technical submittal group - technical proposal...tony warner, cts-d, leed ap, cdt, president &...

TECHNICAL SUBMITTAL

DGS PROJECT NO. C-0948-0096 PH.1

SENATE OFFICE & TOILET ROOM

RENOVATIONS – NORTH OFFICE BLDG.

HARRISBURG, DAUPHIN COUNTY

PENNSYLVANIA

SEPTEMBER 19, 2019

TABLE OF CONTENTS

Technical Submittal For:

DGS Project No. C-0948-0096 Ph. 1

Senate Office & Toilet Room

Renovations

Dauphin County, Pennsylvania

Project Management Team Overview

Work Plan

Project Master Schedule

Qualification Forms

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September 12, 2019

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PROJECT MANAGEMENT TEAM

The Project Management Team is a well-qualified team of construction professionals selected for the DGS Senate Office & Toilet Room Renovations North Office Building project and has extensive experience providing construction services for secure facilities. Each team member has experience with DGS projects; working in active and occupied areas; and DGS processes and procedures. Below, we have included a comprehensive explanation of each team member’s roles and responsibilities, as well as a project organizational chart that highlights the reporting structure between each individual. We have also included, as requested in the RFP, a resume for each key team member under the Qualification Forms section. We have included select project descriptions to highlight their relevant experience, similar to that of the DGS Senate Office & Toilet Room Renovations project, design-build projects, and why our management structure will best serve the interests of DGS and the Senate. We have analyzed the critical areas of work for these projects and have selected expert team members to execute the scope of work.

MANAGEMENT STRUCTURE

We believe if you want the best results, assign the best people. Our Project Team commits to using the key personnel identified within this section for their respective duties. This team is being dedicated for your project based on their proven success and demonstrated chemistry while working with the Department of General Services, as well as renovating multiple historic facilities. They will implement the collaboration necessary for a noteworthy and successful project.

DESIGN BUILD CONTRACTOR: JEM GROUPOur Project Management Team will be led by design-build contractor JEM Group. JEM will serve as the primary contact for Pennsylvania Department of General Services and the Senate for the project. JEM Group brings diversity, Department of General Services (DGS) experience, and experience with industrial projects to the Project Team. We will collaborate with representatives of the design teams, DGS, the Senate, and end users to coordinate all services and activities within the construction and occupancy phases of this project.

Successful design build projects require transparent communication, accountability, collaboration and the right team of design and construction professionals. We draw from our wide network of design professionals and assemble a team of professionals that will meet the vision and the technical requirements of the project.

Our leadership during design ensures schedules are maintained, budgets are closely monitored, and the constructability is being considered. Our experience has shown that a well-led design-build project results in faster delivery, high quality and effective cost management. More importantly, we ensure that the client’s vision for the project is achieved.

Some of our Design-Build experience includes:

Harsco Phases I & II

DGS SCI Forest County

Some of our Capitol Complex projects include:

Capitol Preservation Committee, Windows, Floor and Accessories

Capitol Preservation Committee, Law Library Woodwork

Some of our projects with renovations in historic buildings includes:

Capitol Preservation Committee, New PA Civil War Battle Flag



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Design-Build Contractor Roles

Jessica Meyers, Principal-in-Charge

Responsible for general oversight, contract adherence and executive level management.

Ensure the project team is completely supported at all times during the project in the execution of the contracted services.

DGS and the Senate will have direct access to Jessica as needed through out the project.

Andrew Notarfrancesco, Design-Build Project Executive

Responsible for general construction operations, oversight, advice relative to correctional facility protocols/expectations and executive level management.

Along with Jessica Meyers, will ensure the project team is completely supported in the execution of contracted services.

DGS and the Senate will have direct access to the General Contractor and Design Team as needed throughout the project.

Chris Houck, Design-Build Project Manager

Provide team leadership for project staff.

Construction coordination, administration, communications and controls along with e-Builder

Cost and document control.

Construction Administration processes and procedures.

Gabriella Vreeland, Design-Build Assistant Project Manager

Lead the team for use on the e-Builder system; primary e-Builder contact.

Will work together with Chris Houck on implementation and following procedures associated with submittals and RFI’s.

Assist with scheduling subcontractors.

Aid in monitoring costs related to any potential changes in the work.Coordination of project closeout requirements, including assembling O&M manuals and warranties in accordance with the requirements of DGS and the Senate.

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DESIGN PROFESSIONAL & MEP PROFESSIONAL: WAREHAUS

Warehaus, a full-service firm with over 40 years of design-build experience in government, historic preservation and commercial office projects, will serve as the design professional on this team.

Warehaus is a multi-disciplinary firm of professionals including architects, civil, structural and MEP engineers, planners, surveyors, and interior designers, and our depth of design knowledge is considerable. Our staff participates in hundreds of design projects every year, ranging from interior fit-outs to commercial and industrial development projects as large as several hundred acres. Our clients encompass government agencies, institutions, developers, contractors and large multi-national corporations.

At Warehaus, we understand that the effective design and delivery of a historic government office renovation project entails careful consideration of various project parameters such as the project scope and its intended use, budgets and its funding sources, as well as timelines and deadlines. Managing such considerations effectively while creating a delightful, twenty-first century working environment in a historic building only comes with extensive experience and hands-on knowledge of the intimate details and unique challenges such projects bring. Warehaus and its team of professionals bring over 100 combined years of such expertise to the design and delivery of this project.

To achieve this, we engage in an intensive collaborative process that involves all project stakeholders: owners, clients, users, other consultants as well as the general contractor and sub-contractors. We have facilitate idea generation, work with our clients to assess them and then select the optimal solution based on a pre-determined set of criteria that would indicate success.

Experience with Design-Build

We are experienced with the Design/Build delivery system and working with owners and contractors as a member of an integrated project delivery team. Our long and successful track record is demonstrated by nearly $1 billion in Design-build projects under our belt. We know and understand the coordination effort that makes a Design-build project a success and bring that experience to this project, as we have for past clients like Volvo, Fuchs and Procter & Gamble. Our approach focuses on producing an excellent design and high-performance facility with incentives to promote collaboration of the entire team to achieve success and ensure all performance requirements are exceeded. The Design-build approach is also structured to accelerate early milestones to meet the project’s fast-tracked schedule. We are proposing a strong, established Design Team that is very experienced with Design-build projects and has a track record of delivering results that meet or exceed our client’s expectations

Highlighted experience includes:

Current Contracts with the Pennsylvania Department of General Services

I-81 Rest Stop North

I-81 Rest Stop South

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Design Professional Roles

Dan Mayer, AIA, Project Architect

Coordination of technical requirements and documentation including construction systems, drawings, specifications, details, materials, and products.

14 years’ experience delivering projects through multiple delivery methods, including Design/Build, Construction Management, and Design/Bid/Build.

Worked as Project Architect for Harsco Corporate Office project. Coordination of bid package distribution, review of RFIs, submittals, and shop drawings.

Erin Himmelberger, Architectural Project Manager

Overall leadership and coordination with owners’ requirements, contractual obligations, schedule of process and coordination of resources both within Warehaus and with Subconsultants

16 years’ experience with Design Build Process through close interactions with many local General Contractors including JEM Group

Sinnemahoning Visitors Center (previous DGS Project – Lead Designer, document generation and construction administration services, LEED Design Administrator)

Experience partnering with JEM Group as the Project Manager for the Harsco Corporate Office project

Elizabeth Rutherford, Director of Interiors

Coordination of interior design and furniture intent as presented by the Senate

Leading the interior design strategy including programming, test fit analysis, and construction administration

Integrated interior and furniture design processes during fast moving design build projects

Has designed interiors for clients across the U.S., from high-end law firms to start-up tech firms

Matthew Kykes, PE, Senior Structural Engineer

directly supervise the structural impact of proposed architectural design

Review existing drawings and site information for all proposed openings in masonry walls and any other structural modifications

Experience with projects with PA, MD, CA and NY DGS/OGS agencies, including several inspection reports and one new 3,000sf Security Building at Tobyhanna Army Depot

James (JP) Kloske, PE, CEM, Senior Mechanical Engineer

Hands-on engineering supervisory role

Produce the mechanical design and construction documents, performing code analysis and preparing calculations

Has been the prime professional for most recent the PA Department of General Services project I-81 Safety Rest Areas.

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IT PROFRESSIONAL: PHASE SHIFT CONSULTINGFounded on the core tenets of service, quality, agility and innovation, Phase Shift wraps the deep project experience of its staff inside a nimble business model suited to delivering results in today’s marketplace. Phase Shift leverages past performance on some of the most iconic projects around the world. With deep experience spanning nearly every market sector, their team understands the complexities of and challenges unique to each separate market. Phase Shift specializes in all aspects of technology consulting for the built environment, including AV, IT, Security, Medical Communications, and the Internet of Things.

We believe technology should be designed and delivered in a seamless manner with the rest of your project, striking a fine balance between form and function. Developing exceptional solutions is a process that spans the entire life cycle of the project. We engage in a deep visioning process to establish your project’s requirements and direction, followed up with detailed and accurate project documentation, culminating in well-integrated and properly optimized systems.

With deep experience spanning nearly every market sector, the firm understands the complexities of and challenges unique to each separate market. Phase Shift specializes in all aspects of technology consulting for exhibit design and the built environment, including AV, IT, Security, and the Internet of Things.

Phase Shift’s team boasts years of experience working in a wide variety of project delivery models, many of which have been in a design/build capacity. Those models have varied from Design Firm-Primed to Contractor-Primed to Federal Contractor-primed with both design firm and contractor as subs. A few previous examples include projects with the FAA, the Bell Museum of Minnesota History, the World Bank and the Federal Reserve Board.

Phase Shift is currently working with Warehaus on a Security Masterplan and full design for the Derry Township School District’s campus in Hershey, PA.

Tony Warner, CTS-D, LEED AP, CDT, President & Quality Assurance

Technology Consultant– executive oversight of all aspects of the technology systems design, including IT/telecom, audiovisual and security systems.

Holds the following professional certifications: CTS-D, LEED AP, CDT

Lead the technology programming efforts, perform quality assurance reviews of all deliverables.

Experience with an extensive number of federal government projects, including the US House & Senate, US Dept. of Commerce, SEC, International Monetary Fund, Federal Reserve, The World Bank, and the National Geo-spatial Intelligence Agency.

Current & previous working relationship with Warehaus on the Derry Township School District Security Masterplan and the St. John Paul II Shine.

Experience working on a wide variety of design/build teaming arrangements, including projects for the FAA, National Capital Planning, and the Bell Museum of MN History.

Local to York, PA

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Scott Chester, CTS-D, Lead AV Design/Project Management

Phase Shift team project manager and Lead AV Consultant– will serve as the primary point of contact for Phase Shift Consulting, managing the subject matter experts for each discipline to deliver a coordinated and unified technology design.

Holds the following professional certifications: CTS-D

Scott has project managed many large-scale, multi-discipline technology projects, including the Appian HQ, Stanford Medical Center, Ohio State University and Children’s Hospital of Philadelphia (CHOP).

Experience working on a wide variety of design/build teaming arrangements, including projects for Ohio State University and Hilton Hotels.

Local to York, PA

Michael Cleveland , RCDD/OSP/NTS, Lead IT/Telecomm Design

Lead IT/Telecom Consultant– primary responsibility for programming and lead design of the IT/telecommunications structured cabling system.

Holds the following professional certifications: RCDD, OSP, NTS

Past member of BICSI’s Credentialing Committee, helping to create the exams supporting the leading industry professional certifications.

Experience with multiple federal government projects, including the Capitol Visitor Center, Freddie Mac and the Federal Reserve Board.

Jared Baldwin, CTS-D, Lead Security Design

Lead Security Consultant– primary responsibility for programming and lead design of the security systems.

Oversees Phase Shift’s BIM department, ensuring that our documentation is developed in harmony with Warehaus’.

Holds the following professional certifications: CTS-D

Experience with an extensive number of federal government projects, including the US Dept. of Commerce, Federal Reserve, and The World Bank.

Current working relationship with Warehaus on the Derry Township School District Security Masterplan.

Experience working on a wide variety of design/build teaming arrangements, including projects for the World Bank and the Federal Reserve Board.

Local to York, P

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GENERAL CONSTRUCTION ENTITY: JEM GROUP

JEM Group will also serve as the General Construction Entity for Pennsylvania Department of General Services and the Senate for the project. JEM Group brings General Construction Department of General Services (DGS) experience, and experience with design-build projects to the Project Team. We will collaborate with representatives of the design teams, DGS, the Senate, and end users to coordinate all services and activities within the construction and occupancy phases of this project.

JEM Group’s general construction experience in design-build, Capitol Complex, and historical projects is exceptional, as we have served the Department of General Services and the Capitol Complex as a contractor and a design-builder, with over $150 million of projects since 2003. Our efforts have been widely acclaimed for outstanding management and execution of the design-build methodology, and our firm has a keen awareness of the necessary steps to work in a historic environment.

JEM Group’s completion of projects under a design-build delivery for governmental clients include:

SCI Forest County, Design-Build New Vehicle Restoration Plan

DGS Veterinary Diagnostic Laboratory, Repair Facilities to Ensure a Fully Functional BSL-3 Lab

Capitol Preservation Committee, New PA Civil War Battle Flag



General Construction Roles

Mike Rodgers, Project Superintendent

Assures adherence to safety and logistics, QA/QC and project scheduling protocols.

Advises on field personnel, equipment, safety and on-site construction activities.

Advises on issues associated with job site safety and planning.

George Forney, Project Superintendent

Establish project specific safety program.

Ensure adherence to OSHA standards.

Coordination of safety program between project stakeholders.

Provide periodic safety walkthroughs and reporting

with project coordination and scheduling.

Faron Clouser, Area Safety Manager

Establish project specific safety program.

Ensure adherence to OSHA standards.

Coordination of safety program between project stakeholders.

Provide periodic safety walkthroughs and reporting

with project coordination and scheduling.

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ORGANIZATION CHART PROJECT MANAGEMENT TEAM

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Qualification Forms

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WORK PLAN2-4.2 │

2-4.2: WORK PLAN

OVERALL APPROACH: We understand that the following updates and upgrades are needed in the Senate Office, North Office Building (NOB)

located at the Capital Complex in Harrisburg, PA: • Renovation of Senate office spaces on the ground

and first floors.

• Renovation of the first-floor library

• Renovations and modifications of the building’s public toilet

rooms (16 total)

• Hazardous material abatement

• Other minor items such as cleaning of the marble

wainscoting on the ground and first floors

• Removal / Replacement of drinking fountains (up to 14

total) and

• Relocations/Modification of data closets

We acknowledge that the overall design intent for this project is already captured in the bridging documents and should be adhered to. We also note that the electrical and mechanical requirements stated in these documents are vital to operations

within the building and should be followed. We also understand that since this is a phased occupied construction project,

these updates need to be designed and implemented with minimal disruption to the work flow of other occupants in the

senate building. Therefore, should there be any need for interruption to the buildings’ services for construction work, ample notice will be provided so that it can be conveniently scheduled.

Code Compliance & Permits

The design solutions proffered will meet the Uniform Construction Code (UCC) of the commonwealth of Pennsylvania’s

statewide building codes. We will review all local, state and federal building code requirements to verify the authority

having jurisdiction. We will review and ascertain the pertinence of the IBC 2015, NFPA 70-2014, National Electric Code, IECC 2015, IEBC 2015, IFC 2015, IMC 2015, IPC 2015, ICC A117.1-2009 and Title III of the ADA, specifically ADAAG

2010, and comply as stated in the bridging documents.

As needed, we will prepare and submit construction documentation drawings for agency review and approval. We will also submit and obtain building plan approval from the Department of Labor and Industry.

PROJECT APPROACH: Based on our understanding of the needs stated above, we will engage in a three-step process to create a supportive

and high-quality working environment in the Senate Offices and Library of the North Office building (NOB) and

implement the minor renovation work required. We describe the steps below:

Problem Finding

It is important that we have a thorough understanding of the unique qualities of the Senate Offices, Library and other portions

of North Office Building (NOB) affected by this project. We achieve this in the problem finding step by conducting a

detailed investigation of existing conditions at the building, its specific renovation areas and its immediate site. First, we

will take another deep dive into the bridging documents before beginning our physical conditions assessment of the project areas. We, along with our construction partner and consultants, will assess and verify existing mechanical, electrical,

plumbing, security and fire-alarm systems to ascertain its pertinence and sufficiency to meet the needs of users as stated in

the bridging documents. Using up-to-date technology such as Newforma mobile apps on tablets, we will document project areas and items of historic significance in field reports for team use.

We will also identify areas that require hazardous materials abatement and deploy our 3D scanning technology where

necessary. We will review the locations of the drinking fountains, data closets as well as the marble areas that require

cleaning. We will also consider existing design gestures within the senate office space and investigate ways in which these might be incorporated into the project. In conjunction with our construction partner, we will also conduct some site analysis

to identify possible areas for construction staging both within and outside the building so that pedestrian and vehicular

traffic are minimally impacted.

Outcomes from this effort will be compared with guidelines in the bridging documents and any areas that require resolution

will be noted. Once we gain comprehensive knowledge of the project areas, its constraints and parameters, we will document our findings and field reports in a Problem Finding Existing Conditions Report and upload this in e-Builder. This step is

crucial for us because it enables us to have informed conversations with the stakeholders in our next step.

2-4.2: WORK PLAN Problem Shaping

Out next step is problem-shaping. This step is our planning and programming phase in which we will review

and confirm the existing program as captured in the Request for Proposal and bridging documents with all

project stakeholders including PA DGS representatives, the Senate Offices representatives, NOB building

facility managers, and other identified users. We plan to have this meeting after our initial problem finding

steps so that we are fully knowledgeable about the building as we discuss the objectives and requirements for

the project. Also, it allows us to present areas of potential concern early and efficiently.

In this meeting, we will verify the existing building program using our proprietary Warehaus programming and

planning questionnaires to ascertain current needs and potential for future growth. We will seek to understand

how the Senate Offices, Library and data closet are used and ask for insights into movement patterns and

preferred entry ways. We will like to know when the key project areas (particularly the public toilet rooms) are

busiest so that this can inform our design and help our construction partner with planning and phasing. We will

also observe the various roles within the affected senate offices and make note of workflow processes and task

inter-relationships.

In addition, we will investigate the ways in which the project areas of the NOB supporting the designated

activities within and identify its strengths and weaknesses. Drawing on design strategies such as biophilic and

well-building design guidelines, we will consider ways in which it meets best practices requirements such as

visual and non-visual connectivity with nature, dynamic and diffused lighting, thermal and airflow variability

and non-rhythmic sensory stimuli. We will note areas where there are opportunities for improvement and take

these into consideration during the design.

