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HomeMy WebLinkAboutKaufman Lynn ConstructionQUALIFICATION STATEMENT RFQ NO. 15-08-02 City of Sunny Isles Beach | Construction Manager at Risk Services for GOVERNMENTCENTER ANNEX September 23, 2015 RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 1 Title Page Section A FIRM INFORMATION: Name: Kaufman Lynn Construction Address: 4850 T-Rex Avenue, Suite 300 Boca Raton, FL 33431 Number: (561) 361-6700 CONTACT PERSON: Name: Alexandra Brown Title: Marketing Manager Number: (561) 886-4313 Email: abrown@kaufmanlynn.com RFQ INFORMATION: RFQ Number: RFQ No. 15-08-02 Title: Construction Management at Risk for Government Center Annex at 18080 Collins Avenue Date: September 23, 2015 RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue B. Table of Contents RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 2 TA B L E O F C O N T E N T S Section - A. Title Page ......................................................................................................1 Section - B. Table of Contents .........................................................................................2 Section - C. Cover Letter & Executive Summary ............................................................3 Section - D. Project Approach & Understanding ...........................................................5 Section - E. Letter of Intent from Surety Company .....................................................14 Section - F. Related Experience .....................................................................................15 Section - G. Pre-Construction Services Staff................................................................26 Section - H. Experience..................................................................................................27 Section - I. Construction Service Staff ..........................................................................30 Section - J. Experience ...................................................................................................31 Section - K. Project Management Services ..................................................................36 Section - L. Location of Offices ......................................................................................46 Section - M. Claims & Litigation History ......................................................................47 Section - N. Forms & Attachments ................................................................................48 Forms Acknowledgement of Addenda Certificate of Insurance Corporate License Contractor’s License Local Business Tax Receipt Table of Contents Section B C. Cover Letter & Executive Summary RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 3 RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 4 D. Project Approach & Understanding RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 5 Kaufman Lynn Construction is focused on fulfilling the objectives and program of the City of Sunny Isles Beach to build the Government Complex Annex within the established budget and on schedule. To accomplish this we will draw on our extensive expertise with municipal, educational, civic and commercial projects. For each of these projects and many others, we have partnered with the project owner, design team and key subcontractors to develop complete and sustainable budgets. As a project partner, Kaufman Lynn will provide leadership through the construction and post-construction phases of the project. We accomplish this by establishing clear goals of the team and the responsibilities of each team member towards achieving these goals. Kaufman Lynn Construction will create and frequently update schedules that will track the progress of the team and will establish venues to promote a collaborative teamwork approach to defining best practices and quality, evaluating cost benefits or potential savings opportunities and general issue resolution. Though there are three distinct phases to this project - pre-construction (design), construction and post-construction - the critical components of scheduling, cost, and quality control span both pre-construction and construction. A detailed description of this process follows below. PHASE 1 - PRE-CONSTRUCTION IN-DEPTH PLANNING DURING PRE-CONSTRUCTION FOR A SMOOTH CONSTRUCTION PROCESS Establishing CommuniCation and aCCountability From day onE Immediately upon being selected we will hold a kickoff meeting for all team members for a thorough review of the current status of the project and to clearly define roles and establish all necessary lines of communication.   After the initial kick-off meeting, we suggest weekly meetings with the entire team for complete and accurate exchanges of information and maximum accountability. During each meeting we review all vital project log information with all parties. If action is necessary, a task is assigned and put on a master “Action” list with the responsible party’s name and date of completion for the item. At the conclusion of the meeting, the team reviews the master action to make sure that everyone knows what they are responsible for and when the information is due. Each subsequent weekly meeting starts off by reviewing the previous week’s master action list to ensure everyone has completed their tasks and to determine the team’s next steps. thorough sitE invEstigation to PrEvEnt surPrisEs during ConstruCtion Given the proximity of the neighboring buildings, one of the first tasks Kaufman Lynn Construction will undertake is a thorough visual inspection of the adjacent buildings to detect any signs of possible settling of the building. Understanding how the soil is settling underneath the buildings allows us to devise preventive plans to avoid any damage to the buildings during demolition and excavation of foundations. During this time, we also prepare a detailed site investigation, locating and analyzing the utilities currently present at the site. In addition to connection points, we analyze the capacity to determine if existing utility lines will be sufficient for the new building use, or if additional power will need to be brought to the site. Since the Annex will house multiple entities in an office condo arrangement, we recommend separating the utilities to allow for accurate tracking and billing of usage per entity. As part of our site investigation we also check things like the weight capacity and time schedules of bridges. While we do not anticipate any issues, we want to make sure that the capacity is sufficient for large loads and if not devise alternate plans prior to construction. Similarly, understanding bridge openings and traffic patterns in general allows us to develop delivery schedules that have the least impact on the surrounding area. Project Approach & Understanding Section D Our project management software allows owner’s 24/7 access to all project information on multiple platforms. RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 6 Since the site had different uses over the years, we recommend analyzing the site with ground penetrating radar (GPR). The GPR identifies any objects along with their approximate shape and size buried below ground. We compare the information gained from this investigation against as-built to create a thorough map of underground conditions. Doing so can avoid costly delays during construction later on. undErstanding thE nEEds oF multiPlE building ownErs The Annex will accommodate a variety of users: City staff, k-2 school, residents and private office owners. Taking the time to understand the needs and requirements of the different users up front promotes efficient building use once occupied. Some of the items we consider include turnover dates (for example, in our experience turnover to schools is best scheduled for the summer time), the security requirements between the various users, i.e. the need for physical separation and/or access control. dEsign rEviEw to inCorPoratE “hands-on” ExPEriEnCE As Construction Manager, our effort throughout the development of a project is as a design assist partner to the project team. We support to the design team through our “hands on” knowledge of constructability, pricing accuracy, market conditions, life cycle cost analysis, technical material and systems validation, energy efficiency vs. first cost analysis, schedule expertise, subcontractors and vendor selection, long lead and critical equipment procurement, LEED recommendations, and code experience, to name a few. Because the review process is critical in establishing the quality of the project, we involve our independent quality control consultant in this process. Together we review the drawings and specifications from all design disciplines and all consultants. These reviews focus on final code zoning solutions, appropriate systems distribution, materials selected and building envelope. COST CONTROL DURING PRE-CONSTRUCTION dEvEloPing a budgEt and strEtChing thE valuE oF EaCh dollar We typically provide a first budget/estimate based on schematic plans and early specifications. Some critical subcontractor input and a complete quantitative analysis with graphical take-off would be included at this point. We perform a gap analysis to assure as best possible that no “holes” or “overlaps” are evident in the estimated amount. Based on overall cost at this point, we introduce Value Management options to assure the target budget is not exceeded. oPtions analysis: saving timE & Costs whilE maintaining high FunCtionality & Quality Similar to how we are called on for accurate and reliable cost data, we expect to provide alternative approaches or “menu’s” for different aspects of construction installations and means and methods. When on board early in the process, these options analyses can bring significant cost and time savings to the project while maintaining the high level of function and quality envisioned. We identify alternatives for systems, materials, equipment and their associated cost and time for evaluation and decision. This on-going design menu log remains in place for discussion until items are agreed to be discarded and/or implemented so as to not loose the option throughout the design process. Before final construction document pricing, the project team reviews the “Options Log” to assure that no good idea has been lost through design. Utilizing ground penetrating radar allows us to locate buried structures and utilities that may not be identified on exisiting as-built drawings. Taking the extra step during preconstruction avoids potential costly delays later on. PROS:  Matches existing structural system  No fireproofing required  No corrosion concerns  Decreased material lead time CONS:  More intrusive to campus operation  More labor and material intense  Logistically more difficult  More downtime for cafeteria  Longer structural phase PROS:  Less intrusive to campus operation  Decreases cafeteria downtime  Shorter structural phase  Less interior restoration  Offsite fabrication CONS:  Increased lead time for shop drawing s and fabrication  Larger crane required  Need fireproofing  Increased fire hazard during construction CONCRETE FRAME AND PRECAST CLADDING STRUCTURAL STEEL FRAME AND PRECAST CLADDING REINFORCED MASONRY AND STUCCO PROS:  Minimal lead times  Lower cost  Simpler logistics  Increased flexibility CONS:  Does not match existing systems  More onsite labor  Increased safety concerns  Longer structural phase  Messier Being on board early allows us to provide analysis of various building systems which can reduce costs significantly. Project Approach & Understanding Section D RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 7 Evaluating lEEd stratEgiEs to stay “grEEn” whilE staying within thE budgEt Our team of LEED Accredited Professionals has experience evaluating strategies, implementing practices, finding resources and weighing cost/ benefits for each LEED point to blend budget decisions with energy efficient, environmentally-friendly construction. Kaufman Lynn is well versed in providing “green” cost savings alternatives on projects in addition to construction methods to ensure the greatest accumulation of points for building certification. valuE analysis and valuE EnginEEring For EConomiCal imPaCt without saCriFiCing thE vision In the Kaufman Lynn Construction world, Value Engineering optimizes the allocation of projected funds (the budget) without reducing the quality of a project. Unlike many other construction managers, we do not simply try to find a cheaper product that “cheapens the design”, we seek to find more economical but equal or better option that remains consistent with the project team’s vision and life cycle limits. liFE CyClE Cost analysis: making surE that “lEss ExPEnsivE now” doEsn’t translatE to “high long-tErm oPErations Costs” Life Cycle Cost Analysis is an integral part of the value management process, providing an assessment of costs associated with each of the various options under consideration. The life cycle cost for the Government Center Annex is the total economic cost of owning and operating the facility. Life cycle costs can be applied to any component of the facility, but generally focuses on the systems noted in the plumbing, mechanical and electrical plans and specifications. A complete life cycle cost analysis will not only take into account the initial costs of equipment, materials and installation, but also the cost of the future re-installations in present dollars. This is an important point of clarification; if equipment for example has to be replaced every ten years, the costs of inflation that will take place between now and the last replacement needs be considered in the true life cycle cost of the product or system. Utilizing our in-house multidisciplinary estimating capabilities, Kaufman Lynn Construction guides the project team in making informed decisions in the evaluation of all options brought to the table. ExPEriEnCE in Coastal EnvironmEnts assurEs ProPEr matErial sPECiFiCations Kaufman Lynn Construction has been building in South Florida for 26 years. Many of these projects were in close proximity to the ocean. An example is the Pier Parking Garage we are currently building in Pompano Beach. Understanding the corrosive nature of the sea air affects the material choices we make. For example, extruded aluminum will be used instead of steel on exposed finishes such as railing, doors and frames, and light fixtures. Though rebar chairs and form accessories are embedded in concrete and do not appear to be “exposed”, the salt air penetrates the porous material and may cause corrosion of steel inside the concrete which could result in unsightly marks on the building exterior. We avoid this potential maintenance issue, by specifying plastic or aluminum for rebar chairs and form accessories. MIRAMAR CULTURAL ARTS CENTER The initial estimate was considerably over the owner’s budget. Kaufman Lynn analyzed the project for significant cost savings alternatives. Our greatest recommendation (which was accepted) was to change the sound system to a digital system that would still reproduce the same acoustical properties for the environment. Through this, we were able to resize the overall volume (height, etc..) of the building saving on hard costs as well as costs associated with traditional hardware sound systems and acoustical treatments. This recommendation resulted in a $625,000 reduction to the initial estimate. Project Approach & Understanding Section D WE “SHOP” FOR THE BEST VALUE Utilizing an alternative light fixture, whch maintains the aesthetics and coastal ratings of the specified fixture, reduced the cost of the lighting package for the Pompano Beach Pier Parking Garage by $50,000. RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 8 The salt air is especially tough on mechanical systems, which means that all mechanical equipment needs to have a seacoast rating. The same is true for any exposed fixtures such as lighting. The City can rest assured that Kaufman Lynn Construction will never compromise the quality of material as a “value engineering” measure. We are, however, always on the lookout for possibly cost savings. Researching a variety of manufacturers of lighting fixtures, Kaufman Lynn was able to offer the City of Pompano an alternative lighting fixture which carried the same coastal rating and offered the same aesthetics but at a lower cost. This simple switch saved the City a total of $50,000 on light fixtures. ConstruCtability analysis Ideally, we provide a constructability analysis during the design-development stage, working with the design professionals to identify design to construction inconsistencies, dissimilar materials issues, installation