INTEGRITY QUALITY DEPENDABILITY Building a Better Community
We don’t just build in the community for you. We live in the community with you. COLUMBIA ENDOSCOPY CENTER Columbia, MO
OUR TEAM
HOW COIL ADDS UP PROJECT DELIVERY METHOD Design/Build
50%
Construction Manager
43%
Bid/Build
7%
PROJECTS BY MARKET SEGMENT Office
38%
Retail
38%
Institutional
13%
Industrial
11%
REGIONAL OPERATIONS
7
STATES
Illinois Iowa Kansas Missouri Nebraska Oklahoma Wisconsin
COMMUNITY INVOLVEMENT
25+
ORGANIZATIONS
BOONE HEALTH – NIFONG MEDICAL PLAZA Columbia, MO
ABOUT US Randy Coil founded Coil Construction in 1975 as a small commercial remodeling company. Randy believes strongly in serving as your advocate—that’s why when you’re a Coil client, you’re part of the Coil team. It is this vision that helped transform the company into what it is today—a full-service construction management firm capable of building for a variety of industries and sizes across the Midwest. From interior remodels to entire property developments, Coil is experienced in all facets of commercial construction, while still maintaining the competitive pricing of a local company. While we’ve grown from that small company back in 1975, our commitment to service and excellence has not changed. Randy’s legacy carries on with his son, David Coil, who continues the family tradition of serving our communities with the most professional building services in the area.
RANDY & DAVID COIL, CIRCA 1990 SAM’S CLUB Columbia, MO
OUR SERVICES HEALTHCARE
PRECONSTRUCTION
CONSTRUCTION PREMANAGEMENT CONSTRUCTION
DESIGN/ BUILD
FACILITIES DESIGN/ MANAGEMENT BUILD PROFESSIONAL
ION
CONSTRUCTION DESIGN/ MANAGEMENT BUILD
ON NT
FACILITIES MANAGEMENT
INSTITUTIONAL
FACILITIES MANAGEMENT
RETAIL
INDUSTRIAL
1
Building Better Healthcare 2
The team of professionals at CoilHealth knows that you only get one chance to make a first impression. For more than 45 years, we’ve committed ourselves to creating healthcare environments designed to reflect your commitment to excellence, efficiency, and the positive outcomes you deliver for your patients. Our portfolio of projects demonstrates our company’s versatility and long-standing commitment to delivering results that will exceed your expectations. From design standards that
instill confidence and enhance comfort to embracing technologies that will define the future, you can trust the team at CoilHealth to get it right the first time. 3 1
Ophthalmology clinic
6
Imaging suite
2
Medical plaza
7
Endoscopy center
3
County health department
8
Dental office
4
Urology clinic
9
Surgical suite
5
Medical plaza
10
Internal medicine clinic
4
5
6
9
7
10
8
Coil is a leader in the healthcare construction field. Our experienced team offers a broad range of pre-construction and construction services to healthcare clients planning new facilities or additions and renovations to existing facilities. Whether your next project is a medical building, hospital wing, outpatient clinic, procedure room, dental office or ophthalmology suite, Coil provides the expertise to help you get the job done. For more than 45 years, we’ve been building a better community.
THE COIL TEAM CAN HELP YOU PL AN YOUR H E A LT H C A R E P R O J E C T E V E RY S T E P O F T H E WAY
SPACE PLANNING
DESIGN/ BUILD
SITE EVALUATION
CONSTRUCTION MANAGEMENT
PROJECT FUNDING
OUR SAFETY PHILOSOPHY Safety starts with having the right attitude in the workplace, but it is also about having the right people, tools and training for the job. Because construction is one of the more dangerous work environments, we take safety very seriously in saying it is our top priority. We are dedicated to ensuring that our job sites are safe and healthy places for our people to go to work.
BUILDING COMMUNITY THROUGH SERVICE We believe in building community by giving back through service and volunteerism. Our company culture is one of sharing our generosity with the organizations that make our community a better place to live and work. Throughout the years, Coil is proud to have partnered with and supported many different community and service organizations, including: Art in the Park Boys and Girls Clubs of Columbia Boy Scouts of America Great Rivers Council Columbia Golf Foundation Central Methodist University Columbia Chamber of Commerce First Chance for Children Food Bank for Central and Northeast Missouri Job Point Mobility Worldwide Relay for Life Salute to Veterans Air Show Susan G. Komen Race for the Cure Stephens College University of Missouri-Columbia Welcome Home, Inc. Woodhaven
Response to Compass Health Network’s Request for Qualifications for Construction Manager at Risk Respondent: David Coil, Coil Construction 209 E Broadway, Columbia, MO
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Transmittal Letter
19
A Qualifications
33
B Cost of Services C Project Approach D Summary
37 51
TAB LE OF C ONT ENT S
TABLE OF CONTENTS
17
December 7, 2021 Compass Health Attn: Compass Health Evaluation Committee Re: Response to Request for Qualification for Construction Manager at Risk Subject: Transmittal Letter
TR ANSM IT T AL LET T ER
TRANSMITTAL LETTER
Compass Health Evaluation Committee, Thank you for the opportunity to serve as Compass Health’s Construction Manager for the renovation of 200 Portland Street, Columbia, Missouri. Similar to Compass Health, Coil Construction strives to provide the very best service to its client through collaboration, technology, and trust. For more than 45 years, Coil Construction has been a local company that prides itself on customer satisfaction by delivering on cost, scheduling, and quality expectations. This appreciation of craftsmanship and accountability, along with an unwavering commitment to integrity, distinguishes Coil Construction as a leader in the industry. Similar Project Experience: As a community builder with a history of healthcare facility construction, we are excited to showcase CoilHealth, a division of Coil Construction, for this partnership with Compass Health. Since 1975, Coil has been a leader in the healthcare industry, completing over 300,000 sq. ft. and $50,000,000 worth of projects. This experience has allowed Coil to stay on the leading edge of technology and work with the best vendors and subcontractors to ensure a successful project. Project Approach: Over 90% of the work Coil performs begins at the start of the design phase, collaborating with architects, engineers, and building owners in order to help achieve project goals. We are excited that Compass Health has decided on a Construction Manager at Risk approach for this project. From our experience, this delivery method promotes the teamwork needed to streamline schedule and budgets in a transparent way. We look forward to