RO SENIOR LIVING EXPERIENCE

TEXAS’ PREMIER BUILDER FOR:

SENIOR LIVING DECEMBER 5, 2017

ABOUT ROGERS-O’BRIEN CONSTRUCTION

Since 1969, Rogers-O’Brien has firmly established itself as a leading general contractor in Texas by providing a wide range of preconstruction and construction management services. Our unique approach consistently delivers high quality buildings in a variety of market sectors, exceeding the most demanding expectations.

Ethics and integrity serve as the cornerstones for everything we do, and the adherence to these values has earned us a solid reputation. The commitment to our customers is evident in the dedication of our people, our open communication policies, pioneering technology, operational diligence and continued process improvement.

Rogers-O’Brien is family-owned, with the third generation currently leading the company’s operations. The family attitude extends throughout our strong management team, many of whom rose up through the ranks to management. To our offices in Austin, Dallas and Houston, we have also actively recruited a forwardthinking new generation to energize us with knowledge of new tools, techniques and approaches to continually improve the way we deliver services. Others who have joined us in the past decade are seasoned construction professionals, hand-picked for their ability to grow the firm. This controlled growth approach has resulted in over $2 billion in construction volume over the past five years.

DRIVEN BY OUR VALUES

TEXAS’ PREMIER BUILDER BUILDING TEXAS FOR 50 YEARS

HEALTHCARE

SENIOR LIVING

INTEGRITY IN ALL WE DO

COMMITMENT TO QUALITY

We will be fair and truthful with everyone.

We do what we say we will do.

We do it right the first time. We plan before we proceed and demand excellence in our work.

SAFETY STARTS WITH ME

THE BEST PEOPLE

We are all responsible for safety and want each of our team members to return home safely at the end of every day.

The strength of our company comes from our people. We surround ourselves with those who are the best at what they do. We are family and treat each other with respect.

THE “RO” RIDE

A BETTER WAY

We build relationships through collaboration and trust. We provide exceptional customer experience through mutually beneficial partnerships with our customers.

We drive change that allows us to improve and be more efficient while providing value to our customers and ourselves.

RETAIL

MISSION CRITICAL

RESIDENTIAL

MIXED-USE

EDUCATION

CORPORATE

WORSHIP

PUBLIC

COLLABORATION

“This unique two-day team building session with all parties has afforded the team to work collaboratively and in a very efficient manner. To date, we have solved many issues while maintaining our promises to each other of mutual respect, communication and betterment of the project.”

Successful Project Planning enables project teams to more readily meet schedule, budget and quality requirements while fostering solid working relationships. This process has been successfully applied to many Rogers-O’Brien construction projects. The initial workshop clearly defines the way in which all parties communicate, ground rules and expectations, aligning all parties to work together toward exceptional outcomes.

COLLABORATIVE PROJECT PLANNING (CPP) SUCCESSFUL PROJECT PLANNING (SPP) How do you define success on a construction project? The answer varies according to each participant’s perspective:

• The owner wants results — on time and within budget, with the completed facility performing as anticipated.

• Process may be foremost to the architect, focused on achieving the creative vision.

• The contractor may see relationships as paramount, to assure key subcontractors and suppliers will support their future projects.

Recognizing the divide that too often arises between what the distinctive parties define as success, Rogers-O’Brien Construction formalized an approach called Successful Project Planning to balance process, results and relationships. This approach acknowledges that each participant has something at stake, seeks to define those expectations and provides a framework for taking corrective action when expectations are not being met.

To get all key project team members thinking with a preventative mindset, focused on solving problems before the fact, prior to construction start-up, Ken Dunham, Rogers-O’Brien Vice President, facilitates a day-long workshop with all stakeholders in attendance covering these key topics:

• • • • •

Fostering team collaboration Defining decision-making process Process agreements and team expectations Potential roadblocks and preventions Action plan

Rogers-O’Brien Construction is now implementing Collaborative Project Planning (CPP) on all of its projects. This is a fresh approach to our preconstruction delivery process that will greatly benefit many of our projects. CPP focuses on engaging with the design team, its Consultants and the Owner immediately and intensely after our selection to ensure the project’s expectation of a fully coordinated complete design will be accomplished.

