HomeMy WebLinkAbout2014 RFP Police and Courts-Langlas, Proposal Lan
glas
• ; `
GENERAL_ CONTRACTORS
AW
City of Bozeman Police 6
Courts FacilityRequest
for Proposals
2270 Grant Road Billings, MT 59102 P 406.656.0629 F 406.656.1088
1019 East Main St.,Suite 101 Bozeman, MT 59715 P 406.585.3420 F 406.585.4110
LANGLAS.COM
TABLE OF CONTENTS
1 Firm Information
12 The Project Team
17 Project Management and Approach
1. FIRM INFORMATION
repeat customers and referrals.In the last 5 years,
1A. Firm Background:Describeyoufirm's our firm has now grown to an average annual
history.Ident!fyyour senior management organization volume of $85,000,000. Our bonding capacity
Include information identifying the frrm's annual also speaks to our reputation of successful projects
volume of businessfinandallbouding capacity, with a single project limit of$60,000,000 and an
and speak to the firm's stability in the marketplace. aggregate of$100,000,000.
Information ident Eying the firm's strengths and
weaknesses along with special capabilities that may be
appropriate to this project will assist in the evaluation. Langlas has done more than stay stable over the
last 5 years. Our average annual volume has
increased by $30,000,000, and our professional
L A N G L A S & ASSOCIATES IS A staff has increased also,adding 8 employees in the
SECOND GENERATION FAMILY- superintendent and project manager positions.
OWNED COMPANY ESTABLISHED
Our diverse work portfolio also contributes to
IN 1973. WE HAVE TWO FULLY growth. We build projects for the federal
STAFFED OFFICES IN BILLINGS government, hospitals, school districts, Montana
AND B O Z E M A N, AND HAVE State University and all types of private developers.
PERFORMED A VARIETY Our stability and growth can be attributed
OF WORK THROUGHOUT not only to project performance, but
M O N TA N A, W YO M I N G, I DA H O, also our ability to cultivate and maintain
positive working relationships with
NORTH DAKOTA, IOWA, AND Owners, Design Professionals, and
CALIFORNIA. Subcontractors. The importance of
relationships has been a key ingredient
Owners and family members actively involved in throughout our 40 years of success.
the business include Steve R.Langlas-President,
SteveT.Langlas-Vice President(Bozeman),Bill 2013 VOLUME
S96,000,000
Langlas-General Superintendent and Catherine
Bergman-Human Resources. Additional Senior
Project Managers include:Brad Sinclair,John
Flanagan,Loren Cantrell,Roger Davis,and Jason $20,160,000
Hubbard. Please refer to Appendix A for further Lump Sum
information. Competitive Bid
Honesty,integrity,pride in our work,and putting
the needs of our project owners first are the core $75,840,000
values on which we have built our business.As a Negotiated Contracts,GC/CM
result of these principles and our reputation of
putting them into action, approximately 80% with Pre-Construction Services
of our work is secured on a negotiated basis for
l A \ 6 [ A N . ('O \l 1
1. FIRM INFORMATION
El
Langlas&Associates m®
Present&Projected Workload Schedule
Task Name DuratiStart Finish _ ___ _ _ 12015 2016 _ 2017
M A M J _
�J �A�S O_N DI1 F M A MIJ JIA S O NID J F M AIM 1 JIA S 0 N Di.] M
Bozeman District Office 890 Mon Fri Bozeman District Office
days 3/11/138/5/16
Whitefish High School 436 Mon Mon
days 3/11113 11/10/14 Whitefish High School
Super 8 Bismarck 190 Mon Fri
days 11/4/13 7/25/14 Super B Bismarck
Space Bank Phase III 110 Mon Fri 5/2/14
days 12/2/13 T1216eWest
ank Phase III
1216 West Lincoln Fascade Improvement 85 Thu Wed
days 112114 4/30/24 Lincoln Fascade Improvement
Olive&Wallace Renovation Project 125 Mon Fri
days 1/6/14 6/27/14 Olive&Wallace Renovation Project
MSU Residence Hall Pre-Construction 150 Mon Fri
days 1120114 8115114 MSU Residence Hall Pre-Construction
Wingate Sidney 176 Mon Mon
days 3/3/14 11/3/14 Wingate Sidney
Police and Courts Pre-Construction 70 Mon Fri
days 4/21/14 7/25/14 Police and Courts Pre-Construction
Monforton School 198 Wed Fri
days 4/30/14 1/30/15 Monforton School
MSU Creative Arts Complex,Phase II 86 Fri Fri
days 5/2/14 8/29/14 MSU Creative Arts Complex,Phase II
Madison County Annex 220 Mon Fri 3/6/15
days 5/5/14 Madison County Annex
Big Sky Medical Center 350 Mon Fri 9/4/15
days 5/5/14 Big Sky Medical Center
MSU Residence Hall Construction 506 Mon Mon
days 612/14 5/9/16 MSU Residence Hall Constructio
Police and Courts Construction 270 Mon Fri
days 4/6/1S 4/15/16
Police and Courts Construction
4
1. FIRM INFORMATION
1 C F I R M E X P E R I E N C E.Describe you firm's experience with projects of similar site,size,type,and complexity.
Specfcally note the delivery method for each project,total construction cost,building gross square footage,date of bid,
and date of completion. Describe your firm's experience working on similar publicly owned projects.What strategies did
you employ to secure adequate labor and resources in order to fully complete the project on time and within budget?
Provide information on LEED Silver,or higher,certified buildings that your firm has constructed.