sequencing voids, and options for systems and materials going into the final design. Through this operations led process, we analyze critical building components including roofing materials, mechanical systems, building envelope integrity, finishes, etc. After review, we provide the client a comprehensive listing of discovery, with alternative solutions that incorporate the most cost effective approach for every area where there are alternatives to be considered. Further, we analyze specific project exterior conditions and include thoughtful recommendations to logistics, traffic flow, staging and parking. QUALITY CONTROL STARTS IN PRECONSTRUCTION thE most thorough PrEConstruCtion rEviEw around to EnsurE a watEr-tight building For yEars to ComE During design and documentation, the design quality and technical content of reports and drawings are reviewed before they are release to the City or for bidding. The quality control reviews require drawings from all disciplines and all consultants: the outline or final specifications, and the code and zoning analyses. The first review is held when schematic design is 90-95% complete. The second review—when design development is 90-95% complete—focuses on final code and zoning solutions, appropriate systems distribution, and the building envelope. The most critical review is the third, at 90-95% completion of construction documents. Our team meets with the owner and ensures all systems are compatible. We then review submittals with a checklist of what must be included such as: manufacturer product data, details and installation instruction, preparations procedures, qualifications of installers, shop drawings with sequencing for installation, notice of acceptance (if necessary), wind calculations, special requirements and a sample copy of the warranty and ensure they are in compliance with the contract documents. In this final review, systems coordination and constructability become a critical focus. We include our Exterior Envelope Quality Control Consultant during this phase to review the integration of windows, roofing, exterior doors, paint, exterior finishes (such as stucco), etc… to ensure “water tightness” and elimination of water intrusion. SCHEDULING DURING PRE-CONSTRUCTION ConstruCtion sChEduling For timEly initiation and ComPlEtion oF all work Once selected, we establish a schedule in collaboration with the design and construction team and all major subcontractors. The schedule includes durations for design activities, estimating, permitting, material procurement, submittals and fabrication, in addition to the construction activities and commissioning periods. The Primavera P6 software we use for scheduling interfaces with our project management software, Procore. This interface automatically updates many reporting issues monitored by Procore. We use a few guiding principles in creating a schedule. Each area of the project will be separated to allow clear visibility of the flow and sequence of work required for that part of the project. At a minimum, the schedule would be broken down as follows: • Sitework • Building envelope • Building interiors by floor and use • Building structures • Punch out and Close-out Our subcontractors submit their evolving schedules throughout the course of preconstruction to ensure every activity is properly accounted for in our final comprehensive plan. When 100% Construction Documents are received, but before construction begins, our subcontractors and suppliers are required to submit their final sequencing, durations and level of detail schedule. The final construction schedule is then incorporated into each subcontractor’s contract as a measure to ensure their adherence to the master schedule. Project Approach & Understanding Section D RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 9 THOROUGH AND OPEN BIDDING PROCESS IS PART OF OUR TRANSPARENT APPROACH idEntiFying QualiFiEd biddErs through FaCE-to-FaCE workshoPs Prior to bidding the project, we generate market awareness. Along with the already existing subcontractor relationships in the region and working with the Chamber of Commerce, the local ABC and AGC offices, and other South Florida trade organizations, Kaufman Lynn Construction will initiate project trade workshops. These will provide all interested subcontractors and vendors the opportunity to: 1) meet with the project team, 2) review and discuss the plans and specification and the project in general, and 3) get clear understanding of timelines and sequencing of activity. These face to face sessions are invaluable to provide assessment of the trade and vendor capability, notwithstanding workload and labor resource. It is first and foremost that we use local subcontractors and vendors, as this keeps revenue in the area, creates a sense of ownership from employees, and minimizes response time to the project. ComPrEhEnsivE gmP For on-targEt Final PriCE With local market interest at a high point, the final GMP estimate is prepared. This would again require full and complete subcontractor pre-qualification and at a minimum 5 prices per scope discipline. A complete study of all proposals per discipline is done to ascertain the best qualified and most comprehensive and responsive price which will be recommended to the project team. These will be formatted in project summary form for final approval of the GMP, which now is inclusive of complete cost of work, preconstruction costs, approved Value Management and Options Analysis items, wish list items, general conditions and associated soft costs, final contingency amounts, and project fee. All this leads to a final price that does not fluctuate. PHASE 2 - CONSTRUCTION SCHEDULING DURING CONSTRUCTION kEEPing thE ConstruCtion ProCEss running smoothly Using the latest Primavera P6 software for scheduling, we develop a master schedule by acquiring input from all key project partners to logistically tie all activities to appropriate trades and vendors for all aspects of the project. Effective governance of the project ultimately lies with the skill of our on-site staff to monitor and manage the schedule and control costs. Our project manager and superintendent are trained in the use of Primavera and attend quarterly meetings with Kaufman Lynn Construction staff to learn and enforce the best practices from pervious and current projects. sChEduling Continuity From PrEConstruCtion through ConstruCtion so kEy datEs arE EngrainEd into thE ProjECt tEam’s mind Our project manager develops the schedule with our in house scheduler during preconstruction and is responsible for the schedule throughout the project. During construction, the schedule is reviewed with the superintendent, the scheduler and the project executive weekly, daily if needed. Then, at the weekly subcontractor meeting, the project manager creates a two-week look ahead schedule and distributes it to all appropriate subcontractors and suppliers. EvEn thE smallEst dEtails arE traCkEd on our sChEdulEs We include every possible item in the schedule, down to when we put the handles on the doors, to make sure we synchronize all aspects of work and every material delivery. We give attention to items on the “critical path” which are areas that must be done Project Approach & Understanding Section D IDENTIFYING QUALIFIED BIDDERS THROUGH FACE-TO- FACE WORKSHOPS Prior to bidding the project, we generate market awareness. Along with the already existing subcontractor relationships in the region and working with the Chamber of Commerce, the local ABC and AGC offices, and other South Florida trade organizations, Kaufman Lynn Construction initiates project trade workshops. These workshops provide all interested subcontractors and vendors the opportunity to: 1) meet with the project team, 2) review and discuss the plans and specification and the project in general, and 3) get clear understanding of timelines and sequencing of activity. These face to face sessions are invaluable to provide assessment of the trade and vendor capability, notwithstanding workload and labor resource. RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 10 within a particular time in order to bring a project in on time or early. While other areas of work can be altered more easily, these areas of work, such as the building shell construction and interior framing and drywall, must be put in place in order to have the next step of the project take place. Coordination oF tradEs - sEQuEnCing oF work and managing oF shoP drawings We are adept at sequencing work and masters at holding our contractors to their agreed upon schedule. Because of our reputation and longevity in the South Florida market, we attract the best subcontractors who have a history of integrity, loyalty and quality (along with competitive prices). Before construction begins our subcontractors and suppliers are required to submit their final sequencing, durations and level of detail schedule. The final construction schedule is then incorporated into each subcontractor’s contract. To ensure an accurate scheduling process for all shop drawings and submittals, we create a comprehensive procurement schedule as a primary section to our overall CPM schedule. Each submittal and scheduling activity is clearly identified with early start, late start, early finish and late finish dates and then made part of the critical path of the project. This section of our critical path schedule is monitored daily and updated weekly at a minimum. Then it is distributed to our project subcontractors and suppliers. Prior to commencement of construction, we create a comprehensive shop drawing/submittal log with our project management software, Procore. This log is updated daily and reviewed at all weekly subcontractor and owner meetings. The status section of this log alerts all parties responsible for the next step in the submittal/shop drawing process and provides them with a deadline that is derived directly from the critical path schedule. COST CONTROL DURING CONSTRUCTION aCCuratE traCking EliminatEs suPrisEs Accurate cost control for construction projects can be summed up in one key word, “continuity.” Continuity requires effectively communicating how the estimate was developed to the people who are responsible for the development of job cost reporting. This is accomplished through open lines of communication and established accurate and highly detailed cost coding that both the Project Manager and Superintendent understand and implement. The Project Manager and Superintendent are responsible for accurately cost coding all invoices and subcontractor requisitions. Through Timberline Accounting software, our accounting department then inputs this information along with project payroll and incidentals to create the Job Cost Report and Job Transaction Report. These reports are then published on a weekly basis for review by the Project Executive, Project Manager and Superintendent. Cost control begins very early in the planning process. When all aspects of a project are properly considered in the estimating phase, the project team can better concentrate on production, quality and cost savings. The P6 software utilized by Kaufman Lynn includes a cost loading feature which enables us to input scheduled values for each trade, general conditions, etc… into designated fields and project costs versus time with great accuracy creating accurate cash flow projections and serving as additional support for monthly applications for payment. The input information can be updated as necessary. When a project is managed effectively, the project team has a greater ability to spot and capitalize on potential savings. Kaufman Lynn includes every possible item in the schedule, down to when we put the handles on the doors, to make sure we synchronize all aspects of work and every material delivery. Our final result is buildings completed on time or early. Project Approach & Understanding Section D RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 11 ACCOUNTING AND REPORTING wE go thE Extra milE to EnsurE ComPlianCE and transParEnC y For full transparency, we provide monthly accounting and simple to read jobsite manpower report with full back up documenting our team’s hours worked, bill rates and labor burden rates. In addition we supply monthly detailed “unbought scope” logs (buyout savings) that track money saved during subcontractor/supplier buyout for full knowledge and transparency on savings since submitting our Guaranteed Maximum Price. Another procedure to show full disclosure is our detail of job related expenses and usage of General Conditions. Our efforts to “go the extra mile” to ensure compliance with all state mandates and beyond provided great security for all our owners. aCCounting For and saving EvEry PEnny - dEdiCatEd ProjECt aCCountant and salEs tax Coordinator Kaufman Lynn Construction has extensive experience working with owners to implement an effective Sales Tax Recovery Program as part of their project. Kaufman Lynn’s accounting department has worked on dozens of projects that required a Sales Tax Recovery component and has become experts in running these programs to the maximum benefit for our owners. Managing the Sales Tax Recovery Program is a collaborative effort that incorporates the documentation requirements and sales tax savings goals of our owners in the design of the program. We will bring our expertise to Sunny Isles Beach and share our successful processes. We will then blend them with the City’s requirements and needs to make sure it creates a flawless, simplified process for the City staff. We follow through with communication at all levels with the subcontractors, vendors and suppliers to ensure that the appropriate documentation flow is maintained throughout the program. Our project accountant meets with the owner’s accounting staff prior to construction start up. The project accountant then creates a detailed accounting requirements package that includes the forms and processes that conforms to the needs of our owners and distributes the package to all subcontractors. This is followed by a mandatory accounting requirement meeting with all subcontractors on the project where the accounting requirements package is discussed in detail. The Package is accepted, signed by the subcontractor and then becomes an addendum to their subcontract agreement. They assist and guide the subcontractors through the process to ensure their paperwork is accurately submitted to facilitate prompt payment for their services. BUILDING BETTER BUILDINGS - QUALITY THAT LASTS daily FiEld insPECtions with PiCturEs to baCk uP FuturE warranty nEEds During construction, we ensure quality through our daily inspections along with weekly jobsite meetings including subcontractors, owners and design professionals. Since our meetings require thorough jobsite inspection by all parties, any question of quality is immediately addressed and corrected. We hold pre-installation meetings, provide mock-ups and include preliminary commissioning on A/C to ensure proper operation and optimum air quality. Our Exterior Envelope Consultant aids our on-site team with reviews of the contract documents as well as visual inspections on ”in progress” installation procedures and again at final inspection to compliment our existing quality control methods and processes. Our consultant provides written reports with photographs turned in as a complete book to the owner with a full description of what issues were addressed to ensure superior buildings for years to come. Electronic plan review with subcontractors in the field speeds up the process and keeps all trades coordinated. Kaufman Lynn Construction’s “Building Better Building” Program includes detailed inspections of the exterior building envelope leading to better Indoor Air Quality, lower maintenance and a longer life of the building. Project Approach & Understanding Section D RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 12 SAFETY PROGRAMS our saFEty EFForts EnComPass thE PubliC outsidE our ConstruCtion FEnCE We are not only concerned with the safety of our workers, but we also want to make sure that pedestrians and motorists around our jobsite have nothing to worry about. To that end, we develop detailed maintenance of traffic (MOT) plans, establishing safe, well signed passage for people outside the jobsite. jobsitE saFEty is a mindsEt At Kaufman Lynn Construction, a safe work site is paramount to a successful project, and a core value to assure a goal of zero accidents throughout the duration of construction process. We emphasizes the importance of everyone going home safe at the end of every work day. wE ExCEEd industry standards For suPErintEndEnt saFEty training and osha CErtiFiCation... We require