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Home My WebLink About2014 RFP Police and Courts-Martel, Proposal I 1 1 I 1 �`�'� • �" `�`= POLI�� AL�1� C�IJ�RTS �A�7L7TY I �<��1683/cam 1 1 1 i r I 1 _ r I � I t RFP Response MARTEL CONSTRUCTION INC. •4k� 1• /� _ YEA..=S-- Mo wr Cwdracta A wmtwn ~ tnsn-2nln 1IMARTEL CONSTRUCTION April 9, 2014 Chuck Winn Assistant City Manager City of Bozeman PO Box 1230 Bozeman, MT 59771-1230 Dear Chuck, We are honored to advance in the selection process for your new City of Bozeman Police Station and Courts facility. We recognize the significance of this project to you, the City of Bozeman, Police Department, Municipal Court, and residents of Bozeman. Our company has extensive experience in public and civic projects and our team is prepared for the unique challenges your project will present. Another unique advantage is our willingness to assist your marketing efforts and public relations campaign in passing this bond issue. We were actively involved in helping the Gallatin County Detention Center and Ophir Elementary School (Big Sky) bonds earn voter approval. We hope you find our information clear, concise, and complete. You know our company intimately, both our strengths and weaknesses and we plan to continue to improve with each project. Sincerely, Martel Construction, Inc. 00 4 V, Ies� Tony Martel, President IA. Firm Information / Background / History Tony and Jason Martel, both MSU Alumni, lead Martel Construction along with a small group of key employee shareholders. The firm was founded in 1960 by Tony and Jason's father and grandfather. Recent high profile projects include the MSU Stadium, Bozeman Airport, Gallatin County Detention Center, Bozeman Deaconess Hospital, and the Hapner and Langford dorm renovations. 1A. Firm Information / Background/ Senior Management Tony Martel—President, Jason Martel—Executive Vice President, Steve Conway—Executive Vice President, Todd Goertzen—Secretary, Steve Trion—CFO IA. Firm Information / Background / Volume, Financial/Bonding Our past five year average sales volume was $65 million. Our peak sales volume was $127 million. We have a $60M Single / $100M Aggregate bonding capacity. 1 A. Firm Information / Background / Stability We have been a Bozeman based contractor for 53 years. 1A. Firm Information / Background / Strengths & Weaknesses Strengths: Our strengths are demonstrated by our ability to complete projects on time, within budget, and without claims. The majority of our work is for repeat clients. We continue to strive to improve on the GC/CM delivery process. Weaknesses: We believe Bozeman in general is busy with construction projects. Attracting subcontractor and supplier interest will be one key to the success of this project. IA. Firm Information / Background / Special Capabilities We have the ability to self-perform numerous elements of the work utilizing local construction professionals. This offers greater control over quality and scheduling. The location of our home office and shop is also a unique advantage. 1 B. Firm Information / Workload Other projects that will coincide with yours are shown below. Even if selected, we will remain well below 50% of our company's workload capacity for 2016. The personnel assigned to this project are available now to begin preconstruction and will remain committed to the project through occupancy. Their workloads are included in the next section. 2014 2015 2016 AMJ J AS ON DJ F MAMJ J AS ON DJ F MAMJ J AS O Bozeman Police and City Courts Facility Preconstrucfion BDH Cancer Infusion BDH MOB 5 Shell Belvadere Home Renovation Borden's TBD Bozeman Armory/ETHA Hotel TBD Canyon Lodging Renovations Phase I Deep Creek Ranch Barn and Renovations TBD Bement Hotel Glacier Eye Clinic Haynes Pavilion Arena Hilton Home2 Suites Billings Hilton Homewood Suites Lakeside Lodges @ Warren Nfller Lodge Ophir Elementary School Portola Road Living Room Renovation The Wave Athletic Club Universal Athletic Service Home Office Yellowstone Club Core Village BBG/Skier Svcs Yellowstone Club Core Village Fitness Yellowstone Club Core Village Parking Structure Yellowstone Club Core Village Waterfall 1 C. Firm Information / Experience We have compiled a list of our experience for project site, size, type, and complexity. Shown below are the number of projects completed in the last 20 years that have similar features to your new facility. r r' Police / Security LEED Certified 3 Detention Centers �jI 1 LEED Gold (Sub) 6 Federal Security Screening&Ops. �j!