demonstrating these capabilities in the following pages. Community Service and Reputation: Similar to Compass Health, Coil believes it takes multiple pillars to provide exemplary service and build a successful company culture. One of those pillars for our company is community service and reputation. Our reputation for being one of the most professional local construction management firms has made us a repeat client for some of our community’s largest employers, including Veterans United, Shelter Insurance, Boone Electric Cooperative, MidwayUSA, Orscheln Farm & Home, and Joe Machens Car Dealerships. Our generosity and philosophy of being a valued member of the community has placed us in a leadership role within the construction industry, setting the bar for other contractors in the area. In the following pages, you will find additional details on our qualifications, work experience, and value we can bring to your project. Please do not hesitate to contact me personally, should you have any questions. We are excited to be given the opportunity to develop these plans with you further and look forward to demonstrating our ability to provide the most positive construction experience in the area. Sincerely,
David R. Coil David R. Coil Executive Vice President dcoil@coilconstruction.com 573-874-1444
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A
QUALIFICATIONS
19
F ORM A
FORM A – CONSTRUCTION MANAGER QUALIFICATIONS 45 1. Number of years in business as a Construction Manager: ______ 45 2. Number of years in business under current name: ______ List former company names/affiliations: _____________________________________________________________________________________________ 46 3. Total number of persons employed by your company: __________ 9 17 Operators/Carpenters/Laborers: ________ Superintendents: ________ 13 7 Project Managers: ________ Other Support Staff: ________ Other: ________
4. List the categories of work your company typically self-performs: Finish Carpentry, Rough Carpentry, Construction Cleaning, General Maintenance ________________________________________________________________________________________________ Katie Partise 5. Name of Project Manager committed to this project: _________________ Mike Tellman 6. Name of Superintendent committed to this project: _________________
Reasons you offer this superintendent (experience, location, availability, etc.): Mike is one of our most experienced superintendents, working for Coil Construction for more ______________________________________________________________________________________________ than 20 years. Mike has many years of experience remodeling healthcare facilities, including ______________________________________________________________________________________________ Missouri Heart Center, Urology Associates, and Missouri Cancer Associates. ______________________________________________________________________________________________
Page 1 of 2
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F ORM A
FORM A – CONSTRUCTION MANAGER QUALIFICATIONS (CONTINUED) Performance Information 0.76 7. Company’s Experience Modification Rating (EMR): _________ $100 million 8. Company’s current Bonding Capacity: ______________ $101,462,000 9. Five-year average annual amount of contracted construction work: ________________ $104,972,000 10. Total worth of projects currently in progress and under contract: _______________ In a separate attachment titled, PROJECTS UNDER CONTRACT, list major construction projects in backlog and in progress. Include project name, owner, architect, contract amount, percent complete, and scheduled completion date.
11. Claims and Lawsuits: Indicate “yes” or “no”. If you answer “yes” to any of the following, attach a written description, titled CLAIMS, that explains the situation.
No Has your company ever failed to complete work awarded to it? _______ a. Has your company experienced any judgments, claims, arbitrations proceedings, or suits against your b.
No organization in the last ten years? _______
c. Has your company filed any lawsuits or requested arbitration related to any construction contracts within the
No last ten years? _______
Relevant Experience 12. In a separate attachment, titled RELEVANT EXPERIENCE, list 3 to 5 relevant projects your company has completed within the last seven years. Include the following information: • Project name • Client • Client representative • Detailed project description including total square feet • Total Construction Cost • Construction commencement date • Construction completion date
Page 2 of 2
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Project Name
Contract Amount
% Complete
MidwayUSA Distribution Center–Office Owner: Jason Kemna, The Potterfield Group, (573-445-6363) Architect: Finkle + Williams Architecture (913-498-1550) Scheduled Completion Date: 11/30/2021 Delivery Method: Design/Build
$ 43,000,000
Boone Electric Cooperative Operations Buildings & Site Location: 1413 Rangeline St., Columbia, Missouri Owner: Todd Culley, CEO, (573-449-4181) Architect: McClure Engineering (573-814-1568) Scheduled Completion Date: 1/1/2022 Delivery Method: Design/Build Scooter’s Coffee Location: Macon, Missouri Owner: Kevin Hall, GH Coffee Macon, LLC (402-750-1309) Architect: Hood-Rich (417-862-4483) Scheduled Completion Date: 12/1/2021 Delivery Method: Construction Management at Risk
$ 13,000,000
90%
$ 570,000
65%
Beyond Meat Location: Columbia, Missouri Owner: Beyond Meat Architect: Hixon Architecture Engineering (513-241-1230) Scheduled Completion Date: 2/11/2022 Delivery Method: Bid Build
$ 3,877,000
85%
$ 15,500,000
29%
Boone Electric Cooperative Office Addition/Renov Location: 1413 Rangeline St., Columbia, Missouri Owner: Todd Culley, CEO, (573-449-4181) Architect: SOA (573-443-1407) Scheduled Completion Date: 7/1/2022 Delivery Method: Design/Build
99%
R PO JE CTS U ND E R CO NTR ACT ( WO R K I N P RGRES S )
PROJECTS UNDER CONTRACT (WORK IN PROGRESS)
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Project Name
Contract Amount
% Complete
Lakeside Development Location: Ashland, Missouri Owner: Nic Parks (573-234-2234) Architect: Porter-Berendzen Scheduled Completion Date: 5/1/2022 Delivery Method: Design/Build
$ 3,550,000
20%
Chicken Salad Chick Location: Columbia, Missouri Owner: Michael Winters, Franchisee Architect: Jared Bussey Architect (205-533-3563) Scheduled Completion Date: 4/30/2022 Delivery Method: Bid Build
$ 875,000
5%
Club Car Wash Projects Locations: Omaha, Nebraska (2 projects) Council Bluffs, Iowa Peoria, Illinois Wichita, Kansas (3 projects) Kansas City Area (4 projects) Owner: Rollie Bartels, Owner of Club Car Wash (844-256-2601) Architect: Finkle + Williams Architecture (913-498-1550) Scheduled Completion Date: Varies Throughout 2021/2022 Delivery Method: Design/Build
