Table of Contents - cchd-wa.org

Table of Contents

6.1 Letter of Interest

6.2 Staff Qualifications 1 6.2.1 Staffing Plan, Organizational Chart, & Key Responsibilities 1 6.2.2 Resumes 3 6.3 Firm Past Performance on Relevant Projects 7 6.3.1 History & Capabilities of Firm 7 6.3.2 Project Profiles 9 6.4 Self-Performed Work, Location, and Current Workload 15 6.4.1 Self-Performance 15 6.4.2 Geographic Area 15 6.4.3 Firm’s Workload 16

6.5 Accident Prevention, Safety, and Claims 17 6.5.1 Accident Prevention Program 17 6.5.2 Record of Claims, Litigation, or Arbitration 18 6.5.3 Complaints by Regulatory Agency 18

6.6 Project Approach 19 6.6.1 Approach to Completing the Project 19 6.6.2 Estimating Capabilities and Cost Tracking 22 6.6.3 Constructability, Value Engineering, and Alternative Construction Options 26 6.6.4 Approach to Quality Control 29 6.6.5 Safety Approach 31

6.7 Community Outreach Approach 35 6.7.1 Community Workforce Outreach 35

Exhibit A

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6.2 | Staff Qualifications

6.2.1 | Staffing Plan, Organizational Chart, & Key Responsibilities

The T.W. Clark team assembled for this project is equipped with the specific knowledge and expertise required to execute this project in the best interest of the Owner and the community of Dayton. Our team comes with tremendous GC/CM experience, medical facility experience and experience in preparing and completing phased construction of an occupied facility such as the Dayton Hospital.

Our team will be dedicated to this project throughout the pre-construction phase and then through completion of the construction period and final occupancy by the Owner. This continuity plays an important role in the management and execution of this project.

Following is an organizational chart illustrating this dedicated staffing plan;

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Steve SunleafProject ExecutiveSteve will be involved in nearly all portions of this project from the design phase through to the construction phase. Steve brings tremendous construction experience, education, and strong communication and organizational skills to this team. He will provide oversight of the entire team and participate in the development of all various design phase estimates, negotiation of the MACC estimate, procurement and bidding, and oversight during the construction phase. Steve will ensure the team is equipped with all the resources necessary to keep the work running smoothly throughout all the phases of the project.

Lori PorathProject Manager/Estimator/SchedulerLori is the ideal project manager for the Dayton Hospital Project and will be the main point of contact for the Owner and Design Team throughout the project. She has a great deal of experience in the GC/CM process totaling the management of over $120 million in project costs over the past 16 years, utilizing the GC/CM format. She has completed the full range of preconstruction services associated with these previous GC/CM projects including estimating, constructability review, value engineering and development of the overall schedule. She has developed the subcontracting plan which included the bidding information, bid packages, project schedule, and overall award process. Lori is an excellent scheduler, and has produced CPM project schedules including detailed phasing schedules which include interim turnover to the Owner. Lori will be managing the process from beginning to end; from preconstruction, through procurement and to completion of the construction.

Frank VenzkeProject Superintendent/Safety OfficerFrank draws from over thirty years of construction experience, including the completion of several medical facilities and phased/occupied facilities. His strong team building skills motivate the people around him to strive for the same high quality work that Frank requires of himself. Utilizing strong analytical abilities and extensive experience, Frank has consistently produced facilities of the highest quality well within the required time and budget constraints. He is recognized by his clients and his peers for his skillful supervision and extensive construction expertise. Frank is known for his attention to detail and ability to provide constructability review and preconstruction input to projects. He will be an invaluable resource when determining the phasing of this complex project, and the most cost effective method for completing the various scopes of work. Frank will get the most value for the Owner, while keeping an eye on maintaining the highest quality project. Frank’s experiences and technical abilities make him the perfect candidate for this GC/CM project at Dayton.

Cheri LongProject EngineerCheri brings to the T.W. Clark team 12 years of experience in the construction industry. She brings a broad knowledge of office and field experience. Cheri’s technical expertise is balanced with an acute talent for document control and organization. Cheri will join the team in the Construction Phase, managing the submittals, RFIs, document distribution, and overall provide assistance to Lori and Frank.

6.2.1 | Staffing Plan, Organizational Chart, & Key Responsibilities

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Steve Sunleaf | Project Executive

6.2.2 | Resumes

Steve Sunleaf ’s technical expertise has been acquired during his active involvement in the construction industry over the last 15 years. Steve has been a Project Manager in commercial construction since 2004, and has now become a partner of the T.W. Clark Company. The skills that Steve has developed over his years in construction and his keen interest in providing total client satisfaction are utilized daily in his current position, which includes overseeing all operational aspects of T.W. Clark Construction.

The following projects have been completed under Steve’s oversight at T.W. Clark and by Steve during his time as a Project Manager;

Relevant Experience:

Okanogan Behavioral HealthCare Supportive Therapeutic Housing - Omak, WashingtonChief Joseph Middle School Addition - Richland, WashingtonPaul Rumburg School Modernization - Entiat, WashingtonLake Chelan School District CTE Building - Chelan, WashingtonSunnyside High School Additions - Sunnyside, WashingtonWestSide High School - Wenatchee, WashingtonNew Othello Elementary School - Othello, WashingtonRogers High School Field Improvements - Spokane, WashingtonHiawatha Elementary School Additions & Modernizations - Othello, WashingtonMoses Lake Elementary School #2 - Moses Lake, WashingtonEvergreen Boarding Facility Addition - Spokane Valley, WashingtonBBCC Bldg 1200 STEM Remodel & 1400 Student Services Add/Remodel - Moses Lake, Washington

Education:Bachelor of Science, Construction Management, Washington State University, Pullman, WA

Employment History:2006 – Present – T.W. Clark2004 – 2006 – James W Elmer Construction

References:Sheryldene Rogers, Goodale & Barbieri Company, (509) 344-4920 Ed Champagne, Architects West Inc., (208) 677-9402 Diane Grover, Entiat School District, (509) 784-1800

Affilations:Vice President of the Spokane AGC Chapter

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Lori Porath | Project Manager / Estimator / Scheduler

Lori began her construction career as a Project Engineer, then progressed to a Project Manager in 1999. Her project experience includes hard bid, GC/CM and design build projects, ranging from $4 million to nearly $60 million in value. Her projects consisted of numerous educational projects, including renovation and new construction, and complex research laboratory facilities.

