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HomeMy WebLinkAboutPettersen Brothers Construction Vista Bonita Park Expansion SOQ SIN BRA �Q. * * * *may TERSEN BROTHERS O• � ti EST.�1.,1 NS TR UC TION TRUC i _� Date: 05/13/2025 City of Twin Falls Parks and Recreation Department 136 Maxwell Ave, Twin Falls, ID 83301 RE: Vista Bonita Park Expansion To the selection committee, We are honored to submit our Statement of Qualifications for the Vista Bonita Park Expansion project. Petersen Brothers Construction has maintained the standard of "Designed with Vision, Built with Integrity" for five decades and three generations. Our core values are reflected throughout every stage of design, pre-construction, and actual construction of each project. WHY CHOOSE PUCY • We are about RELATIONSHIPS, not transactions. Our clients are key to a successful business and our clients are loyal, repeat customers. Our relationships with subcontractors and vendors are longstanding and we are very particular about our partnerships in the construction community. • We are a company built on TRUST. Trust is a result of strength in our diversity, the way we build relationships, take care of our customers and how we respect our employees. To Petersen Brothers Construction, trust is everything! • We are LOCAL. Our company is comprised of people from this area and our core group of seasoned contractors call this area HOME. • We have decades of EXPERIENCE. With over 50 years' experience in the Southern Idaho construction market, we know how to get the job done. As a third-generation, family-owned and operated company, you can be assured that we strive for only the best when it comes to our projects. Our reputation is bar none and we aim to keep it that way. • We provide multiple layers of VALUE. Value Management and Value Engineering are given expectations in today's construction market. Beyond that, we especially value our clients. Our goal is to MEET your needs, EXCEED your expectations and DELIVER on promised results. • We create strong TEAMS. Our commitment to SAFETY, INTEGRITY and QUALITY workmanship is a fundamental part of our workforce training and teambuilding approach. Selecting the Construction Manager for this project will not be an easy decision. By choosing PBC, you are guaranteed to work with a company who is transparent, communicative, cost- conscious and genuinely cares about our community. We take pride in our 120+ skilled tradesmen who bring decades of experience to each project we take on. Our strengths in self- performed concrete, steel, framing, roofing and interior finish work, along with our extensive in- house capabilities, allow us to fast-track most any project without the burden of extensive subcontracting. We recognize that the next steps are critical. We understand the process you will undertake to evaluate the magnitude and impact of starting a project such as this. We are thankful for the opportunity to submit our Statement of Qualifications and look forward to the next steps. Sincerely, Jeremy Petersen PBC-President/CEO jeremy(ppbcbuilds.com CONTENTS TABLE OF CM / GC Information 4 Company Profile 9 Project Approach 13 Budget Control 26 Scheduling 30 Home Office Support 34 Past Performance 38 CMIGC INFORMATION C GC M/1 0!0 INFORMATION CONSTRUCTION MANAGER INFO 1) NAME OF FIRM, ADDRESS, AND PHONE AND FAX NUMBER OF YOUR FIRM'S MAIN OFFICE' Firm: Petersen Brothers Construction Mailing Address: 1920 Highland Ave E Physical Address: 1920 Highland Ave E City, State, Zip: Twin Falls, ID 83301 Telephone: 208-734-6303 Fax: 208-734-6304 E-mail Address: jeremy@pbcbuilds.com 2) NAME, TITLE, ADDRESS TELEPHONE AND FAX NUMBER OF THE FIRM'S OFFICER RESPONSIBLE TO THE OWNER FOR ALL WORK TO BE PROVIDED UNDER THIS RFQ. Name/Title: Jeremy Petersen-President Mailing Address: 1920 Highland Ave E Physical Address: 1920 Highland Ave E City, State, Zip: Twin Falls, ID 83301 Telephone: 208-734-6303 Fax: 208-734-6304 E-mail Address: jeremy@pbcbuilds.com 3) PLEASE CHECK THE APPROPRIATE BOX TO IDENTIFY THE LEGAL STATUS OF THE ENTITY MAKING THIS PROPOSAL. [x] Corporation [ ] Partnership [ ] Individual [ ] Joint Venture PLEASE PROVIDL fHE FOLLOWING LICENSE AND BOND INV JRMATION: Idaho Public Works Construction Management License #: 045001, held by Jeremy Petersen Idaho Public Works Contractor License #: 14977-UNLIMITED-3-5 4) UUN i At; i INrUKMA i 1UN Ur i HE OFFICt VVHLHL YOUR PROJECT TEAM WILL BE LOCATED AND FROM WHICH THE WORK FOR THIS ASSIGNMENT WILL BE CONDUCTED, IF DIFFERENT THAN "1". See section "1". I~Re s C*UMRY COTJWr 1,w1Nd Fie d ko*r.►y Carper) R wxW Nome l mnwro Camp" "INSU SURETY June 24,2024 RE: Petersen Brothers Construction,Inc. Twin Falls,ID To Whom It May Concern, The purpose of this letter is to confirm that Petersen Brothers Construction,Inc. is a valued surety customer of United Fire&Casualty Company. United Fire&Casualty Company is licensed in all 50 states and we are listed on the U.S. Department of the'Treasury's Listing of Approved Sureties(Department Circular 570)with an underwriting limitation of S60,915,000. We arc rated"A=(Excellent)by A.M. Best&Co. We have been providing bonds to Petersen Brothers Construction,Inc.since 2014. In the past, we have considered performance and payment bonds for them on projects up to S50,000,000 and on aggregate programs of work in excess of S 100,000.000. Please note that while we desire to meet any and all bond requests for Petersen Brothers Construction, Inc.,any support we provide is contingent upon satisfactory review of contract documents,financing information and other pertinent underwriting information at the time performance and payment bonds are required. Any arrangement to provide bonds is a matter between