$24,200,000
Shelter Insurance Location: Columbia, Missouri Owner: Rick McVeigh, VP of General Services (573-424-4234) Architect: PWArchitects Scheduled Completion Date: 3/1/2022 Delivery Method: Bid Build
$ 400,000
R PO JE CTS U ND E R CO NTR ACT ( WO R K I N P RGRES S )
PROJECTS UNDER CONTRACT (WORK IN PROGRESS) (CONTINUED)
%Varies
0%
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Project Name
Contract Amount
% Complete
MidwayUSA Roosevelt Building Location: Hwy 40 & Route J, Columbia, Missouri Owner: Jason Kemna, The Potterfield Group, (573-445-6363) Architect: Finkle + Williams Architecture (913-498-1550) Scheduled Start Date: 4/1/2022 Delivery Method: Design/Build
$ 30,000,000
0%
Club Car Wash Projects Locations: Various Owner: Rollie Bartels, Owner of Club Car Wash (844-256-2601) Architect: Finkle + Williams Architecture (913-498-1550) Scheduled Completion Date: Varies Throughout 2021/2022 Delivery Method: Design/Build
$ 22,000,000
0%
CTI Manufacturing Location: 920 N. Tradewinds Parkway, Columbia, Missouri Owner: Brian EuDaly, CEO, (866-394-5861) Architect: PWArchitects (573-449-2683) Scheduled Completion Date: 11/6/2022 Delivery Method: Design/Build
$ 4,000,000
0%
Hyundai Renovation Location: Columbia, Missouri Owner: McClarty Automotive Architect: Black Corley Owens & Hughes Start Date: February 2022 Delivery Method: Construction Management at Risk
$ 4,000,000
0%
Central Missouri Food Bank – Central Pantry Location: Business Loop, Columbia, Missouri Owner: Food Bank for Central & Northeast Missouri Architect: SOA Scheduled Start Date: 4/1/2022 Delivery Method: Construction Management at Risk
$ 3,400,000
0%
PR O JE C T BAC K LOG
PROJECT BACKLOG
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Project Name
Contract Amount
% Complete
American Response Vehicles Location: Tradewinds Parkway, Columbia, Missouri Owner: Ned Clifton, Vice President, (888-448-8881 ext. 110) Architect: Connell Architecture (573-875-2455) Scheduled Start Date: 10/1/2022 Delivery Method: Design/Build
$ 3,600,000
0%
Various Orscheln’s Farm & Home Stores Location: Various Owner: Joe Snodgrass, Director of Construction (660-998-4124) Architect: Peckham & Wright Architects (573-449-2683) Scheduled Start Date: Varies Throughout 2022 Delivery Method: Construction Manager at Risk
$ 9,000,000
0%
Deline Event Center Location: Port Way, Columbia, Missouri Owner: Port 131, Greg Deline Architect: SOA Scheduled Start Date: 3/15/2021 Delivery Method: Construction Management at Risk
$ 3,500,000
0%
First State Community Bank, Mexico Location: Mexico, Missouri Owner: Joseph Miller, President, First State Community Bank Architect: PWArchitects (573-449-2683) Scheduled Start Date: 3/15/2022 Delivery Method: Construction Management at Risk
$ 1,500,000
0%
Lanier Landscaping Facility Location: Columbia, Missouri Owner: Legacy Investors Group Architect: Connell Architecture Scheduled Start Date: 12/1/2022 Delivery Method: Design/Build
$ 2,600,000
0%
PR O JE C T BAC K LOG
PROJECT BACKLOG (CONTINUED)
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Project Name
Logboat Plant Expansion Location: Columbia, Missouri Owner: Logboat Brewing Architect: V Three Studios Scheduled Completion Date: 12/1/2022 Delivery Method: Construction Management at Risk
Contract Amount $ 3,500,000
% Complete
PR O JE C T BAC K LOG
PROJECT BACKLOG (CONTINUED) 0%
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RELEVANT
EXPERIENCE
BOONE HEALTH - NIFONG MEDICAL PLAZA L OCATI O N
COLUMBIA, MISSOURI
|
SIZE
85,000 SQUARE FEET
|
C O ST
$17,000,000
Client: Trustees of Boone Hospital Center Client Representative: Jan Beckett Commencement Date: July 2014 Completion Date: December 2015 Project Description: • Medical Office Building - Class A Leasable Space • Terrazzo flooring and architectural wood panel interior • International Medicine Clinic • Convenient Care • RI and other imaging services • Laboratory space • Physical therapy • Pharmacy Reference: Randy Morrow 573-815-8000 rmorrow1947@gmail.com
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RELEVANT
EXPERIENCE
MISSOURI HEART CENTER RENOVATION L OCATI O N
COLUMBIA, MISSOURI
|
SIZE
4,200 SQUARE FEET
|
C O ST
$340,000
Client: Missouri Heart Center Client Representative: Allen Goree Commencement Date: June 2017 Completion Date: December 2017 Project Description: • Phased renovation while keeping business in operation the entire time • Complete lobby renovation • Premium wood wall panel and stone veneer wall systems • Accessibility design improvement and features • Increased number of exam rooms by six Reference: Allen Goree 573-256-7700 alleng@moheartcenter.com
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RELEVANT
EXPERIENCE
UROLOGY ASSOCIATES OF CENTRAL MISSOURI L OCATI O N
COLUMBIA, MISSOURI
|
SIZE
8,000 SQUARE FEET
|
C O ST
$425,000
Client: Urology Associates of Central Missouri Client Representative: Debbie Barnes Commencement Date: June 2010 Completion Date: September 2010 Project Description: • Renovations of an existing clinic suite for a new cancer center • Upgrade finishes throughout the suite • New linear accelerator and CT scanner rooms
Reference: Debbie Barnes 573-874-7800 dbarnes@mo-urology.com
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RELEVANT
EXPERIENCE
CHERRY HILL PROFESSIONAL BUILDING L OCATI O N
COLUMBIA, MISSOURI
|
SIZE
18,000 SQUARE FEET
|
C O ST
$4,100,000
Client: Cherry Hill Dental Client Representative: Tony and Mary Gadbois Commencement Date: April 2018 Completion Date: October 2018 Project Description: • Two-story modern office building • Curtain wall glazing • Precast concrete panels • Fiber cement board paneling with rainscreen • RGB landscape lighting • Two-stop elevator • Three-stop equipment lift • Irrigation system covering property lines • 11,000 square feet of Dental Clinic Reference: Mary Gadbois 573-446-0880 tonymarygadbois@aol.com
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RELEVANT
EXPERIENCE
SHELTER INSURANCE – NORTH CAMPUS FACILITY L OCATI O N
COLUMBIA, MISSOURI
|
SIZE
100,000 SQUARE FEET
|
C O ST
$20,000,000
Client: Shelter Insurance Client Representative: Rick McVeigh Commencement Date: September 2018 Completion Date: August 2020 Project Description: • Printing operations room with warehouse space and loading docks • Office space for claims and accounting departments • Data Center with raised floor, independent HVAC and specialty fire suppression • Concrete piers and basement foundations • Four elevators and block stairwells • High-security features including access control, CCTV and bullet-resistant glazing Reference: Rick McVeigh 573-214-4334 rmcveigh@shelterinsurance.com