Her GC/CM experience included the management of the full range of preconstruction services including estimating, constructability review, value engineering, bid package assembly, bidding, and MACC negotiations. She then would continue the management through the construction phase, including producing and management of the CPM schedule, cost control, contingency management, and coordination with the Owner and Design Team.

Lori is a proven Project Manager with a substantial resume of successfully completed projects, including the following related projects*;


GC/CM and Design/Build Projects (the relevant projects noted below, include projects managed as GC/CM or Design/Build Projects, including completion of full preconstruction services);Washington State University, Veterinary Biomedical Center - Pullman, WA (GC/CM) - $56 MWashington State University, Biotech/ Life Sciences - Pullman, WA GC/CM) - $53 MWashington State University, Samuel H. Smith Center - Pullman, WA (GC/CM) - $29 MWashington State University, Wine Science Center - Richland, WA (D/B) - $15 M

Design / Bid / Build Projects (the relevant projects noted below, include complex phasing of a occupied facility);Eastern Oregon University, Science Center - LaGrande, OR - $19 MLincoln Middle School - Pullman, WA - $13 MFranklin County Jail and Courthouse Expansion - Pasco, WA - $18 MCashmere Middle School - Cashmere, WA - $12 M

* projects listed were completed while working at other firms.

Education:Bachelor of Science, Civil Engineering, University of Idaho

DBIA Certified

Registered EIT #3936, State of Idaho

Employment History:Present – T.W. Clark1997 – 2015 - Lydig Construction1995 – 1997 – Welch, Comer Engineers 1994 – 1995 – Kiewit Pacific

References:Steve Goldblatt, Resolves Disputes,(206) 972-8542

Tom Golden, NAC,(509) 838-8240

6.2.2 | Resumes

5* projects listed were completed while working at other firms.

6.2.2 | Resumes

Frank Venzke is a veteran project superintendent with over 30 years experience as a strong team leader with an exceptional working rapport with everyone he works with including workers, subcontractors, designers, and Owners. Frank has worked on some of T.W. Clark’s most complex projects, including several renovations of Medical Clinics and Hospitals. His thoroughness and attention to detail along with his highly relevant experience will make him a key factor in the success of this project.

Frank has a track record for innovative and ingenious ideas which make him an invaluable asset during constructability review and the creation of value engineering options. Frank also has the keen ability to be a forward thinker, enabling him to be an exceptional asset during the creation of project schedules and phasing plans. These specific qualities have led Frank to produce the highest quality projects.


Hospital and Medical FacilitiesWhitman County Hospital Surgery Wing Addition & Remodel - Colfax, WA - $5 MSacred Heart Hospital Campus Remodel & Expansion - Spokane, WA - $27 MSt. Joseph’s Rehabilitation Center - Lewiston, ID

Other Relevant Projects (including projects which were completed in occupied facilities)Walla Walla Police Department - Walla Walla, WASun Valley Elementary Expansion - Sunnyside, WAWhitworth Visual Arts Building - Spokane, WATelect Tenant Improvement - Liberty Lake, WAWapato HS Hazardous Material Abatement & Demolition - Wapato, WAUniversity of Idaho Vandal Athletic Facility Expansion - Moscow, IDJundt Art Center & Museum, Gonzaga University - Spokane, WACarpenter Hall Remodel Expansion, Washington State University - Pullman, WAFairchild Air Force Base Gymnasium Remodel - Spokane, WAHewlett Packard - Liberty Lake, WANenana High School Addition - Nenana, AKPetersburg High School Addition - Petersburg, AKSpring Hill Elementary School - Anchorage, AKWaitsburg High School Remodel & Addition - Waitsburg, WA

Education:First-Aid/CPR Training and Certification

Powder Actuated Tools and Laser Equipment Training and Certification

WISHA Compliance TrainingOSHA Safety Competency Training (Handford Certified)

Scaffold Training Institute Certification

AGC Supervisory Training, Primavera Computer Scheduling

WA Stormwater Protection Certification – CESCL #440

Employment History:2001 – Present – T.W. Clark1996 – 2001 – Shea Construction1994 – 1996 – Ramey Construction1989 – 1994 – Bouten Construction References: Brent Harding, NAC Architecture,(509) 838-8240

George Thompson, Grant County PUD, (509) 754-5088, ext 3114

Frank Venzke | Project Superintendent/Safety Officer

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Cheri Long has been working in the Construction Industry for over 12 years. She has acquired technical expertise balanced with an acute talent for document control and organization. Cheri possesses a meticulous approach to project organization and computer based scheduling. Through the use of strong communication skills, construction knowledge, and a strong attention to detail, Cheri ensures that projects are highly organized, and fully supported to ensure smooth progressive of the work in the field. Cheri’s keen interest in providing total client satisfaction has produced a reputation of first-rate quality workmanship, skill, and productive communication.


Royal Intermediate School Addition - Royal City, WashingtonSpokane Falls Community College, Classroom Building - Spokane, WashingtonJefferson Elementary School Replacement - Spokane, WashingtonCentral Washington University, Hogue Hall Addition - Ellensburg, WashingtonMoses Lake Elementary, Park Orchard - Moses Lake, WashingtonMoses Lake Elementary School - Moses Lake, Washington

Education:Spokane Community College

LEED/WSSP

First Aid/CPR Training & Certification

Employment History:2003 – Present – T.W. Clark

References: Malcolm Hain, DeNeff Deeble Barton Associates Architects & Planners, (509) 327-1538 Derek Miller, Architects West Inc., (208) 667-9402 Cory Trapp, Longwell-Trapp Architects, (208) 772-0503

Cheri Long | Project Engineer

6.2.2 | Resumes

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6.3.1 | History & Capabilities of Firm

T.W. Clark Construction has built a reputation on honesty, integrity, customer satisfaction, and high quality construction. While the firm is only in its 17th year of existence, we are comprised of heavily experienced construction professionals who bring with them years of expertise in all facets of the construction field. T.W. Clark drew upon this expertise to quickly grow and remain a mid-sized, full-service building contractor with an annual volume of approximately $40 million. T.W. Clark’s strength of balance sheet, equity position and consistently positive financial results provide a bonding capacity of individual contract bond in excess of $25 million with a total program capacity in the $50 million dollar range. On the following page is a statement from our bonding agent. T.W. Clark provides contractor services in the states of Washington, Idaho, and Montana from our Spokane Valley office. We are well positioned to take on a project of this size and scope and have our team members assembled and ready.

