Attachment 1 - Kitchell_RFP_Project_ID_PF2301_800_West_Orange_Avenue_Preschool — South San Francisco City Council, April 26, 2023

REQUEST FOR PROPOSALS // PROJECT ID PF2301

CONSTRUCTION MANAGEMENT & INSPECTION SERVICES
800 WEST ORANGE AVENUE

PRESCHOOL CONVERSION PROJECT
DECEMBER 19, 2022
315 MONTGOMERY STREET, 10TH FLOOR • SAN FRANCISCO, CA 94104 • WWW.KITCHELL.COM December 19, 2022
Mr. Jacob Gilchrist, Director of Capital Projects
City of South San Francisco
550 North Canal Street
South San Francisco, CA 94080
Re: Request for Proposals for 840 West Orange Preschool Conversion - Construction Management and Inspection Services Dear Mr. Gilchrist and Members of the Selection Committee:

This is an exciting time for the City of South San Francisco as you continue to make great improvements and develop great projects for the city. As you continue on your path, the conversion of the old library into a preschool center, will not only optimize the use of City-owned buildings, but add value to the City’s assets. Kitchell has the right combination of project and construction management experience and experts who can facilitate the vision of the City of South San Francisco. We have worked on both child care and preschool facilities, as well as seismically upgraded many public buildings that house and serve kids. Ideally suited for this project, Kitchell understands the importance this project will have for the City and it constituency, and we are committed to continue to support the City of South San Francisco.

Challenging programs and projects require an experienced team who will provide effective leadership, continual coordination, forward thinking and creative solutions to ensure success. Kitchell has assembled a core team of professionals that are uniquely and highly qualified to facilitate, lead and manage your project from planning through construction completion. Coupled with our proven track record in successfully delivering similar projects for South San Francisco and other cities, our experience will support your vision. Benefits we bring to your project include:

THE RIGHT EXPERIENCE
Kitchell has been providing project and construction management services for over 44 years on a variety of projects, including the City of South San Francisco Measure W – Community Civic Center Program which includes the Library, Park & Recreation Buildings and the new Police Station & Training Facility. A project where we have become the City’s trusted partner. We have also completed many child care and preschool facilities in San Francisco, San Jose and many other cities within the Bay Area.

A HIGHLY QUALIFIED TEAM
Our team will be led by Project Director Brian Jemo, who has managed the construction and renovation of numerous facilities like yours. Our proposed Project Manager Robert Begonia, brings nearly 16 years of experience and will provide the City with the stability and consistency needed to manage the various consultants and stakeholders to plan, develop and execute the project. He will be the primary point of contact between the City of South San Francisco and all project consultants and other key project stakeholders. Robert brings relevant experience from his recent involvement with several similar projects in San Francisco and other agencies in the Bay Area. Operations Manager Ranjit Sinha, will continue to support our team by ensuring they have the necessary resources to meet the City’s needs for the program.

DEPTH OF RESOURCES TO SUPPORT OUR CORE TEAM & MEET YOUR Projects NEEDS Brian and his team will be fully supported by our in-house support teams consisting of licensed engineers, architects, commissioning agents and subject matter experts who can provide an array of services, as needs arise. Kitchell is the right firm to support your mission of delivering efficient, quality facilities and providing outstanding services. We look forward to an opportunity to present our core team during the interview phase of the City’s process.

Sincerely,
Wendy Cohen, President (Authorized to bind the firm)

CONTACT DURING THE RFP PROCESS
Arturo Taboada, Principal-in-Charge
315 Montgomery Street, 10th Floor | San Francisco, CA 94104 cell. 510.239.1790 | email. [email protected]
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 2 The actions we take together, strengthen our communities.

Our employee-owners exemplify Kitchell’s purpose, “Together, Building Value Every Day,” both on and off the job site. Our team recently volunteered at Arroyo Seco Elementary School and Moms Against Poverty (MAP).

Project Director Brian Jemo volunteering to beautfy the grounds for Arroyo Seco Elementary School students to enjoy! Pro ej ct Manager Robert Begonia volunteering to pack food for BayArea families in need. table of

CONTENTS
A. Introductory Letter 1
B. Consultant Information, Qualifications & Experience 3 C. Organization & Approach 8
D. Scope of Work 15
E. Schedule of Work 19
F. Conflict of Interest Statement 20
G. Litigation 21
H. Cost Proposal/Task Hours 22
Cost Proposal (separate sealed envelope)
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840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 3 B. CONSULTANT INFORMATION, QUALIFICATIONS & EXPERIENCE
A History of Innovative Solutions & Successful Results
Established in 1950, Kitchell is a 100% employee-owned company dedicated to providing construction management and general contracting services in the Western United States. Our firm’s innovations in management and reliability in delivering projects on time and within or under budget have earned us a reputation for superior performance.

Since Kitchell’s inception, we have completed over $53 billion in public sector construction representing more 3,600 projects in community centers, education facilities, courthouses, municipal office buildings, parking structures, detention and criminal justice centers, healthcare facilities, sports complexes, police/fire stations and performing/cultural arts centers. Our LEED and sustainability portfolio encompasses more than 130 projects totaling over $11.5 billion. As a construction management firm, Kitchell is consistently ranked amongst Engineering News Record’s top construction management firms.

Focusing on the public sector has allowed us to develop management and project control techniques targeted to its specific needs. Our methods have been very successful—more than 85% of our work comes from repeat clients. We deliver our services using a variety of delivery strategies including agency and multiple prime CM, construction management at risk, lease-leaseback, design-build and the traditional design-bid-build.

KITCHELL GIVES BACK
We take great pride in our 72-year legacy of Together, Building Value Every Day. This purpose underscores everything we do. To this end, we are committed to being a good corporate citizen from social, economic and environmental perspectives. We fulfill our mission by building value in not only the physical structures we create but also building value in our communities. How does this translate? It could be packing emergency food boxes, collecting essential supplies for families in need, or hosting a soccer clinic for at-risk kids. While we offer a wide range of services including construction management, program management, architectural and engineering services and facilities management, what binds us all together is preserving the goodwill that the Kitchell name has accumulated over the past seven decades. Much of this is due to the legacy of philanthropy that was established by our founder Sam Kitchell. Sam was careful to cultivate this same spirit of giving back within his leadership team and all of the employee-owners at Kitchell.

In honor of our founder Sam, Kitchell holds an annual Founder’s Day where our employee-owners focus on volunteering and supporting non-profit organizations in underserved populations. In 2022, our Bay Area team had a great time volunteering at Hamilton Families, Livermore Valley Joint USD, Moms Against Poverty (MAP), Ronald McDonald House Charities and West Valley Mission College.

Hamilton Families Livermore Valley
Joint USD
Moms Against Poverty
(MAP)
Ronald McDonald
House Charities
West Valley
Mission College
By
The

NUMBERS

ENR TOP
$53B
1,550
$14.9B
$7.4B

CONSTRUCTION MANAGEMENT FIRM

IN PUBLIC SECTOR CONSTRUCTION

IN EDUCATION PROGRAMS & PROJECTS

IN PUBLIC EDUCATION CONSTRUCTION
IN K-12 EDUCATION CONSTRUCTION
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 4 San Francisco Unified School District, Charles Drew Elementary School Modernization, SAN FRANCISCO, CA
A $21.6 million, 39,000 SF classroom building modernization including a daycare center and transitional kindergarten school yards. Project scope encompassed a general school modernization and reconstruction including ADA access, seismic upgrades and fire/life-safety upgrades, including but not limited to hazardous material abatement, demolition of interior finishes, demolition of mechanical, plumbing and electrical systems, demolition and installation of new fire sprinkler system, restroom upgrades, new flooring, new ceilings, new wall finishes, new doors and hardware, new windows, new roof, new mechanical units, new lighting, new fire alarm, new security system, new clock speaker system, new exterior paint, new trash enclosure and new front entry with security gate.

