_On-Call_Architectural_and_Landscape_Architectural_Services__On-Ca.pdf

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

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

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).

Company Name Signature of person authorized to sign

Address Printed name and title

City, State, ZIP Contact email address

Unique Entity ID (SAM #) ROC #(s)

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 ___ 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:___________________________________________

Contact Phone Number (Office) Contact Phone Number (Mobile) https://appstate.az.gov/ mackenzie Typewritten Text Colwell Shelor Landscape Architecture mackenzie Typewritten Text 4450 N. 12th Street Suite 104 mackenzie Typewritten Text Phoenix, AZ 85014 mackenzie Typewritten Text 602-633-2195 mackenzie Typewritten Text 26-3842867 mackenzie Typewritten Text Allison Colwell mackenzie Typewritten Text acolwell@colwellshelor.com mackenzie Typewritten Text 480-980-3225 mackenzie Typewritten Text N/A mackenzie Typewritten Text N/A mackenzie Typewritten Text 26-3842867 mackenzie Typewritten Text mackenzie Typewritten Text X

Attachment 2-A Offeror Information Questionnaire

1.

COLWELL SHELOR is a collaborative landscape architecture and urban design practice founded in 2009 and is based in Phoenix, Arizona. Principals Allison Colwell and Michele Shelor have collaborated with a wide range of other disciplines on some of the most imaginative and technically challenging projects in the west. The projects have ranged from large civic complexes, transportation projects, academic, State/civic plazas and masterplans to on-call restorative and repair oriented projects. Although our portfolio highlights incredibly complex projects, we are also well-equipped to deliver on-call projects, no matter the size. As both landscape architect and architect, Allison

Colwell, FASLA, LEED AP has the technical expertise to deliver projects that are well-thought out, well-detailed, on time and on budget. The firm’s work demonstrates a passionate commitment to environmentally responsible design by promoting strategies such as rainwater harvesting, increasing infiltration, reducing the heat island effect, and employing innovative energy-reducing technology into every project. We have completed projects for Town of Gilbert such as the Vaughn Avenue Street

Improvements and Heritage District Hearn Avenue Plaza, and City of Mesa’s City

Center, each requiring assessment of existing conditions, managing costs through preparation of design options, and comparison, accurately preparing detailed

Construction Documents and thorough Construction Administration. For our projects with Consor on the Hualapai Tribal Lands, we are currently completing a Recreation

Park, Tribal Administration Building and Veteran’s Memorial on extremely tight schedules. We are in Design Development phase of an on-call project at Bateman Hall for Arizona State University. We currently completed a small patio project at an existing loading dock at Park Central in Phoenix and are working on numerous JP Morgan

Chase Bank properties throughout the western United States.

Project Key Personnel Best Practices & Lessons Learned

Arizona Department of

Administration 1600 Block, $5M, Ongoing

Allison Colwell, FASLA LEED AP, Principal Landscape Architect &

Designer

Ana Lucia Montemayor, ASLA, Project Manager

The design of the project was influenced and derived from the design of the Arizona Flag and

Arizona’s 5-C’s. Best practices and lessons learned included:

• Managing stormwater between two buildings through passive bioswales

• Mitigating climate to take advantage of the shade network of both buildings and providing shade for staff.

• Deterring homeless people and skateboarders in a way that felt natural and not hostile.

• Safety at night

• Budget Management – Despite cost estimates being prepared at each phase, and developing a well-defined project scope and timeline, the project is on hold awaiting further funding. Page turn workshops between the contractor, Owner’s Representative, Architect, Landscape Architect and other consultants were held at each phase to manage costs relative to design.

Arizona State University

Orange Mall Green

Infrastructure, $2.46M, 2018

Allison Colwell, FASLA LEED AP, Principal Landscape Architect &

Designer

Nathaniel Kirby, ASLA, Project

Manager

The Orange Mall Green Infrastructure project transformed a portion of an asphalt paved vehicular roadway into a shady, pedestrian mall in the heart of Arizona State University. The design managed a 40 acre watershed on-site and served as an immersive interactive learning laboratory for the University. Best practices and lessons learned include:

• Acting as Prime Consultant and managing multiple University Stakeholders

• Designing the hardscape with various etching densities so that over time, as portions of concrete are removed and replaced due to utility replacement, the concrete paving would still look finished and aesthetically pleasing.

• Bioswale safety. We designed the bioswale steps with detectable warning strips so they could be accessed by students but also would be safe for pedestrians.

• Flexibility was key, so that social gathering areas could be used for daily activities and also larger concerts and events.

• More potholing of existing ductbanks and underground utilities would have been helpful and informative, as additional uncharted infrastructure was revealed during construction that caused redesign of water channels.

