Extracted text (via pymupdf)
173390 characters
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 1
CONSTRUCTION MANAGEMENT AT RISK
MARICOPA COUNTY, ARIZONA
Maricopa County Elections Facility
PHASE I
PRE-CONSTRUCTION SERVICES
Office of Procurement Services
Serial # 240056-CMR
Contract # 240056-CMR
Facilities Management Department, Maricopa County Arizona
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 2
CONSTRUCTION MANAGEMENT AT RISK
PROFESSIONAL SERVICES AGREEMENT
PHASE I
PRE-CONSTRUCTION SERVICES
_________________________________________________________________
BETWEEN MARICOPA COUNTY, ARIZONA, AND CONTRACTOR
FOR
PROFESSIONAL SERVICES
FOR THE
Maricopa County Elections Facility AT Maricopa County
Whereas, Maricopa County, Arizona desires to construct Maricopa County Elections Facility at
Maricopa County, and
Whereas, it is the best interests of the COUNTY to obtain professional construction management services
in order to insure quality timely and valued construction from a pre-approved professional Construction
Manager at Risk (CMR), and
Whereas, the COUNTY has competitively selected the Construction Manager at Risk in accordance in
following the procedures in Section 34-603, Arizona Revised Statutes and the Maricopa County
Procurement Code from several firms, and
Whereas the selected firm will provide professional construction management services for the Maricopa
County Elections Facility project as directed by the Director of the Facilities Management Department.
This agreement made this 22nd day of May, 2024.
By and between Maricopa County (hereinafter called the
CORE Construction, Inc
(
) as a
Construction Management at Risk Firm
Phase I Pre-Construction Services
Witnesseth, that the Owner and the CMR for the considerations herein set forth, agree as follows:
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 3
TABLE OF CONTENTS
PAGE #
PROFESSIONAL SERVICES AGREEMENT ..................................................................... 2
ARTICLE 1 - SCOPE OF WORK .................................................................................... 4
ARTICLE 2 - DEFINITIONS ........................................................................................... 4
ARTICLE 3 - TERM AND TIME OF PERFORMANCE ................................................. 6
ARTICLE 4 - COMPENSATION ..................................................................................... 7
ARTICLE 5 - CHANGES IN SCOPE OF SERVICES ...................................................... 8
ARTICLE 6 - INDEMNIFICATION ................................................................................ 8
ARTICLE 7 - TERMINATION OR SUSPENSION OF THE CONTRACT ....................... 8
ARTICLE 8 - MISCELLANEOUS ................................................................................. 10
EXHIBIT A - SCOPE OF SERVICES ............................................................................ 17
EXHIBIT B .................................................................................................................... 21
SMALL BUSINESS ENTERPRISE PROGRAM.................................................................... 21
Participation Reporting Form ................................................................................. 22
EXHIBIT C - ALTERNATIVE DISPUTE RESOLUTION ............................................. 23
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 4
ARTICLE 1 - SCOPE OF WORK
The CMR shall furnish professional Construction Management (CM) Services for the project described in Exhibit A
attached hereto, upon issuance of CMR
The CMR shall furnish the following Services as specifically authorized by CMR Notice to Proceed issued by the
1.1
CMR hereby agrees to furnish all services included in this contract..
ARTICLE 2 - DEFINITIONS
2.1
BOARD OF SUPERVISORS: The Maricopa County Board of Supervisors, its successors and assigns.
2.2
COUNTY OR OWNER: Maricopa County, Arizona, a political subdivision of the State of Arizona, which
is the party hereto for which this Contract is to be performed. In all respects hereunder, COUNTY
performance is pursuant to the COUNTY
Owner of a construction project. In the event
COUNTY exercises its regulatory authority as a governmental body, the exercises of such authority and the
enforcement of any rules, regulations, laws and ordinances shall be deemed to have occurred pursuant to the
COUNTY
COUNTY as a
party to this contract.
2.3
CHANGE ORDER: A written document ordering a change in the Contract Price or Contract Time or a
material change in the Work as determined by the PROJECT MANAGER.
2.4
CMR CONTINGENCY: By mutual agreement between the Owner and the CMR the GMP may
include a CMR Contingency in the amount stated in the GMP Summary. Subject to the terms of
the Contract Documents and with prior written notification (including an appropriate Change Order
Request) to Owner, CMR shall be entitled to allocate from and apply against the CMR Contingency
increases in the cost of the work that could not have been reasonably anticipated or for increases in
General Condition costs. The Owner may disallow such CMR Contingency use and deny
reimbursement in the absence of prior notice or if the Owner determines that the use was not
consistent with the Contract Documents. CMR may not apply use or allocate from the CMR
Contingency any amounts for any of the foregoing purposes that are the result of a material breach
or material failure to perform by the CMR, any subcontractor or vendor (except as necessary to
replace any subcontractor or vendor because of the bankruptcy or failure of such party to perform),
or any party for which any of them are liable or responsible at law or under the Contract Documents,
or for any non-allowable costs of the work. The Owner reserves the right to issue a deductive
Change Order at any point during the Project, as agreed to by the CMR, deducting any or all
remaining CMR Contingency from the GMP. Upon Substantial Completion the Owner will issue
a deductive Change Order for the remaining CMR Contingency balance.
2.5
CONSULTANT: The individual, partnership, corporation, association, joint venture, or any combination
thereof, of properly registered professional architects and/or engineers, which has entered into an agreement
to provide professional services to the Owner.
2.6
CONTRACT DOCUMENTS: The Project Manual (including this Agreement and its Exhibits, attachments
and Forms), drawing
thereto (as negotiated and accepted by the COUNTY), any Addenda to the Project Manual, the record of the
contract award by the Maricopa County Board of Supervisors, the Contract, the Notice of Award, the
Notice(s) to Proceed, the Purchase Order and all agreed upon modifications issued after execution of the
Contract are the documents which are collectively referred to as the Contractor Documents.
2.7
CONTRACT PRICE: The amount established in the Contract as the Guaranteed Maximum Price (GMP), as
may be amended by Change Order.
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 5
2.8
CONTRACT: This Agreement and its exhibits, attachments, and all agreed upon modifications issued after
execution of the Contract.
2.9
CMR
: An individual, partnership, corporation,
association, joint venture, or any combination thereof, which has entered into the contract with the
OWNER for preconstruction services and/or construction of the Work. The Construction Manager
at Risk for this Project is CORE Construction, Inc.
2.10
DESIGNEE: the person or entity named, nominated or selected for the purpose identified in that section of
this Contract.
2.11
DIRECTOR OF FACILITIES MANAGEMENT: The Director of this Department, of Maricopa County,
Arizona, having the authority and responsibility for management of the specific projects authorized under
this Agreement.
2.12
FIELD ORDER: A written order which directs minor changes in the work, but which does not involve a
change in the Contract Price or Contract Time.
2.13
FINAL COMPLETION: The date certified by the CONSULTANT and PROJECT MANAGER in the Final
Certificate of Payment in which all conditions and requirements of any permits and regulatory agencies have
been satisfied; and the documents (if any) required to be provided by CMR have been received by the
has been fully completed in accordance with the terms and conditions of the Contract Documents.
2.14
GENERAL CONDITION ITEMS: The provision of facilities or performance of work by the CMR for items,
which do not lend themselves readily to inclusion in one of the separate trade contracts. Payment for the
General Condition items will be at cost and included as part of the Guaranteed Maximum Price.
2.15
GUARANTEED MAXIMUM PRICE CONSTRUCTION CONTRACT: The method of construction
contracting whereby the CMR provides design phase consulting services (pre-construction services) and
management responsibility for the project (general conditions). The fee is a dollar amount negotiated for
profit, overhead and off-site general and administrative costs. All subcontracts are generally awarded by the
CMR based on competitive bids received in response to invitations to bid issued by the CMR. The total price
paid to the CMR is the Guaranteed Maximum Price (GMP), which includes ALL MARK-
but not limited to insurance, bonds, general conditions, overhead and profit.. This contract utilizes the
Guaranteed Maximum Price as the method of compensation.
2.16
CONSTRUCTION PROJECT MANAGER: An employee of Maricopa County, Arizona, assigned by the
Director of the Facilities Management Department to make observations of work performed by a CMR.
2.17
LUMP SUM COMPENSATION: The amount established in Article 4 of this Pre-Construction Services
Contract as the amount to be paid to the CMR for the services outlined in this contract, as may be amended
by Change Order.
2.18
MATERIALS: Materials incorporated in this Project, or used or consumed in the performance of the Work.
2.19
NOTICE TO PROCEED: One or more written notices to CMR authorizing the commencement of Work.
2.20
PLANS AND/OR DRAWINGS: The official graphic representations of this construction project which are
a part of the Contract Documents.
2.21
PRICING DOCUMENTS: The set of documents upon which the GMP contract is negotiated is comprised
of the following: (i) the Owner approved Contract Documents, (ii) the Estimated CMR
Cost (including unit prices, quantities and explanatory notes), (iii) the CMR
schedules developed by the CMR and approved by the PROJECT MANAGER, and any other documents or
exhibits utilized to derive the GMP.
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 6
2.22
PROJECT: The construction, alteration or repair, and all service and incidents thereto, of the Maricopa
County, Arizona facility, as contemplated and budgeted by the Owner, including the work described in
Exhibit A herein.
2.23
PROJECT MANAGER: The ranking managerial employee of the agency of COUNTY government which
by the DIRECTOR; who is the representative of the Owner, concerning the Contract Documents.
2.24
PROJECT MANUAL: The official documents setting forth information and requirements; contract forms,
bonds, and certificates; general and supplementary conditions of the Contract Documents; the specifications;
and the plans and drawings of the Project.
2.25
RESIDENT PROJECT REPRESENTATIVE: An authorized representative of CONSULTANT on the
Project.
2.26
SMALL BUSINESS ENTERPRISE (SBE): has the meanings set forth in Article 13.8 of the General
Conditions to the Construction Contract and Section 00810, Maricopa County Small Business Enterprise
Program Construction Contracting Requirements and as set forth in A.R.S. § 41-1001.
2.27
SUBCONTRACTOR: A person, firm or corporation having direct contact with CMR including one who
furnishes material worked to a special design according to the Project Manual for this work, but does not
include who merely furnishes material not so worked.
2.28
SUBSTANTIAL COMPLETION: That date on which, as certified in writing by Design Professional, the
Work, or a portion thereof designated by the PROJECT MANAGER in its sole discretion, is at a level of
completion in substantial compliance with the Contract Documents such that all conditions of permits and
regulatory agencies have been satisfied and the Owner or its designee can enjoy beneficial use or occupancy
and can use or operate it in all respects for its intended purpose. A Certificate of Final Inspection must be
issued for Substantial Completion to be achieved, however, the issuance of a Certificate of Occupancy or the
date thereof are not to be determinative of the achievement or date of Substantial Completion.
2.29
VALUE ENGINEERING: An organized approach to providing the necessary function or product which
provides equal or better performance at a lower cost.
2.30
WORK: The totality of the obligations, including construction and other services required by the Contract
Documents, whether completed or partially completed, including all labor, materials, equipment and service
provided or to be provided by CMR to fulfill the CMR
a part of the project.
2.31
WRITTEN NOTICE: Shall be deemed to have been duly served if delivered in person to the individual or to
a member of the firm or to an officer of the corporation for whom it is intended, if delivered at or sent by
registered mail or other traceable delivery service to the last known business address. Electronic, facsimile
(FAX) or other telephonic transmission shall not be considered as written notice.
ARTICLE 3 - TERM AND TIME OF PERFORMANCE
3.1
All duties, obligations, and responsibilities of CMR required by this Agreement shall be completed no later
than March 15, 2026. Time shall be deemed to be of the essence in performing the duties, obligations and
responsibilities required by this Agreement.
3.2
At or before the completion of this contract the CMR, following completion of cost estimating, value
engineering and other services set forth in Article 4 will submit to the COUNTY a written Guaranteed
Maximum Price (GMP) for the construction of this project. The CMR shall submit the GMP in a format
approved by the COUNTY. The COUNTY, by and through the Director, Deputy Director and/or Project
Manager, will have the opportunity to negotiate the amount of the GMP with the CMR. In the event the
COUNTY and CMR cannot come to agreement on a GMP within a reasonable timeframe, as determined by
the COUNTY, the COUNTY reserves the right to terminate this Contract for convenience and the CMR will
immediately submit all documents, in accordance with the applicable provisions of this agreement. The CMR
shall have no recourse from this termination and the COUNTY shall take such documents, as defined, in Section
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 7
8.1 herein, and commence negotiations with the second and third ranked firm, respectively. Conditions,
precedent to a Phase II contract, for this project are the satisfactory final completion of Phase I and an agreed
upon GMP. If a GMP is agreed to with the CMR, a separate agreement will be entered into between the parties.
ARTICLE 4 - COMPENSATION
4.1
Owner agrees to pay CMR, in the manner specified in Section 4.2, the total Lump Sum Compensation in the
amount of $1,324,514.00 (One Million, Three Hundred Twenty-Four Thousand, Five Hundred Fourteen
Dollars, and No Cents) for work actually performed and completed pursuant to this Agreement, which amount
shall be accepted by CMR as full compensation for all such work. It is acknowledged and agreed by CMR that
this amount is the maximum payable and constitutes a limitation upon Owner
MR
for its services related to the Scope of Services set forth in Exhibit A attached hereto and in this Agreement.
This maximum amount, however, does not constitute a limitation, of any sort, upon CMR
perform all items of work required by or which can be reasonably inferred from the Scope of Services. No
amount shall be paid to CMR to reimburse its expenses. In addition, no overhead, profit, or mark-
added or paid by the owner for any services performed under this contract.
The Lump Sum Compensation for Phase I Pre-Construction Services in the amount of $1,324,514.00 (One
Million, Three Hundred Twenty-Four Thousand, Five Hundred Fourteen Dollars, and No Cents) shall be
paid out based upon the percentage complete for each of the following Project Phases.
PROJECT PHASES
Scheduling
Constructability Review
Cost Estimating
Value Engineering
Guaranteed Maximum Price (GMP)
Prequalification of Subcontractors
4.1.1
It is understood that the method of compensation is that of Lump Sum which means that CMR shall
perform all services set forth in Exhibit A, and in this Agreement, for the total compensation in the
Lump Sum amount. This Lump Sum amount is considered, by all parties to the contract, to include
all CMR reimbursable expenses. Absent a Change Order specifically indicating otherwise, no
amount greater than the Lump Sum Compensation will be paid to reimburse the CMR for any other
expenses (reimbursable or otherwise).
4.2
METHOD OF BILLING AND PAYMENT
4.2.1
CMR may submit invoices for compensation no more often than on a monthly basis. Invoices shall
be based upon the percentage complete for each Project Phase. Invoices shall be submitted
electronically to Business Services at fmd-accountspayable@mail.maricopa.gov.
4.2.2
COUNTY shall pay CMR within thirty (30) calendar days of receipt of CMR
To be deemed proper, all invoices must comply with the requirements set forth in this Agreement
and must be submitted on the form and pursuant to instructions prescribed by PROJECT
MANAGER. Payment may be withheld for failure of CMR to comply with a term, condition, or
requirement of this Agreement.
4.3
Notwithstanding any provision of this Agreement to the contrary, COUNTY may withhold, in whole or in part,
payment to the extent necessary to protect itself from loss on account of inadequate or defective work which
has not been remedied, or resolved in a manner satisfactory to the PROJECT MANAGER, and/or due to CMR
failure to comply with Section 8.1 herein. The amount withheld shall not be subject to payment of interest by
COUNTY.
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 8
4.4
Payment shall be made to CMR at the address registered for CMR
Office of
Procurement
Services/Finance
Departments
at
their
on-line
registration:
http://www.maricopa.gov/finance/vendors.aspx
ARTICLE 5 - CHANGES IN SCOPE OF SERVICES
5.1
Any change to the Scope of Services must be accomplished by a written amendment, executed by the parties
in accordance with Article 8 herein.
ARTICLE 6 - INDEMNIFICATION
6.1
. To the fullest extent permitted by law, the CMR shall defend,
indemnify and hold harmless the OWNER, its agents, representatives, officers, directors, officials, and
employees from and against all claims, damages losses, and expenses, including but not limited to attorney
fees, court costs, expert witness fees, and the cost of appellate proceedings, relating to, arising out of, or alleged
to have resulted from the negligent, reckless, or intentionally wrongful acts, errors, omissions or mistakes of
the CMR, its agents, representatives, employees, or subcontractors relating to the performance of this Contract.
directors, officials, and employees shall arise in connection with any claim, damage loss or expense that is
attributable to bodily injury, sickness, disease, death or injury to, impairment, or destruction of property,
including loss of use resulting therefrom, caused by the referenced acts, errors, omissions or mistakes in the
performance of this Contract, including those made by any person for whose acts, errors, omissions or mistakes,
the CMR may be legally liable.
ARTICLE 7 - TERMINATION OR SUSPENSION OF THE CONTRACT
7.1
TERMINATION BY THE OWNER FOR CAUSE
7.1.1
Criteria for Termination for Cause. The Owner may terminate the Contract if the CMR :
7.1.1.1 Persistently or repeatedly refuses or fails to supply enough properly skilled Workers or
proper materials;
7.1.1.2 Persistently disregards laws, ordinances, or rules, regulations or orders of a public authority
having jurisdiction;
7.1.1.3 Material breaches of any provision of the Contract;
7.1.1.4
ability to complete the Work in compliance with all the requirements of the Contract; or
7.1.1.5 Fails after commencement of the Work to proceed diligently and continuously with the
construction and completion of the Work for more than seven (7) days, except as permitted
under the Contract.
7.1.1.6 Persistently or repeatedly refuses or fails to carry out the Safety provisions as required by
Contract.
7.1.1.7 Fails to make payment to Subcontractors for materials or labor in accordance with the
respective agreements between the CMR and the Subcontractors;
7.1.2
Effect of Termination for Cause. When any of the above conditions exist, the Owner, after
justify such action, may without prejudice to any other rights or remedies of the Owner and after giving
subject to any prior rights of the Surety:
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 9
7.1.2.1 Take possession of the Site and all materials, equipment, tools, and construction equipment
machinery thereon owned by the CMR ;
7.1.2.2 Accept assignment of subcontracts pursuant to the terms of this contract and A.R.S.; and
7.1.3
Finish the Work by whatever reasonable method the Owner may deem expedient. CMR Right to
Receive Payment. When the Owner terminates the Contract for one of the reasons stated in Article
7.1.1, the CMR shall not be entitled to receive further payment until the Work is finished.
