Summa Behavioral Health Facility

SUMMA HEALTH

New Behavioral Health Facility CM@R

Submitted to:

Summa Health

525 East Market Street

Akron, OH 44304

Attn: Mr. Ed Friedl

Submitted by:

Welty Building Company

3421 Ridgewood Rd.

Suite 200

Fairlawn, Ohio 44333

WWW.THINKWELTY.COM


Akron Children’s Hospital, Lunch on a Sky Scraper

April 15, 2020

Ed Friedl

Vice President – Construction and Property Management

Summa Health

525 E. Market Street

Akron, OH 44304

RE: Welty Proposal to Summa Health for Construction Manager at Risk Services Behavioral Health Facility

Dear Mr. Friedl and Members of the Selection Committee;

The New Behavioral Health Facility project will be a significant asset to both Summa Health and the city of

Akron, and we thank you for your continued expansion in our community. As a construction manager, Welty

has completed many foundational healthcare projects in Akron. We understand that success in your mission

relies on all partners aligning to make the best decisions for the benefit of Summa Health.

Our proposal outlines our understanding of this journey -- it begins with intimacy with budgets, schedules,

and design. We then commit fully to the continuity of your existing services during construction. We will

ensure that Summa Health, its staff members and patients have clearly marked access to the hospital,

facilitating both construction and hospital operations, and with maximum care given to the patient

experience throughout construction. Our journey ends with a built environment that exceeds Summa

Health’s for patient-centered standards, and commits to serve each patient in a holistic manner so that they

fully benefit from the best practices instituted by Summa Health.

This year Welty marks 75 years of leadership in this community. Our Lean Building Science practices

maximize value by eliminating waste – all while creating a culture of continuous improvement, a passion for

repeatable process, and strong trade partner relationships that support owners in their many missions. We

are based in Akron and offer Summa Health an experienced local team that is recognized nationally for

leading change in improving labor and material efficiency and driving waste out of projects – resulting

in a more effective use of capital for your system. Throughout this submission you will read examples

of how the Welty team has leveraged both technology and technical expertise to revolutionize how

projects are pre-planned, how designs are beta-tested to examine clinical staff efficiency, how offsite

prefabrication is employed to lower first cost, accelerate schedules, and improve quality. We do all

this while improving job site conditions and increasing worker safety. This proposed team has worked

together for years and was foundational to the successes we highlight in our referenced work.

At Welty, we realize that success is measured by how our preconstruction enables accurate costing, reliable

scheduling, and the specification of building components that exceed the expectations of Summa Health and

your end users. Success is realized in how well that knowledge is transferred into the field, where your vision

becomes reality in the built environment. We can only be content when the building functions completely in

the eyes of the hospital administration, facility management, healthcare professionals and your patients.

Our teams’ strength is in our people, our processes, and their experience building similar projects in the Akron

market. This team is available to start immediately. We thank you for considering us as the construction

manager of your new Behavioral Health Facility. Please feel free to direct any questions to Chris Burns at

330.802.2260 or cburns@thinkwelty.com.

Respectfully Submitted,

Chris Burns

Chief Operating Officer


Don Taylor

President & CEO


Summa Health | New Behavioral Health Facility Proposal

AT A GLANCE

WHY WELTY

• Resume of similar,

complex projects pg. 5

• Experience with

Hastenstab pg. 6 & 8

• Resume of Summa

projects pg. 10

• Local team pg. 15

• Technical Experience

• 4 bridges

• BIM capabilities pg. 54

• Fee & Estimating pg. 60

LOCAL RELATIONSHIPS

Akron is our home. Our

headquarters is located only

8.7 miles from Summa Health

System- Akron Campus. Our

team members will be primarily

located on the project site, but

having our HQ located less

than 10 miles from the project

site offers quick and convenient

access to all of Welty’s people

and resources. This advantage

can be measured by more

frequent visits from our Safety

Director, who will aid the

Superintendents in enforcing

a safer environment from our

subcontractors.

226

TEAM’S TOTAL

YEARS OF EXPERIENCE

REFERENCES pg. 13

“I want to extend our appreciation to

[Welty] and your team for the special

attention given to the project planning

and construction of the Considine

Addition. It's great knowing that

the space has been designed also

with special focus on our Behavioral

Health practice.”

– Cindy Dormo

Vice President of Pediatrics

Akron Children's Hospital

ALL-STAR HEALTHCARE TEAM

This team was assembled

based on healthcare

experience, past

successes working

together, experience

working with Hastenstab,

experience working with

or around Summa, local/available, and

compatible thinking styles. pg. 17

40

HOSPITAL CAMPUSES

IN THE LAST TEN

DIVERSITY COMMITMENT

Welty shares your commitment to

inclusion by pledging to maximize

the participation of diverse

businesses through subcontracts.

We commit to exceeding the 10%

project goal. pg. 32

BID PACKAGE STRATEGY

Bid packages will be

developed collaboratively

between the Pre-

Construction Manager,

Project Manager &

Superintendents as documents and

specifications are made available at

the release of the Design Development

documents, 80% Construction

Documents & 100% Construction

Documents. pg. 44

LOGISTICS APPROACH pg. 47

COMPETITIVE PRICING pg. 60

1.8% FEE

APPENDIX A

AIA Document A305 pg. 67

APPENDIX B

Welty Building Company has included

our cost model and schedule pg. 84

WWW.THINKWELTY.COM

d


TABLE OF CONTENTS

Cover Letter

At a Glance

Table of Contents

Tab 1: Firm Profile

Tab 2: Competitive Pricing Proposal

Tab 3: CM Agreement

Tab 4: Appendix A

A305 & Work in Progress

Tab 5: Appendix B

Construction Estimate & Schedule

Summa Health | New Behavioral Health Facility Proposal


Akron Children’s Hospital, Key Jewelers Pavilion

A. BUSINESS

Identify the business form of contracting entity. If the proposed

form of entity is a joint venture, please identify each partner and

their respective percentage of participation. Provide a summary,

on two pages or less, describing why your firm/team is the most

qualified for the Project.

The Welty Building Company would like to thank

you for the opportunity to present our qualifications

and proposed staffing to the Summa Health System

for the New Behavioral Health Facility. We have

selected a project team that has had many successful

achievements together at Akron Children’s Hospital,

including collaborating with different departments

within the hospital to create a revolutionary space that

goes above and beyond to serve children quality care.

These high standards from our ACH team will carry on to

this project.

THE MOST QUALIFIED TEAM

TRUE LOCAL PRESENCE WITH A VERY SUCCESSFUL

HEALTHCARE BACKGROUND

Welty has strong roots in northeast Ohio – conducting

business based on ethical values of openness, passion,

teamwork, integrity and customer-centricity that guide

our construction management practices. Welty is

dedicated to customer service and maintains a longstanding

record of successfully completing projects for

75 years in Summit County.

We offer an experienced local team with a strong

healthcare background. We pride ourselves in the

effort we take to ensure that the mission, vision and

values of our clients are incorporated into planning and

construction. With common values and innovative ideas,

our team will guarantee smooth project delivery to

Summa Health on this significant capital investment.

Our proposed preconstruction experts and

seasoned construction managers have been

specifically chosen to provide a unique mix of

team members with healthcare building expertise,

collaboration, and knowledge of innovative

construction techniques.

For this project, our team offers experience in:

• Local team, on-site daily

• Experienced and accurate with complex

scheduling & budgets for healthcare clients

• Offsite pre-fabrication

• Site logistics challenges of a confined site on an

active medical campus identified & restrategized

• BIM utilization to minimize clashes

• Laser scanning capabilities

• Resume of 4 bridges

• Lean practices for improved efficiencies

• Proactive & collaborative pre-construction

processes between the Owner, Design Team &

Trade Partners

Summa Health | New Behavioral Health Facility Proposal 1

SECTION 1

PRECONSTRUCTION EXCELLENCE

OUR PRECONSTRUCTION SERVICES BUILD A

STRONG FOUNDATION FOR YOUR PROJECT, EVEN

BEFORE A SHOVEL HITS THE GROUND

One of the most important services that we can

provide is in the area of preconstruction budgeting.

Our philosophy regarding pre-construction is centered

on the spirit of collaboration. Our approach is to work

with both Summa and Hasenstab/Perspectus through

the early phases of design to iteratively create a plan

which addresses scope, quality, and budget. Our

preconstruction team provides expertise and resources

in cost planning, estimating, commissioning, procedures

and constructibility.

Our knowledge of healthcare construction, the local

building market, current building systems and their

associated costs enables us to produce detailed,

complete and accurate cost estimates early in the

process, even with incomplete design information.

Creating a target budget early allows the project team

to design towards specific quantities and systems, while

monitoring changes to the design on an item-by-item

basis.

One of the keys to an accurate budget is to actively

maintain a database of current unit prices in the local

market, and to continually measure accuracy. Welty has

“in-house” capabilities to provide estimating services for

all aspects of the project. Combining extensive knowledge

of the local market and construction costs, with computergenerated

accuracy, we provide updates continuously

through the pre-construction phase. We also compare

each of our estimates to the bid price from subcontractors

and benchmark our accuracy.

HEALTHCARE BUILDING EXCELLENCE

GIVEN OUR COLLECTIVE EXPERIENCES AND SUCCESSES,

WE BELIEVE OUR TEAM IS THE IDEAL PARTNER FOR THIS

PROJECT AND WILL PROVIDE CONTINUITY AND EXPERTISE

AS A TRUE TURN-KEY SOLUTION. FROM CONCEPT TO

COMPLETION, YOU WILL RECEIVE THE BEST CARE FROM THE

WELTY TEAM.

Our team members offer vast experience building

projects very similar to the scope of work outlined

for Summa Health's new Behavioral Health Facility.

Being a leading Lean construction builder in Ohio, our

experience allows us to bring best practices, lessons

learned, and Lean innovations to your project.

For the Behavioral Health facility, intense focus will be

given to minimizing the impact to the existing hospital

operations. Through on-site inspections we have ideas

we look forward to discussing with the project team in

regards to the on-site logistics approach.

TRAINED HEALTHCARE BUILDERS

"WE BUILD AS IF IT IS OUR MOTHER IN THE NEXT ROOM"

~ GREG KOMAR, PROJECT MANAGER

Having performed construction in several active acute

and ambulatory care environments and children's

medical campuses, we are sensitive to the impact that

we may have on your patients, visitors, and staff.

We have taken the initiative to ensure that our

staff are trained and certified in programs such

as the American Society of Healthcare Engineer's

(ASHE) Healthcare Contractor Certification, and

the Infection Control Risk Assessment (ICRA)

Certification.

The entire team will contribute to the Infection Control

Risk Assessment (ICRA) plans, as well as Interim Life

Safety Plans that guarantee patient and staff safety

at all times. We will work closely with the construction

and design team, Summa Health staff and Facilities

team to develop these plans. Welty team will employ

communications tools and processes such as:

• The use of our construction activity notice

(PROCORE) log to continually track, communicate

and ensure that no work is done without proper

notice and buy-in from those impacted.

• Communicate multi-variable project data in a clear

and concise way to executives and owners; giving

leadership teams the ability to make important

project decisions.

• Promote a team environment to stay ahead of and

quickly resolve any issues that arise.

• Use BIM to visually coordinate the work- from a

clash impact to safety. Further utilizing BIM to

maximize prefabrication so the impact of noise,

vibration, and odor are significantly reduced in

addition to reducing the schedule and onsite

manpower.

• The use of Differential Air Pressure Monitors

so that a deviation of pressure is instantly

communicated via iPhone to our on-site staff

so that if there was ever an issue it can be

immediately addressed.

2 Welty Building Company

B. STANDARD

QUALIFICATIONS

Complete and provide a Contractor’s Qualification Statement using

AIA Document A305.

Please find AIA Document A305, including all

required attachments in the Appendix.


4 Welty Building Company Akron Children’s Hospital, Kay Jewelers Pavilion

C. SIMILAR EXPERIENCE

Provide a minimum of Two (2) samples of projects that are

representative of the scope and complexity of the new Summa

Behavioral Health Facility.

WELTY'S HEALTHCARE EXPERIENCE

• 40 healthcare clients

• 460+ healthcare projects completed, nationally

PROVEN HEALTHCARE BUILDERS

WE BUILD YOUR VISION THROUGH PURPOSE &

COLLABORATION

Welty has performed services on all sizes and types

of healthcare facilities, including small community

hospitals, large teaching hospitals, children’s hospitals,

cancer centers, specialty facilities, ambulatory surgery

and medical office buildings, medical research facilities

and senior care.

Most importantly, we take a patient and family-centered

approach to these projects as we understand the

impacts that construction can bring in healthcare

environments. You can be confident in the fact that Welty

will maximize the building experience by focusing on the

healthcare professional, patient and visitor experience.

The end result will be state-of-the-art hospital that will

facilitate patient wellness and stimulate healthcare

excellence.

We understand the need to ‘fast-track’ a schedule, and

with our Lean processes, we are confident in our unique

abilities in this area. We will capitalize on our expertise

and experience in the planning, design and construction

of this project.

40+

HEALTHCARE CLIENTS

460+

HEALTH CARE PROJECTS

COMPLETED

$1B

IN RENOVATIONS ON

HEALTHCARE CAMPUSES

50+ YEARS

EXPERIENCE BUILDING

HEALTHCARE FACILITIES

1,210 DAYS

WITHOUT A LOST TIME

ACCIDENT

MORE THAN

2,000,000 SF

OF HEALTHCARE PROJECTS

COMPLETED


SECTION 1

TWO MONTHS

AHEAD OF SCHEDULE

BEHAVIORAL

HEALTH EMERGENCY

DEPARTMENT

LEED GOLD

AWARDED FROM THE U.S.

GREEN BUILDING COUNCIL

HASENSTAB

COLLABORATION

COMPLETION

April 2015

PROJECT VOLUME

$176,000,000

“

One of the things that really impressed me about Welty was the degree to which

they identified with the mission of Children’s Hospital.

– Shawn Lyden, Executive Vice President, Akron Children’s Hospital

”



KAY JEWELERS PAVILION

Akron Children’s Hospital | Akron, Ohio

PROJECT DESCRIPTION

The Kay Jewelers Pavilion at Akron Children’s Hospital

is an 8-story, 366,000 SF free-standing medical tower

located just west of Perkins Park along W. Exchange

Street, at ACH’s Downtown Akron Campus. This new

building houses over 100 private Neonatal Intensive

Care Unit (NICU) rooms, an Emergency Department

with more than twice the capacity of the hospital’s

existing ED, a High-Risk OB department (a new offering

for ACH), and an Outpatient Surgery Center boasting 7

full operating rooms. The building is connected to the

existing hospital, as well as a newly-constructed parking

garage, via two pedestrian bridges.

Part of this project included a Behavioral Health

Emergency Department, which provided 5 dedicated

units for critical and interventional Behavioral Health

Emergencies.

the operational efficiency of the organization.

From initial planning and design, through exploration

of value-added possibilities, to our on-site construction

process, we set out to predict where waste would

occur. By rigorously integrating Lean into IPD, we bring

more value to every project by better managing scarce

resources. This was the very first true IPD contract

signed in the State of Ohio.

OWNER CONTACT

Grace Wakulchik, President and Chief Executive Officer

gwakulchik@chmca.org

330.543.8481

PROJECT TEAM

VALUE ADDED SERVICES

This extensive project was delivered using the Integrated

Lean Project Delivery (ILPD) method combined with

target value design which has an emphasis on mutual

respect and open, honest collaboration between all

parties. ILPD not only eliminates waste, it produces a

more predictable outcome and the greatest potential

to correct the major problems of other approaches

therefore creating value for the Hospital and improving

PROJECT

MANAGER

Paul Becks

SUPERINTENDENT

Scott Brady

Director of

Construction

Bruce Wilson

ASSISTANT

ESTIMATOR

Brian Gissiner

Akron Children’s Hospital Kay Jewelers Pavilion

THE BENEFITS OF LEAN:

33% increase in

operating margin

26% saved on

construction cost

16% reduction

on construction

schedule

40% better than

average Safety

DART Rating

99.2% accuracy

in cash flow

predictability


SECTION 1

30,000 SF

BEHAVIORAL

HEALTH UNIT

HASENSTAB

COLLABORATION

COMPLETION

August 2018

PROJECT VOLUME

$82,000,000

“

“One of the things that’s impressive about the Welty team is the way they engage the

men and women on the job and the work that goes on at Children’s Hospital. They

tie the construction project to what we’re doing in care delivery. They are champions

for children.”

– Bill Considine, President & Chief Executive Emeritus, Akron Children

”



CONSIDINE II

Akron Children’s Hospital | Akron, Ohio

PROJECT DESCRIPTION

New 230,000 sf addition to the hospital’s seven-story

Considine Professional Building. The new building

design relocated most of the hospital’s ambulatory

and subspecialty practices. Each floor in the Considine

addition boasts a different theme, creating a cohesive

layout and facilitating way finding throughout the

hospital.

This project was completed using Integrated Lean

Project Delivery (ILPD), a system which emphasizes

open and honest collaboration and works to eliminate

construction waste, creating a more successful outcome

for all parties involved.

Departments in the new space, include:

• Adolescent medicine

• Pediatric psychology and psychiatry

• Pediatric gastroenterology

• General surgery

• Genetics

• Infectious disease

• Locust Pediatric Care Group

• Vision Center

• Outpatient lab and pharmacy

• Pediatric rheumatology

The main entrance level houses a 30,000 SF Behavioral

Health Unit that included a new waiting area, exam center and

interview rooms along with private staff office space, group

therapy rooms, a day room, conference rooms, private staff

break area and public café. Midway through construction,

the team encountered behavioral health program and code

updates resulting in required design changes. The team

successfully worked with Hasenstab to maintain the project

schedule working through design build scenarios.

VALUE ADDED SERVICES

As part of the lean construction process, the ACH team

developed an on-site prefabrication shop for constructing

fully-coordinated above ceiling corridor racks. The racks

included everything above the ceiling grid including the drywall

and studs of the upper portion of the corridor.

The design of the racks was developed through an iterative

process. It started with building a full-scale mock-up of one

module, complete with all of the systems involved example.

From there, the lessons learned from the workshop were

applied to the design of the racks, modeled in the virtual

building model, and coordinated to fit each scenario with

custom orientations, accommodating various structures and

system layouts. By designing each module in a custom

fashion, the project saved on material, improved structural

integrity, and made it easier for field personnel to install

the systems. Since the racks were fully detailed in a virtual

environment, over 5,000 hanger points between the racks and

surrounding MEP systems were laid out in advance using a

total station and color-coded for easy trade identification.

In most prefabricated efforts, it is preferred to make a standard

module, and make all components as similar as possible,

with as little variation as possible. Overall there were 93

racks for the project, but no two were similar in configuration.

This project proved that you can still have great variety in a

prefabrication process, just as long as you have good plans,

and an organized shop. We accomplished this effort by setting

up the first floor of the project building to perform the work -

similar to an automotive assembly line - where each trade had

a station with organized kits of parts based off the plans for

that specific rack. Each station had four hours to install their

pieces, and then it would be rolled to the next station on waisthigh

rolling scaffolds for improved ergonomics. A standard

workflow was developed, and speed of assembly increased

over the weeks once the trades found a good flow. After the

process was complete, the entire racking install was reduced

by four weeks from initial projections.

OWNER CONTACT

Grace Wakulchik, President and Chief Executive Officer

Akron Children’s Hospital

gwakulchik@chmca.org

330.543.8481

PROJECT TEAM

PROJECT

EXECUTIVE

Paul Becks

PROJECT

MANAGER

Greg Komar

MEP Project Manager

John Sweeney

SENIOR

ESTIMATOR

Brian Gissiner

VIRTUAL

DESIGN

MANAGER

Neale

Whitehead


SECTION 1

Project Size Cost

Behavioral

Health

Out Patient

Services

Kitchen

& Café

Bridge

Shell

Space

Akron Children’s Hospital -

Considine II

Akron Children’s Hospital - Kay

Jewelers Pavilion

Akron Children’s Hospital - 6th

Floor NICU Overflow

West Oaks Hospital- Behavioral

Health Center

Mount Carmel Health System -

MOB

Spectrum Medical Center - MOB

and Surgery Center

Summa Health System - Health

Center at Lake Medina

Summa Health System - Health

Center at Lake Medina

Emergency Department

Summa Health System -

Professional Center South and

North

Summa Health System -

Wellness Center

University Hospitals - Lakeside

55 Project

230,000 SF $82,000,000 X X X X X

366,000 SF $176,000,000 X X X X X

16,700 SF $5,100,000 X X

5,600 SF $1,250,000 X X X

38,000 SF $2,700,000 X X X

44,000 SF $9,500,000 X X

88,000 SF $18,600,000 X

19,405 SF $4,000,000 X X

100,000 SF $8,000,000 X X

65,000 SF $10,600,000 X

14,000 SF $2,000,000 X X

CLEVELAND CLINIC LUTHERAN OR

$4.8M | 3,000 sf | CM at Risk

WEST OAKS BEHAVIORAL CARE CENTER | HOUSTON, TEXAS

$1.2M | 5,600 sf | CM at Risk



SUMMA HEALTH SYSTEM,

WELLNESS CENTER AT WESTERN RESERVE

$10.6M | 65,000 sf | CM at Risk


JEAN B. & MILTON N. COOPER CANCER CENTER

$17.8M | 76,000 sf | CM

SPECTRUM ORTHOPEDIC MEDICAL OFFICE & SURGERY CENTER

$9.5M | 44,000 sf | CM at Risk

WOOSTER COMMUNITY HOSPITAL PATIENT TOWER ADDITION

$10.5M | 45,812 sf | CM at Risk


HEALTH CENTER AT LAKE MEDINA & EMERGENCY DEPT.

$22.0M | 107,405 sf | CM


BARBERTON CANCER CENTER

$5.0M | 27,000 sf | CM at Risk



vi. References


C.VI. SIMILAR EXPERIENCE REFERENCES

a. s::'.I

Hospital

DEPARTMENT OF PEDIATRICS

Phone: (330) 543-3256

Fax: (330) 543-3701

May 29, 2018

Lin Gentile,

Vice President, Construction & Support Services

Dear Lin:

Norm and I want to extend our appreciation to you and your team for the special

attention given to project planning and construction of the Considine Addition for our

ambulatory practices. We know that the team went above and beyond to

accommodate changes in the layout of the 5 th floor to create location synergy for our

Dermatology practice with Genetics and Rheumatology. It's great knowing that the

space has been designed also with special focus on our Behavioral Health,

Gastroenterology, Primary Care & Adolescent Medicine practices.

Last week, we had opportunity to tour the new space and are excited to see the

progress. The architecture, layout, and color scheme create a wonderful space for our

patients, families, and staff. Please share our thanks with our Aron Children's

Hasenstab and Welty team leaders and thank all for being terrific partners.

Cm:::;

Vice President of Pediatrics

Norm Christopher, MD

Chairman, Department of Pediatrics

Cc:

Cliff Greive

Marge Zezulewicz , Hasenstab Architects

Paul Becks, Welty Building Co.

Scott Brady, Welty Building Co.

Greg Komar, Welty Building Co.

One Perkins Square • Akron, Ohio 44308-1062


D. PERSONNEL/

STAFFING

Provide a project organizational chart containing the names and

titles of your proposed staff for the Project and provide a resume.

Provide a monthly schedule indicating all project staffing positions

and percent participation during the preconstruction and construction

phases of the project.

ALL-STAR HEALTHCARE TEAM

This team was assembled based on their healthcare

experience, past successes working together on

other projects, experience working with Hastenstab,

experience working with or around Summa, local/

available, and compatible thinking styles.

