FACILITY COMMITTEE MEETING AGENDA - Town Of

Page 1 of 2 Greenville Facility Committee

Agenda posted at Greenville Town Hall, Greenville Post Office, Town Website (www.townofgreenville.com) and emailed to Rachel Rausch. This is a public meeting. As such, a quorum of the Town Board, Plan Commission, Park Commission, Board of Appeals, or Greenville Facility

Committee may be in attendance. However, the only business to be conducted is for the Greenville Facility Committee.

FACILITY COMMITTEE

MEETING AGENDA

DATE: Wednesday, September 19, 2018

TIME: 5:30 p.m.

PLACE: Greenville Town Hall, W6860 Parkview Drive, Greenville, WI 54942

Agenda

1. CALL TO ORDER

2. POSTING OF AGENDA/APPROVAL OF AGENDA

3. NEW BUSINESS.

a. Approval of Meeting Minutes:

i. Meeting Minutes – September 5, 2018

b. Motion to go into closed session:

i. Pursuant to Wis. Stat. sec. 19.85(1)(e) to deliberate or negotiate the purchase of public property, investment of public funds, or conducting other specified public business when competitive or bargaining reasons require a closed session, more specifically for interviewing firms for Construction Management Services for the Fire & Safety Building:

1. 5:35 – Wendel

2. 6:00 – Boldt

3. 6:25 – Miron

4. 6:50 – Millennium

5. 7:15 – Keller Structures

c. Reconvene to Open Session: Possible Action on Items Discussed in Closed Session.

4. ADJOURNMENT

http://www.townofgreenville.com/

Page 2 of 2 Greenville Facility Committee

Agenda posted at Greenville Town Hall, Greenville Post Office, Town Website (www.townofgreenville.com) and emailed to Rachel Rausch. This is a public meeting. As such, a quorum of the Town Board, Plan Commission, Park Commission, Board of Appeals, or Greenville Facility

Committee may be in attendance. However, the only business to be conducted is for the Greenville Facility Committee.

Wendy Helgeson, Town Clerk

Dated/Posted: September 17, 2018

http://www.townofgreenville.com/

STATEMENT OF QUALIFICATIONS 1

Architecture Engineering Planning Energy Efficiency Construction Management

September 14, 2018

Joel Gregozeski, Town AdministratorW6860 Parkview DrivePO Box 60Greenville, Wisconsin 54942

SUBJECT: REQUEST FOR QUALIFICATIONS FOR CONSTRUCTION MANAGEMENT AT RISK (CMAR) SERVICESTOWN OF GREENVILLE FIRE & SAFETY BUILDING

Dear Joel:

We are pleased to submit this proposal for CMaR services in support of the Greenville Fire and Safety Building project.

Wendel Master Builder Inc. and Five Bugles Design (Wendel) is a national design and construction firm that has been providing services to communities since 1940. We believe our team is unique; we offer a designer led construction management approach and a nationally recognized leader in the design of emergency service facilities. This project will be managed and supported by our management team consisting of design team leader Robert Krzyzanowski, construction team project manager David Cihasky, AIA, chief estimator Mike Galley, PMP and construction team project director Mark D. Molnar, P.E.

Within this Statement of Qualifications, you will find details on our experience that includes:• A nationally recognized team of experts in Emergency Services Design with more than 40 projects in the past

3 years and over 200 credited to our staff with significant experience leading projects that use a Construction Management project delivery approach including everything from assisting with the selection of CM’s to leading the construction management process.

• A unique collaborative process that combines the extensive knowledge of fire service professionals with buildingindustry leaders to work with our clients to create projects that exceed project expectations.

• Culture and heritage. We believe strongly in using the built environment of our stations to showcase the value youbring to your community.

• A team with single point accountability in design through construction completion.• An all in-house team of design and construction professionals who are experts at managing construction projects

using our designer led, fully-transparent, open-book methodology which returns all unused project funds to youand not into our own pocket in the form of extra profit.

We have also included a voluntary alternate to provide Construction Management as Advisor (CMa) services for your consideration that (based on our significant experience with this project type in this region) we believe will provide the Town with the same quality project, within the same schedule, at a lower cost than a that of a CMaR delivered project.

We ask you to carefully review this submittal. We are prepared to answer any questions you may have at the interview phase of your selection process.

Best Regards,

Wendel Master Builder, Inc. and Five Bugles Design

Mark D. Molnar, PE Robert Krzyzanowski Project Director Project Design Lead

Banbury Place, Building D04, Suite 202, Mailbox 2, 800 Wisconsin Street, Eau Claire, WI 54703 p 715.832.4848 w fivebuglesdesign.com


Contact InformationMark Molnar, [email protected]

Address800 Wisconsin StreetEau Claire, WI 54703715.832.4848

wendelcompanies.com/constructionfivebuglesdesign.com

Five Bugles Design is a division of Wendel.Ownership: CorporationSize of Agency: 270 employees


TABLE OF CONTENTSLETTER OF INTRODUCTION

1.0 GENERAL FIRM INFORMATION

BONDING LETTER

2.0 TEAM

ORGANIZATIONAL CHART

TEAM RESUMES

3.0 APPROACH TO THE PROJECT

APPROACH

TEAM INTEGRATION

SERVICES PROVIDED

CONTINGENCY

4.0 EXPERIENCE

5.0 SELF-PERFORMED WORK

6.0 PRICE PROPOSAL

7.0 VOLUNTARY ALTERNATE PRICE PROPOSAL

3

4

7

10

11

18

26

48

49

51

OFFICE LOCATIONS

Principal OfficeCenterpointe Corporate Park375 Essjay Road, Ste. 200Williamsville, New York 14221

Branch Offices535 Washington Street, Ste. 603Buffalo, New York 14203

85 Allen Street, Ste. 200Rochester, New York 14608

6707 Brooklawn Pkwy Ste. 3Syracuse, New York 13211

1873 Western Avenue, Ste. 106Albany, New York 12203

500 S. Broad Street Meriden, Connecticut 06450

1420 King Street, Ste. 510Alexandria, Virginia 22314

898 Veterans Memorial Highway, Ste. 310Hauppauge, New York 11788

1051 East Cary Street, Ste. 700 Richmond, Virginia 23219

427 West Pike StreetClarksburg, West Virginia 26301

381 Venable Street NWAtlanta, GA 30313

800 Wisconsin Street, Ste. 202Eau Claire, Wisconsin 54703

3040 Riverside Drive, Suite 211Upper Arlington, Ohio 43221

401 2nd Avenue North, Ste. 206Minneapolis, Minnesota 55401

2600 N. 44th Street, Ste. 214Phoenix, Arizona 85008

STAFF DISCIPLINES

4011102913

729

216987

1512113

2240

14

11

Architects Mechanical Engineers Electrical Engineers Energy EngineersEnergy AuditorStructural Engineers Civil Engineers Transportation EngineersField EngineerLandscape Architects Surveyors Construction Inspectors Construction ManagersDraftsmen/Designers Grant Writer GIS AnalystsApplication DeveloperDirector of SustainabilityInformation Technology Technical Support Administrative Contracts CoordinatorPlannersInterior Designers


FIRM PROFILE

A better world through knowledge and leadership. This is our mission.

We are professionals. Construction Managers, architects, engineers, planners, and energy analysts. We plan, design, build, and operate the communities we live, work and play in.

Collaboration, innovation, commitment and performance drives our teams. We are successful only if you are; we get this. Meaningful terms such as promises made, promises kept, first class communication and trusted partner are engrained in our culture.

CONSTRUCTION SERVICES

Wendel offers a variety of project delivery options to fit your needs, including Construction Manager-as-Agent and Construction Manager-at-Risk.

Wendel is unique in that we have all of the necessary design and construction disciplines under one roof, including architecture, engineering (mechanical, electrical, energy conservation, civil, structural, etc.), project management, and construction management. Because of this, we are often called upon by our clients to assist with recommending the right project delivery model for their projects.

Construction Manager-as-Agent (CMAA)

Wendel’s CM-as-Agent services, which are requested for this project, provide for overall project management. This includes scheduling, cost estimating, value engineering, prequalification of bidders, bid procurement, review and qualification of successful bidders, budget and cost control, document control, quality assurance, claims avoidance and project closeout.

Construction Manager-at-Risk (CMAR)

In addition to all of the services we provide as CMAA, when acting as CM-at-Risk, we hold all of the subcontracts for completion of the construction, offering a higher level of cost control and scheduling. Wendel’s expertise in utilizing this approach—along with our ability to keep pace with tight schedules, and balance efficiency and constructability—has been proven to bring in projects on time and within budget.

Selecting a construction manager is all about finding someone you can trust to look out for you as the owner. That relationship is what we value. It is the essence of our approach to delivering great projects.


1940: Leon Wendel, Consulting Engineer and Surveyor, opened his practice in Lockport, New York. Provided traditional civil engineering and survey services.

May 31, 2000: After forming a joint venture, the two companies merged, creating Wendel Duchscherer Architects & Engineers. Duchscherer Oberst was an architectural firm with a significant capability in public transportation maintenance facilities and design.

2010: Acquired Smiley, Glotter, Nyberg Architects (SGN), an architectural firm specializing in K-12 school facilities, expanding the firm to a Minneapolis, Minnesota office.

2014: Added an office in Clarksburg, West Virginia.

April 1, 2016: Wendel acquired Evolve Architecture, a small firm in Richmond, Virginia expanding Wendel’s service offering to include interior design, space programming and planning, and move management services.

2016: Opened an office in Syracuse, New York.

2010: Retired Fire Chief, Ed Mishefske, and Steve Gausman, Principal Architect with ADG, created Five Bugles Design with the goal of elevating the design of Public Safety Facilities.

May 1, 2017: Opened an office in Albany, New York.

June 1, 2017: Wendel acquired Architectural Design Group (ADG), a leader in architectural design and planning in Eau Claire, Wisconsin, to enhance our service offering and market reach in the Midwest. Also gained Five Bugles, ADG’s division focused solely on the public safety industry.


ORGANIZATIONAL CHART

Mark Molnar, PEProject Director

David Cihasky, AIAProject Manager

Greenville Fire and Safety BuildingConstruction Management at Risk

Christopher FreeseProject Superintendent

Fred MillsProject Superintendent

Robert KrzyzanowskiProject Design Lead

Michael GalleyChief Estimator/Pre-construction


Mark Molnar is the Director of Construction and Master Builder services at Wendel. He has over 33 years of experience in the planning, design and management of multidiscipline facilities projects of all sizes, including gaming/ hospitality, public transit and commercial projects throughout the United States. Mark is well versed in a variety of project delivery methods, including traditional design bid build, and professionally led construction management. He is experienced at acting as an owner’s representative/owner’s project manager for design and construction projects. Mark helps owners understand all of their options and assists them with choosing the delivery method that best fits their project needs. Mark Molnar is a licensed professional engineer and has managed a variety of projects throughout the United States. He has significant expertise in managing environmental review studies and complex projects that involve the collaboration and coordination of input and programming requirements from large groups of clients, stakeholders and involved agencies.

PrincipalLicenseProfessional Engineer - NY, VA, MD, MN, D.C., AZ, NCEES

EducationME, Civil Engineering, University at Buffalo, The State University of New York

BS, Civil Engineering, University of Notre Dame

BA, Mathematics, Saint Vincent College

Additional TrainingProject Management InstituteASCE Masonry Design SeminarASCE Timber Design SeminarPCA Precast / Prestressed Parking Garage SeminarASCE Design of Welded Structures SeminarAISC Load Factor and Resistance Design Seminar

AffiliationsState University of New York at Buffalo Department of Civil Engineering, Adjunct ProfessorProject Management Institute (PMI)American Society of Civil EngineersAmerican Institute of Steel ConstructionAmerican Concrete Institute

Design Build Institute of America

DistinctionsNew York State Facilities Journal, “Trouble Shooting Masonry Buildings”, 1995

PROJECT DIRECTORMARK D. MOLNAR, PE

SELECT PROJECT EXPERIENCE• Lancaster Police Garage, Lancaster, NY• Lewiston Fire Co. No. 1, Lewiston, NY• Wright’s Corners Fire Hall, Lockport, NY• Eden Emergency Squad Building, Eden, NY• Grand Island Fire Company, Grand Island, NY• Bowmansville Fire Company, Bowmansville, NY• Pine Hill Fire Company, Cheektowaga, NY• Eggertsville Hose Company, Eggertsville, NY• Forks Fire Company, Cheektowaga, NY• Town of Lockport Court and State Police Building, Lockport, NY• Orleans County Administration Builidng, Orleans County, NY - Project Director for

the design and construction of a $10.2 million administrative Complex.• Brush Mountain Activity Center, Orchard Park, NY - Project Director for the

design and construction of a multi-generational community center. • Dash’s Market, Buffalo, NY - Project Director for the design and construction of a

new 2-story Dash’s Market on the corner of Hertel and Starin in North Buffalo; a significant redevelopment project for the neighborhood.

• St. Cloud Metropolitan Transit Commission, St. Cloud MN – Design-Build manager for a new $7.7 million CNG fueling station and facility upgrade to allow for servicing of CNG vehicles.

• SCR Medical Transportation, Operations and Maintenance Expansion, Chicago, IL – Construction/Project Manager for a renovated $6.0 million, 17,000 sf operations, maintenance and call center.

• Niagara Falls International Intermodal Facility, City of Niagara Falls, NY – Construction/Project Manager for the design and construction of a new $25.0 million International AMTRAK railway passenger station with provisions for US Customs and Border Protection, city buses, and tourist shuttle services.


PROJECT DESIGN LEAD

EducationAssociate Degree, Drafting and Design Technology, Winona Technical CollegeWinona, Minnesota (1998)

Continuing EducationProject Management BootcampPSMJ Resources, Inc.Presented by Alan BollingerSt. Paul, Minnesota

LEED for New ConstructionComo Park Zoo and ConservatorySaint Paul, Minnesota

Awards2017 Station Design Judge Firehouse Magazine Station Design Awards

Verona Fire and EMS2016 Firehouse Station DesignShared Facilities Notable

Janesville Fire Station2016 Firehouse Station DesignCareer Notable

Chippewa Falls Fire Station2017 F.I.E.R.O. Station Design AwardsMerit Award

ROBERT KRZYZANOWSKI

As the Fire Station Program Manager for Five Bugles Design, Robert oversees all fire station construction projects throughout the Midwest, from groundbreaking to ribbon cutting, as well as assisting with design throughout the country for all of Wendel’s offices. He has almost 20 years of experience working on public projects, and has been involved in over 25 fire station projects in the past three years and over 60 during his career.

Robbie’s Program Management experience includes a variety of emergency servicebuildings of various sizes – from a 2,880 square foot addition to the Lafayette FireStation in Chippewa Falls, Wisconsin, to the 44,000 square foot fire station in Verona, Wisconsin. This vast array of experience allows him to assist owners in constructingbuildings that meets their specific space needs and building type requirements.

Fire/EMS Design ExperienceAshland, WisconsinBellevue, WisconsinBloomington, IllinoisBois Forte Tribal, MinnesotaCedar Falls, IowaChippewa Falls, WisconsinChisago City, MinnesotaChisholm, MinnesotaCloquet, MinnesotaDe Forest, WisconsinEagan, MinnesotaEau Claire, WisconsinElkhart Lake, WisconsinFargo, North DakotaFitchburg, WisconsinGreenville, WI Fire DepartmentInver Grove Fire DepartmentJanesville, WisconsinJefferson, WisconsinKaukauna, WisconsinKenosha, WisconsinLa Crosse, WisconsinLadysmith, WisconsinLake City, MinnesotaLehi, Utah

Lewiston, MinnesotaMarathon City, WisconsinMarshfield, WisconsinMerrill, WisconsinMiddleton, WisconsinMilton, WisconsinMound, MinnesotaMount Horeb, WisconsinNormal, IllinoisRed Wing, MinnesotaRib Mountain, WisconsinRichmond, MinnesotaRiver Falls, WisconsinSauk Rapids, MinnesotaSt Cloud, MinnesotaStewartville, MinnesotaStoughton, WisconsinSuperior, WisconsinVerona, WisconsinWausau, Wisconsin


With over two decades of experience, Mr. Cihasky brings his passion for design and construction excellence, exceptional vision, and keen insight for understanding client needs. Dave has design and construction management experience on a wide variety of building types.

His broad scope of experiences includes educational and commercial design and construction, and construction management. Dave is responsible for project management beginning with the initial client contact, through the construction document and bidding phases, to construction management and project closeout.

EducationAS, Residential Design, North Central Technical Institute

Professional RegistrationsRegistered Architect - WI

SELECT PROJECT EXPERIENCE• City of Eau Claire, WI Fire Station

• Red Wing, MN Fire Station Redesign

• Chisholm, MN Public Facilities Building

• Boyceville CFD - New Fire Station

• DFD Superior Armory Remodel

• Red Wing Fire Station #1, Chisago City, MN

• DFD - Watertown Armory Remodel

• Forest County Government Center, Courthouse Renovation, Crandon, WI: Providing departmental space needs and adjacency report to correct security and facility deficiencies.

• NWC Brookside Building Envelope, Chippewa Falls, WI

• East Pasco Transit, Operations & Maintenance Fleet Transit Facility, Pasco County, FL: Development of a master plan to house the East Pasco Operations for Fleet Management, Public Works – Stormwater, Utilities Field Services and Warehouse Operations.

PROJECT MANAGER

DAVID J. CIHASKY, AIA


CHIEF ESTIMATOR/PRE-CONSTRUCTION

EducationAAS ArchitectureErie County Community College

Licenses and CertificationsProject Management Professional

MICHAEL GALLEY, PMP

Mike has more than 20 years of experience in planning, designing, detailing, specification writing, project coordination and field supervising construction on various types of projects ranging from residential, commercial, hospitals, schools, and medical fields. He provides full-time, on-site construction management, administration and inspection for various clients.

SELECT PROJECT EXPERIENCE

• Kenworth Northeast, Inc., CNG Upgrades: The project consists of a conversion/retrofit of two maintenance bays to be compliant for repairs to compressednatural gas (CNG) freight trucks. The installation of an air tight separation wall,new double doors, electrical component relocations, new emergency lighting,speakers and cameras. In addition a new HVAC system will be installed toprovide five air changes per hour to meet the requirements for CNG use.

• Connecticut DOT, Waterbury Maintenance Facility, Waterbury, CT: Design for anew 275,000 sf facility to house 50 full size buses and 50 paratransit vehicles.

• East Pasco Transit, Operations & Maintenance Fleet Transit Facility, PascoCounty, FL: Development of a master plan to house the East Pasco Operationsfor Fleet Management, Public Works – Stormwater, Utilities Field Services andWarehouse Operations.

• Capital District Transit Authority, Schenectady Intermodal Station,Schenectady, NY: Design of a new Amtrak station and passenger boardingplatforms. The station will provide linkages between various transportationmodes. A pedestrian plaza is proposed to link an existing transit stop with thenew station.

• Copiague Public Schools, Capital Improvement Project, Copiague, NY: Capitalproject to address dated and inadequate infrastructure in all buildings. A district-wide study provided the necessary information for the district to make somekey decisions as to the future direction and configuration of their buildings.Expanding music programs and changing science curriculum dictates the needto upgrade and expand these areas.

• GLTC, Operations & Maintenance Center, Lynchburg, VA: Site selection, designand construction administration for a 52,000 sf bus facility.

• BT/VT, Multi-Modal Transfer Facility, Blacksburg, VA: The goal was to developa concept plan for an environmentally sustainable, LEED Silver or higher,intermodal transit/transfer center for Blacksburg Transit located near theheart of the Virginia Tech Campus. Wendel’s initial task included a review,evaluation and update of the project prospectus, and an evaluation of the routerecommendations prepared for the proposed facility.


Mr. Freese has 20 years of experience in surveying, planning, project coordination and field supervising construction on various types of projects ranging from Residential, Commercial, Minor League Sports Facilities, Collegiate Universities and Federal fields. Mr. Freese provides full-time, on-site construction management, administration and inspection for various clients and projects.

SELECT PROJECT EXPERIENCE• Orleans County Administration Building - Project and Construction

Superintendent for the design and construction of a $10.2 million administrative Complex.

• Penn State Football Building Renovations State College, PA – Project and Construction Superintendent for all Football Operations Building Renovations totaling approximately $20,000,000. Duties included the management of all site safety, design and construction operations, on site staffing and project management of each renovation.

• NBAF (National Bio & Agro Defense) Manhattan, KS – Superintendent, the project value was approximately $1,000,000.00. He was in charge of all Self-Perform Concrete Layout for the $100,000.00 concrete package, and coordinated and executed placement of all vertical concrete construction. Duties also included coordination will all trades on site and overall site safety.

• Harbor Center Buffalo, NY – Senior Surveyor and Superintendent for all Self-Perform Concrete and building enclosure, the project value is approximately $180,000,000.00. His duties included providing construction layout for all facets of construction. Additional duties included oversight of construction including all architectural, structural, civil and MEP field issues.

• KSU Bill Snyder Family Stadium – Senior Surveyor for the West Side Stadium Expansion. The project value is approximately $200,000,000.00. He provided construction layout for all concrete, structural steel, MEP, and architectural items for the project. Additional duties included oversight of construction including all architectural, structural, civil and MEP field issues.

• Pinnacle Bank Arena Lincoln, NE – Senior Surveyor for the new Pinnacle Bank arena project. The project value is approximately $180,000,000.00. He provided construction layout for all concrete, structural steel, MEP, and architectural items for the project. Additional duties included oversight of construction including all architectural, structural, civil and MEP field issues.

• Werner Park Baseball Stadium Papillion, NE – Field Engineer for the General Contractor. The project value is approximately $35,000,000. His responsibilities on this project were construction layout for the entire project. Other duties included coordination with civil, architectural, structural, and MEP trades, Auto CAD coordination.

PROJECT SUPERINTENDENT

EducationIowa Western Community College, Associ-ates of Civil Engineering & Construction Technology

CHRISTOPHER FREESE


Mr. Mills has over 20 years of experience in the construction industry. He has worked as a carpenter, foreman, field superintendent and construction management. He has managed projects worth over $20 million and provides the highest level of quality – above and beyond the clients’ expectations. Mr. Mills also has experience withestimating and scheduling. He has been an active member of Carpenter’s Union Local 281 throughout his career.

SELECT PROJECT EXPERIENCE• St. Cloud Metropolitan Transit Commission (Metro Bus), St. Cloud, MN

– Design, procure and manage construction of a CNG fueling facility thatincludes a compressor island, public/private fast fill fueling stations and new aesthetic canopy facing the interstate. This fast-track project also included design modifications to the bus storage and maintenance facilities in order to accommodate CNG vehicles

• Niagara Falls International Intermodal Facility, City of Niagara Falls, NY – on-siteconstruction manager for the International AMTRAK railway passenger stationwith provisions for US Customs and Immigration, Border Patrol, Department ofAgriculture, city buses, intercity buses and tourist shuttle services.

• OCCHDC, Syracuse, NY – On-site construction manager for renovation of 4 storystructure into a 144 room student housing complex.

• 17 Chapel – On-site construction manager in charge of coordination ofcontractors. Renovations of a 4 story parking garage into a 7 sotry luxurycondominium complex.

• Solvay Paperboard – Oversaw coordination of facilities upgrades and safety ofsubcontractors

• Hampton Inn, Poughkeepsie, NY – On-site project superintendent overseeing theconstruction of new 5 story hotel

• Decker Building, Corning, NY – Project superintendent for conference roomrenovation project. Included demolishing old space and building new conferenceroom and bathrooms.

• Binghamton Intermodal Transit Terminal, Binghamton, NY – Constructionmanager with duties that included project coordination of prime contractors,running bi-weekly progress meetings and insuring for the owner materials areinstalled per plans and specifications.

• Center for mental Retardation, Broome Developmental Center, Binghamton, NY– On-site superintendent for the renovations of the center.

• Kirkville DOT Facility, Kirkville, NY – Project superintendent for new facility• Corning Post Office, Corning, NY – Project superintendent oversaw construction

of new 11,000 square foot post office

PROJECT SUPERINTENDENT

EducationSpencer-VanEtten Senior High School

Additional Training

OSHA 10 Hour Construction Safety and Health

First Aid and CPR Certified

United States Army, Satellite Communi-cations Terminal Operator

AffiliationsCarpenters Union Local 281

FRED MILLS



PROJECT APPROACH

Proposed Methodology: The Professional Services AdvantageWhen Construction Management at Risk (CMaR) services are delivered by a professional services firm that has the in-house capability to act as both your Architect/Engineer and CM, the owner receives benefits unique to the development of projects like this including:• A single point of contact (one throat to choke) led by an

experienced design professional who is skilled at both designand construction project management.

• Use of a stepped project delivery process with in-houseestimating and scheduling expertise that allows for betterbudget and schedule control throughout the project lifecycle.

• Ability to significantly accelerate the project schedule, savingtime and money by phasing the design and constructionactivities.

• Use of pre-qualified subcontractors acceptable to the owner,where packages are competitively bid to get you the bestvalue.

• Fully-Transparent/Open-Book Cost Control where all costs arefully disclosed and agreed to and all contingency savings arereturned to the owner at project completion.

Technical Approach and Philosophy

Master Builder ApproachOur unique delivery method and

business approach will work to your advantage. We offer a value proposition that is not only transparent, but will expedite the process and keep first class communication at the forefront.

In the Five Bugles Master Builder Approach, the owner contracts with a team led by licensed architects and engineers. At the start of the project and during the Programming/Preliminary Design process, the Design and Construction Team will work with the Owner to fully refine the project concept and scope of work. Using a stepped delivery approach, we work closely with the Owner to plan and design the project. A transparent bidding process will be utilized to select subcontractors and share with the Owner.


Understanding the Scope of Work and Defined ResponsibilitiesThe Wendel Team will deliver the same level of enthusiasm, teamwork, skill sets and control procedures that have made us successful with many other clients and projects. These assets have enabled us to continually advance the schedule and reduce the cost of construction all while achieving a very high standard of quality, owner satisfaction and level of construction safety.

Upon award, Wendel will commence pre-construction work and then construction services. During each phase we will work collaboratively with the project design team and owner to oversee and manage the construction of the project through substantial completion and closeout.

We have considerable experience with CMaR Services for both pre-construction and construction phases and have worked successfully with a variety of clients using this delivery method. Our objective is to work with the Owner and all stakeholders to ensure our approach best fits the work, time- tables, budget and design requirements.

Our approach is consistent with the project goals and objectives as presented by the Owner in the Request for Proposal.

I. PRE-CONSTRUCTION PHASE SERVICES (Design Phase)We believe the pre-construction phase is our opportunity to develop a strong relationship between the Owner, the Design Team and the Construction Team. Working collaboratively together, we will lead the independent cost estimate reviews, value engineering, design document reviews, constructability reviews and master schedule development. This gives usan opportunity to develop and set operational procedures, establish project management interface protocols and create a cohesive design/owner/construction team. Partneringthis way helps set and meet the client’s primary goals and objectives and provides a structure to the lines of communication.

The pre-construction period provides an ideal opportunity to prepare for construction and hit the ground running.


a. Pre-Construction PlanningThis is the best time to develop operational procedures.Establishing project management protocol and conductingdesigner/owner/constructor work sessions will establishlines of communication. It also enables each team memberto articulate their primary goals and objectives while alsounderstanding those of others.

Our detailed Project Plan for this engagement will serve as a“living” document that will incorporate all of the accruedinformation and knowledge pertaining to the project, as well asdocument project specific approaches to contract management,quality control, safety coordination, schedule control andbudget control.

Operating procedures are an effective tool to communicate andunderstand the needs of an entire team. We will establish theday-to-day operations and procedures necessary tosatisfy both the internal and external lines of communication,documentation and reporting for all team members.

b. Pre-Construction ServicesWe encourage and are often called upon to be actively involvedwith the Owner’s user group and design team as the drawingsare being developed. The advantage for the Owner and DesignTeam is that we can draw upon our experience to find the mostcost and schedule effective solutions. The inherent flexibilityand team-building benefit of this approach avoids designrevisions and results in better, more constructible documentsand a superior project.

We will work closely with the Design Team to take the projectdesign from concept to the construction documents phase. Weaim to advance the construction effort by making use of timeusually consumed by completing the design, for work that canbe completed as the construction drawings and details develop.

PROJECT APPROACHCONTINUED


Working as the Construction Manager, we can influence the design through the evaluation of the A/E’s cost estimates, suggestion of alternative material selections, making recommendations on construction feasibility and constructability, providing value engineering input, making assessments of phasing, site logistics and assessing time implications for materials delivery, installation and construction. We will review and evaluate this objective data with the Owner and the Design Team to help achieve the most effective solutions.

c. Project Cost Control Value Engineering vs. Value Elimination: The difference is vital to a project’s success. Our plan for controlling construction budgets is to conduct our own independent cost estimates at roughly the 50% and 100% design completion stages as part of the project plan from day one of the design process. By doing this, a cost control baseline can be established that will guide the Design Team as they do their work. This baseline will help establish the type, quantity and quality of materials that the project can expect to afford. This can then be compared to the Owner’s budget and expectations, and if necessary, Value Engineering refinements can be made to either the project budget or scope in the early phases of the project. This will help the project avoid costly time delays later due to design revisions, as well as avoid raising false hopes and expectations by developing designs that cannot be constructed.

d. Bid SolicitationDuring the design process, we will reach out to prime contractors and sub-contractors to review the project scope and schedule and solicit interest from the local construction community. Once the design is complete, we will work with the design team to scope the project into an appropriate number of bid packages required to best benefit the Owner. Each bid package will be issued and competitive bids will be publically solicited. Bid proposal forms will require detailed bid breakdowns that are set up in accordance with how our base line budget has been created (usually by CSI specification division or by a major trade breakdown). We will hold a pre- bid meeting with prospective bidders, receive RFI’s during the bid period and issue addendums to clarify the biddding documents in collaboration with the design team.

Bids will be received, publicly opened by Wendel, tabulated and transparently shared with the Owner immediately. We will conduct scope review meetings with the two lowest bidders for each bid package to confirm their bids are complete, they reflect the project scope, and to review any major irregularities that may be identified or proposal qualifications made by a bidder.



Once we have de-scoped each bidder, we will meet with the owner to review all information and jointly decide on which firm will be awarded the contract for each bid package. Our open book approach allows the owner full access to all bid information received and to be an active participant in the process of selecting the most appropriate specialty contractors for this project.

