State College Area PROPOSAL School District State College Area School District Proposal for Construction Management Services State College Area School District High School Project

PROPOSALState College Area

School District

Proposal for Construction Management Services

State College Area School District High School Project

June 4, 2014

Our Community. Our Children. Our Future.

“PAY IT FORWARD”

June 4, 2014

Mr. Ed Poprik, PRSBODirector of Physical PlantState College Area High School131 West Nittany AveState College, PA 16801

RE: Proposal for Construction Management Services State College Area School District High School Project

Dear Mr. Poprik,

We appreciate your consideration of Gilbane Building Company (Gilbane) to provide construction management services for the District’s High School project. This project will both update the District’s deteriorating facilities while also providing the District the facilities to support your educational mission well into the future! As a community member, we are aware of the visibility this project has and understand the importance of managing the District’s financial resources prudently. Be assured we will manage them as our own.

Our State College roots run deep; we are part of the community! We have had a continuous presence in State College for over 12 years. Our local office hosts an annual charity golf tournament in support of the Special Olympics as well as supporting many other charitable community organizations, including the Clearwater Conservancy and the Youth Services Bureau.

Within our proposal we have addressed the questions outlined in your RFP. Furthermore we understand the goals and objectives for this project as it relates to supporting the academic enrichment of your students. Based upon this knowledge and leadership position as a K-12 construction manager, we will work in concert with the District to realize your vision.

Why Gilbane?

� Ensure Prescribed Budget Parameters are Achieved: The financial resources allocated for this project will be managed with the utmost care and responsibility by Gilbane. We will employ all tools, services, controls and processes at our disposal to ensure the School District’s financial goals and objectives are achieved.

� Safety First: At Gilbane, we take a “beyond the fence” approach to safety. While it is critical to protect everyone on-site, it is just as important to ensure the safety of those around the perimeter of the site, including your students, staff, faculty, and visitors. We will work with the District to develop and implement a community communications plan (via website, social media, newsletters, etc.) disseminating information of the ongoing construction activities.

� K-12 Construction Management Leader: Selecting Gilbane for the State College Area School District (SCASD) project means that you are selecting a firm that has been ranked as the #1 builder of K-12 schools in the country by Building Design + Construction in 2013. We have provided construction management services for over $12 billion worth of K-12 projects in the last five years. More than 50 of these projects have been LEED certified or built to Comprehensive High Performance Standards (CHPS).

Finally, in our 141 years of existence, and the many thousands of wonderful projects we have done, there is no greater value to us than seeing students’ faces when they come to a place they are proud of; a place where they spend most of their waking hours during their most formative years; a place where they can begin to glimpse into their futures. We love this type of our work because we see the future in it. We want to be part of the State College Area High School project and we are ready to start right away.

Please feel free to contact me with any questions.

Regards,

Jerry Shaheen Business Unit Project Leader

Gilbane Building Company | 108 W. Beaver Ave, Suite 200, State College, PA 16801 I Tel: 267-249-2810

C O N T E N T S

Proposal for Construction Management ServicesState College Area School District

Executive Summary

Section 1Project Team

Section 2Multiple Prime Contracts

Section 3Commissioning/LEED

Section 4BIM Utilization

Section 5Site Logistics Plan

Section 6Value Engineering

Section 7Change Orders

Section 8Experience of the Firm

Section 9Fee

Gilbane is excited to be part of the discussion of your comprehensive solution as a prospective builder of this transformative project for the State High Area School District community. We understand the community’s need for a 21st century learning environment and their pride in academic and extra-curricular excellence. Gilbane also understands the Board’s need for transparency and community communication.

As the #1 builder of K-12 schools in the country (Building Design + Construction 2013 with over $12 Billion worth of K-12 projects built in the last five years) Gilbane stands ready to support the District and Crabtree Rohrbaugh (CRA) in delivering the highest quality facility, on time and on budget.

As a family owned company with a 141-year history and a long standing State College presence, the District can rest assured Gilbane is not only engaged in this project, but our State College team is building our community’s future.

With this background, Gilbane has been committed to a collaborative process and lean project delivery throughout our history. In fact Teamwork is one of our Core Values.

At minimum, an integrated project delivery model requires tight collaboration amongst the entire team: Owner, CM, architect/engineer, and builders responsible for construction of the project, from early design through project

handover.

GILBANE’S PENNSYLVANIA

K-12PROJECTS

Cheltenham School District Elementary School

Cheltenham Township School District Glenside Elementary School

Cheltenham Township School District Myers Elementary School Renovation

Neshaminy School District Maple Point Middle School

Plymouth-Whitemarsh High School Science Addition

School District of Philadelphia Capital Improvement Program

School District of Philadelphia Feltonville Arts & Sciences

School District of Philadelphia George Washington High School

School District of Philadelphia Henry W. Lawton Elementary School

School District of Philadelphia J. Hampton Moore Elementary School

School District of Philadelphia Samuel Fels High School

School District of Philadelphia School of the Future

School District of Philadelphia Strawberry Mansion High School

Gilbane has 17 K-12 projects that were

completed or are currently in progress in PA totalling

over $275 million.

Over $275 Million

Executive Summary

Gilbane’s Leadership in K-12 Facilities Construction

Gilbane brings a unique perspective to K-12 school construction, including unmatched experience maintaining safe, secure projects sites for all stakeholders and community members:

�Ranked the #1 BUILDER OF K-12 SCHOOLS in the country by Building Design + Construction in 2013

�390+ K-12 projects built, over $12 billion worth, in the last five years

�Nearly 30 million square feet of K-12 renovations in the last five years

�More than 50 LEED® certified or CHPS schools built or renovated, totaling more than 2 million square feet

Fostering Program SuccessPartner – Really Partner – No one entity can successfully complete a project of this

nature on their own. It takes a true team that can work together throughout the

process to faithfully execute the plans and drive waste and rework out of the process

for all parties. Gilbane commits to the District and the Architect’s team that we will

be that faithful partner, providing you with the advice needed in a timely fashion to

allow design decisions to be made.

Predict – Form a team from the onset that includes design subject matter expert

and build subject matter experts. Through a guided process, define conditions of

satisfaction for all parties. Define a tolerable investment threshold, and design to a

detailed budget informed by Gilbane’s local and national cost database (also known

as Target Value Design). Using our K-12 Cost Advisor process, Gilbane provides

planning cost modeling that is transparent and flexible and allows various what

if analyses to be run. The Target Values are set for components by the team and

program adjusted to meet target budgets.

Plan – Any multi-phase project with sequenced renovations and additions presents

both technical and safety challenges. In a high school setting these challenges

are multiplied by the attractive nuisance of the construction and the need to

synchronize work with yearly and weekly academic and event schedules. Gilbane

has a proven track record of providing safe and secure phased projects in occupied

facilities including some of the most heavily used buildings at Penn State with ZERO

downtime. (Including Rec Hall, Pattee Library and the HUB). We will work with the

Architect, the District and School Administration to develop a phasing plan that can

be included in the Front End documents, as well as provide clear communication

to the stakeholders on project progress and look-aheads. The phasing and

logistics plan should also integrate into the District’s pedagogical mission and take

advantage of teachable opportunities.

Project Team Experience

145

115

$3.2B+

Years of Experience in the Construction Industry

Years of Experience in the K-12 Market

Project experience in the K-12 Market

Produce – to the plan. As a collectively developed plan it can be much better

implemented, again with prediction in mind. Gilbane believes in a collaborative

scheduling process which integrates all team members throughout the design and

construction process. By continually integrating and refining the individual entities

schedules, the goal is to integrate together and foster a communication opportunity

and reinforce each other’s needs through personal commitments to execution.

Perfect – Continuous improvement through thorough communication and regular

reflection in an environment in which team members collaborate, really collaborate.

From our Quality in Construction program, with benchmarks and First Delivery

Inspections, to our full engagement in the commissioning process we believe in

identifying failure points and addressing them head on. We continue this through

our monthly Value Added and Lessons Learned reviews (maintained in a company

Knowledge Net database) to our Client Satisfaction Surveys, we analyze, measure

and correct throughout our projects.

It is with projects of this size and scope where the comprehensive nature of our

services is most highly valued by our clients. For a project of this magnitude, typical

services we will provide as part of our construction management scope include:

� Safety in school construction expertise

� Communications and public relations

� K-12 cost advisor

� Interdisciplinary document coordination

� In house code compliance and ADA review team

� Building envelope review team

� Lessons learned and knowledge sharing access

� iBuild - integrated project controls

� Classroom mapping / transition planning and management services

� Environmental services

� e.TOP electronic turnover package application

On the following pages, we have provided a brief summary on each of these

resources provided with and available to the State College Area School District

project team.

Safety in School Construction ExpertiseThe safety of our children, community and construction workers is our number one

priority. Gilbane has an excellent safety record and strives to achieve an Incident and

Injury Free performance on all projects through a “Gilbane Cares” philosophy. Our

teams have developed presentations and training materials for students, parents,

community members and tradespeople to ensure we are all focused on safety

throughout a school capital improvement program. Topics covered include:

� Communications planning

� Indoor air quality procedures

� Establishing school security protocols

� Isolating construction activities from adjacent ongoing school operations

� Enforcing site safety for all team members

Gilbane’s Safety LegacyGilbane is well-known in the construction industry for our uncompromising commitment to working safely—every day, on every project on job sites across the country. We have developed award-winning programs that protect workers, and we have partnerships with the Occupational Safety and Health Administration (OSHA) and industry safety committees to advance the cause. As a result, the number of accidents on our projects is considerably lower than the industry average.

Gilbane received the Associates Builders and Contractors (ABC)

National Safety Excellence Award in 2014.

#1in SAFETY

EXCELLENCE (CURT)

In the past eight years the State College office has had ZERO recordables and ZERO Lost Time accidents on over $200 million work-in-place. Including projects in some of the most heavily used occupied buildings: Rec Hall, Pattee Library, HUB

Communications and Public RelationsWe offer support for a district-wide communications program. We will work with the

team to create a project-specific plan to achieve the goals jointly developed by the

State College Area School District, State College High Administrators and Gilbane.

Communication plan elements on K-12 projects have included:

� Community presentations

� Website updates

� Activity calendars

� Event planning

� Tours

� Newsletters

� Broadcast information on community television

� FAQs handout

Cas

e St

udy

Dunbar Senior High School - Successful Communication Washington, DC

Gilbane has successfully implemented a communications program at Dunbar Senior High School that has three (3) distinct components, addressing groups with somewhat different interests in the project:

School Improvement Team (SIT) Meetings and CommunicationsThis group was largely made up of individuals with a vested interest in the school in terms of design, programming, and preservation of traditional components. The group was largely made up of alumni

and the current administration and staff. Gilbane and the design team held monthly evening meetings to discuss design and construction progress, and gained input and direction from this group.

Community Meetings and Communications Gilbane recognized the “transformation effect” that a project such as this provides to the community as a whole. Dunbar held regularly scheduled (monthly) meetings to update residents of the adjacent community on the progress of the project, and to gain feedback as to any concerns relative to the project operations. In addition, Gilbane provided regular communications regarding upcoming activities, especially anything involving any right of way work, major deliveries, and/or the more heavy construction activities. Gilbane also provided the community with contact information so that community concerns can be conveyed to the team at any time during the project.

Staff and Student Interaction and Educational Opportunities Gilbane conducted educational sessions and project tours for the staff and students every other week throughout the project. This allowed the students to gain knowledge of the process, the professions involved, and the progress of “their” new school facility. We have gained substantial positive feedback on this process, as it provided a unique learning experience and a sense of school pride as the school was transformed into a state-of-the-art educational facility.

"I cannot say enough about Gilbane’s efforts to keep our students safe and keep academic programs running during a time which could have been considerably more disruptive. Its control of the site and communication with the school community has been impeccable."

– Adrian M. Fenty, Former Mayor of

Washington, D.C.

Proprietary Systems

K-12 Cost AdvisorTM

Gilbane Building Company continues to seek new and innovative ways to provide

our clients with the tools they need for a successful project. The K-12 Cost Advisor is

a proprietary model program designed by Gilbane to develop conceptual estimates

during the early stages of construction. It is intended to be used interactively with clients

and architects to develop construction costs as well as total project costs, including a

multitude of soft costs by program. Contingent upon input from CRA and Associates and

SCASD, we will input actual data from other projects across the country to build a cost

model for the State College High project.

Model Objectives:

� Present both construction and total project costs

� Simple to use, easy to read and absorb

� Flexible as a tool so program adjustments can be made

� Normalized by time and place

� Detailed budget template which includes a “tickler list” of potential total project elements

The program is based on input from owners and architects, using “what if” scenarios to

ascertain the type of information our clients may need to assess a project. Using national

cost data and historical data from Gilbane’s K-12 archives, our experience is matched

with the case scenarios to create a database with which our clients can easily analyze

their needs based on our experience. The Cost Advisor was designed with the client in

mind. It is user friendly,

easily adaptable, and

generates reports that are

simple to read and easily

understood.

Interdisciplinary Document Coordination (IDC)Gilbane is committed to helping the design and construction community as a whole

evolve and serve the needs of building owners. It is this commitment to deliver better

buildings that led to the creation of our proprietary IDC process. IDC is dedicated to

design quality excellence and offers an objective third party set of eyes, by discipline,

on the drawings prior to bid. This process goes well beyond a traditional design

review of the drawings. IDC is a thorough and systematic review addressing physical,

functional and scope coordination issues in the plan sets and specifications prior to

bidding and construction. A specialized team of in-house reviewers with backgrounds

in architectural, electrical, and mechanical design will review the documents to ensure

a tight scope and well-coordinated documents. On average, IDC reduces the number

of RFIs on large, complex projects by as much as 60 percent by:

� Mitigating risks associated with potential claims

� Decreasing the number of change orders

� Enhancing the quality of construction

Benefits of IDC Review � Better construction document coordination, resulting in consistent, competitive bidding practices

� On average, clients can expect a 10 to 1 return on costs of avoided change orders versus initial review expenditures

IDC Case Study Malden High School, Malden, MA

The Need – Gilbane was awarded CM at Risk services to renovate the 420,000 SF Malden High School. With no available swing space, the renovation had to be completed while the school was fully occupied. This required the development of a sophisticated phasing plan as well as documents that would not lead to confusion, delays or excessive change orders.

The Process – One of our very first tasks was to conduct a comprehensive IDC review to identify potential conflicts and inconsistencies in the drawings. The project schedule and budget simply could not absorb delays and change orders, so our IDC review team worked closely with our project team to maximize the quality of the documents. By the end of the process, we were providing updates on a daily basis. The project manager then filtered this information to the architect who provided clarification on any discrepancies found in the documents.

The Result – The IDC review identified over 890 issues. The final report was reviewed with the architect, who provided exceptional and timely responses with no impact to the project’s schedule. These efforts have resulted in a substantial reduction in requests for information and change orders, as compared to similar projects.

In-House Code Compliance and ADA Review TeamGilbane’s Life Safety Review utilizes nationally recognized, model building and fire

codes as the basis for identifying potential code compliance issues. Executed by a

Certified Fire Protection Specialist (CFPS) with nearly twenty years experience as a

“Fire Marshal”, the review focuses on the egress system and its subsidiary systems—

mechanical, electrical and fire protection. This review attempts to put another set

of experienced eyes to work uncovering as many deficiencies and problems as

possible that are likely to become issues with building and fire code authorities having

jurisdiction. By bringing observations to the attention of the project teams and design

professionals in a timely and collaborative manner, potential problems that impact

schedule and budget are minimized.

Model Building and Fire Codes used (various editions): � International Building Code � International Fire Code � NFPA 101 Life Safety Code � National Fire Protection Association Codes and Standards

– NFPA 13, Sprinkler Standard

– NFPA 14, Standpipe Standard

– NFPA 30, Flammable and Combustible Liquids

– NFPA 45, Laboratories Using Chemicals Standard

– NFPA 72, National Fire Alarm Code

– NFPA 90A, HVAC Standard

– NFPA 110, Emergency and Standby Power Standard

Benefits: � Reduces the potential to have significant cost, schedule, and certificate of occupancy impacts to the project beyond constructability and coordination.

