Available online at: appstate.az.gov Page 1 of 33

REQUEST FOR QUALIFICATIONS

Attachments/Response Forms Solicitation No. BPM006827

Description:

ON-CALL ARCHITECTURAL AND

LANDSCAPE ARCHITECTURAL SERVICES

Arizona Department of

Administration General Services Division

1400 W Washington St., Ste. B200 Phoenix, AZ 85007

Attachments for BPM006827 ON-CALL ARCHITECTURAL AND LANDSCAPE ARCHITECTURAL SERVICES contains the forms that are to be submitted as part of the Offer when responding to this Solicitation. Unless stated otherwise, all pre-printed forms provided in this document shall be completed using the document provided according to the instructions as stated in the solicitation.

OFFERORS ARE STRONGLY ENCOURAGED TO CAREFULLY READ THE SOLICITATION BEFORE

COMPLETING THESE FORMS AND SUBMITTING THE OFFER.

OFFEROR MAY SUBMIT MORE THAN ONE PROPOSAL. PLEASE INDICATE WHICH ARCHITECTURAL

DISCIPLINE YOUR PROPOSAL IS BEING SUBMITTED FOR. (e.g. ARCHITECTURAL OR LANDSCAPE

ARCHITECTURAL). UP TO 10 CONTRACTS CAN BE AWARDED FOR EACH DISCIPLINE.

ATTACHMENT 1: OFFER AND ACCEPTANCE FORM 2

ATTACHMENT 2-A: OFFEROR INFORMATION QUESTIONNAIRE 3

ATTACHMENT 2-B: EXPERIENCE AND ORGANIZATIONAL PROFILE 4

ATTACHMENT 3-A: METHOD PROPOSAL 5

ATTACHMENT 3-B: KEY PERSONNEL PROPOSAL 7

KEY PERSONNEL RESUMES 8

ATTACHMENT 3-D: BOYCOTT OF ISRAEL DISCLOSURE 9

ATTACHMENT 3-E: FORCED LABOR OF ETHNIC UYGHURS BAN 10

ATTACHMENT 5-A: CONFIDENTIAL INFORMATION DESIGNATION 11

COPY OF A.A.C. R2-7-103 [CONFIDENTIAL INFORMATION] 12

ATTACHMENT 5-B: CONFORMANCE STATEMENTS 13

ATTACHMENT 5-B1: CONFORMANCE STATEMENTS SUPPLEMENT 1 14

ATTACHMENT 5-B2: CONFORMANCE STATEMENTS SUPPLEMENT 2 15

ATTACHMENT 5-B3: CONFORMANCE STATEMENTS SUPPLEMENT 3 16

APP Step-By-Step Guides and Quick Reference Guides are accessible on the APP website https://appstate.az.gov. Technical inquiries about submitting your offer in APP should be submitted to the APP Help Desk by phone at (602) 542-7600, option 1, or by email at app@azdoa.gov

Per our interpretation of the page count requirement, this page is not included in the 30-page limit guideline:

5.2-C Each Submitter shall submit only one

(1) SOQ in response to this solicitation.

Material submitted should not exceed thirty (30) pages in length, instruction pages not included.

https://appstate.az.gov/ mailto:app@azdoa.gov

Available online at: appstate.az.gov Page 2 of 33

Solicitation No. BPM006827

Description:

General Services Division

Persons with a disability may request a reasonable accommodation, such as a sign language interpreter, by contacting the appropriate Procurement Agency. Requests should be made as early as possible to allow time to arrange the accommodation. A person requiring special accommodations may contact the solicitation contact person responsible for this procurement as identified above.

Per our interpretation of the page count requirement, this page is not included in the 30-page limit guideline:

5.2-C Each Submitter shall submit only one (1) SOQ in response to this solicitation. Material submitted should not exceed thirty (30) pages in length, instruction pages not included.

Available online at: appstate.az.gov Page 3 of 17

Solicitation No. BPM006827

Description:

General Services Division

ATTACHMENT 1: OFFER AND ACCEPTANCE FORM

OFFER

TO THE STATE OF ARIZONA:

The Undersigned hereby offers and agrees to furnish the material, service and/or construction in compliance with all terms, conditions, specifications and amendments in the Solicitation and any written exceptions in the offer. Signature also certifies Small Business status if checked below (No. 4).

Arrington Watkins Architects, LLC Company Name Signature of person authorized to sign

3003 N. Central Ave. Suite 2400 Michael Conder, Principal

Address Phoenix, AZ 85012

Printed name and title mconder@awarch.com

City, State, ZIP

Contact email address

602-279-4373 480-570-0611

Contact Phone Number (Office) Contact Phone Number (Mobile)

CLQ2Z8MDF275 n/a Unique Entity ID (SAM #) ROC #(s)

86-0779271 86-0779271 Federal Tax Identifier (EIN or SSN) State Tax Identifier

By signature in the Offer section above, the Offeror certifies:

1. The submission of the Offer did not involve collusion or other anticompetitive practices.

2. The Offeror shall not discriminate against any employee or applicant for employment in violation of Federal

Executive Order 11246, State Executive Order 2009-9 or A.R.S. §§ 41−1461 through 1465.

