8-Attachment A- CMAR Fire Scope.pdf

Scope Of Work

1. GENERAL INFORMATION

Hillsborough County (“County”) requests proposals for multiple Construction Managers at Risk (“CMAR”) to provide preconstruction and construction services for the construction or renovation of numerous projects in Hillsborough County, Florida (the “Projects”). These services will be coordinated with the County’s Architectural and Engineering (“A/E”) firm for each Project, through the design and construction phases of the Project, as applicable.

The County will establish a Leadership Team (“LT”) to oversee the development of the facilities referenced herein. The LT will consist of individuals from the numerous different stakeholders and the Capital Programs Department who will be working in coordination with the County’s A/E and the selected CMAR throughout each Project.

To be considered for award, the CMAR must have experience in constructing or renovating public facilities, with the expectation that the renovated facility will remain operational throughout the Project.

The County intends to and reserves the right to award a contract to one or more firms that are deemed among the best qualified and as appropriate to accomplish the requested services listed.

The County anticipates that State and/or Federal funding may be used for the services associated with this solicitation, where applicable and in the County’s best interests. In that event, Offerors may be expected to comply with the applicable Code of Federal Regulations, various federal and/or state funding statutes, as well as the particular federal grant agreement(s) being used to fund the project(s).

At the time the Offeror submits its proposal, the Offeror must be licensed to practice as a General Contractor in the State of Florida pursuant to Chapter 489, Florida Statutes.

1.1 BACKGROUND

The County has listed the future Fire Services projects. The intent is to choose CMAR firm(s) with an Architectural firm of the County’s choosing (in separate solicitation) to work collaboratively on project(s). Brief descriptions of the projects are listed below, by group. The County reserves the right to add or subtract projects as needed from these group packages.

• Group A Fire Services Projects:

o Fire Station 11 Replacement (Brandon Fire Station) o Fire Station 20 Replacement (West Hillsborough Fire Station) o Fire Station 49 – New (Airport Industrial Fire Station) o The three above-listed stations are already in the design stage and will require limited preconstruction services but will need full construction services . These stations are all single story, 3 bay fire stations. Stations 11 and 20 require phased construction to allow the existing fire station functions and operations to remain on the site during construction.

Approximately 11,500 sf o PSOC Addition Approximately 12,000sf addition is being proposed to the existing PSOC building. The addition will contain additional restrooms, showers, and a large open, flexible space.

Project is currently in early design phase.

o Prototype Development Preconstruction services only in order to develop the prototypical 2 Bay, 3

Bay, and 4 Bay fire station designs.

Group A

Project Construction Budget (Millions)

Funded Est Start Designed

Fire Station 11 10 Yes Mid 2027 No (Wannemacher Jensen Architects)

Fire Station 20 9 Yes Mid 2027 Ongoing (Long & Associates)

Fire Station 49 9 Yes Mid 2027 Ongoing (Hepner Architects)

PSOC Addition 10 Yes Late 2026 Ongoing (Long & Associates)

Prototype Development

No

Estimated Total

• Group B Fire Services Projects:

o Fire Station 30 Replacement (Midway Fire Station) Fire Station 30 is starting design in late 2026.

This station will be a new single-story 4-bay prototype station.

Approximately 13,000 square feet.

o Fire Station 33 Replacement (Falkenburg Fire Station) Fire Station 33 is starting design in late 2026.

Fire Station 33 will be a replacement 2-bay station; approximately

7,500 square feet.

Existing site constraints will not allow for a prototype station.

o Fire Station 50 New (Racetrack Road) Fire Station 50 is starting design in late 2026.

This station will be a new single-story 3-bay prototype station.

Approximately 11,500 square feet.

Group B

Budget (Millions)

Funded Est Start Designed

Fire Station 30 11 Yes Early 2028 No

Fire Station 33 7 Yes Early 2028 No

Fire Station 50 10 Yes Early 2028 No

Estimated Total

• Group C Fire Services Projects:

o Fire Station 51 New (Mira Bay) This station will be a new single-story 2-bay prototype station.

Approximately 7,500 square feet.

o Fire Station 52 New (Sun City West) This station will be a new single-story 2-bay prototype station.

