h o& o p h i r m iddle sc ho h i g ls n e p l o - bssd72.org...bssd will benefit from our talented...

Lone

Peak

High &

Ophir Middle Schools

STEAM and

athleti

c facili

ty ad

dit

ions.

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The new MSU Bobcat Athletic Complex, led by Travis Kabalin, is a partnership withTate Management and A&E Design. This is our second Bobcat Stadium project in ten years.

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October 7, 2020

Dustin Shipman Superintendent, Big Sky School District 45465 Gallatin Rd Gallatin Gateway, MT 59730

Dear Mr. Shipman, Congratulations on your continued growth and ability to expand opportunities for your students and community members! We are excited to contribute to the design and construction of STEAM and athletic facility additions to your Lone Peak High and Ophir Middle Schools. We hope to continue building on our partnership that began over 15 years ago when the original Ophir Elementary took its first significant steps toward becoming a K-12 campus. Big Sky School District (BSSD) will benefit from our knowledge and experience to prepare and lead your construction efforts. Our team has the experience of building similar structures throughout the area. We offer the following to your stakeholders: Preconstruction: Our history includes extensive work for BSSD and with A&E Design. You can expect us to collaboratively identify alternate design approaches, cost-saving opportunities, and innovative ways to manage quality, budget, schedule, and scope. Our estimating is comprehensive, thorough, and accurate. Resources: You will benefit from our self-performance abilities. Big Sky’s significant demand for limited construction resources creates labor, cost, and scheduling challenges. Our deep pool of field talent andin-house equipment will ease these burdens and ensure your school avoids these obstacles. Relationships: Our team members have a good history with BSSD personnel, the campus, Tate Management, A&E Design professionals, and the area’s most qualified subcontractors and suppliers. This helps ensure your school receives the attention it deserves. Our unique approach to procurement attracts competition and maximizes local resources. We look forward to continuing our partnership and a long-term future together.

Sincerely,

Tony Martel Jason Martel Travis Kabalin Tom Estes Forrest Wesen Tyler Ragen Mark Malesich

Note: We acknowledge receipt of Addendum #1.

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1a. Firm Workload - Provide the status for current and anticipated work within the firm in terms of time and magnitude for the time anticipated for this project, as it relates to availability of key personnel to be assigned to this project.

Ample Martel resources and capacity are available for the Lone Peak High and Ophir Middle Schools’ projects. Maintaining a steady workload and backlog below our limit allows us to employ a stable workforce, manage adequate resource allocations, and give the work a boost to overcome unforeseen challenges.

Shown below is our anticipated Bozeman market workload for Travis Kabalin (PM), Tom Estes & Forrest Wesen (Superintendents), and Mark Malesich (Project Engineer).

SECTION ONE | FIRM INFORMATION

1b.Firm Experience - Demonstrate successful experience and capacity to act as a CM/GC on projects of similar size, type and complexity. Describe at least 3 completed projects in the past 5 years with a contract value of $20,000,000, or greater. What strategies did you employ to secure adequate labor and resources in order to fully complete the project on time and within budget?

Relevant details on four projects of similar size, type, and complexity to the Ophir Middle and Lone Peak High Schools’ expansion and renovation begin on the next page.

Strategies to secure adequate labor and resources in order to fully complete our work on time and within budget are outlined throughout this presentation, but in summary they are:

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We only pursue work that fits our capacity and resource availability.

Comprehensive planning to promote appropriate resource allocation for all involved.

Thorough scheduling, budgeting, and bidding to ensure the final cost aligns with the GMP.

Self-Performance abilities allow us to control schedule, quality, and price.

Local relationships with the area’s most qualified subcontractors and suppliers.

Billings Clinic | Mark

Gallatin Gateway School | Tyler, Travis

MSU Athletic Facities | Travis, Forrest

Private Residence Foundation | Tom

BIG SKY SCHOOL DISTRICT

Pending passing a bond and school board approval.

Mark Malesich

Travis Kabalin

Tom Estes

Forrest Wesen90 DayOverlap

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Owner Contact Tate ManagementBryan Tate(406) 599-9648l

Design Contact Cushing TerrellAlex Russell(406) 556-7100

LeadershipTate ManagementA&E Design - NoMorrison Maierle - No

Overall DetailsGC/CM ContractNew ConstructionRenovationExpansionOccupied Campus

Building FeaturesHigh Performance/SustainableSTEAM/Innovation LabsCollaborative Learning SpacesGymnasiumLobby/Concessions/Restrooms/MechLocker RoomsWalking Track - NoStorageTraining Rooms

This six-phase 30-month project took place with minimal disruption to school activities. It included a new classroom wing, new food service, athletics, and expanded common spaces for collaborative learning.

Belgrade High School Renovation and Expansion | 2019, 1977

SD Budget: $22.19 DD Budget: $25.35 CD Budget: $23.11 GMP: $25.05

Similarities With BSSD

Estimates | GMP (Millions)

References

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Owner Contact Montana State UniversityBrett GunninkDean, College of Engineering(406) 994-2272

Design Contact A&E DesignDusty Eaton(406) 248-2633

LeadershipTate Management - NoA&E DesignMorrison Maierle

Overall DetailsGC/CM ContractNew ConstructionRenovation - NoExpansion - NoOccupied Campus

Building FeaturesHigh Performance/SustainableSTEAM/Innovation LabsCollaborative Learning SpacesGymnasium - NoLobby/Cafes/Restrooms/MechLocker Rooms - NoWalking Track - NoStorageTraining Rooms - No

This innovative building has laboratories, machine shops, presentation space, intimate discovery hideouts, and informal study and group collaboration areas. The building has endless sustainability features.

Norm Asbjornson Hall | 2018

SD Budget: $40.59 DD Budget: $38.05 CD Budget: $38.13 GMP: $40.19



References

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Owner Contact Missoula International AirportCris Jensen(406) 728-4381

Design Contact A&E DesignChris Martison(406) 721-5643

LeadershipTate Management - NoA&E DesignMorrison Maierle


Building FeaturesHigh Performance/SustainableSTEAM/Innovation Labs - NoCollaborative Learning Spaces - NoGymnasium - NoLobby/Concessions/Restrooms/MechLocker RoomsWalking Track (Airport Style)StorageTraining Rooms - No

This multi-phased project will provide a completely new 175,000 sq. ft. terminal building that is the pinnacle of design and construction excellence. Safety and security are top priorities of the owner each day.

Missoula Airport Terminal | 2022, 2013, 2014

This project is being phased, bid, and built while design is in progress. It is expected to exceed $75,000,000 when completed.



