10 Staff Report - 15900 Los Gatos Boulevard~o . nr MEETING DATE: 10/1-5/07
ITEM NO:
s u`psos COUNCIL/AGENCY AGENDA REPORT
DATE: October 4, 2007
TO: MAYOR AND TOWN COUNCIL/CHAIR AND REDEVELOPMENT
AGENCY BOARD
FROM: PAMELA JACOBS, INTERIM TOWN MANAGER/EXECUTIVE, DIRECTOR
SUBJECT: ADOPT A RESOLUTION AUTHORIZING THE INTERIM TOWN
MANAGER TO EXECUTE AN AGREEMENT WITH THE STAUBACH
COMPANY TO PROVIDE PROJECT MANAGEMENT SERVICES FOR THE
POLICE SERVICES BUILDING AT 15900 LOS GATOS BOULEVARD.
IECOMME,NDATION:
Authorize the Interim Town Manager to enter into an agreement with The Staubach Company to
provide project management for construction of the police services building at 15900 Los Gatos
Boulevard.
BACKGROUND:
At the June 18 meeting, the Town Council authorized the Town Manager to proceed with the
purchase of the building at 15900 Los Gatos Boulevard for use as police services building. The
Council also approved a capital project budget adjustment in the amount of S7.685,468 for the
purchase and building improvements.
DISCUSSION:
The escrow for the purchase of the building has closed and the Town has taken possession of the
property. The next steps include processing the Conditional Use Permit (CUP) and preparation
of the construction drawings for the building additions and tenant improvements.
The project budget approved by the Town Council included funds to hire project manager (PM)
to assist staff with oversight of the project. The services they will provide include the following:
PREPARED BY: Bud N. Lort
Director of C~m my Development
DLL C\CLRPTS\2007,Police Services Staubach PM Contract.TC.rptl.doc
Rcvlewed by: Assistant Town Manager Town Attorney
Clerk Administrator Finance Community Development
PAGE. 2
MAYOR AND TOWN COUNCIL
SUBJECT: POLICE SERVICES BUILDING - PROJECT MANAGEMENT SERVICES
October 15. 2007
Working with staff, they will prepare the RFP for a contractor, screen the candidates, the
proposals, conduct reference checks and help negotiate the construction contract.
Coordinate activities of the architect, contractor and other consultants to maintain the
project schedule.
Review plans for quality, completeness and constructability and initiate an ongoing value
engineering of plans to identify alternative construction methods or materials that might
provide equivalent results at a reduced cost and/or construction time.
• Monitor construction to evaluate construction progress, quality, and adherence to project
plans, and anticipate and resolve potential issues in advance.
® Review invoices and track actual costs against the approved budget.
Prepare status reports on schedule, costs, and resolution of past issues and potential issues
that will need to be resolved.
Staff received proposals from four construction management firms. The Staubach Company was
selected based on their understanding of the project, cost of services and for their experience and
ability to complete projects on-time and on-budget. The proposal from The Staubach Company
to provide project management services is $72,000. It is requested that the Interim Town
Manager be authorized to enter into a contract for a maximum of $79,200, which includes a ten
percent contingency for unexpected expenses that may arise. This would allow staff to deal with
unforeseen circumstances without delaying the project.
FISCAL IMPACT:
As discussed above, at the meeting of June 18, 2007, the Town Council Authorize capital project
budget adjustment in the amount of $7,685,468 for the Police Services Building using funding
source transfers to the Town's Capital Project Fund.
Sufficient funds are available in the Police Facility project as shown below:
POLICE FACILITY PROJECT
Original Adjusted Total Esps/Encumb Proposed Available
Budget Budget Budget To Date Contract Balance
I,Y 2007108 Fiscal Impact
Project400-0729 153,000 4,965,468 5,118,468 2,134,672 51,718 2,932,079
Project 930-0729 1-720,000 1720.000 1.134.351 27.4S2 1,558 167
FOTALS 153,000 7,685,468 7,838,468 3,269,023 79,200 4,490,245
Expenditure Detail
Services Supplies & Equipment
Site Acquisition & Preparation
Consulter: services
C onUneeacv
IMALS
210
3,2 17
,269
51,
544
72,000
7.200
3,269
,023
79.200
PAGE 3
MAYOR AND TOWN COUNCIL
SUBJECT: POLICE SERVICES BUILDING - PROJECT MANAGEMENT SERVICES
October I5, 2007
CONCLUSION:
Staff believes The Staubach Company has the experience and capacity to provide project
management services for the project. Staff recommends that Council authorize the Town
Manager to enter into an agreement with The Staubach Company to provide project management
for the construction of the Police Services Building.
Attachments:
1. Resolution
2. Scope of Work
\:.DE'\ \CNCLRPTS\200TPolice Services Staubach PM Contract.TC.rptl.doc
RESOLUTION
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.
ATTAMENT 1
PASSED AND ADOPTED at a regular meeting of the Town Couimcd held on the I5`"'
day of October 2007, by the following vote:
COUNCIL MEMBERS:
AYES:
NAYS:
ABSENT:
ABSTAIN:
SIGNED:
//s/ Joe Pirzynski
MAYOR OF THE TOWN OF LOS GATOS
LOS GATOS, CALIFORNIA
ATTEST:
s/ Jackie Rose
CLERK ADMINISTRATOR OF THE TOWN OF LOS GATOS
LOS GATOS, CALIFORNIA
N:ADEV\RESOS\Project Manager Police Services Bldg.reso.cc.doc
2
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 in 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
David Blitz
Senior Project Manager
ATTACHMENT 2
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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.
