At RO, we know that healthcare isn’t just about space, it’s about enabling care to evolve. Like Remedy, we believe that adaptability, integrity, and smart problem-solving aren’t extras, they’re essential. We bring a builder’s grit and a partner’s mindset, because the future of healthcare depends on both.
EXPERIENCED PROJECT TEAM
Our team is not new to the healthcare world—or to working with you. We’re currently partnered with your team on another project in Tomball, Texas, and that experience has only deepened our understanding of your expectations, protocols, and communication standards. We know the pace, precision, and collaboration required to build successfully in healthcare, because we’re doing it with you right now. That familiarity allows us to hit the ground running and deliver a seamless project experience from day one.
COMPREHENSIVE PRECONSTRUCTION APPROACH
Our preconstruction team invests significant time and resources into thoroughly understanding every detail of your project. Through proactive coordination and advanced technology, we develop accurate, transparent budgets and identify value-saving opportunities early. This approach supports informed decision-making, avoids surprises, and creates a clear path to success, financially and operationally.
A STANDARD OF EXCELLENCE
At RO, exceeding expectations is how we operate. With over $1.8 billion in healthcare projects delivered across Texas, we’ve earned a reputation for keeping our word and being a proactive, reliable partner. That proven track record means you can count on us to deliver the UT Remedy Athens MOB with the same care, excellence, and integrity that define who we are.
Thank you for the opportunity and we look forward to the next chapter of collaboration in Athens, Texas.
Sincerely, Rogers-O’Brien Construction
Vice President, Business Development
HEALTHPEAK MCKINNEY MOB
We’re building a five-story, 125,000 SF medical office building that’s designed for performance and built for the people who’ll use it every day. The first step of the project starts with building a new parking lot to support the facility. It’ll take the place of an existing employee lot and create direct access to the site.
The MOB will match the look and feel of the surrounding campus while standing out with a distinct design of its own. It’s built to meet LEED Gold standards and will offer outpatient services like imaging, OB-GYN care, and behavioral health, helping Healthpeak expand its reach and impact in McKinney.
PROJECT INFORMATION
LOCATION
McKinney, Texas
TYPE OF FACILITY
Medical Office Building & Garage
CONTRACT VALUE (CURRENT)
$31,509,047
PROJECT SIZE
125,000 SF
COMPLEXITY
Tight site
Active hospital campus
Congruent with another GC project
CAMBRIDGE FRISCO MOB & GARAGE
The RO Dallas team is building a three-story, 85,800 SF medical office building and five-level, 635-space garage, right at the corner of the Dallas North Tollway and Warren Parkway, next to The Star. It’s the first project in Frisco Station’s new Health and Wellness District, and we’re proud to help lay the foundation for what’s next in North Texas healthcare.
The building’s anchor tenants will be Compass Surgical Partners, Orthopedic Institute of North Texas and Lam Vascular & Associates. They will operate a more than 13K SF multispecialty ambulatory surgery center and clinic space.
Completion is set for early Summer 2026.
PROJECT INFORMATION
LOCATION
Frisco, Texas
TYPE OF FACILITY
Medical Office Building & Garage
CONTRACT VALUE (CURRENT)
$26,191,163
PROJECT SIZE
195,328 SF
COMPLEXITY
Neighborhood coordination
Sloped site
Meeting City of Frisco requirements
AOSM MOB & FINISH-OUT
This one’s all about purpose-built care. We’re constructing a single-story, 17,000 SF medical office building focused on sports medicine and orthopedic services for Advanced Orthopedic Sports Medicine (AOSM). The project includes both the core and shell, plus a full interior build-out tailored to the clinic’s needs.
This marks our first project with Remedy Medical Properties, and we’re out to make it a strong start.
PROJECT INFORMATION
LOCATION
Tomball, Texas
TYPE OF FACILITY
Medical Office Building & Interior
Finish-Out
CONTRACT VALUE (CURRENT)
$6,895,235
PROJECT SIZE
17,500 SF
COMPLEXITY
Coordination with specialized vendors Complex spatial planning & zoning
CAMBRIDGE MOB FORT WORTH
RO delivered a 93,376 SF, four-story medical office building and a five-story open precast parking garage for Cambridge Healthcare Properties. Sitting in the heart of Fort Worth’s Medical District on the Texas Health Methodist Hospital campus, the new facility brings together three separate clinics into one efficient, patient-centered location.
Built for Texas Oncology, the center offers comprehensive cancer diagnostic and treatment services under one roof. It features four LINAC vaults for radiation therapy, two CT scanners, one PET/CT scanner, and a dedicated infusion space designed for patient comfort. On-site resources include a full lab, pharmacy, and supportive care services, along with facilities to support ongoing research.
PROJECT INFORMATION
LOCATION
Fort Worth, Texas
TYPE OF FACILITY
Medical Office Building & Garage
CONTRACT VALUE (FINAL)
$34,081,034
PROJECT SIZE
311,159 SF
COMPLEXITY
Co-locating 3 separate clinics into one Tight site
Surrounding area logistics & coordination
FAMILY HEALTH CENTER ON VIRGINIA
RO delivered the 24,174 SF Family Health Center, a two-story ground-up healthcare and community facility in McKinney. Built with a steel structure, metal framing, brick façade, and standing seam roof, the project included both core and shell construction along with a full interior build-out.
The center supports a wide range of services, with general practice exam rooms, dental operatories, and training areas designed to meet the needs of both patients and staff. Each floor has its own intake and waiting area to keep things flowing and create a welcoming experience for visitors. A dedicated children’s play area and a community engagement room reinforce the facility’s focus on families and outreach. Staff spaces, including offices and a break room, were designed with comfort and efficiency in mind.
