hallettsville isd · references: i. galena park isd / dr. richard gates,director of new facilities...
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HALLETTSVILLE ISD
3.1 Criteria 1: Respondent’s Statement of qualifications and
availability to undertake the project p. 2
3.2 Criteria 2: Respondent’s ability to provide architectural
services p.7
3.3 Criteria 3: Qualifications of the architectural firm p. 8
3.4 Criteria 4: Respondent’s past performance on similar projects
p. 14
3.5 Criteria 5: Respondent’s ability to establish budgets and
control costs p. 34
3.6 Criteria 6: Respondent’s ability to meet schedules p. 37
3.7 Criteria 7: Respondent’s knowledge of current construction
methodologies, technologies, and best practices p. 47
3.8 Criteria 8: Respondent’s ability to identify and resolve
problems p. 49
3.9 Criteria 9: Execution of Offer p. 53
1
CORGAN FIRM PROFILE
Founded in 1938, Corgan is nationally
ranked among the top Architectural
Design Firms. Corgan has a staff of
over 300 providing master planning,
architecture, interior design, and space
planning services for new and existing
buildings.
The success of Corgan’s client
service philosophy is evidenced by
an industry high of 90% repeat client
ratio. Some client relationships have
spanned over 55 years. The firm has
received numerous awards for design
and technical excellence from both
the architectural and construction
industries. In fact, Corgan was
named Firm of the Year in 2007 by the
American Institute of Architects (AIA)
Dallas.
Corgan Schools is a team of architects
and interior designers who specialize
in the design of K-12 facilities. This
group has been designing schools
since 1953 and has developed a
unique perspective on how changes in
educational philosophy impact school
design.
Corgan’s project delivery system is
based on a studio approach. The same
group of professionals who perform
initial programming see the project,
step by step, through to completion.
Each studio is led by a principal who
is responsible for managing the work
and reporting directly to the client. The
studios are supported by the resources
of the entire firm, including a highly
sophisticated media lab for digital
imaging. Corgan is committed to
understanding each client’s goals and
expectations, providing excellent value
and individualized design solutions.
2
3.1 CRITERIA ONE: RESPONDENT’S STATEMENT OF QUALIFICATIONS AND AVAILABILITY TO UNDERTAKE THE PROJECT
3.1.1. Provide a statement of interest for the project including a narrative describing the
respondent’s unique qualifications as they pertain to this particular project.
Corgan is extremely interested in working with Hallettsville ISD on your potential
renovation and additions projects. We are ready to fully commit the resources of
our firm to your district and this project to enhance the educational environment of
the students in Hallettsville ISD.
In our over 50 years of educational facility design, planing and community
collaboration experience we have completed hundreds of addition and renovation
projects. Many were multi phased projects on campuses which remained opened
during construction. We have the proven team and experience to assist Hallettsville
ISD in the completion of the planning, estimating, designing and documentation of
this exciting project.
Our firm and particularly the team we have proposed is very skilled in the “art” of
renovation design and coordination of educational projects. Key to the success
of these projects will be our teams experience in crafting a cost effective design
solution which meets your educational needs. Our experience will help lead you
through this process. In addition, our knowledge of the local area,(a key member
of our team has many family members in Hallettsville and Schulenburg) is critical.
Knowing the environment is key in helping you build the community consensus and
support required for the scope of the project planned.
Some of our unique qualifications are:
1. Process focused and experience: We have developed a proven in-house process
for community collaboration and involvement which provides an excellent frame
work for a successful addition and renovation construction program. Our recent
experience has proven that our assistance will greatly improve the results of
a construction program through our leadership, community support focus and
dedication to service to your community.
2. Dedicated client focused staff: The team you begin the project with will be the
same team who designs and works with you through the construction process.
Continuity of staff is critical in renovation projects to ensure all concepts, issues and
existing field conditions are included in the construction and phasing documents.
3. Community Consensus Building Experience - In our many years of designing
numerous types of schools our proven process has allowed us to collaborate with
various groups to reach a common goals, the students. We work together to
provide an efficient and cost effective design solution that meets the needs of your
students and community and budget.
3
4. Construction Team Partner: Our team works hard every day on every project to
become a partner with the construction team. We are particularly experienced with,
and prefer, the Construction Manager Delivery method. This method allows us to
partner early on in the design process with a construction firm that is focused on
our same goals. We know that working together benefits the district as well as
our team; providing a seamless completion of a project no matter the schedule or
scope.
5. Maintenance and Renovation Projects: We have over 55 years of completed
educational facility maintenance and renovation projects. It is our favorite kind
of project because we enjoy working through the complex problems of phasing
existing facilities and finding the cost effective solutions to the problems which
minimally effect the educational environment of the schools we work on. We
focus on the student, the educational environment and how our work and solution
can enhance the students’ experiences during and after construction has been
completed. This knowledge is a skill we have honed over many years and multiple
project experiences.
6. Technology: Our technology team members will be involved in the project from
the beginning to integrate technology into the educational spaces as well as the
entire facility. Delivery of the curriculum is critical to the success of the students;
access to the information is critical to the learning process. We start our designs
based upon this premise.
7. Maintenance Department Collaboration: Corgan works hard every day on every
project to ensure that the needs and requirements of the maintenance department
are incorporated and coordinated. We know this integration is critical to the long
term use and maintainability of the schools. Our team works diligently on the
“front end” with your staff so the long term maintenance needs are addressed and
implemented. The training for building systems and automation will be timely, clear,
and thorough.
8. Cost Control: We have a proven system of cost control and verification. Our
system requires that cost estimates are produced at every development level of
the project and that estimate is then verified against the bond budget and the bond
program. This assures that your projects are always on budget and the final bid
costs are within this budget. We want to make sure that every tax dollar spent on
your project is put to the best and most efficient use.
4
3.1.2 Provide a statement on the availability and commitment of the respondent, its
principals and assigned professionals to undertake the project.
Corgan is fully committed to Hallettsville ISD and your community for this project.
We have visited the site and reviewed the conditions on the site three times over the
last three weeks with our consulting engineers as well as our key team leaders. We
do this to fully understand the project scope and conditions so we can appropriately
assign skilled staff in the areas of expertise required for the potential projects.
The team proposed for Hallettsville ISD is led by principal Steve Hulsey who will
be committed fully to the district for the community planning, phasing, design and
project documentation. Our proposed project manager John Haskew will be 100%
committed to Hallettsville ISD for the entire duration of the project. Our other staff
proposed for this project are currently finishing up assignments and will be fully
committed to the school district and the success of this project.
Of our proposed team, John and Steve are available as soon as the district would
like to begin the project work. All other staff will be added as the scope of the
work is required but will be available 100%, if needed after June 15, 2009. Our
team is focused and has a work plan in place and staff to support that plan that can
immediately begin work for the district to meet any goal.
Our commitment to the district is best described by our references and
experiences. Corgan projects provide the attention to the design of educational
facilities at all scales, so the project reads as a cohesive design with clear focal
points integrated into the design. We feel users and visitors notice the difference of
our design solutions and our attention to detail no matter what the project scale or
budget.
We have a long list of current and previous clients as well as over 55 years of school
district experience. Our service to our clients is the founding focus of our firm
and we prove that point to our clients every day with our exceptional service and
attention to your needs and the needs of the project.
