HomeMy WebLinkAboutHensel PhelpsCity of Sunny
Isles Beach
Construction
Management at Risk
(CMAR) for
Government Center
Annex at 18080 Collins
Avenue
RFQ-15-08-02-0-2015
Original
A. Title Page
A. Title Page
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 1
Name of Firm: Hensel Phelps
Address: 100 NE 3rd Avenue
Suite 610
Fort Lauderdale, FL
33301
Telephone Number: 954.447.0000
Contact Person: Derek H. Hoffine, LEED AP BD+C
305.360.0845
DHoffine@HenselPhelps.com
B. Table of Contents
B. Table of Contents
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 2
A. Title Page..........................................................................1
B. Table of Contents..............................................................2
C. Cover Letter & Executive Summary..................................3
D. Project Approach & Understanding..................................5
E. Letter of Intent from a Surety Company............................7
F. Related Experience.......................................................10
G. & H. Pre-Construction Services Staff & Experience...............18
I. & J. Construction Services Staff & Experience......................24
K. Project Management Services........................................31
L. Location of Offices..........................................................53
M. Claims & Litigation History..............................................54
N. Forms & Attachments......................................................58
C. Cover Letter & Executive Sum
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C. Cover Letter & Executive Summary
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 3
September 23, 2015
Attn: City Clerk
Sunny Isles Beach Government Center
18070 Collins Avenue
Sunny Isles Beach, FL 33160
Subject: City of Sunny Isles Beach Government Center Annex Project
Request for Qualifications No. 15-08-02
Due by 2:30 PM EST, September 23, 2015
To Whom it May Concern:
Hensel Phelps is pleased to submit our response for the City of Sunny Isles Beach Government
Center Annex project. We are very excited about the opportunity to put to use our firm’s extensive
experience building government and office style projects. With over $20 Billion in projects for local
municipalities and the Federal Government we have a proven track record for success. Additionally,
Hensel Phelps brings over 78 years of experience with over $3.7 Billion in Florida, we are your
experienced local choice ready to hit the ground running.
We thank you for your consideration and look forward to the opportunity to work with your entire team
on the exciting City of Sunny Isles Beach Government Center Annex project. Please let us know if
there is anything else you may need.
Sincerely,
Kirk J. Hazen
Vice President / District Manager
Hensel Phelps
6557 Hazeltine National Drive
Suite One
Orlando, Florida 32822
407.856.2400 (P)
407.856.6111 (F)
C. Cover Letter & Executive Summary
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 4
Hensel Phelps is prepared to put our firm’s
extensive experience to use on the Sunny
Isles Beach Government Center Annex.
Hensel Phelps has the capability and skill
to deliver a balanced approach of proven
performance, coordination, continuity,
flexibility, and finesse. Hensel Phelps will
remain true to these guiding principles that
have made our landmark relevant projects
successful by utilizing this approach for
Sunny Isles Beach.
Hensel Phelps has completed over $20
Billion in projects for various Government
agencies totaling over 80 million square-
feet! Of those projects, more than $3.7
Billion have been in the state of Florida.
We have a track record of success building
government projects ranging from office
buildings, to hangars, to the Pentagon.
Hensel Phelps commits to performing
all of our work in accordance to the
terms set forth by the City of Sunny Isles
Beach, Florida. We also understand that if
selected, Hensel Phelps will be willing to
meet any locations, budgets, and/or task
orders that Sunny Isles Beach gives us. We
understand that speed of delivery and fiscal
responsibility are of the utmost importance
to Sunny Isles Beach, and we are committed
to performing within the schedule and
budgets identified.
Hensel Phelps will warrant and represent
that at all times during the term of the
Agreement, we shall maintain in good
standing all required licenses, certifications
and permits required under federal, state
and local laws necessary to perform the
services.
Person(s) authorized to make
representation for the firm.
KIRK J. HAZEN
Vice President / District Manager
407.856.2400
6557 Hazeltine National Dr., Suite One
Orlando, FL 32822
Khazen@henselphelps.com
DEREK H. HOFFINE
Operations Manager
954.447.0000
100 NE 3rd Avenue, Suite 610
Fort Lauderdale, Florida 33301
Dhoffine@henselphelps.com
Current Workload and Ability to Perform
Additional Work. Hensel Phelps has the
capacity to provide the required services
and proposed personnel necessary
to complete the Sunny Isles Beach
Government Center Annex project.
The following chart displays Hensel Phelps’
Southeast District’s overall current workload.
As depicted in the chart below, Hensel
Phelps’ has the capacity to take on the
Sunny Isles Beach Government Center
Annex project and has additional staff
resources to contract additional work.
Hensel Phelps’ Current Workload
Project Scheduled Completion
South Terminal Automated People Mover, Orlando International Airport June 2017
Modifications to the Vehicle Assembly Building (VAB)Oct. 2016
Navy Federal Credit Union (NFCU) Campus Expansion Sept. 2016
NASA Headquarters Dec. 2016
CCtCap at Cape Canaveral Oct. 2016
Bethune-Cookman University Student Housing June 2016
D. Project Approach & Understa
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D. Project Approach & Understanding
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 5
Hensel Phelps has thoroughly reviewed the
Scope of Services outlined in Section 3.1
of the Request for Qualifications and will
employ a combination of people, processes,
partnerships and technology to create a
landmark building for the City of Sunny Isles
Beach. As a licensed general contractor
in the State of Florida, Hensel Phelps can
operate as both a Construction Management
and/or General Contracting firm and will
provide the City of Sunny Isles Beach an
exceptional level of service by ensuring that
the new multi-use facility will be delivered
on time, under budget and at a quality that
exceeds the City of Sunny Isles Beach’s
expectations.
Due to Hensel Phelps’ vast portfolio of
successful government projects, we fully
understand the myriad of challenges
inherent with projects to be constructed
in an urban and congested environment.
Priority number one is to successfully
and safely complete all construction
activities with minimal disruption to the
adjacent City Hall’s normal operations
and the well-being of the surrounding
community to include the neighboring
school, Norman S. Edelcup K-8.
Hensel Phelps is a thought leader and true
innovator when it comes to challenging
site access, management and logistics.
Every project, no matter the size or
scope, begins with our clients’ goals and
aspirations. Hensel Phelps is committed to
working with the City of Sunny Isles Beach
to develop the most comprehensive manner
to construct the facility which will include
discussing the pros and cons of various
approaches such as construction phasing,
staging, offsite prefabrication of materials,
coordination of construction material
deliveries, speed of assembly, BIM, laser
scanning, etc.
Hensel Phelps is at the forefront of
construction technology which can be
employed to enhance value and quality
while controlling costs and schedules.
Hensel Phelps offers Building Information
Modeling (BIM) in-house through our Virtual
Design & Construction (VDC) team which
is used to visualize and communicate
the construction work to take place. This
technology is leveraged on a project where
timely model information management
helps field personnel get it right the first
time through coordination of the building
systems, prefabrication, efficient processing
of documentation and Quality Control.
Services Sought. Hensel Phelps will
provide construction management services
for the City of Sunny Isles Beach, which shall
include, but not be limited to:
• Pre-Planned Construction advice to
architect
• Value Engineering
• Consultation During Project Development
between architect and owner
• Scheduling
• Project Construction Budget
• Coordinating Contract Documents
• Construction Planning
• Bid Packages
• Bidder Qualification
• Competitive Bidding
• Equal Employment Opportunity
• Cost Control and Accounting
• Cost Saving Methods
• Quality Control
• Safety
• Constructability Analysis
• Risk Management
For additional information on these services
please see Section K, Page 33.
D. Project Approach & Understanding
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 6
Innovative Concepts. Another valuable
digital asset in the Hensel Phelps’ toolbox is
the ability to laser scan. The development
of reality capture through laser scanning
has been a tremendous boom in providing
the ability to quality control the work put in
place in new facilities. Three-dimensional
laser scanning, which creates up to 1 million
points of data per second, can be used to
create virtual building models which can be
extremely useful during the design phase as
an ongoing feedback process between the
design and construction teams. The boost
in information helps designers and builders
integrate their efforts and streamline the
transition from vision to actual construction.
Precise data means the project team can
count on proper fabrication and installation.
At the design stage, quality is increased,
schedules are kept intact and cost are
lowered by more accurate information. In
the field, laser scanning is critical for quality
assurance as the work proceeds from one
stage to another. This type of data also
proves cost effective upon construction
completion, accurately documenting the final
as-builts. Information can be exchanged
to explore “what-if” scenarios to support
design, construction and management of a
building in many others ways, before during
and after completion, including:
• Data capture in congested areas without
interrupting operations.
• Quality control to compare work-in-place
to the design model at every phase
throughout construction, assuring it is
installed per design specifications, at
the right location and within tolerance.
• Prefabricated systems, which can be
designed and built off-site with complete
assurance that they will be installed
correctly.
• Equipment installation verification with
scans to validate consistency with the
design model.
• Hazardous location work where scans
can capture data from a safe distance.
• Identification of pervasive anomalies
that would otherwise have to be visually
inspected and verified one by one.
• Digital records of content inside walls
and foundations for operations and
maintenance purposes, as well as
preparation for any future work.
Hensel Phelps is committed to building
lasting partnerships with our clients and as
a result, the City of Sunny Isles Beach will
realize the benefits of inspired performance.
Hensel Phelps has an In-House Laser Scanning Team
E. Letter of Intent from Surety Co
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E. Letter of Intent from a Surety Company
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 7
E. Letter of Intent from a Surety Company
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 8
E. Letter of Intent from a Surety Company
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 9
F. Related Experience
F. Related Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 10
PROJECT
NAME
DELIVERY
METHOD SCOPE OF WORK REFERENCE INFORMATION
(Owner & Architect)
CONSTRUCTION
COST SIZE
START DATE /
COMPLETION
DATE
STATUS
PROFESSIONALS
ASSIGNED TO
THIS CONTRACT
Benjamin P.
Grogan &
Jerry L. Dove
Federal Office
Building
Miramar, FL
Design-Build
The U.S. General Services Administration
selected Hensel Phelps as the Design-Builder
for the Benjamin P. Grogan and Jerry L. Dove
Federal Building project in Miramar, Florida.
Totaling 383,000 SF, this project consolidates
a Federal agency’s forces, which were
previously spread across 12 different
locations in South Florida. With a construction
cost of $160 million, this LEED Platinum C&S
and Gold CI project includes enhanced
security specifications, an enclosed parking
structure, and multiple buildings on a 20-acre
site.
OWNER: General Services Administration (GSA)
Steven Smith, Project Manager
77 Forsyth Street, Ste G40, Atlanta, GA 30303
404.331.0895 | Steven.C.Smith@gsa.gov
ARCHITECT: Gensler
James Wallace, Architect
1 East Pratt Street, Ste 202, Baltimore, MD 21202
410.539.8743 | james_wallace@gensler.com
$159.4 Million 383,000 SF March 2012 /
October 2014 Complete
Coretta Sweet
Derek Hoffine
Matthew Wilson
Chad Thompson
Luis Resendiz
Dave Morin
U.S. Southern
Command
(SOUTHCOM)
Headquarters
Miami-Doral, FL
Design-Build
Design-build, main four-story, 640,000
SF headquarters building of new offices,
40,000 SF of conference space, a command
suite, a large computer center and multiple
conference rooms in a bridge arrangement
overlooking a command center. Additional
buildings include the Conference Center
of the Americas with a conference center
and auditorium, and a 150,000 SF Services
building for a new child development center,
a health and medical center, fitness center,
warehouse facilities, loading docks and
central utility plant.
OWNER: U.S. Army Corps of Engineers
Dennis Newell, Area Engineer
1142 Jupiter St., Building 535
Patrick Air Force Base, FL 32925
321.867.3464 | Dennis.W.Newell@usace.mil
ARCHITECT: HOK
David Reese, Senior Vice President | Architect
3200 SW Freeway Ste 900, Houston, TX 77027
717.407.7700 | david.reese@hok.com
$283.9 Million 640,000 SF June 2008 /
October 2010 Complete
Derek Hoffine
Chad Thompson
Reno Knowles
Dave Morin
Matthew Wilson
Pentagon
Renovation
Wedges 2-5
Arlington, VA
Design-Build
Phased design-build renovation of 4.5 million
SF of space in the Pentagon. Includes
demolition of all interior construction,
reconfiguration of major core and circulation
components, and full build-out to DoD
standards. Significant features being
preserved include facades, lobbies and
corridors with new tenant areas including
Command and Operation Centers, a
Conference Center, a state-of-the-art Press
Briefing Center, and the Pentagon Mall (food
and retail outlets).
OWNER: Pentagon Renovation & Construction Office
Andrew Blumfield, Project Manager
1400 Defense Pentagon, Washington, DC 20301-1400
202.697.1606 | andrew.blumfield@gsa.gov
ARCHITECT: Shalom Baranes Associates
Gerald Tritschiler, Architect
1010 Wisconsin Ave, NW Ste 900 Washington, DC 20007
202.342.2200 | gtritschler@sbaranes.com
$1.6 Billion 4,5000,000 SF February 2011 /
September 2011 Complete N/A
Relevant Projects Completed in the Last Five Years
Below and on the following pages you will find Hensel Phelps’ list of relevant projects that have been completed in the last 5 years in Florida.
