Meet the General Contractors

Transcription

Qualifications for Contractor Services
New Sanctuary Building
December 21, 2012
December 21, 2012
t. 214.468.4700
3100 McKinnon Street
Seventh Floor
Dallas, TX 75201
Kevin Bird
Devcon Inc.
5970 Diamond Spur
Frisco, TX 75034
Re: St. Gabriel the Archangel Catholic Community
Response to Request for Qualifications
Dear Kevin:
Thank you for the opportunity to submit our response to your Request for Qualifications for Construction Management
Services for the St. Gabriel the Archangel Catholic Community project. We are excited for the opportunity to learn more
how we can better serve Devcon and St. Gabriel the Archangel Catholic Community during this very exciting time of
growth.
So what sets Balfour Beatty apart?
Our integrated project delivery approach: Our team is committed to putting the goals of the overall project first
and foremost and will work with the entire team in a collaborative and transparent manner throughout all phases of
the project.
Our commitment to service excellence: Out team is committed to aligning with the goals of you and your
stakeholders through our signature Mission Alignment Process so that we can provide you with the best construction
experience you’ve ever had.
Our experienced St. Ann Catholic Parish team: Balfour Beatty will bring all the lessons learned and experience
starting at our most senior level with Jeff Parsons, Lee Gibson, Victor Pangillian, and Forrest Harrison, all bringing their
direct experience and involvement with St. Ann to the St. Gabriel team.
Our project solutions approach: All members of our team will bring a solutions-focused mentality, practiced
throughout the life of all our projects, to provide you with a proactive partner on which you can rely. We recognize
the importance of providing you with solutions every step of the way.
Our commitment to creating a better community: Balfour Beatty is committed to help St. Gabriel change the lives
and community of the people for a higher purpose and meaning of life.
We look forward to being a part of this team and delivering this life changing project. Should you have any questions on
this proposal please do not hesitate to contact me directly at 214.437.9624
Sincerely,
Keith McCoy
Operations Director
St. Gabriel the Archangel Catholic Community
TABLE OF CONTENTS
Section 1: BRIEF HISTORY OF THE COMPANY
Section 2: PROJECT STAFFING
Section 3: PROJECT APPROACH
Section 4: PROJECT PROCEDURE PIECES
Section 5: PROJECT EXPERIENCE
Section 6: TEAM REFERENCES
Section 7: SIGNATURE PAGE
>>
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Balfour Beatty Construction | Qualifications for Contractor Services
1| Company
History
St. Ann Catholic Parish
New Sanctuary
Balfour Beatty Construction
Section One
BRIEF HISTORY OF THE COMPANY
a. Size of Company/Staff
Balfour Beatty Construction is a national construction company headquartered in
Dallas, Texas. The firm is structured as a limited liability company (LLC), and is part
of Balfour Beatty plc, a global leader in professional services, construction services,
support services, and infrastructure investment, with more than $18 billion in annual
revenues. As indicated by the map below, Balfour Beatty has office locations across
the country in order to best serve our clients.
Balfour Beatty Construction currently employs 1,800 people across the U.S., with
515 in the Central Region based in Dallas.
b. Years in Business
Balfour Beatty Construction’s roots date back to 1933. Balfour Beatty’s Dallas Office
has been in business since 1936, with the beginning of JW Bateson. Bateson was
later purchased by Centex Construction and operated under this name through early
2007 when it was acquired by Balfour Beatty, plc, a global leader in construction.
Since then, the company has been known as Balfour Beatty Construction. In 2009,
our company family marked 100 years of excellence in the international construction
community.
1.01
c. Organization Chart of Company
Balfour Beatty Construction Services U.S.
Robert Van Cleave
Chairman & CEO
BB Rail /
Infrastructure
BBC West Region
Dale Pellow
Ray Bond
Regional CEO
President & CEO
BBC East
Region
Corporate Center &
Shared Services
John Woodcock
Regional CEO
BBC Central
Region
Doug Jones
Regional CEO
Glenn Burns
Richard Jaggers
Chief Legal Counsel
and SVP
President & CFO
The Central Region will be responsible for
delivering the St. Gabriel New Sanctuary
Building project, and will draw from Balfour
Beatty’s vast resources and expertise across
the country to ensure the successful delivery
of your project.
d. Distance from McKinney, TX
As stated above, Balfour Beatty is proud to call Dallas home for our corporate and
central region offices. We are located at 3100 McKinnon Street, which is only 35
miles from the St. Gabriel campus. An added benefit to the team members we are
“I would not hesitate to recommend
Balfour Beatty for future City projects...
very positive experience overall. “
proposing for this project is that three of them live in McKinney, less than 10 miles
from your campus. Operations Director Keith McCoy has been a McKinney resident
for 15 years and lives 2.5 miles away, making him available at a moment’s
notice should the need arise. Having managed the construction of the McKinney
StarCenter, he is very knowledgeable of all City codes and requirements and has an
excellent relationship with the City inspectors. This experience will ensure no delays
Patricia Jackson, City Facilities
Construction Manager, City of McKinney
— regarding the Dr Pepper StarCenter
McKinney
in your project due to failed inspections.
1.02
2| Project
Staffing
Church of the Incarnation
Section 2
PROJECT STAFFING
Balfour Beatty is committed to the success of St Gabriel’s New Sanctuary Building
project. If selected as the contractor, our proposed team will strive to exceed
your expectations throughout the course of the project and to make this the best
construction experience you and your user groups have ever had. To support this
goal, we have selected the most qualified team available to build the project. Our
team brings expertise and experience in integrated project delivery approach
working collaboratively with St. Gabriel representatives and the design team to
This team has been hand-selected for
the St. Gabriel project based on their
proven dedication and commitment to
each project, and their experience on
Catholic projects, or projects requiring
an innovative approach.
develop a fast track phased design delivery schedule to allow for the project to be
built in the most cost effective manner possible while achieving St. Gabriel’s overall
vision for the project. Our on-site staff will handle daily operations and have the
skills, resources and the commitment required to deliver relentless attention to detail
and a commitment to exceeding expectations. This project team will be backed by
a strong, knowledgeable support team in the home office providing expertise in
mechanical, electrical, plumbing, safety and risk management, quality assurance and
quality control, scheduling, and preconstruction.
The following narrative is an outline our team’s key personnel. Resumes are provided
to demonstrate the team’s depth of experience in large-scale construction and
experience working together.
Jeff Parsons: Officer in Charge
Jeff Parsons is no stranger to Catholic structures, having been raised in the Catholic
faith. He is a member of the St. Ann Catholic Parish in Coppell, where he lives with
Pamela, his wife of 18 years, and their two children. Pamela has served as a Catechism
teacher for St. Ann Parish for more than 15 years, and the entire family is heavily
involved in Parish activities.
In addition to the importance Catholicism plays in his personal life, Jeff, along
with our proposed project manager Lee Gibson and superintendent Forrest
Harrison, had the pleasure of managing the construction of St. Ann Catholic Parish
Replacement Facility that Balfour Beatty constructed in 2001. Jeff and his team
understand the technical logistics involved in constructing a project like yours,
Jeff and his team understand the
technical logistics involved in
constructing a project like yours, but,
more importantly, they understand
the sacred responsibility a project like
this bestows upon the entire team. This
is, first and foremost, a sacred place,
and must be treated as such from the
moment the ground upon which it will
be constructed is blessed. Jeff and his
team are eager to, once again, assume
this responsibility for the construction
of St. Gabriel the Archangel New
Sanctuary Building.
but, more importantly, they understand the sacred responsibility a project like this
bestows upon the entire team. This is, first and foremost, a sacred place, and must
be treated as such from the moment the ground upon which it will be constructed is
blessed. Jeff and his team are eager to, once again, assume this responsibility for the
construction of St. Gabriel the Archangel New Sanctuary Building.
Jeff will have total operational control over this project from the project lead stage
through preconstruction, construction and closeout. He will ensure operational
excellence in the execution of the work by the entire Balfour Beatty team. His primary
focus will be to facilitate the collaborative team approach and maximize project
efficiencies to exceed your expectations.
Balfour Beatty Construction | Qualifications for Contractor Services
2.01
Keith is a McKinney resident and has
constructed several projects in and for
the City of McKinney. His knowledge of
City codes and permitting requirements
will ensure no delays in your schedule
due to permitting or inspection glitches.
Keith McCoy: Operations Director
Keith will oversee all phases of the St. Gabriel New Sanctuary project, from
preconstruction through project close-out. His primary responsibility will be to ensure
optimal integration of the team with all project stakeholders to ensure project success.
Because of his experience wit projects in and for the City of McKinney, Keith will also
serve as project team liaison to the City of McKinney and will provide expert advice on all
City of McKinney permitting and codes requirements, ensuring no project delays.
With Lee’s demonstrated leadership
capabilities, his strong preconstruction
background and his experience working
on the St. Ann Parish project with Jeff
and Forrest, Lee was the top choice to
fulfill this role on your New Sanctuary
Building project.
Lee Gibson: Preconstruction and Construction Project Manager
Lee will serve as the preconstruction manager and the project manager on site. During
preconstruction, and will be responsible for managing all administrative and technical
requirements on your New Sanctuary Building project. Lee will supervise all the activities
related to contract administration, change orders, submittals, procurement, project
financials set-up and updates, and schedule to ensure your New Sanctuary Building
project is a quality project completed in a safe and profitable manner.
During the preconstruction phase, Lee will prepare all costs involved in developing the
project’s budget. He will also collaborate with superintendent Forrest Harrison in the
development of the organizational chart to determine the remainder of the RIGHT staff
for the project and to develop the baseline schedule with subcontractor and supplier
input. Lee will lead the initial scope review meetings and manage the development of
subcontractor scopes of work, subcontract distribution, and final execution process.
As the project moves to the construction phase, Lee will be on site and responsible
for maintaining the project schedule and budget. Lee will also be responsible for the
management of the support staff and subcontractors, coordination of all liturgical art
and, ultimately, the execution of the work.
Jeff , Forrest and Lee worked together
on the St. Ann Parish project. Forrest’s
methodical approach to all aspects
of the project are why Jeff selected
Forrest for your New Sanctuary
Building project. Not only will Forrest
drive the schedule, he will develop
the schedule using extensive up-front
planning through a collaborative effort
with entire project team, including the
subcontractors, to ensure their buy-in
to the overall approach to achieve
success.
Forrest Harrison: Superintendent
Forrest will be responsible for all field operations associated with the project, including
ultimate responsibility for implementation of our Zero Harm program for the jobsite
and supervision of all field construction work by the subcontractors. Forrest will share
responsibility with project manager Lee Gibson for developing the project budget and
schedule by actively participating in the preconstruction phase, and ensuring that the
project is built on time, within budget, and according to all regulatory requirements.
Forrest will also manage all other superintendents, assistant superintendents and other
field personnel.
More specifically, Forrest will assign and communicate individual safety roles,
responsibilities and expectations to St. Gabriel, the Balfour Beatty staff, subcontractors,
vendors and the public so that we can maintain a safe and respectful working
environment at all times. Forrest will also facilitate daily and weekly project progress and
safety meetings with all subcontractor representatives and St. Gabriel to coordinate the
upcoming week’s work.
2.02
Section 2: Project Staffing
Project Organization
Architect
victor Pangilinan
Keith Mccoy
Jeff Parsons
V.P. Preconstruction
Operations Director
Officer in Charge
lee gibson
Project Manager - Preconstruction and Construction
greg tuttle
forrest harrison
MEP Estimating
Project Superintendent
christie Stewart
Jared Sullivan
Accounting Manager
Sr. Project Engineer
Subcontracting
Partners
Project Support Staff
Kyle hingst
terry Marsh
chencho Medrano
BIM Coordinator
Commissioning Engineer
Safety Manager
Denotes St. Ann Catholic Parish
New Sanctuary Project Team
We could not have been happier with the project team provided by Balfour Beatty. Jeff
Parsons and Forrest Harrison not only helped us understand what we were facing with
a project of this magnitude, but also they demonstrated great sensitivity regarding the
congregation. They appreciated that St. Ann’s has a pre-school for children, a place of
worship for families and a community of people who regarded St. Ann’s as an extension
of their home. Jeff and Forrest were very detailed in their management and supervision
of the project, and it was evident that they were committed to the success of the St.
Ann Catholic Parish. They took remarkable care in selecting the best contractors and
succeeded in phasing the project to accommodate our fund raising schedule.
Jennifer Lindsey, Business Manager
Qualifications for Contractor Services
2.03
Jeff Parsons | Officer in Charge
Jeff has more than 21 years of diverse experience in the construction industry and has a
proven track record of successfully completing high-profile, large-scale projects, ensuring
timely delivery of a quality product. His expertise includes both project management and
construction supervision. As Officer in Charge, Jeff will be ultimately responsible for field and
office jobsite operations for the entire project. His major duties will include coordination of
preconstruction, monitoring cost control, subcontractor relationships, contract management
issues, and maintaining open lines of communication between the owner, architect and
contractor.
office location:
Dallas
Phone nuMBeR:
[O] (214) 451-1215
[C] (214) 437-9608
yeaRS of exPeRience:
21 years, 16 with Balfour Beatty
eDucation:
B.S., Construction Science
Texas A&M University
MeMBeR of St. ann’S
catholic PaRiSh,
coPPell, tx
Select Relevant PRofeSSional exPeRience:
St. ann catholic PaRiSh RePlaceMent facility - coPPell, tx - $14.5 M
The church campus is situated on a 20-acre site. Based on a Spanish-Colonial style, the new
church resembles early missions found in Texas, the Southwest, Mexico, and South America.
In total, the project involved construction of the new sanctuary and chapel, expansion of
existing facilities, and physical connection to the existing building by a covered walkway and
extensive plaza.
gateWay chuRch - PhaSe i - SouthlaKe, tx - $63.8 M
This first phase of the facility consists of a 205,000 SF sanctuary and children’s building
consisting of a worship facility with seating capacity of approximately 4,000 with ancillary
space for children’s church, nursery, bookstore, café, adult classrooms, circulation space,
mechanical, and electrical space requirements. Balfour Beatty’s role also includes the total
project budget of $88 million for Gateway including consultants, furniture, etc. We used BIM
extensively on this project and successfully incorporated 3D shop drawings for ductwork,
steel structure, piping, electrical, AV and theatrical lighting for full 3D coordination into the
architect’s model.
St. JoSePh village - coPPell, tx - $28.9 M
This new 270,000 SF continuing care retirement community serves both the Catholic
community and the general public. The new space includes 109 retirement apartments, 48
assisted living units and 38 individual retirement cottages.
oMni DallaS convention centeR hotel - DallaS, tx - $328 M
Delivered under a design-build contract with BOKA Powell, this project involves the design
and construction of a LEED Silver, 1.14 million SF, 23-story convention center hotel. The fourdiamond, 1,001-room Omni Dallas Hotel offers 47,000 SF of retail space including gift shops,
five restaurants and a state-of-the-art sports bar.
foReSt PaRK MeDical centeR at fRiSco SQuaRe - fRiSco, tx - $60.5 M
Forest Park Medical Center at Frisco Square Frisco, TX $60,000,000 The new Forest Park
Medical Center at Frisco Square endeavors to deliver best of class health care in a resort
environment. Patients are greeted by valet parking at the large drive-up entry plaza with
a three-level fountain. As they enter the facility, large open entry lobbies with interior
fountains and high-end wood veneer millwork in the patient rooms provide a spa-like
experience for patients. VIP suites boast large rooms with high ceilings and lighting upgrades
as well as an attached living/sleeping room for family or guests during the patient’s stay.
2.04
Section 2: Project Staffing
Keith McCoy | Operations Director
Keith has provided leadership for projects across North Texas since 1993 and has managed
several projects in and for the City of McKinney. Keith is a natural collaborator, making him
the perfect choice to lead the project integration effort for Balfour Beatty. His knowledge of
City of McKinney codes and permitting process, and of the design process, will also enhance
his contribution to the St. Gabriel New Sanctuary Building project team.
Select Relevant Professional Experience:
McKinney StarCenter at Craig Ranch - McKinney, TX - $11.5 M
Office Location:
Dallas
Balfour Beatty partnered with BOKA Powell to provide design-build services for the $11.5
million Dr Pepper StarCenter. The facility consists of a new one-story 84,000-square-foot
building with two National Hockey League sized ice rinks, pro shop with skate rental facilities,
Phone Number:
[O] (214) 451-1255
[C] (214) 437-9624
administrative offices and meeting rooms, retail store, locker rooms, and concession area.
Years of Experience:
18 years, all with Balfour Beatty
The new 185,000 square-foot Perot Museum of Nature and Science will be used to showcase
Education:
host world-class traveling exhibitions, and greatly expand its educational programs for
McKinney Resident
of the museum and the city sky line.
Perot Museum of Nature & Science - Dallas, TX - $87 M
a wider spectrum of the museum’s valuable collections, incorporate modern technology,
schoolchildren and the general public. The design incorporates a precast tower with ornate
cast-in detail, a green roof, and an escalator that exits the building providing stunning views
SOUTHWEST AIRLINES HEADQUARTERS, PHASE III - DALLAS, TX - $20.5 M
Senior Project Manager - The general office building expansion is a five story, 243,010 square
foot building which tied in to the face of the existing building while having to maintain
full operations in the existing facility to allow SWA to manage their flight control status
throughout the entire project . The tie-in included the removal of the existing skin while
“I would not hesitate to
recommend Balfour Beatty
for future City projects... very
positive experience overall. “
keeping the facility fully operational.
Children’s Medical Center Dallas - Bright Building - Dallas, TX - $11.2 M
The Bright Building is a multi-function medical office building designed to meet the needs of
Children’s Medical Center Dallas. The building provides expanded space for doctors’ offices
and outpatient care facilities. The project involved construction of a new four story, 79,053
Patricia Jackson, City Facilities
Construction Manager
City of McKinney
— regarding the Dr Pepper
StarCenter McKinney
SF medical office building, a five-story 107,415 SF parking garage and adjoining full height
atrium. The project features a glass enclosed four bank elevator, water fountain in the atrium
and unique full height “waveform” made of prefabricated steel slats at the parking garage.
Frisco Sports Complex Ballpark & Dr Pepper Star Center - Frisco, TX - $60.8 M
The project consisted of the Dr Pepper Ballpark, Dr. Pepper StarCenter and a new, 1,265
space parking garage. The Ballpark includes 9,000 fixed seats and 2,000 berm seats. The
StarCenter includes two full NHL-sized sheets of ice and seating for 3,800. Built on a 75acre site, the complex includes a new minor league ballpark for the Frisco RoughRiders, ice
hockey training facility for the Dallas Stars, and a hybrid parking garage. The Dr Pepper/7-Up
Ballpark: contains 9,000 spectator seats, 2,000 berm seats, and state-of-the-art press box and
broadcast booth. The Dr Pepper StarCenter is a 220,000 SF multi-use facility comprised of
two separate ice rinks. The garage is 414,462 SF with 1,265 parking spaces.
2.05
Victor Pangilinan | Vice President, Preconstruction
Victor has more than 32 years of industry experience and has managed the preconstruction
of more than $3.5 billion of projects in North Texas, giving him an in-depth understanding
of the local subcontracting market. Victor is responsible for oversight of the preconstruction
department and will team with preconstruction and construction project manager Lee
Gibson to ensure that St. Gabriel gets the highest possible value for each dollar spent.
office location:
Dallas
Phone nuMBeR:
[O] (214) 451-1203
[C] (214) 437-9526
extensive plaza.
eDucation:
B.S., Civil Engineering,
University of Santo Thomas
MeMBeR of St. ann’S
catholic PaRiSh,
coPPell, tx
2.06
Lee Gibson | Preconstruction Manager/Construction Manager
Lee brings more than 14 years of project management expertise with a wide variety
of projects. To ensure phase interface and project continuity, Lee will lead both the
preconstruction and construction phases of this project. During preconstruction, Lee,
supported by our team of 22 preconstruction specialists, will collaborate with St. Gabriel
representatives and the design team to ensure the final design reflects St. Gabriel’s vision for
the project while maintaining the highest quality at the best value.
Lee will then seamlessly transition to managing the construction phase of the project,
ensuring that the plan developed during preconstruction is executed to the letter. As
Office Location:
Dallas
Phone Number:
[O] (214) 451-1866
[C] (972) 877-8989
Education:
Professional
Registrations:
LEED Accredited Professional
project manager, Lee will be responsible for coordinating, scheduling, and planning all
on-site activities to ensure that the project is completed on time, within budget and to the
satisfaction of St. Gabriel.
St. Ann Catholic Parish Replacement Facility - Coppell, TX - $14.5 M
extensive plaza.
SMU Fondren Science Building Renovation - Dallas, TX - $7.9 M
This CM at Risk project involved the refurbishment and upgrading of an existing four-story
science building built in 1946. Primary focus was placed on renovation of the mechanical
systems, fume hoods, and chemical laboratory equipment for this chemistry, physics, and
geology building. Construction work was phased over a 14-month period to accommodate
student and teaching schedules.
Morton Meyerson Symphony Center Entertainment and Education
Complex - Dallas, TX - $2.1 M
Finish-out services for the 7,500 SF entertainment and education complex of the Morton H.
Meyerson Center. Finish-out of the existing shell space, originally constructed in 1990 for
future growth, included a high-end entertainment suites complex, with four primary areas. A
large lecture recital area serves as a primary focal point, and an atrium area with bar, multiple
corporate education and entertainment suites for use as board rooms, banquet rooms,
meeting places, and teaching rooms complete the space. A small service pantry for catering
support is included in the scope of the project. High-end finishes include marble flooring,