5
References:
i. Galena Park ISD / Dr. Richard Gates,Director of New Facilities and Planning*
ii. PO Box 565, Galena Park, Texas 77547
iii. 832.386.1000
iiii.rgates@galenaparkisd.com
i. New Caney ISD / Mr. Chuck McClary, Director of Facilities and Operations*
ii. 21580 Loop 494, New Caney Texas 77357
iii. 281.577.8600
iiii. cmcclary@newcaneyisd.org
i. Tyler ISD / Dr. Randy Reid, Superintendent of Schools
ii. 1319 New Sunnybrook, Tyler Texas 75701
iii. 903.262.1000
iiii. randy.reid@tylerisd.org
i. Fort Bend ISD / Dr. Lee Petros Executive Director of Construction *
ii. 16431 Lexington Blvd, Sugarland Texas 77479
iii. 281.634.1000
iiii. lee.petros@fortbend.k12.tx.us
i. Red Oak ISD / Mr. Scott Niven, Superintendent of School
ii. PO Box. 9000, 156 Louise Ritter Blvd, Red Oak, Texas 75154
iii. 972.617.2941
iiii. sniven@redoakisd.org
i. Grand Prairie ISD / Dr. Susan Simpson - Superintendent of Schools -
ii. 2602 Belt Line Road, Brand Prairie, Texas 75052
iii. 972.237.5300
iiii. susan.simpson@gpisd.org
i. Garland ISD / Mr. Jess Hudson - Executive Director of Facilities
ii. PO Box 469026, Garland Texas 75046
iii. 972.494.8780
jiii hudson@garlandisd.net
i. Denton ISD / Dr. Ray Brasswell, Superintendent of Schools
ii. PO Box 2387, 1307 North Locust, Denton, Texas 76202
iii. 940.369.0001
iiii. rbraswell@dentonisd.org
i. Denison ISD / Dr. Henry Scott, Superintendent of Schools
ii. 1202 South Rusk Avenue, Denison Texas 75020
iii. 903.462.7000
iiii.whscott@denisonisd.net
* References for John Haskew for work performed with a previous employer
6
3.2. CRITERIA TWO: RESPONDENT’S ABILITY TO PROVIDE ARCHITECTURAL SERVICES 3.2.1 Provide the following information on your firm for the past five (5) years:
VOLUME
Annual number, dollar value and percent change of contracts in Texas per year:
N/A
Annual number, dollar value and percent change of contracts nationally per
year: N/A
REVENUES
Annual revenue totals and percent change per year
Firmwide:
2008 $106,185,309 28.9%
2007 $75,424,228 25.6%
2006 $56,107,476 11.3%
2005 $62,427,457 14.8%
2004 $53,161,528 7.7%
BONDING
Total bonding capacity / Available bonding capacity and current backlog
This is a requirement of a contractor, as architects we carry no bonds or bonding
capacity on our projects.
3.2.2 Identify whether your firm is currently for sale or involved in any transaction
to expand or to become acquired by another business entity. If so, please explain the
contemplated impact both in organization and company direction.
No, Corgan Associates, Inc. is not for sale, involved in any transaction to expand, or
become acquired by another business entity.
3.2.3 Provide details of any past or pending litigation, or claims filed, against your
firm.
We are proud of our record, with the firm’s professional liability insurance carrier, XL
Insurance, not having to make any claim payment against our errors and omissions
policy principal amount at any time in the past ten years. This is regarded by our
insurer and by any industry standard as an exceptional record of performance.
Currently, there is no legal action against the firm in the form of lawsuits against
Corgan related to our educational facility design.
3.2.4 Does any relationship exist between your firm and any employee or officer of
the Owner? If so, please explain.
No.
7
3.3 CRITERIA THREE: QUALIFICATIONS OF THE ARCHITECTURAL FIRM 3.3.1 Describe your management philosophy for working with the CMAR.
Our team has completed over 30 construction manager at risk educational projects
in the past five years, including two current projects; an $86 Million high school and
a $68 Million high school. We are very familiar with this method of construction
procurement.
In all cases, we work as a team with our construction partners for the benefit of the
school district. Our philosophy is of teamwork and cooperation. We work together
for the benefit of the district to complete the project on time and on budget.
Our experience has taught us:
• Working with the construction team creates a better project for the district, in
terms of initial quality and long term maintenance
• Our staff and the construction staff resolve issues together which makes the
project move faster
• Cost related issues become smaller and issues are less complex in a cooperative
environment. We work together for your benefit.
• School districts have a better experience in a collegial environment. We have
proven this on many projects of many different scales and scopes.
• In complex renovation projects with multiple phases, we work with the CM@R to
design a solution based upon educational needs which is logical, cost effective and
in most projects moves staff only one time.
• Working with the CM@R “open records” scenario gives the owner the benefit of
seeing that every dollar is spent wisely and effectively.
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3.3.2 Describe, in graphic and written form, the proposed Project assignments and lines of authority and communications for each team
member
Our project delivery method assures one point of contact to the owner and the construction team to ensure information is
communicated cleanly, efficiently and effectively.
9
Corgan Schools personnel only work on K-12 educational projects. This studio was
created to focus on the complex issues of educational clients and their facilities.
This specialized studio atmosphere allows us to provide exceptional service to our
clients, focusing on the needs of the student. In our studio, added emphasis is
given to the programming phase of a project. This allows us to understand how
to best serve the school, the educators, the students, and the public as well as
how to effectively utilize all tax dollars to the student’s benefit. Additionally, open
communication with the contractor is important to verify if the project is being
implemented as documented to assure accurate project completion.
Out team approach for Hallettsville ISD consists of the following team members. Other
team members will be added as the project needs, schedules become more defined
and as particular specialists are needed during the development of the project.
Principal/Programming
Steve Hulsey, AIA is a principal of Corgan’s K-12 education division. He has over 20
years of experience specializing in educational facilities. Steve will be involved in
the project from start to finish and is ultimately responsible for the project. As the
team principal, he will be involved in the programming, master planning process,
and presentations for the project design in conjunction with the project manager
and project architect. Steve will make certain the project is held to high standards
in design, cost efficiency, and durability. He will oversee the team’s performance
making efficient use of the taxpayer’s funds during the design and construction
process.
Steve’s main responsibilities include:
• Keeping all stakeholders informed and maintaining overall consensus.
• Seeing that project goals and guidelines are conveyed to the project design team.
• Monitoring the overall project budget and schedule.
• As programmer with the stakeholders, plan and establish the project goals and
requirements that will guide the remaining project phases.
Project Manager
John Haskew, AIA will be the Project Manager, dedicated to Hallettsville ISD for the
life of the project. He has many years of educational facility design expertise and
will be heavily involved in all planning and programming meetings. John’s 30+ years
of experience in the architectural profession, both as a school architect and as the
owner in his former role as Director of Design & Construction for Fort Bend ISD,
give him the unique perspective of the needs and requirements of Hallettsville ISD.
John’s main responsibilities will include:
• Being the day-to-day contact with HISD
• Incorporating all project goals and guidelines into the design documents.
• Corresponding and coordinating with city officials and project consultants.
• Coordinating design documents.
10
• Coordinating the bid phase process and assisting HISD with bid evaluations.
• Closing out the project through the last warranty items.
Project Architect
Susan Smith, AIA will be the Corgan Project Architect for the Hallettsville ISD effort.
She has over 15 years of educational facility experience and will be responsible
for the technical development and production of drawings and specifications.
Additionally, her involvement during the design process will aid with the proper
coordination and design intent being expressed correctly in the documents. Her
duties will include:
• Assembling the construction drawings and specifications, inputting the technical
aspects to put a building together.
• Review of documents for compliance of building code standards.
• Coordinating consultant documentation for a complete integrated package.
Architecture Staff
Ryan Connell has over five years of educational facility design. Ryan’s most recent
projects have included the three year multi-phased renovation of RL Turner High
School and the renovation and rebuild of Janie Stark Elementary. Ryan will lead our
documentation team and consultant coordination processes.
