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2012-28102 Reso RESOLUTION NO. 2012-28102 A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, APPROVING THE RECOMMENDATION OF THE CITY MANAGER TO SHORTLIST THE TWO (2) TOP RANKED PROPOSERS OF PORTMAN-CMC AND SOUTH BEACH ACE, TO PROCEED TO PHASE II OF REQUEST FOR QUALIFICATIONS (RFQ) NO. 22-11/12 FOR A PUBLIC-PRIVATE MIXED-USE DEVELOPMENT IN MIAMI BEACH FOR THE ENHANCEMENT OF THE MIAMI BEACH CONVENTION CENTER DISTRICT, INCLUDING THE EXPANSION OF THE MIAMI BEACH CONVENTION CENTER AND DEVELOPMENT OF A CONVENTION CENTER HOTEL (THE RFQ); AUTHORIZING THE CITY MANAGER TO NEGOTIATE LETTERS OF INTENT (LOPS) WITH THE RESPECTIVE SHORTLISTED PROPOSERS; AND FURTHER PROVIDING THAT THE NEGOTIATED LOI'S AND MASTER PLAN(S) DEVELOPED BY THE RESPECTIVE PROPOSERS BE BROUGHT BACK TO THE MAYOR AND CITY COMMISSION AT A FUTURE DATE FOR FURTHER ACTION. WHEREAS, on March 9, 2011, the Mayor and City Commission adopted Resolution No. 2011- 27620, which endorsed and supported, in concept, a project to renovate and expand the Miami Beach Convention Center, including an adjacent Convention Center hotel (the Project); and WHEREAS, the City Commission also authorized the City Manager to pursue private sector interest in the Project, including potential joint development alternatives, without being constrained by current zoning limitations for the site or by the current conceptual design; and WHEREAS, at its October 19, 2011, via Resolution No. 2011-27778, the City Commission authorized the Mayor and City Clerk to enter into an agreement between the City and Strategic Advisory Group (SAG), in an amount not to exceed $175,000, for consulting services relative to the expansion and enhancement of the Miami Beach Convention Center (MBCC) District, including all reimbursable expenses; and WHEREAS, at its January 11, 2012 meeting, the Mayor and City Commission authorized the Administration to issue a Request for Qualifications (RFQ) from qualified developers for a public-private mixed-use development in Miami Beach for the enhancement of the MBCC District, including the expansion of the Miami Beach Convention Center and development of a Convention Center hotel; and WHEREAS, Request for Qualifications No. 22-11/12 (the RFQ) was issued on February 7, 2012; and WHEREAS, the RFQ resulted in eight (8) proposals received from the following Proposers: CConnectMB; Flagstone Property Group; Matthews Southwest (who subsequently withdrew its proposal); Portman CMC; Rida Development Corporation; SoBeCa, LLC, South Beach ACE; and Turnberry Lincoln Village, LLC; and WHEREAS, On March 20, 2012, the City Manager, via Letter to Commission (LTC) No. 114- 2012, appointed the following individuals to serve as Evaluation Committee members (the Committee); • David Berger, Real Estate Developer and Attorney, Resident; • Jimmy Goldsmith, Gator Investment(Real Estate Development), Resident, • Saul Gross, Commercial Property Owner/Former MB Commissioner, Resident; • Elsie Howard, Former Chair of MBVCA; • Jackie LaLonde, Financial Advisor, Resident; • Martin Margulies, Real Estate Developer, Art Collector and Philanthropist, • John Page, Global Spectrum Chief Operating Officer, • Aileen Ugalde, LIM Corporate Counsel, Resident; and • Kathie Brooks, Budget and Performance Improvement Director, Resident; and WHEREAS, due to potential conflicts, Mr. David Berger and Mr. John Page recused themselves, and were replaced by Ms. Marilys Nepomechie, Architect/FI U Professor of Architecture/Preservationist and Resident, and Mr. Tim Nardi, Shore Club Hotel General Manager(at the time) and Resident, Ms. Kathie Brooks subsequently also recused herself as she was being considered for the Interim City Manager position; and WHEREAS, the Committee convened on June 4 and 5, 2012, and were advised of the City's Cone of Silence and Government in the Sunshine Law requirements; and WHEREAS, seven (7) Proposers presented their respective qualifications to the Committee, with a question and answer session conducted after each presentation; and WHEREAS, after the Committee convened, the RFQ was placed on hold due to an allegation made by a proposer, on another City solicitation, pertaining to the City's interpretation of a recent amendment to the Sunshine Law; and which - as to the Convention Center RFQ — might necessitate a peremptory curative measure so that the same allegation could not be made with respect to the RFQ Committee evaluation process; and WHEREAS, at the October 3, 2012 Finance and Citywide Projects Committee (FCWPC) meeting, the FCWPC accepted the recommendation of the City Attorney's Office, with respect to taking the lead and curing any potential Sunshine Law issue that might be raised with respect to the RFQ by: (i) re- convening the Evaluation Committee; (ii) having the Evaluation Committee view the videotape of the Proposers' presentations (from the June 4 and 5, 2012 Evaluation Committee meeting); and (iii) having the Committee deliberate in the Sunshine; and WHEREAS, at its October 24, 2012 meeting, the City Commission adopted Resolution No. 2012- 28046, accepting the recommendations made by the FCWPC; and WHEREAS, on November 20, 2012, six (6) members of the original eight (8) Evaluation Committee members convened (Ms. Elsie Howard voluntarily recused herself, and Ms. Marilys Nepomechie was unable to attend due to a schedule conflict); and WHEREAS, SoBeCa, LLC and Flagstone Property Group voluntarily withdrew their respective proposals, leaving five (5) development teams to be evaluated and ranked; and WHEREAS, after deliberations, the Evaluation Committee voted to recommend to the City Manager shortlist the first-ranked team of Portman-CMC, and the second-ranked team of South Beach ACE to move forward to Phase II of the RFQ; and WHEREAS, the City's consultant, SAG, also provided the City Manager with a recommendation to shortlist only two (2) Proposers, Portman-CMC and South Beach ACE, to proceed to Phase II of the RFQ process; and WHEREAS, after considering the recommendation of the Committee, SAG's recommendation, and conducting his own due diligence, the City Manager concurs with the aforestated recommendations; and WHEREAS, the shortlisted developers, as part of Phase 2, will be required to prepare a detailed proposal for the MBCC District which will include a Master Plan for the site, project renderings, a breakdown of proposed uses, including public open spaces, renovation and expansion plan for the convention center facility, proposal for the Convention Center hotel, a phasing and absorption plan, the financing plan, a traffic impact analysis, any request for public assistance, and a summary of projected new City revenues to be generated by the proposed development; and WHEREAS, also as part of Phase 2, should the City Commission give its authorization, the City Manager will negotiate Letters of Intents (LOIs) with the shortlisted developers, with terms covering the items included in their detailed proposals along with other key economic terms. NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission hereby approve the recommendation of the City Manager to shortlist the two (2) top ranked Proposers of Portman-CMC and South Beach ACE, which will proceed to Phase II of Request for Qualifications (RFQ) No. 22-11/12 for a Public-Private Mixed-Use Development in Miami Beach for the Enhancement of the Miami Beach Convention Center District, including the Expansion of the Miami Beach Convention Center and Development of a Convention Center Hotel (the RFQ); and authorizing the City Manager to negotiate Letters of Intent (LOI's) with the respective shortlisted proposers, to be brought back to the Mayor and City Commission at a future date for further action. PASSED AND ADOPTED THIS !a fh DAY OF &ce.m j>er 2012. ATTEST: CITY CLERK - r •:� OR � .ANC ORP T ORA nn 4 T:\AGENDA\2012\12-12 2gyCC RFQ rtlist 1��3&oc �.. 0 26TM J APPROVED AS TO FORM& LANGUAGE &FOR CUTION =City om Date COMMISSION ITEM SUMMARY Condensed Title: A resolution approving the recommendation of the City Manager to shortlist the top two(2)teams of Portman CMC and South Beach ACE as the shortlisted Proposers to continue on to Phase II of the MBCC RFQ No.22-11/12; and authorizing the City Manager to negotiate Letters of Intent LOI's with the shortlisted Proposers. Key Intended Outcome Supported: Improve Convention Center Facility Supporting Data(Surveys,Environmental Scan,etc.): According to the 2011 Strategic Plan Update,the occupancy rate he Convention Center has been steadily declining since 2006,with FY 11/12 reporting a 54%occupancy rate. Item Summa /Recommendation: The primary objectives of RFQ No. 22-11/12 for the development of the Miami Beach Convention Center District(MBCC)are 1) Improve the MBCC facility, 2) Facilitate the ability of the MBCC to attract high impact events in an increasingly competitive environment,and 3)Redevelop the surrounding area,including transforming the MBCC District into a vibrant neighborhood,increased outdoor public space,a walkable district providing connectivity between the MBCC,Lincoln Road and the City's historical and cultural district, iconic architecture, incorporation of sustainable (LEED) design principles, with sensitivity to existing area residential neighborhoods particularly with respect to traffic and scale,and optimal economic and community benefits to the City. The minimum requirements are 1) Enhancements to the MBCC(Class A renovation, outdoor function space, and additional meeting space), 2) Development of a headquarter hotel,and 3)Provision of a multipurpose/ballroom space of 60,000 net square feet. RFQ PHASE I - Proposers evaluated based on experience with undertaking comparable urban mixed-use master development projects of the magnitude contemplated. Proposers'Lead Architects evaluated on relevant experience in providing design services for comparable urban mixed-use master developments.Shortlisted Proposers would proceed to Phase II of the RFQ. RFQ PHASE II-Shortlisted Proposers will be required to prepare a detailed proposal for the MBCC District that will include,but not limited to,a master plan for the site,project renderings,a breakdown of proposed uses,proposals for enhancing public open spaces, renovation and expansion plan for the convention center facility,proposal for the convention center hotel,a phasing and absorption plan,the financing plan including at minimum a 30-year financial pro forma,a preliminary traffic impact analysis,and any request for public assistance. In addition, should the City Commission give the City Manager authorization, the City Manager, with SAG's assistance,will negotiate Letters of Intent(LOIs)with the shortlisted Proposers. The City received eight(8) Qualifications packages, three (3) withdrew their proposals, leaving the following five (5) teams: CConnectMB,Portman CMC,Rida Development Corporation,South Beach ACE,and Tumber y Lincoln Village,LLC. The Evaluation Committee and the City's professional consultant(Strategic Advisory Group)recommended to shortlist the two top-ranked Proposers of Portman CMC and South Beach ACE to proceed to Phase II of the RFQ. The Administration also concurs with this recommendation because 1)two Proposers each will likely dedicate more resources and effort into the Phase II work when each has a 50%chance of success, 2)the community will be able to focus its attention on two(2) Master Plan proposals, and not be burdened with several community meetings and intricacies of multiple Master Plans,and 3)the Administration and its consultant(SAG)can concentrate its negotiations with two Proposers and its detailed analyses of their proposed Master Plans, PROPOSED PHASE II TIMELINES- Jan - Kick-Off meeting with the Shortlisted Proposers - Walk-through assessment of the Convention Center - Community Meeting for initial public input Feb-Mar - Community Meeting - City Commission Workshop-Revised Preliminary Master Plan - Draft Master Plans and Initial LOI terms to the Administration April - Refined Master Plans and LOI terms to the Administration - Community Meeting for presentation of refined Master Plans May - Commission Workshop-Presentation of proposed Master Plans and LOI terms June 5 - City Manager recommendation of the final Proposer(s)based on the negotiated LOI's and Master Plans Commission approval of the successful Proposer(s) June-July - Term Sheet negotiations with the Proposer(s)based on substantive terms of the negotiated LOI(s) July - The final negotiated Term Sheet(s)presented to the City Commission for approval July or Sep - City Commission approval of the Term Sheet with the final successful Proposer Sep or Oct - Final project agreements presented to City Commission for approval Advisory Board Recommendation: City Clerk's Office Legislative Tracking: City Manager's Office Sign-Offs: DVartnWX Director AssistpptCity Ma pN�r eqty Manager MBP JGG KGB L MIAAGENDA ITEM MIBEACH DATE E `Z-(2- 12- MIAMI BEACH City of Miami Beath, 1700 Convention Center Drive,Miami Beach, Florida 33139,www.miamibeachfl.gov COMMISSION MEMORANDUM TO: Mayor Matti Herrera Bower and Members of the City Commission FROM: Kathie G. Brooks, Interim City Manager DATE: December 12, 2012 SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, APPROVING THE RECOMMENDATION OF THE CITY MANAGER TO SHORTLIST THE TWO (2) TOP RANKED PROPOSERS OF PORTMAN CMC AND SOUTH BEACH ACE WHICH WILL PROCEED TO PHASE II OF REQUEST FOR QUALIFICATIONS (RFQ) NO. 22-11/12 FOR A PUBLIC-PRIVATE MIXED-USE DEVELOPMENT IN MIAMI BEACH FOR THE ENHANCEMENT OF THE MIAMI BEACH CONVENTION CENTER CAMPUS/DISTRICT, INCLUDING THE EXPANSION OF THE MIAMI BEACH CONVENTION CENTER AND DEVELOPMENT OF A CONVENTION CENTER HOTEL (THE RFQ); AUTHORIZING THE CITY MANAGER TO NEGOTIATE LETTERS OF INTENT (LOPS) WITH THE RESPECTIVE SHORTLISTED PROPOSERS; AND FURTHER PROVIDING THAT THE NEGOTIATED LOPS AND MASTER PLAN(S) DEVELOPED BY THE RESPECTIVE PROPOSERS BE BROUGHT BACK TO THE MAYOR AND CITY COMMISSION AT A FUTURE DATE FOR FURTHER ACTION. ADMINISTRATION RECOMMENDATION Adopt the Resolution approving the recommendation of the City Manager to shortlist the top two (2) Proposers of Portman CMC and South Beach ACE as the shortlisted Proposers to continue on to Phase II of the RFQ; authorize the City Manager to negotiate Letters of Intent (LOI's) with the shortlisted Proposers; and provide that the negotiated LOI's, as well as Master Plans developed by each Proposer, be brought back to the City Commission at a future date for further action. BACKGROUND On March 9, 2011, the City Commission adopted Resolution No. 2011-27620, which endorsed and supported the concept of the Miami Beach Convention Center renovation and expansion, including the development of an adjacent Convention Center hotel. The City Commission also authorized the City Manager to secure any necessary expertise required to assist with the project, and to issue a Request for Proposals (RFP) to secure those consulting services. Through the resulting competitive solicitation process, the firm of Strategic Advisory Group (SAG) was selected and retained as the City's consultant in the project development process. During the May 20-21, 2011 City Commission Retreat, the Commission further discussed and agreed to look at broader development opportunities in the area beyond the Convention Center, and expressed a desire to find ways to address the impact on traffic, mobility, and impacts to the MBCC District RFQ December 12, 2012 Page 2 of 8 surrounding neighborhoods. There was also a desire to be sensitive to the historic district, while maximizing green space. As part of its initial responsibilities, SAG assisted the City in drafting a Request for Qualifications (RFQ)for the master development of the "Miami Beach Convention Center" (the MBCC District). The RFQ is the first step in an effort to create options for Convention Center improvements through a master development of City-owned properties surrounding the Convention Center that would generate new revenues to the City. These incremental revenues could be used to fund potential Convention Center improvements and/or provide operating funds. The maximum potential development site for the MBCC District is approximately 52 acres, encompassing the Convention Center facility itself, the adjacent surface parking lots, the 17th Street Parking Garage, the Fillmore Miami Beach at the Jackie Gleason Theater, City Hall, and City-owned buildings at 555 — 17th Street and 1701 Meridian Avenue. The combined area allows for up to approximately 6.2 million square feet of total FAR, inclusive of the existing structures. While the total acreage available for redevelopment is up to 52 acres, the objective would be for any proposed development thereafter to create significant open public spaces and other amenities that benefit the whole community. On January 11, 2012, the City Commission authorized the Administration to issue Request for Qualifications No. 22-11/12 for Qualified Developers for a Public-Private Mixed-Use Development in Miami Beach for the Enhancement of the MBCC District, Including the Expansion of the Miami Beach Convention Center and Development of a Convention Center Hotel (the RFQ). The RFQ was issued on February 7, 2012, and was sent to approximately 250 developers and other interested parties; issued via BidNet; sent to the Urban Land Institute (ULI), International Council of Shopping Centers (ICSC) and the Bond Buyer to make available to their members. RFQ information was also sent through the Business Wire resulting in approximately 1,000 business media around the country featuring the story; and a press release was issued by the City that generated a Miami Herald front-page article. The primary objectives of the RFQ are to: 1. Improve the Convention Center(hereinafter also referred to as the MBCC); 2. Facilitate the ability of the MBCC to attract high impact conventions, meetings, and tradeshows in an increasingly competitive environment; and 3. Redevelop the surrounding area, including transforming the MBCC District into a new vibrant neighborhood with year-round activities; increasing outdoor public space; creating a walkable district providing connectivity between the MBCC and Lincoln Road and the City's historical and cultural district; providing iconic architecture in keeping with the City's history of significant design; incorporating sustainable (LEED) design principles; while being sensitive to the surrounding residential neighborhoods (particularly with respect to traffic and scale); and offering optimal economic and community benefits to the City. The minimum requirements to be delivered by the successful Proposer of the RFQ are as follows: 1. Enhancements to the Convention Center, including at a minimum, Class A renovation, outdoor function space, and additional meeting space, 2. Development of a headquarter hotel, and 3. Provision of a.multipurpose/ballroom space of 60,000 net square feet. MBCC District RFQ December 12, 2012 Page 3of8 RFQ PHASE I During Phase I of the RFQ, which is before the City Commission for its consideration at this meeting, Proposers were evaluated based on their experience with undertaking comparable urban mixed-use master development projects of the magnitude contemplated. Similarly, the Proposers' "Lead Architects" were evaluated on their relevant experience in providing design services for comparable urban mixed-use master developments. The following Evaluation Criteria were used to assess each Proposer: Evaluation Criteria Total Points Proposer's relevant experience, qualifications, capabilities, financial 30 strength, and past performance with similar development projects Proposer's key personnel experience and qualifications (i.e., Principals 20 and Project Executives or Managers) Design Services Professionals key personnel experience and qualifications. (i.e., Master Planner, Convention Center Design 20 Architect, Hotel Design Architect etc.) Proposer's approach to financing 30 To this end, the Proposers and their Lead Architects were requested to summarize at least five (5) development projects (of comparable size and scope as the MBCC District proposed development), the role they played in each of the representative developments, and the professional experience of each key personnel that will be involved with the proposed MBCC District project. Developers were allowed to work together to submit joint qualifications to satisfy the requirements for relevant experience. Each Proposer also had to provide information that demonstrated financial capability to take on the proposed development. Proposers were required to summarize their broad approach to financing the various components of the proposed development; demonstrating their role in the capitalization of the project, their commitment to provide all or a portion of the financing, their proposed financing mechanism for the public components, and their commitment to maximize private investment and minimize public investment. Short-listed Proposers will proceed to Phase II of the RFQ. RFQ PHASE 11 As part of Phase II of the RFQ, the Proposers short-listed by the City Commission will then be required to prepare a detailed proposal for their proposed development of the MBCC District. This Phase, as part of the preparation of the detailed proposal, will include what the City Administration expects to be extensive community involvement to gain input on local needs and concerns. To initiate the public outreach, the City will arrange a public workshop with the shortlisted Proposers and the community. An additional meeting will also be held with the shortlisted Proposers to gather information on the improvement needs of the MBCC to develop the scope of services for the MBCC enhancement and expansion. As part of Phase II, a City Commission workshop will be held to review each Proposer's Master Plan, prior to final consideration and selection of the final "Master Developer'. i MBCC District RFQ December 12, 2012 Page 4 of 8 In addition to the Master Plan for the site (which will include respective project renderings, a breakdown of proposed uses, and square footages of each use), the short-listed Proposers' "detailed proposal" will also include proposals for enhancing public open spaces, a renovation and expansion plan for the MBCC, a proposal for a convention center hotel, a phasing and absorption plan, financing plan (including, at minimum, a 30-year financial pro forma), a preliminary traffic impact analysis, any request for public assistance, and a summary of projected new City revenues to be generated by the proposed development, including estimated impacts to the City's tourism economy against baseline criteria. Concurrent therewith, the City Manager, with SAG's assistance, will negotiate Letters of Intent (LOIs) with the shortlisted Proposers. Some of the items that will be negotiated in the LOI includes the scope of the renovation and design for the MBCC, the phasing plan, the financing plan, land lease terms (if required) and other economic impacts, hotel room blocks, and traffic impacts. The negotiated LOI's will then be presented to the City Commission for consideration and further action. PROPOSERS On March 1, 2012, the City Manager reported to the City Commission, via a Letter to Commission, that the Administration, along with SAG, held a Pre-Qualifications Conference at the Convention Center on February 27, 2012, to review the RFQ and answer any questions regarding the process. The Pre-Qualifications meeting was not mandatory. Approximately 150 people attended the conference demonstrating significant interest in the City's MBCC District development opportunity. On the RFQ deadline of April 23, 2012, the City received eight(8) qualifications packages in response to the RFQ (the proposals)from the following Proposers: • CConnectMB • Flagstone Property Group • Matthews Southwest • Portman CMC • Rida Development Corporation • SoBeCa, LLC • South Beach ACE • Turnberry Lincoln Village, LLC * On May 28, 2092, Matthews Southwest informed the City that its team was pulling its submission and would not be participating in the RFQ process. Evaluation Committee Meeting#1 On April 30, 2012, the City Manager, via Letter to Commission (LTC) No. 114-2012, appointed the following individuals to serve as Evaluation Committee members (the Committee): • David Berger, Real Estate Developer and Attorney, Resident; • Jimmy Goldsmith, Gator Investment(Real Estate Development), Resident; • Saul Gross, Commercial Property Owner/Former MB Commissioner, Resident, • Elsie Howard, Former Chair of MBVCA; • Jackie LaLonde, Financial Advisor, Resident; • Martin Margulies, Real Estate Developer, Art Collector and Philanthropist, MBCC District RFQ December 12, 2012 Page 5 of 8 • John Page, Global Spectrum Chief Operating Officer, • Aileen Ugalde, UM Corporate Counsel, Resident; and • Kathie Brooks, Budget and Performance Improvement Director, Resident. Due to potential conflicts, Mr. Berger and Mr. Page voluntarily recused themselves, and were replaced by Ms. Marilys Nepomechie, Architect/FIU Professor of Architecture /Preservationist and Resident, and Mr. Tim Nardi, Shore Club Hotel General Manager (at the time) and Resident. In addition, I subsequently recused myself, as I was being considered for the Interim City Manager position. The Committee convened on June 4 and 5, 2012. Seven (7) Proposers presented their respective qualifications to the Committee, with a question and answer session conducted after each presentation, following which the Committee scored and short-listed the Proposers. Sunshine Law Issue and Recommended Cure Shortly after the June Evaluation Committee meeting, a potential Sunshine Law issue raised with respect to the North Lincoln Lane Parking Lots RFP process, alleging that the City did not comply with the Florida Government in the Sunshine Law (the Sunshine Law), in that it did not open certain portions of the North Lincoln Lane RFP Evaluation Committee meeting (specifically, the portion pertaining to the Committee's final deliberations)to the public. As the City followed the same process with regard to the June Convention Center RFQ Evaluation Committee meeting, and though no protest and/or challenges had been alleged with the respect to the RFQ Evaluation Committee meeting, the Convention Center RFQ process was placed on hold. At the September 12, 2012 Commission Meeting, the City Commission directed the Administration to provide a status report on the Convention Center RFQ (as well as the North Lincoln Lane RFP) at the next scheduled Finance and City Wide Projects Committee (FCWPC) meeting. The Administration presented an update on both referenced RFP and RFQ at the FCWPC held on October 3, 2012. In response to the question of the potential Sunshine Law issue raised with respect to the North Lincoln Lane RFP, and while not conceding that the City had in effect violated the Sunshine Law, the City Attorney recommended that, in order to continue to proceed with both processes (the RFP and RFQ), in the abundance of caution, the City Attorney presented a variety of curative measures. After listening to the City Attorney's presentation, and hearing extensive public comment, the FCWPC recommended curing any alleged Sunshine Law violation raised with respect to the Convention Center RFQ, and further recommended (i) re-convening the original Evaluation Committee, (ii) have the Evaluation Committee view the Proposers' presentations (from the June 4 and 5, 2012 Evaluation Committee meeting), and (iii) deliberate in the Sunshine. Further, the Commission allowed that the Proposers should be given the option to be present to answer any questions from the respective committee(s), after listening to the videotaped presentations. The Committee's recommendation was forwarded to the City Commission. At its October 24, 2012 meeting, the City Commission adopted Resolution No. 2012-28046 accepting the recommendations made by the Finance and City Wide Projects Committee. MBCC District RFQ December 12, 2012 Page 6 of 8 Evaluation Committee Meeting#2 On November 20, 2012, six (6) members of the original eight (8) Evaluation Committee members convened (Ms. Elsie Howard voluntarily recused herself, and Ms. Marilys Nepomechie was unable to attend due to a schedule conflict). It should be noted that SoBeCa, LLC and Flagstone Property Group voluntarily withdrew their respective proposals, leaving five (5) Proposers to be evaluated and ranked. See Attachment A for a matrix summary of information of the five (5) Proposers prepared by the City's consultant, Strategic Advisory Group (SAG). Under separate cover, I will be transmitting DVDs of all five (5) presentations and proposals. Following deliberations, which was publicly noticed and open to the public, and using the Evaluation Criteria set forth in the RFQ (as in page 3) above, the Evaluation Committee scored and ranked the Proposers as follows: RQP#22-11/12 DEVELOPMENT OF THE LOW MIAMI BEACH CONVENTION Jimmy Saul Martin Tim Aileen Jackie AGGREGATE CENTER DISTRICT Goldsmith Gross Mar uelies Nardi U lade Lalonde TOTALS Portman CMC* (96) 1 (101)2 (107) 1 (95) 1 (110) 1 (85)2 (8) 1 South Beach ACE** (91)2 102 1 (80)3 90 2 (95)2 (90) 1 11)2 CConnectMB (89)3 93 4 (85)2 87 3 90 4 70 4 20 3 Turnberry Lincoln Village, LLC (87)4 95 3 (60)5 85 4 (95)2 (80)3 21 4 Rida Development Co (55) 5 (80)5 (70)4 (70)5 (75) 5 (60)5 (29)5 After additional deliberation, the Evaluation Committee recommended to the City Manager to shortlist first ranked Portman CIVIC and second ranked South Beach ACE to move forward to Phase II of the RFQ. * See Attachment B for additional background information on Portman CIVIC, and its Lead Architect, John Portman & Associates and Bjarke Ingels Group, as well as the Proposer's approach to the master plan. ** See Attachment C for background information on South Beach ACE, and its Lead Architect, Office for Metropolitan Architecture (OMA), as well as the Proposer's approach to the master plan. In addition to the Evaluation Committee, the City's consultant, SAG, also provided the City Manager with its recommendation to shortlist only the two (2) top-ranked Proposers, Portman CIVIC and South Beach ACE. SAG indicated that, in its professional opinion, the top two teams lead by Portman and Tishman (South Beach ACE) have much better mixed-use, convention center/hotel, and ground-up development experience than the other teams. SAG further stated that in its 20+ years of experience in this line of work, a short-listed proposer has never withdrawn at this stage of an RFQ/RFP process. See Attachment D for SAG's recommendation. CITY MANAGER'S RECOMMENDATION After evaluating the proposals, including having reviewed each Proposer's original written submittal and having viewed the Proposers' individual oral presentation and the resulting Question & Answer with the Evaluation Committee, considering the recommendations of the Evaluation Committee and the City's consultant, SAG, and my own additional due diligence (see Attachment E), I concur with the MBCC District RFQ December 12, 2012 Page 7 of 8 Evaluation Committee's recommendation, and recommend that the City Commission short-list the top two (2) Proposers, Portman CMC and South Beach ACE, to proceed to Phase II of the RFQ process. While it may seem advantageous to have as many Proposers as possible for Phase II proposals, I am recommending to short-list no more than two (2) Proposers (to move forward with Phase II of the RFQ)for the following reasons: 1) Two Proposers will likely dedicate more resources and effort into the Phase II work when each has a 50% chance of success, as opposed to when there are a greater number of shortlisted development teams. 