 46" Safety Manager Chief Estimator ,' Assistant Superintendent Project Engineer digahl Location Design:PDX/CoT Location Design:PDX/CoT Location Design:PDX ALILocation Design:PDX : Location Design:PDX Location Design:PDX Construction:CoT Construction:CoT Construction:CoT i�. Construction:PDX r Construction:CoT Construction:CoT c THE SPARK THE TRUE NORTH THE GUARDIAN THE ANCHOR THE SECRET WEAPON THE TEAM BUILDER a Nate brings energy,focus,and a big-picture mind- Tyson brings precision and discipline to quality Heath brings a disciplined,people-first approach With over 35 years of experience estimating hun- Ashlee is a force to be reckoned with,Her unique Raeziel is the culture builder you want on your o set to every project.With experience alongside control,with a dual background in superintending to safety.He builds trust by knowing every person dred of projects across Oregon and SW Wash- ability to build relationships with subcontractors project.She approaches problems with urgency c every individual on the team,he will bring trusted and leading Turner's VDC efforts.He will ensure on site,not just their name,but their family,back- ington,Jay brings steady expertise across every and compassion for the work that they do is and without ego.She manages priorities with >_ collaboration,sharp instincts,and steady drive, that every detail is right the first time,grounding ground,and what matters to them.With a track market sector.Known for his clarity,honesty and unmatched,She often surprises clients by her quick resolution.Her dynamic background in 0- Known for his quick wit and deep passion for decisions in data and field-tested experience.His record leading safety on Turner's most complex unshakable confidence,each estimate Jay pro- time at Turner due to her maturity,action oriented estimating and large complex projects makes her o the work,Nate is a proven builder committed to leadership raises the bar for accountability and healthcare,public,and critical facility projects, duces is thorough,transparent and grounded in approach and ability to own her work from start uniquely equipped to drive the project forward. w excellence. execution. Heath ensures safety planning begins well real-world insight.He will set a strong foundation to finish. 3 before mobilization.His leadership creates clarity, for the team's success. cz accountability,and a strong culture of care that lasts through every phase of construction. He will... He will... He will... He will... She will... She will... V Lead procurement effort in partnership with V Develop and implement QAQC plan in V Implement and manage safety program in V Support preconstruction with detailed V Support Joe and Tyson in driving safety, V Provide overall leadership of the engineering Nic Levesque,Jaime Ruiz and Joe Newman to collaboration with project team partnership with Joe Newman and broader estimates and quantifying trade partner logistics,and best practices during team ensure on-time material delivery V Recognize and document deficient work that project team pricing construction V Assist Nate in preparing scope of work V Reconcile work in place with trade does not meet Contract Requirements V Identify unsafe actions and conditions and V Leverage historical and national pricing to V Maintain best practices in lean throughout documents for all trades and Project contractors'schedule of values and submit V Conduct and document material delivery engage with project team to implement support estimates and ensure data is current the project Procedures manual > timely and accurate payment applications inspections in accordance with approved immediate corrective actions in accordance P Pp and accurate V Lead Make Ready,WeeklyWork Planningand V Drive theprocurement process with trade V Prepare scope of work documents for all submittal packages with Turner,Federal,State and Local m and owner re uirements Percent Complete Tracking partners to ensure on-time delivery N trades and Project Procedures manual V Review recorded results of field inspections regulations, q z ✓ Recognize and utilize project team and trade and resolve non-compliant and outstanding V Develop accountability model for project team V Support Turner's culture of care through V Lead the RFI/Submittal process efficiently ypartner resources to resolve issues and construction issues to establish pre-planning activities for trade collaboration and communication with trade LLI maintain project momentum ✓ Manage testing and oversee plan execution partners partners V Review trade partner safety programs and pre-task plans for completeness and compliance V Review trade partner site and safety program, job hazard analysis and establish risk mitigation plans during preconstruction N a w��1 E Work Styles ,ORTH:Assertive,Active,Decisive I EAST:Innovative,Visionary,Big Picture I SOUTH:Friendly,Likeable,Team Player I WEST:Practical,Dependable,Thorough W t410 H W s N x c EMPATHY/ EMPATHY u W �• ..iTION/ ,—' ANALYTICAL W �• ACTION/ W ANALYTICAL w �� ANALYTICAL _. ANALYTICAL d ANALYTICAL �1► NoAI S S 0 Don't Just Take Our Word For It! "Of all the'hard things'that go ito a complex construction project,managing the quality without "My wife Jackie and I have known Jay and his wife Traci and "Ashlee has consistently proven to be a young woman of "Raeziel brings a rare combination of technical skill,attention to detail negative impacts to the schedule is one of the most challenging,I found Tyson to be the highest their children for literally decades.We are members at the same integrity,compassion and leadership.As an active member and an ability to communicate clearly even when navigating the inevita- quality superintendent I have ever worked with in the Pacific Northwest in my more than 20 years Church,where Jay is an active member and servant.I have of the CREW Network,where she connects with other young ble challenges that come with construction.What really stands out about in the business.He was a step above in terms of proactive problem solving,attention to detail and never seen Jay involved in anything without the highest level of women in construction and real estate,by sharing experiences Raeziel is her proactive mindset and dedication to getting things done putting Ownership interests first in his decision making.Tyson's ability to make corrections in the integrity,and I would confidently enter into a business dealing and supporting professional growth,reflects both her ambition right.She's always ready to hop on a call to talk through solutions,and field,visualize future trade impacts on a problem and work collaboratively on cost-effective solutions or contract with him based solely on a handshake': and community minded spirit.I am very proud of the woman her submittal