T.W. Clark has four in-house project managers highly dedicated to quality and the team concept of construction. T.W. Clark has completed a variety of project types and services including new and remodel, industrial, institutional, medical, recreational, manufacturing, multi-family, retail, and professional service.

We are team players and believe that a truly successful project results only from intense interaction from all team members including the most important, the client. Our projects represent the input and knowledge of the client, architectural team, consultant team and regulatory agencies. We rely on early and continuous exchange of information between all team members so that knowledgeable decisions can be made in order to avoid confusion and keep projects on schedule.

Prior to forming our company in 1998, the team members had spent years in the building construction industry for other local professional construction companies. What is not exemplified by T.W. Clark’s list of completed projects is the extensive past experience individual members of T.W. Clark Construction has in the building industry. By calling upon all of their experience, T.W. Clark will be an invaluable asset to the project team, both during the pre-construction phase, as well as during the actual construction of the project.

Our company has very successfully completed over 300 numerous new construction / addition / remodel / tenant improvement projects of various sizes and complexities. Our success results from communication, hard work, sensitivity to our clients and the environment, attention to detail, and the unwavering commitment of all who are part of the team. T.W Clark utilizes our team of skilled craftsmen to self-perform concrete, framing and finish carpentry work.

6.3 | Firm Past Performance on Relevant Projects

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6.3.2 | Project Profiles

Project #1: Paul Rumberg School Modernization Entiat, WashingtonOwner: Entiat School District, Dian Grover 2650 Entiat Way, Entiat, WA (509) 784-1800Architect: Loofburrow Wetch 201 West Yakima Avenue, Yakima, WA 98902 (509) 457-5121Contractor: T.W. Clark Construction, LLCProject Manager: Steve SunleafSuperintendent: Terry DavidInitial Negotiated Price: $7,264,000Final Negotiated Price: $6,354,000Duration: 420 Days

Description: This project included 12,500 sf of additional building area, and the remodel of 18,000 sf of a 2-story existing area. All work was completed during on-going operations of the school.

The project was originally issued out for public bids, of which T.W. Clark was the low responsive bidder. However, the project was over the available Owner’s budget, but within the range which allowed negotiation with T.W. Clark. Accordingly, through pricing of several Value Engineering options proposed both by the School and by T.W. Clark, the project was allowed to commence as a negotiated project with T.W. Clark resulting in a quality project for the Owner at the available budget.

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Project #2: Yakima Valley Farm Workers Clinic Renovation Yakima, WashingtonOwner: Yakima Valley Farm Workers Clinic, Jeff Breymeyer 602 East Nob Hill Blvd. Yakima, WA 98901 (509) 865-6175Architect: Loofburrow Architects, Dick Loofburrow 201 West Yakima Avenue, Yakima, WA 98902 (509) 457-5121Contractor: T.W. Clark Construction, LLCProject Manager: Scott RountreeSuperintendent: Frank VenzkeInitial Negotiated Price: $2,540,000Final Negotiated Price: $2,760,000 (increase was for added work requested by Owner)Duration: 570 Days

Description: The renovation to the Yakima Valley Farm Workers Clinic involved a complete renovation to all interior and exterior finishes of an existing occupied 25,000 square foot building along with new additions totaling 15,000 square feet. The facility included five different Health Care Providers that offered health, dental and medical care to low income families. The renovation was phased and scheduled to allow all of these providers to stay in operation and treat patients six days a week.

We developed a phasing plan that included over twenty (20) phases to accommodate the needs of this clinic. This phasing plan allowed all of the providers to continue their uninterrupted operations, and provided the required security, safety and cleanliness necessary to a health care facility. Through careful consideration of temporary barricades, signage and communication plans, we were able to exceed the owner’s expectations and subsequently were awarded three additional renovation projects for this client over the next few years.

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Project #3: Whitworth Visual Arts Building Spokane, WashingtonOwner: Whitworth University, Steve Thompson 300 W. Hawthorne Road, Spokane, WA 99251 (509) 777-1000Architect: Madsen, Mitchell, Evenson & Conrad, Craig Conrad 216 N. Howard Street, Spokane, WA 99201 (509) 624-6800Contractor: T.W. Clark Construction, LLCProject Manager: Scott RountreeSuperintendent: Frank VenzkeInitial Negotiated Price: $5,490,000Final Negotiated Price: $5,684,500Duration: 14 months

Description: This project consisted of Whitworth’s new, 21,000-square-foot, two story, visual-arts building constructed in the heart of their occupied campus. Work included demolition of the existing two buildings, and construction of their new 2-story building.The $7.1 million facility was designed to allow long-term expansion and will serve Whitworth students for decades to come.

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Project #4: Whitman Hospital Colfax, WashingtonOwner: Whitman Hospital, James Heilsberg 1200 W Fairview St, Colfax WA, 99111 (509) 397-3435Architect: NAC Architecture, Brent Harding 1203 W. Riverside Avenue, Spokane, WA 99201 (509) 838-8240Contractor: T.W. Clark Construction, LLCProject Manager: Tom ClarkSuperintendent: Frank VenzkeInitial Negotiated Price: $4,875,000Final Negotiated Price: $5,000,012Duration: 457 Days

Description: This project consisted of a 3-story addition to the existing Whitman Hospital. The addition included a new surgical and intensive care wing constructed of structural steel, precast and in-place concrete with a masonry veneer. It included approximately 10,000 sf per floor, with a heli-port on the top level. The 2nd floor was the new surgical suite, and the basement level was primarily mechanical space, and connected to the existing facility.

There was a substantial amount of sitework improvements completed in this project including, major utility work, new roadways, and landscaping covering nearly 5 acres. This project also included mechanical/ electrical infrastructure improvements and upgrades throughout the existing facility. This required the appropriate phasing and coordination needed to accommodate utility shutdowns and working within the fully occupied hospital complex.