References

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Owner Contact BZN Airport AuthorityBrian Sprenger(406) 388-8321

Design Contact Comma-QElizabeth Growney(406) 586-1112

LeadershipTate Management - NoA&E Design - NoMorrison Maierle


Building FeaturesHigh Performance/SustainableSTEAM/Innovation Labs - NoCollaborative Learning Spaces - NoGymnasiumLobby/Concessions/Restrooms/MechLocker Rooms - NoWalking Track (Airport Style)StorageTraining Rooms - No

This is our fourth major undertaking on the terminal building since completing the original in 1977. Like the others, this expansion is being completed without disrupting airport operations while being safe and secure.

SD Budget: $19.05 DD Budget: $20.94 CD Budget: N/A GMP: $20.94



References

Bozeman Airport | 2020, 2012, 2011, 2008, 1994, 1983, 1977

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1c.Describe your experience current and/or pending regarding litigation with Owners, subcontractors, and Architects.

1d.References (prerequisite, no points awardable) - Provide the name and location of each referenced project, the Project Manager, construction superintendent, the client, and a contact person and phone number.

As we have done in the past for BSSD, promoting active engagement and fairness erases concerns. We have never had construction-related litigation with an architect or an owner. Our only legal proceedings were to secure payment from private owners for non-payment or recover damages from a third party’s insurance policy.

Belgrade High School - Belgrade, MT Owner Contact: Tate Management | Bryan Tate (406) 599-9648 Design Contact: Cushing Terrell | Alex Russell (406) 556-7100 Project Manager: Travis Kabalin Superintendent: Chuck Gawarkiewicz MSU Norm Asbjornson Hall - Bozeman, MT Owner Contact: MSU | Brett Gunnink (406) 994-2272 Design Contact: A&E Design | Dusty Eaton (406) 248-2633 Project Manager: Jason Martel Superintendent: Tom Estes, Forrest Wesen Bozeman Yellowstone International Airport - Belgrade, MT Owner Contact: BZN | Brian Sprenger (406) 388-8321 Design Contact: Comma-Q | Elizabeth Growney (406) 586-1112 Project Manager: Travis Kabalin Superintendent: Dave Gaworski Missoula International Airport - Missoula, MT Owner Contact : MSO | Cris Jensen (406) 728-4381 Design Contact: A&E Design | Chris Martison (406) 721-5643 Project Manager: Travis Frey Superintendent: Mike O’Masters

1e.Bonding (prerequisite, no points awardable) - The CM/GC must be able to provide a Performance and Payment bond(s) in the amount of the total construction budget including CM/GC Fees and GMP and shall include a letter from a bonding company certifying the bonding capacity of the proposer.

We offer BSSD a financially stable construction partner that is free of bond claims or litigation. We repeatedly earn an AAA rating from Travelers and value a $75,000,000 single bond capacities. A bond letter is on the next page. You are invited to contact our representatives for further details on our workload capacity, stability, and financial strength.

Surety: Dan Stowe, Travelers | T: (509) 835-7555 | [email protected] Exclusive Since 1985 | Use on This Project: Yes Agent: Ryan Elliott, PayneWest Financial | T: (406) 586-3351 | [email protected] Exclusive Since 1967 | Use on This Project: Yes

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Dan Stowe Managing Director Travelers Bond and Financial Products Spokane, WA

(509) 835-7555 (509) 835-7566 (fax) 707 W. Main Ave., Ste. 300 Spokane, WA 99201

September 28, 2020 Big Sky School District 45465 Gallatin Rd Gallatin Gateway, MT 59730 RE; Big Sky School District STEAM Lab, Gym, Track and Field To Whom It May Concern: It has been the privilege of Travelers Casualty and Surety Company of America (“Travelers”)1 to provide surety bonds for Martel Construction, Inc. for over 35 years. During that time, they have built and we have bonded projects in the $75,000,000 range for a wide variety of owners. It is our opinion that Martel Construction, Inc. is qualified to perform the above captioned project which we understand has a total estimated cost of $23,500,000. At their request we will give favorable consideration to providing the required performance and payment bonds. Please note that the decision to issue performance and payment bonds is a matter between Martel Construction, Inc. and Travelers, and will be subject to our standard underwriting at the time of the final bond request, which will include but not be limited to the acceptability of the contract documents, bond forms and financing. We assume no liability to third parties or to you if for any reason we do not execute said bonds. Sincerely,

Dan Stowe Dan Stowe

1 Travelers is an A+ (Superior) A.M. Best rated insurance company (Financial Size Category XV ($2 billion or more)).

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1f.Explain why your firm should be selected and what value you add to the team, project, community, etc.

BSSD will benefit from our talented and diversified team with experience building complex educational facilities. Our field staff and diverse abilities enable us to self-perform significant elements to control cost, quality, and schedule. We operate a state-of-the-art shop capable of designing and manufacturing custom products that might be useful in your innovation labs and collaboration areas like we did in Ophir Elementary. Tyler Ragen, our lead estimator, is known for working with Tate Management and A&E Design in developing thorough cost reports at the Schematic Design phase. We excel in preconstruction estimating, budget, and overall cost control. Accurate estimates allow you to focus on design and material decisions. BSSD construction will meet quality, cost, and schedule demands because we have fostered long-term relationships with the area’s most qualified trade professionals. These reliable partners will pursue your work despite the demand for their services elsewhere. Many school user groups and community stakeholders have a vested interest in this renovation and expansion. Their contributions will be invaluable as we develop scheduling plans and make decisions throughout preconstruction and construction.

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Together with the BSSD, Tate Management, and A&E Design, we will plan the work and work the plans to address these and other risks identified during the project. Construction efforts will pause for and accommodate your building needs for sporting events, graduations, band concerts, camps, STEAM activities, educational events, etc.We offer your team value, expertise, and availability.

Your Ophir Middle and Lone Peak High Schools’ addition and renovation will require

Creating and enforcing thorough school safety and security measures.

Solving complicated construction logistics.

Accommodating last-minute school use needs.

Finding adequate resources in a limited market.

Engaging the students, faculty, and community.

Overcoming nature’s unpredictable high altitude conditions.

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2a.Provide a list of names and define the relationship of management individuals that you will commit to this project. Include project management, field management, superintendent(s), estimators, etc. Identify who will be assigned during: i.Preconstruction/Design ii.Construction .

We maintain the same management team from preconstruction through occupancy for consistency and familiarity with BSSD, Tate Management, and A&E Design. Our team’s dynamic interaction offers beneficial contributions to the overall process. Tony, Jason, Tom, Forrest, and Tyler were all involved in the last round of construction on your campus. Tony, Jason, Travis, Tom, Forrest, and Tyler are company stakeholders with a personal and professional interest in every project’s success.

SECTION TWO | TEAM

Administrative Contact: Travis Kabalin

Construction Contacts:Tom EstesForrest Wesen

[email protected] [email protected]

Jason MartelPrincipal

[email protected]

Forrest WesenSuperintendent

[email protected]

Tom EstesSuperintendent

[email protected]

Tyler RagenEstimator

[email protected]

Mark MalesichProject Engineer

[email protected]

Travis KabalinProject Manager

Tony MartelPrincipal

BSSD will bene�it from our TEAM focused approach among the leadership group, within Martel, and between thesubcontractors andsuppliers.