7.1.4
Costs for Finishing Work. If the unpaid balance of the Contract Sum exceeds costs of finishing the
Work, including compensation for the Owner's and A/E's services and expenses made necessary
thereby, such excess shall be paid to the CMR. If such costs exceed the unpaid balance, the CMR
shall pay the difference to the Owner. The amount to be paid to the CMR or Owner, as the case may
be, shall, upon application, be certified by the A/E after consultation with the Owner, and this
obligation for payment shall survive termination of the Contract.
7.2
SUSPENSION BY THE OWNER FOR CONVENIENCE
7.2.1
Owner's Right. The Owner may, without cause, order the CMR in writing to suspend, delay or
interrupt the Work in whole or in part for such period of time as the Owner may determine.
7.2.2
Adjustment in Contract Sum. An adjustment shall be made for increases in the cost of performance
of the Contract, including profit on the increased cost of performance, caused by suspension, delay or
interruption. No adjustment shall be made to the extent:
7.2.2.1 That performance is, was or would have been so suspended, delayed or interrupted by
another cause for which the CMR is responsible; or
7.2.2.2 That an equitable adjustment is made or denied under another provision of this Contract.
7.2.3
Method for Adjustment in Contract Sum. Adjustments made in the cost of performance may have a
mutually agreed fixed or percentage fee.
7.3
OWNER'S TERMINATION FOR CONVENIENCE
7.3.1
Effect of Termination for Convenience. The Owner reserves the right to terminate the Contract for
convenience and without cause even if the CMR has not failed to perform any part of the Contract.
Termination of the Work hereunder shall be effected by written notice to the CMR. Upon receipt of
such notice, the CMR shall, unless the notice otherwise directs:
7.3.1.1 Immediately discontinue the Work and the placing of all orders and subcontracts in
connection with this Contract;
7.3.1.2 Immediately cancel all of the existing orders and subcontracts made hereunder;
7.3.1.3 Immediately transfer to the Owner all materials, supplies, Work in progress, appliances,
facilities, machinery and tools acquired by the CMR in connection with the performance
of the Contract, and take such action as may be necessary or as the Owner may direct for
protection and preservation of the Work relating to this Contract; and
7.3.1.4 Deliver all plans, Drawings, Specifications and other necessary information to the Owner.
7.3.2
Exclusive Remedy. If the Owner terminates the Contract for convenience, the following shall
7.3.2.1 Reimbursement of all actual expenditures and costs approved by the Owner as having been
made or incurred in performing the Work;
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 10
7.3.2.2 Reimbursement of expenditures made and costs incurred with the Owner's prior written
approval in settling or discharging outstanding commitments entered into by the CMR in
performing the Contract; and
7.3.2.3
Payment of profit, in so far as profit is realized hereunder, of an amount equal to the
estimated profit on the entire Contract at the time of termination multiplied by the
percentage of completion of the Work. In no event shall the CMR be entitled to anticipated
fees or profits on Work not required to be performed.
7.3.3
Warranties, Guarantees and Indemnities to Remain in Effect. All obligations of the CMR under the
Contract with respect to completion of the Work, including but not limited to all warranties, guarantees
and indemnities, shall apply to all Work completed or substantially completed by the CMR prior to a
convenience termination by the Owner. Notwithstanding the above, any convenience termination by
the Owner or payments to the CMR shall be without prejudice to any claims or legal remedies that the
Owner may have against the CMR for any cause.
7.3.4
Conversion of Termination for Cause to Termination for Convenience. Upon a determination that a
termination of this Contract other than a termination for convenience under this Article was wrongful
or improper for any reason, such termination shall automatically be deemed converted to a
convenience termination under this Article 7
shall be limited to the recoveries specified under Article 7.3.2.
7.3.5
Remedy Limited to Damages. In the event that the CMR is terminated, whether for cause or
convenience
reinstatement or other equitable relief from a court or through alternative dispute resolution as
provided in the Phase II Construction Services Contract.
7.3.6
Notice that Contract is Subject to Termination Provisions of A.R.S. § 38-511. The parties
acknowledge, and as required by law, notice is hereby given that this Contract is subject to A.R.S. §
38-511.
ARTICLE 8 - MISCELLANEOUS
8.1
OWNERSHIP OF DOCUMENTS
Any and all reports, photographs, surveys, and other data and documents provided or created in connection with
this Agreement are and shall remain the property of COUNTY. In the event of termination of this Agreement,
any reports, photographs, surveys, estimates, schedules, drawings, and other data and documents prepared by
CMR, whether finished or unfinished, shall become the property of COUNTY and shall be delivered by CMR to
the PROJECT MANAGER within seven (7) days of termination of this Agreement by either party. Any
compensation due to CMR shall be withheld until all documents are received as provided herein. This shall apply
to all documents produced in any phase of the work, regardless of whether a subsequent phase is undertaken with
CMR.
8.2
AUDIT RIGHT AND RETENTION OF RECORDS
COUNTY shall have the right to audit the books, records and accounts of CMR that are related to this Project.
CMR shall keep such books, records, and accounts as may be necessary in order to record complete and correct
entries related to the Project.
CMR shall preserve and make available, at reasonable times for examination and audit by COUNTY, all financial
records, supporting documents, statistical records and any other documents pertinent to this Agreement for the
required retention period of 9 years. If any audit has been initiated and audit findings have not been resolved at
the end of the retention period or three (3) years, whichever is longer, the books, records and accounts shall be
retained until resolution of the audit findings. Any incomplete or incorrect entry in such books, records, and
accounts shall be a basis for COUNTY
8.3
NONDISCRIMINATION, EQUAL EMPLOYMENT OPPORTUNITY, AND AMERICANS WITH
DISABILITIES; SMALL BUSINESS ENTERPRISE POLICY
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 11
8.3.1
This Contract is made in accordance with and subject to the provision of all applicable laws, statutes,
ordinances, rules, regulations, executive orders and codes. To the extent required by applicable law,
each party hereto shall comply and require its Subcontractors and suppliers to comply with all then
applicable federal, state of Arizona and local nondiscrimination laws, rules, regulations, ordinances
and executive orders, including, without limitation, the Civil Rights Act of 1964, the Age
Discrimination in Employment Act and the Americans with Disabilities Act, as they may be amended,
modified, codified, supplemented or repealed from time to time.
8.3.2
It is Maricopa
nterprises (SBE) with the opportunity to
various commodities and services. This contract has no requirement for utilization of
however,
it does require that utilization of SBE firms by CMR be reported for tracking by the County. A full
incorporated herein by reference in Exhibit B.
8.3.3
CMR agrees to comply with all provisions and requirements of Arizona Executive Order 2009-09
including flow down of all provisions and requirements to any subcontractors. Executive Order 2009-
09 supersedes Executive order 99-4 and amends Executive order 75-5 and may be viewed and
https://apps.azsos.gov/public_services/register/2009/46/governor.pdf which is hereby incorporated
into this contract as if set forth in full herein. During the performance of this contract, CMR shall not
discriminate against any employee, client or any or any other individual in any way because of that
creed, color, religion, sex, disability or national origin.
8.4
INDEPENDENT CONTRACTOR
CMR is an independent contractor under this Agreement. Services provided by CMR pursuant to this Agreement
shall be subject to the supervision of CMR. In providing such services, neither CMR nor its agents shall act as
officers, employees, or agents of the COUNTY. This Agreement shall not constitute or make the parties a
partnership or joint venture. The COUNTY is not responsible for any debt, default, act or omission of the CMR.
8.5
THIRD PARTY BENEFICIARIES
Neither CMR nor COUNTY intends to directly or substantially benefit a third party by this Agreement. Therefore,
the parties agree that there are no third party beneficiaries to this Agreement and that no third party shall be
entitled to assert a claim against either of them based upon this Agreement. The parties expressly acknowledge
that it is not their intent to create any rights or obligations in any third person or entity under this Agreement.
8.6
NOTICES
Whenever either party desires to give notice to the other, such notice must be in writing, sent by certified United
States mail, postage prepaid, return receipt requested, or by hand-delivery with a request for a written receipt of
acknowledgment of delivery, addressed to the party for whom it is intended at the place last specified. The place
for giving notice shall remain the same as set forth herein until changed in writing in the manner provided in this
section. For the present, the parties designate the following:
Charles Jones, Director
Facilities Management Department
Maricopa County
401 W. Jefferson St
Phoenix, Arizona 85003
FOR CMR:
Todd Steffen, President
CORE Construction, Inc
3036 E. Greenway Road
Phoenix, Arizona 85032
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 12
8.7
ASSIGNMENT AND PERFORMANCE
Neither this Agreement nor any interest herein shall be assigned, transferred, or encumbered by either party. In
addition, CMR shall not subcontract any portion of the work required of it by this Agreement without written
consent of the PROJECT MANAGER.
CMR represents that all persons delivering the services required by this Agreement have the knowledge
and skills, either by training, experience, education, or a combination thereof, to adequately and
competently perform the duties, obligations, and services set forth in the Scope of Services and to provide
and perform such services to COUNTY
CMR shall perform its
duties, obligations, and services under this Agreement in a skillful and respectable manner. The CMR shall
-
construction services, construction administration, management services, and supervision; and to perform
the Work in an expeditious and economical
accordance with the requirements of the Contract Documents. The quality of CMR
interim and final product(s) provided to or on behalf of COUNTY shall be comparable to the best local and
national standards.
8.8
CONFLICTS
Neither CMR nor its employees shall have or hold any continuing or frequently recurring employment or
contractual relationship that is substantially antagonistic or incompatible with CMR
exercise of judgment related to its performance under this Agreement.
CMR agrees that none of its officers or employees shall, during the term of this Agreement, serve as an expert
witness against COUNTY in any legal or administrative proceeding in which he or she is not a party, unless
compelled by court process. Further, CMR agrees that such persons shall not give sworn testimony or issue a
report or writing, as an expression of his or her expert opinion, which is adverse or prejudicial to the interests of
COUNTY in connection with any such pending or threatened legal or administrative proceeding. The limitations
of this section shall not preclude CMR or any other persons from representing themselves in any action or in any
administrative or legal proceeding. In the event CMR is permitted to utilize subcontractors to perform any services
required by this Agreement, CMR agrees to prohibit such subcontractors, by written contract, from having any
conflicts within the meaning of this section.
8.9
CONTINGENCY FEE
CMR warrants that it has not employed or retained any company or person, other than a bona fide employee
working solely for CMR, to solicit or secure this Agreement and that it has not paid or agreed to pay any person,
company, corporation, individual or firm, other than a bona fide employee working solely for CMR, any fee,
commission, percentage, gift, or other consideration contingent upon or resulting from the award or making of
this agreement. For a breach or violation of this provision, COUNTY shall have the right to terminate this
Agreement without liability at its discretion, or to deduct from the Agreement price or otherwise recover the full
amount of such fee, commission, percentage, gift or consideration.
8.10
MATERIALITY AND WAIVER OF BREACH
COUNTY AND CMR agree that each requirement, duty, and obligation set forth herein is substantial and
important to the formation of this Agreement and, therefore, is a material term hereof.
COUNTY failure to enforce any provision of this Agreement shall not be deemed a waiver of such provision or
modification of this Agreement. A waiver of any breach of a provision of this Agreement shall not be deem a
waiver of any subsequent breach and shall not be construed to be a modification of the terms of this Agreement.
8.11
COMPLIANCE WITH LAWS
CMR shall comply with all federal state, and local laws, codes, ordinances, rules, and regulations in performing
its duties, responsibilities, and obligations pursuant to this Agreement.
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 13
8.12
SEVERANCE
In the event a portion of this Agreement is found by a court of competent jurisdiction to be invalid, the remaining
provisions shall continue to be effective unless COUNTY or CMR elects to terminate this Agreement. An election
to terminate this Agreement based upon this provision shall be made within seven (7) days after the finding by
the court becomes final.
8.13
JOINT PREPARATION
The parties acknowledge that they have sought and received whatever competent advice and counsel as was
necessary for them to form a full and complete understanding of all rights and obligations herein and that the
preparation of this Agreement has been their joint effort. The language agreed to expresses their mutual intent
and the resulting document shall not, solely as a matter of judicial construction, be construed more severely
against one of the parties than the other.
8.14
PRIORITY OF PROVISIONS
If there is a conflict or inconsistency between any term, statement, requirement, or provision of any exhibit
attached hereto, any document or events referred to herein, or any document incorporated into this Agreement by
reference and a term, statement, requirement, or provision of this Agreement, the term, statement, requirement,
or provision contained in this Agreement shall prevail and be given effect.
8.15
APPLICABLE LAW AND VENUE
This Agreement shall be interpreted and construed in accordance with and governed by the laws of the State of
Arizona. Venue for litigation or any proceedings concerning this Agreement shall be in Maricopa County,
Arizona.
8.16
AMENDMENTS
No modification, amendment, or alteration in the terms or conditions contained herein shall be effective unless
contained in a written document prepared with the same or similar formality as this Agreement and executed by
the COUNTY and CMR.
All amendments to this Contract shall be in writing and approved/signed by both parties. Maricopa County Office
of Procurement Services shall be responsible for approving all amendments for Maricopa County
8.17
PRIOR AGREEMENTS
This document incorporates and includes all prior negotiations, correspondence, conversations, agreements, and
understandings applicable to the matters contained herein and the parties agree that there are no commitments,
agreements or understandings concerning the subject matter of this Agreement that are not contained in this
document. Accordingly, the parties agree that no deviation from the terms hereof shall be predicated upon any
prior representations or agreements, whether oral or written. It is further agreed that no modification, amendment
or alteration in the terms or conditions contained herein shall be effective unless set forth in writing in accordance
with Section 8.16 above.
8.18
DRUG-FREE WORKPLACE
It is a requirement of COUNTY that it enter into contracts only with firms that certify the establishment of a drug
free work place. Execution of this Agreement by CMR shall serve, as CMR
has or that it will establish a drug free work place.
8.19
INCORPORATION BY REFERENCE
The truth and accuracy of each
Exhibits are incorporated into and made a part of this Agreement.
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 14
8.20
LEGAL WORKER REQUIREMENTS
As required by Arizona Revised Statutes §41-4401, the County is prohibited after September 30, 2008 from
awarding a contract to any service or construction contractor who fails, or whose subcontractors fail, to comply
with Arizona Revised Statutes § 23-214-A. The CMR warrants that it complies fully with all federal immigration
laws and regulations that relate to its employees, that it shall verify, through the employment verification pilot
program as jointly administered by the U.S. Department of Homeland Security and the Social Security
Administration or any of its successor programs, the employment eligibility of each employee hired after
December 31, 2007, and that it shall require its subcontractors and sub-subcontractors to provide the same
warranties to the CMR. The CMR acknowledges that a breach of this warranty by CMR or by any subcontractor
or sub-subcontractor under this Contract shall be deemed a material breach of this Contract, and is grounds for
penalties, including termination of this Contract, by Maricopa County. Maricopa County retains the right to
inspect the records of any CMR, subcontractor and sub-subcontractor employee who performs work under this
Contract, and to conduct random verification of the employment records of the Contractor and any subcontractor
and sub-subcontractor who works on this Contract, to ensure that the CMR and each subcontractor and sub-
subcontractor is complying with the warranties set forth above. CMR shall be responsible for all costs associated
with compliance with this requirement.
8.21
UNIFORM ADMINISTRATIVE REQUIREMENTS
When applicable and by entering into this Contract the Contractor agrees to comply with all applicable provisions
of Title 2, Subtitle A, Chapter II, PART 200
UNIFORM ADMINISTRATIVE REQUIREMENTS, COST
PRINCIPLES, AND AUDIT REQUIREMENTS FOR FEDERAL AWARDS contained in Title 2 C.F.R. § 200
et seq.
8.22
FORCED LABOR
By submitting a bid for this solicitation and/or entering into a contract as a result of this solicitation, contractor
agrees to comply with all applicable portions of Arizona Revised Statutes Section 35-394. Contracting;
procurement; prohibition; written certification; remedy; termination; exception; definitions.
Contractor certifies that it does not currently, and agrees for the duration of the contract, that it will not use:
The forced labor
Any contractors, subcontractors or suppliers that use the forced labor or any good or services produced by the
If contractor becomes aware during the term of the agreement that contractor is not in compliance with this
paragraph, the contractor shall notify the County within five business days after becoming aware of the
noncompliance. If the contractor fails to provide a written certification to the County that the contractor has
remedied the noncompliance within 180 days after notifying the County of its noncompliance, then the agreement
terminates, except that if the agreement termination date occurs before the end the 180 day period, the agreement
terminates on the agreement termination date.
8.23
WRITTEN CERTIFICATION PURSUANT TO A.R.S. § 35-393.01
If vendor engages in for-profit activity and has 10 or more employees, and if this agreement has a value of
$100,000 or more, vendor certifies it is not currently engaged in, and agrees for the duration of this agreement
to not engage in, a boycott of goods or services from Israel. This certification does not apply to a boycott
prohibited by 50 U.S.C. § 4842 or a regulation issued pursuant to 50 U.S.C. § 4842.
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. #15
IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the day and date first
above written, each of which shall, without proof or accounting for the other counterparts, be deemed an
original contract.
240056-CMR
Maricopa County Elections Facility
___________________________________
__________________________
Principal (Signature)
Date
Todd Steffen________________________
__________________________
Printed Name
Federal Tax Identification Number
President__________________________
Title
Arizona Contractor
Net 14 days
90924
Vendor Terms
NIGP Commodity Code (Advantage)
COUNTY OF MARICOPA, ARIZONA
RECOMMENDED BY:
ACCEPTED AND APPROVED:
______________________________________
_____________________________________
Department Head
Date
Chairman,
Date
Board of Supervisors
ATTEST:
_____________________________________
Clerk of the Board
Date
LEGAL REVIEW
Approved as to form and within the powers and
authority granted under the laws of the State of
Arizona to Maricopa County.
