Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
H.A. CONTRACTING CORP.
,7% &LW\$QQH[%XLOGLQJ &RQVWUXFWLRQ5HQRYDWLRQ 3URMHFW Due ȱś, 202ś by ŚDZřŖ 9500 NW12th Street, Suite 1 Ɣ Miami, FL33172 Ɣ Phone: (305) 591-9212 Ɣ Fax:(305) 591-9630 www.hacontracting.com 1 ǯǯȱȱǯ 6(&7,21 &203$1<,1)250$7,21 33 ITB 25-01-01 CITY ANNEX BUILDING CONSTRUCTION RENOVATIONS CITY OF SUNNY ISLES BEACH 18070 Collins Ave. | Sunny Isles Beach, FL 33160 305.792.1707 | sibfl.net | Purchasing@sibfl.net EE L E C TR O N I CA L L Y S U B M I T TO : DemandStar.com I N V I TA TI O N TO B I D SECTION 5 BID SUBMITTAL FORMS OPENING: 11:00 A.M. FEBRUARY 27, 2025 PLEASE QUOTE PRICES FURNISHED & INSTALLED, LESS TAXES, PROVIDED TO CITY OF SUNNY ISLES BEACH, FLORIDA NOTE: City of Sunny Isles Beach is exempt from all taxes (Federal, State, and Local). Bid price should be less all taxes. Tax Exemption Certificate furnished upon request. Issued by: Purchasing Manager: Genesis Cuevas Date Issued: January 24, 2025 This ITB Submittal Consists of this ITB, Attachments and Exhibits Sealed bids are subject to the Terms and Conditions of this INVITATION TO BID and the accompanying Bid Submittal. Such other contract provisions, specifications, drawings or other data as are attached or incorporated by reference in the Bid Submittal received electronically until the above stated time and date, and at that time, publicly opened for furnishing the supplies or services described in the accompanying Bid Submittal Requirement. ITB 25-01-01 CITY ANNEX BUILDING CONSTRUCTION RENOVATION PROJECT A bid bond in the amount of 5% of the total amount of the bid will be required with your bid. A Performance Bond in the amount of 100% of the total amount of the bid will be required upon execution of the contract by the successful firm and City of Sunny Isles Beach B i d d e r N a m e : ________________________________________ H.A. Contracting Corp. 34 ITB 25-01-01 CITY ANNEX BUILDING CONSTRUCTION RENOVATIONS CITY OF SUNNY ISLES BEACH 18070 Collins Ave. | Sunny Isles Beach, FL 33160 305.792.1707 | sibfl.net | Purchasing@sibfl.net SECTION 6 BID SUBMITTAL FOR: ACKNOWLEDGEMENT OF ADDENDA INSTRUCTIONS: COMPLETE PART I OR PART II, WHICHEVER APPLIES PART I: LIST BELOW ARE THE DATES OF ISSUE FOR EACH ADDENDUM RECEIVED IN CONNECTION WITH THIS BID Addendum #1, Dated Addendum #2, Dated Addendum #3, Dated Addendum #4, Dated Addendum #5, Dated Addendum #6, Dated Addendum #7, Dated Addendum #8, Dated PART II: NO ADDENDUM WAS RECEIVED IN CONNECTION WITH THIS BID FIRM NAME: AUTHORIZED SIGNATURE: DATE: TITLE OF OFFICER: H.A. Contracting Corp. 3/4/25 President 2/19/25 2/18/25 2/20/25 2/21/25 2/27/25 2/28/25 2/28/25 35 ITB 25-01-01 CITY ANNEX BUILDING CONSTRUCTION RENOVATIONS CITY OF SUNNY ISLES BEACH 18070 Collins Ave. | Sunny Isles Beach, FL 33160 305.792.1707 | sibfl.net | Purchasing@sibfl.net BID SUBMITTAL FORM Bid Title: CITY ANNEX BUILDING CONSTRUCTION RENOVATIONS The undersigned Bidder proposes and agrees, if this Bid is accepted, to enter into an agreement with The City of Sunny Isles Beach to perform and furnish all Work as specified or indicated in the Contract Documents for the Contract Price and within the Contract Time indicated in this Bid and in accordance with the other terms and conditions of the Contract Documents. The Bidder accepts all of the terms and conditions of the Advertisement or INVITATION TO BID and Instructions to Proposers, including without limitation those dealing with the disposition of Bid Security. This Bid will remain subject to acceptance for 90 days after the day of Bid opening. The Proposer agrees to sign and submit the Agreement with the Bonds and other documents required by the Bidding Requirements within ten days after the date of the City’s Notice of Award. In submitting this Bid, the Proposer represents, as more fully set forth in the Agreement, that: The Proposer has familiarized himself/herself with the nature and extent of the Contract Documents, Work, site, locality, and all local conditions and Law and Regulations that in any manner may affect cost, progress, performance, or furnishing of the Work. The Proposer has given the City written notice of all conflicts, errors, discrepancies that it has discovered in the Contract Documents and the written resolution thereof by City is acceptable to the Proposer. This Bid is genuine and not made in the interest of or on behalf of any undisclosed person, firm or corporation and is not submitted in conformity with any agreement or rules of any group, association, organization, or corporation; the Proposer has not directly or indirectly induced or solicited any other Proposers to submit a false or sham Bid; the Proposer has not solicited or induced any person, firm or corporation to refrain from Bidding; and Proposer has not sought by collusion to obtain for itself any advantage over any other Proposers or over the City. The Proposer understands and agrees that the Bid is for unit prices to furnish and install individual Work Items for maintenance and/or repair work, complete in place. Estimates are provided for the purposes of Bid Evaluation and to establish unit prices for individual Work to be contracted by the City under individual Purchase Orders, based on the unit prices established under this Bid. The City and the successful Proposer will establish completion times for each individual Work Item and the successful Proposer agrees that the work will be completed within the time frames agreed upon and stipulated in the individual Purchase Orders and/or Notice to Proceed. no item unit quantity price subtotal 1 GENERAL REQUIREMENTS 750,000.00$ 2SITE WORK 750,000.00$ 3 CONCRETE 500,000.00$ 4 MASONRY 250,000.00$ 5 METALS 650,000.00$ 6 WOOD & PLASTIC 125,000.00$ 7 THERMAL & MOISTURE PROTECTION 225,000.00$ 8 DOORS & WINDOWS 1,000,000.00$ 9 FINISHES 1,250,000.00$ 10 SPECIALTIES 175,000.00$ 11 EQUIPMENT 60,000.00$ 12 FURNISHINGS 400,000.00$ 13 SPECIAL CONSTRUCTION 14 CONVEYING SYSTEMS -$ 15 MECHANICAL 850,000.00$ 16 ELECTRICAL 1,500,000.00$ Sub Total 8,485,000.00$ Insurance %lump 3.0% 254,550.00$ Bond %lump 1.0% 84,850.00$ GRAND TOTAL =9,588,050.00$ $/sf $1,030.09 CITY OF SUNNY ISLES BEACH INVITATION TO BID 25-01-01 PROJECT NO. 21-1011 Overhead & Profit lump 9.0% 763,650.00$ BIDDERS MUST USE THS EXCEL SPREADSHEET TO SUBMIT PRICE SHEET. FAILURE TO SUBMIT THIS PRICE SHEET MAY RESULT IN NON-RESPONSIVE BID SUBMISSION. ROUGH ORDER OF MAGNITUDE 01/23/2025 BUILDING DEPARTMENT RELOCATION TO ANNEX 02/27/2025 Fortun Insurance, LLC 365 Palermo Ave Coral Gables FL 33134 VIPServiceTeam@fortuninsurance.com (305) 445-3535 amy.mencia@fortuninsurance.com H.A. CONTRACTING CORP 9500 NW 12 STREET BAY-1 MIAMI FL 33172 Ascot Specialty Insurance Company 45055 Mercury Indemnity Company of America 11201 Landmark American Insurance Co 33138 ICW Group 04667 Admiral Insurance Company 24856 24/25 GL, UM, Excess A Y ESGL2410002807-02 11/30/2024 11/30/2025 1,000,000 300,000 5,000 1,000,000 2,000,000 2,000,000 Employee Benefits 1,000,000 B Y BA090000019282 11/15/2024 11/15/2025 1,000,000 Hurricane Catastrophe Fund 1 C 0 LHA603893 11/30/2024 11/30/2025 5,000,000 5,000,000 D N WFL-5067887-02 10/10/2024 10/10/2025 1,000,000 1,000,000 1,000,000 E Excess Umbrella Liability UX000001317-01 11/30/2024 11/30/2025 Limit $5,000,000 xs $5,000,000 City of Sunny Isles Beach is named as additional insured with respects to General Liability and Auto policies. CITY OF SUNNY ISLES BEACH 18070 Collins Ave. Sunny Isles Beach FL 33160 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. INSURER(S) AFFORDING COVERAGE INSURER F : INSURER E : INSURER D : INSURER C : INSURER B : INSURER A : NAIC # NAME:CONTACT (A/C, No):FAX E-MAILADDRESS: PRODUCER (A/C, No, Ext):PHONE INSURED REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. OTHER: (Per accident) (Ea accident) $ $ N / A SUBR WVD ADDL INSD THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $ $ $ $PROPERTY DAMAGE BODILY INJURY (Per accident) BODILY INJURY (Per person) COMBINED SINGLE LIMIT AUTOS ONLY AUTOSAUTOS ONLY NON-OWNED SCHEDULEDOWNED ANY AUTO AUTOMOBILE LIABILITY Y / N WORKERS COMPENSATION AND EMPLOYERS' LIABILITY OFFICER/MEMBER EXCLUDED? (Mandatory in NH) DESCRIPTION OF OPERATIONS below If yes, describe under ANY PROPRIETOR/PARTNER/EXECUTIVE $ $ $ E.L. DISEASE - POLICY LIMIT E.L. DISEASE - EA EMPLOYEE E.L. EACH ACCIDENT EROTH-STATUTEPER LIMITS(MM/DD/YYYY)POLICY EXP(MM/DD/YYYY)POLICY EFFPOLICY NUMBERTYPE OF INSURANCELTRINSR DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) EXCESS LIAB UMBRELLA LIAB $EACH OCCURRENCE $AGGREGATE $ OCCUR CLAIMS-MADE DED RETENTION $ $PRODUCTS - COMP/OP AGG $GENERAL AGGREGATE $PERSONAL & ADV INJURY $MED EXP (Any one person) $EACH OCCURRENCE DAMAGE TO RENTED $PREMISES (Ea occurrence) COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR GEN'L AGGREGATE LIMIT APPLIES PER: POLICY PRO-JECT LOC CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) CANCELLATION AUTHORIZED REPRESENTATIVE ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved. CERTIFICATE HOLDER The ACORD name and logo are registered marks of ACORD HIRED AUTOS ONLY H.A. CONTRACTING CORPFortun Insurance, LLC 25 Certificate of Liability Insurance: Notes Additional Coverage: Professional Liability - Carrier F (Indian Harbor) Policy #ANE5425979.24 Effective date: 03/26/2024 Expiration date: 03/26/2025 Occurrence Limit: $1,000,000 Self Insured Retention: $5,000 Aggregate Limit: $2,000,000 Cyber Liability - QBE Specialty Ins. NAIC #11515 Policy #CEL-P001-47556302313-00 Effective date: 09/25/2024 Expiration date: 09/25/2025 Occurrence Limit: $2,000,000 Aggregate Limit: $2,000,000 Self Insured Retention: $5,000 Installation Liability- Scottsdale Insurance Company NAIC #41297 Effective date: 08/28/2024 Expiration date: 08/29/2025 Occurrence Limit: $175,000 If required by written contract: Additional insured on the general liability is provided as per CG2010 12-19 and CG2037 12-19, waiver of subrogation as per CG2404 12-19 and primary/noncontributory coverage as per CG0001 04-13. Additional insured on the automobile liability is provided per CA 00044 00, waiver of subrogation as per CA0443 1120 and primary/noncontributory coverage as per CA0001. Waiver of subrogation on the workers' compensation is provided as per WC000313. Any endorsement or form more specific to an additional insured will supersede the above forms. Umbrella follows form. Applicable to all: The policy provisions and/or endorsements form part of the policies of insurance represented by this proof of insurance. The terms contained in the policies and/or endorsements supersede the representations made herein. Electronic copies of the policy provisions and/or endorsements listed are available by emailing, amy.mencia@fortuninsurance.com and requesting same. ACORD 101 (2008/01) The ACORD name and logo are registered marks of ACORD © 2008 ACORD CORPORATION. All rights reserved. THIS ADDITIONAL REMARKS FORM IS A SCHEDULE TO ACORD FORM, FORM NUMBER: FORM TITLE: ADDITIONAL REMARKS ADDITIONAL REMARKS SCHEDULE Page of AGENCY CUSTOMER ID: LOC #: AGENCY CARRIER NAIC CODE POLICY NUMBER NAMED INSURED EFFECTIVE DATE: 3HU6FKHGXOH 6HHDWWDFKHG 6HHDWWDFKHG 6HHDWWDFKHG ;Ѵ-mb;"ĺub==bmķ";1u;|-u!om ;"-m|bvķo;umou"$$ ! !