Brasfield & Gorrie_Request for Qualifications for University of South Carolina Thomas Cooper Library
April 1, 2025
Ms. Candis Golston Procurement Manager, Purchasing Department
University of South Carolina 1600 Hampton St Columbia, SC 29208 golstonc@mailbox.sc.edu
RE: Project No. H27-6159-LC "University of South Carolina Thomas Cooper Library Renovation”
Dear Ms. Golston,
The Thomas Cooper Library is not only a center for learning but a historic landmark at the heart of your campus. Brasfield & Gorrie is eager to contribute to the continued legacy of this iconic institution, which has played a pivotal role in shaping the educational landscape of South Carolina. Having been entrenched in South Carolina for more than 40 years, Brasfield & Gorrie’s local, full-service office hosts a dedicated team of native South Carolinians and USC alumni. We share your deep commitment and mission of fostering academic excellence and enriching the community and are eager to collaborate with the University of South Carolina on this project. We believe we are the best suited to bring your vision for the library’s renovation to life with the highest standards of quality, service, and care through:
• Relevant Experience: Working on higher education campuses is second nature to us. We've completed 216 projects across 40+ Southeast campuses, totaling $2.1 billion and 12.5 million sq ft. Our dedicated team excels in collaborating with faculty, students, and staff, and understands the complexities of working ond higher education campuses. We successfully completed a project at Georgia Tech that is very similar to your projectphased renovation of occupied library.
• Cohesive Team: We are deeply committed to the University of South Carolina community. With USC graduates, interns, and co-ops on our team, we are proud to support the success of Gamecocks both on and off campus. Having successfully completed similar projects across the Southeast, Brasfield&Gorrie understands both the importance and the scope of this project. Our experienced and cohesive team is committed and passionate about understanding your vision and needs, listening to your concerns, and exceeding your expectations throughout the project. By partnering closely with the University of South Carolina, the design team, and trusted subcontractors, we are committed to delivering a high-quality facility that offers exceptional value.
• Robust Preconstruction Services: We will work closely with you and your design team throughout the preconstruction process, providing information and options that allow you to make informed and timely decisions. Brasfield & Gorrie has built a reputation for being the most competitive, detailed, and accurate in the industry by ensuring that each estimate accounts for the entire scope of the project. We have allocated the resources and team to work hand-in-hand with the design team to ensure timely feedback and an on-time project start for the project.
Brasfield & Gorrie is committed to working collaboratively with you to reach your goals, expectations, and the highest measure of success on this project. Together, we will build a strong foundation for this project, ensuring we’re all on the same page as we turn the next chapter for the Thomas Cooper Library. Thank you for your consideration.
Sincerely,
John Fulford Project Executive Vice President / Division Manager jfulford@brasfieldgorrie.com
| 770.401.9630
We go beyond the build.
We're building with spirit for our people, our partners, our communities, and the future we all share. Brasfield & Gorrie is the right partner to envision, build, and manage your Thomas Cooper Library Renovation beyond expectation, forging lasting relationships by being true to our word.
Our team understands active campus renovations, and multi-phased projects and are skilled at minimizing disruption to normal campus operations by communicating clearly and often. We will guide the project team through a collaborative preconstruction and construction process to complete the project successfully—on time and within budget.
Georgia Institute of Technology Price Gilbert Library and Crosland Tower Renewal | Atlanta, GA
Mervyn H. Sterne Library Renovation at the University of Alabama at Birmingham | Birmingham, AL
University of Georgia Special Collections Library Athens, GA
Emory University Oxford College Hoke O'Kelley Library Addition and Renovation | Oxford, GA
Lexington Medical Center Clinical Expansion | West Columbia, SC
Georgia Institute of Technology Price Gilbert Library and Crosland Tower Renewal | Atlanta, GA
University of Georgia Butts - Mehre Heritage Hall Expansion | Athens, GA
Higher Education Campus Experience
Agnes Scott College
Athens Technical College
Auburn University
Berry College
Birmingham-Southern College
Chattahoochee Technical College
Clemson University
Covenant College
Columbus State University
Emory University
Everest University
Georgia Institute of Technology
Georgia Southern University
Georgia State University
Jacksonville State University
Jefferson State Community College
Kennesaw State University
Le Cordon Bleu College of Culinary Arts
Louisiana State University
Medical University of South Carolina
Mercer University
Middle Tennessee State University
Oglethorpe University
CMAR Experience
Palmer College of Chiropractic
Reinhardt University
Rollins College
Samford University
Southern Polytechnic State University
Spelman College
The Edward Via College of Osteopathic Medicine
The University of North Carolina at Chapel Hill
Tuskegee University
University of Alabama
University of Alabama at Birmingham
University of Florida
University of Georgia
University of West Georgia
Valencia Community College
Vanderbilt University
Wake Technical Community College
Supplier Opportunity Results
Trade Contractor and Supplier Diversity Inclusion
We work daily to build diversity in our workforce, increase collaboration with minority partners, and promote a culture that embraces new ideas and strengthens communities.
The Thomas Cooper Library Renovation is an opportunity to demonstrate our commitment to creating inclusive opportunities for historically underutilized businesses. A collaborative approach with the University of South Carolina team will help us identify your organization’s priorities for MBE engagement and establish a plan that will create a meaningful impact across the community.
University of South Carolina Diversity and Inclusion Priorities
Our team will take specific steps to maximize the diverse business participation on this project. Some of our potential priorities will include:
⚫ Continuing to develop our constantly evolving MBE trade contractor and vendor network in the area
⚫ Partnering with local diversity trade-focused associations to ensure maximum outreach and connection with qualified firms
⚫ Developing and executing a large business purchasing and strategic inclusion program
⚫ Developing and implementing a tactful project communication plan that maximizes participation opportunities
⚫ Reverse engineering participation by identifying and soliciting to capable MBE firms to craft “best fit” work scope packages
⚫ Partnering and communicating with local vocational and work programs to encourage the interest of diverse skilled labor locally and regionally
Building Diverse Relationships
In addition to offering project-specific opportunities, we will engage a select qualified group of MBE trade contractors that are open to participating in strategy, growth, and work sessions through our EQUIP program. Work sessions focus on business plan reviews, strategy and business development, marketing approaches, and network building, all geared toward specific growth objectives for the firms.
We are committed to relationships with MBE firms that go beyond project opportunities, focusing on strengthening their long-term success in the industry.
Contents
Section A | Letter of Interest
Section B | Response to Pass/Fail Criteria
Section C | Financial Information
Section D | Location of Project Office
Section E | Personnel Resources
Section F | General CM-R Project Experience
Section G | Specific Project Experience
UGA Special Collections Library Athens, Georgia
Section A
LETTER OF INTEREST
1) Basic company information
Company name Brasfield & Gorrie, LLC
Address & Zip code
935 S. Main St., Ste. 300 Greenville, SC 29601
Name of primary contact, Telephone number, Fax Number, Email Address
Ben Barfield
South Carolina Office Executive bbarfield@brasfieldgorrie.com | Fax: 864.704.1300
South Carolina Construction-Manager License Number
Our South Carolina Construction-Manager License number is 347. A copy of this license can be found in Attachment 1.
South Carolina General Contractor License Number
Our South Carolina General Contractor License Number is G97977. A copy of this lcense can be found in Attachment 1.
2) Form of ownership, including state of residency or incorporation—Is the offeror a sole proprietorship, partnership, corporation, Limited Liability Corporation (LLC), joint venture, or other structure?
Brasfield & Gorrie has operated under the name “Brasfield & Gorrie” since 1967. In 1997, we consolidated Brasfield & Gorrie, Inc., and Brasfield & Gorrie General Contractor, Inc., to become Brasfield & Gorrie, L.L.C. Brasfield & Gorrie, L.L.C., is a privately held company and is a wholly owned subsidiary of Brasfield & Gorrie, L.P.
3) Succinctly describe the history and growth of your firm.
Headquartered in Birmingham, Alabama, our company is the successor to the Thos. C. Brasfield company, a general contractor operating as a sole proprietor from 1921. Miller Gorrie purchased the company's construction assets in 1964 and changed the name to Brasfield & Gorrie in 1967.
Initially, the new company continued in the niche of small commercial and remodeling projects. As profitability increased, the company shifted its emphasis to larger commercial, institutional, healthcare, water/wastewater, and industrial projects. In 1984, Brasfield & Gorrie began expanding, opening full-service offices in Atlanta, Georgia, and Orlando, Florida. Since that time, the company has continued to grow and now serves clients from 13 offices in eight states.
Brasfield & Gorrie's success is the result of a strong work ethic and industry knowledge combined with innovation and collaboration. In the first full year after Miller Gorrie purchased the assets of the Thos. C. Brasfield company, our annual revenue was less than $1 million. Today, our annual revenue is approximately $6.4 billion, and we are a nationally respected general contractor with 4,000 employees and an average project value of $45 million.
4) State the number of years your firm has been providing CM-R services and General Contracting services.
Brasfield & Gorrie has been in business since 1964 (61 years) and we have been providing CM-R Services and General Contracting services since.
5) If other than the home office, identify the branch office responsible for the performance of the services requested and its proximity to the project site.
Greenville Office
935 S Main St, Suite 300
Greenville, SC 29601
Approximity 105 miles to project site - The Project Team will manage the project from an onsite office.
