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IrI <br />QERTEL <br />ARCHITECTS <br />OERTEL'S DESIGN PHILOSOPHY <br />Oertel Architects prides itself on listening to our <br />clients and providing them with as much feedback <br />and ongoing communication as is necessary. This is <br />most important in the initial phases of a project, <br />which encompasses the entirety of a facility study <br />project. Clients have complimented us on our <br />practical, constructive, and humanistic approach <br />and have realized the benefits and advantages of <br />using a smaller, specialized firm. As the owner, you <br />will work with the same people from project <br />inception to completion. A smaller firm means <br />lower overhead, which translates to more services <br />per consultant dollar. We have had the pleasure <br />of working in many counties and cities on multiple <br />occasions and look forward to developing that <br />relationship in every project. <br />QUALITY OF WORK I QUALITY CONTROL <br />QUALITY ASSURA <br />At Oertel Architects, the quality of our work begins <br />with QA/QC. Quality Assurance and Quality <br />Control checks are critical to ensuring a smooth <br />bidding and construction process. These checks <br />and meetings will take place periodically during <br />design coordination among the design consultants <br />and the County. This process culminates in the <br />Final Review Set at 95%, which all project team <br />members will review and provide final comments <br />prior to issuing the bid documents. <br />We also encourage you to contact the references <br />listed in the prior section to get an unbiased <br />opinion of the quality of our work. While any work <br />may not be perfect, we stand by our quality and <br />our efforts to make quality a priority. <br />RAMSEY PUBLIC WORKS FACILITY PROPOSAL <br />C. FIRM PROFILE <br />Cost control is a major factor when dealing with any <br />project, but especially when public funds are involved. <br />The entire team has a responsibility to focus on what is <br />needed in the project and to make sure the project <br />scope and design does not spiral out of control between <br />wants and needs. It is the project manager's <br />responsibility to coordinate this effort and ensure the <br />budget accurately reflects the team's decisions and <br />requirements. We have found that the best resource we <br />have for this pricing information is our past projects. <br />This data gives us accurate "real -life" examples of similar <br />projects, provided by the same contractors who will <br />likely be bidding this project. Throughout the process, <br />we will be mindful of project costs, and prepare cost <br />estimates at each phase. If problems are noted, we will <br />advise the owner's representatives as to the areas that <br />have increased, and provide recommended solutions. <br />This will allow the team to make informed decisions on <br />some of the more difficult scope items. <br />Based on our extensive previous experience, we feel that <br />is critical that the project budget includes a sufficient <br />contingency fund as unforeseen conditions may occur <br />during construction, such as unknown below -grade <br />contaminants, undesirable fill, brownfields, etc. <br />Although we will take every precaution we can in order <br />to minimize the unknowns, it is better to have planned <br />for the unknown by having an appropriate contingency <br />fund in lieu of having no funds available (or requesting <br />additional funds from the community) once the project <br />has progressed. <br />We approach every project with the assumption that <br />each project has a life cycle of its own that needs to be <br />cultivated and refined, while keeping it on task, on time <br />and on budget. We start with a very wide lens that tries <br />to capture as much as possible before focusing on more <br />detailed design activities. <br />