Contract Administrator
This person from our construction department will be assigned once the project
selection/schedule is determined. The contract administrator will be in the field to
observe the progress of the work, monitoring the various crafts as they relate to the
construction documents, as well as in the office processing submittals and requests
for information. Although Corgan has staff that is devoted to the construction phase
of the work, they are assisted by the Project Manager and Project Architect to verify
that the design intent for the facility is always upheld to meet the client’s specific
needs.
3.3.3 Identify the proposed team members (including consultants) who worked on the
Projects listed in section 3.4 of this RFQ, and describe their responsibility in those projects
compared to this project.
Galena Park ISD
Galena Park High School Additions & Renovations
John Haskew – Architect/Project Manager
DBR Engineering Consultants – Mechanical, Electrical Plumbing Engineer
PSS Partnership, Inc. – Structural Engineer
Brooks & Sparks Engineers – Civil Engineer
Millunzi & Associates, Inc. – Food Service Consultant
Mary L. Goldsby Associates – Landscape Architect
11
Galena Park ISD
District Athletic Complex
John Haskew – Architect/Project Manager
DBR Engineering Consultants – Mechanical, Electrical Plumbing Engineer
Brooks & Sparks Engineers – Civil Engineer
Millunzi & Associates, Inc. – Food Service Consultant
Mary L. Goldsby Associates – Landscape Architect
Houston ISD
Park Place Elementary School
John Haskew – Architect/Project Manager
Millunzi & Associates, Inc. – Food Service Consultant
Mary L. Goldsby Associates – Landscape Architect
The Briarwood School
John Haskew - Architect/Project Manger
PSS Partnership, Inc. - Structural Engineer
DBR Engineering Consultants - MEP Engineer
3.3.4 Identify any consultants that are included as part of the proposed team and
their role-related experience for this project. List projects for which the consultants had
worked with the respondent.
Below is a listing of the consulting firms that we propose to use for Hallettsville
ISD projects. They all bring a wealth of K-12 experience, providing their particular
expertise for any design solution that responds to the needs of your district.
Mechanical, Electrical, Plumbing Engineer
DBR Engineering Consultants
Partial listing of project experience with Corgan team members:
Galena Park ISD
Galena Park High School Additions & Renovations
District Athletic Complex (10,000 seat Stadium and Natatorium)
Alvin ISD
Don Jeter Elementary School
Elementary & Junior High Additions
The Briarwood School
Additions & Renovations
Houston ISD
Park Place Elementary School
Briargrove Elementary School
Structural Engineer
PSS Partnership, Inc.
Partial listing of project experience with Corgan team members:
12
New Caney ISD
Bens Branch Elementary School
Valley Ranch Elementary School
Sorters Mill Elementary School
White Oak Middle School
Ninth Grade Center
New Caney High School Renovations
Administration Building Additions & Renovations
District Stadium Improvements
Houston ISD
Briargrove Elementary School
Galena Park ISD
Galena Park High School Additions & Renovations
Civil Engineer
Brooks & Sparks, Inc.
Partial listing of project experience with Corgan team members:
New Caney ISD
Bens Branch Elementary School
White Oak Middle School
Alvin ISD
Don Jeter Elementary School
Galena Park ISD
Galena Park High School Additions & Renovations
District Athletic Complex (10,000 seat Stadium and Natatorium)
Food Service
Millunzi & Associates, Inc.
Partial listing of project experience with Corgan team members:
Galena Park ISD
Galena Park High School Additions & Renovations
District Athletic Complex (10,000 seat Stadium and Natatorium)
Cypress-Fairbanks ISD
Shirley Kirk Elementary School
Houston ISD
Park Place Elementary School
Landscape Architect
Mary L. Goldsby Associates
Partial listing of project experience with Corgan team members:
Galena Park ISD
Galena Park High School Additions & Renovations
District Athletic Complex (10,000 seat Stadium and Natatorium)
Houston ISD
Park Place Elementary School
13
3.4 CRITERIA FOUR: RESPONDENT’S PAST PERFORMANCE ON SIMILAR PROJECTS
3.4.1 Identify and describe the proposed Team’s past experience for providing services
that are MOST RELATED TO THIS PROJECT within the last five years. List the projects in order
of priority, with the most relevant project listed first. Provide the following information for
each project listed:
Refer to following for a partial list of our completed projects.
14
GALENA PARK HIGH SCHOOL
Name: Galena Park High School
Location: Galena Park ISD, 1000 Keene
St. Galena Park, Texas 77547
Contract Delivery Method: CSP
Description: Additions and major
renovation to 1940 high school and
district stadium
Final Construction Cost: $13,000,000
Final Project Size in gross square feet:
200,000 GSF
Type of Construction: Addition and
renovation
Actual notice to proceed for pre-
construction services:2003
Name of Project Manager / Principal
in Charge: John Haskew, AIA
Name of Project Superintendent:
Clarence Stephens, Brae Burn
Construction 713.777.0063
Names of Mechanical, Plumbing, and
Electrical subcontractors:
References for each project:
David Hopkins, GPISD Associate
Superintendent 832.386.1000
Owners name and representative
who served as the day-to-day liaison
during the design and construction
phases of the project, including
telephone number:
Richard Gates, GPISD Facilities Director
832.386.1000
Architect’s name and representative
who served as day to day liaison
during construction phase of the
project, including telephone number
John Haskew, AIA 713.425.4993
Length of business relationship with
the Owner:
10 + years
15
PARK PLACE ELEMENTARY SCHOOL
Name: Park Place Elementary School
Location: 8235 Park Place Blvd,
Houston Texas 77017
Contract Delivery Method: CSP
Description: Replacement Elementary
School
Final Construction Cost: $8,900,000
Final Project Size in gross square feet:
90,000 SF
Type of Construction:
New - Replacement
Actual notice to proceed for pre-
construction services: 2001
Name of Project Manager / Principal
in Charge:
John Haskew, AIA
Name of Project Superintendent:
Don Coleman, Purcell Construction
Names of Mechanical, Plumbing, and
Electrical subcontractors:
References for each project:
Dick Lindsay, Houston ISD,
713.556.6150
Owners name and representative
who served as the day-to-day liaison
during the design and construction
phases of the project, including
telephone number:
Dick Lindsay, Houston ISD,
713.556.6150
Architect’s name and representative
who served as day to day liaison
during construction phase of the
project, including telephone number
John Haskew AIA 713.425.4993
Length of business relationship with
the Owner:
8 + years
16
FKP Architects, Inc. 8 Greenway Plaza, Suite 300 Houston, Texas 77046-0899 713/621-2100 713/621-2178 3535 Travis Street, Suite 260 Dallas, Texas 75204-1403 214/750-9900 214/750-9115
THE BRIARWOOD SCHOOL Houston, Texas
FKP – Prime
Services Programming/Planning ArchitectureInterior Design
Construction Area Major Renovations – 11,000 s.f. Minor Renovations – 80,000 s.f. Additions – 17,500 s.f.
Construction Cost $11,000,000
Client Reference Ms. Carole Wills Head of School The Briarwood School 12207 Whittington Drive Houston, Texas (281) 493-1070
General Contractor Gaeke Construction Company, Inc.
Major Consultants MEP – DBR Engineering Consultants Structural – PSS Partnership, Inc. Civil – Bury + Partners - Houston
The Briarwood School, established in 1967, provides innovative, prescriptive instruction to children with learning differences and developmental delays. The school provides 300 students, grades K-12, with an opportunity to learn in a situation that they learn best. The school also serves as a training ground for educators around the world in the field of learning disabilities.