Liberty Wildlife, Unknown

Cost, 2016

Michele Shelor, FASLA, Principal

Landscape Architect & Co-Designer

Allison Colwell, FASLA, Co-

Designer

Liberty Wildlife is a former brownfield site now comprised of upper Sonoran Desert, riparian, and wetland biomes adjacent to the LEED Platinum facility. Best practices and lessons learned include:

• Management of stormwater through a series of bioswales to and two 28,000 gallon rainwater harvesting cisterns that capture approximately 90,000 gallons of rainwater annually for irrigation at the front of the building.

• Irrigation and Rainwater Harvesting Engineering was key to the project

• Careful selection of indigenous plantings located in the appropriate microclimates.

• Blearly understanding the various microclimates to that much of the planting could survive without regular irrigation.

• Because it was a brownfield site, we had to test the soil and add amendments so that indigenous planting would survive.

Mesa City Center, $6.3M, Allison Colwell, FASLA LEED AP, Principal Landscape Landscape

Architect & Co-Designer

Michele Shelor, FASLA, Design

Lead

Nathaniel Kirby, ASLA, Project

Manager

The Plaza @ Mesa City Center was the initial step in the design and development of a world-class public destination where both locals and tourists will want to return again and again, capturing and enhancing the urbanizing impetus of Mesa’s downtown core. Best practices and lessons learned include:

• Iconic and flexible open space

• Designing/Engineering a seasonal ice rink in Arizona

• Actively establishing and strengthening connectivity between neighborhoods, downtown businesses, cultural and art centers

• Existing Utilities were a key component to be understood. We worked with the civil engineers to maximize on-site retention to supplement irrigation, and to make sure the utilities were out of the tree planters.

• Flood irrigation was to be maintained as part of the project, so thorough coordination of this element was essential as well.

• Managing and coordinating multiple consultants including water feature engineers, ice rink engineers, lighting, electrical, structural and civil.

• Communication between multiple city departments mackenzie Typewritten Text Attachment 2-A: Offeror Information & Questionaire mackenzie mackenzie Typewritten Text

Sedona Firestation, $500K, Michele Shelor, FASLA, Principal

Landscape Architect and Co-

Designer

Allison Colwell, FASLA LEED AP, Co-Designer

The Sedona Fire Station No. 6 serves the Chapel / Bell Rock area of Sedona. The facility includes a fire station, fire administration offices, public entry/reception area, a media-ready community meeting/training/conference room, exercise/weight room, sleeping quarters, exterior training areas, wash bays and sustainable landscape. Best practices and lessons learned include:

• The landscape design consists of native plants to the Sedona area that would require almost no maintenance and survive on very little irrigation.

• A small gathering area in front of the station provides an outdoor space for the 911

Memorial. Engagement was key.

• The water from the roof is directed to a rock basin via rain chain to reduce erosion.

• Working with & coordinating with multiple partnering municipal agencies, design consultants

& internal team members.

Maricopa County Courthouse

Plaza, $23.2M, Ongoing

Allison Colwell, FASLA LEED AP, Principal Landscape Architect

Ana Lucia Montemayor, ASLA, Designer

The Maricopa County Courthouse Plaza is a fully over structure plaza to be constructed over the parking garage, one that would both be inviting and deter homeless persons, one that would soothe visitors going to court, and provide a clear connection between all of the courts.

Key best practices and lessons learned include:

• Lightrail integration and coordination between two designs with different scales

• Clear open wayfinding to all the courts

• Intensive thought and detailing of the over structure planters and waterproofing

• Consideration of heat island effect and challenges it presents on the plantings during drought.

• Heavy consideration into design and construction phasing so that the courthouse entrances can remain open during construction

• Collaborative work with structural engineer to determine opportunities within the existing structure that could accommodate over-structure planters.

• Skateboard and homeless deterrents in an effective way that did not appear hostile.

• Safety

Gilbert Hearne Plaza +

Vauhan Streetscape, $15M, Allison Colwell, FASLA LEED AP, Principal Landscape Architect & Co-

Designer

Michele Shelor, FASLA, Co-

Designer

Nathaniel Kirby, ASLA, Project

Manager

The plaza and streetscape project provide a much needed flexible event space to hold street fairs and concerts for special events. Right of Way sidewalk and landscape improvements were incorporated for a two-block section of Vaughan Avenue and two-block section of North

Gilbert Road to accommodate upwards of 6,000 people in a small area. Best practices and lessons learned include:

• Focusing on providing a safe pedestrian walkway across Gilbert Road to Hearne Plaza, increasing lengths of vehicular turning lanes and making the right-of-way a stronger pedestrian and bike-oriented street environment.

• Implementing Complete Streets strategies such as enhanced, widened sidewalks with decorative paving, shared bike lanes and bike parking, increased safety, enhanced planting, fixed and moveable seating and pedestrian lighting.