our superintendents to receive advanced and on-going training certified to OSHA 30 (30 hours of training each year) requirements, well beyond OSHA 10 which is what most contractors require of their superintendents. This training includes fall protection training, trench and excavation training and host of related matters to keep our team up to date and certified in the latest and most innovative safety measures. ... and dEmand saFE PraCtiCEs From our subContraCtors We take our knowledge and teach these safety techniques to our subcontractors through Weekly Tool Box meetings. We gather the subs on the job site each week, review their current and upcoming project issues and discuss the safety measures that must be employed. an indEPEndEnt saFEty insPECtor doublE ChECks our EFForts In addition, we hire an independent OSHA certified Safety Inspector that visits each of our jobsites, unannounced, at least once a month. He files a report which is reviewed by our President Mike Kaufman, the Project Executive, and the Project Team with points and suggestions to be acted upon immediately. This Safety Action Plan (SAP) is inspected for completion and correctness at the 48 hour point by the Project Executive who reports its approval directly back to the company president. IMPLEMENTING LEED DURING PROJECT TO ACCUMULATE AS MANY POINTS AS POSSIBLE We implement “Green Building Techniques” even on projects that are not pursuing LEED Certification as part of our standard everyday practice. We recycle up to 90% of all construction debris on our jobsites by supplying each construction site with recycling containers. We provide pollution and erosion control; we have a concrete truck washout area on each site to prevent any soil contamination; we also pay very close attention to the Indoor Air Quality during construction. In our interior finishes we use low VOC paints, adhesives and sealants and we always achieve very high percentages of recycled content in our building materials. PHASE 3: POST-CONSTRUCTION PROJECT CLOSE-OUT To accomplish a true and complete closeout process, Kaufman Lynn Construction creates a ‘closeout matrix’ which details the requirements listed in the contract documents and our in house requirements we believe necessitate successful turn-over documents. The information from the matrix is submitted to all subcontractors to aid them in finalizing their portion of the closeout process at the 75% mark of the project. Kaufman Lynn Construction starts the closeout effort “day one” of the project assuring a continuing effort of gathering the appropriate documents so that the culmination of the process is simply “another day” rather than a frantic mad dash to the finish line, often missing the mark on complete documentation. All our superintendents are OSHA 30 Hour Trained and maintain safe site for both workers and the public. Project Approach & Understanding Section D RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 13 The project site staff keeps and maintains all permit records and ‘as‐built’ drawings which are reviewed as needed and updated weekly by each subcontractor. These “final” as-built plans are then copied appropriately and included as part of the closeout documents turned over the City. By requiring all trades to work from our form/ procedure, we are able to maintain an efficient and organized approach to tracking which trades have submitted the necessary documents and those who have not. This aids in avoiding time being wasted due to interpreting and sorting through each individual subcontractors’ own format in order to pull out the necessary information. The Kaufman Lynn Construction closeout process would include the following correspondence at minimum: 1. Approved shop drawings, submittals and samples 2. Commissioning reports and final approvals 3. Material and equipment warranties 4. Product maintenance and operations manuals 5. As-Built plans 6. Owner training acknowledgement letters 7. Permits, Certificates of Completion 8. Complete project directory Finally, by requiring standard templates to work from, subcontractors are familiar with the procedure, have been educated accordingly, and know what to anticipate at projects close in order to be paid in full. wE stand bEhind our work with warranty PEriod sErviCEs Upon project completion, and following issuance of the Certificate of Substantial Completion which is also included within our close‐out documents, we confirm who at the project will be interfacing with us for any concerns during the warranty period. Also provided are Kaufman Lynn Construction warranty notification forms which will be forwarded by your facility manager to our attention for all warranty events. Initially we will handle appropriate calls to subcontractors and manufacturer’s until such time the facilities manager has a comfort level with the process. Warranty notification forms remain “open” until required corrective work is completed and approved by the facility manager at which time the notification is closed and retained for historic records without our Warranty Booklet. At the close of the warranty period, Kaufman Lynn Construction will schedule with the City and the design team a “warranty end walk‐through” inspection of the facility. The goal of this walk‐through is to identify any issues that may need correcting, create a Final Warranty Notification Form, and bring a successful close to the warranty period. This “blanket warranty coverage” is second to none in the construction industry and provides the City with an assurance that every penny expended on the project was indeed well spent. Project Approach & Understanding Section D We videotape all meetings and demostrations for archiving and future use for their staff and new maintenance personnel. E. Letter of Intent from Surety Company RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 14 F. Related Experience RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 15 For 26 years, Kaufman Lynn has been providing quality construction throughout South Florida. We have successfully completed hundreds of municipal and other public projects. Having built multiple administrative, civic and educational related projects for cities throughout South Florida, we are well versed in the needs of this project. In addition to solid knowledge of a wide variety of building types and construction methods, Kaufman Lynn Construction brings a commitment to sustainable building practices and experience certifying projects through the LEED rating system. We achieve our success by adhering to four core principles: accurate pricing, dedication to jobsite safety, aggressive scheduling and exceptional quality. We then dedicate highly skilled people to tackle the challenges and find solutions unique to each project. Kaufman Lynn has the innovation, expertise and dedication to surpass the City’s requirements and expectations. The following pages provide detailed information for recent related projects. PROJECT MUNICIPAL/ PUBLIC EDUCATIONAL/ GOVERNMENT/ CIVIC/COMMERCIAL USE CM AT RISK/ DESIGN/ BUILD ADMIN SPACE/ SIMILAR SIZE/ CLASSROOM Miami Dade College Administrative Support Center P P P P Miramar West Center P P P P Mandel Jewish Community Center & Meyer Academy P P Boca Raton Downtown Library P P P P Temple Beth Sholom P P P Hollywood Beach Safety & CRA Complex P P P Joe Celestin Center P P P P Coconut Creek Public Works Building P P P Related Experience Section F RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 16 Project Description: This new LEED Gold certified, 136,000 s.f. 5-story building provides state-of-the-art facilities for recruitment, international student services, advisement, career center, admissions and registration, bursar, and financial aid services. Utilizing BIM, the project design incorporates the College’s prototypical learning environment planning principles. We provided a two-phase GMP (site and foundations packages and balance of building) to accommodate a requested early start due to funding deadlines. The team also developed an aggressive structural schedule allowing the project to top out in 16 weeks, four weeks ahead of schedule. Project Relevancies: • 100,000+ s.f. • Office Space • Meeting Rooms • CM at Risk • Public/Municipal Project • Same Architect • Administrative Space • New Construction • Educational Purpose Use • Classrooms MIAMI DADE COLLEGE ADMINISTRATIVE SUPPORT CENTER Miami, Florida OWNER’S REPRESENTATIVE Andy Leon, Miami Dade College 11011 SW 104th Street Miami, FL 33176 305.237.0583 andres.leon@mdc.edu ARCHITECT’S REPRESENTATIVE Carlos Chiu, Perkins + Will 806 Douglas Rd, Suite 300 Miami, FL 33134 305.569.1376 carlos.chiu@perkinswill.com BUDGET $25.0 million FINAL COST $25.0 million PROJECT SIZE 136,000 s.f. COMPLETED December 2012 COMPANY ROLE/RESPONSIBILITY CM at Risk KEY PERSONNEL INVOLVED Chris Long Related Experience Section F RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 17 Project Description: New construction of a 90,000 s.f., 4 story classroom building for Broward College. The 1st & 2nd floors are occupied by Broward College, and the 3rd & 4th floors are be occupied by FIU. With some areas as common areas, and lease agreements in place between the two clients, Kaufman Lynn Construction ensured that all related costs were tracked independently, and communicated information effectively, so that each entity could more effectively make decisions regarding their design and final costs. Project includes classrooms, science labs, student academic support and administration space and provides approximately 580 parking spaces. Built on a 20 acre site that includes approximately 9.5 acres of buildable, non-wetland conservation easement area. The shell is tilt wall construction with prestressed concrete joists & beams, and cast in place slabs. The first floor will have a food service venue, Subway, with open atriums between levels 1 & 2, and levels 3 & 4. While Broward College is the main end user, with FIU subletting space, there is a private developer (MACQ Florida I) that is privately funding this design/build project and leasing the space back to Broward College. Project Relevancies: • Similar Size • Office Space • Meeting Rooms • Education Purpose Use • Public/Municipal Project • Same Architect • Same Build Team • Administrative Space • New Construction • Classrooms • Multi-user Facility MIRAMAR WEST CENTER Miramar, Florida OWNER’S REPRESENTATIVE Jon Kling, Municipal Acquisitions 1050 30th Street NW Washington, DC 20007 202.333.5300 jkling@municipalacquistions.com ARCHITECT’S REPRESENTATIVE Carlos Chiu, Perkins + Will 806 Douglas Rd, Suite 300 Miami, FL 33134 305.569.1376 carlos.chiu@perkinswill.com BUDGET $23.0 million FINAL COST $23.0 million PROJECT SIZE 90,000 s.f. COMPLETED July 2014 COMPANY ROLE/RESPONSIBILITY Design/Build KEY PERSONNEL INVOLVED Chris Long Garret Southern Al Villarreal Related Experience Section F RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 18 Project Description: New construction of a 54,303 s.f. preschool/community center and 68,000 s.f. day school campus in Palm Beach Gardens. The preschool and community center was built from funds donated from the community, the facility includes classrooms, a gymnasium, fitness rooms, social hall, teaching kitchen, art gallery, café, and much more. In addition, the site includes an expansive aquatics center, full-size soccer and softball fields, a 1.3 acre preserve area, and state- of-the-art playgrounds. The Mandel JCC hosts a wide range of celebrations and functions such as the Palm Beach Jewish Film Festival, fitness and wellness classes, adult softball and sports leagues, and the JCC’s award winning Jewish Early Childhood Learning Center. The day school campus accommodates over 300 students in grades K-8. The new facilities include a dedicated performing arts space; a 21st century multi-media center featuring a television production area; a dedicated Beit Midrash for sacred learning and prayer; and classrooms equipped with advanced technologies that support hands-on exploratory learning across all ages and subject matter. Project Relevancies: • Classrooms • New Construction • Adminstration Space • Educational Purpose Use • Includes K-2 space • 100,000+ s.f. • Preconstruction Services • Community/Civic Use MANDEL JEWISH COMMUNITY CENTER & MEYER ACADEMY Palm Beach Gardens, Florida OWNER’S REPRESENTATIVE Mindy Hanken, JCC of the Greater Palm Beaches 4803 PGA Boulevard Palm Beach Gardens, FL 33418 561.712.5236 mindyh@jcconline.com ARCHITECT’S REPRESENTATIVE Rene Tercilla, Tercilla Courtemanche Architects 2047 Vista Parkway, Suite 101 West Palm Beach, FL 33411 305.569.1376 carlos.chiu@perkinswill.com BUDGET $21.1 million FINAL COST $21.1 million PROJECT SIZE 122,303 s.f. COMPLETED August 2014 COMPANY ROLE/RESPONSIBILITY General Contractor KEY PERSONNEL INVOLVED Sam Doggart Related Experience Section F RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 19 Project Description: New construction of a 41,932 s.f. library in the downtown area of Boca Raton. The new library has various seating, study and reference areas. Project also includes private and open plan office space along with retail area, coffee bar, multi-purpose rooms, restrooms and circulation area. The library holds various events from month to month, from toddler readings to classes held to demostrate various subjects for ages 13-17. Project Relevancies: • New Construction • Adminstration Space • Educational Purpose Use • Community/Civic Use • Multi-purpose Rooms • Office Space • CM at Risk • Meeting Rooms • Presentation Areas • Classrooms • Public/Municipal Project BOCA RATON DOWNTOWN LIBRARY Boca Raton, Florida OWNER’S REPRESENTATIVE Judi Ahern, City of Boca Raton 201 West Palmetto Park Road Boca Raton, FL 33432-3795 561.393.7700 jaahern@ci.boca-raton.fl.us ARCHITECT’S REPRESENTATIVE Anne Fils, PGAL 791 Park of Commerce Blvd. Suite 400 Boca Raton, FL 33487 561.988.4002 afils@pgal.com BUDGET $10.0 million FINAL COST $10.0 million PROJECT SIZE 41,932 s.f. COMPLETED May 2013 COMPANY ROLE/RESPONSIBILITY CM at Risk Related Experience Section F RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 20 Project Description: Multi-phased addition, remodel and renovation project. Demolition of 12,126 s.f. and new construction and renovation of 20,393 s.f. including new high end chapel, youth center, newly finished welcome center and 19 additional parking spaces. Renovation of 21,000 s.f. of the temple sanctuary area, social hall and kitchen which are used after service gatherings and for special events. The spaces as well as all restroom facilities are receiving upgraded finishes. The temple is attached to a very active day care and pre-school and great care was taken to isolate the construction activities from the children, all while keeping existing traffic lanes open. Project Relevancies: • New Construction • Adminstration Space • Educational Purpose Use • Multi-purpose Rooms • Office Space • CM at Risk • Meeting Rooms • Presentation Areas • Classrooms • On Tight Site TEMPLE BETH SHOLOM Miami Beach, Florida OWNER’S REPRESENTATIVE Saul Gross, Temple Beth Sholom 1125 Washington Ave Miami Beach, FL 33139 305.538.7231 ext. 231 saul@stream-line.com ARCHITECT’S REPRESENTATIVE Bernard Zyscovich, Zyscovich Architects 100 North Biscayne, 27th Floor Miami, FL 33132 305.372.5222 bernard@zyscovich.com BUDGET $9.5 million FINAL COST $9.5 million PROJECT SIZE 41,000 s.f. COMPLETED September 2011 COMPANY ROLE/RESPONSIBILITY CM at Risk Related Experience Section F Winner of tWo Craftsmanship aWards - Construction Association of South Florida RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 21 Project Description: New construction of a 34,000 s.f., 2-story Public Safety Building with a 3 bay Fire Station, Beach Safety and Community Redevelopment Agency offices and parking and renovation of an existing 1-story historic structure. This shell design, along with impact rated windows, has the ability to withstand 155 mph wind and storm conditions equal to or greater than a Category 5 storm. Project includes new sewer tie-in and lateral, new water tie-in and service piping, and new storm collection and drainage system(including storm water injection well) as well as extensive Site work, such as site demolition, grading, asphalt patching and new sidewalks. Project Relevancies: • New Construction • Public/Municipal Project • Adminstration Space • Community/Civic Use • Office Space • Site Close to Beach • On Tight Site HOLLYWOOD BEACH SAFETY & CRA COMPLEX Hollywood, Florida OWNER’S REPRESENTATIVE Bob Wertz, City of Hollywood 1621 North 14th Avenue Hollywood, FL 33022-9045 954.921.3599 bwertz@hollywoodfl.com ARCHITECT’S REPRESENTATIVE Anderson Slocombe, CH2M Hill 3001 PGA Boulevard, Suite 