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Request for Proposals RFP 2015-129-ME a ois-a9a2 �, a , III � c/, \S , if' ‘,r\ f I , ' � ' � + 1 +\ice ` lit - '�. � ' a t \ , r , k \- , , F 1,e r, -. 1.Miami Beach {„'i ,, {t 2.Music City Center Nashville,TN .,;',:f-- _ _...at , , _ ' _ ,� 3 McCormick Place West Expansion-Chic g IL I �, Chicago, ' 4.. , ' 4.Walter E.Washington Convention Center- �� min Washington,DC-: ! Request for Proposals CLARK C O N S T R U C T ) () \ for Construction Manager at Risk Services for the Miami Beach Convention Center Renovation and Expansion Project 2502 North Rocky Point Drive Suite 200 RFP No. 2015-129-ME Submitted by Clark Construction Group,LLC Tampa.FL 33607 . 1� .--.�� i1"-, ry " . -.. w,e 9: t 3 ' ;sir - -.. 17,E _ f®t yam _ �� r1 - 1 .,,,....iit ,.. ,,,,,,., , , .4, 4. . .,...: � mi ;9 _,r - 99'9111 • - roil dy v ...P 2 ..2 . _ , , *--.... ritill- .. - ' IP - , a it ,,.. ,.., , . .. ...,„,, 4 i, f 1-p,II•zi r, 1 - if ' * __ ,4, 014,714 d A y i 49.11"1111‘ - 1 A 11) Ai 0 C C -C MCCORMICK PLACE WEST EXPANSION Chicago,IL "I believe we have achieved unprecedented levels of teamwork between contractor and owner.Your team repeatedly bent over backwards, pushing forward matters to satisfy our demands and help create teamwork of which we can all be proud.Whether facing structural steel price increases or expediting the construction schedule,your willingness to be a"team player"has been truly noteworthy,and is sincerely appreciated." Richard Martinez Senior Director of Development(formerly) Metropolitan Pier and Exposition Authority Tabi Executive Summary ov er Page Request for Proposals q P For Construction Manager at Risk Services for the Miami Beach Convention Center Renovation and Expansion Project RFP No. 2015-129-ME I ; ' I% 5, . , -- 1. if,, , i , ! , ,,,t,„ . f ,■ ' ,,::: • Z 'f;', \\\ ''S\ 7, •,1i1 .fit',, .I rT .,t‘ 1 , \ \ 3 \ ''' , t 4. - \ w^ Y , ,, \,• • 4 iH4,.///1 '. ' ' i \ v. 1741 :)::::fir-..1:4:4':. \ . - .A. „ .),,,ir A, -, , , t,,, , v, y.*¢"'v*. `" `rte i� 4:2 ' .,";- I lit - • p • ,to -. \ , v' 10*- \ p f I.. . ' _I ,,,,,,,, ilk.... ..Arlim ,P .1 Submitted by: Clark Construction Group, LLC Point of Contact: Sidney J. Jordan, President/CEO - Northern/Southern Regions 2502 North Rocky Point Drive, Suite 200 Tampa, FL 33607 Phone: 813.636.4422 Fax: 813.207.2078 CLARK RUCTRt) 1 April 9, 2015 City of Miami Beach Department of Procurement Management, 3rd Floor 1700 Convention Center Drive Miami Beach, Florida 33139 Re: Request for Proposals for Construction Manager at Risk Services for The Miami Beach Convention Center Renovation and Expansion Project Dear Ms.Estevez, Clark Construction Group, LLC (Clark) is pleased to submit our response to the City of Miami Beach in response to the Request for Proposals for Construction Manager at Risk (CM at Risk) Services for The Miami Beach Convention Center Renovation and Expansion Project.We firmly believe that Clark is the right partner for the City of Miami Beach to successfully deliver your vision for the new Miami Beach Convention Center. As a leading convention center builder,Clark has the expertise to address unique project challenges and risks. Our history as one of the nation's leading convention center builders is reflected in our proposal and demonstrates our experience successfully completing complex convention centers including renovation and expansion projects. Our experience with working in active convention center spaces ensures our understanding of the importance in maintaining convention center operations and minimizing impact on the delegates, the visitor experience and the local community. On many of our convention center projects, we have worked closely with clients and design teams under CM at Risk or other integrated delivery methods to meet project goals for cost,schedule and quality.For example: • At the Nashville Music City Center project, Clark worked with the client and the design team to reduce the overall project budget by$35 million while maintaining the unique design vision. • At the Boston Convention Center, Clark provided valuable constructability input that reduced the number of unique trusses from 50 to 10 and sized each truss length to be fabricated off-site,saving the client several million dollars. • At the McCormick Place West Hall expansion, Clark had the foresight to lock in material prices early in the project, eliminating the risk of skyrocketing material prices.The project was delivered within budget and four months early. We will bring the same collaborative approach and expertise to the Miami Beach Convention Center project to provide solutions to any cost and schedule challenges. We are uniquely familiar with the Project and the Miami Beach Convention Center. Our project team has intimate knowledge of the Miami Beach Convention Center,as many of our members worked on the 1986 expansion which Clark (then George Hyman) built. In preparation for the design/build procurement, our team has dedicated hundreds of hours over the past 8 months to develop our approach to scheduling and phasing the project. Team members also attended the 2014 Art Basel to gain an understanding of logistical requirements.We have been actively budgeting the project based on Fentress'plans and specifications, including engaging national and local subcontractors for input. Clark, along with our local team member Facchina, held a subcontractor outreach event on January 22, 2015, to begin the subcontractor prequalification process and to generate local interest. Our team's unique knowledge of the project,the local market and Miami Beach Convention Center operations will provide immediate benefits to the Project. The Clark team represents the most knowledgeable, proven, capable and engaged team to partner with the City of Miami Beach to meet each critical Art Basel milestone and successfully complete your project.We are ready to hit the ground running and provide recommendations on scheduling/phasing and cost/budget. We appreciate the opportunity for continued participation and look forward to the next phase of the selection process. Sincerely, CLARK CONSTRUCTION GROUP, LLC • Si*•'�•- Presi.-• =` • rn/Southern Regions Clark Construction Group,LLC 2502 North Rocky Point Drive Phone 813.636.4422 Suite 200 Fax 813.207.2078 2 Tampa,FL 33607 o Table of me nts Page Tab 1 - Executive Summary - Cover Page 1-1 - Cover Letter 1-2 - Table of Contents 1-3 - Proposal Overview 1-4 - Minimum Requirements 1-10 Tab 2 - Organization Plan - Organizational Chart 2-1 c - Narrative 2-4 - Key Personnel Responsibilities 2-38 - Resume - PM and Superintendent 2-39 - Other Resumes 2-43 rn X CD C7 Tab 3 - Prime Proposer Experience & Qualifications - Company Information 3-1 CD - Company's List of Similar Experience and Qualifications 3-5 C.f) - Relevant Experience 3-6 = - LEED Experience 3-30 3 2 pa Tab 4 - Other Team Members 4-1 `.c Tab 5 - Financial Capability - Financial Capabilities 5-1 - Bonding Capacity 5-32 Tab 6 - CMR Fee — Separate Sealed Envelope #1 6-1 Tab 7 - General Conditions — Separate Sealed Envelope #2 7-1 Tab 8 - Forms 8-1 Tab 9 - Other 9-1 Tab 10 - Form of CMR Agreement 10-1 THh1 Executive Summary 2. Proposal Overview. Provide a brief summary describing your proposal. The Miami Beach Convention Center Renovation and Expansion project has several critical aspects that will play a key role in defining the successful delivery of your convention center facility project within budget, in the shortest amount of time and most importantly, without disruption to active, on-going operations. To address these key critical aspects, Clark provides the City of Miami Beach a CM at Risk partner with the following key strengths: • Convention Center Experience • Experience Working on Active Facilities • Major Renovation & Expansion Experience • Tenured & Experienced Staff • Construction Manager at Risk Experience Some people would have looked at this t Music City Center project and thought,`how in the world are - Nas IN we going to make this happen?'Instead, this team looked at every potential .rr obstacle as an opportunity and asked`how do we capitalize on that?" se t Charles Starks, President& CEO, Music ;y � ,. City Center �, Convention Center Experience Clark is one of the nation's most experienced and respected builders of public assembly spaces, with a resume that includes over 15 major convention center projects and dozens of museums, performing arts centers, and arenas. In Tab 3, we have featured a total of ten major convention center projects as evidence of our team's relevant experience. See below for a complete listing of Clark's convention center experience. Project Name Expansion On Time On Budget Maintained Community Total Delivery Delivery Operations Outreach Square Footage Music City Center Nashville,TN (CM at Risk) • • • • 2,100,000 Lead Joint Venture Partner McCormick Place South Building Chicago, IL • • • • • 2,900.000 Lead Joint Venture Partner McCormick Place West Expansion • • • • • 2,600,000 Chicago, IL Lead Joint Venture Partner Knoxville Convention Center • • • 480,000 Knoxville,TN (CM at Risk) Lead Joint Venture Partner Boston Convention & Exhibition Center • • • 1,700,000 Boston, MA (CM at Risk) Lead Joint Venture Partner Project Name Expansion On Time On Budget , Maintained Community Total Delivery Delivery Operations Outreach Square Footage Orange County Convention Center Phase V Expansion • • • • • 2,800,000 Orlando, FL (CM at Risk) Walter E.Washington Convention Center Washington, DC • • • 2,300,000 (CM at Risk) Lead Joint Venture Partner Wisconsin Center • • • 680,000 Milwaukee,WI Palm Beach County Convention Center • • • 346,000 a West Palm Beach, FL Los Angeles Convention Center Expansion • • • • • 2,700,000 rn Los Angeles, CA CD Miami Beach Convention C') Center Expansion • • • • • 1,100,000 rte+ Miami Beach, FL CD Pasadena Convention Center Expansion • • • • • 302,500 Cn Pasadena, CA Henry B.Gonzalez Convention Center • • • • • 865,000 SZa Expansion- Phase I San Antonio,TX Memphis Cook Convention Center Expansion • • • • • 335,000 Memphis,TN San Diego Convention Center Expansion • in On Budget • • 1,000,000 San Diego, CA Progress Lead Joint Venture Partner Major Renovation & Expansion Experience To supplement our project experience, highlighted below are renovation and expansion projects associated with convention centers, event oriented hotel facilities and other active facilities that required a significant amount of planning and coordination to maintain operations.All key team members we have assigned to this project have relevant renovation and expansion experience. Project Name City. State Pasadena Convention Center Expansion Pasadena, CA Henry B. Gonzalez Convention Center Expansion San Antonio,TX McCormick Place West Expansion Chicago, IL LAX Tom Bradley International Terminal - Renovation, Aprons and Concourse Los Angeles, CA Demolition Los Angeles International Airport Tom Bradley Terminal Improvements Los Angeles, CA The Forum Inglewood, CA San Antonio Military Medical Center San Antonio,TX Project Name City, State Pasadena City Hall Seismic Upgrade & Rehabilitation Pasadena, CA San Francisco Civic Center Renovation and Expansion San Francisco, CA Newport Beach Marriott Renovation Newport Beach, CA Manchester Grand Hyatt Convention Center Hotel Expansion San Diego,CA McCormick Place Hyatt Regency Hotel & Conference Center Chicago, IL San Antonio International Airport Terminal Expansion San Antonio,TX New East Concourse and Main Terminal Expansion Houston,TX John Muir Medical Center Walnut Creek, CA McCormick Place Hyatt Regency Expansion and Renovation Chicago, IL 1 1 I 1 °`� `. McCormick Place I w' West Expansion 'w mi S RN , .44iiiiiirkil gift* "Nti 44 !_t .,;, x ii ilittitill , ,Z 4% n CD %AN lik, "kikt *4 ,, ir , -,,, „„„ „.,„, .... , r—f- .;wr„' w" 4114 1 ,..It 1-NII !4N-I.;0,, tt •4 l its <. - NI . w 1 i: mil .- — '------ --•••• , ! ' ii t# --\1: -.7 .., 2 l 1J • ,l ` A 4Ih II lki 'd With 2.6 million square feet of exhibition space, downtown Chicago's McCormick Place is the nation's largest convention center.The new West Building Expansion added hundreds of thousands of square feet of new meeting and exhibit space.The expansion opened its doors in July 2007 on budget and four months ahead of schedule. Construction Manager at Risk Experience Clark is one of the most accomplished Construction Manager at Risk (CM at Risk) builders, with over 135 CM at Risk projects valued at $11.8 billion. Based on this expertise, Clark provides budget, cost and schedule certainty for the Project. Our extensive experience in budgeting and building convention centers and comparably complex projects will enable us to set and, more importantly, maintain a highly reliable "design-to"budget that will lead to a reliable GMP. We will integrate with your team and continuously evaluate the design, provide high quality information, and support sound decision-making to ensure the project stays within budget and on schedule. The table below provides a representative list of Clark's relevant CM at Risk projects. Project Name City. State > S200 M Complex Project Walter E.Washington Convention Center Washington, DC • • Boston Convention & Exhibition Center Boston, MA • • Music City Center Nashville,TN • • Orange County Convention Center Phase V Expansion Orlando, FL • • , Project Name City, State >$200 M Complex Project Knoxville Convention Center Knoxville,TN • • Stanford Adult Hospital Stanford, CA • • The ,_Mn, tiC",K,n;s Hospital - Sheikh Z a, ,: T.),in�r and atEmo:r- ;q,iD • • The Char'o;.te A. Boornberg ON urer''s Center San Antonio Military Medical Center San Antonio, TX • • Southeast Louisiana Veterans Healthcare System New C e n.s L • • Reotacement Hospital LAX Tom Bradley International Terminal - Renovation, Los Angeles, CA • • Aprons and Concourse Demolition Clovis Community Medical Center-Phase B Clovis, CA • • Malcolm X College Campus Chicago, IL • • 0 "Perhaps the most remarkable aspect of Clark's delivery rn ,.. "),.... approach is the way that you teamed with Orange County CCDD .. ' and my staff.From the first day on the project until I was C) handed the keys, your team created an environment = =--i.._e - •c,= --�. ; 7 ; where we all worked as one for the benefit of the Orange =♦ 4 ; ; 1 .....1114i. _..__.. _ 1. County Convention Center. CTS t John Morris,Construction Manager, __ _ Orange County Convention Center = saisinimairvavimw Experience Maintaining Operations of Active Facilities B We know from our experience on expansion projects such as the McCormick Place West Expansion and the Pasadena Convention Center Expansion that frequent and open communication regarding the construction '< schedule and site logistics plan as it relates to the.existing event schedule is critically important. Clark will ensure that construction operations proceed on schedule with no impact to trade shows,'conferences and events, especially Art Basel. Clark will bring our knowledge and extensive experience with expansion planning, scheduling and site logistics to our preconstruction and construction services for the Miami Beach Convention Center Renovation and Expansion Project. Below are some examples of how we have accomplished this on recent projects. McCormick Place West Expansion The McCormick Place West Expansion required invasive demolition " to the existing McCormick Conference Center and Parking Garage ` ._ _ ;w, (CC/PG) while maintaining access between the CC/PG and - the McCormick South Hall Pedestrian Bridge during all shows. Clark started preconstruction with the analysis of the demolition, .y temporary work and new work. The work required the demolition — of several bays of the garage. We installed temporary barriers in the parking garage to section off the active parking from the active _ -1 i. i . - E� demolition work and built a pedestrian tunnel to connect the active garage through our construction site to the Existing South Hall Pedestrian Bridge.This temporary tunnel was reviewed with the City of Chicago for the inclusion of life safety measures including: full fire suppression, normal and emergency lighting, and emergency exits. Several times during the construction of the West Hall, the pedestrian tunnel was relocated to provide access for the new construction. Near the completion of the project, Clark was able to provide temporary occupancy for a pathway through the new building for the public attending shows at the exhibit halls. Through careful planning and a flexible approach, the demolition concluded successfully,and the public access was maintained throughout the process. Proposed Key Project Members Mark Eames (Lead Project Manager) and Bill Dooling (Lead (Job) Superintendent) worked on the McCormick Place West Expansion project. Music City Center The existing access tunnel to the adjacent Bridgestone Arena w was located in the middle of the Music City Center's footprint. -' The project team met with the Bridgestone Arena manager on a - ,•K� '` "`° -c..;� "" regular basis and used his list of shows to develop a work plan Y ` la `` �. --w—,- `.,.° " and schedule. In order to maintain access to the Arena (a 365 } - -- .. • day per year operation) while segregating Arena traffic from °` 'do- -1 ^ --- -. the construction site for safety and logistical reasons, Clark ' developed a multi-phase plan for maintaining access during " " t construction, including an alternate tunnel entrance outside ,,- _ _ of the building footprint and performed all tunnel excavation - - I - over Easter weekend while there were no events at the Arena. - This strategy accelerated the construction schedule while maintaining the on-going operations of the Bridgestone Arena. - - °` co The final configuration of the Arena access is a tunnel running under the Music City Center site.The team received a partial occupancy permit for this space in May of 2011, almost two years before the completion of the convention center work. Proposed Key Project Members Mark Eames (Lead Project Manager) and Bill Dooling(Lead(Job) Superintendent) worked on the Music City Center project. rn >< a , - ° • - •• /Lknonbeun 5r Bridgestone Arena g - X NEW Tunnel `,, • ---+'` 01 ' °a Access ' ''.. T F Y � � V ' ' ' 7[ �" #�" 'ry' ' r �roler Steins . . iy N..<4.7. � wti,�. '� DenwnUeunN ��C ., �c � . � ` '1..;;.•1-.11 , a/.a l ` ^; ' a �` - .� l. g/� -.1,4,5 r ' , ; ? . Re-outedBndgestone� -,,,: , f 2 i.� Z ,„ t V.'' delivery access :Rn �', , r , a 1 ” 4 Tempe � ,f.':.° - ^, • -<., Bridgestone Arena ' q —%' �.� y f��" - f 5th Ave South \ v \f • r r s a Phased Temporary and Final Configurations:After Phased temporary configuration:Rerouted through demolition of existing tunnel,built temporary construction site to existing tunnel. tunnel until the final tunnel could be completed. Experienced Staff As is evident in the listing of staff that follows, we have not only committed staff that is tenured, but have included staff that has very applicable convention center and related experience. Of the seven key staff that are listed, the combined years of construction experience is 189 years with an average of over 27 years per individual. Experience Mark Eames, LEED AP, BD+C Total:25 years Role on this project:Lead Project Manager, Clark Clark:23 years About Mark With over 25 years in the construction industry.Mark brings a strong background in convention center and related hotel experience.Mark's invaluable leadership as an officer of the company,as well as the depth of experience he brings in CM at Risk delivery, including providing preconstruction services, will ensure budget and schedule certainty for this highly cost and milestone driven project. CO l- If" Over the past ten years,Mark's leadership and knowledge has been critical to the highly successful delivery of three complicated,large and high-profile convention centers.He is intimately familiar with the design and construction of components unique to convention centers, including large-span structures, enhanced IT requirements,and large-scale MEP systems.His understanding of key cost drivers and systems,as well as convention center operations,will be highly valuable to the Miami Beach Convention Center team. M x ,,f LD ^ y, ` J Experience = - Bill Doolin g Total:35 years Role on this project:Project(Job)Superintendent, Clark Clark:18 years CD About Bill With over 35 years of construction experience, Bill brings senior leadership and executive field direction 3 4 to the team,ensuring that the project will be built safely in accordance with all project requirements. Bill ,. brings a demonstrated,successful track record as a Lead Superintendent on large-scale complex projects such as the McCormick Place West Expansion,Nashville's Music City Center and both hotel towers at Pa the Hyatt Regency McCormick Place. Bill's repeat performance for work at McCormick Place is evidence of his ability to provide the ultimate in client satisfaction and service. it' Experience David Gillam, LEED AP Total:32 years Role on this project:Assistant Project Manager, Clark Clark:23 years About David David started his career with Clark in 1992.David oversaw the management of Clark's Knoxville Convention Center project,which featured 122,400 square feet of exhibit space,a 30,000 square foot ballroom,and 26,400 square feet of meeting rooms,pre-function space and a 400-seat lecture hall.He also oversaw the George Bush Intercontinental Airport-Federal Inspection Services Building,which demanded exceptional standards of quality for the Customs and Border Protection Agency while maintaining operations. David also worked on the Clark(then George Hyman)renovation and expansion of the Miami Beach Convention P.,;, Center project. Experience James Faddis, LEED AP, BD+C Total:8 years Role on this project:Preconstruction Manager. Clark Clark:8 years About James As Preconstruction Manager.James will report directly to Mark Eames and will be supporting him in carrying e out Clark's preconstruction services for the project. James and his dedicated staff of preconstruction, estimating and procurement specialists.will lead the team in establishing cost and schedule certainty.His responsibilities include oversight of cost estimating and procurement, performing value analysis studies, design coordination and constructibility reviews and ensuring that the budget and design are in alignment. Experience Gentry Griffis Total:40 years Role on this project:CQC Manager Project Quality.Clark Clark:27 years About Gentry Gentry started his career with Clark in 1987. Gentry was the Field Superintendent on Clark's Orange County Convention Center project,which featured a 2.8 million SF convention center expansion including exhibition space, retail, restaurants,and an elevated pedestrian walkway.This project also won Project of the Year by ABC of Central Florida for its high quality and craftsmanship.He was the Field Superintendent on the Palm Beach County Convention Center,which included 102,000 SF of exhibition space,48,000 SF of meeting/banquet space and 1040 parking spaces. Gentry's many years of work experience as a superintendent provided a natural transition to a role as Quality Control Manager for Clark. Gentry's attention to detail and ability to lead others to focus on quality has proven invaluable on several projects. Gentry also worked on the Clark (then George Hyman) renovation and expansion of the Miami Beach Convention Center project. Experience F CO ulya Kocak, LEED Fellow =3- Role on this project:Director of Sustainable Solutions,Clark Total:14 years Clark:3 years About Fulya a Clark's Director of Sustainable Solutions,Fulya Kocak,will be an invaluable asset to the team. She is the rn current Chairman of the Board of Directors for the U.S.Green Building Council-National Capital Region CD (USGBC-NCR) and has 14 years experience in sustainable construction. Fulya will advise the team on n ip LEED and sustainable strategy in order to find smart,sustainable solutions for the Miami Beach Convention = _, Center Renovation and Expansion project. r♦ C CD CJ) Experience = David Cooper 3 Role on this project:Safety Manager,Clark Total:35 years Clark:15 years 3 About David David has 35 years of construction experience, 15 of those with Clark acting as Safety Manager. David {>.,, brings senior,safety focused leadership in addition to convention center experience having worked on the Memphis Cook Convention Center renovation and expansion as well as other complex projects such as the Los Angeles International Airport Tom Bradley Terminal Modifications project,the Los Angeles County/ USC Hospital,and the VA New Orleans Medical Center Replacement Hospital project. David's seasoned tenure in the industry will directly benefit the project in its approach and successful outcome with regards to project safety. Tabi Executive Summary 1 3.Minimum Qualifications.Submit verifiable information documenting compliance with the Minimum Requirements in Division 00100 of this RFP. a. Proposer: The Proposer,as a construction manager construction manager at risk. design/builder, or general contractor,must have completed at least one(1)project with Hard Construction Costs of at least$250 million within the last fifteen(15)years and built or renovated at least one(1)convention center with at least 250,000 square feet of exhibition space within the last 15 (fifteen)years. Please see below for details on Clark's two featured projects meeting the minimum requirements. In addition, Clark has built many other projects that meet these minimum requirements, which are listed on the following page. McCormick Place West Expansion / Chicago, IL ✓ Hard construction costs of at least$250 million in the past 15 years ✓ Convention center with at least 250K SF of exhibition space in the past 15 years At- _ w Mill111111111110 .. 4' - Design/Build _ ,, . i : : r ' :a 4 * ' ail 1 Delivery Method ay 14 �� ,I:. p..E .. ' _ S \ 'd $644,722,063 . r Hard Construction Costs t .!. 1 fth r _` 8/1/2007 '`, Completion Date Project Description: 2.6 million SF includes 470,000 SF of exhibit space, 250,000 470 000 SF SF of meeting space and 100,000 SF of ballroom space and flexible registration space that can be used for light exhibitor meeting rooms.McCormick Place is LEED Exhibition Space Certified. At the time of certification. the U.S. Green Building Council recognized the project as the largest LEED- New Construction Certified building in the country. Clark served as the Lead Joint Venture Partner on this project. © Music City Center/ Nashville,TN ✓ Hard construction costs of at least$250 million in the past 15 years ✓ Convention center with at least 250K SF of exhibition space in the past 15 years A 5 :`'1-t• � 1 ,t -- CM at Risk .; ,�''. ; : , b . ,�; - ��. �s_ Delivery Method 1140.1.: ,, -1 - , , , lb Q , $372,021,420 0 ,T l Hard Construction Costs Kr; H" 4/30/2013 Project Description: 2.1 million GSF convention center, which includes 59 meeting Completion Date rooms, two ballrooms, 36 loading docks, and a 800,000 SF, 1,775-vehicle parking garage. It also houses a 350,000 SF exhibit hall that is acoustically designed to 350,000 SF serve as a live music venue.The convention center's clearspan exhibit halls utilize a Exhibition Space unique cable-braced structure that helps form the rooftop's 14-acre rippling topogra- phy.This impressive 175,000 SF green roof is one of the largest in the nation;water collected from the roof is stored in a 500,000 gallon tank and is reused as graywater. The project achieved LEED Gold certification. exceeding the original goal of LEED , Silver. Clark served as the Lead Joint Venture Partner on this project. Tabi Executive Summary Additional Projects with Hard Construction Costs Greater than $250 million In addition to the two featured projects that meet the minimum requirements, Clark has completed 13 projects of similar complexity with Hard Construction Costs of at least$250 million within the last fifteen (15) years. Project Name Delivery Method I Type Completion Hard Construction Date Costs a Los Angeles International Airport Tom General Contractor Airports 2010 $414,261,544 Bradley Terminal Improvements ® U.S.Coast Guard Headquarters Design/Build Public Office 2013 $379.184,544 Building ® Governor George Deukmejian Design/Build Public Office 2013 $354,846,296 Courthouse Building 4 Walter Reed National Military Medical Design/Build Health Care 2011 $333,234,710 Center The Johns Hopkins Hospital-Sheikh Construction Health Care 2011 $641,1 75,497 ® Zayed Tower and The Charlotte R. Manager-at-Risk Bloomberg Children's Center 6. San Antonio Military Medical Center Construction Health Care 2013 $588,911,424 Manager-at-Risk Ell LA County+USC Medical Center General Contractor Health Care 2008 $500,386,753 8. California Healthcare Facility - Stockton Design/Build Health Care 2013 $457,010,646 9. Naval Replacement Hospital-Camp Design/Build Health Care 2013 $315,577,314 Pendleton 10. VA Las Vegas Medical Center, Phase General Contractor Health Care 2012 $328,563,315 IV ® John Muir Medical Center General Contractor Health Care 2011 $261,942,294 ® CityCenterDC General Contractor Mixed-Use 2013 $410,123,391 IN Nationals Park Design/Build Public 2008 $335,536,801 Assembly .1 Los Angeles International Airport 7. LA County+USC Medical Center •.r--,!4:7. Terminal Improvements -- � _ r. _ ...., .,,, _ ,„. "- —"'i 1.....41 ..&...'" -..Ahibr,s--"--'..---.: 'OV' . ',1 :- .. — ' Ec---_ a - _ i Yf .Ww s f s j / :___ /.. - "-y F' ` , ,,,- 6.San Antonio '� `'�`' `` .`� Military e•ica /; - , Center 0,--iirv.:91#::....,4 , . . ,. 0„ .,0 _ . 5 The Johns Hopkins Hospital -Sheikh Zayed Tower and The Charlotte;R. Bloomberg Children' '� 4 "{ „„tra,w• _ . a �.� « -fir ... ,_ -a. .c . ,, lit fr, , ! •...,w• . . • •► ;- —, • a s �- '. -Lz ' , . Rt$� IN*101 ti. " w•.• 1� ... .-� - • _' \ 12. CityCenterDC Medical Cent Tabi Executive Summary Convention Center projects in excess of 250,000 SF of exhibition space. Clark has built or renovated 5 convention centers with at least 250,000 square feet of exhibition space within the last 15 (fifteen) years. Project Name Delivery Method Exhibition Completion Hard Construction Space SF Date Costs El Music City Center Construction 350,000 SF 2013 $372,021,420 Manager-at-Risk ® McCormick Place West Building Design Build 470,000 SF 2007 $644.722.063 ® Boston Convention & Exhibition Construction 515.000 SF 2004 $463,054,213 Center Manager-at-Risk 4. Orange County Convention Center Construction 972,000 SF 2003 $520,000.000 Phase V Expansion Manager-at-Risk ® Walter E.Washington Convention Construction 725,000 SF 2003 $606,860,529 Center Manager-at-Risk -zeir, • 3. Boston Convention & Exhibition Center ti ._ 1 1. Music City Center '" -0.-_-,::-i,.> m - '.114/411111111411 It' '''''''''' 111141 taiii Mr 4 t*-411111116d.. - '\e,„,.., \i,. °4 1. _ Tarp# s E �: k -_ham-1r I z; I' - '. . - . r 4.Orange County Convention Center Phase V Expansion I ( _°1k� . McCat'r k Pia _ Building e �.� _ 5.Walter E.Washington Convention Center ; == � 4006, r"G 1 it 4 =;: �� _ - .....__..„.....,,,N 7. Tahi Executive Summary b. The Proposer must have a minimum bonding capacity of$500 million. Please see the next following pages confirming Clark's bonding capacity is in excess of$500 million. TRAVELERS _I One Tower Square Hartford, CT 06183 April 6,2015 Ms.Maria Estevez City of Miami Beach Department of Procurement Management 3'l Floor, 1700 Convention Center Drive Miami Beach,Florida 33139 Re: Request for Proposals(RFP)No.2015-129-ME for Construction Manager at Risk Services for the Miami Beach Convention Center Renovation and Expansion Project Miami Beach,Florida Dear Ms.Estevez: Travelers Casualty and Surety Company of America,a co-surety partner with Federal Insurance Company,Fidelity and Deposit Company of Maryland,and Zurich American Insurance Company,has the privilege of providing surety bonds for Clark Construction Group,LLC. The available bonding capacity on individual projects is in excess of $600,000,000 with an aggregate of$5,000,000,000. Clark has adequate bonding capacity for construction of the Project. In our opinion,Clark is one of the finest,best managed construction firms in the country. Clark has handled each of its projects in a professional manner and completed all satisfactorily. We hope the above demonstrates our utmost confidence in Clark Construction Group,LLC. We anticipate being in a position to issue the required bonds for this project subject to acceptable review of the contract documents and bond forms,financing,availability of reinsurance,and Clark Construction Group,LLC continuing to satisfy other underwriting considerations at the time the bonds are requested. This letter is not an assumption of liability and is issued only as a reference request from our client. Sincerely, Travelers Casualt and Suret Company of America A.M. Best Ratin_ A++XV By: I Karen r. Bc ling,Attorney-in-Fact 15 �. WARNING:THIS POWER ATTORNEY IS INVALID WITHOUT THE RED BORDER All NW POWER OF ATTORNEY TRAVELERSJ Farmington Casualty Company St.Paul Mercury Insurance Company Fidelity and Guaranty Insurance Company Travelers Casualty and Surety Company Fidelity and Guaranty Insurance Underwriters,Inc. Travelers Casualty and Surety Company of America St.Paul Fire and Marine Insurance Company United States Fidelity and Guaranty Company St.Paul Guardian Insurance Company Attorney-In Fact No. 219657 Certificate No. 006092793 KNOW ALL MEN BY THESE PRESENTS: That Farmington Casualty Company, St. Paul Fire and Marine Insurance Company,St. Paul Guardian Insurance Company,St.Paul Mercury Insurance Company,Travelers Casualty and Surety Company,Travelers Casualty and Surety Company of America,and United States Fidelity and Guaranty Company are corporations duly organized under the laws of the State of Connecticut,that Fidelity and Guaranty Insurance Company is a corporation duly organized under the laws of the State of Iowa,and that Fidelity and Guaranty Insurance Underwriters,Inc.,is a corporation duly organized under the laws of the State of Wisconsin(herein collectively called the"Companies"),and that the Companies do hereby make,constitute and appoint Diana L.Parker.and Karen C.Bowling of the City of Columbia _ ,State of Maryland ,their true and lawful Attorneys)-in-Fact, each in their separate capacity if more than one is named above,to sign,execute,seal and acknowledge any and all bonds,recognizances,conditional undertakings and other writings obligatory in the nature thereof on behalf of the Companies in their business of guaranteeing the fidelity of persons,guaranteeing the performance of contracts and executing or guaranteeing bonds and undertakings required or permitted in any actions or proceedings allowed by law. IN WITNESS WHEREOF,the Companies have caused this instrument to be signed and their corporate seals to be hereto affixed,this I l Ih day of November 2014 Farmington Casualty Company St.Paul Mercury Insurance Company Fidelity and Guaranty Insurance Company Travelers Casualty and Surety Company Fidelity and Guaranty Insurance Underwriters,Inc. Travelers Casualty and Surety Company of America St.Paul Fire and Marine Insurance Company United States Fidelity and Guaranty Company St.Paul Guardian Insurance Company 044444 f IN ` y J,pilE 4 QpAµ.`NSG9 40..,NSf ' sJ��TY Ahp 1fG* gy "440L 44), �� I�'� "'. T 7 �.`pI1P011.fj•ys QG: n 4r a. + t o ?- tm 1 i l E;C� w i,00"4 A p a f fis 1!3 2 O �4' t m t i �.. n c RD, <+�SD�' � �9Jr'I .°�!�o �`S�AL;oI ��,SBAL;�Dt ',r � P d`.• AMA ' 0 './ ti �ai.tANG�G d!s �M�a�! 4.1-7-1-+� '`y1 Nye AMh' 4/, =40"/ State of Connecticut By Al City of Hartford ss. Robert L.Raney..eniar Vice President On this the 1 I th day of November 2014 ,before me personally appeared Robert L.Raney,who acknowledged himself to be the Senior Vice President of Farmington Casualty Company, Fidelity and Guaranty Insurance Company,Fidelity and Guaranty Insurance Underwriters,Inc.,St.Paul Fire and Marine Insurance Company,St.Paul Guardian Insurance Company,St.Paul Mercury Insurance Company,Travelers Casualty and Surety Company,Travelers Casualty and Surety Company of America,and United States Fidelity and Guaranty Company,and that he,as such,being authorized so to do,executed the foregoing instrument for the purposes therein contained by signing on behalf of the corporations by himself as a duly authorized officer. t` erikt In Witness Whereof,I hereunto set my hand and official seal. VO W�" e ' .� s, My Commission expires the 30th day of June,2016. * p��p� * Marie C.Tetreault,Notary Public A4j OW 58440-8-12 Printed in U.S.A. 16 WARNING:THIS POWER OF ATTORNEY IS INVALID WITHOUT THE RED BORDER WARNING:THIS POWER OF ATTORNEY IS INVALID WITHOUT THE RED BORDER This Power of Attorney is granted under and by the authority of the following resolutions adopted by the Boards of Directors of Farmington Casualty Company,Fidelity and Guaranty Insurance Company,Fidelity and Guaranty Insurance Underwriters,Inc.,St.Paul Fire and Marine Insurance Company,St.Paul Guardian Insurance Company,St.Paul Mercury Insurance Company,Travelers Casualty and Surety Company,Travelers Casualty and Surety Company of America,and United States Fidelity and Guaranty Company,which resolutions are now in full force and effect,reading as follows: RESOLVED,that the Chairman,the President,any Vice Chairman,any Executive Vice President,any Senior Vice President,any Vice President,any Second Vice President,the Treasurer,any Assistant Treasurer,the Corporate Secretary or any Assistant Secretary may appoint Attorneys-in-Fact and Agents to act for and on behalf of the Company and may give such appointee such authority as his or her certificate of authority may prescribe to sign with the Company's name and seal with the Company's seal bonds,recognizances,contracts of indemnity,and other writings obligatory in the nature of a bond,recognizance,or conditional undertaking,and any of said officers or the Board of Directors at any time may remove any such appointee and revoke the power given him or her;and it is FURTHER RESOLVED,that the Chairman,the President,any Vice Chairman,any Executive Vice President,any Senior Vice President or any Vice President may delegate all or any part of the foregoing authority to one or more officers or employees of this Company,provided that each such delegation is in writing and a copy thereof is filed in the office of the Secretary;and it is FURTHER RESOLVED,that any bond,recognizance,contract of indemnity,or writing obligatory in the nature of a bond,recognizance,or conditional undertaking shall be valid and binding upon the Company when(a)signed by the President,any Vice Chairman,any Executive Vice President,any Senior Vice President or any Vice President,any Second Vice President,the Treasurer,any Assistant Treasurer,the Corporate Secretary or any Assistant Secretary and duly attested and sealed with the Company's seal by a Secretary or Assistant Secretary;or(b)duly executed(under seal,if required)by one or more Attorneys-in-Fact and Agents pursuant to the power prescribed in his or her certificate or their certificates of authority or by one or more Company officers pursuant to a written delegation of authority; and it is FURTHER RESOLVED,that the signature of each of the following officers:President,any Executive Vice President,any Senior Vice President,any Vice President, any Assistant Vice President,any Secretary,any Assistant Secretary,and the seal of the Company may be affixed by facsimile to any Power of Attorney or to any certificate relating thereto appointing Resident Vice Presidents,Resident Assistant Secretaries or Attorneys-in-Fact for purposes only of executing and attesting bonds and undertakings and other writings obligatory in the nature thereof,and any such Power of Attorney or certificate bearing such facsimile signature or facsimile seal shall be valid and binding upon the Company and any such power so executed and certified by such facsimile signature and facsimile seal shall be valid and binding on the Company in the future with respect to any bond or understanding to which it is attached. I,Kevin E.Hughes,the undersigned,Assistant Secretary,of Farmington Casualty Company,Fidelity and Guaranty Insurance Company,Fidelity and Guaranty Insurance Underwriters,Inc.,St.Paul Fire and Marine Insurance Company,St.Paul Guardian Insurance Company,St.Paul Mercury Insurance Company,Travelers Casualty and Surety Company,Travelers Casualty and Surety Company of America,and United States Fidelity and Guaranty Company do hereby certify that the above and foregoing is a true and correct copy of the Power of Attorney executed by said Companies,which is in full force and effect and has not been revoked. IN TESTIMONY WHEREOF,I have hereunto set my hand and affixed the seals of said Companies this (eft day of ,20 117. tai✓'• Kevin E.Hughes,Assistant Sec Lary GASI/q, • ISq YN .G tYA� l,fh."14 A I 19112 0 ICORPOINTED: 'f - stun i _ c'n 2 uni,c 0. <NIAPROVID • ; 1951 1*!' ''S�aLAil ° cow. s 169 To verify the authenticity of this Power of Attorney,call 1-800-421-3880 or contact us at www.travelersbond_com.Please refer to the Attorney-In-Fact number,the above-named individuals and the details of the bond to which the power is attached. 17 WARNING:THIS POWER OF ATTORNEY IS INVALID WITHOUT THE RED BORDER CHUBB GROUP OF INSURANCE COMPANIES CI-+uElB Surety Department 15 Mountain View Road Warren, NJ 07059 April 6,2015 Ms.Maria Estevez City of Miami Beach Department of Procurement Management 31d Floor, 1700 Convention Center Drive Miami Beach,Florida 33139 Re: Request for Proposals(RFP)No.2015-129-ME for Construction Manager at Risk Services for the Miami Beach Convention Center Renovation and Expansion Project Miami Beach,Florida Dear Ms.Estevez: Federal Insurance Company,a co-surety partner with Travelers Casualty and Surety Company of America,Fidelity and Deposit Company of Maryland,and Zurich American Insurance Company,has the privilege of providing surety bonds for Clark Construction Group,LLC. The available bonding capacity on individual projects is in excess of$600,000,000 with an aggregate of $5,000,000,000. Clark has adequate bonding capacity for construction of the Project. In our opinion,Clark is one of the finest,best managed construction firms in the country. Clark has handled each of its projects in a professional manner and completed all satisfactorily. We hope the above demonstrates our utmost confidence in Clark Construction Group,LLC. We anticipate being in a position to issue the required bonds for this project subject to acceptable review of the contract documents and bond forms,financing,availability of reinsurance,and Clark Construction Group,LLC continuing to satisfy other underwriting considerations at the time the bonds are requested. This letter is not an assumption of liability and is issued only as a reference request from our client. Sincerely, Federal Insurance rom any A.M.Best Ratin. A++ V By: Karen Bo ling,Attorney-in-Fact 18 IIC Chubb POWER Federal Insurance Company Attn: Surety Department OF Vigilant Insurance Company 15 Mountain View Road Surety ATTORNEY Pacific Indemnity Company Warren,NJ 07059 CMOs= _ Know All by These Presents, That FEDERAL INSURANCE COMPANY, an Indiana corporation, VIGILANT INSURANCE COMPANY,a New York corporation, and PACIFIC INDEMNITY COMPANY, a Wisconsin corporation,do each hereby constitute and appoint Karen C.Bowling and Diana L.Parker of Columbia, Maryland------------------ ---------------- each as their true and lawful Attorney-in-Fact to execute under such designation in their names and to affix their corporate seals to and deliver for and on their behalf as surety thereon or otherwise.bonds and undertakings and other writings obligatory in the nature thereof(other than bail bonds)given or executed in the course of business,and any instruments amending or altering the same,and consents to the modification or alteration of any instrument referred to In said bonds or obligations. In Witness Whereof,said FEDERAL INSURANCE COMPVY,VIGILANT INSURANCE COMPANY,and PACIFIC INDEMNITY COMPANY have each executed and attested these presents and affixed their corporate seals on this 11 day of November,2014. WI. / re.---- SaiW" ,-./.....Are–AiliC117.17 awn M.Chloros,Assistant Secretary •• '. . orris,Jr.,Vice Prof.• MA%4#6144% 4‘1;-1-71*--., affilu'ice 40/IvAte .-4).2:14:-, 4/4"Allee (0 .44-1-7 '\:,. !flit .,.. - 1641101 ..; ' ' I %((i)% rit:1 '. 1, ) �MA. � 4+5- _ STATE OF NEW JERSEY ss. County of Somerset On this 11th day of November, 2014 before me,a Notary Public of New Jersey,personally came Dawn M.Chloros,to me known to be Assistant Secretary of FEDERAL INSURANCE COMPANY, VIGILANT INSURANCE COMPANY, and PACIFIC INDEMNITY COMPANY, the companies which executed the foregoing Power of Attorney,and the said Dawn M.Clams,being by me duly sworn,did depose and say that she is Assistant Secretary of FEDERAL INSURANCE COMPANY.VIGILANT INSURANCE COMPANY,and PACIFIC INDEMNITY COMPANY and knows the corporate seals thereof,that the seals affixed to the foregoing Power of Attorney are such corporate seals and were thereto attired by authority of the By-Laws of said Companies;and that she signed said Power of Attorney as Assistant Secretary of said Companies by like authority;and that she is acquainted with David B.Norris,Jr.,and knows him to be Vice President of said Companies;and that the signature of David B.Norris,Jr., subscribed to said Power of Attorney Is In the genuine handwriting of David B.Norris,Jr,and was thereto subscribed by authority of said By-Laws and In deponent's presence. Notarial Seal KATHERINE J.ADELAAR /14::.t1 �'� NOTARY PUBLIC OF NEW JERSEY G�L%�No.2316665 ac Commission Expires July 16,2419 Notary Public * / CERTIFICATION Extract from the S .. �.s-:ERAL INSURANCE COMPANY,VIGILANT INSURANCE COMPANY,and PACIFIC INDEMNITY COMPANY 'All powers of attorney for and on behalf of the Company may and shall be executed in the name and on behalf of the Company,either by the Chairman or the President or a Vice President or an Assistant Vice President,jointly with the Secretary or an Assistant Secretary,under their respective designations.The signature of such officers may be engraved,printed or lithographed.The signature of each of the following officers:Chairman,President,any Vice President.any Assistant Voce President,any Secretary,any Assistant Secretary and the seal of the Company may be affixed by facsimile to any power of attorney or to any certificate relating thereto appointing Assistant Secretaries or Attorneys-in-Fact for purposes only of executing and attesting bonds and undertakings and other writings obligatory in the nature thereof,and any such power of attorney or certificate bearing such facsimile signature or facsimile seal shall be valid and binding upon the Company and any such power so executed and certified by such facsimile signature and facsimile seal shall be valid and binding upon the Company with respect to any bond or undertaking to which it is attached.' I,Dawn M.Chioros,Assistant Secretary of FEDERAL INSURANCE COMPANY,VIGILANT INSURANCE COMPANY,and PACIFIC INDEMNITY COMPANY(the'Companies') do hereby certify that () the foregoing extract of the By-Laws of the Companies is true and correct, (ii) the Companies are duly licensed and authorized to transact surety business in all 50 of the United States of America and the District of Columbia and are authorized by the U.S. Treasury Department;further,Federal and Vigilant are licensed in the U.S.Virgin Islands,and Federal is licensed in American Samoa,Guam,Puerto Rico,and each of the Provinces of Canada except Prince Edward Island;and (iii) the foregoing Power of Attorney Is true,correct and in full force and effect. Given under my hand and seals of said Companies at Warren,NJ this C V/,c— ai-ye_A„e 41 114 4' 14#"Att 1::10/ ( it ) ..votot". .s -,,14-11.:4?'