This project addresses the current and future physical needs of the facility by adding instructional space, replacing temporary space with new, along with major renovation of administrative spaces and architectural finish replacement throughout. In addition, the mechanical system will be replaced, and fire sprinklering for fire protection will be added. The facility will be upgraded overall to meet or exceed current building and accessibility building codes.
THE BRIARWOOD SCHOOL
Name: The Briarwood School
Location: 12207 Whittington Drive,
Houston, Texas 77077
Contract Delivery Method:
CM@R
Description: Classroom additions and
major interior renovations
Final Construction Cost: $13,000,000
Final Project Size in gross square feet:
Major Renovations – 11,000 s.f.
Minor Renovations – 80,000 s.f.
Additions – 17,500 s.f.
Type of Construction: Renovation and
Addition
Actual notice to proceed for pre-
construction services: 2002
Name of Project Manager / Principal
in Charge:
John Haskew
Name of Project Superintendent:
Louis Gaeke, Gaeke Construction
Names of Mechanical, Plumbing, and
Electrical subcontractors:
References for each project:
Ms. Carole Wills / 281.493.1070
Owners name and representative
who served as the day-to-day liaison
during the design and construction
phases of the project, including
telephone number:
Ms. Carole Wills / 281.493.1070
Architect’s name and representative
who served as day to day liaison
during construction phase of the
project, including telephone number
John Haskew, AIA, 713.425.4993
Length of business relationship with
the Owner:
6 years
17
TASA/TASB Convention Award Winner
R.L. TURNER HIGH SCHOOL
Name: RL Turner
Location: 1445 N Perry Road ,
Carrollton, Texas 75006
Contract Delivery Method:
Construction Manager at Risk
Description: Phase I renovation of existing
campus, combined with new Administration
Office, Library, Kitchen & Biomedical Wings,
including new Media Academy and Career
Programs.
Final Construction Cost:
$15,782,000.00 (Added Media Academy
to project scope)
Finals Project Size in gross square
feet: 377,500 SF
Type of Construction:
New and renovation
Actual notice to proceed for pre-
construction services: 2000
Name of Project Manager:
Lee Graham
Name of Project Superintendent:
Joe Tomacelli, Charter Builders
Names of Mechanical, Plumbing, and
Electrical subcontractors:
References for each project:
Owners name and representative
who served as the day-to-day liaison
during the design and construction
phases of the project, including
telephone number:
Tom Bell, 972-323-5812
Architect’s name and representative
who served as day to day liaison
during construction phase of the
project, including telephone number
Mitch Paradise, 214.748.2000
Length of business relationship with
the Owner :
Over 20 years
18
PASCHAL HIGH SCHOOL
Name: Paschal High School
Location: 3001 Forest Park Blvd.Fort
Worth, Texas 76110
Contract Delivery Method: TBD
Description:
Safety and security upgrades.
Classroom equity upgrades.
Final Construction Cost: $10,450,000
Finals Project Size in gross square
feet: 258,582 SF
Type of Construction: Renovation
Actual notice to proceed for pre-
construction services: January 2007
Name of Project Manager:
Lee Graham
Name of Project Superintendent:
Paul Brock and Kenneth Melton
Names of Mechanical, Plumbing, and
Electrical subcontractors:
TD Mechanical
References for each project:
Owners name and representative
who served as the day-to-day liaison
during the design and construction
phases of the project, including
telephone number:
Chris Fields, 817.492.7955
Architect’s name and representative
who served as day to day liaison
during construction phase of the
project, including telephone number
Lee Graham, 214.748.2000
Length of business relationship with
the Owner
19
GARLAND HIGH SCHOOL
Name: Garland High School
Location: 701 North First Street,
Garland, Texas 75040
Contract Delivery Method:
Construction Manager at Risk
Description: Demolition of two existing
buildings, two additions, renovation
of existing building and new fire alarm
system throughout the campus.
Final Construction Cost: $10,598,272
Finals Project Size in gross square
feet: Addition: 40,610 SF
Renovation: 4,175 SF
Type of Construction:
Renovation and addition
Actual notice to proceed for pre-
construction services:
Name of Project Manager: Bob
Erickson / Daniel Roe
Name of Project Superintendent:
Jerry Gallagher
Names of Mechanical, Plumbing, and
Electrical subcontractors:
References for each project:
Owners name and representative
who served as the day-to-day liaison
during the design and construction
phases of the project, including
telephone number:
Jess Hudson, 972.487.4102
Architect’s name and representative
who served as day to day liaison
during construction phase of the
project, including telephone number:
Steve Hulsey, 214.748.2000
Length of business relationship with
the Owner:
25 years
20
R.C. CLARK HIGH SCHOOL
Name: Clark High School
Location: 6600 Alma Dr. Plano, Texas
75023
Contract Delivery Method:
Construction Manager at Risk
Description: 20 year renovation of 1300
student 9/10th grade high school
Final Construction Cost: $21,000,000
Finals Project Size in gross square
feet: 175,000 SF
Type of Construction: Renovation
Actual notice to proceed for pre-
construction services:
Name of Project Manager:
Eric Horstman
Name of Project Superintendent:
Richard Warren
Names of Mechanical, Plumbing, and
Electrical subcontractors:
M / P: Ski Hi Enterprises
E: Able Service Company
References for each project:
Owners name and representative
who served as the day-to-day liaison
during the design and construction
phases of the project, including
telephone number:
Bruce Larson, 469.752.0180
Architect’s name and representative
who served as day to day liaison
during construction phase of the
project, including telephone number
Eric Horstman 214.748.2000
Length of business relationship with
the Owner:
30 + years
21
RICHARDSON ISD BUILDING RENOVATIONS
Name: Richardson Tier One
Location: 400 South Greenville Avenue,
Richardson, Texas 75081
Contract Delivery Method: Design /
Build
Description: Interior, multi-phased
renovation of eight elementary school
campuses during the school year from
December 2001 until August 2002
Final Construction Cost:
$15,517,081.00
Finals Project Size in gross square
feet: 56,000 - 60,000 SF per school
Type of Construction: Renovation
Actual notice to proceed for pre-
construction services:
Name of Project Manager: David Safir
Name of Project Superintendent:
Don Davis, Jeremy Hunt
Names of Mechanical, Plumbing, and
Electrical subcontractors:
Decker Mechanical
Mechanical Partners
References for each project:
Owners name and representative
who served as the day-to-day liaison
during the design and construction
phases of the project, including
telephone number:
Michael Longanecker, AIA,
469.593.0170
Architect’s name and representative
who served as day to day liaison
during construction phase of the
project, including telephone number
Jeff Groth, 214.748.2000
Length of business relationship with
the Owner:
5 years
22
BLALACK MIDDLE SCHOOL
Name: Blalack Middle School
Location: 1505 Randolph, Carrollton,
Texas 75211
Contract Delivery Method:
Construction Manager at Risk
Description: Additions / Renovations,
Athletic Field and Track improvements.
Final Construction Cost: $11,700,000
Final Project Size in gross square feet:
3,800 sf addition / 138,000 sf renovation
Type of Construction: Addition /
Renovation
Actual notice to proceed for pre-
construction services: March 2008
Name of Project Manager / Principal
in Charge: Eric Horstman / Steve
Hulsey
Name of Project Superintendent:
Brian Peschel, Charter Builders
Names of Mechanical, Plumbing, and
Electrical subcontractors:
M: John Cook and Associate
E: Electric Inc.