USING TEAM PSYCHOLOGY FOR A STRONGER TEAM

Welty believes that in order for a team to function

at its highest level of performance, that team must

have a well-rounded blend of thinking styles and team

members that understand each other’s thinking style

preferences. To accomplish this, Welty implements

the Hermann Brain Dominance Instrument (HBDI), a

cognitive preference system that identifies each team

member’s thinking style in normal, high-stress, and

collaborative settings.

We use the results of the HBDI to ensure the team

has a blend suited for “Whole Brain Thinking,” and to

coach each team on how thinking preferences influence

communications styles, and how to elicit maximum

potential from the team.

THE RESULT IS AN OVERALL TEAM THAT CHALLENGES

ITSELF, ACHIEVES BETTER RESULTS THROUGH A HIGHER

LEVEL OF INNOVATION, AND BETTER MANAGES CONFLICT.

NORMAL TENDENCY

UNDER STRESS

→

→

HOW HBDI HELPS IMPROVE

TEAM PRODUCTIVITY

• Manage projects more effectively

• Come up with more unique ideas

• Make smarter decisions

• Solve problems faster and more

thoroughly

• Eliminate the frustrations and

miscommunications that slow

down progress and get the in way

of results

14 Welty Building Company Summa Health, Jean B. and Milton N. Cooper Cancer Center Healing Garden

SECTION 1

D. PERSONNEL/STAFFING

ORGANIZATIONAL CHART

ICRA Trained

ASHE Healthcare Contractor Certified

PAUL BECKS

VP Healthcare

BRUCE WILSON

Project Executive

VP Operations

Safety

EXECUTIVE COMMITTEE

DON TAYLOR

CHRIS BURNS

DAN BERNHARD

VP Preconstruction

DUSTIN ELLENBERGER

VP Finance

PRECONSTRUCTION PROJECT MANAGEMENT CONSTRUCTION

QUALITY CONTROL DIVERSITY

SCHEDULING PROJECT CONTROLS

BRIAN GISSINER

Preconstruction

Manager

GREG KOMAR

Senior Project Manager

JOHN SWEENEY

MEPF Project Manager

SCOTT BRADY

Lead Superintendent

Interiors

JAKE BELLINGER

Core & Shell

Superintendent

Safety

NEALE WHITEHEAD

VDC Manager

MEGHAN LEIBOLD

Diversity Coordinator

RYAN RUSCHAK

Scheduling & Quality

Control Engineer

KYLE FINCH

Project Controls & Cost

Accounting Engineer

JOHN SWEENEY

MEPF Superintendent

226

TEAM’S TOTAL

YEARS OF EXPERIENCE

128

TEAM’S YEARS OF

EXPERIENCE AT WELTY

“

LOCAL TEAM THAT GETS RESULTS

Our team members on this project have a proven track record of success together.

As pioneers of Lean, we look forward to bringing that knowledge and experience

to Summa and contributing to their mission to provide the highest quality,

compassionate care to patients.

~ Greg Komar, Project Manager Welty Building Company

”



SECTION 1

II. STAFFING MODEL

Summa - Behavior Health Facility

FIELD AND OFFICE STAFF COSTS

April 15, 2020

Pre-Construction Phase

Position

Apr-20

May-20

Jun-20

Jul-20

Aug-20

Sep-20

Oct-20

Nov-20

Dec-20

Jan-21

Feb-21

Mar-21

Apr-21

May-21

Jun-21

Jul-21

1 2 3 4 5 6 7 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Project Executive - Bruce Wilson - - - - - - - -

VP of Healthcare - Paul Becks - - - - - - - -

VP Pre-Construction - Dan Bernhard - - - - - - - -

Senior Project Manager - Greg Komar - 20 20 20 40 40 40 180 74.88 $ 13,478

Pre-Construction Manager - Brian Gissiner - 87 20 20 130 130 130 130 87 734 66.95 $ 49,141

Lead Superintendent / Interiors - Scott Brady - 20 - - 20 - 40 80 62.90 $ 5,032

MEPF Project Manager/Superintendent - John Sweeney - 20 - - 20 - 40 80 40.80 $ 3,264

Core & Shell Superintendent - Jake Bellinger - 20 - - 20 - 40 80 50.26 $ 4,021

Scheduling & Quality Control Engineer - Ryan Ruschak - - - - - - - - 36.36 $ -

Project Controls & Cost Accounting Engineer - Kyle Finch - 40 20 20 40 40 40 200 36.42 $ 7,284

Virtual Design Manager - Neale Whitehead - - - - - - - - 38.82 $ -

VP Finance - Dustin Ellenberger - - - - - - - -

With Fee

Pre-Construction Phase Totals 1,354 Hrs $ 82,221

Construction Phase

Project Executive - Bruce Wilson - - - - - - - - - - - - - - - - - - - - - - -

VP of Healthcare - Paul Becks - - - - - - - - - - - - - - - - - - - - - - -

VP Pre-Construction - Dan Bernhard - - - - - - - - - - - - - - - - - - - - - - -

Senior Project Manager - Greg Komar 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 3,828 74.88 $ 286,641

Pre-Construction Manager - Brian Gissiner - - - - - - - - - - - - - - - - - - - - - - - 66.95 $ -

Lead Superintendent / Interiors - Scott Brady 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 3,828 62.90 $ 240,781

MEPF Project Manager/Superintendent - John Sweeney 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 3,828 40.80 $ 156,182

Core & Shell Superintendent - Jake Bellinger 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 87 87 87 87 87 87 3,306 50.26 $ 166,160

Scheduling & Quality Control Engineer - Ryan Ruschak 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 3,828 36.36 $ 139,186

Project Controls & Cost Accounting Engineer - Kyle Finch 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 174 3,828 36.42 $ 139,416

Virtual Design Manager - Neale Whitehead 40 40 8 8 8 8 8 8 - - - - - - - - - - - - - - 128 38.82 $ 4,969

VP Finance - Dustin Ellenberger - - - - - - - - - - - - - - - - - - - - - - -

With Fee

Construction Phase Totals 22,574 Hrs $ 1,133,335

Punchlist Phase

Project Executive - Bruce Wilson - - - -

VP of Healthcare - Paul Becks - - - -

VP Pre-Construction - Dan Bernhard - - - -

Senior Project Manager - Greg Komar 87 87 87 261 74.88 $ 19,544

Pre-Construction Manager - Brian Gissiner - - - - 66.95 $ -

Lead Superintendent / Interiors - Scott Brady 174 174 174 522 62.90 $ 32,834

MEPF Project Manager/Superintendent - John Sweeney - - - - 40.80 $ -

Core & Shell Superintendent - Jake Bellinger - - - - 50.26 $ -

Scheduling & Quality Control Engineer - Ryan Ruschak - - - - 36.36 $ -

Project Controls & Cost Accounting Engineer - Kyle Finch - - - - 36.42 $ -

Virtual Design Manager - Neale Whitehead - - 40 40 38.82 $ 1,553

VP Finance - Dustin Ellenberger - - - -

With Fee

Punchlist Phase Totals 823 Hrs $ 53,930

Total Pre-Construction, Construction & Close-Out 24,751 Hrs $ 1,269,485

Clarifications

* Numbers in cells represent hours per month (Average 174 hours per month)

Aug-21

Sep-21

Oct-21

Nov-21

Dec-21

Jan-22

Feb-22

Mar-22

Apr-22

May-22

Jun-22

Jul-22

Aug-22

Sep-22

Oct-22

Nov-22

Total Hrs

Rate PH

With Fee

With Fee

With Fee

With Fee

With Fee

With Fee

With Fee

With Fee

With Fee



BRUCE WILSON

PROJECT EXECUTIVE/VICE PRESIDENT OPERATIONS

45

YEARS OF

EXPERIENCE

Bruce oversees the organization, scheduling, cost control and implementation of

projects. Bruce works closely with each project team to plan, direct, coordinate and

budget activities concerned with preconstruction and construction services. As a

safety advocate for Welty, Bruce oversees the safety of all projects, in coordination

with the superintendent. He also strives to build and maintain relationships with Trade

Partners. Bruce has a well balanced HBDI test, with high results in logical, analytic,

technical, planner, problem solver, conceptualizer, synthesizer, communicating and

understanding. Bruce specializes in finding overlooked flaws, gathering facts and

analyzing issues, developing detailed plans, and picking up non-verbal cues.


Kay Jewelers Pavilion

EDUCATION

Stark Technical College

- Advanced Blueprint Reading;

Supervision & Management

Training

OSHA Trained / OSHA Approved

Safety Officer

Journeyman Carpenter, Brick

Layer, Concrete, Excavation and all

General Trades

PROFESSIONAL

AFFILIATIONS

Builders Exchange of East Central

Ohio

American General Contractors

Association

CERTIFICATIONS

ASHE Training - American Society

for Healthcare Engineering

Infection Control: Managing Risk

HEALTHCARE EXPERIENCE

Wooster Community Hospital

HealthPoint facility

Two-story vertical addition onto the

Women’s Center

Emergency Medical Physicians

Three-Story Office Building


7-story, 366,000 SF free-standing medical tower. The building houses more than 100 private Neonatal

Intensive Care Unit (NICU) rooms, an Emergency Department with more than twice the capacity of

the hospital’s existing ED, a High-Risk OB department (a new offering for ACH) and an Outpatient

Surgery Center boasting 7 full operating rooms. The building is connected to the existing hospital, as

well as a newly-constructed parking garage, via two pedestrian bridges. Part of this project included

a Behavioral Health Emergency Department, which provided 5 dedicated units for critical and

interventional Behavioral Health Emergencies.

Akron Children’s Hospital Considine Professional Building II

230,000 SF 7-story Professional Building. The building design relocates the hospital’s ambulatory and

sub-specialty practices, making it possible for children and families to receive comprehensive care

under one roof. Each floor boasts a different theme, creating a cohesive layout and facilitates wayfinding

through the hospital. This project was completed using ILPD.

Cleveland Clinic OR Recap at Lutheran Hospital

Welty is currently working with Bostwick Design Partnership, Architects and Karpinski Engineering,

MEPT Engineers on Phase II involving upgrades to operating rooms 4, 5, 6, 7, the conversion of the

Cysto room to operating room, and the upgrading of connecting corridors and sub-sterile rooms not

previously renovated in 2015. The project will be in 5 sub-phases, working in one operating room at a

time until complete.

Summa Health System Summa Wellness Institute An innovative new 65,000 SF, 2-story medically

based athletic/recreational/rehabilitation facility. This facility includes a grotto whirlpool, 25-meter lap

pool, warm water therapy pool, treadwall, strength training & fitness areas, healthy cafe and full service

medi-spa.

Summa Health System Health Center at Lake Medina 88,000 SF comprehensive outpatient medical

complex consisting of an ambulatory surgery center, a diagnostic testing center, physician offices,

comprehensive radiation and medical oncology services.

Summa Health System Health Center at Lake Medina Emergency Department 19,500 SF free

standing Emergency Department at the Health Center at Lake Medina. There is both an exterior and

interior connection to the adjacent medical office building. Within the emergency department, there are

12 exam rooms as well as various offices and work areas. There is a patient drop off entrance in the front

of the building and an ambulance drop off in the back. Site work included additional parking, an enlarged

retention basin and a new helipad.


PAUL BECKS

VP REGIONAL OPERATIONS/HEALTHCARE PRACTICE LEADER

19+

YEARS OF

EXPERIENCE

EDUCATION

Florida International University

BS Construction Management

The Ohio State University

CERTIFICATIONS

Lean Six Sigma: Certified

Team Leader Trainer

JATC ICRA Healthcare Certified

Cogence Alliance

AGC

OSHA 30 Hour

Akron Children’s Hospital 6th

floor NICU build-out 16,700 SF

of inpatient care rooms used as

overflow for the Neonatal Intensive

Care Unit. Project was completed

below and next to an operating

NICU. The project was completed

under budget and 2 months ahead

of the original 6 month schedule

utilizing Lean Construction

techniques and coordinating with an

existing NICU staff.

University of Miami/Jackson

Memorial Hospital

16-story Clinical Research Building

75,000 SF Wellness Center

10-story parking garage

Confidential Client

$80M control center. Project team

also included N, Whitehead and

J.Sweeney.


Paul brings his varied background in project management including preconstruction,

construction, closeout and warranty management as well as leadership skills from

Six Sigma as certified “Team Leader Training” Instructor. Paul’s dedication to safety,

total quality management and risk mitigation makes him a valuable contributor to the

Welty Team. Paul has a well balanced HBDI test, with high results in analytic, technical,

detailed, organized, structured, problem solver, creative, intuitive, and sensory.

Akron Children’s Hospital Considine Professional

Building II New 7-story 250,000 SF building

housing a Heart Center, Neuro Developmental

Center, Pulmonology Suite, Adoptive Health, Sick

Child Care Center, outpatient lab, Pediatric Offices

and a 200-seat auditorium with a conference

center. Other installations included medical gas

systems, emergency back up power generation,

uninterrupted power source for technology and the

hot/chilled water variable air volume mechanical

system. The main entrance level houses a 30,000

SF Behavioral Health Unit that included a new

waiting area, exam center and interview rooms

along with private staff office space, group therapy

rooms, a day room, conference rooms, private

staff break area and public café. Midway through

construction, the team encountered behavioral

health program and code updates resulting in

required design changes. The team successfully

worked with Hasenstab to maintain the project

schedule working through design build scenarios.


7-story, 366,000 SF free-standing medical

tower. The building houses over 100 private

Neonatal Intensive Care Unit (NICU) rooms, an

Emergency Department with more than twice the

capacity of the hospital’s existing ED, a High-

Risk OB department (a new offering for ACH)

and an Outpatient Surgery Center boasting 7 full

operating rooms. The building is connected to the

existing hospital, as well as a newly-constructed

parking garage, via two pedestrian bridges.

Part of this project included a Behavioral Health

Emergency Department, which provided 5

dedicated units for critical and interventional

Behavioral Health Emergencies.

Akron Children’s Hospital Dental Clinic 5,600

SF Build-out located on the 3rd floor of the

Kay Jewelers Pavilion. Working with dental

professionals, hospital administration, architects

and equipment suppliers to complete the entire

build-out in 3 months.

Akron Children’s Hospital Intra-Operative MRI

Conversion of two existing operating rooms into a

state-of-the-art room with an MRI that allows for

real-time, image guided surgical navigation and

imaging for brain and spinal surgery. ACH was

the first pediatric medical center in the country to

obtain this equipment. This was completed early.


Considine Professional Building II





$60MILLION

SAVED


Intra-Operative MRI

DAN BERNHARD

VICE PRESIDENT OF PRECONSTRUCTION

39+

YEARS OF

EXPERIENCE

Dan brings more than 39 years of experience leading preconstruction efforts and

collaborating with clients to ensure projects are planned and executed in the most

streamlined and cost-effective manner. Dan is responsible for his staff delivering quality

numbers that allow projects to be successful for all parties. His ability to conceptualize

design and cost details results in early budgets that can be maintained throughout the

design phase of construction. Dan's HBDI test results are high in the practical and analytical

quadrants, with high results in problem solving, mathematical, critical, technical, planner,

inventing, and interpersonal. His strengths are working precisely on statistics and data.

EDUCATION

Texas Tech University

BS Engineering

HEALTHCARE EXPERIENCE



Akron Children’s Hospital Considine

Professional Building II Addition

230,000 SF Addition to the 7-story

Professional Building. The building

design will see the relocation of

the hospital’s ambulatory and

sub-specialty practices, making it

possible for children and families to

receive comprehensive care under

one roof. Each floor will boast a

different theme, creating a cohesive

layout and facilitating way-finding

through the hospital. This project will

be completed using ILPD.

Caldwell Memorial Hospital, Lenoir,

NC Medical office building renovation.

CHI St. Luke’s Health Baylor, Houston, TX

Multiple projects including a pharmacy, to bring

the existing hospital up to standards, build out of

80% of the facility.

Christus St. Frances Cabrini Hospital,

Alexandria, LA New construction of a 180,000 SF

Women and Children’s Services and Emergency

Department.

Women’s Hospital, Baton Rouge, LA New

600,000 SF, multi-story with 225 adult and 92

NICU beds; Labor & delivery area with 35 labor &

delivery rooms, pharmacy, six operating rooms,

ten operating room suites with related endoscopic,

radiographic, pre-op and PACU accommodations.

Ambulatory and diagnostic building adjacent

to hospital; mechanical plant with utility

infrastructure and parking deck were provided.

Our Lady of the Lake Baton, Rouge, LA

Expansion of the heart and vascular surgery

department and emergency department to provide

the only Level 1 Trauma Unit in Baton Rouge

Seton Northwest Hospital, Austin, TX New

561,000 SF, 9-floor teaching hospital with 211

beds. Project includes 12 operating rooms,

laboratories, full kitchen and multiple ancillary

functions including pharmacies.

Texas Children’s Hospital Pediatric at Barker

Cypress, Cypress, TX Construction services for

build out of 9,622 SF lease space for pediatric

clinic.

St. Luke’s Episcopal Health System, Houston,

TX 1,190 SF renovation.

MD Anderson Radiation Physics, Houston, TX

Demolition and build back of a 17,500 SF lease

space.

Memorial Hermann Sugar Land Interventional

Suite Expansion, Sugar Land, TX 6,600 SF

expansion to accommodate two new Cardiac Cath

labs.

Texas Center for Infectious Disease Hospital,

San Antonio, TX New 95,000 SF, 75-bed hospital,

designed to provide Airborne Infectious Isolation

CHI St. Luke’s Health

Baylor

Christus St. Frances Cabrini Hospital

Woman & Children’s Services

Emergency Department

Woman’s Hospital

New Hospital

Our Lady of the Lake

Heart and Vascular Surgery Department


GREG KOMAR

SENIOR PROJECT MANAGER

13+

YEARS OF

EXPERIENCE

Welty hired Greg as a Project Manager for his effective communication, strong leadership

and smart decision making. His Project Management resume includes a wealth of

healthcare experience (9 years working directly on hospital campuses/facilities). In

addition to Project Management, Greg has experience as an Estimator providing quantity

takeoffs and project budgets. He brings these skills, along with innovative product

management techniques to every project he manages. Greg's HBDI test results are high

in the analytical and practical quadrants, with high results in factual, quantitative, critical,

UPMC

Presbyterian Hospital

EDUCATION

The Pennsylvania State University

BS Contracting and Construction

CERTIFICATIONS

LEED AP

OSHA 30 Hour Training

United Brotherhood of Carpenters

ICRA Training

PM/Quality Control Certified through

the AGC

ACE Mentor

UPMC Montefiore, Pittsburgh,

Pennsylvania

Operating Room Upgrades

40,000 SF $3.5 million

OR upgrades include procedural

modifications for equipment

standards and infrastructure

requirements.

UPMC Presbyterian Hospital Operating Rooms Addition and Renovation, Pittsburgh, Pennsylvania

40,000 SF $50 million renovation of 35 existing and 3 added operating rooms, OR reception, PACU

and corridors in UPMC’s level 1 trauma center. Hospital’s operations were required to be maintained

throughout the course of construction.

INNOVATION

LEADER

40

OPERATING

ROOMS



Women’s Center Renovation,

Canonsburg Hospital, Pittsburgh,

Pennsylvania

20,000 SF $1.5 million

Renovation of an existing hospital

exam room unit to a specialty

women’s center unit.

American Greetings

Headquarters, Westlake, Ohio

$125 million company headquarters

consisting of 2 buildings with

650,000 SF, pedestrian bridge,

courtyard and site parking lot.


Akron Children’s Hospital Considine Professional Building II 230,000 SF Addition to the 7-story

Building. The main entrance level houses a 30,000 SF Behavioral Health Unit that included a new waiting

area, exam center and interview rooms along with private staff office space, group therapy rooms, a day

room, conference rooms, private staff break area and public café. Midway through construction, the team

encountered behavioral health program and code updates resulting in required design changes. The team

successfully worked with Hasenstab to maintain the project schedule working through scenarios.

Cleveland Clinic

Lutheran Hospital


Welty is currently working with Bostwick Design Partnership,

Architects and Karpinski Engineering, MEPT Engineers on

Phase II involving upgrades to operating rooms 4, 5, 6, 7, the

conversion of the Cysto room to operating room, and the upgrading

of connecting corridors and sub-sterile rooms not previously

renovated in 2015. The project will be in 5 sub-phases,

working in one operating room at a time until complete.

SCOTT BRADY

LEAD SUPERINTENDENT

37+

YEARS OF

EXPERIENCE

A northeast Ohio native, Scott has been working in the construction industry since

1983. He is a proud member of the local Carpenter’s Union and he is ASHE trained. With

a variety of project experience which ranges from healthcare and religious facilities to

manufacturing and retail, Scott brings a breadth of knowledge to his Welty projects.

Scott's HBDI test results are high in the analytical and practical quadrants; factual,

rational, critical, organized, implementation, conceptualizing, and communicating.

Summa Health Systems

Barberton Hospital

Akron General Hospital

EDUCATION

The University of Akron -

Journeyman Carpenter

CERTIFICATIONS

ASHE Training: American Society for

Healthcare Engineering Infection

Control: Managing Risk During

Construction, Operation and

Maintenance of Facilities


• MRI Unit

• Barberton Hospital - MRI Unit

• Barberton Hospital - Physical Therapy Suite

• St. Thomas Hospital office renovation

• Wadsworth Rittman Hospital - Atrium build-out

Akron General Hospital

Sleep Disorder Clinic, Birthing Unit, Blood Lab

Medina General Hospital

Addition

Akron Clinic

Offices, exam rooms



ASHE Healthcare

Rockynol Retirement Community

Rockynol Retirement Community

New 3-story assisted living facility.

53,000 SF includes 64 spacious

units. Other elements of the project

include a bank, beauty salon,

internet cafe, gift shop, kitchen,

resident’s laundry and wellness

rooms. Everything within the project

was ADA compliant.


7- story, 366,000 SF free-standing medical tower The building houses over 100 private Neonatal

Intensive Care Unit (NICU) rooms, an Emergency Department with more than twice the capacity of the

hospital’s existing ED, a High-Risk OB department (a new offering for ACH), and an Outpatient Surgery

Center boasting 7 full operating rooms. The building is connected to the existing hospital, as well as a

newly-constructed parking garage, via two pedestrian bridges. Part of this project included a Behavioral

Health Emergency Department, which provided 5 dedicated units for critical and interventional

Pro Football Hall of Fame Tom Benson Stadium New 23,000 seat stadium. The first phase of the

stadium project was completed in 2016 and encompassed new north stands and concourse, a stage

and a temporary field. Phase two included a new 3-story press tower, new south and west grandstands,

underground tunnels connecting to the Center for Excellence and a new permanent turf field, completed

for the enshrinement festivities in 2017. Phase two also included the addition of world-class hospitality

suites and loges, including Premium and Club-Level seating, a VIP Lounge, several luxury suites, West

End Zone Event Terraces and a Sky Level Terrace.


JAKE BELLINGER

STRUCTURAL SUPERINTENDENT

14+

YEARS OF

EXPERIENCE

Jake is an experience superintendent specializing in fast-paced, technical projects.