6) Provide a statement of disclosure, which will allow the University to evaluate possible conflicts of interest. This disclosure requirement is not about giving the University permission regarding us contacting your references. It is about revealing relationships that your company may have with persons not of your company who are directly involved in the decision-making regarding this project. If your company has no conflicts of interest, your statement should affirm that as fact, and you may do so succinctly. The signer of this statement of disclosure should anticipate the following pledge that will be required by the CM Contract:
“The CM-R covenants that it currently has no interest and shall not acquire any interest, direct or indirect, that would conflict in any manner or degree with the performance required under this Contract. The CM-R further covenants that, in the performance of this Contract, it shall not employ or contract with any person whose employment or contracting would create a conflict of interest.”
John Fulford | Vice President / Division Manager
7) Provide the following certification statement.
“The undersigned hereby affirms that, regarding information furnished by the applicant herewith, and as may be provided subsequently (including information presented at interview, if a finalist), that all information of a factual nature is certified to be true and accurate and that all statements of intent or proposed future action (including the assignment of personnel and the provision of services) are commitments that will bwe honored by the applicant if awarded the contract.”
John Fulford | Vice President / Division Manager
8) Provide the following certification statement.
“It is acknowledged that if any information provided by the applicant is found to be substantially unreliable, this application may be rejected, that the Selection Committee may reject all applicants and may stop the selection process at any time, and that the selection of finalists for proposal and interview will be made on the based-on information provided herein, including the results of reference checks.”
John Fulford | Vice President / Division Manager
Bidgood Hall Renovations Bruno Business Library - University of Alabama Tuscaloosa, Alabama
BResponse to Pass/Fail Criteria
Section B
RESPONSE TO PASS/FAIL CRITERIA
1) SOUTH CAROLINA CONSTRUCTION-MANAGER LICENSE
CERTIFICATE OF LIABILITY INSURANCE
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
INSURER(S) AFFORDING COVERAGE NAIC #
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
COMMERCIAL GENERAL LIABILITY
- COMP/OP AGG JECT OTHER: $ COMBINED SINGLE LIMIT $ (Ea accident) ANY AUTO BODILY INJURY (Per person)$ OWNED SCHEDULED BODILY INJURY (Per accident)$ AUTOS ONLYAUTOS HIRED NON-OWNED PROPERTY DAMAGE $ AUTOS ONLYAUTOS ONLY (Per accident) $ OCCUR
EACH OCCURRENCE CLAIMS-MADE AGGREGATE $ DEDRETENTION$ PER OTHSTATUTEER E.L. EACH ACCIDENT
Y / N N / A (Mandatory in NH)
E.L. DISEASE - EA EMPLOYEE$ If yes, describe under E.L. DISEASE - POLICY LIMIT DESCRIPTION OF OPERATIONS below
1,000,000
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.
3) BONDING LETTER
4) EXPERIENCE MODIFICATION RATES
5) NOTARIZED AFFIDAVIT
Kristina Brooks July 21, 2027
Georgia Paulding County
Mervyn H. Sterne Library Renovation at the University of Alabama at Birmingham Birmingham, Alabama
Section C
FINANCIAL INFORMATION
If the firm has multiple offices, the qualification statement should include financial information about the parent company and branch office separately. Parent company (or general office) financial information as totals will be acceptable if “parent” (or general office) means that it is financially responsible for the liabilities of the branch office.
1) List your total annual billings for each of the past five (5) calendar years.
2) Has the firm ever failed to complete any work awarded to it or been removed from any project awarded to the firm? If yes, provide an explanation and contact information for the Owner’s Project Manager.
No, Brasfield & Gorrie has never failed to complete any work awarded to it or been removed from any project awarded.
3) List the contact persons, addresses, and phone numbers for your insurance carrier and agent.
INSURANCE CARRIER
The Travelers Companies
Richard Russell, Account Executive Construction Loss Responsive 1301 E. Collins Boulevard Richardson, Tx 75801 214.570.6559 rcrussel@travelers.com
INSURANCE AGENT
Lakeview Risk Partners, LLC
David Greene
2927 2nd Avenue South Birmingham, AL 35233 205.874.7818
dgreene@lakeviewrisk.com
4) List the contact persons, addresses, and phone numbers for the firm's bonding company and agent.
Lakeview Risk Partners, LLC
2927 2nd Avenue South, Birmingham, AL 35233
Chris Muscolino, 205.874.7800 (SURETy AGENT) Co-Sureties (50/50)
5) List the percentage of your firm's work during the past five (5) years has been negotiated.
Negotiated Work
6) Supply firm’s Current Ratio (Current Assets/Current Liabilities) experience for the last five (5) years, with a signed affidavit.
Brasfield & Gorrie's Current Ratio experience for the last 5 years, with a signed affidavit are below.
March 17, 2025
To: Whom it may concern
RE: Current Ratio for Brasfield & Gorrie, LLC for the last 5 years
The current ratio for Brasfield & Gorrie, L.L.C. for the past 5 years is as follows. The 2024 current ratio is based on internal unaudited financial statements until we get the 2024 audit finalized in April 2025.
If you have any questions or need any additional information, please feel free to contact me at (205) 714-1086 or via email at jkrogsgard@brasfieldgorrie.com.
Sincerely,
Jeffrey A. Krogsgard, CPA, CCIFP VP, Controller
Section D
LOCATION OF PROJECT OFFICE
Greenville Office
935 S Main St, Suite 300 Greenville, SC 29601
Approximity 105 miles to project site - The Project Team will manage the project from an onsite office.
Prisma Health Richland MACC Columbia, SC
Section E
PERSONNEL RESOURCES
1) Provide general information about the firm's personnel resources, including skill groups and numbers of employees for the proposed office location and the firm.
Brasfield & Gorrie owes its success to its people. The company founders established a reputation for unwavering quality and integrity, and those values remain the bedrock of our business philosophy today. Brasfield & Gorrie employs more than 4,000 personnel company-wide and experiences very little employee turnover. The chart below summarizes the firm’s full depth of resources.
Personnel Resources
2) Name all key personnel who will be part of the construction management team for this project and provide their cities of residence. Describe in detail the experience and expertise of each team member. The key personnel, at a minimum, are the project superintendent, project manager, estimator or preconstruction manager, and the executive in charge. (Note: Key personnel must be committed to this project for its duration unless excused by the University.)
Please see our teams resumes on the following pages.
3) For each project listed as part of the relevant project experience sections, list the members of the proposed team for this project (including consultant staff) who worked on each listed project and describe their roles in those projects. If the team as a whole provided construction management services for any of the relevant projects listed, so indicate. Please see pages 14-18 for our relevant project experience sections.
4) Name any consultants which are included as part of the proposed team. Describe each consultant's proposed role in the project and its related experience. Identify on which of the
We do not have any consultants that are included as part of the proposed team.
Emory University Oxford College Hoke O'Kelley Library Addition and Renovation
John took an interest in construction after building an outdoor classroom for his Eagle Scout project. He loves the challenge of taking a concept on paper and making it a reality. With his mother, sister, aunt, and grandmother all involved in education, specializing in education construction seemed a natural fit. John has built classrooms, meeting space, laboratories, and athletic facilities on university and private school campuses around the Southeast.
Client relationships and service are John’s top priority. He focuses on establishing long-term partnerships that allow us to serve our clients as a trusted resource when they plan for new projects and as their contractor when they are ready to build. John also provides oversight to our Atlanta Education & Research division by leading business development, securing work, and supporting project teams from an executive level. John has several years of hands-on construction experience and knows his team members' strengths well. He uses this information to staff and provide appropriate resources to the projects under his purview, setting them up for success to provide products of the highest quality.
SELECTED EXPERIENCE
Georgia Institute of Technology Price Gilbert Library and Crosland Tower Renewal, Atlanta, GA — $76 million
222,816 sq ft, multiphase, heavy renovation of existing Georgia Institute of Technology library; included asbestos abatement, rework and replacement of skin and curtain wall systems, and a three-story bridge connecting the two buildings
Science Square at Georgia Tech, Atlanta, GA — $222 million
Mixed-use development featuring a 390,000 sq ft life science building that includes lab and office space, a café, a fitness center, retail and restaurant space, and a 896-space parking deck; it also includes a 285-unit residential building that consists of a six-story wood-frame structure and a 14-story high-rise concrete component, as well as a pool, a fitness center, and courtyard
Georgia State University Research Tower, Atlanta, GA — $76.5 million 158,409 sq ft science research and instructional building; includes research labs, instructional labs, office and service space, vivarium, classrooms, student study, and building support
Georgia State University Convocation Center, Atlanta, GA — $71.8 million
135,000 sq ft stand-alone building in downtown Atlanta housing a 7,300 seat arena, educational classrooms, and concessions
University of Georgia Special Collections Library, Athens, GA — $27 million
Five-story, 115,000 sq ft library containing special vaults, classrooms, a lecture hall, conservation lab and processing area, and gallery spaces; LEED Gold certified
YEARS IN INDUSTRY: 17
YEARS WITH FIRM: 17
GEORGIA
EDUCATION
Georgia Southern University
B.S., Construction Management
TRAINING & CERTIFICATIONS
CPR/AED/First Aid Certified
OSHA 30-Hour Construction Certification
LEED AP
REFERENCES
Todd Bradford Director of Facilities
Berry College
706.378.2949
tbradford@berry.edu
Kim Bauer
Senior Director, FD&C
Georgia State University 404.413.2000 kimbauer@gsu.edu
AFFILIATIONS
Georgia Southern Construction Management Industry Advisory Board
Steven Barber, LEED AP
OPERATIONS MANAGER
A love of building runs in Steven's family. After a childhood punctuated by Lego toy masterpieces, Steven took the construction route while his twin brother pursued a career in architecture. Steven is passionate about doing things the right way the first time and staying on schedule. From his perspective, the owner is making a tremendous investment, so his job is to make the project the best it can be. Hardworking and organized, Steven strives to finish his projects successfully and early.