$ $ &" "" ! ""! &$"$!&$ &"$!+ "! $ !$!$! ! " !$ & !$ !("" $ !ƓѶƖķ ! "$$&$ " ķ !+ omo|-Ѵ|;u|_bv7o1l;m|bm-m=oulĺ$!$! " & !ĹƏƐƏƕƏƒ * !$ $ Ĺ&&"$ƒƐķƑƏƑѵ$_bvbvouѴb1;mv;ĺ|bvmѴ-=Ѵ=ou-mom;o|_;u|_-m|_;Ѵb1;mv;;|ov;|_bv7o1l;m|ĺ $ƖƔƏƏ)ƐƑ"$+Ɛ ƒƒƐƕƑѴ-v;ub=Ѵb1;mv;vomѴbm;-| Ѵoub7-b1;mv;ĺ1ol""& ĹƏƕņƑƒņƑƏƑƓ BID BOND City of Sunny Isles Beach 18070 Collins Avenue Sunny Isles Beach, FL 33160 Telephone: (305) 947-0606 Fax: (305) 949-3113 STATE OF FLORIDA ) ) COUNTY OF ____________) KNOW ALL MEN BY THESE PRESENTS, that we,_______________________________ as Principal, and _______________________________________________________, as Surety, are held and firmly bound unto the City of Sunny Isles Beach, a municipal corporation of the State of Florida in the sum of _______________________________ Dollars ($ __________), lawful money of the United States, for the payment of which sum well and truly to be made, we bind ourselves, our heirs, executors, administrators and successors jointly and severally, firmly by these presents. THE CONDITION OF THIS OBLIGATION IS SUCH that whereas the Principal has submitted the accompanying Bid dated, ______________20for: ______________________________________________________________________. WHEREAS, it was a condition precedent to the submission of said Bid that a cashier’s check or Bid Bond in the amount of ILYHSHUFHQW of the Base Bid be submitted with said Bid as a guarantee that the Proposers would, if awarded the Contract, enter into a written Contract with the City for the performance of said Contract, within ten (10) consecutive calendar days after written notice having been given of the Award of the Contract. NOW, THEREFORE, the conditions of this obligation are such that if the Principal within ten (10) consecutive calendar days after written notice of such acceptance, enters into a written Contract with the City of Sunny Isles Beach and furnishes the Performance Bond, satisfactory to the City, each in an amount equal to one hundred percent (100%) of the Contract Price, and provides all required Certificates of Insurance, then this obligation shall be void; otherwise the sum herein stated shall be due and payable to the City of Sunny Isles Beach and the Surety herein agrees to pay said sum immediately, upon demand of the City, in good and lawful money of the United States of America, as liquidated damages for failure thereof of said Principal. IN WITNESS WHEREOF, the above bonded parties have executed this instrument under their several seals this_____________day of________________________,20 , the name and the corporate seal of each corporate party being hereto affixed and these presents being duly signed by its undersigned representative. DOCUMENT CONTINUES ON NEXT PAGE IN PRESENCE OF: __________________________________ _________________ Individual or Partnership Principal Affix Corporate Seal _________________________________ Business Address _________________________________ City, State, and Zip Code _________________________________ _______________________________ Business Telephone Business Facsimile ATTEST: ___________________________________ ______________________________ Secretary (Corporate Surety)* By: *Impress Corporate Seal IMPORTANT Surety companies executing bonds must appear on the Treasury Department's most current list (circular 570 as amended) and be authorized to transact business in the State of Florida. DECEMBER 28, 2010 H.A. CONTRACTING CORPORATION (AN S CORPORATION) FINANCIAL STATEMENTS YEAR ENDED DECEMBER 31, 2022 SCOTT M. VENGEL, P.A. CERTIFIED PUBLIC ACCOUNTANT 7900 NOVA DRIVE, SUITE 103 DAVIE, FL 33324 C O N T E N T S Page INDEPENDENT ACCOUNTANT’S REVIEW REPORT 1 FINANCIAL STATEMENTS Balance Sheet 2 Statement of Income and Retained Earnings 3 Statement of Cash Flows 4 Notes to Financial Statements 5 - 11 INDEPENDENT ACCOUNTANT’S REVIEW REPORT ON SUPPLEMENTARY INFORMATION 12 SUPPLEMENTARY INFORMATION Schedule of Contracts in Progress 13 Schedule of Completed Contracts 14 Operating Expenses 15 H.A. CONTRACTING CORPORATION BALANCE SHEET DECEMBER 31, 2022 ASSETS CURRENT ASSETS Cash 961,950$ Marketable securities (Note 2) 67,848 Contract receivables (Note 3) 7,518,700 Cost and estimated earnings in excess of billings on uncompleted contracts (Note 4) 1,197,697 Other 15,000 Total current assets 9,761,195 PROPERTY AND EQUIPMENT (NOTE 5) 187,674 OTHER ASSETS 18,089 9,966,958$ LIABILITIES AND STOCKHOLDERS' EQUITY CURRENT LIABILITIES Accounts payable and accrued liabilities 1,490,003$ Billings in excess of costs and estimated earnings on uncompleted contracts (Note 4) 2,528,453 Loans from stockholder 100,000 Current maturities of long-term debt (Note 6) 15,774 Line of credit (Note 7)612,331 Total current liabilities 4,746,561 LONG-TERM DEBT (NOTE 6) 141,228 COMMITMENTS AND CONTINGENCIES (NOTE 8) - STOCKHOLDERS' EQUITY (NOTE 9) 5,079,169 9,966,958$ See accompanying notes and independent account's review report. 2 H.A. CONTRACTING CORPORATION STATEMENT OF INCOME AND RETAINED EARNINGS YEAR ENDED DECEMBER 31, 2022 CONTRACT REVENUES 25,617,742$ CONTRACT COSTS 23,240,536 GROSS PROFIT 2,377,206 OPERATING EXPENSES 1,710,183 NET INCOME 667,023 RETAINED EARNINGS - BEGINNING 4,354,421 RETAINED EARNINGS - ENDING 5,021,444$ See accompanying notes and independent account's review report. 3 H.A. CONTRACTING CORPORATION STATEMENT OF CASH FLOWS YEAR ENDED DECEMBER 31, 2022 CASH FLOWS FROM OPERATING ACTIVITES Net income 667,023$ Adjustments to reconcile net income to net cash used in operating activities: Depreciation and amortization 12,048 Changes in assets and liabilities: Contract receivables (745,313) Costs and estimated earnings in excess of billings on uncompleted contracts 591,678 Marketable securities 284 Accounts payable and accrued liabilities (1,648,471) Billings in excess of costs and estimated earnings on uncompleted contracts 803,087 Total adjustments (986,687) Net cash used in operating activities (319,664) CASH FLOWS FROM INVESTING ACTIVITES - CASH FLOWS FROM FINANCING ACTIVITES Net proceeds from line of credit 612,174 Repayments of notes payable (15,871) Net cash provided by financing activities 596,303 NET INCREASE IN CASH 276,639 CASH - BEGINNING 685,311 CASH - ENDING 961,950$ Supplemental disclosures: Interest paid 72,599$ Income taxes paid -$ See accompanying notes and independent account's review report. 4 5 H.A. CONTRACTING CORPORATION NOTES TO FINANCIAL STATEMENTS NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES Business Activity H.A. Contracting Corporation (the Company) is a general contractor whose work consists of construction, painting, renovating and refurbishing of buildings for federal, state and local municipalities and non-governmental entities in South Florida. The duration of each project varies, however, completion typically occurs within two years. All contract related assets and liabilities expected to be realized or satisfied within two years are classified as current. Other assets and liabilities are classified as current only if they are expected to be realized or satisfied within one year. Revenue and Cost Recognition The company adopted the requirements of Accounting Standards Update (“ASU”) 2014-09, Revenue from Contracts with Customers, which is also referred to as Accounting Standards Codification (“ASC”) Topic 606 (“Topic 606”), under the modified retrospective transition approach effective January 1, 2019, with application to all existing contracts that were not substantially completed as of January 1, 2019. Under Topic 606, revenue is recognized when, or as, control of promised goods and services is transferred to customers, and the amount of revenue recognized reflects the consideration to which an entity expects to be entitled in exchange for the goods and services transferred. The adoption of Topic 606 did not have, and is not expected to have, a material effect on the timing or amount of revenue recognized as compared with the Company’s previous revenue recognition practices. Revenue is recognized by the Company primarily over time utilizing the cost-to-cost measure of progress for fixed price contracts and service agreements, consistent with the Company’s previous revenue recognition practices. Under Topic 606, the cost-to-cost measure of progress best depicts the transfer of control of goods or services to the customer for these contracts. Fixed price contracts provide for a fixed amount of revenue for the entire project. Revenue from these contracts, as well as for certain projects pursuant to service agreements, is recognized over time using the cost-to-cost measure of progress. For these contracts, the cost-to-cost measure of progress best depicts the continuous transfer of control of goods or services to the customer. Such contracts provide that the customer accept completion of progress to date and compensate the Company for services rendered. 6 NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued) Contract costs include all direct materials, labor and subcontracted costs, as well as indirect costs related to contract performance, such as indirect labor, supplies, tools, repairs and the operational costs of capital equipment. The cost estimation process for recognizing revenue over time under the cost-to- cost method is based on the professional knowledge and experience of the Company’s project managers, engineers and financial professionals. Management reviews estimates of total contract transaction price and total project costs on an ongoing basis. Changes in job performance, job conditions and management’s assessment of expected variable consideration are factors that influence estimates of the total contract transaction price, total costs to complete those contracts and profit recognition. Changes in these factors could result in revisions to revenue in the period in which the revisions are determined, which could materially affect the Company’s results of operations for that period. Provisions for losses on uncompleted contracts are recorded in the period in which such losses are determined. The timing of customer billings is generally dependent upon advance billing terms, milestone billings based on the completion of certain phases of the work, or when services are provided. Under the typical payment terms of fixed price contracts, the customer makes progress payments based on quantifiable measures of performance by the Company as defined by each specific agreement. Progress payments, generally net of amounts retained, are paid by the customer over the duration of the contract. Contract Estimates Accounting for long-term contracts and programs involves the use of various techniques to estimate total contract revenue and costs. For long-term contracts, the estimate of the profit on a contract is the difference between the total estimated revenue and expected costs to complete a contract and recognize that profit over the life of the contract. Contract estimates are based on various assumptions to project the outcome of future events that may span several years. These assumptions include labor productivity and availability, the complexity of the work to be performed, the cost and availability of materials, and the performance of subcontractors. Changes in job performance, job conditions and estimated profitability, including those changes arising from contract penalty provisions and final contract settlements may result in revisions to costs and income and are recognized in the period in which the revisions are determined. Provisions for estimated losses on uncompleted contracts are made in the period in which such losses are determined. 