proposal for owner

ToddHauber

BusinessAdministratorParkCitySchoolDistrict

2700KearnsBlvdParkCity,UT84060

Work(435)615-0226Mobile(801)[email protected]

PROPOSAL FOR OWNER REPRESENTATIVE SERVICES

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The MOCA Difference At MOCA we achieve measurable time and cost savings for our clients by clearly defining a project’s quality and scope parameters at the beginning of the planning process. Early Project Definition and Alignment (EPD&A) begins before decisions on budget and design selection occur.

How EPD&A Works We begin by working with our clients to identify what matters most. We listen in order to learn about the owner’s core principles. We then align the principles to the quality, scope, budget and schedule by the development of project specific set of guidelines that will be utilized to drive the project. This is accomplished through the use of workshops where we delineate and document what the client cares about the most. These workshops, which normally include key decision makers, client’s building representatives and building users, ensure that the collective expectations are incorporated into project guidelines. Each workshop focuses directly on one or more of the Project Guidelines. The final set of Project Guidelines then serves as a roadmap keeping team members focused on the client’s vision throughout the life of the project, We then assess the project risks and recommend project delivery strategies. We work together with you in assuring that configuration of the design, quality, materials and components meet the project guidelines. Budget Definition MOCA develops a cost model utilizing the design guidelines. During the development of workshop ideas and consensus gathering, the owner, designers, and building team (project team) define the design imperatives and use them to update the cost model. At the end of the workshops, we prepare a comprehensive estimate, incorporating the imperatives and decisions. MOCA then facilitates a reconciliation meeting with the project team to confirm the budget, which releases the architect to move forward with design documents.

Team Selection The EPD&A process aligns the client’s expectations through the design guidelines, validating the program master plan. This plan, which informs the selection processes for the design and construction team, includes a procurement matrix, solicitation documents, and identifies delivery strategies with acceptable levels of risk.

Transition and Occupancy Prior to construction completion, MOCA begins transition planning, including training, move-in planning, furnishing coordination and installation. We prepare a handbook, which assists building occupants with transition. MOCA continues to work after occupancy through the warranty period to assist with warranty and unresolved construction issues. We provide leadership and support in these four important elements.

A Results-Driven Process MOCA has found that the execution of EPD&A in a project results in higher cost savings, shorter construction schedules, space improvement in space utilization and 100% achievement of client quality expectations. At MOCA, we understand the hard business of design, construction and how to keep the client’s goals at the forefront of the project. We create a collaborative environment among project team members. We help define procedures for contingency management, document control, move-in and occupancy, MOCA brings a leadership team that inspires collaboration, innovation and creativity.

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Park City School District Program Management Services The Park City School District has completed the development of a comprehensive Master Plan that addresses the physical needs of the District. The plan was completed in the middle of this year but due to the COVID-19 pandemic the District did not conduct public outreach or implement the Master Plan activities. This delay caused the District to move the Bond Election from November of 2020 to November of 2021.

The District is currently soliciting a qualified program manager to assist in guiding the District through the community collaboration/public outreach and facilitate the overall implementation of the Master Plan. Upcoming milestone activities include:

1. Development of an implementation strategy that supports the Master Plan 2. Development of comprehensive collaborative schedule 3. Obtaining Community input and support 4. Preparation for a November 2021 Bond Election 5. Selection of the Architect, Contractor and other required consultants 6. Management of Design and Construction Activities

In reviewing the scope of this project with Mr. Todd Hauber, it became clear this project is more than just a simple project management assignment. It is a complex and politically sensitive project that will require a unique collection of skills and knowledge to help guide the Park City School District through the implementation of the Master Plan’s vision.

Over the past 20 years in Utah and across the country MOCA has demonstrated the experience a project of this type requires. We routinely work in highly visible public settings managing complex and politically sensitive projects. Project and Program Management is what we do and the primary service that we provide.

MOCA is 100% focused on finding solutions to our client’s project and program management challenges. As a result of that focus, we have developed a process that we refer to as Early Project Definition and Alignment. This process is proactive rather than reactive, anticipating and addressing problems before they materialize and potentially increase the project costs. It focuses attention on what is most important to you so that your project does not become derailed or diluted during the design or construction process. We do this by working with the District to develop “Guiding Principles” and documenting them through Design Guidelines for implementation by the design team. The results speak for themselves:

• 100% quality expectations achieved • 5% More delivered functional program space • 7% to 10% Overall Cost savings • 8% to 10% Shorter overall schedules

This process is designed around a fundamental management principle we use on every project which is that early decision making on fundamental project elements is less expensive than late decision making. This principle is illustrated by the following graph.