Petersen Brothers Construction,Inc.and United Fire&Casualty Company. We assume no liability to you,nor to any other third party,should we decide not to issue said bonds. If you have any questions,please feel free to contact United Fire&Casualty Company at 800-332-7977. Sincerely, Jordan Feltman Surety Territory Manger United Fire&Casualty Company HDP&OFFICE 118 Seoon7 Avarua SE PO t3ox 739M I C4cW P-vd4 .lovj 52a07-3909 I V.WD-332-7977 I F:888-726-9738 I www.L9W*zmo*.oa', C GC M/1 0!0 INFORMATION CONSTRUCTION MANAGER INFO 6) STATE THE CONTACT INFORMATION FOR YOUR CURRENT INSURANCE COMPANY(S) THAT PROVIDES COVERAGE FOR YOUR FIRM IN THE AREAS OF LIABILITY, BUILDER'S RISK AND WORKER'S COMPENSATION: Company Name: Higgins and Rutledge Insurance, Inc. Agent Name: Jared Yingst Address: 1661 Shoreline Drive City, State, Zip: Boise, ID 83702 Telephone: (208) 343-7741 Email Address: iaredyrcphigginsrutledg eq com 7) IF YOU ANSWER YES TO ANY OF THE FOLLOWING QUESTIONS, PROVIDE COMPLETE EXPLANATION ON A SEPARATE SHEET Has any one of your current or former sureties or bonding companies ever been required to perform under or cancelled bid bond, labor or material payment or performance bond issued on your firm's behalf? ❑ YES ■ NO Has your firm ever been denied coverage or had coverage terminated or cancelled by any insurer during the past (5) years? ((If so, please state the company, date, reason and specific details.) Ll YES 0 NO Within the past (5) years has your current firm or any predecessor organization been involved as a party or filed a claim in any bankruptcy, litigation, mediation or arbitration proceedings. ❑ YES ■ NO NAME, TITLE AND SIGNATURE OF YOUR FIRM'S OFFICER WHO WAS RESPONSIBLE FOR THE PREPARATION AND HEREBY VERIFIES THE ACCURACY OF YOUR PROPOSAL. Printed Name: Geri Petersen Title: Secretary Signature: Date: e.w i,ro. State of Idaho Division of Occupational and Professional Licenses PUBLIC WORKS CONTRACTORS LICENSING CERTIFICATE OF AUTHORITY •1se-Du•su.M re Tala sa,Caepler as,lean.COG,".- PETERSEN BROTHERS CONST INC r.a...en ar.enmN JEREMY PETERSEN N.t,.nira ur.w�.«,.nr tw uerwne a con.in«ea,r.,,.v...,n le.ne,ro mn wo�a.,n.Iwe Lcm sqr.,. rbwal III—AlrwY.lar State of Idaho Division of Occupational and Professional Licenses PUBLIC WORKS CONTRACTORS LICENSING CONSTRUCTION MANAGER w5aol ovttaort T—. JEREMY PETERSEN w,.wmn.a�n...a��»nr.atn.u...un�To ur.,,.•.y n wno c«w.r;A.x.cn.w...a.s I na 4anw. ".eYJYiel. 4o...a SpW. Au,aaBnon AbrYb THE IDAHO CONTRACTORS BOARD i - w c� PETERSEN BROS CONST INC Of Registration No:RCE•9199 Subject to AuuN Rtetw.d having fo ilkd all the regmr mis of the I Aws of Idaho and p—ng the prescnbtd qualifitatioro is hcrcby a,thmzcd so practice as STATE CONTRACTING BUSINESS within the Sute of Idalp OF DAH O Ara F;�om AflJl�iltm N7fl1Y0N/W1EMfP.11rn ram.. aNMaYaiaeer olawla.rai+._ . MHO AD Otgtbaalla.�raa Act aat STAT!W IVA"O CONTRAVORt 90AW Writ COMPANY PROFILE COMPANY PROFiLE FAMILY-OWNED, TEAM FOCUSED Petersen Brothers Construction is a third-generation, family-owned company founded in 1971 by Perc Petersen. We pride ourselves on maintaining the "Designed with Vision, Built with Integrity" standard for five decades and three generations. Our core values are reflected throughout every design stage, pre-construction, and construction of each project. We work diligently to develop and maintain your trust by providing transparency and open communication to deliver a product that exceeds your expectations. BUILT ON INTEGRITY While new technologies and means & methods are continually being incorporated, the original principles of honesty, integrity, and superior customer service on which the company was founded are still at the heart of PBC's operations today. We are not just a construction company; we are a dedicated team striving to bring growth to our community, helping to maintain existing companies, and assist our clients in making their dreams become reality. Our history, investments in fixed assets, and company culture are all driven by our desire to make you, as our client, happy. A true testament to our client satisfaction is that many of our clients are loyal, repeat customers. We work diligently to develop and maintain your trust by providing transparency and open communication to deliver a product that exceeds your expectations. 1 • .i _ _ -�, fill COMPANY PROFILE SERVING ALL OF IDAHO PBC serves communities in Twin Falls, Meridian, Boise, Burley, Pocatello, and Idaho Falls. Whether you need a General Contractor, Construction Manager, or Design-Build Contractor, we have the manpower to serve your needs. LET OUk RESOURCES WORK FOR YOU We employ over 120 skilled craftsmen who can easily accomplish most work in-house. This saves on job costs and reduces the need for subcontracted work. Our office team provides backend support for financial and quality control assurances. We continually reinvest our resources to increase efficiency and push our projects forward. Our ever-expanding fleet of water trucks, dump trucks, earthmoving equipment, forklifts, cranes and more will ensure that we have the equipment on hand to complete your project on time. BUILDINGSSITE / UTILITIES PRE- ENGINEERED METAL CONCRETE FINISH CARPENTRY OUR FINANCIAL STABILITY IS BUILT ON SOLID GROUND PBC has a strong financial foundation with banking, insurance, and bonding firms that spans decades. We have been able to withstand the turbulent economic environments and continue to grow. Please feel free to contact Farmers National Bank at (208) 734-1500 to discuss our long-established banking relationship and strong financial stability. COMPANY PROFiLE 50-YEAR "BOOK OF BUSINESS" SPEAKS VOLUMF' Since 1971, we have helped to build Southern Idaho and surrounding