limestone walls, anegre and cherry wood paneling throughout, acoustical ceiling treatments,
concave ceiling and concave walls, a substantial lighting package, and a $250,000 state-ofthe-art audio/visual system.
Lady Bird Johnson Middle School - Irving, TX- $29.9 M
The LEED Gold, 15,000 SF school is two stories and contains a gymnasium, library, cafeteria
with at stage, and four interactive, museum-quality science nodes. It is the state’s first ‘net
zero’ public school, and the largest in the US. Net zero means it will generate all the energy it
needs without using fossil fuels - on some days it will sell surplus power, eventually offsetting
even the energy used to build it.
2.07
Forrest Harrison | Superintendent
Forrest brings 26 years of project supervision experience to your project. As superintendent,
Forrest is responsible for all field activities including trade contractor coordination, safety
control, and the implementation of our quality control procedures. He will personally
supervise the installation of the work, coordinate all site traffic, schedule deliveries, and
provide input on weekly schedules. He will conduct regularly scheduled meetings with the
trade contractors to review project schedules and overall project status. His primary concern:
Safety, Quality and Schedule.
Select Relevant exPeRience:
office location:
Dallas
Phone nuMBeR:
[C] (214) 437-9656
extensive plaza.
During these last ten years, I
have been able to contact Jeff
and Forrest for different things
that have come up and they
have answered every one of my
calls with enthusiasm... I believe
they remember every detail
of the job because I can call
Forrest and ask about a location
of a pipe and miraculously he
remembers the pipe and every
detail.
Jennifer Lindsey,
Business Manager
St. Ann Catholic Parrish
St. John’S Regional MeDical centeR - oxnaRD, ca - $70.4 M
St. John’s Regional Medical Center is a member of Dignity Health, part of the Catholic
Health Association of the United States. The 365,000 SF ultramodern medical complex
consists primarily of concrete and structural steel with a windowwall and stucco facade. At
the center of the complex are two four-story towers with a total of 204 patient rooms. The
towers are linked to a two-story building with administrative offices, outpatient services; as
well as a medical mall featuring retail stores and hospital related businesses.
2.08
Jared Sullivan | Senior Project Engineer
As Project Engineer, Jared is responsible for coordination of specialty contractor product
submittals and approvals, requests for information, change requests and payment requests.
He will be involved in maintaining the CPM schedule and coordinating the specialty
contractors and suppliers. He will also verify the work-in-place of the trades for payment
purposes and assist in preparation of the Owner payment requests.
Select Relevant Experience:
Joule Hotel Expansion Phase II – Dallas, TX - $54.4 M
Office Location:
Dallas
In 2004, Balfour Beatty Construction completed the original Joule hotel—the conversion of a
historic, circa 1920 bank building in downtown Dallas into a luxury hotel. The new 125,000 SF
expansion and renovation scope includes connecting five adjacent properties to the existing
Phone Number:
[O] (214) 451-1866
[C] (972) 877-8989
hotel. The properties include existing historic structures, a new two-story structure with a
additional ballroom, and a world-class spa.
Education:
University of Oklahoma
basement that will connect to the existing hotel on the ground floor and ballroom level. The
new space will provide additional guest rooms, a three-meal farm-to-market restaurant, an
Omni Dallas Convention Center Hotel - Dallas, TX - $332 M
The new 1.1 million SF, 23-story hotel was delivered via the design-build method. Operated
by Omni Hotels, the 1,001-room facility has a four diamond rating from AAA and features
flexible meeting and event space, five restaurants, retail space, a full service spa, fitness
center, outdoor pool deck, and a multi-story parking garage. The facility is connected to the
existing Dallas Convention Center by new sky bridge and is owned by the City of Dallas.
CMC Dallas - Tower IIIB Addition - Dallas, TX - $107 M
This 450,000 SF bed tower expansion provides 75 new ICU, CVICU and NICU beds for
Children’s Medical Center. The project also adds new areas for Pharmacy, admitting, food
services and a new family center. The project is the new front door for Children’s Medical
Center Dallas campus. A vehicular and pedestrian bridge connects the front door to an
adjacent parking garage creating a gate way into Children’s campus and the healthcare
district of Dallas.
McKinney StarCenter at Craig Ranch - McKinney, TX - $11.1 M
Design-build services for the $11.5 million Dr Pepper StarCenter. The facility consists of a new
one-story 84,000 SF building with two National Hockey League sized ice rinks, pro shop with
skate rental facilities, administrative offices and meeting rooms, retail store, locker rooms,
and concession area.
Frisco Discovery Center - Frisco, TX - $2.5 M
The development of this indoor multi-use cultural facility included the renovation of 25,000
SF of an existing 150,000 SF structure with ancillary surface parking facilities and related
infrastructure improvements. The facility includes a black box theater and an interactive
exhibit area designed to promote children’s interest in science, math and technology.
2.09
Chencho Medrano | Safety Manager
As Safety Manager, Chencho works closely with the on-site management team. He manages
and coordinates safety and environmental training, and will report any unsafe acts or
conditions to Superintendent Forrest Harrison or Project Manager Lee Gibson and follow up
to assure that situations have been corrected. He participates in weekly safety meetings with
supervisors as well as toolbox meetings with employees as needed.
gayloRD texan ReSoRt & convention centeR, gRaPevine, tx - $338 M
office location:
Dallas
Phone nuMBeR:
[O] (214) 451-1203
[C] (214) 437-9526
MeMBeR of ouR laDy of
PeRPetual helP PaRiSh,
DallaS, tx
A 2,100,000 SF hotel and convention center, included a nine-story hotel with 1,511 rooms,
including 124 suites and 476 luxury guest rooms. Included a 786,000 SF, three-story
convention center, 220,000 SF of retail space, five restaurants, 4.5 acres of landscaping under
glass atriums, 25,000 SF spa and salon, two swimming pools, and a 320,000 SF parking
garage.
DfWia aDt Sa#1 atSac ii teRMinal B&e, DfW aiRPoRt, tx - $59.3 M
Terminal B & E includes three Terminal Buildout additions to house new explosive detection
machines in both Terminals B and E equaling approximately 26,000 SF of new space. The
project also included intensive mechanical, electrical, and plumbing relocation due to the
new baggage handling system. Balfour Beatty also renovated existing offices and built new
office spaces to relocate existing personnel, airport staff and several airlines.
BanK of aMeRica coit PRoceSS centeR uPfit, PhaSe i, Plano, tx - $154.5 M
Phase I of the upgrade and addition to the existing Data Center will include structural
upgrades to increase floor loading capacity and fast track build out of approximately 20,000
sf of white space. Phase II will include an additional 75,000 sf of white space and a total build
out IT capacity of 10MW.
uniteD hoSPital centeR RePlaceMent hoSPital, BRiDgePoRt, Wv - $222.5 M
The project consists of an eight-story, 292-bed, 679,852 SF replacement hospital and
central energy plant, along with associated site construction. Site construction for a future
MOB owned by the physicians is also included. The project includes a three-story atrium.
This replacement hospital provides 292 acute care and sub-acute care beds in critical care,
telemetry, medical, surgical, obstetrical, pediatrics and transitional care units and psychiatric
ward. Additionally, the facility offers a comprehensive list of inpatient and outpatient
diagnostic and treatment services plus a cancer center, invasive cardiology, with capability
for open heart surgery, dialysis and a wound care clinic.
ut DallaS natuRal Science & engineeRing ReSeaRch laBoRatoRy,
RichaRDSon, tx - $61.8 M
The new state-of-the-art Science and Engineering Research Laboratory is revolutionary in
form and function. Funded by and designed for public and private industry, the four-story,
192,000 SF facility accommodates 350 faculty and researchers and is the first of its kind to
incorporate large, open spaces with specialty/support labs and linear equipment rooms.
The signature design creates an innovative scientific environment and unique, architectural
presence.
2.10
Kyle Hingst | BIM Coordinator
Kyle works with both the preconstruction and construction staff to guide and direct all
technological aspects of a project. Using a variety of BIM applications, he can extract
quantities from the BIM model to assist in providing quicker and more accurate estimates
and transfer BIM model data into the Autodesk 360 system to increase field mobility through
the use of electronic plan files. To further enhance productivity, he can merge the various
forms of electronic design files submitted by subcontractors and consultants into one
software, and then leverage that BIM model data to ensure accuracy, optimal sequencing
and subcontractor field conflict avoidance. He also uses the project’s BIM files to develop a
Office Location:
Dallas
Phone Number:
[O] (785) 761-4000
[C] (785) 223-3979
Member of St. Thomas
More Parish,
Manhattan, KS
Will be relocating to Dallas for
this project
virtual construction map to aid in pre-fabrication.
Irwin Army Community Replacement Hospital, Fort Riley, KS - $279 M
Balfour Beatty, in a joint venture with Walton Construction, provided preconstruction
services and are currently constructing this $334 million new hospital. The facility includes
a 263,000 SF hospital, a 289,000 SF clinic, a central energy plant, an ambulance garage and
supporting facilities. The project will utilize BIM technology and is being built to meet LEED
Silver requirements.
Through previous association:
St. Lukes Hospital - Kansas City, MO - $231 M
BIM Assistant Project Manager on a modified design-build 500,000 SF project. The project
includes a new seven story tower for the Mid America Heart Institute (MAHI) and a two
story Center for women’s care. Both buildings are being built on an existing medical
campus. Existing conditions included building demolition, street removal for some sites and
greenfield development for others.
Jefferson City Federal Courthouse - Jefferson City, MO - $60 M
BIM Assistant Project Manager on 125,000 SF, five story courthouse with sub-grade parking.
Northern Quest Casino/Hotel - Spokane, WA - $100 M
BIM Assistant Project Manager on a new hotel and casino expansion to an existing casino
facility. The 230,000 SF facility consisted of a ten story hotel, office space, and casino
expansion.
Maricopa Southeast Justice Courts | Mesa, AZ | $77 M
Preconstruction Engineer on a four story expansion to the existing Courts Building and
a six story stand alone precast concrete parking deck. The courts expansion will include
approximately 230,000 SF of courts space and approximately 360,000 SF for the parking
deck.
EBAY PHASE I, II, & III DATA CENTER - PHOENIX, AZ - $100 M
Preconstruction Engineer on a four-story interior build-out of an existing structure. The
project is approximately 135,000 SF. The project included converting the existing core/shell
facility into a functional data center which was procured and constructed in three phases to
support the client’s needs.
2.11
Terry Marsh | Commissioning Engineer
Terry has more than 35 years of construction experience, including more than 20 years
reviewing systems design documents. Terry will work closely with the engineers, project
manager and superintendent to assure design efficiency in terms of quality and cost
during preconstruction. During construction, he will visit the site on a regular basis, as the
architectural/ mechanical/electrical/plumbing work progresses, to ensure its compliance
with the contract documents. He will also review the project’s overall quality and re port all
findings to our project executive group.
office location:
Dallas
Phone nuMBeR:
[O] (214) 451-1156
[C] (817) 301-2068
PRofeSSional
RegiStRationS:
LEED Accredited Professional
Certified Healthcare
Constructor (AHA)
Registered Electrical Contractor
Master Electrician
Professional Society Member
of: AHA, ASHE, BOCA, IAEI,
ICBO, NFPA, SBCCI
tRaDition MeDical centeR - MaRtin health SySteM, PoRt St. lucie, fl - $61.1 M
This 82-bed, multi-story hospital is being constructed using the Integrated Project
Delivery approach. The new hospital will contain medical records, dietary, administration,
business office, laboratory, material management, admissions, emergency, radiology,
intensive care, surgery, women’s services, nursery and NICU. The project includes physical
plant facilities, parking facilities, landscaping, drainage facilities and utilities. The project was
designed and is being built to achieve LEED® Silver certification.
2.12
Greg Tuttle | MEP Estimating Manager
As MEP Estimator, Greg will work with Lee and the design team to ensure that the MEP
systems budgets are developed and managed in accordance with project requirements. He
also provides guidance regarding constructability and quality issues and conducts post-bid
interviews of all MEP systems and other division contractors to confirm that the scope of
work bid meets the requirements of the bid documents. Once construction commences, Greg
will assist in supporting the on-site team in matters concerning coordination, installation and
commissioning of the MEP systems.
Office Location:
Dallas
Phone Number:
[O] (214) 451-1242
[C] (214) 478-2860
Omni Dallas Convention Center Hotel - Dallas, TX - $328 M
Forest Park Medical Center at Frisco Square - Frisco, TX - $60.5 M
Professional
Registrations:
Master Electrician
Professional Estimator (ASPE)
New Parkland Hospital - Dallas, TX - $686.6 M
Balfour Beatty is joint- ventured with Austin Commercial, Russell, and Azteca to act as the CM
at Risk on the first phase of $1.3 billion Parkland Replacement Hospital. The scope of this first
phase includes the 1.9 million SF, 862-bed hospital with a construction cost in excess of $700
million. When completed, the project will achieve a LEED Silver certification and provide
world class healthcare to the citizens of Dallas County. Construction began in 2010 and is
scheduled to complete in 2014.
DFW Airport Terminal Renovation. & Improvement Program 2011 - DFW
Airport, TX - $800 M
DFW Airport Terminal Improvement and Renovation Program Dallas, TX $800 million As
the managing partner of the joint venture, Balfour Russell Azteca CARCON, Balfour Beatty
is leading services provided to Dallas/Fort Worth International Airport for the Terminal
Improvement and Renovation Program. This project encompasses a complete renovation of
over 2 million SF in Terminals A and C.
Hays County Government Complex - San Marcos, TX - $49.8 M
Balfour Beatty teamed with HDR in a design-build capacity to deliver the Hays County
Government Complex. This 230,406 SF facility houses all county government offices.
Included are 10 active courtrooms, district attorney offices , county attorney offices, district
clerk offices, and all associated support functions.
2.13
Christie Stewart| Accounting Manager
Christie is a seasoned project accountant with more than 12 years of experience with
Balfour Beatty. She worked with Jeff, Lee and Forrest on the St. Ann Catholic Parish
Replacement Facility and understands what it takes to make this project a success. Christie’s
responsibilities include providing jobsite accounting and administration, such as payroll,
owner purchase orders, invoice reviews, monthly owner billing and monthly projections. She
will also manage job site office operations, including processing of monthly utilities, vendor
and subcontractor billings, and will assist the project engineers with the project drawing
updates. Christie will be using her current role as Project Accountant to provide support to
office location:
Dallas
Phone nuMBeR:
[O] (817) 744-8585
[C] (214) 695-9738
eDucation:
B.S., Consumer Science,
Southwest Texas State
University
McKinney ReSiDent
our team throughout the life of your project.
extensive plaza.
SMu fonDRen Science BuilDing Renovation - DallaS, tx - $7.9 M
This CM at Risk project involved the refurbishment and upgrading of an existing four-story
science building built in 1946. Primary focus was placed on renovation of the mechanical
systems, fume hoods, and chemical laboratory equipment for this chemistry, physics, and
geology building. Construction work was phased over a 14-month period to accommodate
student and teaching schedules
2.14
3| Project
Approach
New Sanctuary
Section St. Gabrielee
PROJECT APPROACH
a. Integrated Project Delivery
Balfour Beatty’s vision is, “To differentiate ourselves so significantly we change the
industry.” One of the ways we are fulfilling this vision is through the collaborative
culture we have created. This collaborative culture is rooted in our servant leadership
philosophy which encourages everyone to analyze the needs of their teammates and
determine how they can help solve problems and promote personal development.
This method has proven to be one of the main factors in creating high-performing
teams in an Integrated Project Delivery environment.
From large worship centers, to museums, to highly technical research facilities, our
expertise covers all facets of projects requiring a unique and specialized construction
approach. This expertise, combined with our dedication to service excellence, make
our building experience among the best in the industry, and rank us among the Top 5
contractors in the United States. For more than 78 years, Balfour Beatty Construction
has teamed with clients and architects to deliver more than $280 million in liturgical
facilities from coast to coast - with the highest quality and the
greatest value.
ON
St. Gabriel
the Archangel
Subcontractors
O
T IO
RA
N
Catholic Community
COL
L
AB
Design
Consultants
E
LU
Forrest Harrison, Proposed Superintendent
P
VA
Collaborative Team Structure
With a focus on St. Gabriel, we will support interconnectivity through the duration of this project to
provide an atmosphere of collaboration, innovation, and
transparency to deliver ultimate value.
NS
CY
Architect
Team
TR A
EN
I NN
I
AT
Balfour
Beatty
Construction
AR
OV
Devcon
Development
Construction
Agencies +
Inspectors
“We work with our industry partners and customers again and again, and we build relationships.
There is a point when the person that you’re working alongside stops being the glass company and you
start calling him by his name. It’s not DGB Glass, its David Griffin. The team becomes real and you feel
committed to your teammates, and you want to deliver project after project successfully and be proud
of that project. I think that’s a common thread through the people we work with and the people we
serve. We want to walk away from these jobs and be proud of them forever, knowing that no one got
hurt, the project was profitable, and the customer is satisfied. An ecstatic customer that had a great
project experience is what we want.”
3.01
IPD at its core is about ‘behavior’—it’s about having the right facilitator to get all
of the stakeholders to come to the table with mutual respect, humility, and the
readiness to listen, contribute, and collaborate as a team for the betterment of
the project. With a true IPD, the project demands that the owner, all of the design
team members, consultants, construction team members, end users, and other
stakeholders provide their collective expertise and hold each other accountable
to optimize project results. For this project, we will commit to the right behavior,
knowledge sharing, and talents of all participants to increase value to St. Gabriel,
reduce waste, and maximize efficiency through all phases of design, fabrication, and
construction.
IPD allows all the stakeholders to come to the table early and, using their expertise,
identify conflicts and provide solutions with an equal voice. This sharing drives
intensive collaborative efforts that modern innovative healthcare facilities require,
and nothing less than what our customers deserve. An integrated project approach,
which can include collocation, provides seamless transition between the design and
preconstruction teams to the construction team.
Utilizing the principles of IPD, we
will form a unified team to design
and build as efficiently as possible,
thus producing a highly efficient, cost
effective, and on-time delivery for St.
Gabriel.
Teaming - We are prepared to form
an integrated, collaborative, and
cohesive team consisting of the key
stakeholders and project participants.
Processes - Early contribution
of knowledge partnered with an
environment of mutual collaboration
and respect will serve as the unifying
theme of your project team.
Challenges - We will overcome
project challenges by collectively
developing solutions. There will be no
finger-pointing.
Communications - Digitally
based communications, including a
multidimensional BIM, will lay out a
clear understanding and enhanced
visualization for the project and its
objectives.
Tradition Medical Center, Port St. Lucie, FL
The most efficient economy of scale achieved on IPD projects is a direct result of the trust and
behaviors exhibited by the team partners. Balfour Beatty enjoys serving as a core member of any
IPD team and facilitates the collaborative environment necessary to achieve project objectives.
Our commitment to IPD is demonstrated in the over 2.2 million square feet of projects we have
performed nationwide using the IPD process, including the Tradition Medical Center project
pictured above.
3.02
Section 3: Project Approach
a. i. Company’s Experience with IPD
1. Three IPD Projects:
We have highlighted three projects below which represent the true spirit Balfour Beatty’s of the Integrated Project Delivery.
The church campus is situated on a 20acre site. Based on a Spanish-Colonial style,
the new church resembles early missions
found in Texas, the Southwest, Mexico, and
South America. In total, the project involved
construction of the new sanctuary and
chapel, expansion of existing facilities, and
physical connection to the existing building
by a covered walkway and extensive plaza.
“From the beginning, Balfour Beatty
acted as a true construction partner...”
“They acted consistently as a team
player, keeping the success of the
project as the main focus... it was a
pleasure to work with them...”
Mike Parrish, Alliance Architects
Gateway Church- Phase I
This facility consisted of a 205,000
SF sanctuary and children’s building
containing a 4,000-seat worship facility
with ancillary space for children’s church,
nursery, bookstore, café, adult classrooms
and circulation space. Balfour Beatty also
managed the total project budget of $88
million including consultants, furniture,
etc. We used BIM extensively on this project
“The dollars we realized because of
the information provided by Balfour
Beatty made us very happy with the
preconstruction services... When
we started construction, it actually
turned out like they said it would. ”
Doug Sluiter,
Executive Director of Campus
Development, Gateway Church
for full 3D coordination with the architect’s
model.
Perot Museum of Nature and Science
The 185,000 SF Perot Museum of Nature
and Science incorporates the latest modern
technology, allowing the museum to host
world-class exhibitions and expand its
educational programs. The design includes
a unique precast tower with ornate cast-in
detail. The tower attaches to an escalator that
“You and your team are doing a great
job... especially in this final stretch
when most GC’s we’ve worked with
would have already checked out. Your
commitment to quality and positive
attitude is much appreciated.”
Arne Emerson, Principal
Morphosis Architects
exits the building, providing stunning views
of the city skyline.
2. IPD Lessons Learned:
As we explained briefly in the preceding narrative and will expound upon later in this section, Balfour Beatty seeks to create an
integrated project environment on each and every project we construct. We are currently collaborating on delivery teams that are
delivering two of the largest projects in the Dallas-Fort Worth area: The $1.2 billion New Parkland Hospital and the $800 million
DFW Airport Terminal Renovation and Improvement Program. With both of these projects, the entire project team (designers,
engineers, construction managers and owner representatives) were co-located at the beginning of preconstruction and will remain
so Throughout the project. We have gleaned important lessons learned from these and other integrated projects (a summary of
these lessons learned is listed on the following page) and have applied them to all of our projects, regardless of size.
3.03
Lessons Learned for a
Successful IPD Process
While working on IPD projects, we have learned that some activities can increase
success significantly.