• *VW ',..:, % LI 1 1 i 1 Dawn M.Chloros,Assistant Secretary w THE EVENT YOU WISH TO NOTFY US OF A CLAIM,VERIFY THE AUTHENTICITY OF THIS 80NO OR NOTIFY US OF ANY OTHER MATTER PLEASE CONTACT US AT ADDRESS LISTED ABOVE,OR BY TerephaneI908)903-3493 Fax(908)903-3658 e-mail: se,retyOeh:,,bb oom Font 155-10-0225E1-U 1 9 Tim The Fidelity and DeposiCompanies F D Mid-Atlantic Region Red Brook Corporate Center 600 Red Brook Blvd.,4th Floor Cow Owings Mills,MD 21117 ZURICH April 6,2015 Ms.Maria Estevez City of Miami Beach Department of Procurement Management 3'd Floor,1700 Convention Center Drive Miami Beach,Florida 33139 Re: Request for Proposals(RFP)No.2015-129-ME for Construction Manager at Risk Services for the Miami Beach Convention Center Renovation and Expansion Project Miami Beach,Florida — Dear Ms.Estevez: Fidelity and Deposit Company of Maryland and Zurich American Insurance Company,co-surety partners with Travelers Casualty and Surety Company of America,and Federal Insurance Company,have the privilege of providing surety bonds for Clark Construction Group,LLC.The available bonding capacity on individual projects is in excess of$600,000,000 with an aggregate of$5,000,000,000. Clark has adequate bonding capacity for construction of the Project. In our opinion,Clark is one of the finest,best managed construction firms in the country. Clark has handled each of its projects in a professional manner and completed all satisfactorily. We hope the above demonstrates our utmost confidence in Clark Construction Group,LLC. We anticipate being in a position to issue the required bonds for this project subject to acceptable review of the contract documents and bond forms,financing,availability of reinsurance,and Clark Construction Group,LLC continuing to satisfy other underwriting considerations at the time the bonds are requested. This letter is not an assumption of liability and is issued only as a reference request from our client. Sincerely, Fidelity and Deposi Company • Maryland Zurich American I surance Co pany AM Best Rating. + XV (//' B'" llaren C.Bow'rig,Attorney-in-Fact A member of the e Zurich Financial Services Group 20 ZURICH AMERICAN INSURANCE COMPANY COLONIAL AMERICAN CASUALTY AND SURETY COMPANY FIDELITY AND DEPOSIT COMPANY OF MARYLAND POWER OF ATTORNEY KNOW ALL MEN BY THESE PRESENTS:That the ZURICH AMERICAN INSURANCE COMPANY,a corporation of the State of New York,the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY,a corporation of the State of Maryland,and the FIDELITY AND DEPOSIT COMPANY OF MARYLAND a corporation of the State of Maryland(herein collectively called the "Companies"), by THOMAS O. MCCLELLAN, Vice President, in pursuance of authority granted by Article V, Section 8, of the By-Laws of said Companies,which are set forth on the reverse side hereof and are hereby certified to be in full force and effect on the date hereof,do hereby nominate,constitute,and appoint Karen C.BOWLING,Peter F.JONES and Diana L.PARKER,all of Columbia,Maryland, EACH its true and lawful agent and Attorney-in-Fact,to make,execute,seal and deliver,for,and on its behalf as surety,and as its act and deed:any and all bonds and undertakings,and the execution of such bonds or undertakings in pursuance of these presents,shall be as binding upon said Companies,as fully and amply,to all intents and purposes,as if they had been duly executed and acknowledged by the regularly elected officers of the ZURICH AMERICAN INSURANCE COMPANY at its office in New York,New York.,the regularly elected officers of the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY at its office in Owings Mills, Maryland., and the regularly elected officers of the FIDELITY AND DEPOSIT COMPANY OF MARYLAND at its office in Owings Mills, Maryland., in their own proper persons. The said Vice President does hereby certify that the extract set forth on the reverse side hereof is a true copy of Article V,Section 8,of the By-Laws of said Companies,and is now in force. IN WITNESS WHEREOF, the said Vice-President has hereunto subscribed his/her names and affixed the Corporate Seals of the said ZURICH AMERICAN INSURANCE COMPANY, COLONIAL AMERICAN CASUALTY AND SURETY COMPANY, and FIDELITY AND DEPOSIT COMPANY OF MARYLAND,this 24th day of November,A.D.2014. ATTEST: ZURICH AMERICAN INSURANCE COMPANY COLONIAL AMERICAN CASUALTY AND SURETY COMPANY FIDELITY AND DEPOSIT COMPANY OF MARYLAND r � p 0llpf� •,,••( tiM8G ,t u... . • o i3 VI.01 (SAL i Ist jos • 4. 'V BY Secretary Vice President Eric D.Barnes Thomas O.McClellan State of Maryland County of Baltimore On this 24th day of November,A.D.2014,before the subscriber,a Notary Public of the State of Maryland,duly commissioned and qualified,THOMAS O. MCCLELLAN,Vice President,and ERIC D. BARNES,Secretary, of the Companies,to me personally known to be the individuals and officers described in and who executed the preceding instrument,and acknowledged the execution of same,and being by me duly sworn,deposeth and saith,that he/she is the said officer of the Company aforesaid,and that the seals affixed to the preceding instrument are the Corporate Seals of said Companies,and that the said Corporate Seals and the signature as such officer were duly affixed and subscribed to the said instrument by the authority and direction of the said Corporations. IN TESTIMONY WHEREOF,[have hereunto set my hand and affixed my Official Seal the day and year first above written. 1-0 (- Maria D.Adamski,Notary Public My Commission Expires:July 8,2015 POA-F 025-0041 C 21 EXTRACT FROM BY-LAWS OF THE COMPANIES "Article V,Section 8,Attorneys-in-Fact. The Chief Executive Officer,the President,or any Executive Vice President or Vice President may, by written instrument under the attested corporate seal, appoint attorneys-in-fact with authority to execute bonds, policies, recognizances, stipulations, undertakings,or other like instruments on behalf of the Company, and may authorize any officer or any such attorney-in-fact to affix the corporate seal thereto;and may with or without cause modify of revoke any such appointment or authority at any time." CERTIFICATE I, the undersigned, Vice President of the ZURICH AMERICAN INSURANCE COMPANY, the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY,and the FIDELITY AND DEPOSIT COMPANY OF MARYLAND,do hereby certify that the foregoing Power of Attorney is still in full force and effect on the date of this certificate;and I do further certify that Article V,Section 8,of the By-Laws of the Companies is still in force. This Power of Attorney and Certificate may be signed by facsimile under and by authority of the following resolution of the Board of Directors of the ZURICH AMERICAN INSURANCE COMPANY at a meeting duly called and held on the 15th day of December 1998. RESOLVED: "That the signature of the President or a Vice President and the attesting signature of a Secretary or an Assistant Secretary and the Seal of the Company may be affixed by facsimile on any Power of Attorney...Any such Power or any certificate thereof bearing such facsimile signature and seal shall be valid and binding on the Company." This Power of Attorney and Certificate may be signed by facsimile under and by authority of the following resolution of the Board of Directors of the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY at a meeting duly called and held on the 5th day of May, 1994,and the following resolution of the Board of Directors of the FIDELITY AND DEPOSIT COMPANY OF MARYLAND at a meeting duly called and held on the 10th day of May,1990. RESOLVED: "That the facsimile or mechanically reproduced seal of the company and facsimile or mechanically reproduced signature of any Vice-President,Secretary,or Assistant Secretary of the Company,whether made heretofore or hereafter,wherever appearing upon a certified copy of any power of attorney issued by the Company,shall be valid and binding upon the Company with the same force and effect as though manually affixed. TESTIMO WHE -OF,I have hereunto subscribed my name and affixed the corporate seals of the said Companies, thi day of ,20tr. • iz - 'o SBAL 16 OOP �wr►� t.! Gerald F.Haley,Vice President 22 ZURICH AMERICAN INSURANCE COMPANY COLONIAL AMERICAN CASUALTY AND SURETY COMPANY FIDELITY AND DEPOSIT COMPANY OF MARYLAND POWER OF ATTORNEY KNOW ALL MEN BY THESE PRESENTS:That the ZURICH AMERICAN INSURANCE COMPANY,a corporation of the State of New York,the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY,a corporation of the State of Maryland,and the FIDELITY AND DEPOSIT COMPANY OF MARYLAND a corporation of the State of Maryland (herein collectively called the "Companies"),by THOMAS O. MCCLELLAN, Vice President, in pursuance of authority granted by Article V, Section 8, of the By-Laws of said Companies,which are set forth on the reverse side hereof and are hereby certified to be in full force and effect on the date hereof,do hereby nominate,constitute,and appoint Karen C.BOWLING,Peter F.JONES and Diana L.PARKER,all of Columbia,Maryland, EACH its true and lawful agent and Attorney-in-Fact,to make,execute,seal and deliver,for,and on its behalf as surety,and as its act and deed:any and all bonds and undertakings,and the execution of such bonds or undertakings in pursuance of these presents,shall be as binding upon said Companies,as fully and amply,to all intents and purposes,as if they had been duly executed and acknowledged by the regularly elected officers of the ZURICH AMERICAN INSURANCE COMPANY at its office in New York,New York.,the regularly elected officers of the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY at its office in Owings Mills, Maryland., and the regularly elected officers of the FIDELITY AND DEPOSIT COMPANY OF MARYLAND at its office in Owings Mills, Maryland., in their own proper persons. The said Vice President does hereby certify that the extract set forth on the reverse side hereof is a true copy of Article V,Section 8,of the By-Laws of said Companies,and is now in force. IN WITNESS WHEREOF,the said Vice-President has hereunto subscribed his/her names and affixed the Corporate Seals of the said ZURICH AMERICAN INSURANCE COMPANY, COLONIAL AMERICAN CASUALTY AND SURETY COMPANY, and FIDELITY AND DEPOSIT COMPANY OF MARYLAND,this 24th day of November,A.D.2014. ATTEST: ZURICH AMERICAN INSURANCE COMPANY COLONIAL AMERICAN CASUALTY AND SURETY COMPANY FIDELITY AND DEPOSIT COMPANY OF MARYLAND M•. V ` 7 .6Vi 0 SEAL 1 2 ..,. ,4 m+ + f _ --yt T : Z 1901I f -1(ig,i-, /4), C Secretary Vice President Eric D.Barnes Thomas O.McClellan State of Maryland County of Baltimore On this 24th day of November,A.D.20I4,before the subscriber,a Notary Public of the State of Maryland,duly commissioned and qualified,THOMAS O.MCCLELLAN,Vice President,and ERIC D. BARNES,Secretary, of the Companies,to me personally known to be the individuals and officers described in and who executed the preceding instrument,and acknowledged the execution of same,and being by me duly sworn,deposeth and saith,that he/she is the said officer of the Company aforesaid,and that the seals affixed to the preceding instrument are the Corporate Seals of said Companies,and that the said Corporate Seals and the signature as such officer were duly affixed and subscribed to the said instrument by the authority and direction of the said Corporations. IN TESTIMONY WHEREOF,I have hereunto set my hand and affixed my Official Seal the day and year first above written. S'‘,%‘-`it:.:::!:;11111 9.7tv,,,- D 00-.712 t;,,Ti,f.t,,G..41 Maria D.Adamski,Notary Public My Commission Expires:July 8,2015 POA-F 025-0041c 23 EXTRACT FROM BY-LAWS OF THE COMPANIES "Article V,Section 8,Attorneys-in-Fact. The Chief Executive Officer,the President,or any Executive Vice President or Vice President may, by written instrument under the attested corporate seal, appoint attorneys-in-fact with authority to execute bonds, policies, recognizances, stipulations,undertakings,or other like instruments on behalf of the Company, and may authorize any officer or any such attorney-in-fact to affix the corporate seal thereto;and may with or without cause modify of revoke any such appointment or authority at any time." CERTIFICATE I, the undersigned, Vice President of the ZURICH AMERICAN INSURANCE COMPANY, the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY,and the FIDELITY AND DEPOSIT COMPANY OF MARYLAND,do hereby certify that the foregoing Power of Attorney is still in full force and effect on the date of this certificate;and I do further certify that Article V,Section 8,of the By-Laws of the Companies is still in force. This Power of Attorney and Certificate may be signed by facsimile under and by authority of the following resolution of the Board of Directors of the ZURICH AMERICAN INSURANCE COMPANY at a meeting duly called and held on the 15th day of December 1998. RESOLVED: "That the signature of the President or a Vice President and the attesting signature of a Secretary or an Assistant Secretary and the Seal of the Company may be affixed by facsimile on any Power of Attorney...Any such Power or any certificate thereof bearing such facsimile signature and seal shall be valid and binding on the Company." This Power of Attorney and Certificate may be signed by facsimile under and by authority of the following resolution of the Board of Directors of the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY at a meeting duly called and held on the 5th day of May, 1994,and the following resolution of the Board of Directors of the FIDELITY AND DEPOSIT COMPANY OF MARYLAND at a meeting duly called and held on the 10th day of May,1990. RESOLVED: "That the facsimile or mechanically reproduced seal of the company and facsimile or mechanically reproduced signature of any Vice-President,Secretary,or Assistant Secretary of the Company,whether made heretofore or hereafter,wherever appearing upon a certified copy of any power of attorney issued by the Company,shall be valid and binding upon the Company with the same force and effect as though manually affixed. N TESTIM WHE -OF,I have hereunto subscribed my name and affixed the corporate seals of the said Companies, this/day of ,20 I f . n+. Gerald F.Haley,Vice President 24 b. Proposer's Lead Project Manager c. The Proposers Lead Project Manager for this Project must have managed one(1)project with Hard Construction Costs of at least$100 million within the last 15(fifteen)years, and must have managed the construction or renovation of at least one(1)convention center with at least 100,000 square feet of exhibition space within the last 15(fifteen)years. Mark Eames, LEED AP, BD+C Role on this project:Lead Project Manager, Clark =Satisfies Minimum Requirements Relevant Project Experience ® Music City Center,Nashville,TN Role:Vice President Completion Date:April 2013 Hard Construction Cost:$372 M Project size:2.1 Million GSF Exhibition SF:470,000 SF Project Delivery:CM at Risk 2.1 million GSF convention center. which includes 59 meeting rooms, two ballrooms, 36 loading docks, and a 800,000 SF, 1,775-vehicle parking garage.It also houses a 350,000 SF exhibit hall that is acoustically designed to serve as a live music venue.The convention center's clearspan exhibit halls utilize a unique cable-braced structure that helps form the rooftop's 14-acre rippling topography, its signature design feature.This impressive 175.000 SF green roof is one of the largest in the nation; . ' water collected from the roof is stored in a 500,000 gallon tank and is reused as graywater.The project achieved LEED Gold certification,exceeding the original goal of LEED Silver. ✓ Hard Project Cost of at least$100 million ✓ Convention Center with at least 100,000 SF of exhibition space ✓ Within last 15 years rn Experience X McCormick Place West Expansion,Chicago, IL CD Total:25 years ®Role:Vice President Completion Date:August 2007 Hard Construction Cost:$645 M C7 Clark:23 years Project SF:2.6 million GSF Exhibition SF:470,000 SF Project Delivery:Design-Build Convention center expansion including exhibit space,meeting space,ballroom and registration space. • Education The largest LEED Certified building at the time of completion. CD B.S.,Civil Engineering, ✓ Hard Project Cost of at least$100 million Columbia University ✓ Convention Center with at least 100,000 SF of exhibition space ✓ Within last 15 years Professional Certifications - LEED Accredited Boston Convention&Exhibition Center,Boston,MA 3 Professional.BD+C Role:Project Manager Completion Date:June 2004 Hard Construction Cost:$463 M ¢� OSHA 30 Hour Certified Project size:1.7 million GSF Exhibition SF:515,000 SF Project Delivery:CM at Risk The Boston Convention & Exhibition Center includes a 515,000 square-foot exhibit hall, 165,000 - First Aid/CPR Certified square feet of meeting rooms."and a 41,000 square-foot ballroom.Clark,serving under a joint venture agreement,delivered the massive facility on the aggressive schedule.This feat required tremendous collaboration among the city of Boston,design team,construction manager,builder and the community. ✓ Hard Project Cost of at least$100 million ✓ Convention Center with at least 100,000 SF of exhibition space ✓ Within last 15 years Gannett/USA TODAY Headquarters,McLean,VA Role:Project Manager Completion Date:August 2001 Hard Construction Cost:$167 M Project size:1.5 million GSF Project Delivery:General Contractor 1.5 million GSF headquarters facility situated on a 30-acre site and encompassing two striking office towers wrapped in glass curtain wall that rise from a three-story glass and stone base building and total 820,000 SF. Clark was also responsible for the construction of a new six-level, 680,000 SF, above- grade parking garage providing 2,500 spaces, as well as full tenant fit-out work of the office towers highlighted by the three-story,sky-lit atrium lobby accentuated by the"Harp Stairs." ✓ Hard Project Cost of at least$100 million ✓ Within last 15 years Hyatt Regency McCormick Place-Hotel Expansion and Renovation,Chicago, IL Role:Vice President Completion Date:June 2013 Hard Construction Cost:$76 M Project size:766,000 GSF Project Delivery:Design/Build 14-story addition housing 461 rooms built on top of an existing parking garage.The new tower connects to the existing,800-room hotel tower via a pedestrian bridge.The project also includes the renovation of all 800 rooms in the existing tower, as well as renovations to the lobby, conference and business centers.food service areas,and the creation of a junior ballroom.The project,which features a green roof on the new tower achieved LEED Gold certification. LEED Project D===. c � 00 —7= PASADENA CONVENTION CENTER Pasadena,CA "The Pasadena Convention Center project far exceeded the established community outreach goals for local resident hiring,local business participation,and local purchasing. Clark Construction has built a lasting structure for the citizens of Pasadena that will be admired by visitors from across the state,the country,and the globe." Michael Ross Chief Executive Officer Pasadena Center Operating Company TabZ Organization Plan PRE-CONSTRUCTION Proposer shall submit an organizational structure that has FENTRESS a sufficient number of professionals and other personnel to perform the work, including: a. An organizational chart depic`i the structure and lines of authority and communication. � LEAD PROJECT MANAGER MARK EAMES,LEED AP PRECONSTRUCTION ASSISTANT PROJECT PROJECT(JOB) SAFETY MANAGER - MANAGER MANAGER SUPERINTENDENT JAMES FADDIS DAVID GILLAM,LEED AP BILL DOOLING DAVID COOPER MECHANICAL SPECIALIST CHIEF ESTIMATOR MEP COORDINATOR SCHEDULING ADMINISTRATOR QUALITY CONTROL MANAGER GERRY STOSEK SCOTT WILMING JIM MCCARTY MARK PETRO GENTRY GRIFFIS ELECTRICAL INDIVIDUAL TRADE SITE/STRUCTURAL DIRECTOR OF SPECIALIST ESTIMATORS COORDINATOR SUSTAINABLE SOLUTIOI G SITEWORK DAVID CAUSEY,LEED AP CONCRETE JOSH HOCKENSMITH FULYA KOCAK,LEED FELLOW MASONRY BUILDING ENVELOPE STEEL BUILDING ENVELOPE WORKFG SPECIALIST MILLWORK COORDINATOR COORDINATOR ROOFING JESSE WADESON DOORS&HARDWARE SARAH EARLE BRIDGET NEGRON CURTAINWALL&FINS _ BOOTH FINISHES ARCHITECTURAL FINISHES SPECIALTIES COORDINATOR EQUIPMENT CONVEYING TRAVIS CHESS Other Team Members PRECONSTRUCTION SUPPORT FACCHINA CONSTRUCTION Tab2 Organization Plan ea CONSTRUCTION FENTRESS':. I • . LEAD PROJECT MANAGER , - - . MARK EAMES,LEED AP OPERATIONS LIASON PRECONSTRUCTION ASSISTANT PROJECT PROJECT(JOB) - SAFETY MANAGER MANAGER MANAGER SUPERINTENDENT JAMES FADDIS DAVID GILLAM,LEED AP BILL DOOLING DAVID COOPER SCHEDULING BUILDING ENVELOPE MECHANICAL SPECIALIST CHIEF ESTIMATOR MEP COORDINATOR SAFETY ENGINEER ADMINISTRATOR SUPERINTENDENT L GERRY STOSEK SCOTT WILMING JIM MCCARTY MARK PETRO BRUCE CRANE ROBERT HANSLEY 6.ELECTRICAL INDIVIDUAL TRADE SITE/STRUCTURAL DIRECTOR OF ARCHITECTURAL FINISHES QUALITY CONTROL SPECIALIST ESTIMATORS COORDINATOR kULYAKOCAK.LEEDFELLOW SUSTAINABLE SOLUTIONS SUPERINTENDENT MANAGER LDAVIDCAUSEYLEEDAP SITEWORK CONCRETE JOSH HOCKENSMITH JOHN SCOFIELD GENTRY GRIFFIS MASONRY STEEL BUILDING ENVELOPE WORKFORCE HIRING COORDINATOR COORDINATOR MEP SUPERINTENDENT MILLWORK __ ROOFING BRIDGET NEGRON DOORS&HARDWARE SARAH EARLE STEVE BEACH BOOTH CURTAINWALL&FINS FINISHES F RCHITECTURAL FINISHES SITE/STRUCTURAL PROJECT ADMINISTRATOR SPECIALTIES COORDINATOR SUPERINTENDENT EQUIPMENT • CONVEYING TRAVIS CHESS JIMMY SINGLETARY BRUCE SANDERS Other Team Members CONSTRUCTION SUPPORT FACCH I NA CONSTRUCTION PROPOSED ORGANIZATION As depicted on the organization chart provided on the previous pages, Clark has structured our team for the Miami Beach Convention Center project to achieve several important objectives: • provide a single point of contact and accountability for the City of Miami Beach through our Project Manager Mark Eames, who brings an extensive portfolio of convention center experience; • maximize continuity of staff from the preconstruction to construction phase, resulting in an smooth transition from design to construction through continuity of project knowledge; • support the City of Miami Beach and the design team with a strong value analysis and decision-making process during preconstruction;and • provide the necessary resources comprised of experienced and qualified personnel to successfully deliver the project during both preconstruction and construction. Organizational Structure a- Our organizational structure is also designed to bring focus to four areas that best align with the key goals of tV the City of Miami Beach and the best interests of the project, including: Cs • Project Leadership through Lead Project Manager and convention center expert Mark Eames, an experienced CM at Risk and Convention Center builder, will lead the team during preconstruction and construction and provide a single-point of contact for the City. During preconstruction, Mark will work closely with the preconstruction team to synthesize and analyze information related to budgeting and N- estimating, logistics and scheduling, design support and constructability review, and subcontractor A) outreach to support the City's decision-making. • Budgeting & Value Analysis and Procurement Team, led by Preconstruction Manager James Faddis, and supported by specialists in key project components such as mechanical, electrical and enclosure, as well as trade estimators.This team will ensure the project successfully reaches a GMP that meets the City's budget requirements and migrates to form the Procurement and Cost Control Team during construction. • Constructability, Design Support and Project Management Team, comprised of Assistant Project Manager David Gillam and Quality Control Manager Gentry Griffis with specialized coordinators in key project components. This team will work closely with the design team during Preconstruction and evolve to become a knowledgeable Project Management team during Construction.These team members will leverage their intimate knowledge of the design to lead a smooth and highly coordinated construction process. • Scheduling & Planning and Field Oversight Team, led by Project Superintendent Bill Dooling. Bill will work closely with Safety Manager David Cooper to incorporate safe building practices into the planning and scheduling.This team will focus full-time on planning and executing a construction plan and schedule that meets the City's completion deadlines while minimizing the impact of construction to the ongoing operations of the convention center. During construction, the team will be responsible for daily communication and coordination with the Miami Beach Convention Center staff regarding ongoing convention center events and the coordination of traffic,pedestrian ingress/egress,haul routes, shutdowns, temporary construction, demolition and other logistical issues. Clark's team and organization structure enables us to best align our people and their respective roles and work responsibilities with those of the City and the Design Team.We will to build strong working relationships with our counterparts at the City and the Design Team and to work efficiently and effectively. Tab2 Organization Plan b. A narrative that describes: 1)the intended structure regarding a project management plan CLARK'S APPROACH TO DELIVERING A SUCCESSFUL PROJECT Clark understands and shares the City's goals of delivering a re-envisioned Miami Beach Convention Center that will boost new convention businesses and serve as an economic development driver for Miami Beach. With significant experience in CM at Risk (CMAR) project delivery and experience in working with owners and design teams through the design and preconstruction process, we understand that the City of Miami Beach, Hill International, Fentress Architects and the other team members will look to Clark to establish a sound, reliable plan to deliver the Project and to ensure that the project is completed within the established GMP with minimal impacts to existing convention center operations. To accomplish this, Clark will focus on five critical steps to implementing the project plan: • Alignment of Roles, Relationships and Expectations: Key relationships, expectations and lines of authority need to be established early. This will be accomplished through a series of formal project kick-off meetings with key stakeholders, as well as informal or formal partnering meetings. • Clear Understanding of the Project:We request the City convey to Clark,Fentress and all subconsultants, in a joint meeting, all program, design, schedule and budget information so that there is a clear understanding of project goals and constraints across the entire Project Team. • Outline the Project Process/Plan: Clark, the City, Hill International, Fentress and their subconsultants will outline each of their pre-construction and construction phase responsibilities and deliverables and discuss the specific processes and procedures needed in order to successfully accomplish them. A clear understanding of time lines and resource needs and or limitations will be communicated. • Develop the Schedule: Clark will work with the City, Hill International,and Fentress to develop a detailed project schedule which will outline all design and Clark pre-construction deliverables and include all major pre-construction and construction time lines and milestones. • Execute the Process: Through critical leadership, Clark will be timely and diligent in performing all preconstruction services including solution-oriented design and constructability reviews, accurate cost estimating services, quality-conscious value analysis, scheduling, monitoring, reporting and advising. Clark will keep the Project Team up to date with accurate project status that will ultimately facilitate informed decision making. As the project transitions into construction, Clark will deliver the project according to the schedule, while minimizing impacts to convention center operations. In the end, the City of Miami Beach will have a high-quality and efficient convention center that will attract new shows and delegates well into the future. PROJECT MANAGEMENT PLAN DEVELOPMENT Behind every successful project, there is a project team that works together in a true collaborative approach to achieve the project's goals. Clark's involvement in the Project will begin with integrating our team of pre- construction and construction professionals with the City's team,to gain a better understanding of key project decisions to-date and the existing processes among the City's team. Clark will then, in collaboration with the Project Team and other project stakeholders, develop a comprehensive Project Management Plan for the control, direction, coordination and evaluation of all work and processes performed throughout the project. Delivered within 45 days from the effective date of the agreement, the structure of the plan will include the individual plans identified in paragraph 2.1.6 of the proposed agreement, along with several additional plans that will be beneficial to the Project. We will modify and append the Project Manual to include adjustments to individual plans or additional plans as determined necessary. Tab2 Organization Plan A key tool in ensuring all Project Team members are working in a cohesive and efficient manner, the Project Management Plan will provide clear details for the required procedures for executing the Work. Clark will utilize and incorporate e-Builder's dynamic features into the plans as appropriate and leverage e-Builder's processes module to standardize many of the day-to-day activities performed by the Project Team. INTENDED PROJECT PLAN STRUCTURE All individual Project Management Plans will be developed in close coordination with the City,Hill International and Fentress. A preliminary structure for the Project Management Plan is provided below. Project Definition: Provides all team members a concise description of the project in order to gain an accurate understanding of the project in order to bring clarity to each established project goal. Project Goals: A listing of all major project goals including relationships, logistics, schedule, budget, quality, safety, physical and technical.The Project Definition and Project Goals will be discussed and agreed upon among all Project Team members in the Project Kick-Off meeting Project Strategy: With the project definition and goals defined, Clark will develop a strategy outlining all resources and delivery methods to be utilized in order to meet all stated project goals. Project Work Plan: A listing, in matrix form, identifying primary responsibilities of each Team member. The matrix will address organizational and reporting structure as well as communication protocols and document distribution. Project Organization:Overall project organizational chart indicating all interrelationships including supporting organizations and permitting review agencies. Each member of the project team will be identified. Responsibility Performance Chart: A detailed matrix outlining each Project Team organization's primary and secondary responsibilities for each major task required to successfully complete the project. Performance Charts will also be developed for the personnel of each Project Team organization. Construction Plan:Clark will develop a detailed Construction Plan in addition to our Master Project Schedule which provides a complete work breakdown structure including the plan for all phasing,meeting of milestones, and specifically addressing in detail the plans associated with the Art Basel milestones.The Construction Plan will also reference all major project management control systems associated with construction operations. Clark will coordinate closely with Miami Beach Convention Center operations staff to develop a project plan that takes into account the show schedule, including show move-in and move-out, and minimizes impacts to convention center shows and delegates. Flow Diagrams: Utilizing the power of e-Builder, we will develop the processes (flow) of all primary decision and approval related tasks. This includes RFI's, Submittals, Change Orders, Schedule Approvals, Pay Applications, etc. Communication Procedures: Comprehensive procedures for all types of communication, including email, written correspondence, meeting minutes, all reporting, technical and design reviews, telephone, etc. Tab2 Organization Plan Safety Plan: Clark's comprehensive Safety Program will be tailored for the specific conditions present at the project site. This plan will meet all Federal, state and local safety requirements including OSHA. Clark's Safety Program is discussed in more detail in Question 2. Quality Assurance/Quality Control Plan:Clark's QA/QC plan is based on the U.S.Army Corps of Engineers' 3-Phase program. We have modified this program to include 6-Phases and discuss this in more detail below. Our Plan will also incorporate and comply with all requirements as outlined in Appendix I of the proposed agreement. Clark's QA/QC plan is discussed in more detail in Question 2. Crisis Management Plan: Clark's standard Safety Plan includes specific guidelines related to Crisis Management, including Hurricane Preparedness. This will be utilized to provide specific guidelines for the entire project team in case of emergency situations at the project site. Labor Relations Plan: In Question 4, we have included a brief outline of our approach to local workforce hiring. Upon award, we will finalize this program to provide a comprehensive program, including reporting procedures for review and approval with the Project Team. The plan will address efforts to maximize both Miami Beach and Miami Dade residents and companies. Security Plan: Clark's standard Safety Plan includes specific guidelines related to project security. We will review for compliance with local conditions to ensure that the proper precautions and deterrents are established and put in place. Public Relations Plan: Clark will employ, per paragraph 2.7.17.28 of the proposed agreement, a Public Information Officer to coordinate the public information component of the work. All plans as outlined in this paragraph will be developed and reviewed with the Project Coordinator. This Public Information Officer will also be responsible for establishing the Public Relations Plan. Commissioning Plan: Commissioning during Design and Construction will be outlined in a comprehensive Commissioning Plan. This plan will ensure that all building systems are designed and installed in a manner to meet all proposed operational needs of the facilities and tenants. Market Analysis and Bidders Plan: As part of our efforts to establish our subcontractor bidding and procurement process, we will perform a market analysis that will report on the availability of labor as well as subcontractors including materials and equipment. This analysis will also include recommendations for overcoming any shortages that may be projected. In addition,we will provide a listing of prospective bidders, by trade, and our plan for generating interest in the project. We discuss our procurement process in more detail below in our response to Question 3. Maintenance of Traffic and Jobsite Logistics:Critical to the success of this project will be the Traffic Control and Site Logistics plan. This plan will include detailed sub-plans for critical items such as the 2016 and 2017 Art Basel events. We have already begun our review of this information, including alternate phasing plans for the project. They are interrelated plans that will be completed in unison. Risk Management Plan: Clark takes a comprehensive approach to risk management, deploying both corporate risk management resources and processes and sophisticated project-level risk management procedures. The specific nature of your project carries inherent risks such as critical milestones. budget considerations, maintenance of existing operations, and schedule. We will analyze each and formulate a plan to minimize or completely mitigate risks. Risk Management is discussed below in more detail in Question 2. Tab2 Organization Plan Additional Project Plan Topics In addition to the plan listed in paragraph 2.1.6, we also recommend the following plans be developed as part of the overall Project Management Plan: Preconstruction Plan: The Preconstruction Plan will address all aspects of the preconstruction process, specifically addressing all activities as outlined in the proposed agreement. Items such as Budget Tracking, Estimating, Reconciliation, Value Analysis, Design Review, Constructability Review, Reporting & Documentation and Scheduling of Activities will be discussed. We have included discussion on our general approach to preconstruction in Question 2. Cost Control Plan: Our comprehensive Cost Control Plan will include web based access to project financial information through e-Builder. Clark is successfully utilizing e-Builder on two current projects, providing our clients critical cost information and reporting. Coupled with our in house JD Edwards system, we accurately maintain and track all necessary project cost information so that the Project Team can make sound, informed decisions.We have included discussion on our general approach to cost control in Question 2. Scheduling Plan: Development of the Master Project Schedule and subsequent construction project schedule is a critical activity on this project due to the nature of the phasing, maintenance of on-going operations and importance of meeting each Art Basel milestone. Our plan will discuss the process for schedule development from the initial Master Project Schedule through the Occupancy Schedule as discussed in paragraph 2.1.3 of the prosed agreement. BIM Plan:While BIM is not addressed in the RFP document or the proposed agreement,specification section 01 3100-2, paragraph 1.5 of the Design Criteria Package as prepared by Fentress does discuss requirements for VDC and BIM tools to facilitate the construction, coordination, scheduling and phasing of the work. Should this be required, we are fully prepared to develop with the Project Team a project BIM Implementation Plan. We have included discussion on BIM as a part of our response to Question 2. Busing and Transportation Plan: Per paragraph 2.7.17.27, we understand that limited to no labor parking will be available at the project site. We will formulate a plan to facilitate off-site parking including transportation of the construction workers to and from the project site. This plan will also be included in the Maintenance of Traffic and Jobsite Logistics plan to reflect busing traffic patterns including drop-off and pick-up locations. We commit to working with the City, Hill International and Fentress to provide clearly defined goals and objectives and to develop a detailed and concise Project Management Plan to effectively and efficiently meet each one and to facilitate compliance with the terms of the RFP and successfully complete your project. Tah2 Organization Plan 2) proposed project management control systems that will be used on the Project, along with accountability and compliance with the terms of the RFP. COMPREHENSIVE AND INTEGRATED MANAGEMENT CONTROL PROCESS AND SYSTEMS Clark brings proven, comprehensive, and integrated project management control processes to large, complex projects such as the MBCC Renovation and Expansion. Clark will provide all services necessary to ensure that the City's expectations for preconstruction and construction services are met and that you receive real value from us. We commit to being your partner throughout this process and working as a unified team with Fentress and their design subconsultants. We acknowledge all required services under Article 2, Construction Managers Services and will develop our control systems for compliance with the terms of the RFP .Through the use of proven management systems and tools, we provide efficiency, certainty, and accountability in the following key areas: Control Areas Clark's Comprehensive Project Controls Platform 1. Estimating and cost control 2. Design and constructability input, or Management value analysis, and decision- 616. support o6� �i%Q, os� BUOY cc st 0,4�„ 3. Schedule control, including o F> 5 cs accommodating Art Basel ilk 4. Construction quality control and �;� quality assurance (QA/QC), including Commissioning wAury if 5. Site logistics, including a construction impact mitigation, phasing, access, deliveries and �} parking SAFETY SOHEDUUF (A 6. Safety and security, including the ?� public, employees, and workers Q' 15 Project-Wide Control Systems and 0, Tools In addition to specialized systems toe ess utilized for key areas of control, Clark will utilize the following control systems and tools to provide a standard platform for control across the entire project. • Information management and Communications Support through e-Builder • Risk management, including Crisis Management and Emergency Preparedness • Building Information Modeling (BIM) as an integrated support tool We have outlined our integrated approach and systems in each of these areas below. Tab2 Organization Plan (i) ESTIMATING AND COST CONTROL PRECONSTRUCTION-PHASE COST ESTIMATING, RECONCILIATION AND CONTROL One of the most important factors that will determine the success of the Miami Beach Convention Center Renovation and Expansion Project is controlling the cost of construction, both before the establishment of the GMP and afterward. Drawing upon our experience designing and constructing convention centers, as well as our knowledge of the local market, Clark is confident that we can work with the City and Fentress to arrive at a GMP within the City's budget and deliver the Project within that price. Clark will deliver cost certainty to the City of Miami Beach through: • extensive historical convention center cost data combined with detailed in-house take-offs and quantity surveys; • market pricing from subcontractors and suppliers, which are compared to Clark's own independent estimates; • highly-knowledgeable and experienced professionals who will bring lessons learned and detailed knowledge from previous convention center projects; and • commitment of the necessary resources and expertise to provide up-to-date analysis and cost information as the design progresses. Cost Estimating Process: Per paragraph 2.5.5.2 at the proposed agreement, Clark will provide an independent detailed Cost Model and Initial Project Estimate on the initial et of received documents within 45 days of the agreement date. Project Estimate Updates will be provided for all subsequent milestone design submissions. We propose that each estimate begin with an estimate kick-off meeting to be held with the City, Hill International, Fentress and cost consultants RLB and US Cost.This meeting between the estimating staff and all appropriate Project team members will be a collaborative effort, which is an important transfer of information regarding current unresolved scope issues and definition and clarification of design intent.This face-to-face meeting will improve the accuracy of each estimate, streamline the reconciliation process, and significantly reduce estimate assumptions. Clark will prepare the detailed estimates utilizing MC2 Estimating software in combination with On Screen Take-off and BIM (if provided) and organize the estimate in the formats as required and agreed to. All items of work will be quantified in a detail appropriate to the level of the documents. Costs will be developed utilizing Clarks historical data and as compared to subcontractor input.In addition to assisting with budgeting and providing schedule information for the project, these subcontractors will also be asked to participate in submitting constructability review comments. Pre-construction staff will monitor and identify cost issues between milestone estimates and proactively offer alternative solutions to maintain cost and quality. Estimate Reconciliation: At the completion of each Project Estimate, Clark will reconcile our estimate with both RLB and US Cost, which will encompass a two-step process. Step one will include Clark, RLB and US Cost meeting with Fentress and their consultants to perform an Estimate Scope Review, which will reconcile the scope across each independent estimate to ensure that the interpretations and assumptions are correct. Tah2 Organization Plan Step two will be a meeting between Clark, RLB and US Cost estimators to review and discuss the pricing aspect of the estimate. Once reconciled, a formal presentation of the Project Estimate will be provided to the City. A detailed schedule outlining all estimating activities including kick-off meeting, take-off, internal estimate reviews, submission dates, value analysis activities and estimate reconciliation will be developed and coordinated with the entire Project Team. Value Analysis and Decision Support: At the time each individual Project Estimate is submitted, Clark will provide value analysis support to the City and Fentress. We see providing the City and Fentress our evaluation of options and their associated costs as a critical and value-added element of our role during the design and preconstruction period.The estimating staff will begin targeting areas for value enhancement and/or cost savings and prepare pricing.This"preliminary"value analysis will be included with the final submission of the reconciled Project Estimate.The final value analysis process will begin after submission and presentation of the final reconciled estimate and will consist of close collaboration with the City and Fentress to develop a list of cost saving solutions that do not impact the overall quality of the project. Interim Milestone Cost Control: In between the major milestone estimates Clark will perform interim cost consultation services to include: • Assist in monitoring the design with regards to the approved scope of work. • Track the estimate between phases and provide the clear documentation for cost increases and decreases. • Provide interim value engineering support once value engineering workshops are complete. • Monitor and track the accepted value engineering with regard to projected savings. • Provide and coordinate interim estimates as required by design review and collaborative activities. • Provide Bid Package estimates during the subcontractor procurement phase. Cost Control During Procurement: Our procurement procedures ensure that costs are controlled during the transitional stage between design and construction. Clark's approach to procurement will ensure maximum competition with qualified subcontractors that bid complete scopes of work. Additional details on Clark's procurement approach is provided in Question 3. Cost Control During Construction:Clark's approach to cost control during construction includes eliminating non-value changes to the scope of work, schedule discipline to avoid costly acceleration or re-sequencing, coordination of site logistics to ensure subcontractors can work efficiently, and quality control processes to avoid costly and time consuming re-work. Our team has a comprehensive cost control program in place to ensure that our owners have the on-line, real-time ability to track the construction process. All cost information will be integrated into the City's e-Builder system.This, along with monthly monitoring reports from Clark, ensures that the City has the information it requires to verify that Clark is completing the project on schedule and within budget. Cash flow projections are compared to actual monthly billings as a second check of work-in-place progress. Cost Allocation,Tracking and Reporting System: The first stage in development of effective cost control during the construction phase will be the purchasing of subcontracts and materials. As these contracts are purchased, a trade payment breakdown is developed showing a detailed list of all labor and material comprising the entire subcontract amounts, and separated into the various project components. We use JD Edwards Enterprise Software as a single, integrated platform for payroll, accounting, change orders, subcontract management, and financial management.This system provides accurate and complete project cost tracking. Our on-site team will have on-line capability to real-time project cost information through e-Builder. Tah2 Organization Plan All project-related costs are charged to a cost code and a cost type. Charges may only be charged to budgeted cost codes, unless the project team specifies otherwise.We follow the AIA 16 Division standard for cost codes.Cost types are broken out by labor, material, equipment, and subcontracts.All charges to the job are subject to Project Manager approval. As part of a monthly job status review, detailed cost reports are reviewed for their accuracy. In addition,JD Edwards provides easy to use, customizable on-line inquiries that enable the end-user to drill through summary data to detailed data.These inquiries have proven to be extremely useful cost tracking tools. In addition to the inquiries, hard copy reports are also used to track costs.The Construction Cost Summary is one of these reports. It displays period- and job-to-date costs by cost code and cost type.The Cost Code Detail is a detail cost report used to track costs.These tools, along with our internal controls,ensure accurate and timely cost allocations. Monitoring of Costs Compared to Budget Allocations: Our team utilizes several tools to monitor costs versus budget allocations. Efficiencies in this process are created through our use of the integrated JD Edwards system.Cost and budget data reside on the same system,making comparisons simple and efficient. Budgets are initially set up once the GMP has been established. Cost versus budget allocations are monitored via the Estimate-To-Complete (ETC) Report. This report is generated monthly by the project team in coordination with the Cost Engineering Group. The ETC Report compares budgets to their projected finals by each cost code for labor, materials, equipment, and subcontracts.The projected final is calculated by summing actual costs to date and the estimate to complete. The estimate to complete is the project team's projection of remaining costs for each cost code and cost type. The comparison of the revised budgets to projected