By:
_________________________________
Deputy County Attorney
Date: _________________________________
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. #16
LIST OF EXHIBITS AND FORMS
EXHIBITS:
A.
SCOPE OF SERVICES
B
SMALL BUSINESS ENTERPRISE PROGRAM
C
ALTERNATIVE DISPUTE RESOLUTION
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 17
EXHIBIT A - SCOPE OF SERVICES
The scope of work defining preconstruction services to be provided by the Construction Manager at Risk (CMR) for this
project, are as follows:
I.
SCHEDULING
(A)
The CMR shall develop an Overall Construction Project Schedule, utilizing Critical Path Method
(CPM) logic sequencing, reflecting the design (remaining portion thereof) and construction of the
overall project.
(B)
The CMR shall utilize the completed Construction Project Schedule, to develop a Project Control
Schedule, which shall be presented in a bar graph format. The purpose of the Project Control Schedule
is to summarize the information contained in the CPM schedule in order to provide the project team
with a management tool and an overall project visual aid to easily determine the schedule and status
of the total project and shall be provided to the County in Primavera P6 software. The information
derived from these two schedules are to become part of the CMR
the CMR.
(C)
CMR shall periodically update on a monthly basis both the Construction Project Schedule and the
Project Control Schedule throughout the term of the preconstruction and construction phases of the
project as part of the CMR
II.
CONSTRUCTABILITY REVIEW
(A)
The CMR shall review and evaluate Design Development documents for clarity, consistency,
completeness, and ease of construction in order to achieve the overall objective of the project.
(B)
CMR
eview of the design documents shall include the following activities:
1.
Preparing a Master Checklist to be used as a guide for reviewing each technical discipline.
2.
-
corresp
-
3.
Preparing and presenting a written report of constructability problems and concerns,
including:
(a)
recommendations
(b)
checklist and comments
At least at each of the following stages:
(a)
programming
(b)
schematic design
(c)
design development
(d)
construction documents
4.
Attending workshop meetings with the Consultant and the PROJECT MANAGER to review
proposed changes and recommending the changes, which are to be implemented for the
project.
5.
Verifying and conducting final review of changes to the construction Documents.
III.
COST ESTIMATING
(A)
The CMR shall be responsible for preparing a minimum of four Construction Cost Estimates.
(B)
The CMR shall prepare the first Construction Cost Estimate based on the information prepared at the
completion of the Programming phase and shall estimate the cost of the major elements and
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 18
subcomponents of the project. The purpose of the first Construction Cost Estimate is to verify the
information derived from this estimate shall directly relate to the CMR
Constructability and Value Engineers Report relative to ways to reduce and/or control costs.
(C)
The CMR shall prepare the second Construction Cost Estimate based on the information prepared at
the completion of the Schematic Design phase and shall estimate the cost of the major elements and
subcomponents of the project. The purpose of the second Construction Cost Estimate is to verify the
information derived from this estimate shall directly relate to the CMR
Constructability and Value Engineers Report relative to ways to reduce and/or control costs.
(D)
The CMR shall prepare the third Construction Cost Estimate based on Design Development
documents and shall estimate the cost of the major elements and subcomponents of the project. The
purpose of the third
within the established construction budget. The cost information derived from this estimate shall
directly relate to the CMR
relative to ways to reduce and/or control costs.
(E)
The final Construction Cost Estimate shall be based on one hundred percent (100%) complete
construction docum
building permit and to obtain all required approval of all governmental authorities having jurisdiction
over the project. The forth Construction Cost Estimate shall be used as the basis for negotiating the
Guaranteed Maximum Price (GMP) for the project and the basis for monitoring status of the project
throughout the construction phase.
(F)
Additional Construction Cost Estimates may need to be developed during the pre-construction phase
of the project and will be identified by the County PROJECT MANAGER prior to development of the
Lump Sum Compensation amount.
IV.
VALUE ENGINEERING
As a result of the CMR
r
control costs, the CMR and Project Team shall work together to
mechanical, electrical and plumbing systems and elements, and make cost/performance recommendations for
the
consideration. The CMR shall prepare
recommendations in the form of a written report
to be presented to the Owner.
V.
GUARANTEED MAXIMUM PRICE (GMP)
Utilizing the information arrived at by formulating a schedule and cost estimates along with the results achieved
by performing a constructability review and Value Engineering, the CMR shall determine a (GMP). Based
upon the definition as set forth in Section 2.15 of this agreement:
(A)
The CMR shall present the GMP in writing to the owner.
(B)
The final GMP shall include all pricing documents as set forth in Section 2.21 of this agreement.
The final GMP shall include a letter of assumptions and clarifications used by the CMR to develop
the GMP.
VI.
PREQUALIFICATION OF SUBCONTRACTORS
The CMR may conduct a community outreach program to identify potential minority subcontractors who
may be selected to participate in the project as small business enterprises (SBE) in order to satisfy the
COUNTY for the construction phase of the project.
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 19
CONTRACTUAL RELATIONSHIP
Nothing contained in the Contract shall create any contractual relationship between the Owner or A/E and any
Subcontractor.
AWARD OF SUBCONTRACTS AND OTHER CONTRACTS FOR PORTIONS OF THE WORK
(1)
Award. There are two ways to select subcontractors and major suppliers (hereafter referred to as
Subcontractors) prior to submission of a GMP. They are qualifications-based selection and
competitive bidding.
(2)
Selection by qualifications only. The Owner may approve the selection of a Subcontractor (s) based
only on their qualifications when the Owner agrees that it is in the best interest of the Project.
(3)
Qualification based. Selection of a Subcontractor (s) should only occur prior to the submittal of the
GMP Proposal.
(4)
If the CMR wishes to replace any Subcontractor or Vendor after GMP Proposal is received by the
Owner. The CMR must receive approval from the Owner in writing.
(5)
Approval. The CMR must receive Owner approval of the selected Subcontractor (s).
(6)
Costs. The CMR will bid costs for services/supplies from each Subcontractor selected under this
method.
(7)
Selection by competitive Bid and qualifications. All Work shall be competitively bid unless a
Subcontractor was selected based on qualifications and approved by the Owner..
(8)
Subcontractor Interest. The CMR will develop Subcontractor interest, submit the names of a minimum
of three qualified Subcontractors for each trade in the Project for approval by the Owner and solicit
bids various work categories.
(9)
Objections. If the Owner objects to any Subcontractors or to any self-performed work for good reason,
the CMR will nominate a substitute Subcontractor.
(10)
Pre-GMP Conference. The CMR will conduct a pre-GMP conference with the prospective
Subcontractors and the Owner will attend this meeting at their discretion.
(11)
Self-performed Work. If the CMR desires to self-perform certain portions of the Work, it will request
to be one of the approved Subcontractors bidders for that specific disciple.. The CMR and
sealed bids shall be submitted to the Owner for opening. The CMR bid must be
received by the Owner two (2) business days prior to the sealed subcontractor bid due date.
(12)
Evaluate GMPs. The CMR shall receive, open, record, and evaluate the bids for each disciple. The
apparent low bidders will be interviewed to determine the responsiveness of their proposals. In
evaluating the responsiveness of the bid proposals. In addition to the subcontractor bids the CMR may
consider the following factors: past performance on similar projects, qualifications and experience of
personnel assigned, quality management plan, approach or understanding of the work to be performed,
and performance schedule to complete the Work. The final evaluation of subcontractor bids will be
completed by the Owner through the
list of recommended subcontractors. The CMR will
resolve any Subcontractor bid withdrawal, protest or disqualification in connection with the award at
no increase in the GMP.
(13)
List of Subcontractors. Prior to execution of any Subcontract, the CMR will prepare a list of
w and approval. The
list will detail:
(a)
For each sub-agreement, the amount of the Subcontractor bid and the corresponding
Subcontractor.
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 20
The sum of Subcontractor bid received for all intended sub-agreements.
(b)
The Arizona Contractors License number of each Subcontractor shall be provided. Upon
request by the Owner, the CMR shall promptly provide an experience statement or other
requested information providing evidence of the Subcontractors' qualifications for the Work
and experience with similar projects.
(14)
Owner Objections. If, after receipt of Sub-bids or after award of Subcontractors, the Owner objects
to any nominated Subcontractor or to any self-performed Work for good reason, the CMR will
nominate a substitute Subcontractor or Supplier from those who submitted bids for the Work affected.
proposed GMP for the Work or portion thereof will be correspondingly adjusted to reflect any higher
or lower costs from any such substitution.
(15)
Pre-Construction Conference. Promptly after issuance of the Notice to Proceed, the Owner will
conduct a pre-award conference with the CMR and other team members.
SUBCONTRACTUAL RELATIONS
(1)
Subcontractors Subject to Contract. By an appropriate written Agreement, the CMR shall require each
Subcontractor, to the extent of the Work to be performed by the Subcontractor, to be bound to the
CMR by the terms of the Contract, and to assume toward the CMR all the obligations and
responsibilities which the CMR assumes toward the Owner, except with respect to the ADR provisions
of this Contract. The CMR shall require its Subcontractors to enter into similar agreements with their
Subcontractors, except with respect to the ADR provisions of this Contract. The CMR shall make
available to each proposed Subcontractor, prior to the execution of the subcontract, copies of this
Contract to which the Subcontractor will be bound, except with respect to the ADR provisions of this
Contract. Each Subcontractor shall similarly make copies of this Contract available to their
Subcontractors.
(2)
Terms to be Included in Subcontracts. All Work performed for the CMR by a Subcontractor shall be
pursuant to a written agreement between the CMR and the Subcontractor. The CMR will ensure that
each such subcontract contains provisions requiring:
(3)
That the Work be performed and guaranteed in accordance with the requirements of this Contract.
(4)
Submission to the CMR of Applications for Payment under each subcontract, and reasonable time to
enable the CMR to apply for payment in accordance with Article 4:
(a)
That the Subcontractor pay sub-Subcontractors in accordance with A.R.S. § 34-221;
(b)
That the Subcontractor consents to an assignment of the subcontract from the CMR to the
Owner in the event of termination of the CMR by the Owner.
(c)
That the Subcontractor complies with all safety requirements.
CONTINGENT ASSIGNMENT OF SUBCONTRACT
(1)
Each subcontract for a portion of the Work is hereby assigned by the CMR to the Owner provided
that:
(a)
Assignment is effective only after termination of the Contract by the Owner for cause
pursuant to this Contract and only for those subcontracts which the Owner accepts by
notifying the Subcontractor in writing; and
(2)
If applicable, the CMR shall work in coordination with the COUNTY to verify and ensure the
eligibility of potential SBE participants for the SBE program and counting the participation of those
SBE participants towards the assigned SBE reporting requirement for the construction project.
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 21
EXHIBIT B
MARICOPA COUNTY
SMALL BUSINESS ENTERPRISE PROGRAM
CMR CONTRACTING REQUIREMENTS
PART 1
PURPOSE
1.1
considered to fulfill the requirements for
various commodities and services. This contract has no requirement for utilization of SBEs, however
it does require that utilization of SBE firms by CMR be reported for tracking by the County.
PART 2
REPORTING APPLICABLE TO USE OF SBEs.
2.1
SBE CMR: An SBE CMR may indicate the SBE participation for that portion of the contract that they
themselves perform, plus those portions subcontracted to other SBE firms.
2.2
SBE Subcontractor: The SBE amount will be based on that portion (dollar value) of the contract that
the SBE Subcontractor performs.
2.3
SBE Non-SBE Joint Venture: A joint venture consisting of SBE participation and non-SBE
participation, functioning as a CMR, may list the SBE participation on the basis of the percentage of
profit accruing to the SBE firm.
2.4
Lower Tier Non-SBE Participation: SBE Subcontractors proposing to further subcontract to non-SBE
Subcontractors shall not have that portion of subcontracting activity considered when determining SBE
participation.
2.5
SBE Suppliers: Any SBE Supplier that manufactures or substantially alters the material or product it
supplies will have that portion of activity considered when determining SBE participation.
2.6
SBE Trucking: trucking by SBEs will be the amount to be paid when the SBE trucker has performed
the trucking with his/her trucks, tractors, and employees or when an SBE trucking broker has signed
agreements with SBE truckers.
PART 3
REQUESTS FOR PAY
3.1
Each Request for Payment, including the final Request for Payment must be accompanied by a
Maricopa County SBE Program Participation Report in the form as provided in Attachment 1 to this
Section.
PART 4
ATTACHMENTS
4.1
Attachment 1: SBE Participation Reporting Form
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 22
Maricopa County
Small Business Enterprise Program
Participation Reporting Form
This form is to be submitted with each pay application or invoice. Any pay application or invoice without
this form attached is subject to rejection as not being a completed pay application or invoice pursuant to
the terms of the contract.
_____________________________
___________________________________
Name of Prime Consultant/Contractor
Contract No.
_____________________________
___________________________________
Contact Person
Project No.
_____________________________
$__________________________________
Street Address
Amount of this Pay Application/Invoice
_____________________________
City, State ZIP
Complete below with information on the SBE firms utilized as subconsultants/subcontractors for this pay
application/invoice. If work was self-performed and your firm, as the prime, is an SBE firm pursuant to A.R.S.
§ 41-1001, et seq., then you may list your firm as the SBE firm.
SBE Firm Name
SBE Firm Address
Type of Work Performed
$ Pd to SBE this
App/Inv
$
$
$
$
$
$
$
$
$
$
A mark in this box certifies that no SBE firms were utilized as the prime, sub-consultant or
subcontractor with respect to this pay application/invoice.
Date: ____________________________
______________________________________
Signature
Phone No.: _______________________
Printed Name:_______________________________
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 23
EXHIBIT C - ALTERNATIVE DISPUTE RESOLUTION
1.1
Scope. Notwithstanding anything to the contrary provided elsewhere in the Contract, the
resolution of claims or disputes arising under or related to the Contract, the interpretation thereof
or the performance or breach by any party thereto, including but not limited to original claims or
disputes asserted as cross claims, counterclaims, third party claims or claims for indemnity or
subrogation, in any threatened or ongoing litigation or arbitration with third parties, if such disputes
involve parties to contracts containing this ADR provision. No changes can be made to this process
without the mutual assent of the County and the claimant. The parties have structured this
procedure with the goal of providing for the prompt, efficient and final resolution of all disputes
falling within the purview of this ADR process.
1.2
Meeting of Principals
Paragraph 1.1 arises, senior representatives of the County and the claimant will meet personally
within ten (10) business days to discuss the dispute and attempt to resolve it. If, after good faith
efforts, resolution is not achieved, the dispute will proceed to mediation.
1.3
Qualifications of Mediator and Arbitrators. Any person selected as mediator or arbitrator, either
as single arbitrator as a member or Chair of the arbitration panel, shall be a member of the State
Bar of Arizona and have experience in construction law.
1.4
Mediation. If the parties have been unable to resolve the dispute after a meeting of principals, the
parties may enter into mediation. The parties shall jointly select a mediator. The parties may
mutually agree to waive mediation and proceed directly to arbitration. If the mediation process is
requested by either party, the mediation period shall be informal and shall not exceed sixty (60)
calendar days from the selection of the mediator. During the mediation process either party may
terminate mediation on written notice to the other party and the mediator.
1.5
Binding Arbitration Procedure. The following binding arbitration procedure shall serve as the
exclusive method to resolve a dispute if mediation is unsuccessful, if mediation has been waived
by the parties, or if a party requests arbitration during the mediation process. Except as provided
in Section 1.7.5 and 1.7.9, the decision of the arbitrator or arbitrator panel is final and binding on
the parties and not subject to further judicial review.
1.5.1
A party requesting binding arbitration shall notify the other party of their demand for
arbitration in writing within seven (7) calendar days of (1) the failure of mediation; (2)
ediation.
1.5.2
If the CMR requests arbitration it shall post a cash bond with the arbitrator in an amount
agreed upon by the parties or, in the event of no agreement, the arbitrator shall establish
the amount of the cash bond to defray the cost of the arbitration and the proceeds from the
bond shall be allocated in accordance with paragraph 1.7.7. The bond must be in the full
amount agreed upon or as established by the Arbitrator to pay the potential cost of the full
arbitration proceeding. The bond must be posted with and received by the arbitrator within
five (5) calendar days after the demand for arbitration.
1.5.3
Disputes involving less than $200,000 shall be heard by one single arbitrator chosen by
agreement of the parties. If the parties cannot agree on the single arbitrator, then the parties
shall each submit two names to a Judge designated by Maricopa County who shall select
the single arbitrator.
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 24
1.5.4
For disputes in excess of $200,000, the arbitration panel shall consist of three arbitrators:
the County's appointed arbitrator, the CMR's appointed arbitrator and a third arbitrator who
shall be selected by the parties' arbitrators and serve as the Chair of the arbitration panel.
1.5.5
The arbitration is to be convened and administered under the Revised Uniform Arbitration
-3001 et seq.) and the American Arbitration Association
Construction Rules shall serve as a guideline for proceedings, thus as a supplement to the
RUAA.
1.6
Expedited Hearing. Any party can request the single arbitrator or the Chair of the arbitration panel
to set an expedited hearing. If the single arbitrator or the Chair of the arbitration panel determines
that the circumstances justify it, the single arbitrator or the Chair of the arbitration panel will
arrange for scheduling of the arbitration at the earliest possible date. In any event, the hearing of
any dispute not expedited will commence as soon as practical but in no event later than thirty (30)
calendar days after notification of request for arbitration having been received. This deadline can
be extended only with the consent of all the parties to the dispute, or by decision of the single
arbitrator or the Chair of the arbitration panel upon a showing of good cause.
1.7
Procedure. The single arbitrator or the arbitration panel will conduct the hearing in such a manner
that will resolve disputes in a prompt, cost efficient manner giving regard to the rights of all parties.
Each party shall supply to the single arbitrator or arbitration panel a written pre-hearing statement
which shall contain a brief statement of the nature of the claim or defense, a list of witnesses and
exhibits, a brief description of the subject matter of the testimony of each witness who will be called
to testify, and an estimate as to the length of time that will be required for the arbitration hearing.