300 Palm Beach Gardens, FL 33410 561.904.7400 anderson.slocombe@ch2m.com BUDGET $6.6 million FINAL COST $6.6 million PROJECT SIZE 44,254 s.f. COMPLETED June 2012 COMPANY ROLE/RESPONSIBILITY General Contractor Related Experience Section F RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 22 Project Description: New construction of a 20,000 s.f. community center. The project includes basketball courts, and an activity and wellness center. The site contained arsenic contaminated soil and required extensive decontamination and working closely with DERM and following a Contamination Assessment Plan. The new community center located in Pepper Park uses a unique, one-story, rounded metal roof design that assists in reflecting sunlight and minimizing heat absorbtion, while the 11 opaque gymnasium skylights allow ambient natural light into the building during daytime hours; both of which reduce operating electrical costs. Project Relevancies: • New Construction • Public/Municipal Project • Adminstration Space • Office Space • Community/Civic Use • CM at Risk JOE CELESTIN CENTER North Miami, Florida OWNER’S REPRESENTATIVE Aleem Ghany PE, City of North Miami 776 N.E. 125th Street North Miami, FL 33161 305.893.6511 aghany@northmiamifl.com ARCHITECT’S REPRESENTATIVE Elvira Freire-Santamaria, Santec 901 Ponce De Leon Boulevard Suite 900 Coral Gables, FL 33134 305.445.2900 elvira.freire-santamaria@stantec. com BUDGET $5.3 million FINAL COST $5.2 million PROJECT SIZE 20,000 s.f. COMPLETED June 2012 COMPANY ROLE/RESPONSIBILITY CM at Risk Related Experience Section F RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 23 Project Description: Demolition of existing public works building and new construction of a 24,500 s.f., 2-story public works building. Project included office for public works administration and engineering, police department records storage and offices, emergency operations center, consolidated regional 911 dispatch center, and miscellaneous support spaces. The new facility includes a 1,200 s.f. data center that supports the City’s Emergency Operations Center as well as a consolidated regional 911 dispatch center. The data center has a UPS system battery back-up system, double action fire suppression system, redundant HVAC system with two dedicated air handlers blowing air into the raised floor system. Method of construction was tilt wall and the building was built to withstand 155 mph ratings and 1.15 importance factor. Project Relevancies: • Office Space • Administrative Space • Meeting Rooms • New Construction • Public/Municipal Project • Community/Civic Use COCONUT CREEK PUBLIC WORKS BUILDING Coconut Creek, Florida OWNER’S REPRESENTATIVE Jim Berkman, City of Coconut Creek 4800 West Copans Road Coconut Creek, FL 33066 954.973.6780 jberkman@coconutcreek.net ARCHITECT’S REPRESENTATIVE Alan Fertel, Walters Zachria & Associates 620 SE 1st Street Ft. Lauderdale, FL 33301 954.522.4123 alanwza@bellsouth.net BUDGET $6.9 million FINAL COST $6.9 million PROJECT SIZE 24,5000 s.f. COMPLETED July 2013 COMPANY ROLE/RESPONSIBILITY General Contractor Related Experience Section F RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 24 SECONDARY LIST COMPLETE ProjECt Cost start datE HCA Ambulatory Surgery Centers $3.0 million Various Delaire Country Club Phase II $8.5 million January 2010 Hollywood 56th Ave Public Safety $5.6 million May 2010 MDC Freedom Tower $6.0 million July 2010 Pembroke Shores YMCA $4.2 million August 2010 St. Mark’s Episcopal Church & School Gym $3.1 million September 2010 Broward College Arts Building #6 $9.5 million December 2010 MDC Administrative Support Center $24.0 million February 2011 Hollywood Beach Safety & CRA Complex $6.6 million April 2011 Spanish River Athletic Facility $12.7 million June 2011 Joe Celestin Center $5.2 million July 2011 Ft. Lauderdale High School $14.4 million November 2011 New Port Richey Surgery Center $4.2 million April 2012 Boca Raton Downtown Library $10.0 million May 2012 Coconut Creek Public Works $6.9 million May 2012 Lakeside at Doral Apartments $27.0 million June 2012 Mandel Jewish Community Center $12.2 million September 2012 Doral View Phase I $31.3 million November 2012 JMFE Conference Center Design & Preconstruction $1.1 million Janurary 2013 FAU Parking Garage III $11.5 million March 2013 Pembroke Pines Southwest Soccer Fields $1.5 million March 2013 Arthur I. Meyer Jewish Academy $8.9 million August 2013 Evernia Place $12.5 million June 2013 St. Mark’s Episcopal Church & School - Phase III $5.5 million July 2013 Miramar West Center $23.0 million August 2013 Allegro at Boynton Beach $23.0 million September 2013 Shoppes of Civica $8.2 million December 2013 Boca Pointe Country Club Entrances $8.8 million February 2014 MHS 6th North Renovation & Generator Relocation $1.5 million April 2014 MHS Stirling Road Renovation $2.6 million August 2014 Miami Surgical Park Center $6.1 million September 2014 UNDER CONSTRUCTION ProjECt Cost start datE Pompano Beach Parking Garage $19.7 million June 2015 South of Atlantic Delray $26.3 million August 2014 The Metropolitan $23.0 million October 2014 Moorings Park at Grey Oaks $61.6 million July 2014 Related Experience Section F RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 25 Related Experience Section F UNDER CONSTRUCTION (Contiuned) ProjECt Cost start datE Doral View Phase II $35.5 million October 2014 Shalimar Apartments $28.9 million May 2015 Miami City Storage - NW 6th Avenue $6.1 million August 2015 Miami City Storage - SW 28th Lane $5.9 million July 2015 Miami City Storage - SW 3rd Ave $8.2 million July 2015 St. Mark’s Episcopal Church & School - Phase IV $3.8 million September 2015 Temple Judea Margaux Early Childhood School $3.7 million March 2015 Sheridan Station $41.8 million May 2015 Florida Atlantic University - Minor Projects Varies Ongoing Single Project Limit of $2.0 million G. Pre-Construction Services Staff RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 26 CHRIS LONG Project Executive SAM R. DOGGART, LEED AP Executive Vice President of Precon. MIA LONERGAN, LEED AP Lead Estimator ConsULtant: MIKE GAGNON SG & P Constructioneering Quality Control Consultant Kaufman Lynn Construction Outside Consultant PERKINS + WILL Architect KEY PERSONNEL YEARS WITH KL/OTHER FIRM PROJECT END DATE Chris Long 3/25 Pompano Beach Parking Garage Miami City Storage Jean & David Colker Center March 2016 July 2016 November 2015 Sam R. Doggart 5/39 Oversees all preconstruction activities N/A Mia Lonergan 2/14 Pompano Beach Parking Garage, Lead Estimator Aura Seaside, Supporting Art Square, Supporting September 2015 September 2015 October 2015 Garret Southern 2/18 Pompano Beach Parking Gargage Jean & David Colker Center March 2016 November 2015 Pre-Construction Services Staff Section G Please refer to Section H. Experience, for detailed resumes of our preconstruction services staff. GARRET SOUTHERN, LEED AP BD+C Project Manager H. Experience RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 27 CHRIS LONG Project executive BACKGROUND Chris Long has over 28 years experience in both estimating and construction management of multimillion dollar projects in a variety of market sectors, including education, hospitality, office, retail and multifamily. He is responsible for guidance and oversight of entire life cycle of the project including heavy involement in the preconstruction phase. In addition to oversight, additional primary goals are to ensure quality, accountability and efficiency of all assigned projects. EXPERIENCE Miami Dade College Academic Support Center, Miami, FL — New construction of a 136,000 s.f. 5-story building provides state-of-the-art facilities for recruitment, international student services, advisement, career center, admissions and registration, bursar, and financial aid services. LEED Gold, CM at Risk, $25.0 million. Miramar West Center, Miramar, FL — New construction of a new 4-story, 80,000 s.f. building including classrooms, science labs, student academic support and administration space. Provides approximately 580 parking spaces. The project was built on a 20 acre site that includes approximately 9.5 acres of buildable, non-wetland conservation easement area. Design/Build, $23.0 million. Palm Beach State College Public Safety Training Facility, Lake Worth, FL — Managed the preconstruction and construction of a multi-phased public safety training complex inclusive of an indoor rifle/handgun firing range, fire tower, CEP, classroom building, gymnasium, wellness center and primary electrical distribution ductbank. $36.2 million. FAU Parking Garage, Boca Raton, FL — New construction of a 325,000 s.f., 4-story, 1,000 space structural precast concrete parking garage for Florida Atlantic University. The garage was constructed to allow for future retail space on ground floor. CM at Risk, $11.5 million. Pompano Beach Parking Garage, Pompano Beach, FL — Design and construction of a 239,646 s.f., 500-space parking garage in close proximity to the beach. The new garage is the corner piece of the Pompano Beach Pier Park master development which is planned as a new city destination with new restaurants, retail shops, and a potential hotel establishment. Design/Build, $19.8 million. Broward College Parking Garage, Davie, FL — Managed the preconstruction & construction of a new 2,000 car precast parking structure. In addition to the construction of the building, improvements were made to the vehicular circulation as well as the construction of an archway that provides an architectural element to identify the entrance of the campus. Design/Build, $19.2 million. Dadeland Office Building, Miami, FL — New construction of a 15-story office building that included a parking garage that held over 1,000 cars. $48.0 million. Dadeland Mall, Miami, FL — Site improvement and mall overbuild preconstruction. $22.0 million. FAU Innovation Village Apartments, Boca Raton, FL — Managed the preconstruction of a new 1,200 bed student housing development. CM at Risk, $66.0 million. FAU HBOI Laboratory, Boca Raton, FL — Managed the preconstruction and construction of a new wet lab facility. CM at Risk, $13.9 million. EDUCATION B.S. Construction Management, Louisiana State University YEARS OF EXPERIENCE 28 PRESENT OFFICE LOCATION Kaufman Lynn Main Office 4850 T-Rex Ave., Suite 300 Boca Raton, FL33431 Experience Section H RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 28 SAM R. DOGGART, LEED AP executive vice President of Preconstruction BACKGROUND Sam has 44 years of experience in municipal, healthcare, educational, commercial and institutional construction throughout Florida. He is known for building productive relationships with owners, architects, engineers and subcontractors, fully embracing the collaborative approach of construction management. His vast experience with complex building systems allow Sam to provide insightful alternatives to the design team, maximizing the available budget without compromising program or design. As EVP, Preconstruction he will manage the estimating department and will coordinate closely with the business development and operations teams to assure continuity and accuracy of cost estimates and construction budgets. EXPERIENCE Mandel Jewish Community Center & Meyer Academy, Palm Beach Gardens, FL — New construction of a 54,303 s.f. preschool/community center and 68,000 s.f. day school campus in Palm Beach Gardens. The facilities include classrooms, a gymnasium, fitness rooms, social hall, teaching kitchen, art gallery, café, and much more. In addition, the site includes an expansive aquatics center, full-size soccer and softball fields, a 1.3 acre preserve area, and state-of-the-art playgrounds. $21.1 million. Pompano Beach Parking Garage, Pompano Beach, FL — Design and construction of a 239,646 s.f., 500-space parking garage in close proximity to the beach. The new garage is the corner piece of the Pompano Beach Pier Park master development which is planned as a new city destination with new restaurants, retail shops, and a potential hotel establishment. Design/Build, $19.8 million. Pierce Street Parking Garage, Tampa, FL — New construction 900-space, 12-story downtown parking facility including Wellness Center and retail ribbon at ground level where site logistics and just in time delivery were key to success. Design Build, $11.4 million. Miami Central Senior High School, Miami, FL — Additions, remodeling & renovations of 310,000 s.f. multi-storied, phased & comprehensive project consisting of gym, media center, cafeteria, classrooms, chiller plant, and playfields, all keeping existing school operational. $81.0 million. Miami Surgical Park Center, Miami, FL — Build out of a 18,500 s.f. outpatient surgery center, including 6 operating rooms, 6 pre-op beds, 11 PACU beds, and 7 recovery chairs. $6.1 million. Miami City Storage, Miami, FL — Construction of three seperate multi-story storage facilities in Miami. $20.3 million. FIU College of Nursing and Health Sciences, Miami, FL — Project consisted of the construction of a 120,000 s.f., 5-story educational facility to accommodate the College of Nursing and Health Sciences programs. CM at Risk, $35.0 million. City of North Port City, New City Hall and Police Station, North Port, FL — Replacement of a 80,000 s.f., 4-story city hall and 20,000 s.f. single-story replacement police headquarters on Greenfield 20 arce site. Hard bid Lump Sum, $15.0 million. Fort Lauderdale-Hollywood International Airport T4 Expansion, Ft. Lauderdale, FL — 80,000 s.f. airside expansion and renovation of Terminal 4 including new baggage handling equipment and working with FIS, CBP, TSA and ATO. CM at Risk, $46.0 million. EDUCATION Accounting and Business, St. Petersburg College LICENSES/REGISTRATIONS Licensed General Contractor Class “A” #CGC061310 LEED Accredited Professional YEARS OF EXPERIENCE 44 PRESENT OFFICE LOCATION Kaufman Lynn Main Office 4850 T-Rex Ave., Suite 300 Boca Raton, FL33431 Experience Section H RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 29 MIA LONERGAN, LEED AP Lead estimator BACKGROUND Mia is an expert in budget, conceptual, and hard bid estimating. She has over 16 years of experience in all areas of construction and pre-construction services for various types of projects inlcuding municipal, educational, residential and commercial. Responsibilities include bid strategy planning, spreadsheet design and implementation, Owner / Architect correspondence and Estimating Department employee training and budget controls. Mia has been responsible for bringing an extensive list of commercial and public venues successfully from concept to completion. EXPERIENCE Palm Beach County Capital Improvement/Parks and recreation administrative building, Lake Worth, FL — Administrative offices, parking, reconfiguration of natural lake to accommodate a new fiber optic routing and connection for Palm Beach County Emergency Management/EOC. Worked with numerous county departments, and state environmental rquirements, and numerous governmental agencies. $8.0 million. Pompano Beach Parking Garage, Pompano Beach, FL — Design and construction of a 239,646 s.f., 500-space parking garage in close proximity to the beach. The new garage is the corner piece of the Pompano Beach Pier Park master development which is planned as a new city destination with new restaurants, retail shops, and a potential hotel establishment. Design/Build, $19.8 million. Palm Beach State College, Bachelor Program Classroom Building, Lake Worth, FL — New construction of a 3-story Center for Bachelor Program classroom building, consisting of a 3-story atrium with smoke evacuation system, and multi-media lecture hall. $8.0 million. One City Center, HSBC Bank, West Palm Beach, FL — Four-story commercial building with 4-story parking garage pedestal with 900 spaces, a bank drive through, four elevators. $7.0 million. FAU Parking Garage, Boca Raton, FL — New construction of a 325,000 s.f., 4-story, 1,000 space structural precast concrete parking garage for Florida Atlantic University. The garage was constructed to allow for future retail space on ground floor. CM at Risk, $11.5 million. Miami Beach Senior High School, Miami Beach, FL — This project consisted of the demolition of 10 buildings, which were replaced with 5 one to 3-story structure totaling 300,140 s.f. of state of the art auditorium, gymnasium, cafeteria, classrooms, labs, black box theater, and media center. $57.0 million. South of Atlantic, Delray Beach, FL —Two new 4-story apartment buildings with a total of 172 units. Building 1 is 237,000 s.f. and includes 117 residential units on three raised decks above ground floor parking garage and resident amenities on the first raised deck. The second building is 109,000 s.f. and includes 