3. The Offeror has not given, offered to give nor intends to give at any time hereafter, any economic opportunity, future employment, gift, loan, gratuity, special discount, trip, favor or service to a public servant in connection with the submitted offer. Failure to provide a valid signature affirming the stipulations required by this clause shall result in rejection of the offer. Signing the offer with a false statement shall void the offer, any resulting contract and may be subject to legal remedies provided by law.

4. The Offeror certifies that the above referenced organization X IS/ IS NOT a small business with less than 100 employees or has gross revenues of $4 million or less in prior FY.

ACCEPTANCE OF OFFER (To be filled out by Procurement Manager)

The Offer is hereby accepted.

The Contractor is now bound to sell the materials or services listed by the attached contract and based upon the solicitation, including all terms, conditions, specifications, amendments, etc., and the Contractor’s Offer as accepted by the State.

This Contract shall henceforth be referred to as Contract No. .

The effective date of the Contract is .

The Contractor is cautioned not to commence any billable work or to provide any material or service under this contract until Contractor receives purchase order, contact release document or written notice to proceed.

State of Arizona Awarded this day of 2024

Procurement Officer:

Available online at: appstate.az.gov Page 4 of 33

Solicitation No. BPM006827

Description:

General Services Division

Attachment 2-A: Offeror Information Questionnaire Failure to fully address all information requested may cause the statement of qualifications to be determined non-responsive.

1. Describe the firm’s and the proposed lead team member’s previous design and construction administration experience for projects similar in size and scope to this project.

Arrington Watkins is submitting on the ARCHITECTURAL portion of the ADOA on-call solicitation.

ABOUT US: Arrington Watkins Architects is an architectural firm that has been providing design services in Phoenix since 1994. In addition, we provide engineering and other specialty services by utilizing the services of quality engineering and consulting firms. More than eighty percent of our clients are governmental entities and include Arizona cities and counties as well as a number of other state, county, and federal agencies. Our design expertise is largely centered on technically complex projects in areas such as criminal justice, public safety, public works, industrial, and emergency communications.

Over the past 30 years, Arrington Watkins has completed more than 150 projects through “continuing services” contracts for our clients – primarily renovations, assessments, remodeling and additions. These clients include:

Arizona Dept of Admin.

Maricopa County FMD Pinal County City of Phoenix City of Mesa City of Glendale City of Tempe

City of Scottsdale City of Peoria City of Buckeye City of Maricopa City of Goodyear City of El Mirage City of Chandler

Town of Queen Creek Ak–Chin Indian Community

SRP-MIC

NAVFAC SW

Luke Air Force Base

ADOT

ADOT

2. Create a three-column chart. In the first column, list the past project title, budget, and year completed (listing only past projects with similar scope and budget within the past seven years) the firm has been the lead design professional. In the second column of the chart, list the names of any proposed key personnel and subcontractor(s) (if any) “team member” identified for this project that performed services for the project in column one and the team member’s role for the listed project. In column three provide best practices and lessons learned for each project.

Past Projects

(Within last seven years similar in size and scope.)

Proposed Key Personnel

(Performing role on past project)

Best Practices and Lessons Learned

Tempe Fire Station #7, $4.5M, Matt Gorman, Principal Public engagement was required due to the station being built in a established public park; sustainability measures incorporated

Available online at: appstate.az.gov Page 5 of 33

Solicitation No. BPM006827

Description:

General Services Division

1400 W Washington St., Ste. B200 Phoenix, AZ 85007

City of Buckeye Police Evidence Storage Building, $5.3M, 2020 Kyle Swanson, Principal / PM

Balancing the need for security and long-term durability with building shape/skin to result on a low-cost facility.

City of Tempe Jails Controls Renovation, $104K (design), 2019

Matt Gorman, Principal JOC/on-call, Hurdles created by IT department were resolved through careful data infrastructure planning and a thoughtful emergency power strategy.

Pinal County San Tan Valley Complex, $822K (design), 2019

Michael Conder, Principal Coordinating multiple departments into a campus of buildings with a clear hierarchy, wayfinding, and access for staff and public.

El Dorado County Public Safety Facility, $57M, 2019

Kyle Swanson, Project Manager Michael Conder, Principal Matt Gorman, Project Manager

Compressing project schedule by negotiating multiple/parallel permit agency reviews allowing construction to begin months early

Town of Gilbert Dispatch/911 and

EOC, $16M, 2024

Kyle Swanson, Principal

Coordinating multiple departments, balancing security, occupied space

Maricopa County Public Health Clinic $5.5M, 2022

Michael Conder, Principal JOC/on-call, Older building that had been shuttered required a thorough assessment and compliance with ADA, fire and zoning regulations

City of Surprise Public Safety Evidence & Readiness Center, $12M, Kyle Swanson, Principal - AOR

Had to meet the needs of both fire and police departments.

City of Buckeye Police Training Facility, $5.8M, 2022

Kyle Swanson, Principal Built on same campus as evidence facility – required logistics of working on an active site and incorporating same exterior aesthetics

Buckeye Blue Horizon Fire Station $14M, 2025

Matt Gorman, Principal Jorge Pierson, Project Manager

Design needed to fit in with the neighborhood; public engagement

City of Phoenix Police HQ Master Plan, $365,000 (MP design fee), 2021

Matt Gorman, Principal Kyle Swanson, Project Manager

JOC/on-call, master plan was provided to the City to justify the cost of a new 420,000 sq ft police HQ

Town of Guadalupe Town Hall Renovations, $70,851, 2021

Matt Gorman, Principal Renovation in an occupied space during pandemic

3. In Attachment 3-B. Provide key personnel by the name, title, and directly responsible person who will be engaged in the work. An individual may be identified for more than one project discipline, or multiple individuals named to one single discipline. Describe each Individual’s specific qualifications and experience directly related to each type of Services proposed. Focus on the proposed individual’s specific duties and responsibilities and how project experience is relevant to each type of proposed Services.

