Construction Management Agent/ Owner's Representative ...

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EXHIBIT A THE RFQ

December 3, 2020

Statement of Qualifications for

Construction Management Agent/Owner’s Representative ServicesRFQ NO. 11-21/TW

Submitted to

Duval County Public Schools

Table of Contents

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TABLE OF CONTENTS

To aid with wayfinding and ease in scoring, we have cross-referenced the evaluation criteria with the table of contents.

A LETTER OF INTEREST

• Letter of Interest pg 1

B PROFESSIONAL QUALIFICATIONS SUPPLEMENT (PQS)

Evaluation Criteria: Current Workload (1-5 points); Volume of DCPS Work (1-5 points)

• Professional Qualifications Supplement (PQS) Form (Attachment B)

pg 3

Evaluation Criteria: Past Performance (1-10 points); Experience and Ability (1-25 points); Understanding of the Program and Project Requirements (0-20 points); Approach and Methodology (0-20 points)

• Additional Information B1. Our Past Performance

a. With Duval County Public Schools b. With Other School Districts

i. Profiled PM Contracts with Successful Renewals and Letters of Recommendation

B2. National Certifications & Specialty Qualifications B3. Industry Awards & Recognition B4. Experience & Ability of our Proposed Staff

a. Organizational Chart/Roles & Responsibilities b. Key Personnel Resumes c. Support Staff Resumes

B5. Understanding of Program Requirements B6. Understanding of the Scope of Services

a. Staffing/Responsibility Matrix B7. Approach & Methodology

pg 11 pg 13 pg 13 pg 16 pg 18

pg 35 pg 37 pg 39 pg 40 pg 45 pg 56 pg 65 pg 67 pg 67 pg 71

C PROFESSIONAL REGISTRATION CERTIFICATES

• Professional Registration Certificates − Architecture − Engineering

pg 87 pg 88 pg 89

D CORPORATE CHARTER REGISTRATION

• Florida Corporate Charter pg 91

Construction Management Agent/Owner’s Representative | #11-21/TW D U V A L C O U N T Y P U B L I C S C H O O L S

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E LOCATION

Evaluation Criteria: Location (1-10 points) • Location pg 93

F OFFICE OF ECONOMIC OPPORTUNITY PARTICIPATION

Evaluation Criteria: OEO Participation (0-5 points) • OEO Participation Plan

• Partner Firm Profiles • Executed Forms

− Proposed Schedule of Participation (Attachment G) − Letter of Intent to Perform as an SBE and/or M/WBE

Subcontractor/Proposer (Form 2) & Identification Affidavit (Form 2A) • Construction & Engineering Services Consultants, Inc. • Clayton Company Consultants LLC • PQH Group Design, Inc.

pg 95 pg 100 pg 103 pg 104

pg 106 pg 109 pg 112

G REQUIRED FORMS

• Executed Forms − Required Response Form (Attachment A) − Federal Regulatory Compliance Statement (Attachment H) − Drug Free Workplace Certification − Certification Regarding Debarment, Suspension, and Other

Responsibility Matters − Non-Collusion Affidavit

pg 115 pg 117 pg 118 pg 119 pg 120

pg 121

Letter of Interest A

A. Letter of Interest

B. Professional Qualifications Supplement (PQS)

Professional Qualifications Supplement (PQS)B

Professional Qualifications Supplement B

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B PROFESSIONAL QUALIFICATIONS SUPPLEMENT

PQS FORM An executed copy of the Office of Facilities, Engineering, Design and Construction’s Professional Qualifications Supplement (PQS Form) is provided on the following pages.

ADDITIONAL INFORMATION To further expand on the data provided in the PQS Form, we have included additional detailed information regarding the experience and qualifications of our firm and our proposed staff beginning on page 11. This information includes:

• Our Past Performance • National Certifications & Specialty Qualifications • Industry Awards & Recognition • Experience & Ability of our Proposed Staff • Understanding of Program Requirements • Understanding of the Scope of Services • Approach & Methodology


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ADDITIONAL INFORMATION The information pertaining to the experience and qualifications of our firm and proposed staff outlined below is provided on the following pages. Tabs have been inserted between each section for ease in wayfinding.

B1 OUR PAST PERFORMANCE

a. With Duval County Public Schools b. With Other School Districts

i. Highlighted Project Examples with letters of recommendation

B2 NATIONAL CERTIFICATIONS & SPECIALITY QUALIFICATIONS

B3 INDUSTRY AWARDS & RECOGNITION

B4 EXPERIENCE & ABILITY OF OUR PROPOSED STAFF a. Organizational Chart/Roles & Responsibilities

b. Key Personnel Resumes c. Support Staff Resumes

B5 UNDERSTANDING OR PROGRAM REQUIREMENTS

B6 UNDERSTANDING OF THE SCOPE OF SERVICES a. Staffing/Responsibility Matrix

B7 APPROACH & METHODOLOGY


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B1

OUR PAST PERFORMANCE

B1. Our Past Performance


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B1. OUR PAST PERFORMANCE a. With Duval County Public Schools Facility Condition Assessment & Master Planning

In 2018, Jacobs led a comprehensive facility condition assessment (FCA) for Duval County Public Schools. Our team worked closely with the district to gather valuable historical information on their facilities and building systems prior to beginning the assessment.

We identified deficiencies and captured life cycle data that was entered into the MAPPS™ assessment and capital planning software database. This software has been installed on district servers for ongoing management of their facilities.

Following the FCA, DCPS engaged long-term planning partner Cooperative Strategies to update enrollment projections to guide the district’s comprehensive master facility plan (MFP) and to lead extensive community engagement activities geared toward educating the community about the master plan and to bolster support for the Sales Surtax referendum that received overwhelming support in November 2020.

b.

THE VALUE WE BRING

Long-term Partnership and Institutional Knowledge

Together with our partner Cooperative Strategies, we will leverage our knowledge of the MFP and FCA to hit the ground running with no learning curve to expedite initial projects.


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Community & Student Engagement Activities

Jacobs is passionately engaging and inspiring DCPS students, and students throughout Florida by encouraging them to challenge their personal limits, and to enrich their learning of science, technology, engineering, and math (STEM). We derive our passion from our strong personal and corporate commitment to give back to our local communities. Communities like Jacksonville where we live, work, send our own children to schools, and look for our future employees and thought leaders.

Inspiring the Next Generation of STEM Professionals

SUMMER INTERNSHIP FOR HIGH SCHOOL STUDENTS We’ve coordinated events with DCPS high schools and sponsored a 2019 summer internship for a Robert E. Lee High School student through the AnnieRuth Foundation.

Kelton Maystrick, Aspiring Chemical Engineer, Robert E. Lee High School

“I had the honor of learning from project managers Jaynelle Pemberton and Dustin Dykes as well as water

engineers Ivan Trullenque and Betzaida Montolvo… This internship has given me valuable insight regarding this career path and the work involved and has definitely brought me closer to doing what I enjoy…”

MIDDLE SCHOOL STUDENTS EXPLORE ENGINEERING CAREERS In October 2017, Jacobs had the pleasure of hosting DCPS middle school students at our Jacksonville office and on a field trip to JEA’s Main Street Water Treatment plant (MSWP) to see STEM in action. Students learned about the science and engineering behind Jacksonville’s drinking water, where it comes from, and how it’s treated before being delivered to the city’s homes and businesses.

Students enthusiastically engaged with our engineers, architects, scientists, and technicians who described their roles in the design, construction, and operation of water treatment plants. Our groundwater engineers demonstrated where drinking water comes from and how it gets pumped out of the ground and into their homes using a cross-sectional well model. We enhanced their experience with a “virtual” tour of a water treatment plant using state of the art Virtual Reality (VR) goggles, and with our proprietary simulation programs that showed how engineers use computer programs to simulate different scenarios and determine the best design options to meet our client’s requirements. The day continued with a visit to JEA’s main water treatment plant where they received a safety briefing, toured the facility, and conducted hands-on laboratory analysis.

Our subconsultant, Annie Clayton, with Clayton Company Consultants, speaks to

students about STEM


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The event was written up in several industry publications including the Florida Water Resources Journal and the Florida Engineering Society Journal.

STEM CAREER DAY FOR DCPS STUDENTS 120 second grade students from Livingston Elementary School participated in a Career Day event organized in partnership with the school district and Jacobs client JEA, Northeast Florida’s not-for-profit, community-owned utility. The purpose of the event was to celebrate Black History month and expose students to STEM careers.

PARTNERSHIP WITH RIBAULT HIGH SCHOOL AVIATION PROGRAM We’re excited to share our most recent partnership with Ribault High School’s Aviation Magnet Program. While still in the planning stage, we’ve committed our local and national aviation experts to bring external speakers and to volunteer their time as mentors to the Aviation program’s students.

The pinnacle of this partnership is enrollment into the Tuskegee Next program where under-represented students learn to fly airplanes. Our Jacobs’ Aviation Leader, Johnny Jackson, who also sits on the Tuskegee Next Board, is spearheading the effort with the school’s principal and the new Aviation program teacher.

Johnny Jackson teaching an aviation workshop at a Tuskegee Next aviation program.


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b. Our Past Performance with Other School Districts Helping school districts of all sizes deliver safe, innovative and high-performing learning environments for academic growth and excellence through a highly inclusive and collaborative process is our passion, and what we have been doing for more than 40 years.

• As a leader supporting public sector education clients throughout the U.S., we have provided construction management agent and owner’s representative (CMA/OR) services and other related program/project management support expertise to some of the nation’s largest public school capital improvement programs, consistently mitigating project risks and offering exceptional outcomes.

• Our unmatched resume of national K-12 PM assignments speaks to a capacity and commitment to create and build 21st Century learning environments for today’s children based on the latest thinking and innovation in educational planning, future-ready technologies and sustainability; local community knowledge; and best-value project delivery.

• We have provided exceptional performance as CMA/ORs for similar large construction programs where districts such as Los Angeles Unified Schools, Fulton County Schools, Recovery School District, and Chicago Public Schools have taken advantage of our combined design, construction and controls strengths to streamline their entire capital improvement organization and processes, avoiding duplication and maximizing efficiencies.

• Serving as team integrators for large groups of owners, stakeholders, architects, contractors and other consultants, we excel at providing collaborative work environments that deliver professional solutions and success for our clients.

We bring years of experience on K-12 capital programs similar in size and scope to your 2020 Master Facility Plan program (Program). Whether serving in a full program management capacity, or functioning as an extension of your in-house staff, we establish collaborative, productive relationships, deliver high-performing facilities, and ultimately, delight our clients which is evidenced by our high rate of repeat business.

JACOBS BY THE NUMBERS

73 Years in Business

52K+ Talent Force

40+ Countries

400 Offices

$13B Annual Revenue

$2.5B In Documented Client Savings

200+ K-12 Clients 40+ Years of K-12 Experience $40B K-12 PM/CMA Portfolio 12 Current Large K-12 Programs


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This table provides information about select K-12 programs (*current) for which we have provided construction management, owner’s representative, project management and other services required for successful implementation of a capital program. Additional details, including client, architect and contractor letters of reference are provided for the highlighted programs on the pages that follow, many of which are successful contract renewals.

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District

Project/ Program Duration

Project/ Program

Value (Jacobs’ share)

PRO

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D P

ROJE

CTS

Fulton County Schools * Atlanta, GA (two consecutive contracts)

2012 – 2022 $1.1B

Okaloosa County School District * Niceville, FL (six consecutive contracts) 1995 – 2023 $640M

Anne Arundel County Public Schools * Annapolis, MD (four consecutive contracts) 1996 – 2021 $395M

Chicago Public Schools * Chicago, IL (three consecutive contracts) 2012 – 2022 $3B

Recovery School District * New Orleans, LA (four consecutive contracts) 2007 – 2022 $1.8B

El Paso Independent School District * El Paso, TX 2016 – 2021 $668M

Charlotte-Mecklenburg Schools * Charlotte, NC 2018 – 2025 $922M

Omaha Public Schools * Omaha, NE (two consecutive contracts) 2014 – 2023 $830M

Fort Bend Independent School District * Sugar Land, TX (two consecutive contracts) 2014 – 2022 $1.4B

Dallas ISD * Dallas, TX (three consecutive contracts)

2002 – 2021 $1.2B

Littleton Public Schools * Littleton, CO (two consecutive contracts)

2013 – 2021 $385M

Garland ISD* Garland, TX 2014 – 2020 $455M

DeKalb County School District Tucker, GA

2009 – 2012 $513M

Orleans Parish School Board New Orleans, LA

2009 – 2019 $424M

Houston ISD Houston, TX

2013 – 2015 $150M

San Antonio ISD San Antonio, TX

2011 – 2015 $515M


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1 FULTON COUNTY SCHOOLS – SPLOSTS IV & V Atlanta, Georgia

Description of Services Jacobs has provided Program Management services for two consecutive Special Purpose Local Option Sales Tax (SPLOST) programs for Fulton County Schools – SPLOST IV from 2012 to 2017, and SPLOST V from 2017 – 2022. The scope of work for SPLOST IV included 79 new school, addition, and renovation projects all of which were delivered on time and on or under budget. The SPLOST V scope includes 56 unique projects.

Value Delivered • Efficient Summer Construction Plan – This program is unique in that most

renovation work must be done during the summer months and other school breaks, as the District does not favor construction while schools are in session. The logistics and planning that must take place to complete hundreds of millions of dollars in construction work over this short period of time is significant and proves the effectiveness of our scheduling and coordination techniques.

• Developed a Basis of Design template standardizing design intent and communication during the schematic design phase. This report facilitates communication with key participants from the school, District and community.

• Deployed a Project Management Controls System (PMCS) as a hosted solution integrated with the District’s SAP ERP for managing the project controls, Primavera P-6 for schedule management, and Bluebeam for design reviews. We use digital workflows to expedite invoice and change proposal execution.

• Through significant pre-planning and coordination of a full-time Move-In/Activation Coordinator we expedite efficient moves into and out of schools impacted by construction activities.

• Successfully delivered a district-wide high school media center transformation project that was not part of the original SPLOST IV scope. All 14 High School media centers were remodeled in one summer under budget and within the accelerated schedule. The project was awarded a CMAA Project Achievement Award.

C LI E N T RE FE RE N C E David Knotts Executive Director of Capital Programs 470.254.2219 knottsd@ fultonschools.org RE LE V A N C E T O DC P S • Project/Program

Management • Construction Management • Scope-to-Budget Validation • Procurement & Packaging • Accounting, Reporting, &

Scheduling Systems • Cost & Schedule Control • Design Guidelines/Specs • Move-In/Occupancy/

Warranty Management • Design Review/Value

Engineering • Safety Management • Proposed Program Director,

John Dougherty, served Fulton County School in same role

D A TE S O F SE R V I C E SPLOST IV: 2012 – 2017 SPLOST V: 2017 - 2022

P RO GRA M V A LU E SPLOST IV: $605M SPLOST V: $519M Successful Contract

Renewal


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CLIENT REFERENCE LETTER


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ARCHITECT REFERENCE LETTER


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CONTRACTOR REFERENCE LETTER


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2 OKALOOSA COUNTY SCHOOL DISTRICT – CAPITAL IMPROVEMENT PROGRAM Fort Walton Beach, Florida

Description of Services Jacobs has provided turnkey program management for six consecutive phases of Okaloosa County School District’s Capital Improvement Program totaling $640M. Phase I included design-build delivery of renovations/additions at 29 schools, three new schools and a new centralized cook/chill kitchen facility. Phases II, III IV, V and VI are task order based IDIQ programs for deferred maintenance projects, technology and MEP upgrades, classroom additions and various school renovations affecting more than five million square feet of District space. Services have included assessment, scope definition, design management, procurement, construction management, closeout, and operations and maintenance.

Value Delivered • Minimized impact of construction on student learning through creative

scheduling methods to optimize on-time delivery of projects. • Delivered more than $24M in cost savings to OCSD over the past 25 years. • Assisted with developing a successful local participation program to keep the

work local, create jobs and boost the local economy. We developed processes to help small companies bid the work and waived certain bonding requirements.

• Completed more than 270 addition and renovation projects at 41 OCSD schools within budget and without missing a single scheduled school opening date.

• Assisted the District in securing a $3M settlement for Hurricane Ivan damages versus an initial settlement of $25,000 through diligent record keeping and fruitful negotiations with FEMA over a period of six years.

• Our Safety Team has completed local safety orientation classes for more than 3,000 construction workers who have worked on OCSD programs.

• Over a 25-year period, we’ve maintained a lost-time incident rate significantly lower than the national construction average for which the team has received corporate recognition.

C LI E N T RE FE RE N C E Rita Scallan Chief Financial Officer 850.833.8540 scallanr@ okaloosaschools.com

RE LE V A N C E T O DC P S • Project/Program



Warranty Management • Design Review/VE • Safety Management • Proposed Deputy

Director/Construction Manager, Chad Word, served Okaloosa County School District in similar role

D A TE S O F SE R V I C E Program I: 1995 – 1998 Program II: 1998 – 2003 Program III: 2003 – 2008 Program IV: 2008 – 2013 Program V: 2013 – 2018 Program VI: 2018 – 2023

P RO GRA M V A LU E Program 1: $86M Program II: $77M Program III: $131M Program IV: $37M Program V: $9M Program VI: $300M Successful Contract

Renewal


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3 ANNE ARUNDEL COUNTY PUBLIC SCHOOLS – CAPITAL PROGRAM Annapolis, Maryland

Description of Services Over the past 24 years, Jacobs has provided Construction Manager as Agent (CMa) services for the design, construction and post-construction of three new high schools, and 12 new elementary schools, with two additional high schools currently in the design phase, to Anne Arundel County Public Schools (AACPS).

Services provided under this long-term contract include estimating, scheduling, bid packaging, construction planning, constructability reviews, procurement and construction management, project controls/reporting, change management, project coordination, inspection, closeout, and warranty management.

Value Delivered • Successfully delivered all new schools on schedule, never missing a planned

school opening. • Developed and managed strict security procedures required to move all

personnel, materials and equipment on and off the secure Fort Meade Army Base during the elementary school construction.

• Managed the phased installation of an expansive underground storm water storage facility during renovations of an occupied elementary school, with minimal impact to staff parking.

• Hosted multiple one-hour training sessions to educate high school STEM students in the use of Autodesk Revit building design software.

• Coordinated the disassembly, move and set-up of relocatable portable classrooms from multiple sites to link to existing portables and provide a cohesive classroom temporary space with all relevant features tied into the main school.

• Maintain a flexible, scalable team able to effectively manage the ebb and flow of district work.

C LI E N T RE FE RE N C E Erik Schuster Project Manager Office: 410.439.8011 Mobile: 410.562.9653 [email protected] RE LE V A N C E T O DC P S • Construction Management

Agent (CMA) • Scope-to-Budget Validation • Procurement & Packaging • Accounting, Reporting, &



Engineering • Safety Management • Several proposed team

members available to DCPS have supported Anne Arundel County Public Schools’ Capital Program

D A TE S O F SE R V I C E Contract 1: 1996 – 2001 Contract 2: 2001 - 2006 Contract 3: 2006 – 2011 Contract 4: 2011 – 2016 Contract 5: 2016 - 2021

P RO GRA M V A LU E Contract 1: $45.6M Contract 2: $26.8M Contract 3: $50.8M Contract 4: $160.2M Contract 5: $386.6M Successful Contract

Renewal


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4 CHICAGO PUBLIC SCHOOLS – CAPITAL IMPROVEMENT PROGRAM Chicago, Illinois

Description of Services For the past eight years, Jacobs has provided a wide range of services and delivered more than $3B in construction for Chicago Public Schools’ (CPS). From 2012 to 2016, we served as Project Director. In this role, we were responsible for overall schedule and budget for all projects and served as the liaison between the Board of Education departments and the schools to oversee the projects design, pre-construction, closeout and warranty periods.

In 2016, CPS restructured their capital program consolidating the Project Director, Design Manager, Construction Manager and Project Manager roles previously held by four separate firms, into a single overall program management role. Through a competitive procurement, Jacobs became the single provider of comprehensive program management services. In 2019, we were selected to continue serving as Program Manager.

Value Delivered • Utilized alternate delivery strategies customized for specific projects including a

multi-prime approach for the district-wide air conditioning program delivered all projects ahead of schedule saving the District more than $5M.

• Effective project packaging and phasing has resulted in significant program-wide savings, including $25M in FY17 budget savings that were re-applied back into additional project and the district-wide masonry mitigation program.

• Collaborated with the Office of College and Career Success/CTE in managing the Architectural, Engineering and Construction internship program, assisting and placing approximately 150 students in summer internships.

• Maintain a stellar record of M/WBE utilization to create a program-wide culture that values diversity and inclusion for which Jacobs received a Vendor of the Year Award. M/WBE firms represent more than 55% of our current team.

• Despite many extraneous elements beyond our control, we have delivered more than $3B in construction without a single school opening delay.

C LI E N T RE FE RE N C E Lindy McGuire Deputy COO 773.553.1571 [email protected] RE LE V A N C E T O DC P S • Project/Program




Engineering • Safety Management

D A TE S O F SE R V I C E Contract 1: 2012 – 2016 Contract 2: 2016 – 2019 Contract 3: 2019 – 2022

P RO GRA M V A LU E Contract 1: $1.0B Contract 2: $1.68B Contract 3: $1.02B Successful Contract

Renewal


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5 RECOVERY SCHOOL DISTRICT – CAPITAL IMPROVEMENT PROGRAM New Orleans, Louisiana

Description of Services Jacobs, in a joint venture partnership, has provided facilities condition assessment and program/construction management services for the post-Katrina rebuilding of the Orleans Parish School System since 2007 via five consecutive contracts. Our scope of services includes master program/project budgeting and scheduling, design management, grants management, scope validation, construction management, project controls and reporting, closeout and post construction management.

Value Delivered • Built the funding models, working with FEMA and the Governor’s Office of

Homeland Security and Emergency Preparedness (GOHSEP), to finance the projects in the interim recovery plan.

• Negotiated a $1.8B single settlement increasing the total FEMA settlement for Hurricane Katrina damages from $450M to $1.8B.

• Developed a project approach that integrates funding, project delivery and close-out procedures to maximize and preserve FEMA reimbursement funding.

• Advanced the concept of partnership by continuing to develop mentor-protégé agreements between local large and small businesses.

• Applied lessons learned to create pre-opening protocols to provide a smooth transition from construction completion to school openings.

• Established communication protocols with charter operators for refurbishment projects in active schools.

• Implemented practical educational workshops with local small and disadvantaged businesses to facilitate growth and increased participation in the program.

C LI E N T RE FE RE N C E Annie Cambria Chief Operating Officer, Education Facilities Development 504.920.6881 [email protected] RE LE V A N C E T O DC P S • Project/Program




Engineering • Safety Management

D A TE S O F SE R V I C E Contract 1: 2007 – 2010 Contract 2: 2010 – 2013 Contract 3: 2013 – 2016 Contract 4: 2016 – 2022

P RO GRA M V A LU E Contract 1: $340M Contract 2: $951M Contract 3: $513M Contract 4: $296M Successful Contract

Renewal


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ARCHITECT REFERENCE LETTER


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6 EL PASO ISD – 2016 BOND PROGRAM El Paso, Texas

Description of Services Jacobs is providing program management services in support of El Paso ISD’s $668M 2016 Bond Program. 21st Century Learning Environments are created throughout the District to facilitate the modern, future-ready teaching and learning techniques that are the focus of instruction in their schools. The Bond also combines schools into modern facilities that will help create a more sustainable inventory of campuses in EPISD. Other areas of focus for the Bond include investments in athletic facilities, school buses, instructional technology and safety and security measures.

The Board committed to completing all Bond projects within five years under the scrutiny of a 20-member Citizens Bond Advisory Committee who acts on behalf of the public to guarantee transparency and accountability. The public also has an unprecedented overview on the Bond’s progress through a series of interactive tools that show the status of individual projects during construction.

Value Delivered • We have delivered JacobsValue+ cost savings that exceed our contract value and

are on track to deliver more by the end of the contract • Harmonized the Project Management Controls System (PMCS) and best

practices procedures to streamline the department’s operations. Using Prolog as a hosted solution for managing the project controls, Primavera P-6 for schedule management, and Bluebeam for design reviews and a comprehensive Procedures Manual that ensure consistency and conformance with established policies, procedures, and standards.

• Developed a status reporting process that transparently demonstrates the district’s good stewardship of the public funds entrusted to the department.

• Supporting interactive tools including a website with near real-time data dashboards and status reports on program health and project performance.

C LI E N T RE FE RE N C E Alan Wiernicki Chief Quality Officer 915.230.2574 [email protected]

RE LE V A N C E T O DC P S • Project/Program


Scheduling Systems • Cost & Schedule Control • Move-In/Occupancy/


Engineering • Safety Management • Proposed PMIS

Implementation Lead, Aaron Sarfati, set the PMIS for the El Paso ISD bond program.

D A TE S O F SE R V I C E 2016 – 2021

P RO GRA M V A LU E $668M


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B2. National Certifications & Specialty Qualifications

B2

NATIONAL CERTIFICATIONS &

SPECIALTY QUALIFICATIONS


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B2. NATIONAL CERTIFICATIONS & SPECIALTY QUALIFICATIONS

Jacobs is involved with a variety of professional organizations in the fields of architecture, engineering and construction, both as a company and through individual employee memberships, including, but not limited to:

Construction Management Association of America (CMAA) Jacobs holds a Mega Corporate Membership with CMAA. Members of Jacobs’ senior leadership team have held various CMAA Board of Governors positions. On numerous occasions, members of Jacobs K-12 practice have been invited to present at annual CMAA conferences. Nearly 700 Jacobs employees are registered members of the CMAA, including more than 100 who have fulfilled requirements for Certified Construction Manager (CCM) certification.

Council of Great City Schools Together with our K-12 clients, we participate in conferences, often providing sponsorships and guest speakers for events specific to the education market.

Association for Learning Environments (A4LE) Together with our K-12 clients, we participate in conferences, often providing sponsorships and guest speakers for events specific to the education market.

Construction Specifications Institute (CSI) Our staff includes many individuals who have completed coursework to obtain CSI certifications as Construction Documents Technologists (CDT), Certified Construction Contract Administrators (CCCA), Certified Construction Specifiers (CCS), and Certified Construction Product Representatives (CCPR).

Project Management Institute (PMI) Jacobs staff is actively involved with PMI. To date, approximately 119 staff members have earned their Project Management Professional (PMP) certification, with the number of certified professionals continuing to grow each year.

Construction Industry Institute (CII) Jacobs is an active member of CII, with executive leadership serving on various CII committees over the years including the Implementation Strategy and Performance Assessment Committees.

American Institute of Architects (AIA) Jacobs has more than 100 AIA registered professionals on staff.

U.S. Green Building Association (USGBC) Jacobs is committed to sustainability in the design and construction of environmentally friendly and high-performing building through our involvement with the USGBC. We currently have 587 LEED Accredited Professionals on staff.

Society of American Military Engineers (SAME) Jacobs has been a Sustaining Member Firm of SAME since 1968 and is highly active in SAME activities across the U.S.

Association of Energy Engineers (AEE) We have numerous staff members who have received AEE certification as Certified Energy Managers (CEM), Certified Building Commissioning Professionals (CBCP) and Certified Energy Auditors (CEA).

AABC Commissioning Group (ACG) As a firm, Jacobs is certified by the ACG. As individuals, many employees hold Certified Commissioning Authority (CxA) or Certified Commissioning Technician (CxT) credentials.


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B3. Industry Awards & Recognition

B3

INDUSTRY AWARDS & RECOGNITION


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B3. INDUSTRY AWARDS & RECOGNITION Jacobs frequently receives industry awards and recognition for the work we do globally. We are a six-time recipient of the Department of Defense (DoD) Mentor-Protégé Program’s Nunn-Perry Award and have received the Society of American Military Engineers’ J.W. Morris Sustaining Member Award. In addition to corporate level awards, Jacobs frequently receives recognition at the project or program level. Representative samples of these awards are listed below.

K-12 Project Awards and Recognition

Fulton County Schools – Atlanta, GA Esther Jackson Elementary School replacement school won a Build Georgia award for

demolishing the existing school and building the new school in one school year CMAA South Atlantic Chapter Project Achievement Award received for the districtwide High

School Media Center Remodeling Project Associated General Contractors of Georgia’s Build Georgia award for the multi-phased

renovation and addition project at the occupied Taylor Road Middle School West Roswell Elementary School earned First Place honors in the Associated General

Contractors of Georgia ‘Build Georgia Awards’ Program American School & University Educational Interiors Showcase Outstanding Design Award for

Ronald E. McNair Middle School’s innovative interior environment supporting the principles of project-based Immersive Learning

Two members of the Jacobs team were awarded the coveted FCS ‘Game Ball’ Award, the district’s highest award for exemplary customer services. This was the first time in the award’s history it was given to a professional services provider.

The extended Jacobs team has received numerous letters of commendations for superb project delivery from school principals, area superintendents, teachers and other FCS staff members.

Okaloosa County School District – Fort Walton Beach, FL Florida Department of Education’s Commissioner’s 2010 Business Recognition Award for

demonstrating “outstanding commitment to improving education by partnering with schools and the communities.”

Anne Arundel County Public Schools – Annapolis, MD Construction Management Association of America (CMAA) National Capital Chapter’s

Construction Management Project Achievement Award Historic Annapolis, Inc.’s Preservation Award honoring superlative work in the areas of

restoration, rehabilitation and reuse of historic properties awarded to the Annapolis Elementary School project

Chicago Public Schools – Chicago, IL “Vendor of the Year” award in recognition of our continued commitment to M/WBE

participation

Recovery School District – New Orleans, LA Louisiana Landmarks Society’s Excellence in Historic Preservation Award for Sophie B. Wright

School Louisiana Landmarks Society’s Excellence in Historic Preservation Award for John McDonogh

High School Louisiana Landmarks Society’s Excellence in Historic Preservation Award for Harriet Tubman

Elementary School

Anne Arundel County Public Schools’ Historic Annapolis Award

The Fort Bend ISD PM Team with the BeyondZero Excellence Award

Fulton County Schools’ CMAA Project Achievement Award

Garland ISD’s CMAA Project Achievement Award


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Dallas Independent School District – Dallas, TX Excellence in Construction Award from the Associated Builders and Contractors, Inc. North

Texas Chapter received for the Harold W. Lang, Jr. Middle School project Booker T. Washington High School of Visual and Performing Arts was selected as one of the

‘Schools of the 21st Century’ by Architectural Record University of Texas at Arlington Alumni Association’s ‘Topping Out’ Award received for the

Adamson High School project Texas Society of Architects Design Award received for the Kathlyn Joy Gilliam Collegiate

Academy project

Fort Bend Independent School District – Sugar Land, TX Jacobs’ 2018 BeyondZero Excellence Award for safety awarded to the Fort Bend ISD 2014

Bond Program

Garland Independent School District – Garland, TX The Gilbreath-Reed Career and Technical Center received a CMAA Texas Chapter Achievement

Award for a Program Management Project less than $50M

Omaha Public Schools – Omaha, NE Omaha Urban League awarded Jacobs the Diversity Outreach Award for the Economic Inclusion

Program on the Omaha Public Schools Bond Program Construction Management Association of America (CMAA) awarded Omaha Public Schools’

former COO, Dr. Antoinette Turnquist, the “Person of the Year” award for the Economic Inclusion Program implemented by Jacobs for the OPS Bond Program.

Design Awards and Recognition

Lockheed Martin, Building 10 Demolition & Recycling Task Project – Florida Sustainable Florida Business Partnership Best Practice Award from “Sustainable Florida”, a

program from the Collins Center for Public Policy

Selected as a finalist for the 2008 Sustainable Florida Green Building Best Practice Award

Project Renaissance – Wilmington, DE International Design Association (IIDA), PA/NJ/DE Chapter Exemplary Element Design Award

Rush University Medical Center Transformation Program, Tower – Chicago, IL Building Design & Construction – Platinum Award

XTO Texas Building Site Streetscape – Fort Worth, TX ACEC-NC Honor Award for Engineering Excellence for the Cates Cogeneration Facility project

Semper Fidelis Memorial Chapel at The Marine Corps Heritage Center – Quantico, VA CMAA National Capital Chapter’s Project Achievement Award

Sandia National Laboratories – Albuquerque, NM Two of our employees won the National Nuclear Security Administration’s (NNSA) Pollution

Prevention Award in the category of “Best-in-Class, Sustainable Design/Green Buildings for Leadership in Energy and Environmental Design”

B4. Experience & Ability

B4

EXPERIENCE & ABILITY OF OUR PROPOSED STAFF


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B4. EXPERIENCE & ABILITY OF OUR PROPOSED STAFF The complexity of capital programs requires qualified key personnel who can use their expertise and experience to help district staff smoothly execute numerous concurrent projects.

Our proven team of K-12 specialists will be available to you to fulfill any/all critical positions identified for the duration required. The proposed staff has substantial expertise in managing key aspects of project development from inception to completion and from project controls to overall implementation. Our team offers:

• K-12 trained, experienced and readily available project managers – with “cradle-to-grave” accountability for project delivery assuring no gaps in responsibility from inception to project closeout

• Proven “Sprint Start” Mobilization process for immediate stakeholder interface, up-front focus on scope, schedule and budget, and getting procedures and tools in place to facilitate fast ramp up time from mobilization to productive project delivery

• K-12 construction best practices and lessons learned from successful local and nationwide capital improvement programs to attract the best value contractors and create a bidding climate favorable to achieving your goals

• Strong understanding of local design and construction market – to produce reliable cost, schedule and cash flow projections and manage projects for quality delivery on time and within budget

• Deep relationships with local consultants and contractors - to attract quality parties that will perform in a predictable and dependable manner

• Safe, uninterrupted school operations during construction – we establish optimal project phasing and logistics to ensure safe construction that does not disrupt school activities

• Effective Project Management Controls System (PMCS) integration for effective stewardship of budget and schedule, quality reporting, proactive risk mitigation and performance metrics for leading indicators facilitating responsive and timely decision making

• Enhanced economic opportunities for local firms – we work with you to package projects based on local business capacity and to establish maximum opportunities program-wide

• Preservation of public support and trust – we have a track record of “promises made, promises delivered” for our K-12 clients and their communities

THE VALUE WE BRING

Best Value Staffing Solution The flexibility of our reach-back approach offers true “scalability” and cost efficiencies, as the resources will be provided and DCPS will pay only for the staff needed, when needed.


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a. Organizational Chart The organizational chart on the following page demonstrates our approach to cost-efficient and effective staffing for executing your Program by identifying a dedicated core team to lead each major program component; supported by a scalable and flexible team with access to full-service reach-back resources.

Further, the organizational chart illustrates how our staff will integrate with your in-house staff and provide for your Program a best value staffing solution, including:

• Collaborative culture…One team, one mission • Leveraged strengths…Staff best in industry • Mutual support & accountability…Integrated team • Organizational resiliency…Scalable backup support • Professional Development…Lasting Program Office structure

The proposed staff are available, qualified, and representative of the candidates we will propose on an as-needed basis. Our approach anticipates annual or periodic staff adjustment work sessions to review the current and upcoming workload, staff, and available district and/or CMA/OR candidates giving DCPS control over how the program is staffed.


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District Leadership

Assistant Superintendent of Operations PAUL SOARES

Executive Director, Facilities, Design & Construction BYRON PAGE

Planning & Design Management

Master Plan Validation SCOTT LEOPOLD

MAPPS Administration JACOBS FCA TEAM

Planning Design Reviews

Planning & Design Lead RANDY SHULTE, AIA, REFP

CMA/OR (Architectural)

CMA/OR (MEP)

CMA/OR (Civil/Structural)

Reviewers are licensed professionals with Florida

experience

Resources Reach-Back All Disciplines / K-12 Specialties

Supervisor, Planning & Programming

SHALENE ESTES

Director of Real Estate & Intergovernmental Liaison

RANDY GALLUP

Technical Support LEE PARKIN

Secretary TRACY RHODES

Program Controls

Controls Specialist CMA/OR CMA/OR

Technical Support/Finance

LaSHONDA PHELPS

Cost Estimator CMA/OR

Scheduler CMA/OR

Procurement/Buyer DCPS PROCUREMENT

CMA/OR

Community Outreach DCPS 0E0 CMA/OR

Diversity & Inclusion DCPS OEO CMA/OR

PMIS Implementation & Controls Lead AARON SARFATI, PMP, LEED AP

Document Controls/Admin DCPS or CMA/OR

Project Controls Procurement Support

DCPS IN-HOUSE STAFF DCPS positions show intent to have one team for shared success. The final makeup will be determined post-award.

Project Manager JAIME MENDOZA Construction/Field

Observers CMA/OR

Project Management

Deputy Director / Project Management Lead CHAD WORD, CCM

Project Manager CHRIS JONES

Construction/Field Observer CMA/OR

Closeout Specialist CMA/OR

Safety Oversight CMA/OR

Project Manager CMA/OR

Construction/Field Observers

DCPS

Project Manager CMA/OR

Construction/Field Observer

DCPS

Closeout Specialist CMA/OR

PM Teams

Program Leadership

Program Director JOHN DOUGHERTY

Director of Projects & Environmental Services ROBBIE BUMPERS

Corporate Oversight

Jacksonville Office Lead MIKE DYKES, PE

Project Executive JONATHAN JORDAN, CCM

Corporate support at no cost to District

CMA/OR STAFF Full-Time Staff Part-Time Staff Flexible, Scalable Staff, as needed resources Key Personnel

Resumes for key personnel are provided on the following pages. Refer to brief bios provided for each support position showing the depth of our resources and the caliber and qualifications of the personnel we offer.

As directed by the RFQ, we have integrated DCPS staff from the FEDC organizational chart on the DCPS website.


