minor state capital outlay projects request for proposal ... · based on the schematic design...

April 28, 2016

Page 2

Minor State Capital Outlay Projects REQUEST FOR PROPOSAL

Professional Services for Department of Technology, Management and Budget

2016 Indefinite-Scope Indefinite-Delivery General Professional Design Services

(Architecture, Engineering, Landscape Architecture) Various Locations, Michigan

Part I - Technical Proposal

Part II – Cost Proposal SECTION I GENERAL INFORMATION

I-1 Purpose

This Request for Proposal (RFP) invites the prospective professional service contractor (Professional) to prepare a qualifications statement and proposal for an Indefinite-Service, Indefinite-Delivery (ISID) contract for general professional design services (architecture, engineering, landscape architecture) for State of Michigan facilities maintenance, alteration, and construction projects. ISID Contracts provide the State of Michigan with a simple and streamlined qualifications-based selection process for obtaining professional architectural and engineering services for minor, emergency, and/or routine professional services. Projects will be located statewide, within both developed and undeveloped areas. Proposing firms must indicate regions in which they are willing to provide services, (Questionnaire Article 3: Project Location). Project types expected include building alterations, additions, various facility upgrades, and special maintenance projects. ISID contracts will be used for minor, emergency, and/or routine projects, but client agency needs may require ISID contracting for other, or specialized, projects. Most projects will be minor (below $500,000 total cost) in nature. The ISID contracts will supplement, but not replace, standard requests for proposals or qualifications as a method for obtaining professional services. This selection round will supplement its roster of professional services firms holding ISID contracts. DTMB currently holds several three-year and four-year term ISID contracts, entered into 2012 to 2015. This solicitation will add a certain number of firms to this roster so that a steady flow of firms are available. The 2016 General Professional Design Services ISID contracts will be limited to a term of three (3) years for assignments. Firms will be added to the roster on a yearly basis. A firm holding an ISID contract may not re-propose until their contract term is up. A list of firms currently holding ISID General Professional Design Services contracts is attached, with their expiration dates.

www.mathisonarchi tec ts.com

560 5th St NW Grand Rapids, MI 49504 p. 616.920.0545

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Contents

Contents – Part I: Facility Planning Technical Proposal (Envelope #1)

Letter of InterestContentsProposer’s Offer

A. Firm Information | Firm Profile | PhilosophyB. Related Project ExperienceC. Key Staff | Narrative Resumes | Related Professionals D. Design Approach | Schedule | Work PlanE. Report ComponentsF. Analysis of SCMCG. Similar Planning ReportsH. Feedback to Proposed RFPI. Ability to Complete TasksJ. Percentage of Work in Public FacilitiesK. Current WorkloadL. Legal Action

Why MMA?

Contents – Part II: Facility Planning Price Proposal (Envelope #2)

Fee for Planning Services Through Schematic DesignEstimated Hours Per SegmentExcluded / Reimbursable ExpensesEstimated Travel ExpensesLiability Insurance CoverageOther Expenses

Contents – Part III: Architectural / Engineering Fee Proposal (Separate Envelope)

Fee for A/E Implementation ServicesBreakdown of Fee by PhaseSample Agreement

Part 1: Facility Planning Technical Proposal

1. Understanding of Project and Tasks

2. Personnel

3. Management Summary, Work Plan, and Schedule

4. Questionnaire and Professional Services

Part II: Facility Planning Cost Proposal

5. Billing Rates

CONTENTS



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November 11, 2015

Cathy Holbrook, DirectorSt. Cecilia Music Center24 Ransom StreetGrand Rapids, Michigan 49503

Re: Response to Proposal - Architectural Services St. Cecilia Music Center Grand Rapids, MI

Dear Cathy,

On behalf of Mathison | Mathison Architects, I would like to express our firm’s sincere interest in designing facility improvements to St. Cecilia Music Center and to submit our qualifications for your review. From the first time I experienced a performance in Royce Auditorium over twenty-five years ago, I have been inspired by its scale, intimacy and acoustic excellence. St. Cecilia Music Center is a historic gem and one of the most recognizable buildings in West Michigan.

Since its construction in 1894, it has hosted thousands of performances and events to benefit the educational and cultural interests of West Michigan. As part of the National Trust for Historic Preservation, it stands tall as an essential historic and cultural asset. Now it is time for the next chapter of improvements - it is an exciting place to be as you anticipate the future. Modernizing, updating, and reorganizing your existing spaces for better use will offer both opportunities and challenges.

As architects, one of the reasons we love what we do is that we believe architecture is, at its very core, an opportunity to create and enhance spaces which are functional yet beautiful, comfortable yet spirit-lifting, familiar while also unique. We believe we are the right firm to collaborate with you on this project – one which will embody the ideals, values, and historic tradition of excellence at St. Cecilia Music Center.

As designers, our projects vary in their scale, from small, simple structures to larger, more complex renovations/additions. Our experiences include historic buildings, and facilities for performance. Each is designed with the comfort and enjoyment of real people in mind, never losing sight of the fact that all architecture is experienced in a very personal, individual way. We strive to create beautiful architecture, and places of repose, reflection, and appreciation which are intimately integrated within their surroundings and community. We believe beautiful architecture can be a supportive element within the larger realm of your ideals and aspirations. When people feel happy, comfortable, and refreshed – when they truly enjoy and appreciate a space – they take pride in the space and all that occurs there.

Using an inclusive and collaborative design process, our approach is to engage the Building Committee, the Board, and special consultants such as Yvonne Fix Daniels and Acoustics By Design to incorporate their thinking and recommendations toward key elements of the project. You have listed a number of them in the RFP, all of which are familiar topics to us and where we



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State of Michigan Indefinite Service – Proposal

Part 1-1: Understanding of Projects and Tasks

Outline your experience with governmental or institutional design and construction, particularly as it related to small facility preservation, maintenance, and alteration projects. Address programming, schematic and design development phases, construction documentation, and construction inspection.

Mathison | Mathison Architects (MMA) is experienced in the design and construction of governmental and institutional projects. Our past and current clients include Grand Valley State University, Kellogg Community College, Muskegon Area Intermediate School District, West Shore Community College, Muskegon Community College, Montcalm Community College, St. Cecilia Music Center (Grand Rapids), Kirtland Community College, Gerald R. Ford International Airport (Grand Rapids). The projects for these clients include a range of small and modest renovations and expansions, interior remodeling, maintenance and upgrading existing facilities, ADA compliance, and repurposing existing space for new uses. The projects also span a range of building types and service types: Master planning, space use assessment, facility condition assessment, ADA compliance assessment, facility design for vocational programs at community colleges, dormitory renovation, administrative offices, outdoor park shelters and toilet facilities, art centers, and conference facilities.