2) The community will be able to carefully focus its attention on two (2) Master Plan proposals, and not be burdened with having to attend several community meetings and study the intricacies of multiple Master Plans. 3) The City Administration can concentrate its negotiations with two Proposers and its detailed analyses of their proposed Master Plans, versus being stretched across multiple proposals, resulting in increased staff and consulting costs, as well as additional time that will be required managing multiple Proposers, and potentially resulting in further delays for the Convention Center improvements. 4) Finally, the total low aggregate scores for the 2 top ranked teams were very tight, with Portman CMC earning 8 points and South Beach ACE earning 11 points. There is a large point gap between #2 ranked South Beach ACE and #3 ranked CConnectMB (which earned 20 points), and #4 ranked Turnberry Village (earning 21 points). Consequently, for the reasons stated, the best course of action would be to move forward with the top two teams. TIMELINES The proposed general schedule for Phase 2 of the RFQ process is as follows: 2013 Jan - Kick-Off meeting with the Shortlisted Proposers - Walk-through assessment of the Convention Center - Community Meeting for initial public input Feb - Mar - Community Meeting - Shortlisted Proposers to present: • Guiding Principles for Master Plan based on community input • Preliminary Master Plans - City Commission Workshop - Revised Preliminary Master Plan - Draft Master Plans and Initial LOI terms to the Administration April - Refined Master Plans and LOI terms to the Administration - Community Meeting for presentation of refined Master Plans May - Commission Workshop • Presentation of proposed Master Plans and LOI terms MBCC District RFQ December 12, 2012 Page 8of8 June 5 - City Manager recommendation of the final Proposer(s) based on the negotiated LOI's and Master Plans - Commission approval of the successful Proposer(s) June - July - Term Sheet negotiations with the Proposer(s) based on substantive terms of the negotiated LOI(s) July - The final negotiated Term Sheet(s) presented to the City Commission for approval July or Sep - City Commission approval of the Term Sheet with the final successful Proposer Sep or Oct - Final project agreements presented to City Commission for approval If the proposed project requires a referendum, the most cost effective way would be to piggy-back on to the already scheduled elections in November 2013. CONCLUSION The Administration recommends that the Mayor and the City Commission adopt the resolution approving the recommendation of the City Manager to shortlist the two (2) top-ranked Proposers of Portman CIVIC and South Beach ACE which will proceed to Phase II of Request for Qualifications (RFQ) process for a public-private mixed-use development in Miami Beach for the enhancement of the Miami Beach Convention Center Campus/District, including the expansion of the Miami Beach Convention Center and development of a Convention Center Hotel (the RFQ); and authorize the City Manager to negotiate Letters of Intent(LOI's)with the shortlisted Proposers. TAAGENDA\2012\12-12-12\MBCC RFQ Shortlist MEMO.doc srt ATTACH ENT "A" < =. 'D 3 C c) as O 3'cl)f® AD o C vo (D n = n Z(7 CD ..a G 3 o 0 M a G7 0' o � � 'cv • • C7 • o O w cQ m -0MCD a'. CD = � Q. 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The aspirations for the new Miami Beach Convention Center District include specific real estate assets as well as the more difficult- to-define ideals that identify a neighborhood where people can enjoy a memorable experience. Across many years, many regions of the world, and many circumstances, the Portman-CyWC team has delivered not only valuable neo| estate assets and attractive returns,but has also created new senses of place and user experiences in iconic buildings and spaces that characterize an area like the new Miami Beach Convention Center District. The Portman'CN1C team has the proven ability to deliver world-class Convention Center, ballroom and convention center hnte|, and create iconic retoi|, entertainment and cultural venues, additional state-of-the-art parking facilities and systems, and other public spaces that will strengthen Miami Beach's economic base and connect the vibrant Lincoln Road pedestrian mall to the Collins Park cultural district and Miami Beach's more recent cultural institutions—New Word Symphony and Soundscape Park. TEAM A truly global team is comprised of Miami's finest,as well as some of the world's most accomplished real estate,design and lifestyle professionals. This group of firms represents a multinational network of financial and intellectual neoounceo, with unmatched experience in real estate projects of the scale and quality outlined in the Miami Beach RFCL The Pnrtman'CN1C team offers Miami Beach a comprehensive set of expertise and capabilities necessary to transform this concept into a vibrant reality,and includes on an exclusive basis Cirque du So|ei| and the Whitman Lazenby Family, owner of Ba| Harbour Shops. Development Portman Holdings -Atlanta, Shanghai, NYumbai, Hong Kong CIVIC Group - Miami/Miami Beach | � Cirque du So|ei| - Ou6beo,touring 300+ cities on 6 continents Whitman Lazenby Properties, a subsidiary of Bal Harbour Shops, LLP- Bal Harbour Architecture John Portman & Associates - Atlanta, Shanghai Bjarke |nge|o Group - Copenhagen, New York | � Fentress Architects - Denver � | West 8 - Rotterdam, Belgium, New York,Toronto � Revue|toArohiteotuna International - Miami/Miami Beach Finance Piper]effray- 28US offices, London, Hong Kong and Zurich Construction yWQmt. HDC International - Atlanta ` CIVIC Construction - Miami/Miami Beach Traffic Engineering David Plummer& Associates - Coral Gables, Fort Meyers Civil Engineering Schwebke-Shiskin & Associates (a Florida veteran-owned business) - Miramar Public Relations Charles Cinnamon PR (o Miami Beach vendor)- Miami Beach poRnw^w HOLDINGS+cMC.oxou , TIH H ( NNTIOH THE PORTMAN-CMC TEAM The following is an introduction to the firms that have committed their resources to ensure the successful delivery of this incredible opportunity. This team shares the vision of the City of Miami Beach to create an area that will enable the region to attract high impact conventions, meetings and tradeshows in an increasingly competitive environment, while enhancing the architectural and cultural assets of the community with public spaces,amenities and economic benefit to the City and its residents. The broad experience and proven effectiveness of this team in similar developments cannot be overstated. Portman-CMC offers l expertise in assessing project opportunities to ensure that the design and the development address all stakeholder needs, market realities and conditions for economic viability. Among the most significant strengths of the team is its long track record of �! participation in private and public-private partnerships and projects requiring collaboration among key government agencies. C MASTER DEVELOPMENT TEAM I Retail Development Master Developer Entertainment Development ` Whitman Lazenby PORTMAN HOLDINGS CIRQUE DU SOLEIL, Properties A tI! Bal i44 Harbour J Shops ` `'`° . ,• ;.d C: Guns ....................................................................................................................................................................................................................: DESIGN TEAM Lead Architect, Master Planner JOHN PORTMAN & ASSOCIATES ! I Associate Architect SIG � Bjarke Ingels Group Convention Center Local Architect Landscape Architect Architectural Planning .revuefta ............................. .................................................................................................................. :..................................................................... I :......................................... ................................................ .................................................'... ................................................. .............. KEY CONSULTANT TEAM Finance Traffic Civil Engineering Public Relations Construction Mgmt Schwebke-Shiskin & ;I J a DAVID PLUMMER CHARLES CINNAMON PiperJaffray ©&ASSOCIATES Associates, Inc. :< c,,. :::1:CI ON l IN7'FRNA]'[ONA1, ................................................................................................................................................................................................................................................................ PORTMAN HOLDINGS+CMC GROUP �� ! 1 MASTER DEVELOPMENT TEAM The master development team is Portman-CMC, a to-be-formed entity that is the joint venture of Portman Holdings, LLC and CMC Group, Inc. Cirque du Soleil and Whitman Lazenby Properties have joined the team as development partners on an exclusive basis.Together,these firms offer Miami Beach the required expertise in large-scale urban mixed-use development,locally-informed residential development, universally-appealing entertainment venues, and retail property that is, in itself, a destination. MASTER DEVELOPMENT TEAM I Retail Development Master Developer Entertainment Development{ I CIRQUE DU SCILEIL Whitman Lazenby I PORTMAN HOLDINGS i 1 Properties Bal I i Harbour I (f;,., ' Shops i = ro'`. { O° I � L PORTMAN HOLDINGS wwwportman hold in sg com Portman Holdings (Portman) is a multinational real estate development, investment and management company that has been in operation for over sixty years.The firm specializes in large-scale urban mixed-use projects, hospitality development with particular focus on convention center headquarters hotels, residential, and commercial properties. Primary leadership for the Miami Beach Convention District will be provided by Roger Zampell,who can be reached at 404-614-5045 or rzampell @portmanholdin sg com. CMC GROUP www.cmcgroupmiami.com CMC Group is a Miami-based,full-service real estate development,construction,and investment company,and is recognized as one of South Florida's premier luxury condominium and commercial developers. Primary leadership for the Miami Beach Convention Center District will be provided by Art Murphy,who can be reached at 305-372-0550 or amurphy @cmcrealestate.com. Together, Portman Holdings and CMC will be responsible for the following: ` Development leadership and management I' Programming • Feasibility ii Community outreach • Design • Financing • Construction phase management • Operations and asset management PORTMAN HOLDINGS+CMC GROUP 12 r II I i. I. i I TUM H64HINTIOH - E I CIRQUE DU SOLEIL i www. cirquedusoleil.com Cirque du Soleil has brought wonder and delight to more than 100 million spectators in more than 300 cities in over forty countries i on six continents. From a group of 20 street performers at its beginnings in 1984, Cirque du Soleil is now a major Quebec-based organization providing high-quality artistic entertainment. Cirque du Soleil has created a number of resident shows to complement their touring repertoire. c If Portman-CMC is selected as master developer of the new Miami Beach Convention Center District, Cirque du Soleil will create a permanent facility in the new Miami Beach Convention Center District for Cirque du Soleil shows and performances. Cirque du Soleil will design a series of places and experiences within the development that will breathe life,surprise and fun into the project. Cirque will create an event space that will provide audience entertainment experiences and more,serving the local community and drawing people from afar. Cirque du Soleil's roles and responsibilities will include: • Conceptualization, programming and design of a permanent facility for Cirque du Soleil I • Conceptualization and programming of other entertainment venues proposed for the project Primary leadership for the Miami Beach Convention.Center District will be provided by Martin Boudreau, who can be reached at 514-723-7646 or martin.boudreau @cirquedusoleil.com. �. !i WHITMAN LAZENBY PROPERTIES J www.balharbourshops.com Whitman Lazenby Properties is a subsidiary of Florida's Bal Harbour Sho s— rinci pals of the 400,000 square foot,open-air shopping center home to a coveted list of over 100 high-end retailers. It is the highest performing retail development per square foot in the United States.Whitman Lazenby Properties'roles and responsibilities will include: • Retail conceptualization :I'. • Retail programming and tenant mix • Retail design and development • Marketing the retail components of the project Primary leadership for the Miami Beach Convention Center District will be provided by Matthew Whitman Lazenby, who can be reached at 305-866-0311 or mwl @bhs.sc. I. Ii 'f i ,I. I I II� f ! s .I, I PORTMAN MOLDINGS+CMC GROUP 13 1± I;. f i °II . �I ° l� 'i MASTER DESIGN TEAM The Master Design team will be led by Lead Architect and Master Planner,John Portman&Associates,and also include Bjarke Ingels Group and West 8. John Portman has over fifty-five years of experience designing mixed-use complexes and iconic hotels, many of which are paired with convention centers. Bjarke Ingles has an impressive resume and has created a reputation for completing buildings that are as programmatically and technically innovative as they are cost and resource conscious. West 8, the firm that just completed Miami Beach's Soundscape Park, is a step ahead in thinking of how to make a continuous and integrated urban experience for users.This diverse team is poised to create a series of specialized concepts that are conceived in a way that allows for the continuous urban environment that the City of Miami Beach envisions for its new Convention Center District. ................................................................................................................................................................................................. l DESIGN TEAM i� Lead Architect, Master Planner JOHN PORTMAN & ASSOCIATES j Associate Architect_ fBjarke Ingels Group Convention Center t�t Local Architect Landscape Architect { Architectural Planning �. revuetta k, ................................................................................................ ......T........................................................................................................... f. Ar JOHN PORTMAN & ASSOCIATES www.portmanusa.com John Portman & Associates has over fifty-five years of experience designing hotels and mixed-use projects. Firm founder, John ki Portman,created the first modern atrium hotel in 1967 with his design of the Hyatt Regency in Atlanta.Since then,JPA has designed j; many large architecturally innovative hotels in cities like New York, Los Angeles, San Francisco, San Diego, Shanghai and Beijing. f These hotels are paired with convention centers and have specific programmatic and physical requirements that JPA has become a �1 specialist in addressing.JPA's roles and responsibilities will include: • Lead architect i' • Lead master planner l a Hotel design • Residential design j. • Commercial design Primary design leadership for the Miami Beach Convention Center District will be provided by John C. Portman Jr., Chairman and Gordon Beckman, Design Director. is i r 1. 4j 14 PORTMAN HOLDINGS+CMC GROUP T14M H ( UINTIOH BJARKE INGELS GROUP ! �i www.big.dk Bjarke Ingels Group (BIG)was founded by Danish architect Bjarke Ingels, and has amassed an impressive resume in a short period of time winning numerous important design commissions and awards.With offices in Copenhagen and New York,the firm focuses ' I� on architecture,urbanism,research and development.They are a generalist firm with unique concepts and formal dexterity that has f generated great projects. BIG's roles and responsibilities will include: • Image and identity of convention center l • Public and civic facility design • Parking design Primary leadership for the Miami Beach Convention Center District will be provided by Bjarke Ingels, Lead Designer. I is WEST www.west8.nl West 8 just finished Soundsca a Park across the street from the Miami Beach Convention Center on time and on budget.The park J P has received a positive response from the public and design critics alike.As Miami Beach continues to assemble a great collection of one-of-a-kind buildings, it will be important to also develop a public space network that can knit those different parts together 1 into a cohesive whole. West 8 is already thinking about how to extend some of the features and functions of Soundscape Park, .1 linking it to the Convention Center and other redevelopment areas.West 8's roles and responsibilities will include: • Conceptualize urban design strategy �1 H • Landscape architecture design ! 1 � • Outdoor Public Space design Primary leadership for the Miami Beach Convention Center District will be provided by Jamie Maslyn Larson, RLA, ASLA Principal �a and Partner. I I� FENTRESS ARCHITECTS www.fentressarchitects.com l Fentress Architects,who specialize in the programming, planning and functional efficiency design of convention centers,will support BIG and ensure that concepts can be executed on time and on budget. Fentress has designed more than 8 million square feet and $2 billion in convention space.The creation of inspirational architecture has been Fentress Architects' mission for more 9 than three decades. Fentress's roles and responsibilities will include: y • Convention center programming, phasing and functional aspects • Convention center renovation and expansion Primary leadership for the Miami Beach Convention Center District will be provided by Michael Winters,AIA, Principal. s REVUELTA ARCHITECTURE INTERNATIONAL I www.revuelta-architecture.com Revuelta Architecture International was founded with a commitment to provide clients quality designs balanced with sustainable ? and economically feasible solutions, delivered within stringent time schedules. Revuelta's roles and responsibilities will include: • Local architectural support • Architect of record as required 1 Primary leadership for the Miami Beach Convention Center District will be provided by Luis Revuelta, LEED AP, Principal in Charge. f3 PORTMAN HOLDINGS+CMC GROUP 15 if f { I I 1 o . I ' S S ' I . 9 I . 1 i 1 KEY CONSULTANT TEAM f � Design and development are not the only expertise needed to realize a large mixed-use complex. Experienced consultants in the ! fields of finance, engineering, management and even communication are key members of the team. I . I KEY CONSULTANT TEAM i Finance Traffic Civil Engineering Public Relations Construction Mgmt `f Schwebke-Shiskin & Pl er aff ray Q GNARLED CINNAMON p J Y A ASSOCIATES Associates, Inc. cc INTERNA"1'IUNAL ................................................................................................................................................................................................................................................................. I" PIPER AFFRAY& CO. � www.pipereaffray.com i er r' � J y.com Piper Jaffray& Co. is a global, publicly traded investment banking firm (NYSE ticker: PJC)that provides a broad set of products and services, including public finance services; equity and debt capital markets products; mergers and acquisition advisory services; institutional equity and fixed income sales and trading; equity research; and asset management services. Piper Jaffray's roles and 9 responsibilities will include: `i' • Lead the effort in the structuring of any public investment in the project through a traditional or public/private solution i ' �. Primary leadership for the Miami Beach Convention Center District will be provided by Peter Phillippi, Managing Director. I' DAVID PLUMMER & ASSOCIATES www.dolummer.com David Plummer&Associates offers complete civil engineering services,including transportation planning,traffic engineering,major highway/roadway design, minor structural engineering,signalization design, site civil engineering, as well as post-design services. . The firm is based in Coral Gables, Florida. DPA's roles and responsibilities will include: ( ' • Traffic impact analysis Primary leadership for the Miami Beach Convention Center District will be provided by Timothy J. Plummer, President. o F � SCHWEBKE-SHISKIN & ASSOCIATES Iwww.shiskin.com Schwebke-Shiskin,a Florida veteran-owned firm,is a multi-discipline company offering comprehensive professional services in Civil Engineering, Land Surveying and Land Planning.The firm was founded in 1947 by Harry Schwebke and now employs approximately forty with its corporate office in Miramar, Florida. Roles and responsibilities will include: -4 • All civil engineering on site .1 Primary leadership for the Miami Beach Convention Center District will be provided by Al Tello and Mark Johnson, Principals. !I , i6 PORTMAN HOLDINGS+CMC GROUP i' it 'l ! I T14M 0 } CIVIC CONSTRUCTION INC. i9 li I www.cmc2roupmiami.com CIVIC Construction Inc. is a licensed general contractor that has constructed a number of CIVIC Group's projects and other third- I, party assignments. Roles and responsibilities will include: • Construction Management • Phasing analysis • Preliminary cost estimating Primary leadership for the Miami Beach Convention Center District will be provided by Tim Wensing, President. Is kh. I� -HDC INTERNATIONAL C ± I HDC International provides predevelopment through final construction services for select clients, including multiple convention E centers such as the Gaylord Palms, Puerto Rico and the Renaissance Schaumburg Hotel and Convention Center. They specialize in the financial management of construction projects and their risk areas, from project inception to completion. Roles and i! responsibilities will include: • Preliminary cost estimating/budgeting III • Scheduling !i • Scope description and review I Primary leadership for the Miami Beach Convention Center District will be provided by Dale Cheek, Principal. CHARLES CINNAMON PR Charles Cinnamon is a publicist and Miami Beach vendor with more than fifty years of experience in the field of communications as it relates to entertainment and lifestyle. His roles and responsibilities will include: • Media, community and stakeholder relations I 1 ; llf f�I PORTMAN HOLDINGS+CMC GROUP 17 i i� I� li ,i I i � i i i MIMA DIVILOPU 4zd ar I. II` hj !i PORTMAN-CMC TEAM I� Portman-CMC is a partnership with over 80 years combined experience in the field of commercial real estate. The team is familiar with precisely what it takes to program,plan,finance and construct places that people want to experience in a variety of ways.This {� is why one of the world's most sought-after entertainment organizations, Cirque du Soled, has agreed to partner exclusively with Portman-CMC in responding to the City of Miami Beach's RFQ. It is also why Whitman Lazenby Properties, whose principals own and operate the highest producing retail facility per square foot in the nation, has also exclusively partnered with Portman-CMC. f� PORTMAN HOLDINGS �I+I II'! Founded:1953 PORTMAN HOLDINGS (� Employees:120 I� f{ 1{' Throughout the past 60 years, Portman Holdings has raised and deployed over$6 billion and developed over 50 million square feet of premium real estate. The vertically integrated real estate development, investment, and management company commands a successful global network and has a proven track record with the world's top financial institutions. �I 1 Portman Holdings specializes in hospitality,office, and mixed-use properties. The company continues to achieve success through f i� investor,partner,and client relationships that deliver exceptional real estate projects and produce strong financial returns.Teams in it our global offices seamlessly connect to develop,finance,and manage a diverse portfolio in the world's core and emerging markets. The legacy portfolio spans six decades and includes 15,000 hotel rooms, 28 million square feet of mixed-use developments, and f several major urban landmarks across North America, Asia, and Europe. Independently and in partnership, the Portman entities I a currently own a diversified portfolio of real estate in excess of 10 million square feet and exceeding$1.5 billion in aggregate value. Portman Holdings' proven success over many years and real estate cycles provides strong support for the company's current investment platforms and acquisition, development, and management strategies. 