As Project Director at RO, Cain is responsible for the overall management of projects, from initial conception to final delivery. He works closely with the Field Director to ensure that all project objectives are met, including on-time delivery, adherence to budget, and high-quality work. Cain is responsible for allocating resources and managing project risks. He works closely with clients to understand their needs and expectations and work to build and maintain positive relationships. This position works in partnership with the Field Director, sharing ultimate responsibility for the project’s success as measured by overall client satisfaction, on-time delivery, conformance to the project budget, and quality installation of work. Cain has full project authority, within the limits of the established budget and RO’s operating policies, to make decisions regarding overall project direction and performance.
SELECT PROJECT EXPERIENCE
Cambridge Frisco MOB Frisco, TX
Healthpeak McKinney MOB McKinney, TX
LifePath Systems McKinney, TX
BSW Grapevine Women’s OpEx SSWO Grapevine, TX
BSW Grapevine Women’s Renovation Grapevine, TX
BSW Irving 2nd Floor ICU Grapevine, TX
Plaza Medical Center Fort Worth, 3rd Floor Rehab Fort Worth, TX
WellBridge Behavioral Health Hospital Plano, TX
EDUCATION
Master, Building Construction
Auburn University
TRAININGS + CERTIFICATIONS
OSHA 30-Hour
First Aid/CPR
years in the industry
BOB BRITTON
FIELD DIRECTOR
As Field Director at RO, Bob is responsible for overseeing the field operations of projects from start to finish to plan and schedule tasks, develop project plans, monitor progress, manage project resources, and ensure on-time completion while ensuring safety and quality standards are met. He works in partnership with the Project Director, with the ultimate responsibility of successful project delivery. Bob is responsible for ensuring that all field staff are trained and equipped to perform their duties effectively and safely. He also maintains relationships with trade partners and vendors to ensure that all project materials and equipment are available when needed. Bob prioritizes mentorship to develop high-performing teams and foster a positive work environment.
SELECT PROJECT EXPERIENCE
Cambridge Frisco MOB Frisco, TX
Healthpeak McKinney MOB McKinney, TX
Cambridge MOB Rockwall Rockwall, TX
Harris Methodist Southlake Center Southlake, TX
Methodist McKinney Hospital McKinney, TX
Texas Health Rockwall Hospital, TI Rockwall, TX
Universal Kids Resort Hotel Frisco, TX
Novel Turtle Creek Dallas, TX
EDUCATION
Master, Construction Management
Arizona State University
TRAININGS + CERTIFICATIONS
OSHA 30-Hour
First Aid/CPR
BRANDON YOUNG
PROJECT MANAGER
Brandon’s duties include overarching responsibility for all jobsite construction activities including project cost control; oversight of labor, material and equipment cost reports and budgets; all project correspondence; coordination and evaluation of all changes in the scope of work; and preparation of the master job schedule. Brandon is the primary RO representative on the jobsite charged with the owner, architect and consultants. He has a highly developed understanding of the RO systems for project control and standards of quality.
SELECT PROJECT EXPERIENCE
Highland Park UMC Family Activity Center Dallas, TX
Novel Turtle Creek Dallas, TX
Canopy by Hilton Dallas Uptown Dallas, TX
Ardan West Village Dallas, TX
UNT Eagle Landing Dining Hall Denton, TX
Texas Health Rockwall Hospital, TI Rockwall, TX
Universal Kids Resort Hotel Frisco, TX
Novel Turtle Creek Dallas, TX
TRAININGS + CERTIFICATIONS
OSHA 30-Hour
First Aid/CPR
STEVE MUNOZ
SENIOR SUPERINTENDENT
As Senior Superintendent, Steve works closely with the Project Manager to develop an overall project performance plan and construction schedule. His duties include overseeing planning, organizing, supervising, and safety of all onsite personnel including all trade partners and their employees. He is directly responsible for the day-to-day activities in the field and the overall quality assurance and safety performance on the project. Steve assures conformance to plans and specifications through monitoring, scheduling, labor production, trade partner performance, and testing requirements.
SELECT PROJECT EXPERIENCE
Cambridge Frisco MOB Frisco, TX
Cambridge MOB Fort Worth McKinney, TX
Lacy Lakeview MOB Rockwall, TX
Highland Park UMC Family Activity Center Dallas, TX
Methodist McKinney Hospital McKinney, TX
The Westin Dallas Southlake Hotel Southlake, TX
AC Hotel Waco Downtown Waco, TX
TSTC Waco Construction Technologies Center Waco, TX
EDUCATION
A.S. Construction Management
Texas State Technical College (TSTC)
TRAININGS + CERTIFICATIONS
OSHA 500-Hour, 30-Hour
First Aid/CPR
Superintendent Academy
CSSS
SWPPP
CSHO
ADAM MINTER
SUPERINTENDENT (TI)
As Superintendent, Adam works closely with the Project Manager to develop an overall project performance plan and construction schedule. His duties include overseeing planning, organizing, supervising and safety of all on-site personnel including all trade partners and their employees. He is directly responsible for the day-to-day activities in the field and the overall quality assurance and safety performance on the project. Adam assures conformance to plans and specifications through monitoring, scheduling, labor production, trade partner performance, and testing requirements.
SELECT PROJECT EXPERIENCE
Healthpeak McKinney MOB McKinney, TX
Highland Park UMC Family Activity Center Dallas, TX
Highland Park Presbyterian Church Dallas, TX
Highland Park UMC Family Activity Center Dallas, TX
PCBC Childrens Pleitz First Floor Renovations Dallas, TX
PCBC Childrens Renovations, Phase II Dallas, TX
Upperroom Dallas Dallas, TX
Verily 2999 Olympus TI Dallas, TX
TRAININGS + CERTIFICATIONS
OSHA 30-Hour
First Aid/CPR
CEF Supervisory Training
C1 Respirable Crystalline Silica
Awareness
SWPPP
years in the industry
VP, BUSINESS DEVELOPMENT BRIAN MCFARLANCE
Brian is responsible for developing and strengthening new relationships with our clients, design professionals, real estate developers, and others involved in the planning and implementation phases of the project.
