Charlene Cade

HOUSTON COMMUNITY COLLEGE Bond Construction Manager at Risk Services Project No. 14-04 Request for Proposals January 7, 2014 , 1:00 PM Kerry Doucette Procurement Supervisor Houston Community College Procurement Operations Department 3100 Main Street,11th Floor Houston, Texas 77002 Mr. Doucette: The B3Ci team (a joint venture between Balfour Beatty Construction and 3Ci — a collaboration of 3i Construction and CBIC Construction & Development) is pleased to submit to you our response to your request for qualifications for CM at Risk services for the 2012 HISD Facilities Capital Program - RFQ #13-07-01CS. The B3Ci team brings the following benefits to the 2012 HISD Facilities Capital Program project: • Unparalleled Experience in Education Construction in the State of Texas: B3Ci offers an impressive portfolio of Texas Education construction. Balfour Beatty Construction was named the #2 Education Contractor in Texas by ENR magazine in 2012, having served more than 48 Texas ISDs and constructed over 100 higher education facilities in Texas. 3Ci Construction, the first African American Owned firm in Dallas ISD’s history to build a new school from the ground up, offers a combined 22 years in the K-12 and higher education sectors. This level of expertise ensures the HCC projects will be a success from day one to day done! Contact Persons: Jon Moreau, Sr. Project Manager B3Ci 4321 Directors Row Houston, TX 77092 [p]- [c]- jmoreau@balfourbeattyus. com Peter Coleman, Director of Construction Services B3Ci 5100 Westheimer, Suite 200 Houston, Texas 77056 [p]- [c]- pcoleman@ 3iconstruction. com • Experience on Occupied/Replacement Campuses: Each B3Ci Team that is submitted for these HCC projects has over 50 years of education construction experience. Much of that experience has been gained on occupied campuses, throughout the school year. This extensive experience with replacement projects and on occupied campuses means they understand the importance of protecting the safety of students and staff, and they also know how to ensure the project progresses without disrupting the education process. • Teamwork and Transparency: To ensure you feel confident of the success of the project every step of the way, the B3Ci team will deliver accuracy, predictability and certainty throughout all phases of preconstruction and construction. We will tailor our project approach around your key business concerns and provide an environment of transparency and open, candid, and timely communications. For example, we have tailored our organizational charts and resumes to each project tab, to provide you certainty you have to right team for your project. We will seize the initiative and demonstrate leadership by taking ownership of the whole project team’s interests and concerns, not just our own. And, last but certainly not least, we will hold ourselves accountable for consequences within our control or influence. We look forward to your review of our qualifications package and await your response. Best Regards, Charles E. DeVoe III Senior Vice President a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 1 TAB ONE PARIS JUNIOR COLLEGE, SCIENCE AND TECHNOLOGY CENTER Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 1. FIRM’S PROFILE AND OVERVIEW Firm Information: Balfour Beatty Construction 4321 Directors Row Houston, TX 77092 [p]- www.balfourbeattyus.com BRIEF DESCRIPTION OF COMPANY The B3Ci joint venture team is comprised of Balfour Beatty Construction, 3i Construction, and CBIC Construction and Development. No. Years in Business: 80 (US) 77 (Texas) 33 (Houston) BALFOUR BEAT TY CONSTRUCTION No. Years K-12 Experience: 42 Balfour Beatty Construction, a leader in the U.S. commercial construction industry since 1933, provides general contracting, at-risk construction management and design-build services through 2,400 professionals nationwide. For the past two years, the company has been cited as a Top 10 Green Builder by Engineering News-Record and as one of the 100 Best Companies to Work For® by FORTUNE magazine. The company is part of London-based Balfour Beatty plc, a global leader in professional services, construction services, support services, and infrastructure investment, with more than $18 billion in annual revenues. 3i Construction 5100 Westheimer, Suite 200 Houston, Texas 77056 [p]- www.3iconstruction.com No. Years in Business: 11 No. Years K-12 Experience: 11 CBIC Construction & Development 1113 Howard Avenue Deer Park, TX 77536 [p]- www.cbic.net Balfour Beatty Construction is based in Dallas, Texas, and has three regions across the US: the East Region, West Region, and the Central Region, which includes the Houston Office. No. Years in Business: 12 We have over 160 education or interiors professionals across Texas who could be committed to an HCC project. No. Years K-12 Experience: 6 3CI CONSTRUCTION 3Ci is a Houston-based firm that was founded by Micheal Williams of 3i Construction and Esther Francis of CBIC Construction & Development. 3i Construction has renovated more than 40 schools in Texas and was the first African American-owned firm in Dallas ISD’s history to build a new school GENERAL from the ground up. CBIC has developed a solid reputation for providing CONTRACTOR IN TEXAS comprehensive project management services to both public and private ENR, 2012 clients. Their combined 22 years in the K-12 and higher education sectors MORE THAN brings exceptional experience and leadership to the minority SCHOOL PROJECTS community. 3Ci is staffed with the industry’s best project IN TEXAS managers and superintendents that are committed to IN THE PAST 10 YEARS MORE THAN providing a safe work environment. 3Ci is 100% African American Owned, 30% Women Owned, HUB and City of SERVED Houston. 1 330 # 48 We have over 70 education professionals across Texas who could be committed to an HCC project. ISDs 2 # 1 # GREEN BUILDER IN TEXAS ENR, 2012 EDUCATION CONTRACTOR IN TEXAS ENR, 2012 a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 2 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 Paris Junior College, Science and Technology Center STATEMENT OF INTEREST Balfour Beatty Construction has partnered with 3Ci Construction — a company born from two of the largest minority construction firms in Texas with extensive higher education experience — to form the B3Ci joint venture partnership. This partnership was not created out of a need to meet a minority quota; it was three companies uniting for a single purpose... to set a new standard in local education construction. For several years, Balfour Beatty and 3Ci have been looking for the right opportunity to leverage their combined strengths. In November of 2012, we identified the HCC Bond Program as a group of projects through which we could bring real value to the client and the community. The structure of our Joint Venture agreement will vary depending upon the value of the project; however, in no case will 3Ci have less than a 30% share in anyproject the joint venture pursues. As most project values will fall between $10-$30M, the most common JV split will be 60/40 (Balfour Beatty/3Ci). For all projects under $10M, the JV split is 70/30 (3Ci/Balfour Beatty). For project values in excess of $30M, the JV split will vary slightly from 60/40 to 70/30 (Balfour Beatty/3Ci) for the largest of the projects. In deciding on an appropriate JV structure, the most important factors were ability to create value for the project and HCC, a structure that enhances the future growth of the minority partner and the minority partner’s ability to provide bonding. B3Ci has delivered more than 330 K-12 projects in Texas for more than 48 ISDs; and over 100 projects for major Texas higher education clients. If you choose B3Ci as your construction manager, HCC’s projects will be delivered by education construction experts, ensuring the best quality and the least disruption, all delivered with the best value for each HCC dollar spent. We offer HCC best practices from the 421 higher education projects – more than 31.9 million square feet – we have underway or completed nationally. Our superior service has earned us numerous repeat higher education clients, including: • Paris Junior College (five projects, totaling $27.4 million) • Dallas County Community College District (two projects, totaling $18.7 million) • George Mason University (four projects, totalling $116.9 million) • Vanderbilt University (183 projects, totalling $505.6 million) • University of Texas (31 projects, totalling $464 million) • University of North Carolina (four projects, totalling $246.1 million) a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 3 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 • Duke University (16 projects, totalling $114 million) • Florida Atlantic University (eight projects, totalling $133.1 million) • North Carolina State University (four projects, totalling $120.6 million) This joint venture team is focused on innovation and project solutions that meet your goals. B3Ci is dedicated to fostering growth for our clients, our team members, and our community. and Eugene Simpson and Company were founded. In Dallas, JW Bateson Company was founded just three years later. Drawn to our approach, Centex acquired these regionally based construction companies and formed Centex Construction in 1966. Centex Construction operated through early 2007, when we were acquired by Balfour Beatty plc, a global leader in engineering and construction. Since then, our company has been known as Balfour Beatty Construction. b. Size, history, years in business including date founded. 3Ci is a Houston-based firm that was founded by Micheal Williams of 3i Construction and Esther Francis of CBIC Construction & Development. 3i Construction has renovated more than 40 schools in Texas and was the first African American-owned firm in Dallas ISD’s history to build a new school from the ground up. CBIC has developed a solid reputation for providing comprehensive project management services to both public and private clients. Their combined 22 years in the K-12 and higher education sectors brings exceptional experience and leadership to the minority community. Balfour Beatty Construction is based in Texas, but across the nation we have 20 offices and 2,400 people working to serve their local markets. Headquartered in Dallas, Balfour Beatty Construction has been a leader in the U.S. commercial construction industry for more than 80 years. Our roots date back to 1933, when Frank J. Rooney Construction Company c. Legal form of Business under which Proposer operates (i.e., corporation, partnership, sole proprietor) number and location of offices, location of company headquarters/main office, total number of employees company wide and total number of employees in the State of Texas, and principal lines of business. IMPORTANT STATISTICS ABOUT FIRM a. Background information about your firm and evidence that the firm is legally permitted or licensed to conduct business in the State of Texas for services offered. As a joint venture, B3Ci is licensed to perform work as a Joint Venture in the State of Texas. Our signed W9 and Official Name Certificate are included at the end of this section. Legal Form of Business: Joint Venture Number of Offices: As a joint venture, BC3i is able to draw resources from any of its offices of our three companies: Balfour Beatty, CBIC, or 3i Construction. Combined, the offices total more than 24 nationwide, with six offices here in Texas. Location of Offices: The main office for the HCC projects is: 4321 Directors Row, Houston, TX 77092 Other Offices in Houston: 5100 Westheimer, Suite 200 Houston, Texas- Howard Avenue, Deer Park, TX 