7 NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued) Marketable Securities The Company considers its investment in marketable securities as available for sale. Accordingly, unrealized gains and losses, if any, are excluded from earnings and reported as a separate component of stockholders’ equity. Realized gains and losses on the sale of marketable securities are computed using the specific identification method based on original cost and are included in earnings. Contract Receivables Contract receivables are uncollateralized customer obligations due under normal trade terms. The carrying amount of contract receivables may be reduced by an allowance that reflects management’s best estimate of the amounts that will not be collected. Management individually reviews all contract receivables balances and based on assessment of current credit worthiness, estimates the portion, if any, of the balance that will not be collected. As management believes that the accounts are fully collectible and are therefore stated at net realizable value, management has not recorded an allowance for doubtful accounts. Property and Equipment Property and equipment is recorded at cost. Expenditures for major improvements and additions are charged to the asset accounts, while replacements, maintenance and repairs which do not improve or extend the lives of the respective assets are charged to expense currently. Depreciation Depreciation is computed by using the straight-line method, using various rates based generally on the estimated useful lives of the assets which range from five to seven years. Advertising Costs Advertising costs are charged to operations as incurred and are included in operating expenses. The amounts charged for the year ended December 31, 2022 was approximately $18,264. Income Taxes The Company, with the consent of its stockholders, has elected to be taxed under the S Corporation provisions of the Internal Revenue Code. Under these provisions, the Company’s taxable income or loss is reported on the individual stockholders’ income tax returns and, as such, no provision for income taxes has been made in the accompanying financial statements. 8 NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued) Concentration of Credit Risk From time to time, the Company maintains cash deposits at a financial institution that exceed federally insured limits. The contract receivables of the Company are unsecured; however, the Company retains its lien rights in the event that payment is not received. Contract receivables from two customers amounted to approximately 61% of the total receivables at December 31, 2022. Revenues from two customers amounted to approximately 47% of all revenues for the year ended December 31, 2022. Use of Estimates The preparation of financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities as of the balance sheet date and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. Revenue recognition under the percentage-of-completion method is based upon estimates of costs to complete individual contracts. Management’s judgment in determining the adequacy of the estimates is based upon several factors, which include, but are not limited to, estimating experience, specific job conditions and current economic conditions. Given the nature of the construction industry and the inherent uncertainties in estimating costs, it is reasonably possible the Company’s estimated costs to complete the individual contracts could change in the future. Employee Benefit Plan The Company maintains a qualified profit sharing plan under Section 401(k) of the Internal Revenue Code for all eligible employees. The Company’s contribution amounted to $30,000 for the year ended December 31, 2022. Subsequent Events The Company has evaluated subsequent events through March 10, 2023, which is the date the accompanying financial statements were available to be issued. NOTE 2. INVESTMENT IN MARKETABLE SECURITIES Marketable securities at December 31, 2022 consisted of interest bearing funds with an aggregate fair market value of $67,848. 9 NOTE 3. CONTRACT RECEIVABLES Contract receivables at December 31, 2022 consisted of the following: Billed $ 2,898,116 Retentions 3,930,104 Unbilled 690,480 $ 7,518,700 NOTE 4. CONTRACTS IN PROGRESS Contracts in progress at December 31, 2022 consisted of the following: Costs incurred on uncompleted contracts $38,609,639 Estimated profit recognized 4,146,989 42,756,628 Billings on uncompleted contracts 44,087,384 $(1,330,756) This amount is included in the accompanying balance sheet as follows: Costs and estimated earnings in excess of billings on uncompleted contracts $ 1,197,697 Billings in excess of costs and estimated earnings on uncompleted contracts 2,528,453 $(1,330,756) The asset “Costs and estimated earnings in excess of billings on uncompleted contracts” represents revenues recognized in excess of amounts billed. The liability “Billings in excess of costs and estimated earnings on uncompleted contracts” represents billings in excess of revenues recognized. NOTE 5. PROPERTY AND EQUIPMENT Property and equipment at December 31, 2022 consisted of the following: Equipment and furniture $ 61,516 Transportation equipment 231,747 293,263 Less accumulated depreciation 105,589 $ 187,674 Depreciation expense amounted to $12,048 for the year ended December 31, 2022. 10 NOTE 6. LONG-TERM DEBT The Company has two notes payable related to the purchase of transportation equipment and a loan from the Small Business Administration. The notes include interest ranging from 0.00% to 4.49 % per annum and are secured by the equipment. The cumulative monthly payment amounts to $1,315. Aggregate maturities of long-term debt subsequent to December 31, 2022 are as follows: 2023 15,774 2024 8,772 2025 8,772 Thereafter 123,684 $ 157,002 NOTE 7. LINES OF CREDIT As of December 31, 2022, the Company had a line of credit with maximum borrowings of $1,500,000 with Synovus Bank, bearing interest, payable monthly, at 2.75% above the SOFR per annum. The line matures on August 2025 and the outstanding principal balance is due on that date. The line is personally guaranteed by the stockholders of the Company and collateralized by assets of the Company and real estate owned by the stockholders. NOTE 8. COMMITMENT AND CONTINGENCIES Warranties The Company, in its normal course of business, provides a one-year warranty covering materials and workmanship. The Company’s policy is to expense costs in connection with this warranty in the period such costs are incurred. In the opinion of management, based upon prior experience, future warranty costs, if any, are not anticipated to be material. Other The Company may be party to certain contracts which contain provisions for payment of damages upon late completion of the contracts. It is management’s opinion that these amounts, if any, are not material at December 31, 2022. 11 NOTE 9. STOCKHOLDERS’ EQUITY Stockholders’ equity at December 31, 2022 consisted of the following: Common stock; $1 par value; 100 shares authorized, issued and outstanding $ 500 Additional paid-in capital 57,225 Retained earnings 5,021,444 $ 5,079,169 NOTE 10. RELATED PARTY TRANSACTIONS Office and Warehouse Lease The Company leased an office and warehouse facility from its stockholders, on a month to month basis. The lease provided for a monthly rental amount of $800. Total rent expense for all leases amounted to $6,339 for the year ended December 31, 2022. The lease terminated in November 2022. Other From time to time, the Company pays fees to a construction consulting firm related by common ownership. Fees incurred, if any, are included in operating expenses for the year ended December 31, 2022. NOTE 11. BACKLOG The Company expects to realize revenue from work to be performed on contracts in progress at year-end and from contractual agreements for which work has not commenced. At December 31, 2022, estimated revenues from backlog consisted of the following: Contracts in progress $101,614,150 Less: revenue earned 42,756,628 $ 58,857,522 6(&7,21 48$/,),&$7,216 6XFFHVVIXO5HODWHG([SHULHQFH Contractor’s Name: +$&RQWUDFWLQJ&RUS Project Location: 3DOP&RDVW)/ 2ZQHU )ODJOHU&RXQW\6FKRRO%RDUG (DVW0RRG\%OYG%OGJ %XQQHOO)/ 2ZQHUV5HS &KDUOHV&RDWHV 7RWDO6L]H VI )LQDO&RVW Detailed Description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roject 7LWOH: 0DWDQ]DV+6$GGLWLRQDQG5HQRYDWLRQ )LUP 5HVSRQVLELOLW\ 3ULPH&RQWUDFWRU !% % '(% '$ % ! #$& !& &)"'!!)% % " !% ( '!!)% % &&$"$!"! " "!&$& ! "$# $!% % ) ) ) ) ) ) )) ))**) )*+) ) ) ) ) ) ) )) )) ) # )) ) ))'&'(* **) )*) ) ") )! ) +) ! +) ) ) ) ) ), ") )) ) ) ) *) ) ) )") ) ) +) ) ") ) ) ) ) )) ) !) ) ) ) )$ "* ) ) ) ) ) ) ) ) )#) ) ) ) ") *)**) )*)! ) ) )% "+) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) * ) ) ) +) ) ) ) , +) ) ) ) ) ) ) ) ) ) ) )) ) ) ) )$ *)) )) )) )**) )*)) ") +) ) ") ) ) ) ) ) ) ") )! )! ) ) ) ) * )" ) ) ") ) )) ) ) +) ))) ) )* !