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We believe that many projects suffer from late decision making. What this means is that consistent, clear direction and/or definition is not provided to the design and construction team from the beginning and throughout the process. We call the required “up front” process Project Definition. We believe that for a project or a program to be successful the Owner must establish a clear understanding of their goals and objectives (principles) for the project. We facilitate the identification of these principles through workshops with the Owner. Once established and documented through Project Definition documents, it becomes MOCA’s responsibility to manage the scope, budget and schedule to accomplish the District’s.

By facilitating and documenting decision making early in the project we are able to provide specific direction to the architects and contractors regarding scope, schedule and budget. We’ve also found early decision making improves the quality of design documents by allowing architects to focus on the quality of their documents thereby minimizing changes or modifications later in the project, which are generally more expensive and require additional subconsultant coordination. Furthermore, early decisions and minimization of late changes allow the Contractor, regardless of delivery method, to have a better understanding of the project and be better able to execute the project schedule more successfully.

What does all this mean to Park City School District and the Community? MOCA delivers a service that continually exceeds the cost of the fees we are paid. This is real tangible value to both the District and the Community! In otherworld’s we save the project more than we are paid!

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Six Critical Elements 1. Development of an implementation strategy that supports the Master Plan

The District has developed a well-structured Master Plan which appears to have been developed around 6 Guiding Principles; Learner Centered, Positive & Healthy Schools, Relationships, Real-World Learning, Flexible, Adaptable Spaces and Commitment to Inclusivity. Each of these principles will be further defined and developed in the Project Definition document by way of identifying a set of guidelines providing clear definition and direction to the design and construction teams. This document will be the management tool used to keep the project clearly focused on it goals and objectives. The document will be developed collaboratively by working with District leadership and Stakeholders (if Stakeholders have not been identified, MOCA will work with the District leadership to do so prior to the development of the document) to make sure that we capture those things that are most important to the District. This process is designed to incorporate community input as it relates to the principles that have been developed. Where we identify conflicts with community expectations MOCA will work with the District to address those in a constructive and effective manner.

Once the guidelines have been identified and finalized, MOCA will develop a project implementation strategy for the District. It is essential that we incorporate input from the District and Project Stakeholders in development of the Project Implementation plan. The implementation plan will be all inclusive including not only the big picture plan but also a step by step, year by year process that will illustrate the steps required to reach a successful project conclusion. This plan, along with the Guidelines and existing Master Plan will form the foundation of the Project Definition Document.

2. Development of a comprehensive Program Schedule

MOCA has developed a collaborative web-based software for scheduling which we call TouchPlan. We will provide and utilized the Software free of charge to the project. This Scheduling software is not like other scheduling systems but is a collaborative, task and agreement-based system. It utilizes a collaborative framework that allows Owner, Architects, Contractors and Sub-Contractor to implement and update their work assignments. However, the great benefit to the project is in the development of a comprehensive collaborative schedule. As the Management team, working with the District leadership, we can collaboratively develop the comprehensive task schedule that will link directly with the Project Definition documents described above. For more information on TouchPlan please go to www.touchplan.io.

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3. Obtaining Community Input and Support

Community interaction is always challenging and often complicated by community dynamics. Through conversations with Mr. Hauber, we gained insight regarding possible community resistance and the need for the passage of a Bond. A sound strategy is required to accomplish the goals of the District and to overcome the concerns of the Community. Considering the community’s position in the past MOCA believes the District should retain a public relations/communication firm to assist in development of an inclusive communication process that will clearly articulate the need for this Bond in order to gain community support of its passage.

MOCA’s experiences working on large, complex, politically sensitive projects have repeatedly shown that community understanding is essential in order to achieve buy-in and passage of a bond. We see similarities from your project to that of the Salt Lake City Public Safety Building where we were the Owner’s Project Manager. The project initially was not well received by the Community, public statements were released that further upset the residents and the site selection became a political issue. After facilitating and listening to a community input session MOCA recommended the City hire a professional communication consultant/public relations team to assist in gaining community understanding and support for bond passage. Ultimately the City agreed with MOCA’s recommendation and requested that MOCA retain the services of a Communication Consultant. These services were procured by MOCA for the City and managed as an additional service under MOCA’s prime agreement.