After earning his Bachelors of Science in Construction Management from Kent State

University, Jake joined Welty as a Project Engineer. Jake promotes a team environment

to stay ahead of and quickly resolve any issues that arise. He is a versatile and reliable

contributor in organizing and maintaining RFI, PR, PCO and other construction document

tracking systems. Jake efficiently schedules and coordinates contractors. Jake has firsthand

knowledge of the LEED process and the tracking and documentation necessary to

obtain certifications. He has previous work experience in and around Summa. Jake's

HBDI test results are high in the analytical and practical quadrants, with high results in

problem solving, technical, critical, implementation, planning, intuitive, and personable.

Profootball Hall of Fame

Tom Benson Stadium

EDUCATION

Kent State University

BS in Construction Management

PROFESSIONAL

AFFILIATIONS

LEED Green Associate

ICRA Certification

CERTIFICATIONS

OSHA 30 Certified

First Aid & CPR Certified

Offices at the East End

Pro Football Hall of Fame Tom Benson Stadium New 23,000 seat stadium. The first phase of

the stadium project was completed in 2016 and encompassed new north stands and concourse,

a stage and a temporary field. Phase two included a new 3-story press tower, new south and west

grandstands, underground tunnels connecting to the Center for Excellence and a new permanent turf

field, completed for the enshrinement festivities in 2017. Phase two also included the addition of worldclass

hospitality suites and loges, including Premium and Club-Level seating, a VIP Lounge, several

luxury suites, West End Zone Event Terraces and a Sky Level Terrace.

The Timken Company

Headquarters

Offices at The East End 1.6 million

SF mixed-use space that includes

high-end apartments, restaurants,

retail, and office space. Demolition

and renovation of the 65,300 square

feet of office space for tenant. The

new offices received a complete

upgrade in the infrastructure,

including roofing, windows, and

elevators. In the lobby there is a

7-story atrium, as well as restaurant

that includes a terrace for outdoor

dining. The space also includes a

5,000 square feet fitness area. A

new walking bridge was also added,

so that employees can easily cross

the street from the parking lot to

their new office.

The Timken Company New World Headquarters Renovation of 59,000 SF of existing space

and construction of a 159,000 SF addition. With the strategic use of the combination of systems

furnishings, open plan concepts, light harvesting, energy star environmental systems, and an

imaginative use of materials, the new Timken TEC Center aligns with the aesthetic sensibilities of the

next generation of industry innovators. These spaces are organized by “neighborhoods” which provide

for identity, order, and unity. The precincts are further organized by “benching stations” and “cubicles”

with areas for meetings within the district.

St. Luke Lutheran Community Assisted Living and Rehabilitation Center New 2-story, 41,000 SF

facility including 24 rehabilitative units and 19 assisted living units. Built around a Main Street concept

with a large therapy room, gift shop, spa, welcome center and sitting room.


JOHN SWEENEY

MEP PROJECT MANAGER/SUPERINTENDENT

11+

YEARS OF

EXPERIENCE

John is a resourceful construction professional with a variety of experience. He has

industry experience in a large variety of project types and roles, giving him the ability

to communicate across teams and streamline collaboration. John has Mechanical and

Data Systems experience in mission critical space with the proven ability to remain agile

and address challenges as they arise His well-developed leadership skills allow him to

effectively identify, mitigate and prevent risk and coordinate with subcontractors and

other trade partners. He has the ability to deliver projects on time and on budget with

a focus on specific owner requests per project. John's HBDI test results are high in the

practical, analytical and creative quadrants, with high results in detail, mathematical,

technical, planner, implementation, innovative, integration, and training.



EDUCATION

Youngstown State University -

Bachelor of Science in Construction

and Civil Engineering Technology

CERTIFICATIONS

US Army Corps of Engineers Project

Documentation Handling and

Compliance Control

$88M

OF

MANAGED

PROJECTS

Akron Children’s Hospital Considine Professional Building II 230,000 SF 7-story Professional

Building. The building design relocated the hospital’s ambulatory and sub-specialty practices, making

it possible for children and families to receive comprehensive care under one roof. Each floor boasts

a different theme, creating a cohesive layout and facilitates way-finding through the hospital. This

project was completed using ILPD. Energy modeling will be used with life cycle cost analysis to provide

predictions for total cost of ownership, which will in turn allow for system selection balancing between

Initial costs and long-term maintenance expenses.

Shenango Tertiary

Shenango Tertiary Filter

John was part of the team of US

Army Corps of Engineers that

analyzed the existing systems

and then designed and installed

a new pump and filtration system

as well as a new electronic

control system.

Confidential Client

$80M control center. The 57-acre project site was formerly undeveloped land in a suburban business

park. The 130,000 SF structure includes hardened Control Areas - containing the system controls,

operators, and critical infrastructure - non-hardened Support Areas - containing support staff, training

functions, amenities, and building services. Control Areas will provide Tier III redundancy and operate

independently from the Tier I infrastructure used in the Support Areas. Three separate electrical

feeders are supported by fully redundant uninterrupted power sources with battery plants and back-up

generators. Redundant chillers, pumps, and a cooling tower provide a level of infrastructure redundancy

not previously provided to the Client’s control centers.


BRIAN GISSINER

PRECONSTRUCTION MANAGER

12+

YEARS OF

EXPERIENCE

EDUCATION

University of Akron - BS in

Construction

Engineering Technology

AFFILIATIONS

Lean Construction Institute

Brian is an experienced leader in the development of GMP estimates as well as a

collaborative member of owner, designer, contractor teams. He has a wealth of

healthcare experience along with a record of accurate estimates. This goes hand in

hand with the high attention to detail that he brings to each project (shown by his

analytical and practical scores in his HBDI). His HBDI test results: financial, logical,

factual, sequential, critical, technical, detailed, organized, problem solver, planner,

and interpersonal. Attributes that have fostered his trusted relationships with local &

regional contractors, ensuring we get their best numbers. Brian is a thought leader on

proactive estimating.

Cleveland Clinic

Lutheran Hospital


Welty is currently working with Bostwick Design Partnership,

Architects and Karpinski Engineering, MEPT Engineers on

Phase II involving upgrades to operating rooms 4, 5, 6, 7, the

conversion of the Cysto room to operating room, and the upgrading

of connecting corridors and sub-sterile rooms not previously

renovated in 2015. The project will be in 5 sub-phases,

working in one operating room at a time until complete.



Infection

Control Risk


Park 1W Suite 330- 6,600 SF renovation



A2 Area & temporary training rooms


iR/MRI addition/renovation

6200 Unit renovation

7200 Unit renovation

1,930 SF Cath Lab renovation

Trinity Hospital Twin City

Build out and renovation of a 100+ year

old, 25-bed rural hospital. In less than

two weeks remedied more than 250 lifesafety

issues within the original centuryold

building, which was in danger of

closing. Addition of a sprinkler system

to a 30,000 SF section of the older

hospital, repairs to the fire protection

between the floors and updates to all

the life-safety mechanics within the

building.


Akron Children’s Hospital Considine Professional Building II 230,000 SF 7-story Professional

Building. The building design relocates of the hospital’s ambulatory and sub-specialty practices,

making it possible for children and families to receive comprehensive care under one roof. Each floor

boasts a different theme, creating a cohesive layout and facilitates way-finding through the hospital.

This project will be completed using ILPD. A 30,000 SF Behavioral Health Unit includes a new waiting

area, exam center and interview rooms along with private staff office space, group therapy rooms, a day

room, conference rooms, private staff break area and public café. Midway through construction, the

team encountered behavioral health program and code updates resulting in required design changes.

The team successfully worked with Hasenstab to maintain the project schedule.

Akron Children’s Hospital Intra-Operative MRI Conversion of two existing operating rooms into

a state-of-the-art room with an MRI that allows for real-time, image guided surgical navigation and

imaging for brain and spinal surgery. ACH was the first pediatric medical center in the country to

obtain this equipment. This project was completed early.

Akron Children’s Hospital Dental Program 5,600 SF Build-out located on the 3rd floor of the

Kay Jewelers Pavilion. Working with dental professionals, hospital administration, architects and

equipment suppliers to complete the entire build-out in 3 months.

6th floor NICU Build-Out 16,700 SF of inpatient care rooms used as overflow for the Neonatal

Intensive Care Unit. Project was completed below and next to an operating NICU. The project

was completed under budget and 2 months ahead of the original 6 month schedule utilizing Lean

Construction techniques and coordinating with an existing NICU staff.

KYLE FINCH

PROJECT CONTROLS & COST ACCOUNTING ENGINEER

8

YEARS OF

EXPERIENCE

Kyle started his construction career at Welty as a Project Engineer while studying

Construction Systems Management at The Ohio State University. He is a strong team

player that has gained valuable experience working on many of Welty’s iconic projects.

Kyle's HBDI test results are high in the analytical and practical quadrants, with high

results in logical, problem solving, critical, organized, planning, creative and training.


Tom Benson Stadium

EDUCATION

The Ohio State University

BS, Construction Systems

Management

CERTIFICATIONS

OSHA 30 Hour

The Ohio State University Vet MRI

Renovation of the spaces for the

Equine Center with MRI and UPS.

The project included full design for

the installation of an MRI, used on

Equine and small animals. The team

was able to successfully complete

the renovation construction work

within an occupied Veterinary

Hospital for MRI Shielding and

Equipment and support areas.

Spectrum Orthopedic Medical

Office Building

44,000-square-foot outpatient

medical office and surgery center.

The facility includes medical offices,

an MRI suite and a physical therapy

suite, as well as an outpatient

surgery center.

Pro Football Hall of Fame Tom Benson Stadium

New 23,000 seat stadium. The first phase of the stadium project was completed in 2016 and

encompassed new north stands and concourse, a stage and a temporary field. Phase two included

a new 3-story press tower, new south and west grandstands, underground tunnels connecting to the

Center for Excellence and a new permanent turf field, completed for the enshrinement festivities

in 2017. Phase two also included the addition of world-class hospitality suites and loges, including

Premium and Club-Level seating, a VIP Lounge, several luxury suites, West End Zone Event Terraces

and a Sky Level Terrace.

Goodyear Tire & Rubber Company World Headquarters

7-story, 639,000 SF facility including corporate offices, covered parking on the first level for 80 vehicles,

a fitness area, kitchen and cafe. There are also connecting structures linking it to the renovated

Innovation Center. Site work included a new courtyard plaza. The headquarters has obtained LEED GOLD

certification.

The Bowery District

Goodyear Tire & Rubber Company

Headquarters

The Bowery District 92 new apartments, with a mix of (7)

studio, (72) 1 bedroom, (13) 2 bedroom. The suites include

one and two bedrooms, as well as individual studio spaces.

The apartments themselves include a modern interior within

a historical shell. Large historical windows give views to the

surrounding city, along with other state-mandated historical

construction guidelines.


RYAN RUSCHAK

SCHEDULING & QUALITY CONTROL ENGINEER

4+

YEARS OF

EXPERIENCE

Ryan is a skilled and reliable QC Manager. His responsibilities include assisting

the project team with tracking invoices, submittals and processing construction

documents and correspondence. Ryan will work closely with the team to ensure the

process meets the quality and expectations of Summa. Ryan's HBDI test results are

high in the analytical and practical quadrants, with high results in quantitative, rational,

analytical, critical, detailed, sequential, creative and communication.

Union Hospital

EDUCATION

The University of Akron

BS - Construction Engineering

Technology

CERTIFICATIONS

OSHA 30-Hour

Construction Safety and Health

Union Hospital Healthplex renovation 10,000 SF roof replacement (Cancer Center), 2800 sf of

abatement with new flooring and HVAC controls upgrade (Physical Therapy Center), siding, soffit,

roof replacement on 20,00 SF (accounting building).

Offices at the East End


Youth Fields

Pro Football Hall of Fame Youth

Sports Complex

The Youth Sports Complex at the

Hall of Fame includes the following

features:

Offices at The East End, Akron, OH 65,000 SF office space, infrastructure and life safety upgrades

throughout the entire building (1.3 million SF). Roofing was patched and replaced as needed. Two new

7-story elevators, new window in the renovated floors, 20,000 SF lobby/bar/restaurant and 5,000 SF

fitness center.

The Bowery District

•8 multi-purpose, lighted fields

•Technology and video equipment

•Football sized concourse area

•Championship field with 3,000 seats

The Bowery District 92 new apartments, with a mix of one and two bedrooms suites as well as

individual studio spaces. It was a complete historical renovation with extensive structural repairs,

retrofitted elevators, fitness center, commercial shell space, between a combination of five buildings.

The apartments themselves include a modern interior within a historical shell. Large historical

windows give views to the surrounding city. The interior includes luxury finishes combining quartz

counter tops, soft close cabinets, stainless steel appliances and various porcelain tiles.

BUILD TO LAST. 26

NEALE WHITEHEAD

VIRTUAL DESIGN MANAGER

10+

YEARS OF

EXPERIENCE

Neale brings a wide range of expertise in Building Information Modeling processes

including preconstruction, site planning, phasing, construction, MEP Coordination and

facilities management. He is committed to bringing innovation to every project with

practical use of technology, aimed at facilitating collaboration and communicating

information effectively among project stakeholders. Neale has a well balanced HBDI

with high results in the practical, and creative quadrants; detail, mathematical, technical,

quantitative, controller, implementation, simultaneous, imaginative, and communicating.



EDUCATION

Kent State University

BS in Construction Management

CERTIFICATIONS

FAA Certified Drone Pilot

OSHA 30 Hour

Trained FARO Laser Scanning

Confidential Client

BIM SPECIFICS

1,572

MERGED MODEL

UPDATES SINCE

PROJECT KICKOFF

$5,250,000

$5,000,000

$4,750,000

$4,500,000

$4,250,000

$4,000,000

$3,750,000

$3,500,000

$3,250,000

$3,000,000

$2,750,000

$2,500,000

Target Value Management - Gorman-Lavelle Cost Tracking - CPB II (M-14098)

9/13/18

Welty Market Study Estimate = 5,020,825

Gorman-Lavelle Validation Estimate (6/2/16) = 5,072,429

Gorman-Lavelle Estimate (8/11/16) = 4,259,814

Gorman-Lavelle DD Estimate (9/8/16) = 4,015,555

Target Cost = 3,874,100

Current Gap to Target = (846,745)

Current Gorman-Lavelle Estimate (9/13/18) = 3,027,355

Akron Children’s Hospital Considine II

Professional Building Addition 230,000

SF addition to the 7-story Professional

Building. The building design relocated

of the hospital’s ambulatory and subspecialty

practices, making it possible

for children and families to receive

comprehensive care under one roof. This

project was completed using ILPD. The

chart to the left displays the $676,945

savings contributed to the MEP

Coordination and our LEAN practices.

56

AVERAGE UPDATES

PER WEEK

126,812

COMPONENTS IN

THE MODEL

3,256

14,342

44,396

HANGARS IN THE

MODEL

CLASHES DETECTED

FEET OF MODELED

UNDERGROUND

CONDUIT

Confidential Client

$80M control center. The success of this project can largely be attributed to using BIM to engineer the project up front. Every department

utilized the BIM process and 16 different trades bought into the process. The Laser scanner was used for quality assurance and identified

problems a year before they would have been uncovered in the field. 3D Laser Scanning captures data quickly and safely. Laser scanning

is a non-contact measurement tool (i.e scan from a safe distance or location) and is a powerful tool for solving complex challenges; such as

above-ceiling Mechanical, Electrical and Plumbing (MEP) features in hospitals where it is necessary to maintain negative airflow or interstitial

spaces that are congested with limited access. Above ceiling cans can be used to locate MEP and identify all electrical lines and duct work for

coordination prior to starting field work.


MEGHAN LEIBOLD

DIVERSITY COORDINATOR

14+

YEARS OF

EXPERIENCE

Meghan serves as the diversity compliance manager. In this role her responsibility is to

engage and lead project leadership to achieve established project goals and requirements.

She spearheads mentoring and training opportunities that prepare and support

businesses to perform work with Welty. Megan works strategically with project teams

and local partners to develop the performance and capabilities of small, local and diverse

subcontractors. She plans and leads outreach efforts and educational programs to target

opportunities for community participation in projects. Meghan has a totally balanced

HBDI test, with high results in detailed communication, planning, analytic, problem solving,

organized, implementation, logical, integration, intuitive, training and personable.

DIVERSITY PROJECTS PROJECT GOAL WELTY GOAL ATTAINED

Pro Football Hall of Fame Car Park 10% 36%

EDUCATION

BA, Marketing, University of Dayton

CERTIFICATIONS:

Lean Construction Management

First Energy 8% 19%

Cleveland Athletic Club 30% 30%

Villa San Bernardo 10% 27%

Woodridge Local Schools 10% 20%

Stark State College 10% 11%

PROFESSIONAL

AFFILIATIONS

YWCA, Quest Leadership Program


Bakers for Builders

Akron Children’s Hospital Considine II Meghan tracks workforce hours versus procurement goals

set forth by the owner. She works hand in hand with the owner to develop and maintain an outreach

program targeting diverse businesses and identifies as many potential bidders as possible. She tailors

the bid package plan and the procurement of general condition items to maximize diverse and local

participation.

Cleveland Athletic Club Welty Building Company

was the CM@R for the redevelopment of the historic

Cleveland Athletic Club. Welty developed a Project

Specific Community Outreach Plan to further

strengthen the local communities. This plan included

strategies to develop a diverse local workforce on

the project and provide for opportunities for Minority

Owned, Women Owned and Veteran Owned Business

Enterprises.

Cleveland Athletic Club



29 Welty Building Company Summa Health Center, Lake Medina

E. MANAGEMENT

SYSTEMS

Describe the record keeping, reporting, monitoring and other

information management systems that you would propose to use

for the Project. Describe the scheduling and cost control systems

you would propose to use for the Project.

PRE-CONSTRUCTION / ESTIMATING

Once the owners’ needs and building requirements are

identified, our pre-construction team begins planning

and “building the job on paper.” By working with the

client and architect/engineer in the early stages of

project development, the greatest opportunities for cost

and quality control can be realized. In this phase, we:

• Establish the project requirements/goals

• Create a master development schedule

• Provide an estimate and budget analysis

• Perform first cost vs. life cycle analysis

• Complete cost analysis studies for alternative

building systems

• Constructability reviews

• Develop cost saving alternates

• Material real time analysis

• Vendor prequalification

• Community outreach

• Preconstruction phase building information

modeling

CONSTRUCTION - RECORD KEEPING, REPORTING &

MONITORING THE PROCESS

Our team effectively utilizes the latest document

management tools, and cloud-based project

management softwares. These tools include Procore and

Bluebeam that enhance online collaboration, increase

the pace of communication, and reduce costs.

Scheduling with Primavera P6

Documenting cost control is a continuous process that

is maintained by the project staff on a daily basis. Using

Primavera P6 software for the development of project

schedules, we can schedule all functions for this project

in-house. Scheduling will be performed by our dedicated

scheduler. Our personnel are trained and experienced in

the use of the Critical Path Method (CPM) of scheduling.

This allows for “what-if” type scheduling and efficiency

in the early stages of the project, and will provide

informed decisions when fast tracking is needed.

Last Planner System

TAKT Planning

Pull Planning

Last Planner System & Lean Scheduling

The Last Planner System is a scheduling tool we use,

and includes:

• Reliable Promises: The team is taught the value

of a reliable promise, one that is informed by a

complete understanding of what is necessary in

order to commit to completing the task.

• Living Last Planner: Rather than simply utilize

the software-based LPS, we create a system of

color-coded sticky notes so that the Last Planners

can truly interact with each other and make

responsible commitments. Where necessary, we

use day-by-day drawing color-ups to augment this

understanding.

• Trade Partner LPS: Each trade partner also

conducts their own Last Planner internal to their

operations. This enables their last planner to make

reliable promises during the Project Last Planner

meeting.

Accurate Estimates are only the beginning for effective

cost control throughout the project. We will ensure that


E. MANAGEMENT SYSTEMS

the GMP will not be exceeded. We will utilize our inhouse

team of experts to help control:

Cost Control Systems

We will utilize our ProCore software

to track RFI’s and change directives

in order to accurately account

for all the transactions during

construction.

Monthly Reporting

Our team continuously reviews all

costs to date, potential changes and

forecasted cost to complete. Once

the GMP is established, each line

item of the GMP is recorded and

tracked on a line-by-line basis. As

actual costs are known, each line

item is adjusted to reflect actual

buy-out and the entire schedule

of costs is leveled. Once buy-out

is complete, all costs are tracked

relative to the buy-out/contract

value.

Schedule

One of the best and most efficient

cost control measures in any project

is compliance with the schedule

milestone dates.

Quality

By adhering to the contract

documents, subcontractors are

restricted to performing any work

that will later be removed and

inadvertently cause delays or additional cost to the

project.

Daily Trade Monitoring

Our field superintendents constantly monitor the

activities of our trade partners. This enables our team to

identify potential issues before they become a problem.

Contingency Management

Welty continuously monitors the contingency portion

of project. We will suggest alternative methods/

approaches to ensure that we conserve this fund and do

not exceed the budget.

COST CONTROL DURING

PRE-CONSTRUCTION

Welty has an experienced

team of professionals that will

manage the costs throughout

the life of this project. Our

estimating teams include

architectural, mechanical

and electrical expertise.

Providing estimates in

real-time as documents are

developed reduces the value

management time usually

performed at the end of each

stage of design. Estimates are

supported by a combination

of on screen take-offs and a

proprietary system developed

through the use of Microsoft

Excel.

FIRST COST & TOTAL

OPERATION COST

Our focus is to

minimize first cost and

total operating cost.

Identifying the priorities

of any project helps the

whole team understand

where its efforts should

be geared so that no

time or resources are

wasted in the pursuit

of creating an optimal

building. Function

analysis helps all

stakeholders map out

these priorities, identify

the relationships

between them, and

separate the needs

versus the wants.


Kay Jewelers Pavilion Pull Planning


F. LOCAL/MBE/FBE

PARTICIPATION

Provide information on the extent to which the firm has been

successful in recent projects at creating meaningful participation

opportunities for local, small, minority and/or female business

enterprises. Provide references from such enterprises with project

names, contact names, phone numbers, and email addresses.

Identify proposed strategies by which the firm will use best efforts

to achieve and exceed participation goals.

Trade Partner Diversity Event

COMMUNITY PARTICIPATION

OUR TEAM WILL DEPLOY A VARIETY OF RESOURCES

TOWARDS ACHIEVING THE HIGHEST LEVELS OF EDGE

PARTICIPATION ON THIS PROJECT. OUR TEAM IS

COMMITTED TO EXCEEDING THE 10% PARTICIPATION GOAL

FOR THIS PROJECT.

Welty shares your commitment to inclusion by pledging

to maximize the participation of diverse businesses

through subcontracts. We commit to developing a

plan to find every opportunity possible to maximize

community involvement through engaging qualified

local, small and minority owned firms.

PROPOSED STRATEGIES TO REACH MAXIMUM

COMMUNITY PARTICIPATION

1. Establish Goals:

We will develop a plan with Summa Health that includes

goals for M/W/SBE spend and workforce participation.

These goals will be clearly stated during the bidding

and award period, and we will continually monitor

performance to verify the goals are being met or

exceeded.

2. Develop Interest:

The project team will identify eligible companies by

hosting outreach events to educate the M/W/SBE

subcontractor community about the project and to

ensure their involvement. These events will allow M/W/

SBE subcontractors to network and foster relationships

with other M/W/SBE companies as well as majority

companies.

3. Provide Opportunities:

Our bid package strategy will provide opportunities

for M/W/SBE firms to participate in the project, either

as first tier or second tier subcontractors. Welty has

extensive knowledge of the northeast Ohio M/W/SBE

subcontractor community. This knowledge includes

understanding the capacity and capabilities of each of

these local subcontractors.

