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K. Project Management Services City of Sunny Isles Beach | Request for Qualifications No. 15-08-02 September 23, 2015 Page 42 6. Cost Control Cost Control During Construction One way Hensel Phelps evaluates overall client satisfaction is in regard to management of unnecessary changes and/ or claims. Success in this area is a direct reflection of best management practices, teamwork and superior planning. The CM@R delivery method promotes an excellent environment to showcase the techniques and systems that have proven successful for owners, designers, subcontractors, and end-users on Hensel Phelps projects. Since CM@R facilitates the earliest engagement of construction individuals who will be ultimately responsible for cost, schedule and quality, it fosters implementation of the following cost and change management philosophies and systems by all stakeholders. Management of Initial Budget Upon Award Hensel Phelps fully integrates cost management systems with the design management process to provide a realistic cost for Sunny Isles in an “Open Book” format. These cost management systems will provide real-time feedback to Sunny Isles and facilitate decision-making of any potential cost impact to the project. Hensel Phelps will employ several financial tools to ensure Sunny Isles’ ability to make timely informed decisions, including:Trend Estimating • Financial Status Report • General Conditions Reporting • Trend Estimating To support the project design schedule, Hensel Phelps will utilize a technique called Trend Estimating. Trend Estimating is a process that allows for a continuous real- time update of the overall project budget to facilitate decisions in regard to specific scopes of work. The Trend Estimate allows for comparison of several design options from the aspects of design, cost and schedule. This process allows for informed decision making. During preconstruction and as the design develops, Hensel Phelps will monitor progress from the Initial GMP estimate. The main tools utilized to monitor and control costs during this period are trend estimates and the trend estimate log. These tools are designed to serve three functions: • Improve communication • Provide documentation of changing conditions • Facilitate the management of design within budgetary constraints Modified: 06.2010 Page 1 of 1 Form FOG1037A TREND ESTIMATE REPORT PROJECT:BCU Residential Facilities Daytona Beach, FL ADJ EST NO.:3.000.0 INITIATED :03/11/15 SECTOR Site APP ADJ NO.: APPROVED : The following change of scope will result in budget revisions as noted: SEC.UNIT NO.DESCRIPTION QTY UNIT COST TOTAL ORIGINAL BUDGET:192 Stalls - Housing Authority - MLK Blvd Site **ROM**192 STALLS 2,980.00 572,160 128 Stalls - BCU - S. of Int'l Speedway & Jesse St **ROM**128 STALLS 3,560.00 455,680 64 Stalls - BCU - S. of Int'l Speedway & Jesse St **ROM**64 STALLS 4,600.00 294,400 54 Stalls - BCU - Oak Street **ROM**54 STALLS 5,170.00 279,180 47 Stalls - BCU - Practice Field (MLK Blvd Site) **ROM**47 STALLS 5,710.00 268,370 30 Stalls - BCU - North Lincoln & State Street **ROM**30 STALLS 6,250.00 187,500 20 Stalls - BCU - North Franklin & Oak Street **ROM**20 STALLS 8,600.00 172,000 1 LSUM 180,000.00 180,000 0 0 (Back-up for above was provided with the GMP submission in Aug/Sept 2014)0 $2,409,290 REVISED BUDGET:Lot 4 - 59 Stalls - BCU - Oak Avenue 59 STALLS 7,030.00 414,770 Lot 6 - 25 Stalls - BCU - State Street @ Model Aveune 25 STALLS 6,700.00 167,500 0 (Back-up for above is attached.)0 0 0 0 0 0 0 0 $582,270 Indirects & Reserves 0.00%$0 NET CHANGE:($1,827,000) Rounded to nearest $1,000 EST. BY:MTR CHK. BY: TIME:01:21:46 PM DATE:09/16/15 Reduce the Various Parking Lots to two (2): Lot 4 w/ 59 Spaces, and Lot 6 w/ 25 Spaces. ADJUST FOR VE (Deleted 192 Stall Lot, Added another 54 Stall Lot, Added a 44 Stall Lot, and Added a 34 Stall Lot)