F. Related Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 11
PROJECT
NAME
DELIVERY
METHOD SCOPE OF WORK REFERENCE INFORMATION
(Owner & Architect)
CONSTRUCTION
COST SIZE
START DATE /
COMPLETION
DATE
STATUS
PROFESSIONALS
ASSIGNED TO
THIS CONTRACT
7th Special
Forces
Complex
Eglin Air Force
Base, FL
Design-
Bid-Build
Construction of group headquarters, battalion
headquarters/company operations facility,
combat readiness training facility, group
support battalion headquarters/company
operations facility, and dining hall. Includes
clearing, grubbing, grading and stabilization
of 350-acre containment site and 130-acre
access road, and construction of a road
system and infrastructure.
OWNER: USACE Mobile
Robert Schodlbauer, Project Manager
109 St. Joseph St, P.O. Box 2288 Mobile, AL 36628-0001
251.471.5966 |
robert.a.schodlbauer@sam.usace.army.mil
ARCHITECT: Bullock Tice Associates
Larry Adams, Asociate Partner
909 E. Cervantes, St, Pensacola, FL 32501
850.434.5444 | l.adams@bulltice.com
$178.7 Million 684,061 SF February 2009 /
August 2011 Complete Derek Hoffine
FORSCOM
/ USARC
Combined
Headquarters
Ft. Bragg, NC
Design-Build
Design-Build, 708,000 SF headquarters
complex on 57-acre site. Contains command
headquarters building and four remote
buildings housing administration, information
management, control information technology,
and a disaster recovery center. Project is
designed to achieve LEED silver certification.
OWNER: USACE Savannah
Daniel Davis, Ft. Bragg Area Engineer
Bldg 3-1933 Butner Road, PO Box 70247 Ft. Bragg,
NC 28307
910.303.9950 | daniel.h.davis@usace.army.mil
ARCHITECT: Fentress Architects
Brian Chaffee, Principal-in-Charge
1140 Connecticut Avenue, Ste 750, Washington DC
20036
202.337.5100 | chaffee@fentressarchitects.com
$304.2 Million 708,000 SF October 2008 /
June 2011 Complete N/A
Military
Department
Investigative
Agencies
(MDIA)
Headquarters
- Russell-
Knox Building
Quantico MCB,
VA
Design-Build
Design-build, 718,854 SF facility with five
different military investigative agencies.
Three-story facility with training areas,
laboratories, cafeteria, fitness center, logistics
building, and a central plant. Also includes
visitor centers, guard houses, vehicle
inspection areas, and 2,624 parking spaces.
Designed for LEED silver certification.
OWNER: NAVFAC Washington
David Kiefer, Project Manager
1322 Patterson Ave. SE, Suite 100, Washington
Navy Yard, D.C. 20374-5065
703.784.6968 | dave.w.kiefer@navy.mil
ARCHITECT: Fentress Architects
Brian Chaffee, Principal-in-Charge
1140 Connecticut Avenue, Ste 750, Washington DC
20036
202.337.5100 | chaffee@fentressarchitects.com
$366.5 Million 718,854 SF December 2008 /
October 2010 Complete N/A
Relevant Projects Completed in the Last Five Years
F. Related Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 12
PROJECT
NAME
DELIVERY
METHOD SCOPE OF WORK REFERENCE INFORMATION
(Owner & Architect)
CONSTRUCTION
COST SIZE
START DATE /
COMPLETION
DATE
STATUS
PROFESSIONALS
ASSIGNED TO
THIS CONTRACT
South Airport
Automated
People
Mover (APM)
Complex
Orlando, FL
CM@Risk
The South Airport APM Complex is a multi-
year program. The scope of the program
includes a 2,400-car parking garage,
the South Airport APM Complex station,
renovation of the APM station in the North
Terminal, completion of the APM guideway
structure to the South Airport APM Complex
station, modifications to the APM guideway
structures (fixed facilities only) to Airsides 1
and 3, roadways, bridges, sitework, and all
associated infrastructure.
OWNER: AECOM
John Guirges, Program Manager
11074 Canal Road, Orlando, FL 32824
407.825.4059 | John.Guirges@urs.com
ARCHITECT: HKS Architects
Dave Thomas, Vice President & Project Manager
225 E Robinson St # 405, Orlando, FL 32801
407.648.9956 | DThomas@hksinc.com
$292 Million 1,291,385 SF October 2014 /
April 2018 In Progress N/A
NASA
Headquarters
Building
Kennedy Space
Center, FL
Design-
Bid-Build
The scope of work for this project will include
the construction of an eight-story, 200,000
SF building with the first floor housing a
cafeteria with an indoor/outdoor seating area,
a credit union, barber shop, post office, large
lobby with displays, gift shop, library and
other services. Floors two through seven will
include offices, conference rooms and break
areas, topped off by an eighth floor housing
mechanical support systems.
OWNER: National Aeronautics and Space
Administration(NASA)
Anthony Caruvana, Contracting Officer
Mail Code OP-ES-B Kennedy Space Center FL
32899
321.867.3464 | anthony.m.caruvana@nasa.gov
ARCHITECT: Hunton Brady
Phil Randall, Construction Administrator
800 Magnolia Ave #600, Orlando FL 32803
407-621-1600 | prandall@huntonbrady.com
$64.9 Million 200,000 SF December 2014 /
December 2016 In-Progress Dave Morin
Navy Federal
Credit Union
Phase I
Expansion
Pensacola, FL
CM@Risk
This project will include one 3-story, multi-
wing office building, a central energy plant,
a parking deck, surface parking areas,
and associated connecting bridges, roads,
walking paths, stormwater retention and
infrastructure.
OWNER: Navy Federal Credit Union
George Eichert, PE, SVP, Admin Services
820 Follin Lane, Vienna, VA 22180
703.255.8509 | george_eichert@navyfederal.org
ARCHITECT: ASD Architects
Glenn Cartledge, Principal, AIA
55 Ivan Allen Jr Blvd NW #100, Atlanta, GA 30308
404.688.3318 | gcartledge@asdnet.com
$172 Million 554,153 SF July 2014 /
July 2016 In Progress N/A
All Projects in Florida, Exceeding $1 Million, that Started in the Past 5 Years
Below and on the following pages you will find Hensel Phelps’ list of projects in the state of Florida that have exceed $1 Million in construction cost and started in the past 5 years.
F. Related Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 13
PROJECT
NAME
DELIVERY
METHOD SCOPE OF WORK REFERENCE INFORMATION
(Owner & Architect)
CONSTRUCTION
COST SIZE
START DATE /
COMPLETION
DATE
STATUS
PROFESSIONALS
ASSIGNED TO
THIS CONTRACT
Bethune-
Cookman
University
Housing
Daytona Beach,
FL
Design-Build
Hensel Phelps has been engaged by TG
Quantum, LLC to develop and build a
$70M student housing project on Bethune-
Cookman’s campus in Daytona Beach,
Florida. The Bethune-Cookman Student
Housing project will house over 1,200
incoming freshmen when completed.
Construction on the four buildings, totaling
just under 300,000 SF, is set to begin Fall
of 2014 with an aggressive schedule that
will complete mid 2016. This project will
involve all three Groups of Hensel Phelps:
Development, Construction, and Services.
OWNER: TG Quantum, LLC
Frank Knott, Jr., Managing Director
8455 Colesville Road, Suite 800,
Silver Spring, MD 20910
240.652.2251 | FJK@QuantumRealtyCapital.com
ARCHITECT: Torti Gallas and Partners, Inc.
Thomas McManus, Associate
1300 Spring St, Fourth Floor,
Silver Spring, MD 20910
301.588.4800 | TMcManus@tortigallas.com
$59 Million 300,000 SF November 2014 /
June 2016 In Progress Reno Knowles
Modify
Vehicle
Assembly
Building
(VAB) High
Bay 3 for SLS
Kennedy Space
Center, FL
Design-Bid-
Build
The work consists of removal and storage of
existing system components, equipment, and
materials for reuse/reinstallation; demolition of
system components; modification of structural
elements and installation of new structural
elements; and installation of new systems,
equipment, and materials. Demolition and
construction will take place in High Bay
(HB) 3 with some ancillary systems, such
as electrical and communication cable tray
connecting HB3 to the Launch Control Center
(LCC). A total of ten new vehicle access
platforms, vehicle specific inserts, and related
mechanical, electrical, and life safety systems
will be constructed.
OWNER: National Aeronautics and Space
Administration (NASA)
Bradley O’Toole, Contracting Officer
Kennedy Space Center, SR 405, Florida 32899
321.867.2139 | bradley.n.otoole@nasa.gov
ARCHITECT: RS&H (Reynolds, Smith and Hills)
John Kercsmar, Project Manager
115 Alma Blvd #101, Merritt Island, FL 32953
321.453.0212 | john.kercsmar@rsandh.com
$118 Million 350,000 SF March 2014 /
March 2016 In Progress N/A
Air Force
Technical
Applications
Center
(AFTAC)
Patrick Air Force
Base, FL
Design-Build
Multi-story command and central
headquarters, 276,000 SF, for 1,500 staff
conducting 24/7/365 satellite, geophysical,
and hydroacoustic analysis operations.
Highbay warehouse, SCIFS and Class 100
cleanrooms included. Radio chemistry
laboratory, 38,000 SF, for 50 staff divided
into four separate suites; sample analysis,
radiochemistry analysis, alpha/beta/gamma
counting, and spectrometry analysis.The
project will also include a stand-alone Central
Utility Plant, 18,000 SF, with UPS systems and
a stand-alone parking garage for 600 cars,
not to exceed 180,000 SF.
OWNER: U.S. Army Corps of Engineers
Dennis Newell, Area Engineer
1142 Jupiter St., Building 535
Patrick Air Force Base, FL 32925
321.867.3464 | Dennis.W.Newell@usace.mil
ARCHITECT: HOK
David Reeses, Senior Vice President
3200 SW Freeway, Ste 900, Houston, TX 77027
713.407.7700 | david.reese@hok.com
$158 Million 337,400 SF January 2012 /
December 2015 In Progress Dave Morin
All Projects in Florida, Exceeding $1 Million, that Started in the Past 5 Years
F. Related Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 14
PROJECT
NAME
DELIVERY
METHOD SCOPE OF WORK REFERENCE INFORMATION
(Owner & Architect)
CONSTRUCTION
COST SIZE
START DATE /
COMPLETION
DATE
STATUS
PROFESSIONALS
ASSIGNED TO
THIS CONTRACT
Universal
Studios Royal
Pacific Resort
Expansion
Orlando, FL
Design-Build
Building on a year of epic growth in 2014,
Universal Orlando Resort embarked on the
largest meeting space expansion in its history
at the Loews Royal Pacific Resort. Already
the largest meeting hotel at Universal Orlando
the expansion greatly increases its meeting
and event space from 85,000 square feet to
more than 140,000 square feet. Inspired by
the beauty of the South Pacific, the expanded
areas will seamlessly connect to the existing
meeting space. Planners will benefit from
flawless execution with a local flavor that
is the calling card of all meetings at Loews
Hotels. The new space features a 80,000
SF ballroom addition to an existing venue,
built by Hensel Phelps in 2002. The space
is divisible by 12, along with four additional
breakout rooms and pre-function space.
OWNER: Loews Royal Pacific Resort
Larry Beiderman, General Manager
6300 Hollywood Way, Orlando, FL 32819
407.503.3000 | lbeiderman@loewshotels.com
ARCHITECT: Universal Creative
Paul Batt, Director of Projects
6300 Hollywood Way, Orlando, FL 32819
407.224.3670 | Paul.Batt@nbcuni.com
$20 Million 85,000 SF October 2014 /
September 2015 In Progress
Chad Thompson
Dave Morin
Cinepolis
Movie
Theatres
Jupiter &
Davenport, FL
Design-Bid-
Build
The Cinépolis USA Theatres are upscale,
family-oriented environment design to indulge
guests in an intimate, pampering experience
that exceeds service expectations with high
quality menu offerings in a comfortable,
friendly atmosphere. The new theatres each
consist of 1,460 seats spread across 14
luxury theatres and provides two different
theatre concepts for movie goers. The first is
a more traditional theatre experience with an
upscale twist. Providng 1,100 non-reclining
leather seats that are wider than traditional
movie seats, customers will be able to access
food and beverage series prior to entering
the theatre. The second concept provides
patrons with a “VIP Luxury” experience. With
360 fully reclining leather seats, in-seat waiter
services with the touch of a button offering
food, beverage and a full-service bar with
tables at your seat.
OWNER: Cinepolis Luxury Cinemas
Hieu Truong, Project Manager / Strategy
6420 Wilshire Blvd., Suite 900
Los Angeles, CA 90048
323.556.6340 | htruong@cinepolis.com
ARCHITECT: CTSM Architects
Joe Sweeny, Principal
530 Beacon Parkway W., Suite 900
Birmingham, AL 35209
205.443.3720 | jsweeney@ctsmarchitects.com
$23 Million 80,000 SF September 2014 /
March 2015 Complete Chad Thompson
All Projects in Florida, Exceeding $1 Million, that Started in the Past 5 Years
F. Related Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 15
PROJECT
NAME
DELIVERY
METHOD SCOPE OF WORK REFERENCE INFORMATION
(Owner & Architect)
CONSTRUCTION
COST SIZE
START DATE /
COMPLETION
DATE
STATUS
PROFESSIONALS
ASSIGNED TO
THIS CONTRACT
Orbital
Processing
Facility
(OPF) 1 & 2
Modifications
Kennedy Space
Center, FL
Design-Build
This project includes the selective demolition
and modernization of 61,000 SF of Orbiter
Processing Facility #1 at Kennedy Space
Center, Florida. The existing Orbiter Support
Stand in the bay was a “freestanding”
structural steel platform system interlaced
with mechanical, electrical, communications,
and high-pressure fluids systems, which
were entirely removed during the selective
demolition phase. The modernization of this
facility includes a new ESD epoxy flooring
system throughout (the floor is half ESP and
half non-ESP) the high bay and refurbishment
of the existing air handling units to support a
Class 100,000 clean work environment.