• Stakeholder engagement and making the design reminiscent of the Town’s agricultural heritage

• Increasing shade to mitigate climate

• Universal accessibility for all ages and abilities. Utility and infrastructure challenges on existing street & infill project

• Designing outdoor public spaces in a dense urban environment

Cloud Song: Scottsdale

Community College's

Business School and

Indigenous Cultural Center, $13M, 2018

Michele Shelor, FASLA, Prinicpal

Landscape Architect & Co-Designer

Allison Colwell, FASLA, Co-

Designer

Cloud Song Center, located on the Scottsdale Community College Campus, houses a business school, an Indigenous Scholars Institute, a community center and facilities scheduling services. Best practices and lessons learned include:

• The importance of community engagement with very diverse groups, the Salt Rive Pima-

Maricopa Indian Community and the College’s Business School. This involved listening and learning about the Tribe’s traditional knowledge and working to integrate cultural values into design such as a smudge pit, keeping views open to the sacred mountains and rainwater capture while maintaining a more corporate aesthetic for the Business School.

• Passive stormwater retention

• Habitat Research and restoration involved observing wildlife and pollinators at the sidre

• Working w/ & coordinating w/ multiple agencies, land owners, design consultants & internal team members required organized and efficient record keeping.

Project Key Personnel Best Practices & Lessons Learned mackenzie

Attachment 2-A: Offeror Information & Questionaire

3. Provide key personnel by the name, title and directly responsible person who will be engaged in the work.

Allison Colwell, FASLA LEED AP, Principal

Role: Principal In Charge Allison Colwell is a founding partner of COLWELL SHELOR, and together with her design partner, is responsible for shaping the firm as a leader in design excellence and sustainability. She has led or played a primary role in the firm’s work on high quality corporate, educational, civic and cultural projects such as ASM America Headquarters, Park Central Development, ASU Orange Mall Green Infrastructure, the ASU Media and Immersive eXperience (MIX) Center and the Palm Desert Library. As both an architect and landscape architect, she is technically experienced for repair, renovation, specialty and JOC work. Allison will be the person responsible for overall communication and design direction and will lead the firm through all phases of design, including JOC management. She will be highly involved in all phases of the project.

Michele Shelor, ASLA, Principal Role: Design Lead Michele Shelor is a founding partner of COLWELL SHELOR, and together with her design partner, is responsible for shaping the firm as a leader in design excellence and sustainability. Her work is diverse, encompassing urban plazas, cultural and educational facilities, over-structure gardens and urban gardens. Michele has led the design of many of Colwell Shelor’s signature projects, including Helios Educational Foundation Campus, Scottsdale’s Museum of the West, Atlas Museum and the University of Arizona’s Environmental + Natural Resource Building II. She will be co-responsible for design and provide quality control of the documents.

Note the following personnel will be selected depending on the particular project needs:

Nathaniel Kirby, ASLA Role: Project Manager An Arizona native, Nathaniel Kirby is inspired by design which seamlessly integrates the complex cultural values of a region with the natural systems influencing it. Nathaniel has managed the firm’s most complex projects to date. As both a project manager and designer, he has both strong organizational and leadership skills, creating landscapes that interweave sustainability, regional materials, and native plants.

Victor Soudani, ASLA Role: Project Manager, Construction Administration Victor has led many of the office’s most complex projects during his tenure at Colwell Shelor. His role as project manager on COLWELL SHELOR’S luxury multi-family and resort work, including Enchantment Resort have required a well-organized, enthusiastic design partner and a careful listener - these are all areas in which he excels. With over 20 years of experience in construction, Victor brings a unique eye to the design process. Not just a project manager and designer, Victor’s experience makes him uniquely qualified to work through all phases of a project, and in particular, Construction Administration.

Solicitation No. BPM006827 Description:

ON-CALL ARCHITECTURAL AND

LANDSCAPE ARCHITECTURAL SERVICES

Arizona Department of Administration

General Services Division

Available online at: appstate.az.gov Page 5 of 17

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 Year Established

Principal Address (Street, City, State)