II. CONSTRUCTION PHASE SERVICESThe effort invested by the Project Team during the pre-construction phase will yield a high rate of return toward thesuccess of the construction components of this project.

a. Site Representation: The Wendel Team will provide a full-time, on-site representative to observe the progress and quality of the work to determine if, in general, the work of each Prime Contractor is being performed in accordance with the requirements of the Contract Documents. Also, to administer the Contractor’s activities and responsibilities from the start of construction through project close-out.

b. Trade Coordination: The Wendel Team is just that - a team.We are not brokers, who simply dole out the work and leave it to the contractors to coordinate and self-manage their activities and progress. Every member is 100% committed and involved in the project for the duration. Our on-site superintendent will be our day to day coordinator between all subcontractors and associated personnel involved in the project. They will monitor the schedule, conduct progress meetings and will coordinate all actives to ensure that the project schedule is met and the impact of changes are kept to a minimum. In addition, Wendel will have a Senior Project Manager that will be the single point of contact with the Owner who is responsible for overall project coordination, monitoring of daily activities, add supporting our field and office staff.

c. Construction Coordination Meetings: Will be held on-site on aweekly or bi-weekly basis with the Owner, Design Team and Prime Contractors to review the progress of construction and to address and resolve outstanding issues. Supplementary meetings on an as-required basis will be scheduled to resolve critical issues. Meeting minutes will be promptly prepared and distributed to the project team members.


d. Records Management: The Wendel team uses “Procore” as a contract management software to prepare meeting minutes and daily reports and to monitor the timely delivery and processing of RFI’s, Submittals, Contract Budgets and Change Management. We will independently review and process contractor proposals and change orders for additional work. We will prepare and distribute monthly progress reports with schedule, budget/cash flow and project status updates to the Owner and Design Team. We will maintain project records on-site and will review and certify Contractor’s monthly Applications for Payment.

e. QA/QC During Construction: The focus of QA/QC during the construction includes on-site testing and special inspections to confirm compliance between finished work and the contract documents and industry standards. We believe in approaching this portion of our responsibility in a proactive rather than reactive fashion.

We will administer the scheduling and coordination of the Owner’s third party materials testing and special inspection agency and will arrange for delivery of testing and inspection reports to the Owner and Design Team f. Schedule Management: We believe the organization of the project input and decision making processes, and avoiding rework, are the keys to maintaining any schedule. Thus, we pledge to stay ahead of this project during each step by maintaining effective lines of communication, going the extra mile, and facilitating the information gathering and sharing process.

The Wendel Team, by working collaboratively with the Owner, Design Team and each Prime Contractor will develop and monitor an over-all Master Schedule and Phasing Plan that embraces the project requirements and constraints from contract award to final completion. A well-developed, realistic and achievable schedule is fundamental to achieving Contractor buy-in and accountability. We elicit Contractor input which also fosters cooperation and progress.

The Master Schedule and Phasing Plan will be updated bi-weekly and more frequently when the circumstances warrant. Current schedules will be published and issued to the project team to ensure effective coordination of all activities and events. Based on past project experience on similar schedule critical projects, using the aforementioned approach, we have an excellent track record of completing projects on time.

Even the best-prepared plans can be severely tested at a moment’s notice due to unexpected events beyond everyone’s control. Recovery planning is essential when a schedule slippage occurs, for whatever reason.



Our approach will be to proactively monitor and manage the project schedule to confirm that our team stays ahead of critical path schedule tasks.

g. Budget Management: With respect to project finances,Wendel utilizes a Fully-Transparent, Open-Book format where all unused project funds are returned to the owner at project completion and not treated as a potential source of profit for us. This transparent approach to financials clearly communicates all management and construction costs where every project dollar spent is fully understood and agreed upon with the owner. The result: no surprises or corners cut; maximizing the work completed and efficiency of the associated costs.

h. Project Safety: The Wendel Team is dedicated to a cultureof safety and a safe construction site. From the very start of each project our Team makes safety our #1 priority by:• Requiring our construction management staff to be

properly trained and certified, and clearly understand our responsibility for job site safety.

• Requiring all personnel to sign in and out of the jobsitedaily.

• Reviewing jobsite safety requirements with eachContractor during the bid de-scope and pre-construction kick-off meetings.

• Providing onsite safety orientation for ALL personnel andmandating OSHA 10 Compliance. OSHA 10 cards for all personnel shall be submitted and kept on file with Wendel’s onsite construction management staff.

• Thoroughly reviewing and maintaining a copy ofeach Contractor’s Site Specific Safety Plan. Wendel requires each Contractor to submit their safety plan in conformance with project requirements, site conditions and scope of work. Each Contractor shall maintain a copy of the safety plan onsite while work is being performed.

• Regularly observing and enforcing safe work practicesand ensuring proper PPE is in use. These observations are reported weekly during the construction progress meetings.

• Performing periodic job site safety review by Wendel and/or Wendel’s insurance company.


• Requiring each Contractor to hold weekly “Tool Box Talk” meetings with their personnel to maintain awareness of onsite work hazards, and educate personnel how to safely work around these hazards. Documentation of these meetings, including personnel sign in sheet, shall be submitted.

• Requiring documented photo verification of Lockout Tag Out (LOTO)

• Requiring Contractors to provide copies of hot work permits and confined space permits prior to starting work.

• Enforcing compliance by notifying offenders, the Site Superintendent and Project Manager. On a case-by-case basis the construction management staff will enforce more stringent penalties depending on the severity of the safety infraction.

As Construction Manager, the Wendel Team will work diligently to uphold the value of a safe construction site so that all contractors and their sub-contractors understand the safety expectations, follow-them diligently and help us ensure their personnel return home safely each day.

i. Project Close-Out: We will lead and manage the construction close-out phase including the scheduling of substantial and final completion inspections, development of punch list items and completion of outstanding work, preparation of O&M Manuals and record documents and processing of close-out paperwork and the final contractor Applications for Payment.



Orleans County Administration

BuildingClient

Orleans County

Project LocationOrleans County, NY

Services PerformedArchitecture, Engineering,

Construction Management

Completion Date2019

Project Cost$10million

Client ContactChuck Nesbitt

Chief Administrative Officer3 South Main Street

Albion, NY 14411585-589-7053

Wendel was hired in May of 2016 to perform design services for the County of Orleans in New York State. The county identified a need to consolidate services that are currently located in several facilities, some of which are no longer owned by Orleans County. Certain departments are occupying physical spaces that are no longer sufficient for their needs and it was determined that additional space is required.

Wendel proposed to first provide programming services in a condensed, in-depth series of sessions with key personnel through our Immersion process. This involved a series of meetings between architects and engineers from multiple disciplines and various department heads, administrative staff and legislators.

After an initial two-day work session, Wendel was able to provide a more detailed space analysis identifying which departments would require space in a proposed 23,000 square foot addition, as well as determine required square footage, key adjacencies, access and security requirements, and operational workflow criteria.

The project is currently under construction and Wendel is acting as the Construction Manager’s Advisor overseeing the work of five (5) Multiple Prime Contractors using a fully transparent open-book cost control approach.

Project Description



St. Cloud Metro BusCNG Fueling Station & Facility

Renovations

ClientSt. Cloud Metropolitan Transit

Commission

Project LocationSt. Cloud, MN

Services PerformedArchitecture, Construction Management, Engineering

Years of Installed Use4.5 years

Project Cost$7,400,000

Client ContactEd Yorek

665 Franklin Avenue NESt Cloud, MN 56304

St. Cloud Metro Bus determined they wanted to convert their fleet over time to Compressed Natural Gas (CNG), starting with 23 buses. In or-der to do this, Wendel was engaged to design, procure and manage construction of a CNG fueling facil-ity that includes a compressor island, private and public fast fill fueling stations and new aesthetic canopy facing the interstate. This fast-track project also required design modi-fications to the bus storage and bus maintenance areas to handle CNG buses and comply with CNG codes. The facility renovations were designed to accommodate heavy duty maintenance. As an alternative construction management design-build agreement, Wendel acted as Construction Manager as Owner's Agent on behalf of Metro Bus.

Unique to this project was Wendel's very own Immersion Process, which successfully got the project off to a quick, high impact start through a series of orchestrated meetings over three days. The goal was to get the owners, stakeholders, and all gov-erning/code officials together with the design team at the project site in order to collect and discuss pro-gramming information in real time. These meetings were a blend of project team meetings and "Immer-sion" into the Metro Bus way of doing things. The result was consensus and direction toward complete design at the end of three days. As a result Wendel was able to give the group several design options from which they chose a favorite.

Project Description



Dash's Market North Buffalo

ClientDash’s Market

Project LocationBuffalo, NY

Services PerformedArchitecture, Engineering,

Construction Management

Completion DateSpring 2019

Project Cost$10 million

Client ContactJoe Dash

Owner1770 Hertel Avenue

Buffalo, NY 14216(716) 553-5035

[email protected]

Wendel is providing full-servicearchitecture, engineering, andconstruction management for a new2-story Dash’s Market on the cornerof Hertel and Starin in North Buffalo;a significant redevelopment projectfor this neighborhood. The buildingincludes a new market, café, fullservice specialty shops, preparedfoods, street side patios, offices, andparking.

Special features will include historicbrick detailing and a green roofopen to the second floor. The projectis pursuing LEED certification. Thebuilding is approximately 47,000 sf and will be constructed in phases to allow the existing store to operate during construction.

Project Description


The ChallengeAs common with many counties, St. Lawrence County (SLC) was faced with aging infrastructure that needed expedited improvements. With limited resources, SLC was looking for a streamlined, single point of contact project delivery model to help them meet their needs. The project consisted of the following scope of work:• Roof Replacement• Lighting and Lighting Controls Improvements• HVAC System Improvements• Data Center Improvements

The SolutionSLC found quality and value in Wendel’s Master Builder approach and selected Wendel to act as the design-builder. To meet the owners needs, Wendel transparently delivered a turnkey project that exceeded the customers’ expectations—in terms of quality of construction and overall project costs. Wendel’s stepped delivery approach assured SLC had the opportunity to provide input and guidance through the project development. Wendel’s fully transparent pricing ensured SLC received the best pricing from qualified installers. Wendel’s open book policy provided SLC with complete control and understanding regarding where their money was being spent.

At the end of the project, Wendel turned over all remaining contingency funds to SLC resulting in a project that was completed under budget.

Project Description


Contract Project Costs: $2,940,000 Following the completion of the project, the contracted project cost (the Guaranteed Max Price) was reduced to match the actual project cost at the end of construction. This is a result of Wendel’s open book policy and commitment to provide cost effective solutions to our clients.

Actual Project Cost at the End of the Project $2,660,000Grants & Incentives $280,000(Secured by Wendel on behalf of the County)

Final Project Cost $2,420,000

The Results SLC saved approximately: $520,000

St. Lawrence County

Facilities Improvement Project

ClientNYSERDA

Project LocationCanton, NY

Services PerformedConstruction Management,

Architecture, Engineering, Energy Performance Contracting

Years of Installed Use3 years


Client ContactMike Cunningham

Director of Government ServicesSt. Lawrence County

48 Court StreetCanton, NY 13617

P: 315-379-2207E: [email protected]



Big Sister Creek Wastewater

Treatment PlantFacilities Improvement Project

ClientErie County Department of

Environment & Planning

Project LocationBuffalo, NY





Client ContactErie County Department of

Environment & PlanningJoseph Fiegl

95 Franklin Street Room 1034Buffalo, NY 14202

The Erie County Department of Environment and Planning stated a goal to enhance the efficiency of their facilities at the Big Sister Creek wastewater treatment plant. Wendel was selected to optimize the energy efficiency of the wastewater plant by retrofitting existing facilities and building a new control room building addition with a green roof. Wendel provided energy evaluation, preliminary engineering, project financial development, design services, bidding, construction management services and grant assistance throughout the performance of this project. The project components included the following scope of work: • Dissolved oxygen control system• Energy management and

SCADA system• Return activated sludge pump

VFDS and control system• Digester aeration blower VFDS

and control system• Lighting improvements• New control room building

addition with a green roof

As a phase 2 to the project Wendel also is evaluating the option of replacing the existing centrifugal blowers with turbo blowers and replacement of the existing aeration system with a higher efficiency system.

Erie County used Wendel as their design-builder on this project. Wendel transparently delivered a turnkey project with their stepped delivery approach that assured the county had the opportunity to provide input and guidance through the project development.

Wendel’s open book policy provided the county with complete control and understanding regarding where their money was being spent.

Project Description



Bingo and Gaming Hall Additions and

RenovationsClient

Seneca Gaming & Entertainment

Project LocationIrving & Salamanca, NY

Services PerformedConstruction Management

Engineering

Years of Installed Use9

Project Cost$19.3 Million (for both Salamanca

& Irving)

Client ContactTodd Gates

President Seneca Nation of Indians

716-532-4900

Wendel, along with our Native American Construction Management partner Kennedy Wendel, provided a fast-track, design-build solution to renovate and rejuvenate the Seneca Nation’s two current Bingo and Entertainment Halls located in Irving and Salamanca, New York. Wendel and Kennedy Wendel worked with the Owner to determine long term goals and assess costs associated with schemes ranging from minor improvements to full replacement. Understanding that the Owner’s goal was to improve their Class II facilities with the anticipation of leveraging that success in future Class III negotiations turned what started as a minor concessions stand improvement into a full blown renovation at two facilities. The completed projects provide expanded bingo and gaming spaces, new poker rooms, updated facades and entrances, new “WOW” factors, and upgraded amenities.

The design-build team performed the following tasks:• Used a stepped design

approach to work with the client to develop a building and site program for the gaming, back of house, and public areas

• Prepared alternative floor plan and site development layouts and building elevations

• Prepared final Construction Documents, pre-qualified local specialty construction partners and competitively bid multiple sub-contract bid packages

• Developed and managed a fully transparent, open-book GMP project budget

• Developed and managed a comprehensive, accelerated project design and construction schedule

• Developed and managed a comprehensive, accelerated project design and construction schedule

Project Description



Village of Silvercreek

Facilities Improvement Project

ClientVillage of Silvercreek

Project LocationSilvercreek, NY





Client ContactNicodemo Piccolo

172 Central AvenueSilvercreek, NY 14136

(716) [email protected]

The Village of Silver Creek wanted to improve both energy and operating efficiency among their facilities. The goal was to reduce the village's energy consumption and operating expenses, as well as make a positive impact on the environment by reducing their carbon footprint. The project focused on the following scope of work: • Effluent Filter Building• Lighting and lighting controls• Building envelope improvements• Door replacements• HVAC System upgrades• Aeration diffuser/blower

upgrades• Water meter installation• DPW backup generator• WWTP Backup generator

For the construction of the effluent filter building, the Village took advantage of Wendel’s Master Builder approach and had Wendel act as the design-builder on the project.

Wendel transparently delivered a turnkey project that exceeded the customers’ expectations—in terms of quality of construction and overall project costs. Wendel’s stepped delivery approach assured the Village of Silvercreek had the opportunity to provide input and guidance through the project development. Wendel’s fully transparent pricing ensured the Village received the best pricing from qualified installers.

The project was completed before the due date of consent order.

Project Description



Eau Claire Fire Station No. 10

ClientCity of Eau Claire

Project LocationEau Claire, WI

Services PerformedArchitecture and Engineering

Completion Date2018


Client ContactChris Bell

Fire Chief216 South Dewey Street

Eau Claire, WI 54701715-839-5012

In 2017, the City of Eau Claire selected Five Bugles Design, a division of Wendel, to be the architect on a new satellite station, replacing existing Fire Station No. 10 on the city’s East Side. Five Bugles Design used a comprehensive GIS study to review potential site locations, with a selected site that was densely vegetated, but was known to be a former waste disposal area in the early 1900s. Based on historic topographic maps, there was a ravine at the proposed site of which locals used to fill with various materials.

Geo-technical data indicated that half the station could be placed in the upper Northwest corner of the property and still be located in virgin soils, while the other half of the station would need excavation to depths of 30’-0” to remove these materials. A phase 2 environmental site assessment was completed indicating a passive vapor system be installed under the slab of the building.

In the fall of 2017, construction began. When entering the main entrance, in the vestibule sits a display area complete with historical information about the department, a lobby and a training room which can be used by various other groups but still remains secure from the rest of the department with a watch office looking over the apparatus approach.

The living quarters are complete with kitchen, dining, day and exercise rooms, as well as gender neutral toilet/showers and six dorm rooms. The new station includes five drive through bays, of which two were bid as an alternate bid to the project. The apparatus bay support area includes a maintenance room, SCBA work room, EMS storage and a state of the art decontamination area, with segregated gear storage, gear laundry, decontamination showers with steam abilities and a clean laundry area.

Project Description


NEW FIRE & EMS STATIONCHIPPEWA FALLS, WI

RELATED EXPERIENCE

The City of Chippewa Falls selected Five Bugles Design to provide a comprehensive G.I.S. Site Selection Study as well as architectural design services for the City’s new Central Fire Station. Various sites were reviewed throughout the City and a site was chosen that best fits the response times. The architectural design was the result of numerous public presentations and open house forums during both programming and schematic design phases of the project. The project was completed in April 2017, on time and under budget.

Actual Cost of Construction$4,000,000Estimated Cost$4,200,000

New Construction

Spring 2017

Michael L. Hepfler, Fire Chief211 Bay StreetChippewa Falls, WI [email protected]



NEW FIRE & EMS STATIONVERONA, WI

Actual Cost of Construction$9,180,000Estimated Cost$9,200,000New Construction

Fall 2015

Bill Burns Verona City Administrator (former) City of Middleton 7426 Hubbard Ave. Middleton, WI 53562 [email protected] 608.821.8356

This proposed design for a new fire station was recently completed for the Verona Fire Department. The new 8-bay central station includes a large apparatus/emergency vehicle bay with administrative offices on the first level and living quarters for staff and interns on the second level. The new station occupies a prominent site and the Prairie Style architecture reflects the local urban fabric. The Architectural Design was the result of numerous public presentations and open house forums during both programming and schematic design phases of the project. Designed to Self-Performing LEED Silver, the station is a high performing building. Completed on time and under budget.

Project Specific Elements:• 44,000 Square Feet • Combination Department• Career EMS • Living Quarters• Training • Station Alerting System• LEED Silver (Self Performing) • Historic Display

RELATED EXPERIENCE



NEW FIRE & EMS STATIONJANESVILLE, WI

The City of Janesville retained Five Bugles Design to replace its aging Central Fire Station located on Milton Avenue; a gateway to Janesville’s Downtown. The new station is located on adjacent parcels allowing for existing 24/7 Fire & EMS protection. Architecturally the new station is inspired by many of the features of the existing station it is replacing. The Architectural Design was the result of numerous public presentations and open house forums during both programming and schematic design phases of the project. The station recently received a Notable Mention Award from Firehouse magazine. As important,it was the 2nd lowest cost per square foot of all contestants, completed on time and under budget.

Project Specific Elements:• 33,000 Square Feet • Combination Department• Career EMS • Living Quarters• Training Center • Station Alerting System• LEED Silver (Self Performing)

Actual Cost of Construction$6,080,000Estimated Cost$6,100,000

New Construction

Spring 2016

Randy Banker, Fire Chief 303 Milton Avenue Janesville, WI 53545 608.755.3050 [email protected]

RELATED EXPERIENCE



SELF-PERFORMED WORK

Wendel does not self-perform any construction work and strongly believes that Owners should scrutinize CM’s that push to perform portions of the work with their own forces. First - there is no guarantee the work will be of better quality, get done faster or be less expensive. Second - the true value CM’s bring to Owner’s is their expert ability to transparently manage the trade contractors, maintain the Owner’s intended quality, meet/beat the project schedule and manage the project costs as a professional service, in a trusted advisor fashion, on behalf of the Owner. Even if they competitively bid their self-performed work against other trade contractors, CM’s who self-perform are the ones that write the bid package scope of work they compete for and often shift costs from their CM contract to a trade contract as a way to increase their opportunity to cover necessary project costs in a different bucket and make more profit over all on a project.

For example a bid package scope will require the subcontractor to provide certain general conditions costs, project management costs, safety personnel and a full time on-site superintendent for the scope of subcontracted work. This presents an opportunity for the CM (if they are selected) to have a portion of their PM, safety personnel and site super paid for out of both the CM contract bucket and the sub-contract bucket, resulting in more fees/profit for the CM who self-performs work.

A truly open-book approach would not support this self-benefitting “hiding of the cheese” philosophy and rather promotes the full disclosure of all project labor and material costs in an ethical and transparent manner, for the benefit of the Owner.


PRICE PROPOSALFOR CONSTRUCTION MANAGER AT RISK SERVICES

1. Preconstruction Services: $12,500.00 Lump Sum

2. Construction Management Fee: $165,000.00 Lump Sum base fee, or 2.75% of the actual cost of work should it exceed $6,000,000.00

3. Cost Associated with Bonding: 2.0% of the actual cost of work, or $120,000.00 Lump Sum for a $6,000,000.00 construction value should the Owner require bonding. Subcontractor performance and payment bonds will be required and will be part of the cost of construction work.

4. Warranty: 1 year labor and materials warranty plus extended warranties for specific components as outlined in the technical specifications - such as roofing, façade components, windows, mechanical and electrical equipment, etc.

Continued on the next page.


5. General Conditions Costs:Item Anticipated Monthly Cost*Telephone/Internet $400.00Advertising, signs GR Cost**Job Office and Auxiliary Office $750.00Job Office supplies and equipment $100.00Sanitary facilities GR Cost**Project Management $6,000.00Full-time onsite supervision (superintendent) $16,800.00 Superintendent truck $1,000.00Computer software/hardware GR Cost**Mobilization GR Cost**Continuous clean-up GR Cost**Total Monthly cost $25,050.00/month

*prior to the start of construction and after the bidding and selection ofcontractors, the actual general conditions costs will be converted into a lump sum for the GMP that will be billed on a percent complete basis in our schedule of values.

**these costs are typically considered General Requirements (GR) costs and will be handle costs in our GMP and will be billed as monthly expen-ditures at cost (with-out markup) as outlined below.

6. General Requirements Costs:The general requirements costs as outlined in the RFP will be handled as“allowance” costs in our GMP and will be billed as monthly expendituresat cost (with-out markup). We do not treat these costs as our costs.Rather, they are costs directly related to and in support of this projectand will be managed collaboratively with the Owner using our fully-transparent, open-book process where all unused allowance funds arereturned to the Owner at project completion.

PRICE PROPOSAL CONTINUEDFOR CONSTRUCTION MANAGER AT RISK SERVICES


VOLUNTARY ALTERNATE PRICE PROPOSALFOR CM AS ADVISOR SERVICES

Overview: the vast majority of the over 200 Fire Station projects we have been involved with for Municipal Clients have been delivered using a Construction Manager as Advisor (CMa) approach where the CMa manages the work of the project as a professional service on behalf of the Owner (similar to that of the Architect), and the contractors directly contract with the Owner – thus eliminating the risk of “owning” the subcontractors. We would perform all of the same pre-construction and construction phase services and treat this project with the same level of diligence as we would for an “at risk” project, only the cost to the Owner will be less. The trade contractors will be managed the exact same way, the schedule will be built and managed with the exact same level of managerial oversight, and the project finances will be managed collaboratively with the Owner in a fully-transparent, open-book manner where all unused project funds/contingency are returned to the Owner at project completion. Subcontractors will be required to provide performance and payment bonds, but since we as the CM are not in a risk position the cost for CM level bonding is eliminated. In the CMa scenario, the Owner will have minimal impact to their staff resources. The Owner will be required to sign the contracts with subcontractors (that we prepare on your behalf) and we do the rest as if we were at risk – but for less cost.

1. Preconstruction Services: $12,500.00 Lump Sum

2. Construction Management Fee: $135,000.00 Lump Sum base fee, or 2.25% of the actual cost of work should it exceed $6,000,000.00

3. Cost Associated with Bonding: CM level bonds would not be required in this scenario so the costs associated with this item are zero. Subcontractor perfor-mance and payment bonds will be required and will be part of the cost of construction work.

4. Warranty: 1 year labor and materials warranty plus extended warranties for specific components as outlined in the technical specifica-tions - such as roofing, façade components, windows, mechani-cal and electrical equipment, etc.

Continued on the next page.


5. General Conditions Costs:Item Anticipated Monthly Cost*Telephone/Internet $400.00Advertising, signs GR Cost**Job Office and Auxiliary Office $750.00Job Office supplies and equipment $100.00Sanitary facilities GR Cost**Project Management $6,000.00Full-time onsite supervision (superintendent) $16,800.00 Superintendent truck $1,000.00Computer software/hardware GR Cost**Mobilization GR Cost**Continuous clean-up GR Cost**Total Monthly cost $25,050.00/month

*prior to the start of construction and after the bidding and selection ofcontractors, the actual general conditions costs will be converted into a lump sum for the GMP that will be billed on a percent complete basis in our schedule of values.

**these costs are typically considered General Requirements (GR) costs and will be handle costs in our GMP and will be billed as monthly expenditures at cost (with-out markup) as outlined below.

6. General Requirements Costs:The general requirements costs as outlined in the RFP will be handledas “allowance” costs in our GMP and will be billed as monthly expen-ditures at cost (with-out markup). We do not treat these costs as ourcosts. Rather, they are costs directly related to and in support of thisproject and will be managed collaboratively with the Owner using ourfully-transparent, open-book process where all unused allowance fundsare returned to the Owner at project completion.

VOLUNTARY ALTERNATE PRICE PROPOSAL CONTINUEDFOR CM AS ADVISOR SERVICES

715.832.4848fivebuglesdesign.com

Town of Greenville Fire & Safety Building

Proposal to provide Construction Management at

Risk (CMAR) Services

Joel Gregozeski, Town AdministratorTown of Greenville

W6860 Parkview DrivePO Box 60

Greenville, WI 54942

September 14, 2018

The Boldt Group, Inc. 2525 N. Roemer Rd.P.O. Box 373Appleton, WI 54912

920-739-7800 phonewww.boldt.com

September 14, 2018

Town of Greenville Attn: Town Administrator Joel Gregozeski W6860 Parkview Drive PO Box 60 Greenville, WI 54942

Re: Request for Qualifications, Town of Greenville Fire & Safety Building Construction Management at Risk (CMAR) Services

Dear Mr. Gregozeski,

A new fire and safety building is a pivotal event for the Town of Greenville. This proposal demonstrates our understanding of your objectives and our complete commitment to help you achieve them.

It would be an incredible honor for Boldt to be trusted to build Greenville’s public safety facility and to help it achieve its mission to enhance the quality of life for the community. We are submitting this RFQ response that includes our project philosophy / approach, project team, references, project experience, and our basis of compensation.

What will it take to build your project and have fun doing it?

We know you will need a project team that has the right mix of experience in past projects, team collaboration, and a focus on safety. You need a team that challenges conventional wisdom to deliver a strong project. Upon reviewing our RFQ response, we believe you will find Boldt to be the perfect fit as your construction manager and fun to work with too.

What you can expectTeam – We’ve assembled a team with experience in providing numerous fire station Construction Management at Risk projects, all of which have had a substantial impact on the communities in which we live. We have the expertise and know-how to lead a collaborative and problem-solving project management team. This, coupled with our ability to listen and respond to customer needs, will ensure that you receive the highest performance value for your budget.

Experience – Experience is not solely defined by the depth of projects we have worked on, but also in our understanding of the local market, ability to be innovative, and the creative solutions we develop to overcome any challenges we might face. Our Construction Management team has a great deal of experience working together and combined experience of over 100 years.

Communication/Delivering our Commitment – Our highly engaged team will create an environment through which we can freely focus on delivering value, ensure that there is open communication between all parties, and explore multiple options that result in reduced cost with clear and consistent communication with the Town to eliminate any surprises.

We are very excited about your project and believe we can significantly contribute to Greenville’s long-term growth and success. Boldt welcomes the opportunity to further discuss our proposal and demonstrate our qualifications to become a member of your team.

Sincerely,

Tom Boldt Chief Executive Officer [email protected] 920-225-6101

Table of Contents

1. General Firm Information

2. Team

3. Approach to the Project

4. Experience

5. Self-Performed Work

6. Price Proposal

“I would highly recommend Boldt Construction Company to any municipality or organization. Boldt provided the expertise and

resources needed to successfully meet our expectations on both of our fire station construction projects. They partnered with us to assist

in developing cost saving solutions, additionally, the on- and off-site managers provided professional coordination while maintaining

adherence to mutually determine schedules to accommodate our timelines. Boldt truly understands what it takes to maintain a successful

relationship with their customers. ” - Timothy A Bantes, Fire Chief

Town of Grand Chute

Page 4

Section 1General Firm Information

Page 1

1.0 General Firm Information

The Boldt Company is a fourth generation, family led, employee-owned firm that was incorporated in the State of Wisconsin. From its beginning as a 19th Century carpentry shop, Boldt’s 129-year record of success has been built on collaboration, innovation, and performance so you can meet or exceed your building goals.

In 2017, Boldt was voted Best Commercial Builder for Best in the Valley Reader’s Choice Awards. Other notable awards include Wisconsin Builder Award for Builder of the Year in 2009, and Contractor of the Year by Midwest Construction Magazine in 2007.

WHAT WE VALUE…

AND WHY IT’S IMPORTANT TO YOU

At Boldt, we’re driven by our values. We believe in honesty and hard work. We love what we do. And we’re committed to leading the way in the four areas below that make the biggest impact on our employees, customers and community.

Boldt continues to do things differently from the rest of the industry. Our success is due to a company culture that encourages each team member to become a leader at his or her level and find better ways to accomplish company

and customer goals. This dedication to BoldThinking has created efficiencies and savings for our clients and has fostered a culture of creativity, respect, and integrity.

OFFICE LOCATIONS

Boldt’s corporate headquarters is located in Appleton, Wisconsin, just minutes from the Town of Greenville, where we also own and operate a Construction Services Facility. We continue to nurture our small-town values. Boldt realizes the impact each project has on the local economy. We also believe in building the communities in which we live and work.

We believe in...

InnovationCommunity

SafetySustainability

Boldt Office LocationsProject Locations

Oscar C. Boldt

Page 2

GREATER NORTHERN REGION

Corporate Headquarters 2525 N. Roemer RdAppleton, WI 54912

3049 Ramada Way Ste 150Green Bay, WI 54304

2901 Business Park DriveStevens Point, WI 54481

1001 Tall Pine LaneCloquet, MN 55720

3621 9th St NWRochester, MN 55901

CENTRAL REGION

205 W Wacker Drive Ste 250Chicago, IL 60606

660 John Nolen DrMadison, WI 53713

N21W23340 Ridgeview PkwyWaukesha, WI 53188

1110 N Old World 3rd St Ste 610Milwaukee, WI 53203

SOUTHERN REGION

51056 Century CourtWixom, MI 48393

101 W Hefner RdOklahoma City, OK 73114

WESTERN REGION

2150 River Plaza Drive Ste 255Sacramento, CA 95833

455 Market St Ste 500

San Francisco, CA 94105

DISCIPLINES AND STAFF EXPERTISE

MARKET EXPERTISE

Construction Services

▪▪ Program Management

▪▪ Construction Management

▪▪ General Construction Services

▪▪ Maintenance Services

▪▪ Integrated Lean Project Delivery

The Boldt Company

Automotive Commercial EducationAutomotive Commercial

Power & EnergyHealthcare Industrial

Science & TechnologyPublic Sector Religious

Page 5

Section 2Team

Page 3

Boldt believes our best resource is the outstanding people working for our team. With a professional, knowledgeable, respectful and fun work environment, Boldt fosters individuals who are dedicated to success. Our team possess a strong work ethic, integrity and a can-do attitude. Each person we select to represent Boldt on a project brings valuable experience and proven insight into the construction management process. Our teams are structured by how they fit the project scope and relationships they have with the other members of the project team.