4. Remove Barriers:

A Subguard program provides the subcontractors

with a bonding alternative to M/W/SBE subs, thereby

providing protection to Summa Health while providing


F. LOCAL/MBE/FBE

opportunities for those smaller subs to bid work that

they may not otherwise have been able.

5. Provide Support:

Our goal is to have each of the M/W/SBE firms to be

involved in the project in a way that is positive for both

them and Summa Health.

6. Verify and Document:

We will audit subcontractors to ensure their

certifications are in place and to confirm their M/W/SBE

spend. We will track workforce diversity for participation

by minorities, women, low income residents, and local

residents. We will report the actual performance vs.

goals on a regular basis.

COMMUNITY PARTICIPATION SUCCESSES

Both of our firms are proud of our experience in

engaging the community in our construction projects,

and here are some examples:

WELTY’S RECENT MINORITY

PARTICIPATION ACHIEVEMENTS

35%

• Project Goal

• Minority Participation

20%

Aloft Hotel

REFERENCES

10% 10%

• FOR WELTY:

21%

Fairfield Medical

Center

Ariel Aber

Global Asset Manager,

AmTrust Realty

Projects: Amtrust

Realty, 800 Superior,

National General

Insurance

212.619.6919

aaber@amtrustre.

com

30%

Huntington

Fitness

Center

40%

30%

Huntington Bank

Stephanie Phillibert

Economic Development

Specialist,

City of Cleveland

Projects: Flats East Bank

Development Projects

216.664.3627

sphillibert@city.cleveland.

oh.us

Diversity & Inclusion Approach

DIVERSITY GOALS - Because Diversity Goals or Requirements are often a high priority for our clients, we have developed several strategies that

have enabled our success:

DEVELOP

IDENTIFY

CREATE

TRACK

ENGAGE

• Develop a plan

for reaching (at

a minimum) the

established goals.

• Identify all regional

companies that

satisfy the diversity

requirements.

• Create a plan to ensure

inclusion for Trade Partner

categories, including,

but not limited to: bid

packaging; “Outreach

Meetings”; flyers;

advertisements; press

releases.

• Track actual results vs.

diversity goals throughout

the life of the project

and make adjustments

as necessary.

• Engage our diversity

consultant to

assist with meeting

diversity goals.


G. INSURANCE

Provide a copy of the firm's certificate of insurance showing the

current limits of liability for commercial general liability, employer's

liability, business automobile liability and professional

liability.

Please find evidence of the insurance certificate for

Welty Building Company in the following pages.


G. INSURANCE

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES

BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED

REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on

this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

CONTACT

PRODUCER

Sharon Zuk

NAME:

The Fedeli Group

PHONE

FAX

(A/C, No, Ext): (216) 643-2757 457 (A/C, No): (216) 328-8081

5005 Rockside Road, Fifth Floor

E-MAIL

Independence, OH 44131

ADDRESS: szuk@thefedeligroup.com

INSURER A :

INSURED INSURER B :

Welty Building Company, Ltd.

3421 Ridgewood Road, Ste. 200

Fairlawn, OH 44333

UMBRELLA LIAB

EXCESS LIAB

INSURER C :

INSURER D :

INSURER E :

INSURER F :

MED EXP (Any one person) $

PERSONAL & ADV INJURY $

OTHER: $

AUTOMOBILE LIABILITY

COMBINED SINGLE LIMIT

(Ea accident)

$

X ANY AUTO BUA6045600060 01/01/2020 01/01/2021 BODILY INJURY (Per person) $

OWNED

SCHEDULED

AUTOS ONLY AUTOS

BODILY INJURY (Per accident) $

X HIRED NON-OWNED

AUTOS ONLY

X

AUTOS ONLY

PROPERTY DAMAGE

(Per accident)

$

DED RETENTION $

OCCUR

CLAIMS-MADE

INSURER(S) AFFORDING COVERAGE NAIC #

COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD

INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS

CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS,

EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.

INSR

ADDL SUBR

POLICY EFF POLICY EXP

LTR

TYPE OF INSURANCE

INSD WVD

POLICY NUMBER

(MM/DD/YYYY) (MM/DD/YYYY)

LIMITS

A X COMMERCIAL GENERAL LIABILITY

1,000,000

EACH OCCURRENCE $

CLAIMS-MADE OCCUR

DAMAGE TO RENTED

X

X PMT6045600057 01/01/2020 01/01/2021 500,000

PREMISES (Ea occurrence) $

B

C

A

X

X

WORKERS COMPENSATION

AND EMPLOYERS' LIABILITY

Y / N

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OFFICER/MEMBER EXCLUDED?

N / A

(Mandatory in NH)

If yes, describe under

DESCRIPTION OF OPERATIONS below

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AGGREGATE $

10,000,000

GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $

POLICY X

PRO-

JECT LOC PRODUCTS - COMP/OP AGG $

$

PER

OTH-

STATUTE X ER

PMT6045600057 01/01/2020 01/01/2021 1,000,000

E.L. EACH ACCIDENT $

E.L. DISEASE - EA EMPLOYEE $

E.L. DISEASE - POLICY LIMIT

$

$

DATE (MM/DD/YYYY)

01/06/2020

20508

20443

35289

PD Ded $1,000 15,000

X

X

10,000

WELTBUI-01

Valley Forge Insurance Company

Continental Casualty Company

Continental Insurance Company

1,000,000

2,000,000

2,000,000

1,000,000

10,000,000

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SZUK

DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

3360 Investment, LLC is included as additional insured landlord with respects to 3360 Tremont Road, Suite 210, Upper Arlington, OH 43221. 30 Day Notice of

Cancellation applies.

CERTIFICATE HOLDER

3360 Investment, LLC

6233 Avery Road

Dublin, OH 43016

CANCELLATION

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN

ACCORDANCE WITH THE POLICY PROVISIONS.

AUTHORIZED REPRESENTATIVE

ACORD 25 (2016/03)

© 1988-2015 ACORD CORPORATION. All rights reserved.

The ACORD name and logo are registered marks of ACORD


36 Welty Building Company Profootball Hall of Fame Trade Partner Appreciation Lunch

H. SELF-PERFORMED

WORK

Indicate whether you intend to self-perform any work on the

Project through an acceptable competitive process and, if so, the

nature of the work and your capability to self-perform. All selfperforming

work will be at the Owner’s discretion and approval.

We will only look to self-perform when it is in the best

interest of the Summa Health and the project.

Welty does not typically self-perform any trade work,

allowing for the competitive bidding of all construction trade

work. However, Welty has a highly skilled and capable team

that could self-perform key areas of scope on the project.

However, we will only look to self-perform when it is in the

best interest of Summa and the project. Upon evaluation of

current market conditions, and all diversity opportunities, we

would look at the option to self-perform the following scopes

of work:

General Labor

Rough and Finish

Carpentry

When evaluating which scopes of work our team would

venture to perform, our goal is to make sure the project

is delivered in the most effective manner possible. This

includes evaluating what is best for the project from a quality,

schedule, safety and cost perspective. If we pursue any selfperform

scopes of work, we would submit our own, sealed bid

24-hours ahead of the final bid deadline.


38 Welty Building Company Akron Children's Hospital, Considine II

I. DESIGN-ASSIST

The project anticipates utilizing Design Assist contractors during

the preconstruction phase of the project.

DESIGN-ASSIST COLLABORATION STRATEGIES

If Summa were to decide to use a “design assist”

process, we would serve Summa and the design team in

a number of ways.

In conjunction with the consultants, subcontractors and

suppliers, we will:

• Identify “gaps” in the scope that may not be clearly

defined

• Provide suggestions on alternate materials

• Review all systems for compatibility and

constructibility

• Offer suggestions on equipment providers

• Provide real-time continuous budget validation

Welty will provide the Project Team with timely, accurate,

and detailed information to help inform and guide the

design of the facility to maximize the dollars available.

As we would transition from the Design-Assist process

into construction, our team will ensure that Summa

and the design team will continue to engage in Lean

processes, such as the pull planning process.

The project team will collaboratively develop a project

production plan, based on the agreed upon milestone

schedule from the Design-Assist process. The project

team will work together to drill down in more detail and

define the phasing plan, the six-week lookahead and

the weekly work plan. During this process, the team

will work to identify which activities release work to the

next trade, determine activities that can be completed

concurrently or later in the process, and identify

potential constraints. Welty will continue to provide cost

estimates in real time to ensure that we are meeting our

target cost.

I. DESIGN ASSIST CONTRACTORS

Design assist contracting is a collaborative approach

to bring owners, design professionals, construction

managers, and specialty contractors together into a

value oriented team earlier in the construction process.

When done correctly, the design-assist strategy

• Economizes the design

• Maximizes the opportunity for prefabrication

• Increases project quality by building in a

manufacturing environment rather than a

healthcare site

• Reduces waste

• Reduces project costs

so that Owner's can return that capital to other budgets

or make greater impact by building more with the same

budget. The major process advantage to design-assist is

in “detailing integration.”


SECTION 1

The design-assist process involves the engagement

of specialty subcontractors to support the designer

of record throughout the design phase of the project.

The designassist subcontractors will support with

developing design solutions that comply with

the owner’s program requirements and our cost

assumptions/limitations, identify and resolve building

code issues, provide constructability input and

performing related reviews, and provide other input as

required. The objective of the design-assist process is to

minimize design and constructability related issues prior

to construction, thus maximizing the overall value, speed

of construction, and quality of the project. We have great

success engaging mechanical, plumbing, electrical and

technology subcontractors in a design-assist role and

welcome this opportunity for your project.

Welty will evaluate and recommend design-assist

procurement from specific trades that can provide the

most benefit to Summa Health and the Hasenstab/

Perspectus team; which we would do collaboratively as a

team after evaluating the programming and conceptual

documents. Based upon our preliminary understanding

of the project, the trades that we would recommend to

involve in a design-assist relationship are: foundation,

structure (concrete and/or steel), façade, interior

drywall and ceilings, HVAC, electrical, plumbing, fire

protection, and technology.

II. ONBOARDING PROCESS

The selection process that we use to onboard

design assist subcontractors is customized to fit the

requirements of each project and to align with the

expectations of the Owner, Design Team and Welty. That

said, the core of our process is always centered around

the following four steps that have a proven track record

of success:

1. Prequalification list: In order to create a

competitive and accountable design-assist

subcontractor selection, we would first establish a

prequalified list of potential contractors for review

and approval by Summa Health. As part of the

prequalification process, we would personally visit

each of the trade partners for a face-to-face meeting

to gauge their interest in becoming a member of

the team. If it is determined that the trade partner

is interested in becoming a member of the team

they would be asked to complete our standard

prequalification statement.

2. Contractor GMP: We would request each

prequalified contractor to provide a cost for

preconstruction services as well as an early GMP or

IGMP (Initial Guaranteed Maximum Price) for their

scope of work.

3. Accountability Scorecard: We would also develop

a specific criteria (scorecard) which each DA firm

would be evaluated against. This evaluation would be

made of the short-listed firms who would be invited

to an interview/presentation where they would have

the opportunity to have their team describe how

they plan on managing the project.

The existing team prepares for the interview process

by completing the framework for the Choosing By

Advantages (CBA) analysis. The CBA framework

serves as a guide for evaluating proposals and

interviews. A set of factors and criterion are

developed that represent the Value Added aspects

that the team has identified as being important for

the portion of work being considered. The specific

attributes provided by each potential member are

evaluated and the advantage of each is analyzed.

Cost information is then factored in to each of the

choices and graphed to show the overall outcome. In

the end, all decisions are based on which selection

offers the greatest advantage to the project and

a selection is made. The selection process helps

eliminate any bias that may exist to ensure that the

best candidate is chosen."

4. A3: After the interviews have been completed and

the CBA finalized, an A3 report is prepared which

summarizes the decision making process in a

single document. In addition, we would inform them

of the target budget amount that we would expect

them to deliver once the project was at 100%

Construction Documents.

Competitive Pricing

Price is a consideration in determining which trade

partners to select; however, it is not the only factor that

needs to be considered. Based on the use of our unique

cost-modeling process, we will be able to produce a

highly reliable cost estimate for a project based on the

operational program. We will then validate this cost

against other projects within a region that have recently

been completed as well as similar projects from across

the country after adjusting for program, geographical

differences and time. The result will show us where our

estimate for a facility is when benchmarked against

current market pricing. We will then set our target cost

for the project at a point below the benchmark price


I. DESIGN-ASSIST

that will represent the highest project performance.

When requesting quotations for each of the trade

partners, we will request that they prepare a budget

for the proposed scope of the work under their control.

These budgets will be non-binding but they will give us

a good idea of how each of the trade partners will be

approaching their work will give us an indication of how

they will manage their costs. These budgets will then be

compared against our Target Cost Model for accuracy

and reliability.

We will also be requesting a detailed breakdown for

each trade partner’ s overhead and profit structure.

There is an abundance of statistical data available in

the marketplace that allows us to accurately determine

what a reasonable rate is. Our approach is to structure

the commercial terms for each trade partner so that

below average performance yields below average

returns and above average performance will yield above

average returns.

complete to enable the Design Architect contractors to

provide meaningful ideas much sooner to the design

team and before or during early development of the

design documents. This would provide enhanced service

to the client and enable the architect/engineer design

team to evaluate early value management ideas which

could equate to significant cost savings to the project,

without needing to redraw the documents.

VI. PLAN FOR DIS-ENGAGEMENT SHOULD THE

DESIGN ASSIST CONTRACTOR NOT MEET THEIR

COMMITMENTS

If Design Architect contractors fail to achieve the target

budget without satisfactory reasons, then they will

not be awarded the construction work; Summa Health

and Welty would then competitively bid the work. This

process drives value while maintaining a competitive

atmosphere.

III. PROCESS

After selection, since the trade partners will be working

on an open-book estimating and cost recovery model

with a guaranteed maximum price, our Target Value

Design process will allow transparency at a detailed level

into their pricing. By continuously comparing estimates

with benchmarks and assumptions, and driving toward

competent target costs, we are able to assure that the

proposed pricing is fair and reasonable.

IV. CONTRACTUAL COMMITMENTS OF DESIGN

ASSIST CONTRACTORS

Early Continuous Involvement of Audit

It is both prudent and wise to engage the auditors early

in the project. Once it is understood by both the CM

and Design Architects contractors on what and how

the auditors want to see as documentation of costs, it

allows the CM and Design Architects to prepare that

documentation early on and continue to maintain that

documentation throughout the project. This will enable

us to be more efficient in providing information that the

auditors require at the project conclusion.

Benefits of Design-Assist:

Honor the Owner’s Design Intent and

Support the Vision

Anticipate High-Impact Project Challenges

Accelerate Resolution of Complex Problems

Minimize Cost Escalations and Schedule Delays

V. TIMING OF DESIGN ASSIST COST COMMITMENTS

We would recommend this procurement process

begin as early as when the schematics are 50% - 75%

Deliver Constructable, Cost-Effective Solutions


42 42 Welty Welty Building Company Akron Children's Hospital, Considine II

J. PROJECT SPECIFIC

EVALUATION

Provide a description of how the Project will be managed and

administered. Describe any tools, systems, or processes that will

be used to control costs, eliminate waste, manage schedule and

logistics, review constructibility, and quality control, minimize

contingency usage, encourage communication and monitor

progress.

I. CM + OWNER + ARCHITECT COOPERATION

Daily/Weekly Monitoring of Site/Office Activities

We use two week and six week look-ahead schedules

to organize and plan work in the field and in the

office. During weekly meetings with appropriate

representatives, Welty will update and revise the

lookahead schedules, work out coordination and

logistics concerns, replot the look-aheads, and issue

the revised schedules to the Project Team. This allows

the project to be re-evaluated and activities adjusted as

needed with minimal impact on cost or schedules.

Daily Huddles + Stretch & Flex

The tradespeople begin each day on our sites by

conducting a 15-minute huddle as a team. The

Superintendent uses this time to recognize certain

exemplary safe behaviors or other actions, and to

talk about specific challenges that the site may be

experiencing. The Superintendent uses these meetings

to communicate any issues to the proper parties

through the necessary channels.

Stretch & Flex: A facilitated session to prepare workers

for the day and prevent deep-tissue injuries. ALL

personnel on the site gather for 15 minutes to stretch

and discuss certain exemplary safe behaviors or other

actions, and talk about specific challenges that the site

may be experiencing.

Decision Management

With our automated document management system,

Procore®, we are empowered to provide a real-time,

proactive approach to obtaining decisions and approvals

as they are required to facilitate the Project’s sequence

and schedule. This automated system will alert Summa

and/or the Project Team if a document requires action to

keep from affecting the project budget or schedule.

Conduct weekly Owner/Architect/Contractor

meetings and Weekly Update meetings to

communicate with the project team.

Utilize a Request for Information (RFI)

form to log and monitor changes.

Receive feedback on difficulties that

construction is causing, and brainstorm

ways to mitigate the impact on operations.


SECTION 1

Reports are generated at various levels and time frames.

Field Reports occur on a daily basis to ensure that the

affected parties understand the issues discussed and

decisions made. Detailed project meetings are held on a

weekly basis and result in a report being circulated to all

parties. On the highest level, the Monthly Management

Report is generated after each monthly cycle.

II. SUBCONTRACTOR BID PACKAGES

Bid packages will be developed collaboratively between

the Pre-Construction Manager, Project Manager &

Superintendents as documents and specifications are

made available at the release of the Design Development

documents, 80% Construction Documents & 100%

Construction Documents. Once bids have been

received, Welty will document and compare all bids in

detail. These results will be shared with Summa & the

design team for initial review. Detailed scope review

meetings will then be scheduled with the low two or

three contractors for each package. Summa and the

design team are encouraged to participate in these.

After bids are leveled, a recommendation to award

will be made for Summa’s approval based on cost,

availability of labor, ability to meet milestone dates &

other project specific factors.

Bid Package Strategy

PROACTIVE PROCUREMENT - Our approach is based upon the ultimate

goal of obtaining the best possible pricing from the most qualified

trade contractors and can be realized strictly adhering to the

process outlined below.

1. Determine

Project

Requirements

2. Analyze

Local

Market

3. Structure

Bid

Packages

Bid Packages Phase 1 Buyout

Based on 50% Construction Documents

1. Demolition

2. Site Excavation & Utilities

3. Foundations

4. Structural Steel

5. Long Lead Items


Based on 80% Construction Documents (Core &

Shell)

1. Stair & Elevator Shaft Construction

2. Misc. Metals Package

3. Roofing

4. Waterproofing

5. Exterior Framing

6. Exterior Finishes

7. Elevator

8. HVAC

9. Plumbing

10. Fire Protection

11. Electrical

12. Communications


Based on 100% Construction Documents

1. Millwork

2. Carpentry

3. Doors, Frames & Hardware

4. Interior Finishes

5. Division 10 Specialties

6. Landscaping & Irrigation

7. Asphalt Paving

8. Site Concrete

4. Pre-qualify

Contractors

5. Develop

Scopes of

Work

6. Bid Project

Welty has transparent competitive

bidding to keep the budget and the

schedule on track.


J. PROJECT SPECIFIC EVALUATION

III. SCHEDULE/ PROCUREMENT DIFFICULTIES

Every construction project has different external factors

that often make the material and equipment procurement

a concern after bidding is complete. For the Behavioral

Health Facility, we plan to implement basic procedures and

fundamentals to maintain a smooth flow of procurement to

aid all parties in successful completion of getting materials

submitted, approved and delivered just in time to be put

into place. Communication of schedule milestone goals and

dates can limit difficulties for procurement, but or upfront

communication and bonding between the designers and

construction manager will help mitigate this.

We believe that procurement strategies should be

broken down and tracked by project engineers and field

superintendents collaboratively with input from the

subcontractors. Typical healthcare projects can be broken

down into phases and work structure to help aid in material

tracking. The similarity of work flow and materials required

for this project will help to stream line the process.

Below is a breakdown for focusing efforts on submittals at

various stages of a project’s schedule:

• Site development

• Building structure

• Building envelope

• Mechanical equipment

• Electrical equipment

Typically, each phase has materials that need to be procured

to allow for a project schedule so that work can be put in

place as the building develops. Typical schedule workflow

progresses along the following path:

• Site work

• Structure

• Envelope/enclosure

• Interior partitions and

overhead rough-in

• Plumbing equipment

• Specialty equipment

• Interior finishes

• Final site development

• Interior finishes and

equipment

• Final site development

By using material procurement logs and submittal reporting,

items can be focused in and tracked for timely approvals and

release for delivery. Weekly updates for review allow the team

to plan weeks and months ahead by focusing on fabrication

and delivery time frames needed by subcontractors and their

supplier’s manufacturers.

40

HOSPITAL CAMPUSES

IN THE LAST TEN YEARS

IV. UNIQUE CHALLENGES

Challenge: Maintaining standard daily

operations during all phases of construction

without interruption

Strategy: 1) Focus on Infectious Control

planning in close coordination with the

hospital's director and leadership teams.

2) Work can be difficult to accomplish in

above corridors and ceilings in an active

environment - Our team will coordinate

a scaffold/tunnel system to work above

ceilings without effecting hospital operations.

Challenge: Manpower requirements

Strategy: We anticipate 200 to 250 workers

coming onto the jobsite daily. We will use

Welty's Mac Security System- all workers

will go through a site specific orientation and

receive a badge to work on the site.

Challenge: Behavior Health Project

Requirements

Strategy: The world of behavioral health is

constantly changing and updating, constant

communication with the design team will be

required.

Challenge: Minimizing unforeseen conditions

and maximizing new work efficiencies

Strategy: Understanding all existing

conditions through our Virtual 3D Scanning

capabilities and modeling all aspects

of construction for coordination and

prefabrication opportunities.

Challenge: Estimating and material

recommendations

Strategy: Starting in preconstruction we

will review the client’s requirements for the

project with the architect and engineers

to confirm all necessary scope is captured

in our initial in-house estimate. Welty’s

comprehensive cost database ensures that

estimates reflect the current construction

costs. We also use our extensive data base

of past and current projects to ensure our

pricing is accurate.

ON-SITE

PREFABRICATION


SECTION 1

IV. UNIQUE CHALLENGES

V. APPROACH

Challenge: Equipment Coordination

Strategy: Welty will work closely with the

designers to coordinate equipment and

infrastructure that will meet the hospital's

needs.

Challenge: Value Engineering and Budget

Strategy: Focus on cost savings approach

utilizing our Lean Building Science

principals to minimize waste during all

phases of the project.

Challenge: Longer lead time items

Strategy: To avoid delay, these items will

not follow the same supply chain as the

other materials or equipment. We will define

these items at the detailed design stage,

and we will conduct the bidding process in

parallel with the contracts.

Challenge: Tight site, limited staging areas

Strategy: We’ll need to schedule “just in

time deliveries” for protection of existing

buildings.

Challenge: Tie-in to existing infrastructure

Strategy: We’ll need to schedule “just in

time deliveries” for protection of existing

buildings. Close and constant coordination

with Summa staff.

Akron Children's Hospital, Considine II

We pride ourselves in the effort we take to ensure the

mission, vision and values of our clients are incorporated

into the planning and construction. You can be confident

in the fact that Welty will maximize the building

experience by focusing on the healthcare professional,

patient and visitor experience. The end result will be

state-of-the-art Behavioral Health Facility that will

facilitate patient wellness and stimulate healthcare

excellence.

Built-In Quality with TAKT Based Sequencing

Our BiQ process is a highly controlled sequence of

operations in which teams are organized to flow through

the project in the most efficient manner. The BiQ

process begins through the 3P process.