areas. In 2024, we approached $50 million in volume. Averaging 15-20 projects at any given time, we anticipate controlled, sustainable growth as we finish 2025 and enter 2026. TRADITIONAL CONSTRUCTION MANAGEMENT, MODERN APPROACH Traditional Construction Management consists of sequential phases that must be carefully planned and coordinated. We have decades of experience perfecting this management style. EXPERTISE: Our highly trained team can PRECONSTRUCTION self-perform most trade-specific tasks on this project. From site work to concrete, PBC can eliminate the need to sub out most of the work. PBC's direct PROCUREMENT accountability will mitigate many of the problems associated with multiple middlemen. • EXPERIENCE: With our completion of the CONSTRUCTION City of Twin Falls Maintenance Shop remodel and our relevant experience in other projects, we are familiar with partnering with the City. We are familiar DELIVERY with the communication and project process, and we are confident PBC is the best fit for the Vista Bonita Park Expansion. MAINTENANCE • RESULTS: Our track record for success, decades of experience with several return clients, and our ability to self- perform most work is your guarantee that you will be proud to call this project your own. PROJECT APPROACH PROJECT APPROACH PRECONSTRUCTION At Petersen Brothers Construction, our approach to preconstruction as a CM/GC is grounded in proactive planning, collaborative development, and transparent cost management. Early involvement allows us to add substantial value to the project by minimizing risk, reducing change orders, and ensuring budget alignment from concept through construction. Cost Modeling & Budget Development We implement a multi-phase cost modeling strategy that begins at schematic design and continues through design development and construction documents. At each milestone, we prepare detailed cost estimates incorporating current market pricing and historical project data to ensure real-time accuracy. Our methodology includes: •Schematic Cost Modeling: High-level system and component breakdown based on early design concepts, identifying budget drivers and cost ranges. •Design Development Estimate: Detailed line-item cost estimates by CSI division, including subcontractor input for key trades, material lead times, and escalation factors. •Construction Document GMP Pricing: Finalized guaranteed maximum price with bid-level subcontractor pricing, allowances, contingencies, and escalation clearly delineated. We utilize Procore's integrated Financial Tools to maintain full cost visibility, and we share regular cost updates with the Owner and Architect to support real-time decision-making. Constructability Reviews PBC's constructability reviews begin as soon as conceptual drawings are available and continue throughout the design process. These reviews focus on identifying potential construction challenges, material inefficiencies, scope gaps, and opportunities for simplification. Our reviews address: •Site logistics and phasing challenges •Structural and MEP system integration •Material availability and long lead procurement •Code compliance and ADA access requirements •Sequencing and trade coordination conflicts We conduct these reviews collaboratively with our key project team members, including our Project Manager, Estimator, Superintendent, and key subcontractor partners when appropriate. Our findings are presented to the design team with proposed alternatives or value engineering options that maintain the design intent while improving cost, constructability, or schedule. PROJECT APPROACH PRECONSTRUCTION Guaranteed Maximum Price (GMP) Development Approach At Petersen Brothers Construction, we view GMP development as a collaborative, transparent process that aligns owner expectations with market conditions and project objectives. Our methodology ensures that the GMP reflects both current costs and realistic contingencies, with safeguards for scope clarity and value delivery. 1. Early, Iterative Budgeting We begin budget modeling during schematic design and refine it through design development and construction documents. This iterative pricing model enables: •Progressive budget alignment as the design evolves. •Clear cost trending visibility for the Owner and design team. •Informed decision-making on materials, phasing, and scope alternates. 2.Transparent, Open-Book Subcontractor Bidding We competitively bid all major scopes using a pre-qualified subcontractor pool, drawing from strong regional trade relationships. Our team: •Issues detailed bid packages with clear scope delineations. •Conducts scope review meetings with subs. •Performs side-by-side bid analysis to identify discrepancies or exclusions. All subcontractor bids are summarized in a detailed bid tabulation sheet and shared transparently with the Owner for review. 3. Cost Segregation &GMP Structure Our GMP proposals include line-item breakdowns for: •All subcontractor and supplier costs •General Conditions •CM/GC Fee •Contingency •Allowances •Reimbursable costs •Permits and fees (if applicable) We segregate Owner contingencies from CM-held construction contingency, providing clear accountability and risk buffers. PROJECT APPROACH PRECONSTRUCTION 4. Contingency Management We recommend including a construction contingency (typically 3-5%) to cover unforeseen conditions and minor scope refinements. Any use of contingency is: •Documented and approved by the Owner before execution. •Tracked in Procore through a formal change event and logged in the GMP variance report. •Reconciled at project closeout, with unused funds returned to the Owner. 