�R 1 LEED Silver �..y 1 LEED Silver Pending 1 LEED Certified Courts / Legal Sustainability 3 Total: t 23 Total: Flathead County,James F.Bottin,& ( Sustainability Features and/or Gallatin County Law&Justice �A- extensive Life Cycle Cost analysis. ® GC/CM Delivery ThinkONE Architects 25 Completed Total:$244 Million 6 Projects Together: 21 Public:$230 Million Holy Rosary,BZ Fire Station#3/911 ® Center, Bozeman Audi,Murdoch's, and HRDC Housing Office Spaces Martel-Assisted Vote The majority of our 274 projects 2 Passed,0 Failed: completed since 1994 have office V- VOTE Gallatin County Detention Center, and administrative spaces. -+ � Ophir Elementary School (Big Sky) maaa! Similar Project #1: Lakeside Lodges The Lakeside Lodges are luxury condominiums in the Yellowstone Club base area. They are built to the highest standards of construction excellence using nothing but the finest materials and finishes. AF — -s Owner: Alex Zukowski (406) 599-3947 • Design: Jerry Locati (406) 587-1139 Delivery: GC/CM • Cost: $30,174,000 (est.) • Size: 80,000 SF Bid: November 2012 • Completion: December 2014 Similar Project #2: Bozeman Deaconess Hospital Construction This work includes multiple projects; Emergency Department, Cancer Center, Medical Offices, Labor&Delivery, Labs, and other Support and Administrative Spaces. All of the work has been completed with minimal disruption to normal hospital operations. -'-r IL Owner: John Sommer (406) 556-5448 • Design: Jeff Hultgren (406) 248-7459 Delivery: Design-Build • Cost: $32,690,959 • Size: 183,000 SF Bid: 2004-2013 9 Completion: 2004-2014 Similar Public Project #1: Gallatin County Detention Center This facility includes the latest technology available, secure and public spaces, offices, medical support laundry, recreation, and food service for 200 inmates. �c rtJC'.[r i Owner: Steve White (406) 582-3000 • Design: Greg Kelton (303) 927-8362 Delivery: Public / GC/CM • Cost: $30,228,342 • Size: 92,000 SF Bid: 2004-2013 • Completion: December 2011 Similar Public Project #2: Bozeman Yellowstone International Airport This expansion doubled the size of the airport terminal and support spaces. Scope of work included landscaping, lobby, food service, retail, security, check-in, offices, and baggage handling. Owner: Brian Sprenger (406) 388-8321 • Design: Jamie Lenon (406) 587-1255 Delivery: Public / GC/CM • Cost: $37,356,186 • Size: 190,000 SF Bid: June 2009 9 Completion: December 2011 Similar Public Project #3: Saddle Peak Elementary School This is a two story school with classrooms, offices, gymnasium, food service, playground, bus drop off, and parking. Life-cycle costs of materials, quality and energy efficiency of mechanical/electrical systems, and other components were all important to the Owner. , i saooLE PEAK �- _ . aaeiM sML �` PC- Owner: Candy Lubansky (406) 924-2006 • Design: Ben Lloyd (406) 585-1 1 12 Delivery: Public / GC/CM • Cost: $9,927,000 • Size: 60,000 SF Bid: April 2012 • Completion: August 2013 Similar Public Project #4: Flathead County Courthouse This courthouse, originally built in 1902, is on the National Register of Historic Places. This extensive restoration showcases custom millwork, legacy fixtures and finishes, energy efficient and accessibility upgrades, and structural reinforcements. 1 Owner: Mike Pence (406) 758-5505 • Design: Corey Johnson (406) 257-8172 Delivery: Public / GC - Bid • Cost: $2,100,000 • Size: 12,000 SF Bid: January 2011 • Completion: January 2012 Similar LEED Project #1: James F. Baffin Courthouse* This Federal Courthouse in downtown Billings is five stories plus a full basement parking garage. High performance features include super-insulated exterior concrete walls and a closed cooling tower. This building achieved LEED Gold Certification from the USGBC. fa.._ I , GC Contact: Shane Knutson (425) 497-7154 • Design: N/A Delivery: Public / Sub - Selected • Cost: $3,913,000 • Size: 47,559 SF Bid: October 2010 . Completion: May 2012 `Prime Subcontractor for Mortenson Construction performing the concrete,steel,and other miscellaneous aspects of the project. Similar LEED Project #2: Bozeman Public Library Our library is the pinnacle of green space and community connectivity. This site celebrates downtown open space, Lindley Park, and the entrance to the valley trail system. This building achieved LEED Silver Certification from the USGBC. i i I 1 Owner: Alice