Preconstruction

Preconstruction Preconstruction& Construction

Preconstruction& Construction



Construction

OUR TEAM

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2bi. For each team member - Describe their responsibility on this project.

Tony advises our preconstruction team in estimating, constructability reviews, phasing, scheduling, safety, and procurement. His goal is to set the table for budget and schedule adherence. Clients appreciate Tony’s ability to recruit subcontractors, provide creative solutions during design review sessions, and insisting on always putting the client’s needs first. Jason has and worked with all BSSD project leaders to reach quality, budget, and schedule expectations. He attends meetings, contributes to schedule and budget decisions, and allocates company resources. Jason takes an unmatched level of personal interest in our clients. Owners and designers value having a majority owner of their contractor firm readily accessible.

Travis leads estimating, phasing, schedule planning, and design reviews. Throughout construction, he manages resources, guides schedules, oversees financials, and sets security, safety, and quality expectations. BSSD will benefit from his expertise with occupied expansions and a personable approach that makes everyone feel valued. Travis has excellent relationships with subs and suppliers. Tyler prepares partial and full comprehensive estimates throughout preconstruction. These address all building elements, factors to compensate for unforeseen events, and predict what-if scenarios. As an advisor, Tyler recommends solutions to meet budgets, consult with trade experts, and research materials. Those concerned about finances appreciate Tyler’s estimates for their clarity, thoroughness, and accuracy.

Tom and Forrest will drive security, safety, schedules, quality, efficiency, subcontractor performance, and logistics. Together with Mark, they will coordinates inspections, permitting, and communications.

Like on the Norm Asbjornson Hall, they will each handle separate phases of construction.

Tom: Preconstruction, site work, concrete, and structural steel.

Forrest: Preconstruction, framing, building envelope, finishes, and closeout.

Mark collaborates with A&E Design and Morrison Maierle to ensure documents are current and organized. He assists with design and constructibility reviews, budgeting, value engineering, scheduling, safety, quality control, phasing plans, RFI’s, inspections, project closeout, and other tasks. Belgrade School staff and administrators raved about Mark’s easy going personality and attentiveness.

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2bii. For each team member - Describe their experience and how it is relevant to this project.

2biii. For each team member - Identify their length of employment with your firm and, if less than three years, prior firm(s) and their related experience.

Projects with BSSD

Tate Management

A&E Design

Morrison Maierle

GC/CM Contract

New Construction

Renovation

Expansion

Occupied Campus

High Performance/Sustainable

STEAM/Innovation Labs

Collaborative Learning Spaces

Gymnasium

Lobby/Concessions/Restrooms/Mech.

Locker Rooms

Walking Track or Similar

Storage

Training Rooms

Similarity

Shown below are elements of your renovation and expansion which are cross referenced where our team members have experience from past projects.

Tony Martel - Shareholder Years with Martel: 48 | Years in Industry: 48 Jason Martel - Shareholder Years with Martel: 36 | Years in Industry: 36 Travis Kabalin - Shareholder Years with Martel: 15 | Years in Industry: 20 Tyler Ragen - Shareholder Years with Martel: 7 | Years in Industry: 16

Forrest Wesen - Shareholder Years with Martel: 15 | Years in Industry: 22

Tom Estes - Shareholder Years with Martel: 17 | Years in Industry: 35

Mark Malesich Years with Martel: 7 | Years in Industry: 26

2c. A key personnel clause will be included in the CM/GC contract. This clause will require the project team identified in this proposal to be fully and completely engaged to the extent stipulated throughout the duration of this project, except for catastrophic events (e.g. termination of employment, illness, accident, death).

We appreciate and will agree to a key personnel clause.

Travis MarkTony Jason Tyler Tom Forrest

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3ai. Describe your company’s ability and approach to estimating costs during design and managing costs during construction; Provide examples that demonstrate your accuracy of estimated costs during the design phase as compared to actual bid results.

Cost estimating on a complex occupied expansion and renovation like the BSSD schools will be both an art and a science. We establish accurate cost models using a thorough understanding of scope, past price history, current market conditions, and professional experience. Our clients benefit from our ability to balance needs and wants with costs as they evolve during preconstruction. Estimates are your cost road map from the beginning of preconstruction through bidding. We have experience in early design estimates, building evaluations, budgeting, life-cycle analysis, and value engineering. The latest master plan documents recently developed by A&E Design will be the launchpad for these studies. An early conceptual cost budget is the first step. This forecasts your school’s anticipated cost based on historical values for similar projects, adjusted for known project-specific information, site conditions, the Big Sky market, and other factors. As the design progresses, there is no substitute for detailed estimates at each milestone. We reconcile the budget with the BSSD, Tate Management, and A&E Design through a line item review and compare it with previous estimates and historical baseline costs. Once the design and budget are in sync, the team completes the drawings for bidding. This insures a bid phase that is within budget and a smooth transition to construction. Our estimates are useful because they incorporate the following elements, each becoming more refined throughout preconstruction:

Keys to matching the school’s work scope with available funds include; developing a detailed budget early in preconstruction, diligently seeking cost-saving opportunities, and soliciting bids in the first quarter of 2021 when subcontractors and suppliers are most aggressive about securing work.

SECTION THREE | MANAGEMENT & APPROACH

Anticipated labor with productivity levels.

Subcontractor and equipment pricing.

Inflation or cost escalations.

References to comparable past projects.

Known conditions with cost implications.

Construction schedules.

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K-12 preconstruction estimates to GMP.

All were completed within budget.

Saddle Peak Elementary School SD Budget: $10.11 DD Budget: $10.31 CD Budget: $10.58 GMP: $9.78

Muldown Elementary School SD Budget: $22.47 DD Budget: $24.74 CD Budget: $24.22 GMP: $23.25

Sacajawea Middle School SD Budget: $15.69 DD Budget: $14.73 CD Budget: N/A GMP: $14.72

Cost Estimating

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Completing projects on time and within budget occurs when stakeholders adhere to the costs, scope, and schedule established during preconstruction. Our cost management plan centers around balancing these elements during construction. Three important cost factors allow flexibility in the real world while maintaining proper cost control:

Contingencies are separate funds for the BSSD, A&E Design, and Martel to cover unexpected costs or changes. Typically, contingency amounts range from 5%-10% of the construction budget. Part of our service is to identify and mitigate potential risks during the preconstruction phase to minimize the use of these funds and return money to you upon completion. We contribute to thorough discussions about what contingency funds cover, how they get allocated, and who the governing party is to avoid surprises. Contingencies do not increase the guaranteed maximum price (GMP).