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

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

CONTRACT REPRESENTATIVES TO CONTACT

Name Title Telephone Number E-Mail Address

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

1 Client Company/Address Contact Begin Date End Date

Phone Number Email Address

Services Provided Similar to Those Described in Solicitation

2 Client Company/Address Contact Begin Date End Date

3 Client Company/Address Contact Begin Date End Date https://appstate.az.gov/

Typewritten Text Colwell Shelor Landscape Architecture mackenzie Typewritten Text mackenzie Typewritten Text 4450 N. 12th Street Suite 104, Phoenix AZ 85014 mackenzie Typewritten Text mackenzie Typewritten Text Allison Colwell mackenzie Typewritten Text Principal In Charge mackenzie Typewritten Text (602)-633-2195 mackenzie Typewritten Text acolwell@colwellshelor.com mackenzie Typewritten Text Michele Shelor mackenzie Typewritten Text Design Lead mackenzie Typewritten Text (602)-633-2195 mackenzie Typewritten Text mshelor@colwellshelor.com mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text ADOA - State of Arizona 1400 W. Washington St Suite B200 Phoenix, AZ 85007 mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text Britt Olachea mackenzie Typewritten Text Ongoing mackenzie Typewritten Text 602-552-3355 mackenzie Typewritten Text Britt.olachea@azdoa.gov mackenzie Typewritten Text Landscape Architecture; SD, DD, & CD (Project on hold) mackenzie Typewritten Text Arizona State University 400 E. Orange Street Tempe, AZ 85287 mackenzie Typewritten Text mackenzie Typewritten Text Norman Yatabe mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text 480-727-3746 mackenzie Typewritten Text Norman.yatabe@asu.edu mackenzie Typewritten Text mackenzie Typewritten Text Landscape Architecture; SD, DD, CD & CA mackenzie Typewritten Text City of Mesa PO Box 1466 Mesa, AZ 85211 mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text Jeffrey McVay mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text 480-644-5379 mackenzie Typewritten Text Jeff.mcvay@mesaaz.gov mackenzie Typewritten Text mackenzie Typewritten Text Landscape Architecture; Masterplanning, SD, DD, CD & CA mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text

STATE OF

ARIZONA

DEPT OF

ADMINISTRATION

COLWELL SHELOR

Allison Colwell, RLA, RA, LEED AP AZ # 47594 Landscape Architect AZ #40170 Architect 16 years w/ firm

Michele Shelor, RLA

AZ # 48881

16 years w/ firm

COLWELL SHELOR

Nathaniel Kirby, ASLA Project Manager / 8years w/ firm

Victor Sodani Project Manager / 8 years w/ firm

Ana Lucia Montemayor, ASLA Ren Andres, ASLA Fernanda Sandoval, ASLA Tania Robles Mackenzie Colwell

LANDSCAPE

ARCHITECT /

PRINCIPALS

STAFF /

MANAGEMENT

STAFF /

TECHNICAL SUPPORT

C O

R E

D E

S

IG

N T

E A

M

IRRIGATION

ENGINEERING

Coleman Design Group Boyd Coleman

CIVIL ENGINEETING

DIBBLE

SUBCONSULTANTS

Attachment 3-A 1a) Organizational Chart mackenzie Typewritten Text

Attachment 3-A Method Proposal

1b) WORKLOAD AND AVAILABILITY:

Allison Colwell, FASLA LEED AP, Principal

Role in this contract: Principal in Charge, Co-Designer

The chart below indicates current projects Allison is involved with. A majority of them are currently under construction where her involvement is more limited. She is available for at least 50% involvement and will be highly involved in any on-call projects

Downtown Glendale

Revitalization Project /

Murphy Park

Hardscape and Landscape around

City Hall (under construction)

3% Review and assistance to team only

Sprouts Headquarters Landscape and Hardscape

(completed CD phase, will be complete in 2027)

3% Review and assistance to team only

ASM America

Headquarters

Landscape and Hardscape

(completed CD phase, will be complete in 2027)

3% Review and assistance to team only

Hualapai Sports Complex Landscape and Hardscape

(completed CD phase, will be complete in 2026)

2% Review and assistance to team only

Hualapai Veterans

Monument

Landscape and Hardscape

(completed CD phase, will be complete in 2026)

2% Review and assistance to team only

Palm Desert Library Hardscape and Landscape of Library outdoor space and parking lot

(starting schematic design phase)

15% initially

Tumbleweed Park Landscape Design only, no hardscape (in Design Development)

10%

ASU Student Union Hardscape and Landscape Design for new Student Union at the ASU

Polytechnic Campus (Schematic

Design starts in April)

25% initially

Michele Shelor, ASLA, Principal

Role in in this project: Design Lead

The chart below indicates current projects Michele is involved with. A majority of them are currently under construction where her involvement is more limited. She is available for at least 40% involvement and will be highly involved in any on-call projects

Pioneer Center for the

Performing Arts

Masterplan will be complete in April

2025; then fundraising, no date set for continuance

15% now Project phase will soon be complete

Miraval Arizona Resort &

Spa Master Plan

Masterplan will be completed end of

March 2025

10% Will be complete at end of March

Granite Dells Park Landscape and Hardscape for

Community Park in Payson, AZ

(under construction

3% Review and assistance to team only

Moraga Residence Under Construction, will be complete this summer

2% Review and assistance to team only

Western New Mexico Early

Childhood Education

Center

Landscape and Hardscape of playground (in CD phase)

20% Will lessen to

10% in April

Desert Caballeros Western

Museum

Hardscape and Landscape Design of new museum in Wickenburg, AZ

(100% CD’s submitted)

15% Will soon lessen to less than 10%

Nathaniel Kirby, ASLA

Potential Role in this project: Project Manager

Nathaniel also has several projects in Construction and will be available up to 40% in April.

