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CM A R fo R G ov e RnMen t C en t e R A nn e x At 1 8 0 8 0 C ol l i n s A ve n u e | R eq u e s t fo R quAli f i CA ti o n s | no. 1 5 - 0 8 - 0 2 37Construction with a Personal Touch our field office; and are verified for completion weekly by MCM’s Project Engineer, who maintain logs of the updates. As part of our ISO: 9001 procedures, the MCM Project Team will have a weekly job-site walk to review the quality of work in place. An ongoing punchlist is generated and sent to the subcontractors who have one week to correct the deficient work before the following weekly jobsite walk. POST-CONSTRUCTION Once the City of Sunny Isles Beach and the A/E recognizes the project as substantially complete MCM will finalize the compilation of closeout documents which will include as-builts, warranties and other documents beneficial to City’s facilities managers. At the end of post-construction, following completion of the warranty phase, MCM will complete it’s ISO: 9001 procedures by interviewing the City of Sunny Isles Beach one final time to assess their overall satisfaction with MCM’s performance. In doing so MCM will be able to measure, analyze and improve its processes for future City projects. COST CONTROL During construction, MCM constantly monitors budgets and tracks job costs in real time, so we are always aware of the project’s financial status. When initial budgets are developed, MCM analyzes the design for exposures. Based on our previous experience and archival data, we will forecast exposures and established Owner controlled contingencies to address unforeseeable issues such as utility conflicts, dewatering, environmental contamination remediation, etc. Historically, MCM has found that these Owner controlled contingencies offer the project team the latitude to address cost increases expeditiously and within the budget. Should an unforeseen condition be encountered which requires an adjustment to a subcontractors scope, MCM will solicit pricing from the vendor and analyze the costs via internal estimates to assure competitive pricing guidelines are followed. MCM also utilizes unitary pricing schedules as part of a subcontractor’s negotiated agreement for an additional cost control measure. In this instance, MCM will secure unit pricing with bids and prior to contracting, whenever possible, to assure competitive pricing for additive or deductive changes. This approach offer is best used to minimize our clients’ exposure to changes. Another proven cost control approach is to analyze proposed MEP and structural systems with our MEP and structural sub-consultants during the early phases of the project. These are key areas where the greatest cost impacts are often suffered. Our 31 year history in South Florida means that MCM knows the local market, and has allowed us to develop strong relationships with the local subcontractor pool. They will collaborate with our team to offer beneficial analysis of proposed and existing systems, and to verify their compatibility. We also will consult with such key subcontractors in order to validate the costs. DIRECT PURCHASE ORDER PROGRAM (DPO) In addition to the cost control/cost savings methodology already mentioned, another method frequently used by MCM to capture cost savings would be to implement a Direct Purchase Order Program (DPO) in which the Owner buys materials direct from the vendor for potential tax savings. We have done this successfully over the past 3 years with City of Homestead, Miami-Dade County Public Schools, Miami-Dade Water & Sewer, and Miami-Dade County ISD realizing over $3 million in total savings. With our past experience in successfully managing this program, MCM will be able to guide the City through this process should they choose to pursue this option. PROJECT MANAGEMENT SERVICES