Approach/Methodology

Approach/Methodology

Describe the methodology (project approach) that clearly and concisely identifies how your team will approach the direct construction of this project.

I-Kota’s core values are Customer Service, Integrity, and Growth. Every project is man­aged with these vital aspects in mind. We only achieve success when the entire team is successful.

Our CM/GC approach involves asking questions to gain a clear understanding of the client’s expectations. What are the expectations for pricing iterations?

What is the overall vision of the project?

Are certain aspects of the project open to value engineering, while others are not?

Once IKota shares the understanding of the project expectations with the team, the CM/GC process will become a cohesive effort. A clear understanding of schedule is the first aspect to any successful project. Based on construction timelines, we will work back into developing a design schedule hand in hand with the architecture/design team that is fair and reasonable. We will provide feedback quickly and accurately so that the design schedule can be achieved in a reasonable matter.

IKota typically approaches the CM/GC process with pricing iterations at 100% SD’s, 100% DD’s, and 100% CD’s. However, IKata understands that the client and design team need constant real time pricing feedback in order to accurately steer the design to budget and complete drawings on schedule. I-Kata will attend design meetings and give quick accurate feedback on constructability and pricing throughout the entire design timeline and into construction. Almost 100% of IKata’s work is DesignAssist.

IKota believes in a completely open book approach to establishing the budget. As you can see from our cost estimate example, IKota shows how each and every last dollar was developed. Each scope of work will have unit prices with quantities clearly shown in order to reduce confusion about the pricing. This open book approach allows the client and design team to help understand where the cost exists on the project in order to adjust design and scope decisions accordingly.

Throughout the preconstruction process, IKota will be reviewing the project between our CEO, Riley McLaughlin, Preconstruction Manager, Matthew Herbert, our Construction Manager, Alan Wirth, and our General Superintendent, Kyle Barrett. This leadership team of IKota provides a wealth of knowledge and creative solutions to problem solve issues while keeping budget, constructability, schedule, quality, and safety in the forefront of our minds. This team will know realistic lead times for products. If certain material selections appear to provide schedule delays, this team will be able to make other material selections that will be more readily available and keep the project on schedule.

Although Riley, Matt, Alan, and Kyle’s involvement provides invaluable leadership and insight for the project, IKota will be not be proposing these team members as direct cost to the project. IKata believes in providing this level of customer service on all jobs and therefore covers the cost of this team internally. The only members being proposed as part of the direct cost of the work will be the Project Manager, John Lemay, Project Superintendent, Lucas Fay, and Project Engineer, Trevor Dickie.

By having Matt Herbert, Alan Wirth, and Kyle Barrett all involved with the project from day one, along with 1Kota’s systemized roll over process used on each project, the information is quickly and accurately transferred from preconstruction to construction. Matt, Alan, and Kyle review company Operations Companywide each week. Staffing, procurement, and subcontractor issues are discussed in detail at these meetings.

1-Kota is always looking for ways to save the client money on the project while keeping the integrity of the design. We have several millions dollars of experience in value engineering in order to make projects a reality, while still delivering an iconic project. Our approach is to find cost savings that will never been seen by the end users and transfer this savings to the project.

Furthermore, 1Kota has extensive mixeduse building experience and provide an invaluable resource when planning and budgeting this product type. Kyle is currently over­ seeing the schedules on 1Kota’s Chestnut & 18th Project and Mariposa Phase 7 & 8 Projects. This provides very relevant realtime experience of what schedules should be anticipated for this product type with the current subcontractors in the market.

The schedule at a minimum will show and incorporate the following items:

  • Activities including owner reviews and approvals, preliminary estimate dates, value analyses issues, construction document development, bid packages and awards
  • Mobilization activities
  • Permitting
  • Subcontractor and material contract awards
  • Shop drawing reviews and approvals
  • Permanent equipment and critical or longlead material deliveries
  • Construction equipment needs
  • The specific work, its logic and reasonable productions
  • Owner or other contractor work outside 1Kota’s scope, but in conjunction with our operations
  • Specified milestones
  • Punch list development and completion
  • Demobilization
  • Commissioning

The 1Kota team shares a fervent desire to reduce construction impacts on our environment while recycling any and all building material we can possibly reuse. At a mini­ mum, 1Kota will have multiple dumpsters onsite to separate materials such as metal, wood, and drywall in order to divert as much waste away from the landfill as possible per enterprise green communities. Currently, 1-Kota has installed geothermal heating and cooling at the Mariposa 7 project. This involved a large upfront effort to get the cost of the work into the project, as well as a high level of coordination between site work and structure work during construction. Additionally, 1Kota installed solar thermal systems on Denver Housing Authority’s Mulroy Housing Tower during a renovation.

 

 

Identify how your firm will work toward meeting the Authority MBE/INBE goals and your recommended reporting process to the Authority staff for monitoring the progress of your efforts toward meeting MBE/HIBEgoals.