OWNER: The Boeing Company
Steve Shannon, Florida Site Manager
9950 Airtran Blvd, Orlando, FL 32827
321.853.0436 | stphen.m.shannon@boeing.com
ARCHITECT: BRPH
Dave Hertzler, Senior Project Manager
5700 N Harbor City Blvd., #400, Melbourne, FL 32940
321.254.7666 | dhertzler@brph.com
$22 Million 61,000 SF October 2013 /
December 2014 Complete N/A
Universal
CityWalk
Venue
Renovations
Orlando, FL
CM@Risk
The Universal CityWalk® Renovations include
ten newly renovated venues, including new
Italian and Mexican restaurants, a Hot Dog
Hall of Fame, and The Cowfish™, which
serves burgers and sushi. Also on tap: a new
130-seat Starbucks®, a Coldstone Creamery,
Menchies Yogurt Shop and a Bread Box,
which sells handcrafted sandwiches next
to the movie theater upstairs. The Mexican
restaurant, called Antojitos, is situated in
the old Latin Quarter facade. The Universal
Store at CityWalk® also underwent extensive
renovations. All of these projects were
completed while CityWalk® remained fully
operational. Strategic phasing was key to
minimizing impacts to the venues.
OWNER: Universal Orlando
Harold Stirling, Project Director
6300 Hollywood Way, Orlando, FL 32819
407.224.7207
harold.stirling@universalorlando.com
ARCHITECT: Universal Creative
Randy Mariano, Sernior Director of Project Devel.
6300 Hollywood Way, Orlando, FL 32819
704.224.5389
randolph.mariano@universalorlando.com
$35 Million 70,000 SF August 2013 /
October 2014 Complete Chris Twohig
All Projects in Florida, Exceeding $1 Million, that Started in the Past 5 Years
F. Related Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 16
PROJECT
NAME
DELIVERY
METHOD SCOPE OF WORK REFERENCE INFORMATION
(Owner & Architect)
CONSTRUCTION
COST SIZE
START DATE /
COMPLETION
DATE
STATUS
PROFESSIONALS
ASSIGNED TO
THIS CONTRACT
Benjamin
P. Grogan
and Jerry L.
Dove Federal
Building
Miramar, FL
Design-Build
The U.S. General Services Administration
selected Hensel Phelps as the Design-Builder
for the Benjamin P. Grogan and Jerry L. Dove
Federal Building project in Miramar, Florida.
Totaling 383,000 SF, this project consolidates
a Federal agency’s forces, which were
previously spread across 12 different
locations in South Florida. With a construction
cost of $160 million, this LEED Platinum C&S
and Gold CI project includes enhanced
security specifications, an enclosed parking
structure, and multiple buildings on a 20-acre
site.
OWNER: General Services Administration (GSA)
Steven Smith, Project Manager
77 Forsyth Street, Ste G40, Atlanta, GA 30303
404.331.0895 | Steven.C. Smith@gsa.gov
ARCHITECT: Gensler
James Wallace, Architect
1 East Pratt Street, Ste 202, Baltimore, MD 21202
410.539.8743 | james_wallace@gensler.com
$159.4 Million 383,000 SF March 2012 /
October 2014 Complete
Coretta Sweet
Derek Hoffine
Matthew Wilson
Chad Thompson
Luis Resendiz
Dave Morin
Transformers:
The Ride 3D
Orlando, FL
Design-Build
Fast-tracked, design-build project to
construct the new, 90,000 SF ride;
Transformers: The Ride 3-D at Universal
Studios in Orlando, FL. Project site was
located in the middle of the park with limited
access and maintaining fully operational park
operations.
OWNER: Universal Orlando
Charlie Gundacker, PE, Senior Vice President of
Attraction Development
6300 Hollywood Way, Orlando, FL 32819
407.363.8841 | charlie.gundacker@nbcuni.com
ARCHITECT: BRPH Architects
Randy Thron, Senior Vice President
935 Lake Baldwin Ln # 200, Orlando, FL 32814
321.751.3003 | ret@brph.com
$37.9 Million 90,000 SF June 2012 /
March 2013 Complete N/A
7th Special
Forces
Complex
Eglin AFB, FL
Design-
Bid-Build
Construction of group headquarters, battalion
headquarters/company operations facility,
combat readiness training facility, group
support battalion headquarters/company
operations facility, and dining hall. Includes
clearing, grubbing, grading and stabilization
of 350-acre containment site and 130-acre
access road, and construction of a road
system and infrastructure.
OWNER: USACE Mobile
Robert Schodlbauer, Project Manager
109 St. Joseph St, P.O. Box 2288 Mobile, AL 36628-
0001
251.471.5966 |
robert.a.schodlbauer@sam.usace.army.mil
ARCHITECT: Bullock Tice Associates
Larry Adams, Asociate Partner
909 E. Cervantes, St, Pensacola, FL 32501
850.434.5444 | l.adams@bulltice.com
$178.7 Million 684,061 SF August 2011 /
February 2009 Complete Derek Hoffine
All Projects in Florida, Exceeding $1 Million, that Started in the Past 5 Years
F. Related Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 17
PROJECT
NAME
DELIVERY
METHOD SCOPE OF WORK REFERENCE INFORMATION
(Owner & Architect)
CONSTRUCTION
COST SIZE
START DATE /
COMPLETION
DATE
STATUS
PROFESSIONALS
ASSIGNED TO
THIS CONTRACT
U.S. Southern
Command
Headquarters
(SOUTHCOM)
Miami-Doral, FL
Design-Build
Design-build, main four-story, 640,000
SF headquarters building of new offices,
40,000 SF of conference space, a command
suite, a large computer center and multiple
conference rooms in a bridge arrangement
overlooking a command center. Additional
buildings include the Conference Center
of the Americas with a conference center
and auditorium, and a 150,000 SF Services
building for a new child development center,
a health and medical center, fitness center,
warehouse facilities, loading docks and
central utility plant.
OWNER: U.S. Army Corps of Engineers
Dennis Newell, Area Engineer
1142 Jupiter St., Building 535
Patrick Air Force Base, FL 32925
321.867.3464 | Dennis.W.Newell@usace.mil
ARCHITECT: HOK
David Reese, Senior Vice President | Architect
3200 SW Freeway Ste 900, Houston, TX 77027
717.407.7700 | david.reese@hok.com
$283.9 Million 640,000 SF June 2008 /
October 2010 Complete
Derek Hoffine
Chad Thompson
Reno Knowles
Dave Morin
Matthew Wilson
NASA Mobile
Launcher
Kennedy Space
Center, FL
Design-Bid-
Build
Mobile Launcher for next generation space
exploration program, to be used for assembly,
testing, and servicing areas at existing KSC
facilities, to transport rockets to launch pad,
and provide ground support for launches.
Comprised of main support structure (the
base, multi-platform 406-foot tall tower, and
facility ground systems) which includes
power, communications, conditioned air,
water for cooling, wash-down, and ignition
over-pressure protection.
OWNER: National Aeronautics and Space
Administration (NASA)
Krista Shaffer, Senior Field Manager
Kennedy Space Center, SR 405, Florida 32899
321.867.3337 | krista.shaffer@nasa.gov
ARCHITECT: RS&H
John Kercsmar, Project Manager
115 Alma Blvd #101, Merritt Island, FL 32953
321.453.0212 | john.kercsmar@rsandh.com
$144.1 Million 79,478 SF May 2008 /
October 2010 Complete Dave Morin
All Projects in Florida, Exceeding $1 Million, that Started in the Past 5 Years
G. Pre-Construction Services Sta
f
f
&
H
.
E
x
p
e
r
i
e
n
c
e
G. Preconstruction Services Staff & H. Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 18
Derek Hoffine, LEED AP BD+C
Operations Manager / Project Executive
Chad Thompson
General Superintendent
Dave Morin
Scheduling
Manager
Chris Twohig
Lead Estimator
Matthew Wilson
Project Manager
Pre-Construction
Organizational Chart
G. Preconstruction Services Staff & H. Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 19
Years with Hensel Phelps: 13
Years In Industry: 13
Current Office Location: Fort Lauderdale, FL
Education: Pittsburg State University
B.S., Construction Engineering & Technology
Derek Hoffine, LEED AP BD+C
Operations Manager / Project Executive
Relevant expeRience:
t Preconstruction Experience
t Government Contracting
t CM at Risk Delivery
t Over $694 Million in
Government Work
t On Time/Within Budget
Performance
t LEED Accredited Professional
t 100% Committed to this Project
As an Operations Manager and Project Executive, Mr.
Hoffine is responsible to Hensel Phelps Clients for providing
the leadership and vision crucial to the success of each
project assigned. He assures that all client budgetary and
quality goals are met through thorough financial planning
and cost evaluations, aggressive schedule management,
comprehensive resource planning, and employment of
quality assurance monitoring systems. He is fully versed
in all areas of estimating, purchasing, engineering,
superintendency, and project management on both new
construction programs and renovation projects.
t $283 Million | 640,000 SF
t Combatant command center for the Department of Defense
t Four-Story Building, Conference Center, Services Building
t LEED Silver Certified
U.S. SoUtheRn command headqUaRteRS (SoUthcom)
t $157 Million | 383,000 SF
t Headquarters facility for Federal Government Agency
t Office Space, Parking Garage, Central Utility Plant
t LEED Gold & Platinum Certified
Benjamin p. GRoGan & jeRRy l. dove FedeRal oFFice BUildinG
Miramar, FL
7th Special Forces Complex - USACE $178 Million 684,061 SF
U.S. Federal Courthouse - Orlando $67 Million 320,000 SF
C-130J Training Facility - USACE $7 Million 33,691 SF
Miami-Doral, FL
additional Relevant pRojectS
G. Preconstruction Services Staff & H. Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 20
additional Relevant pRojectS
Mr. Thompson has been in charge of the daily coordination
and direction of a myriad of large and complex projects.
His organizational skills include a comprehensive
understanding of the importance of project logistics
and team building at the inception of a contract. He has
maintained an outstanding safety performance record,
and has completed all projects assigned to him on
schedule, within budget, and to the Client’s complete
satisfaction. He has managed projects with delivery
methods that include both design-build and hard bid, with
labor forces comprising up to 800 personnel. His portfolio
of successfully completed projects is evidence of his
exceptional planning and leadership skills.
Years with Hensel Phelps: 15
Years In Industry: 18
Current Office Location: Fort Lauderdale, FL
Education: University of Wisconsin, River Falls
B.S., Agricultural Engineering Technology
Chad Thompson
General Superintendent
Benjamin p. GRoGan & jeRRy l. dove FedeRal oFFice BUildinG
U.S. SoUtheRn command headqUaRteRS (SoUthcom)
Miami International Airport, Concourse J $117 Million 353,000 SF
Federal Correctional Institute Bennettsville $99 Million 519,000 SF
Battalion Dining Facility - USACE $16 Million 66,000 SF
Relevant expeRience:
t Preconstruction Experience
t Government Contracting
t CM at Risk Delivery
t Over $968 Million in
Government Work
t On Time/Within Budget
Performance
t 100% Committed to this Project
t $157 Million | 383,000 SF
t Headquarters facility for federal government agency
t Office Space, Parking Garage, Central Utility Plant
t LEED Gold & Platinum Certified
Miramar, FL
t $283 Million | 640,000 SF
t Combatant command center for the Department of Defense
t Four-Story Building, Conference Center, Services Building
t LEED Silver Certified
Miami-Doral, FL
G. Preconstruction Services Staff & H. Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 21
Eden Roc Beach Resort $163 Million 741,000 SF
3rd ID BCT Equipment Facility - USACE $26 Million 68,000 SF
Battalion Dining Facility - USACE $16 Million 66,000 SF
additional Relevant pRojectS
Mr. Wilson serves as Hensel Phelps’ Management
Representative who responds to all requirements and concerns
of the Client. He has extensive experience in developing
and monitoring project master schedules, estimating, job
cost reports, and establishing and implementing effective
communication procedures for all team components. He has
worked closely with a variety of corporate clients on a wide
range of project types under various contracting methods
including design-build, CM/GC, and fixed price. Recognized
in the industry for his ability to isolate and resolve various
design and compliance issues early in a project’s evolution, his
aptitude and expertise are evidenced in the many successful
projects with which he has been involved.
Years with Hensel Phelps: 8
Years In Industry: 12
Current Office Location: Fort Lauderdale, FL
Education: Pittsburg State University
B.S., Construction Management
Matthew Wilson
Project Manager
Benjamin p. GRoGan & jeRRy l. dove FedeRal oFFice BUildinG
U.S. SoUtheRn command headqUaRteRS (SoUthcom)
Relevant expeRience:
t Preconstruction Experience
t Government Contracting
t Over $516 Million in
Government Work
t On Time/Within Budget
Performance
t South Florida Experience
t 100% Committed to this Project
t $157 Million | 383,000 SF
t Headquarters facility for federal government agency
t Office Space, Parking Garage, Central Utility Plant
t LEED Gold & Platinum Certified
Miramar, FL
t $283 Million | 640,000 SF
t Combatant command center for the Department of Defense
t Four-Story Building, Conference Center, Services Building
t LEED Silver Certified
Miami-Doral, FL
G. Preconstruction Services Staff & H. Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 22
additional Relevant pRojectS
As a scheduling manager, Mr. Morin is responsible for the
project schedule. His experience in the field has provided him
with a well rounded understanding of the day to day operations
on a construction site, where he has been responsible for
coordination and supervision of Hensel Phelps field operations,
preparation of daily field logs, 3 week schedules, quality control
experience including coordination of quality control testing and
preparation of daily QC reports.