� Work collaboratively providing the Design professionals with feedback on potential code deficiencies. Builds relationships.

“Thank you for making my day. Please know how appreciative I am for your knowledgeable and aggressive pursuit of our concerns and issues regarding fire codes as applied to Routhier Hall. I do not know how we could have gotten through the maze of requirements without you. Many, many thanks for your efforts on behalf of LaSalle Academy.”

–Brother McKenery, President of LaSalle Academy

Building Envelope ReviewThe building envelope on any project is one of the most important elements for the life

of the building. The envelope affects the indoor air quality and the overall experience

that the students and have in their classrooms. Due to it’s importance, Gilbane has

a long established Building Envelope Peer Group that each of our 26 business units

maintain a local representative that meets monthly (via teleconference) to share best

practices and lessons learned. We feel that the SCASD High School project will benefit

from this high-level building envelope expertise.

As part of the project team, Jerry Shaheen will identify enhancements during the

constructability review and collaborate with the project team to ensure proper quality

control measures are implemented which include:

Mock-Up Installation

� Bench Mark Inspections and Testing � Flood Testing of the Waterproofing / Roofing Systems � Performing Water and Air Testing on some window and door fenestrations

� Periodic Site Inspections � Coring the Stucco System to ensure proper thicknesses are achieved

CASE STUDYUniversity of North Florida Student Recreation CenterAfter the specified air barrier material for the exterior masonry walls was installed the jobsite received heavy rains. The air barrier material began to peel away from the masonry wall as a result of the rain. Upon investigation by the Gilbane team, the subcontractor, and the material manufacturer, it was determined that water was allowed into the masonry walls causing the product adhesion to release. As a result of this issue, all exterior masonry work was suspended until the issue was identified and resolved. It was determined that a separate product was required to be installed at the top of all CMU walls to close off the CMU/air barrier system and eliminate potential water infiltration. The manufacturer resolved the issue with additional materials and labor costs to the installing subcontractor at no additional cost to the project. We were also able to re-sequence the masonry subcontractor’s work to expedite the brick installation and not affect the overall project schedule.

ALUMINUM WINDOWFRAME (PFN)

LGMFVENT HOLES @ 2'-0" O.C.

X1

FRT WD BLOCKING

(2) LAYERS 3/4" FRTEXT. PWDSET FRAME IN BEDS OFSEALANT BY 08 00 01

HARDWARE AT OPERABLESASH BEYOND

GLAZING, SEE WINDOWELEVATIONS FOR TYPE

HARDWOOD SILL & APRONWITH CLEAR FINISH

3/4"

3/4"

1 1/2"

SET FLASHING IN SEALANTBED; SEALANT BY 08 00 01,PFN FLASHING BY 08 00 01

SEALANT, BY 07 00 01

2 1/2" 2 1/4"

FRAME

WINDOW

ALUM. JAMB BEYOND

BRICK VENEER BEYOND

BRICK SILL: BY 04 00 01

THRU WALL FLASHING

EXTEND SILL ATFURRED WALLLOCATIONS

1"

PROVIDE END DAMS,BEYOND, AT THRU

WALL FLASHING

SUB SILL

SILL EXTENSION,JAMB AND HEADSURROUND SIM FORPANNING

08 AIB TERMINATESON CONT MTL ANGLE,PROVIDE SEALANTAND BACKER ROD FORAIB TIE INTO WINDOW(FRAME) SIM AT JAMBS& HEAD

DID YOU KNOW...

Gilbane pioneered the

use of 3rd party envelope reviews

and infrared scanning to

assure building quality at Penn

State.

Lessons Learned and Knowledge Sharing AccessLessons Learned

Approved lessons learned from previous projects bring together the collective

knowledge of Gilbane’s wide-reaching construction experience into a single, key

word searchable system. The database includes nearly 1,094 relevant K-12 lessons

learned for this project based upon our current understanding of the project's

scope.

The Lessons Learned database is managed by Gilbane’s Lessons Learned Experts.

Over 50 Gilbane employees have been designated as Subject Matter Experts in CSI

areas, from concrete to metal fabrications to glazing or commissioning. Experts are

also available in particular market segments, including K-12 and higher education.

Departmental experts are also assigned, including scheduling, purchasing,

regulatory services, and relocation management. Experts are held to standards and

responsibilities to maintain their status, including attendance at industry functions

related to their area of expertise and keeping up with the latest trends through

industry publications and classes.

Knowledge Share

The feature of Knowledge Share allows experts to post industry articles and other

useful information tied to specific CSI codes; departments; service areas and

market segments for use of company-wide personnel. Valuable information is

linked to the database and enhances our knowledge base on specific topics with

external assets.

Gilbane's database

includes nearly 1,094

relevant K-12 Lesson

Learned.

““I love the iBuild

responsibilities page

which easily allows me

to see what I owe the

team. Owner

Virginia Commonwealth University

School of Medicine

iBuild Project Management Information SystemThe design and construction of a new school involves a mountain of information.

Gilbane has developed a project management system that focuses on quality data

and workflow management without requiring extensive training, multiple log-in and

license issues. iBuild is a comprehensive construction management solution in one

single, web-based application that will allow the project team, the tradespersons

and engineers to work from the same source of information. Project data can be

communicated through one global, web-based secure platform enabling all users to

see activity reports, action items, issues, dates and pertinent job information on one

screen. This activity and workflow application allows for a paperless management

system, leading to jobsite efficiency and time savings. iBuild’s benefits to your project

include:

� Improves Communication: Expedites the turnaround time for problem resolutions by providing immediate access to all team members regardless of geographic constraints. It also provides the convenience of communicating with project team members online for minor issues without having to arrange meetings.

� Enhances Information Flow: Enables online updates and access to all pertinent project data such as schedules, safety logs, RFIs, rolling punch lists, submittals, requisitions, meeting minutes and project reports. It also allows information, updates and requests to be routed immediately through an online system.

� Promotes Cost Savings: Saves storage costs and related charges over the term of legally required archival storage by replacing numerous file cabinets with a minimal number of optical storage disks. It also reduces travel costs by allowing online communications with remote team members, and provides a means for quicker decision making to save overhead costs and project time.

� Uses Resources Effectively: Through the use of online systems, personnel can respond to requests, complete reports and process claims, payments and other documents more effectively to save time, increase productivity, reduce redundancies in procedures and complete the project more efficiently.

Zero cost to your project or project

participants

Gilbane developed and owned iBuild... it can be customize iBuild to your project needs.

Classroom MappingGilbane is often faced with the challenge of SCASD’s need to execute the project

without the use of modular or temporary classrooms. To accomplish this Gilbane has

worked with various school systems to develop creative approaches to provide the

‘swing space’ within the school and avoid the added cost and inconvenience of the

modular classrooms.

In all projects, Gilbane leverages holidays and summers to execute highly accelerated

work that enables the construction, or completes the work in common areas such as

auditoriums, cafeterias, gyms, locker rooms, mechanical / electric rooms, etc.

To accomplish the balance of the work, two predominant approaches have been used

by some schools systems to accomplish this:

� When the schools systems have grades 8-12 or 9-12 in the High School, in some cases, the 8th or 9th grades are transferred for one year to the middle schools in the area. While disruptive, this creates enough empty classrooms in the building to allow for large blocks of work to be accomplished. This is a very difficult and costly approach that most schools systems cannot execute.

� Find the swing space with in the school by optimizing the utilization of the existing spaces they have, adjusting the daily schedules, and adjusting the semesters in which certain course content or programs can be offered. While this seems impossible at first glance by most schools, when a new look at how the scheduling and classrooms are utilized is made, surprising possibilities come to light.

Gilbane started utilizing “Classroom Mapping” over 10 years ago to assist schools in

finding a way to ensure that they can operate in their buildings during renovations

with our dramatically affecting the programs and the quality of education they provide

to the students.

Classroom Mapping helps ensure that the school operates 100% of its programs, reduces conflicts and disruptions during renovations, and avoids costs and delays associated with having to “re-plan” for unexpected issues.

Methuen High School Additions and Renovations ProjectCity of Methuen

Section 3 | Preconstruction Services Plan

Classroom Mapping A key piece of the schedule development is the phasing plan and relocation of all program and administrative spaces to accommodate construction. Gilbane has developed an approach to space relocation planning called Classroom Mapping. The process was developed to plan and document where every department, teacher, staff member and programmatic function will reside during each phase of the project.

Our Classroom Mapping approach is highly collaborative and will be implemented immediately as part of our approach to schedule development. In addition to KBA/Trident and Finegold + Alexander, Inc. and the school’s leadership, we will ensure that relocation plans minimize the number of moves for each space and is functionally appropriate. The availability of swing space for the ninth grade at Methuen High School will greatly aid the process of planning for space relocation. Our approach is simple, yet highly effective as it has been demonstrated on both the Salem High School and Malden High School projects.

Benefits of Classroom Mapping Approach

Helps the school understand the phasing plan

Uncovers the details and complications of the project

Establishes a plan to manage the actual moves

Clarifies the space needs for each phase

Gilbane will lay out the preliminary phasing on a set of floor plans, including the floor plans for Methuen High School. Each room’s information is written on small post-its. For each phase of work these post-its are physically placed in the space they will occupy. This allows the team to confirm adequate space for all programs as well as confirm the space is functionally appropriate.


When complete, this information will be transferred to CADD or BIM drawings, and set up in a table showing the data related to the user, all the locations of that user throughout the project, and any special needs of that user. This table can be useful to the architect as well as any transition planning group organizing the moves.

WhWhen compllete hthis i fnformation w llill bbe transffer dred to CACADDDD or BIMBIM

“The classroom (space) mapping was incredibly valuable to us because it helped us visualize the phasing. Before this we were just looking at floor plans and lines, but when we added the cards for each room with a person’s name and department on them and then we filled the spaces with the people, then moved them to make room for the phasing, the impact on our school suddenly became very clear. As a visual leaner, this was invaluable to me as the Principal in understanding what was going to happen. Making the decisions of who would go were during each phase was so much easier. I had a lot of confidence that the process would go smoothly.”

– Dana Brown, Principal, Malden High School

Gilbane will lay out the preliminary phasing on a set of floor plans for the Clark Avenue Middle School project. Each room’s information is written on small post-its. For each phase of work these post-its are physically placed in the space they will occupy. This allows the team to confirm adequate space for all programs as well as confirm the space is functionally appropriate.

Methuen High School Additions and Renovations ProjectCity of Methuen

Section 3 | Preconstruction Services Plan

Classroom Mapping A key piece of the schedule development is the phasing plan and relocation of all program and administrative spaces to accommodate construction. Gilbane has developed an approach to space relocation planning called Classroom Mapping. The process was developed to plan and document where every department, teacher, staff member and programmatic function will reside during each phase of the project.

Our Classroom Mapping approach is highly collaborative and will be implemented immediately as part of our approach to schedule development. In addition to KBA/Trident and Finegold + Alexander, Inc. and the school’s leadership, we will ensure that relocation plans minimize the number of moves for each space and is functionally appropriate. The availability of swing space for the ninth grade at Methuen High School will greatly aid the process of planning for space relocation. Our approach is simple, yet highly effective as it has been demonstrated on both the Salem High School and Malden High School projects.

Benefits of Classroom Mapping Approach

Helps the school understand the phasing plan

Uncovers the details and complications of the project

Establishes a plan to manage the actual moves

Clarifies the space needs for each phase




WhWhen compllete hthis i fnformation w llill bbe transffer dred to CACADDDD or BIMBIM

“The classroom (space) mapping was incredibly valuable to us because it helped us visualize the phasing. Before this we were just looking at floor plans and lines, but when we added the cards for each room with a person’s name and department on them and then we filled the spaces with the people, then moved them to make room for the phasing, the impact on our school suddenly became very clear. As a visual leaner, this was invaluable to me as the Principal in understanding what was going to happen. Making the decisions of who would go were during each phase was so much easier. I had a lot of confidence that the process would go smoothly.”

– Dana Brown, Principal, Malden High School


Malden High SchoolMalden, MA

Malden High School is an existing school built in two phases – 1939 and in the 1970’s. The City needed to execute a full renovation of the school, while occupied. To find the swing space, Gilbane and the principal and superintendent of schools worked together to identify what happened in every classroom every day of the week. Gilbane challenged the ability to share spaces, to repurpose existing spaces to new uses, and to consider temporary fit ups of some areas in public areas such as the cafeteria and auditoriums.

After two working sessions, Gilbane and the school developed a five-phase renovation plan that required minimal adjustments to final layouts of the plans. The plan did require these accommodations:

� Some programs such as wood and metal shop were not offered for one semester while their areas were renovated, and those spaces were used in part as general classrooms for a semester once completed.

� Part of the cafeteria was closed off and a general classroom created. This space was open for meal times.

� The stage was utilized for band practices when school plays were not in production

� The media center was temporarily relocated to two adjacent classrooms and some of the collection put in storage for one semester.

� Part of the completed media center was enclosed and a temporary classroom build in the space.

� Temporary science classrooms were created using portable teaching stations / work tables for the students. These were later built into the permanent science classrooms.

� Temporary fire rated egress paths were created to allow “dead end corridors” created by the phasing plans to remain useable throughout the project

Other projects lead to other creative ideas: � Part of the field house was closed off to create a temporary fitness area

� A temporary main entrance was created when the office areas were under renovation

� A wide corridor was divided to separate the work areas from the occupied areas of the school

� Science labs were renovated after hours to allow classes to run in the spaces below the work zone undisturbed

� Ceilings were removed in corridors and temporary lights and fire alarm installed. After school, crews installed piping and duct work above the ceilings allowing them to be completed faster without shutting down those portions of the school.

CLASSROOM MAPPING CASE STUDY

The Benefits of the Classroom

Mapping process include:

� It identifies if there are enough spaces of the right type with the right set up with in the phase limits to keep the owner’s program functioning.

� The process identifies if critical infrastructure needs such as ventilation, power, or low voltage systems are available to support the areas.

� It identifies any special systems that need to be manages such as life safety, tel-com, data, emergency power, or security.

� These maps are flexible for illustrating the circulation through out the building or the progress of the project in each phase.

While some of these solutions may not all work for the State College School District, an

open minded collaborative effort between Gilbane, the design team, and SCASD can

lead to surprising results and significant schedule/cost efficiencies.

Environmental ServicesOften, barriers to a project’s success are tangential to actual construction. One of

the more significant of these barriers is the potential for environmental challenges

to prohibit, delay, or otherwise impact a project. To help clients proactively and cost

effectively meet these challenges, Gilbane offers experienced in-house professionals

with proven expertise in three core areas: environmental concerns, industrial hygiene,

and regulatory compliance.

Gilbane’s Environmental Solutions (ES) group works to ensure that all regulated

environmental work within our construction projects is completed safely and in

compliance with federal, state and local regulations. The ES team works closely with

our project teams and our safety department to ensure proper planning and execution

of such work. Service areas include:

� Environmental concerns pertaining to soils, groundwater, stormwater, dewatering, air emissions, permitting, etc.

� Industrial Hygiene (IH) predominately deals with exposures to workers, occupants, neighboring residents, etc.

� Regulatory compliance

Gilbane’s ES team is unique within the industry in that it operates without vested

interests - other than to provide customer-focused support. We are not linked

financially to particular paths chosen for compliance or the corresponding length of

time required to reach the goals.

The ES team is available throughout the preconstruction and construction phases of

the project as needed to support the project team, trades, and owner. Typical support

activities include:

� Environmental & health constructability review

� Project/program peer review

� Compliance audits

� Worker exposure evaluations

� Pursuit of certifications, registrations, and funding

� Training and education

� Policy/procedure/program development

� Compliance alternative identification

� Owner’s representative for regulation liaison

Gilbane has the following environmental specialists on staff:

� Geologists

� Chemists

� Environmental Officials

� Code and Compliance Officers

e.TOP Electronic Turnover Package ApplicationGilbane’s enhanced transition to operations (e.TOP) process will comply vital

operational facility data from various sources during construction and prepares the

data to be imported into your Computer-Aided Facility Management System (CAFM)

or Computer Maintenance Management System (CMMS) now or in the future. Access

to this information can be had through a variety of handheld and tablet devices.