DEPARTMENT OF INTERIOR
Billings,M•I'
ContractAmount: $20,000,000
® i® Contract Type: G C/CM
Completion Date: May 2013
00510010 E`��t� Square Footage: 174,000
00 IN No so�� p t� Similarities:SIZE Dollar value,square fotage
so ® C� TYPE: LEED Silver,government office building
Nvith durable,high end finishes
COMPLEXITY: Busy doNcntotiN•n em•irunmeut Keith
SI 1ILAR:
bordering thoroughfare and heave adjacent traffic
SIZE /TYPE/COMPLEXITY/LEED constraints
SILVER / PUBLICLY OWNED
MSU RESIDENCE HALL
Bozeman,MT
ContractAmount: s30,000,000
Contract Type:GC/CM
�j Completion Date: Fall 2016
Square Footage: 12 5,000
�i Similarities:SIZE,Dollar value,square lootagc
r� TYPE.LEED Silver,institutional
COMPLEXITY:Phased construction,Site
constraints,Neorking on campus adjacent to
SIMILAR:
occupied buildings/ pedestrian traffic
SIZE/TYPE/COMPLEXITY
/LEED SILVER/ PUBLICLY
OWNED
Continued on neat page
{
i
1. FIRM INFORMATION
PARK HIGH SCHOOL
Lieingston, MT
ContractAmount: $12,800,000
ContractType: GC/CM
1
Completion Date:Summer 2012
Square Footage: 110,000 r
Similarities:SIZE: Dollar value,square footage
TYPE:One level,durable finishes,publicly owned
-- COMPLEXITY:Extensive remodel and new
construction on existing campus without
SIMILAR: interruption to normal school activitx.Sutmner
SIZE /TYPE /COMPLEXITY/ phase included $4.6 million renovation
PUBLICLY OWNED completed in just 10 weeks.
--"' DEHLER PARK
13illintas, MT
Contract Amount: $1 1,414,000
Contract Type: G C
Completion Date: 2008
1 Square Footage: 2 city blocks
Similarities: SIZE:Total site,dollar value
TYPE:Publich owned
COMPLEXITY.Self performed all coneretc•work for
stadium seating and plaza areas. Compressed schedule.
SIMILAR: STRATEGIES.lnvented/designed/built unique concrete
SIZE/COMPLEXITY/ form systent for pouring concrete stadium risers that
PUBLICLY OWNED reduced labor demands,increased productk ity and
quality,and greatly reduced schedule.
I
VILLAGE DOWNTOWN LOFTS I
ae nor' n�i i in IN t� Bozeman,MT
ContractAmount: $29,000,000
Contract Type: GC/CM
Completion Date: 2008
Square Footage: 174,000
Similarities:SIZE: Dollar value,square footage
- - TYPE High end finishes
COMPLEXITY: Coordination around existinlr
SIMILAR: residents,phased construction with multipll
SIZE/TYPE/COMPLEXITY Oc•c•upatu•y ttu•noycrs.
STRATEGIES- Langlas sell performed all
structural concrete work in underground parking
garage. We also bussed employees from Butte
on a daily basis w hen adequate local labor.vas
unavailable. 8
1. FIRM INFORMATION
1C. Asidefrom specific strategies listedfor SUBCONTRACTOR RESOURCES
individual projects above,Langlas also manages resources The success of a project is very much dependent
asfollows for all of our projects. on the talent, capabilities and dedication of the
subcontractors involved with the project. We
LABOR RESOURCES ensure that we are able to secure subcontractor
We understand the value of skilled tradesmen and resources by developing and maintaining positive,
the need for adequate labor resources to ensure successful relationships with each contractor
a successful project.IN ORDERTO FACILITATE involved in the project.WE WORK HARD TO
THIS, WE MAINTAIN A STAFF OF 45 FULL ENSURE THAT THE PROJECT IS A SUCCESS
TIME CARPENTERS AND LABORERS IN FOR THE SUBCONTRACTOR AS WELL AS
BOZEMAN.The average length of time that our THE REST OF THE TEAM, GUARANTEEING
tradesmen have spent with the company is 5 years, THAT THEY WANT TO BE PART OF THE
with some of these individuals having been with -1 ANGLASTEW ON THE NEXT PROJECT.
our company for over 10 years. In short, we hire
talented, reliable employees and then invest in Our database of over 4,000 actively bidding
those employees and treat them well. subcontractors and vendors ensures that 'we
receive adequate bid coverage on bid day.
Self-performing concrete and carpentry scopes Creative thinking and collaboration with
of work may be required and will be evaluated those subcontractors is a strategy we utilize to
for this project during the bid process.We have maintain schedule and budget. For example,
completed self-performed concrete and Beaming we may prequalify mechanical and electrical
on many local and regional projects. We also subcontractors in order to lock in manpower and
have the resources to hire more carpenters as assist with pre-construction budgeting and system
needed. In the past, we have employed over 80 design; or we may contract multiple flooring or
carpenters and laborers as the demand increases. drywall contractors if required by the project
Self-performing work will be a strategy reviewed scope and schedule.
as needed.
MATERIAL AND
We have a prefabrication yard minutes away E O U I P M E N T RESOURCES
in Bozeman and another yard 2 hours away LANGLAS OWNS OVER $2,000,000 OF
in Billings. We often use these yards to NECESSARY EQUIPMENT. Securing equipment
concurrently double or triple the production resources is rarely an issue as we own and maintain
on-site during certain phases of construction. the majority of the construction equipment and
tools required for a project of this size.Every piece
of equipment that we own is checked on a bi-weekly
basis by a professional maintenance service company
to ensure its safe and effective operation.