77536 Location of Main Office: 3100 McKinnon, Seventh Floor, Dallas, TX 75201 Number of Employees Companywide: 2,670 employees nationwide Number of Employees Statewide: 764 employees in Texas Principal Lines of Business: Preconstruction, Construction Management At-Risk, General Contracting, Design-Build, Integrated Design-Bid-Build, and Program Management. a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 4 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 d. Key Contacts: List the names(s), telephone number, email addresses of the representative(s) who are to be contacted regarding your proposal. Jon Moreau, Construction Management Project Director Balfour Beatty Construction 4321 Directors Row Houston, TX 77092 [p]- [c]--Peter Coleman, Construction Management Project Director 3Ci 500 Westheimer, Suite 200 Houston, TX 77056 [p]- [c]--e. Ownership: List the names of all officers and persons in the organizations having a ten percent (10%) or greater ownership interest in the company. Indicate which persons are in day-to-day management of the company. Also, indicate if the business is a subsidiary of another entity or conglomerate. B3Ci has no officers with a ten percent or greater ownership interest in the company. f. Project Volume: Provide project/construction volume data for the past three (3) years. Our annual dollar volume of construction for the past three years is reflected in the charts below. Our financial stability ensures that we will be here to finish your project to your satisfaction and here for you long after your project is complete. Balfour Beatty Business Volume - Last Three Years 2012 $3,460,000,000 2011 $3,182,691,000 2010 $2,822,528,604 3Ci Business Volume - Last Three Years- g. Is your company currently for sale or involved in any transaction to expand or to become acquired by another business entity? If yes, please explain the impact both in organizational and directional terms. B3Ci is not currently for sale or involved in any transaction to expand or to become acquired by another business entity. h. Provide any details of all past or pending litigation or claims filed against your company or its officers, including claims submitted to your surety on payment or performance bonds. There are no pending or current cases that will affect B3Ci’s ability to perform work for Houston Community College. i. Provide a list of all work that you have been involved with for HCC. 3Ci has performed three project on the Northeast campus for Houston Community College. j. Provide your criteria for hiring including screening, criminal background checks, or any other means of verification of employee information, or explain other means for ensuring the integrity and suitability of the Proposer’s employees. INTEGRITY/ETHICS At BC3i, our reputation is one of our most valuable assets. Our clients and stakeholders must trust that we will work in the most principled manner. Just as we “expect more” of ourselves, others must know that we will uphold the highest ethical standards in the way we conduct business, make decisions, and treat one another. E THIC S POLICY BC3i is committed to operating all aspects of its business in an ethical manner. This includes, but is not limited to, respecting the rights of its employees; promoting non-discriminatory employee policies; providing proper processes for complaint and redress and safe and healthy working conditions; treating customers, suppliers and others with whom we deal in a fair and honest way; dealing openly and reasonably with third parties affected by our operations; and providing shareholders with timely and accurate information relevant to their investment in our company. a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 5 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 Our employees are expressly instructed to refrain from engaging in dishonest business practices and the terms of our agreements with agents and representatives contain similar prohibitions. COM M ITME NT TO E THIC S AND COMPLIANCE BC3i’s policy on competition is clear: we are committed to fair and rigorous competition. We are committed to ethical business standards, which our Code of Conduct makes clear. We take any breaches of this Code very seriously and any breach of the antitrust laws constitutes a breach of our Code. To ensure compliance with the requirements of antitrust laws and our Code of Conduct, all of our executives, project management and preconstruction staff are required annually to take training on matters of legal compliance and ethical business practices. It is mandatory within Balfour Beatty for this training to include antitrust laws and compliance with Balfour Beatty’s Competition Compliance Manual. The training examines possible situations where antitrust concerns can arise, ways to avoid those situations, and steps to take if confronted with a situation. Additionally, all Balfour Beatty employees are required to attend new employee orientation, which reviews our Code of Conduct and our compliance with the Construction Industry Ethics and Compliance Initiative (CIECI). CIECI is a non-profit association of construction industry participants dedicated to the promotion of integrity and ethical conduct. Its goals are to encourage and support ethical behavior and compliance with law; and identify and share the best ethical and compliance practices within the industry. As one of the eleven founding members of CIECI, Balfour Beatty expects our employees to follow their guidelines for appropriate behavior. 4. Verification of legality within the U.S. (Verifing that the prospect is legally able to work in the U.S.) TR AINING PROCE SS Balfour Beatty Construction’s HR Department ensures each salaried employee receives a copy of the Business Conduct Guidelines. and Code of Conduct. Within 30 days of beginning at Balfour Beatty, the new employee must take Business Conduct Guidelines and Code of Conduct training. Balfour Beatty employees are also required to take yearly ethical training. Upon completion of the training program, each salaried employee is required to certify that he or she is familiar with the Business Conduct Guidelines and has disclosed any potential violations. In addition to basic ethical training, Balfour Beatty’s HR Department provides the following trainings: • New Employee Orientation: Training designed to familiarize new employees with the company and its various programs and initiatives. • Delivering Service Excellence: A signature course that focuses on how every Balfour Beatty employee can help deliver the service elements of our Creed: Zero Harm, Zero Waste, Client Advocacy, and Employee Inspiration. • BLE (Building Leadership Excellence): A Leadership Development Program that helps develop our talent and instills the behaviors and values we expect from our future leaders. k. Provide a list of primary services provided by your firm or any other information you deem necessary to describe your firm. Please note any services requested in the RFP, that your firm does not routinely provide. HIRING POLICIE S We hope to only professionals whose standards are consistent with our own, and who respect our values. To ensure this, BC3i performs each of the following processes upon hiring a new employee with our company. 1. Drug Screen 2. Background Check (education, employment history, criminal) 3. Social Security Verification a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 6 TAB TWO PARIS JUNIOR COLLEGE, SCIENCE AND TECHNOLOGY CENTER Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 2. FIRM’S DEMONSTRATED QUALIFICATIONS AND PROJECT EXPERIENCE Paris Jr. College - Science and Technology Center B3Ci has worked with 48 ISDs across Texas to deliver more than 330 K-12 projects and performed nearly 100 projects with Higher Education clients in the state of Texas. On the following pages, we have provided several projects that are most relevant to the Houston Community College facitlities. Paris Jr. College - Multi-Purpose Building Dallas County Community College District - Economic and Workforce Building The Joy School 330 Number of K-12 Projects in Last 10 Years 450 Number of Higher Education Projects 92,612,386 Square Feet of Education Projects Nationwide a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 7 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 PARIS JUNIOR COLLEGE SCIENCE & TECHNOLOGY CENTER AND NATURAL SCIENCE RENOVATION The new Science and Technology Building included new spaces such as administration workspaces, state-ofthe-art Math Center, Computer and Science Labs plus two large lecture rooms for classes and special events. The Natural Science Renovation upgraded the existing natural science facilities with XXXX. Owner Contact: Paris Junior College, Dr. Pam Anglin, President -Email:- Project Name & Location: Paris Junior College Science and Technology Center Paris Junior College, Science and Technology Center - Natural Science Renovation Paris, Texas Project Architect & Design Subconsultants: SHW Group, LLP, Monte Zajicek Final Project Construction Cost: Science and Technology Center Final Cost: $9,070,631; Starting GMP: $8,935,161 (Owner Requested -,-Change Order: $135,470) Natural Science Renovation Final Cost: $1,526,508; Starting GMP: $1,526,508 Project Size: Science and Technology Center: 41,802 Square Feet Natural Science Renovation: 15,000 Square Feet Major Subcontractors: Science and Technology Center Mechanical: Four Star Fabricators and Service Inc.; Electrical: Leland Collier Electric.; Plumbing: Blake Plumbing Inc.; Structural Steel: Nasco Steel Corp.; Mason: Wilks Masonry.; Roofing: Benco Commercial Roofing.; Drywall: BakerTriangle. Natural Science Renovation Mechanical: CBS Mechanical Inc.; Electrical: Hargis Electric LLC.; Plumbing: Blake Plumbing Inc.; Structural Steel: Creek Field Services LLC (Misc. Steel & Handrails).; Stucco: Barber Specialties Inc.; Roofing: Progressive Roofing (gutters & small roof repairs).; Drywall: Barber Specialties Inc. Similarities with upcoming HCC Projects: NEED SIMILARITIES NW Alief Campus: NW Eldridge Campus: SW Missouri City Campus: NE North Forest Workforce & Early College Campus: Central South Campus: Processes/Outcomes that made this project successful: NEED SUCCESSFUL PROJECT INFO a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 8 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 “We consider [Balfour Beatty] to be a company of impeccable ethics, exceptional professionalism and superior business capabilities. Your commitment to excellence sets you above all others that I have worked with in the past.” - Pamela D. Anglin, Ed.D., President, Paris Junior College System a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 9 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 SOUTHERN ASSEMBLIES OF GOD WELLNESS CENTER Southwestern Assemblies of God University (SAGU) is a private Christian University located in Waxahachie, Texas. This project is 2 stories; a design building ground up project with the following amenities; weight and aerobic equipment, an elevated walking/jogging track, racquetball courts, multipurpose gymnasium, swimming pool, sauna, lockers, and showers. This center was opened to the entire campus in order to promote general wellness to the University. Owner Contact: Terry Phipps – VP Student Svs. 1200 Sycamore Street Waxahachie, Texas- Direct- Campus Project Name & Location: SAGU Wellness Center Waxahachie, TX Project Architect & Design Subconsultants: Anthony Mottla, Anthony Mottla Architects, (P):- Final Project Construction Cost: $5,137,500; GMP: $5,137,500 Project Size: NEED SIZE 39,000 NEED MAJOR SUBS NEED SIMILARITIES Major Subcontractors: Similarities with