Information gathered and confirmed from this process (and any recommendations we have) will then be

documented in our Problem Shaping Statement and Program documents and uploaded in e-Builder for

review. We will then schedule a meeting with all stakeholders to discuss its contents relative to the bridging

documents. We will seek for consensus among all stakeholders on programmatic items and other systemic

requirements that need to be revised, adjusted, and prioritized. Any changes will be noted and updated in the

documents and uploaded into e-builder for reference. Problem Solving

The problem-solving step is where the myriad issues surrounding the renovation and modification of NOB finds

a resolution and the DGS and Senate’s facility goals are achieved. Proposed design solutions will be driven by

outcomes from our investigative process in the planning, programming and research phase, as well as the

existing conditions assessments. Workspaces will be laid out so that they improve the workflow processes in

the Senate Office departments and the library designed to maximize access, use and storage. The public

bathrooms will be redesigned to become a true space for repose as well as

meet all code and ADA requirements. Areas of minor modifications will also be carefully specified so that the

implementation of work in the areas enhance the NOB.

Overall, we will maximize access to daylight and views and incorporate both visual and non-visual access to

nature. Opportunities to provide adaptable indoor climate conditions will be explored so that workers can feel

comfortable when deploying their skills. Aesthetically, we will integrate the new with the old cohesively and

create an invigorating working ambience. We will seek to unify the existing and new spaces seamlessly so that

the Senate Offices will sport an updated but coherent feel.

2-4.2: WORK PLAN

DESIGN-BUILD PROCESS Design

Our team will prepare design and construction documents, including specifications for this project.

Design disciplines include: • Architectural

• Mechanical Engineering

• Electrical Engineering

• Plumbing

• IT Design Engineer

For both design phases (Preliminary and Final Design), we will develop documents that conform to DGS’s project manual requirements and the formats provided at the orientation conference. We will upload each submission prior to the

submission date to E-Builder. Each submission will be followed by a review meeting with DGS and the Senate. Following

each submission review meeting, our team will prepare and distribute written responses to all review comments. More detailed information regarding our approach to the specific design phases is included below.

Preliminary Design Submission

Based on the results of the Program Confirmation and Site Investigations understanding, we will develop a revised/updated

diagrammatic floor plan. The diagrammatic floor plan will illustrate the programmatic and project requirements. This first

design step will be addressed through developing optional diagrammatic layouts intended to either confirm the existing diagrammatic layout included in the RFP or determine a more optimal layout and use of the existing space.

Building Drawings | Following the confirmation of the Program and Project Requirements and Site Investigations, in coordination with our contractor partner, the design team will develop more detailed drawings intended to illustrate,

coordinate, quantify and qualify all relevant building systems and equipment associated with the project. The drawings

will delineate between existing building systems and equipment to remain, or to be altered/upgraded along with the installation of new building materials, systems and equipment. Details regarding coordination of the installation of new

building materials and equipment with existing systems and equipment will also be developed.

Specifications | Technical specifications will be developed along a similar schedule as the design documents. Sufficient information, back-up material, cut-sheets, and data will be included to provide enough detail to describe the materials and

equipment proposed.

Administrative Items | During the Preliminary Design phase, our team will engage in meetings with DGS and Client

Agency Staff and appropriate stakeholders to complete the Program Confirmation and Site Investigation work. We will

document the results of those meeting(s), which will be uploaded to the project directory via E-Builder. As the design

progresses, we anticipate conducting additional conference calls for coordination of the development of the design, clarifying project requirements and/or coordination with facility operations. The results of any conference calls or meeting

will be documented and submitted through E-Builder. And finally, the design team will work through the review and

acceptance process for both the Agency and DGS acceptance for the Preliminary Design Submission including attending a Review Conference. Meeting Minutes for the review conference will be submitted through E-Builder promptly following

the Review Conference.

Final Design Documents Submission

As the project evolves into final construction documents, we will provide drawings and specifications for the selected

building systems as well as further refine the design components from the Preliminary Design Submission. More detailed project reviews with the project team will occur during this phase to verify that the design is responsive to the project

requirements.

For this Final Design Documents Submission, we will provide final construction details and layouts, specifications for all

materials, building systems, and equipment along with administrative requirements to support construction. All that were

generated during review of the Preliminary Design Submission will be addressed and incorporated into the final design documents.

2-4.2: WORK PLAN

Our design-build team has experience with projects where phasing and minimizing disruption is critical. We are sensitive

to the unique requirements of operating facilities during construction. We are experienced developing phasing that take into account security, safety, access, and schedules to minimize disruption and respond to sensitive and ongoing operating

requirements.

In addition, our team will prepare and submit the construction documents, as required, to the applicable local and state

agencies for review and approval. We will submit and obtain building plan approval from the Department of Labor and

Industry.

Design-Build Concept

During initial phases, the design team will work to confirm and understand the project requirements and operational needs

to quickly incorporate into preliminary design options. To realize the efficiency of design build delivery, our team will be focused on confirming a design approach early in the process.

Understanding the Design-Build Process:

• The design-build team understands that the project’s success is dependent on the ability of the team members to work

collaboratively with the knowledge that each member is committed to working in the best interests of the project.

• It is the intent of this team that the project be staffed with key team members that have experience in the implementation

of design-build best practices, and who recognize the collaborative nature of the design-build process.

Establishing logistics and infrastructure to support integrated project delivery:

• Our team intends to ensure that the administrative processes established for the execution of the project are appropriate,

well-understood and expeditious.

• To the degree feasible, we will strive to have the design and construction team working in an integrated fashion as

much as possible, in-person meetings, tele-video conference calls, etc.

Establishing processes to facilitate timely and effective communication, collaboration, and issue resolution:

• Our team intends to develop and use a structured partnering process, scaled appropriately to reflect the size and

complexity of the project.

• Our team intends to develop processes that enables key DGS stakeholders to interface directly with the design-build team on significant elements of the work.

• Our team intends to facilitate a process that enables critical and timely decision-making of the Owner. For this to occur

effectively, it is our assumption that the “owner” will be represented by staff that as the authority to make decisions and

perform its project functions.

Conducting/leading design management and turnover processes to ensure alignment among the team as to project

execution processes:

• Our team acknowledges the significant level of effort required to manage the development and review of the design

and, consequently: (a) dedicate sufficient resources to foster a collaborative environment for this work; and (b) mutually develop a realistic design development plan that efficiently engages the owner and key members of the design-builder’s

team (e.g., designer(s)-of-record and key subcontractors) in purposeful meetings.

• Our team intends to work with the “Owner” early when initiating the project to agree upon clear, realistic and

expeditious submittal and review/approval processes that are in alignment with the parties’ schedule and other project-specific goals.

• Our team will ensure that design advancement and changes to the contract documents are clearly, thoroughly, and

contemporaneously documented, and that there is a clear understanding as to when the owner is integrated into the

decision-making process for and notified of such advancement and changes.

• Our team intends to: (a) establish a trend system early in the design development process to identify, track and evaluate

any potential changes before they adversely impact the project’s cost or schedule; (b) clearly, thoroughly, and contemporaneously communicate to the owner the information derived from the trend system; and (c) maintain the trend

system throughout the construction process until it is no longer needed.

2-4.2: WORK PLAN

POTENTIAL DESIGN ISSUES Following, or in connection with the orientation conference, our team will meet with key project stakeholders to review and

confirm existing conditions and to ask in-depth questions to support confirming or altering the project requirements and diagrammatic layouts.

Programming is that step in our process that seeks to identify the issues and problems the design process must address and

resolve. We will lead the process to confirm internal user needs, analyze the previously developed diagrammatic layout and existing building and site conditions, outline needed agency approvals, and work with our build partner to plan for the design

and construction phases to follow.

In addition, we will focus on the following important issues and concerns that we feel are critical to delivering a successful

project and enabling project collaboration and ongoing technical support.

Challenge: Minimize facility interruptions through phasing plan.

Solution: We will implement a thorough site logistics orientation program for all employees and subcontractors. Our site representatives will also walk the project at the beginning and end of each day to ensure all areas are

clean with tools and equipment properly stored.

Challenge: Minimize impact on the environment through sustainability

Solution: Our designers and engineers will look for opportunities to incorporate sustainable design strategies into

your project. When we offer sustainable design strategies, we ensure that the solution provided is sensible

to the project, works within the project budget, and offers a long-term benefit without introducing any un-

needed operational complexities.

SCOPE BASED ON BRIDGING DOCUMENTS Sequence 1

- Relocate Data and Wiring to 2nd Floor

- Renovate 1st Floor Office Space and Library

- Renovate 1st Floor Men’s and Women’s Restrooms

- Renovate 3rd Floor Men’s and Women’s Restrooms

- Renovate 5th Floor Men’s and Women’s Restrooms

Sequence 2

- Renovate Portion of Ground Floor Office Spaces

- Renovate Ground Floor Men’s and Women’s Restrooms

- Renovate 2nd Floor Men’s and Women’s Restrooms


Sequence 3


- Renovate Basement Men’s and Women’s Restrooms

Sequence 4

- Renovate remaining Ground Floor Office Spaces

Per the written narrative, sequences must be completed and Certificates of Occupancy (COO) must be obtained

prior to starting the subsequent sequence. Based on our walkthrough, we understand that the Client Agency will be relocating staff members to accommodate the construction project and a major objective of this project is to

provide them with proper notification. Therefore, we will be regularly updating the project schedule based on

status of sequences and anticipated completion and starting dates. These updates will be provided to the

Department of Client Agency at the bi-weekly job conferences or as needed.

The proposed renovations to the office spaces occur near or adjacent to areas that will be occupied by staff

members. We understand that prevention of dust into those areas is important to both the Client Agency and the Department. As such, we have included the provision of dust control methods that will include temporary

barriers between our construction zone and other areas. Furthermore, we will utilize negative air machines, as

necessary, to keep dust and other airborne contaminants within the construction zone.

2-4.2: WORK PLAN Per the project documents, the existing flooring in the corridors is not to be removed. We recognize that,

because our construction operations require us to utilize these areas, the flooring will need to be protected from

damage. We have included the installation of protective material over the existing flooring which will be in place throughout the duration of each sequence and will be suitable to sustain our construction equipment. If at

any time this material becomes damaged and can no longer provide necessary protection, it will be immediately

removed and replaced.

Selective Demolition

The RFP documents state that certain materials that are to be removed contain asbestos which requires, per

standard construction practice, the adherence to very specific and strict guidelines. The subcontractor we will employ to remove asbestos containing materials, has a deep knowledge and expertise in this process.

Certifications and/or resumes will be provided to the Department prior to commencing removal of asbestos. Prior

to removing asbestos containing material, the area will be quarantined using plastic sheeting taped at the perimeter. Signs will be placed outside the protected area to alert personal of asbestos removing activities and

prohibit them from entering the area. Walk off mats will be placed outside the barrier entrances to prevent the

spreading of asbestos by foot traffic. Employees who are responsible to remove asbestos shall be required to wear protective suits and respirator masks to eliminate health risks. Materials containing asbestos shall be placed

in a plastic bag and taped shut prior to leaving the quarantined area. The material will then be removed from the

site and disposed of at an approved facility.

Materials that are selected to be demolished will be removed by the designated freight elevator located within the North Office Building. Existing flooring adhesives to be removed will be diamond ground down to the existing

substrate. We have assumed that the existing substrate is within acceptable tolerances to accept new finishes and

therefore have not included any floor repair, however, we will perform Floor Flatness (FF) and Levelness (FL) testing if needed.

Marble Cleaning and Repairs

For the Marble Cleaning on the Ground and First Floor Corridors, we will employ a subcontractor who is skilled

in this area and has extensive knowledge of effective marble cleaning products/processes, salvaging of existing

marble, dutchmen repairs, etc. JEM intends to employ a subcontractor who has specifically performed work in

Pennsylvania Capitol Projects previously. For the Marble Repairs at the water fountains, we have assumed there is enough material available within the abandoned stairwell to complete the repairs. Repair of stairwell walls

harvested for marble is not included. The performance of the Marble Cleaning will take place near the end of the

respective sequences when dust has subsided.

Millwork

Per the Bid Drawings, the existing shelving is to be covered to match the adjacent finish surfaces. We have

included 450 SF of new paneling at these areas that will be fastened directly to the existing shelving frame. Finish Color is to be selected and approved by our Retained Professional.

Doors

The existing doors located in the corridors of the Ground and 1st Floors are indicated to be replaced with new

solid wood core doors. The existing frames are to remain. We have include costs of repair and preparation of

the existing frames to receive new door slabs. Doors that have been indicated to receive new transoms, will receive new fire and safety rated glass in the existing frames. Doors will be prefinished and stained in Color

selected by the Professional.

Finishes

New partitions will be completed with 20 gauge metal studs that will be mechanically fastened to the existing

concrete slab and will terminate at the ceiling elevation. Per code, the tops of the partitions will be braced to the

structural steel joists overhead. Partitions in the office spaces will be filled with sound attenuation insulation and will be completed with 5/8” drywall. We have included costs to install moisture resistant gypsum board in the

bathrooms. All new gypsum board will receive a level 4 finish.

The existing perimeter walls on the ground floor and first floor office spaces are to be laminated. To complete

this work we will install mechanically fastened furring into the existing exterior walls. New gypsum board will then be installed over the new furring. We have assumed that the existing walls to receive this lamination are

2-4.2: WORK PLAN capable of supporting the load of the new furring and gypsum board. Per Code compliance requirements, no

insulation at these locations has been included.

Painting color shall match the selections made in Addendum 2 and will be approved by the Professional. We have not included any cost for any mockup for paint or any other material to be installed on this project.

Ceramic wall and floor tile is to be installed in the renovated bathrooms. We understand that the floor tile is to

be installed on a new mud bed, however, we assume that the existing concrete substrate will not require any repair. The wall tile shall be installed to the ceiling elevation and will be coordinated with the Department. The

Basis of Design has been provided in Addendum 2 and shall be used in Construction Documents.

Plumbing

The existing plumbing fixtures in the bathrooms to be renovated will be removed and disposed. These fixtures

are to be replaced with Basis-of-Design fixtures identified in the MEP Design Narrative dated July 8, 2019. The

associated sanitary and water piping will be removed back to nearby risers and replaced with new. The existing water fountain located in the corridors are to be removed and replaced with new drinking fountains. Associated

piping and risers will be removed and replaced.

Mechanical

We understand that the Design Intent for the HVAC renovations of the office spaces is to create new control

zones. The existing trunk lines located in the corridor areas will be utilized to install new VAV boxes and

branch connections into the new zones. All existing ductwork and grilles/registers/diffusers serving the existing areas to be renovated shall be removed back to the trunk lines. Thermostats indicated to be demolished, shall be

removed in their entirety and we have included costs to patch wall at those locations. Per the RFP documents,

there are existing FCU units to be removed and we understand the coils are supplied by hydronic piping. We have included the cost to drain and flush these lines prior to reconnecting them to new units. The existing

exhaust systems located within the bathrooms are to be removed back to the existing riser and will be made

airtight to prevent construction contaminants from entering the system. We have included all necessary insulation of the new piping. We have not included insulation of the existing 4 pipe system in our proposal.

New exhausts systems in the bathrooms will be tied into the existing risers with new ductwork.

Per the specifications, we will employ the services of an independent agent to perform commissioning services

which must be performed prior to project completion. A full copy of the commissioning report will be submitted to the Professional upon completion. We have not included any cost for maintenance or repair of HVAC

equipment, except those we have installed, that services the new HVAC Work or any other devices, equipment,

or appurtenances throughout the building. We have assumed that if existing equipment is found to be defective and it prohibits the completion of the commissioning, the Client Agency will be responsible for their repair

and/or replacement and additional contract time will be given to us.

The existing project space is not currently sprinkled. Per the written narrative, fire protection is not applicable to

this project under section 804 of the IEBC. We have not included any costs for Fire Protection System Design or Construction.

Electrical

We have included the furnishing and installation of black GFCI and brass cover plates as identified in the scope

of work. Included in the written narrative of work and not shown on the plans are receptacles and data

connections based on workstation counts. We have not included the amount indicted in the narrative but we have included what is shown on bridging documents page E201, (71) duplex receptacles, (165) quad receptacles,

and the following data drops (3) TV and (3) camera locations, (13) 2 cable, (121) 4 cable, (6) 6 cable and (18) 10

cable. On E202 (63) duplex receptacles, (39) quad receptacles, and the following data drops (1) 2 cable and (39)

4 cable. We have included installing new circuit breakers in the existing panel boards as not affect the grandfather clause in the specifications. In the written narrative there is a discussion about cabinet unit

heaters. There are no cabinet unit heaters listed on the plans so we have not included that work on our

proposal. Lighting controls for the project have been included as indicated E101 and E-102 which includes the stand-alone line voltage sensors for the network lighting controls. We have included the stand-alone lighting

controls for the restrooms. Per the documents the lighting circuits are to be re-utilized circuits currently residing

on each floor for normal and normal/emergency lighting circuits. We have included the relocation of the data

rooms as indicated on the documents and we understand that the Owner is supplying the network switches and that the data lines and telephone lines will be terminated directly on the patch panels. We have included a new

2-4.2: WORK PLAN fire alarm system and the full security and card reader system. We have not included cost for the Senate Speaker

System.

MANAGING & MINIMIZING RISK

In an effort to manage and minimize DGS’s risk in the design-build process, JEM Group utilizes the following methods

based on past experience and knowledge of DGS projects:

JEM Group maintains a standard for a clean, orderly and organized jobsite, creating an atmosphere conducive to safety and

quality performance. This standard is the result of proper and organized planning that begins from the Letter of Intent and extends throughout construction. Immediately following the Initial Job Conference, we will meet withto thoroughly

understand the Department’s operations and site logistics. We will then coordinate with the subcontractors to ensure that

we have a mutual understanding of the site and what is expected of each party.

CRITICAL ISSUES

Coordination with Design Professional Team

Having worked on DGS Design Build projects in the past, JEM Group has learned that successful projects depend on strong

coordination between the Design Professional Team and the Department. The following are lessons learned we would bring

to this project:

1. Unhindered flow of information between the Professional, JEM Group, and the Department.

2. Consistent and regular communication between JEM Group and the Professional

3. Early understanding of Project Code Requirements including all applicable International Codes.

4. Early analysis of existing conditions including mechanical and electrical systems.

5. Thorough understanding of the Design Process

To ensure success in these areas, one of the first actions that JEM will take once awarded the project is to

direct their Design Professional to review and analyze the information provided in the RFP documents. The

purpose of this review is to determine if there is any missing critical information that could potentially hinder

the Team from completing their design. If key information is missing, JEM Group will submit a request for

this information from the Department or will direct the Design Professional Team to obtain the information

from existing site conditions. JEM Group has learned missing and incomplete information slows the design

process and by recognizing and obtaining this information early will assist in avoiding potential schedule

impacts later in the project.