Available online at: appstate.az.gov Page 6 of 33

Solicitation No. BPM006827

Description:

General Services Division

ATTACHMENT 2-B: EXPERIENCE AND ORGANIZATIONAL PROFILE

Failure to fully address all information requested may cause the bid to be determined non-responsive.

Firm Name Arrington Watkins Architects, LLC Year Established

Principal Address (Street, City, State)

3003 N. Central Ave., Suite 2400, Phoenix, AZ 85012

Years’ Experience performing services similar in size and scope as required by this solicitation. 31

Years the organization has conducted business in the State of Arizona. 31

CONTRACT REPRESENTATIVES TO CONTACT

Name Title Telephone Number E-Mail Address

1 Michael Conder Principal 602-279-4373 mconder@awarch.com

THREE (3) PROJECTS COMPLETED BY FIRM SIMILAR IN SIZE AND SCOPE / REFERENCES

1 Client Company/Address Contact Begin Date End Date

City of Phoenix, Office of the City Engineer Vertical Project Management 200 West Washington Street, 5th floor Phoenix, AZ 85003

Jaime Garrido August 2021 (Master Plan)

June 2022 (Master Plan) Renovation to be complete 2026

Phone Number Email Address

(602) 319-0705 jaime.garrido@phoenix.gov

Services Provided Similar to Those Described in Solicitation

Project: City of Phoenix Police Headquarters Master Plan and Renovation

In 2022, Arrington Watkins updated a 2018 Master Plan for the City of Phoenix PD. The final recommendation from the updated Master Plan:

Full renovation of a 27-story high-rise at 100 W Washington (formerly the Wells Fargo building) which the City purchased. Following Council approval of the Master Plan, Arrington Watkins submitted a proposal and was awarded the design and construction administration services contract to transform the 500,000 SF, 52-year-old office building into a modern, secure, fully functional police headquarters and 911/dispatch center.

Services provided: master plan, programming and full design services through construction administration

The master plan was awarded through the City of Phoenix continuing services contract

Design and Construction contract was awarded through competitive RFP.

Available online at: appstate.az.gov Page 7 of 33

Solicitation No. BPM006827

Description:

General Services Division

2 Client Company/Address Contact Begin Date End Date

Maricopa County FMD 401 W Jefferson St Phoenix, AZ 85003

Angel Miranda Nov. 2018 Mar. 2021 (13th floor)

Phone Number Email Address

(602) 527-3538 AngelMiranda@mail.maricopa.gov

Services Provided Similar to Those Described in Solicitation

Project: Maricopa County Central Courts Renovation

Maricopa County Central Courts Tower is a 13-story high-rise which is being gutted floor by floor and completely renovated.

Working closely with judicial staff, Arrington Watkins designed new courts, judicial chambers, and support spaces. All the existing interiors were removed. MPE and technology systems were upgraded or replaced. After construction was completed on the 13th floor, the 12th floor was vacated, and the construction process started again. During the same period similar renovations were completed in the basement of the building which houses space used for grand jury deliberations.

The plan is to renovate floors 8-13, all floors occupied by the Superior Court. Currently the 10th floor is in construction; the 9th floor is in design. The County intends to continue this process until all the courts are renovated.

Services provided: programming and full design services through construction administration

13th floor court renovation before/after

Available online at: appstate.az.gov Page 8 of 33

Solicitation No. BPM006827

Description:

General Services Division

3 Client Company/Address Contact Begin Date End Date

Pinal County Facilities Management 121 W. 22nd Street Florence, AZ 85132

Hattie Sturgill

Sept. 2018 May 2021

Phone Number Email Address

(520) 866-6914 Hattie.Sturgill@pinal.gov

Services Provided Similar to Those Described in Solicitation

Project: Pinal County San Tan Valley Admin Complex

Arrington Watkins Architects provided design services for a new municipal complex for Pinal County. The San Tan Valley Complex consists of two buildings totaling more than 47,000 SF, on a 5-acre site. The North Building includes new offices for the assessor, recorder, treasurer and development services, as well as the clerk of the court.

The building also includes a large conference room that will be used to hold community meetings. The South Building houses a family advocacy center which includes adult and juvenile probation services as well as a community library.

Services provided: programming and full design services through construction administration mailto:Hattie.Sturgill@pinal.gov

Available online at: appstate.az.gov Page 9 of 33

Solicitation No. BPM006827

Description:

General Services Division

ATTACHMENT 3-A: METHOD PROPOSAL

(Method of Approach)

Response must demonstrate your comprehension of the objectives and services of this solicitation. Do not merely duplicate the description of work described in this Request for Qualifications (RFQu). Firms shall provide responses directly below the numbered questions in this attachment.

1. Substantiate how your team can most effectively undertake the requirements and responsibilities associated with the on-call mechanical plumbing engineering services for the state of Arizona and your proposed team’s understanding of this scope of services by:

a) Providing an organizational chart clearly identifying the lines of authority.

