HomeMy WebLinkAbout11-24-2020 Special Meeting Packet
NOTICE OF MEETING
Special City Council Meeting
3800 Laverne Avenue North
November 24, 2020
6:30 PM
AGENDA
I. Call to Order 6:30PM
II. Interview Construction Manager at Risk for New City Hall,
Fire Station and Public Works Addition
A. H+U 6:30PM
B. Kraus Anderson 7:05PM
C. RJM 7:30PM
D. Discussion/Direction 7:55PM
III. Adjourn 8:20PM
Our Mission is to Provide Quality Public
Services in a Fiscally Responsible Manner
While Preserving the City’s Open Space
Character
STAFF REPORT
DATE: November 24, 2020
DISCUSSION
AGENDA ITEM: Construction Manager at Risk Firm Interviews for City Hall, Fire
Station, Public Works Addition Project
TO: Honorable Mayor and Council
SUBMITTED BY: Jake Dickson, Assistant City Administrator
BACKGROUND:
In February the Council approved the issuance of the RFP for Construction Manager at Risk (CMR) for
a new city hall, fire station and addition at public works that was contemplated as part of the 2017 space
needs study. Proposals were due on March 6th, the City received 7 proposals. Staff reviewed the
proposals and selected 3 firms to be interviewed by the City Council.
ISSUE BEFORE COUNCIL:
Which firm shall be selected to provide Construction Manager at Risk services for the new city hall, fire
station and public works addition?
PROPOSAL DETAILS/ANALYSIS:
Included in your packet are the proposals from three firms: H+U Construction, Kraus-Anderson, and
RJM Construction
Staff reviewed the proposals and selected the top three based upon the criteria outlined in the RFP:
Understanding of Requested Task
Background/Experience in Public Facilities
Staff Expertise and Experience
Understanding of Schedule
Recent Projects
Fee
Based on that review staff selected H+U Construction, Kraus-Anderson, and RJM Construction as the
firms to interview with Council. The firms will prepare a 10 minute presentation to present their
qualifications to Council. Then about 10 minutes is allotted after each presentation for council to follow
up with questions. At the end of the three interviews staff would be looking for direction from Council on
which firm to begin contract discussions with.
The tentative scheduled as outlined in the RFP was:
The project development schedule is as follows:
□Approval of Contract 3/17/2020
□Selection of Preferred Option 4/7/2020
□Complete Preliminary Site and Building Layout: 10/1/2020
□Complete Final Design: 1/15/2021
The following tasks will be dependent on the Lake Elmo City Council to proceed:
□Site Preparation: 6/1/2021
□Construction: 6/1/2021
Given the delay we expect the schedule to be pushed back about 9 months with approval of
contract happening in December 2020.
FISCAL IMPACT:
Firm Fee
H+U Preconstruction & Bidding Phase, proposed on an hourly basis - $37,950
Project Reimbursable Expenses - $354,610
Proposed Construction Manager Fee - $55,250
- CM Fee based on 0.65% of $8.5M assumed construction cost.
Construction Manager At Risk Total Estimated Compensation - $447,810
Kraus-Anderson
Preconstruction & Bidding Phase - $7,500
Construction Services: The construction duration will be dependent on the option
chosen and the scope of work determined through the preconstruction phase. At this
time, these requirements are unknown and therefore cannot be priced. The work done
through the preconstruction phase will allow for an efficient schedule and a more
accurate set of construction services to be determined.
Reimbursable Expenses - $4,000/Month
- Reimbursable expenses of office equipment, blueprinting, postage, travel,
trailer, superintendent truck/phone, insurance and IT.
Proposed CM Fee - $171,600
RJM
Preconstruction & Bidding Phase $9,830
Project Reimbursable Expenses - $297,341
Proposed Construction Manager Fee - $127,600
- CM Fee based on 1.45% of $8.8M assumed construction cost.
Construction Manager At Risk Total Estimated Compensation - $434,771
OPTIONS:
Provide direction to staff on which of the three firms to move forward with contract negotiations.
ATTACHMENTS:
H+U Proposal
Kraus-Anderson Proposal
RJM Proposal
PROPOSALPROPOSAL FOR CONSTRUCTION MANAGER AT RISK SERVICES
CITY OF LAKE ELMO CITY HALL, FIRE STATION
+ PUBLIC WORKS FACILITIES
Jake Dickson
Assistant City Administrator
City of Lake Elmo
3880 Laverne Ave N
Ste 100
Lake Elmo, MN 55042
Complex Projects Solved
MARCH 6, 2020
March 6, 2020
Mr. Jake Dickson
Assistant City Administrator
City of Lake Elmo
3880 Laverne Ave N, Ste 100
Lake Elmo, MN 55042
RE: PROPOSAL FOR CONSTRUCTION MANAGER AT RISK (CMaR) SERVICES FOR
CITY OF LAKE ELMO CITY HALL, FIRE STATION AND PUBLIC WORKS FACILITIES
Dear Mr. Dickson and Selection Committee:
Thank you for the opportunity to submit our proposal to provide Construction Manager at Risk (CMaR)
services to the City of Lake Elmo. Over the past 37 years, H+U Construction has built or improved more than
15,000,000 square-feet of public space within the state of Minnesota, including some of the State’s most
impressive public spaces. Yours is a very attractive project for us because it touches many of our strong suits
including its need for comprehensive preconstruction services, use of the Construction Management delivery
method, and public safety focus. Below are several reasons why we believe H+U is the best fit for this project.
+Right Sized Firm – As a mid-sized firm, you can be assured that the City Hall, Fire Station, and Public
Works project will receive close personal attention from our firm’s leadership.
+Client Satisfaction – 91% of our clients become repeat clients. Those who work with us choose to
continue working with us when additional needs arise.
+We Are Ready to Start – Our preconstruction team is ready to begin immediately, and project-specific
staff will become available prior to the start of construction. Our team is eager to start, and has the
capacity to serve your projects without delay.
+Continued Commitment - We Never Say Goodbye – We appreciate the trust our clients have in us
and take pride in the work we do. If selected to serve as your CMaR, H+U will remain committed to the
Lake Elmo community and the quality of your facilities for decades to come.
We are excited about earning the opportunity to work within the City of Lake Elmo. Please feel free to contact
me with any questions regarding the enclosed proposal or fees.
Respectfully,
Andy Hoffmann
Project Director/President
H+U Construction
Phone: 952-292-4833
Email: ahoffmann@hu-construction.com
H+U Construction | 5555 West 78th Street | Suite A | Minneapolis, MN 55439
Main 952-837-5408 E-mail info@hu-construction.com www.hu-construction.com
A. Professional Organization
B. Project Team
C. Planning Approach
D. Construction Management
Approach
E. Additional Information
F. Basis for Compensation
G. List of References
1-9
10-13
14
15-21
22
23-24
25
TABLE OF CONTENTS
Complex Projects Solved
SAVAGE CITY HALL + POLICE STATION
Addition + Renovation
32,000/SF Addition + 20,000/SF Renovation A.PROFESSIONAL ORGANIZATIONPROPOSAL
A. PROFESSIONAL ORGANIZATION
1. Brief firm history.
H+U Construction is a Minneapolis-based construction and consulting
firm, founded in 1983. H+U offers Construction Management, General
Contracting, Owner Representation, and Consulting services to provide
clients with a unique blend of real-world and technical expertise. H+U has
been ranked among the “Top 25” Twin Cities area construction firms for more
than a decade, and takes pride in being a great place to work for and with.
H+U has developed the type of track record that can only be achieved with
decades of successful projects. More than 500 multi-million-dollar projects
completed on-schedule and on-budget is not a coincidence - it’s the reason
more than 91% of our clients have chosen to become repeat clients over the
past 10 years.
2. Location of home office and branch offices. Location of office that
from which this project will be administrated.
H+U Construction Corporate Office Address:
5555 West 78th Street, Suite A
Minneapolis, MN 55439
3. Qualifications and Experience of the Firm: List and briefly describe
relevant construction management projects completed including size,
components, and other pertinent information. Include contact
information for the project Owner and Architect.
Please find select project profiles highlighted on the following pages
outlining relevant qualifications and experience.
In addition to the projects profiled within this proposal, H+U is currently
serving the City of Newport in the preconstruction phase of a new joint City
Hall and Fire Station project similar in scale to yours. We are also about to
break ground on a new Trailhead building for Washington County at Ravine
Regional Park, and are nearing the end of a 3-year preconstruction phase
for one of the largest public safety buildings in the state, the new Safety &
Security Center at the Minneapolis/St. Paul International Airport.
4. Total number of employees including contact information for the
person authorized to negotiate on behalf of the respondent.
H+U Construction employs a full-time staff of 23, who complete $100+
million in annual construction volume. Our primary point of contact for this
proposal is listed below:
Andy Hoffmann, President/Partner
Phone: 952-292-4833
Email: ahoffmann@hu-construction.com
Building Legacies
Building with
purpose.
Building for the
greater good.
PAGE 1www.hu-construction.com
A. PROFESSIONAL ORGANIZATION
H+U served the City of Stillwater in the preconstruction and construction phase of their City Hall and
Police Station renovations which were completed in May of 2019. The project was completed in three
phases over 15 months of construction. As a result of H+U’s service in the first two phases, the City chose
to have H+U Construction complete a third phase of renovations which was completed on-schedule and
under budget.
Project Highlights:
+4-story, state-of-the-art facility featuring indoor parking for
patrol cars and administration, office space, fitness center,
central communications center, detention center, and full
classroom training workshop spaces
+Completed project in 3 phases to accommodate Stillwater
Police Department operations
+During the design phase, H+U provided continuous Value
Engineering to keep the project tracking within budget
+H+U solicited contractor input and developed $320,000 in
cost saving options during bidding and construction
+Prior to construction, H+U prepared reasonable estimate
of General Conditions costs for items such as temporary
enclosure, dumpsters, toilets, and general clean up
+H+U on-site staff provided portions of general labor,
maintaining General Conditions costs $50,000 below the
originally budgeted $75,000
project name:
Stillwater Police Station Remodel +
City Hall Improvements
project owner:
City of Stillwater
client contact:
Bill Turnblad
Phone: 651-430-8821
architect of record:
Wold Architects + Engineers, Joel
Dunning
Phone: 651-227-7773
project location: Stillwater, MN
year completed: 2019
project size:
700/SF Addition, 18,600/SF Renovation
project cost: $2,900,000
www.hu-construction.com PAGE 2
project name:
Roseville Fire Station
project owner:
City of Roseville
client contact:
Chief Tim O’Neil
Phone: 651-792-7305
architect of record:
CNH Architects, Quinn Hutson
Phone: 952-997-4583
project location: Roseville, MN
year completed: 2013
project size: 35,000/SF
project cost: $9,350,000
A. PROFESSIONAL ORGANIZATION
H+U Construction served the City of Roseville and Roseville Fire Department from the planning
phase through completion. H+U worked through the bidding phase to keep the project on budget and
managed all aspects of construction to ensure that the facility was built to the highest quality standards
and at the most cost-effective price. After two years of planning, design, and construction, the new, award-
winning fire station was delivered one month ahead of schedule, and below budget.
Project Highlights:
+Worked together with the Owner and Architect throughout the
entire preconstruction phase
+Identified over $800,000 in value engineering options
+Efficiently designed and constructed in less than 2 years
+Opened 1 month ahead of schedule
+Nearly $120,000 under budget
+Named a “Top Project” by Finance & Commerce magazine
based off degree of difficulty, creativity in design, innovative
construction techniques, cooperation among contractors and
management, and sustainability efforts
“Working with the City and Design Team, they [H+U
Construction] were able to keep our project within budget
without compromising any of the building features that
were important to us, or the overall quality of our building.”
Tim O’Neill, Roseville Fire Chief
www.hu-construction.com PAGE 3
project name:
Brookings City + County
Government Center
project owner:
Brookings County + City of Brookings, SD
client contact:
Jeff Weldon, City Manager (retired)
Phone: Available Upon Request
architect of record:
Cannon, Moss, Brygger - Todd Moss
Phone: 712-274-2933
project location: Brookings, SD
year completed: 2012
project size: 76,000/SF
project cost: $11,400,000
A. PROFESSIONAL ORGANIZATION
H+U Construction served as the Construction Manager for the Joint Powers Agreement Board
consisting of representatives from Brookings County and the City of Brookings, South Dakota. The City
and County worked together on their space needs to eliminate overlap in services while providing cost
savings to taxpayers. The 76,000/SF building houses administrative offices for both City and County
officials and employees that share the joint facility.
Project Highlights:
+Completed on schedule and under budget with nearly
$400,000 in remaining contingency returned to Owner
+Joint venture viewed by officials as “an opportunity to
do something never done before, and to be a model to
other city/county joint ventures.”
+3-story state-of-the-art facility features a combined City
Council Chambers/County Board Room, conference
rooms, administrative offices, and storage
+Project also included a nearby City Maintenance Facility
with garage space for 7 vehicles, parking for 18 vehicles,
and a paved area that can be used to store City equipment
+Project Superintendent, Dan Volbert, was awarded the
key to the City of Brookings and named an honorary
“Jackrabbit” for his outstanding service
www.hu-construction.com PAGE 4
project name:
Metropolitan Airports Commission (MAC)
Safety + Security Center
project owner:
Metropolitan Airports Commission
client contact:
Puneet Vedi, Asst. Director, Project Delivery
Phone: 612-726-8133
architect of record:
Miller Dunwiddie, Alicia Skow
Phone: 612-278-7728
project location:
Minneapolis-St. Paul International Airport
(MSP); Minneapolis, MN
year completed: In Progress
project size: 160,000/SF
project cost: $115,000,000
A. PROFESSIONAL ORGANIZATION
H+U Construction has been proudly serving the Metropolitan Airports Commission at the
Minneapolis-St. Paul International Airport (MSP) since 2016, where our team has served on a variety
of projects ranging from safety and security upgrades, to new building construction. The new Safety +
Security Center at MSP will include a Emergency Operations Center (EOC), Emergency Command Center
(ECC), Police Headquarters, and Fire Station, among other various components.
Project Highlights:
+H+U began serving the project early in the planning
phase, led by the same Preconstruction staff proposed
to serve the City of Lake Elmo
+Following pre-design, H+U was tasked with maintaining
a real-time estimate throughout programming and
project development phases of design
+30+ design options and alternates have been priced
to date, including MEP redundancy, rainwater reuse
systems, solar thermal systems, several blast protection
schemes, and a variety of IT infrastructure options
+H+U has been serving the project in the pre-design
and design phases for nearly 3 years, with construction
expected to begin in the summer of 2020
+Once operational, the new building will house fire, police,
and over $7 million in mission-critical IT equipment
+Considered to be one of the most advanced facilities of
its type anywhere in the Midwest
*Detailed images unavailable at this
time due to confidentiality purposes.
www.hu-construction.com PAGE 5
project name:
Eagan Fire Safety Center
project owner:
City of Eagan
client contact:
Mike Scott, Eagan Fire Chief
Phone: 651-675-5000
architect of record:
SEH Architects, Brian Bergstrom
Phone: 612-758-6718
project location: Eagan, MN
year completed: 2011
project size: 38,000/SF
project cost: $8,300,000
A. PROFESSIONAL ORGANIZATION
H+U served as the Construction Manager for the new Eagan Fire Safety Center which includes five
double deep drive-through bays for fire trucks and emergency vehicles, administrative offices, dormitories
for firefighters, and a police evidence storage area. The full training room adapts to become a shared
Emergency Operations Center for fire personnel, administration, and police personnel.
Project Highlights:
+First Green Globes-certified fire safety center built in the U.S.
+Recognized by the Green Building Initiative with 2 Green
Globes awards for energy efficiency
+Facility is fitted with geothermal ground-source heating and
cooling pumps, which have an estimated 7 year payback
+Built with proper ventilation, heating, vehicle exhaust systems,
and natural lighting is utilized wherever possible
“Our only regret has been not hiring [H+U] sooner...there is
no doubt they have saved the City of Eagan a great deal of
money by providing constant value engineering of
our project to help provide the most cost effective and
durable product for the city.”
Mike Scott, Eagan Fire Chief
www.hu-construction.com PAGE 6
project name:
S.C.A.L.E. Regional Public Safety Training
Center + Firing Range
project owner:
Scott County
client contact:
Gary Shelton, Scott County Administrator
Phone: 952-496-8100
architect of record:
BKV Architects, Ted Redmond
Phone: 612-339-3752
project location: Jordan, MN
year completed: 2008
project size: N/A
project cost: $6,700,000
A. PROFESSIONAL ORGANIZATION
H+U served as the Construction Manager for the construction of the new S.C.A.L.E. Regional Public
Safety Training Center and Firing Range. The project consists of three specific site areas: Academy
Building, Shooting Ranges, and the South Site which includes the Tactical Burn Tower, Pump House, and
Retention Pond. The facility provides training opportunities for area firefighters, law enforcement officials,
emergency management, and preparedness personnel; military, public health, and public works groups.
Project Highlights:
+Academy Building consists of training facilities, office
space, and flex space
+Shooting Ranges includes a 25-yard tactical range and
a 200-yard rifle range, each with precast concrete walls
and bar joist supports with bullet baffles structured
between them
+South Site includes site work including road, utilities,
fencing, retention pond, and piping to pump house
+Tactical Burn Tower is a 5-story precast concrete building
with specialty doors and equipment along with 2 gas-
fired fire simulators for firefighter training
+Numerous stairwells, standpipe and sprinkler systems,
and structures for portable maze scenarios
www.hu-construction.com PAGE 7
project name:
Savage City Hall + Police Department
project owner:
City of Savage
client contact:
Barry Stock, City Administrator (retired)
Phone: 952-882-2660
architect of record:
Tushie Montgomery & Associates - Gary Tushie, AIA
Phone: 612-861-9636
project location: Savage, MN
year completed: 2007
project size: 32,000/SF New Addition, 20,000/SF
Renovation
project cost: $8,500,000
A. PROFESSIONAL ORGANIZATION
Project Highlights:
H+U was the Construction Manager for the new state-
of-the-art SBM Fire Station for the cities of Spring Lake
Park, Blaine, and Mounds View, MN. The building is
fitted with geothermal ground-source heating and
cooling system and a heated apparatus bay floor. The
new station houses space for administrative offices and
training resources, as well as facilities for fire apparatus
and vehicle parking and maintenance.
The 35,000 square-foot fire station/training facility
features a maintenance bay, 4 double deep drive-
through bays, a 2nd level training room and a fitness/
recreation room. The project was completed on-time
and under budget.
project name:
SBM Fire Station No. 3 Joint Training Facility
project owner:
Cities of Spring Lake, Blaine, and Mounds View
client contact:
Nyle Zikmund, Fire Chief (retired)
Phone: Available Upon Request
architect of record:
Tushie Montgomery & Associates - Gary Tushie, AIA
Phone: 612-861-9636
project location: Blaine, MN
year completed: 2006
project size: 35,000/SF
project cost: $7,100,000
Project Highlights:
The H+U team provided Construction Management
services for the Savage City Hall addition. The addition
provided the Savage Police Department with much
needed administrative offices and space for staff and
equipment including a new jail, storage areas, office
space, meeting rooms, and a heated garage for the
squad cars.
The project’s second phase began upon completion
of the police department and entailed the renovation
of the current police station, which was converted into
new City offices. All of the expansion and renovation
work was successfully completed while the facility was
fully operational.
www.hu-construction.com PAGE 8
A. PROFESSIONAL ORGANIZATION
H+U is currently serving as a Construction Manager for the projects listed below:
PROJECT + OWNER DESCRIPTION
Water Works Mezzanine
Historical Renovation
Minneapolis Park +
Recreation Board
H+U is currently in the construction phase of a $14.1M transformative
park development project scheduled to be completed in Fall 2020.
The project, overlooking St. Anthony Falls and the Stone Arch Bridge,
will bring new historic, cultural, and recreational amenities including
3-acres of green space and plazas to the most iconic location in the
region. Additionally, H+U is using existing mill ruins dating from the
early 1800s to construct indoor meeting, event, and restaurant space.