1 FINANCIAL CAPABILITIES: Portman Holdings, LLC,the respondent to the RFQ, is wholly owned by the Portman Family.The activities of Portman Holdings are supported financially by Portman Financial Inc., a holding company owned by the Portman Family. As a privately owned company, Portman Holdings does not release financial statements.However,Portman principals will be glad to discuss the company's financial capabilities with City of Miami Beach officials at the appropriate time in the Miami Beach Convention Center District development process. Since Portman was founded,the company has raised over$6 billion in various debt and equity instruments to finance premier real estate developments throughout the world. In terms of equity capital, Portman has worked with major institutional capital sources such as pension funds, sovereign wealth funds, insurance companies, opportunity funds, domestic and international banking institutions, family offices and high net worth individuals. To source debt, the company has developed relationships with most major US and international banks. l! On recent developments, Portman Holdings has worked with capital partners and sources such as: j -Starwood -San Diego National Bank -SunTrust Bank -Prudential -Skanska -Citigroup Property Investors l'I -Samsung -AIG -Industrial and Commercial Bank of China }I -Hyundai -Kajima Corp. -ADIA }}1� lI� PORTMAN HOLDINGS+CMC GROUP 21 h I II I;. I I �I Ili , Below are a few examples of Portman's recent projects and experience in financing public-private and mixed use developments. i •` • Portman House I Jian Ye Li will open in Shanghai this year.The$150 million mixed-use historical preservation redevelopment was financed with 75 million in private equity from Portman, HengFu Properties and Citigroup Property Investors,and$75 million in f a $ p q Y senior debt from the Industrial and Commercial Bank of China. • The Hilton San Diego Bayfront Hotel was financed privately. $100 million in private equity was contributed by a consortium consisting of Hilton, ING Clarion,Portman Holdings and Phelps Development.San Diego National Bank provided a$243.6 million construction loan. in Charlotte hotel was developed through apublic-private partnership between Portman and the City of The $143.5 million West C p g Charlotte,which provided $25 million through the sale of taxable bonds and $16 million in a city grant. Bank of Nova Scotia was the lead lender. • Peachtree Center was built in several phases from 1961 through 1999.Throughout the process, Prudential, EES,Trammell Crow, Marriott and Portman invested equity in various buildings. Debt came from Citibank,SunTrust,Wachovia(CMBS),Bank of America and Fleet Bank.To date,the 14-city-block complex cost$900 million to develop. Between 1980 and 1990, Portman assembled financing for the $315.7 million Shanghai Centre. An international partnership of AIG, Kajima Corporation and Portman all provided equity financing for the project. Debt came from a large syndication led by Bank of China, Industrial Bank of Japan,and First Chicago Bank. • Singapore Land, Shing Kwan Investments, C.Y. Paul, Lim Soe Llong, and Portman provided equity financing for the $590 million Marina Square development in Singapore. Debt was provided by United Overseas Bank, Overseas Union Bank, and Post Office Savings Bank. • Embarcadero Center was envisioned by the San Francisco area government, but it was David Rockefeller, Prudential, Trammell j.{ Crow and Portman with equity financing,and Prudential and Bank of New York with debt financing,among others,who made the $645 million project a reality in multiple phases between 1971 and 1989. r Portman Holdings' key personnel on the Miami Beach Convention Center District project are outlined on the following pages. Y ,t 11 �F t , T t� 7 I 1 �IF F 1 fl FE 1� 22 PORTMAN HOLDINGS+CMC GROUP i i f MMA DIVILOPU ROGER ZAMPELL Senior Vice President- Development As senior vice president of development for Portman Holdings, Roger directs the company's domestic development efforts. He identifies and executes new real estate development opportunities with a focus on mixed-use development of hotel, office, residential,and retail centers. Since 1983, he has been responsible for the programming, design, construction a and development of multiple domestic and international Portman Holdings' projects. Roger has worked extensively with project owners throughout Asia. He successfully directed Portman's efforts as owner/developer of The Westin Charlotte Convention Center Hotel, a public private partnership with the City of Charlotte, and the new 1,200 room Hilton San Diego Bayfront Hotel and parking garage in collaboration with the Port of San Diego. Fr. Roger's broad range of experience, from design to project management to business administration, imparts a unique perspective to project development. He holds a B.S. degree in architecture from Georgia Tech, a Master's degree in architecture from the University of Colorado, and an MBA from Emory University. A member of ULI, Roger is also a licensed architect in Georgia and California. He speaks frequently on the various aspects of design and development of hospitality PO RT M A N HOLDINGS and mixed-use projects. EDUCATION B.S.Architecture-Georgia Tech M.A.Architecture-University of Colorado MBA-Emory University li I EXPERIENCE 39 years I I� I li 'i I� 1 I PORTMAN HOLDINGS+CMC GROUP �3 r AMBRISH BAISIWALA Chief Executive Officer Ambrish is responsible for the management and profitability of Portman Holdings. He oversees the overall operations of Portman Holdings, including real estate development, investment, and capital raising across the US, China, India and South Korea.Ambrish joined Portman Holdings in 2006. c Ambrish brings over 17 years of global real estate experience to his role at Portman. / Prior to joining Portman,he was Development Director of ALDAR Properties P)SC in Abu Dhabi, UAE, where he was responsible for a development portfolio in excess of $30 billion. Earlier in is career, he was Development Manager for the Greater Union Organization for the Middle East and India. Prior to that, Ambrish I held various senior positions with Coopers & Lybrand Consulting and the TATA Group. Ambrish has worked in the USA, India, the Middle East, South East Asia, and Australia, across a b r oad sp ectrum of property t yp es and responsibilities. His broad geographic and work exposure brings a strong corporate strategy and property development skill set to Portman Holdings. Ambrish has a Bachelor of Commerce (Honors) degree from the University of Rajasthan, India, and a MBA from the Melbourne Business School, Australia. PORTMAN HOLDINGS EDUCATION Bachelor of Commerce(Honors)- University of Rajasthan,India MBA-Melbourne Business School, Australia EXPERIENCE 17 years AFFILIATIONS: Real Estate Round Table Georgia State University J. Mack Robinson College of Business Real Estate Department Honorary Board Member 24 PORTMAN HOLDINGS+CMC GROUP i f HHU D RICHARD JONES Chief Operating Officer Richard is responsible for leading Portman Holdings' global asset management and property management functions and works closely with Portman's teams in the US, China and India supporting the execution of ground-up development, acquisitions, and capital raising. Richard has over 20 years of diverse hospitality and commercial real estate experience spanning operations, asset management, and development. Prior to joining Portman Holdings in 2005,Richard worked for some of the most respected hotel development and management companies in the industry, including Hardin (� P g � Capital, Noble Investment Group, and Marriott International. I . He studied economics at Louisiana State University, and is an active member of I ; the Hospitality Asset Management Association. ' 4. y PORTMAN HOLDINGS EDUCATION Louisiana State University EXPERIENCE 20 years AFFILIATIONS: Board of Directors,Central Atlanta Progress Board of Advisors,Metro Atlanta Chamber I PORTMAN HOLDINGS+CMC GROUP �5 f JEFF WARWICK Managing Director- US hotel office and mixed-use ;; �. Jeff leads all aspects of the company's domestic , _V AV, 4 +� r4t acquisitions platform. Working closely with the company's development, asset � � tors management and capital teams, Jeff is responsible for sourcing and executing . new deals across target markets as well as representing the company with third r '- parties, including global and local partners, investors, government agencies and other key relationships. Additionally, Jeff interacts with Portman's international "^ business in capital raising and investor relations. r Before joining Portman Holdings in 2011, Jeff served as a senior real estate r commercial/investment banker and business manager at Bank of America Merrill Lynch. As a Region Executive,Jeff developed and led a multi-$B line of business focused on middle-market real estate companies and large commercial projects throughout North America. As Managing Director,Jeff developed and led a multi- $B line of business focused on public real estate companies, REIT IPO/LBOs, M&A,and asset acquisitions throughout North America. Jeff has individually originated, structured, and closed over $50 billion in un- balance sheet debt capital and has 27 years of senior leadership experience in PO RT M A N HOLDINGS commercial real estate,capital markets,and financial services. Through numerous IPOs and corporate real estate acquisitions, Jeff has served as a trusted capital markets advisor to the CEOs/CFOs of well-known public and private companies, EDUCATION across multiple cycles, markets,and products. B.B.A. Real Estate-Georgia State University He earned a bachelor's degree in real estate from Georgia State University where Georgia State University: he serves on the GSU Foundation (Endowment Fund) Board of Trustees and Real • Endowment Fund Board of Trustees Estate Committee, on the Real Estate Department Honorary Board of Directors, of real estate ca and Real Estate Committee and as a graduate level Instructor ital markets.As a full member p • Real Estate Department Honorary of ULI, Jeff has served as Chairman for the Capital Markets and Sponsorship Board of Directors Committees of ULI Atlanta. Jeff holds FINRA Series 24, 7, and 63 securities • Graduate-level Instructor- Real licenses, is a frequent real estate conference speaker,and is active as a leader in Estate Capital Markets numerous industry and community organizations. EXPERIENCE 27 years AFFILIATIONS: FINRA Securities-Series 24,7,and 63 f i ULI Atlanta Board Member and Capital Markets Chairman a 26 PORTMAN HOLDINGS+CMC GROUP 1� i 11 1 I � NMS D �Zi i; lit CMC GROUP 'i Founded: 1987 Employees: 50 Headquartered on Brickell Avenue in Miami, Florida, CMC Group is a full-service real estate development, construction, and investment company, and is recognized as one of South Florida's premier luxury condominium and commercial developers. Founded by Ugo Colombo in 1987, CMC Group is thoroughly skilled in the various disciplines necessary to succeed in today's real !I estate market. CMC's management expertise and experience in acquisition, financing, construction and marketing, coupled with i,l its financial resources, have resulted in development of numerous successful projects and provides the framework for CMG's !{� continued growth and success. �! it During the past twenty-five years, CMC has focused on Miami-Dade County's most dynamic markets—Brickell Avenue, Aventura, South Beach and Coral Gables. Recognizing Brickell Avenue's potential, CMC developed Brickell's first new luxury condominium building in nearly ten years, Bristol Tower. Completed in September 1993, Bristol Tower enjoyed tremendous success and led to CMC's development of Santa Maria, a 174-unit luxury condominium on Brickell Avenue north of Bristol Tower. Rising 52 stories, ;I! Santa Maria remains the premier residential condominium building in South Florida. �1'I III In 1994,CMC formed a joint venture with Turnberry Associates to develop Porto Vita in Aventura,Florida. Located on the Intercoastal Waterway adjacent to the Turnberry Resort and Country Club and Turnberry Isle,this luxury 374 unit luxury residential development includes waterfront townhomes,two(2) mid-rise condominium buildings, (2) high-rise condominium towers and the 35,000 square Ilil foot Villa Grande Club, which includes a European spa, two restaurants and other recreational amenities. The final building, the 122-unit North Tower,was completed in 2004. CMC also was a major force in the rejuvenation of South Beach. CMC acquired, renovated and operated the Waldorf Towers Hotel. After the sale of Waldorf Towers, CMC purchased two old,Art Deco-style properties and developed Casa Grande,a 34-unit condominium/hotel/retail property on Ocean Drive. This ambitious project consisted of the demolition of the previous structures and reconstruction of Casa Grande while maintaining the historic facades. 'I Gables Florida. This 815 000 In 2001, CMC Group completed 4000 Ponce/The Collection, a mixed use development in Coral , square foot development includes 150,000 square feet of class A office space, 33,000 of retail space,and The Collection,a seven- , franchise luxury automobile dealership (Jaguar, Porsche, Ferrari, Maserati,Aston Martin,Audi, McLaren). This project anchors the former Coral Gables Industrial District,which is a major South Florida retail and office destination with 4000 Ponce/The Collection and the Village of Merrick Park, a 1 million square foot office/retail/residential development. I CMC's most recent development projects were Grovenor House, a 166-unit luxury condominium in Coconut Grove, and Epic Residences and Hotel, a 55-story luxury condominium and hotel in downtown Miami. Completed'in 2006, Grovenor House is a 32-story condominium tower located on South Bayshore Drive in the heart of,Coconut Grove. With its stunning architecture and 1 { nautical-inspired common areas designed by Italian architect Michele Bonan,Grovenor House achieved the highest price per square ;1 foot in this market and remains the most desirable address in Coconut Grove. it Completed in 2008,Epic Residences and Hotel set a new standard for luxury in downtown Miami.Located at the mouth of the Miami River, Epic Residences and Hotel includes 342 luxury condominium units and a 411-room hotel(and related amenities)in a 55-story 1 tower designed by renowned architect Luis Revuelta. Epic Hotel is managed by Kimpton Hotels and Restaurants and includes the a internationally-acclaimed Zuma Restaurant and an Exhale Spa. Epic Hotel has received several awards from both Conde Nast and i!'- Travel+Leisure Magazine and the Epic Residences continues to lead the downtown and Brickell new condominium markets. PORTMAN HOLDINGS+CMC GROUP 47 i I,1 I, I i't I I` An affiliate of CMC Group,CMC Construction, Inc., is a licensed general contractor that has constructed a number of CMC Group's projects and other third-party assignments. CMC Construction built both the Casa Grande Hotel and the Pelican Hotel on South Beach's Ocean Drive. CMC Construction also constructed Porto Vita's South and North Towers(both 27-story luxury condominium buildings),4000 Ponce/The Collection in Coral Gables and, most recently, Grovenor House, a 166-unit luxury condominium tower in Coconut Grove, Florida and Epic Residences and Hotel in downtown Miami. f i;�- �:� Financial Capabilities: CMC Group has raised in excess of $1.25 billion in equity and debt financing to fund its various development projects. CMC I';! r of private and institutional investors to provide equity and has obtained construction and permanent has worked with a number p P financing from a number of construction and other lenders.These lenders include Bank of America, Banco Santander, HSBC, BNY/ �= Mellon, Wells Fargo, Regions Bank/Union Planters Bank, Union Labor Life Insurance Company, National Electrical Benefit Fund, I° Transamerica Life, Colonial Bank/BB&T, and City National Bank. These loans have ranged in size from $40 million to $280 million and all such financings were either repaid in full or remain in good standing. ,1. !' CMC Group's key personnel on the Miami Beach Convention Center District are outlined on the following pages. I' I( I 1• i I• I I, it I+ II. ' I t i i ,4 li f 'I it i yiy ,I ry' i ' I1 if I1 � i I , i ti f I I 48 PORTMAN HOLDINGS+CMC GROUP II li HMA DIVILOPU UGO COLOMBO Founder Ugo Colombo was born in Milan,Italy and came to the United States in 1983. His real estate career began while he was studying at the University of Miami and he managed condominiums for non-resident owners at the Imperial on Brickell Avenue. Soon after graduating with a degree in business administration,he acquired the remaining JJ unsold inventory in the Imperial and conducted a highly successful sell-out of the property. This initial foray in real estate led to Mr.Colombo's emergence as one of the most respected residential and commercial developers in South Florida. After the Imperial project and the acquisition and sell-out of the Villa Regina Condominium with Trammell Crow, Mr. Colombo focused on the design and construction of high-rise luxury condominium buildings. The result was the development of Bristol Tower and Santa Maria on Brickell Avenue. Both of these buildings-40 and 52 stories respectively—have become landmarks on the Miami skyline and have redefined the high-rise luxury condominium market in South Florida. Mr. Colombo entered into a joint venture with the Soffer family of Turnberry Isle to create the ultimate in country club living, Porto Vita. Porto Vita consists of a total of 374 residences in a Mediterranean-style village in Aventura. This gorgeous 18-acre waterside property has already attracted notable attention, with residences ranging from$750,000 to$2.5 million,and the 35,000 square foot Villa Grande Club. In 1994, Mr. Colombo acquired The Collection, a luxury automotive dealership franchise,which now includes Jaguar, Porsche, Ferrari, Maserati,Aston Martin,Audi and McLaren, and is one of the top performing luxury car dealerships in the United EDUCATION States. At the time of his acquisition, The Collection's total annual revenues were Business Administration-University approximately $60 million. Under Mr. Colombo's ownership, total revenues have of Miami increased more than five times with 2012 revenues projected to exceed$320 million. In 2001, CMC Construction completed a 815,000 square foot mixed-use office/ retail/dealership facility in southern Coral Gables for The Collection and third-party EXPERIENCE office and retail tenants. 30 years In 2002, Mr. Colombo formed Glasswall LLC, a window manufacturing company, to supply impact-resistant window systems for high-rise condominiums and other commercial properties. Glasswall has developed a number of impact-resistant window systems which exceed Miami-Dade County's stringent testing criteria and are approved for new projects throughout Florida.Glasswall manufactures its window j systems in Miami-Dade County and has recently completed projects in Aventura, Coral Gables,Miami Beach,Coconut Grove and Miami. Mr.Colombo's most recent development successes include Grovenor House,a 166- unit luxury condominium project in the heart of Miami's Coconut Grove community (which was completed in 2006) and Epic Residences and Hotel, a 55-story luxury condominium and hotel in downtown Miami. Epic includes 342 luxury condominium units and a 411-room hotel managed by Kimpton Hotel and Restaurants and is located on the site of the former Dupont Plaza. PORTMAN HOLDINGS+CMC GROUP 49 ART MURPHY Chief Financial Officer �EL �M �� r� As Chief Financial Officer of CMC Group, Inc., Art is responsible for all financial, IM �� -� legal, risk management and corporate matters for this real estate development company.Since joining CMC Group in 1993, Art has overseen CMC's development activities , structured numerous joint ventures with both institutional and private investors,and arranged in excess of$1.25 billion of construction and permanent debt financing for the company's projects. Prior to joining CMC Group,Art was a Vice President in the Real Estate Department of Sumitomo Trust& Banking Company and managed a real estate loan portfolio of approximately $2 billion for the New York Branch. At Sumitomo, he oversaw all underwriting, loan administration, internal and external loan funding, and borrower communication and marketed commercial real estate loan and equity products in the United States and Japan. He also supervised the workout of several problem and non-performing loans.Art graduated with a BA in Economics from Harvard College. avc l _ . t.I , L EDUCATION B.A.Economics-Harvard College EXPERIENCE 25 years 50 PORTMAN HOLDINGS+CMC GROUP { HHU O -- ---------- ESTHER THURMON I Vice President of Accounting 1 � Esther is focused on financial reporting and cash management for the entire r t e Z CMC organization. Her team works closely with lenders,investors and partners to develop financial reports that meet the requirements of each transaction. 1 y She interfaces directly with all of the sales teams from the beginning of a project until all units have closed. Esther was directly responsible for development of virtual software that allows the sales team to track sales and buyer demographics, as well as originate contracts and generate sales reports. Esther has more than 28 years of experience in real estate development and construction accounting. A native of Georgia, she attended the University of Georgia as well as Georgia State University in Atlanta. After joining Metro Development Group in Atlanta in 1983, she was transferred to Florida to open a new office in Boca Raton. She was later hired by Trammell Crow Residential to head the accounting department of their For Sale Housing division. In 1991, after Trammell Crow completed the Villa Regina Condominium in partnership with Ugo Colombo, Esther joined the CMC Team. Her staff has C �' experience in every aspect of real estate accounting, including property management. They have worked with the most prestigious lenders and have handled the accounting for,and repayment of,over$1 billion of construction and development financing. Her two Controllers have each been with CMC for over 15 " years, completing the core of a strong, experienced accounting group. EDUCATION University of Georgia Georgia State University EXPERIENCE 28 years PORTMAN HOLDINGS+CMC GROUP 51 TIM WENSING President of CIVIC Construction, Inc. <, As the president of CMC Construction, Tim defines the strategies for managing each project that incorporate the needs and expectations of all stakeholders. Tim has extensive experience in management of the overall design process from or �� , concept to completion, including assembly of the design team, management + k team and the performance and coordination of the architects, engineers, and consultants. In addition Tim takes the lead developing comprehensive cost estimates and budget strategies, including constructability reviews and value engineering alternatives. Tim has played lead roles in a series of projects that define the skyline of Miami. Early in his career Tim was trained and certified as an instructor of the Total Quality Management approach to building.This foundation has been a cornerstone of the philosophy deployed on numerous projects over a 30 year career. Born and raised in a construction family,Tim has literally been in the construction business ® all his life. After graduation from Bradley University in Illinois,Tim began his career estimating projects across the Western United States for Kitchell Contractors based in Phoenix, Arizona. He then moved on to 18 year stay with the global contractor Bovis Lend Lease, focusing on projects primarily in the Southeastern United EDUCATION States. While at Bovis, Tim worked in a variety of progressive roles culminating B.S.Construction-Bradley University with his role Vice President of Operations for Florida. In 2003 Tim became the President of CIVIC Construction. LICENSE Over the course of his career there has always been a focus on the continuous Florida General Contractor License refinement of the process deliverables that support a synergistic approach to team GGC 1517267 building. This dedication to the process has enabled the successful completion of large and complex projects such as the Four Seasons Hotel & Residences in EXPERIENCE Miami, Universal Studios in Orlando, Epic Residences & Hotel in Miami, and a 30 years series of luxury high rise residential endeavors. "Begin with the end in mind" is a habit instilled in his core approach to building and in building teams that communicate and cooperate to make the vision of the owner and design team into a reality. 52 PORTMAN HOLDINGS+CMC GROUP i NUIA OIVILOPU CIRQUE DU SOLEIL CIRQUE DU SOLEIL. iPn, Founded: 1984 "� .&�� "9• �.�!�..,iii Employees: 5,000 I From a group of 20 street performers at its beginnings in 1984, Cirque du Soleil is a major Quebec-based organization providing high-quality artistic entertainment. The company has 5,000 employees, including more than 1,300 artists from more than 50 different countries. 1 Cirque du Soleil has brought wonder and delight to more than 100 million spectators in more than 300 cities in over forty countries on six continents. Cirque du Soleil International Headquarters are in Montreal, Canada. j I THE MISSION The mission of Cirque du Soleil is to invoke the imagination,provoke the senses and evoke the emotions of people around the world. i THE CREATION OF CIRQUE DU SOLEIL It all started in Baie-Saint-Paul,a small town near Quebec City in Canada. There,in the early eighties,a band of colourful characters roamed the streets, striding on stilts,juggling,dancing, breathing fire, and playing music. They were Les Echassiers de Baie-Saint- Paul (the Baie-Saint-Paul Stiltwalkers), a street theatre group founded by Gilles Ste-Croix. Already, the townsfolk were impressed and intrigued by the young performers - including Guy Laliberte who founded Cirque du Soleil. The troupe went on to found Le Club des talons hauts (the High Heels Club), and then, in 1982, organized La Fete foraine de Baie- Saint-Paul,a cultural event in which street performers from all over met to exchange ideas and enliven the streets of the town for a few days. La Fete foraine was repeated in 1983 and 1984. Le Club des talons hauts attracted notice,and Guy Laliberte,Gilles Ste- Croix and their cronies began to cherish a crazy dream:to create a Quebec circus and take the troupe travelling around the world. In 1984,Quebec City was celebrating the 450th anniversary of Canada's discovery by Jacques Cartier,and they needed a show that would carry the festivities out across the province. Guy Laliberte presented a proposal for a show called Cirque du Soleil(Circus of the Sun), and succeeded in convincing the organizers. And Cirque du Soleil hasn't stopped since! A FEW STATISTICS • In 1984, 73 people worked for Cirque du Soleil. Today, the business has 5,000 employees worldwide, including more than 1,300 artists. i • At the Montreal International Headquarters alone,there are close to 2,000 employees. ' • More than 100 types of occupations can be found at Cirque. d • The company's employees and artists represent more than 50 nationalities and speak 25 different languages. • More than 100 million spectators have seen a Cirque du Soleil show since 1984. ' • Close to 15 million people will see a Cirque du Soleil show in 2012. • Cirque du Soleil hasn't received any grants from the public or private sectors since 1992. CIRQUE DU SOLEIUS AREAS OF ACTIVITY In 2012,Cirque du Soleil will present simultaneously 22 different shows around the'world. Its challenge is to continue to grow while l offering its creators the freedom to dream the wildest dreams and make them come true. The heart of Cirque du Soleil's activity remains creating live shows and presenting them under big tops or in theatres. Since 1984, close to 200 creators from the four corners of the globe have contributed their talents to this end. PORTMAN HOLDINGS+CMC GROUP 69 I I i E 'a I- r In the past few years Cirque du Soleil has been developing business initiatives based on its shows. Through its Events and Images division: 1. Cirque du Soleil creates original and innovative content for movie theatre,television and DVD. Its creations have been awarded numerous prizes and distinctions: among them are Cirque du Soleil presents Corteo (Emmy and Gemeaux in 2007); Midnight I!, Sun (DVD Excellence Award in 2006 and a Gemini Award in 2005);Cirque du Soleil Fire Within (DVD Excellence Award in 2005, a Primetime Emmy Award and two Gemini Awards in 2003); and Cirque du Soleil Presents Dralion (three Primetime Emmy j Awards in 2001). :! 