Available online at: appstate.az.gov Page 10 of 33

Solicitation No. BPM006827

Description:

General Services Division

1400 W Washington St., Ste. B200 Phoenix, AZ 85007

b) Describing your current workload and availability of designated team staff (including Sub-Consultants). Indicate the relationship of the work in this RFQu to the firm’s other current projects.

Workload Planning: Arrington Watkins values ADOA as a client. We have worked together on multiple projects in the past and are committed to providing exceptional customer service. We have a staff of 46 which includes 16 Architects, 11 Architects-in-Training and 4 Project Coordinators. It is our practice to keep the same team on from cradle to grave. The team you meet with in Programming and SD is the team you will see in the field. We do not have departments. Our staff is trained to take a project through completion. We have found that this practice ensures consistency across all of phases of the design and construction administration services.

Arrington Watkins Architects uses a proactive approach to managing our firm’s workload. We utilize a database manpower scheduling system to build and maintain workload schedules. The workload schedules allow us to fine tune staff hours on a weekly basis and allocate staff hours up to three years into the future. This ensures we have staff available to perform the work when it is needed. By monitoring the work assigned to each individual in the firm, we can assign people to projects for the entire duration, avoiding the difficulties that come with handing off projects between different teams. If projects demand change (and they always do) we remain flexible enough to add more manpower at critical points. Because we predict our manpower needs up to three years into the future, we know when we can take on any new project and assign the most experienced staff for the scope of work.

Arrington Watkins averages 45 active projects per year with 15 open at any given time. These projects include large new building projects, small building projects, renovation projects, studies, and planning projects. Smaller projects typically are renovations which come from on-call contracts with local municipalities, State or County agencies, and military branches.

All active projects are in different phases of completion from design through construction.

Arrington Watkins Architects has the capacity to manage and produce more than $300M in construction projects annually.

When we consider a project proposal, we evaluate our current workload, upcoming projects, and specific individual staff availability to determine we have the ability to perform the work. By submitting this proposal, we are committing our resources to ADOA’s project(s). We confirm we have capacity before assigning a team member to any job.

We select consultants for each project who can support the project. We maintain good working relationships with a number of consultants in each discipline. We know their skills and who would be the best fit for a specific scope. We verify the work will fit in their schedules before contracting them.

Available online at: appstate.az.gov Page 11 of 33

Solicitation No. BPM006827

Description:

General Services Division

The following chart may be utilized to show current workload of proposed team members. Additional lines may be added as needed.

Project Team Member Current Workload Commitment Total Availability Name and Title: Michael Conder, Principal | Main Point of Contact

Merced County Jail 20%

40% Placer County Jail MHF / MSVTF 20% CDCR Fire Protection 5% Marketing/Management Duties/Other 15% Name and Title: Matt Gorman, Principal | Role: Project Manager

CHP Quincy 15%

45%

City of Phoenix Police HQ Renovation - CA 10% Scottsdale Fire Station 612 - CA 5% El Centro Police Station - CA 5% Marketing/Management Duties/Other 20% Name and Title: Kyle Swanson, Principal | Role: Project Manager

Buckeye 911/dispatch Facility - CA 5%

50%

Queen Creek Public Safety Support Bldg - CA 10% Queen Creek Police Department HQ 20% Peoria Public Safety Assessment/Master Plan 10% CAD/REVIT Training & Development Management 5% Name and Title: Jorge Pierson, Associate | Role: Project Manager Scottsdale Fire Station 612 - CA 5%

60%

El Centro Police Station - CA 15% Scottsdale D3 Police Precinct - CA 5% Scottsdale North Yard Cooling Tower - CA 5% MC Security Building Roof Replacement 10%

As ADOA awards projects and current projects end the percentages will shift.

Available online at: appstate.az.gov Page 12 of 33

Solicitation No. BPM006827

Description:

General Services Division

2. Describe how your firm determines project deliverables. Also, describe your proposed team’s general approach to managing the assigned on-call projects of various sizes and complexity.

Project Deliverables:

When we are notified of a project, we will perform the following actions:

1. Review the project brief.

2. Meet with the owner and building user to review the project scope in detail. We use a scoping checklist to make sure topics and systems are not missed.

3. Investigate the project site. This activity may include consultants.

4. Review any existing documents.

5. Write up a detailed project scope and send to the ADOA project manager for review. This will include a detailed list of deliverables for each phase of the work.

6. Adjust scope with any corrections and send it out to consultants to price.

7. Submit a fee formatted to align with the agreed upon scope so that scope and fee can be compared.

Following a uniform process allows us to expedite the preparation of proposals. We can quickly respond to a project initiation notice, conduct a scoping meeting, and tour work areas. We will be able to rapidly return proposals, generally within 7 days of request.

In some cases, there may be difficulties defining the scope. For example, we may not be able to predict the demands of an outside agency like ADEQ on a project. In these cases, it is best to establish allowances for services and manage them during the design process.

Managing On-call Projects:

We have the capacity to handle many projects running in parallel. Michael Conder will be the principal-in-charge/main point of contact and will oversee staffing of all projects. He will assign a project manager/architect to a project;

aspiring to match staff expertise to the work at hand.