9
1. FIRM INFORMATION
1 D R E F E R N C E S. Provide detailed contact information for the Owner and Architect for the
last three(3)contracts completed by your firm,as well as two(2)projects underway.
PROJECTS COMPLETED
Northern Hotel
Owner-Mike Nelson ................................................................................406.867.6767
Architect-Eric Simonson,A&E Architects.......................................................406.248.2633
Meadowlark Elementary School
Owner- Kevin Barre,Owner's Representative..................................................406.522.6022
Architect-Jamie Lenon,Prugh&Lenon Architects............................................406.587.1255
Department of Interior Building
Owner-David Ward,Boyer Company............................................................ 801.521.4781
Architect- GSBS Architects.........................................................................801.521.8600
PROJECTS CURRENTLY UNDERWAY
MSU Creative Arts
Owner- Bob Warfle ..................................................................................406.444.0771
Owner-Andy Allen...................................................................................406.994.5970
Engineer-Jami Lorenz...............................................................................406.556.8600
Whitefish High School
Owner- Dr.Kate Orozco,Superintendent of Schools .........................................406.862.8640
Architect-Shane Jackola,Jackola Architects+Engineers.....................................406.755.3208
1E. At any time in the last l0 years has your firm been assessed and paid liquidated damages after completion of a
project under a construction contract with a public owner?
NO
10
2. THE PROJECT TEAM
13
2 B. For each team member:
2 BL Describe their responsibility on this Project
LOREN CANTRELL, SENIOR PROJECT MANAGER, BOZEMAN,will provide input on cost
impact for project design aspects,review constructability elements,and lead the pre-construction phase
to control costs and schedule.Loren will also oversee Quality Management for the project and will be the
primary point of contact for the Owner and Design Team.He will establish and maintain a clear and open
channel of communication with the entire Team.He will contact key subcontractors to gain information
on construction types, and new technology that could contribute to the project's success. Loren will
also prepare bid advertisements, bid packages, bid documents, and contracts for the project. During
construction,he will conduct meetings onsite as often as needed with the Team and construction staff
to ensure that quality,budget,schedule and safety expectations are being met or exceeded.
CHRIS BAREFIELD, PROJECT SUPERINTENDENT. BOZEMAN,will produce and maintain
the schedule for all phases of the project. He will develop a phasing plan that incorporates the Owner's
activities and requirements, Design Team requirements and construction requirements and compiles
them all into one schedule.This schedule will help the Team understand impacts of design decisions and
identify long lead elements that may affect the schedule.
Chris will review constructability issues and traffic/safety concerns for the general public as well as
the construction personnel. During construction, Chris will provide full-time on-site construction
supervision where he will be directly responsible for quality control and quality assurance, safety,
and project coordination. He will communicate with the Owner, Design Team, and building trades to
coordinate all aspects of the project.
`Alit rims a job w Well,or better,as anpw I've w17rked witV Chris Peters,Owner-Manhattan Plumbing&Hearing
JASON FLEEGE. PROJECTENGINEER, BOZEMAN,will provide pre-construction assistance
where needed.He will administer all the LEED certification process.He will prepare AutoCAD foundation
and wall drawings to ensure that these elements are built according to plan and coordinated with other
trades.He will assist Langlas and the subcontractors in understanding the design in a detailed way that will
help alleviate change orders and problems at critical points in the construction schedule.Jason will provide
any layout required for the project and will also prepare and track Requests For Information, perform
submittal reviews,and assist in trade coordination and coordination with any Owner supplied equipment
that may be incorporated in the project.
7a=is an emellent asset that allows us to complete our work mops ffidwdy.Pm glad he is on the joh,
Brian Barlow,Owner-Paradigm Concrete
; '. L, 1 '\ , ( � ) \� 13
2 . THE PROJECT TEAM
2 B I i. Describe their experience and how it is relevant to this project. Demonstrate the proposed key personnel's
specfc experience on projects o,f similar type,size and scope.
LOREN CANTRELL - 23 Years of Experience
Loren is an MSU graduate with a degree in Construction EngineeringTechnology and is currently
registered as a LEED Accredited Professional. He has effectively performed pre construction and
construction phase services on GC/CM and CMAR projects up to$60 million in size for public and
private entities both within and outside of Montana. Loren is a strong team leader and understands the
importance of positive relationships and attention to detail in the success of each of his projects.
Demonstrated experience with equal or greater projects include:
Big Sky,Medical Center S 17,500,000•Whitefish High School S 19,200,000 • Llniwersitw of CA Office
of the President S 34,000,(M• IsMUD Customer Scrwice Center S42,000,(XX)• Secretarw oFState/CA State
Archives S 56,000,(X)0
CHRIS BAREFIELD - 27 Years,f Experience
As a superintendent for Langlas for the past 12 years,Chris has consistently proven his ability to
successfully orchestrate complex projects with high quality and schedule demands. Most recently,Chris
has received high praise from both our senior management and the project owner as he completes the
$l 9.2 million Whitefish High School project.
Complex elements for this project include:
77,000 Sl'new crnisuruction •46,300 SF remodel/renovation • Multiple phases• I•xtrnsi%e mechanical,
electrical,and conuiuuiication systems•Enhanced insulation and building enN elope systems
JASON FLEEGE - 9 Years of Experience
Jason has proven to be a terrific asset to all of the projects with which he's involved. He has extensive
experience with Auto Cad drafting and integration with Building Information Modeling(BIM)software
to assist design teams in producing quality documents and avoid problems in the field. Jason also excels
at coordinating mechanical,plumbing,and electrical trades to solve problems in advance of the work.