DIRECTOR OF PRECONSTRUCTION
DENIS CURTIN
Denis has over 30 years experience in estimating, purchasing, and has produced a great working relationship with the trade partner community. These relationships produce responsive and competitive bids. Denis is involved with a project from the design phase and is involved in budget development and value management throughout the life of the project.
SENIOR PRECON MANAGER BRYAN CERNEY
Bryan leads the bidding process through the preparation of conceptual budgets, detailed estimates, cost studies, value options, and competitive bidding. Bryan supervises the solicitation of trades regarding bid invitations, pricing, addenda and tender/bid closings; supervises quantity take–offs and is crucial to the trade partner vetting and qualification/selection process.
SELECT PROJECTS
Cambridge Frisco MOB Frisco, Texas
Healthpeak McKinney MOB McKinney, Texas
Texas Health Rockwall Hospital Rockwall, Texas
LifePath Systems McKinney, Texas
SELECT PROJECTS
Cambridge Frisco MOB Frisco, Texas
Healthpeak McKinney MOB McKinney, Texas
Cambridge MOB Fort Worth Fort Worth, Texas
Family Health Center of Virginia Dallas, Texas
SELECT PROJECTS
Cambridge Frisco MOB Frisco, Texas
Healthpeak McKinney MOB McKinney, Texas
Family Health Center of Virginia Dallas, Texas
LifePath Systems McKinney, Texas
STAFFING PLAN
See Attachment ‘H’. Complete the matrix and insert into this section. Please make sure you provide all of the applicable information.
UT Athens Remedy MOB
It should be noted that the Team Members are the ones that you propose for this project and the project list needs to match exactly your list of relevant projects
PROJECT REPORTING HEALTHPEAK
MCKINNEY
MOB EXAMPLE REPORT
PLEASE “ADDITIONAL INFORMATION” SECTION FOR FULL REPORT.
JUNE PROGRESS REPORT
GENERAL INFORMATION
Core & Shell Construction Progress is nearing completion this month.
Major remaining activities completed this month include the Stairwell Smoke Pressurization System, which required a full collaboration with the Design Team and Trade Partners to ensure the design intent meets the needs of the Fire Department and Commissioning Agent.
The building’s elevators completed inspections over the course of the last few weeks. The freight elevator was formally used in “construction use” prior to the formal turnover of the elevators late this month. This allowed Tenant Interiors Construction Activities to utilize one of the elevators for material handling purposes for upper levels in which materials were not in-hand prior to the closing in of the leavout areas on each level in early May.
Solid surface wall panels along with adjacent wood paneling were installed after the elevators were operational. The main first floor lobby ceilings were also completed after finishing scope associated with Levels 2-5. The main sliding doors were formally energized and connected to access control. The green wall located at the intersection of the two main corridors on Level 1 was installed at the end of this month to avoid damages from construction activities. Touch-up painting and final cleaning commenced at the end of the month in preparation for final inspections and punchlist creation.
Remaining site activities concluded this month. Landscaping, pavement markings, and the dumpster enclosure were all fully completed this past month. Exterior City inspections were completed and a final punchlist from the City and Design Team has been issued, which is in the final stages of completion.
Final Mechanical, Electrical, and Plumbing City Inspections were successfully completed. Certificate of Occupancy related inspections along with final Building and final Fire inspections are near completion at the end of this month. The Elevator final inspections were successfully completed the last week of this month.
Pre-punchlist activities are concurrently being completed. This will reduce the number of punchlist items needed when the formal walk is completed with Ownership on July 1.
SAFETY
Provide a summary of your firm’s safety program and summary of program’s success for the past 3 years. Include your company’s EMR.
A PROACTIVE APPROACH
In the inherently high-risk construction industry, where accidents can happen, RogersO’Brien has taken a leadership role in revolutionizing safety practices. Understanding the reality of these risks, we’ve significantly focused on reducing Serious Injury & Fatality (SIF) events over the last two years. Our enhanced safety management systems are specifically designed to handle high-risk work, with a clear definition of SIF as events likely to result in death or long-term injury. This focused approach has successfully decreased both actual and potential SIF incidents from 2022 to 2023.
SAFETY STARTS WITH ME
‘Safety Starts With Me’ is a core value at RO, and we always prioritize safety above all else. All of our projects have site-specific safety plans and dedicated RO safety personnel assigned as part of the team. Our comprehensive training programs teach project teams and trade partners safety best practices and proactive strategies to minimize the risk of accidents. RO has consistently maintained a TRIR (Total Recordable Incident Rate) score below the industry average, indicating a higher level of safety compared to most general contractors.
INNOVATING FOR A SAFER TOMORROW
Recognizing the intense demands and dangers of construction work, especially in challenging environments like the Texas heat, we introduced VigiLife’s SafeGuard® – a groundbreaking health and safety platform. This system uses advanced sensors to monitor and preemptively address heat-related health threats in real time, offering a vital layer of protection for our workers.
COMMITMENT TO SAFETY EDUCATION & LEADERSHIP
In 2024 we launched the RO SIF Academy, focusing on high-risk activities with hands-on, interactive training. By providing realistic scenarios, we aim to empower our workers with the knowledge and skills to work safely. Furthermore, our transition from hard hats to helmets is a testament to our commitment to evolving safety standards, always prioritizing the protection of our most valuable asset — our people.