For almost every project, MMA has undertaken initial feasibility and facility assessment studies, master planning, and thorough programming of space use and organization. This initial, pre-design part of our work is one of our strengths, based on our personal engagement and consensus-building process with stakeholders and end-users. The documentation of space type, size, configuration and quality is followed by the development of optional alternatives for the client to consider, with the goal to consistently work toward a preferred consensus plan. Based on the accepted program statement and consensus concept plan, we work to develop schematic plans to refine ideas, identify specific systems, capabilities, performance goals, and budget requirements. The schematic design phase of each project ends with an approved plan and budget that are balanced and ready for further refinement and development. Also, at the end of schematic design, MMA personally reviews the project scope, drawings, and budget with our clients to assure understanding of the project and to respond to any questions or concerns before moving into the next phase. Based on the schematic design phase, the design development phase works to develop increasing detail of the design, which includes the solution of technical issues related to structural design, site design, mechanical and electrical systems, interior finishes, and



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special equipment (technology, security, fire protection, etc.). The deliverable for this phase is a balanced project comprised of drawings, outline specifications, and updated cost estimate. Once again, MMA personally reviews the project scope, drawings, and budget with our clients to assure understanding of the project and to respond to any questions or concerns before moving into the next phase. During the construction documentation phase of each project, MMA develops detailed drawings and specifications suitable for bidding to contractors and/or construction managers. We review the contents of the final drawings and specifications with our clients, and we conduct pre-bid meetings with potential contractors to respond to questions and to offer an orientation to the project. MMA works to produce a smooth bidding process, as well a post-bidding review and analysis to identify and select the appropriate construction team for the project. During the construction administration phase of the project, MMA makes regular site visits to observe work under construction, respond to questions from the field, review and process shop drawings from contractors and suppliers, process applications for payment from contractors, and process close-out documents at the end of the project. In some cases, sustainable design and LEED certification are desired – MMA has extensive sustainable design capability and leadership skills in helping our clients achieve superior energy savings. Beyond the work of MMA since its founding in October, 2013, the Principals and staff of MMA offer extensive experience in governmental and institution design, including projects for Ferris State University, Western Michigan University, Michigan State University, John Ball Zoo (Grand Rapids), high schools, middle schools, elementary schools, Kent County Courthouse and Sheriff Offices, Grand Rapids Civic Theater, and many others. Key MMA staff members have experience in working on projects funded through the capital outlay process in Lansing. MMA has intentionally hired staff members with diverse backgrounds and experiences in order to serve our clients more creatively and fully. Our planning and programming work draws from mindsets outside the area – this brings fresh perspective and results in more creative ideas to the benefit of our clients and projects. Because MMA is a relatively young firm, our project leadership is provided by Principals of the firm. Operationally we are nimble, and our incentive is to produce optimal service and results for you as we develop increasing depth, experience, and knowledge. Our organization is lean, and so our pricing structure affords more hours to work on your project.



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B. Related Project Experience

13MAM

Muskegon Community CollegeDowntown Center

In 2015, MMA was selected as the design lead for the conversion and repurposing of the former Muskegon Chronicle building and former Masonic Temple in downtown Muskeg-on to relocate the applied technology programs of the college. The buildings are historic in Muskegon, and the Masonic Temple includes space that will be converted to black-box theatre and music performance space. The project is in the final stages of design and will be occupied in 2017.

Location: Muskegon, MITom’s Role: Principal-In-ChargeDate to be completed: 2017 Size: ?Budget: 14.5M Contact: Teresa Sturrus, Vice President Administration and Finance Muskegon Community College 231.773.9131



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8MAM

Grand Rapids Civic Theatreand School of Theatre ArtsDespite facility shortcomings, the Grand Rapids Civic Theatre and School of Theatre Arts had earned a national reputation for its production quality and educational programming. Four adjoining multi-story buildings had been modified over time to rehearsal spaces, teaching areas, costume shops and offices within the 100-year-old structures. Sparked by the need for patron amenities, barrier-free access, structural upgrades, additional lobby space, theatre upgrades and back-of-house support space, Tom led a professional team of architects, historic preservationists, designers, engineers, and specialty consul-tants to transform the GRCT to meet 21st century standards for performers and patrons.

During master planning the team identified the intricate steps required for reaching the Theatre’s goals. To keep the Theatre’s regular production schedule intact, this $10 mil-lion project was constructed between theatre seasons in only 16 weeks, while retaining and enhancing the architectural flavor and heritage of the original theatre, support facili-ties and neighborhood.

Location: Grand Rapids, MIArchitect or Record: Tower PinksterTom’s Role: Principal-In-ChargeDate completed: 2006Size: 105,000sfBudget: 10.2M Contact: Bruce Tinker, Executive Director 616.222.6650



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9MAM

Grand Rapids Community CollegeSpectrum Theatre

The GRCC Spectrum Theatre project combined two GRCC programs in one renovated, repurposed building adjacent to the main GRCC campus. The Spectrum Theatre, which had been located adjacent to the Spectrum Health – Butterworth Campus, was a small and cramped facility not originally designed for theatrical productions. Simultaneously, the GRCC Culinary Arts program was expanding rapidly and had already outgrown the new Applied Technology Center on the GRCC campus. In the early 1990’s, GRCC pur-chased the former Salvation Army building across the street from the Applied Technolo-gy Center for the purpose of repurposing the building to provide a new, expanded home for Spectrum Theatre, and an expanded home for the culinary arts pastry curriculum.

The project began with an evaluation of the structure and physical facilities, followed by programming for the interior spaces to accommodate the two intended programs. Through a combination of renovation and expansion of the building, the goals were ac-complished and the two programs have been successfully sharing the same facility ever since. The seating capacity of the theatre is about 250 seats, and the theatre is designed to accommodate a proscenium or thrust stage layout. Although the building is situated on a steep hill, the entire facility is barrier-free.

Location: Grand Rapids, MIArchitect or Record: Tower Pinkster Tom’s Role: Principal-In-Charge



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10MAM

FSU- Kendall College of Art & DesignFederal Building

An architectural icon of west Michigan, the five-story Old Federal Courthouse and Post Office was built in 1913 and converted in 1980 to house the Grand Rapids Art Museum. The concrete and steel structure was known as Grand Rapids’ first “fireproof” building and is on the National Register of Historic Places. When the museum moved to a new building, the Old Federal Building sat essentially vacant, falling into disrepair and suffer-ing interior damage.

Prior to acquiring the building for expansion of the Kendall College of Art and Design, the team performed an analysis for possible repurposing of the building. This began with a thorough evaluation of the physical condition of the building, programming and space planning to determine its feasibility for conversion to art studios, lecture halls, of-fices, and teaching spaces, and a comprehensive estimate of project cost. As a historic property, the team prioritized architectural elements of the building for restoration and modification. FSU approved a public-private agreement to finance the project, taking advantage of available historic tax credits.

All new mechanical and electrical systems are carefully integrated throughout the building. The roof was completely replaced, and original exterior wood windows were restored and refitted with insulating glass. Selected interior walls were removed to cre-ate larger studio spaces and to allow more natural light deep into the building. Once-covered skylights were reactivated, and original finishes and details in primary public areas were restored. The building is now barrier-free and equipped for 21st-century higher education.

Location: Grand Rapids, MIArchitect of Record: Tower PinksterTom’s Role: Principal-In-ChargeDate completed: 2012Size: 96,000sfBudget: 22MContact: Alex Smart, Director of Facilities 616.451.2787



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11MAM

West Shore Community CollegeArts Addition

The Art and Music Center at WSCC involved the expansion and renovation of the exist-ing Arts and Sciences Center on the main WSCC campus to relocate the art and music programs from the Recreation Center to a location more closely affiliated with arts and music programming. As one of the most publicly engaging facilities on campus, the addition includes a new entry plaza and lobby space, combined with a generous public concourse leading to a new art gallery, outdoor reception gallery, and theater.

