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Project No. DGS 413.51 Phase 1

New Performing Arts Center Slippery Rock University

Slippery Rock, Butler County, Pennsylvania

Technical Submittal Cover Letter

Company: Renick Brothers Construction Co. PO Box 94, 434 Grove City Road Slippery Rock, PA 16057 Contact: Travis Croll Vice President Construction Ph – 724-794-4200 Fax – 724-794-8811 Email – [email protected] Discipline: HVAC (DGS 413-51.2 Phase 1 – HVAC Construction)

mailto:[email protected]

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T-1A Introduction to the Project Team The Project Team that Renick Brothers has assembled for the HVAC construction on the SRU Performing Arts Center has a wealth of experience handling projects of similar scope and complexity. As a company, Renick Brothers has been in business since 1948. We are a regional, full service, mechanical contractor performing work throughout Western Pennsylvania. We are a licensed HVAC contractor by the City of Erie, as well as the City of Pittsburgh. Renick Brothers is also licensed in Ohio and West Virginia. With our office staff of over forty individuals located in Slippery Rock, PA we are in a unique position to provide this project with timely and focused service throughout all phases of construction from award through commissioning, occupancy and closeout. What do you get when Renick Brothers is your Mechanical Contractor? You get over 60 years of experience installing and managing mechanical projects. Our Project Team and support staff are experienced and knowledgeable. People make the difference and the Renick Team is second to none. From the owners to the delivery drivers, we are committed to completing your project on time and on budget. Renick Brothers’ management plan has been developed based on years of practical experience with hundreds of projects. All of our personnel, whether on the front lines of project management, or working behind the scenes in a support position, strive toward a common goal. That goal is the successful delivery of each and every project. The following paragraphs outline in narrative form our Management Plan. Many of the specific procedures and forms discussed can be found in the QA/QC section of this proposal. Reviewing these sections together provides a greater appreciation of the significant efforts Renick Brothers expends to properly manage every project. The first line of management for any mechanical project is the site foreman. We assign two foremen to every HVAC project, one on the piping and one on the sheet metal. Both foremen are on site every day during our construction. Prior to the start of construction the foremen receive extensive education in the particulars of the project. This includes a line by line and system by system review of the prints and specifications with the project manager, preconstruction manager and estimator. All the information that we’ve gained through the bidding process, and post bid planning is given to the foremen. By the time the construction is ready for us to begin our work, each foreman can be accurately described as an expert on the particular piping or sheet metal system for that project. As a result of this knowledge, they are the first line of management and problem resolution. Since they understand the intent, they frequently have problems solved before anyone else on the job even knows there was an issue. The sheet metal foreman for this project will be Tom Sankey. Tom has over 20 years of experience installing complicated duct systems, including experience at Clarion University at the Eagle Commons Dining Hall, as well as Penn State Shenango Campus. He has extensive experience working on projects in an active campus environment and with limited laydown. The HVAC foreman for this project will be Josh Broerman. Josh has over 10 years’ experience in the trade, including work at SRU and Clarion Univeristy. He also has experience on projects that require “just in time” delivery due to limited laydown. The field foremen are responsible for the day to day installation of the work in the field. They will coordinate that work with the established construction schedule and with the other trades on site. They will oversee the daily functions of our subcontractors. The foremen report directly to Renick Brother’s project manager.

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Right behind the site foremen, and fully committed to supporting them, is the project manager. Renick Brothers’ project managers are not figure heads that show up once every three months and add more confusion than help. Our project managers are onsite at least once every week and are in daily communication with the field foremen. The project manager represents Renick Brothers at any required job conferences and has the full authority of the company. The education of the project manager includes a complete review of all bid documents and meetings with every estimator involved in the bid process. In addition to understanding what was estimated and the contract requirements, the project manager must also evaluate the project for constructability. In other words; “How is the project going to be built?” The experience our project manager brings to the table is critical in allowing Renick Brothers to consistently complete projects on time, within budget and to the complete satisfaction of the owner and professional. Our project manager for the Performing Arts Center project will be Don Stefanak. Don has over 30 years of experience in mechanical contracting. He has run many projects in an active campus environment including projects at Slippery Rock University that include SRU Housing PH 1&2 and Honeywell Mechanical Upgrades. Don has also managed other work on campus environments including Clarion University Student Housing, and Edinboro University Cooper Science. Don will directly supervise our field foreman. He reports internally to the project executive. Unlike some other companies, Renick Brothers’ project manager is not an island. While they have ultimate responsibility for the project, there are literally dozens of people working behind the scenes to support their efforts. The estimating team remains involved in the project until completion, receiving weekly updates on the project. By remaining involved the estimators help the project team keep the big picture of schedule and budget in mind. Renick Brothers also has an established pre-construction team. This group includes project managers, piping and sheet metal specialists, and draftsmen. The pre-con team is assigned to review every project following a successful bid, to oversee material and equipment purchases for accuracy and specification compliance. In addition they are also looking for ways to streamline the construction process through prefabrication where possible. Renick Brothers preconstruction team for the SRU Performing Arts Center project will include Craig Beatty – preconstruction manager, LuAnn Orcutt – LEED AP, and Dominick Florentine – BIM coordinator. The purchasing department has specific individuals assigned to track materials and equipment from the date an order is given, through the submittal process, right up to site delivery. The relationship of our purchasing department with the material and equipment vendors ensures that we get the timeliest service in the industry. The project manager meets bi-weekly with the purchasing department to update delivery schedules and avoid problems that can delay the construction progress. Kathy Hogg – material expeditor, John Croll – equipment expeditor and Mary Hohman – document coordinator are the purchasing team that will be assigned to the Performing Arts Center project. Contract billings are generated automatically by the accounting department based on the schedule established by the owner and professional. The project manager is responsible to provide accounting with accurate up to date information so that billings are delivered promptly and represent the work complete. Renick Brothers’ support staff understands that for a project to be successful every piece of the puzzle must come together accurately and on time. Corporate support is the final piece of the management plan. At Renick Brothers the division general managers and owners are intimately involved with each and every project. The piping and sheet metal general manager meet bi-weekly with each project manager individually to discuss the details of their projects. In addition, our established reporting procedures, documented in the QA/QC portion of this proposal, keep upper management apprised of the project status on a weekly basis. On larger projects, one of the division managers acts as project executive. The Performing Arts Center project will have Randy Patterson assigned as the project executive. The project executive is prepared to step in for the

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project manager at any time. This system allows for Renick’s to maintain project continuity through vacations or illness. The piping and sheet metal general managers have over 50 years of mechanical contracting experience between them. No project can be successful without the full support of the company owners. At Renick Brothers, our ownership understands that your reputation is built one project at a time. Every project receives the scrutiny of the owners on a daily basis, and if something isn’t up to the Renick standard, it gets rectified, immediately. Renick Brothers also has our own piping fabrication shop, located in Slippery Rock. Mike McFeaters is the fabrication shop foreman and oversees all of our pipe fabrication. We will use a similar process to that described for ductwork, in that we will fabricate certain piping areas directly from the coordinated drawings and have it available for shipment “just in time” as it is needed at the site. Successful companies come from successful projects. Renick Brothers takes pride in every project. We have assembled an experienced and knowledgeable team that is capable and committed to resolving any issue that may arise. The HVAC Controls Subcontractor, OZ Enterprises, will also assign a project manager and a field foreman. The ATC Project Manager will be Jody Petti. Jody Petti has been a project manager with O.Z. Enterprises, Inc. for over twenty (20) years. Prior to joining O.Z. Enterprises, Jody was a Systems Representative and Project Manager for Johnson Controls Inc. Between the two companies, Jody has over thirty (30) years of experience working not only in the automatic temperature controls industry, but specifically with the installation, maintenance and service of the Johnson Controls product line. His primary responsibilities involve assessing and scheduling OZ field manpower requirements, coordinating between the various trades on projects (mechanical, electrical, general, etc.), and scheduling / coordinating OZ in-house resources (engineering, material procurement and delivery, start-up / commissioning) in accordance with project scheduling requirements. His relevant project experience includes but is not limited to: Slippery Rock University – Smith Student Center Contract Amount: $458,000 Completion: July 2012 Slippery Rock University – Vincent Science Center Contract Amount: $540,000 Completion: April 2012 Mount Lebanon High School Contract Amount: $1,250,000 Completion: December 2015 North Allegheny Schools (Marshall Elementary and Marshall Middle Schools) Combined Contract Amount: $1,070,000 Completion Date: September 2016

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Jody will report directly to Renick Brother’s project manager for all project related issues, including questions, clarification and scheduling. The controls project manager will be available for field meetings whenever necessary to speak directly. The ATC foreman for this project will be Gale Lorenzi. Gale will be under the supervision of the controls project manager but also report to Renick Brothers field foreman. They will be in day to day contact to ensure that progress is maintained. Gale Lorenzi has been an electrical foreman with O.Z. Enterprises, Inc. for over nineteen (19) years. Prior to joining O.Z. Enterprises, Gale was an electrical foreman for Bronder Technical Services in Butler, PA with an emphasis on installing control systems as a subcontractor to Johnson Controls in Pittsburgh. Between the two companies, Gale has almost twenty-five (25) years of experience working not only in the automatic temperature controls industry, but specifically with the installation of the Johnson Controls product line and working with the staff of O.Z. Enterprises, Inc. His primary responsibilities involve assessing and scheduling OZ field electrical manpower requirements as well as supervising the overall control system installation. His relevant project experience includes but is not limited to: Slippery Rock University – Spotts World Culture Building Contact Amount: $290,000 Completion: December 2016 Slippery Rock University – Smith Student Center Contract Amount: $458,000 Completion: July 2012 Slippery Rock University – Vincent Science Center Contract Amount: $540,000 Completion: April 2012 Slippery Rock University – North Hall Contract Amount: $354,000 Completion: August 2009 The Testing Adjusting and Balancing Subcontractor, Northstar Environmental, will also assign a project manager and a field foreman. The Balancing project manager for the Performing Arts project will be John Raught. John has over 25 years of experience in the balancing industry. John will report directly to Renick Brother’s project manager for all project related issues, including questions, clarification and scheduling. The balancing project manager will be available for field meetings whenever necessary to speak directly. The balancing foreman for this project will be Harold Bolette. Harold will be under the supervision of the balancing project manager but also report to Renick Brothers field foreman. They will be in day to day contact to ensure that progress is maintained. Northstar Environmental, Ltd. Team Overview

John Raught - Secretary/Treasurer - John established Northstar Environmental, Ltd. a Testing, Adjusting & Balancing company. John successfully maintains the highest degree of quality control over all facets of multi-disciplined projects through a hands-on proactive approach. John consistently meets schedules and budget requirements by employing high effective management and problem solving skills. John has 30 years TAB experience. He is a Journeyman SMWLU #12, NEBB Certified

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Supervisor – Air & Hydronics, TABB certified supervisor and Director SMACNA of Western Pennsylvania.

Barb Raught – President/Vice President - Barb will confirm that all required insurance and bonding requirements are met. Barb will process all AIA pay applications, and obtaining final insurance and bonding closeout documents at project end. Barb will prepare and submit, in compliance with contract requirements, all payroll certifications for Northstar employees.

Harry Bolette - Project Manager - Harry will oversee and take responsibility for the project. He will coordinate the project schedule, personnel and meet project requirements. Harry is a Journeyman SMWLU #12 and has been TAB balancing full time for thirty five years. Harry is TABB certified – Air & Water, and Tab Certified IAQ.

Resumes that further document the experience of all the individuals mentioned above for Renick Brothers, OZ Enterprises and Northstar Balancing are found in Section T-2A. Renick Brothers has a long term working relationship with OZ Enterprises Inc., the HVAC Controls Subcontractor. Over the years we have performed dozens of successful projects with OZ. With that experience we are on a first name basis with each other and can function together seamlessly as a team. OZ is one of the most well respected controls contractors in this area and as such we are glad to partner with them whenever possible. A sample list of the successful projects we have completed together is below: SRU Vincent Science Center SRU Smith Student Center SRU North Hall Seton Hill University Science Building North Allegheny School District Marshall Middle School Renick Brothers has a long term relationship with Northstar Environmental, the Testing Adjusting and Balancing Subcontractor. Over the years we have performed many projects with Northstar. That experience brings familiarity with each other that allows us to conduct our projects seamlessly and efficiently. A partial list of the successful projects we have completed together is below: Seton Hill Health Science and Technology Industrial Scientific Global Headquarters UPMC Lemieux Sports Complex Community College of Allegheny County – West Hall Our entire team has recently worked together to the successful completion of the Seton Hill Health Science and Technology Building. This was a complicate addition and renovation on a functioning college campus and has many similarities to the Performing Arts project. Renick Brothers has experience working with the staff at Slippery Rock University. We have performed dozens of projects on campus and have working familiarity with the staff and with the activities on campus. A partial list of successful projects we have performed at SRU is listed below: Robert Smith Student Center

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Boozel Dining Hall Weisenfluh Dining Hall Vincent Science Center SRU Foundation Student Housing PH 1 and PH 2 At Renick Brothers we take pride in our attention to detail and thorough understanding of a project at the bid stage. A brief scope outlining our understanding of the project and materials required is listed below:

• Approximately 5200’ of hot water and chilled water type L copper piping size ½” – 2”. • Approximately 2700’ of hot and chilled water schedule 40 welded piping size 2-1/2” -6”. • Approximately 600’ of refrigeration piping. • Approximately 2300’ of Schedule 40 steam supply and Schedule 80 condensate return piping. • Approximately 890 feet lined round duct • Approximately 660 feet single wall round duct • Approximately 90,000 lbs. of rectangular galvanized ductwork • Furnish and install the following equipment – (4) steam to hot water heat exchangers, (3)

condensate return pumps, (16) circulating pumps, (4) expansion tanks, (4) air separators, (8) DX split systems, 195’ of radiant panel, 63’ of Runtal radiators, 80’ of finned tube radiation, (2) convectors, (4) cabinet unit heaters, (1) prop heater, (26) fan coil units, (11) air handling units, (32) VAV boxes, (1) MAU unit with associated condensing unit, (3) hot water duct coils, (2) steam meters, (17) fans, (4) gravity vents, (30) sound traps, (399) grilles, and (21) fire dampers

• Vibration Isolation as required. • Piping and duct insulation as specified, with sound lagging on ductwork where required. • Temporary heat as required for construction phasing • Automatic Temperature Controls as specified • Testing and Balancing as specified. • Aid in commissioning as required. • Demolition of existing systems throughout buildings. • Building Information Modeling and Coordination

Renick Brothers and our team have extensive experience with construction on an active campus environment. Working in that situation requires special attention due to the high level of pedestrian traffic. Safety for the students and staff is always the primary focus of work on a college campus. We will work in conjunction with the other trades, general contractor and SRU personnel to provide the appropriate physical barriers necessary to keep the construction contained and the public at a safe distance. In addition to the physical barriers, scheduling plays a major role in the successful completion of university projects. By properly scheduling the project prior to construction, major deliveries, equipment lifts and other potentially hazardous work activities can be coordinated to minimize impact to the campus routine. Also, by carefully establishing daily procedures for employees, delivery personnel and project visitors, we can keep the potential interaction between construction personnel and the campus public to a minimum. To highlight our experience level, below is a list of campus locations where we have performed work. Grove City College Thiel College Westminster College

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Allegheny College Seton Hill University Clarion University Edinboro University Indiana University of PA Lock Haven University Penn State University (Main Campus, Beaver, Behrend, Shenango). In addition we have extensive project experience at Slippery Rock University. A partial list of the jobs we have done for SRU: Vincent Science Building Direct Bury Steam Line at Morrow Field House BCS Performance Contract (Maltby, Eisenberg, meters, controls) North Hall (three different projects have been done to this building) Rhoads Hall (two different projects have been done to this building) New Sculpture Building Lower Campus Steam Loop Patterson Hall (two different projects have been done to this building) New Housing Projects Phase 1 and 2 (consists of five new dormitories) Lower Campus Direct Bury Steam Line from New Science Building Pedestrian Snowmelt Eisenberg Chiller Replacement Weisenfluh Dining Hall Spotts World Culture Snowmelt of Walking Bridge Bard Hall New School of Physical Therapy East / West Gym New Aebersold Student Recreation Building New Art Building Strain Behavioral Science Building Boozel Dining Hall Smith Student Center In addition, both Northstar Environmental and OZ Enterprises have performed many projects in a university campus setting. OZ Enterprises has been the ATC provider of choice for SRU for many years and is intimately familiar with what is necessary to conduct operations on campus. Just in time deliveries due to limited lay down area are a requirement on nearly every construction project we see. The days of being able to store equipment and materials onsite for months are gone. Renick Brothers has several systems in place to allow for just in time deliveries to the job site. The first place to start for deliveries is with the vendors and manufacturers who supply this material. To this end, we have a full time purchasing agent dedicated to expediting equipment submittals and deliveries. By working closely with many different vendors we have established relationships with not only sales personnel, but also factory personnel. We track the progress of each submittal to make sure that the approval process does not impact the required delivery schedule. Once approved, each piece of

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equipment receives a required delivery date with input from the Project Manager, based on the actual job schedule. Once the equipment is released for production, we don’t just sit idly by and wait, we are in frequent contact with each manufacturer to monitor the progress of production and ensure that the equipment ships on time. Despite these efforts, there are certain deliveries that can’t be well controlled. For that reason, we have 12,000 square feet of climate controlled storage space at our fabrication facility in Slippery Rock so that we can safely house equipment and materials offsite when required and deliver them to the jobsite, just in time. Another way that we make sure we get the right material to the job at the right time is by offsite prefabrication. Our well-equipped piping fabrication shop allows us to receive material and prepare fabrications for everything from mechanical room weld pipe to toilet carriers. Once we have coordinated the project, our prefabrication department reviews the entire project and, with input again from the Project Manager, develops a schedule for jobsite delivery. This approach not only allows us to be sure we are delivering the right materials at the right time but also removes unnecessary congestion from the site. The labor we use in our shop means fewer workers on site, and less congestion. In addition, the prefabricated assemblies install more quickly, again reducing labor on the project site. Renick Brothers is full service mechanical contractor. As such, we fabricate and install all of our own sheet metal duct. Our state of the art duct fabrication shop allows us to have complete control of the timing and delivery of the duct. We don’t have to rely on a third party subcontractor, and hope they meet the schedule. By working closely with the Project Manager we can schedule deliveries with exactly the duct needed at that time; no more and no less. We also have an extensive fleet of delivery vehicles to accommodate and project needs. From pickups to box trucks we can put the right vehicle on the job at the right time. All of the above systems are coordinated by the Project Manager. His close attention to the ever changing details of the site, and coordination with other trades and the owner allow the entire process to work smoothly. By coordinating all of our deliveries in a “just in time” manner, we not only ensure a successful project for all trades and the owner, but also maximize our own efficiency. Renick Brothers has vast experience working on multiple prime contractor projects. We have been in business for over 60 years and much of that time has been spent performing publicly funded, multiple prime contract projects. The challenge of this type of construction is in developing a working relationship with the other prime contractors on the job. In many cases each prime contractor has their own vision of how the project should be installed, and certainly their own agenda to maximize their efficiency of installation. Renick Brothers takes pride in our ability to understand each contractor’s situation and coordinate the project in such a manner that all contractors can be successful, while delivering a successful project for the owner. The first way that we ensure close coordination with other trades is by assigning every job a Project Manager. The Project Manager is not just someone who sits in the office and talks to our foremen on the phone. He is very visible on-site presence. The PM will make weekly visits to the site at a minimum, more often if the situation dictates. By being present and available, the PM is able to develop close working relationships with all parties involved in the project. He is also able to work through the difficulties of coordination that often arise by staying intimately familiar with the coordination process.