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Project References Missouri Heart Center 1605 E. Broadway Suite 300, Columbia, MO 65201 Allen Goree, Executive Director Phone: 573-256-7700 Email: alleng@moheartcenter.com Reference Project: Various Remodels Types of Service Provided: Construction Manager Date(s) Services were Provided: June 2017 – December 2017 Project Manager: David Coil Project Superintendent: Mike Tellman BooneHealth / Boone Hospital Trustee 1600 E. Broadway, Columbia, MO 65201 Randy Morrow, Trustee Phone: 573-815-8000 Email: rmorrow1947@gmail.com Reference Project: BooneHealth – Nifong Medical Plaza Types of Service Provided: Construction Manager Date(s) Services were Provided: July 2014 – December 2015 Project Manager: Katie Partise Project Superintendent: Craig Keepers Urology Associates and Missouri Cancer Associates 1705 E. Broadway, Columbia, MO 65201 Debbie Barnes, Executive Director Phone: 573-874-7800 Email: dbarnes@mo-urology.com Reference Project: Various Practice Remodels Types of Service Provided: Construction Manager Date(s) Services were Provided: June 2010 – Present Project Manager: Don Prose Project Superintendent: Mike Tellman
F ORM B
FORM B – CONSTRUCTION MANAGER REFERENCES Veterans United Home Loans 1400 Veterans United Drive, Columbia, MO 65203 Brittney Lowe, Facilities Manager Phone: 573-876-2600 ext. 3637 Email: blowe@vu.com Reference Project: Various Office Remodels Types of Service Provided: Construction Manager Date(s) Services were Provided: September 2019 – Present Project Manager: Katie Partise Project Superintendent: Mike Tellman
Community and Subcontractor References UMB Bank 1516 Chapel Hill Rd, Columbia, MO 65203 Tony Mayfield, President – Midwest Region Phone: 573-445-4600 Email: Tony.Mayfield@umb.com QuesTec Mechanical Contractors 1390 E. Boone Industrial Drive #260, Columbia, MO 65202 Scott Boyd, Owner and CEO Phone: 573-875-0260 Email: Scott.Boyd@questec.us Emery Sapp & Sons 2301 I-70 Drive NW, Columbia, MO 65202 Dan Hoover, Executive Vice President of Finance Phone: 573-445-8331 Email: dan.hoover@emerysapp.com The Food Bank for Central & Northeast Missouri 2101 Vandiver Dr., Columbia, MO 65202 Lindsey Lopez, Executive Director Phone: 573-474-1020 Email: lindsayl@sharefoodbringhope.org
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B
COST OF SERVICES
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F ORM C
FORM C – CONSTRUCTION SERVICES COSTS/FEES 1. As no two Construction Managers establish their fees, General Conditions, overhead and profit, etc. in the same manner, summarize your company’s approach to compensation for your services as a Construction Manager:
We believe it is important to put incentives in the right place, even our own compensation structure. That is why _____________________________________________________________________________________________________________ Coil Construction prefers to stipulate our fees at the beginning of the project and spend the rest of the design _____________________________________________________________________________________________________________ phase seeking to reduce overall project costs for our clients. For simplicity, our fee structure consists of two parts: _____________________________________________________________________________________________________________ a Construction Manager Fee, fixed at 3.25%, and our General Conditions, which are detailed in this proposal. _____________________________________________________________________________________________________________ 3.25% (based on an $8 to $10 million project valuation) 2. Construction Manager Fee: _____________________________________________________ This cost covers: Our Construction Manager Fee includes all office overhead and profit, including general liability insurance coverage. _____________________________________________________________________________________________________________
$279,210.00 3. Cost for General Conditions: ______________ This cost covers: A complete list of the items we have included in our general conditions is attached. _________________________________________________________________________________ Included in Construction Manager Fee 4. Overhead markup: ______________________________________ Included in Construction Manager Fee 5. Profit: ______________________________________ 2-5% 6. Contingency: ______ Explain approach to management and remaining balance of contingency at end of project: At this stage in your project, we recommend planning with a 2-5% Contingency. This is a line item that we will ___________________________________________________________________________________________________________ include in our Control Budget during the design and planning phases of the project. Any Contingency Amounts ___________________________________________________________________________________________________________ that we hold in our contract will be identified in our Schedule of Values and reported on a monthly basis. Owner ___________________________________________________________________________________________________________ approval is required before using contingency funds, and is intended to be reserved for unforeseeable items ___________________________________________________________________________________________________________ such as soil remediation, unexpected demolition and replacement costs, plan omissions, etc. Any remaining ___________________________________________________________________________________________________________ contingency funds at the end of the project will be credited back to the owner via a Change Order. ___________________________________________________________________________________________________________
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Reimbursable (based on 12 Month Projection) Project Personnel Project Managers Full Time On-Site Superintendent Cost Estimator Project Accounting and Secretary Temporary Utilities Heating & Cooling Water Electric Temporary Barricades, Access Control, Protection, & Security Cameras Office, Equipment, & Temporary Facilities Jobsite & Office Trailer Telephone/Computer/iPad Office Supplies Temporary Sanitary Facilities Other Reimbursable Safety Program Quality Program COVID Precaution Measures Storage Trailer Dumpster Project Signage Document Production Closeout Documentation
*General Conditions based on an $8,000,000$10,000,000 Project over 12 months
Months
Unit Costs
Costs
12 12 3 12
$4,950 $7,950 $3,750 $2,250
$59,400 $95,400 $11,250 $27,000
12 12 12
$1,450 $210 $595
$17,400 $2,520 $7,140
12
$1,150
$13,800
12 12 12 12
$345 $325 $100 $200
$4,140 $3,900 $1,200 $2,400
12 12 12 12 12 12 12 12