reviews are consistently thorough,thoughtful and efficient with the Ownership and A/E teams,place him in rarified air in terms of quality and competency, she is and have no doubt she will make a positive impact in the -saving time for everyone on the team.But beyond her professional -Craig Dirksen- -Gus Baum- Mayor of Tigard 2006-2015 Tigard community' strengths,Raeziel brings a positive energy to every interaction:' Director of Development,Security Properties -Camelia Muresan- -Kristen Jensen- Ashlee's Mom Leader of Brand Strategy,Security Properties 4.4 Proposed Personnel and Organization Turner I Page 15 ID.Organizational chart of the company. Turner Turner Construction is a national firm with deep WHOLLY OWNED SUBSIDIARIES regional roots and a robust corporate structure that supports complex, collaborative projects like Canadian the City of Tigard Police and Public Works Facility. '---• SourceBlue Clark Builders The Lathrop Company XPL Offsite Turner Construction The following organizational chart illustrates Company Turner's wholly owned subsidiary companies and integrated resources that are available to this INTEGRATED PROJECT SUPPORT project. Global Critical Facilities Sustainability Turner Engineering Group Self Perform Operations WHOLLY OWNED I I SUBSIDIARIES .. • ' These subsidiaries operate as distinct businesses, Turner has been ranked the#1 Green serving other geographic markets or specialized Builder for 17 consecutive years. We are builders first.Turner is scopes of work. Of these, SourceBlue, our We lead the green construction signatory to the carpenters and procurement and direct purchasing arm is the movement with 1,100 LEED-certified Turner Engineering Groups(TEG) cement masons unions,with a only subsidiary that may play a supporting role in buildings,9 Living Buildings, team of 50 licensed engineers and self perform team of more than 75 purchasing equipment on the Tigard project. and 15 WELL projects.Two local architects,with perspective of Turner carpenters,laborers and cement sustainability experts are ready to projects across the world,provide masons.These skilled tradespeople implement strategies that reduce innovative recommendations provide early insight without relying INTEGRATED PROJECT embodied carbon,lower jobsite in the areas of site/structure, on subcontractors and help expedite SUPPORT emissions,and enhance water sustainability and strategies for critical design decisions.We self management and waste diversion. decarbonization. concrete,mass timber,and While not defined as a subsidiary, Turner also perform retains support from internal teams within the We are proud to consistently push hardware,doors,and frames, company that act as fully integrated functions of the boundaries of sustainable the company.These groups will support the core construction. project team with subject matter expertise, tools, I and peer reviews as needed, --. SourceBlue,Turner's purchasing arm,is uniquely positioned as one of the largest buyers of MEP equipment in the nation to • • • • facilitate collaboration between our clients and hundreds of SourceBlue's contracted suppliers,distributors and manufacturers. Turner's local Portland Business unit and team Staffed by a team of supply chain experts and procurement professionals,SourceBlue has procured and delivered over S8 Billion featured on the previous pages will manage the worth of materials and equipment since 2001, collaborative delivery structure for the project. TRADITIONAL MODEL ► OWNER CM SUBCONTRACTOR DISTRIBUTOR MANUFACTURER Wholly owned subsidiaries will not contribute personnel or equipment unless otherwise stated SOURCEBLUE CLIENT- OWNER liar ' / MANUFACTURER and discussed with all project stakeholders. DIRECT MODEL 0 Lean&Efficient Cost Savings IS Accelerated Schedule Q More Client Input Single PO/POC End-to-End Service 4 . 4 Cost Management • • • • Turner 4.5 Cost Management Turner I Page 16 IA.Approach to cost estimating and value engineering Our approach to cost estimating and value engineering 0 SUPPORTING WITH NATIONAL DATA is grounded in four core principles: maximized value, To ensure our estimates are accurate and defensible,we continuously partnership, predictability and visibility. study and track commodities and labor trends nationwide.This access to market intelligence allows us to proactively influence outcomes,not We recognize that cost management is one of the most critical factors in just react to them. the success of this project, especially given the level of public visibility that comes with a bond-funded effort. We don't wait for subcontractor pricing to validate our assumptions, we lead by engaging supply chains, vendors, and manufacturers early to anticipate trends and Because of this, we will bring a disciplined, transparent and collaborative process to uncover opportunities before they reach the broader market.While our estimating and every phase of estimating. Our team approaches preconstruction with a deep sense of preconstruction staff are based locally,our reach is national.We leverage a network responsibility, working proactively to inform design decisions, reduce risk and earn the of over 2,500 Turner preconstruction professionals across the country to confirm trust of the City of Tigard and the community it serves. and calibrate pricing at the granular level. We also understand that adaptability is key, especially early in design. We will be agile Every estimate we produce is tested through five layers of internal validation in what we and responsive while grounding our recommendations in historical data, constructability refer to as our Pressure Test Process: insight and practical cost alternatives. 1. Historical Data:What we've built before and how much it cost 2. Local Input:Subcontractor and trade feedback from local market 0 BUILT ON LOCAL TRUST 3. Current Conditions:What materials and labor are costing today We earn trust through transparency and reinforce it with meaningful 4. Future Forecasts:Where pricing is headed and when escalation is likely data. Once aligned, we transition into component-level analysis guided 5. Norm Check: Is the component cost within expected boundaries? If not, we by the principles of Target Value Design(TVD). investigate At this stage,we deconstruct the project into meaningful parts and review them through This layered and technical process provides all project stakeholders with confidence the lens that matters most to you. We tailor our breakdown to reflect how you want to see in the numbers themselves as well as our understanding of the factors behind them. the costs. For a project like this, we Within each of these,we Within each system, we SCAN THE QR CODE BELOW recommend dividing the / further separate work / further separate costs into -- work into major functional into systems: categories: ❑� .1 - ❑� so areas such as PORna 1. Labor � ' .