Lean 3P (Production, Preparation, Process) is an eventdriven

process for gathering, distilling and incorporating

specific considerations into a new building project.

During the 3P process of working with stakeholders to

clarify their expectations, and then testing them through

a series of full-scale mock-ups, the team gains a detailed

understanding of the expectations.

We embrace Summa's methodology and vision,

and most importantly, the principles behind it. We

consistently practice transparency, engagement,

communication, integrity, adaptability and

professionalism on a daily basis and these principles

are evident in our relationships and reputation. We have

incorporated the dates given in the RFP for manpower

required to staff the project for preconstruction,

construction and project closeout. We are committed

to being engaged collaboratively throughout design,

construction and closeout as shown in the schedule in

Appendix B. Welty will complete your project on time

and within budget, with the highest level of quality, and

the greatest amount of local participation from trades

and trade partners possible.

“ ”

Safety is our number one priority for all parties involved. Barricaded and clearly

marked walkways and entrances will be provided for every phase of construction.

Site specific safety plans will be compiled and terms withheld on site. Daily safety

assessments of tasks completed and reviewed. Weekly safety meetings will occur.

Welty’s Safety Manager will audit site safety to ensure compliance and assist as

needed. Site safety will exceed requirements set forth by OSHA.

~ Jake Bellinger, Superintendent, Welty Building Company


SECTION 1


V. LOGISTICS APPROACH



SECTION 1


V. LOGISTICS

Site Mobilization

Excavation



SECTION 1


Core Construction

Exterior Assembled



SECTION 1


Exterior Complete

Bridge Installation

Bridge Pre-Fabrication



SECTION 1


V. LOGISTICS



52 Welty Building Company 52 Welty Building Company Summa Health Akron | New Children's Behavioral Hospital Health Cardboard Facility Proposal Mock-ups 52

K. VALUE-ADDED

SERVICES

Provide any other relevant information that your firm believes

brings additional value to the project.

AT WELTY, WE’VE IMMERSED OURSELVES IN FINDING A BETTER WAY TO BUILD – A WAY THAT DRIVES OUT WASTE AND

INEFFICIENCY WHILE DRIVING UP QUALITY AND VALUE.

Welty has the unique ability to deliver on several valueadded

ideas to Summa Health, each of which may drive

savings in initial construction costs, as well as long term

life cycle costs of the facility.

A CULTURE OF LEAN

WELTY IS THE OHIO LEADER IN LEAN CONSTRUCTION. OUR

GOAL FOR EVERY PROJECT IS TO CONTINUALLY IMPROVE

OUR PROCESSES IN ORDER TO ELIMINATE WASTE SO WE

MAY PROVIDE OUR CLIENTS MORE VALUE.

Lean Process Analysis

Our specialty is LEAN construction. Lean is a model

for maximizing value by eliminating waste. Waste is

anything that does not provide benefit to purpose,

well-being, or the bottom line. Welty is improving

the construction experience through Lean Building

Science. Our Lean methods ensure open and honest

teamwork around a common vision.

They allow everyone working on the project to

collectively study a problem and explore solutions. Lean

Building Science focuses on eliminating redundancy

and waste at every step – to ensure faster project

completion, lower cost, reduced operating expenses,

and safer jobsites

Paper Dolls – a hands-on approach to facility layout and

planning. This process involves placing movable paper

cutouts of programmed spaces and/or equipment on a

blank outline plan of a new facility. The team members

start out with their focus on overall relationships of

spaces, and then dial in to the individual departments

or specialty areas. Prior to participating in these tasks,

we typically facilitate Lean exercises to help the team

members, especially those that are new to the process,

sharpen their mind on identifying waste in a process. We

have also used this approach with virtual color-coded

3D massing models that represent different pieces of

equipment, set them in a virtual plan room, and made

live adjustments during working meetings with our

focused teams.

Last Planner

System

TAKT

Planning

Pull

Planning

Game Tape

Analysis

“Just In Time”

Deliveries

Virtual Design in

Construction


SECTION 1

INNOVATIVE CONSTRUCTION

5D Building Information Modeling For Cost Control

Our team will utilize our in house expertise in Virtual

Design and Construction (VDC) / Building Information

Modeling (BIM) to

• Deliver cost saving

• Identify unforeseen conditions during the design

phase

• Build the project on paper prior to starting in the

field.

Utilizing this technology we have seen savings for our

clients in excess of 15%.

The stillshot above is from a video of the previous

“current state” of Welty’s project at Main Street

Gourmet. Through this study we were able to

identify key issues with their layout, and collaborate

with teams of facility specialists to create an

improved layout over the course of several

workshops and meetings. The end result was a 35%

reduction in transportation waste throughout their

entire operation.

We are able to generate models for estimating purposes

or format design models to benefit quantity takeoff

efforts. This ties right into our continuous estimating

practice. As the level of detail increases with the design,

so does the detail within the estimate. We are able to

create a baseline estimate using historical cost data

from similar projects locally, as well as our national

databases. Early stage estimating often utilized massing

Continuous Estimating

with 5D BIM Processes

and Life Cycle Costing

West Elevation

Foundation Wall - 12" Concrete 3868 SF 302 LF

Foundation Wall - 12" Concrete - Mechanical

Ventilation Well 524 SF

Brick wall - Insulated 7468 SF

Brick Parapet 642 SF

Louvered Wall - Penthouse 3102 SF

Curtainwall - Curved - Lower Levels 7740 SF

Curtainwall - Curved - Upper Levels 3940 SF

Curtainwall - Straight 3591 SF

Storefront 1039 SF

Inside Vestibule 352 SF

Punched Windows

8' wide x 8' tall 36 EA 2304 SF

4' wide x 8' tall 4 EA 128 SF

Sills - Punched Windows

8' wide 288 LF

4' wide 16 LF

Soldier Course Head - Punched Windows

8' wide 288 LF

4' wide 16 LF


K. VALUE-ADDED SERVICES

models to help our team understand building volumes

and rough quantities of materials. From here we can

develop a parameter based estimate, and explore the

impact of major system selection through options

analysis. Working with the model from the architect, we

are able to verify scope of building materials and export

quantities in a short time frame.

Other BIM techniques for this project may include:

• Constructability analysis

• Model-based quantity take-off

• Schedule visualization and optimization

• Construction coordination

• Fabrication/shop drawing production

• As built model

Life Cycle Costing

Early on in the design process, there is great value in

investigating the long term costs of a design in the array

of building system options available. Every project has

an initial budget goal. Our priority is to help the team

meet or exceed those goals, but also provide insight to

the maintenance and repair costs needed to keep the

building fully operational over the years.

Welty’s Facilities Service Group maintains a vast amount

of historical data from past completed projects to

help our team evaluate the operating costs of various

design options in new construction. These databases

also show maintenance and repair costs that allow the

team to investigate a wide variety of systems, along

with their long term cost impact before a system is

chosen. This data can be calibrated to suit the building

type and region to ensure relevance of system costing

information. Our reports can be customized by duration,

frequency of repairs and replacements.

With the wealth of data available, we are able to chart

out conceptual long-range projected costs and help our

team make design decisions that satisfy the budget

requirements and create the most sensible outlook for

facility maintenance.

Lean Schedule Management – 4D BIM Simulation

As part of our schedule planning and review process,

we utilize P6 to draft the schedule and Autodesk

Navisworks Timeliner to visually animate it. We typically

collaborate directly with the architect to optimize the

design model for these efforts, but we also have the

ability to create our own models in-house, if needed.

We initially program and further format the design

model to represent the various construction schedule

activities, and then link them with the P6 activities. As

the team reviews the schedule logic from the animation,

the virtual schedule can be adjusted to optimize the plan

with input from the trade partners. This software also

allows our team to track the actual activity dates against

the planned dates, visually capturing with color-coding

in the animation.

Prefabrication & Field BIM

The goal of an efficient construction coordination

process is to enable trade partners to prefabricate

more easily. Prefabrication helps to increase quality

and decrease man-hour and material waste, resulting in

increased productivity.

4D BIM Simulation


SECTION 1

On the Akron Children’s Hospital Kay Jewelers Pavilion Project (shown below), Welty collaborated with the trade

partners to develop a plan of action for prefabricating racks on site for the main ductwork and plumbing. Instead

of placing these racks in the corridor, the team found benefit to positioning them between the rooms around the

perimeter to align med gas lines to the receiving headwalls in each room. With this effort, we utilized the coordination

model and Sketchup to mock up sections of what these assemblies would look like and how they would be installed—

including the layout each of the hangers in the system. Once our team had a plan, we did a trial run, recorded it on

video, compressed the video, and reviewed the workflow the next morning to discuss improvement to our process.

The trade partners’ input shaped this process into an assembly line effort where we able to build in a linear fashion

around the perimeter of the building.


Kay Jewelers Pavilion Rack Prefabrication

BENEFITS OF PRE-FABRICATION

By utilizing the latest BIM Technology on the Akron

Children’s Hospital, Considine II project, we were able

to implement a pre-fabrication process that not only

accelerated the schedule 10 fold, but created a safer

working environment for the trades.

Schedule and Acceleration

We were able to prefabricate modular racking systems

to house the MEP components. By using a racking

system module, units were prefabricated piece by piece

off-site and brought in with a crane to immensely speed

up production.

Safer Working Environments

The prefabrication process not only speeds up the

schedule but also results in a safer working environment

for the trades, By prefabricating the MEP systems at

ground level this enables the trades to work safely from

the ground eliminating the risk of falls. Once the module

is assembled it is then safely raised to the ceiling and

fastened piece by piece until complete.


K. VALUE-ADDED SERVICES

OTHER VALUE ADDED SERVICES

Our skill as a healthcare builder is bolstered by deep inhouse

knowledge of this specialty equipment planning

and procurement process.

CONTRACTOR CONTROLLED INSURANCE

PROGRAM (CCIP)

Contractor Controlled Insurance Program (CCIP) offers

enhanced risk management benefits by providing

uniform limits and coverage terms for all participants,

thus eliminating gaps and inefficiencies associated

with traditional insurance. A consolidated program

offers the best protection because one insurer and one

defense team replace the multiple interests associated

with a traditional insurance program. It is also a very

cost effective program that has the potential to save

money versus using traditional insurance.

The CCIP is a first dollar, guaranteed cost program.

There are no deductibles for the Owners and the

savings cannot be eroded regardless of the project’s

loss experience. All potential risk is borne by the

insurance carriers, and claim reporting and oversight

is the responsibility of Welty. This method allows the

Owner a hands-off approach to insurance. Our CCIP

program provides significant coverage enhancements:

• Expanded project-specific limits

• Limits reinstate each year of the policy period

• Separate limits established for completed

operations

• Coverage is extended through the local statute of

repose

• All risk is transferred to Welty and its carriers

• Terrorism and mold coverage are included in

program pricing

Welty will investigate the opportunity to provide a

CCIP for Summa Health’s project providing a wrap

up insurance policy for workers compensation and

general liability insurance avoiding overlaps in coverage,

providing single source insurance risk management at a

higher level of project coverage.


SECTION 1

L. CLAIMS

Provide any information about any regulatory claims

(i.e., employment, safety, wage claims), lawsuits and arbitration

proceedings asserted against the CMR in the past five (5) years.

As would be expected for construction firms

involved in more than $200 million dollars in

construction business per year, we have been

involved in claims and/or litigation cases. Welty

proactively works to prevent claims by remaining

transparent throughout the project.


SECTION 2

2. COMPETITIVE PRICING

PROPOSAL

Proposed Fee for Pre-Construction Phase Services. Provide your proposed

lump sum fee for preconstruction phase services. This lump sum fee should,

identify separately and be inclusive of all overhead and profit, staff costs

and reimbursable expenses for pre-construction phase services. Provide

a list of key personnel with their names, roles during preconstruction, proposed

hourly rates, number of hours proposed, and the total amount (rate

x hours). Preconstruction Services shall be based on the project schedule

given in section III. a. Proposed Fee for Construction Phase Services


COMPETITIVE PRICING PROPOSAL

Summa Health System

Behavioral Health Facility

RFP for CM Services

ATTACHMENT “A” – FORM OF BID

SUBMITTED BY: (Name) Welty Building Company, LTD

(Address) 3421 Ridgewood Rd., Suite 200, Fairlawn OH, 44333

(Telephone) (330) 867-2400

TO:

Ed Friedl, P.E.

Vice President, Construction & Property Mgt

Summa Health

525 E. Market Street

Akron Ohio, 44304

p 330-375-7876

friedle@summahealth.org

BIDS DUE:

April 15, 2020 @ 1:00 pm

Addenda Received: Q&A Correspondence Dated 4/6/20

The undersigned having careful examined all RFP documents and hereby propose the following sums:

Proposed Fee for Preconstruction Services Phase

Preconstruction Services Fee (lump sum)

Preconstruction Phase Cost (provide staff w/ hrly rates and proposed hrs) Preconstruction Phase

Reimbursables (Allowance)

$ -

$ 82,221

$ 9,000

PRECONSTRUCTION SUBTOTAL $ 91,221

Proposed Fee for Construction Services Phase

Construction Phase Personnel Cost (provide staff w/ hrly rates and proposed hrs)

General Conditions (provide itemized listing)

$ 1,187,265

$ 229,131

Construction Managers Fee 1.80% x $61,000,000 $ 1,098,000

CONSTRUCTION SUBTOTAL $ 2,514,396

TOTAL PRICE (preconstruction + construction)

$ 2,605,617

CONTINGENCY 2.00%

CM EMR Rating 2017: 1.06 2018: 0.51

2019: 0.99

Submitted by:



SECTION 2

Summa Health System

Behavioral Health Facility

RFP for CM Services

PRECONSTRUCTION PROJECTED STAFFING

Position Tot. Monthly Participation

Hrs.

1 2 3 4 5 6 7 8 9 10

Senior Project Manager 180 X X X X X X - - - -

Pre-Construction Manager 734 X X X X X X X X - -

Lead Superintendent 80 X - - X - X - - - -

Core & Shell Superintendent 80 X - - X - X - - - -

MEPF Superintendent 80 X - - X - X - - - -

Project Controls 200 X X X X X X - - - -

CONSTRUCTION PROJECTED STAFFING

Position Tot.

Hrs.

Monthly Participation

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Senior Project Manager 4089 X X X X X X X X X X X X X X X X X X X X X X X X X

Lead Superintendent 4350 X X X X X X X X X X X X X X X X X X X X X X X X X

MEPF Project Manager 3828 X X X X X X X X X X X X X X X X X X X X X X - - -

Core & Shell Superintendent 3306 X X X X X X X X X X X X X X X X X X X X X X - - -

Scheduling & Q.C. Manager 3828 X X X X X X X X X X X X X X X X X X X X X X - - -

Project Controls/Cost Accounting 3828 X X X X X X X X X X X X X X X X X X X X X X - - -

Virtual Design Manager 168 X X X X X X X - - - - - - - - - - - - - - - - - X

61 Welty Building Company Summa Health | New Behavioral Health Facility Proposal 61

ATTACHMENT "A": FORM OF BID 2


Description

General Conditions/Overhead Summary

In General

Conditions Cost

Summa Behavior Health

Section 2.d of CM RFP

March 25th, 2020

Montly Technology

Fee

In Staff Hourly Rate

In Estimate Cost

(Future GMP)

Provided by

Subcontractor

(insert "X")

Provided by Owner

(insert "X")

Temporary Conditions

Service Department $0 - - - -

-

Mobilization / Demobilization CM Trailer Only - - X X -

Rigging Equipment $0

-

- X X

-

Temporary Roads - 20' width minimum $0 - - X X -

Maintain Temporary Roads / Lots $0 - - X X

-

Temporary Stairs & Ladders $0 - - X X -

Tool Shanties/Trailers $0 - - X X

-

Temp. Loading Docks $0 - - X X -

Monthly Technology Fee $0 $200 - X -

-

Telephones / Data Lines (Job Trailer / Office) $0 X - X - -

Handset $0 X - X -

-

Conference Phone $0 X - X - -

Mobile Document Viewing Stations $0 X - - -

-

Office Rent / Job Trailer $32,500 - - X - -

Trailer install $4,615 - - X -

-

Trailer remove $2,815 - - X - -

Trailer install/skirts/stairs $0 - - X -

-

Security screens $0 - - X - -

Trailer relocations $0 - - X -

-

Security Systems (For Job Trailer) $0 - - X - -

Staff fit-out $0 - - X -

-

Demobilization $3,000 - - X - -

Subcontractor Job Trailer $0 - - X X

-

Mobilization $0 - - X X -

Trailer install/skirts/stairs $0 - - X X

-

Security screens $0 - - X X -

Trailer relocations $0 - - X X

-

Trailer - Staff Furniture - Fit out $0 - - X X -

Demobilization $0 - - X X

-

Security Systems (For Job Trailer) $0 - - X X -

Owners / Architects Office $0 - - - -

-

Surface Water Control / Dewatering $0 - - X X -

Small Tools/ Tool Rental $5,500 - - X X

-

Personnel / Mat'l Hoists / Freight Elevators - Rent $0 - - X X -

P/M Hoist Move In, Erect & Dismantle $0 - - X X

-

Doors, Landings & Gates $0 - - X X -

Rental $0 - - X X

-

Testing & inspection $0 - - X X -

Hoist Operator $0 - - X X

-

Permanent Elevator - Temp. Operator $0 - - X X -

Temporary Elevator Cab Protection $0 - - X X

-

Lull $0 - - X X -

Gator $0 - - X X

-

Scaffolding $0 - - X X -

Hardstands / Craneways $0 - - X X

-

Sheeting & Shoring $0 - - X X -

Trash chute $0 - - X X

-

Chute rental $0 - - X X -

Installation $0 - - X X

-

Removal $0 - - X X -

Temporary Utilities

Toilet Rental $54,648 - - X X

-

Temporary Power & Lights (Hookup) $0 - - X X -

Temporary Electric - Hoist / Crane (Hookup) $0 - - X X

-

Electric Consumption - Prior To Permanent $0 - - - - X

Electric Consumption - Crane / Hoist $0 - - - -

X

Field office power consumption $0 - - X - -

Building power consumption $0 - - - -

X

Temporary Water / Plumbing $0 - - X X -

Plumbing (Hookup) $0 - - X X

-

Water (Consumption) $0 - - - - X

Temp plumbing riser $0 - - X X

-

Temp drains/storm $0 - - X X -

Temporary gas consumption prior to permanent $0 - - X X

-

Temporary gas consumption post permanent $0 - - - - X

Cleaning

Cleanup - Trailer $9,526 - - X X

-

Continuous Jobsite Cleanup $0 - - X X -

Carpenter $0 - - X X

-

Site & Street Cleaning $0 - - X X -

Concrete Wash-out $0 - - X X

-

Wheel Wash Station $0 - - X X -

Dumpsters $0 - - X X

-

Final Cleanup $0 - - X X -

Trash Carts $0 - - X X

-

Safety & Protection

Safety & Quality Control (OSHA) $0 - - X -

-

PPE $5,000 - - X X -


SECTION 2

Description


In General

Conditions Cost



March 25th, 2020

Montly Technology

Fee


In Estimate Cost

(Future GMP)

Provided by

Subcontractor

(insert "X")

Provided by Owner

(insert "X")

Ops staff PPE $0 - - X -

-

Barricades $0 - - X X -

First Aid Supplies $6,250 - - X -

-

AED $0 - - X - -

Temp. Fire Extinguishers $1,764 - - X -

-

Man Basket & Slings $0 - - X X -

Safety Banners (rules & regulations) $0 - - X X

-

Safety raffle $0 - - X X -

Deck Perimeter Protection $0 - - X X

-

Temporary Fencing $0 - - X X -

Temporary Protection $0 - - X X

-

Protect Existing Structures & Equipment $0 - - X X -

Protect Public Utilities $0 - - X X

-

Temporary and Dust Partitions $0 - - X X -

Traffic Control $0 - - X X

-

Sidewalk Enclosures / Bridge (Traffic Control) $0 - - X X -

Safety & Wayfinding Signage $5,000 - - X X

-

Watchman/traffic control $0 - - X X -

HEPA Machine $0 - - X X

-

Filters $0 - - X X -

Miscellaneous

Facsimile / Copier / Scanner / Printer / Plotter $0 $370 - X -

-

Computer Equipment (Set-Up, Rental) $17,125 - - X - -

Water / Ice / Cups $1,250 - - X -

-

Reproduction Expenses / Blueprints $6,250 - - X - -

Postage / Delivery $1,250 - - X -

-

Office Supplies / Consumables $16,000 - - X - -

Job Camera & Photos (Drone Usage & Trailer/Laydown Security Cameras) $2,600 - - X -

-

Monthly photos $0 - - - - X

Photo / Video Survey $0 - - - -

X

Moving Material $0 - - X X -

Signage / Job Signs $0 - - - -

X

Parking Fees $0 - - - - X

Temporary Pest Control $0 - - - X

-

Cellular Phones, IPADs or Other Electronic Devices $0 $750 - X - -

Cellular Accessories (Cases / Keyboards / Monitors / etc.) $0

- - X -

-

Testing & Inspection $0 - - - - X

Travel /Vehicle/Maintenace Expense - Include in FEE $0 - - X -

-

Project Specific Travel / Site Visit / Material Inspections $2,500 - - X X -

As-Built Drawings $0 - - - X

X

Milestone Event Costs $6,000 - - X - -

Travel

Relocation Expenses $0 - - - X -

Meeting Expenses - Allowable for Subcontractor / Owner Meetings Only $0 - - - X

-

Design & Consultant Services

Miscellaneous $0 - - - - X

Architect $0 - - - -

X

Functional Consultant $0 - - - - X

Structural Engineer $0 - - - -

X

Civil Engineer $0 - - - - X

Landscape Architect $0 - - - -

X

Mechanical Engineer $0 - - - - X

Electrical Engineer $0 - - - -

X

Geotechnical Engineer $0 - - - - X

Soil Boring Engineer $0 - - - -

X

Environmental Survey $0 - - - - X

Testing Lab $0 - - - -

X

Commissioning Agent $0 - - - - X

Initial Survey / Baseline (Professional) $10,000 - - X -

-

Construction Surveys and Benchmarks $0 - - X X -

Progress Schedules $0 - X X X

-

Outside Consultants $0 - - - - X

BIM Coordinator / Surveys & Layout $0 - X X X

-

Partnering $0 - - - - X

Legal Fees / Charges $0 - - - -

X

Reimbursables $0 - - - - X

Topping Out Event / Appreciation $0 - - - -

X

Temporary Heat / Winter Weather

Temporary heaters $0 - - X X -

Temporary Heat Equip. (1 ea./7,500 sf) $0 - - X X

-

Temporary Humidity Control Equipment $0 - - X X -

Fuel for Heaters $0 - - X X

-

Heater hookups $0 - - X X -

Heater removal $0 - - X X

-

Heater relocations $0 - - X X -

Fuel for Heaters $0 - - X X

-

Filter changes $0 - - X X -



Description


In General

Conditions Cost



March 25th, 2020

Montly Technology

Fee


In Estimate Cost

(Future GMP)

Provided by

Subcontractor

(insert "X")

Provided by Owner

(insert "X")

Extended warranties $0 - - X X

-

Install Tarps $0 - - X X -

Tarp material $0 - - X X

-

Move tarps $0 - - X X -

Remove tarps $0 - - X X

-

Maintain/repair tarps $0 - - X X -

Ropes cables & fasteners $0 - - X X

-

Blankets $0 - - X X -

Temporary Weather Protection $0 - - X X

-

Fire Watch / Protection $0 - - X X -

Snow Removal / Protection $0 - - X X

-

Soft Costs

Premium– liability insurance $0 - - X - -

Premium – builders risk $0 - - - -

X

Premium – bond $0 - - X - X

Premium – professional liability $0 - - - -

X

Subcontractor Default Insurance (SDI) $0 - - X - -

Commercial activity tax $6,498 - - X - -

Field engineering/construction layout $0 - - X X

-

Printing of drawings and specifications for design $0 - - X - X

Printing of drawings and specifications for bidding $0 - - - X

-

As-built drawings $0 - - X X -

Commissioning coordination $0 - - X X

X

LEED documentation and coordination - NA NA - - - - -

Testing and Inspections $0 - - - -

X

Re-Test and Re-Inspections for all Tests and Inspections which fail $0 - - X X -

Inspection Fees $0 - - X X

-

Storm water permit fee $0 - - X X -

Storm water discharge fees $0 - - X X

-

Use of BIM for construction coordination/reconciliation with design models $0 - X X X -

Use of BIM for shop drawing production $0 - X X X

-

Geotechnical reports $0 - - - - X

Air and water balance $0 - - X X

X

Total Construction General Conditions $200,091

TOTAL MONTHLY TECHNOLOGY FEE $1,320

TOTAL TECHNOLOGY FEE $29,040


65 Welty Building Company Spectrum Medical Orthopedics Imaging Room

3. CM AGREEMENT

Provide any qualifications or objections to the CM

Agreement form. Any qualifications not noted on a separate sheet

accompanying the proposal shall not be considered later.