The individuals we have listed below will be the core group working on this project. They each have experience with similar projects. Our team includes our company’s fire station expert, who will provide unique insights and benefits to the project during preconstruction, using his past lessons learned. Our team is eager to share Boldt’s extensive fire station and construction experience.

2.0 Team

Project TeamTony Meeuwsen – Project Principal and Preconstruction ManagerTony has had significant experience working as a Project Manager on many recent fire station projects in Wisconsin where Boldt was the Construction Manager. Tony managed the preconstruction and construction efforts on these projects. His understanding of what is important to the fire department, knowledge of past budgets, long-lead time items, best practices for bid packages and communicating to your department will be invaluable. Tony will play a key role in the preconstruction phase to prepare the team for the construction phase by participating in the project meetings, constructibility reviews, preliminary scheduling and subcontractor engagement. His guidance will ensure the project optimizes cost, quality and schedule.

Zachary Whitney – Project ManagerZach will be involved from day one in working with our preconstruction team to develop the project. He will also be responsible for leading and coordinating the site construction activities, including continuous communication with the Town of Greenville staff. He will oversee all the subcontracting efforts and negotiations with major material suppliers. His experience will be critical in developing and maintaining budgets, critical path scheduling, quantity tracking and labor productivity analysis. His experience will also ensure that this project gets on track from the beginning and stays on track through completion. Zach lives in the Town of Greenville and fully understands the significant community improvement this project offers.

Josh Fenske – Project EngineerJosh will be onsite once construction starts. He will assist Zach in coordinating the site construction activities, including continuous communication with the Town of Greenville, Construction Superintendent, onsite craft labor, and subcontractors. He is an integral part in making sure your project is delivered to the highest quality, at the best value, on-time and within budget.

Mike Hertel – Construction SuperintendentAs the Construction Superintendent, Mike is always the first one on the jobsite and the last to leave. He knows everything that is going on during the day and leaves the site safe and secure for the next day. An experienced Superintendent, Mike has worked on a variety of Boldt’s municipality-based projects. He is straightforward in communicating construction progress and challenges with owners. He is quick to offer solutions that benefit his projects. Mike is responsible for the day-to-day field construction activities. He coordinates subcontractors, supervises Boldt craft employee activities to make sure that project specifications and quality standards are always followed, monitors safe work practices and ensures the project is delivered on schedule.

Page 4

Rob Renaud – MEP SpecialistRob will be involved throughout preconstruction and construction, working with the engineering team to ensure that the right MEP systems are put in place. He will facilitate constructibility and system reviews, assist with 3D model reviews for clash detection, and lead the MEP trade partner selection process. Rob excels at collaboratively engaging the trade partners and engineers throughout the entire process to ensure that the shop drawings, installations, and commissioning activities are seamless.

Fred Rose– Safety SpecialistFred will have overall responsibility for developing our site-specific safety plan and assisting with implementation of that plan. Fred will support Zach to ensure that they have the right equipment to perform the work safely, as well as coaching for any subcontractors that may need assistance with their safety programs. Fred is a resource to help everyone on site work safely so everyone goes home safely. Fred is also a resident of the Town of Greenville.

Ashlee Everson– EstimatorAshlee will have the responsibility of overseeing all estimating efforts during the preconstruction and construction phase. She is a strong estimator that owners rely on for budgets. Ashlee provides customers and their stakeholders with cost certainty. She will work with the design team and Boldt preconstruction team to provide the Schematic Design (SD) budget, Design Document (DD) budget and the final Construction Document (CD) budget prior to bidding out the project. As the scope is being refined, Ashlee will provide real-time estimates to assist the project team in making final decisions. Ashlee will also help develop the preliminary schedule, advise on constructibility and will assist in Value Engineering by evaluating and suggesting design options and the impact they have on the overall cost. Ashlee works interactively with the owner, architect and engineers to help facilitate designing the project to budget.

Ashley Schutte – SchedulingAshley is a strong, hands-on project scheduler. She will collaborate with the field staff and project managers and field engineers on the development and execution of critical path schedules to make sure all project schedules are met. She will provide planning and scheduling activity input and data for monthly project reports while maintaining project schedules in order to provide an accurate timeline for the life of your project.

Trust: The foundation for quickly developing highly effective teams.

Integrity: Always doing what is right, what is fair and in a timely manner.

Teamwork: This is at the heart of our culture. Working together–we succeed.

We understand the importance of teamwork and trust. Trust is earned by being accountable, holding others accountable, and operating in an honest, ethical manner. This is the foundation for

our project management services.

Page 5

PROJECT MANAGERZachary Whitney

SAFETY SPECIALISTFred Rose

MEP SPECIALISTRob Renaud

CONSTRUCTION SUPERINTENDENT

Mike HertelESTIMATORAshlee Everson

PROJECT PRINCIPAL AND PRECONSTRUCTION MANAGER

Tony Meeuwsen

Town of Greenville

PROJECT ENGINEERJosh Fenske

SCHEDULINGAshley Schutte

We share in your mission!

“Deliver essential & desired services to the Greenville

community creating a vibrant, enriched quality of life.”

Page 6

PROJECT PRINCIPAL AND PRECONSTRUCTION MANAGER

Tony Meeuwsen Tony is responsible for the overall preconstruction phase of the project. Some of his specific job duties include planning, organizing, and staffing key positions; establishing project objectives, policies, procedures, and performance standards; initiating and maintaining communication with client, architect/engineer contacts and subcontractors; monitoring and controlling construction through administrative director of on-site superintendent and field engineers.

Tony has exceptional client communication skills and when it comes to experience, efficiency, and knowledge of the construction industry, he is an asset to any project.

RELEVANT WORK EXPERIENCE:

Town of LedgeviewLedgeview, WINew Community Center and Fire Station Public Works Building

Cloquet Fire Hall Cloquet, MNNew Fire Station & Headquarters

Town of Grand Chute Grand Chute, WIFire Station No. 1 Fire Station No. 2

City of Marshfield Marshfield, WINew 35,000 sq. ft. fire station

Mohican North Star Bowler, WIPrecast parking structure and cast-in-place concrete foundation work, precast and wall panel erection

EDUCATION ▪ B.S., Civil Engineering - Michigan Technological University

PROFESSIONAL AFFILIATIONS/MEMBERSHIPS/ACCREDITATIONS

▪ LEED Accredited Professional; Wastecap Accredited Professional

▪ First Aid/CPR/Defibrillator (AED) Certified; OSHA 30-Hour; Site Sense (Behavioral Safety)

TRAINING ▪ First Aid/CPR/Defibrillator (AED) Certified; OSHA 30-Hour; Site Sense (Behavioral Safety)

PROJECT MANAGER

Zachary Whitney Zach, as Project Manager, is very goal orientated and has the ability to complete tasks thoroughly and solves project challenges. He also has a strong safety background. Zach utilizes his communication skills to better communicate with all parties, architects, engineers, vendors and subcontractors to successfully complete projects on time, within budget and with complete satisfaction to the owner.


City of Oshkosh Oshkosh, WIConvention Center upgrades

Winnebago County Department Relocation Oshkosh, WICounty court house and administration building renovations

Bubolz Nature Preserve FacilityAppleton, WiNew Educational and conference facility

GreenStone Farm Credit Services Clintonville, WI18,000 SF office building

Neenah Downtown Redevelopment Association, LLP. Neenah, WINew 90,000 SF Gateway office building. Plexus is a tenant in the building.

Michels Corporation Neenah, WI5,000 SF office building addition

EDUCATION ▪ Graduate, University of Wisconsin-Stout with a Bachelor of Science in Construction and Minor in Construction Risk Control

TRAINING

▪ Aerial Work Platform, Confined Space, CPR/First Aid/AED BBP Training, Excavation/Trenching Competent Person, Fall Prevention, Hazard Communication, Infection Control Plan, Lead Awareness, MSHA Training, OSHA 10 Hour Course, OSHA 30 Hour Course, Scaffolding Competent Person, Steel Erection (Sub Part R), Powered Industrial Truck

Page 7

PROJECT ENGINEER

Josh Fenske As a project engineer, Josh can communicate tasks thoroughly, solve project challenges and problems, and is goal oriented.

He utilizes his communication skills to better communicate with architects, engineers, vendors, and subcontractors to successfully complete projects on time, within budget and with complete satisfaction to the owner.



Winnebago County Department Relocation Oshkosh, WICourthouse and Administration Building Remodel

Village of CampbellsportCampbellsport, WINew Village Hall and Offices

Brown CountyGreen Bay, WINew Transfer Station and Public Waste Removal

Performing Arts CenterAppleton, WIInterior Remodel

Building for KidsAppleton, WIInterior Exhibit Remodel

Gordon Bubolz Nature PreserveAppleton, WINew Bi-level Office and Recreation Building

EDUCATION ▪ A.A.S. Construction Management– Fox Valley Technical College

PROFESSIONAL AFFILIATIONS/MEMBERSHIPS/ACCREDITATIONS

▪ Fox Valley Rebuilding Together- Project Manager ▪ Appleton Habitat for Humanity ▪ Junior Achievement- Appleton ▪ United Way Fox Cities ▪ FVTC Construction Management Advisory Committee

TRAINING ▪ Leed Green Associate, OSHA 30 Hour Course

SUPERINTENDENT

Mike Hertel Mike joined Boldt in 1991 and now has more than 25 years of construction experience. He brings a diverse background of experience which makes him an asset to any project. This diversity enables him to efficiently and effectively give direction to a project, from concept to completion, by basing decisions on past successes and lessons learned. He excels at his job because of his ability to effectively combine technical knowledge, a positive attitude, communication skills, and old-fashioned hard work to produce a quality project.




Appleton Area Schools Appleton, WIRichmond Elementary - library/media center addition

Appleton East - art dept. addition, remodel existing art space and adjacent areas for regular classroom use

Appleton West - addition of eight new science classrooms to replace 1938 science area, remodel existing science space for classrooms

Highland Elementary - add library/media center and multipurpose room to utilize space for physical education, lunchroom and large group activities

Appleton North – addition of eight classrooms

Columbus – two new kindergarten classrooms

TRAINING

▪ Injury Prevention Training, Confined Space, CPR/First Aid/AED BBP Training, Crane Hoisting and Rigging, Excavation/Trenching Competent Person, Fall Prevention, Hazard Communication, Infection Control Plan, Lead Awareness, Lean Construction/Last Planner, MSHA Training, OSHA 30 Hour, Powder-Actuated Tools, Powered Industrial Truck, Qualified Crane Signal Person,Qualified Rigger, Respirator Training, Rigging Awareness, Scaffolding Competent Person, Silica Awareness, Site Sense (Behavioral Safety), Steel Erection (Sub Part R), Superintendent Training Program

Page 8

MEP SPECIALISTRob Renaud Rob is a key resource in our estimating

and constructibility reviews. He will provide strong support to our project managers in supervising the MEP installation and providing commissioning support. He will help define the scope of work and prevent duplication of work. He will also evaluate all budget items and cost estimates and propose cost saving alternatives if one is available.

His knowledge of the HVAC codes, comfort with formulas, psychometrics and computer programs associated with designing and understanding HVAC and mechanical processes are key contributors to the successful management of complex projects.


Cloquet Fire Hall Cloquet, MNNew Fire Station & Headquarters


City of Marshfield Marshfield, WINew 35,000 sq. ft. fire station

Town of LedgeviewLedgeview, WINew Community Center and Fire Station

Harbor House Appleton, WIResidence/Office Addition

Neenah Downtown Redevelopment Neenah, WIGateway office building

EDUCATION: ▪ Industrial Engineering University of Wisconsin - Madison; Project Management MSOE Milwaukee

TRAINING/PROFESSIONAL AFFILIATIONS/MEMBERSHIPS/ACCREDITATIONS:

▪ Wisconsin Environmental Balancing Bureau (WEBB); Served on the Board of Directors

▪ National Environmental Balancing Bureau (NEBB) ▪ Certified Supervisory of Balancing Firm from 1987-2003; Accredited Commissioning Process Provider

SAFETY SPECIALISTFred Rose Fred is an experienced and

knowledgeable safety training manager. He plays a key role in corporate safety training development and job site safety compliance. Fred is responsible for coordinating the safety training, as well as assisting on safety audits to ensure your project is performing according to established safety policies and best practices. He spends time on site to determine the safety training needs and methods to enhance safety in all aspects of our business.


Dodge CountyJuneau, WIClearview long-term care facility

Tweet GarotWrightstown, WINew Production Facility

Wisconsin Public Service Weston, WITransmission

Theda Clark Neenah, WIInterior demolition and remodel

St. Elizabeth Hospital Appleton, WIEmergency Room, ED center

EDUCATION ▪ Bachelor of Science Degree UW-Oshkosh with a Human Service degree and Health System Minor

TRAINING/PROFESSIONAL AFFILIATIONS/MEMBERSHIPS/ACCREDITATIONS:

▪ Certified Utility Safety Professional, OSHA 10-Hour and 30-Hour Outreach Trainer, MSHA Trainer, Rigging Trainer, Mobile Crane Trainer, National Commission for the Certification of Crane Operators (NCCCO) Trainer, CPR/First Aid/AED/BBP Trainer, Incident Investigation/Root Cause Trainer, OSHA 10-hour, American Traffic Safety Services Assoc- Trainer, 40 hour Competent Climber and Rescue Fall Protection Trainer, National Electrical Contractor Assoc (NECA) Grounding Trainer, NFPA 70E Training, Safety and Health in Wind Energy, Abestos Awareness, Aerial Lift Trainer, Industrial Truck Trainer

Page 9

ESTIMATING

Ashlee Everson As project estimator, Ashlee will provide timely and accurate estimates throughout the bidding phase of the project. She has an ability to effectively communicate with others and has developed an enviable attention to detail, talents that prove to be invaluable as she takes a project through to completion. Ashlee will also provide input on Value Engineering options and any associated cost changes.


City of AppletonAppleton, WIBlue Parking Ramp Demolition

Appleton Area School DistrictAppleton, WIHighlands Elementary School Remodel

Harbor House Appleton, WIAddition & Interior Renovations

WEC Energy GroupAshwaubenon, WINew Training Facility

Pathways ChurchAppleton, WI Building Additions & Remodel

Fox Valley Animal Referral CenterNeenah, WIBuilding Renovations

Good Shepherd ParishChilton, WIInterior Remodel & Additions

Holy Trinity Catholic ChurchOconto, WIInterior Renovations & Addition

Albany InternationalLittle Chute, WI Heavy Equipment Foundations

Charter SteelSaukville, WI Melt Shop & Scrap Preheater Building Additions

EDUCATION ▪ Associates Degree, Architectural Technology, NWTC – Green Bay

TRAINING ▪ OSHA 30 Hour

SCHEDULERAshley Schutte Ashley’s extensive knowledge and

experience will be key when meeting with owners and project teams to determine scheduling needs. She will provide planning and scheduling activity input and data for monthly project reports, while maintaining project schedules in order to provide an accurate timeline for the life of your project. Ashley will also assists in the preparation of schedule progress reports for management and input into other progress reports.

Ashley will collaborate with the field staff and project managers and field engineers on the development and execution of critical path schedules to make sure all project schedules are met.


Town of Grand Chute Grand Chute, WINew 9,500 sq. ft. Two Bay Fire Station

Village of Egg Harbor New 22,000 sq. ft. Community Center

Appleton Area School District Appleton, WIEinstein Middle School addition and remodel

Gordon Bubolz Nature Preserve Appleton, WINew 18,000 sq. ft. Nature Preserve Center

Ripon College Ripon, WIStorzer Athletic Facility – New Fieldhouse and remodels

Lawrence University Appleton, WIBanta Bowl redevelopment Colman Hall remodel

EDUCATION

▪ M.S. Construction Management - Michigan State University

▪ B.S., Urban and Regional Planning - Michigan State University

TRAINING ▪ OSHA 30 Hour

Page 6

Section 3Approach to the Project

Page 10

3.0 Approach to the Project

We look forward to helping you achieve

your dream!

The Boldt Company has a long history of completing high value projects for our customers. We understand that the Town of Greenville is committing significant capital towards the new Fire & Safety Building. Our team shares in the commitment toward the success of the project and enriching the community. Safety and quality will be our prime focus from the start to the finish of this project.

We know that the Town of Greenville is growing exponentially. Your town is predicted to see a job growth of more than 38% in the next 10 years. Greenville is also a residential destination to Appleton and the Fox Valley area. According the Comprehensive Plan on Smart Growth, the Town of Greenville will see nearly 2000 new residential dwellings by 2030.

You have a vision of “developing Greenville into the desired community of the Fox Valley” and a mission to “deliver essential & desired services to the Greenville community creating a vibrant, enriched quality of life.”

We are excited for the opportunity to be part of the New Fire Station project and helping the Town of Greenville achieve your goals. We want this new space to be all you have envisioned.

We understand your goals are to:

▪▪ Meet demands of the growing community

▪▪ Increase safety/health for Fire and EMS personnel

▪▪ Accommodate increased size of vehicles and apparatus

▪▪ Add storage and training space

PROJECT NUMBER:

-GREENVILLE FIRE STATION

GREENVILLE, WI11.17.2017

600301

SCHEMATICGREENVILLE FIRE STATION

25 STAFF PARKING

STAF

F PAR

KING

ALTE

RNAT

E BI

D BA

Y

14

PUBL

IC PA

RKIN

G

8

31

8

ALT BAY BASE BID

ALT BAY BASE BID

LANDSCAPING BERM

PROJECT NUMBER:

-GREENVILLE FIRE STATION

GREENVILLE, WI11.17.2017

600301

SCHEMATICGREENVILLE FIRE STATION

1" = 20'-0"1 SITE PLAN

NORTH

0' 10' 40'20'

Page 11

SERVICE

QUALITY

INNOVATION

COST

VALUE ENGINEERING

The purpose of value engineering is to achieve high value. Using analysis, brainstorming, creativity and evaluation techniques, Boldt value specialists can facilitate a team working toward a goal of high value solutions.

Statistics show that nearly 90% of project costs are established prior to the completion of construction documents and award of contracts; only 10% remains in controllable costs in which to seek values and efficiencies. Our job is to increase your opportunity for added value and efficiency during the preconstruction process. The greatest opportunity to do this is during planning and design.

Value engineering is best performed early in the design process to take advantage of the 90% window of opportunity. Continuous value engineering can be effectively performed on select components late in the design phase and even into early construction.

Guided by formalized steps sanctioned by SAVE (Society of American Value Engineers), we identify specific project components for analysis.

The team including the owner, architect, engineers, Boldt and at times key subcontractors, determines the best value considering not only cost, but delivery requirements, life expectancy, ease and availability of maintenance, payback schedules, quality, warranties and guarantees. All study information is documented to facilitate your decision-making and approval process.

Page 12

PROJECT SCHEDULE

The project schedule must be collaboratively developed by the team. Once the major milestones have been established, the project team will work together to drill down in more detail to define the phasing plan, the six-week look-ahead and the weekly work plans that will drive a successful outcome.

We look at our schedules as a series of commitments that need to be managed by our field leadership. All commitments are defined by “who is going to do what by when.” We can then track performance on commitments and develop performance metrics. If we are recognizing “below acceptable” performance in any given area, we can swarm the concern and develop a recovery plan. This allows the team to recognize concerns early and respond accordingly with the appropriate countermeasures.

We hold a series of meetings within any given week. These would consist of daily morning stand-up huddles, and weekly production planning meetings with all subcontractors. A weekly owner, architect, contractor (OAC) meeting is also held for the purpose of reviewing safety, schedule, costs, design and open concerns. A commitment log and meeting minutes are distributed for planning and record purposes.

SCHEDULE MANAGEMENT AND ADHERENCE

It is important that we listen to your scheduling goals, expectations and requirements before our planning efforts begin.

Once our team has a clear understanding of your scheduling needs, we will perform an initial evaluation on feasibility followed with how we will achieve them. This initial evaluation will be based on our collective experience and include an overall view of the project schedule which will include design, procurement, construction, commissioning, occupancy and post occupancy activities.

We are proud of our innovation on the concept of interactive scheduling and apply this technique on three different levels on all projects:

▪▪▪▪▪▪▪ Master Milestone Scheduling: The Master Milestone Schedule identifies the overall goal for project completion while also working backwards (pulling) to establish intermediate major milestones. By confirming design teams capability to achieve these intermediate milestones, we can ensure alignment with construction phase milestones. During this process, we create a preconstruction schedule indicating all required activities and the associated dates. This would incorporate outside constraints, required dates for design information, owner approval milestones, state approvals and durations for the development of working drawings. Studies show the leading cause of inefficiency and cost overruns in traditional construction is down time created by waiting for needed materials. So we lead the team to identify long-lead material and equipment items and formulate the necessary countermeasure strategies in order to prevent these potential constraints from delaying field construction activities.

▪▪▪▪▪▪▪ Phase Scheduling: Phase Scheduling dives even deeper into planning how the team will go about meeting the milestones by breaking the project down into phases. For example, we may have a milestone which calls out for the “exterior enclosure” to be complete within a certain timeframe. The phase schedule will add more detail about the order in which each elevation (north, south, east and west) will be constructed.

▪▪▪▪▪▪▪ Six Week-Look Ahead Plans: In addition to the master milestone and phasing schedules, we use six-week look ahead plans, weekly work plans and daily work activity planning. We also use processes for tracking our performance against the plans to develop metrics which are used for checking and improving team planning and performance reliability. A critical component embedded within this overall process centers around the supply chain for materials and equipment. Material deliveries are arranged to flow properly in order to support work activities scheduled to occur in the field.

Act ID Activity Name EstDur

Start Finish

Town of Greenville Fire and Safety BuildingTown of Greenville Fire and Safety Building 61w 10-Sep-18 A 22-Nov-19MilestonesMilestones 1w 10-Sep-18 A 24-Sep-18M1020 RFP's Issued 0w 10-Sep-18 A

M1000 Proposal Due 0w 14-Sep-18*

M1030 CM Interviews 0w 19-Sep-18*

M1010 CM Selection 0w 24-Sep-18*

DesignDesign 13w 25-Sep-18 26-Dec-18P1140 Design Development 6w 25-Sep-18 05-Nov-18

P1150 Construction Documents 7w 06-Nov-18 26-Dec-18

ProcurementProcurement 8w 02-Jan-19 26-Feb-19P1130 Bidding Phase 8w 02-Jan-19* 26-Feb-19

ConstructionConstruction 37w 06-Mar-19 22-Nov-19C1080 Mobilize 1w 06-Mar-19 12-Mar-19

C1070 Excavation & grading 4w 13-Mar-19 09-Apr-19

C1110 Install site utilities 3w 27-Mar-19 16-Apr-19

C1000 Form & pour footings & foundations 3w 27-Mar-19 16-Apr-19

C1090 Delivery of structural steel 0w 16-Apr-19

C1100 Erect structural steel 4w 17-Apr-19 14-May-19

C1240 Rough in UG MEPs 4w 01-May-19 29-May-19

C1150 Install exterior walls (masonry or precast) 3w 15-May-19 05-Jun-19

C1250 Form & pour SOG 2w 30-May-19 12-Jun-19

C1220 Install exterior stud walls 6w 30-May-19 11-Jul-19

C1140 Install exterior OH doors 1w 06-Jun-19 12-Jun-19

C1120 Install masonry veneer 6w 13-Jun-19 25-Jul-19

C1230 Install roofing 2w 05-Jul-19 18-Jul-19

C1260 Install exterior glazing 5w 19-Jul-19 22-Aug-19

C1160 Install interior studs & drywall 7w 19-Jul-19 06-Sep-19

C1170 Tape, finish & paint 6w 09-Aug-19 20-Sep-19

C1040 Rough in MEPs 8w 09-Aug-19 04-Oct-19

C1270 Install metal panels 2w 23-Aug-19 06-Sep-19

C1190 Install ceilings 3w 16-Sep-19 04-Oct-19

C1180 Install flooring 3w 30-Sep-19 18-Oct-19

C1200 Install casework 3w 14-Oct-19 01-Nov-19

C1210 Install specialities 3w 04-Nov-19 22-Nov-19

C1060 Construction substantially complete 0w 22-Nov-19

SiteSite 5w 03-Sep-19 07-Oct-19S1000 Install exterior concrete 2w 03-Sep-19* 16-Sep-19

S1100 Landscaping 2w 17-Sep-19 30-Sep-19

S1200 Asphalt paving 1w 01-Oct-19 07-Oct-19

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May2019 2020

RFP's Issued

Proposal Due

CM Interviews

CM Selection

Design Development

Construction Documents

Bidding Phase

Mobilize

Excavation & grading

Install site utilities

Form & pour footings & foundations

Delivery of structural steel

Erect structural steel

Rough in UG MEPs

Install exterior walls (masonry or precast)

Form & pour SOG

Install exterior stud walls

Install exterior OH doors

Install masonry veneer

Install roofing

Install exterior glazing

Install interior studs & drywall

Tape, finish & paint

Rough in MEPs

Install metal panels

Install ceilings

Install flooring

Install casework

Install specialities

Construction substantially complete

Install exterior concrete

Landscaping

Asphalt paving

Project ID: GreenvilleData date: 14-Sep-18Run date: 14-Sep-18

TASK filter: All ActivitiesLayout:Greenville

Town of Greenville Fire and Safety BuildingProposed Schedule

Page 1 of 1

Page 13

TRADITIONAL QUALITY PROCESS

BUILT-IN QUALITY PROCESS

BUILT-IN QUALITY PROCESS CONSTRUCTIONSchedule Delays; Rework Costs; Failed Inspections

PLANNINGCollaborative Planning

CONSTRUCTIONUninterrupted Workflow

Work Starts

= SCHEDULE & SAVINGS

COST ESTIMATING

Buildings are constructed to house activities or to use the architectural term, programs. These program elements enable the care that will be provided, and will drive the operating revenue that can be obtained from a facility. To create a sustainable business model for capital investment decisions and projected construction costs are most effectively determined not on a basis of “bricks and mortar,” but on the basis of the specific building program requirements. Our team will use a unique process to establish accurate and appropriate construction budgets.

As the design and owner’s vision are developed, incorporating components of the above strategies, Boldt will provide initial cost estimates for the project based on those visions. These cost estimates done early in the design will be used as benchmarks, identifying each component of the project and the associated costs with those components. This tool will establish the goals and targets for the costs as the design is developed. Rather than provide typical estimates at traditional stages in design, Boldt will provide continuous updates on pricing and project cost impacts. These estimates will be provided in real time as the team is evaluating options for different components, and also comprehensive fully detailed estimates at various stages of the design as determined by the team. Continuous communication of the project costs will facilitate the right decisions to be made at the right times. This continuous estimating process will keep the project team informed of cost at each step of the project.

By focusing our efforts on thoroughly understanding these sets of cost drivers, we will efficiently achieve the following:

▪▪▪▪▪▪▪ Determine the level of investment that should be expected to facilitate the required building program, at the desired level of quality and under the specific conditions at each site.

▪▪▪▪▪▪▪ Establish a project Target Cost that is challenging yet achievable, and allows the project team to utilize their creativity when it is most appropriate.

▪▪▪▪▪▪▪ Establish component target costs for the individual building systems (structure, enclosure, interiors, plumbing, mechanical and electrical) that will set the basis for the design effort and encourage teamwork among the design and construction team members.

▪▪▪▪▪▪▪ Provide a framework for supporting the decision-making process during detailed design and construction.

▪▪▪▪▪▪▪ In addition to the project construction cost, we will facilitate the evaluation of associated project costs including: design; fixtures and furnishings; capital equipment; other “soft” costs; and contingencies. The information will be presented in a manner that is complete, concise and easily understandable to the stakeholders in the approval process.

Page 14

COST FORECASTING AND TRACKING

Our Project Financial Management (PFM) process is intended to raise the visibility of project performance in terms of cost control. Field leadership is trained to focus their skills on the management of productivity in order to minimize risk and maximize value for you. We strive to minimize the cost of labor, material and subcontracts through effective schedule and production management.

Throughout the project, we will continually monitor the project for financial opportunities as well as financial risk. We will keep the team informed of current contingency levels, as well as potential risks which could impact the contingency. As the project progresses, the risks associated with any potential cost increase diminish. Our proactive approach to contingency management will allow the project team to identify any potential savings in the project as early as possible. This will enable you the opportunity to fund any additional project enhancements while such enhancements can be performed economically.

QUALITY ASSURANCE / QUALITY CONTROL

The Boldt Quality Management System uses an ISO structure in applying the Boldt quality policy to create project specific quality plans. These can range for various scope items from only isolated work instructions, to an integrated quality manual with procedures and control records.

Boldt is committed to the quality of the products and services that it provides. This commitment is enabled by maintaining an environment that encourages process planning, control and improvements, so that the customer’s stated and implied needs can be satisfied while maximizing value for the customers, the suppliers, and for Boldt.

Implementation of Boldt’s Quality Management System is accomplished through the means of quality planning and assurance, quality control, and quality improvement to make certain that Boldt provides the level of documents and service our clients expect.

Our approach to managing the punch list and warranty is through our quality assurance program. We will have pre-installation meetings with the contractors performing the work to ensure a full understanding of the design and the installation expectations to build in quality assurance and accountability. We utilize a rigorous evaluation and checklist system for above ceiling and in-wall inspections – holding the specific trades accountable for their work at the start of installation – not at project completion. These quality assurance procedures minimize or eliminate the traditional “punch-list” process. We strive for Zero “Punch-list” items at project completion. Since implementation, Boldt has received numerous compliments from owners, architects and engineers stating our “punch-list” is very minimal and “the best” in the construction industry.

At Boldt, quality assurance begins during the design process. During the design phase, interactive reviews of the project specifications occur with the project team. The project details are continuously analyzed during the design phase for constructability and assurance that desired performance can be achieved. Exterior enclosure mockups will also be assembled and tested under extreme weather conditions.

We are very proud of our proactive approach to the prevention of mold growth in new buildings and additions. Boldt’s Quality Management Procedures not only address the issue of moisture during construction, they ensure a building enclosure that will withstand moisture penetration under extreme conditions.