Ravine Regional Park
Renovation
Washington County
H+U is currently in the preconstruction phase of a $3.4M renovation
project at Ravine Regional Park in Cottage Grove, MN. The project
includes community gathering space, a small kitchen, administrative
offices, and sheltered picnic areas.
Newport New City
Hall, Fire Hall + Law
Enforcement Center
City of Newport
H+U was recently selected to serve as the CMaR for the new
construction of a combined City Hall, Fire Hall + Law Enforcement
Center in the City of Newport. H+U will be providing its full array
of Construction Management services including overseeing
preconstruction, cost estimating, and construction of the $7M project
scheduled to break ground in Summer 2020.
Lester Prairie School
Additions + Renovations
Lester Prairie Public
Schools
Following a successful referendum campaign in August 2019 led by
H+U Construction, H+U is currently in the preconstruction phase of a
$13.65M addition and renovation project to expand and improve the
Lester Prairie Public School. The project includes enhanced building
safety and security, classroom, kitchen and cafeteria additions, and an
industrial technology addition as well as additional space for physical
education, arts, and athletics.
Prior Lake High School
Additions
Prior Lake-Savage Public
Schools
H+U has been serving the Prior Lake-Savage School District for over
20-years, and recently broke ground on a $40M expansion at Prior
Lake High School; the second expansion we’ve undertaken at the
school since completing its original construction in 2003.
Humboldt High School +
Como Park Senior High
Additions + Renovations
St. Paul Public Schools
H+U has served St. Paul Schools since 2012, and is midway through
two addition and renovation projects totaling $115M. Each project
is being completed in phases while the buildings remain fully-
occupied. These ongoing projects will be completed between
August and December 2020.
American Indian Magnet
School Additions +
Renovations
St. Paul Public Schools
H+U is assisting the District and Design Team to finalize the scope
of the project. The project budget is set at $50M and is expected to
begin construction in June 2020.
MSP International
Airport Various Projects
Metropolitan Airports
Commission
H+U Construction is serving the Metropolitan Airports Commission on
a wide variety of projects at different phases of design and construction.
Several upcoming projects include a Wash Bay Addition, Terminal-2
Expansion/Renovation, Storage Building expansion, new Safety &
Security Center, and miscellaneous IT infrastructure upgrades.
In addition to the contracts listed above, H+U also provides cost estimating services for:
City of Brooklyn Center Dakota County Cuningham Group Architect
LHB Architects Nexus Solutions Hennepin County
www.hu-construction.com PAGE 9www.hu-construction.com
Complex Projects Solved
CITY OF ROSEVILLE FIRE STATION
New Construction
35,000/SF PROPOSALB. PROJECT TEAM
ww w.hu-construction.com
B. PROJECT TEAM
PAGE 15
Andy Hoffmann
Project Director/President
Andy has 23 years of industry experience, including over 12 years with
H+U. He has served as a Construction Manager for single projects
valued up to $65 million and has led H+U’s preconstruction team
since 2012. He has overseen preconstruction, facilities planning and
cost estimating efforts for more than $700 million in public projects.
Additionally, Andy has worked as a facility planning consultant to
several design firms and public institutions.
He will work to identify the key milestone dates for design, procurement,
and construction that will serve as a road-map for completing the
work on-schedule. During the design phase, Andy will develop cost
estimates, value engineering options, work scope descriptions,
and front-end specifications. He will actively market the project to
prospective bidders and lead pre-bid conferences.
Andy will lead our team through the preconstruction phase, and
transition day-to-day leadership to our construction phase team, led
by Todd Iverson, as we conclude the bid phase. During construction,
Andy will be responsible for oversight of our team, and serve as the
City’s executive contact at H+U Construction.
EDUCATION
Minnesota State University,
Mankato – Mankato, MN
BS, Construction Management
AREAS OF EXPERTISE
Preconstruction Services
Cost Estimating
Value Engineering
Construction Phasing
Public Bid Procedure
Bid Marketing
PROFESSIONAL
MEMBERSHIPS
Construction Management
Association of America
(CMAA) Board of Directors,
2012-2018
Minnesota Construction
Association (MCA) Member
Minnesota Construction
Association (MCA) Member
Minnesota Association
of School Administrators
(MASA) Executive
Development Committee
Member
PROJECT EXPERIENCE
+Metropolitan Airports
Commission, Safety +
Security Center: New $115M
Airport Fire Station, Police
Headquarters + Security
Center Currently in the
Preconstruction Phase
+City of Eagan, Fire Safety
Center: New 38,000/SF Fire
Station, Training Center, and
Police Evidence Storage
+City of Roseville, Roseville
Fire Station: New 35,000/SF
Fire Station + Training Facility
+Scott County, S.C.A.L.E.
Training Facility: New $6.7M
Public Safety Training Facility
Including a 4-story Burn
Tower, Diving Well, Shooting
Range, and Building Space
+City + County of Brookings,
SD: New 76,000/SF Joint
City + County Government
Center
+City of Apple Valley,
Valleywood Clubhouse:
New 16,700/SF Green
Globe Certified Golf Course
Clubhouse
+City of Apple Valley, Hayes
Senior Center: New 22,000/
SF Green Globe Certified
Senior Center
+City of Marshall, Red Barron
Arena: New 78,200/SF Ice
Arena + Expo Center
+City of Redwood Falls,
Redwood Area Hospital:
95,000/SF Phased
Renovation of a Fully-
operational Hospital
www.hu-construction.com PAGE 10
ww w.hu-construction.com
B. PROJECT TEAM
PAGE 16
Todd Iverson, LEED AP®
Senior Project Manager
Todd has been with H+U Construction for 20 years and has over 30
years of experience in the construction industry. Todd will be an active
participant in the design phase planning effort, and will lead our
team during the construction phase. His responsibilities will include
overseeing the performance of H+U’s office and field staff, enforcing
contract requirements with contractors, overseeing the project budget,
and ensuring that your day-to-day needs are met throughout the
construction phase.
Our clients know Todd as someone who will pro-actively address
contentious matters and enforce contractor requirements. Contractors
know Todd as fair and honest, but also as someone who will assertively
enforce their contract requirements.
EDUCATION
University of Wisconsin-Stout
– Menomonie, WI
BS, Construction Management
AREAS OF EXPERTISE
Project Management
Estimating
Community Outreach
+ Education
Bidding
Contract Enforcement
Conflict Resolution
PROFESSIONAL
MEMBERSHIPS
Minnesota Educational
Facilities Management
Professionals (MASMS)
Member
Minnesota Construction
Association (MCA) Member
PROJECT EXPERIENCE
+City of Stillwater, City Hall
+ Police Station: 700/SF
Addition and 18,600/SF
Renovation Converting a
Fire Station to Police Station,
and Updating City Hall
+City of Roseville, Roseville
Fire Station: New 35,000/SF
Fire Station + Training Facility
+Wenck Response Services,
Emergency Response
Headquarters: 17,000/SF
Renovation of a Warehouse
to House Wenck’s Emergency
Response Division
+Minneapolis Parks +
Recreation Board, Water
Works: 3-Acre Park + 7,000/
SF Historic Renovation
Currently Underway
+City of Minneapolis, Nicollet
Mall Reconstruction:
12-Blocks of Above-
grade Improvements
to the Nicollet Mall
+City of Chaska, Chaska
Community Center:
4,500/SF Renovation of
an Occupied Facility
+Rosemount-Apple Valley-
Eagan Public Schools,
Eagan High School: 30,000/
SF Addition and 32,000/
SF High School Expansion
+Prior Lake-Savage Area
Schools, Various Projects:
Four Projects Totaling
$75M since 2006
+Jordan Public Schools,
Jordan Middle School +
CERC: 49,000/SF Addition
and 119,000/SF Renovation
of Jordan Middle School
+ Community Education
Recreation Center
+Burnsville-Eagan-Savage
Public Schools, Burnsville
High School: 137,000/
SF High School Addition
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B. PROJECT TEAM
PAGE 17
DAN VOLBERT
Senior Project Superintendent
Dan, a 20 year veteran with H+U, has over 30 years of experience
in the construction industry. Dan will serve as your Senior Project
Superintendent. He will become involved prior to the start of the
construction phase, and will be responsible for overseeing H+U
Construction’s performance on-site.
As a Senior Superintendent, Dan will be stationed at the jobsite full-
time for the duration of the project to provide schedule input, perform
periodic inspections, review progress schedules, monitor the flow of
information, and ensure that our on-site staff is meeting or exceeding
the City’s expectations.
Dan will take pro-active measures to enforce standards of quality,
making sure the schedule is adhered to, work is performed according to
specifications and plans, and that materials are delivered as promised.
EDUCATION
South Hennepin Technical
College, Eden Prairie, MN
Certificate of Completion in
Carpentry
AREAS OF EXPERTISE
Preconstruction Planning
Construction Site Logistics
Site Safety Management
OSHA Compliance
Site Project Management
Quality Control
Schedule Management
PROFESSIONAL
CERTIFICATIONS
OSHA 30 Hour Certification
SWIFT Certification
PROJECT EXPERIENCE
+City of Roseville, Roseville
Fire Station: New 35,000/SF
Fire Station + Training Facility
+City of Blaine, SBM Fire
Station No. 3: New 35,000/SF
Fire Station + Training Facility
+City of Eagan, Fire Safety
Center: New 38,000/SF Fire
Station, Training Center, and
Police Evidence Storage
+City + County of Brookings,
SD: New 76,000/SF Joint City
+ County Government Center
+Burnsville-Eagan-Savage
Public Schools: District-Wide
Facility Improvement Project
+City of Redwood Falls,
Redwood Area Hospital:
195,000/SF Phased
Renovation of a Fully-
operational Hospital
+Jordan Public Schools:
Jordan Middle School
Addition and Renovation
and Jordan Community
Education + Recreation
Center Projects
+Rosemount-Apple Valley-
Eagan Public Schools:
Senior Superintendent
for District-Wide Facility
Improvement Projects
+Hopkins Public Schools:
Senior Superintendent
for District-Wide Facility
Improvement Projects
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B. PROJECT TEAM
PAGE 18
LUKE NELSON
Project Manager
Luke has been with H+U for 6 years, and has 2 years of Civil Engineering experience
prior to joining H+U. Luke has managed projects of his own including the Stillwater
Police Station & City Hall as well as Newport’s new City Hall, Fire Hall & Law
Enforcement Center and Washington County’s Ravine Regional Park, both currently
underway. Additionally, Luke has worked with our Senior Project Management staff
to support larger and more complex projects as he would with the City of Lake
Elmo. Luke’s responsibilities include supporting the cost estimating team, public
bid administration, budget management, schedule maintenance, and coordinating
Owner needs with construction activities as well as leading the closeout phase to
ensure that the Owner receives all required documentation.
JOE UHLHORN
Project Controller
Joe has over 15 years of construction industry experience and serves as the
Chief Financial Officer/Partner for H+U Construction. He holds a Bachelor’s
degree in Finance and Economics from the University of St. Thomas, and has led
the accounting process for more than $400 million in construction contracts on
behalf of our clients. Joe’s responsibilities will include overseeing the preparation
and reconciliation of contractor Pay Applications, and all contractor, vendor, and
Construction Management invoicing. Joe will tailor his documentation process to
fit your needs, and work with our Project Management team to provide a complete
financial summary to the City on a monthly basis.
LISA KNOX
Project Administrator
Lisa has 6 years of experience in the construction industry as a Project Administrator
and over 25 years of administrative and service experience. Lisa will assist with the
preparation of contracts, submittals, insurance, and closeout documents as well as
tracking all Change Orders, preparing/reviewing meeting minutes, and assisting
with the overall project documentation and communications. Lisa is also proficient
in the use of our Procore construction management software. She will serve as our
lead for implementing Procore systems across the project team, and will provide
training to City representatives so that all team members can access real-time
project information using any mobile device.
JOELLE KWIATKOWSKI
Cost Estimator
Joelle has 5 years of cost estimating experience, and a Bachelor’s degree in
Construction Management from Minnesota State University, Mankato. Joelle serves
as a full-time cost estimator, with day-to-day responsibilities including quantity take-
offs, reviewing plans for errors and omissions, Value Engineering, and assessing bid
costs to continually improve and maintain H+U’s cost database. Her past experience
has included both bidding projects as a General Contractor and performing cost
estimates as a consultant. This combination of real-world application, and technical
consulting makes Joelle a valuable resource to our project teams and clients.
www.hu-construction.com PAGE 13
Complex Projects Solved
CITY OF EAGAN FIRE SAFETY CENTER
New Construction
38,000/SF PROPOSALC. PLANNING APPROACH
C. PLANNING APPROACH
1. Describe expected role in working with the Owner and Architect during planning and design.
Our preconstruction staff will have an active role in the design phase, as we work to develop budgets, recommend
building materials, identify schedule milestones, and navigate any development-related needs for the projects.
While we do not provide design services, we do provide design input and advise the City on the cost, maintenance
needs, and long-term impacts of proposed building materials.
Our goal in the design phase is the ensure that the designed building fits within your budget, will meet your long-
term needs, and can be constructed in an efficient manner. We will work “hand-in-glove” with the Design Team,
but act as an Owner’s advocate during the design of your buildings.
Prior to bidding, H+U Construction will develop specification sections related to the schedule, scope of work
for subcontractors, safety, temporary facilities, and General Conditions. We will actively market the project to
subcontractors to maximize the number of bids received, and administer the public bid process.
2. Describe approach to project budgeting.
A common misconception is that construction funds are determined once a project is bid, when in fact, more than
90% of construction costs are determined before designs are 60% complete. The materials and systems that will
go into your building are what determines the cost, much of which is determined in the early design phase. Once
a project enters the final design and/or bidding phase, it is often either too late, or too costly to redesign a project
to meet either a budget or a need.
Many of H+U’s most valuable services are provided in the preconstruction phase, as our team works to understand
the costs, and propose savings, or value enhancing options. The critical cost-control steps discussed below are
what will keep your project on-budget, on-schedule, and set up for success.
3. Describe approach to project scheduling.
In over 37 years of operation and with more than 400 projects completed, H+U Construction has never had to
delay the opening date of a new or renovated building. This is a statistic that we are extremely proud of, and one
that we strive to maintain year-after-year. Our team will work with your stakeholders and Architect to prepare and
maintain a Master Schedule that identifies the timelines for this project. This schedule will serve as a roadmap for
the project from design to closeout. We will work with the City, Project Team, and others as requested.
PAGE 14www.hu-construction.com
Complex Projects Solved
SCOTT COUNTY REGIONAL PUBLIC SAFETY
TRAINING CENTER + FIRE RANGE (S.C.A.L.E.)
New Construction PROPOSALD. CONSTRUCTIONMANAGEMENT APPROACH
D. CONSTRUCTION MANAGEMENT APPROACH
Construction Management Approach – Describe proposed
administration of this project, including:
1. Cost Estimating
H+U’s estimating process is distinguished from other construction
managers by several important factors. First, we communicate – we don’t
rely on a database for everything. This means we will contact specific
trades to receive relevant, project specific, current pricing as needed.
We know what’s happening in the construction market related to pricing.
Second, we achieve a high level of estimating accuracy by applying
the technical expertise of our entire Estimating Resources Group. Each
member of our team has a background and technical knowledge in
a specific building trade. This specialization helps us to provide not
only precise estimates, but also identify constructability issues, value
engineering options, and schedule concerns as they apply to specific
trades.
Finally, we use up to date technology to provide accurate estimates. Our
Civil Estimating Team uses AutoCAD Civil 3D software which estimates
precise soil quantities. Our other estimators use Planswift which allows
for building and landscape material quantities to be estimated and
recorded electronically in an easy-to-understand PDF format. This tool
allows us to clearly communicate our understanding of the material
quantities and locations with you and the Design Team.
Schematic Design Estimates - are developed as the early design evolves
to evaluate the general scope and cost of the proposed work. Quantities
are estimated where available and assumptions are made where designs
have not yet been completed.
Design Development Estimates - will be prepared to continue
evaluating the established project budget and scope in greater detail. As
the designs develop and information is added, assumptions are replaced
by actual quantities and verified costs.
Construction Documents - Estimates are extremely detailed and include
the specific costs associated with labor, materials and equipment. Our
Project Director, Project Estimator, and Project Team will conduct a line-
by-line review of each Construction Document estimate with all members
of our Estimating Resource Group to confirm the accuracy of each final
cost.
Our team will work with the City to identify a scope of work for each
project that matches the available funds. We will develop bid alternatives
to ensure that projects stay within budget on Bid Day. Estimated
quantities for potential unforeseen conditions will be estimated and
included within the bid documents as allowances to ensure that the City
receives a fair value for unknown scope or project savings when scope is
less than anticipated.
H+U
estimates over
$400,000,000
in construction
costs annually
for clients.
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D. CONSTRUCTION MANAGEMENT APPROACH
2. Relationship to the Architect in preparation of the project manual.
Our team will provide Supplementary Specification Sections which apply
to Bidding Requirements, Supplemental General Conditions and Division
1, or “Front-End” requirements of the Project Manual. We will prepare the
Advertisement for Bids, Supplementary Instructions to Bidders, Contract
Work Scope Descriptions, Payment Procedures, Project Coordination, Project
Schedule, Temporary Facilities and Controls, as well as the Project Safety
portions of the Project Manual with input and approval from the City of Lake
Elmo.
3. Value engineering.
We believe that it is never too late or too early to generate project savings. Our
value engineering and value management process begins in the conceptual
design phase and continues through the estimating, bidding, construction,
and post-construction phases. A value engineering and constructability
report will be reviewed with the Architect and provided to the City with each
estimate. These reports will identify potential construction and operational
savings associated with different materials and building systems.
During the preconstruction phase, our Mechanical, Electrical, Plumbing
(MEP) and Civil Systems Coordinators will review plans and specifications
to identify construction and operational cost savings options for the City’s
review. We will meet with your staff and Design Team members to discuss the
advantages and disadvantages of each proposed system so that your staff
can make informed decisions on the systems used at each facility.
Our MEP and Civil Systems Coordinators will also review plans to identify
potential constructability issues before the project has been bid. Since design
discrepancies, material intersections, and utility elevations can result in added
construction phase costs, our MEP and Civil staff will work to minimize any
oversights made by Design Team members.
Cost savings can be found during the bidding and construction phases
by soliciting contractor input on substitute materials, assemblies and
manufacturers. H+U Construction will collect and review all reasonable
options and present cost savings options to the Project Team throughout the
preconstruction and construction phases.
Our
teamwork
philosophy
spreads far
beyond our
office walls.
PAGE 16www.hu-construction.com
4. Bidding administration.
H+U knows that there are many benefits to awarding work to local
contractors. Those benefits include better quality and direct local
economic stimulus. Although we cannot completely control who wins
work, there are steps we take as a Construction Manager to cater to
local contractors. H+U tailors our contract work scopes to balance
efficiency with local contractor abilities before going out to bid on
every project. This proven approach will encourage local participation,
while minimizing costs and maximizing quality.
Prior to the bid phase, our team would host an informational open
house event in Lake Elmo, complete with coffee and donuts. This
event would provide any local contractors who are not familiar with
the Construction Management model, with an opportunity to meet our
team and learn more about the project.
BID MARKETING EFFORTS
As an example of our bid marketing efforts, H+U made over 300
bid marketing phone calls leading up to the Stillwater Police Station
and City Hall Pre-Bid Meeting which was attended by 40 perspective
bidders. After reviewing the list of attendees, we began targeting
our bid marketing efforts towards divisions of work that were not
represented at the Pre-Bid meeting. The end result of these efforts
was a total of 65 bids for 16 contracts, with bids received from every
applicable trade.
H+U will facilitate the bid advertisement process and list the project locally in approved Plan Rooms, industry
publications, and approved local newspapers. We use computer-based bid solicitation software that includes
hundreds of qualified contractors and subcontractors. The electronic notification system notifies the subcontractors
about your project. The program sends a customized “Invitation to Bid” to each subcontractor detailing the bid
date, when and where bid documents are available and any special bidding requirements. Our Project Team will
hold Pre-Bid Conferences to clarify subontractor questions and, in conjunction with the Architect, clarify design
details. At bid openings, we will organize and manage the entire process as directed by the City.