final produces the gain/loss for each cost code. In addition to tracking budgeted amounts,the project team tracks budgeted quantities for each cost code.The budgeted quantities are used to calculate a budgeted unit rate. Each week and/or month, actual quantities are input into JD Edwards by cost code.These quantities are known as the Quantity In Place (QIP). QIP's are used to calculate a job-to-date actual cost unit rate and a period actual cost unit rate for each cost code and cost type. A unit rate is also calculated for the estimate to complete amount.The actual unit rates are compared to the budgeted unit rate and the estimate to complete unit rates to further monitor cost versus budget allocations. Each month the project team analyzes the ETC Report. Accordingly, the project team adjusts the estimate to complete amount, as necessary, to calculate the new projected final.The ETC Report is the "working" document of Clark's budget versus cost monitoring system. Information from the ETC Report is summarized and rolled into the Job Status Report (JSR). The JSR, the end product of the ETC Report, is the project profitability tool. The JSR is more summarized than the ETC Report, but includes more detail from the Change Management System. Change Management and Accounting: The Clark team works actively with clients to help manage change on a project, especially change that might have an impact on cost or schedule. At the same time, we understand that our clients often want and need the flexibility to make modifications or additions to a design or facility to meet program goals and requirements. Our team uses the JD Edwards Change Management Module to help manage and control change on the project and, if necessary, to track any required change orders. Change Orders are logged into JD Edwards via the Change Management Module by the project team. There are a number of change order tracking reports. We have instituted several internal controls as part of change management accounting and there are threshold levels for executive sign-off on more significant change orders. Tab2 Organization Plan Clark will provide controls and establish procedures to minimize cost adjustments for owner-directed changes to the work.These procedures will include steps such as: • Careful scoping of change proposal pricing packages prior to dissemination to subcontractors • Quick turn-around of subcontractor pricing as required by the contract. • Comparison pricing in-house as a check against subcontractor's pricing • Fair, yet firm negotiations with subcontractors on final contract modifications Accounting and bookkeeping services are provided by Clark's central accounting department with cost data and transactions entered daily into the custom accounting systems. A series of controls are maintained to match all accounts payable vouchers to the original invoices and to balance,the sub-ledgers against financial statements and general ledger accounts.As a result, the system creates a timely processing and payment system for subcontractor and supplier invoices. r0 DESIGN AND CONSTRUCTABILITY INPUT,VALUE ANALYSIS,AND DECISION- SUPPORT Clark will provide continuous review of the design documents, help address design and project challenges, as well as provide feedback with regards to constructability and alternate systems, including any associated cost implications. The Pre-construction QA/QC Plan proposed by Clark will encompass the following two major processes: • Formal Design Review Procedure at project design milestones • Interim Design Review and Collaboration Activities Formal Design Review Procedure at Design Milestones: The Design Review Procedure is an integral part of our Pre-construction QA/QC plan.The following plan lays out specific elements of constructability review that will take place during major design milestone submissions. The Design Review begins upon receipt of the applicable phase of the design document submission and incorporates constructability review comments and a cost estimate into one Estimated Construction Cost Report which is submitted to the City. As applicable for each design phase, the specific elements of the constructability review will encompass items such as: • Materials, processes, equipment and labor are appropriately available. • Drawings are complete and coordinated among the various disciplines in accordance with the applicable design phase. • Defects, conflicts, ambiguities and lack of clarity in the documents will be identified for correction and clarification. • The site will accommodate access, logistics and storage. • Construction duration and phasing of the bid packages is reasonable. • All required construction work is included in the documents representative of the submission phase. • Selected building systems are compatible and viable. • Construction details are constructible. • General Condition's items are properly addressed. • The design solutions accommodate the project cost and schedule limitations. • Equipment from the equipment suppliers complies with the contract requirements and is compatible with the building spaces. • Review documents for compliance with LEED criteria. • Review BIM model with the project architect. if required. Tab2 Organization Plan Upon completion of this process, the City will receive the Estimated Construction Cost Report which will include the following information: • Introduction Section—Summary, by discipline, of the overall status of the documents including a listing of major findings, if any. • Design Review Report- Listing of all Clark's design review and constructability comments. • Design Phase Inquiries—Summary of all requested clarifications and the associated responses. • Cost Estimate Design review and resolution activities continue beyond the submission of the Estimated Construction Cost Report until all design review and constructability comments are resolved and closed out. Interim Design and Constructability Reviews: Clark will perform continuous design review and provide constructability feedback in between the major design milestone estimates. We propose to integrate our staff with the project design team to perform over the shoulder reviews as the design is progressing. This process will ensure that there are no surprises when the design milestone documents are issued. If desired, we will utilize a collaborative BIM process throughout the design and construction phases of the project to perform regular design and construction coordination meetings, facilitate constructability reviews, optimize trade coordination and MEP system routings,increase field productivity,speed of delivery,document coordination and to reduce/eliminate rework. The minutes of meetings or teleconferences, including decisions and critical correspondence, will be documented and distributed among the necessary Team members per the Communication Plan. Action items will be tracked by discipline by each responsible person until the items are properly closed out. SCHEDULE CONTROL, INCLUDING ACCOMMODATING ART BASEL Having a well planned schedule developed with input and buy-in from the entire Project Team is essential on any project, and it will be critical to the success of the MBCC Expansion and Renovation project given the importance of Art Basel and other events. Clark will work with the City, Hill International and Fentress to develop, validate, monitor, and manage the overall Project schedule. Our holistic approach to integrated scheduling, rooted in our company's collaborative culture, encompasses all design, permitting, people moving, FF&E, commissioning, and close-out related activities.Taking input directly from all stakeholders, and gaining buy-in from subcontractors,we will ensure all critical milestones, including Art Basel and on-time activation and turnover of the MBCC Expansion & Renovation Project, are met. Clark employs a number of value-added tools when it comes to scheduling and using the schedule as a management tool including Primavera P6,Version 8.3 in a cloud environment known as Loadspring.Our use of this software has revolutionized our company's ability to provide real-time metrics on project schedules. Cloud-based scheduling also allows for collaboration from all stakeholders and allows Clark's Scheduling Department to assist project teams from one,co-located office providing overall cost and time savings to our clients. Clark has further enhanced our cloud-based scheduling tools with a state-of-the-art Key Performance Indicators(KPI)system that contains sophisticated schedule metrics and allows us to monitor the performance of the schedule, relative to the baseline, each month.We use this information to proactively manage project Tah2 Organization Plan Scheduling Key Performance Indicators Screen Milestones _ActivityAnalysis "tatr.M t0 Wae ,, ••.''":4 ••1K.'014 i4t SCIa, Skedsvoimg-"g7 Rollo aeon Grad.<tr.ctus xve,e 32&303741 0140113 0 414Z6I"1 "rst Samna. 7 f ot7 4t/e46Ot7 223 Adam.sf Mb*to deer tOt 380003.014:Olit4V2014 De10461714(AI :2..g/ Start ... srer.a rc* wite ot4 Mims*team AC ,....aataaa.M. 4ttM5 _ • te;;'-- lfT,,:R"i'F ,-- Sa - •1y S, 1 4 S111 _-19 0 *fark _as Baur. * a""4"-1-- 05f T'e gt t$ ym Ciro T —.-_...7 n�• Retx a rx wansoWs e: tao n. 'rots': .: -- _0o_ # 20 Ma Elm.%Com eror 06:em a avows 03/11=141� - LAG 1 tne0141 :min= lasing Occupancy a u Mom? et�o'atanao r 0tnorml7 j "t-----c, 1° 04K t• of 2 Matt'WWEy Metrics "" t Musks , so Oaear4,r Ot4 3 �t}0 y p0 ° r 406 S fi J 4 ��4 4 tt�Z+ 'P C o3bet.204 00 0o a'9: 'A',g 4:0,9 S 9 P r9 �>4"9 *c'�° 5-4wrea�u( - t 00 `_ a co L 9`j S•P'"o`of S!y d'sP 6`#C'to o` d' d ...��"Cts „ta ... t00 �0009 ?49 ?a3. lama rysatiwl Ibis at(ttVaflaYaaafiatatty Cloud-based scheduling allows for multiple stakeholder collaboration, real- time metrics and reviews, and nation-wide resource allocation progress and, if necessary, to identify and recover from schedule impacts as soon as they occur. Per paragraph 2.1.3.1 of the proposed agreement, we will deliver within 30 days after the effective date of the agreement, the initial Master Project Schedule which will include all front-end planning, design, preconstruction deliverables, initial phasing and preliminary construction activities. We will continue to • update and add detail to this schedule as the Project Team works together to fully define Work activities both during preconstruction and construction phases. The process for ensuring our philosophy is carried out on the Master Project Schedule and subsequent Construction Schedules, we will apply a three step process: 1. Develop, 2.Validate, 3. Manage and Monitor. 1. Developing the Master Schedule: Our first step will be to develop a framework with all parties to ensure the overall Master Project Schedule meets the goals and objectives of the project. We will then schedule several meetings with the Project Team to review and further develop and identify schedule logic and activities. A project as large and complex as the MBCC project will be broken down into manageable activities that are logically tied into each other using the Critical Path Method. We will start with known work rates to establish when the work will complete using"normal"work days and then determine if parts of the work need to be accelerated or re-sequenced in order to meet critical Art Basel project milestones for turnover and activation. 2.Validating the Master Schedule: Once complete,the Master Project Schedule provides the baseline and framework for all subsequent detailed schedules and allows the team to assess risks by reviewing critical and near critical paths: • What is the most critical design components or aspects of each project and the overall program? • What are the most critical permits, approvals, milestones? • What are the long-lead procurement items? • What work will require early bid procurement? Tab2 Organization Plan We will also have a formal Master Project Schedule independent review process performed by our corporate Scheduling Department.This review will cover the following: • Milestones: Contractual and internal Clark-required • Construction Sequencing Logic Check • Permitting and Approvals • Submittals:Accounting for reviews and long-lead items • Utility activation in-time for performance checks • Planned project mock-ups • Appropriate crew flow and resource loading • BIM/Coordination:Tied into appropriate construction activities • No Open-Ended Activities (except NTP) • Clear and Consistent Activity Nomenclature • Correct Work Breakdown Structure and Technical Organization 3. Managing and Monitoring the Schedule: The team monitors project progress daily and will update the Project Schedule at the end of each calendar month, fully complying with paragraph 2.1.3.3 of the proposed agreement. Updates are done using various production tracking tools and in collaboration with the Project Team. Clark's Project Manager and Lead Superintendent will review the project's progress daily and weekly to ensure an on-time delivery.Using two-and three-week look ahead schedules,they will ascertain the project's position and work with the Project Scheduler to determine areas of work that are becoming critical (float absorption), evaluate if there are any underlying issues,and make decisions as necessary with the individual project teams. Utilizing Last Planner System to Obtain Field Buy-in to the Schedule We understand the magnitude of the MBCC project -,- and know that subcontractor buy-in to the schedule e e ; will be critical to the success of the Project, particularly completion of all work to facilitate the 2016 and 2017 Art *siva Basel interim milestones. Clark will useThe Last Planner System to ensure buy-in of the project schedule by all subcontractors. It fosters a team approach, while instilling individual responsibility and commitment in , subcontractor foremen. Below is a summary of the four aspects of the Last Planner System. Daily Work Plan.Post-It notes are used by the subcontractors to post the work they will do for the next three weeks.Once work is complete both the subcontractor's foreman and • Make-Ready Plan: This is a seven-month look- the Clark superintendent cross-through the Post-It note to ahead that correlates with the Master Project denote that both parties agree the work is complete. Schedule and is broken out by areas of work. Constraints to the work, such as submittals, manpower and long-lead items, are shown in red (submittals, shop drawings, RFIs, manpower, design issues, long-lead items etc.)The project team works to eliminate those constraints by addressing issues before scheduled work, thus making the work ready. • Daily Work Plan: This is a wall-mounted, three-week look ahead, broken down day-by-day. Foremen put up a Post-it, in their designated color, to represent the work their crew will complete for the next 15 days.Once work is completed both the subcontractor foreman and the Clark Superintendent cross through the Post-it, showing that both Clark and the subcontractor agree the work is complete. This allows each subcontractor to take direct ownership of clear, short-term goals, feeding into the overall success of the project. • Pull Planning: Similar to a make-ready plan, a Pull Plan is used to ensure on-time completion of specific aspects of work.Once the critical aspect of work is identified,a work session is held to analyze Tah2 Organization Plan the schedule. Working backwards from the due date, subcontractors and Clark personnel use Post-It notes on a large, printed schedule to note times when their work needs to be complete to ensure the critical aspect of work is achieved. • The "Learning Process,"which is a tracking log of promises made and promises kept, allows Clark to hold subcontractors accountable for progress commitments on a daily and weekly basis. It tracks the percentage of commitments kept by subcontractors. A reward system can be developed in order to create ownership for each work activity by the foreman and their work crews in the field.If commitments are not being met, Clark can identify potential areas of concern quickly and work to remove any barriers the subcontractor may have to completing the work on-time. CONSTRUCTION QC/QA, INCLUDING COMMISSIONING Our project team will work hand-in-hand with the City, Hill International and Fentress to apply our proven Quality Control/Quality Assurance (QC/QA) plan and tailor it to the MBCC Renovation and Expansion project. Following the fundamentals of the U.S.Army Corps of Engineers Three- Phase Control System, which is one of the most stringent quality control programs in the industry, Clark has developed a unique six-phase Quality Control Program that has been successfully implemented at many award winning construction projects. In this section, we explain how Clark will deliver quality through the execution of the Preparatory Phase, Initial Phase, Follow-Up Phase, and how Clark will demonstrate quality in Commissioning, Punchlist&Closeout,and Final Inspections.Below is a graphical representation of Clark's Quality Control Program. Delivering Quality-Phases 1 -3 Demonstrating Quality- Phases 4-6 PI 1 2 3 4 5 6 Preparatory Phase Initial Phase Follow-Up Phase Commissioning Punchlist&Closeout Final Insp• ons • Submittal review • Review of work • Daily checks • Equipment start-up • Punchlist,- r, Final 3rd party , and approval in place for to assure inspection, inspection of • Pre-functional , compliance compliance documentation, .v, 4„ systems • Preparatory system and level of and level of sign-off meeting performance Final inspect* workmanship workmanship: testing • As built City,Fentress • Examine •material and Verify adequacy • Recording and • Functional system documents Final accepta of controls notifications of p lant visits performance • O&M manual ' by design team deficiencies testing delivery • Review work Re ular Substantial • area for g Integrated systems • Warranties , completion inspections by compliance City,Fentress verification Attic stock acceptance • Training of facilities delivery operations staff 4 DELIVERING QUALITY 0 Preparatory Phase: The Preparatory Phase allows for Clark to prepare for delivering a high quality product prior to commencing with construction. The first step is to establish Definable Features of Work (DFOW) which are specific trades and/or areas of work requiring specific coordination. drawn from the Contract Documents, and then establishing distinct quality control activities for each DFOW. Submittals are then packaged by DFOW to allow for complete reviews of the quality elements associated with each DFOW including the materials being installed, the construction details, and the inspection and testing requirements. DFOW preparatory meetings are held to ensure all team Tah2 Organization Plan members fully understand what is required to comply with the quality standards for the defined work element. The preparatory phase also includes plant visits to implement quality controls during the fabrication process and pre-installation work area inspections to ensure preceding work is completed and compliant. © Initial Phase: Inspections are conducted for all DFOW activities at their start. The intent of the Initial Phase Inspection is to ensure compliance with the Contract Documents and to establish the quality of workmanship expected for the balance of the work. Any discrepancies, conflicts or deficiencies must be resolved in order for the work to be accepted. The work performed for the Initial Phase Inspection, once accepted, is preserved and used as the standard going forward. Follow-Up Phase: Follow-Up Inspections are conducted daily, or as needed, for all DFOW's during the installation until completion.A Field Installation Inspection Checklist will be used for each DFOW on both the Initial Phase and Follow-Up Phase Inspections. Additionally, we will develop Close-In Inspection Checklists for walls and ceilings. Inspection checklists will be set up in Latista, our quality management software, which is installed on iPads that are carried by the Quality Control team members during inspections.The intent of the Follow-up Inspection is to observe and document the installation of the DFOW for continued compliance with the Contract Documents,applicable codes, the Quality Control Program and the standard of quality established during the Initial Phase Inspection. Any deficiencies are documented in Latista and tracked to resolution. DEMONSTRATING QUALITY © Commissioning: Commissio nin g is an inherent part of Clark's Quality Control Program, and is an important part of verifying and documenting that the systems, and the facility as a whole, meet the design objectives. Clark has extensive experience working with third-party commissioning agents on a wide range of complex projects and systems, and has in house experts who will work with the commissioning agent to ensure the project commissioning is well executed and documented. Clark will develop a Commissioning Plan that captures the specific commissioning requirements for each system/piece of equipment, starting with factory witness testing and factory certifications/testing reports through functional commissioning and trending. © Punchlist and Closeout: The project is not complete until all project closeout requirements are met. Clark will ensure that all systems perform as specified to provide the proper environment for the building. Clark will work with the City, Hill International and Fentress to develop and implement an effective training and turnover plan for the project.The training program for MBCC's facility management personnel will actually begin during the submittal process. In addition to the submittal requirements for training, all subcontractors will be required to submit a detailed agenda or lesson plan for their training programs. Individual suppliers under contract to the subcontractors will also submit a list of qualified individuals and their credentials as candidates for instructors in the training program to ensure effectiveness. Operations and Maintenance Manuals will be provided to the City prior to training and in accordance with the contract specifications. Manuals will cover normal operating procedures, safety warnings, preventative maintenance schedules. parts list and recommended spare parts. Training manuals will be provided at each session for information, instruction, and for future reference. © Final Inspections: The final phase of the Quality Control Program includes passing all required final inspections for the project. Final inspections of note can include elevator, fire alarm, and building occupancy inspections. Whether it be related to final punchlist walk-throughs and sign-offs, final inspections by the City and Fentress, or a Third Party Agency, Clark's final product will meet or exceed all expectations and requirements. Tab2 Organization Plan /iIi Working as a team in all six (6) phases of the Clark Quality Control plan, Clark, the City and :::0 Fentress will deliver an end product of the highest quality. Together we will plan, review, and NI/ execute all aspects of the Quality Control Program, driving the project to successful completion. SITE LOGISTICS, INCLUDING CONSTRUCTION IMPACT MITIGATION, PHASING, ACCESS, DELIVERIES AND PARKING From our various convention center expansion projects, Clark understands that construction noise, dust, vibration and the overall appearance caused by construction do not generally mix with the expectations of the show planners, show guests, dignitaries as well as patrons of adjacent hotels. Clark's Project Superintendent Bill Dooling has already begun to develop a site logistics plan that will minimize impacts to convention center shows, particularly Art Basel. Clark will designate an Operations Liaison who will work closely with the MBCC sales and marketing staff as well as show planners to understand the show schedule and requirements and to communicate what work will be occurring in specific work areas at any given time and how impacts to planned events can be mitigated. Often, noise and visual perception can have an impact on a guest's experience. Clark will implement a wide variety of mitigation measures to minimize noise and visual impacts on the guest experience, including temporary insulated walls, temporary way-finding, and performing "noise mock-ups" for show managers to help them understand what impacts unavoidable construction activities may have on upcoming shows, dust control measures at connection points between construction zones and operational convention center spaces. Whenever possible, Clark will resequence work to accommodate a show schedule and perform particularly disruptive work on off-hours. 0 SAFETY AND SECURITY,INCLUDING THE PUBLIC, EMPLOYEES,AND WORKERS For Clark, safety is a fundamental and core value, not "--4∎1! ` just a priority. Priorities can change, but our values never ' ' waiver; such is our commitment to safety. Clark is wholly - y committed to an incident and injury-free workplace, __Y ,. ' 1,,•011, both for our workers and for members of the public. 406 •. — sAF to of _ We will use our safety approach as a basis to build an on-site culture that focuses on pre-planning and the individual responsibilities that contribute to a safe work environment. We will require all on-site personnel to complete our safety training programs that we will tailor specific to your project Clark's "Safety is a Family Value"Campaign Esc r Clark has been rewarded with participation in OSHA's _ Q ., r Voluntary Protection Program (VPP). VPP construction �i y ` ../ companies are few in number and therefore are considered 1 1 workplace safety and health leaders within the construction industry. It is the highest award an employer can achieve N` . from OSHA, an achievement of which Clark is very proud. Our peers in the industry have also recognized Clark as a ii safety leader. We have received numerous forms of f, I i k I... recognition and awards for our safety efforts including: i e' Clark's Safety Program recieved a 1st Place Award from the AGC Tah2 Organization Plan • National AGC 1st Place Award for Safety (2012) • Construction Employers'Association Safety Leadership Award Our safety statistics are some of the best in the industry with numbers well below the national average when it comes to our workers compensation insurance EMR, OSHA recordable incident rates, and DART rates.We have presented our statistics for EMR for the past three years below: YEAR EMR TRIR DART 2014 .60 1.47 .79 2013 .49 1.76 .78 2012 .49 2.44 1.06 National Average 1.00 3.80 1.70 Clark's safety expectations will be set early and reaffirmed often by our project leadership team. We will manage a safe construction site and associated safety approach through early planning, coordination, training, and reinforcement throughout the project. The construction approach will evolve as we learn from our team as the project progresses. Our Site-Specific Safety Plan will ensure that all of our efforts continuously focus on the safety and health of all field employees, subcontractors, Owner representatives and employees, and the public. WHAT OUR SAFETY PLAN INCLUDES: • Subcontractor Safe Start/Job Hazard • Full-time Area Safety Managers Analysis • Project stand downs and thorough review of any • Safety orientations for all project personnel near misses • Daily safe plan of action (SPA) for each • Drug and alcohol free workplace policy worker • Continuous safety education and training • Recognition Program • Full-time on-site Safety Manager WHAT OUR SAFETY PLAN ACCOMPLISHES: • Continuous identification and evaluation of jobsite hazards. • Establishes means and methods to prevent exposure to unsafe conditions and unsafe acts. • Develops a system to communicate with our employees about safety matters and to encourage feedback. • Establishes training and retraining programs for employees. • Develops a recognition program to identify individuals/subcontractors who meet goals for working safely. • Establishes a culture where safety is recognized as the top priority on the jobsite. Safe Start Process Required of All Subcontractors: Every subcontractor, including lower-tier subcontractors, will be required to complete a"Safe Start"process before performing any work at the project site. The subcontractor will submit a package of safety paperwork, including an Injury and Illness Prevention Tah2 Organization Plan Program (IIPP), a Hazard Communication Program, MSDS, a Code of Safe Practices, a Heat Illness Prevention Program, a Job Hazard Analysis (JHA), a Safety and Health Training Certification, a Fitness for Duty Certification, a Supervisory Contact List, and a Competent Persons Contact List. Clark's Lead Safety Manager will review all documents and once they are approved, a meeting will be scheduled between our on-site Project Manager and Safety Manager, and the subcontractor's on-site field supervisor and project manager. In the meeting, we will personally set the tone with every subcontractor coming on-site to work.The importance of developing a jobsite safety culture is emphasized as site-specific policies and expectations are reviewed with each subcontractor's leadership from the field and the office.Most importantly, the subcontractor's scope of work will be evaluated in detail to ensure proper safety precautions are implemented on every task performed. Fitness for Duty Policy: Clark has a vital interest in maintaining a work environment that promotes the health, welfare and safety of our employees and those with whom Clark employees are in contact. We have established a Fitness for Duty Policy as a method to be used to screen/detect the illegal or prohibited use of drugs, alcohol, and other substances. All subcontractors are required to adopt the Fitness for Duty Policy or a substantially similar policy for its own employees, agents and representatives who come onto the jobsite and shall require its subcontractors and suppliers of any tier who come onto the jobsite to do likewise. Our policy with respect to the use or possession of drugs or intoxicants on our project or property, and reporting for work under the influence of any intoxicant, is one of Zero Tolerance.If an employee violates this policy or if he/she is subjected to one of the testing procedures set forth and has a positive test result, or if an employee refuses testing or inspection,the employee will be terminated.If the individual is a subcontractor employee subject to this policy, they will be prohibited from further work on future projects. If an employee believes that he/she cannot perform safely or effectively, he/she should inform his/her supervisor. To encourage voluntary disclosure, employees who give notice in this fashion may be referred to the Employee Assistance Program (EAP) and maybe reassigned or placed on a leave of absence, rather than terminated. Safety Orientation,Communication and Training: ' Communication of safety and health policies and � �!, procedures begins with the employees first day on r.. I the jobsite at the Employee Orientation. A member ,4 of the project safety team, in conjunction with the - Subcontractor's foreman,will provide each employee with training, expectations for the execution of the work, identified potential hazards he/she may encounter on the jobsite. preventive measures r„ or corrective actions, and jobsite resources. We will document the initial site safety orientation and .,... give each employee a unique hard hat sticker that JOBSITE SAFETY STAND DOWN MEETING identifies completion of the initial site-specific orientation for the project. Safety and Health Orientation Outline: • General Safety Rules (Code of Safe Practices) • Ground Fault Circuit Interrupters (GFCIs) • Personal Protective Equipment Requirements • Hazardous Spill Response/Reporting • Fitness for Duty Program • MSDS/Hazard Communication Program • Fall Protection Program • Welding and Cutting Controls Tah2 Organization Plan • Incident/Injury Reporting Process • Respiratory Protection Program • Mandatory Attendance for Safety&Training Mtgs. • Equipment Operation and Controls • Return-to-Work Program • Site Disciplinary Policy and Procedures • Scaffolding— Erection and Working Reqs. • Contractor Vehicle Operation and Parking • Notification/Reporting of Unsafe Working • Trenching and Excavation Procedures Conditions • Public Protection • Emergency Action Plan • General Housekeeping Site-Specific Safety Training: Clark's Safety and Health Program training is implemented through our on- site Safety Manager and Clark project supervision.The program is reinforced through monthly and quarterly management meetings, which emphasize all aspects of safety on the project, including but not limited to, incidents that have occurred, corrective action, and general safety topics. Additionally, the Clark Lead Superintendent and Project Safety Manager hold a Weekly Safety Meeting in conjunction with Subcontractor Coordination Meetings.The following is a list of mandatory training that is required for the competent parties responsible for the execution of the work: • Vehicle operator • First aid/CPR • Confined space entry • Fall protection • Hot work/fire watch • Control of hazardous energy • Excavation safety The following is a list of certifications required of the competent workers: • Crane Operator • Forklift Operator • Flagman/Signal Person • Powder Actuated Tool Operator • Aerial Lifts • Public Traffic Control • Rigger Training • Scaffolding Safe Plan of Action(SPA): The Safe Plan of Action (SPA)will be the key tool used to communicate the safe work plan for each day to every worker on the jobsite. At the start of each work shift, each foreman meets with his entire crew to review the crew's plan of action for the day. Each task to be performed by the crew is discussed along with the tools needed to perform the work, the potential hazards associated with the task, and what will be done to mitigate the hazards.The SPA is detailed on a form that is posted at the work site so that the workers can refer to it throughout their shift, as needed.The SPA is a working document and if the work plan changes during a shift,the crew stops to discuss and document the different task to be performed. We have had great success with the program, finding that it requires foremen to plan their work in advance and results in a safer and more productive jobsite. On all our projects, the Safe Plan of Action program facilitates a culture of worker safety and awareness that is unprecedented in the construction industry, and the Clark team will continue to manage and improve upon this program as required for your project. Jobsite Safety Meetings enable the team to communicate concerns and issues to employees and subcontractors and provide an opportunity for anyone to share concerns and issues regarding project safety. Tah2 Organization Plan Typical jobsite safety meetings include: • Jobsite Safety Orientations:As-needed for new employees • Jobsite Safety Stand Down Meeting:Weekly • Safe Plan of Action Meetings: Daily by each crew prior to starting work • Subcontractor Safety Committee Meeting:Weekly • Superintendant/Foreman Meeting:Weekly Clark is committed to instilling a deep sense of safety awareness in every individual worker and developing a culture such that every worker performs work safely regardless of whether or not they are watched. Our supervisors facilitate safety enforcement by each worker. Maintaining a Safety Culture and Empowerment—"Stop-Talk-Accept": Clark has developed a series of programs and activities to ensure that we maintain a culture and environment in which safety is emphasized, evaluated, and implemented on a daily basis. Everyone on the jobsite will be trained to understand that they are empowered to stop work at any time if they have any doubts about the safety of the operation. • STOP Unsafe Work:Workers are given the authority LEADING INDICATORSTA and responsibility to stop work whenever they believe SAFETY OBSERVATION EPOS_ it is being conducted in an unsafe manner or will ippir mn"-:3O 1111■ cause immediate harm to others. Everyone on site, Lilt y Lilt 1-M.tsT 2 including subcontractors and project management, °``""'"°`G,f,z.,,;t .r h must respect any concerns and take the time to sziecci.k 'PRerrr-r „lam/ respond. sri AT' EYE LCVEL- • TALK to Coworkers: After identifying a hazard and stopping work, communication occurs. Employees '"'°"T"" ASkIED AA"et 70 are empowered to approach and talk directly to ?err tip sciet /. (sr or any other employee about hazards he/she may 1 be creating. On the ground, this translates to '"'""""' "'""`"� w cZZA subcontractors talking with each other without srstear.D w►eC tAin ec ) waiting for Clark employees to act as an intermediary. 1,./.45 ,,J £ Crucial to this step, however, is that there can be no Further Action or MMP NeetlWP:ii/oLJE threat of confrontation. ""°°" SOW, • ACCEPT Corrections: As part of everyone's training on site, all employees learn that in Stop,Talk, Accept NAVAL HOSPITAL CAMP PENDLETON they must accept safety corrections from coworkers HI<S I.,\1 N without resentment. This up-front explanation HI<S reinforces that they should expect these corrections On site, employees record Stop, Talk, Accept from time to time;the program is part of how Clark is interactions on a Self Observation Report(SOR) doing business;and the corrections are not personal card. These cards are collected daily, and during but someone's genuine concern for your safety and the monthly site-wide safety meeting, cards are the safety of those around you. pooled into a raffle for prizes. Safety Recognition Programs: The Safety Recognition Program consists of several opportunities to recognize individuals, departments, and subcontractors who meet and/or exceed the project safety requirements.This recognition program is administered by the Clark Safety Manager and Safety Committee. Potential opportunities and criteria for safety recognition includes: • Reaching certain hourly milestones without safety incidents may result in safety recognition. • On-the-spot recognition for individual employees during site visits, safety inspections, and/or safety audits. Tah2 Organization Plan • Monthly Subcontractor of the Month program based on compliance with safety policies and other safety efforts. • Quarterly and annual safety recognition for subcontractors demonstrating outstanding safety practices. • Timely submitting of all Safe Plans of Action, daily reports, incident reports, weekly sub-contractor site safety inspections, weekly equipment inspections, and on site safety meetings by subcontractors. • Attending all on site Weekly Safety Meetings, Monthly Safety Meetings, and Safety Stand Downs held by both foreman and site Safety Managers. • Timely documentation of all incidents, injuries, and near-misses; reported immediately with completed written report(s)to the Safety Department within 24 hours. Near-Miss and Incident Investigations: We strive and work with the mind-set to avoid and eliminate the potential for near 100% Glove Policy. A review of misses and accidents. If an accident or near miss occurs injury types and locations revealed on the project site, several mandatory activities will occur to a high number of hand and finger review the incident and ensure that a similar incident does not incidents. Clark's safety leadership occur in the future. team, working with operational staff on key projects, implemented a 100% First, after any necessary medical care is given, Clark's Safety Glove policy to provide workers on all Manager and Superintendent will conduct an investigation Clark jobsites with an extra layer of of what happened and fill out an incident investigation form. protection against hand injuries. The Next, an internal project team meeting will occur to assess the results were immediate. After one incident and identify the facts, causes, and recommend any full year of implementation hand and immediate corrective actions. finger injuries are down across all accident types with a 50% reduction Following the team meeting, an incident review meeting will in Lost Time Incidents related to hand be held on site that will include all parties involved, the project and finger injuries. team,executive leadership from Clark,and the executives from • all of the subcontractors involved. Finally, the lessons learned and corrective actions will be discussed with the foremen in the daily superintendent's meeting and with all of the workers through a jobsite safety stand-down. — or PROJECT-WIDE CONTROLS SYSTEMS AND TOOLS w - �+7 r7 1 INFORMATION AND COMMUNICATIONS MANAGEMENT COMMUNICATIONS At the outset of the project. Clark will establish an integrated set of processes and information systems to serve as"mission control"for the Miami Beach Convention Center Renovation and Expansion project. With our experience in web-based systems like Constructware, E-Builder and our own proprietary web-based platform called '`Pulse," Clark will provide a web-based dashboard of key metrics, project information, cost and schedule updates, as well as other metrics which City of Miami Beach and other project team members can access 24/7. Similar to our Pulse system, e-Builder is a powerful cloud-based system that allows the integration of many key systems which Clark currently utilizes, including JD Edwards for financial controls, Primavera P6 for schedule control, and Oracle for other data. Clark is currently utilizing e-Builder successfully on several current projects, including the Ventura County Medical Center and the 'nova Health Systems Women's Tah2 Organization Plan Hospital and Children's Hospital in Fairfax, Virginia. Clark has been successful not only in using e-Builder to provide comprehensive, integrated, real-time and transparent information and project controls but also in customizing e-Builder to fit particular systems or project requirements. With these control systems and the "dashboard" of project Key Performance Indicators they provide, Clark will be prepared to support the City of Miami Beach, MBCC and other project team members with accurate, real-time information needed for project tracking, reporting, community outreach, or public relations efforts. RISK MANAGEMENT, INCLUDING CRISIS MANAGEMENT AND EMERGENCY PREPAREDNESS The size. complexity, scheduling, phasing, on-going operations, and Art Basel components of the MBCC present significant risks to successful project completion. Clark's and the City's awareness of these risks, combined with our ability to work in concert to develop and implement effective risk mitigation strategies,will ensure project success. Clark's risk management approach involves three critical steps: Identification, Mitigation, and Response. 1.Identification: Effective management of risks on the project depends on early identification of potential risk events or issues that could adversely affect successful delivery of the project.Based upon our unmatched experience working on convention centers, including many project types where on-going operations are a factor, our first-hand knowledge of significant risk identification and mitigation will be applied to your project. Examples of Risk categories include: • Schedule & Construction Phasing • Procurement • Design Completion • Site/Resources Constraints ■r. Owner Decisions • Budget/Financial Constraints The potential impact that each risk could have on the project is rated as follows: • Minor • Moderate • Major • Severe The likelihood that each risk will occur on the project, if not 1 managed properly, is rated as follows: • Unlikely 2 • Possible o HC,H • Likely • Almost Certain Each risk is assigned a rating for both potential impact and 4 likelihood. Those ratings are then plotted on the following Low chart and assigned an overall Risk Rating Level. Severe IMPACT Tab2 Organization Plan The items of risk that have the highest potential impact and likelihood of occurring on the MBCC project will be given the most attention by the Project Team. With our convention center experience as well as on comparable, complex projects, we bring the ability to identify the most likely risks and to apply proven mitigation and work-around strategies. 2. Mitigation: Mitigation of risks involves coordination of all parties that could potentially have an influence over the occurrence of the risk event or with a role in the mitigation plan or response.Once identified, each risk item is placed on a Risk Management Matrix for tracking and ultimately mitigation. Accordingly, the Clark's Risk Management Matrix includes both our mitigation approach and the MBCC Project Team's role in risk mitigation. An effective risk mitigation approach can minimize the impact of a risk and, through effective scheduling, planning, and management, can reduce the likelihood of the risk occurring. By analyzing the predecessor activities to critical path and near-critical path schedule activities, we identify weak links, high-risk activities, and activities subject to the greatest influence from outside factors. For example, manufacturing of major equipment is influenced by parts supply, factory backlog, and other outside influences. By staying in constant contact with manufacturers regarding their anticipated delivery dates,the Clark will be able to apply management focus and planning to resolve conditions that could result in a schedule impact. 3. Response: Developing our Response Plans early is crucial to mitigating the impact of a risk event on timely delivery of the project. By thoroughly understanding and planning for the risk events, which we anticipate have the highest likelihood of occurrence,we will collaboratively work with the City,Hill International, Fentress,our subcontractors,and other stakeholders to develop response plans that will comply with contract requirements, and mitigate or eliminate the adverse effect of the event on the project. For critical schedule activities, our response could be adding manpower, or adding extra shifts or overtime, to recover from the impacts of the event.For near-critical activities, in addition to adding resources or working overtime,we can re-sequence work activities to prevent near-critical float paths and activities from becoming critical and delaying the project. Work-around plans must be thoughtful and credible, designed to ensure successful timely completion.We will work collaboratively with the MBCC Project Team and its representatives in developing work-around plans when necessary, to ensure that consideration is given to all known factors that could bear on the results. Examples of Project Risks to the MBCC Renovation and Expansion Project After award,Clark will develop a comprehensive risk register which will be utilized to track, monitor and mitigate key risks on the project.The following are preliminary examples of risks which would be captured on the risk register: • Maintaining Program Requirements and Design Aspirations within Established Budget Parameters • Obtaining Necessary Permits without Impacting the Schedule • Maintaining a High-Quality Convention and Visitor Experience During Construction • Coordinating Construction with Event Planners and MBCC Operations Maintaining focus on this risk management process is crucial, as the risk profile in every construction project changes as the project progresses. Clark's approach to risk management will be a continuous process that evolves through the progression of each critical activity or phase of the project.The Project Team will continuously evaluate conditions as they change to determine if new or previously unforeseen risk events could arise. Clark's risk management approach, in combination with its Quality Control program, will ensure continuous attention to mitigating risk events and providing certainty of success. Tab2 Organization Plan BUILDING INFORMATION MODELING (BIM) AS AN INTEGRATED SUPPORT TOOL CLARK'S BIM EXPERTISE AND EXPERIENCE As the leader in the industry, Clark understands ' 9= the dynamic and evolving nature of convention center construction and applies innovative solutions t: w► j�.. in its successful management. If desired, Clark will leverage advanced technology and process '"" , management to expedite and enhance critical communication in all phases of the project. Utilization A it of BIM and the following innovative solutions will help keep the Project Team informed throughout ;11L- the preconstruction and construction process and will create an intelligent deliverable for as-built and t. closeout information for future facilities use. BIM EXECUTION PLAN (PXP) Clark will work with the City, Hill International, Fentress to submit a BIM Project Execution Plan (PxP). This Implementation Plan will outline the MBCC project specific BIM process, procedures, modeling parties included, file breakdown structure, file sharing structure, software, level of detail required, and file format deliverables at stages throughout the project. Utilization of BIM will be an integrated part of our process through the design, construction, and turnover phases of the project. PRECONSTRUCTION-PHASE USES OF BIM Clark will use BIM initially as part of our design visualization review and model based estimating/quantity extraction for a complete understanding of the design, constructability, and quantification of materials in preconstruction. • Visualization and Design Coordination: The Clark team has experience with and will be utilizing virtual spatial mock-ups to help drive informed decision making process as the design evolves.We will be using a combination of 3D renderings generated from Revit for an understanding of the materiality, and 3D fly-throughs of the space in Navisworks for an understanding of the space. We believe this technology brings an important element of understanding for the Project Team to gain an understanding of critical space areas. • Logistics Analysis and Schedule Simulation: Clark will use BIM as part of our logistics planning and sequencing analysis in preconstruction.This effort will help identify opportunities for improvement of the sequencing during early schedule development and will be used for visual production control during construction. We will perform detailed 3D logistical and safety studies of the project. Initially we will be studying the safety of the construction workers and general public and the interaction with the existing traffic patterns. Next we will perform a logistical analysis of the phasing of construction over time, delivery access, lane closures, and construction impact. With the MBCC project and the task of working with on-going operations, multiple phases of work and areas of renovation at different times, our 3D sequencing, phasing, and schedule simulations of the interior flow of work will be critical for communication purposes to MBCC Operations and the occupants and tenants of the building. Tah2 Organization Plan • Cost Estimating / Quantification: During the preconstruction phase, the model will be utilized to monitor the compliance with the cost budget and to support value analysis and informed decision making. Design elements can be modified and viewed for real time cost information.This allows for the instant recalculation of quantities and costs when project parameters are changed - resulting in a manageable and efficient means to analyze the impact of design changes and what-if scenarios. Working with Fentress, we will use a variety of tools for evaluating the different material and finish options for the project to determine what the costs are and how they affect the overall budget and schedule. One of the benefits of having both the cost and schedule information within BIM is the simulation of the cost loaded phasing of the schedule simulation over time.This will aid the City in understanding the project expenditures for financing and cash flow purposes. Additionally, it will help us inform the design by visually illustrating the accurate quantities of materials and inform the Clark team by understanding our labor demand over time based on quantity of work to be put in place over time. A1s3CL 0 ! E L i .8 'HI. I I 3 K L IA, N 0 ;_._P O it S T - V 3 W 0. Y i COST ANALYSIS FOR FACADE 3,15,2011 2 , If 1 000PO541 RFP 504'.0 IN GS I I NEW SCNEI.IATIC DESIGN 3504'MNGS 9-17-10 1 I DELTA s LSAT I PLATFORM FRAMING I 6 I GSF 173.197 SF 55'.. GSF 168,552 SF 54'4 i 3615, SF 7:1 TOTAL SF: 90.302 SF 100'". l55%1 SF 6 1 Solid..t. ity SF/CY . Unit Price Total Arrtwmt Quantity Total Amount _t %aster 29.912 Sf •33'• 539.00 31.166,56A 00 116.374) <3462,3K.00) 10 link Plaster ,, 1.273 SF 1^. 