� • , ,,,..m- 1 1. Structure - , .-. 1. Office 2, Envelope 2. Material I• ',, ..4. . 2. Sally Port 3. Finishes 3. Equipment Categories El 5.-• o ° t1 3. Warehouse and • —•4. MEP qMaintenanceReleased uarterlY� Turner's Cost Index ()ø(F c,�r'°'% 4. Site 5. Site provides current market trends across M p KKK` n,p15 notable trades and materials at both a Villet local and national level. This level of detail allows us to identify variances early—such as concrete scope in the Office versus Warehouse—and helps the team make informed, targeted decisions that maintain alignment with the established budget. 4.5 Cost Management Turner I Page 17 O VALUE ENGINEERING (VE) BY DESIGN ! DESIGN DEA Value engineering is not something we postpone until the GMP phase, instead we integrate VE early in the process.To identify cost-saving opportunities while maintaining design intent and long-term functionality,we explore VE as early as SD's and DD's. CONTINUOUS Our team does not treat VE as a cost-cutting exercise. Our COSTING goal is to achieve best value, which often means weighing This graphic represents the shortcomings of conventional FEEDBACK IUERIES performance,durability and life cycle considerations. In some estimating during preconstruction and highlights the merits of a • PROCESS cases, that may involve recommending a slightly higher TVD approach. upfront cost for a solution that delivers longer service life and reduced maintenance over time. Program - I IGN AM We also use VE as a tool to validate the cost of individual „�„� LAB elements. Early and proactive VE efforts empower the design team to draw once and within the anticipated budget. It OCESS eliminates guesswork, prevents redesign and keeps the )` project on track. YPICAL 3 pLPSS o°°" a`3,pma°°�' �`` )`3pLPZSo'°a �`p�e° 0` "°" — D— D OCESS Budget Fluctuation Campus Energy Systems Optimizati s Similar to the City of Tigard, the adidas EVE project had multiple new buildings across the After several cost,engineering and operational studies,the team elected to move forward with headquarters development.Interface Engineering Team (Jim McClelland and Todd Kolibaba)and a hybrid solution that included a system for domestic water,emergency power,fire suppression, Turner partnered to analyze multiple solutions for optimizing energy efficiency, constructability fire alarm and technology.We would envision similar collaboration with Interface Engineering on of phased delivery and permitting,as well as cost and operational impacts across the following this project during design to ensure team alignment prior to Construction Documentation. option: A full central energy plant vs standalone systems per building including domestic water,heating,cooling,normal and emergency power,fire suppression,fire alarm and technology. IB.Managing and tracking the cost of work.Tools for cost tracking and summary reports. Effective cost control depends on clarity, consistency,and continuous feedback. Our process is grounded in awell-defined GM P structure and ashared understanding with the City of Tigard around scope,allowances,and contingency use.This foundation ensures that every change is traceable to its origin and aligned with project goals. Rather than waiting for traditional milestones we manage living estimates that can be updated in real-time as the design evolves.Throughout the project,we recommend a monthly budget control meeting with project stakeholders as the best method for reviewing budgetary risks.During these meetings we will review our Risk Register that tracks potential budget challenges.We will also evaluate individual cost studies to provide necessary focus during weekly OAC meetings to make informed decisions and allow the design to proceed with confidence.Our goal is to produce a total project snapshot-a full and traceable understanding of costs from Concept Estimate to Subcontractor Billings. You will find our tools below,However,the true driver of their effectiveness is not the tools themselves but the mindset of our people. It is our teams'proactive,analytical and solution oriented approach that brings these systems to life. 4.5 Cost Management Turner I Page 18 We employ real-time cost management using a suite of Risk Register ® ® Turner I tools. ,.- ......_ Summary of open and �• closed risks to track _ progress and speed of "" We manage project costs in real time using a set of integrated _ ,.• '"' resolution tools and processes that align closely with the procurement plan, _. I _ - — MxM. scope responsibility matrix, and our live Risk Register. This allows =:= , "' _ VI. ... ,. us to maintain visibility on forecasted costs, contingency usage, S1S0K — - "Real Time" "'''�-7 escalation, and buyout trends while streamlining approvals and running log of Potential reducing financial surprises. ;C - : ; project budget ; ____ Schedule .-- ... . 1.0.- risks .- - Impact NAN Risk Register(PowerBl):Tracks unresolved risks,scope gaps, " "-- --_ -•• __- „_ _._ Summar ..,, • and cost pressures across all phases. "" " ""'�" ;= me�;T�' w: Budget Control Reports(BCR):Compare scope adjustments,VE _ � Risk Probability ~ �~ i decisions,and budget alignment at each milestone. • �. -- _ ..._._. .__.____ Resource Allocation System(RAGS): Forecasts monthly cash • — " 0-O •� — �u u N� • �O flow and labor demand using national benchmarks. VDC&BIM:Supports model-based estimating,logistics planning, • and site coordination with LiDAR and 3D modeling. While Turner is on the forefront of tools and technology in the industry,some of our best tools have been analog visual management on jobsites and in jobsite trailers such as the on-site Bluebeam Studio:Centralized markups for constructability board above. reviews and drawing coordination. _ - Primavera P6&Excel: Used for cost loaded scheduling, Mtn ,.. • - estimating,and change tracking. �- ri7 7111r r CONS'"- __,00 . Constraint Logs& .I �s�l IMWWVEMEM9 Visual Management Tools: Facilitate �E. R.Es accountability and communication across trades and field teams. I. I- `_. _ - U Smart Sheets:We understand that this project will use M a,«ER MOYEMRER pU,[R 1 14 21 2B 4'1, ig 25 2 P ,n 21 30 Os--�`,e Smartsheets as a tracking tool.We have experience utilizing �l ii a s up•e e e ws* , Smartsheets on past projects. ' While these tools provide structure, it's our team's discipline, responsiveness, and analytical mindset that bring them to life. WeAP adapt our reporting to match each client's workflow, ensuring clarity, This board highlights transparency,and consistency from design through closeout. ✓Lean Guidelines ✓Deliveries VOn Site Headcount ✓Schedule Look Ahead ✓Mapped Representation ✓Leadership On Site of each Trade Partner ✓Constraints Work Area 4.5 Cost Management Turner I Page 19 IC.Approach for establishing and maintaining a contingency fund to ensure budget is not exceeded. D,Proposed method of documenting the line item components of the GMP and method of determining whether project changes are inside or outside the scope. When Turner is on the team,we hope to discuss the ENTIRE project budget with you. We approach GMP development and change We find we drive the most value for clients when we can help balance the entire budget,and leverage the highest management as a collaborative, transparent and best use of each dollar for our clients. process that minimizes risk and maximizes clarity. This strategy includes... Our goal is to provide the CoT with a well-documented, traceable cost baseline and a proactive framework for 1. GMP Development:We will create detailed scope items that feed the GMP and ensure alignment with CoT's team on managing change. how the budget is presented.Any assumptions and clarifications will be made clear and reviewed with CoT as well.This Each GMP component is clearly documented and broken approach removes ambiguity and provides a higher level of confidence in the overall GMP, down by labor, materials, equipment, allowances, and 2. Mutual Scope Understanding:Guiding the project team to align"hard"construction costs in the GMP with"soft" contingencies.Prior to GMP finalization,we share assumptions, construction costs in the CoT budget using a scope responsibility matrix for early alignment and a complete budget.This clarifications, and bid package strategies with the team to document along with contractual clarifications and the detailed estimate will provide our collective guide for navigating any ensure alignment on scope and pricing intent.While we carry potential challenges that might occur. subcontractor procurement risk,we believe value is maximized when the City understands what is "bought" into the GMP. 3. Development of Allowances: Identifying allowances based on experience where scope remains undefined or underdeveloped,leveraging owner authorization to cover these unknown scope elements progressively. Bid packages are shared and discussed in detail with the team to confirm scope alignment.Change management starts With this alignment,change management becomes a utilization of two transparent and agreed upon buckets of contingency- in preconstruction through clear documentation of what is Contractors Contingency and Owner Contingency. included or excluded beyond the Contract Documents.We also • • • • • • • • share all subcontract scopes, schedules, and supplemental conditions to establish a defensible GMP baseline. CONTRACTORS CONTINGENCY OWNER'S CONTINGENCY When a change condition arises,we apply a consistent • Estimating Contingency: Starts high at concept, • Escalation Contingency:Occasionally included in the three-part review: gradually decreasing to zero at GMP development, GMP, and as a group, we will decide how to manage 1. Scope:Was the work clearly included in the original GMP determined based on drawing completion in collaboration escalation during the project. documents? with CoT and SEA. • Owner and Design Contingency: Funds upgrades 2. Schedule:Will the change impact milestones or • Construction Contingency: Covers coordination chosen by the Owner, unforeseen conditions and sequencing? issues,scope gaps, means and methods, overtime, and potential design errors and omissions. unforeseen general conditions.Tracked openly, it's used 3. Contingency Source:Does the change fall under Owner • Tariff Contingency:Turner has been on the leading edge or Contractor contingency? at the contractor's discretion. Our goal is to minimize of how to address this.We review specific components of g y its use and be transparent when it is used by providing the project and suggest a conversation on how we want monthly forecasts based on project status and past to review this as a team. All changes are logged and tracked with pricing,backup,and experience. justification clearly linked to the GMP.This ensures efficient approvals and audit-ready documentation. All contingencies and allowances are tracked and reviewed in a weekly cost meeting with CoT,Otakand SEA. Looking ahead,we initiate"Day 2"conversations as the project nears completion.If additional funds become available,we help the City evaluate enhancements such as resiliency features,added art,or extended warranties, positioning you to make informed,value-driven choices. 4.5 Cost Management Turner I Page 20 IE.Past performance on CM/GC contracts within the past seven years. Over 95%of our projects utilize CM/GC contracting. In the last 7 years,we have completed over$1.5 Billion in projects under a CM/GC contract,and nationally$114.8 Billion+. Below is an abbreviated list of completed CM/GC projects in the last seven years. PRO COMPLETION CONTRACT GMP CHANGE ORDERS CLIENT CONTAM —.111.11M DATE Changed ED layout to enhance Rick Sanders PeaceHealth Master Plan September 2025 $88M $1.89M flow Development Director,PeaceHealth (360)608-7383 Western Oregon University Added Radon System and Gabriela Eyster Student December 2024 $17.5M $200K extended walkways for increased Director Campus Planning&Construction,WOU Success Center ADA accessibility. (971)341-9398 Salem Hospital&West Cindy Wagner $60M+ Valley Expansions and Ongoing MSA To Date On Going MSA Limited to Added Owner Scope Items Director Facilities Development,Salem Health Renovations To Date (503)814-0607 Adobe Hillsboro Data Added redundant electrical Mike Hamershock Center Campus July 2023 $41.7M $2.8M service Senior Manager-Global Data Center Operations,Adobe (503)718-2126 Adam Tyler Killian Office Program July 2022 $575M $4.96M Tenant driven changes Director,Killian Pacific LLC (360)567-0626 Salem Health Building A Added new ED Entry and 30-bed Chip Addabbo(formerly Salem Health) Expansion April 2022 $175M $18M 3rd floor build-out.$5.2M returned Owner,Andiamo Consulting in GMP savings. (503)403-8144 adidas East Village David Remos(formerly with adidas) p Expansion December 2020 $172M $1,9M Owner directed temporaryroject Development&Construction,Beam Development (808)228-3190 250 Taylor Critical Wayne Pipes Facility and NW Natural March 2020 $86M $3M Added furniture and enhanced Director Facilities,Security&Emergency,NWN Headquarters TI critical facility infrastructure (503)226-4211 x 2496 Providence Park Stadium Ashley Highsmith Expansion May 2019 $60M $2M Final lighting selection Chief Operations Officer,Portland Timbers (541)490-8307 4. 