Executing a job via an integrated approach can be a new
experience for some team members. It is difficult to get to all of
the stakeholders and partners to abandon their comfort zones,
behave differently, develop new ideas, and stay productive at
the same time. Working Through that process with a facilitator
can help develop this mind-set. Letting the entire team develop
the expectations of the job at the beginning of the project can
help introduce new members to the experience of IPD.

Shared project experience does not ensure shared expectations.
If team members don’t take the time to get to know each other,
you will not create a true integrated team. You have to build as a
group before you can move forward. If you set the expectations
up front correctly, it will set everyone else up for later success.

IPD requires continual participation as opposed to the “provide
input and wait” mentality of traditional project delivery.

All team members need to understand the project value of team
decisions and commit to those decisions. IPD provides a perfect
opportunity to use innovative approaches, but successful
implementation is dependent on establishing team expectations
and agreeing on the project value of the decisions made.

Encourage open, horizontal communication, and make sure
key decision makers from all team members are included in the
IPD core group. All participants must understand that they are
expected to be part of the solution, not the problem.
a. ii. Company’s Mission Statement
The summation of Balfour Beatty Construction’s Corporate Mission Statement or, as
we call it, Our Purpose, is as follows:
Balfour Beatty’s Purpose
Scan this QR code to view a
video that tells the full story of
Balfour Beatty’s purpose. Prefer
to view from your computer?
Key in the following URL:
http://www.relentlessally.com
3.04
“We’re here to be a relentless ally for the
success of each and every dream we’re
entrusted to build.”
b. i. IPD Management Approach - Goals and Standards
Our Integrated Project Delivery Philosophy
Integrated Project Delivery, a recent trend in construction project delivery, is
The most important part
of Integrated Project
Delivery is understanding
that as a team we are able
to accomplish more than
as individuals and putting
the needs of the team
before individual goals will
always yield greater result.
defined by AIA California Council as “a project delivery approach that integrates
people, systems, business structures and practices into a process that collaboratively
harnesses the talents and insights of all participants to reduce waste and optimize
efficiency Through all phases of design, fabrication and construction.”
Our understanding and definition of Integrated Project Delivery (IPD) is more than
a project delivery approach… it is a philosophy with which we work together with
the other project stakeholders in order to eliminate waste and maximize value to our
clients. Our Integrate-Design-Construct-Operate (IDCOTM) philosophy leverages IPD
concepts regardless of contract type to develop a custom project delivery approach
for every project.
We have successfully implemented our integrated philosophy on several projects and
are excited to share it with the St. Gabriel New Sanctuary project team. Maximizing
the efficiencies of integration and collaboration is the best means of providing you
with ultimate value Throughout the project lifecycle. We support St. Gabriel’s desire
Leadership Training Based on Trust
Ann McGee Cooper leading a working
session with Balfour Beatty Construction
team members, focusing on the behaviors
supporting servant leadership.
to deliver this project using a collaborative team approach and we look forward to
working together with you and the design team to define and cultivate the desired
roles and collaborative behaviors required to achieve your desired result.
Leadership Training Based on Trust
Ann McGee Cooper, consultant, author and champion of servant leadership
encourages us to lead by listening first, by example, by creating shared goals, by
putting others first, and by growing a foundation of mutual trust.
These concepts are inherent in the Balfour Beatty culture and provide a platform of
trust and collaboration from which we will successfully build your project.
In addition to servant leadership, we have also developed a strong leadership
training program that encourages collaboration and teamwork at all levels. This
training curriculum includes the courses and tools listed on the following page.
What does this mean for
St. Gabriel?
The project staff has the full
support and authority of Executive
Leadership to successfully manage
the relationship of the entire
project team to ensure we deliver
service excellence to you.
Delivering Service Excellence
We are passionate about providing clients with the best construction experience
they have ever had – every time. We do not have standard operating procedures
on service, as each client and project is unique. We expect our employees to
react appropriately, and more importantly, be proactive to each situation. To train
employees on our culture and expectations related to service, we offer a program
titled Delivering Service Excellence. The class is taught by in-house facilitators,
including our President, HR leadership and Operations leadership. Our customer
service values are taught via an interactive classroom experience, where leadership
and class participants share success stories and best practices. Within this class,
we also share insight Through video vignettes from our clients, architects and
subcontractor partners.
3.05
Fostering Team Relationships
Balfour Beatty utilizes an Activity Vector Analysis (AVA) to assess the natural
behavior styles of our staff members. AVA is a job-related assessment that offers a
comprehensive, dynamic, and highly accurate profile of individuals.
What does this mean for
St. Gabriel?
Building a collaborative
Developed from the theories and research of prominent psychologists such as
team starts with individual
Walter V. Clarke (the original developer of AVA), Prescott Lecky, and S.I. Hayakawa,
understanding. The AVA offers
AVA predicts work-related behaviors, decision-making approaches, flexibility under
the team the first step towards
various environmental conditions, and other important aspects of behavior.
this understanding. We propose
By understanding the natural tendencies of each team member, the team will
bringing the representatives from
be better able to work cohesively and leverage the natural strengths of each
St. Gabriel, the design team and
person. This process promotes a positive work environment which fosters better
Balfour Beatty to participate in an
communication, decision making, conflict management and project execution.
AVA analysis to build a foundation
of teamwork that will lead to
project success.
3.06
b. ii. IPD Management Approach - Project Cost
The integrated Project Delivery Approach has a positive impact on project cost. The
basis of the IPD approach is establishing goals as a team, and then using those goals
as the group’s “true north” Through all phases of the project. Because the project’s
budget is one of those goals that are established at the inception of the project with
buy-in from all team members, everyone understands what that number needs to
be, and we work as a team to achieve that budget goal while being mindful of other
project goals such as quality. This single-minded group focus will give St. Gabriel the
Forrest Harrison, Proposed Superintendent
true value you seek.
“Constructability no longer begins
when a set of drawings are issued. In
an IPD model we need to be prepared
to inform our design partners and
owner partners, prior to design
completion, that if we are building a
steel building W14x45 are easier to
acquire or the stock lengths are 60’ so
30’ column spacing is more eﬃcient,
creates less waste, which in turn is
better for the environment, and all of
this adds up to quicker installation.”
When developing the initial budget we will sit down with St. Gabriel representatives
and design team and gain a full understanding of the vision for the project. By taking
the time to learn and understand the complete vision up front we are able develop
a early conceptual budget that will allow the Parish to have the confidence that the
budget will be maintained throughout the design, capital fund raising campaign and
construction phases of the project. Working in a collaborative and transparent with
all stakeholders is not specific to this project but how we operate all our projects and
is the philosophy of our organization. We understand we are a trusted steward of the
finances and that will fund the Sanctuary and our responsibility is to care for and act
responsibly to ensure we maintain that level of trust throughout.
A key driving factor to the IPD process is to establish Target Value Cost of project
and control costs from design through close-out to complete at or below the set
target. The first step to controlling costs in the field requires developing a clear
understanding of the scope and requirements of the St. Gabriel project on day one.
The most important function of this first step is to establish communication with
all IPD team members including the design team, Balfour Beatty Construction, St.
Gabriel and all other stakeholders. Building a foundation of cooperation where team
members are comfortable communicating and working together will ensure that
we reach mutual goals within the budget. As indicated in the model below, early
involvement in an IPD manner is key to controlling the costs of a project during
design so that scope and cost can be identified early, allowing informed decisions to
Ability to
Control Cost
EFFORT
The MacLeamy Curve
be made by St. Gabriel before construction begins.
Balfour
Beatty
Traditional
TIME
Program
Cost of
Design
Change
Design
Development
Documentation
Construction
3.07
Value-Conscious Project Delivery
Balfour Beatty believes that our role as construction manager obligates us to manage St. Gabriel’s cost and schedule expectations
throughout the course of the project; from design to the completion of construction. With our ‘project solutions’ mind-set – that of
a design-builder and trusted integrated owner advisor-- St. Gabriel can place its implicit trust in us as the construction manager to
collaborate and help lead the process.
We have an excellent record of controlling costs both during preconstruction/design development and construction phases of the
project. In the last 10 years, Balfour Beatty has not exceeded the GMP (without owner approved changes) on any of our projects.
On the following pages, we have outlined our processes and tools for ensuring that you receive optimal value for each project
dollar, including examples of reports we will use to communicate the status of your project.
Preconstruction/Design Development Phase
The most important aspect to controlling costs and estimating your project accurately comes down to the experience and
expertise of the people providing you with these services. Balfour Beatty has 22 preconstruction professionals, including MEP
specialists, available to manage the St. Gabriel New Sanctuary Building project costs. Your key operations professionals will work
with the team to ensure all costs are accounted for eliminating and transition gaps. With our significant relationships with the local
subcontractor community over the past 75 years, we will ensure that we will provide you the best value.
Balfour Beatty will act as an extension of your team, translating project expectations into a clear, detailed and accurate GMP that
satisfies the design intent. Having completed GMPs on numerous other similar large healthcare projects, Balfour Beatty is confident
that we can provide you with a reliable early GMP that is reflective of the final cost.
Understanding that the budget cannot be exceeded, working with all project team members, our team will:

Develop an internal estimate to determine exact quantities and create alternates that will be priced as a means to determine
what materials and construction procedures are the best fit for this project.

Measure all cost against historical data and known market conditions.
Stimulate subcontractor interest to ensure adequate coverage of the bid package and scope of work, soliciting a minimum of
three bids per division of work.

Identify, quantify and clarify areas of potential contingency so that subcontractors can provide good competitive pricing.
Provide detailed breakdown of allowances to ensure all project team members know what is and is not included as in the
allowance.

We utilize BUDGET SUMMARY REPORTS like
this to track the cost of the project throughout
the budgeting process.

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
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
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













































































































































































































































3.08






































































Balfour



Beatty
Construction
Developing Costs
Within the preconstruction department we use multiple pieces of software to assist us with providing timely, accurate and
pertinent information for our budget deliverables. We have described these software programs below.
On Screen Takeoff Pro is software that we use to fully develop quantity surveys electronically for your project. A benefit to
using this tool is that it allows us to electronically overlay two sets of drawings. This helps in alleviating dimensional and
scope problems between trades and versions of drawings. This tool also greatly reduces the cost of drawing reproduction and
maintenance of electronic records.
MC2 is the estimating software that Balfour Beatty uses to price our quantity surveys. The software allows us to organize
budget information into manageable reporting (see example on the following page), which helps the project team make
informed, educated decisions. We can organize these reports by bid package, CSI, building, or any other owner desired method
such as historical, TIF eligible and taxable components. Every line item unit cost is verified by our estimators with input from
local subcontractors and suppliers.
Smartbid.com is our document control software and budget/bid management system. Smartbid.com is an internet-based
software that allows us to electronically post documents, send bid invitations, and provide addenda notifications to
subcontractors and suppliers. We use this system nationally, which allows us to pull subcontractors from a wide area and still
communicate quickly. Membership to Smartbid.com is free for subcontractors, as long as a subcontractor has an internet
connection they are able to participate in the project. In addition, there are quantity takeoff software features on Smartbid.
com, which allows subcontractors to do their quantity surveys online.
Budget Tracker
Budget Tracker is our scope management tool we use to record alternates, options, and other deviations, or suggested deviations,
between budget deliverables (see example inset above). These deviations include value management items, pricing fluctuations,
team decisions regarding design or materials, scope changes, etc. By using this system, we are able to record all items having an
impact on the budget during any stage. It is a good tool for helping us avoid unnecessary change orders and for designing to the
most current scope and cost data. This “living” document allows the project team to see where the budget stands on a continuous
basis and allows the team to make decisions about where to invest the right dollars in the right area or materials to ensure the
goals of the project are being met.


 













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


















































 






























































Balfour
Beatty
uses the Budget Tracker tool to maintain
and track
the project
budget to assist








both the Owner
and
the
design
team.
We
manage
Owner
requirements
in
real
time, and work


 with the design team to make sure key
 issues


closely
are incorporated
into the design while







maintaining
the original GMP budget.