3.39.00 5.19.686.00 1,270 549,600.00 111 Cafeteria Temp ( r 2 272 SF 3a. 3900 588 608.00 2.272 Mateo Lai Metal Panels •I3 1 1 1 ,I .. .- - -To-,•30.171.62 1.806 310`130.62 131 Mechanical Sae 3 16.400.00 i 0.163) ;5163 150.00) is Metal;06acksi. i a 1/ ' j 1 2' I I I I an 571.934.00 1.893 371.93300 15 louvers �q 1 0 0 1 I, S t'6 $0.00 (2347) (5125 312 0019 Metal Trim .1 9 1 ;1 8' 1 r i 3 1 1;1 1 1 I I 1 50.00 YII) 1 9 040 003 179 Parapet Caps 1 1 t I 0 1 1 s. 138.721.60 361 521.856.60 1$ Temporary C ) s 1 1 4,8 1 t I, 0`7 8:001, 525,000.00 0 525.00000, Ai Glass 0-.0 t l I I 0 0. n1 Rinds Windows ,0 8 t %. .3,937.n 13.6171 15217.630.25 22� Stairwell Win•. .. ��e /pp ,- 536.033.37 .193 23, Window Walls 0 8 -7"'>. 50.00 ,".303 Ctrtairrwall wi C I"a t I '' ..,s• i"15 43300'r Curtainwall:vJ5.. A Cutannva11 i .:A76:UTE BULGING 5X.601-+WE DINE! ' 41640.00 13 520,10400 37j Entrance Sliding Necr eren v�r :u.auw 1 -_ 2$1 Aluminum Colurtm Covers 340 SF 305.00 I 50.00 0 50.00 114 Cafeteria Duets WDair) 3 15 05 80600 __ Crumple Zones(INCLUDED INC 0 IF 537.00 = 50.00 0 50.00 31 TOTAL SF 7,616 51 Ij . • .': 511.175.30 0 50.00 311 C4-0 Concrete IN120.720 SF 3100 170.72006 Insulation 120.127 SF 51.00 5124.127.00 (46.593) 1`.36.59300) 5-D Facade Options Estimate(Highland Hospital) 55 FASAOE TOTAL 95,998 SF 554'R0�,f4X52L, 90.302 SF >55.51 ,S C. - The Clark team can also aid the design team with the energy analysis of the design options if desired.We can utilize BIM for up-front vs. long-term payback of options to help determine the total cost of ownership of the project. COORDINATION, LASER SCANNING,& PREFABRICATION As we move into coordination of the different trades, Clark will perform 3D trade coordination and clash detection with the team. We also highly recommend the team utilize laser scanning technology to perform digital as built imaging and existing conditions surveys so that the spaces are accurately represented in the design team's model. We can perform selective surveying and laser scanning of the existing conditions to ensure we are coordinating properly.Our Mechanical and Electrical Specialists will review the model during Tah2 Organization Plan preconstruction for the coordination of systems with the existing conditions in 3D to ensure that we have a fully coordinated 100% design. In addition, this will allow us to perform a detailed constructability review of the on-site constraints of existing utilities and systems in conjunction with the new systems. Laser Scanning: The Miami Beach Convention Center Renovation and Expansion is an ideal application for 3D laser scanning.Modifications and additions to the building will require interfacing with existing structural, mechanical,electrical and plumbing systems. Accurate documentation of the existing building conditions empowers the design and construction efforts as well as reduces overall risk to the City. The facility can be scanned and an AutoCAD or Revit model can be developed accurate to 6mm. The architectural and structural features will aid the project team to plan re-use of existing structural member and integration of new design elements with the existing architecture. Similarly, the Mechanical, Electrical and Plumbing (MEP) system details will empower the team to specifically plan connection points and value engineer new systems to better integrate with existing assets. Later in the project life-cycle,the construction team will benefit greatly from detailed as-built model for their Virtual Design and Construction(VDC)and pre- construction coordination activities. Having this accurate information early on enables the project team to avoid potential conflicts and pro-actively plan construction activities to minimize change orders and schedule delays. Laser scanning can also be an important tool during construction of new elements. Clark used this technology during the construction of the Music City Center in Nashville,TN. Demonstrated Success: Laser Scanning on the Music City Center At the Music City Center, Clark successfully employed laser scanning to verify primary and secondary steel erection and develop an accurate as-built 3D model of the erected steel structure.The model was then used by the metal panel subcontractor in the fabrication of the exterior metal panels and the panel attachments to the steel superstructure. Laser scanning significantly reduced the time required to obtain the dimensions required for fabrication of the panels and eliminated errors and rework due to incorrect measurements. Laser scanning also dramatically reduced the number of RFIs asked during the detailing phase of the exterior envelope design and reduced coordination effort and cost.This allowed Clark to deliver the complex Music City Center exterior envelope package quickly and efficiently and to hand over a precise as built 3D building model.The images below resulted from laser scans that generated a"3D point cloud." .-711.4.141"miftiP-- 1110PN 4 ,. /IIIII.*OM it 4 : ' --. r .- «t■s. 7 ,. . P Tab2 Organization Plan Prefabrication: A strong focus during our coordination process is helping drive prefabrication of certain MEP systems.We will be selectively prefabricating certain elements of the MEP systems to help minimize existing conditions disruption on-site and to create a cleaner more organized installation when possible. PREFABRICATION OF MEP SYSTEMS ; -i ..N r sf• or IV - - - yww BIM FOR QUALITY CONTROL Our team will use iPads/Tablets with Latista mobile software solutions for quality assurance and verification of installation with electronic information QA/QC, worklist/punchlist, and electronic drawings. submittal files, RFIs, and BIM available in the field to verify accuracy of construction. Having all of the project's"paper"and electronic information at the fingertips of our Superintendents allows them to more accurately check the quality of the installation and automatically aggregate their documentation into our overall digital collaboration plan for the project. BIM FOR FACILITIES MANAGEMENT From the initial BIM PxP developed at the start of the project, Clark will work with the City in determining the correct balance, if any, of inherent embedded content and linked electronic files for the correct deliverable of the final as-built model as it relates to the end user format. Clark has experience working on a variety of final electronic deliverables for clients.These include electronic O&M deliverables, linking these O&M deliverables to BIM, including inherent intelligent objects in BIM,linking this information to CMMS software, linking this information to the BMS, and providing a COBie deliverable. Clark will work with the City in determining the way that MBCC facilities would like to access the information at the end of the project, with BIM, in a digital facility manual, CMMS, or BMS as the central portal with the other elements linked back to that central portal. Tab2 Organization Plan 3) approach to managing the competitive trade bidding process COMPETITIVE TRADE BIDDING PROCESS A competitive and strategic trade bidding process ensures that highly qualified subcontracting partners are selected, confirms the accuracy of the GMP and mitigates risks related to project schedule, market escalation,and labor availability. Clark will work with the City of Miami Beach to develop a refined procurement plan with bid packages designed to enable efficient and cost effective construction, and to encourage local workforce and local business participation. MAXIMIZE PARTICIPATION 0 ), 0 0 ISSUE COMPREHENSIVE BID PACKAGES •Scope of Work •Site Specific Requirements Advertising & Subcontractor •Subcontract •Insurance Requirements Outreach Qualification •Schedule •Bonding Requirements •Bid Forms •Safety Manual •Alternates&UPs SCOPING AND PRICING REVIEW AWARD 4 6 Open Book Contract Pre-Bid Subcontractor Scope s Award to Meetings Scoping Reviews&Bid Subcontractors Evaluation COMPETITIVE TRADE BIDDING STRATEGIES Clark will utilize the following key strategies to obtain high-quality, competitive bids for the Miami Beach Convention Center Renovation and Expansion: • Maximize Participation of Qualified Subcontractors • Develop Comprehensive and Detailed Bid Packages • Communice with Subcontractors Throughout Procurement • Provide Flexibility for Subcontractor Alternates • Implement an "Open Book" Process • Utilize Early Bid Packages,when appropriate Tah2 Organization Plan MAXIMIZE PARTICIPATION OF QUALIFIED SUBCONTRACTORS BENEFIT: Increased competition from qualified subcontractors results in lower cost of the work. As a national contractor in business for 109 years, Clark has cultivated strong national subcontractor relationships as well as an excellent understanding of the local City of Miami Beach marketplace. Our subcontractor team member, Facchina Construction of Florida, is headquartered in Miami and provides additional local knowledge and established relationships. These national and local subcontractor relationships ensure that we will not only meet and exceed all procurement requirements of your proposed agreement, but we will ultimately provide the most qualified and greatest amount of local subcontractors to successfully complete your project. Subcontractor Outreach In accordance with section 2.1.6.2.q of the proposed agreement, Clark will provide a detailed market analysis I . and bidders plan within 60 days of contract award. This plan will provide an overview of the market capacity, as "� well as Clark's detailed plan for stimulating interest of qualified bidders in the project. _ ► One of the key tools Clark will use to get the word out to •torn the subcontracting community is a series of Networking ' / Meetings/Business Opportunity Fairs specifically targeted at obtaining bids from qualified subcontractors and ilitt suppliers and educating the local workforce to potential opportunities. We will utilize our corporate database On January 22, 2015, Clark held its first outreach of both national, regional and local subcontractors and event at the Miami Airport Marriott where over 80 suppliers as well as all local City of Miami Beach and Miami individuals from local firms were in attendance. Dade industry resources to attract the greatest number of potential participants. These meetings provide the following information: • Overview of the project • Review of the project schedule • Review of trades/scope to be purchased by Clark • Review bidding criteria and contract requirements • Subcontracting opportunities for services, equipment, material and supplies • Opportunity for local workforce candidates to network with the subcontracting community • Instructions on Clark's online prequalification process Additional tools to communicate subcontracting opportunities to the market include advertising, a project website and coordination with local trade organizations. Prequalification of Bidders Our online prequalification process allows Clark to conduct an evaluation of subcontractors and suppliers to determine if their financial capabilities,quality,safety,and experience to meet the requirements of the project. Clark will invest a significant effort to ensure the subcontractors invited to bid have the ability,workforce, and financial strength to meet the demands of the schedule,and produce a quality product.Clark's prequalification Tah2 Organization Plan process includes the following evaluation metrics: • Nature and size of company • Detail of work experience and successful completion of projects • Questions concerning claims and judgments • Project history for the past five years • Revenue, backlog and profitability • Supplier, Prime Contractor and Bank references • Bonding • Detailed Safety information and past five year history Each subcontractor will be objectively assessed and rated based on the factors listed above, confirming that they are qualified prior to receiving bid documents.This process ensures not only the best pricing, but also the best value in terms of subcontractor selection. Public means will be used in order to notify interested bidders of this requirement.Clark's prequalification policy exceeds your requirements as outlined in paragraph 4.2 of the proposed agreement. DEVELOP COMPREHENSIVE AND DETAILED BID PACKAGES BENEFIT:Detailed and consistent bid packages ensure that competitive bids are recieved for identi- cal scopes of work. Scope gaps that could result in change orders are eliminated. Contracts can be executed more quickly, avoiding delays due to contract negotiations. During design, Clark, working with Fentress, will package the design documents to facilitate an effective and efficient bid packaging and procurement process. As each design package approaches the agreed upon level of completeness for subcontractor bidding, we will develop detailed scopes of work.Once the documents are completed, the detailed scopes will be finalized and included in each trade specific bid package. Our bid packages are very detailed and provide clear direction to the bidders on the requirements of the project not only in matters of scope,but also regarding all contractual and project specific general requirements, insurance and bonding, schedule and phasing plans and special requirements associated with working at the project site. By creating detailed bid packages, we ensure competitive bids for identical scope and a thorough and accurate best value evaluation. Bidders are required to acknowledge the entire package, including contract terms, which allows for immediate execution of the contract once a bidder is selected, avoiding delays due to contract negotiations. COMMUNICATE WITH SUBCONTRACTORS THROUGHOUT PROCUREMENT BENEFIT.Subcontractors are confident in the preparation of their bids, eliminating the need for excessive contingencies and resulting in more competitive pricing. One week after issuance of the bid package, prebid conferences will be held with subcontractors to facilitate a site visit, review the bid package requirements, explain bidding procedures including the RFI process, and answer any questions. The City, Hill International and Fentress will be invited to attend. During the bidding period, Clark will maintain contact with the bidders, respond to prebid RFI's and issue amendments if required.In addition, detailed scope comparison sheets will be prepared to ensure that all bidders price the same scope of work in order to receive comparable bids.Subcontractors are not allowed to qualify their bids or bid a different base bid scope of work. This process saves time by eliminating the need for post-bid scoping meetings and allows us to award and execute an agreement in a shorter period of time. Tah2 Organization Plan This detailed process provides for open communication with the bidders and clearly outlines bid requirements and expectations.As a result, bidders are confident in the preparation of their bids, eliminating the need for excess contingencies and resulting in more competitive pricing. This entire process will ensure that the project maintains the scope, quality and budget anticipated at the GMP stage. PROVIDE FLEXIBILITY FOR SUBCONTRACTER ALTERNATES BENEFIT: Flexible bid forms provide opportunities for subcontractors to propose cost savings. A unique element of our approach to managing the competitive trade biddin g process is allowing opportunities for subcontractors to provide alternates. By providing avenues for the subcontracting community to provide alternative creative solutions,we will receive proposals that reflect the best value through cost and schedule alternatives. Each bid form will allow subcontractors to submit voluntary alternates to reduce costs and/or time by suggesting alternative means and methods. All voluntary alternates will be reviewed by Clark with the City, Hill International and Fentress for potential integration into the project. A Combination Bid Form is also included in each bid package, which allows subcontractors who bid on multiple trades to offer combination discounts if awarded multiple packages. If necessary,we can establish options, both additive and deductive,that could be used to add enhancements or deduct certain items of work, if deemed necessary.Our goal is to integrate flexibility into the bidding process to allow for informed and streamlined decisions which will support the project schedule and budget and provide the City the most competitive pricing. Relevant �schedule Savings Clark's bid form will provide opportunities Sid Rem Dedtro Savings (Days) subcontractors to propose potential savings. $ y,,T=, I Q 2 ite.)e IWT((4Z.44 1rf e� S M 9 y n Alf 14g t `-K 0 AM oYti 2.0 COMPOSITE BD PROPOSAL.BREAKDOWN Alt ,s t� :38 g L 5 0 w 16• uTltti Submitted Description TOTAL so puce K! F CrArr/4U $11 6,.196 0 �7,, D tit 24sser� prY.. ❑No ON 14 _Jr7� = i, 86 Uoo_ tfr .� rwT&-& $ •COI'i 9b 0 1BTc To 8r s ' l616co es a Pb t ' ,, = Z e:o c000.ad i "°itsr,4316,ow O r '4.Ac $ Z •: •Op i set. 94 Tr $20,000 O er t7 No 3! 5!!$ .'Z • '0 L 1'IUST�sr 4.e S g co.oo 0 O Yes ❑No = to so TLS T Foe $ g00.Oo SUBTOTAL $ On.57,Q_00 CD!S K•►i Av.f 0 • COMPOSITE BID DISCOUNT" $( 54,0.ca ) o.v AL s$ T14.,, ,$23,13 C. 0 TOTAL COMPOSITE BID PRICE _ } �.c SS—EDED.YOU MAY COPY AND SUBMIT MULTIPLE FORMS ..DISr:At,NT IR. Y APPL ICAALE IF A COMPOSITE AWARD-. T BIDDER Organization Plan Tab 2 IMPLEMENT AN OPEN BOOK PROCESS BENEFIT: Transparent, open book evaluation of bids results in a best value procurement. On bid day, sealed bids are received, opened and reviewed by Clark,the City, Hill International and Fentress. As required in paragraph 4.3 of the proposed agreement, Clark's process is "open book". Bid tabulation forms are filled out to ensure complete and responsive bids. Bids are compared to the budget, voluntary alternates and options are reviewed, and combination bids are analyzed. Following this review, Clark assembles a bid summary for each bid package which will include all received bidding documents,completed scope comparison sheets,bid tabulations and a detailed package analysis which compares the as-bid values against the project budget. This package, including recommended subcontractor awards, is reviewed with the City and subsequent selection of the subcontractor is made. UTILIZE EARLY BID PACKAGES BENEFIT: Utilizing the same procurement process outlined above for early bid packages provides a competitive procurement for long-lead items and early work activities to support the schedule with no installation delays. As outlined in paragraph 2.6.1 and 2.6.8 of the proposed agreement, during the preconstruction phase, we will review the Design Development Documents for the purpose of identifying both Long Lead Procurement items and early work packages for Early Bid Procurement. This will be reviewed with the Fentress, and upon approval of the City. a plan will be put in place to incorporate the necessary bid package documents in order to solicit and bid this work early.The same process outlined above will be utilized for the procurement of early bid packages.This facilitates the immediate commencement of construction at the issuance of the GMP Amendment and subsequent NTP. 4) approach to local workforce hiring ACHIEVING LOCAL WORKFORCE HIRING GOALS The creation of meaningful job opportunities and career development for local City of Miami Beach and Miami Dade residents is vital to the success of the Project and the local Miami Beach/Miami Dade community.Clark is committed to maximizing workforce opportunities for local City of Miami Beach and Miami Dade residents and providing skills and experience to transfer into careers beyond the completion of this project.To accomplish this, Clark will establish and implement an honorable, progressive, innovative, and goal-oriented Workforce Development Program to serve all sectors of the community. Clark has a significant and successful history of reaching out to local residents and workforce development programs in the communities where we build. We will continue to build on that history for the Miami Beach Convention Center Renovation and Expansion project. WORKFORCE HIRING IV Project Name Goal Achieved McCormick Place Convention Center Local: 50% 87.6% O West Expansion, Chicago, IL • E 3 McCormick Place Hyatt Regency ' Local: 50% 99% • Expansion, Chicago, IL Minority:40% 790/0 Women: 10% 10% _ y" U.S.Coast Guard Headquarters, Local: None f 60% At Washington, DC Nationals Park,Washington, DC Local: 51% 51% Apprentice Hours: 72% CLARK'S WORKFORCE DEVELOPMENT PROGRAM From our experience with highly successful programs, Clark has developed a comprehensive program to achieve local workforce development goals. This approach provides the framework and infrastructure to maximize participation and set up new hires for long-term success. 0 IDENTIFY AND JOB READINESS co TRADE CONSTRUCTION 4 JOBS TO COMMUNICATE PROGRAMS CAREERS TRAINING 1. IDENTIFY& COMMUNICATE Matching local workforce with opportunities for successful careers in construction. Our success in maximizing local workforce hiring will begin by reaching out to the local community and existing resource partners and local community centers, churches, vocational and trade schools to identify potential candidates and communicate available employment opportunities. By utilizing existing and trusted local resources the pool of potential candidates is increased. Listings of employment opportunities will also be housed in our local project office trailers with helpful applicant information, wage scale information, job descriptions and will be supplemented by any additional employment opportunities that may be available with our subcontractors. f On previous projects and pursuits, Clark has interfaced and — ,--------., established strong relationships with many of the parties involved in executing an effective workforce hiring program inz �� .;;wift the Miami Beach and Miami Dade area.These parties include, 1 but are not limited to: • South Florida Workforce Investment Board (SFWIB) _ '',: --\ 4 • Career South Florida 1 _ • Miami Beach & Miami Dade Chamber of Commerce - `- ■ Associated Builders & Contractors ABC • Associated General Contractors (AGC) We will continue to meet with these organizations to discuss the job opportunities available at the Project, gain a better understanding of the current programs in place with the different constituencies and how they are utilized to identify potential applicants. As our discussions develop, we will formulate an approach that a- combines Clark's successful nationwide programs alongside the existing Miami Beach and Dade County tV programs. In addition to leveraging our local resource partners,Clark will OPPORTUNITIES CENTER O utilize the following tools to communicate job opportunities to Recently, Clark partnered with officials Pa from the District of Columbia,the the local community: = General Services Administration, and N' • Host job fairs with trade unions and local workforce the Department of Homeland Security Po hiring agencies to recruit potential employees; to open an Opportunities Center at the • Maintain the project website outlining employment 0 opportunities, locations for applying, resource partners, St.Elizabeths Campus, site of the new and details on upcoming job fairs; U.S.Coast Guard headquarters.The 70 • Advertise employment opportunities and job fairs in Opportunities Center trailer was a key tool 513 local newspapers and periodicals; in recruiting D.C.residents to work on the = • Visit local schools, including vocational training schools; project.As a direct result the Opportunity • Work- with local job readiness programs and ex- Center, and a number other community offender programs to identify candidates for training outreach events, 107 of the 177 new jobs and apprenticeship programs, in coordination with local created on the project were filled by D.C. union representatives; and residents living near the project, providing • Establish an on-site Opportunities Center that will significant economic benefits to the provide a location for interested individuals to learn surrounding Anacostia community. about job opportunities and apply for positions. Based on these relationships and our proven track record we will deliver a workforce hiring plan that meets the project's goals and builds the skillset of the existing local residents to develop long term success for the workforce of Miami Beach and Miami Dade. 2.JOB READINESS PROGRAM Once candidates are identified, Clark will work with local partners and subcontractors to provide job readiness training This training is provided in concert with existing local partners z r and subcontractors. These partners assist in evaluating : I . t :-t,°w ' candidate skill level and experience, providing workplace ethics ` r.wt.. r and behavior training, jobsite expectations and requirements, — ^..d,,,, goal setting,basic computer skills and effective communication. . - .- - 'r .4 - The tools and skills learned through these courses are II 1 as 1 .valuable assets to any candidate for employment and provide a foundation for future skills long after their potential experience viol on the Miami Beach Convention Center project. 3.CONSTRUCTION TRADE TRAINING Clark's Construction Trade Training utilizes Clark staff, project subcontractors, local apprenticeship FIELD NEWS programs as well as formal vocational training and on-the-job training. By partnering with local aria IOW resources, skill sets needed to be considered •�-�» for employment within the skilled trades can be . „ , - obtained before and during project duration. W,MFR,Ot_, 4.JOBS TO CAREERS H.-A\E.YOt • f RECEI\Ei)\01}' Jobs to Careers establishes a long-term commitment 1'Ll`SHOT" ThinA ycu re srmune•--- � � "�' ..._..sc to local residents far beyond the project's completion. w�Think agaid o:,en.et„ » conhact thus.out a^c _ .t«,acmes bet;ae.�.. By matching skills with available opportunities, e Mwowrouha.e;: Erica Burgess Furthers Her Career through monitoring success and providing support as pe.entNe,ti.sto�et� Apprenticeship Program '"e"'°h° �'''"°" " Clark's A renticeshi Pro ram needed Clark tracks success and ensures local ru shat.p y,. par 7z �etemaga BbaBwp.vcw0haven.ye re.0hwn" .o Cl.0u-spwnved he0flh , pbn.✓w can r«Me a!v rnaghea Bat she would the a Iu 'sg career in o8y MarkN protect.and hrorsded h kotnhp Not at no cost to You! skre canstnxtbn Ir0u4,A tot h0s atanged how she could get hvohwd. gar tar a new resident participation is maximized by providing crate team :participant°'"" mgr. growth pot pialshe k.1dCbrk MM1i Q e You hope the Aetna nedh. t.ta.0n and Erica is h the crop to e- growth opportunity troller potential she Mdrea b filar rob.lithe Pb'your eu shot a prao dea Apprenticeship am.o capsn joum.yrnan.Though orgy a imow what lay head 02 a job.UtlI. a foundation from which the skills and knowledge ,�� semester into«,.twoyeor program Nei You go to get row stn,.-, tar at o m.aPPanursltlb mat ay ahead cm'm,at°�`wn Er°t.usr..Mrt.PA caught Mykeew duickh Pected that learned during the project can be applied to any t,S 0antafWaNpron.D.o.',Shaw neb/too. a. °�° 'P. future employment. '«�Oro ',�., hood 61w tad Matched thereN..on of her certNaatbns h Aa°°h°and.OSHA 10-hour an Aetna clam form a ce chy-and naghbahood-h recent years.M.h- safety training. reir4b.rsed Ct5 SafeMOV pp,.would be a good c0nd0aro tar P.rota.0.Pit sane of cut.cass oofl, 2to fThUtol oPO companies b 2012 Clark's d hs not Nlp ProgMnl meeting her the fiat arts R.. me ewsbuctbn ehom.That al changed h 2012 confirmed into notbn. A,• To End a bcal 6,; '"then pie noaced a by bW olak slpn outs0e ,V REPORTING AND T R AC K I N G jouf tth bl ocks cks hanThe ffront l a nnt f.or,he pb4tt..Laweoosuald d oGflw e bdegan.vak conc..a npd soon he horns to new Glint grocer store one panh a ls b ncg u Nrea n sksky r r—l�962.6842 options rot groceries nearby a the two-year pro gram oehgne s'build job knew that.e now supermarket would nave a skis and.spsd kd employees'cbonid uc- As required in section 4.6.9 of the Proposed beblench n n dN c.sh a oa.m.learning wt 1 8op e s1t 4 1p P jPOrob train-rtrain-m F 0 vast taut k-U s::- 11,004,its.had 006.0 rely 00040.0.4 a w- CoobooO on rope 3 Agreement, Clark will track and report the status of `n y 4 to And your .• CLARK local workforce participation of City of Miami Beach and Miami-Dade County firms and residents through Aa Monthly Participation Reports. Clark's workforce utilization reports will be prepared by trade, classification, gender, ethnicity, subcontractor, and/or any combination that is useful to the City. To generate Workforce Utilization Reports and maintain a transparent reporting process, Clark will utilize LCPtracker, a web-based software used to collect, verify, and manage prevailing wage certified payroll and labor compliance documentation. The system can validate local, state, or federal Davis-Bacon prevailing wage regulations.LCPtracker's ability to collect labor data accurately allows reporting for Equal Employment Opportunity ("EEO"), workforce analysis, apprentice utilization, residency and other relevant data.Through these and other customized reports, Clark will provide the City with accurate, up-to-date data representing the Project's progress against the workforce hiring goals. In addition to monthly reports, Clark will also establish a Workforce Advisory Committee. This committee will meet regularly to monitor and track progress of the local workforce hiring and development plan and will serve as an accountability measure to ensure transparency of our program and its associated goals. Representatives from the City, the local community and local"resource partner"organizations will be invited to serve on the Workforce Advisory Committee. Tab2 „Identification all key personnel.including the Lead Project Manager and Job Superintendent.who will be assigned lo the Project and their intended functions and responsibilities.Also indicate the percentage of time commitment of each key person on this Project.Utilize the staffing schedule form in Appendix D.For purposes of reviewing the staffing schedule,the City is assuming a six(6)month period for Preconstrudion Services and a thirty(30)month period for Construction Phase Services .. .. ...„_..".. j MI . .'P' , -)1,..,".. ).4:- • • li Ill ,,,,.; •" ‘411111i A : .. A team Mark Eames.LEED API Bill Dooling I Project David Gillam.LEED AP I James Faddis.LEED API Gentry Griffis I Quality David Cooper I Safety Fulya Kocak,LEED that has Lead Project Manager (Job)Superintendent Assistant Project Manager Preconstruction Manager Control Manager Manager Fellow I Director of Acting as the Project As Senior As Assistant Project As Preconstruction As Quality Control As Safety Manager, Sustainable Solutions s u c e s sf u I I y Manager.Mark will be Superintendent,Bill Manager,David will report Manager.James Manager.Gentry David will be responsible Clark's In-house Director the day to day point of will have primary directly to Mark Eames will report directly to will ensure that the for developing and of Sustainable Solutions, contact for Clark.As an responsibility for all and will be supporting Mark Eames and mil guidelines of Clark's implementing Clarks Fulya Kocak.will be an delivered officer of the company Clark field operations. him in carrying out be supporting him in site specific Quality site specific Safety invaluable asset to the Mark will have the Bill's primary focus will Clark's overall direction carrying out Clark's Control program are program as well as have team.She is the current authority to commit Me include safety,schedule for the project.As a preconstruction services properly implemented overall management Chairman of the Board full range of Clark's and the management Project Executive for for the project.James and will have ultimate responsibility for of Directors for the U.S. Over $5.6 corporate resources as of all subcontractor field the company,David and his dedicated staff responsibility for all on-site safety Green Building Council- well as make financial forces all with keeping will provide senior of preconstruction. managing quality control representatives.David National Capital Region decisions for the project. an eye on quality level management for estimating and through all phases of will also oversee all (USGBC-NCR)and has billion i n He will have oversight and budget.During the project team and. 'procurement special sts preconstruction and safety procedures 14 years experience in of preconstruction, preconstruction Bill will working alongside will lead the team'n construction.During including project safety sustainable construction. project operations and work to provide input Bill Dooling.Senior establishing cost and preconstruction, health inspections Fulya will advise the administration and regarding scheduling Superintendent.will schedule certainty, Gentry will oversee the and training,OSHA team on LEED and c o n ve n t i o n will work to promote and site logistics nave direct involvement His responsibilities review of documents inspections.coordination sustainable strategy effective and open and will also provide m assuring success in include oversight of for constructability with Quality Control and in order to find smart, communications with constructability reviews. all aspects of the project cost estimating and and ensure that the all Field Supervision, sustainable solutions center all project stakehoders During construction including safety.schedule. procurement.performing design supports the subcontractor safe start for the Miami Beach Mark will set and Bill will supervise budget.subcontractor value analysis studies. requirements for a meetings,Job Hazard Convention Center manage the overall and coordinate Clark management.quality design coordination and quality installation of Analysis reviews and Renovation and direction for Clark trades and all project control and issue constructibility reviews products and materials. preparatory and initial Expansion project. projects. and have ultimate subcontractors to make resolution.David will also and ensuring that me During construction, inspections. Percentage of time responsibility for project certain all work is oversee project reporting budget and design are in he will monitor the Percentage of time committed to this completion and client installed in compliance to ensure all stakeholders alignment submittal review and committed to this project: satisfaction. with all project are kept properly informed Percentage of time approval process. project: Preconstruction:10% Percentage of time requirements. 01 the project status. committed to this project: oversee the inspection Preconstruction:50% Construction:10°6 committed to this Percentage of time Percentage of time Preconstruction:t00°> process including the Construction:100% project: committed to this committed to this project: Construction:20% resolution of deficiencies Preconstruction:100% project: Preconstruction:100% and manage any Construction:100% Preconstruction:100% Construction:100% ndependent tasting Construction:100°'6 agencies. Percentage of time committed to this project: Preconstruction:50% Construction:100% d. Resumes of the Lead Project Manager and Job Superintendent demonstrating their experience and qualifications, education and performance record. We are pleased to propose and dedicate to this project Clark's"A Team"of most experienced and respected convention center builders, including: • Lead Project Manager Mark Eames who led Clark's 1.7 million SF Boston Convention & Exhibition Center in Boston, MA: • Project (Job) Superintendent Bill Dooling. who led Clark's 2.6 million SF McCormick Place West Convention Center Expansion in Chicago, IL and the 2.1 million SF Music City Center project in Nashville,TN. This team will bring significant experience and knowledge to the Preconstruction and Construction effort for the Miami Beach Convention Center Renovation and Expansion Project. cm co 'a-) a) a) u) 0 U - +- w C No C Q) 1 O 0 c O Cr) N a) a) ER O 0 t/) 0 C N . C E 0 A CD O E U ' — X > 5 al a) - cn E. ,c'c c� 0 } a) O C 0 o O XQ 2 xx X C,5 >0 O c� 0- O W N x 2 = Other Key Personnel ow ow w w U O _i _, A w w Ni- Mark Eames, LEED AP, BD+C Lead Project Manager O Bill Dooling = Project(Job) Superintendent A) Please see the next page for Clark's Lead Project Manager and Job Superintendent's resumes. = Also provide a table of the Project Manager's and Job Superintendent's most similar projects that includes the following information: project name, type of project (convention center, airport, etc.), convention center square feet if applicable, the years constructed, hard costs, and Project Manager's role. Mark Eames, LEED AP, BD+C Role on this project:Lead Project Manager Project Name Type of Project Square Years Hard Role Feet Constructed Costs Music City Center Convention Center 2,100,000 2010-2013 $372 M Vice President McCormick Place West Building Convention Center 2.600,000 2004-2007 $645 M Vice President Boston Convention& Exhibition Convention Center 1.700,000 2000-2004 $463 M Project Manager Center Gannett/USA TODAY Office HQ 766,000 1999-2001 $167 M Project Manager Headquarters McCormick Place Headquarters R 1,234,620 2015-2017 $263 M Vice President Hotel Bill Dooling Role on this project:Project(Job) Superintendent Project Name Type of Project Square Years Con- Hard Role Feet structed Costs Music City Center Convention Center 2,100,000 2010-2013 $372 M Superintendent McCormick Place West Convention Center 2,600,000 2004-2007 $645 M Superintendent Expansion McCormick Place Expansion Convention Center 2,900,000 1991 - 1996 $676 M Superintendent -South Hall Knoxville Convention Center Convention Center 480,000 1999-2002 $96 M Superintendent Hyatt Regency McCormick Hotel 800,800 1996- 1998 $108 M Superintendent Place (Original Tower) -� 137 Hyatt Regency McCormick Hotel 1,500,000 2011 -2013 $88 M Superintendent C' Place-Hotel Expansion and IV Renovation Chicago Midway International Airport 941,000 1998-2004 $259 M Superintendent C Airport Terminal/Concourse -� Expansion LCD N r--t- C Mark Eames, LEED®AP, BD+C Role on this project:Lead Project Manager About Mark With over 25 years in the construction industry,Mark brings a strong background in convention center and i related hotel experience.Mark's invaluable leadership as an officer of the company,as well as the depth of experience he brings in CM at Risk delivery, including providing preconstruction services, will ensure budget and schedule certainty for this highly cost and milestone driven project. Over the past ten years,Mark's leadership and knowledge has been critical to the highly successful delivery of three complicated,large and high-profile convention centers.He is intimately familiar with the design and construction of components unique to convention centers, including large-span structures, enhanced IT requirements,and large-scale MEP systems.His understanding of key cost drivers and systems,as well as convention center operations,will be highly valuable to the Miami Beach Convention Center team. Experience Relevant Project Experience —� Total:25 years Music City Center, Nashville,Tennessee =— Clark:23 years ® Role:Vice President �V Project size:2.1 million GSF Exhibition SF:470,000 SF Project Delivery:CM at Risk Education $436 million, 2.1 million GSF convention center. which includes 59 meeting rooms, two B.S.,Civil Engineering,Columbia ballrooms, 36 loading docks, and a 800,000 SF 1,775-vehicle parking garage. It also houses University a 350,000 SF exhibit hall that is acoustically designed to serve as a live music venue.The convention center's clearspan exhibit halls utilize a unique cable-braced structure that helps CQ Professional Certifications form the rooftop's 14-acre rippling topography. its signature design feature.This impressive 175,000 SF green roof is one of the largest in the nation: water collected from the roof is - LEED Accredited stored in a 500,000 gallon tank and is reused as graywater.The project achieved LEED Gold N- Professional, BD+C certification,exceeding the original goal of LEED Silver. OSHA 30 Hour Certified McCormick Place West Expansion,Chicago, IL 0 - First Aid/CPR Certified 1111 Role:Vice President Project SF:2.6 million GSF Exhibition SF:470.000 SF Project Delivery:Design-Build $883 million convention center expansion including exhibit space,meeting space.ballroom and registration space.The largest LEED Certified building at the time of completion. Boston Convention&Exhibition Center, Boston,MA Role:Project Manager Project size:1.7 million GSF Exhibition SF:515,000 SF Project Delivery:CM at Risk The$529 million Boston Convention&Exhibition Center includes a 515.000 square-foot exhibit hall, 165,000 square feet of meeting rooms,and a 41,000 square-foot ballroom.Clark,serving under a joint venture agreement,delivered the massive facility on the aggressive schedule.This feat required tremendous collaboration among the city of Boston, design team, construction ✓ Convention center manager,builder and the community. experience Gannett/USA TODAY Headquarters,McLean,VA ✓ Experience Role:Project Manager Completion Date:2001 Hard Construction Cost:$167 M Maintaining Project size:1.5 million GSF Project Delivery:General Contractor Operations while 1.5 million GSF headquarters facility situated on a 30-acre site and encompassing two striking under Construction office towers wrapped in glass curtain wall that rise from a three-story glass and stone base building and total 820,000 SF. Clark was also responsible for the construction of a new six-level, ✓ Expansion/renovation 680,000 SF,above-grade parking garage providing 2,500 spaces,as well as full tenant fit-out experience work of the office towers highlighted by the three-story,sky-lit atrium lobby accentuated by the "Harp Stairs." ✓ Worked with other Key Personnel on ® Hyatt Regency McCormick Place-Hotel Expansion and Renovation,Chicago, IL Role:Vice President previous projects Project size:766,000 GSF Project Delivery:Design/Build ✓ Complex projects Design-build services for a new$88 million, 14-story addition housing 461 rooms built on top of an existing parking garage.The new tower connects to the existing, 800-room hotel tower via ✓ CM at Risk experience a pedestrian bridge.The project also includes the renovation of all 800 rooms in the existing tower,as well as renovations to the lobby,conference and business centers,food service areas, ✓ Experience on LEED and the creation of a junior ballroom.The project,which features a green roof on the new tower projects achieved LEED Gold certification. ig LEED Project Bill Dooling Role on this project: Project(Job) Superintendent About Bill With over 35 years of construction experience, Bill brings senior leadership and executive field direction to the team,ensuring that the project will be built safely in accordance with all project requirements. Bill brings a demonstrated,successful track record as a Lead Superintendent on large-scale complex projects $' such as the McCormick Place West Expansion,Nashville's Music City Center and both hotel towers at the Hyatt Regency McCormick Place. Bill's repeat performance for work at McCormick Place is evidence of his ability to provide the ultimate in client satisfaction and service. Relevant Project Experience ® Music City Center, Nashville,TN Experience Role:Senior Superintendent Total:35 years Project size:2.1 million GSF Exhibition SF:470,000 SF Project Delivery:CM at Risk Clark:18 years 8436 million, 2.1 million GSF convention center, which includes 59 meeting rooms, two ballrooms,36 loading docks,and a 800,000 SF,1,775-vehicle parking garage.It also houses Education a 350,000 SF exhibit hall that is acoustically designed to serve as a live music venue.The convention center's clearspan exhibit halls utilize a unique cable-braced structure that helps B.S.,Civil Engineering.Purdue form the rooftop's 14-acre rippling topography, its signature design feature.This impressive =- University 175,000 SF green roof is one of the largest in the nation; water collected from the roof is tV stored in a 500,000 gallon tank and is reused as graywater.The project achieved LEED Gold Professional Certifications certification,exceeding the original goal of LEED Silver. - OSHA 30-Hour Certified Q Egg Place West Expansion,Chicago. IL —, - Safety Trained Supervisor Role:Superintendent CC) - CPR Certification Project SF:2.6 million GSF Exhibition SF:470,000 SF Project Delivery:Design-Build 8883 million convention center expansion including exhibit space, meeting space, ballroom and registration space.The largest LEED Certified building at the time of completion. N' McCormick Place Expansion-South Hall,Chicago, IL Role:Superintendent Q Project SF:2.9 million GSF Exhibition SF:2.5 Million SF Project Delivery:Design-Build = $676 million,2.9 million SF design/build convention center expansion including 2.5 million SF exhibition hall,300.000 SF galleria and all associated infrastructure. Knoxville Convention Center,Knoxville,TN Role:Superintendent Project size:480,000 GSF Exhibition SF:122,400 SF Project Delivery:CM at Risk $96 million 480,000 SF convention center,including 122,400 square feet of exhibit space,a 30,000-square foot ballroom, and 26.400 square feet of meeting rooms, pre-function space and a 400-seat lecture hall. Hyatt Regency McCormick Place(Original Tower),Chicago, IL ✓ Convention center Role:Superintendent experience Project size:800,800 GSF Project Delivery:Design/Build The$108 million McCormick Place Hyatt Regency,a 32-story,"first-class"hotel,was award- ✓ Experience ed to the same Clark design/build team that completed the McCormick Place Convention Maintaining Center Expansion due to the resounding success of that project.In addition to three levels Operations while of ancillary hotel functions.the hotel contains a guest tower with 303 king guestrooms,449 double guestrooms, 48 hospitality suites, three VIP suites, and two deluxe suites. It also under Construction features four levels of above-grade parking that accommodates 600 cars.Other amenities ✓ Expansion/renovation include a spacious lobby,ballroom,pre-function accommodations, restaurant,boardrooms, and a business center. experience ✓ Worked with other rig Hyatt Regency McCormick Place-Hotel Expansion and Renovation,Chicago, IL MI Key Personnel on Role:Senior Superintendent Project size:766,000 GSF Project Delivery:Design/Build previous projects Design-build services for a new$88 million, 14-story addition housing 461 rooms built on ✓ top of an existing parking garage.The new tower connects to the existing, 800-room hotel Complex projects tower via a pedestrian bridge.The project also includes the renovation of all 800 rooms in ✓ CM at Risk experience the existing tower,as well as renovations to the lobby.conference and business centers,food service areas,and the creation of a junior ballroom.The project,which features a green roof ✓ Experience on LEED on the new tower achieved LEED Gold certification. projects Chicago Midway International Airport Terminal/Concourse Expansion,Chicago, IL Role:Superintendent Project size:941,000 GSF Project Delivery:General Contractor $259 million,941,000 GSF three-story terminal building.two-story concourse building,and a LEED Project pedestrian bridge.The new Terminal and Concourse facility provides 43 gates.in addition to all ticketing, baggage handling,and support facilities.As new concourses were completed, the existing terminal was demolished in phases. e. Resumes of the other team's key personnel who will be assigned to the Project that demonstrate their experience and qualifications, education and performance record. For the Miami Beach Convention Center Renovation and Expansion Project, Clark has assembled a Preconstruction and Construction team with significant experience in convention center construction, expansion and renovation. In order to achieve a high degree of continuity and momentum, we have built our team to provide continuity between the Key Personnel for the Preconstruction and Construction. O Q) -0 U C C C E O as .