ESBD_392435_1739556874506_25-03_Davis College of Agriculture & Natural Resources_DP_RFQ ADDENDUM 03_2025.02.14.pdf

ADDENDUM NUMBER THREE (3) Page 1

Date: February 14, 2025

Davis College of Agriculture Sciences and Natural Resources Texas Tech University

Texas Tech University System

Lubbock, Texas

FP&C Number: 25-03

NOTICE TO ALL RESPONDENTS:

The following shall be incorporated in and become a part of the original Request for Qualifications (RFQ) of the above-identified project. Please acknowledge receipt of this Addendum in the space provided on the Form of Response within the RFQ. Failure to do so may subject the Respondent to disqualification.

ITEM #1: Please see attached the Sign-in sheet from the Davis College building tour held on

February 6, 2025. Also included is the color-coded floor plan of the CASNR Annex building which houses the Department of Landscape Architecture and other Davis college support space.

ITEM #2: Please see attached a copy of the college strategic plan to help understand the culture and needs to aid in package development. The attached copy is an abbreviated version with a focus on the building.

ITEM #3: Below is a video link to the Dean of the Davis College of Agricultural Sciences &

Natural Resources, Clint Krehbiel’s vision for the project.

File: Dean_Vision_DavisCollegeofAgricultureSciencesNaturalResourcesDPRFQPre- Response.mp4 (159.22 MB)

Expires: Tuesday, February 18, 2025 11:59:59 PM (UTC-06:00) Central Time (US & Canada) Download URL:

https://appspace.ads.ttu.edu/LargeFileTransfer/DownloadFile.aspx?id=7f7dcaa4-7f92-4579-85a9- 87855990bbb1&key=D9956C6120215364370B8F25B4C9A04F6CB9D74B

ITEM #4: Inquiries and Responses:

Question: On slide 23 under Design Professional experience on the pre-response presentation, it states, “Discuss five projects that specifically represent your proposed team’s ability to complete similar projects on time and within budget” and the next bullet states “Discuss five projects that your firm or consultant provided extensive programming and space utilization services”. Should we provide 5 projects as in 5.4.2 of the RFQ or should we provide 10 projects as requested in the pre-response presentation?

https://appspace.ads.ttu.edu/LargeFileTransfer/DownloadFile.aspx?id=7f7dcaa4-7f92-4579-85a9-87855990bbb1&key=D9956C6120215364370B8F25B4C9A04F6CB9D74B https://appspace.ads.ttu.edu/LargeFileTransfer/DownloadFile.aspx?id=7f7dcaa4-7f92-4579-85a9-87855990bbb1&key=D9956C6120215364370B8F25B4C9A04F6CB9D74B

ADDENDUM NUMBER THREE (3) Page 2

Answer: Provide five similar projects that represent your team’s ability and five programming and extensive space utilization services projects for a total of ten representative projects as stated in the pre-response presentation.

Question: Will the Commissioning Agent be included as part of the consultant team or by Owner?

Answer: Both Commissioning + TAB and Materials Testing will be contracted by the TTUS FP&C.

Question: Will the meat lab and processing area be renovated or moved? Is it a part of the scope in any way?

Answer: The meat lab and processing area will not be relocated or renovated as part of this project however, it will be included in the space planning analysis and backfill planning which is included in the scope of services for the project. There will also be a Red Raider Meats store in the new building as noted in the RFQ and pre-response presentation.

Question: Section 3.8 of the RFQ states that the response should not exceed 50 digital pages exclusive of the requested project lists. Is this in reference to the list described in section 5.4.3?

Answer: Yes, the list of Higher Education projects requested in 5.4.3 are not included in the 50 digital page count.

Question: Are covers, tabs, and Table of Contents excluded from the overall 50 digital page count?

Answer: Yes. The cover page, tabs, Table of Contents, Proposal form and HUB plan are excluded from the overall 50 digital page count.

Please send any further questions to Denise Hostick at denise.hostick@ttu.edu. All answers to questions received will be replied to on the ESBD website as an additional addenda.