PROJECT INFORMATION

1. Contracting Agency: San Francisco Unified School District

2. Contracting agency project manager Lori Shelton, Project Manager

3. Contracting agency contact info tel. 415.241.6152 | [email protected]

4. Contract amount $19.8 million

5. Funding source 2016 Prop A Bond

6. Date of contract April 2019

7. Date of completion June 2021

8. Consultant Project Manager and
contact information
Devin Kokotas, Project Manager
tel. 408.515.6112 | [email protected]

9. Project Objective Modernization of the elementary school, EED program, school yards and a Green Schoolyard project.

10. Project Description Please see description to the left.

11. Project Outcome Successfully completed and occupied by the campus.

Similar Project Similar Services
Relevancy
Same Team
Brian Jemo,
Project Director
Robert Begonia,
Project Manager
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 5 Livermore Area Recreation & Park District (LARPD),
Michell K-8 Daycare Building, LIVERMORE, CA
A $1.27 million project to relocate Livermore Area Recreation and Park District’s (LARPD) Extended Student Services (ESS) program. LARPD’s Extended Student Services (ESS) is a licensed child development program serving children TK through fifth grade in Livermore. Kitchell relocated two existing portable buildings and constructed two DSA pre-check approved modular classroom buildings (60’ x 32’ and 40’ x 32’) at Livermore Valley Joint Unified School District Michell K-8 School.

PROJECT INFORMATION

1. Contracting Agency: Livermore Area Recreation and Park District (LARPD)

2. Contracting agency project manager Jeff Schneider, Project Manager

3. Contracting agency contact info tel. 925.373.5700 | [email protected]

4. Contract amount $1.27 million

5. Funding source AB 16 Funds

6. Date of contract February 2021

7. Date of completion June 2022

8. Consultant Project Manager and
contact information
Maria Zupo, Project Manager
tel. 510.424.7632 | [email protected]

9. Project Objective Relocate LARPD’s Extended Student Services (ESS) program

10. Project Description Please see description to the left.

11. Project Outcome Children enrolled in the ESS program moved into the new classroom buildings Summer 2021.

Similar Project Similar Services
Relevancy
Brian Jemo,
Project Director
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 6 Peralta Community College District, Child Development Center at Merritt College, OAKLAND, CA
A new $27.4 million 18,000 SF two-story building consolidating the Child Care and Lab Practicum Programs into a new facility with cross collaboration between the college’s nursing, nutrition and horticultural programs. The facility will house a preschool and also include adult classrooms for the college programs and will accommodate 96 preschool students and 27 adult students in four ground-level classrooms, with four additional classrooms on the second story creating space for 120 adult students. The building integrates interior classroom environments into outdoor terraced play areas and includes teacher prep areas, resource rooms, back of house food prep areas and administrative offices.

PROJECT INFORMATION

1. Contracting Agency: Peralta Community College District

2. Contracting agency project manager BC Hoff, Project Manager

3. Contracting agency contact info tel. 707.386.4846 | [email protected]

4. Contract amount $25.4 million

5. Funding source Measure G Bond Program

6. Date of contract July 2022

7. Date of completion April 2024

8. Consultant Project Manager and
contact information
Erin Griffin, Project Manager
tel. 510.847.7418 | [email protected]

9. Project Objective Design and construct a new Child Development center that will house a preschool and also include adult classrooms for the college programs.

10. Project Description Please see description to the left.

11. Project Outcome The project has been 100% designed. A notice to proceed for construction is expected to be issued to the general contractor by January 2023. Construction is expected to complete in Spring 2024.

Similar Project Similar Services
Relevancy
Brian Jemo,
Project Director
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 7

ADDITIONAL PROJECT EXPERIENCE
Yosemite Community College District, Child Development Center, Sonora, CA: A new $8.9 million childcare center consisting of five small wood frame buildings totaling 13,517 SF built around a natural courtyard. The five buildings are infant, toddler, preschool, administration and adult classrooms.

The project also includes site development, utilities and civil, structural, ecological landscaping, mechanical, plumbing and electrical work. The project is LEED Silver certified.

California Department of General Services, California School for the Deaf Ongoing - Preschool, Elementary & High School Modernizations, Riverside, CA: A 50,500 SF modernization of a preschool, elementary school and high school totaling $4.4 million, including HVAC upgrades, new room finishes, new lighting and fire alarm system upgrades.

Roseville City School District, Construction Manager at Risk (CMAR) Projects, Roseville, CA:

A $52 million project consisting of ten projects at nine sites. The projects incorporate the construction of a preschool addition, multipurpose building at each of five sites, the construction of three classroom wings at one of the existing sites, the modernization of existing classrooms at one site, the construction of two new elementary schools, a district office and another modernization project.

Projects included infrastructure and utility work and some sites included sewage lift stations.

Cupertino Union School District, Portal Elementary School, Cupertino, CA: A $7.5 million project including new construction of a 12,505 SF library media center, a 1,920 SF child development center and 4,065 SF administration, as well as modernizations to existing classrooms totaling 23,635 SF. Work included installation of portables, energy management, intercom/fire alarm, classroom phones, primus and security locks, covered eating area, playground equipment, roof replacement, HVAC replacement, landscape paving, lighting and power replacement, upgrade electrical service, ceiling replacement, flooring replacement, interior wall replacement, casework replacement, restroom upgrade, replace whiteboards, clocks/TV, data outlets, replace classroom sinks/DF and window replacement.

Oakland Unified School District, Laurel Child Development Center, Oakland, CA: Pre-design and bid phase management for a $13.8 million (construction cost) project consisting of demolition of the existing child development center at Laurel Elementary School and construction of a new 10,000 SF child development center building. The new facility includes four classrooms, administration area, kitchen, playground and associated site work.

San Bernardino Community College District, Measure CC - Crafton Hills College Construction Management Services, Yucaipa, CA: Kitchell is providing construction management services for approximately $170 million in renovation/modernization and new construction projects over a five year period at Crafton Hills College. Component projects include a $3.8 million child development center renovation.

Monterey Peninsula Community College District Measure I Bond Implementation Plan, Monterey, CA: A $200 million bond program consisting of the construction of a new child development center, new and updated athletic facilities, a new student services building, new math and sciences complex, new classrooms and laboratories and renovation of the other campus buildings. Prior to construction, the team developed an implementation plan that includes a physical master plan, a communication plan, master budget, master schedule, interim housing plan, processes and procedures, consultant selection and coordination, and ongoing consulting tasks.

California Department of General Services, Richards Boulevard Office Complex, Sacramento, CA: A new $1 billion office campus totaling approximately 1.25 million GSF consisting of four 7- to 11-story office buildings. Site improvements include a seven-level parking garage with 1,294 spaces and an additional 318 surface parking spaces. The project also includes a Central Mechanical Space, space for a cafeteria, auditorium, retail spaces and childcare.

Folsom Cordova Unified School District, Carl H. Sundahl Elementary School Modernization, Folsom, CA: A $23.9 million modernization project which includes building and site demolition, modernization and expansion of administration and multi-purpose buildings, a new kindergarten and library/media center buildings, as well as a new parking lot and drop-off lanes, replacement of play apparatuses and refreshment of landscaping.