Downtown Glendale

Revitalization Project /

Murphy Park

Hardscape and landscape, currently under construction

10%

Miraval Arizona Resort &

Spa Master Plan

Masterplan, currently very involved, but this will be ending at end of

March

25% Soon will be 0% involved

University and Rural

Multi-Family

Hardscape and landscape his role is to train a colleague in Project

Management

15% Review and assistance to team only

Moraga Residence Under Construction, will be complete this summer

5 % Will soon be off his list

Western New Mexico

Early Childhood Education

Center

20% Construction

Documentation

Victor Soudani, ASLA

Potential Role in this project: Project Manager, Construction Manager Victor also has several projects in Construction and will be available up to 40% in April.

Sprouts Headquarters Landscape and Hardscape

(completed CD phase, will be complete in 2027)

25% Soon will be

20% max involved

ASM America

Headquarters

Landscape and Hardscape

(completed CD phase, will be complete in 2027)

25% Soon will be

20% max involved

Desert Caballeros

Western Museum

Hardscape and Landscape Design of new museum in Wickenburg, AZ

(100% CD’s submitted)

15% Will soon lessen to less than 10%

Hualapai Veterans

Monument

Landscape and Hardscape

(completed CD phase, will be complete in 2026)

10% Coordinating names of veterans

2. Project Deliverables:

Colwell Shelor (CSLA) starts every project first by clearly understanding the WHY of the project, what are the projects goals and objectives. Who are our stakeholders? We understand that performance is typically measured in terms of delivering a project on time, under budget, with the full scope, and meeting/exceeding expectations.

In order to determine the project deliverables, CSLA will perform the following steps:

• Learn who the primary and secondary stakeholders are.

• work with the Stakeholders to thoroughly understand the issues, goals and objectives.

• Develop a clear scope.

• Prepare a work plan to identify the scope and translate that into tasks and major deliverables.

We believe the deliverables should be clearly defined and agreed upon by all the stakeholders in order to meet expectations and goals. Our work plan outlines all major steps in the project as well as the hours and time constraints associated with them.

• Facilitating a workshop with stakeholders has been an extremely effective way to define the deliverables and make sure everyone is aligned.

• Discuss/assess if all the deliverables and associated tasks fall within the scope and budget of the project. This often requires frank discussions.

CSLA uses a tiered approach to managing on-call projects of various sizes and complexities. Regardless of size or complexity of a project, we will need to do the following for every project:

• Clearly define the scope, goals, and deliverables as outlined above.

• Clearly understand the budget constraints.

• Develop a clear work plan with timelines.

• Have clear and effective communication, particularly related to preferred protocols to address issues.

• Understand and pre-plan for potential challenges to minimize potential impacts.

For smaller, simpler projects, we will:

• Allocate the right project manager for the project, usually an experienced colleague who can work independently as the support team will be smaller.

• Utilize basic task and deliverable lists customized for this project.

• Prioritize tasks and projects to meet requested timelines.

• Stay flexible! We understand that priorities can change.

For more complex projects, we will need a more formal project management approach that will:

• Allocate a more experienced project manager who is the right fit for the project.

• Assign additional team members as required, with special emphasis on those who have worked well together on a similar project.

• Create a more detailed work plan.

• Assess potential challenges and risks more robustly.

• Clear, structured communication plan.

• Built-in flexibility so we can address unforeseen issues promptly as they arise.

3. Job Order Contracting

CSLA is familiar with Job Order Contracting (JOC) and has completed projects with the Town of Gilbert and City of Mesa with this method. We appreciate how this Contract Method has potential to streamline the process, reduce costs and lead to faster completion times. We also appreciate how this method allows for more efficient and effective communication between parties as the needs and expectations of the owner become well understood. CSLA has the technical capability for a streamlined JOC process that focuses on maintenance, repairs and renovations.

We can support the ADOA project manager with defining quantities and units of measure by:

• Act as liaison and manage communication, point of contact, ensure work completed to required standards within budget

• Facilitate joint scope meetings to discuss the project requirements, identify potential issues, and ensure everyone is on the same page.

• Ensure accurate documentation in QAQC process.

• Review contractor proposals and deliverables to make sure they meet project’s design intent, regulatory standards, etc.

• Cost management – help you manage costs by reviewing cost estimates (or providing them), identify potential cost saving measures based on unit costs.

