HALLETTSVILLE ISD · References: i. Galena Park ISD / Dr. Richard Gates,Director of New Facilities...

HALLETTSVILLE ISD

3.1 Criteria 1: Respondent’s Statement of qualifications and

availability to undertake the project p. 2

3.2 Criteria 2: Respondent’s ability to provide architectural

services p.7

3.3 Criteria 3: Qualifications of the architectural firm p. 8

3.4 Criteria 4: Respondent’s past performance on similar projects

p. 14

3.5 Criteria 5: Respondent’s ability to establish budgets and

control costs p. 34

3.6 Criteria 6: Respondent’s ability to meet schedules p. 37

3.7 Criteria 7: Respondent’s knowledge of current construction

methodologies, technologies, and best practices p. 47

3.8 Criteria 8: Respondent’s ability to identify and resolve

problems p. 49

3.9 Criteria 9: Execution of Offer p. 53

1

CORGAN FIRM PROFILE

Founded in 1938, Corgan is nationally

ranked among the top Architectural

Design Firms. Corgan has a staff of

over 300 providing master planning,

architecture, interior design, and space

planning services for new and existing

buildings.

The success of Corgan’s client

service philosophy is evidenced by

an industry high of 90% repeat client

ratio. Some client relationships have

spanned over 55 years. The firm has

received numerous awards for design

and technical excellence from both

the architectural and construction

industries. In fact, Corgan was

named Firm of the Year in 2007 by the

American Institute of Architects (AIA)

Dallas.

Corgan Schools is a team of architects

and interior designers who specialize

in the design of K-12 facilities. This

group has been designing schools

since 1953 and has developed a

unique perspective on how changes in

educational philosophy impact school

design.

Corgan’s project delivery system is

based on a studio approach. The same

group of professionals who perform

initial programming see the project,

step by step, through to completion.

Each studio is led by a principal who

is responsible for managing the work

and reporting directly to the client. The

studios are supported by the resources

of the entire firm, including a highly

sophisticated media lab for digital

imaging. Corgan is committed to

understanding each client’s goals and

expectations, providing excellent value

and individualized design solutions.

2

3.1 CRITERIA ONE: RESPONDENT’S STATEMENT OF QUALIFICATIONS AND AVAILABILITY TO UNDERTAKE THE PROJECT

3.1.1. Provide a statement of interest for the project including a narrative describing the

respondent’s unique qualifications as they pertain to this particular project.

Corgan is extremely interested in working with Hallettsville ISD on your potential

renovation and additions projects. We are ready to fully commit the resources of

our firm to your district and this project to enhance the educational environment of

the students in Hallettsville ISD.

In our over 50 years of educational facility design, planing and community

collaboration experience we have completed hundreds of addition and renovation

projects. Many were multi phased projects on campuses which remained opened

during construction. We have the proven team and experience to assist Hallettsville

ISD in the completion of the planning, estimating, designing and documentation of

this exciting project.

Our firm and particularly the team we have proposed is very skilled in the “art” of

renovation design and coordination of educational projects. Key to the success

of these projects will be our teams experience in crafting a cost effective design

solution which meets your educational needs. Our experience will help lead you

through this process. In addition, our knowledge of the local area,(a key member

of our team has many family members in Hallettsville and Schulenburg) is critical.

Knowing the environment is key in helping you build the community consensus and

support required for the scope of the project planned.

Some of our unique qualifications are:

1. Process focused and experience: We have developed a proven in-house process

for community collaboration and involvement which provides an excellent frame

work for a successful addition and renovation construction program. Our recent

experience has proven that our assistance will greatly improve the results of

a construction program through our leadership, community support focus and

dedication to service to your community.

2. Dedicated client focused staff: The team you begin the project with will be the

same team who designs and works with you through the construction process.

Continuity of staff is critical in renovation projects to ensure all concepts, issues and

existing field conditions are included in the construction and phasing documents.

3. Community Consensus Building Experience - In our many years of designing

numerous types of schools our proven process has allowed us to collaborate with

various groups to reach a common goals, the students. We work together to

provide an efficient and cost effective design solution that meets the needs of your

students and community and budget.

3

4. Construction Team Partner: Our team works hard every day on every project to

become a partner with the construction team. We are particularly experienced with,

and prefer, the Construction Manager Delivery method. This method allows us to

partner early on in the design process with a construction firm that is focused on

our same goals. We know that working together benefits the district as well as

our team; providing a seamless completion of a project no matter the schedule or

scope.

5. Maintenance and Renovation Projects: We have over 55 years of completed

educational facility maintenance and renovation projects. It is our favorite kind

of project because we enjoy working through the complex problems of phasing

existing facilities and finding the cost effective solutions to the problems which

minimally effect the educational environment of the schools we work on. We

focus on the student, the educational environment and how our work and solution

can enhance the students’ experiences during and after construction has been

completed. This knowledge is a skill we have honed over many years and multiple

project experiences.

6. Technology: Our technology team members will be involved in the project from

the beginning to integrate technology into the educational spaces as well as the

entire facility. Delivery of the curriculum is critical to the success of the students;

access to the information is critical to the learning process. We start our designs

based upon this premise.

7. Maintenance Department Collaboration: Corgan works hard every day on every

project to ensure that the needs and requirements of the maintenance department

are incorporated and coordinated. We know this integration is critical to the long

term use and maintainability of the schools. Our team works diligently on the

“front end” with your staff so the long term maintenance needs are addressed and

implemented. The training for building systems and automation will be timely, clear,

and thorough.

8. Cost Control: We have a proven system of cost control and verification. Our

system requires that cost estimates are produced at every development level of

the project and that estimate is then verified against the bond budget and the bond

program. This assures that your projects are always on budget and the final bid

costs are within this budget. We want to make sure that every tax dollar spent on

your project is put to the best and most efficient use.

4

3.1.2 Provide a statement on the availability and commitment of the respondent, its

principals and assigned professionals to undertake the project.

Corgan is fully committed to Hallettsville ISD and your community for this project.

We have visited the site and reviewed the conditions on the site three times over the

last three weeks with our consulting engineers as well as our key team leaders. We

do this to fully understand the project scope and conditions so we can appropriately

assign skilled staff in the areas of expertise required for the potential projects.

The team proposed for Hallettsville ISD is led by principal Steve Hulsey who will

be committed fully to the district for the community planning, phasing, design and

project documentation. Our proposed project manager John Haskew will be 100%

committed to Hallettsville ISD for the entire duration of the project. Our other staff

proposed for this project are currently finishing up assignments and will be fully

committed to the school district and the success of this project.

Of our proposed team, John and Steve are available as soon as the district would

like to begin the project work. All other staff will be added as the scope of the

work is required but will be available 100%, if needed after June 15, 2009. Our

team is focused and has a work plan in place and staff to support that plan that can

immediately begin work for the district to meet any goal.