Folsom Cordova Unified School District, Mangini Ranch Elementary School, Folsom, CA: A new $50.9 million 66,000 SF, two-story steel-moment and brace-framed kindergarten through fifth grade school building consisting of administrative offices, classrooms, media center, multi-purpose room, collaboration workrooms, infrastructure and maintenance facilities, playgrounds and hardcourts. The project includes a 10-acre site surrounded by a newly developed residential community in Folsom Ranch.

San Juan Unified School District, Earl LeGette Elementary School Modernization and New Construction, Fair Oaks, CA: A $31.2 million renovation and new construction project. Renovations total 30,700 SF and include modernization of 17 existing classrooms, administration building and multipurpose room, as well as updates to HVAC, electrical/low voltage, interior and exterior finishes. New construction totaling16,700 SF includes a new multi-purpose room, kindergarten classrooms standard classroom wing, play structure and outdoor learning area. The project also provides ADA compliant path of travel and site improvements to underground utilities.

San Juan Unified School District, Dyer-Kelly Elementary School, Sacramento, CA: A new $49.5 million, 84,022 SF elementary school campus consisting of next generation classrooms (including flexible furniture, multiple writing walls and innovative technology), administration offices, a multipurpose room and a library. Work includes replacement of eight existing portable classrooms with permanent buildings, increasing campus capacity to 650 students and accommodating class size reduction for kindergarten through fifth grade levels.
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 8 C. ORGANIZATION & APPROACH
Organization of Team
One of the most common challenges faced by clients today is to structure a project/construction management team that will be both economical and provide direct accountability of architects, consulting engineers, contractors and subcontractors. The city has done a great job with the initial steps of the project in completing the feasibility study for the preschool conversion project. The preferred option #1 for renovation of the existing library appears to be the most efficient and cost-effective option.

We are proposing a team that is similarly efficient and cost effective.

Our proposed team is based on a two-person core group of Project Director Brian Jemo and Project Manager Robert Begonia. Brian and Robert have experience working on similar projects including multiple daycare projects and dozens of renovations to existing buildings. In addition, they have experience with all phases of a project including project initiation, consultant procurement, design management, contractor procurement, construction management and project closeout. Brian and Robert have experience working together on recent San Francisco Unified School District projects including the Hillcrest Elementary School renovation project and the Hillcrest Elementary School New Building Project.

Our proposed team will be supported by Kitchell’s in-house technical support services group.

This includes an in-house engineering and architectural services (EAS) team, an in-house estimating team and an in-house scheduling team. We believe this two-person core team along with the backing of Kitchell’s in-house support services group provides the perfect blend of project experience and capabilities to manage your preschool conversion project efficiently and cost effectively.

INFORMATION AS IT RELATES TO THIS PROJECT

1. Describe the roles and organization of your proposed team for this project. Indicate the composition of subcontractors and number of project staff, facilities available and experience of your team as it relates to this project. Include an organization chart.

Subcontractors: None
Number of Project Staff: 2 (key staff) | 4 (as-needed staff) Facilities Available: Kitchell has 11 available offices in California. Our services will be provided out of our San Francisco office located at 315 Montgomery Street, 10th Floor, San Francisco, CA 94104. As-needed support services will be provided out of our Sacramento headquarters office located at 2450 Venture Oaks Way, Suite 500, Sacramento, CA 95833.

Experience of our Team: Please see our proposed team resumes for details on their experience as it relates to this project.

RANJIT SINHA

OPERATIONS MANAGER
BRIAN JEMO, ccm, leed ap

PROJECT DIRECTOR
(KEY STAFF)

ROBERT BEGONIA

PROJECT MANAGER
(KEY STAFF)

IN-HOUSE SUPPORT SERVICES TEAM
Wendy Cohen, ccm
President
Matt Chappell, eit, cep
Estimating Manager
Heather Brown, pe, cpmp, leed ap
Engineering & Architectural Services (EAS) Director
Rick Stassi
Scheduling Manager

EXECUTIVE OVERSIGHT
Our proposed project/construction management team is 100% dedicated to your success from conception through completion. Our seasoned team will support the City of South San Francisco to ensure your preschool conversion project moves forward smoothly through closeout. Our team’s commitment goes beyond the job—they strive to see success in the community that they live and work in.
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 9

2. Describe your project and management approach. Provide a detailed description of how the team and scope of work will be managed.

Kitchell has successfully worked with the City of
South San Francisco as well as numerous other cities,
state agencies, local agencies, architectural firms,
contractors and subcontractors throughout the Bay
Area. Kitchell’s approach to all of our projects is based on a collaborative team approach that includes
the City, architect, contractor, inspector, utility
companies and end-user. We view ourselves as the hub
of communication that connects each project team
member and supports each team member to make sure
the project is successful.

An important first step is to identify the City’s project priorities and keys to success. Understanding project
priorities early and communicating those priorities to the rest of the project team helps with decision making and helps the project team navigate how to move forward as
the project progresses. One of the first activities Brian and Robert would like to conduct for the project is a series of workshops with the City and daycare end users to develop the goals and objectives for the project. As we conduct community outreach we will test these priorities with the community and circle back with the City to make sure all participants and community are aligned.

We strongly believe that to have a successful project you need to work closely with the architect in order to provide the most effective set of documents that can be produced so the construction phase is streamlined. With our team approach and experience with the City, the architects are very comfortable working with Kitchell focusing on the identified priorities along with meeting budget and schedule while providing the highest quality product. Kitchell’s goal is to manage information and support the architects. We do this in numerous ways including coordination with the City and daycare end users, providing design and constructability reviews, assisting with strategy for project logistics and phasing.

Brian and Robert will conduct bi-weekly design meetings to track progress of the design, provide coordination with the city and daycare end users and provide input/recommendations to make sure the documents are well coordinated, high-quality, constructable and cost effective.

Coordination with public utility companies is extremely important if new service is part of the project. According to the facility assessment the main existing switchboard and generator are original equipment from the 1970’s and the existing pole mounted transformer would not be acceptable under current PG&E standards. We are well-aware of the time frames associated with utility engineering, inspection, and payment process. Incorporating PG&E into project team early will be key to keeping the project on-schedule.

During the bidding phase Brian and Robert will solicit general contractors and key subcontractors such as mechanical, electrical and plumbing. Brian and Robert have decades of experience working on public construction projects in the Bay Area and have developed relationships with general contractor’s and subcontractors. It has been proven that increased contractor participation lowers the bid day cost. Brian and Robert will bring that resource to the City of South San Francisco.

We take a similar collaborative approach with the general contractor and subcontractors. Our experience managing public works projects for nearly 50 years has shown us that we want to collaborate with the contractor to help make the project a success. This includes being clear and transparent about the project goals and requirements, and making the contractor accountable for those goals/requirements. Robert will be on-site full-time managing the construction of the project. He will walk the job daily to evaluate current project activities and assure consistency with the approved schedule. He will also be there to support the contractor and help get answers quickly to keep work moving effectively.

Quality Doesn’t Just Happen,
It’s Planned!
We will take a proactive approach to see that the City receives the best project quality for its investment.