P: John Cook and Associates
References for each project:
Owners name and representative
who served as the day-to-day liaison
during the design and construction
phases of the project, including
telephone number:
Tom Bell, 972.968.6302
Architect’s name and representative
who served as day to day liaison
during construction phase of the
project, including telephone number
Ryan Connell, 214.748.2000
Length of business relationship with
the Owner:
Over 20 years
23
WELLS ELEMENTARY SCHOOL RENOVATION / ADDITION
Name: Wells Elementary School
Location: 6600 Alma Road, Plano,
Texas 75203
Contract Delivery Method:
Competitive Sealed Proposal
Description: Renovations to fit new
district standards, Gymnasium,
kitchen, and classroom additions are
to be completed over 5 phases of
construction.
Final Construction Cost: $6,835,974
Finals Project Size in gross square
feet: 66,450 SF
Type of Construction:
Renovation and Addition
Actual notice to proceed for pre-
construction services:
September 2005
Name of Project Manager: David Safir
/ Eric Horstman
Name of Project Superintendent:
Names of Mechanical, Plumbing, and
Electrical subcontractors:
References for each project:
Owners name and representative
who served as the day-to-day liaison
during the design and construction
phases of the project, including
telephone number:
Bruce Larson, 469.752.8100
Architect’s name and representative
who served as day to day liaison
during construction phase of the
project, including telephone number
Eric Horstman, 214.748.2000
Length of business relationship with
the Owner:
30 + years
24
C.F. BREWER HIGH SCHOOL
Name: Brewer High School
Location: 401 South Cherry Lane ,
White Settlement, Texas 76108
Contract Delivery Method:
Construction Manager at Risk
Description: New 2400 student high
school campus. Project includes athletic
fields and indoor activity center.
Final Construction Cost: $45,800,000
Finals Project Size in gross square
feet: 347,533 SF
Type of Construction: New
Actual notice to proceed for pre-
construction services:
September 2006
Name of Project Manager:
Eric Horstman
Name of Project Superintendent:
Names of Mechanical, Plumbing, and
Electrical subcontractors:
References for each project:
Owners name and representative
who served as the day-to-day liaison
during the design and construction
phases of the project, including
telephone number:
Dr. Audrey Arnold, 817.367.1300
Architect’s name and representative
who served as day to day liaison
during construction phase of the
project, including telephone number:
Eric Horstman, 214.748.200
Length of business relationship with
the Owner:
8 years
25
AUDITORIUMS
C.F. BREWER HIGH SCHOOL
Name of Project:
C.F. Brewer High School
Name of Owner:
White Settlement ISD
Owner’s Contact Person:
Audrey Arnold–Superintendent of
Schools
Telephone / Fax
817.367.1300 / 817.367.1351
LANCASTER HIGH SCHOOL
Name of Project:
Lancaster High School / Stadium
Name of Owner:
Lancaster Independent School District
Owner’s Contact Person:
Dr. Larry Lewis, Superintendent of
Schools
Telephone/ Fax Number
972.227.4141 / 972.218.1401
RED OAK HIGH SCHOOL
Name of Project:
Red Oak High School
Name of Owner:
Red Oak Independent School District
Owner’s Contact Person:
Mr. Scott Niven
Telephone / Fax
972.617.2941 / 972.617.4333
26
WYLIE HIGH SCHOOL
Name of Project:
Wylie High School
Name of Owner:
Wylie Independent School District
Owner’s Contact Person:
John Fuller- Superintendent of Schools
Telephone/ Fax:
972.442.5444/ 972.442.5368
HIGHLANDS JUNIOR SCHOOL
Name of Project:
Highlands Junior School
Name of Owner:
Goose Creek Consolidated School
District
Owner’s Contact Person:
David Fluker
Telephone / Fax
281.425.3600 / 281.428.0664
PLANO WEST SENIOR HIGH SCHOOL
Name of Project:
Plano West Senior High School
Name of Owner:
Plano Independent School District
Mailing Address of Owner:
6600 Alma Road
Plano, Texas 75023
Telephone / Fax
469.752.1488 / 469.752.0181
27
3.4.2 Identify a maximum of three completed projects, of any type, for which your firm
has received an award for construction excellence from a recognized organization and
provide descriptive information for each.
TASA/ TASB JOINT CONVENTION
ARCHITECTURAL EXCELLENCE IN DESIGN
Henry B. Gonzalez Elementary School
Value Award
Process of Planning Award
Design Award
Educational Appropriateness Award
TASA/ TASB JOINT CONVENTION
ARCHITECTURAL EXCELLENCE IN DESIGN
Lancaster High School
Value Award
Design Award
Educational Appropriateness Award
TASA/ TASB JOINT CONVENTION
ARCHITECTURAL EXCELLENCE IN DESIGN
Bert and Eloise Isbell Elementary School
Educational Appropriateness Award
Planning Innovation Award
28
3.5 CRITERIA FIVE: RESPONDENT’S ABILITY TO ESTABLISH BUDGETS AND CONTROL COSTS 3.5.1 Describe your fiduciary responsibility as Architect using Guaranteed Maximum
Price contracts for publicly funded projects.
As the architect for the project, it is our fiduciary responsibility to deliver the project
within the established budget of the owner. The key for adherence to a budget is
first establishing a realistic number, then performing a system of budget checks
throughout the programming, design, and documentation process to know where
the project stands at all times, and not be surprised when bids are received. We
have a wealth of historical pricing data from past projects that will help us determine
costs for projects in initial design stages. This also allows us to present alternatives
with associated costs throughout design. Since the district has elected to use the
Construction Manager @ Risk delivery method, the contractor becomes a team
member early, and will aid greatly in determining budget adherence as they will be
involved in the design process and deliver a Guaranteed Maximum Price (GMP) at a
designated point during the construction document phase, typically at the 75% or
90% complete time frame.
3.5.2 Describe your cost estimating methods. From any of three projects listed in
response to Section 3.4 of this RFQ, describe how the estimates were developed, how often
they were updated and the degree of accuracy achieved.
Corgan has a proven cost estimating history of over 70 years in the architecture and
construction markets. This experience has provided us with an excellent knowledge
base of market and costing conditions. For over 55 years we have used an in-house
tracking process which has a proven accuracy rate. We also have many other
resources to assist our team in providing accurate and timely estimates of probable
cost, which we can draw from depending on the project needs.
Our team’s resources and estimating departments are very familiar with the current
construction market. This assistance to our in-house cost estimating team will
provide accurate and complete construction estimates. Our team will also enlist
the estimating assistance of major sub contractors and trade contractor, which will
lead to accurate pricing. Three projects we have recently bid and which are under
construction are:
Red Oak High School
District construction budget: $66,000.000
Bid FGMP: $66,890,000
Paschal High School Addition and Renovations
District Consturction Budget: $10,000,000
Bid FGMP: $9,750,000
29
Clark High School Renovations
District Construction Budget: $21,500,000
Bid FGMP: $20,298,683
In all of the projects we design, we have the same cost control process and
methodology. At the end of programming, schematic design, design development,
and 75% construction documents, we produce an estimate of probable cost that is
checked against the program and district budget. Before we move to the next phase
of work, budget and scope must meet district requirements. This process allows us
to be accurate at bid time, meeting the owners budget. This process also controls
expectations of the community and staff. Items are not promised or presented
unless they meet the district criteria.
3.5.3 Describe your cost control methods during construction. From any three
projects listed in response to Section 3.4 of this RFQ, provide examples of how these
techniques were used and the degree of accuracy achieved.