As operations manager, Steven keeps projects running smoothly by supporting project teams and monitoring the budget, schedule, progress, and performance. Based on his years of experience, Steven knows how to resolve conflicts in drawing/scope, maintain financial accountability, and assist project managers and superintendents with identifying and navigating potential areas of concern. Steven’s responsibilities also extend to division operations, including monitoring safety performance, tracking project metrics, staffing upcoming projects, and leading project milestone team meetings.
SELECTED EXPERIENCE
Medical University of South Carolina Drug Discovery and Bioengineering Building, Charleston, SC — $79 million
Six-story, 240,000 sq ft complex of research and teaching facilities for multiple departments; LEED Gold certified
Clemson University Memorial Stadium Renovations
Clemson, SC — $53.1 million
41,000 sq ft renovation of the existing football stadium and Master Club; included addition of premium seating and club spaces, fan experience upgrades, new videoboard, ADA accessibility and seating, locker room renovations, a new west end zone tunnel, Tiger Walk overhaul, and training, coaching, and officials’ game day spaces
Clemson University Alumni & Visitors Center, Clemson, SC — $48.6 million 98,000 sq ft office building for Clemson University
Bull Street First Base Building Office Building, Columbia, SC — $17 million
Four-story, 150,000 sq ft core-and-shell office building; 12,000 sq ft build-out in first base building of the Bull Street development
WestLawn at BullStreet, Columbia, SC — $13 million
Five-story, 85,000 sq ft office building constructed with cross-laminated mass timber (CLT); structure consists of a structural steel frame, concrete podium, cross-laminated timber shear walls, and CLT floor slabs
Georgia Southern University Biological Sciences Building Statesboro, GA — $34.8 million
Four-story, 152,000 sq ft educational facility; includes state-of-the-art research labs, instructional labs, classrooms, administrative and faculty offices, and student activity space; LEED Gold certified
YEARS IN INDUSTRY: 20
YEARS WITH FIRM: 20
SOUTH CAROLINA
EDUCATION
Clemson University B.S., Construction
TRAINING & CERTIFICATIONS
Level 1 CPC Exam - Associate Constructor
OSHA 30-Hour Construction Certification
LEED AP
REFERENCES
Robby Aull
Senior Vice President
Stevens & Wilkinson-SSOE Group
803.765.0320
raull@stevens-wilkinson.com
Tommi Jones
Capital Projects Project Manager
Clemson University
864.643.6213
tommij@clemson.edu
AFFILIATIONS
Associated General Contractors
Associated Builders and Contractors
U.S. Green Building Council
Clemson University CSM IAB Executive Committee
Gavin Axson, LEED AP
PRECONSTRUCTION DIRECTOR
An Upstate native, Gavin has been interested in construction since preschool. He spent his childhood building large structures with blocks, moving on to full-scale forts on his parents' property as he got older. This passion for building motivated him to pursue a degree in construction science. Over the last decade, Gavin has overseen nearly 40 projects totaling more than $230 million in volume in the Carolinas.
Driven by a relentless desire for improvement, Gavin is an innovator who champions a consistent approach to project planning. He works closely with the regional preconstruction director to align on both regional and corporate objectives, ensuring our strategies are actionable and lead to tangible results companywide. At the office level, he oversees the personal and professional development of our preconstruction team. With a keen focus on training and creating an environment of continuous improvement, Gavin supports his teammates with the resources they need to deliver the high-quality results we’re known for.
SELECTED EXPERIENCE
WestLawn at BullStreet, Columbia, SC — $13 million
Five-story, 85,000 sq ft office building constructed with cross-laminated mass timber (CLT); structure consists of a structural steel frame, concrete podium, cross-laminated timber shear walls, and CLT floor slabs
Medical University of South Carolina Drug Discovery and Bioengineering Building, Charleston, SC — $79 million
Six-story, 240,000 sq ft complex of research and teaching facilities for multiple departments; LEED Gold certified
Clemson University Memorial Stadium Renovations
Clemson, SC — $53.1 million
41,000 sq ft renovation of the existing football stadium and Master Club; included addition of premium seating and club spaces, fan experience upgrades, new videoboard, ADA accessibility and seating, locker room renovations, a new west end zone tunnel, Tiger Walk overhaul, and training, coaching, and officials’ game day spaces
Clemson University Women's Sports Program Expansion (WSPE) Clemson, SC — $29 million
9,000 sq ft lacrosse operations facility with an NCAA regulation lighted artificial turf competition field, a press box, concessions and restrooms, and bleacher seating for 976 spectators; a 21,000 sq ft gymnastics operations and training facility; a 10,000 sq ft women’s elite athlete recovery center; and related civil scope for site work to include 262 paved parking spaces
Camperdown Mixed-Use Development, Greenville, SC — $167 million
Three-level, 629-space precast parking deck podium for an 11-story, 287,177 sq ft high-rise residential building, a 17-story, 376,000 sq ft office building, and 30,000 sq ft of retail space; scope of work includes the demolition of a building and supporting structures, completion of hardscape and plaza
YEARS IN INDUSTRY: 21
YEARS WITH FIRM: 21
SOUTH CAROLINA
EDUCATION
Auburn University
B.S., Building Science
Clemson University
Master of Business Administration
TRAINING & CERTIFICATIONS
Certified General Contractor
OSHA 30-Hour Construction
Certification
LEED AP
Leadership Greenville
REFERENCES
Eric Sabin
Executive Senior Associate AD / Finance & Operations
With a father who was a civil engineer and an uncle who was a contractor, Wallace has construction in his blood. Fascinated by buildings from an early age, he began an architecture degree before ultimately deciding he preferred the tangible quality of construction. Wallace took a position with a large general contractor after graduation and has since had the opportunity to take on notable projects in diverse fields, including education, entertainment, healthcare, and hospitality. With experience at institutions such as the University of Georgia, Georgia Tech, Georgia Southern, Emory, and Agnes Scott College, Wallace has focused on higher education projects since he joined Brasfield & Gorrie in 2000.
Client relationships and service are Wallace’s top priority. He focuses on establishing long-term partnerships that allow us to serve our clients as a trusted resource when they plan for new projects and as their contractor when they are ready to build. Wallace also provides oversight to Atlanta's Education and Research division by leading business development, securing work, and supporting project teams from an executive level. Wallace has several years of hands-on construction experience and knows his team members' strengths well. He uses this information to staff and provide appropriate resources to the projects under his purview, setting them up for success to provide products of the highest quality.
SELECTED EXPERIENCE
Georgia Institute of Technology Price Gilbert Library and Crosland Tower Renewal, Atlanta, GA — $76 million
222,816 sq ft, multiphase, heavy renovation of existing Georgia Institute of Technology library; included asbestos abatement, rework and replacement of skin and curtain wall systems, and a three-story bridge connecting the two buildings
University of Georgia Special Collections Library, Athens, GA — $27 million
Five-story, 115,000 sq ft library containing special vaults, classrooms, a lecture hall, conservation lab and processing area, and gallery spaces; LEED Gold certified
Emory University Oxford College Hoke O’Kelley Library Addition and Renovation, Oxford, GA — $7 million
Three-story, 29,000 sq ft addition and renovation to the existing Oxford College Library, including new classrooms, collaboration spaces, and hardscape; LEED Silver certified
Georgia State University Convocation Center, Atlanta, GA — $71.8 million
135,000 sq ft stand-alone building in downtown Atlanta housing a 7,300 seat arena, educational classrooms, and concessions
Emory University Health Sciences Research Building (HSRB) Atlanta, GA — $69 million
Four-story, 200,000 sq ft research facility; includes a clinical trial center with a major vaccine and therapeutic evaluation unit, an epidemiology/outcomes research center, a clinical immunology core laboratory, and laboratories for neurosciences, genetics, predictive health, cellular therapies, regenerative medicine, and drug discovery; LEED Silver certified
YEARS IN INDUSTRY: 36
YEARS WITH FIRM: 25
GEORGIA
EDUCATION
Auburn University
B.S., Building Construction
TRAINING & CERTIFICATIONS
OSHA 30-Hour Construction Certification
LEED AP REFERENCES
Kim Bauer
Senior Director, FD&C Georgia State University 706.542.8720
gmdarden@uga.edu
Lindsey Cottingham
Senior Project Manager
Georgia Institute of Technology 404.413.2000
kimbauer@gsu.edu
AFFILIATIONS
Construction Specifications Institute
Auburn Alumni Association
Auburn University Building Science Advisory Committee
Atlanta Chapter USGBC
Associated Builders and Contractors
Harold Scott
SUPERINTENDENT
Harold was introduced to construction by the man that would soon be his father-in-law. Initially, Harold’s favorite part about building was the instant gratification of seeing the work performed in a day. After he began managing the work, however, he found greater satisfaction in knowing all of the elements necessary to make the project successful and knowing his integral part in that success. With extensive experience, Harold is a resourceful leader who inspires teamwork and focuses on making projects outstanding. As the project's superintendent, Harold works side-by-side with the management team to develop and maintain the schedule while remaining within budget. He oversees field forces on the site, helps to establish the most efficient sequencing of construction activities, manages subcontractors, upholds Brasfield & Gorrie's safety and quality standards, and trains field personnel.