Welty has received the draft contract provided in

Summa Health's New Behavioral Health Facility RFP.

We have no objections to the contract.


4. APPENDIX A


A305


APPENDIX A


A305


APPENDIX A


A305


APPENDIX A


A305


APPENDIX A


A305


APPENDIX A


A305


APPENDIX A

WORK IN PROGRESS

Akron Ohio Canal Interceptor Tunnel

Owner: City of Akron

Engineer of Record: DLZ

Contract Amount: $200,000,000

Percent Complete: 80%

Estimated Completion: July 2020

Aloft Hotel - Cap City

Owner: Marriott

Architect: OHM



Estimated Completion: June 2020

The Bowery

Owner: Bowery Development Group

Architect: LDA

Target Amount: $35,000,000


Estimated Completion: July 2020

City of Waller, TX - New City Hall and Civic Center Expansion

Owner: City of Waller

Architect: Corgan



Estimated Completion: June 2020

Cleveland Clinic - Lutheran OR Recap

Owner: Cleveland Clinic - Sherri Varner

Architect: Bostwick Design Partnership


Estimated Completion: March 2021

Confidential Energy Client

Owner: Confidential

Architect: Gensler



Estimated Completion: 2020

Hope United - Tyler’s Redemption Place

Owner: Hope United


Percent Complete: In preconstruction


Kilgore Flares - Mission Control

Owner: Chemring Group

Architect: Renaissance Group




Nela Park Fence Replacement

Owner: General Electric Lighting

Contract Amount: $200,000



Pro Football Hall of Fame Youth Fields

Owner: Pro Football Hall of Fame




Pro Football Hall of Fame East Endzone

Owner: Pro Football Hall of Fame




816 Market Street Warehouse Conversion

Owner: The Well




Energy Harbor

Owner: MJM Holdings





DONZELL TAYLOR

PRESIDENT & CEO

35+

A305

YEARS OF

EXPERIENCE

Don has more than 35 years of construction related experience along with a strong

management background. Don’s leadership abilities have been proven time and again as

he assures that all projects are carried out to your expectations and to Welty Building

Company standards. Don ensures that contractual obligations are fulfilled and schedules

are met.

EDUCATION

The University of Akron

Construction Management

AFFILIATIONS

• American Society for

Healthcare Engineering (ASHE)

Member

• Blue Coats Member

• Canton Regional Chamber of

Commerce Member

• Cleveland Green Building

Coalition Member

• Greater Akron Chamber of

Commerce Trustee

• Leadership Akron Alumni

• Leadership Akron Board of

Trustees

Summa Health System Projects

Wellness Center

Barberton Hospital Cancer Center

Lake Medina

Lake Medina Emergency

Department

Jean & Milton Cooper Cancer

Center

Barberton Hospital 6th Floor

Renovation

Green

Emergency Room Renovation




under one roof. Each floor boasts a different theme, creating a cohesive layout and facilitates way-finding

through the hospital.

Akron Children’s Hospital Considine Professional Building

New 7-story 250,000 SF building housing a Heart Center, NeuroDevelopmental Center, Pulmonology Suite,

Adoptive Health, Sick Child Care Center, outpatient lab, Pediatric Offices and a 200-seat auditorium with a

conference center.


7-story, 366,000 SF free-standing medical tower. The building houses over 100 private Neonatal

Intensive Care Unit (NICU) rooms, an Emergency Department with more than twice the capacity of the

hospital’s existing ED, a High-Risk OB department (a new offering for ACH) and an Outpatient Surgery

Center boasting 7 full operating rooms. The building is connected to the existing hospital, as well as a

newly-constructed parking garage, via two pedestrian bridges.

Professional Center North & South


APPENDIX A

DONZELL TAYLOR

PRESIDENT & CEO

Goodyear Tire & Rubber Company Innovation Center

207,000 SF renovation; $50 Million

Goodyear Tire & Rubber Company Model Room

$1 Million renovation

Goodyear Tire & Rubber Company World Headquarters

7-story, 639,000 SF facility including corporate offices, covered

parking on the 1st level for 80 vehicles, a fitness area, kitchen and

cafe. There are also connecting structures linking it to the renovated

Innovation Center. Site work included a new courtyard plaza. The

headquarters has obtained LEED GOLD certification.


Seven-story, 366,000 SF Kay Jewelers Pavilion

New 250,000 SF, seven-story Considine Professional Office Building

Summa Health System

Professional Office Building II parking garage - six levels with 550

spaces

New Oncology Building

Professional Center South and Professional Center North renovations

Barberton Hospital Cancer Center

Old Akron Post Office Renovation (Former GSA Building)

Summa Wellness Institute at Western Reserve

Health Center

The MetroHealth System

Dentistry clinic expansion

Pro Football Hall of Fame Village Phases I & II

Tom Benson Stadium

The Timken Company World Headquarters

160,000 SF commercial office, new construction and 80,000 SF

renovation

Stark Area Regional Transit Authority (SARTA)

Gateway Facility renovation (corporate headquarters)

Dealer Tire

Historical renovation of the 166,000 SF, 4-story headquarters

New 650-space parking garage

Inventure Place This 77,000 SF museum houses five levels of tiers

beneath a 70-foot-tall “sail” constructed of stainless steel. A broad

plaza serves as the roof for 12,000 SF of exhibit space built 33 feet

below street level. A four-story office, conference and educational

building is attached. The architectural cast-in-place concrete

structure was built in the heart of downtown Akron as the home of the

National Inventor’s Hall of Fame.

Akron Art Museum

63,300 SF expansion and renovation

FirstEnergy Corp.

New West Akron Office Campus with LEED Gold Certification

208,000 SF campus comprised of two 3-story buildings and two

2-story buildings

70,000 SF Transmission Control Center

90,000 SF training center to include state-of-the-art technology and

multiple classrooms, office space, warehouse space, as well as testing

labs and production training centers.

Firestone Triangle Building - Jobs & Family Services /

Department of Environmental Services

162,000 SF historic renovation

East End Development

New 140-bed Hilton Garden Inn

The Residences at the East End

Renovation of 146,000 SF into 107 apartments on 6 floors, indoor

parking and retail

Wagner Awning Building

70,000 SF renovation of Ohio Awning & Manufacturing into 59 high end

apartments

Northeast Ohio Medical University (NEOMED)

Three building Campus Expansion Project

New 300,000 SF, 185 unit Student Housing

Stark State College Akron Campus

New 3-story, 65,000 SF academic building

GOJO Industries, Inc.

220,000 SF headquarters renovation

BFGoodrich Company

New 80,000 SF corporate headquarters

Coltene Whaledent, Inc.

New 185,000 SF headquarters

Ridgewood Road Properties

New 62,847 SF office building

environments 4 business

LEED Gold Certified Cleveland Resource Center

Akron Resource Center

Time Warner Cable

Renovation for regional headquarters

The City of Green

New Central Administration Building

New Central Park

General Services Administration

New Ralph Regula Federal Building with LEED Silver Certification

Indianapolis Professional Office Building

Knoxville Professional Office Building

Cuyahoga Community College

New Brunswick College Center


CHRIS BURNS

CHIEF OPERATIONS OFFICER

A305

26+

YEARS OF

EXPERIENCE

Chris Burns brings more than 26 years of construction experience. Throughout his career, Chris has

worked as a laborer, carpenter, project manager and chief estimator which has provided him with a

thorough understanding of all aspects of the construction process. In this role, Chris will lead the

construction management efforts on behalf of Welty Building Company.

EDUCATION

University of Pittsburgh

BSE

University of Pittsburgh Medical

Center

Hillman Cancer Center

South Side CT Scan

WPIC 12th Floor

Allegheny General Hospital

James Street Corridor

9A Stroke Wing

Cardiovascular institute

VA Ambulatory Care Hospital-

Pittsburgh, PA

New hospital

VA of San Juan, Puerto Rico

Hospital addition

New administrative building

Saint Clair Hospital- Pittsburgh,

PA

New Emergency Wing addition

Cleveland Clinic Lutheran

Hospital OR

Upgrades of operating rooms 4,

5, 6, 7, the conversion of the Cysto

room to operating room, and the

upgrading of connecting corridors

and sub-sterile rooms.




under one roof. Each floor boasts a different theme, creating a cohesive layout and facilitates wayfinding

through the hospital.

Pro Football Hall of Fame Tom Benson Stadium

New 23,000 seat stadium. The first phase of the stadium project was completed in 2016 and

encompassed new north stands and concourse, a stage and a temporary field. Phase two included a new

3-story press tower, new south and west grandstands, and a new permanent turf field, completed for the

enshrinement festivities in 2017. Phase two also included the addition of world-class hospitality suites and

loges, including Premium and Club-Level seating, a VIP Lounge, several luxury suites, West End Zone Event

Terraces and a Sky Level Terrace.


CHRIS BURNS

CHIEF OPERATIONS OFFICER

A305

Pro Football Hall of Fame Village Phases 1 & II Built on 77 acres in

Canton, Ohio, the development includes a 220,000 SF, 5-star hotel

with 233 rooms and a conference center, a 23,000 capacity stadium

that includes a 3-story press tower and a stage for concerts, and a

9-field youth sports complex.

Stark State College New 65,209 SF, 3-story building housing

classrooms and administrative space. Features a market area and

digital library used as spaces for student gatherings. Construction is

expected to be complete in March 2018.

Offices at The East End, Akron, OH 1.6 million SF mixed-use space

that will include high-end apartments, restaurants, retail, and office

space. Demolition and renovation of the 65,300 square feet of office

space for tenant. New offices will receive a complete upgrade in the

infrastructure, including a roofing, windows, and elevators. In the

lobby will be a 7-story atrium, as well as restaurant that will include a

terrace for outdoor dining. The space will also include a 5,000 square

foot fitness area. A new walking bridge will also be added, so that

employees will be easily able to cross the street from the parking lot

to their new office.

Stark State College New 65,209 SF, 3-story building housing

classrooms and administrative space. Features a market area and

digital library used as spaces for student gatherings. Construction is

expected to be complete in March 2018.

American Greetings

New creative studios and corporate headquarters

DLA Distribution- New Cumberland, PA

New corporate headquarters

Dennis Avenue Health Center- Montgomery, MD

New medical clinic

Shaw Airforce Base- Sumter, SC

New medical replacement clinic

University of Pittsburgh Medical Center

Hillman Cancer Center

South Side CT Scan

WPIC 12th Floor

Allegheny General Hospital

James Street Corridor

9A Stroke Wing

Cardiovascular institute

VA Ambulatory Care Hospital- Pittsburgh, PA

New hospital

VA of San Juan, Puerto Rico

Hospital addition

New administrative building

Saint Clair Hospital- Pittsburgh, PA

New Emergency Wing addition

University of Pittsburgh

Darragh Street Student Housing

Schenley Cafe Dining Room

Forbes Hall Stair

Bioscience Tower Level 15 Surgery

Student housing on Greensburg and Johnstown campuses

Schenley Plaza

Bigelow/Forbes Intersection

Blaisdell Hall Theater on Bradford Campus

Gardner Steel Center

Blaisdell Hall Phase I

College- Washington, PA

Preconstruction work of a new science center

West Virginia University

New student housing

Engineering science building

Colson Hall

Grove City College- Grove City, PA

Addition and renovation of the alumni hall

New student housing

Carnegie Mellon University

Wean Hall

Hamerschlag Hall

FMS 3rd Floor

St. Vincent College

New freshman dormitory

Diocese of Pittsburgh

Phelan Hall

The Watson Institute

New school

NSA East Campus Building #1- Fort Meade, MD

Office and data center

Erie Insurance

New office, garage, and learning center

Special Operations Forces Battalion Operations Center- Fort

Bragg, NC

New office building

Middlesex Prision Expansion- Billerica, MA

Office addition

Adams Morgan Hotel

New hotel location in Washington, D.C.

Readiness Center-

Windsor Locks, CT

New office building

Brigade Combat Team Complex- Fort Stewart, GA

New office building

DLA Distribution- New Cumberland, PA

New corporate headquarters


5. APPENDIX B


COST MODEL

Welty Building Company Ltd Standard Estimate Report Page 1

Summa - Behavioral Health Facility

4/14/2020 4:56 PM

Project name

Client

Estimator

Labor rate table

Equipment rate table

Job size

Duration

Report format


P.O. Box 2090

Akron

OH 44309

Summa Health

Brian Gissiner

Labor - Akron

Equipment

154885 gsf

22 mo

Sorted by 'Location/Group phase'

'Detail' summary


APPENDIX B



4/14/2020 4:56 PM

Item Description Takeoff Qty

Unit Cost

Total

Amount

Buildout

01-1120.000 GENERAL CONDITIONS

14 Final Cleaning - Building 154,885.00 sf 0.50 /sf 77,443

15 Weekly Cleaning 476.00 md 464.00 /md 220,864

GENERAL CONDITIONS 298,307

09-0000.000 FINISHES

110 Basement 9,806.00 sf 25.00 /sf 245,150

110 Lobby/Intake Space 17,226.00 sf 195.00 /sf 3,359,070

110 PHP/Intensive Outpatient Program 8,141.00 sf 145.00 /sf 1,180,445

110 Medical Group/Outpatient 11,418.00 sf 145.00 /sf 1,655,610

110 Trauma Center 6,832.00 sf 160.00 /sf 1,093,120

110 Adult Psych Acute/Pica 14,518.00 sf 185.00 /sf 2,685,830

110 Adult Psych Stepdown 14,518.00 sf 185.00 /sf 2,685,830

110 Dual Diagnosis Unit 13,528.00 sf 185.00 /sf 2,502,680

110 Geriatric Unit 13,644.00 sf 185.00 /sf 2,524,140

110 Dietary 5,500.00 sf 160.00 /sf 880,000

110 ECT 1,800.00 sf 160.00 /sf 288,000

110 Conference Center 1,500.00 sf 90.00 /sf 135,000

110 Patient Unit Equp/Clean Storage Rooms 2,400.00 sf 125.00 /sf 300,000

110 Increased Public Restrooms 1,400.00 sf 280.00 /sf 392,000

110 Trauma Waiting Room, Offices & Group Room

1,250.00 sf 150.00 /sf 187,500

Size Increase

110 Building Support Spaces 2,000.00 sf 70.00 /sf 140,000

110 Increased Intake/Admissions Program 1,000.00 sf 165.00 /sf 165,000

110 General Program Adjustments Across All

9,300.00 sf 150.00 /sf 1,395,000

Departments/Units

110 Building Gross Up 19,104.00 sf 50.00 /sf 955,200

FINISHES 22,769,575

Buildout 23,067,882

Core & Shell

03-0000.000 CONCRETE

110 Cast-In-Place Concrete 154,885.00 gsf 14.75 /gsf 2,284,554

CONCRETE 2,284,554

04-0000.000 MASONRY

2 Masonry 154,885.00 gsf 1.75 /gsf 271,049

MASONRY 271,049

05-0000.000 METALS

100 Structural Steel 154,885.00 gsf 21.20 /gsf 3,283,562

14-025 Exterior Framing, Insulation & Vapor Barrier 156,885.00 gsf 4.51 /gsf 707,551

10 Misc. Metals 154,885.00 gsf 5.25 /gsf 813,146

METALS 4,804,260

06-0000.000 ROUGH CARPENTRY

2 Rough Carpentry 154,885.00 gsf 1.00 /gsf 154,885

2 Temporary Protection 1.00 ls 75,000.00 /ls 75,000

2 Temporary Rails 1.00 ls 30,000.00 /ls 30,000


COST MODEL



4/14/2020 4:56 PM


Unit Cost

Total

Amount

ROUGH CARPENTRY 259,885

07-0000.000 THERMAL & MOIST PROTECT

2 Waterproofing Systems 154,885.00 gsf 0.40 /gsf 61,954

104 Metal Panels & Support Systems 154,885.00 gsf 7.84 /gsf 1,214,298

105 Terracotta Panels & Support Systems 154,885.00 gsf 11.22 /gsf 1,737,810

2 Roofing Systems 154,885.00 gsf 3.37 /gsf 521,962

2 Fireproofing 154,885.00 gsf 2.50 /gsf 387,213

05 Firestopping 154,885.00 gsf 0.32 /gsf 49,563

THERMAL & MOIST PROTECT 3,972,800

08-0000.000 DOORS & WINDOWS

10 Doors, Frames & Hardware 154,885.00 gsf 0.62 /gsf 96,029

30 Overhead Doors 154,885.00 gsf 0.06 /gsf 9,293

20 Automatic Entrances 154,885.00 gsf 0.12 /gsf 18,586

10 Aluminum Storefronts 154,885.00 gsf 0.30 /gsf 46,466

1000 Glazed Curtain Wall Systems 154,885.00 gsf 22.55 /gsf 3,492,657

2 Louvers 154,885.00 gsf 0.10 /gsf 15,489

DOORS & WINDOWS 3,678,519


2 Metal Stud Shaftwalls 154,885.00 gsf 0.44 /gsf 68,149

2 Resinous Flooring (Mech. Rooms) 154,885.00 gsf 0.60 /gsf 92,931

FINISHES 161,080

14-0000.000 CONVEYING SYSTEMS

2 Elevators 154,885.00 gsf 4.97 /gsf 769,778

2 Elevator Operator 250.00 md 464.00 /md 116,000

20 Buckhoist 12.00 mos 50,000.00 /mos 600,000

CONVEYING SYSTEMS 1,485,778

21-0000.000 FIRE SUPRESSION

12 Sprinker Systems - C&S 154,885.00 gsf 1.90 /gsf 294,282

FIRE SUPRESSION 294,282

22-0000.000 PLUMBING

14 Plumbing Systems - C&S 154,885.00 gsf 6.50 /gsf 1,006,753

PLUMBING 1,006,753

23-0000.000 HVAC

10 HVAC Systems - C&S 154,885.00 gsf 33.75 /gsf 5,227,369

HVAC 5,227,369

26-0000.000 ELECTRICAL

10 Electrical Systems - C&S 154,885.00 gsf 16.00 /gsf 2,478,160

ELECTRICAL 2,478,160

31-0000.000 EARTHWORK

20 Basement Excavation & Shoring 154,885.00 gsf 3.51 /gsf 543,646

8 Deep Foundations - Geopier 154,885.00 gsf 4.04 /gsf 625,735


APPENDIX B



4/14/2020 4:56 PM


Unit Cost

Total

Amount

EARTHWORK 1,169,382

Core & Shell 27,093,869

Entrance Canopy

10-0000.000 SPECIALTIES

20 Entrance Canopies 2,950.00 gsf 250.00 /gsf 737,500

SPECIALTIES 737,500

Entrance Canopy 737,500

Pedestrian Bridge

05-0000.000 METALS

110 Pedestrian Bridge 1,750.00 gsf 750.00 /gsf 1,312,500

METALS 1,312,500

Pedestrian Bridge 1,312,500

Renovations


100 Renovations Allowance 1.00 allow 1,000,000.000 /allow 1,000,000

FINISHES 1,000,000

Renovations 1,000,000

Sitework

31-0000.000 EARTHWORK

10 Sitework & Site Utilities 130,500.00 sf 14.50 /sf 1,892,250

EARTHWORK 1,892,250

Sitework 1,892,250


COST MODEL



4/14/2020 4:56 PM

Estimate Totals

Description Amount Totals Rate Cost per Unit

Labor

Material

Subcontract 55,104,001 355.77 /gsf

Equipment

Other

From the Spreadsheet 55,104,001 55,104,001 355.77 /gsf

Sales Tax (Exempt)

Taxes 55,104,001 355.77 /gsf

General Conditions 229,131 1.48 /gsf

Staffing 1,187,265 7.67 /gsf

Preconstruction Services 91,221 0.59 /gsf

40.000 %

General Conditions & Staffing 1,507,617 56,611,618 365.51 /gsf

General Liability Insurance 505,542 0.893 % 3.26 /gsf

Builders Risk Insurance (By Owner)

General Bonding (Bond 80% of Sub-Costs) 595,876 3.85 /gsf

Insurances & Bonds 1,101,418 57,713,036 372.62 /gsf

Building Permits (By Owner)

Permits 57,713,036 372.62 /gsf

Contingency 1,199,855 2.000 % 7.75 /gsf

Total Contingencies 1,199,855 58,912,891 380.37 /gsf

Design Fees (By Owner)

Overhead & Fee 1,079,870 1.800 % 6.97 /gsf

1,079,870 59,992,761 387.34 /gsf

Total 59,992,761 387.34 /gsf


APPENDIX B

SCHEDULE

Summa - Behavior Health - v2 Activities Layout

13-Apr-20 11:18

Activity ID Activity Name Original Start

Duration

Summa - Behavior Health - v2 708 15-Apr-20 30-Dec-22

Pre-Construction 169 15-Apr-20 07-Dec-20

1000 RFP Submission 0 15-Apr-20

1010 Owner Review & Construction Manager Interviews 12 15-Apr-20 30-Apr-20

1020 Schematic Design Complete 0 17-Apr-20

1030 Selection of Construction Manager 0 01-May-20

1040 Pre-Construction Start 0 01-May-20

1050 100% Schematic Design Constructability Review & Estimate 10 01-May-20 14-May-20

1060 Owner Review & Approval 5 15-May-20 21-May-20

1070 Design Development 47 22-May-20 27-Jul-20

1080 100% Design Development Constructability Review & Estimate 10 28-Jul-20 10-Aug-20

1090 Owner Review & Approval - 100% Design Development Estimate 5 11-Aug-20 17-Aug-20

1100 50% Construction Documents Generation 15 28-Jul-20 17-Aug-20

1110 50% Construction Documents Constructability Review & Estimate 10 18-Aug-20 31-Aug-20

1120 Bid Release #1 Scopes of Work (Site, Foundations & Steel) 5 18-Aug-20 24-Aug-20

1130 Sub-Contractor Bidding - Bid Release #1 (Site, Foundations & Steel) 10 25-Aug-20 07-Sep-20

1140 Sub-Contractor Bid Reviews & Award (Site, Foundations & Steel) 10 08-Sep-20 21-Sep-20

1150 Owner Review & Approval 50% CD Estimate 5 01-Sep-20 07-Sep-20

1160 80% Construction Documents (100% Core & Shell Package) 20 18-Aug-20 14-Sep-20