A privately held corporation, Staubach has a shared and widely The Staubach Company
distributed ownership structure. Its officers and employees own Corporate Headquarters
approximately 72% of the company. 15601 Dallas Parkway, Suite 400
Staubach's ownership is held by Addison, Tx 75001
'`YY senior Staubach professionals
L rY,J involved in corporate and regional office management and client service.
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The Staubach Company
Regional Headquarters
2200 Geng Road, Suite 200
Palo Alto, CA 94303
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.
• Free From Conflicts Of Interest
Leasing Agents
° Advisors To Major Real Estate Space Users
Contractors, Architects, Engineers
• Specialists In Headquarters, Corporate and
Real Estate Sales People
Industrial and Healthcare Assignments
For Profit Developers
° Broad/ Fully Integrated Real Estate Services
Third Party Property Managers
■ Reputation For Integrity and Best Of Class
Publicly Traded Company
° Employee Owned Company
Limited By Conventional Wisdom
° Known For "Consultative Approach 'and
All Things To All People
Precision Implementation
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.
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Managed Value 1~=~U~_ falhrl 47E'";fld $1.3 BB
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 Valley, and East Bay Business>ournals. This award reflects our ability to
attract and retain the best talent. It's quality people that provide extraordinary service and world-
2007 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.
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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 economically beneficial 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
Overall 2007
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Staubach
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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
Impact
Is Business Savvy
#1
Adds to Bottom Line
Delivers Results On-time & Within Budget
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Adapts Services to fit my Firm's Needs/Culture
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#1
Strong Client Orientation
Has Rational Pricing
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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 for interviews.
t
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 value 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. '
Weep hiring great people like I have worked with to date. "
'I appreciate the values and integrity in which Staubach chooses to do business. 11
"Staubach did a great job helping work thru the issues including being closely involved with the attorney's as
they worked thru the issues. They helped me tremendously - the real estate issues are relatively new to me
and Staubach was a great teacher!'
V 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. "
Mark Grieco
Project Account Manager
i
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
4, x 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. His 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.
• Palm
• Capital One
e E*TRADE
• Fibrogen
• MCI
Heartport
• KLA-Tencor
BS in Construction Engineering - Roger Williams University
AA in Mechanical Engineering - Connecticut Community College
1) Bill 7amaca
RGB Networks
650-350-3707
2) Scott Tiraschi
Vice-President, Real Estate and Facilities, KLA-Tencor
408-875-5369
3) Mark Golan
VP, Real Estate, Cisco Systems
408-526-4000
- ri
I
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
corporate real estate, development, finance and brokerage. He's also managed a family
owned health care business.
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
1) Andrew Dunn
Financial Consultant & Former Director, Check Point Software
415-987-2751
2) Randy Garrett
Principal, Transwestern
214-446-4519
3) Robert Kelley
Director, Global Purchasing, Sterling Commerce
614-793-5007
i
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.
Staubach Project Managers believe that "on time and on budget- is not sufficient. We strive for
a higher standard of overall customer satisfaction with the process and results.
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.
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 in 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.
j
PROJECT DEFINITION
Mobilization and Set-Up
w 1
Meetings
Site Evaluation / Reporting
❑
❑
11
Define the CLIENT's project goals and priorities to determine how they will be
achieved in the built environment.
Define individual roles and responsibilities, project procedures, schedule
requirements and establish lines of communication and approval.
Tour and become familiar with current facilities and understand the perceived
positive and negative aspects.
Receive and become familiar with all relevant information about the project
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, j
functional, philosophical and civic goals, key project parameters, design
character, cost parameters, time constraints, and financial requirements.
Define and document perceived constraints to the process.
Work with CLIENT to develop an overall preliminary project budget and project
milestone schedule as a framework for the planners and designers to proceed.
Conduct, coordinate and orchestrate weekly meetings and specialized 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
business days of the meeting.
Arrange and participate in meetings with agencies having jurisdiction.
Report on project status at monthly client meetings. Provide analysis and
define current status and overall progress,
❑ Work with the architect and appropriate consultants to coordinate the
evaluation of the site regarding such items as:
• Environmental
• Geotechnical
Ecological
• Space / Utilization Capacity
• HVAC Capacity
• Code / ADA Compliance
• Electrical Capacity
• Utility Services
• Hazardous Materials
• Structural (Seismic)
❑ Prepare reports as necessary to communicate any issues to the staff or the
Board.
❑ Analyze reports generated by others and provide recommendations.
❑ 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
and CLIENT Project Manager.
❑ Help establish access to the site and existing facilities during construction,
` ' ❑ Help establish site layout areas and access points.
PROJECT DEFINITION
❑ Meet with all involved agencies throughout the process to establish a working
Municipal Approval 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.
y r ❑ 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
H /4'; for preliminary evaluation and ultimate approval.
I ! s ❑ Assist The CLIENT in negotiating all development, on-site and off-site public
v. improvement agreements with applicable government authorities and public
utilities if required.
❑ Along with CLIENT, develop the management structure for the project and
Project Team Selection and Management 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
'J 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
YS$.
Commissioning agent
• Construction inspection services
General contractor, design build subcontractors and subcontractors.
Other miscellaneous contractors including data/communications, furniture,
I ` 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.
w
ter-
Building Design and Agency Approval
Process
General Contractor Selection
.awv off,.
I
❑ 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
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.
❑ 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.
PROJECT DEFINITION
Subcontractor Bidding and
Negotiation
Construction Administration
l = -
Cost Control
N►
X~_
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❑ 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
❑
br<Aa
Monitor the project status on-site including periodic site visits, regular job site
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
^ s,
Project Reports
Commissioning and Close Out
❑ 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.
❑ Assist the move coordinator with the relocation of the existing users to the new
facility
a
I' tii ! r: s sau 'E
PROJECT DEFINITION
Move & Occupancy
Auditing
❑ 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 a cut-over schedule for 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.
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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.
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.