52 residential units above ground floor parking. $26.0 million. New River Yacht Club & Parking Garage, Fort Lauderdale, FL — 26-story multi-use residential rental property, high end amenities and retail space with seven story parking garage. $37.0 million. The Shore Club, Miami, FL — New construction of a 22-story hotel which included renovation work as well. $20.0 million. CM Multi-Residential, St. John, US Virgin Islands — Two 4-story condominiums, 62-story condominiums, infinity pool and clubhouse. $25.0 million. EDUCATION B.S. Construction Management, Florida International University LICENSES/REGISTRATIONS LEED Accredited Professional YEARS OF EXPERIENCE 16 PRESENT OFFICE LOCATION Kaufman Lynn Main Office 4850 T-Rex Ave., Suite 300 Boca Raton, FL33431 Experience Section H I. Construction Services Staff RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 30 CHRIS LONG Project Executive AL VILLARREAL, LEED AP BD+C Superintendent GARRET SOUTHERN, LEED AP BD+C Project Manager ConsULtant: MIKE GAGNON SG & P Constructioneering Quality Control Consultant DON SCOTT Don Scott & Associates Indepedent Safety Consultant Kaufman Lynn Construction Outside Consultant PERKINS + WILL Architect KEY PERSONNEL YEARS WITH KL/OTHER FIRM PROJECT/% OF TIME END DATE Chris Long 3/25 Pompano Beach Parking Garage/20% Miami City Storage/20% Jean & David Colker Center/20% March 2016 July 2016 November 2015 Garret Southern 2/18 Pompano Beach Parking Gargage/70% Jean & David Colker Center/30% March 2016 November 2015 Al Villarreal 2/30 Pompano Beach Parking Garage/100%March 2016 Please refer to Section H. Experience, for detailed resumes of our construction services staff. Construction Services Staff Section I TBD Project Engineer TBD Project Accountant J. Experience RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 31 CHRIS LONG Project executive BACKGROUND Chris Long has over 28 years experience in both estimating and construction management of multimillion dollar projects in a variety of market sectors, including education, hospitality, office, retail and multifamily. He is responsible for guidance and oversight of entire life cycle of the project including heavy involement in the preconstruction phase. In addition to oversight, additional primary goals are to ensure quality, accountability and efficiency of all assigned projects. EXPERIENCE Miami Dade College Academic Support Center, Miami, FL — New construction of a 136,000 s.f. 5-story building provides state-of-the-art facilities for recruitment, international student services, advisement, career center, admissions and registration, bursar, and financial aid services. LEED Gold, CM at Risk, $25.0 million. Miramar West Center, Miramar, FL — New construction of a new 4-story, 80,000 s.f. building including classrooms, science labs, student academic support and administration space. Provides approximately 580 parking spaces. The project was built on a 20 acre site that includes approximately 9.5 acres of buildable, non-wetland conservation easement area. Design/Build, $23.0 million. Palm Beach State College Public Safety Training Facility, Lake Worth, FL — Managed the preconstruction and construction of a multi-phased public safety training complex inclusive of an indoor rifle/handgun firing range, fire tower, CEP, classroom building, gymnasium, wellness center and primary electrical distribution ductbank. $36.2 million. FAU Parking Garage, Boca Raton, FL — New construction of a 325,000 s.f., 4-story, 1,000 space structural precast concrete parking garage for Florida Atlantic University. The garage was constructed to allow for future retail space on ground floor. CM at Risk, $11.5 million. Pompano Beach Parking Garage, Pompano Beach, FL — Design and construction of a 239,646 s.f., 500-space parking garage in close proximity to the beach. The new garage is the corner piece of the Pompano Beach Pier Park master development which is planned as a new city destination with new restaurants, retail shops, and a potential hotel establishment. Design/Build, $19.8 million. Broward College Parking Garage, Davie, FL — Managed the preconstruction & construction of a new 2,000 car precast parking structure. In addition to the construction of the building, improvements were made to the vehicular circulation as well as the construction of an archway that provides an architectural element to identify the entrance of the campus. Design/Build, $19.2 million. Dadeland Office Building, Miami, FL — New construction of a 15-story office building that included a parking garage that held over 1,000 cars. $48.0 million. Dadeland Mall, Miami, FL — Site improvement and mall overbuild preconstruction. $22.0 million. FAU Innovation Village Apartments, Boca Raton, FL — Managed the preconstruction of a new 1,200 bed student housing development. CM at Risk, $66.0 million. FAU HBOI Laboratory, Boca Raton, FL — Managed the preconstruction and construction of a new wet lab facility. CM at Risk, $13.9 million. EDUCATION B.S. Construction Management, Louisiana State University YEARS OF EXPERIENCE 28 PRESENT OFFICE LOCATION Kaufman Lynn Main Office 4850 T-Rex Ave., Suite 300 Boca Raton, FL33431 Experience Section J RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 32 GARRET SOUTHERN, LEED AP BD + C Project executive BACKGROUND Garret Southern has over 20 years of construction experience including governmental, educational, retail and commercial facilities. His responsibilities include the operation in all fields of administration, policies and procedures, and the overall day to day construction duties like team leadership, project organization, managing cost control and financial reporting as well as preparing project and cash flow schedules, and assisting the estimating department in pre-construction efforts. EXPERIENCE Miramar City Hall at The Miramar Town Center, Miramar, FL — This design-build project included the development of a 54-acre site and the construction of a new 87,000 s.f. City Hall and Engineering building for the master-planned Miramar Town Center. Also included was a large public plaza area and all associated infrastructure work including underground utilities, the construction of roads, a parking lot, landscaping, and irrigation for the 10-acre civic area. $21.2 million. Miramar West Center, Miramar, FL — New construction of a new 4-story, 80,000 s.f. building including classrooms, science labs, student academic support and administration space. Provides approximately 580 parking spaces. The project was built on a 20 acre site that includes approximately 9.5 acres of buildable, non-wetland conservation easement area. Design/Build, $23.0 million. Palm Beach State College Public Safety Building, Lake Worth, FL — New construction of a 17,427 s.f. one-story specialized higher education and public safety training facility. Project included administration areas and front-of-house office and new utilities, relocation and replacement of an electrical transformer, and new hardscaping and landscaping, all while working on an active campus. CM at Risk, $5.8 million. Pompano Beach Parking Garage, Pompano Beach, FL — Design and construction of a 239,646 s.f., 500-space parking garage in close proximity to the beach. The new garage is the corner piece of the Pompano Beach Pier Park master development which is planned as a new city destination with new restaurants, retail shops, and a potential hotel establishment. Design/Build, $19.8 million. 5505 Waterford Office Building & Garage Burger King HQ, Miami, FL — Facility consisted of a 9-story, 231,000 s.f., Class A office building as well as a 214,000 s.f., 4-level, 682-car parking garage and associated site development, including entrance fountain. Interior buildout consisted of a full service restaurant and test kitchen on the top floor, with office space, conference facilities, entertainment lounge, and raised access computer server room with redundant generator and battery backup systems. $26.9 million. 701 Waterford Office Building & Garage, Miami, FL — Facility consisted of a Class A, 10-story, 260,000 s.f. office building built using PSI structure with architectural precast panels. Work also included a 247,173 s.f. parking garage. $23.1 million. Royal Palm at Southpointe, Plantation, FL — This facility is a 9-story, 235,000 s.f., Class A office building and also included a 285,000 s.f. 4-level, 848-car parking garage; a one-story 23,000 s.f. retail area; and associated site development. $23.6 million. Dolcevita on the Ocean - Phase 1, Palm Beach Shores — New construction of a 120,000 s.f., 6-story condominium with underground parking. $55.2 million. EDUCATION B.S. Building Construction, University of Florida LICENSES/REGISTRATIONS LEED AP BD +C 30+ Hours of OSHA YEARS OF EXPERIENCE 20 Experience Section J RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 33 AL VILLARREAL, LEED AP BD+C suPerintendent BACKGROUND Al Villarreal has 32 years of experience in the construction industry and possesses extensive experience on multi-million-dollar projects; engineering, estimating, safety procedures, multiple crew supervision, contract negotiation, trade scope writing and subcontracting procurement/ assessment. He is certified in many areas of equipment operation, OSHA 30-Hour safety training. As Superintendent, his duties include quality control oversight for all subcontractors, coordination of weekly safety meetings and monthly safety inspections, on-site coordination of subcontractor performance, communication and teamwork, preparation of two-week look ahead schedule and filing and journaling meeting minutes, job logs and daily reports. EXPERIENCE Miramar West Center, Miramar, FL — New construction of a new 4-story, 80,000 s.f. building including classrooms, science labs, student academic support and administration space. Provides approximately 580 parking spaces. The project was built on a 20 acre site that includes approximately 9.5 acres of buildable, non-wetland conservation easement area. Design/Build, $23.0 million. Florida Department of Law Enforcement Evidence Warehouse and Parking Garage, Miami, FL — New construction of a 3.5-story, tilt-up office building, 10,288 s.f. evidence warehouse, and 350-space parking garage. $16.0 million. Lee County Courthouse and Parking Garage, Ft. Myers, FL - This project consists of six phases. Phase I and II involved installation of three new elevators with lobbies and IT server room. In Phase III, modifications to the Central Energy Plant were completed. Phases IV & V involved the construction of a new 2-story addition which houses shipping and receiving on the ground floor and a kitchen/ cafeteria on the second. Phase VI, was the construction of a new 10-story Criminal Courts complex that houses 17 courtrooms. CM at Risk, $160.0 million. Pompano Beach Parking Garage, Pompano Beach, FL — Design and construction of a 239,646 s.f., 500-space parking garage in close proximity to the beach. The new garage is the corner piece of the Pompano Beach Pier Park master development which is planned as a new city destination with new restaurants, retail shops, and a potential hotel establishment. Design/Build, $19.8 million. Port of Miami Parking Garage, Miami, FL - New construction of a 750-space parking garage that also included site utilities. $6.0 million. 5505 Waterford Office Building & Garage Burger King HQ, Miami, FL — Facility consisted of a 9-story, 231,000 s.f., Class A office building as well as a 214,000 s.f., 4-level, 682-car parking garage and associated site development, including entrance fountain. Interior buildout consisted of a full service restaurant and test kitchen on the top floor, with office space, conference facilities, entertainment lounge, and raised access computer server room with redundant generator and battery backup systems. $26.9 million. 701 Waterford Office Building & Garage, Miami, FL — Facility consisted of a Class A, 10-story, 260,000 s.f. office building built using PSI structure with architectural precast panels. Work also included a 247,173 s.f. parking garage. $23.1 million. Fort Lauderdale/Hollywood Airport Car Rental Center, Ft. Lauderdale, FL — New construction of a state-of-the-art car rental facility with over 4,000 parking spaces. $158.0 million. EDUCATION Business Administration, Northeastern University Business Administration, Florida Atlantic University LICENSES/REGISTRATIONS LEED AP BD+C OSHA 30-Hour First Aid/CPR Tilt Up/Concrete, ACI Certification YEARS OF EXPERIENCE 32 Experience Section J RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 34 MIKE GAGNON, LEED AP SG & P CONSTRUCTIONEERING QuaLity controL consuLtant BACKGROUND Mike Gagnon has 36 years of experience building in South Florida. The construction value of the projects he has been involved with totals more than $1.2 billion. Mike Gagnon will work with the Kaufman Lynn Construction team beginning in the design and budgeting process. He helps review the construction details, products and systems prior to us bidding and providing the GMP to the owner. The benefit is that when we get to the GMP we are clear that the systems on the Construction plans are compatible with one another and in conformance with all the current Building Codes required for the project. During construction, he is a part of our “Building Better Buildings” Program. He attends jobsite meetings and is a part of all of our pre-installation meetings for major building components. He reviews installation procedures and acts as an additional set of eyes during preparation, application or installation of key building components. He creates reports, complete with pictures, as documentation of his efforts. The reports are reviewed by the on-site project team as well as Mike Kaufman, our president. EXPERIENCE Miami Dade College Academic Support Center, Miami, FL — New construction of a 136,000 s.f. 5-story building provides state-of-the-art facilities for recruitment, international student services, advisement, career center, admissions and registration, bursar, and financial aid services. LEED Gold, CM at Risk, $25.0 million. Miramar West Center, Miramar, FL — New construction of a new 4-story, 80,000 s.f. building including classrooms, science labs, student academic support and administration space. Provides approximately 580 parking spaces. The project was built on a 20 acre site that includes approximately 9.5 acres of buildable, non-wetland conservation easement area. Design/Build, $23.0 million. Boca Raton Downtown Library, Boca Raton, FL — New construction of a library with an occupancy of 739. The new library has various seating, study and reference areas. Project also includes private and open plan office space along with retail area, coffee bar, multi-purpose rooms, restrooms and circulation area. CM at Risk, $10.0 million. Hollywood Beach Safety & CRA Complex, Hollywood, FL — New construction of a 34,000 s.f., 2-story Public Safety Building with a 3 bay Fire Station, Beach Safety and Community Redevelopment Agency offices and parking and renovation of an existing 1-story historic structure. $6.6 million. Mandel Jewish Community Center & Meyer Academy, Palm Beach Gardens, FL — New construction of a 54,303 s.f. preschool/community center and 68,000 s.f. day school campus in Palm Beach Gardens. The facilities include classrooms, a gymnasium, fitness rooms, social hall, teaching kitchen, art gallery, café, and much more. In addition, the site includes an expansive aquatics center, full-size soccer and softball fields, a 1.3 acre preserve area, and state-of-the-art playgrounds. $21.1 million. Joe Celestin Center, North Miami, FL — New construction of a 20,000 s.f. community center. The project includes basketball courts, and an activity and wellness center. The site contained arsenic contaminated soil and required extensive decontamination and working closely with DERM and following a Contamination Assessment Plan. CM at Risk, LEED Gold, $5.2 million. REGISTRATIONS Certified: Roofing Contractor Mechanical Contractor Plumbing Contractor Solar Contractor General Contractor DEP Storm Water Mangement Inspector Licensed Building Inspector LEED Accredited Professional Experience Section J RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 35 DON SCOTT DON SCOTT & ASSOCIATES indePendent safety consuLtant BACKGROUND Don Scott has extensive 38-year background in developing and administering safety programs. spent 33 years in the Florida state government, managing safety programs for large Florida state parks. During this time he was responsible for the development, implementation, and control of safety programs that would meet the Florida Department of Labor, Division of Safety requirements which are more stringent than OSHA in many respects. In December of 1998 