H+U personally
contacts hundreds
of qualified
bidders, with
an average of
approximately 5+
bids per contract.
PAGE 24www.hu-construction.com PAGE 17www.hu-construction.com
D. CONSTRUCTION MANAGEMENT APPROACH
5. Project scheduling.
Our team will work with your stakeholders and Architect to prepare
and maintain a Master Schedule that identifies the timelines for this
project. This schedule will serve as a roadmap for the project from
design to closeout. We will work with the City, Project Team, and others
as requested.
Critical Path, Milestone, and Look-Ahead Schedules - will be
developed for the project. These schedules will be used to monitor
progress, identify timelines for use in bidding and communicate our
upcoming activities.
Microsoft Project Scheduling - software is used to create and update the
progress of Critical Path Schedules. These highly technical schedules
are used to document progress, schedule recovery timelines, and
identify phasing sequences for various areas of each site. Critical Path
Schedules will be used to review the project.
Milestone Schedules - will be used to communicate general
construction timelines with contractors during the bid phase. Milestone
dates will be written into the contract documents and contractors will
be contractually obligated to operate within these timelines.
Look-Ahead Schedules - will be prepared for each project on a weekly
basis. These schedules will identify the type and location of work that will
take place over the following weeks. Look-Ahead Schedules are used
to coordinate the activities of various contractors and communicate
upcoming activities with the City.
400+
Multi-million-
dollar projects
completed
on-schedule
+ on-budget.
PAGE 18www.hu-construction.com
D. CONSTRUCTION MANAGEMENT APPROACH
6. On-site project coordination.
H+U believes that maintaining the make-up of the construction team
from project inception through project completion improves teamwork,
enhances the decision-making process and ultimately, provides the greatest
opportunity for a successful building program. The same key team members
will serve the City for the full duration of the project.
We will provide full-time management and site supervision for the entire
building program. Our project team members will be assigned to individual
projects, or groupings of smaller projects in close proximity to one another
to supervise and coordinate the work of contractors. We will work with the
City to develop a management and supervision plan that efficiently meets
your needs without compromising the requirements of the program or
individual project.
Our Superintendents will be dedicated to the City on a full-time basis during
their respective work assignments, or whenever efficiently possible, for the
duration of the building program. H+U’s Project Director and President, Andy
Hoffmann, will be responsible for overseeing the performance of our team
throughout the project. H+U’s Senior Project Manager, Todd Iverson, will
oversee the day-to-day performance of our management, administrative,
and support team members. H+U’s proposed Senior Project Superintendent,
Dan Volbert, will be responsible for the day-to-day performance of our on-
site staff and contractors.
We believe that in order to effectively manage a project of this scale, H+U’s
Project Management Team will need to spend a majority of their time on-
site during construction. H+U’s field office will be equipped with a high
speed fiber line to ensure that connectivity does not prohibit effective
management of the project, and a minimum of one Project Management
Team representative will be stationed on-site at all times.
7. Cost control during construction.
Construction phase costs, excluding the cost of any construction-phase scope changes, will be limited to the
Guaranteed Maximum Price (GMP). The GMP will be submitted for City approval following the bid phase, and
before construction is approved to proceed. We recommend that the City maintain a separate contingency
balance to account for any scope changes that may be needed during construction, but scope changes typically
fall between -1% and 2% of the construction cost.
During and before construction, H+U will solicit value engineering options from low bidders. These savings can
be used to offset the cost of any scope changes, or to provide savings to the City. We will work to maintain
General Conditions costs, labor allowances, and other budget items below budget, and expect to return GMP
savings to the City upon completion of the project. Every project H+U has served on within the past 10-years has
been completed within budget, and with savings returned to the Owner upon completion.
8. Change order procedures.
Should a change in work scope become necessary, our Project Management and Supervision Staff will carefully
analyze any Change Order requests and require each contractor to provide a detailed cost breakdown for their
Change Order proposals. We will analyze each proposal for merit before summarizing and determining the final
cost of any Change Order. This analysis is done with every Change Order request before it is forwarded to the
Design Team for further action. This “first line of defense” or “culling out” process ensures that only valid changes
with reasonable compensation or Owner credit are recommended for further action.
We will challenge contractors on any issues we believe are unwarranted and request that the contractor reconsider,
revise, and/or drop their claim. H+U will present the Change Order information with supporting documentation
for presentation to the Design Team for review and approval. The Design Team will review the Change Orders
and then forward to the City for approval. No changes in the work or costs/credits will be implemented without
approval from the City.
Progress
through
collaboration.
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D. CONSTRUCTION MANAGEMENT APPROACH
Programs, Procedures + Regulations:
+H+U Safety Manuals provide employees with safety information.
+Fall protection is required at and above 6-feet height elevation for all trades.
+Protective eye wear gear worn 100% of the time.
+Site-specific Safety Manuals describe safety issues and requirements for each site.
+Subcontractor Preconstruction Safety meetings are held to review the contract and Site-specific Safety Manual.
+Employee safety orientation meetings are held by each subcontractor with documentation provided by H+U.
+OSHA Outreach Program is a partnership with OSHA Consultation involving monthly walkthroughs of selected
jobsites and site safety committee meetings.
+Jobsite safety inspections occur on a daily basis by jobsite personnel and bi-monthly by safety professionals.
+Corporate and jobsite safety committee meetings are held monthly.
+Non-monetary safety incentive programs promote awareness and reward compliance.
+High visibility apparel is required for all workers on all jobs when exposed to moving equipment.
+Drug-screening is performed following accidents and injuries and prior to hiring.
Our team will take a proactive approach to safety on your project, carefully
analyzing the needs of our work site and custom tailor a safety program to meet
the unique needs of this project. H+U Construction and its contractors will work
collaboratively with the City of Lake Elmo as needed to develop a Project-specific
Safety + Security plan in accordance with the City’s and H+U’s standards. Initially
upon site mobilization, select fencing will likely be utilized to restrict access to
certain areas, protecting and isolating equipment, and dangerous conditions
around the site. Appropriate signage will be posted throughout the project site,
including appropriate instructions at the site entrance describing construction
access and limiting and controlling visitor access.
Our comprehensive safety plan will extend beyond the areas directly affected by
construction activities to address security, pedestrian safety, and the concerns
of local officials. If requested, during community participation meetings we will
specifically allocate a portion of the meeting to address any neighborhood safety
concerns.
H+U Construction recently received
the 2nd highest safety score
out of 115 contractors scored by the
University of Minnesota.
9. Safety program.
H+U views our people as our most important asset. Keeping everyone safe at the jobsite is a responsibility we
take very seriously. We believe that through leadership, partnership, engineering, preventative maintenance,
training, innovation, and employee motivation, accidents can be minimized, if not entirely prevented.
Safety education and training is an ongoing process. The H+U Safety Program trains all employees in proper
conduct and adherence. Additionally, all project sites require the use of Project-specific Safety Manuals along
with individual safety orientation for everyone working on-site. Safety procedures are clearly documented and
continually reviewed and improved. H+U provides confined space entry, trenching and excavation, fall protection,
hazard communication, job hazard analysis, heat/cold stress, and driver safety training.
www.hu-construction.com PAGE 20www.hu-construction.com
D. CONSTRUCTION MANAGEMENT APPROACH
10. Management and coordination of final start-up, testing, and occupancy.
Our team begins planning for occupancy in the preconstruction phase and will be instrumental in the coordination
required for project close-out, including City occupancy and move-in, building start-up, commissioning, testing,
training, and punchlist completion.
During final start-up (commissioning) H+U will help coordinate the activities of the City, Commissioning Agent,
Design Team, Contractor and building occupants to ensure all equipment is operating as designed. We will
ensure the City receives adequate training and is comfortable operating the new building(s). We will provide
electronic and hard copies of all operation and maintenance manuals that can be stored for future reference. We
will prepare the final punchlist together with the City and Design Team, coordinate warranty work, and manage
completion of deficient work.
One year after substantial completion, H+U will perform a one-year warranty inspection together with your
Facilities Staff and Design Team. During this inspection, we will work to identify warranty related items that have
been discovered within the buildings’ first year of operation. Once a warranty list has been assembled, H+U will
oversee the completion of any identified items. This is a critical step in the long term operation of your buildings
because while some materials such as roofs and mechanical equipment may have 10-year or more warranties,
every nut and bolt that went into your buildings is warrantied for a minimum of one (1) year. The one-year warranty
punchlist process provides H+U, and our clients, an opportunity to address any warranty claims before the first of
your warranties expire.
www.hu-construction.com PAGE 21www.hu-construction.com
Complex Projects Solved
METROPOLITAN AIRPORTS COMMISSION
Additions + Renovations
Various Projects Including Safety + Security Center
(Ongoing)PROPOSALE. ADDITIONAL INFORMATION
E. ADDITIONAL INFORMATION
Any additional information the Respondent wishes to submit.
+Right Sized Firm:
H+U is a mid-sized company with 23 employees. We believe our size and the
size of Lake Elmo are a good fit. Our size means that our leaders are personally
involved with each project we take on, and clients have a direct line to the top
positions in our company.
+This Is What We Do:
More than 85% of our work is as a Construction Manager for Minnesota
cities, counties, and school districts. Construction Management is not just
something we do, it’s everything. We were the first firm to operate specifically
as a Construction Manager in the state, and our standard processes and
procedures are built specifically for this type of project.
+Track Record:
In 37 years, H+U Construction has never delayed the opening of a new or
renovated building. No other firm currently operating in Minnesota who has
completed as many or more projects as a Construction Manager can make
this same statement.
+Avoiding Conflicts of Interest:
H+U Construction does not self perform significant portions of any trade
labor, which means everything on your projects will be competitively bid. This
encourages competition, saves money, and eliminates a common conflict of
interest that exists when a Construction Manager profits from exhausting labor
allowances, renting equipment to a project, or supplies construction materials
outside of the public bidding process.
+Veteran Team:
H+U’s proposed team is made up of Construction Management veterans. Our
proposed key team members have an average of 17-years with the company,
and have successfully completed a combined $2 billion in city, county, and
state projects during their time with the firm.
+We Never Say Goodbye:
H+U Construction stands by our clients, and our products. If we are fortunate
enough to serve the City of Lake Elmo, you can count on our continued
commitment to your facilities throughout the warranty period and beyond.
More than 91%
repeat clients
over the past
10 years.
WHY H+U?
What makes H+U Construction different from our competition? It’s our people, their
commitment to a job well done, their dedication to our clients, and the determination
to be the best they can be through continuous learning and refinement of their skills in
Construction Management.
Our teamwork philosophy spreads far beyond our office walls and runs deep between
our collaborative work with all our partners, clients, architects, engineers, contractors and
owners we work with – resulting in strong, long-lasting relationships.
www.hu-construction.com PAGE 22www.hu-construction.com
Complex Projects Solved
SPRING LAKE PARK-BLAINE-MOUNDS VIEW
FIRE STATION NO. 3
New Construction
35,000/SF F. COMPENSATIONPROPOSAL
F. BASIS FOR COMPENSATION
1. Include a proposed CM Fee. This will be part of the ultimate Guaranteed Maximum Price for construction.
Based on the suggested schedule, indicate your firm’s expectation for how and when the CM Fee will be
paid by the owner.
H+U Construction proposes a two part compensation structure, as follows:
+Preconstruction Services: For preconstruction phase services, H+U proposes compensation on an hourly
basis, not to exceed $37,950. This fee will cover all costs from the planning phase through bidding; until such
time as a Guaranteed Maximum Price (GMP) has been accepted by the City. Please note, H+U Construction
has elected to discount our Preconstruction Phase rates, as indicated in the fee worksheet below.
+Construction Services: For construction phase services, H+U Construction proposes Construction Management
Fee totaling 0.65%. This Construction Management Fee shall be applied to construction costs only, excluding
non-construction related costs such as Design Fees, land procurement, owner-provided furnishings, etc. The
fee would be paid in equal monthly installments, from the time the Guaranteed Maximum Price is accepted,
until the project is substantially completed. Project Management, Administrative, and Supervision costs would
be reimbursed on an as-used basis, as shown on the summary below.
Preconstruction & Bidding Phase
Description Quantity Unit Unit Cost Total
Project Director 90 HR $115 $10,350
Cost Estimator/ Preconstruction Manager 140 HR $75 $10,500
Senior Project Manager 30 HR $110 $3,300
Project Manager 20 HR $90 $1,800
Assistant Project Manager 20 HR $75 $1,500
Civil Coordinator 30 HR $110 $3,300
MEP Manager 40 HR $110 $4,400
Project Administrator/Accountant 20 HR $50 $1,000
Project Superintendent 20 HR $90 $1,800
$37,950
Project Reimbursable Expenses (Based on 8-Month Addition/Renovation Project)
Description Quantity Unit Unit Cost Total
Project Director 40 HR $150 $6,000
Senior Project Manager 140 HR $125 $17,500
Project Manager 690 HR $105 $72,450
Assistant Project Manager 490 HR $90 $44,100
Project Administrator/Accountant 200 HR $65 $13,000
Project Controller 160 HR $125 $20,000
Senior Superintendent 1384 HR $115 $159,160
Superintendent 40 HR $105 $4,200
Assistant Superintendent 40 HR $95 $3,800
Superintendent Truck, Travel, & Small Tools 8 MO $1,400 $11,200
Field Office Equipment 8 MO $400 $3,200
Safety Director 1 LS
Mileage 1 LS
Electronic Documentation 1 LS
In-House Printing 1 LS
$354,610
Construction Manger Fee
Proposed Construction Manager Fee 0.65%$8,500,000
CONSTRUCTION MANAGER AT RISK FEE SUMMARY
City Hall/Fire/Public Works Project
Construction Manager At Risk Total Estimated Compensation:
CM Fee Based on a Project Cost of $11,000,000 ($8.5M assumed construction cost)
In Fee
In Fee
In Fee
In Fee
$447,810
Total
$55,250
Total Reimbursable Expenses:
Subtotal Preconstruction & Bidding:
PAGE 23www.hu-construction.com
F. BASIS FOR COMPENSATION
2. Include a list of possible alternates the Construction Manager suggests
for consideration at this time in order to maintain and/or reduce the
maximum budget.
Bid Timing: In 2017, 2018, 2019, and presumably again in 2020 and 2021,
construction costs have surged by 4% to 9% for projects bid between March and
May. This is a result of recent workforce shortages and decreased competition
for contracts. There are many more projects being built now than in prior years.
H+U Construction advises all of our clients to bid spring construction work as
early as November, and no later than February, to avoid the “spring surge” in
pricing.
Construction Start Date: Similar to the bid timing noted above, we have
observed cost increases for projects slated to begin during the month of June.
This is the result of significant school construction projects, which often break
ground in June once summer break begins. To avoid an unnecessary cost
increase, we would advise that the fire bay additions break ground in April of
2021; as soon as the frost has melted.
Material Selections: Roof types can range in price from $12 per square foot, to
$20 per square foot or more. Interior gypsum board walls with steel studs can
cost $9 per square foot, while masonry walls can approach $30 per square foot.
Wall finishes can range from $1.50 per square foot for paint, to $20 per square
foot for wall tile. Flooring options can range from $4 per square foot carpet to
$25 per square foot terrazzo flooring.
Each material that goes into a building carries an initial construction cost, but
there are also long-term maintenance, energy usage, and other life-cycle costs
to consider while selecting building products. H+U Construction will work with
the City and your design team to identify materials that align with your budget,
and/or recommend alternative materials that meet your needs in the most
efficient way during the design process.
3. Incorporate into your proposed CM Fee the cost of all activities marked
as CM responsibility.
The proposed fee, and summary sheet reflect comprehensive Construction
Management services. All activities stated in the RFP, AIA Contract A133-2009,
and customarily provided by Construction Managers have been accounted for.
Complex
Projects
Solved.
PAGE 24www.hu-construction.com
Complex Projects Solved
CITY OF STILLWATER POLICE STATION
Addition + Renovation
700/SF Addition + 18,600/SF Renovation PROPOSALG. REFERENCES
G. LIST OF REFERENCES
1. Provide a list of at least three public client references for which the
firm has provided Construction Management services.
1. JIM DELLWO
Title: Director of Operations/Transportation
Organization: Prior Lake-Savage Area Schools
Phone: 952-226-0054
Email: jdellwo@priorlake-savage.k12.mn.us
Background: All proposed team members are currently completing a $40M
addition for Mr. Dellwo at Prior Lake High School, which will be completed in the
fall of 2020. All proposed key team members have also served Mr. Dellwo on prior
projects.
2. PUNEET VEDI
Title: Assistant Director of Project Delivery
Organization: Metropolitan Airports Commission (MAC)
Phone: 612-726-8133
Email: puneet.vedi@mspmac.org
Background: H+U Construction has completed several projects for Mr. Vedi, with
several additional projects underway. Currently, several proposed team members,
led by our proposed Project Director, are approaching the end of a 3-year
preconstruction phase for the MAC’s new Safety & Security Center.
3. CHIEF TIM O’NEILL
Title: Fire Chief
Organization: City of Roseville
Phone: 651-792-7305
Email: tim.oneill@ci.roseville.mn.us
Background: Members of H+U’s proposed team, including our Senior Project
Manager and Senior Superintendent, completed a new $9.35M Fire Station for
Chief O’Neill in 2013. Our Proposed Project Director also served the project in the
preconstruction phase.
4. KATE LAMERS
Title: Design Project Manager
Organization: Minneapolis Park & Recreation Board
Phone: 612-499-0260
Email: klamers@minneapolisparks.org
Background: H+U Construction is currently serving Ms. Lamers on the Water
Works park project in Minneapolis, which has been served by our proposed Project
Director, Senior Project Manager, Controller, and Project Administrator.
5. JANE VICTOREY
Title: Finance Director
Organization: Prince of Peace Lutheran Church
(Formerly Savage City Council)
Phone: 952-898-9313
Email: jvictorey@popmn.org
Background: H+U completed the Savage City Hall & Police Station, and several
other projects for the City of Savage while Ms. Victorey served on the City Council.
In 2019, H+U completed an $11M addition and renovation at Prince of Peace
Church, where Ms. Victorey serves as the Finance Director.
“In addition to the
on-time and under
budget performance,
it is also important
to note two
other positive
characteristics of
your firm; your
unparalleled
commitment to
quality and the
significant attention
to detail specific to
documentation.”
- Nyle Zikmund, Fire
Chief (former), Spring
Lake Park-Blaine-
Mounds View
www.hu-construction.com PAGE 25www.hu-construction.com
CONSTRUCTION MANAGEMENT / GENERAL CONTRACTING / OWNER REPRESENTATION / CONSTRUCTION CONSULTING
7500 Olson Memorial Hwy, Ste 300 / Golden Valley, MN 55427 / T 952 837 3308 / info@hu-construction.com / www.hu-construction.com
Proposal to provide CMaR Services
CITY HALL, FIRE STATION FACILITIES,
AND PUBLIC WORKS ADDITION
Lake Elmo, MN
Building enduring relationships and strong communities
March 20, 2020
Kraus-Anderson Construction Company
501 South Eighth Street, Minneapolis, MN 55404
Kraus-Anderson® Construction Company is an EEO/AA Employer.
Office 612-332-7281 | www.krausanderson.com | Fax 612-332-8739
Building enduring relationships and strong communities
March 20, 2020
Jake Dickson, Assistant City Administrator
City of Lake Elmo
3880 Laverne Ave N, Ste 100
Lake Elmo, MN 55042
Via Email: JDickson@lakeelmo.org
Dear Mr. Dickson:
Kraus-Anderson (KA) is excited to partner with the City of Lake Elmo on the City Hall, Fire Station Facilities, and Public
Works Addition project. We will engage immediately with you and your stakeholders in a collaborative and open
process. Our experienced team and proven construction management services will help deliver a well-planned,
safe, energy-efficient, on-budget, and on-schedule project.
