Loading...
2007-112-Agreement With The Staucbach Company To Be Project Manager For The Police Services Building At 15900 Los Gatos Boulevard.RESOLUTION 2007-112 RESOLUTION AUTHORIZING THE INTERIM TOWN MANAGER TO EXECUTE AN AGREEMENT WITH THE STAUCBACH COMPANY TO BE PROJECT MANAGER FOR THE POLICE SERVICES BUILDING AT 15900 LOS GATOS BOULEVARD. WHEREAS, the Town of Los Gatos Town Council has determined that there is a need for a project manager for the construction for the police services building; and WHEREAS, The Staubach Company is the most qualified firm to provide project management services because of their extensive experience providing project management services ranging from tenant improvements to development of large scale campus developments. WHEREAS, project managers, Mark Grieco and David Blitz have applicable experience having been involved in more than 20 million square feet of construction and development. RESOLVED, by the Town Council that the Interim Town Manager is authorized to execute an agreement with The Staubach Company to provide project management services for the Town of Los Gatos Police Services building. PASSED AND ADOPTED at a regular meeting of the Town Council held on the 15th day of October 2007, by the following vote: AYES: Steve Glickman, Diane McNutt, Barbara Spector, Mike Wasserman, and Mayor Joe Pirzynski NAYS: None ABSENT: ABSTAIN: ' SIGNED: ~ t~c.~-- MAYOR OF THE TOWN OF LOS GATOS LOS GATOS, CALIFORNIA ATTEST: CL K O 'THE TOWN OF LOS GATOS LOS GATOS, CALIFORNIA ~ I ' ~ August 10, 2007 Randal Tsuda Assistant Director of Community Development Town of Los Gatos 110 E. Main Street PO Box 949 Los Gatos, CA 95031 RE: Los Gatos Police Station Dear Randal, David and I enjoyed our meeting a few weeks ago with you, Curtis and Anthony. We're excited about the opportunity to partner with the Town of Los Gatos on the new Police Station and have assembled the attached proposal and Scope of Service for our involvement. We've based our proposal on our understanding of .the Towns expected level of our involvement and have made a number of assumptions ih the area of Scope of Service. Please consider this a "first pass" for your review and comment. We've proposed an innovative and experienced team that will work alongside the Town to develop contracting and project delivery solutions that will best fit the Town of Los Gatos's culture, operating philosophy and .legislative requirements. Thank you for the opportunity to submit this proposal. We welcome the challenge and look forward to the next steps. Sincerely, <, Mark Grieco Vice President Cc: Curtis Banks .~ - . ~ ; • l' David Blitz ~ Senior Project Manager ATTACffi~NT 2 ,~~ _ ,_ L'. '.J ~. $ ,r 1 ~ ~ ~ ~~ ~ ;~~ '` i y,~ d ~ ~ ~ r fi ~ ": a ~~ ~~ ~.e ae sa f .~ 'a 4 c ,~ _ ~ ~'~ t -'~i lad 1 ~ ~i 3 +~ ~ ~ . l . } 3i - ~ ,~ x, ~ y f} '~ _~ } ,Y .~ T ~ ~ r '~ y 1 l l ~ ~ ~ u ~ 4 ~` _ ~ 4i ? -f v~~ ' ~ ~~ i ~~ ~r ~~ t f ~~; - r ~ 5~' ~ 4 1p i ;a qt '~`~~~' n F r ~y S k~ .4 y .. Y FC '~i...Y _. ~~iiY~pwx of +I ;~ ~ I ~ _~JS f A{~[Cfi i ;~'~ ~ , n~~> i F . Founded in 1977, The Staubach Company is a full service real estate strategy and services firm that provides innovative solutions for companies seeking a wide variety of space types ranging from interior improvements and renovations to full corporate campus developments By focusing on the real estate related needs of our clients, we enable our clients to concentrate on other facets of their business. Kam. 1 :~_. }V -~ I r. f - I ! _ ~~•(1 ( T'nr,,,_ !T~'i i~ I i it' ~ iI t l I ii~T R ~ ~ i I ~ ri ttR 1 ~ . 1 1 A privately held corporation, Staubach has a shared and widely The Staubach Company distributed ownership structure, Its officers and employees own Corporate Headquarters -~_ .:> <; y,~~ ._ ~: approximately 72% of the company. 15601 Dallas Parkway, Suite 400 Staubach's ownership is held by Addison, Tx 75001 senior .Staubach professionals involved in corporate and regional office management and client service. Staubach helped pioneer the concept of representing tenants exclusively, thus minimizing potential conflicts with developers or building owners. As a market leader in providing custom space solutions to meet the needs of client companies undergoing change, we take pride in our ability to inspire confidence and build long-term relationships with our clients. It begins and continues with serving their interests and their interests alone. The Staubach Company Regional Headquarters 2200 Geng Road, Suite 200 Palo Alto, CA 94303 ~, _ Free From Conflicts Of Interest ^ Advisors To Major Real Estate Space Users • Specialists In Headquarters, Corporate and Industrial and Healthcare Assignments Broad/ .Fully Integrated Real Estate Services Reputation For Integrity and Best Of Class • Employee Owned Company ^ Known For "Consultative Approach"and Precision Implementation '~ ^ Leasing Agents ^ Contractors, Architects, Engineers ^ Real Estate Sales People ^ For Profit Developers ^ Third Party Property Managers ^ Publicly Traded Company ^ Limited By Conventional Wisdom ^ All Things To All People e}.tiy~~OW11 ~,'~1 Y ~ .