Approximately 7,500 square feet o Fire Station 53 New (Berry Bay) This station will be a new single-story 2-bay prototype station.

Approximately 7,500 square feet o Fire Station 54 New (Lake Magdalene)

Approximately 7,500 square feet o Fire Station 55 New (Brooker Road) This station will be a new single-story 3-bay prototype station.

Approximately 11,500 square feet o Fire Station 56 New (Keystone) This station will be a new single-story 3-bay prototype station.

Approximately 11,500 square feet o Fire Station 57 New (Plantation) This station will be a new single-story 2-bay prototype station.

Approximately 7,500 square feet o Fire Station 58 New (Rhodine East) This station will be a new single-story 2-bay prototype station.

Approximately 7,500 square feet o Fire Station 43 Replacement (Bruce B Downs)

Approximately 7,500 square feet

Group C

Budget (Millions)

Funded Est Start Designed

Fire Station 51 7 No TBD No Fire Station 52 7 No TBD No

Fire Station 53 7 No TBD No

Fire Station 54 7 No TBD No Fire Station 55 10 No TBD No Fire Station 56 10 No TBD No Fire Station 57 7 No TBD No Fire Station 58 7 No TBD No Fire Station 43 7 No TBD No Estimated Total

66 (Current dollars, no escalation)

1.1 PRELIMINARY PROJECT BUDGET

1.1.1 The total estimated construction budget for all projects listed is

$132 million. No minimum value is guaranteed. The LT, A/E team for each Project, and the CMAR for the respective Project will refine the scope of each Project during the initial design stage, as applicable on a project basis.

1.2 PRELIMINARY PROJECT SCHEDULE

1.2.1 The County intends to execute and construct these projects, and any others that may be added, over the next five years. Some projects are already designed (as noted in section 1.1) and will only need CMAR construction services. Others will require CMAR pre-construction and construction services.

2. SCOPE OF SERVICES:

2.1 PRECONSTRUCTION PHASE SCOPE OF SERVICES: County envisions utilizing the preconstruction services typically contemplated for CMAR on a project of the size and scope of the Project. Please include in your SOQ a list and description of services you will provide for preconstruction, construction, commissioning, punch-out, turnover and close-out of the project. At a minimum, services required will consist of the following:

1. Collaboration: CMAR shall attend regular meetings with the County, Architect/Engineer of Record and its Project Manager. CMAR shall collaborate with Architect, the County and its Project Manager regarding site use and improvements, and the selection of materials, building systems and equipment.

CMAR shall provide on-going review and recommendations on construction feasibility; actions designed to minimize adverse effects of labor or material shortages; time requirements for procurement, installation and construction completion; and factors related to construction cost, including estimates of alternative designs or materials, preliminary budgets, and possible economies.

CMAR also shall participate in developing a construction plan to address project risk and minimize disruptions to the Project site and surrounding area.

2. Scheduling: CMAR shall prepare and update a preliminary Project schedule for the

County’s and Project Manager’s review and approval. The preliminary Project schedule shall be for each construction phase of the Project. The schedule shall provide for expeditious and practicable execution of the Project. As design proceeds, the preliminary Project schedule shall be updated as needed to indicate proposed activity sequences and durations, milestone dates for receipt and approval of pertinent information, submittal of the final Project cost proposal for each phase (based on the factors listed in the County’s request for qualifications for the Project), preparation and processing of shop drawings and samples, delivery of materials or equipment requiring long-lead time procurement, and proposed date of final completion for each phase of the Project.

3. Estimating and Value Engineering Services: CMAR shall provide estimating services as needed throughout development of the design documents. Depending on the stage of document development, the scope and nature of the estimating services may change. CMAR will be expected to provide estimating of portions of the work, systems being considered, details as they are developed, and other estimating exercises that the County, Architect and Project Manager deem advisable, including but not limited to a 100% Schematic Design Estimate, 50% Design Development Estimate, 100% Design Development Estimate, and 50% Construction Document estimate, or similar milestones that would be established for the Project.