As your integrated team partner, KA provides the following benefits to achieve your goals and objectives:
• Similar Project Expertise: Our team and project portfolio includes recent and relevant city hall, fire station, law
enforcement, public safety, and public works facilities, additions and remodeling, and CMaR delivery. We
provide current relevant construction trends and best practices. Our experience navigating public entities and
multiple project stakeholders will help build a successful project plan.
• Budget Control: KA will provide you with accurate cost models with a deep bench of preconstruction and
money-saving value engineering options, as well as timely budget updates. This means your project will not suffer
from reduced program requirements, material or craftsmanship quality, or increased life-cycle costs. We are
an engaged, open-book Construction Manager who listens to you and advocates for you. Our sophisticated
financial and project management systems will provide up-to-date project data and keep stakeholders informed.
• Phasing and Schedule Control: By providing safe phasing strategies, supported by construction sequencing/
planning expertise, KA will work with the City, stakeholders, and Architect to build a delivery schedule that
mitigates potential risks and is planned logically and efficiently. We understand how construction activities and
keeping your project on schedule will have immediate impacts on the services you provide to the community of
Lake Elmo.
• Safety is our Top Priority every Day: KA’s outstanding safety record of 0.49 EMR based on a national average of
1.0, places us in the top tier of the construction industry nationally. We will utilize a project-specific safety plan to
ensure your operations run smoothly and safely alongside construction activities.
• Exceptional Team: Solution-driven, passionate, and energetic, our team will immediately bring their project
experience and technical expertise to engage the project team players in a collaborative and open planning
process, drive value into the cost, understand constructability, and build effective logistics to deliver the project
on-budget, on-time, and safely.
Our team is committed to providing the City of Lake Elmo with all the resources necessary to ensure your project
receives the highest level of service in a timely and professional manner. We know that we can exceed your
expectations for this project and look forward to meeting with you to discuss our proposal further. If you have any
questions or require further information, please contact me at 612-747-5357 | mark.kotten@krausanderson.com.
Very truly yours,
KRAUS-ANDERSON® CONSTRUCTION COMPANY
Mark Kotten, Construction Executive | Public Sector
[Authorized Representative]
TABLE OF CONTENTS
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION
A. PROFESSIONAL ORGANIZATION ........................4
B. PROJECT TEAM ......................................9
C. PLANNING APPROACH ..............................15
D. CONSTRUCTION MANAGEMENT APPROACH ............16
E. ADDITIONAL INFORMATION ..........................20
F. BASIS FOR COMPENSATION ...........................22
G. LIST OF REFERENCES ................................23
The mission of the City of Lake Elmo
is to provide planned, quality public
services consistent with the City’s
character in a fiscally responsible
manner.
COMMITMENT TO THE COMMUNITY
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.4
A. PROFESSIONAL ORGANIZATION
1. BRIEF FIRM HISTORY
Kraus-Anderson (KA) has provided construction management and
general construction services for 123 years. Ranked as one of the top 20
construction management firms in the Midwest by Engineering News-
Record, Kraus-Anderson provides integrated project management services
that ensure timely, successful execution of all types of construction projects.
With a bonding capacity in over $900 million, KA ranks nationally in the
top financially strong companies. KA serves a diversified commercial
construction market, with a 2019 managed construction volume of $1.056
billion.
Kraus-Anderson’s service approach is focused on a system of interrelated
strategic services designed to assist you in exploring how to best deliver
your project, from early conceptual planning to actual management of
the construction process. KA’s planning, preconstruction, and construction
professionals focus on creating value and eliminating waste at every step in
our delivery process to save you money and time.
2. HOME OFFICE AND BRANCH OFFICES; PROJECT
ADMINISTRATION OFFICE LOCATION
Kraus-Anderson is headquartered in Minneapolis, MN with branch offices
in Rochester, Duluth, and Bemidji, MN; Madison, WI; and Bismarck, ND. The
project will be administered from our Minneapolis office.
3. CM PROJECT QUALIFICATIONS AND EXPERIENCE
Kraus-Anderson has a proven track record of delivering construction
management services on a variety of public facilities. We have constructed
city hall, fire station, law enforcement, public safety, and public works
facilities, government service centers, libraries, community centers, justice
centers/courthouses, and parks and recreation centers. These projects
often include new construction, additions, renovations, site work, parking,
landscaping, and often occur on congested sites with ongoing operations.
4. TOTAL NUMBER OF EMPLOYEES; CONTACT PERSON
Our organization chart in Section B. identifies the project management
team for the City’s project. Also, we can utilize the resources of over 650
full-time employees. This includes senior management, project managers,
superintendents, project coordinators, preconstruction, cost estimating,
and technical support professionals, accountants, marketing, public
relations and communication, and administrative support staffing.
Person authorized to negotiate on behalf of KA:
Mark Kotten, Project Director and KA Construction Executive | Public Sector
612-747-5357 | mark.kotten@krausanderson.com
KA PROJECT EXPERIENCE
HIGHLIGHTS:
• 40 public safety projects
including fire stations, police
stations, and EMS services
• Served over 80 government
entities including city, county,
state, and federal
• 95% of KA’s work is delivered
as a CM role
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.5
A. PROFESSIONAL ORGANIZATION
3. CM Project Qualifications and Experience
BAYPORT FIRE STATION
Bayport, MN
Completed in 2016 for $3.9 million, the 17,650 SF, 2-story
fire station replaces a 6,630 SF station built in the 1940s
that no longer met storage needs for vehicles and
equipment. The new fire station also eliminated safety
issues and improved access to other communities. The
Bayport Fire Department serves 13,000 people in the
Bayport, Baytown, Oak Park Heights, and West Lakeland
communities.
The new station includes an apparatus bay and
vehicle garages (to accommodate fire engines, boat,
and rescue vehicles), apparatus and gear storage
room, EMS storage, training center, conference room,
fitness center, offices, day room, kitchenette, laundry,
restrooms, and mechanical shop.
CENTRAL FIRE STATION
Cottage Grove, MN
Completed in 2018 for $9 million, the 32,000 SF fire
station is a consolidated state-of-the-art facility that
supported the philosophy and design criteria of the
community and Cottage Grove firefighters. The station
encourages flexibility by creating a balanced, open-
office work environment, and adaptable spaces—a
fully-equipped fitness room, classrooms, and a training
mezzanine. The second level supports a full-time duty
crew with 7 dorm rooms, laundry room, 4 bathrooms,
and changing/locker room space. It also features full
kitchen, lounge space with an entertainment system,
and terrace patio with outdoor seating overlooking the
open prairie landscape beyond the station.
5 2018 Station Design Award by Firehouse Station
Design
STILLWATER FIRE STATION
Stillwater, MN
Completed in 2015 for $5.7 million, the 27,000 SF
energy-efficient fire station replaces the existing 50-
year old station that was no longer large enough to
house the department and its equipment. The station’s
centralized location was chosen to improve response
times throughout the city. The building features
apparatus bays and vehicle garages to accommodate
fire engines, boats, rescue vehicles, and command
station equipment, as well as improved training center
capabilities with a training tower and smoke room. It
also includes firefighter bunk rooms, fitness center with
men’s and women’s locker rooms and showers, day
room, kitchen, conference room, and offices.
MINNETONKA POLICE AND FIRE STATION
ADDITIONS AND RENOVATION
Minnetonka, MN
KA is currently in preconstruction for the $26 million
Police and Fire Station additions and renovation for
the City of Minnetonka. The project consists of a 43,000
SF, 2-story police renovation, 15,800 SF police garage
addition, 37,000 SF fire addition, with new mechanical
and electrical throughout. Site work includes new
electric service and generator, retaining walls,
underground storm vault, new well water line, maintain
existing sanitary sewer, site shoring/earth retention, and
new mechanical and electrical throughout.
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.6
A. PROFESSIONAL ORGANIZATION
3. CM Project Qualifications and Experience
FOREST LAKE PUBLIC SAFETY BUILDING AND
CITY HALL
Forest Lake, MN
KA completed a portion of the demolition to the
existing Northland Mall to make room for the Forest
Lake Public Safety and City Hall Building. Completed
in 2014 for $13.8 million, the 70,000 SF facility combines
city hall, police, and fire departments, creating a civic
presence and convenient access for citizens. Uniting
the administrative and public safety spaces provided
the opportunity to share common amenities. A public
concourse links the departments and provides access
to meeting space available for community events.
The fire station contains a six-bay apparatus garage,
equipment storage, and a hose drying tower that
provides the opportunity for specialized training. The
police station includes a garage for six squad cars and
equipment, processing areas, detention cells, a forensic
lab, and evidence handling. The city hall includes
council chambers, apparatus room, vehicle sally port,
community room, locker rooms, and offices.
5 2016 Government Construction Project by Minnesota
Construction Association
“ The customer service you provided to
us and the residents of our community
should be commended. I would add
that your staff did this while keeping the
project under budget and on time.”
-Correy Farniok, Chief of Police, Orono Police
Department
ORONO POLICE DEPARTMENT AND CITY HALL
ADDITION AND REMODEL
Orono, MN
In 2015 for $2,625,049, KA completed an addition and
remodel for the Orono Police Department. The addition
included a 2,000 SF operation and locker room addition,
as well as an 8,000 SF squad car garage addition. The
remodel included the existing police department and
city hall reception area, and new parking lots and
drives.
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.7
A. PROFESSIONAL ORGANIZATION
3. CM Project Qualifications and Experience
“ It was a pleasure working with your [KA]
highly competent team. Your positive
attitude made a big difference in the
way our staff handled the changes, and
it was comforting to know our officers
will spend decades in such an amazing
modern police facility!”
-Eric Gieseke, Former Chief of Police, Burnsville
Police Department
BURNSVILLE POLICE DEPARTMENT AND CITY
HALL ADDITION AND REMODEL
Burnsville, MN
The 57,940 SF remodel, renovation, and expansion to
the City Hall and Police Department was completed
in 2018 for $11,119,305. The project consisted of three
additions consisting of a 31-stall garage for the squad
cars, a front entry vestibule and lobby for the police
department, and a three car garage for processing
evidence.
Phase 1: Police property/evidence processing
expansion and redesign; police training, conference,
and office renovation included expansion of training
room, conference room, and interview space; and
police detention area redesign and expansion
Phase 2: City hall community and meeting rooms
redesign provided more multi-functional space,
updated finishes, and technology; and general building
ADA renovations
HOPKINS CITY HALL RENOVATION AND
ADDITION
Hopkins, MN
KA recently completed the 20,000 SF renovation of the
City Hall which adjoins the Police Station. The project
includes:
• Exterior improvements including new building
entrance with new sidewalks, stairs, retaining walls,
landscaping and irrigation
• Exterior envelope renovation including new windows
and roofing
• Complete renovation of building public spaces
including lobby, council chambers, restrooms, and
city desk
• Complete renovation of city staff space including
offices, conference rooms, work rooms, break room,
and new exterior patio
• Upgrade of building mechanical, electrical, and
plumbing systems
Other projects KA has completed for the City of Hopkins
are the 46,000 SF public works facility, 26,225 SF Hopkins
new fire station, and 18,000 SF police station remodel.
A TESTAMENT TO OUR SUCCESSFUL RELATIONSHIP
KA was selected by the City of Burnsville to provide
preconstruction and construction management
services for a 32,000 SF new fire station.
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.8
A. PROFESSIONAL ORGANIZATION
3. CM Project Qualifications and Experience
WASHINGTON COUNTY
Since 1996, Kraus-Anderson has provided
construction services on 30+ projects for
Washington County, totaling over $140 million.
CAMPUS 2025
Stillwater, MN
The Campus 2025 project
added more than 240,000
SF of new space and
remodeled more than
122,000 SF for courts,
county offices, and a
new 911 call center.
Completed in four phases:
Phase 1: 165,777 SF
five-story court addition
including new courtrooms,
holding areas, and judge
chambers, as well as a
73,406 SF addition to the
Law Enforcement Center
for new office space,
holding areas, and a data
center. Phase 2: 62,000
SF remodel of the existing
second floor courts and
office area. Phase 3:
60,000 SF remodel of
existing first-floor office
filing and storage areas.
Phase 4: South Wing
renovation and various
projects from carpet
replacement to new
office areas.
WASHINGTON
COUNTY SOUTH WING
Stillwater, MN
70,000 SF, five-story
building to provide office
and support space for
450 employees from
multiple departments
within the organization.
The building also acts
as the primary campus
for more than 1,100
employees. Construction
challenges were centered
on coordinating 11
department moves
and 600 staff members
without affecting business
operations.
WASHINGTON COUNTY GOVERNMENT CENTER
REMODELS, Stillwater, MN
KA recently completed the 16,000 SF 4th floor
remodel and the 3,000 SF 3rd floor office remodel.
PUBLIC WORKS NORTH SHOP EXPANSION
Stillwater, MN
Washington County’s Public Works North Shop Facility
Expansion was completed by KA in 2015 for $18.5
million. The project included a 23,000 SF additional
fleet services building that houses all maintenance
equipment, wash bay, and storage mezzanine area
and services over 450 county units from snowplow trucks
to patrol cars; a 48,000 SF renovation of the existing
fleet storage area including bridge cranes, vehicle lifts,
and lubrication systems; 30,000 SF administrative space
(office, kitchen, and multiple meeting spaces) and
signs and signals shop that maintains and repairs over
10,000 traffic signs; and site improvements including
new parking lots, well, main sanitary sewer, storm water
treatment ponds, and elimination of an on-site septic
system.
5 2016 Adaptive Reuse award by Minneapolis/St. Paul
Chapter of the International Facility Management
Association
THE PUBLIC WORKS NORTH SHOP
PROJECT FINISHED FOUR MONTHS
EARLIER THAN EXPECTED, AND ABOUT
$700,000 UNDER THE ORIGINAL COST
THAT WAS BUDGETED.
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.9
B. PROJECT TEAM
POST
CONSTRUCTION
Dustin Phillips
Senior Project Manager
Dale Sonnichsen, LEED AP
Project Manager
Dan Kjellberg
Assistant Project Manager
Jesse Fiskewold
Project Superintendent
ESTIMATING
Audie Miller
Preconstruction Services Manager
EXECUTIVE LEADERSHIP
Mark Kotten
Project Director
SAFETY
Jake Vander Leest
Director of Safety
TECHNICAL RESOURCES
Jon Porter, PE, Associate AIA
Director of Building Science
Matt Stringfellow, LEED Green Associate
Mechanical and Electrical
Systems Manager
Andrea Blair
VDC/BIM Specialist
PROJECT TEAM RESOURCES
ARCHITECT KRAUS-ANDERSON
CONSTRUCTIONPRECONSTRUCTION
City Hall, Fire Station Facilities, and
Public Works Addition
KEY PERSONNEL
City of Lake Elmo, Fire, Public Safety, and
Public Works Stakeholders
Kraus-Anderson’s team has been carefully selected in response to the key
challenges presented by your project. Our team is solution-driven and
responsive with a cooperative, positive attitude. Our team will bring their
city hall, fire station, law enforcement, public safety, and public works
facilities, remodeling, and addition experience to engage the project team
in a collaborative project planning process.
Additionally, the expertise and knowledge of our support team will provide
estimating, value engineering, constructability, building science and quality
management, mechanical and electrical coordination, virtual design and
construction (VDC), safety control, and scheduling insight.
Our team will drive value, cost, and constructability to build a solid plan for
the City Hall, Fire Station Facilities, and Public Works Addition project.
Since KA was formed in 1897,
trust and collaboration have
been central to our success.
Our project team embodies
KA’s Core Purpose and Core
Values:
CORE PURPOSE
To build enduring relationships
and strong communities
CORE VALUES
Integrity - Do the right thing...
always be respectful, honest
and fair.
Commitment - Take ownership,
work hard, and keep promises.
Teamwork - Collaborate to
foster trust and success for all.
Value People - Support
each other in a safe,
positive environment where
people are recognized
and appreciated for their
contributions.
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.10
B. PROJECT TEAM
Dale will be the day-to-day project
manager from preconstruction through
construction completion. He will manage
all project elements including budget
and schedule control and overall project
communication.
In addition to comprehensive
preconstruction cost estimating, value
engineering, and project scheduling, Dale
will develop a cash flow disbursement
schedule for use by the City. He will also
provide the front-end bidding documents
and generate local bidder interest in the
project. His responsibilities will include prime contractor performance
review, prime contractor negotiation and award, monitoring and updating
progress schedules, and administration of jobsite staff.
Project Experience
Central Fire Station, Cottage Grove, MN
32,000 SF new fire station
City of Minnetonka Police and Fire Station, Minnetonka, MN
43,000 SF, 2-story police renovation, 15,800 SF police garage addition,
37,000 SF fire addition, and site work (in preconstruction))
City of Burnsville New Fire Station, Burnsville, MN
32,000 SF new fire station (in preconstruction)
Minneapolis Fire Stations 27 and 28, Minneapolis, MN
17,500 SF new fire station 27 and new fire station 28
Lakeville Police Station, Lakeville, MN
70,000 SF new police station with administration, patrol, investigations,
evidence areas, and secure 35,000 SF underground parking garage
Hennepin County Emergency Communications Facility, Plymouth, MN
59,000 SF new emergency communications facility features 21 dispatch
consoles, 7,000 SF data center, and 9,500 SF garage
Minneapolis 3rd Precinct Facility, Minneapolis, MN
40,000 SF, 3-story addition and renovation
Richfield Municipal Facility, Richfield, MN
98,000 SF new municipal facility including city offices, council chambers,
police offices, gun range, 911 dispatch, administrative areas, fire
apparatus bay, and training spaces
Victoria City Hall, Victoria, MN
12,000 SF, 2-story new city hall with City council chambers, offices and
Carver County library extension
Victoria Public Works Facility, Victoria, MN
16,380 SF new public works facility with office space, shop areas, and
equipment storage
Faribault Armed Forces Reserve Center, Faribault, MN
76,000 SF training facility including office areas, classrooms, distance
learning classroom, assembly hall, commercial kitchen, and military unit
support spaces
Dale Sonnichsen, LEED AP
Project Manager
Education
BS, Construction Management,
California Polytechnic State
University - San Luis Obispo
Advanced Training/Certification
• LEED AP
• Stormwater Pollution Prevention
Program (SWPPP) Training
Construction Industry Experience
Since 1987
Experience Highlights
5 Government/public
5 City hall/fire station/
public safety/office
5 Disruption avoidance
5 New construction/
additions/renovations
5 Multi-phased
5 CMaR
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.11
B. PROJECT TEAM
Jesse will be responsible for leading the day-
to-day, onsite supervision and management
of all construction activities associated
with the Lake Elmo City Hall, Fire Facilities,
and Public Works Addition project. He will
participate in preconstruction, assisting
in the resolution of constructability issues,
disruption avoidance planning, and the
development of the project schedule. He is
responsible for all field operation scheduling,
coordination, quality control, and ensuring
the safety of all onsite personnel. Jesse will
hold weekly meetings and daily huddles
with the contractors to review progress of the work. He is also the direct
contact for the users as it concerns site logistics and safety. Onsite full-time
during the construction phase, Jesse will work closely with Dale Sonnichsen
to lead, manage, and direct all field operations.