Furthermore, JEM Group will be holding weekly meetings with the Design Build Team. Items to be discussed will include, among others, the following: Status of Design, potential issues and solutions, critical tasks,

milestones, etc. By holding these regular meetings, JEM Group will be able to recognize potential impacts to the

Design Schedule and work with the team to resolve those issues.

Public Bid

As part of the Design Build Process, JEM Group understands that we must meet the Requirements of the

Separations Act which include the public solicitation of the Mechanical, Electrical, and Plumbing Scopes of Work. JEM Group will utilize a process that has been used successful on our past DGS Design Build Project. A

more detailed narrative will be provided after award of the Contract but generally, the process shall be as

follows:

1) Completion and Approval of Construction Documents by the Department.

2) Posting of bid documents to a public bid advertisement module and the Department’s emarketplace. Bid

Documents to include drawings, specifications, Summary of Work, JEM Group’s Safety Policy, etc.

3) Pre-Proposal Meeting for interested parties to attend.

4) Period of time for interested parties to submit RFI’s and response by the Design Professional Team.

5) Public Bid Opening to be held in the presence of the Department’s Representative

6) Period of Time for Protests

7) Award of Bid and submission of Notarized Affidavit to the Department.

2-4.2: WORK PLAN

Coordination with Subcontractors

We understand that coordination between subcontractors will be key component for project success. We will utilize key

subcontractors which will include, among others, the following: Demolition, Metal Studs and Gypsum Board, Acoustical

Ceiling, Flooring, Mechanical, and Electrical. As the Design Build Contractor, JEM Group will coordinate the efforts subcontractors from start to finish. Key components including sharing submittal information, sequencing the work in

accordance with the project schedule, and ensuring adherence to specific site usage requirements. Upon receiving the Letter

of Intent from DGS, JEM Group will contract with the selected subcontractors.

Key Coordination items include:

- Site Layout and Safety Requirements

- Submittals

- Material Purchase and Delivery

- Project sequence, schedule and budget

We will ensure that the subcontractors and on-site workers understand the Owner’s expectations, the design

intent, as well as the project budget and schedule. Bi-weekly job conferences with the project team – Owner,

architects, contractor and key subcontractors – aligns Owner expectations and design intent with the work to be

complete. Weekly coordination meetings with the superintendent and site workers ensure that everyone understands their role and the work to be completed that week.

Coordination with DGS

Given the experience that has been obtained by working on multiple DGS projects, JEM Group has learned successful

projects require more than just “Owner-Contractor” mentality. They also require an Owner-Contractor team mentality in

which DGS, the Professional, and JEM Group share collaborative efforts to complete a successful project. Given this knowledge JEM Group has learned that coordination with DGS and the Professional require the following:

- When project challenges arise, effectively dictating those challenges to the team.

- Offering, where capable, solutions to project challenges and presenting them to the team.

- Understanding the overall design intent of the project.

ADHERENCE TO CONTRACT SEQUENCES AND WORK AREA SEPARATION We understand the work will be sequenced as follows:

1. Establishment of Dust Protection 2. Renovation of First Floor Office Spaces, First Floor Library, and Restrooms on the 1st, 3rd, and 5th floors.

3. Renovation of Ground Floor Office Space and Restrooms on the Ground Floor, 2nd Floor, and 4th Floors.

4. Renovate Restrooms 5. Renovate Ground Floor Office Space.

Addressing schedule slippage is critical on a project with multiple deadlines. Jem Group uses several techniques to monitor schedule progress on a regular basis to detect slippage early and take immediate measures to conteract it:

- We utilized well-coordinated CPM schedule that brings together our broad construction experience while

incorporating subcontractor input. This creates ownership and buy-in by all companies involved in the project.

We plan six to eight weeks in advance on a weekly basis, verifying material deliveries, holding pre-installation

meetings, and pressing for swift resolution of open issues. - We hold weekly pull forward white board planning sessions with all trades to address the past week

performance and the upcoming weeks workload. These sessions also look several weeks in the future to keep

upcoming milestone objectives clearly in sight. - If slippage is detected, recovery planning sessions are held with the responsible trades to develop and

implement immediate action toward getting back on schedule.

- Coordination of site operations with our subcontractors and other trade contractors to ensure an efficient

workflow.

2-4.2: WORK PLAN

SITE OPERATIONS, LOGISTICS, JOBSITE CONTROLS, & PRACTICES JEM Group maintains a standard for a clean, orderly and organized jobsite, creating an atmosphere conducive to safety and

quality performance. This standard is the result of proper and organized planning that begins from the Letter of Intent and extends throughout construction. Immediately following the Initial Job Conference, we will meet with DGS to thoroughly

understand the Department’s operations and site logistics. We will then coordinate with the subcontractors to ensure that

we have a mutual understanding of the site and what is expected of each party. Based on information provided in the bidding

documents, we have already started planning the following items: - Employee and subcontractor orientation prior to site mobilization.

- Meticulous material coordination – timely deliveries, proper and secure storage, easy accessibility when work

begins. - Multi-sequence project coordination and timing

Document Control

From our previous work with DGS, we understand that we will utilize e-Builder for all project management and document

controls. Because e-Builder is not accessible to our subcontractors, we incorporate additional software tools for better

collaboration with the trades. These include document management systems, such as Sage, Bluebeam, Microsoft Project, and SharePoint.

Sage Project Management & SharePoint create a document database management tool with a broad range of capabilities. These software platforms allow complete sharing of project data to all project stakeholders: DGS, subcontractors, etc.

Recent versions have provided web-based access from any internet connection via the issuance of discrete user names and

passwords.

Some of the benefits of our document management approach include:

- Provides visibility into subcontractor performance - Enables timely payment for completed work to avoid claims and resolve disputes

- Enables users to respond to information requests by cross referencing and linking documents for quick and

easy retrieval

- Maintains historical data that can be used for the life of the project

By utilizing the latest proven technologies into the project, we empower a collaborative environment amongst all stakeholders, enabling the project to succeed with the greatest efficiency, quality and safety.

Microsoft Project 2016: scheduling software provides an expanded level of control in comparison to previous versions of

this product. It is designed to handle large-scale, highly sophisticated, multifaceted projects, and can manage projects with up to 100,000 discrete activities. Some of the Microsoft Project benefits include:

- Plan, schedule and control complex projects

- Allocate best resources and track progress - Monitor and visualize project performance vs. plan

- Conduct what-if analysis and analyze alternative project plans

SAFETY PLAN, MANAGEMENT, & MONITORING

Standard Safety Policy

Our philosophy on well-being on all our projects is that it is our responsibility to ensure safety on our jobsites. Our on-site

project superintendent. We will require each subcontractor to submit their safety program and SDS program for review. Copies will be maintained in our office trailer, should a need for their use arise.

We will also meet with your representatives and adopt any additional safety requirements for the project site. We will

monitor safety rules to the subcontractors at the pre-installation meetings and weekly foremen meetings. In addition, we will also communicate these rules to all subcontractors at the job conferences.

“Toolbox Meetings” are held weekly by the Site Superintendent and the trade foremen. During the meeting, the “Toolbox” newsletter is discussed, project safety is reviewed, concerns are noted, suggestions are made, and next steps are laid out.

2-4.2: WORK PLAN Safety Training Programs / Certifications

Each of our project managers are required to complete OSHA’s 30-hour certification program. In addition, all project

superintendents are required to have completed the 30-hour OSHA safety training course and maintain a current First Aid and CPR card. We also have a company Safety Committee comprised of project superintendents, project managers and field

foremen. Their proactive approach to safety will assure you of a safe, efficient project. Our subcontract agreement requires

all subcontractors to have, at a minimum, one person on-site who has completed the 10-hour OSHA training course.

JEM Group has also partnered with the OSHA Consultation Program and we are an active participant and utilize it on most

of our projects. Our established safety program includes:

Procedure

We have a firm commitment to provide and maintain a safe working environment on all our projects. It is the policy of our

management that all practical efforts are made to provide a safe and healthy workplace, and to do everything reasonable to protect jobsite personnel, owner’s personnel, the public and property from accident or harm. To be effective, the safety

program requires full effort and attention from all members of the project team.

Written Safety Program

• All of our project managers, field managers and on-site team members are required to follow the Safety Program.

• We ensure that all our programs coordinate with those required by OSHA.

• Our on-site supervisory staff members are required to have 30-hour OSHA certification. The project superintendent

serves as the daily on-site safety officer.

• Rick Scott will visit the site on a regular basis to focus on safety, quality and schedule adherence.

Safety Walk-Thru’s & Reviews

In order to ensure that all parties involved with the project understand the safety program, we implement the following

strategies:

• Daily safety walk-throughs of the project site and results

recorded

• Weekly site safety meetings

• Hazard Analysis form is required for each task

• Monthly Audit

QUALITY ASSURANCE/QUALITY CONTROL Our goal with every project is to construct it right the first time. Gary Mizla, our on-site Superintendent, is our first line of

defense, and he will monitor quality daily. We understand that all work must conform to the contract documents and that expectations are set with all subcontractors and suppliers.

Quality Control Program

Quality control represents an increasingly important concern for the Design-Build team. Defects or failures in constructed

facilities can result in very large costs. Even with minor defects, re-construction may be required and facility operations

impaired. Increased costs and delays are the result. The team wants to ensure that the job is done right the first time.

As with cost control, the most important decisions regarding the quality of a completed facility are made during the design

and planning stages rather than during construction. It is during these preliminary stages that component configurations,

material specifications and functional performance are decided. Quality control during construction consists largely of insuring conformance to the original design and planning decisions.

With the attention to conformance as the measure of quality during the construction process, the specification of quality

requirements in the design and contract documentation becomes extremely important. Quality requirements should be clear, so that all parties in the project can understand the requirements for conformance.

2-4.2: WORK PLAN While the construction process sometimes requires the services of inspectors, we cannot emphasize strongly enough, that

inspectors are only a formal check on quality control. Quality control should be a primary objective for ALL the employees

of the Design-Build team. Employees should take responsibility for maintaining and improving quality control. Employee participation will be encouraged in quality control, including the introduction of new ideas. Most important of all, quality

improvement can serve as a stepping stone for improved productivity. By suggesting new work methods, by avoiding

rework, and by avoiding long term problems, good quality control can pay for itself. JEM Group will lead the team to promote good quality control and seek out contractors who maintain such standards.

Quality control in construction typically involves insuring compliance with minimum standards of material and

workmanship. In contrast, to the traditional approach of quality control, is the goal of total quality control. Total quality control is a commitment to quality expressed in all parts of the organization and typically involves many elements. Design

reviews to insure safe and effective construction procedures are a major element. Other elements include extensive training

for personnel, shifting the responsibility for detecting defects from quality control inspectors to workers, and continually maintaining equipment. Workers involvement in improved quality control will be formalized by the Quality Control

Committees.

The Design-Build team has adopted, what many companies have already found, that a commitment to total quality control

has substantial economic benefits that had been unappreciated in traditional approaches. Expenses associated with inventory,

rework, scrap and warranties were reduced. Worker enthusiasm and commitment improved. Customers often appreciated

higher quality work and would pay a premium for good quality. As a result, improved quality control becomes a competitive advantage.

CLOSEOUT PROCESS When we have reached substantial completion, we will ensure that all work required by the contract was been performed; that all work strictly complies with the plans, specifications and approved submittals; and that all and documentation has

been properly performed and submitted in accordance with the requirements of the specifications. Concurrently, we will

generate a checklist for action. This checklist will itemize all close-out documents required (as-built drawings, O&M manuals, guarantees, maintenance bonds, certification for materials, equipment and/or labor, testing lab reports, general

releases, etc.) Once we confirm that we have properly addressed our list of incomplete and/or defective work, we will

request that DGS and the architects prepare a punch list. After we complete these punch list items, we will issue a letter to

DGS certifying final completion of our work and requesting final inspection. After verification, we will request final completion acceptance.

2.4.3

SCHEDULE NARRATIVE INTRODUCTION Through our development and management of aggressive, yet realistic schedules, we are very proud of our ability to deliver quality projects completed within their scheduled durations. Our team works diligently throughout the construction process to manage the schedule and continually communicate potential issues and schedule-impacting scope items to the team and to the Owner. Schedules are updated weekly through meetings with our Project Superintendents, when coordination of current and upcoming activities take place to prevent schedule pushes. Our schedule management system is summarized in our “9 Steps.” Each step is critical to clear potential issues that could cause delays and extend the completion date. Implementing each of the 9 Steps allows us to bring the schedule to life and use it as a driving tool towards project success. Steps 1 through 5 are management techniques geared towards preventing delays. The last four steps are directives in case delays do occur. Step 7, for example, has to do with performance evaluation. Step 9 is the most critical, so as to keep everyone accountable for deliverables and to make sure that the work progress is transparent and consistently updated for all stakeholders. Every schedule update is put through a thorough evaluation to determine how the progress to date compares with the project plan. Our team is provided with real-time data to give them all the information necessary to evaluate performance. This allows us to react immediately in the event of a delay along with recommendations for recovery.

PRELIMINARY OVERVIEW SCHEDULE JEM Group understands that the Department of General Services allows 60 days from proposal submission until Notice of Selection. In an effort to provide a reasonable and cost-effective project schedule, we have assumed that DGS will issue a Letter of Intent by November 18, 2019. We anticipate our Design Services will be complete by May 21, 2020 and Completion of our Construction by August 4, 2021. Our main priority after receiving the Letter of Intent will be to begin design. As this process is critical to the project completion, we will be diligent in meeting our design phase milestones so that Construction can begin on time. We also request that the Design Review by the Department be reasonably prompt so we may affectively achieve our schedule. We have created our CPM schedule which has been included in this submission. Please see our attached proposed preliminary project schedule, which outlines our assumptions for approvals and work start up, as well as our sequencing of the building to best accommodate the work of the ceiling and wall subcontractor.


Qualification Forms

2-4.1 │

2-4.3 │

2-4.4 │

PROJECT MASTER SCHEDULE2-4.2 │

2-4.3 SCHEDULE

SCHEDULE NARRATIVE

General Conditions

We understand the sequence of operation to be as follows:

Sequence 1

- Relocate Data and Wiring to 2nd Floor

- Renovate 1st Floor Office Space and Library

- Renovate 1st Floor Men’s and Women’s Restrooms

- Renovate 3rd Floor Men’s and Women’s Restrooms


Sequence 2


- Renovate Ground Floor Men’s and Women’s Restrooms

- Renovate 2nd Floor Men’s and Women’s Restrooms


Sequence 3


- Renovate Basement Men’s and Women’s Restrooms

Sequence 4

- Renovate remaining Ground Floor Office Spaces

Per the written narrative, sequences must be completed and Certificates of Occupancy (COO) must be

obtained prior to starting the subsequent sequence. Based on our walkthrough, we understand that the

Client Agency will be relocating staff members to accommodate the construction project and a major

objective of this project is to provide them with proper notification. Therefore, we will be regularly

updating the project schedule based on status of sequences and anticipated completion and starting

dates. These updates will be provided to the Department of Client Agency at the bi-weekly job

conferences or as needed.

The proposed renovations to the office spaces occur near or adjacent to areas that will be occupied by

staff members. We understand that prevention of dust into those areas is important to both the Client

Agency and the Department. As such, we have included the provision of dust control methods that will

include temporary barriers between our construction zone and other areas. Furthermore, we will utilize

negative air machines, as necessary, to keep dust and other airborne contaminants within the

construction zone.

Per the project documents, the existing flooring in the corridors is not to be removed. We recognize

that, because our construction operations require us to utilize these areas, the flooring will need to be

protected from damage. We have included the installation of protective material over the existing

flooring which will be in place throughout the duration of each sequence and will be suitable to sustain

our construction equipment. If at any time this material becomes damaged and can no longer provide

necessary protection, it will be immediately removed and replaced.

Selective Demolition

The RFP documents state that certain materials that are to be removed contain asbestos which requires,

per standard construction practice, the adherence to very specific and strict guidelines. The

subcontractor we will employ to remove asbestos containing materials, has a deep knowledge and

2-4.3 SCHEDULE

expertise in this process. Certifications and/or resumes will be provided to the Department prior to

commencing removal of asbestos. Prior to removing asbestos containing material, the area will be

quarantined using plastic sheeting taped at the perimeter. Signs will be placed outside the protected

area to alert personal of asbestos removing activities and prohibit them from entering the area. Walk

off mats will be placed outside the barrier entrances to prevent the spreading of asbestos by foot traffic.

Employees who are responsible to remove asbestos shall be required to wear protective suits and

respirator masks to eliminate health risks. Materials containing asbestos shall be placed in a plastic bag

and taped shut prior to leaving the quarantined area. The material will then be removed from the site

and disposed of at an approved facility.

Materials that are selected to be demolished will be removed by the designated freight elevator located

within the North Office Building. Existing flooring adhesives to be removed will be diamond ground

down to the existing substrate. We have assumed that the existing substrate is within acceptable

tolerances to accept new finishes and therefore have not included any floor repair, however, we will

perform Floor Flatness (FF) and Levelness (FL) testing if needed.

Marble Cleaning and Repairs

For the Marble Cleaning on the Ground and First Floor Corridors, we will employ a subcontractor who

is skilled in this area and has extensive knowledge of effective marble cleaning products/processes,

salvaging of existing marble, dutchmen repairs, etc. JEM intends to employ a subcontractor who has

specifically performed work in Pennsylvania Capitol Projects previously. For the Marble Repairs at the

water fountains, we have assumed there is enough material available within the abandoned stairwell to

complete the repairs. Repair of stairwell walls harvested for marble is not included. The performance

of the Marble Cleaning will take place near the end of the respective sequences when dust has subsided.

Millwork

Per the Bid Drawings, the existing shelving is to be covered to match the adjacent finish surfaces. We

have included 450 SF of new paneling at these areas that will be fastened directly to the existing

shelving frame. Finish Color is to be selected and approved by our Retained Professional.

Doors

The existing doors located in the corridors of the Ground and 1st Floors are indicated to be replaced

with new solid wood core doors. The existing frames are to remain. We have include costs of repair

and preparation of the existing frames to receive new door slabs. Doors that have been indicated to

receive new transoms, will receive new fire and safety rated glass in the existing frames. Doors will be

prefinished and stained in Color selected by the Professional.