2. Cirque du Soleil has acquired extensive experience in organizing unforgettable private gatherings as well as major public events (World Expo Shanghai China 2010,Expo Zaragoza 2008,the show-event for the 400th anniversary of Quebec City). For the past few years the Cirque du Soleil Events team has brought its creativity to a most discriminating clientele with the same energy and spirit that characterizes each of the company's shows. Cirque du Soleil is offering a full range of products for retail sale under the Big Top,at resident show boutiques and on the Internet, Cirque du Soleil is seeking reliable partners to design,develop, market and distribute unique products which will bring"artful living" into the daily lives of Cirque du Soleil aficionados. Cirque du Soleil is also diversifying its commercial activities by targeting another niche: licensing. The organization also wishes to extend its creative talent to other spheres of activity. With the collaboration of business partners, Cirque du Soleil is developing innovative projects,particularly in the field of hospitality(restaurants,bars,spas,etc.).Through its own unique approach,Cirque du � P J p Soleil extends its creative energy to other types of initiatives in order to create a new form of entertainment: (e.g The REVOLUTION � f LOUNGE at The Mirage and the Gold Lounge at ARIA Resort& Casino at CityCenter in Las Vegas, as well as Desigual clothing and accessories collection). I. Cirque du Soleil's key personnel for the Miami Beach Convention Center Project are outlined on the following pages. i li!la I11 PORTMAN HOLDINGS+CMC GROUP 9� 70 i�'. ( [ ! DANIEL LAMARRE President and Chief Executive Officer r a� r As President and Chief Executive Officer of Cirque du Soleil, Daniel Lamarre is in charge of strategies both at the business development and operations level. He also sees to the organization's financial sustainability,and the perpetuation of its culture and values. Before joining Guy Laliberte's team in January 2001, he served as president and CEO of TVA Group,Quebec's largest private television broadcaster,for nearly four years. In addition to his day-to-day management duties, he was also responsible r 3... for strategic planning and business development. While sitting on the TVA Group board of directors, he also served on the boards of McDonald's Restaurants of Canada and the Canadian Association of Broadcasters,and helped administer the Montreal Heart Institute Research Fund. From 1984 to 1997, Daniel Lamarre worked with National Public Relations, first as executive vice-president and senior partner, then as president starting In 1995. He became president and CEO of Burson-Marsteller in 1981, and opened a first Montreal branch for this, the world's largest PR firm. In 1977, he served CIRQUE DU SOLEIL, as public relations director for the cable operator Cogeco. Before that, he was �11�n�y communications director for the Federation des Caisses Populaires du Centre du �L Quebec. X111' Jim ��;��• Before taking up his management duties in the world of communications, he worked as a journalist for over 10 years. He started out with the Trois-Rivieres daily Le Nouvelliste, then moved on to Radio-Canada in Ottawa. He holds a EDUCATION Bachelor of Communications from the University of Ottawa. Bachelor of Communications- University of Ottawa EXPERIENCE Over 40 years 72 PORTMAN HOLDINGS+CIVIC GROUP i � r C, I. i i li HHU OIYILOK � I JEAN-FRANPOIS BOUCHARD Vice President, Creation and Development I I Jean-Francois Bouchard has many years of experience in design and a solid artistic and technical background. In 1982, armed with a college degree in civil engineering and additional science courses, he joined the new environmental design program offered by the Universite du Quebec a Montreal. As part of his studies, he designed a prototype for a backpack that converted into a tent - and the finished product was purchased by the U.S.Army! Upon graduation in 1984 he started his own design company which rapidly found success in the Montreal area. Between 1985 and 1990 he designed interiors for several financial institutions, including branches of the Bank of Nova Scotia and ` the Royal Bank. Between 1990 and 1995, his designs set the tone and atmosphere of a dozen downtown Montreal bars and restaurants. He followed this with designs for shops and exhibition stands specializing in the field of fashion. Jean-Frangois joined Cirque du Soleil in 2001,following three years as a freelance contributor. He first made his mark with the design of the boutique connected with the La Nouba theatre in Downtown Disney West Side in Orlando. He was then appointed Senior Director of Creation and became a key member of Cirque's Special Events design team. His most recent projects include The Beatles CIRQUE DU SOLEIL. REVOLUTION LOUNGE at The Mirage and the Gold Boutique Nightclub and Lounge ��Ilniy at Aria Resort& Casino in Las Vegas. � X v :1}J 1p� I A'�� ` In 2010 Jean-Frangois was named Vice President, New Show Creation and in 2012 he became Vice President,Creation and Development. His role is to support the company's creative ventures and includes the assignment of challenging EDUCATION opportunities to talented young designers. • Civil Engineering-CEGEP de Rimouski "IRIS uses a perfectly adapted language of acrobatics as a framework,"says Jean- - Environmental Engineering- Frangois Bouchard. "That enables the show to present its theme of cinema as Universite du Quebec a Montreal seen through the double prism of Cirque du Soleil and the world of its director, Philippe Decoufle." I I I . I PORTMAN HOLDINGS+CIVIC GROUP 73 I ,MARTIN BOUDREAU Director of Lifestyle ,. Martin Boudreau joined Cirque du Soleil in 2003 as a business analyst. Over the years, Martin's professionalism and expertise,combined with his engineering and k.3 business background earned him the trust of his peers and business partners as well as the position of Director of the Lifestyle division, which has for mission to `tea ..;:: create and develop non-core ventures by leveraging the Cirque du Soleil Brand. e<; As Director of Lifestyle, Martin has lead many large-scale projects, including a -,: - projected revamp of the Jackie Gleason Theatre. This allowed Martin to spend considerable time in Miami Beach, develop meaningful relationships with locals 1 T`: as well as get a solid grasp of the City and its surrounding's cultural, real estate and commercial markets. Martin has also developed and supervised many other projects such as the Revolution Lounge, Gold Lounge and The Art of Richard MacDonald galleries in Las Vegas. Currently, many more projects are under development in Russia, Mexico and the United States. h, CIRQUE DU SOLEIL, EDUCATION • Bachelor of Civil Engineering,Poly- technique Montreal • MBA,HEC Montreal i a 74 PORTMAN HOLDINGS+CMC GROUP MIMA DIVILOPIA 4 WHITMAN LAZENBY PROPERTIES Bal Founded: 1965 Harbour Employees: 100 Shops Whitman Lazenby Properties is a subsidiary of Bal Harbour Shops. Bal Harbour Shops: The Favorite Shopping Mecca for Fashion Aficionados Ranked the number one most productive shopping center in America by Women's Wear Daily, Bal Harbour Shops has long been recognized as the country's most exclusive fashion center. Anchored by Neiman Marcus and Saks Fifth Avenue, Bal Harbour Shops was the location Neiman Marcus chose for its very first store outside of Texas and was the very first shopping center in the country to have both a Neiman Marcus and a Saks Fifth Avenue in the same property. The lushly landscaped,400,000 square foot,open-air shopping center is home to a coveted list of over 100 high-end retailers - the world's foremost names in luxury and fashion-and attracts the most discerning customers and tourists from around the nation and the globe. I PORTMAN HOLDINGS+CMC GROUP 85 1 I I I I I I I MATTHEW WHITMAN LAZENBY I Operating Partner "Growing up, I was a kid who hated shopping," says Matthew Whitman Lazenby, ^_ ISO Operating Partner for Bal Harbour Shops, founded by his grandfather, Stanley I Whitman, nearly fifty ears ago. Clearly,that has changed. Today, Lazenby is at the helm of the country's most productive shopping center, which continues to I surpass its own personal best sales records year after year. I _. A Miami native, Lazenby was a constant fixture at Bal Harbour Shops,even in his early years - often having lunch with his grandfather and uncle, Randy Whitman, who serves as Managing Partner. "When I matured and began to better understand - g g g I how the company works, and better appreciate the values and standards set by my grandfather back in the 1950s, it was determined that one day I, too, would i become part of the family business,"states Lazenby. "All three of us agreed that my career should begin outside of Bal Harbour before coming on board." I I After graduating from University of North Carolina - Chapel Hill, and teaching English Literature at St. Thomas Episcopal School in Miami, his alma mater, Lazenby moved to New York City to work for Robert K. Futterman & Associates, where he was immersed in the retail industry,familiarizing himself with the luxury brands. It was here that he honed his skills from a tenant's perspective when EDUCATION it came to selecting sites and negotiating with landlords. Lazenby took this I University of North Carolina Chapel Hill experience to work as a leasing agent for The Taubman Company, a publicly- -Bachelor of Arts in English,2000 traded Real Estate Investment Trust (REIT), headquartered in Bloomfield Hills, I Mich. "This opportunity gave me great insight from a landlord's point of view," I University of Miami states Lazenby. "It also made me appreciate the unique way that Bal Harbour Candidate,Master of Real Estate Shops is run from a business perspective. Luxury means exclusivity, which I Development+Urbanism(2012) has been my grandfather's mantra for fifty years. Huge retail conglomerates i are fueled by constant growth - especially those who have to make reports to EDUCATION Wall Street, with a roomful of shareholders to answer to - but in luxury, that can Over 10 years potentially cheapen the product absent unrelenting focus on the distant future. Luxury demands a long-term view." i In August 2003, it was time for Lazenby to join Bal Harbour Shops as Leasing i Agent, soon rising to Director of Leasing/General Partner and now, Operating Partner. In this capacity, he represents ownership in all development, leasing, operational and asset management issues and spends much of his time furthering i the center's expansion plans. In addition, Lazenby is also currently pursuing a I master's degree in real estate development at the University of Miami. Lazenby is a member of numerous trade groups and is active in community organizations, including the Urban Land Institute,the International Council of Shopping Centers, Mount Sinai Hospital's Foundation Board and Miami Country Day School's Board of Trustees,where he serves as its Secretary. I i 86 PORTMAN HOLDINGS+CMC GROUP I DESIGN PAN IMOMW JOHN PORTMAN & ASSOCIATES Founded: 1953 JOHN PORTMAN & ASSOCIATES Employees: 52 John Portman & Associates, Inc. (JPA) is an internationally recognized architectural and engineering firm with offices in Atlanta, Georgia and Shanghai, China. Established in 1953,JPA has nearly 60 years of expertise in designing offices, hotels, universities, trade marts, and mixed-use urban complexes. The firm provides design services in architecture, master planning, programming, structural engineering, and project management around the world. JPA professionals are a diverse group of talented people from many countries and cultures, each chosen for his or her talent, expertise, and commitment to the highest standards of quality in design and service. In addition, the specialized consultants we work with have considerable international project experience, creating an even more valuable and insightful team. JPA strives for an architecture that is more than just the design of a building, but rather a creation of a place for people, that consciously uplifts a person through an enhancement of the human condition. Vision, creativity, and an entrepreneurial spirit are the fundamental factors that influence our design philosophy. Understanding human values and the human response to space, nature, and light is integral to the work. Nature and space - both external and internal - are indigenous to the firm's architectural approach. The firm's architecture transcends national borders by striving for universal human appeal. The mid-1970s began the expansion of the firm's work internationally. And soon after receiving major commissions in Singapore—work in Hong Kong, Shanghai, Kuala Lumpur and Jakarta followed, resulting in the establishment of a Hong Kong office in 1988. Clients have responded well to the firm's architectural approach that creates a `place for being' in the midst of the congested city: culturally sensitive places that are designed for life - livable and stimulating. With the establishment of the Shanghai office in 1993,JPA became one of the first foreign architectural firms to do work in China. Liaising between clients in China and the Atlanta headquarters office, the Shanghai office has been paramount in facilitating the design of numerous projects in China and East Asia,including large mixed-use projects,stand-alone office towers,cultural centers, marts, and large residential developments in the cities of Shanghai, Bening, Seoul,Jakarta, Kuala Lumpur, Hanoi and Ho Chi Minh City. The firm aspires to integrate design excellence with economic feasibility. Development knowledge and ownership interests give the firm a unique perspective on the economic aspects of the design process as it resolves how to turn visionary ideas into practical realities. This broad knowledge base has been useful in providing added value to independent clients. JPA design solutions are an integrated expression of function, purpose and sensory experience conceived in a holistic fashion to make perfect sense. Over time, the basis for our philosophy toward design has remained unchanged. This strong belief in how design should evolve and relate to people on a human level has sustained us and provided the world with significant and memorable projects. JPA's key personnel on the Miami Beach Convention Center District project are outlined on the following pages. PORTMAN HOLDINGS+CMC GROUP 91 JOHN PORTMAN, FAIA, NCARB Founder & Chairman I John Portman & Associates rya Recognized throughout the world for his innovative design, John Portman did not always follow traditional paths. Always eager to try new concepts, early IN . in his career he pioneered the role of architect as developer to allow more " freedom in implementation of his design concepts. His keen business sense and entrepreneurial spirit enabled him to develop many profitable projects. SUCCESSFULLY MARRYING AESTHETICS AND PRAGMATICS His impact is greatest on his hometown of Atlanta where today the 14-block Peachtree Center complex attests to his commitment to the downtown business district and includes many of his landmark projects. Peachtree Center began in F 1960 with the opening of the Atlanta Merchandise Mart.The Mart has since grown �. to become AmericasMart, the world's largest single wholesale marketplace. By stimulating trade and tourism, Portman was the catalyst that established Atlanta as one of the nation's premiere convention cities. His three major downtown hotels,the Hyatt Regency,Westin Peachtree Plaza, and Marriott Marquis, anchor JOHN PO RT M A N & ASSOCIATES the convention district. From the opening of the Hyatt Regency Atlanta in 1967, with its 22-story atrium,Portman made architectural history and won international acclaim. Paul Goldberger of The New York Times wrote "He (Portman) is the only PROPOSED PROJECT ROLE architect of his era to create not only a series of significant buildings, but a new Design Visionary urban type." Paul Gapp of The Chicago Tribune wrote at the time, "The most influential living American architect is John Calvin Portman, Jr." further adding YEARS OF EXPERIENCE "Countless other architects have copied him but the music just isn't the same." 62 ARCHITECTURE FOR PEOPLE A strong belief in how design should evolve and relate to people on a human level YEARS WITH FIRM has always guided Portman.Recognizing people as creatures of nature,perceiving 59 their environment through the five senses, Portman learned to weave elements of sensory appeal into his designs in order to reach those innate responses that EDUCATION govern how a human being reacts to their environment. In this way, he creates Georgia Institute of Technology spatial experiences that all people instinctively find harmonious. His success Bachelor of Architecture, 1950 around the globe is tied to this ability to create architecture featuring universal human appeal.Portman is best known for his urban mixed-use complexes wherein his understanding of people and their response to space translates into enhanced REGISTRATIONS environments and award-winning architecture. From Embarcadero Center in San Registered Architect in 18 States Francisco and Times Square in New York to Marina Square in Singapore and • Georgia#RA000788 Shanghai Centre in China,he has taken people away from the congestion of urban • Registered Engineer in Georgia- life to create spaces that are open and uplifting to the human spirit. #1009 • Registered Interior Designer in Texas-#8644 GREEN BEFORE GREEN WAS COOL The truth is, long before LEED, Green Mark, ISO 14001, or other sustainability standards were part of the industry's vocabulary, Portman designs endeavored to enhance the human experience. Because Mr. Portman is an architect,developer and owner,Portman-designed buildings have always been state-of-the-art for their time,smartly designed for the long-term,with an owner's sensibility to be energy efficient and economical to operate and maintain. While most developers aim to 92 PORTMAN HOLDINGS+CMC GROUP DESIGN PUTIMONW � I� build and sell as quickly as possible,take the profit and move on to the next project, Portman has never taken that approach. Many of the advanced features incorporated into a Portman building's design and operating systems have become common practice today. It clearly underscores his forward-thinking approach to design. CONTEXTURAL DESIGN Because John required Portman believes that a design is to take its cues from the historic elements of the surrounding architecture to create a modern yet sensitive response, site factors remain a critical part of his pre-design analysis work. He has successfully I! employed this approach around the globe, from ancient China to San Francisco's Union Square, and from exotic India to bucolic Statesboro,Georgia. By taking into account key site planning factors,he ensures that a new design becomes an integral component of the existing environment and that it responds the physical opportunities and constraints of the site. This strategy not only i! benefits the project, but also increases the aesthetic appeal of the neighborhood, thus providing a catalyst for the growth of the surrounding area. �i ART& ARCHITECTURE Since his first project in 1953, where he personally made his first sculpture commission, John Portman has been committed to incorporating art in all his projects,thereby making art an integral part of their success.The people of Atlanta continue to enjoy his it contributions to the arts from the magnificent bronze lions by Olivier Strebelle he commissioned for Peachtree Center Avenue to II C Paul Olympia Manshi P's towering Ballet Ol m is on Peachtree Street. His love of art is evident in all that he does. He supports the arts, he 14 collects,and he,himself,is a painter and sculptor.The High Museum of Art Atlanta exhibit,John Portman:Art&Architecture(October 2009 - April 2010),currently on tour throughout the world, includes approximately fifty-five works of art created by Portman since 1� 1981, most of which have never been exhibited in public. In 1997, he was inducted as an Academician of the National Academy- Museum and School of Fine Arts in New York. In 1996, the Angel Orensanz Foundation elected him Member of the Senate of the Accademia Internazionale d'Arte Moderna. He has served as a board member of the Atlanta College of Art, and is Trustee Emeritus of the Atlanta Arts Alliance. He has also served as a Director of the Atlanta High Museum of Art. INTERNATIONAL ACCLAIM l� Throughout his long career, John Portman has been recognized with awards and accolades - far too many to list them all here. 11 ,C For instance,The Georgia Institute of Technology, his alma mater, presented him their highest honor,the Exceptional Achievement �� E Award in 1986, and the Horatio Alger Association gave him the Horatio Alger Award in 1990 . His numerous architectural awards include a lifetime achievement award from the Council on Tall Buildings and Urban Habitat in 2009,the Silver Medal Award in 1981 from the AIA Atlanta Chapter for innovative design, and AIA Medal in 1978 from the National American Institute of Architects for innovations in hotel design. l(� l r, PUBLICATIONS OF NOTE � i Six major books feature Mr. Portman's work; FORM, published in 2010 by Images Publishing;John Portman:Art and Architecture, published by the High Museum of Art,Atlanta,in association with the University of Georgia Press in 2009;The Master Architect series IV,John Portman and Associates, by Images Publishing in 2002;John Portman:An Island on an Island, published by UArcaedizioni in 1997;John Portman, published by UArcaedizioni in 1990; and The Architect as Developer co-authored by Portman with Jonathan iI Barnett and published by McGraw Hill in 1976. Countless magazines, textbooks and professional journals have also featured Portman projects or articles specifically about John Portman - again,too many to list them all here. f RELEVANT EXPERIENCE Mr. Portman has actively participated in the design of every project in the nearly 60-year history of John Portman & i Associates,including all the projects showcased by the firm within this submission. ,! , I ; III ' i i PORTMAN HOLDINGS+CMC GROUP 93 All GORDON BECKMAN, AIA Principal/Design Director I John Portman & Associates Gordon Beckman, AIA, has built a distinguished career, working nationally and internationally on a broad range of building types, including commercial, civic, transportation, and mixed-use developments. Mr. Beckman's work reflects his ongoing interest in, and examination of, the interdisciplinary connections, that structure, technology, environmental concerns and transparency play in next generation architectural thought.His work at John Portman&Associates(PORTMAN) reflects these values and ideas. Prior to joining PORTMAN in May 2007, Mr. Beckman worked 23 years for Murphy/ .. Jahn as Senior Vice President,Principal Architect,leading some of the firm's most recognized projects, including Charlemagne in Brussels, Belgium; the Serono Corporate Headquarters in Geneva, Switzerland; Bishopgate Town in London, England; and HALO Corporate Headquarters in Niles, Illinois. Mr. Beckman's professional experience also includes Kahler Slater Engberg in JOHN PORTMAN & ASSOCIATES Milwaukee, Wisconsin and Larson and Darby in Rockford, Illinois. Mr. Beckman has taught for the University of Wisconsin and the Illinois Institute of Technology, PROPOSED PROJECT ROLE in addition to participating in numerous design reviews and juries at several Design Director Universities. He has been recognized by the AIA and awarded the AIA Excellence in Architecture medal. YEARS OF EXPERIENCE 32 RELEVANT EXPERIENCE YEARS WITH FIRM National Expo Exhibition Complex 5 Shanghai, China Role: Design Director Size: 13,890,000,000 sf EDUCATION Incheon 151 Tower at Songdo Landmark City(Mixed Use) • University of Wisconsin-Master of Architecture, 1982 Incheon, Republic of South Korea • University of Wisconsin-Bachelor Role: Design Director Size: 6,691,923 sf 151-story tower of Architecture Sciences, 1980 Wenzhou Zhixin Plaza Wenzhou,China Size: 2,107,574 sf mixed use complex REGISTRATIONS Registered Architect in Wisconsin Role: Design Director #6142005 Guri New Town Master Plan Guri, Republic of South Korea TEACHING Role: Design Director Size: 529 acres includes 108-story tower • Illinois Institute of Technology- Visiting Critic, 1988-89 Jin Hongqiao International Plaza • University of Wisconsin-Adjunct Shanghai, China Size: 2,834,999 sf mixed use complex Associate Professor, 1981-82 Role: Design Director 94 PORTMAN HOLDINGS+CMC GROUP DESIGN P� OfW10HH ELLIS KATZ, RA Principal/Hospitality Studio Director I John Portman & Associates Ellis Katz has repeatedly demonstrated the results of team leadership. Dedicated and energetic, he has successfully managed large-scale architectural projects in which he showed a clear understanding of the technical requirements of the project as well as a sensitivity to the design issues. His communication skills and personal demeanor make him an excellent team player. His organizational skills and conscientious follow-through help keep his team focused. Mr. Katz provides clients with responsiveness and accountability. As Hospitality Studio Director, Mr. Katz leverages his understanding of hotel operations, along with his attention to detail and quality, to ensure that the firm's designs deliver a memorable guest experience. He personifies PORTMAN's { sensory/experiential approach to design in all the projects he leads. ,r ' ' . Prior to joining John Portman&Associates(PORTMAN),Mr.Katz worked ten years as an Associate Principal with Loebl Schlossman& Hackl, Inc. in Chicago. JOHN PORTMAN & ASSOCIATES RELEVANT EXPERIENCE PROPOSED PROJECT ROLE Principal-in-Charge Hilton San Diego Bayfront San Diego, CA USA YEARS OF EXPERIENCE Role: Principal-in-Charge Size: 1,123,932 s.f. 1200 Rooms 30 Renaissance Schaumburg Hotel&Convention Center Schaumburg, IL USA YEARS WITH FIRM 16 Role: Principal-in-Charge Size: 710,780 s.f. 500 Rooms The Westin Charlotte EDUCATION Charlotte, NC USA University of Cincinnati Role: Principal-in-Charge Size: 540,000 s.f. 700 Rooms Bachelor of Architecture, 1984 The Westin Warsaw Warsaw, Poland REGISTRATIONS Registered Architect in Illinois Role: Principal-in-Charge Size: 348,000 s.f. 361 Rooms #001-011610 Hilton San Diego Bayfront Expansion San Diego, CA USA MEMBER Role: Principal-in-Charge Size: 500,000 s.f. 500 Rooms Urban Land Institute PORTMAN MOLDINGS+CIVIC GROUP 95 JOHN D. NIPAVER, AIA Principal/Production Director I John Portman & Associates John Nipaver first joined John Portman & Associates (PORTMAN) in 1984 and distinguished himself as one of the firm's best project managers, completing the award-winning 60-story SunTrust Plaza on budget and ahead of schedule. He rejoined PORTMAN in 2002 after seven years as a Principal at NB+A Architects, Inc., where he served as the partner-in-charge of design and production for several major projects in both the public and private sectors. Mr. Nipaver's architectural career began in 1974 in Chicago,Illinois with Skidmore,Owings and Merrill(SOM). Throughout his career,Mr. Nipaver has demonstrated exceptional ability to design and manage a wide range of projects, from larger mixed-use developments to smaller residential scale housing projects. He embraces the firm's commitment to well-detailed design with impeccable quality control.His ability to communicate effectively with both the client, and all consultants and to follow through with the necessary action has enabled him to deliver challenging projects on time, on budget and to the client's satisfaction. JOHN PORTMAN & ASSOCIATES PROPOSED PROJECT ROLE RELEVANT EXPERIENCE Production Director Hilton San Diego Bayfront YEARS OF EXPERIENCE San Diego, CA USA 38 Role: Production Director Size: 1,123,932 s.f. 1200 Rooms Renaissance Schaumburg Hotel&Convention Center YEARS WITH FIRM 21 Schaumburg, IL USA Role: Production Director Size: 710,780 s.f. 500 Rooms EDUCATION Hilton San Diego Bayfront Parking Garage • Ohio State University-Bachelor of San Diego, CA USA Architecture, 1974 • University of Pittsburgh-Bachelor Role: Production Director Size: 619,394 s.f. 2,000 Spaces of Arts,Studio Arts, 1972 North Bund International Cruise Terminal Master Plan Shanghai, China REGISTRATIONS Role: Production Director Size: 118 acres includes 3 towers Registered Architect in Wisconsin #4897-5 Incheon 151 Tower at Songdo Landmark City(Mixed Use) Incheon, Republic of South Korea MEMBER Role: Production Director Size: 6,691,923 sf 151-story tower Council on Tall Buildings and Urban Habitat-Advisory Board 96 PORTMAN HOLDINGS+CMC GROUP ! a �i fl 1 Ili � I I IMOMW DESIGN PAN � 1 , I . 