Construction allowances are provisions in the contract to cover the cost of items not explicitly included in the documents or contract. Allowances include both material and installation costs to cover the full range of expenses associated with each. Historical cost data allows us to insert probable values into budgets before the owner and designers select specific materials or finishes. Rather than account for allowances, we prefer to make these decisions during preconstruction to obtain the most competitive and thorough market pricing. Like contingency funds, BSSD will receive a refund on unused allowances.

Construction change orders are changes to the contract regarding the schedule, the scope of work, or price. They typically happen when there are changes made during construction by the owner. Occasionally, unpredicted conditions, ill-defined work scope, or gaps in contracts trigger a change order. Our change order process is collaborative, transparent, and fair. Change requests include the following characteristics: specific, standardized, approved before the work commences, and thoroughly documented. Change orders can be additive or deductive and may or may not change the contract amount.

Cost Control

Contingency (Reserve) Funds

Allowances

Change Orders

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...The high level of detail provided within the schedule and budgeting has guided the team to make informed decisions regarding systems selections and other critical items. All budgeting information provided has been supported by detailed breakdowns which has allowed the team to analyze how and where money is being spent...

Bob Franzen, AIA Cushing Terrell | (406) 556-7100

...Your team played an invaluable role, beginning with advising on the design of each project...each was completed on schedule and on budget without any sacrifices in quality or attention to detail which is where your firm truly excels...

Don CapeJWT Capital | (406) 582-1118

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3aii. Describe your company’s ability and approach to collaboration with the design team.

3aiii. Describe your company’s ability and approach to assisting designers with: 1.Quality of the project documents 2.Constructability 3.Alternative methods and products 4.Budgets and estimating.

The need to improve efficiency and work in locations like Big Sky has been one of the drivers behind electronic collaboration growth. Cloud storage streamlines documentation, communications, and workflows and ensures everyone works from a single set of documents. Real-time file updates and built-in audit trails instill confidence and mitigate risk for BSSD.

Technology plays a crucial role in our operation. From daily progress reports to BSSD and Tate Management to Building Information Modeling (BIM) with A&E Design, we embrace tools aiding in collaboration to keep everyone current and accountable. We embrace mobile technology with iPads on nearly every job site to keep employees and subcontractors current with the latest documents and collaborate in real-time with others. Those working on-site in Big Sky will have constant communication with others wherever they are.

Upon request, we can provide professional aerial imagery of the site and 360-degree interactive tours to track progress and keep community stakeholders current.

We focus on scope, schedule, quality, and budget as the four corners of a solid foundation.

Our reviews build upon the expertise in place with the added benefit of our lessons-learned knowledge. Overall, we look for constructability to reduce the duration of construction and overall costs without sacrificing construction quality. Our goals are 1. Uncover conflicting specifications, drawings, disciplines, components, etc. 2. Review for constructability and present alternative methods or products to the owner where appropriate. 3. Determine early procurement needs to avoid schedule delays during construction.

Constructability coincides with quality, and our approach is on the next page under the quality section. To find alternates, we look at the design’s intent and break it down into individual components.

Constant tracking of multiple options ensures we are always carefully weighing every alternative. Design and construction contingencies our broken down to uncover opportunities and risks.

Areas where we analyze multiple building systems could include foundation systems, structural steel, building envelope, MEP systems, and finishes.

Budgeting and estimating follow a repeating cycle of evaluating all elements for overall cost and value that is outlined in our estimating process above.

You can use an eraser on the drafting tableor a sledgehammer on the construction site.

Frank Lloyd Wright

QUALITY BUDGET

SCHEDULESCOPE

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3aiv. Describe your company’s ability and approach to safely build a quality building on time and within budget.

Meeting BSSD expectations begins when decisions emerge that affect constructability and quality. Our team coordinates these discussions with BSSD, Tate Management, A&E Design, and Morrison Maierle. Most preconstruction activities involve the following:

During construction, superintendents are responsible for the quality of everyone’s work and oversee regular inspections. Pre-mobilization planning reviews, first work-in-place evaluations, and ongoing quality inspections ensure expectations are established and met. Upon completion, we thoroughly inspect all work. Any deficiencies are noted, scheduled, and re-inspected to demonstrate compliance.

We welcome input from BSSD, Tate Management, A&E Design, and Morrison Maierle to assist when issues arise and verify expectations are met. As part of quality, the closeout process includes delivery of leftover materials, as-built and record drawings, warranties, and operation and maintenance manuals. Final systems testing and training will be conducted with BSSD personnel.

BSSD Safety and Security

Quality

We will not compromise student, staff, or community safety or security. Thorough details of our security and safety planning begin on page 19, including our Covid-19 program.

We often get selected for projects with hard completion dates because of our reputation of meeting set deadlines without sacrificing safety, quality, or budget. Scheduling is addressed in depth on page 22. The budget drives the entire project. More details on our budgeting and cost control are on pages 15 and 16.

Design and Constructability Reviews

Review of Plans and Specifications

Evaluate and Document Existing Conditions

Subcontractor and Supplier Prequalification

Compare Product Samples

Establish a Submittal & Procurement Program

Build Mock-Ups (If Appropriate)

Establish a Materials Handling Process

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On Time | Within Budget

...Time and again, your dedicated staff has risen to the challenges and performed excellently to provide a superior quality job on time and on budget...

Jim McCaleb | Xanterra Parks & Resorts (Retired)

......The quality of work has been exceptional, which is difficult to do while balancing set budgets and challenging schedules.....

Jerry House | Big Sky School District (Retired)

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3av. Describe your company’s ability and approach to maintaining good relations with the school occupants, the community as a whole, and adjacent property owners.

Covid-19 Our protocols for Covid-19 are in the next page, but it is a focus to acknowledge in this space. Security Tasks and scopes of work are quantified and managed with extra scrutiny to minimize disruption and maintain safety for building users. A daily walk-through between Tom or Forrest and BSSD leadership is critical in developing and maintaining security measures. Vehicle & Pedestrian Traffic We often restrict deliveries during school arrival, lunch, and departure periods. Site Fencing, Staging, and Utilization BSSD staging and utilization plans outline the location of temporary fences, offices, material storage, contractor access, delivery points, worker and visitor parking, and other operation details. Communication We are sensitive to those impacted by construction, either while working or relaxing at home. In addition to scheduling high impact activities around neighboring schedules, we promote a two-way dialogue. We often establish email distribution lists to update others on progress and courtesy notices for disruptive events.

Air Quality Airborne dust, fumes, and other contaminants are confined to the construction zone by sticky mats, fans, air filters, and sealed temporary sheeting. We mitigate airborne dust and debris from impacting the surrounding neighborhood by keeping a clean job site and dampening dusty soil. Noise Construction sounds can be prohibitively disruptive to those working, living, and recreating around a construction site. We prioritize scheduling louder activities when it has the least impact. Unlike most contractors, we do not allow speakers. Your campus and neighbors will not be subject to loud music. Building User Access We maintain safe and isolated access for the existing building’s users. Access plans are developed during preconstruction with the owner and adjusted as the work unfolds. Difficult Staging Job sites change during construction. This location requires planning to accommodate staging, material storage, subcontractor and supplier access, material deliveries, and parking. We promote just in time resource delivery to reduce storage requirements, inefficient handling costs, and schedule deviations.