5.GMP Reconciliation & Buyout Strategy As subcontractor buyouts are finalized, our estimating and project teams: •Reconcile awarded scopes against GMP budgeted values. •Identify and capture buyout savings. •Maintain an updated Buyout Log in Procore for owner visibility. All savings, unless otherwise negotiated, revert to the Owner. 6. Risk Mitigation and Value Assurance To safeguard scope and ensure value: •We confirm subcontractor qualification and bonding capacity. •We analyze escalation risks and offer early procurement strategies. •We propose material and system alternates for cost/performance comparison during preconstruction. •We coordinate constructability with our field leadership to reduce RFIs and schedule delays post-GMP. CONSTRUCTION SERVICES Project Management Overview Throughout the construction process, our project management team ensures strong communication, quality control, and timely delivery. With deep experience and the use of Procore project management software, your project will remain on schedule, on budget, and well-coordinated from start to finish. Our Responsibilities Include: •Managing and updating the overall project schedule, including detailed 3- week look-aheads •Creating and executing contracts, purchase orders, and monthly pay applications •Leading weekly subcontractor meetings and resolving RFIs promptly •Maintaining current drawings and documentation in Procore •Performing daily safety and quality control walks •Providing daily reports and progress photos i PROJECT APPROACH PROJECT COMMUNICATION The PBC team brings a strong regional presence and an unparallel depth of experience to this project. We will work hand and hand with Jensen-Belts Associates to coordinate scheduling and planning of all design and construction activities. This will ensure the project is completed in a timely manner and all key milestones are met. We recognize the importance of communication throughout the life of the project. We will hold progress meetings with the owner and the design team regularly to ensure that the project design intent is being met. We will take an inclusive approach to the project. We are a highly collaborative group, everyone involved in the project (City of Twin Falls, Architect, PBC) brings a distinct area of expertise to the team and we will use this collaboration to work through the design and construction phase. Through the project process, we will ensure that weekly meetings are held on-site to ensure that all parties are kept up to speed on all progress. Our project management software, Procore, will also be a key tool in the project communication. All related information will be housed here for additional review. BUILT ON INTEGRITY The estimating team will ensure the bid packages from the project development team are uploaded into our bidding software for a smooth transition. When subcontractor bids are received, the estimating team will go through and qualify each bid. This ensures that all possible scope gaps are covered to prevent scope gaps down the line. Through the qualification process, estimating will tabulate the low, qualified bids into a spreadsheet to accurately depict project costs. From here, PBC will present the pricing along with a recommended course of action. SUBCONTRACTOR With over 50 years of experience in Southern Idaho, PBC has developed a large subcontractor pool. This ensures we are offering the best possible prices within the valley. We ensure the bid forms we send out to subcontractors are detailed to the specific project scopes. PROJECT 0!0 APPROACH PBC'S VALUES The key to consistent communication and productive coordination is regular meetings and timely follow up. Our Project Managers will lead the team throughout the entire construction process. Meetings between key district members and PBC's CM/GC team will be held on a weekly basis to collaborate, share information and establish action items and responsibilities. PBC will continually show and live by our core values and ensure those values show through our work. Relationships are the ' Key to Business 00000 Leadership Defines Us Always Be Learning , ;;;..: - � �. 1 YE4R5 � • ~ 1 I•-l FU lO1NR E Do the Right Thing 888 �. Quality without Compromise OJ Have Fun and Get It Done �` t OJ � Ox O✓ OQO Act as a Family E)'-02 PROJECT APPROACH BRINGING YOUR VISISON TO V Utilizing our comprehensive, project-specific construction plan that identifies the roles, responsibilities and authorities of the project team, we will execute construction in an organized, efficient manner. We can ensure the successful construction of your project by having a defined leadership team, clear expectations, and a concise communication process. LEADERSHIP COMMUNICATIONEXPECTATIONS • Construction • Daily crew meetings • Consistent Manager- Oversees communication with all aspects of a • Three-week Owner and Design project lookaheads, Team provided weekly • Estimators • Quality, self- Prepares the budget - Project updates to performed work and timetables Project Team • Timely completion • Project managers - • Progress meetings of subcontractor Keeps a project on with CM, Owner, work track and within Management, & budget Design Team (as • Teamwork on the necessary) jobsite • Superintendents Oversees the day to • Special meetings to • Effective Time day onsite. Ensures resolve issues Management schedule outside of normal ro meetings ' Daily updates within adherence, quality, progress g project and safety management measures. system PROJECT TEAM JEREMY PETERSEN lie dL—In 2008, Jeremy Petersen, acquired C TIMEPetersen Brothers Construction. Under tsvc.