Our commitment to the district is best described by our references and

experiences. Corgan projects provide the attention to the design of educational

facilities at all scales, so the project reads as a cohesive design with clear focal

points integrated into the design. We feel users and visitors notice the difference of

our design solutions and our attention to detail no matter what the project scale or

budget.

We have a long list of current and previous clients as well as over 55 years of school

district experience. Our service to our clients is the founding focus of our firm

and we prove that point to our clients every day with our exceptional service and

attention to your needs and the needs of the project.

5

References:

i. Galena Park ISD / Dr. Richard Gates,Director of New Facilities and Planning*

ii. PO Box 565, Galena Park, Texas 77547

iii. 832.386.1000

[email protected]

i. New Caney ISD / Mr. Chuck McClary, Director of Facilities and Operations*

ii. 21580 Loop 494, New Caney Texas 77357

iii. 281.577.8600

iiii. [email protected]

i. Tyler ISD / Dr. Randy Reid, Superintendent of Schools

ii. 1319 New Sunnybrook, Tyler Texas 75701

iii. 903.262.1000


i. Fort Bend ISD / Dr. Lee Petros Executive Director of Construction *

ii. 16431 Lexington Blvd, Sugarland Texas 77479

iii. 281.634.1000


i. Red Oak ISD / Mr. Scott Niven, Superintendent of School

ii. PO Box. 9000, 156 Louise Ritter Blvd, Red Oak, Texas 75154

iii. 972.617.2941


i. Grand Prairie ISD / Dr. Susan Simpson - Superintendent of Schools -

ii. 2602 Belt Line Road, Brand Prairie, Texas 75052

iii. 972.237.5300


i. Garland ISD / Mr. Jess Hudson - Executive Director of Facilities

ii. PO Box 469026, Garland Texas 75046

iii. 972.494.8780

jiii [email protected]

i. Denton ISD / Dr. Ray Brasswell, Superintendent of Schools

ii. PO Box 2387, 1307 North Locust, Denton, Texas 76202

iii. 940.369.0001


i. Denison ISD / Dr. Henry Scott, Superintendent of Schools

ii. 1202 South Rusk Avenue, Denison Texas 75020

iii. 903.462.7000

[email protected]

* References for John Haskew for work performed with a previous employer

6

3.2. CRITERIA TWO: RESPONDENT’S ABILITY TO PROVIDE ARCHITECTURAL SERVICES 3.2.1 Provide the following information on your firm for the past five (5) years:

VOLUME

Annual number, dollar value and percent change of contracts in Texas per year:

N/A

Annual number, dollar value and percent change of contracts nationally per

year: N/A

REVENUES

Annual revenue totals and percent change per year

Firmwide:

2008 $106,185,309 28.9%

2007 $75,424,228 25.6%

2006 $56,107,476 11.3%

2005 $62,427,457 14.8%

2004 $53,161,528 7.7%

BONDING

Total bonding capacity / Available bonding capacity and current backlog

This is a requirement of a contractor, as architects we carry no bonds or bonding

capacity on our projects.

3.2.2 Identify whether your firm is currently for sale or involved in any transaction

to expand or to become acquired by another business entity. If so, please explain the

contemplated impact both in organization and company direction.

No, Corgan Associates, Inc. is not for sale, involved in any transaction to expand, or

become acquired by another business entity.

3.2.3 Provide details of any past or pending litigation, or claims filed, against your

firm.

We are proud of our record, with the firm’s professional liability insurance carrier, XL

Insurance, not having to make any claim payment against our errors and omissions

policy principal amount at any time in the past ten years. This is regarded by our

insurer and by any industry standard as an exceptional record of performance.

Currently, there is no legal action against the firm in the form of lawsuits against

Corgan related to our educational facility design.

3.2.4 Does any relationship exist between your firm and any employee or officer of

the Owner? If so, please explain.

No.

7

3.3 CRITERIA THREE: QUALIFICATIONS OF THE ARCHITECTURAL FIRM 3.3.1 Describe your management philosophy for working with the CMAR.

Our team has completed over 30 construction manager at risk educational projects

in the past five years, including two current projects; an $86 Million high school and

a $68 Million high school. We are very familiar with this method of construction

procurement.

In all cases, we work as a team with our construction partners for the benefit of the

school district. Our philosophy is of teamwork and cooperation. We work together

for the benefit of the district to complete the project on time and on budget.

Our experience has taught us:

• Working with the construction team creates a better project for the district, in

terms of initial quality and long term maintenance

• Our staff and the construction staff resolve issues together which makes the

project move faster

• Cost related issues become smaller and issues are less complex in a cooperative

environment. We work together for your benefit.

• School districts have a better experience in a collegial environment. We have

proven this on many projects of many different scales and scopes.

• In complex renovation projects with multiple phases, we work with the CM@R to

design a solution based upon educational needs which is logical, cost effective and

in most projects moves staff only one time.

• Working with the CM@R “open records” scenario gives the owner the benefit of

seeing that every dollar is spent wisely and effectively.

8

3.3.2 Describe, in graphic and written form, the proposed Project assignments and lines of authority and communications for each team

member

Our project delivery method assures one point of contact to the owner and the construction team to ensure information is

communicated cleanly, efficiently and effectively.

9

Corgan Schools personnel only work on K-12 educational projects. This studio was

created to focus on the complex issues of educational clients and their facilities.

This specialized studio atmosphere allows us to provide exceptional service to our

clients, focusing on the needs of the student. In our studio, added emphasis is

given to the programming phase of a project. This allows us to understand how

to best serve the school, the educators, the students, and the public as well as

how to effectively utilize all tax dollars to the student’s benefit. Additionally, open

communication with the contractor is important to verify if the project is being

implemented as documented to assure accurate project completion.

Out team approach for Hallettsville ISD consists of the following team members. Other

team members will be added as the project needs, schedules become more defined

and as particular specialists are needed during the development of the project.

Principal/Programming

Steve Hulsey, AIA is a principal of Corgan’s K-12 education division. He has over 20

years of experience specializing in educational facilities. Steve will be involved in

the project from start to finish and is ultimately responsible for the project. As the

team principal, he will be involved in the programming, master planning process,

and presentations for the project design in conjunction with the project manager

and project architect. Steve will make certain the project is held to high standards

in design, cost efficiency, and durability. He will oversee the team’s performance

making efficient use of the taxpayer’s funds during the design and construction

process.

Steve’s main responsibilities include:

• Keeping all stakeholders informed and maintaining overall consensus.

• Seeing that project goals and guidelines are conveyed to the project design team.

• Monitoring the overall project budget and schedule.

• As programmer with the stakeholders, plan and establish the project goals and

requirements that will guide the remaining project phases.