SELECTED EXPERIENCE
Lexington Medical Center Clinical Expansion West Columbia, SC — $293 million
12-story, 550,000 sq ft hospital tower on an eleven-acre site; 51-phase, 130,730 sq ft renovation of the existing hospital; includes a seven-level, 1,000-space precast parking deck and a new 64,000 sq ft central utility building
Prisma Health Richland MACC, Columbia, SC — $65 million
Four-story, steel frame structure, 135,000 sq ft medical office building and ambulatory surgical center; building connects clinics, pharmacy, lab, imaging, physical therapy, and ambulatory surgery
Covenant Day School Track and Field, Matthews, NC — $1.3 million
Demolition of an existing building; perform site work and construction of a new track and turf field
AnMed Medical Center Inpatient Consolidation and Emergency Department Renovation, Anderson, SC — $60 million
171,224 sq ft renovation of eight levels of existing facility; includes renovations of the ED, obstetrics, operating rooms, surgery support spaces, and heavy medical gas work and upgrades to mechanical systems and electrical infrastructure
Ally Bank Tenant Improvements, Charlotte, NC — $68 million 14-floor, 358,850 sq ft tenant build-out, including MEP, cafe and kitchen space, multi-level fitness space, golf and NASCAR immersion zones, library, event space, vegetation walls, outdoor terrace, monumental steel stairs, and high-end finishes throughout
AnMed Health McDuffie Office Renovation, Anderson, SC — $378,000 4,484 sq ft interior office renovation
Jeff fell in love with construction while spending summers as a laborer for the general contractor where his father worked, and he’s been in the construction industry ever since. Brasfield & Gorrie’s sterling reputation caught his eye at a local job fair, and since joining our ranks, he’s become a shining example of our company values himself. With impeccable time management skills, a wealth of trade knowledge, and a real penchant for teamwork, Jeff has crafted himself into a superb project manager, encouraging his crews to buy in to project goals as a means of reaching personal milestones. By always maintaining a servant’s mentality, Jeff leads by example and ensures a quality product for every client.
As senior project manager, Jeff serves as your primary contact throughout the project. Providing the team extensive experience and expertise, he is involved with the details of the project from preconstruction through closeout. He works with the design team, manages the budget and schedule, oversees the project management team, and works with the superintendent to ensure the training and readiness of the field team and the safe execution of the project.
SELECTED EXPERIENCE
Prisma Health Richland MACC, Columbia, SC — $65 million
Four-story, steel frame structure, 135,000 sq ft medical office building and ambulatory surgical center; building connects clinics, pharmacy, lab, imaging, physical therapy, and ambulatory surgery
WestLawn at BullStreet, Columbia, SC — $13 million
Five-story, 85,000 sq ft office building constructed with cross-laminated mass timber (CLT); structure consists of a structural steel frame, concrete podium, cross-laminated timber shear walls, and CLT floor slabs
Freed and Sabal Street Parking Garages, Columbia, SC — $14.4 million
Six-level, 224,000 sq ft, cast-in-place parking deck and three-level, 76,000 sq ft, cast-in-place parking deck in the BullStreet District; 868 total spaces
Clemson University Memorial Stadium Renovations
Clemson, SC — $53.1 million
41,000 sq ft renovation of the existing football stadium and Master Club; included addition of premium seating and club spaces, fan experience upgrades, new videoboard, ADA accessibility and seating, locker room renovations, a new west end zone tunnel, Tiger Walk overhaul, and training, coaching, and officials’ game day spaces
Project Walker, Anderson, SC — $140.6 million
1,000,000 sq ft industrial manufacturing and warehouse facility that includes 210,000 sq ft of Class A office space; 109-acre greenfield site with mass grading, mass fill, rock blasting, and an associated four-level precast parking deck
Pardee UNC Cath Lab Renovation, Hendersonville, NC — $2.7 million
4,400 sq ft renovation of existing hospital office space creating a new cath lab and patient space
YEARS IN INDUSTRY: 15
YEARS WITH FIRM: 7
SOUTH CAROLINA
EDUCATION
University of South Carolina
M.B.A., Business Administration
Clemson University
B.S., Construction Science and Management
TRAINING & CERTIFICATIONS
Project Management Professional
REFERENCES
Bryan Ellison
Senior Vice President Design & Construction
NexCore Group
303.244.0700
bryan.ellison@nexcoregroup.com
Brandon Coker
Executive Director, Facilities Development
PRISMA Health
864.455.7000
brandon.coker@prismahealth.com
AFFILIATIONS
Associated Builders and Contractors
Greenville Office Safety Committee Lead
Chelsey Williams, EIT
PROJECT MANAGER
Chelsey’s interest in a construction career evolved from her experience in management at a North Carolina summer camp. That experience made her realize she wanted a career that would constantly change, keeping her busy and active. With an aptitude in math and science and an interest in architecture, she pursued a civil engineering degree in college, but she soon realized that the courses she enjoyed most were construction related. Realizing that a construction career would combine her interest in management with her engineering degree, Chelsey interned with Brasfield & Gorrie and her path became clear. Chelsey’s favorite part of building is getting to be part of progress. For her, knowing she helped put all the pieces together is extremely rewarding. Exceptionally committed, with strong attention to detail and organizational skills, Chelsey is passionate about the relationships she builds and about making certain the projects she works on are ones she can be proud of.
As project manager, Chelsey works with the project team to plan, manage, and successfully execute the project's construction from preconstruction through completion. She understands the importance of the critical path as well as attention to detail in every facet of the project scope. Her key responsibilities include drawing reviews; cost control; material procurement; trade contractor solicitation, selection, and performance reviews; schedule maintenance; and quality control.
SELECTED EXPERIENCE
Lexington Medical Center Clinical Expansion
West Columbia, SC — $293 million
12-story, 550,000 sq ft hospital tower on an eleven-acre site; 51-phase, 130,730 sq ft renovation of the existing hospital; includes a seven-level, 1,000-space precast parking deck and a new 64,000 sq ft central utility building
Prisma Health Richland MACC, Columbia, SC — $65 million
Four-story, steel frame structure, 135,000 sq ft medical office building and ambulatory surgical center; building connects clinics, pharmacy, lab, imaging, physical therapy, and ambulatory surgery
Clemson University Women's Sports Program Expansion (WSPE)
Clemson, SC — $29 million
9,000 sq ft lacrosse operations facility with an NCAA regulation lighted artificial turf competition field, a press box, concessions and restrooms, and bleacher seating for 976 spectators; a 21,000 sq ft gymnastics operations and training facility; a 10,000 sq ft women’s elite athlete recovery center; and related civil scope for site work to include 262 paved parking spaces
Clemson University Memorial Stadium Renovations
Clemson, SC — $53.1 million
41,000 sq ft renovation of the existing football stadium and Master Club; included addition of premium seating and club spaces, fan experience upgrades, new videoboard, ADA accessibility and seating, locker room renovations, a new west end zone tunnel, Tiger Walk overhaul, and training, coaching, and officials’ game day spaces
YEARS IN INDUSTRY: 11
YEARS WITH FIRM: 11
SOUTH CAROLINA
EDUCATION
Clemson University
B.S., Civil Engineering
TRAINING & CERTIFICATIONS
Engineer in Training (EIT)
REFERENCES
Danny Scott
Senior Technical Coordinator
Perkins&Will
404.443.7421
danny.scott@pekinswill.com
Jill Romano
Senior Project Manager
Earl Swensson Associates 615.760.6823
jillr@esarch.com
Click here or scan for Brasfield & Gorrie’s Education market sector overview
Oglethorpe University I.W. Ike Cousins Center for Science and Innovation Atlanta, GA
Experience
Georgia Institute of Technology Price Gilbert Library and Crosland Tower Renewal
Atlanta, GA
PROJECT DESCRIPTION
The Georgia Institute of Technology Price Gilbert Library and Crosland Tower Renewal project is a multiphase, comprehensive renewal totaling 222,816 sq ft between the two interconnected structures. This project included building envelope upgrades that replaced and significantly refit the exterior shell of both structures. Phase one included a ten-story renovation to Crosland Tower with abated asbestos, complete interior demolition, complete skin rework, and sawcut existing slabs to create open, multifloor atrium spaces. Phase two included a seven-story renovation to Price Gilbert Library with abated asbestos, select demolition, new structural sheer walls, and a complete replacement of existing travertine and curtainwall systems. Both phases included LED light fixtures, chilled beam HVAC systems, new air handlers, and harvested rainwater toilet plumbing. The scope of work also includes a three-story bridge connecting the two buildings.
2020 ENR Awards - Merit Award
TEAM MEMBERS | Team members for your project in blue
All team members are still employed with Brasfield & Gorrie
Emory University Oxford College Hoke O'Kelley Library Addition and Renovation
Oxford, GA
Higher Ed Library Renovation
PROJECT DESCRIPTION
The Emory at Oxford Hoke O’Kelley Library Addition and Renovation consisted of an addition and renovations to the library at Emory Oxford campus, including a full interior demolition and renovation of the existing two-story, 20,255 sq ft library building. The renovation included major structural modifications, with new steel framing and new exterior shear walls, as well as a new stucco facade, cast stone, windows, flashings, and roofing. The interior portion of the renovation included a cafe, warming kitchen, classrooms, administrative areas and office space, special collections, reading rooms, study and tutor rooms, conference rooms, research space, and archival space. High-density compact shelving was installed on both floors.
The two-story, 8,745 sq ft addition features an architectural clerestory, stained wood trusses, and stained wood decking. The roof structure enhances the building’s integrity by acting as a brace frame for the existing structure.