Finishes

New partitions will be completed with 20 gauge metal studs that will be mechanically fastened to the

existing concrete slab and will terminate at the ceiling elevation. Per code, the tops of the partitions

will be braced to the structural steel joists overhead. Partitions in the office spaces will be filled with

sound attenuation insulation and will be completed with 5/8” drywall. We have included costs to

install moisture resistant gypsum board in the bathrooms. All new gypsum board will receive a level 4

finish.

The existing perimeter walls on the ground floor and first floor office spaces are to be laminated. To

complete this work we will install mechanically fastened furring into the existing exterior walls. New

gypsum board will then be installed over the new furring. We have assumed that the existing walls to

receive this lamination are capable of supporting the load of the new furring and gypsum board. Per

Code compliance requirements, no insulation at these locations has been included.

2-4.3 SCHEDULE

Painting color shall match the selections made in Addendum 2 and will be approved by the

Professional. We have not included any cost for any mockup for paint or any other material to be

installed on this project.

Ceramic wall and floor tile is to be installed in the renovated bathrooms. We understand that the floor

tile is to be installed on a new mud bed, however, we assume that the existing concrete substrate will

not require any repair. The wall tile shall be installed to the ceiling elevation and will be coordinated

with the Department. The Basis of Design has been provided in Addendum 2 and shall be used in

Construction Documents.

Plumbing

The existing plumbing fixtures in the bathrooms to be renovated will be removed and disposed. These

fixtures are to be replaced with Basis-of-Design fixtures identified in the MEP Design Narrative dated

July 8, 2019. The associated sanitary and water piping will be removed back to nearby risers and

replaced with new. The existing water fountain located in the corridors are to be removed and replaced

with new drinking fountains. Associated piping and risers will be removed and replaced.

Mechanical

We understand that the Design Intent for the HVAC renovations of the office spaces is to create new

control zones. The existing trunk lines located in the corridor areas will be utilized to install new VAV

boxes and branch connections into the new zones. All existing ductwork and grilles/registers/diffusers

serving the existing areas to be renovated shall be removed back to the trunk lines. Thermostats

indicated to be demolished, shall be removed in their entirety and we have included costs to patch wall

at those locations. Per the RFP documents, there are existing FCU units to be removed and we

understand the coils are supplied by hydronic piping. We have included the cost to drain and flush

these lines prior to reconnecting them to new units. The existing exhaust systems located within the

bathrooms are to be removed back to the existing riser and will be made airtight to prevent construction

contaminants from entering the system. We have included all necessary insulation of the new piping.

We have not included insulation of the existing 4 pipe system in our proposal. New exhausts systems

in the bathrooms will be tied into the existing risers with new ductwork.

Per the specifications, we will employ the services of an independent agent to perform commissioning

services which must be performed prior to project completion. A full copy of the commissioning report

will be submitted to the Professional upon completion. We have not included any cost for maintenance

or repair of HVAC equipment, except those we have installed, that services the new HVAC Work or

any other devices, equipment, or appurtenances throughout the building. We have assumed that if

existing equipment is found to be defective and it prohibits the completion of the commissioning, the

Client Agency will be responsible for their repair and/or replacement and additional contract time will

be given to us.

The existing project space is not currently sprinkled. Per the written narrative, fire protection is not

applicable to this project under section 804 of the IEBC. We have not included any costs for Fire

Protection System Design or Construction.

Electrical

We have included the furnishing and installation of black GFCI and brass cover plates as identified in

the scope of work. Included in the written narrative of work and not shown on the plans are receptacles

and data connections based on workstation counts. We have not included the amount indicted in the

narrative but we have included what is shown on bridging documents page E201, (71) duplex

receptacles, (165) quad receptacles, and the following data drops (3) TV and (3) camera locations, (13)

2 cable, (121) 4 cable, (6) 6 cable and (18) 10 cable. On E202 (63) duplex receptacles, (39) quad

receptacles, and the following data drops (1) 2 cable and (39) 4 cable. We have included installing new

circuit breakers in the existing panel boards as not affect the grandfather clause in the specifications. In

2-4.3 SCHEDULE

the written narrative there is a discussion about cabinet unit heaters. There are no cabinet unit heaters

listed on the plans so we have not included that work on our proposal. Lighting controls for the project

have been included as indicated E101 and E-102 which includes the stand-alone line voltage sensors

for the network lighting controls. We have included the stand-alone lighting controls for the

restrooms. Per the documents the lighting circuits are to be re-utilized circuits currently residing on

each floor for normal and normal/emergency lighting circuits. We have included the relocation of the

data rooms as indicated on the documents and we understand that the Owner is supplying the network

switches and that the data lines and telephone lines will be terminated directly on the patch panels. We

have included a new fire alarm system and the full security and card reader system. We have not

included cost for the Senate Speaker System.

ID Task

Mode

Task Name Duration Start Finish Predecessors

1 Notice of Award (MS) 1 day Mon

11/18/19

Mon

11/18/19

2 Initial Job Conference (MS) 1 day Thu

11/28/19

Thu

11/28/19

1FS+7 days

3 Mobilization (MS) 1 day Tue

12/10/19

Tue

12/10/19

2FS+7 days

4 Design Services 125 days Fri 11/29/19 Thu 5/21/20

5 Existing Conditions

Verification

5 days Fri 11/29/19 Thu 12/5/19 2

6 Existing Conditions

Documentation Generation

10 days Fri 12/6/19 Thu

12/19/19

5

7 Programming 10 days Fri 12/20/19 Thu 1/2/20 6

8 Schematic Design Generation 10 days Fri 1/3/20 Thu 1/16/20 7

9 Preliminary Design

Submission (MS)

1 day Thu 1/16/20 Thu 1/16/20 8FF

10 Submission Review Period 10 days Fri 1/17/20 Thu 1/30/20 9

11 Design Documents

Generation

30 days Fri 1/31/20 Thu 3/12/20 10

12 Final Design Submission (MS) 1 day Thu 3/12/20 Thu 3/12/20 11FF

13 Submission Review Period 10 days Fri 3/13/20 Thu 3/26/20 12

14 Issue for Permit (MS) 1 day Thu 3/26/20 Thu 3/26/20 13FF

15 Permit Review Period 30 days Fri 3/27/20 Thu 5/7/20 14

16 Construction Documents

Generation

10 days Fri 5/8/20 Thu 5/21/20 15

17 Issue Construction

Documents (MS)

1 day Thu 5/21/20 Thu 5/21/20 16FF

18 Construction 314 days Fri 5/22/20 Wed 8/4/21

19 Bid/Award MEP Trades 30 days Fri 5/22/20 Thu 7/2/20 17

20 Award General Trades 10 days Fri 5/22/20 Thu 6/4/20 17

21 Review/Approval MEP Trade

Submittals

3 wks Fri 7/3/20 Thu 7/23/20 19

22 Review/Approval General

Trades Submittals

3 wks Fri 6/5/20 Thu 6/25/20 20

23 Sequence 1 Construction 116 days Fri 6/26/20 Fri 12/4/20

24 First Floor Office Spaces 110 days Fri 6/26/20 Thu

11/26/20

25 Rel. Data Wiring and

Equipment to 2nd Floor

2 wks Fri 7/24/20 Thu 8/6/20 21

26 Install Temporary

Protcection

1 day Fri 6/26/20 Fri 6/26/20 22

11/18

11/28

1/16

3/12

3/26

5/21

October November December January February March April May June July August September October November December January February March April May June July August September

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Senate North Office Building

DGS Project # C-0948-0096.1

Thu 9/19/19

Page 1

ID Task

Mode


27 Selective Demolition 9 days Mon

6/29/20

Thu 7/9/20 26

28 Framing 2 wks Fri 7/10/20 Thu 7/23/20 27

29 Perimeter Walls 3 wks Fri 7/24/20 Thu 8/13/20 28

30 New Gyspsum Board 4 wks Fri 8/21/20 Thu 9/17/20 28,29,48

31 Prep existing door

frames for new door

slabs

1 wk Fri 7/10/20 Thu 7/16/20 27

32 Install new door frames 2 wks Fri 9/18/20 Thu 10/1/20 30

33 Install New Doors 2 wks Fri 10/2/20 Thu

10/15/20

31,32

34 Painting New Partitions 4 wks Fri 9/18/20 Thu

10/15/20

30

35 Painting New Doors 2 wks Fri 10/16/20 Thu

10/29/20

32,33

36 Install ceilings 3 wks Fri 10/16/20 Thu 11/5/20 34,44

37 Install New Carpet Tile 2 wks Fri 10/30/20 Thu

11/12/20

34,35

38 Install Paneling at

Library

1 wk Fri 10/30/20 Thu 11/5/20 35

39 Install new suspended

ceiling at Library

1 wk Fri 11/6/20 Thu

11/12/20

38

40 Install New Ceramic Tile

at the Library

2 wks Fri 11/13/20 Thu

11/26/20

36,39

41 Marble Cleaning at

Corridor

2 wks Fri 11/13/20 Thu

11/26/20

34,35,36,37

42 HVAC Demolition 1 wk Fri 7/10/20 Thu 7/16/20 27

43 Install New VAV Boxes 2 wks Fri 7/17/20 Thu 7/30/20 42

44 Install New Ductwork 2 wks Fri 7/31/20 Thu 8/13/20 43

45 Install New HVAC

Fixtures

1 wk Fri 11/6/20 Thu

11/12/20

36

46 Balancing 1 day Fri 11/13/20 Fri 11/13/20 43,44,45

47 Electrical Demo 2 wks Fri 7/10/20 Thu 7/23/20 27

48 Electrical Rough In 4 wks Fri 7/24/20 Thu 8/20/20 28,47

49 Electrical Trim Out 1 wk Fri 10/16/20 Thu

10/22/20

34

50 Lighting Fixtures 2 wks Fri 11/6/20 Thu 11/19/2036

51 Demolition Existing

Water Fountains

1 day Fri 6/26/20 Fri 6/26/20 22

52 Install plubming lines for

Drinking Fountaion

1 wk Mon

6/29/20

Fri 7/3/20 51


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Thu 9/19/19

Page 2

ID Task

Mode


53 Install Drinking Fountain 1 day Mon 7/6/20 Mon 7/6/20 52

54 Completion - 1st Floor

Office Spaces (MS)

1 day Thu

11/26/20

Thu

11/26/20

41FF,46FF,49FF,52FF

55 Mens & Womens

Restroom - 1st Floor

48 days Fri 6/26/20 Tue 9/1/20

56 Demolition 1 wk Fri 6/26/20 Thu 7/2/20 22

57 Framing 3 days Fri 7/3/20 Tue 7/7/20 56

58 Gypsum Board 1 wk Fri 7/24/20 Thu 7/30/20 57,72,76

59 Perimeter Walls 1 wk Fri 7/3/20 Thu 7/9/20 56

60 Install Door Frames 3 days Fri 7/31/20 Tue 8/4/20 58

61 Install New Doors 1 wk Wed 8/5/20 Tue 8/11/20 60

62 New Ceramic Wall Tile 1 wk Fri 7/31/20 Thu 8/6/20 58,59

63 Install Ceramic Floor Tile 2 wks Fri 8/7/20 Thu 8/20/20 62

64 Install New Ceillings 1 wk Fri 7/31/20 Thu 8/6/20 58,59,69,72

65 Toilet Partitions 1 wk Fri 8/21/20 Thu 8/27/20 63,64

66 Toilet Accessories 3 days Fri 8/28/20 Tue 9/1/20 65

67 HVAC Demolition 2 days Fri 7/3/20 Mon 7/6/20 56

68 Install FCU 2 days Tue 7/7/20 Wed 7/8/20 67

69 Install New Ductwork 3 days Thu 7/9/20 Mon 7/13/2067,68

70 Mechanical Trim Out 2 days Fri 8/7/20 Mon 8/10/2064,69

71 Electrical Demolition 1 day Fri 7/3/20 Fri 7/3/20 56

72 Electrical Rough In 1 wk Wed 7/8/20 Tue 7/14/20 57,71

73 Electrical Trim Out 4 days Fri 7/31/20 Wed 8/5/20 58,59

74 Lighting Fixtures 1 day Fri 8/7/20 Fri 8/7/20 64

75 Remove and Store

Plumbing Fixtures

1 wk Fri 7/3/20 Thu 7/9/20 56

76 Install New Plumbing

Lines

2 wks Fri 7/10/20 Thu 7/23/20 75

77 Plumbing Fixtures 1 wk Fri 7/31/20 Thu 8/6/20 58,59,76

78 Completion of Restroom

(MS)

1 day Tue 9/1/20 Tue 9/1/20 66FF,70FF,77FF

79 Mens & Womens

Restroom - 3rd Floor

48 days Fri 7/3/20 Tue 9/8/20






85 Install New Doors 1 wk Wed 8/12/20Tue 8/18/20 84


11/26

9/1


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Thu 9/19/19

Page 3

ID Task

Mode






91 HVAC Demolition 2 days Fri 7/10/20 Mon 7/13/2080

92 Install FCU 2 days Tue 7/14/20 Wed 7/15/2091




96 Electrical Rough In 1 wk Wed 7/15/20Tue 7/21/20 81,95

97 Electrical Trim Out 4 days Fri 8/7/20 Wed 8/12/2082,83


99 Remove and Store

Plumbing Fixtures

1 wk Fri 7/10/20 Thu 7/16/20 80


Lines

2 wks Fri 7/17/20 Thu 7/30/20 99



(MS)


103 Mens & Womens

Restroom - 5th Floor

48 days Fri 7/10/20 Tue 9/15/20






109 Install New Doors 1 wk Wed 8/19/20Tue 8/25/20 108






115 HVAC Demolition 2 days Fri 7/17/20 Mon 7/20/20104

116 Install FCU 2 days Tue 7/21/20 Wed 7/22/20115




120 Electrical Rough In 1 wk Wed 7/22/20Tue 7/28/20 105,119

121 Electrical Trim Out 4 days Fri 8/14/20 Wed 8/19/20106,107


9/8


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Thu 9/19/19

Page 4

ID Task

Mode


123 Remove and Store

Plumbing Fixtures

1 wk Fri 7/17/20 Thu 7/23/20 104


Lines

2 wks Fri 7/24/20 Thu 8/6/20 123



(MS)


127 Substantial Completion

Sequence 1 (MS)

1 day Thu

11/26/20

Thu

11/26/20

54FF,78FF,126FF,102FF

128 Punclist 1 wk Fri 11/27/20 Thu 12/3/20 127

129 Partial Certificate of

Occupancy

1 day Fri 12/4/20 Fri 12/4/20 128

130 Completion Sequence 1

(MS)

1 day Fri 12/4/20 Fri 12/4/20 129FF

131 Sequence 2 Consuction 71 days Mon 12/7/20Mon 3/15/21

132 Ground Floor Renovation 71 days Mon

12/7/20

Mon

3/15/21


Protection

1 day Mon

12/7/20

Mon

12/7/20

130

134 Selective Demolition 1 wk Tue 12/8/20 Mon 12/14/20133

135 Framing 1 wk Tue 12/15/20Mon 12/21/20134

136 Perimeter Walls 1 wk Tue 12/15/20Mon 12/21/20134

137 Gypsum Board 2 wks Tue 1/5/21 Mon 1/18/21135,136,151


frames for new door

slabs

1 wk Tue 1/19/21 Mon

1/25/21

137

139 Install new Door Frames 1 wk Tue 1/19/21 Mon

1/25/21

137

140 Install Doors 1 wk Tue 1/26/21 Mon 2/1/21 139

141 Painting Walls 2 wks Tue 1/19/21 Mon 2/1/21 136,137

142 Painting Doors 3 days Tue 2/2/21 Thu 2/4/21 140,141

143 Install Ceilings 2 wks Tue 2/2/21 Mon 2/15/21149,151,141

144 Install New Carpet Tile 1 wk Tue 2/16/21 Mon

2/22/21

141,142,143

145 Install Resilient Base 1 wk Tue 2/23/21 Mon 3/1/21 144

146 Marble Cleaning at

Corridor

2 wks Tue 3/2/21 Mon

3/15/21

145,150,153

147 HVAC Demo 1 wk Tue 12/15/20Mon 12/21/20134

148 Install VAV Boxes 1 wk Tue 12/22/20Mon 12/28/20147

149 Install Ductwork 1 wk Tue 12/29/20Mon 1/4/21 148

150 Mechanical Trim Out 1 wk Tue 2/16/21 Mon 2/22/21143

151 Electrical Rough In 2 wks Tue 12/22/20Mon 1/4/21 135

152 Electrical Trim Out 1 wk Tue 1/19/21 Mon 1/25/21136,137,151

153 Lighting Fixtures 1 wk Tue 2/16/21 Mon 2/22/21143

154 Remove Water Fountain 1 day Tue

12/15/20

Tue

12/15/20

134

9/15

11/26

12/4


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Thu 9/19/19

Page 5

ID Task

Mode


155 Install Plumbing Lines

for Drinking Fountain

1 wk Wed

12/16/20

Tue

12/22/20

154

156 Install New Drinking

Fountain

1 day Wed

12/23/20

Wed

12/23/20

155

157 Completion Ground

Floor Renovations

1 day Tue 2/23/21 Tue 2/23/21 150,152,153,156

158 Mens & Womens

Restroom - Ground Floor

48 days Mon

12/7/20

Wed

2/10/21

159 Demolition 1 wk Mon

12/7/20

Fri 12/11/20 130

160 Framing 3 days Mon 12/14/20Wed 12/16/20159

161 Gypsum Board 1 wk Mon 1/4/21 Fri 1/8/21 105,175,179

162 Perimeter Walls 1 wk Mon 12/14/20Fri 12/18/20 159

163 Install Door Frames 3 days Mon 1/11/21Wed 1/13/21161

164 Install New Doors 1 wk Thu 1/14/21 Wed 1/20/21163

165 New Ceramic Wall Tile 1 wk Mon

1/11/21

Fri 1/15/21 161,162

166 Install Ceramic Floor Tile 2 wks Mon

1/18/21

Fri 1/29/21 165

167 Install New Ceillings 1 wk Mon 1/11/21Fri 1/15/21 161,162,175,172

168 Toilet Partitions 1 wk Mon 2/1/21 Fri 2/5/21 166,167

169 Toilet Accessories 3 days Mon 2/8/21 Wed 2/10/21168

170 HVAC Demolition 2 days Mon 12/14/20Tue 12/15/20159

171 Install FCU 2 days Wed 12/16/20Thu 12/17/20170

172 Install New Ductwork 3 days Fri 12/18/20 Tue 12/22/20171

173 Mechanical Trim Out 2 days Mon 1/18/21Tue 1/19/21 167

174 Electrical Demolition 1 day Mon 12/14/20Mon 12/14/20159

175 Electrical Rough In 1 wk Tue 12/15/20Mon 12/21/20174

176 Electrical Trim Out 4 days Mon 1/11/21Thu 1/14/21 161,162

177 Lighting Fixtures 1 day Mon 1/18/21Mon 1/18/21167


Plumbing Fixtures

1 wk Mon

12/14/20

Fri 12/18/20 159


Lines

2 wks Mon

12/21/20

Fri 1/1/21 178

180 Plumbing Fixtures 1 wk Mon 1/11/21Fri 1/15/21 161,162,179


(MS)

