HomeMy WebLinkAboutBateman Hall Complete Proposal - Rexburg Police Station
City of Rexburg Police Station Facility SOQ
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1) Company Profile
Firm’s History
Bateman-Hall, Inc. was incorporated in the State of Idaho in 1975 by E.W. (Elvie) Bateman and Kim Hall. Dan
Moon joined the company when Elvie left the firm at the decade’s end. In 2008, Kim and Dan turned the
management over to long-time employees Shay Moon, Mike Clements, and Aaron Johnson.
Size / Resources
Our staff averages over 40 full-time employees, some of which have been with Bateman-Hall for over 20
years. Seasonally, we can have in excess of 100 employees for projects that we self-perform work on.
Philosophy of Service
For over 45 years, Bateman-Hall has served Eastern Idaho by developing our business through a
commitment of integrity. This has enabled us to recruit and retain highly qualified and experienced
individuals as members of our team.
Our estimating team is very familiar with the constantly changing costs in the industry, especially lately.
This helps in providing real numbers that can help the City of Rexburg make good decisions moving forward
to build a new Police Station.
Our project managers (PMs) devote individual attention to the details of each project and work to avoid
obstacles in order to remain within original budget projections. By managing a schedule to a series of
milestone dates, they are able to keep a project on track and identify areas to focus efforts for
improvement.
Our full-time superintendents average in excess of 20 years of experience in the industry, most of that
experience gained while at Bateman-Hall. They are dedicated to one project at a time until final
completion. With their extensive experience, comes the quality control knowledge to ensure compliance
with the contract documents. Our home office and administrative teams actively support our field staff,
proactively addressing and preventing issues through collaboration and problem solving.
Typical Volume of Work
In a typical year, Bateman-Hall, Inc. will generate $40-$50 million in revenue. Revenue can vary
greatly depending upon the size of projects in any given year. Previously we have performed up to $93
Million in revenue. We plan accordingly, with regards to project size and complexity, in determining the
resources needed to dedicate to any one project. A large part of our success comes from matching experienced
Superintendents and Project Managers with the complexities of an owner and their project.
Financial Stability
Bateman-Hall operates debt free and has the financial reserves necessary to meet its $120 million bond limit.
We have never filed for bankruptcy nor been insolvent. We have never been denied insurance or had coverage
cancelled, nor have we been denied any requests for bonds.
City of Rexburg Police Station Facility SOQ
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Our working capital is 100% in cash and not encumbered in any way.
We do not have other business ventures to detract financial resources.
Financial Institution
The Bank of Commerce
General Liability Insurance Provider
Marsh McLennan Insurance
Builders Risk Provider and Bond Broker
The Hartwell Corporation
Bonding Company
Travelers Property Casualty of America
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Management Techniques & Methods
One of our greatest strengths is understanding items that need to be identified during the design phase to
provide a smooth process into the construction phase.
SCHEDULING: In today’s market conditions, scheduling has become THE critical component leading to a
project’s success. With the volatility of both material and manpower, intense and regular scheduling
sessions have become a standard for every aspect of a project. Bateman-Hall has significantly increased the
amount of management time that goes into communicating expectations and working with subcontractors
and suppliers to find solutions to difficulties that are created through long lead times and unavailable
products. It means being nimble and fluid with acceptable alternative ideas and products to keep a project
advancing. It means intensive project management from a team who cares deeply about the outcome,
which is exactly what you will get from Bateman-Hall.
ACCOUNTABILITY: All team participants must be accountable for taking care of their assignments. Creating and
maintaining an action item list for all meetings and activities establishes responsibilities for each working
item that needs to be accomplished by certain dates to maintain progress. Things may not always go perfect,
but the action item list will help ensure that nothing falls into a crack as a forgotten item that can haunt the
team at a later date.
Expertise, Experience, and Techniques
• Location of home office allows us to provide quick response time to any issue throughout the course of
the project and beyond
• Experienced in the Public Works CM/GC process
• Extensive local subcontractor/ supplier support with strong relationships
• Knowledge of how best to prepare subcontract bid packages to provide the best value for the City of
Rexburg from our local market
• Very familiar with how to schedule and accomplish productive work in a wide variety of Idaho weather
conditions
• Will provide continued service to the City of Rexburg long after construction is complete
Safety Record
Bateman-Hall, Inc. has implemented a comprehensive safety and health program. The personal safety and
health of each employee of Bateman-Hall and our subcontractors is of primary importance. The prevention of
occupational induced injuries and illnesses is of such
consequence that it will be given precedence over operating
productivity whenever necessary.