Meister - Retired • Design: Mark Headley (406) 585-1400 Delivery: Public / GC/CM • Cost: $10,717,023 • Size: 52,300 SF Bid: March 2005 • Completion: November 2006 2A. Project Team For consistency and ultimate familiarity, we will keep the same management team from preconstruction through occupancy. It is not uncommon for us to be consulted when future changes are planned or when upgrades are being considered years later. Principal in Charge: Tony Martel Project Manager: Travis Kabalin Project Engineer: Jake Ehresmann Project Superintendent: Dave Gaworski 2B. Project Team - Overview of Responsibilities and Experience Tony Travis Jake Dave Dedicated to Preconstruction Design and Coordination Meetings Estimating&Budgeting at Each Phase Scheduling at Each Design Phase Constructability Reviews Value Engineering CONSTRUCTION RESPONSIBILITIES Dedicated to Construction Project Management&Communication Daily Construction Activities Subcontractor Management Scheduling Project Safety Quality Assurance&Cost Control PROJECT - RELEVANT Law Enforcement/Security/Public Safety GC/CM Delivery Office Space LEED and/or Environmental Considerations ThinkONE Architects Secure Work Area See Next Page for Similar Projects and Details Capacity in Workload Assigned Full Time Portion of Time-Will Spend Time Necessary See Next Page for Project Schedule LENGTH OF • Years of Experience 41 14 7 33 Years with Martel Construction 41 9 7 17 CONTACT • • See Next Page for References 2B. Project Team-Tony Martel, Principal in Charge Relevant+Current Projects+References-Previous Ten Years: Project Name Finish Year Owner Contact Owner Phone Final Cost Lakeside Lodges @ Warren Miller Lodge 2014(DEC) Alex Zukowski 406-599-3947 $30,174,000 (est) BDH Emergency Department/Records 2013 John Sommer 406-556-5448 $13,060,730 Saddle Peak Elementary School 2013 Candy Lubansky 406-924-2006 $9,927,000 Holy Rosary Parish 2012 Fr.Leo Proxell 406-587-4581 $3,800,000 MSU Hapner and Langford Dormitory 2012 Tommie Brown 406-994-2661 $5,674,273 Bozeman Airport Phase III 2011 Brian Sprenger 406-388-8321 $37,356,186 Gallatin County Detention Center 2011 Steve White 406-582-3000 $30,228,342 MSU Football Stadium End Zone 2011 Walt Banziger 406-994-6326 $8,812,357 Fire Station#3/911 Center 2009 Greg Megaard 406-582-2352 $4,496,538 Chief Joseph Middle School 2008 Retired $17,747,606 Bozeman Public Library 2006 Retired $10,717,023 213, Project Team -Travis Kabalin, Project Manager, LEED AP $1 M+Cost+Relevant+Current Projects+References-Previous Ten Years: Project Name Finish Year Owner Contact Owner Phone Final Cost Yellowstone Club Core Village 2017(TBD) Alex Zukowski 406-599-3947 TBD Bozeman Armory/ETHA Hotel 2015(TBD) Cory Lawrence 307-620-0134 TBD Lakeside Lodges @ Warren Miller Lodge 2014(DEC) Alex Zukowski 406-599-3947 $30,174,000 (est) Saddle Peak Elementary School 2013 Candy Lubansky 406-924-2006 $9,927,000 Holy Rosary Parish 2012 Fr.Leo Proxell 406-587-4581 $3,800,000 Gallatin County Detention Center 2011 Steve White 406-582-3000 $30,228,342 Fire Station #3/911 Center 2009 Greg Megaard 406-582-2352 $4,496,538 Hope Lutheran Church 2008 Lloyd Mielke 406-580-0139 $6,000,000 Mill Street Lofts 2008 Mike Barrett 406-580-7460 $1,800,000 Heart of the Valley Animal Shelter 2007 Margie Taylor 406-599-1797 $3,500,000 213. Project Team -Jake Ehresmann, Project Engineer, LEED Green Assoc. $1 M+Cost+Relevant+Current Projects+References-Previous Ten Years: Project Name Finish Year Owner Contact Owner Phone Final Cost Yellowstone Club Core Village 2017(TBD) Alex Zukowski 406-599-3947 TBD Bozeman Armory/ETHA Hotel 2015 (TBD) Cory Lawrence 307-620-0134 TBD Lakeside Lodges @ Warren Miller Lodge 2014(DEC) Alex Zukowski 406-599-3947 $30,174,000(est) MSU Hapner and Langford Dormitory 2012 Tommie Brown 406-994-2661 $5,674,273 Old Faithful Inn Kitchens 2012 Addie Wickham 307-344-5344 $8,535,000 Old Faithful Inn Maintenance Building 2012 Addie Wickham 307-344-5344 $1,800,000 Gallatin County Detention Center 2011 Steve White 406-582-3000 $30,228,342 MSU Football Stadium End Zone 2011 Walt Banziger 406-994-6326 $8,812,357 Bridger Park Parking Garage 2009 Chuck Winn 406-582-2307 $10,243,604 213. Project Team - Dave Gaworski, Project Superintendent $1 M+Cost+Relevant+Current Projects+References-Previous Ten Years: Project Name Finish Year Owner Contact Owner Phone Final Cost Element Hotel 2015 (APR) Rick Ogle 406-586-2384 $9,000,000 Saddle Peak Elementary School 2013 Candy