Regardless of where the district is currently with their use of a CAFM/CMMS, Gilbane

will ensure this information is ready to be utilized in an automated system. We will

collect documentation and drawings from architects, engineers, subcontractors,

vendors, manufacturers, and commissioning or validation agents.

The data collected during an e.TOP project can include, but is not limited to, the

following:

� Space information

� Maintained assets

� Spare parts

� Contractor/vendor/manufacturer contacts

� Warranties

� Preventive maintenance schedules and procedures

The result of the e.TOP process is the replacement of construction turnover “boxes

and binders” with reliable electronic facility data that is readily accessed through a

CAFM/CMMS database. E.TOP deliverables include:

� CDs with comprehensive data in Microsoft Access format

� Final reports summarizing the data collected

� Data imported and validated in a CAFM/CMMS application

� A master preventive maintenance schedule for review and approval

� Preventive maintenance work tasks being generated from the CMMS application

Benefits � Enhances the turnover results of a completed project

� Significantly improves the facility readiness for the facility manager

� Verification of the location of maintainable assets for maintenance technicians

� Improves the quality of the data inputted into the CAFM and CMMS applications

� Provides a quality project management program to extend facility and asset life-cycles

� Proper recognition and use of building and asset warranties

� Identification of required spare parts to support maintenance and operations

� Allows the owner to focus on core business


PROJECT TEAM

In response to the stated scope of services, we carefully selected the following dynamic team of professionals based on demonstrated expertise in K-12 and public education construction management, as well as experience together.

The team will be led by Senior Project Executive Anthony Barton. Tony is an Architectural Engineer graduate of PSU and has worked extensively as a project lead on K-12 projects for Gilbane. Tony has successfully delivered multiple education projects, including the $24 million H.D. Cooke Elementary School Modernization and the $17 million addition to the Thomas Wootton High School in Rockville, MD.

We are pleased to propose our K-12 education market leader, Thomas Rogér, as the K-12 COE Leader and preconstruction executive. Tom has dedicated a 20+ year career to many facets of the education market from speaking engagements at NSBA, CEFPI, and many other regional and local trade conferences. Throughout his experience with public education, he has developed an expertise in mobilization of bond-funded K-12 projects/programs in the region. Serving in this role on other K-12 projects, Tom has demonstrated the ability to balance District and school relationships with Board and greater community expectations. He is a natural steward of tax-payer interests and always seeks to accomplish District goals with resources from the local community.

With support from Jerry Shaheen, Susan Tully will lead Gilbane’s team as the senior project manager. Of Sue’s 28 years of construction management experience, the last 6 years has been devoted to Cheltenham School District. She has a strong understanding of project controls and the skills necessary to manage a project’s most critical elements, schedule and budget. Sue has assumed a leadership role in both Gilbane corporate and the local Philadelphia sustainability communities. Sue will serve as the on-site, full-time senior project manager and will work closely with Superintendent Jerry Brandt and Project Engineer Brian Horn.

Jerry Brandt, superintendent has completed approximately $300 million in K-12 construction in Pennsylvania. He has work on multi-phased programs on active campuses managing multi-prime contractors. As superintendent, Jerry will be responsible supervising the project’s physical construction and direct the day-to-day work of the tradesmen and subcontractors. He will have lead responsibility for implementing site safety and quality programs. He has consistently shown the ability to organize the project, schedule the work force, and complete on time with both large and small projects.

S E C T I O N 1Project Team

A PROVEN

TEAM WITH

ZERO

LEARNING

CURVE!

Project Team Experience

145

115

$3.2B+

Years of Experience in the Construction Industry

Years of Experience in the K-12 Market

Project experience in the K-12 Market

WE UNDERSTAND

HOW TO

PARTNER WITH

K-12 CLIENTS.


Section 1 | Project Team

ORGANIZATIONAL CHART

OUR ORGANIZATION PROVIDES

SENIORITY | EXPERIENCE | PASSION

Anthony Barton, LEED AP BD+CSenior Project Executive

Susan Tully, LEED AP BD+CSenior Project Manager

STATE COLLEGE AREA SCHOOL DISTRICT

GILBANE BUILDING COMPANY

Brian Horn Project Engineer

Jerry Brandt Superintendent

CRABTREE, ROHRBAUGH & ASSOCIATES

A Collaborative Team Approach

Jerry Shaheen, LEED AP BD+CPrincipal In-Charge

State College Business Unit LeaderPurchasing

QA/QC

Safety

Accounting

CONSTRUCTION

IN-HOUSE SERVICES

Susan Tully, LEED AP BD+C Senior Project Manager

Christopher DeBruyn Estimating Executive

Interdisciplinary Document Coordination (IDC)

Building Information Modeling (BIM)

Building Envelope

Environmental Services

Code Compliance

Thomas Rogér K-12 COE | Preconstruction Executive

PRECONSTRUCTION

Gilbane Building Company

Qualifications | Education � Began Construction Career in 1986

� Joined Gilbane in 2000

Licenses | Certifications � LEED Accredited Professional

� LEED Building Design + Construction

Awards � Builder of the Year Penn State University Smeal College of Business, 2008

Associations � Board of Directors - National Institute of Building Sciences

Jerry Shaheen, LEED AP BD+C STATE COLLEGE BUSINESS UNIT LEADER

Jerry Shaheen has been in the construction industry for 30 years with a primary specialization in public education construction in the State College area. He has worked on 12 projects at PSU and is one of the key reasons why we have had a long lasting successful relationship with the University. Jerry has served in a variety of roles from project engineer to project executive and he brings creativity, customer focus, technical breadth, and team-building to every project he manages. He enjoys working on complex projects and is a big advocate for innovation and utilizing building information modeling in order to enhance coordination and dramatically reduce rework during construction.

Pennsylvania State University, Dickinson School of Law, University Park, PA As part of Penn State’s innovative two-campus Dickinson Law program, the University Park Campus program totaling 113,500 SF consists of ceremonial courtrooms, legislative hearing rooms, auditoriums, libraries featuring reading rooms, state-of-the-art classrooms and instructional spaces, commons and public spaces, and exterior gathering spaces. The use of the most advanced technology will be integral. Role: Project Manager Value Added: The design for the University of Dickinson School of Law called for Texas Limestone to be used at the base of the building. The Texas Limestone was located far away and would have been very costly to use. The alternative was to just use brick for the base instead. Jerry took it upon himself to search locally for an alternative material that would be cost effective. He found Pennsylvania Sandstone in a quarry located three miles from the project site. This alternate option allowed the building to look the way it was designed while managing to meet the budget.

Pennsylvania State University, Hetzel Union Building, University Park, PA The Hetzel Union Building at Penn State is a 107,000 SF addition and renovation. The main project challenge will be building this addition on top of, adjacent to and within the existing buildings while keeping student and food service operations running smoothly. The project will enclose an existing exterior courtyard creating an informal social space and seating area. The existing courtyard facades will be opened up onto this skylight atrium and integrate the bookstore and upper levels into the building in a more holistic way. Along with the renovation and the enhancement, Gilbane will complete upgrades of facades on the existing exposed concrete bookstore building as well as a complete interior renovation of the bookstore and main Food Service Court. The project is targeting LEED certification. Role: Project Executive Value Added: This site was very constrained and work was to be completed to an attached student union building that was occupied 24/7. There were many underground structures, and the only spot for a conventional crane would have been located where lifts would have been blind. This would not have been a safe situation. With safety as one of Gilbane’s prime focuses, Jerry worked with the team to utilize a Tower Crane on site. Jerry’s main goal is to keep the students, staff, faculty, and on-site workers safe, and the Tower Crane will generate savings in the long run.

Renovation/

Addition

$90M+Projects over $90M

Sustainability

CM Agency

JERRy’S ExPERIENCE INClUdES:

BIM



Pennsylvania State University, Rec Hall, Wrestling and Student Fitness Center, State College, PA Totaling 48,300 SF, the project includes 28,600 SF of renovation to Rec Hall and new construction of 19,700 SF for a new student fitness center. The renovated space encompasses wrestling practice facility, varsity athletics weight training center, equipment and medical treatment rooms, wrestling team locker room, and support facilities. The Rec Hall project received LEED-NC Gold Certification. Role: Project Manager Value Added: The University wanted to include an audio visual system in the fitness center as well as a complex taping and review system for the wrestling training room. Typically, this usually is not a Gilbane responsibility, but the University was unable to make it work with their budget. Under Jerry’s leadership, the Gilbane team took it on as lump sum and provided a full solution that would provide all of their AV needs and more including a state of the art wireless tablet based wrestling scoring system. Through this process, Jerry and the team were able to save PSU $500,000.

Pennsylvania State University, West Pattee Library Renovation, University Park, PA Major interior renovations and mechanical upgrades on the first floor of the West Pattee Library. Role: Project Executive Value Added: This project was a renovation to the pre-existing library. Gilbane ran into unforeseen conditions on the slab. The slab had been cracked and was sagging so the floor was no longer level. Jerry was able to propose a satisfactory solution which was a low profile raised floor that was reinforced and had ramps. Our team’s solution called for reinforcing the slab with carbon fiber and injection routing.

Penn State Conference Center Hotel Expansion, State College, PA 100,000 SF expansion to existing conference center / hotel complex adding 150 guest rooms including eight suites, 3,000 SF of new conference space, and a new lobby and covered front entrance. Role: Project Engineer Value Added: As a project engineer on this project, Jerry was tasked with making sure the punch list was completed. This project was a 150 room hotel with a large punch list to manage. There were over 500 items being added to the punch list per day and they worked to get 400 taken off per day. Jerry worked with the architect on creating a process to ensure the punch list was completed smoothly. We were able to provide the architect with a laptop so that they could review the punch list items in the evening without having to travel back to their home office. Through this process, the team was able to save time and was able to meet the scheduled finish date.

“I believe Jerry Shaheen provided truly outstanding performance thru-out the duration of the project. His “can-do attitude and practical problem solving helped provide a successful project both in my opinion and in the view of the Owner. This project was completed in a manner that maintained the design intent in high regard and consistently referred to the various project team members for input and consultation. This was maintained primarily through Mr. Shaheen’s efforts.”

– Victor Krasnopolsky L.R. Kimball, Penn State

University Recreation Hall


Tony Barton, LEED AP BD+CSENIOR PROJECT EXECUTIVE

Tony Barton has over 17 years of experience with a specific emphasis in delivering K-12 facilities. His experience includes all aspects of construction management services including change order review and negotiation; estimating; contractor coordination; scheduling; purchasing; submittal review and coordination; safety; contract administration; quality control inspections; claims control; originating and maintaining on-site schedules; shop drawing control; records administration; and closeout administration. Tony has successfully delivered multiple education projects, including the $24 million H.D. Cooke Elementary School Modernization and the $17 million addition to the Thomas Wootton High School in Rockville, MD.

HD Cooke Elementary School, Washington, DC The project involved design-build services for the modernization of this 90,000 SF historic elementary school. The $24 million project included an addition of a new classroom wing, cafeteria/auditorium and renovations of the existing historic facility. The project included demolition of an existing wing, the addition of a new classroom wing and cafeteria, and the renovation of the historic original facility. Gilbane’s preconstruction services included estimating, phasing and scheduling, value engineering, constructability review and the development of a Guaranteed Maximum Price (GMP). This project has achieved LEED for Schools Silver Certification. Role: Senior Project Manager Value Added: Tony was an integral part of creating an overall master plan for the vision, design, and integrated budget for the project. He created the overall GMP strategy and bidding plan for the project.

Arlington County Public Schools, Wakefield High School, Arlington, VA This project involves the design and construction of a new, three-story, state-of-the-art replacement high school totaling 380,900 SF with 236-space surface parking lot. The Wakefield High redevelopment will replace the existing high school with a new three-story building. A 236-space surface parking lot, baseball and softball fields will also be constructed as part of the site redevelopment. The new school will be constructed on the existing open space area and the existing school building will remain fully occupied throughout the project duration. The project is targeting LEED Silver certification and the new school will also use environmentally friendly geothermal heating and cooling technology. Project also includes the construction of baseball and softball fields. Role: Project Executive Value Added: Tony provided executive oversight of this complex new high school project. He utilized and leveraged local industry relationships with the General Contractor and various trade contractors to help resolve critical project issues. Tony assisted APS in settling a potentially large General Contractor/trade contractor claim after substantial completion. After many challenges related to schedule, claims, risk analysis, and constructability issues, he assisted the client in maintaining the overall project budget while opening the project on time.

Renovation/

Addition


K-12 Education

Sustainability

CM Agency

TONy’S ExPERIENCE INClUdES:

BIM


� Joined Gilbane in 2006 � BAG/Architectural Engineering/Pennsylvania State University



� OSHA 30-Hour Trained



District of Columbia Public Schools, Roosevelt High School Renovation & Addition, Washington, DC In a joint venture with Smoot, Gilbane has been awarded this design-build contract for the modernization of the 331,900 SF existing Roosevelt High School located in Washington, DC. The modernized facility will have operational and efficient building systems, clean and maintainable interior finishes, bright and healthy classrooms and public spaces. Role: Project Executive Value Added: Leveraging existing owner/client as well as 15-year trade contractor relationships from Cooke to bring a large and heavily fast-tracked project to GMP.

“Tony was amazing taking care of business while also keeping a low-key, friendly, relaxed atmosphere.”

– Jeffrey Luker Quinn Evans Architects



� Joined Gilbane in 1983 � JD/Law/University of San Diego

� AB/Engineering/Brown University

Licenses | Certifications � OSHA 30-Hour Trained

Thomas RogérK-12 COE | PRECONSTRUCTION EXECUTIVE

Tom Rogér joined Gilbane in 1983 after spending 13 years in the power industry where he had extensive involvement with large project management and new technology development. Since joining Gilbane, Tom worked in the development of Gilbane’s expanded role in the Connecticut market and managed large construction projects throughout Massachusetts, Connecticut, and New York with a concentration in educational construction on both K-12 and higher education projects. His educational market experience spans over 20 years including the successful management of over 72 K-12 projects totaling over $2 billion in value. This includes major multi-building programs in Hartford and New Haven, CT and Rochester, NY. This work within the K-12 market resulted in his leading major innovations including the K-12 Cost Advisor, Integrated Document and Code Review, the High Performance Building Program, and the establishment of the Center of Excellence for K-12 work. Tom is a recognized leader in the K-12 industry and is a frequent speaker at NSBA, CEFPI, and many other regional and local trade conferences.

New Haven Schools Capital Program, New Haven, CT Citywide school construction program includes 46 schools over 18 years. This construction and renovation program includes overseeing the implementation of the master facilities plan, contract administration, schedule and budget review and development of project procedures. Gilbane is responsible for all program management including planning, administration of all general contractors, architect/engineers and other consultants, financial management, and interface with all approving authorities. Individual high school projects included:

� $45 million Chicopee High School � $50 million Greater Hartford Academy of Mathematics & Science � $69.2 million James Hillhouse High School � $54 million Wilbur Cross High School � $28.3 million Aquaculture Sound School � $70 million Cooperative Arts and Humanities High School � $42.7 million Metro Business Academy � $65.5 million Engineering & Science � $29.7 million Edison High School � $17.1 million East High School � $28 million Charlotte High School � $11.7 million Franklin High School � $35.7 million Monroe High School Role: Program Director and K-12 COE Leader Value Added: As Program Director and K-12 COE Leader, Tom had the authority to negotiate and represent the team on all project and contract matters including project performance, budget, schedule, personnel, quality and safety, owner-requested changes or alterations, insurance, etc.

“Tom Roger has done an incredible job, both with us and the overall program. He brings out the best in in our work by being both helpful and challenging. He brings both a strategic perspective as well as a knowledge of how projects are created and built, a rare combination. Most importantly, he’s a pleasure to deal with and a great ambassador of your company.”