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Project #5: Lakeland Village (Eastern State Hospital) Medical, WashingtonOwner: Department of Enterprise Services, Facilities Division, William Frare / Gayle Bonnett 4600 Jefferson St, SE, Olympia, WA 98501Architect: DeNeff, Deeble, Barton Associates Architects and Planners 2303 W. Northwest Blvd, Spokane, WA 99205 (509) 327-1538Contractor: T.W. Clark Construction, LLCProject Manager: Tom ClarkSuperintendent: Jim DempseyInitial Negotiated Price: $2,750,000Final Negotiated Price: $2,750,000Duration: 270 Days

Description of project: T. W. Clark completed the renovation and expansion of the Forensic Services Unit, and relocated the Laundry Room and Mechanical Rooms, within the occupied buildings of the Eastern State Hospital. Temporary provisions were required to ensure the uninterrupted operation of the Laundry and Mechanical Rooms in order to alleviate any disruption to the on-going operations of this facility. The work to renovate and expand the Forensic Lab was completed in 90 days, and the work at the Laundry and Mechanical rooms was completed in 180 days.

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6.4.1 | Self-Performance

T.W. Clark has the ability to self-perform a variety of activities on any given project, however our main scopes of work on projects of this nature would include: selective demolition, concrete foundations, wood framing, installation of doors, frames and finish hardware, and installing specialties such as visual display boards, toilet partitions, signage, fire extinguisher cabinets and toilet accessories.

T.W. Clark has a wide and diverse group of craftsmen from which to assemble a scope-specific crew, and can tailor the crew size to the actual, real-time, project needs.

Bid packages for this project will be developed to closely match the current bidding practices in order to attract the greatest participation. T.W. Clark would be required to participate in the bidding process in the same manner in which all other subcontractors participate, which would result in the lowest, responsive bidder being awarded the bid package. Bids would also be opened in the presence of the Owner’s Representative in order to ensure transparency.

We will strive to receive a minimum of 3 quotes for each scope of work.

6.4.2 | Geographic Area

T.W. Clark’s office is located in the Spokane Valley and we have completed projects all throughout the Pacific Northwest, including the Dayton Area. Our project team will be available to meet in Dayton or at the Office of the Architect in Spokane at any time during preconstruction or during the construction period. Our Superintendent will be located on-site at all times during construction.

6.4 | Self-Performed Work, Location, and Current Work Load

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Year Annual Volume (in dollars)

2014 $31 Million

2013 $41 Million

2012 $42 Million

2011 $42 Million

2010 $37 Million

6.4.3 | Firm’s Workload

Our recent workload, based upon last quarter, was $9,500,000 of work completed. Our current backlog is $15,000,000. We anticipate contracting another $15,000,000 - $25,000,000 in the next 6 months. The anticipated volume for the next four years is 40-50 million per year.

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6.5.1 | Accident Prevention Program

T.W. Clark Construction has established a full-service Accident Prevention (Safety) Program comprising activities and processes which enhance our ability to ensure the project is orderly and performed in a safe manner to protect property and personnel.

The safety of the staff, patients, and visitors to the Dayton Hospital is T.W. Clark’s top priority. Our safety plan will be assembled during the preconstruction phase and be revised and upgraded as the plan and construction process begins. The safe routing of staff and visitors will be a key element of the phasing plans for construction. Clear and open routing for emergency traffic and access to the emergency entrance will always be guaranteed. We will tailor our phasing plan to avoid any potential hazards and also any obstructions to the safe and immediate routing of critical staff around the building and emergency entrances.

Our goal is to recognize the potential for hazards before they arise and properly mitigate or address the issue in advance, including communicating this plan to each and every member of our construction team.

Proactive Safety Management

T.W. Clark has a solid safety record. Our strong performance record is a result of detailed pre-planning for accident prevention, and a “do it right the first time” attitude/culture. Our supervisory people, craftsmen and subcontractors have come to expect no less and this culture has benefited us.

A clean and orderly job site results in higher quality craftsmanship and fewer accidents.

Due to the limited format of this RFQ, we have only included the very broad components of our safety plan. Our detailed job specific safety plans and our full detailed Accident Prevention Program / Policy generally includes approximately 30 pages of information. Upon your request, we would be happy to provide you with the detailed full Accident Prevention Program. By partnering with the AGC group retro program, our Accident Prevention Program is reviewed annually by external safety professionals.

Year EMR

2015 .8206

2014 .7500

2013 .6000

2012 .6000

2011 .6995

Year OSHA

2015 0

2014 0

2013 0

2012 0

2011 0

6.5 | Accident Prevention,Safety, and Claims

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Components of the Accident Prevention Program Include:

• Identifying Potential Hazards / Minimize Exposure• Weekly Tool Box Safety Meetings for the entire Crew• Job Site Safety Meetings for Activity-Specific Hazards• Weekly Subcontractor Coordination Meetings• Detailed job specific site safety plan and fall protection plans• Sign-off and acknowledgment by all subcontractors of the job-site safety plan and the T.W. Clark safety

policies

Specific areas which would be addressed in our Accident Prevention Plan for the Dayton Hospital Site would include:

• Site Logistics; Overall site logistics plans to communicate daily routing of the building occupants, and will be updated at each phase of construction,

• Noise Levels; Monitoring of noise levels to ensure minimal disruption to the building occupants, addressing specific building areas which are more sensitive than others,

• Temporary Lighting will be reviewed in order to ensure proper illumination of areas of construction and also non-construction areas and temporary walkways,

• Temporary Fencing to safely separate construction and non-construction areas,• Egress routes for construction traffic to ensure that our construction traffic is not interfering with

emergency vehicle traffic or visitor traffic,• Parking Areas; we will analyze parking to ensure construction parking does not interfere with the available

parking allocated to the Hospital Staff and Visitors.• Emergency Entrance and Emergency Vehicle routing; Special attention and plans will be created to address

the sensitive and critical topic of maintaining absolute clear access to the Emergency Entrance of the building.

6.5.2 | Record of Claims, Litigation, or Arbitration

There have been no claims, litigation, or arbitration initiated by T.W. Clark or against T.W. Clark in the last five years.

6.5.3 | Complaints by Regulatory Agency

There has been one complaint filed against T.W. Clark by a regulatory agency in the past five years. The project was Wapato High School. In 2013, the EPA alleged pollution violation again T.W. Clark’s earthwork subcontractor during the Wapato High School demolition. The claim is not yet settled. T.W. Clark is named as defendant, along with the earthwork subcontractor. T.W. Clark has worked directly with the EPA to correct all non-conforming work. More information in regards to this claim is available upon request.

6.5.1 | Accident Prevention Program

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6.6.1 | Approach to Completing the Project

The T.W. Clark Team takes pride in delivering landmark projects for small communities such as this renovation of the Dayton General Hospital for the community of Dayton, Washington. This project will provide critical services to the Dayton and surrounding areas for many years to come. The T.W. Clark team offers expertise in construction and the GC/CM process which can assist CCHS in procuring the most value for the proposed budget, in order to best serve the people, doctors and staff of this facility. Our people are creative and innovative, and excited to contribute to this significant project.