END OF ADDENDUM NO. THREE (3)

mailto:denise.hostick@ttu.edu

Davis College of Agricultural Sciences and Natural Resources

Strategic Plan

2025-2030

OUR VISION

Davis College will empower, elevate, and inspire students, faculty, staff, alumni, and stakeholders to solve grand challenges for agriculture, natural resources, and landscapes through discovery, innovation, communication, and the fearless West Texas spirit.

OUR MISSION

Davis College develops ethical, engaged global leaders and solves wicked problems through transformational teaching, research, and engagement with a wide array of stakeholders to enhance agriculture and rural vitality, manage and conserve our natural resources and landscapes, and improve quality of life for West Texans and beyond.

OUR CORE VALUES

Value People--All relationships are open, honest, and collaborative:

• Promote an environment of unity, teamwork, and belonging

• Seek and welcome diverse perspectives, ideas, and relationships

• Respect individual experiences, contributions, and differences

• Foster connections with students, faculty, and staff

• Nurture connections with alumni and community

Commit to Excellence--Excel in the presence of challenges:

• Anticipate and capitalize on new opportunities

• Rise to challenges with courage and resolve

• Achieve goals with passion and perseverance

• Model institutional and personal ethics and integrity

• Exceed expectations

Elevate Others--Lift people to greater growth, knowledge, and achievement:

• Foster high-impact learning experiences

• Create career- and life-ready graduates

• Challenge students, staff, and faculty to greater achievement

• Develop leaders who value the excellence of their teams

• Encourage life-long learning and career advancement

Foster Discovery--Find solutions to regional challenges with global implications:

• Secure public and private support for scholarly endeavors

• Conduct and disseminate relevant research and engaged scholarship

• Seed and recognize multi-disciplinary activities

• Drive and support commercialization of innovations

• Equip the next generation of scholars and entrepreneurs

DAVIS COLLEGE MISSION AND STRATEGIC

PRIORITY AREAS

MISSION AREAS

Davis College’s three main mission areas—Teaching and Learning, Research, and Outreach and Engagement—will focus on addressing the Strategic Priority Areas (defined below). The mission areas, however, depend on all the College’s core units to successfully implement this strategic plan. Each of these critical functions are addressed in this plan.

STRATEGIC PRIORITY AREAS

Grand challenges require grand thinking, and approaches that rely singularly on disciplinary research, teaching, or outreach and engagement programs will have limited ability to affect change. Davis College has adopted a Strategic Priority approach which focuses on areas of critical needs that cut across disciplines and mission areas to achieve maximum impact. These priority areas center around the two broad themes -- “Sustainable Food, Fiber, and Thriving Communities” and “One Health”, both key strategic priorities for Texas Tech University – which interlock and drive the specific priority areas for Davis College. Each priority area, in turn, is driven by Davis College functional areas outlined above. Undergirding all the priority areas is the commitment to achieving greater climate resilience in semi-arid environments, effective communication with all stakeholders, and the international impact of our mission areas.

Davis College is committed to leveraging the strengths of other TTU colleges to support and expand the impact within our strategic areas. A recent example is the establishment of a degree program and research program supported through the Texas University Fund resources in Agricultural and Biosystems Engineering with the Whitacre College of Engineering and the College of Health and Human Sciences. Davis College will continue to explore and develop this type of research, education, and outreach that contribute to our strategic priority areas.

Priority Areas

Sustainable Water Systems - Protecting water security for West Texas and beyond through sustainable water systems.

The challenge of water scarcity and quality at the regional, national, and global levels is one of the defining problems of our age. Rural resilience, food production, and human/environmental health all depend on having sustainable water systems.

Our living learning laboratory of West Texas in a semi-arid environment places us at the center of that challenge and offers the opportunity for Texas Tech to be the premier institution addressing all facets of water systems.

Sustainable Ecosystems and Landscapes – Improving the environment through sustainable management, conservation, and design.

Ecosystems are integral to human, animal, and plant flourishing and survival but are sensitive to human activity and changes in climate. Preserving and improving our natural resources and environment are integral to the sustainability of our world and way of life. We aim to promote stewardship and improvements to our ecosystems and landscapes through proper management, restoration, and design that will protect our vital resources now and for the future.