We will accomplish this by:
` Doing page-flip reviews of the design documents with the City, daycare end-users and maintenance department. Page flip reviews will allow us to walk through the scope of work with each group and get input from those groups for potential revisions. For example, on a previous review of a school project in San Francisco we were walking the maintenance department through the documents and they let us know they prefer the fire alarm devices in teacher staff rooms to be heat detectors because burned popcorn often causes smoke detectors to be set-off. ` Thoroughly reviewing the design using collaborative Bluebeam reviews. A Bluebeam review is a software that allows multiple users (Kitchell, City of SSF, architect, engineers, etc.) to all look at the same set of documents and comments being made. When a design review comment is made it allows all participants to see the comment immediately. Our collaborative Bluebeam reviews will include design reviews by our in-house engineering and architectural department, as well as by the on-site team of Brian and Robert to help confirm constructability, coordination between disciplines and coordination with the existing site conditions. The Bluebeam review can be used by the City to add comments at the same time as Kitchell or simply review the comments being provided.

3. Provide a summary of the overall approach to quality control. Specifically, outline the internal protocol for ensuring clear communications between the City, the prime consultant, and all subconsultants. 840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 10 ` As we develop the contract documents and contract specifications, we will incorporate the City’s Quality Assurance Program (QAP). The Cities QAP includes a Materials Acceptance Program, Independent Assurance Program and Resident Engineers Certification of Materials. A meeting including the City’s inspection department and the architect will be held to confirm the bid documents incorporate these programs for the construction project. ` Implement the QAP throughout the construction project. The weekly owner, architect, contractor (OAC) meeting will include an agenda item for quality assurance in which upcoming and on-going inspections, special inspections, material identification and future preconstruction meetings are discussed.
` A potential quality/value item that could be incorporated into the project is to bid-out and complete the demolition/hazmat portion of the project early. If the library moves in the fall 2023 and the existing building is vacant it could be possible to complete a demo package prior to bidding the renovation project. This could expose some unforeseen conditions and structural members needed to complete the design that could be incorporated into an addendum for the renovation bid to avoid change orders.
` Require pre-installation meetings prior to each construction operation to ensure proper installations and applications without rework. Pre-installation meetings will include Kitchell, GC, applicable subcontractors, inspector and appropriate City staff. ` Conduct final quality control (punchlist) to ensure the design intent is incorporated in the field and site user needs are met.

During construction, Robert will manage the QA/QC program in a cooperative effort with the inspection team and general contractor. Robert will notify the contractors, architect and City of deficiencies and follow through to ensure corrections are made in a timely manner. He will generate informal punchlists at the end of construction phases to correct deficiencies and include the list as part of the regular weekly progress meetings. This helps to make sure all project participants including the City, inspector and contractor clearly understand the current issues as the project proceeds instead of waiting until project conclusion when corrections become more difficult to implement.

BRIAN JEMO, ccm, leed ap

PROJECT DIRECTOR
With more than 23 years of professional experience in various planning, program and construction management efforts for our clients, Brian brings extensive experience in working with various stakeholders on their capital construction programs and projects. Brian will serve as your primary point of contact throughout the project planning, design and preconstruction phase of the project. Brian will ensure the project, design-team, and project consultants are set-up for success, as well as ensuring contract compliance and quality control. Brian will be supported by Robert throughout the preconstruction phase.

References
Livermore Valley Joint Unified School District
Kim McNeely, Bond Program Director
tel. 925.667.1921 | email. [email protected]
San Francisco Unified School District
Lori Shelton, Project Manager
tel. 415.241.6152 | email. [email protected]

ROBERT BEGONIA

PROJECT MANAGER
Robert has 16 years of industry experience including a recent $12 million renovation project at Hillcrest Elementary School in San Francisco that is very similar to the City of South San Francisco preschool renovation project. When the project transfers from the preconstruction/ design phase into the construction phase, Robert will be the on-site main point of contact.

Our intent is for Robert to be on-site every day to be the City’s boots-on-the-ground representation to ensure construction quality, schedule and cost control. Brian will support Robert and the project team throughout construction and closeout of the project.

References
San Francisco Unified School District
Lori Shelton, Project Manager
tel. 415.241.6152 | email. [email protected]
San Francisco Unified School District
Brittany Erway, Principal, Hillcrest Elementary
tel. 415.215.9274 | email. [email protected]

4. Describe the roles of key individuals on the team. Provide resumes and at least two (2) references for all key team members.
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 11

EDUCATION
BS, Construction Management, California Polytechnic State University, San Luis Obispo

CREDENTIALS
Certified Construction Manager
LEED Accredited Professional

EMPLOYMENT WITH KITCHELL
20 years

COMMITMENT
Brian is committed to stay with the project for the duration of the project.

Brian Jemo, ccm, leed ap

PROJECT DIRECTOR
With more than 23 years of professional experience in various planning, program and construction management efforts for our education clients, Brian brings extensive experience in working with various stakeholders on their capital construction programs and projects. As your primary point of contact throughout the project planning, design and preconstruction phase of the project, he will provide guidance to the Kitchell team, ensuring contract compliance and quality control. With hands-on experience working on local Bay Area school projects, Brian brings his in depth knowledge of the key factors involved in setting up and managing your projects.

RELEVANT EXPERIENCE
San Francisco Unified School District, Charles Drew
Elementary School Modernization, San Francisco, CA: A $21.6 million, 39,000 SF classroom building modernization including a daycare center and transitional kindergarten school yards.

Project scope encompassed a general school modernization and reconstruction including ADA access, seismic upgrades and fire/ life-safety upgrades, including but not limited to hazardous material abatement, demolition of interior finishes, demolition of mechanical, plumbing and electrical systems, demolition and installation of new fire sprinkler system, restroom upgrades, new flooring, new ceilings, new wall finishes, new doors and hardware, new windows, new roof, new mechanical units, new lighting, new fire alarm, new security system, new clock speaker system, new exterior paint, new trash enclosure and new front entry with security gate.

This project includes a $1.27 million project to relocate Livermore Area Recreation and Park District’s (LARPD) Extended Student Services (ESS) program. LARPD’s Extended Student Services (ESS) is a licensed child development program serving children TK through fifth grade in Livermore. Kitchell relocated two existing portable buildings and constructed two DSA pre-check approved modular classroom buildings (60’ x 32’ and 40’ x 32’) at Livermore Valley Joint Unified School District Michell K-8 School.

Peralta Community College District, Child Development
Center at Merritt College, Oakland, CA: A new $27.4 million 18,000 SF two-story building consolidating the Child Care and Lab Practicum Programs into a new facility with cross collaboration between the college’s nursing, nutrition and horticultural programs.

The facility will house a preschool and also include adult classrooms for the college programs and will accommodate 96 preschool students and 27 adult students in four ground-level classrooms, with four additional classrooms on the second story creating space for 120 adult students. The building integrates interior classroom environments into outdoor terraced play areas and includes teacher prep areas, resource rooms, back of house food prep areas and administrative offices.

Oakland Unified School District, Laurel Child Development Center Oakland, CA: Pre-design and bid phase management for a $13.8 million (construction cost) project consisting of demolition of the existing child development center at Laurel Elementary School and construction of a new 10,000 SF child development center building. The new facility includes four classrooms, administration area, kitchen, playground and associated site work.

San Francisco Unified School District, Hillcrest ES
Modernization Project: A $13 million renovation of the existing classroom building including MEP upgrades, new windows, exterior paint and new finishes to the classrooms and administration offices.

San Francisco Unified School District, Hillcrest ES New Classroom Building: A $7.3 million new classroom building that included six new general education classrooms and student restrooms as well as adjacent site work.
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 12

EDUCATION
BS, Civil Engineering, San Francisco State University

CREDENTIALS
None

EMPLOYMENT WITH KITCHELL
3 years

COMMITMENT
Robert is committed to stay with the project for the duration of the project.