He has experience on projects up to$280 million in size both within and outside of Montana.
Demonstrated experience with equal or greater projects include:
Whitefish High School S 19,200,000 • Meadowlark Heinentarw S 16,000,000•SC-1 Data Center
S280,000,000 • CH-1 Data Center S160,000,000
M 14
2 . THE PROJECT TEAM
2 BIi I. Indicate the amount of time commitment available to this project during the pre-construction and
construction phases.Will they be assigned full time?If not,what portion of their time will be utilized on the Project?
What other projects are they assigned to and for what duration?
LOREN CANTRELL
Pre-Construction:Loren will be able to dedicate 40%of his full time work load to the pre-
construction efforts of this project.We anticipate that the actual requirement will be less with the help
of his support staff.
ConsUmatton:Loren will he able to dedicate up to 70%of his full time efforts to the construction
phase of this project.We anticipate that the actual requirement will be approximately 50%.
Other Projects:Loren currently provides oversight to the Whitefish High School,requiring little of his
time due to stage of project and a full support staff. He is also involved with a smaller Madison County/
Think One project that will be fully staffed with construction complete prior to construction of the
Police and Courts Facility,and the Big Sky Medical Center that will be 70%complete by the time the
Police and Courts project starts construction.
CHRIS BAREFIELD
Pre-Cooshvado :Chris will be available to commit up to 20%of his work load to pre-construction
efforts.We anticipate the acttal requirement will be less than 10%.
Construction:Chris will be assigned to this project full-time during construction.
Other Projects:Chris is currently working on Whitefish High School which will be complete in
November of this year.
JASONFLEEGE
Pre-Construction:Jason will be available for 10%of his full time work load.We anticipate that pre-
construction efforts will require less than 5%of his time.
Construction:Jason will be assigned to the project full time during the construction phase.
Other Projects:Jason is currently working on the Whitefish High School. His portion of the work will
be complete in October of this year.
2 B I V. Ident!&their length of employment with your firm and,if less than three years,prior frrm(s).
LOREN CANTRELL- 16years JASON FLEEGE - 3years
CHRIS BAREFIELD- 12years
2 . THE PROJECT TEAM
2 Bv. Provide references with contact information for each team member's last two projects in a similar role.
LOREN CANTRELL
Dr.Kate Orozco,Superintendent of Schools,Whitefish School District.....................406.862.8640
Cheryl Ridgley, Business Development Officer,Bozeman Deaconess.......... ..............406.414.5486
CHRIS BAREFIELD
Dr.Kate Orozco,Whitefish Superintendent of Schools.........................................406.862.8640
Patty Kent,Western Montana Mental Health.....................................................406.532.8414
JASON FLEEGE
Dow Powell,Owner's Representative ,Whitefish High School ...............................406.261.3698
Fran Albrecht,Watson's Children's Center........................................................406.235.4582
2C. A key personnel clause will be included in the GC/CM contract.This clause will require the project team identified in
this proposal to be fully and completely engaged to the extent stipulated throughout the duration of this project,except for
catastrophic events(e.g.termination of employment,illness,accident,death).
We acknowledge this clause.
. 16
3 . PROJECT MANAGEMENT
AND APPROACH
3A. Describe your company's ability and approach to: pre-construction phase to ensure all cost items and
potential construction issues have been addressed for
i.Managing costs during design and construction the most accurate project budget possible.
Langlas&Associates spends considerable time during
WE ARE ONE OF THE FEW the pre-construction and bidding phases of the project
CONSTRUCTION MANAGERS trying to identify all areas of concern so that there are
THAT WORK TIRELESSLY TO no surprises during construction. This early effort
PREPARE A BUDGET A N D WILL helps us to understand the project and create a plan
that is realistic and achievable.We prepare complete
CARRY THAT EFFORT THROUGH and thorough scopes of work that the bidders use to
COMPLETION OF THE PROJECT. bid the project which takes into account the schedule,
time of year for construction,local climate,local work
To prepare a budget or estimate, we will spend force and local jurisdiction requirements. During
considerable time with the Design Team and the construction,we are the Owner's advocate;ensuring
Owner on constructability issues and reviewing that the subcontractors follow their scopes of work,
the project programming to understand exactly construction plans and specifications in order to
what the project intent is and to have a clear eliminate or minimize change orders or unforeseen
understanding of project goals. costs.We are not a change order oriented company
and seek to avoid them as much as possible through
Budget estimates will be performed at schematic effective budgeting, detailed bid packages, and tight
design, SO% design development, and 50% subcontracts.
construction document stages (at a minimum) to
ensure that once plans are complete, the project
represents a scope of workThe City of Bozeman can 3ai1.DescriY°tw management P
be cost many philosophies and
afford to build. P oso
techniques.
We may ask key subcontractors to review the Our first obligation is to the Owner. In basic terms,
plans with us to provide their input on budgets for our cost management philosophy is to manage the
their work.WE WORK WITH A NUMBER OF City's money as if it were our own. Our many repeat
SUBCONTRACTORS ACROSS THE STATE ON customers would attest to this fact.