$500 $500 $150 $800 $625 $100 $80 $50
$6,000 $6,000 $1,800 $9,600 $7,500 $1,200 $960 $600
SUBTOTAL Estimated Monthly General Conditions Expense
FE E S T RUC T URES
FEE STRUCTURES
$279,210.00 $23,267.50
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Construction Manager’s Costs for General Conditions
FE E S T RUC T URES
FEE STRUCTURES (CONTINUED) Coil Construction will provide a detailed breakdown of the General Conditions and Division 1 cost on our control budget for each separate job, which would include a superintendent, project manager, closeout documentation, job signage, temporary facilities, and fencing. Coil Construction considers numerous other items to be part of the general conditions, on top of the specified items listed herein but cannot be accurately quantified at this time. For example: building permit & utility connection fees, bonding, builders risk insurance, additional job site security, construction & final cleaning, removal of debris/spoils & waste management, construction staking, field testing and inspections. These items could also be considered part of the Cost of Work and competitively bid during the final pricing stage of the project.
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C
PROJECT APPROACH
37
1. Concept & Budget
4. Competitive Bidding
Ensuring that the Construction Documents align with the project scope begins in the conceptual phase. It relies on a team who understands the project goals and works together to accomplish them. Coil Construction believes in establishing an agreed-upon conceptual budget from the onset of the design phase in order to align expectations from the very beginning.
When construction documents are finalized, Coil Construction will divide the project scope into many bid packages and seek competitive bids from qualified subcontractors. Upon receipt of the subcontractor bids, Coil will review them for completeness and alignment to project scope and goals. Coil will then present the low bidders to the owner, along with any optional savings discovered or volunteered by subcontractors during the bidding process.
2. Constructability & Value Reviews Throughout schematic and design development phases, Coil Construction will assist in reviewing the existing site conditions, conducting periodic constructability reviews of the plans, and performing various cost comparison exercises for the project team. The more information that can be gathered in these phases, the better decisions that will be made and more accurate the Control Budget can be.
3. Control Budget
PR O JE CT AP P ROAC H
PROJECT APPROACH
5. Contracting Once all owners’ savings are realized and value engineering is complete, a final construction cost will be determined and construction contracts will be entered. Prior to contracting with contractors, workforce and scheduling commitments will be obtained to hold subcontractors accountable for their respective portions of the schedule.
At the end of the Design Development phase, once all the building systems have been identified and there is sufficient quantifiable data available, Coil can begin accurate pricing. Coil Construction can prepare a Control Budget based on these assumptions that the owner can use for contracting prior to the Construction Documents being complete. This will expedite the timeline for ordering structural steel building components while still offering potential areas for savings for the owner in the form of contingencies and allowances.
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We have the experience, process, and resources available to provide our clients with accurate cost information for decision making. We recommend early and accurate cost estimating exercises be performed so that expectations can be managed and the overall budget controlled.
Capabilities & Resources o Unit Cost Database: We can estimate the costs for every construction trade using our experience, training, and Unit Cost Database that we have developed over the years. o Network of Construction Professionals: If there is a building system we are not familiar with, or we simply would like a price reference on current construction costs, we have a large network of subcontractors and industry professionals that we can consult with. o Estimating Worksheets: We have developed a custom Excel worksheet to expedite the process of cost estimating exercises.
Techniques 1. Take-off Assembly Types: We apply unit costs from our Unit Cost Database. As always, the more information we have and the further along in the design process the plans are, the more accurate our take-off exercise becomes. 2. Project Comparison: We assess the construction costs, by division, of similar construction projects we have completed in the past. 3. National Averages: We cross-reference our estimated project costs with the data from third-party estimating firms or national databases.
B U D G E T ES T IMA T ING
BUDGET ESTIMATING
Reporting 1. Conceptual Estimating: Once a conceptual site plan, building footprint and building elevations have been developed, we recommend conducting an estimating exercise to establish an initial construction budget. The initial budget serves as a baseline reference and will help guide decision-making throughout the design process. 2. Schematic Estimating: Estimating during the schematic design phase is about aiding the architect and owner in selecting building systems and refining the scope for the project. What types of structural systems should be used? HVAC systems? etc. These estimating exercises may take the form of cost comparisons and/or cost-benefit analyses. 3. Design Development Estimating: Towards the end of the design development phase, we recommend conducting an estimating exercise to make sure the project is still within budget. Given the level of detail of the plans at this point in the process, this budget exercise will result in an itemized budget breakdown by construction trade and should be an accurate representation of the costs the project team can expect during the competitive bidding process. This exercise is also useful in helping select specific products and finishes within the budget goals that need to be incorporated into the construction documents.
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Site and Concept Reviews One of the most important steps in controlling a project is proper due diligence during the early planning stages of the project. Investigations such as environmental studies, geotechnical studies, and concept reviews with city staff are some of the ways our firm attempts to find all of the “hidden costs” in a project. It is best to become aware of these challenges early so that a project doesn’t come in over budget later.