T.W. Clark’s approach will be centered on delivering the project’s design vision – on time and on budget, while minimizing the impact to the on-going and critical operations of this facility. Our process will be distinguished by a highly effective collaboration among the Owners, the Design Team and the T.W. Clark team.

This process will commence immediately in the design phase and continue through to project completion and ultimately full occupancy by the building users. The intent of the process is to ensure an effective high-quality delivery of the project through the elimination of redundancy, the logical sequencing and phasing of the work, selection of systems and components which provide the best value for the Owner, both initially and long term, and the alignment of the interests of the Owner’s team, the Design Team, T. W. Clark and the subcontractors on the project. Our approach ensures the successful delivery and project outcome for all stakeholders.

When selected, T.W. Clark will join the Project Team in mid-October 2015, at which time it appears the design will be at approximately 50% Schematic Design documents. T.W. Clark will use our in-house resources to deliver early and accurate budgeting, detailed design and construction schedules, and input to the Team to use for informed decision making. We will work closely with the Designers and Owner’s Team, to finalize the design of the critical elements, with a goal to complete the Design Development Documents by the end of the year, and the overall design by early Spring, 2016, allowing commencement of construction by no later than May, 2016.

6.6 | Project Approach

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Our collaborative approach to preconstruction will provide optimum design support, schedule and budget solutions, and assure a successful Team atmosphere moving into construction.

Establishing “the Team”

The GC/CM method of project delivery allows establishment of the Project Team early on, which will enhance the project from beginning to end. At T.W. Clark, we have built a reputation based upon our knowledge of the industry, ability to work well with Designers and Owners, and our enthusiasm for success. We are prepared to commit the resources as needed early on, during preconstruction, and throughout the procurement and construction phases. We feel the following are key elements to the establishment of the Project Team;

• Establishment of trust, through open and honest communication;

• Provide clear communication of what the Owner needs and expects from this project;

• Close collaboration and free exchange of ideas and information – critical elements for Team success;

• Open and forthright communications with each other to ensure the Team is heading in the right direction in the Owner’s best interest and to ensure we are focusing on the Owner’s goals for the project;

• Continuity of team members throughout the Design and Construction phases;• Timely and complete responses to important questions;• Ability and willingness for all parties to make critical decisions in a timely manner;• An overall commitment to the successful completion of the project;

The team members committed by T.W. Clark for this project, will bring all the necessary elements which are needed to assist in success by the overall team. We are known in the industry as being extraordinary “Team Players”, providing exceptional experience, expertise, and industry knowledge, which will facilitate overall project success. In simple terms, we sincerely enjoy being part of a “Team”, it is truly what makes construction fun and rewarding and successful projects cannot be achieved without a Team of individuals which bring their individual talents. We strive for repeat customers, which is only accomplished by providing superior service.


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Optimum use of the Pre-Construction and Design Period is the Key

It is without question that early planning is the key to a successful project. T.W. Clark’s involvement and input during this crucial part of the project will be instrumental in the success of this project. We understand that we can make the greatest impact on the project during preconstruction by focusing on;• Obtaining a clear understanding of what the Owner and Building Users truly want to achieve from this

renovation and modernization;• Making certain the maximum return on investment is achieved by this significant capital expenditure;• Providing regular, consistent and reliable cost estimating input throughout the design and preconstruction

process;• Offering value engineering ideas in a timely manner, that will enable the project to meet the Owner’s

established priorities and maximizing the scope of work completed;• Developing and managing the comprehensive project schedule, including tracking key milestone dates

through design until project completion;• Completing field investigations to review current building use and separation of services, in order to

provide knowledgeable input into the proposed phasing of the building construction;• Soliciting and obtaining in-depth and critical subcontractor and specialty supplier input during pre-

construction to ensure accurate budget pricing and appropriate incorporation of specialty materials and systems;

• Providing timely and meaningful comments regarding the constructability of the proposed design throughout the preconstruction phase;

• Thorough and timely review of the design documents to ensure they are clear and provide for thorough subcontractor coverage during the bidding phase;

• Marketing the project to gain the highest level of competitive subcontractor and supplier bidding participation;

Execute with Precision

Once the construction documents and overall plan is established, proper and precise execution is critical to maintain the momentum of the preconstruction, and deliver the project, continuing to focus on meeting all expectations by the Owner.

Our plan to accomplish this is by;

• Establishing Bidding Documents which clearly communicate the overall plan to potential subcontractors;• Create and update the project schedule, breaking down the schedule with specific details and phasing

milestones;• Be proactive in our approach to issues and potential unforeseen challenges, which can sometimes be

inevitable during a renovation project; • Establish and maintain a comprehensive Quality Control / Quality Assurance program to ensure

compliance with the contract requirements;

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• Aggressively manage the construction schedule through collaborative reviews and closely monitoring of compliance to milestone completion dates;

• Expedite project closeout, including providing appropriate and thorough Commissioning and Owner Training in order to ensure the Users are ready to commence building occupancy and maintenance and the facility is ready to receive clients and provide critical care;

T.W. Clark’s participation during the design phase provides the opportunity for strong preconstruction planning, more timely and informed understanding of the design, anticipating and resolving design-related issues and visualizing construction sequencing prior to construction start, thus improving cost and budget management, and guaranteeing a successful outcome. We place a high value on the early planning process, as it is truly the value provided by the GC/CM project delivery method.

6.6.2 | Estimating Capabilities and Cost Tracking Working as a Project Team Member During Design

At T.W. Clark Construction all estimates will be developed and maintained in-house. Our highly qualified preconstruction team led by Lori Porath will be responsible for all the estimates.

Creating the Estimates and Budgets

Our estimates will be compiled using Excel based spreadsheets which will be customized for this project, and can be expanded as needed at each stage of design. We will be open-book and provide real time information which will be provided to the rest of the team at each and every step of the project. This open book approach will be an effective tool to the design team and Owner to base their decisions on and in order to allow the greatest facility possible for CCHS.


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6.6.2 | Estimating Capabilities and Cost Tracking

Our estimates will begin at completion of Schematic Design, will be updated at Design Development and Construction Documents until culmination of the MACC estimate at 90% Construction Documents.