The school will remain a secure, safe, and overall good neighbor to the area and other adjacent properties from day one with the following elements:

...I recommend consideration of Martel Construction for any construction project and especially projects that require extending the useful life and expanding capacity of an existing building while minimizing impact of continuing operation...

Brian Sprenger | Bozeman Yellowstone International Airport | (406) 388-6632

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3avi. Describe your company’s ability and approach to ensuring the safety of young children, students, faculty and families during construction in and around a school.

Safety and security extend beyond those working on the site to include students, staff, visitors, and neighbors. Site safety is a concern 24/7/365. We continuously manage work in challenging locations where ensuring safety and minimizing noise and traffic disruptions are paramount. Limited staging areas and proximity to homes are challenges we are adept at overcoming. Fencing, dedicated pedestrian safety zones, and signage maintain separation between the construction areas and the public. We partner with Safety First, who conducts background checks on ALL personnel for a K12 project. Once checks are passed, we issue photo identification that must be worn at all times. Weekly site training to overcome current and potential risks on each job site is based on more than 1,000 specific training modules. This focus is critical to the safe and successful completion of your expanded campus. Our Superintendents and Safety Committee rely on Job Site Audit Checklists to regularly evaluate the job site conditions. This document also provides corrective actions required to remedy any safety concerns. We have established safety response programs following the Montana Contractors’ Association Guidelines which were established in compliance with the State of Montana for administrative and construction operations.

Our job site leadership promotes recognition of the signs and symptoms of Covid-19, preventative measures, social distancing, illness reporting, and protocols.

Key preventative and response elements include: Video conferencing can replace most traditional meetings. Shared tools and work areas are disinfected regularly. Mobile hand washing stations provide additional sanitation. Employees are no longer allowed to carpool to work. There are no more food or water distribution areas. All employees and subcontractor personnel must follow social distancing protocols and are required to report any illness to their supervisor immediately. A comprehensive decision tree protocol PDF has been distributed throughout the company to respond to any suspected Covid-19 symptoms. We recently installed an air sterilization system in our Bozeman Office’s HVAC system in response to Covid-19. In addition to health measures, we want to provide real-world understanding when these systems are under consideration.

Safety and Security Covid-19

A new element of safety, especially around BSSD construction will be Covid-19 prevention.

...They (Travis and Mark) were always working with us to make sure that the students were the first priority and the construction was secondary....

Paul Lamb | Belgrade Public Schools | (406) 579-3142 (Retired)

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3bi.Provide examples of your company’s experience in working with school facilities. Explain any unique means and methods that are applicable to the phasing of this project.

We have completed (or are working on) 45 K-12 projects, the majority of those have been on an occupied campus. Our experience is most relevant as it relates to BSSD. This project has up to four phases.

Phase 1 - Commons Remodel and Relocation of existing utilities – required to begin STEAM and Gym Construction – Summer 2021

Phase 2 - STEAM and Gym Construction – Summer 2021 to Summer 2022

Phase 2B – Site Work – Spring and Summer 2022

Phase 3 – Existing Classroom Remodel – Summer 2022 Phase 4 – Track and Field Work – Summer 2022(Could Be included in Phase 1 if desired)

We look forward to discussing our phasing plan in depth at our interview.

3ci. Describe your approach to cost estimating.

Our estimating approach is outlined in detail on page 15. It follows a repeating pattern of steps to fit your budget needs and wants. We learn, estimate, draw, validate, review, and approve the design and material choices.

The goals are to obtain:

LearnNeeds

& Wants

EstimateRoughCost

ValidateActualCost

DrawNeeds

& Wants

ReviewFor

Value

ApproveMove

Forward

1

2

3

4

5

Purchase price and long-term value.

Quality.

Sustainability.

Durability/Long Service Life

Reliability.

3cii. Describe your approach to budget reductions.

We rarely face budget reductions as our Value Engineering (VE) expertise is almost always able to find a way to reach our client’s budgets. Budget reductions, or removing elements of the building is a last-ditch effort to fit the school to available funds.

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3ciii1. Describe your approach to planning and scheduling construction work - Do you use critical path scheduling methods?

Overall, phased and milestone critical path schedules (CPM) are paramount to on-time completion by June 2022. Our team is responsible for maintaining these itineraries and driving them with the following strategies:

Methodical planning and accountability are the backbone of any occupied school project. Including critical subcontractors and suppliers into the original schedule ensures a more realistic overall plan from the start. They also take ownership after making an early investment of time and resources.

The shortage of skilled labor challenges everyone. We build relationships with subcontractors and suppliers who manage their jobs efficiently. Quality partners minimize the risk of delays, expenses, and even litigation from subcontractors who are not prepared to live up to their obligations.

Technology enables collaboration with all involved in design and construction using detailed visualizations of how things fit together - or don’t. We leverage historical knowledge with technology to avoid cost and schedule issues from common mistakes.

Cloud-based communication portals minimize the chance of errors, rework, and delays because everyone is working from up-to-date documents. Real-time communication enables immediate documentation, delivery, and responses.

Balancing dynamic and complex overall schedules is done by categorizing and combining weekly needs into short range forecasting schedules. These short range plans reveal opportunities to improve time frames and relational activities to meet overall milestones. Milestones help stakeholders evaluate progress against the fixed completion date.

1

2

3

4

5

Planning

Qualify Trade Contractors

Constructability Reviews

Communication

Phasing

...Martel exceeded my expectations by completing the project on time and under budget and devising a construction phasing plan that allowed the building to continue to function during construction...I have come to understand that it is the employees of Martel Construction that set it apart from its competitors...It was clear throughout all phases of all projects that they always had the best interests of the Airport first and foremost in their minds.

Cris Jensen | Missoula Airport | (406) 728-4381

23

Submittals include specific components of the overall schedule and milestone dates for procurement linked to construction activities. We lead the submittal process with the design team and promote a secure cloud-based portal.

The short range look-ahead schedules are created and filtered from the overall master schedule. This allows us to constantly update the overall project schedule weekly and track short range and long range activities. By utilizing both schedules simultaneously, we control progress as it happens and address how this affects future activities.

Our draft schedule is at the end of this RFP response.

3ciii2. How do you manage and schedule the procurement and the submittals process and its impact on field activities?

3ciii3. How do you track progress against the schedule during construction?

3ciii4. Provide a proposed project phasing plan and schedule, delineating recommended milestones based upon the timeline provided in this RFQ/P.