Robert Begonia

PROJECT MANAGER
With over 16 years in the construction industry, Robert has served on various project types including education, healthcare, public and corporate facilities. He has a strong and wide-ranging history working with architects, general contractors and construction managers with experience in special inspections and materials testing as well as building envelope design consultation.

As someone who has worked on everything from small residential renovations to a $500 million hospital, Robert enjoys the diversity of work which is inherent in the nature of construction, finding that no two projects are alike and every day brings a new challenge. He has the ability to stay calm, cool and collected under pressure, emphasizing communication as a defining factor in his management style. This key dynamic, combined with Robert’s patience and humility, ensures a cohesive and supportive team environment which results in successful, quality projects.

Robert is skilled in construction scheduling, material and equipment procurement, contract administration, change order review, quality assurance and quality control and building strong professional relationships. Robert holds a high level of interpersonal skills, believing projects achieve the highest success when positive relationships are developed from the start. He considers timeliness, quality and safety to be cornerstones to any successful project.

City College of San Francisco, Chinatown/North Beach
Campus, San Francisco, CA: A 194,000 SF, 14-story tower with an adjacent four-story educational building to accommodate the growth of the college’s student population. The new campus provides 42 classrooms and laboratories, administrative offices, a teaching kitchen for culinary studies, a community auditorium and a cafe. The 14-story tower building is one of the largest to go through rigorous plan checking required by DSA, while additionally employing sustainable design practices.

University of California, San Francisco, Benioff Children’s Hospital, San Francisco, CA: A 183-bed OSHPD facility including an urgent care/emergency department, pediatric primary care and specialty outpatient care. The project is anticipating LEED Gold certification.

University of California, Berkeley, Li Ka-Shing Center for Biomedical & Health Sciences, Berkeley, CA: A $215 million, 200,000 SF CMAR facility including a vivarium, a brain imaging center with space for MRIs and other imaging equipment, a teaching laboratory, a 300-seat auditorium and 80-seat classroom, small conference rooms, interaction spaces and faculty and staff offices. 840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 13

IN-HOUSE SUPPORT SERVICES TEAM
Ranjit Sinha

OPERATIONS MANAGER
Wendy Cohen, ccm

PRESIDENT

EDUCATION
Civil Engineering, California Polytechnic University, San Luis Obispo Stanford Graduate School of Business, LEAD Program

CREDENTIALS
Certified Construction Manager | OSHA 10 Hour Certification

RELEVANT EXPERIENCE
City of South San Francisco, Measure W, Community Civic Campus, Phase II: Library, Parks & Recreation and Community Theater/Council Chamber, South San Francisco, CA: A new $101 million, 80,000 SF library and recreation facility. The project also includes a community theater/council chamber as well as parking for 220 cars and site development. The library includes a learning center with spaces specifically developed to create intimate areas for quiet study as well as one-on-one tutoring, as well as larger spaces to foster creativity in a group setting for children as well as teen zones, technology laboratories, reservable rooms, spaces for older residents and a Library Discovery Center.

City of South San Francisco, Measure W, Community Civic Campus Phase I: Police Operations & 911 Dispatch Center, South San Francisco, CA: A new $56.8 million, 44,000 SF police station designed to reduce police emergency response times and enhance public safety by providing a state-of-the-art emergency response center. The facility includes space for administration, operations, investigation, property storage, evidence storage, support services, emergency dispatch, firing range, training and classrooms for police and community use.

San Francisco Unified School District, Charles Drew Elementary School Modernization, San Francisco, CA: A $21.6 million, 39,000 SF classroom building modernization including a daycare center and transitional kindergarten school yards.

Livermore Valley Joint Unified School District, Michell K-8 School New Classroom Building, Gymnasium and Parking Lot, Livermore, CA: A $25 million project consisting of construction of a new 24,000 SF, 16-room classroom building, a new 11,200 SF gymnasium with an amphitheater and parking lot reconfiguration. This project includes a $1.27 million project to relocate Livermore Area Recreation and Park District’s (LARPD) Extended Student Services (ESS) program. LARPD’s Extended Student Services (ESS) is a licensed child development program serving children TK through fifth grade in Livermore. Kitchell relocated two existing portable buildings and constructed two DSA pre-check approved modular classroom buildings.

EDUCATION
BS, Building Construction and Contracting, Purdue University

City College of San Francisco, Program Management Services, San Francisco, CA: Kitchell has been providing program and construction management services for CCSF associated with their $845 million Capital Improvement Program/Measure A since 2018. 840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 14

HEATHER BROWN,

PE, LEED AP, CPMP

EAS DIRECTOR
Matt Chappell,

EIT, CEP

ESTIMATING MANAGER
Rick stassi

SCHEDULING MANAGER

EDUCATION
MBA, Finance, California State University Sacramento
BS, Mechanical Engineering, University of Portland, Oregon

CREDENTIALS
Mechanical Engineer #M31667, CA | LEED Accredited Professional | Commissioning Process Management Professional

RELEVANT EXPERIENCE
City of South San Francisco, Measure W - Community Civic Campus, South San Francisco, CA: A $210 million program comprised of three projects. Construction is taking place over three phases beginning with the Police Operations & 911 Dispatch Center, located at Chestnut Avenue and Antoinette Lane, followed by the Library, Parks & Recreation and Community Theater/Council Chambers. The third and final phase is part of a future phase comprised of a new Fire Station.

City College of San Francisco, Program Management Services, San Francisco, CA: Program and construction management services for an $845 million bond program expected to span over seven years encompassing infrastructure, new construction and renovation projects. Projects include a new performing arts center, new STEAM building, new Student Success Center, new child care center, new utilities loop and major renovations to several buildings at the main campus and other centers.

Yosemite Community College District, Child Development
Center, Sonora, CA: A new $8.9 million childcare center consisting of 5 small wood frame buildings totaling 13,517 SF built around a natural courtyard. The five buildings are infant, toddler, preschool, administration and adult classrooms. The project also includes site development, utilities and civil, structural, ecological landscaping, mechanical, plumbing and electrical work. The project is LEED Silver certified.

EDUCATION
BS, Civil Engineering, University of Nebraska

CREDENTIALS
Engineer In Training #EI-7956 | Certified Estimating
Professional #130-10

RELEVANT EXPERIENCE
City College of San Francisco, Program Management Services, San Francisco, CA: Program and construction management services for an $845 million bond program expected to span over seven years encompassing infrastructure, new construction and renovation projects. Projects include a new performing arts center, new STEAM building, new Student Success Center, new child care center, new utilities loop and major renovations to several buildings at the main campus and other centers.

Folsom Cordova Unified School District, Carl H. Sundahl Elementary School Modernization, Folsom, CA: A $23.9 million modernization project which includes building and site demolition, modernization and expansion of administration and multi-purpose buildings, new construction of 42,000 SF of classroom and library/ media center buildings, as well as a new parking lot and drop-off lanes, replacement of play apparatuses and refreshment of landscaping.

EDUCATION
Coursework, Engineering, Sacramento City College

California Department of General Services, Richards
Boulevard Office Complex, Sacramento, CA: A new $1 billion design-build office campus totaling approximately 1.25 million GSF consisting of four 7- to 11-story office buildings with two multifloor podiums at the base for the towers. Site improvements include a seven-level parking garage with 1,294 spaces and an additional 318 surface parking spaces. The project also includes a Central Mechanical Space, space for a cafeteria, auditorium, retail spaces and childcare. Building tenants include Department of Tax and Fee Administration and various departments within the Business, Consumer Services and Housing agency.