Page 15

DOCUMENTATION

Boldt has developed our own Integrated Project Website (IPW) that allows all project related documents to be centrally located and managed. This provides access to all team members in one location, with a user friendly interactive platform. All engineering and vendor drawings are tracked for the date of receipt, revision dates, and distribution. Shop drawings and other submittals are logged in when submitted and approved. Engineering information requests are documented by use of Boldt’s RFI (Request For Information) system. A standard form is used, and is numbered and logged into the system.

A weekly review of the RFI and shop drawing list is made to assure construction activities proceed as planned with timely responses. A written project report is tailored to the project’s specific needs. Information regarding manpower, progress, engineering, construction concerns, safety status and a financial statement are incorporated into the report and distributed to all team members.

Maintaining open communication to keep the project team informed is one of the most important tasks for the construction manager. Weekly on site construction meetings will be coordinated in conjunction with daily correspondence keeping all team members fully informed of issues, concerns and progress. All key stakeholders are able to attend these meetings. This includes: owner’s representative, utility personnel, architect and engineering representatives, subcontractors and suppliers.

As the meetings are collaborative, open and honest communication is a necessity. Meeting minutes are created and include action items categorized by specific party. Action completion dates are also included. These meeting minutes are then distributed electronically that same day.

Our project team will also utilize formal weekly and month end reports to keep you apprised of the status of the project. This is a standard procedure at Boldt. These reports will include safety items, cost reports, progress photos, updated schedule, quality, potential constraints or innovative methods developed by the project team or field personnel.

We will modify this report to interface with or to be the report that is presented to the Town of Greenville. We are well versed in working with owners to detail our reports into required documents to eliminate duplicated efforts.

Project Website Monthly Status Reports/Newsletter

Cost Forecasting Project Close-Out

Page 16

SAFETY

SAFETHINKING® and ZERO TODAYOur award-winning accident prevention program, SafeThinking, serves as both a reminder and a promise that safety is to be a constant state of mind at Boldt. This drives our relentless pursuit of an injury-free workplace and led us to create Zero Today.

Zero Today is our daily goal of zero injuries, shortcuts and distractions. It’s daunting to think about going weeks, months or years without an injury. But if we concentrate only on today, it becomes achievable. We encourage employees to talk things through and acknowledge that dangers exist. And we ask they address them today, and making the daily commitment to go home injury-free.

Avoid the following to get to Zero Today:

▪▪ Short Cuts▪▪ Distractions▪▪ Re-work▪▪ Injuries▪▪ Near Misses▪▪ Damage

Cooperation is necessary for the protection of all. It is important that each employee knows and follows the basic safety rules that have been set forth. These rules can be found in our site-specific safety manual that will be developed for your project, the Employee Work Rules and Safety Manual that is given to all people working on site, and within the OSHA handbook.

Proactive ApproachWe lead the industry in providing the safest work environment possible for our clients and employees. Additionally, we hold our site employees to a higher standard than industry norm. Our safety

2018 EMR .63

EMR 5-YEAR

AVERAGE .59

2017 LOST TIME INCIDENT RATE

.10NATIONAL AVERAGE 1.3

program is proactive, in that we believe that all injuries can be avoided when we practice safe behaviors. Our program incorporates:

▪▪ Corporate and site-specific safety plan▪▪ Safety Task Analysis for accident prevention based on recognition, evaluation, and control of hazard

▪▪ Job Safety Analysis for complex job that develops a thought process

▪▪ Recognition programs▪▪ CareOnSite®: 24/7 occupational healthcare treatment

▪▪ Meta-Posture™ Program: daily stretching program to prevent injuries

▪▪ Subcontractors are held to same standard as Boldt employees

Experience Modification Rating and Incident RatesIn reviewing injury incident rates, it is important to note that Boldt employees directly complete a significant amount of construction work. Boldt’s 2017 Lost Time Incident Rate was .06 with a total of 3.5 million hours worked.

Experience Modification Rate (EMR) is a procedure that analyzes the prior Worker’s Compensation claims of an individual policyholder to forecast future losses. The rating is based on a comparison of firms doing similar types of work, and the company is rated against the average expected claims experience in each work classification for each state. The base EMR is one.

In both of these cases, Boldt is lower than industry average. This allow us to have the lowest cost of insurance rates, which are passed on to our clients in the form of lower labor rates.

Page 17

PROJECT CLOSEOUT

Project Closeout is a phase of the project that is just as important as the ground breaking, ribbon cutting or the construction that occurs in between. The project closeout phase includes training, the transfer of operation and maintenance information, and accounting information. It initiates building occupancy and utilization for its intended purpose. Boldt processes ensure a smooth, fully informed activation of the facility.

We understand that it can be a nerve wracking process to transition a building from contractor to owner. To facilitate that process Boldt pioneered an interactive operation and maintenance manual which will enable you to easily access all pertinent facility information and operate your facility as efficiently as possible.

During the course of the project we will assemble all product and equipment data, shop drawings, warranties, and preventative maintenance plans and compile them into one interactive electronic manual, which will be outlined and organized per your project’s specification divisions. The manual will also identify the suppliers and subcontractors for each building component, listing the respective closeout materials with links to the specific electronic documents. This information will be custom fit for the Town of Greenville.

The electronic manual is provided in an easy-to-view software format that can be easily saved on any computer. As-Built documents are another key deliverable, and can feature embedded links that connect to detail cut sheets of individual components.

Boldt understands the value in developing good working relationships with federal, state and local authorities. We have a history of developing these relationships and working with local authorities to provide for well-coordinated occupancy. We understand the requirements and steps required to allow for a smooth transition into a new space.

A key element to the success of any project is the commissioning and startup of installed systems. Boldt has in-house trained personnel with the experience to support project design and engineering, construction inspections and startup efforts.

Subcontractors will be required to provide demonstrations and training sessions for each of the building systems and support the detailed commissioning effort. Boldt has planned and led this effort on numerous projects and recognizes the importance of team participation for a successful project result.

We approach warranty as an extension of the project – not a project outcome that is to be ignored. At project completion, our goal is “zero” warranty issues. If an issue does develop, we take a proactive approach to become involved and to be sure the issue is properly addressed. We pride ourselves on the commitment that we are only a phone call away! We will follow up with a one year walk through to insure no outstanding issues exist.

Page 18

TARGET VALUE DESIGN

TVD is a disciplined process integrating designers, constructors and suppliers to ensure a facility is designed and constructed within the target cost and with added value to the customer. TVD will be accomplished during this project by applying value-improving techniques, in combination with a constantly monitored target cost goal during the design and construction phases of the project. We will help organize the team and plan and structure the design phase so that we are able to explore options, research their feasibility, cost and schedule implications, and collectively decide which option to select before it is integrated into the model.

In TVD, the “cardinal rule” is that the project’s Target Cost must never be exceeded. The corollary to this rule, requires that the customer’s conditions of satisfaction must also be met. TVD can be viewed as rephrasing the questions normally encountered during the design phase with a unique focus on value and assuring that an option fits within the cost model before it becomes part of the design. Merging the TVD approach with normal design will require active effort. Weekly meetings, A3 problem solving and reports, and trend charts will be used to keep the team pointed toward project objectives.

INTEGRATED OWNER, ARCHITECT, CONSTRUCTION TEAM

We understand construction is not part of your everyday life. But, thankfully, it’s part of ours. Therefore, we promise to do everything we can to make sure you are comfortable at all times with what is going on with your project. We understand that this building is much more than just a structure. We want to ensure that your construction experience will be as outstanding as the finished building.

Like in any relationship, open and honest communication is critical for its success. That’s why we pride ourselves on going above and beyond the norm to make sure that all key partners are fully engaged and up-to-speed at all times.

Boldt is well versed and experienced working with architectural and engineering disciplines - mechanical, electrical, structural, civil, and interiors. The collaboration between the construction manager, owner and architect is an invaluable resource for brainstorming, problem-solving and objective consultation during the preconstruction phase. We work hand-in-hand with project architects and engineers in a disciplined manner to deliver the appropriate program requirements to meet or exceed the owner’s expectations within the authorized budget.

PHASE GOAL

Planning/Programming Right size, right fit

Design Optimizing systems

Detailing Optimizing parts

Production Planning Optimizing work flow, productivity, prefabrication

Page 19

PRECONSTRUCTION, CONSTRUCTION AND POST CONSTRUCTION SERVICES

Preconstruction▪▪▪▪▪▪▪ Project Scope Definition ▪▪▪▪▪▪▪ Project Budget ▪▪▪▪▪▪▪ Construction Phasing/Logistics ▪▪▪▪▪▪▪ Value Engineering ▪▪▪▪▪▪▪ Overall Project Schedules

Design Phase Services ▪▪▪▪▪▪▪ Review Construction Schedule and Develop Construction

Phasing Plan ▪▪▪▪▪▪▪ Cost Estimate @ Schematic, Design Development and

50%, 75% and Bid Stages of Construction Documents ▪▪▪▪▪▪▪ Constructability Analysis ▪▪▪▪▪▪▪ Contract Document/Specification Coordination ▪▪▪▪▪▪▪ Identification of Long Lead-Time Items

Bid Phase Services ▪▪▪▪▪▪▪ Assist with Identification of Vendor Sources ▪▪▪▪▪▪▪ Coordinate and Obtain Bids for Long Lead-Time Items ▪▪▪▪▪▪▪ Prepare and Issue Scope of Work Documents for Various

Bid Packages ▪▪▪▪▪▪▪ Issue/Receive/Review/Make Recommendation of Award/Issue

Construction Contracts

Construction▪▪▪▪▪▪▪ Hold and Manage All Subcontracts ▪▪▪▪▪▪▪ Manage Schedule and Budget ▪▪▪▪▪▪▪ Conduct Progress Meetings ▪▪▪▪▪▪▪ Issue Bulletins/Receive/Review & Issue Change Orders if

Necessary ▪▪▪▪▪▪▪ Provide Budget Monitoring and Reporting ▪▪▪▪▪▪▪ Review Contractor Applications for Payment ▪▪▪▪▪▪▪ Monitor and Manage Construction Contingency▪▪▪▪▪▪▪ Review and Process Shop Drawings and Samples ▪▪▪▪▪▪▪ Material Handling ▪▪▪▪▪▪▪ Material Installation ▪▪▪▪▪▪▪ Maintain Records and “As-built” Drawings ▪▪▪▪▪▪▪ Monthly Status Report/Meeting ▪▪▪▪▪▪▪ Schedule Management and Updates ▪▪▪▪▪▪▪ Progress Photographs ▪▪▪▪▪▪▪ Jobsite Safety Compliance ▪▪▪▪▪▪▪ QA/QC

Start Up/Occupancy Services ▪▪▪▪▪▪▪ Punch List and Completion ▪▪▪▪▪▪▪ Schedule Staff Training ▪▪▪▪▪▪▪ Coordinate Commissioning ▪▪▪▪▪▪▪ Coordinate Test & Balance of HVAC Systems▪▪▪▪▪▪▪ Turn Over Project Records

Post Construction ServicesWarranty Phase Services ▪▪▪▪▪▪▪ Three, Six, and Nine Month Follow-up Sessions

CONTINGENCY

Typically, the project GMP is finalized after the review and award of all major bids and proposals based on completed construction documents.

The project team will agree to the construction contingency amount established in the budget. This amount is dependent on the level of design completed and the confidence level in the scope understanding by all parties. Typically, the schematic design contingency percentage is in the 5-10 percent range. Continued reduction will occur as the design is better defined. After design development, we expect the contingency can be reduced to under five percent.

Contingency will be managed in an open book format. The design team and owner will be involved in each decision effecting the contingency. A weekly report is distributed to the entire team so that there is never a doubt of the contingency level. All unallocated contingency will be returned to the owner at project completion.

Page 7

Section 4Experience

Page 20

The new fire station replaces an old station and significantly improves their emergency response time. This 25,000 sq. ft. station includes:

▪▪ Five fire truck bays▪▪ An ambulance bay▪▪ An emergency command center▪▪ Administrative offices▪▪ Living quarters▪▪ Training room

The architectural design was chosen to match the town hall located on the same site.

KEY POINTSThis project was completed within the project was completed under budget and ahead of schedule.

A major challenge for this project was discovered when the soil on the site wasn’t solid enough to support a building. Fill had to be removed and replaced with stronger concrete slurry.

PROJECT VALUE ▪▪▪▪▪▪▪ $4.8M

BOLDT’S ROLE▪▪▪▪▪▪▪ Construction Management

SCHEDULE▪▪▪▪▪▪▪ Project completed ahead of

schedule

YEARS OF INSTALLED USE ▪▪▪▪▪▪▪ 10 years, completed 2008

ARCHITECT▪▪▪▪▪▪▪ Strand Associates Inc.

CONTACT ▪▪▪▪▪▪▪ Timothy A. Bantes, Fire Chief

Town of Grand Chute 920-832-6050

Town of Grand ChuteFire State No. 1 – Grand Chute, Wisconsin

“I would highly recommend Boldt Construction Company to any municipality or organization. Boldt provided the expertise and resources needed to successfully meet our expectations on both of our fire station construction projects. They partnered with us to assist in developing cost saving solutions, additionally, the on- and off-site managers provided professional coordination while maintaining adherence to mutually determine schedules to accommodate our timelines. Boldt truly understands what it takes to maintain a successful relationship with their customers. ” - Timothy A Bantes, Fire Chief Town of Grand Chute

Page 21

The Grand Chute Fire Department is committed to fulfilling their mission to the community. To better serve and respond to the needs of the west side businesses and homeowners, the town approved construction of the new fire station #2. The 9,500 sq. ft. greenfield site fire station is a pre-engineered building frame with exterior masonry that has eight dorm rooms, exercise room and a kitchen and day room. It features two bays with bi-fold high speed apparatus doors that allow for quick and safe access.



SCHEDULE▪▪▪▪▪▪▪ Project completed ahead of

schedule


ARCHITECT▪▪▪▪▪▪▪ Strand Associates Inc.

CONTACT ▪▪▪▪▪▪▪ Timothy A. Bantes, Fire Chief

Town of Grand Chute 920-832-6050

Town of Grand ChuteFire State No. 2 – Grand Chute, Wisconsin

The Central Fire Station is a 28,000 sq. ft. facility situated on 2.2 acres in downtown Marshfield. Demolition of two buildings to clear the site for the new Fire Station was required.

The Station has a lower level and two floors above grade. The first floor consists of:▪▪ Five fire truck bays▪▪ Four ambulance bays▪▪ Fitness room▪▪ Administrative offices and training room

The second floor provides:▪▪ Living quarters▪▪ Kitchen▪▪ Day room

This facility has a concrete foundation, slab-on-grade, architectural precast wall panel, rubber membrane roof, with steel studs and drywall in the administration area.



SCHEDULE ▪▪▪▪▪▪▪ Project completed ahead of

schedule


ARCHITECT▪▪▪▪▪▪▪ Short Elliott Hendrickson

CONTACT▪▪▪▪▪▪▪ Jim Schmidt

Retired Fire Chief 877-293-6335

City of MarshfieldCentral Fire Station and Rescue Facility – Marshfield, Wisconsin

“Their original budget estimations, along with their regular estimate updates, allowed us to take advantage of many value engineering opportunities which allowed us to bring our project in under budget, even with $120,000 of unknown bad soil costs.” - Robert Haight, Retired Fire Chief Marshfield Fire & Rescue Department

Page 23

The new facility replaced the previous town hall and fire station expanding the space from 8,600 sq. ft. to 19,500 sq. ft. The municipal building is able to accommodate up to 120 people and includes a 2,800 sq. ft. community room that will hold town meetings and will be available to rent to the public for various events. The new facility houses the town’s employees and the volunteer firefighters.

This is the second building that The Boldt Company was awarded to construct for the Town of Ledgeview. The Boldt Company completed the new Public Works Building in December of 2017 and began to break ground for the community center/fire station shortly after.

The Town’s employees and firefighters occupied the building in June 2018 and the project was completed in August 2018.



SCHEDULE ▪▪▪▪▪▪▪ Project completed on time


ARCHITECT▪▪▪▪▪▪▪ Performa, Inc.

CONTACT▪▪▪▪▪▪▪ Sarah K. Burdette, Administrator

Town of Ledgeview Phone: 920-336-3360, ext. 108 Mobile: 920-639-6083

Town of LedgeviewCommunity Center / Fire Station – Ledgeview, Wisconsin

“The resource and support that Boldt provided to myself, the Town Board and the staff on both of these projects has helped to ensure successful projects. The team demonstrated forward thinking skills, and was always on top of things when it came to coordinating the work o get the job done. The folks at Boldt have been a great fit for Ledgeview” - Sarah K. Burdette, Administrator Town of Ledgeview

Page 24

The new 11,100 sq. ft. single story hall renovation and addition included the demolition and replacement of selected interior finishes along with the removal and replacement of the mechanical, electrical and plumbing systems.

Construction included cast in place footings, frost walls and slab on grade. The exterior walls are load bearing masonry with brick veneer, roof is steel joists with metal deck and membrane roofing. A Mansford tile roof is also around the perimeter. Interior finishes, included GWB partitions, painting, flooring, casework, hard and acoustic ceilings. Both the addition and the exterior of the existing Village Hall have selected areas of EIFS accents along with the new and existing brick veneer.

PROJECT VALUE ▪▪▪▪▪▪▪ $2M


SCHEDULE ▪▪▪▪▪▪▪ Project completed on time.


ARCHITECT▪▪▪▪▪▪▪ McMahon Group

CONTACT▪▪▪▪▪▪▪ James Fenlon

Village Administrator 920-423-3850

Village of Little ChuteHall Renovation and Addition – Little Chute, Wisconsin

Page 25

The project consisted of renovating the Winnebago County Administration Building and the Winnebago County Courthouse.

The Administration Building renovation transformed four levels of existing spaces to meet the needs of county departments being relocated into these spaces. Project challenges included sequencing the work around ongoing department activities, preserving the 100-year-old structure of heavy wood timber and masonry building, and meeting dates for relocating county departments. Work was completed in six months.

The Courthouse work followed the relocated departments out of the courthouse and into the Administration building. Work within the Courthouse consisted of converting existing spaces into two new courtrooms, two hearing rooms, jury rooms, and additional bathroom spaces for jurors. Work was completed on each of the five floors of the building and sequenced with moving departments from old areas into new. Spaces within the courthouse were also restored back to their original condition since the building is listed with the Historical Registry.

KEY POINTSBoldt was hired following a hard-bid lump sum delivery process. Boldt worked closely with the architect and County to value engineer numerous changes made during the construction process.

PROJECT VALUE ▪▪▪▪▪▪▪ $6M

BOLDT’S ROLE▪▪▪▪▪▪▪ General Contractor

SCHEDULE ▪▪▪▪▪▪▪ Project completed on time.

YEARS OF INSTALLED USE ▪▪▪▪▪▪▪ 3 months, completed June 2018

ARCHITECT▪▪▪▪▪▪▪ Kontext Architects

CONTACT▪▪▪▪▪▪▪ Michael Elder

Director of Facilities and Property Management 920-236-4790

Winnebago CountyJail and Law Enforcement Center – Oshkosh, Wisconsin

Page 8

Section 5Self-Performed Work

Page 27

5.0 Self-Performed Work

Boldt prides itself on quality craftsmanship. It is our policy to provide the best value to our customers. Employing Boldt to self-perform reduces the time it takes to complete the work, thereby reducing the cost of the project as a whole. It is important to note that Boldt holds our self-perform work crews to the same high expectations that apply to any subcontractor utilized on this project.

Boldt has the ability to self-perform the following services:

▪▪ Demolition▪▪ Concrete ▪▪ Precast▪▪ Masonry▪▪ Steel▪▪ Crane service▪▪ Rough and finish carpentry▪▪ Heavy equipment transportation/rigging

Boldt expects our site employees to go above and beyond the industry standards for construction performance.

SELF-PERFORM ADVANTAGE

• Eliminate the mark-up - put dollars back into the project

• Schedule assurance - our crews typically improve schedules

• Integrated field team and shared resources

• Safer and cleaner jobsites

Page 9

Section 6Price Proposal

Page 28

6.0 Price Proposal

These prices are based on an eight-month construction schedule and are subject to adjustment based on actual construction schedule.

COST PER MONTH MONTHS TOTAL

PHONE $100 8 $800

ADVERTISING/SIGNS $310 8 $2,480

JOB OFFICE $800 8 $6,400

JOB OFFICE SUPPLIES $200 8 $1,600

SANITARY FACILITIES $150 8 $1,200

PROJECT MANAGEMENT $6,800 8 $54,400

*FULL TIME SUPERVISION $13,900 8 $111,200

PICK-UP TRUCK $950 8 $7,600

COMPUTER $50 8 $400

MOBILIZE/DEMOBILIZE $750 8 $6,000

CLEAN-UP $800 8 $6,400

OVERALL TOTAL $198,480

PRECONSTRUCTION SERVICES

We propose a preconstruction fee of $4,900. There is no limit to effort hours required to complete this. However, to confirm our commitment to the project, we have discounted our preconstruction hours estimate by 50 percent.

CONSTRUCTION MANAGEMENT FEE

We propose a construction management fee of $98,500 for office staff, senior leadership, profit and overhead. All reimbursables will be invoiced at cost for both projects.

BOND

If required, the cost for a payment and performance bond would be $65,000 based on a total project budget of $6,500,000.

PROJECT WARRANTY

We would offer a two-year project warranty for workmanship on all Boldt work. We can also structure subcontracts to provide for two-year warranties, per specifications. Specific extended warranties are also anticipated for roofing and certain mechanical and electrical equipment.

GENERAL CONDITIONS COSTS

GENERAL REQUIREMENTS COSTS

In reference to the list of allowances, much like the contingency, funds will be co-managed by the Town of Greenville, Five Bugles, and Boldt. We will routinely update and adjust as the project is developed and bought out. As the project is developed and bought out, allowances will be converted to costs in the project financial management system. Total actual costs will then be reported. Any savings generated throughout the process will be returned to the Town of Greenville.

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TOWN OF GREENVILLE FIRE & SAFETY BUILDING

GREENVILLE, WISCONSIN

This document is formatted to print double-sided; this page was intentionally left blank.

MIRON CONSTRUCTION CO., INC.

1471 McMahon Drive, Neenah, WI 54956-6305

PO Box 509, Neenah, WI 54957-0509

PH 920.969.7000_ _FX 920.969.7393

MIRON-CONSTRUCTION.COM

Neenah, WI • Wausau, WI • Madison, WI • Milwaukee, WI • Eau Claire, WI • Cedar Rapids, IA

MIRON CONSTRUCTION CO., INC.1471 McMahon Drive, Neenah, WI 54956-6305

P.O. Box 509, Neenah, WI 54957-0509

PH 920.969.7000 FX CALL FOR DEPT FAX

MIRON-CONSTRUCTION.COM

September 14, 2018

Joel Gregozeski, Town AdministratorTown of GreenvilleW6860 Parkview DriveP.O. Box 60Greenville, WI 54942

RE: Request for Qualifications for Construction Management at Risk (CMAR) Services Town of Greenville Fire & Safety Building

Dear Mr. Gregozeski:

Miron Construction Co., Inc. is pleased to present our qualifications for the new Town of Greenville Fire & Safety Building. As you review our submission, you will find that Miron offers the following advantages to your team:

• Fire Station Experience: Miron brings a strong fire and safety building background, having completed nearly 20 fire station projects over the last 10 years. We understand the important role these types of facilities play within the communities they serve and that they must be built to last.

• Local: Few know the Fox Cities better than us. Miron’s corporate office is located just down Highway CB in Fox Crossing, and we consistently perform more work in the area than the competition. Our proposed construction management team completed the recent addition to the Fox West YMCA in Greenville, which helped them to develop a strong understanding of the local construction market and build trusting relationships with local subcontractors and suppliers. Additionally, our proposed Project Executive, Project Superintendent, and Estimator are proud to call Greenville home. Our team’s local knowledge, relationships, and passion will be key to bringing this project to a successful completion.

• Comprehensive Pre-Construction Services: Miron offers the most comprehensive pre-construction services available from any area construction manager. From conceptual estimating and fast-track scheduling to constructability reviews and Building Information Modeliing, these services allow us seamless integration with the design team to ensure we are maximizing every dollar of your investment.

• Cost-Competitive: Hiring the Miron team will provide the Town of Greenville the most cost-competitive facility available in the industry. Through our extensive pre-construction services, strong relationships with local subcontractors and suppliers, and aggressive bidding culture, we are able to deliver projects at a lower cost than our competition.

Thank you for the opportunity to submit our qualifications for your new Fire & Safety Building. We are confident that our extensive experience, local team, and cost-competitive services make us the best choice for construction manager for this exciting project. If you have any questions or require additional information, please do not hesitate to call.

Sincerely,MIRON CONSTRUCTION CO., INC.

Tim KippenhanVice President & COO920.969.7053 | [email protected]


Table of ConTenTs

Statement of Qualifications for Town of Greenville Fire & Safety Building | September 14, 2018

1. General Firm Information

2. Team

3. Approach to the Project

4. Experience

5. Self-Performed Work

6. Price Proposal


1. General firm informaTion

Statement of Qualifications for Town of Greenville Fire & Safety Building | September 14, 2018 7

• Identify the firm’s name and the address of its principal office and any branch offices. List the disciplines represented by your staff and any areas of specialized expertise.

Firm Name & Office Locations

Miron Construction Co., Inc.

Principal Office

1471 McMahon DriveNeenah, WI 54956PH 920.969.7000 | FX 920.969.7393www.miron-construction.com

Regional Offices

Wausau, WI | Milwaukee, WI | Madison, WI | Eau Claire, WI | Cedar Rapids, IA

In-House Services

Miron specializes in providing construction management, design-build, general construction, and industrial services. Within these larger service groupings, we offer a full suite of pre-construction, construction, and project close-out services including:

• Project coordination/management• Planning• Conceptual estimating• Value engineering• Constructability reviews• Critical path scheduling and project

phasing• Bid management and analysis

• Risk management• Quality assurance/quality control• O & M manuals and training• Project close-out and commissioning• Virtual construction (BIM)• LEED/Sustainability services

8

1. General firm informaTion


Specialized Expertise

Virtual Construction

Since 2007, Miron’s team of virtual construction specialists have utilized tools that support the many uses of Building Information Modeling (BIM). Our specialists actively engage the design and construction team, promoting the use of virtual building models and associated tools throughout the entire pre-construction and construction process. The results are enhanced design quality, improved collaboration between team members, greater construction efficiency, and minimized change orders that directly impact the bottom line of the project.

LEED and Green Building

Miron is committed to promoting the triple bottom line of people, planet, and payback in our work. Our sustainable efforts are led by Theresa Lehman, LEED Fellow, LEED AP BD+C, ID+C, WELL AP, and Fitwel Ambassador, and is supported by our team of 150 LEED and WELL professionals. Our LEED portfolio includes 60 projects and is valued at $866 million. While LEED certification may not be a goal of your project, our team is always willing to lend our expertise to help clients achieve any sustainability goals they may have.

• Provide at least one letter from a recognized bonding company that acknowledges your firm’s ability to acquire bonding for the project. In addition, please state your firm’s aggregate bonding limit.

Bonding Capacity

Miron’s current bonding capacity is $175 million per project with a potential overall capacity of $650 million.

A reference letter from our bonding company has been provided on the following page.



2. Team


• Please provide a simple organizational chart identifying the individuals and their role on this project. Clearly identify the Project Manager and those on the preconstruction and construction team. Include resumes for the key team members specifically stating their experience and qualifications for a project of this scale, complexity and uniqueness.

Project Organizational Chart

MIRON CONSTRUCTIONPrincipal-in-Charge

Tim Kippenhan

MIRON CONSTRUCTION Project ExecutiveJosh Michalkiewicz

MIRON CONSTRUCTION Scheduling Manager

Kevin Finnegan

MIRON CONSTRUCTION Project Superintendent

Kris O’Connor

MIRON CONSTRUCTION Regional Risk Control Manager

Kevin Hildebrandt

MIRON CONSTRUCTION Senior Project Manager

Dave Barrow

SUBCONTRACTORS & SUPPLIERS

Pre-Construction Services

ARCHITECT

MIRON CONSTRUCTION Vice President, Estimating

Jason Fuhrmann

MIRON CONSTRUCTION Director, Sustainable Services

Theresa Lehman

MIRON CONSTRUCTION Director, Construction Innovation

Dan Bayer

Pre-Construction Team

Construction Team

Greenville Resident

12

2. Team


Representative Projects

YMCA Fox West Addition & RemodelingGreenville, WI21,500 SF$3,101,057

Little Chute Area School District Intermediate/Middle/High School Addition & RenovationLittle Chute, WI72,990 SF$17,770,000

Hortonville Area School District New North Greenville Elementary SchoolGreenville, WI83,688 SF$15,660,000

Hortonville High School Addition & RemodelHortonville, WI75,562 SF$6,372,875

Fox Cities Exhibition CenterAppleton, WI76,000 SF$31,000,000

Fox Cities Champion CenterGrand Chute, WI160,000 SF$27,000,000

One Menasha Center Office TowerMenasha, WI118,200 SF$16,862,371

Weyauwega-Fremont High School Additions and Remodel & Fremont Elementary Secure Entrance AdditionWeyauwega, WI125,300 SF$22,000,000

Josh Michalkiewicz

Project Executive

As Project Executive, Josh is responsible for the design, planning, budgeting, scheduling, and construction of the project. He will work closely with the design and construction teams to facilitate a seamless project delivery.

Josh uses his 24 years of experience to provide overall project strategy, guidance, and management of project development to ensure successful project completion. His duties include oversight of construction management, design development, pricing, quality control, and client satisfaction.

Education & Associations

University of Wisconsin - PlattevilleBachelor of Science - Construction Management and Business Administration

LEED AP BD+C Professional

References

William Breider - President and Chief Executive Officer YMCA of the Fox Cities920.954.7601

Dean Gazza - Director of Parks, Rec & Facilities Management City of Appleton920.832.5905

David Botz - District Administrator Little Chute Area School District920.788.7605

2. Team





Kimberly Area School District Indoor Athletic Training & Practice FacilityKimberly, WI54,066 SF$5,450,000

Heart of the Valley YMCA Studios Addition and Locker RemodelKimberly, WI10,120 SF$2,109,797

Clintonville Wastewater Treatment Plant ModificationsClintonville, WI14,000 SF$6,836,749

KI Convention Center ExpansionGreen Bay, WI60,520 SF$23,000,000

UW-Oshkosh Fletcher Hall Expansion & RenovationOshkosh, WI108,780 SF$20,300,955Seeking Silver LEED Certification

Dave Barrow

Senior Project Manager

Bringing over 35 years of experience, Dave assists the team throughout the design, construction, and warranty periods. He manages all project activities including, but not limited to, preliminary planning, budget development, financial control, value engineering assessments, scheduling, coordination of construction activity, project closeout, and Owner occupancy.