Project Manager

John Haskew, AIA will be the Project Manager, dedicated to Hallettsville ISD for the

life of the project. He has many years of educational facility design expertise and

will be heavily involved in all planning and programming meetings. John’s 30+ years

of experience in the architectural profession, both as a school architect and as the

owner in his former role as Director of Design & Construction for Fort Bend ISD,

give him the unique perspective of the needs and requirements of Hallettsville ISD.

John’s main responsibilities will include:

• Being the day-to-day contact with HISD

• Incorporating all project goals and guidelines into the design documents.

• Corresponding and coordinating with city officials and project consultants.

• Coordinating design documents.

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• Coordinating the bid phase process and assisting HISD with bid evaluations.

• Closing out the project through the last warranty items.

Project Architect

Susan Smith, AIA will be the Corgan Project Architect for the Hallettsville ISD effort.

She has over 15 years of educational facility experience and will be responsible

for the technical development and production of drawings and specifications.

Additionally, her involvement during the design process will aid with the proper

coordination and design intent being expressed correctly in the documents. Her

duties will include:

• Assembling the construction drawings and specifications, inputting the technical

aspects to put a building together.

• Review of documents for compliance of building code standards.

• Coordinating consultant documentation for a complete integrated package.

Architecture Staff

Ryan Connell has over five years of educational facility design. Ryan’s most recent

projects have included the three year multi-phased renovation of RL Turner High

School and the renovation and rebuild of Janie Stark Elementary. Ryan will lead our

documentation team and consultant coordination processes.

Contract Administrator

This person from our construction department will be assigned once the project

selection/schedule is determined. The contract administrator will be in the field to

observe the progress of the work, monitoring the various crafts as they relate to the

construction documents, as well as in the office processing submittals and requests

for information. Although Corgan has staff that is devoted to the construction phase

of the work, they are assisted by the Project Manager and Project Architect to verify

that the design intent for the facility is always upheld to meet the client’s specific

needs.

3.3.3 Identify the proposed team members (including consultants) who worked on the

Projects listed in section 3.4 of this RFQ, and describe their responsibility in those projects

compared to this project.

Galena Park ISD

Galena Park High School Additions & Renovations

John Haskew – Architect/Project Manager

DBR Engineering Consultants – Mechanical, Electrical Plumbing Engineer

PSS Partnership, Inc. – Structural Engineer

Brooks & Sparks Engineers – Civil Engineer

Millunzi & Associates, Inc. – Food Service Consultant

Mary L. Goldsby Associates – Landscape Architect

11

Galena Park ISD

District Athletic Complex


DBR Engineering Consultants – Mechanical, Electrical Plumbing Engineer

Brooks & Sparks Engineers – Civil Engineer



Houston ISD

Park Place Elementary School




The Briarwood School

John Haskew - Architect/Project Manger

PSS Partnership, Inc. - Structural Engineer

DBR Engineering Consultants - MEP Engineer

3.3.4 Identify any consultants that are included as part of the proposed team and

their role-related experience for this project. List projects for which the consultants had

worked with the respondent.

Below is a listing of the consulting firms that we propose to use for Hallettsville

ISD projects. They all bring a wealth of K-12 experience, providing their particular

expertise for any design solution that responds to the needs of your district.

Mechanical, Electrical, Plumbing Engineer

DBR Engineering Consultants

Partial listing of project experience with Corgan team members:

Galena Park ISD


District Athletic Complex (10,000 seat Stadium and Natatorium)

Alvin ISD

Don Jeter Elementary School

Elementary & Junior High Additions

The Briarwood School

Additions & Renovations

Houston ISD


Briargrove Elementary School

Structural Engineer

PSS Partnership, Inc.


12

New Caney ISD

Bens Branch Elementary School

Valley Ranch Elementary School

Sorters Mill Elementary School

White Oak Middle School

Ninth Grade Center

New Caney High School Renovations

Administration Building Additions & Renovations

District Stadium Improvements

Houston ISD

Briargrove Elementary School

Galena Park ISD


Civil Engineer

Brooks & Sparks, Inc.


New Caney ISD

Bens Branch Elementary School

White Oak Middle School

Alvin ISD

Don Jeter Elementary School

Galena Park ISD



Food Service

Millunzi & Associates, Inc.


Galena Park ISD



Cypress-Fairbanks ISD

Shirley Kirk Elementary School

Houston ISD


Landscape Architect

Mary L. Goldsby Associates


Galena Park ISD



Houston ISD


13

3.4 CRITERIA FOUR: RESPONDENT’S PAST PERFORMANCE ON SIMILAR PROJECTS

3.4.1 Identify and describe the proposed Team’s past experience for providing services

that are MOST RELATED TO THIS PROJECT within the last five years. List the projects in order

of priority, with the most relevant project listed first. Provide the following information for

each project listed:

Refer to following for a partial list of our completed projects.

14

GALENA PARK HIGH SCHOOL

Name: Galena Park High School

Location: Galena Park ISD, 1000 Keene

St. Galena Park, Texas 77547

Contract Delivery Method: CSP

Description: Additions and major

renovation to 1940 high school and

district stadium

Final Construction Cost: $13,000,000

Final Project Size in gross square feet:

200,000 GSF

Type of Construction: Addition and

renovation

Actual notice to proceed for pre-

construction services:2003

Name of Project Manager / Principal

in Charge: John Haskew, AIA

Name of Project Superintendent:

Clarence Stephens, Brae Burn

Construction 713.777.0063

Names of Mechanical, Plumbing, and

Electrical subcontractors:

References for each project:

David Hopkins, GPISD Associate

Superintendent 832.386.1000

Owners name and representative

who served as the day-to-day liaison

during the design and construction

phases of the project, including

telephone number:

Richard Gates, GPISD Facilities Director

832.386.1000

Architect’s name and representative

who served as day to day liaison

during construction phase of the

project, including telephone number

John Haskew, AIA 713.425.4993

Length of business relationship with

the Owner:

10 + years

15

PARK PLACE ELEMENTARY SCHOOL

Name: Park Place Elementary School

Location: 8235 Park Place Blvd,

Houston Texas 77017

Contract Delivery Method: CSP

Description: Replacement Elementary

School



90,000 SF

Type of Construction:

New - Replacement


construction services: 2001


in Charge:

John Haskew, AIA


Don Coleman, Purcell Construction




Dick Lindsay, Houston ISD,

713.556.6150





telephone number:

Dick Lindsay, Houston ISD,

713.556.6150





John Haskew AIA 713.425.4993


the Owner:

8 + years

16

FKP Architects, Inc. 8 Greenway Plaza, Suite 300 Houston, Texas 77046-0899 713/621-2100 713/621-2178 3535 Travis Street, Suite 260 Dallas, Texas 75204-1403 214/750-9900 214/750-9115

THE BRIARWOOD SCHOOL Houston, Texas

FKP – Prime

Services Programming/Planning ArchitectureInterior Design

Construction Area Major Renovations – 11,000 s.f. Minor Renovations – 80,000 s.f. Additions – 17,500 s.f.