Contracting Our legal team has prepared customized contracts and purchase orders that are used to hold contractors and materials suppliers accountable for their respective scope, schedule, and prices. If used correctly, this contract can be a valuable tool in controlling project costs during construction. Our subcontractor agreement can be found under the subcontractors page on our website.
Contingencies and Allowances Regardless of how much due diligence and planning goes into a project, there are always going to be some unknown or unquantifiable conditions that a project team should account for. From early on in the planning process to establishing a final construction cost, we will recommend setting aside funds for these project unknowns. Our experience helps our clients become aware of and plan for the risks of a construction project.
CO S T C ONT ROLS
COST CONTROLS & VALUE ENGINEERING Value Engineering Philosophy of Value: An understanding of our clients’ businesses and values they place on their facilities is key to our firm helping advise them on where to spend their project funds. It is part of our company philosophy, and goal in every project, to create as much value for our clients as possible through the design and construction of their facilities. Our construction managers are trained to have this mindset and possess the experience to review building designs for efficient means and methods of installations and affordable products. Value Engineering Analysis: If at any point in the design process it becomes evident that the estimated project costs are exceeding the project budget, a value engineering analysis can be performed. The project goals are reexamined and compared to the current state of the design. As areas of potential unnecessary costs or “fluff” are identified (costs that do not offer the client the value they are looking for), they are separated into “must haves” and “wish list” categories and prioritized. Sometimes, “wish list” items can be structured as alternates in the competitive bidding. Vendor Input: Prior to awarding contractors and material suppliers their respective scopes of work, there is opportunity for each specific building trade to offer feedback and voluntary deducts to their price. In the ever-changing industry of building products and tools, specialized contractors and material suppliers can be valuable resources in identifying alternative products and details, as they join the project team.
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Our Local Community For more than 45 years, Coil Construction has locally served the Columbia, Missouri area. We have built a strong reputation among the local subcontracting community, as one of the best construction firms to work for. We pride ourselves in supporting the local community and its economy by always including local subcontractors in the final pricing stage of the project. Currently, 90% of our subcontractor work volume is performed by the local subcontractor workforce.
LO CAL SU B CO NTR ACTO R INVOLVEMENT
LOCAL SUBCONTRACTOR INVOLVEMENT
Strategic Trade Partners We have identified some strategic trade partners in the community that would be beneficial to engage early during the planning phases of the project to help control project costs and schedule. We work with these trade partners on a regular basis to identify long-lead items, human resource leveling opportunities, and the financing and logistics of project materials. We would love the opportunity to discuss with you further the possibility of engaging our local workforce to navigate the challenges of today’s price inflation and supply chain challenges.
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Contingency Log As areas of risk or uncertainty are identified during the design development phase, a contingency fund line item is created in the Control Budget as a way to plan for unforeseeable and/or unquantifiable costs. With the owners’ approval, the funds from this line item can be used to pay for unforeseen conditions. These transactions will be tracked separately in our Contingency Log, and any funds remaining at the end of the project will be returned to the owner.
CH ANG E O R D E R M ANAGEMENT
CHANGE ORDER MANAGEMENT
Subcontractor Accountability As your Construction Manager, Coil guarantees to be your advocate and budget guardian throughout the construction process, including holding subcontractors accountable for their agreed-upon scopes of work and pricing. One of the ways we maintain fair pricing from our subcontractors as unexpected events arise is by locking-in unit costs into their contracts. This could be for activities such as soil removal, additional labor rates, contractor mark-up allowed, etc.
Contract Summary Report On a monthly basis, we will update and report on the project’s contract summary, highlighting the projects’ total costs committed todate, along with the status on all other pending or potential change orders that are under review. By frequently updating project costs on a real-time basis, this allows the project team to always know where they are at in the budget and avoid overspending.
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EXECUTIVE VICE PRESIDENT
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UNIVERSITY OF MISSOURI-COLUMBIA SOUTHERN METHODIST UNIVERSITY
MASTER OF BUSINESS ADMINISTRATION, EXEC MBA PROGRAM BACHELOR’S DEGREE IN ENGLISH
O V E R SIGHT DUT IES
DAVID COIL After working as a company field laborer and an assistant project manager, David joined Coil full time in 2007 after graduating from Southern Methodist University in Dallas. David earned his master’s of business administration from the University of Missouri-Columbia’s execMBA program. Now in a management role, David serves as construction manager of special projects and as the director of Facilities Management. His field training provided an excellent foundation for his work in managing Coil’s safety program and field operations. David is a member of the American Concrete Institute and is certified as a LEED Green Associate by the Green Building Certification Institute (GBCI). He also is a board member of Woodhaven and the Food Bank of Central and Northeast Missouri.
TOP PROJECTS • BMW of Columbia • Welcome Home: Community for Veterans • Shelter Insurance – North Campus Facility Project Role: Project Executive Responsible for Executive Oversight and overseeing Client Satisfaction, Budget Estimating, Contracting, and Overall Project Performance. • Monthly Owner Progress Meetings • Preconstruction Meetings • Budget Estimate and Final Pricing Presentations • Contracting Oversight
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FOUNDER AND PRESIDENT
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UNIVERSITY OF MISSOURI-COLUMBIA
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BACHELOR OF ARTS DEGREE
O V E R SIGHT DUT IES
RANDY COIL Randy Coil believes that when you’re a Coil client, you’re part of the Coil team. Since 1975, when he founded Coil Construction as a small remodeling and construction company, Randy has served as an advocate for his clients. A graduate of the University of Missouri-Columbia, Randy is involved in every aspect of the company and is committed to delivering service to clients. During his more than 40 years in the construction business, Randy has stayed true to his commitment to not only build quality buildings, but to build a better community as a whole. He is a past president of the Columbia Chamber of Commerce and is involved in several community organizations.