The City’s decision to retain and combine the Communication Consultant’s services with MOCA’s provided the City with a variety of community options. As the Project Manager, MOCA continued to be the face of the project while the Communication Consultant worked behind the scenes gathering community input. The Consultant participated in creating strategies to affect the public message and created processes for both distributing and collecting information from the community. Ultimately, this effort resulted in passage of the bond with more than 70% approval.

While MOCA will be very active in working with the community, gathering information from workshops, open houses, community meeting, etc. we believe that the messaging and the specific public communication expertise is essential for the successful passage of a bond in November of 2021. Especially given the special considerations currently required by the impacts of COVID19 and the inability to gather in large groups.

MOCA would work with the Park City School District to immediately develop an RFP and reach out to Communication firms that we have worked with over the last 10 years. We can manage that selection process for the District and work with the District to begin messaging to the community and prepare for the bond election. To aid in the procurement process, MOCA has the ability to carry this contract as an additional service underneath our Prime Agreement with the District and act as the single point of contact for scope coordination.

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4. Preparation for November 2021 Bond Election

Preparation for the November 2021 bond election needs to begin immediately. Dissemination and gathering of information to and from the Community is critical. MOCA will assist in organizing and managing community workshops, open houses and general meetings. At the same time the Communication’s Consultant will decipher the publics reactions and manage communications regarding the project and ultimately the bond.

5. Selecting the Architect and other required consultants

MOCA has a long history of working with our clients to develop Request for Qualifications (RFQ)/Requests for Proposals (RFP) for the solicitation of professional services. It is important to understand and document the guiding principles and guidelines for reference by Selection Committee members during the selection of project consultants. Hiring the wrong architect or other professional consultant can jeopardize the opportunity for project success. David Hart, FAIA is a registered architect in the state of Utah and for the first 20 years of his professional career practiced as in the traditional Architect’s role thereby thoroughly understanding the design process. Through his leadership, MOCA will develop an RFQ/RFP in full alignment with your guiding principles and help guide the Selection Committee to select an architect supportive of the goals and objectives outlined in the guidelines.

A few project examples with similar issues where MOCA has successfully participated in the RFQ/RFP process include:

• Granite School District – Skyline and Cyprus High School Architect Selection • Eccles Performing Arts Center • Salt Lake City Public Safety Building • California State Capitol Annex Replacement

6. Management of Design and Construction Activities

MOCA takes a wholistic approach to working with Architects and Contractors regardless of the delivery method. We believe in building a collaborative team and working environment at the outset of the project. This team will include Leadership from the District, MOCA Program Manager Paul Ernst, David Hart, FAIA, Paul Brown and others as required. We will add key members of the team at the appropriate time.

MOCA will review and make recommendations to the District regarding the types of delivery method for each project. This may range from traditional “Design/Bid/Build” to “Construction Manager at Risk”. Based upon the District’s preferred delivery method, MOCA will assist in development of the appropriate RFQ/RFP and will bring on team members in accordance with the comprehensive schedule developed within the project definition phase of the project.

Once selected and contracted, MOCA will orient the consultants and contractors to the Master Plan, Guiding Principles and Guideline documents. We will assist them in understanding these documents are the road map(s) for the program and that they are intended to provide direction throughout the life of the project. MOCA will initiate a collaborative design process where MOCA will act as the facilitator. MOCA will manage

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the consultant’s progress using TouchPlan which tracks commitments from the design and construction professionals. By documenting these commitment milestones MOCA will facilitate timely completion of team members commitments. MOCA’s utilization of its TouchPlan software in this phase of project will help to ensure accountability by all of the team members.

Throughout the design phase of the project, MOCA will have the Architects and or contractor provide estimates of the work to make sure that we are tracking within the approved budgets. These estimates will be evaluated by MOCA estimators at critical milestones and MOCA may provide estimates of the project as a double check to verify that the Architect and or Contractor are tracking within costs. The estimates will be reconciled, and changes or modifications will be approved by the District prior to implementation. MOCA believes in continually tracking the disposition of Value Engineering items as the design develops as these items may provide cost saving options in the future if the project budget becomes at risk.