Our approach is to have a project manager be the lead person on each project. The project manager’s primary role will be to attend initial meetings with users, calculate and negotiate fees, conduct quality control, assess the client’s needs, and to dedicate the resources necessary to complete each project. With knowledge of the project, the project manager will then select support staff from our group of qualified professionals who have the experience to provide the services outlined in the scope of work. The team will be supplemented with all of the resources necessary to complete this project on time and within budget. The team of individuals assigned to this project will be involved in the project from beginning to end.

There are no departments and no loss of time inherent in the hand-offs from designers to production to construction administration.

Arrington Watkins is a full-service architectural-only firm. Because of this, we select the best qualified specialty consultants needed to support each project. We confirm consultant manpower will be available to fit the project or we select another consultant from our existing relationships. We require that each consultant firm appoint a project manager who has supervisory responsibility over the entire consultant team and who will be responsible for answering to Arrington Watkins’ Principal and Project Manager.

Available online at: appstate.az.gov Page 13 of 33

Solicitation No. BPM006827

Description:

General Services Division

3. Are you familiar with Job Order Contracting projects? How can your firm support a project manager with defining quantities and units of measure?

Arrington Watkins is familiar with JOC contracts. We have performed JOC contracts for many municipalities and the State as well.

We have worked JOC contracts as the Architect with a separate JOC contractor as well as performing the work as a sub with the JOC contractor as prime.

Examples of recent JOC with AW on separate contracts:

1) Maricopa County Public Health Clinic - Glendale

2) Maricopa County ITR Renovations: Judges Covered Parking, Detainee Pick Up Area Bus/Van Covered Parking

3) Tempe Fire Station Door Upgrades

4) City of Phoenix ADA Upgrades – multiple buildings

5) City of Buckey Parks Assessment

6) Chandler Police HQ renovation

7) SRP-MIC Fire Station Study

Examples of JOC as prime contracts:

1) A/C replacements and upgrades at nine prison facilities health buildings – JE Dunn prime contract holder

2) Renovation of the Superstition Fire District Training Campus – Core Construction prime contract holder

3) New Evidence Storage Facility, Buckeye Police Department – Foresite Construction prime contract holder

JOC contracts are most appropriate when the work involves renovations and the team needs the flexibility to respond to changing conditions or work around occupied space.

Our team works with the owner to clearly define the scope of work for the contractor. We then work closely with the contractor during the design phase to understand the costs of the work and the issues with scheduling and phasing. Successful cost savings are more frequently derived from a team problem solving approach that looks at the total project costs which can include: mobilizing, moving, storage, temporary systems/utilities, and other impacts beyond just the cost of the construction components.

We utilize an independent cost estimator to provide quantities and costs based on the contract drawings (at each phase if needed).

These are used to compare against the contractor’s proposed pricing. We can also prepare bid tab type breakdowns of the work, but this is unusual on JOC projects and more frequently found in our bid work.

4. Once the State has accepted the Design schedule, demonstrate how your firm will manage and maintain the schedule dates.

Arrington Watkins excels in meeting schedules because we are very good schedulers. We think critical path. All things can’t happen simultaneously, and dependent tasks don’t usually occur seamlessly. We use Microsoft Project to build a detailed schedule, but it is not the software that distinguishes us amongst our peers. It is our ability to logically dissect a complex project into a series of simple tasks. It is our experience in knowing how long things take and how much lead time and lag time is reasonable. Our success at maintaining and improving project schedules is one of our team’s greatest strengths. Arrington Watkins will manage and maintain the scheduled dates by establishing small deliverables and consultant due dates.

To expedite deliverables, and generally speed up all design work, we employ the following methods:

We utilize REVIT, an integrated BIM environment, with our consultants to produce our documents. The project is developed rapidly in a 3D environment, allowing for detailed viewing from any angle. Design decisions are accelerated. The use of BIM minimizes duplication and saves time.

Ongoing design collaboration: Our design process requires the constant involvement of the owner and users. We don’t wait until formal, scheduled, review periods to get feedback. We are getting it constantly, shortening scheduled review periods.

Formal team reviews are performed using Bluebeam software. Stakeholders and consultants can see review comments live as they are made. This reduces redundancy and encourages better design thinking.

Available online at: appstate.az.gov Page 14 of 33

Solicitation No. BPM006827

Description:

General Services Division

We will implement weekly design meetings and use our meeting minute system to keep all of the stakeholders informed and involved in ongoing decision making. We will also utilize Webex for specific working sessions. Webex sessions save travel time and can be either scheduled or launched at a moment’s notice.

To enhance collaboration, we also use Sharefile, a web-based platform for document storage and sharing. The project is effectively paperless. All team members can access and add documents (including the owner). Everyone is updated simultaneously when changes occur.

Arrington Watkins Architects has an extensive history over the last 30 years of working with ADOA as a client and as the authority over permit approval processes. We understand how to navigate the complex process and keep projects moving.

5. List standard turn-around time for design requests/changes, RFI’s, submittals, and differing situations that may impact time constraints.

Our typical turn-around times are as follows:

• Design requests/changes: responded in one week

• RFI’s: 24-48-hour

• Submittals: 5 days, max.

However, unique jobs or circumstances may require a faster turn-around time.

The turn-around procedure parameters are established early with all stakeholders. These may vary by project. Generally, we are committed to paperless construction administration procedures that save time during construction. Our team provides a dedicated Administrator to each project who routes and tracks all data, ensuring that nothing sits waiting on us or consultants.