There were several primary components to the project. First, the existing 250 seat the-ater was modified by adding stage depth and fly space, new scene shop, additional stor-age space, piano storage space, new and expanded dressing rooms and green room, and direct backstage access to the music rehearsal rooms.

The music addition included new rehearsal spaces for instrumental music, choral music, piano lab, private practice rooms, music storage, and offices. The art addition included new studios for 2-D and 3-D programming, including a new ceramics studio, with sepa-rate glaze room and kiln facilities. A new art gallery and art storage facility now provides a showcase for the College, and a new computer graphic studio produces digital and associated art.

Several new classrooms were added as part of this project, as was a new faculty office and conference facility which encourages collaboration and interaction among members of the arts and sciences faculties. The building features a geothermal heating / cooling system, as well as a rain garden.

Location: Scottville, MIArchitect of Record: Tower PinksterTom’s Role: Principal-In-ChargeDate completed: 2012 Contact: Scott Ward, Vice President Administration and Finance 231.845.6211



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Part I – 2: Personnel

The Professional must be able to staff a project team that has the qualifications and expertise necessary to undertake small facility preservation, maintenance, and alterations projects. Include the full names of all personnel by classification that will be employed in the project. Indicate which of these individuals you consider to be “Key Personnel” for the successful completion of the project types. Identify them by name and position/classification, and provide their resumes.

Provide an organization chart outlining authority and communication lines for each professional firm, including Key Personnel, client agency, and DTMB. Following are names and roles of the staff of Mathison | Mathison Architects (Key staff members are identified by an asterisk – a resume for each is included in this proposal): Thomas R. Mathison, FAIA* Principal, Master planning, Design Evan T. Mathison* Principal, Design, Project Management Benjamin Franceschi, AIA* Project Manager, Design Jeff Remtema, AIA* Project Manager, Documentation Megan F. Wall, AIA* Project Mgr., Design, Documentation Matthew Christie, AIA Project Mgr., Design, Documentation Brent DeKryger CAD Specialist Kevin Swanson CAD Specialist Following is an organizational chart, illustrating authority and communication lines for MMA.



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MMA TEAM

Thomas Mathison - PrincipalEvan Mathison - Principal

DTMB

Matthew ChristieArchitect

Megan WallArchitect

Jeff RemtemaArchitect

Ben FranceschiArchitect

Brent DeKrygerDesigner

Kevin SwansonDesigner

USERAGENCY

PROJECT ORGANIZATION



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C. Key Staff | Narrative Resumes

Thomas R. Mathison, FAIAPrincipal, Co-Founder of MMA

Tom Mathison, FAIA, is a co-founding principal of MATHISON | MATHISON ARCHITECTS and has been practicing architecture for over 35 years. He will serve as the Principal-In-Charge for this project.

Tom has specific, direct experience on projects similar to the renovation of St. Cecilia Music Center. These projects include the renovation and expansion of the Grand Rapids Civic Theatre, the renovation of the former Salvation Army building to serve as the new home of Spectrum Theatre for GRCC, the renovation and repurposing of the Old Federal Building for use as an education and art center for Kendall College of Art and Design, and

the renovation and expansion of the art, music and theater center for West Shore Community College.

Tom earned his Master of Architecture degree, with distinction, from the University of Michigan, where he also was awarded the Booth Travelling Fellowship. Tom is an active member of the American Institute of Architects (AIA), where he has served as local chapter President, state President, Regional Director and National Vice President. He is a Fellow of the American Institute of Architects and was awarded Michigan’s Gold Medal and Robert Hastings Service Award. In 2014, Tom received the Lifetime Achievement Award from the AIA Grand Rapids Chapter.

Tom currently serves as Vice President of the Michigan Architectural Foundation, Board Member of the National Small Business Association, and as immediate Past President of the Rotary Club of Grand Rapids. He is an advocate for west Michigan, architecture, small business, and community service.

As a supporter of architecture students and the profession, Tom founded the AIA Michigan Mentoring Network, linking architecture students with practicing architects in a mentoring relationship at all four of Michigan’s accredited colleges of architecture. Each year, about 200 students participate in the network, with mentors located throughout Michigan, the U.S., and internationally. Tom also chairs NAAB accreditation teams for colleges of architecture throughout the U.S.



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THOMAS R. MATHISON, FAIA EDUCATION 1969 - 1975 College of Architecture & Urban Planning

University of Michigan – Ann Arbor, MI 1973 Bachelor of Science in Architecture 1975 Master of Architecture - Cum Laude REGISTRATIONS Registered Architect

1978 Michigan 1981 Florida

NCARB, 2014 PROFESSIONAL EXPERIENCE

2013 – Present MATHISON | MATHISON ARCHITECTS - Grand Rapids, Michigan Position: Principal Selected Projects: -Kellogg Community College, Battle Creek, MI -Cathead Bay Cottage, Northport, MI -Berkshire House, Great Barrington, MA -Silver Lake House, Rockford, MI

1993 - 2013: Tower Pinkster Titus Associates - Grand Rapids, Michigan Positions: -Chairman, Board of Directors -Senior Principal Selected Projects:

-Master Planning -West Shore Community College - Scottville, MI

-Muskegon Community College - Muskegon, MI -Kellogg Community College - Battle Creek, MI -Kirtland Community College - Roscommon, MI -Northwestern Michigan College - Traverse City, MI -Schoolcraft College - Livonia, MI -Kalamazoo Valley Community College - Kalamazoo, MI



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2

-Renovation of Old Federal Building Ferris State University / Kendall College of Art & Design Grand Rapids, MI

-Advanced Technology Center

Montcalm Community College - Greenville, MI

-Renovation of Student Center Kellogg Community College - Battle Creek, MI

-New East Campus Housing

Ferris State University - Big Rapids, MI -Renovation of Arts and Sciences Center

West Shore Community College - Scottville, MI -Student One-Stop Muskegon Community College - Muskegon, MI

-New Student Learning Center West Shore Community College - Scottville, MI -New Otsego High School Otsego Public Schools - Otsego, MI -New Martin Luther King Leadership Academy Grand Rapids Public Schools - Grand Rapids, MI -Renovation of Grand Rapids Civic Theatre - Grand Rapids, MI -Renovation of Hicks Student Center

Kalamazoo College - Kalamazoo, MI -New Performing Arts Center Grant Public Schools - Grant, MI -New High School Byron Center Public Schools - Byron Center, MI -New West Middle School Byron Center Public Schools - Byron Center, MI -New Countryside Elementary School Byron Center Public Schools - Byron Center, MI