~~G~F1~rt~ F`-r~.I z '€ IE~ ~iSiN.fi~" ~ _". y ~ ors v ' ~~ a ca~s4 _ _ ~`~a'tT~ yr 3 s ~.. ~ ~ ~ ~ I~~ ~ X51 av In the past 30 years, Staubach has grown to be the largest real estate services company in the world dedicated exclusively to users of space, with 64 offices, 1370 employees in the Americas and revenues over $400 million. Staubach's'Design and Construction Consulting Services is comprised of over 100 professionals (6 professionals in the San Francisco Bay area) with backgrounds in architecture, construction, engineering and real estate development. 3EkTTlE(3 `sell FRkI1CI5C0 ~fj5 PNGELES (71) IRbR1E (S) S P/l OIE vi .'9 DCi. _, nRL.~ irI ' PLutli Altiern::3, sul;p~~rtiriit 9~~ u[~[=:S Grotes;i~7nals • runnber; ir'I parenihe:;c; Im9i~_rt~ D(c:S perviamel Marra~ed Value O = ~ lffices vvilh DQ'~ E~. ~urErcrat~ Sen~icee. O = Otfi_ei vaith Corr. r,rc services or~ly 2005 NATIONAL DCCS PERFORMANCE STATISTICS TrYnant Inil~ruvernent TOTAL 3012 360 '12.2 brIA11 10.9 MM `!'?~Ot3 fvlh,l e4?F h:APrl y1.3 B6 While our resources worldwide are both broad and deep, each project is managed by a team of local experts with local construction industry knowledge. In the Bay Area, our Design and Construction Consulting Services team is made up of six professionals with widely differing backgrounds. Our team members have held senior positions in architecture, contracting, .real estate development and corporate real estate. Jointly, this seasoned team has nearly a century and a half of experience, Our Design and Construction Consulting Services include: construction project management; development consulting; strategic planning; acquisition and disposition; benchmarking ~ studies; site selection and implementation; demographic research and mapping; facility and energy audits; financial consulting and capital acquisition.; move coordination; relocation services; and municipal .incentive negotiations Employer of Choice The Staubach Company was recently voted among the Bay Area's Best Places to Work in 2007 by the San Francisco, Si/icon l/a//ey, and East eay Business Journa/s. This award reflects our ability to .attract and retain the best talent. It's quality people that provide extraordinary service and world- - 20©~, class results. Our mentoring program ensures that our employees stay not only up to speed on the Issues you are facing and on top of the emerging trends that will affect your company, but in the forefront of industry expertise and professional development, Everyone in the company is fully aware of the cornerstone of our customer service philosophy: Take care of the client first and the rest will take care of itself, ".Y(V"io:vll rife -- _ { 1.1 __ -i1'i i :~ ~ ~~ i ;, - ~ - G In a recent survey of 253 corporate real estate (°CRE") executives by the Watkins Research Group, Inc.,' Staubach was rated as the most highly respected real estate services firm in the industry for the second year in a row. In .evaluating their operating needs and rating the leading real estate providers in meeting those needs, the CRE decision makers not only concluded that Staubach was most effective at providing economicallybeneficial services and support (adding to their "Bottom Line"), but Staubach .also demonstrated the most consistent alignment of interests of all twenty-five firms evaluated ("Strong Client Orientation"). It should be noted that Staubach did not underwrite, collaborate or participate in this study. ;:; ~~ ~ . ~ ": Is Business Savvy Uses State-of-the Art Technology Monitors Performance with Metrics Delivers Results on-time within Budget ~ e e e e • ~ e e Overall 2007 Sta/ubach 9~ e 0 N e Adapts Services to fit my Firm's Needs/Culture Has Rational Pricing Has a Strong Reputation & Respect in the Industry Understands and Avoids Conflict of Interest Key Factors that Influence the Corporate Real Estate Decision Process o Factors Staubach's Overall Rating Impact Is Business8avvy ~.~ Adds to Bottom Line Delivers Results On-lime & Within Budget v 0 Understands and Avoids Conflicts of Interest ,~, .Adapts Services to fit myFirm's Needs/Culture r; z Has Rational Pricing m ~' 'Has a Strong Reputation 8 Respect in the Industry m Has Major Offices in all the Major Markets Where I ii Need Them E ' Monitors Performance with Metrics _+`' Uses Stale-ot-the-Arf Technology #~ Adds to Bottom Line #~ Strong CIieM Orientation #~ Strong Client Orientation ~~ Strong Client Orientation #~ Strong Client-0rientation #2 Not a Factor on the Perceptual Map #2 Adds to Bottom Line #.) Adds to Bottom Line ' The Watkins survey was conducted in 2005 and 2007 for the.purpose of evaluating corporate real estate providers. The survey was sponsored by a number of the 20+ providers evaluated who also supplied many of the contacts to be interviewed. Staubach did not sponsor the survey nor did Staubach provide any contacts (or interviews. #~ ~o~vi pF .a i. i I ~ In addition, a closer look at the evaluation factors shows that Staubach and its personnel were rated first of over twenty firms evaluated on seven of the