1 day Wed

2/10/21

Wed

2/10/21

169FF,173FF,180FF

182 Mens & Womens

Restroom - 2nd Floor

48 days Mon

12/14/20

Wed

2/17/21


12/14/20

Fri 12/18/20 159


185 Gypsum Board 1 wk Mon 1/11/21Fri 1/15/21 105,199,203




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Thu 9/19/19

Page 6

ID Task

Mode




1/18/21

Fri 1/22/21 185,186


1/25/21

Fri 2/5/21 189



193 Toilet Accessories 3 days Mon 2/15/21Wed 2/17/21192










Plumbing Fixtures

1 wk Mon

12/21/20

Fri 12/25/20 183


Lines

2 wks Mon

12/28/20

Fri 1/8/21 202



(MS)

1 day Wed

2/17/21

Wed

2/17/21

193FF,197FF,204FF

206 Mens & Womens

Restroom - 4th Floor

48 days Mon

12/14/20

Wed

2/17/21


12/14/20

Fri 12/18/20 159







1/18/21

Fri 1/22/21 209,210


1/25/21

Fri 2/5/21 213



217 Toilet Accessories 3 days Mon 2/15/21Wed 2/17/21216









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Thu 9/19/19

Page 7

ID Task

Mode




Plumbing Fixtures

1 wk Mon

12/21/20

Fri 12/25/20 207


Lines

2 wks Mon

12/28/20

Fri 1/8/21 226



(MS)

1 day Wed

2/17/21

Wed

2/17/21

217FF,221FF,228FF


Sequence 2 (MS)

1 day Tue 2/23/21 Tue 2/23/21 157FF

231 Punchlist 1 wk Wed 2/24/21Tue 3/2/21 230


Occupancy

1 day Wed 3/3/21 Wed 3/3/21 231

233 Completion Sequence 2 (MS) 1 day Wed 3/3/21 Wed 3/3/21 232FF

234 Sequence 3 Renovation 61 days Thu 3/4/21 Thu 5/27/21

235 Ground Floor Renovation 61 days Thu 3/4/21 Thu 5/27/21


Protection

1 day Thu 3/4/21 Thu 3/4/21 233

237 Selective Demolition 1 wk Fri 3/5/21 Thu 3/11/21 236

238 Framing 1 wk Fri 3/12/21 Thu 3/18/21 237


240 Gypsum Board 2 wks Fri 4/2/21 Thu 4/15/21 238,239,253


frames for new door

slabs

1 wk Fri 4/16/21 Thu 4/22/21 240

242 Install new Door Frames 1 wk Fri 4/16/21 Thu 4/22/21 240

243 Install Doors 1 wk Fri 4/23/21 Thu 4/29/21 242

244 Painting Walls 2 wks Fri 4/16/21 Thu 4/29/21 239,240

245 Painting Doors 3 days Fri 4/30/21 Tue 5/4/21 243,244

246 Install Ceilings 2 wks Fri 4/30/21 Thu 5/13/21 244,251,253

247 Install New Flooring 1 wk Fri 5/14/21 Thu 5/20/21 244,245,246

248 Install Resilient Base 1 wk Fri 5/21/21 Thu 5/27/21 247

249 HVAC Demo 1 wk Fri 3/12/21 Thu 3/18/21 237

250 Install VAV Boxes 1 wk Fri 3/19/21 Thu 3/25/21 249

251 Install Ductwork 1 wk Fri 3/26/21 Thu 4/1/21 250

252 Mechanical Trim Out 1 wk Fri 5/14/21 Thu 5/20/21 246

253 Electrical Rough In 2 wks Fri 3/19/21 Thu 4/1/21 238

254 Electrical Trim Out 1 wk Fri 4/16/21 Thu 4/22/21 239,240,253

255 Lighting Fixtures 1 wk Fri 5/14/21 Thu 5/20/21 246

256 Remove Water Fountain 1 day Fri 3/12/21 Fri 3/12/21 237



1 wk Mon

3/15/21

Fri 3/19/21 256

3/3


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Thu 9/19/19

Page 8

ID Task

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Fountain

1 day Mon

3/22/21

Mon

3/22/21

257


Floor Renovations

1 day Fri 5/21/21 Fri 5/21/21 252,254,255,258

260 Mens & Womens

Restroom - Basement

Floor

48 days Thu 3/4/21 Mon

5/10/21

261 Demolition 1 wk Thu 3/4/21 Wed

3/10/21

233

262 Framing 3 days Thu 3/11/21 Mon 3/15/21261

263 Gypsum Board 1 wk Thu 4/1/21 Wed 4/7/21 105,277,281

264 Perimeter Walls 1 wk Thu 3/11/21 Wed 3/17/21261

265 Install Door Frames 3 days Thu 4/8/21 Mon 4/12/21263

266 Install New Doors 1 wk Tue 4/13/21 Mon 4/19/21265

267 New Ceramic Wall Tile 1 wk Thu 4/8/21 Wed

4/14/21

263,264

268 Install Ceramic Floor Tile 2 wks Thu 4/15/21 Wed

4/28/21

267

269 Install New Ceillings 1 wk Thu 4/8/21 Wed 4/14/21263,264,277,274

270 Toilet Partitions 1 wk Thu 4/29/21 Wed 5/5/21 268,269

271 Toilet Accessories 3 days Thu 5/6/21 Mon 5/10/21270

272 HVAC Demolition 2 days Thu 3/11/21 Fri 3/12/21 261

273 Install FCU 2 days Mon 3/15/21Tue 3/16/21 272

274 Install New Ductwork 3 days Wed 3/17/21Fri 3/19/21 273

275 Mechanical Trim Out 2 days Thu 4/15/21 Fri 4/16/21 269

276 Electrical Demolition 1 day Thu 3/11/21 Thu 3/11/21 261

277 Electrical Rough In 1 wk Fri 3/12/21 Thu 3/18/21 276

278 Electrical Trim Out 4 days Thu 4/8/21 Tue 4/13/21 263,264

279 Lighting Fixtures 1 day Thu 4/15/21 Thu 4/15/21 269


Plumbing Fixtures

1 wk Thu 3/11/21 Wed

3/17/21

261


Lines

2 wks Thu 3/18/21 Wed

3/31/21

280

282 Plumbing Fixtures 1 wk Thu 4/8/21 Wed 4/14/21263,264,281


(MS)

1 day Mon

5/10/21

Mon

5/10/21

271FF,275FF,282FF


Sequence 3 (MS)

1 day Fri 5/21/21 Fri 5/21/21 259FF,283FF

285 Punchlist 1 wk Mon 5/24/21Fri 5/28/21 284


Occupancy

1 day Mon

5/31/21

Mon

5/31/21

285

287 Completion Sequence 3 (MS) 1 day Mon

5/31/21

Mon

5/31/21

286FF

288 Sequence 4 Renovation 47 days Tue 6/1/21 Wed 8/4/21

289 Ground Floor Renovation 47 days Tue 6/1/21 Wed 8/4/21

5/21

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Thu 9/19/19

Page 9

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Protection

1 day Tue 6/1/21 Tue 6/1/21 287

291 Selective Demolition 1 wk Wed 6/2/21 Tue 6/8/21 290

292 Framing 1 wk Wed 6/9/21 Tue 6/15/21 291

293 Perimeter Walls 1 wk Wed 6/9/21 Tue 6/15/21 291



frames for new door

slabs

1 wk Mon 7/5/21 Fri 7/9/21 294

296 Install new Door Frames 1 wk Mon 7/5/21 Fri 7/9/21 294

297 Install Doors 1 wk Mon 7/12/21Fri 7/16/21 296

298 Painting Walls 6 days Mon 7/5/21 Mon 7/12/21293,294

299 Painting Doors 3 days Mon 7/19/21Wed 7/21/21297,298

300 Install Ceilings 1 wk Tue 7/13/21 Mon 7/19/21298,305,307

301 Install New Flooring 1 wk Thu 7/22/21 Wed 7/28/21298,299,300

302 Install Resilient Base 1 wk Thu 7/29/21 Wed 8/4/21 301

303 HVAC Demo 1 wk Wed 6/9/21 Tue 6/15/21 291

304 Install VAV Boxes 1 wk Wed 6/16/21Tue 6/22/21 303

305 Install Ductwork 1 wk Wed 6/23/21Tue 6/29/21 304

306 Mechanical Trim Out 1 wk Tue 7/20/21 Mon 7/26/21300

307 Electrical Rough In 8 days Wed 6/16/21Fri 6/25/21 292

308 Electrical Trim Out 1 wk Mon 7/5/21 Fri 7/9/21 293,294,307

309 Lighting Fixtures 1 wk Tue 7/20/21 Mon 7/26/21300

310 Remove Water Fountain 1 day Wed 6/9/21 Wed 6/9/21 291



3 days Thu 6/10/21 Mon

6/14/21

310


Fountain

1 day Tue 6/15/21 Tue 6/15/21 311


Floor Renovations

1 day Tue 7/27/21 Tue 7/27/21 306,308,309,312


Sequence 4 (MS)

1 day Tue 7/27/21 Tue 7/27/21 313FF

315 Punchlist 1 wk Wed 7/28/21Tue 8/3/21 314


Occupancy

1 day Wed 8/4/21 Wed 8/4/21 315

317 Completion Sequence 4 (MS) 1 day Wed 8/4/21 Wed 8/4/21 316FF

318 Project Completion (MS) 1 day Wed 8/4/21 Wed 8/4/21 130FF,233FF,287FF,317FF

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2-4.4: DB CONTRACTOR

DESIGN-BUILD CONTRACTOR QUALIFICATION FORM

Our Design-Build team for the DGS Senate Office & Toilet Room Renovations North Office Building will be led

by Design-Build contractor, JEM Group. JEM will be responsible, and serve as the single contact, for Pennsylvania

Department of General Services and Department of Corrections for the project. JEM Group brings diversity and

experience with Department of General Services (DGS), the Senate, design-build, historic buildings, and Capitol

Complex projects. We will collaborate with the design teams, representatives from DGS and the Senate, and end

users to coordinate all services and activities within the design, construction and all other phases of this project.

The Department is also seeking a strong Small Diverse Business (SDB) and Small Business (SB) participation

program. JEM Group is a Small Diverse Business (SDB) and fulfills this requirement as prime bidder.

The following pages include project experience similar in scope to the Senate Office & Toilet Room

Renovations and include resumes of the Design-Build contractor team designated to this project as required for

the Qualification Forms.

2-4.4: DB CONTRACTOR

Statement of Readiness & Commitment of Resources

As addressed in the project experience examples and individual resumes, JEM Group has assigned a veteran team

of construction professionals. This team will have the support they need to meet the approved while meeting all of

your expectations. The team proposed will be committed to the project during the entire duration of the project

from award to final completion. We have the resources, know-how, and the veteran team to meet the priorities,

overcome the construction challenges, and bring the Senate Office & Toilet Room Renovations North Office

Building the project that you envision. Our team has a plan and is ready to work for you.

Statement of Diversity in the Workplace and the Employment of Veterans

As a SDB/WBE, JEM Group takes great pride in our diversity as a Design Team. We also encourage the

Employment of Veterans in our Design Team and subcontractors.

EXPERIENCE

CAPITOL PRESERVATION COMMITTEE

HARRISBURG, PA

PROJECT: New Civil War Battle Flag Facility

Restoration of The Law Library Windows, Floor, & Accessories - Forum Building

Restoration of The Law Library Woodwork - Forum Building

CONTACT:David Craig, Executive DirectorCapitol Preservation Committee462 Main Capitol Bldg, Harrisburg, PA (717) 783-6484

SCOPE OF PROJECTS: New Civil War Battle Flag Facility: Interior fit-out and construction of a 6,000 sq. ft. building within a building within museum-style clean-room-level components.

Restoration of Law Library Windows, Floor & Accessories: Full window restoration, repair and refinishing of terrazzo floors, restoration of gold leaf ceilings, and refinishing of metal railings.

Law Library Woodwork: Repair of restoration of the wood paneling, grilles, marble base and installation of a new information desk and light fixtures

SERVICES: General Construction

TOTAL CONSTRUCTION COST:Civil War Battle Flag: $1,728,000Windows, Floor and Accessories: $542,485Law Library Woodwork: $463,195

TEAM:JEM Group – General ContractorVitetta – ArchitectJohnson & Griffiths - Conservator

EXPERIENCE

VETERINARY DIAGNOSTIC LABORATORY

HARRISBURG, PA

PROJECT: Department of General ServicesDepartment of AgricultureRepair Existing Facilities to Ensure a Fully Functional BSL-3 Lab Veterinary Diagnostic Laboratory

CONTACT:Richard Sariano, Construction Project ManagerDepartment of General ServicesBureau of Construction18th & Herr StreetsHarrisburg, PA [email protected](717) 787-7670

SCOPE OF PROJECT:

The project consists of renovations to the CMU structure and the ceilings, New BAS control and HVAC systems and new electrical devices and fixtures.

SERVICES: General Construction ContractorHVAC ContractorElectrical Contractor

TOTAL CONSTRUCTION COST:General Construction: $999,985HVAC Contractor: $567,456Electrical Contractor: $838,792

TEAM:JEM Group – General ContractorG.R. Sponaugle – HVAC/Electrical SubcontractorThe Working Buildings– Architect

EXPERIENCE

DGS SCI FOREST COUNTY

FOREST COUNTY, PA

PROJECT: Department of CorrectionsSCI Forest CountyDesign-Build New Vehicle Restoration Plan

CONTACT:Clifton Hamby Construction Project Manager Department of General Services 530 William Pitt Way Pittsburgh, PA 15238(412) 820-0215

SCOPE OF PROJECT:

Design-Build for new correctional industries plant for Vehicle Restoration at SCI Forest County. This includes technical equipment for a new Sand Blast, Paint, and Drying booth.

SERVICES: Design-Build

CONSTRUCTION COST:$8,720,000

TEAM:JEM Group – Design-Build ContractorP.J. Dick – General ContractorAE Works – ArchitectKenneth B. Robinson – Structural Engineer

EXPERIENCE

HARSCO

CAMP HILL, PA

PROJECT:HARSCO Corporate HeadquatersPhase I & II

CONTACT:Dan Reisinger [email protected]

SCOPE OF PROJECT:

Phase I: Three-story, 40,000 sq. ft. renovation of world headquarters for HARSCO. Project includes offices, conference & meeting facilities, cafeteria and staff break room.Phase II: Install new canopy, new outdoor layout, with a SonYo clock and signage in the entryway. Includes new masonry, concrete, lighting and finishes in entryway.


COST:Phase I: $2,509,000Phase II: $239,055

TEAM:JEM Group – General ContractorWarehaus – Architect

JESSICA E. MEYERS

PRINCIPAL-IN-CHARGE

Education:The Pennsylvania State UniversityB.A. in Communication

Years of Experience: 22Years with the Firm: 15

TEAM

Responsibilities:Jessica is responsible for general oversite, contract adherence and executive level management. She will ensure the project team is completely supported in the execution of contracted services.

SCU Coal Township Prison, Coal Township, PAConstruction of New 128-Cell L-3 Close Security House Unit

Project Value: $408,814

The Harrisburg Resource Recovery Construction Completion Project, Harrisburg, PAArchitectural and structural work associated with the re-roofing of the pugmill building, masonry wall extension of stair towers 1 and 2 above platform 2005, the installation of new concrete roof decks at platform 2005 and installation of new roofing for the compressed air building.


The Salvation Army Façade Restoration & Interior Renovations, Lancaster, PA Four phases of repairs to three apartment buildings. Includes exterior reconstruction of multi-wythe brick wall, shoring, and window sill repair with some renovations to the courtyard deck, concrete pad, and landscaping. Interior renovations to six apartments include repair to drywall, installation of epoxy floors, and new finishes in the kitchens, bathrooms, and dining rooms.

Project Value: $1.79 million

CJ’s Tires Paxton Street, Harrisburg, PA11,000 sf building, previously used as a fitness center, which will be renovated/fit out for use as a new CJ’s Tire shop. The existing deck area at the front of the building will be demolished and renovated into a customer service entrance, with new façade on the front of the building. The front portion of the building itself will be renovated to include a new reception area, public restroom, and offices. The existing open gym area will be renovated to be used as the main automotive service area. A concrete ramp and overhead door entrance to this service area will be construction on the west side of the building, entering at the front west corner of the new service area. Project will be completed with new/maintenanced HVAC, plumbing, and electrical systems as needed to service the new renovations. New sprinkler system included


DGS Thaddeus Stevens College of Technology, Lancaster, PAConstruction of the new Technology Center at Thaddeus Stevens College of Technology in Lancaster, PA. The buildings enclose Instructional and support spaces, and the site incorporates parking and support facilities. The duration of the project will last roughly 18 months and is set to be complete in fall of 2018.

Project Value: $20 million

DGS Repair Existing Facilities to Ensure a Fully Functional BSL-3 LabHarrisburg, PArenovations to the CMU structure and the ceilings, New BAS control and HVAC systems and new electrical devices and fixtures.


TEAM

ANDREW NOTARFRANCESCO

DESIGN-BUILD PROJECT EXECUTIVE

Education:Catholic University of America, Bachelors of Science in Architecture, 2000


TEAM

Responsibilities:Andrew has directly managed government and design-build projects totaling over $500 Million. Throughout this project, he will provide hands on leadership to the team to ensure its successful completion.

CJ’s Tires Fairless Hills, Fairless Hills, PAAn existing 6,000 sf building was renovated/fit out for use as a new CJ’s Tire shop. The existing deck area at the front of the building will be demolished and renovated into a customer service entrance and ADA entrances, new paving throughout including landscaped areas and parking spaces, new stone veneer façade, installation of new cabinets, doors, and roof framing, construction of new bathrooms and new finishes, mechanical and electrical systems throughout. A new automotive center with garage doors was installed in the back of the building for servicing.