Integrated Crop and Livestock Systems - Enhancing profitability and sustainability through integrated cropping and livestock systems.

The grand challenge in agriculture is how to manage agricultural production now sustainably and profitably and into the future. Addressing production risk, resource use, and management systems requires a comprehensive view that integrates both crop and livestock systems in ways that fit producer needs, expertise, and resource availability. In the living learning laboratory of the Texas Panhandle and Southern High Plains there is on-farm and between-farm integration of crop and livestock systems, multi-crop and/or animal systems, and farms and ranches with a singular production focus. However, each segment impacts the other and products of one segment of the system serve as a resource for another segment. Therefore, in West Texas crop and livestock production can be mutually supportive and mutually dependent. Decreasing dependence on external inputs through a greater understanding of nutrient and energy cycles will enhance the sustainability of West Texas farmers and ranchers. We will address these issues by integrating research that considers all the viable options, technologies, and opportunities to increase economic and environmental sustainability.

Economic and Social Systems - Building opportunity, leadership, and economic vitality through education, communication, leadership, economics, and entrepreneurship.

At the core of the challenges faced by agriculture, resources, and landscapes is the human dimension. Decision-making, policy, education, and communication are critical research areas impacted by and directly impact all other scientific endeavors. We will deploy assets to address economic and social issues, both as direct research questions and supporting research implementation in other priority areas.

Food Safety, Security, and Nutrition - Creating food security through a safe and nutritious food supply and innovative product development.

A key pathway that agriculture impacts society is through food. The safety of the U.S.

food supply is critical to the functioning of a modern society. Trust in the food system undergirds economic growth as well as social cohesion. Additionally, food security in vulnerable populations both domestically and internationally are drivers of human health and social stability. We will address grand challenges around food safety and security which links to human nutrition and health both at the scientific and economic/social levels.

Animal, Plant, and Human Stress and Disease - Improving productivity, profitability, and sustainability through reducing animal, plant, and human stress and disease.

Animal and plant stress and disease undermine productivity and profitability of production systems and threaten food security locally and globally. Food composition and nutrition also contribute to human health and disease. We will address the challenges of drought and disease tolerance, disease spread among plant and animal populations, and address linkages between these and human outcomes.

Companion Animals and Welfare - Enhancing human health and animal welfare by fostering human-animal bonds, animal-assisted therapies, and animal training and health.

Human/animal interaction is as old as history. The role that companion animals play on human health and welfare is a key area of research for Davis College. Therapeutic riding and equine assisted therapies, working animal interactions, animal caregiver health, and overall animal well-being are linkages between humans and animals with significant social and economic outcomes. We will invest in the development and success of animal/human bond research to improve the lives of both animals and humans.

Rural Vitality and Community Well-Being - Promoting the vitality and well-being of rural communities through rural education, healthcare, and economic development.

The core of “West Texas” is our rural communities. Focusing and economic, health, and rural/urban linkages to promote the vitality of our rural communities is a core mission. Education, health care, economic opportunities, and the success of agriculture are all key research areas we will address.

Administrative Philosophy

Davis College follows a “servant leader” approach where Davis College leadership elevates the core missions, units, students, faculty, and staff. Consistent with our core values, Davis College leadership values the people of our college, university, and community while committing to excellence and fostering discovery. Leadership’s aim is to facilitate the success of those served and to create an environment that respects diverse opinions, promotes good ideas, and secures and stewards necessary resources. The aim is to

“flatten” the administrative structure and empower decision-makers to innovate and lead while ensuring that all activities are geared towards achieving strategic goals.

The Davis College Comprehensive Campaign Davis College has embarked on a comprehensive campaign to propel the college into the next 100 years. Because the campaign will span the time considered in this strategic plan and because the campaign is key to meeting Davis College’s strategic goals, the core elements and initiatives are presented here.

Mission: Equipping the Next Generation

The Pursuit of Prime Campaign is dedicated to shaping the future of agriculture, natural resources, and landscapes. We prepare the next generation of leaders to address major challenges and create a brighter future with investments in advanced facilities, innovative research, and experiential, hands-on learning. Rooted in Texas Tech’s spirit of resilience and excellence, our commitment extends beyond the classroom to improve our communities and inspire prosperity for generations.