The single arbitrator or the Chair of the arbitration panel shall determine the nature and scope of
discovery, if any, and the manner of presentation of relevant evidence consistent with deadlines
pr
manner. No discovery may be had of any materials or information for which a privilege is
recognized by Arizona law. The single arbitrator or the Chair upon proper application shall issue
such orders as may be necessary and permissible under law to protect confidential, proprietary or
sensitive materials or information from public disclosure or other misuse. Any party may make
application to the Maricopa County Superior Court to have a protective order entered as may be
appropriate to confirm or enforce such orders of the Chair.
1.7.1
Hearing Days
proceed from working day to working day until concluded, absent a showing of good cause.
1.7.2
Award. The single arbitrator shall within ten (10) calendar days of the conclusion of a
hearing issue an award. The arbitration panel shall, within ten (10) calendar days from the
conclusion of any hearing, by majority vote, issue its award. The award shall include an
allocation of fees and costs pursuant to 1.7.7 herein. The award is to be in accordance with
the Contract and the law of the State of Arizona.
1.7.3
Scope of Award. Regardless of the provisions of the RUAA, the arbitration panel shall be
without authority to award punitive damages, and any such punitive damage award shall
be void. If an award is made against any party in excess of one hundred thousand dollars
($100,000), exclusive of interest, arbitra
supported by written findings of fact, conclusions of law and a statement as to how damages
were calculated.
1.7.4
Jurisdiction. The arbitration panel shall not be bound for jurisdictional purposes by the
amoun
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 25
question of jurisdiction over the claim as regards its amount upon application of any party
at the earliest convenient time, but not later than the commencement of the arbitration
hearing. If the dispute is determined to involve less than $200,000, the arbitration shall
continue before the Neutral Arbitrator as a single arbitrator, with the party appointed
arbitrators being excused.
1.7.5
Entry of Judgment. As provided in the RUAA, any party can make application to the
Maricopa County Superior Court for confirmation of an award, and for entry of judgment
on it.
1.7.6
Severance and Joinder. To reduce the possibility of inconsistent adjudications, the
Mediator or the single arbitrator or arbitration panel, may: (i) at the request of any party,
join and/or sever parties, and/or claims arising under other contracts containing this ADR
provision, and (ii) the Mediator, on his own authority, or the single arbitrator or arbitration
panel may, on its own authority, join or sever parties and/or claims subject to this ADR
goal of the prompt and efficient resolution of disputes, provided; however, that the A/E,
OWNER and Project Professionals shall not be joined as a party to any claim made by a
CMR. Nothing herein shall create the right by any party to assert claims against another
party not arising under or related to the Contract or not recognized under the substantive
law as applicable to the dispute. Neither the Mediator nor the single arbitrator or arbitration
panel is authorized to join to the proceeding parties not in privity with the County. The
CMR cannot be joined to any pending a
written consent and unless CMR is given the opportunity to participate in the selection of
the single arbitrator or non-County appointed arbitrator.
1.7.7
Fees and Costs. Each party shall bear its own fees and costs in connection with any
informal hearing before the mediation. All fees and costs associated with any arbitration
before the single panel or arbitration panel, including without limitation the arbitrator fees,
paid by the non-prevailing party, except as provided for herein. In the event that CMR is
the non-prevailing party, all fees and costs as noted above shall first be paid out of the bond
posted with the arbi
fees be awarded in an amount in excess of $250 per hour and (i) costs shall not include any
travel expenses in excess of mileage at the rate paid by Maricopa County, not to exceed a
one way trip of 150 miles, and (ii) all travel expenses, including meals, shall be reimbursed
pursuant to the travel policy of Maricopa County in effect at the time of the hearing. The
determination of prevailing and non-prevailing parties, and the appropriate allocation of
fees and costs, will be included in the award by the single arbitrator or arbitration panel.
1.7.8
Confidentiality. Any proceeding initiated under this ADR provision shall be deemed
confidential to the maximum extent allowed by Arizona law and, except for disclosures to
disputed matter or to the outcome of any proceeding except to the extent required by law,
or to seek interim equitable relief, or to enforce an agreement reached by the parties or an
County Supervisors of the dispute.
1.7.9
Equitable Litigation. Notwithstanding any other provision of ADR to the contrary, any
party can petition the Maricopa County Superior Court for interim equitable relief as may
become necessary to preserve the status quo and prevent immediate and irreparable harm
Maricopa County Elections Facility
Serial # 240056-CMR
Contract between Maricopa County and CORE Construction, Inc
Pg. # 26
to a party or to the Project pending resolution of a dispute pursuant to ADR provided herein.
No court may order any permanent injunctive relief except as may be necessary to enforce
an order entered by the arbitration panel. The fees and costs incurred in connection with
any such equitable proceeding shall be determined and assessed in ADR.
1.7.10 Change Order. Any award in favor of the CMR against the County or in favor of the
County against the CMR shall be reduced to a Change Order and executed by the parties
in accordance with the award and the provisions of the Contract or a settlement agreement
as appropriate.
1.7.11 Merger and Bar. Any claim asserted pursuant to this ADR process shall be deemed to
include all claims, demands, and requests for compensation for costs and losses or other
relief, including the extension of the Contract performance period which reasonably should
or could have been brought against any party that was or could have been brought into this
ADR process, with respect to the subject claim. The arbitration panel shall apply legal
principles commonly known as merger and bar to deny any claim or claims against any
party regarding which claim or claims recovery has been sought or should have been sought
in a previously adjudicated claim for an alleged cost, loss, breach, error, or omission.
1.8
Inclusion in Other Contracts. The CMR shall cooperate with the County in efforts to include this
ADR provision in all other Project contracts.
END OF EXHIBIT
Mr. Eric Barcon
May 2, 2024
Capital Project Manager
Maricopa County | Facilities Management Department
401 W. Jefferson St.
Phoenix, AZ 85003
Re: Preconstruction Services Fee Proposal | Maricopa County Elections Facility
Mr. Barcon,
The CORE Team is truly appreciative for this opportunity to serve Maricopa County. We are honored by
the trust you have placed in our team, and we are fully committed to successfully delivering elections
facility that will serve the county for decades to come!
PROJECT DEFINING ELEMENTS
This proposal is based upon the following project defining elements:
1. The new +/- 200,000 SF facility is expected to be a multi-story facility (1-level subterranean) which
will include spaces with varying uses including but not limited to warehouse spaces, loading docks,
and office spaces. Project is expected to be completed in an expedited manner.
2. The facility will be constructed on the vacant lot between 8th Avenue and 9th Avenue and Jefferson
St. and Madison St., and may include lots adjacent to this area.
3. The new facility will be secure, transparent, accessible, efficient, and reliable.
4. The new facility will be representational of the democratic process and therefore become a beacon
of democracy.
5. Construction is anticipated to commence in the 4th quarter of 2024.
6. Construction to be completed by August 2027.
7. CORE to provide Cost Model estimates at the following design milestones (CORE pricing of each
package will be ~5 weeks with the Programming estimate being ~4 weeks).
8. Preconstruction Durations
9. It is understood there will be phased GMP packages that are independent of the
preconstruction effort that will occur at each design milestone, of which may create overlap
between deliverables. With every early GMP package, the scope and budget trend of the
remaining project will be provided and understood by all parties.
10. CORE understands there will be cost reconciliations with an independent estimator at
Programming, Schematic Design, and Design Development.
DESIGN PHASE SERVICES UP TO GMP APPROVAL
CORE’S PRECONSTRUCTION PHASE SERVICES SCOPE
CORE scope of services begins with a Mission to provide Leadership and Professional Service towards
Best Value. While not responsible for design, our preconstruction team will be responsible to manage and
direct project issues, meetings, etc. to make sure a Best Value GMP is developed. Below, we have compiled
a more specific list of services that will facilitate this mission.
1. PROGRAM PHASE
At this pre-design phase, the project will define the project objectives and establish a total building area
with an understanding of Maricopa County’s Big Picture Outcome (BPO) goals of the project.
a.
CORE’s role during the Program Phase:
To create a preliminary informing summary baseline cost model based on a presumed 200,000 square
foot program with an understanding that refinement will likely occur before the programming phase
is complete and the design progresses to Schematic Design.
2. SCHEMATIC PHASE
At this phase, the design team will begin to put form to the function and size of the project as identified
during programming. By the end of schematic design, the project size and footprint will be finalized. The
entire team will begin to see the space take shape, textures and materials will begin to be considered.
a.
CORE’s role during the Schematic Phase:
To create a detailed flexible cost model on the entire building and site based upon the schematic
documents. This cost model will account for quantity, quality, intent, big picture outcomes and unique
features of work.
b. Basic Scope of Services required to fulfill this role:
i. Detailed Quantity Take-off & Estimate
CORE will utilize Construct Connect (On-Screen Take-off software) to provide a detailed quantity
estimate that is graphically represented. This take-off will identify scope and quantities by being
directly overlaid onto the schematic documents.
ii. Work Breakdown Structure (WBS)
The WBS is essentially the summary of the detailed estimate. It will be summarized the same way
at each phase, so the team will clearly see the cost variance between line items. It will be organized
based upon the “ten groups”.
iii. Basis of Estimate
This document will provide any further clarification to our assumptions.
iv. Options Studies
Provide appropriate options analysis on the site and building finishes and systems as well as on the
unique features of work if necessary. These options studies will not look at cost impacts alone, but
safety, QA/QC, logistics, constructability and schedule impacts as well. CORE anticipates some of
the preliminary Option Studies will include an analysis of the subterranean scope of work and
associated excavation and shoring, structural design, and HVAC design (Cordia distribution).
v. Constructability Review
The purpose of the Constructability Review is to develop design issues related to construction. This
deliverable will be the result of the team study of the unique features of work, including documents
developed by Virtual Construction. This study will analyze each UFW for:
1. How does it impact the milestone schedule?
2. Should the team involve a trade partner for additional feedback?
3. What safety considerations should be made?
4. Are there any site logistics issues?
5. How should it be detailed on the documents?
6. What are the QA/QC considerations?
7. Are there options to consider (i.e. alternate systems/materials evaluation)?
vi. Development of Preconstruction and Construction Schedule
This will be developed from the detailed quantity estimate and take into consideration design
durations, material procurement durations, and construction task durations. At this stage, CORE,
Maricopa County, and DLR Group will strategize on a potential early GMP packages for utility
abandonment & relocation, excavation & shoring, foundations, and long-lead material
procurement. CORE to work with Maricopa County and DLR Group to determine schedule
development/updating strategy during design and preconstruction.
vii. Development of initial prequalified subcontractor list
This will include at a minimum of three bidders per trade. CORE will pursue subcontractor input
at this stage will be focused on unit cost and constructability. At this stage, CORE will work with
Maricopa County and DLR Group to determine if a Design-Assist approach would be beneficial
for any specific scopes of work (i.e. Excavation & Shoring, MEP, Special Systems). If it is
determined that Design-Assist is a strategy the project wants to pursue, CORE will develop an
RFQ for the Design-Assist trades at this stage of design.
v. Initial Site Lay-Down, Logistics Plan, and Phasing Plan
This will be the first draft submitted to the team for review. It will indicate site access, site control,
material lay-down, adjacent light rail construction, and trailer location.
viii. FF&E
CORE will support Maricopa County and DLR Group as they develop scope and budget for all
FF&E. It is understood that the FF&E and Elections Equipment will be by Maricopa County.
3. DESIGN DEVELOPMENT PHASE
The goal at design development (50% Design Development and 100% Design Development) will be for the
team to begin to focus in on determining finishes and details as well as site layout and function. The project
specifications will begin to be developed.
a.
CORE’s role during the Design Development Phase:
To provide detailed estimate information on the project based upon trade partner feedback and
quantity take-off. CORE understands there will be a 50% Design Development and 100% Design
Development phase.
b. Basic Scope of Services required to fulfill this role
i. Detailed Quantity Take-off & Estimate
CORE will make changes to the cost model to reflect the design development documents.
ii. Work Breakdown Structure (WBS)
The WBS will be updated to reflect design evolution. CORE will provide a variance report with
each estimate.
iii. Basis of Estimate
This document will evolve with the documents and estimate to clarify further and info design as it
moves forward.
iv. Options Studies
Provide appropriate options analysis on the building and site finishes.
v. Constructability Review
The purpose of the constructability review is to develop design issues related to construction.
This information will be updated based upon newly identified unique features of work (UFWs).
vi. Preconstruction and Construction Schedule
This will be a milestone construction schedule specific to the scope identified in the Design
Development Documents. Long Lead procurement will be included in the schedule.
vii. Prequalified Subcontractor List
CORE will provide a specific list of subcontractors to bid the design development documents and
incorporate Maricopa County comments and suggestions.
viii. Updated Site Lay-Down, Logistics Plan, and Phasing Plan
This will be an updated plan for the team for review. It will indicate site access, site control, material
lay-down, and trailer location.
ix. FF&E
CORE will continue to support Maricopa County and DLR Group as they continue to develop scope
and budget for all FF&E.
4. CONSTRUCTION DOCUMENTS PHASE
During these phases, the team will work to finalize all details, finish schedules, site details and project
specifications in preparation for submission to local jurisdictions for permitting. It is understood there will
be multiple scope packages for this project, including Utility Abandonment & Relocation, Excavation &
Shoring, Foundations, and Building & Site Improvements. We understand each of these scope packages
will have independent dates associated with their deliverables for 50% Construction Documents and 100%
Construction Documents. CORE will work with Maricopa County and DLR Group to develop a strategy for
the price updates associated with the 50% and 100% Construction Documents for each scope package as
it relates to overall project cost updates associated with other design milestones for each package.
a.
CORE’s role during the Construction Documents Phase:
To review the documents as they evolve for constructability and coordination. Provide cost feedback
on details such as Owner review comments and minor building code requirements. During the 100%
Construction Document phase for each scope package, CORE will provide an early GMP for the various
scope packages. It is understood, to meet the project schedule, multiple GMP’s will be required.
b. Basic Scope of Services required to fulfill this role:
i.
Basis of Estimate
This will be the clarification to each GMP. It will define any and all contingencies, allowances,
proprietary specifications and/or venders, and anything else that serves to clarify the basis of our
estimate.
ii. Constructability Review
This will be an updated look at the analysis done in previous phases as well as a look at the newest
UFW.
iii. Updated Construction Schedule
This will be a milestone construction schedule specific to the scope identified in the Construction
Documents. Long Lead procurement will be updated in this schedule.
iv.
Finalized List of Prequalified Subcontractors to Bid
CORE will look for input from the entire team on the final list of invited subcontractors. This will
include at a minimum of three bidders per trade; major trades of construction will be sought with
a minimum of 5 bidders per trade.
v.
Final Site Logistics Plan and Phasing Plan
As all other details are finalized CORE will have the information necessary to submit the site logistics
and lay-down plan for approval.
vi. FF&E
CORE will assist in the coordination of FF&E with the rest of the project scope; scoping, bidding
and final selection of vendors will be by the Maricopa County.
5. GENERAL COMMENTS
Please consider the following items as it relates to this proposal and project, we have made the
following general assumptions:
a. Building Information Modeling During Preconstruction:
CORE will use the REVIT model provided by DLR Group to look for clashes, provide clarification to
subcontractors for bidding, and to partner with this project team.
b. Meeting Attendance:
CORE will be present at the Project Kick-Off Meeting, Stakeholders and Public Agencies Meetings,
Partnering Sessions, Project Workshops, Design Workshops, Utility Coordination Meetings, Comment
Resolution Meetings, GMP Review/Negotiation Meetings, and all schematic design, design
development and construction documents meetings, as required.
c. LEED:
CORE has not considered costs for a LEED Champion or registration with the USGBC, our LEED
Accredited Team Members will support the Design Professional and Owner Teams during
Preconstruction. It is understood this project will not pursue LEED Certification.
d. Commissioning Agent:
CORE has not considered costs for a Commissioning Agent and/or scope of work associated with
independent commissioning.
e. Drone Technology Allowance:
CORE has not included any costs for Drone technology (i.e. survey, photos, time-lapse) during
preconstruction. It is understood Maricopa County would like time-lapse photography included as
part of the project and CORE will capture the cost for this scope as part of one of the construction
GMP proposals.
f. Topographic Survey Allowance:
CORE has not included any costs for Topographic Survey.
g. Mock-Ups Allowance:
CORE has not included any costs for Mock-Ups. Any required physical mock-ups will be included
with the associated construction GMP.
h. Environmental Testing Allowance:
CORE has not included any costs for Environmental Testing and/or Abatement.
i. Design Assist Allowance:
CORE has not included any costs for Design Assist.
j. Order Long Lead Items Allowance:
CORE has not included any costs for ordering Long Lead items.
k. Building Envelope Design Review Allowance:
CORE has not included any costs for independent Building Envelope Design Review, including review
of the design details of the new facility, specifically around scope related to the subterranean
conditions.
l. Laser Scanning Allowance:
CORE has not included any costs for Laser Scanning.
m. Private Utility Investigation Allowance:
CORE has included this allowance to provide on-site private utility locating, utility potholing, ground
penetrating radar, site utility pipe inspections via camera, and utility mapping. It is not yet known
which of these services would be required.
n. Team Scoping Workshop and Value Engineering Allowance:
CORE has included this allowance to provide Team Scoping Workshop and Value Engineering. Please
see the attached document for a description of these services.
o. General Allowance:
CORE has included this allowance for general items that are requested during design and
preconstruction that are not specifically included above as an allowance for specific activities,
including, but not limited to, Owner provided equipment coordination.