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-New Spartan Child Development Center Michigan State University - East Lansing, MI -New Kent County Courthouse - Grand Rapids, MI -New Learning Arcade Kalamazoo Valley Community College - Kalamazoo, MI -New Technology Center (MTEC) Kalamazoo Valley Community College - Kalamazoo, MI -New Information Technology Center Kellogg Community College - Battle Creek, MI -New Hopkins High School - Hopkins, MI -New Thornapple-Kellogg Middle School - Middleville, MI -New Spectrum Theater Grand Rapids Community College - Grand Rapids, MI -New Munson Community Health Center Munson Medical Center - Traverse City, MI 1988 - 1993 The WBDC Group - Grand Rapids, MI Positions: Principal, Project Manager Selected Projects:

-New Lowell High School - Lowell, MI -New Center for Higher Education Muskegon Community College - Muskegon, MI -New Applied Technology Center Grand Rapids Community College - Grand Rapids, MI -New Lyon Street Parking Structure Grand Rapids Community College - Grand Rapids, MI -New Comstock Park Secondary School - Comstock Park, MI



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1984-1988 Bell Associates - Clearwater, FL Positions: Principal / Vice President Project Manager 1975-1983 GBKB Associates - Traverse City, MI Positions: Principal, Associate, Project Manager 1974 Weld Coxe Associates - Philadelphia, PA Position: Associate HONORS AND AWARDS

2009 AIA Michigan Robert Hastings Award 2007 AIA Grand Valley Honor Award Grand Rapids Civic Theatre, Grand Rapids, MI 2007 AIA Grand Valley Honor Award Martin Luther King Jr. Leadership Academy, Grand Rapids Public Schools Grand Rapids, MI 2006 AIA Grand Valley Honor Award AIA Grand Valley Firm Achievement Award, Grand Rapids, MI 2005 AIA Michigan Gold Medal 2005 AIA National College of Fellows 2005 -AIA Michigan Honor Award -AIA Grand Valley Honor Award Countryside Elementary School, Grand Rapids, MI 2004 AIA National Richard Upjohn Fellow 2003 -Assoc. Contractors & Builders Honor Award -Masonry Institute of Michigan Honor Award -AIA Grand Valley Honor Award -AIA National Committee on Architecture for Justice Kent County Courthouse, Grand Rapids, MI

2003 AIA Southwest Michigan Honor Award Student Wellness Center, Kalamazoo Valley Community College Kalamazoo, MI

1996, 2002 AIA Grand Valley President’s Award (Only two-time winner of this award)



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1992 -AIA Grand Valley Honor Award

-Assoc. Contractors & Builders Honor Award Comstock Park Secondary School, Comstock Park, MI

1991 Assoc. Contractors & Builders Honor Award Applied Technology Center, Grand Rapids Community College Grand Rapids, MI

1987 First Place Winner for new elementary school School Design Competition, Diocese of St. Petersburg, Florida St. Petersburg, Florida

1987 President’s Award - AIA Florida Central

1978 U-M George Booth Traveling Fellowship Given by The University of Michigan College of Architecture and Urban Planning for an exceptional graduate to travel and study abroad.

PROFESSIONAL AND COMMUNITY SERVICE

1978 – Present Member, American Institute of Architects (AIA) 2009 - 2014 NAAB Accreditation Team

-Chair: 2013, 2014 2006 - 2008 AIA Practice Academy Advisory Comm. 2006 AIA Community Committee 2006 NCARB Core Competencies Task Force 2005 - Present AIA College of Fellows 2005 NCARB IDP Committee 2005 AIA National Vice President 2002-2004 AIA National Board of Directors 2004 NCARB IDPCC (Co-Chair)

2004 AIA Education Committee 2004 AIA Emerging Professionals Comm. 2004 AIA Board Diversity Committee 2004 AIA Long Range Planning Advis.Group 2004 AIA Trust Committee 2004 AIA Mentoring Task Group

2004 Juror, AIA Education Honor Awards 2004 Presenter at AIA National Convention

“Best Mentoring Initiatives” 2004 Presenter at National Grassroots

“AIA Michigan Mentoring Network” 2003-2004 AIA Liaison to AIAS National Board



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2003 Presenter at National Grassroots “Who’s Next? Care and Feeding of the

Next Leaders” 2002 Juror, AIAS Forum Masonry Competition

2002 Juror, AIA Assoc. Committee Awards 1997 Presenter at National Grassroots

“Capture of Supplemental Dues” 1990 – Present Committee on Architecture for Education

1988 – Present Member, AIA Michigan / AIA Grand Valley

2012 AIA Michigan Mid-Summer Conf., Chair 1998 AIA Michigan Mid-Summer Conf., Chair 1997 – Present AIA Michigan Presidents Council 1996 AIA Michigan, President 1995 AIA Michigan, Honor Awards Chair 1994 – 1996 AIA Michigan QBS Coalition 1993 – 2004 AIA Michigan Educ. Facilities Conf.

1993 – 1996 AIA Michigan Board of Directors 1992 – 2002 AIA Michigan Mid-Summer Conf.

1992 AIA Grand Valley, President

Michigan Architectural Foundation 2012 – Present -Board of Directors -Board Secretary 2006-2010 Board of Directors

AIA Michigan Mentoring Network 1999 – Present Founder, Chair - Links students of architecture with architects in Michigan

Small Business Association of Michigan (SBAM) 2002 - 2009 Board of Directors (Chair, 2008-2009) 2010 - Present Chair, SBAM Board Dev. Comm.

National Small Business Association 2010 - Present Board of Directors

MiBiz Magazine 2008 Publication, “Architect of Advocacy” 2007 Architectural Record

Publication, “Successful Transitions for A/E Firms” 1998 School Business Affairs Magazine

Publication, “Successful Bond Issues”



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Rotary Club of Grand Rapids 1997 - Present Member 2010 - Present Board of Directors 2013 President Elect 2013 Chair, District Conference AIA Michigan Educational Facilities Planning Conference 1993-2004 Planning Committee Council of Educational Facility Planners 1993 - Present Recognized Educational Facilities Professional (REFP) Society for College and University Planning 1996 - Present Member

Florida Central Chapter, American Institute of Architects

1981 - 1988 Member 1988 President 1987 AIA Florida Central President’s Award LECTURES / PRESENTATIONS / JUROR 2013 Presenter, Young Architect of the Year AIA Grand Valley 2013 Presenter, AIA Michigan Design Retreat FSU Old Federal Building 2013 Presenter, AIA Grand Valley

“Repurposing the Old Federal Building to FSU’s College of Art and Design” 2012 Michigan Community College Business Officials Association “Master Planning for Community Colleges in Michigan” 2011 Presenter, Urban Land Institute “Adaptive Reuse of FSU Federal Building” 2009 Presenter, Society of College and University Planners

“Creative Funding and Adaptive Reuse of the FSU Federal Building” 2009 Presenter, Michigan Assoc. of Physical Plant Administrators

“Student Center for Higher Education in Michigan – Recent Work” 2009 Presenter, Association of College Unions International

“Student Center for Higher Education in Michigan – Recent Work”



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2009 Presenter, Michigan Historic Preservation Network Conference “Grand Rapids Civic Theatre”

2004 Juror, AIA 2004 Education Honor Awards Selected national honors for outstanding architecture education curricula in the U.S.