-. 0 Q C E' N • O N Cl QJ o W c a) 2 Q N C) > C > N W c - U Q aU E . U E O U (� w C2 +� 0 i 0 O C U O 0- , O (II Ef? O "'I C �C N A CCD O cn c CC .= 2 to = W O a D Sy > c 0 N 0 > n NJ Other Key Personnel 0 0 w w U w J _1 0 a o U SI) David Gillam, LEED AP O• Assistant Project Manager = James Faddis,LEED AP —CI Preconstruction Manager Pa Gentry Griffis Quality Control Manager David Cooper Safety Manager Fulya Kocak, LEED Fellow Director of Sustainable Solutions Please see the next page for resumes of Clark's other key personnel who will be assigned to the Project. David Gillam, LEED°AP Role on this project:Assistant Project Manager About David David started his career with Clark in 1992.David oversaw the management of the Knoxville Convention Center project,which featured 122,400 square feet of exhibit space, a 30,000 square foot ballroom, and 26,400 square feet of meeting rooms,pre-function space and a 400-seat lecture hall.He also oversaw the George Bush Intercontinental Airport-Federal Inspection Services Building.which demanded exceptional standards of quality for the Customs and Border Protection Agency while maintaining airport operations. Experience Relevant Project Experience Total: 32 years Knoxville Convention Center, Knoxville,Tennessee Clark: 23 years Role:Senior Project Manager Project size:480,000 GSF Exhibition SF:122,400 SF Project Delivery:CM at Risk Education $96 million 480,000 SF convention center.including 122,400 square feet of exhibit space,a B.S. Building Construction& 30,000 SF ballroom,and 26.400 SF of meeting rooms,pre-function space and a 400-seat Contracting, Purdue University, lecture hall. a West Lafayette IV Miami Beach Convention Center Expansion. Miami Beach.Florida Professional Certifications Role:Assistant Project Manager Project size:1.1 Million GSF Exhibition SF:500,000 SF Project Delivery:General Contractor O - LEED Accredited Professional $60.6 million in renovations to the existing 600,000 SF convention center and the integration OSHA 10-Hour Certified and construction of a 500,000 SF expansion.The 1.1 million GSF facility was one of the ten (� largest convention center facilities in the United States.at the time of its completion. - Safety Trained Supervisor CPR Certification George Bush Intercontinental Airport-Federal Inspection Services Building,Houston,Texas N" Role:Project Executive Project size:850,000 GSF Project Delivery:General Contractor r+ $168 million Federal Inspection Services (FIS) Building, which centralized all immigrations, o customs,and baggage handling for international arrivals.The facility houses all of the Customs and Border Protection Agency's(CBP)operations and Continental Airlines'(now United Airlines) international ticketing and inspections.The FIS Building consists of a steel structure with a structurally glazed curtain wall and metal panel facade. San Antonio International Airport Terminal Expansion,San Antonio,Texas Role:Project Executive Project size:244,000 GSF Project Delivery:Construction Manager-at-Risk $150.9 million San Antonio International Airport Terminal Expansion project. The 244,000 GSF project included construction of a new Terminal B, as well as the consolidation of the airport's baggage handling systems and construction of a new central utility plant.The 225,000 SF Terminal B has eight gates and four levels: arrivals, departures, mezzanine, and service. ✓ Convention center Throughout construction, Clark accounted for passengers using active portions of the airport experience and managed work to minimize the affects on SAIA's operations.Precise construction phasing and comprehensive pedestrian traffic plans were key to reducing the impact of construction ✓ Experience activities.The team also developed a site-specific airport security plan and access control Maintaining procedures to allow the construction workforce to travel securely through airport operations Operations while areas. under Construction ©San Antonio Military Medical Center,San Antonio,Texas ✓ Expansion/renovation Role:Project Executive Project size:2.8 Million GSF Project Delivery:Construction Manager-at-Risk experience $756 million for the 764.000 SF San Antonio Military Medical Center (SAMMC - North) and ✓ Worked with other 358,000 SF of renovations to the existing,Clark-built Brooke Army Medical Center(BAMC).The consolidated San Antonio Military Medical Center provides 425 Inpatient Beds,Level I Trauma/ Key Personnel on Emergency Room. primary care, labor/delivery/recovery, Neonatal Intensive Care Unit(NICU) previous projects and Pediatric Intensive Care Unit(PICU),32 Operating rooms,and surgical subspecialty clinics. including Bone Marrow and Organ Transplant.Clark was also responsible for the construction of ✓ Complex projects 1.7 million SF parking facility and a 34,000 SF central energy plant.This project achieved LEED ✓ CM at Risk experience Silver certification. ✓ Experience on LEED California Healthcare Facility-Stockton. Stockton,California projects Role:Project Executive Project size:1.1 Million GSF Project Delivery:Design/Build Clark served as the design-build lead for the delivery of this new,$528.7 million 1,159.000 GSF healthcare facility providing housing and treatment of 1,722 adult male inmate-patients with serious or chronic medical and mental health needs.The project includes 31 separate buildings LEED Project of housing,clinical facilities,inmate visiting, rehabilitative programming,miscellaneous support facilities,and other improvements.CHFC Stockton achieved LEED Silver certification. James Faddis, LEED Accredited Professional, BD+C Role on this project:Preconstruction Manager About James James has provided preconstruction services for some of Clark's most respected and important clients. Each one of the representative projects listed below included dynamic team organization structures, •mr demanding ownership,and multi-faceted budget considerations. James experience includes large healthcare facilities and mixed use including retail, residential and • office components. Many of these projects included complicated site logistics,coordination with on-going operations and schedules that demanded a streamlined,process oriented preconstruction plan in order to facilitate a fast-track approach to construction. Experience Relevant Project Experience Total:8 years (nova Women's Hospital&Children's Hospital.Fairfax,VA Clark:8 years 21 Role:Preconstruction Manager Project size:665,000 GSF Project Delivery:General Contractor with Preconstruction Education The 8217 million. 665.000 GSF facility. which connects to the existing South Patient Tower. =3— B.S.,Civil Engineering,West The Women's Hospital contains 192 patient rooms on four floors, 108-bed neonatal intensive N Virginia University care unit. 33 labor and delivery rooms, six C-section suites, and eight operating rooms.The . !nova Children's Hospital occupies three floors of the building and contains 116 private pediatric Professional Certifications rooms,as well as its own,dedicated entrance.In addition to medical spaces. the project team CD is responsible for the construction of support areas, a ground-floor clinic, a kitchen, central - USACE Construction Quality energy plant,and detached cooling tower and generator farm.The!nova Women's Hospital and (Q Management Certified Children's Hospital was designed and is being constructed to achieve LEED Silver certification. - OSHA 10 Hour Trained The Wharf Phase 1,Washington DC NJ ICIRole:Preconstruction Manager Project size:925,000 Project Delivery:General Contractor with Preconstruction Services —• This $457 million project will transform the Southwest Waterfront into a 19-acre, mixed-use O community,complete with two residential buildings,a Class-A office building,a yacht club,two = parks, and a parking garage.Clark will construct a 501-unit apartment building with a music hall located on the first five levels.An additional residential building will be constructed with 147 apartment units and 134 condos.The building will feature a rooftop amenity space with an infinity pool and private terraces for top floor condo owners.The project team also will construct = a 225,000 square-foot.Class-A office building. Also included in the scope of work is the Capital Yacht Club,which will be built on a pier over • the Washington Channel and will offer 98 marina slips.A 700,000 square-foot parking garage, ✓ Experience with two below-grade levels, will supply 2,500 parking spaces to the community.The Wharf's Maintaining Class-A office building is designed to achieve LEED Gold certification; the two residential buildings,as well as the Capital Yacht Club,are designed to achieve LEED Silver certification. Operations while under Construction Walter Reed National Military Medical Center,Bethesda.MD ✓ Expansion/renovation Role:Preconstruction Manager Project SF:750,000 GSF Project Delivery:Design-Build experience The$861 million Walter Reed National Military Medical Center included 750,000 GSF of new ✓ Worked with other space and included an additional 506,000 GSF of renovation of existing space. Clark,serving Key Personnel on as the managing joint venture partner,provided design-build services for the construction of a world-class medical center addition as well as alterations to existing clinical and administrative previous projects facilities. and a new parking structure. The addition. alterations and associated site work ✓ Complex projects include multiple hospital related systems,fire protection sprinkler and alarm systems,electrical distribution systems. mechanical systems. plumbing systems. information/ communication ✓ CM at Risk experience systems, security systems, elevators, utility connections, and all required supporting facilities. The project included an intense focus on site access and security,quality control,safety,utility ✓ Experience on LEED outages, ICRA requirements,and the implementation of a formal Small Business Participation projects plan.The project achieved LEED Gold certification. The Johns Hopkins Hospital-Sheikh Zayed Tower and The Charlotte R.Bloomberg Children's 01 Center,Baltimore,MD Role:Preconstruction Manager Project size:1.5 million GSF Project Delivery:CM at Risk The$778 million Johns Hopkins Hospital Children's Center included 1.5 million GSF of new facility with connection to existing facilities. Clark provided construction manager-at-risk services.The state-of-the-art hospital building. consists of twin 15-story Children's and Adult CED Project medical towers connected by an eight-story ambulatory care podium.The new facility. at 1.5 million GSF.includes 560 beds.33 operating rooms,42 Radiological Suites and 96 emergency treatment areas for both adult and pediatric care and interconnects with the Weinberg Cancer Building and the Johns Hopkins Nelson Harvey Building to form a new state-of-the-art health- care complex. Gentry Griffis Role on this project:Quality Control Manager About Gentry Gentry started his career with Clark in 1987. Gentry was the Field Superintendent on Clark's Orange County Convention Center project,which featured a 2.8 million SF convention center expansion including exhibition space,retail, restaurants,and an elevated pedestrian walkway.This project also won Project of the Year by ABC of Central Florida for its high quality and craftsmanship.He was the Field Superintendent on the Palm Beach County Convention Center, which included 102,000 SF of exhibition space, 48,000 SF of meeting/banquet space and 1040 parking spaces. Gentry's many years of work experience as a superintendent provided a natural transition to a role as Quality Control Manager for Clark. Gentry's attention to detail and ability to lead others to focus on quality has proven invaluable on several projects. Experience Relevant Project Experience Total.40 years Orange County Convention Center Phase V Expansion.Orlando,Florida Clark:27 years Role:Quality Control Manager Project size:2.8 Million GSF Exhibition SF:972.000 SF Project Delivery:CM at Risk Education $520 million 2.8 million SF convention center expansion including exhibition space.retail. =- High School Diploma from Deer ^ restaurants,and an elevated pedestrian walkway. 7 Park,TX Miami Beach Convention Center Expansion,Miami Beach,Florida Professional Certifications Role:Assistant Superintendent Project size:1.1 Million GSF Exhibition SF:500,000 SF Project Delivery:General Contractor - OSHA 30-Hour Certified $60.6 million in renovations to the existing 600,000 SF convention center and the integration (Q Safety Trained Supervisor and construction of a 500,000 SF expansion.The 1.1 million GSF facility was one of the ten largest convention center facilities in the United States,at the time of its completion. - CPR Certification N. Palm Beach County Convention Center.West Palm Beach,Florida Role:Quality Control Manager Project size:346,000 GSF Exhibition SF:48,000 SF Project Delivery:General Contractor 0 $50 million,346.000 SF convention center including 102,000 SF of exhibition space,48,000 SF of meeting/banquet space and 1040 parking spaces. Gla Southeast Louisiana Veterans Healthcare System Replacement Hospital. New Orleans, Sy Louisiana Role:Quality Control Manager Project size:2.5 Million GSF Project Delivery:CM at Risk $753 million. 1.7 million GSF facility to replace the existing VA Medical Center, which was damaged during Hurricane Katrina. The Replacement Medical Center includes spaces for primary, secondary. and tertiary care services and, multi-level towers to accommodate 120 medical.20 mental health beds,and 60 nursing home beds,and administrative support areas. The Clark team is also responsible for the construction of the campus' utility and energy ✓ Convention center plants and surface and structure parking.Located in an ecologically fragile area.the project is experience targeting LEED Silver certification. ✓ Experience Naval Nuclear Power Training Complex,Charleston,South Carolina Maintaining Role:Quality Control Manager Operations while Project size:2.5 Million GSF Project Delivery:General Contractor corder Construction $122 million. 1.1 million SF complex including 3-story training facility, six 3-story barracks, galley,recreation facility and central plant. ✓ Expansion/renovation Drill Sergeant School Barracks,Fort Jackson,South Carolina experience Role:Quality Control Manager ✓ Worked with other Project size: 140,591 GSF Project Delivery:Design/Build Key Personnel on The $23.9 million barracks facility is a three-story, 140,591 GSF building consisting of 186-living units. housing two soldiers per unit. Each living unit includes a kitchenette and a previous projects shared bathroom.Common area facilities include two laundry facilities per floor,as well as a ✓ Complex projects recreation day room.The Consolidated Drill Sergeant School Barracks project achieved LEED Silver certification. ✓ CM at Risk experience Warrior in Transition(WIT)Barrack Complex,Fort Stewart,Georgia ✓ Experience on LEED Role:Quality Control Manager projects Project size:140,591 GSF Project Delivery:Design/Build $24.8 million, 144,574 GSF Warrior in Transition (WIT) Barracks Complex at Fort Stewart Georgia.The two, four-story barracks consist of 120 suites: 60 two-bedroom/two-bathroom suites and 60 two-bedroom/one-bathroom units each equipped with a kitchenette and walk- in closets. The WIT Complex also includes a battalion headquarters, Soldier and Family LEED Project Assistance Center(SFAC),healing gardens with a wheelchair obstabacle course,and walled trellis.The project,which achieved LEED Silver certification, also included site infrastructure developments such as site grading,utilities,roads,and parking. II David Cooper Role on this project:Safety Manager About David I David has 35 years of construction experience, 15 of those with Clark acting as Safety Manager. David y brings senior,safety focused leadership in addition to convention center experience having worked on the Memphis Cook Convention Center renovation and expansion as well as other complex projects such as the Los Angeles International Airport Tom Bradley Terminal Modifications project,the Los Angeles County/ USC Hospital,and the VA New Orleans Medical Center Replacement Hospital project.David's seasoned tenure in the industry will directly benefit the project in its approach and successful outcome with regards to project safety. Experience Relevant Project Experience Total:35 years Memphis Cook Convention Center Expansion,Memphis.TN Clark:15 years Role:Safety Manager Project size:335,000 GSF Exhibition SF:35,000 SF Project Delivery:CM at Risk Education 575 million expansion of the existing 290,000 SF center by 300,000 SF,resulting in a 590,000 US Army Specialist 1988 GSF state-of-the-art convention center.The new facility features a 2,000-seat performing to 1992 arts center that houses the Memphis Symphony Orchestra, 35,000 SF special exhibit hall N featuring museum-quality climate and lighting controls. a 30.000 SF ballroom that can be - Training through subdivided into five(5)sections,and four(4)break-out meeting rooms. professional experience O ®ProfLos Angeles International Airport Tom Bradley Terminal Improvements, Los Angeles,CA — Certifications essional Role:Safety Manager (Q - Construction Health and Project size:1 Million GSF Project Delivery:General Contractor Safety Technician(CHST) Clark provided general contracting services for the$568 million Tom Bradley International = Certification Terminal(TBIT)Interior Improvements and Baggage Screening Systems Project at LAX. (■ The Clark team completed more than 1 million GSF of renovations and installed a new in- OSHA 30-Hour Certified line baggage handling system in multiple phases over three years.The TBIT project,which -: - Safety Trained Supervisor was not initially designed to a specific sustainable program.is the country's first LEED O Silver certified airport renovation = - CPR Certification George Bush Intercontinental Airport-500L, Houston,TX Role:Safety Manager AD Project size:266,600 GSF Project Delivery:Design/Build = International Terminal D at George Bush Intercontinental Airport required multiple,fast-track . _ upgrades to.accommodate two new airlines providing overseas service totaling$22 million. Phase 1 involved preconstruction and design phase services,as well as construction of new moving sidewalks and Terminal D roof repairs.Phase Zincluded the construction of four new elevators in the nearby parking garage.A change-order to the contract provided additional scope,requiring the construction a new VIP Club within the terminal that would service four different airlines. ✓ Convention center experience California State University,Fresno-Save Mart Center,Fresno,CA Role:Safety Manager ✓ Experience Project size:476,000 GSF Project Delivery:CM at Risk Maintaining Clark provided CM at Risk services for this$86 million,476.000 GSF sports and event Operations while center containing 32 private luxury suites, 1,000 club seats,a club level concourse,team under Construction locker rooms,athletic training facilities,and a multipurpose configuration for accommodat- ing a variety of events at California State University,Fresno. ✓ Expansion/renovation experience Southeast Louisiana Veterans Healthcare System Replacement Hospital,New Orleans,LA ®Role:Safety Manager ✓ Worked with other Project size:2.5 million GSF Project Delivery:CM at Risk Key Personnel on $753 million, 1.7 million GSF facility to replace the existing VA Medical Center, which was damaged during Hurricane Katrina.The Replacement Medical Center includes spaces for previous projects primary, secondary,and tertiary care services and, multi-level towers to accommodate 120 ✓ Complex projects medical, 20 mental health beds, and 60 nursing home beds, and administrative support areas.The Clark/McCarthy team is also responsible for the construction of the campus'utility ✓ CM at Risk experience and energy plants and surface and structure parking.Located in an ecologically fragile area ,4 Experience on LEED the project is targeting LEED Silver certification. projects LA County+USC Medical Center,Los Angeles,CA Role:Safety Manager Project size:1.5 million GSF Project Delivery:General Contractor This new, t5 million GSF LA County+USC facility includes five major new construction ®LEED Project components:a nine-story inpatient tower,a six-story diagnostic and treatment tower,and seven-story outpatient tower,a subterranean Central Energy Plant,and a 15+acre sitework package.These components were constructed concurrently with each other and were deliv- ered together as a fully-integrated facility. Fulya Kocak, LEED®Fellow Role on this project:Director of Sustainable Solutions About Fulya • Fulya Kocak has served as the Director of Sustainable Solutions on projects of similar size, scope and complexity and brings over 14 years of LEED experience.Fulya is LEED AP BD+C certified and is Clark's LEED Project Manager.She will have direct involvement in the preconstruction phase as the team develops the LEED Implementation Plan.During construction,she will support and instruct the team to assure that the sustainability efforts and goals are being adhered to and that the maximum LEED points are achieved. Fulya will work closely with the City of Miami Beach and the Design Team with an eye towards cost and 1 lifecycle benefits to deliver a sustainability plan that meets the City's goals. Experience Relevant Project Experience Total:14 years INOVA Women's Hospital&Children's Hospital, Falls Church,VA Clark:3 years Role:LEED Project Manager Project size:665.000 GSF Project Delivery:General Contractor Education The$217 million,665,000 GSF Women's Hospital contains 192 patient rooms on four floors, M.S..Architectural 108-bed neonatal intensive care unit, 33 labor and delivery rooms, six C-section suites, and 1=l1— eight operating rooms.The INOVA Children's Hospital occupies three floors of the building IV Engineering- and contains 116 private pediatric rooms,as well as its own,dedicated entrance.In addition Construction,The to medical spaces, the project team is responsible for the construction of support areas, a Pennsylvania State ground-floor clinic.a kitchen,central energy plant,and detached cooling tower and generator 0 University farm.This project is designed to achieve LEED Silver certification —7 - M.S..Architecture,The (Q Pennsylvania State Ventura County Medical Center-Hospital Replacement Wing,Norfolk,VA University Role:LEED Project Manager = Project size:226,000 GSF Project Delivery:Design/Build - B.A.,Architecture,Middle The$216 million,226,000 GSF facility will house 122 acute care beds,as well as a central East Technical University energy plant and loading dock for the entire campus.The hospital will support emergency, med/surg,imaging.surgery,obstetrics,intensive care.telemetry,neonatal intensive care, O Professional Certifications and pediatric intensive care services.This project is designed to achieve LEED Silver certifi- - LEED AP BD+C cation. - OSHA 30 Hour Montgomery College Bioscience Education Center,Germantown,MD - First-Aid and CPR Trained ® Role:LEED Project Manager Project size:159,000 GSF Project Delivery:General Contractor The 159,000 GSF.three-story facility has a structural steel frame supporting composite metal decks and is wrapped in a high-performance masonry,alurninium,panel,and curtain wall facade.Clark is also responsible for the completion of the campus'new Southern entrance and building new roads to improve traffic flow.This project achieved LEED Gold certification. U.S.Food and Drug Administration, Phase IV-Consolidated Center for Biologics Evaluation ,/ Experience Gil&Research(CBER),Silver Spring,MD Maintaining Role:LEED Project Manager Operations while Project size:976.000 GSF Project Delivery:General Contractor under Construction The new$312.8 million facility is composed of two laboratory buildings and a supporting of- fice building.The two,six-story laboratory buildings total 534,000 SF of space;the buildings ✓ Expansion/renovation feature a concrete structure,as well as a curtain wall and metal panel skin.The adjacent, experience seven-story,442,000 SF office building also features a cast-in-place concrete structure and a combination brick,punch window,and curtain wall facade.The laboratory buildings include a ✓ Worked with other vivarium in the basement,BSL-3 labs,office and conference space,and several bridges con- Key Personnel on necting the laboratory to surrounding buildings.This project achieved LEED Silver certifica- tion. previous projects %4 Complex projects Other Complex Projects: - MDTA Travel Plaza PPP-Maryland and Chesapeake Houses,Aberdeen. MD ✓ CM at Risk experience - National Museum of African-American History and Culture.Washington,DC - Assocation of American Medical Colleges(RAMC)Headquarters,Washington,DC ✓ Experience on LEED - 3001 Washington Boulevard,Arlington,VA projects - CityCenterDC.Washington.DC - 7550 Wisconsin Avenue.Bethesda,MD - Anaheim Regional Transportation Intermodal Center(ARTIC),Anaheim,CA - National Museum of African American History and Culture,Washington.DC - Lot 31/31A(The Darcy and The Flats),Bethesda.MD, - Alexandria Renew Nutrient Management Facility,Alexandria,VA - Howard University Residence Halls,Washington,DC LEED Project - The Wharf(Southwest Waterfront).Washington,DC 601 Massachusett Ave..Washington. DC - Rossyln Commons,Rossyln,VA - Social Security Administration,Baltimore,MD -7=1 0 C —CD crn m m == m C*--D m Q.= BOSTON CONVENTION AND EXHIBITION CENTER Boston, MA r T The Success of the project was made possible by the Clark Construction Group led joint venture team.This project was completed two weeks ahead of schedule and within budget. In fact,the Team provided cost savings ideas and proposed building systems review for cost, function,availability and constructability which saved us time and money' James Rooney Executive Director Massachusetts Convention Center Authority Tah3 Proposer Experience & Qualifications Describe experience and qualifications of the Proposer in providing the services detailed herein. 1. Company Information: Provide background information, including company history, years in business, number of employees, and any other information communicating capabilities and experience. McCormick Place West Expansion Chicago,Illinois McCormick Place Expansion-South Hall Chicago,Illinois Frontier Airlines Center -O ! Milwaukee,Wisconsin Boston Conve • &Exhibition C Music City Center Boston,Massa Pasadena Convention Center Nashville,Tennessee Pasadena,California Walter E.Washington n Convention Center • �I/ Washington,DC Ill') Memphis Cook Convention Center --O Memphis,Tennessee • Knoxville Convention Center Los Angeles Convention Center Henry B.Gonzalez Convention Center Knoxville,Tennessee Los Angeles,California San Antonio,Texas San Diego Convention Center Orange County Convention Center Orlando,Florida San Diego California • Palm Beach County Convention Center • West Palm Beach,Florida Miami Beach Convention Center B Miami Beach,Florida $4 • 7 BILLION 1 5 __ , _ __ _ _, , . . _ .. _ ,_ _ _ , _ . __ _ _ 20 • 3 MILLION Squ'c:e F C,3ni'er;tl Sri Cente Space Clark is the largest builder of convention center and public assembly spaces in the United States. Having built 15 convention center projects totaling $4.7 billion and over 20 million GSF, as well as multiple public assembly venues with convention capabilities such as museums, hotels, theaters, and cultural centers, Clark's convention center experience is world-class and unparalleled. Some of the nation's largest convention centers in Boston, Washington DC, Nashville, Knoxville, San Antonio, Orange County (FL), Chicago, Pasadena, Miami, and Los Angeles have all been constructed by Clark. Many of these projects were constructed in downtown, urban settings with active facilities running adjacent and concurrent with construction—such as building the McCormick Place Convention Center in Chicago over active railroad tracks or expanding the Pasadena Convention Center while the facility remained operational. Clark has been helping our clients build for over a century. American owned and operated since 1906, we have grown from a small local excavator into one of the most capable and trusted providers of construction services. As one of the nation's most established firms, we have a long-term perspective that is invaluable in our industry. We pride ourselves on being a local builder with national reach.Our 4,200 employees are located within offices and jobsites throughout the United States.Though our presence today is larger than ever before, we are deeply rooted in the communities where we build and live. Our portfolio features projects of all sizes and levels of complexity from intricate interior renovations to some of the most complex civil operations in the country.Clark's breadth of capabilities ensures that we are able to meet our clients'needs every time, on every front. Florida Experience ,--� Clark has had an office and has worked in Florida since 1979. In .46; 01:7 that time Clark's Florida office has completed over $3.3 Billion in ;, ; ' "" - 1 k construction projects many of which have been performed for repeat clients. This 2.9 million SF Orange County Convention Center doubled the existing facility to make Orlando one of the top convention destinations in the world. Adding over one million square feet of exhibition space, the new facility was, at time of completion, one of only two in the nation capable of handling the largest annual conventions with over 60,000 delegates. Construction Manager at Risk Experience W Clark is one of the most accomplished Construction Manager at Risk (CM at Risk) Builders, with over 135 CM at Risk projects valued at $11.8 billion. Highlighted in our proposal is a diverse group of CM at Risk projects. The diversity of these projects demonstrates the strength of our team and our ability to --c successfully deliver complex yet varied projects using this delivery method. 0 The Music City Center convention center, which spans three city Cn CD blocks, boasts a 350,000 SF exhibition hall, 60 meeting rooms, and a 57,000 SF grand ballroom that also is designed to serve • Irn as a music venue and an 18,000 SF junior ballroom. In addition, _ X there are more than 80 pieces of art, 32 loading docks, and an 1,800-vehicle parking garage. Large skylights and a 14-story a, CD. glass curtain wall system allow daylight into the exhibit hall and . I • CD concourse, making the convention center a warm space from _ {: within, and an inviting presence from outside. CD Q° Renovation Experience Whether protecting a structure's historic significance, integrating modern technology into an antiquated facility or meticulously restoring a building's fragile façade, Clark understands the careful planning, coordination, ,�__ r., ,.; and special attention to detail that is required to bring historic buildings �_t _ :jair back to their original grandeur.While we may be best known for the new landmarks we've built,just as important to our success is our renovation "" O and restoration projects. We have rejuvenated more than 100 facilities, and offer extensive experience in this market. Cl) The Pasadena Convention Center Expansion project added 219,000 square feet to the existing facility. The expansion included a new exhibit hall, a ballroom, meeting spaces, and administrative, service, and common areas. Clark collaborated with the owner to complete the project ahead of schedule and in time for their opening event of choice.The Pasadena Convention Center Expansion project received a Certificate of Occupancy on February 27, 2009, six weeks ahead of the original schedule and in time for the CPCA event. Per Amendment 3, please see Clark's Florida General Contractors License below. RICK SCOTT,GOVERNOR KEN LAWSON,SECRETARY STATE OF FLORIDA DEPARTMENT OF BUSINESS AND PROFESSIONAL REGULATION 0 ,r CONSTRUCTION INDUSTRY LICENSING BOARD LICENSE NUMBER P "`- 3 CGC1507414 r r_ The GENERAL CONTRACTOR • Named below IS CERTIFIED Under the provisions of Chapter 489 FS. Expiration date: AUG 31,2016 JORDAN,SIDNEY J •;_4+ ti �4'I, CLARK CONSTRUCTION GROUP LLC -� 7500 OLD GEORGETOWN ROAD `~ , C/O CLARK CONSTRUCTION GROUP LLC $ :,t`:: Y BETHESDA MD 20814 0 # y CA.3 ISSUED: 08/24/2014 DISPLAY AS REQUIRED BY LAW SEQ# L1408240003670 0 0 CD m X CD CD c) CD c- o• Clark's Lead Role In Convention Center Teaming When teaming was in the best interest of some of our past convention center projects, Clark played the lead role.At times, we find ourselves competing with our former JV partners for which each firm showcases the same project. In order to ensure Clark is recognized as the lead partner for these projects, we have prepared the following summary table.The percentage* represents the ratio of Clark employees staffed on each project site versus the employees of our joint venture partners.As the percentages illustrate for these comparable projects, Clark provided the majority of leadership, human resources, expertise, and influence. Project JV Leader Other Firms Size Hard ED Involved (GSF) Cost w ••, , 1)McCormick Place West Hunt 2,600,000 $644M Design/Build ..~ CLARK Expansion —p _.■..:_' Chicago,IL 80%Clark's Staff 0 ' g .1 L ' .I t-+' 0 Cr) Design/Build 2)McCormick Place CLARK Hunt,Walsh, 2,900,000 $676M CD Expansion-South Hall AMEC p.l.c&other --� 55%Clark's Staff Team Members Rl Chicago,IL X , "--- r ; t `iii. C. C-3 3)Walter E.Washington CLARK Smoot 2,300.000 $606M CD CM at Risk Convention Center Construction Qo ''"' Washington,DC 88%Clark's Staff Turner(Owner's Rep. CD ,, f �s[ +" ilah Not at Risk) Sza n 4)Music City Convention CLARK Bell Construction 2,100,000 $372M rap CM at ,':s714 �i Center —. O Nashville,TN 68%Clark's Staff C=n r 5)Boston Convention& CLARK R K Hunt 1,700,000 $463M CM at Risk Exhibition Center William A.Barry Boston. MA 77%Clark's Staff (Acquired by '" fr,'r Suffolk in 2009 �,�, post project s`' — completion) *Percentage of Project Management Team Staffed by Clark Personnel. 2. Company's List of Similar Experience and Qualifications: Provide a list of the company's experience and qualifications with the services detailed herein. Provide a table that includes the following information: project name, type of project (convention center, airport, etc.), convention center square feet if applicable, the years constructed, hard costs, and delivery approach (CM, CMR, design/build. general contractor, etc.). In demonstrating our experience and qualifications with the services requested in the RFP, and to reinforce the depth of our knowledge with the advertised product type, we have listed fifteen (15) convention center projects below.Clark also has experience in other public spaces such as museums, hotels, theaters, cultural centers and airports, many with construction being performed in active environments. 1— w w w cc Q d L cc LU C.) w c� w = ° CO w () cc a eL w ° o z 1 } �� F- O J I-- w z C.) CD CC � O w w >= a > ¢ ° PROJECT NAME 1- ° >- = o RSan Diego Convention Convention O Center Expansion San Diego,CA Center 1 M 2012-2016 TBD CM at Risk MD O Convention © Music City Center Nashville,TN Center 2.1 M 201 0-2013 $372,021,420 CM at Risk CD © r Pasadena Convention Pasadena,CA Convention 302,500 2006-2009 $110,041,345 General Center Expansion Center Contractor 4 McCormick Place West Chicago, IL Convention CD C 2.6 M 2004-2007 $644,722,063 Design/Build C Expansion Center �• Boston Convention & Boston, MA Convention = © Exhibition Center Center 1.7 M 2000-2004 $463.054.213 CM at Risk C, CD 6 Palm Beach County West Palm Beach, FL Convention 346,000 2001-2003 $45,076,392 General Convention Center Center Contractor Orange County Orlando. FL Convention = El Convention Center Phase Center 2.8 M 2000-2003 $520,000,000 CM at Risk cZa V Expansion • 8 Walter E.Washington Washington DC Convention 2.3 M 1999-2003 $606,860,529 CM at Risk n Convention Center Center A) • Memphis Cook Memphis,TN Convention O 9 Convention Center Center 590,000 1999-2003 $73,087,821 CM at Risk Cl) Expansion Knoxville Convention Knoxville.TN Convention 480.000 1999-2002 $83,530,408 CM at Risk 1 Center Center Henry B. Gonzalez San Antonio,TX Convention General III Convention Center Center 865.000 1997-2001 $111.364.175 Contractor Expansion-Phase I ® Wisconsin Center Milwaukee,WI Convention 680,000 1996-1999 $125,200,002 Design/Build Center ® McCormick Place Chicago, IL Convention 2.9 M 1991-1996 $676,000,000 Design/Build Expansion-South Hall Center 14 Los Angeles Convention Los Angeles,CA Convention 2.7 M 1991-1993 $303,500.004 General Center Expansion Center Contractor ® Miami Beach Convention Miami Beach. FL Convention 1.1 M 1987-1991 $60,672,548 General Center Expansion Center Contractor 3. Relevant Experience. Summarize 10 (ten) of the company's most similar projects of comparable size and scope where similar services to those described in this RFP have been provided, including providing multi-disciplinary construction management in the areas of scope definition/validation,value engineering,cost estimating.scheduling,quality assurance/quality control,building code review/inspection,design,construction, public engagement,closeout,and warranty services.Please list similar convention center projects first followed by other relevant project experience. The table below highlights Clark's ten most similar projects and the relevant services provided on each.Details on each project immediately follows the table. O O O O U O O = = U Q cn O O >, cn cd +' :�"'' C Q a 73 W O '— = U co C\3 •� i i 2 '- a� O A+ yO-. O i U U i✓ O U LW = Cd o = CT C a, U =_ a'D CU C — 4J C cc .-- O C.dL7 O C •a O CD .� C N p C 00 ca O 0 o cn E a r' .E a� Q U a ., a) D n '� m = w O c aU au . a' a) w w -a 5 c c, O F, T > > :_ c(6 Q. 0) .,_. a.� -a O' N = O t V C C co O O CA . CZ — N 0 0 co O 0 U cd 0 U O 0 a) O 0 U U c!D > U cn c25 CO D U a U O 1.Music City Center ' ! i I j O N. _ • CMAR C CD • LEED Gold • • • • • • • • • • • • • "' AD r 1 • Key Personnel: rn _.. `' `' Bill Dooling,Sr. X Superintendent; CD Mark Eames,Vice President �. CD 2.McCormick Place West I = C7 Expansion - . . I CD • Design/Build Qo • LEED Certified • • • • • • • • • • • • • • • Key Personnel: • Bill Dooling, = Superintendent; . Pa Mark Eames,Vice =1; President C• ) Po 3.McCormick Place Expansion -South Hall 0 cn • Design/Build ° • LEED Gold • • • • • • • • • • • • • • A au....._. • Key Personnel: - ' Bill Dooling, i Superintendent - i 4.Pasadena Convention Center Expansion • LEED Gold Key Personnel: • • • • • • • • i • • • • _ir,,!,!;,,,e. Dave Cooper,Safety Manager 1 O c O c .2 O U .— c U a _ co _O Cl) +, — c > co C : cC w C_, c7 o) > aa' c c = ca o .a) c) c U a) a) .— a) c 2 a) a) a) > U U - — 2-c c cC a.) c c N U c O c�a O' O � a3 i W N cQ a v LU +a a a i ZT a) LLJ O .. = C - U O ca c > — c O c Cl) a) Cl) -- _ 4 N i O O = ca U Cl) O C) = = Cl) O = O ca U U co > U C/) CD 03 O U d U 5.Orange County Convention I ED Center • CMAR W • Key Personnel: • • • • • • • • • • • • • Gentry Griffis, Quality Control i Manager O 6.Boston Convention Center O cn in • CMAR CD • Key Personnel: Mark Eames, • • • • • • • • • • • • • M Project Manager X OP CD 7.Walter E.Washington -- Convention Center = c7 • CMAR CD • • • • • • • • • • • • • 8.Wisconsin Center(Formally Pa Frontier Airlines Center) =1; - ) C- • Design/Build }y --_ ,,.. - • I • • • • • • • • • • • • 0 --- V) 9.Los Angeles Convention Center Expansion • • • • • • • • • • • • i 10.Miami Beach Convention Center Expansion El • Key Personnel: David Gilla a Sr. • •• •• • •• •• •• •• •• •• •• •• Project Manager Gentry Griffis,Quality Control Manager Music Cit y Center Nashville, TN .. o,,o �;5% ` , "- k '' 1;, ry a ��-'a c;7Pi " a p CO it*, i'44.4442',K;',; v� o r W• la. . -iota. ' r;i: 011 ''''' 4 14lit' 4."'`414r":,.. =. iNk .ti .. at' '''' ii'll 1111: 11% J ilitr ''' 4 illoh (). 100111'1 ' .;111 „..1 ,r,4i 'II',iiii, ,,10,,„,--c,-.111111 11)1\ • r -3/40.1 1,1 100 t lie 3 ( , , Mr. X31li3 V 1 ' I�w c I. __II . x. CD _. CD O r.�.'� '�"� ..-' llf� ;•p�ll 1�ia1r * ;!! ,!" ay CD ' .- a `" 1 �' 'a , �- ..= _ �!_', _ • t� .yam 1 �o v ^ r+ ; i, 1 �_ ;� -7. 164 • _ aeu ire ' k _ _ f awn ,n1 in t r s e dt- i .r -:_ii-i-..,..-,-atr-'---t ::-• T - ' " 0 -. ..,-1 11 , . ' 1,,, _;...--* • I h,2._-,. ., , __,, ..„.., , • dt 7 ' : -i> - .........;,---,______., a f , . • . . - 6..--t- . ,1 V,....., IR'v \ v • 'l, AO Y 414 it r S r I r:" Exhibit Ballroom Space Advanced Technology Center Meetin g Space Maintained Ongoing Operations Music City Center Nashville,TN Project Description Years Project Constructed(Or Under This 2.1 million SF facility was constructed in Downtown Nashville. TN. Construction) immediately adjacent to the Country Music Hall of Fame and located across 2010-2013 from Bridgestone Arena,home of the Nashville Predators NHL Hockey team. The project includes a 350,000 SF exhibit hall that is acoustically designed Project Hard Cost to also serve as a live music venue. 59 meeting rooms, two ballrooms, $372,021,420 36 loading docks, and a 1,775-vehicle parking garage.The building has a modern appearance, with glass, curtain wall and limestone panel skin, and the mechanical penthouse shaped to resemble the geometry of a guitar. Gross Square Feet Constructed 2.1 Million SF Maintaining Ongoing Operations The existing entrance to an access tunnel to the adjacent Bridgestone ibit Hall Square Feet Arena was located right in the middle of the new building's future footprint.In Exh Exhibit SF order to maintain access to the Arena (a 365 day per year operation) while _i segregating Arena traffic from the construction site for safety and logistical a reasons.Clark developed an alternate tunnel entrance outside of the building Ballroom Square Feet footprint and performed all tunnel excavation and construction over Easter 78,000 SF weekend while there were no events at the Arena.This strategy accelerated the construction schedule while maintaining the ongoing operations of the —D Bridgestone Arena without disruption. —1 Meeting Room Square Feet O 80,000 SF C Sustainable Design The signature design feature of the Music City Center is its 14-acre rippling O� Role roof.The undulating vegetated roof was designed to resemble the rolling hill CD country of this part of the state and has 175,000 SF of green roof, one of —1 Construction Manager-at-Risk y p g the largest in the nation. Rainwater collected from the roof will be used as rn Lead Joint Venture Partner-Clark part of the gray-water system used to flush toilets.The convention center's X Clark's Percentage=75% clearspan exhibit halls utilize a unique cable-braced structure that helps form ■•■ CD the rooftop's topography. This project achieved LEED Gold Certification. —1 Key project personnel, highlighting CD any individuals who will also work on Cost = this project Clark and the design team worked together from the inception of the design n Mark Eames-(Proposed as the to control project costs.The first step was aligning a cost model with the CD Lead Project Manager on this project) desired program.Once this was accomplished, Clark performed five interim Qo Bill Dooling(Proposed as the estimate updates to test the status of the budget and reconciled these Project(Job)Superintendent on this estimates with the design team. As problems arose, road maps of cost project) savings were developed and implemented so that the following estimates SZO were within budget.One strain the project faced was a reduction to the overall project budget at the end of design development. Initially set at$450 million, -': Reference Contact Information Clark was tasked with developing the best value scheme for a revised $415 C") Music City Center SZO Convention Center Authority million construction cost.This challenge was met with a collaborative effort ,-,- Larry Atema testing all areas of the project, but in particular focusing on areas that were O• Senior Project&Development separate and higher than average cost.These efforts resulted in a revised = Manager project scope that maintained all key areas of the program within the reduced C/) 615.880.1451 budget.The final project costs incorporated the additional power substation and associated utility work in the original budget. Awards: i • ABC National Excellence in .� _• � UV .. - �v.Construction-Mega-Project(Pyramid • �,. -.-, ..; Award) - - 3a" • AGC of Tennessee Build Tennessee _ ` ', -.�— "p, Award _ • ENR Southeast-Best Project of 2013. _ • Sports/Entertainment '` • Governor's Environmental , \ �-''• -Stewardship Award-Building Green y•� r `� .�� Category McCormick Place West Expansion Chicago, I L 4. "mss a - •/., ■ ✓ xi",. 39 ro"sw. ^ ar ,. co k ti a • - �� ii i �, .or m.....`i .... i nevi - x ,..•. .. 111111E3lEw2IMEZIt , ....a. r. O ''''' 1.411 ',. , ..„ 11, - -_._..,.- .: ..,_-_-__7-. .. - !':-..'. -:. .,1 1:".:.3" ''‘-'4:- --- - .. , :..t.. .rum .n CD' Am,'"i'k -''. _ .. T At 2.6.million square feet, the McCormick Place-VV.est CD C) Expans ,.was the largest EE£YCertified newconstr-uction _ ...: - proj; _ " he country at the time,: _ certification. 3 m, "' Qo live CD ,w� � art ` t r ter' r1 t C 'r" _• , p • - .. AV, 1 I1 1110 ._ i,4 1 , ,al I: 1 , it)Pito , !1 . ..- 4. / . . , .4.. vaii . , . ..,1 v Ili ,s,.., , Ite xt ,, ,. A '~ `� 1.... _, ,..,.. L.. . ,. ikk 1 _ ,,„r a a Exhibit Ballroom Space Advanced LEED Meeting Space Convention Center Technology ace p gY Maintained Ongoing Operations McCormick Place Project Description At the McCormick Place Convention Center in Chicago,Clark has worked on West Expansion a series of design-build projects since 1991 to expand the space and improve the functionality of the facility(see photo at the bottom of the page). Chicago, IL Clark provided design-build services for the McCormick Place West Years Project Constructed(Or Under Expansion, which complements the previously Clark built McCormick Construction) South Hall (2.9 million SF) and Hyatt Hotel.The innovative design included 2004-2007 a transportation center, dedicated roadways and bridges, full range food service,a rooftop terrace and a drainage tunnel for rainwater directly to Lake Project Hard Cost Michigan.The project also added 2.3 million GSF to the existing convention $644,722,063 center, including 470,000 SF of exhibit space, 250,000 SF of meeting space, 100,000 SF of ballroom space (largest in the Midwest), and flexible Gross Square Feet Constructed registration space for light exhibitor space. This project is LEED Certified. 