We will have strict protocols in place for anybody entering the
jobsite to be wearing proper PPE whether they’re a city
employee, inspector, testing agency, or someone just taking a
tour. This is an area we refuse to slack on.
Jay Jones is our company Safety Director and will not hesitate to
enforce even the slightest safety measure as he makes regular
site visits to ensure our compliance with OSHA requirements.
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2) CM/GC Approach
Preconstruction Services
• Schedule and participate in design meetings
• Maintain Action Item List of assigned responsibilities and track tasks required
• Promote and enhance a team approach to ensure the cohesiveness of the group
• Advise Owner and Architect throughout the design review process in the following:
o Constructability review
o Selection and availability of materials and labor
o Factors related to construction costs
o Research, identify, and propose possible alternative materials that can improve budget
o Identify processes and applications that will reduce complexities, schedule, and budget.
o Provide recommendations for use of site, building systems, and equipment.
o Schedule analysis of design items in terms of procurement and construction timeline. Identify long
lead and specialty items.
o Research and identify special vendors. Make personal contact with them to promote interest in bidding.
• Identify potential problems and develop solutions
• Establish a budget, maintain, and update as needed to aid in the decision-making process (final estimates
to include breakdowns by bid packaging)
• Create and maintain a project schedule for the following:
o Design and permitting
o Phasing projects to allow for earlier start
o Bidding, Contracting, & Submittals
o Construction
o Commissioning, turnover, and closeout
• Establish a Quality Management Plan to be used throughout
• Work with the following entities to help obtain requirements and approvals:
o Municipal Building Department
o Public Utilities
o State Fire Marshal
o DEQ for Environmental Permits
o Others as required
• Advertise and personally contact subcontractors to promote the Police Station project
• Create bid packages and bidding instructions including legal and public contracting requirements
• Hold public bid opening on the City’s premises to ensure openness and validity of the process
• Obtain project bonding and permits
• Issue subcontracts and purchase orders
• Work with the City to identify any allowances required and negotiate a Guaranteed Maximum Price (GMP).
Note: all bidding results, budgets, allowances, contingencies, and cost information are open for City and
public review.
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Construction Services
Field Supervision
• Storm Water Pollution Prevention Plan implementation,
tracking and maintenance per DEQ regulations
• Coordinate project access/egress and temporary services
locations. These include laydown, waste disposal, and
trailer/storage locations to minimize impacts to future
phases.
• Implement Quality Management Plan
o Coordinate with required testing and inspecting
agencies for frequencies and reporting
o Coordinate and schedule with Authority Having
Jurisdiction
o Maintain as-built drawings
o Monitor workmanship to ensure compliance with the
construction documents
o Hold pre-installation meetings with subcontractors’
foremen, special inspectors, and others as needed
to discuss owner expectations, sequencing, and
contract requirements
• Conduct regular contractor coordination and safety meetings
• Daily reports noting subcontractors and number of workers on-site, work completed, unforeseen
construction issues, potential safety issues, and weather conditions
• Ensure a safe working environment
• Write and track RFIs or clarifications
• Track and coordinate material delivery dates
• Add additional assistant superintendents and/or laborers to the project as needed
Project Management Support
• Distribution of plans and implementation of collaboration site
• Construction schedule updates
• Review, route, and track submittals
• Establish a schedule of values to act as the baseline for all pay applications, budget reviews, and
pricing/change order requests
• Provide current project costs report to reflect any changes that have been approved
• Coordinate meetings with the project team to go over project schedules, budget, quality concerns, project
clarifications, etc.
• Distribute and price plan revisions, design clarifications, unforeseen site conditions, etc.
• Review all costs associated with change orders to ensure validity and fair market pricing
• Regular site visits in support of workmanship compliance and schedule review
• Assist with procurement and tracking of owner-furnished equipment and fixtures
• Manage subcontract pay application process and cost tracking reporting
• Implement Commissioning Plan for equipment/systems identified for commissioning reporting
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Warranty Program
Warranty starts at design. Meaning right from the start,
Bateman-Hall reviews the design, engineering plans, and
documents for impact on maintenance and operations for
the building’s future. This immediate attention to quality
benefits the facility’s staff, operations budget, and
performance of the building for years to come.