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Another way that we can ensure close coordination among the various prime contractors is through the development of detailed mechanical coordination drawings. We have state of the art, 3-D CAD capabilities and the trained personnel to generate accurate dimensioned drawings that reflect actual installation practice. We are experienced in taking the lead in the preparation of these drawings and working with all of the other trades as well as architects and engineers to work through coordination issues in the virtual world before they become a problem on the site. Being proactive in this coordination allows Renick Brothers, in conjunction with the other trades, to execute an efficient and profitable installation. The unique challenges of the multiple prime project, can be overcome with planning coordination and some compromise. At Renick Brothers it is the way we’ve been doing business for years. Examples of Multiple Prime Contract Projects completed by Renick Brothers are below, contract values are shown for examples of our ability to handle projects of similar size: Edinboro University Cooper Science Hall $9,621,000 SRU Student Union $3,437,841 Penn State Behrend RED-C Building $3,510,060 Presque Isle Visitors Center $1,599,311 Laurel Jr/Sr High School $2,134,218 Mohawk High School $4,529,500 The typical project arrangement is for the temperature controls to be a subcontract of the HVAC contract. As such Renick Brothers has experience managing and working with HVAC controls on hundreds of similar projects. The list of job experience we outlined above include many projects with temperature controls as a subcontractor to our contract. Several of our projects at Slippery Rock University have been with OZ as our ATC subcontractor, in addition, we have subcontracted OZ to perform work on many other projects included those listed above. We can attest first hand to their expertise and experience in this area. It is also noteworthy that Renick Brothers does self-perform our own control work in certain situations. This gives us a unique insight into managing a subcontractor performing this work. Through our experience we are able to understand the subcontractors’ needs and situation and also help them to avoid issues that may arise. There are several important issues that must be addressed when dealing with the HVAC controls. The first is to ensure that the ATC subcontractor has all of the correct and current information. Only by making certain that the ATC sub is current with all submitted and approved equipment as well as any changes can they be expected to provide accurate and timely shop drawings for their installation. It is also necessary to keep the ATC sub apprised of the ever changing schedule on the project and the progress of the work on site. By keeping them in the loop on schedule we can assure that their rough in work and, at later stages, their programming work is performed at the appropriate time and in the correct sequence. The final stage to a successful ATC installation is a thorough understanding of the startup and commissioning process. This ensures that the system has been thoroughly checked out and is functioning properly at the time of turnover. The ductwork installation for this project will be self-performed by Renick Brothers. As such the Project Team for the ductwork, from the sheet metal foreman, through the project manager and corporate support structure, will be as described above. Additionally, we fabricate our own sheet metal in our 24,000 square foot, state of the art fabrication shop located in Slippery Rock. In addition to the team members above, our sheet metal shop foreman, John Plunkard, oversees production and ensures that all

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specifications and SMACNA requirements are met, this includes duct cleanliness and protection. All duct is clean and each piece is covered before it leaves our shop. By self-performing the duct fabrication and installation, Renick Brothers is able to maintain tight control of the scheduling of this major portion of the work. We will utilize the CAD coordination process to enable us to fabricate the duct systems ahead of the building schedule. Once an area has been successfully coordinated and signed off, we can fabricate the duct for that area. This allows the duct to be ready to ship as soon as the construction site is ready to accept it, saving days on the overall schedule. We have the equipment, tools and human resources to make sure that the duct installation is on time and done correctly. Firms utilizing subcontractors for this portion of the work can’t match our seamless coordination. Our field installation foreman and crew have experience working on duct of all types. We have many projects that include high auditorium installation as well as congested installation like that found in Miller Auditorium and the West Attic of the East/West Gym. As we perform our own duct fabrication and installation, all of the jobs we list as experience include the ductwork for those projects as well. It is typical procedure for Renick Brothers to subcontract the Testing Adjusting and Balancing on our HVAC projects. We have worked with Northstar Environmental on numerous projects, several of which are listed above. Their expertise and experience in the industry is unquestioned. We also take a very hands on approach to managing our subcontracts, including the balancing. Through our project manager we will actively manage Northstar and include them in scheduling and sequencing efforts. We will also monitor their onsite activity to make sure that we are all working towards the goal of successful completion. Similarly to the ATC subcontractor, we make sure that we keep the balancing sub up to date with the latest equipment shop drawings and changes to the project. We also keep them fully apprised of the schedule and job progress so they can be prepared to begin balancing activities on time and complete them in a timely fashion. Renick Brothers has worked with independent Commissioning Agents on many projects. We understand the information needed by the Commissioning Agent to perform their work. We will provide them with the submittal information they require in a timely fashion. We have experience in filling out the pre-function checklists for a wide variety of equipment. Close coordination between ourselves, the temperature control subcontractor, the balancing agent and the Commissioning agent is required to achieve the desired results for the owner. Renick Brothers also employs our own service technicians. These technicians perform the checkout and startup on all of the equipment we install, commissioned or not. Examples of recent projects where we worked with an independent Commissioning Agent: UPMC Passavant GI PSU Moore Building Edinboro University Cooper Science Slippery Rock University Vincent Science Allegheny College Housing Indiana University Housing In addition to specific projects we have experience with a number of third party commissioning agents. Several of those are noted below: WAE Pitchford Diversified H.F. Lenz

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Reynolds Aramark Lovorn URS Ray Engineering BDA Engineering The Renick Brothers team will work in conjunction with the chosen third party commissioning agent. Renick Brothers will have our own in-house technician assigned to the project. Our startup and commissioning technician for the Performing Arts Center project will be Jim Kyle. He will be responsible for checkout of all equipment prior to startup, he will also be involved in the startup of equipment, assisting the factory startup personnel as required. Our tech will be responsible for completion of all pre-functional checklist paperwork as required by the commissioner. Our technician, OZ Enterprises and Northstar Environmental will work as a team and under the direction of the commissioning agent throughout the pre-functional and functional testing to make sure that all equipment is fully commissioned on a timely basis. The Request for Proposal asks that we describe our experience with relocation of utilities. Renick Brothers has significant experience in relocating utilities on many projects, including several at Slippery Rock University. We have performed steam and condensate installation and relocation on multiple projects listed below. These projects include installation of new piping both direct buried and trench piping. They also include manhole installation as well as work in existing manholes to properly valve, cap and reroute piping. We understand the necessity to keep utilities functioning and have worked with the SRU staff many times to adequately meet the needs of the campus. We have also performed numerous utility relocations at Grove City College, Clarion University and many other sites. While we have extensive experience, our thorough review of the drawings and specifications for the Performing Arts project hast revealed anything in the scope of HVAC work for that includes any utility relocation. Examples of our utility relocation experience: Slippery Rock University Morrow Steam Lines Slippery Rock University Lower Campus Steam Loop Slippery Rock University Upper Campus Steam Loop Slipper Rock University Apartments Underground Steam Grove City College Utility Relocation Clarion University Underground Steam Tunnel

Randy PattersonProject Executive

Jennifer LyonsSafety Director

Craig BeattyPre-Construction Manager

Don StefanakProject Manager

John PlunkardSheet Metal Shop Foreman

Jody PettiHVAC Controls Project

Manager

Josh BroermanHVAC Field Foreman

John RaughtTesting, Adjusting, Balancing

Project Manager

Tom Sankey Sheet Metal Field Foreman

Mike McFeatersHVAC Shop Foreman

Gale LorenziHVAC Controls Foreman

Harold BoletteTesting, Adjusting, Balancing

Foreman

LuAnn OrcuttLEED A.P.

Dominick FlorentineBIM Coordinator

Kathy HoggMaterials Expeditor

John CrollEquipment Expeditor

Mary HohmanDocument Coordinator

Jim KyleStart Up / Commissioning

Technician

T1 – A HVAC Project Team Organization Chart

APPENDIX C

PRIME CONTRACTOR

QUALIFICATION STATEMENT

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Renick Brothers Construction Co.

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T-1B Prime Contractor: Qualifications, Experience and Past Performance

APPENDIX C

PRIME CONTRACTOR

QUALIFICATION STATEMENT

COVER SHEET

DGS Project Name ________________________________________________________

DGS Project Number ______________________________________________________

Check One:

__Corporation,

__Partnership,

__Individual,

__Joint Venture,

__Other ________________

Name of Firm ____________________________________________________________

Address_________________________________________________________________

Principal Office ___________________________________________________________

Owner or Authorized Representative __________________________________________

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New Performing Arts Center at Slippery Rock University

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DGS 413-51.2 Phase 1 - HVAC Construction

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X

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Renick Brothers Construction Co.

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434 Grove City Road, PO Box 94

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Slippery Rock, PA 16057

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Adam M. Renick, Vice President

SECTION 1 – INFORMATION ON FIRM

1.1 Background Information

a) How many years has the firm been in business? ________________________________

b) How many years has the firm been doing business in proposed contract field? ________

Under what former names has the firm conducted business? _____________________________________________________________________________________________________________________________________________________________________________________________________________________

c) Provide an Attachment 1 to this Qualifications Statement identifying all jurisdictions in which the firm is licensed or otherwise qualified to do business. List and provide copies of any business or trade licenses, certificates or registrations (to the extent that they apply to the Contract Work) held by the firm.

d) If the firm is a corporation, provide the following information:

Date of incorporation______________________________________________________

State of incorporation______________________________________________________

President’s name_________________________________________________________

Vice President’s name(s)___________________________________________________

Secretary’s name_________________________________________________________

Treasurer’s name_________________________________________________________

e) If the firm is a partnership, provide the following information:

Date of formation_________________________________________________________

Type of partnership_______________________________________________________

Names of partners________________________________________________________

f) If the firm is individually owned, provide the following information:


Name of owner___________________________________________________________

g) If the form of the firm is other than those listed above, describe it and name the principals: _______________________________________________________________________

_______________________________________________________________________

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68

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68

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N/A

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June 29, 1964

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Pennsylvania

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Michael Renick

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Adam M. Renick

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Russell D. Hogue

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Russell D. Hogue

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N/A

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N/A

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N/A

SECTION 2 - EXPERIENCE AND PERFORMANCE

2.1 General

a) Provide the annual construction volume in dollars completed by the firm in the past three years:

Year _____ $_______________

Year _____ $_______________

Year _____ $_______________

b) Identify the percentage of work on similar projects the firm typically performs with its own work force _____

c) List the categories of work that the firm normally performs with its own forces on similar projects.

2.2 Project Experience and References

Submit as Attachment 2 to this Qualifications Statement:

a) Suggested number of Sheets/Pages:

▪ 3 sheets/(6 pages)

Three (3) detailed project descriptions for relevant projects that are similar in size and scope to the Contract Work. The project descriptions shall include, at a minimum, the following information presented in the order listed below:

i. Name of project, type of project and location

ii. Description of the project and relevance of work to the Contract Work

iii. Contact information for an owner representative familiar with the firm’s work performed on this project. Include name, address, telephone number(s) and e-mail address.

iv. The original bid/proposal price and the final contract price. If the project is ongoing, project the final price and relation to proposal price. Contract value for which the firm was/is responsible.

v. The original date for project completion and the actual completion date. If the project is ongoing, project the completion date and relation to original schedule.

vi. As available, performance ratings of the work evaluated by owner or owner’s representative.

2.3 Contractor Safety Record

Submit as Attachment 3 to this Qualifications Statement the information specified herein and verify this information by providing copies of OSHA 300/200 Forms or appropriate documentation from insurance carriers, as applicable. The firm may submit written explanations to comment on or clarify its safety record.

a) Provide the firm’s Workers Compensation Experience Modification Rating for the past three years, beginning with the most recent year available:

Year 1: __________ __________

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2016

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2015

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2014

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59,677,030.00

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39,372,668.00

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47,845,402.00

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90-92%

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HVAC, Plumbing, Sheet Metal Fabrication & Installation, Control Systems and Service

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2016

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.738

Year 2: __________ __________

Year 3: __________ __________

b) Provide the firm’s Total Lost Workday Incidence Rate (LWDIR) for the past three years, beginning with the most recent year available:

Year 1: __________ __________

Year 2: __________ __________

Year 3: __________ __________

*LWDIR Rate = Number of Lost Time Injuries & Illnesses x 200,000 ÷ Total Hours Worked

c) Provide the firm’s Recordable Incidence Rate (RIR) for the past three years:

Year 1: __________ __________

Year 2: __________ __________

Year 3: __________ __________

*RIR Rate = Number of Injuries x 200,000 ÷ Total Hours Worked

d) Provide in an Attachment 4 to this Qualifications Statement a list of any health or safety citations issued by federal or state agencies for serious or willful violations issued in the past 3 years. Include a separate statement for any such violations and include the citation number, a brief description of the violation and the amount of penalty, if any, for each violation and current status of violation.

SECTION 3 - REQUIRED DISCLOSURES

The firm shall answer the following questions with regard to the past three (3) years. If any question is answered in the affirmative, the firm shall submit in an Attachment 5 to this Qualifications Statement, for each affirmative answer, a written explanation which shall provide details concerning the matter in question, including applicable dates, locations, names of projects/project owners and current status of any such matter.

3.1 Is the firm currently debarred or suspended from doing business with any federal, state or local government agency or private entity?

Yes ___ No ___

3.2 Has the firm ever been debarred or suspended from doing business with any federal, state or local government agency or private entity?

Yes ___ No ___

3.3 Is the firm currently or has the firm been otherwise prohibited from doing business with any federal, state or local government agency or private entity?

Yes ___ No ___

3.4 Has the firm been denied prequalification (not including short listing), declared non-responsible, or otherwise declared ineligible to submit bids or proposals for work by any federal, state or local government agency or private entity?

Yes ___ No ___

3.5 Has the firm defaulted, been terminated for cause or otherwise failed to complete any project that it was awarded?

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2015

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2014

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.83

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.748

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2016

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.54

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2015

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0

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2014

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0

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2016

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3.25

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2015

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4.86

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2014

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4.37

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None

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None

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X

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X

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X

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X

Yes ___ No ___

3.6 Has the firm been assessed or required to pay liquidated damages in connection with work performed on any project?

Yes ___ No ___

3.7 Has the firm had any business or professional license, registration, certificate or certification suspended or revoked?

Yes ___ No ___

3.8 Have any liens been filed against the firm as a result of its failure to pay subcontractors, suppliers, or workers?

Yes ___ No ___

3.9 Has the firm been denied bonding or insurance coverage or been discontinued by a surety or insurance company?

Yes ___ No ___

3.10 Has the firm been found in violation of any laws, including but not limited to contracting or antitrust laws, tax or licensing laws, labor or employment laws or environmental laws by a final decision of a court or government agency?

Yes ___ No ___

*Note: information regarding health and safety violations is addressed in a previous section.

3.11 Has the firm or its owners, officers, directors or managers been the subject of any criminal indictment or criminal investigation concerning any aspect of the firm’s business?

Yes ___ No ___

3.12 Has the firm been the subject to any bankruptcy proceeding?

Yes ___ No ___

SECTION 4 - REQUIRED REPRESENTATIONS In submitting this Qualifications Statement, along with the representations and authorizations listed on the Proposal Signature page and in Section 1.24, the firm also makes the following representations, which it understands are required as a condition of performing the Contract Work and receiving payment for same. 4.1 The firm will possess all applicable professional, business and trade licenses required for

performing the Contract Work. 4.2 The firm satisfies all bonding and insurance requirements as stipulated in the solicitation for

the Contract Work. 4.3 The firm and all subcontractors it employs in execution of the Contract Work shall be in full

compliance with the Commonwealth’s requirements for workers’ compensation insurance according to all applicable laws, and unemployment insurance according to all applicable laws.

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X

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X

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4.4 The firm and all subcontractors it employs in execution of the Contract Work shall be in full compliance with all requirements of the Commonwealth’s prevailing wage law and Public Works Employment Verification Act.

4.5 If awarded the Contract Work, the firm represents that it will not exceed its current bonding

limitations when the Contract Work is combined with the total aggregate amount of all unfinished work for which the Contractor is responsible.

4.6 The firm represents that it has no conflicts of interests with the Commonwealth of

Pennsylvania and, if awarded the Contract Work, any potential conflicts of interest that may arise in the future will be disclosed immediately to the Department of General Services.

4.7 The firm represents the price offered in connection with its proposal for the Contract Work

was arrived at independently without consultation, communication or agreement with any other Proposer or competitor.

4.8 The firm will ensure that employees and applicants for employment are not discriminated

against because of their race, color, religion, sex or national origin.