TEAM MEMBERS | Team members for your project in blue
All team members are still employed with Brasfield & Gorrie
PROJECT DATA
Start: May 2012
Completion: April 2013
$7 million
29,000 sq ft
LEED Silver Certified
OWNER
Stuart Adler
Senior Director Capital Construction
Emory University
404.727.7638
stuart.adler@emory.edu
ARCHITECT
Dan Berman
Architect
Collins Cooper Carusi Architects
404.873.0001 dberman@collinscoopercarusi.com
Wallace Watanabe
Vice President, Market Sector Expert
Lexington Medical Center Clinical Expansion
PROJECT DESCRIPTION
As the largest hospital expansion in South Carolina's history, the Lexington Medical Center (LMC) Clinical Expansion project now meets the growing healthcare needs of the surrounding community. The new 550,000-square-foot patient care tower has established LMC as the most modern, state-of-the-art hospital in the state.
The 12-story tower added 176 new beds, with 26 of those dedicated to critical care. It features 16 new LDRP rooms, 20 private NICU positions, eight new operating rooms, and two additional endoscopy suites.
Additionally, the project involved a 155,000-square-foot renovation within the fully operational main hospital, encompassing 41 phases across the first four floors to integrate the new expansion tower. Renovated departments included the sterile processing department, cafeteria, kitchen, endoscopy, surgery wing, pharmacy, and other back-of-house and material processing spaces.
TEAM MEMBERS | Team members for your project in blue
All team members are still employed with Brasfield & Gorrie
Harold Scott Senior Superintendent
Chelsey Williams Project Manager
PROJECT DATA
Start: June 2016
Completion: March 2019
$293 million 550,000 sq ft
OWNER
Brooks Williams Director of Construction Services Lexington Medical Center 803.791.2217 dhwilliams@lexhealth.org
ARCHITECT
John Hundley
Atlanta Studio Director Rosemann & Associates, P.C. 678.590.3200 jhundley@rosemann.com
West Columbia, SC
Prisma Health Richland MACC
Columbia, SC
Remained Occupied Renovation
This project features a four-story, 135,000 square-foot, steelframe medical office building and ambulatory surgical center. It houses clinics, a pharmacy, a lab, imaging, physical therapy, and an ambulatory surgery center with two operating rooms, prep/recovery bays, sterile processing, endoscopy, and administrative spaces.
The imaging suite includes MRI, CT, x-ray, mammogram, ultrasound, EKG, and IV rooms. Physical therapy offers traditional therapy spaces, hand and OT workstations, weight lifting facilities, and an outdoor turf field.
The full-service retail pharmacy includes a drive-thru. Lab space supports the on-site medical practices. The second floor is dedicated to orthopedics, featuring x-ray rooms, exam and procedure rooms, and provider spaces. The third floor hosts cardiology services, including exam and echo rooms, stress test areas, and a family practice with exam and consultation offices.
TEAM MEMBERS | Team members for your project in blue
All team members are still employed with Brasfield & Gorrie
Start: April 2024
Completion: September 2025
$65 million 135,000 sq ft
OWNER
Brandon Coker Executive Director, Facilities Development PRISMA Health brandon.coker@prismahealth.org
ARCHITECT
K. J. Jacobs
Principal McMillan Pazdan Smith
864.242.2033
kjjacobs@mcmillanpazdansmith.com
Steven Barber Operations Manager Gavin Axson Preconstruction Director
Jeff White SeniorManagerProject
Harold Scott Senior Superintendent
Columbia, SC Phased
Chelsey Williams Project Manager
Bull Street First Base Office Building and WestLawn at Bullstreet
Columbia, SC
BULL STREET FIRST BASE OFFICE BUILDING
The Bull Street First Base Building is a four-story, 150,000 sq ft core-and-shell office building in the heart of downtown Columbia. This project was completed on a tight site adjacent to Spirit Communications Park, which was also under construction. Brasfield & Gorrie completed tenant build-outs in the base building for Ogletree Deakins Law Firm and Spirit Communications.
WESTLAWN AT BULLSTREET
Set in the heart of the BullStreet District, WestLawn at Bull Street is a unique, five-story, 85,000 sq ft office building constructed with cross-laminated mass timber (CLT)—the first private office building to utilize CLT in Columbia, South Carolina. The building's structure consists of a structural steel frame, concrete podium, crosslaminated timber shear walls, and CLT floor slabs. CLT is a sustainable product and reduces the carbon footprint of a building. In addition, several oak trees were harvested during the land clearing at the Bull Street development, and that wood will be refinished and used for the building's wall coverings.
The Bull Street development is the largest urban development east of the Mississippi River and sits on the land of the South Carolina State Hospital. The building features four floors of Class A office space above a ground floor of retail suites. Tenants of WestLawn have a covered walkway leading to an adjacent city parking garage with the ability to look out their 10-foot windows over the Lawn, a shared civic space for the District.
PROJECT DATA - BULL STREET FIRST BASE OFFICE BUILDING
Start: June 2016
Completion: March 2019
$293 million 550,000 sq ft
OWNER
Robert Hughes
Project Manager
Hughes Development Corporation 864.233.2580
rhughes@hughesdevelopment.com
ARCHITECT
Markus Wilms Senior Associate Cooper Carry 404.237.2000 markuswilms@coopercarry.com
PROJECT DATA - WESTLAWN AT BULLSTREET
Start: March 2021
Completion: May 2022
$13 million 85,000 sq ft
DEVELOPER
Chandler Cox
Project Manager
TEAM MEMBERS | Team members for your project in blue
All team members are still employed with Brasfield & Gorrie
Barber Operations Manager Gavin Axson Preconstruction Director
Jeff White SeniorManagerProject
Hughes Development Corporation 864.233.2580
ccox@hughesdevelopment.com
ARCHITECT
David Crabtree Architect Perkins&Will 704.972.5600
david.crabtree@perkinswill.com
West Columbia, SC
Steven
Southern Polytechnic State University Library Addition and Renovation Marietta, GA
Section G
SPECIFIC PROJECT EXPERIENCE
1) Using the most relevant of your firm’s past projects (CM-R or other delivery method), provide a discussion of how this project demonstrates your firm’s singular capability to successfully complete this Project.
CHALLENGES & SOLUTIONS - GEORGIA INSTITUTE OF TECHNOLOGY PRICE GILBERT LIBRARY AND CROSLAND TOWER
Both of these buildings were built over 50 years ago, so the as-built drawings we were to utilize were hand drawn and not true as-builts as we might see today, but probably the original plans issued for construction. This created many opportunities to uncover unexpected conditions upon our demolition of finishes both inside and outside the building.
To develop a more open and inviting library environment, the plans called for opening up the veneer and the internal structure to allow for more natural light. This meant that we had extensive structural demolition to perform which included:
⚫ Removal of 25% of the structural slab and beams on levels 3 and 4 of Crosland Tower to create new multistory atrium spaces
⚫ Removed 10 floors of existing cast-in-place concrete stairs in the core of Crosland Tower, installed steel beams and decking and converted the former stairwells to centrally located bathrooms
⚫ Removed slabs on eight floors on each end of Crosland Tower to install new stair wells
⚫ Removed 50% of the structural slab on Crosland Tower level 1 to create a large atrium space as a reading room
⚫ Removed 50% of the existing basement roof slab to enable hoisting of new mechanical equipment into basement
⚫ We removed 80% of the ground floor SOG of Proce Gilbert, excavated 10’ deeper and poured a 5’ thick mat foundation to support the new core shearwalls
The project included the removal of three existing 10-stop elevators and coordination of three custom elevators to fit the existing shafts. Upon demolition of finishes in this core area, we found construction methods of the 1960s, did not meet the requirements for elevators of today. This required extensive structural modifications to the hoistway entrance areas to maintain the elevator manufacturer’s requirements and keep the building structurally sound. Upon deeper investigation, it was determined that only a certain percentage of structural concrete was allowed to be removed. To compensate for this, our team proposed to remove the additional concrete at the elevator fronts, and once the new hoistway frames were set to install, 4x12 tube steel members with DBA’s drilled and epoxied dowels into the remaining existing concrete.
a) Describe how your firm’s approach to project management establishes clear lines of authority, responsibility, and communication to achieve success.
With the advancements of technology in the world and in the construction industry, there are several ways to communicate effectively with the team on a project. However, we believe that you can never eliminate the Human Factor. In fact, all great communication starts with a commitment by the team to communicate often in a transparent, professional, and ethical manner. We believe this type of communication will develop trust allowing honest dialog leading to great results.
Brasfield & Gorrie is committed to effective communication and will propose the following methods on the USC Thomas Cooper Library Renovation project:
⚫ Understanding Expectations: Most conflict happens due to unknown or unrecognized expectations. We will work with the team to make sure that we fully understand the owner’s goals and expectations for the project, and we will work hard to honor them.
⚫ Being Vocal: It is our responsibility to be a vocal member of the team. We need to raise red flags and not be afraid to bring issues to the table that could potentially compromise the goals of the project.
⚫ Being Inclusive: We will help establish a communication protocol to make sure all team members are included appropriately.
⚫ Phone Calls: While technology has streamlined and made many things more efficient, it can’t take the place of good verbal communication to really understand someone’s expectations or emotions about a particular issue.
⚫ In Person Meetings: In person meetings are the best method for effective communication in the construction industry. In person meetings will be used for OAC meetings, reviewing of mockups, reviews of work-in-place, and identification of safety hazards and basic coordination.
⚫ Virtual Meetings: While virtual meetings were around prior to the pandemic, the pandemic has taught us to use this form of communication more efficiently and effectively.
⚫ Emails and Texts: We believe emails and texts are great for fast communication, documentation, and sharing of information and documents.
⚫ Documentation: We are proficient at many project management software systems to organize and manage construction documentation and information with USC and the rest of the team. We truly believe that strong team communication is a key to the success of the project, and we are committed to collaborating with the team to communicate clearly, honestly, accurately, timely, and proactively in an effort to enhance understanding of expectations and attempt to eliminate any miscommunication.
b) Describe conflicts or potential conflicts with the owner or with trade contractors and describe the methods used to prevent and/or resolve those conflicts.