In addition to our full time Superintendent who monitors
every scope of work for adherence to the design and
intended purpose, we have other eyes whose specific job
is to observe for quality issues.
Our General Superintendent and Quality Control Manager
will be on site regularly to do comprehensive reviews of
adherence to the plans and specifications. Our Safety and
Warranty Director will also be on site regularly to not only
monitor safety, but to identify items and situations that
need corrective action, so they don’t become warranty
claims later. In addition, the Project Manager makes
regular visits to review and observe adherence to quality.
At the completion of the project, all product and labor warranties specified in the construction documents are
gathered and reviewed for accuracy and validity. Regardless of specified warranties for equipment and
materials, we require all subcontractors to submit workmanship warranties. During our long history of
construction in Idaho, we have found many subcontractors who are dependable and responsive. Generally, even
if the formal warranty period is over, they are willing to assist when a problem arises.
Close to the end of the warranty period, the Warranty Director will conduct a comprehensive site inspection with
the project team to identify any corrections needed and to coordinate the completion of identified items in a
timely manner. We stay in regular contact with the facility’s director on a regular basis during that period, so we
know what conditions need corrective action before the formal walk-through. You can be assured that any life
safety issues or learning environment corrections are taken care of immediately.
Jeremy Ferguson
General Superintendent / Quality Control Manager
Jay Jones
Safety & Warranty Director
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3) Key Project Personnel
Doil Clements, Director of Project Management
MAIN POINT OF CONTACT
Years of Experience: 28 Years
Licensed Idaho Construction Manager since 2008
BSU – Bachelor of Science Construction Management
BSU – Minor in Business
Role / Responsibilities:
Doil will oversee and direct construction for the Rexburg Police Station, from Pre-
Construction to the construction phase, and beyond. Doil has overseen most of our county projects ranging
from a law enforcement building to a jail expansion, with a few remodels and smaller county projects in
between.
Jake Bigler, Project Manager
Years of Experience: 4 Years
2021 – Current: Bateman-Hall, Inc. Assistant Project Manager
2020 – 2021: Jardine Malaska Construction
2013 – 2020: Owner – Hobby Town USA
Role / Responsibilities:
Assuming Jake will be available during the construction of this project, he will be
involved in every aspect of the Rexburg Police Station. He will participate in many preconstruction meetings and
will do a full comprehensive review of construction plans and specifications.
Jake will coordinate any RFIs, change directives, change requests, schedule revisions, and any other daily
communication. He will be the first point of review for submittals, change order requests, pay applications,
material invoices, labor costs, and regular budget reports. He will also review all closeout documents prior to
releasing final subcontractor funds. Jake is currently working with Bonneville County on the jail expansion and
the courthouse remodel.
Jeff Monk, Superintendent
Years of Experience: 23 Years
1991 – Current: Bateman-Hall, Inc. Superintendent
Role / Responsibilities:
Oversight of assigned project from start to finish
Past Projects:
- Harwood Elementary School - Idaho Falls, ID
- Rigby High School - Rigby, ID
- Longfellow Elementary – Idaho Falls, ID
- Bonneville County Law Enforcement - Ammon, ID
- Bonneville County Jail Expansion – Idaho Falls, ID
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Bateman-Hall, Inc. Project Organizational Chart
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Mike Clements - CEO
Shay Moon - President
Aaron Johnson - CFO
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Accounting Department
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Pre-Construction for Design & Bidding:
Shay Moon, President
Doil Clements, Director of Project Management
Mike Clements, Chief Executive Officer
Jake Bigler, Project Manager
Jeremy Ferguson, General Superintendent
Richard Stephenson, Lead Estimator
Katie Sell, Estimating Coordinator
Construction:
Doil Clements, Director of Project Management
Mike Clements, Chief Executive Officer
Shay Moon, President
Jeremy Ferguson, General Superintendent
Jake Bigler, Project Manager
Jay Jones, Safety & Warranty Director
Accounting Department
Post Construction & Warranty:
Doil Clements, Director of Project Management
Jake Bigler, Project Manager
Jeremy Ferguson, General Superintendent
Jay Jones, Safety & Warranty Director
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4) Budget Control
One of the biggest advantages of using the CM/GC method is to have the CM involved during the feasibility and
pre-construction phases. This gives the city an assurance that estimates will be reliable. This is critical before
large sums of money and time are put into a design that may be outside of budget and bonding capabilities.