Vision: Endless Horizons and Endless Opportunity

The Pursuit of Prime Campaign positions Davis College as a global leader in agriculture, landscapes, and natural resources innovation. Davis College will be a hub for groundbreaking research and transformative education, paving the way for a healthier, more resilient, and sustainable future for West Texas and beyond. With relentless ambition and fearless vision, we aim to inspire progress for generations to come.

Davis College Building: A Hub of Excellence The new central building will be a “Hub of Excellence” in teaching and learning, research, and outreach for Davis College. The building will address our core mission and values to support student success, excellence in research, and provide a venue to promote outreach and community engagement across the entire college leading us to a “Prime” college of agriculture in the United States.

Common Space and Open Access

The Hub will be at a key cross-roads on the campus. The space will be open, inviting, and educational. We aim to make the Hub a “destination” on campus with a “Raider Red Café” serving coffee, meals, and fellowship. The common areas will be educational focusing on “All Things West Texas” featuring information, products, art, and technologically interactive displays. We desire indoor-outdoor spaces for students, faculty, and staff to interact with each other as well as outdoor living-laboratories for people to learn and interact with research. The building will be open to all and we want the building to be attractive and inviting so that it is fully utilized by our campus and wider community.

Student Success

Our student success and teaching spaces will be state-of-the-art, immersive experiences that promote student engagement and learning. Technology will be deployed that maximizes faculty expertise in delivering both face-to-face as well as remote instruction.

Students from across the university, not just our college, will have opportunities to understand the value of agriculture, resources, and landscapes and how those impact their lives.

Our teaching and learning facilities are aimed at preparing students to be lifelong learners, critical thinkers, and communicators that are immediately prepared to impact their communities and industries. The facilities will be aimed at promoting collaboration and socialization through a welcoming environment. Classrooms will serve students enrolled in Davis College but also “RaiderReady” teaching and learning space for students from several majors and disciplines.

The Hub will house the Bill Bennett Student Success Center, which allows students to access resources, advising, and career planning that is designed to maximize student potential and guide students along their educational journey. As a part of this, the Hub will have temporary office and meeting space that can be utilized by industry to meet and recruit students, conduct interviews, and interact with faculty and classes to enhance the student experience.

Excellence in Research

Laboratory space is premium space. The Hub will house shared laboratory (or “core”) space that can be shared across faculty and student researchers that contain base equipment, bench and analysis space, and storage. Researchers will have access to key equipment so that common research instrumentation is not duplicated and we are stewarding resources and maximizing productivity. Centralized reservation systems will allow space utilization to be maximized while ensuring a steady, timely flow of research.

A critical component within the Hub will be collaborative research/meeting space. A core strategy of Davis College is to create cross-disciplinary research aimed at solving grand challenges that require the expertise of multiple scientists. Providing common space allows researchers to gather, share ideas, and develop the network of expertise to accomplish this goal. These spaces need to be technologically rich to allow sharing data, analysis, visualizations, and presentations. These multi-purpose spaces can be centrally reserved and used for seminars and other meetings but also double as student study spaces when not in use.

Engaging Community

The Hub will be a focal point for community engagement and outreach. We endeavor to engage industry leaders through our Student Success plan. But a key feature of the Hub will be a location to host outreach events, workshops, conferences, and other modes of engaging our stakeholders and communities. A large meeting room will allow us to host large events that provide direct engagement, but this facility will be technologically capable of hosting large virtual events as well. This is a showpiece for Davis College and Texas Tech and should reflect our vision of “Prime”.

Related to student success, the Hub will also be capable of hosting industry collaborators for interaction with students, but also engagement of industry through research and outreach projects and programs. To be fully integrated in our missions and strategic priorities, we need the interaction of external partners in spaces that are multi-functional and inviting to attract the best and brightest from industry to campus.

Administration

Consistent with our shared values of community, responsibility, and openness, the building will house the Dean’s office and staff, Finance and Administration, and Institutional Development. We want a facility where all stakeholders feel welcome and have open access to their leadership.