Lubansky 406-924-2006 $9,927,000 Bozeman Airport Phase III 2011 Brian Sprenger 406-388-8321 $37,356,186 Fire Station#3/911 Center 2009 Greg Megaard 406-582-2352 $4,496,538 Hope Lutheran Church 2008 Lloyd Mielke 406-580-0139 $6,000,000 Riverside Country Club 2007 Greg Metzger 406-539-9492 $5,100,000 Bozeman Public Library 2006 Retired $10,717,023 Lake Cabins Restoration Phase II 2004 Addie Wickham 307-344-5344 $1,165,267 2C. Personnel Clause - Accepted BELGRADE SCHOOL DISTRICT "...I can, without reservation, recommend Martel Construction to other districts looking to build any school or facility! It was a smooth, clear process all along...Dave (Gaworski) did an incredible job as superintendent. His attention to detail, site management, and follow- through were exemplary. The building of Saddle Peak Elementary was a positive, educational, professional and fun process. I would recommend Martel Construction to other school districts without reservations!" ca4,t,06I �4t v4WO4 . Candy Lubansky: Superintendent, Belgrade School District (406) 924-2006 M-J "You (Martel Construction) were a major player with your bond materials. You did a great, great job!" r J rry ouse: Superintendent, Big Sky School District (406) 995-4281 no GhinK Just a note thanking you for the great job you did on the Fire station/91 1 building. This was a large project and you completed it in a very professional, timely manner...Between handling BFI's or just questions from field visits your responses where always timely and well thought out. You're very organized and highly experienced in all phases of the construction process. I've worked with many Superintendents over the years and have to say without question you are one of the best I've worked with. Keep up the good work and I hope we can work on another project in the future together. ?7 eIOU16- Jay Morris: ThinkONE Architects (406) 586-7020 3A1. Management and Approach -Managing Costs An effective preconstruction process will ensure the GMP is met at the end of the project. In order to prevent budget creep, we have two recommendations. #1 — Minimize Change Orders During Construction: We will ensure the contract documents are followed. Any requested changes to the scope, schedule, or materials must follow a formal process of approval. Our goal is to have only Owner requested change orders during construction. #2— Establishing and Managing Contingencies: To aid in managing costs associated with alterations to the work, we recommend establishing contingencies for Owner requested changes. 3Ai. Management and Approach - History of Estimates Project Name Owner Contact Owner Phone SD Budget DD Budget GMP final Cost MSU Unfield Hall Renovations Bryan Tate 406-994-5665 $2,245,000 $2,368,800 $2,436,000 $2,436,000 Saddle Peak Elementary Candy Lubansky 406-924-2006 $10,109,910 $10,303,770 $9,797,686 $9,927,000 Warren Miller Auditorium Jerry House 406-995-4281 $1,024,635 $1,234,635 $1,259,945 $1,438,822 Missoula Airport Ops.Building Cris Jensen 407-728-4381 $3,672,400 $3,066,303 $2,801,616 $3,000,000 MSU Hail Damage Repairs II Bill Mackin 406-994-6377 N/A $2,651,459 $2,241,916 $2,342,614 MSU Hapner and Langford Tommie Brown 406-994-2661 N/A N/A $5,340,962 $5,674,273 Bozeman Airport Phase III Brian Sprenger 406-388-8321 $34,269,288 N/A $36,311,820 $37,356,186 Gallatin County Jail Steve White 406-582-3000 $33,232,649 $29,609,183 $28,812,469 $30,228,342 MSU Football Stadium End Zone Walt Banziger 406-994-6326 $9,349,945 N/A $8,084,517 $8,812,357 3Aii / 3Aiii. Management and Approach - Design Team Coordination How we all work together is one of the most important determining factors in selecting a contractor. We are proponents of an integrated team, which is outlined in the graphic below. 11MARTEL Traditional Approach Integrated Approach f coMsrnuc.ioM uu Team Structure Vertical-Task is#1 Integrated - Project is First Focus Getting My Part Done Customer Value Leadership Command and Control Collaborative Commitments Transactional Oriented Relational Oriented Learning Status Quo Failures Punished Innovation Encouraged Failures as Lessons Outcomes IIsolated Mainly to Individuals Shared as a Team Traditional Delivery �-110 O�,r�O C� 00 GOSH Integrated Delivery P S OO! O�O�♦ COws GOSH LITIG ION Documenting as the Model is Built Involving Construction Suppliers Eliminating Clashes The entire process from start to finish will require a tremendous amount of communication and many important