PRECONSTRUCTION FEE
DESCRIPTION
UNITS
Programming
Schematic
Design
Design
Development
Construction
Documents
DURATION (Wks)
4
4
17
30
PROJECT EXECUTIVE
HRS
8
19
49
8
PROJECT DIRECTOR
HRS
16
141
280
40
DIRECTOR OF PRECON
HRS
32
61
130
312
SENIOR PRECON MANAGER
HRS
40
249
414
1,140
PRECON MANAGER - SITE WORK/STRUCTURE
HRS
40
141
176
492
PRECON MANAGER - ENCLOSURE/FINISHES/SPECIALTIES
HRS
40
141
176
312
PRECON MANAGER - EQUIPMENT/MEP/SPECIAL SYSTEMS
HRS
40
141
176
392
ASST. PRECON MANAGER - SITE WORK/STRUCTURE
HRS
0
116
116
586
ASST. PRECON MANAGER - ENCLOSURE/FINISHES/SPECIALTIES
HRS
0
116
116
316
ASST. PRECON MANAGER - EQUIPMENT/MEP/SPECIAL SYSTEMS
HRS
0
116
116
436
PRECON COORDINATOR
HRS
0
40
40
152
VIRTUAL CONSTRUCTION MANAGER
HRS
0
28
54
120
MEP SPECIALIST
HRS
0
48
74
140
SCHEDULER
HRS
8
40
40
120
SENIOR PROJECT MANAGER
HRS
8
61
130
32
PROJECT MANAGER
HRS
0
18
44
32
GENERAL SUPERINTENDENT
HRS
8
40
40
32
SUPERINTENDENT
HRS
0
0
20
32
PHASE TOTALS
240
1,516
2,191
4,694
PRECONSTRUCTION WORKFORCE PROJECTIONS
DESCRIPTION
RATE Programming Schematic
Design
Design
Development
Construction
Documents
TOTAL
DURATION (Wks)
4
4
17
30
PROJECT EXECUTIVE
180
1,440
3,420
8,820
1,440
15,120
PROJECT DIRECTOR
166
2,656
23,406
46,480
6,640
79,182
DIRECTOR OF PRECON
168
5,376
10,248
21,840
52,416
89,880
SENIOR PRECON MANAGER
155
6,200
38,595
64,170
176,700
285,665
PRECON MANAGER - SITE WORK/STRUCTURE
138
5,520
19,458
24,288
67,896
117,162
PRECON MANAGER - ENCLOSURE/FINISHES/SPECIALTIES
138
5,520
19,458
24,288
43,056
92,322
PRECON MANAGER - EQUIPMENT/MEP/SPECIAL SYSTEMS
138
5,520
19,458
24,288
54,096
103,362
ASST. PRECON MANAGER - SITE WORK/STRUCTURE
105
0
12,180
12,180
61,530
85,890
ASST. PRECON MANAGER - ENCLOSURE/FINISHES/SPECIALTIES
105
0
12,180
12,180
33,180
57,540
ASST. PRECON MANAGER - EQUIPMENT/MEP/SPECIAL SYSTEMS
105
0
12,180
12,180
45,780
70,140
PRECON COORDINATOR
83
0
3,320
3,320
12,616
19,256
VIRTUAL CONSTRUCTION MANAGER
112
0
3,136
6,048
13,440
22,624
MEP SPECIALIST
137
0
6,576
10,138
19,180
35,894
SCHEDULER
110
880
4,400
4,400
13,200
22,880
SENIOR PROJECT MANAGER
155
1,240
9,455
20,150
4,960
35,805
PROJECT MANAGER
138
0
2,484
6,072
4,416
12,972
GENERAL SUPERINTENDENT
166
1,328
6,640
6,640
5,312
19,920
SUPERINTENDENT
137
0
0
2,740
4,384
7,124
PHASE TOTALS
35,680
$
206,594
$
310,222
$
620,242
$
GRAND TOTAL:
1,172,738
$
PRECONSTRUCTION WORKFORCE PROJECTIONS
Please do not hesitate to contact me with any further questions or concerns. We are grateful for the
opportunity to serve you, and again are looking forward to working with your team on this exciting new
project.
Sincerely,
Jason Santor
Director of PreConstruction
CORE Construction, Inc.
Phase of Preconstruction
% of
Preconstruction
Total
Programming
3.04%
35,680
$
Schematic Design
17.62%
206,594
$
Design Development
26.45%
310,222
$
Construction Documents
52.89%
620,242
$
100.00%
1,172,738
$
Description
Total
Private Utility Investigation Allowance
$30,000
Team Scoping Workshop and Value Engineering Allowance
$21,776
General Allowance
$100,000
TOTAL
151,776
$
1,324,514
$
TOTAL PRECONSTRUCTION FEE WITH ALLOWANCES
Preconstruction Services
Allowances
RHA’s role will be to organize and facilitate an Internal Team Scoping Workshop and risk and value
engineering workshop using the Value Engineering methodology for the new Maricopa County
Elections Building CMAR project.
Our approach to this assignment requires a flexibility and customization to accommodate the
County and the CMAR process, in terms of organizational requirements, team composition,
understanding project and program sensitivities, expectations, workshop length and possibly the
target/focus. RHA is fully prepared to facilitate a three Scoping and Value Engineering workshop.
The internal Scoping portion of the workshop is to aid in developing the following elements for the
team:
•
Identify the Roles and Responsibilities for the internal management team that will be
assigned to this project as well as the issue resolution process;
•
Identify the project goals that will be associated with the project so that they can be shared
with the CMAR team during the Risk and VE workshop;
•
Identify any project risks associated with the project that can be shared with the CMAR
team during the Risk and VE workshop;
•
Understand the CMAR delivery process and selected team approach.
The Value Engineering portion of the workshop will be a formal process to engage the County staff,
CMAR and Design team to evaluate the programming approach and to identify value and
performance opportunities to ensure the current program is the best approach for this facility to
meet the goals of the County, develop an initial risk register, brainstorm ideas and evaluate to
deliver the Elections Building according to the identified goals and performance attributes. This will
include the following elements within the VE 6-step job plan:
Project overview by the County and Design PM, present the two short-listed alternatives and
introduce a third alternative; complete a performance matrix that allows the team to align to the
requirements/attributes, develop and understand project goals and constraints as well as
workshop goals and targets (Information phase).
•
Identify and analyze project functions to identify project scope (Function Analysis phase);
•
Identify opportunities (Creative phase);
•
Initial evaluation screening and identification of advantages and disadvantages of the new
ideas and opportunities; and apply performance attributes to ensure alignment (Evaluation
phase)
THE JOB PLAN
It is important to understand the specific needs and the elements associated with the project—
technical, political and institutional, environmental, maintenance, public, together with a variety of
other potential elements that often affect the outcome of the project or study. Understanding the
elements associated with the project will impact the way the workshop is approached and how the
Job Plan is developed.
Team Scoping Workshop and Value Engineering
Additionally, it is important that at the commencement of the study, we confirm the Job Plan,
illustrating the major activities of the study to meet the Project requirements, with the Project
Manager. The specific project elements and disciplines of this project will require that both our
team and our approach be creative yet flexible in its conception. The VE workshop will be
undertaken using the SAVE International six-step job plan. Our work program is structured into
three basic phases following the initial project activities; Pre-Workshop Phase, Workshop Phase
and Post-Workshop Phase.
PRE-WORKSHOP STAGE - The Pre-Workshop stage involves completion of the preparatory activities
such as data collection and developing appropriate models, i.e. cost models, risk register, etc. We
shall work with the County’s project manager to confirm the team members for the study. The
study team will include members from the County, CMAR, Designer, and ICE, as possible.
Anticipated Information Requirements & Reference Workbooks - Information required from the
County and design team for the study during the Pre-Workshop phase may include master plan,
background reports, programming reports, massing diagrams, including any necessary
environmental/permit data, right-of-way, and photographs or aerials that might be available of the
project location.
WORKSHOP STAGE - The workshop stage will follow the classic VE methodology (Information,
Function Analysis, Creative, Evaluation, Development, and Presentation) in a sequenced approach.
Information Phase - The workshop will commence with a brief introduction of the basics of Value
Engineering to ensure that everyone has a rudimentary understanding of the methods and
sequence of the various phases. A project presentation should be made to the Study Team to
enhance their understanding of the project under study.
We shall then complete a brainstorming exercise using interactive team building approaches to
reach consensus on the project sensitivities, VE study goals and expectations and project
constraints. In addition, performance measures will be identified and will be used as a tool for later
evaluating alternatives; these performance measures will be identified, rated and ranked.
Risk Analysis - Risk analysis has been a highly underrated project element. Many challenges that
occur during the construction phase could have been eliminated or reduced by doing a formal risk
analysis during, at a minimum, the design phase. It can also provide an approach for the CMAR and
design team to better analyze and understand scope and risks associated with the scope as the
project moves forward. RHA will integrate a risk analysis as part of this VE study. We have had great
success in using this as a tool to better manage project risks during the planning and design phase.
An initial Risk Register will be developed, however, based on the length of the workshop,
completion of the register will need to be completed by the team. However, during the workshop
we will identify project risks. These risks will then be used during the value engineering process to
brainstorm opportunities to mitigate the risks identified. The risk register will be provided in its
native file for the CMAR to use as an effective tool to better manage and as possible reduce the
impact of the risk on project budget and schedule.
Function Analysis Phase - The Function Analysis activity is a recognized VE technique which allows
the team to identify study targets by brainstorming project functions. Function analysis will be
used as a tool to identify project scope and those required and desired functions that are included
in the project scope. This is dependent on the team’s understanding of the project under study as
well as the length of the workshop.
Creative Phase – This allows the team to focus on Function “What must this project do?” as the tool
to brainstorm possible value and performance enhancements.
Evaluation Phase - An Evaluation of the alternatives will follow the Creativity Phase. We shall use
the Performance Attributes and the rankings as provided during the Information Phase to formally
evaluate the ideas and opportunities and provide recommendations.
POST-WORKSHOP STAGE
VE Report - RHA will prepare and finalize the VE Report documenting the findings of the study,
incorporating any comments received from Senior Management during the presentation, if
included. The County will be responsible for making the decisions to implement the alternatives
presented. The Project Team Leader (CVS) will be responsible for the final report during the post-
workshop phase. However, other team members may also assist by providing their expertise in the
preparation of additional analysis, and/or selected report writing, as necessary.
There will be one final VE Study Report and will be a high-quality multi-color document. The
conclusions will be presented in a clear and concise manner. Appendices will be developed from
the standardized VE forms utilized in the study. We will use color and appropriate graphics to
augment and support our findings. The document may include drawings to illustrate ideas and
findings, if this enhances the clarity of the report and recommendations. Final reports will have
tabs keyed to the table of contents for easy reference. We will use post-consumer recycled
materials where appropriate.
Improving the Value of Deliverables
To improve circulation times, provide a more responsive product, and improve our approach to
sustainability, RHA has been providing high quality, PDF formatted e-reports to the client. The
reports are electronically tabbed for easy navigation and allow the user to zoom in/out on selected
graphics as desired. To assist the County and other team members with the review process, and
reduce printing and shipping costs, with County’s approval, our team proposes to provide the
report documents in this format to continue to support a green approach to our documents.
QUALITY CONTROL - The quality of services RHA provides; contract management, team leadership,
team members and documentation as well as the quality of workshop outcomes is our definition of
quality of services. RHA provides a 3rd party review for each deliverable to the County to ensure a
quality document.
Exhibit A - Pricing Schedule
Project Name:
Study Dates
Start:
End:
Client:
Contract / TO:
Owner:
Travel
Team Member Name
Team Member
Role
Company
Tasks
Hours
Tasks
Hours
Tasks
Hours
Tasks
Hours Hours
Patrice Miller, CVS
Managing
Partner / QC
RHA
QC Reports -
Final & Draft
4
284.52
$
$1,138.08
Renee Hoekstra
Team Leader /
CVS
RHA
Workshop planning and
preparation, pre-
workshop meeting, pre-
workshop dry-run, review
project documents
8
Lead
Workshop
27
Prepare Final
Deliverables
24
59
284.52
$
$16,786.68
Colin Miller
VMA Workshop
Assistant
RHA
Assist team leader in
workshop preparation,
pre-workshop dry-run of
virtual protocols and tools
8
Document
workshop,
manage
virtual study
connectivity
24
Support Draft
& Final
Deliverables
32
105.87
$
$3,387.84
Russ Van Natta
Contract
Administration
RHA
Contract
Coordination,
Team Member
Agreements
2
Contract
Closeout,
Team
Member
Invoicing
2
4
115.79
$
$463.16
SUBTOTAL LABOR $ 21,775.76
TOTAL COST
$21,775.76
Total
Hours
Burdened
Rate
Total Labor
Cost
Maricopa County Elections Building CMAR - Scoping and
VE
Core Construction
Maricopa County
RHA, LLC (RHA, LLC)
Study Management
VE Pre-Workshop
VE Workshop
VE Post-Workshop
March 7, 2024
Maricopa County
Office of Procurement Services – Article 5
301 W. Jefferson St., Suite 700
Phoenix, AZ 85003
RE: MARICOPA COUNTY ELECTIONS FACILITY
Serial # 240056-CMR | Contract # 240056-CMR
Dear Members of the Selection Committee:
CORE Construction (CORE) appreciates the opportunity to submit our Statement of Qualifications
to Maricopa County (the County) to perform Construction Manager at Risk (CMR) services for
the Maricopa County Elections Facility. For more than 42 years, CORE has been considered a
premier Arizona Construction Manager. We offer a proven team of professionals, specializing in
municipal projects, including key experience in election and high security facilities, who constantly
strive to exceed the expectations of all stakeholders. The following are a few differentiators that
show why CORE is uniquely qualified:
• Election Facility Experience: CORE has gained invaluable experience from leading multiple
election projects , including the Maricopa Tabulation and Elections Center Ph I and II and the Broward
County Supervisor of Elections Facility. Our building team brings an unmatched understanding of
the critical nature of these facilities, with lessons learned and current technologies as we have
partnered with Maricopa County and Broward County.
• Our Relationship with Maricopa County: CORE is currently working with Maricopa County on the
Sheriff’s Office Substation 3, Maricopa Court Plaza, and recently completed the Maricopa Tabulation
and Elections Center Ph II project. These successful projects are a result of our team-oriented
approach with the County, Design Team, and all partners involved. CORE excels in bringing all
parties together to collaborate in our transparent process for the benefit of the entire team. We pride
ourselves on doing what we say we are going to do, when we say we are going to do it. CORE looks
forward to continuing to build trust and deliver an excellent elections facility that will serve the County
and its constituents for decades to come.
• Team Availability: Our team is available, ready, and excited to serve the County. Although CORE
has several projects in progress we have a deep bench of available resources with 70 additional
superintendents and 55 project managers working here in Arizona. Our selected project team will
be 100% committed to the successful completion of the of the Maricopa Elections Facility. CORE is
committed to delivering the high-quality services of a nationwide leader, while using a local workforce
to create customized buildings that meet your needs and strengthen the community.
• Our Success with DLR: CORE and DLR Group (DLR) are recognized as Top Ranked Public
Safety Builder and Architect/Engineering Firms by BD+C Giants 400 Report. We work
collaboratively as a team from start to finish, resulting in cost savings for our Clients. Together,
we have completed several large-scale, high-profile projects such as the Lower Buckeye Jail, the
Ed Pastor Justice and Detention Center, the City of Buckeye Town Hall Complex, and the NAU
Student-Athlete High Performance Center.
Our key personnel identified in this Statement of Qualifications are available and excited to work
with the County. Thank you for your careful review and consideration of our qualifications. Our
entire team looks forward to this opportunity, and I am dedicated as your primary point-of-contact.
Please call me at (602) 980-3301 or email proposals@coreconstruction.com should you require
any additional information or clarification.
Respectfully Submitted,
Todd Steffen, President
#1
GENERAL CONTRACTOR
BY ARIZONA BUSINESS
MAGAZINE FOR
15 YEARS
$1.5B
IN ARIZONA
MUNICIPAL PROJECTS
CORE Construction
3036 E. Greenway Road
Phoenix, AZ 85032
T: (602) 494-0800
F: (602) 992-0648
coreconstruction.com
700+
MUNICIPAL PROJECTS
IN ARIZONA
#1
GOVERNMENT/PUBLIC
BUILDING BY 2023 ENR
SOUTHWEST REGION
CORE | Maricopa County Elections Facility # 230085-CMR
1
PRIOR EXPERIENCE
OUR EXPERIENCE
Provide a project synopsis for two similar projects for which your firm was a CMR for design phase services and construction
phase services. If you have not had CMR project delivery method experience on similar projects, but if your firm has done similar
projects for which you believe your firm has experience on those projects and is comparable to the CMR project delivery method,
provide a project synopsis for each such project and also include an explanation of why you believe the experience is comparable
to the CMR project delivery method.
We have provided a project synopsis for two similar projects on the following pages, including an explanation of why we believe the
experience on those two projects are comparable to the Maricopa County Elections Facility. See below for additional relevant projects
that we have included that showcase our expertise with similar scope and our working relationship with DLR.
Projects with DLR Elections Facilities Parking Garage Projects
SECTION 1
NAU STUDENT-ATHLETE
HIGH PERFORMANCE CENTER
CITY OF LAS VEGAS CAMPOS
PAROLE AND CORRECTIONS OFFICE
MARICOPA COUNTY TABULATION &
ELECTIONS CENTER PHASE I - II
ED PASTOR JUSTICE AND
DETENTION CENTER
DEMA EMERGENCY
OPERATIONS CENTER
LOWER BUCKEYE JAIL
CITY OF BUCKEYE TOWN HALL
COMPLEX
Complex Project • CMR • DLR Group • New Build
Municipal Project • Secure Facility • Parking Garage • New Build
Elections Facility • Secure Facility • Maricopa County
Municipal Project • CMR • Secure Facility • DLR Group •
New Build
Municipal Project • CMR • Secure Facility • Complex Project •
DLR Group
Municipal Project • Secure Facility • New Build •
Maricopa County • DLR Group
Municipal Project • Design Build • DLR Group • New Build
ADDITIONAL RELEVANT PROJECTS
50+
2
20
"They were up front with the cost for everything we wanted
to have in the building and their projected cost have proven
to be right on the money. In cases where we could not afford
to do certain things, they came up with creative alternatives
to get as close to the ideal with the money we had available.
Every member of the CORE team has been excellent to work
with; very responsive, respectful, and very good at what they
do. I can’t say enough great things about their team."
TERRY S. ROZEMA
Marana Town Manager
CORE | Maricopa County Elections Facility # 230085-CMR
2
PROJECT INFORMATION
a) Size: 160,000 SF; Schedule: 11/2022-06/2024; Budget:
$72,540,568; Complexity of Project: CORE is renovating and
upgrading to meet current code and election facility requirements,
including hurricane hardening and N+1 redundancy in Mechanical
and Electrical Systems.
b) 1. Design Phase Cost Estimating Experience: CORE
operated under the 80/20 rule; understanding that 80% of the
opportunity to impact cost occurs within the first 20% of the project.