– Barry Svigals Svigals + Partners, LLP

New Haven Board of Education

Renovation/

Addition


K-12 Education

Sustainability

CM Agency

TOm’S ExPERIENCE INClUdES:

BIM



Southside Institution Neighborhood Alliance (SINA) The Learning Corridor, Hartford, CT Multi-school project consisted of a 16-acre site clean up effort of a contaminated, state-owned urban site, design/construction of seven new buildings to create an education and institute campus. Services included both program and construction management of 60,000 SF Montessori Elementary School; 90,000 SF Hartford Middle School; 108,000 SF, Magnet High School Resource Center; 77,000 SF Educational Commons Building; 130,000 SF, 430-car garage; 600-seat performing arts center; and 10,000 SF of retail space. Role: Program Director and K-12 COE Leader Value Added: Tom was responsible for managing the client relationship and ensuring that the level of expectation for this project was achieved.

Chicopee High School and Miscellaneous School Projects, Chicopee, MA Project management services for the city’s new, 200,000 SF high school, as well as 13 miscellaneous projects involving middle and elementary schools throughout the city totaling approximately 70,000 SF. Role: Project Executive and K-12 COE Leader Value Added: Tom was responsible for managing the client relationship and ensuring that the level of expectation for this project was achieved.

Monson Schools, Monson, MA This project consisted of a new, 90,000 SF, high school and 88,000 SF of renovations to the middle school. Role: Project Executive and K-12 COE Leader Value Added: Tom was responsible for representing the team on all project and contract matters including project performance, budget, schedule, personnel, quality and safety, owner-requested changes or alterations, insurance, etc.

New York City School Construction Authority Professional Staffing Services/Project, Long Island City, NY Professional staffing services for NYSCA’s $11 billion capital improvement program for multiple sites throughout New York’s five boroughs. Services included providing project management, estimating, clerical and inspection services to support existing staff. Role: K-12 COE Leader Value Added: Tom was responsible for implementing best practices’ and conduct lessons learned sessions with all parties involved with the program.

Community Involvement � 1994 American Red Cross Road Race Participant

Associations � Connecticut Construction Institute

� Massachusetts Bar Association

Awards � Thomas & William Gilbane Project Achievement Award for SINA Learning Corridor, November 2001

� Engineering News-Record magazine, Top 25 Industry Newsmaker Award

� Thomas and William Gilbane Project Achievement Award for New Haven Schools, 2006



� Joined Gilbane in 2000 � MEng - Civil and Environmental Engineering - Structural Engineering and Construction Management - Memorial University of Newfoundland

� BCE/Civil Engineering/Cornell University



� OSHA 30-Hour Trained � USGBC � Professional Engineer in Training (Civil)

Susan Tully, LEED AP BD+C SENIOR PROJECT MANAGER

Susan Tully has extensive experience in all aspects of a construction project, from initial schematic design development consultation through construction including project closeout that involves commissioning and final inspections. She is a LEED Accredited Professional and has experience working with the owner, design team, engineers, and the US Green Building Council on obtaining LEED certification for many projects. As a loyal client advocate, Sue has managed elementary school construction projects for the Cheltenham School District in Pennsylvania since 2007. Her understanding of the culture and school community sets her apart. Sue will bring lessons learned and best practices from her prior successful school projects to the State College Area School District High School project.

Cheltenham School District, Elementary School, Cheltenham, PA Sue is the project manager for the Cheltenham Elementary School located in a primarily residential community in Northeast Metropolitan Philadelphia. The project involves the demolition of the existing 54,337 SF building, partially two stories, built in 1952 and 1956 and the removal of the temporary modular classrooms to construct a new 92,000 SF elementary school, partially two-stories, on the same site.

The building is designed for full-day kindergarten through 4th grade for a total capacity of 600. To create a sense of neighborhood communities and to soften the overall scale of the elementary school, the classrooms for each of the grades were configured within their own house with supporting spaces and toilet rooms with room for growth designed internal to the school. The younger grade levels are located on the main floor level and will be entered through two sets of double doors that can be locked and secured from the main corridor and public spaces.

The gym and cafetorium are centrally located on the main floor level and are accessible from both the lower and upper entry for after school use. The music rooms are adjacent to the cafetorium stage for practices and performances. Art rooms and the library wrap around the perimeter to allow natural light and exterior views. Environmental and energy considerations include bio-detention rain gardens to help manage storm water, building orientation in the East-West direction to maximize daylighting, and maintaining a nature trail with existing mature vegetation. All materials from the demolition of the existing school are being recycled. Materials used in the new facility have recycled content and are regional materials.

The design of the new school resolved several issues that renovation to the existing building could not. As a security measure, the school incorporated security features and closed circuit TV monitoring as well as an extensive security system which interfaces with the building control system. All visitors to the new school enter through a secure vestibule directly adjacent to the main administration office before entering the student areas during the school day. All other exterior doors are locked restricting entry into the building. Role: Project Manager Value Added: With Sue’s leadership, a successful implementation of the Gilbane Cares Incident and Injury Free safety program allowed this project to be completed with 130,000 safe work hours and no recordable lost time accidents.

Renovation/

Addition


K-12 Education

Sustainability

CM Agency

SUE’S ExPERIENCE INClUdES:

BIM



Cheltenham Township School District, Myers Elementary School Renovation, Elkins Park, PA Sue managed this comprehensive project which involved renovations to a 1966-era three-story wing, a connector building and an original four-story wing constructed in 1922. A new 30,920 SF addition was constructed to provide a security entrance, enhanced student support services spaces, ADA access elements, and a new multipurpose facility, while maintaining the historical character of the school. Sue’s leadership guided the team to complete the project with 220,000 safe work hours and no recordable lost time accidents. A complex Indoor Air Quality plan was executed and her team achieved a milestone of diverting at least 95% construction waste. This project earned a LEED-NC Gold Certification. Role: Project Manager Value Added: Sue managed her team to achieve schedule and budget goals. Under her leadership, the project team managed the diversion of least 95% construction waste and implemented an indoor air quality plan during construction and before occupancy which helped the project become LEED-NC Gold Certified. Despite early budget challenges prior to Gilbane involvement, the project was completed on time for opening of the 2009-2010 school year. Additionally, despite the fact that Gilbane was not involved in the design phase and was therefore not able to incorporate detailed scope definition or material allowances, Sue was able to minimize total changes to 3% of the original contract value. The final project value of $19.5 million was well within the district’s $20 million budget.

Cheltenham Township School District, Glenside Elementary School, Glenside, PA Sue led the team on the demolition of existing 55,000 SF, one-story elementary school and removal of modular classrooms to construct a new, two-story, 67,000 SF, $18,200,000 elementary school on the same site.

The two-story new school is a combination steel and masonry framed structure. The exterior of the building is masonry veneer with metal stud backup and a combination of split faced masonry, brick and cementitious siding. The roof line of the major areas of the building was sloped to stay in keeping with the residential neighborhood. Site improvements include extensive storm water management and the addition of separate bus and parent entrances as well as three playgrounds.

The new school includes a secured building entrance which is flanked by the administration and guidance offices. Across the corridor from the main entrance is the computer lab that can serve the community and is located centrally to the general classrooms. The first and second grades are located on the first floor of the two story portion of the building with third and fourth grades on the second floor. Each floor level has supporting classrooms to serve those grade levels. The kindergarten pod is located on the first floor. Each classroom will have access to technology and the entire building will be handicap accessible. The larger core spaces were designed to maximize the flexibility for the entire school. In lieu of providing learning labs specific to each grade level, a large group instruction area was provided which can be divided into two spaces for smaller groups. At the rear of the building are a separate gym, a full kitchen and a cafeteria that includes a stage and can be converted to an auditorium. Role: Project Manager Value Added: In addition to the requirements of the contract, under Sue’s leadership, Gilbane provided value added services including advising the owner and architect during design, conducting an interdisciplinary document coordination review, establishment of the baseline schedule, development of the prime contractor scopes of work and site logistics and development of the Gilbane Quality and Safety Plans. All of these services contributed to minimize total change orders to 0.33% of the original contract value. Additionally, under Sue’s leadership, the project was completed in June, 2011, well in advance of the September start of 2011-2012 school year.

“Sue Tully is not just doing project management, she is solving problems for the school district. Her interpersonal skills are excellent.”

– Ray Bavi School District of

Cheltenham Glenside Elementary

School


Jerry BrandtSUPERINTENDENT

A 34-year construction superintendent veteran, Jerry Brandt has completed approximately $300 million in K-12 construction in Pennsylvania. He has work on multi-phased programs on active campuses managing multi-prime contractors. As superintendent, Jerry will be responsible supervising the project’s physical construction and direct the day-to-day work of the tradesmen and subcontractors. He will have lead responsibility for implementing site safety and quality programs. He has consistently shown the ability to organize the project, schedule the work force, and complete on time with both large and small projects.

Phoenixville Middle School, Phoenixville, PA This $56 million dollar project included a 200,000 SF, multi-story school and a 30,000 SF, multi-story administration building (built concurrently). The project had a 26-month schedule and was completed on time and within budget. Also included on this project was a new artificial turf football field, two baseball fields, and an artificial turf all-purpose field, as well as demolition of the existing middle school. This project was completed in three phases: Phase 1 included the new administration building and new middle school; Phase 2 including construction of a pedestrian tunnel and traffic overpass and an artificial turf football field; and Phase 3 included demolition of the existing middle school, two new baseball fields, and an all-purpose field. Role: General Superintendent Value Added: A multi-prime project, Jerry managed 100-130 trade workers with zero lost time and no accident.

Delaware County Community College, Stem Complex, Media, PA This $65 million project included a 150,000 SF, multi-story science building and a 110,000 SF, two-story vo-tech building (built concurrently). This project had a 28-month schedule and was completed on time and within budget. This multi-phased project included: Phase 1: construction of a new vo-tech building and new science building; Phase 2: installation of a new chiller, water treatment, cooling tower, and boiler in an existing basement; and Phase 3: site work installation of new, two legs of cable to primary to switch gear, black top parking lots, and pour concrete court yard. This project achieved LEED Silver Certification. Role: General Superintendent Value Added: The site boarded on the 100 year flood plane. Working with the project team, Jerry led the team to erect a steel plate retaining wall not allowing containment to enter the flood plain. This was not called for in the original specifications, but Jerry knew that the flood plain needed to be protected and was able to work with the team to determine a solution.

Line Mountain High School and Middle School, Herndon, PA This project involved 150,000 SF addition and renovation to an existing High School and Middle School. This multi-phased project totaled $30 million and was finished on time and within budget with a 20-month schedule. Phase 1 included construction of new additions; Phase 2 included renovation of classrooms in the west wing; and Phase 3 included complete renovations in the east wing and exterior site work. Role: General Superintendent Value Added: The challenges associated with this project included installing a sewer under the existing school from one end to the other and working on phased areas while school was still in session. Jerry and the project team were able to work through these challenges for a successful completion.


� Joined Gilbane in 2013 � Harrisburg Area Community College/Structural Building Technology

� Cumberland Perry Vo-Tech School/Plumbing, Heating, Air Conditioning

Licenses | Certifications � OSHA 30-Hour Trained � First Aid/CPR Certification, American Red Cross

� Supervisory Leadership Program Training, Keystone Contractors Association

� ABC Concrete Training � Soil Testing Training � Resinous Seamless Flooring and Cement Under Layments, Maple Flooring Manufacturers Association

� Codes of Standard Practice for Steel Buildings and Bridges

Renovation/

Addition

K-12 Education

Sustainability

CM Agency

JERRy’S ExPERIENCE INClUdES:



Radnor Middle School, Wayne, PA The $60 million project included a new, 225,000, multi-story school and a 144-well geo-thermal system with an artificial turf football field built on top of the wells. This project had a 26-month schedule and was completed on time and within budget. This multi-phased project included: Phase 1: construction of a new middle school; Phase 2: demolition of the existing middle school; and Phase 3: construction of a new artificial turf football field and concrete sidewalks. This project achieved LEED Silver Certification. Role: General Superintendent Value Added: Some project challenges included: there was very little lay down area and it was built in the middle of the City of Wayne surrounded with residencies all around so there was no place to park or store materials on the site. Jerry assisted the team with a successful site logistics plan to overcome the challenge of this tight site.

Berks Career Vo-Tech School, Oley, PA The multi-phase project totaling $40 million included 180,000 SF of additions and renovations. This project finished on time and within budget and had a 24-month schedule. Project included: Phase 1: addition to existing building and renovations to four shop classes; Phase 2: renovation of shop classes in the east wing; Phase 3: renovation of classrooms and shop classes in the west wing; and Phase 4: renovation of the café and offices. Role: General Superintendent Value Added: Project challenges included working in an active vo-tech school so they could only renovate four shop classes at a time while classes were in session in the rest of the building. With Jerry’s extensive experience working around operational facilities, he was able to oversee all trades during this project to push for a successful completion.

Lewistown Elementary School, Lewistown, PA The new, 3-story building on an open site totaling 190,000 SF. This $40 million project finished on time and within budget with a 20-month schedule. Role: General Superintendent Value Added: In reviewing the drawings and walking the project, Jerry noticed that the iron worker did not capture all the detailing of the design called for in the drawings. Jerry walked with him through the building and pointed out all the areas that need to be redone. Because Jerry was able to identify this early on, corrective measures were taken keeping the project on track.


Brian HornPROJECT ENGINEER

Brian Horn brings 10 years of experience in the construction industry. As project engineer, Brian will maintain Gilbane’s cost system; monitor shop drawing and submittal processes; review bid packages for required submittals; maintain RFIs, submittals, contract drawings, and sketch logs; develop bid packages; and monitor material status reports for compliance with scheduled delivery dates. He will communicate skillfully and directly with subcontractors to ensure that the work is executed correctly and the materials used are in strict accordance with the contract documents.

Pennsylvania State University, Dickinson School of Law, Carlisle Campus, Carlisle, PA Construction of a new law school and renovation totaling 94,825 SF, the Carlisle Campus program consists of ceremonial courtrooms, legislative hearing rooms, auditoriums, libraries featuring reading rooms, state-of-the-art classrooms and instructional spaces, commons and public spaces, and exterior gathering spaces. This project also involved the demolition of a 1978 addition and adjacent housing. The new facility incorporates advanced technology and achieved LEED Silver NC Certification. Role: Project Engineer Value Added: Brian played an important role in ensuring on-time completion of a very schedule critical job. Focused heavily on mechanical systems start-up and commissioning ensuring all systems were functioning properly and issues were resolved prior to turn-over. He also managed punch lists in a cohesive manner so items could be completed timely and to the very high standards set by the designer and Owner.

Pennsylvania State University, Hetzel Union Building, University Park, PA The Hetzel Union Building at Penn State is a 107,000 SF addition and renovation. The main project challenge will be building this addition on top of, adjacent to and within the existing buildings while keeping student and food service operations running smoothly. The project will enclose an existing exterior courtyard creating an informal social space and seating area. The existing courtyard facades will be opened up onto this skylight atrium and integrate the bookstore and upper levels into the building in a more holistic way. Along with the renovation and the enhancement, Gilbane will complete upgrades of facades on the existing exposed concrete bookstore building as well as a complete interior renovation of the bookstore and main Food Service Court. The project is targeting LEED certification. Role: Project Engineer Value Added: Brian was responsible for managing an extremely complex cost system with budgets coming from many different funding sources. He also played an important role in planning the phasing and turn-over requirements for a project with many distinct areas being started and completed at various times all while maintaining public access to the existing building 24/7. Brian was directly involved with commissioning systems in a manner that allows for occupancy of certain spaces before systems may be fully functional across the entire building.