Once the design documents are completed and ready for bidding or pricing by the contractor, MOCA will assist the District with facilitation of the bidding process and the ultimate selection of the contractor. MOCA will verify that the apparent low bidder is able to perform the work and will work with the district to negotiate and finalize the Contractors contract.

As construction begins, MOCA will participated in the weekly Owner, Architect and Contractor (OAC) Meetings at each job. MOCA will review the meeting minutes, provide owner direction and facilitate resolution of issues as they arise. MOCA will review monthly schedules, pay applications, track budgets for each project and provide a written report to the District outlining progress of each project. MOCA will facilitate the review of project changes and provide recommendations for resolution. In some cases, MOCA has been given decision authority for changes in the work up to a set amount. We would be happy to discuss this with the District Leadership.

MOCA will continue to track critical milestones across all aspects of the Program and individual projects. As the project move towards completion and the furniture needs to be installed MOCA will work with the contractors, designers, supplies and installers to make sure that this goes smoothly. Many times, contractors are not really ready for the furniture to arrive and have not considered the storage requirements associated with shipment and arrival of furniture. MOCA will coordinate with the District to help ensure lead times for furniture delivery and applicable planning for the arrival and storage of furniture and equipment items.

Project Close Out can sometimes drag on for months. MOCA proactively plans and manages the punch list process to keep the contractors and architects motivated toward project completion. MOCA will work closely with the architect and the contractor to verify that all project completion documentation is completed and delivered to the District. MOCA will compile a final report outlining the expenses associated with the project as part of the final close out documents.

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Specific Project Experience Skyline High School – Salt Lake City, Utah

Client Granite School District

Client Contact Don Adams Assistant Superintendent (385) 646-4597 Construction Value $140,000,000.00 Services Performed • EPD&A • Owner Representative • Project Management • Design Management • Estimating

Brief Description Skyline High School is a full replacement high school being constructed on the existing Skyline site while school is in session. The project is broken into 4 phases Value Provided MOCA provided Early Project Definition and Alignment services working with the District and the Architect in developing a set of Design Guidelines for the project. MOCA participated in the program development with the district and has worked closely with the architects and district to make sure that all of the program is being accommodated within the budget. MOCA has continued to provide cost reconciliation, value engineering and overall project estimating for the project.

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Specific Project Experience Cyprus High School – Salt Lake City, Utah

Client Granite School District

Client Contact Don Adams Assistant Superintendent (385) 646-4597 Construction Value $165,000,000.00 Services Performed • EPD&A • Owner Representative • Project Management • Design Management • Estimating

Brief Description Cyprus High School is a New High School that is being built as a replacement for the existing Cyprus High School on a new site. The design is a similar (Sister School) to Skyline. However, it will not be built in phases but as a single-phase construction. Value Provided MOCA provided Early Project Definition and Alignment services working with the District and the Architect in developing a set of Design Guidelines for the project. MOCA participated in the program development with the district and has worked closely with the architects and district to make sure that all of the program is being accommodated within the budget. MOCA has continued to provide cost reconciliation, value engineering and overall project estimating for the project.

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Specific Project Experience Granite School District FCA Master Plan - Salt Lake City, UT

Client Granite School District Client Contact Donald Adams, Assistant Superintendent (385) 646-4597 Construction Value $882,200 Services Performed

• MOCAPlan facility assessment software

• Custom programming • Software assessment &

training • Project Management

Brief Description Granite School District (GSD) selected MOCA to provide a facility master plan for the repair and replacement of the facilities (schools) within the District. This master plan was to provide a comprehensive look at the facilities within the District and their existing and future conditions. The purpose of the master plan was to consider the educational adequacy of the facilities given that GSD was pushing towards 21st C-century learning. The plan provided guidance to the District during the preparation of their 2017 bond presentation to voters.

Value Provided MOCA is assisting with pre-design, project definition, alignment, and oversight of the design and construction process. Similar services requested by Park City School District.