6 Schedule Quality Control and Safety Plans • • • • Turner 4.6 Schedule,Quality Control and Safety Plans Turner I Page 21 IA.Approach to the construction schedule,Description of elements that are likely to put the schedule at risk and how they would be proactively managed.Description of tracking tools and summary reports. Proactive Schedule Management is Planning for Success. At Turner,we train our project superintendents to also serve as project schedulers,ensuring they are fully equipped to lead the scheduling process. Joe developed the preliminary schedule and will continue to manage it throughout the project,ensuring continuity and alignment throughout. Benefits of this approach are: • Increased Accountability:A unified perspective ensures plan alignment • Efficient Decision Making:Streamlined processes reduce delays • Adaptability:Quick responses to changes to keep the project on track • Stronger Collaboration:Clear communication improves coordination with subcontractors, owners,stakeholders and the design team. • Deeper Insights:A thorough understanding of constraints ■ , -- Our scheduling approach prioritizes strategic planning, ongoing collaboration,and Accelerated Delivery Through Structural Analysis adaptability at every stage of this project, ensuring we stay ahead and deliver on �.UILO,,,, time. �.!a°. :7. ttit cc.._ To do this we will... '*.._ .; :5G.� O DEVELOP A STRONG PROJECT FOUNDATION ` ' - = ►, The mission of the project schedule begins by shaping a project concept into an r 1 olbii. actionable plan that's clearly communicated to all stakeholders and trade partners.At 0 \ 0 % the projects inception, Turner will collaborate with the City of Tigard, OTAK, SEA and 0 \ �1� ;1 their consultants, drawing on our extensive experience with similar projects. Early in ; ► -- ►••-. the preconstruction, design durations, permit reviews, bid packaging, site logistics, • ' 000 I , y . ___ constructability reviews,building systems selection,historical production rates,market -t" - • trends,and supply chain concerns will be evaluated to inform scheduling logic and set t - — • accurate timelines. adidas Gold Building =�-= • f. i .-rrr --tea d:� _ t - O REFINE AND EVOLVE THE PROJECT SCHEDULE The original 27-month cast-in-place structure for the adidas East Village Expansion project As the project progresses through preconstruction and design,the schedule is refined was shortened by three months by utilizing a hybrid structure of precast columns and adjusted to support the best outcomes. Key strategies include tracking interim and decks combined with prefabricated mass timber deck assembly.Our team achieved the design and construction deliverables and adjusting the schedule to respond to the schedule savings by evaluating multiple structure options,including structure,exterior wall evolving project design. By aligning the schedule with these insights, we ensure the and prefabrication components through the lens of cost and schedule. For the CoT we will project launches and progresses effectively,keeping in step with both project goals and apply the same strategy to optimize project efficiency and management. emerging needs. J 4.6 Schedule,Quality Control and Safety Plans Turner I Page 22 0 OPTIMIZE THE PROJECT WITH TRADE PARTNER INPUT Once early trade partners are onboarded(either Alternate Subcontractor Selection or Low Bid with qualifications),their expertise further refines the project schedule.We incorporate best practices from these partners to secure buy-in from those performing the work in the field,ensuring production rates,project milestones are achievable.This collective commitment results in a construction schedule that everyone understands,supports,and executes,making the journey to project completion both predictable and rewarding. As partners on the project,we understand that the schedule is ultimately owned and driven by the CM/GC.We continuously challenge ourselves to refine logic and optimize durations,confident in our ability to meet the targeted completion date.We are confident we can deliver the project by June 2028. Our confidence in the schedule is supported by several key factors,including: • Early engagement in the design process to inform the design and influence key decisions • Performing "what-if" schedule analyses in P6 when adjustments are needed to in a timely manner return to the target baseline • Providing regular assessments of equipment lead times and commodity supply chain • Starting Material Procurement Plan byintegratingthesubcontractorprocurement issues using internal market conditions reports and comprehensive procurement tracking plan and tracking the detailed submittal and material delivery to when items are required on the job(ROJ).The key to schedule success is having the right material,at the right time, • Finalizing environmental testing to solidify mitigation plans and integrate the so the trade workers can put it in-place. earthwork and soil improvement work. Having an integrated soil plan will help protect the critical path and clearly communicate the work plan to the trades bidding the work • Leveraging our Lean tools to improve our processes, maximize our efforts and increase predictability.Implementing the Last Planner System to ensure predictability • Integrating the design schedule to include a phased design and permit approach workflow,leading to reliable field results and buy-in on durations. with early bid and long-lead equipment packages will expedite the schedule and streamline procurement • Utilizing our proprietary RACS(Resource Allocation Control System),we leverage historical scheduling and production data to create a monthly manpower and work- • Implementing logistics plans to effectively manage the movement of personnel and in-place model based on the P6 project schedule.The RACS provides a forecast of the materials manpower needed and allows to set expectations with trade contractors and test they have sufficient resources to meet the demand. Resource Allocation System(RACS) , Sample RACS that will be Developed for City of Tigard Turner To better understand when the "peak" in construction .. _ € ° ,„„Ws._m• ®,„,m•. ,. L_ _,,_•', _„:, „L, , _ , „ a€ 71 will occur, we utilize our proprietary software (RACS) ---- ;® • tl ._ y that aggregates information from thousands of projects �_ _e". : ::. :: :: : : : : : ;a-:: :: : ::gym ::gym .,„. r:N r:.„. :::. :::. -v: : um ;:. ::. o: "� .; nationally to forecast monthly cashflow against required " . :.� : m . dr ;a ;b ;ss ;ss „" _" ;m ;m ; , ;" =g =" =o ." s " -" " a: y ,. ;, manpower. :� _.., .'. .. . „n, �.: "" ". .,. „" „" � - : : . .,,. .. _ WORK IN PLACE, ® ,. u._ .. RACS helps us understand what project resources u_ : :, � °� °� p;� s s MANPOWER AND .. - and staff will be necessary on our projects, as - SCHEDULE ANALYZED :: m well as, guide clients with accurate cashflow -_ . ° : : forecasting and productivity measuring to detect any """" "�'" .,., .,,. .,_ o,.,A ,N :.,, ,.,, aa nm w : 4 _,. _m.y. .. ,„ .. -p " ,a_ - ,",_-nv _n„o, e,.",._ _„-_,,, potential issues in sub performance before the job is _ — E PRODUCTIVITY impacted, ---- _ MONTHLY CASH 'ro FLOW METRICS _ ..