upcoming HCC Projects: NW Alief Campus: NW Eldridge Campus: Major Subs: Electrical Huneke Enterprises, LLC 307 Waxahachie, Texas-p HVAC Brandt 11245 Indian Trail Dallas, Texas- SW Missouri City Campus: NE North Forest Workforce & Early College Campus: Central South Campus: a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 10 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 TEXAS A&M MAYS SCHOOL OF BUSINESS This first generation buildout project relocated the graduate program from The Woodlands to City Centre. The space features tiered classrooms, standard classrooms, a boardroom, and multiple conference rooms. A full servery and open concept dining area complete with TV and projection screen for presentation and ambiance. Owner Contact: Midway Companies, Eric Mayfield-,- Project Name & Location: Texas A&M Mays School of Business Houston, Texas Project Architect & Design Subconsultants: Kirksey Architecture, Paul Newsoroff Final Project Construction Cost: $1,955,000 -,-Starting GMP was $1,955,000, which came in on budget for Texas A&M Project Size: 23,295 Square Feet Major Subcontractors: NEED MAJOR SUBS NEED SIMILARITIES Similarities with upcoming HCC Projects: NW Alief Campus: NW Eldridge Campus: SW Missouri City Campus: NE North Forest Workforce & Early College Campus: Central South Campus: Processes/Outcomes that made this project successful: NEED SUCCESSFUL PROJECT INFO Project timeline: April to August 2012 a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 11 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 DALLAS COUNTY COMMUNITY COLLEGE DISTRICT MOUNTAIN VIEW COLLEGE ECONOMIC & WORKFORCE DEVELOPMENT BUILDING The Economic and Workforce Development Building houses continuing education and corporate training classrooms, staff rooms and offices. The “multipurpose room” is a large lecture hall that can be divided into four standard size classrooms. There is also a “small business incubator” section with several large offices for assisting new small businesses. Owner Contact: Dallas County Community College District, Steve Parks,-,- Project Name & Location: Dallas Community College District Mountain View College Economic & Workforce Development Building Dallas, Texas Project Architect & Design Subconsultants: E. Evans Associates, Inc., Evan U. Evans, AIA Final Project Construction Cost: $6,084,064 Project Size: 23,240 Square Feet Major Subcontractors: Mechanical/Plumbing: Trevino Mechanical Contractors; Electrical: Facility Solutions Group Electric; Structural Steel: H&H Steel Fabricators; Masonry: None; Roofing: Peach State Roofing; Concrete: Cimarron Concrete; Drywall: Walker Drywall, Inc. Similarities with upcoming HCC Projects: NEED SIMILARITIES -,-Starting GMP was $6,079,499. There was a $6,380 Change Order during the project, but another change order created a savings of $1,814 NW Alief Campus: NW Eldridge Campus: SW Missouri City Campus: NE North Forest Workforce & Early College Campus: Central South Campus: Processes/Outcomes that made this project successful: NEED SUCCESSFUL PROJECT INFO a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 12 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 THE JOY SCHOOL New construction of a two-story private school with 30 classrooms, science labs, admin offices, and one-on-one teaching rooms.There were three phases of construction: demolishing and rebuilding the existing parking lot, construction of the new school building, and demolishing the original school and building the new front entrance canopy. Owner Contact: Project Name & Location: The Joy School, Shara Bumgarner, Head of School,- x230, sbumgarner@ thejoyschool.org The Joy School Houston, Texas Project Architect & Design Subconsultants: RdlR Architects, Lorie Westrick, AIA, LEED AP, Principal,- x227,- Final Project Construction Cost: $4,687,443, starting GMP was $4,687,443 Project Size: 25,000 Square Feet Major Subcontractors: NEED MAJOR SUBS NEED SIMILARITIES Similarities with upcoming HCC Projects: NW Alief Campus: NW Eldridge Campus: SW Missouri City Campus: NE North Forest Workforce & Early College Campus: Central South Campus: Processes/Outcomes that made this project successful: NEED SUCCESSFUL PROJECT INFO Balfour Beatty’s relationship with the design team and owners helped to make this project so successful. “[Balfour Beatty has been] the best education contractor I’ve worked with.” - Lorie Westrick, RdlR Architects a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 13 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 PFLUGERVILLE MIDDLE SCHOOL #6 This new, three-story middle school classroom wing with a one-story fine arts and athletic wing. The project included a concession stands, competition and practice gyms, locker rooms, training and weight rooms, telescoping bleachers, and aluminum bleachers for a football/soccer stadium. The project includes sustainable features, notably a highly efficient geothermal system and a “vegetated roof” section featuring native flora and fauna - which is also serves as a living lab for the student body. Owner Contact: Pflugerville ISD, Gary Schulte-,- Project Name & Location: Plugerville ISD, Plugerville Middle School #6 Plugerville, Texas Project Architect & Design Subconsultants: SHW Group, LLP, Sylvia Cancino Final Project Construction Cost: $24,619,000 Project Size: 174,000 Square Feet Major Subcontractors: NEED MAJOR SUBS NEED SIMILARITIES Similarities with upcoming HCC Projects: -,-Starting GMP was $$$ which provided a cost savings of $$$ NW Alief Campus: NW Eldridge Campus: SW Missouri City Campus: NE North Forest Workforce & Early College Campus: Central South Campus: Processes/Outcomes that made this project successful: NEED SUCCESSFUL PROJECT INFO a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 14 TAB THREE DALLAS COUNTY COMMUNITY COLLEGE DISTRICT, MOUNTAIN VIEW ECONOMIC AND WORKFORCE DEVELOPMENT BUILDING Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 3. DEMONSTRATED QUALIFICAITONS OF PERSONNEL AND TEAM ORGANIZATIONAL CHART The projects within the Houston Commmunity College 2013 Capital Improvement Program need to have on-site staff dedicated to their success. To support this goal, we have selected the most qualified team available for these projects. The organization structure represented below outlines our team’s staff structure for the overall project management and supervisory personnel proposed. B3Ci is committed to the success of Houston Community College. If selected as your Construction Manager at Risk, the proposed team will strive to exceed your expectations throughout the course of the project and make this the best construction experience you have ever had. Project Organization Charts and Resumes for project managers, superintendents, and estimators committed to specific projects can be found on the following pages. 1 Denotes Balfour Beatty employee PROJECT EXECUTIVE 2 Michael Williams Denotes 3Ci employee 2 EXECUTIVE SUPPORT COMMUNITY RELATIONS/MWBE DIRECTOR Kamecia Lambert CONSTRUCTION MANAGEMENT PROJECT DIRECTOR 1 Jon Moreau Terry Marsh 1 1 Esther Francis, CPC 2 PRECONSTRUCTION & DESIGN ASSIST DIRECTOR Lee Gibson, LEED AP 1 Peter Coleman QUALITY CONTROL/COMMISSIONING DIRECTOR Charles E. DeVoe III 1 2 SITE SAFETY & HEALTH DIRECTOR Dan Sheridan a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development 1 page 15 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 Unparalleled Experience in Education Construction in the State of Texas: B3Ci offers an impressive portfolio of Texas K-12 construction. Balfour Beatty Construction was named the #2 Education Contractor in Texas by ENR magazine in 2012, having served more than 48 Texas ISDs to deliver more than 330 K-12 projects over the past 10 years and performed nearly 100 projects with Higher Education clients in the state of Texas. 3Ci Construction, the first African American Owned firm in Dallas ISD’s history to build a new school from the ground up, offers a combined 22 years in the K-12 and higher education sectors. This level of expertise ensures the Houston Commmunity College 2013 Capital Improvement Program projects will be a success. Teamwork and Transparency: To ensure you feel confident of success every step of the way, the B3Ci team will: • Deliver accuracy, predictability and certainty throughout all phases of preconstruction and construction. • Tailor our project approach around your key business concerns. • Provide an environment of transparency and open, candid, and timely communications. • Seize the initiative and demonstrate leadership by taking ownership of the whole project team’s interests and concerns, not just our own. • Anticipate potential problems and be ready with recommended solutions to keep the project moving in a proactive and positive manner. • Hold ourselves accountable for consequences within our control or influence. a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development TAB FOUR DALLAS COUNTY COMMUNITY COLLEGE MOUNTAIN VIEW COLLEGE SCIENCE AND ALLIED HEALTH BUILDING Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 4. CONSTRUCTION MANAGEMENT EXPERTISE In the past 20 years, BC3i’s Texas operations has constructed over 60 million square feet of new and renovation facilities under the Construction Manager at Risk (CMAR) delivery system. This depth of experience has enabled our teams to refine their processes to drive both efficiency and value for our clients. We bring this experience, and with it the valuable lessons learned, to provide Houston Community College with an array of services from which we can tailor a custom approach to meet HCC’s unique needs on your new education facilities. A. PROPOSER’S ABILITY TO IDENTIFY AND RESOLVE PROBLEMS 1. ADMINISTRATIVE CHALLENGES OR OPPORTUNITIES FOR A CMAR Basically, the CMAR method means that the construction management firm holds the contracts with the subcontractors, thereby guaranteeing its services will be delivered on time and within budget. If a subcontractor fails to deliver, the construction management firm is financially responsible for finishing that project element. This approach is often referred to as a negotiated/Guaranteed Maximum Price (GMP) method. The basic differences between the CMAR method and Hard Bid method, includes the following: • While both methods have issues that the owner must be aware of, the CMAR method offers significantly more benefits directly back to the owner. • The CMAR method allows the construction manager to move into the process earlier in preconstruction. 