Our estimates will be highly detailed and will include the following:• Detailed quantities and unit prices for all components of the project• Incorporation of allowances for items which cannot be fully quantified or identified and then covert to full detail when information becomes available• Appropriate contingencies based on the status of design and level of unknowns• Subcontractor and supplier input on pricing to reflect actual market conditions and to allow timely decisions of specialty components• Accurate budgeting for phasing, temporary services, and public safety associated with the required phasing to allow continued operation of the facility• Tracking of changes between estimates – quantities, unit prices, and scope• Breakdown of all costs into bid packages for procurement tracking and establishment of individual Bid Package budgets.• Detailed incorporation of value engineering options to reflect

actual budget/cost for each of these options.• Early and detailed determination of potential Alternates and identification of the pricing of these potential

additional work items• Full transparency on the details of the estimate

Our estimates are formatted via a CSI format, which is typical and provides for a quick and thorough reconciliation with a third party at each phase. This CSI format also allows for a seamless delineation of scope into the Bid Packages.

Pricing for each detailed estimate, baseline and updates, will be based on the following:• Historical costs from T.W. Clark’s database and other sources for similar projects• Input from local subcontractors and suppliers who are in the best position to provide costs for projects in

the Dayton Area• Fully detail the expected scope of work with quantities and unit prices, minimizing allowances to the

greatest extent possible

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Compiling our First Estimate atSchematic Design

It appears that T.W. Clark will be joining the team at completion of the Schematic Design Drawings, and accordingly we will immediately commence with compiling our first estimate.

Our first task will be to prepare a conceptual design estimate based on the schematic design information and any standard specifications provided by the Design Team or Owner. We will immediately meet with the key stakeholders from CCHS and the Design Team to accomplish the following:• Perform a comprehensive review of the program

and current design• Determine the full scope of work to be included in the construction budget• Ask the questions that are aimed at discovering those items that may not be part of the design at this stage,

but are critical to achieving an understanding of the full scope of the project• Establish an estimate format that can be used for review and reconciliation

It is T.W. Clark’s estimating approach to provide the highest level of detail as early as possible so quantities and unit pricing reflect the anticipated building components, systems make-up, and level of quality, which can then be adjusted as the design detail increases. This becomes a good check and balance to validate design information throughout the estimating and budgeting process.


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The Estimate is then updated at Design Development Drawings

The estimate will then be updated at 50% and 100% Design Development Drawings. It is at this time that the drawings will be ready for a more detailed quantity takeoff, versus the more conceptual pricing included in the SD Estimate. Specifications will begin to take form, allowing a more precise estimation of the specific products selected by the Owner. It is at this stage where we will confirm again, real market pricing, for the specific quantities and products and thus allow an adjustment or reduction to the contingencies carried in the earlier estimates.

A line by line review of the estimate will be completed to ensure incorporation of the added detail provided in this Drawing Phase.

Estimates will be Reconciled and Updated at each Drawing Phase

Cost tracking between each of the Design Phase estimates is accomplished through a line-by-line spreadsheet comparison that highlights differences in quantities, scope, and/or pricing, along with divisional comparisons to see where the changes have occurred at each design phase.

We will review each estimate line-by-line with CCHS and the Design Team in an open book manner:• Validate that the scope of work is accurately addressed, ensuring specialty items are accurately addressed

and incorporated• Validate quantities and unit prices are appropriate and reasonable• Reconcile all aspects of the estimate with other estimates (third-party, and update as necessary to reflect

agreed information)• Review areas where there are differences between estimates or variances from expectations to determine

the right solution moving forward


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Establishing and Management of the MACC

At 90% Construction Documents, or sooner, if requested, a MACC (or GMP) estimate will be created. This budget estimate will be reviewed and agreed upon by the Team. T.W. Clark will then move forward in the procurement and bidding phase of the project. A critical aspect of continued cost and budget control is managing the MACC on the project. T.W. Clark’s strategy is rooted in our extensive project experience, our full range of preconstruction services, and monitoring the design, ensuring all components are accurately addressed and incorporated.

We will then carry this MACC and remaining GC/CM contingency forward into construction, continuing to be your advocate in keeping a tight but fair reign on costs. The critical parts of establishing and managing the MACC are as follows:• Develop an accurate, detailed estimate that is fully reviewed and accepted by the project team and fully

reflecting the construction scope and budget• Develop a detailed construction schedule that meets the established project milestone dates, and addresses

the phased approach to the project• Develop detailed bid packages that reflect the current market conditions for this area and allow for the

greatest level of local participation• Identify potential bid alternates as needed for budget compliance, while maintaining basic programming

and project needs (this ensures opportunity for additional scope/program upon favorable bidding buyout)• Conduct timely procurement and buyout so final determination can be made on the budget• Manage the contingency aggressively• Thoroughly review all change order requests for validity, accuracy and appropriateness• Manage the schedule to stay on track and avoid the potential for impacts and added costs• Regularly communicate the status of the MACC with the project team• Discuss potential impact issues in a proactive manner to eliminate impacts – be proactive and not reactive• In short – properly and professionally execute the plan

Our dedicated team at T.W. Clark has managed over $120 million in GC/CM projects, and numerous medical facilities in their careers and over the last 17 years T.W. Clark has been in business. With this as our foundation we will provide the highest level of service and accountability as your GC/CM partner for this project during this critical preconstruction and design phase.

6.6.3 | Approach to Determining and Assessing Constructability Issues, Value Engineering and Alternative Construction Options

Constructability Review and Input on Design

The T.W. Clark team will provide constructability review throughout each of the design phases, in order to provide timely input to the Design Team. We will bring both an office perspective along with the perspective


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from our Field Staff. We will review the documents as we compile each of our design phase estimates, providing recommendations and input as appropriate for the level of design issued at that time.

Our initial reviews will focus on more overall layout and orientation of building services, such as identification of possible scheduling and constructability pinch points. Then as we move into Design Development, we will focus on the development of the formal plans, sections and details and how they interrelate, especially in relation to the existing facility.

During Construction Documents, as the details and various design disciplines are finalized, we will extend our review to include coordination between the various drawings and verifying that the design information flows through the drawings from the small scale plans to the larger scale details. We will ensure that the information noted in the drawings correlates to the information noted in the specifications, in order to ensure clear delineation of work in the Bid Packages. We will, in essence, build the project on paper numerous times before we assign final distribution to Bid Packages and build the project in the field.