• Verify the scope of work for each job order is clearly defined and understood by all parties involved

• Verify tasks and drawings are detailed and accurate; clarify ambiguities and document changes/compare with budget.

• Verify/compare unit measurements are correct.

• Verify accurate pricing based on unit costs for material and labor.

4. Schedule

CSLA understands how to work effectively under tight time constraints while producing complex and thoughtful design work. The planning and design may be highly fluid, yet the schedules are often ruthlessly rigid. Time, money, and quality are of the essence. Our design team has utilized the following methods to successfully maintain schedule control for similar projects:

• Critical Path Management Schedule: Work in collaboration with the Owner to develop a CPM schedule that guides the timeline for schematic design, design documents & construction phases. Updated CPM schedules will be provided at regular intervals including updates as necessary.

• Regular OAC Meetings: Our team would propose to schedule regular standing team meetings with ADOA for design progress reviews and project management coordination.

• Timely Stakeholder Engagement: Establish a comprehensive list of key stakeholder groups and develop a clear strategy on when stakeholders should be engaged.

• Timely Design Reviews & Feedback: To meet schedule goals, it will be essential to develop a clear design review and approval process at each milestone. Timely design feedback & approvals supports an efficient process.

• Regulatory Approvals: Regulatory and permit approvals are a critical schedule element. The design team will develop a full list of approvals needed and integrate them into the CPM schedule.

5. Turn Around Time

CSLA has the staff and availability to meet typical timelines for design requests, changes, RFI’s, submittals and other situations We have been working on several projects that have tight schedules and are used to being nimble and flexible. Central to this is making sure the question being asked is clear to avoid multiple iterations and keeping clear records.

• Design changes can usually be immediately which would lead to a typical turnaround time of 1-2 days. For more complex issues that need discussion and coordination with additional sub-consultants, it may take 3 or more days; however, we make every effort to revise within the week.

Schedule can be impacted if the design changes are not within the budget and will require extra approvals.

• We understand that delays in RFI responses can lead to project delays and increased costs. Generally, a one week turnaround time for RFI’s is standard, unless it is a more complex issue that will require additional input and feedback. In this case, 10 days is standard. Should a response be marked as high priority, we have the flexibility to make it a higher priority for these more urgent requests.

• We make a clear effort to return submittals within 3-5 days. We try not to reject submittal outright and find that we can usually “review as noted” to provide direction and keep the submittal moving through the process. We always ask, if it is not provided, if the submittal is critical to the schedule.

• Additional strategies listed in question 6.

6. Quality Control Process

Design and document quality begins with the initial concept and is carried through final design by the careful implementation of sound management principles complemented by good detailing. Key elements of our QA/QC plan include both specific procedures and our long-term business philosophy:

• Team Continuity: Colwell Shelor attracts talented people and holds on to them. Our team has worked together for many years, which in turn helps to train and develop younger designers and landscape architects. We also all work together in this office. We have an open atmosphere, so that the principals, designated project manager and all staff are able to work on and contribute to at least some elements of almost every project. We know how to collaborate effectively to get the job done right.

• Benchmark Reviews: Our team will work with key stakeholders to provide benchmark reviews and page-turn sessions at each stage of the project and track comments to ensure they are fully addressed.

• Specifications & Construction Documents: Design documents and specifications are reviewed thoroughly to align with the ADOA policies and guidelines.

• Structured Document Review: The principal landscape architect and project manager perform a systematic review of each submittal, including landscape architecture and all sub-consultant drawings, prior to submission to the client and issuance for bid. The goal is to reduce conflicts and coordination issues during construction. We plan to use the State Checklists for each phase of design as a jumping off point.

• Construction Follow Through: Our key design personnel maintain involvement throughout the construction process. During design, we actively consider construction feasibility and potential challenges to avoid issues on site.

• Quality Control Testing: Our specifications outline all key Quality Control testing as well as required mock-ups, shop drawings, and technical submittals to ensure a quality project is completed.

• Regular coordination meetings both internally with the A-E team and with the Project Team and Client to discuss, resolve and coordinate design issues as they arise. We take detailed meeting minutes, including pdf mark-ups using Bluebeam or Adobe that helps to record graphically areas of the design that need to be addressed or what has been resolved. We have found this an especially key component of effective project management and communication.

• We use BIM 360 or other cloud based systems to collaborate and share documents so all disciplines have access to the latest drawings and documents. We will clearly communicate prior to the start of the project standardized drawing formats and naming conventions, customized to the requirements set forth by ADOA Standards and requirements.

• CSLA has a Quality Assurance Plan that is followed for every project and regularly updated as the firm continues to grow and improve from lessons learned. This plan includes establishing clear project goals, scope and success criteria during the project planning and scoping phase, a design review process that includes both internal design reviews to cross-check the drawings against the design criteria, specifications, codes and standards, and peer reviews at 90% CD, detailed Construction Drawings, and regular site visits to confirm the conformity of the construction with the drawings.