2. CHALLENGES OR DIFFICULTIES PROVIDING SERVICES TO HCC CHALLE NGE S We foresee the only one major challenge to providing services to HCC: Availability in the Subcontractor Labor Market. Currently, due to the recent expansion within the oil and gas market, the subcontractor labor market is slowly One of the most common challenges that we are encountering in the school construction business is the lack of qualified tradesmen available to us and our subcontractors to do the complex projects that we see in K-12 construction. This is due to several factors: Over the years the training that used to be provided by the Unions has disappeared as organized labor became less prominent in the State. With the general downturn in the economy, skilled construction labor has migrated to the boom industries such as oil and gas where many of the skills learned in construction are easily transferable. Young high school graduates are more interested in career fields that have technology and innovation as a key part of that profession. The negative perception in the marketplace associated with construction…it’s hot, dirty and does not pay well, tends to steer the workforce to other disciplines. At B3Ci, we recognized this issue at an early stage and have worked hard to mitigate its effects on our projects and schedules. This was made even harder as schedules have gotten tighter over the last 5 years. However, we have implemented a few processes that to combat this phenomenon: We are a big supporter of the different independent training programs available to the construction industry, as we discuss later in this section. With our subcontractors, we use training opportunities to train plumbers, carpenters, HVAC technicians, field engineers, masons and many more technical professions vital to delivering a quality project. Being a very large company with a high volume of work we are in a position to attract the best subcontractors in the business. These subcontractor look at B3Ci as preferred vendor and will allocate their best foremen and crews to our projects. We take great pride in planning and phasing the work to a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 17 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 maximize efficiency and the use of manpower. This eliminates stacking of trades which is terrible waste of manpower. We make our worksites a clean and safe place to work. We eliminate the risks and hazards that may discourage an individual from wanting to work on a construction project. By doing all of these things we have limited the effects of a lack of skilled labor in the Industry and managed to maintain an excellent safety culture, an uncompromising on time completion record and keep B3Ci projects as a place where our subcontractor and workforce want to work. OPPORTUNITIE S In addition, we bring the following opportunities to HCC and your projects: • Efficient Scheduling of Material Delivery and Long-Lead Items By efficiently scheduling materials and long-lead items with our subcontractors as early as possible, we are able to ensure that we can stay on schedule for your projects. We begin this process in preconstruction, as we believe this is the time when the most effective use of time is possible. By scheduling these long-lead items into the schedule as early as possible, we are able to effect the project positively. • Collaboration with the Architect, Owner, and Other Significant Project Stakeholders B3Ci frequently works collaboratively with the architect, the owner, and subcontractors to ensure that the project is successful to all parties. By encouraging collaborative teams, we can more effectively communicate the needs of the client and the project to all team members throughout the process. This collaboration can include anything from co-location of project stakeholders to integrated project delivery processes-all to create a positive project experience for every team member. • Creating High Performance Teams Based on the specific details of the project, as well as the needs of the client, we create unique project teams with professionals who are dedicated to the HCC project. These talented personnel are selected based on their qualifications and availability for your project, creating high performing teams that are commited to the success of your facility. • Integration with the M/WBE Market As a joint venture, B3Ci was created to change the approach to teaming opportunities with quality minority companies in the Houston market. Our joint venture is focused on creating a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 18 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 unique possibilities within the market for minority partners around Houston that can help them grow their business. Our integration with the minority market in Houston ensures we can provide many companies with these possibilities, and any HCC project will benefit from this positive relationship. 3. PLAN FOR COMMUNICATING CONSTRUCTABILITY, PHASING, VALUE ENGINEERING, AND OTHER BUDGET OPTIONS Our team of professionals will provide side-by-side comparisons using our Budget Tracker. Budget Tracker is our proactive scope management tool that we use to record deviations, or suggested deviations between budget deliverables. These deviations include value management items, pricing fluctuations, team decisions regarding design or materials, scope changes, etc. By using this tool, we are able to record all items that may impact the budget. and the project’s end users to better understand the needs, challenges, and hurdles for a complete understanding and vision of the final product. • Encourage participation from our subcontractor community to generate interest and excitement from the best craftsmen available, and to ensure the best possible pricing. • Establish project goals and expectations, and measure the success on a continual basis throughout the duration of the project. We remain proactive and flexible throughout the project and truly become an extension of the Owner’s team. • Remain focused on the Owner’s vision for the project, cost and schedule by providing a flexible and open book policy throughout the construction process. • Utilize the talents of our highly qualified team members to accomplish established goals and exceed the expectations of all members of the project team. Used from the start of your project through close-out, this “living” document allows the project team to see where the budget stands on a continuous basis and allows the team to make informed decisions ensuring the goals of the project are being met. We will ensure true competition in every aspect of the work and through our independent estimates, verifying that all costs are reasonable and necessary. • Partner and solidify long-term relationships - our Education Division has an impressive 87% renewal rate with clients. 4. CONFLICT RESOLUTION METHODS PRECONSTRUCTION NEED EXAMPLE FROM JON MOREAU 5. OVERALL APPROACH AND METHODOLOGY FOR CMAR B3Ci has an excellent understanding of the nature of services that are delivered under the CMAR procurement method. Over the last 18 years of building schools, B3Ci has completed more than $2.3 billion of K-12 projects in Texas as a CMAR. Our long history of working as a CMAR has allowed us to develop a distinct approach and philosophy regarding how to be a great CMAR Partner to HCC. Our CMAR approach and philosophy: • “Walk in our client’s shoes” by providing construction management services that maintain budget and schedule as if it were our own. • Ask questions and listen to the Owner, Architect, consultants • Provide accounting transparency. By living this philosophy every day throughout your project, B3Ci will make this the best construction experience you have ever had! From the day we are awarded the project, our preconstruction and project site team will involve ourselves with HCC and the design team. Although there will be limited time once construction documents are issued to help coordinate drawings, our preconstruction team has the capability of using BIM to search for conflicts. Even with the limited time available, the early coordination will reduce potential conflicts and delays during construction. • Bid Schedule and GMP – Based on the dates given for construction documents and board approval, we will schedule the subcontractor bid openings and provide our GMP without the need for an interim GMP. • Bid Scopes – BC3i spends a lot of effort tailoring our subcontractor bid scopes to match the projects needs. For HCC’s project, this will include the following: a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 19 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 »» Requirement for a mandatory six-day work week from our major subcontractors. »» We will attack the project from two separate ends and require our subcontractors provide proper crew sizing and a minimum of two separate crews working simultaneously. • Milestone and Delivery Dates – Our bid scopes include milestone and delivery dates which become part of the subcontractors scope of work. We hold our subcontractors to these dates. Outlining a streamlined submittal process – It will be made clear up front that there will be no substitutions allowed on this project unless there is a direct benefit to the project schedule. Work with HCC and the design team to ensure that materials and finishes are readily available without excessive lead times. • Subcontractor Selection – Subcontractor selection is vital for the success of this project. We have a list of subcontractors with proven track records who can perform. We will target the subcontractors who have made other HCC projects a success along with proven subcontractors who have built this prototype in the past. Eliminating as much of the learning curve as possible is vital to the success of the project. Prior to any subcontractor being signed up, BC3i has a scope meeting with that subcontractor where we will get the necessary commitments for the proper materials and manpower. By the time our subcontractors are required to be on site, there will be no question they are as committed as we are to make this project a success. • Coordination with Local Authorities – BC3i will not “sit back and wait”. We will request a grading permit prior to the issuance of the final building permit so we can start with the earthwork immediately upon notice to proceed. We will assign a person to coordinate with the plan review and design teams to insure the necessary information is being provided in a timely manner. • Early Release of Key Trades for Detailing – Upon receipt of subcontractor bids, BC3i may release a number of key trades for detailing prior to approval of GMP. This will be necessary for pier reinforcing steel, structural steel anchor bolts and embeds, and hollow metal frames. CONSTRUCTION Once construction is underway, BC3i will implement a number of plans to insure the project remains on schedule. We are firm believer that the front end of the schedule is where you make up time, not on the back end. BC3I APPROACH The project will be given the attention it requires from day one. We do not feel that this type of project can be successfully executed without the proper staff assigned for sufficient time. We will have a general superintendent with experience fast tracking this type of project assigned to the project full time. He will be assisted by an assistant superintendent throughout the project. The project engineering will be handled by an experienced assistant project manager who has been part of a similar fast track project and he will be on the project full time. We will supplement him as needed with a junior engineer or intern but we recognize that keeping the pare trail moving is as important as any other segment of the project. The HCC project(s) will have the full support from operations and the Project Manager will have the full support from a team dedicated to the success of the project. B. PROPOSER’S ABILITY TO ESTABLISH BUDGETS AND CONTROL COSTS ON PROJECTS 1. BUDGET MANAGEMENT RESPONSIBILITY AS CMAR Our team’s CMAR philosophy is rooted in the belief that the successful outcome of a project is dependent on the integration of the owner, user-groups, designers and subcontractors into the process. As CMAR, we assume the role of integrator, inviting all of the interested parties into the process with the intent for each of the stakeholder’s goals for the project to be recognized in the final product. Additionally, we believe in the following philosophies in the role of Construction Manager: • Open Book Approach: We maintain a true open book approach throughout the preconstruction and construction phases. HCC will have the confidence that we are providing complete transparency throughout the project, ensuring trust a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 20 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 between all parties. • Seamless Continuity: Our construction team will be involved in the project from day one, throughout preconstruction and into construction, providing a seamless approach from start to finish. This approach means that HCC will be assured that the team is communicating effectively and consistently throughout the entire life of the project. • Team Approach: During an early team integration meeting with HCC and the design team, we will establish the expectations and protocols for working together throughout the project. This will establish the groundwork for how the team conducts business through the life of the project. • Communication: Our approach is to clearly communicate the plan to all team members so there is a clear path from the beginning to the end of the project. The BC3i approach keeps everyone on the project team informed throughout the course of the project, eliminating any questions about the status of the job or our plans for making progress. 