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APPENDIX C – ATTACHMENT 2 for

Qualifications Statement for Prime Contract: Renick Brothers Construction Co. 2.2 Project Experience and References - Relevant HVAC Project #1

I. Slippery Rock University of Pennsylvania, Slippery Rock, PA – Aebersold Recreation Building: A new university recreation building with a pool, fitness center, locker facilities and multiple gymnasiums

II. The Slippery Rock University Aebersold Recreation Building was a new construction project

of a 67,000 square foot recreational facility. Renick Brothers self-performed the HVAC work on the project including piping and sheet metal fabrication and installation. The building housed a 25 yard, 6 lane swimming pool, fitness and weight training area, climbing wall, elevated running track, locker room facilities and multiple gymnasiums. The construction was handled as four separate prime contracts. The construction site was located on the University campus. As such site access and lay down areas were strictly controlled to maintain the security of the site as well as the safety of the students and campus employees. Close coordination was required for delivery and handling of equipment and materials. CAD coordination drawings were prepared and used by Renick Brothers. By utilizing this coordination method, it allowed us to fabricate ductwork and piping offsite ahead of the required installation schedule. The offsite, upfront fabrication allowed us to deliver material when it was needed on the site allowing us to maintain the schedule without burdening the site with extra stored materials. Site steam and condensate was connected to the new construction with direct buried piping. This piping was tied into the existing campus steam system in an existing steam tunnel. Careful coordination was required with the University to schedule the tie in. The direct buried pipe routing was outside the new construction area so it also required careful coordination and additional safety precautions for working on an active campus environment.

Challenges on the project included close coordination required with other prime contractors to maintain the construction schedule due to the complexities of a poured concrete “spine wall” construction. Also, the amount of high installation work for the HVAC system, due to the many open spaces above the pool and gymnasiums required extensive use of aerial lifts and coordination with all trades. This project is relevant as it included many similarities to the proposed construction and demonstrates Renick Brother’s ability to deliver a project of similar scope.

III. Owners Representative: Mr. Andrew Wilson

Slippery Rock University of Pennsylvania Kiester Road, Slipper Rock, PA 16057 724-738-2964 [email protected]


2

IV. Renick Brothers Original HVAC Bid Price: $1,015,366 Renick Brothers Final HVAC Contract Price: $1,062,547

V. Original scheduled completion date: Unknown

Actual completion date: April 1999

VI. No owner’s performance rating was made available to Renick Brothers for this project.

3

APPENCIX C – ATTACHMENT 2 for

Qualifications Statement for Prime Contractor: Renick Brothers Construction Co.

2.2 Project Experience and References – Relevant HVAC Project #2

I. Slippery Rock University of Pennsylvania, Slippery Rock, PA – Renovation of Vincent Science Building: A complete renovation of the an existing university science building

II. The Slippery Rock University Vincent Science Building renovation was a Department of

General Services project for the complete renovation of a 3 story, 100,000 square foot science building. Renick Brothers self-performed the HVAC work on the project, including the sheet metal fabrication and installation. The building housed classrooms, offices and laboratory spaces. The construction site was located in the middle of the Slippery Rock University campus. While the science building was unoccupied during the time of construction, access to the site and lay-down space had to be closely coordinated to facilitate the ongoing operations of the rest of the University. Just-in-time delivery principles were used extensively on the project. Primary heat for the building was supplied from the University’s central steam system. Hot water was distributed throughout the building via black steel and copper piping from a central heat exchanger arrangement. Chilled water was provided from two new 250 ton air cooled chillers with remote barrels. The 4-pipe heating and chilled water system distributed to multiple air handling units and fan coil units. All of the mechanical equipment was purchased and installed by Renick Brothers. The duct systems for the project consisted of several elements. Four large energy recovery units were placed on the roof. These units pulled return air, general exhaust and laboratory exhaust from the space to preheat outdoor air. The outdoor air was then ducted from the energy recovery units to the individual fan coil units to provide economical fresh air for the interior spaces. The volume of fresh air to each fan coil was regulated through the use of VAV boxes. The laboratory exhaust was ducted to the energy recovery units with welded stainless steel ductwork. Supply air from the air handling units was installed with various VAV boxes for additional control. Controls for the project were installed by the approved temperature controlled subcontractor, under Renick Brothers direct supervision This project was fully commissioned by a third party agency. We worked with the Commissioning Agent throughout the installation, pre-functional testing, startup and final commissioning.

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Challenges on the project included dealing with the congestion of putting all new mechanical systems for a technically advanced university science facility into an existing structure. This was further complicated by the fact that the building is round. Coordination on the project was primarily performed in the field as a result of the existing conditions. Detailed field sketches were made by Renick field personnel, after thorough review with other trades, and pipe and sheet metal were installed successfully to those sketches. As a university science building this project has many similarities to the proposed construction, and demonstrates Renick Brothers ability to deliver a project of this scope.

III. Owners Representative: Mr. Andrew Wilson

Slippery Rock University of Pennsylvania Keister Road, Slippery Rock, PA 16057 724-738-2964 [email protected]

IV. Renick Brothers Original HVAC bid price: $3,877,000

Renick Brothers final HVAC contract price: $4,026,953

V. Original scheduled completion date: December 2010 Actual Completion date: December 2010



5

APPENDIX C – ATTACHMENT 2 for

Qualifications Statement for Prime Contractor: Renick Brothers Construction Co.

2.2 Project Experience and References – Relevant HVAC Project #3

I. Clarion University of Pennsylvania, Clarion, PA – Science and Technology Center A new university science building with class rooms, office space and laboratory space

II. The Clarion University Science and Technology Center was a Department of General

Services project for the construction of a 3 story, 110,000 square foot science building. Renick Brothers self-performed the HVAC work on the project including the sheet metal fabrication and installation. The building housed classrooms, offices and laboratory spaces, as well as open lecture halls and a planetarium. The construction site was located on the University campus, in a neighborhood setting. Access to the site, and lay-down within the site were limited due to the proximity of a primary two lane highway, and the ongoing campus activities. Just-in-time delivery principles were used extensively on this project. Primary heat for the building was supplied from the University’s central steam system. Hot water was distributed throughout the building via black steel and copper piping from a central heat exchanger arrangement purchased and installed by Renick Brothers. Chilled water was provided from two new 250 ton chillers with all distribution piping. The HVAC system for this project consisted of several elements. Supply air was delivered to the various spaces from several central air handling units. Galvanized supply duct, both rectangular and round, was used to convey the air. A VAV box system was used to properly control the airflow to individual spaces. An extensive laboratory exhaust and intake system was installed with stainless steel welded duct to fume hoods and storage cabinets throughout the building. The laboratory system was controlled via variable air flow Phoenix valves. The laboratory exhaust was ducted to a large, roof mounted, energy recovery unit to maximize energy efficiency. The toilet exhaust was ducted to two smaller energy recovery units located in penthouse mechanical rooms. Renick Brothers purchased and installed the energy recovery units. Vibration and noise isolation were a primary consideration on the project. Various types of vibration isolators were installed on equipment, piping and ductwork throughout the project. Sound control was accomplished through the installation of manufactured attenuators and attention to duct design and installation. Controls for the project were installed by the approved temperature control subcontractor, Johnson Controls, under Renick Brothers direct supervision. The control system was fully BACNET compatible.

6

This project was a LEED project and finished with a Gold rating. Renick Brothers participated fully in the LEED process and we have a certified LEED AP on staff. This project was also fully commissioned by a third party agency. We worked with the Commissioning Agent throughout the installation, pre-functional testing, startup and final commissioning. Challenges on this project included the congested space allowed for mechanical installation due to the large amount of mechanical work involved in a science building. Renick Brothers took the lead in preparing detailed coordination drawings of the building systems. These drawings were closely coordinated with the other trades to make sure that each system could be installed without interference, but also to maximize installation efficiency. As a new university science building, this project has many similarities to the proposed construction and demonstrates Renick Brothers ability to deliver a project of this scope.

III. Owners Representative: Mr. David Fagan

Clarion University of Pennsylvania 800 Wood St., Clarion, PA 16214 814-393-2453 [email protected]

IV. Renick Brothers original HVAC bid price: $6,203,000

Renick Brothers final HVAC contract price: $6,257,853

V. Original scheduled completion date: January 2009 Actual completion date: April 2009


APPENDIX D

DESIGNATED CRITICAL WORK

QUALIFICATIONS STATEMENT

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Northstar Environmental LTD.

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T-1C Designated Critical Work (Testing, Adjusting and Balancing)

APPENDIX D



COVER SHEET

DGS Project Name________________________________________________________ DGS Project Number ______________________________________________________ DESIGNATED CRITICAL WORK: For proper evaluation, the Proposer MUST submit at least one “Designated Critical Work Qualification Statement” for each Work item listed in T-1C for the respective contract. NOTE: The selected Proposer shall enter subcontracts with each listed subcontractor in T-1C. Check One Work item for which this Qualification Statement is being submitted: General Contractor (.1 Contract) _____ Exterior Masonry Construction

_____Foundation Waterproofing

_____Curtain Wall & EPDM Roof Construction

HVAC Contractor (.2 Contract) _____ Testing, Adjusting and Balancing

_____HVAC Controls

_____Relocation of Main Steam Line

Plumbing Contractor (.3 Contract) _____ Fire Suppression

Electrical Contractor (.4 Contract) _____ Fire Alarm

_____Security

_____IT Infrastructure

_____Performance Areas Lighting/Sound

Name of Firm ____________________________________________________________

Address_________________________________________________________________



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New Performing Arts Center Slippery Rock University

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DGS 413-51.2 Ph. 1 - HVAC Construction

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X

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Northstar Environmental, Ltd. 1198 Mulberry Street, Beaver, PA 15009

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1198 Mulberry Street, Beaver, PA 15009

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Barbara A. Raught, President

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SECTION 1 – FIRM INFORMATION




Under what former names has the firm conducted business?

_____________________________________________________________________________________________________________________________________________________________________________________________________________________

c) Identify all jurisdictions in which the firm is licensed or otherwise qualified to do business.

_________________ _________________ _________________

_________________ _________________ _________________




President’s name_________________________________________________________


Secretary’s name_________________________________________________________

Treasurer’s name_________________________________________________________







Name of owner___________________________________________________________


_______________________________________________________________________

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Twenty two years

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22 years

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N/A

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Pennsylvania

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Ohio

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West Virginia

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June 5, 1995 Pennsylvania

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Barbara A. Raught

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Barbara A. Raught

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Barbara A. Raught

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John D. Raught

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N/A

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N/A

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N/A


2.1 General


Year _____ $_______________

Year _____ $_______________

Year _____ $_______________







Three (3) detailed project descriptions for relevant projects similar in size and scope to the Contract Work. The project descriptions shall include, at a minimum, the following information presented in the order listed below:

vii. Name of project, type of project and location

viii. Description of the project and relevance of work to the Contract Work

ix. Contact information for an owner representative familiar with the firm’s work performed on this project. Include name, address, telephone number(s) and e-mail address.

x. The original bid/proposal price and the final contract price. If the project is ongoing, project the final price and relation to proposal price. Contract value for which the firm was/is responsible.

xi. The original date for project completion and the actual completion date. If the project is ongoing, project the completion date and relation to original schedule.

xii. As available, performance ratings of the work evaluated by owner or owner’s representative.




Year 1: __________ __________

Year 2: __________ __________

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2016

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2015

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1,638,245

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1,749,568

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1,493,508

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2014

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100%

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2016

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0.95

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2015

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0.95

Year 3: __________ __________


Year 1: __________ __________

Year 2: __________ __________

Year 3: __________ __________



Year 1: __________ __________

Year 2: __________ __________

Year 3: __________ __________






Yes ___ No ___


Yes ___ No ___


Yes ___ No ___


Yes ___ No ___


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2014

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0.95

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2016

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2015

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0

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2014

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0

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2016

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11.6

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2015

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0

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2014

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0

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0

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x

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x

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x

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Yes ___ No ___


Yes ___ No ___


Yes ___ No ___


Yes ___ No ___


Yes ___ No ___


Yes ___ No ___



Yes ___ No ___


Yes ___ No ___

SECTION 4 - REQUIRED REPRESENTATIONS In submitting this Qualifications Statement, along with the other representations and authorizations listed in the RFP, the firm also makes the following representations, which it understands are required as a condition of performing the Contract Work and receiving payment for same. 4.1 The firm will possess all applicable professional, business and trade licenses required for




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PROJECT EXPERIENCE AND REFERENCES

ATTACHMENT 1

PROJECT NAME: UPMC Lemieux Sports Complex

TYPE OF PROJECT: New Construction

PROJECT LOCATION: 8000 Cranberry Springs RoadCranberry Twp, PA 16066

DESCRIPTION OF THE PROJECTAND RELEVANCE OF WORK TO THE CONTRACT WORK: TAB

CONTACT INFORMATION FOR Renick Brothers Mechanical Contractors, Inc.AN OWNER REPRESENTATIVE: Dale Thompson - [email protected], address, telephone number Box 94/ 434 Grove City Roadand email address Slippery Rock, PA 16057

Telephone: 724-794-4200

ORIGINAL BID/PROPOSAL PRICE AND FINAL CONTRACT PRICE: $57,780.00/ $58,680.00

PROJECT COMPLETION: Started 10/13/2014 1005 Completion 10/21/2015Original and Completion Datepercentage of work completed


ATTACHMENT 1

PROJECT NAME: Industrial Scientific


PROJECT LOCATION: 200 Bayer RoadPittsburgh, PA 15205


CONTACT INFORMATION FOR Renick Brothers Mechanical Contractors, Inc.AN OWNER REPRESENTATIVE: Ben Hamilton - Name, address, telephone number Box 94/ 434 Grove City Roadand email address Slippery Rock, PA 16057

Telephone: 724-794-4200

ORIGINAL BID/PROPOSAL PRICE AND FINAL CONTRACT PRICE: $65,140.00 / $72,130.00

PROJECT COMPLETION: Started 4/8/2014 - 100% completion - 9/3/2015Original and Completion Datepercentage of work completed


ATTACHMENT 1

PROJECT NAME: Seton Hill UniversityHealth - Science


PROJECT LOCATION: One Seton Hill DriveGreensburg, PA 15601


CONTACT INFORMATION FOR Renick Brothers Mechanical Contractors, Inc.AN OWNER REPRESENTATIVE: Randy PattersonName, address, telephone number Box 94/ 434 Grove City Roadand email address Slippery Rock, PA 16057

Telephone: 724-794-4200

ORIGINAL BID/PROPOSAL PRICE AND FINAL CONTRACT PRICE: Original $30,000. / Final 31,880.

PROJECT COMPLETION: Started 7/21/2014 - 100% Completion 11/11/2015Original and Completion Datepercentage of work completed

APPENDIX D



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O. Z. Enterprises, Inc.

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T-1C Designated Critical Work (HVAC Controls)

APPENDIX D DESIGNATED CRITICAL WORK QUALIFICATIONS STATEMENT

COVER SHEET

DGS Project Name________________________________________________________ DGS Project Number ______________________________________________________ DESIGNATED CRITICAL WORK: For proper evaluation, the Proposer MUST submit at least one “Designated Critical Work Qualification Statement” for each Work item listed in T-1C for the respective contract. NOTE: The selected Proposer shall enter subcontracts with each listed subcontractor in T-1C. Check One Work item for which this Qualification Statement is being submitted: General Contractor (.1 Contract) _____ Exterior Masonry Construction _____Foundation Waterproofing _____Curtain Wall & EPDM Roof Construction HVAC Contractor (.2 Contract) _____ Testing, Adjusting and Balancing _____HVAC Controls _____Relocation of Main Steam Line Plumbing Contractor (.3 Contract) _____ Fire Suppression Electrical Contractor (.4 Contract) _____ Fire Alarm _____Security _____IT Infrastructure _____Performance Areas Lighting/Sound

Name of Firm ____________________________________________________________

Address_________________________________________________________________



New Performing Arts Center - Slippery Rock University

DGS 413-51 Ph. 1

X

O.Z. Enterprises, Inc.

2415 Kings Lane, Pittsburgh, PA 15241Same

Brian K. O’Neill

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.2 - HVAC Construction

SECTION 1 – FIRM INFORMATION




Under what former names has the firm conducted business?

_____________________________________________________________________________________________________________________________________________________________________________________________________________________

c) Identify all jurisdictions in which the firm is licensed or otherwise qualified to do business.

_________________ _________________ _________________

_________________ _________________ _________________




President’s name_________________________________________________________


Secretary’s name_________________________________________________________

Treasurer’s name_________________________________________________________







Name of owner___________________________________________________________


_______________________________________________________________________

21 Years

21 Years

None

Pennsylvania West Virginia Maryland

8/21/1995Pennsylvania

Robert J. ZawackiBrian K. O’Neill

Robert J. Zawacki Brian K. O’Neill


2.1 General


Year _____ $_______________

Year _____ $_______________

Year _____ $_______________







Three (3) detailed project descriptions for relevant projects similar in size and scope to the Contract Work. The project descriptions shall include, at a minimum, the following information presented in the order listed below:

vii. Name of project, type of project and location

viii. Description of the project and relevance of work to the Contract Work

ix. Contact information for an owner representative familiar with the firm’s work performed on this project. Include name, address, telephone number(s) and e-mail address.

x. The original bid/proposal price and the final contract price. If the project is ongoing, project the final price and relation to proposal price. Contract value for which the firm was/is responsible.

xi. The original date for project completion and the actual completion date. If the project is ongoing, project the completion date and relation to original schedule.

xii. As available, performance ratings of the work evaluated by owner or owner’s representative.