� Joined Gilbane in 2004 � MAE/Architectural Engineering/Pennsylvania State University

� BAG/Architectural Engineering/Pennsylvania State University

Licenses | Certifications � OSHA 30-Hour Trained

Community Involvement � Volunteered for Habitat for Humanity

� Volunteered for Special Olympics

Renovation/

Addition


Sustainability

CM Agency

BRIaN’S ExPERIENCE INClUdES:

BIM



Pennsylvania State University, Dickinson School of Law, University Park, PA This extensive expansion project included the construction of a new law facility at the University Park campus to function as a counterpart to the Law School at the Carlisle campus. The University Park facility includes ceremonial courtrooms, legislative hearing rooms, auditoriums, libraries featuring reading rooms, state-of-the-art tiered classrooms and instructional spaces, commons and public spaces and exterior gathering spaces. The University Park Campus achieved LEED certification as a result of the most advanced technology incorporated into this facility. Role: Project Engineer / MEP Coordinator Value Added: Gilbane held a five-day value engineering session with the Polshek Architects and Penn State officials which resulted in Gilbane identifying 381 cost-saving items; 139 were accepted, yielding $4 million in savings. In addition, given the complexity of this project, Gilbane proposed developing a BIM/3D design model to work in conjunction with the University’s Virtual Construction Lab and with the aid of a state grant, the parties created a full construction phase BIM model which was used to identify inconsistencies and help with MEP coordination. The effort enabled the University to establish standards for BIM and integrated construction in future building projects. Brian was responsible for leading the first effort at PSU for fully coordinating a building using 3D modeling / BIM technology.

Albert Einstein Healthcare Network, East Norriton, PA New 200-bed, 366,780 SF regional medical center building situated on an 84-acre greenfield site that was developed to include the new hospital, surface parking, and a medical office building. The facility created 146 licensed beds comprised of critical care, medical/surgical services, and a floor for women’s/LDR health. Ancillary and diagnostic services to support the inpatients and outpatients. This project is targeting LEED NC v2.2 Certification. Role: Project Engineer / BIM Manager Value Added: Brian fully coordinated all MEP systems for a large, complex hospital using BIM/3D. He was also responsible for tracking and organizing completion items to allow for a phased occupancy of the building.

Virtua Health Medical Office Building, Voorhees, NJ Preconstruction and construction services for core and shell interior of 315,365 SF medical office building to be constructed adjacent to the Virtua Greenfield Hospital on a greenfield site. Role: MEP Coordinator Value Added: Brian fully coordinated all MEP systems for the core and shell project and as the interior fit-outs were awarded had to work diligently to tie in and ensure proper coordination between the tenant’s systems and the existing building systems. He had to coordinate across other construction managers that were responsible for some fit-outs and how to best tie their work into what was provided with the base building.

“Brian Horn has done an excellent job keeping the project on track despite issues with subcontractor performance.”

– Jason Smith Penn State University

Recreation Hall HVAC


MULTIPLE PRIME CONTRACTS

Separation of Work and Multiple Prime ContractsGilbane has experience working with many school districts across the country and the Commonwealth in a variety of capacities and a proven track record in being able to manage many varieties of mandated contracting methods.

In the Commonwealth, under the PDE rules and 24 P.S. §7-751, the District has two primary options: Bid 4 Prime Contracts or sub-divide the work into smaller bid packages. As a firm believer in a true construction management approach on our Penn State projects, Gilbane brought non-Prime DGS contracting to deliver multiple complex projects. Gilbane supports the District’s stated approach of 10-20 bid packages for several reasons:

� Division of work into smaller packages allows more direct contact with trade contractors and allows for more direct control of the schedule and quality of the work.

� Increased ability to ensure direct commitments on manpower. This will be an increasingly challenging issue since the District’s project overlaps with a very ambitious Penn State capital plan.

� Enhanced risk profile on schedule and claims. With four large prime contracts, school districts often are at the mercy of the contractor’s performance and the project can only be as good as the weakest link. By decomposing the packages into smaller scopes the team can exercise work-arounds while addressing problems.

� Smaller packages allow more certainty in evaluating the quality of the bid and comparison of qualifications. This allows for better risk mitigation.

� Reduction of mark-up burdens imposed by Prime Contractors (particularly GC).

� Owner control of defined contingencies. While bidding contingencies can never be completely eliminated they are largely mitigated by competitive bids. However the smaller the packages, the smaller the risks these trade contractors must buffer.

� Expansion of bidding pool, which can be limited by bonding capacity on larger packages.

� Smaller contractors = more local contractors. These local contractors and tradesmen have a vested interest in the District’s project as well as provide a direct beneficial feedback loop in the community. Dollars spent within the District can help mitigate tax burden issues by providing a direct local economic impact.

� Ability to phase buy-out if necessary due to regulatory issues.

S E C T I O N 2Multiple Prime Contracts


Section 2 | Multiple Prime Contracts

� Lower overall costs! This may seem counter intuitive since it takes more construction management effort; however, there are hidden costs to the Prime Contracting method:

Controlled Purchasing Results in Lower Owner Cost

ContraCtor Bid (in Millions of $)

luMp suM Bid

Bidder a Bidder B Bidder C

Structural Steel $7.0 $6.3 $7.3

Electrical $3.2 $3.7 $4.0

Plumbing $2.2 $2.0 $2.7

Painting $3.0 $3.2 $3.3

Masonry $2.2 $2.8 $2.4

General Trades $4.5 $4.1 $4.8

Concrete $1.3 $1.4 $1.7

Site Work $2.4 $2.6 $2.2

Lowest Bid $29.1 $29.5 $31.4

In this $30 Million project example, it seems as if Bidder A is providing the best value. While this is true in aggregate, they are not using the lowest market quotes for all the work items in black (e.g. structural steel).

ContraCtor Bid (in Millions of $)

luMp suM BidCM

Bidder a Bidder B Bidder C

Structural Steel $7.0 $6.3 $7.3 $6.3

Electrical $3.2 $3.7 $4.0 $3.2

Plumbing $2.2 $2.0 $2.7 $2.0

Heating $3.3 $3.4 $3.0 $3.0

Painting $3.0 $3.2 $3.3 $3.0

Masonry $2.2 $2.8 $2.4 $2.2

General Trades $4.5 $4.1 $4.8 $4.1

Concrete $1.3 $1.4 $1.7 $1.3

Site Work $2.4 $2.6 $2.2 $2.2

Lowest Bid $29.1 $29.5 $31.4 $27.3

$29.1M (Lowest lump-sum bid) - $27.3M (CM) = $1.8M (total trade contractor savings)

When we introduce multiple package bidding and achieve true market competition in each trade segment, it becomes apparent that there can be a 5-10% inefficiency to this purchasing method.



Given this, Gilbane will incorporate the requirements of the overall phasing plan, the purchasing plan and design and construction portions of the schedule in our approach to purchasing the project. At a minimum we recommend the following prime contracts:

� Demolition

� Sitework

� Concrete

� Steel

� Windows/Curtain wall

� Roofing

� Painting

� Flooring

� Doors/Frames/Hardware

� Elevators

� Masonry

� HVAC

� Plumbing

� Electrical

� Fire Protection

� General Construction

Development of Final Related Contract DocumentsGilbane has a thorough and proven purchasing approach that will be of value to the State College Area School District. Our volume and experience in projects in State College has resulted in a comprehensive database of qualified trade contractors and vendors. We have access to the most financially sound, quality conscious and experienced subcontractors and vendors in the area.

Working with the District and CRA, Gilbane will develop front-end requirements that cover bidding and commercial (insurance) requirements, general conditions, temporary works and phasing plans, etc. We will ensure these are aligned with CRA’s Division 1 specifications and the specific project needs. Project specific issues to be addressed include: work hours, phasing, use of site and utilities, detailed phasing schedules and diagrams, quiet hours for exams, project BIMEx, and Cx requirements.

During the early award stage, as well as throughout the project, Gilbane practices controlled purchasing which ensures that the successful contractor is one who can meet your quality and schedule standards. By strategically optimizing the number of contracts, Gilbane will:

� Ensure the trades are bidding only the work that is consistent with their specific function.

� Minimize requirements for tier sub-to-sub contracts, which results in markups on tier profits.

� Allow development of bid package scopes tailored to maximize local trade contractors

It is important to note, that while our purchasing process is led by our experienced on-site staff, Gilbane requires coordination and sign-off by our in-house purchasing professionals. These staff members provide an independent check and balance, as well provide critical support regarding legal and compliance issues.



Detailed Scope WritingGilbane emphasizes the need to coordinate the interface among separate contractors by appropriate scope definitions in the multiple contracts/specification sections. Sue Tully, our proposed senior project manager, has extensive scope writing experience for multiple prime contracts in both private and CM Agency markets and is supported by our State College based purchasing manager.

Additionally, in order to minimize change orders and incorporate contingencies for changes, Gilbane often recommends the inclusion of detailed material allowances in the specifications for each prime contract. By including provisions for changes during the bid phase of the project rather than during construction, the potential for hidden markups and price escalation by the contractors is minimized and controlled. Thorough scope definition and inclusion of material allowances in each prime contract are two of the more important factors in eliminating contractor uncertainties/claims. The coordination of installation sequences is another very important factor in avoiding claims. This is where the detailed CPM schedule will play a major role. The contractors will be required by the bidding documents to submit detailed CPM schedules after contract award; again Gilbane will assist in development of this critical specification section prior to bidding.

Trade specific scopes will also include each trade’s specific BIM involvement. One cannot simply require “BIM enabled project”. Specific elements and levels of detail must be specified in order to maximize the coordination, deliver a usable end product to the District and eliminate wasted effort.

Our scope writing process draws on Gilbane’s combined project team experience as well as that of our national purchasing staff and market leverage. We support this with trade and market specific best practices documented and collected over our 141-year history and our database includes over 1,094 K-12 specific Lessons Learned.

Bid List DevelopmentBased on our knowledge of the local marketplace, combined with our regional database of pre-qualified trade contractors, we will assist in the development of a public advertisement as well as actively build bidder interest for the project.

References will be checked, as well as similar project experience, EMR rating, litigation history and the firm’s current workload. The benefits of qualified bidders is that it will ensure that the State College Area School District has contractors with experience, capabilities and resources necessary for the type and size of your project. Additionally, we will ensure that contractor qualification requirements (where needed) are specifically reviewed with the District and included in detail in the bidding documents, typically in the front end specifications.

After the prospective bidders lists, including no less than three to five prospective bidders for each prime contract, has been developed by Gilbane and reviewed and approved by the School District, potential bidders will be contacted. We will conduct multiple pre-bid meetings and walkthroughs with contractors to advise them about the size, scope and nature of the project, the role of the construction manager, and the methods for bidding and awarding contracts. Every effort will be made to give the project high visibility and stimulate contractor interest. All bidders will be required to complete bidding documents in accordance with the drawings and specifications, but voluntary alternates will be encouraged for review as an attachment to the bidding documents at the time bids are received.



Scope Review MeetingsWe will generally hold a scope review meeting with the low and second-low bidders, as appropriate, prior to recommendation to award. At this session, we will confirm that the contractor has covered all their requirements of the drawings specifications and other bid documents within their bid price. We can also discuss alternatives put forward by all parties for possible inclusion in each contract. The bids will be reviewed in light of our line item estimate to ensure inclusion of all required materials, equipment, and labor.

Bid Analysis and Recommendation to Award Prime ContractsOnce bids are received, we undertake a thorough and comprehensive analysis of the bids and develop a Recommendation for Award of Contract based on the qualification requirements and responsible bid. The evaluation will consider all factors that could affect cost, schedule and quality of performance. It will also identify any special qualifications, alternatives, exclusions, etc., which could offer benefits to you.

Additional Purchasing ConsiderationsGilbane can provide several enhancements to the purchasing process that we could recommend:

� Online Procurement Systems: Gilbane’s proprietary system, i.BidPro, is a web-based application that streamlines the bidding process to save time and money for our clients and subcontractors. Trade contractors use i.BidPro to submit bids and RFIs online, while Gilbane can instantly view and/or respond to the bids and any queries. The system generates automatic bid-comparison reports that can be transmitted to clients with greater speed and greater confidence in the accuracy of the data – delivering more prompt and accurate post-bid comparisons and award decisions. Online data retrieval is quick and convenient, so subcontractors have more time flexibility which enables them to ensure they have the most competitive bids.

� M/WBE and/or zip code based participation programs: Through our extensive experience we can offer the District a variety of contractor, dollar volume and/or labor tracking programs that can be reported to the board in our monthly reports for community impact communications.

� Owner Controlled Insurance Programs: Based on our over $12 billion of work in place in the K-12 sector and our national alliances with construction insurance companies, Gilbane can provide multiple solutions to the District’s insurance needs for the project including wrap-up programs that remove the cost of liability and other statutory insurance from trade costs. Combined with an active safety program these OCIP’s can return significant savings to SCASD.


COMMISSIONING/LEED

Planning from the StartFrom the first day on a project, Gilbane starts planning how to finish the project. This mindset includes typical building components (architectural, plumbing, interior fit-outs) but also the utility and process systems. Through the proper upfront planning and coordination throughout the project – a smooth transition from mechanically complete systems to operating systems can be accomplished in a timely manner. Gilbane plans and executes the integration of construction, testing, start-up and commissioning of the facility and process systems.

CommissioningCommissioning is defined as: A well planned, documented, and managed engineering approach to the start-up and turnover of facilities, systems and equipment to the end-user that results in a safe and functional environment that meets established design requirements and the SCASD’s expectations.

The term “Commissioning” typically encompasses the following tasks:

� Participate in the Coordination Process

� Physical Completion of Equipment and Systems

� Factory Acceptance Tests

� Delivery Inspections

� Prefunctional Checklists

� Start-up Checklists and System Start-up

� Test and Balance Coordination

� Functional Testing and Performance Testing

� Training

� Integrated Systems Testing

The purpose of commissioning is to ensure to the SCASD that all work has been completed as specified and indicated, and that systems are functioning in a manner consistent with the design documents. It will serve as a tool to document system installation, checkout, start-up and operations. It will assist operating staff training and familiarization with new systems. It will further benefit as an instrument to reduce post-occupancy systems operational difficulty or failure.

We recommend the use of a 3rd party Commissioning Agent (CxA) to develop the Commissioning Master Plan, create the commissioning protocols (prefunctional checklists, start-up checklists and functional checklists). Gilbane and CRA will review and comment on the Master Plan and the protocols. Gilbane and the prime contractors will perform the prefunctional checklists, start-up checklists, start-up the systems, and run the systems during the testing period.

S E C T I O N 3Commissioning/LEED

Commissioned SystemsCommissioned systems for the High School Project may include:

HVAC � Chilled water systems

� Heating hot water systems

� Air handling unit systems

� Exhaust systems

� Heat recovery systems

� Air terminal controls

� Building automation system (BAS)

� Misc. HVAC systems (split units, fan coils, etc.)

Electrical � Power distribution systems

� Occupancy, daylighting, and dimming controls

� Emergency power and lighting

� UPS systems

� Power generation systems (including waste heat where applicable)

� Security

� Fire alarm system

� Emergency power systems


Section 3 | Commissioning/LEED

The CxA will suggest adjustments to controls, sensors and set points that may need to be further adjusted beyond the original design to suit the needs of the space being served. The CxA will perform the Functional Checklists, monitor the balance of the commissioning protocols and manage the entire commissioning process. The CxA will act as trouble shooter for any issues that arise between the system as designed vs. constructed. The CxA will be responsible for the Turnover Package (TOP) for each commissioned system. Gilbane will be responsible to transmit the required documentation to the CxA for inclusion into the TOP. The goal is to move the project along from construction installation to start-up thru Functional Testing to Systems Complete for each and all systems. The CxA will become the leader of the commissioning effort for the project and will chair and issue meeting minutes for all project commissioning meetings.

The Gilbane commissioning team will work closely with the project design firm, the CxA and the SCASD project team to develop a detailed plan and schedule for the commissioning process.

Gilbane strongly suggests that the Testing and Balance (TAB) contractor be under separate contract and direct control of Gilbane in lieu of the mechanical contractor, since over 70% of the Functional Performance Tests are dependent upon completion of TAB. Gilbane also suggests that the CxA and Controls Contractor be co-located on the project site if possible to ensure effective communication.

Activities: The Gilbane Project Team will work closely with the SCASD’s Project Team and Commissioning Agent to prepare the list of systems that are to be commissioned for this project. A typical list is shown below – which will be formalized during the Pre-Construction Phase of the project. The systems defined will be utilized in the development of the Project Milestone Schedule and Project Execution Plan that integrates the key aspects of design/construction/start-up/commissioning/validation.

Gilbane will: develop the Quality Master Plan – for review and approval of the SCASD, work with the CxA to help develop a Commissioning Master Plan for review and approval of the SCASD. Gilbane will assist the CxA in the developing a roles and Responsibilities Matrix during one of the first Commissioning Meetings.