2. CAPABILITIES AND METHOD FOR ADHERING TO PROJECT BUDGET BC3i believes that as a CMAR, we develop a complete and detailed budget at the beginning of the project, Therefore, developing costs at the beginning of the project is one of the most important aspects of the CMAR approach. DEVE LOPING COST S Our preconstruction team uses multiple software applications to assist in providing timely, accurate and pertinent information for our budget deliverables. This software is complimented with the input from our hands-on operations staff, including our Project Managers and Superintendents. These applications include: On Screen Takeoff Pro is software that we use to fully develop quantity surveys electronically for your project. A benefit to using this tool is that it allows us to electronically overlay two sets of drawings. This helps in alleviating dimensional and scope problems between trades and versions of drawings. This tool also greatly reduces the cost of drawing reproduction and maintenance of electronic records. MC2 is the estimating software that BC3i uses to price our quantity surveys. The software allows us to organize budget information into manageable reporting, which helps the project team make informed, educated decisions. We can organize these reports by bid package, CSI, building, or any other owner desired method such as historical, TIF eligible and taxable components. Each estimate is priced using our database, which is updated quarterly by region. Every line item unit cost is verified by our estimators with input from local subcontractors and suppliers. Smartbidnet.com is our budget/bid management system. Smartbidnet.com is a web-based software that allows us to electronically post documents, send bid invitations, and provide addenda notifications to subcontractors and suppliers. Usage of Smartbidnet.com is free for subcontractors and not only provides a leaner, more efficient way of communicating with subcontractors, but it also saves the ConocoPhillips significant money in printing costs for drawings. Revit / Autodesk QTO is utilized for model quantity take-offs alongside our on-screen take-offs when revit models are provided from the design team. Understanding that models do not always contain complete data, this provides a comparison to mitigate scope gaps and missed components. Navisworks is used by our preconstruction department to view published models along-side 2D drawings in order to better understand design intent. 3. COST CONTROL METHODS The most important aspect to controlling costs and estimating your project accurately comes down to the experience and expertise of the people providing you with these services. Ben Jordan, Dan O’Shea, Jim Ritsema, and Jennifer Williams, supported by our additional 21 preconstruction professionals in Texas, will help manage project costs. Your key operations professionals will work with the team to ensure all costs are accounted for eliminating any overlaps and/or gaps. PRE CONSTRUC TION Our approach for everything in our preconstruction process is simple: provide solutions. Estimating the value of design documents is a reactive process, which is why we take a proactive approach and constantly strive to provide solutions to drive the design to the target budget. At every deliverable, you will know the accurate value of the documents and a series of options that may enhance your building or lower the cost. a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 21 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 Our team focuses on the sequencing, cost, schedule, and quality, with major emphasis placed on the budget and phasing components. Heavy investment in the planning, procurement, and Project Solutions phases reaps enormous dividends in the construction phase. To effectively develop and allocate project costs within the budget parameters, our team will: • Develop an internal estimate to determine exact quantities and create alternates that will be priced as a means to determine what materials and construction procedures are the best fit for this project • Measure all cost against historical data and known market conditions • Stimulate subcontractor interest to ensure adequate coverage of the bid package and scope of work • Identify, quantify, and clarify areas of potential contingency so that subcontractors can provide good competitive pricing • Provide detailed breakdown of allowances to ensure all project team members know what is and is not included BC3i will act as an extension of your team, translating project expectations into a clear, detailed and accurate guaranteed maximum price (GMP) that satisfies the design intent. Having completed GMPs on numerous other similar projects, BC3i is confident that we will provide you with a reliable early GMP is reflective of the final cost. 4. FIRM’S APPROACH TO PRECONSTRUCTION We are constantly looking for new, efficient, and, most importantly, effective ways to deliver a high-quality end product. BC3i is a front-runner in using the latest industry trends to ensure each of our projects are delivered with the best possible outcome. Our innovative team has in-depth knowledge of highly complex campus, office, central plant, and garage projects. We will work hard to further understand and align with your culture, practice a foundation of trust, and foster team collaboration. Every project is unique and we will use a variety of process, technology, and innovative solutions to provide efficient delivery a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 22 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 of a project that meets your needs. We believe it is during the preconstruction phase that the project is in its pivotal stage. Our philosophy is to extend beyond simple estimating and create a Project Solutions program. Our team will focus on the sequencing, cost, schedule, and quality, with major emphasis placed on the budget and phasing components. Heavy investment in the planning, procurement, and Project Solutions phases reap enormous dividends during construction. Resources used during the Project Solutions phase will include computerized cost estimating, system analysis, life cycle studies, value management capabilities, in-house scheduling/ phasing, and cash flow systems, along with the support of our team members providing local/area construction market expertise and experience. CONSTANT COM MUNICATION The utilization of our partnering process is critical to establishing the team’s expectations for the project. As the Construction Manager, we have the responsibility to accurately define the scope and help guide the remaining design in order to avoid scope creep and re-design costs. Throughout this process BC3i is committed to providing key subcontractors and suppliers with the same constant communication so that their scope and pricing reflects the GMP assumptions. It is this type of communication that will enable the project team to maintain the GMP throughout the life of the project. REGUL ARLY SCHE DULE D DE SIGN PROGRE SS ME E TINGS BC3i will engage in regularly scheduled design meetings held to provide a forum in which the team can review, comment on, and plan the project together. Timely completion of action items and prompt decision making will be critical to the success of the Preconstruction phase and the ability of the project team to maintain the project schedule and GMP. CHE CK AND RE- CHE CK BC3i team will continually compare the design documents with the GMP documents to ensure that all design assumptions are noted within the established allowances. Likewise, the design team must commit to including BC3i in any change to the GMP drawings not discussed in the design meetings so that the established allowances can be managed. By the time 100% Construction Documents are released, there should be no surprises because every team member has had a hand in the project’s development. CONSTRUCTION PHASE The first step to controlling costs in the field requires developing a clear understanding of the purpose, vision, and goals for HCC. The most important function of this first step is to establish communication with all team members including HCC, the design team, and other major stakeholders during team integration meetings. Building a foundation of collaboration where team members are comfortable communicating and working together will ensure that we reach mutual goals. The next important step to controlling costs in the field is our bid development process. When BC3i sends out bid packages, we include the drawings and specifications with a detailed scope, construction schedule, insurance requirements, local participation requirements, general conditions, and special provisions. By doing this we are taking a “no surprises” approach to ensure that the pricing we receive from subcontractors is accurate and represents the expectations of the project. By providing a detailed scope of work, we level the bids and eliminate scope gaps. The construction team, led by the Project Manager, will administer the bid package process with the participation of the preconstruction team. PRE-BID ME E TINGS BC3i will hold pre-bid meetings to generate subcontractor awareness and answer questions from subcontractors prior to bidding the project. This gives the bidders a better opportunity to understand our approach to the project, our schedule, and to gain project specific knowledge that is sometimes hard to convey through written documents alone. The design team and HCC, along with additionally designated representatives, will be invited and encouraged to participate in the pre-bid and post-bid meetings. POST-BID ME E TINGS Post-bid meetings are held with qualified bidders after bids are received to analyze the submitted scope of work. The post-bid meetings ensure subcontractor forms are complete and comparable. Based on this review, we’ll make our recommendations to the HCC for final approval of subcontractor selection. Because you are in control of your budget dollars, BC3i believes you should have the final approval in awarding subcontracts. a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 23 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 PROJE C T CHANGE S Finally, our project management team is experienced in managing the day-to-day operations and management of subcontractor change order requests. For each change order request a Cost Event will be created. Each Cost Event is thoroughly reviewed and challenged for relevancy, accuracy, fairness and equitable pricing. Valid project changes will be submitted via a Request for Change Order (RCO). Each RCO will include a detailed description of