7. Procure Project Management

CSLA has extensive experience using Procore during the construction phase of projects. This has been a great tool to facilitate collaboration with the contractors and the entire design team. For our Hualapai projects with Consor, we have found this a very powerful tool in collaboration between all the team members, especially as there are dozens of team members. We plan to, at a minimum:

• upload and view drawings and specifications via Procore.

• upload drawing revisions – this way we know everyone has the latest.

• manage submittals.

• respond to RFI’s – the software allows us to respond quickly to RFI’s concurrently.

• In the past, we have also used this software to record and share meeting minutes. We prefer taking meeting minutes right on the drawings as a supplement to any written notes and have found that these are more easily interpreted and understood by the team than solely written notes.

• Upload punchlists

8. Dimensions

CSLA performs detailed dimensioning on all Construction Documents, and takes pride in a well-organized, well thought out dimension plan. Our plans are not messy and cluttered. We understand that

Contractors rely on our accurate dimension plans to build from, and that incorrectly scaled and dimensioned plans cause confusion in the field and lead to RFI’s.

• As landscape architects, we relate both the architecture and the civil plans. We always orient and align our drawings with the civil engineer’s base and point of origin, and almost always use the same scale as they do.

• However, we dimension our drawings in the manner of architects, and our background in architecture has provided us with the knowledge to provide clear dimensioned drawings. We always dimension to known points, such as building column center lines or existing walls on site if there are any. We also call out the most important alignment dimensions and differentiate between what must be “held” and what can be “+/--“ (open).

• We enlarge particular portions of the design when more detail is needed.

• Larger project such as parks have smaller scale so the overall sheet makes sense, and then the enlarged plans will be dimensioned in larger scales. As Landscape Architects, we dimension to the nearest 1”, unless it is a project requiring a higher precision.

• In presentation drawings and earlier stages of design, we feel we have more flexibility and typically use scale that are visually appealing and easy to understand.

• Reviewing dimension plans is a key part of our QAQC process.

9. Design Drawing Clarity

CSLA often uses images or pictures with notes to more clearly communicate intent. We have received feedback from contractors that have said they appreciate the added imagery within our construction documents for clarity.

10. Example Response

The example of the State’s response to a design drawing is typical and our firm regularly provides responses in this manner. We have found this is much more effective than a lengthy written list of clarifications.

Solicitation No. BPM006827 Description:

ON-CALL ARCHITECTURAL AND

LANDSCAPE ARCHITECTURAL SERVICES

Arizona Department of Administration

General Services Division

Available online at: appstate.az.gov Page 8 of 17

ATTACHMENT 3-B: KEY PERSONNEL PROPOSAL

OFFEROR NAME: Colwell Shelor Landscape Architecture 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.

Employee Name

Current Information

Position Currently Held in Firm: Principal

Years With Firm: 16 Years in Current Position: 16

Role Under this Contract: Principal In Charge, Co-Designer

Years’ Experience in Role Under This Contract: 16

Hours per Week of Employee’s Time Dedicated to This Contract: 20

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.

Not exclusive, dedicated up to 50%

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

Allison will be the person responsible for overall communication and design direction and will lead the firm through all phases of design. She will be highly involved in all phases of the project.

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

Allison has over 30 years of experience in both architecture and landscape architecture, and while focused on the services of landscape architecture has experience in assessing existing conditions, site analysis, developing the work plan, leading stakeholder engagement, leading the personnel in the firm throughout the process, and providing direction and QAQC of the documents. She will also be available during Construction Administration.

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

BARCH Architecture, Fellow of American Society of Landscape Architects, LEED Accredited Professional and proven training and experience in leading a project from start to finish.

Typewritten Text Allison Colwell, FASLA LEED AP mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text

Position Currently Held in Firm: Principal

Years With Firm: 16 Years in Current Position: 16

Role Under this Contract: Design Lead

Years’ Experience in Role Under This Contract: 23

Contract: 20

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.

Not exclusive, dedicated up to 40%

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

Michele will be the person responsible for assessment of existing conditions, providing design direction and providing quality control of the documents. She will be responsible during Construction Administration to ensure the quality of the work is aligned with the Construction Documents and will be the resource for regulatory compliance. She will be involved in all phases of the project.

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

Michele has over 23 years of experience in landscape architecture of all sizes, both large and small. Michele has led the design of many of Colwell Shelor’s signature projects, including Scottsdale’s Museum of the West, Enchantment Resort and Sedona Firestation. She is very knowledgeable in unique construction detailing List the key personnel’s job-related training and education.

Bachelor of Science in Landscape Architecture and Bachelor of Arts History/Political Science. She has worked for engineering firms and landscape architecture firms.

