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Home My WebLink AboutRESPONSE - RFP - 8031 CM/GC FOR OLD TOWN SQUARE RENOVATIONSCM/GC Services for Old Town Square Renovations December 2, 2014 December 2, 2014 Mr. Todd Dangerfield Project Manager Downtown Development Authority 19 Old Town Square, Suite 230 Fort Collins, CO 80524 Mr. John Stephen Senior Buyer Purchasing Division 215 N. Mason St. 2nd Floor Fort Collins, CO 80524 Re: Old Town Square Renovations RFP for CM/GC Services Dear Mr. Dangerfield & Mr. Stephen: We are excited for the opportunity to 1. GENERAL COMPANY INFORMATION 2. SUSTAINABILITY 3. PROJECT PROFILE 4. COMPANY RESOURCES 5. KEY PROJECT STAFFING 6. PROJECT BUDGET & COST CONTROL 7. CONSTRUCTION SEQUENCING & SCHEDULING 8. QUALITY ASSURANCE/QUALITY CONTROL 9. PARTNERING EXPERIENCE 10. SAFETY RECORD 11. TRADE SUBC0NTRACTORS 12. FINANCIAL STATEMENT 13. BONDING COMPANY REFERENCE 14. INSURANCE 15. CONSTRUCTION AGREEMENT 16. CM/GC FEES TABLE OF CONTENTS TABLE OF CONTENTS CM/GC SERVICES FOR OLD TOWN SQUARE RENOVATIONS • DECEMBER 2, 2014 1 GENERAL COMPANY INFORMATION GENERAL COMPANY INFORMATION Building what’s next. 1. GENERAL COMPANY INFORMATION 1 Name of Firm: Mortenson Construction Contact Person: Maja Rosenquist VP & General Manager P: 303.295.2511 F: 303.297.8055 1621 18th Street, Suite 400 Denver, CO 80202 Previous Names: N/A Date Established: 1954 (Corporate Office) 1981 (Denver Office) Company Overview Incorporated in 1954, Mortenson Construction is a privately-held corporation owned by the Mortenson family. Mortenson has distinguished itself in the construction industry by providing services based on our core values of trust, service, safety, responsibility, stewardship, and teamwork. Our team members truly believe in serving our customers’ interests and have a strong partnership with each project’s owner, designer, engineer, and trade partners. For the past 33 years, Mortenson’s Colorado oﬃ ce has been building facilities and open spaces that deﬁ ne the State’s beauty. “Our purpose is to build structures and facilities for the advancement of modern society. That purpose is fulﬁ lled through our mission, to create an exceptional customer experience.” By remaining diversiﬁ ed and building a variety of project types, Mortenson has become one of Colorado’s most progressive development and construction ﬁ rms. The Colorado oﬃ ce was established in 1981, and has grown into the largest commercial general contractor in Colorado. The oﬃ ce is one of seven autonomous regional oﬃ ces, with its own resources for estimating, accounting, equipment facility, pre-construction services, scheduling, and of course construction operations. 2 SUSTAINABILITY SUSTAINABILITY Building what’s next. 2. SUSTAINABILITY 2 Commitment To Sustainability Mortenson has been an industry pioneer in its commitment to environmental sustainability. From building Colorado’s first Platinum LEED Certified building to launching the Center for Sustainable Energy to help our clients reduce or eliminate their facility’s energy consumption, Mortenson has committed its self to making a positive contribution to the preservation of our environment. Please see our highlighted sustainability efforts below: Planning & Management Important to any project is the collaboration between team members. Working together, the team must define the environmental goals and expectations for the project. • Work as a partner with the Owner and Architect • Understand the initial project goals; • Verify the goals throughout the project • Provide a cost and benefit evaluation to aid in the decision-making process • Select and educate subcontractors and suppliers • Utilize Mortenson’s nationwide network of LEED Accredited Professionals to share knowledge • Document project experiences and take photos Material Procurement By using recycled and/or renewable materials, we are cutting down on the strain on the Earth’s shrinking base of finite resources. We will work with the design team to carefully select materials that are durable and contain recycled content in order to reduce negative environmental impacts and support the growing market of recycled products. • Use rapidly renewable materials • Use materials with a high recycled content • Locate local and/or regional sources Recycling Management Not only does Mortenson seek out recycled materials, we encourage the reduction of all waste and the recovery of materials that are reusable or recyclable in all phases of demolition, construction, and life of the building and surrounding areas. • Analyze project waste • Select recycling options to divert waste from landfills powerful numbers 9.5 2.5 256 42 10 $ $ billion of green/sustainable work nationwide billion of green/sustainable work in Colorado LEED Accredited team members nationwide LEED Accredited team members in Colorado Thousand Megawatts of Wind Power 1800 Larimer- Certified LEED Platinum 3 PROFILE PROJECTS PROFILE PROJECTS Building what’s next. 3. PROFILE PROJECTS 3 DESCRIPTION: Nestled between two large office buildings, the Roof-Top Plaza serves as an outdoor space that can be enjoyed daily by the thousands of employees at the Charles Schwab Campus. Lined with pavers, concrete benches, lighting, and even an “infinite wall” of native grass, the 75,000 square foot plaza is a hub for employee gathering and idea sharing. With the entire Charles Schwab project being built to LEED standards, the Roof-Top Plaza is no exception. Sustainability efforts of every sort have been made to construct the plaza congruently to our belief in long-term sustainability. KEY FEATURES: • Concrete seating and walls • Irrigation • Plaza lighting • Drainage System • State of the art landscape design • Paver system • Decorative Metal Work Charles Schwab Rooftop Plaza Lone Tree, CO Owner: Charles Schwab Corporation Anthony Nemec Schwab Corporate Real Estate anthony.nemec@schwab.com 720.785.6807 Key Subcontractors: Rocky Mountain Hardscapes Coloscapes ValleyCrest Original Duration: Phase 1 (22 Months) Phase 2 (17 Months) Actual Duration: Phase 1 (22 Months) Phase 2 (Estimated 17 months) Delivery Method: CM at Risk Contract Cost: $1.5M (Rooftop Plaza Only) Final Cost: $1.5M (Rooftop Plaza Only) Claims: None Formal Partnering: Yes Building what’s next. 3. PROFILE PROJECTS 4 DESCRIPTION: Located in one of Colorado’s most dense urban areas, the 60,000 square foot Byron Rogers Plaza renovation was successfully complet- ed with no interruptions to the surrounding office, civic, and cultural buildings. With close attention being paid to preserving the 1960’s formalist architecture, Byron Rogers Plaza was given an uplifting ren- ovation without deterring from its historical and cultural significance which required preservation of its historical significance. KEY FEATURES Hardscape • Paver system • Colored concrete replacement • Soil placement and movement for planting and landscaping • New irrigation system • Tree relocation, replacement, and preservation • Work done in close proximity to busy pedestrian and traffic areas • Preservation of historic precast concrete and sculptures • Community involvement on all levels of the construction process • Stainless steel grates • New Plaza lighting • Subdrainage system Byron G. Rogers Federal Office Building Plaza Denver, CO Owner: General Services Administration Kim Bailey 303.236.8000 Key Subcontractors: Landtech Colorado Cleanup Coggins & Sons Plaza Construction, Inc. Original Duration: 36 Months (Entire Project Including Offices) Actual Duration: 6 Months Delivery Method: Design-Build Contract Cost: $4.5M (Plaza Only) Final Cost: $4.5M (Plaza Only) Claims: None Formal Partnering: Yes Building what’s next. 3. PROFILE PROJECTS 5 DESCRIPTION: Conservatory Green is a unique gathering spot for the neighboring residents and commercial traffic. The plaza boasts a large shade shelter, a timed fire pit, a splash pool with water curtain, and a large turf area for events. With five different finishes and stains, decorative concrete is a dominating feature of Conservatory Green. An architectural sedimentary wall consist of five different stains mimics the soil layers, making the plaza look like it was cut straight into the existing terrain. The decorative planter boxes and amphitheater seating find a sharp contrast between the soft rolling hills of the prairie of which the plaza was inspired and the rough sharpness of concrete. The project started early summer 2013 with a budget of roughly $2.3M and finished end of summer 2014 at $2.8M largely due to design changes. KEY FEATURES: • Wood Foot Bridge • Outdoor Amphitheater • Concrete Paving • Broom Finish • Sand Finish • Concrete Unit Pavers • Wood Mulch • Crusher Fines • Concrete Seat Walls • Concrete Retaining Wall with Visual Appearance of Soil Sediment • Tivoli Light Poles • Planter Cubes • Granite Boulders • Water Features Stapleton Conservatory Green Denver, CO Owners Charlie Nicola Forest City Development 303.382.1800 Key Subcontractors: Colorado Hardscapes Valley Crest Ventura Electric Original Duration: 