National Construction Safety Excellence Award Place 2022 & 2024
STEP Award Diamond STEP National Safety Award 2022-2024 NATIONALLY RECOGNIZED
LOCAL SUB PARTICIPATION
A STRONG DFW PRESENCE
Founded in Dallas in 1969, Rogers-O’Brien has deep roots in the DFW Metroplex. We maintain long-standing involvement with local industry organizations such as TEXO and ASA North Texas, and have built strong, trusted relationships within the regional subcontractor community. Currently, RO is constructing 17 projects in the area, totaling over $1.5 billion in contract value. RO has built strong, long-standing relationships with local subcontractors and suppliers (we call them trade partners) in this market for over five decades. Through our experience delivering many Healthcare projects across Texas, we’ve cultivated a specialized network of trade partners with the expertise required to meet the unique demands of this sector.
RO sources trade labor primarily from the greater DFW Metroplex, including Dallas, Tarrant, Collin, and Denton counties. Thanks to our long-standing presence in the region since 1969, we have built deep relationships with a trusted network of subcontractors and tradespeople throughout North Texas. Depending on project needs and workforce demand, we also draw support from surrounding areas such as Sherman, Gainesville, Waxahachie, and even as far as Waco or East Texas when necessary.
BIDDING & AWARDING TRADE CONTRACTS
QUALIFICATIONS & SELECTION
At RO, picking the right trade partners isn’t just a box to check, it’s a critical step in making the project a success. With deep roots in the DFW market and strong relationships across every trade, we build our teams with proven partners who know this work and know how to deliver.
For this project, we’ll draw from our extensive prequalified database, curated for quality, capability, and producttype experience. We combine that with broad market outreach to ensure a competitive process and strong local participation.
Here’s how we do it:
Smart Sourcing: We compile a targeted list of trade partners by scope—focusing on those with the right experience, manpower, and track record.
Clear Communication: Bid invitations go out through our web-based system to ensure full visibility for suppliers, manufacturers, trade partners, and associations.
Detailed Distribution: All plans, specs, and addenda are shared electronically to keep everyone working off the same set of documents.
Thorough Evaluation: Our preconstruction and operations teams review every proposal—not just on cost, but also on execution plans, schedule strength, past performance, safety record, and financial stability. Informed Recommendations: We present qualified, competitive options to the owner for review—complete with insight into team availability and long-term reliability, including warranty responsiveness.
Once the scope is fully vetted and complete, selected bids are incorporated into the final estimate. This process helps us lock in accurate numbers, reduce risk, and ensure every trade partner on-site is up to the RO standard.
CONTRACTOR QUALIFICATION STATEMENT
INSURANCE
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).
AFFORDING COVERAGE
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.
10,000,000
100,000 5,000 10,000,000 10,000,000
1,000,000 1,000,000 1,000,000
Additional Insured forms #1170, #1139, #1140, and #1184 apply to the General Liability policy.
Waiver of subrogation form #205 applies to the General Liability policy.
Primary & Non-Contributory form #933 applies to the General Liability policy (see paragraph D).
Additional Insured forms #CNA63359 04/12 apply to the Auto Liability policy.
Waiver of subrogation form #CNA63359 04/12 applies to the Auto Liability policy.
Primary & Non-Contributory form #CNA71527 10/12 applies to the Auto Liability policy.
See Attached...
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.
08 PROJECT SCHEDULE
PROJECT SCHEDULE
PROPOSED SCHEDULE
RO is confident in our ability to meet the proposed 13-month schedule. To achieve this, it will be important for the project team to perform both the core and shell work concurrently with the interior construction. This delivery approach allows us to maintain schedule efficiency. However, due to logistical considerations specific to the Athens location, we do not recommend committing to a timeline shorter than 13 months.
Please see the preliminary schedule on the following pages.
Consistent with our previous engagement with Remedy, we find the contract agreement acceptable. As part of that prior collaboration, Rogers-O’Brien updated our Commercial General Liability (CGL) coverage to meet the $10 million requirement and added an additional $10 million in Umbrella coverage. We also aligned the subcontractor insurance requirements with our standard terms, reflecting $1 million/$2 million in CGL coverage and a $3 million Umbrella policy.
ADDITIONAL INFORMATION
GENERAL CONDITIONS & BILLING
EXHIBIT F
EXHIBIT F
RATES
BILLING RATES*
General Contractor:______________________________________
Project Superintendent(s)
Assistant Superintendent(s)
Field Engineer
Project Executive
Legal (Basic Service)
Project Manager
Preconstruction Manager
Safety Manager
Administrative Assistant
Mech/Elec Coordinator
Project Engineer
$_______ /HR
$_______ /HR
$_______ /HR
$_______ /HR
$_______ /HR
$_______ /HR
$_______ /HR
$_______ /HR
$_______ /HR
$_______ /HR
$_______ /HR __________________
$_______ /HR
$_______ /HR
*Rates shall be inclusive of taxes, insurance, contributions, assessments and benefits required by law or collective bargaining agreements and, for personnel not covered by such agreements, customary benefits such as sick leave, medical and health benefits, holidays, vacations and employer retirement contributions, but not bonuses. Rates shall not be adjusted or modified during the course of the project.
Rogers-O'Brien Construction
ESTIMATE OF COSTS
D-1
SITE &
ESTIMATE OF COSTS
EXHIBIT D-1
General Conditions
Project general conditions in the GMP will be established as a lump sum amount, with actual general conditions costs not tracked. Any overrun shall be the responsibility of the General Contractor. Any savings shall accrue to the General Contractor.
Preconstruction Phase: $___42,878_______
Construction Phase: $_ 977,785 ______
Total General Conditions: $__1,020,663____
General Requirements - As defined in Exhibit C
Project general requirements in the GMP will be established as a not-to-exceed amount, with actual general requirements costs tracked. Any overrun shall be the responsibility of the General Contractor Any savings shall accrue to the Owner.
Total General Requirements: $__ 733,454_______
General Contractor Fee
The General Contractor fee proposed for this project is __3___%, with all post GMP buyout and project cost savings retained by the Owner.