Years with Hensel Phelps: 7
Years In Industry: 34
Current Office Location: Orlando, FL
Education: University of Florida
B.S., Construction Management
Dave Morin
Scheduling Manager
7th Special FoRceS complex
U.S. SoUtheRn command headqUaRteRS (SoUthcom)
Navy Federal Credit Union Expansion, Phase 1 $172 Million 554,513 SF
Air Force Technical Applications Center $58 Million 68,000 SF
Battalion Dining Facility - USACE $16 Million 33,691 SF
Relevant expeRience:
t Preconstruction Experience
t Scheduler Role
t Government Contracting
t CM at Risk Delivery
t Over $1.4 Billion in
Government Work
t On Time/Within Budget
Performance
t 100% Committed to this Project
t $283 Million | 640,000 SF
t Combatant command center for the Department of Defense
t Four-Story Building, Conference Center, Services Building
t LEED Silver Certified
Miami-Doral, FL
t $178 Million | 684,061 SF
t Training Complex on 500-acre portion of Eglin AFB
t Battalion HQ, Living, Dining, and Combat Facilities
t LEED Silver Certified
Eglin AFB, FL
G. Preconstruction Services Staff & H. Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 23
As the Lead Estimator, Mr. Twohig is responsible for the
development of CSI Division estimates and all estimating forms
and formats for both the conceptual estimate and final bid. He
is responsible to the Chief Estimator for the development of
pricing strategies and specific purchasing methodology for
major projects. It is his responsibility to develop a working
relationship with subcontractor principals and estimating
departments. He supports in the development of all conceptual
estimates for design-build and guaranteed maximum price
projects.
Years with Hensel Phelps: 2
Years In Industry: 6
Current Office Location: Orlando, FL
Education: University of South Florida
B.S., Communication
Chris Twohig
Lead Estimator
Relevant expeRience:
t Preconstruction Experience
t Lead Estimator Role
t Government Contracting
t CM at Risk Delivery
t Over $64 Million in
Government Work
t On Time/Within Budget
Performance
t 100% Committed to this Project
naSa headqUaRteRS BUildinG
t $64 Million | 200,000 SF
t HQ facility for the National Aeronautics and Space Admin.
t Eight Story Building, Office Space, Retail Space, Amenities
t First floor will house a cafeteria with indoor/outdoor seating,
credit union, barber shop, post office, gift shop, and other
services in large lobby area
t Pursuing LEED Platinum Certification
Kennedy Space Center, FL
BethUne-cookman UniveRSity ReSidence hallS
t $59 Million | 300,000 SF
t Student Housing Buildings Supporting Over 1,200 Students
t Four 4-story Buildings with amenities including a fitness
center, laundry facilities on each floor, computer labs, interior
courtyard, student lounges, and study rooms
t Educational Amenities, Lifestyle Design Elements
Daytona Beach, FL
I. Construction Services Staff &
J
.
E
x
p
e
r
i
e
n
c
e
I. Construction Services Staff & J. Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 24
Derek Hoffine, LEED AP BD+C
Operations Manager / Project Executive
Chad Thompson
General Superintendent
Coretta Sweet
Project Engineer
Matthew Wilson
Project Manager
Reno Knowles
Superintendent
Luis Resendiz
Quality Control
Engineer/Field
Engineer
Construction
Organizational Chart
I. Construction Services Staff & J. Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 25
Years with Hensel Phelps: 13
Years In Industry: 13
Current Office Location: Fort Lauderdale, FL
Education: Pittsburg State University
B.S., Construction Engineering & Technology
Derek Hoffine, LEED AP BD+C
Operations Manager / Project Executive
Relevant expeRience:
t Preconstruction Experience
t Government Contracting
t CM at Risk Delivery
t Over $694 Million in
Government Work
t On Time/Within Budget
Performance
t LEED Accredited Professional
t 100% Committed to this Project
As an Operations Manager and Project Executive, Mr.
Hoffine is responsible to Hensel Phelps Clients for providing
the leadership and vision crucial to the success of each
project assigned. He assures that all client budgetary and
quality goals are met through thorough financial planning
and cost evaluations, aggressive schedule management,
comprehensive resource planning, and employment of
quality assurance monitoring systems. He is fully versed
in all areas of estimating, purchasing, engineering,
superintendency, and project management on both new
construction programs and renovation projects.
t $283 Million | 640,000 SF
t Combatant command center for the Department of Defense
t Four-Story Building, Conference Center, Services Building
t LEED Silver Certified
U.S. SoUtheRn command headqUaRteRS (SoUthcom)
t $157 Million | 383,000 SF
t Headquarters facility for Federal Government Agency
t Office Space, Parking Garage, Central Utility Plant
t LEED Gold & Platinum Certified
Benjamin p. GRoGan & jeRRy l. dove FedeRal oFFice BUildinG
Miramar, FL
7th Special Forces Complex - USACE $178 Million 684,061 SF
U.S. Federal Courthouse - Orlando $67 Million 320,000 SF
C-130J Training Facility - USACE $7 Million 33,691 SF
Miami-Doral, FL
additional Relevant pRojectS
I. Construction Services Staff & J. Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 26
additional Relevant pRojectS
Mr. Thompson has been in charge of the daily coordination
and direction of a myriad of large and complex projects.
His organizational skills include a comprehensive
understanding of the importance of project logistics
and team building at the inception of a contract. He has
maintained an outstanding safety performance record,
and has completed all projects assigned to him on
schedule, within budget, and to the Client’s complete
satisfaction. He has managed projects with delivery
methods that include both design-build and hard bid, with
labor forces comprising up to 800 personnel. His portfolio
of successfully completed projects is evidence of his
exceptional planning and leadership skills.
Years with Hensel Phelps: 15
Years In Industry: 18
Current Office Location: Fort Lauderdale, FL
Education: University of Wisconsin, River Falls
B.S., Agricultural Engineering Technology
Chad Thompson
General Superintendent
Benjamin p. GRoGan & jeRRy l. dove FedeRal oFFice BUildinG
U.S. SoUtheRn command headqUaRteRS (SoUthcom)
Miami International Airport, Concourse J $117 Million 353,000 SF
Federal Correctional Institute Bennettsville $99 Million 519,000 SF
Battalion Dining Facility - USACE $16 Million 66,000 SF
Relevant expeRience:
t Preconstruction Experience
t Government Contracting
t CM at Risk Delivery
t Over $968 Million in
Government Work
t On Time/Within Budget
Performance
t 100% Committed to this Project
t $157 Million | 383,000 SF
t Headquarters facility for federal government agency
t Office Space, Parking Garage, Central Utility Plant
t LEED Gold & Platinum Certified
Miramar, FL
t $283 Million | 640,000 SF
t Combatant command center for the Department of Defense
t Four-Story Building, Conference Center, Services Building
t LEED Silver Certified
Miami-Doral, FL
I. Construction Services Staff & J. Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 27
Eden Roc Beach Resort $163 Million 741,000 SF
3rd ID BCT Equipment Facility - USACE $26 Million 68,000 SF
Battalion Dining Facility - USACE $16 Million 66,000 SF
additional Relevant pRojectS
Mr. Wilson serves as Hensel Phelps’ Management
Representative who responds to all requirements and concerns
of the Client. He has extensive experience in developing
and monitoring project master schedules, estimating, job
cost reports, and establishing and implementing effective
communication procedures for all team components. He has
worked closely with a variety of corporate clients on a wide
range of project types under various contracting methods
including design-build, CM/GC, and fixed price. Recognized
in the industry for his ability to isolate and resolve various
design and compliance issues early in a project’s evolution, his
aptitude and expertise are evidenced in the many successful
projects with which he has been involved.
Years with Hensel Phelps: 8
Years In Industry: 12
Current Office Location: Fort Lauderdale, FL
Education: Pittsburg State University
B.S., Construction Management
Matthew Wilson
Project Manager
Benjamin p. GRoGan & jeRRy l. dove FedeRal oFFice BUildinG
U.S. SoUtheRn command headqUaRteRS (SoUthcom)
Relevant expeRience:
t Preconstruction Experience
t Government Contracting
t Over $516 Million in
Government Work
t On Time/Within Budget
Performance
t South Florida Experience
t 100% Committed to this Project
t $157 Million | 383,000 SF
t Headquarters facility for federal government agency
t Office Space, Parking Garage, Central Utility Plant
t LEED Gold & Platinum Certified
Miramar, FL
t $283 Million | 640,000 SF
t Combatant command center for the Department of Defense
t Four-Story Building, Conference Center, Services Building
t LEED Silver Certified
Miami-Doral, FL
I. Construction Services Staff & J. Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 28
additional Relevant pRojectS
In his position as Superintendent, Mr. Knowles is highly
skilled at supervising employees; coordinating work
activities for employees, subcontractors, and production
units; purchasing supplies, materials, and rented
equipment; and job scheduling. He has developed
exceptional safety, engineering, MEP Coordination, cost
control, quality and management skills from his vast
experience on a myriad of project types, and is thoroughly
knowledgeable of building codes, permitting, and other
regulatory processes. He brings effective management
and efficient organization to the day-to-day onsite
administration to each project to which he is assigned.
Years with Hensel Phelps: 7
Years In Industry: 8
Current Office Location: Daytona Beach, FL
Education: Florida International University
B.S., Construction Management
Reno Knowles
Superintendent
Benjamin p. GRoGan & jeRRy l. dove FedeRal oFFice BUildinG
U.S. SoUtheRn command headqUaRteRS (SoUthcom)
Miami International Airport, South Terminal $269 Million 1,200,000 SF
Bethune Cookman University Residence Halls $59 Million 300,000 SF
AAFES Mini Mall at Southern Command HQ $3 Million 15,057 SF
Relevant expeRience:
t Superintendent Role
t Government Contracting
t CM at Risk Delivery
t Over $714 Million in
Government Work
t On Time/Within Budget
Performance
t South Florida Experience
t 100% Committed to this Project
t $157 Million | 383,000 SF
t Headquarters facility for federal government agency
t Office Space, Parking Garage, Central Utility Plant
t LEED Gold & Platinum Certified
Miramar, FL
t $283 Million | 640,000 SF
t Combatant command center for the Department of Defense
t Four-Story Building, Conference Center, Services Building
t LEED Silver Certified
Miami-Doral, FL
I. Construction Services Staff & J. Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 29
As a Project Engineer, Ms. Sweet has been in charge of the
onsite project administration of the contracts to which she
is assigned. She is highly skilled in cost control, submittal
coordination, MEP Coordination, expediting material
deliveries, subcontractor management, negotiating
changes, scheduling, and general administrative
operations. She places special attention on the resolution
of interface conflicts, revisions, exceptions, and required
submittals to ensure that all work is approved prior
to fabrication, delivery, and installation. Her project
experience covers both public and private owners under
lump sum, unit price, negotiated GMP, and design-build
delivery systems.
Years with Hensel Phelps: 2
Years In Industry: 5
Current Office Location: Fort Lauderdale, FL
Education: Georgia Institute of Technology
M.S., Building Construction and Facility Management
Coretta Sweet
Project Engineer
Relevant expeRience:
t Project Engineer Role
t Government Contracting
t Over $157 Million in
Government Work
t On Time/Within Budget
Performance
t South Florida Experience
t 100% Committed to this Project
Benjamin p. GRoGan & jeRRy l. dove FedeRal oFFice BUildinG
Miramar, FL
additional Relevant pRojectS
piedmont hoSpital SUppoRt SpaceS
Building 77 Build-Out at Piedmont $11 Million 1,200,000 SF
South Bed Tower Addition Piedmont Hospital $59 Million 300,000 SF
t $157 Million | 383,000 SF
t Headquarters facility for federal government agency
t Office Space, Parking Garage, Central Utility Plant
t LEED Gold & Platinum Certified
t $16 Million | 52,400 SF
t Hospital Operating Room and Supporting Spaces Outfit
t Complex 21-Phase Plan To Keep Hospital Operational
Atlanta, GA
I. Construction Services Staff & J. Experience
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 30
additional Relevant pRojectS
As an experienced QC Engineer, Mr. Resendiz effectively
manages all quality control functions with emphasis on the
use of preparatory and initial inspection phases to avoid field
problems. He has been in charge of all quality control aspects
including documentation for each definable feature of work,
testing of construction materials, inspection of construction
methods, and verification of compliance with plans and
specifications.