1170 Bid Release #2 Scopes of Work (Core & Shell) 5 15-Sep-20 21-Sep-20

1180 Sub-Contractor Bidding - Bid Release #2 (Core & Shell) 10 22-Sep-20 05-Oct-20

1190 Sub-Contractor Bid Reviews & Award (Core & Shell) 10 06-Oct-20 19-Oct-20

1200 Finalize GMP 11 06-Oct-20 20-Oct-20

1210 Owner Review of 80% GMP Proposal 8 21-Oct-20 30-Oct-20

1220 Issue Notice to Proceed 0 02-Nov-20

1230 100% Constuction Documents (Tenant Improvements) 35 15-Sep-20 02-Nov-20

1240 Bid Release #3 Scopes of Work (Tenant Improvements) 5 03-Nov-20 09-Nov-20

1250 Sub-Contractor Bidding (Tenant Improvements) 10 10-Nov-20 23-Nov-20

1260 Sub-Contractor Bid Reviews & Award (Tenant Improvements) 10 24-Nov-20 07-Dec-20

Procurement 125 22-Sep-20 15-Mar-21

2000 Prepare Steel Shop Drawings, Review & Approval 40 22-Sep-20 16-Nov-20

2010 Strucutral Steel Procurement 40 17-Nov-20 11-Jan-21

2020 Electrical Switch Gear Submittals, Review & Approval 40 20-Oct-20 14-Dec-20

2030 Electrical Switch Gear Procurement 60 15-Dec-20 08-Mar-21

2040 Generator Submittals, Review & Approval 40 20-Oct-20 14-Dec-20

2050 Generator Procurement 60 15-Dec-20 08-Mar-21

2060 Mechanical Equipment Submittals, Review & Approval 20 20-Oct-20 16-Nov-20

2070 Mechanical Equipment Procurement 60 17-Nov-20 08-Feb-21

2080 Elevator Shop Drawings, Review & Approval 20 20-Oct-20 16-Nov-20

2090 Elevator Procurement 60 17-Nov-20 08-Feb-21

2100 Curtainwall Shop Drawings, Review & Approval 40 20-Oct-20 14-Dec-20

2110 Curtainwall Procurement 50 15-Dec-20 22-Feb-21

2120 Bridge Shop Drawings, Review & Approval 40 20-Oct-20 14-Dec-20

2130 Bridge Pre-Fabrication 60 15-Dec-20 08-Mar-21

2140 Interior Finishes - Long Lead Items Submittals, Review & Approval 30 08-Dec-20 18-Jan-21

2150 Interior Finishes - Long Lead Item Procurement 40 19-Jan-21 15-Mar-21

Sitework 460 02-Nov-20 05-Aug-22

3000 Mobilization 10 02-Nov-20 13-Nov-20

3010 Site Clearing & Earthwork 20 16-Nov-20 11-Dec-20

3020 Installation of Temporary Fencing, Barriers and Signage 5 16-Nov-20 20-Nov-20

3030 Site Demolition 5 23-Nov-20 27-Nov-20

Finish

2020 2021 2022 2023

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

07-Dec-20, Pre-Construction

RFP Submission

Owner Review & Construction Manager Interviews

Schematic Design Complete

Selection of Construction Manager

Pre-Construction Start

100% Schematic Design Constructability Review & Estimate

Owner Review & Approval

Design Development

100% Design Development Constructability Review & Estimate

Owner Review & Approval - 100% Design Development Estimate

50% Construction Documents Generation

50% Construction Documents Constructability Review & Estimate

Bid Release #1 Scopes of Work (Site, Foundations & Steel)

Sub-Contractor Bidding - Bid Release #1 (Site, Foundations & Steel)

Sub-Contractor Bid Reviews & Award (Site, Foundations & Steel)

Owner Review & Approval 50% CD Estimate

80% Construction Documents (100% Core & Shell Package)

Bid Release #2 Scopes of Work (Core & Shell)

Sub-Contractor Bidding - Bid Release #2 (Core & Shell)

Sub-Contractor Bid Reviews & Award (Core & Shell)

Finalize GMP

Owner Review of 80% GMP Proposal

Issue Notice to Proceed

100% Constuction Documents (Tenant Improvements)

Bid Release #3 Scopes of Work (Tenant Improvements)

Sub-Contractor Bidding (Tenant Improvements)

Sub-Contractor Bid Reviews & Award (Tenant Improvements)