$ ) 6XFFHVVIXO([SHULHQFH Contractor’s Name: +$&RQWUDFWLQJ&RUS 2ZQHU 6RXWKHDVW2YHUWRZQ&5$ 1:QG$YHUG)ORRU 0LDPL)/ &RPSOHWLRQ'DWH 7RWDO6L]H VI 7RWDO9DOXH 0 +$&RQWUDFWLQJ&RUS ProjectLocation: 0LDPL)/ Project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hristine King Board Chair James D. McQueen Executive Director SOUTHEAST OVERTOWN/PARK WEST COMMUNITY REDEVELOPMENT AGENCY 819 NW 2nd Avenue, 3rd Floor | Miami, FL 33136 (305) 679-6800 | www.seopwcra.com | cra@miamigov.com Genesis Cuevas Purchasing Department City of Sunny Isles Beach 18070 Collins Ave. Sunny Isles, Beach, FL 33160 RE: Letter of Reference on Behalf of H.A. Contracting Corp. Dear Genesis: I am writing to recommend H.A. Contracting. Our experience working with H.A. Contracting Corp. on Town Park – North, South and Village has been very professional, and I believe they possess the qualities and necessary skills and work ethic to successfully complete your project as well. From the outset, H.A. Contracting Corp. demonstrated a thorough understanding of the project requirements and provided a detailed, competitive, and transparent bid. Their project management team impressed us with their proactive approach to planning and problem- solving, ensuring that the project stayed on schedule and within budget. Their attention to detail and commitment to quality craftsmanship was evident in every aspect of their work. The team at H.A. Contracting Corp. is composed of highly skilled professionals who are knowledgeable in their respective fieldsDQGWheir ability to adapt to unforeseen challenges without compromising on quality or timelines was truly commendable. Please feel free to contact me if you have any questions or require further information. I am more than happy to discuss our experience with H.A. Contracting Corp. in greater detail and provide any additional insights that may assist you in making your decision. Thank you for considering my recommendation. I am confident that H.A. Contracting Corp. will exceed your expectations and deliver outstanding results for your project. Sincerely, Brian Zeltsman, RA Director of Architecture and Development Southeast Overtown/Park West CRA 6XFFHVVIXO([SHULHQFH &RQWUDFWRU·V1DPH +$&RQWUDFWLQJ&RUS 2ZQHU 7UXH1RUWK&KDUWHU6FKRRO 1 .HQGDOO'ULYH 0LDPL)/ &RPSOHWHG 7RWDO6L]H VI 7RWDO9DOXH 7UXH1RUWK&KDUWHU6FKRROLQFOXGHGWKHFRQVWUXFWLRQRIDQHZ (GXFDWLRQDO)DFLOLW\DQGDGGLWLRQWRDQH[LVWLQJEXLOGLQJRQ FDPSXVIRUWKH%LOHFD)RXQGDWLRQ 7KHSURMHFWFRQVLVWHGRIWKHIROORZLQJFRPSRQHQWV 1HZWZRVWRU\EXLOGLQJZLWK FODVVURRPV 3URYLGHGQHZURRILQJV\VWHPRQFDPSXV 3URYLGHGQHZ+9$&6\VWHPRQFDPSXV $GGHGDVHFRQGIORRUWRDQ H[LVWLQJ FODVVURRPEXLOGLQJRQ FDPSXV 5HFRQILJXUHGWKHSDUNLQJ ORWWRDGGPRUHVSDFHV +$&RQWUDFWLQJ&RUS 3URMHFW /RFDWLRQ .HQGDOO)/ 3URMHFW7LWOH 7UXH1RUWK&KDUWHU 6FKRRO )LUP5HVSRQVLELOLW\ 3ULPH&RQWUDFWRU 7KHWHDPKDVFRPSUHVVHGDQPRQWKVVFKHGXOHLQWRPRQWKV YLDH[WHQGHGZRUNLQJKRXUDGGLWLRQDOVKLIWVDQGRYHUODSSLQJ WUDGHV 2XUNH\SHUVRQQHORQWKLVSURMHFW LV+HQU\$QJHORDV 3URMHFW([HFXWLYHDQG/XLV*LUDOGRDV6XSHULQWHQGHQW 6XFFHVVIXO([SHULHQFH Contractor’s Name: +$&RQWUDFWLQJ&RUS Project Location: Project 7LWOH: 6RXWKVLGH 3UHSDWRU\ 6FKRRO 0LDPL)/ )LUP5HVSRQVLELOLW\ 3ULPH&RQWUDFWRU 2ZQHU 0LDPL'DGH&RXQW\3XEOLF6FKRROV 1(QG$YH 0LDPL)/ &RPSOHWHG ,QSURJUHVV 7RWDO6L]H VTIW 7RWDO&RVW 7KLV QHZVHYHQVWRU\PLGGOHVFKRROSURYLGHVHGXFDWLRQDO IDFLOLWLHVIRUJUDGHVDQGZRUNIRUFHKRXVLQJDSDUWPHQWV IRUGLVWULFWHPSOR\HHVORFDWHGLQ0LDPL'DGH &RXQW\ 7KHQHZFRQVWUXFWLRQSURMHFWLQFOXGHV JHQHUDOVFLHQFHDQG(6( FODVVURRPV VNLOO GHYHORSPHQWDUWDQGPXVLFODEV DQ DGPLQLVWUDWLRQDUHD DPHGLDFHQWHULLWFKHQ DQGD NXOWLSXUSRVHURRGӡOHYHO SK\VLFDOHGXFDWLRQDUHDVLQJOH EHGURRPDSDUWPHQWVIRUZRUNIRUFHKRXVLQJRQWKHQGDQG UGIORRUVSULYDWHSDUNLQJIRUUHVLGHQWLDOXQLWVRQWKHJURXQG OHYHODQGQHZXWLOLWLHVVHUYLFHVIRUPL[XVHSURMHFW 2XU.H\3HUVRQDOLQYROYHGRQWKLVSURMHFWLQFOXGHV+HQU\ $QJHOR,9DV/HDG3URMHFW0DQDJHU'RQQD6WDVLFNDV $VVLVWDQW3URMHFW0DQDJHUDQG(OFLD6NHHWHDV3URMHFW $GPLQLVWUDWRU +$&RQWUDFWLQJ&RUS 6XFFHVVIXO([SHULHQFH &RQWUDFWRU·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ontractor’s Name: +$&RQWUDFWLQJ&RUS Project Location: 6XQULVH)/ 2ZQHU 7KH6FKRRO%RDUGRI%URZDUG&RXQW\ :2DNODQG3DUN%OYG6XLWH 6XQULVH)ORULGD &RPSOHWHG 7RWDO6L]H VI 7RWDO&RVW 3LSHU+LJK6FKRROLQFOXGHVDFDPSXVZLGH+9$&XSJUDGHRI WKHIROORZLQJFRPSRQHQWV 5RRI7RS0RXQWHG$+8·VUHPRYHGDQGUHSODFHG 9$9·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roject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ontractor’s Name: +$&RQWUDFWLQJ&RUS 2ZQHU (GHQ5RF3DUWQHUVKLS//& %ULFNHOO$YH 0LDPL)/ &RPSOHWHG 6TXDUH)RRW 7RWDO&RVW +$&RQWUDFWLQJ&RUS Project Location: &RUDO*DEOHV)/ Project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ontractor’s Name: +$&RQWUDFWLQJ&RUS 2ZQHU %DVNHWEDOO3URSHUWLHV/WG %LVFD\QH%OYG 0LDPL)/ &RPSOHWHG 6TXDUH)RRW VI 7RWDO&RVW +$&RQWUDFWLQJ&RUS ProjectLocation: 0LDPL)/ Project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ontractor’s Name: +$&RQWUDFWLQJ&RUS 2ZQHU &,0*URXS 0DULHWWD6WUHHW1:6XLWH $WODQWD*$ &RPSOHWLRQ'DWH 6TXDUH)RRW 7RWDO&RVW +$&RQWUDFWLQJ&RUS Project Location: 0LDPL)/ Project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´FODVV $µOREE\ UHVWURRP 2XUWHDPVHOISHUIRUPHGRIWKLVSURMHFWZKLFKLQFOXGHGWKH GHPROLWLRQFDUSHQWU\DQGDOOILQLVKHV 7RFRPSOHWHWKHZRUNZKLOHNHHSLQJWKHEXLOGLQJRSHUDWLRQDO WKHHQWLUHSURMHFWZDVHQFORVHGZLWKD KLJKZHDWKHUSURRI ZDOOWKDWVHSDUDWHGWKHPDLQOREE\IURPWKHFRQVWUXFWLRQ]RQH 7RVDIHO\FRPSOHWHURRIRSHUDWLRQVZHFRRUGLQDWHGZLWK H[WHUQDOVWDNHKROGHUVLQFOXGLQJ)'27WRVKXWGRZQPDLQURDGV DQGUHGLUHFWWUDIILF Client Architect Project Location Contract Amount Completion % Completion DateOrange County Pubic Schools Graef Dr. Phillips HS Renovations Orlando, FL 3,700,000.00$ 90.00% 05/23/25The School Board of Broward County Wolfberg Alvarez & Partners Piper High School- Smart Program Renovations Sunrise FL 14,964,000.00$ 99.00% 09/01/22St. Andrews Church St. Andrews Charter School Kendall, FL 7,275,000.00$ 90.00% 09/01/22The School Board of Broward County Wolfberg Alvarez & Partners Deerfield Beach HS- Smart Program Renovations Deefield Beach, FL 5,314,000.00$ 40.00% 12/01/22Overtown Community Redevelopment Agency Cazo/Jarro Town Park Village - South/North Miami, FL 9,548,000.00$ 10.00% 12/01/22School Board of Broward County SGM Engineeering Coconut Creek High School Pompano, FL 6,100,000.00$ 90.00% 03/30/25School Board of Broward County Song & Associates Country Hills Elementary School Sunrise, FL 4,350,000.00$ 90.00% 2/30/25School Board of Broward County SGM Engineering Sanders Park Magnet Sunrise, FL 7,600,000.00$ 40.00% 07/18/25School Board of Broward County KVH Architects, P.A. Park Springs Elementary Coral Springs, FL 7,900,000.00$ 65.00% 04/25/25School Board of Broward County LIVS Associates Indian Trace Elementary Weston, FL 8,242,000.00$ 75.00% 09/25/25Miami Dade Public Schools Zyscovich Brickell Secondary School Miami, FL 30,000,000.00$ 90.00% 03/30/25Greater Orlando Aviation Authority PSA AS-3 Wing 1 Restroom Renovations Orlando, FL 230,000.00$ 98.00% 03/20/25Greater Orlando Aviation Authority PSA V-982 Door Core Replacement Orlando, FL 500,000.00$ 30.00% 10/30/25Miami Dade Public Schools Palenzuela & Hevia Design Group Hialeah Gardens Elementary Hialeah, FL 7,000,000.00$ 40.00% 01/10/26Miami Dade Public Schools H.P. Consultants, Inc. North Miami High School Field Renovations Miami, FL 2,100,000.00$ 30.00% 10/30/25Miami Heat Arena N/A Broadcast Room Interior Building out Miami, FL $ 3,000,00.00 90.00% 03/01/25Miami-Dade County Public Schools Mermello Ajamil & Partners, Inc. Henry E.S. Reeves K-8 Addition Miami, FL 3,718,881.00$ 0.00% TBDJacksonville Aviation Authority Pond JIA General Aviation Facility Jacksonville, FL 7,433,325.00$ 30.00% 01/20/26City of Tallahassee Dodstone Architectsq Sustainable Southside Transit Facillity Tallahassee, FL 18,621,000.00$ 30.00% 05/08/26FDOT WGI, Inc. FDOT ADA Restroom Renovations Tallahassee, FL 2,431,000.00$ 10.00% 10/25/25Miami Dade Public Schools CMAR M. Hajjar & Associates David Fairchild Elementary School Miami, FL 2,000,000.00$ 75.00% 07/30/25City of Miami Badia Center Facility Building at Flamingo Park Miami, FL 10,196,918.50$ 75.00% 05/08/25Miami-Dade Public Schools Zyschovich Norwood Elementary School Renovations Miami, FL 1,747,000.00$ 100.00% 12/01/21Miami-Dade Public Schools R.E. Chisolm Architects Lake Stevens Elementary School Renovations Miami, FL 1,325,642.00$ 100.00% 06/01/21Overtown Community Redevelopment Agency LCK, AIA Town Park Plaza - North, South, Village Miami, FL 40,000,000.00$ 100.00% 09/01/22Miami-Dade Public Schools Edge of Architecture D.A. Dorsey Miami, FL 1,900,000.00$ 100.00% 12/31/20Eden ROC Partnership LLC Studio Five Design + Architecture Biltmore Hotel Renovation Coral Gables, FL 9,969,850.00$ 100.00% 09/01/20Basketball Properties, Ltd. EOA, Inc. American Airlines- Bacardi Lounge Renovation Miami, FL 3,300,000.00$ 100.00% 08/01/19Miami-Dade Public Schools PH Design Group Hialeah Middle School Miami, FL 8,088,620.00$ 100.00% 02/01/25Flagler County Public Schools Shinkle Shultz Matanzas High School Flagler, FL 28,000,000.00$ 100.00% 02/10/25Greater Orlando Aviation Authority R.L.Reed & Associates V-988 Beachline Warehouse Roof Replacement Orlando, FL 1,220,000.00$ 100.00% 03/25/24School Board of Broward County Song & Associates Mellenium 6-12 Tamarac, FL 6,000,000.00$ 100.00% 01/31/25School Board of Broward County SGM Engineering Cross Creek Elementary School Pompano Beach, FL 1,500,000.00$ 100.00% 05/25/24School Board of Broward County Sol-Arch Charles Drew FRC Pompano Beach, FL 3,650,000.00$ 100.00% 12/18/23Miami-Dade Public Schools Edision Senior High School Renovations Miami, FL 3,228,000.00$ 100.00% 10/01/23H.A. Contracting Current ProjectsH.A. Contracting Projects Completed Within the Last 5 Years3/5/2025 6(&7,21 67$)),1* Henry Angelo IV Director of Construction, H. A. Contracting Corp. Henry Angelo IV is the fourth generation Contractor in the Angelo family and a graduate from the University of North Florida, School of Construction. Mr. Angelo is responsible for overseeing the operations of all H. A. Contracting Corp’s continuting contract projects. He provides technical oversight, guiding the project team to deliver a successful project to each client. 15 Years Experience Bachelor of Science Building Construction University of North Florida AGC BIM Certified Construction Quality Management for Contractors OSHA 30-hour Miami Dade County Public Schools, Miami, FL Under this continuing contract we provided improvements, renovations and additions for more than twenty educational facilities. City of Miami Beach, Miami, FL Under this citywide and public works contract we provided improvements, renovations and new construction such as parking lots, parking garages, HVAC upgrades, roof replacements, convention center upgrades and repairs. Palm Beach County, Palm Beach, FL Under this continuing contract we provided improvement, renovations and new construction for the Palm Beach County Sherriff's Office, Museums, Government Build-out, UPS Office, Parks, and Lift Station. Southside Prep Academy, Miami, FL New Construction of a K-8 school and 10 new units for workforce housing. True North Charter School, Kendall, FL Project consisted of a new two-story facility with classrooms and administrative offices. Total SF 35,000. Total Cost $7.2M. Bacardi Ocho Lounge, Miami, FL Project consisted of interior renovation of the 10,000 SF Dewars Clubhouse in the Miami Arena. 