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Local Project Experience The Eccles Theater - Salt Lake City, UT

Client Redevelopment Agency of Salt Lake City Client Contact Justin Belliveau, Deputy Director (801) 535-7217 Construction Value $133 Million Services Performed

• Planning & Programming • Program & Construction

Management • Cost Engineering • Project Controls

Brief Description The Eccles Theater is a 2,500-seat, state-of-the-art theater located in the heart of Utah’s capital city on block 70 of Main Street, between 100 and 200 South. The theater will help fulfill community leaders’ long-time vision for a vibrant capital city, rich in the arts. Value Provided MOCA is assisting with pre-design, project definition, alignment, and oversight of the design and construction process. Similar services include: • Developing the design guidelines for developer use

in the design and construction process. • Negotiated Negotiating the developer agreement (P3). • Conducting a series of workshops that identified the

needs of the City, City Council staff, Mayor’s Office, and Redevelopment Agency.

• Assisting in the contract and fee negotiations with the developer.

• Coordination of the environmental abatement activities. • Review of the design. • Construction cost estimates at design milestones. • Developing RFQ/RFP documents for Architect and

Construction Manager and General Contractor selection.

We are the Owner’s Representative providing quality, scope, and cost and schedule management. The project involved the use of design guidelines and imperatives that provided specific information to the developer, design team, and contractor.

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Local Project Experience Wyoming State Hospital - Evanston and Lander, WY

Client State of Wyoming Client Contact

Mr. Billy Holmes, Project Manager (307) 777-8682 Construction Value $150 Million Services Performed

• Full Time Onsite Owner’s Project Representative

• Project Controls • Design Document Reviews • Bidding Coordination • Schedule Oversight • Contract Oversight • Owner Consultant

Coordination

Brief Description MOCA is providing full time onsite Owner’s Representative Services to Department of Health and Wyoming State Legislature for the renovation and expansion of the Wyoming State Hospital in Evanston, WY and the Wyoming Life Resource Center in Lander, WY. The State Hospital and Life Resource Center are mental health facilities that need upgrades due to age and capacity issues. In order to help improve efficiency and quality of care, the State hospital will fill the role of a “safety net” focusing on shorter-term care and the Life Resource Center to a longer-term facility. Value Provided MOCA managed the pre-design, project definition, alignment, and oversight of the design and construction process from start to finish. Onsite representatives provide a timely and valuable service in providing confirmation to the owner that the project was being properly built. MOCA onsite representatives were able to provide answers to the contractor’s questions to keep the project moving forward on budget and schedule.

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Local Project Experience Zero Net Energy Public Safety Building - Salt Lake City, UT

Client Salt Lake City Corporation Client Contact Helen Langan, Former Director of Communications (801) 641-6569 Construction Value $125 Million Services Performed

• PMIS assessment and implementation

• Early project definition and alignment services

• Planning & Programming • Program & Construction

Management • Energy Management • Cost Engineering • Project Controls • Transition Planning • Post-Occupancy Services

Brief Description The Salt Lake City Public Safety Building and Emergency Operations Center is a facility located in downtown Salt Lake. The facility was planned for multiple stakeholders, including the police department, the fire department and the City’s emergency services. Due to the public concern, MOCA worked closely with the community to develop community collaboration and workshop session were open discussion could take place. Based upon these transparent workshop community support passed a $125-Million-dollar bond for the project. Today the facility is used as part of Salt Lake City cultural event space and it provide for public gathering and community interaction. This facility is the first net zero energy public safety building in the country. Value Provided MOCA provided project management for pre-design, project definition, alignment, and oversight of the design and construction process. The project was completed on time and below the budget. MOCA working with the Architect developed the overall strategy for how the project would achieve Net Zero Energy and how the City would provide the solar capability to facilitate the NZE goal.

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David Hart, FAIA Project Executive Mr. Hart has 40 years of experience in program management, architecture, and design of large, complex, and politically sensitive projects.

David Hart will be the project executive leader and will work directly with the District leadership on developing the overall governance format for the project.

Mr. Hart will be the primary point of contact with MOCA for managing and collaborating with the community. He will participate in community meetings with the District and will collaborate with the communication consultant.

He will oversee the procurement process for the communication team members and the architects and contractors.