nine assessment factors considered by these executives, and first on all of the personnel related issues (providing superior service, seasoned and experienced management, ease of working relationship and strength in negotiations). Our Clients speak out "The Staubach Company's knowledge and skills are important to delivering results but the ualue and ethics are their key to keeping our business. " "Responsive, hard working, fun people to work with, They try to anticipate customer needs, Outstanding customer service. " __. .. ._ z. A. A..3:. i~c: - "Keep hiring great people /ike I have worked with to date. " ~~: '7appreciate the values and integrity in which Staubach chooses to do business, " 'Staubach did a great job helping work thru the issues including being c%sely involved with the .attorney's as they worked thru the issues, They helped me tremendously -the rea/ estate issues are relatively new to me and Staubach was a great teacher." . _ M -, ~n P~1i -.. ~.. 'Y use The Staubach Company throughout the western United States; it is a firm with high integrity and people with a genuine interest in their clients, " ~~,o,~„ o~~. `4~S CI.iQb a _ _ .... ppig~ 6 i ~ N y ~ ,~ ( 2psy s , 4SR d>ry.'E3&~'o`fi~ ~s~~AF°.~$d{ ..kT m.. .~i .4 S.NSkS _ .... ~ 41 ~~ /,, •~~. ~ Mark Grieco ~b Project Account Manager :~ i. ;yam ~ ~ ,. s ~: r ,~ -~ Mark Grieco has a uniquely rich and diverse background in corporate real estate, design / ~ ., construction and real estate development. He has over 30 years of related experience ranging ~` from hands on field construction to CRE executive. He's been involved in more than 20 million .^~{ SF of commercial construction or development. Mark has held .positions with Cisco Systems Inc, as Director, Global Operations-Workplace Resources. As such, he's managed teams responsible for new campus development, for capital projects throughout North and South America and for the development of a number of .policies, procedures, guidelines and process refinements to improve the efficiency and effectiveness of Cisco's CRE organization world wide. Mark had been with Staubach prior to joining Cisco, during which time he provided Design and Construction Consulting Services to clients on a wide range of project -types. Prior to joining Staubach, Mark worked as Vice President of Construction for Lincoln Property Company which followed his 12 year tenure with two national General Contractors. hiis experience includes high-rise, campus, suburban office, retail, technology and biotech. He has consulted as expert witness for construction defect remediation and has led acquisition due diligence studies on a number of major projects. ~ Yei.c?s iF. :..i__,.. Palm e Capital One e E*TRADE e Fibrogen • MCI Heartport e KLA-Tencor .__,.., -"st., -~=a- ~ BS in Construction Engineering -Roger Williams University AA in Mechanical Engineering -Connecticut Community College 1) Bill 7amaca RGB Networks 650-350-3707 !?1~imaca ~lrc bnetworks.com 2) Scott Tiraschi Vice-President, Real Estate and Facilities, KLA-Tencor 408-875-5369 ~o:~la.tir<~schicc"~i kla-lencor.com 3) Mark Golan VP, Real Estate, Cisco Systems 408-526-4000 migolan~a~cisco:com py~" `pW x OF 5 1 ~~ ~ -- `. ~(o pS ..:. ~ .; ~s I ''~ ~. "~SXti `~~ i WSJ" e :~ ` 3~k , ~ ` k~~ r.~e~ ~ ` , < ~• ~~. - _ ~ gym, `~ ~. ., . r :~ ~~z~~`'~>, 'a~ David Blitz Project lead David Blitz offers a unique perspective to Staubach projects as he has over 30 years of experience working throughout the United States, Canada and South America including Y~ corporate real estate, development, finance and brokerage. He's also managed a family - owned health care business. 'r David has represented developer and institutional clients in arranging project financing and investment sales, he's served as Division Manager, Development Director and Marketing Director for a Midwestern suburban office, retail, industrial and hotel developer, acted as Vice President of Sverdrup Corporation, an international engineering, architectural and construction company with projects including a 500 acre joint venture with McDonnell Douglas for the development 'of office, retail, industrial, hotel and a 20,000 seat amphitheater. Most recently, David has served as the Senior Manager, Real Estate & Facilities for the Israeli based Internet security software company, Check Point Software Technologies, with responsibility for 25 office locations around the US, Canada and South America. David offers our clients the benefit of broad experience in hands-on project management as well as strategic planning. His exposure to the diverse aspects of the industry .provides a unique perspective and value to clients in project .management and corporate real estate services. Master of Public Administration, University of San Francisco Bachelor of Arts, Northern Illinois University Master of Corporate Real Estate, MCR ..cr., 1) Andrew Dunn Financial Consultant & Former Director, Check Point Software 415-9H7-2751 a~tdre;w dunnlilsolfocus.com 2j Randy Garrett Principal, Transwestern Z14-446-4519 Ran_dy.