Project Experience
Burnsville City Hall and Police Department, Burnsville, MN
57,940 SF City Hall and Police Department remodel, renovation, and
expansion
City of Minnetonka Police and Fire Station, Minnetonka, MN
43,000 SF, 2-story police renovation, 15,800 SF police garage addition,
37,000 SF fire addition, and site work (in preconstruction)
Hopkins City Hall Renovation and Addition, Burnsville, MN
9,842 SF, two floors, multi-phased renovation of existing City Hall and
300 SF front vestibule addition
City of Woodbury Public Safety Building, Woodbury, MN
32,295 SF partial demolition of police/fire office and rebuild with below
grade parking garage with administration services above, and fire
department apparatus bay addition and remodel
Washington County, Stillwater, MN
• Wildwood new library
• Valley Ridge License Center: 6,000 SF renovation
St. Paul Public Schools, St. Paul, MN
• River East Special Education: 71,100 SF new K-8 facility
• District Service Facility: 127,067 SF phased remodel of existing building
Wayzata School District
Wayzata High School, Plymouth, MN: 171,000 SF addition including
gymnasiums, auditorium, and classrooms
Wadena-Deer Creek High School, Wadena, MN
Demolition of tornado damaged school and 168,000 SF new high school/
middle school
Lakes International Language Academy, Forest Lake, MN
43,000 SF grades 4-6 school, parking, drives, and outdoor play areas
Sherwin-Williams, Minneapolis, MN
• 82,374 SF 3-story historical remodel for offices and lab space
• 88,266 SF 5-story historical remodel for offices and lab space
Jesse Fiskewold
Project Superintendent
Education
JAC Union Carpenter Apprentice
Program, St. Paul, MN
Professional Associations
• Carpenters Local 322
Advanced Training/Certification
• OSHA 30-Hour Construction
Safety
• Stormwater Pollution Prevention
Program (SWPPP) Training
Construction Industry Experience
Since 1998
Experience Highlights
5 Government/public
5 City hall/fire station/
public safety/office
5 Disruption avoidance
5 New construction/
additions/renovations
5 Multi-phased
5 CMaR
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.12
B. PROJECT TEAM
Mark is a Construction Executive focused on the Public Sector for KA with
extensive experience working for governmental agencies and delivering
CMaR projects. He will have responsibility for the corporate commitment
and delivery of all preconstruction and construction services and will ensure
the full availability of KA resources for this project. He will advocate for the
City’s vision, goals, and objectives, to deliver the City Hall, Fire Facilities, and
Public Works Addition project to your expectations.
Relevant Project Experience
• City of Cottage Grove New Central Fire Station
• Orono City Hall Remodel and Police Department Remodel and addition
• Hopkins City Hall Renovation and Addition
• Burnsville City Hall and Police Department Remodel, and Expansion
• Burnsville New Fire Station (in preconstruction)
• City of Minnetonka Police and Fire Station Additions and Renovation (in
preconstruction)
• Washington County
-Over 15 projects including new construction, additions, renovations,
and remodeling for government center, public works, law
enforcement center, courthouse, libraries, parks
-Work has included major phasing and disruption avoidance and
safety planning for ongoing operations
• St. Croix County New Highway Facility Campus, Baldwin, WI
• Dunn County Community Services Renovation, Menomomie, WI
• Scott County New Government Center Complex, Renovations, and
Public Works Storage Facility
• Anoka County Highway Department Addition and Remodel
• Anoka County Owner’s Representative for New Public Safety Campus
Education
MS, Construction Management,
BS, Construction with a Minor in
Business Administration, University of
Wisconsin - Stout, Menomonie, WI
Professional Associations
• American Public Works
Association
• Association of Minnesota
Counties
• International Facility
Management Association (IFMA)
Advanced Training/Certification
• OSHA 30-Hour Construction
Safety
• Stormwater Pollution Prevention
Program (SWPPP) Training
Construction Industry Experience
Since 2006
Dustin will be responsible for monitoring and refining the long-range and
short-term plans to ensure success on the project. He will provide project
oversight and team support throughout preconstruction, construction,
and in planning and coordinating schedule, safety, and budget. Dustin’s
relevant experience of remodeling in operational spaces will also prove
invaluable as constructability and risks are anticipated, planned for, and
effectively mitigated.
Relevant Project Experience
• Washington County
-Public Works North Shop New Office and Service Bay Addition and
Maintenance and Storage Facility Remodel
-Public Works Storage Building
-Jail Security Improvements
-Government Center 4th Floor Remodel
-St. Croix Bluffs New Equipment Storage Building
-Valley Library
-Valley Ridge License Center Renovation
-Wildwood New Library
-Cottage Grove New Library
-Fueling Island Upgrades
• St. Croix County New Highway Facility Campus, Baldwin, WI
• Ramsey County Public Works Feasibility and Planning Study
• Wright County New Highway Department Facility
• Hudson High School Addition and Renovation, Hudson, WI
• Stillwater Area Public Schools, Stillwater, MN
• Stillwater Public Schools New Brookview Elementary School
• Stillwater High School Athletic Complex Addition, School
Additions, and Renovations
Dustin Phillips
Senior Project
Manager
Education
BS, Construction Management
North Dakota State University,
Fargo, ND
Professional Associations
• American Public Works
Association
• Minnesota State Fire Chiefs
Association
• Association of Minnesota
Counties
• International Facility
Management Association
Advanced Training/Certification
• OSHA 30-Hour Construction
Safety
Construction Industry Experience
Since 1992
Mark Kotten
Project Director
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.13
B. PROJECT TEAM
Jay Vander Leest, Director of Safety
Jay’s background and responsibilities include: corporate construction safety management,
Federal, State and Local regulations (OSHA/MNOSHA/DOT), investigations, evaluations and
analyses of jobsite issues, training and employee development, jobsite inspections, safety
policy development and implementation, Worker’s Compensation and claims management,
Federal and State record keeping, company strategic planning, Safety Department
leadership, and further developing a comprehensive safety culture throughout Kraus-
Anderson and our projects.
Audie Miller, Preconstruction Services Manager
Audie will assist in preconstruction scheduling, risk assessment, prime contractor/vendor
solicitation, and prequalification. Audie will develop the project cost estimates from
conceptual documentation to the final cost estimate. He will lead budgeting/estimating
activities during preconstruction. He will assist in constructability reviews and value
engineering. Audie will verify the most current subcontractor pricing trends are reflected in
our estimates and the upcoming bid period of the project is effectively communicated to the
subcontractor market.
Dan Kjellberg, Assistant Project Manager
During preconstruction, Dan will be an integral part of our estimating team through each
phase. Hew will help develop and manage the project schedule, and will develop our
subcontractor bidder’s list for the owner’s approval. He will also provide value engineering
suggestions during the design drawing stages and preconstruction.
Once construction begins, Dan will work with the project superintendent and will handle
submittal reviews, document administration, monitor progress and schedule, quality
management plan, progress pictures, and project closeout. Over the past year, Dan has
provided project management assistance for multiple Washington County projects.
THE TECHNICAL RESOURCES TEAM IS AVAILABLE TO SUPPORT THE PROJECT IN THEIR RESPECTIVE AREAS OF
SPECIALIZATION. THEY WILL WORK COLLABORATIVELY AND PROACTIVELY WITH THE TEAM AS NEEDED. THEY
CONTRIBUTE VALUABLE BEST PRACTICES AND INNOVATIVE AND CREATIVE SOLUTIONS.
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.14
B. PROJECT TEAM
Matt Stringfellow, LEED Green Associate, Mechanical and Electrical
Systems Manager
With 36 years of experience in the field of M&E engineering, consulting, design and
construction, Matt has solid expertise in highly specialized M&E systems. He will support the
team in cost estimating, value engineering, and M&E systems coordination services. He will
assist with life cycle cost and option analysis, constructability review, long-range planning,
and project phasing/scheduling. Matt will assist in the commissioning process and training
facility teams on systems operations and maintenance. Matt will bring valuable insight into
reviewing tie-in to the existing M&E systems for any renovation and addition work.
Jon Porter, PE, Associate AIA, Director of Building Science
A licensed Professional Engineer with 22 years of experience in the design and construction
industry, Jon provides leadership and training in quality issues to ensure that KA delivers a
customer experience that exceeds client’s expectations. He serves as a technical resource
to the project team in relation to means and methods, constructability, building materials
technology, work flow and sequencing, proper installation techniques, and testing and
acceptance protocols. Jon’s expertise brings value particularly in understanding and
ensuring the integrity of the existing building envelope with a new addition.
Andrea Blair, VDC/BIM Specialist
Andrea will support the team in the integration and coordination of Building Information
Modeling (BIM) and Virtual Design and Construction (VDC) tools for the project. Utilizing lean
thinking, she works on leveraging the latest technology so our teams can identify system
conflicts prior to construction, streamline clash detection and fabrication, and prevent
rework. A FAA Part 107 UAS Pilot, Andrea can leverage drone flying and laser scanning
services which KA offers that are particularly useful for building renovations and additions,
capturing the true existing conditions for design, tie-ins, and quality control purposes.
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.15
C. PLANNING APPROACH
1. EXPECTED ROLE IN WORKING WITH THE OWNER AND
ARCHITECT DURING PLANNING AND DESIGN
KA will engage the City, all stakeholders, user groups, and Architect in an
interactive, transparent, and collaborative design and preconstruction
process. Our process begins with understanding your scope and
expectations, as well as identify the defining parameters of your project
options. As project planning evolves, KA will provide the City and Architect
with detailed constructability reviews, forward-looking construction
strategies, phasing, value engineering ideas, project scheduling, and
detailed cost estimating throughout the life cycle of your project.
2. APPROACH TO PROJECT BUDGETING
KA has a comprehensive budget development process that solicits input
from all of our project team members using a wide range of tools. We
believe that accuracy is achieved through an iterative and collaborative
process, whereby we continue to re-examine and refine the details
throughout the preconstruction period as the design moves forward.
During the design phase we break the project down into various areas of
use/buildings and level of work as determined by needs assessment/early
programming. Using this information, we price at a high level budget based
on square footage and applicable cost history. This sets the baseline cost
and informs the target values for decision-making throughout the planning
and development stages.
CONTINUOUS COST ESTIMATING
Kraus-Anderson will use a total cost management process to align the
design solution with your overall available funding to arrive at the approved
construction budget. Working in a concurrent, collaborative process with
the team, KA will provide cost input, estimating services, and life cycle cost
analysis to guide the City and Architect to align the design solution with
the approved construction budget. As a team, we will then prioritize the
functional, aesthetic, performance, and operational goals of the project,
balanced with the available financial resources.
3. APPROACH TO PROJECT SCHEDULING
Kraus-Anderson will work with the City, project stakeholders, and all
team members during preconstruction to vet out the options for the
project. We will develop schedule and phasing to allow for maximum
capacity, flexibility and utility while minimizing disruptions to ongoing
operations. We will develop a detailed construction schedule that
considers the site logistics and existing operations for either option. Our
experienced project team will build a comprehensive phasing plan that
strategically sequences activities and trades with consideration to site
conditions, existing operations, long-order lead times, weather-dependent
installation conditions, and labor availability. Throughout the planning and
preconstruction period we will continue to add more detailed line items
in order to be able to consider all possible critical path approaches and
ultimately track the project correctly throughout construction.
THE PRECONSTRUCTION PHASE
IS THE TIME IN WHICH CRITICAL
DECISIONS ARE MADE AND
SETS THE FOUNDATION
FOR AN EFFICIENT
CONSTRUCTION PROCESS.
OUR KNOWLEDGEABLE
CONTRIBUTIONS IN SYSTEM
DESIGN, VALUE ENGINEERING,
LIFE CYCLE ANALYSIS,
AND CONSTRUCTABILITY
BRING VALUE IN ALIGNING
EXPECTATIONS AND
GOALS BY BALANCING
PROGRAM REQUIREMENTS,
FUNCTIONALITY, AESTHETICS,
BUILDING PERFORMANCE,
COST, AND SCHEDULE.
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.16
D. CONSTRUCTION MANAGEMENT
APPROACH
1. COST ESTIMATING
Our goal is to make sure that when the final bid
numbers come in, the project stays on budget with
no surprises for you. We achieve this by continually
updating the budget numbers throughout the
preconstruction period. As the design progresses
and more design details become available, we will
re-check our assumptions from the earlier estimates
to make sure the project is tracking correctly.
We complete major cost estimates at the end
of each major design phase (schematic, design
development, construction documents). We will
update our cost estimates between the major phases
to continuously check our numbers. In addition to
our in-house estimating capabilities, we also consult
with the major subcontractor/vendors in each
marketplace where we do business to confirm current
market conditions.
2. RELATIONSHIP TO THE ARCHITECT IN PREPARATION OF
THE PROJECT MANUAL
During the design and documentation phases of the project, KA will work
with the City, the Architect, and consultants on design reviews, value
engineering, GMP documentation, construction document strategic
planning, construction document review, project manual review,
submittal coordination, and closeout coordination. We will review and
provide feedback throughout the design and documentation phases by
assisting the Architect in identifying areas: where clarification and detail
are required, highlighting discrepancies, and providing timely comments
and recommendations regarding work sequence, installation issues
(specifications versus manufacturer’s requirements), long-term building and
system performance, and value engineering options.
3. VALUE ENGINEERING
Value Engineering (VE) is not simply a design review or a cost-cutting
exercise. We believe it is a creative, organized, collaborative, team effort,
which analyzes the requirements of a project to achieve the essential
functions at the lowest total costs (including capital, energy, maintenance,
and operations) over the life of the project. Through a group investigation,
using experienced, multi-disciplinary teams, value and economy are
improved through the study of alternate design concepts, materials, and
methods without compromising the functional and value objectives of
the client. An important part of our preconstruction activities includes
identifying value engineering options which address the different building
methods and materials on the market today. This can include window/
wall types, roofing, light fixture types, HVAC equipment, similar products
from different manufacturers, etc. – essentially all of the major components
that go into buildings. It is our job to identify and review these with the City
to make sure we pick the best products that will successfully achieve the
design intent for the project.
Best value, overall aesthetics, and a high-performing, functional facility
is foremost in our vision of a successful project. We will continuously ask
ourselves, “What brings the best value to the City?”
IN A COLLABORATIVE, OPEN
DIALOGUE PROCESS WITH
THE CITY, ARCHITECT, AND
ALL STAKEHOLDERS, KA WILL
HELP BALANCE THE PROJECT
OBJECTIVES WITH REAL-
WORLD SOLUTIONS. AS A
TEAM, WE WILL ALIGN THE
CITY’S PROGRAM NEEDS,
DESIGN GOALS, BUDGET
REQUIREMENTS, AND
CONSTRUCTION CAPABILITIES
AVAILABLE WITHIN THE
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OF ESTIMATING
WITH
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EstimatingEstimating
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.17
D. CONSTRUCTION MANAGEMENT
APPROACH
CONSTRUCTABILITY
The key to constructability review is the complete understanding of your
short- and long-term goals. We will begin with a broad look at the project
– analyzing each of the major systems and assemblies. Once the team is
satisfied with the most fundamental decisions, we will turn our attention
to more detailed questions. The team will scrutinize all construction
details to assure they can be efficiently constructed without posing future
maintenance issues. Our team members will help incorporate sustainable
solutions and maximize energy and operational efficiencies. By working with
facility users and city staff, we will take into account durability of material,
flexibility, utility, and sustainability. Also, we will review the design to ensure
that the work can be constructed with minimal disruption to ongoing
operations.
4. BIDDING ADMINISTRATION
Working with the project team, KA will discuss the proper number of work
scopes. The number of bid categories will be created to maximize the
subcontractor’s key/specialty areas of work and provide the best price
and highest level of quality. The bid packages will be structured to allow for
a minimum of three to four bidders in each work scope to foster the most
competitive bidding, pricing, schedule compliance, and quality control.
Before we issue a project for bidding, we write extensive bidding instructions
for the subcontractors and suppliers to make sure they not only understand
the contents of the design documents, but also all other aspects that will
govern how and when they provide services or products on the job site.
This helps eliminate surprises and assures complete bid submittals. We tailor
our bidding scopes for each project based on the location and goals for
the project to make sure we achieve as much interest and competition
as possible. For instance, a rural location may favor splitting some of the
bid scopes into smaller packages which would be more suitable to smaller
contractors. Or we may want to tailor scopes to attract the interest and
skills of specialty vendors to specific products.
5. PROJECT SCHEDULING
KA’s schedule management starts on day one and uses the best
practices found in our lean processes. We will ensure all stakeholders’
needs are identified in proper sequence and correct duration. Detailed
risk management planning will be done to identify changing conditions,
potential scheduling problems, material shortages, site conditions, or
process issues. Through weekly and daily discussion and planning processes,
the necessary preparatory work, delivery of necessary materials and
equipment, and availability of appropriate labor resources are understood
and are assured to be onsite when needed.
The key features of our schedule process include master project schedule
development and maintenance, weekly project coordination meetings,
and 3-week look-ahead schedules.
This process will keep all team members focused on the critical path and
committed to meeting project goals.
KA’S EXPERTISE AND ABILITY TO
PROVIDE ACCURATE ESTIMATING
AND TO MANAGE COSTS ASSISTS
YOU IN MAKING DECISIONS
AND AFFORDS YOU A WELL-
ORCHESTRATED PROJECT THAT IS
ON BUDGET WITH NO SURPRISES.
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.18
D. CONSTRUCTION MANAGEMENT
APPROACH
6. ON-SITE PROJECT COORDINATION
We have assigned experienced on-site, full-time Project Superintendent,
Jesse Fiskewold, to organize and supervise all construction activities.
In conjunction with our Project Manager, Dale Sonnichsen, Jesse
will coordinate the management, scheduling, and planning of the
subcontractor’s work, ensuring that requirements of the overall schedule
are met.
Jesse and Dale will be responsible for quality and safety program
compliance with assistance from KA’s Director of Safety, Jay Vander Leest.
They will also monitor all deliveries of materials, prime contractor progress,
and measure physical completion of work, both in conjunction with each
subcontractor’s invoicing procedures and at greater frequencies when
needed. They will ensure that each subcontractor has the appropriate
staffing to meet schedule requirements.
7. COST CONTROL DURING CONSTRUCTION
Kraus-Anderson’s construction administration is focused on open
communication and transparency. Kraus-Anderson employs sophisticated
financial and project management systems to provide critical information
to the project team to evaluate project status and make well-informed
decisions.
We will carefully manage the workflow and information through a direct
and efficient interface with your staff and designers. We will prepare
weekly progress meetings and detailed reports for the team on each prime
contractor’s work and overall financial management of their portion of
the project. Billing, cash flow projections, and job cost reports are included
in our monthly reporting, ensuring we are on top of your budget through
every step of the project.
8. CHANGE ORDER PROCEDURES
Using our experience with city hall, fire station, law enforcement, public
safety, and public works facilities, additions, and remodeling, the team will
be able to reduce the potential for changes in the scope of work – and
the accompanying expense – by taking the time at the outset to clarify
expectations and clearly define parameters. All programmatic issues, basic
design direction, budgets, and schedules will be fully explored, mutually
agreed upon, and communicated from the beginning. Our team will work
diligently to develop an implementation schedule that delivers outcomes
consistent with the project requirements.
BASIC REQUISITES OF CHANGE ORDER MANAGEMENT
• Prompt communication between the City and Dale Sonnichsen when
any direction is considered to represent a change
• Measure any schedule effects as a result of change or proposed change
• Lake Elmo’s written authorization before any new efforts are undertaken
• Prompt response to all new work orders and changes directed by the City
• Establishment and maintenance of a change request numbering and
tracking log to identify, record, and monitor the status
• Prompt preparation and submission of accurate, detailed costs, with
substantiating documentation for directed changes
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.19
D. CONSTRUCTION MANAGEMENT
APPROACH
9. SAFETY PROGRAM
Providing a safe work environment is Priority Number One at Kraus-
Anderson. It is our policy is to provide a safe and healthy work environment
for all workers, and to abide by all federal, state, and local regulations as
they pertain to our operations and your project. We strive for zero lost-
time on every project through good management and utilization of our
resources, a proactive approach to safety, a strong supervisory presence,
and hazard assessment.
KA’s Safety Program includes:
• Orientation and training
• OSHA hazard assessments
• Use of OSHA approved personal protective equipment
• Properly maintained tools, equipment, and facilities
• Formal and informal inspections to find and eliminate any unsafe acts or
conditions
• Investigation of all incidents and accidents to prevent a recurrence
Project Specific Safety Plan includes:
• Review the safety programs of each of the contractors and develop an
overall safety plan for the project
• Job site visits by our Director of Safety, Jay Vander Leest
• Jesse Fiskewold will be responsible for establishing, monitoring, and
enforcing our safety policies for all subcontractors during construction
• Jesse will lead daily huddle and weekly tool box meetings
• We keep all stakeholders advised of all construction operations through
daily and weekly coordination and progress meetings, ensuring that all
team members and affected parties are informed of current/upcoming
construction activities taking place around the area
10. MANAGEMENT AND COORDINATION OF FINAL START-
UP, TESTING, AND OCCUPANCY
During the preconstruction phase, we will prepare the necessary schedules
that define the project closeout activities identified. This ensures all
appropriate parties are prepared for final inspections and occupancy.