Qualifications
for Contractor Services



















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3.09
GMP Approval and Schedule of Values
Once the GMP is approved, the Schedule of Values will coincide with the format approved
in the GMP, and will be used for our monthly progress payments with any applicable/
necessary supporting documentation that may be required by THR. Each month Balfour
Beatty will update the actual cost versus the original budget cost, providing for the
current financial status of the project for subcontractor or material buy-out. We also
incorporate each subcontractor’s schedule of values into this document and require a
breakdown of the subcontractor’s work. St. Gabriel will always be informed of the project’s
current financial position.
Constant Communication
Balfour Beatty must communicate clearly and completely with our design team
partners in order to deliver a GMP at the early stage of the design being contemplated.
The utilization of our integrated project delivery process is critical in establishing the
team’s expectations for the project. As the Construction Manager at Risk we have the
responsibility to accurately define the scope and help guide the remaining design in
order to avoid scope creep and re-design costs. Throughout this process Balfour Beatty
is committed to providing key subcontractors and suppliers with the same constant
communication so that their scope and pricing reflects the GMP assumptions. It is this
type of communication that will enable the project team to maintain the Guaranteed
Maximum Price throughout the life of the project.
Regularly Scheduled Design Progress Meetings
Balfour Beatty will engage in regularly scheduled design meetings held to provide a
forum in which the team can review, comment on, and plan the project together. Timely
completion of action items and prompt decision making will be critical to the success
of the Preconstruction phase and the ability of the project team to maintain the project
schedule and GMP.
Check and Re-Check
Balfour Beatty team will continually compare the design documents with the GMP
documents to ensure that all design assumptions are noted within the established
allowances. Likewise, the design team must commit to including Balfour Beatty in any
change to the GMP drawings not discussed in the design meetings so that the established
allowances can be managed. By the time 100% Construction Documents are released,
there should be no surprises because every team member has had a hand in the project’s
development.
Construction Phase
The first step to controlling costs in the field requires developing a clear understanding
of the purpose, vision, and goals for the St. Gabriel New Sanctuary Building project. The
most important function of this first step is to establish communication with all team
members including the design team, Balfour Beatty, St. Gabriel representatives and
other stakeholders. Because this project team will operate in an integrated fashion from
inception, these goals will be established by the team upon formation - before design
process begins. An additional benefit that our proposed team offers is that Lee Gibson
will be leading both the preconstruction and construction effort for this project, ensuring
there is no learning curve or gap or transition from design into construction.
3.10
The next important step to controlling costs in the field is our bid development process.
When Balfour Beatty Construction sends out bid packages, we include the drawings and
specifications with a detailed scope, construction schedule, insurance requirements,
MWBE requirements, General Conditions and Special Provisions. By doing this we are
taking a “no surprises” approach to ensure that the pricing we receive from subcontractors
is accurate and represents the expectations of the project. By providing a detailed
scope of work, we level the bids and eliminate scope gaps. The construction team, led
by Lee Gibson, will administer the bid package process with the participation of the
preconstruction team. We have detailed this process in section 4.c. Subcontracting,
beginning on page 4.03 pf this submittal.
Project Changes
Finally our project management team is experienced in managing the day-to-day
operations and management of subcontractor change order requests—Owner change
order requests. For each change order request a Cost Event will be created. We utilize
a collaborative web-based tool, Constructware, to track and manage all of our project
management items, including Cost Events. Each Cost Event is thoroughly reviewed and
challenged for relevancy, accuracy, fairness and equitable pricing. Valid project changes
will be submitted via a Request for Change Order (RCO). Each RCO will include a detailed
description of the change along with the required subcontractor breakdown clearly
identifying the total cost.
Cost Event logs will be provided and reviewed during each Owners Meeting. With this
information the project team and St. Gabriel are able to make the necessary decisions
on critical issues. This ensures the project is not delayed by delinquent cost issues. Upon
approval the cost will be incorporated in the Schedule of Values. It’s important to note
that the Budget Tracker process is and could still be simultaneous, so if there is some
owner change driving costs up we will be working with the team on other unique options
of off-setting those costs either within that change itself, or by looking at other areas
within the project. This is project solutions—not just the standard paper shuffle of cost
management.
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3.11
b. iii. IPD Management Approach - Project Schedule
As with project cost, the integrated Project Delivery Approach also has a positive
impact on project schedule. Need more Not only will we incorporate the construction
activities, we will work with all stake holders to develop a project schedule that
meets the needs of the project, including the Design Team, Subcontractors, the City
of McKinney, and most importantly the Parish. We understand that during certain
times if the year such as Christmas and Easter it might be beneficial to align the
project goals with the goals of the Parish. We have also found that by including the
Subcontractors in the development of the schedule thru the Pull-Planning process
we create a commitment and buy-in from not only the Subcontractors but a personal
commitment from each individual on the project to one another. Overall it is our
holistic approach to the schedule that is the key differentiator. Understanding that
the construction activities are one small part of the schedule we will work with the
Design Team to understand what their specific needs are as related to the schedule.
We will include the permitting process with the City of McKinney and leverage our
existing relationships to expedite the process and more importantly work with the
City during the design phase to bring them along as the project develops to ensure
we are meeting their requirements. Just as important as beginning the project,
planning for the completion of the project is as equally important. From day one we
will plan the project with the end in mind and include such things as commissioning
and turnover. This includes making sure the Parish understand how the building
systems function and how best to manage the systems thru training program that
will be video tape for future use by the Parish. It is this holistic approach to the
schedule that sets Balfour Beatty apart from our competition to ensure we are
meeting the needs of the team and not just the needs of the General Contractor.
b. iv. IPD Management Approach - Project Quality
Quality is in the eye of the beholder, and understanding that quality has a different
meaning to each individual stakeholder is the first step in achieving the quality
goals for the project. Because the IPD environment fosters open communication,
it is ideal for formulating quality goals and expectations that include input from
everyone on the project team. Once the quality goals are established, they will be
incorporated into all facets of design, procurement and construction. Quality will be
designed, purchased and built into the project, rather than “corrected” along the way
during construction, saving time and money and ensuring that all quality goals will
be achieved. Please see section 4 of this submittal for more information on Balfour
Beatty’s quality control plan and processes.
b. v. IPD Management Approach - Operational Influence
Our team organization is unique in that we have proposed Lee Gibson as our
preconstruction manager during the design phase of the project, and he will
seamlessly transition to the role of project manager for the construction phase of
the project. Because our preconstruction process is driven by the construction lead
for the project, there will be no handoff or associated miscommunication between
preconstruction and construction.
3.12
Lee Gibson has served the company in both Preconstruction and Operations
roles over his 12 years with Balfour Beatty and understands the importance of
developing an initial budget that will stand throughout all phases of the design and
construction. Because of both his operational and preconstruction experience in his
tenure at Balfour Beatty and, more importantly, the experience he brings from the
St. Ann project, Lee will work with the design team and St. Gabriel representatives
to ensure we include the detail items in the conceptual budget. This approach will
allow us to maintain a constant budget throughout the design phase and into the
construction phase of the project.
For the stability and prosperity
of our business, our clients, our
partners, and our people …
For the development, safety, and
health of our employees and their
families …
b. vi. IPD Management Approach - Sustainability
Balfour Beatty Construction’s Sustainability Vision is: a balance of concern for
Profitable Markets, Environmental Limits, and Healthy Communities. We believe
at the heart of a sustainable business lies the creation, care, and responsible use
of assets – whether those assets be people or time, capital investment, land use or
water, we must use those resources responsibly. We believe that profitable markets,
healthy communities, and environmental limits are not competing interests; they
For the betterment of the
communities in which we live and
work …
are shared outcomes that closely align with one another. Read more about Balfour
And for future generations and the
world they will inhabit …
From this comes many benefits that have sustainable effects on the project. Waste is
… we are committed to the
challenge of becoming,and
maintaining, a sustainable
business.
potential MEP systems clash issues before ductwork and racking are fabricated,
For the people and leaders of
Balfour Beatty Construction,
it is a collective responsibility.
Beatty’s sustainability initiative at: www.balfourbeattyus.com/Sustainability
Early involvement of the contractor and subcontractors is integral to the IPD process.
kept to a minimum by working with MEP engineers and subcontractors to eliminate
saving wasted materials and time that would be incurred by having to fix these issues
in the field during installation. Detailed 3D design of steel structures streamlines the
fabrication and installation of steel and reduces materials waste. IPD also creates the
perfect environment to discover opportunities to prefabricate certain systems, which
also saves time and minimized materials waste.
c. Unique Aspects of Balfour Beatty’s Approach
i. Conceptualization (Programming)
Conceptual design begins with a series of ideas born from the experiences and
ideas we all bring to the table. By being involved in the conceptual design phase
we are able to bring our lessons learned to the table as well as get a very detailed
understanding of the project from both the Owner and Architect’s perspective and
include those ideas and thoughts into the conceptual budget. This is where we can
all bring value to the project and ensure we develop a program and budget that align
with one another and carry throughout the complete project.
ii. Master Planning
Omni Convention Center Hotel, Perot Museum of Nature and Science, Forest Park
Medical Center, and the McKinney StarCenter are all examples of being involved in
the Master Planning and providing key information to the design team as it related
to the site layout which in each case created a cost savings ideas. Understanding the
site layout and providing a cost benefit analysis of why one layout might be better
3.13
than another can ultimately save the project thousands of dollars.
iii. Schematic Design (Criteria Design)
As the design evolves from a conceptual design to the schematic design we will
develop and detailed schematic design budget to ensure we are tracking in line
with the established budget during the conceptual phase. By being involved in this
phase of the project we are able to work with the St. Gabriel and the Architect to
maintain the project budget throughout the design phase. This will allow St. Gabriel
the confidence during the capital fund raising phase to know they will have the
appropriate funds to build the project once the funds have been raised and secured.
iv. Systems Evaluation
With 30 to 40 percent of the project construction budget being allocated to the MEP
systems, selecting the right MEP systems for the project is paramount. By having a
dedicated MEP Director, Greg Tuttle, we are able to assist the design engineers by
providing early budgeting of different systems and providing a life cycle cost analysis
of the complete MEP systems allowing St. Gabriel to make an informed decision on
which MEP system meets the needs for the project.
v. Commenting On And Influencing Design Innovation
Because Balfour Beatty is accustom to working with the Design Team early on in
the project development, we are comfortable bringing new and innovative ideas to
the table and recognize it is our responsibility to the team. At St. Ann’s there were
many challenges around the construction of the Dome. The St. Ann’s team proposed
actually building the structure and skin on the ground then hoisting it in place which
at the time seemed like a crazy idea until we worked with the Design Team to develop
a plan to allow us to pre-fab the dome on the ground. This was a form of Pre-fab
before it was a trend in the industry. We have and will continue to always evaluate
all the options and determine what is best for the project thru innovative ideas and
solutions.
vi. Design Development (Detailed Design)
Just as in the Conceptual Design and the Schematic Design phases, we will continue
to work hand in hand with the Architect, Devcon, and St. Gabriel throughout the
Design Development phase constantly aligning the budget to ensure we are still
maintaining it thru the design phase. We will bring in key industry leaders to work
with and create and integrated environment with the key trade subcontractors
and continue to develop a collaborative and cohesive team. We will continue our
evaluation of all the systems, continue to bring in best practices and lessons learned
from our industry partners all the benefit the project and St. Gabriel.
vii. Constructability Reviews
Just as important as the quantity take-offs are during the preconstruction phase
it is equally important to look at means and method as to the constructability on
the project. Determining if an shared subcontractor elevated dance floor or lifts
are more economical way to perform the high work in the sanctuary or evaluating
the routing of the MEP equipment to ensure all MEP is concealed in areas that are
architecturally sensitive. Because our preconstruction will be operationally lead and
include Lee’s operational experience along with Forrest, we will be review all the
constructability options early in the design phase to determine the most economical
way to construct and build the facility for St. Gabriel.
3.14
viii. Early Purchasing Programs
By identifying long lead items we are able provide accurate and timely information to
work with the St. Gabriel, Devcon, and the Architect so key decisions can be made to
support the work activities that will ensure an on time delivery of the project.
ix. Permit Approval (Agency Review)
“We really appreciate Balfour Beatty’s
pre-planning and responsiveness to
the City of Plano’s Building Inspection
Department. This has enabled a
smooth journey in our collaboration
with Balfour Beatty Construction.”
Selso Mata, Chief Building Inspector
City of Plano
By involving the City of McKinney Building Department, Fire Department,
Engineering, and Planning and Zoning early in the design phase we can work with
them to ensure the design meets the City of McKinney building requirements and
prevent additional re-work and re-design during the design phase. When designing
the McKinney StarCenter we met with the City on a weekly basis during key aspects
of the design and educated them along the way so when it came time to get the
building permit it was basically a rubber stamp process and the building permit was
turned around in one week, saving time and money and allowing the project to
proceed on time.
x. Construction Documents (Implementation of documents)
Gone are the days of the Superintendent having to carry a 30-pound roll of plans
with him where ever he goes or having to make a trip back to the trailer to look up
something on the plans. Balfour Beatty will utilize our electronic plan room to house
and store the plans, submittals, and shop drawings, storing them in the cloud and
accessing them thru the use of iPads out on the site. This innovative and forward
thinking idea saved over 4 Million dollars on the DFW International Airport project
as noted in many Industry publications. Regardless of the size of the project printing
out drawings to ultimately be thrown in the trash is equivalent to throwing money
in the trash, By utilizing our best practices and lessons learned not only here locally
but across the nation we are able to bring these best practices to all out project and
select the right tools for the project as a team involving St. Gabriel, Devcon, and the
Architect.
xi. Waterproofing
Balfour Beatty’s proactive approach with preventing water intrusion of any kind
begins with a thorough review of all the waterproofing details by 3rd party
consultant. By bringing in a water intrusion and building envelope specialist, we are
able to prevent future water intrusion issue by developing specific details for each
scenario on the project rather than rely upon generic details. We will include the
Architect, Owner, Subcontractors, and Manufacturers in these meetings to ensure
we have addressed all the details to prevent having a building with water intrusion
issues. We will evaluate the complete building envelope including the sub-grade
drainage, vapor barriers under the slab-on-grade, moisture vapor barrier on the
skin and roof, all window and flashing details to ensure the final in place product
prevents any water intrusion into the facility.
xii. Bidding and Buyout
Allowing the Owner and Architect to participate in the bidding and buying out of
the project is just as key to involving the Contractor in the early part of the design.
Because we all view the project thru different lenses, we are able to ensure we buy
a complete project and all have the opportunity during the post bid interviews to
ask any questions or raise any concern. The subcontractors ultimately become part
of the integrated project team and making sure we bring the right team members
aboard is a team decision and not just a decision made by the Contractor.
3.15
xiii. Construction
A unique aspect the Balfour Beatty Team will bring to this project is really
understanding this project is much more than just building a building. This is a
project that will forever change the lives of all the individuals that step thru the
doors. This project is about creating a place where the circle of life will happen,
babies will be baptized, first communions will celebrated, weddings will take place,
and ultimately souls will pass on to a higher and greater place. Not every project
has the opportunity to touch and affect so many lives and really understanding this
project is much more than a building. Bringing the right attitude, behaviors, and
spirit of collaboration is equally if not more important as to the actual construction
of the facility. Our team has been there before and understands this are more than
just a construction project, this is an opportunity to truly have an impact on the
community and peoples lives.
xiv. Liturgical Art Coordination
On the St. Ann project, we coordinated the installation of several liturgical elements,
including the baptismal font, crucifix above the alter, stained glass, statues, the
Chapel’s Retablo, Ambo and Altar. One of the more unique pieces of Art was a large
mural painted on the Apse behind the Altar depicting the Transfiguration of Jesus.
We erected the scaffolding for the artist to work from and coordinated his work to
coincide with the final 6 weeks of our construction so that they could be completed
simultaneously.
xv. Project Close Out
No project is truly a success if proper attention isn’t paid to closing out the project in
a comprehensive and timely fashion. Finishing the project strong, and developing
a specific project close-out plan to have the project closed out within 30 days of
substantial completion is how we operate all of our projects. We will develop a
specific list of concerns for each project to ensure we have a plan to have these items
closed within 30 day of the substantial completion.
xvi. Facilities Management
Balfour Beatty Construction’s latest development is providing project specific
facility management software to help our clients achieve maximum performance
from their facilities beyond construction. Our services include compiling existing
facility information into a digital format, creating a model of the existing facility
and implementing FM:Systems software. This allows for electronic tracking and
automation of service requests within the facility for both preventative and
reactive efforts. Once an issue is identified, FM:Systems will link to the relevant data
associated with the components in the request.
The facility management software allows for the utilizing of QR codes and other
similar bar-coding forms to allow for instant access to all types of information. We
will work with you to evaluate different options available and the benefits of each
to your team to track and monitor the MEP systems. The software can be set up
so that each QR code could provide access to the product data on the equipment,
maintenance logs and parts, training videos for that specific piece of equipment as
well as the ability to accurately project maintenance cost for that piece of equipment.
At right is an example of how the system works.
3.16
Increasing Ease of Maintenance
of Equipment
The image depicts a Trane
thermostat. A QR code has been
placed on the thermostat that
links to the product catalog for
the device. Using a QR scanner
app installed on a mobile device,
facilities management staff can
obtain instant information about
this equipment.
4| Project
Procedures
St. Paul United Methodist
Church Historic Renovation
Section Four
PROJECT PROCEDURE PIECES
a. Benefits of GMP Contract
Over the past 15 years, Balfour Beatty has delivered more than 98% of our work using
a GMP contract. If the GMP amount is established by an experienced construction
manager who is familiar with the facility type and local subcontractor market, the
GMP contract benefits to both the owner and the contractor.
Through our extensive experience in establishing GMP budgets, we have developed
detailed processes to ensure the GMP brings you the best value and protects you
from scope gap surprises later in the project. An integrated team environment
enhances the GMP process because early subcontractor involvement ensures they
understand the project and their scope in detail, resulting in accurate, inclusive
subcontractor pricing, providing additional protection against scope gaps. We
have included more detailed information on our proven GMP processes later in this
section.
b. Contract Documents
i. RFI, PCO and ASI Process
Balfour Beatty maintains a true open book approach throughout the preconstruction
and construction phases. To support this open book approach, we use technology
to store and track all project documentation, including RFIs, PCOs and ASIs, while
ensuring all team members have easy access to this information. Balfour Beatty uses
Constructware, a powerful web-based project management system that provides
easy access to all information necessary to manage a complex project and have a
complete record of the project upon completion. This is a very collaborative system
that allows owner, design team, and contractor to access project information to
facilitate virtual submittal reviews and approvals and answer RFI’s with a click of a
mouse.
Your New Sanctuary Building project will be created in Constructware immediately
after award to utilize from the beginning of preconstruction through construction
and project turnover. The benefit to St. Gabriel is that all information is centrally
located and accessible to all project team members, which enhances communication
and supports the integrated team environment.
ii. Scope Gaps
The first step in our process of dealing with incomplete scope and resulting cost
implications during the construction phase is a preventative one. Balfour Beatty’s
comprehensive preconstruction processes virtually eliminate scope gaps before
the GMP is finalized. Our comprehensive document review process ensures that
nothing is missed. Also, our detailed bid packaging, along with our pre-bid and
post bid meetings ensures that each subcontractor fully understands their scope of
work. As a final protection for St. Gabriel, specific contingencies can be set up during
preconstruction for any elements that cannot be fully vetted during design phase.
4.01
iii. Owner Provided Items
The majority of our work involves the coordination of owner-provided items. From
high-tech medical equipment for our many healthcare projects, to $85 million of
specialized exhibits and displays for the Perot Museum of Nature and Science, we
have coordinated some of the most complicated and demanding owner-furnished
equipment (OFE) packages in the construction industry. We have established
processes specifically for the discovery, scheduling and installation of ownerprovided items.
We are aware that St. Gabriel will most likely have your own unique owner provided
items that will require coordination, much like we coordinated during
the construction of the St. Ann New Sanctuary project. For example, St. Ann had
4 large bronze bells, originally cast in 1899, refurbished that we had to be sure
arrived to the site when we built the structure because the final openings in the
plaster exterior are too small to have installed the bells later at completion. These
bells are operational and tied to a controller/clock that we located in the Sacristy.
Similarly, they purchased a large three tier water fountain for the courtyard that we
coordinated and installed. Additionally, we coordinated and designed a flag pole
holder concealed within the walls for their flags that hang along the Main Nave and
Transepts. We also helped source and installed all of the pews. There were many
other liturgical items coordinated, but none more special than when the Pastor
asked to place Holy relics that included bone fragments of a Saint within the Altar.
So during construction and prior to the final piece of Altar stone being placed, we
halted work on site for short period to allow for the Pastor to provide a blessing upon
the placement of the items.
iv. Owner/Architect/Contractor Meetings


The Balfour Beatty team will lead the OAC meetings and document all discussions


and action items. Each item will be categorized and tracked. Action items will be
noted in the minutes and a responsibility will be assigned along with the action date
required. Items will remain on the agenda until resolution is reached and the team
feels the item can be closed. At such time the item will remain on the agenda for
one more week to ensure closure. Meeting minutes will be distributed to the entire
project team immediately following the meeting. This will allow all parties a source
for what action is required.
The project will be created in internet-based Autodesk Constructware project
management software immediately after award to utilize from the beginning of
preconstruction through construction and project turnover. The benefit to St. Gabriel
is that all information is centrally located and works in harmony with the team.
Constructware will house not only the agenda and minutes for the weekly OAC
meetings but also be the housing source of all RFI’s, Submittals, Cost Events, Change
Order Logs as well as the primary document management tool. This will ensure all
necessary project information is up to date and readily available.
Once an item is created in Constructware it will always remain. Issues can be voided
but cannot be deleted. This provides St. Gabriel the certainty that information will
also be available to you long after the completion of the project.
4.02
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




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
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




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
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




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
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


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

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
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 
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 
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
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
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