A WORK PLAN TAILORED SPECIFICALLY FOR THE
CITY’S NEEDS
Communication and collaboration are the two most important factors in creating a successful team and project. Kitchell will create and foster strong partnerships with all team members including City staff, the architect and engineering teams. We will lead the teams with integrity, transparency and respect while focusing on creating a team atmosphere among all stakeholders involved throughout the project through trusted methods to encourage collaboration, accessibility, and quality assurance for optimal staff utilization. As a result, our team brings a proven ability to work effectively, efficiently, and cohesively as part of your team—and we know your team! Our work plan/approach in providing construction management and inspection services ensures successful implementation that meets the City’s requirements and is formulated to deliver your Orange Preschool project within the scope, budget, schedule and quality parameters. Below we have outlined and detailed our approach to each task identified in the RFP.

Programming, Planning & Design
(February 2023– June 2023)
The City has already done a great job with the initial planning of the Orange Avenue Preschool Conversion. Working with SIM Architects to understand project needs and develop an approach. Kitchell is excited to pick up the effort and work with the City to determine which renovation scheme will be best. The project is essentially a tenant improvement of the existing structure, with seismic enhancements. Site issues with disabled access will need to be addressed. A design firm will need to be selected to generate the construction documents. Kitchell will support the City and finalize this phase by providing confirmational initial estimating services as well as initial scheduling services. Kitchell will also help support the City by assisting to complete the project team with the remaining participants such as geotechnical engineering, hazardous material assessment, CEQA and surveying teams as needed.

Preconstruction Services
(February 2023– January 2024)
Leveraging Kitchell’s long time experience working with City staff and departments, Kitchell will prepare the Division 0, Procurement Requirements and Division 1 General Requirements of the construction documents.

1. Include a detailed Scope of
Work Statement describing your
understanding of the project and
the process and approach for all
services to be provided.

2. Describe project deliverables
and timing for each phase of your
work.

Kitchell Activities
` Kitchell will support the City and finalize this phase by providing confirmational initial estimating services as well as initial scheduling services. ` Kitchell will also help support the City by assisting to complete the project team with the remaining participants such as geotechnical engineering, hazardous material assessment, CEQA and surveying teams as needed.

Deliverables
` Develop goals and objectives.
` Develop budget and master schedule
` Advertise/award design contract
` Advertise/award consultant
agreements (hazmat/survey, etc.)
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 16 Constructability Reviews
Kitchell has an in-house Engineering and Architectural Services Department, which includes engineers, architects, programmers, planners, and specifications specialists. Kitchell also has qualified estimators and schedulers who complement the engineers so we can provide a complete review of the construction documents. This includes not only the quality of the construction documents, but the cost of the project and the time it will take to construct. We will focus our management and review efforts on the early identification of work that does not conform to criteria or meet code requirements.

The design reviews for the major project could yield thousands of comments, most of which if not resolved before construction will result in questions, meetings, or change orders all of which take time and effort to resolve and may delay construction and cost money.

Estimating
As noted above our in-house estimators can provide multiple levels of estimating services. We have included three rounds of estimating in our attached staffing/cost proposal. We included 20 hours of estimating time at the beginning of the design phase to review and understand what costs/budgets have been provided to date.

We have also included two rounds of full cost estimates at design milestones. We suggest doing a full estimate at the 100% DD phase and the 50% CD phase to confirm the project is on-budget and to allow time for adjustment if needed.

Project Scheduling
Project scheduling begins at the start of the project and continues through completion. Scheduling conversations are initiated early on during the preconstruction phase to communicate to the entire team all expectations and deliverables expected. Phasing, utility shutdowns and cut-overs, City purchased furniture, and all of the other activities that will occur during construction have to be identified and “flushed out” during the preconstruction phase. In essence, the project must be “built on paper” before it is put out for bid.

What-if scenarios are also evaluated to determine optimum milestone durations. Milestones, site restrictions, and any other items that would affect a contractor’s operation once on-site will be identified in the bid documents.

The 12-month construction schedule for the Orange Avenue Preschool Conversion Project is in line with other education projects we have completed in the Bay area including projects at Hillcrest Elementary School and Diablo Valley College. The 7-month duration identified for design is aggressive and will require a wellcoordinated effort from all project participants.

Advertise & Award
(February 2024 – April 2024)
During the bidding and procurement phase Kitchell will solicit quality general contractors throughout the Bay Area. In addition to general contractors, Kitchell will solicit key subcontractors including mechanical, electrical and plumbing subcontractors.

It has been proven that bid day costs go down as the number of bidders increase. Kitchell will develop and manage the bid schedule including bid-phase RFI’s and addenda.

After proposals are submitted, Kitchell will provide an evaluation to ensure the bids are complete and responsive. Kitchell will provide a written evaluation of the bids and provide a recommendation to the City for award.

CM Services During Construction
(May 2024 – April 2025)
Construction is the realization of your vision and the collective efforts of your design and construction partners. Our goal for the construction phase of the projects is simple: Execute.

Kitchell’s efforts during preconstruction will prepare the teams for a construction project free from surprises.

Kitchell Activities
` Kitchell will host collaborative design/constructability reviews to ensure the highest quality documents are generated.
` Kitchell will produce estimates at key design milestones and provide value engineering solutions as needed to keep the project within budget.
` Kitchell will review the permits and plans to ensure
compatibility with the City’s planning, fire and building department requirements. In addition, the County will have additional requirements that must be incorporated into the plans.
` Kitchell will prepare an agenda for the preconstruction meeting. Highlights of special City restrictions and
requirements will be reviewed with the contractor.

Additionally, a responsibility matrix will be emphasized. ` Kitchell will work with the City attorney to ensure dispute resolution clauses are included in the contract.

Deliverables
` Research existing structure structural and hazardous material ` Prepare general conditions contract documents
` Identify key construction milestones to be scheduled
` Constructability review of the design
` Estimating Services (as needed)
Kitchell Activities
` Kitchell will solicit quality general contractors throughout the Bay Area.
` Kitchell will develop and manage the bid schedule including bid-phase RFI’s and addenda, as well as provide a written evaluation of the bids and provide a recommendation to the City for award.

Deliverables
` Develop interest among general contractors
` Develop and implement a bid schedule to ensure fairness ` Facilitate review panels
` Review proposals and provide a recommendation
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 17 When the Notice to Proceed is issued, our team will have already completed the planning process. This will allow us to immediately get the work coordinated, ensure the timely sequencing of work activities and establish and implement a comprehensive schedule and defined quality control program.

Kitchell will monitor the work of the contractor and coordinate their work with the activities and responsibilities of the City, architect, and others to complete the project in accordance with the stated objectives of work scope, cost, time and quality. We will coordinate with the City to establish the on-site organization and lines of authority necessary to carry out the overall plans of the construction team. Procedures for project coordination will be developed and implemented.

Construction Observation/Inspection
Services (May 2024 – April 2025)
The Lead Inspector will observe the project during construction.

They will guard the City against defects and deficiencies in the work of the Contractor and ensure provisions of the contract documents are being fulfilled. In addition, the contractor shall notify Kitchell when inspections are required and Kitchell will coordinate this process on behalf of the City. This request can happen upon start-up of new activities or upon completion of a scope of work. Kitchell, upon receiving an inspection request from the trade contractor, will coordinate timely with the City so as not to delay the schedule.

Post Construction Services
(may 2025 – june2025)
Successful project closeout begins in the design phase. We assist the architect in defining equipment and system start- up requirements in the contract documents. Our front-end documents clearly reflect the City’s expectations for contract closeout and warranty issue response. We also develop procedures that define each team member’s roles and responsibilities during the start-up, closeout and warranty phases.