� ;kWAMk Jeremy's leadership, PBC continued to grow and prosper. As a Southern Idaho AG local, Jeremy is well-rounded in the Magic Valley dynamics. As the president, Jeremy's primary focus a is what we deliver for the customer every Z day and on every project. Throughout Z each project, Jeremy is a key resource for z both the PBC team and the owner with real-world experience as both a business g _ owner, property owner, and contractor. mil` Y Jeremy is a member of the Magic Valley Builder's Association. He is also a member of the Magic Valley Young Professionals, the Twin Falls Chamber of Commerce Role: CEO, Construction Manager and the Boys and Girls Clubs of America. Years of Experience: 25 Jeremy's role in this project consists of overseeing the pre-construction portion. This includes reviewing project information such as preliminary plans to ensure that the design intent is captured. He will also oversee the pricing process to ensure we are on budget. jeremy@pbcbuilds.com 208.734.6303 PROJECT TEAM Nate Thomas Nate's exposure to the construction industry began early, growing up with a father who worked in the trades. He Z O�{�1� H AL started his hands-on career in residential QN I and agricultural concrete, where he built a strong foundation in field operations. ' APPROACHES LA He later transitioned into roofing, where STA1ESIy CORPORATION y COIIAB L6 C he steadily advanced to foreman and led IUOJI his own crews. His passion for JI C. craftsmanship eventually led him into co ; ENGINE high-end remodels as a finish carpenter, refining his attention to detail and problem-solving skills on complex ` custom projects. At Petersen Brothers Construction, Nate progressed from framing lead to superintendent and project manager, leveraging his diverse field experience and natural leadership. In 2021, he launched his own construction business, Role. Estimating Manager gaining valuable insight into estimating, client relations, and operations. Years of Experience: 17 He has since returned to PBC in a leadership role and now serves as Estimation Manager, combining his deep field knowledge, leadership ability, and business acumen to support successful project delivery. Nate's role in this project consists of overseeing the estimating and preconstruction process. This includes reviewing project information such as preliminary plans to ensure that the design intent is captured. He will also oversee and assist in the pricing process to ensure we are on budget and within scope. nate@pbcbuilds.com 208.751.3428 PROJECT TEAM AN DY COATS Andy has been with Petersen Brothers Construction for 7 years, working his way rI • �+�� up from Superintendent to Senior Project Vr '� Manager over that span. Andy has an 0 extensive back round in carpentry p Y and {� finish carpentry. This experience ' 1 contributes to his impressive attention to pacedetail. '"" _ He is a strong leader in construction . management and is dedicated to his team, clients, and projects. He has strong resource management, time ' management, and project management skills that set him apart from the rest. c Andy has been Project Manager on some of the largest projects that PBC has been awarded and the success of those projects shows his dedication to quality, Role. Senior Project Manager scope, and budget. His can-do attitude and professionalism lead the way for his Years of Experience: 20 team to bring their best each day. Andy's role in this project consists of overseeing the construction process once pricing is finalized and the project is ready to break ground. He will also oversee the project superintendent and the project manager while also attending necessary on-site meetings to ensure strong communication with the client is present throughout the life of the project. andy@pbcbuilds.com 208.731.9879 PROJECT TEAM DEREK JAMES Derek has a solid foundation and diverse ES STAU I experience in the construction industry. �� V ��C[ Starting as shop labor for a steel company and balancing full-time workMAN with his studies shows dedication and a _ strong work ethic OLLA60R W His degree in business administration I 0 proves that not only is he skilled in the G practical aspects of construction but also brings valuable business acumen and a 3 well-rounded perspective to Petersen Brothers. This combination of hands-on experience and formal education can be a significant asset in navigating the complexities of the construction field and contributing to the project's success. Role. Project Manager Derek's role in this project consists of overseeing the superintendent once Years of Experience: 15 pricing is finalized and the project is ready to break ground. He will also oversee the invoice and billing process, while also attending necessary on-site meetings to ensure strong communication is present through the life of the project. 208.358.5893 PROJECT TEAM CHRIS THURLO Chris has been around construction his whole life. He started working on site for his family's concrete company at the age of 13 and developed an attention to detail that has continued to benefit him GE throughout his career. ION :"rl. With over 32 years in the industry, Chris has developed and fostered numerous U4J skills over the years. He has over 23 years of superintendent experience with large residential and commercial projects. Chris has been with Petersen Brothers Construction for 2 years. With Chris' extensive knowledge of education buildings, he is truly the best fit for the job. Chris' role in this project will consist of Role. Superintendent day-to-day site supervision. Chris will Years of Experience: 32 act as the "boots on the ground" management for Petersen Brothers Construction. He will handle all on-site meetings and provide a 2-3 week lookahead for contractors. Chris will also ensure that the project stays on track and on budget through the project life. chris@pbcbuilds.com 208.513.5091 PROJECT TEAM PROPOSED STAFFING V„031,' TIME „,--ST JE AGH w 1111eTION - •...