Another big advantage is the openness of the process. The city has access and participation as the budget
progresses from a high-level estimate right to the final Guaranteed Maximum Price (GMP).
THE BUDGET & COST CONTROL PROCESS IS DETAILED IN THE FOLLOWING PHASES
Pre-Design
• Discussions include needs for projects, phased construction options, and finish materials.
• Bateman-Hall CM team starts researching components and materials for initial pricing.
• Resources include robust internal project data from similar size and scope projects, subscription-based
data from similar projects in similar price index locations, and subcontractor and supplier input.
• Design team produces initial schematic design and engineering data.
• CM Team creates initial high-level budget for city review.
• Other facility options are pursued, if desired, and the process repeats
• Final feasibility report is produced and presented to the board. This report includes construction
options, comparative cost analysis with associated schedules for each option, and recommendations
from the construction committee.
Pre-Construction
• City, Design Team, and CM meet regularly as design commences.
• At each design milestone, budget is refined and tightened.
• CM reviews design documents for constructability and value engineering options.
• Allowances are established for known items of unknown quantity (Ex. rock excavation, weather
protection, etc.)
• Contingencies are established for future additions or changes.
• Upon design completion, final budget (prior to subcontractor bidding) is presented.
• Subcontractor bids are received for pre-defined work scope packages.
• Final construction budget is compiled including line items for each bid package, allowances, general
conditions, and previously negotiated fees.
• A guaranteed maximum price (GMP) is established for the city’s formal approval.
• Permits, impact fees, and other reimbursables are added to establish a comprehensive budget.
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Construction
• Construction team meets regularly to review budget, subcontractor change requests, and potential cost
impacts. Costs to date are reviewed.
• The selected subcontractors are required to break out their bids into phased and/or separate activities.
This breakout is called a Schedule of Values (SOV). This allows our project manager and our
superintendent to monitor the subcontractors’ draws to assure their actual progress matches.
• Subcontractors’ change order requests are reviewed for validity and appropriate pricing.
• Change orders are compiled and a request for approval is sent to the city.
• Progress reports to owner and design team include approved change orders to date, pending change
orders, and potential future cost impacts.
• Each month, subcontractor and material invoices are reviewed with the field superintendent for
comparison to construction progress. All lien releases are gathered to ensure there are no payment
claims. Subcontractors’ suppliers are called regularly to verify they have received payments.
• Monthly comprehensive construction draw is compiled which shows line-item detail for each
subcontractor (Schedule of Values), approved change orders, material invoices, spent general
conditions, and percentage fee based on progress.
Post Construction
• Final unconditional lien releases are requested from all
subcontractors and major material suppliers
• Final subcontractor ledgers are reviewed and reconciled
against job cost systems.
• Any remaining reimbursables are confirmed and turned in
• Any savings from allowances or contingencies remain
100% the owners
• Final budget reconciliation along with the matching final
construction draw is submitted to the city
• Final retention / payment will not be billed until punch list
items and closeouts are complete.
SAMPLE
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5) Scheduling
In today’s market conditions, scheduling has become a critical component leading to a project’s
success. With the volatility of both material and manpower, intense and regular scheduling sessions have
become a standard for every aspect of a project. Bateman-Hall has significantly increased the amount of
management time that goes into communicating expectations and working with subcontractors and suppliers to
find solutions to difficulties that are created through long lead times and unavailable products. It means being
flexible with acceptable alternative ideas and products to keep a project advancing. It means intensive
project management, from a team who cares deeply about the schedule, which is exactly what
you will get from Bateman-Hall.
The key to finishing on time is to set critical milestones, and then schedule tasks in increments that allow the
milestones to be achieved. Breaking down a schedule into phases and smaller components makes it easier to
communicate the scheduling goals with the subcontractors and to track true project progress at all stages of the
project.
Establishing the Project Schedule
We are currently using a program called Phoenix CPM for scheduling to develop Critical Path Method (CPM)
Schedules. A preliminary schedule is established during the design phase and modified with greater detail as
the design of the project unfolds and the site work is identified.