Year 1: __________ __________

Year 2: __________ __________

20162015

2015

2014

90%

4,661,964

3,927,351

Automatic Temperature Control System Installation, Maintenance and Repair

2016

4,155,322

0.8020.794

Year 3: __________ __________


Year 1: __________ __________

Year 2: __________ __________

Year 3: __________ __________



Year 1: __________ __________

Year 2: __________ __________

Year 3: __________ __________






Yes ___ No ___


Yes ___ No ___


Yes ___ No ___


Yes ___ No ___


2014

2016

20152014

2016

20152014

X

X

X

X

00

0

00

0

0.794

Yes ___ No ___


Yes ___ No ___


Yes ___ No ___


Yes ___ No ___


Yes ___ No ___


Yes ___ No ___



Yes ___ No ___


Yes ___ No ___

SECTION 4 - REQUIRED REPRESENTATIONS In submitting this Qualifications Statement, along with the other representations and authorizations listed in the RFP, the firm also makes the following representations, which it understands are required as a condition of performing the Contract Work and receiving payment for same. 4.1 The firm will possess all applicable professional, business and trade licenses required for




X

X

X

X

X

X

X

NewPerformingArtsCenter–SlipperyRockUniversity

DGSProject#:DGS413-51Ph.1

AppendixD

Attachment1–RelevantProjects

Name:SlipperyRockUniversity–VincentScienceCenterType:HVACControls–Renovation/Replacement

Location:SlipperyRock,PA

Prime/Subcontractor:SubcontractortoRenickBrothersMechanicalContractors

DescriptionofWork:CompleteDirectDigitalHVACcontrolsystemreplacementincoordination

withtheoverallbuildingrenovationsandcompleteHVACsystemreplacement

OwnerContact:AndrewWilson(SRU):724-738-2964

OriginalBidProposalPrice:$540,000

FinalContractPrice:$549,574

ContratValueResponsibleFor:$549,574

OriginalCompletionDate:4/2012

ActualCompeltionDate:4/2012

ProjectName:SlipperyRockUniversity–SmithStudentCenterType:HVACControls–NewConstruction


Prime/Subcontractor:PrimeContractordirecttoSlipperyRockUniversity

DescriptionofWork:CompleteDirectDigitalHVACcontrolsystemincoordinationwiththe

overallnewbuildingconstructionandassociatedHVACsysteminstallation







ProjectName:SlipperyRockUniversity–NorthHallType:HVACControls–Renovation


Prime/Subcontractor:PrimeContractordirecttoSlipperyRockUniversity

DescriptionofWork:CompleteDirectDigitalHVACcontrolsystemincoordinationwith

theoverallnewbuildingconstructionandassociatedHVACsysteminstallation







ProjectName:SetonHillUniversity–ScienceBuildingType:HVACControls–NewConstruction



DescriptionofWork:CompleteDirectDigitalHVACcontrolsystemincoordinationwiththe

overallnewbuildingconstructionandassociatedHVACsysteminstallation

OwnerContact:BillVokes(SHU):724-838-4282






Name:NorthAlleghenySchoolDistrict–MarshallMiddleSchoolType:HVACControls–Renovation/Replacement

Location:McCandless,PA


DescriptionofWork:CompleteDirectDigitalHVACcontrolsystemreplacementincoordination

withtheoverallbuildingrenovationsandcompleteHVACsystemreplacement

OwnerContact:RobGaertner–412-369-5432






NewPerformingArtsCenter–SlipperyRockUniversityDGSProject#:DGS413-51Ph.1

AppendixD

Attachment2

PA EXPERIENCE RATING MODIFICATION

File Number: 2956420 County: ALLEGHENYExperience Mod: 0.913 Address: 2415 KINGS LANEXREF: PITTSBURGH PA 15241Issue Date: 05/19/2017 Effective Term: 06/15/2017 - 06/15/2018Card Number: 1Governing Class Code: 0000Employer Name: O Z ENTERPRISES INC

Modification History Effective Date0.802 06/15/20160.794 06/15/20150.794 06/15/20140.803 06/15/2013

Governing Class Code Rating Value Description660 2.13 ALARM OR SOUND SYSTEM951 .24 SALESPERSON - OUTSIDE953 .11 OFFICE

The ACORD name and logo are registered marks of ACORD

CERTIFICATE HOLDER

© 1988-2015 ACORD CORPORATION. All rights reserved.ACORD 25 (2016/03)

AUTHORIZED REPRESENTATIVE

CANCELLATION

DATE (MM/DD/YYYY)CERTIFICATE OF LIABILITY INSURANCE

LOCJECTPRO-POLICY

GEN'L AGGREGATE LIMIT APPLIES PER:

OCCURCLAIMS-MADE

COMMERCIAL GENERAL LIABILITY

PREMISES (Ea occurrence) $DAMAGE TO RENTEDEACH OCCURRENCE $

MED EXP (Any one person) $

PERSONAL & ADV INJURY $

GENERAL AGGREGATE $

PRODUCTS - COMP/OP AGG $

$RETENTIONDED

CLAIMS-MADE

OCCUR

$

AGGREGATE $

EACH OCCURRENCE $UMBRELLA LIAB

EXCESS LIAB

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

INSRLTR TYPE OF INSURANCE POLICY NUMBER

POLICY EFF(MM/DD/YYYY)

POLICY EXP(MM/DD/YYYY) LIMITS

PERSTATUTE

OTH-ER

E.L. EACH ACCIDENT

E.L. DISEASE - EA EMPLOYEE

E.L. DISEASE - POLICY LIMIT

$

$

$

ANY PROPRIETOR/PARTNER/EXECUTIVE

If yes, describe underDESCRIPTION OF OPERATIONS below

(Mandatory in NH)OFFICER/MEMBER EXCLUDED?

WORKERS COMPENSATIONAND EMPLOYERS' LIABILITY Y / N

AUTOMOBILE LIABILITY

ANY AUTOOWNED SCHEDULED

HIRED NON-OWNEDAUTOS ONLY AUTOS

AUTOS ONLY AUTOS ONLY

COMBINED SINGLE LIMIT

BODILY INJURY (Per person)

BODILY INJURY (Per accident)PROPERTY DAMAGE $

$

$

$

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIODINDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THISCERTIFICATE 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.

INSDADDL

WVDSUBR

N / A

$

$

(Ea accident)

(Per accident)

OTHER:

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THISCERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIESBELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZEDREPRESENTATIVE 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 onthis certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:

INSURED

PHONE(A/C, No, Ext):

PRODUCER

ADDRESS:E-MAIL

FAX(A/C, No):

CONTACTNAME:

NAIC #

INSURER A :

INSURER B :

INSURER C :

INSURER D :

INSURER E :

INSURER F :

INSURER(S) AFFORDING COVERAGE

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORETHE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED INACCORDANCE WITH THE POLICY PROVISIONS.

7/18/2017

Seubert & Associates Inc.225 North Shore DriveSuite 300Pittsburgh PA 15212

O. Z. Enterprises, Inc.2415 Kings LanePittsburgh PA 15241

Harleysville Insurance CompanyLACKAWANNA AMERICAN INSURANCE

6432711219

Dori Chitu412-223-1459 412-734-5725

[email protected]

OZENT

1503345535

A SPP00000058112T 6/15/2017 6/15/2018 1,000,000

100,000

5,000

1,000,000

3,000,000

3,000,000

X

X

X X

A

X

X X

BA00000058113T 6/15/2017 6/15/2018 1,000,000

A X

X

X

0

CMB00000058111T 6/15/2017 6/15/2018 4,000,000

4,000,000

B WCP000297205 6/15/2017 6/15/2018 X

500,000

500,000

500,000

Project(s): All projects.

Slippery Rock University1 Morrow Way ; Attn: CONTRACTS 4900Slippery Rock PA 16057-0000

NewPerformingArtsCenter–SlipperyRockUniversityDGSProject#:DGS413-51Ph.1

AppendixDHVACControlSubcontractor:O.Z.Enterprises

Attachment3Health/SafetycitationssinceJune2014:None

1

T-2A Project Management Team Renick Brothers Project Management team has a wealth of experience to bring to the SRU Performing Arts project. Each individual on the team can accurately be described as an industry leader in their particular position. All the members of the team blend their unique skills to form a cohesive unit with a single goal in mind, a successful project for the client. We have developed our management organization and strategy during our over 60 years in the mechanical contracting business. Over that time we have learned that a coordinated team is far more effective than any individual, or group of individuals, could ever be. Because of that, you will find the team concept ingrained in every member of the team from the Project Executive through the installers. Our ability to manage the most complex projects is what sets us apart from our competition and is the primary reason for our sustained success. The organizational chart found in section T-1A graphically illustrates the management team described here. Renick Brother’s management strategy begins with our Project Executive, Randy Patterson. Randy has over 35 years of experience in the construction business. He has worked as an estimator, project manager, division general manager and project executive. Randy’s role on the project is to ensure that the team functions as a unit throughout the project. He will also oversee the QA/QC process and meet directly with the project manager frequently, and be a resource for insight and expertise for the entire team. The role of the project executive is also to be a backup for the project manager over vacation schedules, illness or other times that the project manager may be unavailable for short periods. Randy has been the Project Executive on several similar projects including: UPMC Lemieux Sports Complex Erie Bayfront Convention Center Slippery Rock University Student Union The Project Manager, Don Stefanak, is the primary representative for Renick Brothers with all stake holders on the project. His role is to ensure that all material, equipment and labor is coordinated with all schedules and trades to keep the project on schedule and on budget. He will attend all job conference meetings and is empowered to make decisions for Renick Brothers. He is the direct point of contact for all subcontractors to Renick Brothers. Don has tremendous experience in the construction industry, as a pipefitter, foreman, and project manager, he has successfully managed hundreds of jobs in his career. He inherently understands the need for open communication among the prime contractors as well as architects, engineers and other project team members. Don has been the project manager on several similar projects including: UPMC Lemieux Sports Complex Grove City College STEM Building Erie Bayfront Convention Center Clarion University Housing Project

2

Renick Brothers will employ two well qualified foreman on this project. Tom Sankey will be the sheet metal ductwork foreman. Tom has over 20 years of experience with ductwork installation. He has encountered all types of projects and is capable of close coordination with other primes to ensure a smooth project. He has experience with on campus projects and with just in time delivery methods. He also has experience with BIM construction techniques. Tom’s experience working with other trades on complicated scheduling jobs fits well with the Performing Arts project. Josh Broerman will be our HVAC foreman. Josh has over 10 years’ experience as pipefitter. He also has experience with projects on an active campus, including previous jobs at Slippery Rock University, Clarion University and Westminster College. He has also been the foreman on the Mt. Lebanon Schools cooling upgrade. This project took place in 9 separate buildings throughout the school district which demonstrates Josh’s ability to successfully manage a project with multiple work sites, similar to the Performing Arts project. Our foreman report directly to the Project Manager. They are the first line of communication with the field conditions and will interact constantly with the foreman of the other trades. They will attend all foreman’s meetings and be on site all day every day to oversee Renick Brothers installation. Renick Brothers Preconstruction team is led by Craig Beatty, our Preconstruction Manager. Craig has over 20 years’ experience in the industry. Craig will oversee the efforts of the precon team for coordination, purchasing and fabrication. The precon team looks at the project and builds it virtually prior to construction in the field. This process allows us to find issues and correct them early in the process, long before they cause schedule delays or rework in the field. It is another way that Renick Brothers makes sure that you get the right project, on budget and on time. Other members of the Preconstruction Team include: LuAnn Orcutt LEED AP, Dominick Florentine BIM Coordinator, Kathy Hogg Material Expeditor, John Croll Equipment Expeditor, Mike McFeaters HVAC Fabrication Foreman and John Plunkard Ductwork Fabrication Foreman. Safety is the primary concern on any project and that’s why we have a Safety Director, Jennifer Lyons, on staff. Jennifer will conduct site inspections and safety training and reviews to keep our people and the site safe and OSHA compliant. Jennifer has nearly 15 years’ experience in construction safety. All of Renick’s personnel are responsible for safety and all have the authority to stop work if they see an unsafe condition. Jennifer will have direct contact with all members of the team from the installers to the project executive to make sure that we have a safe installation planned and executed. Renick Brothers also assigns a startup and commissioning technician to each of our projects. These technicians are full time Renick Employees. The technician for this project will be Jim Kyle. Jim will be in charge of all equipment checkout prior to startup. He will also start up all equipment, or assist the factory startup personnel as appropriate. He will fill out all pre-functional paperwork as required by the commissioning agent and provide a continuous point of contact between the Renick team and the commissioner. Jim will work closely with both OZ Enterprises and Northstar Environmental throughout the startup and commissioning process. They will all be intimately involved with the functional testing and commissioning of all systems, under the supervision of the chosen third part commissioning agent. Jim reports to Renick Brothers project manager. The Temperature Control Subcontractor, OZ Enterprises, will assign Jody Petti as project manager for the Performing Arts project. Jody has 30 years’ experience in the control business and has been the project

3

manager on numerous jobs, including many as a subcontractor for Renick Brothers. Jody will be responsible for OZ’s activities and he will report to Renick Brothers’ project manager directly. They will work closely together to develop schedules and sequences for each phase to allow for proper installation time as well as appropriate checkout, startup and commissioning of each system. OZ’s foreman on the Performing Arts project will be Gale Lorenzi. Gale will be responsible for the day to day installation and coordination of the control work. He will report to Jody Petti within OZ, but also be in direct daily contact with Renick Brothers field foreman. They will coordinate closely on matters of schedule and work sequence. The Testing Adjusting and Balancing Subcontractor, Northstar Environmental, will assign John Raught as their project manager. John has over 25 years’ experience in the balancing industry. He will report to Don Stefanak, Renick Brothers project manager and be responsible for all of Northstar’s activities. They will coordinate closely on the project to provide for timely balancing activities as required for each phase of construction. Northstar Environmental’s foreman on the project will be Harold Bolette. Harold will be responsible for the day to day testing and balancing work on the project. He will ensure that proper techniques and methods are followed to obtain accurate results. Harold will be in daily contact with Renick Brothers field foreman. In addition to coordination between Renick Brothers and the subcontractors, OZ and Northstar Environmental will coordinate closely with each other. They will work hand in hand to provide the commissioning assistance needed to ensure a fully functional HVAC system. Resumes for the individuals listed above are included with this section.

Randall A. Patterson

SUMMARY OF QUALIFICATIONS Engineering and management professional with broad technical and administrative knowledge in the HVAC, plumbing, and industrial piping fields.

• Conceptual approach to construction relating to the estimating, prefabricating, field erecting, start up, commissioning, and warranty phases of projects

• Ability to handle multiple projects/responsibilities • Ability to schedule manpower and equipment on a company wide basis

WORK EXPERIENCE Renick Brothers Construction Co., Inc., Slippery Rock, PA – January 1980 to present General Manager – Piping Division

• Responsible for all Renick project managers and the oversight of their piping projects. • Oversight of company receivables, outstanding change orders, equipment rentals, billings, flow

charts, field labor reports and projections, final job cost projections, project start ups and close outs.

• Scheduling and adjusting all manpower for all projects as it pertains to pipefitters and common laborers ranging from 50 to 150 men.

• Oversight of all industrial piping projects including estimating. • Technical support to all project managers and field personnel for HVAC and plumbing systems

such as hot water, chilled water, high, medium, and low pressure steam and condensate, sanitary waste and vents, potable water, natural gas, compressed air, storm water, and hydraulics.

• Technical support to all project managers and field personnel for HVAC and plumbing materials such as welded (carbon and stainless steels), threaded, grooved, mechanical joint, flanged cast iron, no hub, bell and spigot, soldered (soft and silver), Pro-Press, PVC cement joint, HDPE butt and socket fusion and Pex tube.

• Maintenance of welding, brazing, and DOT gas piping certifications and procedures. • Directly involved in LEED certified and commissioned projects. • Previously managed and still exposed to the entire sheetmetal fabrication and installation

process. • Previously acted as project manager on various sized project from $10,000.00 to $12,000,000.00

including school buildings, dormitories, hospitals, steel mills, refineries, office buildings, public auditoriums, classroom buildings, and underground utilities.

• Previously acted as plumbing and HVAC estimator for all size projects.

EDUCATION & TRAINING Graduated 1978, Grove City College, BS Electrical Engineering

REFERENCES Joe Carozza Jeff Anderson PJ Dick Mistick 412-807-2000 412-322-1121

Don Stefanak

EXPERIENCE: Renick Brothers Mechanical Contractors – Slippery Rock, PA 1986 to Present (38 years total experience in this industry)

• Position: Project Manager PROJECTS SUPERVISED:

• Clarion University-Student Housing, Clarion PA o $9,000,000

• LSL Passavant Retirement Home, Zelienople, PA o $4,700,000

• Lemieux Sports Complex, Cranberry, PA o $8,200,000

• Edinboro University-Cooper Hall, Edinboro, PA o $10,100,000

• Grove City College STEM Hall o HVAC - $3,720,500 o Plumbing - $1,587,459

• Westinghouse Campus, Cranberry PA o $5,929,826

• Heritage Valley Medical Center, Beaver, PA o $5,905,822

• Slippery Rock University, Slippery Rock, PA o Apartments-Phase I - $11,000,000 o Apartments-Phase II - $7,000,000

• Clarion University-Eagle Commons Dining Hall, Clarion, PA o $1,897,422

• DuBois Hospital, DuBois, PA o $5,297,848

• Penn State University o Behrend Campus - $3,510,060 (DGS 800-268) o DuBois Campus - $1,316,964 o

EDUCATION: Five year apprentice program (Local 47), Monaca, PA CERTIFICATIONS: Local 449 Foreman/Journeyman

Tom Sankey

Sheet Metal Foreman

EDUCATION:

Five year apprentice program through SMWIU Local 12 EXPERIENCE:

Renick Brothers Mechanical Contractors – Slippery Rock, PA Supervised and installed numerous Sheet Metal Projects 22 years Sheet Metal Experience, 20 Years with Renick Brothers PROJECTS SUPERVISED: UPMC Lemieux Sports Center

• $6, 078836 Cardinal Wuerl North Catholic HS

• $3,571,925 Wilmington High School

• $4,755,266 Clarion University Dining Hall

• $1,897,422 Penn State University Shenango Campus

• $2,070,824 Training and Certifications: Aerial lifts and scaffolding Lull and forklift OSHA 10 First Aid and CP

Josh Broerman

EDUCATION: Five year apprentice program (Local 47), Monaca, PA EXPERIENCE: Renick Brothers Mechanical Contractors – Slippery Rock, PA

Duties: Supervised numerous jobs. Projects involved new construction and remodeling.