During the course of providing its Preconstruction Services, CMAR shall continuously be pursuing opportunities to create additional value by identifying options to reduce capital or life cycle cost, improve constructability and functionality, or provide operational flexibility, while satisfying the County’s programmatic needs.

4. Cost Management: Assist the County and A/E to keep project within the fixed Project budget.

CMAR to provide recommendations to the A/E and County regarding materials, building components and systems, and evaluate building systems, components, and materials for long-term performance, life-cycle cost analysis, and economy.

CMAR to provide cost control resources for the Project Team during the Schematic Design, Design Development, and Construction Documents phases of design, which includes reviewing and monitoring the development, and preparation of documents to maintain the project cost within the Project budget.

CMAR to notify the A/E and County of potential cost issues during the development of the drawings and specifications that may have an impact on the cost of the work. Work collaboratively with the County and A/E to develop alternatives to keep the project estimates within the fixed budget.

CMAR to provide formal review and comments, and cost estimates at 30%, 60% and at 100% Design Development documents, or other agreed upon milestones, including evaluating costs of alternatives.

CMAR shall provide formal review and comments, and cost estimates at 45% and at 90% Construction Documents, or other agreed upon milestones. CMAR to provide a GMP at 100% completion of the Construction Documents, or sooner as mutually agreed upon by the County and the LT. GMP to include pricing of alternates as defined by the A/E.

CMAR should anticipate multiple bid packages from the A/E. CMAR to develop a strategy for issuing bid packages that facilitate the completion of those packages. The purpose of using this bidding package strategy is to gain the most advantageous issuing of documents, to minimize construction duration while allowing the bid packages to be completed efficiently.

5. Constructability Reviews: During the course of development of the plans and specifications, CMAR shall continually review the design and construction documents for clarity, consistency, constructability and coordination among the design disciplines' drawings, the Project phases, and the construction trades, and shall collaborate with Architect, the County, and the Project Manager in developing solutions to any identified issues. CMAR shall engage those vendors and/or subcontractors it deems necessary to participate in the constructability reviews.

However, regardless of whether CMAR engages vendors and/or subcontractors, CMAR shall remain fully responsible for the constructability reviews.

Williams, Tara Was this added? This conflicts with #3 above. Suggest adding language to match

6. Bidding Approach: CMAR shall develop a bidding approach and schedule to obtain competitive bids from potential subcontractors and suppliers. CMAR shall seek to develop subcontractor interest in the Project and shall collaborate with the Project Manager and Architect to develop a list of possible subcontractors, including suppliers who are to furnish materials or equipment fabricated to a special design, from whom proposals will be requested for each principal portion of the work, in each phase of the work. Before proposing any subcontractor or supplier, CMAR shall satisfy itself that the subcontractor or supplier has the financial resources, qualifications, and experience to complete the work for which it is proposed and is available to do so. Further, CMAR shall present ways in which it intends to engage the community and utilize local subcontractors and suppliers.

7. Long Lead Items: CMAR shall recommend to the County and Architect a schedule for procurement of any long-lead time items which will constitute part of the work as required to meet the Project schedule. CMAR shall assist in the procurement, scheduling, and storage of pre-purchased and long lead items.

8. Tariffs and Foreign Products: CMAR shall identify to the County and Architect any key materials or products that may not be domestically sourced or produced and subject to tariffs or other import fees, and ways to mitigate such costs.

9. Cash Flow: CMAR shall prepare a projected cash flow analysis in conjunction with the schedule and update such analysis as required by the County or Project Manager.

10. Strategic Partners and Design Assist: CMAR shall provide a plan for identifying, selecting, and onboarding trade partners strategically and in a timely manner to provide design assistance and support design optimization, constructability and sequencing, and cost efficiency and certainty.

In particular, structural design is identified as the critical path component of the project schedule. As part of its SOQ, the CMAR is encouraged to provide its plan for having identified, vetted, and pre-qualified strategic design assist partners, for presentation to County and potential onboarding as soon as immediately following CMAR selection. These partners will assist in the continued development of time sensitive structural design documents that are currently in progress. It is anticipated this plan could include design assist trade partners in the disciplines of (1) foundations, (2) steel, (3) precast, and (4) concrete. It is anticipated that schematic design documents will be provided to CMAR following selection.