14 Months Actual Duration: 14 Months Delivery Method: CM/GC Contract Cost: $2.3M Final Cost: $2.8M Claims: None Formal Partnering: Yes Building what’s next. 3. PROFILE PROJECTS 6 DESCRIPTION: P8 Park is a huge undertaking consisting of just over 45 acres divided into two Denver Parks. Uplands Park is a linear green space linking several neighborhoods. It consists of vast turf areas for recreational play, crusher fines trails, and large picnic areas. There are five picnic areas that boast a total of 4 tennis tables, 18 picnic tables, and two behemoth harvest tables measuring 24’ long. Prairie Meadow Basin is a 30 acre detention pond thick with native plantings. The main feature is a large landform with a land bridge encompassed by large, hand-placed gabion walls and a concrete overlook. KEY FEATURES • Gabion wall land bridge leading to natural area overlook • Shade shelter w/ large picnic area • Over 7.5 acres of playable sodded area • Vast trail system Owner: Charlie Nicola Forest City Stapleton Sr. Vice President 303.382.1800 Key Subcontractors: Civil Technologies Absolute Quality Concrete Original Duration: 5 Months Actual Duration: 5 Months Delivery Method: CM/GC Contract Cost: $549K Final Cost: $549K Claims: None Formal Partnering: Yes Stapleton Redevelopment - Trunk Park No. 8 Denver, CO Building what’s next. 3. PROFILE PROJECTS 7 DESCRIPTION: A 22-story, 500,000 square foot of Class AA office, built as a glass and steel tower, 1800 Larimer is the first major high-rise office building completed in Denver’s central business district since the mid 1980s. It is also the first LEED Platinum certified high-rise in Denver. The project includes a 17,000 square foot landscaped green roof over the garage, which contributes to a reduction of the heat island effect for the site and reintroduces a significant percentage of open space and habitat to the site via native plantings. Part of the structure below the green roof holds a 100-year- flood-level storm water detention and water quality tank that greatly improves the site’s contribution to storm water quality, as well as providing non-potable irrigation water for the plantings on the terrace. KEY FEATURES • Concrete hardscapes (exposed agg / colored) concrete walks • Hydrotek Green Roof Wateproofing / drainage mat • Landscaping (irrigation / plantings) • Site Furnishings (benches, trash cans, etc) 1800 Larimer Green Roof Denver, CO Owner/Developer Westfield Development Don Slack 303.298.1111 Key Subcontractors Mortenson (concrete) Landtech (landscaping, Irrigation) RK Mechanical (trench drains) Original Duration 19 months Actual Duration 19 months Delivery Method CM at Risk Contract Cost $97M (entire project) $665K (green roof only) Final Cost $115M (entire project - due to owner directed design changes)$ (green roof only) Claims None Formal Partnering Yes 4 COMPANY RESOURCES COMPANY RESOURCES Building what’s next. 4. COMPANY RESOURCES 7 Total Number of Resources in the Denver Office # of Employees Job Category 14 Administration 5 Procurement 5 Accountant 31 Project Managers 25 Superintendents 9 Business Development/Marketing 33 Foreman 26 Engineers # of Employees Job Category 17 Safety & Quality 4 Construction Executives 21 Preconstruction/Estimating/Scheduling 8 Integrated Construction 4 Surveyors 5 Operations 207 Total Salaried 400 Total Craftworkers Maja Rosenquist VP/GM Gene Hodge Director of Project Development Dale Heter VP of Operations BD / Strategy Finance Operations John Pole Field Operations Manager Equipment Self-Perform Craft Forces Construction Executive / Market Sector Leaders / Project Management (Reports to Dale Heter/Bill Gregor) Clay Benson CE/Market Leader Corporate Woodward Crystal Peden Business Development Erin Writt DPM Jason Miller CE/Market Leader Hospitality/Office Sage/Schwab/Gaylord Anthony Marziano Business Development Doug McNichol DPM Chris Grundy CE/Market Leader Federal Ft Carson /CAB Barracks Crystal Peden Business Development TBD Building what’s next. 4. COMPANY RESOURCES 8 Full List of Equipment in Hand Building what’s next. 4. COMPANY RESOURCES 9 Full List of Equipment in Hand Building what’s next. 4. COMPANY RESOURCES 10 Full List of Equipment in Hand 5 KEY PROJECT STAFFING KEY PROJECT STAFFING Building what’s next. 5. KEY PROJECT STAFFING 11 Tony Perdue Senior Project Manager Dale Heter Principal-In-Charge Dan Havanan Superintendent Justin Fiegitsch Project/Quality Engineer Estimating Joe Shinagle Preconstruction Manager Proven Team Mortenson presents the following team of experts with proven performance in both Civil and Infrastructure construction. Tony Perdue will serve as Mortenson’s Senior Project Manager, responsible for ensuring the day-to-day operations of the project. Joe Shinagle will provide proactive preconstruction services for project owner and design team. Justin Fiegitsch will be responsible for review and resolution of field coordination issues with project participants and team members. Justin will be on site for the entirety of the project. He will also direct all on-site quality control activities. As Superintendent, Dan Havanan will provide direct oversight, organization, and coordination of field construction activities and ensure that construction is completed in accordance with design, budget and schedule. Scheduler Design Team Jim Walter Director of Safety Cathy Scarince Quality Manager Jopy Willis Field Operations Manager Dean Towl Director of Scheduling & Planning Maja Rosenquist VP & General Manager OFF SITE SUPPORT Dale Heter VP Operations = Team Member previously worked together Mortenson, and specifically this team, is personally and professionally committed to your project’s success. Building what’s next. 5. KEY PROJECT STAFFING 12 PROFESSIONAL SUMMARY Dale is a great communicator who patiently seeks to understand every aspect of the project in order to support the entire project team. Dale is integral to the success of the project because he ensures project goals are clearly identified and communicated. He has extensive experience in the preconstruction and construction process on unique, complex projects. As the Principal-In-Charge, Dale provides oversight and leadership to Mortenson’s Denver office. He confirms projects are properly staffed and that the expectations are clearly understood and fully met. His success as a leader is based on three decades of industry experience that includes several large, world-class projects. Trust, communication, and commitment to meeting your expectations are Dale’s most valued attributes. RELEVANT EXPERIENCE Corporate/Office • Charles Schwab Lone Tree Colorado Campus, Lone Tree, CO | $240M • Byron G. Rogers Federal Office Building Modernization, Denver, CO | $154M • 1800 Larimer Office Building, Denver, CO | $103M Federal • Fort Carson - 13th CAB Barracks, Ft. Carson, CO | $94.8M • Fort Riley - Whole Barracks Renewal, Ft. Riley, KS | $51.2M • B2 Bomber Hanger, Whiteman AFB, MO | $32M • Fort Carson - WT Barracks, Ft. Carson, CO | $28.3M • Fort Riley - First Brigade Barracks, Ft. Riley, KS | $21.6M • Aircraft Maintenance Hanger, Whiteman AFB, MO | $19.4M • Veterans Administration - Harry S. Truman Ambulatory Care Addition, Columbia, MO | $16.5M • Weapons Storage and Security Improvements, Whiteman AFB, MO | $10.4M DALE HETER Principal-In-Charge INDUSTRY EXPERIENCE 30 years EDUCATION B.S., Chemical Engineering, Carnegie Mellon University REFERENCES Mike Zoellner RedPeak Properties 303.321.7325 Martha Bennett Bennett Wagner & Grody Architects 303.623.7323 Randy Nichols The Nichols Partnership 303.291.2200 Michael Istas Corps of Engineers 785.239.6461 CERTIFICATION International Code Council TONY PERDUE Senior Project Manager INDUSTRY EXPERIENCE 24 years EDUCATION B.S, Civil Engineering, University of Colorado Denver REFERENCES Shanen Weber Design Concepts 303.664.5301 Jay Henke City and County of Denver 720.333.3651 Kent Sondgerath City and County of Denver 720.913.0636 PROFESSIONAL INVOLVEMENT • A. S. C. E. • Registered for ACE PROFESSIONAL SUMMARY As senior project manager, Tony is responsible for providing overall leadership on complex projects. His duties include establishing project objectives and policies, maintaining a liaison with prime customer contacts and monitoring construction and financial activities. Tony manages project safety and enhances customer relationships by providing excellent service. RELEVANT EXPERIENCE Infrastructure / Site Development / Landscape • Stapleton Redevelopment Project, Denver, CO | $575M • Neu Town at Parker - Mixed Use, Parker, CO | $17.9M* • MAX BRT Fort Collins, Fort Collins, CO | $4M* • Stonegate - Landscape, Englewood, CO | $3.4M* • Fort Morgan Downtown Infrastructure, Fort Morgan,CO | $3.1M* • Highlands Ranch Filing 122V Landscape, Highlands Ranch, CO | $2.1M* • Rampart Range Metro 1a Landscape, Greenwood Village, CO | $1.1M* Sports / Regional Parks • Stapleton Central Park, Denver, CO | $26.6M • Aurora Sports Park, Aurora, CO | $13.9M* • Margaret Carpenter and Trail Winds Parks and Facilities, Thornton, CO | $11.2M* • Hideaway Park, WinterPark, CO | $4.6M* Building what’s next. 5. KEY PROJECT STAFFING 13 * Project completed prior to joining Mortenson Building what’s next. 5. KEY PROJECT STAFFING 14 PROFESSIONAL SUMMARY Joe will responsible for leading the preconstruction process. The preconstruction manager has ultimate responsibility for the accuracy and completeness of the estimates produced for their projects and works closely with the construction executive to provide continuous service to project owners and design teams. RELEVANT EXPERIENCE Civil/Infrastructure • Stapleton Redevelopment, Denver, CO, $575M • Solterra Subdivision, Jefferson County, CO, $25M* • Garfield County Airport Reconstruction, Rifle, CO, $20M* • Riverpoint Commercial Development, Sheridan, CO, $12M* • Takoda Farms Subdivision, Louisville, CO, $9.5M* • Meeker Airport, Meeker, CO, $8.3M* • Copperleaf Subdivision, Araphahoe County, CO, $8M* • Fallbrook Farms, Thornton, CO, $3.5M* • 40th Avenue, Lower, Denver, CO, $2M* • Cherry Creek Schools Sitework, Denver, CO, $1.5M* • Spanish Peaks Sitework, Huerfano County, CO, $1.7M* • Bolling Drive Sitework, Denver, CO, $1.3M* • VA Hospital Foundations, Aurora, CO, $1.2M* • Midtown Subdivision, Brookfield Development* • Fallbrook Farms Subdivision * • Worsham Farm Filing No. 2* JOE SHINAGLE Preconstruction Manager INDUSTRY EXPERIENCE 8 years EDUCATION B.S., Construction Management, Colorado State University REFERENCES Foster Kenney Fiore & Sons, Inc. 303.210.0109 Kelly Steele Martin Marietta Materials 970.407.3067 Jeremy McCalister GDA Engineers 307.587.3411 * Project completed prior to joining Mortenson Building what’s next. 5. KEY PROJECT STAFFING 15 PROFESSIONAL SUMMARY As construction superintendent, Dan will organize field operations, which includes the supervision of subcontractors, directing field forces, maintaining schedules, expediting materials and ensuring quality workmanship. Specific duties include maintaining a liaison with other functions to ensure all required materials, equipment and inspections support the project schedule. He coordinates plans and specifications with field design engineers, clarifying discrepancies. RELEVANT EXPERIENCE Civil/Infrastructure • Stapleton Redevelopment, Denver, CO | $575M • Filing 43 - Northfield at CPB Community Pool | $5.5M • Filing 42 Observatory Green Subdivision | $3.1 • Conservatory Green | $2.3M • P-8 Major Urban Park for F-36 | $549K Corporate • Woodward Lincoln Campus Phase 1 | $110M Federal • Denver County Jail - East Housing Addition, Denver, CO | $25M* • Denver County Jail Staff Services, Denver, CO | $1.8M* • Jefferson County Building 4 Remodel, Lakewood, CO | $1.4M* * Project completed prior to joining Mortenson DAN HANAVAN, LEED AP Superintendent INDUSTRY EXPERIENCE 4 years EDUCATION B.S., Construction Management, Colorado State University REFERENCES Bob Brashears Reilly Johnson Architecture 303.832.9111 Rebecca Rogers Klipp Architecture 303.839.1990 Bill Coisman ValleyCrest 303.520.2904 PROFESSIONAL INVOLVEMENT LEED AP Certification Building what’s next. 5. KEY PROJECT STAFFING 16 PROFESSIONAL SUMMARY Justin’s responsibilities include monitoring and updating schedules, cost request, administration of shop drawings and submittals, preparation of record documents, material expediting and responding to contractor change order reports. His other duties include on-site construction engineering activities and quality control, conducting internal/external audits to ensure quality control requirements are met specific to infrastructure and landscape construction. RELEVANT EXPERIENCE • Stapleton Redevelopment, Denver, CO | $575M • Westerly Creek | $3.8M • Westerly Creek Concrete Bridges | $1.2M • Filing 36 North Stapleton Gateway | $3.8M • Filing 40 Far East Kingston to Moline | $580K • Filing 42 Observatory Green Subdivision | $3.1M • Lyons Meadow Park, Lyons, CO | $1M JUSTIN FEIGITSCH Project Engineer INDUSTRY EXPERIENCE 5 years EDUCATION B.S., Environmental Horticulture, concentrating in Landscape Design and Contracting., Colorado State University REFERENCES Ike Rouse American Civil Construction, Inc 303.419.2158 Bill Coisman Valley Crest Landscape Development 303.520.2904 Mike Del Campo Denver Parks & Recreation 415.810.7481 6 PROJECT BUDGET & COST CONTROL PROJECT BUDGET & COST CONTROL Building what’s next. 6. PROJECT BUDGET AND COST CONTROL 17 1. Approach The construction industry typically measures the success of a project by two primary factors: schedule and budget. The questions most commonly asked are “Was the project completed on schedule?” and “Was the project within budget?”. With Mortenson’s integrated approach to preconstruction and construction services, schedule and budget are still the two primary drivers, but the question we strive to address: Our approach focuses more on maximizing outcomes than it does on simply achieving benchmarks. As your construction partner, we will be continually tracking trends throughout the design and construction to make sure that the City of Fort Collins ultimately gets the best value, the most program, and the highest quality possible for their investment in the Old Town Square project. 2. Value Engineering Cost Validation With the current design of the project being significantly complete, Mortenson can add value through cost validation. By working with your current design team, Mortenson can play an important role in the development of a market price budget. By pairing scopes of work and specifications with project phasing and scheduling needs, Mortenson can prepare a pricing model. With a substantive model in place the design process can be better kept on track, as any discrepancies between design and costs can be caught early. A solution can then be found that aligns with the proposed budget without sacrificing the integrity of the projects intent. Subcontractor Pricing With the design near its completion Moretsnson can immediately step in and begin the process of reaching out to our specialty trade partners. By receiving pricing responses from our trade partners, a greater level of accuracy can be added to the project budget. Another advantage to collaborating with trade partners early on is the ability to incorporate pricing into their contracts. This reduces the risk of major price fluctuations and adds to the projects stability in cost. Target Value Design Mortenson’s team is skilled at exploring target value design if alternatives are needed in order to achieve the desired budget.: 1. First task is to perform a full-detail estimate of the work, and verify that the estimate is within the targeted budget. Joe Shinagle is responsible for completing this task, with support from our in-house estimating staff. Establish target budgets for each of the components. 2. Research market alternatives to materials and subcontractors to ensure meeting the target component budgets. 3. Where beneficial, provide value engineered alternatives for City and Studio Insite’s consideration. Building what’s next. 6. PROJECT BUDGET AND COST CONTROL 18 Possible Value Engineering option for Old Town Square: • Recycling of demoed concrete and pavers • Earthwork excavation /embankment balancing • Product Selection • Phasing • Schedule 3. Delivery Schedule Approaches Used to Cut Costs when Estimated Costs Exceed the Budget Developing required production rates with the planned schedule, early in the preconstruction phase of the project, helps the entire project team understand the required pace of the project and identify risk areas. We are then able to intelligently allocate the resources that are necessary to achieve the plan and reduce risk. Production rate expectations are published in our bid packages to ensure our specialty trade subcontractors truly understand the schedule requirements for the project. Value Engineering at Work - Stapleton Civil work is more difficult to value engineer due to fewer building systems and components. Our initial efforts included pavement section analysis and numerous landscaping options. As the project expanded we developed creative ways to use old 108” diameter storm pipe as underground water storage vaults. Sequencing earthwork operations on multiple projects to avoid double handling dirt has saved the owner over $600,000 to date. A Mortenson initiative to turn a protruding corner of an old structure into a bus stop saved over $200,000 in demolition costs. Close cooperation with city remediation contractors has allowed excess dirt spoils from residential filings to be used to fill in old contamination sites. Old Town Square Fountain Building what’s next. 6. PROJECT BUDGET AND COST CONTROL 19 4. Transparent and Open Book Approach Mortenson’s philosophy is to conduct the preconstruction process entirely on an open book basis. The GMP will be developed with all costs fully disclosed to the City of Fort Collins and the design team. Representatives from each entity will be kept informed every step of the way. Mortenson’s open book philosophy includes active involvement by Fort Collins