2.6 Million SF The 100,000 SF ballroom is divisible into three separately serviced spaces, __ Exhibit Hall Square Feet as flexibility was the fundamental goal.The column-free, 180' wide by 40' a 470,000 SF high space with a suspended cloud-like ceiling creates an elegant ballroom, W while the in-floor utility boxes and heavy structural loading design allow for Ballroom Square Feet additional exhibit space. In addition to the main building, the Clark team 100,000 SF was responsible for upgrading the entire complex's mission critical security room and security system, tie-in and backfeeding the central utility plant, Meeting Room Square Feet reorganizing truck deliveries to address the increased volume, and design/ IV 250,000 SF purchase/installation of$25 million of FF&E. 0 Role Maintaining Ongoing Operations CD Design/Build The West Hall addition required connecting the existing McCormick Place --N Convention Center complex with pedestrian and vehicular bridges and m Lead Joint Venture Partner-Clark modifying the existing parking garage and conference center, all while C NIP lark's Percentage=57% maintaining all existing operations. The new facility also necessitated CD designing an elevated service roadway adjacent to rail lines between the _• Key project personnel, highlighting existing truck marshalling facility at the South Hall (previously built by Clark) CD any individuals who will also work on and the new exhibition center as a part of the Authority's mandate for a = . this project "closed loop''truck servicing system mitigating truck traffic on city streets. n Mark Eames-(Proposed as the CD Lead Project Manager on this project) Schedule Q° Bill Dooling(Proposed as the The project schedule was established at the beginning of the design CD Project(Job)Superintendent on this process and rigidly monitored and maintained.The schedule includes design = project) activities, permitting durations, Owner review periods and ongoing existing convention center show schedules into the traditional construction schedule. — Reference Contact Information On this project the critical path was constrained by the permitting process. 1'• Metropolitan Pier&Exposition The Clark leadership created a phased permitting sequence with creative n Authority solutions of city reviewers co-locating in the NE office for real time review and Z- Steve Haemmerle approvals.This was part of the success that eventually facilitated delivery of 0� Executive Director of Development the project four months early. = 312.791.7500 V) Quick Fact: _ `�. The Clark project team created a 4.. , ... , =.� custom punch list and inspection process to improve efficiency and . ` �.� _, P P Y 444144, -•. expedite completion of the project. The A r,,. , , jam— ph collaboration of employees on and off- r " : 'K ice" _ — ■ ,'■ site played a large role in the McCormick s t Place West Building --Al ilding grand opening '" � � �r� . ahead of schedule. 1111 ' 17 1, McCormick Place Expansion - South Hall Chicago, IL Cav, ■ co till W ] IllJJi1111111 , r-- 1; l,,;11Iiilil :Jrµ _. -.0" ,__„.„.„4„.. .,,,,:,,.Lri 1 >,-: 0 alb &5,: 1 a ,11111 z� Cn iii!e ', ! ,,1, i� 4X11111 f ii ` 1` T :. II 1: ;� �, , �t� ill � .��, rn 4: ✓.: ,�' ' � __•—___.•I- _ Et .due. - !"`d' '' _ -' t4, - i — .{i CD CD r ; SZa :"----. : API. ,„,..-.:....., , 1-., i:- -ill • ' -'. 7 4 4 IL -,7`..4•„4,x,„!.;..--;?.,..,. A ,,, ,.. TX.,,.... -..,,.. — ,,e,f,,i, , ... , CCC 7 �` -may"rr•„4„... Pi�.' ` Au 1 e5 ft a�f �. - .t.• ,,v .ESq i,,!. '--- a'. ! O --4°I- - 1110".4 tt):... * i y+�;, F ' V''' '‘ " _,...._----;:04 , 4,0„ t _ -, z tl 4, , y� ...- . Exhibit Ballroom Space Advanced Meeting Space Convention Center Technology Maintained Ongoing Operations McCormick Place Project Description The McCormick Place South expansion consisted of a new 2.5 million square Expansion - foot exhibition hall, and a 300,000 SF interconnecting galleria between the existing East, North and new South Halls. The design scheme called for South Hall streets to be closed or moved. buildings to be demolished and an innovative single-level Class A exhibition space design.In addition,the team was tasked Chicago,IL with accommodating existing structures, providing public access to the waterfront, building over seven active rail lines and involving the community in the building process. Over the course of this five-year project, the team developed the site, Years Project Constructed(Or Under designed the new South Building.Grand Concourse and McCormick Square. Construction) and managed construction of the complex for Metropolitan Pier& Exposition 1991 - 1996 Authority(MPEA). Groundbreaking for the new South Building took place in May 1993, but —I before construction could begin, the team had to demolish 17 existing Project Hard Cost a $676,000,000 structures, including the 24-story McCormick Center Hotel and Donnelley W Hall.In addition, Martin Luther King Jr.Drive was relocated further west,and the 23rd Street bridge was demolished,eventually being replaced by the new Gross Square Feet Constructed complex's Grand Concourse.Creating yet another challenging situation. the –10 2.9 Million SF team had to work around the Metra and South Shore active train lines that ' b 0 isect the project's site. 0 Exhibit Hall Square Feet The massive expansion project included the construction of the 2.9 million C/) 2.5 Million SF SF South Building, the Grand Concourse, a 110-foot-tall glass-enclosed CD pedestrian walkway,and McCormick Square,a 5-acre outdoor plaza.Included -N within the South Building are over 840,000 SF of first-class exhibit space, X Ballroom Square Feet as well as 170,000 SF of state-of-the-art meeting facilities and banquet and 100,000 SF NW ballroom space. The spectacular Grand Concourse, McCormick Place's CD architectural centerpiece, connects the existing East, North and new South -. buildings, and,with McCormick Square,serves as a unifying entrance to the CD Meeting Room Square McCormick Place complex. 200,000 SF C7 McCormick Place's new addition includes public access spaces, and Role incorporates views of Chicago's striking lakefront-and skyline into its design. Qo In the South Building,the meeting rooms stretch along the facility's east side, Design/Build where the glass walls provide a magnificent view of Lake Michigan. Lead Joint Venture Partner-Clark Pa Clark's Percentage=51% Maintaining Ongoing Operations The Project required that access be provided between the existing convention —'- Key project personnel,highlighting center and the McCormick South Hall Pedestrian Bridge during all shows. C, any individuals who will also work on Near the completion of the project, Clark was able to provide temporary i—t- this project occupancy through the new building for the public attending shows at the O• Ken Carlson-Sr.Project Manager existing Exhibit Halls. = Bill Dooling(Proposed as the Cn Project(Job)Superintendent on this project) Awards: • AIA National Honor Award for Architecture • Chicago Building Congress-Best New Development Reference Contact Information Award Metropolitan Pier&Exposition • Chicago Building Congress-Merit Award Authority • Chicago Sun Times-Design-Build Build-to-Suit Team Steve Haemmerle of the Year Executive Director of Development 312.791.7500 • DBIA-Best Public Project • Friends of Downtown Chicago-Best New Development Award Pasadena Convention Center Expansion Pasadena, CA sa s rO , . , ,, , 1 i,, ,„,,,,,, , , 1 _ ,•._ ., . _..........._„----_-______ .,. ,,,..-„,--,,,,,,,,,,k w•.--'" ' . 1 :if 4. . - „. ,,-,,,,,,, ,.... -, I i i * 1 g . .INI APalimmilay "-----1111W- -s Me- -4 ' ' IMil . • ate:: s w'sort,' t i�■ m 4 �: 7� � - �� S��i��i��'�■ ' 111 O - - �- 0 d r.2 / ,. i) X 0. -,. :_ CD , . •_ ,. s= I X.� 1111 , ilartill I '. . - �., j■■ *e1■ ■ - _ .. .rte s./.■■ ,jam --, .�t _ . cn a� et. --,.... 410" AV Exhibit Ballroom Space Advanced Meeting Space Convention Center Technology Maintained Ongoing Operations Pasadena Convention Project Description Center Expansion The Pasadena Convention Center is a LEED Gold Certified, state-of-the-art Pasadena,CA convention center featuring 85.000 square feet of exhibit space, a 25,000 SF ballroom. a 185,000 SF loading dock and parking garage, and 7,500 square feet of new office space.The new Convention Center nearly doubles Years Project Constructed(Or Under the size of its predecessor. In addition, unlike the original underground Construction) facilities, the new Convention and Conference Center was designed to 2006-2009 maintain architectural symmetry with the Historic Civic Auditorium.This was accomplished by incorporating details from'`The Civic's"renaissance design, Project Hard Cost constructing a new architectural plaza and framing either side of"The Civic" $110,041,345 with curving two-story grand entry ways. The residents of Pasadena now have added another architectural jewel to their historic city. Gross Square Feet Constructed 302,500 SF Maintaining Ongoing Operations The expansion was built while operations were ongoing,which meant that the project team needed to shift the site logistics often. Clark worked to ensure —I Exhibit Hall Square Feet the convention center could retain functionality during the expansion. A 85,000 SF a 27,000 SF stressed membrane structure was built to accommodate ongoing W activities and provide temporary conference space prior to demolishing the existing convention center. This strategy compressed the construction Ballroom Square Feet schedule and reduced costs significantly.This also allowed for several areas 25,000 SF of the project to be turned over earlier, including the Conference Center and the Green St.Plaza. Meeting Room Square Feet 7,500 SF O Clark met daily with the Pasadena Center Operating Company (PCOC) Ci) operations team to ensure that all parties were aware of all deliveries and CD Role project/operations requirements.This was an important area of coordination. ' General Contractor Due to the limited lay-down area within the project site, deliveries were rn required daily for critical path activities. Key project personnel,highlighting Schedule CAD any individuals who will also work on In March 2008.the PCOC approached Clark about the feasibility of finishing CD this project the project ahead of schedule, in time for a conference beginning March = David Cooper(Proposed as the 1. Clark developed a revised construction schedule and financial plan CD Safety Manager on this project) to accommodate the request. Pasadena Convention Center received a temporary certificate of'occupancy on February 26, 2009 -44 days ahead Qo of the original completion date.The administrative offices were turned over Reference Contact Information to the PCOC four-and-a-half months early, and the full-service kitchen in the = Pasadena Center Operating facility's basement was also finished early. Company — Michael Ross Additional early turnovers included: =1-; CEO 626.793.2122 • Clark provided an early turnover (by 1 year) of the Green St. Plaza in , .-- front of the Civic Auditorium as requested by the PCOC.This allowed for Michael Ross,CEO of the Pasadena a more viable pedestrian access across Green St. to the existing Civic Convention Center Operating Auditorium for all events. Authority Discusses Clark's Performance • Clark provided an early turnover (by 4-1/2 months) of the existing Conference Center which allowed for the PCOC staff to move in early and not have to renew their external lease agreement for the entire staff. Click here or scan the QR code to see a short video of Michael Ross �"" Min about his experience with Clark at the I r71!0`��3 tt fl # Pasadena Convention Center. - _ ,.., ,. i l, nl Orange County Center Phase V Expansion Orlando, FL SW• �_ "`.- Vim/ ___:,_14.0 .,_---...,.; , -"41111Wil ft-...... ,,,,,.-41=\ _ r- _ ,4._ ID - O y am i ya = r CDy j - 1 j,„� _ - 3 '� i3's 7 �� _rt .. . A -� -��-`, e 1ft111uflIa I ti —• Al ,„.„,„,,.,...,.„,..„..„2::„.: . Ci) Exhibit Space Ballroom Advanced Meeting Space Convention Center Technology Maintained Ongoing Operations Orange County Convention Center Phase V Expansion Orlando, FL Years Project Constructed(Or Under Project Description Construction) 2000-2003 The Orange County Convention Center Phase V Project was a 2.8 million GSF expansion to the existing Orange County Convention Center.With 22 Project Hard Cost acres under one roof and nearly 1,000,000 square feet of new exhibit space, $520,000,000 the Phase V Expansion, completed in 40 months, makes Orange County Convention Center the second-largest convention center in the United States, Gross Square Feet Constructed making an attractive destination for event planners even more appealing for 2.8 Million SF meetings and conventions of all sizes. The Phase V Expansion included approximately 972,000 square feet of Exhibit Hall Square Feet exhibit space with 40-foot clear height. The exhibit space is served by 77 972,000 SF loading docks,four food courts,and associated restrooms.Operable partitions provide the capability to subdivide the exhibit space into four separate exhibit halls,each with its own entrance.Additional operable partitions provide the W Ballroom Square Feet capability to further subdivide the space for two general assembly areas, N/A each approximately 92,500 square feet, with upgraded acoustics, lighting and sound systems. The Phase V Expansion also includes approximately Q Meeting Room Square Feet 165,000 square feet of meeting rooms, two restaurants, shell space for two 1 165,000 SF additional restaurants, 40,000 square feet of kitchen facilities, a 95,000 SF Remote Building for maintenance and storage, a 1,500-foot long Pedestrian O Role Connector Bridge that connects the existing Convention Center to the Phase (n Construction Manager-at-Risk V Expansion, and nearly 5,000 on-site parking spaces. CAD Joint Venture Project: The Exhibit Hall slab was one element of the Phase V Expansion that was X Clark's Percentage=41% essential to satisfying Orange County Convention Center officials. Exhibits a. are the owner's business,and it was critical that the Exhibit Hall slab be done CD Key project personnel,highlighting right. Flatness, levelness, finish and durability were what the Convention • any individuals who will also work on Center required. CD this project = Gentry Griffis(Proposed as the Schedule Control C7 Quality Control Manager on this ' The Team achieved Orange County's objective when they decided to Fast project) Track the project in 1999 in spite of multiple schedule challenges. Their Qo objective was to hold the first event in the new Phase V expansion during 0 the month of September 2003.Surf Expo was held during the second week Reference Contact Information of September 2003 and has been followed by many more trade shows and sza Orange County Convention Center events bringing millions of dollars of revenue to the Orlando area. Authority —= 1, , $, fit,. ,., Boston C onvention & Exhibition Center Boston, MA w -':':4'2,.".,-,;:l__, __..... , ';',.. . ._ ' O 4. 1100. ,r.0.. f/, CD CD ..i:ti',., 4.... .. , , /401111111pr !le = ' Ann, i iir7-------- - :', \le . , . .. . . CD 0 Pi - g ' 7_1C-__., -- - -' li, . _ . , ; !1 ,IS-7.; ..-:. ,- . . , i ..«.•...,.... :1m,t ', ‘,,,,, i all II* l"' 2 . a:IL' \,,.,, ,,,,. , ...0 I.I 11y1 ..,f ' .00"6111"alernir- ...- ,_ , .. - - Exhibit ace Ballroom p Advanced Meeting Space Convention Center Technology Maintained Ongoing Operations Boston Convention & Exhibition Center Boston,MA Project Description The state-of-the-art Boston Convention & Exhibition Center (BCEC) is New England's largest convention center and is the largest building in New Years Project Constructed(Or Under. England. which meets the escalating demand for a facility to accommodate Construction) large-scale events. The BCEC is a 1.7 million GSF convention facility and 2000-2004 includes a 516,000 SF exhibition hall,a 40,000 SF ballroom,and 160,000 SF of meeting rooms.The project also includes parking for 2,000 vehicles and Project Hard Cost ancillary/support space totalling 880,000 SF.All areas in the new convention $463,054,213 center have the latest technology,including WiFi,state-of-the-art audio-visual capabilities, and interruption-free cellular phone coverage. It is conveniently Gross Square Feet Constructed located in the South Boston Waterfront District and is expected to anchor 1.7 Million SF a revitalization of the area. In the heart of the city, the convention center is within walking distance of the U.S. Federal Courthouse, another Clark Exhibit Hall Square Feet project, as well as the World Trade Center and numerous restaurants and 516,000 SF retail destinations. SW Ballroom Square Feet Schedule w 40,000 SF Despite a severely escalating marketplace. soil condition challenges, and national emergencies (September 11, 2001), Clark managed to finish the Meeting Room Square Feet project ahead of schedule.This was done utilizing the project schedule as a 160,000 SF management tool.Each component of the design,permitting and construction 0 was incorporated into the schedule and the schedule was built to be sorted MD Role according to activity,time range or area.This allowed us to break the very large 0 Construction Manager-at-Risk schedule into manageable pieces to communicate to the design team,Owner CD Lead Joint Venture Partner-Clark and subcontractors and effectively keep the project on schedule. Examples —1 L Ld Clark's Percentage Partner rt 51% of the types of breakout schedules are 3-week look-ahead schedules for M the onsite foremen, procurement schedules for the design team and Owner, X material procurement schedules for our project management staff and overall Key project personnel, highlighting milestone schedules for other stakeholders. CD any individuals who will also work on . this project CD Mark Eames-(Proposed as the Cost = Lead Project Manager on this project) During the preconstruction phase, Clark provided multiple budget estimates C) at various stages of design in addition to preparing and purchasing trade CD Reference Contact Information bid packages. In addition, Clark provided cost savings ideas and proposed Qo Massachusetts Convention building systems review for cost, function, availability and constructability. Center Authority Clark was colocated with the design team and met formally once a week 0 Howard Davis and informally throughout the work day to discuss cost and constructability O Director, Capital Projects implications of design solutions.Clark performed six formal budget estimates 617.954.2000,ext 2048 that allowed all stakeholders to understand the implications of design —++ decisions and adjust the project scope prior to advancing the design. C) Pa - O Awards: O • AGC of Massachusetts-Build = New England honor award • American Institute of Steel Construction Merit Award, "" _ Innovative Design and - i .,, ii a a... „ft ii-am- fa it, • Buildings Magazine-New ' ; _ ° -1 Construction Award —_ • International Interior Design Association-Interior Design ., --II- _ I-i , Award �� • Metal Construction Association ."'-' -President's Award for Overall Excellence ,,,.1 i Convention■W It r E. W as h i n t n Center Washington, DC co r a- . w ..l � eip 11lI!fl i CD _ '13, -' ,..,- — 1 ,.;..;'.--; it ' V; . 1 -,,j';: ..., -t 1 .'. 41.74 vic . - X I,:.. ii.#, • .,. w t I : n . 0 7::-t-7.::i._ . ..:. i Cn NSF • �' • -44k AL,. < Exhibit ace Ballroom p Advanced Meeting Space Convention Center Technology Maintained Ongoing Operations Walter E. Washington Convention Center Washington, DC Project Description Years Project Constructed(Or Under Clark served as the At-Risk Construction Manager for the 2.3 million GSF Construction) convention center.At the time of construction, the facility was the District of 1999-2003 Columbia's largest building, spanning six blocks, or a distance of close to six football fields set end-to-end. Constructed within a fast-track, 44-month schedule, it offers approximately 725,000 SF of exhibit hall space, 150,000 Project Hard Cost square feet of meeting rooms and a 70,000 SF ballroom.The convention center $606,860,529 featured the latest in technological advances,including fiber-optic wiring and computer-controlled sound reinforcement for internal and external taping and satellite up-links and down-links, making worldwide communications Gross Square Feet Constructed possible. Also included was a central plant with enough power to support 2.3 Million SF a town of 7,500 and emergency power to support 300 homes - the most electrical power per SF of any convention center in the United States. Exhibit Hall Square Feet At the time of construction, Clark Foundations implemented the largest 725,000 SF excavation in the western hemisphere by removing 1.6 million tons of earth. For more than a year, 1,000 truckloads of earth were removed from the site each day.The foundation featured 225,000 GSF of slurry wall (the largest co Ballroom Square Feet ever constructed in the Metropolitan Washington area). The project was 70,000 SF located above an active Metro station in downtown DC.Clark worked closely with the Washington Metropolitan Area Transportation Authority(WMATA)to monitor the tunnels and stations to ensure that they would remain operational 1 Meeting Room Square Feet during construction. Illi 150,000 SF O Project Management and Design Management c As the At-Risk Construction Manager,Clark coordinated construction closely CD Role with the Owner and design firm through all project stages.Beginning in pre- —1 Construction Manager-at-Risk construction,Clark provided valuable early input in such areas as development MI of project budget updates,value engineering,systems analyses,construction X Lead Joint Venture Partner-Clark document review/coordination. extensive quality control systems. cash flow CD Clark's Percentage=80% projections, crane location studies, construction planning, site management —, • planning and investigations, scheduling, coordination/expediting of CD construction permits, development of a Guaranteed Maximum Price, = Key project personnel,highlighting identification and purchasing of long lead items,and life cycle cost analyses. C7 any individuals who will also work on Clark's early involvement in the planning stages of the project allowed the CD this project Team to meet every major project milestone on time, within budget, and to Qo Bill Bartling-Sr.Project Manager the client's satisfaction. CD Scope Control - Reference Contact Information The Washington Convention Center Authority (WCCA) had its own budget Washington Convention Center and scope for the project which, in addition to the cost of construction, also =F= Authority included design costs, consultants, land costs, contingencies, etc. As the C7 Greg O'Dell project proceeded,WCCA transferred the following to the Clark Team's budget ,-+- Chief Executive Officer(CEO) - public address, security, portions of the telecommunications systems, and O" 202.249.3000 the actual removal of contaminated soil.The building enclosure became a .= modified Design/Build approach and required extensive coordination with the C/) Owner and the Design Team. Awards: i • AGC Build America Merit Award,New Construction • AGC of Washington-Contractors y Merit Award ' . �' i� I:I I iJ • WBC Craftsmanship Award -1.'"0,'� '"" 0-� Special Construction,Slurry - 7- - Wall&Tie Backs ., 1. -•±off 17 • WBC Craftsmanship Award _ - — -... _ -Star Award,Technical li Excellence Steel Framing :. , VII i SC onsin Center (formally known as:Frontier Airlines Center) 1 y Milwaukee, WI _77__77._ -_77____77 _..__ _7___777.... . .. , T ••1 rr 9 _ - la '�5-- - -V V, t klik ...■ 44,-;„ '4j4\1.1 -.."=" --- 0 G,. ?3 j y BI . • j � _ • p� ft, " , i� '. CD warn. ` ' I � r I A r - .. - 7777 y. • %\ ,,,, ft • 11, , 1,.': • ,.. I' x ' • T•iv •:e• - , ' 0 iii Ci) - - - -- .., - --Z, :.....,:,..z%:?4‘0. 40,4t.'"'''...i.11-irt"..4.:etio.----.-.. :_'...______.'-' ,,,,I, '%..T. ip 1 I 1 —.. .7:-..----77...,!:.`1,,-;„1-i•e-tF.i.k :- __-_-'''''`.--...--; :------:-.L- 4 Et lt '4,0 I 'tea 'u.`cr" yi..s _7777. .-• ,_'rr� ,,,-„..„.....-.....„,.= , Exhibit Ballroom Space Advanced Meeting Space Convention Center Technology Maintained Ongoing Operations Wisconsin Center (formally known as: Frontier Airlines Center) Milwaukee,WI Project Description Years Project Constructed(Or Under The Wisconsin Center, located in Milwaukee, is a 680,000 SF state-of-the- Construction) art convention and exhibition center.The design/build contract was awarded 1996- 1999 to the Clark team after a rigorous national design competition. Upon award, working closely with the owner, Clark provided eight months of design, Project Hard Cost preconstruction and value engineering services to refine the program and $125,200,002 design to meet the owner's changing needs. At the conclusion of the phase one services, Clark reconfirmed its fixed price within the overall budget and proceeded with construction. Breaking out of the standard "box" convention Gross Square Feet Constructed center design format.the facility has received numerous awards for its stunning 680,000 SF architecture and extensive interior finishes. Unique aspects of the project include Clark's innovative solutions to minimize cost resulting from existing on site contaminated material, the implementation of a construction debris Exhibit Hall Square Feet recycling program reducing waste volume by 50%, and the use of structural _1 precast concrete elements and insulated façade precast panels allowing for a CD 200,000 SF four month reduction to the project schedule.Clark also received a Certificate W of Commendation for exceeding the goals for minority and women owned Ballroom Square Feet business participation and maintaining a diverse work force. 38,000 SF Wisconsin Center's exterior design is symbolic of the cityscapes of Milwaukee. The structural steel building is clad in brick masonry, precast concrete and 0 glazed curtainwall. Interior walls and doors feature a variety of decorative Meeting Room Square Feet finishes and trim, accented by metal railings and fixtures.Wood and fabric wall 15,000 SF C/) finishes are used extensively in the ballroom,along with recessed chandeliers. CD State-of-the-art features, including fiber optics, satellite links. electronic "7 Role signage, bar code readers,automated billing and imaging systems, as well as rn Design/Build complex sound and security systems,were incorporated into the facility. = CD In addition,during the schematic design phase,the project team proposed that Key project personnel, highlighting the structural framework of the exhibit hall be converted from structural steel CD any individuals who will also work on to structural precast. The dramatic departure reduced the time-consuming = this project steel erection process, eliminating costly structural slab work and permitting CD Katie Twomey-Sr.Project Manager structural and electrical work to occur through the winter months. Working Together Reference Contact Information Completing such a large project posed significant challenges to the project team. Before construction began, contaminated soils were discovered Wisconsin Center District underneath buildings scheduled for demolition.The project team worked with A. Richard(Dick)Geyer(Retired) an environmental consultant to create a solution.The team also encountered +� CEO significant underground obstructions from old building foundations that had to C. 414.303.0330 be removed. r—+ Economic Impact =. The convention facility had an aesthetic impact on the city and a significant CJ) economic impact as well. In addition to generating an estimated $100 million annually in increased economic activity.approximately 5,000 jobs were created in the Milwaukee area hospitality industry by the year 2000. Quick Fact: Covering four city blocks, the Wisconsin Center was one of the largest design-build projects ever undertaken in Milwaukee.It provides the city with 200,000 square feet of exhibit space and 15,000 square feet of meeting rooms,as well as a 38,000 SF ballroom. v ` - Awards: DBIA - Best Public Project, A: $15 Million+ 1 ,,,,Los Angeles Convention Center Expansion Los Angeles, CA 1 sw , -- 7 laii,°! . y fi �;.._ m..r� I CDrow.. � -- µ r , -11%-A14., -3 ' _:10.1k____Ilkirif_ 1.‘44. ' : _ _ : rio................... _, , , .. NI = . PO ^=-1-4• Exhibit Space Ballroom Advanced 0 Meeting Space Convention Center Technology Maintained Ongoing Operations Los Angeles Convention Center Expansion Los Angeles,CA Project Description Years Project Constructed(Or Under The expansion, which encompasses over 2.7 million GSF is a signature Construction) landmark for the continued redevelopment of central Los Angeles. The 1991 - 1993 expanded facilities feature two towering glass and steel pavilions and a large meeting room concourse which links the two exhibition complexes. Project Hard Cost Surrounded by sun-drenched plazas, the expanded complex offers 685,000 $303,500,004 SF of exhibit space,65 meeting rooms,including a 26,500 SF special events hall, spacious lobbies, restaurants and food courts, 6,000 parking spaces and convenient shuttle bus and taxi drop-off areas. Gross Square Feet Constructed 2.7 Million SF The massive size presented some unique challenges to the construction team. Over 150,000 cubic yards of concrete and 17,000 tons of structural steel was included in the project, as well as two 10-story glass curtain wall Exhibit Hall Square Feet entry atriums to be supported by the architectural exposed structural steel. 685,000 SF Once completed, a wide variety of events were accommodated the facility. —4 The convention center's South Hall provides 685,000 SF of exhibit space Ballroom Square Feet designed with an efficient grid of utility floor boxes and 32 truck docks to W 60,000 SF facilitate service to 1,750 exhibit booths. With two moveable soundproof partitions, South Hall is able to host one large show or sub-divide into two or three halls to accommodate simultaneous events. Meeting Room Square Feet 86,000 SF Concourse Hall is a 26,500 SF special events hall flexibility planned to conform to small exhibits, a general session for 1,730 or eight concurrent o meetings. (n Role CD General Contractor Other meeting areas include 65 specially designed meeting rooms which ' can accommodate 20 to 1,600 attendees.Ten to 14-foot ceilings facilitate X audio-visual presentations in meeting rooms supported by contemporary Key project personnel, highlighting public address and lighting systems. Generous pre-function areas and a CD any individuals who will also work on special 300 seat theater designed for rear screen projection adds to the _� • this project convention centers convenience for meeting planning.A V.I.P suite with two CD Jim McLamb-Project Manager wood-paneled boardrooms and an attractive lounge overlooking the existing = Yorty Hall. CD Reference Contact Information At the base of the pavilions in the South and'West complexes proved_ample Qo Los Angeles Department registration space for large conventions and trade shows, or public space of Convention and Tourism for opening ceremonies or receptions.The expanded convention center also Development offers two restaurant/food courts and snack outlets to provide quick leisure Tom Fields dining to visitors throughout the facility. Assistant General Manager–COO : 213.741.1151 Ext.5305 Schedule Control C7 The first event to be held in the expanded Convention Center was scheduled r+- • for January 1994. However, due to Clark's construction progress, the owner 0 was able to schedule an opening in November 1993, two months earlier than originally planned. C/) Cost Control Clark completed this project well under the Authority's budget. In addition, Clark implemented an informal Partnering program with the client and architect that facilitated all activities on the project and allowed for issues to • be resolved both economically and in a timely manner. 4111 •. Maintaining Ongoing Operations Clark's contract included a detailed schedule of shows and events that were scheduled to occur in the existing and new facilities throughout the course of ` construction.All dates were achieved and every show occurred as scheduled. . ' The cohesion between the Owner,Architect,City Authorities,subcontractors ' ¶1? 1 and Clark enabled every event to open on schedule and was in a large part SI! T y i $ due to the periodic meetings established between the groups. 1. ., J. , Mi mi Beach Convention Center a Expansion Miami Beach, FL CC W fili 43100 —0 O ; +�wc CD rn■ ---ri . 0 .0-- x ' 04 r Iii I. - 1 - . „ t 4,4 1 w cp jujiL"--- - 1 i . * . onewlek 1 IR .�^ CD .,._ =i; CD . 1 O� Exhibit Space Ballroom Advanced Meeting Space Convention Center Technology Maintained Ongoing Operations f Miami Beach Convention Center Expansion Miami Beach,FL Years Project Constructed(Or Under Project Description Construction) Clark provided general contracting services for the renovation of the existing 1987- 1991 600,000 SF Miami Beach Convention Center and integration and construction of a 500,000 SF addition to the facility.The combined 1.1 million square-feet made this one of the ten largest convention center facilities in the U.S.at the Project Hard Cost time of its construction. $60,672,548 The new Miami Beach Convention Center complex featured four separate convention halls, which can be used separately or as one large space. A Gross Square Feet Constructed 24-foot-wide crossover walkway runs the entire width of the structure, 1.1 Million SF providing access to all four halls, and is anchored at both ends by food service areas.The second level walkway features a glass-enclosed circular restaurant with a 360-degree view of the entire floor. Exhibit Hall Square Feet 500,000 SF This addition essentially mirrors the existing center, with which it combines to create a four-part, 500,000 SF exhibition hall surrounded by meeting —I rooms,service facilities and public areas. The second level walkway features Ballroom Square Feet a glass-enclosed circular restaurant with a 360-degree view of the entire W N/A floor. The original facility addressed an ad hoc civic enclave including the city hall, a theater, and a multiuse community center. Now, the more critical juncture with the city occurs at the 1,000 foot frontage which borders the newly renascent Deco district and parallels the beachfront. Meeting Room Square Feet p 110,000 SF O C/) Role C—D General Contractor rn X Key project personnel,highlighting any individuals who will also work on CD this project -- David Gillam(Proposed as the CD am Assistant Project Manager on this C) project) CD Gentry Griffis(Proposed as the Quality Control Manager on this project) CD = Reference Contact Information City of Miami Beach --1.; Norm Litz's --- General Manager(Retired) Pa 305.469.3754 =. O I C, { i i` - I F_ r- --. Tab3 Proposer Experience & Qualifications 4. LEED Experience. List the firm's successfully completed projects comparable in design, scope, size and complexity. undertaken in the past five (5)years that achieved a USGBC LEED Silver certification or greater. Experts in LEED Delivery and Providing Sustainable Solutions Clark Construction Group is one of the nation's leading green builders. As a full-service construction partner, we provide our clients with smart, sustainable solutions that balance a project's short-and long-term costs, maximize overall efficiency, and reduce impact on the environment.At the core of our green building efforts are our people. Our team offers preconstruction professionals and strategies to evaluate sustainable features and potential LEED points early on in the life of the project. Our proven processes and procedures not only maximize construction points but also ensure all documentation is meticulously maintained and submitted to the USGBC for review and approval. Some of our specific LEED accomplishments include: #2 Top Green Contractors(Clark), 350 LEED Accredited Professionals Engineering News Record,2014 1 22 On-going and completed LEED $ 1 3B Completed LEED Silver or greater Silver or greater projects Projects 1 2 Completed LEED Platinum $ 1 OB On-going LEED Silver or greater Projects Projects As demonstrated in the list of completed projects with LEED Silver certification or higher, a significant number of our projects have exceeded the required LEED certification goals, as a result of our proven tools and procedures. Currently, we have 350 LEED credentialed professionals in various capacities including pre-construction, purchasing and procurement, administrative and field operations management, quality control, MEP and commissioning. Our staff stays up to date through continuous education on sustainability, including new green trends and technologies. SUSTAINABILITY PROCESS Clark's success on LEED projects is a result of early planning, vast experience on green buildings, utilization of historic data from an extensive green building portfolio, and proven green procedures and best practices that our experienced teams implement on every project. Preconstruction Construction Close-out • LEED/Sustainability • Waste Management Plan • Upload documentation to Charette • Indoor Air Quality Plan LEED online • Clark LEED Action Plan • Review and provide LEED • Commissioning • Provide Smart submittals • Certification Sustainability Solutions • Compile LEED online Matrix documentation • Include LEED criteria in • Commissioning Kick-Off purchasing Meeting • Monthly LEED updates i Clark's In-house Director of Sustainable Solutions, Fulya Kocak, LEED Fellow, will be TIT an invaluable asset to the team. She is the current Chairman of the Board of Directors for the U.S. Green Building Council-National Capital Region (USGBC-NCR) and has 14 h` years experience in sustainable construction. Fulya will advise the team on LEED and sustainable strategy in order to find smart,sustainable solutions for the Miami Beach Convention Center Renovation and Expansion project. Preconstruction & Purchasing We place the utmost importance in balancing sustainability and return on investment. Utilizing extensive cost data accumulated from LEED certified and green projects, we will price multiple options to achieve LEED credits, so the team can determine which path to follow to achieve highest level of LEED certification with most benefits within the project budget. =' As soon as Clark is awarded the project, our LEED project manager and Director of Sustainability, Fulya Kocak will collaborate with the design team to coordinate all LEED requirements. First, Our LEED project manager will develop a LEED Action Plan for each pursued construction credit to ensure success. Then, we will set up a Sustainability Charette to review the scorecard and determine if all pursued credits are cost effective and constructable and if any of the points listed as a"maybe"or"no" O can be achieved.At this stage, we will start conversations with subcontractors to establish information C/) flow with a goal of achieving as many points as possible within budget, schedule and at the highest CD quality. rn During the estimating and subcontractor selection phase, Clark will ensure that each subcontractor bid includes compliance with sustainability goals. Subsequently, during the purchasing phase, all of the CD LEED/sustainability requirements are written into the individual subcontracts to ensure compliance. • CD Construction C'7 Once the subcontracts are executed, Clark will establish specific goals for each subcontractor before CD the submittal process is started. We will utilize our"Clark Green Toolbox"featuring more than a dozen • Q° LEED certification tools that are a result of lessons learned from our vast green portfolio.With these tools, we consistently achieve and exceed every construction credit successfully and timely. For example, one of these tools is a LEED tracking log that we use during purchasing and update through- out the submittal process to ensure that each material is accounted for and meets the project's LEED certification goals. Clark will provide monthly LEED progress updates. =4'- LEED compliance related to the installation, procedures and commissioning will require documentation as well.These will include photographic documentation, waste management logs, and field inspection O reports. At the completion of the project, all documentation will go through a rigorous quality control review by our Director of Sustainability and will be uploaded to"leedonline"for submission to GBCI. Close-out During close-out, we will provide the facilities team with all the tools they need to operate the building to the most efficient extent possible.We will focus on not only appropriately training facilities staff but also including them as a part of the construction and commissioning process to understand their needs and benefit from their operational wisdom. Our O&M manuals will be simple to navigate yet inclusive of all necessary information. Miami Beach Convention Center Sustainability Approach Convention centers operate in a unique way that is different than a typical LEED certified building. Some of these characteristics may have inherited challenges, such as peak energy and water use during special events, varying use types with different resource demand, such as exhibit halls versus conference and meeting rooms and continuous maintenance requirements for a large footprint. Our goal is to turn these challenges into opportunities by utilizing our proven LEED certification process and "smart sustainability solutions"which are a variety of customized green building solutions and information coupled with historic data extracted from our extensive green building portfolio. On the Miami Beach Convention Center Renovation, our role is not limited to only tracking and documenting LEED construction points.By collaborating with the design team and sharing our experience on other similar LEED certified projects, our goal is to achieve every possible additional point cost effectively.We believe that with our proven LEED certification tools, expert LEED AP team members and guidance from our Director of Sustainability, there are several viable strategies that will help us pursue LEED Gold Certification. SW LEED Analysis At-A-Glance w MBCC Current LEED Credit Status LEED Categories Points Offered Yes Maybe No O Sustainable Sites 26 21 5 al O Water Efficiency 10 4 4 2 CD Energy and Atmosphere 35 8 6 21 Ill Materials and Resources 14 3 4 7 X X Indoor Environmental Quality 15 12 1 2 CD Innovation and Design Pro- 6 _. cess 5 1 0 CD Regional Priority Credits 4 2 2 0 C) TOTAL 11 55 18 37 Based on our review of request for proposal documents and the project's sustainability goals, we have identified a list of potential credits that could add seven more points and bring the project to LEED Gold Certification. C) Potential Credits i Clark's i Clark's i Additional i Initial Cost Sustainability I Sustainability I Points 1 '� Strategy 1 E Strategy 2 O I I= Low Initial Cost ` Higher Initial Cost with Long-term Lifecycle Benefits • Sustainable Sites c.6.2 Stormwater • t Low Quality Control � I Energy & c.6.Green Power • I 2 i Low Atmosphere _ ! c.3.Enhanced • 2 High Commissioning c.3.2 Water Use • ; 1 Low Reduction-35% I Water Efficiency c.1.Water Efficient f • 3 High Landscaping E � Clark Sustainability Strategy 1: Low initial cost recommendations Sustainable Sites c. 6.2 Stormwater Quality Control (+1 point): Storm water quality control is about filtration and treatment of storm water and usually easier to achieve than quantity control. Water Efficiency c.3.2 Water Use Reduction-35% (+1 point): On other convention center projects and commercial building applications, we have achieved 35% to 40% water use reduction. We will share the product data on the plumbing fixtures we have installed on these projects with the design team. Energy & Atmosphere c.6. Green Power (+2 points): This credit requires purchase of renewable energy credits(RECs)for 35%of annual energy use for 2 years.Most of our projects pursuing LEED credits go after this credit at the end of the project, if they are 1 or 2 points away from achieving the next level of certification. We recommend requesting competitive quotes from suppliers. We can provide contact information for suppliers or request quotes on your behalf. Clark sustainability strategy 2:Higher initial cost solutions with long term savings/benefits W Water Efficiency c.1 Water Efficient Landscaping (+3 points):This credit requires providing no potable water irrigation for landscaping by using native and resilient plants and drought-resistant plants or using alternative nonpotable water resources. By adding a rainwater harvesting cistern, irrigation demand can be met and an additional 2 points can be achieved. No irrigation system is also awarded 1 regional priority point. 0 Energy & Atmosphere c.3 Enhanced Commissioning (+2 points): This credit requires bringing in a third- party commissioning agent on board prior to 50%CDs.All project pursuing LEED certification must have all CAD energy related systems commissioned.The additional scope for this credit is to include the commissioning agent earlier to review design documents related to HVAC systems and lighting.The commissioning agent X also comes back at the 10th or 11th month after substantial completion to identify possible equipment issues prior to the expiration of warranties. We believe the additional premium for this credit not only results in 2 CD additional points but also ensures that the City's project requirements are met and verified. �. CD Cost reduction Strategies if LEED Silver Certification is pursued Should the City of Miami Beach choose to continue to pursue LEED Silver Certification, we have provided CD cost reduction strategies. Po Energy & Atmosphere c5: Measurement and Verification (-2 points): This credit requires additional sub- meters and controls to monitor and measure energy consumption end uses, such as lighting, plug loads and HVAC. Each metered energy use costs around$2,500-$3,000, including submeters and controls. 