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ROLES & RESPONSIBILITIES KEY PERSONNEL Program Director • Central point of contact and coordination with DCPS staff • Indirect working relationship with Executive Leadership team • Reports to FEDC staff and provides prompt notice of issues • Implement PM processes as determined by FEDC • Integrates the projects into a Program • Improves and coordinates the District's relationships with regulatory

agencies, municipal agencies, schools, and the public • Responsible for team performance • Recommends outreach/communications opportunities • Presents to Board, Oversight, and community, as directed

Deputy Director/ Project Management Lead • Daily management/oversight of all program activities • Anticipates, identifies issues and recommends solutions • Evaluates bids, GMPs, and entitlement to change orders • Assumes Director role in the absence of Director • Provides full-time oversight and guidance to project managers • Coordinates planning, cost and schedule aspects of program • Liaison with management, design and construction teams • Supports PMs with Estimate to Complete, Estimate at Completion,

schedule expediting and budget tracking • Identifies and resolves issues

Planning and Design Lead • Manages the designs based on the DGs, Ed Specs, SREF, Code • Engages PM, Code Dept. school/district SMEs on issues/status • Coordinates design reviews to resolution & lessons learned • Assists in update/use of Design Guidelines (DGs) • Leads A/E firm RFQ scope, qualification and selection process • Oversees design phase activities and A/E firm contract • Manages project specific scope-to-budget validation process • Leads design technical reviews at each design milestone

PMIS Implementation & Controls Manager • Responsible for implementation of PMIS • Provides training and data access to identified stakeholders • Develops Master Budget, Schedule and other critical tools • Assists developing/implementing the document control system • Leads preparation of reporting at various levels • Documents compliance with district policies and standards

SUPPORT STAFF Master Plan Validation • Provides validation and re-alignment of MPF as program progresses • Aligns Ed-Specs and Facilities Lists with project budgets and Cost per

Student Station limitations • Develops project scopes based on district priorities and the MFP • Develops strategies for enabling projects and swing space use

MAPPS Administration • Builds scenarios for packaging deficiencies into projects • Updates asset life cycle and deficiency logs • Provides MAPPS support, as requested

Design Reviewers • Provides multidisciplinary quality and technical reviews of design

documents at each submission Project Managers • Fully responsible for on-budget, on-schedule delivery of assigned

projects from pre-design through closeout

Project Managers (cont’d) • Oversees day-to-day activities on assigned projects • Participates in design and constructability reviews • Reports progress and tracks issues until resolution • Manages A/Es and GCs contract compliance • Coordinates pre-bid and weekly construction site meetings • Responsible for coordination with school Principals • Provides regular updates of cost/schedule data

Construction/Field Observers • Supports project manager in managing and coordinating all cost,

schedule and administrative related activities • Coordinates inspections w/ SMEs, Code Enforcement and agencies

Closeout Specialist • Assists project team with collection of closeout documents

Safety Oversight • Assists the team in developing project-wide safety guidelines • Review of contractors’ safety programs • Periodic safety observations during construction

Controls Specialist • Furnishes accurate and timely information regarding the progress of

projects and emerging issues • Produces monthly and special reports • Works with cost estimator, scheduler and project managers to track

budget, schedule and other critical management tools • Supports project controls manager and project managers with day-to-

day controls functions including processing pay applications and invoices, monthly reports, change management, amendments, document management, reconciliations, and financial closeout

Cost Estimator • Develops cost estimates and reviews change order requests • Evaluates bids and GMPs • Prepares market climate and benchmarking reports

Scheduler • Primary responsibility for schedule management • Develops master schedule and schedule reports • Maintains all schedule data for the projects • Liaises with project managers to develop detailed schedules, recovery

schedules, and in reporting and analyzing designers and contractors’ schedules

Procurement/Buyer • Supports and guides the team on procurement requirements • Develops alternative procurement strategies, as appropriate • Verifies Board item’s compliance prior to submission

Community Outreach • Supports the DCSP OEO and Communications with messaging, outreach

strategies and events Diversity & Inclusion • Assists team/DCPS OEO implementing SBE-M/WBE participation

strategies, and evaluating contracts for compliance • Compliance monitoring, tracking, metrics, and reporting

Document Controls/Admin • Support in all aspects of document management • Validates compliance with record retention policies • Supports the team with administrative tasks, filing and scheduling

meetings and resources


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a. Key Personnel Resumes We understand that DCPS is seeking a CMA/OR firm that can act on your behalf in a fiduciary manner to become a trusted partner. To begin developing such a relationship, we provide proven and strong leadership that you can count on to deliver complete services. We are confident that this team will represent and protect the district, minimize your exposure to risk, and administer the program being cost conscious and value focused. They will bring you timely and actionable information with reasonable solutions appropriate to whatever challenges arise to facilitate your sound decisions.

The organizational chart on the previous page identifies our key personnel and illustrates the reporting structure of the proposed team led by full-time, on-site Program Director John Dougherty who brings extensive capital program experience as both a K-12 district owner and as a program management consultant. John is actively involved in the mobilization of our CMA/OR team and serves as the consistent lead and point-of-contact, remaining wholly responsible for our team’s relationship with DCPS staff. John is assisted by Deputy Director/Project Management Lead, Chad Word, CCM. Chad is responsible for managing staff resources to accommodate the variability and seasonality of the MFP Program needs.

Our Program Leaders, John and Chad, are supported by the technical expertise of our other key personnel including: Planning and Design Lead, Randy Schulte, AIA; and PMIS Implementation and Controls Lead, Aaron Sarfati, PMP, LEED AP.

A Corporate Oversight team comprised of Project Executive, Jonathan Jordan, CCM, and Jacksonville Office Leader, Mike Dykes, PE, brings Jacobs full commitment to delivering the resources needed for a successful program.

On the following pages, we have provided resumes for our proposed key personnel.

“…Together we successfully oversaw a penny sales tax referendum for deferred maintenance on over 180 schools, managed hundreds of purchase orders/contracts and concurrently active projects. As a public agency leader, I appreciate the immutable fact that the public’s trust could only be sustained through transparency and accountability. John [Dougherty] worked tirelessly to help me preserve our hard-won credibility in the community as well as the vendor/contractor industries...”

(Personal reference for John Dougherty)

David Dolan Deputy Chief, Facilities

Management The School District of

Palm Beach County


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JOHN DOUGHERTY | Program Director

John has 20+ years of experience on large education capital programs valued at more than $5 billion. He brings unique insight and management experience from work as both a school district owner and a construction program management consultant. John is a proven driver of successful project outcomes with an exceptional ability to bind together highly integrated teams, best value solutions, and collaborative technology.

John brings unique insight and management experience from work as both a school district owner and a construction program management consultant.

Relevant Experience SCHOOL DISTRICT OF PALM BEACH COUNTY, SALES SURTAX CAPITAL IMPROVEMENT PROGRAM; West Palm Beach, FL – Program Director. Led a blended team of over 40-FTE from the client and company staff on a large sales tax funded capital improvement program in Palm Beach County, FL. Responsible for program planning and scope development, master schedule/budget, evaluating all contracting decisions including, award recommendations, GMPs, and change orders. Chaired the lead team of department and functional groups who interfaced with/managed the CIP work from scope development through closeout. Served as the single point of contact with client leadership, oversight committees, and the subconsultant leadership team

FULTON COUNTY SCHOOLS, SPECIAL PURPOSE LOCAL OPTION SALES TAX (SPLOST) IV CAPITAL IMPROVEMENT PROGRAM; Atlanta, GA – Program Director. Led the team of client and company staff in the execution of 79 new school, addition, and renovation projects all of which were delivered on time and on or under budget. Several new schools and additions were replaced onsite while the existing schools remained in operation. The aggressive summer renovation schedule required peak daily labor of 3,000 FTE to move out occupants and contents, gut and renovate entire schools, commission/punch and reactivate over a 10-week shutdown. Success on this scale would not have been possible without continuous improvement initiatives that John led.

Award Winner - South Fulton CTAE

Addition

Award Winner – Districtwide HS

Media Center Remodel

Award Winner – Esther Jackson ES

Replacement

EDUCATION BS, Accounting, Kean University

PROFESSIONAL AFFILIATIONS Association for Learning Environments (A4LE) Council of Great City Schools Construction Management Association of America

YEARS OF EXPERIENCE Profession: 30 With Jacobs: 5

“…John quickly earned the trust and respect of the district leadership and staff, our oversight committee, and the local design and construction community based on his attention to details and priorities, easy to approach management style, and his follow through and uncompromising integrity...”

Wanda Paul, Chief Operating Officer The School District of Palm Beach County


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SCHOOL BOARD OF SARASOTA COUNTY; Sarasota County, FL – Director of Construction Services. As department director John’s responsibilities included management of the district staff, and oversight of all district capital projects, capital planning, state reporting, department budgets, and human resources. Two high school rebuilds won FEFPA first place and merit awards, a renovation project that won a first-place award from FEFPA, a districtwide project-based learning initiative that served as a model for STEM learning, a CTE campus, and a number of remodel and renovation projects.

Merit Award – Booker HS Replacement

1st Place – Venice HS Replacement

1st Place – Sarasota HS Remodel / Renovations

CHARLOTTE-MECKLENBURG SCHOOLS, CAPITAL IMPROVEMENT PROGRAM; Charlotte, NC – Program Director. Director overseeing the Charlotte-Mecklenburg Schools $2-billion capital improvement bond program. Oversaw the project management, quality assurance, and warranty resolution of 10mm GSF of new public schools, and deferred maintenance renovation projects.

“…John has always displayed a high degree of integrity, responsibility, and ambition. He has the ability to relate to people in many ways and on many levels and is a strong leader. He is a dependable team player with good judgment and a logical and practical approach to his endeavors...”

Guy Chamberlain, Associate Superintendent for Auxiliary Services, Charlotte-Mecklenburg Schools

“…John’s efforts have resulted in construction projects that are more than typical “cells and bells” prevalent in most school designs. He pushed the instructional and operations teams to better align their visions, to build schools that are transformative and reflect the needs of teachers and students in today’s ever-changing world. As an industry leader in K-12 construction program management, John has made Fulton County Schools a nationally recognized program and has provided a positive and lasting impact on the collaboration among district staff in school design and construction...”

Patrick Burke, Deputy Superintendent of Operations, Fulton County Schools

“…Our first project with John at Sarasota County School District was the Booker High School Replacement. John’s arrival coincided with the first major phase of construction work starting with several future phases still in varying stages of design. John immediately demonstrated his mastery of both construction and design management. Through John’s leadership and vision, we were able to incorporate exciting new labs for project-based learning and immersive environments for collaboration while keeping the project on schedule and budget...”

Jeffrey Cobble, AIA, REFP, CPD, CEO, Harvard • Jolly Architecture


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CHAD WORD, CCM | Deputy Director/Project Management Lead

Chad brings 25 years of experience in the construction industry with roles varying from scheduling, project controls, and project engineer, to project manager, demonstrating his ability to lead construction projects from design through closeout. More than half of Chad’s career has been spent supporting capital improvement programs for K-12 school districts in the southeast U.S. He has led numerous new construction, renovation and addition projects around critical school calendars, and has implemented district-wide technology projects, HVAC and electrical upgrades, roadway/drainage improvement and roof replacements.

Chad is an expert construction manager with specialization in school projects in Florida and Georgia. His input during Value Engineering and Constructability review sessions will result in significant cost and time savings and will minimize change orders. Having worked with John Dougherty before in similar roles, Chad will have no problem in fulfilling the Deputy Director role. Chad is excited about returning to Florida!

Relevant Experience FULTON COUNTY SCHOOLS, Atlanta, GA − SPLOST V CAPITAL IMPROVEMENT PROGRAM – Sr. Project Manager/Construction

Manager. Responsible for oversight and delivery of all central and south county area projects. Successfully completed multiple renovation and roof replacement projects, including phase 3 of the $90M Riverwood High School Replacement, $24M South Maintenance and Transportation Facility Replacement, and a new $36M STEM School. Continued to leverage strong working relationships with owner, architects, contractors, engineers, utility providers, inspection companies, and agencies having jurisdiction.

− SPLOST IV CAPITAL IMPROVEMENT PROGRAM; – Sr. Project Manager. Responsible for oversight and delivery of all south county area projects. Successfully delivered four new elementary schools, one new middle school, one middle school addition, one high school addition and numerous renovation projects, several of which won regional and national awards. Developed strong working relationships with architects, contractors, service providers, and the multitude of agencies having jurisdiction.

Riverwood HS

South STEM School

Award Winner – South CTAE

Award Winner – McNair MS

Award Winner – Creekside HS

EDUCATION BS, Construction Engineering & Management, Purdue University

LICENSES & CERTIFICATIONS Certified Construction Manager (CCM) Certified General Contractor: FL OSHA 10-Hour Construction Safety Certification

PROFESSIONAL AFFILIATIONS Construction Management Association of America (CMAA)



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OKALOOSA COUNTY SCHOOL DISTRICT, Fort Walton Beach, FL − CAPITAL IMPROVEMENT PROGRAM IV; – Sr. Project Manager. Provided Total

Program Management (TPM) Services under a five-year IDIQ contract. Responsible for delivery of design and construction of multiple renovation/ addition projects, district-wide re-roofing, and mechanical retrofit projects. Projects were delivered under multiple Guaranteed Maximum Price (GMP) task orders.

− CAPITAL IMPROVEMENT PROGRAM III; Project Manager. Provided Total Program Management (TPM) services for the Okaloosa County School Board’s capital improvement and bond projects including new schools, additions, renovations, roofing, major mechanical chiller/tower/ piping replacements, roadway and drainage, and storm damage repairs. Projects included restroom renovations, classroom renovations and additions, a new elementary school, and a new middle school campus.

Northwood ES/Richbourg MS Reconfiguration Niceville HS Chiller Replacement

Destin ES

Choctaw HS

Antioch ES

Pryor MS

NASSAU COUNTY COURTHOUSE; Yulee, FL – Project Manager. Oversight Manager for the design professional and construction manager from beginning to end in terms of budget, schedule, and quality for Nassau County’s new $17M courthouse facilities. Owner’s Representative services included invoice review, design scope change review, change order review, schedule monitoring, guiding owner decisions, and daily quality assurance inspections and similar oversight functions for the project.

“Allow me to extend our appreciation for Chad Word’s efforts as project manager on the Riverwood HS project. His leadership and guidance have been very helpful in making this project a success for us, and we have enjoyed worked with him. Chad has a sense of energy about him that radiates throughout the organization and filters into the internal and external team members which brings a high enthusiasm to complete the project. I look forward to another project with Chad on the team.”

Lance Painter

Project Manager Turner Construction

Company


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RANDY SCHULTE, AIA, REFP | Planning & Design Lead

Randy brings 32 years of experience in planning, design and project and construction management services for DoD, Federal and other clients. He has directed over $5B in projects and has skillfully managed interdisciplinary design teams that delivered multiple design-build RFP and full-design projects simultaneously with exceptional creativity, uniqueness, quality, budget and schedule performance. Randy's management experience equips him with the ability to engage clients and end-users in an inclusive process that aligns expectations, achieves consensus, fosters innovation, and consistently delivers value and overall project success. His portfolio includes new construction and renovation projects for operational, administrative, training, employee services support facilities, utilities and energy, quality-of-life and recreational facilities.

Randy’s career has been focused on educational facilities, with extensive experience in Florida. His architectural background will help in communicating with the project team and developing strong collaboration starting in the early stages of design. Working with the A/E team and our design reviewers, he will elevate the quality of the construction documents. Randy is looking forward to updating your technical design standards to produce high performing, sustainable school facilities for the students of DCPS.

Relevant Experience U.S. ARMY CORPS OF ENGINEERS (USACE), NORFOLK DISTRICT, DEPARTMENT OF DEFENSE EDUCATION ACTIVITY (DoDEA), 21ST CENTURY SCHOOLS INITIATIVE; Worldwide – Project Manager. Since 2010, Jacobs has partnered with USACE from early visioning and planning to present-day design that is fundamentally reshaping DoDEA schools – importing 21st Century educational trends with sustainable and innovative design best practices to support a dynamic, flexible curriculum. We apply our understanding of 21st Century instructional themes and enabling facility elements, based on successful design delivery of $500M+ worth of DoDEA projects and $6B in K-12 facilities for clients worldwide, to enhance student-centered educational programs. A sampling of projects includes the following:

VOGELWEH ELEMENTARY SCHOOL – Provided overall stakeholders coordination to achieve approval for 21st Century design concepts, facilitated successful transition to Host Nation A-E firm, and supports reviews through construction phase.

BOB HOPE AMELIA EARHART ELEMENTARY SCHOOL – Led multidisciplinary A-E team in the implementation of DoDEA Ed Specs from concept through construction, focusing on quality delivery and resourcing.

EDUCATION Bachelor of Architecture, University of Kansas

LICENSES & CERTIFICATIONS Registered Architect: FL (#AR0014254), GA Recognized Educational Facilities Planner (REFP)

PROFESSIONAL AFFILIATIONS American Institute of Architects (AIA) Council fo Educational Facilities Planners International (CEFPI) Florida Educational Facilities Planner Assocaition U.S. Green Building Council (USGBC)



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FORT CAMPBELL HIGH SCHOOL – Guided overall design and quality reviews (achieving efficient 21st Century solutions), with its compact design and reduced area significantly reducing energy requirements.

MARSHALL ELEMENTARY SCHOOL – Provided project oversight, quality assurance, resource support and stakeholder integration from initial charrette through recent ribbon-cutting. Addressed safety concerns for construction during ongoing operations.

KADENA MIDDLE SCHOOL – Led the innovative transformational upgrade into a functioning 21st Century school for 60% of the replacement cost of a new facility. Worked with stakeholders to achieve buy-in for shifting approach. Provided oversight for cost, quality, and expedited schedule requirements.

KILLIN ELEMENTARY SCHOOL – Oversaw overall project quality, confirming unique design requirements met expectations of the MCB as well as adherence to educational specifications and space program requirements.

ORANGE COUNTY PUBLIC SCHOOLS; Orlando, FL – Director, Strategic Planning. Responsible for planning and design activities for schools identified in the district’s $3B 10-year Capital Improvement program funded by a successful half-cent sales tax referendum.

SCHOOL DISTRICT OF PALM BEACH COUNTY; West Palm Beach, FL – Design Manager. Identified needs for individual school projects and produced a project definition criteria document to assist the district and architects in the early phases of design. Assisted the district in the development of the Five-Year Capital Work Plan.

BREVARD PUBLIC SCHOOLS; Viera, FL – Project Manager/Architect of Record. Design responsibilities for classroom additions at 22 schools. Additions included standard classrooms, music labs, art labs, science labs, and resource rooms. Prototypical designs were developed with the over to meet their educational, budget, and schedule delivery needs.

OKALOOSA COUNTY SCHOOL DISTRICT, CAPITAL IMPROVEMENT PROGRAM II; Fort Walton Beach, FL – Design Manager/Architect of Record. Responsible for scope validation, design, budgets and schedules as Design Manager and architect for the District’s two-phase At-Risk program management project.


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AARON SARFATI, PMP, LEED AP | PMIS Implementation & Controls Lead

Aaron is a certified Project Management Professional and MIT-trained engineer focused on process improvement applicable to capital programs. He brings prior experience mobilizing, implementing and integrating project controls systems for K-12 clients, and early project planning expertise and strong reporting skills, including the creation of interactive dashboards. Aaron effectively develops innovative solutions that bridge multiple interest and achieve consensus among parties without compromising core values and while delivering client-centered results.

As Controls Lead, Aaron is responsible for implementing the Project Management Information Systems (PMIS) and related project controls systems. He will start with the set-up of effective project controls, including integration of schedule, budget and accounting software systems. He will develop efficient workflows and instructions to support the project managers oversee the work of the controls team, coordinate the preparation of reports, and assess and mitigate potential hazards to the program schedule, budget and quality.

Aaron is an experienced Controls Manager, with specialization in K-12 complex capital programs. He excels in software and tools available for the PMIS, but most importantly, he is an expert in setting-up and training for effective PMIS implementation. He makes the understanding of and access to technologies easy for various audiences and is ready to assist you in developing your PMIS, and the dashboards that will be used for effective and transparent reporting.

Relevant Experience DALLAS COLLEGE, BOND PROGRAM; Dallas, TX – Mobilization Manager. Responsible for mobilizing “The Bond Team” to deliver Phase 1 of Dallas College’s $1.1B bond program. Setup the program management plan, program controls, reports, and dashboards. Managed the procurement process for all of the design and construction management teams, negotiating savings in excess of $2M.

TARRANT COUNTY COLLEGE, BOND PROGRAM; Fort Worth, TX – Mobilization Manager/Senior Program Controls Manager. Responsible for mobilizing and coordinating the program management team including serving as the Sprint Start director. Responsible for establishing the procedures manual and program controls structure to manage Tarrant County College’s $825M bond program.

EL PASO INDEPENDENT SCHOOL DISTRICT, 2016 BOND PROGRAM; El Paso, TX – Program Mobilization Manager. Implemented and oversaw the project controls for a $668M capital improvement program including 17 large modernization projects.

Andress HS

Haskins PK-8

Burges HS

EDUCATION MS, Construction Engineering & Project Management, University of Texas at Austin BS, Civil Engineering, Massachusetts Institute of Technology

LICENSES & CERTIFICATIONS Certified Project Management Professional (PMP) LEED Accredited Professional

PROFESSIONAL AFFILIATIONS Construction Management Association of America (CMAA) Project Management Institute (PMI) U.S. Green Building Council (USGBC)



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SAN ANTONIO INDEPENDENT SCHOOL DISTRICT, 2010 BOND PROGRAM; San Antonio, TX – Project Director. Responsible for over 80% of San Antonio ISD’s $515M Capital Improvements Bond program, including managing a team of 11 and reporting directly to the Superintendent and District’s Board of Trustees.

Brackenridge HS

Cameron ES

UNIVERSITY HEALTH SYSTEM, CAPITAL IMPROVEMENT PROGRAM; San Antonio, TX – Project Manager. Implemented and oversaw the project controls of over $900M in design, construction, and equipment procurement. Managed over $50M in information technology construction and equipment procurement, resulting in the completion of one of the most high-tech hospitals in the country.

University Hospital


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JONATHAN JORDAN, CCM, PMP | Program Executive

Jonathan is a Certified Construction Manager who has managed the design and construction of public and K-12 facilities since 1979. He has lived and worked in the Florida marketplace for over 30 years and is very knowledgeable of local design and construction practices and developed an extensive network of locally based architects, engineers, and general contractors. Jonathan brings relevant experience on large start-up programs and understands the multitude of issues that must be addressed head-on and immediately upon award.

Jonathan started his engagement with DCPS during the facilities planning process that resulted in the successful 2020 referendum. He participated in several critical FCA meetings to further his knowledge of the district’s facilities and prepare to support the CMA/OR team as the Program is implemented. Jon is ready to go!

Relevant Experience SCHOOL DISTRICT OF PALM BEACH COUNTY, CAPITAL IMPROVEMENT PROGRAM; West Palm Beach, FL – Project Executive. $84M construction of three new schools and modernization of one school totaling 530,000 SF.

MIAMI-DADE COUNTY PUBLIC SCHOOLS, CAPITAL IMPROVEMENTS; Homestead, FL – Project Manager. New construction of $11M, 250,000 SF Homestead Senior High School.

ORANGE COUNTY PUBLIC SCHOOLS, CAPITAL IMPROVEMENT PROGRAM; Orlando, FL – Project Executive. $12.3M modernization of four elementary and middle schools totaling more than 200,000 SF.

SCHOOL DISTRICT OF HILLSBOROUGH COUNTY, CAPITAL IMPROVEMENTS; Tampa, FL – Project Executive. $35M new construction of two middle schools and one elementary school representing approximately 240,000 additional SF for the District’s facility portfolio.

Westchase ES

DEKALB COUNTY SCHOOL DISTRICT, CAPITAL IMPROVEMENT PROGRAM; Tucker, GA – Program Director. $813M modernizations/additions to 100 facilities totaling 13.7M SF. Responsible for mobilizing the program management team and for the development and implementation of the program delivery strategy. Provided executive level oversight of all program management

Dunwoody High School

team activities and served as the primary point of contact between DeKalb County Schools and Jacobs.

EDUCATION BS, Building Construction, University of Florida

LICENSES & CERTIFICATIONS Certified Project Management Professional (PMP)

PROFESSIONAL AFFILIATIONS Construction Management Association of America (CMAA)



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BROWARD COUNTY CONVENTION CENTER EXPANSION HOTEL; Fort Lauderdale, FL – Project Executive. New $650M, 360,000 SF convention center and 800-room headquarters hotel. Jacobs is a member of Broward County’s Owner’s Representative Team. As Project Executive, Jon is providing review of design, proposed schedules, cost and is advising on the development strategy being employed by the County.

BROWARD CENTER FOR THE PERFORMING ARTS, RENOVATIONS, ADDITIONS & NEW CONSTRUCTION; Fort Lauderdale, FL – Project Director. $52M in additions, renovations and new construction, including a new three-story education wing for the existing 194,000 SF Performing Arts Center. The work plan included three phases

Broward Center for the Performing Arts

revolving around the performance seasons of October through May. Maintenance of the ongoing operations of the facility was a critical goal for the program and was achieved through close collaboration between the owner, architect, contractor and various user groups. Responsible for ensuring delivery of services, providing guidance in developing design, construction, procurement, and claim resolution strategies, and monitoring financial performance, timely project delivery and client satisfaction

GENERAL SERVICES ADMINISTRATION, BENJAMIN P. GROGAN AND JERRY L. DOVE FEDERAL BUILDING; Miramar, FL – Project Executive. This 375,000 SF facility includes an Annex and structured parking and is situated on a 20-acre site in west Broward County, Florida. This new Federal Office Building consolidates the FBI’s Miami Field

Benjamin P. Grogan & Jerry L. Dove Federal

Building Office (five separately housed spaces) into a 375,000 SF facility where all investigative functions will be maintained and conducted from a single facility. Responsible for overall project delivery for CMa services, including project staffing, budget development, QC and client relations and development.

GENERAL SERVICES ADMINISTRATION, FORT PIERCE U.S. COURTHOUSE; Fort Pierce, FL – Project Executive. $56.M, 123,400 SF new U.S. Courthouse for GSA Region 4. Provided CM for both Design and Construction Phase services. The Courthouse includes District and Magistrate Courtrooms and primarily houses the U.S. Courts, U.S.

Fort Pierce U.S. Courthouse

Marshals Service, U.S. Attorneys, and U.S. Probation offices within 123,400 SF of space. The Courthouse achieved LEED Gold certification in 2012. Primary responsibilities included overseeing the on-site project team that managed the schedule and budget and coordinated multiple subcontractors.

“Mr. Jordan and the Jacobs team have provided the Broward Center for the Performing Arts with professional support, valuable assistance and coordination for this very complex project. A series of interrelated vignettes coupled with new construction, the Jacobs team has become our “in house expertise” and has provided my office with timely advice and direction with regard to getting the most for the dollars we have invested in the project. Additionally, their attention to detail in the administrative and scheduling elements of the project has been invaluable in helping us to proceed on time and on budget.”

Douglas Tober

Vice President & General Manager

Broward Center for the Performing Arts


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b. Support Staff Brief Resumes Best Value Staffing Plan - Efficient staffing is the art of applying resources to a forecasted workload. It starts with the Master Program Schedule (MPS) which illustrates projects in stages for a performance period, and an understanding of the time/talent required to fulfill the tasks in the Responsibility Matrix.

When recommending a staffing plan, our objective is to level the load on the in-house staff and consultant staff by spreading the workload over the optimal window of opportunity. For example, a best practice is to award all summer construction projects by the March Board meeting. To level the workload, we spread out the planning, design, permitting, and contracting activities and begin awarding in December and continue until all projects are awarded in March. This gives both the internal staff and the outside firms an opportunity to work on or competitively pursue several opportunities concurrently.

Scalable Team - While good planning can level some of the demand, there are inevitable periods where we need to surge resources to meet schedule. Upon your request, our program director is authorized to deploy resources from Jacobs, or any of our subconsultant’s, to meet the Program needs. Jacobs operates a large team of registered professional engineers and architects and certified construction managers, out of our Jacksonville and other Florida offices.

To keep cost down and value high, our reach-back teams participate remotely leveraging technologies like Bluebeam PDF Revu for collaborative plan reviews, value engineering, and constructability reviews; and Microsoft Teams for peer-to-peer video conferences to share lessons learned and best practices.

Flexible Staffing - For flexibility in staffing, we have left many of the support positions unassigned which will allow DCPS to determine whether they wish to utilize CMA/OR team staff to fill these positions, or if they will be filled with internal FEDC staff. For those unassigned organizational chart positions (labeled as: DCPS or CMA/OR), we have provided brief resumes representative of the depth of our resources, and the qualifications and experience our staff has to offer should DCPS determine they wish to engage CMA/OR in a particular role rather than utilizing internal FEDC staff. Once DCPS has made such determination, we will compile appropriate resumes for the positions requested for your review and approval.


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SCOTT LEOPOLD | Master Plan Validation & Community Engagement

Scott has 15 years of experience in coordinating and directing facility planning, capacity analysis, educational adequacy assessments, and GIS efforts for school districts of all sizes. He has toured more than 500 schools within the past 10 years to determine programmatic capacity and adequacy. Scott provides school districts with the technology tools they need for successful planning including a unique space utilization methodology that displays room use, allocation, and enrollment by period for facilities based on master schedules. He not only produces report-quality maps for facility master planning, redistricting, and build-out scenarios, he also assists district officials with implementation of their own GIS programs.

Scott served DCPS during the facilities planning process that resulted in the successful 2020 referendum. To further benefit the District, we have defined a role for Scott in the CMA/OR team. As Master Plan Validation & Community Engagement lead, Scott will maintain oversight over the FMP, provide ongoing validation, compliance check and adjustment, as the Program is implemented. Scott is excited about continuing his collaboration with DCPS!

Relevant Experience DUVAL COUNTY PUBLIC SCHOOLS, Facilities Master Plan, Community Engagement & Boundary Planning; Jacksonville, FL

ARLINGTON INDEPENDENT SCHOOL DISTRICT, Boundary Planning & Facilities Master Plan; Arlington, TX

FORT BEND INDEPENDENT SCHOOL DISTRICT, BOUNDARY PLANNING, Facilities Master Plan & Feeder Alignment; Sugar Land, TX

HARFORD COUNTY PUBLIC SCHOOL SYSTEM, Enrollment Projections & Redistricting Tools Review; Bel Air, MD

HUNTSVILLE CITY SCHOOLS, Capacity Analysis & Unitary Status; Huntsville, AL

SCHOOL DISTRICT OF PHILADELPHIA, Facilities Master Plan; Philadelphia, PA

WEBSTER GROVES SCHOOL DISTRICT, Facilities Master Plan; Webster Groves, MO

WILLIAMSBURG-JAMES CITY COUNTY PUBLIC SCHOOLS, Boundary Planning, Williamsburg, VA

MONTGOMERY CITY SCHOOLS, Facilities Master Plan; Montgomery, AL

BRIDGEPORT PUBLIC SCHOOLS, BOUNDARY PLANNING, Facilities Master Plan Update & GIS Training; Bridgeport, CT

CITY SCHOOLS OF DECATUR, Boundary Planning; Decatur, GA

CLEVELAND HEIGHTS – UNIVERSITY HEIGHTS CITY SCHOOLS, Capacity Analyses & Boundary Planning; Cleveland, OH

COLUMBIA PUBLIC SCHOOLS, Enrollment Projections & Boundary Planning; Columbia, MO

CABELL COUNTY SCHOOLS, Facilities Master Plan; Huntington, WV

EDUCATION BS, Geography, The Ohio State University

PROFESSIONAL AFFILIATIONS Association for Learning Environments (A4LE)

YEARS OF EXPERIENCE Profession: 15 With Cooperative Strategies: 15


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DESIGN REVIEWERS

MOLLY HESTER, AIA Design Reviewer

Molly is a highly motivated architect with extensive experience in educational facility planning, district-wide Capital Improvement Planning, K-12 Master Planning, School Design and Project Management. She has exceptional interpersonal and communication skills which build team relationships with clients, creates a positive atmosphere in community input sessions and fosters an inclusive process for planning and design.

Relevant Experience U.S. ARMY CORPS OF ENGINEERS,

DEPARTMENT OF DEFENSE EDUCATION ACTIVITY (DODEA), 21st CENTURY SCHOOLS INITIATIVE; Worldwide

ORANGE COUNTY PUBLIC SCHOOLS, CAPITAL PROJECTS; Orlando, FL

G. ANDREW FORAN, PE Design Reviewer

Andy is a licensed mechanical engineer with 14 years of experience in the design of commercial and industrial HVAC and plumbing projects. He is highly skilled in design document technical review for conformance with clients’ technical design guidelines and building codes and is well versed in AutoCAD, Revit MEP, and Bentley AutoPIPE. Andy has provided mechanical design review of new construction and renovation projects on several current K-12 programs

Relevant Experience FULTON COUNTY SCHOOLS,

SPLOST V CAPITAL IMPROVEMENT PROGRAM; Atlanta, GA

GARLAND INDEPENDENT SCHOOL DISTRICT, 2014 BOND PROGRAM; Garland, TX

E D U C A T I O N Master of Architecture

BA, Architecture

L I C E N S E S / C E R T I F I C A T I O N S Registered Architect: FL (#AR0009041)

Y E A R S O F E X P E R I E N C E Profession: 39 With Jacobs: 7

E D U C A T I O N BS, Mechanical Engineering

L I C E N S E S / C E R T I F I C A T I O N S Professional Engineer: AK


M. ANTHONY TAPIA, PE Design Reviewer

Tony is a registered professional electrical engineer with 29 years of experience including advanced design and development of major electrical distribution designs involving large-capacity building distribution systems. He has proficient knowledge of NEC, IECC, and NFPA codes.

Relevant Experience SCOTT & WHITE HOSPITAL, BONE

& JOINT INSTITUTE; Temple, TX McLANE CHILDREN’S HOSPITAL;

Temple, TX HARRIS METHODIST DATA

CENTER ELECTRICAL IMPROVEMENTS TO GENERATORS; Fort Worth, TX

GABRIEL SERNA, PE Design Reviewer

Gabe specializes in the design and analysis of structural systems for CHP facilities and equipment. His experience includes power plants, electrical substation support structures, low- to mid-rise building structures and water infrastructure support structures. His structural system experience includes structural steel, cold-formed steel, reinforced concrete, post-tensioned concrete, wood and masonry.

Relevant Experience UNIVERSITY OF FLORIDA,

CENTRAL UTILITIS & ENERGY STRATEGIC DEVELOPMENT PLAN; Gainesville, FL

FORT BEND INDEPENDENT SCHOOL DISTRIC,T 2014 BOND PROGRAM; Sugar Land, TX


E D U C A T I O N BS, Engineering Technology

L I C E N S E S / C E R T I F I C A T I O N S Professional Engineer: TX, OK, NY


E D U C A T I O N MS, Civil Engineering

L I C E N S E S / C E R T I F I C A T I O N S Professional Engineer: TX, CA

Florida registration is in process



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PROJECT MANAGERS

DUSTIN MERRITT Project Manager

Dustin is a well-rounded project and construction manager with 17 years of experience, including 10 years dedicated to the OCSD program. Dustin has served as Construction Manager on the OCSD program since 2017. Prior to his current role, he served as Project Manager, Assistant Project Manager, and Intern.

Relevant Experience OKALOOSA COUNTY SCHOOL

DISTRICT, CAPITAL IMPROVEMENT PROGRAMS V & VI; Fort Walton Beach, FL

OKALOOSA COUNTY SCHOOL DISTRICT, CAPITAL IMPROVEMENT PROGRAMS III & IV; Fort Walton Beach, FL

BRYAN RAY Project Manager

Bryan brings 25 years of construction industry experience in a variety of roles including construction foreman, quality control manager, site safety manager, project engineer and project manager. He brings a keen understanding of industry trades with the ability to coordinate efforts between multiple organizations.

Relevant Experience FORT BEND INDEPENDENT

SCHOOL DISTRICT, 2018 BOND PROGRAM; Sugar Land, TX

FORT BEND INDEPENDENT SCHOOL DISTRICT, 2014 BOND PROGRAM; Sugar Land, TX

E D U C A T I O N BS Acquisitions and Project Management

AA, Business & Administrative Management

L I C E N S E S / C E R T I F I C A T I O N S Certified Building Contractor, FL (#CBC1261081)

Certified Construction Manager (In Progress)


E D U C A T I O N BS, Business/Project Management

L I C E N S E S / C E R T I F I C A T I O N S OSHA 30-Hour Construction Safety Certification


ANNIE CLAYTON Project Manager

Annie is a seasoned design and construction management professional with more than 20 years of experience in the U.S. and the Caribbean. She is a licensed Florida general contractor and Managing Director of Clayton Company Consultants, LLC. Annie has successfully delivered numerous DCPS projects over the past six years.

Relevant Experience DUVAL COUNTY PUBLIC SCHOOLS,

RAINES HIGH SCHOOL EGRESS COMPLIANCE & FIRE SPRINKLERS SYSTEM; Jacksonville, FL

DUVAL COUNTY PUBLIC SCHOOLS, FRANK PETERSON ACADEMIES KITCHEN & SERVING LINE REMODEL; Jacksonville, FL

FRANK RINGHOFER, JR., AIA, LEED AP BD+C Project Manager

Frank is a registered Florida architect and LEED Accredited professional with 30 years of experience in project management, construction administration, design, spec writing, cost analysis and quality reviews.


ENGLEWOOD HIGH SCHOOL ADDITIONS & RENOVATIONS; Jacksonville, FL

DUVAL COUNTY PUBLIC SCHOOLS, OCEANWAY ELEMENTARY SCHOOL; Jacksonville, FL

DUVAL COUNTY PUBLIC SCHOOLS, KERNAN TRAILS ELEMENTARY SCHOOL; Jacksonville, FL

DUVAL COUNTY PUBLIC SCHOOLS, DON BREWER ELEMENTARY SCHOOL; Jacksonville, FL

E D U C A T I O N BS, Architecture

L I C E N S E S / C E R T I F I C A T I O N S Certified General Contractor: FL (#1508068)

Y E A R S O F E X P E R I E N C E Profession: 20 With Clayton Co.: 16

E D U C A T I O N Bachelor of Architecture

Danish International Architectural Program

L I C E N S E S / C E R T I F I C A T I O N S Registered Architect: FL (#16446), AZ, MI

Y E A R S O F E X P E R I E N C E Profession: 30 With PQH: 15


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CONSTRUCTION/FIELD OBSERVERS

ROBERT SHANDIK, CCM, PMP Construction/Field Observer

Robert has 20 years of experience in project and construction management of numerous, complex design-build project spanning the manufacturing, federal infrastructure, transportation, and corporate buildings industries. His project and construction management responsibilities have included managing multidisciplinary teams, managing cost and schedule, client coordination, and day-to-day construction activities.

Relevant Experience LOCKHEED MARTIN MISSILES AND

FIRE CONTROL SYSTEMS; Orlando, FL

LOCKHEED MARTIN ROTARY AND MISSION SYSTEMS; Orlando, FL

TAMPA INTERNATIONAL AIRPORT, CHECKED BAGGAGE SYSTEM UPGRADES AND OPTIMIZATION; Tampa, FL

HUNTER GARRETT Construction/Field Observer

Hunter brings 40 years of experience in construction management. His duties include contract administration, contractor coordination, monitoring contractor’s performance and quality control, field inspections, maintaining project documentation, progress payment review, handling contractor issues and managing change orders.