The most important tool that Gilbane develops and uses is the Equipment Commissioning Matrix (attached). This tool is developed at the very beginning of the project once it is determined which building systems will be commissioned. As the design progresses and equipment is identified the matrix is expanded to list all of the equipment to be commissioned grouped by like equipment within building systems. As information develops and becomes available this data is added to the matrix to include:

� Equipment Vendor

� Factory Acceptance Testing if required

� Equipment submittals submitted and transmitted to CxA

� O&M submitted

� Delivery Date and initial inspection

� Prefunctional Checklist (PFC) script number and transmitted to Vendors

� PFC schedule number

� PFC schedule dates

DID YOU KNOW...Phased projects have significant Commissioning Challenges: Systems under partial load can operate inefficiently and pumps may need temporary impellers installed. Proper isolation is critical as well. Gilbane will work with CRA to make sure this is accounted for in design and purchasing - minimizing cost and maximizing performance!



� Functional Performance Test (FPT) number and transmitted to Vendors

� FPT schedule number

� FPT schedule dates

� Integrated System Testing

� Training

� Off Season Testing

The Equipment Commissioning Matrix is updated at least weekly and is used as the main discussion tool in the weekly commissioning meeting. Commissioning progress is developed from the matrix and is reported on a periodic schedule. The matrix keeps track of all documents that need to be transmitted from the vendors to the CxA and from the CxA to the vendors. Completed activities are shaded green and the dates in the green shaded area are actual completion dates, all others are projected date from the commissioning schedule.

Gilbane will develop a Commissioning Schedule of activities based upon the systems and equipment in the Equipment Commissioning Matrix. The Commissioning Schedule is logically tied to the main project schedule through the equipment activities such as procurement, Fabrication, delivery, installation and connections.

Gilbane will integrate commissioning requirements into equipment and subcontractor bid packages through written descriptions and examples. Some of the items that will be included in the procurement package to the subcontractors and vendors involved with commissioning are as follows:

� Inclusion of sample documentation, QIC activities that are expected of the prime contractor (O&M Manuals, as-built drawings, etc)

� Inclusion of start-up and commissioning activities

� Inclusion of documentation requirements and approvals prior to equipment authorization for shipment

� Inclusion of start-up requirements

� Inclusion of training requirements

� Inclusion of documents required for the TOP’s for each system

� Inclusion to attend all commissioning meetings

� Inclusion to the Controls Contractor to directly assist the CxA in the execution of the Functional Testing/Checklists

Gilbane will also perform the following activities that will support the management of the commissioning process:

� Review and comment on the prefunctional checklists as drafted by the CxA

� Review and comment on the commissioning protocols as drafted by the CxA

� Review the prime contractor developed start-up checklists submitted to the CxA for re-issue by the CxA after SCASD review and approval

� Coordinate start-up procedures and planning with the prime contractors and vendors

� Schedule and coordinate training activities with the SCASD

� Ensure execution of the prefunctional checklists with the prime contractors and vendors



� Ensure execution of the start-up checklists with the prime contractors and vendors

� Standby and assist the CxA with the functional testing

� Coordinate warrantees and guarantees with start-up of equipment

� Attend Factory Acceptance Tests (FAT) as required

� Attend all project commissioning meetings

Close Out Activities: Gilbane will work with the SCASD’s project team to ensure all close out activities of the contract documents are carried out. The CxA is to be responsible for the final assembly and approval of the Project Turnover Documents.

Automated Maintenance Data Input: Gilbane will work with the SCASD’s Facility personnel and the project team to ensure that data information required by the SCASD’s Automated Maintenance System (such as Maximo) be collected during commissioning to provide a head start to the SCASD’s facility personnel in this system.

Experience with High Performance StandardsGilbane has created a High Performance Building group in an effort to set a new industry standard in how the construction manager can contribute to the design of high performance buildings. A focus on energy efficiency and intelligent first cost investment is at the core of the High Performance Program (HPP). The program establishes a significant and predictable energy savings goal of at least 25-35 percent beyond the performance of the current ASHRAE 90.1 code and then uses the EPA’s ENERGY STAR Target Finder to demonstrate savings over peer buildings. By proactively shaping the energy profile of the building during the design process, the HPP provides the framework for project teams to earn the EPA’s Designed to Earn ENERGY STAR award. This distinction, presented annually at the AIA National Conference, is a step towards the operating efficiencies which can later earn an ENERGY STAR for the owner.

The High Performance Program is dovetailed with the USGBC LEED Rating System to allow owners the flexibility of seeking third party certification, but dedicates a significant portion of the conversation to understanding and minimizing the energy consumed by the building. By encouraging the project team to look beyond the typical scenarios, Gilbane’s program focuses heavily on conserving energy through efficient design and ongoing operations. Beyond ‘value engineering,’ the program seeks environmental and economic returns throughout the building’s life cycle, concept through occupancy and beyond. Measurable returns are realized both to the client and to the environment from decreased consumption of grid based electric and fossil fuel.

During preconstruction, our project team can leverage the High Performance Building group in the assessment of the design and offer cost effective alternatives which impact both the first time cost of construction as well as the life cycle cost of operations.

Gilbane is constantly looking for methods and protocol to better the implementation of the High Performance process.

As ENERGY STAR Partners and members of the USGBC,

Gilbane strives to provide clients with outstanding experience and extensive support to achieve environmental goals



Some of the recent attributes of High Performance that have been successfully implemented include:

� 400kw fuel cell

� Photovoltaic system (solar panels)

� Absorption chiller

� Condensing boilers

� Daylight and Occupancy Sensor Lighting Controls

� Energy (heat) recovery

� Thermal Energy Storage (ice storage)

� Active Chilled Beam

� Demand control ventilation

� Optimized HVAC Equipment

Corporate Commitment to SustainabilityGilbane has embraced the need for responsible development and is an industry leader in implementing sustainable design and construction strategies on all our projects. Independent of an individual project’s LEED® certification targets, we believe implementing environmentally responsible construction practices to the greatest extent possible is intrinsic to our core values as a company. Gilbane understands the impact the life cycle of a building—from material acquisition to transportation, construction, use and eventual disuse—has on the environment and is committed to action in the evolution of buildings and communities toward a greater emphasis on sustainability. Gilbane is proactive in encouraging active participation in a sustainable future.

With more than 420 LEED Accredited staff, our commitment to green building has enabled us to be among the leading firms in the industry to construct green facilities. Our LEED project experience includes more than 280 projects ranging from Platinum to Certified.

Our extensive experience with LEED certification benefits our clients in the following ways:

� Seamless integration of LEED responsibilities into Gilbane’s time tested project management practices and tools

� Application of Green/LEED-specific Lessons Learned from our corporate Lessons Learned database

� Creative approaches to meeting the LEED credit intent

� A strong Community of Practice of LEED Accredited Professionals (LAPs), available to assist each project

� Effective LEED Value Management sessions

The following represents our LEED projects both targeted and awarded.

LeveL AwArded TArgeTed ToTAL

Certified 19 16 35

Silver 40 106 146

Gold 58 29 87

Platinum 12 2 7

TOTAL 129 153 282

Gilbane has more than 420 LEED® Accredited Professionals and is a

corporate member of the U.S. Green Building Council

“Gilbane’s commitment to environmental

responsibility is based on the simple principle of

Doing the right thing for the communities where we

live and work.”

~Thomas Gilbane, Jr.,

Chairman and CEO of Gilbane

Building Company



The City of New Haven has pledged to build only high performance schools in the future. Tom Rogér, our K-12 COE, recognized that the City had an opportunity to not only update its aging school but also reduce energy cost that were rising at a rate of nearly 8% per year since 1988. New Haven is engaged in a sixteen-year construction program that began in 1998 and will ultimately result in 46 renovated or new schools valued at $1.5 billion. All schools have been designed to meet a combination LEED and Energy Star standard. Of of the new schools, the Barnard Environmental Magnet School has achieved LEED Gold certification. New Haven generally uses the EPA Energy Star Target Finders for program and project goal setting, seeking a minimum score of 75 on a scale of 100.

To date, ten new schools have been completed under the high performance program, with savings anticipated of $400,000 annually, resulting from a 30% reduction in energy use. The 20-year lifetime savings from these projects are expected to exceed $10,000,000. A number of program elements have been critical to New Haven’s success:

� Leadership and a Long-Term Perspective

� Design Standards

� Integrated Design

� Building Modeling

� Process and Performance Auditing for Continuous Improvement

Gilbane’s approach to this process was the foundation utilized by the State of Connecticut for new legislation incorporating Standard High Performance Design Requirements (HPDR) for new schools and other state buildings.

New Haven Schools

� 16 Schools have gone through HPB Integrated Design & Modeling Process (10 completed and in operation)

� Estimated $700k (30-40%) Savings in Avoided Costs

� 20 Year Life Cycle Savings of over $20.5 Million

� 5,750,000 lbs of CO2 emissions avoided

S T A T I S T I C S

HIGH PERFORMANCE BUILDING CASE STUDY

“The New Haven School Construction Program is proud of the work of the architects and engineers in the program. Achieving Design for Energy Star demonstrates the dedication these firms have to making the energy efficiency goals of the Mayor reality. Based on the success of these four schools, the program will continue to encourage all our school designs to meet the criteria for Designed for Energy Star.”

Tom Roger, Vice President/K-12 COE


BIM UTILIZATION

Gilbane’s Building Information Modeling (BIM) approach specifically for the State College High School Project will draw upon our extensive experience and best practices both nationally as well as locally. We are experienced in creating BIM Execution Plans tailored to the project goals and needs. Gilbane’s in-house team will work with the design team from day one and will collaboratively build the model with Crabtree, Rohrbaugh & Associates. This approach allows Gilbane to improve the visualization, communication, and quality of the construction process from preconstruction through the life of the building. This will also allow the team to validate target value design by tailoring the model to allow rapid constructability review, quantity extraction, and estimating.

The beginning of the process is to set out the plan and lay the processes and foundations for the successful integration of BIM into the project. We will work in parallel to develop the detailed BIM Execution Plan (BIMex) to establish goals, processes, and procedures for the project. Using Penn State’s BIMex as a foundation document, we will tailor a tool to allow rapid assessment of relative value of various BIM deliverables and associated effort. This will allow the team to select the right areas to apply resources and set stretch goals that mesh with the educational/research component of your project. Defining those items early will allow rapid analysis of the model for quantities and costs, as well as translation through to construction by bid package to ease trade contractor modeling and coordination.

Design Phase ServicesDesign Coordination–and–Integration–Process The DCI process begins long before the first collision tests are run. The team will engineer the process from beginning to end, starting with the model deliverable itself, defined by the BIM Execution Plan. By performing coordination of systems virtually in conjunction with traditional drawing review, design review, constructability review, and coordination time can be reduced. Gilbane will work as part of CRA to coordinate the design from day one for both spatial coordination and constructability. The design coordination process of Gilbane assists the project team in developing scope, by reviewing concrete wall penetrations, rated wall penetrations for fire dampers, and other tests that go beyond the traditional MEP spatial coordination effort. Gilbane will hold a Coordination and Integration Kick-off meeting early in the project to develop a detailed coordination schedule. It will contain integration meeting dates, deadlines for initial deliverables, and phasing for the coordination process.

S E C T I O N 4BIM Utilization

Our proposed BIM/VDC

expertise is not only in-house, but

resident in the State College Area

School District


Section 4 | BIM Utilization

Virtual Mock-ups The Gilbane team will have focused and highly detailed modeling efforts on key details throughout the project by creating a virtual mock-up to work through the constructability, scope, and sequencing of these details through the project. These focused models will help eliminate questions in the field and provide clear construction documents through the process. An example of the step-by-step sheets for scope review and sequencing are below.

4D Simulation and Schedule ManagementBy creating a dynamic link between the discipline models and the project schedule, Gilbane can produce a visual simulation of the project at any point in time. Gilbane and the project team can use the 4D simulation to help identify potential scheduling conflicts and to maximize efficiency of construction and asset allocation. The 4D simulation can be regularly updated to reflect changes in the schedule and models. The project team can look ahead to certain dates, phases or events in the schedule. A parallel simulation showing actual progress versus scheduled progress can be created to pinpoint areas of lag or acceleration and to help identify and resolve possible schedule or asset allocation problems before they happen. Gilbane will also tie our material and equipment status reports to the model elements to easily visualize the status of critical path and long lead elements in comparison to the schedule.



Quantity Take-Off and Target Value DesignGilbane can help construct the BIM model to assist with providing quantity survey, cost estimating, and cost trending. Quantity takeoffs, as well as design option changes can be simulated and analyzed to help identify areas for potential cost savings. Real time changes to BIM can provide alternatives to SCASD and CRA team to facilitate informed and efficient decision-making. The graphs below represent the ability to provide continual quantity trending estimates from the model and to locate the areas of increases or decrease in quantities through the building, be it by level or department through the building.

Construction Phase ServicesSite Utilization Planning We will include a Site Utilization Model (SUM) in the bid packages for the site and laydown areas, traffic patterns, offices and access. The SUM will also clear up-front communication and enhances bid accuracy and safety on the site. The model will assist in material deliveries with trade contractors, understanding student paths of travel, any protected walkways, and any other construction impacts on the site.

Rapid quantity validation means less time wasted aligning quantities between A/E and CM and more time focused on dollar value and risk mitigation. Reconciliation of estimates is crucial to understanding if the

project components are developing as planned.



By using the site utilization model and the structural models, Gilbane can work with trade contractors in the planning/mobilization phase of the project to develop an erection plan through the model. The model is used to transfer information through the project team, to allow for a crane analysis to be completed efficiently. This improves the safety and the efficiency of the structural erection plan, and generates team buy-in.

Model Coordination/3D Virtual CoordinationGilbane can coordinate the collection and creation of a combined BIM coordinated around the design model. Each trade contractor’s scope of work will include modeling requirements and those construction models that will be coordinated for clashes, tolerances, sequencing and maintainability. The 3D Virtual Coordination process will help to identify potential collisions between elements, reduce change orders and RFIs and foster a collaborative environment between project participants. Our VDC manager, David Maser, will run the coordination process, ensure timely and accurate submission of all models, maintain records of coordination meetings and a complete archive of all BIMs throughout the process.

Heat Exchanger - BIM Heat Exchanger - Installed

Our coordination process has successfully

delivered complex phased projects

with less than 0.01%

rework costs in the State

College market. (Industry standard

is 1-2%). Trade Contractor

confidence in our process means

better bids on day one.



Existing Conditions Modeling/Laser Scanning3D Laser scanning is of increasing value to our clients. With this technology, they can measure, visualize and model structures and sites with an unprecedented combination of speed, completeness and accuracy. Utilizing the Faro Focus laser scanner they can scan complete surface geometries of exposed structures and sites and remotely capture the data in minutes in the form of dense, comprehensive “3D point clouds” ready for immediate use. These 3D point clouds are a valuable new client deliverable as they represent a highly detailed, instantaneous 3D virtual model, complete with survey grade measurements. Integrated software and free viewers let you use the 3D point clouds to rotate and fly around an existing structure or site to view it from any perspective and to measure between any two points. Point cloud data can be exported into popular CAD software and used to create wire meshes, 2D drawings and 3D Building Information Models.

Site Based VDC For BIM to have its biggest impact, it must be accessible and available to those doing the actual installation.

Many firms house the VDC in a home office or even use an outside vendor. We believe that approach negates much of the collaborative value of BIM during the construction phase. An on-site BIM station, both in the field and in Gilbane’s construction trailer will allow rapid response to the field’s needs. In addition, optimized models that can be run on tablet PCs in the field allow direct consultation of the model for layout and dimensioning needs.

Trade Data SheetsA major source of time waste on the construction site comes from the necessity to gather and consolidate many sources of information on many sheets to perform any work item. As an example, a concrete slab may require referring to steel structure plans, slab edge plans, slab edge details, Structural Notes page for slab type, concrete mix design, rebar details and bending schedules, mechanical and electrical drawings for penetrations and architectural drawings for box-outs and Architectural finish plans for FF&E associated with flooring types. The scattered nature of the information leaves many opportunities for errors and rework. We will work with the trade contractors to furnish model output that consolidates information, reduces questions and confusion, and eliminates trips back to the trailer to check information. Similarly, complicated, multi-trade details such as flashing, windows, masonry interfaces can be modeled in sequence. This clearly communicates who does what and when at each step.