The turn-around time for design requests is dependent on what is being asked. Our team’s flexibility in design allows us to receive the information, notify our team members of the potential change, devise the plan, and execute typically without interrupting the current workflow. Changes in design are normal though each phase. Changes outside of scope due to various reasons can easily be incorporated into the design with minimal impact while changes within the scope are simply part of the design process. At the end of the day our team wants to be proactively responsive, responsible, and fluid throughout the design phases.

As part of the project documentation, we keep a change log documenting any changes and who requested the change. Keeping a log allows us to publish with the meeting minutes, effectively communicating any deviations from the original scope

6. Detail your firm’s quality control process related to specific plans, specifications and construction documents.

Quality management is a component of our Project Management Plan. The AWA team understands ADOA’s goal of a system for ensuring stakeholder. The Project Principal is ultimately responsible to see that QA/QC is accomplished. The Project Manager will have eyes on the process from beginning to end. Additionally, we plan to provide one management team from project start to finish. This supports the project outcome by maintaining continuity and avoiding hand-off. Quality control tasks are scheduled into each project and separately monitored by dedicated methods and tools intended to enhance quality.

Quality Control Tools:

o Discipline Reports- Our discipline reports are checklists that have been generated from a database of items that must be included in the project.

o Conference Reports-The team has developed a method for maintaining meeting minutes that ensures managing each item from inception to incorporation into the project. At the heart of this conference report system is our project database.

o Project checklists- During the design development and construction document phase the team utilizes a series of checklists that help ensure that critical items are not overlooked and have been implemented correctly.

Available online at: appstate.az.gov Page 15 of 33

Solicitation No. BPM006827

Description:

General Services Division o Design Team Construction Logs: The design team manages and keeps a series of logs that help track changes, clarifications and the status of inquiries throughout the project. This result of this tracking is that the Owner, Design team and eventually Contractor can all be assured that the project is being built with the most current information. This is used in conjunction with Bluebeam studio as described below.

o Bluebeam Studio Review: AW values using technology to the fullest. We use Bluebeam studio sessions for real time collaboration. This software allows the real time editing of PDF documents. At the onset of the project we will create a studio session. The owner team and design team have access to the studio. At design milestones everyone can review the drawing packages and make comments. These comments are seen by the entire team and become part of the permanent project progress record. The studio can also be used for quick review of sketches of design solutions keeping the project moving forward.

o Review team: The design team executive will assign a “third-party” review team, on an ad-hoc basis, from within the firm to perform document reviews.

o BIM technology: We will use our BIM software to detect clashes and finalize coordination with design consultants.

The following is how we plan to incorporate these tools into your project:

Planning and Programming Phase:

• We will use Conference Reports, Project Checklists, Design Team Construction Logs and Blue Beam Studio to document and communicate the owner’s requirements. We have established programming procedures and documents that we will use to create a final program for approval.

Design Phase:

• We will present design ideas including layouts and materials for owner input and approval.

• We will conduct design reviews using a Bluebeam session with all consultants at milestone phases or unless otherwise requested by ADOA. Coordinate and discuss documents with consultants, owner and stakeholders. We will publish review comments and attend review meetings for each phase. Reviewers will sign off and close each comment.

• We review and respond to technical questions throughout the design phase, involving the client in decisions. Drawing responses are addressed in the Bluebeam review to ensure duplicates are addressed.

• We will meet with the AHJ early on to determine review requirements and timelines.

• We will use our REVIT software to create 3D views and spatial perspectives as needed. We will use our BIM technology with our templates for CD production.

Bidding Phase:

• At the bidding phase, we evaluate the construction responses for conformance to the criteria documents in a Bluebeam review session. We will create a dashboard for RFIs and supplemental information provided to the contractor in the event it’s needed.

Construction Phase:

• We review initial contractor submittals, including planning documents if needed, while monitoring the schedule. Submittals are tracked in Procore or a Bluebeam session dashboard with timeframe of response so everyone on the project team can see the status.

• We publish a submittal review log in the session to ensure accuracy and timeliness of submittals.

• Our team review and respond to technical questions throughout the construction phase for everyone to see the current status and direction.

• We participate in and monitor the resolution of deviations and failed inspections with an active “live” Bluebeam session.

Available online at: appstate.az.gov Page 16 of 33

Solicitation No. BPM006827

Description:

General Services Division

7. Procore Project Management Software usage is a requirement. Demonstrate how your firm plans to implement

Procore on this On-Call contract?

We utilize Procore to store and share documents with the team. It is useful to enter and track RFIs, track and monitor submittals, issue ASIs to the team, and distribute project correspondence. Procore can be used as the repository for all project records.

Although Procore has other management functions, they are geared more for construction firm management than design work and are redundant to many of the other tools we use. Documents that are managed in Procore include:

• Team Directory

• Reports

• Transmittals

• Documents

• Specifications

• Schedules

• Tasks

• Submittals

• Meeting Minutes

• RFIs

• Drawings

• Photos

• Daily Logs

• Emails

• Punch List

8. Does your firm use dimension on the construction drawings? Explain your firm’s design plans between scaling and dimensioning on Design drawings.