Additionally, it will significantly reduce the need for RFIs and lessen the need for the architect to make changes to their design VDC documents. Mandy Adam will directly lead this • Model validation effort. Her experience with these processes • Document Management will be a powerful and positive influence on your project.

Operations Precon • Logistics WHAT IT IS: • Scope • • •

Collaboration and establishing team expectations and requirements Drawing and model constructability and best practice reviews Early, in-depth, interdisciplinary coordination

WHY ROGERS-O’BRIEN IS COMMITTED TO THIS PROCESS: • • •

Increased productivity and model utilization Minimized RFIs Added stability to schedules and budgets

• Lessons Learned • Schedule

• Pricing

Collaborative Project Planning (CPP) Architect

MEPFP

• Model/Design • Document Review

• Systems Selection • Systems Locations

Structural • Model/ Design • Document Review

• BIM/Model–Based Estimating: In collaboration with the design team, our team is able to develop schedules within the model that derive quantities from the model. As more detail is added or modified, these schedules update in real time. With our estimators’ experience, they review and qualify these quantities to provide estimates and feedback to the design team and owner.

TECHNOLOGY •

Long Lead Items Planning: The use of technology helps to compress the schedule by reducing the duration of installation and minimizing field issues due to the increased ability to pre-order long lead systems directly based off the virtual model.

•

Prefabrication Analysis: With the utilization of virtual models, we are able to evaluate opportunities for prefabrication/modularization of MEP systems and specialty items.

•

Site Logistics: With the experience of the field team, we are able to visualize the project site conditions and timeline afforded us to set up the project. Crane location studies, alternate construction equipment layout, safer access locations, gate locations, etc. are all part of our site logistics and we are able to utilize the model to show all its moving parts.

BIM MANAGEMENT An early adopter of BIM, Rogers-O’Brien actively uses technology to enhance team collaboration and achieve operational efficiencies, faster project delivery and lower total project cost. We integrate BIM technology throughout our day-to-day processes, inclusive of budgeting, value options, exterior skin development, building system conflicts, virtual mock-ups, scheduling, field quality control process, etc. Our technology group (VDC) has many tools and processes that can be utilized. There are numerous opportunities to utilize BIM technology on a project.

However, not every opportunity is cost or time benefiting to each project.

•

Model Coordination: During Collaborative Project Planning (CPP), our team is able to utilize models for constructability studies and coordination. We work with the design team to help with model set-up for collaboration and continue feedback during regularly scheduled coordination sessions.

Some key areas we focus on during the preconstruction phases include slab edge locations, unique skin conditions and early MEP coordination. We also encourage and monitor the maintenance of the models to ensure they are useful throughout the life of the project.

LAST FIVE YEARS OF SAFETY STATISTICS

SAFETY

2017

2016

2015

2014

2013

EMR

0.69

0.76

0.78

0.98

0.96

RIR

3.39

1.18

0.33

1.06

1.31

LTIR

0.00

0.30

0.00

0.00

0.00

Severity Rate

0.00

13.25

0.00

13.67

0.00

17

6

16

7

3

Frequency Rate

SAFETY AWARDS FROM 2012 TO 2016 2016 Associated Builders & Contractors-Central Texas Branch - Central Texas Branch, Platinum Safety in Excellence Award STEP Award AGC Texas Building Branch, National Safety Awards-Certificate of Excellence TEXO, Safety Professional of the Year, Jim Fentress Associated Builders & Contractors -National Chapter, STEP Award (Safety) - Platinum 2015 AGC Texas Building Branch, National Safety Awards-Certificate of Excellence Associated Builders & Contractors -National Chapter, STEP Award (Safety) - Diamond

SAFETY

2014

At Rogers-O’Brien, we always put safety first, believing it is our duty to provide the safest possible workplace for our employees, jobsite partners and clients. Our dedicated safety personnel directs our proactive approach to environmental, safety and health programs that Rogers-O’Brien has refined over the course of four decades.

Our Vision

To be Texas’ Premier Builder, delivering excellence and expertise to Valued Customers through all aspects of our business.