Corgan has developed an in-house construction cost estimating system based on
over 70 years of construction administration and cost control experience. Critical
to the success of controlling a project’s cost is the fundamental understanding of
building system costs and recent market conditions of a region. Corgan’s proven
awareness is critical to accurate cost estimating and forms the basis of all cost control
procedures.
An economical end product can only be achieved when probable costs are estimated
accurately from initial programming through construction documentation. Without
accurate cost estimates, the budget becomes slanted which ultimately results in an
unresponsive bid. Corgan’s cost control process begins in the earliest stages of a
project. Initially, budget requirements are completed for accuracy of costs. This is
followed by a conceptual estimate that is completed to determine if any adjustments
are necessary. Finally, a project budget is distributed to all team members so that
each is in compliance with the established budget.
During the design phase, Corgan develops a preliminary estimate of construction
costs based on actual quantities of materials and current market prices. The cost
is monitored as the design develops and the construction cost estimate is revised
at the end of the design phase, before preparing construction documents. A
quantity analysis and revised cost is prepared at approximately 75% completion
of construction documentation. This process allows for final adjustment of the
project scope, and sees that the project is completed within its budget. Using value
engineering and controlled life cycle costs, Corgan provides a service that results in a
project tailored individually to the client’s budget.
Refer to item 3.5.2 for three examples of our accuracy in estimating costs.
30
3.5.4 Describe your methodology for working with the Project Architect/Engineer
and their consultants to deliver a Guaranteed Maximum Price and to maintain the GMP
throughout the design and construction process.
Not applicable; question addressed to potential general contractors.
3.5.5 The owner intends to accept a Guaranteed Maximum Price prior to completion
of Construction Documents. Describe (1) your process for ensuring that the Design
Documents provide the information necessary to arrive as a complete GMP, including
all Owner requirements with reasonable contingencies, and (2) your process for
subsequently ensuring that the 100% Construction Documents align with the project
scope in the previously accepted GMP proposal documents.
We agree that the delivery method (Construction Manager @ Risk) selected by the
district is appropriate for the desired scope as the team will be dealing with many
unknowns due to the extent of renovation versus new construction, and that the
project scope has not yet been fully developed. Constructability and pricing input will
be important factors that need to be addressed early in the project.
1. We will work diligently to establish a specific project scope with district
representatives that will include all Owner requirements, while at the same time
projecting corresponding cost figures that will give the district a realistic picture
of what can be afforded, or perhaps phased for future considerations. We will
update those cost estimates as the process progresses and the project becomes
more defined. As a team member during the creation of the design documents,
the contractor will provide input on all issues relating to construction pricing and
constructability that will further define construction costs. Together as a team, we
will work to keep the owner’s best interests as the top priority.
2. The 100% construction documents will reflect the GMP, and actually allow
that number to be further refined so that design contingencies can be reduced or
eliminated. At 100%, the contractor will have the additional information necessary to
generate more accurate pricing. As a guard against the ever fluctuating construction
material and labor market, we will propose a number of pricing alternates that will
allow the owner to add to or reduce specific scope items to keep the project within
final budget.
31
3.6 CRITERIA SIX: RESPONDENT’S ABILITY TO MEET SCHEDULES 3.6.1 Describe how you will help develop, maintain and update the project schedule
during design and construction.
Some architects could come to your district and dictate the entire process. We
approach the process wanting the district and community involvement. Only with
participation of the entire community can we be assured that every potential situation
is addressed, documented and accounted for. We want to become a part of your
team, become immersed in the culture of Hallettsville and share in your dreams and
visions of the future.
Our process of inclusion is as follows:
1. Community goal setting – This should be a quick process since you already have
an established Long Range Planning Committee and have developed a list of project
priorities. We want to ensure that the community “buy in” is cohesive in the goals.
2. Schedule Development – In working with the community group, board and
educators we will apply the goals to the campus and develop scenarios for
implementation that works with and around the educational process. We want to
limit the amount of impact on the educational process, even though some impact is
unavoidable we can work as a cohesive group to ensure education is the priority.
3. Construction Development – In conjunction with our phasing plan developed with
the educators, we will work with the construction management team to implement
construction work phasing into the planning process. By involving the construction
manager and sub contractors in the process we ensure that value is brought into the
plan, by increasing or reducing phasing and scope of work we can greatly effect the
construction costs and duration.
4. HISD review – With the input of the teachers and contractors we then and in
conjunction with the plan development involve the school administration and school
board to ensure district and community input into the process.
5. Once construction begins – Our team and the contracting team provide monthly
reports to the board and community as well as weekly construction meetings and
daily reports to the on site staff to see student safety is always maintained and that
our work is coordinated to protect the educational process.
Our process in five simple words is
Listen
Plan
Communicate
Implement
Complete
The key to a successful design and construction process is communication. Without
that nothing can be successful. Enclosed are a few examples of phasing schedules
proposed and how we incorporated the schedules into the design.
32
33
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41
3.7 CRITERIA SEVEN: RESPONDENT’S KNOWLEDGE OF CURRENT CONSTRUCTION METHODOLOGIES, TECHNOLOGIES, AND BEST PRACTICES 3.7.1 Describe your quality assurance program. Explain the methods used to ensure
quality control during the Construction phase of a project. Provide specific examples
of how these techniques or procedures were used from any three projects listed in
response to Section 3.4 of this RFQ.
To provide our clients with a quality product that will meet their expectations, Corgan
has developed Quality Assurance procedures which enhance the overall quality of
our services. These procedures are integrated into our in-house training programs
to promote consistency through all levels of the firm. We have also developed
Quality Control procedures to monitor projects through the design and construction
documentation processes.
Corgan has weekly design forums that critique projects for overall design quality.
These forums are conducted in open-session format, and offer immediate feedback
to the project team. Through this critical process, projects are honed to meet our firm
standards for programming and aesthetics.
Standard project production procedures have been established to provide detailed
guidelines for the development of our projects through all phases of service.
Augmenting this procedure is the Corgan Practice Manual, which provides detailed
procedural information on major areas of our practice. This manual is implemented
and monitored by our Practice Committee, whose purpose is to review and improve
the functions of the firm associated with professional practice, thereby developing
the firm-wide consistency of performance essential to Quality Management.
The firm is also committed to a Quality Control program which directly monitors
the quality of construction documents. This program engages a Quality Manager
to assist staff in the successful documentation and execution of their projects.
Responsibilities of the Quality Manager include assisting in the development of
design details, reviewing construction documents, and providing feedback for
improvement. The Quality Manager focuses primarily on common areas of concern
such as accessibility, constructability, water infiltration, and overall design clarity. All
the information collected in this process gets recycled into Quality Assurance through
in-house training programs and “Lessons Learned” seminars.
Corgan continues with an integrated project process throughout the construction
phase by utilizing staff members who had a role on the design team to administer
the construction contract. We believe that those who produce the construction
documents are best suited to administer the contract during construction. This way,
the dedicated project team is familiar with the early decision making process, the
reasons behind those decisions, and the expectations for the final product.
42
Paschal High School Renovations
We were the first major project to be designed in this large district bond program.
The quality assurance program was being developed by the school district and the
districts program manager as we began the design process. Our experienced,
skilled and knowledgeable staff assisted the district in implementing a quality control
program for all the other projects to follow. A concise and consistent district wide
standard was extremely necessary for each project because many, including this
renovation, were very complex with multiple phases. Our QA program consisted of
program review with the staff, district and PM; cost review at each level with district
and PM; review of project scope versus budget and phasing at each project level with
presentations to school board and community at each of these levels; final project
bidding and then quality review of bid project scope versus prices submitted with
each sub contractor before awarding sub contracts. Each of these pro active reviews
assured the team that the project scope was included, the drawings were of high and
accurate quality and the bids were based upon the communicated and documented
project scope. We are now in construction and every team member is following
through the process on the same page and in the same direction.