Years with Hensel Phelps: 18
Years In Industry: 20
Current Office Location: Fort Lauderdale, FL
Education: Colorado University
B.S., Civil Engineering
Luis Resendiz
Quality Control Engineer/Field Engineer
Benjamin p. GRoGan & jeRRy l. dove FedeRal oFFice BUildinG
WellinGton e. WeBB mUnicipal oFFice BUildinG
Miami International Airport, South Terminal $269 Million 1,200,000 SF
Colorado Convention Center $251 Million 1,400,000 SF
JD Edwards Building III, Colorado $25 Million 200,400 SF
Relevant expeRience:
t Quality Control Engineer Role
t Government Contracting
t Over $836 Million in
Government Work
t On Time/Within Budget
Performance
t South Florida Experience
t 100% Committed to this Project
t $157 Million | 383,000 SF
t Headquarters facility for federal government agency
t Office Space, Parking Garage, Central Utility Plant
t LEED Gold & Platinum Certified
Miramar, FL
t $129 Million | 680,000 SF
t Iconic Headquarters For Multiple Agencies
t 12-Story Building Housing 2,300 employees
t Leed Gold Certification
Denver, CO
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Hensel Phelps approach is centered on
the philosophy of building trust through
transparency, open communication,
and accountability. Hensel Phelps
communication and collaboration plan will
be implemented by the use of many tools
developed to manage and communicate
status and progress with respect to all
aspects of project delivery – cost, schedule,
quality, and safety. Hensel Phelps will utilize
these tools coupled with coordination
meetings, partnering, and reporting status
on a regular basis. Monthly reports will be
provided which will give a complete project
status.
On the following pages you will find an
elaboration on the following ten points:
1. Design Management Reviews: Architects
and Engineers (“A/E”) Coordination
2. Constructability Analysis and Planning
3. Budget Estimating / Value Engineering
4. Procurement of Subcontractors
5. Construction Scheduling
6. Cost Control
7. Quality Control
8. Claims Management
9. Safety
10. Project Closeout
1. Design Management Reviews:
Architects and Engineers (“A/E”)
Coordination
Hensel Phelps will work with the A/E team to
develop project control tools that streamline
the process. These tools are designed to
clearly identify and communicate design
expectations, establish a design schedule
that includes all deliverables and supports
the overall project schedule, and assures
that the design is developed and fully
coordinated while addressing all technical,
functional and constructability issues.
These coordination tools are developed and
utilized during the procurement and design
phase to validate compliance with the
Program Criteria Document (PCD).
• Detailed Design Schedule. The detailed
design schedule will expand upon and
correlate with the design activities in
the integrated master CPM schedule.
This schedule will be extremely detailed
and organized by design phase and
discipline. It will include metrics which
enable the design progress to be
measured on a weekly basis.
• Design Submission Checklist. The
design submission checklist will be
a comprehensive list of all design
packages, the contents ineach
package and the level of development.
This tool, will be used to communicate
to the project team the level of
design completion required for each
submission. This checklist will also be
used by the design QC team to ensure
the documents are complete prior to
submission.
• Criteria Compliance Log. The criteria
compliance checklist is established
during the proposal phase and used as
part of the Design QC process to verify
compliance with the Program Criteria
Document (PCD).
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• Constructability Reviews.
Constructability reviews will be
conducted throughout the design
process and will consist of a
comprehensive review focused on
trade coordination and sequencing,
material availability and construction
and O&M safety considerations. All
identified items will be tracked in the
constructability review action log and
kept open until they are adequately
addressed and signed off by the
authorized individual.
• Design Action Log. This log provides
the ability to identify and track design
decisions and actions which will occur
during the design process. The log will
be sorted by responsibility and will be
reviewed at each design meeting.
• BIM Clash Detection Summary Log.
This log provides a summary of all
issues identified through BIM clash
detection, allowing the team to resolve
coordination and constructability issues
prior to startup of construction activities
and reducing the potential for schedule
delays and cost impacts during
construction.
Hensel Phelps will utilize a Web Based
Project Management Platform, as well as
BIM technology, to enhance and streamline
communication between all members of
the project team. The web based project
management platform will have been
established during the Preconstruction
phase and will continue as the primary
communication tool by the Hensel Phelps
on-site team. This system allows all
team members to be integrated into one
platform, avoiding slowdowns inherent in
a physical paperwork process. The web
based software system has a powerful
search engine, enabling correspondence
to be tracked, retrieved, and reviewed
on screen within seconds. This allows
for clean and concise correspondence,
as well as excellent tracking procedures
for the following information: RFI’s, daily
reports, document changes, cost control,
submittal information, action item hot lists,
procurement tracking, meeting minutes, and
as-built information logging. This will be the
primary communication tool between Hensel
Phelps and the A/E team throughout the life
of the construction phase.
Project collaboration and coordination
will also be enhanced by leveraging BIM
technology to its fullest. During construction,
Hensel Phelps will use BIM in all of the site
logistics planning and will create a 4D model
by linking it to the master CPM schedule.
BIM is used throughout the construction
phase to plan and manage the work
activities between not only the field staff but
also the A/E team by monitoring progress,
providing visual communication of work
sequencing to field personnel and A/E shop
drawing reviewers, and expediting the Shop
Drawing review and approval process.
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With implementation of design and budget
concurrently throughout the preconstruction
process Bid Packages can be implemented
to accommodate separate packages of work
based on funding or schedule constraints.
The Hensel Phelps team will work with the
A/E to establish these design packages so
that the available funding is maximized and
the project is kept under budget.
Coordination of phasing/scheduling
considerations with the A/E allows for fast
track construction to meet Sunny Isles’
funding schedule and affords the team
the opportunity to maximize the inclusion
of various local small businesses. Hensel
Phelps utilized a similar strategy on The
Benjamin P. Grogan and Jerry L. Dove
Federal Building with early bid packages
to achieve the following goals which
were all in excess of the General Service
Administration’s contractual goals.
The Benjamin P. Grogan and Jerry L. Dove
Federal Building, Miramar, Florida
Goal %Actual %
Small Business Enterprise 31%37.87%
Small Disadvantaged Business 5.1%12.76%
Women Owned Small Business 3.1%6.81%
Service Disabled Veteran Owned Small Business 3.1%6.64%
2. Constructability Analysis & Planning
Hensel Phelps will provide
recommendations, information, and
leadership regarding cost, phasing,
budgeting, quality, schedule,
constructability, safety, and value
management, as they relate to Sunny
Isles. Hensel Phelps will join your team in
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establishing specific protocols to facilitate
clear and timely communication.
We will work in partnership with Sunny Isles
and its design team to achieve the following
specific goals during preconstruction:
• Identify and prioritize building
components.
• Provide constructability, schedule,
phasing, and budgeting services with
full transparency and collaboration.
• Open communication with all
stakeholders to culminate a world class
project.
In order to be successful in the
achievement of these preconstruction
goals, Hensel Phelps will incorporate an
array of management tools. These tools
will be project specific and put into effect
immediately upon award of the project.
Our management tools are imperative; as
historically eighty percent of the project
decisions are made in the first twenty
percent of the project schedule, and without
implementing the appropriate management
tools from the onset, a project is at risk of
developing undesirable challenges. Please
find a list of anticipated management
tools that will be utilized during the
preconstruction phase that will make this
critical part of your project successful for
both Hensel Phelps and Sunny Isles:
Develop Site Utilization Plan / Construction
Site Logistics. The construction plan or
site utilization plan will illustrate safety,
security, traffic control, parking, material and
equipment delivery and storage logistics
keeping the field and Sunny Isles’ personnel
up to date of all project operations while
keeping the site well organized and clean at
all times.
Develop a Construction Phasing Plan
to include Site Logistic Adjustments.
Understanding how the project will be
phased during construction is crucial to
navigating the logistical challenges of
building a project that is adjacent to an
operational City Hall without impacting
ongoing operations. By having the
design team understand the construction
plan, critical items can be identified and
organized in order of precedence to support
the schedule with early permitting and
release of long lead items.
Preconstruction Schedule. The
preconstruction schedule details the
required efforts in addition to further defining
the construction activities. This schedule
is an expansion of the project schedule
and reflects the milestones and rough time
frames identified. The preconstruction
schedule durations are a reflection of the
complexity and scope of the project.
Construction Phase Permitting Requirements
& Milestones. During preconstruction,
Hensel Phelps will work in concert with
the designers to identify all permitting
requirements and construction milestones.
These will then be incorporated into the
construction schedule and the phasing of
the work so construction will be uninhibited
by the permit process.
Risk Management Tool. The Risk
Management Tool enables our project team
to identify the risks early and develop a plan
to manage and mitigate those risks. The
use of this tool starts in the proposal phase
and carries through the preconstruction and
construction phases of the project.
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Pre-qualification & Procurement of
Subcontractors. Hensel Phelps uses a
pre-qualifying process to help ensure the
subcontractors procured for the project are
qualified, capable, and have the financial
viability to perform the scope of work
contracted to them. This is a comprehensive
best value approach.
Schedule of Values. This schedule is put
together upon award of the project and
details out the items that will be billed
against on a monthly basis. These items and
values are agreed upon between Hensel
Phelps and Sunny Isles before any billings
are submitted. This schedule can be broken
out by area, if so desired by Sunny Isles,
to better evaluate progress and costs. This
schedule will be reviewed by Hensel Phelps
and Sunny Isles on a monthly basis.
Careful management of the preconstruction
services is critical to ensure the project is
delivered on time and within the established
Sunny Isles’ budget. These management
tools will be communicated throughout the
preconstruction phase to keep Sunny Isles
up to date on progress and to ensure Sunny
Isles’ expectations are being met.
3. Budget Estimating / Value Engineering
Hensel Phelps has an astute ability to
analyze, and more importantly, actively
manage and control the cost of construction
from project inception through final turnover
and occupancy. Ultimately, we understand
that it is this ability to evaluate the owner’s
program along with the design criteria
and prepare an accurate budget that is a
major key to the project’s success. One of
our main tasks in the early stages of the
preconstruction phase will be to work with
Sunny Isles to fully understand the specific
project’s program requirements, budget
constraints, and how they affect the overall
design, cost and schedule. In order to
accomplish this, we recognize the following
three factors:
1. Program/Scope Quantities
2. Quality of Materials Selections/Life
Cycle Considerations
3. Overall Cost
All must be prioritized against one another
with the understanding that two of these
factors are fixed, with the third being the
variable where the decision(s) need to be
made. We will work closely with Sunny Isles
to identify the “end of the day priorities” in
order to facilitate these decisions as early as
possible in the preconstruction phase.
Once these priorities are established, we
will rely on a number of estimating and cost
management techniques to ensure that the
project is properly budgeted and ultimately
delivered on or under the final GMP budget.
Some of the methodologies that we will
employ to develop the initial, interim, and
final GMP budgets are:
• Cost modeling based on historical data
with regional and inflation adjustments.
• UniFormat conceptual estimating based
on program requirements and general
design criteria.
• Value engineering utilizing:
»“What-if scenarios” tracked on
Hensel Phelps’ Trend Estimate Log.
»Design peer reviews.
• Subcontractor input using:
»Predetermined alternates established
with Sunny Isles and the design
team.
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»Voluntary alternates not previously
contemplated by Sunny Isles, Hensel
Phelps and the design team.
• Local Government Experience
Depending on how early Hensel Phelps
is initiated with the designer, these cost
estimates can initially be developed as a
Cost Model if the conceptual design is still
in progress. From that point the Hensel
Phelps’ Project Manager and Estimator will
capture changes in a trend log and will
provide Sunny Isles a Conceptual Estimate
from a thorough review of the Conceptual
Design. Through Schematic Design, Design
Development, and Construction Documents,
the Hensel Phelps team will provide
corresponding estimates with Trend Logs to
keep the project under budget.
Hensel Phelps is currently performing
Preconstruction Services for Humana
Health on a South Florida community clinic.
Working with the A/E during the conceptual
design phase allowed the team to identify
constructability issues and opportunities for
value engineering. The Project Manager
and Estimator provided a conceptual
estimate as a starting point which allowed
Humana and the A/E to evaluate the design
in relation to the budget. Upon the client’s
request, the Hensel Phelps team identified
and presented a list of possible value
engineering alternates to bring the budget
down approximately 10%. Our Estimator
then contacted key subcontractors and
vendors to secure project specific pricing to
increase the overall accuracy of the estimate
and further evaluate product alternates
that could reduce the project estimate.
Throughout the process, Hensel Phelps
project management provided feedback
based on industry standards, historical data
and personal experience.
Our jobsite executive team will be able
leverage this experience to accurately
identify and quantify risks specific to the
project.
Clarifications and Assumptions.
Clarifications and assumptions are
typically inevitable due to the fluid nature
of construction projects as it relates to
changing program requirements and design.
Our ultimate goal is to properly manage
the preconstruction phase of the project
to ensure the final contract documents
warrant very few, if any, clarifications and
assumptions appendices to the final GMP
estimate.
Another advantage of Hensel Phelps’
project approach is our ability to seamlessly
integrate our preconstruction estimating
services and subcontractor procurement,
so there is no loss of knowledge during this
transitional point of the project. This ensures
every construction dollar is spent wisely,
because the same Project Manager and
estimating team members have monitored
and tracked the design continuously and
thoroughly with numerous reviews of the
design documents prior to issuing any bid
packages.
Bid Packaging & Subcontractor Purchasing.
As we move out of the GMP development
stage and into subcontractor purchasing,
we will convert the final GMP estimate into
Hensel Phelps’ Financial Status Report
(FSR).
The FSR is used to monitor, document,
manage, and communicate the established
project scope and associated budgets with
the actual purchase amounts. The scope
is organized in the manner in which we
intend to purchase the work (i.e. future bid
packages). Once a subcontract is issued,
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the final subcontracted amount is reported
into the FSR to compare that value against
the associated budget from the final GMP
estimate. The FSR will be updated and
continuously shared with Sunny Isles,
which creates a level of transparency and
accountability for all project stakeholders
by documenting and tracking every dollar
committed throughout the duration of the
project.