and the design team in the detailed evaluation of trade partner bids. Through this process, Mortenson will lead the review of all factors to be considered in the award of the work and provide clear rationale behind our recommendations. Once established, Mortenson will provide periodic updates on the GMP. We are confident that our approach eliminates all surprises associated with project costs, enhances the experience the team will have in managing the project, increases the confidence of Fort Collins in the performance of the team, and ensures the project meets th expectations of the project’s stakeholders. Cost Model Estimate - Scheme D Total Phase 1 System Cost per Cost per Total System Cost per Cost per Total Total Units System GSF Cost Units System GSF Cost Cost Foundations 27,985 $ 30.00 $ 16.78 $ 839,550 $ 839,550 Basement Construction 129,760 $ 2.30 $ 5.97 $ 298,529 $ 298,529 Superstructure 50,025 $ 35.00 $ 35.00 $ 1,750,875 $ 1,750,875 Exterior Enclosure 18,225 $ 65.00 $ 23.68 $ 1,184,625 $ 1,184,625 Roofing 27,985 $ 10.00 $ 5.59 $ 279,850 $ 279,850 Interior Construction 50,025 $ 35.00 $ 35.00 $ 1,750,875 8,340 $ 35.00 $ 35.00 $ 291,900 $ 2,042,775 Stairs 40 $ 1,000 $ 0.80 $ 40,000 40 $ 1,250 $ 6.00 $ 50,000 $ 90,000 Interior Finishes 50,025 $ 20.00 $ 20.00 $ 1,000,500 8,340 $ 20.00 $ 20.00 $ 166,800 $ 1,167,300 Conveying 3 $ 45,000 $ 2.70 $ 135,000 $ 135,000 Plumbing 50,025 $ 6.00 $ 6.00 $ 300,150 8,340 $ 6.00 $ 6.00 $ 50,040 $ 350,190 HVAC 50,025 $ 28.00 $ 28.00 $ 1,400,700 8,340 $ 21.00 $ 21.00 $ 175,140 $ 1,575,840 Fire Protection 50,025 $ 3.00 $ 3.00 $ 150,075 8,340 $ 1.50 $ 1.50 $ 12,510 $ 162,585 Electrical 50,025 $ 24.00 $ 24.00 $ 1,200,600 8,340 $ 19.20 $ 19.20 $ 160,128 $ 1,360,728 Equipment 50,025 $ 5.00 $ 5.00 $ 250,125 8,340 $ 2.00 $ 2.00 $ 16,680 $ 266,805 Furnishings 50,025 $ 1.00 $ 1.00 $ 50,025 8,340 $ 1.00 $ 1.00 $ 8,340 $ 58,365 Special Construction $ - $ - Selective Building Demolition $ - 8,340 $ 8.00 $ 8.00 $ 66,720 $ 66,720 Site Preparation 38,400 $ 2.50 $ 1.92 $ 96,000 $ 96,000 Site Improvements 10,415 $ 10.00 $ 2.08 $ 104,150 $ 104,150 Site Civil / Mechanical Utilities 10,415 $ 4.00 $ 0.83 $ 41,660 $ 41,660 Site Electrical Utilities 10,415 $ 2.50 $ 0.52 $ 26,038 $ 26,038 General Condition & Site Services 50,025 $ 28.32 $ 28.32 $ 1,416,912 8,340 $ 15.56 $ 15.56 $ 129,774 $ 1,546,686 Subtotal Construction Cost $ 12,316,239 $ 1,128,032 $ 13,444,270 Subcontractor Bonds incl. above incl. above incl. above Subtotal $ 12,316,239 $ 1,128,032 $ 13,444,270 Building Permit $ - $ - $ - Subtotal $ 12,316,239 $ 1,128,032 $ 13,444,270 Escalation to 2nd Quarter 2013 4.50% $ 554,231 4.50% $ 50,761 $ 604,992 Subtotal $ 12,870,470 $ 1,178,793 $ 14,049,263 Estimating / Const. Contingency 10.00% $ 1,287,047 10.00% $ 117,879 $ 1,404,926 Subtotal $ 14,157,517 $ 1,296,672 $ 15,454,189 7 CONSTRUCTION SEQUENCING AND SCHEDULING CONSTRUCTION SCHEDULING Building what’s next. 7. CONSTRUCTION SEQUENCING AND SCHEDULING 19 Intense project preplanning and schedule control are core strategies in the management plan for all of our projects. Some of the keys to schedule success are described below. Software Utilized Mortenson utilizes the Oracle Primavera P6 (version 8) scheduling package, a recognized industry standard. In over 30 years of CPM usage, we have developed a highly detailed corporate enterprise structure and utilize proprietary plug-in softwares that streamline the schedule creation and updating processes. Schedules will be delivered to you early, often and quickly as the project progresses. Collaborative Planning We view the schedule as a collaborative tool to identify and record the team’s most efficient project completion strategy. With this in mind, we approach the schedule in an open manner, soliciting input and feedback from all project stakeholders, including your team, the design team, code authorities, and subcontractors to ensure we arrive at the most expeditious and cost effective solution. The schedule is a project team plan, not simply a Mortenson plan. Risk Mitigation and Certainty of Delivery Developing a CPM schedule with planned dates is only part of the key to a successful project delivery plan. We operate under the theory that “what gets measured gets done”. Developing required production rates with the planned schedule, early in the preconstruction phase of the project, helps the entire project team understand the required pace of the project and identify risk areas. We are then able to intelligently allocate the resources that are necessary to achieve the plan and reduce risk. Production rate expectations are published in our bid packages to ensure our specialty trade subcontractors truly understand the schedule requirements for the project. The result is that uncertainty is removed, giving our subcontractors the ability to be proactive and remove unnecessary contingencies and tighten down their bids. Risk is further reduced during the construction phase by continuously measuring progress against these established production rates. Early identification of pinch points and challenges is key to managing the project’s risk more effectively. Long before the work begins, the project team and our subcontractors will know exactly what level of production is expected, and will have already effectively planned how the team will meet those requirements. During installation, we measure on a daily basis how our actual production rates compare to our plan, ensuring that the project proceeds forward smoothly. We eliminate surprises for you and give you the confidence that the work will be completed according to or ahead of the planned completion dates. Look-Ahead Scheduling For this plaza project, we anticipate many phases with very specific milestones for closing and opening areas to the public. The best way to communicate this schedule is Building what’s next. 7. CONSTRUCTION SEQUENCING AND SCHEDULING 20 A powerful management tool is the short interval “look- ahead schedule,” which is a subset of the overall project CPM schedule. With this three-week preview, Dan Hanavan our proposed superintendent, will verify that each work team’s start and completion dates are still accurate, as proposed. Field forces know where and when they are needed, and subcontractors have the information they need to provide manpower and materials on time and in conformance with the overall site logistics plans. This effort is conducted within Microsoft Project, based on content from the CPM schedule. Schedule output is continuously reviewed to identify opportunities to re-sequence work, enhance quality and safety, and expedite completion of the overall project. Each week we will review the latest critical path identified in the CPM schedule to ensure we are focused on driving the most important project activities down the path to timely completion. We will work the schedule around meeting Fort Collins’ deadlines without exception. Plan of the Day We believe in order to create the strongest, unified team we must coordinate activities with the team daily. Tony will take the lead on daily coordination on your site. We would invite you to attend our plan-of-the-day meeting with the foremen each morning, preparation meetings with the subcontractors, or Pre-Task Planning session with the craft workers themselves. These are additional ways of constantly communicating quality, safety and schedule goals with the entire team to get everyone focused on beating the planned schedule. Pull Planning In developing the schedule we recommend a Lean process concept called Pull Planning. This is a collaborative and structured process which will help the project team produce schedules by asking the question, “What must be done in order for me to do my work?”, and working backward from key project milestones. This concept helps identify what task must be completed prior to the start of another, as well as any barriers or risks to the start of the task. It is especially effective when implemented on fast track projects that involve phased design and permitting packages. Benefits of Pull Planning 1. Collaboratively produces a sequence agreeable to everyone 2. Communicates constraints, equipment, process, labor, and requirements of not only the work prior and subsequent to each task, but also its relation to the overall project 3. Generates a ‘pull’ rather than a ‘push’ sequence. Start with the end goal in mind and working back from it 4. Establishes accountability to the agreed upon plan; participants are instrumental in its production 5. Creates and conveys important milestones 6. Specifies handoffs and communicates quality, safety and performance expectations Building what’s next. 7. CONSTRUCTION SEQUENCING AND SCHEDULING 21 Graphical Scheduling With scheduling being one of the key drivers of the Old Town Square Renovation, Mortenson will strive to capture its significance in a graphical schedule. As opposed to tabular or bar schedules, graphical schedules are powerful tools that can be utilized to clearly relay what activity is