the change along with the required subcontractor breakdown clearly identifying the total cost. Cost Event logs will be provided and reviewed during each Owner/Architect meeting. With this information the project team and the HCC are able to make the necessary decisions on critical issues. This ensures that the project is not delayed by delinquent cost issues. Upon approval the cost will be incorporated in the schedule of values. C. PROPOSER’S ABILITY TO MEET SCHEDULES ON PAST PROJECTS 1. DEVELOPING, MAINTAINING, AND UPDATING THE PROJECT SCHEDULE Our team behaviors are key, because they drive our intensive collaborative efforts. Therefore we believe that the formation of the Core Team is the most important event as we start this journey. We have worked together to identify the best talent available to enable us to form a wider team that will have the necessary inter-personal skills, technical knowledge and experience, along with the delivery expertise required to rise to the challenge and deliver value to the HCC. The team’s initial tasks will be to identify our lean construction strategy, begin creating our procurement strategy and formulate our detailed target cost plan. This results in the incorporation of our pull schedule into a fully integrated Design-ProcurementConstruction master schedule. Pull scheduling is a process that allows us to optimize the project and remove waste. PULL PL ANNING Balfour Beatty has embraced versions of Lean production called the pull planning process. We bring the full team together to develop the project schedule using pull planning. Pull planning helps trim fat from project schedules and supports efficient collaborative teams. With pull planning, every activity during a six-week period is indicated by a sticky note on the wall, which helps everyone on the project see how they contribute. When they see gaps in the schedule or opportunities for overlap, individuals or crews can move their sticky notes (or activities) up a day or two. While the concepts behind pull planning seem simple, pull planning requires specific behavioral skills. For a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 24 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 example, you need a leader who can get multiple stakeholders to focus on the schedule, get them engaged and ultimately get them to commit to tasks. Because pull planning helps teams focus on the work required for specific activities, it can serve as an effective scheduling technique for any project. No matter how aggressive your schedule, if you do a pull plan, you will find days. SCHE DULING PROCE SS The nature of each project will determine our specific approach for scheduling. The schedule, created using Primavera Suretrack scheduling software, will be inclusive of the entire project scope of work, from preconstruction to design deliverables, permits, construction activities and phased occupancies. We will also identify any release of key bid packages that tie to the design team document completion schedule and the material on-site need dates to complete the work. Before presenting the overall project schedule for owner approval, Balfour Beatty plans to host a schedule orientation meeting. During this meeting the team confirms the guidelines and protocol we will follow in the development and updating of the complete project schedule and collect critical input from the owner and the design team regarding major design, procurement and move-in milestones. In addition to design and owner driven milestones, the overall schedule will include: Preconstruction/Design Milestone Dates: The project schedule will include design phase milestone dates including scheduled quality control review and completion dates, this will keep the team on track with regards to all aspects of the project, and not simply the work put in place. Budget Milestone and Major Decision Dates: Starting a project based on an early GMP and prior to all the design complete, we understand there will be critical design decisions after construction has begun that we will need to carefully weave into our overall project schedule. The project schedule will include all major decision dates during each phase of the design, eliminating schedule impacts that may be caused as a result of late decisions regarding the project’s design. Long-Lead Items: Identifying critical long-lead items and establishing design decisions submittal, and approval dates to support work activities will ensure effective scheduling to deliver the project on time. Bidding Schedule: Identification of subcontract and purchase order bid packages, and bid award dates in the schedule will give the project team the necessary and appropriate time to procure subcontracts and their materials from later design packages, but stay within the overall project schedule for their deliveries and installation, which results in an on-time opening. Client Activities: A key approach to our schedule is the early coordination of your move. We allow time for critical activities, such as inspection of technology systems and furniture. Construction Activities: The construction activities will be separated for sorting purposes by phase, building, work, floor and area for a clear definition of the various portions of work. With our scheduling software, we are able to assign subcontractors to each task and print two-week lookahead schedules that we review on a weekly basis with our subcontractor partners. 2. SCHEDULE APPROACH SCHE DULE RE COVE RY ME THODS When a schedule impact occurs, the magnitude of the impact and the area affected must be identified quickly. Once the affected area is identified a fragnet schedule indicating the recovery plan is incorporated into the schedule. This fragnet schedule will be coordinated with all stakeholders. Depending on the situation, and with HCC approval, methods for schedule recovery might include: • Double shift work • Weekend shift work • Re-sequencing the work flow • Material expediting • Stacking activities if necessary 3. DEVELOPING AND MAINTAINING SCHEDULES DURING ALL PHASES Management of the Line Item Schedule Your dedicated Project Manager will manage the schedule a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 25 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 for the project with input from the entire team. Progress and “look-ahead” schedules will be reviewed weekly with the subcontractors and HCC to ensure that the project is tracking according to plan. SCHE DULING SOF T WARE/ TOOL S The design/construction industry is flush with innovation and technology from hundreds of 3D programs to scheduling software packages to project management solutions. Some of the new advances are simply incredible and are paying huge dividends in quality and efficiency. The following technology tools are within the BC3i team’s toolset for use on any HCC project: • Autodesk Suite – with BC3i’s global licensing agreement allows the team to use any Autodesk product that may benefit the project without any direct project costs • Revit, AutoCAD, Revit MEP, etc. • BIM 360 Field (formerly Vela) – iPad-based field checklist software package for issues tracking, safety documentation and QC • Navisworks – 3D model consolidation package for system coordination with multiple trades • Blue Beam – pdf document editor allows for 100% digital document management including record Construction Documents, field use drawings, shop drawings and submittals, RFI/ASI postings, etc. • Constructware – browser-based project management software package • Box.com – BC3i’s hosted ftp site for document distribution • Engyte – active sync from record set of Construction Documents to iPads and smart phones for any field supervisor to have real-time documents • iPad and smartphone document distribution – the most current documents (CD’s, specs, submittals, etc.) are always up-to-date and always synchronized on handheld devices for any user; effectively, a walking plan room that is always current. D. RESPONDENT’S KNOWLEDGE OF CURRENT CONSTRUCTION METHODOLOGIES, TECHNOLOGIES, AND BEST PRACTICES a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 26 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 On all projects, we assemble teams trained to deliver work reliably and efficiently in highly collaborative environments. Our teams innovate using forward-reaching processes and tools – such as Lean Techniques and BIM – that foster the complete integration and collaboration of services. Our overarching focus is to provide our clients with maximum value and the most efficient design and construction benefitting each project. Therefore, BC3i has a leadership position with a proven collaborative approach. This true collaboration fosters a more dependable flow of information between stakeholders and open sharing of project goals, risks, and rewards. SAFETY MANAGEMENT Safety is everyone’s responsibility and it takes planning and communication to ensure a safe work day on a construction site. Our project safety initiative is known as Zero Harm and begins immediately. Our preconstruction, virtual construction, and operation team members work together to design a site logistics safety plan. Using a 3D model, critical focus is made to minimize safety risks, such as pedestrian and vehicular traffic interactions. Detailed plans are created specifying safety requirements, such as the placement of barricades and site egress. These safety requirements are included in documentation that is distributed electronically to all team members and included in every set of drawings. Our Zero Harm information is also included in our projectspecific web portal, which is accessible via mobile devices. Additionally, QR codes are used on-site so that Zero Harm information can be quickly accessed using mobile devices. Technology plays a large part in encouraging safe practices on the project site. BC3i uses BIM 360 Field to document potential safety issues. This iPad app enables quick written and pictorial documentation of an issue for correction or for discussion. The ability to document safety issues and their resolution, and analyze root causes, allows us to respond to trends and proactively create a safer jobsite. SCHEDULE MANAGEMENT Schedule development is initiated by our operations team using Primavera P6. Once the initial schedule has been determined, the virtual construction team will link the schedule to the 3D model using Navisworks and/or VICO in order to create a 4D construction sequence animation. This animation is then used by the operations team in order to evaluate the schedule and look for potential improvements in the sequencing. This link between the model and Primavera is maintained as required for updates to both the model and the schedule. Pull planning is a proven component of BC3i’s Lean process. These collaborative weekly sessions focus on short term and near term look-aheads while building tremendous accountability and interdependence between all of the team members. The information developed in these sessions is incorporated into the Primavera P6 schedule. Objects in the model that will be installed in the near future are identified. This identification allows the virtual construction team to integrate this look-ahead information into the clash detection process, further ensuring that areas are coordinated and ready for the next phase of construction. BUDGET MANAGEMENT In the initial stages of the project, our preconstruction and virtual construction teams perform both 2D and 3D takeoffs. We have the ability to utilize files in most formats, including AutoCAD drawings/models, Sketchup models, Revit models, Tekla models, Bentley models, and ArchiCAD