Specifically our review will include the following components;

• Review for potential spatial conflicts (especially with the existing facility/structure)• Application and verification of existing record drawing information within the documents• Dimensional consistency and accuracy• Flow of details through the documents• Verify the drawings and specifications properly complement each other• Verification of adequate level of details and specifications for bidding & construction purposes• Verification that the work shown on the drawings is delineated precisely to allow clear assignment to Bid

Package Subcontractors• Verify adequate access to mechanical & electrical equipment for service and maintenance• Construction sequencing and delineation for phasing• Alternate descriptions and scope are incorporated, as applicable

This constructability review process completed jointly by the entire team during the design phase is extremely beneficial and undoubtedly will minimize cost and schedule impacts by reducing the number of change orders, requests for information (RFI’s) and design clarifications during construction.

Value Engineering and Alternative Construction OptionsValue Engineering is a necessary process which would be executed by the T.W. Clark team to ensure the best value is achieved for the Owner. It is not necessarily a process which is completed only when there are budget issues. This VE process allows us to assess how the value of the project is assigned to each element of the construction, and ensure the best value is being realized for the allocated budget by the Owner. Through the processes of formal and informal value engineering, T.W. Clark will ensure the Owner receives the highest return on their investment.

Preconstruction is when the most value can be achieved through the use of on-going Value Engineering.

6.6.3 | Constructability Issues, Value Engineering and Alternate Construction Options

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Important to understand also, is that true value engineering isn’t simply cutting costs through a cheapening or elimination of scope or products. It is a formal process of evaluating the project’s program and design against the established priorities and current market conditions, ensuring that the money is being spent to fully address those priorities and current values.

Our specific approach to value engineering will be:

• To gain a clear understanding of the District’s priorities for the project, the Design Team’s intent and overall project programming

• To always prioritize program space and critical needs as identified, and preserve these elements throughout the value engineering reviews

• To investigate alternative design options for the structure & building systems, and alternative products to balance between budget, quality, and expectations

• Continuously analyzing market conditions and material availability. • To work with highly qualified mechanical and electrical subcontractors to assist us with analyzing the

building systems to ensure the desired results are achieved which incur the lowest first costs and overall lifecycle costs.

• To evaluate construction schedule and sequencing options to minimize weather-related impacts and temporary construction expenses

• To evaluate the construction scope of work and ensure that the various components of the project are accurately accounted for between the construction budget and overall project budget

• We will track all design options, material alternatives, and other value engineering options, including costs, and allow the project team to evaluate the pros and cons of each VE item.

• Should the Owner and Design Team elect to move forward with any particular value engineering option, we will ensure the option is fully incorporated in the ongoing estimates


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Our objective is to provide the Owner and Design Team the information required, as early in the design as possible, to make informed decisions which will allow a design which accomplishes the best value for the construction budget.

6.6.4 | Approach to Quality Control

As your GC/CM Partner, T.W. Clark is committed to our obligation and responsibility to supervise, manage & enforce quality on this project. Our philosophy on quality is based on a team approach working with everyone involved.

The Quality Control process begins in the design phase by ensuring appropriate and complete requirements and obligations are included in each of the specification sections. This clearly defines the expectation of quality control for each of the potential subcontractors prior to bidding, including;

• Pre-qualification of bidders for specific scopes of work, if preference requested by Owner or Design Team• Qualification of subcontractors and installers, to ensure an appropriate level of expertise prior to

submitting their bid proposals• Incorporation of any specialty testing required by the subcontractors, in order to incorporate appropriate

value for these special provisions. • Listing any special certifications required by the installing subcontractors• Clearly communicating stricter tolerances which are important for end user

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6.6.4 | Approach to Quality Control

Through our experience we focus our attention to Quality based upon two separate elements –

• Quality Assurance (QA) - relies on testing and inspections to verify adherence to the established quality requirements of the project

• Quality Control (QC) - is the verification process to ensure that materials and means & methods are in compliance with the established quality standards

The QA component will be primarily administered by Frank Venzke, our Superintendent. Frank will ensure that the construction processes and in-place work meet or exceed the quality standards developed by the team. Some of his responsibilities will include:

• Verification of existing as-built conditions• Conducting frequent inspections and documentation• Verifying products & equipment complies with submittals• Coordinating and documenting testing & inspections by the third-party firm as well as timely corrections

to any incorrect work• Conducting pre-cover inspections• Verifying subcontractor testing compliance• Reporting all inspections & tests results and tracking any deficiencies until acceptable corrections are

completed and verified• Updating as-built record drawings regularly & monitoring subcontractor’s as-built drawings• Monitoring compliance during the commissioning process• Generating and completing T.W. Clark’s pre-punchlist prior to the owner/ architect punchlist• Aggressively managing the resolution of all punchlist items in a timely manner

Lori Porath, our Project Manager, and Frank will concurrently oversee the QC aspects, including:

• Conducting preconstruction meetings with subcontractors and suppliers to review the established quality standards prior to starting their work on-site

• Reviewing all submittals in advance of Design Team reviews• Scheduling & Conducting Pre-Installation Meetings with subs• Scheduling & Conducting Commissioning Coordination Meetings• Tracking compliance with QA & issuing and tracking any non-conforming items• Organizing & distributing the design team’s punchlists to the subs• Managing the on-site close-out process – training, as-built drawings, O&M Manuals, stock materials, etc.

Lori and Frank will have full authority to manage and enforce the day-to-day quality requirements on the project. Support for enforcement will be provided by Steve Sunleaf, the Project Executive.

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6.6.5 | Safety Approach and Working Around On-Going Operations of Facility

The modernization of a fully occupied Hospital and Emergency Care Center is a challenging task. Accord-ingly, T.W. Clark has assigned a project team specific for the successful and safe execution of this project. This team of Steve, Lori, Frank, and Cheri has been assembled because of their very specific and previous experi-ence of the following key elements required to complete this project;

• Ability to identify and develop appropriate schedules and phasing plans to ensure on-going operations are not affected by construction

• Ability to develop site logistic plans to prepare for the safe routing of building users, visitors, and emergency vehicles

• Prior experience with renovations of Medical Facilities, including Hospitals• Prior experience with working in and around fully occupied buildings

We have the ability to lead the team through the challenges of working within a fully operating Hospital, which will dictate the overall success of the project. Our T.W. Clark GC/CM team has led these efforts on several very similar projects, all with high degrees of success.

As your GC/CM partner, our role and obligation will be to ensure positive outcomes relating to the following specific complexities.