Construction Cost $11,000,000

Client Reference Ms. Carole Wills Head of School The Briarwood School 12207 Whittington Drive Houston, Texas (281) 493-1070

General Contractor Gaeke Construction Company, Inc.

Major Consultants MEP – DBR Engineering Consultants Structural – PSS Partnership, Inc. Civil – Bury + Partners - Houston

The Briarwood School, established in 1967, provides innovative, prescriptive instruction to children with learning differences and developmental delays. The school provides 300 students, grades K-12, with an opportunity to learn in a situation that they learn best. The school also serves as a training ground for educators around the world in the field of learning disabilities.

This project addresses the current and future physical needs of the facility by adding instructional space, replacing temporary space with new, along with major renovation of administrative spaces and architectural finish replacement throughout. In addition, the mechanical system will be replaced, and fire sprinklering for fire protection will be added. The facility will be upgraded overall to meet or exceed current building and accessibility building codes.

THE BRIARWOOD SCHOOL

Name: The Briarwood School

Location: 12207 Whittington Drive,

Houston, Texas 77077

Contract Delivery Method:

CM@R

Description: Classroom additions and

major interior renovations



Major Renovations – 11,000 s.f.

Minor Renovations – 80,000 s.f.

Additions – 17,500 s.f.

Type of Construction: Renovation and

Addition




in Charge:

John Haskew


Louis Gaeke, Gaeke Construction




Ms. Carole Wills / 281.493.1070





telephone number:

Ms. Carole Wills / 281.493.1070





John Haskew, AIA, 713.425.4993


the Owner:

6 years

17

TASA/TASB Convention Award Winner

R.L. TURNER HIGH SCHOOL

Name: RL Turner

Location: 1445 N Perry Road ,

Carrollton, Texas 75006


Construction Manager at Risk

Description: Phase I renovation of existing

campus, combined with new Administration

Office, Library, Kitchen & Biomedical Wings,

including new Media Academy and Career

Programs.

Final Construction Cost:

$15,782,000.00 (Added Media Academy

to project scope)

Finals Project Size in gross square

feet: 377,500 SF


New and renovation



Name of Project Manager:

Lee Graham


Joe Tomacelli, Charter Builders








telephone number:

Tom Bell, 972-323-5812





Mitch Paradise, 214.748.2000


the Owner :

Over 20 years

18

PASCHAL HIGH SCHOOL

Name: Paschal High School

Location: 3001 Forest Park Blvd.Fort

Worth, Texas 76110

Contract Delivery Method: TBD

Description:

Safety and security upgrades.

Classroom equity upgrades.



feet: 258,582 SF

Type of Construction: Renovation


construction services: January 2007


Lee Graham


Paul Brock and Kenneth Melton



TD Mechanical






telephone number:

Chris Fields, 817.492.7955





Lee Graham, 214.748.2000


the Owner

19

GARLAND HIGH SCHOOL

Name: Garland High School

Location: 701 North First Street,

Garland, Texas 75040



Description: Demolition of two existing

buildings, two additions, renovation

of existing building and new fire alarm

system throughout the campus.



feet: Addition: 40,610 SF

Renovation: 4,175 SF


Renovation and addition


construction services:

Name of Project Manager: Bob

Erickson / Daniel Roe


Jerry Gallagher








telephone number:

Jess Hudson, 972.487.4102




project, including telephone number:

Steve Hulsey, 214.748.2000


the Owner:

25 years

20

R.C. CLARK HIGH SCHOOL

Name: Clark High School

Location: 6600 Alma Dr. Plano, Texas

75023



Description: 20 year renovation of 1300

student 9/10th grade high school



feet: 175,000 SF





Eric Horstman


Richard Warren



M / P: Ski Hi Enterprises

E: Able Service Company






telephone number:

Bruce Larson, 469.752.0180





Eric Horstman 214.748.2000


the Owner:

30 + years

21

RICHARDSON ISD BUILDING RENOVATIONS

Name: Richardson Tier One

Location: 400 South Greenville Avenue,

Richardson, Texas 75081

Contract Delivery Method: Design /

Build

Description: Interior, multi-phased

renovation of eight elementary school

campuses during the school year from

December 2001 until August 2002

Final Construction Cost:

$15,517,081.00


feet: 56,000 - 60,000 SF per school




Name of Project Manager: David Safir


Don Davis, Jeremy Hunt



Decker Mechanical

Mechanical Partners






telephone number:

Michael Longanecker, AIA,

469.593.0170





Jeff Groth, 214.748.2000


the Owner:

5 years

22

BLALACK MIDDLE SCHOOL

Name: Blalack Middle School

Location: 1505 Randolph, Carrollton,

Texas 75211



Description: Additions / Renovations,

Athletic Field and Track improvements.



3,800 sf addition / 138,000 sf renovation

Type of Construction: Addition /

Renovation


construction services: March 2008


in Charge: Eric Horstman / Steve

Hulsey


Brian Peschel, Charter Builders



M: John Cook and Associate

E: Electric Inc.

P: John Cook and Associates






telephone number:

Tom Bell, 972.968.6302





Ryan Connell, 214.748.2000


the Owner:

Over 20 years

23

WELLS ELEMENTARY SCHOOL RENOVATION / ADDITION

Name: Wells Elementary School

Location: 6600 Alma Road, Plano,

Texas 75203


Competitive Sealed Proposal

Description: Renovations to fit new

district standards, Gymnasium,

kitchen, and classroom additions are

to be completed over 5 phases of

construction.



feet: 66,450 SF


Renovation and Addition



September 2005

Name of Project Manager: David Safir

/ Eric Horstman









telephone number:

Bruce Larson, 469.752.8100





Eric Horstman, 214.748.2000


the Owner:

30 + years

24

C.F. BREWER HIGH SCHOOL

Name: Brewer High School

Location: 401 South Cherry Lane ,

White Settlement, Texas 76108



Description: New 2400 student high

school campus. Project includes athletic

fields and indoor activity center.



feet: 347,533 SF

Type of Construction: New



September 2006


Eric Horstman









telephone number:

Dr. Audrey Arnold, 817.367.1300




project, including telephone number:

Eric Horstman, 214.748.200


the Owner:

8 years

25

AUDITORIUMS

C.F. BREWER HIGH SCHOOL

Name of Project:

C.F. Brewer High School

Name of Owner:

White Settlement ISD

Owner’s Contact Person:

Audrey Arnold–Superintendent of

Schools

Telephone / Fax

817.367.1300 / 817.367.1351

LANCASTER HIGH SCHOOL

Name of Project:

Lancaster High School / Stadium

Name of Owner:

Lancaster Independent School District


Dr. Larry Lewis, Superintendent of

Schools

Telephone/ Fax Number

972.227.4141 / 972.218.1401

RED OAK HIGH SCHOOL

Name of Project:

Red Oak High School

Name of Owner:

Red Oak Independent School District


Mr. Scott Niven

Telephone / Fax

972.617.2941 / 972.617.4333

26

WYLIE HIGH SCHOOL

Name of Project:

Wylie High School

Name of Owner:

Wylie Independent School District


John Fuller- Superintendent of Schools

Telephone/ Fax:

972.442.5444/ 972.442.5368

HIGHLANDS JUNIOR SCHOOL

Name of Project:

Highlands Junior School

Name of Owner:

Goose Creek Consolidated School

District


David Fluker

Telephone / Fax

281.425.3600 / 281.428.0664

PLANO WEST SENIOR HIGH SCHOOL

Name of Project:

Plano West Senior High School

Name of Owner:

Plano Independent School District

Mailing Address of Owner:

6600 Alma Road

Plano, Texas 75023

Telephone / Fax

469.752.1488 / 469.752.0181

27

3.4.2 Identify a maximum of three completed projects, of any type, for which your firm

has received an award for construction excellence from a recognized organization and

provide descriptive information for each.

TASA/ TASB JOINT CONVENTION

ARCHITECTURAL EXCELLENCE IN DESIGN

Henry B. Gonzalez Elementary School

Value Award

Process of Planning Award

Design Award

Educational Appropriateness Award



Lancaster High School

Value Award

Design Award




Bert and Eloise Isbell Elementary School


Planning Innovation Award

28

3.5 CRITERIA FIVE: RESPONDENT’S ABILITY TO ESTABLISH BUDGETS AND CONTROL COSTS 3.5.1 Describe your fiduciary responsibility as Architect using Guaranteed Maximum

Price contracts for publicly funded projects.

As the architect for the project, it is our fiduciary responsibility to deliver the project

within the established budget of the owner. The key for adherence to a budget is

first establishing a realistic number, then performing a system of budget checks

throughout the programming, design, and documentation process to know where

the project stands at all times, and not be surprised when bids are received. We

have a wealth of historical pricing data from past projects that will help us determine

costs for projects in initial design stages. This also allows us to present alternatives

with associated costs throughout design. Since the district has elected to use the

Construction Manager @ Risk delivery method, the contractor becomes a team

member early, and will aid greatly in determining budget adherence as they will be

involved in the design process and deliver a Guaranteed Maximum Price (GMP) at a

designated point during the construction document phase, typically at the 75% or

90% complete time frame.

3.5.2 Describe your cost estimating methods. From any of three projects listed in

response to Section 3.4 of this RFQ, describe how the estimates were developed, how often

they were updated and the degree of accuracy achieved.

Corgan has a proven cost estimating history of over 70 years in the architecture and

construction markets. This experience has provided us with an excellent knowledge

base of market and costing conditions. For over 55 years we have used an in-house

tracking process which has a proven accuracy rate. We also have many other

resources to assist our team in providing accurate and timely estimates of probable

cost, which we can draw from depending on the project needs.

Our team’s resources and estimating departments are very familiar with the current

construction market. This assistance to our in-house cost estimating team will

provide accurate and complete construction estimates. Our team will also enlist

the estimating assistance of major sub contractors and trade contractor, which will

lead to accurate pricing. Three projects we have recently bid and which are under

construction are:

Red Oak High School

District construction budget: $66,000.000

Bid FGMP: $66,890,000

Paschal High School Addition and Renovations

District Consturction Budget: $10,000,000

Bid FGMP: $9,750,000

29

Clark High School Renovations

District Construction Budget: $21,500,000

Bid FGMP: $20,298,683

In all of the projects we design, we have the same cost control process and

methodology. At the end of programming, schematic design, design development,

and 75% construction documents, we produce an estimate of probable cost that is

checked against the program and district budget. Before we move to the next phase

of work, budget and scope must meet district requirements. This process allows us

to be accurate at bid time, meeting the owners budget. This process also controls

expectations of the community and staff. Items are not promised or presented

unless they meet the district criteria.

3.5.3 Describe your cost control methods during construction. From any three

projects listed in response to Section 3.4 of this RFQ, provide examples of how these

techniques were used and the degree of accuracy achieved.

Corgan has developed an in-house construction cost estimating system based on

over 70 years of construction administration and cost control experience. Critical

to the success of controlling a project’s cost is the fundamental understanding of

building system costs and recent market conditions of a region. Corgan’s proven

awareness is critical to accurate cost estimating and forms the basis of all cost control

procedures.

An economical end product can only be achieved when probable costs are estimated

accurately from initial programming through construction documentation. Without

accurate cost estimates, the budget becomes slanted which ultimately results in an

unresponsive bid. Corgan’s cost control process begins in the earliest stages of a

project. Initially, budget requirements are completed for accuracy of costs. This is

followed by a conceptual estimate that is completed to determine if any adjustments

are necessary. Finally, a project budget is distributed to all team members so that

each is in compliance with the established budget.

During the design phase, Corgan develops a preliminary estimate of construction

costs based on actual quantities of materials and current market prices. The cost

is monitored as the design develops and the construction cost estimate is revised

at the end of the design phase, before preparing construction documents. A

quantity analysis and revised cost is prepared at approximately 75% completion

of construction documentation. This process allows for final adjustment of the

project scope, and sees that the project is completed within its budget. Using value

engineering and controlled life cycle costs, Corgan provides a service that results in a

project tailored individually to the client’s budget.

Refer to item 3.5.2 for three examples of our accuracy in estimating costs.

30

3.5.4 Describe your methodology for working with the Project Architect/Engineer

and their consultants to deliver a Guaranteed Maximum Price and to maintain the GMP

throughout the design and construction process.

Not applicable; question addressed to potential general contractors.

3.5.5 The owner intends to accept a Guaranteed Maximum Price prior to completion

of Construction Documents. Describe (1) your process for ensuring that the Design

Documents provide the information necessary to arrive as a complete GMP, including

all Owner requirements with reasonable contingencies, and (2) your process for

subsequently ensuring that the 100% Construction Documents align with the project

scope in the previously accepted GMP proposal documents.

We agree that the delivery method (Construction Manager @ Risk) selected by the

district is appropriate for the desired scope as the team will be dealing with many

unknowns due to the extent of renovation versus new construction, and that the

project scope has not yet been fully developed. Constructability and pricing input will

be important factors that need to be addressed early in the project.

1. We will work diligently to establish a specific project scope with district

representatives that will include all Owner requirements, while at the same time

projecting corresponding cost figures that will give the district a realistic picture

of what can be afforded, or perhaps phased for future considerations. We will

update those cost estimates as the process progresses and the project becomes

more defined. As a team member during the creation of the design documents,

the contractor will provide input on all issues relating to construction pricing and

constructability that will further define construction costs. Together as a team, we

will work to keep the owner’s best interests as the top priority.