In areas of design other than structural (including MEP), CMAR shall provide in its SOQ a plan for identifying, selecting, and onboarding design assist trade partners as part of a collaborative process with County that begin following CMAR selection.

2.2 CONSTRUCTION PHASE SCOPE OF SERVICES: The expectations of the CMAR during the construction, commissioning, and close-out phases may include, but not limited to:

1. Construction: General Management & Coordination

A. Upon the commencement of construction, the CMAR shall assume the responsibility for managing, supervising, and coordinating all aspects of the Project.

B. Throughout the construction process, the CMAR must attend and provide minutes of weekly construction progress meetings with the project team to ensure that all pertinent issues are being addressed in a timely manner.

C. Throughout the Project, the CMAR must maintain the same team comprised of a project executive, senior project manager, estimator(s), full-time superintendent, full-time foremen, estimator, and accounting support staff.

County reserves the right to approve all members of the project team and to require the replacement of a member of the team at its sole discretion.

D. The CMAR shall have care, custody and control of the construction site, including all health & safety requirements, of trades under CMAR responsibility and County’s direct contractors.

2. Construction: On Site Management

A. Administrative responsibilities include scheduling, hosting, attending and documenting weekly County-Architect-Contractor (OAC) progress meetings with the team to ensure that all matters of construction are being considered. A method of shop drawing distribution and tracking will be established and reviewed periodically to maintain the construction schedule. Preparation and distribution of change orders for County and Architect approval and monthly requisitions accurately reflecting work in place are required.

B. Field responsibilities include maintaining safety procedures according to local statutes, laws, and codes. Daily logs must be maintained documenting weather, workforce on site, work in progress, accidents, and field issues. Team members must inspect all facets of work put in place to ensure that installation is proceeding in accordance with specifications and all local laws on a daily basis.

C. Maintain a full-time superintendent at the job site with support staff as required for the coordination and inspection of work.

D. Establish on-site organization and lines of authority to carry out the overall plans of the County and Architect in all phases of the Project.

E. Establish and implement procedures for opening and maintaining a clear line of communication among County, Architect, Consultants, and CMAR for all the phases of the project.

F. Prepare and develop an on-site record keeping system that will be of sufficient detail to satisfy an audit by County. Such records shall include, but shall not be limited to, daily logs, progress schedules, workforce breakdowns (daily by trade), financial reports, quantities, material lists, shop drawing logs, and the like.

G. The County may retain the services of a permit expeditor/third party reviewer and in such case the CMAR shall cooperate and assist in obtaining the general building permits and certificates of occupancy required by all authorities having jurisdiction over the Project.

H. Expedite, coordinate and manage all subcontractors with the procurement of all legally required permits, licenses, and certificates. Assemble these documents for the subcontractors and deliver to County at the completion of the Project.

I. Coordinate all aspects of the work with local municipal authorities, governmental agencies, utility companies, expeditor, management of the building, etc., who may be involved in the Project.

J. Coordinate the work of all subcontractors through final completion and the

County’s acceptance. Conduct a comprehensive final inspection to ensure that the quality of labor and materials are in accordance with the contract documents. Record all deficient items prior to submitting a request for a certificate of substantial completion and ensure that the deficiencies are satisfied in a timely fashion.

K. Conduct no less than weekly scheduled project team and sub-contractor meetings in addition to other required job meetings requiring or not requiring the County to attend throughout the construction process. All affected parties, who will discuss procedures, progress, problems, and scheduling and open items, should attend these meetings. Keep precise meeting minutes of all meetings.

L. Coordinate the activities of sub-contractors and vendors that may be hired directly by the County to complete activities onsite (e.g. FF&E, security and/or IT/network.)

M. Constantly review the adequacy of the subcontractors’ supervision, personnel, equipment, and the availability of necessary materials and supplies. Where inadequate, direct that the subcontractors take the necessary action to cure such inadequacy.