15-Mar-21, Procurement

Prepare Steel Shop Drawings, Review & Approval

Strucutral Steel Procurement

Electrical Switch Gear Submittals, Review & Approval

Electrical Switch Gear Procurement

Generator Submittals, Review & Approval

Generator Procurement

Mechanical Equipment Submittals, Review & Approval

Mechanical Equipment Procurement

Elevator Shop Drawings, Review & Approval

Elevator Procurement

Curtainwall Shop Drawings, Review & Approval

Curtainwall Procurement

Bridge Shop Drawings, Review & Approval

Bridge Pre-Fabrication

Interior Finishes - Long Lead Items Submittals, Review & Approval

Interior Finishes - Long Lead Item Procurement

Mobilization

Site Clearing & Earthwork

Installation of Temporary Fencing, Barriers and Signage

Site Demolition

05-Aug-22, Sitework

30-Dec-22, Summa - Behavior Health - v2

Actual Work

Remaining Work

Critical Remaining Work

Milestone

Summary

1



APPENDIX B

SCHEDULE


13-Apr-20 11:18


Duration

3040 Install Silt Fencing 2 30-Nov-20 01-Dec-20

3050 Strip Site & Rough Grading 15 30-Nov-20 18-Dec-20

3060 Install Sanitary, Storm & Water Utility Lines 20 14-Dec-20 08-Jan-21

3070 Water Retention Systems 20 11-Jan-21 05-Feb-21

3080 Install Telecom & Electrical Ductbanks 15 21-Dec-20 08-Jan-21

3090 Water Tap 1 11-Jan-21 11-Jan-21

3100 Pull Ductbank Cabling 5 11-Jan-21 15-Jan-21

3110 Electrical Ductbank Tie-in 5 18-Jan-21 22-Jan-21

3120 Set Generators & Hook-up 15 09-Mar-21 29-Mar-21

3130 Site Curbs & Parking Lots 30 04-Apr-22 13-May-22

3140 Site Hardscapes 30 09-May-22 17-Jun-22

3150 Site Furnishings 10 20-Jun-22 01-Jul-22

3160 Landscaping & Irrigation Systems 40 13-Jun-22 05-Aug-22

Core & Shell Construction 410 14-Dec-20 08-Jul-22

4000 Basement Excavation 30 14-Dec-20 22-Jan-21

4010 Install & Compact Geopier Stone Base 10 25-Jan-21 05-Feb-21

4020 Geopier Installation 30 01-Feb-21 12-Mar-21

4030 Excavate & Install Pier Caps & Foundations 20 22-Feb-21 19-Mar-21

4040 Basement Walls & Backfill 25 22-Feb-21 26-Mar-21

4050 Elevator & Stair Shafts 40 29-Mar-21 21-May-21

4060 Structural Steel Erection & Detailing 60 22-Mar-21 11-Jun-21

4070 Slab on Grade 10 07-Jun-21 18-Jun-21

4080 Slab on Deck - Ground Floor 10 17-Jun-21 30-Jun-21

4090 Slab on Deck - Level 2 10 29-Jun-21 12-Jul-21

4100 Slab on Deck - Level 3 10 09-Jul-21 22-Jul-21

4110 Slab on Deck - Level 4 10 21-Jul-21 03-Aug-21

4120 Slab on Deck - Level 5 10 02-Aug-21 13-Aug-21

4130 Slab on Deck - Level 6 10 12-Aug-21 25-Aug-21

4140 Slab on Deck - Level 7 10 24-Aug-21 06-Sep-21

4160 Install Stairs & Landings 60 07-Sep-21 29-Nov-21

4170 Buckhoist Installation 10 07-Sep-21 20-Sep-21

4180 MEPF Main Distribution Rough-In 50 13-Sep-21 19-Nov-21

4190 Install Electrical Switchgear 20 13-Sep-21 08-Oct-21

4200 Exterior Framing & Sheathing 75 02-Aug-21 12-Nov-21

4210 Install Metal Panel Systems 60 27-Sep-21 17-Dec-21

4220 Install Terracotta Systems 60 25-Oct-21 14-Jan-22

4230 Curtain Wall Installation 70 01-Nov-21 04-Feb-22

4240 Roof Copings & Roof Installation 40 07-Feb-22 01-Apr-22

4250 Canopy Construction 40 02-Aug-21 24-Sep-21

4260 Bridge Installation 25 14-Jun-21 16-Jul-21

4270 Project Enclosure 0 01-Apr-22

4280 Elevators Installation 70 04-Apr-22 08-Jul-22

Mechanical Equipment & Commissioning 278 16-Aug-21 07-Sep-22

5000 Set Major Mechanical Gear 185 16-Aug-21 29-Apr-22

5010 Equipment Early Low-Load Startups 10 02-May-22 13-May-22

5020 Systems Testing/Automation Controls Test & Adjustments 10 21-Jul-22 03-Aug-22

5030 Integrated Systems Test/Commissioning 10 04-Aug-22 17-Aug-22

5040 Final Validations 5 01-Sep-22 07-Sep-22

Interiors Construction 193 06-Dec-21 31-Aug-22

Level 7 - Takt 1 100 06-Dec-21 22-Apr-22

A6000 Overhead Electrical Rough-In 10 06-Dec-21 17-Dec-21

Finish

2020 2021 2022 2023


Install Silt Fencing

Strip Site & Rough Grading

Install Sanitary, Storm & Water Utility Lines

Water Retention Systems

Install Telecom & Electrical Ductbanks

Water Tap

Pull Ductbank Cabling

Electrical Ductbank Tie-in

Set Generators & Hook-up

Site Curbs & Parking Lots

Site Hardscapes

Site Furnishings

Landscaping & Irrigation Systems

08-Jul-22, Core & Shell Construction

Basement Excavation

Install & Compact Geopier Stone Base

Geopier Installation

Excavate & Install Pier Caps & Foundations

Basement Walls & Backfill

Elevator & Stair Shafts

Structural Steel Erection & Detailing

Slab on Grade

Slab on Deck - Ground Floor

Slab on Deck - Level 2






Install Stairs & Landings

Buckhoist Installation

MEPF Main Distribution Rough-In

Install Electrical Switchgear

Exterior Framing & Sheathing

Install Metal Panel Systems

Install Terracotta Systems

Curtain Wall Installation

Roof Copings & Roof Installation

Canopy Construction

Bridge Installation

Project Enclosure

Elevators Installation

07-Sep-22, Mechanical Equipment & Commissioning

Set Major Mechanical Gear

Equipment Early Low-Load Startups

Systems Testing/Automation Controls Test & Adjustments

Integrated Systems Test/Commissioning

Final Validations

31-Aug-22, Interiors Construction

22-Apr-22, Level 7 - Takt 1

Overhead Electrical Rough-In

Actual Work

Remaining Work


Milestone

Summary

2



APPENDIX B

SCHEDULE


13-Apr-20 11:18


Duration

C6030 Frame Walls & Set Door Frames 10 24-Jan-22 04-Feb-22

C6040 Electrical Wall Rough-In 10 31-Jan-22 11-Feb-22

C6050 Fire Suppression Rough-In 10 07-Feb-22 18-Feb-22

C6060 HVAC Ductwork 10 14-Feb-22 25-Feb-22

C6070 Wall & Overhead Inspections 0 25-Feb-22

C6080 Insulation 10 21-Feb-22 04-Mar-22

C6090 Hang & Finish Drywall 10 28-Feb-22 11-Mar-22

C6100 Paint & Wallcoverings 10 07-Mar-22 18-Mar-22

C6110 Flooring Installation 10 14-Mar-22 25-Mar-22

C6120 Interior Glazing 10 21-Mar-22 01-Apr-22

C6130 Low Voltage & Owner Cabling 10 28-Mar-22 08-Apr-22

C6140 Acoustical Ceilings 10 04-Apr-22 15-Apr-22

C6150 Finish Electrical & Fire Alarm 10 11-Apr-22 22-Apr-22

C6160 Finish Plumbing 10 11-Apr-22 22-Apr-22

C6170 HVAC Finish 10 11-Apr-22 22-Apr-22

C6180 Millwork Installation 10 04-Apr-22 15-Apr-22

C6190 Hang Doors & Install Hardware 10 11-Apr-22 22-Apr-22

C6200 Final Painting & Touch-Up 10 18-Apr-22 29-Apr-22

C6210 Systems Furniture 10 25-Apr-22 06-May-22

C6220 Complete Data & Power Connections 10 02-May-22 13-May-22

C6230 Final Testing & Inspections 10 09-May-22 20-May-22

Level 6 - Takt 4 100 17-Jan-22 03-Jun-22

D6000 Overhead Electrical Rough-In 10 17-Jan-22 28-Jan-22

D6010 Plumbing Rough-in 10 24-Jan-22 04-Feb-22

D6020 Hang & Pipe VAV's 10 31-Jan-22 11-Feb-22

D6030 Frame Walls & Set Door Frames 10 07-Feb-22 18-Feb-22

D6040 Electrical Wall Rough-In 10 14-Feb-22 25-Feb-22

D6050 Fire Suppression Rough-In 10 21-Feb-22 04-Mar-22

D6060 HVAC Ductwork 10 28-Feb-22 11-Mar-22

D6070 Wall & Overhead Inspections 0 11-Mar-22

D6080 Insulation 10 07-Mar-22 18-Mar-22

D6090 Hang & Finish Drywall 10 14-Mar-22 25-Mar-22

D6100 Paint & Wallcoverings 10 21-Mar-22 01-Apr-22

D6110 Flooring Installation 10 28-Mar-22 08-Apr-22

D6120 Interior Glazing 10 04-Apr-22 15-Apr-22

D6130 Low Voltage & Owner Cabling 10 11-Apr-22 22-Apr-22

D6140 Acoustical Ceilings 10 18-Apr-22 29-Apr-22

D6150 Finish Electrical & Fire Alarm 10 25-Apr-22 06-May-22

D6160 Finish Plumbing 10 25-Apr-22 06-May-22

D6170 HVAC Finish 10 25-Apr-22 06-May-22

D6180 Millwork Installation 10 18-Apr-22 29-Apr-22

D6190 Hang Doors & Install Hardware 10 25-Apr-22 06-May-22

D6200 Final Painting & Touch-Up 10 02-May-22 13-May-22

D6210 Systems Furniture 10 09-May-22 20-May-22

D6220 Complete Data & Power Connections 10 16-May-22 27-May-22

D6230 Final Testing & Inspections 10 23-May-22 03-Jun-22


E6000 Overhead Electrical Rough-In 10 31-Jan-22 11-Feb-22

E6010 Plumbing Rough-in 10 07-Feb-22 18-Feb-22

E6020 Hang & Pipe VAV's 10 14-Feb-22 25-Feb-22

E6030 Frame Walls & Set Door Frames 10 21-Feb-22 04-Mar-22

E6040 Electrical Wall Rough-In 10 28-Feb-22 11-Mar-22

Finish

2020 2021 2022 2023


Frame Walls & Set Door Frames

Electrical Wall Rough-In

Fire Suppression Rough-In

HVAC Ductwork

Wall & Overhead Inspections

Insulation

Hang & Finish Drywall

Paint & Wallcoverings

Flooring Installation

Interior Glazing

Low Voltage & Owner Cabling

Acoustical Ceilings

Finish Electrical & Fire Alarm

Finish Plumbing

HVAC Finish

Millwork Installation

Hang Doors & Install Hardware

Final Painting & Touch-Up

Systems Furniture

Complete Data & Power Connections

Final Testing & Inspections

03-Jun-22, Level 6 - Takt 4


Plumbing Rough-in

Hang & Pipe VAV's




HVAC Ductwork


Insulation




Interior Glazing


Acoustical Ceilings


Finish Plumbing

HVAC Finish




Systems Furniture





Plumbing Rough-in

Hang & Pipe VAV's



Actual Work

Remaining Work


Milestone

Summary

4



APPENDIX B

SCHEDULE


13-Apr-20 11:18


Duration

C6030 Frame Walls & Set Door Frames 10 24-Jan-22 04-Feb-22

C6040 Electrical Wall Rough-In 10 31-Jan-22 11-Feb-22

C6050 Fire Suppression Rough-In 10 07-Feb-22 18-Feb-22

C6060 HVAC Ductwork 10 14-Feb-22 25-Feb-22

C6070 Wall & Overhead Inspections 0 25-Feb-22

C6080 Insulation 10 21-Feb-22 04-Mar-22

C6090 Hang & Finish Drywall 10 28-Feb-22 11-Mar-22

C6100 Paint & Wallcoverings 10 07-Mar-22 18-Mar-22

C6110 Flooring Installation 10 14-Mar-22 25-Mar-22

C6120 Interior Glazing 10 21-Mar-22 01-Apr-22

C6130 Low Voltage & Owner Cabling 10 28-Mar-22 08-Apr-22

C6140 Acoustical Ceilings 10 04-Apr-22 15-Apr-22

C6150 Finish Electrical & Fire Alarm 10 11-Apr-22 22-Apr-22

C6160 Finish Plumbing 10 11-Apr-22 22-Apr-22

C6170 HVAC Finish 10 11-Apr-22 22-Apr-22

C6180 Millwork Installation 10 04-Apr-22 15-Apr-22

C6190 Hang Doors & Install Hardware 10 11-Apr-22 22-Apr-22

C6200 Final Painting & Touch-Up 10 18-Apr-22 29-Apr-22

C6210 Systems Furniture 10 25-Apr-22 06-May-22

C6220 Complete Data & Power Connections 10 02-May-22 13-May-22

C6230 Final Testing & Inspections 10 09-May-22 20-May-22


D6000 Overhead Electrical Rough-In 10 17-Jan-22 28-Jan-22

D6010 Plumbing Rough-in 10 24-Jan-22 04-Feb-22

D6020 Hang & Pipe VAV's 10 31-Jan-22 11-Feb-22

D6030 Frame Walls & Set Door Frames 10 07-Feb-22 18-Feb-22

D6040 Electrical Wall Rough-In 10 14-Feb-22 25-Feb-22

D6050 Fire Suppression Rough-In 10 21-Feb-22 04-Mar-22

D6060 HVAC Ductwork 10 28-Feb-22 11-Mar-22

D6070 Wall & Overhead Inspections 0 11-Mar-22

D6080 Insulation 10 07-Mar-22 18-Mar-22

D6090 Hang & Finish Drywall 10 14-Mar-22 25-Mar-22

D6100 Paint & Wallcoverings 10 21-Mar-22 01-Apr-22

D6110 Flooring Installation 10 28-Mar-22 08-Apr-22

D6120 Interior Glazing 10 04-Apr-22 15-Apr-22

D6130 Low Voltage & Owner Cabling 10 11-Apr-22 22-Apr-22

D6140 Acoustical Ceilings 10 18-Apr-22 29-Apr-22

D6150 Finish Electrical & Fire Alarm 10 25-Apr-22 06-May-22

D6160 Finish Plumbing 10 25-Apr-22 06-May-22

D6170 HVAC Finish 10 25-Apr-22 06-May-22

D6180 Millwork Installation 10 18-Apr-22 29-Apr-22

D6190 Hang Doors & Install Hardware 10 25-Apr-22 06-May-22

D6200 Final Painting & Touch-Up 10 02-May-22 13-May-22

D6210 Systems Furniture 10 09-May-22 20-May-22

D6220 Complete Data & Power Connections 10 16-May-22 27-May-22

D6230 Final Testing & Inspections 10 23-May-22 03-Jun-22


E6000 Overhead Electrical Rough-In 10 31-Jan-22 11-Feb-22

E6010 Plumbing Rough-in 10 07-Feb-22 18-Feb-22

E6020 Hang & Pipe VAV's 10 14-Feb-22 25-Feb-22

E6030 Frame Walls & Set Door Frames 10 21-Feb-22 04-Mar-22

E6040 Electrical Wall Rough-In 10 28-Feb-22 11-Mar-22

Finish

2020 2021 2022 2023





HVAC Ductwork


Insulation




Interior Glazing


Acoustical Ceilings


Finish Plumbing

HVAC Finish




Systems Furniture





Plumbing Rough-in

Hang & Pipe VAV's




HVAC Ductwork


Insulation




Interior Glazing


Acoustical Ceilings


Finish Plumbing

HVAC Finish




Systems Furniture





Plumbing Rough-in

Hang & Pipe VAV's



Actual Work

Remaining Work


Milestone

Summary

4



APPENDIX B

SCHEDULE


13-Apr-20 11:18


Duration

E6050 Fire Suppression Rough-In 10 07-Mar-22 18-Mar-22

E6060 HVAC Ductwork 10 14-Mar-22 25-Mar-22

E6070 Wall & Overhead Inspections 0 25-Mar-22

E6080 Insulation 10 21-Mar-22 01-Apr-22

E6090 Hang & Finish Drywall 10 28-Mar-22 08-Apr-22

E6100 Paint & Wallcoverings 10 04-Apr-22 15-Apr-22

E6110 Flooring Installation 10 11-Apr-22 22-Apr-22

E6120 Interior Glazing 10 18-Apr-22 29-Apr-22

E6130 Low Voltage & Owner Cabling 10 25-Apr-22 06-May-22

E6140 Acoustical Ceilings 10 02-May-22 13-May-22

E6150 Finish Electrical & Fire Alarm 10 09-May-22 20-May-22

E6160 Finish Plumbing 10 09-May-22 20-May-22

E6170 HVAC Finish 10 09-May-22 20-May-22

E6180 Millwork Installation 10 02-May-22 13-May-22

E6190 Hang Doors & Install Hardware 10 09-May-22 20-May-22

E6200 Final Painting & Touch-Up 10 16-May-22 27-May-22

E6210 Systems Furniture 10 23-May-22 03-Jun-22

E6220 Complete Data & Power Connections 10 30-May-22 10-Jun-22

E6230 Final Testing & Inspections 10 06-Jun-22 17-Jun-22

Level 5 - Takt 6 100 07-Feb-22 24-Jun-22

F6000 Overhead Electrical Rough-In 10 07-Feb-22 18-Feb-22

F6010 Plumbing Rough-in 10 14-Feb-22 25-Feb-22

F6020 Hang & Pipe VAV's 10 21-Feb-22 04-Mar-22

F6030 Frame Walls & Set Door Frames 10 28-Feb-22 11-Mar-22

F6040 Electrical Wall Rough-In 10 07-Mar-22 18-Mar-22

F6050 Fire Suppression Rough-In 10 14-Mar-22 25-Mar-22

F6060 HVAC Ductwork 10 21-Mar-22 01-Apr-22

F6070 Wall & Overhead Inspections 0 01-Apr-22

F6080 Insulation 10 28-Mar-22 08-Apr-22

F6090 Hang & Finish Drywall 10 04-Apr-22 15-Apr-22

F6100 Paint & Wallcoverings 10 11-Apr-22 22-Apr-22

F6110 Flooring Installation 10 18-Apr-22 29-Apr-22

F6120 Interior Glazing 10 25-Apr-22 06-May-22

F6130 Low Voltage & Owner Cabling 10 02-May-22 13-May-22

F6140 Acoustical Ceilings 10 09-May-22 20-May-22

F6150 Finish Electrical & Fire Alarm 10 16-May-22 27-May-22

F6160 Finish Plumbing 10 16-May-22 27-May-22

F6170 HVAC Finish 10 16-May-22 27-May-22

F6180 Millwork Installation 10 09-May-22 20-May-22

F6190 Hang Doors & Install Hardware 10 16-May-22 27-May-22

F6200 Final Painting & Touch-Up 10 23-May-22 03-Jun-22

F6210 Systems Furniture 10 30-May-22 10-Jun-22

F6220 Complete Data & Power Connections 10 06-Jun-22 17-Jun-22

F6230 Final Testing & Inspections 10 13-Jun-22 24-Jun-22

Level 4 - Takt 7 100 14-Feb-22 01-Jul-22

G6000 Overhead Electrical Rough-In 10 14-Feb-22 25-Feb-22

G6010 Plumbing Rough-in 10 21-Feb-22 04-Mar-22

G6020 Hang & Pipe VAV's 10 28-Feb-22 11-Mar-22

G6030 Frame Walls & Set Door Frames 10 07-Mar-22 18-Mar-22

G6040 Electrical Wall Rough-In 10 14-Mar-22 25-Mar-22

G6050 Fire Suppression Rough-In 10 21-Mar-22 01-Apr-22

G6060 HVAC Ductwork 10 28-Mar-22 08-Apr-22

Finish

2020 2021 2022 2023



HVAC Ductwork


Insulation




Interior Glazing


Acoustical Ceilings


Finish Plumbing

HVAC Finish




Systems Furniture





Plumbing Rough-in

Hang & Pipe VAV's




HVAC Ductwork


Insulation




Interior Glazing


Acoustical Ceilings


Finish Plumbing

HVAC Finish




Systems Furniture



01-Jul-22, Level 4 - Takt 7


Plumbing Rough-in

Hang & Pipe VAV's




HVAC Ductwork

Actual Work

Remaining Work


Milestone

Summary

5



APPENDIX B

SCHEDULE


13-Apr-20 11:18


Duration

G6070 Wall & Overhead Inspections 0 08-Apr-22

G6080 Insulation 10 04-Apr-22 15-Apr-22

G6090 Hang & Finish Drywall 10 11-Apr-22 22-Apr-22

G6100 Paint & Wallcoverings 10 18-Apr-22 29-Apr-22

G6110 Flooring Installation 10 25-Apr-22 06-May-22

G6120 Interior Glazing 10 02-May-22 13-May-22

G6130 Low Voltage & Owner Cabling 10 09-May-22 20-May-22

G6140 Acoustical Ceilings 10 16-May-22 27-May-22

G6150 Finish Electrical & Fire Alarm 10 23-May-22 03-Jun-22

G6160 Finish Plumbing 10 23-May-22 03-Jun-22

G6170 HVAC Finish 10 23-May-22 03-Jun-22

G6180 Millwork Installation 10 16-May-22 27-May-22

G6190 Hang Doors & Install Hardware 10 23-May-22 03-Jun-22

G6200 Final Painting & Touch-Up 10 30-May-22 10-Jun-22

G6210 Systems Furniture 10 06-Jun-22 17-Jun-22

G6220 Complete Data & Power Connections 10 13-Jun-22 24-Jun-22

G6230 Final Testing & Inspections 10 20-Jun-22 01-Jul-22

Level 4 - Takt 8 100 21-Feb-22 08-Jul-22

H6000 Overhead Electrical Rough-In 10 21-Feb-22 04-Mar-22

H6010 Plumbing Rough-in 10 28-Feb-22 11-Mar-22

H6020 Hang & Pipe VAV's 10 07-Mar-22 18-Mar-22

H6030 Frame Walls & Set Door Frames 10 14-Mar-22 25-Mar-22

H6040 Electrical Wall Rough-In 10 21-Mar-22 01-Apr-22

H6050 Fire Suppression Rough-In 10 28-Mar-22 08-Apr-22

H6060 HVAC Ductwork 10 04-Apr-22 15-Apr-22

H6070 Wall & Overhead Inspections 0 15-Apr-22

H6080 Insulation 10 11-Apr-22 22-Apr-22

H6090 Hang & Finish Drywall 10 18-Apr-22 29-Apr-22

H6100 Paint & Wallcoverings 10 25-Apr-22 06-May-22

H6110 Flooring Installation 10 02-May-22 13-May-22

H6120 Interior Glazing 10 09-May-22 20-May-22

H6130 Low Voltage & Owner Cabling 10 16-May-22 27-May-22

H6140 Acoustical Ceilings 10 23-May-22 03-Jun-22

H6150 Finish Electrical & Fire Alarm 10 30-May-22 10-Jun-22

H6160 Finish Plumbing 10 30-May-22 10-Jun-22

H6170 HVAC Finish 10 30-May-22 10-Jun-22

H6180 Millwork Installation 10 23-May-22 03-Jun-22

H6190 Hang Doors & Install Hardware 10 30-May-22 10-Jun-22

H6200 Final Painting & Touch-Up 10 06-Jun-22 17-Jun-22

H6210 Systems Furniture 10 13-Jun-22 24-Jun-22

H6220 Complete Data & Power Connections 10 20-Jun-22 01-Jul-22

H6230 Final Testing & Inspections 10 27-Jun-22 08-Jul-22

Level 3 (Mech. Space) - Takt 9 125 24-Feb-22 17-Aug-22

I6000 Overhead Electrical Rough-In 15 24-Feb-22 16-Mar-22

I6010 Plumbing Rough-in 15 10-Mar-22 30-Mar-22

I6020 Hang & Pipe VAV's 15 24-Mar-22 13-Apr-22

I6030 Frame Walls & Set Door Frames 10 07-Apr-22 20-Apr-22

I6040 Electrical Wall Rough-In 15 14-Apr-22 04-May-22

I6050 Fire Suppression Rough-In 10 28-Apr-22 11-May-22

I6060 HVAC Ductwork 15 05-May-22 25-May-22

I6070 Wall & Overhead Inspections 0 25-May-22

I6080 Insulation 10 19-May-22 01-Jun-22

Finish

2020 2021 2022 2023



Insulation




Interior Glazing


Acoustical Ceilings


Finish Plumbing

HVAC Finish




Systems Furniture





Plumbing Rough-in

Hang & Pipe VAV's




HVAC Ductwork


Insulation




Interior Glazing


Acoustical Ceilings


Finish Plumbing

HVAC Finish




Systems Furniture



17-Aug-22, Level 3 (Mech. Space) - Takt 9


Plumbing Rough-in

Hang & Pipe VAV's




HVAC Ductwork


Insulation

Actual Work

Remaining Work


Milestone

Summary

6



APPENDIX B

SCHEDULE


13-Apr-20 11:18


Duration

I6090 Hang & Finish Drywall 10 26-May-22 08-Jun-22

I6100 Paint & Wallcoverings 10 02-Jun-22 15-Jun-22

I6110 Flooring Installation 10 09-Jun-22 22-Jun-22

I6120 Interior Glazing 10 16-Jun-22 29-Jun-22

I6130 Low Voltage & Owner Cabling 10 23-Jun-22 06-Jul-22

I6140 Acoustical Ceilings 10 30-Jun-22 13-Jul-22

I6150 Finish Electrical & Fire Alarm 10 07-Jul-22 20-Jul-22

I6160 Finish Plumbing 10 07-Jul-22 20-Jul-22

I6170 HVAC Finish 10 07-Jul-22 20-Jul-22

I6180 Millwork Installation 10 30-Jun-22 13-Jul-22

I6190 Hang Doors & Install Hardware 10 07-Jul-22 20-Jul-22

I6200 Final Painting & Touch-Up 10 14-Jul-22 27-Jul-22

I6210 Systems Furniture 10 21-Jul-22 03-Aug-22

I6220 Complete Data & Power Connections 10 28-Jul-22 10-Aug-22

I6230 Final Testing & Inspections 10 04-Aug-22 17-Aug-22

Level 2 - Takt 10 100 10-Mar-22 27-Jul-22

J6000 Overhead Electrical Rough-In 10 10-Mar-22 23-Mar-22

J6010 Plumbing Rough-in 10 17-Mar-22 30-Mar-22

J6020 Hang & Pipe VAV's 10 24-Mar-22 06-Apr-22

J6030 Frame Walls & Set Door Frames 10 31-Mar-22 13-Apr-22

J6040 Electrical Wall Rough-In 10 07-Apr-22 20-Apr-22

J6050 Fire Suppression Rough-In 10 14-Apr-22 27-Apr-22

J6060 HVAC Ductwork 10 21-Apr-22 04-May-22

J6070 Wall & Overhead Inspections 0 04-May-22

J6080 Insulation 10 28-Apr-22 11-May-22

J6090 Hang & Finish Drywall 10 05-May-22 18-May-22

J6100 Paint & Wallcoverings 10 12-May-22 25-May-22

J6110 Flooring Installation 10 19-May-22 01-Jun-22

J6120 Interior Glazing 10 26-May-22 08-Jun-22

J6130 Low Voltage & Owner Cabling 10 02-Jun-22 15-Jun-22

J6140 Acoustical Ceilings 10 09-Jun-22 22-Jun-22

J6150 Finish Electrical & Fire Alarm 10 16-Jun-22 29-Jun-22

J6160 Finish Plumbing 10 16-Jun-22 29-Jun-22

J6170 HVAC Finish 10 16-Jun-22 29-Jun-22

J6180 Millwork Installation 10 09-Jun-22 22-Jun-22

J6190 Hang Doors & Install Hardware 10 16-Jun-22 29-Jun-22

J6200 Final Painting & Touch-Up 10 23-Jun-22 06-Jul-22

J6210 Systems Furniture 10 30-Jun-22 13-Jul-22

J6220 Complete Data & Power Connections 10 07-Jul-22 20-Jul-22

J6230 Final Testing & Inspections 10 14-Jul-22 27-Jul-22

Level 2 - Takt 11 100 17-Mar-22 03-Aug-22

K6000 Overhead Electrical Rough-In 10 17-Mar-22 30-Mar-22

K6010 Plumbing Rough-in 10 24-Mar-22 06-Apr-22

K6020 Hang & Pipe VAV's 10 31-Mar-22 13-Apr-22

K6030 Frame Walls & Set Door Frames 10 07-Apr-22 20-Apr-22

K6040 Electrical Wall Rough-In 10 14-Apr-22 27-Apr-22

K6050 Fire Suppression Rough-In 10 21-Apr-22 04-May-22

K6060 HVAC Ductwork 10 28-Apr-22 11-May-22

K6070 Wall & Overhead Inspections 0 11-May-22

K6080 Insulation 10 05-May-22 18-May-22

K6090 Hang & Finish Drywall 10 12-May-22 25-May-22

K6100 Paint & Wallcoverings 10 19-May-22 01-Jun-22

Finish

2020 2021 2022 2023





Interior Glazing


Acoustical Ceilings


Finish Plumbing

HVAC Finish




Systems Furniture





Plumbing Rough-in

Hang & Pipe VAV's




HVAC Ductwork


Insulation




Interior Glazing


Acoustical Ceilings


Finish Plumbing

HVAC Finish




Systems Furniture



03-Aug-22, Level 2 - Takt 11


Plumbing Rough-in

Hang & Pipe VAV's




HVAC Ductwork


Insulation



Actual Work

Remaining Work


Milestone

Summary

7



APPENDIX B

SCHEDULE


13-Apr-20 11:18


Duration

K6110 Flooring Installation 10 26-May-22 08-Jun-22

K6120 Interior Glazing 10 02-Jun-22 15-Jun-22

K6130 Low Voltage & Owner Cabling 10 09-Jun-22 22-Jun-22

K6140 Acoustical Ceilings 10 16-Jun-22 29-Jun-22

K6150 Finish Electrical & Fire Alarm 10 23-Jun-22 06-Jul-22

K6160 Finish Plumbing 10 23-Jun-22 06-Jul-22

K6170 HVAC Finish 10 23-Jun-22 06-Jul-22

K6180 Millwork Installation 10 16-Jun-22 29-Jun-22

K6190 Hang Doors & Install Hardware 10 23-Jun-22 06-Jul-22

K6200 Final Painting & Touch-Up 10 30-Jun-22 13-Jul-22

K6210 Systems Furniture 10 07-Jul-22 20-Jul-22

K6220 Complete Data & Power Connections 10 14-Jul-22 27-Jul-22

K6230 Final Testing & Inspections 10 21-Jul-22 03-Aug-22

Level 2 - Takt 12 100 24-Mar-22 10-Aug-22

L6000 Overhead Electrical Rough-In 10 24-Mar-22 06-Apr-22

L6010 Plumbing Rough-in 10 31-Mar-22 13-Apr-22

L6020 Hang & Pipe VAV's 10 07-Apr-22 20-Apr-22

L6030 Frame Walls & Set Door Frames 10 14-Apr-22 27-Apr-22

L6040 Electrical Wall Rough-In 10 21-Apr-22 04-May-22

L6050 Fire Suppression Rough-In 10 28-Apr-22 11-May-22

L6060 HVAC Ductwork 10 05-May-22 18-May-22

L6070 Wall & Overhead Inspections 0 18-May-22

L6080 Insulation 10 12-May-22 25-May-22

L6090 Hang & Finish Drywall 10 19-May-22 01-Jun-22

L6100 Paint & Wallcoverings 10 26-May-22 08-Jun-22

L6110 Flooring Installation 10 02-Jun-22 15-Jun-22

L6120 Interior Glazing 10 09-Jun-22 22-Jun-22

L6130 Low Voltage & Owner Cabling 10 16-Jun-22 29-Jun-22

L6140 Acoustical Ceilings 10 23-Jun-22 06-Jul-22

L6150 Finish Electrical & Fire Alarm 10 30-Jun-22 13-Jul-22

L6160 Finish Plumbing 10 30-Jun-22 13-Jul-22

L6170 HVAC Finish 10 30-Jun-22 13-Jul-22

L6180 Millwork Installation 10 23-Jun-22 06-Jul-22

L6190 Hang Doors & Install Hardware 10 30-Jun-22 13-Jul-22

L6200 Final Painting & Touch-Up 10 07-Jul-22 20-Jul-22

L6210 Systems Furniture 10 14-Jul-22 27-Jul-22

L6220 Complete Data & Power Connections 10 21-Jul-22 03-Aug-22

L6230 Final Testing & Inspections 10 28-Jul-22 10-Aug-22

Ground Floor - Takt 13 100 31-Mar-22 17-Aug-22

M6000 Overhead Electrical Rough-In 10 31-Mar-22 13-Apr-22

M6010 Plumbing Rough-in 10 07-Apr-22 20-Apr-22

M6020 Hang & Pipe VAV's 10 14-Apr-22 27-Apr-22

M6030 Frame Walls & Set Door Frames 10 21-Apr-22 04-May-22

M6040 Electrical Wall Rough-In 10 28-Apr-22 11-May-22

M6050 Fire Suppression Rough-In 10 05-May-22 18-May-22

M6060 HVAC Ductwork 10 12-May-22 25-May-22

M6070 Wall & Overhead Inspections 0 25-May-22

M6080 Insulation 10 19-May-22 01-Jun-22

M6090 Hang & Finish Drywall 10 26-May-22 08-Jun-22

M6100 Paint & Wallcoverings 10 02-Jun-22 15-Jun-22

M6110 Flooring Installation 10 09-Jun-22 22-Jun-22

M6120 Interior Glazing 10 16-Jun-22 29-Jun-22

Finish

2020 2021 2022 2023



Interior Glazing


Acoustical Ceilings


Finish Plumbing

HVAC Finish




Systems Furniture



10-Aug-22, Level 2 - Takt 12


Plumbing Rough-in

Hang & Pipe VAV's




HVAC Ductwork


Insulation




Interior Glazing


Acoustical Ceilings


Finish Plumbing

HVAC Finish




Systems Furniture



17-Aug-22, Ground Floor - Takt 13


Plumbing Rough-in

Hang & Pipe VAV's




HVAC Ductwork


Insulation




Interior Glazing

Actual Work

Remaining Work


Milestone

Summary

8



APPENDIX B

SCHEDULE


13-Apr-20 11:18


Duration

M6130 Low Voltage & Owner Cabling 10 23-Jun-22 06-Jul-22

M6140 Acoustical Ceilings 10 30-Jun-22 13-Jul-22

M6150 Finish Electrical & Fire Alarm 10 07-Jul-22 20-Jul-22

M6160 Finish Plumbing 10 07-Jul-22 20-Jul-22

M6170 HVAC Finish 10 07-Jul-22 20-Jul-22

M6180 Millwork Installation 10 30-Jun-22 13-Jul-22

M6190 Hang Doors & Install Hardware 10 07-Jul-22 20-Jul-22

M6200 Final Painting & Touch-Up 10 14-Jul-22 27-Jul-22

M6210 Systems Furniture 10 21-Jul-22 03-Aug-22

M6220 Complete Data & Power Connections 10 28-Jul-22 10-Aug-22

M6230 Final Testing & Inspections 10 04-Aug-22 17-Aug-22

Ground Floor - Takt 14 100 07-Apr-22 24-Aug-22

N6000 Overhead Electrical Rough-In 10 07-Apr-22 20-Apr-22

N6010 Plumbing Rough-in 10 14-Apr-22 27-Apr-22

N6020 Hang & Pipe VAV's 10 21-Apr-22 04-May-22

N6030 Frame Walls & Set Door Frames 10 28-Apr-22 11-May-22

N6040 Electrical Wall Rough-In 10 05-May-22 18-May-22

N6050 Fire Suppression Rough-In 10 12-May-22 25-May-22

N6060 HVAC Ductwork 10 19-May-22 01-Jun-22

N6070 Wall & Overhead Inspections 0 01-Jun-22

N6080 Insulation 10 26-May-22 08-Jun-22

N6090 Hang & Finish Drywall 10 02-Jun-22 15-Jun-22

N6100 Paint & Wallcoverings 10 09-Jun-22 22-Jun-22

N6110 Flooring Installation 10 16-Jun-22 29-Jun-22

N6120 Interior Glazing 10 23-Jun-22 06-Jul-22

N6130 Low Voltage & Owner Cabling 10 30-Jun-22 13-Jul-22

N6140 Acoustical Ceilings 10 07-Jul-22 20-Jul-22

N6150 Finish Electrical & Fire Alarm 10 14-Jul-22 27-Jul-22

N6160 Finish Plumbing 10 14-Jul-22 27-Jul-22

N6170 HVAC Finish 10 14-Jul-22 27-Jul-22

N6180 Millwork Installation 10 07-Jul-22 20-Jul-22

N6190 Hang Doors & Install Hardware 10 14-Jul-22 27-Jul-22

N6200 Final Painting & Touch-Up 10 21-Jul-22 03-Aug-22

N6210 Systems Furniture 10 28-Jul-22 10-Aug-22

N6220 Complete Data & Power Connections 10 04-Aug-22 17-Aug-22

N6230 Final Testing & Inspections 10 11-Aug-22 24-Aug-22

Ground Floor - Takt 15 100 14-Apr-22 31-Aug-22

O6000 Overhead Electrical Rough-In 10 14-Apr-22 27-Apr-22

O6010 Plumbing Rough-in 10 21-Apr-22 04-May-22

O6020 Hang & Pipe VAV's 10 28-Apr-22 11-May-22

O6030 Frame Walls & Set Door Frames 10 05-May-22 18-May-22

O6040 Electrical Wall Rough-In 10 12-May-22 25-May-22

O6050 Fire Suppression Rough-In 10 19-May-22 01-Jun-22

O6060 HVAC Ductwork 10 26-May-22 08-Jun-22

O6070 Wall & Overhead Inspections 0 08-Jun-22

O6080 Insulation 10 02-Jun-22 15-Jun-22

O6090 Hang & Finish Drywall 10 09-Jun-22 22-Jun-22

O6100 Paint & Wallcoverings 10 16-Jun-22 29-Jun-22

O6110 Flooring Installation 10 23-Jun-22 06-Jul-22

O6120 Interior Glazing 10 30-Jun-22 13-Jul-22

O6130 Low Voltage & Owner Cabling 10 07-Jul-22 20-Jul-22

O6140 Acoustical Ceilings 10 14-Jul-22 27-Jul-22

Finish

2020 2021 2022 2023



Acoustical Ceilings


Finish Plumbing

HVAC Finish




Systems Furniture





Plumbing Rough-in

Hang & Pipe VAV's




HVAC Ductwork


Insulation




Interior Glazing


Acoustical Ceilings


Finish Plumbing

HVAC Finish




Systems Furniture





Plumbing Rough-in

Hang & Pipe VAV's




HVAC Ductwork


Insulation




Interior Glazing


Acoustical Ceilings

Actual Work

Remaining Work


Milestone

Summary

9



APPENDIX B

SCHEDULE


13-Apr-20 11:18


Duration

O6150 Finish Electrical & Fire Alarm 10 21-Jul-22 03-Aug-22

O6160 Finish Plumbing 10 21-Jul-22 03-Aug-22

O6170 HVAC Finish 10 21-Jul-22 03-Aug-22

O6180 Millwork Installation 10 14-Jul-22 27-Jul-22

O6190 Hang Doors & Install Hardware 10 21-Jul-22 03-Aug-22

O6200 Final Painting & Touch-Up 10 28-Jul-22 10-Aug-22

O6210 Systems Furniture 10 04-Aug-22 17-Aug-22

O6220 Complete Data & Power Connections 10 11-Aug-22 24-Aug-22

O6230 Final Testing & Inspections 10 18-Aug-22 31-Aug-22

Basement Level - Takt 16 60 21-Apr-22 13-Jul-22

P6000 Electrical Rough-In 10 21-Apr-22 04-May-22

P6020 HVAC Rough-In 5 05-May-22 11-May-22

P6050 Fire Suppression Rough-In 5 12-May-22 18-May-22

P6070 Wall & Overhead Inspections 0 18-May-22

P6110 Flooring Installation 5 19-May-22 25-May-22

P6130 Low Voltage & Owner Cabling 5 26-May-22 01-Jun-22

P6140 Acoustical Ceilings 5 02-Jun-22 08-Jun-22

P6150 Finish Electrical & Fire Alarm 5 09-Jun-22 15-Jun-22

P6160 Finish Plumbing 5 09-Jun-22 15-Jun-22

P6170 HVAC Finish 5 09-Jun-22 15-Jun-22

P6190 Hang Doors & Install Hardware 5 16-Jun-22 22-Jun-22

P6200 Final Painting & Touch-Up 5 23-Jun-22 29-Jun-22

P6220 Complete Data & Power Connections 5 30-Jun-22 06-Jul-22

P6230 Final Testing & Inspections 5 07-Jul-22 13-Jul-22

Project Closeout 87 31-Aug-22 30-Dec-22

7000 Substantial Completion 0 31-Aug-22

7010 Owner Move-In 0 03-Oct-22

7020 Punchlist, Closeout & Demobilization 65 03-Oct-22 30-Dec-22

Finish

2020 2021 2022 2023



Finish Plumbing

HVAC Finish




Systems Furniture



13-Jul-22, Basement Level - Takt 16

Electrical Rough-In

HVAC Rough-In





Acoustical Ceilings


Finish Plumbing

HVAC Finish





30-Dec-22, Project Closeout

Substantial Completion

Owner Move-In

Punchlist, Closeout & Demobilization

Actual Work

Remaining Work


Milestone

Summary

10



SUB-SECTION

SECTION HEADLINE

Sub-headline

BUILD TO LAST.

thinkwelty.com


Summa Behavioral Health Facility

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