1. BJARKE INGELS GROUP Founded: 2005 I.I e Employees: 115 '4 I� BIG is a group of architects,designers and thinkers operating within the fields of architecture,urbanism,research and development and New York City. BIG has created a reputation for completing buildings that are as programmatically with offices in Copenhagen Y and technically innovative as they are cost and resource conscious. In BIG's architectural production team members demonstrate a high sensitivity o the articular demands of site context and program. BIG's recently completed projects include the 8 House 'll Y P (2010), the Danish Pavilion at the 2010 World Expo in Shanghai (2010), The Mountain (2008), the Helsingor Psychiatric Hospital (2006), the VM Houses (2005), the Maritime Youth House (2004), and Copenhagen's Harbor Bath (2003), an urban space that transformed the area of Islands Brygge from a run down harborfront to the recreational and social center of the city. ', C BIG seeks to free architectural imagination from habitual thinking and standard typologies in order to deal with the constantly ! evolving challenges of contemporary life. i Current projects include: West 57th, a 600-unit residential building in Manhattan; the Danish Maritime Museum in Helsingor; the Astana National Library in Kazakhstan; a new Educational Center on the Faroe Islands; a new National Gallery in Greenland; the Shenzhen Energy Mansion in China; and awaste-to-energy plant in Copenhagen that will double as a ski slope. BIG was founded in ! two offices: the headquarters in Copenhagen and an office in New York City. We employ 100 architects, designers, 2005 and has t q and design assistants,with 75 in the Copenhagen office and 25 in New York City. it J; III DESIGN APPROACH !�j `As designers of the built environment, we test the effects of scale and the balance of programmatic mixtures on the social,economical, and ecological outcome of a given site.Like a form of programmatic alchemy, we create architecture by mixing conventional ingredients �� I such as living, leisure, recreation, working, parking and shopping to realize imaginative and responsible solutions. Our philosophy recognizes the added value to be brought to each building site,and our recipe of programmatic alchemy allows for the development of I'I I constructible and economical designs. ,,I "Rather than revolution we are more interested in evolution. "In our native Copenhagen, we have gradually introduced spatial diversity and density as well as programmatic and cultural mix into the Y he landscape. Until recently, all elements would have been rejected as alien, but through a series of commissions they are now y being absorbed as integrated elements of the urban tissue. Through the success of our projects and research in Copenhagen, we are now being commissioned by forward-looking developers and municipalities across Europe, North America, Middle East, and Asia. In , I our research-based approach and study to local conditions and concerns in an effort to realize their global these projects, we apply PP aspirations." �I II I I I III 125 PORTMAN HOLDINGS+CMC GROUP i I.III l:!lid i� ;p I� ;s SUSTAINABILITY BIG's approach to sustainability is at once rooted in the Danish tradition of energy conservation but has since grown to incorporate e' a global approach with our projects seeking and being certified in LEED, Green Mark and Passive House Standards. They begin every project with a climatic analysis which then allows them to choose the appropriate sustainable strategies and technologies. In past projects, they have sited buildings to optimize their solar orientation, integrated inventive daylighting measures, green 'I roofs,geothermal systems,and greywater systems,and have dealt with the challenges of brownfield sites. BIG is currently building housing and office spaces in Germany and Estonia which are using less then 15kwh/m2/yr which amounts to about one quarter of i the typical usage for comparable buildings being built today. ,j I! BIG aims for projects to always meet or exceed local expectations and standards for sustainability. Their designs have received several sustainability awards including the Scandinavian Green Roof Award for our recent 8 House residential development which �! includes 500 a p artments without a sin g le P arkin g space built into the facility - thereby refocusin g attention from makin g space !; for gas-guzzling automobiles to instead prioritizing public transportation and bicycling. BIG's 600-unit West 57th is an 800,000 sf mixed-use project in Manhattan aiming for LEED Gold and thereby becoming a hallmark for residential construction in New York City. Buildings are complex networks of diverse systems around the programs they support. BIG's strategies always look at the ongoing life cycle value by reducing material, money,and time dedicated to maintenance.The team wishes to bring this innovative Ii spirit from past projects to bear on the Miami Beach Convention Center District. 11 BUDGET CONTROL !� At BIG, team members do not think of architecture in a traditional way. This is why it is important to collaborate with the client to ;1 t establish a firm grip of the project finances. Through a pragmatic approach to architecture, in sketch, drawing and detailing, they !! continuously seek new methods to follow the initial project idea through building completion. It is an established part of BIG's design process to stay within the financial framework of the project by designing creative and alternative solutions. Working closely with the client, BIG makes a virtue of developing and reviewing project details to ease production, delivery and mounting in ways that the client feels secure to work with.They have had great success involving all parties early in the process to ensure the client a better overview of the building process.This results in a more precise estimate, and therefore better control of ;1 the budget. This approach to budget control requires more investigations in the sketch process, but the extra work pays off in the 'I building process. Many uncertainties are in this way eliminated early in the design process and thus many unpredicted expenses j; are avoided. � QUALITY ASSURANCE ji Quality is a constant part of BIG's design process, and, as such, the client is a central figure in any successful quality assurance process. Delivering the best quality assurance possible means listening to and understanding the demands and needs of clients throughout the entire building process. BIG's quality assurance program is not only about finding errors, but about identifying the potential for them to arise. The quality assurance system is based on the latest international standards of EN ISO 9001:2008, and the firm is currently undergoing the formal process to become professionally certified. Furthermore, the quality assurance programme is based on the paradigms of"DANSKE ARK," the Danish Association of Architectural Firms, and is structured on three levels: the overall, the interdisciplinary and the specific levels. 1i When BIG functions as main consultant or uses the competences of subconsultants,these are obligated to use the standards of the BIG Quality Assurance Program. When BIG shares the main consultancy, this quality assurance program forms part of the overall assurance system according to directions agreed upon by the parties involved,coordinated by the chosen project leader.When BIG functions as sub-consultant,the quality assurance program forms part of the overall assurance system according to guidelines set by the clients. ;i '1 126 PORTMAN HOLDINGS+CMC GROUP J I � DESIGN PUTIMOMW k � QUALIFICATIONS Besides the rich experience and expertise that BIG has brought into projects,the team has developed a number of technical skills and qualifications which are implemented in the quality assurance program. CAD coordination, 3D visualizations, scale models, drawings, and sketches are used to enhance management of the projects and optimize communication with our clients. BIG has '1 used building information modeling (BIM) techniques for the Danish Pavilion at the Shanghai Expo, the Tallinn City Hall, and the Transitlager Dreisplatz. By using scale models,they try to establish "sociological labs" in which client,engineers,consultants, and architects are testing and experimenting to find the best possible organization between program,structure and context.The design ' concept thus growing out of an evolutionary process where the fittest forms are adjusted to the intent of client and the lives people want to live. ,I �. BIG always prepares a quality report that provides a detailed description of cost and time control,organization, systems,technical restrictions, etc. The quality report is used in meetings between client, architect and consultants and serves as a guiding tool to make the right decisions along the way. Drawings, sketches, plans and budgets are critically reviewed and examined by external consultants and specialists continuously through the process to ensure the best possible result. j ;i PUBLIC PROCESS Many projects require a complex space program. As part of quality assurance and budget control, it is essential that the voices of A i the client and end users are heard from the beginning. Adding to the programmatic alchemy and opportunity for a unique design, the public process begins by explaining the task at hand and BIG's proposed solution. Following the initial meeting and discussion, �I a a dialogue between project leader and key constituents occurs,both in writing and orally,to reach an optimal solution for all parties BI has extensive experience in leading workshops and conducting user surveys. By giving careful consideration to all I involved. G p g p input they come to the crux of the problem. To achieve the best discussions and the most precise communication, BIG is working simultaneously with drawings, physical models and computer visualization. By illustrating what team members hear and think,they become more involved in the process and gain a greater awareness of the direction in which the project is moving. The aim is to or intuitions into precise tools and benchmarks for future development. j turn vague feelings p BIG also understands that the materials they produce are an essential element to fundraising. Drawings, models, and videos are ideal for this purpose and successfully communicate both the client's goals and the design ideas. BIG`s key personnel on the Miami Beach Convention Center District project are outlined on the following pages. l �1 ,I , ff +il ,, , 127 PORTMAN HOLDINGS+CMC GROUP ��I '�i BJARKE INGELS Founding Partner& Creative Director Bjarke Ingels started BIG-Bjarke Ingels Group in 2005 after co-founding PLOT Architects in 2001 and working at OMA in Rotterdam. Through a series of award-winning design projects and buildings, Bjarke has created an international reputation as a member of a new generation of architects that combine shrewd analysis,playful experimentation,social responsibility and humor.In 2004,he was awarded the Golden Lion at the Venice Biennale for the Stavanger Concert House, and the following year he received the Forum AID Award for the VM Houses. b Since its completion, The Mountain has received numerous awards including the World Architecture Festival Housing Award, Forum Aid Award and the MIPIM Residential Development Award. Recently, Bjarke was rated as one of the 100 most creative people in business by New York based Fast Company magazine as well as being named Wall Street Journal's Architectural Innovator of 2011. Alongside his architectural practice,Bjarke has been active as a Visiting Professor at Rice University's School of Architecture and Columbia University's Graduate School of Architecture,Planning and Preservation.Bjarke was recently a Visiting Professor at Harvard University where he taught a joint studio with the Business School and the Graduate School of Design. In Spring 2012, Bjarke will be a Visiting Professor at the Yale University School of Architecture. He moved to New York City in 2010. LANGUAGES Danish, English & Spanish RELEVANT EXPERIENCE PROPOSED PROJECT ROLE BIG Bjarke Ingels Group I Founded in 2006 1 DK& USA Lead Designer PLOT Co-founded in 2001-2005 1 DK W57 West 57th Street 180,000 m2 I Completion 2015 1 USA YEARS OF EXPERIENCE WIL Willets Point Masterplan I Ongoing I US 13 VAN Vancouver Mixed-Use Tower I Ongoing CA DON Don Mills Residential Towers I Ongoing CA YEARS WITH FIRM CAD Montreal Mixed-Use Masterplan I Ongoing I CA 11 AMF Waste-to-energy plant 195,000m2 I Completion 2015 1 DK CSW Chicago Southworks Masterplan 1 100 ha I USA NUUK Greenland National Gallery 13,000 m2 1 1st Prize I GL EDUCATION F/ER Education Center in Marknagil 1 19,200 m2 I Completion 2015 1 FO • The Royal Academy of Arts,DK , WVWS World Village of Women's Sport 1 100.000 m2 1 1st Prize I SE School of Architecture, 1999 • ETSAB,ES School of Architecture of SEM Shenzhen International Energy Mansion 1 96.000 m2 1 1st Prize I CN Barcelona ANL Astana National Library 145.000 m2 I Completion 2011 1 KZ TAT Tallinn Town Hall 128.000 m2 1 1st Prize I EE KAUF Kaufhauskanal I Mixed-use plan in Hamburg 133.000 m2 1 1st Prize I REGISTRATIONS DE MAA XPO EXPO 2010 Danish Pavilion 13.000 m2 1 1st Prize I Completion 2010 1 CN SOF Danish Maritime Museum 15.000 m2 1 1st Prize I Completion 2011 1 DK 8 8 House I Mixed-use housing 162.000 m2 I Completion 2010 1 DK ZIRA Zira Zero Island 1 1.000.000 m2 I Baku I AZ 128 PORTMAN HOLDINGS+CIVIC GROUP 1� li I. i I� DESIGN PUTU10HRi ,I I SUK Superkilen Masterplan 14.3 ha 1 1 st Prize I Completion 2010 1 DK MTN The Mountain, Housing& Parking 133.000 m2 I Completion 2008 1 DK j SJA Sjakket Youth Centre 1 2.000 m2 I Completion 2007 1 DK l PSY Helsingor Psychiatric Hospital 16.000 m2 I Completion 2006 1 DK + VM VM Houses 125.000 m2 I Completion 2005 1 DK It' MAR Maritime Youth House 12.000 m2 1 1st Prize I Completion 2004 1 DK I BAD Copenhagen Harbor Bath 12.500 m2 1 1st Prize I Completion 2003 1 DK AFFILIATIONS t MAA I Danish Architecture Association Member of Americas Business Council Foundation Fellows j Member of the Jury of Europan 8 Norway and Cyprus Member of the Danish Cultural Ministry Educational Council Member of Arkitektens Forlags Editorial Committee Member of the Henning Larsen Prize Committee 1, Member of Copenhagen X Architectural Council ACADEMIC Visiting Professor at Yale University 1 2011 1 New Haven, US Honorary Professor at The Royal Academy of Arts 12011 1 Copenhagen, DK Visiting Professor at Harvard University I Joint Studio with HBS& GSD 12010 Cambridge, US +i ,1 Visiting Professor at Columbia University GSAPP 12009 1 New York, US Visiting Professor at Harvard University GSD 12007 1 Cambridge, US Visiting Professor at Rice University 12005 1 Houston, US Visiting Professor at The Royal Academy of Arts 12001 1 Copenhagen, DK 1; SELECTED AWARDS Honor Award I AIA 1 8 House 2012 I Merit Award I AIA NY I West 57th 1 2012 1 Architectural Innovator of the Year Award I Wall Street Journal 1 2011 Prize of Honor I The Dreyer Foundation Grant 1 2011 Crown Prince Culture Prize I Danish Culture fund 1 2011 j Prix Delarue Award I French Academy of Architecture 1 2011 Utzon-Statuette I The Mountain 12011 Scandinavian Green Roof Award 18 House 12010 I The State Art Fund Working Scholarship 12010 ULI Award for Excellence I The Mountain 1 2009 ' Nominated at Mies Van Der Rohe I The Mountain 12009 MIPIM I Residential Development Award 2009 I The Mountain Forum Award I Best Nordic Architecture 2009 1 The Mountain Wood Award 2008 1 Maritime Youth House&The Mountain j Contract World I Best Education Interior I Sjakket Youth Center 12008 Mies Van Der Rohe Award 2007 1 Special Mention I VM Houses 11�� IOC Award I Honorable Mention I Copenhagen Harbour Bath 12007 Forum Award 2005 1 Best Scandinavian Building I VM Houses His Royal Highness Prince Henrik of Denmark's Scholarship 1 2005 ,11" PORTMAN MOLDINGS+CMC GROUP 129 I THOMAS CHRISTOFFERSEN Partner Thomas Christoffersen began his collaboration with Bjarke Ingels in 2001 when PLOT was first formed and is currently Partner. Thomas has worked on every notable project from the VM Houses to one of BIG's most recent and global developments,Astana National Library.He led a 10-person team while overseeing the detail design and construction of the 33.000m2 mobius-shaped structure. Other accomplishments of his include the design for Iceland's National Bank and � . Stavanger Concert house in Norway. In addition to his long standing participation in all things BIG, Thomas took a sabbatical year to work in New York City with i; WORK Architects and has also worked with Stan Allen, David Ling in NYC and Henning Larsen Architects. _ _.. LANGUAGES 1 Danish & English AFFILIATIONS MAA I Danish Architecture Association RELEVANT EXPERIENCE _-- BIG Bjarke Ingels Group I Since 2001 1 DK W57 West 57th I Ongoing I US WIL Willets Point Masterplan I Ongoing I US VAN Vancouver Mixed-Use Tower I Ongoing I CA DON Don Mills Residential Towers I Ongoing I CA PROPOSED PROJECT ROLE CAD Montreal Mixed-Use Masterplan I Ongoing) CA Project Manager ANL Astana National Library 1 33.000 m2 I Completion 2010 1 KZ 8 8 House, Mixed Use 162.000 m2 I Completion 2010 1 DK PSY Helsingor Psychiatric Hospital 16.000 m2 I Completion 2005 1 DK YEARS OF EXPERIENCE VM VM Houses 125.000 m2 12005 Forum Award I Completion 2005 1 DK 11 STA Stavanger Concert house 1 22.000 m2 I Venice Biennale Gold Lion WIB Wing Residences 1 19.600 m2 I DK YEARS WITH FIRM ODA Odense Aqua Center 1 5.000 m2 I Completion 2009 1 DK 11 REN People's Building Shanghai 1200.000 m2 I CN MAG Hoje Tory public plaza on the roof of Magasin du Nord 1 1st Prize I DK BBB Better Afforable Housing 1 5.000 m2 1 2nd Prize I DK EDUCATION KTK Royal Danish Theater 1 18.000 m2 I DK The Royal Academy of Arts,DK VSB Bathing facilities and beach 1 300 m2 I DK School of Architecture � NYC Urban Periscope 1 4.000 m21 USA i BKI Landsbankinn 120.000 m2 1 1st Prize I Reykjavik, IS REGISTRATIONS SK2 Crematorie 1 1.400 M2 I Asplund I SE MAA VIB Vibenhus Office Building 12,000 M2 i Copenhagen I DK FOR Education Centre 137.000 M2 i 1st Prize I Torshavn I FO SELECTED AWARDS Honor Award I AIA 1 8 House 1 2012 Merit Award I AIA NY I West 57th 1 2012 Cityscape Awards for Architecture in the Emerging Market 2009 1 Dubai 130 PORTMAN HOLDINGS+CMC GROUP I L DWO PAOTIMOMW AGUSTIN PEREZ-TORRES Designer - Agustin Perez-Torres has recently returned to BIG as a project architect and is , currently leading the team fora 600,000 sf residential tower in Vancouver,Canada. Agustin worked for BIG in Copenhagen between 2006 - 2008, where he worked 1 on a number of international projects, including the 8 House and the Warsaw Museum of Modern Art. In addition to his design work, he has also worked as an architectural journalist and has assisted with architectural exhibitions. Agustin ' has also worked for OMA in Rotterdam, the Netherlands and for Carme Pinos Studio in Barcelona, Spain,where he worked on projects in Mexico, France, Italy, and Spain. LANGUAGES Spanish & English .r' AFFILIATIONS Licensed Architect, Spanish Architects Association RELEVANT EXPERIENCE BIG Bjarke Ingels Group 12006-2008, 2011 ff I DK& NYC VAN Vancouver Mixed-Use Tower I Ongoing I CA 8 8 House, Mixed Use 162.000 m2 I Completion 2010 1 DK BAW Five Pillars of Bawadi 1 190.000 m2 I Dubai, UAE BKI Landsbankinn 1 20.000 m2 I Reykjavik, IS WAR Warsaw Museum of Modern Art 1 35,000 m2 I Warsaw, PL PROPOSED PROJECT ROLE (Experience prior to joining BIG) Designer OMA 1 2008-2010 1 Rotterdam. NL YEARS OF EXPERIENCE KT Headquarters 1 2010 1 Seoul, KR 9 Fondaco dei Tedeschi 1 2009 1 Venice, IT Tadawul Stock Exchange 1 2009 1 Riyadh, SA YEARS WITH FIRM Al Ja Filiya 1 2009 Dubai,AE 2+ Hampstead 1 2009 London, UK Elaf Bank 1 2009 1 Manama, BH EDUCATION Performing Arts Center 1 2008 1 Taipai,TW ETS of Architecture,Spam 2003 Omniyat Towers 1 2008 Dubai,AE Tunis Towers v1 1 2008 Tunis,TN India Tower 1 2008 1 Mumbai, IN CARME PINOS STUDIOS 1 2003-2006 1 Barcelona. ES Administrative Center 1 20061 Tortosa, ES Maison de UAlgerie 1 2006 1 Paris, FR Novoli Housing 1 2005 1 Florence, IT Primary School 1 100,000 sf 1 2004 1 Castelldefels, ES Hotel Vallerta 1 2004 1 Puerta Vallerta, MX Cube Tower 1 180,000 sf 1 2003 1 Guadalajara, MX 131 PORTMAN HOLDINGS+CMC GROUP UPAHU TO D Of HMA PLAN � MASTER PLANNING AND PROGRAMMING PROCESS Portman-CMC will use a Collaborative Approach for Development of the Master Plan. A Master Plan is a collection of ideas, input and information coupled with programming, market and financial feasibility analysis and physical planning to produce an action plan for development. It is the synthesis of the opportunities at hand in context with the overall goals,vision and mission of the stakeholders. It takes into account the physical conditions and the socio-economic trends as well as the needs and desires of the community. For the Master Plan of the Miami Beach Convention Center District, Portman- CIVIC will bring pragmatic development experience to always direct dollars to their highest and best use for the owners, users,and ! surrounding community. f For Phase II of this project(the Negotiation Process),the team proposes a three step approach for development of the Master Plan: 1.Analysis i 2.Physical Planning and Feasibility 3.Master Plan Report The primary objective of the master planning stage is to develop an understanding of the market and community to determine the project's objectives,feasibility and investment capital profile. The intent is to accurately gauge the best components of the mixed- use development and to best configure each component. The team will produce the most efficient plan and ultimately the highest possible benefit for all stakeholders, including the City of Miami Beach, the Lincoln Road Retail Owners Association, the Collins Park Cultural District, the Miami Beach Historical Association, and other community groups with an interest in the Miami Beach Convention Center District. Portman-CMC will perform the following: 1. ANALYSIS Establishing clear project goals and objectives will form the basis for the Master Plan. The team will conduct group and individual sessions and workshops with the various stakeholders and the community to achieve the following: • Establish a clear vision and goals for the project • Establish a clear place for the project within the community vP • Establish issues to be addressed by this Master Plan y�N • Establish a clear understanding of the area opportunities and constraints • Establish assumptions and priorities ' IcrR The team will specifically explore, examine and consider the following: • Hard and soft landscaping concepts 60MMNAllr7 • Convention center activity schedule f • Cultural, leisure and entertainment facilities/activities • Opportunities for incorporation of public art • Street widths, pedestrian circulation,traffic, and infrastructure concerns • Opportunities to create a sustainable environment,from a health/social welfare and financial perspectives • Major land use components such as: commercial, retail, residential, cultural,educational,civic,entertainment and recreation, as potential for future development • Estimated overall square footage and potential densities for proposed land use components • Definition of key functional relationships and zoning concepts PORTMAN HOLDINGS+CMC GROUP 231 } I � I I I I COLLABORATION & COMMUNITY OUTREACH Master planning is a team effort. It is guided by the collective leadership of the stakeholders, city and community. To most effectively define the vision of the project it is essential that Portman-CMC works in a collaborative effort with the surrounding community. The team's approach is rigorous, interactive and inclusive. Critical to this - ` ,i,T= ; approach is a unique participatory and consensus-building process. This allows the team to perform and deliver a plan that best responds to a community's various voices. The team's experience has shown Portman- ' CMC that a master plan without the hands-on involvement of all its stakeholders and participants usually will not be implemented in a way ► E;. that satisfies, much less exceeds, the expectations of every party. Portman-CMC is best suited to formulate this cooperative approach, as recently exhibited in the Hilton San Diego Bayfront Hotel and San Diego Convention Center expansion projects. In both instances, members of the team worked in partnership with the California Coastal Commission, Port of San Diego and local community groups to prepare a Master Plan for the hotel and expansion plan for the Convention Center that produced the best results for all parties. Most important to this RFQ,key members of this team also worked I on the project to formulate a phased effort that revolved around the Convention Center schedule of events—ensuring minimal disruption and no shut-down of the facility. The Portman-CMC team will formulate and implement the development of the Miami Beach Convention Center District by employing the same collaborative practice with the goal of achieving similarly excellent results. Through the participatory and consensus-building process in Miami Beach, the team will gain a firm, detailed understanding of the objectives of the City and the surrounding community by working hand-in-hand to determine the program, development plan, sequencing and phasing of the various project components in order to maximize profitability and use objectives. ANALYSIS DELIVERABLES During this stage of the process, deliverables include, but are not limited to: i • Workshops and progress meetings reports • A preliminary report which documents the following: • Statutory and regulatory authority requirements and desires • City and community outreach vision • Documentation of key site details and conditions i • Requirements for the Master Plan documentation • An initial traffic impact report • An initial sustainability analysis in terms of site context and opportunities available from the site • Conceptual development program of anticipated uses and areas 2. PLANNING & FEASIBILITY Collaboration and community outreach is an ongoing process, and in this step the team will conduct further interviews and I' workshops with the city and community to further define the future land use opportunities for the area and, most importantly, the connectivity of all the components to create one cohesive, thriving district. Planning for community use is a starting place in the designing and planning of gathering spaces where social interaction can naturally occur. Outdoor materials, ground-forms, trees, and water are considered along with buildings and circulation as part of an overall spatial reticulum. I' i 232 PORTMAN HOLDINGS+CMC GROUP i ai UPANU TO DIVILDMINT Of HHU PION 00 Based upon the uses and areas identified in the Analysis Phase,the team will begin to prepare an overall project feasibility analysis. The team will prepare draft budgets and pro formas for all elements of the project, and begin to fine-tune the proper mix of the building components.This preliminary development analysis will begin to define the capital requirements of the project. PLANNING & FEASIBILITY DELIVERABLES During this stage of the process,deliverables include, but are not limited to: • Utilize the land use program to derive conceptual diagrams which illustrate the relationship between components, such as: • Functional relationships& connectivity • Circulation j • Public space allocation • Functional zoning • Walking distances - • Nodes, landmarks and areas of importance Plot Ratio: • Future growth potential 1.0 • Building footprints TOWN CENTER M9' - - • Parking =02 0,00SOM Plot Ratio: Plot Ratio: • Phasing • Traffic flow and road network NEIGHBORHOOD Plot Ratio: NEIGHBORHOOD BO HA @ 0.5 PR Theme Park TBD 80 HA @ 0.5 PR • Diagram the connectivity of key components in relation to the �� =a00.000SQM Final Maceduse 400,000SQM surrounding area which includes, but is not limited to: iio Developmerd , _ Program at:2.° • The Convention Center �& � 100 HA @2.0PR AW 1 • The Performing Arts Center 2,000,000SQM • The Collins Park Cultural District ®AIO , • The Holocaust Memorial ' • The Botanical Gardens DEVELOPMENT AREA ONE BLOCK-IDOKSOM �j LAND AREA • Lincoln Road G• ONE BLOCK-100K SOM OR 10 HA I • Break down square footage by functions and also by land area • Key dimensional characteristics of building heights, setbacks and massing • Visual imagery and theme identification • Preliminary development program and budget • Preliminary feasibility study 3. PHYSICAL PLANNING The Master Plan Report is a tool for checking and recording conformance or divergence with the approved Analysis, Planning and Feasibility. Portman-CMC will prepare for review a Preliminary Master Plan Report to define the parameters for the final report. During this phase, the team will describe the economic and community benefits to the City as a result of the project development. This Preliminary Master Plan will be presented to all stakeholders and the community for feedback. As a result of this input, the Final Master Plan Report will evolve. PORTMAN HOLDINGS+CMC GROUP 233 I i I 1 1 3 FINAL DELIVERABLES OF THE MASTER PLAN REPORT SHALL INCLUDE: • Market feasibility analysis • Economic feasibility analysis - • Traffic impact analysis 21 • Statutory and regulatory analysis for compliance" • Sustainability analysis • Detailed breakdown of program areas � Y Auto Gael • All physical planning deliverables uaT ceniwco �J 31i Jif JfJ �tiJ3."n.11�J�Ji.J .J}jj}j.i�:JJJ�11.