Our collaborative approach to meeting Broward County SOE’s
expectations were conducted through key workshops that engaged
the team in discussions by sharing ideas and finding solutions to
anticipated challenges.
2. Design Phase Constructability and System Reviews:
CORE’s Virtual Construction Team combined the design models
for the Broward County SOE Facility into one federated model to
analyze the constructability. We collaborated with the Design Team
and their consultants to resolve design clashes using the 3D model
before we got to construction documents. This approach is similar
to the CMR delivery method in the level of collaboration with
the County and Design Team.
3. Design Phase Value Engineering: CORE provided a GMP
that met the Owner’s budget based upon 100% Construction
Documents.
4. Process by which the GMP was established: CORE’s high
level of detail in pre-construction allowed the team to clearly define
the scope and accurately estimate the costs, ultimately avoiding
issues after the GMP was provided.
5. Process used to keep cost within the GMP. Once the final
GMP has been established, the GMP was broken down to a finite
level and closely monitored utilizing Viewpoint software. Broward
County is included and has full oversight of this process. CORE’s
collaborative approach within our cost control methods makes
this project comparable to the CMR delivery method.
6. How Quality was Determined/Achieved: Our team
implemented a Construction Quality Control Plan modeled after
the U.S. Army Corp of Engineers.
7. Problem/Challenge Avoidance and Early Solution: Our
Virtual Construction Team worked with Trade Partners (defined as
subcontractors, suppliers, and vendors) to coordinate the locations
of conduits, ductwork, sprinkler piping, plumbing piping, geothermal
piping, security systems and structural components well ahead of
their installation in the field. This resulted in efficient installation,
improved quality, and faster construction.
PROJECT DESCRIPTION: The Broward County Supervisor of Elections (SOE) New Facility project involves extensive demolition,
renovations and additions totaling 160,000 square feet set to be completed by summer of 2024. The project includes the demolition of
the data and north office buildings and renovations to the south building to accommodate standard operating environment administrative
offices and training facilities. The facility features tabulation rooms, a transparency corridor, and ballot processing rooms. A new warehouse
and operations building will also be constructed, along with a staging area for election periods.
This project was procured under the Design Build process, which is very similar to CMR in that only the Architect is under contract with
the General Contract, instead of 2 separate contracts.
c. Project Details
Starting Budget Estimate
$73M
GMP
$72M
Final Contract Amount
$67M (in progress)
Total of Change Orders
1; deductive $4,952,085
Total of Savings Achieved
$4,952,085
Original Completion Date
06/2024
Final Completion Date
on track for 06/2024
d. Client Reference
Name and Address
Broward County: Governmental Center
Annex, Room A550115 S. Andrews
Ave., Ft. Lauderdale, FL 33301
Telephone | Fax
(954) 357-7035
Person to Contact
Richard Luce, Construction
Management Division
Email Address
riliuce@broward.org
Bid # or Project #
22-01-010
Date of Completion
on track for 06/2024
1. PRIOR EXPERIENCE
Broward County Supervisor
of Elections New Facility
Broward County | Fort Lauderdale, FL
Elections Facility
Demo and New Build
Secure Facility
Multi-Story
SIMILARITIES
CORE | Maricopa County Elections Facility # 230085-CMR
3
PROJECT INFORMATION
a) Size: 150,000 SF; Schedule: 5/2019-01/2021; Budget:
$63,908,581; Complexity of Project: Complexity of this project
included designing a space for two very different client bases:
police and fire. After 20 months of design and countless options,
the project team delivered a facility specifically crafted to meet the
training needs of Gilbert’s first responders.
1. Design Phase Cost Estimating Experience: CORE operated
under the 80/20 rule; understanding that 80% of the opportunity to
impact cost occurs within the first 20% of the project.
2. Design Phase Constructability and System Reviews: Our team
developed a constructability review process that is continuously
evolving and allows CORE to identify major constructability issues
in the design documents that would impact the cost and scheduling
of the project. During our review, we recommended ways to value
engineer drawings and increase the quality and efficiency of the
public safety facility.
3. Design Phase Value Engineering: CORE provided a GMP
that met the Owner’s budget based upon 100% Construction
Documents.
4. Process by which the GMP was established: CORE’s high
level of detail in pre-construction allowed the team to clearly define
the scope and accurately estimate the costs, ultimately avoiding
issues after the GMP was provided.
5. Process used to keep cost within the GMP. We utilized
options studies and value engineering to keep the budget on track
and stretch every dollar. By continuing to look for cost saving
measures during the construction phase, we were able to return
$1.2M of unused construction contingency to our Client.
6. How Quality was Determined/Achieved: Our team implemented
a Construction Quality Control Plan modeled after the U.S. Army
Corp of Engineers. To ensure we were meeting our Clients
expectations, we used mock-ups to show them representative full
scale samples of all unique features of work.
7. Problem/Challenge Avoidance and Early Solution:
We overcame COVID-related labor and material shortages by
releasing materials in advance and storing them in climate controlled
warehouses as well as hiring medical screening personnel. Thanks
to these measures, we finished the project two months early.
PROJECT DESCRIPTION:
The Gilbert Public Safety Training Facility is the largest, most innovative and complex training center in the state. The project includes a
150,000-square-foot tactical training campus for police and fire, and a 36-acre driving training track. The tactical training campus features
an amphitheater, locker rooms, administrative offices, classrooms, a three-bay mock fire station, several burn buildings, and indoor
shooting ranges. The training facility meets the specialized needs of public safety personnel.
c. Project Details
Starting Budget Estimate
$66,000,000
GMP
$63,908,581
Final Contract Amount
$65,027,050
Total of Change Orders
2 Change Orders: 1 Added Scope,
1: $1.2M in Savings
Total of Savings Achieved
$1,725,103
Original Completion Date
03/2021
Final Completion Date
01/2021; Completed 2 months early
1. PRIOR EXPERIENCE
Gilbert Public Safety Facility
Town of Gilbert | Gilbert, AZ
CMR
Secure Facility
New Build
Multi-Story
Specialized Scope
SIMILARITIES
d. Client Reference
Name and Address
Town of Gilbert; 6860 S. Power
Rd., Gilbert, AZ 85297
Telephone | Fax
(480) 503-6332
Person to Contact
Chief Rob Duggan
Email Address
rob.duggan@gilbertaz.gov
Bid # or Project #
Project #: MF040
Date of Completion
01/2021
CORE | Maricopa County Elections Facility # 230085-CMR
4
OUR TEAM
Provide information about your firm’s proposed project team.
List the individuals to be assigned to the project and identify
their positions on the project team. This may be done in chart
format.
We have provided a chart of our proposed team members and
respective roles for this project below. Our proposed team includes
expert construction professionals with key experience in the areas
of election facilities, municipal projects, and high security facilities.
Include a resume describing applicable qualifications
and experience as an attachment as described above. List
examples of their experience on similar projects, identifying
project size, schedule, and complexity, as well as their specific
role. Describe CMR project delivery method experience or
comparable experience. For experience which you consider
comparable, cover the comparability evaluation elements list
in item 1 above.
Please refer to the Appendix for proposed team member’s resumes
which include their experience on similar projects, project size,
schedule, and complexity, as well as their specific role.
Include the following information (chart format is preferred):
Provide graphical organization of proposed staff.
Please refer below.
Provide graphic depicting current and projected workloads
of proposed staff members.
Please refer to the following page for current and projected
workloads of proposed staff members.
Indicate time that each of the assigned staff person will have
to dedicate to this project.
Please refer to the following page for projected workload and
dedication of proposed team members.
Include examples of projects where staff assigned to this
project have worked together as a team.
We have provided a chart on the following page of projects that
this team has successfully completed together.
List example projects the proposed individuals of your firm
and consultant firms have completed as a team.
CORE has had a successful working relationship with DLR for the
past 20+ years, and together we have completed three complex
municipal projects and are currently partnered on one. CORE and
DLR completed the Lower Buckeye Jail for Maricopa County with
our Sr. Project Manager, Chris Schratwieser. We are currently
working with DLR on the DEMA Emergency Operations Center
with Ileana Beshaler serving as the Sr. Project Manager.
List proposed key Sub-Contractors, as you feel appropriate,
with qualifications and experience of individuals as
referenced above.
We have prequalification information on hundreds of Trade
Partners, providing insight to those firms’ financial stability,
bonding capacity, safety record, current workload, and staff
availability. We continually track the performance and experience
of local Trade Partners. All scopes will be competitively bid with
three to five prequalified Trade Partners. We do not propose
any Trade Partners at this time, but have provided a list on the
following page of strong relationships we have within the local
Trade Partner market who we work with regularly.
Todd Steffen
Project Executive
Ileana Beshaler
Lead PreCon. Manager
Jason Santor
Director of PreCon.
James Faria
Project Director
Trade Partners
Chris Schratwieser
Sr. Project Manager
Seth Linaman
Superintendent
Larry Mitchell
General Superintendent
PROJECT TEAM
SECTION 2
*Gene Traver
Warranty
*Ted Cava
Elections Advisor
*Danielle Williams
Virtual Construction
*Additional Resources
CORE | Maricopa County Elections Facility # 230085-CMR
5
Concrete/Masonry
Site Work
Electrical
Plumbing
Site Utilities
HVAC
LR Cowan Concrete
***
Mark’s Valley
Grading
***
EF Charles
***
Universal Piping
****
Phoenix Pipelines
***
Pueblo Mechanical
**
Suntec Concrete
***
Sunland Asphalt
& Construction
***
AME
**
RKS Plumbing
***
Cactus Pipeline
*
Midstate Mechanical
**
Sportsman’s Concrete
**
Gunsight
Construction
Corporation
**
Kearney Electric
*
Irontree Plumbing
*
Midwest Contracting
*
IMCOR
**
*5+ Years Worked Together | **10+ Years | *** 15+ Years | **** 20+ Years
TRADE PARTNER RELATIONSHIPS
Project
Team Member
with
DLR
Todd
Steffen
James
Faria
Jason
Santor
Chris
Schratwieser
Seth
Linaman
Larry
Mitchell
Ileana
Beshaler
Ted
Cava
Danielle
Williams
Gene
Traver
Broward County
Elections Facility
a
a
a
a
Gilbert Public Safety
Facility
a
a
a
a
a
a
Maricopa Elections
Center Ph I + Ph II
a
a
a
a
a
DEMA Emergency
Operations Center
a
a
a
a
a
a
Lower Buckeye Jail
a
a
a
a
Mesa Northeast
Public Safety Facility
a
a
a
a
a
a
a
EXAMPLE PROJECTS WORKED ON TOGETHER AS A TEAM
This is only a partial list due to page constraints, additional projects completed as a team can be provided upon request.
2. PROJECT TEAM
PROPOSED PROJECT TEAM
Team Member and Role
Current Workload
Projected
Workload
Dedication to
this Project
Todd Steffen, Project Executive
Involved with all projects
Involved with
all projects
As Needed
James Faria, Project Director
Town of Gilbert Dispatch and EOC, City of Mesa NEPS,
GRIC Police Department, Glendale Fire Station 153
Available
50%
Jason Santor, Director of PreConstruction
Involved with all projects
Available
20%
Chris Schratwieser, Sr. Project Manager
Las Vegas Civic Center Building and Plaza
Available
100%
Seth Linaman, Superintendent
Maricopa County Tabulation and Elections Center Ph II,
Glendale Fire Station 153
Available
100%
Larry Mitchell, General Superintendent
City of Mesa Northeast Public Safety Facility
Available
75%
Ileana Beshaler, Lead PreCon. Manager
MCSO District 3 Substation, Glendale Police Evidence
Storage Facility, Chandler USD High School Turf Fields
Available
40%
Ted Cava, Elections Advisor
Palm Beach County Fire Station 49, Broward County
Supervisor of Elections New Facility
Available
10%
Danielle Williams, Virtual Construction
MCSO District 3 Substation, Jarell Independent School
District New Middle School No. 2
Available
25%
Gene Traver, Warranty
Involved with all projects
Available
10%
CORE | Maricopa County Elections Facility # 230085-CMR
6
Provide information on how your firm would propose to apply your firm’s and the proposed project team’s experience and
qualifications to this project.
PROJECT MANAGEMENT PLAN
SECTION 3
ELECTIONS FACILITY EXPERIENCE
CORE is currently constructing the Broward County Supervisor
of Elections Facility in Ft. Lauderdale, FL. The project is expected
to be completed by June 2024. We also just finished Phase II
of the Maricopa Tabulations and Elections Center, with Seth
Linaman serving as the Superintendent. In order to enhance
our understanding of the elections process and better serve the
County, Seth spent time at the Broward County Elections Facility
to gain valuable insights and lessons learned. Below are a few
examples of the insights that he and our team will apply to the
Maricopa County Elections Facility.
UNDERSTANDING THE COUNTY’S ELECTION
PROCESS
Understanding the election process is the most critical aspect
of providing the best result for Maricopa County. CORE looks
forward to listening to understand the County’s needs, and
provide valuable input on design based on our past elections
experience. We acknowledge the meticulous steps involved in
ballot processing, including secure handling, rigorous verification
procedures, and robust measures to ensure the utmost integrity
and security. Our commitment to upholding the highest standards
in construction parallels your dedication to stringent requirements
and protecting the election process.
IDENTIFYING CHALLENGES OF CURRENT
FACILITIES
Like Maricopa County, Broward County’s Supervisor of Elections
is housed in an outdated facility with limited space, in this case
an old K-Mart. A key challenge for Maricopa is that the election
process is currently limited by the equipment and space available.
Being constrained by space, equipment, lack of flow, and
inadequate security, it’s clear that the expectations set for the
Elections Departments are currently unattainable.
UNIQUE ELECTION FACILITY NEEDS
One of the most critical elements of these unique facilities is the
need to be highly secure, yet completely transparent. An example
of this is the “Transparency Corridor” at the Broward County
Elections Facility. This Corridor is always open to the public and
surrounds the inner sanctum, where Supervisor of Elections
employees process and store ballots. Due to the nature of this
facility, this critical open-access viewing area is a unique feature
of this project that requires additional security measures and
attention. CORE will bring valuable insight and election specific
design solutions to the Maricopa County Elections Facility.
LESSONS LEARNED THAT WILL BENEFIT
MARICOPA COUNTY
All Stakeholder Involvement: Involving ALL stakeholders in the
design phase significantly impacts cost, schedule, and buy-in.
Understanding diverse needs from each department and facility
expert is crucial. For instance, once construction was already
underway at the Supervisor of Elections facility, we received
a $900,000 security camera request. This required design
adjustments, affecting the schedule and procurement time. With
better planning and inclusion of the IT and Security teams, we
could have increased the camera scope earlier, avoiding any delay.
This lesson learned benefits Maricopa County by forming CORE’s
approach to be extremely collaborative with all stakeholders.
Specialized Equipment: While visiting Broward County’s
current facility, one critical need identified was that the Supervisor
of Elections team needed to have the ability to reorient their
equipment as-needed to align with the changing demands of
elections. CORE identified a conflict in the way the “Blue Crest”
scanning machines were provided power as it was designed
to come from the ceiling, which would impede the Supervisor
of Elections employee’s ability to maintain the machines and
reposition them. The CORE team was able to resolve this issue
by relocating the source of power to the floors, which eliminates
any conflict to maintain or move the machines for the staff. We will
submit this idea and similar lessons learned to Maricopa County
to benefit your facility.
Superintendent, Seth Linaman at the Broward County SOE
Facility Site
3. PROJECT MANAGEMENT PLAN
CORE | Maricopa County Elections Facility # 230085-CMR
7
In addition: a) Describe the processes your firm proposes to
use during the design phase of this project on the following
subjects:
1. Preparation of cost estimates that accurately forecast the
guaranteed maximum price.
COST ESTIMATES
Our goal is to complete every project within budget with No Change
Orders. Maintaining the County’s budget will be our team’s top
priority, and this starts early with accurate estimating during pre-
construction. Our approach is to have constant collaboration with
DLR, re-balancing and creating alignment continuously. We do
this through providing early, accurate, and continuous information
through Options Studies and recommendation of systems,
finishes, and products. With this approach, the County and entire
project team have an understanding of where the budget stands
at any given moment of the design and is not stuck waiting for
the next design milestone update. This better serves the overall
team by managing the overall budget and keeping the project on
schedule.
Through collaboration and open communication, our team
was able to generate over $14M in Value Engineering and
Cost Reduction Opportunities of which over $4M were
implemented into the final design in order to meet the
Client’s financial goal for the project. In addition, CORE
implemented a successful Owner Direct Material purchase
that yielded an additional $343K worth of value to the project.
Gas Line
Sanitary Sewer
Sanitary Sewer
(w/ potential easement)
Overhead Power & Data
Comms Line & Vault
Underground Electrical
42” Water Line
Chilled Water Stub
UTILITIES KEY
YOUR
SITE
WE KNOW YOUR SITE
CORE is an expert in construction in downtown Phoenix, having
worked on projects such as Chase Field and the Arizona Financial
Theater. We are also currently working on the Maricopa Plaza
Renovations project located one mile from your project. Our team
is equipped to handle the layered challenges of construction in the
downtown area.
UTILITIES INVESTIGATION
Our team visited your site and completed a thorough utility
investigation. A utility map is shown below.
Utility relocation will be critical to the success of this project
(especially due to the scale and complexity of some of the water,
sewer, and chilled water loop systems). CORE’s plan is to:
•
Further investigate current utilities
•
Coordinate with the Design Team and utility providers
during design
•
Plan the work with City of Phoenix and Maricopa County
well in advance
•
Execute the work to minimize disruption for all stakeholders
•
Inspect and test all work to ensure a high quality product
TRAFFIC STUDY
CORE will conduct a traffic study of the nearby cross streets.
This will reveal the heavy and light traffic windows and inform our
logistics plan for the timing of material deliveries and performing
specific scopes.
3. PROJECT MANAGEMENT PLAN
BROWARD COUNTY SOE FACILITY
3. PROJECT MANAGEMENT PLAN
CORE | Maricopa County Elections Facility # 230085-CMR
8
2. Constructability reviews, systems reviews and value-added
engineering.