Multiple milestones are set for key items to take place in order to meet the owner’s desired substantial
completion dates according to the phased areas. Critical materials and equipment are identified and scheduled
early on in the design. These milestone dates become part of the bid documents for the subcontractors to
adhere to. In putting the final details of the schedule together, we seek input from the selected subcontractors
and suppliers for timelines.
Schedule Updates
• Master schedule updated monthly
• Regular meetings with subcontractors to review progress, material concerns, potential delays, and the
details of the upcoming weeks
• Constant coordination with subcontractors to adjust the sequence of events as necessary to maintain
production and meet the milestone dates of the contract
• Regularly review for potential problem areas to ensure problems are addressed while they are at a
manageable level
• Regular visits to jobsite by management to review
Schedule Enforcement
• Implement a process that encourages and seeks out quality subcontractors for project award
• Inform all involved and promote subcontractor input on scheduling requirements
• Provide a positive work environment that promotes productivity
• Resolve obstacles quickly such as questions, changes, unforeseen concerns, and other delays
• Require additional crews, overtime, or shift work of subcontractors that fall behind schedule until they are
caught up
• When necessary, supplement crews or even replace those that refuse to stay on track
Following is a sample schedule and a few examples of many difficult projects that were
recently completed within the expected timeframes:
ID Description Original
Duration Start Finish
Pre Construction
No value assigned
10 Finalize Contract Documents 10 01/07/19A 04/01/19A
20 State Review for Permit 30 02/01/19A 04/09/19A
30 Subcontractor Bidding 15 02/14/19A 03/06/19A
40 File NOI with EPA 10 03/19/19A 04/02/19A
50 Bid Date 0 03/07/19A
60 Contract Awards 12 03/15/19A 03/19/19A
70 Shop drawings and submittals 45 03/19/19A 11/08/19A
80 Pre-Construction Meeting 1 04/15/19A 04/15/19A
90 Mobilize Site 5 03/26/19A 04/01/19A
100 Start Construction 0 04/02/19A
Site Construction
No value assigned
110 Site Surveying 3 04/02/19A 05/10/19A
120 Install BMPs 5 04/02/19A 04/05/19A
130 Clear & Grub Site 5 04/03/19A 04/08/19A
140 Construct Building Pad 18 04/16/19A 04/29/19A
150 Off site water line 20 04/16/19A 06/27/19A
160 Off site sewer line 20 12/09/19A 02/14/20A
170 Sewer lift station 10 02/17/20A 03/05/20
180 Onsite water 15 05/09/19A 06/07/19A
190 Rough grading of site 20 04/08/19A 08/02/19A
200 Site curb & gutter 15 09/09/19A 09/26/19A
215 Chain Link Fencing N & E 30 04/18/19A 06/07/19A
220 Asphalt prep work 15 09/09/19A 09/26/19A
225 Milestone Date Paving Front Lot 0 10/03/19A
230 Asphalt paving 5 09/27/19A 10/03/19A
210 Sidewalks 30 03/24/20 05/04/20
240 Landscaping 40 04/06/20 05/29/20
Building Construction
725 Final Cleaning 15 07/22/20 08/11/20
1475 Substantial Completion 0 08/04/20
1477 Punch List 20 08/05/20 09/01/20
1478 Owner Occupy 20 08/12/20 09/08/20
1479 Final Completion 0 09/01/20
Area 5
250 Footing Excavation 10 04/29/19A 06/10/19A
260 Footings & Foundations 30 05/02/19A 09/10/19A
270 Plumbing & Electrical Underground 10 05/23/19A 08/23/19A
280 Slab Prep Work 10 08/21/19A 08/21/19A
290 Place Slab on Grade 5 09/12/19A 10/22/19A
300 Masonry 30 09/01/19A 03/05/20
310 Structural Steel 25 02/10/20A 03/19/20
330 Steel Stud Framing 13 03/20/20 04/07/20
440 MEP Rough In 20 03/20/20 04/16/20
320 Roofing 15 03/31/20 04/20/20
340 Insulation 5 04/08/20 04/14/20
490 Entry Door Frames & Doors 5 04/17/20 04/23/20
480 Windows 3 04/21/20 04/23/20
350 Drywall 10 04/29/20 05/12/20
370 Painting 15 05/13/20 06/02/20
390 Tack Wall Panels 5 05/27/20 06/02/20
380 Restroom Tile 10 06/03/20 06/16/20
400 Millwork 8 06/03/20 06/12/20
410 Ceiling Grid 10 06/03/20 06/16/20
360 School District Data & Security 20 06/17/20 07/14/20
420 Lights 15 06/17/20 07/07/20
430 Specialties 15 06/17/20 07/07/20