decisions will be made by all team members. To start the project off right, we recommend doing the following: • Establishing a communication and decision making process. • Establishing meeting formats, participants and frequency. • Outline your budget and confirm a schedule. • Establish the project staging, phasing, and security plans. • Establish the Project Close Out process. Our team will evaluate the project documents for constructability and alternative methods that may ultimately lower the cost of the work but ADD VALUE. Value Added suggestions should be one of the tools in managing the budget. With a broad range of projects each year, we remain current on products and materials. The use of Alternates and Value Engineering concepts should be an agenda item at the first leadership meeting. The budgeting and estimating strategies detailed above involve the design and engineering teams. 3Aiv. Management and Approach - Safety The safety of everyone on and around the jobsite is our top priority. ��y ��8�► We work hard in maintaining safety for everyone in and around a functioning environment, and have developed this through work on many occupied projects. Each project has a site-specific safety plan which establishes measures including fencing, signage, and emergency -sue contacts and confining construction material to the jobsite. Superintendents are responsible for conducting weekly on-site safety meetings which require documented mandatory attendance by all employees and subcontractors. We will not compromise safety for the sake of schedule or budget. Signage, physical barriers, and dedicated entry and exits are all elements we will use to ensure safety. We can also coordinate background checks on each worker if requested. Our MOD factor is 18% lower than our peer group in Montana at .82. We want those working on our jobsites to return home at night in the same condition they arrived. We are one of the safest companies in Montana. 3Av. Management and Approach - Neighbor Relations From work at MSU to downtown Bozeman, we are accustomed to working in and around an environment where not everyone is excited about the construction process. Our Superintendents post contact information on our jobsite fence and neighbors are always invited to contact the Superintendent with any issues. We will stay in touch with residents through email, and schedule high noise activities for the middle of the day to minimize any disruptions. 313i. Management and Approach - Cost Estimating Methodology The best way to manage a project's cost, and understand the scope in its entirety before construction begins, is to do detailed estimates. Travis will primarily be responsible for managing the estimate, with assistance from our estimator Tyler Ragen, Jake, and Tony. They will spend the necessary time working through the estimating process at each phase of design. The graphic below outlines our preconstruction process and the various inputs that are used to meet the needs of your budget. F-V.Iidahons at' " Past Project Phases of Cost Data Cost and Parameter Targets Scope Architectural Expectations Structural Owner Criteria • Mechanical Codes and Standards • Electrical Site Challenges he Budget Equipment/Special Site 313i. Management and Approach - Organizing the Estimate We have been using Timberline Estimating software, which is the industry leading construction software, since 1989. We prepare detail cost estimates at the Schematic Design, Design Development, Construction Documents, and GMP phases. The estimates are detailed with costs for each CSI division. 313i. Management and Approach - Working with Unknowns This is a frequent challenge of being a Construction Manager. We are able to predict the needs of the work using recent and relevant pricing from similar work. Subcontractors and suppliers are also an important part of developing costs prior to the completion of final construction documents. 31311. Management and Approach - Estimating Staff The estimating team is outlined above in 3Bi. They will spend as much time as needed to work through estimates throughout preconstruction. Tyler Ragen is a full-time estimator, and he is involved in the estimating on almost all of our projects. 