At Brasfield & Gorrie, we believe the first ingredient for routinely solving complex issues is having the right mix of experienced professionals on our team that can provide wisdom and knowledge needed to figure out creative solutions to problems and issues. Our team will work hand in hand with the project team by implementing the following procedures:
⚫ Close monitoring of the project. This starts with being fully engaged in the project and staying on top of things on a daily basis. We will be proactive to identify and foresee issues before they become major problems.
⚫ Quickly bringing issues to the attention of the project team. This means that when we uncover an issue, we will make sure the entire team is informed about it as soon as possible. Problems cannot be resolved if they are not known.
⚫ Prioritizing issues by importance and potential impact to the project.
⚫ Doing our homework. We will dig deep into the issue to understand the intricacies and complexities so that we are fully informed and can fully inform the team.
⚫ Asking for help from other team members. We know that we will often not have answers and need help from other team members to come up with solutions.
⚫ Proposing solutions. Some issues require only one solution; however, many issues may have several possible solutions that the team should consider. We will propose as many solutions as we can come up with along with the advantages and disadvantages of each solution.
⚫ Providing impacts to cost, schedule, and quality. To make a smart decision, it is important that we provide accurate information to the team regarding each solution to an issue with regards to cost, schedule, and quality impacts to the project. It is also important to identify other impacts such as long-term energy or maintenance costs.
⚫ Providing timely solutions. It is important that we not only identify issues in a timely manner, but also work hard to find solutions and bring them to the table in a timely manner.
⚫ Implementing the solution. Finally, it is important that we implement and execute the solution agreed to by the team without deviation from the plan while honoring our commitments.
c) Describe the types of records, reports, monitoring systems and information management systems which your firm used in the management of those projects.
Collaboration is essential to the success of any project. That’s why Brasfield & Gorrie works closely with contractors, vendors, clients, and design teams via Procore, a project management software system, to ensure efficient communication and accountability across the project.
Procore allows us to be more consistent in our planning and execution for each build we undertake. This software benefits the entire team, including workers in the field, by housing several functions in one comprehensive, mobile-friendly platform. This allows us to better leverage data, improve efficiency, and resolve potential problems earlier in the process. Procore’s collaborative features include:
⚫ Project directories containing contact information for each project team member
⚫ Customizable distribution lists that can be sent to owners as desired
⚫ Easy access to all project documents (drawings, specifications, schedules, etc.) through shared folders
⚫ Meeting minutes accessible throughout the project
⚫ Project photos accessible throughout the project
⚫ Tools for performing safety and quality inspections
⚫ Tools for corresponding with trade partners
⚫ Punch lists that can be created, tracked, assigned, closed, and viewed across the project team
⚫ Daily field reports and other project reporting
⚫ Virtual models that allow for increased team accessibility and owner visibility
⚫ RFIs and submittals with customizable workflow distribution
These comprise only a handful of features that we use to streamline communication and increase efficiency on your project.
Performance is one of our core values, and our extensive knowledge of the Procore platform means achieving optimal results with this software isn't just attainable—it's expected.
Performance is one of our core values, and our extensive knowledge of the Procore platform means achieving optimal results with this software isn’t just attainable—it’s expected.
d) Describe your cost control methods for the preconstruction and construction phases. How do you develop cost estimates and how often are they updated?
At Brasfield & Gorrie, we believe it is our responsibility to be good stewards of the funds that the owner has committed to the project. It is the owner’s funds, not ours. With this in mind, we are committed to controlling costs and delivering the best value construction product and experience for our clients. We treat your money as if it is our money, and we manage and scrutinize all cost.
PRECONSTRUCTION PHASE
Cost control starts with preparation of a solid plan and budget for the project. During the preconstruction phase our methods for delivering and performing at a high level are as follows:
Doing Our Homework: We go to great lengths during the preconstruction phase to dig into every detail and really understand the project.
Detailed Quantity Take-Off: Even at GMP, our team does a detailed quantity take-off of all materials for the project. This helps us understand the project and make sure that the subcontractors and vendors have the correct scope and quantities included in their price.
Filling Gaps: Since most often the GMP is based off of incomplete drawings, we take significant measures to fill in the gaps so that we have a holistic and complete estimate and budget for the job.
Bid Leveling: We do a detailed analysis of subcontractor scope and pricing to make sure each subcontractor or vendor bidding for a particular trade have included the same scope so that the prices are "apples to apples”.
Drawing Scrub: We identify gray areas and questions while doing a thorough analysis of the documents. We then request clarity through submitting detailed RFI’s during the preconstruction process before submitting a GMP.
Detailed Scope Analysis: We prepare a very detailed scope analysis for each trade and have several discussions with the subcontractors and vendors to make sure they have the correct scope included in their price.
Detailed and Realistic Schedule: Part of controlling costs is having a realistic detailed schedule with a logical sequence of work that allows the work to flow efficiently and realistically.
CONSTRUCTION PHASE
If we have prepared a solid plan and GMP, then controlling costs during the construction phase should be more about consistent monitoring and reviewing, rather than putting out fires. However, we take monitoring and controlling costs seriously, and we implement the following procedures on every project:
Material and Subcontractor Buy-Out Log: It is our responsibility to negotiate the best prices with the subcontractors and vendors on behalf of the owner. We will track any savings or losses on a Buy-Out log.
Contingency Log: We will vet, submit, and track any costs that we believe are valid uses of the construction contingency, and we will keep a log for the team to review.
Detailed Logistics Plan: Another critical element for controlling costs is having a well thought out logistics plan of how we plan on building the project efficiently.
Clarifications: We prepare a thorough and detailed document identifying clarifications to our GMP estimate that helps in managing expectations of what is included and not included in our GMP price.
Subcontractor Capability and Risk Analysis: We do a thorough review of subcontractor financials, manpower, and workload to make sure that they are capable of performing on the project. We also make sure that we perform a risk analysis assessment for all insurance and bonding needs prior to awarding or recommending any subcontractor for the project.
Unknown Conditions: At the very least, we will have unit prices and allowances established for unknown conditions expected to be encountered on site. In some cases, such as subsurface rock conditions, we may be able to work with a geotech engineer to map out the rock and relocate unground utilities or foundations to alternate locations with less risk.
Unit Prices: Where unit prices are established, we will keep logs to monitor quantities associated with the condition to keep the team informed.
Labor Reports: We use software that tracks actual cost, overtime, and manhours for labor to make sure we are trending in line with the labor budget.
Equipment Costs: We will negotiate fair rates within industry standards and use a log to track equipment rental costs for equipment rented by Brasfield & Gorrie.
Invoice Review: We have a three-person review of material invoices to make sure that they are in line with purchase orders and other agreements before approval.
Change Order Requests (IR’s): We will track each change on a change order request log and often times, provide Order of Magnitude pricing so that the team can make decisions to keep the project on track.
Change Order Log: We prepare a change order log to track approved change orders and the overall construction budget.
Subcontractor Change Orders (Tickets): We strive to minimize or prevent subcontractor “ticket” work in the field through preplanning and coordination.
Review of Subcontractor Change Orders: We review subcontractor and vendor change order requests for validity, fair and accurate pricing, and thoroughness prior to submitting for review by the team.
Subcontractor Billings: One of the most important aspects of cost control is a thorough review of subcontractor pay applications to make sure that they are accurate for the work in place or stored.
Cost Reports: Our team utilizes our internal software to track all actual project costs on a monthly basis. The team is required to prepare a cost projection each month for review by upper management.
Finally, as good stewards of the owner’s funds, our goal is to return savings at the end of the project.
Provide examples of how these techniques were used and what degree of accuracy was achieved.
Memorial Stadium Renovations at Clemson University Clemson, SC
Prisma Midlands Columbia, SC Science Square at Georgia Tech Atlanta, GA
Mercer University School of Medicine Columbus, GA
Berry College Animal Science Mount Berry, GA
Columbus State University College of Education and Health Professions Columbus, GA
Initial: $66,321,318 Final: $66,983,320
Initial: $52,670,748
Final: $51,111,580
Initial: $138,296,720 Final: $138,282,982
Initial: $31,354,033
Final: $30,865,970
Initial: $13,722,760 Final: $13,436,046
Initial: $19,235,926 Final: $19,342,367
Include examples of successful value engineering to maintain project budgets without sacrificing quality.
e) Describe the way your firm maintains quality control during the preconstruction and construction phases.
Development of our Quality Control Plan begins with an assessment of the owner’s needs and requirements. Once these are clearly understood, we will customize a program for managing quality on the project, from the start of construction documents throughout construction to project completion.
From our experience, we understand how important quality workmanship is for the overall success of the project. Brasfield & Gorrie holds high quality in the same regard, and we will be proactive in trying to eliminate any quality issues before they become concerns. Our project team will also work hand in hand with the design professionals, owner representatives, and the third party inspector in order to minimize/eliminate any quality control items.
Also, our Regional Quality Control Director Chad Gardner helps our project team ensure quality in several ways:
⚫ Review construction documents for coordination and completion as well as constructability prior to release for bidding to help keep our projects on schedule.
⚫ Assist in preparing a job specific QA/QC plan.
⚫ Conduct subcontractor pre-bid meetings to review project quality standards and establish specific quality control procedures for the project.
⚫ Initiate an A/E document clarification procedure which allows each trade contractor to ask specific questions in writing and to obtain written answers from the A/E.