CJ’s Tires Paxton Street, Harrisburg, PA11,000 sf building, previously used as a fitness center, which will be renovated/fit out for use as a new CJ’s Tire shop. The existing deck area at the front of the building will be demolished and renovated into a customer service entrance, with new façade on the front of the building. The front portion of the building itself will be renovated to include a new reception area, public restroom, and offices. The existing open gym area will be renovated to be used as the main automotive service area. A concrete ramp and overhead door entrance to this service area will be construction on the west side of the building, entering at the front west corner of the new service area. Project will be completed with new/maintenanced HVAC, plumbing, and electrical systems as needed to service the new renovations. New sprinkler system included


Thaddeus Stevens College of Technology, Lancaster, PAConstruction of the new Technology Center at Thaddeus Stevens College of Technology in Lancaster, PA. The buildings enclose Instructional and support spaces, and the site incorporates parking and support facilities. The duration of the project will last roughly 18 months and is set to be complete in fall of 2018.


DGS Repair Existing Facilities to Ensure a Fully Functional BSL-3 Lab Veterinary Diagnostic Laboratory, Harrisburg, PARenovations to the CMU structure and the ceilings, New BAS control and HVAC systems and new electrical devices and fixtures to ensure a fully functional BSL-3 laboratory at the Veterinary Diagnostic Laboratory.


Central PA Food Bank Williamsport, Williamsport, PAAdditions and interior renovations of distribution center that includes site work, construction of concrete retaining walls and foundations to support new metal buildings, renovations of the existing building, installation of a demonstration kitchen, structural, mechanical, plumbing, and electrical upgrades and renovations.


Restoration of the Law Library Woodwork, Forum Building, Capitol Complex, Harrisburg, PARepair of restoration of the wood paneling, grilles, marble base and installation of a new information desk and light fixtures in the historic Forum Law Library through the Capitol Preservation Committee. Project Value: $850,000

TEAM

CHRIS HOUCK

DESIGN-BUILD PROJECT MANANGER

Education:The Pennsylvania State University, Student of

Civil Engineering

Bridgewater College, B.S. in Physics, 2009


TEAM

Responsibilities:Chris has over 9 years of industry experience, including extensive experience in design-build, DGS, and civil projects. He has estimated and managed projects in totaling over $30 million and has held a variety of positions during his career.

Thaddeus Stevens College of Technology, Lancaster, PAConstruction of the new Technology Center at Thaddeus Stevens College of Technology in Lancaster, PA. The buildings enclose Instructional and support spaces, and the site incorporates parking and support facilities. The duration of the project will last roughly 18 months and is set to be complete in fall of 2018.Project Value: $20 million

The Salvation Army of Lancaster, Lancaster, PA Four phases of repairs to three apartment buildings. Includes exterior reconstruction of multi-wythe brick wall, shoring, and window sill repair with some renovations to the courtyard deck, concrete pad, and landscaping. Interior renovations to six apartments include repair to drywall, installation of epoxy floors, and new finishes in the kitchens, bathrooms, and dining rooms.Project Value: $1.79 million

CJ’s Tire – Paxton Street, Harrisburg, PA11,000 sf building, previously used as a fitness center, which will be renovated/fit out for use as a new CJ’s Tire shop. The existing deck area at the front of the building will be demolished and renovated into a customer service entrance, with new façade on the front of the building. The front portion of the building itself will be renovated to include a new reception area, public restroom, and offices. The existing open gym area will be renovated to be used as the main automotive service area. A concrete ramp and overhead door entrance to this service area will be construction on the west side of the building, entering at the front west corner of the new service area. Project will be completed with new/maintenanced HVAC, plumbing, and electrical systems as needed to service the new renovations. New sprinkler system included


DGS Repair Existing Facilities to Ensure a Fully Functional BSL-3 Lab Veterinary Diagnostic Laboratory, Harrisburg, PARenovations to the CMU structure and the ceilings, New BAS control and HVAC systems and new electrical devices and fixtures to ensure a fully functional BSL-3 laboratory at the Veterinary Diagnostic Laboratory. Project Value: $2.4 million

Central PA Food Bank Williamsport, Williamsport, PAAdditions and interior renovations of distribution center that includes site work, construction of concrete retaining walls and foundations to support new metal buildings, renovations of the existing building, installation of a demonstration kitchen, structural, mechanical, plumbing, and electrical upgrades and renovations. Project Value: $2.4 million

GABRIELLA VREELAND

ASSISTANT PROJECT MANAGER

Education:

University of Pittsburgh, Bachelors of Science in Psychology and Political Science, 2013

TEAM

Responsibilities:Gabriella has administrated government and office projects totaling over $50 Million. Throughout this project, she will be responsible for overall coordination of meeting minutes, RFIs, change order requests, and any project documentation for the team to ensure its successful completion.

PA Civil War Battle Flag Facility, Harrisburg, PAInterior fit-out and construction of a 6,000 sq. ft. building within a building within museum-style clean-room-level components that includes a new roof structure and roofing system, a new gypsum wallboard ceiling with plaster veneer, a new terrazzo floor, fabrication and installation of new stainless steel floor and ceiling tracks for flag staff storage cases, in, new MEPs., a “clean agent” fire protection system below roof., and all new finishes through the Capitol Preservation Committee. The project includes 3 10-year maintenance contracts for the AHU, generator, and clean agent system. Project Value: $1.73 million

Central PA Food Bank Williamsport, Williamsport, PAAdditions and interior renovations of distribution center that includes site work, construction of concrete retaining walls and foundations to support new metal buildings, renovations of the existing building, installation of a demonstration kitchen, structural, mechanical, plumbing, and electrical upgrades and renovations. Included site and utility work and a new metal building.Project Value: $2.45 million


Restoration of the Law Library Windows, Floor, and Accessories, Forum Building, Capitol Complex, Harrisburg, PAFull window restoration including stripping, cleaning, prepping, painting, counterbalance restoration, re-glazing, sealant removal and reinstallation and missing hardware replacement. Repair and refinishing of Law Library terrazzo flooring; Cleaning, repair and re-grouting of marble entry hallway walls and trim; Cleaning and repairing of Law Library marble base; Restoration of ceilings to restore gold leave decoration of entry hallway plaster ceilings; Selective painting of metal shelving end panels at first floor and mezzanine level of the stacks area; refinishing of mezzanine metal railings doors in the historic Forum Law Library through the Capitol Preservation Committee. Project Value: $542,485

Dickinson College- Mechanical Renovations to the Quarry Building, Carlisle, PAMechanical, masonry, and roadway renovations to accommodate a new steam line at the Quarry Building. Included site and utility work, a new bituminous walkway, excavation for new steam line, repair of concrete sidewalk and curb, installation of new steel linter for opening, modified sprinkler system, new gas line into basement of the building, new chilled water line into building, and new equipment. Project Value: $715,000

TEAM

2-4.4: DESIGN PROFESSIONAL

DESIGN PROFESSIONAL & MEP DESIGN QUALIFICATION FORM

The Design & MEP scope for the DGS Senate Office & Toilet Room Renovations North Office Building will be

led by Retained Design Professional, Warehaus. Warehaus will be responsible for the architectural, structural,

mechanical, electrical design as necessary to meet the needs of Pennsylvania Department of General Services for

the project. Warehaus brings ample experience with Department of General Services (DGS), design-build and

historic renovations projects. Warehaus will collaborate with the design-build team, representatives from DGS and

end users to coordinate all services and activities within the design, construction and all other phases of this project.

Attached are Warehaus’ project experience similar in scope to the and the following pages includes the resumes

of the Retained Design Professional & MEP Designer team designated to this project as required for the

Qualification Forms.

.



As addressed in the project experience examples and individual resumes, Warehaus has assigned a veteran team

of design and construction professionals. This team will have the support they need to meet the approved while

meeting all of your expectations. The team proposed will be committed to the project during the entire duration of

the project from award to final completion. We have the resources, know-how, and the veteran team to meet the

priorities, overcome the construction challenges, and bring the Senate Office & Toilet Room Renovations North

Office Building the project that you envision. Our team has a plan and is ready to work for you.


As a part of a SDB/WBE team, Warehaus takes great pride in our diversity as a Design Team. We also encourage

the Employment of Veterans in our Design Team and subcontractors.

At 1110 East Princess Street, a new state-of-the-art office facility provides space for the construction company to expand, while cultivating future growth and revitalization of downtown York. Faced with company growth and changes in the construction industry that demand new types of work environments and technology, the company enlisted Warehaus to design their new office facility.

Warehaus’ repurposed the bones of the existing structure to providing a more functional and energy efficient space. Using inventive structural solutions toadd a center monumental steel stair to connect the two main floor levels and a cantilevered beam canopy over the entrance, Warehaus highlighted existing industrial features of the building to create a welcoming entrance. To increase energy efficiency, large windows, a new exterior envelope, and new MEP systems were implemented. Warehaus also worked with the company to provide meeting spaces that could accommodate groups of various sizes and a much needed café space that encouraged corporate engagement.

Seeking to transition from a completely closed off office space to a multifunctional open layout, the team designed workstations with each employees role in mind. Creating one standard workstation layout that could be easily used by anyone within the building through use of sit to stand desk top components, different filing and storage options and integrated technology solutions that encouraged connectivity and collaboration. These workstations were mocked up by the furniture vendor so each employee could see-feel-tough the true size and components prior to finalizing the design. Buy in from the company as a whole for this massive shift in working environment was of utmost importance.

While the open layout office space maximized the use of the building’s square footage, the company was concerned about noise and lack of privacy. Warehaus addressed these concerns by incorporating a white noise system for the open office areas and integrating noise absorbing materials in the exposed ceiling structure above the workstations and in the public spaces. Along with consultant Acoustic Distinctions, Warehaus also design and detailed a sound rated wall assembly between the attached steel fabrication shop and the office to mitigate the overhead crane bells and steel movement noises experienced through the existing separating wall. To showcase the company’s standing as a leading contemporary firm with longstanding family values, Warehaus blended modern design with warm finishes. The space is appealing to both potential recruits and longtime employees. Introducing customized corporate branding throughout the building, Warehaus helped to set a strong precedent for their future facilities, where environments are used as marketing tools to attract clients and new talent alike.

1 1 1 0 E A S T P R I N C E S S S T R E E T

C L I E N T

Construction Client

L O C A T I O N

York, PA

S E R V I C E S

Architectural, Interiors, Civil Engineering, Structural Engineering

W A R E H A U S A E . C O M

B U I L D I N G E N V E L O P E R E PA I R With nearly 40 years of experience in the architectural and engineering services industry, we have the proficiency, know-how, expertise and resources necessary to conduct envelope repair, building needs assessments and historic restorations for both local and national clients. We are often called on by some of the best masonry, historic building and building envelope contractors and consul-tants in the Mid-Atlantic due to our expertise in conducting and documenting needs assessments and physical conditions for educational facilities, museums, historic buildings and boroughs and municipalities.

Because we are a full-service firm offering civil/land planning, structural, architectural, MEP engi-neering as well as historic preservation services, our diversity fosters seamless coordination across disciplines. Our unique pedigree as a spin-out of a well-regarded construction company means that we have hands-on knowledge of the process by which buildings are put together. This enables us to quickly identify problem sources during visual evaluations and to propose lasting, elegant solutions. Our in-house 3D scanning technology allows non-invasive investigations of visually inaccessible as-pects of buildings, saving our clients both time and money. These, along with our extremely compe-tent and collaborative staff of 50 people makes us distinctively suitable for building sciences work.

• DERRY TOWNSHIP SCHOOL DISTRICT GRANADA

BUILDING - HERSHEY, PA

• GUTHRIE MEMORIAL LIBRARY - HANOVER, PA

• THE HERSHEY COMMUNITY BUILDING - HERSHEY,

PA

• ST PAUL LUTHERAN CHURCH - YORK, PA

• UNIVERSITY OF MARYLAND FACADE

RESTORATION - BALTIMORE, MD

• LANCASTER COUNTY COURTHOUSE AND

PRISON - LANCASTER, PA

N O TA B L E P R O J E C T S I N C L U D E :


The Harsco Corporation is a forward-thinking, global manufacturing company that sought a headquarters facility to match its corporate focus. Its original 1970’s structure, located along the Susquehanna River, needed a complete renovation to make better use of space and capitalize on the remarkable views surrounding the facility.

Warehaus presented transformative options that looked beyond finish upgrades to a bigger-picture analysis of the company’s structure, locations and its workforce interactions. The main entrance location, executive conference room and typical perimeter-office layout of the building were re-imagined to connect building occupants with the natural surroundings throughout their work day. Warehaus also helped Harsco Corporation standardize to smaller office and workstation sizes, made more efficient and attractive through task-appropriate, ergonomic furnishings.

The entrance canopy stands as a beautiful encapsulation of Harsco’s dynamic product line and their sustainable business approach. Used railroad sections were shipped to a local metal-worker so that they could be repurposed as semi-structural features for the canopy. Harsco’s steel and aluminum mezzanine systems were also incorporated in the canopy as column wraps for ivy to grow on. In addition to demonstrating the diverse potential uses that their products have, these features act a reminder to employees of the industry that they are a part of and their company’s commitment to sustainable practices.

Harsco sought to recreate their original marketing wall map in a manner that aligned with the corporate renovation goals. Warehaus suggested ways that the map could be transformed into a modern art piece. Although the final product had pieces weighing more than 100 pounds, Warehaus creatively printed out a full sized template of the steel map on a grid so that hangers could be accurately aligned. Ultimately, the backlit steel map rests elegantly on the wall reminding employees of company’s global impact.

These changes allowed consolidation, moving 100 employees from three separate sites to one location. Space was reallocated to provide Harsco’s workforce with a state-of-the-art training room, a healthy-menu food service and dining spaces and areas to accommodate traveling staff and visitors with hoteling workstations and luggage storage. Dan Reisinger, Harsco Corporation’s Facilities Lead praised Warehaus’ contribution, “The team at Warehaus was excellent to work with. They were informative and communicated on a daily basis. Any changes made during the project were met with enthusiasm and cooperation.”

H A R S C O C O R P O R A T E O F F I C E

C L I E N T

Harsco Corporation

L O C A T I O N

Camp Hill, PA

S E R V I C E S

Architecture, Interiors

1W A R E H A U SW A R E H A U S | O F F I C E

C L I E N T

The Hershey Company

L O C A T I O N

Hershey, PA

S E R V I C E S

Architecture, Historic Restoration, Building Envelope Sciences

During the Great Depression, Milton S. Hershey embarked on his “Great Building Campaign” to bolster the local economy which included the Her-shey Community Building located at 14 East Chocolate Avenue and was completed in 1933. Warehaus was selected to manage the owner’s stew-ardship of the downtown landmark, providing analysis and documenta-tion necessary to restore the stone building’s many beautiful features.

The project began with a complete 3D scan of the existing building, recording the high level of architectural detail and allowing the project team to create a Building Information Model (BIM).

Warehaus’ expertise in a variety of building materials, including granite, limestone, brick, and terracotta, aided in the analysis required for the res-toration. Additional materials used in the detailed facade included wood, steel, brass, bronze, and wrought iron – each requiring their own individ-ual restoration solutions. The project also involved the restoration and replacement of 500+ windows, doors and skylights that included delicate treatment of stain glass windows. The team used custom solutions and specialized tools such as video scoping to identify problem areas within the internal downspout system in order to properly manage the water infiltration experienced within the building. Warehaus also coordinated the historically accurate terracotta tile roof along with replicating the highly detailed copper flashings.

Warehaus’ internal Historic Preservation team was instrumental in making certain rehabilitation plans met the exacting standards required for a 20% historic tax credit.

T H E H E R S H E Y C O M M U N I T Y B U I L D I N G

H I G H L I G H T S

Analysis and documentation for restoration of a 1933 stone building with a high level of architectural detail

Applied expertise in building materials and installation - including granite, limestone, brick and terracotta masonry

Video scoping to identify improvements to original gutters and internal downspouts


C L I E N T

The Hershey Company

L O C A T I O N

Hershey, PA

S E R V I C E S

Architecture, Interiors

In 1934, The Hershey Company’s new “Building 41” was considered state of the art in building design. However, over time, this once progressive structure became not particularly useful as a 20th century office space, while possessing too much historical value to raze. Warehaus helped transform Building 41 and three adjacent buildings, a combined 375,000 sf, into a 21st century office environment, with the goal of housing Hershey’s employees today and into the future, while respecting the company’s long and impressive history.

A master plan laid the foundation for a consolidation of 1,100 staff from four buildings into a central corporate office environment. Designers created an environmental transformation based on the company’s desire for a cultural change, moving from a model of encapsulated departments to one of overlapping, flexible work zones. The new office has smaller stations with low partitions, providing an address for each person, but also assuming that team members will mix and collaborate, work in nearby glass booths, alcoves, conference rooms, labs, and the sunlit atrium. Standardization of work spaces gives the company flexibility to minimize future construction as departments grow and change.

Spaces were designed to encourage wellness through movement. A new centralized atrium brings daylight to the interior and is furnished with a combination of soft seating and work tables to encourage occupants to get up and move to use the space. The design team selected light finishes for work surfaces to minimize contrast with paper and reduce eye strain.

The Hershey Company signaled its commitment to environmental sustainability by requiring that the project be designed to meet at minimum LEED Silver standards. The project was awarded LEED Gold Certification in May 2015.

T H E H E R S H E Y C O M P A N Y N E X T C E N T U R Y O F F I C E

H I G H L I G H T S

Consolidation of 1,100 staff from four buildings into one corporate office

Forever Green Award Winner – Commercial Project of the Year


C L I E N T

Lancaster County Government

L O C A T I O N

Lancaster, PA

S E R V I C E S

Architecture, Historic Restoration, Building Envelope Sciences

Two of Lancaster County’s treasured historic structures were exhibiting significant building failures. Both the Lancaster County Courthouse and the Lancaster County Prison presented immediate needs for action and were perfect candidates for long-term preservation. Warehaus teamed with The Witmer Group to create a 10-year facilities maintenance plan for both buildings.

Prior to the start of the investigation, both structures experienced significant leaks and falling exterior stones that required staff to vacate parts of the buildings. Warehaus and The Witmer Group worked in concert to identify, analyze and propose solutions to the failing envelopes. On-site evaluations led to a 3-level prioritization plan that allowed failures to be addressed efficiently – Level 1: Systems with current or imminent failure; Level 2: Systems predicted to fail within five years; Level 3: Systems predicted to fail within 10 years.

Warehaus’ continued scope of work includes full 3D scans of the buildings to create a point cloud record of each building for use in the documentation of masonry restorations, roof replacements and window/door replacements.