CERTIFICATIONS: Local 449 Foreman/Journeyman Refrigeration Certified Lull and Forklift Certified OSHA 30 hour card Renick Brother Competent Safety Person PROJECTS SUPERVISED: Mt. Lebanon HS – Mt Lebanon, PA

• 1.0 Million USPS Bulk Mail Center – Warrendale, PA

• 8.2 Million North Allegheny School District Marshall Middle School – Marshall Twp, PA

• 3.4 Million Clarion University Becht Hall – Clarion, Pa

• 2.4 Million Slippery Rock University Boozel Dining Hall – Slippery Rock, PA

• 1.3 Million Masonic Village – Sewickley, PA

• 3.0 Million Slippery Rock University Patterson Hall – Slippery Rock, PA

• 675,000 Westminster College Browne Hall – New Wilmington, PA

• 300,000

Craig Beatty

EXPERIENCE: Renick Brothers Mechanical Contractors – Slippery Rock, PA 2003 to Present (20 years total experience in this industry)

• Positions Held: Project Estimator, Project Manager CURRENT DUTIES as General Manager of Preconstruction Services

• Manage all Buildings and Grounds including Fabrication Shop, Warehouse, and Office Building

• Oversee the start-up functions of new projects

• Support to all Project Managers and field personnel EDUCATION: BSME Grove City College, Grove City, PA MBA Malone University, Canton, OH REFERENCES:

• Jim Lopresti Grove City College 724-458-3795

• Chris Miller

Eckles 724-652-5507

LuAnn Orcutt Experience: Renick Brothers Mechanical Contractors – Slippery Rock, PA 2002 – Present

• Positions Held – Estimator, HVAC Design Engineer, IT Manager Karpinski Engineers – Ashville, NY 1988 – 2002

• Position Held – HVAC and Plumbing Designer; Project Manager Donald P. Kennedy, Consulting Engineer – Erie, PA 1976 – 1988

• Positions Held – Drafter and HVAC Designer Current Duties – Estimator and Design Engineer:

• Estimator duties include HVAC piping and sheet metal estimates including budgeting for projects.

• Design Engineer duties include calculations, specification writing, coordination with Owner/Architect and final preparation of documents

Education: Technical Memorial High School, Erie PA, 1976 Certifications and Licenses: LEED Accredited Professional – 2008 State of Ohio Licensed HVAC Contractor State of West Virginia Licensed HVAC Contractor Design Build Experience:

Allegheny College DTD House, Meadville, PA – New Fraternity Building Addition Spring Cove School District, Martinsburg, PA – New HVAC Systems Stryker Brigade, Punxsutawney, PA – Renovate Building St. Joseph High School, Natrona Heights, PA – New Science Classroom Addition Pine Instruments, Grove City, PA – New warehouse space II VI, Saxonburg, PA – New HVAC systems for Furnace Room Brayman Office Building, Saxonburg, PA – New Office Building Meadville Medical Center, Meadville, PA – New Boiler Room Addition

Dominick Florentine

Education 4 YEAR APPRENTICE PROGRAM 2001-2005 LOCAL 12 PITTSBURGH PA.

· Sheet metal Drafting · Sheet metal Fabrication · Sheet metal Welding · Navisworks Certification · AutoCAD MEP Certification

Skills & Abilities · Manage CAD department. · Manage, maintain, and collaborate 3D BIM construction models. · Autodesk software expertise. ex Revit, Navisworks, AutoCAD, AutoCAD MEP · Microsoft Office

Experience

SHEETMETAL DRAFTSMAN/FIELD SUPERVISOR | HUCKENSTEIN MECHANICAL | 2001-2006

· Started drafting as an apprentice. Worked and managed small projects.

Ex. UPMC, Pittsburgh Public Schools, Carnegie Mellon University, Fort Pitt Museum.

SHEETMETAL DRAFTSMAN | LIMBACH COMPANY | 2006-2010

· Worked as a sheet metal drafter on many large scale projects. Introduced to the BIM Process. Produced cad files for construction and fabrication. Ex. Westinghouse Corporate Headquarters, PNC Park, Heinz Field, Eaton, Allegheny County Data Center

DIRECTOR OF VIRTUAL CONSTRUCTION | RENICK BROTHERS MECHANICAL | 2010-PRESENT

· Working as a sheet metal drafter / department manager. · Drawing (BIM quality) 3D mechanical models were shop drawings can be produced. · MEP Coordination of projects to minimize field conflicts

Ex. Cardinal Wuerl North Catholic High School, UPMC Lemieux Sports complex, Slippery Rock University Student Union.

Kathy Hogg

Experience:

Renick Brothers Mechanical Contractors Slippery Rock, PA

1992 – Present

*Positions Held – Purchasing Manager, Safety Coordinator, Service Assistant

First National Bank Slippery Rock PA

1974 – 1980

*Positions Held – Teller, Installment Loan Department Assistant, Database Administrator

Current Duties – Purchasing Manager:

• Maintain records of material ordered and received.

• Locate vendors of materials or supplies and determine product availability and terms of sales.

• Prepare and process requisitions and purchase orders for supplies and equipment.

• Analyze market and delivery systems in order to access present and future material availability.

• Participate in the development of specs for products or substitute materials.

• Coordinate activities of personnel within purchasing department.

• Prepare reports regarding market conditions and merchandise costs.

Education and Certifications:

Slippery Rock Area High School – Slippery Rock PA 1974

Banking Service Classes 1974 – 1980

OSHA Authorized Construction Trainer

John Croll Experience: Renick Brothers Mechanical Contractors – Slippery Rock, PA 2005 – Present

• Positions Held – Equipment/Subcontractor Expeditor Paragon Trade Brands 1986 – 2005

• Position Held – Purchasing and Inventory Control Current Duties – Equipment /Subcontractor Expeditor:

• Issue purchase orders for all equipment and subcontracts. • Track submittal process from vendor through approval from professional • Expedite equipment deliveries including trucking arrangements to allow for

receipt at the jobsite when required by the construction schedule Education: Slippery Rock Area High School – Slippery Rock, PA 1978 Project Experience:

Expedite equipment and subcontractors for all projects Renick Brothers has performed since 2005.

Mike McFeaters

EDUCATION: Five year apprentice program (Local 47), Monaca, PA Mercer County Vo-Tech – Drafting/Blueprint reading Slippery Rock Area High School EXPERIENCE: Renick Brothers Mechanical Contractors – Slippery Rock, PA, 1987-Present

Duties: Supervised numerous jobs. Projects involved new construction and remodeling. Fabrication Shop Foremen for 25 years

CERTIFICATIONS: Local 449 Foreman/Journeyman 10 year OSHA card

UA Welding Certification (5) Renick Brothers Competent Safety Person Crane Signaling Thermoplastic Fusion Welding Powered Industrial Forktruck Operator PROJECTS SUPERVISED:

Supervised hundreds of fabrication projects including commercial and industrial, utilizing black steel, stainless steel and plastic piping.

John Plunkard

Sheet Metal Shop Foreman

EDUCATION:

Four year apprentice program through SMWIU Local 12 EXPERIENCE:

Renick Brothers Mechanical Contractors – Slippery Rock, PA Supervised numerous field projects and served as shop foreman 34 years Sheet Metal Experience, 14 Years with Renick Brothers Certifications: Local #12 Sheet Metal Foreman/Journeyman Welder Certification (3) OSHA 30 (pending) Renick Brothers Competent Safety Person (Member of Renick Safety Committee) CPR and first aid trained PROJECTS SUPERVISED: Supervised the fabrication of hundreds of projects while serving as shop foreman.

Responsible for the proper duct fabrication to meet SMACNA standards and individual job requirements for every project fabricated by Renick Brothers.

Jennifer M. Lyons Education Slippery Rock University, Slippery Rock, PA - 2001 Bachelor of Science, Safety & Environmental Management Experience 2001 – Present Safety Coordinator, Renick Brothers Construction Duties:

• Conduct all formal jobsite inspections; incident investigations, and employee training • Manage company safety and health programs • Member of Safety Committee

Certificates Held:

• OSHA Outreach Trainer - 10 & 30 Hour Construction • Instructor - American Red Cross First Aid, CPR, AED • EPA Renovator - Initial • ICRA – 8 Hour - UPMC Sites • Certified Trainer - North Respirator Usage, Maintenance, & Fit-Testing

Jim Kyle EDUCATION:

Comfort Supply Mitsubishi 10/06 United Refrig. Scroll Compressor 10/06 Screw Compressor Technology/Johnstone 11/06 R410A Training, 2/07 Pool Pak Cert. 3/07 Pneumatics Training 3/07 York - Yorkstar 2/08 Trane RTAC Rotary Chillers 3.5 3/08 Comfort Supply Mr. Slim Mitsh. 5/08 Comfort Aire Geothermal Training Johnstone Supply 10/08 Dectron Cert. 11/08 Carrier Chiller 6/09 Local 47 TF Campbell - Bacharach, J.C., Robert Shaw Analyzers 10/09 Honeywell VFD's 10/09 Geothermal Training - Johnstone Supply 3/10 United Ref. Reznor 2/11 ACCA Heat Exch. 2/11 Holohan Assoc. Steam Seminar 6/11 Comfort Supply City Multi VRF 10/11 Comfort Supply City Multi 3/13 Copeland Scroll Compr. Digital United 11/14

EXPERIENCE: Renick Brothers Mechanical Contractors – Slippery Rock, PA Service Technician 06/11/2002 to Present Supervised and Installation for numerous jobs. CERTIFICATIONS: Universal Refrigeration

OSHA 10 Safety & Health TracPipe Flex Gas Piping Am. Soc. Sant. Eng-Backflow Prot.Assy.Tester. Pool Pak Yorkstar Trane RTAC Rotary Chillers Mitsubishi HVAC Adv. Prod. Division Mr. Slim Dectron OSHA Certified Rigger/Signal Person

JODY J. PETTI - Project Manager - (30 YEARS INDUSTRY EXPERIENCE) PROFESSIONAL EXPERIENCE: 20 Years - O.Z. Enterprises, Inc.:

• May, 1997 - Present Project Manager

Responsible for managing installation projects. Work with subcontractors on a daily basis managing projects to ensure an efficient installation. Provide startup and final checkout of new installations and maintenance of DDC systems for service customers.

11 Years - Johnson Controls, Inc. Pittsburgh Branch:

• Sept., 1994 - May, 1997 System Representative (Service Team Leader)

Responsible for scheduling, training, and performance reviews of service technicians. Personally handled service problems for the department on a daily basis. Worked with Sales Engineers and Application Engineers on special projects and estimating new planned service agreements.

• June, 1986 - Aug., 1994 System Representative

Responsible for both service and construction work. Maintained existing Johnson Controls DDC systems, through planned maintenance agreements. Provided startup and final checkout of construction projects.

MAJOR ACCOUNTS AND PROJECTS:

• Verzion • AT&T • Uniontown Hospital • Westinghouse STC • Community College of Allegheny County

EDUCATION:

• JOHNSON CONTROLS INSTITUTE:

METASYS N30/M3 Engineering and Setup Course JC/85/40 Front End Maintenance II Course HVAC Systems/Maintenance Course DSC-8500/1000 Installation/Hardware Maintenance Course IBM Maintenance Course HVAC Systems Concepts Course METASYS Implementation Course DSC-8500 Software Development Course METASYS ASC/Companion Implementation Course METASYS Installation/Commissioning and Hardware Troubleshooting Course METALINK Application Engineering HVAC Systems – Operations FX-40 Web-based Supervisory Controller Engineering and Setup

• TRIDIUM, INC.:

Tridium Web-based Technical Certification Program

• GATEWAY TECHNICAL INSTITUTE: 2 Year Degree - Electronics Technology - Feb., 1985

• CITY of PITTSBURGH:

Stationary Engineers License

GALE LORENZI - Electrical Foreman - (29 YEARS INDUSTRY EXPERIENCE)

PROFESSIONAL EXPERIENCE:

19 Years - O.Z. Enterprises, Inc.: • August, 1998 - Present Electrical Foreman

Responsible for installation of electrical and DDC / electric control systems. Responsible for scheduling of work and coordinating completion dates with mechanical contractors.

5 Years - Bronder Technical Services, Butler, PA:

• Aug., 1993 - Aug., 1998 Electrician

Responsible for installation of electrical and DDC / electric control systems. Responsible for scheduling of work and coordinating completion dates with mechanical contractors.

8 Years - Fuellgraf Electrical, Inc. Pittsburgh PA:

• June, 1985 - Aug., 1993 Electrician / Foreman

Responsible for managing electrical construction installation including scheduling of electricians and coordinating work with mechanical contractors.

3 Years - E.C.Ernst, Inc. Pittsburgh PA:

• Sept., 1982 - June, 1985 Electrician

Responsible for installation of electrical, fire alarm and DDC / electric control systems.

MAJOR ACCOUNTS AND PROJECTS:

• Slippery Rock University • PPG • Children’s Hospital • MSA • Presbyterian Hospital • Bio-Medical Science Tower

EDUCATION:

• ELECTRICIAN APPRENTICESHIP PROGRAM (IBEW Local 5)

John D. Raught

Areas of Expertise: • Certified Supervisor, TAB, Commissioning, Sound and • Vibration, Fume Hood Performance Testing • Budget Analysis Estimating & Job Cost Management • Team Building and Leadership & Quality Control Management • Planning and Scheduling Safety & Compliance Management

Experience:

Northstar Environmental, Ltd., Beaver, PA 1995 – Present

Corporate Treasurer • Established Northstar Environmental, Ltd. a Testing, Adjusting & Balancing Company.

Primary business is TAB for air and hydronic systems for the indoor environment, with investigative and commissioning services available.

• Successfully maintains the highest degree of quality control over all facets of multi- disciplined projects through a hands-on proactive approach.

• Consistently meets schedules and budget requirements by employing high effective management and problem solving skills.

• Utilizes strong work ethics, communications, and negotiating skills with clients, team members, and contractors.

• Supervises TAB technicians, review reports, check on any reported difficulties, and correct any safety violation or other reported deficiencies.

• Ensures that HVAC systems have been balanced in accordance with the planned design and specifications and performed in accordance with national standards.

Qualifications:

• United States Marine Veteran • TAB Experience – 25 plus years • Journeyman SMWLU #12 • NEBB Certified Supervisor • TABB Certified Supervisor • Director SMACNA of Western Pennsylvania

Harold J. Bolette Northstar Environmental, Ltd.

Summary: Dedicated professional with 35 years’ experience in the Heating, Ventilating & Air Conditioning industry. Excellent trouble shooting skills. Strong background in HVAC system design with an understanding of control system sequences of operation. Equally familiar with both pneumatic and DDC control systems.

Experience:

Northstar Environmental, Ltd. – TAB Technician / TAB Supervisor 1995 to present Coordinate with customers and technicians to schedule projects and ensure timely completion and accuracy for commercial and industrial HVAC systems. Responsible for performing troubleshooting activities on existing systems and prior to the implementation of new systems. Responsible for performing duct leakage testing when required. Perform sound and vibration testing on systems. Testing, adjusting and balancing air and water flows for system balance and comfort complaints. Perform testing, adjusting and balancing of clean rooms as well as testing and adjusting of Laboratory Fume Hoods including ASHRAE 110 testing.

WAE Balancing Inc. – TAB Technician 1988 - 1994 Tested, adjusted and balanced air and water flows for system balance and comfort complaints. Performed troubleshooting activities on existing systems and prior to the implementation of new systems.

Seneca Balance Inc. – TAB Technician 1984 - 1988 Tested, adjusted and balanced air and water flows for system balance and comfort complaints. Performed sound and vibration testing on systems Performed troubleshooting activities on existing and new systems.

HH Reich Consulting Engineers Inc. - Draftsman/HVAC Design/TAB Technician 1978 - 1984 Drafting work for HVAC systems as well as industrial piping systems. Conducted field measurement work for HVAC system design as well as industrial piping systems. Performed heat load calculations, duct static pressure drop calculations, and piping pressure loss calculations as part of HVAC and piping system design. Assisted in selecting pumps and HVAC equipment as part of the design process. Responsible for reviewing submittals for equipment approval. Tested, adjusted and balanced air and water flows for system balance.