2. The 100% construction documents will reflect the GMP, and actually allow

that number to be further refined so that design contingencies can be reduced or

eliminated. At 100%, the contractor will have the additional information necessary to

generate more accurate pricing. As a guard against the ever fluctuating construction

material and labor market, we will propose a number of pricing alternates that will

allow the owner to add to or reduce specific scope items to keep the project within

final budget.

31

3.6 CRITERIA SIX: RESPONDENT’S ABILITY TO MEET SCHEDULES 3.6.1 Describe how you will help develop, maintain and update the project schedule

during design and construction.

Some architects could come to your district and dictate the entire process. We

approach the process wanting the district and community involvement. Only with

participation of the entire community can we be assured that every potential situation

is addressed, documented and accounted for. We want to become a part of your

team, become immersed in the culture of Hallettsville and share in your dreams and

visions of the future.

Our process of inclusion is as follows:

1. Community goal setting – This should be a quick process since you already have

an established Long Range Planning Committee and have developed a list of project

priorities. We want to ensure that the community “buy in” is cohesive in the goals.

2. Schedule Development – In working with the community group, board and

educators we will apply the goals to the campus and develop scenarios for

implementation that works with and around the educational process. We want to

limit the amount of impact on the educational process, even though some impact is

unavoidable we can work as a cohesive group to ensure education is the priority.

3. Construction Development – In conjunction with our phasing plan developed with

the educators, we will work with the construction management team to implement

construction work phasing into the planning process. By involving the construction

manager and sub contractors in the process we ensure that value is brought into the

plan, by increasing or reducing phasing and scope of work we can greatly effect the

construction costs and duration.

4. HISD review – With the input of the teachers and contractors we then and in

conjunction with the plan development involve the school administration and school

board to ensure district and community input into the process.

5. Once construction begins – Our team and the contracting team provide monthly

reports to the board and community as well as weekly construction meetings and

daily reports to the on site staff to see student safety is always maintained and that

our work is coordinated to protect the educational process.

Our process in five simple words is

Listen

Plan

Communicate

Implement

Complete

The key to a successful design and construction process is communication. Without

that nothing can be successful. Enclosed are a few examples of phasing schedules

proposed and how we incorporated the schedules into the design.

34

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41

3.7 CRITERIA SEVEN: RESPONDENT’S KNOWLEDGE OF CURRENT CONSTRUCTION METHODOLOGIES, TECHNOLOGIES, AND BEST PRACTICES 3.7.1 Describe your quality assurance program. Explain the methods used to ensure

quality control during the Construction phase of a project. Provide specific examples

of how these techniques or procedures were used from any three projects listed in

response to Section 3.4 of this RFQ.

To provide our clients with a quality product that will meet their expectations, Corgan

has developed Quality Assurance procedures which enhance the overall quality of

our services. These procedures are integrated into our in-house training programs

to promote consistency through all levels of the firm. We have also developed

Quality Control procedures to monitor projects through the design and construction

documentation processes.

Corgan has weekly design forums that critique projects for overall design quality.

These forums are conducted in open-session format, and offer immediate feedback

to the project team. Through this critical process, projects are honed to meet our firm

standards for programming and aesthetics.

Standard project production procedures have been established to provide detailed

guidelines for the development of our projects through all phases of service.

Augmenting this procedure is the Corgan Practice Manual, which provides detailed

procedural information on major areas of our practice. This manual is implemented

and monitored by our Practice Committee, whose purpose is to review and improve

the functions of the firm associated with professional practice, thereby developing

the firm-wide consistency of performance essential to Quality Management.

The firm is also committed to a Quality Control program which directly monitors

the quality of construction documents. This program engages a Quality Manager

to assist staff in the successful documentation and execution of their projects.

Responsibilities of the Quality Manager include assisting in the development of

design details, reviewing construction documents, and providing feedback for

improvement. The Quality Manager focuses primarily on common areas of concern

such as accessibility, constructability, water infiltration, and overall design clarity. All

the information collected in this process gets recycled into Quality Assurance through

in-house training programs and “Lessons Learned” seminars.

Corgan continues with an integrated project process throughout the construction

phase by utilizing staff members who had a role on the design team to administer

the construction contract. We believe that those who produce the construction

documents are best suited to administer the contract during construction. This way,

the dedicated project team is familiar with the early decision making process, the

reasons behind those decisions, and the expectations for the final product.

42

Paschal High School Renovations

We were the first major project to be designed in this large district bond program.

The quality assurance program was being developed by the school district and the

districts program manager as we began the design process. Our experienced,

skilled and knowledgeable staff assisted the district in implementing a quality control

program for all the other projects to follow. A concise and consistent district wide

standard was extremely necessary for each project because many, including this

renovation, were very complex with multiple phases. Our QA program consisted of

program review with the staff, district and PM; cost review at each level with district

and PM; review of project scope versus budget and phasing at each project level with

presentations to school board and community at each of these levels; final project

bidding and then quality review of bid project scope versus prices submitted with

each sub contractor before awarding sub contracts. Each of these pro active reviews

assured the team that the project scope was included, the drawings were of high and

accurate quality and the bids were based upon the communicated and documented

project scope. We are now in construction and every team member is following

through the process on the same page and in the same direction.

Clark High School Renovations and Additions

As we began this project we set up a “teaming” requirement with our construction

manager at risk. We knew this project would have critical work phases and that the

building would be partially occupied by students at all times during construction.

Therefore, every week we meet with the construction manager, the owner and the

school representative to review project scope, work plan and requirements of the

finished product. In these meetings the project quality is reviewed from schedule

adherence to finished product, and if there is an issue, we discuss, resolve and move

forward. The entire team is reminded every week of the districts needs, the students

needs and the quality required. We have found that the key to success is a clear plan

and team work but weekly verification is critical to keep everyone “on the same page”.

ROISD Summer Renovations at multiple campuses

Quality assurance has many different aspects. In this projects case the critical quality

assurance aspect was the consistency throughout the finished product. Our scope

was to renovated 15 different elementary administration areas, kitchens, restrooms,

and main corridors over a two summer construction cycle. All the schools, even

though they had different plans, were to be equitable. To ensure quality, we meet

with the principals to derived a design concept and then meet with the administration

and board to get their approval. We meet with the staff again to present the plan to

the on site staff and community members. While these meetings went on we were

continually updating the construction schedule with our construction manager at risk.

When we began construction, the community and staff knew our schedule and

the project scope and finish scope. We worked as a team; owner, contractor and

architect to provide the communicated quality and consistency across the district in a

fast track time period. The key to this projects success was district wide goal setting

and implementation of the goals and consistency of finished product

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3.8 CRITERIA EIGHT: RESPONDENTS ABILITY TO IDENTIFY AND RESOLVE PROBLEMS 3.8.1 Describe your understanding of the administrative challenges and opportunities

associated with managing Pre-construction and Construction services for Hallettsville ISD

on this project, and your strategy for resolving these issues.