Education & Associations

OSHA 30-Hour Certification

OSHA 10-Hour Certification

WasteCap Certification

LEED Green Associate

References

Brenda Johnson - Executive DirectorFox West YMCA920.560.3402


Joe Harvey - Director of FacilitiesKimberly Area School District920.423.4136

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2. Team





Kimberly Area School District Indoor Athletic Training & Practice FacilityKimberly, WI54,066 SF$5,450,000

Village of Little Chute Municipal Services BuildingLittle Chute, WI68,086 SF$6,056,912

UW-Fox Valley James W. Perry Hall Communication Arts CenterMenasha, WI50,699 SF$11,363,553Awarded Gold LEED Certification

Fox Valley Technical College Health Simulation & Technology CenterAppleton, WI60,500 SF$11,800,000

Appleton Area School District Huntley Elementary School AdditionAppleton, WI17,500 SF$3,173,713

Kris O’Connor

Project Superintendent

As Project Superintendent, Kris works directly with the project manager and the construction team to manage all phases of construction activity.

With over 35 years of experience, Kris directs all field personnel and coordinates all subcontractor activities while adhering to the construction schedule. First and foremost, he maintains a risk-free work environment and ensures the safety of all staff and construction personnel that access the site.

References

Brenda Johnson - Executive Director Fox West YMCA920.560.3402

Kevin Bahr - Facilities Director Pulaski Community School District920.822.6082


2. Team


Theresa Lehman

LEED Fellow, LEED AP BD+C, ID+C, WELL AP, Fitwel AmbassadorDirector of Sustainable Services

Theresa has dedicated her entire career to sustainable practice, and working to “lead by example to demonstrate the benefits of the triple bottom line (people, planet and payback) through education, corporate culture and practical construction solutions.”

Over the last 16 years, Theresa has worked on more than 80 projects seeking LEED certification utilizing many of the LEED green building rating systems. She has successfully led the LEED certification process for projects in the commercial, retail, healthcare, K-12 education, higher education, religious, manufacturing, industrial, and government markets that have successfully been awarded Certified, Silver, Gold and Platinum LEED certifications. Theresa is also a member of USGBC Faculty™ authorized to instruct various USGBC workshops throughout the world, as well as is an active member of USGBC, serving on numerous committees and involved in many working groups. Locally, she serves on the USGBC-Wisconsin Green Schools and Advocacy Committees, serves on the Wisconsin Environmental Education Board (WEEB), is an advisory board member for both Fox Valley Technical College’s Construction Management Program and UW-Stout’s Masters in Construction Management Program, and is on the Board of Directors for the Neenah-Menasha YMCA.

Dan Bayer

Director of Construction Innovation, LEED Green Associate

Dan Bayer leads Miron’s Virtual Construction team with 20 years of national industry experience in the areas of architecture, AEC software implementation, and education. He focuses on the communication, collaboration, and continuous improvement aspects of BIM with design partners, building owners, and subcontractors throughout the construction process, as well as the research/development of BIM technologies to optimize Miron’s internal BIM processes. Dan regularly participates in Autodesk beta software development working directly with software product developers to identify successes and challenges within new product releases. Dan holds a degree in Architectural Studies from the School of Architecture and Urban Planning at the University of Wisconsin – Milwaukee. He is a Revit Certified Professional, LEED Green Associate, sits on the AIA Wisconsin board representing the Associate AIA members, is an Autodesk University speaker and an adjunct instructor for the Construction Management Technology program at Fox Valley Technical College (Appleton, WI).

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2. Team


Jason Fuhrmann

Vice President, Estimating, LEED Green Associate

Jason develops quality estimates at conceptual and construction document levels; evaluates material and labor costs; selects, evaluates, and tabulates subcontractor estimates and materials; prepares final tabulations, bid submittals, and presentation of project costs to Owners.

Jason assists with detailed and open book estimates, and he explores a variety of building systems to establish an optimum design that meets budget expectations.

Kevin Finnegan

Scheduling Manager, LEED Green Associate

Kevin facilitates all schedule-related activities with the project team, and communicates regularly with the project manager, superintendent, consultants and subcontractors to update and monitor all project schedules. Kevin is also responsible for the analysis, identification, and potential resolution of schedule issues.

Kevin Hildebrandt

Director of Risk Management, LEED Green Associate

Kevin brings 20+ years of construction risk control experience to Miron. His experience in construction covers all types of construction from large manufacturing projects, industrial outages/turn-arounds, heavy demolition and remodeling, to multi-story new construction. Kevin’s diverse experience with complex and high-risk operations make him an asset to our organization and to our customers. Kevin has regional responsibilities which include the coordination of pre-planning efforts for our superintendents and project managers. He is also involved in the management of our subcontractors and routinely participates in construction progress/coordination meetings. Kevin supervises the safe operation of our equipment, including our mobile crane erection and dismantling and critical-lift operations.

3. approaCh To The projeCT


• Describe your approach to value engineering, scheduling, cost estimating, cost forecasting and tracking, quality assurance and quality control, documentation, safety, and project closeout.

Project Approach

Miron’s approach to construction management is very collaborative. Each team member must clearly understand your goals and objectives and be able to efficiently demonstrate how their solution impacts those goals. This collaborative approach to project planning balances scope, quality, budget, and schedule while proactively anticipating and resolving project challenges. Clearly understanding your expectations regarding cost, schedule, quality, and safety is a critical first step in the process.

The services outlined in this section help Miron to:• Keep your project budget and schedule under control• Maximize the value of your investment• Meet or even exceed your project objectives• Avoid surprises

Value Engineering

Our goal is to help you and your team achieve the best value for the dollars that you expend and achieve the maximum return on your investment.

Value engineering is a specific process in which the team collaborates to analyze the essential functions and goals of a project (performance, reliability, quality, safety, and lifecycle cost) to explore opportunities to create the best value-added solutions from each of their unique perspectives. It is not simply a cost-cutting exercise, however cost reduction is often an outcome of the process.

“Best value” is achieved in three ways: improving the function/performance of a project while maintaining cost, maintaining the function/performance of a project while reducing costs, or by improving function/performance of a project while reducing costs. In other

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words, the goal of value engineering is to meet the objectives of the project at the lowest total cost (capital, operation and maintenance) over the life of the project.

Miron’s approach to value engineering is to apply analysis early in the pre-construction phase of a project to minimize waste and maximize value, providing the Owner with the assurance that the project team has done due diligence in exploring all opportunities to add value to the project throughout its overall life.

This process includes understanding the project scope, parameters (budget, schedule), functional requirements, constraints/issues, and performance expectations of the building. The team will verify that design criteria and standards align with the budget and schedule and are integrated into the project scope. The team will create best value alternatives by:

• Identifying initial capital costs.

• Analyzing lifecycle cost of mechanical equipment, electrical/lighting equipment, building envelope materials, interior finishes (flooring materials, wall coverings, durability, quality, and so on.

• Reviewing financial incentives and potential returned savings of high-performance energy-efficient and/or renewable energy technologies.

• Identifying and evaluating risks.

• Evaluating safety and security issues.

• Reviewing the constructability of the project in terms of quantitative and qualitative factors.

• Evaluating procurement options.

All value opportunities, including cost and schedule impact, that we uncover during the process will be documented for review and decision by your team.



Scheduling

We will utilize a strategy of “concept to detail” to develop a complete an accurate phasing and project schedule. Initially, we will work with the Town of Greenville and Five Bugles Design to determine “big picture” schedule objectives. These objectives will be summarized into a conceptual schedule that details impact on your existing operations at every step.

Once we have achieved consensus on your conceptual schedule, Miron will add detail to your concept schedule. Any new issues that are exposed by the addition of detail will be resolved with the Town and Five Bugles Design. We will utilize our extensive experience in developing conceptual phasing and project schedules to ensure that you have a safe environment and the least amount of disruption while meeting your project schedule objectives.

Miron develops a Critical Path Method (CPM) project schedule prior to bidding to provide subcontractors and suppliers with valuable information about project timing and duration. We will work with the project team to include material and equipment selection “need by” dates, as well as significant architectural and engineering milestones—all with the focus on keeping you in control of the project schedule. Upon award, additional input from the subcontractors is acquired, and the schedule is issued to all members of the project team.

Primavera Software

Our full-time scheduling manager will handle all schedule-related activities. Implementing Miron’s Primavera computer software program, he will work with the project manager and superintendent to load and control all information associated with the schedule. The use of the Primavera system enables us to supply all general information about the project, describe activities, assign durations, and specify the interrelationship of one activity to another. Primavera then calculates a project schedule that includes dates and identifies activities that are critical to project progress.

The project superintendent controls and reviews a three-week, day-by-day detailed schedule on a daily basis with all on-site personnel. The project manager will review and update the overall critical path schedule on a weekly basis.

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Cost Estimating

Our project team will coordinate with the Town of Greenville and Five Bugles Design to provide practical, best value designs tailored to your specific objectives. Our experienced estimating staff will utilize an extensive database built on projects obtained and completed through a variety of delivery methods including Design-Bid-Build, Design-Build, Construction Management and Negotiated projects. Each year, Miron estimates more than $3 Billion in construction projects, assuring that our cost database is current and covers a broad base of building systems. These estimating efforts utilize a strategy of “concept to detail” in order to develop the various budgets required at the specific stage your project is in when an estimate is needed.

Today, emerging technologies continue to shape how estimates are performed. Building Information Models (BIM) provide 2D and 3D digital representations of your project, which can be changed real-time as project priorities and specifications change. With this process, Miron receives a design model and extracts quantities from the model into useable information to make better design decisions early in the design process. Quantities are extracted from the digital representations through various software tools. The 3D digital representation allows estimators to fully understand your building quickly and illustrates the complexity of how the various building systems will integrate. This also allows collaborative estimating to be accomplished no matter the geographic location of project team members.

All estimate data is imported directly into our custom-designed database system that processes quantities and measurements with references to local market pricing to date, as well as Miron’s historical database. Additionally, estimates can be linked to Primavera scheduling software in order to provide a 4th dimension (Time) to demonstrate project timelines and illustrate construction through time-lapse digital software. Once we, as a project team capture your ideas for the project, we believe it is imperative to have accurate budgets to provide updates as quickly as possible at key stages to assist the client and architect in the decision-making process. The “Life-Cycle” stages of a project estimate include the following:

1. Programming Estimate(s)

a. Initial Facility Study

b. Feasibility Study utilizing Client priority pricing

2. Schematic Design Estimates

3. Design Development Estimates

4. Contract Documents – Bid Package Pricing



1. Programming Estimate(s)

At the programming or concept phase, experience takes precedence as your project estimator will provide an initial FACILITY STUDY. This study utilizes our global and unit-based cost history database system; Modelogix. Modelogix allows our estimators to leverage our company’s estimate and cost history ($3 billion per year) to compare your project to work of similar type and scope. Modelogix’s inflationary price-index feature can then adjust costs to the specific date and location of the project at hand. The Facility Study will provide an initial ‘order of magnitude estimate’ that is based on prior similar projects that are adjusted to current market costs as well as differences in potential geographic locations.

The next level of detail involves a FEASIBILITY STUDY that utilizes client-priority pricing. Our estimators communicate with you and the entire project team to determine your project priorities by capturing your vision, operational needs, design criteria, obstacles, and “Big Picture” concepts in order to thoroughly investigate existing conditions and develop a project needs analysis. We utilize any existing documents that might be available as well as local and state agency information. With this information, we can take the basic design criteria to prepare an estimate, initially sorted by the CSI Master Format 2004 Divisional Breakdown, with quantities and unit costs for most project line items. As part of this process, we will document our assumptions using both written and visual tools, particularly where scope item detail is not yet available. Color phasing, assumption illustrations, photo links and detailed finish schedules are developed to create presentation and communication tools to visually express estimator assumptions to everyone on the project team. During this “Feasibility Study” process, we will also provide a list of value suggestions and their associated costs with recommendations on any cost category that appears to be outside normal parameters.

2. Schematic Design Estimates

As design concepts are developed and your project scope is determined, Schematic Design documents become available. These documents represent the project to be approximately 40-60% designed. At this stage, we continue to understand and evaluate the Owner’s goals and objectives, operational requirements and design concepts in order to re-evaluate the project needs analysis. The schematic design stage allows us the opportunity to convert major assumptions into detailed, quantifiable estimates and add detail to the existing divisional estimate breakdown. The same divisional breakdown for each estimating phase will be used so that costs can be accurately compared at each stage of the project estimate “Life Cycle.” As before, our assumptions will be documented for those areas where detail is not yet available. Value suggestions, associated costs, and recommendations for cost categories outside normal parameters or items that have changed significantly from the previous estimate will be provided for review. The best opportunity for the project team to provide cost management value exists during the development of the schematic documents. Miron will coordinate interactively on design elements to ensure project budget, constructability and value goals are met. It is not uncommon to provide value enhancement items that potentially produce 4-5% or more in cost savings to the project during this phase.

Modelogix’s inflationary price-index feature can adjust costs to the specific date and location of the project at hand. The Facility Study will provide an initial ‘order of magnitude estimate’ that is based on prior similar projects that are adjusted to current market costs as well as differences in potential geographic locations.

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3. Design Development Estimates

GMP (Target Value) Establishment

Miron’s philosophy is to establish the Guaranteed Maximum Price (GMP) as early as practical in the design phase of the project by working together as a team to assist in the development and refinement of the project budget. While we are comfortable at any stage in setting the GMP for the project, our tradition has been to establish this critical pricing information during the Design Development phase to ensure the Owner receives the benefit of a bidding climate that is more fully understood. This is when the documents are believed to be approximately 60-90% complete. Miron’s project team will make every effort to ensure the scope definition is completed during Schematic Design and that Design Development documents fully represent the decisions made during that process. Any change in scope during the Design Development phase will be defined, documented and brought forward with associated costs and schedule implications for review. Most existing condition issues will be resolved and value considerations included in our scope at this time. We will perform a final cost estimate for your project and provide a level of documentation in order to confirm suitable GMP information during this Design Development phase. 4. Contract Documents – Bid Package Pricing

Before contract documents are developed, Miron and the design team perform one final document review to ensure all project details are included in the documents. This internal review is a critical project control ensuring the most accurate bid package pricing.

Contract documents are then developed based on design development communications and the established “target value.” These documents consist of finalized site plans, building drawings and agreed upon material specifications describing the Owner’s project as developed by the project team. These documents become the key component for the subcontractor and supplier bidding process as crucial information describing project components becomes available. Highly regarded and competitive subcontractors will be selected to provide estimates where skilled craftsmanship is needed. Miron’s “open book” approach guarantees the client valuable insight as subcontractor and supplier quotes are evaluated and contractors are selected for specific scopes of work. Before the project is released for bidding purposes, Miron will go through a structured process with the Owner to ensure that everyone understands the project parameters and to review a prospective bidders’ list. Miron has a database of more than 5,000 subcontractors and suppliers whom we can ask to bid on your project. This not only provides extremely competitive pricing, it also provides the Owner an opportunity to add subcontractors or suppliers with which you have a relationship to the list. If there are certain subcontractors whom the Owner would want to pre-select and/or directly negotiate, we will accommodate that as well. A pre-bid meeting will be conducted to address any subcontractor/supplier questions, as well as highlight specific items of concern related to the bid package.

Target Value Savings

After the Target Value (or GMP) is provided, all savings that are realized will revert 100% to the owner. Our philosophy is to return all buyout and construction savings, as well as unused contingency, as soon as we can realistically identify and guarantee these savings as we construct your project. We understand that there are times when an Owner needs to



re-allocate budgeted funds and we will make every effort to identify these opportunities early in the construction process. This approach has enabled Miron to build lasting relationships with quality clients.

Cost Forecasting & Tracking

Miron will utilize CMiC as the integrated total solution for financial, human capital management, project management, document management and job site management for your project.

CMiC provides for a highly integrated solution and expanded collaboration by using a security controlled project portal that enables all project participants to enter and access data in real-time. Our comprehensive information technology solution will control all project related documents, manage all project communications, and receive up-to-date job site information to ensure that the project remains on time and on budget.

CMiC allows our project manager to maintain control throughout the life of a project, regardless of its complexity. Because all data is integrated within the CMiC application set, job cost information is always complete and accurate. At any time, the team can review an up-to-date picture of the current cost status of the job. It also enables the team to report quantities and percentages complete on a project, and from this data, projections and variances from budgeted costs can be reported.

Quality Assurance/Quality Control

Quality control will be implemented on your project by holding the people installing the products accountable for their own workmanship. The Town of Greenville, Five Bugles Design, and Miron will provide the guidelines for quality that will be identified on the contract documents and reinforced through Miron’s Quality Control Program. A series of audits will take place throughout the project where the contractor installing the product is provided a checklist of the requirements to verify that all items meet or exceed the quality plans.

Miron utilizes a custom project quality management system. This comprehensive guideline and checklist is an outstanding tool used by our field and management personnel. The checklist compiles a list of items pertaining to the various divisions and specification sections. As all projects have unique elements, we customize each list to correlate with the project.

Our quality program begins at the top with our principals, and from there, the project manager has the ultimate control of the quality of the project. He is responsible for adhering to the quality program and is also responsible for the quality of our subcontractors.

Miron’s proven track record assures that very few issues will need to be addressed if the quality expectations are communicated properly to the team prior to the commencement of work. After the checklist of requirements is reviewed and approved by all involved parties, an audit of the project will be performed by the Quality Control Team, which is

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compromised of Miron as the team leader, and the subcontractor quality representatives. The audit findings are then recorded and any issues are addressed with all parties.

Documentation

Daily logs will be created by the project superintendent recording weather conditions, items received on-site, specific areas of work performed by which subcontractors, manpower, areas of concerns, and other pertinent information. CMiC also generates submittal logs, modification request logs, requests for information logs, and closeout documentation summaries, which are updated daily by the project administrator. This information can be accessed on-site and is typically reviewed on a weekly basis with the Owner’s representative and architect.

Safety/Risk Management

Miron takes a multi-discipline approach to risk management that integrates SAFETY, QUALITY, and PRODUCTION (SQP) into the building process. This integrated approach guides our daily decisions and work.

First and foremost, Miron is committed to providing a safe and hazard-free work environment for our clients, employees, subcontractors, host facilities, and the general public. Our SQP approach allows us to identify specific project needs/drivers through pre-planning. We first proactively identify and plan for potential safety risks. Next, we ensure that we capture and communicate quality expectations to all stakeholders and team members. Finally, we integrate production planning to ensure the most efficient plan of work that optimizes the safety and quality of the project. Critical to this approach is a highly skilled and safely trained workforce. Armed with the most comprehensive safety training in the industry, employees possess the knowledge and tools to identify and eliminate unsafe acts and conditions. They provide on-site safety, quality, and production management and ensure project-wide accountability in all three categories.

Elimination of distractions commonly associated with the industry, along with our pre-shift stretching program, ensures each employee is fit for duty. We refer to this as the SQP Stretching Program. During the 5 to 7 minute exercise, employees complete a series of five stretches as well as conduct an SQP huddle for the day. Miron developed this program to increase the health and wellness of employees, reduce injuries, and lower incident rates, as well as to decrease company insurance costs while simultaneously maximizing quality and production.

Employees are empowered to make a difference in the safety practices of themselves and others. This philosophy has allowed us to establish long-lasting relationships with both subcontractors and clients who understand our commitment to safety, protecting people, property, and our client’s market interests through trust and reliability.

Ultimately, SQP allows risk to be “engineered” out of projects, ensures a higher quality product, and optimizes production. Committing to this process ensures BUILDING EXCELLENCE!

EMRExperience Modifier Rates

2018 0.45

2017 0.46

2016 0.47

2015 0.50



Responsibility

Corporate

Miron recognizes the importance of safety and devotes considerable resources at all levels of the organization. Miron will have a Project Executive, Project Manager, and Risk Control Manager as part of the project team. These individuals will develop a site-specific safety plan, as well as provide direct oversight of safety management, documentation, and training. In addition, every employee is involved in the safety process and charged with the responsibility to observe, identify, and immediately react to unsafe acts or conditions.

Project

Every project is assigned a Project Superintendent to serve project-specific needs. This person is charged with implementing a site-specific safety plan, daily pre-task planning, comprehensive site audits, and delivering safety training on an ongoing basis. They are given the authority to take immediate action to ensure project sites remain safe.

Employee

Creating a culture whereby every employee recognizes the importance of working safely has contributed to the success of our program. Following the philosophy of Safety, Quality, Production (SQP) encourages personal responsibility to ensure the safety of all team members, the quality of our work, and the most efficient production and successful delivery of our projects. Miron empowers employees to understand that safety is a behavior and not just regulation-based. This affords them the ability to treat safety with the same importance as quality and production. Through peer leadership, employees inherit a problem if they witness it; employees that witness unsafe acts are charged with immediately stopping it to ensure coworker safety. Likewise, employees who discover unsafe conditions are responsible for immediately correcting the hazard and reporting it to their supervisor.

Subcontractor

Miron frequently retains subcontractors and, as such, actively manages their safety by maintaining the same high-level safety standards for subcontractor employees and activities as we do for our own employees. Miron serves as a mentor for our subcontractors in all areas of construction, including safety. Subcontractors are actively engaged in project safety orientations, daily pre-task planning, and site inspections to maintain their focus on safe work practices as well as quality and production expectations.

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Benefits

The success of our Risk Management Program is measured and passed along to clients through:

• Financial benefits,• Positive public perception, • Avoidance of business interruptions, and

• The sustainable footprint we leave behind.

The financial benefits of much lower-than-average insurance costs are passed along to our clients. Miron prides itself on being a Good Neighbor, which in turn reflects positively on our clients, the public, and the industries we serve. Miron’s emphasis on safety positions us to avoid unnecessary business interruptions and the costs associated with disrupting our clients’ processes. In serving as a mentor, Miron turns over a project that has considered safety during design, construction, and occupancy while fostering an attitude which improves the safety and well-being of our clients.

Pre-Construction

In many instances, Miron’s safety efforts have enhanced client operations. In the private, governmental, and municipal sectors, we often assist in the identification and removal of existing chemical and environmental hazards at host facilities before construction begins. In the industrial sector, we have helped identify the absence of and need for programs such as Crisis Management and Hazard Communications.

Construction

Miron’s diversity allows us to understand construction, client operations, and how the two interact during the construction process. With all projects, but especially in healthcare and education projects, interim life safety measures are enacted and held in the highest regard. Miron not only interacts with staff, but has held large assembly meetings with students, distributing coloring books and other learning activities to children to actively engage them in the safety process. Miron’s pre-planning efforts allow us to deliver successful projects in the food market by identifying a need for clean air containments, high-efficiency air purifying (HEPA) filtration systems, hair and beard nets, and additional air intake protection during construction.

Post-Construction

Miron’s heightened awareness of safety carries over into the post-construction phase as well. Early identification of issues such as roof access, heating and ventilation units and roof drainage systems, light bulb changing access, window washing access, and storm water retention pond placement in proximity to playground equipment are all common issues addressed during design. Addressing these issues in the design phase provides a much safer environment for maintenance personnel as well as for the general public well into the future.



Site-Specific Safety Plan

Miron has developed a three-phase process that addresses and evaluates risk on all new construction and renovation projects. Miron develops a plan that is broken down into specific tasks which are further analyzed to identify hazards and determine appropriate control measures before work begins. The overriding objectives of a site-specific safety plan are to:

• Understand the work, • Define the risks that can reasonably be associated within the scope of work, • Provide direction that eliminates and/or minimizes risk, • Identify emergency procedures, and • Communicate the control measures to be taken by subcontractors, employees, and

clients.

Phase I

An internal pre-construction meeting is conducted to identify and communicate the specific drivers of the project, hazards reasonably associated with the project, the client’s expectations, and control measures necessary for construction. A review of the following guidelines takes place:

• Does construction obstruct or impact the client’s processes or personnel? • Does construction involve potential contact with hazardous waste or materials? • Are interim life safety measures needed at the facility? • Will construction traffic, deliveries, or parking impact the client or surrounding

neighborhood? • Are special considerations needed for food, hospital, or school safety?

Phase II

An external pre-construction meeting is held with all subcontractors to communicate both Miron and client expectations. Management personnel are made aware of the project-specific expectations prior to arrival at the work site.

Phase III

Prequalifying subcontractors and making safety a contractual obligation ensures that our project partners are prepared to meet the highest level of safety standards set by Miron and/or our clients. Subcontractors acknowledge and agree to adhere to standards that surpass that of industry norms.

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Safety Training & Education

Most clients will build once in a lifetime. Therefore, Miron views every project as an opportunity to educate owners on the importance of safety. Project safety as it relates to our co-existence and the role we play in our client’s operations, as well as how we impact and can improve their environment are all issues extremely important at Miron.

Miron understands the importance of training both new and experienced employees. Training is an essential part of Miron’s safety and health program for protecting workers from injuries and illnesses. We have established the Miron Academy of Excellence, an in-house education curriculum supported and managed by full-time Risk and Corporate Training staff. Miron recognizes that an educated workforce results in employees who can identify predictable or existing hazards. More importantly, employees are authorized to take immediate corrective action when it comes to the safety of themselves and others.

New Hire Orientation

New hire orientation programs include showing new workers how to perform their jobs safely and efficiently. Orientation training is a great opportunity to introduce employees to Miron, its services, its culture, and the policies that separate Miron from our competition. Upon start-up of every new project, all employees are provided with the project safety orientation expectations.

Management Training

Management training and development is equally important to workplace safety, productivity, and satisfaction. Among the most useful skills that can be addressed are manager communication, supervisory training program (STP), and Leadership in Energy and Environmental Design (LEED).

Employee Training

Miron exceeds many of the training requirements promulgated by the Occupational Safety and Health Administration (OSHA). Hands-on and situation-based training are tailored to suit both Miron’s and our clients’ specific needs. Miron offers required and recommended training in the following:

• Hazard Communication Training - Right to Know

• OSHA 10 and 30 Hour Training

• MSHA Part 46 and 48 Training

• First Aid/CPR Certifications

• Fall Protection Training

• Scaffolding Training

• Trenching & Excavating Training

• Confined Space Training

• Crane, Rigging, Signal Training



Project Closeout

The documentation for contract closeout is provided mainly by CMiC, which identifies all of the requirements. Our on-site staff monitors and addresses occupancy requirements to ensure compliance with local and state agencies. Miron develops and completes a Contractor Quality Control List prior to a punch list being performed by the architect. This identifies work that must be completed and/or corrected prior to the architect’s review and saves significant time in attempting to perform these duties.

As-built drawings are kept on site and are required to be updated on a monthly basis, as a term of payment, to closely document the construction work that is taking place. Closeout logs are developed and maintained by our Project Manager and Coordinator for Owner training, warranties, and maintenance manuals.

The financial responsibilities of tracking payment applications, insurance, bonds, and lien waivers are coordinated between our Project Manager and Accounting Department using CMiC. This can be reviewed on a monthly basis with the Town of Greenville.

Any commissioning items, if required, are identified through the team/contract documents and reviewed with all on-site parties on a weekly basis. An audit of the site is performed to verify that equipment and systems are installed properly and functioning correctly. All operation and maintenance manuals are submitted and approved one month after submittal approval or at 50% completion of the project, whichever is first. Miron will schedule and coordinate all systems training one month prior to the completion of the project to ensure that the occupants fully understand the entire building’s functions and are ready for occupancy.

• Describe any value-added tools or techniques that you would bring to the team that would enhance communication (internally for the team or externally for the Owner), minimize problems and/or enhance the Owner’s confidence that the aggressive schedule can be met.

Value-Added Tools & Techniques

In addition to the processes and tools described earlier in this section, Miron also has a robust Virtual Construction department in-house that can be integral to ensuring a smooth project that meets your aggressive schedule. Our team uses a variety of industry standard and proprietary tools and systems to collaborate, compile, coordinate, visualize, and analyze our projects. Our virtual construction specialists have become industry experts and serve as internal and external resources for assisting our construction team, design partners, and Owners with improving their BIM capabilities.

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Virtual Construction & Building Information Modeling (BIM)

Since 2007, Miron’s team of virtual construction specialists have utilized tools that support the many uses of Building Information Modeling (BIM). Our specialists actively engage the design and construction team, promoting the use of virtual building models and associated tools throughout the entire pre-construction and construction process. The results are enhanced design quality, improved collaboration between team members, greater construction efficiency, and minimized change orders that directly impact the bottom line of the project.

Virtual Construction Capabilities

Miron, along with many of our design partners, has fully embraced the advantages of virtual construction and the benefits building information modeling (BIM) offers the design and construction process. Miron does not offer design services. Rather, our virtual construction specialists collaborate with architectural/engineering (A/E) partners and are viewed as an extension of the A/E and construction team. Typically our capabilities can be broken down into 4 distinct areas:

VisualizationDevelop a visual representation of the constructed project to accurately communicate the design intent to all parties engaged in the project.

Coordination Coordinate multi-discipline 3D models in the virtual environment to reduce errors and improve efficiencies.

• Interference Detection• 4D Sequencing• Construction Planning• Safety Planning

AnalysisAssist the design and construction team by using the model information to review cost, sequencing, constructability, etc.

• Constructability Review• Laser Scanning• Estimating Support• Environmental & Daylight Analysis

FabricationCreate detailed fabrication models for complex self-performed work to improve the accuracy, efficiency, and timeliness of construction activities.



Visualization

Miron has the ability to collaborate with design partners to develop visual representations of projects during the design phase to improve the overall understanding of the design concepts. Our visualization deliverables can be static 3D images and/or animations which can play an important role in ensuring all team members clearly and completely understand the designer’s vision and intent for the facility prior to construction.

Coordination

Interference Detection

An important part of 3D coordination is the ability to detect interferences between the building and equipment systems. Provided the appropriate level of detail is contained in the model, Miron can perform interference detection for the facility. Our team of virtual construction specialists work with the entire project team to coordinate 3D models to ensure all of the building and equipment systems don’t clash/interfere with one another. In our role as model integrator, Miron’s team will facilitate 3D coordination meetings and clash detection workshops during the design and pre-construction phase of a project. These collaborative, multi-trade workshops are extremely effective in minimizing changes in the field by fully coordinating the technical aspects of the project with designers, engineers, contractors, suppliers, and fabricators before construction begins. An interference report is developed by Miron and shared with the project team to track areas that need to be addressed. By engaging the contractors in the design phase and working in the virtual environment, many construction, installation and operational problems can be avoided. Rework in the field is costly and time-consuming, accounting for as much as 15% of a project’s cost, but can be avoided through accurate coordination.