MANY PROJECTS DURING BUDGET PHASES,
valuing their input and the expertise to help us with Techniques used to manage costs during the project
achieving project cost goals.We perform our own include:
takeoff of all materials and contact suppliers to give
us the pricing to compare against a subcontractor that Formal Schedule of Values published to the City
may have reviewed this scope of work and prepared providing breakdown of all Bid Package and other
their own budget.This helps us to better understand costs used to establish the GMP.
the overall budget, ask questions, and forecast the
most realistic cost of the project.Langlas will repeat
this exercise as many times as necessary through the
"On past projects where there has been a lack of push from the owner or design team,Langlas has stepped up to provide
the drive and pride needed for succes ful pre-construction.1 feel that SO%of the success of a project comes during pre-
construction,before there is a shovel in the ground." Steve langlw,Owner-Langlas&Associates
f A cI l A 1) _ ( r i \1 17
3 . PROJECT MANAGEMENT
AND APPROACH El
• Development and monitoring of a projected Construction-specific accounting software to
Cash Flow Summary for the project based on track real-time project costs,subcontract and
the Schedule of Values for the City's use in purchase agreement committed costs, and
forecasting the probable amount of each draw labor expenditures.
request. Project CPM Schedule as a measure of
• Monthly review of the Schedule of Values monitoring actual progress against requested
along with each pay application. draws for completed work.
• Monthly review of any Change Order items.
Change Orders, if any, will be tracked in
summary on the Schedule of Values and 3ai2. hr at least the last 3 completed GC/CM projects,
greater detail on a change order log with provide history of estimates at the programming state,each
supporting documentation. design stage,final GMP,and final contract amount.
0
�0
GOB 07�Q L�
` NN G0� '31
ko
+
Elder Grove $4,293,948.00 $4,201,171.00 -2.2% $4,327,205 11 1BD
Meadowlark $16,442,322.00 $15,483,771.00 -5.83% $15,483,771 IS 12
Northern Hotel $14,567,689.00 $13,712,441.00 -5.87% $14,490,614 13 13
Ennis School $9,S40,496.00 $8,997,818.00 -S.69% $8,639,854 22 20
GE Corp. $8,002,81S.00 $7,765,603.00 -2.96% $9,500,000 12 11
Financial Center
Billings Clinic $11,730,400.00 $11,500,000.00 -1.96% $11,297,708 13 13
Surgery Center
Hyalite Elementary $14,175,141.00 $12,519,197.00 -11.68% 512,750,970 15 14
School
Dehler Park S11,459,000.00 $11,180,442.00 -2.43% S 11,521,33S 11 11
Lodges at S10,750,000.00 $10,580,000.00 -1.47% $10,580,000 14 13
Elkhorn Creek
Village Loft A&B $30,193,000.00 $30,000,000.00 -0.64% s30,000,000 28 28
with Parking Garage
Department of the s20,826,083.00 $18,0990439.00 -13.09% $ 18,05S,992 14 12
Interior(DOI)
MSU-Creative $3,187,608.00 53,179,371.00 -0.26% $3,177,60S 6 6
Arts Complex
Park High School $12,710,563.00 S12,023,079.00 -5.41% $12,921,752 14 14
f \ � �, I A - c' M 18
3 . PROJECT MANAGEMENT
AND APPROACH
3aii. Integrate into the design team 3aiii. Assist the designers with:
I. Quality of the project documents.
ii. Constructability.
INTEGRATION INTO THE DESIGN i i i. Alternative methods and products.
TEAM WOULD BEGIN WITH A i V. Budgets and estimating
SHORT SERIES OF MEETINGS The above four items are typically addressed each
BETWEEN L A N G L A S, DESIGN time the Langlas staff reviews progress updates at
Schematic Design (SD), Design Development (DD)
TEAM MEMBERS, A N D T H E and 90%Construction Drawings(CD)in an effort to
OWNER TO REVIEW CURRENT help the Team produce a quality set of bid documents
SCHEMATIC DESIGN INFORMATION that,when finished,represents a product that the Team
is happy with and the Owner can afford to build when
AND LISTEN TO THE TEAM ABOUT all the bids are tallied on bid day.
THE DESIGN GOALS, INTENDED preferably,Langlas would be given plan documents at
MATERIALS, FINISHES, AND each design phase for review. Our staff will perform
DESIRES FOR THE PROJECT. a comprehensive review of all drawings, review
dimensions, section/detail references, comment
oals is on areas that may need greater detail for clarity of
Once a better understanding of these g
intent,and offer suggestions for alternate construction
achieved, we would begin an interactive dialogue
about how we might help the Team achieve these details/methods/products that achieve equal or greater
goals in terms of cost,quality,and schedule—which performance at a lower cost.
then leads into spec design details and feedback Reviews would include both outline specifications and
from either Langlas or key subcontractor consultants detailed specification manuals. The format to return
on particular building systems or material types that comments to the DesignTeam may include a returned
meet or exceed these goals.Our mindset has always set of "redlined" plans, or tabular list of comments
been to roll up ourto work,doin
what is necessary tosadvan a th leeves and�ecommon goals of referencing drawing sheets and details as previously
the project, discussed and agreed with the balance of theTeam.
We will also coordinate information between plan
On 1ro past projects,our integration with the design drawings and written specifications to ensure consistent
team has proven very successful. ThinkOne
p p information and eliminate scope gaps.
Architects may be able to provide relevant feedback
to this statement based on a current projects we
have together for Madison County. "LANGLAS HAS PUT FORTH THE
MOST COMPREHENSIVE PRE-
CONSTRUCTION EFFORT I HAVE
EVER BEEN A PART OF."
Bayard Dominick,Owner Rep for Cross Harbor Development
406.250.2920
19
3 . PROJECT MANAGEMENT
AND APPROACH
3aiv. Safely build a quality building on time and At Langlas&Associates,safety is equal in weight to
within budget. aspects of quality,schedule and budget.