N. Establish and provide an inspection system for safety programs and procedures to be followed by all subcontractors.

O. The CMAR shall ensure that the subcontractors and/or itself clean up all waste materials, rubbish and debris resulting from the operations at such frequencies as required to maintain a clean and safe working jobsite. The CMAR shall coordinate the preferred route and procedures for removal of construction debris with the Project Manager and shall coordinate all necessary additional cleanup as part of construction operations.

3. Construction: Coordinate Testing & Controlled Inspections

A. Develop and establish for County’s benefit and for its use a quality inspection control system in order to ensure that the standards of construction called for are met.

B. Develop a checking and testing procedure that will ensure all systems are adequately evaluated and balanced prior to their acceptance.

C. Coordinate all testing provided by others as required by the technical sections of specifications, and as required by the building code. Keep an accurate record of all tests, inspections conducted, findings and test reports. Submit final test reports to the County and Architect. Services of professional engineers and the Architect as required by the building code will be performed for the County directly.

4. Construction: Coordinate Requests for Information and Shop Drawing Submissions

A. The CMAR shall administer and manage a Contractor Request for Information

(RFI) system. The RFI system will be used to address all CMAR-related questions and clarifications, scope changes, and directional changes. The County, Architect and Project Manager must receive copies of all RFIs within 24 hours of contractor submittal. The RFI system is intended to provide an efficient and formal mechanism for responding to contractor's requests for information. Response and issue resolutions must be prompt and ensure that the schedule is not impacted. RFIs will not be used to grant authority to proceed with additional work. The County, Architect and Project Manager shall provide approval of the RFI system.

B. Prepare a detailed submittal schedule within adequate advance time for review, approval and use by the Architect.

C. Receive and thoroughly review all shop drawings, cuts, samples, delivery schedules, materials lists, etc., for compliance with the contract documents.

Provide comments and assure that each submittal is complete before submitting information to the Architect for concurring review and approval. Stamp, approve and sign all submittals and shop drawings before submitting to the Architect.

D. Oversee the submission of all shop drawings, composite shop and coordination drawings, brochures and material samples. Ensure that composite shop and coordination drawings are complete and accurate for every portion of the work.

Monitor and implement the flow of all documents and materials to ensure the proper sequence of approvals by the Architect so as not to delay the progress of the work.

E. Establish and maintain, on-site, a complete library of all current contract documents, approved shop drawings and approved material samples.

5. Construction: Review all Payment Requests

A. Before the first partial payment becomes due, the CMAR will provide a detailed breakdown for each trade and a schedule of values for each component of the total contract amount.

B. For each subsequent application for payment, the CMAR will provide:

i. CMAR’s invoice

ii. Application for payment and continuation sheet on County payment forms

iii. Breakdown and schedule of values for each trade and a schedule of values for each component of the total contract amount

iv. Subcontractors’ invoices

v. Purchase orders indicating products list for all adjusted contracts

vi. CMAR’s certified payroll for project manager, superintendent and laborers

vii. Associated allowances and change orders through the last day of the construction period

viii. Fees and costs reimbursable to the CMAR

ix. Lien waivers and progress payment affidavits, in the form and as required under the proposed form of contract.

x. A statement accounting, on an itemized basis, for the disbursement of all funds previously paid by County that include:

a. Copy of CMAR waiver of lien, invoice and application for payment, for each subcontractor

b. Trade contract applications for payment along with the partial waiver of lien and an affidavit of payment made by each subcontractor

xi. Copies of payment and/or cancelled checks

C. All subcontractor applications for payment will be submitted through the CMAR in accordance with established procedures. At a minimum each subcontractor must submit a pre-approved application of payment accompanied by a complete detailed breakdown of costs on a continuation sheet. Purchase orders, trade contract applications for payment along with partial waivers of lien and an affidavit of payment made by each subcontractor must accompany each application.

D. Recommend to County the institution of any partial or complete default action against any subcontractor(s). Where deemed necessary, determine amounts due under default settlement and prepare budget estimates for completion of work.

6. Construction: Review & Coordinate All Change Order Requests

A. Receive, review and challenge all claims and change order requests from the subcontractors in a timely manner in order to allow the County the right of acceptance prior to execution of work and without an impact to the schedule.