Education:

Triangle Institute of Technology, Pittsburgh, PA 1977 – 1978 Associates degree – Mechanical Drafting and Design

Certifications: TABB certified Balancing Technician – Sheet Metal and Air Conditioning Industry NEBB certified Balancing Technician - National Environmental Balancing Bureau TABB certified Indoor Air Quality Technician - Sheet Metal and Air Conditioning Industry TABB certified Fume Hood Performance Testing Technician - Sheet Metal and Air Conditioning Industry

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T-2B Work Plan The following narrative describes the HVAC work associated with the Renovation and Expansion of the SRU Performing Arts Center. We will address the critical issues for our (.2) contract including coordination with other primes, adherence to contract sequences, and systems testing and commissioning. We will also demonstrate our understanding of the critical material and equipment as well as the construction challenges of the project and our plan to minimize risk. We will describe our site operations and logistics and our implementation of Information Technology for document control. We will also present a credible schedule and narrative describing challenges and our proposed solutions. Our coordination with the other prime contractors will begin immediately upon receipt of a notice to proceed with collaboration on the project schedule and coordination drawings. Renick Brothers will follow the milestones established in the specification and participate in the initial scheduling meeting, called by the Lead Contractor, within 10 days of the notice to proceed. Schedule input will be provided within the first 15 days as required. The schedule that we are providing with this proposal will be the baseline for our initial input to the Lead Contractor. We anticipate that our information will include activity items broken out by area, floor, addition etc. Each line item will include durations to complete, as well as required predecessor and successor activities. The scheduling process is expected to be an iterative process, with ongoing input from all the trade contractors and feedback from the Lead Contractors scheduling team. Through this process of give and take, the master schedule can be established that is acceptable to all of the contractors and meets the needs of the department and the owner for all milestones and final completion. See our schedule included with this section for what we believe to be one reasonable approach to the project. Certainly there can, and will be other ideas for the approach to this schedule and close coordination is anticipated to pull the best aspects and ideas from all of the stakeholders. Concurrently with the scheduling process, Renick Brothers will also begin working on the coordination drawings/process for the project. As the HVAC (.2) contract we will obtain the background drawings from the Lead Contractor (.1) and add our work to them and pass them on to the (.3) contract. Renick Brothers will seek to optimize the coordination process among all trades. The linear approach outlined in Section 1050 can result in a longer coordination time than desired and we will seek to engage all trades in a more collaborative approach to develop the workable coordination drawings. Regardless of the approach, close communication with all primes is essential to the success of this process as well. Renick Brothers has over 15 years of experience with CAD coordination drawings. We currently use a Revit based platform called SysQue by TSI. We are also able to work with AutoCAD and are proficient with Navisworks for clash detection and overview of various software. We have been the leaders in the BIM/coordination process on many projects including recent projects such as Butler VA Health Care Center and UPMC Lemieux Sports Complex. Prime Contractor coordination will continue throughout the planning and installation phase of the project. Throughout this narrative, as we discuss our plan for installation in each area or sequence we will discuss the coordination required to make that part of the project a success. Adherence to contract sequences is critical for the success of this project. All contractors, subcontractors and trades must buy-in to the approved schedule and work as a team during the installation. The first step in making this happen is to provide the initial schedule with the attention it deserves. It is imperative that the schedule be a functional document with real information provided by all. When the schedule is

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established in this way, all trades have a logical path and sequence to complete their portion of the work. The schedule we propose is one possible avenue to achieve this goal. We recognize that there are many other possibilities that can result in a successful project. Certain sequences of work must be maintained regardless of the details. Finish work cannot proceed until rough installation is complete in any particular area. Drywall, ceilings paint etc. can’t be placed ahead of piping and duct rough-in. Consequently, accurate durations for each activity must be provided so that each stakeholder understands the time available, and window of opportunity, for their installation. While the preparation of the initial schedule often falls to the respective project managers, the day to day adherence to the sequences is primarily the duty of the individual trade foreman. Renick Brothers foreman will be fully aware of the schedule and will have the responsibility to maintain our portion throughout the project. They will also be responsible to work with the other trades to manage the daily details that go along with maintaining the schedule. Systems testing and commissioning is the final piece of the puzzle to ensure a successful project. During the initial scheduling work for the project, it is necessary to work backwards from the completion date of each area and allow sufficient time for testing and commissioning of that system, to determine the actual completion of “construction” activities. Renick Brothers employs our own service technicians that are used to complement factory technicians for the equipment startup process. In addition to our personnel and the factory technicians, both the ATC and Balancer will play key roles in the successful startup and commissioning process. OZ Enterprises, as the ATC contractor, will work on a daily basis with our techs and with the owners commissioning agent to review the systems point by point so that when the project is turned over to the owner they can be confident the systems are functioning as intended. The system testing and commissioning work in the field typically begins with pre-functional checklists for each piece of equipment. These forms are provided by the Commissioning agent and filled out by Renick Brothers Service techs for each individual piece of equipment. The list of equipment that we anticipate requiring these checklists is as follows: (4) steam to hot water heat exchangers, (3) condensate return pumps, (16) circulating pumps, (8) DX split systems, 195’ of radiant panel, 63’ of Runtal radiators, 80’ of finned tube radiation, (2) convectors, (4) cabinet unit heaters, (1) prop heater, (26) fan coil units, (11) air handling units, (32) VAV boxes, (1) MAU unit with associated condensing unit, (3) hot water duct coils, (2) steam meters, (17) fans, (21) fire dampers We estimate 3 weeks to complete these checklists. Once the pre-functional checks are complete, the equipment startup can begin. This process involves Renick Brothers technicians, OZ Enterprises as the ATC subcontractor as well as vendor and factory representatives where appropriate. Some commissioning agents choose to be included in the startup process while others wait for startups to be complete and then show up for the commissioning process only. We will fully cooperate with the Commissioning agent regardless of which strategy they employ. The startup process is where any initial issues with equipment operation are discovered and corrected if need be. Once startups are complete the balancing of the systems can begin. Northstar Environmental will follow the specified balancing procedure for both water and air balance to achieve the performance scheduled by

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the design engineer. Any issues with either water or airflow are resolved at this stage. Depending on the commissioning agent, they want to begin system commissioning either prior to or following the issuance of the balancing report. We can accommodate either scenario and can produce preliminary reports as necessary. When the Commissioning agent chooses to begin their commissioning checkout, they will work in constant contact with OZ enterprises as the ATC subcontractor and Renick Brothers technicians. The team will work through each piece of equipment documenting all functions required to ensure operational compliance with the design intent. We anticipate the sequence of commissioning activities to follow the general construction sequence with the West side of the East/West Gymnasium first, followed by the East side, then Miller Auditorium. One unusual aspect of this project is that the chillers for each building are being furnished and installed outside of this contract. They are the largest pieces of central equipment and are usually the most technically significant to get started and commissioned. They also must be functional before any other chilled water equipment can be properly tested and commissioned. Because of this, close coordination with the University and Honeywell, the contractor responsible for that project will be required. In this situation Renick Brothers has a decided advantage over any other contractor as we have been subcontracted by Honeywell to perform the chiller installation at both buildings. This provides us with a unique opportunity to seamlessly coordinate the projects. No other HVAC contractor will have the ability to be as intimately familiar with the situation. The critical material and equipment for this project will consist of the Air Handling Units for all areas as they will have the longest lead time of any equipment. Other critical items will include all equipment for the West side of the East/West Gym. This is critical to allow the phased occupancy of this area within the nine months allotted. We anticipate that the Air Handlers will have 12 week lead time and therefore they will be a priority for us to buyout and provide submittals for approval as soon as possible after award of contract. The primary equipment for the West side completion will be Fan Coil Units, Convectors and Radiant Ceiling panel. None of these items should have lead times that will be a problem for completion but we will be diligent in the order, submittal and release of these items as well. Our description of how we manage the critical equipment is outlined in the paragraph below. One other item to note is that it will be important to coordinate the West Side first in the coordination process to allow construction to flow first to meet the early occupancy date. Renick Brothers will manage the critical material and equipment by utilizing our in place procedures for tracking submittals and deliveries. These procedures include the use of our customized Flow Chart. An example of this Flow Chart is shown in section T-2D. Through the use of this interactive document we track all aspects of an order including date of purchase order, date the submittals were promised from the vendor, date the submittals were received by Renick Brothers, date we sent the submittals to the professional for approval, date the submittals were returned from the professional and the disposition. We also use this document to track deliveries and includes the date the approved submittal is returned to the vendor with formal release instructions, tracking of lead times and securing manufacturers firm shipping dates, checking on production schedules at intervals throughout the lead time and confirming instructions with the shipping company. We have a full time Equipment Expediter at Renick Brothers, John Croll, and his only job is to ensure that submittals and deliveries happen on time. In addition, Kathy Hogg tracks all of our material orders and deliveries to ensure accurate and timely delivery of the day to day items that can also cause significant schedule impact if not received in a timely manner.

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There are two primary construction challenges on this project. The first is the fact that the construction takes place in two separate buildings, in separate physical locations on campus. Our experience is that this can lead to confusion and a lack of coordination among the trades simply because the necessary personnel are not all in the same place at all times. Our proposed solution to this issue is to provide personnel at Miller and East/West that can answer questions and make decisions on a daily basis. The individuals will act as sub-foremen reporting to our regular assigned foremen. We will also suggest that each trade appoint someone to a similar position for their company and provide names and contact info for these people. This will alleviate the inevitable delays associated with needing questions answered and finding out that the individual required is not in the building. Our piping foreman, Josh Broerman, has recently performed work on a multi-building project and as such is prepared to deal with this challenge. The second challenge of this project is that the chillers are being provided by the University through a separate contract. When we have worked on projects in the past where equipment of this importance is provided outside the HVAC contract it can be very difficult to schedule and coordinate. There are items throughout the process that make this a cumbersome delivery method. Submittal information for the new equipment is needed but is not available within the normal channels of the project. The schedule that is established by all four trades on this job is also subject to information from the third party providing the equipment to SRU. Accurate and timely communication throughout construction can also be difficult. Finally, the coordination of startup, checkout and commissioning of the equipment provided outside the contract is always challenging. It is necessary to coordinate several additional parties as the chiller cannot properly function without the infrastructure system installed in this contract and conversely, the building cannot be properly started up or put into use without the chiller. Our solution for this problem is unique. Renick Brothers has been contracted by Honeywell who is under contract by SRU to provide the chillers for both Miller and East/West Gymnasium. The fact that we are already performing the chiller installation for both buildings provides us with an opportunity to seamlessly coordinate the installation. From a coordination and scheduling standpoint it will appear as though the chillers are a being installed under this contract. All information, and questions can be directed through the normal project channels as we will be in attendance. No other mechanical contractor will be able to maintain that seamless communication and coordination. There are also two smaller challenges that Renick Brothers is in a unique position to mitigate. We have previously performed work in the East/West gym for two past renovation projects. As such we are familiar with building and construction. The HRU’s located in the attic of West are to be refurbished. We are intimately familiar with those units and that previous knowledge will allow us to perform the work on them without delay. Also, many of the walls located in the East/West gymnasium are very thick due to the age of the building. Our previous experience allows us to know the location of these wall, to bid the appropriate labor necessary to make penetrations and then to conduct the work in the most expeditious manner possible without the delays associated with discovery of the condition. One other way that Renick Brothers will minimize the risk on this project is through the careful selection of subcontractors. By selecting OZ Enterprises as the ATC subcontractor and Northstar Environmental as the Balancing subcontractor, we have chosen two proven contractors who are both leaders in their respective fields. Not only do they provide high quality workmanship, but also operate with high integrity, and a client first mentality. We don’t stop at just those named subcontractors. We extend our selection process to all of the subs and vendors associated with the project to ensure that we have the highest quality team possible.

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Many of the operational, logistic and jobsite controls that Renick Brothers uses to manage our projects successfully are discussed in detail in other sections, including T-2D Quality Control, but we will highlight them here as well. The first and most important measure that we take is to select highly qualified and experienced people to manage our projects. Josh Broerman and Tom Sankey as jobsite foreman bring a wealth of experience to the job and are fully capable of resolving any conflicts that arise. In addition to the field foreman, our project manager is responsible for overseeing all aspects of our operation. Don Stefanak will be our PM for the job and he will personally be involved with material delivery, spec compliance, schedule adherence, quality control and every other portion of the project. All three of these people have experience with complicated scheduling projects and working around other prime contractors. Within the confines of the allowable laydown area we will provide our crew with the maximum amount of organized onsite storage to keep all tools and materials organized and our crews working efficiently. As necessary due to the limited laydown area and necessity to maintain campus operations, the proximity of our shop in Slippery Rock to the jobsite will allow us to make frequent and deliveries in a just-in-time manner. With our location and ample indoor and outdoor storage available less than 5 miles from the jobsite we can receive and store materials and equipment offsite when job conditions dictate. Our prefabrication shops for both piping and ductwork allow us to be ready ahead of the onsite construction schedule by receiving and materials and fabricating based on the coordination drawings. We perform all of this fabrication with our own employees in our own shops. We are not dependent on a subcontractor for duct or piping fab. Renick Brothers uses our own system for controlling labor and performance on the job site. Our Field Cost Item Summary sheet is used to track productivity on a weekly basis. With input from the field every week we can accurately predict areas where our crews may be falling behind our projected productivity and therefore are at risk for falling behind schedule. We can then take action to correct the situation by adding manpower to specific tasks or changing the flow of material etc. to make sure the project does fall behind. As a rule, Renick Brothers has usually recognized a potential situation and rectified it before it is even notice by anyone else on the jobsite. The speed that information is communicated is critical. In order to keep our project foremen and jobsites current with the most up to date information Renick Brothers provides all of our field foreman with laptop computers. Information from the office is readily accessible in this way and each member of the team can keep current with RFI’s, changes in design etc. This connectivity enhances and streamlines our effectiveness. All of our systems and documentation are available electronically so that every person on the Renick team is kept up to date. We have been involved with projects using multiple construction management software packages including BlueBeam, Constructware, E-builder and many others. Our team is proficient working with Microsoft Project as well as all office suite products. Renick Brothers is at the leading edge of 3-D coordination technology and we have multiple software platforms where we are comfortable. Our attached schedule begins with our assumptions about the award process and time involved until initial construction conference. Based on the information provided, we have calculated the approximate overall completion date, 480 calendar days, and the date for phased occupancy of the West Side of East/West Gym, nine months. The next items are administrative items that are common to the entire project such as procurement and submittals. We show the lead time for the air handling units only on this

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preliminary schedule as they are the longest lead item by far for this contract. Other items may be included as necessary on the final schedule but we anticipate that only the AHU’s will have an impact on the schedule and need to be planned for. We then break the schedule down by building and area into the important tasks for our contract. We have included the Critical Items to be noted as Milestones from Section 01310-3 as applicable. There are several items that are included in this list that are not applicable work items for our contract on this project. They include Site Work, Site Steam Line Work, Existing Chiller Modifications, Existing Chiller support modifications and the Backup Boiler. As none of these items are part of our work for this project they are specifically excluded from our schedule. The West side of East/West Gym is the first area scheduled for completion. We anticipate the work in this building to progress from the bottom up. Demolition and the corresponding capping and connecting of existing duct and piping will be the first activities. These will commence as soon as the ceiling demolition is completed in each area. We will maintain the existing central heating equipment and piping mains, as well as some selected heating terminal equipment throughout the winter of 2017-2018. This will provide temporary heat to the building during this winter. The cooling equipment and piping mains will be removed beginning immediately. Duct and piping rough-in will take place following demolition in each area. Terminal equipment such as fan coil units will be received and installed near the end of the rough-in period. This allows for credible sequencing without large gaps in work activities and is also appropriate for the level of general construction activity taking place. The large scale demolition and wall construction is completing at this time and finishes are getting ready to start which is the ideal time for equipment installation. Once equipment is installed, the final duct and piping connections will be made. Insulation will begin when rough-in is far enough along that pressure testing can be conducted. The insulation will continue throughout the rough-in period. Automatic Temperature control work will also be ongoing through the rough in period and they will make final connections to the equipment once it is set as well. In order for the West Side to be functional in nine months, approximately end of July 2018, all of the chilled water central equipment will need to be functional, tested and running before that time. This will involve the coordination of the University supplied chillers and heat exchangers. All chilled water pumps and equipment as well as chilled water mains will also need to be fully functional. The heating central equipment including pumps, heat exchangers etc., and the heating mains will not need to be complete at the time of West side turnover, but will need to be finalized for heating season, approximately October 2018. Because of this situation, the entire HVAC piping system will be near completion by October of 2018. Final equipment setting and connections may not be complete on the East side at this time pending the General Contractors ability to work both sides simultaneously. It would be prudent from our judgement to complete the entirety of the East/West gym by the West side turnover date. This eliminates the need to work near occupied areas and provides for a more efficient overall installation. We will encourage this with the other trades but will accommodate any contractually acceptable schedule provided by the GC. Should the East Side proceed at a different time than the West side, we anticipate a similar sequence of events for construction. One variable in the East side schedule is the potential acceptance of Base Bid #4 which involves the conversion of the existing swimming pool into a dance studio. The additional HVAC

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work involved in this area would follow the same demo, rough in, equipment sequence of the other areas but our work will wait until the GC has all the infill work complete in the pool. Work in Miller Auditorium will be divided between the existing building and two new additions, with a possible third addition accepted under Base Bid 2. We anticipate starting work immediately upon building availability, estimated to be late November 2017. Based on the 480 calendar days, the estimated completion is approximately end of February 2019. The central heating and cooling equipment is located in the basement of the existing building. The existing heating equipment and main piping will remain through the winter of 2017-2018 and provide temporary heating for the building this winter. The central cooling equipment and piping mains will be demolished beginning immediately. We anticipate that the existing building and all additions will proceed with construction from the bottom up. Demolition of the existing duct and piping on the upper floors will be selective until the spring of 2018, when heating is no longer required. Rough in of the existing building will take place following demolition. Upon final removal of the central heating equipment, the new central heating equipment will be installed and installation of the University provided chiller and chilled water heat exchanger will be coordinated. We anticipate that the General Contractor will begin the new addition work for both, or all three, additions in the spring of 2018. We will begin rough-in work as soon as his construction allows. We anticipate this being mid-summer of 2018. Our rough in will go in place following poured floors and dried in conditions. Equipment setting in the building interior will take place near the end of the rough in period to provide continuous installation sequencing. This also places the equipment in the building near the end of the rough GC work so that possible damage to the equipment is minimized. Our final connections to equipment and setting of grilles, registers and diffusers will be coordinated with the finish schedule of the GC. We anticipate that roofing work for the entire building will be sequenced with the readiness of the new addition. This should take place in the late summer to fall of 2018. This will allow for dry conditions for the placement of equipment and finishes. Our team will work with the general contractor and roofing subcontractor to furnish curbs for their installation and provide units to maintain the steady production of roofing work. Equipment startup, balancing and commissioning will close out the project. We anticipate no issues in completing this project within the defined schedule. The Automatic Temperature Control subcontractor, OZ Enterprises, will be heavily involved in the scheduling and coordination process. The submission of their control shop drawings will be an important milestone in the schedule to ensure that they can complete all programming in a timely fashion. Their rough in work including conduit and wire will take place simultaneously with the mechanical rough in by sequence. They will be a primary participant in the startup, testing and commissioning process for each piece of equipment and system. Balancing work is always one of the later physical activities to take place on any project. That will be true on this job as well. Prior to beginning to air balance any particular rooftop system, all of the work for that system must be completed. The ductwork and GRD’s must be complete. The VAV boxes must be installed and functional. The rooftop unit must be set, started up and operational. All electric and ATC work must be complete to allow the system to run in the manner that it was intended. It is because of that requirement at the end of the project that we have chosen to sequence the work of the job by the RTU that

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serves the area. When it comes time to balance and commission this is the way the work will be sequenced regardless of how the construction was performed. The construction team can optimize its work flow if we begin the project with the ending sequence in mind.