1 free point is always available as long as client agrees to sign-up to EPA's free Energy Portfolio manager. Materials& Resources c7:Certified Wood(-1 point):This credit requires 50%of all permanent wood products C-. to be purchased with FSC certification.There is approximately a 20% premium for FSC certified wood.We ,-4- typically don't recommend this credit for projects with large wood packages, since there are no long term cost p-• savings despite the high premiums invested in FSC certification. CJ) Indoor Environmental credit 3.2: IAQ Management Plan Before Occupancy (-1 point): This credit can be achieved by one of the following two options: Conducting indoor air quality testing, or completing a building flush-out with100% outside air. Building flush-out may take multiple months and there may not be enough time to complete the flush-out prior to building occupancy. Indoor air quality testing may cost$40-60K. Base on the analysis,we recommend pursuing the list of credits identified under"Clark Sustainability Strategy 1 - Low Initial Cost"in lieu of credits listed above. Successfully completed projects comparable in design, scope, size and complexity, undertaken in the past five (5) years that achieved a USGBC LEED Silver certification or greater: PROJECTS WITH LEED SILVER CERTIFICATION OR GREATER - LAST 5 YEARS Project Date of LEED LEED Square Location Completion Certification Certification Dollar Value Footage Sought Achieved 90 K Street April 2010 Silver Gold $61,655,224 425,000 Washington, DC Waterfront/401 M Street, April 2010 Silver Gold $140,000,000 1,000,000 Washington, DC United States Institute of Peace October Certified Gold $111,759,327 254,000 Washington, DC 2010 Walter Reed National Military June 2011 Gold Gold $641,000,000 1,100,000 W Medical Center Bethesda, MD Founders Square Base Building October Gold Gold $58,852,796 355,530 p Construction 2011 Arlington,VA 0 Cn Square 54 - GWU Redevelopment July 2011 Silver Gold $111,223,598 959,000 CD (2200 Pennsylvania Avenue NW) Washington, DC rn X Washington Headquarters September Gold Gold $770,000,000 1,700,000 • Services (BRAG 133) 2011 CD-1 Alexandria,VA CD. University of California San Diego May 2011 Silver Gold $81,941,023 237,000 n North Campus Housing CD San Diego, CA Q° Oakland Hall Dormitory-UMD April 2011 Silver Gold $74,199,609 219,704 CD College Park, MD 900 North Glebe Road (Peck Site) January Silver Gold $30,000,000 145,000 Arlington, VA 2011 =; Fort Campbell -2nd BCT Brigade October Silver Gold $23,206,394 120,048 Pa Complex- Phase III 2012 : Fort Campbell, KY 0 800 North Glebe Road (Peck Site) March 2012 Gold Gold $54,000,000 559,200 C/) Arlington, VA 7550 Wisconsin Ave November Gold Gold $17,771,286 153,000 Bethesda, MD 2012 Music City Center, Nashville,TN April 2013 Silver Gold $436,158,847 2,100,000 Montgomery College Science February Gold Gold $51,809,000 140,700 Center 2011 Montgomery County, MD U.S.Coast Guard Headquarters June 2012 Gold Gold $448,519,938 1,217,000 Washington, DC San Diego FBI Field Office Spring Gold Gold $100,000,000 248,882 San Diego, CA 2013 Project Date of CeEDcation Certification Dollar Value Square Location Completion Footage Sought Achieved 1050 First Street NE September Certified Gold $43,202,916 415,000 Washington, DC 2013 UCSF Mission Bay Neuroscience April 2012 Silver Gold $162,981,172 237,000 Building San Francisco, CA Rossyln Commons April 2013 Silver Gold $66,314,162 472,000 Rossyln,VA Hyatt McCormick Hotel June 2013 Certified Gold $87,999,674 786,000 Chicago, IL USCENTCOM Headquarters - July 2012 Gold Gold $80,498,660 275,000 C MacDill AFB Tampa, FL Governor George Deukmejian August Silver Gold $345,284,899 545,000 Courthouse 2013 O Long Beach, CA O Constitution Square (Office February Gold Platinum $53,000,000 365,000 C/) Building 1) 2010 C AD Washington, DC rn Consitution Square(Office April 2010 Gold Platinum $100,000,000 589,000 Building 2) CD Washington, DC - Cal ISO New_ Iron Point Facility March 2011 Gold Platinum $111,358,316 278,000 =. Folsom, CA C) 1000 Connecticut Ave March 2012 Gold Platinum $68,340,024 562,000 Washington, DC Po Founders Square GSA Tenant Fit January Platinum Platinum $48,296,746 355,530 0 Out(Interiors) 2013 SZa Arlington, VA Camp Pendleton Naval Hospital January Gold Platinum $393,883,000 500,000 CD Camp Pendleton, CA 2014 Pi- P123 Bachelor Quarters December Silver Platinum $66,891,220 255,000 O� Homeport Ashore 2012 = Norfolk, VA 1812 North Moore Street September Platinum Platinum $142,972,000 803,600 Arlington,VA 2012 Constitution Square OB3 Platinum Platinum $52,000,000 350,000 Washington, DC 4500 east West Highway Summer Platinum Platinum $39,000,000 330,000 Bethesda, MD 2014 Camp Porter Special Barracks June 2010 Silver Silver $48,000,000 360,000 Great Lakes, IL LAX Tom Bradley International February Certified Silver $503,000,000 60,000 Terminal Improvements 2010 Los Angeles, CA Project Date of ErLE tifiD cation Certification Dollar Value Square Location Completion Footage Sought Achieved Ft Benning MATOC - DB April 2010 Silver Silver $50,000,000 254,000 Ft. Benning GA Constitution Square Interiors August Silver $40,000,000 600,000 Washington, DC 2010 Warrior in Transition - Fort July 2011 Silver Silver $24,647,000 154,240 Campbell, KY (JV with Caddell - Caddell as lead) Fort Campbell, KY Consolidated Drill Sergeant August Silver Silver $23,793,000 136,152 Barracks at Fort Jackson, SC 2011 a' Fort Jackson, SC W Fort Benning Basic Training April 2011 Silver Silver $24,000,000 120,000 Barracks - MATOC 2 - DB (JV with Caddell, Caddell as lead) -, Ft. Benning GA O MCAS Miramar Building December Silver Silver $27,694,000 99,137 0 San Diego, CA 2010 C ) CD POD 3 Renovations Smithsonian February Silver Silver $21,070,167 50,000 (Interiors) 2010 Suitland, MD CA Redding Veterans Home January Gold Silver $66,544,815 164,000 CD Redding, CA 2012 CD Social Security Administration February Silver Silver $103,000,000 560,000 Baltimore, MD 2014 CD CD QO CD C C/) FEATURED LEED PROJECTS McCormick Place Hyatt Regency Expansion and Renovation, Chicago, IL Clark provided design-build services for the construction of a 14-story, 272,000 SF tower with approximately 461 guest rooms including 12 suites and two premium suites. In addition to the new construction, the project team renovated significant portions of the existing 32-story hotel, including all 800 guest I r • rooms (408,000 SF) with significant improvements to the front • lobby, business center, fitness center, and renovations to food services areas. The scope of work also included renovation of a 25,000 SF of conference space, addition of three new board rooms, and creation of a junior ballroom at the McCormick Conference Center.The project achieved LEED Gold certification, sustainable initiatives included, adding a 15,000 SF sedum-tray system, a green roof with drip irrigation, and improvements to the McCormick Energy Center.The team also incorporated water efficient plumbing and irrigation systems, energy efficient windows, efficient lighting and HVAC systems, regionally sourced construction materials, as well as the use of low-emitting materials. Walter Reed National Military Medical Center, Bethesda, O MD E. 0 a. Clark was the design-builder for the Walter Reed National C!) r '� "" Military Medical Center, which won Project of the Year - New CD 4-kll "..101' I. � ` Construction by the U.S. Green Building Council National Capital m ,� ;III Region Chapter and achieved LEED Gold certification, surpassing X�n� the goal of LEED Silver.Sustainable features of the project include: - 7 .,... .-" `_ The heating, ventilation, and cooling systems incorporate cutting- CAD • _ ___ _ ___"" edge technology such as efficient lighting systems, an enthalpy CD heat recovery wheel to transfer energy between exhaust and incoming outside air, and high-efficiency water-cooled centrifugal CD chillers to save 28 percent energy to heat and cool the building. The site storm water system performs 25 percent better in preventing flooding downstream than code due to local water pollution issues. By selecting native and adaptive landscaping,the need for permanent irrigation systems was negated.In addition,water- efficient fixtures reduced water usage by 33 percent inside the building. , LAX Tom Bradley International Terminal, n' Los Angeles, CA When Clark initially bid the LAX Tom Bradley International O x (TBIT) project, were no requirements for achieving - _ Terminal TBIT ro�ect, i I LEED certification. Clark embarked on an endeavor with LAX Ci) _ authorities and their designers to implement a LEED program that •-' "'' allowed us to achieve LEED Silver. Some of Clark's Best Practice Accomplishments include: expanding LAX's existing recycling program for construction debris.They were able to reuse 100 percent of existing structural elements, walls, floors and roof, 50 percent of interior non-structural elements, divert 75 percent of construction waste from the landfill and interior finishes used on the project were made of recycled materials. Clark also was able to use low-emitting paints, adhesives, carpets and sealants were used in the terminal's interior. Construction equipment was retrofitted with emission and noise reduction devices. An on-site concrete plant reduced the number of delivery vehicles to and from the work site as well as the coordination of deliveries to the site during off-peak traffic hours. Dust control measures were also implemented at the project site, surrounding environments, and roadways. Governor George Deukmejian Courthouse, Long Beach, CA ": , Clark and affiliate, Edgemoor Infrastructure and Real \ , . Estate, provided design, construction, financing, operation, ` s p and maintenance services for the delivery of the new Governor li, ^� George Deukmejian Courthouse in Long Beach. The 544,000 SF ,,1,, � g . 'I nA I' i'�._ - in - courthouse building houses 31 courtrooms, offices, Los Angeles _ .- y.'_,_y.'I_n_- 14.1W4.�C ,;.s^ " j County lease space, and commercial and retail leasable space.The project achieved LEED Silver and included a number of high performance design solutions such as, heat recovery chillers, direct outside air flow controls, displacement ventilation system, daylight harvesting, LED lighting wireless building automation networks and a high performance addressable lighting control system. There was also a co comprehensive commissioning process to ensure optimal performance of all systems in the building. W .._ U.S.Coast Guard Headquarters,Washington, DC - -�- — ''----- .. Clark provided design-build services for the construction of _ 0 '~ -- - _ ° - " the U.S. Coast Guard Headquarters, the first stage of the ' - ,., O --:--7. P- 1 " Department of Homeland Security's consolidation program. The �_�- new building provides 1.2 million SF of office space, a central utility 0 - ...,�.:.t�- t_ plant, and two seven-story, stand-alone parking garages. The `` , project originally targeted LEED©Silver,but was able to achieve LEED CAD `. _\`'� —: n, \'' Gold certification. The headquarters building is designed with its rn major axis running east/west to minimize solar heat gain and X a. maximize the opportunity for daylight harvesting. The building CD features an approximately 400,000 SF green roof and a vegetative wall panel system in the courtyard. High- efficiency mechanical and electrical systems were installed, and the project team employed regional and CD. low-emitting building materials, when possible. Additionally, wet ponds, bioswales, step pools, and a signature O C7 water feature at the site's lowest elevation were constructed to assist with storm water management. CD 20.. _ Argonne Energy Sciences Building and Advanced Protein ---- O - Crystallization Facility, Argonne, IL = , J' Clark provided general contracting services for the A) ,, construction of two projects at Argonne National Laboratory: + — .____---,,, -- the Energy Sciences Building (ESB) and the Advanced Protein C) ,/ a.�—� Crystallization Facility. Both projects achieved LEED Gold ,—t. certification. The ESB's tintable electrochromatic glazing, p. combined with super insulation, provides a 16 percent energy = CP improvement over static triple pane glass, and better than a 50 percent improvement over single pane glazings. "R. MUSIC CITY CENTER.Nashville.Tennessee 0-14, �r The$4'S mil ion.2.100.000 SF Music City Center inciudes a 350.000 SF exhibit nail that a acoustically designed to also serve as a i:ve music venue 59 meeting rooms.two barrooms.36'oading y• docks.and a'.775-vehir le parking garage.The signature design featura of the Music City Center is its 14-acre rippling roof.The roof has a'75.000 SF green roof.one of the largest n the nation.The convention center team exceeded their goal of LEED Silver and achieved LEER Gold certification. Energy Conservation • Designed to use 20,, - - less ens overall by 1y • • Green Roof usfngf ,,, - .,• Spans over 1 acres •• High-performance _ • Largest green root in the southeast,curve n ty l HVAC systems - • Reduced energy usage by • LED lighting.scheduling -�- _ absorbing heat and acting as an programs and # a - occupancy sensors . - -. ,,, �� insulator to reduce amount of • �om emissivity - energy to heat and cool ;p, • 845 solar panels ads to produce ` -- 271.000 kWiyear :teE s .a �_ f r Storm water t i, --,e . '- MANAGEMENT Ir.-T !:,'t ;-. �-• '~^ ^^' - r! �,_ • Water proofing membrane on roof Y._ __ y. - extends hfe of root Ai` +^- c-: 1jO • Protects it from UV rays and wind lay, •- / r _ . - • Absorbs rainwater to reduce r `�'1_ _ amount of;form water runoff -"' Water Conservation • -., -•• f??-,-, .. • Impressive 80 percent reduction in ask,.- _ w `' .*",may. ! potable water usage 4y"` `-.yam i• • Storm water drains through •,� _ - Me green-oof and milects in • �'.r - a 360.000-gallon cistern under i. M� r "' --- _ the pedestrian plaza,where it t -� - joins condensate from the HVAC �'°'"a1w. F, • �"fi equipment. i�r • The water from the cistern is • „ ,� '' `- returned as part of the building's i grey water used in the plumbing , system Energy Conservation v`. • To reduce solar gain.the MCC was designed so the south side of the building has I root overhangs and the west side has irerical Green Building Materials shading • More than 200 of all materials used in construction contain-ecycled content • More than 20'..of materials used were,egional materials from within a 500-mile radius of Nashville • Extensive recycling program diverted more than 15,100 tons of construction waste from landfills y 00 = T l-A-J = MUSIC CITY CENTER Nashville, TN "As the construction manager for this project,Clark has been an outstanding partner to us, both personally and as a team.We both agree that open communication between owner and construction manager is key to making a 2.1 million square foot public project come in on time-with a shortened schedule,no less-and on budget." Larry A.Atema Senior Project&Development Manager The Convention Center Authority of the Metropolitan Government of Nashville and Davidson County Tah4 Other Team Members FaTZ,Mira Role on the Project: For this project, our team will need a strongly focused and well established base of subcontractors.As one of our top chosen subcontractors, Facchina Construction excels at exactly this type of renovation and expansion project. With a highly trained professional team of certified general contractors. LEED Accredited Professionals, and a 27 year local and national presence, their team will be an outstanding contributing partner for the complex work required for the Convention Center project. Facchina is not only an extraordinary builder, but also an excellent corporate community citizen in the South Florida area.The firm has exceptional ' local knowledge of the Subcontract community and the City of Miami Beach • - - building department, as well as jurisdictions having authority over the Convention - ' Center project. In 2011, Facchina completed the New World Symphony in Miami 9' i .__. L. Beach, an internationally-recognized and multiple award-winning project that .. earned the Associated Builders & Contractors Excellence in Construction Eagle Award in the Mega Projects$100-$200 million category.In addition,the firm was :;, recently awarded the Miami Beach Collins Park Place parking garage project, - - 1 designed by Zaha Hadid, which they have not yet begun.They are also currently Construction progress of FIU PG6 as of completing Florida International University's Parking Garage No. 6 (featured August 25,2014 above). Summary of Relevant Qualifications & Experience: Located just 19 miles from the Convention Center site, Facchina's staff will bring an excellent balance of expertise for your renovation and expansion project. Facchina is a full-service construction management and general contracting firm with a history of successful projects dating back to 1987.The firm's experience extends to all markets including low-, mid- and high-rise residential, commercial, and mixed-use facilities very similar to the Convention Center project. Their diverse portfolio is a testament to their dedicated staff and strong leadership both in the office, and on the jobsite. Over the past two decades, Facchina has contributed to some of South Florida's most recognized buildings, the previously mentioned New World Center, home to the state-of-the-art New World Symphony campus as well as its parking garage on Pennsylvania Avenue, both designed by renowned architect Frank Gehry;the much anticipated Grove at Grand Bay condominiums,the modern miracle of dual glass and steel towers designed by Bjarke Ingels Group, which Facchina is currently constructing on the site of the old Grand Bay Hotel in Coconut Grove; the American Airlines Arena in downtown Miami; the Espirito Santo Plaza, known as the Gateway to Latin America; a recent extensive renovation of the SunTrust International Center, a 31 story office building located in the heart of Miami's Business District, and many others. It is clear that Facchina's goal is to deliver distinguished facilities like these, regardless of size or complexity that are incredibly rich in quality, and they make an excellent addition to our team to provide similar services for the Miami Beach Convention Center. NEW WORLD CENTER Located in the heart of Miami Beach's Art Deco District,the New World Symphony ,S provides artistic professional development for outstanding instrumentalists ,Ar . : • •from around the world.The facility is designed to support practice, rehearsals. '"`' performance, recording and broadcasting for its distinguished students, with *'_ `�', high-quality acoustics and sound attenuation throughout. Facchina provided ,,:•� . . preconstruction services, estimating, project management and construction " services for this new, 6 story, 106,000 square foot facility.The building includes a 50,000 square foot variable seating performance hall, a digital music library, d'' 26 individual rehearsal rooms, six ensemble rehearsal rooms and a multi-purpose room-all outfitted with Internet 2 technology. Signature features of the campus include the east façade of the building, which showcases a glass curtain wall, allowing passersby a glimpse of the inside architecture, and a projection wall on which live concerts, master classes, large-scale images and films can be viewed from the new park in front of the building.The shoebox shaped building has an 80 foot tall atrium with four free-form, free-standing, multi-function rooms set between the 756 seat performance hall and a six-story office building,which also houses practice studios and mechanical rooms. Two service footbridges, like massive catwalks, span the sides of the atrium from the office building to the hall.The New World Center was featured in Engineering News Record magazine's December 27th, 2010 issue and was an ENR Award of Merit Winner—Best Projects of 2011. New Campus, LLC; '_ Gehry Partners _} $101 million PENNSYLVANIA AVENUE PARKING GARAGE The City of Miami Beach, in partnership with the New World Symphony, N selected Facchina to provide Construction Management services for the construction of their new Pennsylvania Avenue Parking Garage.The project was part of a campus that includes a new home for the New World Symphony — America's Orchestral Academy. The 25,870 square-foot parking structure _ has six levels, including the rooftop, and provides spaces for approximately 557 cars.As a public parking garage located in the heart of Miami Beach, it .4wr ..0"4- serves the needs of the city and provides convenient parking for the New World Symphony. The structure prominently features woven metal mesh panels as the primary exterior facade element.The panels wrap the exterior of the precast parking structure on three sides, except for the glass storefronts on the first floor.The stainless steel mesh is compatible with CD the high salt exposure typical in the Miami Beach marine environment, and the mesh with the attachment system is designed to withstand hurricane force winds up to 146 miles per hour.At night, the mesh facade is CCD lit up by LED lights for a dramatic visual effect.The controllable LED lighting is programmed to change colors continuously throughout the evening and can be modified to correspond with holidays or special events happening at the New World Symphony. City of Miami Beach; _ Gehry Partners CD $13 million 3 cr GROVE AT GRAND BAY CD On one of Miami's best real estate parcels, a modern miracle of glass and steel is now rising on the site of the old Grand Bay Hotel in Coconut Grove. Its 12-foot ceilings with wraparound floor to ceiling glass will set a new standard for the top of luxury condo living in South Florida. Its spectacular site is located within one of Miami's most interesting areas to live, historically celebrating its laid back lifestyles along the waterfront of Biscayne Bay with seaside dining, active street cafes, great shopping, - cinemas, and close several of Miami's best schools. Only minutes from downtown Miami, Miami Beach, Key Biscayne, and Miami International Airport, the neighborhood of Coconut Grove is a favorite for active residents and frequent travelers alike. This site is within walking distance of all of these amenities including Fresh Market and City Hall.The towers as designed are exceedingly refined but very complex from a construction standpoint because there are unique floor plans on very single floor.For starters,the twisting glass structure pre-supposes that people will love living there. Each floor has 12-foot soaring ceilings with terraces on the view sides of the apartments revealing stunning 12-foot wide terraces running, in some cases, the full width of the apartments.The width creates an outdoor room, complete with electric summer kitchens on the terraces.The indoor kitchens will be gracious and stoves will be gas for those who want them.The site, now cleared of the iconic Grand Bay, will still be three grand acres on a high hill with an amazing water view of the islands of Miami.There is a reason the first homes of Miami were built along this same ridge from Viscaya through Camp Biscayne to the Kampong.These residences enjoy catching the warm summer breezes. Terra Group; Bjarke Ingels Group $140 million AMERICAN AIRLINES ARENA The 736,000 square foot American Airlines Arena is a multi-purpose sports and entertainment arena located in Downtown Miami along Biscayne Bay. Facchina was selected to construct the arena as a replacement for the Miami Arena. The Arena is home to the Miami Heat of the National Basketball Association. It has 2,105 club seats, 80 luxury suites, and 76 private boxes and is known for its unusual scoreboard, designed by Artist Christopher . ` ' e Janney.Drawing on the underwater anemone forms,the scoreboard changes : if-- „ 14 colors depending on the atmosphere.For concerts in an arena configuration, 1 J end stage capacity is 12,202 for 180 degree shows, 15,402 for 270 degree -�: ' '. shows, 18,309 for 360 degree shows. For center stage concerts the arena can seat 19,146. Additionally, the arena houses the Waterfront Theater, Florida's largest theater that can seat between 3,000 and 5,800 spectators.The theater can be configured for concerts,family events, musical theatre and other stage shows. Basketball Properties, LTD; - ARQ & Heinlein Schrock P'_.-::. ,--. - $179 million ESPIRITO SANTO They call it The Gateway to Latin America."Espirito Santo Plaza is 36 stories tall O • and features a striking steel and glass exterior. Office space occupies 300,000 = square feet, while retail space encompasses 7,500 square feet, and restaurant CD facilities occupy 15,400 square feet of this mixed-use building.The luxury Conrad —N Miami hotel occupies 225,000 square feet. This 203 room world-class facility CD -,- includes a 5 story ballroom and function area a fitness club,swimming pool,two .) r,, s : tennis courts, whirlpool, sundeck and garden. A luxurious 11 story Atrium Sky ,"> Lobby affords stunning interior and exterior views for the hotel suites, restaurant, lounge, and condominium residences. Facchina completed construction of this `sir f-'i CD new 36 story, mixed-use tower with associated interior build-out for 15 floors of A� office space, 10 floors of condominiums, 10 floors of hotel space, and adjoining �. 12 stor arkin ara e in October 2003. •'��i"°: .� �� story parking garage CD , 51 0,,,-,e- Estoril, Inc.; - _: Kohn Pederson & Fox , " 1_ $180 million FLORIDA INTERNATIONAL UNIVERSITY PARKING GARAGE NO.6 Facchina is currently constructing this new 790,000 square foot,2,000 space precast parking garage at FIU.Designed by PGAL,the state-of-the art garage - 1 :..r: , will have approximately 30,000 square feet of retail shell space as well as a ` � ''1:11-----.:7r..:::::, rapid bus transit station.The garage will also include a pedestrian bridge over Campus Drive, which will safely transport students across this 42'wide street ; with bike lanes.The bridge structure will consist of a precast concrete double tee and spandrel panels from the garage to a new elevator/stair tower 110' r /. vi i south. Precast construction was preferred over CIP or steel because of its speed, finish quality, durability and overall value.The bridge will have stainless steel guardrails with stainless steel fabric mesh for the safety of the pedestrians. LED illuminated stainless steel handrails will be used because they last longer and use less energy than standard incandescent bulbs, making it the responsible , and smart way to go. The LED lights will enhance the appearance of the mesh and bridge, while creating a safe pathway for the pedestrians and minimizing glare on the approaching motorists. The garage's stair tower will also enjoy the convenience of an Otis environmentally-friendly Gent elevator system selected for its performance, efficiency and comfort.The garage and pedestrian bridge will be open for use in early 2015. 1 Florida International University; ` - PGAL $35 million MIAMI-BEACH COLLINS PARK PLACE PARKING GARAGE Facchina was selected to build the Miami Beach Collins Park Place, the City's new state-of-the-art parking facility designed by Zaha Hadid Architects in consultation with Florida Executive Architect, Berenblum Busch Architecture. It will be constructed on the two properties currently occupied by surface parking lots located on the south side of 23rd Street, behind the y A Miami Beach Regional Library and the Miami City Ballet building.The ground level of the proposed structure, between Park and Liberty Avenues, will I. --fi -- t` provide approximately 17,500 square feet of retail space, while the upper five levels of the parking garage, which will bridge over Liberty Avenue, will accommodate approximately 470 parking spaces.The project also contemplates a large public plaza at the ground level,just east of Liberty Avenue,which will merge into the Liberty Avenue right of way between 22nd and 23rd Streets, turning it into a pedestrian street.The design takes a holistic approach to the site and considers the public plaza as one continuous landscape that unites the project site with the adjacent sites _1 —Miami City Ballet and Miami Beach Regional Library. City of Miami Beach: _ Zaha Hadid .,p ,_ _, $20.8 million O CD I y C-.7.-1 T IX r�.n s .,.. �° L� y I-- vs' ,.:b WALTER E. WASHINGTON CONVENTION CENTER Washington,D.C. ■ "The relationship between Clark lend the Authori ty" as , , 'the best,that.I hive experienced on a large,complex construction project Mare• ,-,y:.'i. . i 4sh4' n Clark and the more than 100 archit� s from three prorArAi n : ar , mss. , and was very successful." 1 Allen Y.Lew �. _ ! -. i 41% tot, C lik, hief Executive Officer(formerly) I M Events DC :: t `, , z V -- 1 .h' ‘ ,-7.':),/ 1 ® . ' i ' , ... t —I 4. . . I t' °' /r , 'mot .. ' *4 T :gill%11 Si ii 4 _t.--•7 ‘ . i 011111 ib4 t ' hID • 1 • °' _ , of _, ! II g— , 1 --r. ..2', k 1 1 . jai i 3•• t ea�1_ s i . AI viii rr-tea l- ..wn', - .A J_ h t t tea' .0.—0.a - v -.' ....._. a .2i. : sit Financial Capabilities These financial statements are confidential, corporate information. They are to be used only by necessary persons in your agency and are not to be distributed unless prior, written notice is given to Clark Construction Group, LLC ("Clary") and Clark has an opportunity to object to such distribution in appropriate proceedings. CLARK CONSTRUCTION GROUP,LLC CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31,2014 AND 2013 WITH INDEPENDENT AUDITOR'S REPORT N off' t o t.t.dl-e-c.Q, c,.s Q crr 1- o f E.-_,_1„,\D I k- Bonding Capacity TRAVELERS J One Tower Square Hartford, CT 06183 April 6,2015 Ms.Maria Estevez City of Miami Beach Department of Procurement Management 3`d Floor, 1700 Convention Center Drive Miami Beach,Florida 33139 Re: Request for Proposals(RFP)No.2015-129-ME for Construction Manager at Risk Services for the Miami Beach Convention Center Renovation and Expansion Project Miami Beach,Florida Dear Ms.Estevez: Travelers Casualty and Surety Company of America,a co-surety partner with Federal Insurance Company,Fidelity and Deposit Company of Maryland,and Zurich American Insurance Company,has the privilege of providing surety bonds for Clark Construction Group,LLC. The available bonding capacity on individual projects is in excess of $600,000,000 with an aggregate of$5,000,000,000. Clark has adequate bonding capacity for construction of the Project. In our opinion,Clark is one of the finest,best managed construction firms in the country. Clark has handled each of its projects in a professional manner and completed all satisfactorily. We hope the above demonstrates our utmost confidence in Clark Construction Group,LLC. We anticipate being in a position to issue the required bonds for this project subject to acceptable review of the contract documents and bond forms,financing,availability of reinsurance,and Clark Construction Group,LLC continuing to satisfy other underwriting considerations at the time the bonds are requested. This letter is not an assumption of liability and is issued only as a reference request from our client. Sincerely, Travelers Casu• ty and Suret, Company of America A.M. Best Rati g A-H-XV By: Karen C. Bo ing,Attorney-in-Fact 32 WARNING:THIS POWER OF ATTORNEY IS INVALID WITHOUT THE RED BORDER .r1>1�r POWER OF ATTORNEY TRAVELERSJ Farmington Casualty Company St.Paul Mercury Insurance Company Fidelity and Guaranty Insurance Company Travelers Casualty and Surety Company Fidelity and Guaranty Insurance Underwriters,Inc. Travelers Casualty and Surety Company of America St.Paul Fire and Marine Insurance Company United States Fidelity and Guaranty Company St.Paul Guardian Insurance Company Attorney-In Fact No. 2 1 9657 Certificate No. 006092794 KNOW ALL MEN BY THESE PRESENTS: That Farmington Casualty Company,St. Paul Fire and Marine Insurance Company,St.Paul Guardian Insurance Company,St.Paul Mercury Insurance Company,Travelers Casualty and Surety Company,Travelers Casualty and Surety Company of America,and United States Fidelity and Guaranty Company are corporations duly organized under the laws of the State of Connecticut,that Fidelity and Guaranty Insurance Company is a corporation duly organized under the laws of the State of Iowa,and that Fidelity and Guaranty Insurance Underwriters,Inc.,is a corporation duly organized under the laws of the State of Wisconsin(herein collectively called the"Companies"),and that the Companies do hereby make,constitute and appoint Diana L.Parker.and Karen C.Bowling of the City of Columbia Maryland State of Y S ,their true and lawful Attorney(s)-in-Fact, each in their separate capacity if more than one is named above,to sign,execute,seal and acknowledge any and all bonds,recognizances,conditional undertakings and other writings obligatory in the nature thereof on behalf of the Companies in their business of guaranteeing the fidelity of persons,guaranteeing the performance of contracts and executing or guaranteeing bonds and undertakings required or permitted in any actions or proceedings allowed by law. IN WITNESS WHEREOF,the Companies have caused this instrument to be signed and their corporate seals to be hereto affixed,this I 1 th November 2014 day of Farmington Casualty Company St.Paul Mercury Insurance Company Fidelity and Guaranty Insurance Company Travelers Casualty and Surety Company Fidelity and Guaranty Insurance Underwriters,Inc. Travelers Casualty and Surety Company of America St.Paul Fire and Marine Insurance Company United States Fidelity and Guaranty Company St.Paul Guardian Insurance Company FIRE 5 *N ,N,, .�iNSyq J*ivµam e e 2W'6 0 i '�QfD:. a x of OaP"4; S4P'."440,•F C i 19112 o ,1977 �. ? { a. - ` HARTFORD, < 1951 � CALfo"f 4,SE1l.L r o 41 TSe' . � co- �o •.......•'ai. a,+. •,'es 15 s c � 1+ 9 `E fs ��...�..:r� 61 fN State of Connecticut By: _ City of Hartford ss. Robert L.Raney. nior Vice President On this the t 1 Ih day of November 2014 ,before me personally appeared Robert L.Raney,who acknowledged himself to be the Senior Vice President of Farmington Casualty Company, Fidelity and Guaranty Insurance Company,Fidelity and Guaranty Insurance Underwriters,Inc.,St.Paul Fire and Marine Insurance Company,St.Paul Guardian Insurance Company,St.Paul Mercury Insurance Company,Travelers Casualty and Surety Company,Travelers Casualty and Surety Company of America,and United States Fidelity and Guaranty Company,and that he,as such,being authorized so to do,executed the foregoing instrument for the purposes therein contained by signing on behalf of the corporations by himself as a duly authorized officer. a•TEr In Witness Whereof,I hereunto set my hand and official seal. 'TAR ww" " . � r My Commission expires the 30th day of June,2016. * Awe, * Marie C.Tetreault,Notary Public 58440-8-12 Printed in U.S.A. 3 3 WARNING:THIS POWER OF ATTORNEY IS INVALID WITHOUT THE RED BORDER WARNING:THIS POWER OF ATTORNEY IS INVALID WITHOUT THE RED BORDER This Power of Attorney is granted under and by the authority of the following resolutions adopted by the Boards of Directors of Farmington Casualty Company,Fidelity and Guaranty Insurance Company,Fidelity and Guaranty Insurance Underwriters,Inc.,St.Paul Fire and Marine Insurance Company,St.Paul Guardian Insurance Company,St.Paul Mercury Insurance Company,Travelers Casualty and Surety Company,Travelers Casualty and Surety Company of America,and United States Fidelity and Guaranty Company,which resolutions are now in full force and effect,reading as follows: RESOLVED,that the Chairman,the President,any Vice Chairman,any Executive Vice President,any Senior Vice President,any Vice President,any Second Vice President,the Treasurer,any Assistant Treasurer,the Corporate Secretary or any Assistant Secretary may appoint Attorneys-in-Fact and Agents to act for and on behalf of the Company and may give such appointee such authority as his or her certificate of authority may prescribe to sign with the Company's name and seal with the Company's seal bonds,recognizances,contracts of indemnity,and other writings obligatory in the nature of a bond,recognizance,or conditional undertaking,and any of said officers or the Board of Directors at any time may remove any such appointee and revoke the power given him or her;and it is FURTHER RESOLVED,that the Chairman,the President,any Vice Chairman,any Executive Vice President,any Senior Vice President or any Vice President may delegate all or any part of the foregoing authority to one or more officers or employees of this Company,provided that each such delegation is in writing and a copy thereof is filed in the office of the Secretary;and it is FURTHER RESOLVED,that any bond,recognizance,contract of indemnity,or writing obligatory in the nature of a bond,recognizance,or conditional undertaking shall be valid and binding upon the Company when(a)signed by the President,any Vice Chairman,any Executive Vice President,any Senior Vice President or any Vice President,any Second Vice President,the Treasurer,any Assistant Treasurer,the Corporate Secretary or any Assistant Secretary and duly attested and sealed with the Company's seal by a Secretary or Assistant Secretary;or(b)duly executed(under seal,if required)by one or more Attorneys-in-Fact and Agents pursuant to the power prescribed in his or her certificate or their certificates of authority or by one or more Company officers pursuant to a written delegation of authority; and it is FURTHER RESOLVED,that the signature of each of the following officers:President,any Executive Vice President,any Senior Vice President,any Vice President, any Assistant Vice President,any Secretary,any Assistant Secretary,and the seal of the Company may be affixed by facsimile to any Power of Attorney or to any certificate relating thereto appointing Resident Vice Presidents,Resident Assistant Secretaries or Attorneys-in-Fact for purposes only of executing and attesting bonds and undertakings and other writings obligatory in the nature thereof,and any such Power of Attorney or certificate bearing such facsimile signature or facsimile seal shall be valid and binding upon the Company and any such power so executed and certified by such facsimile signature and facsimile seal shall be valid and binding on the Company in the future with respect to any bond or understanding to which it is attached. I,Kevin E.Hughes,the undersigned,Assistant Secretary,of Farmington Casualty Company,Fidelity and Guaranty Insurance Company,Fidelity and Guaranty Insurance Underwriters,Inc.,St.Paul Fire and Marine Insurance Company,St.Paul Guardian Insurance Company,St.Paul Mercury Insurance Company,Travelers Casualty and Surety Company,Travelers Casualty and Surety Company of America,and United States Fidelity and Guaranty Company do hereby certify that the above and foregoing is a true and correct copy of the Power of Attorney executed by said Companies,which is in full force and effect and has not been revoked. IN TESTIMONY WHEREOF.I have hereunto set my hand and affixed the seals of said Companies this Lt*( __day of ,20 i i. Kevin E.Hughes,Assistant Sec tary As,./4, ` SiE4, f&\J i t St BAL q I o e 01 Waft e° % C • f l "J� *M qc 2 m N � 1951 171-7;CO A ic� S ? . To verify the authenticity of this Power of Attorney,call 1-800-421-3880 or contact us at www.travelersbond.com.Please refer to the Attorney-In-Fact number,the above-named individuals and the details of the bond to which the power is attached. 34 WARNING:THIS POWER OF ATTORNEY IS INVALID WITHOUT THE RED BORDER IICCHUBB GROUP OF INSURANCE COMPANIES cHueSet Surety Department 15 Mountain View Road Warren, NJ 07059 April 6,2015 Ms.Maria Estevez City of Miami Beach Department of Procurement Management 3rd Floor, 1700 Convention Center Drive Miami Beach,Florida 33139 Re: Request for Proposals(RFP)No.2015-129-ME for Construction Manager at Risk Services for the Miami Beach Convention Center Renovation and Expansion Project Miami Beach,Florida Dear Ms.Estevez: Federal Insurance Company,a co-surety partner with Travelers Casualty and Surety Company of America,Fidelity and Deposit Company of Maryland,and Zurich American Insurance Company,has the privilege of providing surety bonds for Clark Construction Group,LLC. The available bonding capacity on individual projects is in excess of$600,000,000 with an aggregate of $5,000,000,000. Clark has adequate bonding capacity for construction of the Project. In our opinion,Clark is one of the finest,best managed construction firms in the country. Clark has handled each of its projects in a professional manner and completed all satisfactorily. We hope the above demonstrates our utmost confidence in Clark Construction Group,LLC. We anticipate being in a position to issue the required bonds for this project subject to acceptable review of the contract documents and bond forms,financing,availability of reinsurance,and Clark Construction Group,LLC continuing to satisfy other underwriting considerations at the time the bonds are requested. This letter is not an assumption of liability and is issued only as a reference request from our client. Sincerely, Federal Insuranc, Company A.M.Best Ratin. A++XV By: C..4 Kare .Bo ing,Attorney-in-Fact 35 Chubb POWER Federal Insurance Company Attn: Surety Department IICOF Vigilant Insurance Company 15 Mountain View Road Surety ATTORNEY Pacific Indemnity Company Warren,NJ 07059 OMB Know All by These Presents, That FEDERAL INSURANCE COMPANY, an Indiana corporation, VIGILANT INSURANCE COMPANY, a New York corporation, and PACIFIC INDEMNITY COMPANY, a Wisconsin corporation,do each hereby constitute and appoint Karen C.Bowling and Diana L.Parker of Columbia, Maryland------------------------------------~---------- -- each as their true and lawful Attorney-in Fact to execute under such designation in their names and to affix their Corporate seals to and deliver for and on their behalf as surety thereon or othenvise,bonds and undertakings and other writings obligatory in the nature thereof(other than bail bonds)given or executed in the course of business.and any instruments amending or altering the same.and consents to the modification or alteration of any instrument referred to in said bonds or obligations. In Witness Whereof,said FEDERAL INSURANCE COMPANY,VIGILANT INSURANCE COMPANY,and PACIFIC INDEMNITY COMPANY have each executed and attested these presents and affixed their corporate seals on this 11 day of November,2014. till MOIRDIk54e / . ,�_ ^ Iawn M.Chloros,Assistant Secretary D. • :. orris,Jr.,Vice Presi• (41;111) • *• �� . see e '%MO• \--....4...i;J. ' terrYCO STATE OF NEW JERSEY as. County of Somerset On this 11 m day of November, 2014 before me,a Notary Public of New Jersey,personally came Dawn M.Chloros,to me known to be Assistant Secretary of FEDERAL INSURANCE COMPANY. VIGILANT INSURANCE COMPANY, and PACIFIC INDEMNITY COMPANY, the companies which executed the foregoing Power of Attorney,and the said Dawn M.Chloros,being by me duly sworn,did depose and say that she is Assistant Secretary of FEDERAL INSURANCE COMPANY,VIGILANT INSURANCE COMPANY,and PACIFIC INDEMNITY COMPANY and knows the corporate seals thereof,that the seals affixed to the foregoing Power of Attorney are such corporate seals and were thereto affixed by authority of the By-Laws of said Companies,and that she signed said Power of Attorney as Assistant Secretary of said Companies by like authority;and that she is acquainted with David B.Norris,Jr.,and knows him to be Vice President of said Companies;and that the signature of David B.Norris,Jr., subscribed to said Power of Attorney Is In the genuine handwriting of David S.Norris,Jr.,and was thereto subscribed by authority of said By-Laws and in deponent's presence. Notarial Seal KATHERINE J.ADELAAR • t NOTARY PUBLIC OF NEW JERSEY ..� ' No.2316685 ''�s.,r Commission Expires Jury 16,2019 'fr1/7/;1/ Notary Public f p%mut CERTIFICATION Extract from the B ...:;-:ERAL INSURANCE COMPANY,VIGILANT INSURANCE COMPANY,and PACIFIC INDEMNITY COMPANY: 'All powers of attorney for and on behalf of the Company may and shall be executed in the name and on behalf of the Company,either by the Chairman or the President or a Vice President or an Assistant Vice President,jointly with the Secretary or an Assistant Secretary,under their respective designations. The signature of such officers may be engraved,printed or lithographed.The signature of each of the following officers:Chairman,President,any Vice President,any Assistant Vice President,any Secretary,any Assistant Secretary and the seal of the Company may be affixed by facsimile to any power of attorney or to any certificate relating thereto appointing Assistant Secretaries or Attorneys-In-Fact for purposes only of executing and attesting bonds and undertakings and other writings obligatory In the nature thereof,and any such power of attorney or certificate bearing such facsimile signature or facsimile seal shall be valid and binding upon the Company and any such power so executed and certified by such facsimile signature and facsimile seal shall be valid and binding upon the Company with respect to any bond or undertaking to which it is attached.' I,Dawn M.Chloros,Assistant Secretary of FEDERAL INSURANCE COMPANY,VIGILANT INSURANCE COMPANY,and PACIFIC INDEMNITY COMPANY(the'Companies") do hereby certify that (i) the foregoing extract of the By-Laws of the Companies is true and correct, (ii) the Companies are duly licensed and authorized to transact surety business in all 50 of the United States of America and the District of Columbia and are authorized by the U.S.Treasury Department;further,Federal and Vigilant are licensed in the U.S.Virgin Islands,and Federal is licensed in American Samoa,Guam,Puerto Rico,and each of the Provinces of Canada except Prince Edward Island;and (Ili) the foregoing Power of Attorney Is true.correct and in full force and effect. Given under my hand and seals of said Companies at Warren.NJ this (..c (f (r, 1'°11' * ?` dam* 14°"41) ':'(41*IV .'010u00' N:„.1.C.2::..--' 4'0.400 ''''''sidl. ....)\---"Tha-- ...COQX------- Dawn M Chloros,Assistant Secretary IN THE EVENT YOU WISH TO NOTIFY US OF A CLAN,VERIFY THE AUTHENTICITY OF THIS BOND OR NOTIFY US OF ANY OTHER MATTER,PLEASE CONTACT US AT ADDRESS LISTED ABOVE,OR BY Telephone(9081 903-3493 Feu,[908}903-3656 s-merf wreiy0chubb tom 36 Fort 15.10.0225a-U me The Rielly and Deposk Comperies FMid-Atlantic Region pRed Brook Corporate Center 600 Red Brook Blvd.,4th Floor Companies Owings Mills,MD 21117 ZURICH April 6,2015 Ms.Maria Estevez City of Miami Beach Department of Procurement Management 3rd Floor,1700 Convention Center Drive Miami Beach,Florida 33139 Re: Request for Proposals(RFP)No.2015-129-ME for Construction Manager at Risk Services for the Miami Beach Convention Center Renovation and Expansion Project Miami Beach,Florida _ Dear Ms.Estevez: Fidelity and Deposit Company of Maryland and Zurich American Insurance Company,co-surety partners with Travelers Casualty and Surety Company of America,and Federal Insurance Company,have the privilege of providing surety bonds for Clark Construction Group,LLC.The available bonding capacity on individual projects is in excess of$600,000,000 with an aggregate of$5,000,000,000. Clark has adequate bonding capacity for construction of the Project. In our opinion,Clark is one of the finest,best managed construction firms in the country. Clark has handled each of its projects in a professional manner and completed all satisfactorily. We hope the above demonstrates our utmost confidence in Clark Construction Group,LLC. We anticipate being in a position to issue the required bonds for this project subject to acceptable review of the contract documents and bond forms,financing,availability of reinsurance,and Clark Construction Group,LLC continuing to satisfy other underwriting considerations at the time the bonds are requested. This letter is not an assumption of liability and is issued only as a reference request from our client. Sincerely, Fidelity and De t sit Company of Maryland Zurich .\meric it Insurance Company A.M.Best Ra tg.1+XX' By: 'arcn C. '•owling,Attorney-in-Fact A member of the 0 Zurich Financial Services Group 3 7 ZURICH AMERICAN INSURANCE COMPANY COLONIAL AMERICAN CASUALTY AND SURETY COMPANY FIDELITY AND DEPOSIT COMPANY OF MARYLAND POWER OF ATTORNEY KNOW ALL MEN BY THESE PRESENTS:That the ZURICH AMERICAN INSURANCE COMPANY,a corporation of the State of New York,the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY,a corporation of the State of Maryland,and the FIDELITY AND DEPOSIT COMPANY OF MARYLAND a corporation of the State of Maryland (herein collectively called the "Companies"), by THOMAS O. MCCLELLAN, Vice President, in pursuance of authority granted by Article V, Section 8, of the By-Laws of said Companies,which are set forth on the reverse side hereof and are hereby certified to be in full force and effect on the date hereof,do hereby nominate,constitute,and appoint Karen C.BOWLING,Peter F.JONES and Diana L.PARKER,all of Columbia,Maryland, EACH its true and lawful agent and Attorney-in-Fact,to make,execute,seal and deliver,for,and on its behalf as surety,and as its act and deed:any and all bonds and undertakings,and the execution of such bonds or undertakings in pursuance of these presents,shall be as binding upon said Companies,as fully and amply,to all intents and purposes,as if they had been duly executed and acknowledged by the regularly elected officers of the ZURICH AMERICAN INSURANCE COMPANY at its office in New York,New York.,the regularly elected officers of the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY at its office in Owings Mills, Maryland., and the regularly elected officers of the FIDELITY AND DEPOSIT COMPANY OF MARYLAND at its office in Owings Mills, Maryland., in their own proper persons. The said Vice President does hereby certify that the extract set forth on the reverse side hereof is a true copy of Article V,Section 8,of the By-Laws of said Companies,and is now in force. IN WITNESS WHEREOF,the said Vice-President has hereunto subscribed his/her names and affixed the Corporate Seals of the said ZURICH AMERICAN INSURANCE COMPANY, COLONIAL AMERICAN CASUALTY AND SURETY COMPANY, and FIDELITY AND DEPOSIT COMPANY OF MARYLAND,this 24th day of November,A.D.2014. ATTEST: ZURICH AMERICAN INSURANCE COMPANY COLONIAL AMERICAN CASUALTY AND SURETY COMPANY FIDELITY AND DEPOSIT COMPANY OF MARYLAND M 'w0 0004%. tQyG�.-"'^+ X11. or All It v g_<_-„ ,e), 4,,--,--- 4. V ....___ff Secretary Vice President Eric D.Barnes Thomas O.McClellan State of Maryland County of Baltimore On this 24th day of November,A.D.2014,before the subscriber,a Notary Public of the State of Maryland,duly commissioned and qualified,THOMAS O. MCCLELLAN,Vice President,and ERIC D. BARNES, Secretary, of the Companies,to me personally known to be the individuals and officers described in and who executed the preceding instrument,and acknowledged the execution of same,and being by me duly sworn,deposeth and saith,that he/she is the said officer of the Company aforesaid,and that the seals affixed to the preceding instrument are the Corporate Seals of said Companies,and that the said Corporate Seals and the signature as such officer were duly affixed and subscribed to the said instrument by the authority and direction of the said Corporations. IN TESTIMONY WHEREOF,I have hereunto set my hand and affixed my Official Seal the day and year first above written. o k V:1;4%4° '1 t_' j l / Q ?as., '•i�Z�G(:l IC...�e.fit`.