__c arretttn~transavest~rn,net 3) Robert Kelley Director, Global Purchasing, Sterling Commerce 614-793-5007 Bc~h_. kellt.y«i~stercomm.coi7i i ~,~ ^~5 CA~~S~~ ~_ As detailed in the Scope of Services, `Mobilization' includes orienting the project management team on the history of the project, understanding the ownership objectives, identifying the vested interests, clarifying the design, budget and scheduling goals, and clearly defining the roles and .responsibilities. Next, the .project team is assembled and the discipline of weekly meetings begins where reporting and accountability are key components to project success. Establishing good communication between team members is a primary factor defining successful teams. It is the Project Manager's role to assemble a team capable of direct but professional communication as issues will occur that require cross discipline solutions. Common project goals are critical where each team member must understand the importance of accomplishing their role. Although we do not anticipate obstacles at this time, all projects are subject to inclement weather delays and market factors of the availability of labor and material resources. The Staubach Company has 30 years of experience in delivering projects to the private sector that result in average project savings of 5-10% and return on investment of Staubach services of 200%. We are enthusiastic about applying these methods to the Los Gatos Police Department project but understand there are requirements of open communication for public projects that we will need assistance to understand from the City's management team. The objective of Staubach project managers is not only to deliver quality projects on time and on budget. The Staubach Guarantee of Service demonstrates a successful project is additionally defined as complete satisfaction that we have achieved your goals of project delivery. This commitment ensures managers are not distracted from their daily responsibilities. ;o,,,, o~ j~:f `i` ~~~[ 'S ` i."11`~.~pn~ i z .~ ~ F , . ~,.E .'.. , .. ? ~ ~,- ~ ~ _ ~y~s Staubach Project Managers be/ieve that "on time and on budget" is not sufficient, We strive for a higher standard of overa/1 customer satisfaction with the process and resu/ts. We take on the responsibility of managing the overall project process by becoming your expert resource. Utilizing successful methods to establish standards, promote goal-oriented team communication, competitive procurement and development of aggressive and achievable schedules consistently achieves 5-10% project savings and an average return on investment of 200%. Staubach Design & Construction Consulting Services was created to manage the full range of client development activities including .campus planning, new buildings, interior improvements, alternative workplace strategy and strategic planning. The results are a client satisfaction score of 4.7 out of 5.0 and 78% repeat.business. ~::::h s~~.~s~~ We believe in pre-planning, assigning responsibilities, accountability and open reporting of all issues to eliminate ambiguities and keep all team members informed. This gives everyone a stake ih the success of the project. - The diversity of our professional staff insures all aspects of the design and construction process are efficiently managed. Staubach personnel include experienced architects, contractors, engineers, developers and planners. We consistently focus on the desired result as'the unifying force for success. _._. Staubach managers have gained insight by successfully completing challenging .projects globally. It is critical to combine specific project knowledge with familiarity of local designers, consultants and vendors to assemble the very best team. Annual projects planned, managed or delivered by Staubach design and construction professionals exceed $5 billion and 38+ million square feet. ~~'~'r-~pWN OF i ~' :_' ~ I ~ ~, •~ ~ ~S CAI ° ~ ~ ~r"" 3 s r ~_ ~ .~ c e.. ~4 .• •i PROJECT DEFINITION ^ Define the CLIENT's project goals and priorities to determine how they will be Mobilization and Set-Up ~ achieved in the built environment. ^ Define individual roles and responsibilities, project procedures, schedule ~ ~,~. I requirements and establish lines of communication and approval. f~ ; ± ,t ' ^ Tour and become familiar with current facilities and understand the perceived } ~ ~` - ~ ~~ ~. positive and negative aspects. ~ ~~ ~ pp~ `,:~ ^ Receive and become familiar with all relevant information about the project (~ I_ and the CLIENT'S organization. ~~ ~„~ ^ Work with the architect and CLIENT'S officers, employees and consultants to understand facility needs and workflow. ^ Jointly establish all facility strategies, goals and objectives, including business, ,,~„~,,, functional, philosophical and civic goals, key project parameters, design character, cost parameters, time constraints, and financial requirements, i., ~ ^ Define and document perceived constraints to the process. ?