�. I 1 l 4.6 Schedule,Quality Control and Safety Plans Turner I Page 23 How Working with Turner Will Feel Onsite. MAMMA WINS ti "My motto is that clear communication ......... r� ,r-'� -- — and a positive jobsite culture are the key - 'r �-- y - - " 'fOVTIYEIT C0.1fIE0 BY WOMMIN6 HINDS FOR DIE Minn $y. ingredients to a successful project, IV Joe Newman —_ ��'� b I 6114 Senior Superintendent - _ �µ - j L Worker Signature Board Signed by all Workers After Orientation Have Fun Building Highlight the Wins Culture Along the Way We utilize a layered approach to schedule tracking that combines detailed logic-based scheduling with visual tools to enhance field engagement and provide transparent communication with project stakeholders.While we have a suite of tools at our disposal,the two featured below support consistent and clear reporting,enabling the team to track progress,identify risks early,and maintain ac- countability throughout the project. P6 Schedule(Gantt Chart) A clear,visual schedule will be prominently displayed in our trailer so anyone entering can quickly understand A comprehensive baseline schedule that reflects the full scope and sequence of work. current activities and what's coming next,regardless of their role or experience. We use this tool to generate detailed three-week and six-week look-ahead schedules, • •, - OVEMBER DECEMBE_ J.VTOTVa. which help identify variances, milestones and monitor progress to a detailed micro i 7 ',14 21 28 4 11 18 25 2 9 16 23 30 113 20 level, as is r r 111111 i Ems• - =- Visual Schedules all Mill - — - - x .a, We have found that, often,a picture is worth a thousand words.To spark more dia- .- -=. - logue and engagement during foreman meetings, OAC sessions, and daily huddles, _ J information needs to be clear and easy to digest.Visual schedules complement the P6 ,: __ - - by translating detailed sequences into intuitive,graphics-based formats that support . 1 ,iL_— faster understanding and better coordination. _ _ ` —• - - " J IB.Expectations for labor and materials availability on this project.Anticipated challenges with availability of labor or materials could be mitigated.Plan to generate sufficient subcontractor and/or material supplier competition in bidding. We earn value for our clients by being experts in the market.We are proactive in our approach to understanding what is being bought. Generating Sufficient Market Subcontractor and Vendor Labor Availability:We use a data An example could Competition:Our strategyis clarityand communication.We will.., driven analysis in the market known as the Ironworker/Welder(Structural) p Y be quantity of 2 °2°2' 100 Mile Radius from 97224(Durham,OR) MI ✓ Use the entire market for subcontractor proposals Construction Labor Market Analyzer. qualified welders. Skilled Laboi Supply&Demand ✓ Notify folks in advance of bid dates,and share with community Material Availability:We use local This could slow 2,500 resources partners,the quarterly Turner and SourceBlue down the critical =.. Supply Chain reports to support our path if a steel I. =.5� 111 ✓ Provide clear information of what is being purchased building is designed t,� recommendations. with welded ✓ Review the scopes to be purchased with the architect and engineer We recommend long-lead material S00 to include alternative solutions procurement strategy. connections,if so, • I ,.To1 yQ.,1o,Tb iii:1 .tio1^ Nrat1 tic1, .Tod, .,o^ Noll' •caib.,-,90 ✓ Review the manpower forecast/backlogof subcontractors beingwed recommend p Mitigating Risk:We provide solutions on a bolted option d` d` t` 7° considered for the award a component level for the team to understand to allow for less All NoneResIdentlel Demand overall R550904 ✓ Discuss and findings with the team,and discuss awards as a group and proactively solve. manpower in a 1nduatrl"rS5u91ly constricted market. 4.6 Schedule,Quality Control and Safety Plans Turner I Page 24 IC.Opportunities and challenges to complete project in as efficient of manner as possible.How opportunities will benefit the City and how foreseeable challenges will be addressed. City of Tigard Police and Public Works Facility Project Road map lamer - 25 '26 '27 '28 M 1 1 A S O N D J F MAMJ 1 A S OND 1 F MAM 1 1 A SOND 1 FMAM 1 1 A SOND x-cost estimate' ' I I ' 11.SD x-cost estimate CHALLENGE: CD D x-costestimate Being able to maximize dry summer months for z I earthwork and ground improvement work with U ©BOND APPROVAL a late spring bond approval and anticipating a CD Geotech Report recommendations for ground CD Z GM —EXECUTE/APPROVE-GMP �� improvements (e.g.,stone columns or piers)to address liquefaction risks. I— ilding — 2 I I OPPORTUNITY/RECOMMENDATION: Ce EARLY SITEWORK&GRADING PACKAGE T 4111.1 Develop an early sitework and grading PERMITTING-Early Sitework&Grading z package during Design Development for 0 EARLY GMP(sitework,utilities,ground improvement design,site setup,MEP design-assist) Cl) EXECUTE I I permitting and pricing once the bond is w approved. 0 _ DESIGN-Ground Improvement System MING-Ground Improvement • Establish an initial GMP to onboard critical- CHALLENGE: • • - path contractors early, including earthwork, I Wet site with high water table ground improvement,and MEP design-assist. 11111111=MILUND IMPROVEMENTS I OPPORTUNITY/RECOMMENDATION: mobilization/temp power&water • Accelerate design and permitting of ground I early sitework,utilities&grading,fill,cement treading improvements to allow summer construction Complete the parking lot during 2027 spring/ Ground Improvement(deep foundations/soil improvements) ahead of building permit issuance,protecting summer to reduce: the project schedule. z • Import of temp rock/paving at delivery OFFICE BUILDING--(3-Story) III. _ -- --r--i---I---Ir o routes and working parking during winter Foundations/SOG/Stru/Exterior/Finishes - - .. -- -- -- months Steel Procurement 4 m=moommon CHALLENGE: cc • Relocating construction trailers and I I �- I J Building structure elements t worker parking during the final months of lOrdermm procurement currently drives the o the project Fabr • • N &I_ critical path due to the timing of GMP U • Escalation costs by building sooner MIMI and permit approvals. Tracking of dirt and mud through WAREHOU' • pre-engineered steel) neighboring streets• �� Fc�ndations/SOG-Final Inspections ' OPPORTUNITY/ [RECOMMENDATION: • Fosters a cleaner project site . ��NNE,` During preconstruction, evaluate the • Sets the tone and culture that completion ••••••• 'KING LOT BUILD option