Identification and development of appropriate schedule and phasing plan.

Given the fact that the existing Dayton Hospital, Emergency Room, and Rehabilitation Facility will remain fully operational during construction, properly phasing the project will be exceedingly important. A successful phasing plan starts with clear communication with the project team, specifically including the Owners and their key staff.

As with most similar projects, the goals of the phasing plan will clearly address:

• Safety of building users, visitors and emergency vehicle traffic• Minimize the impact to the on-going operations of the building• Mitigate noise adjacent to sensitive areas of the hospital• Maintain a dust free, clean, environment required for medical facilities• Minimize the impact to the surrounding community and environment• Evaluation of the traffic patterns and emergency vehicle traffic to determine appropriate phasing of the site

work to minimize disruption to these on-going operations

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Our project team has worked on similar projects which required complex scheduling, and creative phasing of construction activities to accommodate uninterrupted operation of an existing facility such as the Dayton Hospital. Accordingly, our past experiences will ensure the development of an integrated phasing plan that defines the overall success of the project.

Safety of Staff, Visitors and the Community

With the Hospital remaining in full operation during construction, there is a heightened awareness for the safety of staff, visitors and the community for the duration of the project. T.W. Clark will work with the Owner to create and maintain distinct construction zones versus hospital zones for every phase of construction

The steps we will take for this item will include:

• Meeting with the Owners to determine the pathways and routing that the staff and visitors typically use to navigate around the hospital and surrounding parking area.

• After parameters are established, T.W. Clark will strategically install temporary fencing with clear signage around construction, staging, laydown, and construction parking areas. All temporary fencing will include signage every 30 feet identifying the construction site as a “No Trespassing” site.

• All construction access gates will be monitored during the daily activities and will be closed and locked at the end of each work day. All gates will have signage identifying the gate as a construction entrance and that only authorized vehicles will be allowed access.

• Our previous experience of working in and around occupied facilities has provided us the experience to customize separation zones in a safe, productive manner.

Mitigate any confusion with critical routing of emergency traffic

With the critical on-going operation of the emergency room, it will be absolutely imperative to alleviate any confusion or congestion within the emergency vehicle pathway. The last thing T.W. Clark wants is to create a delay to the treatment of a critically injured patient. This emergency traffic routing will not be compromised during construction.

To aid in the mitigation of any confusion, we will;

• Provide special signage for emergency traffic• Clearly communicate the routing plan to the hospital staff and emergency services• Create phasing plans which avoid, any obstructions to this emergency route

6.6.5 | Safety Approach

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• Provide flaggers if there are any temporary obstructions to the emergency route• Install special fencing or barricades which directs emergency traffic

Identifying and maintaining pedestrian routes and circulation of the staff and visitors

Staff and visitors traveling to and from the facility on foot are typically creatures of habit. The key to safety of the staff is maintaining normal routing as much as possible, or providing clear signage which directs them to the revised routing and we will lead these efforts. Travel routes for staff and building user foot traffic will be clearly defined and will remain open at all times. Primary and emergency egress routes will be clearly marked with appropriate signage. Signage such as “CONSTRUCTION AREA”, “KEEP OUT - NO TRESPASSING”, and “DANGER” will be located and maintained every 30 feet on the fence or route. Fencing and egress routes will be inspected daily by T. W. Clark’s Project Team to ensure compliance with this policy.

The Team can rest assured that we will work very closely with the Owner and Staff to determine egress and travel routes that create the least impact and greatest safety to the staff and community.


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Communication plan (with Owner and the Community)

As your GC/CM partner, we welcome our obligation to assist in clearly communicating the upcoming plans for the Remodel of the Hospital with the building users and the surrounding community. Our goal is to maintain the highest level of communication throughout the preconstruction and construction phases including:

Communicating During Preconstruction

As the design takes shape, we will reach out to the community to keep them apprised of progress. Examples can include:

• Provide the Hospital with updated information about the project • Hold “town hall” meetings to review the status of design, budget, schedule, phasing and safety issues to

involve the staff and Owner• Answer any questions faculty, staff, and neighbors have, listen to their concerns, inform them about the

process, and set expectations. • Provide flyers with T.W. Clark’s contact information

Communication during Construction

Once construction begins, it will be imperative that communication be frequent and clear, especially with building staff and the surrounding neighborhoods.

For staff and the Owner we will:• Create flyers and posters showing construction progress• Distribute maps for updated routing • Post informational posters explaining progress and upcoming work


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6.7 | Community Outreach Approach

6.7.1 | Community Workforce Outreach

T.W. Clark is committed to providing a project the community will be proud of. Part of that process is a Community Workforce outreach. This process will commence as soon as T. W. Clark is selected as your GC/CM partner on this project. We will begin to reach out to the numerous subcontractors and suppliers who we work with on a daily basis. T. W. Clark has been in business for nearly 18 years and throughout this time we have cultivated relationships with subcontractors and suppliers who work in and around the Dayton Area. The regions most qualified subcontractors and suppliers know and respect T. W. Clark.

We will begin this marketing process in the preconstruction phase, and continue this solicitation through direct marketing of the project during the bidding and procurement phases.

We will utilize the following approaches to solicit the highest level of participation in order to ensure best pricing and also focus on local participation;• Marketing during preconstruction

° Involvement by local subcontractors and suppliers for pricing, schedule and constructability ° Assembling attractive bid packages consistent with current bidding practices, ° Providing updates to subcontractors throughout preconstruction to let them know to put this project

on their bidding calendars ° Direct contact by Lori, Steve, and Frank of the forthcoming opportunities to the subcontracting

community for participation in this project.• Marketing during the procurement / bidding phase

° Local Advertising – Utilize local papers and periodicals to advertise for upcoming work opportunities. ° Internal Bid Solicitation – Solicit using T.W. Clark’s internal bid solicitation program, consisting of over

5,000 local subs and suppliers. ° Local Plan Center Notification – Notify local plan centers of the project and publicly advertise through

the plan centers membership notification system. ° Town Hall Meetings – Hold meetings in a “Town Hall” style format to detail the work that is to be bid

to the local population. ° Contact WorkSource Spokane to advertise for current job openings. ° Target solicitation from Disadvantaged and Minority Businesses ° Hold pre-bid meetings and pre-bid inspections at the site to interested bidders ° Provide clear, precise and fair bidding documents which clearly delineate the expectations for

participation and bidding by subcontractors.