801 Brickell Landlord Improvements, Miami, FL This renovation project consisted of a 27-story Class A office building. Similar Project Experience Carl Leneis Chief Estimator, H. A. Contracting Corp. Carl’s 20 + years of experience managing all aspects of construction projects totaling in excess of $2 billion dollars. Carl will be your first point of contact throughout the duration of your project. Mr. Leneis is responsible for the overall direction, coordination, and procurement to successfully execute your project. 26 Years Experience Bachelor of Science Civil Engineering Georgia Institute of Technology FL License CGC 1527788 Southside Prep Academy, Miami, FL This project consists of a new middle school and 10 new units for workforce housing. Park Springs Elementary School, Broward, FL This project consists of renovations to the Art Lab and Music Room; fire alarm replacement, HVAC improvements and building envelope improvements in all ten buildings. Charles Drew FRC, Broward, FL This project consists of site improvements, aluminum walkway repairs, re-roof and HVAC repairs/replacement in twelve buildings on this campus. Sanders Park Elementary, Broward, FL This project consists of chiller replacement, fire alarm system replacement, window replacement, re-roof, HVAC upgrades/ replacement, media center renovations and installation of fire sprinklers. Indian Trace, Broward, FL This project consists of roof replacement, HVAC replacement, and painting of the exterior buildings in eight buildings on this campus. Piper HS SMART Renovations, Sunrise, FL Campus wide HVAC upgrade including 31 roof top mounted AHU’s, 126 VAV’s removed and replaced, and all controls upgrade for all new and existing equipment. Coconut Creek High School, Broward, FL This project consists of auditorium seating – ada compliance, fire alarm system replacement, stem lab improvements and renovations to classrooms, media center and restroom improvements, mechanical improvements, roof replacements, and fire protection relocation. Country Hills Elementary School, Broward, FL This project consists of fire sprinkler improvements, aluminum covered walkways replacement, roof replacement, exterior stucco repair and repaint; mechanical upgrades in all buildings. Similar Project Experience Kristina McHugh Project Manager, H. A. Contracting Corp. With over 15 years of expertise in the Miami-Dade and Broward construction landscape, Kristina McHugh stands out as a seasoned Construction Project Manager, specializing in K-12 school projects across South Florida. Her role encompasses meticulous project progress monitoring, contract management, and the adept management of project documentation and pay applications. Kristina’s profound understanding of the unique challenges within educational facility construction is evident in her track record. She navigates the complexities with finesse, showcasing not only a mastery of project management methodologies but also an ability to seamlessly handle regulatory and logistical intricacies specific to K-12 school projects in the vibrant South Florida region.16 Years Experience Palm Beach Community College Park Springs Elementary School, Broward, FL This project consists of renovations to the Art Lab and Music Room; fire alarm replacement, HVAC improvements and building envelope improvements in all ten buildings. Charles Drew FRC, Broward, FL This project consists of site improvements, aluminum walkway repairs, re-roof and HVAC repairs/replacement in twelve buildings on this campus. Sanders Park Elementary, Broward, FL This project consists of chiller replacement, fire alarm system replacement, window replacement, re-roof, HVAC upgrades/replacement, media center renovations and installation of fire sprinklers. Indian Trace, Broward, FL This project consists of roof replacement, HVAC replacement, and painting of the exterior buildings in eight buildings on this campus. Coconut Creek High School, Broward, FL This project consists of auditorium seating – ada compliance, fire alarm system replacement, stem lab improvements and renovations to classrooms, media center and restroom improvements, mechanical improvements, roof replacements, and fire protection relocation. Country Hills Elementary School, Broward, FL This project consists of fire sprinkler improvements, aluminum covered walkways replacement, roof replacement, exterior stucco repair and repaint; mechanical upgrades in all buildings. Cross Creek School, Broward, FL This project consists of fire alarm replacement, exterior painting in six buildings, exterior chiller and HVAC replacement including all components. Millennium Academy, Broward, FL This project consists of roof replacement, HVAC window upgrades and renovations to the music, art and band rooms. Similar Project Experience Peter Xiggoros Superintendent, H. A. Contracting Corp. Mr. Xiggoros has over 30 years of leading projects as a Superintendent. His leadership combined with construction knowledge make him an asset to the team. He has excellent communication skills and will take responsibility for developing solutions to problems. Peter’s role includes planning and implementing construction means and methods, schedules, productivity innovations, and site logistics. His on-site coordination of manpower, materials, and equipment helps to ensure on-schedule construction, a high level of quality, and safety for all personnel on the project site. 31 Years Experience Technical School of Construction 30 Hour OSHA 40 Hour Site Safety Manager 32 Hour Supported Scaffolding Track safety certification CPR Training Country Hills Elementary School, Broward, FL The Architect of record is Song & Associates. This project consists of Roof Replacements in buildings 1-6 and 8-10. HVAC Replacements in buildings 1-6, 8-9 and 85 this included 5 AHU and 44 Fan Coils Units. The interior work consisted of fire sprinkler system in building 2. Millennium Academy, Broward, FL The Architect of record is Song & Associates. This project consists of Roof Replacements in buildings 1-3. HVAC Replacements in buildings 4 included 3 AHU’s, 1 Chiller and 18 VAV’s. The interior work consisted of window replacements and a complete renovation to the Music, Art, Band and Ensemble rooms. Piper HS SMART Renovations, Sunrise, FL Campus wide HVAC Replacements including 31 roof top mounted AHU’s, 126 VAV’s removed and replaced, and all controls upgrade for all new and existing equipment. Lauderdale Lakes Middle School, Ft. Lauderdale, FL Removed and replaced HVAC systems, roof, main switch gear, replaced stem labs and media center renovations. Hollywood Hills High School, Hollywood, FL Media center renovated, Stem labs renovated, wood shop, renovated, main switch gear replaced, full roof replacement Sheridan Hills High School, Hollywood, FL Upgraded the following: HVAC system, main switch gear, and electrical boxes. Full roof replacement, stem lab and media center renovations. Similar Project Experience PRIMARY CONTACT PRECONSTRUCTION CONSTRUCTION Henry Angelo IV Director of Construction LEADERSHIP Kristina Mchugh Project Manager Carl Leneis Chief Estimator Peter Xiggoros Superintendent Organizational Chart 31 6(&7,21 $3352$&+0(7+2/2*< PRECONSTRUCTION The preconstruction phase as the most critical part of any project. The budgeting, reviewing, phasing, planning, and procurement services we perform during this phase are an integral part of the project’s overall success. Our goals during preconstruction are to provide accurate cost and schedule evaluations and establish a plan for successful construction. To achieve these goals, we place a strong emphasis on acquiring a comprehensive understanding of the project. During this process, we identify new technologies, innovative design ideas, and basic options that can be integrated into the project design to create an affordable, efficient facility. Ultimately, we develop a safe, detailed, proactive construction program for the project. TARGET VALUE PLANNING Early in the process, we identify and address budget parameters, phasing requirements, and quality expectations based on the owner/client goals and values As we work through the preconstruction phase, decisions will be made with the defined goals and values in mind. Our preconstruction team provides a host of services: PRECONSTRUCTION TEAM DEVELOPMENT In addition to our preconstruction team, our project manager and superintendent will be involved from the beginning of the project. We include the project team so they can provide expertise in areas such as scheduling, site logistics, and subcontractor solicitation. More importantly, with the project team involved in the project planning, we can maintain momentum when we start construction because our team is fully knowledgeable. PROJECT COORDINATION AND PLANNING After establishing the project team, implementing effective coordination and management activities is critical. Due to our experience on both construction management and design-build projects, we have become adept at managing the preconstruction design team during the project’s initial stages. We start by developing a responsibility matrix and a design development plan to guarantee complete coverage of all tasks and to facilitate the requirements of the construction plan. BUDGET DEVELOPMENT AND REPORTING We will not only utilize our vast Florida relationships with the subcontractor and supplier community, we will also solicit our regional reach to the most qualified trades in order to maximize the dollars being spent while balancing local participation. We will provide ownership with an open book analysis so that together, we can make the proper call on the award of the packages. Throughout the preconstruction phase, we work closely with the design team to coordinate their design with our estimating efforts. We develop detailed cost estimates at various stages of design to aid in guiding the design into a specified construction budget. We provide the design team with accurate cost and constructability data to facilitate informed decisions as the design progresses. Each level of design dictates a unique process to guarantee that all costs are accounted for accurately. Many projects require four distinct estimates: 1. Conceptual estimate 2. Schematic design estimate 3. Design development estimate 4. Construction documents Real-Time Costing Though we develop estimates at the specified design intervals, we believe that constant real-time costing is an extremely important part of an efficient preconstruction process. By implementing constant real-time costing, we provide continuous feedback to the design team so they do not expend valuable time without knowing if their design is feasible from a cost, schedule, or constructability standpoint. Estimating Tools, Resources, and