4D Sequencing

A 4th dimension (Time) can be linked to 3D models. Miron has the ability to link any 3D object to the project schedule to produce time-lapsed animations to validate the construction process and optimize the construction schedule by clearly highlighting scheduling conflicts and sequence of construction issues. The 3D models can be used to coordinate major phasing or detailed sequencing of building components and/or systems. The entire project team, including major subcontractors and suppliers, can have a shared vision of project milestones and responsibilities. 3D sequencing also allows Owners to plan for temporary occupancy and other impacts on the construction process as necessary throughout the project.

Construction PlanningMiron’s team of virtual construction specialists support our project management and field supervision teams by assisting in a variety of aspects in the construction planning process. This assistance includes site logistics planning, overall phase planning, and creating detailed installation animations for complex system installs.

Safety Planning

Project safety is also improved by using the 3D models to visualize potential hazards and safety issues before they are encountered during actual construction. Anticipating safety issues allows our risk management personnel, our subcontractor partners and the Owner to better anticipate, address and communicate safety issues during the planning phases.

Interference Report

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Analysis

Constructability Review

Miron has the capability to review the virtual building model, enabling the construction team to identify potential constructability issues and make alterations prior to construction and installation—saving time and money. Through constructability reviews, Miron is able to aid our self-performed construction services and coordinate with our subcontractor partners. Drawings can be created from these models and utilized by field personnel. These drawings include detailed information about the work being done, such as detailed dimensions, beam pockets, and mechanical, electrical, and plumbing (MEP) penetrations. This process helps prepare the project team for construction activities by analyzing preferred installation means and methods. Using BIM, we “build” facilities virtually, ensuring that the means and methods have been fully and accurately defined for construction.

Laser Scanning

Until recently, any 3D model built from measurements of an existing facility was suspect because taking hand measurements and field verifying is prone to errors and often tedious and expensive. Laser scanning offers a much more precise, time and cost effective solution for analyzing existing facility conditions. In a fraction of the time it takes for hand measurements, we utilize partners to laser scan entire areas of a facility. The scan captures millions of 3D measurements (point-cloud data) with incredible accuracy. Our virtual construction specialists use this point-cloud data (laser scan) to overlay the 3D model and combine it with the design to ensure the accuracy of the new design and it’s connection to the existing facility infrastructure. In addition to capturing accurate existing conditions, laser scanning also allows the project team to analyze equipment fit and location very early in the design process.

Estimating Support

Miron has the ability to transfer material quantities directly from the 3D model into an estimate. This allows for a seamless transition of information while providing a visual understanding of the quantities transferred. Also, extracting quantities from the model assists in estimating the cost impacts of alternates and proposed changes to scope.

Environmental & Daylight Analysis

Working with architects and engineers and using the 3D model as a base, we have leading-edge technologies that allow us to analyze buildings and systems to make effective decisions about existing building conditions, impact of design changes, construction means and methods, etc. One example is the analysis of the sustainable features of a building. Conceptual analysis may include day lighting effects on the building’s exterior and interior, as well as solar ray and sun intensity effects. Other analysis may include carbon footprint, water usage, and annual building utility costs.



Fabrication

Miron’s team of virtual construction specialists have the ability to create detailed fabrication models for complex self-performed work to improve the accuracy, efficiency, and timeliness of our internal construction activities. This reduces costs by reducing the detailing effort and increasing fabrication accuracy. In addition, because conflicts are resolved through the model, there is greater confidence that prefabricated material will fit when delivered. This allows more construction work to be performed offsite in optimal conditions.

The ability to use information in the model to directly create fabrication models and drawings avoids a problematic and difficult step in the construction process. In a traditional workflow, the fabricators must review the plans and specifications, prepare fabrication drawings, compare them to their fabrication and design drawings, have them reviewed by the design team, and eventually release the drawings for fabrication. Errors can occur at any stage. By using the data in the model, dimensional errors, conflicts, and integration errors can be avoided or significantly reduced. In addition, the model can be updated with as-built information, allowing accurate fabrication of custom components, such as building facades.

Operational Benefits

Virtual construction and the use of BIM offers benefits beyond the planning, design and construction phases of a project. It can extend throughout the building/asset lifecycle. If the model is properly maintained during construction, it becomes a tool that can be used by the Owner to manage and operate the structure or facility. Information/data contained in the model can be used for managing remodels, additions, and maintenance. It is possible to tie the virtual model information into facilities management (FM), maintenance management systems (MMS), and building automation systems (BAS). Varying degrees of integration to these systems exists, and our mission is to capture these needs and expectations with clients early in the process to fully realize their long-term goals. A few of these potential operational and maintenance uses include:

• Future Space Planning. Spatial information may be extracted from the model and used for future or alternative space utilization planning.

• Record Modeling. Owners can use the 3D models to maintain an accurate depiction of the completed building and incorporate future alterations into the model to enhance facilities management.

• Facilities Operations and Maintenance. Critical building component and systems information can be embedded or hyperlinked into the 3D models and tied to a variety of operational systems for improved facilities management, maintenance and operations.

• Asset Management. Facilities managers can evaluate cost impacts of changing or upgrading building assets by linking asset information into the 3D models. Additionally, clients can create accurate quantity takeoffs of current company assets for financial reporting.

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Tools & Technology

Construction Innovation Lab (Ci Lab)

The first of its kind in Wisconsin, Miron’s Construction Innovation (Ci) Lab is an interactive workspace that improves collaboration by allowing multiple users to work on various platforms and documents simultaneously on one large screen. Not only does the space offer integrated, fully customizable, one-touch room controls (lighting, sound, and phone management), but users can also connect in several ways (PC, Mac, or tablet) to present information, thus fostering a synergistic lab environment where everyone has the ability to contribute in a meaningful way.

Benefits:

» Promotes collaboration» Stimulates innovation» Better and faster decision making

Construction Innovation Hub (Ci Hub)

Virtual construction tools have been widely adopted during the design/engineering process. However, their use during construction, in particular at the project site, has been restricted in the past due to technology limitations, or a narrow understanding of the benefits.

Recently, Miron has realized greater efficiency and collaboration on project sites that utilize our new Construction Innovation (Ci) Hubs. Miron’s Ci Hubs are essentially modified gang boxes equipped with a TV monitor, computer, printer, and file-synchronizing software. A complete synchronized system provides the construction team with the 3D model and the digital drawing set right where they need it, just in time, and always current. Crews are trained to use the unit which provides everyone on site (including subcontractors) with the ability to access/view/print the plans, sections, and details, and coordinate with the design/engineering team real-time. Enhanced safety, quality, and more efficient production are the result.

Miron’s virtual construction specialists are “virtual” meaning they support construction teams “where they are” often times on job sites, but many meetings occur at owners’ and design partners’ offices as well.



• Describe how the Owner, Architect and construction team are integrated into an overall project delivery process.

Collaborative Approach

Miron’s project approach starts with a true understanding of an Owner’s goals, vision, and dreams for the project. For any project to reach its full potential, these unique drivers must become the focus of every member of the project team. Ultimately, the ability to engage the entire project team around your unique drivers, in a way that truly builds your vision into every phase of the project, is what sets Miron apart.

Capture

The “capture” phase begins as we focus the team on understanding who you are, what you do, and how this project will enhance your organizational goals. During this phase of the process, the Miron team will collaborate with the design team to gain an understanding of your current state and strategic business goals, and establish/confirm the vision statement for the project. The work completed during the capture phase will guide the rest of the design and construction process.

Create

The “create” phase involves developing project concepts that fulfill your vision and drivers. The schematic design concepts are further developed using 3D Building Information Modeling for visualization, coordination, and energy modeling. Along the way, Miron will work with the design team to refine the project budget, develop reliable schedules, and build quality into every detail. The entire pre-construction team is engaged to ensure that final design meets all the project goals—no exceptions.

Construct

All project participants are integrated into the construction phase to ensure your operational and technical objectives are met. Your project drivers are reviewed and incorporated into each phase of construction to assure that all work supports the goals established earlier. This is how your vision becomes reality.

Communicate • Confirm

Communication is the critical element that links the process together into an integrated approach, delivering consistency, predictability and value at every step along the way. Our approach stresses regular communication with all team members coupled with confirmation that the team is fully engaged with the project vision. This communicate-confirm loop occurs continuously throughout the capture, create, and construct phases to integrate members into a unified, high-performance team working together to fulfill the project goals.

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• Describe the services provided, in detail, during pre-construction and construction.

Pre-Construction & Construction Services

The detailed list identifying pre-construction and construction services provided in the Request for Proposal is a very well-defined scope of services that Miron will provide in conjunction with, and in addition to, the following:

Preliminary Evaluation

Miron will provide a preliminary evaluation of the Town of Greenville’s program budget requirements.

Consultation

Miron will attend regular meetings with the Town of Greenville and Five Bugles Design and consult with them regarding site use and improvements, as well as the selection of materials and equipment. Miron will provide recommendations on construction feasibility, actions designed to minimize adverse effects of labor or material shortages, time requirements for procurement, installation and construction completion, and factors related to construction cost, including estimates of alternative designs or materials, preliminary budgets and possible economies.

Preliminary Project Schedule

Miron will prepare, and periodically update, a preliminary construction schedule for your review and approval. As design proceeds, the preliminary construction schedule will be updated to indicate proposed activity sequences and durations, milestone dates for receipt and approval of pertinent information, submittal of a Guaranteed Maximum Price (GMP) proposal, preparation and processing of shop drawings and samples, delivery of materials or equipment requiring long-lead time procurement, occupancy requirements showing portions of the project having occupancy priority, and proposed date of substantial completion.

Phased Construction

Miron will make recommendations to the Town and Five Bugles Design regarding the phased issuance of drawings and specifications to facilitate phased construction of the project, taking into consideration such factors as economies, time of performance, availability of labor and materials and provisions for temporary facilities.

Preliminary Cost Estimates

When you have sufficiently identified the project requirements and the architect has prepared other basic design criteria, Miron will prepare, for your approval, a preliminary cost estimate utilizing area, volume or similar conceptual estimating techniques.

When schematic design documents have been prepared by the architect, Miron will prepare, for the review of the architect and review and approval by the Town of Greenville, a more detailed estimate with supporting data. During the preparation of the design development documents, Miron will update and refine this estimate at appropriate intervals as instructed by the Town.



When design development documents have been completed, Miron will prepare another detailed estimate for review by the architect and review and approval by the Town of Greenville. While construction documents are being drafted, Miron will revise and refine this proposal at appropriate intervals as instructed by you.

Subcontractors and Suppliers

Miron will seek to develop subcontractor interest in the project and will furnish to the Town and Five Bugles Design for their information, a list of possible subcontractors, including suppliers who are to furnish materials or equipment, from whom proposals will be requested for each principal portion of the work. Miron utilizes a subcontractor/supplier database of more than 5,000 companies statewide to ensure the most responsive and competitive bids.

Long-Lead Time Item(s)

Miron will recommend to the Town of Greenville and Five Bugles Design a schedule for procurement of long-lead time items. If such long-lead time items are procured by the Town, they shall be procured on terms and conditions acceptable to Miron. Miron will expedite the delivery of long-lead time items.

Guaranteed Maximum Price (GMP) / Proposal and Contract Time

Upon completion of the design development phase, Miron will propose a GMP, if requested by the Town of Greenville, which will be the sum of the estimated cost of construction services and Miron’s fee.

Building Information Modeling (BIM)

Miron will work and communicate closely with the Town and Five Bugles Design to ensure a thorough understanding of the proposed built environment through 2D and 3D modeling.

LEED/Sustainable Initiatives

At the Town of Greenville’s request, the team can look at energy efficiency of the building, which has a direct impact on operational costs, and analyze how the energy-related systems and building materials impact the indoor air quality and thermal comfort, directly impacting the health and well-being of the building occupants, and overall productivity. Our team can also explore ways to reduce potable water consumption.

Our construction team has the resources, tools, and technology available to identify construction materials that have a high recycle content and can identify those that are readily available and can be purchased locally. Our strong relationship with our building material suppliers will ensure our clients get the best pricing for “green” products. Our superintendents have also been trained in sustainable construction practices and work hard to ensure construction waste management and indoor air quality practices are successfully implemented on all Miron projects to ensure the health and safety of our environment and our people.

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• Contingency: Describe your view of the contingency and its use, how is it managed and how any balance is dealt with at the end of the project.

Contingency

The construction project contingency fund will be managed with input from all parties; the Town of Greenville, Five Bugles Design, and Miron, to maintain transparency in its use. If a potential contingency request is identified, Miron will solicit pricing from all relevant contractors. After reviewing the costs for accuracy, Miron will submit the pricing for review to the architect. Any questions that the architect had would then be addressed by Miron with the appropriate contractor before the cost review meeting with the Town (a weekly cost review meeting will be established).

At the cost review meeting, Miron and the architect will review costs and the legitimacy for the request to apply the costs to the construction project contingency with the Town. Only after your approval will the cost be applied to the construction project contingency fund.

Comprehensive cost summary spreadsheets will be issued by Miron at the weekly cost review meetings to update both you and the architect on the balance of the construction project contingency. Any remaining balance in the construction project contingency fund will be returned to you at project completion through a deductive change order to the contract.

100% of unused contingency will be returned to the Town.

4. experienCe


Fire Station Experience

Miron has completed nearly 20 fire station projects over the last 10 years. We understand the unique requirements of these facilities and bring the expertise and experience needed to deliver a successful project for the Town of Greenville. Below is a representative listing of our fire station experience. We have also provided additional information for a handful of these projects on the following pages.

Project Name Location ArchitectProject

AmountCompletion

DateFitchburg East Fire Station Fitchburg WI Short Elliott Hendrickson Inc.

(SEH)$6,378,650 3/29/19

Madison Fire Station 14 Madison WI OPN Architects, Inc. $6,390,783 12/21/18City of Madison Fire Station #10 Bathroom Remodel Madison WI City of Madison $154,557 8/24/18Eau Claire City Hall & Fire Station #2 Remodel Eau Claire WI SDS Architects, Inc. $333,491 4/30/17City of Fitchburg New Fire Station Fitchburg WI Short Elliott Hendrickson Inc.

(SEH)$5,107,163 4/24/17

Fox Valley Technical College Public Safety Training Center

Appleton WI Eppstein Uhen Architects $34,800,000 1/9/15

City of Madison Fire Station No. 13 Madison WI Zimmerman Architectural Studios, Inc.

$4,194,659 5/9/14

Village of Lake Delton Fire & EMS Facility Lake Delton WI Architectural Design Consultants, Inc. (ADCI)

$3,084,289 9/30/13

Cedar Rapids Central Fire Station Cedar Rapids IA Solum Lang Architects, LLC $13,913,688 8/9/13Town of Menasha Fire Station 41 Remodel Menasha WI Owner $10,000 7/13/12Central Wisconsin Center Renovations Madison WI Shulfer Architects, LLC $172,609 6/27/11Neenah-Menasha Fire Rescue, New Fire Station #36 Menasha WI Gries Architectural Group $1,325,522 5/1/11Town of Salem Highway & Fire Facility Salem WI Kueny Architects, LLC $4,816,617 11/1/10Pabst Fire Station No. 2 Oconomowoc WI Plunkett Raysich Architects, LLP $2,580,000 8/1/10City of Madison Fire Station #5 Remodel (Phase II) Madison WI Strang, Inc. $163,015 3/1/09Iowa City Fire Station #2 Demolition & Construction Iowa City IA Rohrbach Associates PC $2,177,691 12/10/08City of Middleton Fire Station No.1 & Emergency Medical Services Facility

Middleton WI Short Elliott Hendrickson Inc. (SEH)

$7,925,000 10/31/08

Town of Middleton Fire Station No. 2 Verona WI Short Elliott Hendrickson Inc. (SEH)

$1,425,000 10/31/08

Bellevue Public Safety Building Green Bay WI Short Elliott Hendrickson Inc. (SEH)

$3,998,258 10/1/08

Kenosha Fire Station #1 Door Relocation Kenosha WI Miron Construction Co., Inc. $2,431 1/31/07Town of Menasha Fire Station #41 & Community Center Menasha WI Short Elliott Hendrickson Inc.

(SEH)$827,141 11/1/06

Town of Menasha Fire Station #40 Remodel Neenah WI Short Elliott Hendrickson Inc. (SEH)

$1,217,765 8/15/06

City of Madison Fire Station #11 Madison WI Plunkett Raysich Architects, LLP $2,296,545 8/1/05Brookfield Police/Fire/Public Works/Town Hall Renovation Brookfield WI Zimmerman Architectural

Studios, Inc.$1,200,228 11/29/02

Village of Valders Fire Station Addition Valders WI N/A $248,148 9/30/02Seymour Fire Station Seymour WI Gries Architectural Group $682,098 1/31/02Two Rivers Fire Station Two Rivers WI Bray Associates Architects, Inc. $1,422,150 2/1/01Outagamie County Airport Rescue/Fire Renovation Appleton WI OMNNI Associates, Inc. $840,200 12/27/96Amherst Fire Station Amherst WI C.R. Meyer & Sons $337,200 8/15/95Neenah Fire Station-Concrete/Carpentry/Masonry Neenah WI Gries Architectural Group $130,300 7/19/95

FIRE STATION PROJECTSMiron Construction Co., Inc.

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CITY OF FITCHBURG NEW FIRE STATIONFitchburg, Wisconsin

ProfileOwner: City of Fitchburg

Thomas Hovel | 608.270.4200Architect: Short Elliott Hendrickson Inc.Project: $5,107,163Building Area: 23,951 SFCompletion: May 2017Delivery Method: General Contractor

FeaturesThe new fire station for the City of Fitchburg replaces an existing, aging fire station and provides a better location for fire operations. The project scope included a full single-story station with several elevated mezzanines, and a geothermal HVAC system.

miron-construction.com

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CITY OF MADISON FIRE STATIONNO. 13Madison, Wisconsin

ProfileOwner: City of Madison

Randy Wiesner | 608.267.8679Architect: Zimmerman Architectural Studios, Inc.Project: $4,194,659Building Area: 13,724 SFCompletion: May 2014Delivery Method: General Contractor

FeaturesThe Madison Fire Department welcomed a new fire station to the city’s far east side. The station is staffed with four firefighter EMTs who will cover that side of town 24/7. Response times before Fire Station No. 13 used to be ten to twelve minutes but with the new location, it has been cut down to three minutes.

Fire Station No. 13 has been built to be very modern and efficient. It uses many state-of-the-art systems to maximize effectiveness, including solar power, geothermal heating and cooling systems, and a site layout that maximizes passive lighting.

The funding for the staff was made possible through a Staffing for Adequate Fire and Emergency Response grant acquired by the city through the federal government.

AWARDED GOLD LEED CERTIFICATION


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VILLAGE OF LAKE DELTON FIRE & EMS FACILITYLake Delton, Wisconsin

ProfileOwner: Village of Lake Delton

Kay Mackesey | 608.254.2558Architect: Architectural Design Consultants, Inc. Project: $4,795,947Building Area: 32,737 SFCompletion: September 2013Delivery Method: General Contractor

FeaturesThe Village of Lake Delton Fire Department is comprised of 35 paid-per-call men and women that work out of one fire station. The Delton Fire Department is proud to provide fire suppression, fire prevention education, auto extrication, ice rescue, and high and low angle rope rescue to the citizens of the Village of Lake Delton, Town of Delton, and east half of the Town of Dellona. They are a progressive department in the areas of fire prevention, community involvement, and fire/rescue technology. They spend a great deal of time training and preparing to assure everyone that requires their assistance is provided the best possible service.

The scope of this project included:

• Mezzanine for equipment storage

• 14-garage door apparatus bay

• 5-story training tower

• Showroom for a full size fire truck

• Fitness Room

• Full Kitchen

• Overnight bunks


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NEENAH-MENASHA FIRE RESCUE NEW FIRE STATION #36Menasha, Wisconsin

ProfileOwner: Neenah-Menasha Fire Rescue

Dan Schultz | 920.886.6200Architect: Gries Architectural GroupProject: $1,325,522Building Area: 7,910 SFCompletion: May 2011Delivery Method: Construction Manager

FeaturesThe City of Menasha recognized that the “old” Station 36 was in need of major repairs. Due to the high cost of the repairs, and the growth on the city’s East side, it was decided that investment in the 1969 facility at its current location was infeasible. A committee was formed to direct the design and construction of a new station more effectively located to serve the city’s areas of growth. A FEMA grant of $1,208,522 to construct a new fire station cleared the way of budget constraints.

The new station houses four career firefighters 24/7, with one front line apparatus (Engine 36). It contains a two drive-through-bay apparatus room (4,100 SF), full living quarters (3,808 SF) including kitchen, dining room, day room, captain’s office, exercise room, sleeping rooms, locker rooms, and bathrooms, mechanical room, storage room, washroom (laundry and decontamination room), and a separate turn out gear room.

AWARDED SILVER LEED CERTIFICATION


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PABST FIRE STATION NO. 2Oconomowoc, Wisconsin

ProfileOwner: City of Oconomowoc

David Beguhn | 262.567.4401Architect: Plunkett Raysich Architects, LLPProject: $2,580,000Building Area: 14,021 SFCompletion: August 2010Delivery Method: Design-Build

FeaturesThis new fire station was built to be a shared facility between the City of Oconomowoc Fire Department and the Village of Summit Fire Department; it serves as the Village of Summit’s only fire facility and the City of Oconomowoc’s second facility. It houses three full-time City of Oconomowoc Fire Department staff members along with volunteers from Oconomowoc and Summit. The staff shares the station with eight units of fire-fighting apparatus and a City of Oconomowoc ambulance.

The facility was designed with environmentally friendly features like built-in rain barrels and solar panels to provide water heating.


5. self-performed Work


• Indicate which elements of work your firm would propose to self-perform. (All work will be required to be competitively bid including all proposed self-perform work.) Describe your experience and capabilities of performing this work.

Self-Performed Work

Miron has the ability to self-perform selected construction activities, including concrete, carpentry, masonry, precast and steel erection, and demolition.

Miron consistently maintains a 1,500-plus workforce. This allows us the flexibility to assure our projects are properly staffed to handle the self-performed work. In Miron’s 100 years in business, we have never been unable to complete our self-performed work.

Miron may choose to bid some of this work. Ultimately, Miron may or may not be awarded the work. The trade packages that Miron would like to bid on would be delivered directly to the Owner in sealed envelopes. If (and only if ) Miron is the low bidder do we have the opportunity to self-perform any of the work.

As the Construction Manager, Miron is responsible for holding the trade contracts and managing the associated risk (quality, performance of the work, construction cost and schedule). Regardless of our self-performed work, as your Construction Manager, we act in the best interest of the Owner.


6. priCe proposal


• Cost associated with Pre-Construction Services. Please provide as a lump sum fee. Please indicate if there is a limit on man-hours included and any and all travel fees.

Pre-construction Services Fee (Lump Sum): $6,500.00 There is no limit on the man-hours included in our pre-construction services.

• Construction Management Fee.

Construction Management Fee (Lump Sum): $92,500.00

• Cost associated with procuring a bond for the project, should the Owner choose to require a bond.

Bond Cost: $30,000.00

• Describe the project warranty you would offer to this project.

2-Year, Wall-to-Wall Warranty

Miron will provide a two (2) year wall-to-wall construction warranty for this project. We believe in developing long-term relationships with our clients. That means taking care of business. As a member of your team, Miron will assure that this project meets—or exceeds—your expectations. Our passion for Excellence does not expire. “You Call. We’re There. No Questions Asked!”

• Provide a lump sum fee for general conditions costs.

General Conditions Costs (Lump Sum): $19,265.00/month

• Please explain your approach/philosophy to managing allowances throughout the course of a project.

The process for handling allowances would be very similar to the contingency process described in Section 3. Allowances would be created with the approval of the entire team for items that are not fully defined at time of bid. The costs will be transparent to the entire team and billed on an open-book basis as a cost of work.

TOTAL TRANSPARENCY | TRUST | NO HIDDEN FEES | TEAM APPROACH | 100% EMPLOYEE OWNED

WWW.KELLERBUILDS.COM | 1.800.236.2534

REQUEST FOR QUALIFICATIONS

EXPERIENCE THE DIFFERENCE

Kelly Claflin, Project ManagerConstruction Management DivisionKeller, Inc. | P.O. Box 620 | Kaukauna, WI 54130-06201.800.236.2534 | 920.766.5795

FRIDAY, SEPTEMBER 14TH, 2018

CONSTRUCTION MANAGEMENT AT RISK SERVICES

Mr. Joel GregozeskiTown AdministratorTOWN OF GREENVILLE

P.O. Box 60W680 Parkview Dr.

Greenville, WI 54943

FOR NEW FIRE & SAFETY BUILDING

Planners | Architects | Construction Managers

Offices in Fox Cities, Madison, Milwaukee, & Wausau

Mr. Joel Gregozeski September 14, 2018 Town of Greenville W6860 Parkview Drive P.O. Box 60 Greenville, WI 54942

RE: REQUEST FOR QUALIFICATIONS (RFQ)

CONSTRUCTION MANAGEMENT (CMAR) AT RISK SERVICES

Dear Joel, Thank you inviting Keller, Inc. to submit our proposal for Construction Management at Risk Services for the Town of Greenville Fire and Safety Building. As you review our submission, you will find that Keller, Inc. provides the following advantages to your team:

Fire Station/EMS Experience: Keller Inc. has provided Construction Management Services for more (20) Fire Station/EMS Facilities. Earlier this year we completed an 18,000 sq. ft. Fire Station/EMS Facility for BUG Fire and Door County EMS and are working with other Municipalities on new facilities for 2019.

Keller will not self Perform any Work: We feel this will benefit the Town in overall project cost by getting more trade bids. More Bids usually means lower prices. This also enhances the dynamics of the Owner/Construction Manager relationship. It puts us on the same side of the table throughout the project. We’re solely looking out for your interest.

Team: We have assembled a very talented and experienced group (no interns) of individuals designated to your project that is familiar in working on Fire Stations/EMS facilities including Project Managers, Estimators, Expediters, Supervisors and On-site Superintendent.

Resources and Stability: Our (58) years in business and over (265) Employee Owners to draw from would be an asset to your project.

Reduced Administrative Burden to the Town: Our experience in providing Construction Manager at Risk Services for Fire Stations and EMS Facilities will make your job easier by guiding you through the entire process. Soliciting interest for your project from a large pool of subcontractors to bid, Bid Advertising and providing you with a turn-Key solution will make your job easier.

Thank you for the opportunity to submit our proposal for your Fire Station. We are confident that our extensive experience in Fire Stations and the Team we assembled for your project makes us the best choice as Construction Manager at Risk for the Town of Greenville. If you have any questions or require additional information, please do not hesitate to call. Sincerely, KELLER, INC.

Kelly Claflin Project Manager/Co-Owner (920) 759-3359 Direct, (920) 427-4479 Cell [email protected]

mailto:[email protected]

1. FIRM INFORM

ATION

FIRM INFORMATION

Date First Organized: Keller, Inc was started and incorporated in the State of Wisconsin in 1960.

Type of Firm: Keller, Inc.’s legal status is a Professional “S” Corporation that is 100%

Employee-Owned.

Professional Staff Size: 265 Employee Owners.

Company History: Keller, Inc was started and incorporated in the State of Wisconsin in 1960.

The company is headquartered in Kaukauna with offices in Madison, Milwaukee and Wausau. Over the years, the company has developed into the leading Construction Manager throughout the state. Presently we employ approximately 265 people; both professional and field personnel. Walter Keller was the founder of the company and was the President from inception until 1989 when he was named Chairman of the Board. The current officers are Wayne Stellmacher – President/CEO, Steve Klessig – V.P. Architecture and Engineering, Jerry Cohen – V.P. Construction Management, and Douglas Stecker, CPA – V.P. Finance/CFO. In 1986, Keller started an Employee Stock Ownership Plan (ESOP) to initiate a planned transfer of ownership to its employees and the company is now 100% owned by the ESOP. This concept results in increased dedication and responsibility assumed by all employees throughout the building process and subsequently, a more professional product for our clients. Keller has served the municipal, commercial, healthcare/dental, retail, religious, industrial, educational, financial, agricultural, elder care and multi-family housing, and hospitality markets.

Construction Management: Keller has developed the “Total Transparency” Delivery System to protect

the taxpayers’ dollars. Keller’s Construction Management division is responsible for 100% of all our completed publicly bid projects. Kelly Claflin will be Keller’s Construction Manager for this project and he will act as the single point contact person for the entire project.

Ownership Structure: 100% Employee Owned.

Responsible Office: The Keller Headquarters Office is located at N216 State Road 55, Kaukauna,

WI 54130, and will be responsible for this Town of Greenville project.

2. TEAM

SAFETY, TRAINING &QUALITY CONTROL

SERVICESAl Kuklinski

KELLER PROFESSIONALESTIMATORBill Willmer

CONSTRUCTION MANAGEMENT TEAM

OPERATIONS MANAGER/EXPEDITORTom Fricke

27 years

KELLERSUPERVISOR

Dan Dyce31 years

ON-SITE SUPERINTENDENTRichard Penterman

19 years

TRADECONTRACTORS

KELLERCONSTRUCTION MANAGER

Kelly Claflin

TEAM

Construction Manager Kelly Claflin will be the Project Manager for the Town of Greenville. He will act as single point of contact

throughout the entire project. Kelly’s 42 plus years in Construction Management projects, provides the necessary knowledge and leadership to deliver a successful project to the Town of Greenville. Kelly’s experience as the Construction Manager on fire stations and other municipal projects similar to this, such as the recently completed Brussels, Union, Gardner Fire Station & EMS facility, will bring value to the entire project. He will be available for all project meetings, project interviews, and design meetings. (See attached profile and project experience.)

Estimator Bill Willmer leads a group of six estimators at Keller who have a combined (130) years of experience in

construction projects. This experience proves valuable not only when estimating project feasibility, but during the design phase as our estimators are able to suggest alternate ways and products to obtain the most cost-effective selection of building products without sacrificing quality or aesthetics. (See attached profile and project experience.)

Supervisor Dan Dyce would serve as Project Supervisor for all aspects of field supervision. He is responsible for

maintaining the schedule and coordinating the individual trade contractors. He is also responsible for quality and safety of the project. Dan is typically assigned to the larger and more complex projects that Keller is involved with. (See attached provide and project experience.)

On-Site Superintendent Richard Penterman’s role in the project as On-Site Superintendent is the daily on-site communication

between all trades to keep the project moving smoothly as well as ensuring project quality. Rich’s 26 years of experience with Keller enables him to anticipate any type of issues prior to occurrence. Rich is known for his “can do” attitude and his ability to take on any sized project to meet or exceed the deadline. His attention to detail means a very small punch-list at completion with no surprises. He has great relations with the Architect and local building inspectors. He demands quality from all trade contractors. (See attached provide and project experience.)