313ii. Management and Approach -Subcontractor Response We work closely with plan exchanges across the state who post our projects on their websites, in their weekly newsletters, and in their plan libraries. In addition, we send e-mail notices and updates to nearly 1,500 subcontractors and suppliers. A draft e-mail is shown below. One of our most effective methods however has been picking up the phone and personally requesting bids for our project. Hill. Management and Approach -Subcontractors During Preconstruction We anticipate using subcontractors during preconstruction, specifically pricing from mechanical and electrical contractors. One important component of the GC/CM process is working with the Owner to develop the process for subcontractor and supplier selection. We recommend a specific meeting with the Owner and Design Team, post GC/CM selection, to discuss the subcontractor procurement process. We feel it is important to collectively decide what process is best for this project. 3Bii. Management and Approach -Subcontractors Involvement During preconstruction, we utilize subcontractors in the mechanical, electrical, and plumbing trades for pricing and constructability support. They are all valuable resources for constructability reviews, value engineering, and pricing. 313ii. Management and Approach -Subcontractors Bid Variations If and when this event occurs, it often highlights a misunderstanding of scope, schedule, or quality. We have numerous examples of instances where one sentence in the wording of a specification may trigger a premium price when it was not the intent or desire of the project. 36iii. Management and Approach - Value Engineering (VE) Value Engineering is a major component of the preconstruction and estimating process which ensures a project starts out within budget. During construction, simply following the plans and specifications decided on during preconstruction will result in a project that is completed on budget. Value Engineering Practice Eari; rnize Savings Design Development Prod-ucts and Materials • Schematic Design Shape and Size Construction Documents • How Everything Fits Together Bidding • How You Buy It - . . • Construction Phase - - - - •- • � Minimizing Changes Our goal with Value Engineering (VE) is to Add Value to your project. Value, by definition, is the ratio of function to cost. You will benefit from VE by improving the function of building elements or reducing the cost. VE is not a reduction of quality or using inferior materials or reducing overall quality to achieve a lower price. Shown below are public GC/CM projects and the amount we saved each Owner through the VE processes. Project VE Savings Missoula Airport Operations Building (2013) $1,300,000 Saddle Peak Elementary School (2013) $400,000 Gallatin County Detention Center(201 1) $4,400,000 MSU Football Stadium End Zone(201 1) $70,000 Frenchtown High School (2009) $1,400,000 Ophir School Phase II (2009) $400,000 Bozeman Public Library(2006) $500,000 Hamilton High School(2000) $4,400,000 3Biv. Management and Approach - Budget Reductions Budget Reductions are the net effect of a well planned and executed preconstruction phase. We stay current with construction costs, which will help us deal with unanticipated budget impacts. 313v. Management and Approach -Scheduling - CPM Travis and Jake will use Critical Path Method Scheduling (CPM) methods with Microsoft Project software. This allows us to quickly evaluate what-if scenarios and react to unplanned changes without impacting the completion date. On Time...Every Time Some of Our Key Strategies Completing Your Project On - - -- - 1 - - Subcontractor and Supplier Engaged Onsite Superintendent Projects completed on time are certainly one of our strengths and one on which our reputation has been built. We often find ourselves selected for projects over our competitors when the schedule seems nearly impossible to everyone involved. You can validate our on-time completion capabilities by contacting our clients who have selected us for work with firm completion dates. 3Bv. Management and Approach -Scheduling - Procurement Specific components of the overall schedule are the submittal schedules and the milestone dates for procurement. Each of these scheduled activities are linked to the construction activities. Our project engineers lead the submittal process with the Design Team. Many of our projects utilize Submittal Exchange (SE), a secure cloud based communication portal for management of electronic submittals, shop drawings, RFI's and all other construction correspondence. 