When the comprehensive approach of a fully
functioning FSR and “what-if” Trend Estimate
Log is utilized, Hensel Phelps will be able to
establish a collaborative process with Sunny
Isles that will provide total cost management
throughout the design process.
Throughout our vast Construction Manager
at Risk experience, we have seen value in
engaging key subcontractors in a similar
design-assist role as early as possible.
Without removing the competitive nature
from the selection process, we believe there
can be a great value added to the project
team in an early selection process. We look
forward to discussing the advantages of this
concept with Sunny Isles.
Developed as an integral part of the
preconstruction schedule, the Hensel
Phelps Bid Package Schedule will be
used in conjunction with the FSR for the
subcontractor purchasing stage. This
provides the framework for Hensel Phelps’
purchasing strategy and allows the team
to prioritize the critical work items. This
schedule will indicate the required dates
to procure the various scopes of work and
ensure adequate time is allowed for material
procurement, fabrication and delivery.
The development of the actual subcontractor
bid packages will also be a collaborative
process where we will encourage
participation by Sunny Isles and the design
team.
In conjunction with the bid package
development, Hensel Phelps will also
implement a subcontractor pre-qualifying
process to help ensure the solicited firms
are qualified and have the financial viability
to perform the scope of work contracted to
them.
4. Procurement of Subcontractors
Hensel Phelps has a proven track record
in utilizing local subcontractors and
vendors on our projects. In order to attract
the best firms, provide fair opportunities
and engage the local community, we will
advertise through local avenues such as
media, trade organizations, Construction
News, Builders Exchange, Dodge, and our
extensive database of already prequalified
subcontractors and vendors. Hensel Phelps
will work with Sunny Isles to ensure that
the firms that have worked successfully on
their facilities are aware of the upcoming
contracting opportunities.
Websites and printed media have their
obvious merits, but nothing replaces
meeting businesses and potential
subcontractors face-to-face by holding
meet and greet gatherings and one-
on-one meetings. Before and during
the procurement phase of the project,
Hensel Phelps continually conducts
business forums so that local contractors
understand the scopes of work that will be
issued in upcoming bid packages. During
these outreach events, subcontractors
complete a prequalification form to provide
Hensel Phelps an understanding of their
capabilities. This information gives us the
ability to identity scopes of work that fit
within a subcontractor’s ability. It also allows
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us to assist smaller subcontractors in
connecting with larger subcontractors to
form sub-tier relationships.
Hensel Phelps follows up these outreach
events with one-on-one meetings with local
subcontractors at their offices. This allows
us to develop working relationships with the
estimators and project managers that will
be preparing the subcontractors’ proposals.
Hensel Phelps understands that hiring
only highly qualified firms is paramount
to achieving project success.
The subcontracting process is critical to
the success of a project and Hensel Phelps
will ensure that all of our subcontractors
and vendors are successful. This process
starts during procurement by creating a
list of potential responsive and responsible
bidders. Hensel Phelps will prequalify
potential subcontractors and vendors in
association with Sunny Isles’ requirements
and consider the following factors:
• Local Presence
• Performance Record
• Safety Record
• Quality of Work Performed in the Past
• Relevant Past Work Experience
• Manpower Availability
• Current Contract Backlog and Capacity
• Bonding History and Capacity
• Current Financial Status
During procurement the estimating
department utilizes iSqFt for information
exchange with subcontractors and vendors.
This software allows full control of how
project files are shared and viewed by all
parties.
Once the project is awarded, the project
management team utilizes Prolog for
all onsite documentation of submittals,
payments and correspondence. One of
the strengths of Prolog is the integration
of change estimates, change orders, and
pay applications between the Owner,
Construction Manager and subcontractors.
This allows the flow of money to be tracked
between all parties, eliminating any
potential for misapplication or loss.
The combination of these two platforms
assist the Hensel Phelps team in
communicating, tracking and documenting
through all phases of design, procurement,
and construction.
Benjamin P. Grogan & Jerry L. Dove Federal Office Building, Miramar, FL
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Benjamin P. GroGan and jerry L.
dove FederaL BuiLdinG, miramar, FL
Even with the special challenges our
team faced, this project was completed
on schedule and $8 million under budget
through value engineering, and then
reapplying savings into the budget. The
most challenging aspect was the design,
fabrication and installation of the curtain
wall system. The curtain wall was the
largest purchase on the project and the
largest risk shared amongst the team.
The design of this intricate system had a
direct impact to the structure, architecture
and the energy performance of the
building – just to name a few. The curtain
wall scope was a massive undertaking,
especially since the system was the first
of its kind and required a new Miami-
Dade NOA to be utilized on the project.
The Hensel Phelps Design-Build Team
addressed this challenge by using a
state-of-the-art 3D CAD system that was
specifically modified for this project to
manufacture the curtain wall system and
aid in the installation on-site. Typical
software could not provide these features
due to the geometric complexity of the
curtain wall design. Typical panels on a
unitized curtain wall system have 15-20
parts on average while on this project, our
unique systems had units with up to 468
parts each, averaging over 300 pieces
per unit.
u.S. Southern Command
headquarterS, miami, FL
The project had a strict requirement for
the building shell to withstand sustained
winds of 155 mph and gusts of up to
185 mph because of Florida’s high
potential to be impacted by hurricanes.
Hensel Phelps’ innovative approach
and value engineering solution was to
use wind tunnel testing to determine the
most effective design. The test results
determined that lower wind loads were
actually imposed on most exterior
envelope areas, allowing a reduction in
costs for roofing, steel, tilt-up panels,
building envelope, and curtain wall/
storefront material, while still meeting the
structural requirement.
Value Engineering Success.
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Cost Control Example from
$239 Million Hospital.
CHALLENGE: Confirming accurate
purchase of specialized Medical and
Diagnostic Equipment. Specifications
were developed around a definitive piece
of equipment. The various manufacturers
are inconsistent across the board with
the fabrication and options provided.
The infrastructure (MEP/FP) design
requirements were generic and not well
defined.
SOLUTION: Hensel Phelps performed
intensive scope reviews with the bidders.
A review of the qualifications, questions,
and options was conducted
first with the Design Team, and second
with the Owner to determine the low,
qualified bidder (manufacturer) had
adequate pricing, along with a complete
scope of work to allow for reasonable
future decisions and development. This
minimized the User’s time spent reviewing
the equipment while ensuring we procured
the proper equipment at the best value.
This identified several RFIs to document
as necessary changes based on the final
selected equipment.
5. Construction Scheduling
Hensel Phelps’ plan to control the schedule
during the design and construction phases
of each project will be to use in-house
personnel, working at the jobsite, to develop
and maintain the critical path method (CPM)
schedule, including the production of all
CPM-related reports. All key members of
the staff, working in a team relationship, will
develop the initial CPM logic and establish
milestones. The CPM will then be used as a
planning and analysis tool for short interval
production schedules (SIPS), coordination
of changes, shifting work sequences in
response to production or delivery problems,
improving the utilization of limited resources,
as well as for monitoring planned versus
actual performance.
Hensel Phelps uses P6 as the platform to
develop its CPM schedule. Hensel Phelps
also uses Synchro as a planning tool to
integrate the schedule into the BIM model.
This schedule/model integration allows the
team the ability to plan resources based
on a spatial view of the project, plan site
logistics for difference phases of work, and
plan safety through different stages of the
project.
Hensel Phelps will provide full scheduling
services, beginning during the design phase
and following through to project completion.
The construction milestones must have early
agreement from all members of the project
team because of their impacts on project
cost. Initially, this schedule will be developed
in bar chart form and subsequently be
transposed to a Network Analysis System
(NAS) format for detailed analysis of the
overall project. The NAS, updated monthly
(or weekly during peak periods), is used to
plan and expedite the work. The NAS will be
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reviewed by Sunny Isles in team meetings
with the HP team to evaluate design and
construction progress. In addition to
showing specific work activities that are
critical to the project, the NAS will indicate
materials procurement with emphasis placed
on long-lead items.
To provide simple, easily understood
schedule information for the use of
craftsmen and supervisors who are
physically accomplishing the work, 4-week
look-ahead schedules, trend curves, short
interval production schedules (SIPS), and
shop drawing/submittal control will be used.
The team will begin construction planning
early in the design process. In conjunction
with constructability and scheduling reviews,
the Superintendent and the Project Manager
will begin developing detailed Site Utilization
Plans and Phasing Plans. These plans
will address efficient use of the available
construction area. More importantly,
this planning will address construction
immediately adjacent to ongoing City Hall
operations. The safety of City Hall personnel
is of paramount importance to the Hensel
Phelps project team.
Overcoming a Scheduling Challenge:
In January of 2015, Hensel Phelps
began construction efforts on Baptist
Health South Florida’s main hospital
campus. The original contracted scope
of work included the replacement of an
Air Handling Unit (AHU) and all duct
work and ceiling grid located in the
proposed area of construction. Less
than three months into the project, the
client increased the project’s scope to
include additional interior renovations.
The interior renovations included:
demolition of existing and the installation
of new flooring, refinishing (skim
coating) all interior walls, new paint,
installation of new doors and hardware,
custom millwork and impact resistant
exterior windows. In order to adhere
to the original schedule, Hensel Phelps
proposed beginning the demolition
process, while providing the client
with competitive bids for all remaining
trades. This solution was accepted by
the client and successfully executed by
Hensel Phelps. Through coordination and
flexibility, Hensel Phelps was also able to
secure the necessary permits and pass
the AHCA inspection only three weeks
later than the original scheduled date,
despite the scope of work increasing by
over 75% of the original contract value.
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6. Cost Control
Cost Control During Construction
One way Hensel Phelps evaluates
overall client satisfaction is in regard to
management of unnecessary changes and/
or claims. Success in this area is a direct
reflection of best management practices,
teamwork and superior planning. The CM@R
delivery method promotes an excellent
environment to showcase the techniques
and systems that have proven successful
for owners, designers, subcontractors, and
end-users on Hensel Phelps projects. Since
CM@R facilitates the earliest engagement
of construction individuals who will be
ultimately responsible for cost, schedule
and quality, it fosters implementation of the
following cost and change management
philosophies and systems by all
stakeholders.
Management of Initial Budget Upon Award
Hensel Phelps fully integrates cost
management systems with the design
management process to provide a realistic
cost for Sunny Isles in an “Open Book”
format. These cost management systems
will provide real-time feedback to Sunny
Isles and facilitate decision-making of
any potential cost impact to the project.
Hensel Phelps will employ several financial
tools to ensure Sunny Isles’ ability to make
timely informed decisions, including:Trend
Estimating
• Financial Status Report
• General Conditions Reporting
• Trend Estimating
To support the project design schedule,
Hensel Phelps will utilize a technique called
Trend Estimating. Trend Estimating is a
process that allows for a continuous real-
time update of the overall project budget
to facilitate decisions in regard to specific
scopes of work. The Trend Estimate allows
for comparison of several design options
from the aspects of design, cost and
schedule. This process allows for informed
decision making.
During preconstruction and as the design
develops, Hensel Phelps will monitor
progress from the Initial GMP estimate. The
main tools utilized to monitor and control
costs during this period are trend estimates
and the trend estimate log.
These tools are designed to serve three
functions:
• Improve communication
• Provide documentation of changing
conditions
• Facilitate the management of design
within budgetary constraints
Modified: 06.2010 Page 1 of 1 Form FOG1037A
TREND ESTIMATE REPORT
PROJECT:BCU Residential Facilities
Daytona Beach, FL ADJ EST NO.:3.000.0
INITIATED :03/11/15
SECTOR Site APP ADJ NO.:
APPROVED :
The following change of scope will result in budget revisions as noted:
SEC.UNIT
NO.DESCRIPTION QTY UNIT COST TOTAL
ORIGINAL
BUDGET:192 Stalls - Housing Authority - MLK Blvd Site **ROM**192 STALLS 2,980.00 572,160
128 Stalls - BCU - S. of Int'l Speedway & Jesse St **ROM**128 STALLS 3,560.00 455,680
64 Stalls - BCU - S. of Int'l Speedway & Jesse St **ROM**64 STALLS 4,600.00 294,400
54 Stalls - BCU - Oak Street **ROM**54 STALLS 5,170.00 279,180
47 Stalls - BCU - Practice Field (MLK Blvd Site) **ROM**47 STALLS 5,710.00 268,370
30 Stalls - BCU - North Lincoln & State Street **ROM**30 STALLS 6,250.00 187,500
20 Stalls - BCU - North Franklin & Oak Street **ROM**20 STALLS 8,600.00 172,000
1 LSUM 180,000.00 180,000
0
0
(Back-up for above was provided with the GMP submission in Aug/Sept 2014)0
$2,409,290
REVISED
BUDGET:Lot 4 - 59 Stalls - BCU - Oak Avenue 59 STALLS 7,030.00 414,770
Lot 6 - 25 Stalls - BCU - State Street @ Model Aveune 25 STALLS 6,700.00 167,500
0
(Back-up for above is attached.)0
0
0
0
0
0
0
0
$582,270
Indirects & Reserves 0.00%$0
NET CHANGE:($1,827,000)
Rounded to nearest $1,000
EST. BY:MTR
CHK. BY:
TIME:01:21:46 PM
DATE:09/16/15
Reduce the Various Parking Lots to two (2): Lot 4 w/ 59 Spaces, and Lot 6 w/ 25 Spaces.