Arrington Watkins provides dimensions of important existing conditions and all new work on construction drawings. Our drawings are produced to scale. We never recommend that a contractor scale the drawings. However, we do recognize that contractors often use digital take off methods to estimate the work. That is why we provide clear scale indications and a graphical bar scale. This helps anyone viewing the drawing know if it has been reduced or re-scaled. When a contractor is preparing shop drawings for product installation, we insist that they include field measurements to insure proper fit.

9. On Design Drawings, are you able to use pictures or drawings with notes regarding tie-in points and locations?

Yes, we can easily incorporate pictures with notation into project drawings. In some cases a 3d model view of a congested area is also helpful for understanding the correct connection points.

Available online at: appstate.az.gov Page 17 of 33

Solicitation No. BPM006827

Description:

General Services Division

10. Below is an example of the State’s response to a design drawing and the design professional’s response to the owner. Can your firm deliver this type of response deliverable?

Yes, we can provide responses to review comments on the plans. We use Bluebeam studio sessions for real time collaboration. This software allows the real time editing of PDF documents. At the onset of the project we will create a studio session. The ADOA team and design team have access to the studio. At design milestones everyone can review the drawing packages and make comments. These comments are seen by the entire team and become part of the permanent project progress record. Each comment is tracked and responded to. The studio can also be used for quick review of sketches of design solutions keeping the project moving forward.

Available online at: appstate.az.gov Page 18 of 33

Solicitation No. BPM006827

Description:

General Services Division

ATTACHMENT 3-B: KEY PERSONNEL PROPOSAL

OFFEROR NAME: Arrington Watkins Architects, LLC Instructions: Answer all questions thoroughly in the spaces provided. This form shall be completed for each key personnel involved in performance of this contract. A separate resume (maximum one (1) page) may be included using the second page of this Attachment.

The resume is to be used to supply relevant information pertaining to the performance of this contract and is to be supplemental to the information below and is not to be used to replace this form.

Michael Conder Employee Name

Current Information

Position Currently Held in Firm: Principal

Years With Firm: 16

Years in Current Position: 8

Role Under this Contract: Principal / Main Point of Contact.

Years’ Experience in Role Under This Contract:

Hours per Week of Employee’s Time Dedicated to This Contract: 8

Will the key personnel be assigned to work on this contract exclusively? If not, indicate the percentage of the key personnel’s time that will be dedicated to this contract.

No. Up to 40% Identify the primary function(s) of the key personnel in performing the services required by this solicitation.

Responsible for higher level team leadership, ensuring all staffing, budgetary and schedule commitments are being met, manpower allocations, constant client contact to ensure we are performing to ADOA expectations. Mike will be responsible for leading and guiding the design and design team direction and will attend all key team and client meetings.

Describe the key personnel’s experience in performing the services required by this contract.

Mike has extensive experience in renovations/additions, including renovations/additions performed in occupied facilities. He is well versed in conventional construction technologies and multiple delivery methods. He has extensive experience in all aspects of project management including scheduling, budgeting, programming, design, documentation and construction administration.

List the key personnel’s job-related training and education.

• Registered Architect, AZ #47991 plus 11 other states

• Masters of Architecture, Arizona State University, BS, Architectural Design, ASU

• Masters of Business Administration, University of Arizona

• LEED AP

• AIA

• DBIA

Available online at: appstate.az.gov Page 19 of 33

Solicitation No. BPM006827

Description:

General Services Division

Instructions: Answer all questions thoroughly in the spaces provided. This form shall be completed for each key personnel involved in performance of this contract. A separate resume (maximum one (1) page) may be included using the second page of this Attachment.

The resume is to be used to supply relevant information pertaining to the performance of this contract and is to be supplemental to the

Matt Gorman

Years With Firm: 30

Role Under this Contract: Project Manager

Hours per Week of Employee’s Time Dedicated to This Contract: 8-16, or as needed

Will the key personnel be assigned to work on this contract exclusively? If not, indicate the percentage of the key personnel’s time that will be dedicated to this contract.

No. Up to 45%

Identify the primary function(s) of the key personnel in performing the services required by this solicitation.

The PM for each specific JOC project will be intimately involved and knowledgeable in all aspects of the project, including the following:

• Leading the development of the design schedule and monitor the milestones and deadlines to see that both are met.

• Developing a work plan that includes required tasks, responsibilities, personnel, schedule and budget.

• Directing the team through the planning and design process (owner, users, internal staff and consultants).

• Provides leadership and creative ideas through all phases of project

• Oversight of the QA/QC process for drawing packages and specifications

• Meets with permit agencies and coordinates with utility and service providers

• Construction phase oversight

Describe the key personnel’s experience in performing the services required by this contract.

Matt has extensive experience in police / fire facilities and is Arrington Watkins public safety expert. He has worked with many local municipalities, state governments and federal agencies to create secure, functional and atheistic facilities and is well versed in all aspects of project management including scheduling, budgeting, programming, design, documentation and construction administration.

List the key personnel’s job-related training and education.

• Registered Architect, AZ #30774; LEED AP

• Masters of Arch.; ASU, BS Architecture, ASU

• Member, International Association of Chiefs

Available online at: appstate.az.gov Page 20 of 33

Solicitation No. BPM006827

Description:

General Services Division

Instructions: Answer all questions thoroughly in the spaces provided. This form shall be completed for each key personnel involved in performance of this contract. A separate resume (maximum one (1) page) may be included using the second page of this Attachment.