Comparisons Takeoff System: Our team On-Screen Takeoff®, to provide a useful visual representation of our takeoff for reference between project team and the design team. Subcontractors/Vendors: Subcontractors and vendors are a vital component of each phase for verifying market conditions, construction approach, manpower, logistics, and value analysis. It is important to get timely subcontractor market data at every estimate phase to attain a high level of accuracy. Project Comparisons: Previous similar projects are used not only for comparison but also as a template for the scope of the project long before the design documents are fully detailed. These projects often serve as a resource for value analysis as well. Estimate Comparisons: As each new estimate is developed, we generate a side-by-side comparison of each discipline relative to our estimate at the prior stage of design. For example, the schematic design estimate will be compared side by side with the design development estimate. Any variances will be fully explained so the entire team is aware of how the estimate has been affected by the design progress and the decisions made in each stage of the project. VALUE ANALYSIS We strive to optimize the facility’s value for the owner’s cost without sacrificing the integrity of the design or exchanging front-end costs for long-term maintenance costs. The focus of our value analysis is threefold: 1. Enhance the quality of design without increasing life cycle costs 2. Maintain the required levels of building and system performance 3. Qualify all architectural and engineering designs on a cost/performance basis Isolating and Eliminating Unnecessary Cost In our analysis, each proposed construction material or method is scrutinized in terms of cost feasibility, schedule feasibility, material availability, availability of qualified labor, and experience. We use historical and current project experience and input from qualified subcontractors to identify cost-effective options for material selections and construction details throughout the preconstruction process. This allows the owner to make informed decisions that maximize the value of the project without sacrificing programmed function or other desired features of the building. Analyzing the Most Cost-Significant Items Our value analysis effort covers all aspects of the project. The largest cost savings tend to come from evaluating different approaches to the major cost drivers. To identify likely candidates, we compare each category of construction on your project to those of similar past projects. The comparison usually identifies aspects of your project that are more expensive than the same aspect of a similar project. Our past experience provides extensive historical data to identify benchmarks for determining reasonable costs for each item. Depending on current market conditions, past project costs must be adjusted up or down for a proper comparison. We analyze the most significant items and compare them to these reference points. It is important that the owner, design team, and project team jointly evaluate all value analysis options. Sometimes the right decision results in an initial cost increase rather than an immediate savings. The purpose of such an increase would be to improve the building’s life cycle or lower its life cycle costs, providing savings over time. We strive to present comprehensive information about each option to give the owner the best foundation to reach an informed decision. Often this includes visiting other projects that have incorporated a similar option, discussing long-term maintenance costs, or bringing in specific material manufacturers to learn more about their products. Regardless, value analysis must be approached as an informed team decision rather than a search for the cheapest alternative. Scheduling An accurate, comprehensive schedule is the foundation for a successful construction project. As the blueprint for the job’s execution, the schedule must be thoughtfully considered and well planned from the preconstruction phase. We believe the best way to be sure our schedule meets the demands of the project is to put the schedule into the hands of the project manager and superintendent who will lead the job. Using Primavera P6 software, our project team creates a comprehensive schedule with input from all members of the project team: owner, architect, engineers, end users, and contractor. Throughout the project, the project manager and superintendent track our progress against the schedule and report back to the team. The project schedule focuses primarily on the project team’s preconstruction activities and sets appropriate timelines for the essential activities. We monitor the schedule closely to make certain these activities progress to accommodate the construction start date. We will allot time for early release packages, schematic design, design development, and final construction documents. Visually representing these phases allows us to understand the owner’s and architect’s timeline and make sure that our team is on track to revise pricing and execution plans as each new set of drawings is issued. Additionally, we delineate when and how trade subcontractors for specific systems will need to participate. Consequently, we know exactly when each subcontractor should begin taking part in our team discussions, and we can expedite the buyout process to accommodate those needs. While working through the schedule with each trade subcontractor during pre- planning, we can add important details related specifically to the subcontractor’s work and prepare for and mitigate potential issues. Similarly, planning the schedule duration for the project thoroughly during the preconstruction phase allows us to help the owner determine when to purchase equipment so it will arrive and be installed in time for the facility’s opening. Detailing these items in the preconstruction schedule at the outset of the project makes certain the entire project team understands their roles and the deadlines that will determine the project’s success. SCHEDULE DEVELOPMENT AND TRACKING During preconstruction, we develop the master schedule for the project in Primavera Project (P6). As the project enters the construction phase, subcontractors provide schedules to be incorporated into the overall project schedule. As shown on our attached sample schedule, submittals and shop drawings are listed and tracked in the overall project schedule. These details are based on the subcontractors’ specific work plans and reflect their proposed manpower and resource allocations for the project. This schedule then becomes the measure by which we track the overall status of the project and hold the contractors accountable for their progress. P6 is capable of cost and resource loading. For accuracy, the data is loaded into P6 with assistance from the subcontractors. P6 provides a monthly cost to complete print out. At the request of the client, P6 can be used as the billing tool to generate the monthly invoices. To ensure that the schedule is updated accurately and frequently, our project managers perform these activities themselves rather than subcontracting the task to outside consultants. This gives us the ability to react to day-to- day progress and analyze the schedule impact of particular activities and events on the project. In addition, as the owner’s needs or working conditions change, we can quickly assess how those changes will affect the schedule and modify it accordingly. SUSTAINABILITY EXPERTISE We are committed to implementing sustainable construction practices wherever possible. We realize it is our duty as a builder, a community member, and a corporate citizen to act as a steward of our natural resources for future generations. Construction waste recycling, air quality control, sustainable office practices, and reuse of existing materials are a few of our focus areas. CONSTRUCTABILITY, SUSTAINABILITY, AND SAFETY REVIEWS From the first set of design documents through final CDs, constructability reviews are an ongoing part of the preconstruction process. The constructability review process ensures that: • Drawings are complete and coordinated among disciplines • Defects, omissions, inconsistencies, conflicts, ambiguities, and lack of clarity in documents are identified for correction • All required construction work is included in the contract documents • Selected building systems are compatible and viable Our project team also evaluates the project design from the perspective of practicality. We review construction details, material compatibility, material installation methods, ease of maintenance, access to concealed components, and other issues that can affect cost or schedule. In addition, we review crane locations, staging and lay down areas, protection of public egress, limitations or restrictions on hours of operation, traffic patterns, and other items that may seem insignificant but can also affect cost or schedule. By evaluating a project from this perspective during the design phase, we can minimize or eliminate potential problems and their associated costs. • Drawings are complete and coordinated among disciplines • Defects, omissions, inconsistencies, conflicts, ambiguities, and lack of clarity in documents are identified for correction • All required construction work is included in the contract documents • Selected building systems are compatible and viable Our project team also evaluates the project design from the perspective of practicality. We review construction details, material compatibility, material installation methods, ease of maintenance, access to concealed components, and other issues that can affect cost or schedule. In addition, we review crane locations, staging and lay down areas, protection of public egress, limitations or restrictions on hours of operation, traffic patterns, and other items that may seem insignificant but can also affect cost or schedule. By evaluating a project from this perspective during the design phase, we can minimize or eliminate potential problems and their associated costs. EQUIPMENT REVIEW/COORDINATION One of the most critical aspects of completing a project successfully is making sure the facility can open for business as soon as the certificate of occupancy is received. It is important that the project team be involved with the procurement of furnished equipment, furnishings, and fixtures to coordinate the installation of those items with the building construction and troubleshoot potential problems before the project is complete. We will: • Review equipment shop drawings and specifications to verify the services and conditions required for proper installation • Verify schedule lead times, delivery dates, and