⚫ Conduct trade contractor pre-award meetings that specifically cover the subcontractor’s construction methods and expectations. Technical specifications and critical application/construction procedures or conditions required in the specifications are also reviewed with each trade contractor.
⚫ Conduct regular project progress meetings that include quality concerns as well as coordination issues that impact quality on site.
⚫ We prepare a schedule delineating the frequency and format of inspections. These should include quality checks for submittal and shop drawings review, material check, and construction quality inspections.
⚫ Hold regular inspections of the quality of work and act as primary inspector of quality.
⚫ In addition to MEP trade coordination, BIM is a great tool for constructability which directly affects quality. We perform a thorough review of our model to verify that we can achieve proper installation of crucial details.
⚫ Inspect critical material at supplier’s factory prior to shipment to avoid schedule delays.
⚫ Require subcontractors to improve or replace any work which does not meet the required quality level.
VA Item - Move Sub-Grade Level to On-Grade - No Loss of square footage or any program
⚫ Inform the architect and/or the owner if quality appears inconsistent with the requirements of the contract documents.
⚫ Solicit A/E participation in an inspection at the completion of each zone, for each trade, before a “following” subcontractor covers the work of the first contractor.
⚫ Implement contract close-out procedures to complete punch list items, obtain all close-out guarantees, warranties, operation manuals, keys, as-built drawings, information, etc.
Brasfield & Gorrie will monitor our own workforce as well as our subcontractors to ensure that they are meeting, or exceeding, the high standards for the project. Our project management staff will conduct site walks to monitor work in progress and document quality issues with our QA/QC software.
Senior Superintendent Harold Scott will be responsible for QA and QC of the day-to-day construction activities. He will inspect the work on a daily basis and immediately address items that do not meet the requirements of the contract documents and/or industry standards.
Provide specific examples of how these techniques were used.
How prefabrication and inspections improved quality at the Georgia Aquarium
During the 2020 expansion of the Georgia Aquarium, Brasfield & Gorrie worked with Life Support Systems (LSS), a team focused on filtering the saltwater and maintaining the pumps, pipes, and filtration systems that support priceless species of marine life. This expansion involved the complex coordination of large-diameter underground high-density polyethylene (HDPE) piping. Because the quality of the piping and fusion joints were critically important to ensure the health and safety of the aquatic habitats, Brasfield & Gorrie requested that the life support subcontractor provide a quality control plan. This document explains some of the reasoning behind the decisions made and the lessons that we learned from them.
The decision to Prefabricate
The subcontractor chose to prefabricate most of the HDPE piping in a fabrication shop, giving them adequate space to work and a much more controlled environment. It would have been logistically impossible to prefabricate onsite due to the compact nature of the jobsite and doing so could have compromised the fusion joint with increased exposure to dirt and other debris.
Lessons Learned
⚫ Ask subcontractors to submit a quality plan to sets the expectation of quality at the beginning of the project and eliminate misunderstandings.
⚫ Perform material inspections prior to starting prefabrication.
⚫ Understand that the installation of fusion joints in HDDE pipe requires that work move in one direction—from one end of the job to the other.
⚫ When installing HDPE pipes, advanced planning is crucial.
⚫ Pipe penetrations in concrete walls must be properly coordinated.
⚫ Jobs must be sequenced to avoid electrofusion fittings, which should never be installed underground
⚫ Use a simple and effective quality assurance tool (like color-coded drawings) to track progress on weekly pressure testing.
⚫ A co-op is a valuable resource for tracking and performing quality control inspections
⚫ Prefabricating HDPE saves time and improves quality.
f) Describe the way in which your firm develops and maintains project schedules. How often do you update schedules?
We realize how important it is to meet the schedule milestones on the University of South Carolina Thomas Cooper Library project. Brasfield & Gorrie will develop a solid plan to meet the schedule commitments and succeed. Here's a breakdown of what schedule development typically entails:
Define Activities: Identify and list all the tasks that are necessary to complete the project.
Sequence Activities: Determine the logical order in which tasks should be performed. This involves identifying dependencies between tasks—what needs to be finished before something else can start.
Estimate Resources: Assess what resources (personnel, equipment, materials) are required for each activity. This helps in planning resource allocation and ensuring availability.
Estimate Durations: Estimate the time it will take to complete each task. Experience, historical data, and expert judgment often play key roles in making these estimates.
Develop the Schedule: Use scheduling tools and techniques, such as Critical Path Method (CPM) or Gantt charts, to create a timeline.
Identify Milestones: Mark significant points or events in the project that indicate progress. Milestones serve as checkpoints to ensure the project is on track.
Analyze and Optimize: Review the schedule for efficiencies and potential improvements. Look for ways to compress timelines, such as fast-tracking or crashing, without sacrificing quality.
Obtain Approval: Present the schedule to stakeholders, including project sponsors and team members, for their review and approval. Make necessary adjustments based on their feedback.
Publish the Schedule: Share the finalized schedule with all stakeholders. Ensure it is accessible and clearly communicated to everyone involved.
Monitor and Control: Continuously monitor the project's progress against the schedule. Use project management software to track actual performance and make adjustments as needed.
Update the Schedule: Adjust the schedule in response to changes, delays, or issues that arise during the project. Keep stakeholders informed of any significant changes. Effective schedule development ensures that the project progresses smoothly, resources are utilized efficiently, and milestones are achieved within the set timeframes. It’s a dynamic process that requires ongoing attention and adjustment to adapt to real-world conditions.
Please see below for our schedule committment examples.
Provide examples of how these techniques were used. Include specific examples of scheduling challenges, and how your firm helped solve them.
LEXINGTON
The last planner system (LPS) is a project management system developed by the Lean Construction Institute. The LPS is effective because the work is designed and managed by the people who do the work. Brasfield & Gorrie used the LPS on this project to help improve both design and construction schedule/program predictability.
Along with other elements of the LPS, Brasfield & Gorrie implemented pull planning, a collaborative process that divided the large-scale project into workable components, called phase schedules along with component teams, based on project milestones. Led by the field team, pull planning
started from each milestone end date and worked in reverse order to schedule only those activities necessary to prepare for the subsequent work, and developed a network of commitments that are then assessed to determine if they canbe fulfilled as estimated.
The pull planning session was attended by the people who will actually do the work—foremen, superintendents, designers, engineers, etc.— not their managers or company executives. This ensured that only value-added work was accomplished, and because the workers created the commitments, the time frames were more accurate. Work was scheduled in detail to create a consistent work flow.
Key dates and responsibilities were also outlined as part of the pull planning session. To ensure that all members stayed on track with their commitments, the team met weekly and sometimes daily for a check-in session to assess the project’s progress. Each task was assigned a performer who was responsible for completing the work and a due date. The status of the work was recorded on the work register, a visual tool distributed prior to each check-in session to evaluate the performance of the team. These pull planning sessions helped to identify constraints that could inhibit work goals. With constraints identified early, adjustments were able to be made to remove the constraints and keep the project moving forward, on time and within budget.
Planning and Scheduling
EMPHASIZING CONTRACT/ SPECIFICATIONS
We follow specifications and department policies and procedures, which are our recommended practices for planning and scheduling.
SETTING EXPECTATIONS
The project team reviews and completes the project planning and scheduling guide to set the team’s expectations.
IDENTIFYING
MAJOR MILESTONES
We identify contractual milestones and construction milestones as goals as the planning process begins.
DEVELOPING A PHASING PLAN
Working with the project team, we develop a phasing plan or key plans that become the work breakdown structure.
g) Describe techniques in which your firm would promote safety and mitigate adverse impacts to building occupants.
SAFETY
Safety is Brasfield & Gorrie’s top value. We value the safety and well-being of our employees, partners, and the general public above all else. We have an industry-leading safety, health, and environmental management system and leadership that fosters a strong safety culture throughout our company.
Because safety is our top priority, its emphasis is evident on every project. Safety planning begins early in the preconstruction process and plays a major role in implementing work safely while protecting staff, students, faculty, and visitors on an active campus. This becomes even more crucial when working around and within occupied buildings. Our site logistics plan will address the day-to-day safety of those on campus as well as contingencies for emergencies. Life safety, emergency egress, compliance with all required codes and regulations (including ADA access), and other safety issues will be addressed as we develop our plan to isolate the work from occupied spaces.
No plan, however well thought out, is effective without proper communication and collaboration with the University of South Carolina, local authorities, faculty, staff, and the student body. All construction plans will be properly vetted and communicated by the project team. We will also develop communications and signage to educate all affected parties.
CAMPUS CONSIDERATIONS
Brasfield & Gorrie has worked successfully on a variety of sizes and types of active campuses and understands
the expectations for safety and logistics. Our team has experience working on facilities with active operations and within tight constraints. Our expertise means that not only can you have confidence in the final product but you can also enjoy the experience throughout the process. We will work with you to develop a plan that meets your needs.
Campus Access: Safe and effective access and egress will be maintained for pedestrians and vehicles on campus. Proper placement of construction fencing and appropriate sequencing of activities are two methods we will use to maintain access.
Campus Activities: We understand that the pace and atmosphere of the campus environment must remain normal and predictable during construction, and that activities and events must continue uninterrupted. We will work with you to understand the campus’ expectations for scheduled and unscheduled activities and special events to ensure minimal interference from construction.
Construction Equipment: Proper sizing and thought process will be needed for equipment due to the tight spaces and overhead restrictions. An equipment plan will be on site at all times.
Construction Traffic: Deliveries will be carefully considered and scheduled to minimize impact to campus activities.
Material Staging: Particularly when areas for material laydown and storage are limited, proper scheduling of material deliveries is critical. To minimize the impact of construction activities on the campus and operations, we will consider creative use of the available space to accommodate material storage. The just-in-time delivery method may be utilized on this project.