When the project is completed, we conduct a walk-through with your
maintenance personnel to direct the checkout, the operations of
the various systems and equipment for readiness, and to assist in the
initial commissioning start-up and testing by the subcontractors. We
will coordinate the training of City Hall, Public Safety, Fire Station, and
Public Works personnel on the operation and maintenance of the major
building systems. We secure and transmit required guarantees, affidavits,
releases, bonds and waivers, operating manuals, records, and as-built
drawings to you. This information will be provided in both hard copy and
electronic form. We will provide an 11-month walk-through with the City’s
maintenance personnel.
KA’S 0.49 EMR (BASED ON 1.00
INDUSTRY NATIONAL AVERAGE)
PLACES US IN THE TOP TIER
OF CONSTRUCTION FIRMS
NATIONALLY.
Kraus-Anderson is repeatedly
recognized as an industry
leader in safe performance on
projects.
AWARDS/RECOGNITION
• Minnesota Safety Council
recognition on a yearly basis
since 1992
• Governor’s Occupational
Safety and Health Award for
Outstanding Achievement
11 times
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.20
E. ADDITIONAL INFORMATION
DISRUPTION AVOIDANCE PLANNING AND PHASING
An important facet of evaluating the project options is understanding
the impacts construction will have on the daily operations of any facility,
site, and campus. KA is an expert at disruption avoidance planning and
delivering a safe environment. Jay Vander Leest, Director of Safety,
and Jesse Fiskewold, Project Superintendent, will provide expertise in
preplanning and developing project phasing and specific safety plans.
Our team will work with the City and affected stakeholders to define,
understand, and learn their day-to-day protocols so construction
operations have minimal impact on City operations and critical services
provided to the community.
ENSURING PROJECT QUALITY
Quality control is a philosophy and process that Kraus-Anderson employs
throughout all of its company activities and construction projects. The
main principles involve educating, monitoring, inspecting, testing, and
verifying that the progress steps and the result conform to the established
requirements of City of Lake Elmo.
In consultation with the City and the Architect, KA will define the important
quality activities and resources for the project and is specific to the
unique construction involved in this type of specialty project. It involves
early understanding of the appropriate quality standards and design and
sustainable goals for the project and incorporates a process to address
them.
This is achieved by:
• Reviewing and understanding the project requirements
• Determining key stakeholders and decision-makers and their key
engagement points
• Setting the project goals and aligning them with the expectations of Lake
Elmo City and the Architect.
• Utilizing KA’s experienced in-house technical support professionals who
specifically focus on and support the team with any special needs.
Disruption Avoidance
Example
The Washington County Campus
2025 project added more than
240,000 SF of new space and
remodeled more than 122,000
SF.
Kraus-Anderson’s approach to
conducting business in critical
areas started well before
construction activities began.
The disruption avoidance plan
we provided to the County
included custom-designed interim
life safety, dust control, and
noise abatement plans for each
phase. To minimize the effects of
construction, our team worked
with necessary Washington County
groups to define, understand, and
learn the day-to-day protocols.
For example, KA worked with
Washington County Facility
Personnel to design detailed
planning for shutdowns, temporary
ductwork, and power, for
example. At the same planning
discussion, interim life safety
procedures were planned. An
emergency call list was developed
to facilitate immediate contact
of project team personnel if
noise, dust, or concerns needed
immediate attention.
®
911
911
911
Keith Potter,Facilities Manager (651) 430-6227Washington County Facilities Division
Don Theisen,Director/County Engineer (651) 430-4304Washington County Transportation &Physical Development Cell (651) 592-6900
Amy Staudinger,Project Manager (651) 430-6226Washington County Cell (651) 303-0840
Mark Kotten,Senior Project Manager Cell (612) 747-5357Steve Jensen,Project Superintendent Cell (612) 366-7278Bryan Hawkins,Project Superintendent Cell (612) 860-2786
Tom Nelson,Safety Director Cell (612) 868-6957Jay Vander Leest,
L
o
s
s
P
r
evention Specialist Cell (612) 810-5602
Chris Volkers,Court Administrator (651) 430-6366Court Administration
Milan Tomaska,Supervisor (651) 430-6430Washington County Information Technology
Bill Hutton,Sheriff (651) 430-7615Washington County Sheriff Department
Emergency Contact Information
Police
Fire
Ambulance
County Emergency
Contact
Kraus-Anderson
Construction
Emergency Contact
Kraus-Anderson
Safety Contact
Courts
IT
Sheriff
Sample Disruption Avoidance Plan -
Minimizing disruption to operations and
maintaining safety and security at all times
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.21
E. ADDITIONAL INFORMATION
Building Science
Jon Porter, Director of Building Science, is available to help identify
potential areas of risk on a project and prevent issues that can translate
into delays and additional cost. An example would be identifying a
remodeling design detail that would result in extensive disruption to an
occupied space, and to assist the team in determining alternatives that
minimize operation disruption, while maintaining the same intent for a
similarly constructed cost. Jon can also advise on how building code and
energy code compliance decisions can be optimized for projects. He
helps project teams navigate new or uncommon code requirements that
might need to be addressed to achieve a building permit or a certificate
of occupancy. For example, suggesting various options to ensure that the
energy performance of the window systems will meet the energy code
requirements for that project. Another example, participating in a meeting
between the Architect and the building official to develop a strategy to
make sure that the construction documents will adequately address the
building official’s concerns for fire safety compliance.
Mechanical and Electrical Management
The evolution of building energy codes coupled with the drive for
increasing sustainability continue to add new systems and technology
for added energy savings and improved health and wellness for building
occupants. Digital control automation continues to increase the complexity
of building mechanical and electrical systems for both the initial installer
and the end-user/operator. For all of these reasons, Matt Stringfellow,
Mechanical and Electrical Systems Manager, plays an integral role on our
project teams to help owners and designers understand the complexities
of mechanical and electrical systems and to help guide budget-related
decision making, quality of design and installation, and life cycle operation
throughout the evolution of a construction project.
Virtual Design and Construction (VDC)
An established industry leader, KA utilizes the latest software and hardware
technology for design, estimating, constructability analysis, and project
management. Andrea Blair, VDC/BIM Specialist is available to support the
planning and preconstruction efforts by utilizing KA’s new technology, from
estimating software, to 3D laser scanners, drones, and virtual reality. We
keep our eye on Lean construction processes, always assessing the cost/
benefit of various technology, and implementing techniques that provide
added value to our clients.
MEP REPRESENTS UP TO
OF CONSTRUCTION COSTS25%
MEP & MEP & Integrated Integrated TechnologyTechnology
HOW DOES ONE PHENOMENA INFLUENCE & INTERACT WITH ANOTHER??Building Building ScienceScience
Generates quick feedback on financial and
logistical implications of design as it progresses
Streamlines building systems coordination of
panelization, prefabrication, and delivery
Develops solutions that benefit maintenance
and future development post construction
Captures existing conditions to assess impact on
design, cost, schedule, and constructability
BIGGEST PAYOFF
SUPERIOR VALUE
PERPETUAL BUILDING
LIFE CYCLE
SUPERIOR PERFORMANCE
Virtual Design & Virtual Design & ConstructionConstruction
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.22
F. BASIS FOR COMPENSATION
1. PROPOSED CM FEE
• Proposed CM Fee: 1.95% based on Cost of Construction
• Preconstruction services will be billed at the completion of the preconstruction phase.
• Construction costs and fee will be billed monthly once construction begins based on the percentage of
completion at the end of each month.
2. POSSIBLE ALTERNATES
• Use of Sourcewell for Option 1 or 2 Renovations: The City of Lake Elmo is a Sourcewell member for purchasing.
Sourcewell, formally known as NJPA, allows public entities to procure construction activities from awarded
contractors based on publicly bid rates. Kraus-Anderson is an awarded/preferred vendor that could provide
these services to the City. Based on Options 1 or 2 where there would be renovation of existing office space, this
method could reduce the overall cost of construction for the City.
-*Note: If this option was chosen we would waive the associated preconstruction costs.
• Use of Precast and Early Bid Packages: Utilization and timing of precast materials is another alternative that can
save significant costs. Planning and ordering precast in advance of the start of construction via an early bid
package can speed up the overall construction process. This reduced timeline for construction ultimately reduces
the management costs and potential weather impacts that can be costly in Minnesota’s climate.
• Overhead Doors and Life Cycle Costs: There is a tipping point for the amount of glazing in overhead doors to let
in natural light and the life cycle costs. The more glass there is, the greater the strain on the doors equating to a
shorter life cycle and higher maintenance costs for the owner. Evaluating what makes sense for the design with
this in mind can make sure the appropriate amount of funds is carried.
• Incorporating Training Mechanisms into Design: With our experience building recent fire stations, we have worked
collaboratively with owners and the design teams to incorporate cost-effective training features into the plans to
alleviate the need to rent outside space to conduct certain types of training exercises. Having the ability to train
staff in-house rather than purchase these needs elsewhere can save significant dollars over the lifespan of the
building. Examples include stair towers and mezzanine confined space access.
3. PROPOSED CM FEE THE COST OF ALL ACTIVITIES MARKED AS CM RESPONSIBILITY
• Proposed CM Fee: 1.95%. This fee will be based on the cost of construction only.
• Preconstruction Services: $7,500. The true cost of preconstruction services is $45,000 for the duration outlined in
the RFP. KA will provide that level of value for the discounted lump sum noted above.
-*Note: If Sourcewell is utilized in the delivery of the renovation projects, the associated value for preconstruction
services will be waived.
• Construction Services: The construction duration will be dependent on the option chosen and the scope of work
determined through the preconstruction phase. At this time, these requirements are unknown and therefore
cannot be priced. The work done through the preconstruction phase will
allow for an efficient schedule and a more accurate set of construction
services to be determined.
-Reimbursable expenses of office equipment, blueprinting, postage, travel,
trailer, superintendent truck/phone, insurance, and IT are estimated at
$4,000 per month.
Examples of training features
incorporated into fire stations.
CITY OF LAKE ELMO | CITY HALL|FIRE STATION FACILITIES|PUBLIC WORKS ADDITION | p.23
G. LIST OF REFERENCES
Washington County
Washington County - Multiple Projects
Don Theisen, Director of Public Works
Washington County
651-430-4304
don.theisen@co.washington.mn.us
Hopkins City Hall Renovation and Addition
Mike Mornson, City Manager
City of Hopkins
952-548-6301
mmornson@hopkinsmn.com
Central Fire Station
Jennifer Levitt, City Administrator
City of Cottage Grove
651-458-2890
jlevitt@cottagegrovemn.gov
Bayport Fire Station
Logan Martin, City Administrator
(Former City of Bayport Administrator)
City of Rosemount
651-322-2006
logan.martin@ci.rosemount.mn.us
WASHINGTON COUNTY
CITY OF HOPKINS CITY HALL
RENOVATION AND ADDITION
BAYPORT FIRE STATION
CITY OF COTTAGE
CENTRAL FIRE STATION
“Kraus-Anderson’s team has stepped up to
every challenge and provided a solution
for us. This is a reflection on the experience,
knowledge, and practical critical thinking
your staff brings to the table.”
- Don Theisen, Director of Public Works
Washington County
Kraus-Anderson® Construction Company is an EEO/AA Employer.
MINNESOTA
Minneapolis
501 South Eighth Street
Minneapolis, MN 55404
612-332-7281
Bemidji
206 Beltrami Avenue
Bemidji, MN 56601
218-759-0596
Duluth
3716 Oneota Street
Duluth, MN 55807
218-722-3775
Rochester
502 2nd Avenue SW
Rochester, MN 55902
507-226-8690
WISCONSIN
Madison
151 East Wilson Street
Suite 100
Madison, WI 53703
608-838-5444
NORTH DAKOTA
Bismarck
1815 Schafer Street
Suite 200
Bismarck, ND 58501
701-989-7150
www.krausanderson.com
Printed in USA
2020
City of Lake Elmo
City Hall, Fire Station & Public Works
RFP for Construction Management Services
November 2, 2020
830 Boone Avenue North
Golden Valley, Minnesota 55427
952-837-8600
CONTACT
Brad Barickman
Vice President Community | Project Executive
952-837-8614
RJMConstruction.com
Follow us @rjmconstruction
2Lake Elmo City Hall, Fire Station, Public Works
TABLE OF CONTENTS
Cover Letter
Professional Organization
Project Team
Planning Approach
Construction Management Approach
Additional Information
Basis for Compensation
References
Appendix
Basis of Compensation
deliver
driven to
Our expertise ensures every
step of your project vision is
achieved.
3Lake Elmo City Hall, Fire Station, Public Works
November 2, 2020
Jake Dickson
Assistant City Administrator
City of Lake Elmo
3880 Laverne Ave N
Lake Elmo, MN 55042
Re: City of Lake Elmo City Hall, Fire Station, and Public Works RFP
Dear Mr. Dickson,
RJM is proud to be Minnesota's leading municipal construction management firm by continuing to provide
solutions for nearly 30 municipalities in the State of Minnesota. We welcome the opportunity to engage in
a partnership with the City of Lake Elmo to ensure that your project vision comes to life according to the
budget and schedule. We believe we can add value in the following ways:
Community and municipal expertise: RJM specializes in guiding teams through the design and
construction process for city halls, community centers, and other public spaces. Utilizing this experience,
we will proactively maximize your project's value and help the team steer clear of potential challenges.
Construction management leaders: The RJM team pioneered the CMr approach with the City of Eden
Prairie in 2006, and we have since utilized it with several other cities throughout Minnesota. We have
delivered more construction management projects to municipal clients than any of our competitors. Our
direct CM expertise will ensure a successful process.
Familiarity with project and design team: To date, we have already provided preliminary cost
estimating, and we are ready to take our entire team to the next level to build a quality project that will
serve your community for years to come. RJM Construction has partnered with Leo A Daly on many
projects, including the HERO Center, Chaska City Hall Improvements, the North Metro Training Facility,
and the Chanhassen City Hall and Public Works. The City of Lake Elmo will benefit from this established
relationship and consistent team; there is no learning curve.
RJM's team is prepared to engage immediately. We appreciate this opportunity and look forward to the
next steps. If you have any questions, please contact me at 952-837-8614.
Sincerely,
Brad Barickman
Vice President Community
4Lake Elmo City Hall, Fire Station, Public Works
Professional Organization
With our headquarters in Minneapolis, RJM Construction LLC was established in
1981, and is owned by industry veterans Robert Jossart, Joe Maddy, Brian Recker
and Ted Beckman. Today RJM has more than 190 specialized staff members and
annual construction volume of approximately $275 million. As the 10th largest
contractor in the Twin Cities, RJM specializes in municipal construction throughout
the state of Minnesota. Our experience encompasses general contracting,
construction management, design-build and preconstruction services.
Location of office that from which this project will be administrated:
830 Boone Avenue North
Golden Valley, MN 55427
Qualifications and Experience
RJM is dedicated to working with communities and non-profit organizations in
constructing public works buildings, community centers, municipal facilities,
recreational facilities, higher education facilities and charter schools. Our
community work often comprises 40 percent of our yearly business, with projects
ranging from renovations to new buildings, all serving the communities for years to
come.
We perform as an extension of the client’s staff, analyzing all details of the project
to achieve the best value. We understand there is extensive planning involved in
getting a community project off the ground. Whether your project involves council
approvals, public funds or private investors, RJM Construction can act as your
advocate years before a project begins. In tandem with approvals, our construction
process includes the assembly of a project schedule and budget, taking into account
every detail such as design milestones, permitting and material procurement. Our
experience and resources will guide you to make well-informed, timely decisions.
RJM takes pride in ownership of every project, managing risk from start to finish.
Please see details of similar projects on the following pages.
ANDOVER PUBLIC WORKS
• Trusted partner with flexibility
and commitment to meet the
end goal
• Product type and delivery
expert; we are builders first
• Ability and willingness to arrive
at a guaranteed maximum
price early and stand by it
• Ability to deliver projects faster
• Expertise in leading
government projects through
the approval process
• Dedicated preconstruction
department
• Senior leadership active in their
projects
• Team members are active
within their community
• In-house MEP department
offering creative solutions
5Lake Elmo City Hall, Fire Station, Public WorksCMrCMaRJM Community Projects
RJM will bring
its construction
management
expertise to
the Lake Elmo
community. Since
2007 we have
worked on similar
projects with nearly
30 municipalities
on CMa and CMar
projects, most of
whom hire RJM on a
repeat basis.
Relevant Project Experience
Andover Public Works X
Plymouth Fire Station #2 & #3 X
Rogers Police Station X
HERO Center, City of Cottage Grove & City of Woodbury X
Woodbury Public Works X
Woodbury City Hall X
Andover Community Center Expansion X
Andover YMCA / Community Center X
Blaine City Hall Improvements X
Chanhassen Public Works X
Chaska Community Center Aquatics X
Chaska Lodge Addition X
Chaska Wellness Center X
Coon Rapids Ice Arena X
Eden Prairie Aquatic Center X
Eden Prairie Community Center & Ice Arena X
Edina Braemar Golf Dome X
Edina Braemar Sports Dome X
Edina Pamela Park X
Elk River Community Center / YMCA X
Elk River Public Works X
Fairmont Community Center X
Hopkins Pavilion Ice Arena X
Inver Grove Heights Community Center X
Maple Grove Central Park X
Maple Grove Community Center & Ice Arena X
Maple Grove Gymnasium X
Maple Grove Sports Dome X
Maple Grove Town Green Bandshell X
Medina Public Works and Police Station X
Montevideo Public Works*X
New Ulm Recreation Center Addition X
Plymouth Ice Center X
Plymouth - Plymouth Creek X
Ramsey Public Works*X
Red Wing Ice Arena X
Rogers Ice Arena X
St. Louis Park Recreation Outdoor Center & Ice Arena X
St. Louis Park Westwood Hills Nature Center X
Shakopee Community Center / Ice Arena X
Shoreview Community Center Expansion X
Worthington Community Center / YMCA X
Wright County Tactical Training Center X
6Lake Elmo City Hall, Fire Station, Public Works
HERO Center
The City of Woodbury and the City of
Cottage Grove hired RJM Construction to
oversee the new regional training facility
for police, fire, and emergency medical
services.
HERO Center provides one central location to bring all
safety responders, both locally and regionally, together in a
safe, state-of-the-art facility. The training center includes
classrooms, a shooting range, canine training yard, a large
vehicle maneuvering area for apparatus and extractions,
virtual reality, and two mock house structures.
With the unique nature of this project, many aspects were
new to RJM, Leo A Daly, and the contractors. The team
remained agile throughout the entirety of the project as
many of the items were adjusted along the way to ensure
the facility would meet the training needs and withstand
the various training scenarios.
LOCATION Cottage Grove, MN
MARKET SECTOR Community
SQUARE FEET 45,326
PROJECT TYPE Public Safety Facility
ARCHITECT Leo A Daly
CONTRACT Construction Manager at
Risk
Relevant Project Experience
PROJECT SIMILARITIES
• CMr delivery
• Public service
• In-floor heat
Owner Contact Architect Contact
Jen Leavitt Cindy McCleary
651-458-2890 612-338-8741
• Precast - thin brick
• Training rooms
• Vehicle storage
7Lake Elmo City Hall, Fire Station, Public Works
Plymouth Fire Station #2 & #3
RJM was hired by the City of Plymouth for
the renovation, expansion and construction
of their fire stations.
Station 2 included the demolition of the existing station
with construction of a new state-of-the-art facility to
meet future expansion of the community and the needs of
today’s firefighters.
Station 3 included the renovation and expansion of the
existing facility. The station will remain fully operational for
the duration of construction.
PROJECT SIMILARITIES
• Fire Stations
• Municipality
• CMr delivery
LOCATION Plymouth, MN
MARKET SECTOR Community
SQUARE FEET 47,000
PROJECT TYPE Fire Station
ARCHITECT CNH Architects
CONTRACT Construction Manager at
Risk
Relevant Project Experience
Owner Contact Architect Contact
Amy Hanson Quinn Hutson
515-570-5307 952-997-4583
8Lake Elmo City Hall, Fire Station, Public Works
Rogers Police Station
RJM Construction was hired by the City of
Rogers to transform an existing industrial
building into a full-service police station.