......Your extensive knowledge of all facets of the construction industry reflect enormous value to a project. During the pre-construction phase, your input regarding schedule phasing, constructability review and cost estimating are second to none. Meanwhile, during the construction phase your ability to plan your work and work your plan deliver peace of mind...

Bryan TateTate Management | (406) 599-9648

...Location, scope, and schedule have presented a uniquely challenging aspect to the projects.Martel has been incredibly effective at developing schedules to balance subcontractors and suppliers with an increasing scope of work but fixed completion date. Throughout the process we were encouraged to bring in additional local contractors to ensure the project stayed on schedule...

Tyler YouderianYouderian Construction | (406) 566-2757

......The initial 15,000 SF 2-story lodge project was completed on schedule and within budget despite a very short construction window and tight budget. The project construction was also challenged with working around an active Boy Scout camp during the peak of the construction season and a colder/wetter winter season than normal. The project was finished in time for the Boy Scouts to do their training prior to the opening of camp...

Scott Johnson | Cost Management Services | (406) 550-1811

24

Efficient and effective communication is a vital component of expanding and renovating BSSD facilities. Productive dialogue leads to collaboration, accountability, and teamwork. There are five communication elements we establish:

Calls, texts, and emails bombard school administrators and other leaders on this expansion. Cloud document storage portals are proven ways of managing communication with minimal invasion.

Each team member has an established chain of command and the means to communicate with other leaders. These points of contact ensure information gets relayed to the right person at the right time.

We ask the right questions to encourage dialogue and the sharing of essential details.

Facts, along with professional opinions, are the foundation of quality decision making. Scrolling and deciphering recorded communication is more comfortable when written concisely.

We appreciate clear, concise, and understandable communication. Clear speaking and writing requires practice but allows others to be efficient while minimizing confusion.

Incident Rate: 4.66 | NAICS 2362 | non-residential building construction EMR/MOD: .90 Loss Ratio: 13%

3iv. Project communication.

3v.Project safety – provide your incident rate and EMR or loss ratio.

1

2

3

4

5

Methods

Protocol

Engagement

Deal in Facts

Clarity

...All communications were managed perfectly. I never once felt that any of my team was out of the loop. If I needed one of the three managers, they were only a call away. Evenings and weekends included. Documentation and follow up were also highly detailed and prompt. The leadership team (Travis Kabalin, Mark Malesich) for the BSD44 High School Remodel was second to none. Masters at their trade and customer service...

Kevin Dineen | Belgrade School District | (406) 451-264

25

SECTION FOUR | SUBCONTRACTORS & SELF-PERFORMANCE

We will market the BSSD work through personal invitations, interactive email notices distributed to over 1,000 local subcontractors and suppliers, email, and trade publications. Another potential activity to build subcontractor interest and public support is a subcontractor and supplier preview event.

...Matzinger Electric always prefers working with Martel when given the choice. Their projects are on schedule, organized, and managed with upmost efficiency. Martel’s project managers and superintendents promote a team approach, and regularly involve subcontractors like Matzinger Electric throughout the process. Our input saves time, money, and minimizes problems during construction. They demand excellence, and our relationship has lasted for decades because of our ability to work together to deliver it for their clients...

Jeff Matzinger | Matzinger Electric | (406) 587-7290

4ai. How do you ensure that this project will get appropriate response from the subcontracting community?

Subcontractor & Supplier Preview EventBIG SKY SCHOOL DISTRICTSTEAM and Athletic Facility Additions

WHO: Potential Subs and Suppliers

WHEN: [Insert Date]

WHERE: Lone Peak High School Gymnasium

WHY: Learn about the project. Tour the site and get general information. Meet representatives from Big Sky School District, Tate Management, A&E Design, Morrison Maierle and Martel Construction.

Covid-19 health and safety protocols will be enforced.

Rendering by A&E

26

We involve subtrades for budget and constructability reviews during the Design Development phase. These would be critical subcontractors such as mechanical, electrical and plumbing. We regularly execute Early Work Amendments (EWAs) to expedite the schedule, control costs, or accommodate our clients’ needs. EWAs were used on the Bozeman and Missoula airport expansions to coincide with federal funding and disbursement requirements. Savings often fund wish-list items typically postponed or eliminated. Early bid packages allow bidding in multiple phases, handle the procurement of long-lead items, and invite subcontractor design assistance. Thorough planning often mitigates the risk of procurement challenges due to limited material availability.

Customizing scopes of work to match our market’s capabilities is the most effective way to attract quality local subcontractors. Our reputation for being transparent, accurate in scheduling, and open in our communication also contributes to our success in fostering a competitive bidding environment. The construction industry across Montana is facing a labor shortage. Because of this, we occasionally encourage subcontractors to join forces to complete scopes of work. For example, an electrical contractor might contract with a company that runs ethernet cable rather than self-perform that part of their contract with us. This strategy has proven successful in maintaining adequate resource allocation on site.

4aii.When would you involve subcontractors in this project? Identify which phases and which trades.

4aiii.Describe strategies that will maximize local community craft worker involvement on the project.

...As a General Contractor you rely heavily on subcontractors/suppliers and we could see that you excel in that area as well. The Martel team was able to draw the various subs into a common goal of completing a quality project by a fixed deadline so that the church could celebrate Christmas in the new facility. Through your efforts I believe God performed a scheduling miracle....

Joe Nelson | Springhill Presbyterian Church | (406) 579-0704

We get the best effort from those working on our job sites when they have short commutes.

We make it a priority to recruit, hire, and retain qualified local employees and subcontractors whenever possible with a digital and print campaign theme “Join Our Team!”

Tom Estes, one of the Superintendents proposed for BSSD is a long-time Big Sky resident.

27

Our ability to self-perform work offers many advantages to BSSD, including controlling time, money, quality, and safety. We can also fill in last-minute gaps in coverage - a necessity in the tapped out construction market across our region.

For BSSD to receive the highest value, we bid work we wish to self-perform through the same process subcontractors follow. If successful, each bid includes separate staffing and supervision as if we were a subcontractor. As Superintendent, Tom and Forrest time costs are part of the General Conditions. Any self-performed elements are led by a Foreman, whose time is allocated to that specific scope of work and is not part of the General Conditions. Even if we are not successful in bidding scopes of work, our knowledge allows us to mandate quality and hold everyone accountable for subcontracted elements. We offer BSSD, Tate Management, and A&E Design, a partner that can lead the work or perform it.

4bi. Self-Performed Work. - Given the timeline of certain portions and phases of the work, substantial segments of the work may lend themselves to being self- performed by the CM/GC. Identify your firm’s ability to self-perform work and which trades.

4bii.Identify how your firm will separate administration of self-performed work so there is no dilution of supervision or charge to the owner for the same personnel providing General Conditions management/supervision and supervision of self-performed work.