General Contractor Fee for Change Orders
General Contractor’s fee adjustments (add or deduct) will be at the same percentage level proposed as the base General Contractor Fee
General Contractor Contingency
The suggested level of General Contractor contingency allowance for this project is __2___%. Actual cost draws against this value shall be mutually agreed upon by the Owner and General Contractor. All unspent General Contractor contingency allowance shall be credited to the Owner.
General Liability Insurance
The General Liability Insurance fee proposed for this project is _0.80__%.
Subcontractor Bonds
The anticipated subcontractor bonding based on the Remedy contract template is _1.25__%.
Weather Days
The proposed project schedule includes _19___ weather days.
ALTERNATES
ESTIMATE OF COSTS
EXHIBIT D-2
EXHIBIT D-2
PRELIMINARY TI COST OPINION PROGRAM SPACE
Clinic $__180 / SF___ _240 / SF____
General Conditions (TI) – As defined in Exhibit E
Project general conditions in the GMP will be established as a lump sum amount, with actual general conditions costs not tracked. Any overrun shall be the responsibility of the General Contractor. Any savings shall accrue to the General Contractor.
Preconstruction Phase: $__10,719_______
Construction Phase: $__337,270 ______
Total General Conditions: $__347,989_______
General Requirements (TI) - As defined in Exhibit E
Project general requirements in the GMP will be established as a not-to-exceed amount, with actual general requirements costs tracked. Any overrun shall be the responsibility of the General Contractor. Any savings shall accrue to the Owner.
Total General Requirements: $_57,016_________
General Contractor Fee
The General Contractor fee proposed for this project is _3____%, with all post GMP buyout and project cost savings retained by the Owner.
General Contractor Fee for Change Orders
General Contractor’s fee adjustments (add or deduct) will be at the same percentage level proposed as the base General Contractor Fee
General Contractor Contingency
The suggested level of General Contractor contingency allowance for this project is _2____%. Actual cost draws against this value shall be mutually agreed upon by the Owner and General Contractor. All unspent General Contractor contingency allowance shall be credited to the Owner.
General Liability Insurance
The General Liability Insurance fee proposed for this project is _0.80__%.
03.08.99-000Spot Footing -Interior Columns 8'-6" x 8'-6" x 24"18.00ea$1,574.59/ea$28,343
03.08.99-000Thickened
03.08.99-000Thickened Slabs under Stair CMU Walls16.00cy$177.78/cy$2,844
03.11.60-000Perimeter
33.11.13-010Site
03.08.99-000Spot Footing -Interior Columns 8'-6" x 8'-6" x 24"18.00ea$1,569.06/ea$28,243
03.08.99-000Thickened Edge Slab on Grade71.00cy$177.15/cy$12,578
03.08.99-000Thickened Slabs under Stair CMU Walls16.00cy$177.15/cy$2,834
UT Health Athens MOB
Core & Shell
Clarifications & Assumptions
July 24, 2025
The following is a list of bid clarifications and assumptions to be included with our proposal.
Division 1 – General Requirements
1. Our proposal is based on Preliminary Pricing Package documents by Baker Barrios Architects dated July 7, 2025.
a. Shell Building Narrative dated July 16, 2025
2. The proposed schedule is dependent upon the issuance of a building permit and the execution of a signed contract between Rogers-O’Brien Construction and the Owner.
3. Project is based on a construction schedule of 56 weeks. We may need 14 months based on weather delays. We will not ask for costs related to additional weather days but do ask for grace period regarding the possible liquidated damages.
4. Pricing is based on a combination of historical data on similar projects and input from Major Trades and is considered reasonably accurate for budget purposes. Specific descriptions for some items are provided only for the purpose of establishing a general idea of the systems included for the unit price specified.
5. Please see detailed attached budget for quantities and scope included.
6. We exclude all price escalation due to potential tariffs. Pricing will be valid only as long as the supplier/subcontractor allows for.
7. Building Permit is included based on October 1, 2023, City of Athens, TX, Permit Fee Schedule.
8. Sales tax is included.
9. Builders Risk is included.
10. Includes a Contractor Contingency of 2%.
11. Includes escalation of 3% to start of construction buy-out.
12. Tenant Improvements budget is based on Rogers-O’Brien completing this scope.
13. Price excludes all costs for impact fees; inspection fees; city maintenance bond fees; pro-rata charges; utility connection and/or meter fees, etc.; and all other such costs customarily paid for by the Owner.
14. Price excludes Performance and payment bonds.
15. Price excludes architectural and engineering design fees.
16. Testing laboratory services are excluded, but we will coordinate as required during construction.
Cost of Work
1. Price excludes cost impacts relative to damage, repairs, modification, or relocation of any existing underground infrastructure and/or other concealed conditions not specifically shown on the project documents.
2. Price excludes the removal, remediation, or transportation of any unknown contaminates on the job site, including environmental/asbestos surveys.
3. OTIS Gen3Edge Elevator is included with the Snap Cab Finishes. The Gen3Edge Elevator is required in order to include the Snap Cab Finish selection.
4. Excludes ERRS System. See Add Voluntary Alternate below.
5. Excludes FARS System.
Base Bid Alternates (includes overhead and profit)
1. MOB Option 02 – Add to MOB Option 01 priced as Base Bid. Add $ 567,176
Voluntary Alternates (includes overhead and profit)
1. Add ERRS System and Test Add $ 113,520
2. Provide Aluminum wire for feeders 100A and above. Deduct $ 61,620
BUDGET CONTROL
APPROACH TO COST CONTROL
RO utilizes our depth of 56 years in business with the local trade markets to ensure that estimates related to the markets are refreshed and confirmed to meet anticipated cost at the time of writing trade partner contracts. Throughout the initial budgeting efforts, bid strategies and materials are developed and confirmed based on the market conditions related to methods and means to align to the volatility of the markets and achieve best value for the project.