TEAM

Safety Manager Al Kuklinski is Keller’s Manager of Safety, Training and Quality Control. Safety is of utmost concern at

Keller, Inc. Al conducts regular site visits on all Keller projects. Keller’s current Safety MOD rating is .57; industry average is a MOD rating of 1.00, so we are doing much better than the industry standard. We care about everyone’s wellbeing on Keller projects. Construction can be dangerous, but accidents can be prevented if everyone concentrates on safety. (See attached provide and project experience.)

Operations Manager/Expeditor Tom Fricke is Keller, Inc.’s Operations Manager and oversees the Internal Operations Group to insure that

all projects run smoothly from initial construction through final completion. Tom works closely with the Construction Manager to contract with subcontractors for pricing and materials, which guarantees that our customers receive the best value and quality of materials on their project. (See attached provide and project experience.)

Construction ManagementKelly Claflin

Responsibilities & QualificationsAs Construction Manager, Kelly will act as the Owner’s principal agent in the management of each construction proj-ect. Kelly is responsible to the Owner for managing the planning, budgeting, design, construction and post construc-tion phases of each project. He represents the interests of the Owner in the following areas: optimum use of funds, con-trol of the work scope, project scheduling, optimum use of skills and talents, avoidance of delays, changes and disputes, construction quality and flexibility in contracting and procurement. Kelly has been in the construction industry since 1975. His experience in all phases of a project proves extremely beneficial in keeping things moving smoothly from one phase to another. Kelly understands the importance of good communication necessary for successful delivery of complex construction projects. He has a vast knowledge in acceptable construction standards and demands high quality in all phases of the project. Owner satisfaction is Kelly’s highest priority.

Education Northeast Wisconsin Technical College Associate Degree - Civil Engineering Technology Affiliations Wisconsin Builders Association Development Council Door County Development Council Wisconsin Real Estate License

Project ExperienceB.U.G. (Brussels, Union, Gardner) Fire Dept. - Brussels, WI 16,500 Sq. Ft. New Fire Station & EMS Facility City of New London - New London, WI 32,200 Sq. Ft. Public Works Design City of Omro - Omro, WI 14,400 Sq. Ft. FacilityFond du Lac Public Library - Fond du Lac, WI 2,000 Sq. Ft. Lower Level Remodel Kellnersville Fire Department - Kellnersville, WI 1,500 Sq. Ft. AdditionIron Ridge Fire Department - Iron Ridge, WI 12,000 Sq. Ft. Fire StationLittle Chute Doyle Park - Little Chute, WI 22’ x 16’ Kitchen Menchalville Fire Department - Menchalville, WI 4,000 Sq. Ft. AdditionNeenah Water Department - Neenah, WI 5,500 Sq. Ft. Second StoryNew London Utilities - New London, WI 5,600 Sq. Ft. Garage AdditionOutagamie Public Works - Shiocton, WI 18,000 Sq. Ft. Fire RestorationPlainfield Library - Plainfield, WI 3,276 Sq. Ft. LibrarySouthern Door Fire Department - Forestville, WI - 1,500 Sq. Ft. Station Addition Nausewaupee, WI - 1,500 Sq. Ft. Station Addition Town of Brillion - Brillion, WI 70’ x 244’ Municipal BuildingTown of Buchanan - Buchanan, WI 7,550 Sq. Ft. Town Hall, Fire Station & AdditionTown of Chilton - Chilton, WI 3,700 Sq. Ft. Town HallTown of Ellington - Ellington, WI 12,000 Sq. Ft. Town Hall, Fire Station & Garage

Town of Freedom - Freedom, WI 9,600 Sq. Ft. Town Hall, Fire Station & AdditionTown of Harrison - Harrison, WI 50’ x 110’ Fire StationTown of Jacksonport - Jacksonport, WI Building Renovation Town of Kaukauna - Kaukauna, WI 3,600 Sq. Ft. Fire StationTown of Lena - Lena, WI 1,364 Sq. Ft. Addition to Town HallTown of Liberty - Liberty, WI 2,578 Sq. Ft. Town HallTown of Little Suamico - Little Suamico, WI 5,050 Sq. Ft. Town Hall BuildingTown of Long Lake - Long Lake, WI 7,360 Town Hall and Fire & Rescue FacilityTown of Menasha - Menasha, WI 6,400 Sq. Ft. Fire StationTown of Menchalville - Menchalville, WI 2,400 Sq. Ft. BuildingTown of Ripon - Ripon, WI Town Hall & Police DepartmentTown of Vandenbroek - Kaukauna, WI 1,800 Sq. Ft. & 3,000 Sq. Ft. BuildingsVillage of Dane - Dane, WI 60’ x 168’ Public Works FacilityVillage of Hortonville - Hortonville, WI 19,000 Sq. Ft. New Village OfficesVillage of Little Chute Parks Department - Little Chute, WI 90’ x 46’ Park ShelterVillage of Wrightstown - Wrightstown, WI 10,000 Sq. Ft. Office & Town HallWaverly Sanitary District - Menasha, WI 8,700 Sq. Ft. Office & Shop

Project Estimators

ResponsibilitiesAs a Project Estimator, this team is responsible for cost breakdowns in all phases of work; from labor, to materials and even equipment rentals. They understand the impor-tance of meeting a budget and works diligently with the Construction Manager to prevent problems before they arise. Their main goal is to ensure estimates are accurate for every step of the construction process. With the team’s combined estimating experience, they know what problems and challenges a project may face before they happen. With this goal in mind, our Estimators guarantee that Keller’s customers will experience a positive, worry-free building experience with Keller.

Project Experience

Ada Fire Department - Remodel of FacilityCity of Green Bay - 2,000 Sq. Ft. Canopy BuildingCity of Neenah - 600 Sq. Ft. Addition to Pump HouseCity of New London - 32,200 Sq. Ft. Public Works Design City of Omro - 14,400 Sq. Ft. FacilityCity of Tomah - 40’ x 110’ Addition to Ice ArenaCity of Watertown - 5,800 Sq. Ft. RetrofitFond du Lac Public Library - 2,000 Sq. Ft. Lower Level Remodel Kellnersville Fire Department - 1,500 Sq. Ft. AdditionIron Ridge Fire Department - 12,000 Sq. Ft. Fire StationKewaunee County Highway Dept. - 30’ x 80’ Truck Wash BayLittle Chute Doyle Park - 22’ x 16’ Kitchen Menchalville Fire Department - 4,000 Sq. Ft. AdditionNeenah Water Department - 5,500 Sq. Ft. Second StoryNew London Utilities - 5,600 Sq. Ft. Garage AdditionOutagamie Public Works, Shiocton - 18,000 Sq. Ft. Fire RestorationPlainfield Library - 3,276 Sq. Ft. LibrarySouthern Door Fire Dept., Nausewaupee - 1,500 Sq. Ft. Station AdditionSouthern Door Fire Dept., Forestville - 1,500 Sq. Ft. Station Addition Town of Brillion - 70’ x 244’ Municipal BuildingTown of Buchanan - 7,550 Sq. Ft. Town Hall, Fire Station & AdditionTown of Center - 32’ x 60’ BuildingTown of Chilton - 3,700 Sq. Ft. Town HallTown of Ellington - 12,000 Sq. Ft. Town Hall, Fire Station & GarageTown of Freedom - 9,600 Sq. Ft. Town Hall, Fire Station & AdditionTown of Grand Chute - Fire StationTown of Grover - 6,400 Sq. Ft. Fire StationTown of Harrison - 50’ x 110’ Fire StationTown of Jacksonport - Building Renovation Town of Kaukauna - 3,600 Sq. Ft. Fire StationTown of Lena - 1,364 Sq. Ft. Addition to Town HallTown of Liberty - 2,578 Sq. Ft. Town HallTown of Little Suamico - 5,050 Sq. Ft. Town Hall BuildingTown of Long Lake - 7,360 Town Hall and Fire & Rescue FacilityTown of Menasha - 6,400 Sq. Ft. Fire StationTown of Menchalville - 2,400 Sq. Ft. BuildingTown of Ripon - Town Hall & Police DepartmentTown of Townsend - 4,500 Sq. Ft. Fire Station & OfficesTown of Vandenbroek - 1,800 Sq. Ft. & 3,000 Sq. Ft. BuildingsVillage of Bear Creek - 8,100 Sq. Ft. Fire StationVillage of Dane - 60’ x 168’ Public Works FacilityVillage of Greendale - 8,700 Sq. Ft. Residing Project Village of Hortonville - 19,000 Sq. Ft. New Village OfficesVillage of Little Chute Parks Dept. - 90’ x 46’ Park ShelterVillage of Whitelaw - 1,800 Sq. Ft. Office & Meeting RoomVillage of Wrightstown - 10,000 Sq. Ft. Office & Town HallVillage of Potter Fire Station - 2,280 Sq. Ft. Fire Station AdditionWaverly Sanitary District - 8,700 Sq. Ft. Office & ShopWeyauwega Fire Station - 100’ x 70’ Fire Station

Craig OtisEmployee-Owner

Since 1993

Ron SchmidtEmployee-Owner

Since 2006

Bill WillmerEmployee-Owner

Since 1997

Kelly SchiedermayerEmployee-Owner

Since 2014

Carl SchwahnEmployee-Owner

Since 2006

Dan MertensEmployee-Owner

Since 2017

Construction SupervisorDan Dyce

ResponsibilitiesDan will serve as Project Supervisor; he will be responsible for all aspects of our field supervision. Dan will coordinate all self-performed and subcontractor trades. He will be responsible for the schedule, quality, and safety of the project. Dan will hold weekly on-site meetings to ensure the project flows smoothly. All testing, inspection, training, and turnover are coordinated by Dan.

QualificationsDan started working at Keller in 1987. He has continuously taken on more responsibility for the firm. Dan has been in his current role as Construction Supervisor since 2007. His attention to detail and his ability to work closely with our clients has enabled Dan to be one of our top supervisors.

Keller Certification Forklift Scaffold Laser Training Hilti Training Steel Erection Training (2) Welding Courses

Project ExperienceB.U.G. (Brussels, Union, Gardner) Fire Dept. - Brussels, WI 16,500 Sq. Ft. New Fire Station & EMS Facility City of New London - New London, WI 32,200 Sq. Ft. Public Works Design City of Omro - Omro, WI 14,400 Sq. Ft. FacilityFond du Lac Public Library - Fond du Lac, WI 2,000 Sq. Ft. Lower Level Remodel Kellnersville Fire Department - Kellnersville, WI 1,500 Sq. Ft. AdditionIron Ridge Fire Department - Iron Ridge, WI 12,000 Sq. Ft. Fire StationLittle Chute Doyle Park - Little Chute, WI 22’ x 16’ Kitchen Menchalville Fire Department - Menchalville, WI 4,000 Sq. Ft. AdditionNeenah Water Department - Neenah, WI 5,500 Sq. Ft. Second StoryNew London Utilities - New London, WI 5,600 Sq. Ft. Garage AdditionOutagamie Public Works - Shiocton, WI 18,000 Sq. Ft. Fire RestorationPlainfield Library - Plainfield, WI 3,276 Sq. Ft. LibrarySouthern Door Fire Department - Forestville, WI - 1,500 Sq. Ft. Station Addition Nausewaupee, WI - 1,500 Sq. Ft. Station Addition Town of Brillion - Brillion, WI 70’ x 244’ Municipal BuildingTown of Buchanan - Buchanan, WI 7,550 Sq. Ft. Town Hall, Fire Station & AdditionTown of Chilton - Chilton, WI 3,700 Sq. Ft. Town HallTown of Ellington - Ellington, WI 12,000 Sq. Ft. Town Hall, Fire Station & GarageTown of Freedom - Freedom, WI 9,600 Sq. Ft. Town Hall, Fire Station & Addition

Town of Harrison - Harrison, WI 50’ x 110’ Fire StationTown of Jacksonport - Jacksonport, WI Building Renovation Town of Kaukauna - Kaukauna, WI 3,600 Sq. Ft. Fire StationTown of Lena - Lena, WI 1,364 Sq. Ft. Addition to Town HallTown of Liberty - Liberty, WI 2,578 Sq. Ft. Town HallTown of Little Suamico - Little Suamico, WI 5,050 Sq. Ft. Town Hall BuildingTown of Long Lake - Long Lake, WI 7,360 Town Hall and Fire & Rescue FacilityTown of Menasha - Menasha, WI 6,400 Sq. Ft. Fire StationTown of Menchalville - Menchalville, WI 2,400 Sq. Ft. BuildingTown of Ripon - Ripon, WI Town Hall & Police DepartmentTown of Vandenbroek - Kaukauna, WI 1,800 Sq. Ft. & 3,000 Sq. Ft. BuildingsVillage of Dane - Dane, WI 60’ x 168’ Public Works FacilityVillage of Hortonville - Hortonville, WI 19,000 Sq. Ft. New Village OfficesVillage of Little Chute Parks Department - Little Chute, WI 90’ x 46’ Park ShelterVillage of Wrightstown - Wrightstown, WI 10,000 Sq. Ft. Office & Town HallWaverly Sanitary District - Menasha, WI 8,700 Sq. Ft. Office & Shop

On-Site SuperintendentRichard Penterman

ResponsibilitiesRich will be the On-Site Superintendent; he assumes 100% of the responsibility for the site work being performed. Rich is in constant communication with the Project Manager providing daily, sometimes hourly updates of pictures, measurements, schedule updates, and schedule conflicts, using software such as PlanGrid. Rich works directly with the Safety Supervisor to ensure safe work practices are being performed, as safety is a top priority at Keller. Rich is knowledgeable with every aspect of the construction process, and understands that meeting deadlines is absolutely critical to the success of a project.

QualificationsRich is an experienced construction veteran who has been with Keller for 26 years, and in the construction industry for a total of 29 years. Rich is tremendously successful at coordinating complex sites, meeting deadlines, maintaining tight budgets, proactively working around disastrous weather, and working with unique designs and materials. His tremendous attention to detail allows him to work closely with subcontractors ensuring the highest quality and guaranteeing that deadlines are met in a timely manner. With his proactive management approach and unique planning capabilities, he is ready face any challenge.

Education University of Wisconsin Green Bay Bachelor of Arts Degree in Liberal Art & Communication of Arts including Graphic Design & Curative DegreesLicenses CDL

Project ExperienceB.U.G. (Brussels, Union, Gardner) Fire Dept. - Brussels, WI 16,500 Sq. Ft. New Fire Station & EMS Facility City of New London - New London, WI 32,200 Sq. Ft. Public Works Design City of Omro - Omro, WI 14,400 Sq. Ft. FacilityFond du Lac Public Library - Fond du Lac, WI 2,000 Sq. Ft. Lower Level Remodel Kellnersville Fire Department - Kellnersville, WI 1,500 Sq. Ft. AdditionIron Ridge Fire Department - Iron Ridge, WI 12,000 Sq. Ft. Fire StationLittle Chute Doyle Park - Little Chute, WI 22’ x 16’ Kitchen Menchalville Fire Department - Menchalville, WI 4,000 Sq. Ft. AdditionNeenah Water Department - Neenah, WI 5,500 Sq. Ft. Second StoryNew London Utilities - New London, WI 5,600 Sq. Ft. Garage AdditionOutagamie Public Works - Shiocton, WI 18,000 Sq. Ft. Fire RestorationPlainfield Library - Plainfield, WI 3,276 Sq. Ft. LibrarySouthern Door Fire Department - Forestville, WI - 1,500 Sq. Ft. Station Addition Nausewaupee, WI - 1,500 Sq. Ft. Station Addition Town of Brillion - Brillion, WI 70’ x 244’ Municipal BuildingTown of Buchanan - Buchanan, WI 7,550 Sq. Ft. Town Hall, Fire Station & AdditionTown of Chilton - Chilton, WI 3,700 Sq. Ft. Town HallTown of Ellington - Ellington, WI 12,000 Sq. Ft. Town Hall, Fire Station & GarageTown of Freedom - Freedom, WI 9,600 Sq. Ft. Town Hall, Fire Station & Addition

Town of Harrison - Harrison, WI 50’ x 110’ Fire StationTown of Jacksonport - Jacksonport, WI Building Renovation Town of Kaukauna - Kaukauna, WI 3,600 Sq. Ft. Fire StationTown of Lena - Lena, WI 1,364 Sq. Ft. Addition to Town HallTown of Liberty - Liberty, WI 2,578 Sq. Ft. Town HallTown of Little Suamico - Little Suamico, WI 5,050 Sq. Ft. Town Hall BuildingTown of Long Lake - Long Lake, WI 7,360 Town Hall and Fire & Rescue FacilityTown of Menasha - Menasha, WI 6,400 Sq. Ft. Fire StationTown of Menchalville - Menchalville, WI 2,400 Sq. Ft. BuildingTown of Ripon - Ripon, WI Town Hall & Police DepartmentTown of Vandenbroek - Kaukauna, WI 1,800 Sq. Ft. & 3,000 Sq. Ft. BuildingsVillage of Dane - Dane, WI 60’ x 168’ Public Works FacilityVillage of Hortonville - Hortonville, WI 19,000 Sq. Ft. New Village OfficesVillage of Little Chute Parks Department - Little Chute, WI 90’ x 46’ Park ShelterVillage of Wrightstown - Wrightstown, WI 10,000 Sq. Ft. Office & Town HallWaverly Sanitary District - Menasha, WI 8,700 Sq. Ft. Office & Shop

Safety, Training & Quality Control Services Al Kuklinski

Safety is of the utmost concern at Keller, Inc. as demonstrated by the attached Keller, Inc. Corporate Safety Policy.

on all projects. Regular monthly Foremen Meetings are held with emphasis on Safety and Safety Training Techniques. Daily Safety Tool Box Talks by all crew foremen are mandatory and recorded. Daily visual safety inspections are performed by our site supervision. Monthly insurance company safety inspections are performed, as well as, periodic written inspections by the Safety Director.

As an Employee Owned Company, all employees are aware of Worker’s Comp. and related Liability and Casualty Insurance costs. As a result of the emphasis for a safe work place, Keller, Inc. current Worker’s Compensation Mod. Factor is .47 and we have achieved the Gold level for ABC’s STEP Award Program. In addition, our insurance carrier has taken the unprecedented step of presenting Keller, Inc. a Safety Performance Award “...in recognition of outstanding performance and dedication to the well being and safety of Keller, Inc. greatest assets, its employees”.

We truly believe if you “practice safety daily”, you will have a safe work place.

The purpose of the Keller, Inc.’s Safety Program is to provide policy and guidelines to eliminate all serious injuries and the

and property damage secondary. In so much as human injury is of equal gravity on and off the job, and the personal habits and mental attitudes of a person will not change on or off work, we have included safety efforts aimed at off-the-job activities in this program as well.

This program assigns responsibilities, outlines actions and methods which will reduce and keep to a minimum manpower

effectiveness by which the company’s construction project will be completed.

Accident prevention is a total management responsibility. Top management will keep informed and assure that Supervision is given direction to carry out the proper safety practices and procedures. Direct Supervision is held accountable within the scope of its work assignment for personnel, property, and materials under its immediate jurisdiction.

Al KuklinskiSafety, Training & Quality Control Services

Education Columbia Southern University Associative Applied Science - Occupational Safety & Health

Experience 2012-Present Safety, Training & Quality Control Services - Keller, Inc. 2002-2012 Steel Shop Foreman - Keller, Inc.

Keller, Inc. 1987-1988 Crew Member - Keller, Inc.

OSHA 10 hour Training in Construction OSHA 30 hour Training in Construction DOT Reasonable Suspicion Training

Instructor, Scaffolding Safety Instructor, & Fall Protection Instructor

ABC of Wisconsin Safety Committee - Current Member

Safety Program

Operations ManagerTom Fricke

ResponsibilitiesAs an Operations Manager, Tom oversees the internal Opera-tions Group to insure that all projects run smoothly from initial construction, through final completion. As an Expeditor, Tom works personally with key projects in close partnership with a Project Manager to contract subcontractors for pricing and materials, which guarentees that our customers receive the best value and quality on their building projects and ensures that all subcontractors understand their job responsibilities. In addition, Expeditors handle daily call-ins from crews and subcontractors to answer questions on plans to ensure the job runs smoothly.

QualificationsTom has been with Keller since 1993. During that time, Tom has had the opportunity to move up through the company working closely with several different depart-ments. It is Tom’s inside working knowledge and under-standing of how the company performs best cohesively that gives him an inside edge in managing the operations team. His attention to detail and experience helps to ad-dress the challenges of project in advance. With this goal in mind, Tom sees that our customers experience a posi-tive, worry-free construction experience with Keller.

Keller Experience 2014 - Present Operations Manager 1999-2014 Lead Expeditor 1996-1999 Foreman 1993-1996 LaborerEducation University of Wisconsin - Milwaukee Bachelors of ScienceProfessional Affiliations Construction Management, Associated Builders and Contractors & Lean Contractors Civic Affiliations Brown County Historical Society, Smithsonian Curator Member & Celebration Church Sunday Night Youth Group

Project ExperienceB.U.G. Fire Department Sturgeon Bay, WI Remodel & Addition to North Fire Station Brussels, WI South Fire Station & EMS Facility City of New London - New London, WI 32,200 Sq. Ft. Public Works Facility City of Omro - Omro, WI 14,400 Sq. Ft. Public Works FacilityFond du Lac Public Library - Fond du Lac, WI Lower Level Remodel Fond du Lac Public Library - Fond du Lac, WI Lower Level Remodel Kaukauna Area School District - Kaukauna, WI Athletic Facility Improvements Kellnersville Fire Department - Kellnersville, WI Fire Station AdditionIron Ridge Fire Department - Iron Ridge, WI 12,000 Sq. Ft. Fire StationMenchalville Fire Department - Menchalville, WI Fire Station AdditionOutagamie Public Works - Shiocton, WI Fire RestorationPlainfield Library - Plainfield, WI LibrarySheboygan Falls School District - Sheboygan Falls, WI New Storage Building Shiocton School District - Shiocton, WI Multi-Purpose Facility Southern Door Fire Department - Forestville, WI - Station Addition Nausewaupee, WI - Station Addition

Town of Brillion - Brillion, WI Municipal BuildingTown of Buchanan - Buchanan, WI Town Hall, Fire Station & AdditionTown of Chilton - Chilton, WI Town HallTown of Freedom - Freedom, WI Town Hall, Fire Station & AdditionTown of Harrison - Harrison, WI Fire StationTown of Kaukauna - Kaukauna, WI Fire StationTown of Lena - Lena, WI Addition to Town HallTown of Little Suamico - Little Suamico, WI Town Hall BuildingTown of Long Lake - Long Lake, WI Town Hall and Fire & Rescue FacilityTown of Menchalville - Menchalville, WI 2,400 Sq. Ft. BuildingTown of Ripon - Ripon, WI Town Hall & Police DepartmentTown of Vandenbroek - Kaukauna, WI Town HallVillage of Dane - Dane, WI Public Works FacilityVillage of Hortonville - Hortonville, WI New Village OfficesVillage of Wrightstown - Wrightstown, WI Office & Town Hall

3. APPROACH TO THE PROJECT

MANAGEMENT APPROACH

When selected as the Town of Greenville’s Construction Manager, Keller’s goal for the Town of Greenville will be to exceed the Town’s expectations and deliver a quality project on schedule with no surprises. Keller has the experience, personnel and resources to deliver a worry-free and pleasurable building experience for the Town of Greenville. Keller is familiar with all the procedures and requirements that public projects must adhere to. Keller has designated key individuals for your project that have vast experience (no interns), knowledge, character and respect within the construction industry. Keller encourages the Town of Greenville to contact our references for all Construction Management projects we have completed and we are confident that the Town of Greenville will receive favorable reviews.

I. Cost Control/Value Engineering

In addition to Keller, Inc. being a Construction Manager who has designed and provided Construction

Management Services for many public projects similar to the Town of Greenville’s, Keller is also a

Design/Build Construction General Contractor. We have (6) full time experienced estimators who bid

projects every day. This experience enables the estimators to provide valuable feedback to the Architect and

in “Value Engineering” resulting in cost savings to the Town of Greenville. Keller’s estimators, working

with our expediters, project managers and material suppliers, are in tune with daily material costs. Keller’s

extensive experience in this area will be invaluable to providing the Town with the best selection of building

materials for the longest life cycle. Keller will work closely with the architect in the design phase and

present options for alternate materials to ensure the best use of available funds.

Keller has been in the building business for (58) years and has constructed over $2 Billion Dollars in

projects. Keller’s reputation, success, and longevity in the construction industry have resulted in good

relationships with numerous trade contractors. Since we have a presence in Brown County, we will

contact the many local trade contractors in that area and provide them with an opportunity to bid on

this project. Keller will treat the trade contractors working on the project with respect and

appreciation. These trade contractors want to work on Keller projects. Keller pays our trade

contractors promptly and we treat them with respect. These existing relationships will help create a

large bidder turnout with multiple bids in each division of work. By creating this competitive bid

environment, the Town of Greenville will benefit by receiving favorable bids at the lowest

possible construction cost. Keller will also solicit bids through the local builder exchanges and other

electronic medium to obtain bids. Keller will notify the qualified trade contractors through our Master

Distribution List. Keller will work with the Town of Greenville to obtain information on who

the Town has had good experience with, and include them as bidders.

MANAGEMENT APPROACH

II. Constructability Review

Keller will consult with the Town of Greenville and Five Bugles Design during the design phase to help keep the project within budget.

Keller will consult with the Town of Greenville and the architect during the schematic design and

document stage, to help design for constructability, bidding documents, and scheduling, to keep the project within budget.

Keller will make recommendations to the Town of Greenville and the architect for the assignment

of responsibilities for temporary project facilities and equipment and services for common use of the contractors.

Keller will make recommendations to the Town of Greenville for a method to be used to select

trade contractors. Keller will review with the architect, all drawings and specifications to ensure all requirements of the project are assigned to the appropriate trade contractors.

Keller utilizes REVIT software (BIM) as a powerful collaboration tool between different

disciplines in the building design phase. III. Schedule

Attached in this section is an example of Keller’s weekly meeting minutes, daily reports, and the Town of Greenville’s Project Schedule. The examples show the how Keller approaches daily

management of the project.

IV. Quality Control

Keller’s team approach to Construction Management promotes high quality and efficient project performance. Keller maintains excellent quality through daily jobsite reviews. Keller’s on-site superintendent is the daily on-site communication between all trade contractors to keep the project moving smoothly and ensuring project quality.

Keller is approaching our 59th year in business. This longevity is testament to a stable, financially

strong and experienced organization. Keller can receive bonding in excess of $100 Million on an annual basis.

V. Safety

Keller’s current Worker’s Compensation Mod Factor is .57 which is much better than the Industry standard of 1.0, and our insurance carrier has taken the unprecedented step and presented Keller, Inc. a Safety Performance Award. Our Mod rate for 2016 was .47 and .58 for 2014.

Please see Keller’s Safety Program attached in this section.

MANAGEMENT APPROACH

VI. Partnering/Teamwork

A successful project requires a team effort in working together in a positive environment. Keller would foster the relationship with the architect by listening, sharing, comparing, helping and showing appreciation and respect. In Kelly’s (42) years of Construction Management experience, he discovered that successful construction projects have a good relationship between the Architect and Construction Manager. Keller will assist the architect in the preparation of the construction documents for bidding and constructability. Keller will offer our advice when requested, but will not interfere with the

architect’s responsibility to the Town of Greenville. Keller has licensed architects on-staff that have designed similar projects, so we will be able to assist them when called upon. Keller will do everything possible to create a positive working relationship with the architect. Keller will coordinate an extensive review of the Bidding Documents with the architect prior to bidding to ensure

completeness and accuracy. This will prevent a need for change orders.

VII. Communications Management

Keller utilizes PlanGrid, which is an electronic documentation system used for communications management. PlanGrid allows Keller to maintain one master set of plans and bid documents. Plan grid allows the sharing of plans, markups, photos, punch-lists and meeting minutes, with the entire project team during all phases of the project. The sharing program has allowed our team to communicate as if we are all in the same room.

VIII. Pre-Construction Services Provided

Keller, Inc. will provide all services as outlined in the RFP in the RFP Scope and Expectations:

Value engineering with owner and architect during design phase.

Solicitation of prospective bidders.

Constructability review at appropriate intervals during design phase.

Preconstruction bid meeting with trade contractors.

Prepared bid notice for owner.

Coordinate bid date.

Attend bid opening.

Obtain building permit.

Order long lead time items.

Provide owner with Guaranteed Maximum Price.

Develop proof of responsibility form.

Prequalify prospective bidders.

Review bids for completeness and accuracy.

Make recommendations to owner or trade contractor selection.

Issue trade contracts.

MANAGEMENT APPROACH IX. Construction Services

Full On-Site Supervisor.

Construction coordination.

Maintain daily and weekly records of construction activities.

Keep owner and architect advised on the construction schedule.

Facilitate shop drawing submittal to architect for approval.

Conduct regular job meetings and document meetings with minutes.

Oversee quality assurance.

Maintain all protected documents.

Maintain FRI submittal and change order logs.

Receive trade contractor payment applications and approve.

Process any change order requests.

Coordinate site access.

Protect safety.

Prepare project punch-list.

Coordinate close out procedures.

Oversee complete punch-list completion.

Obtain as-built record logs from all trade contractors.

Coordinate final testing of systems.

Advise on substantial completion.

Provide O & M manuals. X. Contingency

Keller, Inc. views contingency as a reserve fund only to be used by the owner in case they would like to make changes to the work after the project has been bid. It is not to be used for mistakes or omissions by the Construction Manager or Architect. The balance of any unused contingency fund should be returned 100% back to the owner at the end of the project.

Safety Program

Safety is of the utmost concern at Keller, Inc. as demonstrated by the attached Keller, Inc. Corporate Safety Policy.

Subcontractors are contractually advised of Keller, Inc.’s Safety Program and required to submit job-specific safety plans on all projects. Regular monthly Foremen Meetings are held with emphasis on Safety and Safety Training Techniques. Daily Safety Tool Box Talks by all crew foremen are mandatory and recorded. Daily visual safety inspections are performed by our site supervision. Monthly insurance company safety inspections are performed, as well as, periodic written inspections by the Safety Director.

As an Employee Owned Company, all employees are aware of Worker’s Comp. and related Liability and Casualty Insurance costs. As a result of the emphasis for a safe work place, Keller, Inc. current Worker’s Compensation Mod. Factor is .47 and we have achieved the Gold level for ABC’s STEP Award Program. In addition, our insurance carrier has taken the unprecedented step of presenting Keller, Inc. a Safety Performance Award “...in recognition of outstanding performance and dedication to the well being and safety of Keller, Inc. greatest assets, its employees”.

We truly believe if you “practice safety daily”, you will have a safe work place.