� '� MASTER DEVELOPMENT PLAN PROCESS CONCLUSION - JJ1fi�J.iJJiJJJ,.3Jr. Portman-CMC will develop the visionary idea and concept of '� JJ 4 J'J" JJ JJ�J :JJJJJJ the Miami Beach Convention Center District and turn that vision into reality. The benefits of the Portman-CMC team as the Master Developer are numerous: 9 • An experienced design and management team ready to mobilize C • The ability to create unique products providing market advantages • A demonstrated ability to attract and secure financing for large development projects • A proven management team with over five decades of experience lr I l; I i� PORTMAN HOLDINGS+CMC GROUP 234 I , I I UPAHU TO DIVILDMINT Of WMA PION o ORW I I I 7 Ib I jJ I: p .at Lr •t o �Jy1 � p • / a i p v p I o a � Z o { Ax f 0 0 . r 0 ► I � i 250 500 1000 M N 0' JOHN PO RTMAN&ASSOCIATES ► ► ► ► PORTMAN HOLDINGS+CMC GROUP 235 I, ATTACHMENT "C" South Beach ACE April 23, 2012 City of Miami Beach Procurement Department 1700 Convention Center Drive Miami beach, FL 33139 l! a, The South Beach Arts, Culture, Entertainment (SB ACE) team—Tishman. Hotel & Realty I THR),sIA the master plan (UTA), and the Office for Metropolitan Architecture (OMA)— is pleased to present our qua ` and development of the Miami Beach Convention Center District. We have assembled a team with diverse expertise to address the ambitions that the City has set forth in this RFQ—improving the MBCCD an mixed useldistrict c with generating demand for high impact conventions, meetings and tradeshows; and creating a ear-round activities. The following materials illustrate why our team is uniquely positioned to deliver a thoughtful and y 'j balanced project with the ideal blend of functionality and activation for residents, tourists, the City administration and region as a whole. The SB ACE team has extensive experience designing, financing, developing, constructing and managing projects !, similar to the MBCCD in scope and significance around the world. THR's portfolio of developed projects includes the (consisting of the Westin New York, E Walk retail complex and the Intercontinental revitalization of Times Square (c g New York Times Square), and the Walt Disney World Swan & Dolphin. Locally based UTA Management's portfolio includes the recently completed and highly acclaimed 11 11 Lincoln Road project. Led by Pritzker Prize ACE team. architect Rem Koolhaas, OMA brings a fluency in architecture, urbanism and cultural analysis to In addition to the firms above, the SB ACE team will incorporate expertise from specialists in public finance (Goldman re tvsdesi n , landscape architecture and urban planning (MWA and and hotel architecture ( g ) Sachs convention center a Corporation). ), Raymond Jungles, Inc.) and engineering and construction services (AECOM/Tishman Construction tion with local government agencies, community boards, Our team has considerable experience working in collaboration 9 and residents to maximize architectural significance and economic returns on projects of similar scope and impact. m views this project as an unparalleled This proven expertise will play a key role in this project's success. Our tea p 1 opportunity to make along-term investment into the creation of a "new point of civic convergence"for Miami Beach. pp y ; We look forward to presenting our plan for the development of the Miami Beach Convention Center District and discussing any further questions that may arise regarding our enclosed qualifications. Thank you, l; Tishman Hotel & Realty UTA Management OMA !► is Dan Tishman Robert Wennett Rem Koolhaas I, i1- I!: I` THR maintains a strategic relationship with both South Beach Arts, Tishman Construction Corporation (TCC) and AECOM. TCC is a full-service construction manager, owner's u ltu re, Entertainment representative, and project manager. TCC is responsible (SB01 for the construction of over 500 million square feet of ACE) space, which includes facilities of every asset class and size.AECOM is a global provider of professional technical and management support services—providing Executive Summary consultation in areas such as transportation planning, facilities, environmental strategies, energy, water, and governmental procedures and regulations. With Comprised of premier developers, masterplanners and approximately 45,000 employees and clients in 130 designers, the South Beach Arts, Culture, Entertainment countries, AECOM's revenue in 2011 was over$8 billion. (SB ACE) team appreciates the opportunity to present our Our Miami-Beach based development firm, UTA qualifications to develop a 21 st century master plan for Management(UTA), was formed in 2002 to pursue value- the Miami Beach Convention Center District. Our team added and opportunistic investments in retail, office, sees the future MBCCD as a district that will enhance the residential, and mixed-use properties located in prime City's reputation as a center for iconic architectural and urban locations across the United States. UTA's portfolio civic design. We are excited by the potential to work with includes the recently completed and highly acclaimed the City of Miami Beach in transforming the MBCCD into a 11 11 Lincoln Road, which has sparked a resurgence vibrant and active new point of civic convergence. Utilizing in the area from its opening in 2010. UTA's founder, the team's collective experience, Tishman Hotel & Realty, Robert Wennett, has over 25 years of experience in UTA Management, and OMA and the rest of our Team will acquisitions, structuring, and negotiating real estate work in collaboration with local stakeholders and apply transactions aggregating $3 billion in value. In his role as the discipline of a generational investment perspective to President, Mr. Wennett is responsible for UTA's ambitious deliver a masterplan that will: national development plan, as well as the creation and implementation of its investment and acquisition • Enhance and connect with the energy of the existing strategies. Lincoln Road retail and entertainment corridor, the Collins Park Museum District and the dynamic Collins Design Team Avenue oceanfront hotel corridor As leaders of the design team, the Office for Metropolitan • Create a distinct identity reflecting the district's vibrant Architecture (OMA) brings expertise in urbanism, commercial, cultural, and residential life, architecture, and cultural analysis to the master planning • Add economic and cultural value to the City on a year- strategy for the South Beach ACE district. Since its round basis, and inception in 1975, OMA has gained renown through a • Create a financially feasible and buildable vision for a series of groundbreaking projects including Maison a new point of civic convergence. Bordeaux (1998), the Netherlands Embassy in Berlin (2003), Casa da Musica in Porto (2005), and the Master Development Team Zeche Zollverein Historical Museum and master plan in To this end, we have assembled a world-renowned Essen (2006). OMA designed buildings currently under development team with decades of experience in the construction include the new headquarters for China research, master planning, design, construction, and Central Television a tower reinvented as a loop in Beijing; management of major civic development projects. Our the adjacent Television Cultural Centre; Shenzhen development team is supported by strong financial Stock Exchange China's equivalent of the NASDAQ and legal resources to ensure maximum private sector exchange for hi-tech industries and De Rotterdam, the participation. largest building in the Netherlands. The work of Rem The lead Master Developer, THR, is comprised Koolhaas and OMA has won several international awards of a diversified group of real estate, financial, hotel including the Pritzker Architecture Prize in 2000, while management and leasing specialists complemented by a OMA's international experience with public projects has technical staff of architects, engineers and construction contributed tangible results to urban regeneration including management professionals. With roots dating back to Euralille Masterplan in Lille, France, a Masterplan for 1898, THR's current portfolio includes approximately 6,100 Almere in the Netherlands, and the revitalization of a hotel guest rooms, 560,000 square feet of meeting space, former coal refinery and UNESCO World Heritage site 270,000 square feet of retail space and 49 restaurants. Zeche Zolleverein in Essen, Germany. OMA believes As a family-owned company, THR's core values play an strongly in design as a process, viewing every parameter integral role in each development and have successfully of a project as an opportunity rather than a constraint—an guided the firm from inception to its current form. The approach that will drive the development of a visionary, yet three pillars of THR's development philosophy—long-term feasible plan for the future of the MBCCD. focus, context-appropriate design and program; and team OMA will work in tandem with tvsdesign, which has stability—are well aligned with the City's objectives for the designed mixed-use spaces for over four decades. MBCCD development. tvsdesign has grown by developing a specialized expertise in convention center and hotel architecture that not only sets the standard for excellence in design, but also serves Community Partnership as an engine for economic growth and development. To demonstrate our fundamental commitment to creating tvsdesign has been involved in all phases of high profile a meaningful partnership with the community through and complex convention center and hotel projects in the master planning process, our team has engaged the Washington, D.C., Chicago, Detroit, and Nashville as well services of Victor M. Diaz, Jr. and VM Diaz & Partners to as Nanjing, China and Puerto Rico. tvs brings technical serve a lead role in soliciting input from key stakeholders expertise to pair with OMA's urban and architectural design and the community s a whole and ensuring that it is expertise. incorporated into our master plan.A recognized advocate Our landscape designer, MWA, creates for quality design and sustainable development, Mr. Diaz environmentally sustainable and experientially rich places brings to our team over two decades of experience in across a wide range of landscape scales.The firm's dealing with public collaborative processes in reviewing P rojects have received numerous honors including awards development projects in Miami Beach, as well as a J from the American Society of Landscape Architects, the fundamental understanding of our City's existing and -- U.S. National Park Service, the Municipal Arts Society of desired land use regulations, high standards for design -� New York City, the Royal Architecture Institute of Canada, excellence and aspirations to develop a signature the Institute of Transportation Engineers, the Building reputation for attracting the highest quality of 21 st Century Stone Institute, the Waterfront Center, and the National architecture which complements our City's historic fabric Trust for Historic Preservation. To ensure connectivity with and architectural legacy. . the surrounding area, MWA will collaborate with Raymond Jungles, the Miami-based landscape architect responsible Master Plan Approach for 11 11 Lincoln Road's outdoor space. Together with THR and UTA, lead planner OMA's approach to the MBCCD's Master Development Plan will be driven Financing Approach by the principles of research and collaboration. Through With respect to project financing, THR, along with UTA, will an initial research phase, OMA will evaluate the current take the lead role in providing equity.Additional equity will cultural and economic landscape to determine and be drawn from institutional investors.As active developers, define the optimal potential for the future development P P � THR and UTA have long-standing relationships with of the MBCCD area. Concurrently, OMA will pro-actively M 1 major debt and equity sources, and have typically raised collaborate with the City and the community in Miami E all financing without the use of intermediaries. Some of Beach, through an extended series of intimate meetings E THR's current and former debt and equity partners include between clients, engineers, architects, the City, and MetLife, Lehman Brothers,ABP, Rodamco, Prudential, stakeholders. This extended collaboration will take multiple V) Wells Fargo, Goldman Sachs and Merrill Lynch. Our forms from public workshops, expert roundtables, focus team's master plan will be structured so that each use group meetings, to one-to-one interviews with conference .' will be financed independently—ensuring that each center management and staff, trade show representatives partner will share THR's and UTA's long-term investment and City officials, and support through virtual feedback V perspective. This approach typically results in a lower cost tools. In collaboration with key stakeholders and the of capital, and consequentially a greater economic value additional design team members, OMA will develop X LLJ for the City. In addition, THR has significant experience in a vision for the future of the MBCCD addressing the devising creative public/private partnerships to develop evolution of the site and the identity of a future South complex, high-profile projects. To supplement our Beach ACE District. experience, we have retained Goldman Sachs to help ' us identify all potential sources of Federal, State, County We look forward to discussing our team's unique and City funds and determine the least expensive way to qualifications for this project and trust that the following access those funds. document details the extensive experience of our development and design teams. Legal Counsel Our team will be represented by Bilzin Sumberg Baena Price&Axelrod, which has represented developers and investors across South Florida, and has been instrumental as legal counsel to both private development ventures and public-private partnerships within the City of Miami Beach. The firm's attorneys have represented clients through all aspects of the government regulatory approval and permitting process, including planning and zoning applications, development agreements, and complex environmental and land use permitting. Bilzin Sumburg has also served as legal counsel on various multi-billion dollar public-private partnerships, including convention centers, rail and transit facilities, airports, marinas, sports facilities, healthcare/life sciences facilities, water is and sewer facilities, parking structures, and various infrastructure developments. f Team Summary Neighborhood Convention Center Miami Beach Stakeholders Stakeholders City Staff& Administration Goldman Sachs Financial Advisor AECOM VM Diaz&Partners P3,Potential Equity and Guarantee Community Partnership Development!Financing!Legal _ Bilzin Sumberg Baena Price &Axelrod k Legal Counsel Tishman r Hotel ° U IA & Realty Local Master Developer Developer s. 0--- t Master Planner and Tishman Lead Architect Construction Corporation Technical Advisor i Technical Support tvs design f Convention �� AECOM Center and Hotel Technical Advisor Technical Architect G Ile, New Vision for MBCCD I i OMA*AMO Architecture P.C. (OMA) Core Team Master Planner and Lead Architect ' OMA is a leading international partnership practicing architecture, urbanism, and cultural analysis. OMA's Tishman Hotel and Realty LP(THR) buildings and masterplans around the world insist on inventing intelligent forms while Master Developer 9 9 new P ossibilities for THR is a vertically integrated real estate developer, owner content and everyday use. OMA is led by seven partners and asset manager. THR's current portfolio includes including Rem Koolhaas and Shohei Shigematsu, Director approximately 6,100 guest rooms, 560,OOOsf of meeting of OMA New York. OMA sustains an international practice space, 270,OOOsf of retail space and 49 restaurants. with offices in Rotterdam, New York, Beijing, Hong Kong, j and soon Doha. Roles and Responsibilities: Master developer with primary responsibility for the Roles and Responsibilities: ! development process; equity partner; debt/equity sourcing; Master planner, lead design architect sole authorization to bind Proposer to this RFQ. Key Personnel: Key Personnel: Rem Koolhaas, Partner John Vickers, Chairman and CEO Shohei Shigematsu, Partner/ Director OMA NY David Rothenberg, President Maria Finders, Director Creative and Cultural Advisory Obaid Khan, CFO Jason Long,Associate j Paul Diamond, Executive Vice President }. Primary Contact 13 Primary Contact Jason Long Paul Diamond T 212.337.0770 T 212.708.6781 E jlong @oma.com 1 E diamond @tishman.com OMA*AMO Architecture P.C. ,o Tishman Hotel and Realty LP 180 Varick St. jl 100 Park Avenue Suite 1328 N j New York, NY 10017 New York, NY 10014 2 E !i T 212.708.6800 T 212.337.0770 sole authorization to bind Proposer to this RFQ O I UTA Management, LLC (UTA) Local Developer ' UTA Management is a leading developer of innovative real estate projects throughout the country.A Miami Beach- based firm, the company's portfolio includes the recently completed and highly acclaimed 11 11 Lincoln Road. ii I� Roles and Responsibilities: Local development and equityi partner retail specialist i Key Personnel: Robert Wennett, President Jeffrey Weinstein, Director of Development Mary Jessica Woodrum, Director of Operations Primary Contact Jeffrey Weinstein T 305.538.9320 E jeinstein @1111 LincolnRoad.com ` UTA Management, LLC 1111 Lincoln Road i Suite 760 Miami Beach, FL 33139 T 305).538.9320 1i Tishman Hotel With roots dating back to 1898, Tishman Hotel & Realty i f diversified is comprised o a d I' Master Developer staff of real estate, financial, ,I hotel management and leasing Location specialists, and is complemented 100 Park Avenue i New York,NY 10017 by a technical staff of architects, 7 T 212.708.6800 Team Members engineers and construction John Vickers management professionals. 1; David Rothenberg Obaid Khan THR operates as a vertically Paul Diamond Years in Business integrated real estate company 114 that manages all components �I BNOumberofEmployees of its projects, from feasibility, design, budgeting, financing '! management and development mana p g r+ to ongoing property and asset t management. Over the past 30 years, THR has built over 8.3 million sq !' ft for its own account and, in conjunction with its affiliates, �f. has provided services to more than 160 hotels totaling over 80,000 hotel rooms. �. THR's current portfolio of owned assets consist of 6 y t li` million sq ft of space and includes: 8 hotels with 6,100 guest rooms nationwide and in the Caribbean, 560,000 sq ft of meeting space (including the largest ballrooms ri n n r in the Midwest, Caribbean and Southeastern United S States), 270,000 sq ft of retail space and 49 restaurants. This portfolio includes a collection of the nation's top performing hotels (e.g., The Westin New York, Sheraton i. Chicago Hotel &Towers, and the Walt Disney World Swar S!. & Dolphin), nationally recognized retail tenants (e.g., Regal Cinemas, Crumbs, Starbucks, B.B. King's Blues Room, and Shake Shack), and associations with some of I t; 1 ; the nation's top restaurateurs(e.g., Todd English and Don j Shula's). As a family company, THR's core values play an integr< role in each development and have successfully guided the firm from inception to current form. The three pillars of tlx: THR's development philosophy are as follows: long-term focus, context-appropriate design and program and team stability. a +� Long-Term Focus Portfolio-wide, THR focuses on low-leverage and capital reinvestment to maintain the properties' physical conditior and to meet changing demands of customers. With no requirement to recycle capital and a generational } perspective, THR is committed to success and stability over the long term. r^� Context-Appropriate Design and Program A core consideration for THR when building a new project i the fabric of the neighborhood and the new development's provided by such a longstanding and connected team is place within. The firm places significant effort in working one of the keys to the firm's success. with all stakeholders, from city officials to local community boards, to fully understand a neighborhood's history and to Relevant projects help direct its future. Examples of this commitment follow The Revitalization of Times Square with further detail provided later in this section. Westin New York, New York, NY 863 keys, $320 million a.Westin New York and E Walk E Walk, New York, NY The Westin New York and E Walk were designed to 200,000 sq ft, $72 million !' meet the city and state of New York's vision of capturing InterContinental New York Times Square, New York, NY the energy, activity and vibrancy of the Times Square 607 keys, $568 million area. To accomplish this required extensive interaction The Walt Disney World Swan and Walt Disney World i with the various stakeholders, bold exterior design Dolphin, Orlando, FL and efficient interior programming. The project's 2,267 keys, $351.3 million unique and architecturally significant design has won • Rio Mar Beach Resort& Spa, a Wyndham Grand ` i numerous awards, including the National Design Award Resort, Rio Mar, PR from the Society of American Registered Architects. 600 keys, $178.5 million V �! More importantly, the project has helped transform The Sheraton Chicago Hotel &Towers, Chicago, IL 4) the neighborhood to a tourist-and business-friendly 1,209 keys, $180 million destination without losing the heart of the old Times The Loews Miami Beach (Advisory role), Miami, FL Square. 800 keys, $170 million X Ill �I LU II b.Walt Disney World Swan& Dolphin Designed to meet Disney's desire for a themed convention complex to anchor the larger boardwalk convention and `l meeting area, THR worked closely with the Disney team to '' I bring Disney's vision to life. The Dolphin and Swan were designed to and successfully created a sense of drama that set the tone for the rest of the boardwalk development. p While significant additional capital has been invested into i the complex to maintain its physical condition, respond to changing consumer tastes and adapt to the evolving competitive environment, the properties'timeless design I �� remains much the same as when it first opened its doors in ` 1990. H ;i it c. Sheraton Chicago Hotel &Towers i i II The Sheraton Chicago Hotel &Towers was one of the first developments in the vast undeveloped Streeterville 0 �l neighborhood in Chicago. The simple but elegant j design was meant to complement whatever development > followed, which was expected to be either office or high-end residential. To serve as an anchor for the I neighborhood's development, the property's significant l mass required careful and deliberate design. The hotel is Ili widely regarded as one of the best meetings hotels in the �, u country due to key interior elements including excellent separation of the meeting space from the restaurants and bar areas, an intimate feel despite its 1,200 rooms, l l� finishes one would expect at a more expensive hotel and an excellent elevator system that eliminates the long waits typical in vertical convention hotels. Ili Team Stability �I A common thread shared throughout the organization is III the consistency of the THR team. Senior THR employees have, on average, over 20 years of experience with the f �! firm, and have collectively worked together on eac h o THR's developments and related projects. THR's CEO, I� John Vickers, first joined the firm as an intern, several other senior members joined either directly out of college or shortly thereafter. The stability and knowledgebase r�l i l !M 1 ' Tishman Hotel & Realty John Vickers I Chairman&CEO,28 years i Dan Tishman Vice Chairman,22 years R; Bill Sales Vice Chairman,Real Estate,15 years tt.l' C� << AECOM/ Legal/Human Hotel Operations Finance & Real Estate Technical Services Tishman Resources/Other Accounting II Robert Snyder David Rothenberg Charles Cocotas I Construction President,16 years President,25 years EVP,22 years � Corporation- Gary Buscemi Frank Beck E EVP,General Counsel, 17 years David Bagwell CFO,Corporate&Hotel Paul Diamond Ron Kollar Francisco Ramirez COO,CMO,9 years Operations,20 years EVP,20 years Chief Design Officer,18 years Strategic Obaid Khan SVP,5 years Jim Claus Dennis Mahoney Lee Karlin i� Partner CFO,Real Estate,21 years Cara Weinrich EVP,21 years EVP,27 years SVP,5 years SVP,4 years Don Engfer Joseph Simone l SVP,17 years President,Real Estate (1 i Charles Wojcik Services,19 years SVP,17 years Dan Unger ! Don Bartell SVP, 15 years a: SVP, 13 years r+ Dawn Walzak SVP, 14,years °1 Kimberly Greca 6: I 1 SVP,8 years }:.I ��► N NComany Structure serves on the Columbia Business School MBA Real Estate Program Advisory Board. He is also a member of I Daniel R. Tishman the board of the IPayment Corporation and a member of Daniel R.Tishman is Vice Chairman of Tishman Realty the Board of Trustees of Buckley Country Day School. Mr. , i Corporation and Tishman Hotel Corporation. Mr.Tishman Vickers holds a Bachelor of Arts degree in Economics from i is also Chairman and Chief Executive Officer of Tishman Trinity College and a Masters of Business Administration Construction Corporation and Vice Chairman and a member degree in Finance from Columbia University. of the Board of Directors of its parent company,AECOM. Mr. Tishman is Chairman of the Board of the Natural Resources William Sales Defense Council, one of the world's leading environmental William J. Sales is the Vice-Chairman of Tishman Realty advocacy organizations. He also serves on the boards Corporation. Prior to joining Tishman Realty in 1997, Mr. of the New York Building Congress, the Albert Einstein Sales was Principal of William J. Sales & Company and College of Medicine, the National September 11 Memorial a senior investment banker at both Lehman Brothers and �I �;. &Museum, Columbia University's Real Estate Industry Goldman Sachs. Mr. Sales has also held various executive Advisory Board and the UJA Federation of NY. He serves positions at VMS Realty Partners, Property Capital Trust f`y on the Advisory Committee of the Export-Import Bank of the and Chase Manhattan Bank, all in the area of Real Estate United States and is a member of the Real Estate Board of Finances and Investment. He is a 1967 graduate of New York. Mr. Tishman holds a Bachelor of Science degree Villanova University with a Bachelor of Science degree in in Ecology and Planning from Evergreen State College and Economics and served as First Lieutenant in the United Ii1 a Master of Science degree in Environmental Studies from States Army—Second Infantry Division. 