OWNER OPTIONS
We deliver options throughout the preconstruction and bid process that allows engagement of choice based on pricing options related to systems, materials and design to deliver each project that best fits the needs of the budget. This includes tracking items under consideration along with their estimated values, sorted into categories of accepted, declined or in review. This dynamic tool showing running totals is shared with the project team to indicate the targeted budget, value of accepted value options and the remaining balance to reach the targeted budget.
BIM FOR ACCURATE PRICING
We use BIM to get all project participants on the same page, making the same assumptions, to eliminate excessive contingencies and obtain more accurate pricing from suppliers in early design stages.
MARKET PRICING
A mix of negotiated and hard-bid procurement methods helps us stay current with market pricing trends. Self-performing a significant amount of concrete construction and purchasing all concrete materials has enabled us to develop a comprehensive in-house database of concrete costs for all project types and applications. This allows us to compete with and validate trade partner pricing.
MONITORING & TRACKING
Once subcontracts have been awarded and the work is underway, we monitor and track costs using the standard schedule of values format in our Project Management software system, which is also included in our monthly pay applications.
CHANGE ORDER MANAGEMENT
SUMMARY
WHILE THE INITIAL COSTING TAKES PLACE DURING DESIGN, WE USE THE SAME TECHNOLOGY & PROCESSES TO MAINTAIN CONTROL OF THE BUDGET DURING CONSTRUCTION.
At RO, we believe change orders shouldn’t come as a surprise. We take the time upfront to carefully scope trade partner proposals, so we know exactly what’s included, and what’s not. That level of detail helps us buy out the right partners with the right scope, delivering the best value without the guesswork. Our stance is simple: change orders should only happen when the owner changes the scope. If something comes up, we vet it thoroughly. We check the pricing, confirm it’s fair, and make sure it aligns with the actual request. Every change is logged, tracked, and submitted to the owner and project team for timely review—so schedule and cost impacts stay under control.
MISCELLANEOUS
1. Identify any joint venture partners who will participate in this project. No, RO will have not have a joint venture partner on this project.
2. Identify bonding company and capacity (single project and aggregate) and remaining capacity available at this time.
BONDING COMPANY CONTACT
Kevin Patton
Hartford Fire Insurance Company 3000 Internet Drive, Suite 600 Frisco, TX 75034 kevin.patton@thehartford.com
Please see end of this section for Surety Letter.
3. List all self-performed work categories. Rogers-O’Brien has the expertise and resources to self-perform work, bringing greater control over schedules and quality to our projects – ultimately saving owners time and money. During preconstruction, we evaluate scopes of work where self-perform adds value to the project, ensuring cost competitiveness by providing an in-house estimate alongside bids from trade partners. Our internal teams of carpenters and laborers not only ensure labor availability but also set standards for safety and quality on the job site. To streamline project timelines, elevate quality, and optimize overall project efficiency, RO can provide a range of service-perform services as needed for your project.
RO’s self-perform services include but are not limited to demolition, concrete work, rough carpentry, doors, frames and hardware, layout and surveying, general and safety labor, finish carpentry, and cleanup.
4. List any collective bargaining agreements to which your firm is a signatory. No, RO has no collective bargaining agreements.
5. Provide information regarding any litigation in the last 5 years. PAST 5 YEARS
Cause No. DC-24-08972 14th Judicial District Court of Dallas County, Texas
Black Market Investments, LLC vs. Rogers-O’Brien Construction Company, LLC et.al.
Nature of Claim: Breach of Contract
Outcome: Settled in mediation
Cause No. 4:24-cv-01308 US District Court for the Southern District of Texas
Anthony Harding vs. Henri Kumwenda et. Al.
Nature of Claim: Auto accident adjacent to Rogers-O’Brien project site
Outcome: Settled by insurance carrier
Cause No. D-1-GN-24-006006 In the 201st Judicial District Court, Travis County, Texas
1300 East 5th St. (Austin) Owner, LLC v. Rogers-O’Brien Construction Company
Nature of Claim: Claims for Delay Damages
Outcome: Settled in mediation
Cause No. CC-24-02930-D County Court of Law No. 4 of Dallas County, Texas
Mauricio Jasso Ortiz vs. Calhar Construction, Inc. and Rogers-O’Brien Construction Company, LLC
Nature of Claim: Premises Liability / Negligence.
Outcome: Summary judgment for Rogers-O’Brien
Cause No.: D-1-GN-23-003652 200th Judicial District Court of Travis County, Texas
Luis Enrique Rodriguez vs. Power Design, Inc., and Rogers-O’Brien Construction Company, LLC
Nature of Claim: Premises Liability / Negligence.
Outcome: Summary judgment for Rogers-O’Brien
Cause No.: CC-19-00837-C County Court of Law No. 3 of Dallas County, Texas
Esteban S. Alvarez vs. Venture Commercial Real Estate, LLC., et.al.
Nature of Claim: Premises liability claim for personal injury made against the Owner for an accident that occurred after RO completed and turned over the project.
Outcome: Settled by insurance carrier
Cause No.: 416-05801-2022 416th Judicial District Court of Collin County, Texas
Simon Kugelstadt vs. K-N Ventures, Inc., et.al.
Nature of Claim: Premises Liability / Negligence.
Outcome: Settled by insurance carrier
Civil Action No.: 5:20-cv-590-FB US District Court Western District of Texas, San Antonio Division
Rogers-O’Brien Construction Company, LLC v. Microsoft Corporation
Nature of Claim: Recovery of delay expenses incurred because of Owner’s Vendor caused delays.
Outcome: Resolved in mediation.
Cause No. D-1-GN-20-006563 419th Judicial District Court of Travis County, Texas
Jose Robledo v. Rogers-O’Brien Holdings, Inc.
Nature of Claim: Premises Liability / Negligence
Outcome: Settled by Subcontractor’s insurance carrier.