ID Task Mode

Task Name Duration Start Finish Predecessors Resource Names

1

2 Proposal Submission 1 day Thu 8/3/17 Thu 8/3/17

3 Proposal Period 60 days Thu 8/3/17 Wed 10/25/17

4 Notice of Selection 1 day Wed 10/25/17 Wed 10/25/17

5 Initial Job Conference 1 day Mon 11/27/17 Mon 11/27/17

6 Overall Completion Mon 2/18/19

7 West Side Phased Occupency Wed 7/25/18

8 Administrative Tasks

9 Material and Eequipment Buyout 15 days Wed 10/25/17 Tue 11/14/17

10 Submittal process 40 days Tue 11/14/17 Mon 1/8/18

11 Air Handling Unit Lead Time 50 days Fri 12/15/17 Thu 2/22/18

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13 West Side of East/West Gym

7/16 7/23 7/30Augu

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Project: ScheduleDate: Mon 7/31/17

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14

15 Level One

16 Demolition 15 days Mon 11/27/17 Fri 12/15/17

17 Duct rough in 15 days Mon 12/11/17 Fri 12/29/17

18 Piping Rough in 15 days Mon 12/11/17 Fri 12/29/17

19 Tie in to exsting duct and piping 5 days Mon 12/11/17 Fri 12/15/17

20 Set Terminal Equipment 5 days Thu 2/1/18 Wed 2/7/18

21 Final connections to Terminal Equip 5 days Thu 2/15/18 Wed 2/21/18

22 Insulation 15 days Mon 12/25/17 Fri 1/12/18

23 Automatic Temperature Controls 20 days Mon 12/25/17 Fri 1/19/18

24 Grilles Register and Diffusers 5 days Tue 5/1/18 Mon 5/7/18

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26 Level Two

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28 Duct rough in 10 days Tue 1/2/18 Mon 1/15/18

29 Piping Rough in 10 days Tue 1/2/18 Mon 1/15/18

30 Tie in to exsting duct and piping 5 days Tue 1/2/18 Mon 1/8/18



33 Insulation 10 days Tue 1/16/18 Mon 1/29/18

34 Automatic Temperature Controls 15 days Tue 1/16/18 Mon 2/5/18


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37 Level Three

38 Demolition 10 days Tue 1/2/18 Mon 1/15/18

39 Duct rough in 10 days Wed 1/24/18 Tue 2/6/18

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40 Piping Rough in 10 days Wed 1/24/18 Tue 2/6/18

41 Tie in to exsting duct and piping 5 days Wed 1/24/18 Tue 1/30/18



44 Insulation 10 days Wed 2/7/18 Tue 2/20/18

45 Automatic Temperature Controls 15 days Wed 2/7/18 Tue 2/27/18

46 Grilles Register and Diffusers 5 days Fri 6/1/18 Thu 6/7/18

47

48 Level Four


50 Duct rough in 25 days Thu 2/15/18 Wed 3/21/18

51 Piping Rough in 15 days Thu 2/15/18 Wed 3/7/18

52 Tie in to exsting duct and piping 5 days Thu 2/15/18 Wed 2/21/18

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53 Set Air Handling Units 10 days Thu 3/29/18 Wed 4/11/18

54 Insulation 15 days Thu 3/1/18 Wed 3/21/18

55 Automatic Temperature Controls 25 days Thu 3/1/18 Wed 4/4/18

56 Final Connection to AHU's 10 days Mon 4/16/18 Fri 4/27/18

57 Refurbish Heat Recovery Units 15 days Mon 4/16/18 Fri 5/4/18

58

59 East Side East/West Gym

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61 Level One




65 Tie in to exsting duct and piping 3 days Mon 12/11/17 Wed 12/13/17

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71

72 Level Two




76 Tie in to exsting duct and piping 3 days Tue 1/2/18 Thu 1/4/18



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83 Level Three


85 Duct rough in 25 days Wed 1/24/18 Tue 2/27/18

86 Piping Rough in 10 days Wed 1/24/18 Tue 2/6/18

87 Tie in to exsting duct and piping 2 days Wed 1/24/18 Thu 1/25/18

88 Set Air Handling Unit 5 days Thu 3/15/18 Wed 3/21/18

89 Final Connection to AHU 5 days Thu 3/29/18 Wed 4/4/18

90 Insulation 20 days Wed 2/7/18 Tue 3/6/18

91 Automatic Temperature Controls 20 days Wed 2/7/18 Tue 3/6/18

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92 Grilles Register and Diffusers 5 days Fri 6/1/18 Thu 6/7/18

93 Roof Curbs 5 days Tue 5/1/18 Mon 5/7/18

94 Roof Fans 5 days Tue 5/15/18 Mon 5/21/18

95

96

97 East/West Combined Work

98 Demo of Chilled Water Mains 10 days Mon 11/27/17 Fri 12/8/17

99 Demo of Chilled Water Equip 10 days Mon 11/27/17 Fri 12/8/17

100 CHW Piping Main Rough In 20 days Mon 12/18/17 Fri 1/12/18

101 CHW Pumps & Equip 10 days Tue 1/2/18 Mon 1/15/18

102 Coordinate Chiller and Heat Exchanger installation provided by University

5 days Mon 1/15/18 Fri 1/19/18

103 Demo of Heating Mains 10 days Mon 4/16/18 Fri 4/27/18

104 Demo of heating Equip 10 days Mon 4/23/18 Fri 5/4/18

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105 HW Piping Main Rough in 20 days Mon 4/30/18 Fri 5/25/18

106 Hot Water Pumps and Heat Exchangers

10 days Tue 5/15/18 Mon 5/28/18

107 Equipment Startup 15 days Fri 6/1/18 Thu 6/21/18

108 Commissioning 15 days Mon 7/2/18 Fri 7/20/18

109 Balancing 15 days Mon 7/2/18 Fri 7/20/18

110

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112 Miller Auditorium

113

114 Existing Building

115

116 Basement


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120 Heating Central Equipment 10 days Mon 4/16/18 Fri 4/27/18

121 Cooling Central Equipment 10 days Thu 2/1/18 Wed 2/14/18



124

125 First Floor




129 VAV Boxes and Terminal Equip 10 days Mon 2/5/18 Fri 2/16/18

130 Final connections to Terminal Equip 5 days Mon 2/19/18 Fri 2/23/18

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133 Grilles Register and Diffusers 15 days Sat 9/1/18 Thu 9/20/18

134

135 Projection Level




139 VAV Boxes and Terminal Equip 5 days Mon 2/26/18 Fri 3/2/18

140 Final connections to Terminal Equip 5 days Mon 3/5/18 Fri 3/9/18



143 Grilles Register and Diffusers 10 days Sat 9/22/18 Thu 10/4/18

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144

145 2nd Floor




149 Set AHU's 10 days Mon 4/16/18 Fri 4/27/18

150 Final connections to AHU's 10 days Mon 4/23/18 Fri 5/4/18




154


156 Rooftop Unit 10 days Tue 9/25/18 Mon 10/8/18

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157 Roof Duct 20 days Tue 10/9/18 Mon 11/5/18


159

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161 Scene Storage Addition



164 VAV Boxes 5 days Tue 9/11/18 Mon 9/17/18


166 Rooftop AHU 5 days Tue 9/18/18 Mon 9/24/18

167 Roof Fans 1 day Tue 9/18/18 Tue 9/18/18

168 Final connections to equipment 10 days Tue 9/25/18 Mon 10/8/18


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173 Lobby Addition

174 First Floor

175 Duct Rough in 5 days Tue 9/11/18 Mon 9/17/18

176 Piping Rough in 2 days Tue 9/11/18 Wed 9/12/18

177 VAV Box 1 day Tue 9/18/18 Tue 9/18/18

178 Final connections 1 day Tue 9/25/18 Tue 9/25/18

179 Insulation 2 days Tue 9/25/18 Wed 9/26/18

180 Automatic Temperature Controls 2 days Tue 9/25/18 Wed 9/26/18

181 Grilles register and Diffusers 2 days Tue 10/16/18 Wed 10/17/18

182

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183 Projection Level



186 VAV Box and Terminal Equip 10 days Tue 10/2/18 Mon 10/15/18

187 Final connections 10 days Tue 10/9/18 Mon 10/22/18




191

192 Second Floor




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196 Rooftop AHU's 5 days Tue 9/18/18 Mon 9/24/18

197 Rooftop Duct 15 days Tue 9/25/18 Mon 10/15/18



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202 Scene Shop Addition (BB‐2)



205 Makeup Air Unit 5 days Tue 9/18/18 Mon 9/24/18

206 Roof Curbs 3 days Tue 9/4/18 Thu 9/6/18

207 Roof Fans 3 days Tue 9/11/18 Thu 9/13/18

208 Final connections to equipment 5 days Tue 9/25/18 Mon 10/1/18

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209 Insulation 10 days Thu 10/2/25 Wed 10/15/25


211 Grilles Register and Diffusers 5 days Thu 11/1/18 Wed 11/7/18

212

213 Equipment Startup 20 days Thu 11/1/18 Wed 11/28/18

214 Commissioning 25 days Mon 12/3/18 Fri 1/4/19

215 Balancing 25 days Mon 12/3/18 Fri 1/4/19

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1/7 1/14 1/21 1/28 2/4 2/11 2/18 2/25 3/4 3/11 3/18 3/25 4/1 4/8 4/15 4/22 4/29 5/6 5/13 5/20 5/27 6/3 6/10 6/17y February March April May June

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8/18 8/25 9/1 9/8 9/15 9/22 9/29 10/6 10/13 10/20 10/27 11/3 11/10 11/17 11/24 12/1 12/8 12/15 12/22 12/29 1/5 1/12 1/19 1/26September October November December January

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1

T-2C Safety Plan

Regard for the safety of the general public, our own employees, and the employees of our subcontractors is a supreme responsibility of all levels of our organization. We intend to prevent any human suffering. Accidents, even minor ones, cause both physical and mental pain. Prevention of injury and illness is a goal worthy of achieving. It is the obligation of all employees to be knowledgeable of the standards established by OSHA and this company and to implement the rules and regulations contained therein on projects where they are working and/or under their direction.

Expectations of this company regarding safety are outlined in the Project Safety Manual. Individually tabbed sections in this manual include, but are not limited to: hazard communication; confined space; fall protection; stairways and ladders; lock-out/tag-out; PPE; blood borne pathogens; hot work; & company accident prevention. Each of these topics will be addressed as per the needs of each individual job. Every employee on a Renick jobsite is required to sign this manual. This assures us that they have seen and reviewed both our general requirements, and any that may be mandated by the project, with their foreman. Each employee will review site specific safety bullets in addition to receiving a copy of any SDS/hazard communication information related to the work that they will be performing. Site specific requirements are located in the front of the manual and include, but are not limited to: jobsite address; emergency numbers and procedures; key personnel contact information; PPE for the work location; potential work hazards; owner requirements; jobsite access and security; environmental considerations; and fire protection. Paperwork for cranes, confined space, lock-out/tag-out, excavations, and fall protection plans will be completed and approved by the Safety Coordinator before work commences. Newsletters, updates, and reminders are sent out by the Safety Coordinator. Information on incidents, new procedures or equipment, and safety committee recommendations will be shared company-wide. The Renick disciplinary policies and procedure will be enforced.

The Project Safety Manual also houses the Drug & Alcohol Policy. Renick Brothers Construction recognizes the problems created by drug and alcohol abuse and the need to develop prevention and treatment programs. Renick Brothers has a commitment to protect people and property and to provide a safe working environment. All employees must report to work in a physical condition that will enable them to perform their jobs in a safe and efficient manner. Drug and alcohol testing will occur under the following circumstances: pre-employment; reasonable cause; post-incident; as a part of a follow-up to counseling or rehabilitation for up to one (1) year; random; and voluntarily. Renick Brothers will require all employees, current and prospective, new hires, replacement workers, and supervisory personnel to adhere to all requirements as set forth by the owner/client in regard to drug and alcohol testing. Employees will submit to, at minimum, at D.O.T. test. Renick Brothers is currently set up, under the direction of D.D.T.A. Services, under a D.O.T. Drug and Alcohol Prevention Plan for all gas line work.

Because each jobsite is different, an initial safety meeting with anyone in a supervisory position is important in determining what equipment and training will need to be implemented before employees assemble onsite. This meeting will be conducted using the Renick Project Safety Manual and Project Foreman Job Worksheet. Additionally, a separate safety topic will be reviewed, the subject of which will be determined based on the past training history of the foreman, or certain jobsite hazards that we may already be alerted to. OSHA 10 and 30 hour Construction courses are conducted in-house, as well as through many of our local union halls. All Local 12 Sheet Metal workers are required, by contract, to have the OSHA 30 hour card. Local union fitters and plumbers are also currently receiving 30 hour cards. Each Renick foreman completes an annual, comprehensive, 8 hour safety training at the main office. Training both in-house and onsite includes a power point presentation or corresponding handout, video, and quiz to

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gauge understanding of the material. American Red Cross First Aid/CPR/AED is offered to all employees. Training for mobile equipment use, ICRA, and rigging and signaling are performed by third parties. Additional training for any subject by outside sources will be taken advantage of. Training records for all employees are kept on file.

Site safety and equipment inspections will be conducted on a daily basis. Additionally, site project reports are to be turned into the Safety Coordinator on a weekly basis by the project foreman. These reports are completed, along with a safety meeting, by the project foremen along with the input of all Renick employees and/or subcontractors present. Discussion items include: adequate lighting; excavations; fall protection; ladder inspection, etc. Deficiencies will be noted. Reports are three-part and will be filed both onsite and electronically at the main office. Regular inspections will also be completed by the Safety Coordinator at each project using I-Auditor software. Reports are sent out company-wide and corrective actions for any issues are completed and noted on before the final filing. All inspection reports are reviewed monthly by the safety committee. Toolbox meetings are categorized by topic. Topics will fit the needs of any upcoming work. Each Renick employee is given personal stop work authority, and is required to use it whenever they see something that they believe is unsafe. JSA (Job Safety Analysis) forms will be used to identify workplace hazards.

Incidents must be reported to the Safety Coordinator and Project Manager the same day of occurrence. Employees must complete an Employer’s Report of Occupational Injury or Disease if the incident involves an injury or illness. All involved parties will be expected to aid in the completion of the Foreman’s Incident Investigation Report. All reported injuries will be investigated by the Safety Department and reported company-wide. Near-misses will be reported on a separate form. All incidents, reports, and photographs will be reviewed monthly by the safety committee where recommendations for prevention will be made. A panel of doctors has been instituted and will be communicated to all new hires and at the weekly jobsite safety meeting.

Hazard communication procedures are relayed to each employee as they assemble onsite. Foremen are subject to formal training, annually. Safety Data Sheets for each job are sent out in hard copy form with any updates added to the project book, as necessary. Renick Brothers keeps an online company catalog which is continuously updated, through SDS BinderWorks.

Renick Brothers has been a member of ISNetworld since 2012. ISN’s Review and Verification Services (RAVS) verifies and evaluates our health, safety, and procurement information to ensure regulatory and client specific requirements are met.

New Performing Arts Center – Slippery Rock University

General: 1. Employees will complete jobsite orientation including review of Renick Project Safety Manual and

Site Specific requirements. 2. Drug testing will be mandatory as per the Renick Drug & Alcohol Policy for the project. 3. All OSHA regulations will be enforced and abided by. 4. Disciplinary policy will be in effect. 5. Hot work, confined space, fall protection plans, trenching/excavation, crane work & lock out/tag

out will need paperwork completed and procedures approved before work can begin. 6. All employees are encouraged to ask questions and report any actual and perceived hazardous

conditions to the project foreman. All employees are authorized to use their Stop Work Authority. Fall Protection:

1. Fall protection measures must be used for heights 6 feet and above.

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2. Renick Brothers anticipates potential fall hazards from: scaffolds; aerial lifts; floor and wall openings; ladders.

3. Full body harnesses and retractable lanyards will be used. No 6 foot nylon lanyards. a. Gear is to be inspected prior to every use. The project foreman will be notified if any gear

is damaged and it will immediately be removed from service. 4. Tie off points must hold 5,000 pounds or two times the intended force load. 5. Employees using extensible/articulating boom aerial lifts will be tied off. 6. Employees will complete training for ladders and stairs.

Trenching & Excavation: 1. No entry by any employee without proper pre-planning. 2. Excavations greater than 4 feet will not be entered without proper cave-in protection: shoring,

benching, sloping, or trench boxes. 3. Ladders must be used for access/egress for trenches greater than 4 feet and be within 25 feet of any

employees. 4. Excavations will be inspected daily by the competent person.

Confined Space: 1. The Renick Brothers Confined Space Entry Program will be strictly adhered to. 2. A risk assessment shall be performed when confined spaces are identified to note the hazards in or

around the space, and/or the potential for hazards to develop. This assessment shall include atmospheric and physical hazards which must be controlled before entry.

3. Confined spaces shall be classified permit or non-permit with all of the qualifying paperwork completed.

4. Training will be completed for entrant(s) & attendants. 5. All spaces will be tested for air quality.

Cranes: 1. A Renick Brothers Crane Lift Checklist will be completed with the entire crew, including crane

operator, before work begins. 2. Qualified riggers and signalers will be required. 3. Cranes must be certified and have an annual inspection. 4. Rigging will be inspected before use – DAILY.

Electrical: 1. Industrial heavy weight cords with proper grounds are to be used at all times. 2. 100% GFCI protection. 3. Inspect all cords and welding leads before use. 4. All electrical and mechanical systems are to be considered live. 5. All machines or systems which can potentially cause harm through electrical contact, chemical

contact, or motion of machinery must be locked and tagged out of service before work or maintenance can be done. This can only be done with supervisory approval and in conjunction with the Renick Lock Out/Tag Out program and paperwork.

Accident Reporting & Emergency Procedures: 1. All injuries are to be immediately reported (same day) to the project foreman. 2. A First Report of Injury form will be completed and forwarded to the Safety Coordinator. 3. The project foreman will complete an Incident Investigation Report. 4. Employees will not drive themselves to receive emergency medical attention. 5. A panel of doctors will be posted for the project. 6. Near misses must be reported to avoid future occurrences. 7. Immediately report all medical, fire, or hazardous spill emergencies to the project foreman.

a. Proceed to the designated safety zone. Do not leave the site until instructed to by your foreman.

Company Vehicles and Mobile Equipment: 1. Company vehicles will be operated only by those approved to do so. 2. Seat belts must be worn, if available. 3. A spotter is mandatory when the view is obstructed by the load. 4. All equipment on the vehicle must be in good working order, i.e., lights, alarms, horns.

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5. Manufacturer operating instructions for all equipment and tools on this project will be followed. Barricades & Tape:

1. Types of Tape a. Red – Imminent Danger exists. Only authorized personnel performing actual work are

permitted, unless otherwise cleared by permission of authorized employees. Do not remove red barriers without permission.

b. Yellow – A hazard exists that would warrant caution. A yellow area can be accessed by anyone who is authorized to be on the job, and who stops to observe the existing hazard and takes the proper precautions prior to entering the tape barricade area.