happening on a project at any given time. This is not just important for those constructing the project, but also for those affected by it. In Old Town Square all of the surrounding businesses will be able to look at the graphical schedule and become informed on the construction activities happening at their doorstep. These activities include items such as Fire Department access and areas of constraint. Graphical schedules will also help with the phasing of the Old Town Square Renovation with particular attention being paid to making sure that access to businesses is always kept open. Example Schedule Mortenson has provided a sample schedule used in a previous project of similar size and scope for your review on the following page. The durations for each phase you have outlined in the RFP are definitely achievable and we look forward to exploring paths to improving the duration with the entire team. CM/GC Proposal | Woodward, Inc. Blue Home Campus page 65 15 Development Team Approval Phase #4 Site Work Phase #3 Site Work Phase #2 Site Work Phase #4 Phase #1 Site Work Phase #3 Phase #2 Phase #1 2014 2015 2016 AMJJASONDJFMAMJJASONDJFMAMJJASONDJFM Option B Option A rbomachinery ms (ES) ology Center Phase #1 Design/ Permitting Phase #1 Site Work Construction of Industrial Turbomachinery Systems (ITS) Phase #3 Design/ Permitting Construction of Engine Systems (ES) Phase #4 Design/ Permitting Construction of Energy Technology Center (ETS) Start Erection of ITS Steel Receive Permit Civil Work Start Construction Finish Erection of ITS Steel Finish Erection of HQ Steel 22 Building what’s next. 6. CONSTRUCTION SEQUENCING AND SCHEDULING 22 Sample Schedule (Dean?) Activity ID Activity Name Orig. Dur'n Start Finish Total Float P8 Trunk P8-3E3 IDFA Approvals - P8 Trunk 80 03-Sep-12 A 28-Feb-13 0 P8-1A1D Design - P8 Trunk 96 03-Sep-12 A 22-Mar-13 56 P8-1A18 Construction - P8 Trunk 129 01-Mar-13 30-Aug-13 0 P8-CX Project Close-Out - P8 Trunk 15 12-Aug-13 30-Aug-13 0 Pond CP-8M4C Excavate Structures - Pond 5 01-Mar-13 07-Mar-13 0 CP-8M4F Fine Grade Structures - Pond 5 08-Mar-13 14-Mar-13 0 CP-8V2A4 Set Gabion Walls - Pond 5 15-Mar-13 21-Mar-13 10 CP-8M5J3 Underground Power Distribution - Pond 8 15-Mar-13 26-Mar-13 32 CP-8M5A Storm Sewer - Pond 15 15-Mar-13 04-Apr-13 25 CP-8M5A7 North Forebay Build Out - Pond 20 15-Mar-13 11-Apr-13 5 CP-8V2C2 Concrete Edger - Pond 20 15-Mar-13 11-Apr-13 0 CP-8M5A8 South Forebay Build Out - Pond 15 12-Apr-13 02-May-13 5 CP-8V2B FRP Concrete Sidewalk - Pond 30 12-Apr-13 23-May-13 0 CP-8V5A1 Fine Grade for Landscaping - Pond 10 10-May-13 23-May-13 0 CP-8V5B Irrigation System - Pond 35 15-May-13 03-Jul-13 0 CP-8V2A5 Concrete Seat Wall - Pond 6 24-May-13 03-Jun-13 0 CP-8V3C1 FRP Light Bases - Pond 6 24-May-13 03-Jun-13 23 CP-8V2F3 Crusher Fines Paving - Pond 10 29-May-13 11-Jun-13 0 CP-8V3C2 Stand Light Poles - Pond 2 04-Jun-13 05-Jun-13 31 CP-8V3C4 Pull Wire/Terminate Site Lights - Pond 4 06-Jun-13 11-Jun-13 31 CP-8V3B1 Site Benches - Pond 4 12-Jun-13 17-Jun-13 38 CP-8V3B4 Site Signage - Pond 4 12-Jun-13 17-Jun-13 38 CP-8V3B5 Picnic Tables - Pond 8 12-Jun-13 21-Jun-13 0 CP-8V5D Plantings - Pond 20 13-Jun-13 11-Jul-13 0 CP-8V5C10 Seeding - Pond 10 02-Jul-13 16-Jul-13 33 CP-8V5C Lay Sod - Pond 10 05-Jul-13 18-Jul-13 16 Linear Park West CW-8M4C Mass Excavation - Linear Park West 3 08-Mar-13 12-Mar-13 38 CW-8M4F Rough Grade - Linear Park West 3 15-Mar-13 19-Mar-13 36 CW-8M5J3 Underground Power Distribution - Linear Park Wes1t0 27-Mar-13 09-Apr-13 48 CW-8V2C2 Concrete Edger - Linear Park West 15 12-Apr-13 02-May-13 19 CW-8V2B FRP Concrete Sidewalk - Linear Park West 12 03-May-13 20-May-13 19 CW-8V5A1 Fine Grade for Landscaping - Linear Park West 5 24-May-13 31-May-13 18 CW-8V2A5 Concrete Seat Wall - Linear Park West 5 04-Jun-13 10-Jun-13 4 CW-8V3C1 FRP Light Bases - Linear Park West 10 04-Jun-13 17-Jun-13 23 CW-8V2F3 Crusher Fines Paving - Linear Park West 8 06-Jun-13 17-Jun-13 4 CW-8V3C2 Stand Light Poles - Linear Park West 4 18-Jun-13 21-Jun-13 23 CW-8V5B Irrigation System - Linear Park West 20 20-Jun-13 18-Jul-13 3 CW-8V3C4 Pull Wire/Terminate Site Lights - Linear Park West 8 24-Jun-13 03-Jul-13 23 CW-8V3B5 FRP Picnic Tables - Linear Park West 12 24-Jun-13 10-Jul-13 0 CW-8V3B7 FRP Tennis Table - Linear Park West 12 11-Jul-13 26-Jul-13 0 CW-8V5D Plantings - Linear Park West 15 12-Jul-13 01-Aug-13 0 CW-8V3B4 Site Signage - Linear Park West 4 19-Jul-13 24-Jul-13 12 Feb Mar Apr May Jun Jul Aug Sep Oct 2013 IDFA Approvals - P8 Trunk Project Close-Out - P8 Trunk Excavate Structures - Pond Fine Grade Structures - Pond Set Gabion Walls - Pond 8 QUALITY ASSURANCE/QUALITY CONTROL QUALITY ASSURANCE/ QUALITY CONTROL Building what’s next. 8. QUALITY ASSURANCE/QUALITY CONTROL 23 Commitment to Quality At Mortenson, the quality of our work and our subcontractors’ work is of utmost importance so we can achieve 100% customer satisfaction and zero rework, thus increasing efficiency and reducing project cost. During the preconstruction phase, Mortenson will adapt our standard Quality Management Plan to fit the unique desires of the City of Fort Collins, the Design Team and the project. This proactive plan is a formal quality monitoring process that will ensure our standards of construction meet or exceed the requirements of the contract documents. Mortenson’s Quality Management Plan is implemented through the use of up front planning, written procedures, instructions, checklists, and document forms. Our Quality Management Plan is a management tool to drive both our self-performed work as well as our subcontractors work. The Plan is composed of the following major elements: Integrated Work Plans (IWP) – IWP’s are project-customized work plans that integrate safety, quality, and efficiency into a step-by-step description of a work process. The plan also includes productivity rates, a list of tools and equipment required to complete the work described, potential problems that may occur along with mitigating actions, and any applicable checklists or supplemental instructions. High Risk Activity Mitigation – High risk activities and scopes of work are identified in advance on all projects. Mortenson team members who have previous experience in these particular scopes of work meet with the project team and assist the team with ensuring that the work is installed properly. The team is also provided with other forms of knowledge resources as needed to assist them. Integrated Work Plan Owner Site Walks We promise first time quality. You can count on that.. Concrete work Building what’s next. 8. QUALITY ASSURANCE/QUALITY CONTROL 24 Mockups – The plaza project will have unique paving and other architectural elements. The mockups will be built by the tradesmen that will be performing the work, especially foremen or lead men, so as to verify the tradesmen understand exactly what is required and the materials, means, and methods needed to meet the quality standards required. Quality Leadership Team (QLT) – The QLT is a diverse group of individuals from across Mortenson’s Denver Operating Group who meet regularly to discuss the current state as well as the future direction of the Quality Initiative. This group performs monthly audits of all projects to ensure the project teams are complying with the Project Management Best Practices Manual. These monthly audits allow the QLT members to maintain open communication and close contact with the project team members, allowing them to identify areas of need by individual projects as well as the Operating Group as a whole regarding Quality. This information is used to help guide the direction of the Quality Initiative. Construction is a people management business. The proper management of the people involved in the project, irrespective of who they work for, is the key to a successful project. It is Mortenson’s desire to develop and maintain a truly integrated, collaborative team atmosphere with the subcontractors, suppliers, Fort Collins and the entire design team. To achieve quality work, our experience has taught us to view quality as a proactive, preventative effort rather than a “policing” post- work control effort. This quality management effort begins during the subcontractor/supplier contract negotiations, continues through submittal procurement and review, and is at its highest level during the construction phase inspection, mock-up and pre-final inspection activities. Three-phase Inspection Process Powerful in its ability to leverage the expertise of the collective project team, Mortenson’s three-phase inspection process is an integral part of our formal Quality Control Plan that is a staple on all Mortenson projects, regardless of size. At its core, the preparatory meetings, initial inspections and follow-up inspections are based on early planning and ensuring work is put in place, as intended…the first time. 1. Preparatory Meeting - Mortenson will lead an in- depth review of the relevant submittals, contract documents, mockups, and integrated work plans ensure all expectations are fully communicated and understood. 