» Demolition » Concrete » Carpentry - Rough & Finish » Waterproofing / Damp Proofing » Select Insulation » Roofing » Wall Panel Installation » Wall and Roof Accessories » Doors, Windows, and Hardware » Specialties Installations » Kitchen and Bath Accessories

» Site Work » Paving » Steel Erection » Masonry » Attic & Wall Insulation » Glass & Glazing » Flooring » Sheetrock and Taping » Painting » HVAC » Plumbing » Electrical » Security and Communications

Self-Perform Subcontracted

Deadlines don’t extend because of weather...if we can work we do.

28

SECTION FIVE | PROPOSED FEES & COSTS

$22,446.00 - A breakdown is attached.

4%

A breakdown is attached.

4%

15%

5a. Preconstruction fee.

5b. GC/CM fee.

5c. GC Costs

5d. Method of Adjustment

5e. Subcontractor markup.

Submission Requirements: 1.Follow the format outlined in the Selection Procedure, above. YES 2.Be signed by an officer or principal of your firm. YES 3.Be contained in a document not to exceed 25 pages total (single or double-sided pages) including whatever pictures, charts, graphs, tables, and text the firm deems appropriate to be part of the review of the firm’s qualifications. A separate transmittal letter, cover page, cover sheets, and dividers are exempted from the page limit. Page size is limited to 8-l/2 x 11 inches, with basic text information no smaller than 12-point type. YES - Page numbers exceed 25 but numbering includes excluded items. Our response includes 24 pages of response answers. 4.A project schedule should also be submitted. The does not count toward the page limit. YES 5.A copy of responses shall be provided electronically in pdf format. YES

29

Pre Contruction Phase Estimate - Design Development 50% Qty Unit Rate AmountTeam Meetings & Related Prep Work 8 hr $59.74 $478.00Estimating & Budgeting 40 hr $59.74 $2,390.00Schedule & Schedule Updates 4 hr $59.74 $239.00Subcontractor Engagement - est $0.00 $0.00Document Printing 1 est $400.00 $400.00

$3,507.00

Pre Contruction Phase Estimate - Design Development 100% Qty Unit Rate AmountTeam Meetings & Related Prep Work 8 hr $59.74 $478.00Estimating & Budgeting 32 hr $59.74 $1,912.00Schedule & Schedule Updates 4 hr $59.74 $239.00Subcontractor Engagement 1 est $2,500.00 $2,500.00Document Printing 1 est $400.00 $400.00

$5,529.00

Pre Contruction Phase Estimate - Early Work Amendment (If Required) Qty Unit Rate AmountReview Designer Provided Documents & Develop GC/CM Bid Documents 12 hr $59.74 $717.00GMP Development, Scoping, & Post-Qualification Efforts 16 hr $59.74 $956.00Project Advertisement - est $1,078.00 $0.00Document Printing 1 est $200.00 $200.00

$1,873.00

Pre Contruction Phase Estimate - Construction Documents 50% Qty Unit Rate AmountTeam Meetings & Related Prep Work 16 hr $59.74 $956.00Estimating & Budgeting 32 hr $59.74 $1,912.00Schedule & Schedule Updates 4 hr $59.74 $239.00Subcontractor Engagement 1 est $2,500.00 $2,500.00Document Printing 1 est $400.00 $400.00

$5,529.00

Pre Contruction Phase Estimate - Construction Documents / GMP Development Qty Unit Rate AmountTeam Meetings & Related Prep Work 16 hr $59.75 $956.00Estimating & Budgeting 40 hr $59.74 $2,390.00Schedule & Schedule Updates 8 hr $59.74 $478.00Project Advertisement 1 est $150.00 $150.00GMP Development, Scoping, & Post-Qualification Efforts 16 hr $59.74 $956.00Review Designer Provided Documents & Develop GC/CM Bid Documents 8 hr $59.74 $478.00Document Printing 1 est $600.00 $600.00

$6,008.00

$22,446.00

Construction Fees & Rates Contract Value Rate AmountGeneral Liability Insurance - $10 Million Aggregate TBD 0.89%100% Performance & Payment Bond TBD 0.72% Contractor Fee - Home Office Overhead and Profit (AIA 133 or 101 Contract) TBD 4.00%MT Gross Receipts Tax TBD 1.00%

MARTEL CONSTRUCTION, INCPreconstruction Services and Fee Schedule

BSSD STEAM Lab, Gym, Track and FieldOctober 7, 2020

Subtotal, Design Development Phase:

Subtotal, Construction Documents Phase:

Total Preconstruction Services Fee:

Subtotal, Schematic Phase:



30

1. GMCR = "Guaranteed Maximum Cost for Reimbursable" if included in General Conditions Cost.2. IIF = “Included in Fee” if included in GC/CM Fee.3. BO = “By Owner” if required but not included in GMP, GC/CM Fee or GMCR.4. NR = “Not Required” if the GC/CM has determined that the service is not required for the project.

The total of these costs shall constitute the Guaranteed Maximum Cost for Reimbursables (GMCR).

Items included Guarantted Maximum Cost for Reimbursible (GMCR) Items Included In FEE (IIF)Personnel/Organization Personnel/Organization

Project Manager / Project Engineer GMCR Project Executive IIFProject Superintendent GMCR Assistant Project Manager IIF

Office Supplies and Expenses Estimator IIFOffice and Engineering Supplies GMCR Office Supplies and ExpensesBlueprints - Printing GMCR Photography IIFPostage GMCR Computer Equipment IIFProject Documentation GMCR Radios IIF

Field Office Rental Photo Copy IIFRent GMCR Professional ServicesTransport, Setup, Dismantle GMCR Data Processing IIFPower GMCR Project Scheduling IIFMaintenance / Janitorial GMCR Miscellaneous ExpensesTech.- Cell Phones, Devices, & Data Equipment and Monthly Charges GMCR Home Office Expenses IIF

Toilet Facilities GMCR Home Office Accounting IIFProfessional Services Association Fees IIF

Building Staking & Control Points GMCR As Built Provided to A/E IIFProject Transportation/Travel Close-out Information IIF

General Automotive per Vehicle GMCR O&M Manuals IIFTrucks & Truck Expenses GMCR Punch List IIFOn-Site Transports - Forklift & Fuel GMCR

Miscellaneous Expenses Items Not Required (NR)Advertising - Project Sign GMCR Personnel/OrganizationContinuous Clean-up GMCR Business Manager NRTrash & Rubbish Removal GMCR Secretary NRSafety/First Aid GMCR Clerk NRTemporary Electrical GMCR Office Supplies and ExpensesTemporary Heat GMCR Office Equipment NRSnow Removal GMCR Office Equipment Purchase NRTemporary Weather Protection GMCR Professional ServicesSite Fencing GMCR Legal Expense NRFinal Clean-up GMCRPerformance & Payment Bonds GMCRInsurance GMCR