Review unit prices, time and material charges and similar items. Provide the Architect with complete back-up from subcontractors. Consult with the Architect, and after mutual agreement, submit recommendations to the County.

B. Review all changes proposed by the County, and/or Architect and make recommendations regarding the impact with respect to cost and or schedule.

C. Ensure that all change orders are satisfactorily completed in the construction process.

D. Develop a comprehensive understanding and implement the specifications and

County’s procedures for the processing of change orders, including applications for extensions of time.

E. With respect to portions of the work performed by change order, or otherwise, on a time-and-material, unit cost, or similar basis, which requires the keeping of records and computations, maintain adequate cost accounting records to satisfy the specifications and County’s procedures.

F. Submit an electronic version of the Change Order Log three (3) business days prior to the scheduled weekly Project team meeting. The Change Order Log is to be reviewed at the conclusion of the Project team meeting among the Architect, Project Manager and County, as applicable.

7. Construction: Provide & Supervise General Conditions Items

A. The CMAR will provide and supervise general condition items. General Condition items will be clearly stated and itemized by the CMAR. All items purchased specifically to satisfy the general conditions for this Project will be turned over to the County in good condition, or be properly disposed of, at the conclusion of the Project. All applications for payment will be accompanied by complete and comprehensive documentation for anything and everything that is applied for. General Condition items included in pay applications shall be supported with detailed documentation.

B. The CMAR’s contingency shall be applicable during the design phases of the

Project and a contingency might be line item in the schedule of values if agreed to in writing in advance by the County.

C. The CMAR shall effectively manage all overtime required to properly execute the work as an ordinary daytime schedule herein requires. Any overtime bought out by the CMAR from any subcontractor shall be clearly noted in the subcontractor’s schedule of values. Any overtime allowance that has been agreed to in advance in writing by the County shall be applied for by the CMAR with advanced written authorization by the County.

8. Construction: Provide Scheduling Administration

A. During the course of construction, the CMAR will make an analysis of the materials and equipment that will be required on the job. The CMAR will determine dates for shop drawing submission and approval, international and domestic off-site fabrication and manufacturing, and delivery dates required to meet with job progress. The CMAR will maintain a scheduling system to expedite material and equipment deliveries through the course of construction, including international shipping and customs processing.

9. Construction: Other Services

A. The CMAR will provide all other construction phase services as outlined in the proposed form of contract.

3. POST-CONSTRUCTION PHASE SERVICES

3.1 At the proper time, create and coordinate the completion of punch lists, together with the Architect, indicating the items or work remaining to be accomplished, and ensure that these items are completed in an expeditious manner. Prepare certificates of substantial and final completion, as required to be executed by the Architect.

3.2 Submit all appropriate closeout documents.

3.3 Coordinate and expedite the submission of operating and maintenance manuals and similar information; obtain the Architect’s approval to ensure that they are complete and cover all items as required by the contract documents. Coordinate and chair all necessary County-training sessions to be attended by the Architect, County, Project Manager, and others as required by the County. Immediately upon completion of training sessions provide detailed and comprehensive meeting minutes (copies of the minutes are to be inserted into the appropriate manuals).

3.4 Receive, check and forward to the Project Manager all releases of claims required, subsequent to issuance of final certificate of completion and final payment to subcontractors. Make recommendations on the withholding of payments to subcontractors when deemed necessary to protect the County. Determine the value of incorrect work.

3.5 Expedite the preparation of “as built” drawings of the entire Project in accordance with the terms of the specifications. The complete “as-built” drawings shall be subject to the approval of the Architect and submitted to the County for its records upon final completion of the Project.

3.6 After substantial completion of the Project, the CMAR will be responsible for expeditious follow-up and correction of all punch list items.

3.7 A minimum one-year call-back period for correction of the work shall be provided for all work and the period shall begin on the date listed on the certificate(s) of substantial completion. During the call-back period, the CMAR shall provide prompt execution to correct any warranty issue.

3.8 The CMAR will provide all other post-construction services outlined in the proposed form of contract.

3. POST-CONSTRUCTION PHASE SERVICES