6. Provide volume of work in progress, volume completed each of the last 3 years, volume and number of starts last year, and volume and number of starts this year.
7. Provide at least (3) three references for similar healthcare projects.
PRELIMINARY LOGISTICS PLAN
Dumpsters
JUNE PROGRESS REPORT
GENERAL INFORMATION
Core & Shell Construction Progress is nearing completion this month.
Major remaining activities completed this month include the Stairwell Smoke Pressurization System, which required a full collaboration with the Design Team and Trade Partners to ensure the design intent meets the needs of the Fire Department and Commissioning Agent.
The building’s elevators completed inspections over the course of the last few weeks. The freight elevator was formally used in “construction use” prior to the formal turnover of the elevators late this month. This allowed Tenant Interiors Construction Activities to utilize one of the elevators for material handling purposes for upper levels in which materials were not in-hand prior to the closing in of the leavout areas on each level in early May.
Solid surface wall panels along with adjacent wood paneling were installed after the elevators were operational. The main first floor lobby ceilings were also completed after finishing scope associated with Levels 2-5. The main sliding doors were formally energized and connected to access control. The green wall located at the intersection of the two main corridors on Level 1 was installed at the end of this month to avoid damages from construction activities. Touch-up painting and final cleaning commenced at the end of the month in preparation for final inspections and punchlist creation.
Remaining site activities concluded this month. Landscaping, pavement markings, and the dumpster enclosure were all fully completed this past month. Exterior City inspections were completed and a final punchlist from the City and Design Team has been issued, which is in the final stages of completion.
Final Mechanical, Electrical, and Plumbing City Inspections were successfully completed. Certificate of Occupancy related inspections along with final Building and final Fire inspections are near completion at the end of this month. The Elevator final inspections were successfully completed the last week of this month.
Pre-punchlist activities are concurrently being completed. This will reduce the number of punchlist items needed when the formal walk is completed with Ownership on July 1.
SAFETY
No recorded incidents occurred this month. Continued focus on protection of completed work.
Exterior Framing/Sheathing, Exterior Skin, Transformer Pad
Exterior Framing/Sheathing, Exterior Skin, Transformer Pad Concrete
Thunderstorm-High WindsSite Shut Down for Majority of
Rogers-O`Brien Construction 1901 Regal Row Dallas, Texas 75235
P: (214) 962-3000
Meeting Date Jun 26, 2025
Meeting Location Teams Meeting
Project: 221073 Healthpeak McKinney MOB 4510 Medical Center Drive McKinney, Texas 75609
RO OAC Meeting Minutes: Meeting #68
Meeting Time 01:00 pm - 02:15 pm Central Time (US & Canada)
Video Conferencing Link https://teams.microsoft.com/l/meetupjoin/19%3ameeting_ODhjODE1NTMtMzhkMy00OT FhLWFhYTItYzY0YzFhNzgzYzY3%40thread.v2/0?c ontext=%7b%22Tid%22%3a%2219d2df49-8ad74845-b45c0da136e9f5f1%22%2c%22Oid%22%3a%22aabdf4 34-71de-4dc2-a5d4-819f362a2294%22%7d
Overview Weekly Owner, Architect, and Contractor meeting. RO Jobsite Trailer has been demobilized and this meeting is to occur remotely for the foreseeable future.
Notes Attachments
Scheduled Attendees
Name Company Phone Number Email Attendance
Reid Bruehl rbruehl@chd-inc.com Conference
Chris McGuire cmcguire@icthomasson.com
Eli Redding eredding@icthomasson.com
Bennett Webb bwebb@chd-inc.com Conference
Erica Weeks weekse@paladin-inc.net
Christina Chu Devenney Group cchu@devenneygroup.com
Brent Huebner Devenney Group bhuebner@devenneygroup.com Conference
Matt Herb McKinney MOB LLC mherb@healthpeak.com Absent
Bob Britton
Rogers-O'Brien Construction Company
P: (972) 639-8388 bbritton@r-o.com
Leon Davis Rogers-O'Brien Construction Company P: (214) 962-3000 ldavis@r-o.com Conference
Christopher Escobar Rogers-O'Brien Construction Company cescobar@r-o.com Absent
John Fernandez Rogers-O'Brien Construction Company
Brian Mcfarlane Rogers-O'Brien Construction Company P: 214-962-3000 bmcfarlane@r-o.com
Adam Minter Rogers-O'Brien Construction Company
Wilford Shaw
P: 214-962-3000 aminter@r-o.com
Rogers-O'Brien Construction Company wshaw@r-o.com
Name
Cain Young Rogers-O'Brien Construction Company P: (214) 673-6695
Environmental, Safety and Health Update
1.1 21 Safety Update
Official Documented Meeting Minutes
• No incidents to report.
• PPE
Previous Meeting Minutes Jun 19, 2025
• No incidents to report.
• PPE
Adam Minter (Rogers-O'Brien Construction Company)
• Focusing on protecting finishes (paint, glass, etc.) Monitoring.
• Systems are live.
• High risk work over.
Schedule Update
2.1 21 Schedule Update
Official Documented Meeting Minutes
Work Remaining:
• Elevator Jamb Finishes, Transom Panels
• Elevator Inspection-Thur 3pm
• SPF Final Testing-awaiting City response
• Terrazzo Base in Main Lobby
• Window Shades Near Completion
• Parking Gates-Friday
• Photoluminescent Tape In Progress
Adam Minter (Rogers-O'Brien Construction Company)
• MOB-to-MOB telecom pathway-Begins Thursday, complete by end of week
Final Fire Inspections
Final Building Inspection Final TCO Inspections
Previous Meeting Minutes Jun 19, 2025
Finishes-Paint on Level 1 Ceilings complete Wood paneling complete today Moss wall ongoing this week Punch for City Engineering
Weather Impacts (Lost Days)
3.1 21 Weather Days
Official Documented Meeting Minutes
Adam Minter (Rogers-O'Brien Construction Company)
No claimed days since last OAC Meeting. 35 total days claimed since start of project. (28 in Contract)
Previous Meeting Minutes
Jun 19, 2025
No claimed days since last OAC Meeting. 35 total days claimed since start of project. (28 in Contract)
PCO/PCCO Log Review
4.1 21 PCCO (Prime Contract Change Orders)
Description PCCO's 1-11 issued, signed, executed.