Our program includes customary requirements such as background checks and drug screening for all new employees and subcontractor compliance with our substance abuse policy and safety procedures. We also assign each new employee a work partner until the safety director has completed an assessment of that employee and identified his/her training needs.

Our Core Values

Integrity in All We Do

We have a long-established partnership with OSHA to identify and eliminate potential hazards in the industry and establish the safest environment possible for our subcontractors. We consistently maintain an Experience Modification Rate (EMR) well below industry average.

Rogers-O’Brien won a list of recent safety awards that can be found on the following page.

We will be fair and truthful with everyone and do what we say we will do.

Safety Starts with Me

We are responsible for safety and want everyone at our job sites to return home safely every day.

Associated Builders & Contractors-Central Texas Branch - Safety Award of Excellence Associated Builders & Contractors -National Chapter, STEP Award (Safety) - Platinum 2013 Associated Builders & Contractors-Central Texas Branch - Safety Award of Distinction Associated Builders & Contractors -National Chapter, STEP Award (Safety) - Silver 2012 National Association of Women in Construction, Safety Excellence Award 2012 Construction Company Associated Builders & Contractors-Central Texas Branch - Safety Award of Distinction Associated Builders & Contractors -National Chapter, STEP Award (Safety) - Silver

TEXAS DEPARTMENT OF AGING & DISABILITY SERVICES REQUIREMENTS Rogers-O’Brien has a rich history in delivering DADS facilities to the marketplace. When we completed the Belmont Village at Turtle Creek project we achieved DADS licensing with the final health inspection. This 7-story 201-unit Assisted Living facility has the distinction of being the single largest number of Assisted Living units licensed within a single structure under DADS Licensing Standards.

As you can imagine, the attention paid to the facility by DADS inspectors has been extensive.

Rogers-O’Brien’s DADS Approach Our approach to the DADS certification process includes: 1. Address DADS plan review comments immediately upon discovery. Identify potential issues and provide cost/time effective solutions.

2. E ngage a DADS consultant early and ensure they remain active throughout the construction phase.

• Provide a complete set of contract documents, approved submittals, RFI’s and DADS review comments for consultant to review. Address potential issues and/or concerns presented by the consultant.

• Schedule in-field inspections with the consultant, General Contractor, MEP subs during construction phase. Address potential issues and/or concerns presented by the consultant.

3. Add access panels at every fire rated wall, fire/smoke dampers, trash chutes etc. for DADS inspection.

4. Prepare DADS inspection book (hard copy and electronic copy).

• Photo document each wall, floor, ceiling penetration and link its location back to the contract documents through our digital documents process. This documentation becomes useful as it clearly depicts concealed items during DADS inspections reducing destructive inspection practices.

• Product data for ALL materials incorporated into the building.

• As-builts for MEP and sprinkler.

• City sign offs and C of O/life safety.

5. Prepare and train staff for initial DADS inspection processes.

• Equip Project Manager, Superintendent and Quality Manager with electronic tablets and ensure they escort inspector and are utilizing digital resources available.

• Major subcontractors shall also attend DADS inspection walk to answer engineering and systems questions.

6. Be prepared to address minor issues immediately upon identification to ensure they are corrected and reinspected prior to the inspectors leaving the site.

7. Receive hand written copy of initial report. Address issues and/or concerns presented by DADS without delay. Create corrective action plan including owner’s approval and buy-in prior to imitating corrective action plan.

For more information, please visit our company’s website at www.r-o.com.

SENIOR LIVING EXPERIENCE

BELMONT VILLAGE AT TURTLE CREEK

ARCHITECT: MORRIS ARCHITECTS OWNER: BELMONT VILLAGE

SPRING CREEK VILLAGE

ARCHITECT: GHLA ARCHITECTS OWNER: SRP MEDICAL

SPRING, TEXAS

DALLAS, TEXAS

7

195,711

60

85,000

48

STORIES

TOTAL SF

APARTMENTS

TOTAL SF

PRIVATE APARTMENTS

INCLUDES AWARD-WINNING PROGRAMS The 195,711 SF, Turtle Creek project is a French-provincial style mid-rise offering 201 private apartments and a full continuum of lifestyle and support, with independent and assisted living, Alzheimer’s care and a range of award-winning programs designed to maintain memory and mental acuity. Residence plans include studio, one-and two-bedroom units.