Items By Owner (BO)Field Office Rental

Water BOProfessional Services

Design / Engineering BOConsulting Fees & Expenses BO

Miscellaneous ExpensesPlan Review and Building Permits BO

SAMPLE REIMBURSABLE EXPENSES FOR GENERAL CONDITIONS

31

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32

ID Task Name Duration Start Finish

1 PRECONSTRUCTION PHASE 195 days Mon 9/21/20 Fri 6/18/212

3 GCCM Selection Process 22 days Mon 9/21/20 Tue 10/20/20

9 Building Permit Process 40 days Fri 4/23/21 Fri 6/18/21

10 Application & Submittal of Building Permit 40 days Fri 4/23/21 Fri 6/18/21

21

22 DESIGN PROCESS 217 days Mon 8/3/20 Tue 6/1/21

23 Schematic Design Phase 40 days Mon 8/3/20 Fri 9/25/20

25 Design Development Phase 50% 40 days Mon 9/28/20 Fri 11/20/20

29 Design Development Phase 100% 45 days Mon 11/23/20 Fri 1/22/21

33 Construction Documents Phase 70 days Mon 1/25/21 Fri 4/30/21

39

40 CONSTRUCTION PROCUREMENT PHASE 92 days Mon 1/25/21 Tue 6/1/21

41 BID SCHEDULE I - Early Bid Packages 23 days Mon 1/25/21 Wed 2/24/21

46

47 BID SCHEDULE II - Building Construction 27 days Mon 4/26/21 Tue 6/1/21

52

53 CONSTRUCTION PHASE 536 days Mon 8/3/20 Mon 8/22/2254 Construction Submittals 159 days Thu 2/25/21 Tue 10/5/21

57 Notice to Proceed Requirements 5 days Fri 5/28/21 Thu 6/3/21

64

65 PreCon Meetings - Following Schedule II 0 days Thu 6/3/21 Thu 6/3/21

68

69 Mobilize on Site 9 days Fri 6/4/21 Wed 6/16/21

77

78 PHASE 1 UTILITY AND DRAIN FIELD RELOCATION AND NEW UTILITIES 32 days Mon 6/14/21 Tue 7/27/21

79 Wet Utilities 31 days Mon 6/14/21 Mon 7/26/21

89 Dry Utilities 32 days Mon 6/14/21 Tue 7/27/21

94

95 PHASE 2 BUILDING CONSTRUCTION 536 days Mon 8/3/20 Mon 8/22/22

96 STEAM Wing Construction 263 days Tue 6/29/21 Thu 6/30/22

97 Building Pad Excavation & Fill 60 days Tue 6/29/21 Mon 9/20/21

103 Foundations 50 days Tue 7/6/21 Mon 9/13/21

110 Building Shell 115 days Tue 8/17/21 Mon 1/24/22

6/3

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug2021 2022

Task

Split

Milestone

Summary

Project Summary

External Tasks

External Milestone

Inactive Milestone

Inactive Summary

Manual Task

Duration-only

Manual Summary Rollup

Manual Summary

Start-only

Finish-only

External Tasks

External Milestone

Critical

Critical Split

Progress

Deadline

Big Sky School DistrictSTEAM Lab, Gym, Track and Field

RFP Schedule

Page 1

Project: BSSD STEAM Lab, Gym, Track and FieldDate: Mon 10/5/20

33

ID Task Name Duration Start Finish

111 Steel Erection 30 days Tue 8/17/21 Mon 9/27/21

116 Carpentry Work 50 days Tue 9/21/21 Mon 11/29/21

119 Roofing 30 days Tue 12/14/21 Mon 1/24/22

122 Exterior Wall Assemblies 35 days Tue 11/30/21 Mon 1/17/22

127 Building Finishes 110 days Tue 12/21/21 Mon 5/23/22

137 Plumbing 100 days Tue 12/21/21 Mon 5/9/22

142 Electrical 125 days Tue 11/30/21 Mon 5/23/22

149 Heating and Ventilating - AC 115 days Tue 12/21/21 Mon 5/30/22

154 Final Clean-up 9 days Tue 5/24/22 Fri 6/3/22

159 Substantial Completion and Owner Occupancy 38 days Tue 5/10/22 Thu 6/30/22

178 Athletic Complex Construction 498 days Mon 8/3/20 Wed 6/29/22

179 Building Pad Excavation & Fill 90 days Tue 7/20/21 Mon 11/22/21

185 Foundations 85 days Tue 8/10/21 Mon 12/6/21

192 Building Shell 451 days Mon 8/3/20 Mon 4/25/22

193 Steel Erection 40 days Tue 11/23/21 Mon 1/17/22

198 Carpentry Work 15 days Mon 8/3/20 Fri 8/21/20

201 Masonry Work 115 days Tue 10/12/21 Mon 3/21/22

207 Roofing 70 days Tue 1/18/22 Mon 4/25/22

211 Exterior Wall Assemblies 55 days Tue 1/18/22 Mon 4/4/22

216 Building Finishes 80 days Tue 2/22/22 Mon 6/13/22

227 Elevators 40 days Tue 12/7/21 Mon 1/31/22

231 Plumbing 105 days Tue 1/18/22 Mon 6/13/22

236 Electrical 100 days Tue 1/18/22 Mon 6/6/22

243 Heating and Ventilating - AC 95 days Tue 1/18/22 Mon 5/30/22

248 Final Clean-up 15 days Tue 5/17/22 Mon 6/6/22

253 Substantial Completion and Owner Occupancy 42 days Tue 5/3/22 Wed 6/29/22

273 Phase 1 Commons Remodel 50 days Mon 6/14/21 Fri 8/20/21

288 Phase 3 Classroom Remodel 51 days Mon 6/13/22 Mon 8/22/22

303 SITE CONSTRUCTION 285 days Fri 5/28/21 Thu 6/30/22

304 PHASE 1 Athletic Field Construction 77 days Fri 5/28/21 Mon 9/13/21

305 Football Field and Track 77 days Fri 5/28/21 Mon 9/13/21

313 Practice Field Construction 22 days Tue 6/15/21 Wed 7/14/21

318 PHASE 2B STEAM Wing Site Work 38 days Tue 5/10/22 Thu 6/30/22

322 PHASE 2B Existing School and New Gym Site Work 43 days Tue 5/3/22 Thu 6/30/22

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug2021 2022

Task

Split

Milestone

Summary

Project Summary

External Tasks

External Milestone

Inactive Milestone

Inactive Summary

Manual Task

Duration-only

Manual Summary Rollup

Manual Summary

Start-only

Finish-only

External Tasks

External Milestone

Critical

Critical Split

Progress

Deadline

Big Sky School DistrictSTEAM Lab, Gym, Track and Field

RFP Schedule

Page 2

Project: BSSD STEAM Lab, Gym, Track and FieldDate: Mon 10/5/20

Than

k yo

u f

or co

nsideri

ng our partnership.