•� 'yIUUE; 9ACHP JEREMY PETERSEN Construction Manager I z o}��•: ,,- `� 1 F .��5� ; __ . ..._.RATION t �mom0"H ACHES LA u OIECT M� _ e TECHY& Z AppAO u _ APPROA `ENGINE � - I- Nate Thomas ANDY COATS Kim Lystrup Estimating Manager Senior Project Manager Financia Controller I , A EPA .M h DEREK JAMES Project Manager I VAMCIAiION� oiaa°in°nA���Nl1 tff 6 MI ST-COLL ION =Esc -NG o US PROLE CHRIS THURLO Superintendent TOTAL PROJECT BUDGET CONTROL PROJECT BUDGET CONTROL PRICING PRACTICES Petersen Brothers Construction recognizes the importance of providing preliminary pricing at milestones during the design process. We will put pricing together throughout the design process to ensure that the project is on track to meet the budget. VALUE ENGIN BRING The PBC team prides themselves on finding possible cost-savings in the project plans. This process is known as value engineering. our team will continually send out updated plans to bid. This ensures our costs are in budget and offers subcontractors time to review the plans more than once before the final bid send out. A large part of value engineering comes from subcontractor feedback. When PBC sends the project out to bid, we strongly welcome feedback on the materials/equipment spec'd. This provides the opportunity to all parties to choose material/equipment that will be in budget, and on time. CONSTRUCTION COST Petersen Brothers Construction recognizes the importance of providing periodical updates to construction costs. Benefits of reviewing and updating cost plans throughout the project cycle includes... • Adapting to changes: The project manager and Superintendent can adapt to any project changes and ensure the project stays on track. • Identify Potential Issue- Reviewing cost plans can assist in identifying potential issues before they become a major problem. • Improve Project Performance: Regular reviews to cost plans will help the Project Manager identify areas where project performance can be improved. COST TRA%,KING PBC will utilize Procore throughout the entire project. This will track all project costs through the project life, from pre-construction through project closeout. All costs through the design page, and final set will be sent out to contractors and tracked through Procore to ensure that pricing changes can be effectively tracked. PROJECT BUDGET CONTROL PROCORE PROJECT EFFICIENCY WITH COST TRANSPARENCY A major advantage to the city is our utilization of Procore, a cloud-based construction project management platform that enables us to monitor and control each phase of development, collaborate efficiently with our Petersen team and clients, and track costing every step B • of the way. With Procore, construction manager costs, subcontractor estimates, design fees, Construction and all other project costs are viewable in real- time to all the stakeholders. PROCORE CASE STUDY ABOUT PBC - PBC was recently featured in a Procore Case Study featuring our experience using the Financials Tools. We found Construction Financials to be crucial in helping our project teams manage costs in real time, while giving executives visibility into project health at any given moment. Budget Budget Budget Details Forecasting Budget Changes Change History .'is.., c-st l.g.,fat uc':,_.'t'cl',;;J,s View Snapshot Group Filter Procore ERP Budget - Current - Add Grou; - Add Filter - Descri0on Original Budge: Approved Budget Approved Cos Revised Budget AMOun: Changes 01-GENERAL REGurREMENTS-01.0000.0 Genrio Rrywirnt,%Cn'.e, 50.00 — S0.0C s0.00 S=-_ 01-GENERAL REOLRREMENTS-01.0200.0 58.394.41 — S0.0c SC.CO 58.394.41 CN rEC of 01-GENERAL REOu1REMENTS-01.1100.0 r_ a^e 5112.50 — SO.00 SC-CO 5112.50 _ 01 GENERAL REGUREMENTS-01.3025.0 F eCrbY xGu^Ser ripe>.011w 5520.00 — S0.0C MCC 5520.00 01-GENERAL REOurREMENTS-01.3120.0 Fc eU rdaio-3e•-Lat�ur.Otle 5375.00 — SO.00 SO.00 5375.O0 PROJECT BUDGET CONTROL COST TRACKING As mentioned before, with our utilization of Procore all project costs are tracked and accounted for throughout the entire construction process. Cost tracking begins in the pre-construction stage. Our pre-construction team will create a breakdown of the project budget costs based on the qualified bid packages received from subcontractors. From there, the project budget will be pushed through to the project management team. The project manager will track all costs through the billing process produced by our site superintendent. This ensures all project costs are being tracked and reported through Procore such as • Bid Packages General Requirements • Fees *,ty Fee's (Connections, .rnpact, & Perm.tt.ng) Meals Per Diem • Permits Fuel Travel Time • Reimbursable costs Mobilization Equipment Rentals • CM fee Plan Printing nsurance • All other Project Costs Project Management and Coordination Project Super ntendent Quality Control Special Testing REIMBURSABLE COST Temporary Facilities and Controls Lodging The chart shown lists our typical :ob ShackTemporary Power reimbursable costs for a CM/GC Temporary HVAC Temporary Toilet project. These costs are Temporary Door/ Fence / Barrier effectively tracked via Procore Cold Weather Protection through our project Utility Locates Traffic Control management team. SWPPP Construction Waste and Disposal Durnpster and Landfill SCHEDULING SCHEDULING MASTER CONSTRUCTION SCHEDULE Maintaining a comprehensive construction schedule is crucial to this project's success. It is important to set realistic expectations and detailed goals at every level of the schedule. In the initial phase of the project, we will lay out a Master Construction Schedule. This schedule will illustrate the whole of the individual schedules for the Site Improvements project. Its purpose is to identify all