installation durations WORK PACKAGE SCOPE DEVELOPMENT After determining the best work package breakdown, we develop comprehensive scope documents detailing the responsibilities of each trade contractor. These documents are meticulously developed using the design team’s specifications, the requirements of the governing authorities, and our scope documents. Our focus is to develop a set of documents that has no overlaps or gaps in the project scope and that clearly defines and delineates the trade contractors’ responsibilities. This ensures that the project has both competitive bid pricing and minimal changes to the final cost. Subcontractor and Vendor Solicitation Historical data has proven that the more interest (and bidders) a project has, the lower the bid results. Therefore, as the project enters the bid phase, we work diligently to generate interest in the project and solicit potential subcontractors. We do this through the use of our extensive databases, phone calls, electronic notification, and plan distribution systems. We also work with the client to solicit local and minority subcontractors based on the client’s goals for the project. Some of our methods to encourage local participation are detailed below. Developing the Right Bid List Our team has compiled an extensive database of subcontractors and vendors due to our large volume of work. We meet with the owner to develop a subcontractor and vendor bid list that reflects the project’s goals and values. Once pricing is completed, we evaluate each company and identify subcontractors that are capable of completing the project to our high standards of quality and safety. We present these recommendations to the client and choose a suitable subcontractor list with the right mix of local and minority/disadvantaged business subcontractors and vendors. Using this teamwork approach, we can maximize local participation while assembling the best and most qualified team of subcontractors and vendors. Building Relationships Over the history of the company, we have earned the confidence and trust of local businesses and vendors in the communities where we work. We develop these relationships by being good neighbors, working cooperatively on projects, running efficient projects, treating these businesses fairly, setting them up for success, paying them on time, and helping provide them with OSHA safety training specific to their trades. The owner reaps the benefit of these relationships in competitive pricing, quality products, and the security of knowing that these vendors can be depended on for warranty issues or follow-up projects. Assembling Bid Packages Once the bid list has been assembled, we send out bid solicitation requests. As part of our subcontractor solicitation, we divide the project into manageable scopes of work, or bid packages, for which the subcontractors/ vendors submit pricing. These bid packages ensure equal competition because all subcontractors and vendors price the same scope, and their final bids can be compared with one another to determine the best value. Our goal is to evaluate all bids transparently and treat all firms fairly. MARKET TREND ANALYSIS Our team works diligently to stay abreast of market trends and current market costs so that our clients receive the maximum value on their projects. Over the past 10 years, the construction industry has experienced wide variations in the prices of construction materials and labor based on a variety of causes. If not managed effectively, these fluctuations can create significant issues for construction projects. We have developed a two-part plan to mitigate any potential problems. First, we track long- and short-term material and labor cost trends across all major trades and materials and collect extensive data from respected industry sources. We evaluate this data in conjunction with microeconomic forces to determine its relevance on a local level. By combining national and local data, we can detect trends in certain material/labor types and extrapolate data to forecast future variations. This information is invaluable during the preconstruction phase of the project. In the second part of our plan, we develop project-specific strategies to address issues identified by our evaluation. Four specific strategies are most effective: 1. Early purchase of materials 2. Bulk purchase of materials 3. Design alternates 4. Unit pricing CONSTRUCTION MANAGEMENT Construction management is an excellent alternative to the standard design-bid-build approach to construction procurement, particularly on large, complex projects involving multiple work areas and phases. As construction managers, we use our experience, knowledge, and resources to assist the owner in managing the overall planning, design, and construction of a project. From the initial planning to the completion of the project, we will be your primary point of contact, saving you the time and trouble of coordinating multiple contracts and contractors. As your construction manager, we will coordinate all project functions—including estimating, value analysis, constructability reviews, project operations and management, scheduling, cost control, quality control, and safety—and deliver a successfully completed project. PLANNING Our preconstruction team will review the project and develop a plan that will ensure proper execution of the building process. Some of the key aspects of this preconstruction effort are: • Meeting with the owner and the architect/ designer to better understand the project goals from the owner’s perspective and to make sure we understand what services are needed and where our efforts should be focused • Scheduling all architect/engineer activities during the design phase to relieve the owner of the need to employ an additional program manager for this function • Providing detailed conceptual cost estimates during the design of the facility—including a schematic design estimate, a design development estimate, and a final estimate—to ensure maximum value for each construction dollar • Providing construction feasibility recommendations regarding ease of construction, availability of labor and material, and time and cost impacts of various methods • Conducting a detailed analysis of the scope to identify potential cost or time savings resulting from the use of alternative methods or materials • Developing a site-specific safety plan • Developing a site logistics plan for construction sequencing, materials management, equipment management, and labor workflow • Recommending equipment that may be furnished by the owner and coordinating the release of component materials with long procurement times • Assisting the owner with the preparation of trade contract agreements, specifically focusing on contract provisions and scope of work • Establishing lines of authority and accountability, and confirming all team members’ responsibilities to avoid any gaps • Assisting the owner in timing equipment decisions, delivery dates, and other key milestones • Detailing our plan for subcontractor solicitation and selection • Helping establish final inspections, punch list items and resolution, and move-in coordination OVERALL PROJECT COORDINATION We act as an extension of your existing management team and supplement your staff with the construction expertise necessary to coordinate the building program with your management requirements. During the construction phase, our project management and field supervision team begins comprehensive and detailed coordination and monitoring of the construction activities to ensure that the project cost, schedule, quality, and LEED goals are achieved. This includes working closely with the subcontractors to ensure they are proceeding in accordance with the project schedule and phasing. This is achieved through: • Preconstruction and installation meetings • Schedule progress and coordination meetings • Task-specific coordination and update meetings • Meeting minutes and reports • Daily on-site coordination • Quality and safety monitoring Our team also establishes effective working relationships with the owner, architect, and each team member through: • Owner/architect/contractor/construction manager (O/A/C/CM) meetings • Monthly status reports and updates • Topic-specific meetings, correspondence, and reports These meetings, reports, and updates ensure that all parties are aware of the project’s status and are participating in the reviews and decisions necessary for the project’s continued progress. Our team also takes responsibility for essential construction related activities, such as: • Monitoring sales tax abatements • Tracking LEED-required documentation • Scheduling permit inspections and surveys • Coordinating with governing authorities and utilities SUBCONTRACTOR COORDINATION AND MANAGEMENT Although the subcontractors are responsible for the means and methods of their work, we collaborate closely with them to ensure that their methods are appropriate and their work is sequenced properly. In addition, we work to ensure that each subcontractor’s work is coordinated well with that of other subcontractors. FINANCIAL TRACKING AND REPORTING During the construction phase, we closely monitor and provide regular updates of the financial status of the project. This includes cash flow projections, application for payment reviews and approvals, billing status updates, stored materials reviews, and sales tax abatement monitoring. SUBCONTRACTOR CHANGE ORDERS AND CLAIMS While our goal on every project is to eliminate change orders, it is possible that some change orders will be required. When this occurs, our team clearly identifies the reason for the change, provides a preliminary estimate of its cost impact, scrutinizes any related contractor pricing, and then provides a recommendation for the owner on whether to approve or reject the change order. Furthermore, we thoroughly document and record correspondence, meetings, and progress on the project to fully support our recommendation on any contractor change order requests or claims. At each O/A/C/CM meeting, we provide to the owner a set of reports that identify original project value, any approved/ pending/upcoming changes, and the expected final project value. Finally, it is important to note that the keystones of our construction management philosophy have proven very effective in mitigating change order requests, constructor claims, and project cost increases. Our commitment to planning, project leadership, and teamwork extends to the subcontractor level. This approach results in strong working relationships with each subcontractor and increased cooperation and coordination. This in turn reduces surprises, frivolous claims, and change order requests resulting from poor planning