~-w-~ ~F~ ~ ^ Work with CLIENT to develop an overall preliminary project budget and project ' milestone, schedule as a frameworkfor the planners and designers to proceed, ^ Conduct, coordinate and orchestrate weekly meetings and specialized meetings Meetings as required. Assign tasks, responsibilities and deadlines. .Follow-up on the progress of assigned tasks. ~; ^ Record minutes of all meetings. Distribute to all parties via email within 3 f` ~ business days of the meeting. s~5 f'j O Arrange and participate in meetings with agencies having jurisdiction, ~, ~ ~.~"`~ . ~ ^ Report on project status at monthly client meetings. Provide analysis and j,' define current status and overall progress. -.~._,~a-. . 'a,rA . .._.... ^ Work with- the architect and appropriate consultants to coordinate the Site Evaluation /Reporting evaluation of the site regarding such items as: • Environmental • Geotechnical '~ " ~ ~~ `~. 5 ~ ~t~ ; Ecological ~ `~ ~~j ~~ ~~~~~ ~~t r~~~ ~ ~;i ' t ~~ ~ Space /Utilization Capacity +~ ~ , ~ ~! (~ ~ ~,"'"~ °' i ~ ,. , HVAC Capacity ,p s ~ a i ~' ~(l(~;, ~ ' Code / ADA Compliance 6I~1 ,; t ~ ! Electrical Capacity ~• ~ ~ ~E ~ i ~~; ~ lJtility Services '~ ~ ; I i ~ , , ,', F Hazardous Materials o.:~ f ~ ~ ~ ~ I . structural (Seismic) ~ ~ri~( ~ f ~ ^ Prepare reports as necessary to communicate any issues to the staff or the ~ i =j `~ ~~ ~~ ~~= ~*~ ~ . ;~ ` ~ ~-~ ~ ~~- ^ Analyze reports generated by others and provide recommendations. F I~~a ~ ~ i~ ~I { ~ ~ ^ Assist in the preparation of required reports for compliance with the California Environmental Quality Act {CEQA) ~ '~ ^ Develop a plan for utility shutdowns, and .coordinate with onsite facilities staff '~j : and CLIENT Project Manager. t ~~ , • ^ Help establish access to the site and existing facilities during construction. !! ^ Help establish site layout areas and access points, SOWN OF~ -' .r~ hY'-~~'~~S' ... i ,~ ~_ ~; r ~, ~ a; _ _ ~r..; ...,_ ...... CATEGORY PRO~ECTMANAGEMENT - ~~•~"~ ~ = >` F* Municipal Approval i ~"~` ~' ,` jr. w'` - s~~r~ -~ ~' '~ ~fi~~ y r rx ~: , ,~,- ~ ., Project Team Selection and Management ~~ ~ ~ ty . ;,.%aa; ~,. i rte, ~~ . isj ~ :~ r • ~ t~ ~ ~ 1 1'~>~ ~/. ,~ ~ ~ ~ ~',l ~ ~., $ -' ~' ^ .Meet with all involved agencies throughout the process to establish a working dialogue for the free flow of information to assist with permitting. and inspections. ^ Develop a comprehensive review and approval strategy, assign responsibilities and establish procedures. ^ Assist with negotiation of agreements with private and public entities regarding development responsibilities and site improvements. ^ Develop strategies regarding the public approval process, existing and projected zoning, covenants, traffic, utilities, geotechnicial, environmental and infrastructure requirements, ^ Present project concept to appropriate authorities and other interested parties for preliminary evaluation and ultimate approval. ^ Assist The CLIENT in negotiating all development, on-site and off-site public improvement agreements with applicable government authorities and public utilities if required _... _ ___. .... 9.... .. __.. __ __ ... _..... .. Alon with CLIENT develop the management structure for the prolect and establish roles and responsibilities of each team .member. Assist CLIENT with the evaluation and selection of the project team members not already selected. Manage the performance of all team members. Third party professionals who . may comprise the project team include; , Architects and interior architects • Programmers • Environmental engineers Ecological engineers Structural /mechanical /electrical /plumbing engineers Lighting, food service, security, information systems, audio visual, telecommunications, process engineers and other design consultants as necessary. Testing and Inspection agencies Peer review consultants Commissioning agent Construction inspection services General contractor, design build subcontractors and subcontractors. Other miscellaneous contractors including data/communications, furniture, special equipment and' move coordinator. ^ In conjunction with the CLIENT, Staubach will screen each candidate, prepare Requests for Proposals (RFP), review submitted proposals, do reference checks and/or on-site reviews of similar projects and personal meetings. ^ Together with CLIENT'S legal counsel, prepare and negotiate contracts for design .team members. ^ Review Architects invoices and reimbursable expenses for approval for payment. ^ Review architects requests for scope changes and recommend the appropriate action. ropy~owa of r::,:::...~ •i ~~,, ~ s: ~~~SnGAM4t :.. _( a e ' I PROJECT DEFINITION 'r `~ F~a ~ ~ "~' § ~i . i x -' _. ~ r ~ ~., ,F _ ~:_: ..