Clark High School Renovations and Additions
As we began this project we set up a “teaming” requirement with our construction
manager at risk. We knew this project would have critical work phases and that the
building would be partially occupied by students at all times during construction.
Therefore, every week we meet with the construction manager, the owner and the
school representative to review project scope, work plan and requirements of the
finished product. In these meetings the project quality is reviewed from schedule
adherence to finished product, and if there is an issue, we discuss, resolve and move
forward. The entire team is reminded every week of the districts needs, the students
needs and the quality required. We have found that the key to success is a clear plan
and team work but weekly verification is critical to keep everyone “on the same page”.
ROISD Summer Renovations at multiple campuses
Quality assurance has many different aspects. In this projects case the critical quality
assurance aspect was the consistency throughout the finished product. Our scope
was to renovated 15 different elementary administration areas, kitchens, restrooms,
and main corridors over a two summer construction cycle. All the schools, even
though they had different plans, were to be equitable. To ensure quality, we meet
with the principals to derived a design concept and then meet with the administration
and board to get their approval. We meet with the staff again to present the plan to
the on site staff and community members. While these meetings went on we were
continually updating the construction schedule with our construction manager at risk.
When we began construction, the community and staff knew our schedule and
the project scope and finish scope. We worked as a team; owner, contractor and
architect to provide the communicated quality and consistency across the district in a
fast track time period. The key to this projects success was district wide goal setting
and implementation of the goals and consistency of finished product
43
3.8 CRITERIA EIGHT: RESPONDENTS ABILITY TO IDENTIFY AND RESOLVE PROBLEMS 3.8.1 Describe your understanding of the administrative challenges and opportunities
associated with managing Pre-construction and Construction services for Hallettsville ISD
on this project, and your strategy for resolving these issues.
Corgan will become a key part of the communication between the administration
and the community. Our experience in thorough programming, conceptual planning,
scheduling, cost analysis and comparative studies can help your district demonstrate
to the community how your bond program will address critical needs in a thoughtful
and cost-effective manner. Today’s voter is better informed than ever, and school
bond programs are under ever increasing scrutiny. By including the community in
the process and obtaining our expert objective architectural consultation throughout
the planning process, you can address the public’s scrutiny and concerns directly,
with hard facts and figures. This detailed and thorough approach to communication
allows the citizens to be included which ultimately results in a bond program that truly
reflects your community.
We would propose a planning process that focuses on a high degree of personal
involvement, including administration, faculty, community leaders, parents and
students. Our experience has shown that there is no “one size fits all” approach to
school design. We deliberately avoid the formulaic approach used by some and focus
on listening specifically to your needs and dreams first. Only then do we overlay
our knowledge and insights gained through practical experience with Districts of
every size and character. In this way we can help the administration and Board foster
a sense of inclusion while maintaining a focused and deliberate decision making
process.
While an environment of inclusion is critical to developing a broad base of support
for the project, maintaining the proper decision making process is also critical. This
is the role of the administration, for recommendations, and, ultimately, the Board of
Trustees for decisions.
The most effective way of achieving this level of communication is the formation
of a campus design team. The team would include, in addition to our planning
and architectural team, faculty representatives who would serve as advocates
for particular areas of the curriculum, administration, board representatives, and
community representatives. We would propose working together with you on-site in
order to make best use of your time and to provide us with the direct experience of
your culture and values.
44
3.8.2 For any combination of three projects listed in response to Sections 3.4 of this RFQ,
describe any conflicts with the Owner, Consultants, Architect/ Engineer , or subcontractor
and describe the methods used by the Respondent to resolve those conflicts.
Paschal High School Renovations
Conflicts occurred on this project with the schedule we had produced, reviewed
and implemented with the on site staff. We found out that the communication lines
from the staff leaders to the teachers had not been as effective as we had planned
and many teachers had issue with our proposed phasing work plan and scope of
work. First, we meet with the entire staff in the phase of the work and described
the process. Working with our construction team we devised a refined phasing
and moving plan that was acceptable to the staff needs and did not adversely effect
the construction flow. After that immediate issue was resolved we then meet
with each phase team individually and decided the phase of work that involved
their classrooms. In most cases the work was fine but in some cases we had to
adjust to meet the staffs needs. All in all, when we completed this task, all staff,
students and community were on board and the subsequent phases of work have
been very smooth and flawlessly completed by the contractor. We learned in this
process to communicate with everyone in person and to not assume anything in the
communication process, one link could uncouple the entire scope of work and plan.
Clark High School Renovations
As we began this extensive and full renovation project, it was discovered that the
electrician could not execute the plan proposed due to material availability that was
out of their control. This issue disrupted the entire flow of work. We therefore met
with the entire construction team, owner, staff and subcontractor, reviewed the
scope of work and how it would need to be changed. We devised a plan for moving
forward. This updated plan was then communicated to the entire staff, district
and parents to ensure information was distributed to everyone and there were no
surprises. Even though the phasing had to be completely revised, with quick action
from our team and two days of meetings, we were able to correct an issue, together
and resolve the situation quickly. We got the project back on schedule, all in the
span of two days. This project once again taught us the value of team work and
communication which is critical to a successful project.
RL Turner High School Renovations and Additions
During construction of the project, the owner came to our team and the construction
manager and added $4,000,000 worth of additional scope to the project. The owner
did not want this added work to effect the construction completion schedule and
it was critical to the community to have this scope “up and running” on the same
schedule as the rest of the project. We meet with the owner and construction team
to develop a plan, schedule and budget. We then added staff to our team and the
construction team and worked in parallel to the original project. The project was a
success and completed on time due to the quick action of our team and the ability to
address any needs a client may bring to us.
45
3.8.3 Provide examples of Pre-construction services that creatively incorporated
mechanical, electrical, and plumbing solutions in similar structures.
In previous sections of this response we have addressed pre-construction needs
and issues on other projects we have completed. Our team has completed multiple
addition and renovation projects similar to the one proposed by Hallettsville ISD. We
would like to use this section to address the needs of Hallettsville ISD in incorporating
MEP solutions and issues.
As shown in these pictures the existing building has low and rigid ceilings, exposed
conduit, block and brick walls, low structure, and, as shown in the second picture,
history that needs to be preserved. How will our team creatively incorporate MEP
upgrades into this facility?
We will:
1. Track down electrical and technology circuits to identify what is used or not used;
what it serves and cant be reused.
2. Look at HVAC solutions that work into and with the structure, and respond to
existing conditions.
3. Develop solutions that will protect and enhance the history of the district through
existing building amenities.
In the outside group area and cafeteria, our team will need to address:
1. Connections of new and old buildings and how to tie the building systems together
into one cohesive, controlled and efficient system.
2. Alternative uses and potential uses of exterior spaces and how utilities are routed
through and around this space.
3. Service areas for utility access, services, track, electricity, plumbing and ADA
upgrades.
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What are the effects of the design upgrades or additions on the existing plumbing
services and restrooms and how will cost effective solutions address these issues.
1. Our team must design all new facilities to be handicapped compliant. Does this
mean upgrades or just abandon and build new? What are the cost implications?
2. With the existing plumbing under slab and in block walls. How are the facilities
effectively and cost efficiently upgraded?
3. How can we upgrade air quality and circulation?
4. What is condition of sewer lines? Will they need to be replaced if we move the
restroom?
5. What is served by gas in the existing building and how do we work this fact into the
design?