The seven-story building houses a professionally managed fitness center, an indoor swimming pool and a technology center.

Hospitality and dining include chef-prepared meals with over 24 daily menu choices, a bistro for casual dining, concierge and transportation services. Located next to Lee Park and Arlington Hall, the outdoor amenities at Belmont Village reflect their surroundings with a garden terrace, private courtyard, dining patio and fountains.

DESIGNED FOR MEMORY CARE Spring Creek Village is one of the finest assisted living and memory care communities in the Spring market that has opened in the past decade. Rogers-O’Brien delivered this 85,000 SF senior living community which features 60 beautifully finished and spacious studio, one and two-bedroom assisted living apartments plus 48 private memory care apartments in a specially designed neighborhood. Other highlights include a quality professional staff, premier amenities and beautifully landscaped courtyards and grounds.

With outstanding service offerings, impeccable amenities, as well as a specially designed environment for individuals with memory care challenges, Spring Creek Village offers a unique lifestyle that allows residents to maintain their independence with the comfort of always knowing someone is there. Residents enjoy elegant restaurant-style dining, a wellness and fitness center, library, theater, computer lounge, arts and crafts room, beauty/barber salon, comfortable community space, outdoor walkways and gardens.

PARC AT TRADITIONS

ARCHITECT: THREE LIVING ARCHITECTURE OWNER: PARC SENIOR COMMUNITIES

HARBORCHASE OF PLANO

ARCHITECT: BOKA POWELL OWNER: SILVERSTONE DEVELOPMENT CO., LLC

BRYAN, TEXAS

PLANO, TEXAS

13

182,000

154

7.3

114,053

120

ACRE SITE

TOTAL SF

UNITS

ACRE SITE

TOTAL SF

UNITS

LUXURY HOME DEVELOPMENT

LIVING IN STYLE This two-story 114,053 SF luxury assisted living and memory care facility is located Plano, TX on

Parc at Traditions will be part of the Traditions

a 7.3 acre site. The facility has 120 total units, 60

Club master-planned community, a stunning

memory care and 60 assisted living. Amenities

private golf and luxury home development

include multiple dining rooms, bistro/coffee bar

adjacent to Texas A&M University. Parc at

and resident lounge.

Traditions will feature 90 independent living, 40 assisted living and 24 memory care apartment homes. Thoughtfully incorporated into a stylish, resort-like campus, and situated on a picturesque 13-acre site, Parc at Traditions will continue its tradition of exceptional hospitality, service and care.

HARBORCHASE OF SOUTHLAKE

ARCHITECT: BOKA POWELL OWNER: SILVERSTONE DEVELOPMENT CO.,

VILLAGE AT MAPLESHADE

ARCHITECT: PRDG, LLC. OWNER: SRP MEDICAL

SOUTHLAKE, TEXAS

PLANO, TEXAS

13

112,000

120

88,515

92

ACRE SITE

TOTAL SF

UNITS

TOTAL SF

UNITS

HIGH-END WELLNESS CENTER

ON-SITE SALON AND SPA The Village at Mapleshade is a 92-unit, 88,515 SF boutique assisted living facility located in the one

Rogers-O’Brien is currently building a 112,000

of densest and fasted growing senior areas in

SF assisted living and memory care facility

Texas. The property features a restaurant, bistro

in Southlake, Texas. This luxury senior living

and private dining room. Other amenities include

facility will feature wellness center, indoor and

fitness/wellness center, salon/day spa, library,

outdoor dining, exhibition kitchen and bistro

movie theater and a rooftop patio to provide a

coffee bar.

The facility will have 120 total

full-range of activities for the residents. Living

units encompassing 30-memory care and 60

units include studios, one- and two-bedroom

assisted-living.

units.

STAY CONNECTED r-o.com

DALLAS 1901 Regal Row Dallas, Texas 75235 P 214-962-3000 F 214-962-3001

AUSTIN 3901 S. Lamar Boulevard Suite 200 Austin, Texas 78704 P 512-486-3800 F 512-486-3701

HOUSTON 11200 Richmond Avenue Suite 110 Houston, Texas 77082 P 713-783-2500 F 713-589-8501