2. Initial Inspection - Our inspection process requires that detailed inspections (using Quality Checklists created as a product of the Preparatory Meetings) are carried out immediately after new scopes of work begin. These inspections ensure the design intent is properly realized in the field. 3. Follow-up Inspection - As we work on a particular scope our team members will formally inspect the work Building what’s next. 8. QUALITY ASSURANCE/QUALITY CONTROL 25 Zero Punchlist - Zero punchlist is our goal. Prior to asking you to conduct your final inspections, we conduct our own “pre-punch” inspection to confirm all work will meet or exceed your expectations. As we have successfully accomplished on previous projects, our team understands the importance of finishing the project with zero punchlist. Regardless of how big or small the project, our approach and expectation of quality on every project is still the same. As we stated previously, adoption of new technology must make the process more efficient and result in tangible benefits to the project for the entire team. We have seen many technologies come and go but we have also proved that some technologies make a big impact. Below are some of those new technologies that we use on all of our projects to improve communications with your team, your user groups, the design team and our subcontractors. Bottom Line: Our processes save you money, time, and ensures that you are getting the best quality product on the first pass. We Simply Deliver Higher Value. Beyond the fact that Stapleton is the largest infill redevelopment in history, it is obvious that this project is massive by any measure. The difficulty in building a city lies not in the technical aspects of the work, but in the sheer number of external customers the construction manager answers to. Mortenson currently has 31 external customers including three ownership groups, two federal agencies, three state agencies, 14 city of Denver agencies, four neighborhood groups, and five operating businesses within the site. As residents move into Stapleton, new external customers such as H.O.A.’s, retail management firms, schools, and action communities are added monthly. Communication and responsiveness are the keys to survival amongst competing and conflicting interests. CASE STUDY // Stapleton Redevelopment Understanding Stakeholders “When we selected Mortenson as our Construction Manager in August of 2000 for Stapleton, our goal was to hire a firm that was flexible enough to meet our diverse needs in building a new city. Mortenson has a can do attitude and will tackle any task from managing designers to managing homebuilders. Charles Nicola, Sr. VP Forest City Stapleton, Inc. 1800 Larimer Rooftop Garden 9 PARTNERING EXPERIENCE PARTNERING EXPERIENCE Building what’s next. 9. PARTNERING EXPERIENCE 26 Integrated design phase management comes down to one very simple concept, sharing the vision. When the team shares a global vision for the project, no one entity is solely responsible for the outcome; all team members are accountable to the successful completion of the project. Mortenson’s approach to design phase management is based on a partnering philosophy that stems from our corporate values of Trust, Responsibility, Teamwork, Service, Stewardship, and Safety. Our approach emphasizes a push towards building trust, mastering intra-team conflict, commitment from all team members, accountability to all, and a focus on project centered results. We will do this through a combination of leadership, detailed planning, intense coordination, strong communication, and tremendous depth of knowledge in the construction of projects. Mortenson operates in a spirit of true “partnering” to achieve our customer’s goals, and will provide proactive design phase and construction leadership for the entire project team. The Mortenson team is proven and highly skilled. We will execute our partnering-based management philosophy into successful results that will meet and exceed the expectations of the City of Fort Collins for excellence in safety, quality, and schedule. To successfully maneuver through the conceptual planning and design phases of Old Town Square, Mortenson proposes using an integrated design management approach as follows. Kick Off In a post award kick off meetings, Mortenson will look to understand the City of Fort Collins’ needs for space, function, and feel while considering project constraints such as budget, time, site, and code requirements. Partnering Session for the Owner, Architect, and Contractor is a critical first step. The session allows us to gain a clear understanding of your goals early on: how you like to receive information, when you want reports, and what you want included. We will adapt our tools to meet your goals. Building what’s next. 9. PARTNERING EXPERIENCE 27 Partnering Following the kick off meeting, Mortenson recommends a partnering event where the collective team will create Project Specific Success Factors. The team will also identify major construction stumbling blocks; team concerns over budget, schedule, quality and safety issues; long lead material procurement concerns, and delivery strategies. Critical issues will be prioritized by probability, potential project impact, cost and assigned to the team member best equipped to attack the issue. In our 20+ years experience managing projects through the process, this collaborative management approach has proven to be highly effective in focusing the entire project team on achieving common goals, resulting in faster project delivery, higher quality, reduced costs and greater satisfaction. We have found no better way to create a structure that supports the maintenance of a shared project vision. Examples of Partnering in Action include Mortenson’s efforts at Woodward Lincoln Campus Phase 1 and Stapleton Redevelopment. Mortenson team members Tony Perdue and Joe Shinagle participated in formal and informal Partnering Sessions on both projects. These sessions played an important role in developing trust among members of the project team and breaking down barriers to effective team communication. Sessions at Woodward included key team members from Mortenson, our design partners, and key subcontractors. These sessions included specific discussions on how the team was communicating and targeted specific issues for resolution. It provided an open forum to openly communicate and address concerns. The informal sessions were held in conjunction with the formal sessions and provided team members the opportunity to get to know each other outside the context of the project, which further developed relationships that lead to the success of the project. The experiences at Stapleton were similar in who was included, however, the first formal session was facilitated by a third party and subsequent sessions were developed by the Project Core Team Members from Mortenson, the Design Team and the Owner Team. Due to the size and complexity of the project, these sessions were valuable in breaking down communication barriers and developing key relationships to allow team members access to the people they needed to be communicating with in real time. Woodward Lincoln Campus Project Charter • Integrated Project Delivery to Provide On Time, On Budget with Great Quality and Zero Injuries • Seamless Transition for Woodward and Their Customers • Transparent, Collaborative Team Committed to Timely Decision Making and Having Fun • Apply Lean Principles to Design and Construction Process Building what’s next. 9. PARTNERING EXPERIENCE 28 Partnering Success Factors Key Staff Cost St. Joseph Heritage Enabling Project • Met the mission/vision of SCLHS • Strong team communication • Pro-active relationship with City/ Neighborhood • Effective planning and execution of the project operations and administration phase through timely and systematic communication processes • No disruption Dale Heter $20.9M 1800 Larimer Rooftop • Effective Communication of Management • Met Team Owner: Scope, Budget, and Expectations • Close interaction and collaboration between the design team and owner • Maintenance of staging area on Plaza • No disruption Dale Heter $665K Byron Rogers • Sustainable design & construction • Collaboration interaction with design team on Design-build • Coordination with neighboring stakeholders to ensure no disruptions Dale Heter $4.5M Fort Carson: • Warrior in Transition Barracks • Wilderness IBCT Brigade Battalion Headquarters • Pride in the work amongst team members/Vision/Ownership • Under Budget • Timely Closeout • Subcontractor Relations • Sustainable design, construction and business practices to achieve LEED Gold & Platinum respectively Dale Heter WT Barracks $28M BBHQ $32M Partner Experience Mortenson understands that our success on a project is largely predicated on our commitment and ability to form successful partnerships. Being the case, Mortenson believes that partnership is far more than a binding document. We believe that it is