Kitchell initiates and participates in walk-through inspections that are coordinated with the City, architect and contractor. From these inspections, a punchlist of remaining items to be addressed is generated. Our staff verifies that these items are corrected before moving on to final completion. Kitchell determines final completion of the work, at which time we notify the City and the architect that the work is ready for a final inspection. In addition, we secure and transmit to the City required closeout documents including guarantees, affidavits, releases, bonds and waivers, as well as coordinate delivery of all keys, manuals, record drawings and maintenance stock. A complete set of reproducible as-built drawings are delivered at project completion, as well as all records, logs, Kitchell Activities
` Our team will facilitate a construction kick-off meeting to review access to the construction site, safety and integration with the City’s public work activities.
` Kitchell will establish and manage a system of reporting using e-Builder and meetings with stakeholders to resolve issues and keep all parties informed.
` We will inspect material deliveries to the site to ensure conformance with design documents and intent.
` Schedule maintenance is an important element to project control. Kitchell can provide monthly analytics tracking earned value compared to schedule. This provides an excellent indication of how the project is progressing. We will take early and proactive measures to keep the project tracking on schedule.
` Kitchell will integrate requirements for the schedule of values into the contract documents. Dividing the schedule of values into granular elements allows for accurate progress payment analysis and reduces contractor disputes. The key is the initial set up of the schedule of values as a submittal subject to City approval.
` Kitchell will review contractor RFIs. The review starts with an analysis of the designer’s intent and documentation. Then a study of the question and implications will be performed.

Kitchell Activities
` Kitchell will provide a Project Manager Robert Begonia to monitor day- to-day construction activity. Material deliveries will be checked for conformance to the design documents. A narrative and drawing mark-up will be prepared daily to track the contractor’s progress. Project Manager Robert Begonia will maintain progress photos on a shared drive available to the City and will coordinate with the City inspector.

Deliverables
` Develop a list of proposed installation meetings.
` Maintain a log of quality deficiencies that are reviewed at the weekly OAC meetings.
` Monthly reports that include an issues log.
` Progress photos.
` Tracking of the commissioning program.

We will work shoulder to shoulder with the architect and the contractor to resolve design issues while maintaining quality systems.
` Kitchell will facilitate processing of the submittals. While submittal approval is ultimately the responsibility of the design professionals, Kitchell will keep files and samples organized and available to the designers and City.
` Kitchell will review all change orders for completeness, fair costs and impact to the construction schedule. Kitchell will negotiate equitable resolutions to change orders.

Deliverables
` Ensure contractor follow procurement log
` Process submittals and RFIs
` Review/Process PCO’s & Change Orders
` Host a weekly OAC meeting with minutes
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 18 photographs, change orders and shop drawings. Kitchell collects all required written warranties provided by vendors, manufacturers and contractors, and delivers them to the City. We ensure resolution of warranty issues during the warranty period.

COST CONTROL & BUDGETING
Management of potential change orders during construction, through prevention, will be a focus of our services. This could begin with thoroughly reviewing design documents through detailed design and constructability reviews to allow modifications to the final construction documents, eliminating change orders before they happen. Prompt resolution of requests for information and other field issues is a key component towards mitigating change orders or reducing their overall cost and schedule impact. Our estimating team will be available throughout construction to provide cost estimates of changed conditions and participate in negotiations as required.

Kitchell also has an in-house estimating department that can support the project. Kitchell estimators can provide detailed cost estimates at each design milestone or provide input on current trends and escalation or value engineering suggestions if a full estimate is not necessary. By providing up-to-date costs and solutions for cost-overruns we will ensure the design stays within budget. It has been proven that bid day costs go down as the number of bidders increases. Kitchell will develop and manage the bid schedule including bid-phase RFI’s and addenda.

Kitchell will manage “Risk Log” which is a forward-looking capture of City risks and estimated costs. The log is a navigation tool to eliminate or manage risks to the City. Cost will be reviewed and discussed weekly at the owner, architect and contractor (OAC) meetings. Kitchell will work continuously with the design team and contractors efficiently solve problems.

Please see section H. Cost Proposal and Task Hours for a detailed breakdown of Kitchell’s total hours per task.

Public Outreach
Kitchell will partner with the selected architectural
firm and City staff to host a series of workshops.

During the schematic phase of design the work
shops will gather public comment on design
elements and building features. Corresponding to the workshops, Kitchell will host a website where the public can view the design as it develops and make comments. Additionally, Kitchell will publish and distribute a monthly newsletter in English and Spanish. As the design progresses into construction documents the workshops, websites and newsletters will shift focus from gathering information to explaining what is going to be built and following the progress through construction.

Communication Quality & Success
During the study phases of the project, frequent communication with the design and engineering firms will ensure information flows as required to maintain the project schedule. To ensure the quality of the project, Kitchell will perform critical quality assurance functions by performing in-depth design and estimate reviews. The structured and comprehensive design review process—employed by Kitchell and complying with City procedures—will ensure the documents are well-coordinated and have benefited from the review and input of all stakeholders. Documents will be reviewed at all stages of design for conformance with City programmatic, operational and security requirements and budgetary constraints. Over-the-shoulder reviews are recommended prior to each design submittal to verify that scope requirements will be met, the submittal will meet the level of completeness required and to ensure the consultant is on schedule.

The key to managing various tasks is to have open and transparent communication throughout the design and construction of the new preschool. Kitchell will facilitate weekly owner, contractor and architect meetings to review the schedule and budget. These meetings are important to identifying issues early and when action can be taken to mitigate schedule and budget impacts.

Maintaining Schedules
Maintaining a schedule is critical to moving a project forward.

Careful attention will be paid to communicating design progress and identifying roadblocks to the schedule. The schedule will include stakeholder meetings to validate and document progress and sign-off. All of these elements and milestones will be incorporated into the baseline schedule. Forecasting milestone dates is critical to create a reliable schedule. Each phase will begin with a workshop to confirm project goals, affirm milestones, validate budget and scope alignment, and identify opportunities and constraints.

Kitchell understands the negative impact of even seemingly insignificant schedule delays on the health of a project. The keys to maintaining the preschool project’s schedule will be:
` Early coordination with PG&E
` Procurement of long-lead mechanical and electrical equipment.

We are currently seeing lead times of up to a year for switchgear and mechanical equipment. We have identified an option to procure these long lead items prior to the construction bid in order to make sure they arrive in time for construction.

Please see question 3 to the left for additional information on how Kitchell manages cost control and budgeting.

Kitchell Activities
` Kitchell will review the contractor’s as-built drawings for completeness and accuracy.
` Kitchell will schedule and coordinate equipment training sessions for the new facility and associated equipment. ` Operation manuals will be collected and transferred to the City facilities and public works departments.

Deliverables
` Operations and maintenance manuals
` As-built drawings
` Warranty letters

3. Describe your cost control and budgeting methodology for this project

4. Provide the breakdown of the total hours per task (do not include the cost in the proposal).

5. Provide responses to the following: a.) Describe the public outreach process associated with the plan and how you will assist in facilitating the public information workshops/meeting process to assure outreach.

5. Provide responses to the following: b.) How to manage the various tasks to deliver a project within budget and on schedule. 840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 19 E. SCHEDULE OF WORK Provide a detailed schedule for all phases of the plan and the proposing Consultant’s services including time for reviews and approvals by others. The schedule shall include the critical path of the work items, start, finish and predecessors. Tasks or Milestones, which are interdependent, must be identified, along with the completion date of each milestone.