Granite School District Skyline High School Replacement MOCA is providing program management to GSD. Organized the procurement of the design and construction team. MOCA then managed the Programing and design process. The built is broken into 4 completely different phases that will be completed while accommodating student’s attendance at Skyline over 4 years of construction. Granite School District Cyprus High School Replacement MOCA is providing program management to GSD. Organized the procurement of the design and construction team. MOCA then managed the Programing and design process. While this is a replacement school it is being built as a new building on a new site. Additional Project Experience with Public Involvment

• Granite School District Facility Conditions Assessment

• Canyon School District Facility Condition Assessment

• Wyoming State Hospital • Eccles Theater • Salt Lake City Public Safety Building • Wyoming State Capitol Restoration • Minnesota State Capitol Restoration • California State Capitol Restoration

Education Master of Architecture University of Utah Graduate School Bachelor of Science City Planning and Urban Design and Geography University of Utah

Training / Certifications Registered Architect in UT, MO, CO, & WY American Institute of Architects Fellow (FAIA)

Total Years of Experience 40

With MOCA 11

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Paul Ernst Program Manager

Paul Ernst is a Vice President with MOCA, he will be the overall Program Manager and will make sure that the day-to-day activities are aligned with the overall goals of the project. He will work closely with District Leadership to manage the overall program/project from start to finish. He will provide a single point of contact for the project throughout the life of the program.

Paul’s attention to detail and ability to manage scope, schedule and budget has been demonstrated on many MOCA project’s including Salt Lake City’s Eccles Theater, various Salt Lake City Public Libraries and the Wyoming State Hospital projects.

Mr. Ernst will continue to lead MOCA’s team as the projects move into construction. Based upon Paul’s extensive experience working on similar school programs in the past he will develop the strategy and phasing of the work and will use additional project managers to help oversee the project in their various stages of construction.

Wyoming State Hospital and Wyoming Life Resource Center – Evanston and Lander, WY The Wyoming Department of Health needed to upgrade and improve the living conditions at the Life Resource Center in Lander and the State Hospital. These two facilities were complicated in that both had to work around existing and operational facilities during the construction activities. Paul participated in the design and construction phases of both projects. Paul’s role continues to track the overall Program Budget, facilitates monthly client Working Group meetings and oversees MOCA’s Onsite Owner’s Representatives that report directly to the client’s site specific Project Managers. The Eccles Theater, Salt Lake City, UT A 2,500-seat, state-of-the-art theater located in the heart of Utah’s capital city on block 70 of Main Street, between 100 and 200 South. The theater fulfills community leaders’ longtime vision for a vibrant capital city, rich in the arts. Other projects the Paul Ernst has managed Salt Lake City Public Safety Building Pioneer Park, Salt Lake City, UT Marmalade Library, Salt Lake City Public Libraries Glendale Library, Salt Lake City Public Libraries

Education

BS Construction Management Louisiana State University (LSU)

Training / Certifications

• Primavera Project Planner • Timberline Cost Estimating • Government and Remedial

Action Program • 40 Hour OSHA Training (29

CFR 1910.120 • 8 Hour Hazardous Waste

Refresher

Total Years of Experience

31

With MOCA

10

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Paul Brown Director of Project Definition Mr. Brown has 40 years of experience designing complex and politically sensitive, high-profile projects. Paul’s project experience includes master planning and problem-solving.

Paul Brown will provide the leadership for the overall development of the strategies for moving the project forward, he will be assisted by David Hart. Mr. Brown will lead the identification of Principals and the Guidelines workshops with the District and then will oversee the development of the final project definition document that will provide guidance through the life of the program.

Together Mr. Brown and Mr. Hart have developed implementation strategies and plans that have led to successful projects such as Utah State Capitol, Salt Lake City Public Safety Building, Salt Lake County DA building and several others. As part of the project definition document MOCA will use TouchPlan to help develop the overall comprehensive schedule for the project.

Paul Brown will work directly with the District and the Architects helping them to design the facilities to meet the expectations of the Owner and the required scope. Mr. Brown will be assisted by Paul Ernst who will work with the design teams to assure that they are on budget and schedule.