of separating a Core & Shell is approaching permit package to enable early release ---- - of structural steel.This could accelerate • DESIGN 1 PRICING/ONBOARDING F STEEL PROCUREMENT CONSTRUCTION procurement and reduce the overall PERMITTING -I schedule SITEWORK&GROUND IMPROVEMENTS schedule by several months. + 4.6 Schedule,Quality Control and Safety Plans Turner I Page 25 ID.Quality control plan We Believe Quality is Bigger Than Us. The quality of the project is ultimately what will be remembered,it's what lives on after the construction and experienced by many users and community members years to come.At Turner,everyone on the project is responsible for quality and is empowered to take action to ensure the quality planned for is delivered. Quality control is not just about meeting specifications,it is about creating a space that reflects the City of Tigard's values,supports essential public services,and performs for decades to come.Tyson will lead quality and be supported by Joe,and the VDC team. . . . . . . . . QUALITY CONTROL STARTS IN QUALITY DURING CONSTRUCTION PRECONSTRUCTION/DESIGN Setting expectations early and often is an important facet of quality in construction. Our trade partners will be During construction Tyson will engage with the project team,stakeholders accountable for these high standards, promoting a culture of high-quality,safety, pre-planning, respect for others and user groups to ensure overall satisfaction with quality.The following work and work-flow efficiency. steps allow Turner to maintain a quality control system through every We monitor quality during construction in four phases. phase leading up to construction. 1.Develop the Project Specific Detailed QAQC Program: 1.Preparatory Phase:Meetings are held with relevant trade partners prior to the start of each new defined feature of Work,contract requirements are reviewed,submittals are verified and approved,test/inspection criteria is discussed. The basis of the entire program starts with the development of a project 2. Initial Delivery Phase: When any new material is delivered to the project the first time it will be checked and specific QAQC Plan. We review each quality and testing requirement, verified to be compliant with approved submittals, frequency of inspection for field operations as well as identifying specific hold points for self-inspection prior to proceeding with the next step.We 3.Initial Installation Phase:This inspection will be conducted when a representative sample of the first work has will also identify each task or component requiring specific QA or QC been accomplished.The quality of workmanship,any control testing will be conducted and omissions or dimensional analysis for risk management and contract compliance. qualities will be checked.Once it has passed inspection it will serve as a"benchmark"for the expected quality. 2.Design&Constructability Reviews: 4.On-Going Follow Up Inspection Phase: Our QAQC team,led by Tyson and Joe,will conduct daily inspections The performance of constructability reviews is critical, leading us to to ensure the work is progressing in compliance with all standards outlined in the Preparatory and Initial Installation develop a comprehensive constructability Review Checklist Manual. Each Phases, discipline is addressed with hundreds of items to confirm,and organized by CSI code.Items are then further arranged according to Schematic Phase, Turner's Quality Playbook Design Development Phase and Construction Document.Turner will also utilize our local team of in-house subject matter experts and have the The graphic to the right highlights our � 0 comprehensive approach to quality .Re° °oPm EloseoutPhase \ ability to engage specialized subject experts from across the nation for Atldresa °rreC oo°°me °yoetee°ee. •Pure° constructabilityinput and comments.Turner Engineering Group (TEG), a that will be led by our QA/QC Manager, e5°ale QUALITY ° al °°tra CrdermPrerere°ee pg g Tyson and adopted by the entire project ed ""B6Tfa'n' :°r`o�`relra klh9so °eal°""'Be construction focused engineering and architectural group that can peer kW Stock review design to bring innovative solutions to the project. team, 0 ConsevallonPhase •Walkover •. 3.Mock-Ups: This roadmap was developed to 9 o�r 4SJ luHtaLE FEATURES 0ruuvrcn s° PCCCS� •Concrete Placement !l7AJ d IyM kup (� nLX:elk Down Ca.r..uccon P°am R,oi,w&Minlmlz°H°spltellmpects communicate our quality process to WWhudowns MuMpleChecksBBalances oreshd &PlanUtiliTie-Ins We define what systems and components will need field or virtual mock- M°ck°pa �a�e�s�e050n,,de°t d�oapl Rars°°°al project stakeholders and subcontractors. ko °"m1BamefS AFreMelefi°Mee" ohm' 'Pmced°rea a.ssmeliw.y mepecrlo° sewpiestmg3m:peeloo Pro°ess ups. Mock-ups will allow CoT,OTAK,SEA and Turner members to see what During construction we reviewed Eerablish 3N Paay lesriog o.FOIbwUp mspec[I°°e(e=°eeded� the final product will look and feel like first hand.Mock-ups will also allow the roadmap during subcontractor Roadmap our teams to establish how that entity will need to be built and make onboarding to set the expectation for • •mea, SateN'NeCo Pre• ♦llatl°° F°I•up adjustments before the work is repeated throughout your space. quality. M wd rade •5h°`oraw'n9`•F bh�"°n M""n9 Meeting pec0°° °° p °n Needed Onsira Makups •RFIS 4.6 Schedule,Quality Control and Safety Plans Turner I Page 26 IE.Firm's proposed general safety program,including training,hazard identification and audit/inspection.Include specific information on subcontractor and employee accountability for safety,formal disciplinary program and company EMR for the last three years. —i. A Safe Project Starts with the Right Culture. Our full safety policy and disciplinary One Based on Respect, Honesty and Accountability. program is available upon request. ril".""bmerbft W.WL• At Turner,we believe injuries are preventable through proactive planning,clear communication, EMR Rating Past Three Years c and empowering frontline workers to take ownership of their own safety and that of others.Our approach is structured, rigorous, and people-centered. Led by Turner's national Building 2024 2023 2022 typo„cy L.I.F.E.