2. All work occurring outside of the construction areas must be properly barricaded off with orange safety cones, danger or caution tape (whichever is appropriate for the task), & proper signage.

Personal Protective Equipment: 1. 100% Hard hat protection required. 2. 100% eye protection with side shields (ANSI Z87.1) required. 3. Hard sole work boots required. No sneakers. 4. Long pants in good condition. No shorts. 5. Shirts must have sleeves at least 4” long. No cut off shirts or tank tops. 6. Proper gloves are to be worn during task specific activities, i.e., welding, cut-resistant. 7. Ear protection, as required. 8. Face-shields required when cutting/grinding/chipping, etc.

Hot Work: 1. Hot work permits to be completed as per the job requirements. 2. A portable fire extinguisher (20# ABC) must be present within 25’ of work. 3. Safety measures must be made available to protect work areas and others working in the area

(welding curtains, shields). Hazard Communication:

1. All SDS’s will be maintained in hard copy form in an area designated by the project foreman. 2. Employees working with hazardous materials are required to read the SDS, warning/caution labels

prior to using the product. 3. Appropriate PPE will be worn by employees while working with hazardous material(s). 4. Employees will receive a copy of the jobsite chemical list.

Material Handling: 1. Weight should be limited to 50# per employee while lifting and handling material. 2. Proper lifting and material handling procedures:

a. Lift with the knees – do not bend over. b. Keep back in proper alignment while tucking in the load. c. Avoid twisting. d. Use co-workers, carts, etc. to move awkward or heavy loads.

Lead Compliance: 1. 29 CFR 1926.62 requires that employers protect workers from lead exposure that could potentially

be greater than OSHA’s permissible exposure limit (PEL). Renick Brothers’ Lead Compliance Program will reduce employee exposure to a point at or below this limit. Where lead is present in a concentration above the PEL, all applicable procedures described in this compliance program will be implemented. This includes, but is not limited to: information on any lead emitting activities & means of achieving compliance; air monitoring data (if applicable); the program implementation schedule; & work practice requirements for employees. All Renick foremen complete annual training which includes health hazard awareness for lead.

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T-2D Quality Control Plan Our QA/QC plan is a combination of administration procedures, both on and off site as well as physical activities. Included in this plan are procedures that track costs and labor which in themselves are not QA/QC functions but their functions allow us to better know and control our projects which provide the best possible quality for our customer. Project Tracking and Reporting

• Exhibit A is the Field Cost Item Summary (FCIS) sheet. This spreadsheet is a distribution of the total labor on the project by various job specific functions. This sheet is customized from a standard format to meet the needs of every Renick Brothers project. As work on site progresses the foremen turn in payroll (hours) and installed quantities by each function. The spreadsheet then displays current and cumulative hours and quantities as well as production factors. From this info it also projects a final over run/under run projection by function and project total. As much as this sheet is an important financial tool, it also allows us to see week-by-week labor forecasts so that we can more accurately man and coordinate our onsite tasks. This is especially important to the QA/QC process so that schedules are met at a manageable pace. This form is distributed to, and reviewed by, the project team on a weekly basis.

• The Stat Sheet is a form used to manually enter project costs and labor values that are in turn entered into the company costing system which provides a job-by-job report with costs to date. This report is called the Job Cost Detail Report or JCDR and is Exhibit B. This report provides valuable information that allows us to know our projects better and to control payments to our vendors and subcontractors as well as keeping our invoices up to date with our customer. The values are updated for all approved change orders and are reviewed monthly by the project manager, purchasing, and accounting.

Change Order Tracking • The Current Projects Change Order Status spreadsheet (Exhibit C) tracks change orders as soon

as a price is submitted. The sheet is continually updated to show status and dates for actions as well as following the inclusion of approved changes into the JCDR and FCIS. This form is copied weekly to the project team thus assuring quick and accurate responses in the field.

RFI’s, Shop Drawings and Submissions • Through the course of any project, questions will arise. It is assumed that the design team will set

up an RFI system to handle and document such issues in a trackable numerical sequence. In the absence of such a system, we will utilize our own in house form and tracking system to set up a proper RFI system for our work

• The Flow Chart (Exhibit D) is a three part spread sheet that is a material, equipment, and subcontractor tracking device. The first part of this document is titled “Delivery Schedule” and displays all the important information as it relates to the initial purchase. It prompts entries to assure proper compliance with the contract documents and project specifics regarding sales tax, warranty, submittal review assignment, O&M’s, steel cert’s, color selections, ship points and delivery schedules. The second part of this document is titled “Drawing/Submittal Action”. This part displays the complete timing and disposition of all project submittals. This part assures that the submittals are reviewed in house in a timely fashion and also assures that the final approved submittals end up in the hands of our foremen, project manager, and subcontractors for proper field coordination prior to delivery and for product verification upon receipt of the actual items.

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The third part of this document is titled “Operation & Maintenance Data”. This part assures that all O&M data is received in a timely fashion and that it is correct and ready for use as the project nears completion. This allows for good information availability during equipment checkout, start up, commissioning, owner instructions, and ultimately the owner‘s use. Our project managers are required to meet bi-weekly at a minimum with purchasing to review the entire Flow Chart. The Flow Charts are printed and distributed to the project team weekly.

Punch list and Project Closeout Procedure • Renick Brothers practices the policy of punching out a project within the Renick project team

prior to requesting a punch list walk through from the design team. The request for a formal punch list is made in writing but only after all possible corrections are made to our own punch list. Upon completion of the design team’s punch list (and any others), a punch list completion letter is sent to the appropriate personnel.

• The Project Manager Close Out spreadsheet (Exhibit E) is a list of minimum reminders for the project team to consider so that the project closes out properly and efficiently. Every Renick Brothers project is added to the appropriate project manager’s close out list immediately. The proper closeout of a project starts at day one.

Subcontractor Performance and Payment • Performance of each subcontractor is reviewed on a weekly basis by our Project Manager. He

looks at the progress of each sub in accordance with the schedule and also monitors the quality of their workmanship.

• Inferior materials and/or workmanship from within or by our subcontractors are not tolerated. Any such inferior items will be replaced or made correct immediately. Payment to subcontractors as displayed in the above JCDR is monitored and approved only after the work is accepted by the project team.

Material Certifications and On-Site Testing • Material certifications and mill reports (if required) are noted on the above Flow Chart. All such

documentation is collected by purchasing and forwarded under a transmittal cover sheet to the appropriate parties when requested

• Throughout the course of the project, testing functions occur. Mostly these involve pressure tests to prove system tightness. Many times these tests are dictated by local authorities and are documented on their forms. In the absence of these local requirements, Renick Brothers is committed to proper pressure testing and the witnessing thereof. Attached as Exhibit F is our standard Test Record that is used for all tests. These forms are kept in an onsite file and are assembled at the end of the project for record purposes. They are also reviewed for any errors or omissions prior to covering our work by other trades. Copies are always available of all test records.

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T-3A Staffing Resources Renick Brothers is a union contractor, signatory with the Sheet Metal Air Rail & Transit (SMART) Local #12, and the United Association of the Plumbing and Pipe Fitting Industry, Local 449 and 27 As such, our tradesmen are hired from the respective union workforce. The supply of trained, skilled craftsmen is extremely reliable as it draws on the pool of labor already established and trained by the respective unions as well as additional job specific training supplied by Renick Brothers and major equipment manufacturers. Each union involved in the project anticipates ample manpower available to adequately man the project over the duration of the schedule. In the unlikely event of a local manpower shortage, each union has provision to provide labor from a neighboring local within 48 hours of a request from Renick Brothers. Internally Renick Brothers continuously monitors the manpower needs of each project. A simple spreadsheet is used by each Division Manager to track every individual tradesmen employed. This coupled with input from the Project Manager, Foreman and the FCIS (T-2D Quality Assurance Exhibit A) enables us to react to changing needs in manpower quickly and confidently. We anticipate between two and four (2-4) Pipefitters on average, with a peak of eight (6). We anticipate between two and four (2-4) Sheet Metal Workers on average, with a peak of six (6). Renick Brothers currently employed workforce is approximately 200, so this project does not represent an unusual burden on our normal manpower. We anticipate staffing this project with our regularly employed union craftsmen without the need to rely heavily the respective union halls for hiring assistance. Renick Brothers anticipates that all staffing needs will be met with no issues for the duration of the project. Our Testing Adjusting and Balancing subcontractor, Northstar Environmental, is also a union contractor signatory with the SMART Local #12. As such they also have a stable and reliable pool of trained craftsmen. In addition they will provide fully trained personnel with all required certifications. Northstar anticipates having 1-3 men working in the field to complete the project and anticipates no issue in staffing the project.

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New Performing Arts Center – Slippery Rock University

DGS Project #: DGS 413-51 Ph.1

Additional Information – Section T-3A

ATC - Manpower / Staffing Requirements

Mobilization / Submittals:

Project Managers: 1

Application Engineer: 1

Clerical: 1

Demolition of Existing Systems:

Project Managers: 1

Electricians: 1 - 2

Steamfitter: 1

ATC System Rough-In:

Project Manager: 1

Electricians: 2

ATC System Installation:

Project Manager: 1

Electricians: 2 – 4

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ATC System Software / Integration to Existing Front-End:

Project Managers: 1

Application Engineer: 1-2

ATC System Start-up / Commissioning:

Project Manager: 1

Electricians: 2

Technicians: 2-3

Project Close-out / Warranty:

Project Manager: 1

Application Engineer: 1

Electricians: 1

Technicians: 1

Clerical: 1

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T-3B Skill Training

Renick Brothers Construction Company Incorporated is a union mechanical contractor that performs heating, ventilating, and air conditioning and plumbing work with skilled union pipefitters and sheet metal workers. We are signatory with Sheet Metal Workers Local 12 of Western PA, Sheet Metal Workers Local 33 of Eastern Ohio, Plumbers and Pipefitter Local Union #354 of Central PA , Pipefitter Local #449 of Pittsburgh PA and Plumbers Local Union #27 of Pittsburgh PA.

Source of Training

Sheet Metal Workers Local 12 has a five (5) year State and Federally registered apprentice program with ongoing journeymen training available yearly. 200 hours of training per year are required. Sheet Metal Workers Local 33 has a five (5) year State and Federally registered apprentice program with ongoing journeymen training available yearly. 200 hours of training per year are required. Pipefitter Local 354 has a five (5) year State and Federally registered apprentice program with ongoing journeymen training available yearly. 200 hours of training per year are required. Pipefitter Local 449 has a five (5) year State and Federally registered apprentice program with ongoing journeymen training available yearly. 200 hours of training per year are required. Plumbers Local 27 has a five (5) year State and Federally registered apprentice program with ongoing journeymen training available yearly. 200 hours of training per year are required. All sheet metal and pipefitter workers participating on the SRU New Performing Arts Center will have completed or are in the process of completing the required apprentice program and also will have the required certifications and or licenses. Education and hands on training is an ongoing process and needed in today’s changing market place. Renick Brothers employee’s attend equipment manufacturer’s week long classroom and hands on training sessions located at the manufacturing facility for all major equipment such as chillers, air handling units, roof top units, cooling towers, boilers, etc. We are members of the Mechanical Contractor Association (MCA) and Sheet Metal Air Condition National Association (SMACNA) which provide continuing education to us through seminars and equipment manufacturer’s sessions. We also provide classroom and hands on training at our facility. Individual ongoing training is provided to our employees as required and appropriate for the work they perform. Examples of this training include; soils classification for excavation (appropriate for underground piping), lull and forklift operation, aerial lift operation, crane rigging and signaling, refrigeration and various welding classes. In addition to these and many other skill training classes, our foremen receive ongoing education through Renick Brothers as well as through outside sources on management and leadership.

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T-3C Workforce Safety

Regard for the safety of the general public, our own employees, and the employees of our subcontractors is a supreme responsibility of all levels of our organization. We intend to prevent any human suffering. Accidents, even minor ones, cause both physical and mental pain. It is the obligation of all employees to be knowledgeable of the standards established by OSHA and this company and to implement the rules and regulations contained therein on projects where they are working and/or under their direction.

Expectations of this company regarding safety are outlined in the Project Safety Manual. Individually tabbed sections in this manual include, but are not limited to: hazard communication; confined space; fall protection; stairways and ladders; lock-out/tag-out; PPE; blood borne pathogens; hot work; & company accident prevention. Each of these topics will be addressed as per the needs of each individual job. Every employee on a Renick jobsite is required to sign this manual as part of the safety onboarding process. This assures us that they have seen and reviewed both our general requirements, and any that may be mandated by the project, with their foreman. Each employee will review site specific safety bullets in addition to receiving a copy of any SDS/hazard communication information related to the work that they will be performing. Site specific requirements are located in the front of the manual and include, but are not limited to: jobsite address; emergency numbers and procedures; key personnel contact information; PPE for the work location; potential work hazards; owner requirements; jobsite access and security; environmental considerations; and fire protection. Paperwork for cranes, confined space, lock-out/tag-out, excavations, and fall protection plans will be completed and approved by the Safety Coordinator before work commences. Newsletters, updates, and reminders are sent out by the Safety Coordinator. Information on incidents, new procedures or equipment, and safety committee recommendations will be shared company-wide. Disciplinary procedures will be enforced.

The Project Safety Manual also houses the Drug & Alcohol Policy. Renick Brothers Construction recognizes the problems created by drug and alcohol abuse and the need to develop prevention and treatment programs. Renick Brothers has a commitment to protect people and property and to provide a safe working environment. All employees must report to work in a physical condition that will enable them to perform their jobs in a safe and efficient manner. Drug and alcohol testing will occur under the following circumstances: pre-employment; reasonable cause; post-incident; as a part of a follow-up to counseling or rehabilitation for up to one (1) year; random; and voluntarily. Renick Brothers will require all employees, current and prospective, new hires, replacement workers, and supervisory personnel to adhere to all requirements as set forth by the owner/client in regard to drug and alcohol testing. Employees will submit to, at minimum, at D.O.T. test. Renick Brothers is currently set up, under the direction of D.D.T.A. Services, under a D.O.T. Drug and Alcohol Prevention Plan for all gas line work.

Because each jobsite is different, an initial safety meeting with anyone in a supervisory position is important in determining what equipment and training will need to be implemented before employees assemble onsite. This meeting will be conducted using the Renick Project Safety Manual and Project Foreman Job Worksheet. Additionally, a separate safety topic will be reviewed, the subject of which will be determined based on the past training history of the foreman, or certain jobsite hazards that we may already be alerted to. OSHA 10 and 30 hour Construction courses are conducted in-house, as well as through many of our local union halls. All Local 12 Sheet Metal workers are required, by contract, to have the OSHA 30 hour card. Local union fitters and plumbers are also currently receiving 30 hour cards. Each Renick foreman completes an annual, comprehensive, 8 hour safety training at the main office. Training both in-house and onsite includes a power point presentation or corresponding handout, video, and quiz to gauge understanding of the material. American Red Cross First Aid/CPR/AED is offered to all employees.

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Training for mobile equipment use, ICRA, and rigging and signaling are performed by third parties. Additional training for any subject by outside sources will be taken advantage of. Training records for all employees are kept on file.

Site safety and equipment inspections will be conducted on a daily basis. Additionally, site project reports are to be turned into the Safety Coordinator on a weekly basis by the project foreman. These reports are completed, along with a safety meeting, by the project foremen along with the input of all Renick employees and/or subcontractors present. Discussion items include: adequate lighting; excavations; fall protection; ladder inspection, etc. Deficiencies will be noted. Reports are three-part and will be filed both onsite and electronically at the main office. Regular inspections will also be completed by the Safety Coordinator at each project using I-Auditor software. Reports are sent out company-wide and corrective actions for any issues are completed and noted on before the final filing. All inspection reports are reviewed monthly by the safety committee. JSA (Job Safety Analysis) forms will be used to identify workplace hazards.

Incidents must be reported to the Safety Coordinator and Project Manager the same day of occurrence. Employees must complete an Employer’s Report of Occupational Injury or Disease if the incident involves an injury or illness. All involved parties will be expected to aid in the completion of the Foreman’s Incident Investigation Report. All reported injuries will be investigated by the Safety Department and reported company-wide. Near-misses will be reported on a separate form. All incidents, reports, and photographs will be reviewed monthly by the safety committee where recommendations for prevention will be made. A panel of doctors has been instituted and will be communicated to all new hires and at the weekly jobsite safety meeting.

Hazard communication procedures are relayed to each employee as they assemble onsite. Foremen are subject to formal training, annually. Safety Data Sheets for each job are sent out in hard copy or electronically as necessary. Renick Brothers keeps an online company catalog which is continuously updated, through SDS BinderWorks. Additional aspects of our accident avoidance program include our weekly toolbox talks. Each foreman is encouraged to select a topic that is appropriate for the work his team will encounter in the upcoming week, with goal that safe working procedures for the applicable hazard are fresh in everyone’s mind. Once per month, the Safety Director will mandate one topic company-wide, this ensures that all employees hear a particular message twelve times per year. We also raise awareness of issues through the use of our Safety Alert program. Any incident or near miss is evaluated by the Safety Director, and committee, and a company-wide alert is distributed with the nature of the incident, root cause and suggested ways to minimize that particular risk in the future. A final piece to incident prevention is Stop Work Authority. All Renick employees, regardless of age or seniority have the authority to stop work in the event they believe an unsafe condition exists. This policy is explained to all employees during their safety onboarding.

Subcontractors will follow the Renick safety policies and procedures while working on the project. All contracts initiated to subcontractors require that federal, state, and project safety rules be observed. Failure to fulfill this requirement is a failure to meet the conditions of our contract

Renick Brothers has been a member of ISNetworld since 2012. ISN’s Review and Verification Services (RAVS) verifies and evaluates our health, safety, and procurement information to ensure regulatory and client specific requirements are met.

Renick Brothers current OSHA Incident and Experience Modification Rate is 0.738. Our previous three years have been 0.830, 0.749 and 0.854 respectively.

project no. dgs 413.51 phase 1 technical submittal cover ...€¦ · technical submittal cover...

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