450 MEP Trim Out 20 06/17/20 07/14/20
455 Kitchen Equipment 30 07/08/20 08/18/20
460 Flooring 10 07/08/20 07/21/20
470 Doors & Hardware 10 07/13/20 07/24/20
425 Stage Curtains 5 08/12/20 08/18/20
465 Training on Kitchen Equipment 7 08/19/20 08/27/20
Area 4
500 Footing Excavation 10 05/01/19A 06/14/19A
510 Footings & Foundations 30 05/08/19A 08/26/19A
520 Plumbing & Electrical Underground 10 06/04/19A 08/23/19A
530 Slab Prep Work 10 08/05/19A 08/16/19A
540 Place Slab on Grade 5 08/29/19A 09/26/19A
550 Masonry 30 07/29/19A 02/07/20A
560 Structural Steel 30 09/03/19A 03/05/20
580 Steel Stud Framing 10 02/26/20A 03/12/20
690 MEP Rough In 20 03/09/20 04/03/20
590 Insulation 5 03/16/20 03/20/20
570 Roofing 12 03/18/20 04/02/20
730 Windows 5 04/03/20 04/09/20
600 Drywall 10 04/06/20 04/17/20
620 Painting 15 04/20/20 05/08/20
740 Entry Door Frames & Doors 5 04/20/20 04/24/20
640 Tack Wall Panels 5 05/04/20 05/08/20
630 Restroom Tile 10 05/11/20 05/22/20
650 Millwork 20 05/11/20 06/05/20
660 Ceiling Grid 8 05/11/20 05/20/20
610 School District Data & Security 20 05/21/20 06/17/20
670 Lights 15 05/21/20 06/10/20
700 MEP Trim Out 20 05/25/20 06/19/20
680 Specialties 15 06/08/20 06/26/20
715 Install Gymnasium Equipment 10 06/08/20 06/19/20
710 Flooring 16 06/29/20 07/20/20
720 Doors & Hardware 10 07/02/20 07/15/20
2019 2020
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
31 7 14 21 28 4 11 18 25 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 2 9 16 23 30 6 13 20 27 3 10 17 24 2 9 16 23 30 6 13 20 27 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7
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01/07/19 Finalize Contract Documents
02/01/19 State Review for Permit
02/14/19 Subcontractor Bidding
03/19/19 File NOI with EPA
03/07/19 Bid Date
03/15/19 Contract Awards
03/19/19 Shop drawings and submittals
04/15/19 Pre-Construction Meeting
03/26/19 Mobilize Site
04/02/19 Start Construction
04/02/19 Site Surveying
04/02/19 Install BMPs
04/03/19 Clear & Grub Site
04/16/19 Construct Building Pad
04/16/19 Off site water line
12/09/19 Off site sewer line
02/17/20 Sewer lift station
05/09/19 Onsite water
04/08/19 Rough grading of site
09/09/19 Site curb & gutter
04/18/19 Chain Link Fencing N & E
09/09/19 Asphalt prep work
10/03/19 Milestone Date Paving Front Lot
09/27/19 Asphalt paving
03/24/20
Punch List
Owner Occupy
Final Completion
04/29/19 Footing Excavation
05/02/19 Footings & Foundations
05/23/19 Plumbing & Electrical Underground
08/21/19 Slab Prep Work
09/12/19 Place Slab on Grade
09/01/19 Masonry
02/10/20
03/20/20
03/20/20
Kitchen Equipment
Training on Kitchen Equipment
05/01/19 Footing Excavation
05/08/19 Footings & Foundations
06/04/19 Plumbing & Electrical Underground
08/05/19 Slab Prep Work
08/29/19 Place Slab on Grade
07/29/19 Masonry
09/03/19 Structural Steel
02/26/20 Steel Stud Framing
03/09/20
03/16/20
03/18/20
Start Date: 01/07/19
Finish Date: 09/08/20
Data Date: 02/28/20
Cottonwood Elementary School on 200 N
Jefferson School District #251
Page 1A SAMPLE
City of Rexburg Police Station Facility SOQ
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Cottonwood Elementary School – Rigby, ID
Cottonwood Elementary School is a new 71,000 sf building. It
consists of 34 classrooms, a gym, a separate cafeteria with full
kitchen, full media center, and other supportive offices,
hallways, and restrooms. The building is primarily a masonry
block building with a steel roof structure. This project was
completed in 17 months while being impacted with the COVID-
19 shutdowns delaying materials and creating manpower
issues. This building was built off of a country road on farm
ground, requiring a new sewer lift station and an approximate ½
mile of sewer line to connect to the city. It also required about ½ mile of water line installed in a different
direction along with some road improvements. Water had to be to the site and available for use prior to any
combustible materials being delivered to the site for construction. This school has a large parking lot with all
new playfields and playground areas.