models. This enables our team to synthesize information from disparate sources leading to a better data source and a more accurate understanding of the project needs. Upon receipt of the files, we will use a combination of estimating software in order to extract any quantitative data that is in the files. This software includes, but is not limited to, On-screen Takeoff, Earthworks, VICO, RIB iTwo, Autodesk QTO, Civil 3D, Revit, VICO and RIB MC2. E. MISCELLANEOUS STUDENT INTERN PARTICIPATION B3Ci understands the need to encourage students to experience a variety of industries. To achieve this purpose in the construction industry, and particularly for the companies that make up the B3Ci joint venture, we have created multiple opportunities for students from middle school to college. We employed HCC interns on our last project at HCC at the North East Campus. As part of their core curriculum, the interns worked directly with us on the project. The students had a chance to work with construction technology, visit the site, and attend weekly jobsite meetings. We work with colleges and universities around the nation to create valuable intern opportunities, and many of our interns a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 27 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 continue on to work with us in a permanent capacity. BENEFITS WHEN USING BC3I In addition to the opportunities mentioned previously, we believe we have one unique benefit that we have not yet mentioned. Esther Francis, one of our Project Executives, has attended Goldman Sachs’ 10,000 Small Businesses management education program that helps small business owners develop the skills they need to grow their companies, including administration and executive basics. This meaningful program for growing businesses was created in coordination with HCC. As an alumni, Esther, and, as an extension, B3Ci, would like to reach out and participate as a true partner with HCC. The knowledge Esther gained in this course can be brought and applied to projects with HCC as an example of small business success. WARRANTY MANAGEMENT PLAN Our approach for check-out, testing and commissioning recognizes that the most successful commissioning occurs not at the end of the project, but at the very beginning. In fact, Autodesk 360 collects information for both QC and close-out, so it will be started as early as the first coordination meeting. Our close-out plan is a collaborative process for planning, delivering and operating buildings that work as intended. This includes working closely with the project team to coordinate inspections and to train the officers and the facilities personnel. Close coordination will be scheduled with the subcontractor and vendors with emphasis on: • Specialty education equipment • HVAC • BMS • Emergency power • Security • Telecommunications and fire systems From pre-design planning to post-construction operation, closeout is a checks-and-balances system for addressing specific objectives. Our close-out goals include: a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 28 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 • Define and document requirements clearly at the outset of each phase and update through the process. • Verify and document compliance at each completion level • Establish and document close-out process tasks for subsequent phase delivery team members • Deliver buildings and construction projects that meet the owner’s needs, at the time of completion. • Verify that operation and maintenance personnel and occupants are properly trained. Our Superintendent will administer our close-out plan to coordinate, track, and monitor all activities throughout the life of the project. He ensures all subcontractors and suppliers meet with us in the initial planning stages. After award, each specialty contractor must submit their QC plan specific to their work for approval. Those plans will incorporate control and verification of all significant requirements in the Contract Documents pertaining to that trade and the close-out information for the equipment or materials to be installed. We will upload the design plans, and any installation plans and information into Autodesk 360, to be used during first work inspections, site walk throughs, and, finally, at project close-out. WARR ANT Y PRE PAR ATION We believe preventable warranty items are not acceptable. Which is why, during construction and punch list completion, we ensure warranty items are reduced to an absolute minimum. We will work with HCC and the design team to recommend proven products that require minimal repair during and after the warranty period. To maximize the benefit of the warranty on your new facility, BC3i will thoroughly inspect our work with HCC personnel periodically after substantial completion. During this inspection we will prepare a comprehensive list of all warranty issues. WE B -BASE D CLOSE OUT AND OPE R ATIONS M ANUAL S We will also provide a web-based closeout and operations manual for all building systems. We have found this method of delivering closeout documents to be efficient, accurate, userfriendly, and eco-friendly. We call it Simple FM. The web-based closeout allows facility maintenance documents to be viewed from any computer easily. WAGE COMPLIANCE BC3i complys with all Deptartment of Labor-established prevailing wage rates and TX Statute 2258. We ensure that all laborers and mechanics working on our projects must be paid at the prevailing wage for their trade, as set by the U.S. Department of Labor. We work with any compliance personnel who may need to visit our site, display wage postings, and cooperating with wage audits. Any project receiving Federal funding is subject to continuous audit throughout its duration. WORKFORCE TRAINING AND DEVELOPMENT BC3i works within our industry, with partners like Houston ISD, the Associated General Contractors (AGC), Associated Builders and Contractors, Inc. (ABC), and the National Association of Minority Contractors (NAMC), to help create training and development for skilled trades in the Houston market. As part of the AGC C3 Collaborative, B3Ci worked on a pilot program at MD Anderson to ensure professionals onsite were trained, hired, and paid approprirately. We continue to find ways to work with skilled trades and provide opportunities for training and development within the Houston market. DIGITAL AS-BUILT S Our use of BIM will enable us to provide HCC with detailed digital as-builts when the project is complete, which is an invaluable tool for the future maintenance of the building. This means you have the documents you need to maintain the facility at your fingertips. a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 29 TAB FIVE PFLUGERVILLE ISD, PFLUGERVILLE MIDDLE SCHOOL #6 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 5. PAST PERFORMANCE REFERENCES BALFOUR BEAT TY REFERENCES Dr. Pam Anglin President Paris Junior College Paris Junior College Science and Technology Center Paris Junior College Greenville Campus, Multi-Purpose Building (o--Richard Darah Owner’s Representative Pin Oak Interests The Joy School (o- EMAIL ADDRESS Dillon Bracy General Manager, Construction Services, Construction and Facility Services Houston ISD Worthing High School (o-- CBIC REFERENCES Lance Lyttle Chief Operating Officers Houston Airport System, City of Houston Emergency Re-Routing of Buried Chilled Water Line Repair (HAS #622) (o--Dillon Bracy General Manager, Construction Services, Construction and Facility Services Houston ISD Worthing High School (o-- Paul Andress Director of Operations Denton Independent School District Denton ISD Bettye Myers Middle School #7 (o--Steve Park Director, Bond.Program Management Team Dallas County Community College District DCCCD Mountain View College Economic & Workforce Development Building (o--Eric Mayfield TITLE? Midway Hospitality, LP Texas A&M University, Mays School of Business (o-- a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 30 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 31 TAB SIX EAGLE MOUNTAIN SAGINAW ISD, CAREER AND TECHNOLOGY CENTER Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 6. SAFETY PLAN Many contractors can build a building, but only a very small number can make the process — from planning/ design to occupancy — a signature experience for the owner. Balfour Beatty is second to no one in creating such a superior experience. Fundamental to this experience is our belief that safety is core to the values and culture we have as a company. This culture is important to you, as the owner, and is known by all at Balfour Beatty and our subcontractors as “Zero Harm”. Balfour Beatty’s Zero Harm” culture will be adopted by the B3Ci team to ensure maximum safety on the HCC project site. By reducing or eliminating accidents and driving toward zero impact on the environment, we can assure the owner of a maximum cost savings on the contract. Our Zero Harm program reduces the potential of adverse publicity and negative press associated with this project. Our accident rates, including all of our subcontractors, is approximately 1.5 per 200,000 hours worked, which compares extremely favorably to the industry average of 4.3 per 200,000 hours worked. Balfour Beatty - Texas Safety Statistics - SITE SPECIFIC SAFETY PLAN As part of our process of project planning and scoping, and to familiarize our team with the CMAR projects, we will complete a preliminary Pre-Mobilization Site Review with our safety director and senior site management. Some of the more important aspects of our preliminary safety planning for this project will include a list of safety related action items for key team members prior to project kick-off. SAFETY RECORD FOR THE PAST FIVE YEARS Balfour Beatty Construction’s current experience modification rate is 0.63. This rate is significantly below the industry average of 1.00, which means our workers’ compensation insurance costs less than that of our competitors, a savings that we are able to pass through to our clients in overall cost of service. Below we have included tables outlining safety statistics for both Balfour Beatty and 3Ci. Number of Injuries and Illnesses Number of Lost Time Accidents Number of Recordable Cases Number of Fatalities Number of Employees Hours worked 3 0 3 0 1,046,733 7 0 7 0 1,090,922 4 0 4 0 880,308 1 0 1 0 574,435 2 0 3 0 688,632 3 2 5 0 728,054 a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 32 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 3Ci Safety Statistics - Number of Injuries and Illnesses Number of Lost Time Accidents Number of Recordable Cases Number of Fatalities Number of Employees Hours worked 0 0 0 0 128,960 0 0 0 0 96,100 0 0 0 0 56,240 0 0 0 0 54,080 0 0 0 0 75,850 0 0 0 0 47,480 SAFETY PLAN AND HURRICANE PREPAREDNESS BC3i has a safety plan that is required for each of our project sites, which includes a Hurricane Preparedness Plan in the Emergency Action Plan section. We have included a copy of our General Safety Plan, including the Hurricane Plan, on the following pages. a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 33 TAB SEVEN TEXAS A&M UNIVERSITY, MAYS BUSINESS SCHOOL Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 7. SMALL BUSINESS PRACTICES FIRMS COMMITMENT TO MEETING THE GOAL Balfour Beatty strives to provide small businesses with the maximum practical opportunity to participate in subcontracts and purchase orders generated by our projects, consistent with effective and economic purchasing practices. We believe in the spirit of small business; these companies foster innovation, creativity and competition and are a vital part of the local community. It is our