1 Lesley College. David A. Bagwell John A.Vickers David Bagwell is Chief Operating Officer and Chief l] John A. Vickers is Chairman and Chief Executive Officer Marketing Officer of Tishman Hotel Corporation. Prior C' of Tishman Realty Corporation and for Tishman Hotel to joining Tishman in 2003, Mr. Bagwell was Executive fICI ':� Corporation. Mr. Vickers joined Tishman in 1984. Prior to Vice President and Partner at Buena Vista Hospitality the sale of Tishman Construction Corporation to AECOM Group spearheading strategic planning for several major {=' in July 2010, Mr. Vickers was also Vice Chair and Principal properties. He also held the position of Vice President/ of Tishman Construction Corporation. Mr. Vickers is a General Manager for PGA National Resort and Director r member of the Board of Fellows of Trinity College and of Sales and Marketing for the Walt Disney World Swan II 1 & Dolphin. Mr. Bagwell has served as a Board Member Tishman Realty Corporation. Mr. Mahoney joined Tishman I j for Florida Hotel & Lodging Association, Meeting in 1985 and is a member of the Urban Land Institute and Planners International, as well as other industry related a Licensed Real Estate Broker in New York. Mr. Mahoney organizations. He received a Bachelor of Science degree holds a Bachelor of Arts degree in History from College in Hotel Management from Florida International University. of the Holy Cross and Master of Business Administration degree from Columbia University. If James L. Claus James L. Claus is Executive Vice President of Tishman David Rothenberg i! Hotel Corporation. Before joining Tishman 1991, Jim David Rothenberg is President of Tishman Realty i served as Vice President of the Abbey Group, Ltd., a Corporation. Prior to joining Tishman in 1987, Mr. hotel owner and operator based in Chicago. His previous Rothenberg was a member of the Real Estate Finance positions, comprising 17 years with Hilton Hotels Group at Salomon Brothers Inc. Mr. Rothenberg is a I' Corporation, include Vice President and General Manager member of the New York Hospitality Council and the of the Palmer House in Chicago, General Manager of Urban Land Institute. He holds a Bachelor of Science the Hilton at Walt Disney World Village in Florida, and —Economics degree in Finance and Entrepreneurial ,! General Manager of the Portland Hilton in Oregon, as Management from the Wharton School at the University of well as positions in sales and marketing including The Pennsylvania. Al Waldorf-Astoria in New York. Mr. Claus serves on the Board of Directors of the Hotel Association of New York Joseph Simone i City. He is a Certified Hotel Administrator and a member Joseph J. Simone is President of Tishman Real Estate 4) lil CL of Hospitality Asset Managers Association. He presently Services overseeing all facets of third-party Landlord serves as a Trustee of two industry related health funds and Tenant representation, including lease negotiation, LLB and the International Union Pension Fund. Mr. Claus holds development, relocation and property management ' a Bachelor of Science degree in Industrial Administration services. Before joining Tishman in 1993, Mr. Simone from Iowa State University and a Management Certificate worked for Cushman &Wakefield, Inc., and was a partner M ;! from the University of Southern California. with the Berkshire Group, which developed a regional hotel chain in the northeastern Unites States prior O !I`! Charles C. Cocotas to establishing his own firm, Simone & Company, in 1991. M Charles C. Cocotas is Executive Vice President of Mr. Simone is a member of the Real Estate Board of New Tishman Hotel Corporation. Prior to joining Tishman in York, Corenet and Urban Land Institute. Mr. Simone holds L. 1990, Mr. Cocotas was a Principal of Lehr Associates, an a Bachelor of Arts degree from Columbia University. j. engineering firm. He also held senior positions with the = FI Sheraton Corporation and Stone and Webster Engineering Robert Snyder Corporation. Mr. Cocotas is a member of the American Robert Snyder is President of Tishman Hotel Corporation. Society of Heating, Refrigeration, and Air Conditioning Prior to joining Tishman in 1996 as the General Manager i Engineers, the American Hotel and Lodging Association for the Doral Park Avenue Hotel, he was the General and is on the Executive Engineering Committee of the Manager for the Kimberly Hotel and the Resident Manager I American Hotel and Motel Association. Mr. Cocotas holds for the Plaza Hotel in New York City. Mr. Snyder began a Bachelor of Science degree in Electrical Engineering his career with Hyatt Hotels and Resorts and spent the C from the Massachusetts Maritime Academy. first 10 years working in Rooms management positions at the Grand Hyatt New York, the Hyatt Regency Chicago, Paul Diamond and the Park Hyatt Hotel. Mr. Snyder is a member of the ® j Paul Diamond is Executive Vice President of Tishman New York Hospitality Council and holds a Bachelor of Arts Realty Corporation. Mr. Diamond joined Tishman in 1992. degree in Fine Arts from Trinity College. I E He is a member of the Real Estate Board of New York and the Cornell Hotel Society. Mr. Diamond holds a Bachelor of �� f Science degree from Cornell University. i Obaid Khan it Obaid Khan is Chief Financial Officer of Tishman Realty � k Corporation. Prior to joining Tishman in 1991, Mr. Khan was a member of the Capital Markets Group at Merrill i Lynch. Mr. Khan's professional affiliations include the Urban Land Institute, the Real Estate Roundtable and { the New York Hospitality Council. Mr. Khan holds a Bachelor of Science degree in Cybernetics from U.C.L.A. and a Masters of Business Administration degree in Finance from the Wharton School at the University of j Pennsylvania. Dennis Mahone i y •t �i Dennis Mahoney is an Executive Vice President of i , a r '1A)U A ivianagemer%it (u UTAManagement specializes in identification,dentification, acquisition, 'i Local Developer develo ment and ement { rmana p g y of value-oriented assets located Location 1111 Lincoln Road,Suite 760 in prime urban locations. UTA J. Miami Beach,FL 33139 i T 305.538.9320 Management was responsible for i. F 305.531.4409 the ambitious and visionary G Team Members 1 1 project which transformed i' Robert Wennett p Jeffrey Weinstein ►�' Mary Jessica Woodrum the west end of Lincoln Road into i� Years in Business a destination location. j•!, 7 �i i `i Number of Employees Pi 7 UTA was formed to pursue value-added and opportunistic {� investments in retail, residential, office and mixed-use properties located in prime urban locations across the ?; United States. UTA is a direct operator and full-service investment management firm specializing in value-ori- ented investment strategies. The UTA team provides a full j, range of advisory and investment management services for acquisition, financing, asset management, leasing and f improvement of both existing and new ground-up devel- opment of retail, residential, office and mixed-use urban properties, ranging from repositioning and renovation of historic downtown properties to full scale urban develop- ment. Drawing upon the experience and track record of c UTA's principals in identifying, managing and reposition- %_� ing assets, UTA seeks to generate attractive risk-adjusted Nreturns in value-oriented, urban real estate through com- petitive investment strategies, such as direct deal sourc- ing, aggressive management oversight and direction, and proven value-added repositioning strategies. �11 1 Company Structure 1� Robert Wennett, President Robert Wennett is President of UTA Management, LLC (UTA) and has over 25 years of experience in acquisitions ' and structuring and negotiating real estate transactions r in in value. In his role as President aggregating $3 billion 0 , Mr. Wennett is responsible for UTA's ambitious national devel- opment plan, as well as the creation and implementation of its investment and acquisition strategies. Mr. Wennett enjoys an impeccable reputation in the field of urban real estate. Mr. Wennett has a multi-faceted understanding of urban properties and established relationships with its key players position UTA as an innovative leader in the devel- opment and repositioning of some of the nation's most ' dynamic commercial real estate. UTA was formed to pursue value-added and opportunis- tic investments in retail, residential, office and mixed-use properties located in prime urban locations across the United States. UTA is a direct operator and full-service i investment management firm specializing in value-ori- ented investment strategies. The experienced UTA team provides a full range of advisory and investment manage- a ment services for acquisition, financing, asset manage- ment, leasing and improvement of both existing and new ground-up development of retail, residential, office and the 1100 Block of Lincoln Road. The 11 11 project rep- ' 'I mixed-use urban properties, ranging from repositioning resented $65 million in total development costs and has ! i and renovation of historic downtown properties to full scale received several awards for its forward thinking design and urban development. Drawing upon the experience and concept. Mr. Weinstein has significant experience manag- track record of UTA's principals in identifying, managing ing the design and construction process from conceptual- and repositioning assets, UTA seeks to generate attractive ization through execution. In addition to his development risk-adjusted returns in value-oriented, urban real estate experience, Mr. Weinstein is actively involved in all brand- through competitive investment strategies, such as direct ing and marketing efforts for UTA Management and their deal sourcing, aggressive management oversight and associated projects and properties. direction, and proven value-added repositioning strategies. Prior to UTA Management, Mr. Weinstein was an associ- Prior to forming UTA, Mr. Wennett founded and served ate at Nexus Development Group where he oversaw the li as President of Starwood Urban Investments, LLC, where acquisition of nearly $125 million in property surround- he was responsible for all aspects of the strategic direction ing Miami's Design District. There he was in charge of 1 and operation of the company and its investment manage- site identification as well as all financial underwriting for ment and advisory services on behalf of Starwood Urban, the company's development plans. Before Nexus, Mr. LLC, which he formed in 1998 and was its operating part- Weinstein was an associate for Bayview Financial Group, ner. Starwood Capital was his partner in Starwood Urban. a real estate investment bank based in Coral Gables i As operating partner he was responsible for the acquisition Florida. and repositioning of Starwood Urban, LLC's distinctive Mr. Weinstein received his B.A. from the University of office, retail and mixed-use, urban in-fill portfolio around Pennsylvania and graduated Cum Laude in 2004. CL i.lj the country at a value in excess of$500 million. From 1998 X to 2001, Mr. Wennett acquired, on behalf of Starwood Mary Jessica Woodrum, CPA—Director of LLJ r. Urban LLC a portfolio situated in some of the nation's Operations c!!! most sought after urban destinations, ranging from the Ma Jessica Woodrum is the Director of Operations for = ` 9 9 9 Mary P boutique retail and office districts of South Beach, Florida UTA Management(UTA). She has over 10 years of experi- M to the Meat Packing District in New York City, and was ence in operating aspects related to day-to-day real estate a responsible for directing the repositioning, redevelopment management and urban real estate development. In her ,0 and ground-up development of the assets in the portfolio, role as Director of Operations, Ms. Woodrum directs and including the development of a $57 million mixed-use resi- supervises the investment management, operation and dential development in Coral Cables Florida. financial performance of all assets of UTA and its related ® Prior to forming Starwood Urban, Mr. Wennett was parties'assets, including the oversight and reporting of Senior Vice President of Acquisitions and Executive Officer financial performance, budgeting, cash management, at Federal Realty Investment Trust, one of the largest accounting, tax planning and compliance functions. In publicly-traded real estate investment trusts. During his 12 addition to these responsibilities, Ms. Woodrum is actively years with Federal Realty Investment Trust, Mr. Wennett involved in all facets of UTA's business and investments, was responsible for acquiring property valued at well over including acquisitions, dispositions, development, con- $2 billion. struction, and leasing, in addition to operations and i! His most recent project,11 11 Lincoln Road, has finance. ;�! received international status and acclaim and has been Prior to joining UTA, Ms. Woodrum was Controller of 0 •v featured in The New York Times, Wall Street Journal and Urban Investments Advisors, LLC, from June 2002 to the Vanity Fair. To fulfill his vision, Mr. Wennett engaged the eventual sale of its assets at the end of 2004. She was > G Swiss-based architectural firm of Herzog &de Meuron, involved in all financial aspects of the Urban Investments i which was responsible for Tate Modern in London and The Advisors, LLC's portfolio of urban, mixed-use properties Olympic Stadium in Beijing, to design the 11 11 project. around the country performing many of the same functions Alongside Herzog & de Meuron, Raymond Jungles, a as she currently undertakes at UTA. Before transitioning to Miami-based landscape architect, designed the gardens, Urban Investments Advisors, LLC, Ms. Woodrum was an M lj which feature water elements containing mature plantings auditor with Arthur Andersen, LLP. I indigenous to the area. 11 11 Lincoln Road is an urban Ms. Woodrum is a Certified Public Accountant regis- re-development project designed to showcase Miami's tered in the state of Virginia. She received her Master's of international prominence as a 21 st century destination for Business Administration degree from Lipscomb University i art, culture and commerce. in Nashville, Tennessee, and her Bachelor's Degree in Accounting nd Business Administration from Washington 9 9 Jeffrey Weinstein, Director of Development and Lee University in Lexington, Virginia. She is a member �I Mr. Weinstein is the Director of Development for UTA of the AICPA and other trade associations. Management. Mr. Weinstein is involved in all aspects of I; the development process including site acquisition, entitle- i ments, design, permitting, construction, lease negotiations i and financing. For the last 5 years, Mr. Weinstein was in charge of managing the day to day development related activities for the 11 11 Lincoln Road project. Additionally, IjF Mr. Weinstein supervised the public private partnership { with the City of Miami Beach for the redevelopment of !4 - DMA's objective with any design Office for Metropolitan i is to provide the client with new, Architecture original concepts and a practical Master Planner and architecture with visionary Architect ambitions. With each project, Lead OMA aims to devise architectural Location or urban responses that perform 4!t OMA'AMO Architecture PC I!'I 180 Varick Street in a climate of continual change. {! Suite 1328 New York,NY 10014 T 212 337 0770 ! � OMA believes strongly in design yt► Team Members as a process, and approaches Rem Koolhaas,Partner-in-Collaboration lit Shohei Shigematsu,Partner-in-Charge'I{ Maria Finders,Director Creative and each condition imposed on a l Cultural Advisory project as an opportunity rather Jason Long,Associate Project Manager than a constraint. Addressed Jason Long,Associate intelligently, normally restrictive g 4I 37ars in Business factors have assisted OMA to Number of Employees provide innovative urban design while meeting budgets and 300 g ti g ht bud g t the above numbers apply to pan AM0 Architecture PC parent coo mpany, rigorous design and construction 's Office for Metropolitan Architecture .t Lin (O.M.A.)Stedebouw B.V. (Rotterdam) schedules. CID { II' � OMA OMA is a leading international partnership practicing f architecture, urbanism, and cultural analysis. OMA's buildings and masterplans around the wog ld insist on intelligent forms while inventing new possibilities for li content and everyday use. OMA is led by seven partners and sustains an international practice with offices in Rotterdam, New York, Beijing, Hong Kong and soon Doha. i Ei OMA-designed buildings currently under construction include the Musee national des beaux-arts du Quebec; the Taipei Performing Arts Center; the new headquarters for China Central Television -a tower reinvented as a loop-in Beijing; the adjacent Television Cultural Centre; Shenzhen Stock Exchange-China's equivalent of the Iil NASDAQ exchange for hi-tech industries; three buildings ii in Doha, Qatar; and De Rotterdam, the largest building in the Netherlands. I!, OMA's recently completed projects include New Court, `' the headquarters for Rothschild Bank in London; Milstein i. Hall, an extension to the College of Architecture,Art, and Planning school at Cornell University; Maggie's Center a I ,li cancer care center in Glasgow(all 2011); Wyly Theatre y! in Dallas(with REX, 2009); and Prada Transformer, a rotating multi use pavilion in Seoul (2009). Other Till IT acclaimed buildings by OMA include the Casa da Musica in Porto (2005); the Seattle Central Library (2004); the Netherlands Embassy in Berlin (2003); the IIT Campus Center in Chicago (2003); and the Prada Epicenter in New York(2001). ilia The work of Rem Koolhaas and OMA has won several y v a • I GRAPHICS RESEARCH ACADEMIA ISTRUCTURE T REOL � INTER OR DESIGN L a� CL X W STAINABILITY LANDSCAPE POLITICS ACTUAL VIRTUAL 00 OMA/AMO E 0 L 4- international awards including the Pritzker Architecture Architecture Biennale (on preservation, and on the = Prize in 2000, the Praemium Imperiale (Japan) in 2003, development of the Gulf), and guest-edited issues of the the RIBAGold Medal (UK) in 2004, the Mies van der Rohe magazines Wired and Domus. Recent projects include a - European Union Prize for Contemporary Architecture plan for a Europe-wide renewable energy grid, a 720-page =O (2005) and the Golden Lion for Lifetime Achievement at book on the Metabolism architecture movement(Project ,- the 2010 Venice Biennale. Japan, Taschen, 2010)and the educational program of Fn Strelka, a new postgraduate school in Moscow. U) AMO The counterpart to OMA's architectural practice is AMO, a O research studio based in Rotterdam. While OMA remains CL dedicated to the realization of buildings and masterplans, _ AMO operates in areas beyond the traditional boundaries of architecture, including media, politics, sociology, � renewable energy, technology, fashion, curating, publishing, and graphic design. AMO often works in parallel with OMA's clients to fertilize architecture with intelligence from this array of disciplines. This is the case with Prada:AMO's research into identity, in-store technology, and new possibilities of content-production in fashion helped generate OMA's architectural designs for new Prada epicenter stores in New York and Los Angeles. In 2004,AMO was commissioned by the European Union to study its visual communication, and designed a colored"barcode"flag - combining the flags of all member states-that was used during the Austrian presidency of the EU. AMO has worked with Universal Studios,Amsterdam's Schiphol airport, Heineken, Ikea, Conde Nast and Harvard University, produced exhibitions at the Venice Biennale (on the Hermitage museum in St. Petersburg)and Venice Office for Metropolitan Architecture Euralile Master Plan&Congrexpo - Lille,France RemKoolhaas Role:Partner-in-Charge(All Phases) Partnermin Collaboration Skolkovo Innovation Center Moscow,Russia Born Role:Partner-in-Charge(All Phases) 1944 Nationality Dutch ,"` Cordoba Congress Center -�°`- Cordoba,Spain Role:Partner-in-Charge(All Phases) i Almere Master Plan � Almere,Netherlands Role:Partner-in-Charge(All Phases) W Rem Koolhaas founded the Office for Metropolitan Professional Licenses &Affiliations Architecture in 1975 together with Ella and Zoe Zenghelis 2009 State of New York, Registered Architect and Madelon Vriesendorp as a collaborative practice. No. 031643-1 " Having worked as a journalist and script writer before becoming an architect, Koolhaas graduated from the Selected Awards/Honors =� Architectural Association in London, and in 1978 pub- 2010 Golden Lion for Lifetime Achievement, Venice �# lished Delirious New York, a Retroactive Manifesto for Architecture Biennale Manhattan. In 1995, his book S,M,L,XL summarized the 2007 Elected to the European Council of Foreign work of OMA and established connections between con- Relations temporary society and architecture.At this moment Rem 2007 Honorary Doctorate from the University of Leuven -' Koolhaas is heading the work of OMA as well as AMO 2005 2005 Deutscher Architektur Preis Honorable —the conceptual branch of OMA, a think tank focused on Mention, Netherlands Embassy, Berlin, Germany social, economic, and technological issues. 2003 Praemium Imperiale, Japan Rem Koolhaas is a professor at Harvard University 2001 Membership legion D'Honneur, highest French where he conducts the Project on the City, a research honour, awarded by the French Government program investigating changing urban conditions around 2000 Pritzker Architecture Prize the world. The projects include an analysis of the role of retail and consumption in the contemporary society (The Teaching Positions Harvard Guide to Shopping). Most recently, Koolhaas pub- Present Professor, Strelka Institute for Media, lished Project Japan: Metabolism Talks. Architecture and Design The work of Rem Koolhaas and OMA has been cel- Professor in Practice of Architecture and Urban _ ebrated by several international awards, including the Design, Harvard University, Cambridge, Pritzker Architecture Prize (2000) and the RIBA Gold Massachusetts Medal (2004). In 2005 Rem Koolhaas received the Mies 1990-95 Adjunct Professor of Architecture, Harvard van der Rohe Award for the Netherlands Embassy, Berlin. University, Cambridge, Massachusetts =�- In 2007, The Royal Institute of British Architects awarded 1991-92 Professor of Architecture, Rice University, w the Casa da Musical concert hall in Porto, Portugal, the Houston, Texas European Award and nominated it for the coveted Stirling 1988-89 Professor of Architecture, Technical University, Prize. Delft, Netherlands Zeche Zollverein Masterplan and Rothschild Bank ' ? Kohlenwasche London,UK Essen,Germany Role:Partner-in-Charge(All Phases) Role:Partner-in-Charge(All Phases) �r � ems.�•i'® ` 1.��-�t 1 1 J Riga Port City p Dee&Charles Wyly Theater ` Riga,Lativia s , Dallas,TX.USA g ( ) �'� Role:Partner-in-Charge(All Phases) 4. Role:Partner-In-Char a All Phases ► �� a � 1' W West Kowloon Cultural District Prada Transformer V Hongkong,China F Seoul,Korea Role:Partner-in-Charge(All Phases) ,' ?;'k�_ Role:Partner in Charge(All Phases) -9 L •.,;f • ice. „ r W Pex Parc Des Expositions Seattle Central Library �, a.o• France,Toulouse Seattle,WA.USA Role:Partner-in-Charge(All Phases) Role:Partner-in-Charge(All Phases) A+ 1976 Architectural Association, London, England 1975 University of California, Los Angeles School of Selected Exhibitions N Architecture, Los Angeles, California 2006 `OMA in Beijing'exhibiton at MoMA, New York 1975 Institute for Architecture and Urban Studies, 2006 Image of Europe, Heldenplatz, Vienna New York, New York 2004 Image of Europe, Rond Point Schuman (temporary ,O circus tent), Brussels to Books By Rem Koolhaas 2004 Image of Europe, Haus der Kunst, Munich N a 2011 Project Japan: Metabolism Talks, Taschen 2004 Content, Kunsthal, Rotterdam 2008/09 Lagos. How it works. Lars Muller Publishers, 2003 Content, Neue Nationalgalerie, Berlin, Germany L expected publication date 2001 "Mutations," Raffinerie, Brussels, Belgium a 2007 Al Manakh, Stichting Archis 2000 Mutations,Arc en Reve, Bordeaux, France Living = 2004 Content, Taschen Publishers (extended)at the ICA, London, UK .� 2001 Harvard Design School Guide to Shopping, 1997 New Urbanism- Pearl River Delta, Documenta X, N Taschen Publishers Kassel, Germany . 2001 Great Leap Forward, Taschen Publishers 1994-95 Rem Koolhaas and the Place of Public 1995 S M L XL, together with the Canadian graphic designer Bruce Mau 1978 Delirious New York:A Retroactive Manifesto for Manhattan (Translated into French, German, Italian, Japanese, Portuguese and Spanish.) i I I Universal Studio HG Building Office for Metropolitan Architecture u- =, rt - Los Angeles Shohei Shigematsu .� Partner-in-Char a Born Baltic Pearl Masterplan,St. 1973 Petersburg,Russia NationalityS6._ Japanese 1 UN City -- New York,NY V-=} JTC Masterplan - -- - - = Singapore r Shohei became Director of OMA New York in 2006, Graduate School of Architecture, Planning, and and a Partner in 2008. Under the direction of Shohei Preservation, Harvard University Graduate School of Shigematsu, the New York office has overseen the suc- Design, Cornell University, College of Architecture,Art and cessful completion of Milstein Hall, an extension to the Planning and for Kyoto University of Art and Design. College of Architecture,Art and Planning at Cornell University (2011). Most recently, OMA New York cel- Selected Speaking Engagements ebrated the grounbreaking of their design for the Musee 2012 The End of Business as We Know It Conference: national des beaux-arts du Quebec. Mr. Shigematsu also European Business Council in Japan led a number of competition designs for major institutions "Programmatic Sustainability" including the Broad Art Foundation in Los Angeles and the 2012 Barbican Art Gallery, "On Generations: In San Francisco Museum of Modern Art(SF MoMA). Conversation with Bjarke Ingels" During his time at OMA, Shohei Shigematsu has acted 2011 Columbia University, Supercities and as lead architect for many projects in various phases Megamigrations Conference, "City-Like including the Whitney Museum Extension (2001) and a Architecture" luxury residential tower at 23 E 22nd Street(2008) in New 2011 TEDGlobal Edinburgh, "Specificity3 (cubed)" York. Having led the team that won the design competi- 2011 Storefront for Art and Architecture, "WHAT IS tion in 2002, he served as project architect for the CCTV DESIGN?A Manifesto for the Gwangju Design (China Central Television) Headquarters in Beijing until the Biennale" end of design development. Mr. Shigematsu also directed 2010 TEDxEast New York, "Super-Specific" OMA's winning competition entry for the Shenzhen Stock 2009 Harvard GSD, "GSD NOW! In Conversation with Exchange (SSE) Headquarters in Shenzhen, China Moshen Mostafavi" (2006). Mr. Shigematsu designed the world-traveling exhibi- Academic Involvement tion "Waist Down,"featuring more than a hundred skirts 2012 Visiting Faculty, Columbia University, "Re-Run" designed by Miuccia Prada. The exhibition was first 2011 Visiting Faculty, Columbia University, "Double Dip" launched in Tokyo (2003), and has since appeared in 2009 Visting Faculty, Harvard GSD, Shanghai (2004), New York and Los Angeles (2005) and "Stimulus Package: Post Crisis" Seoul (2009). He also led the design for Prada's London 2007-9 Visiting Faculty, Cornell University AAP and Shanghai epicenters. 1UN studio;" "St. John's Center;" He is a visiting faculty member of Columbia University's 2007 Design Critic, Yale School of Architecture Koningin Julianaplein China Central Television HQ The Hague,The Netherlands `,•�'^ Beijing,China Role:Project Designer(Competition- Extended Preliminary Design DD) y a. a -� White City Shenzhen Stock Exchange ,. London,United Kingdom - Shenzhen,China ' = Role:Associate-in-Charge (Competition) Q Almere Master Plan Almere Blok 6 0 Almere,Netherlands Almere,The Netherlands Role:Partner-in-Charge(All Phases) NIEMEN CL L X W Milstein Hall-Cornell University Ithaca,NY,USA Role:Partner-in-Charge(All Phases) 1 p 4+ 2007 Design Critic, Princeton University School of Netherlands Architecture Graduate Program Idea Vertical Campus, Tokyo, Japan House in Bahamas, Bahamas Professional Experience Almere Masterplan Block 6,Almere, The C 1999 Office for Metropolitan Architecture Netherlands ._ Musee national des beaux-arts du Quebec, Quebec Rotterdam Central Station, Rotterdam, The Milstein Hall, Cornell University, Ithaca, New York Netherlands 23 East 22nd Street residential tower and CAA JTC Masterplan, Singapore (Creative Artist Agency) Screening Room New York, Breda Masterplan, Breda, The Netherlands O L NY Zurich Stadium, Urban Development, Zurich, a 111 First Street, Jersey City, New Jersey Switzerland a Torre Bicentario, Mexico City, Mexico Universal Studio HQ Building, Los Angeles, CD Shenzhen Stock Exchange Tower, Shenzhen, California .