~ , ^ Review the CLIENT'S program of space requirements and help identify and delineate any special functional requirements, adjacencies, and aesthetic preferences. ^ Coordinate communications and activities between the CLIENT and the s selected architect. ^ Represent the CLIENT during the conceptual design process to ensure compliance with CLIENT'S goals and objectives and development agreement, including review and approval meetings. ^ Assist architect and the CLIENT with coordination and interface with state, CLIENT and city government authorities having jurisdiction and with local utility companies. ^ Coordinate enhancement requests and ensure the changes are properly implemented at a reasonable cost. ^ Initiate an ongoing value engineering process to identify alternative construction methods or materials that might produce equivalent architectural or functional results at reduced cost and/or construction time. ^ Review proposed details and materials to help ensure the best practices and most cost effective methods are being utilized. ~^ Building Design and Agency Approval Process ^ !; „'~ ' ^ ~~- ^ -,:; '~~i;4i~2 ~._ j`ay' General Contractor Selection ~^ -;;, r ~J` •=`q4 ~~~ i .. ;^ .3„t Manage the design team to help assure that previously established overall project philosophies, goals and objectives are consistent through schematic design, design .development and construction documents. Continually review preliminary and final documents for quality and completeness and to expose and resolve any potential concerns relating to constructability and space utilization inefficiencies, .Initiate an ongoing value engineering process to identify alternative construction methods or materials that might produce equivalent architectural or functional results at reduced cost and/or construction time. Develop a comprehensive review and approval strategy related to the local approval process, existing and projected zoning, covenants, traffic, utilities, geotechnical, environmental, wetlands and infrastructure requirements, assign responsibilities and establish procedures. Coordinate and oversee any third party reviews. At the beginning of the design process, determine methodology for working with the general contractor (e.g. hard bid, design/build, .fees and general conditions, etc.), Based on that decision, identify appropriate general contractors and prepare and distribute a Request for Qualifications (RFQ). Based on the information .received in the RFQ, including comparable work experience, staff credentials, financial credibility, reference checks and .any prior relationship with the CLIENT, prequalify contractors for the CLIENT'S approval Prepare Request for Proposals (RFP), review of submitted proposals, check references, and conduct on-site tours of similar projects and personal meetings. General contractor's proposals will include general Contractor's fee, ', general conditions, proposed staffing, qualifications and project schedule. Together with CLIENT'S legal counsel, develop and negotiate the construction contract for CLIENT'S approval At completion of these documents, establish the general contractor's commitment to the scope of work, quality of materials and workmanship, a '- final Contract amount and a final project schedule. OWp 0 r: .. .. PROJECT DEFINITION Subcontractor Bidding and Negotiation ~Yk ~~ _,, `: +', (fr [ f, ~' ,., y°~ - f. 7 ~4 Construction Administration Cost Control '- 't ;~ ~.. _ i ,•`:, _ ... ^ Review the contract documents with the architect and general contractor to help ensure that they are sufficiently complete to determine the scope of work for bidding purposes. ^ Work with the general contractor to establish an appropriate subcontractor bid list. ^ Review bid packages. ^ Review subcontractor bid results and general contractor's recommendations. Compare the bid results to the .project budget, evaluate the results and report to CLIENT with recommendations ^ Monitor the project status on-site including periodic site visits, regular lob situ . meetings, general contractor's monthly reports, preparation of bid packages, - shop drawings, as-built record drawings, insurance compliance and other related information. ^ Perform regular job site observations to evaluate the general compliance with quality requirements, construction progress, adherence to project plans and specifications, and assist in resolving field questions and disputes in the most economical and expeditious manner possible. ^ Coordinate with equipment vendors and contractors to interface with building systems and general contractor schedule. ', ^ Coordinate with CLIENT representatives, outside regulatory agencies, Fire ', Marshal, Phone Company and other utilities for timely inspections and compliance with requirements. ^ Maintain construction records at the site including updated drawings, contracts, architects supplemental instructions, change orders, field orders, submittals, shop drawings, meeting .notes, and correspondence. Oversee design and construction coordination of interior construction and the related interface between shell construction and/or the site conditions. ^ Review, analyze and recommend for approval the contractor pay applications. ^ Coordinate furniture, information technology, audio visual, and other vendors and contractors with the general contractor's schedule and site planning. ^ Manage resolution of construction claims during the construction period and prior to project closeout construction. ^ Maintain a photographic record of construction progress and record potential issues, ^ Maintain status of projected and anticipated costs along with related cash Flow requirements. Track actual costs against approved budgets. Variances would be investigated and reported to the CLIENT. - , _ _'~~® ^ Work with each project team member to assist in anticipating any cost overruns in advance and determine ways to avoid them if possible. ^ Establish draw procedures. Review and approve invoices from each project team member in preparation for the CLIENT'S review, approval and subsequent '~~' authorization for payment. ~ ~ ~ _.