Relevant Experience GENERAL SERVICES

ADMINISTRATION (GSA) REGION 4, B.P. GROGAN & J.L. DOVE FEDERAL BUILDING; Miramar, FL

GSA REGION 4, SAM M. GIBBONS COURTHOUSE, MEP UPGRADE; Tampa, FL

ORANGE COUNTY CONVENTION CENTER EXPANSION; Orlando, FL

E D U C A T I O N AA

L I C E N S E S / C E R T I F I C A T I O N S Certified Construction Manager (CCM)

Certified Project Management Professional (PMP)


E D U C A T I O N Electrical Joint Apprenticeship Engineering Program



SAFETY OVERSIGHT

ALAN CYRIER Safety Oversight

Alan has 27 years in the safety profession, including safety consultation and workers' compensation. Alan is our Southeast Region HSE Manager responsible for developing project safety programs tailored to each project's operations and hazards and verifying the safety program is updated as needed. Alan conducts pre-construction meetings for contractors, reviews contractual health and safety requirements, and evaluates the requirements of the site-specific safety program

Relevant Experience FLORIDA DIVISION OF SAFETY,

STATE SAFETY CONSULTATION PROGRAM; Orlando, FL

UNIVERSITY OF CENTRAL FLORIDA, DEPARTMENT OF ENVIRONMENTAL, HEALTH & SAFETY; Orlando, FL

BRENT GERE Safety Oversight

Brent brings 20 years of experience and a passion for construction safety. His knowledge of OSHA standards, regulations and safety compliance are exceptional. Brent provides safety education to make sure construction managers and employees understand policies and regulations.

Relevant Experience ADA RAMP REHABILITATION DEFENSE LOGISTICS

ADMINISTRATION HRH SAFETY & HEALTH

CONSULTING

E D U C A T I O N BS, Industrial Engineering

L I C E N S E S / C E R T I F I C A T I O N S OSHA Authorized Construction Trainer


E D U C A T I O N BS, Science/Education

AA, Computer Technology


Y E A R S O F E X P E R I E N C E Profession: 20 With C&ES: 1


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PROJECT CONTROLS

BETZAIDA MONTALVO COTTO Controls Specialist

Betzaida provides support on all aspects of project controls and reporting, including, project change management, cost control, progress measurement, schedule development and schedule control and ensuring a successful project deliver on time and on budget. She is skilled at developing tools and optimizing procedures to improve reporting and project delivery.

Relevant Experience JEA, WATER UTILITY CAPITAL

IMPROVEMENT PROGRAM; Jacksonville, FL

JEA, BUCKMAN WATER RECLAMATION FACILITY; Jacksonville, FL

NORTH MIAMI BEACH WATER UTILITY, CAPITAL IMPROVEMENT PROGRAM; North Miami Beach, FL

SIRISHA POLUDASU Procurement/Buyer

Siri brings 13 years of experience as controls manager, assistant project manager and project engineer on diverse project types with knowledge in construction/program management, general contracting, and all aspects of construction. She is proficient at working on multiple concurrent projects and is a strong team contributor who positively interacts with project stakeholders to provide the highest level of support and services.

Relevant Experience DALLAS INDEPENDENT SCHOOL

DISTRICT, 2015 BOND PROGRAM; Dallas, TX

DALLAS INDEPENDENT SCHOOL DISTRICT, 2015 INTERIM BRIDGE PROJECTS; Dallas, TX

DALLAS INDEPENDENT SCHOOL DISTRICT, 2008 BOND PROGRAM; Dallas, TX

E D U C A T I O N MS, Engineering Management (In Progress)

BS, Civil Engineering



E D U C A T I O N MS, Construction Management

Bachelor of Architecture

L I C E N S E S / C E R T I F I C A T I O N S OSHA 10-Hour & 30-Hour Construction Safety Certification


PEGGY MARTIN Closeout Specialist

For the past 18 years, Peggy has supported program management teams on three consecutive Dallas Independent School District Bond Programs as Office Manager responsible for a wide range of administrative functions.

Relevant Experience DALLAS INDEPENDENT SCHOOL

DISTRICT, 2015 BOND PROGRAM; Dallas, TX



NORMA SANTIAGO Document Controls/Admin

Norma brings 23 years of document controls and administrative support. For the past 15 years, she has served as Document Controls lead on the Recovery School District program responsible for establishing the processes and report formats which provide prompt, error-free transmittal and tracking of RFIs, submittals, and change orders. Norma was also responsible for implementing the filing and technical document control system.

Relevant Experience RECOVERY SCHOOL DISTRICT,

ORLEANS PARISH SCHOOLS RECOVERY; New Orleans, LA

ORLEANS PARISH SCHOOL BOARD, CAPITAL IMPROVEMENT PROGRAM; New Orleans, LA


Y E A R S O F E X P E R I E N C E Profession: 39 With Jacobs: <1

E D U C A T I O N BBA, Marketing



62 |

COST ESTIMATORS & SCHEDULERS

KINGSLEY SARPONG, LEED AP Cost Estimator

Kingsley brings 16 years of experience in cost estimating, quantity surveying and construction management for large multi-campus projects and higher-education facilities. He has supported multiple federal, state and local government projects, providing preconstruction services such as conceptual/detail cost and GMP estimates.

Relevant Experience ANNE ARUNDEL COUNTY PUBLIC

SCHOOLS, SCHOOL CONSTRUCTION PROGRAM; Annapolis, MD

STONYBROOK UNIVERSITY, STUDENT RESIDENCE & DININF FACILITY; Stonybrook, NY

VIRGINIA SCHOOL FOR THE DEAF AND BLIND, CONSOLIDATION; Staunton, VA

MAURICE TOUZARD, CPE Cost Estimator

Maurice has 30 years of experience in construction, encompassing all aspects of construction from pre-construction, development, and estimating from budget analysis to startup. His depth of knowledge spans from conceptual estimating, performing hard dollar estimates, value engineering, quantity surveying, and constructability reviews.

Relevant Experience ANNE ARUNDEL COUNTY PUBLIC

SCHOOLS, SCHOOL CONSTRUCTION PROGRAM; Annapolis, MD

FULTON COUNTY SCHOOLS, SPLOST V CAPITAL IMPROVEMENT PROGRAM; Atlanta, GA

PENTAGON ATHLETIC CENTER; Arlington, VA

E D U C A T I O N MS, Construction Management

BS, Building Technology

L I C E N S E S / C E R T I F I C A T I O N S LEED Accredited Professional


E D U C A T I O N MBA, Finance


L I C E N S E S / C E R T I F I C A T I O N S Certified Professional Estimator (CPE)


CHARLES NEATHERY Scheduler

Charles has 31 years of construction and program management experience with specialized concentration in program controls. He currently serves as Jacobs’ Director of Project Controls for the Buildings, Infrastructure & Advanced Facilities division. Charles frequently facilitates collaborative workshops such as Sprint Start, Interactive Planning Sessions, risk assessments, and training sessions.

Relevant Experience FORT BEND INDEPENDENT

SCHOOL DISTRICT, 2014 BOND PROGRAM; Sugar Land, TX


DEKALB COUNTY SCHOOL DISTRICT, SPLOST III CAPITAL IMPROVEMENT PROGRAM; Tucker, GA

AGUSTIN VILLAFANA, PMP, LEED AP Scheduler

Agustin has 15 years of experience in project controls for complex programs. He is skilled in developing design and construction master schedules for individual projects, program phases and overall Master Program Schedules, as well as preparing cost estimates for conceptual, schematic, design development and detailed construction document estimates.

Relevant Experience EL PASO INDEPENDENT SCHOOL

DISTRICT, 2016 BOND PROGRAM; El Paso, TX

FORT BEND INDEPENDENT SCHOOL DISTRICT, 2014 BOND PROGRAM; Sugar Land, TX

ARLINGTON INDEPENDENT SCHOOL DISTRICT, 2014 BOND PROGRAM; Arlington, TX

E D U C A T I O N BS, Building Construction



E D U C A T I O N MS, Civil Engineering


L I C E N S E S / C E R T I F I C A T I O N S Certified Project Management Professional (PMP)

LEED Accredited Professional



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COMMUNITY OUTREACH / DIVERSITY & INCLUSION

JAYNELLE PEMBERTON, PE Community Outreach

Jaynelle is a professional engineer with 19 years of Florida experience. She is passionate about giving back to her local community and volunteers her time for various Jacksonville community activities and initiatives including the successful Bikes-n-Bytes program. Jaynelle also serves as a liaison for supplier diversity initiatives with local small business seeking to partner with Jacobs.


BIKES & BYTES PROGRAM; Jacksonville, FL

JEA, DUVAL COUNTY PUBLIC SCHOOLS STEM OUTREACH EVENTS; Jacksonville, FL

CITY OF JACKSONVILLE, MAYOR’S COMMISSION ON THE STATUS OF WOMEN; Jacksonville, FL

MONIQUE ALLEN Diversity & Inclusion

Monique offers 17 years of progressive experience in the A/E/C industry including 10 years in Public Outreach, Public Information Coordination, and Administration. She has also enjoyed success directing internal minority programs related to JSEB, Section 3, M/W/DBE compliance. Monique recently served as the Business Development Manager under the Environmental and Infrastructure Division overseeing aspects of expansion with current clients and developing business relationships with potential, new, and existing clients. Relevant Experience CITY OF JACKSONVILLE, PROJECT

NEW GROUND; Jacksonville, FL CITY OF JACKSONVILLE, DUVAL

COUNTY UNIFIED COURTHOUSE FACILITY; Jacksonville, FL

E D U C A T I O N BS, Civil Engineering & Architectural Engineering

L I C E N S E S / C E R T I F I C A T I O N S Professional Engineer: FL #80514


Y E A R S O F E X P E R I E N C E Profession: 17 With C&ES: 12


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B5. Understanding of Program

Requirements

B5

UNDERSTANDING OF PROGRAM REQUIREMENTS


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B5. UNDERSTANDING OF PROGRAM REQUIREMENTS We would like to congratulate Duval County Public Schools (DCPS) for the success of the School Capital Outlay Sales Surtax referendum that will fund the Master Facility Plan (MFP) for the benefit of students, staff, administrators and the community-at-large. The trust placed in the District by the community requires a commitment to excellence and a quality program by in-house staff and an external program manager working together as one consolidated team.

We’re proud of the work and contributions we made to the Facility Condition Assessment (FCA) and Master Facility Plan (MFP); it is through this understanding of the data and your decisions that we are uniquely qualified and differentiated to help you execute the work most efficiently, and with the shortest learning curve.

Our team brings experience with similarly sized Sales Surtax funded school capital improvement programs. Throughout our response, we describe how our collaborative approach brings tangible value to DCPS by building teams of stakeholders from the district and schools, designers, contractors, agencies and municipalities.

The Jacobs team has deep roots in the community and strong relationships with the Atlantic Beach, Jacksonville Beach and Neptune Beach municipalities. We’re accustomed to working collaboratively with a district managed Code Enforcement department, and the other agencies having jurisdiction over projects including the St. Johns River Water Management District.

Your MPF includes thousands of deficiencies, inadequacies, and life cycle items collected through the FCA in our MAPPS software. We offer access to MAPPS staff for continuity of the decisions made during the planning process in a cost-effective way.

Let’s explore how our team will help you achieve your Improvement Priorities:

Priority 1: Mission Critical Systems. Using MAPPS/FCA data and our MAPPS/GIS tools, we filter for Priority 1 deficiencies and develop a plan that strikes a balance between cost to correct, and time to correct. Strategies will include a combination of strategic purchases, continuing contracts (existing or new), or horizontal projects grouped by location. While larger packages tend to be more efficient to manage, the inefficiency of these smaller projects will be offset by sales tax and contractor markup savings. As these deficiencies are corrected, our MAPPS Admin clears the deficiency and resets the asset life cycle remaining in the MAPPS database.

Priority 2: Indirect Impact to Educational Mission. Priority 2 needs are on a trajectory to Priority 1. Using Jacobs’ MAPPS, we study the deficiencies to determine if they need to be resolved with the Priority 1 deficiencies or if they can wait for a later Priority 3 project. Through this study we also review the Jacobs Value Plus knowledgebase looking for means to extend the life of the assets. As an example, we’ll show you Jacobs Value Plus solutions that are extending the life of school roofs, with up to a 20-year warranty, for half the cost of a tear-off replacement.

Priority 3: Short Term Conditions. These deficiencies are grouped into the project’s base bid scope in MAPPS along with any remaining Priority 1, 2, or prioritized open

THE VALUE WE BRING

We have the resources readily available to begin work at any time you’re ready to proceed.

We can accommodate short notice or accelerated schedule and/or work at a slower pace to meet funding needs.

We anticipate, resolve and communicate project status, expectations, and requirements effectively.

We establish procedures aligned with State and Board Policies, Design Guidelines (DGs), Florida’s State Requirements for Educational Facilities (SREF), Florida Building Code, the Consultant’s Competitive Selection Act (CCNA), all while keeping your projects under the thresholds of the Cost per Student Station Limitation.


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capital work orders or building code violations. Based on the project budget and scope and using MAPPS we calculate the soft costs and cost escalation to recommend the most efficient project delivery method and schedule.

Priority 4: Long Term Requirements. Scenario building in MAPPS allows us to consider the Priority 4 items in a context of parity among all your facilities. Items that make your cut are added as priority bid alternates, items that don’t make the cut remain in MAPPS and can be used to forecast future funding needs.

Priority 5: Enhancements. Similar to Priority 4 items these deficiencies are evaluated in a districtwide context and added as optional bid alternates.

Reprioritization. A year ago, we never imagined a pandemic disrupting everything. But here we are, nearly a year later, yearning for a return to anything that feels normal. If we learned anything along the way, it’s that a good plan needs to accommodate change. We added Cooperative Strategies and our MAPPS Admin to the team so we can quickly and effectively respond to a priority or market climate change with data- driven scenarios. When you approve a scenario, MAPPS recalculates the cost escalation, soft cost, and asset life cycle factors so reports and dashboards reflect your current execution plan.

Jacobs MAPPS will be used to develop project scopes and track the resolution of deficiencies

B6. Understanding of the Scope of Services

B6

UNDERSTANDING OF THE SCOPE OF SERVICES


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B6. UNDERSTANDING OF THE SCOPE OF SERVICES For a more granular view, the table below outlines key roles and responsibilities for the DCPS MFP Program, identifies critical project and program activities and cross-references the responsibilities of key CMA/OR personnel with respect to those activities by project phase, as taken from your RFQ (pages 14-17), and assigning primary and secondary responsibility for each scope of service item.

a. Staffing and Responsibility Matrix - by Project Phase

Responsibility Matrix RESPONSIBLE STAFF

Primary Responsibility Secondary Responsibility

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Cont

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Task

ORGANIZATION & IMPLEMENTATION PLANNING

a. Implement and maintain document control and record keeping systems.

b. Assist in selection of design professionals by preparing and transmitting request for qualifications (RFQ’s) assisting in the review of written proposals, conducting interviews, evaluating proposals and making recommendations.

c. Develop and maintain a comprehensive Master Project Schedule to

include all organization, design, preconstruction, construction and post occupancy services.

d. Refine and develop a detailed preliminary Master Project Budget for

each project.

e. Recommend and utilize a PMIS software system, to be approved by the

District, for use in the DCPS MFP Program.

f. Provide FEDC staff with monthly budget and business reports for each

project which will include an exceptions report, forecasting problems, and providing recommendations for remedial action.

DESIGN MANAGEMENT

Pre-Design/Planning

a. Verify off-site conditions.

b. Correlate scope to budget and schedule, and/or master plan in

coordination with the District and the A/E firms.

c. Engage and coordinate with regulatory authorities.

Design/Engineering Review

a. Oversight and management of technical services providers (architect,

engineer, other design phase consultants).

CM

b. Review design documents for compliance with the scope to budget and

other program requirements. CM

c. Review drawings and specifications for compliance with DCPS Design

Guidelines (DG). CM

d. Review design documents for compliance with project LEED initiative. CM


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e. Upon receipt of approved required deliverables, process payment for

design phase consultants .

f. Coordinate reviews of design documents and construction documents by

the maintenance department and other auxiliary DCPS personnel.

g. Maintain the detailed master program budget to address all projected

costs.

h. Maintain the master program schedule and a short-term look-ahead schedule to facilitate the overall project decision-making process. Identify key milestones for the design team and coordinate decision-making necessary to achieve all milestones.

CM

i. Provide oversight of the design teams, as directed by the FEDC staff,

including coordination of interfaces with DCPS personnel.

PROCUREMENT MANAGEMENT

a. Procurement phase oversight and management of technical services providers (A/E firms, other design phase consultants), printers and other participants.

CM

b. In collaboration with DCPS and the design teams, develop the

procurement strategy and assist with process. CM

c. Work in collaboration with the A/E firm to develop the front-end

documents.

d. Assist with selection of general contractors, required for project implementation, including but not limited to development of RF’s, RFPs, ITBs, task orders, analysis or proposals, managing the interview process and development of recommendations for selections in accordance with DCPS guidelines.

e. Assist the design team in the delivery of documents and addenda to the

interested parties and attend pre-proposal conferences. Work with the design team to provide to DCPS a cost estimate for each addendum.

f. Organize bid previews and procurement training.

g. Promote interest in the DCPS MFP Program.

CONSTRUCTION OVERSIGHT

a. Construction phase oversight and management of construction services and technical services providers (A/E firms, contractors) and other participants.

b. Provide a full-time project management team to administer the construction and promote a safety program for all projects.

c. Coordinate closely the submittals and delivered equipment and materials to correspond with DCPS standards.

d. Conduct pre-construction kick-off meetings for each project.

e. Establish lines of communication and construction administration procedures for the processing of submittals, shop drawings, requests for information (RFIs), change requests, etc.


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f. Update the FEDC project procedures manual relative to handling all project documentation in concert with the design team’s current forms and processes.

g. Coordinate dispute resolution and claims avoidance services. Process and monitor the review by the design team of submittals, product samples, shop drawings, requests for information and clarifications.

h. Manage the change order tracking system.

i. Monitor Requests for Information (RFI’s) to ensure timely responses by all parties.

j. Review all applications for payment submitted by construction contractor, vendors, etc. and provide recommendations for revisions and/or payment. CMA/OR scheduler to review contractor’s project schedule and make recommendations to FEDC staff.

k. Ensure that operations and maintenance manuals are assembled on an on-going basis during construction so as to both facilitate training and final complete compilation.

l. Manage and maintain all project documents and files and ensure as-built drawings are being kept current by contractor.

m. Attend weekly job meetings.

n. Perform a weekly site observation for each project and record in the PMIS as well as maintain site observation activities to ensure compliance with project team.

o. Oversee project team compliance with project LEED initiative.

POST CONSTRUCTION

a. Provide post construction phase oversight and manage construction and technical services providers (A/E firms, contractors) and other participants.

b. Assist the design team in performing interim and final inspections and in monitoring all corrective work. Assist the design team in developing an appropriate punch list of outstanding items to be corrected at the time of substantial completion. Monitor completion of the punch list items by the contractor.

c. Assist in the coordination of furniture and equipment (delivery, assembly and installation), systems testing, training sessions, etc. Participate in regular move-in team coordination meetings to ensure all deadlines are met.

d. Assist DCPS in obtaining certificate of occupancy permit, including

preparation of relevant documents for governmental agencies, as well as facilitating inspections by governmental agencies.

e. Work with commissioning services provider.

f. Verify that all warranties have been received and are properly executed

by the District.


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B7. Approach & Methodology

B7

APPROACH & METHODOLOGY


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B7. APPROACH & METHODOLOGY Capital programs are dynamic. For this reason, we spend time assessing, measuring, aligning resources and developing options that correspond to the fluid environment. Our commitment to you is that we will be forever vigilant, always anticipating, and proactively responding to changes along the way by providing you with options and a recommended course of action pertaining to each situation.

a. Effective Mobilization

Setting a trajectory for success will begin on Day 1. Our understanding of your program, best practices from similar programs, and industry‐leading professionals who know how to help you prepare for and achieve success on your capital program.

For several years, Jacobs and Cooperative Strategies worked side by side with DCPS to develop the FCA, MFP, and preliminary planning. Through this collaboration, we gained an intimate understanding of the nature, priorities, and inherent challenges of your program. Because we are already familiar with your needs, Jacobs is uniquely positioned to help you achieve a rapid launch, starting off on the right foot.

b. Maintaining Momentum through Sprint Start

During the first 30 days working with DCPS, we achieve full alignment with your team and facilitate critical decisions that will set the tone for success. These include 1) defining site/programmatic requirements, 2) selecting optimal delivery methods based on your risk/reward and cost/benefit preferences, 3) confirming the capital needs and building detailed scopes with well-defined budgets; and 4) establishing the approach to phasing and logistics to get the most benefit for your stakeholders’ investment while not disrupting your schools.

Led by Program Director, John Dougherty, the Sprint Start Mobilization process consists of a series of distinct intense information gathering sessions or “sprints”, each producing a deliverable. Beginning with a Kickoff Meeting and Client Expectation Survey, to gain a clear mutual understanding of your objectives and vision of success, we agree on the Key Performance Indicators (KPIs) for successful performance, and use them to guide and measure our performance for continuous process improvement throughout the program. This results‐oriented approach focuses the entire team on delivering successful outcomes from Day 1.


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Next, we facilitate the Interactive Planning Workshops, a multi‐day series of meetings between DCPS and Jacobs, each producing a deliverable, as shown below. By bringing key stakeholders together, we leverage the strengths of the entire team, and accelerate Program Development activities with mutual accountability without scope gaps or overlaps.

• Organizational structure alignment. In this sprint we review the current FEDC organization and how it interfaces with other district operations. We define the staffing required to deliver the MFP in the near, mid, and long-term and develop a succession model for how outsourced positions can be deployed to move forward in the near term and demobilized as the FEDC builds internal capacity.

• Master program schedule/phasing/cash flow. This sprint prepares a Master Schedule for the Program. Project definition is high-level and presented on a single bar illustrating the major stages. Milestones help with oversight and stage gate control, while the uniform Work Breakdown Structure supports reporting by project, stage, department, or role. Our priority is getting the short-term/ priority projects (Early Wins) and first wave projects (Early Starts) into production.

• Packaging and procurement strategies. This effort determines how to strategically package/bundle work to optimize the number of procurement packages, maximizing direct purchases and sales tax exemptions, avoiding unnecessary contractor markups, and creating opportunities for all contractors.

• Forms of agreement. Appreciating that the forms of agreement are the dominion of the district’s legal counsel, in this sprint we review and update them looking for opportunities to increase competition without increasing risk.

• RFQs and selection criteria for professional services. With a goal of promoting interest and confidence in district solicitations and streamlining the selection process, this sprint recommends strategies to optimize the RFPs/RFQs.

• Design Guidelines (DGs) & Educational Specifications (Ed Specs). The designers, design reviewers, and subject matter experts all rely on the clarity of your DGs and Ed Specs. This sprint is a collaboration with the stakeholders from Code Enforcement, Facility and Facility Maintenance and academic leadership to update and train the document users and consultant firms on your expectations.

• Project controls & reporting. A consequential deliverable of the Sprint Start is the definition and set-up of the Program Management Information System (PMIS), which includes the systems, software and procedures for exceptional delivery, including the ability to integrate into DCPS’ existing maintenance management software, Remedy, and your ERP SAP. Everything from financial reporting and reconciliations to document retention policies is mapped out.

• Communications planning and media outreach. You’re already communicating how the “promises-made” will be kept to the different stakeholders from parents with students, to firms looking for opportunities, to empty-nest residents, all of whom have an interest in how their tax dollars are being spent. In this sprint, the team learns how to work with your communication department to highlight the positive stories and outcomes of the Program.

• Board policies. Audits, information requests, and investigations are inevitable. In the interest of streamlining processes, this sprint will review the existing policies like “Board Policy 8.56 - Change Orders” and make recommendations to refine

Our Shared Roadmap. Sprint Start is a responsive process.

Our first team-building exercise incorporates your experience and voice into the process as you focus the proposed agenda on the most relevant topics facing your district and stakeholders.


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certain policy language and options for your consideration. Once the policies are approved, we’ll align the operating procedures and train the staff.

• Creating local opportunities. The size and complexity of this program may overwhelm the very firms that the Office of Economic Opportunity was set up to support. In this sprint, we focus on creating opportunities for small and diverse firms to thrive. We also encourage a discussion about how this program can custom tailor and maximize opportunities for SBE’s, M/WBE’s and for the local workforce displaced from their jobs by the pandemic’s economic downturn.

• High performance and sustainable design requirements materially improve the district’s financial health by lowering operating costs. This sprint provides unbiased data so you can make fact-based decisions about myriad choices from building placement, LED and natural light, insulation and HVAC, noise control, water conservation, and waste reduction.

c. Ability to Develop/Validate Scope-Budget-Schedule

Scope development is an iterative exercise aligning the project Scope to Budget and Schedule based on the project type.

• New construction/addition project scopes start from the MFP, Ed Specs, Facility List, and Design Guidelines (DGs). These drive cost while the cost per student station (F.S. 235.435) and project budget constrain the project’s scope.

• Remodel and renovation project scopes start from the MFP/FCA deficiency list. Through a review of the recent work order history we adjust the scope to match current needs. The scope choices are then driven by budget and constrained by Ed Specs and DGs.

We begin all projects with a review of the “promises-made” by the referendum and of changed conditions reported by Planning & Programming, Code Enforcement, and Facilities Maintenance. Our estimators create a parametric estimate and the controls and project management team develop a project budget, schedule and cost per student station - cost worksheet (F-DOE form FCO 564) if applicable.

Jacobs Value Plus

AVOIDING POST BID VALUE ENGINEERING

Post-bid Value Engineering (VE), while necessary, is less effective, and more error prone and expensive than controlling scope and budget throughout the design.

We appreciate the level of effort of setting up a Building Information Model (BIM) and the disproportionate level of effort required to generate savings in buildings that are already highly constrained by Design Guidelines (DGs), Ed Specs, SREF, and Building Codes so we adopt an approach that minimizes post-bid VE.

Using MAPPS, we set the initial scope below the budget by a factor that exceeds the estimate’s margin of error. We then use a combination of priority and optional bid alternates that allow you to select the combination of alternate work that meets your needs without exceeding the budget or requiring post-bid VE.


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As a best practice we engage all internal departments throughout the scope development process and of impending procurements to ensure funding is available for commitment and approvals like Ed Plant Survey preapproval, Castali, land acquisition, and utilities/easements, have been resolved or have an action plan developed before a project team is hired and fees are spent.

In 2019 Florida Senate Bill 7070 eased certain requirements for Ed Plant Survey preapproval when projects are funded by one-half cent sales surtax revenue. They also changed the reporting requirements and Auditor General sanctions when cost per student station is exceeded. Notwithstanding these reliefs, our team is uniquely aware of the magnitude of the work that this capital program is expected to correct with the significant, but limited funds you will receive.

c.1 Unique to New Construction Cooperative Strategies is a national subject matter expert on Ed Spec and Facility List development. Because new construction is driven by these documents, we’ll rely on their expertise and your direction for how district and school-based leadership and the community are engaged in the process of updating these documents. Throughout the process our local minority-owned architecture and planning consultants, PQH Group, help us visualize the proposed changes and new adjacencies supporting any innovative pedagogies being implemented by the district. Estimators from Jacobs and C&ES create parametric estimates based on the proposed changes and our project management and controls teams create parametric budgets and cost per student station scenarios ensuring that any proposed changes fall within the project budgets and cost per student station limitations.

c.2 Unique to Remodel, Renovation, and other projects Remodel, renovation, and other special projects derive their scope from the Master Facility Plan and Facility Condition Assessment. Our team’s knowledge of these documents, and the decision making that enables them will be invaluable as we develop project scopes and respond to the market climate changes. Setting the right scope is an important first step in each project, but we know it doesn’t end there. Using MAPPS and our other planning tools allows us to keep your leadership, oversight committee and community informed of the program’s progress resolving deficiencies. This transparency is the cornerstone of sustaining the public’s trust and future support for district initiatives and referendums.

c.3 Communicating Project Scope Project stakeholders from the school-based administrators and district departments to the contracted designers and contractors need a clear scope to work efficiently. Our use of MAPPS reporting allows us to create summary and detailed reports of your Owner’s Project Requirements (OPR). By reaching consensus early, we promote understanding/support for the approved scope-budget-schedule and minimize future scope or document changes that can cause cost overruns, delays, or costly errors.

No Surprises. Throughout the planning, design and construction of any project adding new student stations, we model the cost allocations on an FDOE Form FCO 564 to keep you continually informed of both the project budget forecast and the cost/student station cost forecast.


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d. Efficient Program Implementation

Once we have established a fully functional PM infrastructure and complete the Program Mobilization & Planning tasks, we proceed with the Program Implementation until completion and close out, following the agreed upon Work Plan, similar to the example below:

We recommend cradle-to-grave management of projects to assure a single point of responsibility and reporting. The assigned Project Manager oversees contractual compliance, manages the architects/engineers’ work, develops early relationships with school representatives and obtains their timely input.

Our best-value approach drives maximum value from every dollar invested in the capital program and delivers predictable outcomes that fulfill promises made to the community. Key project management phases include:

Design: We monitor the progress of the design and protect the scope as the design evolves. A specialized technical team performs design reviews at various stages to verify compliance with the design parameters, codes, contractual deliverables, etc. As a provider of architectural and engineering services, we know the value of clarity during the design process. We’ll work side-by-side with your Code Enforcement department and the other municipalities and agencies having jurisdiction. This collaboration and prompt decision making will improve the quality of the designs, estimate accuracy, and ensure the best bid day pricing.

BEST PRACTICE

We establish early coordination with agencies having jurisdiction and confirm code requirements and interpretations early in the design stage.

Bid-ready when Bid is a metric that helps DCPS avoid the impact and cost of mandatory code-driven changes during construction stage.


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JACOBS VALUE+ RECOMMENDATION

DESIGNER FEE SAVINGS

Design costs rise unnecessarily when designers need to develop scopes. Because we know the DCPS MFP, FCA, SREF, and have PQH Group designers on our team, our scopes will be fully developed and DCPS will pay less than DMS Fee Guide market pricing. As proof, a KPI will track savings for reporting to the Oversight Committee.

Stakeholder Engagement: Upon request, Cooperative Strategies and PQH Group will lead engaging Design Charrettes with the community and project stakeholders to evaluate 21st Century innovative pedagogies and other concepts of interest and importance to the DCPS leadership including STEM, STEAM, Pre K-2 and K-8 centers, problem-based and personalized learning environments, outdoor learning, and hybrid in-person/remote learning, etc. Jacobs has technical experts with subject matter expertise for emerging topics like pandemic responsive IAQ and HVAC filtration, pandemic-mode and energy conserving sequences of operations, net zero, and high-performance facility designs. Our approach is always expert-led and fact-based to garner district and community buy-in.

Procurement: Appreciating the stringent statute and policy constraints that your Procurement Department operates under; we are prepared to support you in a subordinate capacity. We’ll relieve a load from your buyers by assembling a complete construction documents package when a project is ready for an RFQ or bid solicitation. Your buyers always have the last look adding the requisite solicitation and contracting documents to the package and managing the solicitation, following your Board/Procurement policies.

To reduce the load further, we can upload your contract templates into our Program Management Information System (PMIS) and mail merge contract forms for the buyer’s review. You’ll be in control of triggering a digital review, digital signature workflow, running API workflows to import data into your Remedy/SAP system, or printing hard copy documents for wet signatures. You’re already expecting an increasing workload; with these efficiencies your Procurement Department will be equipped to keep up.

From time to time there may be unavoidable periods of peak demand. In these times where a procurement delay would materially impact a project’s schedule, we are prepared to place qualified buyers into your departments team in a supporting role. Under your leadership and policies, Jacobs can supply qualified staff to ease the load and keep projects on schedule.

Managing the solicitations is only a part of the equation. We will perform a market climate study of the design and construction industry in Duval, Baker, Nassau, and St. Johns County to assess the availability of Architects, Engineers and Contractors. This study informs packaging and bundling strategies, delivery method selections from all available options including strategic purchasing, continuing contracts, and prototypes. Our shared goal is to maximize the opportunities for Duval County’s local firms and local labor to participate.

We will call on our strong local relationships to attract the best local design and construction firms to increase the number of proposers. The benefits are many,

Local Opportunities. Local participation is a force multiplier on Sales Surtax funded programs. It’s encumbent on the district to not only encourage participation, but to set conditions where the firms can grow and thrive. Oversight and metrics measuring prompt payments and days to closeout are vital to their success. Local firms and locally hired workers support your local businesses. Every sales-taxed dollar they spend in Duval County is an investment back into the program. A true win-win.


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enhanced competition results in more favorable prices, improves the overall transparency of the procurement process, and garners community support, all while creating well-paying jobs for Duval County residents.

Construction: We support the construction administration effort by providing targeted field observations to monitor critical construction anticipating problems, and reporting from the construction site in real-time. The project team engages with the school’s principal coordinating deliveries and work to prevent a disruption to learning and teaching. The field observers monitor the quality of the work, review progress resolving deficiencies, verify that the red-line drawings are kept current, and coordinate the work of separate DCPS contractors while the project managers drive the schedule and evaluate all requests for change orders or schedule impacts.

Post-Construction: We begin projects with the “end in mind” by including close-out and warranty language in the front-end documents. We approach warranty management the same way as the close-out process, documenting and driving pending items to completion with urgency. We assign closeout specialists to work with the project managers to expedite the closeout process for all projects and enhance the user experience.

e. Ability to maintain budgets/cost control and schedules on multiple concurrent projects

We’re proud of our track record of delivering school projects on-time for school opening day. Consistently, no construction project delays have affected our clients’ education mission over the years.

Schedule Control – Our tactics for on-time delivery of complex programs and projects are sound and rely on:

• Program Schedule – The monthly update of the program schedule is a shared responsibility of the PM and controls manager. A progress summary is included in the Monthly Report. The team conducts Issues Resolution sessions until problems are resolved.

• Project Schedules – Project schedules are tracked by the PM and the scheduler on a weekly basis. As the project evolves, the schedule sessions include the architect, contractor, and facility manager/ campus principal. Each session includes a two-week “look ahead” for ongoing coordination.

• Owner-related Items – To foster a smooth transition from construction to owner use, we coordinate important owner activities such as FF&E procurement, technology, activation/move-in plans, through a unified schedule for an improved user occupancy experience.

Example of strategies that promote schedule adherence

Multiple projects at multiple sites traditionally were bid separately. This individualized process required more time and slowed-down the program.

We evaluated the feasibility of packaging/ bundling multiple projects, with the goal of reducing the number of procurement activities and the overall number of bid packages/ contracts.

Achieved efficiencies and reduced project timelines by packaging and bundling similar types of projects at multiple school sites that offered better pricing due to higher volume.

BEST PRACTICES

Establish budget contingencies at program and project level with clear procedures for use to address risks inherent with the scope.

Report Estimate-to-Complete to maintain cost forecasts in real-time.

Consider schedule acceleration strategies such as fast-tracked packages for site work, demolition, and abatement; horizontal procurement; pre-ordering long-lead items; etc.

RECOMMENDATION & RESULTS RESOLUTION PROCESS ISSUE


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We’ll develop the Program Schedule collaboratively. Priorities from the Facilities and Facilities Maintenance department, activity durations from all the interfacing departments and agencies, and critical constraints like capacity/utilization, swing space availability, and enabling work developed by Cooperative Strategies will all inform the schedule logic.

Importantly, we facilitate and follow your lead as needs are prioritized, scope is defined, and delivery methods are selected. We understand that the schedule needs to consider the “promises made” in the Facility Master Plan, commitments made by/to leadership, elected officials, and schools. Together we’ll find opportunities to bundle and sequence work efficiently, leverage existing and new prototypical solutions to solve prototypical problems, and bundle the work to take advantage of continuing contracts and strategic purchasing whenever possible.

We deliver schedule certainty by allocating adequate time for your decision making, procurement processes and permitting at the start of the project and inspections, commissioning, and owner move in activities at the end. Using defined milestones throughout the project allows us to benchmark work and keep you and the oversight committee informed. Keeping a program on schedule is not easy, but our approach of setting realistic durations, and staffing the program with well-trained project professionals goes a long way toward successfully completing on time.

Each month our scheduler, controls team and project manager perform a schedule analysis focused on four critical areas:

• Schedule Quality – at the beginning of each project, our scheduler reviews the schedule source files submitted by the designers and contractors for schedule logic and constraints. The analysis of the schedule is reviewed with the project team who works with the firms to make the necessary corrections.

• Actual vs Planned Progress – as projects progress, our scheduler and the project manager review the schedule updates confirming that work is being completed as planned.

• Schedule Feasibility – when our scheduler and the project manager review delayed, recovery, or acceleration schedules, we focus in on critical warning signs including milestone slippage, compression, and stacking work so we can apply countermeasures early while the issue is more easily corrected.

• Delay Analysis – if a project is delayed, we’ll use algorithms to determine how the critical path was delayed and look for any concurrent delays to mitigate your exposure, while working with the firms to recover/accelerate the remaining work.

Schedule Quality Actual vs. Planned Progress

Schedule Feasibility Delay Analysis

BEST PRACTICES

Touch points that facilitate schedule tracking & compliance:

Kick-off meetings with the A/E – to review schedule milestones for each project and verify buy-in by the project team to prevent design delays

Pre-construction meetings – to confirm schedule parameters with contractors, subcontractors, and key vendors to avoid delays during construction

Kick-off meetings with Contractors – to review CPM schedules for sequencing, logic, and conformance to milestone completion requirements

Weekly project meetings – during design and construction to address overall schedule requirements, anticipate delays and remove obstacles

Uploads of project progress data – schedule source files to facilitate analysis and tracking in the program’s PMIS


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Our techniques to control costs and schedule results in consistent delivery of complex programs with cost savings averaging 10% of program budget.

Cost Control – The first step in cost control is to understand its components:

• Hard Costs are the direct cost of the work, the bricks, and sticks, and they take the largest slice out of a project’s budget. Detailed estimates are organized by project type/requirements, on new work we use CSI divisions, and on renovations we use an assembly such as roof replacement or roof restoration. Knowing the local market and tracking from first estimate to final cost allows us to recommend cost savings strategies during scope development and design where the value is greatest, and the cost to implement is least.

• Soft Costs are the indirect costs carried in the project’s budget including design, program management, legal/administrative costs, and due diligence/quality inspections. Modeling the Soft Costs based on project type/requirements creates parity between projects and improves the cost certainty of budget/cost forecasts.

• Cost Modeling and benchmarking are used to improve the accuracy of project budgets and forecasts of the Estimate to Complete and Estimate at Completion. We focus on “bid-day” results as a leading indicator, and final project cost as a lagging indicator of estimate reliability.