a collaborative process where the sum of collective effort is harvested to meet the shared goals for the 10SAFETY RECORD SAFETY RECORD Building what’s next. 10. SAFETY RECORD 29 Mortenson 0.60 Industry Average 1.0 2013 Experience Modification Rate (EMR) 40% Mortenson’s EMR is 40% better than the industry average. Workers will stretch daily during the Old Town Square Renovation 2013 2012 2011 RIR .94 1.77 1.68 EMR .60 .58 .64 COMMITMENT TO SAFETY Mortenson prides itself in being an industry leader in safety. The results of our strategic focus on safety continue to yield world-class results. As a team, Mortenson’s Experience Modification Rate (EMR) and Recordable Incident Rate (RIR) are well below the industry average. Our obligation: Send each and every worker home safely to their family at the end of the day. Safety Philosophy Mortenson’s Zero Injury Program is the backbone of our safety philosophy. Our approach is based on the expectation that we can and will eliminate all hazardous conditions, near misses, and injuries from occurring on our work sites through the implementation of behavior obligations of all team members (craftsworkers, trade partners, and management). We are accomplishing this through an emphasis on: • placing safety and quality above productivity • placing planning and re-planning in front of action and reaction • placing hazard recognition and correction ahead of complacency and habit OSHA Torgeson Electric, a subcontractor, accepted an “Other Than Serious” citation for an impalement danger violation, and paid a $4500 fine while working at Fort Carson. Mortenson has not had any OSHA citations in the last 5 years. 11TRADE SUBCONTRACTOR TRADE SUBCONTRACTOR Building what’s next. 11. TRADE SUBCONTRACTOR 30 Self-Perform Work Our self-performed capability enhances our ability to control the pace of the project and deliver the highest possible quality. Mortenson’s craftspeople are known for their adaptability, exceptionally high quality of workmanship, and attention to detail. Today, Mortenson employs one of the largest skilled workforces of any local contractor, currently over 430 workers on the Front Range, giving us the ability to support any project we are working on as needed. Part of our commitment to exceeding customer expectations on a project is meeting the agreed upon project deadlines. As such, a majority of our projects have critical and comparatively aggressive schedules. Most of these projects require some aspect of phasing, especially when it comes to project sitework. The strong performance of our subcontracting teams on past projects with tight timelines allows us to feel confident that we can successfully complete the Old Town Square Renovation within the timeframe set forth. Below is a list of our trade partners who have performed at a high level on projects with demanding schedules: *Thoutt Concrete: • NREL, • Arapahoe County, • RMLEI, Stapleton, • Commerce City Justice Center *Colorado Hardscapes: • Center Plaza of the Metropolitan University Hotel and Learning Center • 1800 Larimer • JW Marriot and Cherry Creek Buildings Plaza Construction Incorporated • Byron Rodgers (Major Plaza Reconstruction in very tight timeframe) *Concrete Frames Associates (CFA) • CU Boulder • Saint Joseph Hospital *Stresscon • Ft. Carson – over twenty precast concrete building structures *Berg Electric • Charles Schwab, • Byron Rogers *10 year plus working relationship We will involve key subcontractors early in the preconstruction process to assist the team in developing the best plan to minimize disruptions and ensure the work is completed in a safe, high quality manner. 20,000 square feet of horizontal shore forming in a week Industry leader in Design and Engineering Building what’s next. 11. TRADE SUBCONTRACTOR 31 2014 Star Awards Proactive Subcontractor Management Mortenson takes pride in the strength of our relationship with our subcontractors. Furthermore, we celebrate their continued success and work with them to achieve new heights. Mortenson has implemented the Star Awards Program where we reward our subcontracting partners for the many things that they do right. Award categories include Safety, Quality, Teamwork, Innovation, Small Business Partner, Quiet Competence Award In addition to the Star Awards, we provide an annual platform where subcontractors evaluate their experience working with Mortenson. A rare undertaking for large general contractors, we believe this unique evaluation process helps us become a better partner and manager to our subcontractors from one project to the next. 12FINANCIAL STATEMENT FINANCIAL STATEMENT Building what’s next. 12. FINANCIAL STATEMENT 31 Financial Statement Mortenson’s financial statement has been mailed for delivery directly to Todd Dangerfield in a confidential envelope. 13BONDING COMPANY REFERENCES BONDING COMPANY REFERENCES Building what’s next. 13. BONDING COMPANY REFERENCE 32 Bonding Capacity Mortenson has co-surety relationships with Federal Insurance Company and Travelers Casualty & Surety Company of America. Federal, our lead surety, has an A.M. Best rating of A++, Category XV, and has provided bonds for Mortenson since 1977. Travelers has an A.M. Best rating of A+, Category XlV. Our surety broker is Willis of Minnesota, Inc. Currently, Mortenson’s sureties have established a single- project bonding capacity of $800 million without additional review, and aggregate bonding capacity of $3.0 billion. Mortenson currently has available capacity to undertake additional bonded work totaling $1.7 billion. Reference the attached letter dated November 25, 2014 for further information. Mortenson has never failed to complete a contract. Mortenson’s sureties have never been called upon to complete a contract, and have never taken over performance of a contract for Mortenson. Mortenson has never failed to defend and discharge any claim made against a payment bond issued by our sureties Name of Bonding Company: Federal Insurance Company A.M. Best Rating: A++, Category XV State of Incorporation: Indiana State of Incorporation: Connecticut 15 Mountain View Road Warren, New Jersey, 07059 Rick A. Ciullo - Chief Operating Office, Chubb Surety 908-903-2000 908-903-3656 Fax Travelers Casualty and Surety Co. of America A.M. Best Rating: A+, Category XV State of Incorporation: Connecticut One Tower Square, 2SHS Hartford, Connecticut 06183 Thomas M. Kunkel - Executive Vice President & CEO of Bond FPS 860-954-0149 860-277-6888 Fax Building what’s next. 13. BONDING COMPANY REFERENCE 33 Building what’s next. 13. BONDING COMPANY REFERENCE 34 14INSURANCE COMPANY INSURANCE COMPANY Building what’s next. 14. INSURANCE COMPANY 34 Can coverage be extended for work on this project? Yes Can coverage be increased? Yes Can City be listed as an additional insured? Only on the general liability and auto liability policies. We cannot list the city as an additional insured on the workers compensation policy. Current claims that will affect coverage limits? No. Insurance Certificate Please see the attached certificate on the following pages. Name and address of firm’s insurance agent: Willis of Minnesota, Inc. 1600 Tower 1600 Utica Avenue South, Suite 600 Minneapolis, Minnesota 55416 Mr. Brian Carpenter - Senior Vice President 763-302-7162 763-302-7200 Fax 15CONSTRUCTION AGREEMENT CONSTRUCTION AGREEMENT Building what’s next. 15. CONSTRUCTION AGREEMENT 34 Mortenson is prepared to sign the City of Fort Collins’ vertical construction contract with no exceptions. 16 CM/GC FEES CM/GC FEES Building what’s next. 16. CM/GC FEES 35 Mortenson will prepare its detailed estimate of the project with in-house estimating staff, in support of Joe Shinagle. The estimate will include detailed take-off of the materials and application of production labor, general conditions labor, and field support labor (such as for pedestrian control). When the estimate is con- verted to the GMP, the contingency will be outside of the GMP. All allowances will be described in detail for reconciliation during the construction. We have extensive knowledge of labor costs for the various trades, and can estimate the cost of the work based on self- performed or subcontracted scopes. Our proposed rates for the project: Project Rates General Contractor Overhead: 8.0% Subcontractor: 15.0% - 25.