With the existing structures, how will the MEP services coordinate with potential
new additions and replacement structures. Will they need to be addressed in deatail
and how will our design be cost efficient.
Some particular issues to be addressed are:
1. Existing buildings aesthetics and history must be matched or enhanced and
maintained without compromising the service functions of the building.
2. Existing landscaping is mature and enhancing beauty of the site. How do services
work around the natural obstacles.
3. Separate structures are either going to be removed or tied into the main building
physical plant and how will services effectively serve those buildings and be
controlled to be effective.
4. Differing building heights, eaves, material, require special attention not only for the
structure but also for services and integration of the services.
47
3.9 CRITERIA NINE: EXECUTION OF OFFER
NOTE TO RESPONDENTS: SUBMIT ENTIRE SECTION WITH RESPONSE. THIS EXECUTION OF
OFFER MUST BE COMPLETED AND RETURNED WITH THE RESPONDENT’S QUALIFICATIONS.
FAILURE TO COMPLETE AND RETURN THIS EXECUTION OF OFFER WITH THE QUALIFICATIONS
MAY RESULT IN REJECTION OF THE QUALIFICATIONS. SIGNING A FALSE STATEMENT MAY
VOID THE SUBMITTED QUALIFICATIONS OR ANY AGREEMENTS OR OTHER CONTRACTUAL
ARRANGEMENTS, WHICH MAY RESULT FROM THE SUBMISSION OF RESPONDENT’S
QUALIFICATIONS, AND THE RESPONDENT MAY BE REMOVED FROM ALL PROPOSER LISTS.
A FALSE CERTIFICATION SHALL BE DEEMED A MATERIAL BREACH OF CONTRACT AND,
AT OWNER’S OPTION, MAY RESULT IN TERMINATION OF ANY RESULTING CONTRACT OR
PURCHASE ORDER.
3.9.1 By submission of this RFQ, Respondent acknowledges and agrees that (1) this RFQ is a
solicitation for Qualifications and is not a contract or an offer to contract; (2) the submission
of Qualifications by Respondent in response to this RFQ will not create a contract between
the Owner and Respondent; (3) the Owner has made no representation or warranty, written
or oral, that one or more contracts with the Owner will be awarded under this RFQ; and
(4) Respondent shall bear, as its sole risk and responsibility, any cost which arises from
Respondent’s preparation of a response to this RFQ.
3.9.2 By submission of this RFQ, Respondent offers and agrees to furnish to the Owner the
products and/or services more particularly described in its Qualifications, and to comply with
all terms, conditions and requirements set forth in the RFQ documents and contained herein.
3.9.3 By submission of this RFQ, Respondent affirms that he has not given, nor intends to
give at any time hereafter, any economic opportunity, future employment, gift, loan, gratuity,
special discount, trip, favor or service to a public servant in connection with the submitted
Qualifications.
3.9.4 By submission of this RFQ, a corporate Respondent certifies that it is not currently
delinquent in the payment of any Franchise Taxes due under Chapter 171, Texas Tax Code, or
that the corporate Respondent is exempt from the payment of such taxes, or that the corporate
Respondent is an out-of-state corporation that is not subject to the Texas Franchise Tax,
whichever is applicable.
3.9.5 By submission of this RFQ, the Respondent hereby certifies that neither the Respondent
nor the firm, corporation, partnership or Owner represented by the Respondent, or anyone
acting for such firm, corporation, or institution has violated the antitrust laws of this state,
codified in Section 15.01, et. seq., Texas Business and Commerce Code, or the Federal anti-
trust laws, nor communicated directly or indirectly the Qualifications made to any competitor
or any other person engaged in such line of business.
3.9.6 By submission of this RFQ, Respondent represents and warrants that:
3.9.6.1 Respondent is a reputable company regularly engaged in providing products and/or
services necessary to meet the terms, conditions and requirements of the RFQ;
48
3.9.6.2 Respondent has the necessary experience, knowledge, abilities, skills, and resources
to satisfactorily perform the terms, conditions and requirements of the RFQ;
3.9.6.3 Respondent is aware of, is fully informed about, and is in full compliance with all
applicable federal, state and local laws, rules, regulations and ordinances;
3.9.6.4 Respondent understands: (i) the requirements and specifications set forth in this RFQ
and (ii) the terms and conditions set forth in the Contract under which Respondent will be
required to operate;
3.9.6.5 Respondent, if selected by the Owner, will maintain insurance as required by the
Contract;
3.9.6.6 All statements, information and representations prepared and submitted in response to
this RFQ are current, complete, true and accurate. Respondent acknowledges that the Owner
will rely on such statements, information and representations in selecting the successful
Respondent. If selected by the Owner as the successful Respondent, Respondent will
notify the Owner immediately of any material change in any matters with regard to which
Respondent has made a statement or representation or provided information.
3.9.7 By submission of this RFQ, Respondent certifies that if a Texas address is shown as the
address of the Respondent, Respondent qualifies as a Texas Resident Respondent as defined
in Rule 1 TAC 111.2.
3.9.8 By submission of this RFQ, Respondent certifies as follows:
“Under Section 2254.004, Texas Government Code, the vendor or applicant certifies that each
individual or business entity which is an engineer or architect proposed by Respondent as
a member of its team was selected based on demonstrated competence and qualifications
only.”
3.9.9 By submission of this RFQ, Respondent certifies that no relationship, whether by relative,
business associate, capital funding agreement or by any other such kinship exist between
Respondent and any employee of Hallettsville ISD within the immediate twelve (12) months
prior to your RFQ response. All such disclosures will be subject to administrative review and
approval prior to the Owner entering into any contract with Respondent.
3.9.10 By submission of this RFQ, Respondent affirms that no compensation has been received
for participation in the preparation of the specifications for this RFQ. (Section 2155.004 Texas
Government Code).
3.9.11 Respondent represents and warrants that all articles and services quoted in response
to this RFQ meet or exceed the safety standards established and promulgated under the
Federal Occupational Safety and Health Law (Public Law 91-596) and its regulations in effect
or proposed as of the date of this solicitation.
3.9.12 By submission of this RFQ, Respondent signifies his compliance with all federal laws
and regulations pertaining to Equal Employment Opportunities and Affirmative Action.
3.9.13 By submission of this RFQ, Respondent agrees to defend, indemnify, and hold harmless
Hallettsville ISD, all of its officers, agents and employees from and against all claims, actions,
50
suits, demands, proceedings, costs, damages, and liabilities, arising out of, connected
with, or resulting from any acts or omissions of Respondent or any agent, employee,
subcontractor, or supplier of Respondent in the execution or performance of any agreements
or other contractual arrangements which may result from the submission of Respondent’s
Qualifications.
3.9.14 By submission of this RFQ, Respondent certifies that no member of the staff or
administration of Hallettsville ISD has a financial interest, directly or indirectly, in the
transaction that is the subject of this contract.
3.9.15 Execution of Offer:
The Respondent must complete and return this Execution of Offer as part of their submittal
response. The Respondent’s company official(s) who are authorized to commit to such a
submittal must be noted below. It is important to complete and return this form.
1. Respondent’s Name: Stephen Hulsey, Principal
2. Respondent’s State of Texas Tax Account Number: 1-75-1079692-7
3. Respondent’s State of Incorporation (if a corporation) Texas, 1961
4. Respondent’s Charter Number: 178126-00
5. Identify each person who owns at least 25% of the Respondent’s business entity by
name: David Lind, Managing Partner
6. Submitted and Certified by:
Stephen Hulsey, Principal
12 Greenway Plaza, #1100
Houston, TX 77046
(713)425-4993
June 4, 2009
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