2004 Presenter, AIA National Grassroots

Presented AIA Michigan Mentoring Network as Best Practice for mentoring initiatives 2004 Presenter, AIA National Convention (Chicago)

Presented AIA Michigan Mentoring Network as a Best Practice panel discussion 2004 “Young Architect of the Year”

2004 AIA Grand Valley Honor Awards 2004 “AIA Mentoring Initiatives” 2004 AIA National Grassroots Leadership Conference

2004 AIA National Update

2004 AIAS Grassroots 2003 Presenter, AIA National Grassroots Presented AIA Michigan Mentoring Network as a model

for others (“Who’s Next? The Care and Feeding of the Next Leaders”) 2003 Juror, AIA New Jersey Service Awards Annual service honor awards for AIA New Jersey 2002-2003 Juror, Lawrence Technological University Masters Thesis

Year-long jury process for masters-level students

2002 Juror, AIAS FORUM Masonry Competition 2002 Juror, AIA National Associates Committee Awards 1997 Presenter, AIA National Grassroots Presented AIA Michigan’s “capture” of supplemental dues

1995 Presenter, AIA Michigan Design Retreat

Continuing education presentation and project presentation

1994 Presenter, AIA Michigan Design Retreat Continuing education presentation and project presentation

1993 Keynote Speaker, Ferris State University AIAS Commencement



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Evan T. MathisonPrincipal, Co-Founder of MMA

Evan Mathison is a co-founding principal of MATHISON | MATHISON ARCHITECTS. He will serve as the lead designer and project manager for your project. He earned his Bachelor of Science in Architecture from the University of Michigan College of Architecture and Urban Planning in Ann Arbor, Michigan, where he was awarded a Raoul Wallenberg Fellowship in 2001. He was also awarded advanced placement at Harvard University in Cambridge, Massachusetts, where he earned his Master in Architecture Degree from the Graduate School of Design in 2006. Evan is passionate about education and mentorship and has enjoyed teaching opportunities such as a design studio instructor for the Harvard University Career

Discovery Program, guest lectures for Professional Practice courses in architecture at Harvard, and as design critic for numerous design studios at Harvard University, Northeastern University, Wentworth Institute of Technology and the Boston Architectural Center.

Evan’s design work is rooted in a desire to create ambiguity between inside and outside space, to heighten awareness of the site in an architectural response. While at the Harvard Graduate School of Design, Evan’s design work focused on the relationship of landscape and architecture, from site planning to the development of human-scale details, with a pragmatic focus on craft.

Prior to founding MMA, Evan worked at William Rawn and Associates in Boston, where he participated in planning for Tanglewood, the summer home of the Boston Symphoony. He was also an Associate at Maryann Thompson Architects in Cambridge, Massachusetts for eight years where he served as a project designer, project manager, and intern coordinator. His projects included the renovation and conversion of Pier 2 and the Harborview Café at Brooklyn Bridge Park in Brooklyn, New York, the Dewey Square Parks on the Rose F. Kennedy Greenway in Boston, Massachusetts, the Corktown Common Pavilion at Don River Park in Toronto, Ontario, the new visitor center at Walden Pond in Concord, Massachusetts, the unique pre-fab partnership with Acorn Deck House Company to create the HingeHouse for Dwell Magazine, and a number of residential projects throughout New England. Working in a small office with a broad range of project types and scales required a commitment to team-building and project development to achieve engaging design solutions on behalf of every client. His projects have received a number of design awards. They have been published in a variety of books and magazines and have been part of exhibitions in New England and New York.



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1

EVAN T. MATHISON EDUCATION 2003 – 2006 Harvard Graduate School of Design Harvard University – Cambridge, MA 2006 Master in Architecture, advanced placement 1997 - 2001 College of Architecture & Urban Planning

University of Michigan – Ann Arbor, MI 2001 Bachelor of Science in Architecture PROFESSIONAL EXPERIENCE

2013 – Present MATHISON | MATHISON ARCHITECTS - Grand Rapids, MI Position: Principal

Selected Projects: -Berkshire House, Great Barrington, MA -Silver Lake House, Rockford, MI -Lake Michigan House, Whitehall, MI -Waldorf Renovation, Newton, MA -Melrose Family Wall, Melrose, MA 2005 - Present Maryann Thompson Architects - Cambridge, MA

Position: Associate, project manager, project designer, project consultant

Selected Projects: -Brooklyn Bridge Park Pier 2, Brooklyn, NY -Brooklyn Bridge Park Harborview Café, Brooklyn, NY -Walden Pond Visitor Center, Concord, MA

-Rose Kennedy Greenway, Boston, MA -Don River Park, Toronto, Ontario, Canada

-HingeHouse Prefab System -Berkshire Cabin, Great Barrington, MA -Atrium School, Watertown, MA -Craigie Street Residence, Cambridge, MA -Eisai Biochem Lab, Cambridge, MA -Grove House, Newton, MA -Stonington Ridge House, Stonington, CT -Hilltop Residence, Brookline, MA -Cambridge Author Studio, Cambridge, MA -West Roxbury Residence, Boston, MA -Belmont Residence, Belmont, MA



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2

2004 William Rawn Associates, Architects, Inc., Boston, MA

Position: Intern Architect, master planning, schematic design, drawing documentation Selected Projects:

-Tanglewood for the Boston Symphony Orchestra, Lenox, MA -Sonoma Music Center, Sonoma, CA -Northeastern University Dormitory, Boston, MA 2001 - 2003 SmithGroup Inc., Ann Arbor, MI

Position: Intern Architect, field investigation, construction documentation, project administration Selected Projects:

-JFK Federal Building Renovation, Boston, MA -Personal Residence, Ann Arbor, MI -Grand Hotel Renovation, Mackinac Island, MI -Island Retreat, Mackinac Island, MI -Northern Residence, Mackinac Island, MI 2001 - 2001 University of Michigan Architecture & Engineering, Ann Arbor, MI

Position: Intern Architect, field investigation, construction documentation for campus-owned buildings

TEACHING EXPERIENCE

2012 – 2013 Harvard University Graduate School of Design, Cambridge, MA Guest Speaker “Issues in Architectural Practice and Ethics” Instructors: Maryann Thompson, Jay Wickersham 2005 Harvard University Career Discovery Program, Cambridge, MA Architecture Design Studio Instructor 2005 Harvard University Graduate School of Design, Cambridge, MA Teaching Assistant, Maryann Thompson Design Studio

“New York Docklands Museum and Cultural Center” 2004 – 2005 Harvard University Graduate School of Design, Cambridge, MA Student Peer Advisor 2003 – 2005 Harvard University Graduate School of Design, Cambridge, MA Admissions Assistant



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3

HONORS AND AWARDS

2011 -AIA New York Urban Design Honor Award -World Education News Education Award Brooklyn Bridge Park, Brooklyn, NY 2010 Boston Society of Architects Honor Award Berkshire Cabin, Great Barrington, MA 2010 Eco-Structure Magazine Evergreen Award for Adaptive Reuse Atrium School, Watertown, MA 2009 -AIA New Hampshire Honor Award – Design Excellence -Boston Society of Architects Honor Award – Design Excellence -American School & University Honor Award Atrium School, Watertown, MA 2008 DesignShare School Design Forum Merit Award Atrium School, Watertown, MA 2007 Boston Society of Architects Honor Award – K-12 Facilities Award Atrium School, Watertown, MA 2004 SARA National Student Design Competition Society of American Registered Architects, Honorable Mention 2004 Studioworks Nominations (GSD Publication) -Bucholz/McEvoy Dublin Studio, “Environmental Awareness Center” -Maryann Thompson Core Studio, “Housing” 2001 Raoul Wallenberg Scholarship Competition, Second Place Winner University of Michigan juried design studio competition