Dunbar Senior High School Washington, DC

A Revit model was used to collaborate amongst the Design-Build team, the subcontractors and the suppliers. Methods such as clash detection helped reduce change orders in the field and ultimately minimized schedule delays. The model was used as a platform to develop MEPF/Structural Shop Drawings, allowing for an efficient and accurate prefabrication process which was a critical component of the project schedule. This model was also used for field related tasks such as robotic layout for the placement of sleeves, thus drastically reducing the length of time needed to rough in elevated slabs and slabs on grade. The model was integral in the success of the accelerated schedule, as it was used as the basis for nearly all coordination efforts, takeoffs, and as-builts.

CASE STUDY - BUILDING INFORMATION MODELING

“I want to highly commend the JV team for an outstanding job of District residents employed on the Dunbar Senior High School construction project during this review period. The project has the second highest percentages of hours worked by DC residents in every classification area of the project behind the Marriott Marquis Hotel Construction project. The JV team volunteered this effort and again, a job well done.”

Lewis Brown, DC Office of Apprenticeship Information & Training


SITE LOGISTICS PLAN

Gilbane developed a preliminary site logistics based on the phasing plans and have provided our initial thoughts on the limited information provided in the RFP. We will further develop the site logistics plan as the process progresses.

Our approach to developing the site logistic plan include understanding the District’s needs regarding student and community safety; clear and well-marked way-finding; cost consciousness and constructability; and the need to be a good neighbor in the community.

The following are items we will consider regarding phasing:

1. We recognize the current congestion of traffic along Westerly Parkway specifically when school buses are queuing into the school complex in the morning and evening. This is further compounded by car traffic for drop-off and pick-up as well as student and teacher parking and the fact that Westerly Parkway is a main thoroughfare to the shopping area, residential apartments and access to Atherton Street. We will work with the District to:

� Develop access roads that separates the construction from school traffic on site.

� Address the environmental issues, such as managing stormwater during the many phases of the project.

� Provide construction access that minimizes the amount of mud and debris being carried from the construction site onto the public streets.

� Provide parking for teachers and students, if required.

� Schedule deliveries of bulk materials (e.g. steel and concrete) around heavy traffic times.

� Work with the school schedule to minimize noise during key times in the school year, where noise may be a disruption to academic activities, and being aware of the residential units that are nearby.

2. Study with the District, the logical phasing and sequencing of demolition, new construction and renovation. Although three phases have been outlined in the RFP, more phases may have to be implemented to accomplish our goals outlined above including:

� Revisiting if temporary classroom trailers will provide a radical improvement to the cost and scheduling of the work.

� Relocating 9th grade students to middle schools during some phases of the work; this is usually prohibitively burdensome for staff and administration.

� Could split sessions be a consideration to allow for larger areas of work to be undertaken?

� As a general rule it is always beneficial to work one’s way out of the site. While we do not know the specific mix of spaces in the new building on Phase 2, it may be worth considering if effective use of spaces can be defined.

Although these suggestions may have already been considered, we will work with you to validate these options against time and cost constraints in developing the project’s logistics.

S E C T I O N 5Site Logistics Plan


Section 5 | Site Logistics Plan

Key Points � Provide secure safe student drop off - (Safety)

� Separate bus traffic from car traffic - (Safety)

� Use future roadways/parking for bus loop - (Cost)

� Establish East Side parking early in Phase 1 to allow for visitor parking – (Safety/Good Neighbor)

� Provide contractor laydown area within the confines of construction fences - (Safety)

� Provide sufficient on site segregated trade manpower parking - (Cost)

� Provide remote job trailer and contractor parking away from student activity while limiting path crossings - (Safety)

� Keep site traffic off Westerly Parkway – (Safety/Good Neighbor)

� Provide onsite soils stockpiling - (Cost)

Concerns � Provide single maintainable contractor access to the building - (Safety)

� Confirm designated student walk paths provide enough capacity to cross street in between class times - (Safety)

� Maintain egress capacity and required separations at occupied building/areas – (Safety)

� Faculty/Staff Parking needs – (Good Neighbor)

� Stormwater/Erosion and Sediment Control – (Code)

� Stormwater constraints during construction, peak flows constrained by pipe crossing Westerly to North Basin – (Existing Conditions/Cost)

PHASE 1



Key Points � Similar to Phase 1

Concerns � Similar to Phase 1

� Need to move roadway crossing alignments on North Site up into Phase 2 – (Safety)

PHASE 2



Key Points � Assumes North Building completely vacated (not defined)

� Maintain North Parking lot for use as long as feasible – (Good Neighbor)

� Provide onsite soils stockpiling - (Cost)

Concerns � Phasing of Stormwater on North Site (at Driver’s Ed track) - (Code)

� Overall Site subsurface conditions - (Cost)

� Schedule effects from Phase 2 - (Cost)

� Distance of laydown/trailers is an efficiency concern and we should consider relocation - (Cost)

� Property line on West Side is tight to building. Cut off walking path to South Buildings – easements may be necessary for construction access – (Cost/Good Neighbor)

PHASE 3

Sample Site Logistics Plans �New Trier Township High

School �Dunbar Senior High School



SITE LOGISTICS

2014 2015 2016 2017 2018

A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S

Single Phase � Mobilization � Relocate / Bypass Utilities � Site Work / School Parking � Temporary Facilities � Program & Food Services Relocation � Abatement � Demolition of Tech Arts Building & Music Wing � Construction Of New Music & Performing Arts Wing

& Academic & Student Life Wing � Commissioning � Complete Western Half of Site Connector Road � FF&E / Phased Move-in � Occupancy Phased

Bid & Award Move Abatement Demo

Bid & Award Sitework | Utilities

Bid & Award Temp Facilities

Bid & Award CONSTRUCTION TIME LINE Phased Occupancy | FF&E | Move-in

Site Work

Academic and Student Life Wing

Music and Performing Arts Wing

Construction Staging and Final

Sitework

� Minimize Disruption To School & Community � Safety � Quality � Budget

Design

Design

Referendum

Design

Design




Gilbane Building CompanyProposal for Construction Management ServicesState College Area School District








































VALUE ENGINEERING

Value engineering (VE) is not cost cutting but rather a systematic process of analyzing the project components to assure that they provide the required function in the most cost effective manner. Our goal is always to provide the best quality project for the least possible cost. We review the project elements taking a broader look at options which include life cycle analysis, general maintainability and durability, and costs. Gilbane’s approach of finding the right solution, coupled with our K-12 project experience will provide SCASD with the best possible building solutions.

Our general approach to value engineering includes:

� Understanding the goals and intent of the project from SCASD and the design team’s perspective

� Coupling constructability reviews with value engineering

� Identifying where the bulk of the money is being spent to make the biggest impact

� Simplifying repetitive elements where possible

� Using BIM to help visualize and coordinate details to simplify the installations

� Utilizing an envelope consultant to review the exterior details as part of Cost Effective Design

� Reviewing the cost and schedule implications of specified tolerances in EVERY section with the design team

� Understanding the “systems” and look at them as a whole, not just at the elements of the work

S E C T I O N 6Value Engineering

Gilbane’s approach to VE focuses on long-term costs versus the initial purchase price. We identify systems or components that may result in lower costs without sacrificing the project’s quality requirements. Facilitated by Gilbane, all VE efforts are conducted in close coordination with SCASD and CRA, with senior members of Gilbane’s management staff also participating.

Evaluate Each VE Idea

�� Constructability - Is it simpler to build? Are other systems affected?

�� Schedule - Does it take less time? Allow follow on work sooner?

�� General Conditions - Is the cost of GCs impacted? Winter conditions?

�� LEED Certification

�� Operations and Maintenance - More or less energy efficient?

�� Form and Function - Do we like how it will look?


Section 6 | Value Engineering

At the start of initial estimating efforts we recommend engaging in a formal VE process with SCASD and the design team. The formal VE process should proceed as follows:

� Gather the team members to participate in the session

� Discuss the functions of the principal elements of the building

� Discuss possible ideas for alternative solutions to provide the functions of the principal elements

� Develop order or magnitude costs of credits and life cycle costs for proposed adjustments

� Hold a decision making session when the team selects the options based upon criteria the team agrees upon

� Implement ideas as the design moves forward

The value of a formal session is greatest of greatest benefit to the project early in the design phase. Waiting could cost the design team time to implement, and can affect the project schedule. Gilbane has accumulated cost effective design solutions which may have potential benefit to SCASD. Examples of these solutions include:

Lockers: Avoid built soffits over the lockers. Buy sloped metal tops from the suppliers.

Gym Glazing: Eliminate windows on all but north face to avoid shade installation to reduce glare.

Floor Heights: If you reduce floor-to-floor heights, add a sloped roof which can provide mechanical distribution areas. Sloped roofs, depending on the system, can have a longer life cycle than “flat” membrane roofs, saving costs over time.

Roof Top Equipment: The use of roof top equipment in lieu of enclosed penthouses, attic or mezzanine spaces can present several issues:

— Roof Top Units (RTUs) require more penetrations which can lead to leaks.

— Because RTUs are usually visible from street level designers typically add screens to conceal them which can be costly, create leak opportunities, and are often overlooked or underestimated in conceptual estimates.

— RTUs usually require dunnage and service walkways and rails around them which result in maintenance issues and eyesores for most designers.

Paved Areas: Use run off to drainage swales in lieu of curbs and drainage systems.

Structure: Avoid light-weight concrete for slabs on deck – they take longer to dry out and will require expensive slab toppings to eliminate issues with sheet goods. While the added structure weight has a cost, the schedule implications can cost more than the steel.

Window Systems:

— Consider using repetitive sizes for glass in lieu of individual sizes for each piece.

— Watch the finish systems specified for the metal. There can be wide variations for color or quality that the owner and designer may reconsider when they see a premium cost.

VALUE ENGINEERING CASE STUDY

Central High SchoolMacon, GA

As construction began on the $34 million project, Gilbane and the site contractor were reviewing the scope of the work and the detailed schedule. It came apparent that the site grades proposed would require the export and disposal of 35,000 cy of earth. We looked for an alternative place on site for the soils and determined that a 4’ rise in the grade at the base ball field would absorb all the excess material. This was proposed to the school and the civil engineer and the suggestion was accepted. This resulted in a savings to the project of $315,000.



Green Roofs: Tray systems are less costly to build and should be easier to maintain over time.

Classroom Walls: At classroom entries there are often wing walls for the doors to open against and to end the lockers against. These are often done in CMU for durability. These short walls are costly because of all the cutting needed and the resulting slow production. We would suggest using metal studs and blue board sheathing. Cover these wing walls and returns with ceramic tile up to the head of the door and use abuse resistant GWB above that point. This is a quicker and simpler installation than the CMU, it adds the aesthetic opportunities of the tile versus painted CMU, and is very durable.

Gilbane will perform life cycle analysis on the VE items which are suggested. Approximately 80% of the total life cycle cost of a building is for maintenance and operations. Too often the short term savings lead to long term costs. The SCASD operating and maintenance budgets must be as lean as possible, so these reviews are essential for proper decision making.

Value Engineering at Dunbar Senior High SchoolWashington, DCGilbane employed several techniques to facilitate schedule and cost efficiency on the project. These techniques included:

� The removal of unsuitable soils and special compaction techniques in lieu of deep foundations

� Utilization of Victaulic fittings in lieu of welded steel pipe for HVAC mains

� A prefabricated skylight in lieu of ‘stick-built’

Gilbane developed a comprehensive list of all such measures for the Owner’s consideration, including an analysis that allowed the team to make informed decisions on the acceptability of each item. This process took place with an unwavering approach that the design of the school was not to be compromised in any way. As the enclosed log demonstrates, incorporation of these and other value engineering suggestions provided a net total savings of $2,597,107.

CA

SE

ST

UD

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As a result of the value engineering analysis on the Dunbar Senior High School, we were able to delivered the project on time, within budget, and with the highest standards of quality in design and construction.

Gilbane will employ a similar approach at State College High, ensuring that the budget remains intact.

Value Engineering Sample Dunbar Senior High School



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CHANGE ORDERS

Through a disciplined and systematic approach with the SCASD and trade contractors, our field personnel will maintain tight project controls over changes and define the impact that such changes will have on the overall project objectives.

Change Order ProceduresOur senior project manager, Sue Tully, is responsible for identifying all client-originated changes and insuring that change orders are prepared for cost documentation. She shall also approve (or disapprove) all Gilbane originated change orders: criteria deviations, design improvements, material substitutions and other changes which deviate from the criteria upon which the initial estimate was based. Those that significantly affect cost or schedule shall be processed as change orders. If the proposed change has only a slight effect on the target, the change will merely be reflected in cost reports as a budget variance.

When Gilbane reaches agreement in negotiations with the trade contractors, we will forward the change order to SCASD for approval. Upon approval, the contractors will be given notice to proceed and their contracts will be amended to reflect the changes. Simultaneously, the project budget and schedule will be amended reflecting the changes, if applicable.

A complete, updated change estimate file will be maintained at the site. Each change estimate will have its main file containing complete documentation of the process. These files will be open for SCASD to review at any time.

Change Order TrackingOnce a change order request is initiated, a decision must be rendered on whether or not the change should be implemented. The issues that the client and Gilbane will need to resolve are:

� Is the proposed change valid?

� Does the proposed change represent an advantage to the client?

� Is the change reasonable in terms of cost and cost effectiveness?

� What effect does it have on the project schedule?

Gilbane maintains careful records of change order requests and their dispositions. Gilbane will check the request to ensure that the work requested is outside the existing scope of the contract and will be beneficial to SCASD.

If the request is found to be necessary and beneficial, Gilbane will obtain the SCASD’s approval to proceed with the change order request. Gilbane’s project team will then immediately prepare an independent estimate of the change request’s cost and schedule impact, and request a quotation of costs for the change in work from appropriate trade contractors.

S E C T I O N 7Change Orders

The key to appropriate decision-making is good

documentation.


Section 7 | Change Orders

If it is determined that the work is critical to the schedule and cannot be delayed pending approval of a formal change order, Gilbane will request an immediate Notice to Proceed based on the Gilbane estimate. If approved by SCASD, the appropriate trade contractors will be ordered to proceed with the work and to continue to prepare their quotations for the work.

All change orders will include a brief description of the work, effect on budget and schedule, itemized breakdown including labor, material, overhead and fee. We will also include a reference noting who initiated the change order and reason for work proceeding. Should SCASD not grant a change order, the change proposal shall include an “identified date,” which states the last date a change can be authorized without affecting the schedule.

If the work proposed is not critical to the schedule, Gilbane will enter into negotiations with the trade contractors involved after having made an analysis of the contractors’ quotation compared to Gilbane’s own independent estimate.

Lean Construction

Technique

Proactive Change AvoidanceThe Gilbane team will utilize integrated tools and a respectful approach with SCASD, the design team and trade contractor partners to proactively avoid change orders.