3Bv. Management and Approach -Scheduling -Tracking Progress We create three week look-ahead schedules in addition to the overall project schedule. These schedules are reviewed and distributed at weekly project meetings as well as e-mailed to subcontractors, suppliers and OAC team members. These snap shots have proven effective in keeping all parties involved on task and aware of what the current plan is. 3Bv. Management and Approach -Scheduling -Software We use Microsoft Office Project 2013 for CPM scheduling. 313v. Sample Schedules Sample schedules are attached as the final pages in this presentation. 313vi. Project Communication From past projects, we have learned the communication protocol needed between the jobsite personnel and those living around the new building's complex. Additionally, jobsite signs will include contact information for our on-site personnel. At the beginning of each project we reconfirm these communication protocols. Our Superintendent, Dave Gaworski, will stay in constant communication with Owner representatives. He will maintain an "open door" policy with all neighbors to minimize the impact on construction operations. He will also schedule high impact activities so as to reduce the effect on surrounding areas. At the initial preconstruction meeting, we like to establish the protocol for communication. This involves who, format, and frequency. As we have moved into the electronic age, it is important to establish the protocol for managing communication at the beginning of the project. 313vii. Safety We have had the following citations in the previous five years: Controlling Contractor Citation (July 2013) Project: Hilton Homewood Suites - Billings, MT Issue: Utility Contractor working in a shallow trench did not employ trench box when required. Controlling Contractor Citation (November 2009) Project: Armed Forces Reserve Center- Missoula, MT Issue: Roofing Contractor removed Access Lid to Waterproof penetration and did not secure it when completed. 313viii. Change Order Overhead and Profit Markups Our construction change order overhead and profit markup would be the same as our GC/CM fee. P01L.1=M AN13 CCLI•RTS F'A=11-17wY Ihl�!p111� , _ I. Idd -�__�� 1+ r ... TIN...... �JT�. eo coNsrG ---- - Q _ CE 19b� t � e IJIL 47 { Tony Martel, Principal in Charge Tyler Ragen, Project Estimator tmartel@martelconstruction.com tragen@martelconstruction.com Travis Kabalin, Project Manager Jake Ehresmann, Project Engineer LEED LEED � , ASSOCIATE `../ tkabalin@martelconstruction.com jake@martelconstruction.com Dave Gaworski, Superintendent _t '� i' ,'' dgaworski@martelconstruction.com y AY GEN7dw , Egq�O O • pv 2' yr 5a YEARS S K I L L OFAMER\GP INTEGRITY CA 1960-2010 Fsp N$j81\�y Montana Contractors'Association -sw"1960� Exciting Project for The City of Bozeman We Are Honored to Be Considered For the Opportunity Recognition of the Project Programming and Concept Design Report Alternate Delivery Contract Format Integrated Project Delivery Process (IPD) LEAN Construction Principles Past Projects and Improve on them. - Lets Raise the Bar and take this Project to the Next level e Fff NEONS■ GC `� CM r < :, _ I r The Public GC/CM Process The Goals of IPD on your project Integrate with the Design Team "..4. a I ic�Ipwaor--.re G'T66p sets the Tone, Vision and Expectations for the Ent Redraw the Off' anizalton Chart ,4 Redraw the Design Process (Effort & Time). Cost, Quality, Scope and Schedule Focus on the creation of the Highest Value at the lowest Cost --t - W Evaluate and Approve Value Added Options _ Build Consensus Set Communication Protocols < Strategies for Passing the Bond Issue GC- CMr IPD Teams are Different �d MARTEL Traditional Approach Integrated Approach CONSTRUCTION INC. Team Structure Vertical - Task is #1 Integrated - Project is First Focus Getting My Part Done Customer Value Leadership Command and Control Collaborative Commitments Transactional Oriented Relational Oriented Learning Status Quo Failures Punished Innovation Encouraged Failures as Lessons Outcomes Isolated Mainly to Individuals Shared as a Team IPD Construction Arrangement—Alignment, Integration, and Collaboration Core Croup Civil Eng. oF.