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4

COMPETITONS

2012 Winner – Walden Pond Visitor Center, Concord, MA Maryann Thompson Architects

*Sponsored by State of Massachusetts Department of Conservation and Recreation

2008 Winner – Dewey Square Park, Rose Kennedy Greenway, Boston, MA

Maryann Thompson Architects, Michael VanValkenburgh Associates

*Sponsored by Rose Fitzgerald Kennedy Conservancy 2004 Winner – Brooklyn Bridge Park, Brooklyn, NY

Maryann Thompson Architects, Michael VanValkenburgh Associates *Sponsored by Brooklyn Bridge Park Conservancy

EXHIBITIONS 2008 Dwell on Design Conference, Los Angeles, CA “HingeHouse Prefab Design and Exhibition” with Empyrean International 2007 Institute of Contemporary Arts, Boston, MA “Design Life Now: National Design Triennial, Brooklyn Bridge Park, Pier 2” 2006 The Architectural League of New York, New York, NY “Architecture and New York: New New York 4: The Brooklyn Bridge Park” 2005 Harvard University Graduate School of Design, Cambridge, MA “Cities, 10 Lines: Approaches to the City and Open Territory Design” 2004 SARA Student Design Competition, Chicago, IL “GSD Housing Studio Project with Maryann Thompson, FAIA”



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Part I – 3: Management Summary, Work Plan, and Schedule

The Professional must outline their work plan and methodology so that it is understood what services and deliverables will be provided, and the quality of the services and deliverables as well. Describe in detailed narrative form your plan for accomplishing projects of the type expected, Describe clearly and concisely each professional task, event, and deliverable required for project completion. Do no simply reiterate language and tasks from the DTMB Professional Services Contract. Describe your constructability review and quality control plan.

Work Plan Methodology

Following is our proposed planning methodology, which lays out a process that we believe will deliver the outcomes you need to establish the best designs, project costs, and final results. We know that each project will be unique in terms of its requirements and schedule, and that the work plan will be tailored to meet the specifics of that project. The DTMB Professional Services Contract lays out specific requirements for seven distinct phases, which we will follow and tailor as each project is defined. They are not repeated here, but we have used a narrative approach to describe our anticipated process. Milestone dates and deliverables will be coordinated with the requirements of the Professional Services Contract.

Our process is based on a collaborative engagement and interface with DTMB and user agency representatives and stakeholders as needed to ascertain the scope of identified needs of the specific project, and that of the overall context of the facility. Data Gathering

We will begin by gathering existing documentation (scanned drawings of the original facility and subsequent improvements, existing CAD files, construction plans and specifications from previous improvement projects, special reports, surveys, studies, master plans, list of departments, existing design standards, etc.) of the existing facility to give to our Design Team for review and orientation.

Our Team will conduct a kick-off meeting with DTMB and other stakeholders as needed to review the project scope, schedule and deliverables. During this meeting, we will review program needs as provided in the project assignment, as well as other specific and overall goals of the project. As part of the meeting, our Design Team will tour the existing building for orientation to spaces and MEP systems. During the tour, we will develop an inventory of existing building elements, including HVAC, plumbing, electrical and structural elements, as well as overall spatial elements.



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If they do not already exist, we will develop CAD background drawings of the existing building for later use in developing design options and as a base for construction documents later in the process.

Programming

With the background data in hand and after better understanding the existing physical facility, our Team will meet with key staff and stakeholders to fully understand the space needs and program requirements expressed in the specific project assignment. These meetings may be with individuals or groups, and each meeting will be documented with minutes. The deliverable from these meetings will be space needs requirements and desired attributes of each individual space.

Analysis and Identification of Options

Based on data gathered to date, as well as the information acquired during our programming meetings, our Team will identify alternative options for DTMB to consider. Our Team will meet with the DTMB planning team to review the analysis, as well as the design concepts / options. Our goal will be to gather feedback from the Planning Team to guide our next steps and move toward consensus around a preferred option. Based on this, we will incorporate the Planning Team feedback and prepare a final consensus concept for approval and initial pricing.

Concept Pricing for the Preferred Concept

Once the consensus concept is identified, we will develop concept pricing to establish a budget framework for use in discussions about funding, phasing, and implementation strategies. Once identified, our Team will meet with the DTMB Planning Team to review the concept pricing and solicit feedback.

When the scope of the project and the budget are balanced, we will proceed to next steps of more refined development.

Implementation

Following approval of the concept and cost, our Team will prepare detailed design documents for competitive bidding and implementation through construction. This will include design development drawings and specifications, final documents (plans and specifications), bidding services, and construction administration services. The schedule for the implementation phase will be determined by the scope, complexity and logistics off the final concept plan in concert with DTMB functional requirements and calendar.



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Design Development . Refined floor plans, interior elevations, exterior elevations . Outline specifications . Systems diagrams for mechanical, electrical and plumbing systems . Systems diagrams for other special systems . Interior design concept . Updated estimate of cost . Internal plan review . Presentation to DTMB as needed to proceed to final documentation . Plan review by DTMB . Incorporate DTMB feedback in documents Construction Documents . Final floor plans, elevations, details, schedules, etc. . final bid specifications, including front-end instructions to bidders, bid

forms, etc. . Detailed documentation of mechanical, electrical, plumbing

improvements and other specialized areas/systems. . Internal plan review . Presentation to DTMB as needed for final approval prior to bidding . Plan review by DTMB Bidding . Distribution of plans and specifications to bidders . Conduct pre-bid meeting for prospective bidders . Respond to questions from bidders , Preparation of addenda, as needed . Conduct bid opening . Conduct post-bid contractor interviews Construction . Project Kick-Off meeting with contractor and sub-contractors . Respond to questions / clarifications from the field . Processing of Requests for Information, Bulletins, and Change Orders . Processing of Contractor’s Monthly Application for Payment . Regular site visits to observe construction progress . Regular progress meetings with contractors and sub-contractors . Presentations to DTMB and stakeholders as needed . Develop punch-list at project conclusion . Prepare Substantial Completion and close-out documents . Process final payment to Contractor



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Questionnaire for Professional Services

Department of Technology, Management and Budget 2016 Indefinite-Scope Indefinite-Delivery – Request for Qualifications

Architecture, Engineering, and Landscape Architecture Services Various Locations, Michigan

INSTRUCTIONS: Firms shall complete the following information in the form provided. A separate sheet may be used if additional space is needed; please key the continuation paragraphs to the questionnaire. Answer questions completely and concisely to streamline the review process. ARTICLE 1: BUSINESS ORGANIZATION 1. Full Name: Mathison | Mathison Architects, LLC

Address: 560 5th Street, NW, Suite 405, Grand Rapids, Michigan 49504 Telephone: 616.920.0545 Website: www.mathisonarchitects.com E-Mail: tom @ mathisonarchitects.com Professional(s) Federal I.D. number(s): 46-3844373 If applicable, state the branch office(s), partnering organization or other subordinate element(s) that will perform, or assist in performing, the work: N/A

2. Check the appropriate status:

Individual firm Association Partnership Corporation, or Combination – Explain: ________________________________________________________________________

If you operate as a corporation, include the state in which you are incorporated and the date of incorporation: ______

Include a brief history of the Professional’s firm: Mathison | Mathison Architects, LLC (MMA) was formed in 2013 by its co-founders, Thomas R. Mathison, FAIA and Evan T. Mathison, architectural designer to provide full architectural design and planning services to a range of building types and clients throughout Michigan. Since its beginning, MMA has experienced consistent growth and now maintains a full-time staff of eight, including five licensed architects. Our projects include insitutional, government, educational, commercial and housing projects of many sizes, including new construction, additions, renovations, master planning, space assessment, and facility condition assessment.