Mountain America Center - Idaho Falls, ID
The Mountain America Center (MAC) is a two-story Type 1-B, fully
sprinkled building with a max height of 70’-4”. MAC is a mixed-use
facility with a floor area of approximately 124,000 sf including
seating for approximately 5,000 concert guests, 4,000 hockey
guests, and 640 banquet hall guests.
This project is a prime example of careful phasing and product
procurement as it was deeply hindered by COVID-19.
The team worked to pre-order multiple critical path materials,
such as steel joist and decking, totaling up to $5 million. With a
number of complications, including long lead material delivery items and manpower shortages, we were able to
overcome the obstacles presented and finish with a very satisfied client.
Museum of Idaho - Idaho Falls, ID
The Museum of Idaho (MOI) project consisted of an approximately
14,000 sf two-sided expansion to the existing Museum of Idaho
Falls. The addition included matching the existing two-story layout
and adding a deep basement to allow storage of large exhibits. It
included remodeling several of the existing spaces.
The pre-construction was intensive as the expansion area took up
most of the existing parking lot with very little room around due to
streets on three sides and major power lines overhead.
Materials and equipment had to be staged in a laydown area away
from the project and brought to the site for immediate use as the
work area was extremely tight.
Due to underground rock and an aged existing foundation wall, our team had to diligently plan this project out to
the day in order to create bid packages that would provide the bidding subcontractors the exact information they
would need to understand the phasing and process we expected.
This project was successfully delivered on time and to the satisfaction of the client with a very diligent pre-
planning period, proactive management techniques throughout construction, and the teamwork of the MOI
personnel, Designer, Bateman-Hall, and our Subcontractors.
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6) Relevant Experience
BCSO Ammon Field Office – Ammon, ID CM/GC
Project Budget: $2,386,270
This was a new 14,000 sf building that included
landscape and site work. The building consisted
of office space, a reporting room with evidence
lockers, exercise space and showers for
employees, a community room, and a briefing
room. The briefing and community rooms were
separated by an operable wall allowing both
rooms to be used individually or expanded as the
need demanded. Also included under the roof
of this building was a storage area and a 16-
stall parking area so patrol cars would be
protected and ready to respond in any weather
condition. This parking area required the
design and install of an efficient monitoring system that would automatically
evacuate the room of any emissions build-up ensuring the safety of all in the
building. The exterior of the building was finished with professional
landscaping and a mixture of masonry and metal panels on the building to
provide a pleasing appearance.
Bonneville County Jail Expansion– Idaho Falls, ID (In Progress) CM/GC
Project Budget: $16,948,000
This project consists of a 24,000 sf addition to the county jail
as well as an 8,500 sf remodel of existing space.
The addition consists of eight new day rooms, indoor and
outdoor secured recreation areas, mechanical, electrical, and
storage room space. A new control tower was added, as well
as new laundry facilities and the existing walk-in fridge and
freezer were expanded. Overall, this added the ability to house
an additional 163 inmates with dedicated ADA cells and areas
to house those battling disease without putting others at risk.
The remodel section converted an old medium security area
into an officer training area, locker rooms, expanded dry
storage, and an up-to-date medical area for the jail to better serve those with mental health issues.
This project experienced multiple obstacles from the start. The
ground under the addition was an old dumping ground and
although soil testing showed the ground was good, excavation
quickly revealed otherwise. The addition was also built onto a U-
shape of the existing facility. This slowed work as only a few
subcontractors could be working at a time due to site access.