This chart illustrates the cost per square foot and percent of the hard cost budget for seven elementary schools we built for Fulton County Schools in Atlanta, GA.

By using algorithms and adjustment factors we can adjust these models to forecast cost into different markets like Duval County and into different time periods well into the future.

BEST PRACTICES

Our cost control strategies include:

Informed/Specialized Cost Estimators Our K-12 expert cost estimators become familiar with your projects, Design Guidelines/Ed Specs, and local market conditions

Variance Analysis At each estimate starting from scope-to-budget and through bids or GMP line items are validated to identify and address scope variations

System-level Analysis Our cost estimators review quantities at a systems/assembly level looking for gaps

Cost Projections Cost to date is analyzed and compared to baselines to improve forecasting

Monthly Reconciliation We compare your ERP balances to our PMIS every month. Every variance is accounted for giving DCPS true confidence and cost certainity


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Our document coordination practices allow us to control costs, produce superior construction documents and quality construction installations.

• Constructability Reviews conducted by our PMs support the design team with practical recommendations that simplify construction details.

• As-Builts – Our project manager manages the custody of project documents during construction and the completeness of the project records.

Our philosophy regarding Value Engineering (VE) enhances functionality, controls costs and consistently results in projects within budget.

Together with the project team, we use a systematic method to identify creative solutions and innovative building parts to reduce costs, keeping the same quality, reliability and performance of the original component.

• VE during Design - We integrate systems design, construction details, logistical planning, etc., while balancing the integrity of quality and project characteristics with the schedule, safety, security, and maintainability.

• VE during Construction - We continue applying a similar VE session approach when an unforeseen condition is discovered during construction or an omission in the documents has the potential to cause change orders.

SHARED SUCCESS STORIES

MAKING EVERY DOLLAR COUNT

The El Paso ISD 2016 Bond Program applied Jacobs Value+ practices tracking/reporting all savings on the program. The client has approved savings of $16.9M and is reviewing $10.1M in added savings items. Once approved the savings will be enough to build a new school or fund a major renovation project(s).

SAVINGS FROM VALUE ENGINEERING

The Riverwood HS replacement for Fulton County Schools is a multi-year, multi-phased onsite high school rebuild project. Our team worked extensively with the project architect and district staff to develop multiple options for phasing and completion of the project. The final recommendation approved by the Board of Education identified cost savings of approximately $8M as compared to the original project approach.

IDENTIFIED COST SAVINGS THAT EXCEEDED OUR FEES

On the Garland ISD 2014 Program, we identified $4.8M cost savings on budgeted versus actual construction costs for Phase 1 projects on this $455M four-phase program. These cost savings alone exceeded our fees for PM services during the first two years of the Program.


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f. Ability to manage phased projects in occupied facilities We have been recognized as the industry leader offering an integral safety approach to design and construction, positively influencing contractors and other team members to create and maintain safe work environments.

With the bulk of the work taking place at occupied schools, it is critical to select a PM partner that has an impeccable track record regarding safety and security. Jacobs takes safety to the next level implementing our award winning BeyondZero safety program to enhance the contractors’ own safety program.

• Planning to Avoid Incidents – We develop a “logistics” plan for each project prior to the start of construction, to effectively separate construction areas and activities from the rest of the school.

• Safety and Security Procedures - We implement BeyondZero concepts program-wide, starting with a proven Safety Procedures Manual for implementation of safety and security measures.

• Construction Phasing that Maintains Normal Operations Safely – Well planned project phasing minimizes the impact to normal school operations and involves the school campus leadership, architect and contractor.

• Minimize the need for Swing Space – For projects that cannot be completed over the summer period alone, our PMs and contractors will schedule the work during nights, weekends, and short school breaks to minimize the use of temporary facilities.

Examples of strategies to manage school facility projects that involve phased construction at occupied facilities

Normal and continuous operations must be maintained while schools are in session. Most construction activities may impact normal operations.

We review the work planned for each school to determine what activities may impact operations, such as replacement of HVAC equipment. We require the contractor to complete this work during off-times.

At Fulton County Schools, work with potential to impact normal operations is accomplished during off-time (evenings and weekends). Extensive work is planned over summer breaks.

SHARED SUCCESS STORIES

SAFE OPERATIONS DURING CONSTRUCTION

At Fulton County Schools, we developed phasing/logistic plans for several onsite replacement projects built safely and without interrupting learning and teaching in the schools they were replacing. Our proactive approach engaged the school leadership and district operating departments ensuring the continuity of their operations and wayfinding as circulation patterns were adjusted to complete work

RECOMMENDATION & RESULTS RESOLUTION PROCESS ISSUE


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g. Leadership skills to work effectively with multiple parties and ability to unify the team

The key to providing successful staff augmentation services is to create a culture of collaboration within our joint staffs. One of the first steps to doing this is building a cohesive and seamless team that jointly own all the outcomes. We constantly reinforce the “One Team” message through everything we do and say. Our staffs share information and communicate openly and constantly both up and down the organization. We proactively follow-up on open issues and respond promptly to requests from others. We pitch in and help others to meet critical deadlines because we’re all dependent on each other to succeed.

Jacobs proposed staff will bring this collaborative culture and team building spirit to this program. We know what it takes to establish trust and serve as an effective extension of your staff. We look forward to building a joint team together. Examples of successful coordination with various parties are illustrated below:

Coordination with DCPS Administrators - We build close, collaborative, trusting and respected relationships with our client’s staff. We blend with your team in a partnership for efficiencies and shared success. With your input, we define coordination procedures for interface with internal District departments, multiple project teams comprised of architects, engineers, school faculty/administrators, various agencies having jurisdiction, and the community. At Fulton County Schools our proposed Program Director, John Dougherty built a seamless culture with the district’s Facilities Construction department.

John believes expectations matter. PROGRAM FIRST; who signs your paycheck is always secondary.

Coordination with DCPS Schools - We established Site Advisory Teams (SAT) at each school across the Littleton Public Schools program. The SAT includes the school’s Principal, PM, Architect (representing the A/E team), District staff, students (if appropriate), a representative from the PTO, a more engaged staff and community member (if appropriate). We prepare a handbook that guides their mission.

The SAT process fosters collaboration and transparency, and while it’s most engaging and effective during the design phase, they remain active through construction as well. The SAT approach supports balanced decision making that meet the educational goals and consider the interest of the schools and communities. Team members develop an understanding of how and why decisions were made and become advocates for the project carrying a unified message back to students, staff and the community.


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Coordination with Design Team - Our PMs conduct ongoing weekly or bi-weekly coordination meetings with the design team. To get the most value out of meetings, we require an agenda and read-ahead package (when applicable) and action items and meeting notes to memorialize decisions made. Throughout the design process we’re focused on promptly responding to the designer’s request and assisting with removal of obstacles that may delay the design’s progress.

The designer’s kick-off package includes the project specific Owner’s Project Requirements (OPR) produced from MAPPS and a DCPS customized Basis of Design (BOD) template. Using this template consistently on all projects allows us to consolidate the designer’s understanding of scope, their proposed design solution, and other critical details including the “promises-made, promises-kept”, design schedule and checklists, variances from the DGs, coordination of Owner Furnished work, and cost estimates/ allocations.

Field observers and PMs work together to oversee the designers’ construction administration. Deliverables and reports documenting submittal and RFI turnaround, field observations, non-conforming work, and punch lists are all reviewed as a condition of payment. Similar oversight is provided over other technical consultants that are contractually required to supervise or administer portions of the construction work, such as Surveyors, Commissioning agents, Materials Testing labs, and Test & Balance firms.

Coordination with Construction Team - We set the tone and guardrails starting at the pre-construction kick-off meetings for each project. As construction progresses, our project managers conduct weekly job site observations and coordinate closely with the designer’s construction administrator and the school principal or project liaison.

To aid the contractors, we require that all A/E disciplines participate in site inspections, as appropriate to the level of development of the construction work. We have found that a robust engineering/trades engagement results in better quality of documents and work installed. We also process payment promptly to assist with cash flow for all construction trades involved.

Issued as a formal report

Checklists confirm critical requirements are being met

Narratives/sketches for non-technical reviewers

Color coded overlays used to illustrate limits of work

Changes are tracked to align users expectations


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h. Project Controls and Reporting that foster public trust To deliver the requisite program management accountability and transparency, we’ll help you select, implement, and administer a project controls solution to manage critical areas of budget, cost, and change management, schedules and risk, document control and field administration documentation.

Our Project Controls Implementation Manager, Aaron Sarfati, provides the high-level control systems expertise needed to set-up an effective project controls system. We will tailor the selected system, workflows and instructions to align with DCPS Board Policies and Limits of Authority. Appreciating the scrutiny we’ll be operating under including, your Oversight Committee, the Auditor General’s office, and the Florida Sunshine statute, best practices, monthly reconciliations and audit readiness must be top of mind for every decision, transaction, and data record related to budgets, commitments, expenditures, and changes.

System selection – We’ll start the selection process by showing you the options and our recommendations. As we start to narrow down the choices, we’ll remain true to your priorities like confirming DCPS owns the data/system and it can be integrated and reconciled with your Remedy/SAP systems. If a formal RFQ is required to procure the tool, we will help you write a narrow but open specification and use our relationships to encourage competitive responses.

System Setup - Prior to deploying the applications in the software suite, we host workshops with key district staff to clarify your needs. Our team includes a Six Sigma certified Industrial Engineer to help us document and streamline the existing policies, and procedures. We’ll be focused on your expectations, the critical connections to your existing systems, district- and state-level reporting/dashboard requirements, the Work Breakdown Structure (WBS), and the budget and cost tracking parameters.

System Components – The core functionality in PMIS solutions is similar and driven by the common needs of managing a program. Jacobs brings the unique perspective of a K-12 program leader which adds value for our clients.

BEST PRACTICE

Our systems and process stand up to the scrutiny of Oversight Committees and Audits. We have experience interfacing with our client’s ERP systems including SAP.


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It’s critical for DCPS leaders to have ready access to the data so they can make fact-based decisions; a point we emphasized by our inclusion of Cooperative Strategies on the team, and our continued and expanded use of MAPPS.

In that same context let’s explore how we’ll use the data in the PMIS or other best in class applications like Primavera P6, Bluebeam Revu, and ArcGIS to DCPS advantage. The following are the public-facing dashboards on one of our K12 programs.

Data from many data sources feed into these dashboards seamlessly. The Financial Summary (left) is fed from the Budget/Cost modules of the PMIS; while the Schedule Summary (right) is fed from the Primavera P6 master schedule.

Financial Summary Dashboard

Schedule Summary Dashboard

Internal program stakeholders work at the PMIS application level which gives them direct access and insights into systems of record, some of that functionality includes:

Schedule Management and Controls • Views by project type, funding, procurement type,

and FY for cash flow forecasting • Work Breakdown Structure (WBS) focused on

owner’s role, permits, approvals, T&B, CxA, FFE moves, etc.

• Delay, recovery, acceleration, risk analysis

Budget Management • View by project type, funding, procurement type,

and FY for cash flow forecasting • Cost Breakdown Structure (CBS)

benchmark/forecast hard/soft costs, escalation, and cost/student station

• Reserve/budget changes and transfers

Cost Control Process • Estimate-to-Complete & Estimate-At-Completion • Risk (assessment/analysis) trending & forecasting • Progress Payment Application Review and Approval • Variance reporting and corrective course of action

Cost Estimating • Parametric planning, detailed design, Bids, GMP • Market Climate & Opportunity Report • Escalation/soft cost adjustments in MAPPS

Change Management • Documented cost estimate and schedule analysis • Anticipated cost forecast (potential/pending

change) • Monitor/report scope and schedule impacts

Cash Flow and Funding Source Management • Sales Surtax revenue, commitments, expenditures • Validating transactions meet oversight/audits rules

Tracking and Reporting • Taxpayers, oversight committees, Board of

Education • Florida Sunshine Statutes • Schools, community, and MWSBE outreach • Monthly, Quarterly, Annual reports and cash flows


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C. Professional Registration Certificates

Professional Registration CertificatesC

Professional Registration Certificates C

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C PROFESSIONAL REGISTRATION CERTIFICATES

PROFESSIONAL LICENSURE On the following pages we have provided copies of Jacobs’ professional Architecture and Engineering licenses.

Note: As of July 1, 2020, the State of Florida no longer issues licenses to corporations. Jacobs offers its architectural services by and under the supervision of its Florida licensed architects.


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Professional Registration Certificates C

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D. Corporate Charter Registration

Corporate Charter RegistrationD

Corporate Charter Registration D

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D CORPORATE CHARTER REGISTRATION

CORPORATE CHARTER As evidence of Jacob Engineering Group Inc.’s authority to transact business in the state of Florida, a screen shot of our corporate charter information from the Florida Department of State’s Division of Corporation’s website is provided below. We have also provided a copy of our Certificate of Status with the Florida Secretary of State on the following page.


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E. Location

LocationE

Location E

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E LOCATION

PROXIMITY TO DCPS The majority of the work for the DCPS program will be performed out of Jacobs’ Jacksonville office which is located less than two miles from your administrative offices as represented in the map below.

CORPORATE HEADQUARTERS PERFORMING OFFICE

1999 Bryan Street, Suite 1200 Dallas, TX 75201 Phone 214.638.0145 Fax 214.638.0447

200 West Forsyth Street, Suite 1520 Jacksonville, FL 32202 Phone 904.636.5432 Fax 904.636.5433

Our Florida Presence The state of Florida is a dominant force in the U.S. economy, and one that Jacobs has been a strong part of since the 1970s. Statewide we currently have more than 3,900 employees working out of 17 offices including 1,800 people at Kennedy Space Center, and 450 at MacDill AFB.

In the past five years alone, Jacobs has performed more than 100 projects for the City of Jacksonville and its agencies, including JEA. We understand current local


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market conditions, demographic trends, pricing trends, and the capacity and availability of local vendors. Our team offers you the flexibility and cost-effective critical mass of our staff across the state, which means we have an abundant capacity to deliver localized professional technical expertise and can commit additional resources if needed by the program.

More than that, however, we belong to and are committed to the Jacksonville community. Many of our employees live within DCSD boundaries with both their tax dollars and children going to DCSD schools. We have built long-standing relationships with clients, civic leaders, local contractors, community organizations, and the community at-large.

An example of our involvement in the local Jacksonville community is outlined below:

BIKES-N-BYTES PROGRAM The Bikes-n-Bytes program is a partnership established with Duval County Public Schools to provide positive reinforcement for good behavior and academic achievement by awarding bikes and computers to deserving youth at various schools, churches, youth centers, and families throughout Northeast Florida.

Every year, Jacobs employees work with civic leaders in Jacksonville to identify deserving bike and computer recipients.

Since the program’s inception in 2001, more than 700 bikes and 140 computers, laptops and tablets have been donated to local schools and organizations that serve at-risk children and families.

Mitigation Plan Jacobs is a global firm with a local reach.

While Jacobs’ corporate headquarters are located outside of Florida, the physical distance bears no impact on work provided out of regional offices. All of our Florida operations are independent from our Corporate headquarters with each Jacobs office, including our Jacksonville office, being represented by a local executive who has full authority to execute contracts on behalf of the firm.

Additionally, our local Jacksonville office maintains resources to address any financial, legal or human resources needs for our projects and day-to-day operations. Therefore, we operate as if our headquarters are located in Jacksonville where we maintain everything required to conduct business and can thereby meet all needs of the Duval County Public Schools Master Facility Program.

F Office of Economic Opportunity Participation

F. Office of Economic Opportunity Participation

OEO Participation F

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F OEO PARTICIPATION

OEO PARTICIPATION We share your commitment to maximize participation of diverse Small Business Enterprises (SBE) and Minority/Women Business Enterprises (M/WBEs) in all aspects of the 2020 Capital Program and to be an integral part of its success. We start with a clear understanding of your mission:

We are committed to sharing up to 30% of our fees with our SBE and M/WBE partners.

Our plan to meet the policy of the Duval County School Board and support the Office of Economic Opportunity (OEO) achieve equitable participation of SBEs M/WBEs begins within our own team.

Our team reflects 30% certified SBE and M/WBE participation with three local sub-consultants in meaningful and substantial supporting roles. We have selected Clayton Co. Consultants LLC and PQH Group as our SBE partners, and Construction & Engineering Services Consultants, Inc. as our M/WBE partner because of their experience with CMA/OR services, relevant expertise to the scope of this assignment, past success working together, and the diversity they represent.

Proposed SBE and M/WBE Utilization

Certified SE Task Certification % of Total

Subcontract Construction & Engineering Services Consultants, Inc. (C&ES)

Design Review, Project Management, Construction/Field Observation, Safety, Controls Support, and Community Outreach Services

M/WBE 20%

Clayton Company Consultants LLC

Project Management and Construction/Field Observation Services

SBE M/WBE

MBE 5%

PQH Group Design, Inc.

Project Planning, Scope Development, and Design Review Services

MBE 5%

TOTAL % of Contract 30%

Y O U R M I S S I O N S T A T E M E N T

The Office of Economic Opportunity (OEO) promotes the economic development and growth of Small/Micro Business Enterprises and Minority/Women Business Enterprises through its certification program, community outreach programs, contract review and monitoring activities in addition to ongoing interaction with other municipal agencies, quasi-public agencies and the local marketplace. The OEO strives to ensure that local SBE’s, MBE’s, and M/WBE’s have the maximum opportunity to do business with the Duval County Public Schools and to provide equal opportunity for all segments of the contracting community. The OEO currently operates under School Board Policy 7.72.

T H E V A LU E WE B RI NG

Diversity and Inclusion

Our commitment to the diversity and inclusion policies of the K-12 programs we manage has consistently resulted in success for the district and community. We have a proven track record of exceeding SBE and M/WBE participation goals and expectations.

Our team mirrors the community, we offer a diverse workforce.


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SBE and M/WBE Inclusion in the Project Teams Beyond our own team’s diversity, we are committed to leveraging the program to create local jobs and community-based economic opportunity. This means that we will work with architects, contractors and other consultants involved in the program to enhance opportunities for diversity and inclusion in all contracts and projects.

Through community outreach encouraging local design and construction firms’ participation, bidding fairs that attract best-value contractors, mentorship programs for growth in professional service capacity, and training sessions for local labor; we communicate job creation to the public for greater awareness.

Our team’s steadfast commitment to building long-term relationships in the SBE & M/WBE community is reflected in the multi-faceted and organic approach we take to optimizing participation of certified firms in every aspect of the program. Evidence of our commitment is seen in our track record for national K-12 clients:

SBE & M/WBE Utilization Track Record

SBE and M/WBE Inclusion

Client Program

Goal Participation

Achieved

Recovery School District 25% 36%

Orleans Parish School Board 35% 40%

Chicago Public Schools 40% 41%

Dallas Independent School District 35% 47%

Los Angeles Unified School District 25% 58.7%

Garland Independent School District N/A 33%

Our team has the proven capability to manage the SBS and M/WBE components of the 2020 capital program. With input from the OEO, we will develop a comprehensive SBE and M/WBE plan to get the job done. Below is a preliminary plan that outlines some of the critical components and tasks of such plan

“I thought it was time to inform you of The Alliance of Minority Contractors unwavering support of the joint venture’s effort to ensure substantial and meaningful DBE participation in the rebuilding of New Orleans schools… Jacobs/CSRS has endeavored to provide opportunity where historically there has been none. In going forward the Alliance would urge the joint venture to hold firm on its commitment to DBE participation.”

Louis E. Livers, Jr.

President, The Alliance of Minority Contractors,

New Orleans, LA

OEO Participation F

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Proposed SBE and M/WBE Plan To develop effective strategies, the plan must be specific to the program. Therefore, we start with your vision regarding diversity and inclusion to achieve measurable and impactful results.

Our overall goal is to increase the number of local SBE and M/WBE firms doing business with DCPS and help them grow capacity and experience. In this respect, we will reach out to firms across northeast Florida to identify those willing and able to serve. Once these firms have been identified, we will promote their interest and educate them on how to do business with DCPS and how to best provide services for their projects of interest.

Our proposed plan objectives include:

• Maximize participation at all levels • Tailor bid packages to local SBE and M/WBE design and construction industry

capacity • Communicate opportunities early and fully • Reduce barriers to entry • Promote capacity building • Develop measurable metrics for accountability • Monitor and report to sustain public trust

To achieve the above goals and objectives, we propose the following “three steps to success”:

Planning Collaboratively with OEO and using available reliable data such as a Disparity Study, we will develop a comprehensive plan to optimize engagement of SBEs and M/WBEs on every aspect of the program based on their availability, willingness and capacity. The plan will outline and define measurable goals, metrics, approach, project elements and milestones, and will serve as the framework and measure of accountability throughout the project.

STEP


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Implementation A. Proactive Outreach and Engagement To maximize awareness and generate interest we utilize various outreach strategies to notify, educate and engage the local, SBE and M/WBE community in upcoming contract opportunities. Early outreach and engagement of SBEs and M/WBEs is critical to success, with activities and strategies including:

• Analyzing the availability of qualified SBEs and M/WBEs – both currently certified and certification eligible, to determine based on the capacity levels of firms how they can most effectively be engaged, whether at the first-, second- or third-tier procurement levels.

• Correlating opportunities with available qualified firms and developing strategies to fill gaps, such as limited availability of trade specialties.

• Developing effective messaging to inform SBEs and M/WBEs on upcoming opportunities and viable ways to be involved.

• Coordinating multiple communications vehicles to reach and engage the SBE and M/WBE community. These may include DCPS and/or Jacobs sponsored outreach events; partnerships with trade and certifying organizations, and media communications.

• Communicating to prime contractors the expectations for utilizing SBEs and M/WBEs and support in successfully engaging SBEs and M/WBEs.

• Fostering a better understanding of key challenges that SBEs and M/WBEs encounter and how to help them overcome (i.e. prompt payment, bonding, insurance, pre-qualification, etc.)

• Scheduling bid preview meetings early to allow adequate preparation time for SBEs and M/WBEs.

B. Reducing the Barriers Our staff identifies methods to reduce barriers that traditionally impede the success of SBEs and M/WBEs. We consider these and other strategies:

• Procurement strategies that promote engagement of all sizes and types of firms through creative bid packaging.

• Options to mitigate challenges related to bonding, insurance and project financing/cash flow.

• Promote match-making events and other avenues to introduce SBEs and M/WBEs to established contractors and foster relationships in anticipation of upcoming work.

C. Training & Development Success is not achieved by simply exceeding numerical participation goals. Our team recognizes the value of sharing our expansive knowledge and experience with the local small SBE AND M/WBE community. In doing so, we will promote capacity building and sustainable growth of capable local firms. Training materials may include:

• A customized SBE and M/WBE Training and Development Program to address issues and situations that will be relevant and/or exclusive to the project.

STEP

OEO Participation F

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• The course topics may include fundamental areas of construction and construction management and how to successfully do business in this project environment.

• The format may include lecture, group discussions, and hands-on demonstrations with proven business practices.

• Course materials are presented by a diverse team of subject matter experts.

Monitoring, Reporting and Compliance Our team understands the monitoring and reporting requirements and expectations of an SBE and M/WBE program. In addition to verifying compliance with relevant “Best and Good Faith Effort” and tracking “SBE and M/WBE Solicitation” compliance by proposers, we also focus on updating the SBE and M/WBE database and correspondence logs.

Monitoring and evaluating compliance is an important component and the responsibility of our team. We engage SBEs and M/WBEs in a manner that is consistent with your requirements and expectations, and address any areas of concern proactively, including:

• Track and verify prompt payment to SBE and M/WBE subcontractors • Review monthly utilization plans to make sure SBEs and M/WBEs are

performing the work assigned to them • Address any required replacement or switching of SBEs and M/WBEs • Assist with dispute resolution • Provide ongoing SBE and M/WBE status reports including areas of improvement • Effective community & stakeholder communications to promote an

environment of transparency and inclusion • Equally effective and targeted public outreach strategy to offer the value-add of

continued public stakeholder engagement throughout the life of the program • Develop interactive communications to support individual and public

stakeholder meetings, approved web-based, social media and other relevant digital media platforms. Essentially, the objective is to offer a “real-time” opportunity for offering information and solving any potential issues and concerns quickly and effectively

All strategies outlined in this section work, as demonstrated by the overwhelming success of our past programs and projects across the U.S. Working with you, we take this SBE and M/WBE plan to the next level of effectiveness to benefit not just SBE and M/WBE firms but the entire community.

STEP


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PARTNER FIRM PROFILES SBE and M/WBE Firms Our SBE and M/WBE partners are Duval County companies, specialists in their fields and bring proven performance with Jacobs on various projects in northeast Florida. These firms have served multiple clients and communities in a distinguished manner, and they are ready to serve again. Each firm has current SBE and/or M/WBE certification.

Construction & Engineering Services Consultants, Inc. 9432 Baymeadows Road, Suite 100 Jacksonville, FL 32256-7918 Phone 904.652.1186 | Fax 904.652.1191

Construction & Engineering Services Consultants, Inc. (CE&S) is a minority owned and operated consulting engineering firm providing professional engineering, project/construction management and inspection services. CE&S’ staff includes five professional engineers and one registered architect.

C&ES has a long-standing relationship with DCPS through their CADD drawing support for more than 50 DCPS schools.

C&ES has worked as a subconsultant to Jacobs on numerous JEA projects over the past 15 years, as well as the City of Jacksonville’s New Downtown Convention Center. For the DCPS Program, C&ES will provide a wide range of services including project management, construction/field observation, estimating, scheduling, community outreach, and administrative services.

C&ES is certified as an M/WBE with the DCPS Office of Economic Opportunity.

Clayton Company Consultants LLC P.O. Box 56921 Jacksonville, FL 32241 Phone/Fax 904.549.5156

Clayton Co. Consultants LLC (Clayton Co.) is a woman and minority-owned small business providing design and construction management and general contracting services. The firm specializes in managing new construction, renovations, and remodel projects in the commercial, institutional and residential markets.

Clayton Co. has worked on a variety of DCPS projects since 2014.

Jacobs has previously partnered with Clayton Co. on various JEA projects. For the DCPS Program, Clayton Co. will provide a range of project management and construction/field observation services.

Clayton Co. Consultants is a DCPS-certified SBE, M/WBE, and MBE.

Steven J. Davis President/CEO Construction & Engineering Services Consultants, Inc.

“The DCPS contract would be a life-altering experience for C&ES, helping us continue to build capacity and take our company to the next level As an extension of your staff, we will go beyond the ask for our schools, our community, and our future.”

Annie Clayton Managing Director Clayton Co. Consultants LLC

“The mutual respect and relationship we’ve developed with Jacobs over the years will certainly be a complement to our working with DCPS. Improving the critical pieces of our community to create environments where students can thrive has been and always will be, work that means a great deal to Clayton Co. Consultants.”

OEO Participation F

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PQH Group Design, Inc. 4141 Southpoint Drive East Jacksonville, FL 32216 Phone 904.224.0001 | Fax 904.224.0023

PQH Group Design, Inc. is a Jacksonville based full service professional design firm offering architecture, planning, interior design, and construction services. With a history spanning over 36 years, PQH Group is Jacksonville’s sixth largest architectural firm as ranked by the Jacksonville Business Journal. The firm’s depth of experience, collaborative design approach, proactive leadership and emphasis on communication enables them to offer customized solutions for every client.

PQH Group’s diverse portfolio of experience includes projects in the K-12 and higher education markets, as well as healthcare, commercial, residential, and federal and municipal markets.

As a member of the Jacobs team, PQH Group will support project planning, scope development, design reviews, and updates to the District’s design guidelines.

PQH Group is certified as an MBE with DCPS.

Other Partners In addition to our SBE and M/WBE partners, we have also included Cooperative Strategies on our CMA/OR team to support your program.

Cooperative Strategies 4675 Lakehurst Court, Suite 200 Dublin, OH 43016 Phone 614.798.8828

For more than 25 years, Cooperative Strategies has provided premier consulting services to school systems and educational agencies. The firm has guided more than 2,000 school districts including DCPS through their educational planning journey to help them assess their situations, set goals, and implement their visions.

Cooperative Strategies’ relationship with DCPS began in 2003 when they were contract to assist the District with developing a Facilities Master Plan. Since that time, they have updated previous Master Plans, provided stakeholder engagement support and enrollment projections, and most recently, developed the 2019 Facility Master Plan upon which your current program is based.

Like DCPS, Jacobs also has a long history of working with Cooperative Strategies that includes more than 30 facility condition assessment and master planning engagements over the past 20 years.

For your program, Cooperative Strategies will provide Master Plan validation, project planning, scope development, and project management services.

Ricardo Quinones, AIA, LEED AP BD+C President, Director of Design PQH Group

“PQH is excited to partner with Jacobs and we look forward to returning to DCPS. PQH, Jacobs and DCPS all share common values focused on creating and delivering innovative facilities that inspire student achievement and growth.”

Scott Leopold Executive Director – Planning Services Cooperative Strategies

“Cooperative Strategies has enjoyed long, successful relationships with both DCPS and Jacobs. Having been involved in developing the MFP, it’s very rewarding to be part of the CMA/OR team that will deliver the program helping realize the District’s BOLD vision for revitalized facilities that will enhance the learning and teaching environment for DCPS students and teachers.”


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OEO Participation F

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EXECUTED FORMS Executed copies of the required forms listed below are provided on the following pages:

• Proposed Schedule of Participation (Attachment G) • Letter of Intent to Perform as an SBE and/or M/WBE Subcontractor/Proposer

(Form 2) & Identification Affidavit (Form 2A) − Construction & Engineering Services Consultants, Inc. − Clayton Company Consultants LLC − PQH Group Design, Inc.

Office of Economic Opportunity1701 Prudential Dr. Room 322Jacksonville, FL 32207PH (904) 858 - 1480FAX (904) 858 - 1492www.duvalschools.org/oeo11/20/2020

STEVEN J. DAVISCONSTRUCTION AND ENGINEERING SERVICES CONSULTANTS, INC.9432 BAYMEADOWS RD STE 100JACKSONVILLE, FL 32256

Dear STEVEN J. DAVIS,

RE: Certification

Please note that your firm has been certified as a Small Business Enterprise and as a Minority/Women Business Enterprise (African American) by Duval County Public Schools(DCPS). Under this certification your firm is eligible to provide the product(s) and/or service(s) listed below:

Construction, Construction Management, Civil Engineering, Civil Engineering Consultant, Construction Inspection, Project/Program Management, Field Support, Cost Estimating, Scheduling, Document Control, Project control, Inspection Services, Administrative Support, Debris Management and Laborers

Your business is eligible to participate as a SBE and a M/WBE on projects in the business areas listed above as long as the business meets the agency's Office of Economic Opportunity (OEO) requirements. In addition, your firm will be identified as a certified firm in the DCPS OEO Directory immediately.

Your firm's certification status with the DCPS is effective for two (2) years from the date of certification provided there are no changes in the ownership, control, and/or operations of the firm or eligibility requirements during this approval period. A notice may be sent to you regarding the impending expiration of your certification however, it is your responsibility to stay informed of your certification status. Also, please be advised that you are required to notify DCPS immediately of any changes in your business ownership, control, and/or operations including business capabilities.

Cordially,

Paula D. Wright, SupervisorOffice of Economic Opportunity

Certification Date: 3/27/2019Expiration Date: 3/27/2021Modification Date: 11/20/2020

Dr. Diana Greene, Superintendent of Schools

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ANNIE CLAYTONCLAYTON COMPANY CONSULTANTS, LLC2102 Flesher AvenueJACKSONVILLE, FL 32207-

Dear ANNIE CLAYTON

RE: Certification

Please note that your firm has been certified as a Small Business Enterprise, Minority/Women Business Enterprise (African American) and as a Micro Business Enterprise by Duval County Public Schools(DCPS). Under this certification your firm is eligible to provide the product(s) and/or service(s) listed below:

Project Management, General Contractor, Construction Management, Equipment Retailer and Design Build Consultant

Your business is eligible to participate as a SBE, M/WBE and a MBE on projects in the business areas listed above as long as the business meets the agency's Office of Economic Opportunity (OEO) requirements. In addition, your firm will be identified as a certified firm in the DCPS OEO Directory immediately.


Cordially,

Terri Bond, CoordinatorOffice of Economic Opportunity

Certification Date: 3/18/2019Expiration Date: 3/18/2021


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Ricardo QuinonesPQH Group Design, Inc.4141 Southpoint Dr E #200Jacksonville, Florida 32216

Dear Ricardo Quinones,

RE: Certification

Please note that your firm has been certified as a Minority/Women Business Enterprise (Hispanic American) by Duval County Public Schools(DCPS). Under this certification your firm is eligible to provide the product(s) and/or service(s) listed below:

Architect, Design Build Consultant, Interior Design, Estimating and Planning

Your business is eligible to participate as a M/WBE on projects in the business areas listed above as long as the business meets the agency's Office of Economic Opportunity (OEO) requirements. In addition, your firm will be identified as a certified firm in the DCPS OEO Directory immediately.


Cordially,

Terri E. Lemon-Scott, CoordinatorOffice of Economic Opportunity

Certification Date: 5/27/2020Expiration Date: 5/28/2022


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G. Required Forms

Required FormsG

Required Forms G

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G REQUIRED FORMS

EXECUTED FORMS Fully executed copies of the required forms listed below are provided on the following pages:

• Required Response Form (Attachment A) • Federal Regulatory Compliance Statement (Attachment H) • Drug Free Workplace Certification • Certification Regarding Debarment, Suspension, and Other Responsibility

Matters • Non-Collusion Affidavit


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Required Forms G

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ATTACHMENT 1 Supplemental Response to Attachment H – Non-Collusion Affidavit Jacobs Engineering Group Inc., its affiliates, subsidiaries, officers, directors, employees are not currently under investigation by any governmental agency and have not in the last three years been convicted or found liable for any act prohibited by State or Federal law in any jurisdiction, involving conspiracy or collusion with respect to bidding, proposing or offering on any public contract, except as follows:

As it relates to the attestation above, Jacobs has limited its response to any such investigations in the United States only. As such, Jacobs makes the following disclosure related to this item:

On October 31, 2019, Jacobs Engineering Group, Inc. (the ”Company”) received a request from the Enforcement Division of the Securities and Exchange Commission (the "SEC") for the voluntary production of certain information and documents. The information and documents sought by the SEC primarily relate to the operations of a joint venture in Morocco which was at one time was partially-owned by a lower tier international subsidiary of the Company (and subsequently divested), including in respect of possible corrupt practices. Jacobs Engineering Group, Inc. is fully cooperating with the SEC and is producing the requested information and documents in its possession.

The joint venture in Morocco is no longer a part of the Jacobs organization and was acquired by WorleyParsons Limited in April 2019. Jacobs Engineering Group, Inc. does not expect the resolution of this matter to have a material adverse effect on the Company's business, financial condition, results of operations or cash flows. This inquiry will not have any effect on the Proposer’s ability to perform services for the proposed project or in the State of New York.

This matter began as an inquiry of JEG by the SEC. But, the main focus of the inquiry is the operation of a joint venture in Morocco and has been classified as a civil investigation. In the ordinary course of business, public and private clients cancel or suspend projects for reasons that do not involve Jacobs.

Additionally, the Jacobs organization has a talent force of more than 50,000, approximately $13 billion in revenue, and over 300 global operating entities, with approximately 100 operating entities in the United States and Canada. Jacobs provides a full spectrum of services including scientific, technical, professional, construction, and program management for business, industrial, commercial, government, and infrastructure sectors. Our corporate profile and public filings can be found at http://invest.jacobs.com/investors/default.aspx#corporate. From time to time and in the ordinary course of its business, the Company is subject to various claims, disputes, terminations, arbitrations, and other legal proceedings. It is the Company’s practice to defend itself in such actions, many of which are generally subject to insurance and none of which are expected to have a materially adverse effect on the Company’s consolidated financial statements.


123 |


Contact:

John DoughertyProgram Director

200 West Forsyth Street, Suite 1520Jacksonville, FL 32202

[email protected]

22

EXHIBIT C THE PROPOSAL

Cost Proposal

Submitted toDuval County Public Schools

January 15, 2021

Construction Management Agent/Owner’s Representative Services RFQ No. 11-21/TW D U V A L C O U N T Y P U B L I C S C H O O L S

COST PROPOSAL 15 Jan 2021 | 1

COST PROPOSAL STAFF AUGMENTATION QUALIFICATIONS

We are proposing a pricing structure that supports on-demand resources responsive to the workload, on an Indefinite Delivery, Indefinite Quantity (IDIQ) Basis, and best-in-class systems to deliver an exceptional capital improvement program for DCPS.

Responsiveness – The scalable staffing structure is responsive to the variability and seasonality expected in your capital program.

Staff Assignments – Staff will be delivered on an ‘on-demand” IDIQ basis that corresponds to a purchase order.

Contract – We are reviewing the terms and conditions of the draft contract proposed today and will promptly reply with concerns.

Insurance – Our pricing includes the amounts/types of insurance conforming to the minimum requirements set forth in the RFQ.

Payment Terms – Notwithstanding Florida Statute 218.70 (Local Government Prompt Payment Act) payments are due NET 30.

Invoicing – After we reach agreement on this cost proposal, we will propose a payment schedule for the monthly labor billings. Each billing will also include an accounting of, and billing for, the actual reimbursable expenses of the month.

Co-location – Our core team will be co-located in your facilities, have the use of district supplied computers, and use your office resources and supplies.

Reach back Resources – Our part-time and reach back resources will participate remotely from their assigned office.

Accelerating Projects – Our proposal anticipates that some of the projects will be accelerated through the procurement of the designer, contractor, or both. Our proposed staffing schedule includes an “As Needed – Project Manager”, and “As Needed – Field Observer”. These positions will only be activated if the workload requires their need and you give prior authorization.

Remainder of column left blank intentionally

COST PROPOSAL STRUCTURE AND ACCOUNTING We split the proposal into groups to facilitate review/accounting.

• Sprint Start Costs – Are one-time costs for the labor andexpenses to set up the program management office and to produce certain deliverables. Agenda and deliverables backupwill be sent separately Budget $156,560 lump sum.

• Technology/Systems – Implementation and setup. See scope and deliverables backup. Budget $334,000 lump sum.

• Technology Hosting and Licensing – We will host the program management information systems (PMIS) data and license the systems. The data will belong to the District, and at any time during or after the contract ends, we will help migrate it into your servers.Budget $50,000 per year lump sum.