and coordination. SUBCONTRACTOR PAY REQUESTS An important function of a construction manager is the review and approval of subcontractor pay requests. As a construction manager that is also a general contractor, our team has firsthand knowledge of what costs should be. This contributes significantly to effective cost control. Our experienced estimators have made us well known in the competitive bid market, and they support our construction management services as well. We go to great lengths to ensure that contractor pay requests are accurate and are processed promptly, and that the appropriate controls are in place to protect the owner in the event of a contractor default. To this end, we review and approve each contractor’s proposed schedule of values (SOV) prior to commencement of construction. We not only confirm that the value of each item in the SOV is in line with historical cost data, but we also make certain that the SOV contains sufficient detail to track in conjunction with the overall project schedule. In most cases, this requires the contractor to divide the SOV into multiple phases of work. Furthermore, we review pay requests with our field supervision to ensure that payment is processed only for quality work in place. Additionally, we implement methods to monitor the status of sales tax exemption savings and project cash flow for the owner. PROJECT CONTROLS Throughout the construction phase, we implement project controls to maintain the project’s cost, schedule, LEED pursuit, safety, and quality level. These controls take the form of formal reviews, reports, and logs: • Owner action items log • Subcontractor action items log • Critical schedule activity list • Safety deficiency log • Quality control log • Submittal and shop drawing log • Drawing log • Request for information (RFI) log • LEED tracking log SUBMITTALS AND SHOP DRAWINGS Whether serving as a general contractor or construction manager, we take care to thoroughly review every submittal and shop drawing. We recognize that the submittal process is a very important component of any quality control program and feel that our efforts during this process will eliminate many field coordination and quality issues before they arise. Furthermore, the submittal process is a critical part of the coordination process between subcontractors. It is an excellent vehicle to facilitate the necessary coordination between trades and ensure a smooth installation in the field. QUALITY ASSURANCE/QUALITY CONTROL Providing quality construction and high-value products/ services is integral to our core values. Consequently, quality control is a critical component of the services we provide on any construction management project. A successful quality program does not occur just through periodic inspections during construction: it begins with effective planning and ends with the execution of a detailed quality control plan and system of control. We set the parameters for a project-specific quality control plan during preconstruction and monitor our own workforce as well as that of subcontractors to ensure that they are meeting or exceeding our standards for the project. The superintendent will be responsible for the quality assurance and control of day- to-day construction activities, and the project manager will conduct site walks to monitor work in progress and will document quality issues for correction. They will inspect the work daily and promptly address items that do not meet the requirements of the contract documents and/or industry standards. They will ensure that no scope of work proceeds without a high level of quality. Our formal quality program also includes: • Reviewing construction documents for coordination, completion, design integrity, and constructability prior to release for bidding • Conducting pre-bid meetings that review quality standards and establish quality control procedures to be implemented on the project • Instituting an A/E document clarification procedure that allows the trade contractor to ask specific questions in writing and obtain written answers from the A/E, eliminating guesswork and subsequent rework • Conducting pre-award meetings that specifically cover the subcontractors’ construction methods and review technical specifications • Regularly inspecting the quality of equipment and materials • Reviewing critical application/construction procedures or conditions required in the specifications in detail • Ensuring project document completeness • Limiting personnel turnover to maintain project continuity • Conducting preconstruction and bi-weekly construction meetings with the owner/ architect team and subcontractors to maintain communication, control, and progress • Coordinating with vendors or other contractors employed directly by the owner • Maintaining daily reports recording all work activities • Coordinating with special consultants and testing services • Pre-inspecting all work prior to final architect and code official review COMMISSIONING AND PROJECT TURNOVER At the completion of the project, our focus is on coordinating the turnover of the facility to the owner. We recognize the importance of a smooth transition from construction of a facility to its daily operation. Consequently, through the move-in period, we assist the owner in becoming settled and familiar with all operational aspects of the facility, and we resolve any remaining issues. The turnover process involves a variety of activities: • Developing and completing a punch list • Initiating equipment start-up activities • Training the owner or owner’s representative on all building systems • Completing as-built drawings • Closing out the contract In addition, we assist in LEED-required commissioning of the facility and in preparation and submittal of LEED documentation (and follow-up during the certification as needed). Then, during the warranty period, we stay in close contact with the owner to ensure that warranty issues are resolved promptly by the contractors and vendors. 6(&7,21 &25325$7(67$1',1* $1'$87+25,=(' 6,*1$725< " " " ! " 3?]AJll 6f]AJ?aLWH $LbjlXFl:fWWjl.aSDa l$XSSLWal"gDWfD :fWWjl.aSDal#D?AJl(1l 8D l1DbbD]lXEl"APWXhSDCHDUDWblXEl:LH?WbX]LDal <Xl7JXUl.bl3?jl$XWAD]W 8D l<JDlEXSRXhMWHl DUZRXjDDal?]Dl?fbJX]KkDClbXlaKHWl @KCl EX^Ual?WClbJDlWDADaa?]jlllllll AX^]DaZXWCDWADl?alEXSSXha l *DW]jl"WHDRXl.SRl l 6]DaKCDWbl 4KAJXR?al"WHDRXl l:DA]Db?]jl >KAbX^l"WHDRXll>KADl6]DaLCDWblXEl(LW?WADl ,DW]jl"WHDRXl/>l l>LADl 6]DaKCDWclXGl %XWab]fAcLXWl $?]Sl2DWDLall$JKDEl'abKU?bX]l =JDl EXSSXhLWHlDUZSXjDDal ?^Dl ?fbJX]LkDCldXl aLHWl#KCl #XWCal6?jUDWbl?WCl6D_X^U?WADl#XWCa!l *DW]jl"WHDRXl.RRl l6]DaLCDWbl 4LAJXR?al"WHDRXl l:DA]Db?]j $?]Rl1DWDLalhLRRl@DlbJDlLWCLgLCf?RlbXlhJXUlAX]]DaZXWCDWADlaJXfRCl@DlCL]DAbDCl 7Dl?ZZ]DAL?bDlbJLalXZZX]bfWLbjl?WClRXXPlFX]h?]ClbXlAXRR?@X]?bLWHlhLbJl:DULWXRDl$XfWbjlFX]lbJLa Z]XODAbl :LWAD]DRj !1'42D#.)+D D"&D >0D%<:,,=D 'AD BD !2(43D D DCD$085-D DD '@D D D ?0'*86>;'*>27/ *94D 6(&7,21 /,7,*$7,21+,6725< LITIGATION DISCLOSURE CASES WITHIN LAST 5 YEARSClaimee/PlaintiffClaimant/DefendantType of ClaimResult of ClaimDate Filed or ResolvedComfort Tech Air Conditioning Inc. H.A. Contracting Corp. Civil Final Order of Dismissal 3/2/2022Skyline Steel, Inc.H.A. Contracting Corp.CivilNotice of Dismissal with Prejudice5/19/2021Manny & Lou Plumbing, Inc. H.A. Contracting Corp. Civil Dismissed 4/27/2023Suma Mechanical H.A. Contracting Corp. Civil Disposed 2/26/2024AMI Distributors Inc.H.A. Contracting Corp. Civil Pending 2/17/2025CWJ Stucco Hartford Fire Insurance Civil Pending 10/31/2024LIST OF DEFAULTSNoneLIST OF DEBARRMENTS OR NOTICE OF NON-COMPLAINCE / NON-PERFORMANCENone 6(&7,21 )2506 Safety Emergency Response Plan Effective Emergency Response within Two Hours 1. Introduction This Safety Emergency Response Plan outlines the procedures and responsibilities to ensure an effective and efficient response to emergencies within a two-hour timeframe. The plan aims to protect the well- being of all employees, subcontractors, and visitors on-site. 2. Emergency Contact Information x Emergency Coordinator: [Name], [Phone Number] x Assistant Emergency Coordinator: [Name], [Phone Number] x ôèŪŘĖťƅϙiƯĖèôϡϙЀēĺIJôϙbŪıæôŘЁ x Local Fire Department: 911 x Local Police Department: 911 x Nearest Hospital: Care Point Health and Wellness Center, 2200 South Monroe Street, Tallahassee, FL 32301 3. Emergency Response Procedures 3.1 Initial Response Upon discovery of an emergency: x Alert the Emergency Coordinator immediately. x Activate the emergency alarm system. x ŘĺŽĖîôϙƱŘŜťϙÍĖîϙťĺϙÍIJƅϙĖIJĤŪŘôîϙŕôŘŜĺIJŜϙĖċϙĖťϙĖŜϙŜÍċôϙťĺϙîĺϙŜĺϟ x Evacuate the area if necessary, following the designated evacuation routes. ͒ϟ͑ϙbĺťĖƱèÍťĖĺIJ The Emergency Coordinator will: x ĺIJťÍèťϙôıôŘČôIJèƅϙŜôŘŽĖèôŜϙϼƱŘôϠϙŕĺīĖèôϠϙıôîĖèÍīϽϙÍŜϙIJôôîôîϟ x Notify the Assistant Emergency Coordinator and other key personnel. x Communicate the emergency situation to all employees and subcontractors. 3.3 Evacuation If evacuation is required: x Proceed to the nearest safe exit. x Follow the evacuation routes to the designated assembly points. x Do not use elevators during evacuation. x ŜŜĖŜťϙťēĺŜôϙſĖťēϙîĖŜÍæĖīĖťĖôŜϙĺŘϙĖIJĤŪŘĖôŜϟ x Account for all personnel at the assembly point. 3.4 Medical Assistance x First aid kits are available at designated locations. x ŪÍīĖƱôîϙƱŘŜťϙÍĖîϙŕôŘŜĺIJIJôīϙſĖīīϙŕŘĺŽĖîôϙĖIJĖťĖÍīϙıôîĖèÍīϙèÍŘôϟ x ŘÍIJŜŕĺŘťϙĖIJĤŪŘôîϙŕôŘŜĺIJŜϙťĺϙ ÍŘôϙĺĖIJťϙFôÍīťēϙÍIJîϙ®ôīīIJôŜŜϙ ôIJťôŘϙĖċϙIJôèôŜŜÍŘƅϟ 3.5 Communication During an emergency, the Emergency Coordinator will: x Maintain communication with emergency services. x Provide updates to employees and subcontractors. x Coordinate with local authorities as required. 4. Responsibilities 4.1 Emergency Coordinator x iŽôŘŜôôϙťēôϙôıôŘČôIJèƅϙŘôŜŕĺIJŜôϙôƯĺŘťŜϟ x (IJŜŪŘôϙŕŘĺŕôŘϙIJĺťĖƱèÍťĖĺIJϙÍIJîϙèĺııŪIJĖèÍťĖĺIJϟ x Coordinate evacuation and medical assistance. 4.2 Assistant Emergency Coordinator x Support the Emergency Coordinator. x Assist with communication and coordination. 4.3 Employees and Subcontractors x Follow emergency procedures and instructions. x Attend toolbox meetings discussing emergency response. x Participate in evacuation drills and training sessions. 5. Training and Drills x Regular training sessions on emergency response procedures. x Periodic evacuation drills to ensure preparedness. x First aid training for designated personnel. 6. Review and Update This plan will be reviewed and updated annually or after any significant incident to ensure its effectiveness and relevance. Feedback from drills and actual emergencies will be incorporated into the plan. By adhering to this Safety Emergency Response Plan, we aim to ensure a swift and efficient response to emergencies within a two-hour timeframe, prioritizing the safety and well-being of all individuals on- site.