TOP PROJECTS • Boone Health – Nifong Medical Plaza • Boone Electric Cooperative Master Plan • Cartwright Business & Technology Park
Project Role: Healthcare Construction Specialist • Client Relationships • Design Consulting • Health Care Business Operations & Funding Streams
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PRO JECT MANAGER
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UNIVERSITY OF MISSOURI-COLUMBIA
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BACHELOR OF SCIENCE DEGREE AND MASTER’S OF SCIENCE DEGREE, MECHANICAL ENGINEERING
O V E R SIGHT DUT IES
KATIE PARTISE Katie Partise joined the Coil team in 2014 as an assistant project manager and takes pride in building things that matter to people in our community. Her responsibilities include document management and AutoCAD review and design. Katie holds both a bachelor’s degree and a master’s degree in mechanical engineering from the University of Missouri-Columbia. Prior to becoming part of the Coil team, Katie served as a product engineer for Nanova Biomaterials, Inc.
TOP PROJECTS • Veterans United Office Renovation • Cherry Hill Professional Building • Boone Health – Nifong Medical Plaza
Project Role: Project Manager Responsible for managing the project documents and information management, project cost controls, and project schedule. • Plan Distribution • RFIs/Submittals • Material Ordering
• Project Schedule Management • Weekly Status Reports • Contingency Log & Contract Summary Report
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SENIOR SUPERINTENDENT
O V E R S IGHT DUT IES
MIKE TELLMAN
Mike joined Coil Construction in 1991 as a concrete finisher, and since has developed into one of the most dynamic and skilled craftsmen in the company. Mike’s attention to detail, appreciation for quality, and sense for professionalism has made him a model superintendent for the next generation. Though Mike now finds himself in a leadership role on our jobsites, he still enjoys working with his hands and seeing that the job gets done right.
TOP PROJECTS • Spartan Light Metals • Food Bank of Central and Northeast Missouri • Columbia Independent Schools Gymnasium
Project Role: Project Superintendent Responsible for overseeing the project site and logistics, daily reporting and communications, site safety, and quality control. • Site Cleanliness & Safety • Quality Controls • Site Logistics & Coordination • Weekly Progress Meetings • Daily Reports
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We believe we can reduce the schedule on this project by 30 days by implementing our Parallel Schedule Approach.
Early Completion
SCH E D U LE AP P ROA C H
SCHEDULE APPROACH Our goal is to complete the project 30 days ahead of the project schedule dates identified in the RFQ. This will allow the owner to potentially occupy the building sooner and save on general condition costs. We believe that contingencies should be built-in to not only project budgets, but project schedules as well. From the moment we are brought on the project team, we would recommend targeting a substantial Completion date of February 3rd, 2023.
Scope Prioritization & Work Sequencing By correctly prioritizing work scopes, we can properly sequence construction activities without delay. For example, the interior drywall work cannot start until the building roof and envelope systems have been replaced. We have identified four bid packages where processes of design, competitive bidding, and permitting could be pursued independently. We recommend prioritizing the design of these areas as indicated below so that competitive pricing can be obtained, materials ordered, and work can begin as soon as possible.
Parallel Schedule Approach Our approach to completing this project by February of 2023 is to use our Control Budget and bid packages to break the project down into phases and begin portions of the work before the entire design has been completed. Understanding activity durations, critical milestone dates, and long-lead materials is key to the success of this approach. On the next page is a list of some of the key milestone dates that must be hit in order to achieve substantial completion by February of 2023.
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SCH E D U LE AP P ROA C H
SCHEDULE APPROACH (CONTINUED) Target Completion Dates Demolition/Abatement 1A. Demolition/Remediation Permit & Bid Documents 1B. Demolition/Remediation Permit Obtained 1C. Demolition/Remediation Bidding & Procurement 1D. Demolition/Remediation Construction Re-Roof/Exterior Alterations 2A. Re-Roof/Exterior Alterations Permit & Bid Documents 2B. Re-Roof/Exterior Alterations Permit Obtained 2C. Re-Roof/Exterior Alterations Bidding & Procurement 2D. Re-Roof/Exterior Assembly Material Lead Times 2E. Re-Roof/Exterior Alteration Construction
2/11/22 2/25/22 2/25/22 5/20/22
4/1/22 4/29/22 4/29/22 6/24/22 10/14/22
Site Work 3A. Site Work Permit & Bid Documents 3B. Land Disturbance Permit Obtained 3C. Site Work Bidding & Procurement 3D. Site Work Construction
4/29/22 5/20/22 6/24/22 10/24/22
Interior Build-out 4A. Interior Build-out Permit & Bid Documents 4B. Interior Build-out Permit Obtained 4C. Interior Build-out Bidding/Procurement 4D. Interior Build-out Work Material Lead Times 4E. Interior Build-out Construction
5/27/22 6/24/22 6/24/22 10/14/22 2/3/23
Owner & Occupancy Timeline Substantial Completion Early Punch List & Inspections Owner Furniture & Equipment Move-in Final Building Inspections Certificate of Occupancy Final Punch List
2/3/23 2/3/23 2/17/23 3/3/23 3/3/23 3/3/23
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Preliminary Construction Schedule Initiating, updating and maintaining a project schedule is vital to its success. That is why we have a scheduling control in place during each phase of the project. We will develop a preliminary construction schedule that is aligned with the owner’s milestones included in the project planning schedule provided. This schedule will serve as an initial road map to aid in the project team’s decision making until construction documents have been completed, and an official construction schedule is developed. In addition, the following list of tools and techniques will be used throughout construction to keep the project on track.
SCH E D U LE MANAGEMENT
SCHEDULE MANAGEMENT
Scheduling Commitments Prior to awarding the job, scheduling commitments are obtained from all subcontractors with regard to their current workload and ability to take on additional work, manpower and resources that will be employed, and scope of work durations. In addition, long-lead materials are identified at this time and shop drawings are requested.
Construction Schedule Upon obtaining scheduling commitments from subcontractors and material vendors, an official construction schedule is produced and communicated to all construction companies. This construction schedule includes a critical path and important milestone dates that are updated monthly for the Owner’s progress meeting.
Three Week Look-Aheads This is a tool that we use to “zoom-in” on the upcoming tasks within a construction schedule, where detailed scheduling information from subcontractors in the field is input and tracked during weekly scheduling sessions. It is developed to assure that necessary resources are in place to meet critical path milestones and the construction site is operating at optimum efficiency.