~ Review all change order requests, prepare analysis, negotiate pricing and ~~'~,, ~,~ ~ ~,~~, credits and prepare recommendations for the CLIENT'S review.. "'/` ~ ~u< ~1 a. ~_ gyn. ,. ~.-~. y 5i3'towno~ ~l 1 - ~ ~ b i,~~ ~~ s~~~ y~ i4 +i. CATEGORY PR01EG7MANAGEMENT '~~',' ~ •~ - •~s , • Schedule Control Project Reports Commissioning and Close Out oooo~ 000p0 °pooo OOOOp 0p000 ^ Maintain status of the project schedule and review current status of the approved project schedule with the CLIENT and the project team. Variances will be investigated and reported to CLIENT. ^ Review general contractor overall and ".look ahead" schedules to verify compliance of actual progress to master schedule. Report any potential issues to the CLIENT'S Project Manager and assist with the resolution. ^ Work with each ,project team member to assist in anticipating any schedule delays or conflicts in advance. ^ Verify the general contractor reviews comments on and monitors subcontractors' construction schedules, including delivery of products requiring long lead-time procurement, ^ Incorporate the CLIENT'S vendors, and contractors into the general contractor's construction schedule. ^ Prepare monthly .status reports, including invoice summary, cash flow summary, change order summary, contingency usage summary, .milestone schedule progress summary, and .resolution of past issues and potential issues that will need to be resolved. ^ Provide a monthly schedule update and describe the effect on the final completion date. ^ Provide a brief overview (broadcast email or website) to keep site occupants and users informed of construction .activities, potential shutdown, traffic pattern changes and potential noisy work. ^ Work with the CLIENT Facilities department to provide a full commissioning package for the start-up of the building, Assist with the selection of the commissioning agent and coordinate with the MEP subcontractors. ^ Set-up staff training on building systems as required. ^ Assist architect and general contractor in preparing the Notice of Substantial Completion and punch list for items that require completion or correction. ^ Assist the CLIENT In obtaining all required guarantees, warranties, affidavits, releases, bonds, and waivers. Coordinate start-up and orientation demonstrations with building maintenance personnel. Assist with compiling all as-built documents and Operations and Maintenance Manuals, for distribution through the architect to the building manager. ^ Assist the architect and general contractor in final project closeout, which would include the development of a punchlist and completion of punchlist work, final payment, and final waiver of liens and turnover to the CLIENT. O Assist the move .coordinator with the relocation of the existing users to the new facility ~;~Gw n oiC q. ,- i F ~ ~ - r -~ I _ ~ - ~~' ~~~:k7 ~~ ~. ~~ ~ . "~' ~ .. .. _ ... .. .~m ~~.~i ter";:-r ~~~=~ ~r "CATEGORY ; ; PROIELTMdNAGEMENT •-~ . ~ Move & Occupancy ^ Assist CLIENT in the selection of a move consultant as part of its fit-up program. Coordinate this program with the general contractor, architect and any other involved consultants. Provide assistance with troubleshooting during occupancy until proper operations are established. ^ Assist CLIENT in coordinating the installation of furniture and equipment upon project completion. ^ Work with the move consultant to select the moving company and develop a move schedule. ^ Work with the IT .personnel to develop acut-over schedule #or the migration of the data and phone systems ^ Establish a post move help desk and review sheet to assist personnel with any issues that develop immediately after the move. If .required, assist in the selection and coordination of an independent auditing firm ! for the review of the general contractor and architect/engineer expenses for any , overcharges and other irregularities. ~~ jovvxoR 4rt--- ~1'~;ot'i~oF vEi ....:. `p1 _ I~SGA50~~f+._ _ _._ __ r ~ ~B~'"r~L F ~+. - ~; ~PS"v~ _ s are=° ~4a m +~;.;~s'ta3r a' - - .'~,~ - ~a~ "f ~ _~ ,bay L,L UpO,re: Cer~gr+MteSinq: Ironx 1.1exb..y DU<, h+ne ~. a~w~y,nuox mmxrxrtncel Hart (txrl+ly. +. IW:smi+.rvbsch Olbce 1 ~]'f•N E i.lxrn . I:>A. SIPVp1<n Cxrclinnx, lAyexr 3l'hiPm,n to ro•v-i r mlt. wooer marlm lean meem,y o.+~o.,x 5n n 2•icru n rsnonitx. .Woe +. zueJ rrap.ow ey: Lop.:r lo. rroix5 ream e c.eo .ulmx.-_ o.n IICm Atvclln 55nmm~r' RCS Onslblll $511115 0 CnCtl '-~. - -~- aIA1n0 Cnl P .,I i~; :a,osal .. , .. - ... I ., ,Ir _ .