• Direct Expenses – The budget for this first purchase order should include an allowance for customary reimbursable expenses which may include in county mileage, safety equipment, safety and staff training, team building, supplies and consumables, background checks and badging, travel and lodging, or minor/incidental costs that will be billed at our cost, and without a markup.Budget $37,900

COST SUMMARY One-Time First Year Cost Sprint Start $156,560 $0

Technology/Systems $334,000 $50,000

Scheduled Labor Cost $0 $1,863,983

Direct Expenses $37,900

Subtotal $490,560 $1,951,883

Grand Total $2,442,443

Remainder of page left blank intentionally



STAFFING AND RATE SCHEDULE

2021-2022 Contract Term Position Rate Hours Extension Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan

Project Executive $250.00 120 $30,000 10 10 10 10 10 10 10 10 10 10 10 10 Program Director $225.00 1968 $442,800 164 164 164 164 164 164 164 164 164 164 164 164 Deputy Director $205.50 1112 $228,516 32 32 32 32 164 164 164 164 164 164 Project Manager 1 $168.28 1476 $248,381 164 164 164 164 164 164 164 164 164 Project Manager 2 $168.28 1476 $248,381 164 164 164 164 164 164 164 164 164 Asst. Project Manager 1 $90.15 1476 $133,061 164 164 164 164 164 164 164 164 164 Asst. Project Manager 2 $90.15 1476 $133,061 164 164 164 164 164 164 164 164 164 Controls Manager $136.85 1200 $164,220 120 120 120 120 120 120 120 120 120 120 Planning & Design Lead $150.00 400 $60,000 40 40 40 40 40 40 40 40 40 40 Cost Estimator $162.26 66 $10,709 33 33 Reserve Project Manager* $168.28 572 $96,256 80 164 164 164 Reserve Field Observer* $108.17 572 $61,873 80 164 164 164 2022 Annual Cost Escalation $6,725

Total 11914 $1,863,983

Position Rate Commissioning Agent $220.00 Design Manager $200.00 Sr. Project Manager $198.32 PMCS Implementation Lead $184.44 GIS Planning/Development $180.30 Construction Manager $180.00 Building Code Plan Reviewer $172.05 Arch Plan Reviewer $172.05 MAPPS Administrator $168.27 Commissioning Engineer $167.78

Position Rate Outreach/Communication $162.50 Scheduler $162.26 Design Coordinator $162.00 C/S Plan Reviewer $161.00 Systems Developer $150.55 Systems BI Project Delivery $147.40 Safety Coordinator $137.50 Building Inspector $135.00 PMCS Internal Delivery $127.00 Field Observer $108.17

Position Rate Dashboard Developer $101.28 GIS Technician/Urban Planner $91.35 Diversity & Inclusion $90.14 Procurement/Buyer Support $90.14 Document Controls / Admin $78.13 Project Engineer (EIT or CM) $72.12 Administrative Assistant $60.10 Summer Intern $45.00



SYSTEMS IMPLEMENTATION COSTS – COST DETAILS

Based on discussions, we confirm that all data in all systems will belong to the District. Based on our current understanding, and subject to update during discovery in Sprint Start, we expect you will need:

• Program Management Controls Solution (PMIS). Based on preliminary discussions about reporting and dashboards, we anticipate Trimble Prolog hosted on Jacobs servers. Allowing us to host will save considerable costs for hosting, administration, and ensures compatibility with our pre-built reports and dashboards.Cost $150,000

• Document Management/Collaboration (DMS). SharePoint, Microsoft Teams, Office 365, and Microsoft Lists are our preliminaryrecommendations. There are security and firewall considerations that need to be evaluated before we can recommend hosting. Regardless of who hosts, configuration will be required.Cost $50,000.

• Jacobs Acuity. Our User Interface recommendation is Jacobs Acuity to help aggregate the myriad data about projects and the program for easy access. Starting the program with the right front-end experience improves compliance while lowering on-boarding and day-to-day tasks.Cost $95,000

• Jacobs MAPPS. MAPPS holds your assessment data and is our project planning, scope tracking, soft cost modeling, and cost escalationcalculating solution. We need to upgrade your FCA data to the current version of RS Means cost data. This upgrade will also expose needed reports/dashboards. We also propose a connection from your MAPPS data to ArcGIS for geospatially planning and reporting.Cost $35,000.

• Scheduling & Estimating. The software cost for our reach back team of specialists is included in their hourly rate. However, the Controls Manager will need Primavera P6 licenses for several modules.Budget $4,000.

SUMMARY

• Systems Implementation Costs – Setup and implementation cost will be $334,000 paid on a lumpsum basis. • Technology Hosting and Licensing Budget $50,000 per year paid on a lump sum basis.


Tuesday, January 19, 2021

Duval Schools Sprint Start Schedule of Values Topic Description Deliverables Scheduled

Value

Sprint Start preparation

Introduction of participants/contact info

$ 5,060 Sprint Start objectives and topics Agenda/handout

Introduction to online collaboration tool Demonstration

Introduction to the program

District presentation (district & cs lead) Report narrative describing goals, priorities, and constraints

$ 9,000

District goals, priorities, constraints

District resource materials (district lead) Table of resources

Facility condition assessment and Master Facility Plan

Ed Specs and Design Guidelines Approach to creating/updating,

Who is Jacobs Our role and capabilities

Organizational alignment

PMO organization roles & responsibilities Report narrative

$ 7,500 Map existing department structure District-level and Department-level org charting

Formation of a program management office Report narrative

PMO roles and responsibilities Roles & responsibilities matrix

Readiness to scale-up analysis Report narrative

PMCS overview

Review features/capabilities of common tools

Demonstration & screen captures $ 2,000 Prolog and Power BI & Acuity reporting

SharePoint document management

MAPPS

Work and cost breakdown structure alignment

SAP/Prolog/P6 Definition of project groups, types, numbering, and cost breakdown to support reports and dashboards $ 10,000

MAPPS/Prolog/ArcGIS

PMCS requirements & workflows

Document your unique requirements Discussion notes

$ 4,000

Roadmap for implementation Roadmap and timeline

Limits of authority Define requirements

Routing sequence based on transaction type

Reports & dashboards

Standard reports and dashboards Select standard reports and define requirements for custom reports/dashboard graphics $ 20,500 Requirements for custom reports and dashboards

Oversight reporting

Special reporting requirements

Hard and soft cost breakdown by project type

Example reporting/graphs $ 13,500

Special reporting requirements

Cost per student station

Continuing contract awards

MWSBE and local participation

Document management system

Review district and FL sunshine

Procedures and recommendations $ 7,500 Document flow

Record retention & sunshine requests

Naming/dating protocols

Reconciliation SAP and prolog (tools & process) Test CBS key field, reports

$ 4,000 Roles & responsibilities Develop reconciliation procedure

Schedule

Standard milestones/activities by project type

Example reporting/graphs/Gantt and procedures $ 15,000 Standard and custom reports

Designer and contractor schedules

Cashflow

Planned/actual sales tax revenue and borrowing

Report and dashboard graphs and crosstabs $ 16,500 Planned/actual commitments and expenditures

Cost escalation modeling

Safety strategy

PMO team safety training

Procedures and recommendations $ 3,000 Facilities and invited project site guests

Contractor's responsibilities

Optional initiative safety lead team

Forms of Agreement and RFQ/P Selection Criteria

Designer and contractor contract Recommendations $ 3,000

Other Continuing Contracts

Packaging & Procurement

Contract delivery models

Assignment of projects into bid packages $ 10,000 Direct purchases (sales tax exempt)

Packaging strategy

Master Specifications Review existing master specifications Strategy to update and supplement $ 4,000

Communications Planning & Outreach

To find opportunities to support your Communications department and front office with project highlights, reports, dashboards, etc.

Communication Strategy $ 5,000

Board Policies Policy review Harmonize the decisions, recommendations, and procedures developed in Sprint Start with existing Board Policies or proposed revisions

$ 3000

Creating local opportunities To align the bid packaging and procedures to support the Office of Economic Opportunity and District’s MWSBE goals.

Create a plan with the OEO to maximize opportunities for local firms to take part and thrive and a timeline for the execution

$ 14,000

Total $ 156,560


SCHEDULE

Our staffing plan is based on the following schedule of Footprint, FCI Reduction and Portables projects. Note the schedule is truncated at December 2022 and some procurement and design acceleration is anticipated

Our staffing plan is based on the following schedule of Safety & Security projects. Note 1: Schedule is truncated at December 2021 Note 2: Some procurement and design acceleration is anticipated

Campus Name Project Name Action Costs 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24New K-5 @ Sheffield Sheffield Replacement Replace On-site 28,198,000$ DP DP DP D D D D D D D D D PNew K-5 @ Southside Estates Southside Estates Replacement Replace On-site 28,198,000$ DP DP DP D D D D D D D D D P P P C C C CNorth Shore Elementary North Shore Consolidation Deferred Maintenance 4,690,917$ DP DP DP D D D D D D D D P P P C C C C C CNew K-5 @ Highlands Highlands Replacement Replace On-site 28,198,000$ DP DP DP D D D D D D D D D P P P C C C C C C CWoodson, Carter G. Elementary Northwestern Renovation / Addition Demo Existing Building 549,250$ DP DP DP D D P P P DM DM DM DM DM 0 0 0 0 0 0 0 0New K-5 @ Rutledge Pearson Pearson Replacement Replace On-site 28,198,000$ DP DP DP D D D D D D D D D P P P C CNew 6-8 @ Chaffee Trail Jefferson Davis Renovation (Includes NEW MS @ Chaffee) New school to offset growth 38,677,260$ DP DP DP D D D D D D D D D D D P P

2021 2022

Campus Name Project Name Costs 1 2 3 4 5 6 7 8 9 10 11 12Fletcher, Duncan U. Senior High Fletcher, Duncan U. Senior High 1,010,490$ DP DP DP D D PFort Caroline Elementary Fort Caroline Elementary 317,780$ DP DP DP D D P P P CLoretto Elementary Loretto Elementary 531,870$ DP DP DP D D PParker, Terry Senior High Parker, Terry Senior High 992,660$ DP DP DP D D P P PBartram Springs Elementary New K-8 @ Southeast Duval County 496,350$ DP DP DP D D PTwin Lakes Elementary New K-8 @ Southeast Duval County 625,710$ DP DP DP D D P P P CNew Berlin Elementary New Berlin Elementary 652,565$ DP DP DP D D P PLone Star Elementary Lone Star Elementary 309,090$ DP DP DP D D PArlington Heights Elementary Arlington Heights Elementary 306,325$ DP DP DP D D P P P CSabal Palm Elementary Sabal Palm Elementary 715,555$ DP DP DP D D P P P CLake Lucina Elementary Lake Lucina Elementary 259,090$ DP DP DP D D P P PChets Creek Elementary Chets Creek Elementary 575,800$ DP DP DP D D P P P CGRASP Academy GRASP Academy 227,005$ DP DP DP D D P PCrown Point Elementary Crown Point Elementary 597,545$ DP DP DP D D P P PMandarin Middle Mandarin Middle 1,125,170$ DP DP DP D D P P P CMarine Science Education Center Marine Science Education Center 67,550$ DP DP DP D D P P P CMayport Elementary Mayport Elementary 444,310$ DP DP DP D D P P PWoodland Acres Elementary Woodland Acres Elementary 447,835$ DP DP DP D D PSan Pablo Elementary San Pablo Elementary 301,100$ DP DP DP D D P P PParkwood Heights Elementary Parkwood Heights Elementary 228,230$ DP DP DP D D P P P CGreenland Pines Elementary Greenland Pines Elementary 606,165$ DP DP DP D D P PMerrill Road K-2 Merrill Road K-2 362,315$ DP DP DP D D P P PJacksonville Beach Elementary Jacksonville Beach Elementary 373,720$ DP DP DP D D P P P CMayport Middle Mayport Middle 710,770$ DP DP DP D D P PNeptune Beach Elementary Neptune Beach Elementary 587,735$ DP DP DP D D PKernan Middle Kernan Middle 709,705$ DP DP DP D D P P PAbess Park Elementary Abess Park Elementary 617,880$ DP DP DP D D P P P CMandarin Oaks Elementary Mandarin Oaks Elementary 715,455$ DP DP DP D D P P PFinegan, Joseph Elementary Finegan, Joseph Elementary 363,480$ DP DP DP D D P P PBrewer, Don 3-5 Brewer, Don 3-5 431,215$ DP DP DP D D P PFletcher, Duncan U. Middle Fletcher, Duncan U. Middle 755,565$ DP DP DP D D P PTwin Lakes Middle Twin Lakes Middle 1,048,700$ DP DP DP D D P P PAxson, John Allen Elementary Axson, John Allen Elementary 311,845$ DP DP DP D D PArlington Elementary Arlington Elementary 165,575$ DP DP DP D D PLandmark Middle Landmark Middle 1,172,570$ DP DP DP D D PAlimacini Elementary Alimacini Elementary 681,260$ DP DP DP D D P P PArlington Middle Arlington Middle 781,545$ DP DP DP D D P P P CFort Caroline Middle Fort Caroline Middle 493,860$ DP DP DP D D P P PAtlantic Beach Elementary Atlantic Beach Elementary 234,580$ DP DP DP D D P PKernan Trail Elementary Kernan Trail Elementary 433,070$ DP DP DP D D P PAtlantic Coast Senior High Atlantic Coast Senior High 1,513,200$ DP DP DP D D P P P CWaterleaf Elementary Waterleaf Elementary 517,560$ DP DP DP D D P P

2021


February 2, 2021, Regular Board Meeting

Title13. CONSTRUCTION MANAGEMENT AGENT/OWNER'S REPRESENTATIVE SERVICES - AWARD OF PROFESSIONAL SERVICES CONSULTANT - RFQ-NO. 11-21/TW

RecommendationThat the Duval County School Board approve the agreement with Jacobs Engineering Group to provide Construction Management Agent/Owner's Representative Services for a one-year base term from February 3, 2021 through February 2, 2022 for professional fees not to exceed $2,442,443.00.

That the Duval County School Board authorize the Chairman or Vice Chairman and the Superintendent to execute the agreement upon form approval by the Office of General Counsel.

DescriptionThe contract provides for Construction Management Agent/Owner's Representative (CMA/OR) services in direct support of the district's Master Facility Plan (MFP). Jacob's was selected as the highest ranked CMA/OR firm at January 11, 2021 Board meeting in accordance with Section 287.055, Florida Statutes and the district's procurement procedures for professional services as authorized under School Board Policy 7.70. The district has negotiated a final contract amount for this annual contract with Jacobs Engineering Group. There are nine potential 1 year renewals for a maximum contract length of 10 years to align with extended duration of the MFP implementation time period.

DCPS compared the Jacob's Engineering Proposal for Duval to a Contract Award on July 21, 2020 for CMA/OR services in Broward County for a bond program similar in size to our 5 year Phase I program (i.e., $750.9M in Broward versus $778M in Duval over 5 years). DCPS found Jacob's rates for their positions such as Program Director, Deputy Director, Controls Manager are comparable and, in many cases, lower than the Broward proposal. The overall cost of the Jacob's proposal at $2.4M is significantly lower than the Broward cost of $21.7M for annual services. We believe DCPS achieved much lower costs through cost negotiation and limiting the CMA/OR staff size to just the people needed for expected Year 1/Phase 1 activities versus staffing up full construction staffs for Year 2 and beyond needs. The firm's proposal has been reviewed by the Office of Economic Opportunity (OEO) and found to be in compliance with the district OEO requirements.

Gap AnalysisThe district has a requirement to procure CMA/OR Services in direct support of the district's MFP to enable the plan's implementation.

Previous OutcomesThe district has previously selected Jacobs Engineering Group through a formal selection process in accordance with Section 287.055 Florida Statues and Board Policy.

Expected OutcomesContract for professional services as Construction Management Agent/Owner's Representative to enable implementation of MFP. Each subsequent year that the contract could be renewed would be brought back before the Board for approval.

Strategic Plan GoalEnsure Effective, Equitable & Efficient Use of Resources Aligned to Improve Student Outcomes.

Financial ImpactThe Construction Management Agent/Owner's Representative Services in the amount of $2,442,443.00 will be funded with Sales Tax Referendum funding for the first contract year.

ContactPaul Soares, Assistant Superintendent, Operations, 904-390-2008Byron Page, Executive Director, Facilities, Engineering, Design & Const., 904-390-2498

Attachments1. DCPS GC 1411074 01 District_Jacobs_Contract 1_25_21 JEG Final 3 1.25.21 w

Exhibits

of 8 RFQ No. 11-21/TW Construction Management Agent/Owner’s Representative ADDENDUM NO. 2

ADDENDUM NO. 2 www.duvalschools.org/purchasing

Issue Date: November 16, 2020 Phone: 904-858-4859 Buyer: Terrence Wright Bid Number: RFQ No. 011-21/TW Bid Title: Construction Management Agent/Owner’s Representative Opening: Thursday, December 3, 2020, 2:00 p.m. (EDT). Bids received prior to this date and time will

be opened in the Conference Room and may not be withdrawn for 120 days after opening.

All bids received after the specified date and time will be returned unopened.

The addendum shall serve to amend, replace and append information provided to potential respondents in the

original RFQ package. To assist in the development of their responses, interested firms are encouraged to

carefully review the information found in this addendum and on any additional enclosed documents.

Purpose: 1. To replace 6.0B Past Performance with the following:

Past Performance: The past performance in the required field of each applicant will be evaluated/rated based on criteria found in Attachment B, Professional Qualifications Supplement (PQS form). In addition to the information required in Attachment B, the following information needs to be submitted as part of this section: (1) Letters of recommendation from completed contracts of similar work for review of past performance. (2) National certification or specialty qualifications (LEED certified construction, Certi- fied Energy Management, Historical preservation certified, etc.) (3) Past examples of construction project management contracts with successful renewals. (4) Industry recognition for relevant work, (example: design, industry publication recognition, national recognition for engineer/architect awards, etc.) A grading range of 1-10 is used.

2. To answer questions received in accordance with this RFQ.

3. To add additional Legal Requirements.

4. The following language is inserted into Project Management Information System #1 (Page 9 of 31).

The PMIS shall have the ability to integrate into DCPS pre-existing Information Tech- nology management software, Remedy. Specifically tie back into System Applications and Products in data processing (SAP).

Questions and Answers

http://www.duvalschools.org/purchasing



Jacobs

1. Question: RFQ Item 7.B (page 22) states an OEO goal of 10% SBE participation and that “Only

Small Business Enterprise firms certified with DCPS can be used towards meeting this

goal” and that “Only those SBE firms certified by DCPS are eligible for consideration”

Subsequent paragraphs of Item 7 (7.E and 7.F, page 23) and Item 6.f (page 20) of the

RFQ refer to SBE and/or M/WBE consultant firm participation toward the OEO goal.

Please confirm participation of either of both SBE and M/WBE firms will

count toward the 10%goal.

Answer: Total goal is 10%. Can all be SBE or M/WBE or a combination.

2. Question: RFQ Item 7.F.4 (page 23) refers to “credit towards the OEO goal allowed for any

joint venture with an SBE…”.

Please confirm a joint venture with either an SBE or M/WBE firm meets this

requirement.

Answer: Confirmed

Please confirm DCPS does not require that a joint venture be formally established

with the State of Florida prior to submitting.

Answer: Confirmed

Please provide a copy of the Joint Venture Certification Application.

Answer: Please replace the word “Application with Affidavit”. Please see attachment A.

Please advise how long it takes for a joint venture application to be approved.

Answer: Approval is not necessary by the affidavit needs to be submitted with the

proposal.

3. Question: Please clarify the evaluation criteria related to OEO Participation. Our interpretation is

is that there are three ways to achieve points:

a. To achieve five (5) points

i. “Prime consultant is a certified SBE or M/WBE.

Can this also be achieved by a JV with an SBE or M?WBE firm?

Answer: No. Prime Consultant has to be a certified SBE or M/WBE.

b. To achieve three (3) points

i. “One point for each category of SBE or M/WBE firm (African American, Hispanic,

Asian, Native American and Women Business Enterprises)”.

Does this mean that to achieve three (3) points, the team would need to include a

minimum of three (3) SBLE or M/WBE firms?

OR

ii. “For projects that have an overall goal, points will be received based on the

achievability of the overall goal for a possible three (3) points.”

Does this mean that we can achieve three (3) points by teaming with one SBE or


M/WBE firm at 10% or more participation?

Answer: Non-certified Prime Consultants can achieve the 5 points available for this category

through a combination of certified vendors proposed as subcontractors and the combin-

ation of certified vendors proposed as subcontractors and the achievability of the overall

goal (both a maximum of 3 point). For example, if 3 OEO certified subcontractors are

submitted, a total of 3 points will be allotted. 2 additional points can be received based

on the achievability of the overall goal for a total of 5 points.

Skanska USA Building Inc.

4. Question: Staffing & Responsibility Matrix (RFQ page 13) / PSQ Form in Attachment B

Item 4a on RFQ page 13 (Staffing & Responsibility Matrix) states that “Respondents

should not include specific names of firms, subcontractors or OEO partners at this time.”

The Professional Qualifications Supplement (PQS Form) requests “Full-Time and Tech-

nical Staff, Excluding Proposed Outside Consultants.” RFQ Item 4.b. (on page 13) states

that “Respondents shall provide full bios for all named key personnel.” In addition, RFQ

item 6.0.c (Experience and Ability), indicates that proposers will be evaluated in terms of

the “relative experience of all professionals proposed for use on the team.”

If some of the key personnel expected to be assigned full-time to the MFP Program are

from partner firms, and if those key personnel will perform specialized functions that are

critical to the success of the MFP Program, would it be permissible to include the name

of their firm(s) and their resumes in our submission either in the body of the proposal or

in an appendix?

Answer: No, key personnel should be within the prime contractor organization

5. Question: Project Management Methodology, Mobilization Plan, etc. (RFQ page 12)

Please confirm that proposers should submit a project management methodology

narrative, mobilization plan, a staffing & responsibility matrix, and full bios for all named

key personnel, even though these items are not included among the Standard Qualifying

Data and Forms listed on page 19.

Answer: Firms may submit additional information.

6. Question: OEO Evaluation Criteria (RFQ pages 20 and 21) In addition to OEO Forms 1, 2, 2A, and

4 and Attachment G, should we also submit signed copies of the forms provided in

Attachment H (Federal Regulatory Compliance Statement, Drug Free Workplace

Certification, etc.)? Should we also include information in response to Attachment I

Insurance Requirements)?

Answer: The forms in Attachment H and the evidence of insurance are required to be submitted by

the awarded vendor. It is not required to be submitted with proposal but will be required

upon execution of contract.

7. Question: Proposal Evaluation Process (RFQ pages 19 and 20) Are proposers permitted to include

additional information in their proposals pertaining to the evaluation factors listed on

pages 19 and 20 of the RFQ?

Answer: Yes.


8. Question: Services to be Provided (RFQ page 7) Item 2 of the Services to be Provided states that

“CMA/OR will provide organizational chart that incorporates existing FEDC staff”.

Should an organizational chart be included in the section of our proposal that contains

our Staffing & Responsibility Matrix? If so, please identify FEDC staff members or

anticipated roles that should be incorporated in our organizational chart.

Answer: You should include an organizational chart per the RFQ. Organizational chart for FEDC

is available on DCPS website under dcps.duvalschools.org/page/9200. Final makeup will

be determined post award.

9. Question: Project Management Information Systems (RFQ page 9) / Responsibility by Project Phase (RFQ page 14) On page 9, under Project Management Information System, the RFQ

states that “The CMA/OR will recommend, procure, provide, implement, and fully manage

a Project Management Information System (PMIS) on behalf of DCPS.” Item 1e on RFQ

page 14 states “Recommend and utilize a PMIS software system, to be approved by the

District, for use in the DCPS MFR Program. Apply Prolog for documentation of resources

…” Does this mean that District intends to utilize Prolog for PMIS?

Answer: We have not decided to use Prolog for our PMIS system. Delete reference to use Prolog

for our PMIS system. Delete reference to Prolog, replace with PMIS.

AECOM

10. Question: Office of Economic Opportunity Participation: Is the letter outlining our OEO Participation Plan and the letter of OEI Compliance one and the same? If different, please clarify.

Answer: These are different. As outlined in 7.0D, the letter of OEO Compliance is a statement

for you to show compliance with the office of Economic Opportunity Program. In section

7.0E, the OEO Form 1 Proposed Schedule of Participation will show any OEO vendors

that are planned to be used for this contract.

11. Question: Attachment A: Would you like the “Proposal Certification” bound into the proposal or submitted separately?

Answer: Submit as one file.

12. Question: Attachment F: Please clarify what is meant by “Registered” employees.

Answer: Employees registered/licensed with the State of Florida.

13. Question: Is the consultant responsible for developing the Facility Conditions assessment precluded from participating on this pursuit?

Answer: No.

THE CORRADINO GROUP

14. Question: To what extent will DCPS rely on the Construction Management Agent/ Owner’s

Representative (CMA/OR) to provide support functions such as procurement support,

public out-reach, Board agenda process, etc.?

Answer: Support will vary based upon tasks being performed. Proposal should be scalable.

15. Question: Does DCPS already have a library of designers selected or will the selection process


or will the selection process occur after selection of the CMA/OR?

Answer: Both, we have continuing service contracts for smaller projects and will need to solicit new,

RFQ’s for large projects.

16. Question: The published existing Facility Condition Assessments are quite old – is there any updated

information available?

Answer: Base proposal on Facility Condition Assessment provided.

17. Question: Section 6.0 (b) of the RFQ provides up to 10 points for performance with DCPS during the

past three years. Are these points to be awarded based solely on the performance of the

on the performance of the Prime Proposer or will past performance of Subconsultants

on the team by considered?

Answer: Should be on the Prime Proposer.

18. Question: Does the DCPS have any objection to firms submitting as a Joint Venture? Other than the requirements of Section F.4 of the RFQ for determining OEO participation for Joint

Ventures, are there any additional requirements for Joint Venture?

Answer: No.

19. Question: Will the length of time be a factor in evaluating the local office presence?

Answer: No.

20. Question: Does Duval County anticipate accelerating the delivery of projects by bonding? Or will the

approach the program as pay-as-you-go?

Answer: Plan to issue a bond, values to be determined.

CBRE I HEERY

21. Question: What is the MBE required percentage?

Answer: The MBE percentage is 10% as stated in section 7.0B. The 10% goal can be met using

any of the OEO categories.

22. Question: Can a MBE file the paperwork with the system and meet the MBE certification require-

ment in the DCPS system?

Answer: Vendors must be certified prior to the RFQ opening.

23. Question: If the MBE/SBE is in the process of registering with the school system, does that meet DCPS qualifications?

Answer: Vendors must be certified prior to the RFQ opening. The Office of Economic Opportunity

can be contacted to see if priority can be placed on a certification that is in process.

24. Question: Regarding the optional submittal of representative samples of related work (RFP Section 4.2), how many copies are required, and in what format?

Answer: 4 USB Flash Drives in pdf format.


25. Question: As a company, we are accustomed to submitting hard copy responses to our clients as a routine course of business. However, given business interruptions due to the impact of

COVID-19, we respectfully request to submit an emailed PDF submittal of our response,

in lieu of hard copies. If this is acceptable, kindly provide an email for our response and

any file size limit restrictions that might impact the electronic transmittal.

Answer: Proposals must be delivered to Purchasing Services, 1701 Prudential Drive,

Jacksonville, Fl 32207 by 2:00 p.m. (EDT) on December 3, 2020 as stated in section 4.3.

26. Question: RFP pg. 23, Section E says that the OEO Forms 1, 2, 2A, 4 must be notarized, but the

forms themselves do not mention this. Please confirm the notarization requirement.

Answer: Notarization is not required

27. Question: Please clarify required respondents for each section A-F and forms (i.e., all firms, or

applicant firms only).

Answer: Applicant firm only.

28. Question: Please clarify the order of proposal items, including where to place the Attachment A and H forms.

a. RFP pg. 19 lists the response order as:

i. A. Letter of Interest

ii. B. Professional Qualifications Supplement (PQS)

iii. C. Professional Registration Certificates

iv. D. Corporate Charter Registration v. E. Location

vi. F. Office of Economic Opportunity Participation

Please clarify where the Attachment A and H forms are to be placed with our response.

Answer: Is desirable that the order is consistent with section 5.0. Attachment A and H can be

placed anywhere. However, please make a tab for these and each section so that they

can be easily located.

29. Question: Will an SBE or M/WBE who is on the CMA/OR team preclude them from going after future bidding opportunities for this program?

Answer: No.

30. Question: RFQ page 13, 4a. states “Respondents should not include specific names of firms, subcontractors or OEO partners at this time.” Attachment B, PQS indicates for us to list names

/companies. Please clarify if specific names and firms should be in the staffing/organ-

izational matrix.

Answer: Key personnel from the Prime Contractor organization is to be included.

31. Question: Where should the staffing/organizational matrix (Pg. 13,4a) be placed within the response?

Answer: Include with Experience and Ability but please make a tab so that it can be easily located.

Additional Legal Requirements

Page 7 of 8 RFQ No. 11-21/TW Construction Management Agent/Owner’s Representative ADDENDUM NO. 2

1. Termination. The District reserves the right to terminate the Agreement at any time and for any reason upon giving thirty (30) days’ notice to the Contractor. If the Agreement is terminated for convenience as provided herein, the District will be relieved of all obligations under said Agreement and the District will be required to pay that amount of the Agreement actually performed to the date of termination.

2. Subcontractors. If Contractor is permitted to subcontract any of the work set forth in the Agreement, Contractor shall ensure that each subcontractor complies with all provisions of the Agreement. Contractor will remain liable for the acts and omissions of such subcontractor(s) and the proper performance and delivery of the products and/or services set forth in the Agreement.

3. Public Records Laws. The Agreement shall be subject to Florida’s Public Records Laws, Chapter 119, Florida Statutes. Contractor understands the broad nature of these laws and agrees to comply with Florida’s public records laws and laws relating to records retention. In compliance with section 119.0701, Florida Statutes, Contractor agrees to:

a. Keep and maintain public records required by the District in order to perform the service.

b. Upon request from the District’s custodian of public records, provide the District with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in the Chapter 119, Florida Statues or as otherwise provided by law.

c. Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed except as authorized by law for the duration of the Agreement term and following completion of the Agreement if the Contractor does not transfer the records to the District.

d. Upon completion of the Agreement, transfer, at no cost, to the District all public records in possession of Contractor or keep and maintain public records required by the District to perform the service. If Contractor transfers all public records to the District upon completion of the Agreement, Contractor shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If Contractor keeps and maintains public records upon completion of the Agreement, Contractor shall meet all applicable requirements for retaining public records. All records stored electronically must be provided to the District, upon request of the District’s custodian of public records, in a format that is compatible with the information technology systems of the District.

IF CONTRACTOR HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONTRACTOR’S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THE AGREEMENT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS (THE DISTRICT’S CONTRACT ADMINISTRATOR) AT THE ADDRESS AND PHONE NUMBER BELOW. Byron Page – [email protected]

4. Non-Discrimination. Contractor represents and warrants to the District that Contractor does not and will not engage in discriminatory practices and that there shall be no discrimination in connection with Contractor’s performance under the Agreement on account of a person’s actual or perceived identity with regard to race, color, religion, gender or gender identity/expression, age, marital status, disability, sexual orientation, political or religious beliefs, national or ethnic origin, pregnancy, veteran status, any other protected status under applicable law, or any other distinguishing physical or personality characteristics. Contractor further covenants that no otherwise qualified individual shall, solely by reason of his/her actual or perceived identity with regard to race, color, religion, gender or gender identity/expression, age, marital status, disability, sexual orientation, political or religious beliefs, national or ethnic origin, pregnancy, veteran status, any other protected status under applicable law, or any other distinguishing physical or personality characteristics, be denied the benefits of, or be subjected to discrimination, or be denied access and services, under any provision of the Agreement

mailto:[email protected]


5. Severability. If any clause or provision of the Agreement is illegal, invalid or unenforceable under

present or future laws effective during the term hereof, then the remainder of the Agreement shall not be affected thereby; and in lieu of each clause or provision of the Agreement which is illegal, invalid or unenforceable, there shall be added, as part of the Agreement, a clause or provision as similar in terms to such illegal, invalid or unenforceable clause or provision as may be possible and as may be legal, valid and enforceable.

6. Assignment. Neither the Agreement nor any portion thereof may be assigned by Contractor, in whole or in part, without the prior written consent of the District.

7. Notices; Agency Administrator. Every notice, approval, consent or other communication authorized or required by this Agreement shall not be effective unless same shall be in writing and sent via hand delivery or overnight delivery (with a receipt), directed to the other party at its address provided below or such other address as either party may designate by notice from time to time in accordance herewith:

If to Contractor: With copy to: To be set forth in the final awarded contract If to District: With copy to: The School Board of Duval County, Florida Office of General Counsel 1701 Prudential Drive c/o 1701 Prudential Drive Jacksonville, Florida 32207 Room 340 Phone: (904) 390-2115 Jacksonville, FL 32207 Attn: Dr. Diana Greene, Superintendent Phone: (904) 390-2032

Notwithstanding the foregoing, the parties agree that all communications relating to the day-to-day activities shall be exchanged between the respective representatives of the District and the Contractor, which representatives shall be designated by the parties in writing promptly upon commencement of the Services. Once so designated, each party’s representative shall coordinate communications and processes as needed for the purposes of conducting the services set forth in the Agreement, as well as the process for routine or administrative communications. The parties shall also reasonably cooperate as to the development (including content and format) of the invoicing and any reports to be provided by Contractor as part of the services. For purposes of the District’s representative for the day-to-day activities, the District’s Administrator shall be:

Duval County Public Schools Attn: Byron Page, Executive Director 1701 Prudential Drive Jacksonville, FL 32207 (904) 390-2498

Attachment A

Duval County Public Schools

OEO CONTRACTOR

AFFIDAVIT OF JOINT VENTURE

Before me, the undersigned authority, personally appeared ____________________________________ and ________________________________ (hereinafter referred to as “Affiants”), who being first respectively duly sworn, depose and say:

1. Affiants, as officers or principals of the undersigned entities, are representatives of the Joint Venture know as

____________________________________________________________, located at

_________________________________________________________________ and are duly authorized to file

this affidavit on behalf of the Joint Venture.

2. Affiants state that the Joint Venture is registered or certified to engage in the construction business in the State

of Florida and bears the registration or certificate no. _____________ dated _____________________ and

issued at _______________________________________.

3. Affiants are filing this Affidavit of Joint Venture as required for Contractor Prequalification to bid on Duval

County School Board project:

______________________________________________________________________________ Project Description Project No.

4. A true copy of the Joint Venture Agreement in attached as Exhibit “A.” Said Joint Venture Agreement is in full

force and effect and has not been modified, amended, or changed or rescinded in any manner. Furthermore,

the sole parties having interest in said Joint Venture are Affiants and the entities which they represent, are as

indicated, below:

___________________________________ ___________________________________

Name of Company Name of Company

___________________________________ ____________________________________

Signature (Owner/Officer) Title Signature (Owner/Officer) Title

STATE OF FLORIDA COUNTY OF: ______

The foregoing instrument was acknowledged before me this ____ day of ______, 20___, by ________________________. (NOTARY SEAL) __________________________________ ____________________________________ Signature of Notary Name of Notary

Personally Known ______ OR Produced Identification ______ Type of Identification Produced _______________________

ADDENDUM NO. 1 www.duvalschools.org/purchasing

Issue Date: November 3, 2020 Phone: 904-858-4859 Buyer: Terrence Wright Bid Number: RFQ No. 11-21/TW Bid Title: Construction Management Agent/Owner’s Representative Opening: Thursday, December 3, 2020, 2:00 p.m. (EDT). Bids received prior to this date and time will

be opened in the Conference Room and may not be withdrawn for 120 days after opening. All bids received after the specified date and time will be returned unopened.

The addendum shall serve to amend, replace and append information provided to potential respondents in the original RFQ package. To assist in the development of their responses, interested firms are encouraged to carefully review the information found in this addendum and on any additional enclosed documents. Purpose: 1. To replace Attachment B with the updated Attachment B.


http://www.duvalschools.org/dcps

Construction Management Agent/Owner’s Representative, RFQ No. 11-21/TW Page 1 of 6

ATTACHMENT B

DUVAL COUNTY PUBLIC SCHOOLS - PROFESSIONAL QUALIFICATIONS SUPPLEMENT (PQS Form)

PURPOSE: This PQS form is to provide information regarding the qualifications of interested firms to undertake a specific Duval County School Board Architectural/Engineering project or related professional services being administered by the Duval County School Board in accordance with the requirements of Section 287.055, F. S., ("Consultants' Competitive Negotiation Act").

INSTRUCTIONS: (A) Type accurately; instruction numbers correspond to the numbers on the form; additional pages for any of the numbers may be attached. (B) For the APPLICANT and all PROPOSED OUTSIDE CONSULTANTS, attach to the PQS a reproduction of the current Florida Professional Registration

Certificate(s) with the appropriate Board(s) for each of the registration numbers listed in Number 3.

1. Complete the project or contract name as it appears in the Public Announcement for professional services. 2. Provide the complete name of the APPLICANT, the address and the telephone number of the office where the work will be performed. 3. For the APPLICANT and the PROPOSED OUTSIDE CONSULTANTS, complete as follows:

a. Indicate (X) the service(s) to be provided on the project. b. Insert the firm's* appropriate professional Florida State Board registration number, and if the firm is a corporation, insert the Florida Corporate Center number as issued by the Division of Corporations, Department of State.

*Use the registration number in accordance with the name of the firm as presented on the firm's letterhead. Use registration numbers only when applicable.

4. Accurately list for the APPLICANT'S Firm only (do not include the OUTSIDE CONSULTANT'S portion) the professional fees for projects now known to

be in the Design Phase and Construction Phase as of the deadline date for the submittal of this application. Then specify the Construction Management Agent/Owner’s Representative (CMA/OR), Construction Project Management (CPM), Florida registered architects and/or engineers, graduate design professionals, designers, technical staff including drafters and CADD that are full time employees of the APPLICANT Firm. In computing the volume per person, divide the total amount of work-in-progress by the number of personnel. Exclude all portions of current work on hold.

5. a. Indicate fees from Duval County Public Schools' projects BY the APPLICANT'S Firm only.

b. Divide DCSB fees by total REGISTERED full-time personnel. 1. List projects comparable to this specific project and related experience accomplished by the applicant. Indicate name of project, completion date,

location, and a contact person knowledgeable of the project with telephone number, construction budget or estimated cost and actual construction or bid cost.