Despite these and other challenges we have been able to stay
within budget due to proper contingency funds being built into the
initial budget. We have been in consistent communication with the
county to keep them informed on progress and scheduling needs.
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BCSO Swan Valley Substation – Swan Valley, ID CM/GC
Project Budget: $1,056,122
This building consisted of
approximately 2,500 sf of finished
space that included a community
room, sheriff’s office, and living
quarters for when the need arises
for personnel to stay
overnight. The remaining 7,200 sf
of the building was split into two
shop areas. The larger of the two
sides was for the Sheriff’s office to
use as storage for equipment and
vehicles used in the area such as
boats and jet skis due to the close proximity of Palisades Reservoir. The smaller
side is for the Road & Bridge department to use for their equipment. The building
was constructed as a slab-on-grade design with trench drains in the shop, wood
framed walls, and wood trusses. The exterior was finished with metal siding and
the colors and design chosen by the Sheriff’s office themselves. Bateman-Hall
worked closely with the Sheriff’s office both during design and construction to
provide them an affordable and functional new building with a pleasing interior
color scheme. With the exception of the structural and electrical drawings, all
plans and specs were created in-house at Bateman-Hall with mechanical being
overseen by Bonneville County’s Steve Serr.
Bonneville County Courthouse Remodel – Idaho Falls, ID (In Progress) CM/GC
Project Budget: $1,500,000
The Bonneville Couty Courthouse is an 11,000 sf remodel of the former law enforcement section of the
Courthouse. The project is to convert the existing space into a state-of-the-art courtroom, jury room and offices
for judges. This new courtroom will be the only one in Southeast Idaho capable of holding an Idaho Supreme
Court case with a Grand Jury.
Work involved demolition and removal of existing
walls and finishes including asbestos abatement in a
couple rooms. We are also updating existing
mechanical and plumbing systems to meet modern
building codes. As with any remodel, we have had to
adapt plans along the way to fit the existing
conditions in the building. Each of these obstacles
has been overcome quickly as to not delay the overall
project schedule and with approval of the owner. The
remainder of the courthouse has been fully
operational throughout the project. This required us
to construct temporary walls to separate the
construction from the public. We have also worked
hand-in-hand with the courts to keep disturbances to
an absolute minimum in order to allow them to still
hold court cases and hearings. Currently the project
is under budget and ahead of schedule.
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Bonneville County Elections Building Remodel – Idaho Falls, ID CM/GC
Project Budget: $2,687,406
The building consists of an addition and remodel of an existing building in
downtown Idaho Falls. The addition is being constructed over the top of an
existing parking garage and will be 3,500 sf per floor on each of the first and
second floor. The addition is wood framed with a brick veneer to match the
existing building. The existing building is almost a complete gut and redo with all
new mechanical and electrical. This is located downtown Idaho Falls which
provides for extremely limited access and lay down areas. The construction
documents were largely done in-house at Bateman-Hall with input from Steve
Serr.
Client References:
Roger Christensen – Bonneville County Commissioner
(208) 529-1350
Email: rchristensen@co.bonneville.id.us
Samuel Hulse - Bonneville County Sheriff
(208) 317-8419
Email: shulse@co.bonneville.id.us
Edward Vitacolonna - Bonneville County Captain
(208) 529-1315 ex: 5327
Email: evitacolonna@co.bonneville.id.us
Madison County Jail Expansion – Rexburg, ID (1996)
Project Budget: $3,848,000
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7) Local Experience
Bateman-Hall, Inc.
By the Numbers
June 5, 1975
Became Incorporated in Idaho
48
Employees that are Full-Time Idaho Residents
(Average)
1,163
Projects Completed in the Western States
559
Projects Completed in Idaho
2006
First Official CM Project
(Melaleuca Field – City of Idaho Falls, ID)
77
Number of CM Projects
Completed Since 2006
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18
Rigby High School – Rigby, ID
Bank of Commerce – Rexburg, ID
Leavitt Strip Mall – Idaho Falls, ID EIRMC Lobby Remodel – Idaho Falls, ID
Melaleuca Corporate Office – Idaho Falls, ID
Just 4 Kids Urgent Care – Rexburg, ID
U-Haul – Rexburg, ID Juvenile Detention Center – St. Anthony, ID