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Provide an organization chart depicting all personnel and their roles/responsibilities.

Thomas R. Mathison, FAIA Principal, Project Manager, Designer Evan T. Mathison Principal, Project Manager, Designer Benjamin Franceschi, AIA Project Manager, Designer Jeff Remtema, AIA Project Manager, Operations Manager Megan F. Wall, AIA Project Manager, Designer Matthew Christie, AIA Project Development, Design, CAD Specialist Kevin Swanson Project Development, CAD Specialist Brent DeKryger Project Development, CAD Specialist

Provide an organization chart depicting key personnel and their roles for a typical assigned project. Include generic supporting staff positions.

Please see the attached project organization chart

ARTICLE 2: PROJECT TYPES AND SERVICES OFFERED Identify the project types and professional services for which your firm is exceptionally qualified and experienced. Provide attachments illustrating a minimum of three examples, with references, of successful projects performed in the last five years for each item checked. Identification of specialties will not exclude selected firms from project types, but will assist the DCD Project Directors in matching firms with projects.

ADA facility assessment and remodeling Boilers and steam systems Bridges – pedestrian and vehicular Building and structure additions Building envelope investigation, repair, upgrade Correctional facilities Door and window replacement Facility Maintenance Fire and security alarm systems Fish passage structures General architectural and/or engineering design HVAC equipment replacement, upgrade, selection HVAC controls replacement, upgrade, selection Interior remodeling and renovation Laboratory facilities Landscape architecture Land Planning Locks and dams Marine work - boat launch facilities, docks, harbors Parking and paving Roof repair, restoration and/or replacement design Site surveying Stormwater management and drainage plans



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Structural investigation and assessment Toilet and/or shower room remodeling or design Trail design and development Wastewater systems Water supply systems Water diking systems, water control structures

ARTICLE 3: PROJECT LOCATION Identify the regions where your firm can most efficiently provide services. Assignments may vary from the regions checked, depending on the specialties and services required.

Western Upper Peninsula (west of Marquette) Eastern Upper Peninsula (east of Marquette) Northern Lower Peninsula (north of Grayling) Saginaw Bay area (east of 127, north of I-69 and M 57, south of Grayling) Western Lower Peninsula (west of 127, north of Muskegon, south of Grayling) Central Lower Peninsula (east of Battle Creek, west of Chelsea, south of M 46 and M 57) Southwestern Lower Peninsula (west of Battle Creek, south of Muskegon) Southeastern Lower Peninsula (east of Chelsea, south of I-69)

ARTICLE 4: CONTRACT UNDERSTANDING: The following items should be addressed on the assumption that your firm is awarded an Indefinite-Scope, Indefinite-Delivery contract. (See attached sample contract). 4.1 Is it understood that your firm is required to respond to small projects (less than $25,000) as

well as large projects?

Yes No

4.2 Is it understood that there is no guarantee of any work under this contract?

Yes No

4.3 Is it understood that your firm will be required to execute the attached standard State of

Michigan contract language for professional services?

Yes No

4.4 Is it clearly understood that professional liability insurance is required at the time of execution

of the ISID contract? (See Article 5 of the attached Sample Contract.)

Yes No



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4.5 Is it understood that your firm must comply with State of Michigan law as it applies to your

services?

Yes No 4.6 It is understood that your firm must obtain a State of Michigan, Department of Civil Rights

Certificate of Awardability (see RFP for information regarding the Certificate of Awardability)? If your firm currently has a Certificate of Awardability, provide its expiration date.

Yes No

ARTICLE 5: CAPACITY AND QUALITY 5.1 Briefly describe your firm’s methods and procedures for quality control for your deliverables

and services.

MMA employs several methods to provide quality control for its deliverables on each project. First, we consistently engage with our clients from programming through construction documentation to review each document to be sure we are meeting the goals of the intended project. We ask the clients and project stakeholders to review and comment on the documents to expose questions or points of clarification that can be corrected in later phases of the project. Second, at the end of each phase of development, a qualified architect (not associated with the project) reviews the documentation for completeness, consistency, and technical correctness. Prior to the completion of the final construction documents, we budget in-house review time for the coordination and completeness of the documents, including specifications. A third method of quality control is to maintain a consistent presence in the field during construction in order to enforce the project specifications and to clarify any questions by contractors prior to the construction of specific sections, systems, or areas of the project.

5.2 Has your firm been involved in claims or suits associated with professional services errors and/or omissions?

Yes No

If yes, explain:

5.3 Will there be a key person who is assigned to a project for its duration?

Yes No



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5.4 Please present your understanding of the relationship between your firm, the DTMB Design and

Construction Division, and the State Agency for whom a project will be completed.

We understand that our contractual relationship is with DTMB, who is our client. The State Agency, or user agency receives professional design services via DTMB. While we will interface the state agency during the programming and design of the project to assure functional success, we understand that our client relationship with DTMB is most important.

5.5 Describe your approach if a bidder proposes a substitution of a specified material during bidding.

The specifications will be developed in recognition of DTMB standards for materials and procedures and assuming several satisfactory choices for any given material or source to gain maximum competitive pricing. However, there are times when a material may be discontinued, or become prohibitively expensive, or when a new material could achieve better function and/or pricing to the benefit of the client. In recognition of this, our approach is also to prepare the specifications in a way that will also provide for the possibility of a material substitution through a prescribed approval process to assess the substitute material for its appropriateness for the project. The onus of responsibility for providing data supporting the substitute material is on the material supplier/proposer, and the approval process must fall within a time period sufficient for the Architect and Owner to accept the material and to allow other bidders to have time to prepare their bids for the project with the substitute option. The change would be documented in an addendum prepared by the design team and approved by the client.

5.6 Describe your approach if a contractor proposes a substitution of a specified material or detail with shop drawing submittals or in construction.

Once the project has entered the construction phase, the scope of the project has been established by contract for quality, cost and schedule. If a contractor proposes a substitute detail or material, our first approach is to enforce the existing drawings and specifications, and then consider the substitution only if it benefits the client without negatively affecting the function, quality, cost, design intent, or schedule of the project. As in the previous question, the onus is on the proposer of the material or detail, and, if approved, the change would be documented in the Change Directive, Bulletin, and Change Order process. If drawings and specifications are required to change significantly as a result of the proposed substitute material or detail, we believe the extra cost to revise the documents (by the design team) should be borne by the proposer.