+s ,5 ~ w~ !d ni.i.,U~,. ~+ feyllnran. nP+7r ^.+~ B. OCSIOrNCOnsNUCUen ... ... .•> F.5 + n=: .yam+,cusx +r :n:ln+1 ~" .. L, DuA0CI1PncInOSPOV AOnbcClions RCf OnsiU111 SIbh3 0 CM1Ctl •, .. - srv -SJLr Irwr r b ..la, ....- - ,... - i:r:~. cni. Q, SChetlvlP . . ..a '.....,-Inc^_,1.5 ^,d. ~<C r+.T. E. Vo1cCID010IlnesllT Com OUtensecurnv •.. ~,vr.~fb prOVm+'i,r I '.u 1J F Submill0ls 1.:.t F::' _ ...rr i. r re s + r I G NeJr Term A<Ilon hems RespOnsiblity Smlvs L•1,m10:y GVru<y wmOPle la scbct.r. cr ~.1.....1+=~sx.o+ ~3.IC+Y.r~54fl nJJ ltebcr'SUJ:nllee .I,. r. ..x. _~_.,,-+ _- PPi.l:liJ _n~i ornnrssd Cn~u, »^rey (v:nn icpOd mAAr±s ivLn'Ni16J .I:+•. :... ~.^xs<i r - SIr4 cCmOtit '1115 hi ~,: aJa.s~~., aoo•mria _ _ clial. A.Gm:Ae: LCCllrl'.dne Grscrq lszm~n ~n;,n.lac.;;.rm LwrPli:i GAP LV.ndiJ'C•ra:d CWS~Oih'x' 'Ar+n:hfu:::.ern tAr DaSany Felm 1.'.NNmnttl . ..5.:.. IJ_. fhanOe DrJms fitcl.tS:it10. GlOlsis _ - - -,_:-_-__ _ Ntiss Tulals palls OF ;;(::._ I .'I .~hj~`G r~t~s~" __ i 1 1. ~' sue: ~~ j` x'~'~.i',:~,~3 ~, ~~`fi~yi ~i ,,, ~ a~~R .3,. ... ~... ,~~ ~, {• ~ ,~3 ~ ' Prujecl BudSlut !ala 1 ... rlgect tlrzx in sY TILIIJ ~- - c •`1! $~'$~(- eomxo s comlac` cost s.l anance o, s.. '4~ ~~ ~ Nuagei .lmaunt _. .: ; a.. wn}n rd s nx :1 ~- 'VL'F :.,n.: ~:4 1:: 4 i•: Cont~al UV0001 ~ ~ " 1 ':3 J ._.i..~. J ._. ~~~~; ~~~ -~ ll .t-, .. _. L.. ~sf ,.•..a.,'...nl~.n „ ~.1.~, f 1i6.065.U0 ~'J:i I I I tax' U•: .. ~ 14~'J: DUJ~ 6 5 ._ ... -~ conua,~~ z ~., wax 1, _.. , nvnn~nq co~ym:.:uon'r .: - ~ . ~.,... o ~u, 51 u~x S ~ ~~ ri ~ n.DDlo.xa'• ...c.l ~•Far fff p ~A Ial~GV _.n.~aU+~.a~.l 10. U.UO 6J3 r. ~$~ a.W1 K:. Ii0Y4'S.L G...... I xi' Gn 1 Z S}d Bo0.0U ~'y ._ . -~ Li/ _ - ~~ ¢ GAf PAS/'hf_~ ~ ~ For the Basic Project .Management Services outlined herein and subject to the Guarantee of Value set forth below, The Town of Los Gatos agrees that The Staubach Company shall be compensated for its efforts hereunder in the amount of Seventy-two Thousand dollars ($72,000.00) at the rate of Four Thousand Five Hundred dollars ($4,500:00) per month to be accelerated to full payment if the project is completed in less than sixteen months. Additional Services beyond those identified in the Scope of Services that are requested by The Town of Los Gatos shall be billed at the following rates or as agreed to prior to the commencement of such additional services. TSC Executive $225/hour TSC Project Manager $200/hour All fees shall be billed on a monthly basis of equal installments of the total fee over the duration of the project (estimated to be sixteen months) and approved reimbursable expenses shall be billed on a monthly basis as expended, beginning in September 2007. Should the project be delayed or extended due to changes and/or business related postponements beyond the control of The Staubach Company, Staubach will bill The Town of Los Gatos the amount accrued, on an ongoing monthly basis until the agreed sum is expended, and reserves the right to request additional compensation for the period of delay if it is anticipated the extension will affect Staubach's involvement. _ ._~ _ a.~~~~_ ~- Reimbursable expenses include: per-approved out-of-town travel expenses, and out-of- pocket expenses such as delivery services, overnight delivery and photography. Any single expense exceeding $200 shall be pre-approved. Services will be billed at cost (no markup). U.S. Postal Service, :phone and fax expenses will not be billed. If, in the sole opinion of The Town of Los Gatos, Staubach has not provided value, in terms of time, money, and qualitative issues, in excess of the cost of the services, Staubach will waive all or a part of the Fees it is to receive pursuant to this Agreement. Such Fee reduction is at the discretion of The Town of Los Gatos, provided written notice of such determination is given to Staubach within one week of receipt of the invoice for such Fees. If the election to reduce Staubach's Fee is made, The Town of Los Gatos agrees to provide a written summary of the reasons for such Fee reduction. The Town of Los Gatos will also provide Staubach with an additional opportunity to meet with representatives to understand and address any service issues that may have caused the exercise of this right. However, The Staubach Company's role is as Project Management Consultant and this Agreement will not constitute a warranty or guaranty of any type beyond provision of the Services specifically described herein. In all cases, the architect/designer, engineer, general contractor, subcontractors, material suppliers, and others shall retain responsibility for the quality and scheduling of their work and for preparing and/or adhering to the applicable plans, specifications, codes and ordinances. The .Staubach Company will use its best efforts to ensure performance from all vendors, but will not be liable for the inability of any contractor or vendor to meet its contractual obligations. This Agreement in no way reduces the responsibility of The Town of Los Gatos to fulfill any role it may have as the contracting party. ;~~aWN of ' ~::..-, { i ~.