he founded Don Scott & Associates Inc. a safety program development and management company at the request of several construction and landscape companies in the Stuart, Florida area. He has developed safety programs that meet or exceeded OSHA standards for several construction and landscape firms, regularly conducted safety training, work site safety hazard assessments, update client safety programs and conduct OSHA 10 and 30 hr. programs. Don has extensive experience with safety processes involving several types of construction including Frame, Cast in Place Concrete, Masonry and Tilt wall. These programs involved all types of equipment safety from backhoes, loaders, bulldozers and large trucks, both multi axel and tractor-trailer. EXPERIENCE Miami Dade College Academic Support Center, Miami, FL — New construction of a 136,000 s.f. 5-story building provides state-of-the-art facilities for recruitment, international student services, advisement, career center, admissions and registration, bursar, and financial aid services. LEED Gold, CM at Risk, $25.0 million. Miramar West Center, Miramar, FL — New construction of a new 4-story, 80,000 s.f. building including classrooms, science labs, student academic support and administration space. Provides approximately 580 parking spaces. The project was built on a 20 acre site that includes approximately 9.5 acres of buildable, non-wetland conservation easement area. Design/Build, $23.0 million. Boca Raton Downtown Library, Boca Raton, FL — New construction of a library with an occupancy of 739. The new library has various seating, study and reference areas. Project also includes private and open plan office space along with retail area, coffee bar, multi-purpose rooms, restrooms and circulation area. CM at Risk, $10.0 million. Hollywood Beach Safety & CRA Complex, Hollywood, FL — New construction of a 34,000 s.f., 2-story Public Safety Building with a 3 bay Fire Station, Beach Safety and Community Redevelopment Agency offices and parking and renovation of an existing 1-story historic structure. $6.6 million. Mandel Jewish Community Center & Meyer Academy, Palm Beach Gardens, FL — New construction of a 54,303 s.f. preschool/community center and 68,000 s.f. day school campus in Palm Beach Gardens. The facilities include classrooms, a gymnasium, fitness rooms, social hall, teaching kitchen, art gallery, café, and much more. In addition, the site includes an expansive aquatics center, full-size soccer and softball fields, a 1.3 acre preserve area, and state-of-the-art playgrounds. $21.1 million. Joe Celestin Center, North Miami, FL — New construction of a 20,000 s.f. community center. The project includes basketball courts, and an activity and wellness center. The site contained arsenic contaminated soil and required extensive decontamination and working closely with DERM and following a Contamination Assessment Plan. CM at Risk, LEED Gold, $5.2 million. EDUCATION B.S. in Safety Engineering REGISTRATIONS OSHA 501 Certified Trainer OSHA 500 Certified Trainer Safety Consultant #23821 Licensed by the State of Florida Department of Business Regulation to Conduct Continuing Education Classes for the Construction Industry Licensing Board. #2446494 Member of the American Society of Safety Engineers Qualified as a Safety Consultant #23821 Experience Section J K. Project Management Services RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 36 Project Management Services Section K A BALANCED APPROACH OF PROCESS AND PERSONAL RESPONSIBILITY TO ACHIEVE OUTSTANDING RESULTS Over the course of hundreds of successfully completed projects, we have developed a clearly defined base-line level for quality – both in how we approach and manage the project and the final product. While established processes create the framework for our interactions, project managers and superintendents have the authority to make decisions in the field to address the myriad of variables that make up a construction project. The senior management team is actively involved in every project and maintains direct communication that expedites critical decisions, making us more responsive to your needs. We have invested heavily in the industry’s top talent, ensuring the successful completion of virtually every type and size of project. Additionally, we implement innovative control procedures such as Building Better Buildings, our industry leading building envelope quality control system that keeps the buildings water tight. The high level of enthusiasm that permeates our team translates into a willingness to go the extra mile for clients and respond with creativity and initiative to the challenges of each unique project. The Kaufman Lynn Construction management approach is focused on fulfilling the objectives and program of Sunny Isles Beach to produce the Government Center Annex project within the established budget and on schedule. To accomplish this we will draw on our extensive expertise constructing CM at Risk projects, municipal, educational and civic use facility. For each of these projects and many others, Kaufman Lynn Construction has partnered with the project owner, design team and key subcontractors to develop complete and sustainable budgets, maximize a design assist approach to the development of key elements of the design and seamlessly transitioned to the construction and timely completion of the projects. As a project partner, Kaufman Lynn Construction will provide leadership through the pre-construction & design, construction and post-construction phases of the project. We will accomplish this by establishing clear goals of the team and the responsibilities of each team member towards achieving these goals. Kaufman Lynn Construction will create and frequently update schedules that track the progress of team and establish venues to promote a collaborative teamwork approach to defining best practices and quality, evaluating cost benefits or potential savings opportunities and general issue resolution. A detailed description of this process follows on the following pages. DESIGN REVIEW & ADDITIONAL ANALYSIS OF PLANS AND SPECIFICATIONS As Construction Manager, our effort throughout the development of a project is as a design assist partner to the project team. Our function and accountability is to lend support to the design team through our “hands on” knowledge of constructability, pricing accuracy, market conditions, life cycle cost analysis, technical material and systems validation, energy efficiency vs. first cost analysis, schedule expertise, subcontractors and vendor selection, long lead and critical equipment procurement, LEED recommendations, and code experience, to name systems Used for pLanning, sChedULing, estimating and managing ConstrUCtion PROCORE – PROJECT MANAGEMENT Procore is an on-demand construction software designed to facilitate document management and team communication. By hosting documents online, they are available to all team members. Owners have 24/7 access to contract documents, change orders, RFI’s, meeting minutes, schedules and progress photos. P6 – SCHEDULING While all project managers and superintendents receive P6 training, a full time internal scheduler works with each team to develop schedules. Not only assures this high level use of the software, but also helps the project teams to think through the sequencing and learn from other projects. SMART BID – BID MANAGEMENT The easy to use program allows subcontractors to pre-qualify. Based on their profile, Kaufman Lynn Construction then distributes bid invites and documents. This not only allows for an efficient way to reach a large number of subcontractors, but the tracking tools provide valuable insight to our estimators which in turn leads to tighter estimates. NAVISWORKS MANAGE - BUILDING INFORMATION MODELING (BIM) Navisworks allows us to import information from several platforms, including CAD files, digital photos (jpegs), and PDFs. By overlaying the documents we can better to analyze information related to the project. During pre-construction, we are able to utilize the 3D model and extrapolate data, view the design intent in context, and obtain quantities. This allows us to provide critical feedback to the client and design team with regards to cost and constructability. TIMBERLINE – ACCOUNTING Accounts Payable, Accounts Receivable, General Ledger, and Job Cost comprise the backbone of this integrated financial and operations construction management solution RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 37 a few. Also, our goal is to be the conduit of communication to all team partners during the life of the design process. Clear, concise and continual discussion and documentation will be the goal and key component to the success of the design stage. Our highly qualified Quality Control Consultant makes sure to review all systems as they relate to paint, exterior finishes, windows, roofing, waterproofing and caulking at the very beginning of the design and budgeting process. We begin this process by meeting with the with the owner and the entire design team to ensure all systems are compatible. Then we work with our preconstruction staff to review submittals with a checklist of what must be included such as: manufacturer product data, details and installation instruction, preparations procedures, qualifications of installers, shop drawings with sequencing for installation, notice of acceptance (if necessary), wind calculations, special requirements and a sample copy of the warranty. After this process we review all submittals to make sure that proper waterproofing components, materials and installation processes are being submitted in compliance with the contract documents. Our quality control consultant then reviews the construction details, products and systems prior to us bidding and providing the Guaranteed Maximum Price to an owner. The benefit of this, is that when we get to the GMP we are clear that the systems on the Construction plans are compatible with one another and in conformance with all the current Building Codes required for the project. COMMUNICATION: KEEPING EVERYONE INFORMED AND INVOLVED Construction is a collaborative activity, pooling the knowledge and experience of many people. After an initial kick-off meeting, we suggest weekly meetings with the entire team for complete and accurate exchanges of information and maximum accountability. Kaufman Lynn Construction uses Procore, an on-demand construction software designed to facilitate document management and team communication. By hosting documents online, they are available to all team members. Owners have 24/7 access to contract documents, change orders, RFI’s, meeting minutes, schedules and progress photos. All team members can access the information in real time 24/7 on their tablets, phones or computers to keep everyone up to date on progress RFI’s are tracked and users can easily see the status. Even more importantly the process of responding to an RFI is as simple as sending an email, which assures use of the software by team members. BUDGET ESTIMATING Based on the project program and planned budget the first budget/estimate will be based on schematic plans and early specifications. Some critical subcontractor design assist input and a complete quantitative analysis with graphical take-off will be included. Assumptions will continue to be made where appropriate and allowances established for items undetermined. Based on overall cost at this point, the introduction of Value Management options would come into play to assure the target budget is not exceeded. Subsequently, the design development phase will allow for a larger complement of subcontractor design assist input as we work towards a tighter cost parameter and begin identifying contingencies necessary within the project cost. And as more information is now available, the need for assumptions and allowances reduces. A gap analysis is done at this point to assure as best possible that no “holes” or “overlaps” are evident in the estimated amount and a complete review of Value Management options is conducted to adjust cost to within the target amount. Wish list items are also discussed for possible inclusion in the budget. ULTRA DETAILED CONCEPTUAL ESTIMATES The conceptual estimated set the standard for the remainder of the estimates and are designed to provide the team actionable information. Project Management Services Section K 24/7 COMMUNICATION AND DOCUMENT CONTROL Schedule, RFI, project images and other information is hosted in the cloud and can be accessed by all team members on any mobile device. RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 38 OPTIONS ANALYSIS: SAVING TIME & COSTS WHILE MAINTAINING HIGH FUNCTIONALITY & QUALITY Similar to how we are called on for accurate and reliable cost data, we expect to provide alternative approaches or “menu’s” for different aspects of construction installations and means and methods. When on board early in the process, these options analyses can bring significant cost and time savings to the project while maintaining the high level of function and quality envisioned. As the project team moves through the many design charrettes, Kaufman Lynn Construction will identify alternatives for systems, materials, equipment and their associated cost and time for evaluation and decision by the project team. This on-going design menu log remains in place for discussion until items are agreed to be discarded and/or implemented. Before final construction document pricing, the project team completes a final review of the “Options Log”. This assures the entire team that no good idea has been lost through design, and offers a last look at the “wish list” items that now may be affordable based on best value for every dollar spent. GREEN BUILDING & LEED CERTIFICATION Whether the goal is to achieve LEED certification or not, we provide our clients a host of energy saving suggestions as well as alternative systems as part of our standard operating procedures. Our team of LEED Accredited Professionals and LEED Green Associates has experience evaluating strategies, implementing practices, finding resources and weighing cost/benefits for each option to blend budget decisions with energy efficient, environmentally-friendly construction. Kaufman Lynn is well versed in providing “green” cost savings alternatives on LEED projects in addition to construction methods to ensure the greatest accumulation of points for building certification. We implement “Green Building Techniques” even on projects that are not pursuing LEED Certification as part of our standard everyday practice. We recycle up to 90% of all construction debris on our jobsites by supplying each construction site with recycling containers. We provide pollution and erosion control; we have a concrete truck washout area on each site to prevent any soil contamination; we also pay very close attention to the Indoor Air Quality during construction. In our interior finishes we use low VOC paints, adhesives and sealants and we always achieve very high percentages of recycled content in our building materials. VALUE ENGINEERING REDUCING THE COST NOT THE DESIGN In the Kaufman Lynn Construction world, Value Engineering optimizes the allocation of projected funds (the budget) without reducing the quality of a project. Unlike many other construction managers, we do not simply try to find a cheaper product that “cheapens the design”, we seek to find more economical but equal or better options that remain consistent with the project team’s vision and life cycle limits. miami dade CoLLege administrative sUpport Center Project Management Services Section K SUSTAINABLE CONSTRUCTION PRACTICES Standard practice include recycling of construction debris, pollution and erosion control, and concrete truck washout areas to prevent any soil contamination. RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 39 LIFE CYCLE COST ANALYSIS: MAKING SURE THAT “LESS EXPENSIVE NOW” DOESN’T TRANSLATE TO “HIGH LONG-TERM OPERATIONS COSTS” Life Cycle Cost Analysis is an integral part of the value management process, providing an assessment of costs associated with each of the various options under consideration. The life cycle cost for the Government Center Annex project is the total economic cost of owning and operating the facilities. Life cycle costs can be applied to any component of a facility, but generally focuses on the systems noted in the plumbing, mechanical and electrical plans and specifications. A complete life cycle cost analysis will not only take into account the initial costs of equipment, materials and installation, but also the cost of the future re-installations in present dollars. This is an important point of