� China 1996-97 NKS Architects Fukuoka, Japan 0 Zaragoza Museum, Zaragoza, Spain 1997 Matsuoka +Won Architects, Fukuoka, Japan Prada London Design, London, United Kingdom 1996 Toyo Ito Architects &Associates, Tokyo, Japan Baltic Pearl Masterplan, St. Petersburg, Russia Prada Shanghai Design, Shanghai, China White City London Masterplan, London, UK CCTV Headquarters and Television Station, Competition and Design Development, Beijing, China Prada Skirt Exhibition Design in Tokyo, Shanghai, New York, Los Angeles Whitney Museum Extension, New York, New York UN City, New York, New York China National Museum, China LA County Museum of Art, Los Angeles, California Isola Parodi, Genoa, Italy Almere Grote Parkeer Garage,Almere, The city, inaccessible except to the convention visitor. The new Approach to the MBCCD masterplan could project a new model for both the operation of the convention center and its relation to the city Development of the a ound it. Naming our team and the district"South Beach Arts Culture Entertainment"or SB ACE signals our collec- Masterplan tive ambition to cultivate a dynamic neighborhood- one that attracts new, potentially global audiences while strengthen- ing connections to South Beach. Succeeding in creating South Beach Arts, Culture, this new point of civic convergence will require innovative Entertainment (ACE) planning, and a coherent integration of convention expertise and local knowledge. While the marketplaces and products driving conven- Located at the crossroads of tions have varied over time, the desire to experience the marketplace first-hand remains strong in spite of the rise of South Beach, Lincoln Road online commerce and social networking. In 2011, growth Ural zone was projected for conventions in square footage, exhibiting a and an emerging cultural companies, attendance, and revenue. On the other hand, surrounding the New World significant changes can be seen in the demographics of }' Sconference attendees, the numerof internationally exhibit- Symphony � y p y and Collins Park, the ing companies, variation of staging effects, and the impact E new MBCCD will be a nexus for of an increasingly competitive convention center market. Q Entertainment in Our team sees potential for new strategies to re-examine O Arts, Culture, and the typology of the convention center both in the context 5 South Beach: SB ACE. of Miami Beach and on a global scale. Understanding the convention center's embedded connections to local busi- � Paradoxically, the Miami Beach convention center—a nesses, service industries, and key connection corridors to i typology devoted to the dynamic exchange of ideas and the surrounding community-, a re-thinking of the convention 0 goods—has never been a catalyst of urbanity. The scale center will consequentially examine and respond to the sur- of the exhibition halls—together with the infrastructure and rounding community and larger network that both supports c parking they require—typically create a fortress within the and draws from the existing convention center. O E - O O s M 0 CL Q o 'I �;R City Public Realm In order to create a vibrant public ream, SB ACE will need to Above all, we think the SB ACE District has to reflect char- engage with its surroundings, not just operationally, but also acteristics of a city: to be flexible, absorbing, functional, urbanistically and programmatically. We will consider public surprising. The district must be porous like a sponge, not space not as a residue–the spaces between architectures— . hermetic like a bubble. The SB ACE District has to welcome but as essence: an independent medium that will allow the its local community with the same conviction and precision public to negotiate and enjoy the abundance of facilities.As as the virtual community of convention visitors and tourists the success of the New World Symphony's SoundSpace from outside Miami. Park has shown, public spaces can be catalysts for animating Connectivity existing buildings and engaging the surrounding community. As a potential convergence point between politics, perfor- Programmatic Synergy mance, art, culture, history and business, the MBCCD is Our team will explore massing strategies that respond to the uniquely positioned to be the center of a web connecting existing context while exploiting new opportunities to maxi- cultural institutions throughout Greater Miami. Our mas- mize the financial and urban potential of the district. Rather terplan will seek to harness this latent potential through than compartmentalizing hotel, theater and civic programs strategic connections to key areas and important cultural, around the perimeter of the convention center, could they civic and commercial nodes of Miami Beach. be integrated?Will the new built area further reinforce the The MBCCD is adjacent to three of the most success- isolation of the MBCCD—replacing barren parking lots with i ful pedestrian zones in the US: Collins Avenue/beachfront, interiorized commercial spaces—or can it act as a connector, the Collins Park Museum District and Lincoln Road. Our embedding open spaces as well as operational flexibility? team's plan for the district will strive to accommodate heavy As 1111 Lincoln Road has shown, elements of the city 1 vehicular traffic while encouraging and densifying pedes- typically assumed to be in conflict—parking, entertainment, trian circulation. In particular, our plan will improve connec- retail, culture—can in fact be mutually beneficial. Through the tions to Lincoln Road, to the Oceanfront hotels, create new careful coordination and juxtaposition of the hotel and other links to the Bass Museum and Collins Park, and increase programs, a similar overlap and synergy between diverse public transportation to the district and pedestrian circula- arrays of activities could be fostered. This can unlock tion within. By integrating convention center expertise early the MBCCD's potential to engage multiple publics: convention on, our team will ensure that parking, loading and other goers, adjoining neighbors, Miami Beach residents, residents i necessary infrastructure is accommodated without forming of the greater South Florida region, tourists, and a growing L0 an impediment to larger ambitions. contingency of cultural visitors. N Lo AW 47 t Currently the MBCC and the surface parking lots that surround it are obstacles within South Beach(1),severing its most vibrant parts from one another.We will develop a plan to integrate the MBCCD into the surrounding city(2),unlocking its potential as Miami Beach's public center.Like Rome, the MBCCD can become a seamless conjunction of exterior and interior public spaces embedded within an unmistakably urban fabric(3). Collaboration Kong& mainland China. OMA actively sought out the views of people who we felt were essential to the viability of the Our team sees collaboration being vital to the success of District–local business people, but also the representa- the SB ACE District, as a master plan must translate into the tives of cultural&educational organizations throughout the physical the ideas, philosophies and needs of its stakehold- region, and the artists, performers, and curators on whose ers. Crucial to identifying major planning and development- work WKCD would depend. related issues and issues in the community is a coherent Miami Beach Outreach public engagement strategy. While it is essential to involve To engage the community and City of Miami Beach, the citizens and their representatives in any major planning SB ACE team will apply a similar, pro-active approach effort, it is easy to waste resources on inefficient and poorly throughout the development of our masterplan. Our team focused efforts that do not give effective direction to the will lead an extended series of intimate collaborations— work. Our team members have a strong track record of brainstorms, presentations and workshops—between drawing out representative, thoughtful input from citizens clients, engineers, architects, the city and stakeholders– that can offer real-world guidance to the project. including residents. Through these events, feedback from West Kowloon Cultural District, Hong Kong the community and public officials will be fully integrated into a One example of the team's experience working with the initial design concepts, rather than being an after-thought community is OMA's masterplan for the West Kowloon to aesthetic imperatives, providing the City with a coherent a Cultural District in Hong Kong. OMA participated actively masterplan that provides innovative solutions to concrete = in a Public Engagement process organized by the West issues.Through this approach, the knowledge of all con- Kowloon Cultural District Authority, but, sensing that many stituencies whose support is vital to the successful rede- E issues went beyond architecture, felt a responsibility to velopment of the Convention Center District can be used to Q engage Hong Kong more directly.After establishing an develop an masterplan that incorporates the needs of exist- O office within Hong Kong, OMA assembled a team of urban ing and future stakeholders while engaging the community 4 planners, researchers and architects derived from Hong that must support its development. Kong, China, and around the world—assisted by expert Expert Roundtable cultural, financial, and political advisors—to help the firm The SB ACE team will host a roundtable with cultural i further understand local conditions. experts for an in-depth discussion on the way culture can OMA and its advisors organized a series interviews and shape the potential for the convention center district.The surveys with citizens from all parts of society-from people SB ACE team will work with local and international experts Rf on the streets of Kowloon to government officials in Hong to understand the issues affecting the MBCCD. O 0 IML Ell rr7i W �. - C � '� - J O Public Forum CL .-. -.�.: � - .; ..•;....,_ ', Freedom lnclushre Pesith"ng pen space sh.d.P.,sonw.re Harbourfront water aenap.nCommunity mD 1 c Gist n..Public space iconic ._4.. Connectivity whrae.Ear«w.d h th scy Rnle®er Phasing owopue Peoples west Kowloon park Racer.donAudiencetwicii ga. .no.Poedabe.«.g.AccessibilityEnppmad d.m.d.k ,.mWaterfront promenade Empq.hdRatlormAffCrda E7 Truffle Outdoor space Independent Convenience Nurture local alenta S u sta i n a b i I qty O G `r` sV.m.F,,&,MaInt ltd Chinese culture HK characteristics ro briny sir PokT intematlonal pr.w«. show oil Vkror herb ur Yokda of the Public Integration Fte diF worm a..lnbnutlon.l Bly mm�a hours Brenda Vi s i o n wKCO i.d.g..f dr..rorld C. Md u c a t i CWtl..a 218 Billion Public money Lanpbrm High An land culture -�' Lack of Venues Curators south Bank T Outdoo ' performances Tmwhu water Leisure a culture on g district Ambw.An AdminbtraUon c Ina our Outreach Summa ry : .7(r'.p Espe.den L•ed•�1P Ral.krp the bw 1n»amenr Future generations L1.e.bY1tT ir.mpore Better eommon..n Focus Group Meetings Consultation Digest To accommodate various stakeholder groups, our team will OMA will provide a Consultation Digest to introduce the mas- organize focus group meetings to incorporate feedback and terplan for the SB ACE District and clearly explain the planning advice from various specialty advisors. and design concepts to the public. Establishing clear projection One-to-One Interviews for the masterplan plays a crucial role in focusing discussion One-to-one interviews with residents of Miami Beach, on specific goals and administrative issues, as well as attaining conference center management and staff; trade show community 'buy-in'for the success of the effort. representatives, and city officials will provide in-depth knowledge of experience with the existing district. Our team Phasing will engage key local players shaping the SB ACE District including retail owners along the pedestrian thoroughfare at From design through construction, the SB ACE Team has had Lincoln Road and Collins park, hotel operators that will need direct involvement with an assortment of convention centers to support the re-developed facility, and directors of adjoin- around the world including the Javits Convention Center in ing cultural venues such as fhe New World Symphony, New York City, McCormick Place in Chicago, the Pennsylvania The Fillmore, the Bass Museum, the Miami City Ballet, the Convention Center in Philadelphia, the Boston Convention Holocaust Museum, the Miami Beach Garden Conservancy, Center in Boston, the Cobo Center in Detroit, the Music City SOBE Institute for the Arts and the Miami Beach Public Convention Center in Nashville, the Nanjing Conference and Library. Exhibition Center in Nanjing, China and the Agadir Convention Virtual Feedback Centre in Agadir, Morocco. While there is no substitute for face-to-face discussions To meet the City's need for a phased expansion and renova- with the public, at some points web-based tools such as tion that allows for the continued operation of the Convention online surveys and social networking media can provide Center and associated components during construction, the new ways to reach and engage those citizens who cannot, SB ACE team will develop a multi-phase plan that draws from or will not, attend public meetings. For the SB ACE District, our extensive experience with similar projects and the design our engagement with the community will integrate a broad approach appropriate for the Miami Beach Convention Center range of digital feedback tools, including (but not limited to) District. explanatory animations and videos, twitter feeds, and online Javits Convention Center, New York City polls to both engage the public and provide a virtual place One example is the successful and ongoing renovation of for community input. the Javits Convention Center in New York City, Tishman Construction Corporation's most recent convention center N Pr_o_gramo-ii tic-Mii Lill Ma`sterpl r -idle,Fran_c_e(4MA} a` N J i _ fJ i 7 f ,7 ulous(OMA) Open Space-Toulous Parc des expositions-To --. .. �.,,�. ,�__ _��vr--rte.-►�__,�' ...... �rfill 5 V --W . 15th ST d V �-I �?�T o ST- cu�. ,� .-� �., �� o. ��-, ((GAR� �4Y■� 1M ST r' - :�- 110S"ME mien MMI I ~!� o F� .S 4rj TSB ACE'-Con�Ercf1 ns�LPossible Tempor'a�ry,�Expo�lall�� `�, ' assignment which is expected to be completed in 2013. local information. Our team will also host a roundtable with t.. TCC's ability to maintain operational use of the facilities cultural experts early on in the development of the master while construction is underway was achieved through sig- plan to allow their thinking to influence our team's approach. nificant planning and coordination efforts,which included: Following the completion of the Scenario Plan, a five- `. • The creation of a 100,000 square feet of expansion week period will follow during which the initial concepts and space at the northern end of the site; strategies of the Concept Masterplan will be developed. i • The utilization of a finished panelized wall system and This will include initial expansion strategies for the conven- acoustic blankets to separate construction areas; tion center, focusing on logistical and urban impact. Efficient • The creation of three walkways to connect show space and compact work sessions with stakeholders and consul- otherwise divided by the work zone; tants will be organized in Miami on a regular basis during i • The addition of lights, sprinklers and life safety devices the development of the master plan. In between these work to create separate work space and maintain safety code sessions, the research of history, theses and ideas will be requirements- conducted by all team members, leading to a coordinated, _l • A weekly review with the Operating Corporation to work well-researched and feasible preliminary Conceptual Plan. around show schedules, move-ins and move-outs; In previous projects, these work sessions have happened Im ►: • A quarterly meeting with the Operating Corporation to on a weekly or bi-weekly basis often with stakeholders and and performance. consultants resent. The final four weeks of the project will discuss work schedule p p , Our team recognizes several similarities between this proj- allow for the further development of the Concept Masterplan }' ect and Javits: and the incorporation and development of the Architectural • Both facilities are 25+years old and require careful Concept Design of the Convention Center expansion. updating of mechanical systems, electrical systems and Our final masterplan will include an urban design and finishes; phasing strategy, determining the overall layout for the SB O • Both facilities must remain fully operational with a full ACE, massing of building components and the design and 4) show schedule throughout the construction process; character of the public realm. The Architectural Concept. • Both facilities have the ability serve as important and Design for Convention Center Expansion will provide an i architecturally influential projects within their respective architectural concept and building design that is well- L ;II' communities. integrated into the greater site strategy. A summary of all An overall logistics plan will follow Tishman Construction work will be presented as the SB ACE District Concept U) Corporation's Javits concept of creating swing space first to Masterplan Urban Design and Architectural Report. This will accommodate convention center shows while construction consist of- occurs in the various quadrants. This includes the creation of access to and loading docks for the temporary structure. Development Strategy—Deliverables O The construction phases define the sequential renovation of Project Schedule spaces. Approach To Project Financing • Economic Impact Study Schedule and Deliverables LOI as outlined in the RFQ O 3 t SIB ACE Concept Masterplan—Deliverables j!i At the commencement of the three-month period for the Evaluation of the site and needs of the stakeholders development of the Concept Masterplan and Architectural Design narrative and approach diagrams Q Concept, our team will initiate a three-week research and Programmatic guidelines O I' consultation phase that will culminate in a Scenario Plan • Proposals for public and private program _W iii, summarizing the key issues and Stakeholder impera- • Site and Convention Center program and total Gross S �! tives. This Scenario Plan provides the basis from which Floor Area (GFA) v the Concept Masterplan and Architectural Concept will Zoning and land use Plan O ,I' be elaborated. During this period, our team will conduct a Location and character of open spaces L f CL series of consultant meetings to incorporate technical and • Pedestrian circulation CL ;I • Vehicular circulation and car parking • Site access/egress -`iaq'.:7 j. V '~0"t..4i - '.\ Y 1.�. i l • I i t Traffic Impact Analysis And Solutions y z _ Phasing of development t=°= Massing Model to appropriate scale (in-house) Perspective exterior renderings (total TBD) gill Explanatory Animation "Fly-Through" (Length TBD) =; Architectural Concept Design—Deliverables • Design narrative !� 3D massing f. Typical floor plans indicating the use with associated area schedules Buildings typical sections/elevations Perspective exterior renderings (total TBD) a '�f ATTACHMENT "D" From: Jeff Sachs Beffsachs @me.com] Sent: Monday, December 03, 2012 5:47 PM To: Kathie G. Brooks, A.I.C.P. Cc: Poncel, Maria; Gomez, Jorge Subject: Shortlist Recommendation Kathie, SAG recommends shortlisting the top two firms to enter into LOI negotiations. Here is the basis for our recommendation: -The Committee scores indicate a clear top two teams. There is a measurable gap to the other respondents. SAG agrees with the Committee's ranking. - In our opinion, the teams lead by Portman and Tishman have much better mixed-use, convention/hotel, ground-up development experience than the other teams. We believe new-build, ground up experience is more �' P p p relevant for the Miami Beach project than purchase/renovation experience. All teams interviewed have good design firms for each major component,but the top two ranked firms also have more robust "development" experience that included raising private capital for ground-up construction. - I know some are worried that if only two teams are selected and one drops out, the process could be void. I have been doing this since the late 1980s and have never had someone drop out at this point. As an alternative, the City may consider shortlisting two firms, and also provide that staff can enter into negotiations with the next ranked firm if one drops out. - Most cities engage the community only once a single development team has been selection. However, Miami Beach desires to have a competitive process that actively engages the neighborhood and community before a selection is made. This will require us to create an effective immersion process that is not so over burdensome that we receive the best input from the true thought leaders. While engaging the community with more than two firms is possible, we run the risk of overloading the true thought leaders. - The Miami Beach convention center project is very complex and will require both public and private resources to prepare two competitive term sheets that meet the needs of the City, neighborhood and community. Working with two teams will allow us to spend more time making two great proposals. - SAG just finished a similar competitive process in Houston for their HQ hotel. We shortlisted 2 firms out of 11 proposals. Since there were only two firms, we got their best people and attention, and the spirited negotiation resulted in a great deal for the City. Let me know if you have any questions. Jeff ---------------------------------------------- Jeff Sachs,Managing Partner Strategic Advisory Group 3848 Saint Annes Court Duluth,GA 30096 P (678)584-0705 C(404)307-9277 F (678)584-0706 1 ATTACHMENT "E" CITY MANAGER'S DUE DILIGENCE Financial Capability and Project Financing The RFQ required proposing teams to describe their financial capability and to also summarize their approach to financing private components of the project. The latter required a summary of the proposer's role in capitalization, relationships with capital sources and their commitment to provide all or a portion of the financing. Additionally, the proposers were to provide the proposed financing mechanism for the public components of the project including any public- private partnership structure. As part of the City's preliminary due diligence, Patricia Walker, the Chief Financial Officer, has reviewed the submittals of the top ranked firms and provides the following information. More extensive due diligence is required and will be performed during Phase II for the shortlisted proposers. Portnnan-CIVIC Portman-CMC, the first ranked team is primarily comprised of Portman Holdings, LLC, CIVIC Group, Cirque du Soleil and Whitman Lazenby Properties. Portman Holdings is wholly owned by the Portman family, and their activities are supported financially by Portman Financial Inc, a holding company owned by the Portman family. As a privately owned company, this entity does not release financial statements; however, Portman officials will discuss the company's financial capabilities with the City at the appropriate time. Financial Capabilities Portman was founded, over 60 years ago and in their proposal they stated they have raised over $6 billion in various debt and equity instruments. In regard to equity capital, Portman states that they have worked with a number of major institutional capital sources to finance premier real estate developments throughout the world and have developed relationships with most major US and international banks. Many representative examples are provided in the document. CIVIC states that they have raised in excess of $1.25 billion in equity and debt financing to fund their development projects and have worked with a number of private and institutional investors to provide equity and has obtained financing from a number of other lenders. Representative examples of their projects are also provided. Approach to Project Financing Portman-CMC intends to minimize public funds and maximize private investment. The team states that they have a proven track record of working with public sector partners, as illustrated in their proposal, to develop and execute structures that meet the needs of both the capital markets and the public and private sector participants. Portman-CMC will lead the process of securing all debt and equity capital for the project. The development team will commit to fund the pre-development costs and will contribute significant and meaningful equity capital, alongside the larger debt and equity partners. Portman-CMC will be the General Partner and source all Limited Partner equity and construction/bonded debt. To enhance these efforts Portman-CMC has retained Piper Jaffray to assist with optimal debt and equity capitalization. The team will consider both traditional and public/private partnership financing alternatives. Under the traditional approach they suggest conventional private financing for the hotel, retail, residential and parking components and tax-exempt financing for the public convention center and any civic facilities. Under the public/private partnership alternative the team states, that the structure will be driven based on the City's goals and objectives as well as a cost benefit analysis of the project components and capital cost alternatives. South Beach ACE South Beach ACE, the second ranked team is primarily comprised of Tishman Hotel and Realty,LP (THR), UTA Management, LLC (UTA) and OMA'AMO Architecture PC (OMA). This group also has Goldman Sachs and AECOM among its other team members. Financial Capabilities As stated in their proposal, from a financial capability perspective, three team members THR, UTA and AECOM have substantial net worth and demonstrated experience, as evidenced by examples in the proposal, in raising project level debt and equity on a project by project basis. All three firms maintain long standing relationships with debt and equity sources. AECOM states that they have in excess of one billion in committed bank facilities with substantial unused capacity. Approach to Project Financing Also stated in their proposal, equity for the private components of the project will come from THR and UTA with additional equity from institutional investors and possibly AECOM. THR and UTA have a long history of investing their own money in developments, as specifically described by representative projects in their proposal, as well as raising equity from institutional and private equity sources on a project by project basis. Privately funded uses may include some combination of hotel, retail, residential, office and entertainment; each may be financed independently so as to attract the least expensive debt and equity for each use. THR believes this will enable them to pay the most ground rent to the City. THR states that they bring a strong stable balance sheet and substantial annual cash flow available to invest as well as many long standing lender and joint venture partner relationships. Further that their equity value is in excess of one billion dollars. They have raised in excess of$5.1 billion dollars in total debt and equity over the last 15 years and have a portfolio valued in excess of $3 billion with their equity valued at approximately $1 billion. THR is a private company and does not publish their financial statements however; they are prepared to provide audited statements or other information in support of the firm's ability to undertake this project to the City at the appropriate time. AECOM, states that they bring a strong balance sheet that provides both the ability to guarantee construction completion and invest as a joint venture partner. In 2011, they state their revenues were $8.1 billion and they had $457 million of cash and in excess of $917 million of available capacity in bank lines of credit. In regard to public project financings mechanisms, THR stated that they have devised creative public/private partnerships to finance high profile projects. AECOM stated that i they have a division dedicated to building and financing public/private partnerships. This team will assist with a financing structure that will likely include a combination of traditionally tax exempt financings secured by Resort Tax, Parking Revenues, Non Ad Valorem sources and an extension of the RDA. Additionally they will work to develop other programs to minimize financing risk to the City and have added Goldman Sachs to their team to assist in these areas. Results of Due Diligence Both teams have included information in their proposals which describe strong financial capabilities and significant experience in raising debt and equity capital. Additionally, both teams bring the capacity to invest in the private components of this project and assist with the strategic planning and execution of financing the public portions using either traditional or non- traditional models as the particular circumstance dictates.