The purpose of the Keller, Inc.’s Safety Program is to provide policy and guidelines to eliminate all serious injuries and the consequences of all accidents to negligible levels. Injuries to employees are the first and primary consideration - facility and property damage secondary. In so much as human injury is of equal gravity on and off the job, and the personal habits and mental attitudes of a person will not change on or off work, we have included safety efforts aimed at off-the-job activities in this program as well.

This program assigns responsibilities, outlines actions and methods which will reduce and keep to a minimum manpower and monetary losses resulting from accidents. This will provide efficient utilization of resources and advance the effectiveness by which the company’s construction project will be completed.

Accident prevention is a total management responsibility. Top management will keep informed and assure that Supervision is given direction to carry out the proper safety practices and procedures. Direct Supervision is held accountable within the scope of its work assignment for personnel, property, and materials under its immediate jurisdiction.

Executive Responsibility:1. Accept full responsibility to prevent injury to any employee and to provide medical needs in the event of injury.2. Make all necessary expenditures for safety based upon safety laws, ordinances, or recommendations of safety

committees or loss of control personnel.3. Be in attendance at safety meetings to review performance, demonstrate interest, and encourage the effectiveness

of the safety policy.4. Provide safe working conditions: vehicles, equipment, personal protective and fire protection equipment.

The key to this safety program is the training of each employee. Each employee must know the best way to perform each assignment and must be kept continually aware that proper conduct and adherence to instructions are necessary for safe operation. A collection of suggested safety meeting topics will be available to each superintendent, and all employees will attend daily safety meetings. Safety meetings are normally of the “on the job” type and of short duration.

Each unusual occurrence (resulting in personal injury or property damage) or near miss accident will be thoroughly investigated through interviews, on the scene investigation, and establishing contributing factors. The information derived from these investigations and continual analysis will be used as a basis for changes, modifications, and/or additions to the Safety Program.

Safety Program(Continued)

KELLER, INC. SUBSTANCE ABUSE POLICYThe Keller, Inc Substance Abuse Policy and Program was developed with the overall objective of providing a safe, productive, and drug-free workplace for all employees. Keller , Inc. requires pre-employment, post-accident, reasonable suspicion, random, and post-rehabilitation testing

ORGANIZATIONAL CHARTKeller, Inc. requests safety plans from our subcontractors.

SAFETY POLICY AND PROCEDUREGeneral Policy StatementIt is the policy of Keller, Inc. to provide a safe and healthful place of employment for all employees.

It is therefore the purpose of this stated policy to:1. Abide by all Federal, State and Local regulations as they pertain to construction.2. Apply good sense and safe practices as dictated by locations, conditions and circumstances to all jobs.3. Exercise good judgement in the application of this policy.

Management Shall...1. Establish rules and programs designed to promote safety.2. Make known to all employees the rules established.3. Require all subcontractors as a matter of contract to follow this policy.4. Record all instances of violations and investigate all accidents.5. Discipline any employee willfully disregarding this policy.6. Provide protective equipment for employees where required.7. Inform employees of changes in this policy.8. Appoint a Safety Officer with full enforcement authority over safety matters.9. Conduct spot checks to identify unsafe conditions and observance of safety rules.10. Provide all Supervisors with copies of appropriate rules and regulations.11. Conduct monthly safety meetings with all Foremen and Supervisors to review all accidents and update safety

procedures.12. Assure that all new employees are trained in general construction safety, Hazcom, and specific safety requirements

pertaining to their individual trade.

Project Supervisors Shall..1. Be completely responsible for on-the-job safety and health.2. Make sure proper safety materials and protective devices are available and used and all equipment is in safe working

order.3. Instruct foremen in safety requirements and make sure they pass on their instruction to their crews.4. Take advantage of offered safety training and be aware of all safety rules.5. Review all accidents and oversee correction of all unsafe practices.6. Conduct job site safety meetings with Foremen.7. Require conformance to safety standards from all subcontractors.8. Notify office of all safety violations.9. Provide all employees with proper instruction on safety requirements.

Safety Program(Continued)

Project Foremen Shall...1. Carry out the safety program at the work level.2. Be aware of all safety requirements and safe working practices.3. Report all injuries and safety violations.4. Instruct new employees and existing employees performing new tasks in safe working practices.5. Make sure protective equipment is available and used.6. Secure prompt medical attention for any injured employees.7. Make sure all work is performed in a safe manner and no unsafe conditions or equipment are present.8. Hold and record Daily Safety Talks to provide their crew with proper instruction on safety requirements and

identify current potential hazards.

Workers Shall...1. Work safely.2. Request help when unsure how to perform a task safely.3. Report any unsafe acts to supervision.4. Work in such a manner as to insure his/her safety as well as that of his/her co-workers.5. Take advantage of company and industry sponsored safety programs.6. Use and maintain all safety devices provided to him/her.7. Maintain and properly use all tools under his/her control.8. Follow all safety rules.9. Provide fellow employees help with safety requirements.10. Report all accidents to their Foreman.

Subcontractors...1. Abide by all policy rules of owner, and other contractors.2. Notify all other contractors when actions or activities undertaken by them could affect the health or safety of

employees of other companies.3. Inform controlling contractor of all injuries to workers.4. Report to controlling contractor any unsafe conditions that come to their attention.

All Personnel Shall...1. Strive to make all operations safe.2. Maintain mental and physical health conducive to working safely.3. Keep all work areas clean and free of debris.4. Assess the results of their actions on the entire workplace. Work will not be performed in ways that cause hazards

for others.5. Replace or repair safety precautions removed or altered before leaving work area. Unsafe conditions will not be left

to imperil others.6. Abide by the safety rules and regulations of owner of their sites.7. Work in strict conformance with OSHA regulations.

SAMPLE

SHIOCTON SCHOOL DISTRICT (65140) PAGE 1 OF 10

Planners | Architects | Builders

Offices in Fox Cities, Madison,

Milwaukee & Wausau

SHIOCTON SCHOOL DISTRICT JOB MEETING MINUTES 9/6/18 -- SHIOCTON, WI

Distribution:

Nichole Schweitzer SHIOCTON SCHOOL DISTRICT X= Received

Rick Van Handel TOM VAN HANDEL CORP 920.428.4279 [email protected] X X

Rob TOM VANHANDEL CORP 920.428.4279 [email protected] X X

Julio De Arteaga DE ARTEAGA, INC. 920.585.1449 [email protected] X X

Nic De Arteaga DE ARTEAGA, INC. 920.882.8499 [email protected] X X

Doug Pahlow PAHLOW MASONRY 920.740.9647 [email protected] X X

Skip Gloudemans / **Steve B. BUSS ELECTRIC 920.540.9065 [email protected] X X

Bill Sampone WATTERS PLUMBING 920.740.4026 [email protected] X X

Nate Fieck WATTERS PLUMBING 920.733.8125 [email protected] X X

Todd Cardinal CARDINAL CONSTRUCTION 920.979.4052 [email protected] X X

**Matt Kersten AMA HEATING 920.371.3330 [email protected] X X

**Ken Davister AMA HEATING 920.371.3254 [email protected] X X

Randy Weinert WEINERT ROOFING 920.759.9820 [email protected] X X

David Schulze WEINERT ROOFING 920.858.5773 [email protected] X X

Steve STALKER SPORTS FLOORS [email protected]

Karen STALKER SPORTS FLOORS [email protected]

Keith Johnson BRIGHTER CONCEPTS 414.332.9050 [email protected] X X

Gina Richardson BRIGHTER CONCEPTS 608.278.0100 [email protected] X X

Dan Smith MCC 920.472.3644 [email protected] X X

**Ryan Milnschmidt RJM CONSTRUCTION 920.984.3103 [email protected]

Dixie Minlschmidt RJM CONSTRUCTION 920.984.3103 [email protected]

Scott Schommer EZ GLIDE 920.428.5546 [email protected] X X

Bill Vanden Heuvel TRI CITY GLASS & DOOR 920.734.9164 [email protected] X X

**Jason Janssen TRI CITY GLASS & DOOR 920.422.0212 [email protected] X X

Brian Krone GEGARE TILE 920.434.3106 [email protected] X

Jeff Eiles APPLETON LATHING 920.734.1741 [email protected]

Brian Roseman VAN EPEREN PAINTING 920.378.4504 [email protected] X X

Tony Nacin N.G.E. INC 515.388.4118 [email protected] X X

Hal Koehler PROSTAR 715.587.3126 [email protected]

Darrel Van Straten MCC 920.378.3241 [email protected]

Gary Schulz H&B 952.374.6110 X X

Tony Marold [email protected]

Derek Vanderhorst / Tim METCON [email protected]

ALL SUBCONTRACTORS: YOU NEED TO GO THROUGH KELLER, NOT THE OWNER WITH QUESTIONS. PLEASE DISCUSS

THIS WITH YOUR CREW MEMBERS.

***EVERYONE - PLEASE DOUBLE CHECK ALL YOUR WORK THROUGH THE DURATION OF THIS PROJECT! THE GOAL IS

A ZERO PUNCHLIST AT THE END OF THE JOB!***

Keller:

**Ryan Lillie Supervisor 920.427.4441 [email protected]

**Kelly Claflin Project Manager 920.427.4479 [email protected]

Tom Fricke Expeditor 920.759.3379 [email protected]

**Rich Penterman Foreman 920.427.4444 [email protected]

BW / JC / WS / AK

= Present At Meeting **REQUIRED TO BE PRESENT AT NEXT MEETING NEW ITEMS ARE IN BOLD

N216 State Road 55

P.O. Box 620

Kaukauna, WI 54130-0620

Phone: (920) 766-5795

Fax: (920) 766-0499

www.kellerbuilds.com

Completed Subcontract

Completed Safety Plan




SAMPLESTART DATE COMPLETION DATE


NOTICE:

All Keller, Inc. Subcontractors are required to have a signed Subcontract & Jobsite Safety Plan returned to Keller,

Inc. prior to the start of any work. If for any reason this does not occur in that order, Subcontractors must get the

signed documents to the Expeditor as soon as possible. The Supervisor in charge of the project is responsible for

monitoring compliance by the Subcontractor.

1. GENERAL REQUIREMENTS

A. The scheduled dates in these minutes supersede the original bar graph.

B. All contractors, please have a representative at all meetings, as necessary.

C. Please bring your job meeting minutes along to meetings.

D. The jobsite address is: N5650 Broad Street

Shiocton, WI 54170

E. Students starts school 9/4.

F. Homecoming 9/21 – 4:30-10:00.

G. Parking along inside of fence for contractors.

H. No work in multipurpose from 9/19-10/18.

I. No heavy traffic on sidewalk or stoops from 9/5-9/13.

2. JOBSITE SAFETY

A. Keller subcontractors are required to follow all OSHA and Keller safety plans for this project at all times.

B. The owner is responsible to direct their subcontractors and vendors to ensure that they are complying with

the applicable State and/or Federal OSHA regulations.

C. Hard hats and safety glasses MUST be worn at all times on jobsite.

D. All Subcontractors must clean up after themselves on a daily basis. Any Subcontractor not in compliance

will be back charged for time spent on their clean up.

E. Use Pine Street for access to jobsite.

F. Alarm turns on at 11:00PM and off at 5:00AM.

G. NO tobacco on site.

H. Rich will keep looking into the fence issues – update weekly.



3. SITE WORK – VAN HANDEL CORP / MCC

A. Asphalt (thickness and striping). Asphalt to be 3” in car parking areas

and 4” in truck traffic areas. Striping to be (yellow)- Confirmed. 10/2 10/5

B. Landscaping (silt fence removal). 10/22 10/26

C. Compaction / soil testing required (building pad- Yes) All testing has

been approved and passed.

D. Compaction testing will be required. This is complete and actions

have been taken where needed. Need change order from Van Handel.

E. Start fire lane. Complete

F. Grate and downspout caps. Caps are on site. Complete

G. Reinstall fence and gates-location TBD. 9/6 9/7

H. (2) downspouts needs to be moved because it is in a window

opening. Complete

I. Crack fill east lot. 10/6 10/9

4. UTILITIES

A. Main power / 3 phase / single phase _____ volt _____ amp. Existing

B. Gas installation – size _____, PSI _____, location _______________. Existing

C. Phone required. Yes / no. Provider _________. Existing

D. Cable required. Yes / no. Provider _________. Existing

E. Internet required. Yes / no. Provider _________. Existing

5. CONCRETE – DE ARTEAGA

A. Concrete cylinders required. Foot-3, Wall-3.

B. Confirm ground rod location. (uffer ground). There is a ground rod in

Room 105 south west corner. Complete

C. Brick ledge. Need interior masonry footings poured 6/14-6/15. Complete

D. Pour exterior (sidewalks, aprons.) 9/6 9/7

E. 6 ADA parking signs, 1 ADA ramp. Needed on site 9/6, supplied by

DeArteaga.

F. Need detectable warning surface in front of door 101.

Rich confirm is ordered, needed 9/5AM.



6. MASONRY – PAHLOW MASONRY

A. Caulk expansion joints and clean. Doug will get to this when has

time per Rich and Doug. Complete

B. Clean insulation in gym area. In progress

C. Install date stone. Need date

7. BUILDING ERECTION - CARDINAL CONSTRUCTION / WEINERT / BRIGHTER CONCEPTS

A. Building designed steel / single slope 1/12 pitch. Building will be primed grey.

B. Dense glass on front roof- by Muza. 9/6 9/14

C. Sheet end walls / sidewalls. Complete

D. Cover steel roof & flashings. Complete

E. Soffit- need color. Bone white / dark ivy on the roof over vest. 9/6 9/14

F. Solar tubes in roof- discuss (EPDM solar tube 8/31) location. 9/10 9/14

G. Columns will be wrapped with plywood-3” pads by school. Complete

H. Check cap flashing for firewall & roof to wall. Muza will bend & install. 9/6 9/14

8. THERMAL & INSULATION

A. Insulate exterior walls. Complete

B. Insulate interior walls. By RJM. Complete



9. DOORS & WINDOWS – TRI-CITY GLASS / EZ GLIDE

A. Shop drawings, type; keying schedule; Rich will complete keying

schedule week of 6/18. Complete confirm with Nichole. Complete

B. Electric strikes – install. 9/13 9/14

C. Field measure aluminum doors 101 A&B 111 D,E,F. Complete

D. Install exterior doors and windows. 9/13 9/14

E. Finish install & caulk. 9/6 9/7

F. Install interior overhead door. 10’tallx12’ wide on fitness side. Keyed

buttons for operator. Buck out 2” above masonry for trucks & mounts. 9/10

G. Install door hardware / bumpers. 9/24 9/28

H. Overhead door was field measured 7/24.

I. Install storefront doors & exterior 104AB for climate control. 9/13 9/14

J. ACM panel. 9/6 9/7

10. INTERIOR CARPENTRY - RJM

A. Stud steel walls- confirmed. 8/24 Complete

B. Secondary framing / soffits / backing in walls _________. 8/27 Complete

C. Hang doors, trim work and hardware. 10/8 10/19

D. Install bathroom accessories. 10/8 10/19

E. Shower bench. 10/15 10/17

F. Liner panel. None at this time.

G. Need to brace interior wall on frame line E from the fitness side. Complete

H. RJM to provide hat channel for ACM. This is not needed, need credit.

SAMPLE

START DATE COMPLETION DATE


11. FINISHES – RJM / VAN EPEREN / APPLETON LATHING / GEGARE / STALKER SPORTS / PROSTAR

A. Color selections complete yes.

B. Mechanicals in walls. Complete

C. Review texture finish with owner and control joints.

D. Insulate interior walls complete / ceiling insulate. 9/10 9/14

E. Hang & finish drywall by RJM. Finish by Vest 101.

F. Measure sills. 9/10

G. Paint steel structure. Complete

I. Paint walls (colors)- HM Frames. Start in multipurpose room. 8/20 9/12

J. Paint masonry (type). Complete 8/30

K. Hang ceiling grid. 9/24 9/26

L. Ceiling mechanicals- (fitness). 9/26 10/1

M. Install ceiling tile in existing hallway. Complete

N. Install ceiling tile. 10/10 10/12

O. Install ceramic floors / walls 9/18-9/21. Wood-9/17-10/12 and rubber

floors. 10/1 10/5

P. Install cabinets – by owner. 10/15 10/19

Q. Lay carpet. 10/8 10/9

R. Cleaning dates. 10/19 10/22

S. FRP / Glassply – in mech room 105. Complete

12. SPECIALTIES – CARDINAL / H&B / NGE

A. Roof hatch- yes, A1.2 for detail. Keller to locate- location is complete.

Install is in progress. Complete

B. Bathroom Signage (interior). By RJM.

C. Lockers by school- wait until the end of project.

D. Install volleyball sleeves during wood floor. Rich to supply concrete

& core drill. 9/17

E. Install wall mats. 10/15 10/18

H. Shamrock green is the color for columns and rafters along with the striping.

SAMPLE

X

H.



13. PLUMBING – WATTERS PLUMBING

A. Rough in interior underground. Complete

B. Mech above ceiling. Complete

C. Verify location of ______ hose bibs.

D. Mech in walls. Complete

E. Water meter needed with faucet for masonry / finishes.

F. Install plumbing fixtures. 10/8 10/12

G. O& M’s needed at end of project – 1 hard copy, 1 electronic copy.

H.

sinks in wrestling area. Wrap FR plywood with mat fabric.

I. Need to install water fountain after mat install. Need onsite (10/12

before mats). 10/18

J. Water heater will be on the west wall south of slopsink per Nicole.

K. Condensate drain from multipurpose HVAC drain pan to drinking fountain vent.

14. HVAC - AMA

A. Set roof top-hoods. Complete

B. Install gas lines and main trunk lines. In progress

C. Install furnaces and modines. Complete

D. Verify location of thermostats / zones. Complete

E. Install air conditioners. 8/20 9/14

F. Heat or air for building finishes. 9/10

G. Install ceiling diffusers in fitness room. 9/26 10/1

H. Compliance statement / balance report.

I. O& M’s needed at end of project – 1 hard copy, 1 electronic copy.

J. Clean / Replace filters. Review system with owner.

K. Multi-purpose room needs to be complete by 9/14, wood floors start on 9/17.

Two drinking fountains and a spit sink. Discuss mate fabric behind

SAMPLE



15. ELECTRICAL

A. Temporary power / jobsite / job trailer. Complete

B. Interior underground / coordinate with floor pours. Complete

C. Exterior underground / coordinate with excavation.

D. Mech above ceiling. In progress 9/7

E. Rough-ins / walls. Complete

F. Light layout / HVAC. Complete

G. Install lights and finishes.

a. Multipurpose room 9/10 9/149/26 10/1

H. Phone / data / cable.

a. Multipurpose room 9/10 9/14

b. Fitness. 9/26 10/1

I. Security / alarms- existing camera from east wall is stored in the bus

garage as of 6/28. Martin Security will be on site week of 9/10. Week of 9/10.

J. O& M’s needed at end of project – 1 hard copy, 1 electronic copy.

K. Mag strike plate on door 109A.

L. Fitness lights are on site as of 9/6.

M. Basketball and batting cages is four keyed switches and 2 duplex

boxes total. 120 volt 20 amp.

N. Mat hoists will need 2 keyed with 2 single deep boxes. Overhead

door will be 2 boxes with 2 duplex total.

O. Everything in the multi-purpose room needs to be finished by 9/14,

wood floors start 9/17.

P. South wall in fitness outlet boxes will be 12” to the top of the box.

Q. In multi-purpose room light switches and outlets will be at 56”.

R. Lighting change in multi-purpose room. South light row switch 90o

and lower below duct work so it doesn’t shadow receptacle.

S. Toggle/dimmer toggle changed (3 circuits). In progress

16. EQUIPMENT

A. Owner’s server, rack- 10/8-10/9, fitness equipment-10/15-10/18.

B. Furniture.

SAMPLE



17. PERMITTING / INSPECTION

A. Required permits (all contractors responsible to pull proper permits).

a. Building. Complete

b. Erosion. Complete

c. Electrical.

d. Plumbing. Complete

e. HVAC.

B. Required inspections.

a. Footing. Complete

b. Wall. Complete

c. Backfill.

d. Framing.

e. Plumbing / underground / wall. Complete

f. Electrical / underground / wall. Complete

i. Final.

C. State plan(s) required for:

a. Building (date) _______. Complete 4/24/18

b. HVAC _____.

c. Plumbing _____.

D. All contractors responsible to call in / record all required inspections.

18. CHANGES / WORK AUTHORIZATIONS

A. NO UNAUTHORIZED SUBCONTRACTOR WORK WILL BE DONE WITHOUT A CHANGE ORDER SIGNED BY

KELLER INC.

SAMPLE

H. Sh


19. SPECIAL NOTES

A. The projected completion date for this project is 10/26/18.

B. Upon completion of work, if applicable, all subcontractors are to send (1 hard copy, 1 electronic copy )

sets of O & M manuals and as-builts to Ryan Lillie at the Keller, Inc. Kaukauna office.

C. The following trades are required to schedule a training session with the owner or owner’s representative:

D. Pre-punchlist 10/11

E. Turnover Assessment 10/25, 9:00AM

F. Customer Move-In 11/1/18.

Thank you,

Ryan Lillie

NEXT JOBSITE MEETING:

THURSDAY, SEPTEMBER 13, 2018 at 9:00AM

SAMPLE

X

ID Task Name Duration Start Finish

1 SITE WORK 5 days Mon 6/4/18 Fri 6/8/18

2 SEWER & WATER 2 days Thu 6/7/18 Fri 6/8/18

3 DIG FOOTINGS 3 days Thu 6/7/18 Mon 6/11/18

4 POUR FOOTINGS 5 days Thu 6/7/18 Wed 6/13/18

5 FOUNDATION WALL 4 days Mon 6/11/18 Thu 6/14/18

6 BACKFILL 4 days Wed 6/13/18 Mon 6/18/18

9 MASONRY- 2 COURSES OF FIREWALL 2 days Mon 6/18/18 Tue 6/19/18

15 MECHANICALS UNDER FLOOR 2 days Wed 6/20/18 Thu 6/21/18

16 POUR CONCRETE FLOOR 4 days Mon 6/25/18 Thu 6/28/18

7 BUILDING DELIVERY 1 day Mon 7/2/18 Mon 7/2/18

10 REMAINING FIREWALL 5 days Mon 7/2/18 Fri 7/6/18

8 SET FRAMING 5 days Mon 7/9/18 Fri 7/13/18

11 FRAME OPENINGS 5 days Mon 7/16/18 Fri 7/20/18

12 EXTERIOR MASONRY 10 days Mon 7/16/18 Fri 7/27/18

13 COVER SIDES & ENDS 10 days Mon 7/23/18 Fri 8/3/18

14 INSTALL ROOFING 10 days Mon 8/6/18 Fri 8/17/18

17 INSTALL WINDOWS 4 days Thu 8/16/18 Tue 8/21/18

18 FRAME INTERIOR WALLS - SOFFITS 5 days Mon 8/20/18 Fri 8/24/18

20 MECHANICALS IN WALLS 4 days Mon 8/27/18 Thu 8/30/18

21 INSULATE 2 days Thu 8/30/18 Fri 8/31/18

22 HANG ROCK 4 days Tue 9/4/18 Fri 9/7/18

23 FINISH ROCK 8 days Mon 9/10/18 Wed 9/19/18

24 PAINT WALLS 10 days Mon 9/10/18 Fri 9/21/18

28 INSTALL FLOORING- GYM FLOOR ALSO 20 days Mon 9/17/18 Fri 10/12/18

32 SIDEWALK - EXTERIOR CONCRETE 5 days Mon 9/17/18 Fri 9/21/18

25 CEILING GRID WORK 4 days Wed 9/19/18 Mon 9/24/18

19 MECHANICALS ABOVE CEILINGS 5 days Mon 9/24/18 Fri 9/28/18

27 PRE-PUNCHLIST 1 day Tue 10/2/18 Tue 10/2/18

26 INTERIOR CARPENTRY 10 days Mon 10/8/18 Fri 10/19/18

30 FINISH MECHANICALS 5 days Mon 10/8/18 Fri 10/12/18

31 OWNER'S EQUIPMENT 10 days Mon 10/8/18 Fri 10/19/18

33 ASPHALT 5 days Mon 10/8/18 Fri 10/12/18

29 INSTALL CABINETS / COUNTERTOPS 5 days Mon 10/15/18 Fri 10/19/18

35 CLEANING 2 days Fri 10/19/18 Mon 10/22/18

34 TURNOVER ASSESSMENT 6 days Tue 10/23/18 Tue 10/30/18

36 CUSTOMER MOVE IN 1 day Thu 11/1/18 Thu 11/1/18

SITE WORK

SEWER & WATER

DIG FOOTINGS

POUR FOOTINGS

FOUNDATION WALL

BACKFILL

MASONRY- 2 COURSES OF FIREWALL

MECHANICALS UNDER FLOOR

POUR CONCRETE FLOOR

BUILDING DELIVERY

REMAINING FIREWALL

SET FRAMING

FRAME OPENINGS

COVER SIDES & ENDS

INSTALL ROOFING

INSTALL WINDOWS

FRAME INTERIOR WALLS - SOFFITS

MECHANICALS IN WALLS

INSULATE

HANG ROCK

FINISH ROCK

PAINT WALLS

INSTALL FLOORING- GYM FLOOR ALSO

SIDEWALK - EXTERIOR CONCRETE

CEILING GRID WORK

MECHANICALS ABOVE CEILINGS

PRE-PUNCHLIST

INTERIOR CARPENTRY

FINISH MECHANICALS

OWNER'S EQUIPMENT

ASPHALT

INSTALL CABINETS / COUNTERTOPS

CLEANING

TURNOVER ASSESSMENT

CUSTOMER MOVE IN

5/20 6/3 6/17 7/1 7/15 7/29 8/12 8/26 9/9 9/23 10/7 10/21

June 1 July 1 August 1 September 1 October 1 Novem

SHIOCTON SCHOOL

65140

TENTATIVE SCHEDULE DATED: 9/7/18 SUPERVISOR: RYAN LILLIE

PROJECT MANAGER: KELLY CLAFLIN

Page 1

4. EXPERIENCE

EXPERIENCE

Year: 2017-2018 Municipality: Brussels, Union, Gardner – Brussels, WI

Project Description: New Fire Station and EMS Facility Project Size: 16,500 Sq. Ft. Delivery Method: Design/Construction Management at Risk Design Phase Involvement: Needs Assessment, Preliminary Plans & Final Bid Documents Contact Person: Curt Vandertie, Fire Chief, 920-559-2205

Year: 2015 Municipality: Village of Iron Ridge

Project Description: New Fire Station Project Size: 12,000 Sq. Ft. Delivery Method: Design/Construction Management Design Phase Involvement: Needs Assessment, Preliminary Plans & Final Bid Documents Contact Person: Jason Boeck, 920-763-3218

Year: 2014 Municipality: Village of Hortonville

Project Description: Community Center, Library, Police Department & Administration Office Project Size: 19,000 Sq. Ft. Delivery Method: Construction Management at Risk Contact Person: Carl McCrary, Director of Public Works, 920-378-3958 Year: 2015 Municipality: Kaukauna Area School Disrict

Project Description: School Addition and Athletic Improvement Project Size: 22,000 Sq. Ft. Delivery Method: Design/Construction Management at Risk Design Phase Involvement: Needs Assessment & Preliminary Plans Contact Person: Bob Schafer, Business Manager, 920-766-6100 Year: 2014 Municipality: Hortonville School District, Greenville, WI

Project Description: Bus Garage & Repair Facility Project Size: 11,000 Sq. Ft. Delivery Method: Design/Construction Management at Risk Design Phase Involvement: Needs Assessment & Preliminary Plans Contact Person: Harry Steenbock, Director of Transportation, 920-585-4599

Offices in Fox Cities, Madison, Milwaukee & Wausau

Your Fire Station Design &Construction Management Experts

WWW.KELLERBUILDS.COM 1.800.236.2534

B.U.G. FIRE DEPARTM

ENTB.U.G. FIRE DEPARTMENT

Brussels, Union & Gardner, WI16,500 Square Feet Fire Station & Emergency Services Building

IRON RIDGE FIRE D

EPARTMENT

IRON RIDGE FIRE DEPARTMENTIron Ridge, WI

12,000 Square FeetFire Station

TOMAH A

MBULANCE S

ERVICETOMAH AMBULANCE SERVICE

Tomah, WI13,000 Square FeetAmbulance Facility

VILLAGE OF H

ORTONVILLEVILLAGE OF HORTONVILLE

Hortonville, WI19,000 Square FeetNew Village Offices

HORTONVILLE S

CHOOL DISTRICTHORTONVILLE SCHOOL DISTRICT

Greenville, WI9,983 Square Feet

Transportation Facility

SEAGRAVE FIRE A

PPARATUSSEAGRAVE FIRE APPARATUS

Clintonville, WI137,083 Square Feet

Office & Production Facility

5. SELF PERFORMED W

ORK

Keller, Inc. will not be bidding on or self–performing any of the work with their own

forces. (We believe this really sets us apart from most other Construction

Manager‘s and many owners select us for this very reason.)

How will this benefit the Town of Greenville? By choosing to not bid on or self-perform any of the actual construction work, Keller, as Construction Manager will be able to obtain more competitive bids for the Divisions of work that they otherwise would self-perform. Think about it... What other competing trade Contractors would want to bid to a Construction Manager who is already selected as the Construction Manager for the same Division of work that the Construction Manager normally does? They will just assume that the Construction Manager is going to get that portion of the work so why bother putting a bid together. Although Keller, Inc. is also a full service General Contractor that has their own crews that provide rough and finish carpentry, concrete, steel erection and metal studs; we believe it is in the Owner’s best interests to not have the Construction Manager self-perform any work. It is Keller’s opinion that the Construction Manager is working for the Owner and if they perform certain divisions of work themselves, it can lead to the contractor looking out for their own interests and not that of the owner. We urge the Selection Committee to strongly consider the benefit of not having the Construction Manager self-perform any work. Our experience has shown that some contractors will lower their Construction Management Fee or General Condition Costs initially upfront in the RFQ process to make their proposal look better, only to charge more later for the self-performed work that they do. There fee will look good initially, but the overall cost of the project could be higher when you add in the self-performed work that few bids were received on. We also believe that if the Construction Manager is focusing solely on the Owner’s interests rather than their own, the quality of the project is enhanced.

SELF PERFORMED WORK

6. PRICE PROPOSAL

PRICE PROPOSAL

TOWN OF GREENVILLE

COMPENSATION PROPOSAL:

Preconstruction Services: Lump Sum (No limit on manhours) $20,000.00

Construction Manager Fee: Lump Sum (No reimbursements) $253,500.00

General Condition Costs: Lump Sum $260,000.00

Cost of Payment & Performance Bond: $54,000.00

Warranty Work: Keller would warranty all labor and material for one (1) year after turn over to the owner. Some material or equipment may be longer depending on what architect/engineer specifies.