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
O/A/C Meeting Minutes
 
This is a sample report of meeting minutes
issued at an O/A/C meeting. Balfour Beatty will
generate and circulate these minutes to all
stakeholders.
Section 4: Project Procedure Pieces
Owner Coordination Meetings
We will also facilitate Owner coordination meetings with all St. Gabriel
representatives, subcontractors, and vendors. These meetings will allow for the
communication of any project needs and a smooth flow of construction. Any St.
Gabriel subcontractors or vendors, for example those contracted directly by St.
Gabriel to furnish special materials or install equipment, will be invited to attend the
Plan of the Day and weekly subcontractor meetings as well. Even though these team
members are not contracted with Balfour Beatty Construction, their ability to work
effectively within the overall plan is critical to the success of this project.
v. Team Member Accountability
How does the company keep the team accountable for deliverables, scope
changes, shop drawings, material selections and colors and scheduling?
Balfour Beatty has processes and systems for tracking each of these items. The
tracking logs are stored in Constructware and are regularly reviewed by our project
team to ensure timely completion or resolution of each item. These items are also
incorporated into and tracked with the overall project schedule so that Items
aren’t overlooked. All project related data is stored in a central location, enabling
decision makers to quickly view information 24 hours a day. Productivity is enhanced
because the documents are stored online and easily accessed—reducing confusion
between the field and the office. Complex construction processes, including RFIs,
transmittals, submittals, meeting minutes, change orders, and reports, are created,
tracked, and stored in the system. Correspondence is streamlined since it can be
saved once and sent to multiple companies. Duplicate and erroneous information is
virtually eliminated since all project information is stored in one place—significantly
improving workflow.
Real-time message tracking and time/date stamps on all communication transactions
significantly increase accountability, both internally and externally. Project team
members can easily view outstanding meeting items and ball-in-court status. Our
Virtual Plan Room, together with submittal review and approval online, provides for
expedited approvals and minimizes costs from drawing reproduction and shipping of
documents to the architect and St. Gabriel representatives.
c. Subcontracting
i. How is the bidding process kept competitive?
Balfour Beatty’s detailed bidding process is second to none in the construction
industry. Since we understand the local market and trade contracting practices,
we tailor our bid packages to align with those conditions. Our preconstruction
and operation team develop these detailed scopes of work to level the bids and to
eliminate scope gaps. We have outlined our proven buy-out process below:
Bid Development
The next important step to controlling costs in the field is our bid development
process. Balfour Beatty Construction develops detailed bid packages, which include
the drawings & specifications, a detailed scope outlining in detail what and what not
to price, the construction schedule, insurance requirements, MWBE requirements,
General Conditions and Special Provisions. By doing this we are taking a “no
4.03
surprises” approach to ensure that the pricing we receive from subcontractors is
accurate and represents the expectations of the project. By providing a detailed
scope of work, we level the bids and eliminate scope gaps and any potential scope
double ups between trades. The construction team, led by Lee Gibson and Forrest
Harrison, will administer the bid package process with the participation of the
Detailed Scope of
Work
preconstruction team.
Pre-Bid Meetings
After the issuance of the Bid Packages, we will hold pre-bid meetings. This gives
the bidders a better opportunity to understand our approach to the project, the
Pre-Bid
Conference
schedule, and gain project specific knowledge that is sometimes hard to convey
through written documents alone. The entire design team, as well as St. Gabriel, is
encouraged to participate in these meetings.
Post-Bid Meetings
Comprehensive
Bid Analysis
After each bid package is tabulated and initially analyzed, we will schedule post-bid
meetings with the qualified bidders. During these meetings we conduct a “plan flip”
reviewing details and plans specific to this scope of work to ensure an “apples to
apples” comparison between the final subcontractor numbers. Based on this review,
Post-Bid
Conference
we’ll make our subcontractor recommendations to St. Gabriel for final approval.
Because it is your money, Balfour Beatty Construction believes you should have the
final approval in awarding subcontracts.
ii. How do we carry out a complete open book process?
Best Price &
No Surprises
Regardless of the phase of the project whether it be Preconstruction or Construction
we will maintain an openness and level of transparency in everything we do because
not only is it the right thing to do, it develops a trust and it truly works best. We are
realize we are stewards and caretakers of the budget and this has to be an open and
transparent process throughout the complete project.
Preconstruction:
During Preconstruction we welcome the Architect and Devcon to participate in the
development of the budget including sitting in on the post bid interviews as we
interview each of the subcontractors in the bid leveling/scoping process, helping
to set and develop contingencies and allowances, participating in the VE exercise
with Balfour Beatty and the subcontractors so everyone has a clear understanding of
overall project budget.
Construction:
This openness and transparency will carry over to the construction phase as we
buy-out the project. This will be updated on a monthly basis in the buy-out log and
updated in the Owner monthly report and reviewed at the weekly OAC meetings.
Subcontract values will be tracked from their current subcontract value thru the pay
application process allowing for the project to be audited along the way in lieu of
auditing the project at the end of the project.
As stewards and caretakers of the budget we will look for opportunities to put value
back into the project by tracking any buyout along the way and re-infusing it into
owner upgrades and finishes throughout points in the project. We want to ensure
all the dollars allocated for the project to be spent to provide the best value for St.
Gabriel.
4.04
iii. How do we ensure quality?
A quality control plan is not something that starts after the design is complete, so
as the design documents are being developed our quality control plan parallels this
process. This ensures that we keep quality control at the forefront of our decisions
from design conception, preconstruction and eventually execution.
The quality control program will serve as a tool to effectively manage and enforce
the strict quality requirements of Balfour Beatty, St. Gabriel representatives and
the architect. Each subcontractor will agree through a commitment statement
to uphold the quality control plan. We believe that through teamwork, planning,
communication, cooperation, and commitment we can achieve a mutual goal of
producing a quality, safe, expeditious and profitable project for all.
Our quality control program is expected to convey the methods we will employ to
control the quality of work and installations. It will include the activity descriptions,
Quality Assurance Through
State-of-the-Art Technology
Conducting quality inspections,
developing and distributing deficiency
lists, and ensuring follow-through on
the correction of the listed items can
be a tedious process if you don’t have
the right technology. To expedite this
process, Balfour Beatty uses Autodesk
360 software system on iPads.
Autodesk 360 provides enhanced
schedule and quality control through:
•
Improving accuracy and efficiency
of the punch list process
•
Allowing immediate access to
virtual plan room in the field
•
•
Providing ability to track changes
in documents
the inspection procedures, how reporting and follow-up will be accomplished, and
how steps for correction and improvement will be taken.
After the quality control plan has been developed in the preconstruction phase and
as subcontractors are selected, we begin our pre-installation meetings to further
identify and mitigate quality control opportunities. Once the subcontractors specific
quality control plan and submittals have been reviewed and approved, we perform
a first work inspection (FWI). This inspection will occur shortly after each distinct
category of work begins in order to provide early detection of deficiencies regarding
quality of workmanship, material acceptance, contract compliance, and installation
technique.
This inspection is conducted by the general superintendent accompanied by the
subcontractor superintendent, subcontractor foreman, architect and Owner and
any other person who will participate in these inspections to aid in determining if
materials are acceptable. This inspection is performed as soon as a representative
portion of the particular segment of work is in place or is being performed
Where deficiencies are identified, a follow-up inspection will occur seven working
days after the initial inspection. If all items are acceptable, each party shall again sign
off and a copy of the completed report will be filed in the quality control plan.
FWIs will also include a general review of critical topics covered during the pre–
installation meeting as well as any safety concerns or observations made in the field.
Enhancing safety programs
Plan
Quality
Purchase
Quality
Communicate
Quality
Verify
Quality
• Produce accurate
documents for bidding
• Meet the owner,
design team and
other stakeholders’
quality standards in
the choices we make
while maintaining the
schedule and budget
• Involve all team
members from
the beginning and
properly communicate
expectations
• Inspect work to
ensure it meets
the quality
standards
• Review planning sequence
and constructability for
design details to ensure
successful implementation
• Follow Zero
Defect Program
4.05
iv. How are Contractor /Subcontractor meetings conducted?
Balfour Beatty conducts the following meetings to ensure coordination with all
subcontractors and vendors. As mentioned previously, all construction meeting
agendas and minutes will be created and tracked in Constructware.
Contractor Subcontract Meetings
Just as we value communication with you and the design team it is equally important
with our trade partners. We take great pride to ensure all members on site clearly
understand the expectation and direction of the project. Therefore we have regular
scheduled meetings.
POD Meetings (Plan of the Day)
The POD meetings are chaired by Superintendent Forrest Harrison and each
subcontractor’s superintendent/foreman is required to attend these daily meetings.
These meetings are intended to be quick and ensure that all parties understand
the expectations for the day. In the POD meeting, we will specifically address
risk/safety concerns, schedule issues or improvements, deliveries, quality control
opportunities and other concerns. Any unresolved items are carried over to the
weekly subcontractor meetings or OAC meetings. The owner and design team are
encouraged to participate in these daily meetings.
Weekly Subcontractor Meetings
The weekly subcontractor meetings are led by Project Manager Lee Gibson and
include the Balfour Beatty Construction project staff as well as the project manager
and supervisor for each subcontractor on the project. This informative meeting is
intended to communicate the status of the project and to communicate the status of
all RFI’s, submittals, change orders, close-out and foreseeable challenges ahead.
v. How are Subcontractors and Vendors scheduled?
One of the construction industry’s versions of lean
production / Just-In-Time inventory is the pull planning
process. Balfour Beatty will bring the full team together
to develop the project schedule using pull planning,
ensuring buy-in from all stakeholders. Schedule
expectations are also communicated in the bidding
phase so they understand what is expected, ensuring no
surprises.
Pull planning helps trim fat from project schedules and
supports efficient collaborative teams. In Dallas, the
Parkland Health and Hospital System is building the
largest hospital project in America: a two-million-square-
Pull Planning Session, The New Parkland Hospital, Dallas, TX
foot facility.
With pull planning, every activity during a six-week period is indicated by a sticky
note on the wall, which helps everyone on the project see how they contribute.
When they see gaps in the schedule or opportunities for overlap, individuals or crews
can move their sticky notes (or activities) up a day or two.
While the concepts behind pull planning seem simple, pull planning requires specific
behavioral skills. For example, you need a leader who can get multiple stakeholders
to focus on the schedule, who can get them engaged and ultimately commit to tasks.
4.06
Fostering Teamwork and Creating
Efficiencies
An early pull planning session (above) is
extremely effective because we bring in
the superintendents from the individual
subcontractors to champion the process.
When the superintendents show enthusiasm it
becomes more than just another subcontractor
meeting and the project team generates
energy and excitement.
Because pull planning helps teams focus on the work required for specific activities,
it can serve as an effective scheduling technique for any project. No matter how
aggressive your schedule, if you do a pull plan, you will find days.
vi. How is progress reported?
1. Buyout to contract
As we progress thru the project buy out as a collaborative team, we will update
the team on a monthly basis throughout the project in our monthly report. The
monthly report is a custom report created for each individual project based upon the
information the team wants to see on a monthly basis. Because we are working in
a collaborative way, typically the information contained within the monthly report
is old news, and just a recap of what the team already knows. It is just a way to
document and memorialize the events and activities that have occurred over the past
month and what we are anticipating for the upcoming month. At given points in the
project when risk has been reduced or eliminated and the buyout has been a success,
it gives an opportunity to release any additional funds to allow additional upgrades
and improvements that might be desired by the team. We are able to do this
because we have all operated in a collaborative, open and transparent environment.
2. Use of contingencies and holdovers
Balfour Beatty’s strategy for contingency centers around trust and teamwork,
based on our open-book approach. Working as a team, we establish the proper
contingency amount for each estimate deliverable, based on the completeness of the
documents and our assessment of the unknowns yet to be finalized in the design.
The contingency decreases as the design progresses until an appropriate amount
remains at the construction stage. This amount is then tracked on our contingency
tracker and stored in Constructware for instant access by the project team so that
the spending of any contingency dollars is made with St. Gabriel’s knowledge and
approval. Any contingency funds that would not be used for the project would be
returned to the Owner.
Our experience with similar projects allows us to establish the balanced amount of
contingency: not too high which could preclude desired scope within the overall
budget, but not too low which would hamper the finishing of the design and not
allow for an adequate amount of contingency going into construction.
3. What software will be used?
Balfour Beatty uses Constructware, a powerful web-based
project management system that provides easy access to all
information necessary to manage a complex project and
have a complete record of the project upon completion. This is a very collaborative
system that allows owner, design team, and contractor to access the project
information to facilitate virtual submittal reviews and approvals without printing
paper and answer RFI’s with a click of a mouse. Keith McCoy and his team are very
familiar with Constructware. The Balfour Beatty technology staff will be able to
support Constructware to avoid additional burden on the St. Gabriel technology
staff. Balfour Beatty will also deploy Constructware early in the planning/
preconstruction phase, so that it is the de facto communication platform and record
4.07
keeping system for the entire project, from start to finish. Using Constructware, both
SWA, the developer and the design team are ensured an up-to-date record of the
events as they occur during the project and a complete electronic repository of
project documents at the end of the project.
Smartbidnet.com is a web-based bid documentation
tool. This web base software allows Balfour Beatty to
manage the bidding process and to make sure that we maximize the small business
opportunities and general market saturation as well as to streamline efforts and
minimize costs.
To expedite conducting quality inspections, developing
and distributing deficiency lists, and ensuring followthrough on the correction of the listed items, Balfour
Beatty uses the Autodesk 360 software system on iPads. Instead of the traditional
inspection process of using paper checklists that have to be entered into computers,
we enter inspection items into the tablet while we are walking the jobsite. This
system also eliminates the need to carry a set of plans out on the jobsite because all
the plans and specs are accessible through iPads using the Autodesk 360 software
system. The owner and project architect can also use the Autodesk 360 system to
access this information at any time.
d. Technology
i. Description of our use of Building Information Management
(BIM) software on similar projects.
1. Pros and Cons of using BIM
Balfour Beatty prides itself on leading the industry on the implementation of
technology into construction. We have worked with various software designers to
streamline programs so they better fit the needs of our clients. At our disposal are
multiple programs, each that can be tailored specifically to the needs of St. Gabriel.
One of the technologies we wholeheartedly advocate for each project we construct
is Building Information Modeling (BIM). There are no disadvantages to using BIM on
any project, but rather simple decisions on which processes to use that drive value
to each project. Not all BIM processes provide value to all projects, because every
project is unique and deserves unique assessment of the tools used to execute the
work.”
BIM is much more than simply modeling a facility. It’s about shorter schedules,
precision installation, eliminating rework, enhanced quality, facility management,
avoiding delays, and accurate estimates. It’s about bringing teams together,
generating higher margins for owners, creating more efficient facilities, and
enhancing the user’s experience. BIM is Virtual Design and Construction (VDC).
Balfour Beatty Construction has embraced the concept of VDC since the early days
of 3D modeling, and has experience in every aspect of BIM, from simple single
floor renovation projects through large complex projects. Our approach to BIM is
to first fully understand the goals of the owner and the project. We then work with
all involved team members to formulate a BIM Execution plan which outlines our
collaborative BIM efforts.
4.08
At a minimum, we will utilize BIM on your project for Clash Detection. Additional
workflows are implemented based on overall team involvement and goals. These
workflows are defined and documented in our BIM Execution Plan which we develop
at the onset of a project. On the following page, we have included a few examples
that highlight the benefits of using BIM.
Shorter Schedules
On the Joule Hotel expansion project, two weeks were shaved from the schedule by
modeling this complex historical renovation and expansion project. In our preparation
for the project we developed a 3D model to simulate the sequence of construction to
validate our schedule. The model allowed the team to evaluate different approaches to
the demolition and new construction associated with the project keeping an eye toward
minimizing disruption to existing guests as well as expediting the schedule. Our real
world application of BIM allowed the owner to adjust their proforma to account for two
additional weeks of revenue.
An additional effort on this project was to create a true as-built model. With the
renovation of three existing buildings and new construction abutting these buildings
an accurate as-built was essential. We utilized laser scanning to create a complete scan
of the interior and exterior of the buildings. This scan was used to create an as-built 3D