$o2� Landscape Design IB30 Communications °~ ` * Concrete <<'••...1883••��e Exterior Drywall 9r,N'Cp:'N�0. Structural Eng. Mechanical Eng. Steel HVAC Electrical Eng. Electrical Plumbing Fire Protection IPD Is the Future Traditional Delivery O0 O� _ O�� OAS` 'f'O4 CO O�S OS� TS G • IPD Is the Future Integrated Delivery � �P _ pp �G p� °p _ srs Go �� AITIG NTION Documenting as the Model is Built Involving Construction Suppliers Eliminating Clashes Your Budget LEAN Design & Construction Focuses on Value Target Value Design (TVD) Approach Design to a Detailed Estimate, Not Estimating to a Detailed Design Cluster Group Report Outs On progress And Budgets Cost is an Element of Design '! Balance the Budget at Each Design Phase J� Mini Presentations o Selecti Aspects of the Project .�w + ; 1 fs GC ■ � r CM Your Budget TVD Benefits: Reduces the Rework of Redesign Value Engineering is Not Quality Reduction Focuses Team to Make the Right Decisions at the Right Time Traditional Methods: Bid Packages and Timing - 1 1 now- - --------- -vow 'low - GC CM ' " Your Schedule Overall Schedule • Object is to Create Reliable Work Flow • Pull the Schedule - Plan & Executed What is Needed For the Next Task Three Week Schedules • Sequence of Work • Supt/Foreman Plan vs React • Collaborate Among Trades—Leads to Innovation • Promise Cycles • Percent of Promises Completed on Time (PPC) - • Continuous Improvement "' GC Review of Building Components Consult with Select Trade Contractors Collaborate with COB and the Design Team • Building Footprint, Structural System, Building Envelope, Mechanical Systems • Integration of Electrical, Security, Audio/Visual and Data • Finishes-1 0-15% of your budget • FF&E • Sustainability BIM p D D D i 1 7t The Building Information Modeling (BIM) Approach Build Virtually First Real Time Cost Benefits of Using BIM • Reduces Conflicts, Misunderstandings, and Change Orders • Enables Innovation, Prefabrication, and Modularization • Facilitates Planning & Logistics Wheel of BIM Constructability Review Analysis Clash ll� Detection , Operations/ ® Asset Management Desigh Fabrication Q! Visualization Cost O Estimating Health/Safety Planning Procurement Specifications Drawings& Scheduling/ Schedules Programming Safety and Security The Most Important Thing We Do Provide an accident-free work environment Site Staging and Logistics - Job Specific Safety Plan ' Smoke Free Project _ Safety Director x ►. '"` . �. �� s—��—�4 _ �I _- —mot D, 4 `� �'�� 'T'•�• v, ' � r 1 a 7V a •. �. CM ' � Why Us We Are Committed to an Integrated Approach to Design & Construction Collaborate Across Disciplines�, Recognition of Key Project Drivers Proven Track Record We Have Learned From Past Project Debriefings We Are Here After the Job is Complete Should Issues Arise Focus on Critical Success Factors During Preconstruction fi Security / AV / Phone / Data Cluster Groups Integrate Early and Often Av GC- CM IL 0MVIC 4P 4d Thank You For Your Consideration! can, without reservation, recommend Martel Construction to other districts looking to build any school or facility! t was a smooth, clear process all along...Dave (Gaworski) did an incredible job as superintendent. His attention to detail, site management, and follow-through were exemplary. The building of Saddle Peak Elementary was a positive, educational, professional and fun process. I would recommend Martel Construction to other school districts without reservations! Candy Lubansky, Superintendent Belgrade School District The Airport project was on-time and under-budget. The finished product is of the finest construction and is something our entire community is proud of. I recommend consideration of Martel Construction for any construction project and Especially projects that require extending the useful life and expanding capacity of an existing building while minimizing impact of ontinuing operation. It was our pleasure to work with them and we hope to again in the future. Brian Sprenger, Director Bozeman Yellowstone International Airport I feel this (Fire Station #3 / 911 Center) went remarkably well. That smooth process was in no small part attributable to the extraordinary abilities of Travis Kabalin. Regardless of what I asked or what information I needed he responded immediately with patience and a full and complete response. If he needed to ask questions of others in order to satisfy my request, his response once again was in a most timely fashion. Through all of the various circumstances that seemed to create "issues" Travis remained calm, professional, and responsive and with a genuine desire to see all needs met. It has been a true pleasure to work with Travis on this project and I wanted you to know, as I'm sure you do, how valuable an asset he is to your organization. Ben Hess, Director Gallatin County 911