Recovery & Back-Up Plans If a particular task falls behind schedule, we collaborate with related companies and produce a recovery action plan that is designed to get the construction task back on schedule. Such techniques as increasing resource utilization, work-in-parallel scheduling, prefabrication, modify working hours, etc. are considered to expedite the process.
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PRELIMINARY SCHEDULE ID
Task Name 1
Design & Permitting Timeline
Duration
Start
Finish
24 wks
1/10/22
6/24/22
2
1A. Demolition/Remediation Permit & Bid Documents
5 wks
1/10/22
2/11/22
3
1B. Demolition/Remediation Permit Obtained
0 days
2/25/22
2/25/22
4
2A. Re‐Roof/Exterior Alterations Permit & Bid Documents 12 wks
1/10/22
4/1/22
5
2B. Re‐Roof/Exterior Alterations Permit Obtained
0 days
4/29/22
4/29/22
6
3A. Site Work Permit & Bid Documents
16 wks
1/10/22
4/29/22
7
3B. Land Disturbance Permit Obtained
0 days
5/20/22
5/20/22
8
4A. Interior Build‐out Permit & Bid Documents
20 wks
1/10/22
5/27/22
9
4B. Interior Build‐out Permit Obtained
0 days
6/24/22
6/24/22
51 wks
2/14/22
2/3/23
Jul '21 Aug '21 Sep '21 Oct '21 Nov '21 Dec '21 Jan '22 Feb '22 Mar '22 Apr '22 May '22 Jun '22 Jul '22 Aug '22 Sep '22 Oct '22 Nov '22 Dec '22 Jan '23 Feb '23 Mar ' 27 4 111825 1 8 152229 5 121926 3 10172431 7 142128 5 121926 2 9 162330 6 132027 6 132027 3 101724 1 8 152229 5 121926 3 10172431 7 142128 4 111825 2 9 162330 6 132027 4 111825 1 8 152229 5 121926 5 12
Design & Permitting Timeline
1A. Demolition/Remediation Permit & Bid Documents 1B. Demolition/Remediation Permit Obtained Re-Roof/Exterior Alterations Permit & Bid Documents 2B. Re-Roof/Exterior Alterations Permit Obtained 3A. Site Work Permit & Bid Documents 3B. Land Disturbance Permit Obtained 4A. Interior Build-out Permit & Bid Documents 4B. Interior Build-out Permit Obtained
10 11
Bidding & Construction Timeline
12
1C. Demolition/Remediation Bidding
2 wks
2/14/22
2/25/22
13
1D. Demolition/Remediation Construction
12 wks
2/28/22
5/20/22
14
2C. Re‐Roof/Exterior Alterations Bidding/Procurement 4 wks
4/4/22
4/29/22
15
2D. Re‐Roof/Exterior Assembly Materials Lead Time
8 wks
5/2/22
6/24/22
16
2E. Re‐Roof/Exterior Alteration Construction
16 wks
6/27/22
10/14/22
17
3C. Site Work Bidding/Procurement
8 wks
5/2/22
6/24/22
18
3D. Site Work Construction
16 wks
6/27/22
10/14/22
19
4C. Interior Build‐out Bidding/Procurement
4 wks
5/30/22
6/24/22
20
4D. Interior Build‐out Material Lead Time
16 wks
6/27/22
10/14/22
21
4E. Interior Build‐out Work
24 wks
8/22/22
2/3/23
Owner & Occupancy Timeline
Bidding & Construction Timeline 1C. Demolition/Remediation Bidding 1D. Demolition/Remediation Construction 2C. Re-Roof/Exterior Alterations Bidding/Procurement 2D. Re-Roof/Exterior Assembly Materials Lead Time 2E. Re-Roof/Exterior Alteration Construction 3C. Site Work Bidding/Procurement 3D. Site Work Construction 4C. Interior Build-out Bidding/Procurement 4D. Interior Build-out Material Lead Time 4E. Interior Build-out Work
22 23
8 wks
1/9/23
3/3/23
24
Substantial Completion
0 days
2/3/23
2/3/23
25
Early Punch List & Inspections
4 wks
1/9/23
2/3/23
26
Owner Furniture & Equipment Move‐in
2 wks
2/6/23
2/17/23
27
Final Building Inspections
2 wks
2/20/23
3/3/23
28
Certificate of Occupancy
0 days
3/3/23
3/3/23
29
Final Punch List
2 wks
2/20/23
3/3/23
Owner & Occupancy Timeline Substantial Completion Early Punch List & Inspections Owner Furniture & Equipment Move-in Final Building Inspections Certificate of Occupancy Final Punch List Page 1
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D
SUMMARY
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S UMMA RY
SUMMARY December 7, 2021 Compass Health Attn: Compass Health Evaluation Committee Re: Response to Request for Qualification for Construction Manager at Risk Subject: Summary Compass Health Evaluation Committee, In summary, we would like to conclude that the Construction Manager at Risk delivery method is a professional approach that emphasizes teamwork, collaboration, and leverages the professional strengths of its team members to achieve the overall project goals. However, success of this delivery method depends on trust. For the past 47 years, Coil Construction has built that trust with subcontractors, design firms, and city officials in our community. Some of the largest employers in Missouri are repeat customers of Coil Construction; this is a testament to the reputation we have built for customer satisfaction and successful project delivery. Below is a list of reasons we believe set us apart from other builders in the area: • Financially Strong • Accurate Budget Estimating Resources • Competitive Pricing & Local Subcontractor Relationships • Extensive Experience with Design/Build Schedule Management • Ability to find the Best Value Solutions and Field Engineering • Experience Managing Complex Sites and Logistics • Great working relationships with various Design Professionals • Leader in local Community Involvement • Team in place to help with Marketing Support Coil Construction’s reputation and experience in healthcare is unmatched in mid-Missouri. We are confident we can deliver a successful project for Compass Health and are genuinely excited about the positive impacts it will have for the community and surrounding area. We would be honored to be selected as your Construction Manager and to be part of the Compass Health team as you continue to improve the Hope and Wellness of so many lives throughout the state. Sincerely,
David R. Coil David R. Coil Executive Vice President dcoil@coilconstruction.com 573-874-1444
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