model for use by the team. This effort immediately identified some errors in existing
dimensions from the traditional as-built method. By identifying these dimensional
problems early, delays and extra costs were potentially alleviated due to potential for
re-work.
Precision Installation
On the Gateway Church project in Southlake, no rework or modifications were required
for any of the 42 sound attenuating “clouds” inside the auditorium. Using 3D GPS
coordinates, each of the 10’ x 22’ clouds were precisely located in space, 40 feet above the
floor and 20 feet below the roof structure. Additionally, utilizing the 3D GPS coordinates
eliminated the need to construct a full “dance floor” scaffolding system to complete
the work 40 feet in the air, rather the work was completed using mobile lifts thereby
shortening the overall project schedule by 30 days and significantly reducing the cost.
Eliminating Rework
Not a single RFI was required during the installation of the 860 tons of steel and the
8,400 connections on the Perot Museum of Nature and Science, an extremely complex
structural steel facility with very few 90 degree connections. Sure there were RFI’s, 13
4.09
related to connection details and 34 concerning detailing and coordination with other
trades, but they were all during the design phase having no impact of the installation
schedule. What’s equally impressive is that almost all the connections were bolted and
not one required modification. They all went together flawlessly allowing us to gain a
week on the structural steel erection schedule.
Avoiding Delay
An abandoned bridge could have caused a 6–8 week delay on the Perot Museum of
Nature and Science project but 3D technology saved the project schedule. During
excavation for the project, a massive abandoned concrete bridge was discovered
presenting a monumental challenge because it’s location conflicted with the building’s
foundation locations. The traditional solution to this problem is to demolish and remove
the bridge and then continue with foundations. Instead the team decided to model the
bridge, import it into the project BIM model and design the foundations and utilities
around the bridge. Our innovative use of 3D technology averted what would have
been a 6 – 8 week delay. The result was less than a one week impact to the foundation
schedule.
Accurate Estimates - Forest Park Medical Center at Frisco Square
Using our VDC tools during the proposal phase, we were able to create a highly detailed
estimate based on very preliminary design information. We modeled the hospital
skin, structure, parking garage and MOB, allowing us to generate precise quantities
of concrete, glass, steel, etc. Although it was understood that the design would (and
did) evolve, the owner, architect and construction team had a very early and accurate
assessment of the true cost of the project, not just a simple gross cost per square foot
estimate. This approach provided early insight into cost impacting issues such as floor
to skin ratios, the location of mechanical equipment and the garage configuration. This
approach validates assumptions because they are quantifiable and based on reality, not a
past project or historical data.
2. Do your Subcontractors use BIM software?
The majority of our major trade contractors and vendors use BIM, including mechanical,
electrical and plumbing subcontractors, structural steel fabricators and structural
precast suppliers. Many trades have been using 3D modeling programs for many years.
Most trades on our projects are using various forms of BIM when modeling makes
sense and provides value to the project.
4.10
ii. Would you recommend this project consider using BIM?
Most definitely. We use BIM and many other forms of digital communication on
every single project we build. The concepts in BIM and capabilities to overlay and
share model files with Owners, consultants, subcontractors and manufacturers in the
supply chain have proven to provide an exponentially greater information flow in our
projects, which eliminates problems before they occur and provides greater quality and
ultimately, the most accurate as-built information possible to end users.
1. What other technology would be utilized in order to enhance the
constructability, scheduling, efficiency, safety, and quality and cost
control?
Digital Documentation
We host all project documents on an ftp site including Construction Documents,
Submittals, ASI, Change documents, posted RFI’s, etc. Our ftp site alerts all users
of changes to documents that are pertinent them. We process all submittals
digitally and post all design document updates digitally for our record set. Digital
documentation is faster for distribution and less costly than purchasing printed
document sets. Our processes also significantly reduce waste.
Autodesk 360
Conducting quality inspections, developing and distributing deficiency lists, and
ensuring follow-through on the correction of the listed items can be a tedious
process if you don’t have the right technology. To expedite this process, Balfour
Beatty uses the Vela software system on iPads. Instead of the traditional inspection
process of using paper checklists that have to be entered into computers, we enter
inspection items into the tablet while we are walking the jobsite. This system also
eliminates the need to carry a set of plans out on the jobsite because all the plans
and specs are accessible through iPads using the Vela software system. The owner
and project architect can also use the Vela system to access this information at any
time.
Real-time RFI resolution
During a late afternoon QC Inspection at the
Omni Dallas Hotel, we discovered a conflict in
the reinforcing steel at a critical location of the
tower structure. This slab was scheduled to
be placed at 2:00am the next morning, so the
team needed timely communication with our
structural engineer for resolution. Our field staff
was armed with our iPads running Vela
software, providing real time access to
shop drawings, digital photography, RFI
generation & responses, so we were able
to resolve the issue with our engineer
while the crews were still on the deck.
Modifications were made within minutes
and the deck was placed as scheduled.
The Vela system helped maintain the
interiors portion of the project schedule
in the very same way, including our
punch-out.
4.11
Multi-Vista
Mulit-Vista works as photo documentation software that works in complement with
the Vela software and is also accessible through iPads. Multi-Vista allows Balfour
Beatty quality managers to document actual installation and provides another
layer of quality control. The software also provides instant access to visual as-built
information in the field, which result in schedule and cost savings.
Social Networking
How will Facebook or Twitter help your project? No one would disagree that
information flow is the lifeblood of any design and construction process. Balfour
Beatty Construction has observed the social networking boom and discovered tools
that increase communication and enable knowledge sharing across an exponentially
larger corporate populous.
A particularly effective vehicle we have adopted for sharing this information is
Balfour Beatty 360 - our proprietary corporate communication portal. Balfour Beatty
360 allows internal posts from across the globe about best practices, emerging
technologies, Zero Harm tools and methods, inter-office collaboration and so much
more.
Digital As-Builts
Our use of BIM will enable us to provide St. Gabriel with detailed digital as-builts
when the project is complete, which is an invaluable tool for the future maintenance
of the building. This means you have the documents you need to maintain
the facility at your fingertips.
Web-based Closeout and Operations Manuals
We will also provide a web-based closeout and operations manual for
all building systems. We have found this method of delivering closeout
documents to be efficient, accurate, user-friendly, and eco-friendly. The
web-based closeout allows facility maintenance documents to be viewed
from any computer easily.
iii. How are as-builts tracked and produced?
We require all of our subcontractors to update and provide as-built
documentation on a monthly basis as a necessary component prior to
progress payments. This keeps all documentation current with any and all
changes that may take place. Our use of BIM will enable us to provide St. Gabriel with
detailed digital as-builts when the project is complete, which is an invaluable tool
for the future maintenance of the building. This means you have the documents you
need to maintain the facility at your fingertips.
The web-based closeout documents, as seen
in the image above, were provided to the
client on a flash drive. This ease of transfer
allowed the documents to be viewed from any
computer easily.
We will also provide a web-based closeout and operations manual for all building
systems. We have found this method of delivering closeout documents to be
efficient, accurate, user-friendly, and eco-friendly. The web-based closeout allows
facility maintenance documents to be viewed from any computer easily.
4.12
St. Gabriel New Sanctuary
Building Project ZERO HARM
Safety Program
e. Safety Program
i. Proposed safety program
Many contractors can build a building but only a very small number can make
The following is a list of priorities of
our Safety Program at the St. Gabriel
New Sanctuary Building project:
the process, from planning/design to occupancy, a signature experience for the
•
Achieve a “Zero Lost Time
Incident” job site at the St.
Gabriel New Sanctuary project
known by all at Balfour Beatty and our subcontractors as “Zero Harm”.
•
Develop a model safety and
health program
•
Create and disseminate new
safety and health materials to all
subcontractors
•
Mentor and train subcontractors
and their employees
•
Increase communication and
mutual respect between
stakeholders
owner. Balfour Beatty is second to no one in creating such a superior experience.
Fundamental to this experience is our belief that safety is core to the values and
culture we have as a company. This culture is important to you, as the owner, and is
By reducing or eliminating accidents and driving toward zero impact on the
environment, we can assure the owner of a maximum cost savings on the contract.
Our Zero Harm program reduces the potential of adverse publicity and negative press
associated with this project. Our accident rates, including all of our subcontractors, is
approximately 1.5 per 200,000 hours worked, which compares extremely favorably to
the industry average of 4.3 per 200,000 hours worked.
Site Specific Safety Plan
As part of our process of project planning and scoping, and to familiarize our team
with St. Gabriel’s New Sanctuary Building project, we will complete a preliminary PreMobilization Site Review with our safety directors and senior site management. Some
of the more important aspects of our preliminary safety planning for this project will
include a list of safety related action items for key team members prior to project
kick-off.
1.4
1.2
Industry Average: 1.00
1.0
Balfour Beatty Construction’s current experience
modification rate is 0.44. This rate is significantly
0.8
0.6
ii. Experience Modification Rate Safety
record for the past five years
0.47
0.46
0.57
0.60
0.44
0.4
below the industry average of 1.00, which means
our workers’ compensation insurance costs less
than that of our competitors, a savings that we are
0.2
able to pass through to our clients in overall cost of
0.0
2007
2008
2009
2010
2011
service.
A Track Record of Safe Results
The graph at the left depicts Balfour Beatty Construction’s EMR for the past 5 years
compared to the industry average. As you can see, we have consistently remained
well below industry average, which is proof of our dedication to ensuring every
person involved with each project we undertake remains safe.
4.13
f. Insurance Coverage
Workers Compensation
$3M/$3M/$3M
General Liability
$3M/occurrence $6M aggregate
Auto Liability
$3M Combined Single Limits
Builder’s Risk
Full Replacement Cost Value of the Project and Soft
Costs if scheduled
Umbrella Liability
$250M aggregate Follow Form
g. Bonding
i. Project will require bonding for full construction costs
Headquartered in Dallas, Texas, Balfour Beatty is a resilient business, which has performed
well during an economic downturn. The company has annual average revenues of $3.4 billion
and is a subsidiary of London based Balfour Beatty plc, a leading international engineering,
construction, and investment business exceeding $18 billion in annual revenues.
In addition, Balfour Beatty has a bonding capacity virtually unmatched within the construction
industry. Our bonding sureties have provided bonds on projects exceeding $300 million, and
we have an aggregate bonding capacity of $6.25 billion. We have no per project set bonding
capacity.
Our success is a result of providing world-class solutions at a local perspective. Balfour Beatty
is organized in a divisional structure that, while having a nation and global strength, is focused
on providing local service to public and private sector clients. Across the nation, Balfour Beatty
team members are actively exploring how to work more effectively together and harness the
power of our unique capabilities.
We face the future with ever greater capability, a strong balance sheet based on robust cash
generation, and a strong platform for further growth. At the end of this section, we have
included the letter from our surety company confirming our ability to bond this project.
ii. List any prior (within the last 2 years) or current insurance or bond
claims
There are no material prior or current claims against Balfour Beatty’s general liability insurance
or bonds other than those associated with the disputes described below.
h. Arbitration, lawsuits or legal proceedings - current and
past 5 years
The South Central Region of Balfour Beatty Construction, LLC (f/k/a Centex Construction, LLC)
provides the following information regarding prior or current arbitration, lawsuits, or legal
proceedings:
Centex/WorthGroup, LLC v. Terracon and WorthGroup
A design/build subsidiary Centex Construction designed and built a casino in Ruidoso, New
Mexico that completed in 2002. Shortly after turnover, a 32 foot tall MSE retaining wall designed
by Terracon began showing signs of failure. Terracon improperly designed the wall with incorrect
4.14
shear strength value of the soil. Centex incurred $6.5 million to repair the wall and has sued
Terracon and the Architect for professional malpractice to recover its repair costs not covered by
insurance in the amount of $3.2 million.
ACT v. Centex Construction, LLC
A subcontractor repairing a retaining wall in Ruidoso, New Mexico contracted to perform the repair
on a cost reimbursable basis with a Guaranteed Maximum Price. At the conclusion of the repair
and without prior notice, the subcontractor claimed to have incurred $1 million in excess of its
contract amount to repair the wall. After a detailed audit, the subcontractor could not substantiate
the cost or any additional scope not included in the subcontract. The case has been set for trial
after the Terracon trial. Based on the Court’s granting of Summary Judgment and appeal in the
Terracon case discussed above, we are unclear as to the status of this case.
Element Owners Association v. Centex Homes, Centex Construction Company, Inc., et al.
Centex Construction contracted with Centex Homes to build the Element condominium project
in San Diego, CA in 2004. Shortly after completion in 2005, the homeowner’s association claimed
various design and construction defects against Centex Homes under the California SB800
process including settlement of the structure and defective Chinese cast iron pipe. We are being
indemnified by Pulte, who acquired Centex, from any liability in this suit.
Nexus Condo Home Owners Association v. Centex Homes and Balfour Beatty
Centex Construction contracted with Centex Homes to build the Nexus condominium project in
San Diego, CA in 2005. The same attorneys representing the homeowners on the Element project
described above have filed a similar SB 800 complaint alleging defective design and workmanship
on the Nexus project. The dispute settled in mediation on September 21, 2012 for a confidential
amount paid by the insurance carriers.
Bay Water Condominium Association, Inc. v. Balfour Beatty Construction, LLC, et al.
Centex Construction contracted with Centex Destination Properties as the Construction ManagerAgent to build the Pointe West Beach House and Villas in Galveston, TX. The homeowner’s
association is alleging professional negligence in the care and construction of the facility both
before and after Hurricane Ike hit the project during construction. We are being indemnified by
Pulte, who acquired Centex, from any liability in this suit.
Scott and White Hospital vs. Balfour Beatty Construction, LLC, et al.
Balfour Beatty Construction was the Construction Manager for a helipad on top of the existing
South Tower of the two hospital towers previously constructed by Manhattan Construction.
More than a year after the completion of the helipad, the hospital experienced heavy rains
from Hurricane Hermine and both of the existing towers leaked. Scott and White is alleging
Balfour Beatty’s work on the helipad contributed to the leaks in the hospital. Balfour Beatty has
tendered its defense to its subcontractors that were also listed in the Manhattan suit. We are being
indemnified by the responsible subcontractors from any liability in this suit.
Balfour Beatty/Satterfield & Pontikes vs. Integrated Masonry
Balfour Beatty/Satterfield & Pontikes demanded arbitration against a masonry subcontractor at
Lackland AFB that it terminated for default after the subcontractor failed to staff the project and
maintain schedule when a constructive suspension of the work by the federal government ended.
The claim against the masonry subcontractor and its surety for reprocurement costs is $750,000.
Integrated has counterclaimed for delays and inefficiencies caused by the government suspension
of its work, which are being asserted against the Government.
4.15
4.16
4.17
4.18
5| Project
Experience
New Sanctuary
Section 5
PROJECT EXPERIENCE
Balfour Beatty has
constructed more than
$280 million
From places of worship to hospitals to hotels, Balfour Beatty Construction has
in projects that provide a
place of worship.
successfully completed some of the most complex and recognizable projects in
North Texas. We have earned a reputation for being innovative, problem-solving
team players capable of handling the tough projects successfully while our client’s
goals at the forefront of everything we do; and we are committed to upholding this
reputation on St. Gabriel’s New Sanctuary Building project.
Through the different places of worship we have had the pleasure of constructing,
we’ve become specifically in tune with the importance of these facilities. Attention to
quality and being sensitive to the unique requirements of a facility of this type while
ensuring the money of the parishioners is well spent is something we excel in.
We have listed in the matrix below our projects that represent a similar scope,
budget, program and complexity, and have included information on these projects
on the following pages. In the matrix below, we have presented the common
experience of the core team members on these projects.
Balfour Beatty – and more specifically, this proposed
project team – constructed the St. Ann Catholic Parish
New Sanctuary.
core team member experience
The matrix below indicates the joint experience your proposed project team
brings experience on projects similar to your New Sanctuary Building project.
of the
catholic Faith
jeff Parsons
lee gibson
victor Pangilinan
Perot museum
of nature and
science
Dallas omni
convention
center hotel
[Preconstruction & Construction]
V.P. Preconstruction
Kyle hingst
BIM Coordinator
terry marsh
Forest Park
medical center
Project Manager
Superintendent
christie stewart
gateway
church
Phase i
Principal in Charge
Forrest harrison
chencho medrano
st. ann catholic
Parish new
sanctuary
Safety Manager
Accounting Manager
Commissioning
Engineer
5.01
Balfour Beatty completed construction of
the St. Ann Catholic Parish in October of
2001. From the beginning, Balfour Beatty
acted as a true construction partner
through their stewardship and dedication
to not only meeting our budget, but
also offering recommendations that
ultimately saved us $250,000. Further,
they understood the importance of
meeting schedules so that we could meet
the expectations of our parish and most
importantly the expectations of our
previous Pastor, Msgr. Kilian Broderick.
They were very respectable to Msgr.
Broderick along with all the others on
the construction committee. Jeff and his
team were always very willing to bend
over backward to give Msgr. Broderick
exactly what he wanted when he wanted
it. Msgr Broderick was a Pastor who had
dreamed of building this church from