On this project, our plan to maximize M/WBE participation is based on the strength of the core team’s net­ work and understanding of the M/WBE community. Maximizing M/WBE participation is part of I-Kata’s standard business practice. We have a strong track record with our clients and with the community at large for completing projects on time and within budget while accomplishing high minority y- and worn an-owned participation.

With our management and design teams already embedded with both minority and women owned firms we understand that there are many elements involved in developing and implementing a successful minority, women and local business participation plan. It requires more than just a well written plan, but a commitment to understanding the M/WBE needs, strengths, weaknesses and capabilities as well as the dedication of time and resources to ensure success.

It must be emphasized that development of these business relationships does not consist of taking a list of MBE/W BE firms and hoping we meet a goal. It takes a proactive approach through numerous meetings that are initiated by our project team to introduce firms, discuss capabilities, identify potential areas of opportunity, and facilitate the exchange of ideas for forming bidding teams.

M/WBE AND LOCAL BUSINESS PARTICIPATION OUTLINE:

    • Identify potential MBE/WBE firms, and local business contracting target areas included in the project scope.
    • Meetings with minorities, women, and local firms, as well as reaching out with our websites, targeted mailings, phone calls, posted signs, flyers and newspaper advertisements. Recommendations and previously developed relationships also provide a good foundation for a productive partnership.
    • Inclusive communication of information with chambers of commerce, construction and business associations, community and civic organizations in order to get the pulse of the community in the project area and make wise choices to empower local MBE and WBE firms.
    • Complete source selection to obtain qualified local and MBE/WBE bidders.
    • Divide the work packages into solicitations to maximize opportunities for participation by packages in economical units without impact to budgets and cost.
    • Review solicitations in advance of advertising and dissemination to bidders for inclusive factoring.
    • Counsel, qualify and assist small disadvantaged firms during pre- bid preparation, award, and contract completion.
    • Review proposals and bids received for scope, pricing, participation.
    • Monitor Plan Goals and Achievements:

Monitor Goal Attainment by tracking participation compliance and invoicing Prepare&: Submit detailed monthly MBE/WBE Subcontract Reports

    • Prompt payment program including an expedited payment program for subcontractors that need assistance.

The final results of levels of MBE/WBE and local participation will be greatly influenced by the leadership commitment and proactive involvement of the project team to evaluate the size and scope of the work and to analyze the opportunities to divide the work into appropriate bid packages in order to increase the percent ­ age of MBE/WBE involvement.

Enterprise Green Communities

Enterprise Green Communities Criteria

Criteria for the Enterprise Green Communities will be met throughout pre-construction planning and through involvement during construction in order to achieve at least 30 points required for rehab projects. In addition to the measures provided during the design phase, there are a few items that we are prepared to work towards throughout the construction phase:

  • lntegrative Design – A Green Development Plan will be developed so that implementation can begin right at the beginning of the project.
  • Site Improvements – Environmental remediation, erosion and sedimentation control, and storm water management efforts will be diligently utilized and customized to the site in order to protect the environmental health of the neighborhood. If it is necessary to harvest and reuse water for irrigation, efficient, sustainable and cost-effective means will be implemented during mobilization and throughout construction.
  • During the process of assessing the current condition of the existing roof. If substantial remediation or replacement is necessary we will incorporate design to harvest storm water. In addition to making necessary improvements on site to meet storm water management criteria.
  • Water Conservation – Water -conserving fixtures will be considered standard installation. If it is necessary to harvest and reuse rainwater and/or greywater, potentially sustainable and cost­ effective methods will be implemented during mobilization and construction co achieve a 10% or better reuse rate.
  • Water Conservation: per the suggestion above we can incorporate the harvest of storm water / grey water, treat and reuse to meet 10% criteria.
  • Energy Efficiency – I-Kora will take measures to align with the energy conservation objectives during the construction process to minimize energy waste.
  • Demolition: Through the extensive demolition phase of this project we will look to recycle or salvage a minimum of 25% of the non – hazardous construction and demolition debris.
  • Materials Beneficial to the Environment – Ac least 25% of non -hazardous construction and demolition waste will be recycled; materials will be salvaged and waste diverted if possible. If possible, approved, time-effective and cost-effective, recycled, salvaged or regional (manufactured within 500 miles) products may be used during construction for 25% or more of the framing, concrete, or finishing materials.
  • Healthy Living Environment – Exposed composite wood products will have no/low formaldehyde emissions, non-paper-backed adhesives will be used in bathrooms in order to prevent mold on those surfaces, all wall, floor, and joist penetrations will be caulked to prevent pest entry, and other similar precautions will be taken throughout construction. Smoking will not be allowed indoors during construction. Proper abatement procedures will be followed before construction begins in that zone if any hazardous materials are identified.
  • Operations &: Maintenance – Building Maintenance Manuals will be provided after substantial completion to ensure longevity of the completed product.

Through these steps we feel we can assist the design team with the necessary focus to meet these project criteria.

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