(Living Injury Free Everyday) program,our leadership supports safety as a core project value from preconstruction through completion. H MI— PROACTIVE PLANNING WITH BUILDING SAFETY MONITORING, INSPECTIONS ACCOUNTABILITY THROUGH NO L.I.F.E.AND HAZARD ANALYSIS AND AUDITS TOLERANCE DISCIPLINARY PROGRAM Turner's Building LIFE.program is more than a policy,it is a Once work begins,our focus shifts to constant vigilance, Our Zero Tolerance Policy is non-negotiable and applies to mindset.The foundation of our approach is rooted in the belief documentation,and improvement. all employees,subcontractors,consultants,vendors and that safety begins long before construction does. visitors, Monitoring and audit strategies include: • Preconstruction Hazard Analysis:Early risk This policy includes the following: assessments tied to design milestones help eliminate or • Daily Safety Walks by superintendents and Turner's ✓ reduce risks before the work reaches the field. dedicated safety manager. Zero tolerance for workplace harassment, • Weekly Joint Inspections conducted with including verbal abuse,intimidation,bullying,threats,or • Daily Job Hazard Analyses(JHAs):Required from subcontractor foremen and safety reps. any behavior that creates a hostile environment, all trades to identify potential hazards and mitigation • Third-party Audits for compliance with structural, ✓Immediate consequences for discriminatory strategies before work begins. geotechnical,and environmental safety protocols. conduct based on race,color,religion,sex,national • Procore Safety Module to track,assign,and origin,a e,disability,veteran status,sexual orientation, • Site-specific Health and Safety Plan(HASP): 9 Developed during preconstruction with detailed scopes, close out deficiencies in real time,supporting both gender identity,or any protected category. high-risk work identification,and site-specific controls. accountability and continuous learning, - Trend Analysis:Routine reviews of logged hazards ✓No exceptions for anyone in a leadership position • Pre-task Planning Meetings:Used to align teams on and near misses to identify systemic risks before or from outside firms—everyone is held to the same scope-specific safety expectations for high-risk activities, they become incidents. behavioral standard. Stretch-and-Flex Programs and Mental Health • Weekly Safety Reports issued to the full project ✓No retaliation against individuals who raise concerns • team,including City and design stakeholders. or participate in investigations.Retaliation is itself a Awareness:These support both physical readiness and psychological well-being,reinforcing our holistic This layered approach ensures all safety issues,from policy violation and subject to disciplinary action. commitment to safety. minor PPE oversights to complex system conflicts, Partnering with Design Team and Owner:We are identified,tracked,and resolved in a timely and ✓Violations will be promptly investigated.Anyone • transparent way. involved in a serious breach may be suspended and if include Otak,Scott Edwards Architecture,and City staff in early safety strategy sessions to align logistics,phasing, confirmed,will face immediate termination or removal and public interface risks. from the project.Complicit individuals will also face disciplinary action. 4.6 Schedule,Quality Control and Safety Plans Turner I Page 27 • . . • I Ili iRE:.,• r -" -Imlir kr . ADDITIONAL TRAINING PROGRAMS AND Ii�!!� ii . ' 4 - , i RESPECTFUL WORKPLACE A Personal Touch to �.. '` �� i Safety . . •\ I . 0 ,�� In 2019 we added"Active Caring"to our Safety Culture.Active Caring is demonstrated +�' v ' I, through the actions and behaviors we use every day to foster a workplace environment Workers post photos of what _'_`,, where all people demonstrate the highest standards of care for each other, Our mission drives them to go home safe _ sommor, - is to develop and sustain a culture where all people feel that they are part of something each day! '" 1, + extraordinary by managing risk and creating a safe environment. 'I A - �� , , ' �/ r i �� '� DJ.. _ Provide Training/Coaching to assist in pre-task planning,OSHA-40 and quality control V Making daily Stretch and Flex fun by playing music and acknowledging and Appreciation Events celebrating the"wins" Occasional pancake feeds, _- -w . I: l ice cream trucks,and 11' ✓ Perform weekly Critical Safe Behavior coaching events with all crews allowing barbecues and more to boosth40 1 full engagement of every person morale. r -:� W V Organize monthly 5-Worker Lunches to gain and develop better understanding of _ " our safety culture from all crew levels - Y V Perform quarterly Safety Perception Surveys to allow every individual to provide FY anonymous feedback +:- ✓ Establish an Appreciation Reward Program where we identify and reward good II I behavior(tee shirts,water bottles,sweatshirts,tools,etc.), Respect,Safety and \ZERO � mink you! ♦_ � - TOLERANCE king th' t - P 1I• V Implement You-Asked-We-Did white boards allowing all trades to suggest fun and Support414' / creative ideas(Sno-Cone Tuesdays,etc.) All three are paramount 111) SOMETHING e�•,yo,- 5.,. r'. ; across all our jobsites and SAY AIL'. - - 4 SOI TNING '1 � �. I offices.We have a strict ' fir_ ,I zero-tolerance policy against In 2022 Turner launched it's Respectful Workplace Playbook nationally to harassment and hate, ir __\F:__ ,,,„ .. . . . . focus on total worker health on all our projects and create a safe working '� bilieseffleiget environment free of harassment and discrimination. The following principals and measures are reinforced through a playbook that was created ' _ ='1 in collaboration with six other national contractors,trainings and conduct every person on site to create an atmosphere of respect for all.Some of these critical areas include: Mental Health Suicide Prevention •14 • Running hot water for hand washing • No graffiti,political or otherwise Stickers 1 • Flushable toilets accessible to all potentially offensive stickers,tattoos, were handed out to all trade - ',Ill, ---: , language,etc, '''� t_,=._� "` :-,::,`{,�' i • Clean and dry locations to break and eat partners on the PeaceHealth o• ", kt lunch • Zero tolerance for any form of bias or ED project,along with a men- �^'!� j4_ .It , harassment tal health discussion with a :, + t { , n. • Fresh water for drinking licensed counselor to show ,.,..�. • Access to lactation rooms support for the cause. I 1 4 . 7 Fee Proposal • • • • Turner 4.7 Fee Proposal Turner I Page 28 IFee for providing CM/GC services. 4.7 Fee Proposal Turner I Page 29 4.7 Fee Proposal Turner I Page 30 4.7.B.5 General Conditions APPENDIX • • • • Turner Appendix Turner I Not Included in Page Count Appendix Turner I Not Included in Page Count Appendix Turner I Not Included in Page Count Appendix Turner I Not Included in Page Count Appendix Turner I Not Included in Page Count Appendix Turner I Not Included in Page Count Appendix Turner I Not Included in Page Count Appendix Turner I Not Included in Page Count Appendix Turner I Not Included in Page Count Appendix Turner I Not Included in Page Count General Conditions I Staff Turner Appendix Turner I Not Included in Page Count Thank You for Your Consideration We look forward to the opportunity to provide our services to the Tigard community. • • • • Turner