CONSTRUCTABILITY REVIEWS AND
SYSTEMS REVIEWS
CORE’s constructability and system reviews, conducted during
the GMP development process, will assess the design documents
for completeness, and the ability to achieve product quality and
constructability. We look at the details from a builder’s perspective
to provide DLR with field experienced construction feedback.
CORE has developed a continuously evolving checklist that allows
for scrubbing design documents for major issues that can impact
cost and schedule.
VALUE ENGINEERING (VE)
Our role during pre-construction is to act as an advocate for the
County and a partner to DLR to make sure that Best Value
is achieved. Throughout the design process, our team will use
their years of experience and knowledge of the project to carefully
reduce unnecessary scope, while maintaining the integrity of the
project design. Each change is captured in our detailed Value
Engineering Logs to help us track cost savings and design impact.
3.
Your
subcontractor
selection
and
subcontractor
management plan.
SUBCONTRACTOR SELECTION PLAN
CORE has created a process where Trade Partner selection is
based on both qualifications and cost. This process enables us
to get an “apples-to-apples” comparison on scope cost from
prequalified professionals. Our team also understands the
importance of keeping work local. CORE will ensure the best,
most qualified Trade Partners are working on your facility.
Our expectations are clearly communicated to all Trade Partners,
in advance, to ensure clarity and adequate resources can be
available as they prepare their submissions. CORE makes every
effort to proactively manage the relationships we have with each of
our Trade Partners. We pride ourselves on open communication to
mitigate any issues that may arise.
4. Communicating with the County, the design professional,
the design professional’s sub-consultants, any early selected
subcontractors, and stakeholders.
COMMUNICATION
We will begin our communication and establish expectations
through meetings with the County that include all stakeholders
and consultants. Our goal is to collaborate fully throughout the
project. We will ensure that all your wants and needs are heard
and meticulously documented as we embark on a series of Owner
& Architect (OA) Meetings. As always, we closely oversee the
budget from inception and identify opportunities to add value to the
project and illustrate opportunities throughout the pre-construction
process. When construction commences, the OA Meetings will
transform into OAC Meetings (Owner, Architect & Contractor).
Proper project oversight is essential, and we will take every
opportunity to increase communication through project turnover.
5. Preparation of a proposed GMP with required accompanying
information and negotiating a mutually satisfactory final
guaranteed maximum price.
ESTABLISHING GMP
We work hard to establish trust from the very beginning by always
giving you a high level of detailed, accurate information. CORE will
provide a GMP at any time required by the County. Here is how we
think about your GMP:
• Our Guaranteed Maximum Price is our word. We have never
failed to deliver on a GMP.
• The GMP should not be a surprise but simply the official
representation that we have arrived at your intended budget
through our extensive pre-construction effort.
• The GMP means no change orders. Aside from a scenario
where you, the Owner, choose to incorporate additional
scope into the project, you will not see a change order
from CORE.
• The GMP is open book. During construction, we will show
you how the money is being spent while, at the same time,
giving you assurance that the GMP will not be exceeded.
100% of savings accrued during the construction of the project
will be returned to you in the form of a deductive change order.
b) Describe the procedures your firm, as the CMR, proposes to
use to select subcontractors under your firm’s subcontractor
selection plan. This plan must clearly show the proposed
subcontractor selection plan for selecting subcontractors
is based on qualifications alone, or on a combination of
qualifications and price, and not selecting subcontractors
based on price alone.
CORE has the deepest and broadest array of Trade Partners in
Arizona construction. We have been a leader in the construction
management industry for over 42 years, and due to our outstanding
treatment of our Trade Partners, we get better and more competitive
pricing for our projects than our competitors. We have made it our
mission to ensure that only the best, most qualified Trade Partners
CORE is working with DLR on the DEMA Emergency
Operations Center, currently in pre-construction. The new
40,000 SF addition is being built into a mountain, so we
performed a Geotech report to find unforeseen issues
and to better collaborate with DLR throughout the Design
Phase.
Throughout pre-construction, CORE presented
DEMA with a total of $9M in value engineering and
cost reduction opportunities of which over $3M
were implemented into the design.
3. PROJECT MANAGEMENT PLAN
CORE | Maricopa County Elections Facility # 230085-CMR
9
work on your project. To achieve this, we will utilize Trade Partners
that have been a part of our past projects for Maricopa County that
are familiar with building to the County’s standards. The ultimate
result is the County benefiting from Trade Partners who care about
safety, quality, cost, schedule, and Client satisfaction as much as
we do. Please also refer to our response to Question 3 on the
previous page.
c) Describe the schedule management and control process
your firm proposes to apply to this project. Among other items,
specifically address submittals, sub-contractor management,
and critical path aspects of project and material availability.
SCHEDULE MANAGEMENT
At CORE, we set a very simple schedule goal for every project:
Build it on or ahead of schedule. We will work with representatives
from the County to develop a Master Schedule that itemizes the
milestones, tasks, responsibilities, due dates, and meetings.
During the Construction Phase, CORE utilizes a technique
called pull planning. This approach allows our field team to make
necessary adjustments to the daily schedule in order to recover
the project’s progress, if it starts to fall behind. Our Superintendent,
Seth Linaman, coordinates with the team on a daily basis, enabling
our Trade Partners to work collaboratively and identify the “what,
where, and how” of all construction activities. This results in a
significant reduction of conflicts in the field.
QUALITY CONTROL PROCESS
During pre-construction, our Trade Partners learn the true scope of
work, products to be used or installed, and the expectations of the
project team. Prior to submitting for design review and approval,
CORE’s project team will carefully review the Trade Partners’
submitted shop drawings and product data information. To ensure
quality is controlled on your project, CORE has adopted a three-
phase quality control/assurance system (preparatory, initial, and
follow-up), modeled after the U.S. Army Corps of Engineers’
program.
SUBMITTALS
CORE uses Procore for our project management process. Procore
is a cloud-based all-in-one construction management software that
helps us finish quality projects on time, and within budget. This
tool allows us to track all drawings (and revisions), specifications,
submittals, RFIs, meetings, photos, and punch lists in one program.
All parties have real time access to Procore providing review of all
information.
SUBCONTRACTOR MANAGEMENT
Each day, CORE’s General Superintendent, Larry Mitchell, and
Superintendent, Seth Linaman, will generate a report tracking
the status of each factor on the new elections facility. Information
about Trade Partner performance is collected and aggregated
into a dashboard that is reviewed weekly. Any non-compliance
is immediately documented and dealt with in the field, as well as
brought to the attention of necessary leadership, with a formal
notice concerning further action as needed.
MATERIAL AVAILABILITY
Identifying which products and trades are the most volatile and
critical to the overall project schedule will be important. We will
need to make sure the longest lead items are procured accordingly
in order to meet the schedule deadlines.
d) Describe the budget management and control process
your firm proposes to apply to this project.
BUDGET MANAGEMENT
Our philosophy for budget management is to anticipate problems
and work to avoid them; identifying potential problems allows us
to design around them. All our budget management processes
are completely open book throughout the pre-construction and
construction process, allowing the County to know the precise
financial status of the project at any given time. Our team uses
a software called Vista Viewpoint for all cost related tracking of
project costs and have the expertise to generate any number of
reports to analyze the status of the project.
Cost Control: Our method of cost control is congruent with
that of the Pre-construction Phase – open book and completely
transparent. CORE will communicate all cost challenges that we
encounter during construction as well as what we will do to control
these costs. When challenges arise, we utilize options studies and
value engineering to keep the budget on track and stretch every
dollar. Maricopa County is included and has full oversight of this
process.
On the mall burn building in the Gilbert Public Safety
Training Facility, the design specified a steel storefront.
During construction, our team realized we could achieve
the same look with aluminum. CORE worked with the
Design Team and supplier to come up with an alternative
aluminum solution. We never stop looking for savings.
The Town approved this adaptation, which saved
nearly $170,000.
CORE uses a method called “pull planning” in order to
make daily schedule adjustments alongside our Trade
Partners to keep the project on schedule.
CORE | Maricopa County Elections Facility # 230085-CMR
10
a) Provide information on the experience of your firm and your team members in interacting with the owner’s project personnel, the design
professional’s project personnel, the design professional’s consultants, your subcontractors, and any stakeholders. Give examples of
successful experiences that your firm and your team members have had with a “team” or a “win-win-win” or a “partnering” approach.
WORKING AS A TEAM
We will work as a team with Maricopa County, DLR, and all
stakeholders by bringing all parties together to collaborate in our
open-book, transparent process to ensure good decisions can be
made efficiently for the benefit of the entire project team. CORE
will remain entirely focused on providing Best Value and meeting
the County’s Big Picture Outcome for this project. Below are some
examples of our team approach:
COORDINATING WITH MULTIPLE PARTNERS
CORE is skilled at collecting the requirements of various
departments, facility experts, Trade Partners, and end-users. This
helps in achieving success in our projects. You can depend on our
team to ease the burden off the County and rest assured that we
will address issues while maintaining effective communication with
everyone involved.
Maricopa County Tabulation and Elections Center (MCTEC):
To prepare for the March 2024 election, MCTEC needed 40 new
workstations to allow for an increase in volunteer participation.
Throughout the project, CORE coordinated with at least 12 different
entities. We engaged Maricopa County and a Trade Partner who
had access to a third-party permit consultant to expedite the
permit for the spaces. CORE also coordinated with the Facilities
Management Department (FMD), MCTEC, Enterprise Technology
& Innovation (OET), and their consultant, Inspired Networks, and
found a temporary rental solution for a delayed electrical panel.
Without the careful coordination between the 12 stakeholders and
a problem-solving mindset by CORE’s field staff, Seth Linaman and
James Faria, the MCTEC would not have a space for the additional
volunteers it desperately needs.
Additionally, we have a successful partnership with Maricopa
County Architect, Seth Bouman throughout the MCTEC project
and look forward to working with him on future Maricopa County
projects.
OUR SUCCESS WORKING WITH DLR
As the recognized Top Ranked Public Safety Builder and
Architect/Engineering Firm by BD+C Giants 400 Report, CORE
and DLR have a proven track record of creating win-win-win
outcomes for our Clients. We specialize in complex projects and
are currently working together on the DEMA Emergency Operations
Center. With our years of experience and access to both local and
national resources, we create buildings that not only meet your
requirements but also strengthen the community. CORE and DLR
have successfully delivered several large-scale, high-profile
projects such as the Lower Buckeye Jail, the Ed Pastor Justice
and Detention Center, the City of Buckeye Town Hall Complex,
and the NAU Student-Athlete High Performance Center.
TEAM APPROACH CAPABILITY
SECTION 4
CORE successfully coordinated with 12 different entities
for the Maricopa County Tabulation and Elections Center
project to complete the project on schedule.
During the Design Phase of the NAU Student-Athlete High
Performance Center, our team worked collaboratively
to analyze various structure and enclosure (skin) types
to understand constructability, schedule, and cost
implications. The Design and Engineering teams produced
their preliminary design detail concepts in Revit, CORE
then took the Revit Model and produced 3D Models for use
in discussions with NAU and our Trade Partners. CORE
then developed what we call an Options Study, where we
gather important information relative to durability, lead
time, cost, warranty, etc. This pre-construction tool allowed
NAU to make informed decisions about the structure and
enclosure types and allowed the CORE and DLR Group
team to move forward through the Design and Pre-
construction Phase. Through this process, we determined
a hybrid structure and various skin types.
This saved NAU nearly $2M and improved the
schedule by over two months.
Structure Enclosure Options Study:
CORE + DLR PARTNERING APPROACH
CORE | Maricopa County Elections Facility # 230085-CMR
11
4. TEAM APPROACH CAPABILITY
USING VIRTUAL CONSTRUCTION TO
COLLABORATE AND DISCOVER UNKNOWNS
Our team will virtually “build” every aspect of the project prior
to actually building it in the field. That way, the County and all
stakeholders are included in the process and are on the same page
resulting in making decisions proactively, rather than reactively.
Upon receipt of 3D Design Development models from the Design
Team, we can begin our 3D constructability review of the project.
We combine all of the design models that we receive into one
federated model and analyze the constructability. We translate
this information into a report to share our findings with the Design
Team. We will also facilitate meetings with the design team and
their consultants to view the 3D model and work together to
generate solutions to solve the design clashes before we get to
construction documents.
As we begin mobilization and sitework, our Virtual Construction
Team will begin working with our Trade Partners using their
detailed three-dimensional models to coordinate the locations of
conduits, ductwork, sprinkler piping, plumbing piping, geothermal
piping, security systems and structural components well ahead
of when these components will be installed in the field. Upon
completion of the coordination of systems mentioned, our Trade
Partners will have specific, self-generated installation plans to
follow in the actual construction of their systems. This makes for
an efficient installation in the field improving quality and speed of
construction.
BUILDING TRUST
Our concept for working in a team relationship revolves around
earning the trust of all our Building Partners, from Maricopa County,
to DLR, to the design consultants and our Trade Partners. Once
we earn the trust of each of these team members, we are able to
work with an understanding that no one has a hidden agenda and
that we are all making decisions in the best interest of the County.
CORE continuously works to earn the trust of our Building
Partners, every single day.
The CORE Team, including our Lead PreConstruction Manager,
Ileana Beshaler, is currently working on the Maricopa County
Sheriff’s Office Substation 3. Ileana has gone above and beyond
her duties to create a Responsibilities Matrix, which will help the
County and all stakeholders to understand who is responsible for
unique deliverables such as FF&E and technology items. This
matrix will ensure that nothing is missed in the project and that
we deliver our work with utmost precision. You can trust us with
your project.
Our team walked Broward County through a 3D model
to allow them experience the new elections facility
prior to construction. Danielle Williams and our Virtual
Construction Team will bring expertise from this project
to collaborate with the County and DLR.
Virtual Constructability Review at Broward County
Elections Facility. In this instance the mechanical system
in the security lobby was above the roof, which helped
the Design Team and CORE know we needed to adjust
the roof elevation early on in the Design Phase.
As an architect partner, I have
always experienced CORE to
be prepared, professional, and
keen to meet the demanding
expectations of local government
clients. They worked hand in
hand with us to ensure that
the project’s budget was spent
wisely, while still providing the
highest quality possible.
Samuel Ferreri
Principal, PGAL
Design Team on the
Broward County SOE Facility
“
CORE | Maricopa County Elections Facility # 230085-CMR
12
General Construction- License#: Class B-01 069786ROC
General Engineering- License#: Class A 110343ROC
The Proposer selected under this RFQ must hold an Arizona
General Contractor’s License and have an Arizona office
location. You must hold an appropriate Contractor’s license
issued by the Arizona Registrar of Contractors when you
submit your Proposal. Include in your Proposal a copy of
the appropriate license which includes the license type and
number.
CORE holds two General Contractor’s Licenses which are
provided below.
Also, describe your existing Arizona office or state your
commitment to establish an Arizona office (should you not
already have one) if you are selected under this RFQ.
CORE has five offices across Arizona. Our Phoenix office, located
at 3036 E. Greenway Road, Phoenix, AZ 85032, will be the
primary office for your project. Below is a list of all of our other
Arizona office locations:
•
Phoenix: 3036 E. Greenway Rd., Phoenix, AZ 85032
•
Flagstaff: 305 N. San Francisco St., Flagstaff, AZ 86001
•
Tempe: 504 E. Southern Ave., Tempe, AZ 85282
•
Tucson: 3097 W. Ina Rd., Tucson, AZ 85741
•
Yuma: 202 S. 1st Ave., #102, Yuma, AZ 85364
GENERAL CONTRACTOR’S ARIZONA LICENSE
AND LOCATION OF ARIZONA OFFICE
SECTION 5
1
2
3
4
UNIQUE ELECTIONS
SCOPE EXPERIENCE
OUR RELATIONSHIP
WITH MARICOPA
COUNTY
PROVEN SUCCESS
COMPLETING LARGE,
COMPLEX PROJECTS
WITH DLR GROUP
KNOWLEDGE OF
EXISTING SITE
WHY CHOOSE
CORE?
Todd Steffen
Jason Santor, LEED AP BD+C
PROJECT EXECUTIVE
Todd serves as the Project Executive and will be accountable for the overall success of
Maricopa County’s Elections Facility. He has an extensive amount of experience in the
CMR delivery method and will be available to assist in project organization and control,
the scheduling process, and the procedures by which all team members operate. Client
satisfaction is one of Todd’s paramount goals. He strives to achieve continuous improvement
and will guarantee that this project is finished on time, on budget and with the highest possible
level of quality.
DIRECTOR OF PRECONSTRUCTION
As Director of PreConstruction for the Maricopa County Elections Facility, Jason brings 15
years of experience in the ever-changing conditions and methodologies of pre-construction
processes with extensive experience in the CMR delivery method. He will lead the team
through design development, value engineering, construction document review, and
the establishment of the GMP while working to ensure that the finished plans match the
expectations, budgets, and schedule for your project.
EDUCATION
B.S., Construction Management
Illinois State University
EDUCATION
B.S., Construction Management
Arizona State University
Years
with CORE
Years
with CORE
Years of
Experience
Years of
Experience
26
10
26
15
RELEVANT EXPERIENCE
RELEVANT EXPERIENCE
APPENDIX: RESUMES
Lower Buckeye Jail | Similarity
and Complexity: DLR Group • Municipal
Project • Secure Facility • New Build •
Maricopa County; Size: $112m; Schedule:
Completed 2003
LICENSES & REGISTRATIONS
OSHA 10-Hour, Construction Management Association of America, Association of
Construction Excellence
LICENSES & REGISTRATIONS
OSHA 30-Hour, Construction Management Association of America, Association of
Construction Excellence, Lean Construction Practices, National Incident Management
System Certified by FEMA Emergency Management Institute
Gilbert Public Safety Facility |
Similarity and Complexity: Municipal
Project • Complex Stakeholders • New Build
• CMR; Size: $65m; Schedule: Completed
2020
Ed Pastor Justice and Detention
Center | Similarity and Complexity:
Municipal Project • Secure Facility • New
Build • DLR Group • CMR; Size: $53m;
Schedule; Completed 2010
NAU
Student-Athlete
High
Performance Center | Similarity
and Complexity: • DLR Group • New Build •
Complex Stakeholders • CMR; Size: $39m;
Schedule; Completed 2022
Maricopa
County
Elections
TI Ph 1 | Similarity and Complexity:
Maricopa County • Elections Facility •
Secure Facility; Size: $700K; Schedule:
Completed 2024
Gilbert Public Safety Facility |
Similarity and Complexity: Municipal
Project • Complex Stakeholders • New Build
• CMR; Size: $65m; Schedule: Completed
2020
Broward
County
Elections
Facility | Similarity and Complexity:
Elections Facility • Secure Facility • New
Build • CMR; Size: $67m; Schedule; On
Track for 2024 Completion
Mesa Northeast Public Safety
Facility | Similarity and Complexity:
Municipal Project • Secure Facility • New
Build • CMR; Size: $32m; Schedule; On
Track for 2025 Completion
James Faria, LEED AP
Chris Schratwieser, LEED AP
PROJECT DIRECTOR
As Project Director, James will bring his extensive CMR expertise to the construction of the
Maricopa County Elections Facility and will be responsible for managing schedule, budget,
quality, and daily communication with the County, DLR, and Building Partners. James’
attention detail and transparency will ensure that your project is successfully completed on
time and on budget.