clarification; if equipment for example has to be replaced every ten years, the costs of inflation that will take place between now and the last replacement needs be considered in the true life cycle cost of the product or system. Utilizing our in-house multidisciplinary estimating capabilities and input from the design assist subcontractors, Kaufman Lynn Construction will guide the project team in making informed decisions in the evaluation of all options brought to the table. CONSTRUCTABILITY ANALYSIS THINKING THROUGH THE “HOW” Ideally, we provide a constructibility analysis during the design-development stage, working with the design professionals to identify design to construction inconsistencies, dissimilar materials issues, installation sequencing voids, and options for systems and materials going into the final design. Through this operations led process, we analyze critical building components including roofing materials, mechanical systems, building envelope integrity, finishes, etc. After review, we provide the client a comprehensive listing of discoveries, with alternative solutions that incorporate the most cost effective approach for every area where there are alternatives to be considered. Further, we analyze specific project exterior conditions (i.e., location of activities, scheduled events, etc.) and include thoughtful recommendations to site logistics, traffic flow, staging and parking. SCHEDULING ACCURATE AND MEANINGFUL SCHEDULES ESTABLISHED EARLY TO GUIDE THE PROJECT Once selected, the project team prepares a preliminary schedule. The schedule includes durations for permitting, material procurement, submittals and fabrication, in addition to the construction activities and commissioning periods. Each area of the project will be separated to allow clear visibility of the flow and sequence of work required for that part of the project. Our scheduling software, Primavera P6, interfaces with our project management software, Procore, which means that many reporting issues monitored by Procore are automatically updated when changes to the schedule occur. Our subcontractors submit their evolving schedules throughout the course of preconstruction to ensure every activity is properly accounted for in our final comprehensive plan. Before construction begins, our subcontractors and suppliers are required to submit their final sequencing, durations and level of detail schedule. The final construction schedule is then incorporated into each subcontractor’s contract as a measure to ensure their adherence to the master schedule. Project Management Services Section K WE’RE SCHEDULE DRIVEN Kaufman Lynn Construction includes every possible item in the schedule, down to when we put the handles on the doors, to make sure we synchronize all aspects of work and every material delivery. Our final result is buildings completed on time or early. RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 40 SCHEDULING CONTINUITY FROM PRECONSTRUCTION THROUGH CONSTRUCTION The project manager is responsible for the schedule throughout the project. During construction, the schedule is reviewed with the Superintendent and the Project Executive weekly, daily if needed. Then, at the weekly subcontractor meeting, the Project Manager creates a two-week look-ahead schedule and distributes it to all appropriate subcontractors and suppliers. EVEN THE SMALLEST DETAILS ARE TRACKED ON OUR SCHEDULES We include every possible item in the schedule, down to when we put the handles on the doors, to make sure we synchronize all aspects of work and every material delivery. We give special attention to items on the “critical path” which are areas that must be done within a particular time in order to bring a project in on time or early. While other areas of work can be altered more easily, these areas of work, such as the building shell construction and interior framing and drywall, must be put in place in order to have the next step of the project take place. To ensure an accurate scheduling process for all shop drawings and submittals, we create a comprehensive procurement schedule as a primary section to our overall CPM schedule. Each submittal and scheduling activity is clearly identified with early start, late start, early finish and late finish dates and then made part of the critical path of the project. This section of our critical path schedule is monitored daily and updated weekly at a minimum. Then it is distributed to our project subcontractors and suppliers. Prior to commencement of construction, we create a comprehensive shop drawing/submittal log with our project management software, Procore. This log is updated daily and reviewed at all weekly subcontractor and owner meetings. The status section of this log alerts all parties responsible for the next step in the submittal/shop drawing process and provides them with a deadline that is derived directly from the critical path schedule. QUALITY CONTROL We understand that a building is not simply a short term investment, but one which is designed to last decades. The client is paying for and entitled to a building that is built with care and meets the goals of the entire project delivery team. Our proactive approach to quality and coordination assures that we consistently meet these goals. DEDICATION TO AWARD WINNING QUALITY Our quality control plan begins during preconstruction by only soliciting subcontractor and material bids from pre-qualified vendors. Our acceptable base-line quality level standards are well known to our subcontractors as many have been providing services for Kaufman Lynn Construction for more than 20 years. During construction, we ensure quality through our daily quality inspections along with weekly jobsite meetings. Our weekly meetings include subcontractors, owners and design professionals. Since our meetings require thorough jobsite Project Management Services Section K 6 MAJOR AREAS OF QUALITY CONTROL On schedule Ahead of schedule Projects Original Contract Completion Date Actual Completion Date St. Mark’s Staluppi Center Oct. 2014 Oct. 2014 Miramar West Center Sep. 2014 Jul. 2014 Mandel Jewish Community Center & Meyer Academy Aug. 2014 Aug. 2014 FL High School Phased Replacement May 2014 May 2014 FAU Parking Garage III Dec. 2013 Nov. 2013 MDC Administrative Support Center Dec. 2012 Dec. 2012 Broward College Arts Building #6 Mar. 2012 Mar. 2012 MDC Freedom Tower Restoration Oct. 2011 Aug. 2011 FAU Wimberly Library Addition and Renovation May 2011 (Ph. 2) Dec. 2008 (Ph. 1) May 2011 (Ph. 2) Dec. 2008 (Ph. 1) FAU Recreation & Fitness Center Apr. 2010 Mar. 2010 RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 41 inspection by all parties, any question of quality is immediately addressed. This immediate reaction prevents a budding problem from taking root. If a problem is discovered it is immediately corrected. INTENSE OVERSIGHT OF SUBMITTALS WITH AN EXTRA SET OF EYES TO SUPPORT THE DESIGN TEAM We include our Quality Assurance Consultants to review all systems as they relate to paint, exterior finishes, windows, roofing, waterproofing and caulking BEGINNING in the design and budgeting process. We begin our process by meeting with the city’s staff and the entire design team to ensure all systems are compatible. We then work with our preconstruction staff to review submittals with a checklist of what must be included such as: manufacturer product data, details and installation instruction, preparations procedures, qualifications of installers, shop drawings with sequencing for installation, notice of acceptance (if necessary), wind calculations, special requirements and a sample copy of the warranty. We then review all submittals to make sure that proper waterproofing components, materials and installation processes are being submitted in compliance with the contract documents. Our consultant reviews the construction details, products and systems prior to us bidding and providing the Guaranteed Maximum Price to an owner. The benefit is that when we get to the GMP we are clear that the systems on the construction plans are compatible with one another and in conformance with all the current building codes required for the project. NOTHING REPLACES “PLANS IN HAND” INSPECTIONS AND REGULAR COMMUNICATION BY OUR SUPERINTENDENTS During construction, we ensure quality through our daily quality inspections along with weekly jobsite meetings. Every day our superintendents walk miles checking on quality regardless of the size of the building footprint. Our superintendents use tablets in the field that are continually updated with the most recent plans noting any new changes. Checking subcontractors work against the plans, any concerns can be shown to the foremen in a simple, up-to-date format. Any issues that need to be reviewed by the design team, are photographed and send to the entire team for review and response. This immediate reaction prevents a budding problem from taking root or allows us to discover it quickly to find a remedy without impacting the schedule. This process is in addition to our weekly onsite meetings that include subcontractors, owners and design professionals where we walk the jobsite to allow all parties to inspect current work and any question of quality is addressed. HIGHLY CAPABLE SUPERINTENDENTS SUPPLEMENTED WITH CONTINUED TRAINING Kaufman Lynn Construction constantly strives to improve our quality and performance through continuing education seminars, self-analysis and in-house training for our professionals. We optimize design and construction techniques, which consistently produce projects that exceed our clients’ expectations. INDEPENDENT QUALITY CONTROL REVIEWS As part of our “Building Better Buildings” Program, SG & P, attends jobsite meetings and is a part of all of our pre- installation meetings for major building components. Together we review installation procedures and the consultant acts as an additional set of eyes during preparation, application and installation of building components particularly those relating to the exterior envelope of the building. Our consultant reviews the contract documents as well as performs visual inspections on ”in progress” installation procedures and again at final Project Management Services Section K BUILDING BETTER BUILDINGS Kaufman Lynn Construction’s “Building Better Building” Program includes detailed inspections of the exterior building envelope leading to better Indoor Air Quality, lower maintenance and a longer life of the building. RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 42 inspection to compliment our existing quality control methods and processes. He provides written reports with photographs that are reviewed by the on-site project team in addition to the Project Executive. The reports include corrective actions taken or employed from his observations and discussions with subcontractors and the superintendent. At the conclusion of the project we turn over a complete book to the owner with a full description of what issues were addressed to ensure them of a superior building for years to come. COST CONTROL In order to acquire accurate cost control for construction projects we use “continuity”. By keeping this key word in mind, we effectively communicate how the estimate was developed to the people who are responsible for the development of job cost reporting. We accomplish this through open lines of communication and established accurate and highly detailed cost coding that both the Project Manager and Superintendent understand and implement. Both Project Manager and Superintendent are responsible for accurately cost coding all invoices and subcontractor requisitions. Using Timberline Accounting software, our accounting department then inputs this information along with project payroll and incidentals to create the Job Cost Report and Job Transaction Report. These reports are then published on a weekly basis for review by the Project Executive, Project Manager and Superintendent. TRANSPARENCY AND METHODS USED FOR BIDDING OUT THE DIVISIONS OF WORK idEntiFying QualiFiEd biddErs through FaCE-to-FaCE workshoPs Prior to bidding the project, we generate market awareness. Along with the already existing subcontractor relationships in the region and working with the Chamber of Commerce, the local ABC and AGC offices, and other South Florida trade organizations, Kaufman Lynn Construction will initiate project trade workshops. These workshops provide all interested subcontractors and vendors the opportunity to: 1) meet with the project team, 2) review and discuss the plans and specification and the project in general, and Project Management Services Section K IDENTIFYING QUALIFIED BIDDERS THROUGH FACE-TO-FACE WORKSHOPS Prior to bidding the project, we generate market awareness. Along with the already existing subcontractor relationships in the region and working with the Chamber of Commerce, the local ABC and AGC offices, and other South Florida trade organizations, Kaufman Lynn Construction initiates project trade workshops. These workshops provide all interested subcontractors and vendors the opportunity to: 1) meet with the project team, 2) review and discuss the plans and specification and the project in general, and 3) get clear understanding of timelines and sequencing of activity. These face to face sessions are invaluable to provide assessment of the trade and vendor capability, notwithstanding workload and labor resource. MIAMI DADE COLLEGE ADMINISTRATIVE SUPPORT CENTER COST CONTROL CASE STUDY “Do we really need a tower crane?” Sometimes the answer is “yes”, sometimes it’s “no” and sometimes contractors don’t even look at the option at all. To ensure our Owners reap every nickel we can find, we create staging and logistics plans very early during design to review alternative construction means and methods as they relate to “how” we’re going to build a project. For example: on multi-story buildings - do we really need a tower crane? Our five-story Student Services project for Miami Dade College would historically be an “automatic” for a tower crane. However, after creating a logistics plan which identified crane paths, we showed our structural subconsultants that we could use a crawler crane instead to accomplish the same work in the same amount of time with the same quality. Instead of paying $270,000 for five months for two tower cranes, we paid $120,000 for two crawlers and saved the College $150,000 – more than 50% off the initial cost. RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 43 3) get clear understanding of timelines and sequencing of activity. These face to face sessions are invaluable to provide assessment of the trade and vendor capability, notwithstanding workload and labor resource. ComPrEhEnsivE bid For on-targEt Final PriCE With local market subcontractor and vendor interest at a high point, the final GMP estimate is prepared. Using Kaufman Lynn Construction’s Smart Bid program, all interested prequalified subcontractors are offered access to online drawings and specifications. During the development of this GMP, subcontractors are evaluated for their responsiveness to the bid documents, the quality and completeness of their proposal as well as the price for performing the work. Our goal is to secure a minimum of 5 proposals from qualified subcontractors for each scope discipline. Prior to reviewing the subcontractor and vendor bids, Kaufman Lynn Construction’s estimators perform quantity and scope takeoffs on all major scopes of work included in the project. Through the use of Kaufman Lynn Construction’s On Screen Take Off program, each component of work to be estimated can be highlighted and quantified, creating a complete scope sheet to compare to subcontractor pricing. These quantified and vetted subcontractor and vendor costs will be formatted in project summary form for final approval of the GMP, which now is inclusive of complete cost of work, preconstruction costs, approved Value Management and Options Analysis items, wish list items, general conditions and associated soft costs, final contingency amounts, and project fee. All this leads to a price that is final. ComPlEtE transParEnC y throughout thE ProCEss Our recommendation for subcontractors includes a detailed but easy to read “bid leveling sheet” which lists not only the bid as submitted by the subcontractors but also an analysis of the bid by our estimating team which clearly identifies any scope that may be missing from the bid or any substitutions made. The cost of these items is included and new totals calculated so that the City can compare “apples to apples”. The bid leveling sheet provides an easy to read summary, in addition we provide the City with full back-up of all bids received. CLAIMS MANAGEMENT