John Fernandez (Rogers-O'Brien Construction Company)
Placeholder for PCCO 12 created, includes: PCO 63 related to additional access control scope PCO 64 for Door 240A Revisions PCO 65 for HCA IT Room Outlet revisions PCO 68 for RFI 116 Irrigation Controller Power PCO 69 for BMS Network Panel Power on Level 3. PCO 70 for Hoistbeam Revisions for Elevator Requirements
Previous Meeting Minutes
Jun 19, 2025 (None)
No. Mtg Origin Title
4.2 21 PCO (Potential Change Orders)
Description Submitted:
• To Be Submitted: Credit for chamber retesting
Open
Open
John Fernandez (Rogers-O'Brien Construction Company) Open
• PCO 66- HCA IT Room Level 5 Access Control Rough-In
Discuss any potential/likely changes forthcoming in Contract Documents.
• Official Documented Meeting Minutes
• Spandrel Glass-authorized via email 6/25, wait for TCO to begin work
• ADA Partition Revisions-Brent H. to look into options.
Previous Meeting Minutes
Jun 19, 2025
RO has not heard anything regarding the exposed framing behind the glass at the main entrance (spandrels possibly needed).
5.2 21 Building Envelope Commissioning John Fernandez (Rogers-O'Brien Construction Company)
Official Documented Meeting Minutes
Punchlist provided by RO.
Previous Meeting Minutes
Jun 19, 2025
All remaining tests passed. Closed. Need final reports from UES and formal letter to forward to James Oldham to allow James to complete his final report. No. Mtg Origin
5.3 21 LEED Certified Coordination
Erica Weeks
John Fernandez (Rogers-O'Brien Construction Company)
Christopher Escobar (Rogers-O'Brien Construction Company) Open
Description
Erica to report at OAC Meetings week after in-person meetings occur.
Previous Meeting Minutes Jun 19, 2025 (None)
Jun 12, 2025
All documents shared with Erica.
Tenant Interiors
No. Mtg Origin
6.1 31 Fiber/Spectrum
Description
Need to discuss needs of DSS for internet connectivity.
Official Documented Meeting Minutes No update from Ownership.
Previous Meeting Minutes Jun 19, 2025
Bennett Webb Open
Ownership is working with contact from Milwaukee on fiber internet matter.
Jun 12, 2025
RO stated they have two means of getting accessibility into building. 1. Spectrum service, which has been run
Two options according to Reid:
1. Utilize Healthpeak contact in Milwaukee
2. Utilize Hospital- may have risks
Bennett and Reid will look into this further.
6.2 51 Owner Signage
Description
Exterior and Interior signage has started. (Owner Contractor)
Permit-in system-closed?
Official Documented Meeting Minutes
RO recommends looking into status of signage permit to ensure it's closed.
Previous Meeting Minutes
Jun 19, 2025
Egress signage for elevator was overnightted to Healthpeak Office in existing MOB. Due to Holiday, it will not be delivered until tomorrow.
Jun 12, 2025
Exterior illuminated signage power in progress.
6.3 55 Owner Monitoring Service
Previous Meeting Minutes
Jun 19, 2025
Ownership requested JCI Fire reach out to Owner's monitoring service provider to ensure all is in order.
6.4 57 RFI 113-Existing MOB Telecom
Official Documented Meeting Minutes
Work to begin today.
Previous Meeting Minutes
Jun 19, 2025
Finalizing pricing for scope not in original plans. Will need this approved-work is tentatively scheduled for mid-next week. RO needs time to coordinate with Hospital operations.
6.5 57 Punchwalk Dates
Previous Meeting Minutes Jun 19, 2025 7/1 at 8am
6.6 59 Access Control
Description Discuss access control and what is currently installed.
Previous Meeting Minutes Jun 19, 2025
RO provided courtesy reminder that parking gates' access control is not in RO's Scope. These will need to be completed by the Hospital.
6.7 59 Training Roster
Official Documented Meeting Minutes
Training on 6/23 complete. Another round of training anticipated for non-MEP items.
Previous Meeting Minutes Jun 19, 2025 (None)
6.8 67 Final Commissioning
Official Documented Meeting Minutes
Final Report Needed-final walk with ICT completed this past Tuesday.
Previous Meeting Minutes
Jun 19, 2025
Not discussed at OAC.
6.9 67 Final Filters
Description
All fan powered boxes have had its filters changed out for last time through construction. Filters will need to be changed out once more by others once final TI scope is completed.
Final RTU filters are staged on Level 5, and can be installed by others when TI Scope is completed. RO has replaced filters as of early June to avoid any complications in current operation of RTU's.
Previous Meeting Minutes
Jun 19, 2025
TR to install RTU filters left on Level 5 at the end of the Project. RO has provided the filters that came with the unit and one other set of filters were just installed a couple of weeks ago. RO has provided the obligations of the Contract Documents.
New Business
Next Meetings
No. Mtg Origin Title
8.1 21 Next OAC Meeting Open
Description
July 3, 2025 @ 9:30am (Teams)
Previous Meeting Minutes Jun 19, 2025 (None)
These meeting minutes are believed to be an accurate reflection of those items discussed and the conclusions that were reached during the referenced meeting. Please contact Rogers-O`Brien Construction if there are any discrepancies or questions with the content of these minutes.