RJM’s project scope included interior renovations to build
out offices and a garage area for the City. Sallyport, a
booking room, and holding rooms were also part of the
project as well as a secure evidence room. Structural
modifications were made to support a 2,500 sq. ft. addition
to the upper level of the space.
PROJECT SIMILARITIES
• Police Station
• Municipality
LOCATION Minneapolis, MN
MARKET SECTOR Community
SQUARE FEET 19,230
PROJECT TYPE Police Station
ARCHITECT HTG Architects
CONTRACT Construction Manager
Relevant Project Experience
Owner Contact Architect Contact
John Seifert Tom Moorse
763-428-8580 952-278-8880
9Lake Elmo City Hall, Fire Station, Public Works
Woodbury City Hall
The City of Woodbury hired RJM
Construction to renovate its City Council
Chambers and other areas of City Hall.
The space had been largely untouched since it was
constructed in 1990. RJM installed new finishes, custom
acoustical ceiling and wall panels, along with a new cherry
wood dais – the stage of the room. Security updates as
well as advancements to the audio, visual and lighting
systems were also made. An inductive loop hearing
assistive technology system was installed under the
carpeting. The conference room adjacent to the chambers
was also expanded and will be used for City workshops and
meetings.
The project team took a proactive approach in meetings
to create a seamless schedule, allowing multiple trades to
work within the confined space efficiently.
LOCATION Minneapolis, MN
MARKET SECTOR Community
SQUARE FEET 2,500
PROJECT TYPE Public Works
ARCHITECT Welsh Architects
Relevant Project Experience
Owner Contact
Bob Klatt
651-714-3500
10Lake Elmo City Hall, Fire Station, Public Works
Andover Public Works Expansion
The City of Andover hired RJM to oversee
construction of the expansion project.
The project consists of a new 17,590 square-foot fleet
maintenance building and 18,340 square-foot cold storage
building. When complete, the city’s public works team will
relocate to the new campus, located at 1900 Veterans
Memorial Boulevard in Andover. An extension to Veterans
Memorial Boulevard and site improvements are also
included in the project scope. The new facilities will provide
a safe work environment for maintenance equipment and
to facilitate the movement indoors of a significant amount
of valuable equipment.
PROJECT SIMILARITIES
• Vehicle storage
• Public service
• Precast
• Campus relocation
• CM delivery
LOCATION Andover, MN
MARKET SECTOR Community
SQUARE FEET 35,930
PROJECT TYPE Public Works
ARCHITECT Oertel Architects
CONTRACT Construction Manager
Relevant Project Experience
Owner Contact Architect Contact
Dave Berkowitz Andrew Cooper
763-767-5133 651-696-5186
11Lake Elmo City Hall, Fire Station, Public Works
Woodbury Public Works Expansion
RJM Construction was hired by the City of
Woodbury to oversee their public works
expansion project.
Crews demolished the original parks maintenance building
on the west side of Tower Drive and replaced it with a new
25,000square-foot facility for the public works department.
An 18,800-square-foot cold storage building was also built
to house the city’s winterized/summarized equipment
during season changes.
An 88,000-square-foot warm storage addition was
constructed to the south of the existing east building to
store equipment such as plow trucks, city vehicles, and
miscellaneous equipment. In addition to the warm storage,
a 10,000-square-foot metal building lean-to addition to the
east of the existing building was constructed to be the new
home for parks and maintenance department equipment._
PROJECT SIMILARITIES
• Public service
• New vehicle storage
• Precast
• CMr delivery
LOCATION Woodbury, MN
MARKET SECTOR Community
SQUARE FEET 100,000
PROJECT TYPE Public Works
ARCHITECT HCM Architects
CONTRACT Construction Manager at
Risk
Owner Contact Architect Contact
Teresa Keller Dan Lawrence
651-714-3500 612-904-1332
Relevant Project Experience
12Lake Elmo City Hall, Fire Station, Public Works
PROJECT EXECUTIVE
Brad Barickman
Vice President, Community
Superintendent
Mark Dongoske
Project Manager
Curtis Sell
Project Team
Project Manager
Kelly Nickell
Director of
Preconstruction
Justin Johnson
MEP Director
Jed Field, P.E., CHC
Virtual Design Lead
Jake Fisher
Estimator
Eric Sonnenberg
Quality Control Director
Mike Johnson
VP Safety & Quality
John Boben
Safety Manager
Stacy Arnold
13Lake Elmo City Hall, Fire Station, Public WorksLake Elmo City Hall, Fire Station, Public Works
Brad Barickman
Vice President Community | Project Executive
brad.barickman@rjmconstruction.com
952-837-8614
Brad as been in the construction industry for over 17 years. With his diverse
background, he brings multiple perspectives to the project team, ensuring that
we meet and exceed client goals. Brad draws heavily on experience to anticipate
project needs and will delegate the proper resources to complete the requirements
efficiently. From complex municipal ground-up facilities and renovation projects,
to healthcare and corporate work, his proven dedication to budget control, value
analysis, construction sequencing, and disruption avoidance is always evident in the
quality of the finished product.
While Brad’s highly motivated and task-oriented approach sets a standard for
everyone on the team, he is also focused on creating and maintaining long-term
relationships with clients, understanding their needs and challenges, and helping
them make their project vision come to life.
PROJECT CLIENT LOCATION
Andover Public Works City of Andover Andover, MN
Woodbury Public Works City of Woodbury Woodbury, MN
Plymouth Fire Station #2 & #3 City of Plymouth Plymouth, MN
Montevideo Public Works*City of Montevideo Montevideo, MN
Woodbury City Council Chambers City of Woodbury Woodbury, MN
HERO Center City of Woodbury and City of
Cottage Grove Cottage Grove, MN
Ramsey Public Works*City of Ramsey Ramsey, MN
Wayzata City Hall*City of Wayzata Wayzata, MN
Wright County Tactical Training Center*Wright County Buffalo, MN
Shoreview Community Center Expansion City of Shoreview Shoreview, MN
Eden Prairie Aquatic Center City of Eden Prairie Eden Prairie, MN
Worthington Community Center and YMCA City of Worthington Worthington, MN
Andover Community Center and Ice Arena City of Andover Andover, MN
Eden Prairie Community Center & Ice Arena City of Eden Prairie Eden Prairie, MN
Wilmar City Hall and Community Center City of Wilmar Wilmar, MN
* Under construction
Relevant Experience
CLIENT CONTACT FIRM PHONE
Mr. Jim Dickinson City of Andover 763-767-5133
Mr. Andy Johnson Worthington YMCA 507-376-6197 x 225
Ms. Jennifer Levitt City of Cottage Grove 651-458-2890
ARCHITECT CONTACT
Mr. Roger Christensen HCM Architects 612-904-1332
Mr. Tom Betti 292 Design Group 612-767-3773
Mr. Todd LaVold Leo A. Daly 612-338-8741
Education
Bachelor of Science Degree
Construction Engineering
Iowa State University
Awards and Certifications
LEED AP
References
Project Team
14Lake Elmo City Hall, Fire Station, Public Works
Curtis Sell
Project Manager
curtis.sell@rjmconstruction.com
952-837-8685
Curtis began his construction career with RJM as an intern while attending
Minnesota State University - Mankato. Upon graduation he was hired full time as
a project engineer and was later promoted to his current role as project manager.
Curtis will facilitate a a collaborative and productive process to meet project
objectives and client satisfaction.
Key Responsibilities:
• Plan project workflow including schedule, materials, and workforce
• Assist estimating team during preconstruction including final bidding
• Recommend course of action based on client needs and requirements
• Proactively reassess project scope based on new information and analysis
• Closely monitor schedule, budget, and quality to ensure project vision is
achieved
• Work with superintendent and consultants to drive efficiencies
PROJECT CLIENT LOCATION
Andover Public Works City of Andover Andover, MN
Woodbury Public Works City of Woodbury Woodbury, MN
Woodbury City Council Chambers City of Woodbury Woodbury, MN
City of Ramsey Public Works*City of Ramsey Ramsey, MN
Woodbury Ojibway Park City of Woodbury Woodbury, MN
Andover Community Center Expansion City of Andover Andover, MN
Forest Lake YMCA YMCA of the Greater Twin Cities Forest Lake, MN
Summit Orthopedics Eagan Summit Orthopedics Eagan, MN
Summit Orthopedics Bielenberg/Woodbury Summit Orthopedics Woodbury, MN
UMMC 11th Floor NICU University of Minnesota Minneapolis, MN
UMMC Wilf Family Center University of Minnesota Minneapolis, MN
Methodist Hospital Neurology Refresh Park Nicollet Health Services St. Louis Park, MN
The Dental Specialists Coon Rapids The Dental Specialists Coon Rapids, MN
* under construction
Selected Experience
CLIENT CONTACT FIRM PHONE
Ms. Teresa Keller City of Woodbury 651-714-3500
Mr. Dave Berkowitz City of Andover 763-767-5133
Ms. Lizz Narum U Construction 612-290-6958
ARCHITECT CONTACT
Mr. Andrew Cooper Oertel Architects 651-696-5186
Ms. Stacy Collins Mohagen Hansen 952-426-7429
Mr. Denton Mack Sperides Reiners Architects 952-996-9662
References
Project Team
Education
Bachelor of Science
Construction Management
Minnesota State University - Mankato
Training and Certification
Erosion and Stormwater Management
Certification/Site Management
University of Minnesota
OSHA 30
15Lake Elmo City Hall, Fire Station, Public Works
Kelly Nickell
Project Manager
kelly.nickell@rjmconstruction.com
952-837-8631
Kelly began her construction career with RJM as a project engineer intern while
attending the University of Wisconsin - Madison. Upon graduation, she was hired full
time as a project engineer and was later promoted to her current role as a project
manager.
Kelly will facilitate a collaborative and productive process to meet project objectives
and client satisfaction.
Key Responsibilities:
• Plan project workflow including schedule, materials, and workforce
• Assist estimating team during pre-construction including final bidding
• Recommend course of action based on client needs and requirements
• Proactively reassess project scope based on new information and analysis
• Closely monitor schedule, budget, and quality to ensure project vision is
achieved
• Work with superintendent and consultants to drive efficiencies
Project Team
PROJECT CLIENT LOCATION
HERO Center City of Woodbury and City of
Cottage Grove Cottage Grove, MN
Montevideo Public Works*City of Montevideo Montevideo, MN
Shoreview Community Center Addition City of Shoreview Shoreview, MN
Wayzata City Hall Renovation*City of Wayzata Wayzata, MN
Willmar City Hall and Community Center**City of Willmar Willmar, MN
Shakopee Community Center Renovation City of Shakopee Shakopee, MN
Shoreview Commons Park Expansion*City of Shoreview Shoreview, MN
Eden Prairie Aquatics Addition City of Eden Prairie Eden Prairie, MN
Fernbrook Fields Athletic Complex City of Maple Grove Maple Grove, MN
Maple Grove Veterans Memorial City of Maple Grove Maple Grove, MN
Hmong Academy Phase IV Hmong Academy St. Paul, MN
* Under construction ** Awarded
Relevant Experience
CLIENT CONTACT FIRM PHONE
Mr. Jeff Evenson City of Maple Grove 763-494-6503
Mr. Terry Schwerm City of Shoreview 651-490-4611
Ms. Jennifer Levitt City of Cottage Grove 651-458-2890
ARCHITECT CONTACT
Mr. Teri Nagel Kodet Architectural Group 612-377-2737
Mr. Aaron Fields BWBR 651-290-1866
Mr. Dale Eberly Leo A Daly 612-341-9578
Education & Training
Bachelor of Science
Civil Engineering
University of Wisconsin - Madison
References
Training and Certification
OSHA 30
ICRA Training
CPR adn AED Certified
16Lake Elmo City Hall, Fire Station, Public Works
Mark Dongoske
Superintendent
mark.dongoske@rjmconstruction.com
952-837-8600
Mark started his career working in the construction industry in 1983. Mark has
worked on a variety of project types including municipal facilities, healthcare
facilities, tenant buildouts, residential, and more.
Working in tandem with RJM’s project manager, Mark is accountable for running the
day-to-day operations on the construction site and closely monitoring the project
schedule to achieve project success.
Key Responsibilities:
• Direct all field personnel and manage subcontractor activities
• Ensure that quality control standards and safety protocols are upheld at all times
• Maintain construction schedule and proactively identify and resolve any
disruptions
• Order materials, schedule inspections as necessary
• Maintain regular communications and positive relationships with clients,
contractors, vendors, and team members
• Maintain an efficient, organized, safe, and clean job site
Mark will work to keep the entire team informed of the project’s on-site status, and
will ensure cost-effective solutions, procedures and methods are upheld at all times.
Project Team
Training and Certifications
OSHA 30
CPR adn AED Certified
PROJECT CLIENT LOCATION
Andover Public Works City of Andover Andover, MN
Woodbury Public Works City of Woodbury Woodbury, MN
Rogers Police Station Remodel City of Rogers Rogers, MN
Chanhassen Public Works City of Chanhassen Chanhassen, MN
Elk River Public Works City of Elk River Elk River, MN
Medina Public Works and Police Station City of Medina Medina, MN
Montevideo Public Works City of Montevideo Montevideo, MN
Shoreview Community Center Expansion City of Shoreview Shoreview, MN
Woodbury Ojibway Park City of Woodbury Woodbury, MN
Wilmar City Hall and Community Center City of Wilmar Wilmar, MN
Relevant Experience
CLIENT CONTACT FIRM PHONE
Mr. Justin Femrite City of Elk River 763-635-1000
Mr. Aaron Blom City of Montevideo 320-269-9340
Ms. Teresa Keller City of Woodbury 651-714-3593
ARCHITECT CONTACT
Ms. Pam Anderson 292 Design Group 612-767-3773
Mr. Thomas Moorse HTG Architects 952-278-8880
Mr. Dan Lawrence HCM Architects 612-904-1332
References
17Lake Elmo City Hall, Fire Station, Public Works
Justin Johnson
Director of Preconstruction
justin.johnson@rjmconstruction.com
952-837-8632
Justin has been with RJM for 13 years. He has held positions as a project engineer
and has also worked in the field early in his career. In his current role, Justin oversees
the preconstruction and estimating departments working closely with RJM’s
full-time estimators, director MEP design and coordination, and BIM specialist to
ensure that all unique project details are understood and incorporated during the
preconstruction phase.
Justin directs the project team to develop and maintain accurate budgets from the
schematic design phase through the final construction documents. He has a history
of providing accurate estimates and achieving the best value for various clients and
project types including in the community, healthcare, corporate, and educational
markets.
Project Team
CLIENT CONTACT FIRM PHONE
Mr. Nick Mazzocco Jones Lang LaSalle 612-217-6750
Mr. Brian Trombley Oppidan 612-799-5963
Ms. Diane Evans City of Plymouth 763-509-5201
ARCHITECT CONTACT
Mr. Tom Betti 292 Design Group 651-767-3773
Mr. Joe Brown BKV 651-343-8688
Ms. Melanie Baumhover BWBR 651-290-1988
Education
Bachelor of Science Degree
Construction Management
University of Minnesota
References
Awards
Minnesota Subcontractors
Association, Construction
Professional of the Year 2018
PROJECT CLIENT LOCATION
Andover Public Works City of Andover Andover, MN
Woodbury Public Works City of Woodbury Woodbury, MN
HERO Center City of Woodbury and City of
Cottage Grove Cottage Grove, MN
Plymouth Fire Station #2 & #3 City of Plymouth Plymouth, MN
Montevideo Public Works*City of Montevideo Montevideo, MN
New Ulm Recreation Center Addition City of New Ulm New Ulm, MN
Medina Public Works and Police Station City of Medina Medina, MN
Ramsey Public Works**City of Ramsey Ramsey, MN
Wright County Tactical Training Center*Wright County Buffalo, MN
Central Park of Maple Grove City of Maple Grove Maple Grove, MN
Shakopee Aquatics and Ice Arena City of Shakopee Shakopee, MN
Andover Community Center and Ice Arena City of Andover Andover, MN
Hopkins Pavilion City of Hopkins Hopkins, MN
Hmong Academy Phase IV Hmong Academy St. Paul, MN
* Under construction ** Awarded
Relevant Experience
18Lake Elmo City Hall, Fire Station, Public Works
Support Team
Jake Fisher, Virtual Design Lead
As the virtual design lead, Jake will lead Building Information Modeling (BIM)
execution, clash detection, visualization and construction sequencing for
projects utilizing Autodesk software. He will provide technical expertise to the
preconstruction team, providing value in systems analysis and constructibility
reviews, enabling the team to make more informed decisions regarding the design,
systems, efficiency and quality of a project. Jake has been in the construction
industry for 14 years, and in his current role at RJM for the last three years.
Jed Field, Director MEP Design and Coordination
Jed will provide MEP expertise from design through occupancy and optimized facility
operations. Having worked on the client side, his unique perspective allows him to
dig into details, using a collaborative approach to achieve project objectives. He has
dedicated his career to expertise in facility infrastructure and systems, optimizing
occupant comfort, code compliance, energy efficiency, and total cost of ownership.
Jed has been in the construction industry for 21 years, the last four in his current role
at RJM.
Stacy Arnold, Safety Manager
As safety manager, Stacy plays an active role on job sites ensuring safety programs
are in place and observed while partnering with the project team helping to identify
risks and train teams on safe behaviors. With her hands-on experience combined
with her keen attention to detail and communication skills, she ensures that safety is
held to the highest standard to ensure project success and client satisfaction. Stacy
has been in the industry for 16 years, the last six with RJM.
John Boben, Vice President, Safety and Quality Control
As safety director John provides leadership and oversight regarding the safety
and quality aspects of all projects. He is responsible for analyzing the proposed
project safety plan and guides the team in continual improvement and ensures
RJM employees and subcontractors follow safety program protocols. In addition to
project-specific responsibilities, John monitors training processes and continuing
education programs for the team, and also chairs the safety committee. An industry
veteran, John has been with RJM Construction for 28 years.
Mike Johnson, Quality Control Director
As quality control director, Mike is responsible for providing insight and guidance to
project teams ensuring that the RJM Construction quality control procedures are in
place and all tasks are implemented and carried out. He makes certain that projects
are in compliance and processes are upheld through every phase, from start up to
close out. His proven leadership, superior work ethic and detailed execution ensures
that quality is at the forefront of every project. Mike has been a part of the RJM
team for 20 years.
Project Team
Eric Sonnenberg, Estimator
Eric started his career in the construction industry as an inspector for the cities of
Minneapolis and Brooklyn Center. He joined the RJM team in 2015 as an estimator.
Eric collaborates with the project team to provide accurate estimates from the
conceptual and design development phase through establishing a guaranteed
maximum price. He will manage all subcontractors, including but not limited to the
issuing and managing invites to bid, responding to RFIs, and scoping and evaluating
all proposals. He will also lead the team through the value engineering process.
19Lake Elmo City Hall, Fire Station, Public Works
Planning Approach
Working with Owner and Architect
The key to successful community and municipal construction projects always
includes effective planning, clear communications and the ability to remain flexible
with changing project conditions.
In the preconstruction phase, RJM’s first step is to engage your staff, project
stakeholders, and Leo A Daly’s design team to understand all aspects of the project.
As we begin to identify challenges, value management opportunities, and any
schedule/construction sequence conflicts, RJM will provide a number of deliverable
documents for the City of Lake Elmo’s review and approval to ensure you have a
clear picture of the project status.
Preconstruction progress meetings RJM will provide:
Preconstruction Schedule Update - RJM will outline, track, and update all phases
of construction design activities, government review periods, material procurement
lead times, and construction schedule sequences. RJM suggests using a detailed
tracking Gantt Schedule to keep all team members up to date.
Issue Log Update - RJM provides an Issue log Update at progress meetings, which
clearly shows the issue, date it was discovered, current status, project impact either
in the schedule and/or cost, and which team member is responsible for the next
step towards completion. As we review the design development and construction
documents, we use this tool to bring any uncovered issues to your attention.