the inception of St. Ann’s parish and they
worked through every detail and change
order with him.
5.02
Section 5: Project Experience
St. Ann Catholic Parish New Sanctuary
Owner:
St. Ann Catholic Church
180 Samuel Boulevard
Coppell, TX 75019
Jennifer Lindsey
Business Manager
(972) 393-5544
| Coppell, TX
Project Description:
Located on a 20-acre site in Coppell, the new St. Ann Catholic Church fulfills the parish’s
original vision and replaces the original multi-purpose complex built in 1989. The project
involved construction of a new 30,000 square foot, 1,500 seat sanctuary, a 4,000 square foot,
200 seat chapel, expansion of existing facilities, covered, arched walkway connection, 20,000
square foot plaza with tiered fountain, and classrooms.
Architect:
Alliance Architects
1600 N. Collins Blvd. #1000
Richardson, TX 75080
Mike Parrish
(972) 233-0400
Resembling early missions found in Texas to South America, the Spanish-Colonial style
Construction Duration:
17 months
500-1,700 pounds. The interior incorporates numerous special elements, such as hand-carved
Building Size (costs below
ceiling, 8-foot tall custom chandeliers with theatrical lighting and audio incorporated into
are from 2000 and have not been
escalated)*
their design, and custom-made mahogany pews with hand-carved medallions. The chapel
$/SF
SF
7,875 $165
East Wing
Main Church 34,744 $265
Chapel
3,973$225
West Wall
1,728 $344
8,889 $171
North Wing
Contracting Format
CM at Risk
Construction Cost
Initial: $12,300,000
Actual: $14,519,738**
Delivery Date
Initial: 10/8/2001
Actual: 10/4/2001
* Does not include site and
infrastructure
**Difference due to
owner-initiated changes
church facade is predominantly white stucco with clay tile roofs. Universal to Byzantine
church construction, a 50-foot diameter, copper-colored metal clad dome is topped with an
8-foot tall gold leaf cross. The north façade begins with 60 feet high arched entrances and
two 60-foot bell towers, specially constructed to house four 100-year-old bells, ranging from
entrance doors, hand painted murals, stained glass windows, a 43-foot high barrel vaulted
ceiling has exposed wood beams, joists and deck. The wedding niche includes a handmade
glass mosaic mural backdrop. The colonnade theme carries through to the plaza, which
features plaster arches, brick pavers, and multi-tiered fountain. Scrollwork on the 18-foot tall,
arched-topped wrought iron entrance gates and three-foot thick walls complete the mission
style.
The church’s unique, grand basilica architectural style presented construction challenges
throughout the project. A maze of ductwork underneath the church required detailed
coordination of various intersections and sloping grades within the crawl space. Composed
primarily of structural steel, the two stair towers used load-bearing concrete masonry to
stabilize wind shear forces of very tall exterior walls. Cast stone colonnades also supported
roof structures for low side aisles and high barrel vault ceilings. The large metal-cad dome
necessitated implementation of specific construction techniques to support the dome’s
weight. Throughout construction, mockups, drawings, meetings, and inspections contributed
to the overall project’s success.
Enhanced the value to the owner:
Continual evaluations of the project resulted in $250,000 in cost savings. A locally cast stone
product was substituted for the Cantera stone for interior columns, north entry facade,
coping and parapet caps. Masonry walls were replaced with conventional structural steel and
the copper domes were replaced with pre-finished copper colored metal panels. All revisions
satisfied the aesthetics of the building without sacrificing the overall design vision. 13
cost-saving ideas were accepted and incorporated into the design. Overall, the project team
incorporated 149 owner-initiated changes and still maintained the original schedule.
5.03
“This is a significant project for Gateway
Church, and it’s the first step of our new
campus. As such, we wanted to make
certain we had the right team, the right
players at the table. The preconstruction
portion was a very important element for
me. After a lot of research we found that
the preconstruction services for Balfour
Beatty were second to none. We engaged
them in the process, and we were very,
very satisfied with the outcome. The
advice and counsel they gave through
the preconstruction phase, the budget
tracking, and the dollars we realized
because of the information provided by
Balfour Beatty made us very happy with
the preconstruction services. Following
that up, when we started construction, it
actually turned out like they said it would.
We were ahead of budget in a number
of areas where they said they could save
us some money. At the end of project,
we were about three months ahead of
schedule and about 5% under what we
originally forecasted in our budget.”
Doug Sluiter, Executive Director of
Campus Development, Gateway Church
5.04
Gateway Church - Phase I
Owner:
Gateway Church
2121 Southlake Blvd.
Southlake,TX 76092
Doug Sluiter
Campus Development Director
(817) 328-1000
Architect:
Beck Group
1700 Pacific Avenue, Suite 3800
Dallas, TX 75201
John DeFrank
(214) 965-1140
30 months
Building Size*
205,000 SF
Building Cost/SF: $238
Contracting Format
CM at Risk
| Southlake, TX
Gateway currently has membership that exceeds 11,000 with weekly attendance averaging
more than 8,000. In 2005, the church purchased approximately 188 acres and developed
a master plan that includes an 8,000-seat worship center, children’s classrooms, youth
auditorium, adult classrooms, administration offices, adult activity center, chapel, and prayer
center for a total of approximately 1.2 million SF. This first phase of the facility project consists
of a 205,000 SF sanctuary and children’s building , including a worship facility with seating
capacity of approximately 4,000 with ancillary space for children’s church, nursery, bookstore,
café, adult classrooms, circulation space, mechanical, and electrical space requirements.
Balfour Beatty’s role also included the total project budget for Gateway, including
consultants, furniture, etc., totaling $88 million. We used BIM extensively on this project and
successfully incorporated 3D shop drawings for ductwork, steel structure, piping, electrical,
AV and theatrical lighting for full 3D coordination into the architect’s model.
Gateway’s 4,000-seat sanctuary is a two-story bowl design; the upper story has a cantilevered
balcony that extends over the lower seating area. During the interior finish-out phase, it
was decided that the cantilevered balcony bounced too much. The structure met all code-
Construction Cost
Initial: $65,000,000
Actual: $63,798,681
required engineering, but there was concern that any movement or bounce may distract
Delivery Date
Initial: 12/31/2010
Actual: 12/15/2010
and subcontractors, the Architect, MEP Engineer and Structural Engineer, quickly gathered
*Does not include site and
infrastructure
the congregation from worship. Interior framing and MEP rough-in was already complete
underneath the structure, so the team, made up of Gateway staff, the Balfour Beatty team
in a collaborative effort to develop a plan to add 15-inch structural steel members to the
bottom chords of the cantilevered raker beams to stiffen the balcony. The team used Balfour
Beatty’s Navisworks 3D construction model, that included the as-built structural steel and
MEP models as well as the architectural element model, to identify the optimal method of
removal of roughed in systems, installation of additional steel members and replacement of
the revised MEP systems and drywall framing. It is important to point out that the sanctuary
room itself was the critical path of the project. This exercise should have caused a day-forday delay to the completion date but the team’s successful planning and execution of the
major change avoided this delay.
Once the structural members were sized and detailed for connections, they were put into
the model. For the most part, those items that clashed with the new structure were removed
and re-routed. When clashes occurred with items that would cause ripple effects to the
schedule, the steel members were pre-cut so that they could be erected to span across the
main distribution conduits. Equally, the member that was to be installed in the kitchen was
detailed in pieces that could accommodate the already installed congested MEP systems
without impacting a tedious kitchen package installation.
The problem was solved and the critical path of the project was not impacted. All because of the
efforts of about 15 people that were focused more on the success of the project than on how the
problem was going to impact them. A true team experience for the good of the project.
5.05
““I just want to let you know the building
is looking great and we are extremely
happy with how everything is looking.
You and your team are doing a great job
of keeping your spirits up and getting
things done the right way, especially in
this final stretch when most GC’s we’ve
worked with would have already checked
out. Your commitment to quality and
positive attitude is much appreciated.”
Arne Emerson
5.06
Perot Museum of Nature and Science |
Owner:
Hillwood Development Company
3090 Olive Street, Suite 300
Dallas,TX 75219
Walt Zartman
Senior Vice President
(214) 777-4338
Architect:
3440 Wesley St.
Culver City, CA 90232
Brandon Welling
(310) 453-2247
Dallas, TX
This new, 185,000 SF Museum of Nature and Science will be a center for education,
exploration, and discovery. It will feature lively exhibits, vivid contextual displays of the
Museum’s collections, the latest technology, multimedia presentations, and hands-on
activities. The $87 million museum was designed by the Pritzker Prize-winning architect
Thom Mayne with Morphosis. Standing 14 stories high, the museum will feature ten
permanent exhibition halls including a children’s museum and outdoor playspace/courtyard,
a state-of-the-art traveling exhibition gallery designated to host world-class exhibitions, and
a ground-level workshop exhibit surrounded by large windows making workshop activity
accessible for public viewing. The facility includes an expansive glass-enclosed lobby and
adjacent outdoor terrace, a large-format, multi-media digital cinema with seating for 300,
32 months
retail store, and offices for museum staff.
Building Size*
178,000 GSF
Building Cost/GSF: $494
grasses that reflect Texas’ indigenous landscape, a large shady grove of East Texas native
Contracting Format
CM at Risk
ornate detail.
Construction Cost
Initial: $86,910,806
Actual: $86,910,806
Attached to the facility is an acre of rolling roofscape comprised of native drought-resistant
canopy trees, and an assortment of native flowering plants surrounding the roofdeck terrace
off of the Museum lobby. The skin of the building is pre-cast, custom-molded concrete with
The building features a 54-foot continuous-flow escalator contained in a 150-foot glassenclosed tube-like structure that dramatically extends outside the building and provides
great views of the museum and the city skyline. A large urban plaza wrapped around the side
Delivery Date
Initial: 8/31/2012
Actual: 1/1/2013
of the facility – complete with cafe tables, seating and three water features – will be available
infrastructure
and choices, the Museum is hopeful it will be able to attain a LEED Gold certification.
for gatherings and public events.
The Museum’s minimum goal was a LEED Silver certification, but based on current designs
Due to Balfour Beatty’s detailed modeling of the steel structure, not a single RFI was required
during the installation of the 860 tons of steel and the 8,400 connections on the Perot
Museum of Nature and Science, an extremely complex structural steel facility with very
few 90 degree connections. Sure there were RFI’s, 13 related to connection details and 34
concerning detailing and coordination with other trades, but they were all during the design
phase having no impact of the installation schedule. What’s equally impressive is that almost
all the connections were bolted and not one required modification. They all went together
flawlessly allowing us to gain a week on the structural steel erection schedule.
5.07
““On behalf of the City of Dallas, I want to
thank Balfour Beatty Construction for the
successful delivery of the amazing, new Omni
Dallas Convention Center Hotel. From day
one, Balfour Beatty worked with the City to
understand our project goals. Your team was
always very responsive to the City’s questions
and worked to provide proactive solutions
to many unexpected project issues...Your
organization’s focus on our goals and your
ability to provide results is something we do
not take for granted.”
A.C. Gonzalez
First Assistant City Manager
City of Dallas
5.08
Omni Dallas Convention Center Hotel |
owner:
Matthews Southwest
1660 S. Stemmons Freeway, # 100
Dallas, TX 75067
Jack Matthews
President
(972) 221-1199
architect:
BOKA Powell
8070 Park Lane, Suite 300
Dallas, TX 75231
Donald Powell
President
(972) 701-9000
construction Duration:
27 months
BuilDing size *
SF
Hotel
909,455
Garage
228,360
Dallas, TX
Project DescriPtion:
The new 1.1 million square foot, 23-story hotel was built for the City of Dallas and is
connected to the existing Dallas Convention Center via skybridge. Operated by Omni Hotels,
the 1,001-room facility has a four diamond rating from AAA and features flexible meeting and
event space, five restaurants, retail space, a full service spa, fitness center, outdoor pool deck,
and a multi-story parking garage.
Balfour Beatty Construction, in a joint venture with HJ Russell and Pegasus Texas, provided
design-build services for this project working closely with Omni Hotels and Matthews
Southwest, the master developer hired by the City of Dallas to oversee the project. The
design team included 5G Studio as design architect and BOKA Powell as architect of record.
As the lead entity of the design-build joint venture, Balfour Beatty provided preconstruction
and estimating services and managed the design and construction process. The project was
completed within budget and more than two months ahead of schedule.
The LEED Gold certified hotel incorporates highly sustainable features including the use of
$/SF
$269
$55
contracting Format
Design-Build, Contractor Led
recycled materials, irrigation from recycled water system, a unique energy management
system in each of the guest rooms, and more.
enhanceD the value to the owner:
construction cost
Initial: $325,231,187
Actual:$313,380,878**
During a late afternoon QC Inspection at the
Delivery Date
Initial: 12/9/2011
Actual: 12/9/2011
structure. This slab was scheduled to be placed
* Does not include site and
infrastructure or FFE
**Difference due to
Omni Dallas Hotel, we discovered a conflict in the
reinforcing steel at a critical location of the tower
at 2:00 am the next morning, so the team needed
timely communication with our structural engineer
for resolution. Our field staff was armed with our
iPads running Autodesk 360 software, providing real
time access to shop drawings, digital photography,
RFI generation & responses, so we were
able to resolve the issue with our engineer
while the crews were still on the deck.
Modifications were made within minutes
and the deck was placed as scheduled. The
Autodesk 360 system helped maintain the
interiors portion of the project schedule in
the very same way, including our punch-out.
5.09
“You guys…Balfour Beatty….you are
truly in a league of your own. A breath of
fresh air. No one else I have worked with is
at your level.”
Nick Summerville
Vice President
Neal Richards Group
5.10
Forest Park Medical Center |
Owner:
Neal Richards Group
3030 Olive Street, Suite 220
Dallas, TX 75219
Nick Summerville
Vice President
(214) 754-0013
Architect:
BOKA Powell
8070 Park Lane, Suite 300
Dallas, TX 75231
Donald Powell
President
(972) 701-9000
18 months
Building Size*
SF
$/SF
Hospital136,000 $299
MOB 100,152$85
Garage204,000 $35
Frisco, TX
The new Frisco campus is the latest addition to a growing Forest Park Medical Center brand.
Building off of the original Dallas campus, Forest Park endeavors to deliver best of class
health care in a resort environment. Patients will experience first class treatment beginning
with valet parking upon arrival. The $60 million, 4-story facility includes a surgical hospital,
MOB and parking garage. The surgical hospital features 12 operating rooms, 30 patient room
and 14 VIP patient rooms with attached living areas for family. The 100,000-square-foot
medical office building features mixed use retail on the ground level and wraps around a
600-car parking garage.
Forest Park Memorial Center Frisco welcomes visitors with large, open lobbies, interior
fountains, a full time reception desk, and high end wood veneer millwork in the patient
rooms. VIP suites boast large rooms with high ceilings and custom lighting as well as an
attached living/sleeping room for family or guests during the patient’s stay. The exterior of
FPMC at Frisco Square is equally impressive with an expansive entry plaza featuring a three
level fountain.
Contracting Format
CM at Risk
Construction Cost
Initial: $58,683,491
Actual: $60,475,315**
Delivery Date
Initial: 2/28/2012
Actual: 2/28/2012**
infrastructure
**Difference due to
Accurate Estimates: Using our VDC tools during the proposal phase, we were able to create
a highly detailed estimate based on very preliminary design information. We modeled the
hospital skin, structure, parking garage and MOB, allowing us to generate precise quantities
of concrete, glass, steel, etc. Although it was understood that the design would (and did)
evolve, the owner, architect and construction team had a very early and accurate assessment
of the true cost of the project, not just a simple gross cost per square foot estimate. This
approach provided early insight into cost impacting issues such as floor to skin ratios, the
location of mechanical equipment and the garage configuration. This approach validates
assumptions because they are quantifiable and based on reality, not a past project or
historical data.
5.11
6| Team
References
St. Paul United Methodist
Church Historic Renovation
Section Six
TEAM REFERENCES
We have included the requested references below for each of the four core team members.
Corporate/Catholic Clients
Jeff Parsons
Officer in Charge
Keith McCoy
Operations Director
1. Jennifer Lindsey, Business Mgr. 1. Mike Parrish, Principal
Alliance Architects
(972) 233-0400
(972) 393-5544
1. Barry Moore
Brandt Engineering
(972) 241-9411
2. Don Powell, President
BOKA Powell
(972) 701-9000
2. Scott Brady
DynaTen Corporation
(817) 616-2200
3. Lucy Billingsley
Billingsley Company
(972) 820-2222
3. Matthew Mooney, Principal
Corgan Associates
(214) 748-2000
3. Jeff Thomas, Owner
Lasco Acoustics & Drywall
(972) 488-5556
1. Patricia Jackson, City Facilities
City of McKinney
(972) 547-7439
1. Patrick Magill, Principal
Magill Architects
(972) 415-3343
1. James Irwin, Owner
Irwin Steel Erectors
(817) 636-2508
2. Andrew Bennett, Principal
BOKA Powell
(972) 841-2692
2. Steve Tucker, VP
Cummings Electric
(817) 355-5339
3. Craig Stockwell, VP
HKS, Inc.
(214) 969-3073
3. Garold May, President
L.H. Land Painting Co.
(972) 289-5391
3. Randy Locey, President & COO
Clean Room Environments
(Former EVP of Dallas Stars
organization)
(972) 679-2119
1. Jennifer Lindsey, Business Mgr. 1. Susan Smith
Corgan
(214) 748-2000
(972) 393-5544
1. Rick Ames,
CBS Mechanical
(940) 387-7568
2. Kelly Horn, Irving Independent 2. Tyler Murph
BOKA Powell
School District
(972) 701-9000
(972) 600-5103
2. Randy Johnson
Gentzler Electric
(214) 341-2890
3. Jerrald Eddy, Facility Manager
Mercedes-Benz Financial Svcs.
(248) 991-6700
Forrest Harrison
Project Superintendent
Subcontractors /Vendors
2. Ed Netzhammer, General Mgr.
Omni Hotels
(214) 979-4510
2. Ron Patterson, Assistant City
Manager, City of Frisco
(972) 292-5102
Lee Gibson
Preconstruction and
Architects
3. Jonathan Aldis
SHW
(214) 473-2400
1. Jennifer Lindsey, Business Mgr. 1. Mike Parrish, Principal
Alliance Architects
(972) 233-0400
(972) 393-5544
2. Doug Sluiter, Campus
Development Director
Gateway Church
(817) 328-1000
3. Denton Wilson,
Methodist Health System
(214) 947-5269
3. Michael Stoyanoff
American Concrete
(214) 770-0326
1. Scott Brady
DynaTen Corporation
(817) 616-2200
2. John Paul DeFrank
Beck Architecture
(214) 965-1140
2. Tony Belissimo
Capform, Inc.
(972) 245-7292
3. Rodney Ramsey
DFW Consulting
(972) 929-1199
3. Blake Combs, Owner
Prism Electric
(972) 926-2000
6.01
7| Signature
Page
New Sanctuary
Section Seven
SIGNATURE
SIGNATURE PAGE PAGE
This Page must be executed by an authorized officer of the Company and must accompany the RFQ
response.
I hereby validate that all information provide in this RFQ is true and accurate.
Authorizing Signature
(Signature)
Douglas H. Jones
(Name)
Chief Executive Officer, Central Region
(Title)
3100 McKinnon, 10th Floor, Dallas, TX 75201
(Address)
(214) 451-1221
(Telephone Number)
December 21, 2012
(Date)
7.01
Page | 9
3100 McKinnon
Dallas, TX 75201
balfourbeattyus.com