commitment to help these businesses grow and develop. This commitment is an integral part of how we do business and it is evidenced by the award of $2 billion in contracts to small businesses over the last five years. This small business subcontracting plan has been developed in compliance with applicable requirements of the Small Business Act (15 U.S.C. 637(d)) and Houston Community College small business policy. We understand that the overall goal for this project is 35% and have created a subcontracting plan to meet or exceed that goal. We have informed all employees of the team responsible for purchasing to follow these laws in soliciting and hiring subcontractors and buying materials. Our diversity affairs manager, Kamecia Lambert will work with our project manager to execute the subcontracting plan. OVERALL PROGRAM APPROACH Our team has extensive knowledge of the Houston small business community and bring strong relationships with local and regional small businesses to deliver a successful project. We know the capabilities and capacity of small businesses in the region and will ensure that firms selected to participate on the project can deliver quality products and services in a timely manner. Additionally we have analyzed the potential availability, interest and capabilities of subcontractors and suppliers in the central Texas region. This market research was performed utilizing the System for Award Management (SAM) database, internal source lists, resources obtained from the U.S. Small Business Administration Office, resources obtained from the National 8(a) Association, (HUB)-state database, SDB-Federal, and our employees’ personal contacts and knowledge. Our small business goals presented below are both realistic and challenging based on our experience with qualified small businesses in the current economic and geographic market. It is a priority for our team to outperform our own goals, and we will do so by utilizing the various methods detailed in our a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 34 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 subcontracting plan. [NOTE: These dollar values are based on early estimates prior to final bids. The percentages will be applied to final bid numbers.] We’ve also attached a break down by trade at the end of this section. Project Goals: 35% Total Planned Dollars: $XX (THIS # SHOULD BE 35% OF THE TOTAL SUB CONTRACT AVAILABLE. SAME VALUE SHOULD BE IN SPREADSHEET ONCE COMPLETED) IDENTIFYING POTENTIAL SOURCES FOR SOLICITATION In our concerted effort to identify and utilize all possible trades, we rely upon a variety of sources, including in-house source lists and prequalification lists, various Government and institutional databases and resources, trade organizations representing small business concerns, the Blue Book’s M/ WBE listings, business fairs, and other networking efforts. As our team continues to identify potential companies, their information is entered into a database. It is updated as often as necessary to verify that contact information is current and accurate. The database is organized by trade so that as a bid package is being developed the capabilities of each firm may be evaluated. If businesses that are not certified, but meet the small business criteria are identified, Balfour Beatty assists them with references to the appropriate office for certification and aids them in the self-certification process. Once opportunities have been identified, our team uses a variety of means to recruit small businesses for participation. The methods below will be used to alert small businesses of available opportunities for this project. • Advertising the opportunities on U.S. Small Business Administration’s SUB-Net website. • Emailing subcontractors in our internal database. • Notifying various Government and institutional subcontracting offices/associations of opportunities so that they may distribute the information to the businesses they interact with. • Placing notices for solicitation of bids in local newspapers. • Hosting and attending small business procurement conferences and business opportunity fairs. • Offer assistance to all large subcontractors in regards to small business solicitation, subcontracting plans and reporting requirements. We highly encourage our large business subcontractors to attend any trade shows or fairs that we attend in an effort to expand on their good faith efforts to meet the goals on various projects. ENSURING EQUITABLE OPPORTUNITY Balfour Beatty will make every practical effort to ensure that small businesses have an equitable opportunity to compete for subcontracts on this project. We want these businesses to succeed, and hope to expand our subcontracting pool by: • Structuring work packages, when possible, to provide maximum opportunities for small businesses, such as by breaking large packages into multiple, smaller contracts. We will tailor packages, when possible, to meet the capabilities and qualifications of interested SBEs. Beyond our efforts at the first tier, we will also develop plans as necessary to help achieve participation at the lower tiers. • Offering assistance from bidding through construction. Our efforts include helping subcontractors get listed in the System for Award Management (SAM) Database and helping them through the bidding phase. Additionally, we stand ready to provide any assistance needed during construction so that the small businesses can successfully complete the project. • Reaching out to as many SBEs as reasonably possible through proactive advertising and soliciting. Our ongoing effort includes regularly holding and attending business opportunity fairs to generate interest among subcontractors in our projects and to give subcontractors the chance to meet one-on-one with Balfour Beatty professionals. Our team will seek, where possibilities exist, small/disadvantaged business participation in each of the available divisions of work. CHALLE NGE S Our team does not anticipate any obstacles in meeting the 35% small business goal. RE CORD KE E PING Our progress towards our subcontracting goals will be monitored throughout the life of the project our supplier diversity manager. This information will be shared with Balfour Beatty’s project team and HCC executive leadership. General records to a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 35 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 be maintained include documentation of: • Source lists, guides and other data relating to potential SB, SDB, WOSB, HUBZone, VOSB and SDVOSB businesses • Organizations contacted in the effort to locate SB, SDB, WOSB, HUBZone, VOSB and SDVOSB businesses • Informational events attended • Lists of solicitations and responses to solicitations • Policies and procedures developed for plan administration. • Records of outreach efforts through trade associations, conferences and trade fairs documenting the effort to locate SB, SDB, WOSB, HUBZone, VOSB and SDVOSB concerns • Records of monitoring efforts for evaluation of compliance with plan requirements • Records of subcontractors’ participation levels to document total project participation HISTORY OF PARTNERING WITH SMALL AND UNDERUTILIZED BUSINESSES As previously mentioned, our team has a long standing history of partnering with small business. Our joint venture team includes CBIC and 3i construction both of which are certified as small businesses and minority business enterprises. The chart below is representative of our SMWBE utilization on previous projects. • Records of internal guidance and encouragement provided to buyers S/MWBE Contract Percentage Advertised in News paper, radio, etc Advertised through organization associations, or chambers Houston City Hall Annex and City Hall Renovation 21% X X Project Manager Historic Julia Ideson Library 21% X X Project Manager 21% X X Project Manager New Parkland Hospital 30% X X X X Consultant DFW International Airport Terminal Renovation Program 30% X X X X SMWBE Consultant Omni Dallas Convention Center Hotel 37.8% X X X X SMWBE Consultant Perot Museum of Nature and Science 22% X X X SMWBE Consultant Frank Morris Library Project Website Meet/Greets a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development Supplier Diversity Lead page 36 Subcontraction Plan (a****Add appropriate scopes below****** Scope of Work General Conditions Elevators Testing & Inspection Commissioning (Enhanced) Demolition Asbestos Hazard Control Activities Synthetic Sports Surface Earthwork Soil Treatment for Subterranean Termite Control Bituminous Concrete Pavement Parking lot Stripping and Site Signs Concrete Sidewalks and Curbs and Gutters. Site Furnishings Synthetic Turf Exterior Plants Site Utilities Geothermal Wells Telecommunications Outside Plant (OSP) Cast-in-Place Concrete Unit Masonry Cast Stone Cold-Formed Metal Framing Miscellaneous Metal Fabrications Expansion Control Joints Install Expansion Control Joints Rough Carpentry Finish Carpentry Spray Polyurethane Foam Insulating Air Barrier Metal Roof Panels Joint Sealants Steel Doors and Frames Install Doors, Frames & Hardware Access Doors and Frames Install Access Doors and Frames Metal Rolling Counter Doors Vault Doors and Day Gates Aluminum-Framed Entrances and Storefront Metal Wall Louvers Install Metal Wall Louvers Gypsum BoardGypsum Board Ceramic, Mosaic and Porcelain Tile Resilient Flooring Painting and Coatings Visual Communications Specialties Install Visual Communications Specialties Exterior Signage Toilet Compartments Folding Panel Partitions Wire Mesh Partitions Wall and Corner Guards *Estimated Subcontract Value 525,000 300,00 SBE Note 125,000 0 No available SBEs for scope TAB EIGHT THE JOY SCHOOL Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 8. BUSINESS RELATIONSHIP STRENGTH NEED JON TO PROVIDE INFO a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 37 Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 38 TAB NINE PARIS JUNIOR COLLEGE GREENVILLE CAMPUS, MULTI-PURPOSE BUILDING Request for Proposals | Step One of a One-Step Process Bond Construction Manager at Risk Services | RFQ #14-04 9. FINANCIAL STRENGTH In the current economic climate, the strength and stability of a partner becomes ever more important. Our financial strength makes us a partner to trust for the long-term. We have the cash flows and risk-adverse behaviors to give you confidence in our ability to deliver all of the various components within HCC. Highlights of our current financial strength include: • Balfour Beatty’s aggregate bonding capacity is set at $6.5 billion. • We have no per-project set bonding capacity limit. We have never been declined the ability to bond because of bonding capacity restrictions. • Balfour Beatty’s largest contract bonded in the last five years is the NCE (New Campus East) at Fort Belvoir in Springfield, VA. The bonded value is $1.3 billion. SURE T Y SE T: Travelers Casualty and Surety Company of America One Tower Square Hartford, CT- Fidelity and Deposit Company of Maryland/Zurich American Insurance Company 1400 American Lane Schaumburg, IL- Liberty Mutual Insurance Company 175 Berkeley Street Boston, MA- Federal Insurance Company PO Box 1615 Warren, NJ- FINANCIAL REFERENCES BANK RE FE RE NCE Bank of America Amal DeSilvva CA- Grant Street, Bldg A, 10th Floor Concord, CA- X57310 DUNS NUMBE R- BONDING ACCOUNT M ANAGE R: Matthew W. Varner, Senior Vice President Willis of North Carolina, Inc. Two Wells Fargo Center 301 South Tryon Street Suite 2600, Charlotte, NC 28282 (p- a joint venture of Balfour Beatty Construction, 3i Construction, and CBIC Construction & Development page 39 ATTACHMENTS & FORMS THE JOY SCHOOL 4321 DIRECTORS ROW HOUSTON, TX-