Quality is achieved through regular inspections by
LA N G LA S HAS A PROVEN TRACK the Superintendent and Project Manager. Langlas
RECORD OF EXCELLENT SAFETY uses a proprietary syetem of quality control
PERFORMANCE. SAFETY IS A chea)<liete for each phase of construction from
CONDITION OF EMPLOYMENT excavation through project closeout to ensure
accuracy, avoid mistakes, and produce the highest
FOR BOTH SALARIED STAFF AND quality construction. Checklists are completed by
HOURLY CRAFTSPEOPLE. the Superintendent and reviewed/approved by the
Project Manager.
Our company's commitment to
sc fetr can also be seen through: Langlas & Associates has a proven track record
of strictly adhering to tight schedule and budget
i. Site specific saki ty manuals, constraints. Our skills in these areas have been
ii. Safety Officers empluved perfected through many years of working with local
at each district office. developers and national account tenants who have
narrow cost pro formas and publicized opening
iii. Monthly on-site project myic.vs be a dates.This same performance has carried through
Langlas Safety Officer and a representative >
all of the construction types we've encountered,
from our insurance carrier. including publicly owned facilities.
iv. Weekly safety meetings conducted for
Langlas crews and all subcontract trades.
Safety meeting minutes and sign-in
sheets posted to the main office for review
through our%vebsite.
V. Active safety incentive program for all
Langlas craftspeople..
vi. A Workman s Compensation Experience
Modification hating of 0.73,well behnv the
national a%crage.
vii.All Langlas statfhave 10 hour OSHA
Certification and many have obtained their
OSHA 30 hour Certifications.
I \ N (, i \ 20
3 . PROJECT MANAGEMENT
AND APPROACH
Below are sorne examples-four schedule commitment.These projects icere all completed on or ahead of schedule.
PROJECT CONTRACT SIZE SCHEDULE
Billings Clinic Surgery Center $12,500,000 60,000 sf 13 months
GE Capital Office Building(Design/Build) $10,4S0,000 S2,000 sf 10 months
CarmikeTheater $10,000,000 50,000 sf 7 months
Meadowlark $16,000,000 67,500sf 12months
Ennis School(Multiphase) $8,997,818 43,000 sf 20 months
GE Corp.Financial Center $10,149,000 52,000 sf 11 months
Hyalite Elementary School $12,913,000 68,000 sf 14 months
Lodges at Elkhorn Creek $10,750,000 26,000 sf 13 months
Village LoftA&B with Parking Garage $30,000,000 174,000 sf 28 months
Department of the Interior(DOI) $20,000,000 122,000 sf 12 months
Cost commitments can be seen bF•our diligence in controlling project costs through
realtime and monthh•cost reviews using construction specific accounting software.
• Site utilization plan..
3pv. Maintain good relations with the community Public right-of-�cays s,•ill be kept clean on a
and adjacent property owners.
regular basis during the course of construction.
• Waste management plans and recycling plans
POSITIVE RELATIONS WITH THE for all phases ofconstrucliontoAm% for
proper"green"disposal and reuse of
CO M M U N ITY, and adjacent property owners .r•aste materials,and as part of the l.ELD
would be maintained through all methods of being process.
a good neighbor such as:
• Noise Neill be kept as minimal as possible.
• Work hours ss ill be limited to those as • Cleanliness and am•areness of public access
prey iously agreed%vith the t hs net•and/or by around the construction work zones.
C'itt ordinance. • Portable Music players,tobacco List.outside
• Langlas%sill coordinate•v ith oc•c•upanis and designated areas,and profane language"ill not
neighbors to communicate planned actisit% and be tolerated.
help address an% concerns�sith construction.
I .- \ l, I 1 � t ( ) \I 21
3 . PROJECT MANAGEMENT
AND APPROACH
3 b 1.Describe your approach to: on the current set of documents, but also reflects
i.Cost estimating meeting discussions and our forecast of scope that
a.What methodology do you use? eventually will be part of the project once the
design is complete.
Langlas uses a three-fold approach to cost estimating d.Do you have in-house estimating staf 1
that incorporates in-house material takeoffs and 1.fso what are their other
labor estimates, subcontractor feedback for major responsibilities?How much of their time
scopes of work (such as mechanical, electrical, is spent in cost estimating?
plumbing), and our own historical database
of project costs from other projects or similar All of our preliminary and final estimates are
construction types we are currently working on or completed by the project manager who will
have recently completed. be running your project to ensure consistency
Ix How doyou organizeyour estimate? throughout all phases of design and construction,
and guarantee no information is lost by transferring
files between an estimator and project manager.The
Detailed costs are categorized within proprietary end result is a project manager who is intimately
estimate spreadsheets developed by our firm,then familiar with every aspect of your project, which
organized by CSI division with line item detail also ensures better bid packages and the elimination
for review by the Owner and Design Team. Pre- of scope gaps between building trades.The project
construction estimates are tracked in the same manager will be supported by a team of in-house
fashion throughout the stages of design (SD, DD, engineer resources to assist with material takeoffs,
CD).Any variances from one stage to the next are pricing,and subcontractor calls,as necessary.
hi-lited for evaluation and discussion.
c.During design,how do you determine the final cost
when not all work is shown or known?
Langlas & Associates has extensive experience in
performing preliminary estimates and forecasting
project costs. Over 8011/o of our work is procured
in the same or similar manner proposed for the
Police and Courts Facility. Because we use a
three-fold approach to estimating described above
(Item 3bl.i.a — Methodology), we find that our
preliminary estimates are usually within a S%- 10%
range of the GMP.