Value Engineering Update - In our role as Construction Manager, we know it is our
job to provide as many cost-saving ideas that are available for the team’s evaluation
and implementation. We use this update to communicate the full picture of the pros
and cons, cost/benefit analysis, risk assessment, and constructibility of potential
options.
As the team moves into the construction phase of the project, RJM will coordinate
all project communications: scheduling, attending, participating in, and recording
regular meetings.
Owner, architect, and contractor progress meetings RJM will
provide:
Construction Schedule Update - RJM will provide the overall construction
schedule progress, a 6-week look ahead schedule, and track any upcoming special
construction operations such as planned service interruptions and site logistic
planning.
Safety Assessment Issues - RJM makes safety our highest priority. We use
these meetings to identify, discuss with our team, and effectively plan for safe
construction operations and minimize disruptions.
Issue Log Update - We will continue providing you with updated issue logs to not
lose sight of critical items affecting the project’s success.
Project Document Updates - Request for Information RFI, Submittal Logs, and a
list of construction documents are distributed to keep all team members updated on
project status.
Meeting Minutes - RJM will list all attendees, provide dates for action, and create a
historical timeline.
Planning Approach
RJM is proud to
be the recipient
of the Minnesota
Subcontractors
Association TOPs
Award (Teamwork,
Opportunities and
Partnering with
Subcontractors) for
several consecutive
years, emphasizing
our firm but fair
approach.
ANDOVER PUBLIC WORKS
20Lake Elmo City Hall, Fire Station, Public Works
Project budgeting
Budget is typically a driving concern of clients and we take responsibility in ensuring
the best possible value is achieved in consideration of function and design. As the
design progresses, we provide continuous, real-time cost evaluations so that the
cost impact of design choices are realized right away. Being proactive in this process
saves critical time and cost, helping the architect understand budget impacts before
designs are complete. We start with an overall conceptual budget, followed by a
schematic design budget and a design development budget. RJM will be prepared to
provide a GMP at the end of design development.
Our team also provides a final estimate at 95% completion of the
design. This final estimate is developed with the assistance of
subcontractors in the marketplace to track where the final bids will be
when received accurately. Allowing one final opportunity to make slight
adjustments to the plans prior to bidding assures the project will be
delivered on budget. The final last estimate eliminates out unwanted
surprises on bid day.
Project scheduling
Scheduling begins at project definition and identifies design, client planning, bid-
ding, and actual construction duration. RJM will support the project team with a
comprehensive schedule considering all critical milestones. With the requirement to
maintain operations at all times for both stations, this will be a partnership among
the entire project team to ensure realistic expectations are set within efficient work
sequences.
The Last Planner System is used by RJM to fully vet the schedule alongside
the trades who will perform the work. Our team is experienced in conducting
“pull planning” sessions to efficiently sequence the work and truly embrace a
collaborative environment.
During construction, a detailed, weekly look-ahead schedule will be provided to
the project team. This will be the team’s basis for measurement against the overall
project schedule and will help identify areas that may be falling behind or tracking
ahead of schedule.
HERO CENTER
RJM provides a final
estimate at
95%
completion of
design.
21Lake Elmo City Hall, Fire Station, Public Works
Construction Management Approach
Cost estimating
At the core of our preconstruction team are five full-time estimators. This dedicated
team ensures that estimates are accurately completed in a timely fashion without
the daily duties of project management. Estimating is a continuous process for
RJM Construction; as early as possible we will quantify work items and apply unit
costs. A variety of technological resources are utilized by RJM’s estimating team
in developing a cost model. Materials are quantified with precision in On-Screen
Takeoff, and paired with our unit cost database, which is maintained via Sage
Estimating. To ensure estimating accuracy we also rely on virtual building models
BIM.
RJM’s cost estimating process is completely open book. We provide detailed
information supporting our numbers in an open forum with the City of Lake Elmo
and Leo A Daly. An estimate summary will highlight the major categories of work
and associated costs. In addition, RJM provides a detailed estimate, showing all cost
categories by specification section. These resources will allow the team to make
educated decisions. As the design progresses, we provide continuous, real-time
cost evaluation so that the cost impact to design choices are realized right away.
Being proactive in this process saves critical time and cost, helping the architect
understand budget impacts before designs are complete.
Estimates are provided continuously through design:
CONCEPTUAL SCHEMATIC DESIGN DESIGN DEVELOPMENT 95% DESIGN
Conceptual Phase: This estimate is completed by reviewing the general project
scope and utilizing gross square footage estimates. Key elements such as soil
corrections, utilities, and unique features are accounted for as well as the more
standard features of the project.
Schematic Design Phase: At the start, SD estimates are applied to more detailed
square footages. At this point, we are beginning to lock in on the overall layout
of the building and can start to develop costs based on the desired finish. By the
completion of this phase, the estimate will be supported with actual quantities of
construction systems. This analysis will save design team resources and allow you to
look at multiple scenarios for structure, enclosure, interiors, etc.
Design Development Phase: As the estimate moves through this phase, unit
quantities will be available to produce a very detailed estimate. The project’s budget
will develop its final details at the end of this phase. This estimate will be fully
supported by subcontractor feedback to gain valuable market insight.
Communication with City Council: RJM has worked with more municipalities than
any of our competitors. We understand how to navigate the project through city
council approvals. Our job is to find the right path for the city and offer multiple
options for staff and council to consider to ensure programs and design intent are
not compromised while keeping the project on budget. It is important to have a
construction management partner that understands the process and timelines
required.
Construction Management Approach
Our process is
completely open
book. We will
provide detailed
information
supporting our
numbers in an open
forum with the City
of Lake Elmo team
and the design
team.
22Lake Elmo City Hall, Fire Station, Public Works
THE RJM DIFFERENCE
Our team provides a final estimate at 95% completion of the design, which is
different from other construction managers. With this final estimate, the intention
is to confirm that the 95% drawings and specifications align with the budget and
that we have 100% subcontractor support to prove it. This final confirmation allows
us to accurately track the expected final bid amounts when received. Allowing one
last opportunity to make slight adjustments to the plans before bidding assures the
project is delivered on budget.
Examples:
Hopkins Pavilion
- 95% estimate: $5,134,755
- Bid day results: $5,063,184
- $71,571 under budget
Woodbury Ojibway Park
- 95% estimate: $3,760,640
- Bid day results: $3,549,440
- $211,200 under budget
Andover Public Works
- 95% estimate: $11,026,562
- Bid day results: $10,499,552
- $527,010 under budget
Westwood Hills - St. Louis Park
- 95% estimate: $10,465,537
- Bid day results: $9,992,598
- $472,939 under budget
WOODBURY PUBLIC WORKS
When you engage
our services,
we view our
relationship as
a partnership,
working closely
alongside city
staff. Your RJM
construction
manager will act
as an extension of
your team.
Woodbury Public Works
- 95% estimate: $22,940,175
- Bid day results: $22,859,086
- $81,089 under budget
HERO Center (East Metro Public Training Facility)
- 95% estimate: $17,577,628
- Bid day results: $17,459,737
- $117,891 under budget
Fernbrook Fields - Maple Grove
- 95% estimate: $7,765,166
- Bid day results: $7,632,630
- $132,536 under budget
Montevideo Public Works
- 95% estimate: $4,030,573
- Bid day results: $3,864,697
- $165,876 under budget
23Lake Elmo City Hall, Fire Station, Public Works
Relationship to the Architect in preparation of the project manual
We will work closely with Leo A Daly during the preparation of the project manual.
We understand the value of a complete and accurate specification manual for the
owner which will help eliminate surprises during the project that can lead to delays
and project change orders. We have developed our specification sections for the
architect to include in the project manual, which include the bid advertisement,
bid form, bid and quote categories, a copy of the subcontract agreement, general
conditions of the contract, schedule, and summary of work. We have found this
collaborative effort with our design partners to be very successful.
It is also important to work with the architect during the preparation of the project
manual to ensure that the specified products will provide the best value to the
owner. We work with the architect to ensure that several manufacturers are chosen
to allow a competitive bid environment. When the owner chooses a specific product
manufacturer, we present bid strategies that allow for competitive bidding, while
providing options to the Owner to choose their preferred product.
Value engineering
Value engineering is an important process during design. It is RJM’s job to provide
the team with as many cost-saving ideas available for the team’s review and
subsequent implementation. We begin the value engineering process by reviewing
preliminary plans with the team. Once we have an understanding of the project
goals, we are able to collaborate in offering multiple solutions to challenges as
well as the associated first cost versus long term cost. Our ability to provide value
engineering alternatives will lead the team to strike the best balance of project
costs to project goals. At the time we provide each design budget, we provide an
exhaustive list of value engineering options to be considered by the team. While
developing this list of options, we concentrate on suggestions that will reduce costs
while maintaining the aesthetic vision and function of the project. As a team, we will
review the options and decide which to incorporate into the design.
RJM clients can expect to save 9-13% through our value engineering
process. For example, on the recent Maple Grove Central Park
project, RJM captured a total of $1,495,000 in savings throughout the
preconstruction process.
Bidding administration
Local Outreach
RJM will work with City of Lake Elmo staff to place the bid advertisement in the city’s
required publications such as the Oakdale-Lake Elmo Review and others including
Minneapolis and St. Paul Builders Exchange and The Dodge Report. In addition, RJM’s
extensive experience in the municipal/community market gives us a diverse list of
subcontracting partners we can carefully analyze and then tailor the bid and quote
packages to meet the needs of the City of Lake Elmo. Local participation is very
important to us as it keeps the money within the community and the sense of pride
that goes along with contractors working within their own community enhances the
quality of workmanship.
Construction Management Approach
24Lake Elmo City Hall, Fire Station, Public Works
Qualified Subcontractors
We will reach out to qualified subcontractors by means of electronic notification and
personal phone calls to generate as much interest as possible to increase the number
of received bids and to ensure the lowest possible price on bid day. RJM has also
developed a bidding strategy that allows for more local contractor participation for
smaller project work scopes through the city’s quote process. By breaking larger bid
packages into smaller, more manageable ones, we can often generate more interest
from local contractors who may not have the capabilities to perform the entire large
scope of work. This encourages local participation and drives the overall project
costs down.
Bidding Process
RJM will facilitate bid receipts and conduct the public opening process. Before
issuing documents for bid, RJM will work with city staff and the design team to
create comprehensive packages for each scope of work. The bid packages identify
any potential gray areas to ensure complete bids are received, and all contractors are
bidding the same project. Specific and unique details are highlighted and all specific
job requirements are outlined for the trades.
Our process has proven to:
• Increase the number of bids received (RJM’s last three municipal construction
management projects averaged over 125 bids received)
• Create a competitive environment
• Reduce the submission of incomplete bids and legal expenses incurred
• Reduce the number of change orders received
RJM conducts a thorough review of each bid for completeness, clarifies any potential
discrepancies, and conducts a scope review with all apparent low contractors.
Recommendations are presented to the team along with a comprehensive project
budget.
After approval of the contractor awards, RJM prepares and processes the
appropriate contracts. All contracts over $175,000 are required to provide a
performance and payment bond and all quotes received under that amount only
come from a select list of reputable, qualified, cost-competitive contractors.
Project scheduling
See page 20.
ROGERS POLICE STATION
25Lake Elmo City Hall, Fire Station, Public Works
On-site project coordination
Superintendent Mark Dongoske is a proven on-site leader and takes full
responsibility for project coordination working closely with the owner, project
manager, and subcontractors. He takes complete ownership of his projects with
a collaborative, hands-on approach. His proven leadership skills and a thorough
understanding of all critical construction details lead the way for a successful project
and collaboration among all team members.
The on-site construction presence is even more critical working within an existing
occupied facility. Construction projects within occupied facilities provide challenges
that require an experienced construction manager. RJM specializes in the renovation
of occupied facilities. This experience will guide the project team through proactive
solutions: Mark will be engaged during preconstruction and design, performing
studies of existing conditions; schedule development and phasing; public egress;
systems operation and shutdowns; and preparing communication for the public that
will be in your facility during construction.
Cost control during construction
Cost control during construction is a proactive approach that actually begins during
design/preconstruction. Of utmost importance is developing comprehensive bid
categories and work assignments for the trades. You can have the best design
documents on the market, but if every item within those documents are not
properly assigned the project is at risk. The best value is realized during the initial
purchase and bid phase, so it is critical to create an accurate set of documents with
all scope assigned to the appropriate trade. It is also critical to issue an accurate
schedule and phasing plan with the bid documents. One of the most common
change orders requests from contractors are a result of misunderstood schedules
and phasing plans. RJM works very hard to issue realistic and efficient schedules that
the contractors are held accountable to those dates throughout the project. We also
assign allowances to areas of the project that are not quantifiable during design and
bidding to ensure we do not have any budget/scope gaps.
Change order procedures
Proactive Approach
During the development of the subcontractor bid packages, in an effort to reduce
the number of change orders, RJM will identify grey areas and fill in any potential
design gaps and risks. On renovation and expansion projects it’s essential to include
a clear disruption avoidance plan in the bid package. This ensures all contractors
understand how the project will be constructed, and the temporary conditions
that need to be assumed by each trade. RJM will include this document in the bid
documents to ensure the best value during bidding and unnecessary additional costs
during the project.
When cost issues arise, RJM collaborates with the design team to provide several
options to solve the challenge, mitigating the cost. Any change order requests
are scrutinized by RJM prior to being presented to the client. We work with
subcontractors in the field to develop options for resolution, often eliminating the
proposed change request altogether.
The RJM team has
the experience and
qualifications to
make the Lake Elmo
project a success
for the entire
community.
HERO CENTER
Construction Management Approach
26Lake Elmo City Hall, Fire Station, Public Works
By focusing on proactive project management and developing alternative solutions
with the project team most changes can be avoided. Should the client request
enhancements to the project, RJM will work with the project team to clarify
these requested changes and provide guidance on the most cost-effective way to
complete the work. This may include the utilization of the project contingency. RJM
is able to provide an updated project budget at every project meeting.
Safety program
Of highest priority on the project is to provide and maintain a safe working
environment for everyone on the site. RJM’s Vice President of Safety & Quality
Control, John Boben, provides leadership and oversight regarding the safety aspects
of every project. Working closely with John, Safety Manager Stacy Arnold analyzes
the proposed safety plan and guides the team towards continual improvement.
Before any subcontractors begin work, they are required to participate in RJM’s
safety orientation. Together we go through a comprehensive list of safety
requirements subcontractor crews must follow. Upon completion of this review,
subcontractors sign an agreement to abide by our safety protocols. If subcontractors
do not comply, the team will immediately take the appropriate action to resolve the
issue.
RJM Construction has been recognized by the Minnesota Department of
Labor and Industry and AGC of Minnesota as a Construction Health and
Safety Excellence CHASE partner.
Management and coordination of final start-up, testing, and
occupancy
RJM efficiently completes punch lists, assembles warranty information and collects
contractual contractor close-out documents in a timely manner. Our team will
conduct an 11-month walk through, after occupancy, of the project to identify and
correct any potential warranty items prior to the standard one-year warranty period.
The team will also schedule start-up, training demonstrations and coordinate
equipment commissioning with the subcontractors as required.
As a CHASE partner,
RJM has been
publically recognized
for enforcing the
importance of
providing a safe,
healthful work
environment.
WOODBURY CITY HALL
EMR
2020 - .80
2019 - .68
2018 - .78
27Lake Elmo City Hall, Fire Station, Public Works
What RJM can bring to the
City of Lake Elmo
Our dedicated team is led by Vice President Brad Barickman, and includes Project
Managers Curtis Sell and Kelly Nickell, and Superintendent Mark Dongoske, all of
whom have broad experience working on various types of community projects.
Why RJM?
Familiarity with Project
RJM’s proposed project estimator, Eric Sonnenberg, has already been actively
working on the cost estimating of your project along with Leo A Daly. With our
knowledge of the project and the City of Lake Elmo’s project goals, there is no
learning curve with our team.
Public Service Expertise
RJM is a trusted construction partner, working with nearly 30 municipalities in the
State of Minnesota on various city hall, public service, and municipal projects. Our
diverse experience includes multiple projects with similar features and programs. We
know the unique needs and challenges cities face when constructing or renovating
facilities, and the City of Lake Elmo can count on a reliable, informed construction
management partner.
Construction Management Leader
The RJM team pioneered the CMr approach with The City of Eden Prairie in 2006
and have since utilized it with several other cities throughout Minnesota. We have
delivered more construction management projects to municipal clients than any of
our competitors. Our direct CM expertise will ensure a successful process.
Renovation Experts
RJM specializes in the renovation and expansion of occupied facilities, having
worked in numerous complex structures over the years with a hands-on approach.
This experience guides the team through proactive solutions: studies of existing
conditions, systems outages, and communication to staff and public. Our creative
solutions result in project success.
Collaboration
We understand the pressure on city staff to deliver a long-lasting, quality facility
while recognizing the importance of meeting an acceptable budget to the city
council and constituents. Creativity and collaboration are critical to a successful
outcome. RJM embraces the opportunity to immediately bring value and solutions
to the team. We work transparently with the entire project team to identify cost
savings, discuss the positive and negatives of each, and then move forward as a
team. Our job is to ensure the design is in alignment with the budget.
Additional Information
28Lake Elmo City Hall, Fire Station, Public Works
Include a list of possible alternates the Construction Manager
suggests for consideration at this time in order to maintain and/or
reduce the maximum budget.
Bid day alternates are a good low risk strategy for the team to consider. RJM
recommends alternates that are relatively easy for the architect to incorporate into
the design and also offer the client a means to move the project forward should bids
come in over budget. Alternates should be items that are not completely necessary
for full operational efficiency. We would recommend the following potential bid day
alternates:
• Roof systems
• Public works office addition
• Council chambers addition vs. interior buildout (if space available)
• Generators in public facilities are often alternates vs. infrastructure to connect a
mobile generator
• Reduce number of apparatus bays from 5 to 4
• Maintain increased quantity of existing parking lot vs. all new
• Epoxy flooring at fire apparatus bay vs. base bid of sealed concrete
• New interior partition walls to deck vs. base bid to 3in. above ceiling grid
G. List of References
City of Andover
Jim Dickinson (763-767-5110) City Administrator - Multiple projects with City of
Andover
City of Plymouth
Diane Evans (763-509-5201 ) Director of Parks & Recreation- Plymouth Creek Center
Expansion
City of Hopkins
Steve Stadler (952-548-6350) Public Works Director Hopkins Pavilion Expansion
Wright County
Alan Wilczek (763-682-7382) Facilities Services Director Wright County Tactical
Training Facility
WOODBURY PUBLIC WORKS
29Lake Elmo City Hall, Fire Station, Public Works
Exhibits
Appendix
Basis of Compensation
City of Lake Elmo City Hall, Fire Station, & Public Works Improvements
RJM Construction Manager at Risk Fee Proposal
October 30, 2020
Preconstruction & Bidding Phase 6 Months
Description Quantity Unit Unit Cost Total
Project Executive 16 HRS 159.40$ 2,487$
Estimator 40 HRS 117.40$ 4,655$
MEP Coordinator 12 HRS 132.40$ 1,549$
Virtual Design 12 HRS 97.40$ 1,140$
Subtotal Preconstruction & Bidding 9,830$
Project Reimbursable Expenses 10 Months
Description Quantity Unit Unit Cost Total
Project Executive 78 HRS 159.40$ 12,475$
Project Manager 559 HRS 117.40$ 65,627$
Project Engineer 344 HRS 85.40$ 29,378$
General Superintendent 86 HRS 122.90$ 10,569$
Superintendent 1376 HRS 114.90$ 158,102$
Safety Director 86 HRS 122.90$ 10,569$
Truck 1548 HRS 4.50$ 6,966$
Fuel 43 WK 85.00$ 3,655$
Subtotal Reimbursable Expenses 297,341$
Construction Manager Fee
Proposed Construction Manager Fee 1 LS 1.45%127,600$
* Our proposed construction manager fee is based upon a 10 month project schedule and $8.8 million dollar value.