Projects Paul Brown has provided EPD&A Services

• Granite School District Design Guidelines for Skyline and Cyprus High Schools

• Salt Lake County District Attorney Office Building, Salt Lake City, Utah

• Murray City Hall, Murray Utah • Eccles Theater, Salt Lake City, Utah • Salt Lake City Public Safety Building, Salt Lake City,

Utah • California State Capitol Visitor Center, Sacramento

California • California State Capitol Annex Replacement,

Sacramento, California • Idaho State Capitol Restoration, Boise, ID • Utah State Capitol Restoration and Base Isolation,

Salt Lake City, UT • Minnesota State Capitol Master Plan and Restoration,

St. Paul, MN

Education Master of Architecture University of Utah Graduate School Bachelor of Science City Planning and Urban Design University of Utah


With MOCA 10

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Robert Czubak Project Manager/Project Controls Mr. Czubak has over 20 years of experience working in the construction management industry. His strong combination of experience working on construction site operations, building maintenance, project management, estimating, project scheduling, and bidding provide tremendous value. His time management and organizational abilities help streamline productivity and deliver quality, on-time, and on-budget projects. Robert also brings experience in site observations, building maintenance and project management. Currently Rob is the Program/Project Manager for Skyline and Cyprus High School Replacement projects. He brings current experience working on the Skyline phased construction. His knowledge and understanding of the critical safety and process required to construct a facility on an active student occupied site will add great value to Park City School District as the new additions are developed and constructed.

Projects • Skyline High School Replacement, Granite School

District, Salt Lake City, Utah

• Cyprus High School, Granite School District, Salt Lake City, Utah

• Canyons School District Facility Condition Assessment, Salt Lake City, UT

• Granite School District Facility Condition Assessment, Salt Lake City, UT

• Eccles Theater, Salt Lake City, UT • Marmalade Branch Library, Salt

Lake City, UT • Glendale Branch Library, Salt

Lake City, UT • Salt Lake City Crime Lab, Salt

Lake City, UT • Salt Lake City Public Safety Building, Salt Lake City,

UT • Utah Data Center, Army Corp. of Engineers, Camp

Williams, UT Minnesota State Legislative Office Building, St. Paul, MN

Education

MBA, Webster University BS, Construction Management, Michigan State University


Primavera-P6, Auto CAD, MS Office (Word, Excel, Access, PowerPoint, Project)


With MOCA 6

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John (J.D) Simmons Construction Manager Mr. Simmons has over twenty years’ experience in construction management, inspection, survey, and data collection, overseeing projects ranging from a few thousand to over 65 million dollars. He has managed labor forces and sub-contractors while tirelessly coordinating with architects, consultants, engineers, and state, federal, and local agencies. He is a relentless advocate for his clients utilizing hands-on construction experience and understanding of engineering design to make practical and responsible decisions in the field to keep projects on schedule. He offers a vast and varied knowledge and understanding of construction processes and procedures. His projects routinely include mass earthwork, underground utilities, water storage, major utility upgrades, building and facility erection. JD will provide on-site construction management for the Park City School District projects that will be constructed. He will be the day-to-day MOCA site representative to make sure that the work is progressing in the appropriate manner. On Site Construction Management Projects

• Wyoming State Hospital, Evanston, WY

• Munger Mountain Elementary School, Jackson Wyoming

• Park City Heights, Park City, Utah

• Water Reclamation Facility, Elko, Nevada

• Water Treatment Plant, Kemmerer-Diamondville Joint Powers Board, Wyoming.

• Wastewater Treatment Plant, Marbleton, Wyoming

• Wastewater Treatment and Reuse Plant, City of Mesquite, Nevada

• Water Treatment Plants, Burley, Idaho

• Westinghouse Western Zirconium, Ogden, Utah

• Whitetail Development Resort, McCall, Idaho

Registrations

Registered CCM


Certified Construction Manager (CCM) CCMI Licensed Construction Manager OSHA 10 Construction Safety & Health


With MOCA 6

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Value of MOCA Services We have carefully considered the scope of work and strategies outlined in the Master Plan. Based on this information we recognize that this program could be as much as $120 Million dollars spread over 7 separate projects ranging from Elementary schools to High Schools. Because of the potential complexities executing this scope of work we have assigned our most senior Program Manager, Paul Ernst, to oversee every aspect of this important project. Mr. Ernst has been managing project and program assignments for the past 31 years and is very fluent in project strategies and processes. Specifically, he participated in the execution and oversight of the School District of Palm Beach County program which, while a larger program, has many similarities to the scope of your project.

Additionally, we recognize that there will be a significant amount of community involvement and have identified David Hart, FAIA an Executive Vice President with MOCA, to lead the public collaboration approach. We believe that the preparation for the Bond is a substantial part of the work and obviously critical to funding the program. This is why we believe it to be in the District’s best interest for Mr. Hart to work directly with you in identifying and selecting a knowledgeable and capable communication consultant. Mr. Hart will work with that consultant to inform the community, collect community input, properly message the need for the bond and to ultimately achieve public consensus for bond approval.