For preliminary estimates we use our experience
and knowledge of past projects to develop an
estimate that includes not only the items shown
22
3 . PROJECT MANAGEMENT
AND APPROACH
3 b I i How do you ensure that this project will get
appropriate response from the subcontracting community?
l.onglas uses sri methods to ensure a strong response `2anglas and Assoc.has always treated us fairly and we
from the subconrractor communtt. consider them as a`well ran'general contractingflrm.Our
projects with them have been a mixture of design/build and
i. "Totvn Hall"nicetings inciting local fully engineered projects.Langlas and Assoc,has helped us
subcontractors to generate interest uul become successful in southwest Montana."
answer questions about the project.
Mark Kredit,Owner-Kredit Electric
ii. Public achcrtisements in local and regional
newspapers regarding open bidding for the "Langlas 8,lssociates has consistently proven to be a leader
project. within the industry.Our company enjoys working with
iii. ConductinL a pre-hid walkthrough niceting d'�professional mangers and superintendents.Itisreadily
apparent that timely project completions and quality work
with prospective hidclet•s.
are important to the entire Langlas organization.We
iv. Placing hid docununts in local and regional have always appreciated Langlas'abilityto make payments
11
builder's exchanges. in a timely manner,something we do not see as often with
other general contractors•"
v. Sending both fas and c-mail hirl requests Scott Hill Senior Project Manager-Hill Masonry
using s�-ehhased bid management softsi arc,
\rhereb\•the maintain a database of ovet•4,000
subcontractor and.supplier contacts tin-the "We believe that Langlas&e9ssoeiams'management skills
Carious divisions of work. and team approach made these projects successful.These
qualities have made their company standout above the
vi. Making tirllrnv-up calls to im ited bidders to
ensure thcc've receit cd the intro matirm, other general contractors that we have worked with."
answer ducstinns,and generate Further DanielBurtell-BurtellFireProtection,Inc.
interest in the project.
i \I
23
3 . PROJECT MANAGEMENT
AND APPROACH
3 b 112.How much do you use subcontractors,for cost 3 b I 0 Now do you address subcontract bids that are
information during the Preconstruction phase? different than the cost estimate?
The amount of subcontractor participation in If we've done our due diligence during pre-
pricing exercises varies depending on the stage construction,this rarely happens.If it does,
of design.At Schematic Design(SD),they are however,we would first interview the lowest
used verylittlewhen we rely moreheavilyon our bids received for the category in question
in-house database of historical costs for other to find out the driving factors for the cost
projects or similar building types.Once greater overrun;obtain competitive alternates or
detail is known during Design Development Value Engineering(VE)solutions from the
(DD), we will begin to include Mechanical/ subcontractors;and seek comment and/or
Electrical/Plumbing trades forbudget feedback approval on VE alternates from the Design
based on preliminary drawings and an outline Team and Owner.If VE alternates meet
specification.We might also include feedback budget expectations,then proceed with
from masons and storefront glazing systems implementing solution.If VE alternates don't
as an example.By the time SO%Construction meet budget expectations,but can reasonably
Drawings(CD) are available,we typically run be implemented without undue risk through
a"mock bid"soliciting one or two"bids"from the contingency,then we would make that
each trade category, using subcontractors recommendation to the Owner.If all other
whom we've worked with extensively in the attempts fail to bring the item(or project
past.At both DD and CD stages, Langlas will total)in line with the cost estimate then
provide our own material takeoffs comparing further discussions would need to occur with
both real time and historical costs against the the DesignTeam and Owner to determine the
subcontractor pricing we've received,in order most appropriate course of action.
to fully evaluate the projected cost model.
3 bi i 3.When would you involve subcontractors in
this project?Which ones?
We anticipate involving subcontractors during
the pre-construction phase for the Police and
Courts Facility for the following trades:
• Mechanical
• Llectrical
• I'lunibino
• Steel
• Site Work
• Nlason ry Of required)
24
I ,
3 . PROJECT MANAGEMENT
AND APPROACH
3 bi I i.Value engineering,3bi V Budget reductions iii.How do you track progress against the schedule
during construction?
LANGLAS & ASSOCIATES"
EXPERIENCE WITH VALUE Progress against the schedule is tracked on a weekly
basis during on-site construction meetings,via use
ENGINEERING IS EXTENSIVE. of a "3-Week" schedule which typically contains
more detailed information than the CPM can
Offering money-saving ideas to Owners and Provide.The CPM is then updated on a monthly
Architects,without saeri$ee to f niction, basis and reviewed at each regularly scheduled
quality or design,intent has been a fundamental Owner's meeting. In addition, the CPM may be
principle on which we've built our business.We set up using a"baseline schedule"feature that will
inherently begin the Value Engineering process show originally schedule activity timelines vs.actual
with our first look at the project plans.We will progress for each activity.
provide the Owner and DesignTeam with Value
Engineering options and budget feedback through iv.Doyou use computer sof ware w develop the
all phases of design so when the final documents schedule?If so,what kind?
are printed and ready for subcontract bidding,
what is shown represents a project that the Owner Yes.We use Microsoft Project.
can afford to build.
3 b V.Planning and scheduling the construction v.Provide examples of the last schedule from two
work recently completed projects.
i.Do you use critical path scheduling methods?
Please see appendix B.
Yes.
ii.How do you manage and schedule the procurement
and the submittals process and its impact on field
activities?