2. Designate the Key Personnel of the proposed team to be used on this project BY the APPLICANT and all OUTSIDE CONSULTANTS. For each

individual listed, show their discipline(s) of registration/training and their city of residence and state of registration. 3. Sign and date the form; type the name and title of the signer. (OFEDC Form 105-E)


1. PROJECT OR CONTRACT NAME:________________________________________________________________________________________________________

2. FIRM NAME: PHONE NO: ____________________________ 3. ADDRESS OF OFFICE WHERE WORK WILL BE PERFORMED:______________________________________________________ ZIP : ___________________ INDICATE SERVICE(S) TO BE PROVIDED ON THE PROJECT IN THE BASIC SERVICES LISTED BELOW: APPLICANT PROPOSED OUTSIDE CONSULTANTS

SERVICE(S) OFFERED

(X) FLORIDA STATE

BOARD REG. NO. & CHARTER NO.

NAME, ADDRESS, PHONE

SERVICE(S) OFFERED

(X) FL ORIDA STATE

BOARD REG. NO. & CHARTER NO.


Professional Engineers

REG # Professional Engineers

REG # CH # CH #

Registered Architects

REG # Registered Architects

REG # CH # CH #

REG # REG #

CH # CH #

REG # REG #

CH # CH #


4. WORKLOAD FOR APPLICANT FIRM ONLY: (Do not include PROPOSED OUTSIDE CONSULTANTS.) Indicate each project the APPLICANT will be handling as of the DEADLINE DATE for the submittal on THIS PROJECT and the professional fees under contract for APPLICANT firm only. EXCLUDE WORKLOAD SUBCONTRACTED TO PROPOSED OUTSIDE CONSULTANTS. Specify number of all principals and technical staff that will be assigned to or available for this project WITHIN THE APPLICANT FIRM ONLY, EXCLUDING PROPOSED OUTSIDE CONSULTANTS.

PROJECTS

Work on Hold (Fee Remaining) Fee Remaining

TOTAL FEES

4a. FULL-TIME PROFESSIONAL AND TECHNICAL STAFF, EXCLUDING PROPOSED OUTSIDE CONSULTANTS.

NUMBER CATEGORY 4b. FEE PER PERSON

Registered Engineers

Registered Architects Total Fee (4) divided by Total Staff (4a) Fee Per Person

Technical Staff (Project Managers, Design Professionals, Spec. Writers, Estimators, Interior Designers, Landscape Designers, etc.)

/ =

TOTAL PROFESSIONAL AND TECHNICAL PERSONNEL NUMBER OF TOTAL PROFESSIONAL & TECHNICAL PERSONNEL THAT ARE FLORIDA

REGISTERED


5. VOLUME OF DUVAL COUNTY PUBLIC SCHOOLS WORK:

(1) From July 1 to current date $ x 1.0 = $

(2) First year past (July 1 - June 30) $ x 0.8 = $

(3) Second year past (July 1 - June 30) $ x 0.6 = $

(4) Third year past (July 1 - June 30) $ x 0.4 = $

(5) Fourth year past (July 1 - June 30) $ x 0.2 = $

TOTAL FEE $

5a. TOTAL VOLUME OF DCSB WORK (5a) DIVIDED BY REGISTERED STAFF (4a) = FEE PER PERSON

÷ =

6. RELATED EXPERIENCE OF APPLICANT FIRM ONLY. (Projects of comparable type, size, and complexity)

PROJECT NAME COMPLETION DATE

LOCATION REFERENCE CONTACT AND

TELEPHONE NO.

ESTIMATED COST

ACTUAL COST


7.KEY PERSONNEL OF PROPOSED TEAM, APPLICANT FIRM AND PROPOSED OUTSIDE CONSULTANTS. TO BE USED ON THIS PROJECT. Number of persons listed under APPLICANT FIRM must agree with the TOTAL PERSONS indicated in Number 4.

NAMES

DISCIPLINE OF REGISTRATION/TRAINING (indicate RA for registered architect and PE for professional engineer -- any state)

CITY OF RESIDENCE/ STATE OF REGISTRATION

APPLICANT FIRM ONLY APPLICANT'S Principal (s) in charge for this Project APPLICANT'S Staff Assigned to or Available for this Project


PROPOSED OUTSIDE CONSULTANTS ONLY (List for each Consulting Firm) Principal(s) in charge for this Project Principal Staff Assigned to or Available for this Project.

8. SIGNATURE

TYPE NAME AND TITLE OF SIGNER (Applicant firm) DATE

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Construction Management Agent/Owner’s Representative, RFQ 11-21/TW

REQUEST FOR QUALIFICATIONS (RFQ)

RFQ NO. 11-21/TW

CONSTRUCTION MANAGEMENT AGENT / OWNER’S REPRESENTATIVE

RFQ Release Date: October 30, 2020 Deadline for Written Questions: November 12, 2020, 4:00 p.m. (EDT) Proposals Opened: December 3, 2020, 2:00 p.m. (EDT)

Committee Evaluation: December 7, 2020 Presentations: December 14, 2020 (if deemed necessary) Board Award: January or February 2021

DUVAL COUNTY PUBLIC SCHOOLS Purchasing Services Department

1701 Prudential Drive Jacksonville, Florida 32207


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ATTACHMENT A

Duval County Public Schools www.duvalschools.org

1701 Prudential Drive PHONE: (904) 390-2000

Jacksonville, FL 32207-3235 TDD: (904) 390-2898

Purchasing Services PH: (904) 858-4848

1701 Prudential Drive FAX: (904) 858-4868

Jacksonville, FL 32207-3235

Request for Proposals (RFQ)

Required Response Form


RFP No. 11-21/TW

This response must be submitted to Duval County Public Schools, Purchasing Services, 1701 Prudential Drive, Jacksonville, FL

32207, no later than 2:00 p.m. EDT on December 3, 2020 and plainly marked RFQ No. 11-21/TW. Responses are due and will be

opened at this time. Responses received after 2:00 p.m. EDT on the date due will not be considered.

Anti-Collusion Statement / Public Domain

I, the undersigned vendor have not divulged, discussed, or compared this proposal with any other vendors and have not colluded with any other

vendor in the preparation of this proposal in order to gain an unfair advantage in the award of this proposal.

I acknowledge that all information contained herein is part of the public domain as defined in the Public Records Act, Chapter 119, F.S.

Proposal Certification

I hereby certify that I am submitting the following information as my company's response and understand that by virtue of executing and

returning with this response this REQUIRED RESPONSE FORM, I further certify full, complete, and unconditional acceptance of the

contents of all pages, inclusive of this Request for Proposal, and all appendices/attachments and the contents of any Addendum released

hereto.

VENDOR (firm name):

STREET ADDRESS:

CITY & STATE:

PRINT NAME OF AUTHORIZED REPRESENTATIVE

SIGNATURE OF AUTHORIZED REPRESENTATIVE:

TITLE DATE:

CONTACT PERSON:

CONTACT PERSON'S ADDRESS:

TELEPHONE: FAX: TOLL FREE:

INTERNET E-MAIL ADDRESS: INTERNET URL:

VENDOR TAXPAYER IDENTIFICATION NUMBER:

NOTE: Entries must be completed in ink or typewritten. An original manual signature is required.


http://www.duvalschools.or/#g

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In addition to the information requested within this RFQ, the following items are to be returned as part of the proposal:

1. Required Response Form – Attachment A Page 2 of 31 (signature required)

2. Professional Registration Certificates

3. Corporate Charter Registration

4. MapQuest or other visual map – See Section 5.0 (F)

5. Attachment B – Professional Qualifications Supplement (PQS Form)

6. Attachment G – Office of Economic Opportunity Forms 1, 2, & 2A

Note: In accordance with section 4.3, please submit proposal as follows:

1. One (1) manually signed original

2. Two (2) photocopies of original

3. Four (4) USB Flash Drives in pdf format

Proposals to be delivered to:

1701 Prudential Drive

Jacksonville, Florida 32207

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DUVAL COUNTY PUBLIC SCHOOLS

RFQ: CONSTRUCTION MANAGEMENT AGENT / OWNER’S REPRESENTATIVE

RFQ No. 11-21/TW

INDEX

1.0 GENERAL INFORMATION

2.0 SCOPE OR SUMMARY OF SERVICES

3.0 EX PARTE COMMUNICATION

4.0 PREPARATION AND SUBMISSION REQUIREMENTS

5.0 PROPOSAL SUBMISSION AND FORMAT

6.0 EVALUATION CRITERIA

7.0 OFFICE OF ECONOMIC OPPORTUNITY

8.0 DISTRICT’S RIGHTS AND RESERVATIONS

9.0 DISPUTE

10.0 LEGAL REQUIREMENTS

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ATTACHMENTS

ATTACHMENT A – REQUIRED RESPONSE FORM (PAGE 2 OF 31)

ATTACHMENT B – PROFESSIONAL QUALIFICATIONS SUPPLEMENT (PQS)

ATTACHMENT C – EVALUATION WORKSHEET

ATTACHMENT D – LOCATION RATING TABLE

ATTACHMENT E – WORKLOAD RATING TABLE

ATTACHMENT F – VOLUME OF AGENCY WORK RATING

ATTACHMENT G – OEO FORMS 1, 2, 2A, 4

ATTACHMENT H – FEDERAL REGULATORY COMPLIANCE INFORMATION

ATTACHMENT I – INSURANCE

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DUVAL COUNTY PUBLIC SCHOOLS

REQUEST FOR QUALIFICATIONS (RFQ)


RFQ NO. 11-21/TW

1.0 GENERAL INFORMATION

1.1 Duval County Public Schools (the “District”) is issuing this Request for Qualifications (RFQ) to

interested firms for the purpose of selecting a qualified provider(s) for Construction Manager Agent

(CMA/OR) services.

1.2 The selected CMA/OR will be required to execute a standard form contract as adopted by the District,

for use with this contract for services.

1.3 Prior to contract award, the successful Respondent(s) shall provide proof of insurance acceptable

to the District for General Liability, Automobile Liability, Worker’s Compensation and Employer’s

Liability and Architects/Engineers Professional Liability for the scope of services contemplated by this

solicitation. (See Attachment I for Insurance Requirements)

1.4 The Services being sought in the Request for Qualifications (RFQ) are CMA/OR in the

management of the Master Facility Plan (MFP) program, from planning through the closeout

is complete on all assigned projects. The interest as its top priority in managing the MFP

program throughout the duration of the MFP program. The CMA/OR’s expertise should include

knowledge of current trends, technologies, and innovations, which will help bring about

the completion of a successful project program in terms of finance, schedules, and deliverables.

1.5 The District and its governing board were created pursuant to Section 4, Article IX of the Constitution

of the State of Florida. The District is an independent taxing and reporting entity managed, controlled, operated, administered, and supervised by District school officials in accordance with Florida Statutes. The School Board consists of seven elected officials responsible for the adoption of policies, which govern the operation of District public schools.

1.6 The Superintendent of Schools is responsible for the administration and management of the

schools within the applicable parameters of State and Federal laws and regulations, State Board of

Education Rules, and School Board policies.

2.0 SCOPE OF SERVICES

2.1 The CMA/OR will assemble a highly qualified team capable of effectively collaborating with design

professionals, general contractors, subcontractors, and vendors to coordinate and communicate

the process and procedures required to support the District’s standards and expectations in terms

of performance, code compliance, and quality. The CMA/OR’s team should have the combined

experience necessary to help DCPS manage a project program of the size and magnitude of the MFP

program based on the projected annual expenditures and in accordance with State Requirements for

Educational Facilities, pursuant to the requirements of Section 1013.45 and 287.055, Florida Statutes,

(Consultant’s Competitive Negotiation Act).

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2.2 The District has determined that employing the assistance of a team of construction industry

professional [referred to as an CMA/OR] is the most flexible, cost effective means to achieve

the coordination necessary to meet the demand of the MFP Program. An CMA/OR relationship with

our District offers flexibility through its capacity to engage professionals with specific expertise at

appropriate points in the planning and implementation process. This collaboration model is also cost

effective, in that staffing is scalable according to the volume of work in the program; thereby limiting

the District’s financial liability during periods when volume does not require an extensive staff.

2.3 The selected CMA/OR firm will work in a support role to the District’s Facilities, Engineering, Design

and Construction (FEDC) Leadership Team and will work closely with all of the District’s

departments, making the CMA/OR an integral part of the MFP program. The CMA/OR will have an

indirect working relationship with the District’s Executive Leadership and will report on a day-to-day

basis to the FEDC staff. the selected CMA/OR will be responsible for delivery of all aspects, as

well as corresponding processes and procedures, to assist in the implementation of the MFP

Program.

2.4 Scope

1. The Program is comprised of a variety of new construction projects with the majority of scope focused on, but not limited to, multiple new elementary, middle, and high schools, renovations and additions to selected primary and secondary campuses along with life cycle deficiencies and educational adequacies at selected DCPS facilities. The CMA/OR will be responsible for the successful development and execution of these projects along with other similar projects as needs are identified. The CMA/OR should demonstrate expertise in managing greenfield projects as well as renovation work on occupied campuses. While the program has an established sequencing, the CMA/OR will be responsible for continually reviewing and making recommendations to optimize the sequencing of the projects in light of changing external and internal conditions, and the needs of the District.

2. The CMA/OR will be responsible for effectively communicating with the numerous stakeholders directly impacted by campus capital renovation projects. Demonstrated competence to provide high quality customer service to facility stakeholders will be critical to the success of the CMA/OR and the overall MFP Program. The CMA/OR should expect to manage projects from pre-planning as determined by the District's Facilities, Engineering, Design, and Construction (FEDC) Leadership Team until the closeout process is complete.

3. The Construction Manager/Owner's Representative (CMA/OR), in its management of the District's capital projects will act a District's representative and actively seek to identify issues and to resolve those issues in the best interest of the District. Where issues cannot be resolved by the CMA/OR, the CMA/OR's responsibility (as the manager of projects) is to provide options, and/or recovery plans to the FEDC Leadership staff for review and direction.

SERVICES TO BE PROVIDED

1. The District is inviting submittals from qualified Construction Manager Agent/Owner's Representative (CMA/OR) firms, to provide comprehensive professional program/project management and related service for the DCPS MFP Program. The District intends to award one contract to the most qualified CMA/OR firm for the provisions of these services. It is required that the Owner's Representative have K-12 and/or higher educational facilities construction experience and has worked with large urban school districts similar in size to DCPS.

2. The CMA/OR shall provide a full-time, on-site project management team with scalable appropriate administrative support during the entirety of the program. Membership of this team should be stable, and any proposed personnel changes must be approved in advance by FEDC. CMA/OR will provide organizational chart that incorporates existing FEDC staff.

CAPITAL PROGRAM IMPROVEMENT CONTROLS

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1. Part of the daily responsibility of the CMA/OR is to include budget and fiscal oversight of the DCPS MFP Program, which includes, but is not limited to:

a. Budget - The CMA/OR will establish, organize, and/or manage overall program budget and each project budget. CMA/OR will establish reports tracking the budget including all budget transfers and budget amendments.

b. Cash Flow - The CMA/OR will provide periodic cash flow reports to help owner understand and prepare for cash needed for upcoming projects.

c. Procurement - The CMA/OR shall play a role in the DCPS MFP procurement process including advertisements, RFQ/RFP (etc.), bid openings, evaluations, and negotiations.

d. Permits - The CMA/OR shall develop procedure for obtaining all needed permits, reviews, inspections and/or approvals from internal and outside entities. Procure external building code inspection services in accordance with 553.791, Florida Statues. CMA/OR will also be responsible for developing a process for payment and tracking the costs of these items. In addition, CMA/OR will be responsible for submitting all receipts, verifying amounts and locations, associated with permits, reviews, inspections and/or approvals from outside entities.

e. Contracts/Purchase Orders/Change Orders/Additional Services - The CMA/OR will be

responsible for gathering all necessary documents needed to execute contracts and issue

purchase orders, including bonds, insurance, diagrams, sketches, plans and specifications.

f. Program and Project Contingencies - The CMA/OR shall be responsible for managing and

tracking all program and project contingencies. CMA/OR will also be responsible for

submitting all required documentation needed to access program contingency.

g. Pay Applications/lnvoices - The CMA/OR shall develop a protocol, working with DCPS MFP contractors/vendors to review and submit monthly pay applications and invoices for payment processing. The CMA/OR will also develop a system to track vendor payments so invoices are submitted to FEDC for payment in correct fiscal year.

h. OEO - In addition to having an active role in OEO outreach, the CMA/OR shall monitor, the

DCPS OEO Program, which has an expectation of participation for design professional and

contractors. The CMA/OR shall be responsible for, but not limited to:

(1) Track Good Faith efforts reported by contractors

(2) Track and record OEO information submitted by contractor

i. Maintenance/Custodial Overtime - The CMA/OR will be responsible for coordinating with district maintenance and/or custodial personnel and any vendor needing overtime coverage to ensure projects stay on track. The CMA/OR will also submit related documents to FEDC staff to ensure payroll for overtime is calculated and paid accordingly.

j. Financial Closeout - The CMA/OR shall gather, verify, and organize all information essential

to complete substantial completion and final closeouts for all projects, including preparing

items to be submitted to Board for board approval. This specifically includes Phase III

construction design and Substantial Completion documents for all project valued in excess of

$1M that must be reported to the DCPS School Board via separate agenda items.

k. Financial Reporting and Reconciliations - The CMA/OR will be responsible for developing and generating any additional financial reports or reconciliations, not mentioned above, needed by FEDC staff, other district personnel and external entities related to the DCPS MFP Program. Reports or reconciliations will include, but not limited to:

(1) Change Order Reports

(2) Monthly Project Reports

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(3) Citizen Oversight Committee Briefs and/or Reports

l. Fiscal Year End Reports

n. Contingency Reports

m. DCPS School Board Briefs and Reports

PROJECT MANAGEMENT INFORMATION SYSTEM

1. The CMA/OR will recommend, procure, provide, implement, and fully manage a Project

Management Information System (PMIS) on behalf of DCPS. The PMIS software system should manage capital program costs, schedules and documents through workflow and process administration. The PMIS system software, hardware, licenses, system administrator support, daily operation, and data shall be the responsibility of and managed by the CMA/OR. The PMIS will always be owned and controlled by DCPS during the entire contract time period and shall be fully turned over to DCPS upon conclusion of this CMA/OR contract. The PMIS makes it possible for the District to organize and manage the capital project delivery process form planning, through design, procurement, construction, and closeout. Benefits to the District include, but are not limited to, hard-dollar cost savings, increased productivity, process tracking, risk mitigation and efficient workflows.

2. The PMIS provides the District with the ability to strategically manage project data through a

combination of customized tools which has been tailored to fit the District's information management needs. These systems are designed to take the lessons learned on current and past projects and apply them to future projects. The CMA/OR will assume all responsibility for training and/or scheduling training for all vendors and firms who will be expected to use the

PMIS system in the DCPS MFP Program.

DUVAL COUNTY SCHOOL BOARD AGENDA ITEMS

1. The CMA/OR will be responsible for adhering to the board agenda item submittal schedule provided by DCPS. The CMA/OR will be expected to submit board agenda items in an accurate, timely manner according to the schedule. CMA/OR will also be expected to work with FEDC staff to collect all documents and supporting information.

CAPITAL IMPROVEMENT PROGRAM RELATIONSHIPS CMA/OR – Relationships with the District Senior Management

1. The CMA/OR will have an indirect working relationship with the Executive Leadership Team and will report on a day-to-day basis to the FEDC staff. The District's Leadership Team will be relying upon the CMA/OR staff to: 1) implement and follow project management processes as determined by FEDC that coordinate and integrate the District's projects into a program; 2) work to improve and coordinate the District's relationships with regulatory agencies, municipal agencies, schools and the public where applicable; 3) anticipate and identify issues; 4) provide prompt and comprehensive notice of issues as they arise; 5) work with FEDC staff to identify those issues which require the input of District management and those issues which are resolvable by the CMA/OR; 6) furnish accurate and timely information regarding the progress of projects and emerging issues; 7) offer options for responding to issues and needs as they arise, and do so in a manner that assesses the risks and opportunities afforded by those options; 8) implement decisions made by District management; and 9) report promptly and thoroughly on the consequences of implementation.

2. The District expects the CMA/OR staff to perform the functions listed above in a manner that illustrates the CMA/ORs professional experience, expertise, and judgement. The District also expects the CMA/OR to perform these functions in a collaborative manner as a team with FEDC in which each team member understands his or her role, and respects and appreciates the roles and contributions of the other team members. The CMA/OR should take responsibility for coordinating the relationships between the team members responsible for planning, design, construction,

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controls and administration in a manner that is consistent with best practices in the industry and which facilitates prompt, complete and smooth hand-offs from one function to the next, thereby minimizing gaps and/or delays in the progress of the Program.

3. The CMA/OR shall provide a scalable staffing structure which is responsive to the variability and seasonality expected in a capital program. This structure should be based on a line item cost model to allow for staff and cost to change with workload or DCPS staff replacement as the inhouse employee team grows over time, while providing the appropriate and necessary amount of responsiveness to the District's MFP Program shall do so in a manner which consistently meets the expectations of the relationship just described.

4. Although there is a need for adaptation of staffing to the variability of the capital program needs,

the CMA/OR shall have a consistent Lead for the term of the contract. The CMA/OR Lead is wholly responsible for the relationship between the CMA/OR and the District and the District considers the CMA/OR Lead to be a crucial member of its MFP Program with a particularly important role in the mobilization of the CMA/OR. The District expects the CMA/OR Lead to assist and augment the FEDC efforts to instill the sense of collaboration among all members of the Program Team necessary for the successful operation of the DCPS MFP Program.

5. The District expects the CMA/OR Lead to direct the day-to-day operations of the CMA/OR and ensure that each individual within the CMA/OR: 1) understands his or her role and responsibilities; 2) performs the tasks required by that role and those responsibilities in a manner consistent with the purpose and objectives of the District; and 3) administers the operation of the CMA/OR in an engaged, transparent and professional manner. If it comes to the attention of FEDC staff and/or the Executive Director of FEDC that any member of the CMA/OR team is not performing per the prior three expectations, the CMA/OR Lead will be notified of the need for a change in the CMA/OR team staffing. Changes to the staffing of the CMA/OR team during the term of the contract are to be presented to the FEDC staff for review prior to staff changes and/or new assignments.

6. CMA/OR Relationship with the District during Planning through Procurement

a. The FEDC staff will facilitate planning efforts, and the CMA/OR Project Management (PM) staff will serve as a resource to support and monitor conceptual design to ensure compliance with Program standards and continuity in project design. In particular, the District expects the CMA/OR PM staff to distinguish between project-driven and programmatic changes to a design, to track each set of changes appropriately and ensure that the distinction between project and programmatic changes is maintained throughout the District's planning and design processes (i.e. ensure that programmatic changes are appropriately addressed within each project, while project-specific changes do not become program wide practices). The CMA/OR PM staff is expected to evaluate the available procurement methods on a per project basis and make a formal recommendation to FEDC, which provides support that demonstrates the best balance of cost, timeliness and quality. FEDC currently utilizes an Acquisition Delivery Method flowchart to determine the optimum method of procurement for each project. The CMA/OR shall complete this flowchart for each project.

b. The CMA/OR will support FEDC in the selection of design professionals of record, where applicable to the selected procurement approach and work closely with FEDC staff to manage each project's transition from planning to design. Once a design professional for a project is selected from the qualified pool of designers, the CMA/OR PM staff will assume the lead in managing the project and the FEDC staff will serve as a resource to the design team for each project.

c. The District will expect the CMA/OR staff to: 1) implement Program and project management processes that integrate the District's projects into a program; 2) anticipate and identify issues; 3) work with FEDC staff to identify those issues which require the input of District management, and those issues which are resolvable by the CMA/OR; 4) provide prompt comprehensive notice of issues as they arise; 5) furnish accurate and timely information regarding the progress of planning and design activities, along with any emerging issues; 6)

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offer options for responding to issues and needs as they arise, and do so in a manner that assesses the risks and opportunities afforded by those options; 7) implement decisions made by District management; 8) report promptly and thoroughly on the consequences of implementation; 9) incorporate lessons learned from the construction work of the Program so that the continued planning, development and design work of the District is appropriately informed by its construction projects; and 10) engage in professional activities within the planning and design communities such that the CMA/OR will be able to keep the District informed of current trends, developments and best practices within those communities.

7. CMA/OR Relationship with the District during Construction through Closeout

a. The District will expect the CMA/OR staff to: 1) implement Program and project management processes that integrate the District's projects into a program; 2) anticipate and identify issues and work with FEDC staff to identify those issues which require the input of District management, and those issues which are resolvable by the CMA/OR; 3) provide prompt and comprehensive notice of issues as they arise; 4) optimize the sequencing of the assigned portion of the program in light of changing external and internal conditions, and needs of the District.

b. The CMA/OR should also demonstrate capabilities in managing greenfield projects as well as renovation work within operating facilities. The CMA/OR will lead efforts, in conjunction with FEDC, to review, determine and implement plans needed for schools to remain in operation while major renovations are underway. The CMA/OR should consider how school campus can be divided to safely allow construction to continue, to determine when additional portable facilities will be required to host school activities during the renovation project, and when schools operations need to be moved to an alternate facility for the part or all of the renovation project period.

c. The CMA/OR will be responsible for effectively communicating with the numerous stakeholders of campus renovation projects. Demonstrated capabilities to provide high quality customer service to facility stakeholders will be critical to the success of the CMA/OR and the overall Program.

8. CMA/OR Relationship with Campus Leadership and the Schools

a. FEDC provides planning, design, and construction services for all facilities within the District's portfolio. The District expects the CMA/OR to be crucial to its efforts to deliver timely, cost effective, and productive services to Schools. The District expects the CMA/OR to partner with the District in the development of projects that are responsive to the requirements set forth from the appropriate individuals within the curriculum and instruction departments; Instruction Drives Construction. Most importantly, the District is relying upon the CMA/OR to facilitate the prompt and complete turnover of assigned projects from planning to design, design to construction, construction through activation and closeout.

b. In order for the Program, and the projects within the Program, to progress efficiently and expeditiously, the CMA/OR must provide the District with planning and design processes that engage the Schools when necessary, where necessary and to the degree necessary in order to meet the School's requirements. Those processes must have definite points of departure, clear rules of engagement and precise conclusions such that the stakeholders involved in each process understand their roles, responsibilities, deliverables, milestones, and deadlines. Members of the District's Executive Leadership Team will work with the CMA/OR to clearly define the guidelines associated with the CMA/OR's interaction with the School. The school's needs, issues and concerns should be raised and effectively addressed by the end of the design phase so that there is clear consensus among all involved stakeholders that the project is ready to proceed to construction.

d. The District expects the CMA/OR to work closely with FEDC to: 1) achieve timely completion

of base contract work and punch list work; 2) commission building systems according to the

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plans, specifications and manufacturers' instructions; 3) coordinate the purchase and installation of fixtures, furnishing, and equipment(FFE) as required; 4) coordinate with the District staff in managing the logistical aspects of staff moves and relocations; and 5) turn the project over to the District according to the schedule and in the condition which meet all stakeholder's stated objectives and expectations as originally defined in the scope of work of the project.

9. CMA/OR Relationship with Project Design Professionals and Contractors

a. The CMA/OR will have direct day-to-day responsibility for the oversight and management of the District's design professionals and contractors awarded projects. In establishing this Program, as with previous programs, the District strives to be a client of choice for design professionals and contractors in the Northeast (NE) Florida construction market. The District expects the CMA/OR to facilitate achieving this goal through: 1) the implementation of clear and thorough procedures for each phase of project delivery; 2) consistent and fair implementation of the procedures; 3) support of District staff efforts in developing, managing and maintaining qualified pools of vendors; 4) timely review of invoicing for all vendors; and 5) developing working relationships with the design and construction providers in the NE Florida market that are based upon respect and trust, that support the free flow of ideas and innovation and that consistently demonstrate to design professionals and contractors that their ideas and concerns will not only be heard but addressed in a mutually beneficial manner.

10. CMA/OR Relationship with Other Consultants providing the District Management Services

a. The CMA/OR is expected to actively support the program controls, procedures and guidelines as set forth by the District, or by its assigned agents. In addition, the CMA/OR is expected to develop working relationships with District staff and its agents that are based upon respect and trust and that support the free flow of ideas and innovation and that consistently address issues in a manner that ensures the District's best interest is primary to all actions.

11. Summary; To summarize, in regard to the Construction Manager Agent/Owner's Representative and its relations with all of the above mentioned stakeholders, it is absolutely critical for the CMA]OR to realize that its role as Owner Representative and its actions are a direct reflection on the District, the School Board, and the Superintendent. The District expects that the CMA/OR will exercise professional judgement, make thoughtful, deliberate decisions while maintaining a high level of integrity during the delivery of the DCPS MFP Program.

EXTERNAL COMMUNICATION 1. The CMA/OR, as directed by DCPS will develop and make presentations to and answer questions

from the Duval County School Board and the Superintendent. The CMA/OR shall provide content required to maintain a DCPS MFP Program web site for informing both internal and external stakeholders on project specific progress/status in collaboration with the DCPS Communications Department. DCPS shall approve the format and content before it is made available to the public.

2. The CMA/OR shall, when directed by DCPS, participate in Citizens Oversight Committee (COC) meetings, develop, and make presentations as well as prepare responses to questions presented by the COC members and other related tasks.

PROJECT MANAGEMENT METHODOLOGY

1. The CMA/OR shall provide a project management methodology which optimizes resources, controls quality, ensures timely delivery, and addresses a variety of project types set forth in the scope of the MFP as shown in Section 2.0. Not only will there be expansive renovation projects, new construction and system upgrades, consideration must be given to the age of most of the District's buildings. The CMA/OR's project methodology shall address the unique needs of each phase of a project including planning, design, procurement, contracts, construction, and closeout with a clear set of actionable procedures and policies. The CMA/OR

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is expected to integrate into their project methodology a well-defined process for filtering information for dissemination between each phase to assess, report and mitigate project and Program risk.

2. The CMA/OR will create and maintain a master schedule of projects and routinely update key project activities and milestones in that schedule. Updates should include any adjustment(s) to be made to the project cost and/ or required resources. The CMA/OR will analyze, evaluate, and report to FEDC staff on all schedules submitted by the design team, general contractors, suppliers, and vendors.

Mobilization Plan

3. The District will be undertaking projects as part of the MFP Program immediately following the finalization of the contract with the selected CMA/OR. The CMA/OR will be expected to propose a detailed mobilization plan and it must clearly demonstrate that the CMA/OR recognizes that time is of the essence, especially in terms of pricing and the current construction market. The CMA/OR will provide a timeline with key activities such that its staff is engaged and fully functioning within the program in 15 days or less from the award of the contract.

4. Staffing & Responsibility Matrix a. The CMA/OR will submit a staffing/responsibility matrix as part of their proposal which outlines

key roles and responsibilities for the DCPS MFP Program. The staffing/responsibility matrix will identify critical project and program activities and the responsibilities of key CMA/OR personnel with respect to those activities. Respondents should not include specific names of firms, subcontractors or OEO partners at this time. The District is interested in the CMA/OR outlining in detail the staffing/responsibility matrix. The CMA/OR's proposed structure should clearly define roles and responsibilities that will allow the CMA/OR to assist FEDC with the management of the MFP Program in an effective and efficient manner.

b. Respondents shall provide full bios for all named key personnel. In particular, any key personnel, or core team members that are expected to be assigned full time to the MFP Program should be prepared to work extended days as needed to manage the MFP Program. Furthermore, the CMA/OR should expect that these core positions be billable at no more than 40 hours per week.

5. Master Project Specifications and Guidelines a. The CMA/OR is expected to actively contribute to the District's initiative to continuously

improve the master program standards (i.e. Educational Specifications) and to stay current with industry standards and evolving best practices. The process of developing and updating these standards is expected to be a collaborative effort by the CMA/OR in association with FEDC staff, the Operations Division, design professionals and other

applicable District departments for the duration of the MFP Program.

CHANGE MANAGEMENT

1. The District sees the change management process as a critical, project long effort to control costs and quality. The District recognizes that changes and discovered conditions are a reality in renovations of the District's facilities. It also recognizes that appropriate due diligence prior to beginning design, especially prior to construction, are the most effective means to mitigate budget overruns in the DCPS MFP Program while also ensuring that completed projects meet the District's standard of quality.

2. The District expects the CMA/OR to closely monitor and report on the impact of changes

to the project's scope and schedule with respect to the project's budget. This includes

beyond design team or contractor changes, the additional costs incurred by the District and

CMA/OR for the management of the project, as in the event of negligent or failed

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performance by the general contractor, such costs may be charged against that general

contractor.

RESPONSIBILITIES BY PROJECT PHASE

1. The information below has been provided as an elaboration/clarification of the responsibilities noted in the sections above. The selected applicant will provide services "from start to finish" for all phases of each project. The following phases have been identified. Responsibilities shall include, but are not limited to, the specific examples cited below:

2. Organization and Implementation Planning

a. Implement and maintain document control and record keeping systems.

b. Assist in selection of design professionals by preparing and transmitting request for

qualifications (RFQ's) assisting in the review of written proposals, conducting interviews,

evaluating proposals, and making recommendations.

c. Develop and maintain a comprehensive Master Project Schedule to include all organization,

design, preconstruction, construction, and post occupancy services. This will be a

comprehensive schedule reflecting all significant activities required to deliver the project

through occupancy and post occupancy. The schedule will be designed to deliver the project

as quickly as possible while complying with all DCPS procurement, program, and quality

requirements. The Master Schedule will be continually updated to add and track subtasks to

be performed by Owner's Representative, contractors, and other parties.

d. Refine and develop a detailed preliminary Master Project Budget for each project. The Master Project Budget is intended to capture all costs of the project, serve as a reporting tool, and enable control of all project costs. Actual project cost control will be coordinated with DCPS Finance for the optimum approach, to include cash flow projections.

e. Recommend and utilize a PMIS software system, to be approved by the District, for use in the DCPS MFP Program. Apply Prolog for documentation of resources expended on projects and as a tracking tool to streamline the time it takes documents to pass through the workflow process.

f. Provide FEDC staff with monthly budget and business reports for each project which will include an exceptions report, forecasting problems, and providing recommendations for remedial action.

Design Management

a. As discussed in previous Sections of this RFQ, the CMA/OR shall provide day-to-day management of the design process from project definition through the completion of preconstruction. Of critical importance is that the CMA/OR team be fully capable of developing and/or implementing Bond Bid Packages incorporating the DCPS Design Guidelines (DGs) and the grade level specific Educational Specifications. In addition, the CMA/OR will be expected to work with the FEDC staff to update and/or revise the DG's and Educational Specifications if necessary. The Design Criteria Packages shall provide a clear scope of work upon which design professionals can use to develop projects that meet District expectations in both sustainability and quality. The CMA/OR shall establish a clear understanding of the cost drivers of the project prior to development of completed construction drawings. This should include understanding the risks related to the scope of work and taking the appropriate steps to assess such risks, such as destructive testing and environmental sampling.

b. Furthermore, the CMA/OR shall incorporate collaborative constructability reviews into their design review process to further mitigate the occurrence of foreseeable changes during construction.

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4. Pre-Design I Planning

a. Verify off-site conditions

b. Correlate scope to budget and schedule, and/or master plan in coordination with the District and the A/E firms

c. Engage and coordinate with regulatory authorities

5 Design/Engineering Review

a. Oversight and management of technical services providers (architect, engineer, other design phase consultants).

b. Review design documents for compliance with the scope to budget and other program requirements. CMA/OR estimator to verify validity of design team's required deliverable budget.

c. Review drawings and specifications for compliance with DCPS Design Guidelines (DG).

d. Review design documents for compliance with project LEED initiative.

e. Upon receipt of approved required deliverables, process payment for design phase consultants

f. Coordinate reviews of design documents and construction documents by the maintenance department and other auxiliary DCPS personnel.

g. Maintain the detailed master project budget to address all projected costs. The master project budget is intended to capture all costs of the project and serves a reporting tool to DCPS that enables control of project costs. CMA/OR will maintain data on approved budget changes, commitments, expenditures to date and remaining budget amounts in a format consistent with DCPS requirements.

h. Maintain the master project schedule and a short-term look-ahead schedule to facilitate the

overall project decision-making process. Identify key milestones for the design team and

coordinate decision-making necessary to achieve all milestones.

i. Provide oversight of the design teams, as directed by the FEDC staff, including coordination of interfaces with DCPS personnel. The nature of this oversight is to make certain that budget, schedule, and document coordination and quality are achieved. Assist in negotiations of any proposed design services contracts.

Procurement Management

a. The CMA/OR will provide a supporting role in ensuring the Program is continuously and consistently engaging the contractor and design professional's community to maximize participation and competition. The CMA/OR's management of the projects shall also include a timely, consistent, and transparent vendor evaluation procedure.

(1) Procurement phase oversight and management of technical services providers (A/E

firms, other design phase consultants), printers and other participants.

(2) In collaboration with DCPS and the design teams, develop the procurement strategy

and assist with process. Assist DCPS and design team in preparing and placing

notices and advertisements to solicit responses of the projects.

(3) Work in collaboration with the A/E firm to develop the front-end documents.

(4) Assist with selection of general contractors, required for project implementation, including but not limited to development of RFQ’s RFP’s ITB’s, task orders, analysis or proposals, managing the interview process and development of recommendations for selections in accordance with DCPS guidelines.

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(5) Assist the design team in the delivery of documents and addenda to the interested parties and attend pre-proposal conferences. Work with the design team to provide to DCPS a cost estimate for each addendum.

(6) Organize bid previews and procurement training.

(7) Promote interest in the DCPS MFP Program.

Construction Oversight

a. The CMA/OR construction managers will be responsible for the day-to-day management of the District's projects during their respective construction phases. The District expects the CMA/OR to provide a project construction schedule developed and maintained by the general contractor to the FEDC staff on a regular basis as determined by the FEDC Executive Director. The District also expects a project schedule furnished by the CMA/OR which links the milestones of the general contractor's construction schedule to other activities managed by the CMA/OR, including but not limited to, project budget, contractor payments, requests for information, responses to requests for information, field orders, change orders, quality deficiency reports, safety incidents, claims, OEO compliance and testing. The CMA/OR's professional expertise combined with a robust set of master specifications and guidelines shall be complimented by engaging and collaborating with FEDC and the Operations Division to ensure a seamless transition from close out of the project to ongoing operations. (1) Construction phase oversight and management of construction services and

technical services providers (A/E firms, contractors) and other participants.

(2) Provide a full-time project management team to administer the construction and promote a safety program for all projects.

(3) Coordinate closely the submittals and delivered equipment and materials to

correspond with DCPS standards.

(4) Conduct pre-construction kick-off meetings for each project.

(5) Establish lines of communication and construction administration procedures for the processing of submittals, shop drawings, requests for information (RFls), change requests, etc.

(6) Update the FEDC project procedures manual relative to handling all project documentation in concert with the design team's current forms and processes.