Government-owned buildings are not eligible for standard historical grant credits. However, Warehaus’ internal Historic Preservation team was instrumental in identifying other available grant opportunities, including the Keystone Historic Preservation Construction grant and a National Trust for Historic Preservation grant. Warehaus also compiled photography, scanning, narratives, recommendations, construction details and quantities into a presentation to the Lancaster County Commissioners.

L A N C A S T E R C O U N T Y C O U R T H O U S E A N D P R I S O N

H I G H L I G H T S

Teamed with The Witmer Group to create a 10-year facilities maintenance plan for two historically significant Lancaster buildings

Creation of a robust presentation to Lancaster County Commissioners and reference guide for facilities management - compiling photography, scanning, narratives, recommendations,

construction details and quantities

Historic Preservation Team was instrumental in identifying grant opportunities


e: [email protected]

D A N M AY E R , A I A A R C H I T E C T U R A L P R O J E C T M A N A G E R

Dan believes that a strong definition of the problem is critical to arriving at the best solution. He excels in programming and analysis-intensive projects, taking a lead role in many of Warehaus’ healthcare projects and feasibility studies. He brings clarity to these projects by approaching design from the perspectives of an architect, the end-user and building owner. He is a thoughtful collaborator who excels at defining a scope of work, bringing together diverse perspectives to build consensus and utilizing the strengths of a team to realize a project.

E X P E R I E N C E

A B O U T

H I G H L I G H T S

Specializes in healthcare projects and feasibility studies

Clients include Penn State Health, Upper Chesapeake Health and University of Maryland

Registered Architect in Pennsylvania

E D U C AT I O N

Bachelor of Architecture THE PENNSYLVANIA STATE UNIVERSITY

WATERLOO CROSSINGS MEDICAL CAMPUSColumbia, MD

Dan’s experience in healthcare design is exemplified in key projects in Pennsylvania and Maryland.

HARSCO CORPORATE OFFICE Camp Hill, PA Architectural Project Manager for renovation to transform a 1970s office building into the headquarters of a global manufacturing company, designed to promote occupant well-being and operational efficiency through reallocation of space and reevaluation of the site and building.

THE HERSHEY COMMUNITY BUILDING Hershey, PA Architectural Project Manager for building envelope sciences and rehabilitation plan including 3D scanning and assessment, Building Information Modeling (BIM), Historic Tax Credit coordination, and architectural detailing for restoration of a downtown landmark.

UNIVERSITY OF MARYLAND FPI IMMEDIATE CARE AND MULTI-SPECIALTY PRACTICEColumbia, MD

UNIVERSITY OF MARYLAND FACULTY PHYSICIANS INC. MASTER PLAN AND RENOVATIONS Baltimore, MD

PENN STATE HEALTH CRYSTAL A CAMPUS STUDY Hershey, PA

GETTLE INC. HEADQUARTERS York, PA Architectural Project Manager for extensive renovations to a 66,000 sf building to become a flexible daylit administrative and engineering office space, warehouse, fleet maintenance, and fabrication facilities to support operations of a design-build electrical services contractor.

COLUMBIA GAS/NISOURCE OFFICE BUILDING AND DISPATCH HEADQUARTERSWest Manchester, PADesign of a 29,500 sf office building and utility dispatch center for the Central Pennsylvania Area. Design included fitness center, large meeting spaces, and testing labs.

W A R E H A U S


E R I N H I M M E L B E R G E R A R C H I T E C T U R A L P R O J E C T M A N A G E R

As a Project Manager, Erin works to ensure a project’s goals are met. In fact, she enjoys being the person that makes an architect’s vision a reality. Erin’s ability to efficiently solve problems, her attention to technical details and thorough understanding of proper applications of building products are considered her greatest strengths. All of these qualities help her design constructable, reliable facilities, making her a favorite partner of clients.

E X P E R I E N C E

A B O U T

H I G H L I G H T S

Successful design and certification of multiple LEED Silver projects

Expertise in envelope sciences and LEED project management

York Technical Institute Alumna

1895 FEDERAL BUILDING York, PA

LANCASTER COUNTY COURTHOUSE AND PRISONLancaster, PA

Erin has built a wealth of knowledge leading project teams for many historical restoration and envelope repair projects in her16 years with Warehaus.

GUTHRIE MEMORIAL LIBRARY Hanover, PA Project lead for the investigation, identification and reporting of envelope failures experienced inside and outside of the building constructed in 2005. Warehaus performed invasive and non-invasive investigation while using the record documents for comparison. The presentation and findings were subsequently used in a recovery against the original architect and contractor, and Warehaus participated in the mediation process as a representative for the library.

1110 PRINCESS STREET York, PA Project lead for the envelope repair and ADA upgrade of a warehouse office building that was stripped down to structural masonry block and steel frame system to be refaced with modern wall systems to ensure energy efficiency. The building was also site master planned for new street scape, monument signage, fencing, flagpoles and patio spaces.

MILTON AND CATHERINE HERSHEY BUTTERFLY CONSERVATORY Lancaster, PA Winner of the IES Illumination Award

LOGOS ACADEMY CAMPUS MASTER PLAN York, PA Project Manager facilitating the conversation regarding the program timeline and future execution of the school expansion.

SINNEMAHONING STATE PARK VISITOR FACILITYCameron County, PA Project Architect; Project Manager during Construction Administration for Leed Silver, 9,300 sf,single story structure that includes a new park office, interpretive exhibit space, artisan gallery, classroom and meeting space, and an elk viewing area.

YORK ACADEMY REGIONAL CHARTER SCHOOL York, PA Project Manager and Project Architect for multi-phase, historic building renovation to create an 86,000 sf regional charter school for grades K-8 - including classrooms, support staff offices, cafeteria, kitchen and gymnasium.

W A R E H A U S


M AT T H E W H Y K E S , P E S E N I O R S T R U C T U R A L E N G I N E E R

With 25 years of experience collaborating with architects, engineers, clients and contractors in the design of treatment plants, commercial industrial, telecom, and educational buildings, Matthew has an extensive knowledge of a wide range of project types. From renovations to new construction, Matthew has often been given the “headache” projects and has been a driving force in bringing those projects to fruition. Experience with many different building and material codes, including those issued by the military and Factory Mutual, he has developed a deep understanding of contruction types and their benefits and disadvantages on economy, sequence of construction, and ability to satisfy the client’s current and future goals.

E X P E R I E N C E

A B O U T H I G H L I G H T S

25 years experience working with industry professionals, public agencies, and clients

Tilt-up design expertise, including composite panels with insulation

Commercial design experience in high-wind and seismic zones

E D U C AT I O NBachelor of Science - Aerospace EngineeringMinor in Engineering MechanicsTHE PENNSYLVANIA STATE UNIVERSITY

PROFESSIONAL REGISTRATIONSProfessional Engineer - PA, MD, DE, D.C., NH, ME, MA, NY, NJ, WV, AZ, TX, VT, FL, CT, RI, VA

JOHNS HOPKINS UNIVERSITY LONG TERM DOCUMENT STORAGE FACILITYBaltimore, MDStructural engineer for composite tilt-up warehouse with strict temperature and humidity control requirements.

APPLE HONDA NEW SERVICE & COLLISION CENTERYork, PAStructural engineer for pre-engineered service center with custom masonry wall attachments, and conventional office wing.

JOHNSON CONTROLS INDUSTRIAL BUILDINGYork, PAStructural engineer for conventional 25 and 40 ton bridge crane including design of tilt-up wall construction and office wing.

BENFIELD ELECTRIC OFFICE BUILDINGAberdeen, MDStructural engineer for new 4-story office with conventional warehouse with tilt-up wall panels.

WHITE DEER RUN OF YORK NEW DRUG REHAB CENTERYork, PAStructural engineer for wood framed buildings with look-out canopy framing and multiple wings.

YORK FAIRGROUNDS TOYOTA EXPO ARENAYork, PA Structural engineer for new arena, with 200 foot clear span and hung movable partitions.

W A R E H A U S


E L I Z A B E T H R U T H E R F O R DD I R E C T O R O F I N T E R I O R S

Elizabeth Rutherford is the Director of Interiors and is actively involved in every phase of a project’s process, from design to move-in. Elizabeth understands commercial real estate needs and requirements, and she has helped several clients through building feasibility studies and “stay vs relocate” scenarios that can support financial strategies.

Elizabeth also takes an active role and is hands-on with all aspects of furniture selection, specification and procurement administration. Using her creative problem-solving skills and out of the box thinking, she is able to provide and coordinate complex details from design to construction.

ARNOLD & PORTER KAYE SCHOLERSan Francisco, CALead Project Designer for 65,000 sf renovation including rebrand of APKS office environment via the architectural design.

NAT. INSTITUTE OF ALLERGY & INFECTIOUS DISEASES Rockville, MD Designer for 490,998 sf, 10-story building featuring two wings of 25,000 sf each, an atrium entry lobby, precast and glass exterior, and five-story parking garage.

ARNOLD & PORTER KAYE SCHOLERWashington D.C. Lead Project Designer for new 400,000 sf DC headquarters awarded LEED Gold for Arnold & Porter LLP.

WVU – DAVIS COLLEGE BUILDINGMorgantown, WVDesigner for 201,000 sf Agricultural Sciences Building, a significant part of the re-imagining of agricultural sciences at West Virginia University.

E X P E R I E N C E

A B O U TH I G H L I G H T S

Designing interiors for clients across the U.S., from high-end law firms to start-up tech firms

Proficient in programming and workplace strategy, test fit analysis, construction

administration and change management

NCARB Member and AIA Associate Member

E D U C AT I O N

Master of Architecture THE PENNSYLVANIA STATE UNIVERSITY

Bachelor of Architecture WOODBURY UNIVERSITY

Elizabeth’s recent work with Warehaus is highlighted by the interior styling of :

THE INN AT WYNDRIDGE FARM Dallastown, PA

THE FOUNDRY CRAFT GRILLERY Lititz, PA

WHITTLE SCHOOL TEST FITFARLEY BUILDINGNew York City, NYProject Manager for test fit outs for two prospective locations for Whittle School and Studios, an exclusive private school network building locations throughout the globe. Warehaus prepared diagrammatic recommendations to incorporate the school into the current James A. Farley Building on 8th Street in the heart of New York City

At Previous Firms

W A R E H A U S


JA M E S ( J P ) K L O S K E , P E , C E M S E N I O R M E C H N I C A L E N G I N E E R

A 20-year veteran of Design Build Mechanical Contracting, J.P. brings a practical, hands on approach to mechanical engineering. Along with a customer-centered approach to design, his Certified Energy Manager background insures that operational costs as well as upfront cost are at the cornerstone of his designs.

While focused on Energy Management, J.P. developed conservation projects for over thirty commercial and industrial clients. While in that industry he also worked as part of a team that invented a high moisture content gasification technology.

This diverse background makes him well suited to work closely with customers, contractors, architects, and engineers alike, to deliver creative solutions to simple and complex design challenges.

E X P E R I E N C E

A B O U T

H I G H L I G H T S

20 years of experience in mechanical engineering, with a focus on energy

management

Certified Energy Manager, AEELevel I Thermography, IFC

LEED AP, Legacy

E D U C AT I O NBachelor of Science - Mechanical Engineering LEHIGH UNIVERSITY

PROFESSIONAL REGISTRATIONSProfessional Engineer - PA, TX, MD, IA, VA

SUSQUEHANNA ART MUSEUM Harrisburg, PA Lead Mechanical Engineer and Mechanical Contractor for the renovation of a historic bank and new addition converted into a gallery and learning museum. Value engineered 30% upfront mechanical cost out of the project, while maintaining the high standards of museum conditions.

LINDT CHOCOLATE Carlisle, PA Lead Mechanical Engineer on the conversion of a 400,000 ft2 standard warehouse into a fully thermally and humidity conditioned space to store and ship millions of dollars’ worth of chocolate.

AMAZONSalisbury, PA Lead Mechanical Engineer on the tenant fit out of a 1,000,000 ft2 warehouse into a fully conditioned distribution facility.

WHITEWAVE FOODS Dallas, TXLead Mechanical Engineer for the design and construction of a refrigerated warehouse and ancillary offices.

JCI PHASE II OFFICE York, PA Mechanical Engineer providing hazard room mechcnical engineering and plumbing engineering for of renovation of 30,000 sf of existing office space, construction of 9,000 sf of new office space, upfit of the building MEP systems, relocation and installation of manufacturing equipment, design of a new fire pump and storage and dispensing of hazardous materials.

I-81 SAFETY REST AREAS Dauphin County, PA Providing all mechnical and plubing engineering for redevelopment of northbound and southbound rest areas, including a new 5,500 sf building and rest accommodations.

with Warehaus

with Warehaus

W A R E H A U S


DESIGN IT QUALIFICATION FORM

The Design IT scope for the DGS Senate Office & Toilet Room Renovations North Office Building will be led by

Design IT Professional, PhaseShift. PhaseShift will be responsible for the IT design as necessary to meet the needs

of Pennsylvania Department of General Services for the project. PhaseShift brings ample experience with

Department of General Services (DGS), design-build and historic renovations projects. PhaseShift will collaborate

with the design-build team, representatives from DGS and end users to coordinate all services and activities within

the design, construction and all other phases of this project.

Attached are PhaseShift project experience similar in scope to the and the following pages includes the resumes

of the Design IT team designated to this project as required for the Qualification Forms.



As addressed in the project experience examples and individual resumes, PhaseShift has assigned a veteran team

of design and construction professionals. This team will have the support they need to meet the approved while

meeting all of your expectations. The team proposed will be committed to the project during the entire duration of

the project from award to final completion. We have the resources, know-how, and the veteran team to meet the

priorities, overcome the construction challenges, and bring the Senate Office & Toilet Room Renovations North

Office Building the project that you envision. Our team has a plan and is ready to work for you.


As a part of a SDB/WBE team, PhaseShift takes great pride in our diversity as a Design Team. We also encourage

the Employment of Veterans in our Design Team and subcontractors.

Experience with Design/Build – Phase Shift Consulting

Phase Shift’s team boasts years of experience working in a wide variety of project delivery models, many

of which have been in a design/build capacity. Those models have varied from Design Firm-Primed to

Contractor-Primed to Federal Contractor-primed with both design firm and contractor as subs. A few

previous examples include:

Bell Museum of Minnesota Natural History – St. Paul, MN

Opened in the summer of 2018, the new Bell Museum brings together science, art, and the

environment with a unique Minnesota perspective. The museum’s new home features a digital

planetarium, high-tech exhibits, famous wildlife dioramas, outdoor learning experiences and

more. The new facility is expected to triple the number of annual visitors to 105,000.

Phase Shift Consulting was a sub to the contractor Design & Production, supporting them with

the engineering efforts related to all of the multi-media exhibits.

The project was completed on schedule.

Approximate Project Technology Cost: $700,000

Reference

Sue Lepp

Sr. Vice President

Design & Production Incorporated

[email protected]

(703) 550-6929

Federal Aviation Administration – Washington, DC

Building Infrastructure Group, in collaboration with Evans Consoles and the FAA, designed and

implemented the AV systems for the FAA WOCC and MOC in 2017. This 24/7 space is extremely

flexible with over 40 monitors, mixed classification sources, networked AV sources, and Video-

Teleconferencing. The six video walls are made up of 55-inch, high resolution Planar displays,

NEC displays are used for situational awareness , Crestron DM makes up the matrix switching

system, vBrick for the networked AV sources, Cisco Telepresence for VTC, and Oblong

Mezzanine appliances for content flexibility.

Phase Shift Consulting was a sub to the contractor Building Infrastructure Group, supporting

them with the engineering and drafting efforts required for procurement and system

installation.


Approximate Project Technology Cost: $500,000

Reference

David DiGirolamo

Building Infrastructure Group, Inc.

Director of Audio Video Systems

[email protected]

(703) 752-7600

mailto:[email protected]


Experience with Capitol Complex or Government Projects – Phase Shift Consulting

Phase Shift’s team members have worked on a wide variety of projects for the federal government,

including many historic buildings. We understand the complexities of and design requirement unique to

these types of spaces, specifically related to electronic security, information security, and separation of

networks. A few previous examples include:

International Monetary Fund – Washington, DC

Phase Shift provided technology consulting and design services in support of the IMF’s complete

renovation of their three executive floors at their Washington headquarters. Spaces included

multiple committee rooms and conference rooms – including the one for the IMF’s Managing

Director, and the 120-person executive boardroom. Systems in all spaces connected to the

IMF’s central technology core to allow signal routing from any space to any space in the facility.

The boardroom boasts a 12-language simultaneous interpretation system and a large direct

view LED screen as its main display. While part of a major update renovation project, the

infrastructure and systems still needed to be designed in a manner that was sensitive and

compatible with the historic architecture throughout the building.


Approximate Project Cost: $4M

Reference

Andrew Thomas

International Monetary Fund

Director of Broadcast Operations (former)

[email protected]

(202) 819-4382

Federal Reserve Board – Washington, DC

Phase Shift has provided technology consulting and design services in support of two separate

whole-building renovation projects for the Federal Reserve Board. Including IT/telecom,

security and audiovisual, the projects included data center, auditorium, security operations

center, and evaluation of disaster recovery redundant infrastructure and service. In tandem

with those two projects, Phase Shift worked with the architect and the client to develop new

holistic workplace design standards for use across the entire enterprise.

The project is still in design but has been progressing according to schedule.

Anticipated Project Technology Cost: >$10M

Reference

Brett Takacs

Audiovisual & Voice Communications Analyst

Board of Governors of the Federal Reserve System

[email protected]

202-728-5863

Experience with multiple/complex IT systems projects – Phase Shift Consulting

Phase Shift’s team specializes in delivering multi-discipline large-scale projects. Many of the firm’s

projects include customer-owned outside plant telecommunications, service provider coordination,

divergent path structured cabling redundancy, data center, security operations center, gunshot

detection systems, parking barriers, turnstiles, immersive LED video walls, real time location systems,

room scheduling, telepresence, sound masking, and digital signage systems. While we look at each of

those systems and components separately, we also look for convergence opportunities that reduce both

capex and opex costs. A few previous examples include:

Appian HQ – McLean, VA

Out of a heavy field of interested firms, Phase Shift was selected to design the IT, AV, security

and wireless systems for Appian’s new 200,000 sf headquarters space due to its strong focus on

customer service, experience and agility. Appian operates with a network that lives completely

off premise in the cloud, requiring a pivot away from traditional structured cabling topology.

The firm’s strong commitment to the Google ecosystem influences the broader technology

scheme, including such things as conference room web collaboration and room scheduling

solutions.