Noise and Dust: Brasfield & Gorrie will establish regular working hours with the ownership team, collaborating with the administration to accommodate special events and other on-campus initiatives that may require modifications to these hours. Our team will also inform the ownership team of any construction activities that must be completed outside of normal working hours to coordinate the best dates for proceeding with those scopes. Likewise, we will be mindful of our equipment use and safety alarms that might cause disruption to normal campus activity. We will implement appropriate noise-reducing measures for the duration of the project and will work to accommodate additional noise remediation if needed at key times. We are committed to meeting your needs and will partner with you to ensure that our activities do not impede learning.
Safe Pedestrian Routes: We will use construction barriers and signage to ensure that active construction areas are appropriately marked and closed off to student and faculty traffic. Throughout the construction process, egress from adjacent buildings will be maintained, and temporary walkways will be provided for any egress paths affected by construction. Brasfield & Gorrie will communicate clearly, effectively, and often with administration regarding where construction activities are underway and will use clear, visible wayfinding signage to direct students, faculty, staff, and visitors around the building safely.
Site Aesthetics: We are sensitive to your concerns about your campus’ appearance, and we believe that a clean jobsite is a safer one. As your construction manager, Brasfield & Gorrie is both a guest on your campus and a representative of your college. We take this honor very seriously. Consequently, our team works to maintain a clean, inviting, and unobtrusive construction site.
Temporary Accommodations: If in-use facilities must be vacated, we will work with you to determine the most effective and cost-efficient alternative accommodations.
Tight Sites: Tight sites—often in urban settings—pose significant challenges that we address thoroughly in the planning stages. With substantial experience with these types of sites, we can maintain safety and efficiency despite tight quarters.
Utility Shutdowns: Brasfield & Gorrie will work closely with the ownership team to communicate any necessary utility shutdowns well in advance and to coordinate the most beneficial time to execute them to maintain the quality of campus life and the construction schedule.
2) Beyond the work examples submitted, describe your firm’s experience with LEED and/or Green Globes certification, or with projects where sustainable building strategies were implemented.
10 LEED PLATINUM CERTIFIED PROJECTS
80 LEED GOLD CERTIFIED PROJECTS
70 LEED SILVER CERTIFIED PROJECTS
36 LEED CERTIFIED PROJECTS
52 PROJECTS PENDING CERTIFICATION
171 LEED APS AND LEED GREEN ASSOCIATES
5 SITES CERTIFICATIONS
4 GREEN GLOBE CERTIFICATION
2 WELL CERTIFICATIONS
1 EPA’S ENERGy STAR RATING ACHIEVED
Describe how your firm can bring alternative construction methods proven to be cost-effective and appropriate for this project.
SELF-PERFORM
Our ability to self-perform gives us superior control over cost, schedule, quality, and safety. The amount of work we self-perform can range from 5 to 95 percent, depending on the type of construction. By self-performing work that many of our competitors must subcontract, we eliminate an additional markup, thereby reducing costs for the owner. When a substantial portion of the work is performed by our own forces, we can monitor the schedule more accurately and make labor adjustments more rapidly than we can through secondary contractors. This often accelerates project completion. Also, through self-performance, we have direct control of the quality of workmanship and the safety of the workplace. Brasfield & Gorrie has the capacity to self-perform in a variety of areas, from concrete structure to finish carpentry. Even when Brasfield & Gorrie does not self-perform any work, our self-perform capabilities benefit the project. Our knowledge and experience improve our ability to assess subcontractors’ work and hold them accountable for their cost, staffing, scheduling, estimating, and quality. L
1st Project to pursue and gain Green Globe Certification Grandview Medical Center
1st GSA LEED v4 Gold Sites Silver Certification Carroll A. Campbell Jr. U.S. Courthouse
1st LEED Certified Project in the State of Alabama Homewood Middle School
1st LEED Certified Office Building in the State of Alabama Brasfield & Gorrie Office Addition
PROVEN IN PREFABRICATION
Prefabrication can yield benefits every owner hopes for—increased safety and efficiency, higher quality, and reduced labor and material costs—but only if the project is properly planned and executed.
Brasfield & Gorrie has a strategy, business plan, and leadership team in place to define our effort in prefabrication and support the expansion of new capabilities.
We know what it takes to plan, manage, and install prefabricated components. Because we’ve worked with every aspect of the prefabrication process, we rely on internal best practices and expertise in evaluating which elements of a project are best suited for prefabrication.
IN-HOUSE MEP DEPARTMENT
Many general contractors have similar quality control approaches, but at Brasfield & Gorrie, we’ve gone a step further. In addition to our other quality control measures, we created an in-house MEP Systems Group to ensure that one of the largest expenditures of a project—the MEP systems—are designed, estimated, purchased, installed, started, and commissioned properly. The involvement of the MEP Systems Group from preconstruction through commissioning helps ensure that the systems meet the design intent and standards—and saves the time and cost that can result from systems that are incorrectly sized, placed, or started.
3) Describe your firm’s experience in the use of BIM systems during both preconstruction and construction.
To effectively manage the delivery process and provide planning assistance, constructability assurance, continuous and real-time costing, and simulation and testing of design scenarios and concepts, we implement a variety of tools to build projects virtually throughout preconstruction and construction. These tools expedite the process of taking a project from design to construction and, ultimately, to owner turnover. Building information modeling acts as the central hub, providing a foundation to implement a variety of new tools for preconstruction. These tools include model-based quantity takeoff, visualizations for subcontractor pricing, pricing communication to the owner, value engineering modeling, virtual mock-ups, four-dimensional (4D) scheduling, dynamic site logistics, prefabrication assembly drawings, and clash detection/coordination.
The modeling process will be of great benefit for this project for a couple of reasons. First, to help verify the existing conditions, and second, to assist in design and coordination of the new proposed work to be completed.
Our in-house Virtual Design department, along with the design team, our subcontractors, and our project team, will use this to our advantage to ensure that all materials are coordinated prior to fabrication and installation, thereby improving efficiency and cost control.
The model is also used for a variety of other purposes:
⚫ To assure total coverage of subcontractor scopes of work
⚫ To model value analysis alternatives, providing a visual representation of proposed budget-saving options
⚫ To better understand construction sequencing and explore various approaches and innovative ways to build the project
⚫ To perform site logistics/utilization planning
⚫ To determine construction phasing
⚫ To expedite the MEP coordination and shop drawing development and approval process
⚫ To coordinate all building systems, including structural, architectural, mechanical, plumbing, electrical, fire protection, and others, using clash detection software and best management practices
LASER SCANNING
As experts in laser-scanning technology, Brasfield & Gorrie has invested heavily in our ability to overlay physical scan data with BIM over the last several years. We use 3D laser scanning to supplement the VDC process by capturing existing conditions. From there, we create a model of an existing space or building and use the model to understand current site conditions and ensure the accuracy of work installed in the field meets the expectations of the original plan.
LASER
Section H
STATEMENT OF WHY FIRM SHOULD BE SELECTED
Provide a summary statement, no longer than one (1) page, which differentiates your firm from others offering similar services and which uniquely establishes the firm’s capacity and capability to perform this project.
BRASFIELD & GORRIE DIFFERENCE: HONORING OUR
COMMITMENTS
Building exceptional people, trusting relationships, great projects, and strong communities: that’s Brasfield & Gorrie’s purpose. Like University of South Carolina, our company is dedicated to improving people’s lives: those of our employees, those of our business partners, those in the communities and institutions where we work, and those of the many end users whose lives will be touched in myriad ways by the projects we build. We aim to impact the world around us in a positive way with our culture and our commitment to excellence in our craft.
Dedicated Education / Research Market Sector
There are unique requirements for building education facilities on active college campuses, which is why Brasfield & Gorrie established the Education/Research Market Sector 22 years ago. We wanted to develop experts to focus solely on this market with the goal to deliver the highest level of preconstruction and construction services to our clients. Although we have completed many successful higher education, institutional, research, and clinical projects, we continue to embrace new technologies and strive for improvement to make our projects even more successful for our clients.
Best in Class Preconstruction
One thing that has set Brasfield & Gorrie apart from our competition is the level of detail and accuracy of our preconstruction budgets—our initial budgets are typically within one to two percent of the projects’ final costs. Our collaborative approach to preconstruction and our transparency throughout construction have always been received positively from our clients because they know where every dollar is spent and why.
Renovation Experts
Brasfield & Gorrie has successfully completed several phased renovation projects in occupied facilities from Clinical Healthcare Facilities to the recently completed Georgia Institute of Technology Price Gilbert Library and Crosland Tower Renewal which is very similar to the Thomas Cooper Library project.
We make it a strategic priority to improve diveristy and inclusion
At Brasfield & Gorrie, we work daily to build diversity in our workforce, increase collaboration with minority business partners, and promote a culture that embraces new ideas and strengthens communities. Our diversity and inclusion efforts are currently focused on three key areas: recruitment, minority- and women-owned business enterprise (MWBE) engagement, and education and leadership.
This project is an opportunity to demonstrate our commitment to creating inclusive opportunities for MWBE. A collaborative approach with USC, our trade partners, and additional stakeholders will help us identify your priorities for MWBE engagement.
Recruiting local and minority trade contractors based on a well-established plan that will create meaningful impact across the community. Our EQUIP program is a proven strategy to achieve certain success. Jessica McMahan, Senior Supplier Diversity Manager, will be responsible for implementing the following processes in order to achieve maximum MWBE participation.
Conclusion
We are eager to secure this project to have the opportunity to collaborate with USC and build a strong partnership with the university.