SENIOR PROJECT MANAGER
As Senior Project Manager for this project, Chris will be responsible for all early coordination
during pre-construction, and all coordination between CORE and the County throughout the
construction process. He will maintain open communication and deliver project updates to the
County in order to ensure that the project is meeting budget and scheduling constraints. Chris
will continuously monitor all project administrative duties including submittals, shop drawings,
requests for information, and billings. He will continue to provide project management
services during design through construction of the project. Chris brings an extensive amount
of experience in the CMR delivery method.
EDUCATION
B.S., Construction Management
Northern Arizona University
EDUCATION
MBA, Arizona State University
B.S., Construction Management
Arizona State University
Years
with CORE
Years
with CORE
Years of
Experience
Years of
Experience
11
23
22
44
RELEVANT EXPERIENCE
RELEVANT EXPERIENCE
APPENDIX: RESUMES
LICENSES & REGISTRATIONS
OSHA 30-Hour, Construction Management Association of America, Association of
Construction Excellence, United States Green Building Council, NAVFAC QA/QC, National
Incident Management System Certified by FEMA Emergency Management Institute
LICENSES & REGISTRATIONS
OSHA 30-Hour, Construction Management Association of America, Association of
Construction Excellence, NAVFAC QA/QC
Gilbert Public Safety Facility |
Similarity and Complexity: Municipal
Project • Complex Stakeholders • New Build
• CMR; Size: $65m; Schedule: Completed
2020
National
Guard
Readiness
Center | Similarity and Complexity:
Municipal Project • Secure Facility • New
Build • CMR; Size: $31m; Schedule;
Completed 2020
Mesa Northeast Public Safety
Facility | Similarity and Complexity:
Municipal Project • Secure Facility • New
Build • CMR; Size: $32m; Schedule; On
Track for 2025 Completion
Gilbert Emergency Operations
Center Renovation | Similarity and
Complexity: Active Building Renovation •
Municipal Project • Secure Facility • CMR;
Size: $10m; Schedule; Completed 2024
Lower Buckeye Jail | Similarity
and Complexity: DLR Group • Municipal
Project • Secure Facility • New Build •
Maricopa County; Size: $112m; Schedule:
Completed 2003
Buckeye Town Hall Complex |
Similarity and Complexity: DLR Group •
Municipal Project • Civic Center • New Build
• CMR; Size: $17m; Schedule; Completed
2009
National
Guard
Readiness
Center | Similarity and Complexity:
Municipal Project • Secure Facility • New
Build • CMR; Size: $31m; Schedule;
Completed 2020
Apache Junction City Hall and
Courts | Similarity and Complexity:
Municipal Project • Secure Facility •
Civic Center • New Build; Size: $10.8m;
Schedule; Completed 2005
Ileana Beshaler
Ted Cava
LEAD PRECONSTRUCTION MANAGER
As Lead PreConstruction Manager, Ileana will lead the entire team collaboratively through
every step of the pre-construction process from plans and risk analysis to a seamless
transition into the field. She brings an extensive amount of experience in the CMR delivery
method. She facilitates the estimation processes and lends the necessary experience and
knowledge to manage the cost, schedule, and quality processes. Ileana will work closely with
the County and DLR to ensure that the finished plans match expectations. Ileana embodies
our CORE Culture of Team and Trust.
ELECTIONS ADVISOR
Ted has been in the construction world for more than 20 years and brings an abundance of
experience working with local municipalities, Trade Partners, and Design Teams. Ted brings
specific expertise in elections facility scope, having led the design and construction of the
Broward County Elections Facility in Florida. Ted will serve Maricopa County with lessons
learned, key insights, and solutions to improve scope and deliver Best Value. Ted brings an
extensive amount of experience in the CMR delivery method.
EDUCATION
B.S., Construction Management
Arizona State University
EDUCATION
M.E., Rinker of Building and
Construction
University of Florida
Years
with CORE
Years
with CORE
Years of
Experience
Years of
Experience
17
2
19
23
RELEVANT EXPERIENCE
RELEVANT EXPERIENCE
APPENDIX: RESUMES
LICENSES & REGISTRATIONS
OSHA 30-Hour, Construction Management Association of America, Association of
Construction Excellence, United States Green Building Council, NAVFAC QA/QC, LEED
Accredited Professional
Gilbert Public Safety Facility |
Similarity and Complexity: Municipal
Project • Complex Stakeholders • New Build
• CMR; Size: $65m; Schedule: Completed
2020
Maricopa
County
Sheriff’s
Office Substation 3 | Similarity and
Complexity: Maricopa County • Municipal
Project • Secure Facility • Renovation •
CMR; Size: $16.4m; Schedule; On Track
for 2025 Completion
Mesa Northeast Public Safety
Facility | Similarity and Complexity:
Municipal Project • Secure Facility • New
Build • CMR; Size: $32m; Schedule; On
Track for 2025 Completion
Flagstaff Services Maintenance
Facility | Similarity and Complexity:
Municipal Project • Complex Scope • New
Build • Design-Build; Size: $23m; Schedule;
Completed 2018
Gainesville Police Station* |
Similarity and Complexity: Municipal
Project • Secure Facility • CMR; Size: $11m
| 40,305 SF; Schedule: Completed 2024
General Services Administration
Court House - Ft. Pierce* |
Similarity and Complexity: Municipal
Project • Complex Stakeholders • New Build
• CMR; Size: $56m, 123,400 SF; Schedule:
Completed 2011
Broward
County
Elections
Facility | Similarity and Complexity:
Elections Facility • Secure Facility • New
Build • CMR; Size: $67m, 160,000 SF;
Schedule; On Track for 2024 Completion
General Services Administration
Citizenship and Immigration
Office - Orlando* | Similarity and
Complexity: Municipal Project • Secure
Facility • New Build; Size: $12m, 43,500 SF;
Schedule; Completed 2010
LICENSES & REGISTRATIONS
OSHA 30-Hour, CPR and First Aid, Florida Certified General Contractor, Lean Practitioner
Certified, FMI Executive Management, Florida Building Envelope Management
*Completed with previous firm
Larry Mitchell
Seth Linaman
GENERAL SUPERINTENDENT
Larry is responsible for the coordination of all site construction activities, and for the
supervision of all field personnel. He will maintain the highest quality on your project and
ensure that all safety plans are implemented. In addition, Larry will confer with supervisors
and Trade Partners to address matters such as work procedures and construction challenges.
He serves as a liaison between the Owner and the rest of the team. Larry excels in problem
solving and is proactive in the management of jobsite activities. He brings extensive CMR
experience to your project.
SUPERINTENDENT
Seth will be responsible for the supervision, coordination, and scheduling of Trade Partners
for the Maricopa County Elections Facility. He will be in charge of schedule control, quality
control, and safety, ensuring that the project is built to the highest quality and standards.
This project’s well planned, broad scope of work will require continuous connection and daily
attention to Owner details. Seth will be available to you prior to the initial kick-off of the
project, and will continue to serve well after the project is finished. He brings extensive CMR
experience to your project.
Years
with CORE
Year
with CORE
Years of
Experience
Years of
Experience
10
1
48
13
RELEVANT EXPERIENCE
RELEVANT EXPERIENCE
APPENDIX: RESUMES
LICENSES & REGISTRATIONS
OSHA 30-Hour, Construction Management Association of America, Association of
Construction Excellence
LICENSES & REGISTRATIONS
OSHA 30-Hour Certified, Construction Management Association of America, Association of
Construction Excellence
Maricopa
County
Elections
TI Ph 1 | Similarity and Complexity:
Maricopa County • Elections Facility •
Secure Facility; Size: $700K; Schedule:
Completed 2024
Goodyear
Police
Department
Admin Building Phase II |
Similarity and Complexity: Municipal
Project • Secure Facility • Active Site • New
Build Addition • CMR; Size: $18m, 24,500
SF; Schedule: Completed 2023
Phoenix
College
Parking
Garage* | Similarity and Complexity:
DLR Group • New Build • Parking Structure
• CMR; Size: $2.5m | 50,000 SF; Schedule:
Completed 2005
Phoenix
College
Science
Building* | Similarity and Complexity:
DLR Group • New Build • CMR; Size: $22m,
65,000 SF; Schedule: Completed 2006
Anthem
Community
Center*
| Similarity and Complexity: Municipal
Project • Public Building • New Build; Size:
$26m, 75,000 SF; Schedule; Completed
1998
*Completed with previous firm
Phoenix International Airport
Terminal
3
Renovation*
|
Similarity and Complexity: Municipal
Project • Secure Facility • New Build; Size:
$12m, 43,500 SF; Schedule; Completed
2020
*Completed with previous firm
Mesa Northeast Public Safety
Facility | Similarity and Complexity:
Municipal Project • Secure Facility • New
Build • CMR; Size: $32m; Schedule; On
Track for 2025 Completion
Maricopa
County
Elections
TI Ph 2 | Similarity and Complexity:
Maricopa County • Elections Facility •
Secure Facility; Size: $700K; Schedule:
Completed 2024
Danielle Williams
Gene Traver
VIRTUAL CONSTRUCTION
Danielle will lead CORE’s in-house Virtual Construction (VC) Team. This team utilizes a
variety of programs such as Revit, Navisworks, Sketchup, Assemble, Lumion Pro, Synchro
Pro, Infraworks 360, and Drone Deploy to create 3D Building Information Models (BIM) and
other valuable tools for construction and logistics planning. These tools can be used to study
the project for potential risks during pre-construction and construction. Danielle’s skillset
will be applied to the accurate placement of specialty systems and critical features in the
elections specific spaces, thereby identifying potential clashes and resolving them before we
begin construction, ultimately saving time and money.
WARRANTY
Gene will handle all Warranty related items after construction is complete. Gene will meet
with every Facility Manager during the Close Out Phase to discuss CORE’s online warranty
program. Gene will cover this program in detail and reinforce that CORE’s commitment to
Marciopa County does not end upon completion of the project, but continues throughout the
warranty period and beyond. This gives the Owner the assurance and the knowledge that
their needs will be met even after CORE has vacated the jobsite.
EDUCATION
B.S., Construction Management
Arizona State University
Years
with CORE
Years
with CORE
Years of
Experience
Years of
Experience
8
27
19
46
APPENDIX: RESUMES
LICENSES & REGISTRATIONS
OSHA 30-Hour Certified, Construction Management Association of America, Association for
Construction Excellence, United States Green Building Council, CM Lean Certified, Arizona
Builder’s Alliance
ADDED VALUE
ADDED VALUE
CUSTOM WARRANTY WEBSITE
CORE will build a custom warranty website for Maricopa County through which you can
easily submit any warranty issues. Our Customer Service Department is available 24/7
and dedicated to providing the highest level of service.
Laser Scanning
BIM
Drone Video
and Imaging
RELEVANT EXPERIENCE
Request For Qualifications
Page 23
Maricopa County Elections Facility
February 15, 2024
Construction Manager at Risk
Serial #240056-CMR
Attachment 1 - REFERENCE FORMAT
Maricopa County requires a minimum of THREE references and a maximum of five (most recently)
completed projects, which are similar in magnitude, complexity, and dollar value. This form may be
replicated as needed to be responsive to the Request for Qualifications.
1. Company Name:
Address:
Phone Number:
Facsimile Number:
Person to Contact:
Email Address:
Owner’s Bid # or Project #:
Date of Completion:
Brief Project Description (Including Partnering Team and Owner’s project name):
2. Company Name:
Address:
Phone Number:
Facsimile Number:
Person to Contact:
Email Address:
Owner’s Bid # or Project #:
Date of Completion:
Brief Project Description (Including Partnering Team and Owner’s project name):
3. Company Name:
Address:
Phone Number:
Facsimile Number:
Person to Contact:
Email Address:
Owner’s Bid # or Project #:
Date of Completion:
Brief Project Description (Including Partnering Team and Owner’s project name):
4. Company Name:
Address:
Phone Number:
Facsimile Number:
Person to Contact:
Email Address:
Owner’s Bid # or Project #:
Date of Completion:
Brief Project Description (Including Partnering Team and Owner’s project name):
5. Company Name:
Address:
Phone Number:
Facsimile Number:
Person to Contact:
Email Address:
Owner’s Bid # or Project #:
Date of Completion:
Brief Project Description (Including Partnering Team and Owner’s project name):
Broward County
Governmental Center Annex, Room A550115 S. Andrews Ave., Ft. Lauderdale, FL 33301
(954) 357-7035
N/A
Richard Luce, Construction Management Division
riliuce@broward.org
N/A
on track for 06/2024
Broward County Supervisor of
Elections Facility includes the extensive demolition, renovations and additions totaling 160,000 square feet. Design
Maricopa County
301 W. Jefferson St. Phoenix, AZ 85003
(602) 686-0318
N/A
Paul Corens, Facilities Management
paul.corens@maricopa.gov
23-04-071
Phase I: 09/2023, Phase II: 02/2024
The Maricopa County Tabulation
and Elections Center Ph I and II includes the enhancement of the existing elections facility. Design Team: DPS
Gilbert Fire Department
11550 W Glendale Ave., Glendale, AZ 85307
(480) 503-6332
N/A
Chief Rob Duggan
rob.duggan@gilbertaz.gov
MF040
01/2021
The Town of Gilbert Public Safety
Training Facility includes a 150,000-square-foot tactical training campus for police and fire. Design Team: Cole Architects
Northern Arizona State University
501 E Pine Knoll Dr., Flagstaff, AZ 86011
(928) 523-6404
(928) 523-9441
Joshua Spear, Director of Capital Planning, Design & Construction
Joshua.spear@nau.edu
09.731.191
02/2022
The NAU Student-Athlete High Performance
Center is a 70,000-square-foot facility featuring gymnasiums and sports training facilities. Design Team: DLR Group
Nevada State Public Works Division
2300 McLeod St., Las Vegas, NV 89104
(775) 851-2201
N/A
Chris Chimits, Deputy Administrator (retired)
chimitsfamily@sbcglobal.net
N/A
10/2009
The Campos Parole and
Corrections project included select demolition and the new construction of a five-story, 188,061-square-foot
municipal office building and structured parking garage. Design Team: KNIT
REFERENCE FORMAT
APPENDIX
Request For Qualifications
Page 24
Maricopa County Elections Facility
February 15, 2024
Construction Manager at Risk
Serial #240056-CMR
Attachment 2 - LEGAL WORKER CERTIFICATION
(Date)
Maricopa County
Office of Procurement Services – Article 5
301 W. Jefferson Street, Suite 700
Phoenix, Arizona 85003
In accordance with A.R.S. §41-4401, Maricopa County (County) is prohibited, after September 30, 2008
from awarding a contract to any contractor who fails, or whose subcontractors fail, to comply with Arizona
Revised Statutes (A.R.S.) § 23-214-A. The undersigned entity warrants that it complies fully with all federal
immigration laws and regulations that relate to its employees, that it shall verify, through the employment
verification pilot program as jointly administered by the U.S. Department of Homeland Security and the
Social Security Administration or any of its successor programs, the employment eligibility of each
employee hired after December 31, 2007, and that it shall require its subcontractors and sub-subcontractors
to provide the same warranties to the below entity.
The undersigned acknowledges that a breach of this warranty by the below entity or by any subcontractor
or sub-subcontractor under any contract resulting from this solicitation shall be deemed a material breach
of the contract, and is grounds for penalties, including termination of the contract, by the County. The
County retains the right to inspect the records of the below entity, subcontractor and sub-subcontractor
employee who performs work under the Contract, and to conduct random verification of the employment
records of the below entity and any subcontractor and sub-subcontractor who works on the contract, to
ensure that the below entity and each subcontractor and sub-subcontractor is complying with the warranties
set forth above.
(Firm)
(Address Line 1)
(Print Name)
(Address Line 2)
(Print Title)
(Phone)
(Signature Required)
(Fax)
(Email Address)
(Federal Taxpayer ID Number)
March 7, 2024
CORE Construction
Todd Steffen
President
proposals@coreconstruction.com
3036 E.Greenway Road
Phoenix, AZ 85032
602.494.0800
602.992.0648
86-0433249
LEGAL WORKER CERTIFICATION
APPENDIX
Request For Qualifications
Page 28
Maricopa County Elections Facility
February 15, 2024
Construction Manager at Risk
Serial #240056-CMR
Attachment 4 - NON-COLLUSION AFFIDAVIT
STATE OF ARIZONA
)
) §
COUNTY OF MARICOPA
)
being first duly sworn, deposes and says:
That he is
of
(Title)
(Name of Business)
bidding on 240056-CMR for the construction of Maricopa County Elections Facility in the County of
Maricopa, State of Arizona.
That, in connection with the above-mentioned project, neither he, nor anyone associated with the aforesaid
business, has, directly or indirectly, participated in any collusion, entered into any contract, combination,
conspiracy or other act in restraint of trade or commerce in violation of the provisions of A.R.S. § 34-251,
Article 4, as amended.
(Signature of Affiant)
Subscribed and sworn to before me this
day of
, 20
.
My Commission Expires:
(Notary Public)
Todd Steffen
President
CORE Construction
7th
March
24
December 22, 2024
NON-COLLUSION AFFIDAVIT
APPENDIX