Approximate Project Technology Cost: $3M

Reference

Rich Middlebrook

Appian Corporation

Director, Information Technology

[email protected]

(202) 207-4234

Freddie Mac – McLean, VA

As part of the broader architectural design team working on a total renovation of a six-story

building adjacent to Freddie Mac’s main campus, Phase Shift is currently engaged in the design

of the IT/Telecom, security and AV systems.

The project is progressing on schedule.

Anticipated Project Technology Cost: $3M

Reference

Kelsey Simmons

Mark G. Anderson Consultants (Owner’s Rep)

Project Manager

[email protected]

202.204.3577


Individual Quals (4-person limit) – Phase Shift Consulting

Separate file

Statement of Readiness & Commitment of Resources – Phase Shift Consulting

Separate file

Diversity in the Workplace; Employment of Veterans – Phase Shift Consulting

Phase Shift Consulting is proud to be a Woman-Owned Small Business. The firm is certified as a Woman-

Owned Small Business (WOSB) through the Small Business Administration. It’s Phase Shift’s policy that

all candidates for employment be evaluated equally without consideration of gender, ethnicity,

orientation, or beliefs. We hold a deep appreciation for our nation’s veterans and the programs

dedicated to support them.

Tony Warner, CTS-D, LEED AP, CDT

Phase Shift Consulting

President & Quality Assurance

Tony leverages decades of project experience and

industry service. Having co-managed a technology

practice within a top-five global design firm, he has both

a strong grasp of technology trends across market

sectors and a fluency across all aspects of technology in

today’s built environment. A recent past President of

InfoComm International and a current board member of

Integrated Systems Events (ISE), Tony has played an

active role in shaping strategic direction of the industry

around the globe.

EDUCATION

B.M. Recording Arts & Sciences, Johns Hopkins University

B.M. Music Performance, Johns Hopkins University

YEARS OF EXPERIENCE

Total: 21, Phase Shift: 4

SELECTED PROJECT EXPERIENCE (* denotes project involved a design/build component)

▪ The World Bank – Washington D.C. * ▪ Federal Reserve Board of Governors – Washington DC * ▪ U.S. Department of Commerce – Washington, DC * ▪ US Capitol Visitor Center * ▪ Capital One Financial – McLean, VA ▪ Exelon Energy – Baltimore, MD ▪ Freddie Mac – McLean, VA ▪ JP Morgan Chase – various projects ▪ International Monetary Fund – various projects ▪ Food & Drug Administration ▪ Wharton Business School – various projects in Philadelphia & Beijing ▪ Jewish Historical Society Museum- Washington, DC ▪ Smithsonian National Museum of the American Indian- New York, NY ▪ Eisenhower Presidential Library ▪ Bell Museum of MN History * ▪ National Law Enforcement Museum * ▪ Boeing Customer Experience Center – China *

Scott Chester, CTS-D


Lead AV Design/Project Management

A fanatic about building strong client relationships,

Scott excels at managing complex, multi-discipline

projects. With extensive experience in

telecommunications, wireless, audiovisual, security and

medical communications systems, Scott is constantly

searching for new ways to leverage efficiencies and

improve overall outcomes. As a project executive, he is

passionate about delivering Phase Shift’s

uncompromising commitment to client advocacy and

project success.

EDUCATION

B.A. Audio Engineering, Ithaca College

M.A. Acoustics & Audio Engineering, Johns Hopkins University

YEARS OF EXPERIENCE



▪ Appian HQ – McLean, VA ▪ The Center for Strategic and International Studies- Washington, DC ▪ Jewish Historical Society Museum- Washington, DC ▪ Smithsonian National Museum of the American Indian- New York, NY ▪ University of Chicago Medical Center- Chicago, IL ▪ Ohio State Wexner Medical Center- Columbus, OH * ▪ University of Texas Southwest Medical Center- Dallas, TX ▪ Stanford Medical Center- Palo Alto, Ca ▪ The Children’s Hospital of Philadelphia - Buerger Center- Philadelphia, PA ▪ Hamad Medical Center- Doha, Qatar ▪ Burger King Headquarters- Miami, FL ▪ Hilton Hotels and Convention Center- Various * ▪ Marriott Convention Center Hotel- San Antonio, TX ▪ The Plaza Coral Gables (Mixed Use)- Miami, FL

Michael Cleveland, RCDD/OSP/NTS


Lead IT/Telecommunications Design

A champion for using technology to improve people’s

lives, Michael is regarded as a leading expert and

designer in the IT industry. In addition to his career

which has spanned both consulting and IT management

on the end user side, Michael has been an active

volunteer, author and presenter for both TIA and BICSI.

He currently serves on BICSI’s Ethics Committee,

Certification Committee, and their Foundation.

EDUCATION

B.S. Chemistry, Western Maryland College (McDaniel)

M.A. Biology, Johns Hopkins University

YEARS OF EXPERIENCE



▪ Federal Reserve Board of Governors – Washington DC ▪ Freddie Mac – McLean, VA ▪ Appian HQ – McLean, VA ▪ Burnham Place at Union Station – Washington, DC ▪ Exelon Energy – Baltimore, MD ▪ Johns Hopkins University – Baltimore, MD ▪ University of Maryland – Baltimore, MD ▪ Ohio State University – Columbus, OH * ▪ University of Chicago – Chicago, IL ▪ US Capitol Visitor Center – Washington, DC * ▪ Stanford University – Palo Alto, CA ▪ Central Dupage Hospital – Chicago, OH ▪ University of Texas Southwest – Dallas, TX ▪ Baylor Medical Center – Dallas, TX

Jared Baldwin, CTS-D


Lead Security Design

With a broad background across technology disciplines,

Jared is most passionate about designing security

systems that leverage today’s latest technology to

effectively protect people and property, while

integrating those systems in an architecturally sensitive

manner. He has consulted on security projects for such

clients as the World Bank, the Federal Reserve Board

and Capital One’s Headquarters.

EDUCATION

B.A. Communications, York College of Pennsylvania

YEARS OF EXPERIENCE



▪ The World Bank – Washington D.C. *

▪ Federal Reserve Board of Governors – Washington DC * ▪ International Finance Corporation – Washington, DC ▪ Transportation Security Administration – Springfield, VA ▪ U.S. Department of Commerce – Washington, DC * ▪ Capital One Financial – McLean, VA ▪ Exelon Energy – Baltimore, MD ▪ Freddie Mac – McLean, VA ▪ Appian HQ – McLean, VA ▪ Derry Township School District – Hershey, PA ▪ Oceanwide Plaza (Mixed Use) – Los Angeles, CA ▪ The Ivy Hotel – Baltimore, MD ▪ Jewish Historical Society Museum - Washington, DC ▪ University of Kansas Health System – Kansas City, KS ▪ Smithsonian National Museum of the American Indian- New York, NY

2-4.4: GENERAL CONSTRUCTION

GENERAL CONSTRUCTION ENTITY QUALIFICATION FORM

The general construction scope for the DGS Senate Office & Toilet Room Renovations North Office Building will

be led by General Construction Entity, JEM Group. JEM Group will be responsible for the planning and

construction phases as necessary to meet the needs of Pennsylvania Department of General Services for the

project. AE Works brings ample experience with Department of General Services (DGS), JEM Group brings

diversity and experience with Department of General Services (DGS), the Senate, design-build, historic buildings,

and Capitol Complex projects. JEM Group will collaborate with the design-build team, representatives from DGS

and end users to coordinate all services and activities within the design, construction and all other phases of this

project.

The Department is also seeking a strong Small Diverse Business (SDB) and Small Business (SB) participation

program. JEM Group is a Small Diverse Business (SDB) and fulfills this requirement as prime bidder.

The following pages include project experience similar in scope to the Senate Office & Toilet Room

Renovations and include resumes of the Design-Build contractor team designated to this project as required for

the Qualification Forms.

2-4.4: GENERAL CONSTRUCTION


As addressed in the project experience examples and individual resumes, JEM Group has assigned a veteran team

of construction professionals. This team will have the support they need to meet the approved while meeting all of

your expectations. The team proposed will be committed to the project during the entire duration of the project

from award to final completion. We have the resources, know-how, and the veteran team to meet the priorities,

overcome the construction challenges, and bring the Senate Office & Toilet Room Renovations North Office

Building the project that you envision. Our team has a plan and is ready to work for you.


As a SDB/WBE, JEM Group takes great pride in our diversity as a Design Team. We also encourage the

Employment of Veterans in our Design Team and subcontractors.

EXPERIENCE

CAPITOL PRESERVATION COMMITTEE

HARRISBURG, PA

PROJECT: New Civil War Battle Flag Facility

Restoration of The Law Library Windows, Floor, & Accessories - Forum Building

Restoration of The Law Library Woodwork - Forum Building

CONTACT:David Craig, Executive DirectorCapitol Preservation Committee462 Main Capitol Bldg, Harrisburg, PA (717) 783-6484

SCOPE OF PROJECTS: New Civil War Battle Flag Facility: Interior fit-out and construction of a 6,000 sq. ft. building within a building within museum-style clean-room-level components.

Restoration of Law Library Windows, Floor & Accessories: Full window restoration, repair and refinishing of terrazzo floors, restoration of gold leaf ceilings, and refinishing of metal railings.

Law Library Woodwork: Repair of restoration of the wood paneling, grilles, marble base and installation of a new information desk and light fixtures

SERVICES: General Construction

TOTAL CONSTRUCTION COST:Civil War Battle Flag: $1,728,000Windows, Floor and Accessories: $542,485Law Library Woodwork: $463,195

TEAM:JEM Group – General ContractorVitetta – ArchitectJohnson & Griffiths - Conservator

EXPERIENCE

VETERINARY DIAGNOSTIC LABORATORY

HARRISBURG, PA

PROJECT: Department of General ServicesDepartment of AgricultureRepair Existing Facilities to Ensure a Fully Functional BSL-3 Lab Veterinary Diagnostic Laboratory

CONTACT:Richard Sariano, Construction Project ManagerDepartment of General ServicesBureau of Construction18th & Herr StreetsHarrisburg, PA [email protected](717) 787-7670

SCOPE OF PROJECT:

The project consists of renovations to the CMU structure and the ceilings, New BAS control and HVAC systems and new electrical devices and fixtures.

SERVICES: General Construction ContractorHVAC ContractorElectrical Contractor

TOTAL CONSTRUCTION COST:General Construction: $999,985HVAC Contractor: $567,456Electrical Contractor: $838,792

TEAM:JEM Group – General ContractorG.R. Sponaugle – HVAC/Electrical SubcontractorThe Working Buildings– Architect

EXPERIENCE

DGS SCI FOREST COUNTY

FOREST COUNTY, PA

PROJECT: Department of CorrectionsSCI Forest CountyDesign-Build New Vehicle Restoration Plan

CONTACT:Clifton Hamby Construction Project Manager Department of General Services 530 William Pitt Way Pittsburgh, PA 15238(412) 820-0215

SCOPE OF PROJECT:

Design-Build for new correctional industries plant for Vehicle Restoration at SCI Forest County. This includes technical equipment for a new Sand Blast, Paint, and Drying booth.


CONSTRUCTION COST:$8,720,000

TEAM:JEM Group – Design-Build ContractorP.J. Dick – General ContractorAE Works – ArchitectKenneth B. Robinson – Structural Engineer

EXPERIENCE

HARSCO

CAMP HILL, PA

PROJECT:HARSCO Corporate HeadquatersPhase I & II

CONTACT:Dan Reisinger [email protected]

SCOPE OF PROJECT:

Phase I: Three-story, 40,000 sq. ft. renovation of world headquarters for HARSCO. Project includes offices, conference & meeting facilities, cafeteria and staff break room.Phase II: Install new canopy, new outdoor layout, with a SonYo clock and signage in the entryway. Includes new masonry, concrete, lighting and finishes in entryway.


COST:Phase I: $2,509,000Phase II: $239,055

TEAM:JEM Group – General ContractorWarehaus – Architect

MIKE RODGERS

POTENTIAL SUPERINTENDENT

Education:Certified in CPR and First AidOSHA 30-hour Occupational Safety and Health Training Course

Years of Experience: 40

TEAM

Responsibilities:As Site Superintendent, Mr. Rodgers is responsible for the safety, control and coordination of all on-site activities necessary to the project's successful completion.

PA Civil War Battle Flag Facility, Harrisburg, PAInterior fit-out and construction of a 6,000 sq. ft. building within a building within museum-style clean-room-level components that includes a new roof structure and roofing system, a new gypsum wallboard ceiling with plaster veneer, a new terrazzo floor, fabrication and installation of new stainless steel floor and ceiling tracks for flag staff storage cases, in, new MEPs., a “clean agent” fire protection system below roof., and all new finishes through the Capitol Preservation Committee. The project includes 3 10-year maintenance contracts for the AHU, generator, and clean agent system. Project Value: $1.73 million

Restoration of the Law Library Windows, Floor, and Accessories, Forum Building, Capitol Complex, Harrisburg, PAFull window restoration including stripping, cleaning, prepping, painting, counterbalance restoration, re-glazing, sealant removal and reinstallation and missing hardware replacement. Repair and refinishing of Law Library terrazzo flooring; Cleaning, repair and re-grouting of marble entry hallway walls and trim; Cleaning and repairing of Law Library marble base; Restoration of ceilings to restore gold leave decoration of entry hallway plaster ceilings; Selective painting of metal shelving end panels at first floor and mezzanine level of the stacks area; refinishing of mezzanine metal railings doors in the historic Forum Law Library through the Capitol Preservation Committee. Project Value: $542,485

PA Civil War Battle Flag Facility, Harrisburg, PAInterior fit-out and construction of a 6,000 sq. ft. building within a building within museum-style clean-room-level components that includes a new roof structure and roofing system, a new gypsum wallboard ceiling with plaster veneer, a new terrazzo floor, fabrication and installation of new stainless steel floor and ceiling tracks for flag staff storage cases, in, new MEPs., a “clean agent” fire protection system below roof., and all new finishes. The project includes 3 10-year maintenance contracts for the AHU, generator, and clean agent system. Project Value: $1,790,000

Centene Corporation, Camp Hill, PA Tenant improvements on the 5th and 6th floors. Project includes interior demolition of current space, entirely modernized layout with glass partitions and open offices, sleek Class A finishes, brand new fitness center and café for employees, and state-of-the-art light fixtures. Project Value: $1.9 million

Whitaker Center Office Renovations, Harrisburg, PARenovations from storage space into Class A office space in the basement of the Whitaker Center for management and administrative staff for the Center. Included a fast-track schedule in 1 month for 5 new offices with glass windows, administrative areas, storage areas and new finishes throughout. Offices were also fitted with 8 new VAVs and new electrical systems to accommodate the space. Project Value: $154,000

TEAM

GEORGE FORNEY

SUPERINTENDENT

Education:Certified in CPR and First AidOSHA 30-hour Occupational Safety and Health Training Course

Responsibilities:As Superintendent, George is responsible for the safety, control and coordination of all on-site activities necessary to the project's successful completion.

Hotel Hershey, Woodside Cottages Renovations, Hershey PARenovation work on the ten Woodside Cottages of the Hotel Hershey. The project includes the refinishing of woodwork and wood flooring in the cottages, along with installation of new specialty carpets, new light fixtures, and other custom finishes. Project Value: $301,000

Dutch Wonderland, Lancaster, PAFit-out of new Castle Restaurant and outdoor theaterProject Value: $581,989

Ladd-Hanford Chrysler Dodge Jeep Ram, Lebanon, PaRenovations to the Chrysler Showroom, offices, and customer spaces. Includes new aluminum storefront windows, widening the Service Entrance, adding an expanded Service Check-in area, offices, expanding the existing Customer Lounge space, and renovating the customer restrooms. The finishes will be upgraded throughout the showrooms, service check-in, and contiguous spaces. Project Value: $1.24 Million

Marvine Village, Bethlehem, PAScattered site housing renovations (kitchens and bathrooms), 200 unitsProject Value: $2.1 Million


Zion Lutheran Church, Harrisburg, PA10,000sf roof and ceiling replacement project for historical church in downtown HarrisburgProject Value: $991,644

Lebanon Valley College, Mund Center, Annville, PARenovation of existing Mund Center - Installation of state-of-the-art technology as well as renovation and relocation of commuter lounge and upgrades to the multi purpose room - New spaces for the theater company, digital communications program, and musical recording technology program also included.Project Value: $2 million

Lebanon Valley College, Bishop Library, Annville, PARenovations to modernize and update library resources and facilities Project Value: $900,000

Best Western Premier (formerly Four Points Sheraton), Harrisburg, PAComplete renovation of 174 guest rooms, banquet and meeting facilities, lobby and common areasTotal Project Value: $1.4 Million

TEAM

Responsibilities: Mr. Clouser is responsible for the safety, control and coordination of all on-site activities necessary to the project's successful completion.

Hershey Trust Company, Vista School, Hershey, PARenovation to existing Hershey Trust Vista School building, a school for students with Autism Spectrum Disorder.


Joshua Group Learning Center, Harrisburg, PA Historic schoolhouse renovation project for non-profit organization


Roman Catholic Diocese of Harrisburg, Harrisburg, PARenovations to St. Samuel Center


Dickinson College, Carlisle, PA Construction of new Science Building


Penn State University Dickinson Law School, Carlisle, PAPartial Renovations of the second floor of the Pitt Street Law Clinic


Long, Nyquist, & Associates, Harrisburg, PAInterior renovations of historic building for tenant fit-out


PSU Stacks Renovations – Olmstead Special Dining RenovationsRenovate approximately 1,000 SF to include light demolition, doors and windows, steel studs and drywall, casework, acoustic ceiling tile, limited food service equipment, HVAC and sprinkler modifications, and electrical.

Project Value: $181.523

Rachel Carson Office Building, DGS Revolving Door Replacement,Harrisburg PAReplacement of two existing revolving doors and granite plaza restoration


Milton Hershey School, Hershey, PARenovation to existing 21000 SF health center and 57000 SF addition. Project included new infirmary, specialty clinics, urgent care, kitchen and dining, behavior services, admissions, assessment and administration


Penn State Campus, Vartan Plaza & Fountain, Middletown PAMulti-phased campus landscape improvement that served as the quad for the campus. Included installation of custom designed fountain.


Central PA Food Bank, Harrisburg, PA2-story addition, 28000SF warehouse and office renovations


FARON CLOUSER

SAFETY MANAGER

Education:

Indiana University of Pennsylvania,

CPR and First Aid Certified

OSHA 30-hour Occupational Safety and Health Training

Course

Years of Experience: 33