(7) Coordinate dispute resolution and claims avoidance services. Process and monitor the

review by the design team of submittals, product samples, shop drawings, requests

for information and clarifications.

(8) Manage the change order tracking system. All proposed changes will be set forth in a

request for proposal from the design team, outlining in appropriate detail the change,

and accompanied by technical drawings and specifications if necessary. The

contractor will develop a detailed breakdown of estimated cost and time extension

request. CMA/OR will have CMA/OR estimator review changes in excess of 10k and

make recommendation to FEDC staff. CMA/OR scheduler to verify change order time

impact and make recommendations to FEDC staff. All change orders must have FEDC

approval prior to execution. Al approved change orders shall be logged.

(9) Monitor Requests for Information (RFl's) to ensure timely responses by all parties.

(10) Review all applications for payment submitted by construction contractor, vendors, etc. and provide recommendations for revisions and/or payment. CMA/OR scheduler to review contractor's project schedule and make recommendations to FEDC staff. However, should it later be found that a contractor has failed to comply with the provisions of its contract in any way or detail, such failures and subsequent remedies will be the sole responsibility of the contractor.

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(11) Ensure that operations and maintenance manuals are assembled on an on-going basis during construction so as to both facilitate training and final complete compilation.

(12) Manage and maintain all project documents and files and ensure as-built drawings are being kept current by contractor.

(13) Attend weekly job meetings.

(14) Perform a weekly site observation for each project and record in the PMIS as well as maintain site observation activities to ensure compliance with project team.

(15) Oversee project team compliance with project LEED initiative.

Post-Construction

a. Provide post construction phase oversight and manage construction and technical services providers (A/E firms, contractors) and other participants.

b. Assist the design team in performing interim and final inspections and in monitoring all corrective work. Assist the design team in developing an appropriate punch list of outstanding items to be corrected at the time of substantial completion. Monitor completion of the punch list items by the contractor.

c. Assist in the coordination of furniture and equipment (delivery, assembly, and installation), systems testing, training sessions, etc. Participate in regular move-in team coordination meetings to ensure all deadlines are met.

d. Assist DCPS in obtaining certificate of occupancy permit, including preparation of relevant documents for governmental agencies, as well as facilitating inspections by governmental agencies.

e. Work with commissioning services provider.

f. Verify that all warranties have been received and are properly executed by the District.

2.5 TERM: This contract will provide for CMA/OR professional services for a one-year base term renewable for up to nine additional one-year periods. The ten-year time period is needed to ensure project management coverage for a significant portion of the Master Facility Plan time period. If not before, then by end of ten years it is expected that FEDC will have grown and/or project workload will have diminished to the point where contracted project management services will no longer be required.

3.0 EX PARTE COMMUNICTION

Ex parte communication, whether verbal or written, by any potential Respondent or

representative of any potential Respondent of the RFQ with District personnel involved with or related

to the RFQ other than as designated in this document, is strictly prohibited. Violation of this

restriction may result in the rejection/disqualification of the Respondents’ proposal.

Ex parte communication, whether verbal or written, by any potential Respondent or representative of any potential Respondent to this RFQ with Board members is also prohibited and

will result in the disqualification of the Respondent.

Notwithstanding the foregoing, communications are permissible by this section when such communications with a prospective Respondent are necessary for, and solely related to, the ordinary

course of business concerning the District’s existing contract(s) for the materials or services

addressed in this RFQ (but in no event shall any existing vendor intending to submit a proposal

initiate communications to any member(s) of the School Board of Duval County, Florida; it being

understood such communication initiated by a vendor under these circumstances would not be in the

ordinary course of business).

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4.0 PREPARATION AND SUBMISSION REQUIREMENTS

4.1 Proposals not conforming to the instructions provided herein will be subject to disqualification at the

sole option of the District.

4.2 Proposals must provide information as required in Section 5.0 responding to each item in the order

noted. Identify responses with the same paragraph notation and with tabs in the order of data as

requested by this RFQ. Representative samples of related work may be submitted in a separate

binder.

4.3 All proposals must be received no later than 2:00 p.m. (EDT), on December 3, 2020. Official time for the purpose of RFQ opening will be calibrated using

http://www.timeanddate.com/worldclock/results.html?query=jacksonville. If a proposal is transmitted

by US Mail or other delivery medium, the Proposer(s) will be responsible for its timely delivery to

Purchasing Services, 1701 Prudential Drive, Jacksonville, Fl 32207. Any proposal received after

the stated time and date or at other location will not be considered.

4.4 One manually signed original, two (2) photocopies of original, and four (4) copies on

USB Flash Drive. (4 USB Flash Drives to be submitted) of the complete proposal must be

sealed and clearly labeled “REQUEST FOR QUALIFICATION: Construction Management Agent/Owner’s Representative” on the outside of the package. The legal name, address, Proposers’

contact person, and telephone number must also be clearly annotated on the outside of the package.

The manually signed original shall be marked as “ORIGINAL”. Once accepted, all original proposals

and any copies of proposals become the sole property of the District and may be retained by the

District or disposed of in any manner the District deems appropriate.

All proposals must be signed by an officer or employee having authority to legally bind the

Proposers(s).

Any corrections of unit prices must be by lineouts of the original prices with correct amounts typed or

written in and initialed by the originator. Corrections made using correction fluid (white out) or any

other method of correction are unacceptable.

NOTE: It is the sole responsibility of each respondent to assure all proposal copies are EXACT

duplicates of the original proposal. USB Flash Drives will be utilized by the Evaluation Committee for

the purpose of evaluation of proposals.

Any information contained in the original proposal which has not been transferred to the

USB Flash Drive or photocopies will NOT be considered. The original document will be used solely

for official record keeping purposes.

4.5 Potential Proposers shall not contact, by written or verbal communication, any District employee for

information regarding this RFQ other than as expressly permitted by this RFQ.

Additions, deletions, or modifications to information contained in the RFQ document will be

presented to all potential Proposers by means of a written addendum, if necessary.

No verbal or written information which is obtained other than by information in this document or by

addendum to this RFQ will be binding on the District. Any questions or requests for clarification

regarding this RFQ shall be submitted to Terrence Wright, Purchasing Services in writing via e-mail at

[email protected]. The deadline for such questions or requests will be 4:00 p.m., EDT on

Thursday, November 12, unless otherwise extended in writing by the District. Questions or

requests for clarification received after the deadline will NOT be addressed. Note that Proposers are

requested to submit questions regarding this RFQ for the District’s clarification via issued Addenda,

http://www.timeanddate.com/worldclock/results.html?query=jacksonville

mailto:[email protected]

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instead of Proposer’s taking exceptions to any terms or conditions of the RFQ within the submitted

proposal.

4.6 Any proposal may be withdrawn prior to the date and time the proposals are due. Any proposal not

withdrawn will constitute an irrevocable offer, for a period of one hundred twenty (120) days, to

provide the District ample time to award the Contract for the services specified in the proposal and

this RFQ. Concurrent with the delivery of the Proposer’s proposal, the Proposer shall also irrevocably

deliver a completed and properly signed Attachment A. Upon completion of the award process and

within three (3) business days of the School Board’s completion of the award process at its duly

called meeting the required insurance certificate must be delivered. (see Attachment I of this RFQ).

5.0 PROPOSAL AND SUBMISSION REQUIREMENTS

STANDARD QUALIFYING DATA AND FORMS – Proposals shall be formatted for submission in a

uniform and consistent manner. Specific information required is described in detail and must be

outlined as detailed in the following paragraphs. The following forms and information are required as

qualifying data for a professional selection. Incomplete submittals may not be considered.

A. Letter of Interest detailing the firm’s qualifications to meet the reference selection

criteria.

B. Professional Qualifications Supplement (PQS): A copy of the most recent OFEDC

Professional Qualifications supplement (PQS), OFEDC Form 105-E, is shown as

Attachment B.

C. Professional Registration Certificates: A reproduction of the firm’s current professional

registration certificate(s) is required for the services offered and must be in the name of the firm

offering said services. Firms must be properly registered at the time of application to practice

their profession in the State of Florida and with the appropriate State Board governing

the services offered. A verification of the current status with the appropriate State Board may be

made before the recommendation and approval of a firm’s selection is finalized.

D. Corporate Charter Registration: If the firm offering services is a corporation, it

must be properly chartered with the Department of State to operate in Florida and provide a copy

of the firm’s current Florida Corporate Charter.

E. Location: The proximity (highway distance) of the applicant (applicants with multiple offices shall

list the office where the production work will be performed) in relation to the project will be rated.

Required information shall include location of Corporate Headquarters, location where the

majority of the work will be performed, and any work plan or information needed to describe how

work may be accomplished and coordinated at another location, including type and percentage of

work. Include Map Quest or other appropriate visual map from Office to Duval County Public

Schools, 1701 Prudential Drive, Jacksonville, Florida 32207.

F. Office of Economic Opportunity Participation: Submit OEO Form 1, Form 2A and a letter

outlining your OEO participation plan with your proposal indicating your plan of compliance with

the OEO Program using the appropriate OEO Forms included in Attachment G.

6.0 PROPOSAL EVALUATION PROCESS:

The Evaluation Committee will convene, review, and evaluate all proposals submitted based on the

following factors: Max Points – 60 Total Points

a) Location: The location of the applicant’s home office, office where the majority of work

will be performed, and any mitigation plans to accommodate effective performance of the

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contract requirements will be rated as outlined in Attachment D. A grading range of 1-10

is used.

b) Past Performance: The past performance of each applicant will be evaluated, and a

relative rating assigned utilizing the Past Performance Index. Past performance data on file

in OFDC will be considered only for the past three years as of July 1 of the current year,

except in cases where no performance data is on file for the applicant’s firm for the past

three-year period. Members of the Selection Committee may take into consideration their

own personal knowledge of a firm’s past performance, but this must be documented in the

selection file. Applicants whose past performance cannot be determined shall be given an

average index rating determined by the Executive Director, OFDC. A grading range of 1-10

is used.

c) Experience and Ability: The relative experience of all professionals proposed for use on the

team in the planning, design and administration of the project, the abilities and qualifications of

the applicant and proposed staff as related to the project’s specific requirements and their

ability to accomplish the project, and the past 10 years experience of projects with similar size

and scope will be considered. The relative experience and qualification of each applicant’s

proposed team and similar project experience, with respect to the project scope, will be

evaluated and a relative rating assigned. A grading range of 1-25 is used.

d) Current Workload: 100 percent of the fees for current work in design and in construction

(exclude fees to proposed outside consultants) then divide that sum by the number of

professional and technical personnel on the staff. When considering firms with more than one

office, only consider the office where the work is to be performed. This rating is based upon

a dollar amount per person within a range of 1-5. The Workload Rating Table at

Attachment E will be used for point factor.

e) Volume of DCPS Work: The volume of fees contracted directly with DCPS by the applicant firm (only), deducting the portion of fees paid or to be paid to outside consultants, on past and current work for Duval County Public Schools, will be considered at the following rates as of July 1 for the period noted. The date of the CMA/OR agreement for services will determine the applicable period.

(1) From July 1 to current date:100% of the fee

(2) For the first year past: 80% of the fee

(3) For the second year past: 60% of the fee

(4) For the third year past: 40% of the fee

(5) For the fourth year past: 20% of the fee

The total fee considered will equal the sum of (1) - (5) above. This total of work divided by the number of registered employees employed by the applicant firm will determine the rating for the firm using the Volume of DCPS

Work Rating Table in Attachment F. A grading range of 1-5 is used.

f) Office of Economic Opportunity (OEO) Participation:

OEO Evaluation Criteria: Firms submitting proposals are eligible for a grading

range of 0-5. This category is scored by the Office of Economic Opportunity (OEO) only. DCPS criteria will be used to evaluate each RFQ’s OEO participation, and the Consultant shall clearly delineate in a separate section in the proposal using

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completed OEO FORMS 1, 2, 2A, and 4 as outlined in Section VII. and Attachment

G.

Firms submitting proposals shall verify in writing that they will meet or exceed the

established OEO goals using DCPS consultants.

Certified SBE and M/WBE shall receive five (5) points when submitting as the prime Consultant. Points will be received based on a category-by-category basis, for a possible one (1) point for each category to achieve the established goals under, (i.e., African-American, Hispanic, Asian, and Native American, and Women Business Enterprises, respectively), for a possible three (3) point total. For projects that have an overall goal, points will be received based on the achievability of the overall goal for a possible three (3) points. OEO will evaluate the proposed percentage listed by the Consultant in relation to the lump sum portion of the basic

service fee.

g) Interview:

Interviews: Only those Proposers selected by the Committee to provide presentations/interviews will be eligible for points in this category, and the points awarded by the Committee will be in addition to points assigned in all other Evaluation Criteria. Once the Committee prepares a subtotal of the scores for the Evaluation Criteria in subsection 8.0 above, the Committee will determine if presentations/interviews are necessary with the top ranked firms. The Committee will decide, in its sole and absolute discretion, the number of top ranked firms to interview. The Proposers selected for the interviews under this section shall be notified in writing and shall be prepared to make its presentation to the Committee according to the schedule on the front page of this document. The information to be presented in the interview is as follows: 1) Understanding of the Program and Project Requirements

Grading range is 0-20. The understanding that the applicant and any other team subconsultants demonstrate as to the requirements and needs of the project, including an evaluation of the thoroughness demonstrated in analyzing and investigating the scope of the project and in preparing for the interviews. Information should include at a minimum the following:

a) Specific people to be assigned to the project and their responsibilities

b) Ability to develop project scopes

c) Ability to complete on schedule

d) Quality of plans and Specifications, demonstrating the ability to complete plans and specs with little or no modification

e) Accuracy of design estimates with final costs

f) Construction Engineering and Inspection ability to perform construction phase services.

2) Approach and Methodology Grading range is 0-20

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How the applicant and any outside consultants will approach the project and the methods they will use to plan, design, and administer the project. Information should include at a minimum the following:

a) Production schedules to meet deadlines

b) Any potential savings thru innovation or value engineering.

6.1 Determination of Most Qualified Firm: Based on the rated factors, the Selection Committee will total the points and determine the most qualified firm to accomplish the work. The interviewed firms will be ranked in point order.

6.2 Selection Recommendation: Based on the above, the Committee will recommend the firm most qualified to accomplish the work, in priority order according to the final totals. Results will be forwarded via a recommendation to the School Board. Final approval of the selection will be by vote of the Duval County School Board.

7.0 OFFICE OF ECONOMIC OPPORTUNITY

A. It is an official policy of the Duval County School Board to ensure the equitable

participation of Small Business Enterprises (SBE) and Minority/Women Business Enterprises

(M/WBEs) in its contract awards based upon availability. It is the DCPS’ intent in adopting this

program to reflect the philosophy with regard to enhancing participation of Small Business

Enterprises and Minority/Women Business Enterprise in all areas of procurement.

B. In this regard, the Consultant shall take all necessary and reasonable steps to ensure that

their team is diverse and that certified SBE and M/WBEs have an equitable opportunity to

compete and perform on this contract in accordance with the established goals.

OEO GOALS: 10% SBE. Only Small Business Enterprise firms certified with DCPS can be

used towards meeting this goal.

Only those SBE firms certified by DCPS are eligible for consideration.

Please note that SBEs participating on DCPS projects must be certified as an SBE with

the DCPS Office of Economic Opportunity prior to the proposal submission.

Duval County Public Schools, Office of Economic Opportunity

1701 Prudential Drive, Suite 322


904-858-1480 Telephone, (904) 858-4868, Fax

www.duvalschools.org/Departments/Office of Economic Opportunity

C. All firms interested in this project are hereby notified that failure to fully comply with the DCPS’

OEO policy as set forth herein shall constitute a breach of contract which may result in

termination of the contract or such other remedy as deemed appropriate by DCPS. The terms of

this document shall survive the awarding of the contract and shall be incorporated in the terms

and conditions of the subsequent contract between the parties.

D. Provide a Letter of OEO Compliance and specify the following statement to show

compliance with the Office of Economic Opportunity Program. (Please include the applicable

paragraph.) The proposal provides for the specified participation by certified Small Business

Enterprises (SBEs) through:

1. Being a certified SBE submitting as prime.

2. Subcontracting to certified SBE. Complete the attached OEO Form 1 and

OEO Form 2, and 2A.

http://www.duvalschools.org/Departments/Office

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3. Joint venturing with certified SBE.

4. Pre-Award Waiver for Good Faith Efforts. This proposal does not meet the

goals established by the RFQ. The OEO Form 4 and the appropriate

documentation are included with the proposal.

E. The Consultant shall submit a summary of their SBE and W/MBE Participation

using the OEO Form 1 (OEO Proposed Schedule of Participation Form) OEO

Form 2 (Letter of Intent to Perform As an SBE and /or M/WBE

Subcontractor/Proposer, 2A (Office of Economic Opportunity Identification Affidavit) or the OEO

Form 4 (Pre-Waiver for Good Faith Effort) with the appropriate documentation. The form(s)

must be completed notarized and submitted with your proposal. In addition, please note

that further OEO forms will be required after the award of the contract.

F. Evaluation of OEO Participation: In order to count the SBE and/or M/WBE consultant amount

toward the OEO goal, the consultant will submit the OEO Form 1, including second-tiered

consultant, SBE, firm name, phone and FAX numbers, scope of work, percentage of work, and

the OEO Forms 2 and 2A affidavits certifying they have requested and received Request for

Quotations from the SBE firms listed in their proposal documents; DCPS will attempt to confirm

the contents of the submission by contacting the SBE firm by phone, facsimile, or certified letter,

return receipt requested, within two work-calendar days after the date of Board approval of

selection.

1. Consultant may count toward OEO goals only those consultants who are certified

and licensed to do the work in the scope of work that a price quote was obtained.

2. Consultant may count first and second tier consultants toward the meeting of the

established goals. If the consulting opportunity is second tier, please denote this in the left-

hand margin on OEO Form 1. NOTE: Additional information may be requested as it pertains

to these opportunities.

3. If a SBE who is certified with DCPS submits a proposal as a Consultant firm, he

or she can meet the designated goal.

4. Credit towards the OEO goal allowed for any joint venture with a SBE will be determined by

the percentage of ownership and control of the SBE participant’s in the joint venture. The

eligibility of a SBE joint venture will be determined on a project-by-project basis by the OEO.

A joint venture must be certified with DCPS as a SBE joint venture, prior to bid opening, in

order for the participation of the SBE partner to be counted toward the OEO goal

requirement. The SBE partner’s share in the ownership, control, management

responsibilities, risks and profits of the joint venture must be at least 25 percent and the SBE

partner must be responsible for the clearly defined portion of the work to be performed. Joint

Venture Certification Applications are available upon request from the DCPS Office of

Economic Opportunity. Joint Venture Certifications are required for each project the venture

plans to participate in with the DCPS.

5. Consultant may not count the participation of any SBE that plan to do or actually

does subcontract more than 49% of the work to a non-SBE sub-consulting firm

towards achieving the OEO goal.

G. Subconsultant Good Faith Efforts: Consultant who fails to meet the established

goals set forth above are required to submit a completed OEO Form 4 (Pre-Waiver for Good

Faith Efforts).

H. Exclusionary Agreements: Agreements between any consultant and a SBE and

M/WBE in which the SBE and M/WBE promises not to provide professional services to other

Consultant firms.

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I. Substitutions: If the successful Consultant wants to make a substitution of a SBE and M/WBE

consultant or a joint venture, the Consultant must submit satisfactory written proof of “non-

compliance” to the Office of Economic Opportunity and to the Executive Director of Facilities

Design and Construction. (The term “non-compliance” is defined as fact and circumstances

that substantially demonstrate a material breach by the consultant of the contract

between it and the successful Consultant or between the first and second tier consultants.

J. Reporting: The successful Consultant awarded this contract shall submit a monthly

summary of actual SBE and/or M/WBE participation using OEO FORM 5.

K. Compliance: The Consultant firm participating in this project is hereby notified that failure to fully

comply with DCPS’ OEO policy as set forth herein may constitute a breach of the contract which

may result in termination of the contract or other remedy as permitted by law or policy and

permitted by Owner. Such sanctions may include but are not limited to the following:

Firms/Persons violating the provisions of DCPS policy or who provide erroneous information are

subject to:

1. Removal from the SBE and M/WBE Directory.

2. Withholding payment of services until the deficiency is remedied.

3. A negative evaluation for up to two (2) years on future projects.

8.0 DISTRICT’S RIGHTS AND RESERVATIONS

A. The District reserves the right to accept or reject any or all proposals.

B. The District reserves the right to waive any irregularities and technicalities and may at its sole

discretion request clarification or other information to evaluate any or all proposals.

C. The District reserves the right, before awarding the contract, to require Proposers(s) to

submit additional evidence of qualifications or any other information the District may deem

necessary.

D. The District reserves the right, prior to its Board approval, to cancel the RFQ or portions thereof,

without liability to any Proposers or the District.

E. The District reserves the Right to: (1) accept the proposals of any or all of the items it deems at

its sole discretion, to be in the best interest of the District, and (2) the District reserves the right to

reject any and/or all items proposed.

F. The District reserves the right to further negotiate any proposal, including price, with the highest

rated Proposer. If an agreement cannot be reached with the highest rated Proposer, the District

reserves the right to discontinue negotiations and to negotiate and recommend award to the next

highest ranked Proposer or subsequent Proposer(s) until an agreement is reached.

9.0 DISPUTE

A. Any Proposer who is aggrieved in connection with the solicitation or award of a contract may file

a protest and shall deliver its written notice of protest to the Chief Officer, Operations Support

(formerly known as Associate Superintendent of Business Services), or designee (hereinafter

“Hearing Officer”) immediately, but no later than two (2) working days after RFQ opening or after

recommendation of award or as set forth in paragraph 9 infra, which will initiate the 48-hour

notice requirement.

The written protest with documentation shall be delivered to the Hearing Officer no

later than 2 p.m. (EDT) on the fourth (4th) calendar day immediately following the RFQ opening or

receipt of notice of intent to award recommendation as is appropriate.

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If that day is a School Board non-workday, the protest shall be delivered no later than 9 a.m.

(EDT) on the next District workday. Protests shall be presented with specificity, and every issue

shall be fully documented.

B. The legal basis for any relief sought must be clearly identified and explained in the

written notice of protest.

C. The Hearing Officer shall call a meeting and hear all protests and receive all evidence

within a reasonable time. This does not preclude the Hearing Officer from calling a

special meeting or granting a continuance under extraordinary circumstances.

D. All Proposers shall receive notice of any protest hearing and a copy of the protest document.

Attachments shall be available upon request.

E. The Florida Rules of Civil Procedure may be relaxed at the sole discretion of the Hearing Officer

presiding at any protest hearing.

F. The Hearing Officer shall issue his/her decision on or before five (5) working days of the

completion of the protest hearing.

G. The Hearing Officer’s decision shall result in a final order which may include findings and

conclusions. The decision of the Hearing Officer shall be final.

H. The District does not encourage the use of faxes to accomplish delivery of the notice of protest

and the protest itself. Any Proposers utilizing delivery by fax shall assume the risk associated

with incomplete delivery or non-receipt.

I. Any protest specification objection shall be generally treated as set forth in paragraph

1 supra. The operative date for the notice requirement shall be the date the specifications were

obtained by the proposer but no later than 10 days prior to the date of bid opening or proposal

due date

10.0 LEGAL REQUIREMENTS

10.1 It shall be the responsibility of the Contractor to be knowledgeable of and adhere to the requirements

of any Federal, State, County and local laws and ordinances, rules and regulations that in any manner

affect the items covered herein which may apply. Lack of knowledge by the Contractor shall in no way

be a cause for relief from responsibility. Upon award, Contractor shall execute and deliver to the District,

concurrent with its signature of the Agreement, the following, all of which shall be incorporated into the

Agreement by this reference, and which are attached as composite Attachment H: (a) Federal

Regulatory Compliance Statement; (b) Certification Regarding Drug-Free Workplace

Requirements; (c) Certification Regarding Debarment, Suspension, Ineligibility and Voluntary

Exclusion; and (d) Non-Collusion Affidavit.

10.2 The District is committed to a policy of providing equal job opportunities on public contracts and

prohibiting discrimination against any employee, applicant, or Subcontractor. Accordingly, Contractor

represents and warrants to the District that Contractor does not and will not engage in discriminatory

practices and that there shall be no discrimination in connection with Contractor’s performance under

the Contract on account of a person’s actual or perceived identity with regard to race, color, religion,

gender or gender identity, age, marital status, disability, sexual orientation, political or religious

beliefs, national or ethnic origin, veteran status, any other protected status under applicable law, or

any other distinguishing physical or personality characteristics. Contractor further covenants that no

otherwise qualified individual shall, solely by reason of his/her actual or perceived identity with regard

to race, color, religion, gender or gender identity, age, marital status, disability, sexual orientation,

political or religious beliefs, national or ethnic origin, veteran status, any other protected status under

applicable law, or any other distinguishing physical or personality characteristics, be denied the

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benefits of, or be subjected to discrimination, or be denied access and services, under any provision

of the Contract.

10.3 Respondents affirm by submitting their proposals that they are equal opportunity and affirmative

action employers and shall comply with all applicable federal, state and local laws and regulations

including, but not limited to: Executive Order 11246 as amended by 11375 and 12086; 12138;

11625; 11758; 12073; the Rehabilitation Act of 1973, as amended; the Vietnam Era Veterans

Readjustment Assistance Act of 1975; Civil Rights Act of 1964; Equal Pay Act of 1963; Age

Discrimination Act of 1967; Immigration Reform and Control Act of 1986; Public Law 95-507; the

Americans with Disabilities Act; 41 CFR Part 60 and any additions or amendments thereto.

10.4 JESSICA LUNSFORD ACT:

The Contractor shall comply with and be responsible for all costs associated with the Jessica Lunsford

Act, which became effective on September 1, 2005 (if applicable). The Act states that contractual

personnel who are permitted access to school grounds when students are present or who have direct

contact with students must meet Level 2 requirements as described in Sections 1012.32, 1012.465

and 1012.467 Florida Statutes and any other applicable Section(s).

In 2013, the Florida Legislature amended Section 1012.467 F.S. to create a requirement for a

uniform, statewide identification badge to be worn at all times by non-instructional Contractors when

on school grounds. The cost of the badge may not exceed ten dollars ($10.00) per badge, per

employee. After the implementation of the initial badge, Contractors shall replace the badges

concurrently with the re-fingerprinting of employees. The associated cost of the uniform, statewide

badge shall be the responsibility of the Contractor. The Contractor shall report any arrest for a

disqualifying offense within forty-eight (48) hours of the arrest. Failure of the Contractor / Contractor’s

employee to report an arrest for any disqualifying offense within 48 hours is a felony of the third

degree punishable as provided in Section 775.082 or Section 775.083 F.S

10.5 Other Legal Requirements. All the personnel assigned by the Contractor and any subcontractor shall

be authorized under state and local laws to perform such Services, whether by appropriate license,

registration, certification, or other authorization.

10.6 Representations and Warranties

10.6.1 The Contractor warrants that it is a duly formed business entity duly organized and existing in good

standing under the laws of the State of its formation and is entitled and shall remain licensed to carry

on its business as required for its performance pursuant to the Contract in the State of Florida. The

Contractor agrees that it will comply with all rules and regulations of governmental bodies governing

its performance under this RFQ and the resulting Contract whether or not such specified in the

Contract and Exhibits. The Contractor further warrants that the execution and delivery of the Contract

and the terms and conditions herein have been duly authorized by proper corporate and/or

partnership action (as the case may be).

10.6.2 The Contractor shall comply with all applicable federal, State and local laws, ordinances, rules, and

regulations pertaining to the performance of the Services and all matters pertaining to the Contract,

as the same exist and as they may be amended from time to time.

10.6.3 Each Party agrees to continue performing its obligations under the Contract while any dispute is being

resolved (except to the extent the issue in dispute precludes performance); provided, however, that

any dispute over payment shall not be deemed to preclude performance.

10.6.4 Each Party agrees that, in its respective dealings with the other Party under or in connection with

the Contract, it shall act in good faith.

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10.6.5 Neither Party shall use the name or marks of the other without its express written permission, which

may be withdrawn at any time.

10.7 Miscellaneous. The Contract to be awarded pursuant to this RFQ shall be further governed by the

following:

10.7.1 This RFQ and any Contract resulting therefrom shall be interpreted and enforced in accordance with

the laws of Florida and it shall be binding upon and inure to the benefit of the parties hereto and their

respective legal representatives, successors and assigns. Venue for any action arising out of the

Contract shall lie exclusively in the jurisdictional courts in and for Duval County, Florida.

10.7.2 The Contract shall not be construed more strongly against any party regardless of who was more

responsible for its preparation.

10.7.3 Except for the provisions requiring Contractor to pay the District’s reasonable attorneys’ fees and

costs for any matter arising under Section 10.10 of the RFQ (which shall control), in the event of any

other conflict arising from the Contract, each party shall pay its own attorneys’ fees and costs.

10.7.4 In the event any provision specified herein is held or determined by a court of competent jurisdiction

to be illegal, void or in contravention of any applicable law, the remainder of the Contract shall remain

in full force and effect.

10.7.5 Nothing herein shall be deemed that the District alters, limits, waives, or expands the provisions and

limitations of section 768.28, Florida Statutes. Except as otherwise provided by Florida Law, neither

the execution of the Contract by the District nor any other conduct, action or inaction of any District

representative relating to the Contract is a waiver of sovereign immunity by the District.

10.7.6 The Contract may not be amended or supplemented in any way except in writing, dated and signed

by authorized representatives of both parties.

10.7.7 The Article and Section headings and the table of contents used herein are for reference and

convenience only and shall not enter into the interpretation hereof.

10.7.8 The Contractor is, and shall at all times be, an independent contractor under the Contract and not an

agent of the District. Nothing in the Contract nor any actions taken by or arrangements entered into

between the Parties in accordance with the provisions of the Contract shall be construed as or

deemed to create as to the Parties any partnership or joint venture. Neither Party shall have any

authority to bind or commit the other Party contractually or otherwise to any obligations whatsoever

to third parties.

10.7.9 The Contract is entered into solely between, and may be enforced only by, the District and the

Contractor, and the Contract shall not be deemed to create any rights in third parties, including

suppliers and customers of a Party, or employees of either Party, or to create any obligations of a

Party to any such third parties.

10.7.10 Except where expressly provided as being in the discretion of a Party, where agreement, approval,

acceptance, consent, or similar action by either Party is required under the Contract, such action

shall not be unreasonably delayed or withheld. An approval or consent given by a Party under the

Contract shall not relieve the other Party from responsibility for complying with the requirements of

the Contract, nor shall it be construed as a waiver of any rights under the Contract, except as and to

the extent otherwise expressly provided in such approval or consent.

10.7.11 The provisions in this RFQ and all contract documents, which by their nature are intended to survive

the expiration, cancellation or termination of the Contract, including, by way of example only, the

Indemnification, Insurance, and Confidentiality provisions, shall survive the expiration, cancellation

or termination of the Contract.

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10.7.12 All media releases, public announcements, and public disclosures by either Party relating to the

Contract or the subject matter of the Contract, including promotional or marketing material, shall be

coordinated with and approved by the other Party prior to release. Contractor shall not host or stage

events at District locations without receiving prior approval by the District contract administrator.

10.7.13 Time shall be of the essence as to all provisions of the Contract. If any date of significance hereunder

falls upon a Saturday, Sunday, or legal holiday, such date shall be deemed moved forward to the

next day which is not a Saturday, Sunday, or legal holiday. Saturdays, Sundays, and legal holidays

shall not be considered business or working days.

10.7.14 Every notice, approval, consent or other communication authorized or required by the Contract

awarded pursuant to this RFQ shall not be effective unless same shall be in writing and sent via hand

delivery or overnight delivery (with a receipt), directed to the other party at its address provided below,

or directed to the Contractor as established promptly after the award of the Contract pursuant to this

RFQ. Either party may change the address by written notice to the other party from time to time in

accordance herewith

If to District: With copy to:

School Board of Duval County, Florida Office of General Counsel

1701 Prudential Drive 1701 Prudential Drive

Jacksonville, Florida 32207 Jacksonville, FL 32207

Phone: (904) 390-2115 Phone: (904) 390-2302

Attn: Superintendent

10.7.15 Gratuities and Kickbacks. Any employee or any official of the District, elective or appointive, who shall

take, receive, or offer to take or receive, either directly or indirectly, any rebate, percentage of

contract, money or other things of value, as an inducement or intended inducement, in the

procurement of business, or the giving of business, for, or to, or from, any person, partnership, firm

or corporation, offering, proposing for, or in the open market seeking to make sales to the District,

shall be deemed guilty of a felony and upon conviction such persons shall be punished to the full

extent of the law.

Every person, firm, or corporation offering to make, or pay, or give, any rebate, percentage of contract,

money, or other things of value, as an inducement or intended inducement, in the procurement of

business, or the giving of business, to any employee or official of the District, elective or appointive,

in his efforts to proposal for, offer for sale, or to seek in the open market to make sales to the District,

shall be deemed guilty of a felony and upon conviction such persons shall be punished to the full

extent of the law.

It is the policy of the District to not accept gifts, gratuities, or favors of any kind or of any value

whatsoever from vendors, members of the staff, or families. Contractor warrants that it has not

employed or retained any company or person, other than a bona fide employee working solely for

the Contractor, to solicit or secure the Contract, and that it has not paid or agreed to pay any person,

company, corporation, individual or firm, other than a bona fide employee working solely for the

Contractor, any fee, commission, percentage, gift, or any other consideration, contingent upon or

resulting from the award or making of the Contract. Contractor further warrants that it, nor any of

its directors, employees, officers or agents, nor any of Contractor’s respective subsidiaries or

affiliates, has taken, is currently taking or will take any action in furtherance of an offer, payment,

promise, gifts or anything else of value, directly or indirectly, to anyone to improperly influence or

otherwise secure any improper advantage in procuring business in relation to the Contract. For the

breach or violation of these provisions, the District shall have the right to terminate the Contract

without liability and/or, at its discretion, to deduct from the price, or otherwise recover, the full amount

of such fee, commission, percentage, gift or consideration.

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10.7.16 In the event of any conflict among the documents, the order of priority of the contract documents shall

be as follows:

First, to any executed Contract resulting from the award of this RFQ;

Second, Addenda (if any) released for this RFQ, with the latest Addendum taking precedence.

Third, the RFQ, and

Last, the awardee’s Proposal.

10.7.17 The District shall issue payment in accordance with Sections 218.70. et sq. Florida Statutes, Local

Government Prompt Payment Act, after receipt of an acceptable invoice, inspection, and acceptance

of goods and/or services provided in accordance with the terms and conditions of the agreement.

Any Penalty for delay in payment shall be in accordance with applicable law. No payment shall be

made for travel.

Each payment obligation of the District created by the agreement is conditioned upon the availability

of funds that are appropriated or allocated for the payment of services or products. If such funds are

not allocated and available, the agreement may be terminated by the District at the end of the period

for which funds are available. The District shall notify the Contractor at the earliest possible time

before such termination. No penalty shall accrue to the District in the event this provision is exercised,

and the District shall not be obligated or liable for any future payments due or for any damages as a

result of termination under this section.

10.8 Employment Eligibility Pursuant to the provisions of section 448.095, Florida Statutes, the parties

agree to the following. For purpose of this section, the term “contract” includes this Agreement and

any contract between the Contractor and any of Contractor’s subcontractor(s):

(a) Beginning January 1, 2021, the District, the Contractor, and any of Contractor’s subcontractor(s)

shall register with and use the E-Verify system to verify the work authorization status of all newly

hired employees. The District, the Contractor, and any of Contractor’s subcontractor(s) may not

enter into a contract unless each party to the contract registers with and uses the E-Verify

system.

(b) 1. If the Contractor enters into a contract with a subcontractor, the subcontractor must provide

the Contractor with an affidavit stating that the subcontractor does not employ, contract

with, or subcontract with an unauthorized alien.

2. If the District has a good faith belief that a subcontractor knowingly violated this subsection,

But the contractor otherwise complied with this subsection, then the District shall promptly

notify the Contractor and order the Contractor to terminate the contract with the subcontractor.

1. A contract terminated under subparagraph 1. Or subparagraph 2. Is not a breach of contract

and may not be considered as such.

(c) 1. The District, the Contractor, or any of the Contractor/s subcontractors who has a good faith

belief that a person or entity with which it is contracting has knowingly violated s.448.09 (1),

Florida Statues shall terminate the contract with the person or entity. 2. If the District has a good faith belief that a subcontractor knowingly violated this subsection,

But the Contractor otherwise complied with this subsection, the District shall promptly notify

the Contractor and order the Contractor to immediately terminate the contract with the sub-

contractor.

3. A contract terminated under subparagraph 1. Or subparagraph 2. Is not a breach of Contract and may not be considered as such.

of 31


(d) The District, Contractor, or any of Contractor’s subcontractor(s) may file an action with a circuit

or county court to challenge a termination under paragraph (c) no later than 20 calendar days

after the date on which the contract was terminated.

(e) If the District terminates the Agreement with Contractor under paragraph (c), the Contractor

may not be awarded a public contract for at least 1 year after the date on which the

Agreement was terminated.

(f) The Contractor is liable for any additional costs incurred by the District as a result of the

termination of a contract.

10.9 In order to provide transition assistance to the District in the event that the Contract is terminated or

expires, the Contractor agrees that the District may provide written notice to the Contractor retaining

the Contractor for a mutually agreed upon period of time (at a minimum of one calendar month, plus

five (5) additional months on a month-by-month basis at the District’s sole and unilateral election) on

the same terms and conditions set forth in the Contract (the “Transition Assistance”). The provisions

of the section will not apply if the Contract is terminated by the Contractor based on an uncured event

of default by the District.

10.10 Indemnification / Hold Harmless Agreement: 10.10.1 The Contractor shall, in addition to any other obligation to indemnify the School board of Duval

County, Florida, and to the fullest extent permitted by law, protect, defend, indemnify and hold

Harmless the liabilities, losses (including economic losses), and costs arising out of any actual or

alleged bodily injury, sickness, disease or death, or injury to or destruction of tangible property

including to loss of use resulting from, or any other damage or loss arising out of, claimed to have

resulted in whole or in part from any actual or alleged act or omission of the Contractor, subcontractor,

anyone directly or indirectly employed by any of them, or anyone for whose acts any of them may be

liable in the performance of the work; or violation of law, statute, ordinance, governmental

administration order, rule or regulation by the contractor in the performance of the work, or liens,

claims or actions made by the Contractor or any subcontractor or other party performing the work.