the major deliverables along with each individual work breakdown structure component. Getting buy-in from the subcontractors is a must. We will work together with the subs to ensure all scopes of work are completed with a schedule that works for everyone. SCHEDULING SOFTWARE AND TECHNIQUES Schedule preparation has come a long way from the days of handwritten harmonograms and Gantt charts. Today, we incorporate 21st century technology to track progress and keep our schedules organized. PBC creates schedules using Microsoft Project, an internal, dynamic project management tool used to assist in developing our schedules, assign resources to tasks, track progress, manage the budget, and analyze workloads. Microsoft Project utilizes critical path techniques and milestones to limit overlap on resources and avoid understaffing. The seamless integration of Microsoft Project and Procore offers a real-time update that our project management team, superintendents, subcontractors, and stakeholders can use and follow to see the status of every stage of the project. SCHEDULING EFFECTIVE SCHEDULING ON COMPLEX, MULTI-PHASE PROJECTS TWIN FALLS COUNTY CRIMINAL JUSTICE TEMPORARY COVID-19 ISOLATION WARD In 2020, PBC began construction on the COVID-19 Isolation Ward at the Twin Falls County Jail. This multi-phase project required a fast-tracked schedule and multiple crews working simultaneously. We operated on a tiered schedule that allowed multiple trades to function onsite without impacting each other's scope of work. We delivered the project, on time and within budget while being considerate of the inmate population and maintaining deputy safety. MAGIC VALLEY REGIONAL AIRPORT TERMINAL EXPANSION AND REMODEL The Magic Valley Regional Airport Terminal Remodel included a complex 8,000 SQ FT expansion and 6,000 SQ FT remodel. PBC was awarded the contract in July of 2015, but couldn't begin construction until April of 2016. The project duration was 342 days, through 4 different phases. With 170 extra diverted aircraft and 320 extra flights in a record-breaking year for snowfall, we still completed each phase at least 10 days earlier than scheduled. FAMILY HEALTH SERVICES - I`WIN FALLS Family Health Services was a 2-phase remodel to expand the facility. FHS needed to maintain patient care, so we worked on half of the facility for each phase. PBC was able to protect the employees and patients by creating a temporary dividing wall and erecting a dust barrier, thereby keeping everyone safe from exposure. We met this schedule on time and maintained proper safety protocols throughout this project. MAGIC VALLEY MALL REMODEL The Magic Valley Mall Remodel was a multi-phase remodel with multiple challenges. We could only work on the project at night due to the mall maintaining normal business hours throughout. We were able to demo and put back without interfering with daily operations and keeping the mall free from dust and debris. We completed this project meeting all scheduled deadlines. SCHEDULING COMPREHENSIVE SCHEDULING DETAILING OUR PLAN OF SUCCESS o Schedule .. A." 1 - cpl'g.0 - vam.. Q C'0"Pa1.- O '.C—fkw APN M14 WS M4 Jar.2014 J.Jy M2a 10 Task 01— Stan /.m. Donlan ♦ •C .2 9 20.05 00.12 11•19 n•20 .'•02 01•00 10.10 1-•21 24•30 C1•0' U." 15•21 Y..c.AG B-19 MVV2024 Csk!24/MI5 24856 MCONSMUCT10, OS/2l,'M24 0513VZ024 7.50 MCONSTQUCTaON 0—Kea-Off 5ea.1ry 0W2VM34 .50 I OadN KKt 0f1 M—q :W Cor<.atta Kq.0 0:'Jl':0:3 0;0 S..C-1-11 eqa CH kJ-1 COUQU Of CONSMAC 0SADV2024 04/231202S 24250 UTt SPORNAND YTTL 001OV2024 1VOV2024 12930 0.N aM"N— nVV2024 0WOL2024 24 C1.r aM 9ni0 N..". e Wtl as 0gPao 0WOW2024 OWK4024 90 Wq 9.a0M Pad ' .••D"y 0u.b SO OSAII3024 0W2V2024 W 0 ..0 u 0.m Sea F- 10n Dw Qh09u0M Pad YNNW ApOY .. f u W .ON.y C OW5 uale Se. W20 24 OWV=24 24 w e 1e wauea4♦ ny 12 Sa.C'Wq OLOL2024 OSMO=24 1 a +� Sn.Caaamd IS S—NbnN OL'0=024 0011142024 a. l - Sa—L.... EW QO HEDULE COMPLIANCE Once contracts have been executed with the subcontractors through Procore, we will meet with all subs to incorporate their projected material lead times, work scope timelines and the general duration of activities for their segment of work. The superintendent will work with the project manager to maintain a 3-week lookahead schedule. The goal is to create and maintain a reasonable construction schedule with the subcontractors to adhere to the critical path of the project. There are occasions where our 2-3 lookahead schedule is impacted by a subcontractor who is not in compliance. We use various methods to correct this. Initially, when a subcontractor falls behind schedule, we will request an updated recovery schedule due within 72 hours. This schedule will indicate how the subcontractor intends to complete the project within the allocated time and what resources will be used to accelerate the work so that it can be completed on time. If the subcontractor is still delayed or compromising the ability of the project to stay on schedule, PBC will step in to supplement that scope of work and access the charges to the deficient subcontractor. If the work is such that we cannot complete ourselves, we will hire another contractor. Either way, we are committed to honoring the schedule we have created and eliminating detours that will delay timely completion. HOME OFFICE SUPPORT HOME OFFICE SUPPORT NO PLACE ? 