We recognize the importance of delineating viable strategies up front that can ultimately be delivered on time and within budget. We have proposed a process that is unique to MOCA through the upfront focus on clear project definition. We have found when this process is employed on our client’s projects they can expect:

• 100% quality expectations of our clients • 5% More delivered functional program space for our clients to use • 7% to 10% Overall Cost savings which is 4% to 8% more value than our Fee. • 8% to 10% Shorter overall schedules allowing our clients to enjoy the use earlier.

Our recently completed Salt Lake County District Attorney office building project is a “real world” example of the value we’ve provided our clients. Initially the project scope included design and construction of one office building in downtown Salt Lake City. As the Project Definition process progressed it became clear that having an additional location in West Jordan would greatly benefit the functions of the office and provide greater service to the residents of Salt Lake County. However, the project budget of $60 Million-dollar had been developed considering the construction of only one building. Paul Brown, working with the DA, identified a program and operational strategy that would allow for two buildings within the same budget. Ultimately the strategy was agreed to and implemented by MOCA and the County.

Sim Gill said the following about MOCA’s services. “We really appreciate all that your team did to help us achieve the goals we set at the very beginning of the project. Delivering a government building on time and under budget is something we should all celebrate. Please let us know if there is ever anything, we can do to help you or your team. We definitely stand ready to unequivocally state that we highly recommend your services!”

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MOCA not only provided a high value strategy by adding the second office building but also successfully managed the construction process for the County and delivered both buildings ahead of schedule with more than $2 Million dollars of savings returned back to the County’s General Fund.

The Salt Lake County DA building contracted for MOCA’s services using our State Contract MA013. MOCA ultimately returned back to the County more in savings than we received in compensation. This is one example of the value that MOCA delivers to our clients.

We believe that we can do the same for the Park City School District by helping achieve your program goals and objectives on time and within budget.

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Fee Proposal

We have carefully evaluated your program needs. The State Contract MA013 is designed to help owners like the Park City School District directly select a qualified Owner Representative to aid the District in delivering the projects to their community constituents. Based upon the program as we understand it our work scope will include:

1. Develop a Strategy with our EPD&A process to align your project. 2. Collaborate with the Community to address concerns and generate support. 3. Prepare for a Bond Election (overcoming the past attempt). 4. Selecting and managing the design team. 5. Selection and managing the construction team. 6. Overall Program/Project Management

We believe the allowable Fee Percentage identified in the MA013 contract is appropriate and propose a fee calculation of 2.15% of the total hard cost of construction above $25 Million dollars. Governance and Project Definition, Communication and Project Management Services MOCA’s fee for the proposed Owner’s Representative Services, will be based upon the final strategy or work scope selected.. The proposed fee options calculated as 2.15% of the hard costs of construction are as follows:

• Strategy 2 total hard cost equals $40,255,000 Fee equals $865,483 • Strategies 2 and 4 total hard cost equals $71,712,000 Fee equals $1,541,808.00 • Strategy 3 total hard cost equals $69,720,000 Fee equals $1,498,980.00 • Strategies 3 and 4 total hard cost equals $101,177,000 Fee equals $2,175,306 • Strategy 4 total hard cost equals $31,457,000 Fee equals $676,326

If the PCSD decides to select a strategy that is not listed or if hard costs vary significantly from what has already been identified, MOCA will apply the 2.15% percentage against the hard construction cost in a similar manner as identified above in order to finalize the fee caculations. If the selected strategy falls below the 25-Million-dollar threshold MOCA shall renegotiate the percentage and the Fee.

MOCA proposes dividing the contract into two phases of work. The initial phase includes project definition, community input, strategy selection and assistance with bond preparation. The fee for this initial phase shall be $100,000.00 and is included within the overall fee previously noted for each strategy. This amount will be utilized as the initial fee total for contracting purposes.

The second phase will include selection of the A/E, contractor, other project team members, project design and construction execution. MOCA’s contract will be adjusted to include the final resultant fee total, less the originally contracted $100K, prior to executing Phase 2 work.

We look forward to working with you and negotiating our fees to fit your needs.

proposal for owner

Documents