Michele Shelor, FASLA mackenzie Typewritten Text mackenzie Typewritten Text

Position Currently Held in Firm: Project Manager

Years With Firm: 9 Years in Current Position: 6

Role Under this Contract: Project Manager

Years’ Experience in Role Under This Contract: 6

Contract: 25

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.

Not exclusive, dedicated up to 40%

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

Depending on project fit, Nathanial will be the person responsible for managing the project from conception until closeout.

He will keep track of all day to day client communication, taking part in all Stakeholder engagement activities to help define project scope, coordination of any sub consultants, and making sure we are keeping to budget and timeline. He will review estimates and make comments and oversee review of submittals and RFI’s during construction.

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

Nathaniel has 10 years of experience in landscape architecture. He started at the firm with just one year of experience and has developed into a meticulously organized individual who can effectively manage projects of all sizes, both large and small.

He has experience on residential projects requiring more finesse in owner relations, and experience with all phases of projects including Master Planning, Concept Design through Construction Administration. He is an experienced problem solver.

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

Bachelor of Science in Landscape Architecture

Nathaniel Kirby, ASLA mackenzie Typewritten Text mackenzie Typewritten Text

Position Currently Held in Firm: Project Manager

Years With Firm: 4 Years in Current Position: 4

Role Under this Contract: Project Manager

Years’ Experience in Role Under This Contract: 4

Contract: 25

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.

Not exclusive, dedicated up to 40%

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

Depending on project fit, Victor will be the person responsible for managing the project from conception until closeout.

He will keep track of all day to day client communication, taking part in all Stakeholder engagement activities to help define project scope, coordination of any sub consultants, and making sure we are keeping to budget and timeline. He will review estimates and make comments and oversee review of submittals and RFI’s during construction.

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

Victor has only 4 years of experience in landscape architecture; however, he has over 20 years in Construction and has quickly become extremely valuable during Construction Administration, and this knowledge has made him a very effective project manager, where he is able to assess risk and challenges and work quickly to resolved them. He is well respected and will be an asset to any project

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

Hands on Construction Experience, Master of Science in Landscape Architecture and Bachelor of Science in Design Studies

Victor Soudani mackenzie Typewritten Text

, ASLA

mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text mackenzie Typewritten Text

COLWELL SHELOR LANDSCAPE ARCHITECTURE

Allison K Colwell FASLA LEED AP Principal

Professional Experience Allison Colwell is a founding partner of COLWELL SHELOR, a collaborative landscape architecture and urban design practice based in Phoenix, Arizona, dedicated to the creation of meaningful, vibrant environments and landscapes that deeply reference the cultural and ecological requisites of site. Ms.

Colwell, together with her design partner, is responsible for shaping Colwell Shelor as a leader in design excellence and sustainability in landscape architecture; her work demonstrates a passionate commitment to environmentally responsible design. With over 30 years of professional experience on projects of varying scale and complexity, she has led the design on many of the most imaginative and technically challenging projects in the state.

Ms. Colwell holds a Bachelor of Architecture from the University of Oregon. She is currently a member of

Girl Scouts Arizona Cactus Pine Council, the American Society of Landscape Architects, and is a LEED

Accredited Professional. She recently served as chair for Scottsdale Public Art. Ms. Colwell is both a registered architect and landscape architect.

Project Experience

Arizona Department of Revenue Plaza + 1600 Block Phoenix, AZ

Sprouts Headquarters Phoenix, AZ

ASM America Headquarters Phoenix, AZ Projected LEED Silver

Hayden Flour Mill Experience, Tempe, AZ

Helios Educational Foundation Campus Phoenix, AZ LEED Certified Gold

Park Central Redevelopment Phoenix, AZ

Harkins Headquarters Scottsdale, AZ

Discount Tire Headquarters Scottsdale, AZ

Scottsdale’s Museum of the West Scottsdale, AZ LEED Certified Gold

Liberty Wildlife Rehabilitation Center Phoenix, AZ LEED Platinum

Scottsdale Community College Business School & Indigenous Cultural Center Scottsdale, AZ

Arizona State University Orange Mall + Student Pavilion Tempe, AZ SUSTAINABLE SITES Gold

Arizona State University Beus Center for Law & Society Phoenix, AZ LEED Certified Gold

University of Arizona ENR II Tucson, AZ LEED Platinum

Glendale Downtown Campus Redevelopment / Murphy Park Glendale, AZ

Maricopa County Courthouse Plaza Phoenix, AZ

University and Rural Tempe, AZ

BIG CATS EXHIBIT, Phoenix Zoo

Atlas Museum Eagle, ID

Desert Caballeros Western Museum Wickenburg, AZ

Scottsdale’s Museum of…