� IDC reviews - Reduces 60 percent

of RFIs, on average

� BIM - Trade contractor

coordination to address conflicts proactively

� Existing conditions - The Gilbane team,

in coordination with the design team, will thoroughly vet existing conditions so they are accurately presented in the construction documents, to the maximum degree possible

� Procurement - Trade contractor bid

package scopes of work are carefully developed fully describing scope and work while capturing items of work not traditionally included in contract drawings

Change Order SavingsGlenside Elementary School

The School District of Cheltenham Township was faced with stringent budgetary restrictions at the start of the Glenside Elementary School project in the spring of 2009 at the beginning of the downturn of the economy. Recognizing this, Sue Tully, the proposed Senior Project Manager for State College High, suggested incorporation of material allowances in each of the prime contracts prior to bid. In doing so, as illustrated in the following change order log, Gilbane and the School District were able to capitalize on the economic downturn and highly competitive market to minimize changes to a total of two scope changes for each prime contract.C

ASE

ST

UD

Y



1) All change order request (COR or Proposed Change Initiative PCI) will be submitted by TC in 10 calendar days. If additional time is required, TC shall let Gilbane know in 5 days and Gilbane will request adjustment of time

2) SCASD signing authority - (1) < $50k – CA signs (2) $50K - $100K – Chief of Construction 3) Mark up on CM/TC direct costs – 15% on first $50k and 10% above $50k 4) TC mark up on subcontractor tier costs – 7%; The aggregate markup allowed of TC and multiple tier subs – 22% on first $50k and 21% above $50k 5) CM mark up on each TC cost (excluding TC markup) - 10% on first $50k and 7% above $50k 6) Mark up on deleted work is 6%

C H A N G E M A N A G E M E N T P RO C ES S

Errors and Omissions in

contract drawings (CD)

Change due to unavailability of specified materials

Change from RFI response /

Submittal comments

Regulatory agency

requirement changes

Other

Gilbane opens OS-PCI and

develops Order of Magnitude

Estimate (OME)

Gilbane processes CO

and issues SCO (Subcontract

CO) Prepare COR (ATP) within 10 days of completion to substantiate

Obtain verification from IOR on T&M tickets

daily

TC may apply for payment

against completed executed

change order work

Gilbane instructs TC to

begin work

Unforeseen / Emergency

Field Conditions

TC submits RFQ with backup for

impact on (1) cost (2)

schedule in the time frame

CRA issues cost request bulletin

on SCASD’s direction

Change originated by

SCASD

SCASD issues written change

order (CO) authorizing Gilbane to proceed

Gilbane distributes RFQ

with bulletin

Gilbane reviews, issues COR (ATP) and

forwards to SCASD and CRA

TC can proceed with the

Change Order work

Has awarded process time exceeded?

Does >15 days

required?

Emergency?

Gilbane requests time

extension from Owner

SCASD issues FI to proceed with SCASD

estimated LS costs

Does Gilbane accept

estimated costs?

SCASD and CAR reviews the COR (ATP)

SCASD and CRA reviews the COR (ATP)

SCASD issues written change

order (CO)

Gilbane processes CO

and issues Subcontract

CO (SCO)

SCASD issues FI to proceed on T&M basis with $$ limit


begin work

SCASD issues FI to proceed

on LS basis


begin work

Gilbane opens IS-PCI and

develops OME

Gilbane distributes RFQ

Is this an allowance or contingency

change?

TC submits RFQ with backup for

impact on (1) cost (2)

schedule in the time frame

Gilbane reviews and

advises the use of allowance / contingency to

SCASD

Gilbane issues SCO

(Subcontract CO)

Does Gilbane accept the LS cost?

Trade Contractor (TC)

Gilbane

CRA

SCASD

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

Yes

No

Sample Change Order LogGlenside Elementary School



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S E C T I O N 8Experience of the Firm

BUILDING THE NEXT GENERATION OF

K-12 SCHOOLS

Never Compromise On SafetyWith many of our K-12 projects taking place on active campuses, student safety and the safety

of our workers is our primary concern. Our award-winning safety programs ensure that students, faculty, and anyone else on site are always protected. That’s why K-12 clients rank Gilbane as #1 in safety performance.

Create Energy and Cost Efficient Schools with Effective Sustainability StrategiesWe can help you evaluate the

benefits of targeting LEED certification with a comprehensive benchmark study. We also use custom energy models to maximize your return on investment, reduce energy consumption, and exceed existing energy codes.

Facilities Built On Your TimelineThrough a lean approach to project management and operations, we work collaboratively with field

personnel to develop realistic schedules, maximize efficiencies, and improve overall project quality. Project schedule milestones will incorporate important dates for the SCASD community to minimize disruptions to the campus activities.

Cutting Edge Technology Delivers Technology-Rich SchoolsGilbane’s iBuild web-based project management tool and

CostAdvisor conceptual cost-modeling application offer stakeholders real-time communications and on-the-spot approval capabilities. We also realize that there is more to technology-rich classrooms than just equipment, which is why we also help seamlessly integrate technology into your facilities for a richer educational experience.

Program Managementwith a Builder’sPerspectiveGilbane is a client advocate, a

builder and a program manager. Our role is be an extension of the staff of SCASD to add value to the broader team, manage risk, and bring our experience to this project in order to solve inherent issues. Gilbane has a true understanding of the need to serve as a consensus builder with local community educators, administrators, parents, students, and others involved in public schools construction.

We are a Community PartnerOutstanding schools are a source of community pride, which is why we are committed to working

with you and your community members to keep everyone informed, and engage students through Gilbane’s Student Inclusion Program and other partnership initiatives.

1

3

5

2

4

6

K-12 construction programs are a key part of Gilbane’s core business. Our understanding of various school systems’ needs, expectations, and goals allows us to expertly support the management of the SCASD’s Construction Program. With extensive experience, nationwide resources, and lessons learned, we come to you ready to hit the ground running. As with the success of the highlighted projects, our mutual success on this project will be an approach focused on the following:

#1 K-12 Builder i n t h e n a t i o n As rAnked by bd+C 2013

350+K-12 ProjectsCompleted by Gilbane

in the last 10 yearsTotal Combined

Construction Costs Over $12 Billion


Section 8 | Experience of the Firm

Project InformatIon

Architect: Gilbert Associates

Owner: Dr. Ray Bavi Director of Support Services The District of Cheltenham 1000 Ashbourne Road Elkins, PA 19027 T: 215.881.6315

Project Square Feet: 55,000 SF

Original Cost: $14,900,000

Final Cost: $14,900,000

Estimated Completion: 04/2011

Final Completion: 04/2011

Delivery Method: Construction Manger - Agency

Proposed Key Personnel: Susan Tully, Senior Project Manager

School District of Cheltenham Township, Glenside ElementaryGlenside, Pennsylvania

Gilbane was selected to perform construction management services for the demolition of existing 55,000 SF one story elementary school and removal of modular classrooms to construct a new, two story, 67,000 SF, $14,900,000 elementary school on the same site.

The new school includes a secured building entrance which is flanked by the administration and guidance offices. Across the corridor from the main entrance is the computer lab that can serve the community and is located centrally to the general classrooms. Each classroom will have access to technology and the entire building will be handicap accessible. The larger core spaces are designed to maximize the flexibility for the entire school. At the rear of the building are a separate gym, a full kitchen and a cafeteria that includes a stage and can be converted to an auditorium.

Throughout preconstruction and into construction, Gilbane has worked hand-in-hand with the school district and design team to ensure the success of this project. In the design phase, these services included advising owner and architect during design for constructability, cost and schedule, representation of the owner and provision of assistance to the architect in preconstruction meetings, an interdisciplinary document coordination review, establishment of the baseline schedule, development of the prime contractor scopes of work and site logistics, management of the contractor coordination process, development of a project specific Gilbane Quality in Construction and Safety Plan and management of the bidding and qualification efforts for four prime contracts. In the construction phase, these services include monthly support from Gilbane’s nationwide Center of Excellence for K-12 schools, assistance in the promotion and incorporation of “Green” features of the project, with weekly support from Gilbane’s Regional Sustainability Advisor, liaison with local and federal government officials on behalf of the school district, liaison with local environmental officials on behalf of the school district, liaison with neighbors and community on behalf of the school district, assistance in labor relations with local unions, enforcement and maintenance of collection of contractor security clearances, solicitation of input and review from appropriate school district officials (IT, landscaping, maintenance, lock shop) throughout construction and management and support for building commissioning.

The project has been designed to be LEED-certifiable, although the owner has elected to not seek certification at this time.

With a client satisfaction rating of 10, we have exceeded the client’s expectations.



This project was completed on time and was

approximately $879,000 under

budget.

Phoenixville Middle SchoolPhoenixville, Pennsylvania

The Phoenixville Area Middle School (PAMS) was a large part of the program developed by the school district to upgrade the educational facilities in their town. The new middle school provides the students in the area with a modern and engaging building that serves as a place of learning for decades to come. Specific upgrades over the existing structures were increased size of the auditorium, addition of a gymnasium and increased utilization of technology.

The overall project for the Phoenixville Area School District contained three phases. Phase I was the construction of the new middle school and district administration office. Phase II was the demolition of the existing middle school and Phase III was the renovations to athletic facilities. The construction of the new Phoenixville Area Middle School is split into four areas: Area A – Gymnasium and Locker Rooms; Area B – Classrooms, Kitchen, Cafeteria and Mechanical; Area C – Classrooms and Library; and Area D – Auditorium and Music Rooms.

The Phoenixville Area Middle School building site was located on the campus grounds along with the existing high school, middle school, track and field, and tennis courts. Phoenixville Area High School was located in the Northern-central portion of campus, and the existing Phoenixville Area Middle School was in the South-eastern corner.

The construction of the middle school required the relocation of the baseball field to the opposite side of campus. The single tennis court was demolished, and the group of six will remain intact and accessible throughout construction.

Pedestrian and vehicle paths were not a big issue for this project, since the building site did not disrupt roads or parking lots. A temporary road was put in place to give teachers and students access to the parking lot behind the high school.

Project InformatIon

Architect: Gilbert Architects

Owner: Mr. Stanley Johnson Executive Director of Operations Phoenix Area School District 386 City Lane Avenue Phoenixville, PA 19460 T: 484.927.5044



Final Cost: $60,000,000



Contract Delivery Method: Construction Management at-Risk

Proposed Key Personnel: Jerry Brandt, Superintendent (Prior Gilbane Experience)



D.C. Office of Public Education Facilities Dunbar SenIor HIgH ScHool

Washington, District of Columbia

Dunbar Senior High School has a historic past as one of Washington, DC’s premier schools, and now has a historic future in the same role as Gilbane in a joint venture built its brand new facility on the existing campus. The existing 1970’s era school has remained in operation during our construction process, which began in the Fall of 2012 with early sitework, and be demolished after the new school building is completed.

The new school will be LEED Platinum accredited, with geothermal and photovoltaic systems among many other sustainable features employed to make this the most energy efficient school in the District. A competition pool, basketball gymnasium, performance auditorium, extensive athletic and academic facilities are included.

We provided the city with its first CBE prime-led joint venture for the Schools program, which includes over $2 billion of work in progress. This JV has won the project as CM at-Risk; the contract will convert to Design-Build upon acceptance of the GMP. The design firm team is led by a JV of EEK (now part of Perkins Eastman) and Moody Nolan – both are proven partners of ours on previous projects.

Project InformatIon

Architect: Perkins Eastman and Moody/Nolan

Owner: Mr. Phil Artin D.C. Department of General Services 1250 U Street, NW 3rd Floor Washington D.C. 20009 T: 202.729.2175



Final Cost: $113,806,000



Contract Delivery Method: Construction Management at-Risk/Design-Build

Proposed Key Personnel: N/A




New Haven Schools Capital ProgramNew Haven, Connecticut

Gilbane is providing program management services for a 46-school construction and renovation program involving 4.2 million SF. The $1.66 billion, 17-year construction program includes renovation, demolition, new construction, and relocation for site-specific requirements of an entire state of the art K-12 school system, collegiate level athletic field-house, central kitchen and ancillary facilities. Services began in 1998 and are anticipated to continue through 2015.

School construction spans across all grade levels from pre-K through high school. Completed projects range from 35,000 SF to 322,000 SF. Upon completion of the program, Gilbane will have brought on line 15 totally new schools and 31 completely renovated schools. The project is the largest school construction program in the state and the largest per capita in the country. Individual high school projects included:

� $35.7 million Monroe High School

� $45 million Chicopee High School

� $50 million Greater Hartford Academy of Mathematics & Science

� $69.2 million James Hillhouse High School

� $54 million Wilbur Cross High School

� $28.3 million Aquaculture Sound School

� $70 million Cooperative Arts and Humanities High School

� $42.7 million Metro Business Academy

� $65.5 million Engineering & Science

� $29.7 million Edison High School

� $17.1 million East High School

� $28 million Charlotte High School

� $11.7 million Franklin High School

Project InformatIon

Architect: Multiple

Owner: Mr. Will Clark BOE Chief Operating Officer City of New Haven 54 Meadow Street New Haven, CT 06519 T: 203.691.2681

Project Square Feet: 4,200,000 SF

Total Cost: $1,660,000,000

Project Duration: 12/1998 - 12/2015

Delivery Method: Program Management

Proposed Key Personnel: Tom Rogér, K-12 COE

This project budget is ongoing.



District of Columbia Public Schools H.D. Cooke Elementary School ModernizationWashington, DC

Project Description: Gilbane provided preconstruction and construction phase services under a Design-Build contract for this $28+ million project. H.D. Cooke Elementary School is one of many identified schools within the District of Columbia that required significant renovations in order to continue operation. The renovation portion of this project involved historic preservation aspects, due to the age of the existing school to remain and be attached to the new addition. The project included demolition of an existing wing, the addition of a new classroom wing and cafeteria, and the renovation of the historic original facility. The addition is affectionately called the “CafeGymnaTorium” due to its multi-function capabilities. The total project amounts to approximately 80,000 SF of new and renovated space. The project was fast-tracked with early site and demolition packages to expedite the schedule.

Gilbane’s preconstruction services included estimating, phasing and scheduling, value engineering, constructability review and the development of a Guaranteed Maximum Price (GMP). Through aggressive contractor outreach efforts Gilbane exceeded its CBE goals reaching 39.6% CBE participation. Additionally, this became one of DCPS’ first LEED for Schools Certified facilities and attained Gold certification upon completion. This elementary school project involved careful planning for tie-ins and coordination with the existing school. The upgrades were long overdue and our team worked closely with the design team to implement the best solutions for DCPS as quickly as possible. The construction of this project was phased to accommodate the restrictions of an extremely tight urban site.

Project InformatIon

Architect: Quinn Evans Architects

Owner: Ms. Beth Penfield, LEED AP Assistant Project Manager (On-site Representative) Brailsford & Dunlavey 1140 Connecticut Ave NW Suite 400 Washington, DC 20036 T: 202.266.3433



Final Cost: $28,127,903



Contract Delivery Method: Design-Build

Proposed Key Personnel: Tony Barton, Senior Project Executive



FEE

10A. Fixed FeeFor comparison purposes we have provided a break-out of the hours allocated for this exciting project.

Position Man Hours

Principal-in-Charge 428

Senior Project Executive 1,018

Estimating Executive 660

Senior Project Manager 7,804

Project Engineer 6,580

Superintendent 6,104

BIM Coordination 936

Scheduler 240

Purchasing 460

Accounting 624

Total: 24,854

Qualifications

Based upon AIA C132-2009 SP and the requirements stated in your RFP and the additional services asked for in the RFP:

� Assumed our Standard General Liability Coverage on Gilbane costs only

� Excluded Professional Liability costs

� Included a ‘Program’ estimate as AIA C132 -2009 SP requires leveraging our proprietary Cost-Advisor modeling tool

� Generate all estimates as required and stated in the RFP in addition to the Program Budget estimate

� Included trailer and CM office support costs – this does not include potential relocation of trailer as may be required per actual phasing

� Excluded night shift support given lack of defined phasing at this time

� Excluded site mobilization cost (lay down areas, temporary stone etc)

� Excluded Builders Risk Insurance

10B. Per Meeting Fixed Fee � Includes travel and meeting preparation

S E C T I O N 9Fee

$2,974,000

$1,500


Section 9 | Fee

10C. Additional Services Costs � As project scope and deliverables are not currently well defined, we have provided potential cost not included in the scope outlined in response 10A

� These costs are based upon our experience and are not actuals. Any costs incurred will be solicited on a competitive basis and billed at a 1x.

� Items

– Pre-Construction Survey ($20K-$40K)

– Blue Printing & Postage ($500 per month)

– Professional Photography ($500 per month)

– Aerial Photography ($1,000 per month)

10D. Plus/Minus Adjustment per Month deviation from September 2018 completion date** � Additional Monthly Fee past 09/2018

� Deductive Monthly Fee for early completion

**Note the difference between deductive and added monthly cost is due to uncertainty of when delay would impact, additive cost assumes peak manpower loading and deductive assumes end of project staff loading.

$75,000 $55,000