'VIP HOMF At our home office, we take pride in being responsive. We feel everyone is our customer and deserves responsive service. Not only do we want every customer we are working for to feel that theirs is the only project we are working on, but we also understand we can't do it all by ^, ourselves. This is important when it comes time to process paperwork throughout the project. PROCORE FINANCIAL PROCESS The first step in this process is requesting a detailed schedule of values and reviewing/approving the schedule to avoid any "Front End Loading". Once the schedule of values is agreed upon, it is processed through Procore. PBC's pay request process is fully streamlined and managed through Procore to ensure that accurate progress payments are made, and the school district is not encumbered with financial mishaps. HOME OFFICE LEADERSHIP • President / Construction Manager- Jeremy Petersen - Jeremy will be actively involved in the design phase. He works with all the team members to provide cost analysis, estimates, and design review. Jeremy will visit the site as needed. • Financial Controller: Kim Lystrup - Kim will be responsible for overseeing all the financial aspects of this project including cost analysis, vendor payments, compliance, and financial reporting. • Senior Project Manager Andy Coats - Andy will review the contracts during construction and support the superintendents throughout the process. They will be onsite weekly or as often as needed. • Contract Administrators: Kelly Letak& Ember Hopkins - Kelly & Ember will review and prepare contracts / purchase orders. HOME OFFiCE 0!0 SUPPORT HOME OFFICE PERSONNEL IEREMY PETERSEN - PRESIDENT / CONSTRUCTION MANAGER Jeremy's primary focus is to deliver for the customer. As the "UTION construction manager, he will serve in a leadership role by 0' = overseeing the project management team, estimating costs, 1acH and liaising with the owner, design team, and the city to ensure success. :COSj. HAT KIM LYSTRUP - FINANCIAL CONTROLLER ENGIN I`4 Kim's role as the Financial Controller is to manage the daily `-' API operations of Petersen Brothers Construction accounting operations. She will work closely with the other members of the home office support team to ensure all reporting requirements have been adhered to. She'll make sure timely b payments are made to all vendors and subcontractors. stNNTH ANDY COATS - SENIOR PROJECT MANAGER '1'0 Andy's role as the Sr. Project Manager will be to oversee all aspects of the project management team. He will establish timetables, manage labor/material costs, ensuring project completion on budget and within scope. ST C01(JATION Ember Hopkins- CONTRACT ADMIN APPROACH P� Ember's role as Contract Admin is to review and qualify all bids to ensure completeness. Following review, she will create all commitments / purchase orders and hand them off for final review and send-off from the PM team. KELLY LETAK - SUBMITTAL COORDINATOR •1 ' 1 ' Kelly's role as Submittal Coordinator is to review and obtain submittal information and will assist the field team and the office team communicate efficiently regarding materials. She will be the main point of contact regarding material from the design team, to the subcontractors. HOME OFFICE SUPPORT PAYMENT FLOW CHART PROJECT START • Construction Manager creates a schedule a values for each scope of work. • Subcontractor completes SOV by entering in values that total the amount of the subcontract. • SOV is entered into Procore and becomes the basis for future subcontract draws. • Before the first payment request, all compliance items such as insurance, licensing, and etc much be submitted and approved by the CM. BILLINS rrvI'll • 15th: Open billing for all subcontractors • 20th. Subcontractors submit pay application for percentage complete. • 25th-29th: Project manager reviews and approves pay applications for percentage complete. Project Manager field verifies work with Superintendent. • 29th. Project Manager issues Prime Contract Invoice Submission to Architect. • 30th-31st: Prime Contract submitted to architect for review and approval. FOLLOWING MONTH • 1st: Prime Contract submitted to owner for review and approval, verify vendor accounts for joint checks. CFO issues check, Project Manager generates unconditional lien releases. PROJECT FINISH • Request for final conditional lien releases to verify final contract amount are sent to the subcontractor. • Before final retention is released, all punch list items are completed, and warranties and O&M manuals are submitted. • Final payment is set with accompanying final unconditional lien releases. PAST PERFORMANCE PAST PERFORMANCE Paul Community Park The Paul Community Park project was an upgrade project that included additional amenities including; picnic shelters, a splash pad, playground equipment, walking paths and field sports areas. C f .x- PROJECT PROJECT NAME STAKEHOLDER Paul Community Park City of Paul PAST PERFORMANCE Oregon Trail Youth Complex Restrooms The Oregon Trail Youth Complex Restroom project consisted of an upgraded restroom facility and concession stand for the park. The park offers sports programs including softball and baseball, tennis courts and batting cages. There are several family amenities, including picnic areas, open green spaces and playground equipment. 'ryjII p1I I At I N I 1 1 PROJECTPROJECT STAKEHOLDERNAME Oregon Trail Youth City of Twin Falls Complex Restroom PAST PERFORMANCE Frontier Park Restroom Renovation In partnership with the Rotary Club of Twin Falls, the City of Twin Falls, and the College of Southern Idaho, Petersen Brothers Construction led the restroom renovation project at Frontier Park. The scope of work included demolition of the existing restroom facility and construction of a new, durable concrete and steel structure. Additional improvements encompassed site grading, the reconstruction of the asphalt walking path, and the installation of new concrete sidewalks to enhance overall park accessibility and usability. hi j - PROJECTPROJECT NAME STAKEHOLDER Frontier Park Restroom City of Twin Falls Renovation Rotary of Twin Falls College of Southern Idaho