ADJUST FOR VE (Deleted 192 Stall Lot, Added another 54
Stall Lot, Added a 44 Stall Lot, and Added a 34 Stall Lot)
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Once a particular trend is identified by the
Team it is added to the Trend Log. The
Trend is then priced and evaluated with
a decision being made to either - accept,
reject, or table the trend for possible future
consideration. When a trend is accepted,
the overall budget is automatically updated
and revisions to the affected scopes of
work are modified. The Trend Log also has
benefits beyond cost tracking, including:
documenting accepted modifications to the
design for implementation by the design
team, and creating a detailed chronology of
design alternatives that have been evaluated
and detail as to why they were accepted,
rejected or tabled.
Sunny Isles will benefit from Trend
Estimating as it provides for quick turn-
around of parameter estimates for owner
requested options and value engineering
recommendations. This allows Sunny Isles
to evaluate the scope and price of multiple
options, and issue formal acceptance for
the desired scope with confidence, as they
will already have been briefed on the effect
the decision will have on the overall project
schedule and budget.
The trend estimate process begins
immediately after the Initial GMP estimate is
established and continues up to the point of
a final GMP.
Hensel Phelps’ cost control role is to identify
and forecast the cost impact of all design,
construction and owner scope issues. Trend
estimating and the trend log allow for Hensel
Phelps to provide real time estimating to
the project team and over-the-shoulder
estimating with the design team. This
ensures that cost is a design consideration.
The search for further project scope
definition requires:
• Questioning the designers, consultants,
owner, and end user(s).
• Considering any special requirements
of the owner or pre-established owner
standards that may be above and
beyond building codes or traditional
design.
• Assuring all systems that are included
and anticipated have been budgeted.
• Reviewing all governing agency
requirements.
• Researching similar past projects
completed by Hensel Phelps, owner,
architect, subcontractor partners, and/
or other team members.
• Communicating the quality and quantity
assumptions in the budget estimate
throughout the design process,
ensuring that this information is
transmitted to the professionals actually
developing the project specifications
and construction drawings.
When projecting the anticipated impact
to the budget due to design progress,
each subsystem or budget line item will be
evaluated independently. Progress estimates
will be performed at the prescribed design
milestones (i.e. programming, schematic,
design development, construction
documents) and incrementally, as outlined to
facilitate a fast-tracked approach.
The identification and documentation of
changing conditions with trend estimates
and the trend estimate log provides the
“history” of decisions made, while also
recording assumptions and qualifications
that may need to be referenced in the future.
K. Project Management Services
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The Financial Status Report (FSR) is the
primary tool utilized to track the evolution
from a final GMP budget, through the
subcontract procurement process, to a fully
contracted project.
Hensel Phelps closely monitors the results
of the purchasing/subcontracting process to
ensure that the overall project budget is met.
The FSR is organized in the same manner
as the GMP Budget, and divided into three
major sections:
• Budget, which will always match the
latest estimate.
• Purchase, which indicates the amount
of the actual purchase agreement/
subcontract value issued.
• Gain/Loss, which tallies the resulting
+/- comparison of budget costs vs.
purchase costs. This establishes the
buyout trend as it relates to the budget
or contract amount.
This tool allows Hensel Phelps to evaluate
the current purchasing/subcontracting status
of every incremental GMP and/or Work
packages undertaken. The FSR is reviewed
in detail at every project team meeting.
The FSR is also the primary tool used for
reconciliation of the GMP. As a “living
document” that is updated throughout the
course of the project, the FSR maintains the
following information:
• Subcontract Values - in addition to
purchased amounts, change order
amounts are tracked.
• Contingencies - amounts that are
subcontracted from or added to
contingencies are recorded so that
an accurate picture of the remaining
contingency is maintained.
• Financial Transaction History – every
dollar moved from one budget to
another is tracked and recorded as
history within the FSR.
The FSR will be used to determine when
contingency amounts can be reduced and
when purchasing gains can accrue in favor
of the Owner, either to enhance the Scope of
Work or reduce the overall project value.
Change Management
Hensel Phelps has a proven history of
delivering projects within or under budget
for our Clients. We have utilized lessons
learned over the course of our firm’s history
and implemented systematic management
processes that have been demonstrated to
be successful time after time in delivering
projects within or under budget. Hensel
Phelps takes great pride in the efforts we
take to avoid unnecessary and unwanted
changes and/or claims through proactive
management practices, teamwork and
relentless planning to deliver the most
cost efficient project possible within the
scheduled time frame.
Hensel Phelps’ philosophy is to minimize
change orders and their cost/schedule
impact. When changes do occur, Hensel
Phelps’ on-site staff will rapidly conduct an
analysis to determine if work in progress
or future work will be affected. A complete
listing of all affected areas and involved
parties will be developed along with an
analysis of cost and schedule impacts. Any
required changes to the schedule or the cost
between Hensel Phelps and Sunny Isles or
between Hensel Phelps and subcontractors
or suppliers will be negotiated in a timely
manner. Hensel Phelps’ philosophy is to
work in Sunny Isles’ best interest.
K. Project Management Services
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Hensel Phelps can offer Sunny Isles savings
by having a flexible change management
approach during design and construction.
Two other important items that our team has
experience with on government / municipal
work are listed below.
Management of Owner Furnished Equipment
As with all aspects of the Hensel Phelps
team approach, effective communication
and the associated sharing of information
with all stakeholders is imperative to the
success of the project. This holds true
in regards to the Management of Owner
Furnished Equipment.
Cut sheets and manufacturer’s data for
all Owner Furnished Equipment must be
distributed to all team members prior to the
equipment being released for fabrication.
Hensel Phelps will work with other team
members to carefully review equipment data
to ensure that there is design consistency
with architectural finishes as well as full code
compliance in mechanical and electrical
system interfaces. ADA and Life Safety
implications will also be assessed at this
juncture.
Once the team has collaboratively reviewed
the data on the Owner Furnished Equipment,
Hensel Phelps will effectively work as an
extension of the Sunny Isles team to closely
evaluate the proposed delivery schedules
of all Owner Furnished Equipment to ensure
that components arrive on dates which are
consistent with the overall project schedule.
Hensel Phelps will take the lead role,
ensuring that once Owner Furnished
Equipment arrives onsite, it is stored and
maintained in a manner which safeguards
full equipment warranties. Hensel Phelps
will be responsible for documenting all
measures.
Low Voltage and IT Coordination
Hensel Phelps understands that the first
step in Low Voltage and IT Coordination is
to gain a comprehensive knowledge of the
system which is to be installed, modified, or
expanded. Of paramount importance is the
identification of existing system infrastructure
in order to access points of connection/
system interface. This thorough knowledge
of the system will facilitate Hensel Phelps
and our team of subcontractors being able
to develop an accurate project schedule
for system installation which will include
proposed dates for any system shutdowns
required for making system tie-ins.
During this process Hensel Phelps will
evaluate the proposed schedule to evaluate
the opportunity to be able to bring system
components online in a “phased approach”
to support the needs of Sunny Isles. In all
aspects of our schedule evaluations, Hensel
Phelps will endeavor to minimize disruptions
to adjacent facility operations.
Hensel Phelps has a proven track record of
demonstrated expertise in the management,
coordination and commissioning of Low
Voltage and IT systems. Hensel Phelps’
success in managing Low Voltage
and IT Coordination lies in bringing
the right subcontractors to the project,
and maintaining open and constant
communications to ensure the development
of that extensive system knowledge.
This will culminate in Hensel Phelps
coordinating comprehensive Owner training
for all Low Voltage and IT systems.
K. Project Management Services
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September 23, 2015
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7. Quality Control
Design and Preconstruction
Quality Assurance is integral in every
project phase. Primary responsibility for
planning, executing, coordinating, and
reviewing the design work will reside
with the Preconstruction Manager. The
Preconstruction Manager will be responsible
for:
• Establishing the scope and frequency
of reviews required on the project.
• Evaluating the ability of the deliverables
to meet contract requirements and
identify issues and corrective actions,
as well as identifying reviews and
developing a review schedule at
suitable stages.
• Ensuring that technical review and
checking of work is completed by all
team members.
• Recording and maintaining records
of reviews and subsequent actions
determined necessary as a permanent
record of the project.
For projects that require multi-disciplinary
coordination between technical specialties
and outside consultants, each participating
discipline or outside consultant will be fully
responsible for reviewing and checking
the technical accuracy of their work. The
Preconstruction Manager will be responsible
for ensuring that the work of participating
team members is properly coordinated
and appropriate review and checking
procedures have been followed.
Review of work at the technical discipline
level is the responsibility of the project
technical leads. All project deliverables
including computations, drawings,
specifications, cost estimates, reports, etc.
will be checked, initialed, and dated by the
technical lead prior to submittal.
Records will be kept to verify that checking
has been performed and to validate
that the documents comply with project
requirements, including:
• Completed checklists and forms.
• Review drawings or “check sets” with
handwritten initials and dates indicating
that corrections have been made and
back checked.
• “Checked” blocks with hand written
initials and dates on computation
sheets, cost estimates, and drawings.
Copies of the checked deliverables are
reviewed by the Project Manager and
provided to the Technical Director to
verify and document that such review
was completed. Work will be reviewed in
accordance with the following criteria:
• Compliance with Sunny Isles’ standards
and requirements.
• Professional technical standards,
regulations, and codes.
• The Hensel Phelps discipline quality
control manuals.
K. Project Management Services
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• Sufficiency of the work for the intended
use, including degree of accuracy,
detail and definition, quantity of
information transmitted, and safety.
• Economy and appropriateness of
design.
• Accuracy of assumptions, procedures,
and conclusions.
• Functional requirements such as
constructability and accessibility for
operation and maintenance.
• Completeness including accurate cross
referencing to other drawings, details,
or specifications.
• Hensel Phelps’ contractual obligations
and scope of services.
• Compatibility with existing facilities and
planned future facilities.
• Coordination among technical
disciplines.
Construction
Hensel Phelps has a proven Six-Step Quality
Control Process that is implemented on each
project. The funnel below illustrates these
key steps and how they directly relate to
the production of a high quality project for
Sunny Isles.
Procedures for continual improvement
include addressing opportunities to:
• Raise performance to improve
effectiveness of the quality assurance
system
• Eliminate the cause of non-conformities
to prevent recurrence
• Eliminate the cause of potential non-
conformities to prevent occurrence
Through our continual improvement process,
we ensure that the need for improvement,
corrective, and/or preventive actions is
evaluated promptly when a non-conformity
or client complaint is identified. If action is
required, we resolve the practice(s) that
have caused or may cause future errors. The
Team will implement the following Six-Step
Quality Control Process:
Step One - Purchasing Meeting. This
is where we purchase the level of quality
expected by defining each subcontractor’s
quality control responsibilities and agreeing
to the actions that will be taken to achieve
the desired results. This occurs prior to
awarding the subcontract, so that once
agreed upon we can progress forward with a
collaborative attitude.
Step Two - Pre-Mobilization Meeting. This
meeting is to evaluate the subcontractor’s
understanding of the work and reiterate their
quality control obligations. This meeting is
generally held 1-2 months prior to the to
review the status of the design (as it relates
to the scope), the submittal requirements,
K. Project Management Services
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testing / inspection requirements, protection
of work obligations and similar items. This
meeting is held with the Subcontractor’s
supervision and management team that is
assigned to the project.
Step Three - Preparatory Meeting. This
is our formal pre-construction meeting
attended by the Subcontractor, design
representatives, owner representatives,
inspectors, material manufacturers and
Hensel Phelps to thoroughly review all
requirements related to the work, establish
all inspection protocols, and determine
the quality assurance measures that will
be taken to ensure that all work is properly
performed. This meeting is generally held
1-2 weeks prior to starting work and will also
determine the scope of the next step.
Step Four - Initial Inspection. This is part
2 of the Preparatory Meeting. It is the actual
verification that all topics were discussed
and agreed to in the Preparatory Meeting
are being adhered to. A representative
scope of work is actually installed and then
reviewed prior to progressing with additional
work so that all parties can agree that the
Subcontractor is demonstrating its ability to
meet the project requirements.
Step Five - Follow-Up Inspection. This
inspection is conducted after work has
progressed and is meant to ensure that
the Subcontractor is continuing to install
materials per the standards established
during the Initial Inspection.
Step Six - Final Inspection. The Final
Inspection, the last step in the Quality
Control Process, provides the owner the
opportunity to verify that the installed work
meets the requirements of the contract. This
occurs in the following three stages: Initial
Inspection, Pre-Final inspection, and Final
Inspection.
Hensel Phelps’ Warranty Management is
centralized at a the Hensel Phelps MEO
Technology Center which is a 24x7x365
Call Center and web-enabled solution that
effectively and efficiently manages any
warranty issues. Facility staff and occupants
can call, email or use their personalized web
page to request assistance with facilities
related issues from the Facility Technical
Specialist(s) (FTS). The FTS will then
dispatch work order procedures to achieve
resolution to the issue. Users can receive
updates from the FTS or can view and
monitor each issue via the website.
The Hensel Phelps FTS’ receive calls,
emails, or web requests for facilities-related
issues from client/facility staff/occupants
and dispatch work order procedures to
the proper contractor or sub-contractor
for resolution. The FTS’ log and track
warranty issues and store all related service
information, operations and maintenance
manuals, onsite equipment information and
follow up during throughout the work order
process.
The client is able to monitor and follow each
issue through to completion. This approach
provides a single repository of archived
information relevant to each specific facility.