Corgan will become a key part of the communication between the administration

and the community. Our experience in thorough programming, conceptual planning,

scheduling, cost analysis and comparative studies can help your district demonstrate

to the community how your bond program will address critical needs in a thoughtful

and cost-effective manner. Today’s voter is better informed than ever, and school

bond programs are under ever increasing scrutiny. By including the community in

the process and obtaining our expert objective architectural consultation throughout

the planning process, you can address the public’s scrutiny and concerns directly,

with hard facts and figures. This detailed and thorough approach to communication

allows the citizens to be included which ultimately results in a bond program that truly

reflects your community.

We would propose a planning process that focuses on a high degree of personal

involvement, including administration, faculty, community leaders, parents and

students. Our experience has shown that there is no “one size fits all” approach to

school design. We deliberately avoid the formulaic approach used by some and focus

on listening specifically to your needs and dreams first. Only then do we overlay

our knowledge and insights gained through practical experience with Districts of

every size and character. In this way we can help the administration and Board foster

a sense of inclusion while maintaining a focused and deliberate decision making

process.

While an environment of inclusion is critical to developing a broad base of support

for the project, maintaining the proper decision making process is also critical. This

is the role of the administration, for recommendations, and, ultimately, the Board of

Trustees for decisions.

The most effective way of achieving this level of communication is the formation

of a campus design team. The team would include, in addition to our planning

and architectural team, faculty representatives who would serve as advocates

for particular areas of the curriculum, administration, board representatives, and

community representatives. We would propose working together with you on-site in

order to make best use of your time and to provide us with the direct experience of

your culture and values.

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3.8.2 For any combination of three projects listed in response to Sections 3.4 of this RFQ,

describe any conflicts with the Owner, Consultants, Architect/ Engineer , or subcontractor

and describe the methods used by the Respondent to resolve those conflicts.

Paschal High School Renovations

Conflicts occurred on this project with the schedule we had produced, reviewed

and implemented with the on site staff. We found out that the communication lines

from the staff leaders to the teachers had not been as effective as we had planned

and many teachers had issue with our proposed phasing work plan and scope of

work. First, we meet with the entire staff in the phase of the work and described

the process. Working with our construction team we devised a refined phasing

and moving plan that was acceptable to the staff needs and did not adversely effect

the construction flow. After that immediate issue was resolved we then meet

with each phase team individually and decided the phase of work that involved

their classrooms. In most cases the work was fine but in some cases we had to

adjust to meet the staffs needs. All in all, when we completed this task, all staff,

students and community were on board and the subsequent phases of work have

been very smooth and flawlessly completed by the contractor. We learned in this

process to communicate with everyone in person and to not assume anything in the

communication process, one link could uncouple the entire scope of work and plan.

Clark High School Renovations

As we began this extensive and full renovation project, it was discovered that the

electrician could not execute the plan proposed due to material availability that was

out of their control. This issue disrupted the entire flow of work. We therefore met

with the entire construction team, owner, staff and subcontractor, reviewed the

scope of work and how it would need to be changed. We devised a plan for moving

forward. This updated plan was then communicated to the entire staff, district

and parents to ensure information was distributed to everyone and there were no

surprises. Even though the phasing had to be completely revised, with quick action

from our team and two days of meetings, we were able to correct an issue, together

and resolve the situation quickly. We got the project back on schedule, all in the

span of two days. This project once again taught us the value of team work and

communication which is critical to a successful project.

RL Turner High School Renovations and Additions

During construction of the project, the owner came to our team and the construction

manager and added $4,000,000 worth of additional scope to the project. The owner

did not want this added work to effect the construction completion schedule and

it was critical to the community to have this scope “up and running” on the same

schedule as the rest of the project. We meet with the owner and construction team

to develop a plan, schedule and budget. We then added staff to our team and the

construction team and worked in parallel to the original project. The project was a

success and completed on time due to the quick action of our team and the ability to

address any needs a client may bring to us.

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3.8.3 Provide examples of Pre-construction services that creatively incorporated

mechanical, electrical, and plumbing solutions in similar structures.

In previous sections of this response we have addressed pre-construction needs

and issues on other projects we have completed. Our team has completed multiple

addition and renovation projects similar to the one proposed by Hallettsville ISD. We

would like to use this section to address the needs of Hallettsville ISD in incorporating

MEP solutions and issues.

As shown in these pictures the existing building has low and rigid ceilings, exposed

conduit, block and brick walls, low structure, and, as shown in the second picture,

history that needs to be preserved. How will our team creatively incorporate MEP

upgrades into this facility?

We will:

1. Track down electrical and technology circuits to identify what is used or not used;

what it serves and cant be reused.

2. Look at HVAC solutions that work into and with the structure, and respond to

existing conditions.

3. Develop solutions that will protect and enhance the history of the district through

existing building amenities.

In the outside group area and cafeteria, our team will need to address:

1. Connections of new and old buildings and how to tie the building systems together

into one cohesive, controlled and efficient system.

2. Alternative uses and potential uses of exterior spaces and how utilities are routed

through and around this space.

3. Service areas for utility access, services, track, electricity, plumbing and ADA

upgrades.

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What are the effects of the design upgrades or additions on the existing plumbing

services and restrooms and how will cost effective solutions address these issues.

1. Our team must design all new facilities to be handicapped compliant. Does this

mean upgrades or just abandon and build new? What are the cost implications?

2. With the existing plumbing under slab and in block walls. How are the facilities

effectively and cost efficiently upgraded?

3. How can we upgrade air quality and circulation?

4. What is condition of sewer lines? Will they need to be replaced if we move the

restroom?

5. What is served by gas in the existing building and how do we work this fact into the

design?

With the existing structures, how will the MEP services coordinate with potential

new additions and replacement structures. Will they need to be addressed in deatail

and how will our design be cost efficient.

Some particular issues to be addressed are:

1. Existing buildings aesthetics and history must be matched or enhanced and

maintained without compromising the service functions of the building.

2. Existing landscaping is mature and enhancing beauty of the site. How do services

work around the natural obstacles.

3. Separate structures are either going to be removed or tied into the main building

physical plant and how will services effectively serve those buildings and be

controlled to be effective.

4. Differing building heights, eaves, material, require special attention not only for the

structure but also for services and integration of the services.

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3.9 CRITERIA NINE: EXECUTION OF OFFER

NOTE TO RESPONDENTS: SUBMIT ENTIRE SECTION WITH RESPONSE. THIS EXECUTION OF

OFFER MUST BE COMPLETED AND RETURNED WITH THE RESPONDENT’S QUALIFICATIONS.