`: ' �.L�. i,�, fret,`e Maria D.Adamski,Notary Public My Commission Expires:July 8,2015 POA-F 025-00410 38 EXTRACT FROM BY-LAWS OF THE COMPANIES "Article V,Section 8,Attorneys-in-Fact. The Chief Executive Officer,the President,or any Executive Vice President or Vice President may, by written instrument under the attested corporate seal, appoint attorneys-in-fact with authority to execute bonds, policies, recognizances, stipulations,undertakings, or other like instruments on behalf of the Company,and may authorize any officer or any such attorney-in-fact to affix the corporate seal thereto;and may with or without cause modify of revoke any such appointment or authority at any time." CERTIFICATE I, the undersigned, Vice President of the ZURICH AMERICAN INSURANCE COMPANY, the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY,and the FIDELITY AND DEPOSIT COMPANY OF MARYLAND,do hereby certify that the foregoing Power of Attorney is still in full force and effect on the date of this certificate;and I do further certify that Article V,Section 8,of the By-Laws of the Companies is still in force. This Power of Attorney and Certificate may be signed by facsimile under and by authority of the following resolution of the Board of Directors of the ZURICH AMERICAN INSURANCE COMPANY at a meeting duly called and held on the 15th day of December 1998. RESOLVED: "That the signature of the President or a Vice President and the attesting signature of a Secretary or an Assistant Secretary and the Seal of the Company may be affixed by facsimile on any Power of Attorney...Any such Power or any certificate thereof bearing such facsimile signature and seal shall be valid and binding on the Company." This Power of Attorney and Certificate may be signed by facsimile under and by authority of the following resolution of the Board of Directors of the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY at a meeting duly called and held on the 5th day of May, 1994,and the following resolution of the Board of Directors of the FIDELITY AND DEPOSIT COMPANY OF MARYLAND at a meeting duly called and held on the 10th day of May,1990. RESOLVED: "That the facsimile or mechanically reproduced seal of the company and facsimile or mechanically reproduced signature of any Vice-President,Secretary,or Assistant Secretary of the Company,whether made heretofore or hereafter,wherever appearing upon a certified copy of any power of attorney issued by the Company,shall be valid and binding upon the Company with the same force and effect as though manually affixed. STIM W EOF,I have hereto subscribed my name and affixed the corporate seals of the said Companies, this day o ,20 wo otIes,� Wut� s A wr s ...•... " (111AL ase Gerald F.Haley,Vice President 39 1 ZURICH AMERICAN INSURANCE COMPANY COLONIAL AMERICAN CASUALTY AND SURETY COMPANY FIDELITY AND DEPOSIT COMPANY OF MARYLAND POWER OF ATTORNEY KNOW ALL MEN BY THESE PRESENTS:That the ZURICH AMERICAN INSURANCE COMPANY,a corporation of the State of New York,the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY,a corporation of the State of Maryland,and the FIDELITY AND DEPOSIT COMPANY OF MARYLAND a corporation of the State of Maryland (herein collectively called the"Companies"), by THOMAS O. MCCLELLAN, Vice President, in pursuance of authority granted by Article V, Section 8, of the By-Laws of said Companies,which are set forth on the reverse side hereof and are hereby certified to be in full force and effect on the date hereof,do hereby nominate,constitute,and appoint Karen C.BOWLING,Peter F.JONES and Diana L.PARKER,all of Columbia,Maryland, EACH its true and lawful agent and Attorney-in-Fact,to make,execute,seal and deliver,for,and on its behalf as surety,and as its act and deed:any and all bonds and undertakings,and the execution of such bonds or undertakings in pursuance of these presents,shall be as binding upon said Companies,as fully and amply,to all intents and purposes,as if they had been duly executed and acknowledged by the regularly elected officers of the ZURICH AMERICAN INSURANCE COMPANY at its office in New York,New York.,the regularly elected officers of the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY at its office in Owings Mills,Maryland., and the regularly elected officers of the FIDELITY AND DEPOSIT COMPANY OF MARYLAND at its office in Owings Mills, Maryland., in their own proper persons. The said Vice President does hereby certify that the extract set forth on the reverse side hereof is a true copy of Article V,Section 8,of the By-Laws of said Companies,and is now in force. IN WITNESS WHEREOF,the said Vice-President has hereunto subscribed his/her names and affixed the Corporate Seals of the said ZURICH AMERICAN INSURANCE COMPANY, COLONIAL AMERICAN CASUALTY AND SURETY COMPANY, and FIDELITY AND DEPOSIT COMPANY OF MARYLAND,this 24th day of November,A.D.2014. ATTEST: ZURICH AMERICAN INSURANCE COMPANY COLONIAL AMERICAN CASUALTY AND SURETY COMPANY FIDELITY AND DEPOSIT COMPANY OF MARYLAND NN..•wN� wa otips� �r.'�wso ti, SEAL .... r 3 w � i i ..•- �AS ~w 11N .? i tZ' t j ii �� * 4 e",--, /), AIA-4--- ._____ff (1 frt K4/ (s.. BY Secretary Vice President Eric D.Barnes Thomas O.McClellan State of Maryland County of Baltimore On this 24th day of November,A.D.2014,before the subscriber,a Notary Public of the State of Maryland,duly commissioned and qualified,THOMAS O. MCCLELLAN,Vice President,and ERIC D.BARNES, Secretary, of the Companies,to me personally known to be the individuals and officers described in and who executed the preceding instrument,and acknowledged the execution of same,and being by me duly sworn,deposeth and saith,that he/she is the said officer of the Company aforesaid,and that the seals affixed to the preceding instrument are the Corporate Seals of said Companies,and that the said Corporate Seals and the signature as such officer were duly affixed and subscribed to the said instrument by the authority and direction of the said Corporations. IN TESTIMONY WHEREOF,I have hereunto set my hand and affixed my Official Seal the day and year first above written. .p`e'r Ff.'s'. 9h.0},t-.14---•ig Q0a,,,...a 1'd t' t �yt'.(1tIIC•,FtG�I ',( .�" Maria D.Adamski,Notary Public My Commission Expires:July 8,2015 POA F 025-0041C 40 EXTRACT FROM BY-LAWS OF THE COMPANIES "Article V,Section 8,Attorneys-in-Fact. The Chief Executive Officer,the President,or any Executive Vice President or Vice President may, by written instrument under the attested corporate seal, appoint attorneys-in-fact with authority to execute bonds, policies, recognizances, stipulations,undertakings, or other like instruments on behalf of the Company,and may authorize any officer or any such attorney-in-fact to affix the corporate seal thereto;and may with or without cause modify of revoke any such appointment or authority at any time." CERTIFICATE 1, the undersigned, Vice President of the ZURICH AMERICAN INSURANCE COMPANY, the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY,and the FIDELITY AND DEPOSIT COMPANY OF MARYLAND,do hereby certify that the foregoing Power of Attorney is still in full force and effect on the date of this certificate;and I do further certify that Article V,Section 8,of the By-Laws of the Companies is still in force. This Power of Attorney and Certificate may be signed by facsimile under and by authority of the following resolution of the Board of Directors of the ZURICH AMERICAN INSURANCE COMPANY at a meeting duly called and held on the 15th day of December 1998. RESOLVED: "That the signature of the President or a Vice President and the attesting signature of a Secretary or an Assistant Secretary and the Seal of the Company may be affixed by facsimile on any Power of Attorney...Any such Power or any certificate thereof bearing such facsimile signature and seal shall be valid and binding on the Company." This Power of Attorney and Certificate may be signed by facsimile under and by authority of the following resolution of the Board of Directors of the COLONIAL AMERICAN CASUALTY AND SURETY COMPANY at a meeting duly called and held on the 5th day of May, 1994,and the following resolution of the Board of Directors of the FIDELITY AND DEPOSIT COMPANY OF MARYLAND at a meeting duly called and held on the 10th day of May,1990. RESOLVED: "That the facsimile or mechanically reproduced seal of the company and facsimile or mechanically reproduced signature of any Vice-President,Secretary,or Assistant Secretary of the Company,whether made heretofore or hereafter,wherever appearing upon a certified copy of any power of attorney issued by the Company,shall be valid and binding upon the Company with the same force and effect as though manually affixed. TESTIMO Y WH OF,I have hereunto subscribed my name and affixed the corporate seals of the said Companies, this day of ,20 /1. 'wC OV ps,, Q L ,* I",. Wa` O SEAL O wwa `' p? /44,1 Gerald F.Haley,Vice President 41 y . m x x , T C../"D ORANGE COUNTY CONVENTION CENTER PHASE V EXPANSION T Orlando,FL "Clark was able to fix the price at Design Development drawings,and preserve its integrity throughout the entire three year duration of the project.Being able to rely on Clark's proven ability as a true builder to accurately estimate and manage costs was crucial to our success. Clark was able to keep the money in local subcontractor's hands.The Team was able to achieve over 28°0 MWBE participation:' John Morris Construction Manager(formerly) Orange County Convention Center TahO CMR Fee — SEPARATE SEALED ENVELOPE #1 In a separate sealed envelope (#1), provide the CMR Fee for overhead and profit, in the form of a percent of the total of the trade costs plus general conditions/requirements, insurance (excluding builders risk, which shall be purchased by the City), and performance bond, but excluding the CMR Fee itself. For clarity, the CMR will not be paid a fee on its fee.The fee shall be based on the requirements of this RFP, including the Scope of Services in Appendix C. Please see Clark's CMR Fee located separately in a sealed envelope marked "Tab 6 - CMR Fee — SEPARATE SEALED ENVELOPE #1". Qr o o � se . U� �S c,.r v� k fee-r�^.2n E V_PN 0 J t a 5 L m m m O 0 m MIAMI BEACH CONVENTION CENTER Miami Beach,FL D • C/O Clark provided general contracting services for the renovation of the existing 600,000 square- foot Miami Beach Convention Center and integration and construction of a 500,000 square- foot ;T addition to the facility.The combined 1.1 million square feet made this one of the ten largest convention center facilities in the U.S.at the time of its construction. o m ti Tab ] General Conditions — SEPARATE SEALED ENVELOPE #2 In a second separately sealed envelope (#2), provide an estimate of all general conditions/requirements for the Project using the form in Appendix E. For purposes of reviewing the general conditions line items in Appendix E, the City is assuming a six (6) month period for Preconstruction Services and a thirty (30) month period for Construction Phase Services. Please see Clark's General Conditions located separately in a sealed envelope marked `Tab 7-General Conditions —SEPARATE SEALED ENVELOPE #2". 14)'(-09 -e& c- A Lo.nr_Q\ .(\s D Gs ,)c-r- V 0E y 1\- Go T Cl, KNOXVILLE CONVENTION CENTER Knoxville,TN "I have had the pleasure of working with [Clark] almost on a daily basis, throughout this construction project.They have honored the company with outstanding work,commitment to detail and overall performance" William C.Overfelt General Manager Knoxville Convention Center ( Solicitation No: Soliatatlon Title: 1 2015-129-ME Construction Manager at Risk Services for the Miami Beach Convention Center Renovation and Expansion Procurement Contact Tel: Email: Maria Estevez 305-673-7490 mestevez @miamibeachfl.gov PROPOSAL CERTIFICATION,QUESTIONNAIRE&REQUIREMENTS AFFIDAVIT Purpose:The purpose of this Proposal Certification,Questionnaire and Requirements Affidavit Form is to inform prospective Proposers of certain solicitation and contractual requirements, and to collect necessary information from Proposers in order that certain portions of responsiveness, responsibility and other determining factors and compliance with requirements may be evaluated. This Proposal Certification,Questionnaire and Requirements Affidavit Form is a REQUIRED FORM that must be submitted fully completed and executed. 1. General Proposer Information. FIRM NAME: Clark Construction Group. LLC No of Years in Business: No of Years in Business Locally: I No.of Employees: 109 35 4,200 full-time professionals OTHER NAME(S)BIDDER HAS OPERATED UNDER IN THE LAST 10 YEARS: N/A FIRM PRIMARY ADDRESS(HEADQUARTERS): 7500 Old Georgetown Road CITY: Bethesda STATE: Maryland TELEPHONE NO.: 301.272.8100 TOLL FREE NO.: Not Applicable FAX NO.: 301.272.1928 FIRM LOCAL ADDRESS: 2502 N. Rocky Point Drive, Suite 200 CITY: Tampa STATE: Florida PRIMARY ACCOUNT REPRESENTATIVE FOR THIS ENGAGEMENT: Sidney J.Jordan ACCOUNT REP TELEPHONE NO.: 813.636.4422 ACCOUNT REP TOLL FREE NO.: Not Applicable ACCOUNT REP EMAIL: sid.jordan©clarkconstruction.com FEDERAL TAX IDENTIFICATION NO.: 56-2447399 The City reserves the right to seek additional information from Proposer or other source(s),including but not limited to: any firm or principal information, applicable licensure, resumes of relevant individuals, client information, financial information, or any information the City deems necessary to evaluate the capacity of the Proposer to perform in accordance with contract requirements. ...._. 24 RFP 2015-129-ME 1 1 Veteran Owned Business. Is Proposer claimin• a veteran owned business status? YES © NO SUBMITTAL REQUIREMENT: Proposers claiming veteran owned business status shall submit a documentation proving that firm is certified as a veteran-owned business or a service-disabled veteran owned business by the State of Florida or United States federal government,as required pursuant to ordinance 2011-3748. 2. Conflict Of Interest. All Proposers must disclose, in their proposal, the name(s) of any officer, director, agent, or immediate family member (spouse, parent, sibling, and child) who is also an employee of the City of Miami Beach. Further, all proposers must disclose the name of any City employee who owns,either directly or indirectly, an interest of ten(10%)percent or more in the proposer entity or any of its affiliates. SUBMITTAL REQUIREMENT: Proposers must disclose the name(s) of any officer, director, agent, or immediate family member(spouse, parent, sibling, and child) who is also an employee of the City of Miami Beach. Proposers must also disclose the name of any City employee who owns, either directly or indirectly, an interest of ten (10%) percent or more in the proposer entity or any of its affiliates None. 3. References & Past Performance. Proposer shall submit at least three (3) references for whom the proposer has completed work similar in size and nature as the work referenced in solicitation. SUBMITTAL REQUIREMENT: For each reference submitted, the following information is required: 1) Firm Name, 2) Contact Individual Name & Title, 3)Address,4)Telephone, 5) Contact's Email and 6) Narrative on Scope of Services Provided. Please see attached for our three(3)references. 4. Suspension, Debarment or Contract Cancellation. Has proposer ever been debarred, suspended or other legal violation,or had a contract cancelled due to non-•erformance by any public sector agency? YES Q NO SUBMITTAL REQUIREMENT: If answer to above is "YES," proposer shall submit a statement detailing the reasons that led to action(s). 5. Vendor Campaign Contributions. Proposers are expected to be or become familiar with, the City's Campaign Finance Reform laws, as codified in Sections 2-487 through 2-490 of the City Code. Proposers shall be solely responsible for ensuring that all applicable provisions of the City's Campaign Finance Reform laws are complied with, and shall be subject to any and all sanctions, as prescribed therein, including disqualification of their proposals, in the event of such non-compliance. SUBMITTAL REQUIREMENT: Submit the names of ail individuals or entities (including your sub-consultants) with a controlling financial interest as defined in solicitation. For each individual or entity with a controlling financial interest indicate whether or not each individual or entity has contributed to the campaign either directly or indirectly, of a candidate who has been elected to the office of Mayor or City Commissioner for the City of Miami Beach. Please see Clark's response attached. 6. Code of Business Ethics. Pursuant to City Resolution No.2000-23879, each person or entity that seeks to do business with the City shall adopt a Code of Business Ethics ("Code") and submit that Code to the Procurement Management Department with its response or within five (5) days upon receipt of request. The Code shall, at a minimum, require the proposer, to comply with all applicable governmental rules and regulations including, among others,the conflict of interest,lobbying and ethics provision of the City of Miami Beach and Miami Dade County. SUBMITTAL REQUIREMENT: Proposer shall submit firm's Code of Business Ethics. In lieu of submitting Code of Business Ethics,Proposer may submit a statement indicating that it will adopt,as required in the ordinance,the City of Miami Beach Code of Ethics,available at www.miamibeachfl.gov/procurement/.Please see Clark's response attached. 25 1 RFP 2015-129-ME 2 7 Prevailing Wage: By executing this affidavit,Proposer certifies that it shall comply with,and shall require all subcontractors to comply with,Sections 31-27 through 31-30 of the City Code,as same may be amended from time to time,with regard to minimum hourly wage rates for all employees who provide services pursuant to any work awarded pursuant to this RFP. 8. Equal Benefits for Employees with Spouses and Employees with Domestic Partners. By executing this affidavit, Proposer certifies that it shall comply with all applicable provisions of Section 2-373 of the City Code, as same may be amended from time,with regard to equal benefits for domestic partners of employees. 9. Public Entity Crimes. Section 287.131(2)(a), Florida Statutes,as currently enacted or as amended from time to time, states that a_person or affiliate who has been placed on the convicted vendor list following a conviction for a public entity crime may not submit a proposal, Proposal, or reply on a contract to provide any goods or services to a public entity; may not submit a proposal, Proposal,or reply on a contract with a public entity for the construction or repair of a public building or public work; may not submit proposals, Proposals, or replies on leases of real property to a public entity; may not be awarded or perform work as a contractor, supplier, subcontractor, or consultant under a contract with any public entity;and may not transact business with any public entity in excess of the threshold amount provided in section. _287.017_ for CATEGORY TWO for a period of 36 months following the date of being placed on the convicted vendor list. SUBMITTAL REQUIREMENT: No additional submittal is required. By executing this affidavit document, Proposer agrees with the requirements of Section 287.133, Florida Statutes, and certifies it has not been placed on convicted vendor list. 10. Have you ever failed to com lete any work awarded to you? If so,where and why? YES X NO SUBMITTAL REQUIREMENT: If yes, submit information on project, agency, agency contact and reason why contractor failed to complete work. 11. Has a surety company ever intervened to assist a governmental agency or other client of the Proposer in completing work that the Proposer failed to complete? YES X NO SUBMITTAL REQUIREMENT: If yes,submit owner names,addresses and telephone numbers,and surety and project names,for all projects for which you have performed work,where your surety has intervened to assist in completion of the project,whether or not a claim was made. 12. Bankruptcy. Has the Proposer filed any bankruptcy petitions (voluntary or involuntary) which have been filed by or against the Proposer, its parent or subsidiaries or predecessor organizations during the past five(5) years. Include in the description the disposition of each such petition. YES X NO SUBMITTAL REQUIREMENT: If yes, list and describe all bankruptcy petitions (voluntary or involuntary) which have been filed by or against the Proposer, its parent or subsidiaries or predecessor organizations during the past five (5) years. Include in the description the disposition of each such petition. 13. Litigation History. Has Proposer or any principal or employee of the Proposer (relating to professional endeavors only) been the subject of any claims, arbitrations, administrative hearings and lawsuits brought by or against the Proposer or its predecessor organization(s)during the last five(5)years. X YES NO 26 RFP 2015-129-ME ..�,. 3 SUBMITTAL REQUIREMENT:If yes, list all case names;case,arbitration or hearing identification numbers;the name of the project over which the dispute arose; a description of the subject matter of the dispute; and the final outcome of the claim. Please see Clark's response attached. 14. Has the Corporation, Officers of the Corporation,Principal Stockholders, Principals of the Partnership or Owner of Sole Proprietorship ever been indicted, debarred, disqualified or suspended from performing work for the Federal Government or any State or Local Government or subdivision or agency thereof? YES x NO SUBMITTAL REQUIREMENT:If yes,list the specific cases and the charging agency. 15 Principals. Provide the names of all individuals or entities (including your sub-consultants)with a controlling financial interest. The term"controlling financial interest"shall mean the ownership, directly or indirectly, of 10% or more of the outstanding capital stock in any corporation or a direct or indirect interest of 10%or more in a firm.The term"firm"shall mean any corporation,partnership, business trust or any legal entity other than a natural person. Please see Clark's response attached. 16 Acknowledgement of Addendum. After issuance of solicitation, the City may release one or more addendum to the solicitation which may provide additional information to proposers or alter solicitation requirements. The City will strive to reach every proposer having received solicitation through the City's e-procurement system, PublicPurchase.com. However, proposers are solely responsible for assuring they have received any and all addendum issued pursuant to solicitation. This Acknowledgement of Addendum section certifies that the proposer has received all addendum released by the City pursuant to this solicitation. Failure to obtain and acknowledge receipt of all addendum may result in proposal disqualification. _Initial to _Initial to ..Initial to Confirm Confirm Confirm Receipt Receipt Receipt Addendum .Addendum Addendum L 1 6 11 �► .Addendum .Addendum Addendum , a 2 7 12 Addendum Addendum Addendum 3 8 13 It _Addendum Addendum .Addendum 4 9 14 Addendum Addendum Addendum 5 10 15 If additional confirmation of addendum is required, submit under separate cover. 27 11FP 2015-129-ME 4 DISCLOSURE AND DISCLAIMER SECTION The solicitation referenced herein is being furnished to the recipient by the City of Miami Beach(the"City')for the recipients convenience. Any action taken by the City in response to Proposals made pursuant to this solicitation,or in making any award,or in failing or refusing to make any award pursuant to such Proposals,or in cancelling awards,or in withdrawing or cancelling this solicitation,either before or after issuance of an award,shall be without any liability or obligation on the part of the City. In its sole discretion,the City may withdraw the solicitation either before or after receiving Proposals, may accept or reject Proposals, and may accept Proposals which deviate from the solicitation,as it deems appropriate and in its best interest. In its sole discretion,the City may determine the qualifications and acceptability of any party or parties submitting Proposals in response to this solicitation. Following submission of a Bid or Proposal, the applicant agrees to deliver such further details, information and assurances, including financial and disclosure data, relating to the Proposal and the applicant including, without limitation, the applicant's affiliates, officers, directors,shareholders,partners and employees,as requested by the City in its discretion. The information contained herein is provided solely for the convenience of prospective Proposers. It is the responsibility of the recipient to assure itself that information contained herein is accurate and complete.The City does not provide any assurances as to the accuracy of any information in this solicitation. Any reliance on these contents,or on any permitted communications with City officials,shall be at the recipients own risk.Proposers should rely exclusively on their own investigations,interpretations,and analyses.The solicitation is being provided by the City without any warranty or representation,express or implied,as to its content,its accuracy,or its completeness.No warranty or representation is made by the City or its agents that any Proposal conforming to these requirements will be selected for consideration,negotiation,or approval. The City shall have no obligation or liability with respect to this solicitation,the selection and the award process,or whether any award will be made.Any recipient of this solicitation who responds hereto fully acknowledges all the provisions of this Disclosure and Disclaimer,is totally relying on this Disclosure and Disclaimer,and agrees to be bound by the terms hereof.Any Proposals submitted to the City pursuant to this solicitation are submitted at the sole risk and responsibility of the party submitting such Proposal. This solicitation is made subject to correction of errors,omissions,or withdrawal from the market without notice. Information is for guidance only,and does not constitute all or any part of an agreement. The City and all Proposers will be bound only as, if and when a Proposal (or Proposals), as same may be modified, and the applicable definitive agreements pertaining thereto, are approved and executed by the parties, and then only pursuant to the terms of the definitive agreements executed among the parties.Any response to this solicitation may be accepted or rejected by the City for any reason,or for no reason,without any resultant liability to the City. The City is governed by the Government-in-the-Sunshine Law,and all Proposals and supporting documents shall be subject to disclosure as required by such law. All Proposals shall be submitted in sealed proposal form and shall remain confidential to the extent permitted by Florida Statutes, until the date and time selected for opening the responses.At that time,all documents received by the City shall become public records. Proposers are expected to make all disclosures and declarations as requested in this solicitation.By submission of a Proposal,the Proposer acknowledges and agrees that the City has the right to make any inquiry or investigation it deems appropriate to substantiate or supplement information contained in the Proposal,and authorizes the release to the City of any and all information sought in such inquiry or investigation. Each Proposer certifies that the information contained in the Proposal is true, accurate and complete, to the best of its knowledge, information,and belief. Notwithstanding the foregoing or anything contained in the solicitation, all Proposers agree that in the event of a final un-appealable judgment by a court of competent jurisdiction which imposes on the City any liability arising out of this solicitation,or any response thereto,or any action or inaction by the City with respect thereto,such liability shall be limited to$10,000.00 as agreed-upon and liquidated damages. The previous sentence,however, shall not be construed to circumvent any of the other provisions of this Disclosure and Disclaimer which imposes no liability on the City. In the event of any differences in language between this Disclosure and Disclaimer and the balance of the solicitation, it is understood that the provisions of this Disclosure and Disclaimer shall always govern.The solicitation and any disputes arising from the solicitation shall be governed by and construed in accordance with the laws of the State of Florida. 28 RFP 2015-129-ME 5 PROPOSER CERTIF. CATION I hereby certify that: I, as an authorized agent of the Proposer, am submitting the following information as my firm's Proposal; Proposer agrees to complete and unconditional acceptance of the terms and conditions of this document, inclusive of this solicitation,all attachments, exhibits and appendices and the contents of any Addenda released hereto, and the Disclosure and Disclaimer Statement; Proposer agrees to be bound to any and all specifications, terms and conditions contained in the solicitation, and any released Addenda and understand that the following are requirements of this solicitation and failure to comply will result in disqualification of Proposal submitted; Proposer has not divulged, discussed,or compared the Proposal with other Proposers and has not colluded with any other Proposer or party to any other Proposal; Proposer acknowledges that all information contained herein is part of the public domain as defined by the State of Florida Sunshine and Public Records Laws;all responses,data and information contained in this Proposal, inclusive of the Proposal Certification.Questionnaire and Requirements Affidavit are true and accurate. Name of Proposer's Authorized Representative: Title of Proposer's Authorized Representative Sidney J. Jordan President/CEO-Northern&Southern Regions Signature of'roomer's Authorize Representative. Date: 04/09/2015 State of FLORIDA ) On this Cr day of 40,∎ ,20J personally appeared before me S .+nA4who County of stated that (s)he is the c-55,mx4 of - , a corporation, and that the instrument was NOTARY PUBLIC STATE OF FLORIDA signed in behalf of the said corporation by authority of its board of :•"""'�•._ Patricia Crowder 9 P Y Y Commission#E02,2015 directors and acknowledged said instrument to be its voluntary act •y,,,,,,,.•• Expires: JUNE 02,2015 9 ry BOND )THRU ATLANTIC BONDING co.,INC. and deed. Before me: 29 RFP 2015-129-ME 6 Tah8 Forms Provide Certification, Questionnaire & Requirements Affidavit (Appendix A). Attach Appendix A fully completed and executed. The Certification, Questionnaire & Requirements Affidavit (Appendix A) must be signed by the Prime Respondent. See below for Clark's extended responses to Appendix A. 3. References & Past Performance. Proposer shall submit at least three (3) references for whom the proposer has completed work similar in size and nature as the work referenced in solicitation. SUBMITTAL REQUIREMENT: For each reference submitted, the following information is required: 1) Firm Name, 2) Contact Individual Name & Title, 3) Address, 4) Telephone, 5) Contact's Email and 6) Narrative on Scope of Services Provided. Firm Name: Firm Name: Firm Name: The Convention Center Authority Metropolitan Pier& Exposition Orange County Convention Center of the Metropolitan Government of Authority Authority Nashville and Davidson County Contact Individual Name&Title: Contact Individual Name&Title: Contact Individual Name&Title: Steve Haemmerle, John Morris, Larry Atema, Executive Director of Development Construction Manager(formerly) Senior Project& Development Manager Address: Address: 301 East Cermak Road 6501 Magic Way Address: Chicago, IL 60616 Orlando, FL 32809 413 Fifth Avenue South Nashville,TN 37203 Telephone: Telephone: 312.791.7500 407.317.3700,ext:2025930 Telephone: 615.880.1451 Contact's Email: Contact's Email: shaemmerle @navypier.com john.morris @ocps.net Contact's Email: larry.atema@nashville.gov Narrative: Narrative: Narrative: McCormick Place Convention Orange County Convention Music City Center Center West Expansion Center Phase V Expansion The $436 million Music City With 2.6 million square feet of This$520 million 2.9 million square- Center convention center, which exhibition space, downtown foot Orange County Convention spans three city blocks, boasts a Chicago's McCormick Place is the Center doubled the existing facility 350,000 square-foot exhibition hall, nation's largest convention center. to make Orlando one of the top 60 meeting rooms, and a 57,000 The new $882.5 million West convention destinations in the world. square-foot grand ballroom that Building Expansion added hundreds Adding over one million square feet also is designed to serve as a music of thousands of square feet of new of exhibition space, the new facility venue and an 18,000 square-foot meeting and exhibit space. The was, at time of completion, one junior ballroom. In addition, there expansion opened its doors on of only two in the nation capable are more than 80 pieces of art, 32 budget and four months ahead of of handling the largest annual loading docks,and an 1,800-vehicle schedule.McCormick Place West is conventions with over 60,000 parking garage.Music City Center is LEED Certified. delegates. LEED Gold. Mitt• ,f..t �,, _ .. j.it� �'�' _ aV5 t�, ` ��klignomMIFIFINIMM• 5.Vendor Campaign Contributions.Proposers are expected to be or become familiar with,the City's Campaign Finance Reform laws, as codified in Sections 2-487 through 2-490 of the City Code. Proposers shall be solely responsible for ensuring that all applicable provisions of the City's Campaign Finance Reform laws are complied with, and shall be subject to any and all sanctions, as prescribed therein, including disqualification of their proposals, in the event of such non-compliance. SUBMITTAL REQUIREMENT:Submit the names of all individuals or entities(including your sub-consultants) with a controlling financial interest as defined in solicitation. For each individual or entity with a controlling financial interest indicate whether or not each individual or entity has contributed to the campaign either directly or indirectly, of a candidate who has been elected to the office of Mayor or City Commissioner for the City of Miami Beach. None of the individuals or entities having a controlling financial interest in Clark Construction Group, LLC have made a contribution to the campaign, either directly or indirectly, of a candidate who has been elected to the office of Mayor or City Commissioner for the City of Miami Beach.Those having a controlling financial interest are as follows: CO - Clark Enterprises, Inc. - Dan T. Montgomery - Peter C. Forster B C!) 6. Code of Business Ethics. Pursuant to City Resolution No.2000-23879, each person or entity that seeks to do business with the City shall adopt a Code of Business Ethics ("Code") and submit that Code to the Procurement Management Department with its response or within five (5) days upon receipt of request. The Code shall, at a minimum, require the proposer, to comply with all applicable governmental rules and regulations including, among others,the conflict of interest, lobbying and ethics provision of the City of Miami Beach and Miami Dade County. SUBMITTAL REQUIREMENT: Proposer shall submit firm's Code of Business Ethics. In lieu of submitting Code of Business Ethics, Proposer may submit a statement indicating that it will adopt, as required in the ordinance, the City of Miami Beach Code of Ethics, available at www.miamibeachfl.gov/procurement/. If awarded the contract for Construction Manager at Risk Services for The Miami Beach Convention Center Renovation and Expansion Project, in connection with Request for Proposal No. 2015-129-ME, Clark Construction Group,LLC,shall adopt the City of Miami Beach Code of Ethics,available at www.miamibeachfl. gov/procurement/. 13. Litigation History. Has proposer or any principal or employee of the Proposer (relating to professional endeavors only) been the subject of any claims, arbitrations, administrative hearings and lawsuits brought by or against the Proposer or its predecessor organization(s) during the last five (5) years. SUBMITTAL REQUIREMENT: If yes, list all case names;case, arbitration or hearing identification numbers; the name of the project over which the dispute arose; a description of the subject matter of the dispute; and the final outcome of the claim. In an effort to maintain quality relations and superior job performance, it is the position of Clark Construction Group, LLC, and its affiliates(collectively,"Clark"),to pursue contract management and dispute resolution in a non-adversarial manner. At Clark, each project team is responsible for identifying and resolving disputes before they rise to the level of litigation. Clark encourages direct communication among owners, contractors, subcontractors and the project team in resolving all disputes relating to a given project. Despite these efforts, some matters result in litigation. Clark's counsel handles these matters from initial service of process through trial or settlement. Clark supports the use of arbitration and mediation whenever reasonably possible and continues to evaluate all cases for settlement during litigation.No litigation, individually or collectively, is likely to have a materially adverse effect on Clark's financial position. PENDING LITIGATION Chesapeake Bay Foundation Environmental Center- Bay Ridge, MD Chesapeake Bay Foundation, Inc.et al., including Clark Construction Group, LLC v.Weyerhaeuser Company, et al. Owner:Chesapeake Bay Foundation, Inc;Complaint filed U.S.District Court, Maryland,Case No.CV-00047- AW; Claim Summary: Chesapeake Bay Foundation and Clark brought suit against a supplier that provided defective building material to project.The case is scheduled for trial July 2015. Veterans Affairs Medical Center Syracuse-Syracuse, NY Clark Construction Group, LLC v. United States of America U.S. Federal Claims Court; Case No. 13-cv-00498-MMS; Action commenced: June 9, 2014; Litigation Summary:Rand&Jones Enterprises, Co, Inc., metal panel subcontractor of Clark filed a pass through claim against the Owner claiming that the Owner's Architect provided defective specifications for the metal panels. The claim has yet to be heard by the court. Smithsonian Institute National Museum of African American History and Culture -Washington, DC United States ex rel. Brian K Smith v. Clark/Smoot/Russell, a Joint Venture, et al. Co U.S.District Court, Greenbelt, Maryland;Case No. 13-CV-00009;Action commenced:Jan.2,2013;Litigation Summary:An employee of Shirley Contracting Company, which is an affiliate of Clark Construction Group, TI filed a lawsuit under the False Claims Act and various other statutes against several defendants, including both Shirley and Clark. The suit claimed that Shirley failed to pay the required wages and fringe benefits 3 that are required by the Davis Bacon Act on various projects. The Department of Labor conducted an administrative investigation into the claim and found no violations as claimed by the employee. The U.S. Attorney's office declined to intervene in the case. On March 31, 2014, the court granted the defendants' motion to dismiss,finding no merit in the claims asserted,and dismissed the case with prejudice in its entirety. Plaintiff has appealed. Clark and Shirley deny liability and will continue to defend themselves vigorously. Federal Correctional Institution, McDowell,WV Unites States ex rel. Lambert, et al.v. Elliott Contracting, Inc.and Clark Construction Group, LLC U.S. District Court for the Southern District of West Virginia; Case No.1:13-cv-01106; Action commenced: Jan.22, 2013; Clark Construction Group served: March 27, 2014; Litigation Summary: Employees of Elliott Contracting, Inc., which is a subcontractor of Clark Construction Group, LLC, initiated this action alleging violations of the False Claims Act. The suit alleges that certifications Clark made, and that Elliott caused to be made, pursuant to the Buy American Act, the Federal Trade Agreements Act of 1979, the Copeland Act, and the Davis Bacon Act were false. The U.S.Attorney's office has declined to intervene in the case. Clark denies liability and will defend itself vigorously. LITIGATION Knoxville Convention Center—Knoxville,TN City of Knoxville,TN v.Thompson Ventulett, et al.including Clark Construction Group, LLC Chancery Court for Knox County,TN;Case No. 159842-1;Owner: Public Building Authority, City of Knoxville; Litigation Summary:Proceedings against Clark/Denark were initiated in July 2006. Clark/Denark cooperated with the Public Building Authority to effect repairs where appropriate and the remainder of the issues were amicably resolved in a settlement reached in March 2011. San Jose State University Campus Village—San Jose, CA Board of Trustees of California State University v. Clark Construction Group, LLC, et al., including Clark Construction California LP, et al Owner:Trustees of the California State University (Trustees"); Complaint filed Superior Court of California, County of Santa Clara, Case Number: 111CV214032: January 25, 2012; Claim Summary: Claim by the Trustees against Jones Lang Lasalle, the property management company, Construction Testing Services, the testing and inspection services contractor, Niles Bolton Associates, the engineer, and Clark, the general contractor, for alleged latent defects in design and construction, specifically damage to plumbing in the domestic hot water system in the Campus Village Housing Project, which Clark explicitly denies.This case was settled in early January, 2015. 15. Principals. Provide the names of all individuals or entities (including your sub-consultants) with a controlling financial interest. The term "controlling financial interest" shall mean the ownership, directly or indirectly, of 10%or more of the outstanding capital stock in any corporation or a direct or indirect interest of 10% or more in a firm.The term"firm"shall mean any corporation, partnership, business trust or any legal entity other than a natural person. The following individuals or entities have a controlling financial interest in Clark Construction Group, LLC: - Clark Enterprises, Inc. - Dan T. Montgomery - Peter C. Forster Co T C!) = c= = T _ i "ler 4 MCCORMICK PLACE WEST EXPANSION Chicago, IL "Yourteam's performance in the design-build process of the McCormick Place West Expansion has been spectacular...Most importar ,I believe we have achieved unprecedented levels of teamwork between contractor and owner.Your team repeatedly bent over backwards to satisfy our demands and help create teamwork of which we can all be proud." Richard Martinez,former Senior Director of Development Metropolitan Pier&Exposition Authority Tab 9 Other Additional Experience Working in Active Public Spaces In addition to the ongoing operations examples we included within our relevant project examples in Tab 3 - Proposer Experience &Qualifications, we have also included the additional case studies below. Los Angeles International Airport(LAX)in Los Angeles,CA a `w Tom Bradley Terminal Modifications .• .. .�.a At the Tom Bradley International Terminal,Clark completed a full tt _y_'_�� renovation and expansion project while the terminal was in full r - - - operation. This terminal had over 30 International airlines and --@� 1 million passengers a year flowing through it Clark developed a detailed work plan and implemented it while maintaining operations and passenger experience. The Owner's original phasing plan called for 64 phases, including 2 phases in the Federal Inspection Services(FIS)/Custom and Border Protection (CBP) areas. With a complete renovation of the FIS/CBP areas, coordination with CBP and TSA was critical. The replacement of 40 FIS inspection booths was closely coordinated with the user groups in order to maintain operational levels without impacts to service. As these the new booths were being phased in, Clark also facilitated the replacement of secondary inspection to ensure passenger flow and not create backups exiting the FIS area. As all this was taking place downstairs, primary inspection and baggage check replacement was occurring simultaneously on the upper level. This work was phased with the airport activities around it. The original phasing included two phases for each inspection and screening area, however after coordinating with TSA, we adjusted to three phases per area in order to maintain passenger flow and operational requirements. Clark completed this work within the original time frame through the continuous coordination and support of airport operations and TSA. "le_ a — . ` William P Hobby Airport(HOU)in Houston,TX ✓ CM at Risk Main Concourse Ticketing,Bag Claim Expansion and Renovation • is 5 At William P Hobby Airport, Clark completed a complete renovation and expansion of the ticketing lobbies, baggage claim areas, ».:: - central communication center, and airport operations offices while = maintaining full operations of the airport to accommodate over 8.5 million passengers a year. While performing our Preconstruction Services for Houston Airport System (HAS), Clark collaborated with HAS, the designers, airport operators and tenants to evaluate phasing options that best suited the project and the active airport. Clark analyzed two phasing options; each option having major phases of construction and minor stages defining work areas within each phase. Option 1 was the original phasing plan prepared with the programming documents. Option 2 was a phasing plan developed by Clark while performing our preconstruction services. A complete CPM Schedule was developed for each option, tying each phase and/or stage together at critical milestone and transition activities. By utilizing a temporary baggage handling system and providing swing space for operations support spaces, we were able to combine phases and stages, reducing the overall total number of phases. Clark's planning and scheduling efforts allowed HAS to make informed decisions on the phasing approach to the renovation of its active facilities, saving them both time and money. The cost savings further benefitted HAS by allowing them to utilize these funds for their U-ramp roadway and waterproofing replacement project. See the following page for the plans we developed and a summary of our option analysis. Original Phasing Plans Our Phasing Solution 3,...,,,:.48 , s,• 7 al\,... .,,, } `t \ mss. _, _ a—� ::-.V.: k � ur'"" m bleners • • CO 'r' OPTION 1 ` • C fi I rim.: 1 -- ? OPTION 2 C.C) inipr''''' / o", , N 4 1.44 lita / .,,' _1/ / . CD 1 y . •pr•uw. •seas.. •slat,c OPTION 1 OPTION 2 Our Phasing Solution Original Phasing Plan 10 Major Phases 4 Major Phases 2 Minor Stages 3 Minor Stages 66 months 47 months Stage Work Days Months Stage Work Days Months Pre-Stage 99 4.5 Pre-Stage 98 4.5 A 250 12 A.1 218 11 B.1 370 18 A.2 33 1.5 B.2 48 2.5 B 301 14.5 C 280 13 C 231 11 D 142 6 C.1 175 7 E 580 29 C.2 129 6 C.3 88 4 a C.4 88 4 Our phasing solution C.5 88 4 C6 142 5.5 saved HAS 19 months MDF 1140 57 and $2.5 million. POI Dulles International Airport in Dulles,VA • International Arrivals Building I I t EF,r The Washington Dulles International Arrivals Building (IAB) ' Expansion and Renovation project called for the addition of 100,000 SF of additional space to the arrivals hall to expand the passenger processing rate from 1,400 passengers per hour to 2,400 passengers per hour and an additional 93,000 SF of basement to expand the inbound baggage areas. The project also called for the complete renovation of the existing arrivals hall to accommodate the expanded and new processing areas. The project required that the IAB remain in full operation during construction and renovation, requiring that the construction be completed in three (3) major phases. • Phase I -the expansion of the arrivals hall and primary inspection positions, increasing the positions from 38 to 50. C-CM • Phase II - the expansion of the baggage claim hall which included the complete renovation of the existing spaces, including secondary inspection, baggage recheck and restroom facilities. • Phase III - the replacement of the original baggage claim devices, increasing the bag claim presentation from 960 If to 1792 If. CD Clark was able to maintain the three (3) phases of work improving the sequencing of work and trades to ultimately complete the entire project 4 1/2 months early, earning Clark an early completion bonus on the project. Our success is evident by the following words of Ralph D. Dwyer, Ill, Manager, Construction Department, Metropolitan Washington Airports Authority. "Clark took on the difficult phased project and worked side-by-side with our program manager, designers,and Airports Authority personnel to handle issues as they arose and implemented practical and cost effective solutions for its successful completion significantly ahead of schedule. The Clark Team coordinated directly with the program manager,Airport Operations,and the U.S. Customs and Border Protection Services(CBP)to allow the construction of an additional 204,000 square feet of new arrivals space while maintaining the U.S.Customs and Border Protection Services operations and passenger processing to proceed uninterrupted." J f ) T _A-J T T WISCONSIN CENTER Milwaukee,WI "The success of the project was made possible by the Clark Construction Group's effort as the leader of the design-build team.The team continually exhibited both cooperation and professionalism in all aspects of the project which led to the success of one of the largest building projects ever undertaken by Wisconsin's local government." Richard Geyer President Wisconsin Center District PAGE NOT USED AS PART OF EXHIBIT TO AGREEMENT