The resume is to be used to supply relevant information pertaining to the performance of this contract and is to be supplemental to the

Kyle Swanson

Years With Firm: 22

Hours per Week of Employee’s Time Dedicated to This Contract: 8-16, or as needed

Will the key personnel be assigned to work on this contract exclusively? If not, indicate the percentage of the key personnel’s time that will be dedicated to this contract.

No. Up to 50%

Identify the primary function(s) of the key personnel in performing the services required by this solicitation.

The PM for each specific JOC project will be intimately involved and knowledgeable in all aspects of the project, including the following:

• Leading the development of the design schedule and monitor the milestones and deadlines to see that both are met.

• Developing a work plan that includes required tasks, responsibilities, personnel, schedule and budget.

• Directing the team through the planning and design process (owner, users, internal staff and consultants).

• Provides leadership and creative ideas through all phases of project

• Oversight of the QA/QC process for drawing packages and specifications

With his experience, Kyle brings a vast and varied knowledge to the team at Arrington Watkins. He has been involved with the design of very technically complex projects that include multiple buildings and involve high level security, access control systems, large telephone/data systems, redundant power demands and large infrastructure requirements. He has managed projects with budgets ranging from one million to $320 million in size. Kyle specializes in managing public safety, communications and public works types of projects. He has been trained in chain of custody procedures and how evidence is handled and stored.

List the key personnel’s job-related training and education.

• Registered Architect, AZ #45078

• Bachelor of Architecture, North Dakota State University; BS, Environmental Design, NDSU

• Member, American Institute of Architects (AIA)

• Member, Design-Build Institute of America (DBIA)

• Member, International Association for Property and Evidence, Inc.

Available online at: appstate.az.gov Page 21 of 33

Solicitation No. BPM006827

Description:

General Services Division

Instructions: Answer all questions thoroughly in the spaces provided. This form shall be completed for each key personnel involved in performance of this contract. A separate resume (maximum one (1) page) may be included using the second page of this Attachment.

The resume is to be used to supply relevant information pertaining to the performance of this contract and is to be supplemental to the

Jorge Pierson

Position Currently Held in Firm: Project Manager

Years With Firm: 6

Years in Current Position: 6

Hours per Week of Employee’s Time Dedicated to This Contract: 8-16, or as needed

Will the key personnel be assigned to work on this contract exclusively? If not, indicate the percentage of the key personnel’s time that will be dedicated to this contract.

No. Up to 60% Identify the primary function(s) of the key personnel in performing the services required by this solicitation.

The PM for each specific JOC project will be intimately involved and knowledgeable in all aspects of the project, including the following:

• Leading the development of the design schedule and monitor the milestones and deadlines to see that both are met.

• Developing a work plan that includes required tasks, responsibilities, personnel, schedule and budget.

• Directing the team through the planning and design process (owner, users, internal staff and consultants).

• Provides leadership and creative ideas through all phases of project

• Oversight of the QA/QC process for drawing packages and specifications

Jorge’s experience includes project planning and management, government, hospitality, and commercial projects. Jorge is an experienced leader with effective mentoring abilities and client relation skills demonstrated through successful rapport with large organizations and multi-stakeholder client groups.

List the key personnel’s job-related training and education.

• Registered Architect, AZ #23517

• Bachelor of Architecture, University of Arizona

• Architectural Exchange Program, Universidad La Salle

Michael Conder RA, AIA, LEED AP

PRINCIPAL-IN-CHARGE / MAIN POINT OF CONTACT

PROFESSIONAL EXPERIENCE

Mike has over 28 years of architectural experience. His experience portfolio has included projects in the fields of justice, education, office and mixed-use. Mike has extensive experience in renovations/additions, including renovations/additions performed in occupied facilities. He is well versed in conventional construction technologies and multiple delivery methods. He has extensive experience in all aspects of project management including scheduling, budgeting, programming, design, documentation and construction administration. Mike takes a client-centered approach to design and project management, always looking at the project from the eyes of the owner, user groups and maintenance personnel. He will also function as the Quality Control Manager.

RELEVANT PROJECT EXPERIENCE

COURTS

• Pinal County Pioneer Justice Court Building

• Maricopa County Sheriff’s Office East Court Building

• Pinal County Superior Courthouse*

• Yuma County Superior Courthouse*

• Maricopa County Central Courthouse*

JUSTICE

• Imperial Reginal Detention Facility – Calexico, California

• Santa Cruz Rountree Rehab & Re-entry Facility – Watsonville, California

• Tri-County Juvenile Rehab Facility – Marysville, California

• Plumas County Jail – Quincy, California

• Merced County Jail – Merced, California

• CCA California City Renovation

• Pinal County Youth Justice Center*

• Pinal County San Tan Valley Admin Complex

• Yuba County Sheriff’s Department Medical & Mental Health Facility – Marysville, California

• El Dorado County Public Safety Facility – Diamond Springs, California

• El Centro Police Station – El Centro, California

• Kings County Sheriff’s Operations Building –California

ASSESSMENTS/MASTER PLANS/STUDIES

• Pinal County Master Plan

• Pinal County Central Warehouse Study

• City of Phoenix Neighborhood Resource Center Roof Assessment

• Goodyear City Hall Space Planning

RENOVATIONS/TENANT IMPROVEMENTS

• Maricopa County Glendale Public Health Clinic

• Maricopa County West Courts Grand Jury…