ID Task
Mode
Task Name Duration Start Finish
1 Program & Planning 90 days Wed 1/25/23 Tue 5/30/23
2 CM Contract Selection 0 days Wed 1/25/23 Wed 1/25/23
3 Review/Confirm Preferred Project Option 15 days Wed 1/25/23 Tue 2/14/23 4 Develop Goals & Objectives 20 days Wed 2/15/23 Tue 3/14/23 5 Develop Budget & Master Schdule 40 days Wed 2/15/23 Tue 4/11/23 6 Procure Design Consultant 75 days Wed 2/15/23 Tue 5/30/23 7 Procure Other Consultants (Hazmat, Survey, CEQA, etc…) 75 days Wed 2/15/23 Tue 5/30/23 8 Preconstruction Services 420 days Wed 2/15/23 Tue 9/24/24 9 Research/Review Existing Conditions 25 days Wed 2/15/23 Tue 3/21/23 10 Coordination with PG&E 60 days Wed 7/5/23 Tue 9/26/23 11 Early Procurement of Electrical/Mech Equip as necessary 260 days Wed 9/27/23 Tue 9/24/24 12 Develop Front End Documents 25 days Wed 8/16/23 Tue 9/19/23 13 100% DD Design/Constructability Reviews (As Needed) 15 days Wed 10/4/23 Tue 10/24/23 14 100% DD Estimate (As needed) 15 days Wed 10/4/23 Tue 10/24/23 15 50% CD Design/Constructability Reviews (As Needed) 15 days Wed 11/15/23 Tue 12/5/23 16 50% CD Estimate (As needed) 15 days Wed 11/15/23 Tue 12/5/23 17 Design 170 days Wed 5/31/23 Tue 1/23/24
18 Review/Confirm Program 25 days Wed 5/31/23 Tue 7/4/23 19 Schematic Design 30 days Wed 7/5/23 Tue 8/15/23
20 Design Development 35 days Wed 8/16/23 Tue 10/3/23
21 Construction Documents 50 days Wed 10/4/23 Tue 12/12/23 22 City Permit Review/Approval 30 days Wed 12/13/23 Tue 1/23/24 23 Bid / Award to General Contractor 58 days Wed 2/7/24 Fri 4/26/24 24 Bidding Period 19 days Wed 2/7/24 Mon 3/4/24
25 City Board Approval 30 days Tue 3/5/24 Mon 4/15/24
26 Contract Execution 9 days Tue 4/16/24 Fri 4/26/24
27 Construction 260 days Mon 4/29/24 Mon 4/28/25
28 Notice to Proceed 0 days Mon 4/29/24 Mon 4/29/24
29 Mobilization 10 days Mon 4/29/24 Fri 5/10/24
30 Demo/Hazmat 15 days Mon 5/13/24 Fri 5/31/24
31 Structural Upgrades 80 days Mon 6/3/24 Fri 9/20/24
32 Rough-in 150 days Mon 6/3/24 Fri 12/27/24
33 Finishes 85 days Mon 12/30/24 Fri 4/25/25
34 Substantial Completion 0 days Mon 4/28/25 Mon 4/28/25 35 Closeout 45 days Mon 4/28/25 Fri 6/27/25
36 Punch List 35 days Mon 4/28/25 Fri 6/13/25
37 Commissioning 25 days Mon 4/28/25 Fri 5/30/25
38 Training 20 days Mon 6/2/25 Fri 6/27/25
39 Closeout Documentation 45 days Mon 4/28/25 Fri 6/27/25 1/25
4/29
4/28
Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul 2023 2024 2025
Task
Split
Milestone
Summary
Project Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
External Tasks
External Milestone
Deadline
Progress
Manual Progress
840 West Orange Avenue Preschool Conversion Project

Page 1 ends

Project: SSF Daycare Schedule
Date: Tue 12/13/22
840 West Orange Preschool Conversion Project
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 20 F. CONFLICT OF INTEREST
The proposing Consultant shall
disclose any financial, business
or other relationship with the
City that may have an impact
upon the outcome of the plan.

The Consultant shall also list
current clients who may have
a financial interest in the
outcome of this contract or the
construction projects that may
follow. The proposing Consultant
shall disclose any financial
interest or relationship with
any construction company that
might submit a bid on a future
construction project.

Kitchell does not have any financial, business or other relationship with the City of South San Francisco that may have an impact upon the outcome of the plan.

Kitchell does not have any current clients who may have a financial interest in the outcome of this contract or the construction projects that may follow.

Kitchell does not have any financial interest or relationship with any construction company that might submit a bid on a future construction project. 840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 21 G. LITIGATION
Indicate if the proposing
Consultant was involved with
any litigation in connection
with prior projects. If yes, briefly
describe the nature of the
litigation and the result.

Kitchell does not have any current litigation. Below is our litigation for the past three years.

Project: Sacramento Memorial Auditorium Project
Date Filed: November 2019
Description: Fiscus v Kitchell: Mr. Fiscus alleges injury while riding his bike in the area near the project site. This matter was tendered to the party responsible for the traffic control plan.

Status: Resolved.
840 WEST ORANGE AVENUE PRESCHOOL CONVERSION PROJECT ID PF2301 | PAGE 22 H. COST PROPOSAL/TASK HOURS
Programming and Planning 2/23 to 6/23 (4 months)
Preconstruction Services
Design/AHJ Approval 6/23 - 2/24 (9 months)
Bid/Award 2/24 - 4/24 (2 months)
Construction 5/24 - 4/25 (11 months)
Closeout 5/25 - 6/25 (1 month)
FY 2022/2023 FY 2023/2024 FY 2024/2025
Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun

PRECONSTRUCTION & BID
Project Director Brian Jemo 32 32 32 20 20 20 20 20 16 16 16 16 16 16 16 - - - - - - - - - - - - - - Project Manager Robert Begonia 80 80 80 80 64 64 64 80 64 80 64 64 80 80 80 - - - - - - - - - - - - - -

ADDITIONAL PRECONSTRUCTION SERVICES AS NECESSARY
EAS - Design/Constructability (as needed) EAS - - - - - - - 120 - 120 - - - - - - - - - - - - - - - - - - - Estimating (as needed) Matt Chappell - 40 - - 20 - - 120 - 120 - - - - - - - - - - - - - - - - - - - Scheduler (as needed) Rick Stassi - 24 - - - - - - - - - - - - - - - - - - - - - - - - - - -

CONSTRUCTION & CLOSEOUT
Project Director Brian Jemo - - - - - - - - - - - - - - - 16 16 8 8 8 8 8 8 8 4 4 4 2 0 Project Manager Robert Begonia - - - - - - - - - - - - - - - 160 160 160 160 160 160 160 160 160 160 160 160 80 80 Scheduler Rick Stassi - - - - - - - - - - - - - - - 12 8 8 8 8 4 4 4 4 4 2 2 0 0 Consultant will provide the breakdown of the total hours per task in the proposal (do not include the cost in the proposal).

Consultant shall prepare a separate cost proposal with a breakdown by task and responsible consultant team member.

Cost proposal shall be submitted in a separate sealed envelope from the Proposal.

RFP REQUIREMENT
Per the RFP requirement, below we have provided the breakdown of the total hours per task and did not include the cost in the proposal. All cost information has been provided in a separate sealed envelope.

Hours Per Task
315 Montgomery Street, 10th Floor
San Francisco, CA 94104
www.kitchell.com

South San Francisco City CouncilApril 26, 2023

South San Francisco City Council
April 26, 2023