We first generate the project CPM schedule to
establish material installation dates.Lead times and
delivery milestones for major material items will
be shown on the CPM schedule. Separate from
the CPM we also develop and maintain a Submittal
and Delivery Schedule in spreadsheet form that
is populated with dates relating back to the CPM
Schedule and the project needs.Both the CPM and
Submittal and Delivery Schedules are reviewed
weekly in-house and at each regularly scheduled
Owner's Meeting (typically once / month,
minimum) to ensure submittals or their approvals
will not impact field activities.
25
3 . PROJECT MANAGEMENT
AND APPROACH
El
3bviii.
3 bvi. Describe firm's approach to project Provide your construction change orders overhead and profit
communication mark-ups
WE PREFER COMMUNICATION Overhead and profit markups for construction
THAT IS OPEN. HONEST, AND changes shall be as agreed during contract
negotiations with the City of Bozeman. Such mark
OFTEN BETWEEN ALL PARTIES. ups are typically equal to the construction manager's
Phone calls, e-mails, photos, faxes, job site walks, percentage fee of the cost of work.
drawing reviews,Request for Information,schedule
discussions and meetings are all used on a regular basis Subcontractor markups are usually limited to 10%
to help ensure that we are doing our part to actively overhead and 5%profit,or as mutually determined
listen to the needs of the Owner and the DesignTeam with the City of Bozeman.
and take appropriate action for the success of the
project.
3 bvi i. Project safety—Has any state OSHA or
federal OSHA cited and assessed penalties against your
firm for any serious,"wil l"or repeat"violations of its
safety or health regulations in the past five years?
Yes.Langlas received two OSHA violations
in 2009 and three in 2011.In an effort to
improve safety performance,we hired a second
safety manager,Bud Daigle,to better serve
the company's needs across the five state area
in which we work.Some of the items Bud has
championed include:revamping our complete
safety policy,implementing documented weekly
safety inspections by all superintendents,
purchasing thousands of dollars worth of new
personal protective equipment and maintaining an
accessible inventory,and performing regular safety
inspections of our project sites.We have seen a
noticeable improvement in our safety culture since,
and expect more positive results in the future.
Date of
Inspection Project Infraction Cited Category Action Taken
11/14/11 Park High School Elect.Equip.Hazard Serious Replaced Equipment
09/20/11 Hardin High School RebarCaps Serious Installed Caps
Fall Protection Repeat Put on Fall Protection
03/08/11 Alpine Orthopedics Fall Protection Repeat Put on Fall Protection
12/04/09 Homestead 6-plex Fall Protection Serious Put on Fall Protection
01/20/09 West Park Plaza Fall Protection Repeat Put on Fall Protection
26
2270 Grant Rd 1019 E Main St.# 101
Billings,MT 59102 LanglasBozeman,MT 59715
P:406.656.0629 & Associates P:406.58S.3420
F:406.656.1088 F:406.585.4110
GENERAL CONTRACTORS
April 9,2014
f
City of Bozeman
Office of the City Clerk
121 North Rouse Ave
Bozeman,MT S9771
ATTN:Chuck Winn,Assistant City Manager
RE:Request for Proposals for City of Bozeman Police and Courts Facility
Dear Chuck:
Langlas & Associates is pleased to offer our response to your Request for Proposals for GC/CM
Professional Services for the City of Bozeman Police and Courts Facility.We are honored to have your
consideration and feel that our schedule driven background and years of experience on large complex
projects makes us an excellent fit for this project.
Langlas&Associates has provided GC/CM Services as a Montana-based business for the past 40 years.By
putting the needs of our project owners first;operating with principles of honesty,integrity,commitment
to costs,and pride in our work, we have become one of the leading GC/CM Firms in Montana. Over
80%of our work is performed using the negotiated Construction Manager at Risk,Design-Build,and/or
General Contractor/Construction Manager delivery methods.
Please let us know if you have any questions regarding the following information.We encourage you
to contact any of our references and look forward to discussing the project in greater detail during the
interview phase of the selection process.
Sincerely,
Steve T.Langlas
Vice President
E3M
GENERAL CONTRACTORS
Steve R. Lanalas l
Owner/CEO I
r
Bill Lan las� Steve T. Langlas Dave Langlas Catherine B�1?,mn
an
9 Brad Sinclair
Owner/President Bozeman
Oti.ner/Senior V.P. President Billings Office Production/Labor Owner!Office ager/
Office Coordinator
HR
Ben Duncan
John Flanagan Jason Hubbard Loren Cantrell Roger Davis Labor Manager/Asset ��
Senior Project Manager Senior Project Manager Senior Project Manager Senior Project Manager Manaaer/Risk&Safety I
Manager
Project Managers
Eric Baker Alan Kuntz Assistant Project Managers Project Engineers Receptionists/ accounting
Jason Arrowsmith Ben Walker Jason Flee e Angela Muller
Sam Bergman Dave Reynolds 9 Office Assistants
Joe Clark Nick Tibesar Daniel Arthun Matt Drake Josh Henigman Jolene Burrell Autumn Muller
Bud Daigle(/Safety Officer) Ed George(/Safety Officer) Emily Mainwaring Dawn Musson
Superintendents Foremen
p Field Engineers
Tim Atsatt Dan Dooley Jerry Galvin Fred Johnson David Loran Konnor Backer Ed Dann
Chris Barefield Dennis Evanson Chuck Gilcrest Jon Kolb Randy Pendergraft Ira Couture Brent Erickson
Jory Barefield Mike Falk J.D.Gray Steve Kynast Jon Talbot Rhett Kastelitz Adolfo Lopez
Cory Craver Ben Flanagan Justin John Lane Huffman Ken Voe ele Armando Lopez
9 Graydon Sinclair Arnie Peterson
01/15/2014