Our claim management plan is one of claims avoidance at all costs, giving way to relationships over finance. We believe that from project start, developing a team accountability management comradery heightens awareness and responsibility to the project from all team members including the client, design team, contractor and subcontractors. This instills a group relationship based on clear, concise, and continual communication recognizing everyone’s responsibility to quality, duration and cost. When project teams are fully engaged, team processes, objectives and goals more easily integrated into the success of each partner and creates a synergy that moves the project through its daily hurdles to successful completion, eliminating the need for any type of claim submission. Kaufman Lynn initiates and leads this risk management process on behalf of the client by clearly understanding client expectations and proactively detailing same to all subcontractors and vendors. We “deep dive” into all subcontract scope to assure complete and code compliant work, quality level expectations, installation durations aligned with project schedule, resource availability and work hour requirements. Project Management Services Section K Comprehensive GMPs are one of the reasons why we consistently deliver our projects on or below budget as seen by the related projects featured in this repsonse. On Budget Under Budget Project Name Original Cost Final Cost MDC Administrative Support Center $25.0 million $25.0 million Miramar West Center $23.0 million $23.0 million Broward College Arts Building #6 $9.5 million $9.5 million FAU Alumni Center $4.0 million $4.0 million FAU Wimberly Library Addition and Renovation $4.5 million $4.5 million FAU Recreation & Fitness Center $14.7 million $14.5 million MDC Freedom Tower Restoration $5.3 million $5.2 million FAU Parking Garage III $11.5 million $11.5 million Fort Lauderdale High School Phased Replacement $16.0 million $16.0 million Mandell Jewish Community Center & Meyer Academy $21.1 million $21.1 million RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 44 PROJECT CLOSE-OUT Prior to building commissioning and final equipment start-up, we review all systems with the respective vendors technical team to review the proper sequencing, interface and controls. As we instruct and train the owner’s personnel on the building systems and controls, we videotape all meetings and demonstrations for archiving and future use their staff and new maintenance personnel. The management of the punch list is really an extension of our quality control program which includes a pre-installation meeting with subcontractors to review submittals, specifications and materials as well as three stages of inspection: 1. Initial inspection: Before a subcontractor proceeds with their scope, we have them prepare a mock-up area. Once inspected and approved by our team this mock-up area becomes the control sample for all later work. 2. In-progress inspections: Our superintendent and quality control consultant conduct ongoing inspections of work put in place. 3. Final inspection: Before a subcontractor is “dismissed” from the site, our superintendent and/or quality control consultant perform a final inspection and note any deficiencies. Any open items that are identified during any of these inspections are tracked on an “open deficiency log” and are reviewed at weekly subcontractor meetings, using this approach means that most items are corrected before they get to the punch list. As we approach substantial completion, we prepare a completion list that spells out everything that still needs to be completed or corrected on a room by room basis. The list is posted in each room for easy reference by the subcontractors. The complete list is also available to the entire project team on Procore. Once all items on the list have been completed, the project manager and superintendent walk the entire project and prepare an internal punch list, which again is tracked in Procore. Once this internal list is marked complete, the Project Executive performs a final review. Only then do we ask the owner and architect to prepare a punch list. All items identified in the official punch list are transmitted to the subcontractors who have a contractually specified number of days to complete the items. INSPECTIONS Local building officials are brought into the building process to facilitate a smooth and collaborative effort throughout the inspection process, which in turn leads to a timely Building Certificate of Completion. Kaufman Lynn Construction is very proactive when it comes to inspections. We find that in order to make the process seamless, it is important to set expectations at the onset. That’s why we schedule a meeting with the building department and plan inspectors very early in the project. During this meeting we review all of the inspectors’ requirements. Throughout the construction process, subcontractors submit written inspection requests with our superintendent. Our superintendent then collects all requests and calls them into the building department in the manner and time frame established during the initial meeting. We log and track all inspections in our online management system Procore, which is accessible not just to our project team, but to the client and architect as well as all subcontractors. During inspections, our project superintendent and the foreman of the trade being inspected will be available for the inspector onsite. This way, any questions the inspector may have are addressed immediately. We follow up with each trade on any open inspections and assure that they are closed, before we call for final inspections with the building department and other jurisdictions such as the State Fire Marshall and the State Elevator Inspector. By establishing clear objectives early on, communicating in a clear and consistent manner and meticulously tracking any open items, final inspections tend to be a smooth process. Project Management Services Section K We videotape all meetings and demostrations for archiving and future use for their staff and new maintenance personnel. RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 45 CLOSE OUT/WARRANTY Kaufman Lynn Construction’s project closeout does not end with the Certificate of Occupancy. We stand behind our work. Prior to the warranty expiration periods, our project manager sets up a walk through with the owner’s staff to identify items in need of warranty repairs. In addition, due to our corporate philosophy of being an extension of our owners’ staff and our desire for long term relationships, Kaufman Lynn Construction has a history of taking care of its clients and projects after the warranty period expires. Project Management Services Section K L. Location of Offices RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 46 Location of Offices Section L 1. kauFman lynn main oFFiCE 4850 T-Rex Avenue Suite 300 Boca Raton, FL 33431 2. broward oFFiCE 500 East Broward Boulevard Suite 1710 Ft. Lauderdale, FL 33394 3. miami-dadE oFFiCE 1200 Brickell Avenue Suite 1950 Miami, FL 33131 4. sunny islEs govErnmEnt CEntEr annEx sitE 18080 Collins Avenue Sunny Isles Beach, FL 33160 M. Claims and Litigation History RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 47 Legal issues arise as an ordinary course of doing business in construction companies the size of Kaufman Lynn Construction. Kaufman Lynn Construction strives to resolve all disputes during the pre-trial stages; prior to or at mediation/arbitration; and before the actual trial begins. Our commitment to resolving these matters as they arise places us in a unique position in the construction industry of having a minimal litigation history. All material arbitrations, administrative hearings, lawsuits, or criminal proceedings brought within the last five (5) years identifying Kaufman Lynn Construction, Inc. as a party are as follows: KAUFMAN LYNN CONSTRUCTION, INC. V. G.O’BRIEN CONSTRUCTION, INC. AND AEGIS SECURITY INSURANCE COMPANY: Kaufman Lynn Construction advanced funds to supplement, correct, and finish work performed by G.O’Brien Construction, Inc.(Palm Beach County, Case No. 2015CA7809) on the Allegro Senior Living Project in Boynton Beach. Kaufman Lynn Construction is seeking reimbursement of funds to provide supplemental forces. The amount for reimbursement totals approximately $1.2 million based on information available to date. KWOIN CONSTRUCTION CORP. V. BERKELEY REGIONAL INSURANCE CO. AND KAUFMAN LYNN CONSTRUCTION, INC.: Originally filed in Broward County (Broward County, Case No. CACE14012216), this matter was sent to arbitration. Kwoin Construction Corp was seeking payment for work which Kaufman Lynn Construction successfully argued was already part of its original scope of work and price totaling in excess of $40,000.00. Kaufman Lynn Construction was awarded $2,000.00 for reimbursement of correcting certain work performed as well as its attorney’s fees. While the disputed amount and claims are not material, it is important to note this is the only matter that has completed arbitration. Kaufman Lynn Construction has not participated in any administrative hearings or criminal proceedings, material or otherwise. Should you have any questions or need any additional information or clarifications, please do not hesitate to contact Mr. Hans Huang, Chief Legal Officer by phone at (561) 361-6700 or by e-mail at hhuang@kaufmanlynn.com. Claims & Litigation History Section M N. Forms & Attachments RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 48 RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 49 RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 50 RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 51 RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 52 RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 53 RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 54 RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 55 City of Sunny Isles Beach |Request for Qualifications No. 15-08-02 23 DELIVER TO: City of Sunny Isles Beach City Clerk 18070 Collins Avenue Sunny Isles Beach, FL 33160 REQUEST FOR QUALIFICATIONS SECTION 6 RESPONDENT SUBMITTAL FORMS OPENING: 2:30 P.M. 09/23/2015 NOTE: City of Sunny Isles Beach is exempt from all taxes (Federal, State, and Local). Tax Exemption Certificate furnished upon request. Issued by: Purchasing Agent Andrew J. Rozwadowski Date Issued: 08/24/2015 This Qualification Submittal Consists of Pages 23-24 Submissions are subject to the Terms and Conditions of this Request for Qualifications and the accompanying Submittal. Such other contract provisions, specifications, drawings or other data as are attached or incorporated by reference in the Submittal, will be received at the office of the City Clerk at the address shown above until the above stated time and date, and at that time, publicly opened for furnishing services described in the accompanying Submittal Requirement. RFQ No. 15-08-02 Construction Management at Risk (CMAR) for Government Center Annex at 18080 Collins Avenue Procurement Agent: Firm Name: Andrew Rozwadowski ________________________________________ Commodity Code(s): RETURN ONE ORIGINAL AND SIX COPIES OF QUALIFICATION SUBMITTAL PAGES AND AFFIDAVITS FAILURE TO SIGN PAGE 24 OF SECTION 6 WILL RENDER YOUR SUBMISSION NON- RESPONSIVE Kaufman Lynn Construction, Inc. NAICS Code: 236220 Commercial and Institutional Building Construction. RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 56 RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 57 Ho l d e r I d e n t i f i e r : 77 7 7 7 7 7 7 0 7 0 7 0 7 0 0 0 7 7 7 6 1 6 1 6 0 4 5 5 7 1 1 1 0 7 6 7 7 1 6 0 1 6 2 0 4 4 5 7 2 0 74 5 3 1 3 7 6 6 2 5 1 6 3 0 0 0 7 3 6 4 1 5 7 7 1 4 7 3 2 1 1 2 0 7 7 6 4 5 0 4 0 6 1 2 7 5 5 5 7 0 74 7 7 1 5 0 3 7 3 6 6 5 5 1 2 0 7 5 6 2 7 2 3 4 2 2 4 7 7 3 3 1 0 7 0 4 2 2 2 3 5 7 2 1 2 3 7 6 2 0 76 1 5 1 1 1 7 4 1 3 7 6 4 0 3 0 7 6 7 2 7 2 4 2 0 3 5 7 7 2 0 0 0 7 7 7 7 7 7 7 0 7 0 0 0 7 0 7 0 0 7 77 7 7 7 7 7 7 0 7 0 7 0 7 0 0 0 7 3 5 2 5 6 7 7 1 1 5 4 5 6 0 0 0 7 3 3 1 1 1 4 0 7 5 2 3 1 1 6 5 0 76 6 4 4 1 5 1 7 0 6 7 4 5 6 0 0 7 6 2 4 4 1 0 4 3 0 2 6 3 1 3 3 0 7 0 2 2 2 3 7 3 5 2 1 7 2 0 1 1 0 70 3 3 3 2 7 2 4 2 0 6 3 1 0 0 0 7 1 2 2 3 2 6 2 4 3 0 7 3 1 1 1 0 7 0 2 2 3 2 7 3 4 2 0 7 3 1 1 1 0 70 3 3 2 2 7 2 5 3 1 6 2 0 0 0 0 7 7 7 5 6 1 6 3 3 5 1 7 6 5 5 4 0 7 7 7 7 7 7 7 0 7 0 0 0 7 0 7 0 0 7 Ce r t i f i c a t e N o : 57 0 0 5 9 3 6 8 2 6 9 CERTIFICATE OF LIABILITY INSURANCE DATE(MM/DD/YYYY) 09/17/2015 IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must 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. PRODUCER Aon Risk Services, Inc of Florida 1001 Brickell Bay Drive Suite 1100 Miami FL 33131 USA PHONE(A/C. No. Ext): E-MAILADDRESS: INSURER(S) AFFORDING COVERAGE NAIC # (866) 283-7122 INSURED 16535Zurich American Ins CoINSURER A: 20699ACE Property & Casualty Insurance Co.INSURER B: 15989Catlin Specialty Insurance CompanyINSURER C: INSURER D: INSURER E: INSURER F: FAX(A/C. No.):(800) 363-0105 CONTACTNAME: Kaufman Lynn Construction 4850 T-Rex Avenue #300 Boca Raton FL 33431-4496 USA COVERAGES CERTIFICATE NUMBER:570059368269 REVISION NUMBER: 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.Limits shown are as requested POLICY EXP (MM/DD/YYYY)POLICY EFF (MM/DD/YYYY)SUBRWVDINSR LTR ADDL INSD POLICY NUMBER TYPE OF INSURANCE LIMITS COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR POLICY LOC EACH OCCURRENCE DAMAGE TO RENTED PREMISES (Ea occurrence) MED EXP (Any one person) PERSONAL & ADV INJURY GENERAL AGGREGATE PRODUCTS - COMP/OP AGG X X XX GEN'L AGGREGATE LIMIT APPLIES PER: $2,000,000 $300,000 $10,000 $2,000,000 $4,000,000 $4,000,000 A 02/28/201502/28/2016GLO011159600 PRO- JECT OTHER: AUTOMOBILE LIABILITY ANY AUTO ALL OWNED AUTOS SCHEDULED AUTOS HIRED AUTOS NON-OWNED AUTOS BODILY INJURY ( Per person) PROPERTY DAMAGE (Per accident) BODILY INJURY (Per accident) COMBINED SINGLE LIMIT (Ea accident) EXCESS LIAB X OCCUR CLAIMS-MADE AGGREGATE EACH OCCURRENCE DED $25,000,000 $25,000,000 $25,000 02/28/2015 SIR applies per policy terms & conditions UMBRELLA LIABB 02/28/2016XOOG2763820A RETENTIONX X SIR E.L. DISEASE-EA EMPLOYEE E.L. DISEASE-POLICY LIMIT E.L. EACH ACCIDENT $1,000,000 X OTH-ERPER STATUTEA02/28/201502/28/2016 $1,000,000 Y / N (Mandatory in NH) ANY PROPRIETOR / PARTNER / EXECUTIVE OFFICER/MEMBER EXCLUDED?N / AN WORKERS COMPENSATION AND EMPLOYERS' LIABILITY If yes, describe under DESCRIPTION OF OPERATIONS below $1,000,000 WC011159900 Professional LiabCPL751062021602/28/201502/28/2016 SIR applies per policy terms & conditions $5,000,000Pollution SIR $100,000 Cont Poll/ProfC $5,000,000 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) Re: RFQ No. 15-08-02, Construction Management at Risk (CMAR) for Government Center Annex at 18080 Collins Avenue. The City of Sunny Isles Beach is included as Additional Insured in accordance with the policy provisions of the General Liability and Umbrella Liability policies. General Liability evidenced herein is Primary and Non-Contributory to other insurance available to an Additional Insured, but only in accordance with the policy's provisions. A Waiver of Subrogation is granted in favor of the City of Sunny Isles Beach in accordance with the policy provisions of the General Liability policy. CANCELLATIONCERTIFICATE HOLDER AUTHORIZED REPRESENTATIVECity of Sunny Isles Beach Office of the City Clerk 18070 Collins Avenue Sunny Isles Beach, FL 33160 USA ACORD 25 (2014/01) ©1988-2014 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. Forms & Attachments Section N RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 58 State of Florida Department of State I certify from the records of this office that KAUFMAN LYNN CONSTRUCTION,INC.is a corporation organized under the laws of the State of Florida,filed on January 24,1989. The document number of this corporation is K60557. I further certify that said corporation has paid all fees due this office through December 31,2015,that its most recent annual report/uniform business report was filed on January 19,2015,and its status is active. I further certify that said corporation has not filed Articles of Dissolution. Given under my hand and the Great Seal of the State of Florida at Tallahassee,the Capital,this the Nineteenth day of January, 2015 Authentication ID:CC7029035998 To authenticate this certificate,visit the following site,enter this ID,and then follow the instructions displayed. https://efile.sunbiz.org/certauthver.html Forms & Attachments Section N RFQ No. 15-08-02 Construction Management at Risk for Government Center Annex at 18080 Collins Avenue 59 Forms & Attachments Section N 4850 T-Rex Avenue | Suite 300 | Boca Raton, FL 33431 | www.KaufmanLynn.com | (561) 361-6700