10.10.2 Contractor represents that it has all intellectual property rights necessary to enter into and perform

its obligations in the Agreement Contractor will indemnify and hold harmless the District from liability

of any nature of kind, including costs and expenses for or on account of any copyrighted, service

marked, trademarked, patented or unpatented invention, process, article or work manufactured or

used in the performance of the Agreement, including its use by the District. If contractor uses any

design, device, materials or works covered by letters, service mark, trademark, patent, copyright or

any other intellectual property right, it is mutually agreed and understood without exception that the

proposal prices will include all royalties or costs arising from the use of such design, device or

materials in any way involved in the work. Contractor shall defend, indemnify and hold the District

and its successors and assigns harmless from and against all third-party claims, suits and

proceedings and any and all damages, liabilities, costs and expenses (including reasonable

attorneys’ fees and court costs) incurred as a result of (1) infringement by Contractor of any third-part

patent, copyright or trademark of (ii) misappropriation by Contractor of any third-party trade secret in

connection with any of the foregoing.

10.10.3 The indemnification obligations hereunder shall not be limited to any extent on the amount, type of damages, compensation or benefits payable by or for the Contractor or any subcontractor under workers’ compensation acts, disability benefits acts, other employee benefit acts or any statutory bar.

of 31


10.10.4 Except as may otherwise be expressly set forth herein, each party shall be responsible to pay its own attorney’s fees (including paralegal and any other fees) and all costs arising from disputes under the contract.

10.10.5 The Contractor recognizes the broad nature of this indemnification and hold harmless article, and

voluntarily makes this covenant and expressly acknowledges the receipt of TEN DOLLARS ($10.00) payable upon receipt of first invoice and other good and valuable consideration provided by the District in support of this indemnification in accordance with the laws of the State of Florida.

10.10.6 This article will survive the termination of the Contract.


ATTACHMENT B

DUVAL COUNTY PUBLIC SCHOOLS - PROFESSIONAL QUALIFICATIONS SUPPLEMENT (PQS Form)

PURPOSE: This PQS form is to provide information regarding the qualifications of interested firms to undertake a specific Duval County School Board CMA/OR project or related professional services being administered by the Duval County School Board in accordance with the requirements of Section 287.055, F. S., ("Consultants' Competitive Negotiation Act").

INSTRUCTIONS: (A) Type accurately; instruction numbers correspond to the numbers on the form; additional pages for any of the numbers may be attached. (B) For the APPLICANT and all PROPOSED OUTSIDE CONSULTANTS, attach to the PQS a reproduction of the current Florida Professional Registration

Certificate(s) with the appropriate Board(s) for each of the registration numbers listed in Number 3.

1. Complete the project or contract name as it appears in the Public Announcement for professional services. 2. Provide the complete name of the APPLICANT, the address, and the telephone number of the office where the work will be performed. 3. For the APPLICANT and the PROPOSED OUTSIDE CONSULTANTS, complete as follows:

a. Indicate (X) the service(s) to be provided on the project. b. Insert the firm's* appropriate professional Florida State Board registration number, and if the firm is a corporation, insert the Florida Corporate Center number as issued by the Division of Corporations, Department of State.

*Use the registration number in accordance with the name of the firm as presented on the firm's letterhead. Use registration numbers only when applicable.

4. Accurately list for the APPLICANT'S Firm only (do not include the OUTSIDE CONSULTANT'S portion) the professional fees for projects now known to

be in the Design Phase and Construction Phase as of the deadline date for the submittal of this application. Then specify the Florida registered architects and/or engineers, graduate design professionals, designers, technical staff including drafters and CADD that are full time employees of the APPLICANT Firm. In computing the volume per person, divide the total amount of work-in-progress by the number of personnel. Exclude all portions of current work on hold.

5. a. Indicate fees from Duval County Public Schools' projects BY the APPLICANT'S Firm only. b. Divide DCSB fees by total REGISTERED full-time personnel.

1. List projects comparable to this specific project and related experience accomplished by the applicant. Indicate name of project, completion date,

location, and a contact person knowledgeable of the project with telephone number, construction budget or estimated cost and actual construction or bid cost.

2. Designate the Key Personnel of the proposed team to be used on this project BY the APPLICANT and all OUTSIDE CONSULTANTS. For each

individual listed, show their discipline(s) of registration/training and their city of residence and state of registration. 3. Sign and date the form; type the name and title of the signer.

(OFEDC Form 105-E)


1. PROJECT OR CONTRACT NAME:________________________________________________________________________________________________________

2. FIRM NAME: PHONE NO: ____________________________

3. ADDRESS OF OFFICE WHERE WORK WILL BE PERFORMED:______________________________________________________ ZIP : ___________________

INDICATE SERVICE(S) TO BE PROVIDED ON THE PROJECT IN THE BASIC SERVICES LISTED BELOW:

APPLICANT PROPOSED OUTSIDE CONSULTANTS

SERVICE(S)

OFFERED

(X)

FLORIDA STATE

BOARD REG. NO. &

CHARTER NO.

NAME, ADDRESS, PHONE SERVICE(S)

OFFERED

(X)

FL ORIDA STATE

BOARD REG. NO. &

CHARTER NO.


Architectural REG # Architectural REG #

CH # CH #

Civil

Engineering REG # Civil

Engineering REG #

CH # CH #

Electrical

Engineering REG # Electrical

Engineering REG #

CH # CH #

Mechanical

Engineering REG # Mechanical

Engineering REG #

CH # CH #

Structural

Engineering REG # Structural

Engineering REG #

CH # CH #

FIRE

PROTECTION

ENGINEERING

(Optional)

REG # FIRE

PROTECTION

ENGINEERING

REG #

CH # CH #

Construction Management Agent/ Owner’s Representative, RFQ No. 11-21/TW Page 3 of 6

4. WORKLOAD FOR APPLICANT FIRM ONLY: (Do not include PROPOSED OUTSIDE CONSULTANTS.) Indicate each project the

APPLICANT will be handling as of the DEADLINE DATE for the submittal on THIS PROJECT and the professional fees under contract

for APPLICANT firm only. EXCLUDE WORKLOAD SUBCONTRACTED TO PROPOSED OUTSIDE CONSULTANTS. Specify number of

all principals and technical staff that will be assigned to or available for this project WITHIN THE APPLICANT FIRM ONLY, EXCLUDING

PROPOSED OUTSIDE CONSULTANTS.

PROJECTS

Work on Hold (Fee Remaining) Fee Remaining

TOTAL FEES

4a. FULL-TIME PROFESSIONAL AND TECHNICAL STAFF, EXCLUDING PROPOSED OUTSIDE CONSULTANTS.

NUMBER CATEGORY 4b. FEE PER PERSON

Registered Architects

Registered Engineers Total Fee (4) divided by Total Staff (4a) Fee Per Person

Technical Staff (Graduate Design Professionals, Spec. Writers,

Estimators, Interior Designers, Landscape Designers, etc.)

Drafters (including CADD operators) / =

TOTAL PROFESSIONAL AND TECHNICAL PERSONNEL

NUMBER OF TOTAL PROFESSIONAL & TECHNICAL PERSONNEL THAT ARE FLORIDA

REGISTERED


5. VOLUME OF DUVAL COUNTY PUBLIC SCHOOLS WORK:

(1) From July 1 to current date $ x 1.0 = $

(2) First year past (July 1 - June 30) $ x 0.8 = $

(3) Second year past (July 1 - June 30) $ x 0.6 = $

(4) Third year past (July 1 - June 30) $ x 0.4 = $

(5) Fourth year past (July 1 - June 30) $ x 0.2 = $

TOTAL FEE $

5a. TOTAL VOLUME OF DCSB WORK (5a) DIVIDED BY REGISTERED STAFF (4a) = FEE PER PERSON

÷ =

6. RELATED EXPERIENCE OF APPLICANT FIRM ONLY. (Projects of comparable type, size, and complexity)

PROJECT NAME COMPLETION

DATE LOCATION REFERENCE

CONTACT AND

TELEPHONE NO.

ESTIMATED

COST ACTUAL

COST


7.KEY PERSONNEL OF PROPOSED TEAM, APPLICANT FIRM AND PROPOSED OUTSIDE CONSULTANTS. TO BE USED ON THIS PROJECT. Number of

persons listed under APPLICANT FIRM must agree with the TOTAL PERSONS indicated in Number 4.

NAMES

DISCIPLINE OF REGISTRATION/TRAINING (indicate RA for registered architect

and PE for professional engineer -- any state) CITY OF RESIDENCE/

STATE OF REGISTRATION

APPLICANT FIRM ONLY

APPLICANT'S Principal (s) in charge for this Project

APPLICANT'S Staff Assigned to or Available for this Project


PROPOSED OUTSIDE CONSULTANTS ONLY (List for each

Consulting Firm)

Principal(s) in charge for this Project

Principal Staff Assigned to or Available for this Project.

8. SIGNATURE

TYPE NAME AND TITLE OF SIGNER (Applicant firm) DATE

ATTACHMENT C CONSTRUCTION MANAGEMENT AGENT / OWNER’S REPRESENTATIVE

MEMBER EVALUATION WORKSHEET

Page 1 of 2

Evaluation Criteria Reference to Proposal Evaluation Criteria

Comments Total Points

A. LOCATION

(Total points 10)

To be determined by formula

B. PAST PERFORMANCE

(Total points 10)

General Guidelines 10 =Far Exceeds

7.5 = Exceeds 5 = Meets

2.5 = Unacceptable 0 = Not Provided

C. EXPERIENCE AND ABILITY

(Total points 25)

General Guidelines 25 =Far Exceeds

19 = Exceeds 12 = Meets

6 = Unacceptable 0 = Not Provided

ATTACHMENT C CONSTRUCTION MANAGEMENT AGENT / OWNER’S REPRESENTATIVE

MEMBER EVALUATION WORKSHEET

Page 2 of 2

________________________________________ ________________________________

Committee Member Printed Name and Signature Date _______________________________

RESPONDENT

D. CURRENT WORKLOAD

(Total points 5)

To be determined by formula

E. OFFICE OF ECONOMIC OPPORTUNITY (Total points 5)

Construction Management Agent/Owner’s Representative, RFQ No. 11-21/TW

ATTACHMENT D

DISTANCE FROM

DCPS ADMINISTRATION BUILDING

1701 Prudential Drive


A

Location of

Corporate

Headquarters

From DCPS

(3 pts Max)

B

Location where

majority of work to

be performed

(7 pts Max)

C

Distance

Mitigation Plan

(Depending on

Effectiveness of

Plan 0-2 pts)

DUVAL

COUNTY

3

7

SURROUNDING

COUNTY

2

5

ELSEWHERE IN

FLORIDA

1

2

OUTSIDE

FLORIDA

0

1


ATTACHMENT E

WORKLOAD RATING TABLE

RATING

CURRENT WORKLOAD/PROFESSIONAL-

TECHNICAL EMPLOYEES

(Based on Professional Services Fees)

5

0-50,000

4

50,001-90,000

3

90,001-120,000

2

120,001-140,000

1

140,001 and above

ATTACHMENT F

VOLUME OF DCPS WORK RATING TABLE


RATING

CURRENT DCPS VOLUME/

REGISTERED EMPLOYEES

(Fee Basis)

5

0-99,999

4

100,000-199,999

3

200,000-299,999

2

300,000-399,999

1

400,000 and above


ATTACHMENT G

OFFICE OF ECONOMIC OPPORTUNITY PROPOSED SCHEDULE OF PARTICIPATION

Name of Contractor/Consultant:

Project Title:

Project No.:

Date:

Base Bid Amount:

Code See below)

Firm Name Phone # Scope of Work to be Subcontracted (indicate if the Contract will include Labor & Material)

Dollar Value

Total Dollar Value(s) Percentage of Base Bid (%)

OEO FORM 1 Page 1 of 2



SMALL, MICRO, M/WBE CODE: SBE Small Business Enterprise MBE Micro Business Enterprise AA African American AS Asian American HA Hispanic American NA Native American WBE Women Business Enterprise The undersigned will enter into a formal Agreement with the SBE, MBE, M/WBE firms (Subcontractors/Proposers) identified herein for work listed in this schedule conditioned upon execution of a contract with the Duval County School Board. The undersigned will enter into a formal Agreement with the MBE firms (Subcontractors/Proposers) identified herein for work listed in this schedule conditioned upon execution of a contract with the Duval County School Board.

Signature: Title:

Under penalties of perjury, I declare that I have read foregoing conditions and instructions and the facts as revealed to the DCSB herein, are true to the best of my knowledge and beliefs. Signature: Title: Date:

This form is required by DCPS and must be submitted with the bidder’s or proposer’s response to a bid or Request for Proposal (RFP). If this form is not submitted at the time of submittal, the bid or RFP will be rejected.

OEO FORM 1 Page 2 of 2


LETTER OF INTENT TO PERFORM AS A SBE and /or M/WBE SUBCONTRACTOR/PROPOSER (FORM 2)

TO: _________________________________________________________________________________ (The Name of Consultant)

DCSB PROJECT NAME & NO.:_________________________________________________________ ____________________________________________________________________________________ The undersigned intends to perform work in connection with the above project as (check one):

[ ] an individual [ ] a corporation [ ] a partnership [ ] a joint venture

The status of the undersigned is confirmed on the attached SBE and M/WBE Identification Affidavit (OEO FORM 2A).

The undersigned is prepared to perform the following work in connection with the above project:

____________________________________________________________________________________________________________

____________________________________________________________________________________________________________

_______________________________________________________________

(Specify in detail, work items or parts thereof to be performed)

at the following price: $__________ of which, _________ Percent (%) of the dollar value of this subcontract will be sublet and/or

awarded to non-minority subcontractors.

The undersigned agrees to enter into a formal Agreement with you to perform the above work if you are awarded the prime contract.

(For Professional Services contracts, proposers need not enter into contractual agreements with any SBE or M/WBE at this

time.)

________________________

(Date)

________________________

(Telephone Number)

________________________

(Fax Number)

____________________________________

(S/MBE Firm Name)

____________________________________

(Type or Print Name)

____________________________________

(S/MBE Firm Address)

____________________________________

(Signature)

____________________________________

(City State & Zip Code)

___________________________________

(Title)

____________________________________

(M/WBE Firm Name)

____________________________________

(Type or Print Name)

____________________________________

(M/WBE Firm Address)

____________________________________

(Signature)

____________________________________

(City State & Zip Code)

___________________________________

(Title)

OEO FORM 2


OFFICE OF ECONOMIC OPPORTUNITY

IDENTIFICATION AFFIDAVIT

(FORM 2A)

STATE OF _____________________________

COUNTY OF ___________________________

I HEREBY DECLARE AND AFFIRM THAT I AM THE _________________________________________

____________________________________________________________________________________ (Give Title: Owner, President and duly authorized representative of Co-Venturer, etc.)

_____________________________________________________________________ whose address is

(Name of Firm)

____________________________________________________________________________________ (Address)

I hereby declare and affirm that I am a certified Small Business Enterprise (SBE) with DCPS and/or a Minority/ Women

Business Enterprise (M/WBE) with DCPS as defined by the contract documents cited below, and that I will provide on

request information to document this fact.

This firm is interested in quoting/bidding on the following categories of work being procured by the Duval County School

Board under Project No. _________________________.

__________________________________________________________________________________________________

__________________________________________________________________________________________________

__________________________________________________________________________________________________

______________________________________________ (Specify in detail, work items or parts thereof to be performed)

Attachment

Under penalties of perjury I declare that I have read the foregoing conditions and instruction and the facts are true to the

best of my knowledge and beliefs.

(Date)

(Signature)

(Title)

OEO Form 2A Revised 03/2015


Pre-Award Waiver for Good Faith Efforts (OEO Form 4)

Note: Completion of this form is not required if established goals are met or exceeded.

□ Minority/Women Business Enterprises (M/WBE) □ Small & Micro Business Enterprise (SBE/MBE)

CONSULTANT’S FIRM:

PROJECT TITLE:

PROJECT NUMBER: DATE:

The bidder may request a full or partial waiver of the mandatory Small, Micro, Minority and Women Business Enterprise goals established for the project for good cause by submitting this form and documentation to the OEO no less than 48 hours prior to the solicitation closing date. Under no circumstances shall waiver of a mandatory subcontracting requirement be granted without submission of adequate documentation of Good Faith Efforts by the vendor and careful review by the OEO. A prime contractor will need a minimum score of 80 points in order to demonstrate a good faith effort. Any act or omission by the District shall not relieve the bidder of this responsibility. The OEO shall base its determination of a waiver request on the following criteria: Criteria listed below are excerpted from the DCPS Policy 7.72 and the Procedures Manual. A response is required to address each cited paragraph. Additional pages may be added, as necessary.

1. Attendance at pre-bid conference, if held: □ Yes □ No □ Not Held (5 points) 2. Whether and when the bidder provided written notice to all certified MWBE/SBE listed in the DCPS OEO Directory that can

perform the type of work to be subcontracted and advising the MWBE/SBE of the specific work the bidders intends to

subcontract; acknowledgement of MWBE/SBE interest in the contract is being solicited; and how to obtain information for the

review and inspection of contract plans and specifications. (20 points)

Provide complete list of all MWBE/SBE solicited.

Provide the date letters were transmitted (MWBE/SBE will be canvassed as to who sent them letters and what date they were received.) Provide a copy of solicitation and all other letters sent to MWBE/SBE. Recommended information in your solicitation letter should have included, but was not be limited to, the following:

• Project specific information

• Name of Prime Contractor

• Areas of work available for subcontracting

• Contact person’s name and phone number

(MWBE/SBE firms will be canvassed

regarding your responsiveness to their calls

and project information they received from

your firm.) Bonding requirements of your firm

• Availability of specifications and plans through your office.

• Bid opening date and all addendum information.

• Your requirements/time frames/payment schedule


3. Has the bidder selected feasible portions of work to be performed by MWBE/SBE, including, where appropriate, breaking

contracts or combining elements of work into feasible units? The ability of the bidder to perform work with its own work force

will not in itself excuse a bidder from making positive efforts to meet the established goals. (15 points)

If appropriate, detail any subcontracting category that you have broken down to assist MWBE/SBE firms and list firms that have been made aware of this reduced scope.

Subcontracting Category MWBE/SBE FIRM

4. Has the bidder provided interested MWBE/SBE assistance in reviewing the contract plans and specifications? Name the

MWBE/SBE firms provided assistance and describe how your firm provided such assistance. (15 points)

5. Whether the bidder advertised in general circulation, trade association, and/or minority/women – focused media concerning

the subcontracting opportunities. (5 points)

The minority focused papers include: BLACK HISPANIC MAJORITY OTHER

________________

List which paper carried your ad and attach a copy of the ad

6. Has the bidder followed up initial solicitations of interest by contacting MWBE/SBE’s to determine with certainty whether the

MWBE/SBE was interested? (15 points)

Name the MWBE/SBE you followed up with and describe your follow up efforts.

7. Has the bidder negotiated in good faith with interested MWBE/SBE, not rejecting MWBE/SBE as unqualified without sound

reasons and based on a thorough investigation of their capabilities? (10 points)

a. Provide a detailed statement of the reasons why subcontracts were not entered into with a sufficient number of

MWBE/SBEs to meet the established goals.

b. Provide a list of MWBE/SBE Subcontractors you deemed unqualified and provide an explanation of the conclusion

you reached.

c. For those MWBE/SBE Subcontractors contacted, but determined to be unavailable, provide either:

i. A signed letter to the bidder from the MWBE/SBE stating they are unavailable.

OR


ii. A statement from the bidder that the MWBE/SBE refused to submit a letter after a reasonable request,

and a detailed statement from the Bidder of the reasons for the bidder’s conclusion.

8. Has the bidder effectively used the services of available minority/women community organizations; minority/women

contractors’ groups; local, state and federal minority/women business assistance offices; and other organizations that

provide assistance in the recruitment and placement of minority/women business enterprises? (5 points)

List small or micro business enterprise organizations and minority/women organizations contacted.

Organization Person Contacted Phone

Number Date

Contacted

9. Describe any efforts to advise and assist interested MWBE/SBE Subcontractors in obtaining supplier relationships, bonds,

lines of credit, or insurance. (10 points)

Please provide a list of MWBE/SBE Subcontractors you assisted.

_______________________________ ________________ __________________________ SIGNATURE OF COMPANY OFFICIAL DATE COMPANY ADDRESS ________________________________ ________________________________________________ PRINT NAME CITY/STATE/ZIP _______________________ ___________________________ _____________________ POSITION TELEPHONE FAX OEO Form 4


ATTACHMENT H

FEDERAL REGULATORY COMPLIANCE STATEMENT

The purpose of this document is to assure compliance by the Contractor (defined as any individual or company who agrees to provide materials or services at a specified price) to those certain clauses, provisions and requirements as described by applicable Federal Regulations, which apply to any resulting agreement between The School Board of Duval County, Florida (the “District”) and the Contractor. By signature, the individual executing this statement attests that he/she possesses authority to obligate the contracting firm and agrees to comply with all clauses, provisions and requirements as described below throughout the term of the agreement. ------------------------------------------------------------------------------------------------------------------- -------------------------- 1. The Contractor agrees to allow reasonable access by the District, the Federal granting agency, the Comptroller

General of the United States or any of their duly authorized representatives to the Contractor’s books, documents, papers and records which are directly pertinent to the contract for the purpose of making audit, examination, excerpts and transcriptions.

2. The Contractor agrees to maintain all records related to this agreement for a period of three years after the final payment for the agreement and after all other matters are closed.

3. The Contractor affirms that it is equal opportunity and affirmative action employer and shall comply with all applicable federal, state and local laws and regulations including, but not limited to: Executive Order 11246 as amended by 11375 and 12086; 12138; 11625; 11758; 12073; the Rehabilitation Act of 1973, as amended; the Vietnam Era Veterans Readjustment Assistance Act of 1975; Civil Rights Act of 1964; Equal Pay Act of 1963; Age Discrimination Act of 1967; Immigration Reform and Control Act of 1986; Public Law 95-507; the Americans with Disabilities Act; 41 CFR Part 60 and any additions or amendments thereto.

4. The Contractor agrees to a provision for non-appropriations, whereby the contract will terminate if sufficient funds are not appropriated in any given fiscal year to allow the District to sustain the cost (if applicable).

5. The Contractor agrees to properly complete and submit to the District a federal debarment certification form for each renewal year of the Contract if renewals apply.

6. The Contractor agrees to properly complete and submit to the District a non-collusion affidavit

7. The Contractor agrees to properly complete and submit to the District a federal drug free workplace certification form.

8. The Contractor agrees the District may terminate the contract at any time for any reason. If terminated for cause, the Contractor agrees the District may seek remedies for damages, if applicable.

9. The Contractor agrees to comply with all applicable environmental standards, orders, or requirements.

------------------------------------------------------------------------------------------------------------------------------------------------

CONTRACTOR: ______________________________________________________________________________

PRINT NAME OF AUTHORIZED REPRESENTATIVE: ______________________________________________

SIGNATURE OF AUTHORIZED REPRESENTATIVE: _______________________________________________

TITLE: _______________________________________________________________________________________


DRUG FREE WORKPLACE CERTIFICATION

I hereby swear or affirm that this company has established a drug-free workplace program by completing the following requirements:

1) Published a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession or use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against employees for violations of such prohibition.

2) Informed employees about the dangers of drug abuse in the workplace, the business’s policy of maintaining a drug-free workplace, any available drug counseling, rehabilitation and employee assistance programs and the penalties that may be imposed upon employees for drug abuse violations.

3) Given each employee engaged in providing the commodities or contractual services that are under bid a copy of the statement specified in subsection (1).

4) In the statement specified in subsection (1), notified the employees that, as a condition of working on the commodities or contractual services that are under bid, the employee will abide by the terms of the statement and will notify the employer of any conviction of, or plea of guilty or nolo contendere to, any violation of Chapter 893 or of any controlled substance law of the United States or any state, for a violation occurring in the workplace no later than five (5) days after such conviction

5) Imposed a sanction on or required the satisfactory participation in a drug abuse assistance or rehabilitation program if such is available in the employee’s community, by any employee who is so convicted.

6) Make a good faith effort to continue to maintain a drug-free workplace through implementation of this section.

As the person authorized to sign the statement, I certify that this firm complies fully with the above requirements. I understand that false certification of a drug-free workplace is a violation of Florida Statutes 287.087.

_________________________________________ CONTRACTOR’S SIGNATURE / DATE

_________________________________________ NAME / TITLE

_________________________________________

NAME OF COMPANY


CERTIFICATION REGARDING DEBARMENT, SUSPENSION, AND OTHER RESPONSIBILITY MATTERS

This certification is required by the regulations implementing Executive Order 12549, Debarment and Suspension, 13 CFR Part 145. 1. The Contractor (or subcontractor) certifies to the best of its knowledge and belief that it and its principals:

A. Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded by any Federal Department or Agency from doing business with the Federal Government.

B. Have not within a three-year period preceding this contract have been convicted of or had a civil judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public (Federal, State or local) transaction or contract under a public transaction; violation of Federal or State antitrust statutes or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property.

C. Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity (Federal, State, or local) with commission of any of the offenses enumerated in paragraph 1.B. above of this certification.

D. Have not within a three-year period preceding this contract had one or more public transactions (Federal, State, or local) terminated for cause or default.

2. Where the Contractor is unable to certify to any of the statements above in this certification, such

Contractor shall attach an explanation to this Certification. ___________________________________________ CONTRACTOR’S SIGNATURE / DATE

___________________________________________ NAME / TITLE OF AUTHORIZED REPRESENTATIVE

___________________________________________

NAME OF COMPANY

INSTRUCTIONS FOR COMPLETION OF NON-COLLUSION AFFIDAVIT

1. This Non-Collusion Affidavit is material to any contract awarded utilizing federal funds.

2. This Non-Collusion Affidavit shall be executed by the member, officer, or employee of the offering firm who makes the

final decision on prices and the amount(s) quoted in the proposal.

3. Proposal rigging and other efforts to restrain competition and the making of false sworn statements in connection with

the submission of offers are unlawful and may be subject to criminal prosecution. The person who signs the Affidavit

shall examine it carefully before signing and assure himself or herself that each statement is true and accurate, making

diligent inquiry, as necessary, of all other persons employed by or associated with the respondent with responsibilities

for the preparation, approval or submission of the offer.

4. In the case of an offer submitted by a joint venture, each party to the venture must be identified in the proposal

documents, and an Affidavit must be submitted separately on behalf of each party.

5. The term “complementary offer” as used in the Affidavit has the meaning commonly associated with that term in the

solicitation process, and includes the knowing submission of offers higher than the offer of another firm, an intentionally

high or noncompetitive offer, and any other form of an offer submitted for the purpose of giving a false appearance of

competition.

6. Failure to file a completed Affidavit in compliance with these instructions will result in disqualification of the offer.

EXHIBIT 2 COMPOSITE FEDERAL FORMS

NON-COLLUSION AFFIDAVIT

State of FLORIDA County of DUVAL I state that I am the of , a , and I am authorized to execute this affidavit on behalf of my firm, its owners, directors, and officers. I am the person responsible in my firm for the price(s), guarantees and the total financial commitment represented in the firm’s offer. I hereby attest that: (1) The price(s) and amount(s) in the offer have been arrived at independently and without

consultation, communication or agreement with any other contractor, respondent, or potential respondent.

(2) Neither the price(s) nor the amount(s) of the offer, and neither the approximate price(s) nor

approximate amount(s) of the offer, have been disclosed to any other firm or person who is a respondent or potential respondent, nor were they disclosed prior to opening of offers.

(3) The offer from my firm is made in good faith and no attempt has been made to induce any firm

or person to refrain from submitting an offer, or to submit an offer higher than our offer, or to submit any intentionally high or noncompetitive offer or other form of complementary offer.

(4) , its affiliates, subsidiaries, officers, directors, employees are not currently

under investigation by any governmental agency and have not in the last three years been convicted or found liable for any act prohibited by State or Federal law in any jurisdiction, involving conspiracy or collusion with respect to bidding, proposing or offering on any public contract, except as follows:

I attest that , understands and acknowledges that the

above representations are material and important, and will be relied on by The School Board of Duval County, Florida, in awarding the contract for which this offer is submitted. I understand and my firm understands that any misstatement in this affidavit is and shall be treated as fraudulent concealment from The School Board of Duval County, Florida, of the true facts relating to submission of offers for this contract.

(Signature) (Date)

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ATTACHMENT I

INSURANCE REQUIREMENTS

A. Without limiting any of the other obligations or liabilities of the vendor/contractor, the vendor/contractor shall

at its sole expense, procure, maintain and keep in force the amounts and types of insurance conforming to the

minimum requirements set forth herein. Except as may be otherwise expressly specified in this Exhibit, the

insurance shall commence at or prior to the execution of this Agreement by the District and shall be maintained

in force throughout the term of this Agreement.

1. Workers’ Compensation/Employers Liability: The Workers’ Compensation and Employers’ Liability

insurance provided by the vendor/contractor shall conform to the requirements set forth herein.

a. The vendor/contractor insurance shall cover the vendor/contractor (and to the extent its Subcontractors

and Sub-subcontractors are not otherwise insured, its Subcontractors and Sub-subcontractors) for those

sources of liability which would be covered by the latest edition of the standard Workers’ Compensation

policy, as filed for use in the State of Florida by the National Council on Compensation Insurance

(NCCI), without any restrictive endorsements other than the Florida Employers Liability Coverage

Endorsement (NCCI Form WC 09 03), those which are required by the State of Florida, or any

restrictive NCCI endorsements which, under an NCCI filing, must be attached to the policy (i.e.,

mandatory endorsements). In addition to coverage for the Florida Workers’ Compensation Act, where

appropriate, coverage shall be included for the Federal Employers’ Liability Act and any other applicable

federal or state law.

b. The policy must be endorsed to waive the insurer’s right to subrogate against the District, and its

members, officials, officers and employees in the manner which would result from the attachment of the

NCCI Waiver of Our Right to Recover from Others Endorsement (Advisory Form WC 00 03 13) with the

District, and its members, officials, officers and employees scheduled thereon.

c. Subject to the restrictions of coverage found in the standard Workers’ Compensation policy, there shall

be no maximum limit on the amount of coverage for liability imposed by the Florida Workers’

Compensation Act or any other coverage customarily insured under Part One of the standard Workers’

Compensation policy. The minimum amount of coverage for those coverage’s customarily insured

under Part Two of the standard Workers’ Compensation policy (inclusive of any amounts provided by

an umbrella or excess policy) shall not be less than:

$1,000,000 Each Accident

$1,000,000 Disease - Each Employee

$1,000,000 Disease - Policy Limit

d. The vendor/contractor may be relived of providing Workers’ Compensation coverage provided an

exemption form is submitted from the State of Florida Division of Workers Compensation stating the

vendor/contractor is exempt from the insurance requirement under F.S. 440.

2. Commercial General Liability. The Commercial General Liability insurance provided by the

vendor/contractor shall conform to the requirements hereinafter set forth:

a. The vendor/contractor’s insurance shall cover those sources of liability which would be covered by the

latest occurrence form edition of the standard Commercial General Liability Coverage Form (ISO Form

CG 00 01) as filed for use in the State of Florida by the Insurance Services Office (ISO) without any

restrictive endorsements other than those which are required by the State of Florida, or those which,

under an ISO filing, must be attached to the policy (i.e., mandatory endorsements) and those described

below which would apply to the Services contemplated under this Agreement.

1) The coverage shall not include restrictive endorsements which exclude coverage for liability arising

out of: Sexual molestation, Sexual abuse, or Sexual misconduct.

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2) The coverage shall include pollution liability, explosion, collapse, and underground hazards (XCU

Coverage).

b. The minimum limits to be maintained by the vendor/contractor (inclusive of any amounts provided by


$2,000,000 General Aggregate

$2,000,000 Products/Completed Operations Aggregate

$1,000,000 Personal and Advertising Injury

$2,000,000 Each Occurrence

c. The vendor/contractor shall include the School Board of Duval County, Florida, and its members,

officials, officers, and employees as “additional insured’s” on the Commercial General Liability

coverage. The coverage afforded such additional insured’s shall be no more restrictive than that

which would be afforded by adding the School Board of Duval County, Florida, and its members,

officials, officers and employees as additional insured’s on the latest edition of the Additional Insured

– Owner’s, Lessees or Contractors - Scheduled Person or Organization endorsement (ISO Form CG

20 10) filed for use in the State of Florida by the Insurance Services Office.

d. Except with respect to coverage for property damage liability, or as otherwise specifically authorized

in this Agreement, the general liability coverage shall apply on a first dollar basis without application of

any deductible or self-insured retention. The coverage for property damage liability shall be subject to

a maximum deductible of $1,500 per occurrence. The vendor/contractor shall pay on behalf of the

School Board of Duval County, Florida, or its member, official, officer or employee any such

deductible or self-insured retention applicable to a claim against the School Board of Duval County,

Florida, or its member, official, officer or employee for which the School Board of Duval County,

Florida or its member, official, officer or employee is insured as an additional insured.

3. Business Auto Liability. The automobile liability insurance provided by the vendor/contractor shall conform

to the requirements hereinafter set forth:

a. The vendor/contractor’s insurance shall cover the vendor/contractor for those sources of liability

which would be covered by Section II of the latest occurrence edition of the standard Business Auto

Coverage Form (ISO Form CA 00 01) as filed for use in the State of Florida by ISO without any

restrictive endorsements other than those which are required by the State of Florida, or those which,

under an ISO filing, must be attached to the policy (i.e., mandatory endorsements). Coverage shall

include all owned, non-owned and hired autos used in connection with this Agreement.

b. The School Board of Duval County, Florida, and its members, officials, officers and employees shall

be included as “additional insured’s” in a manner no more restrictive than that which would be

afforded by designating the School Board of Duval County, Florida, and its members, officials,

officers and employees as additional insured’s on the latest edition of the ISO Designated Insured

(ISO Form CA 20 48) endorsement.

c. The minimum limits to be maintained by the vendor/contractor (inclusive of any amounts provided by


$1,000,000 Each Occurrence - Bodily Injury and Property Damage Combined

4. Professional Liability/Errors and Omissions. The professional liability insurance provided by the

vendor/contractor shall conform to the requirements hereinafter set forth:

a. The professional liability insurance shall be on a form acceptable to the District and shall apply to

those claims which arise out of Services performed by or on behalf of the vendor/contractor pursuant

to this Agreement which are first reported to the vendor/contractor within four years after the

expiration or termination of this Agreement.

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b. If the insurance maintained by the vendor/contractor also applies to services other than Services

under this Agreement, the minimum limits of insurance maintained by the vendor/contractor shall not

be less than $2,000,000 per claim and $4M annual aggregate.

c. Except as otherwise specifically authorized in this Agreement, the insurance may be subject to a

deductible not to exceed $15,000 per claim.

d. The vendor/contractor shall maintain the professional liability insurance until the end of the term of

this Agreement. Through the use of an extended discovery period or otherwise, the insurance shall

apply to those claims which arise out of professional services, prior to the expiration or termination of

this Agreement which are reported to the vendor/contractor or the insurer within four years after the

expiration or termination of this Agreement.

5. Electronic Data Processing Special Form Property Insurance on equipment, data, media, and valuable

papers, including extra expense coverage, with a minimum limit adequate to cover such risks on a

replacement cost basis.

B. EVIDENCE OF INSURANCE. Except as may be otherwise expressly specified in this Exhibit, the insurance

shall commence at or prior to the execution of this Agreement by the District and shall be maintained in force

throughout the term of this Agreement. The vendor/contractor shall provide evidence of such insurance in the

following manner:

a. As evidence of compliance with the required Workers’ Compensation and Employer’s Liability,

Commercial General Liability, Business Auto Liability, and Professional Liability, the vendor/contractor

shall furnish the District with a fully completed satisfactory Certificate of Insurance such as a standard

ACORD Certificate of Liability Insurance (ACORD Form 25) or other evidence satisfactory to the

District, signed by an authorized representative of the insurer(s) providing the coverage. The

Certificate of Insurance, or other evidence, shall verify that Workers’ Compensation/Employer’s

Liability contains a waiver of subrogation in favor of the School Board of Duval County, Florida,

identify this Agreement, and provide that the District shall be given no less than thirty (30) days’

written notice prior to cancellation.

b. An original copy of the policy (or policies).

c. Until such time as the insurance is no longer required to be maintained by the vendor/contractor as

set forth in this Agreement, the vendor/contractor shall provide the District with renewal or

replacement evidence of the insurance in the manner heretofore described no less than thirty (30)

days before the expiration or termination of the insurance for which previous evidence of insurance

has been provided.

d. Notwithstanding the prior submission of a Certificate of Insurance, copy of endorsement, or other

evidence initially acceptable to the District, if requested by District, the vendor/contractor shall, within

thirty (30) days after receipt of a written request from the District, provide the District with a certified

copy or certified copies of the policy or policies providing the coverage required by this Section. The

vendor/contractor may redact or omit those provisions of the policy or policies which are not relevant

to the insurance required under this Agreement.

C. INSURERS QUALIFICATIONS/REQUIREMENTS:

1. Insurers providing the insurance required by this Agreement for the vendor/contractor must either be:

a. Authorized by a subsisting certificate of authority issued by the State of Florida to transact insurance

in the State of Florida, or

b. An eligible surplus lines insurer under Florida Statutes. (Except with respect to coverage for the

liability imposed by the Florida Workers’ Compensation Act).

2. In addition, each such insurer shall have and maintain throughout the period for which coverage is required,

a Best’s Rating of “A-” or better and a Financial Size Category of “VII” or better according to A. M. Best

Company.

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3. If, during the period when an insurer is providing the insurance required by this Agreement, an insurer shall

fail to comply with the foregoing minimum requirements, as soon as the vendor/contractor has knowledge

of any such failure; the vendor/contractor shall immediately notify the District and immediately replace the

insurance provided by the insurer with an insurer meeting these requirements. Until the vendor/contractor

has replaced the unacceptable insurer with an insurer acceptable to the District, the vendor/contractor shall

be in default of this Agreement.

4. Primary and Non-Contributory. The insurance provided by the vendor/contractor pursuant to this

Agreement shall apply on a primary basis to, and shall not require contribution from, any other insurance or

self-insurance maintained by the School Board of Duval County, Florida, and its member, official, officer or

employee.

5. Additional Remedy. Compliance with the insurance requirements of this Agreement shall not limit the

liability of the, vendor/contractor or its Subcontractors or Sub-subcontractors, employees or agents to the

District or others. Any remedy provided to the School Board of Duval County, Florida, or its members,

officials, officers, or employees by the insurance shall be in addition to and not in lieu of any other remedy

available under this Agreement or otherwise.

D. District Approval: Neither approval by the District nor failure to disapprove the insurance furnished by the

vendor/contractor shall relieve the vendor/contractor of the vendor/contractor’s full responsibility to provide the

insurance as required by this agreement.

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