% Permanent Materials: 5.0. Equipment: GC Fees Apply Labor: 40.0% Basic wages for Labor include: Carpenter $18-$22 Laborer $14-$19 Foreman $26-$30 Equipment Operator $22-$26 Concrete Mason $18-$24 Brick Mason $18-$28 Mortenson Construction 1621 18th Street Suite 400 Denver, CO www.mortenson.com project. On each Mortenson project where partnership is implemented, a "facilitated partnering session" takes place. During this session, stakeholders are able to identify any hurdles that may arise on the project, as well as possible solutions to the hurdles. The outcome of the facilitated session is the creation of Partnering Success Factors. Partnering Success Factors is a list of agreed upon objectives that serve as a constant point of reference for the high-level tasks needed to make a project successful. Below is a list of projects where partnering was implemented and the variation of the Partnering Success Factors that accompanied. • Highest Possible Woodward Satisfaction with Design and Construction Teams • High Performing, Flexible Facility Using LEED Principles • Integrated, Cost Effective, Best Value Solution Driven Process • Respectful of Community and Our Environmental Stewardship Stapleton Redevelopment Charlie Nicola Sr. Vice President, Construction Forrest City (303) 382-1800 Woodward Lincoln Campus Phase 1 Jennifer Ray Program Manager Woodward (729) 482-5811 to ensure that all of the work meets the quality expectations established during the planning phase. Old Town Square Fountain Old Town Square Fountain Underground Power Distribution - Pond Storm Sewer - Pond North Forebay Build Out - Pond Concrete Edger - Pond South Forebay Build Out - Pond FRP Concrete Sidewalk - Pond Fine Grade for Landscaping - Pond Irrigation System - Pond Concrete Seat Wall - Pond FRP Light Bases - Pond Crusher Fines Paving - Pond Stand Light Poles - Pond Pull Wire/Terminate Site Lights - Pond Site Benches - Pond Site Signage - Pond Picnic Tables - Pond Plantings - Pond Seeding - Pond Lay Sod - Pond Mass Excavation - Linear Park West Rough Grade - Linear Park West Underground Power Distribution - Linear Park West Concrete Edger - Linear Park West FRP Concrete Sidewalk - Linear Park West Fine Grade for Landscaping - Linear Park West Concrete Seat Wall - Linear Park West FRP Light Bases - Linear Park West Crusher Fines Paving - Linear Park West Stand Light Poles - Linear Park West Irrigation System - Linear Park West Pull Wire/Terminate Site Lights - Linear Park West FRP Picnic Tables - Linear Park West FRP Tennis Table - Linear Park West Plantings - Linear Park West Site Signage - Linear Park West Project Summary Construction Critical Work Actual Work Milestone Critical Milestones Stapleton Filing #P-8 Trunk Open Space Project ID: POND8-2 Layout: Area TASK filter: All Activities Start Date 05-Nov-12 Finish Date 30-Aug-13 Data Date 05-Nov-12 Sample Schedule Finish Erection of ES Steel Finish Erection of ETS Steel Complete overhead MEP Rough-Ins ITS Complete overhead MEP Rough-Ins ES Complete overhead MEP Rough-Ins ETS Phase #2 Design/ Permitting Construction of Office (HQ) Option A construction and Sitework complete 2.3.15 Option B construction and Sitework complete 2.3.16 2014 2015 2016 SONDJFMAMJJASONDJFMAMJJASONDJFMAMJJA Interior finishes complete Phase #1 Finish MEP Rough-In/Process Finish erection Piping Phase #1 of Steel Phase #1 Finish Caissons Phase #1 rading and uilding ad Prep. Finish underslab MEP Complete Install of Site Utilities Start Phase #1 Building Construction ete ck #2 /MEP) Start erection of Steel Phase #1 FinishComplete Erection of Phase #4 Steel Phase #4 Start Phase #4 Construction Start Phase #3 Construction Start Erection of Steel Phase #2 Phase #2 Building Construction Starts Finish MEP Rough-In/Process Piping Phase #3 Finish MEP Rough-In/Process Piping Phase #2 FinishComplete Erection of PhaseComplete #2 Phase #3 Steel Phase #4 Finish Erection of Steel Phase #2 Option B Option A Finish MEP Rough-In/Process Piping Phase #4 Phase #4 Site Work Phase #3 Site Work Phase #2 Site Work Phase #4 Phase #1 Site Work Phase #3 Phase #2 Phase #1 7. Emphasizes optimal team productivity rather than individual contractor self interest 8. Generates opportunities to reinvest schedule reduction savings into additional scope items, or higher quality materials and equipment. Results Implementation of the above processes produces the following key results: • Efficiency and optimization of both schedule and cost • Well informed stakeholders regarding schedule plan and status • Confidence in risk reduction • The highest level of schedule certainty possible On multiple recent projects, we have achieved early completions of 2-5 months when our team led the planning efforts utilizing these processes. with a plan view of the plaza, shaded to show the various phases with milestone dates boldly stated for each phase. This is the best format to clearly communicate the schedule to the City, the neighboring business, the public at large, and our trade subcontractors. Within each phase, a construction schedule in traditional bar chart and tabular format is appropriate. Builders Risk Insurance By Owner By Owner By Owner Performance & Payment Bond Not Included Not Included Not Included Liability Insurances 1.07% $ 151,514 1.07% $ 13,877 $ 165,391 Subtotal $ 14,309,030 $ 1,310,549 $ 15,619,580 Contractor's Fee 2.75% $ 393,498 2.75% $ 36,040 $ 429,538 Total Construction Cost $ 14,702,529 $ 1,346,589 $ 16,049,118 Cost per Gross Building Sq. Ft. $ 293.90 $ / GSF $ 161.46 $ / GSF $ 274.98 Gross Building Square Footage 50,025 8,340 58,365 Building System Components New Additions Renovation Work Phase 1 G:\Business Development\Pursuits\Proposals\2013 Proposals\UCCS Rec Center Expansion\RFP\other OG RFPs\Penn State Intramural Building Addition and Renovation\4 - Interview\Cost Model EstimatePhase 1 Printed on: 5/9/2013 Sample of a Pre-Construction Cost Estimate Target Value Budget Site Demolition Earthwork Hardscape Paving Systems Stage Construction Did we maximize the scope and program given the budget we had available? DPM Brett Sisco CE/Market Leader DIA STRP Airport Cities Anthony Marziano Business Development Paul Giovannetti CE/Market Leader MDI/Healthcare UCHS/Iliff Garage Anthony Marziano Business Development TBD DPM TBD Market Leader Healthcare TBD Business Development Jeff Lindsay DPM Gene Hodge Market Leader Sports Anthony Marziano Business Development Grant Johns Market Leader Infrastructure TBD Business Development Joe Shinagle DPM Ben Geiger Mortenson Development Mark Gray Senior PM CSU Stadium Jeff Lindsay DPM Kerry O’Connell CE Stapleton MDI TBD CE Sterling Ranch TBD DPM BD Team TBD BD Executive Estimating Team Frank Kosmach Chief Estimator Bill Gregor Director of Operations Training TSO Bill Peterman Recruiting Marketing Team Nancy Kristof Sr. Marketing Manager Jopy Willis Field Operations Manager Lean/Prefab ICC Team Chris Boal Sr. ICC Manager Career Development Saint Joseph Hospital Project Planning/Setup Cathy Scarince Quality Manager G:\marketing\operations\org charts\Den Org chart.indd Joe Plaskett CE [Higher Ed] CU System TBD Business Development TBD DPM Denver Operating Group Market Sector Leader & Member of Leadership Team Core Team Member Accounting Team Tony Cole Accounting Planning/Scheduling Team Dean Towl Planning & Scheduling Safety Team Jim Walter Safety TBD Market Leader Water/Wastewater TBD Business Development Embrey Bronstad DPM Leadership Team Organizational Chart Location of Office Management: All of our staff are located in Colorado and the key team members will be on site. Mortenson also has additional resources a few miles away at the Woodward project and our Denver office is available as needed. Many of our Team members have grown up, went to school, and/or currently live in Fort Collins. partner with the City of Fort Collins to deliver an Exceptional Customer Experience and an enhanced Old Town Square that further unites the local community. We understand the complexities associated with this project and have assembled an experienced team to ensure its success. Our innovative thinking, ability to maximize your budget, and leadership in construction technology will allow us to deliver the City of Fort Collins with the greatest value possible. Our core team of Tony Purdue (Senior Project Manager), Joe Shinagle (Preconstruction Manager), Justin Feigitsch (Project Engineer), and Dan Hanavan (Superintendent), have over 40 years combined experience constructing some of Colorado’s most notable civil and hardscape projects. All of the core team worked together on the Stapleton Redevelopment, which included a number of outdoor public use spaces situated in high traffic areas. Equipped with an extensive knowledge base and years of synergetic working relationships, this team would be a valuable addition to the Old Town Square Renovation. In addition to its relevant civil and hardscape construction experience, this team has engaged in partnering sessions on every project they have participated in. They have a deep understanding of the value that collaborative management derives. Moreover, our team is focused on achieving the common goals set forth by project stakeholders, which will result in faster project delivery, a higher quality product, reduced costs, and greater overall satisfaction. Mortenson is fully committed to delivering a project that will surpass the expectations of Fort Collins. We look forward to the next step in the selection process and renovating one of Northern Colorado’s most prized landmarks. Thank you for considering us for this very exciting project. Sincerely, Dale Heter Vice President Operations M. A. Mortenson Company 1621 18th Street, Suite 400 Denver, Colorado 80202 main 303.295.2511 fax 303.297.8055 www.mortenson.com