FAILURE TO COMPLETE AND RETURN THIS EXECUTION OF OFFER WITH THE QUALIFICATIONS

MAY RESULT IN REJECTION OF THE QUALIFICATIONS. SIGNING A FALSE STATEMENT MAY

VOID THE SUBMITTED QUALIFICATIONS OR ANY AGREEMENTS OR OTHER CONTRACTUAL

ARRANGEMENTS, WHICH MAY RESULT FROM THE SUBMISSION OF RESPONDENT’S

QUALIFICATIONS, AND THE RESPONDENT MAY BE REMOVED FROM ALL PROPOSER LISTS.

A FALSE CERTIFICATION SHALL BE DEEMED A MATERIAL BREACH OF CONTRACT AND,

AT OWNER’S OPTION, MAY RESULT IN TERMINATION OF ANY RESULTING CONTRACT OR

PURCHASE ORDER.

3.9.1 By submission of this RFQ, Respondent acknowledges and agrees that (1) this RFQ is a

solicitation for Qualifications and is not a contract or an offer to contract; (2) the submission

of Qualifications by Respondent in response to this RFQ will not create a contract between

the Owner and Respondent; (3) the Owner has made no representation or warranty, written

or oral, that one or more contracts with the Owner will be awarded under this RFQ; and

(4) Respondent shall bear, as its sole risk and responsibility, any cost which arises from

Respondent’s preparation of a response to this RFQ.

3.9.2 By submission of this RFQ, Respondent offers and agrees to furnish to the Owner the

products and/or services more particularly described in its Qualifications, and to comply with

all terms, conditions and requirements set forth in the RFQ documents and contained herein.

3.9.3 By submission of this RFQ, Respondent affirms that he has not given, nor intends to

give at any time hereafter, any economic opportunity, future employment, gift, loan, gratuity,

special discount, trip, favor or service to a public servant in connection with the submitted

Qualifications.

3.9.4 By submission of this RFQ, a corporate Respondent certifies that it is not currently

delinquent in the payment of any Franchise Taxes due under Chapter 171, Texas Tax Code, or

that the corporate Respondent is exempt from the payment of such taxes, or that the corporate

Respondent is an out-of-state corporation that is not subject to the Texas Franchise Tax,

whichever is applicable.

3.9.5 By submission of this RFQ, the Respondent hereby certifies that neither the Respondent

nor the firm, corporation, partnership or Owner represented by the Respondent, or anyone

acting for such firm, corporation, or institution has violated the antitrust laws of this state,

codified in Section 15.01, et. seq., Texas Business and Commerce Code, or the Federal anti-

trust laws, nor communicated directly or indirectly the Qualifications made to any competitor

or any other person engaged in such line of business.

3.9.6 By submission of this RFQ, Respondent represents and warrants that:

3.9.6.1 Respondent is a reputable company regularly engaged in providing products and/or

services necessary to meet the terms, conditions and requirements of the RFQ;

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3.9.6.2 Respondent has the necessary experience, knowledge, abilities, skills, and resources

to satisfactorily perform the terms, conditions and requirements of the RFQ;

3.9.6.3 Respondent is aware of, is fully informed about, and is in full compliance with all

applicable federal, state and local laws, rules, regulations and ordinances;

3.9.6.4 Respondent understands: (i) the requirements and specifications set forth in this RFQ

and (ii) the terms and conditions set forth in the Contract under which Respondent will be

required to operate;

3.9.6.5 Respondent, if selected by the Owner, will maintain insurance as required by the

Contract;

3.9.6.6 All statements, information and representations prepared and submitted in response to

this RFQ are current, complete, true and accurate. Respondent acknowledges that the Owner

will rely on such statements, information and representations in selecting the successful

Respondent. If selected by the Owner as the successful Respondent, Respondent will

notify the Owner immediately of any material change in any matters with regard to which

Respondent has made a statement or representation or provided information.

3.9.7 By submission of this RFQ, Respondent certifies that if a Texas address is shown as the

address of the Respondent, Respondent qualifies as a Texas Resident Respondent as defined

in Rule 1 TAC 111.2.

3.9.8 By submission of this RFQ, Respondent certifies as follows:

“Under Section 2254.004, Texas Government Code, the vendor or applicant certifies that each

individual or business entity which is an engineer or architect proposed by Respondent as

a member of its team was selected based on demonstrated competence and qualifications

only.”

3.9.9 By submission of this RFQ, Respondent certifies that no relationship, whether by relative,

business associate, capital funding agreement or by any other such kinship exist between

Respondent and any employee of Hallettsville ISD within the immediate twelve (12) months

prior to your RFQ response. All such disclosures will be subject to administrative review and

approval prior to the Owner entering into any contract with Respondent.

3.9.10 By submission of this RFQ, Respondent affirms that no compensation has been received

for participation in the preparation of the specifications for this RFQ. (Section 2155.004 Texas

Government Code).

3.9.11 Respondent represents and warrants that all articles and services quoted in response

to this RFQ meet or exceed the safety standards established and promulgated under the

Federal Occupational Safety and Health Law (Public Law 91-596) and its regulations in effect

or proposed as of the date of this solicitation.

3.9.12 By submission of this RFQ, Respondent signifies his compliance with all federal laws

and regulations pertaining to Equal Employment Opportunities and Affirmative Action.

3.9.13 By submission of this RFQ, Respondent agrees to defend, indemnify, and hold harmless

Hallettsville ISD, all of its officers, agents and employees from and against all claims, actions,

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suits, demands, proceedings, costs, damages, and liabilities, arising out of, connected

with, or resulting from any acts or omissions of Respondent or any agent, employee,

subcontractor, or supplier of Respondent in the execution or performance of any agreements

or other contractual arrangements which may result from the submission of Respondent’s

Qualifications.

3.9.14 By submission of this RFQ, Respondent certifies that no member of the staff or

administration of Hallettsville ISD has a financial interest, directly or indirectly, in the

transaction that is the subject of this contract.

3.9.15 Execution of Offer:

The Respondent must complete and return this Execution of Offer as part of their submittal

response. The Respondent’s company official(s) who are authorized to commit to such a

submittal must be noted below. It is important to complete and return this form.

1. Respondent’s Name: Stephen Hulsey, Principal

2. Respondent’s State of Texas Tax Account Number: 1-75-1079692-7

3. Respondent’s State of Incorporation (if a corporation) Texas, 1961

4. Respondent’s Charter Number: 178126-00

5. Identify each person who owns at least 25% of the Respondent’s business entity by

name: David Lind, Managing Partner

6. Submitted and Certified by:

Stephen Hulsey, Principal

12 Greenway Plaza, #1100

Houston, TX 77046

(713)425-4993

June 4, 2009

HALLETTSVILLE ISD · References: i. Galena Park ISD / Dr. Richard Gates,Director of New Facilities...

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