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5.7 How will your firm provide consistent and continuous communication pertaining to project activities and project status to the State of Michigan during the progress of projects?

During programming, design, and bidding phases, our approach is to consistently issue meeting minutes and regular progress reports to the State of Michigan. During construction, we also provide regular field visit reports and project progress reports to document project progress, changes to the project, and communications between the design team and the construction team. We are also available to make personal presentations as needed to DTMB or state agency committees to keep them apprised of project activities and status.

5.8 Does your company have an FTP or similar site for quick posting and distribution of information,

drawings, field inspection reports, and other communications?

Yes No

5.9 Describe your method of estimating construction costs and demonstrate the validity of that

method.

We estimate construction costs in several ways. First we use our own base of data and experience as well as published guidelines from like projects of similar complexity, size and location. We initially utilize a cost/square foot methodology, and then refine the cost as we cross-check specific materials, systems, site conditions, labor market, etc. We also engage the advice of consultants and material suppliers who have experience in similar projects, equipment, or systems. We also commonly enlist the assistance of a construction firm to validate and/or adjust the cost model based on their more detailed data for specific project types and locations. If the project involves a construction manager, we work closely with the CM to develop and manage costs as the project evolves and is refined.

5.10 Describe your approach to minimizing construction cost over-runs.

We believe a quality set of construction documents, developed with a realistic understanding of costs, reduces the risk of construction cost over-runs or surprises during the bidding process. By reducing changes to documents and by reducing the need for clarification of documents during construction, cost over-runs can be minimized. Enforcement of the plans and specification, quick response to questions and clarifications, availability for creative problem-solving in the field, anticipation of potential problems, development of bidding alternates, and the presence of an adequate contingency for unforeseen items or Client-requested changes are all ways to help minimize cost over-runs.



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5.11 What percentage of construction cost should be devoted to construction administration (office and field)?

20-25%

5.12 What portion of the assigned work will be performed with your staff and what portion will be

provided by sub-consultants?

100% by our own staff for architectural projects.

5.13 On a typical project, what would be your response time, from the time receive a project

assignment to starting investigation and design work? A typical project might be one involving several disciplines and in the neighborhood of a $25,000 fee.)

5 Days or less.

5.14 How do you assess whether a construction bidder is responsive and responsible?

The assessment of responsive and responsible bidders can include several tools and techniques, including a forma pre-qualification process, the completeness and quality of the submitted bid forms, references and past project experiences, and responses to questions during a post-bid interview process.

5.15 Describe your firm’s understanding of Sustainable Design and LEED Certification.

Smart, energy-efficient, sustainable design is a focus of our firm, with deep experience in the documentation of sustainable design through LEED certification represented on our staff. That said, we believe all projects should reflect common-sense sustainable design, whether or not the project is officially LEED-certified. Today, we incorporate practical solutions utilizing materials and systems that are cost-effective and functionally effective.

5.16 Describe your experience with similar open-ended contracts.

We have provided services on a number of open-ended projects, or projects that began as open-ended projects. For planning studies, feasibility studies, facility assessments, etc, we prefer to work on an hourly basis with a maximum budget in mind. The budget can only be exceeded with the prior written approval of the client. Where the scope of the project is not known up-front, we usually work on an hourly basis with a maximum budget to establish the scope (Phase I) and then convert to a fixed fee or percentage of construction for the implementation of the project (Phase II).



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5.17 Describe your methodology for obtaining information about the existence and condition of an existing, facility’s components and systems.

At the outset of every project we gather all existing materials and information related to a facility or project. These include construction plans and specifications, reports, photographs, and surveys. Our design team tours the facility and personally examines the site, exterior envelope, interior systems and finishes and interviews maintenance and facility staff to learn as much as possible about the existing condition and operational features and challenges in the existing facility. Where plans do not exist, we usually dispatch a team to field measure the facility and develop background drawings that can be used in the development of the project design and construction documentation. In particularly complex and/or tight areas where field measurements are impractical or impossible, we also utilize technology to do digital scanning to produce the background documents needed to define and scope of the project.

5.18 Describe your approach to securing permits/approvals for the following: campgrounds, critical

dunes, coastal zone management, projects adjacent to Michigan lakes and rivers. We have experience in this area, in that some of our projects have been located in critical dunes areas of Lake Michigan. Our approach is to work directly with the Michigan DEQ to define the parameters of the given project and then to define the specific steps and approvals required to develop and implement the design. This usually includes engagement with the Michigan Conservation Office, county health departments, township commissions, county and state road commissions, park management, etc. to develop the required documentation supporting the Joint Application for the project.

5.19 Describe your approach to a construction contractor’s request for additional compensation for a change in the project scope. Assuming a clear understanding of the scope of the project at the outset, and the construction contract reflects that clear understanding via the plans and specification, our approach is to evaluate the reason for the request to determine if the additional compensation is warranted, and who should provide the additional compensation. Requests for additional compensation should be made prior to work being done. A change in the project scope would probably come from several sources: client changes, resolution of unforeseen site or existing building circumstances, changes in material availability/cost, unusual weather delays or weather protection, unknown or unusual utility costs, off-site costs related to government agencies or approvals, conflicting information in the construction documents or bidder error. We take the approach that the Client should pay for something only once. If the Client expands the project (size, quality, function, schedule), the Client should pay for the larger project or a change in project quality, function or schedule. If something is installed and has to be torn out and replaced, however, the Client should not need to pay for it twice.



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POSITION, CLASSIFICATION AND EMPLOYEE BILLING RATE INFORMATION

2016 Indefinite-Scope Indefinite-Delivery – Request for Proposal

General Professional Design Services (Architecture, Engineering, Landscape Architecture)

Firm Name Yearly Hourly Billing Rate Increase

Employee(s) Name Position/Classification

Year 1 Year 2 Year 3 Year 4

*Billing Rate will be in accordance with the attached guideline page for instructions regarding the "Overhead Items used for Professional Billing Rate Calculation," and the attached "Sample Standard Contract for Professional Services," Article 5, Compensation Text. ** Key Project Personnel

Thomas R. Mathison** Principal, Architect

MATHISON | MATHISON ARCHITECTS, LLC

4% +/-

$140.00 $150.00 $155.00$145.00

$140.00 $150.00 $155.00$145.00

$110.00 $120.00 $125.00$115.00

$110.00 $120.00 $125.00$115.00

$80.00 $90.00 $95.00$85.00

$50.00 $60.00 $65.00$55.00

$110.00 $120.00 $125.00$115.00

$80.00 $90.00 $95.00$85.00

$110.00 $120.00 $125.00$115.00

Evan T. Mathison** Principal, Design Project Management

Ben Franceschi** Architect Project Management

Jeff Remtema** Architect Project Management

Megan Wall** Architect Project Management

Matt Christie** Architect, Design

Kevin Swanson Design, CAD Specialist

Brent DeKryger Design, CAD Specialist

As Selected Administration

PART II: Facility Planning Cost Proposal

5.



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