K. Project Management Services
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September 23, 2015
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Be Pro-Active with Quality Control
During a recent renovation to a hospital
for Baptist Health (Client), Hensel Phelps
encountered many existing conditions
that were no longer in compliance with
the most recent building code(s). In
preparation for the upcoming AHCA
inspection, the Hensel Phelps Quality
Control team took a proactive approach
by performing a pre-inspection of
the area of construction with all MEP
subcontractors. As a result of the
pre-inspection, Hensel Phelps was
able to identify and correct several
deficiencies prior to the inspection
date that would have resulted in a
failed AHCA inspection. By taking a
proactive approach, Hensel Phelps
passed the AHCA inspection as a result
of the implementation of the Six-Step
Quality Control process which not only
encompassed the contracted scope of
work but also required a full examination
of the site’s existing conditions where
construction work was to be performed.
8. Claims Management
Hensel Phelps will focus its efforts
up front to clearly allocate and
communicate performance standards and
responsibilities between Hensel Phelps
and our subcontractors from the outset
of the process. We engage in a thorough
bidding and purchasing process to clarify
scopes in an effort to avoid gaps and
misunderstandings. Hensel Phelps will
require that each subcontractor execute our
standard subcontract form with additional
requirements and controls, such as notice
provisions and a thorough review of each
request prior to submission to the Owner.
Finally, in those instances where these
processes are unable to avoid a claim, the
subcontract requires the use of alternative
dispute resolution processes, either those
mandated by the Owner, or in the event
of a dispute that does not involve the
Owner, through mandatory arbitration. As
is customary throughout the construction
industry, Hensel Phelps has had a very small
number of litigation matters relating to our
construction project work. Hensel Phelps
works diligently to avoid these situations
and, when they do occur, has a strong
track record of employing mediation and/or
negotiation to obtain a prompt and proactive
resolution, without litigation.
Claims and Risk Management
Hensel Phelps analyzes and mitigates risk
throughout the project, from the preparation
of the proposal through commissioning
and turnover. During the preconstruction
phase, Hensel Phelps will address the risks
associated with the specific project by
engaging in a risk assessment process to:
• Identify – Recognize individual risks as
they arise.
• Understand – Discern the nature and
ramifications of the risks.
• Plan – Develop a way to mitigate the
risks.
• Manage – Administer the risk
management plan.
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By implementing this process we are able
to provide solutions which mitigate the
identified risks. We accomplish this by
having construction management, design
management, and major subcontractor
management, in conjunction with Sunny
Isles, review the identified risks. By
collecting the diversity of approaches these
professionals bring to the process, Sunny
Isles is ensured that the team examines
the risks from all angles, and formulates a
unified solution.
Hensel Phelps’ Risk Management Tool is
comprised of three separate sections:
Risk Management During Pre-Award /
Procurement: As the procurement team
develops a proposal, risks are identified.
In order to track the status of these risks,
the Risk Management Tool is developed.
The development and updating of
the Risk Management Tool during
the procurement is vital to laying the
foundation for successful risk mitigation.
The Risk Management Tool includes all
key risks identified during the proposal
period and the actions taken to mitigate
these risks. The Risk Management Tool
is routinely reviewed to ensure that the
risks are being mitigated.
Risk Management during
Preconstruction/ Design Development:
Throughout this procurement, Project
Manager Matthew Wilson will be
responsible for identifying potential
challenges that may arise on each
project. He will be responsible for
creating and updating the Risk
Management Tool for new risks identified
and mitigated during the design
development and preconstruction
phase. Hensel Phelps will review the
Risk Management Tool on a weekly basis
to ensure that the design development is
managed such that these identified risks
are successfully mitigated and resolved.
Risk Management During
Construction: Any risk items not fully
mitigated during the Preconstruction
/ Design Development Phase are
carried over to the Construction
Phase Risk Management Tool. Project
Manager Matthew Wilson will continue
to be responsible for updating the
Risk Management Tool during the
Construction Phase of the project. The
Risk Management Tool is reviewed on
a regular basis, but at a minimum it
will be reviewed monthly to ensure any
unresolved risks are being properly
projected.
Additional big picture strategies to mitigate
coordination risk will be implemented on:
Early Subcontractor Involvement:
Early key subcontractor involvement in
the design completion process is one
key element to reducing the risk on a
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design-assist project. Engaging these
trades as design-assist subcontractor(s)
reduces the financial risk to the project
by developing and locking in prices
and ensuring the early development
of a complete scope of work. It also
reduces the risk of unknowns for these
trades during construction, as the
same firm assisting in the completion
and coordination of the design, will be
completing their respective scope(s) of
work.
Coordination and Constructability
Reviews: Coordination and
constructability reviews help mitigate
risk with in-depth reviews of the design
documents throughout the design
completion process and prior to major
design milestones. Coordination reviews
focus on verifying the design and
present consistent solutions among all
disciplines to ensure sequential, timely,
and efficient construction. Coordination
review also focus on interdisciplinary
compatibility to reduce or eliminate
collision between disciplines during the
design effort. Constructability reviews
analyze the availability, quality, and
performance of the selected building
systems. They also analyze code issues
and verify RFP compliance. Construction
reviews will often include pin-up
sessions with all stakeholders, including
independent peer reviewers.
9. Safety
Hensel Phelps’ current Experience
Modification Rate (EMR) is 0.44 --
less than half the industry average.
Additionally, our Days Away, Restricted or
Transferred (DART) Rate for 2014 was .68.
The emphasis Hensel Phelps places on
safety has resulted in one of the construction
industry’s best safety performance records.
This record is even more significant
considering the fact that Hensel Phelps has
self-performed an average of 4 million labor
hours over the past three years. Hensel
Phelps’ safety EMR rate is always well
below the industry average of 1.0, resulting
in significant savings through reduced
Worker’s Compensation insurance rates.
We take pride in both our safety program
and its award-winning results. For both our
private and public clients, Hensel Phelps
has been recognized for our commitment
of making sure all activities on site are
performed as safely as possible. In
support of a ZERO accident safety culture,
Hensel Phelps employs an outstanding
safety incentive plan involving employee
accountability at every level to truly “rally
the troops” and keep everyone motivated to
work in as safe manner.
K. Project Management Services
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September 23, 2015
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10. Project Closeout
Our Philosophy is that the preparation for
project close-out starts day one of the
project. We anticipate working in conjunction
with the City of Sunny Isles Beach Project
Manager and facilities personnel to
develop and organize a close-out plan that
emphasizes the importance of this phase.
The plan will be developed during our
preconstruction phase, and made part of our
subcontractor agreements and monitored
by our project staff during the course of
the project to ensure compliance. Our
project team fully understands that we are
responsible to provide the following: as-built
record documents, O&M manuals, training
on building systems and closeout reports
while assisting in project commissioning
and addressing any other post construction
requirements required by the City of Sunny
Isles Beach. As a standard service, Hensel
Phelps provides a 24x7x365 call center to
assist in warranty/guarantee items that may
occur.
Unlike many of our competitors, Hensel
Phelps is committed to the life of your
facility as demonstrated by our operations
and asset management team platform. As
an additional service, the Hensel Phelps
Service Group provides outsourced
facilities management as well as operation
and reliability-centered maintenance
services ensuring that the City of Sunny
Isles Beach facility will run efficiently, while
guaranteeing improved service outcomes,
reduced operational costs, and asset life
enhancement.
L. Location of Offices
L. Location of Offices
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 53
Hensel Phelps’ Southeast District is
comprised of two offices, Ft. Lauderdale and
Orlando. There will be staff assigned to this
project from both offices.
• Ft. Lauderdale Office
100 NE 3rd Avenue
Suite 610
Fort Lauderdale, FL 33301
• Orlando Office
6557 Hazeltine National Drive
Suite One
Orlando, FL 32822
In the Southeast District, Hensel Phelps
has 263 employees. Below you will find our
employees broken down by job function.
Officers: 1
Operations Managers: 5
General Superintendents: 4
Project Managers: 12
Project Superintendents: 10
Area Superintendents: 31
Project Engineers: 16
Field Engineers: 16
Office Engineers: 59
Estimating: 14
Safety: 9
Quality Control: 9
Project Development: 13
Accounting / Administrative: 6
Technology: 3
Support / Supplier Diversity: 1
Interns: 3
Craft: 51
M. Claims & Litigation
M. Claims & Litigation History
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 54
Within the past five years, Hensel Phelps has been involved in the following significant
litigation matters related to Hensel Phelps’ project work. We do not have any criminal
claims.
Response Hensel Phelps is or within the past five years has been involved in the following
significant litigation matters related to Hensel Phelps’ project work.
Hensel Phelps v. Royal
American Services, Inc.
and Arrowall Company
Cause No. 2014-00593
This action was filed in Harris County, Texas, by Hensel Phelps against Royal American and
Arrowall Co. HP alleges that Royal American performed defective work on the installation of
the roof and flashing components for The Methodist Hospital Outpatient Care Center. Hensel
Phelps corrected the defective work for the project owner and filed suit to recover the costs
incurred. The matter was tried before the court in September 2015 and a defense judgment
was entered.
Stephens Pipe and Steel
v. NEU Security Services,
LLC, Hensel Phelps,
Travelers Casualty and
Surety Co. & Liberty
Mutual, Case No. 15-cv-
61160
This action was filed in the District Court for the Southern District of Florida in June 2015. This
Miller Act claim filed by a 2nd tier subcontractor seeks to recover funds that alledgedly were
not paid to a supplier for construction materials supplied on an HP project. Stephens alledges
that the first tier subcontractor, NEU Security, received fencing materials from Stephens, but
failed to pay for them. Stephens now seeks relief under the HP payment bond. NEU Security
has agreed to defend and indemnify HP and its surety in this action.
Hensel Phelps v. Liberty
Mutual Case No. 01-15-
0003-2594
This arbitration matter was filed by Hensel Phelps against Liberty Mutual Insurance Company,
as surety for Riggs Contracting, to recover costs incurred by Hensel Phelps due to Riggs
default and abandonment of its subcontract work on the Tinker AFB Project in Oklahoma City,
Oklahoma. Hensel Phelps completed Riggs work and filed suit to recover the costs incurred
when the surety refused the reimburse Hensel Phelps for these costs. The matter is currently in
the early stages of discovery.
Hensel Phelps v.
Hanover, Case No.
37-2015-00002007-BU-BC
This action was filed in December 2014 in San Diego Superior Court by Hensel Phelps against
Hanover Insurance Company to enforce the payment terms of a Settlement Agreement
entered into between the parties under which Hanover, as surety for MIS Co., agreed to pay
Hensel Phelps costs incurred by Hensel Phelps due to MIS’ default and abandonment of its
subcontract work on the San Diego Courthouse Project. The matter was dismissed when
Hanover satisfied its payment obligation and paid Hensel Phelps costs and fees.
The Dallas/Fort Worth
International Airport v.
Hensel Phelps, Case No.
DC-15-04833
This action was filed in April 2015 in the District Court in Dallas County, Texas. DFW alleges
that paving work performed by a Hensel Phelps subcontractor on the DFW MSF project is not
draining properly and reqiures rework. The project was completed in approximately 2002. The
matter is in the early stages of discovery and investigation with the Owner Controlled Insurance
Program carrier taking the lead on behalf of all insureds.
The Dallas/Fort Worth
International Airport v.
Hensel Phelps and KBR,
Case No. DC-15-04400
This action was filed in April 2015 in the District Court in Dallas County, Texas. DFW alleges
that either design or construction defects are causing issues with concrete columns on the
DFW Guideway project completed in approximately 2002. The matter is in the early stages of
discovery and investigation with the Owner Controlled Insurance Program carrier taking the
lead on behalf of all insureds.
Godart & Co. d/b/a
Godart Florida Real Estate
Investments v. Hensel
Phelps Construction Co.
and Ronald Rodriguez,
Case No. CACE15004073
This action was filed in March 2015 in the Seventeenth Judicial Circuit in and for Broward
County, Florida. Godart alledges a breach of an oral agreement to split commissions derived
from any construction deals between Hensel Phelps and a member of the Qatari Royal Family.
Godart also alledges civil conspiracy arising from the efforts to deprive Godart of payment for
his services. HP never entered into any contract in Qatar, which is a necessary prerequisite to
Godart receiving any commission, and will defend on that basis.
DBM Inc. v. Travelers
and KiewitPhelps a
Joint Venture, Case No.
8:15-CV-0048-TAT
This action was filed in February 2015 in the District Court of Nebraska. DBM filed a claim
under the Miller Act alleging that it provided labor and materials as a second-tier subcontractor
on the US Stratcom project and has not been paid for a portion of its work. DBM is seeking
damages in the amount of $ 2,057,818 plus all interest, costs, and fees recoverable in
accordance with the Miller Act.
Tri County Elec., Inc. v.
Hensel Phelps, et. al.,
Case No. 14-C-914
This case was filed in state court in Monongalia, West Virginia, in December 2014, regarding
the construction and renovation of the Federal Correctional Institution at Hazelton. Tri County
has sued Hensel Phelps and every tier between them alleging non-payment for services and
materials provided in addition to the sureties for every company. Hensel Phelps believes the
claim is without merit and will defend it aggressively.
M. Claims & Litigation History
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 55
Response Hensel Phelps is or within the past five years has been involved in the following
significant litigation matters related to Hensel Phelps’ project work.
Hensel Phelps v. Bond
Safeguard, Case No.
14-cv-02495-KLM
This action was filed in October 2014 in US District Court in Denver, Colorado, by Hensel
Phelps against Bond Safeguard Insurance Company, as surety for Trainor Glass, to recover
costs incurred by Hensel Phelps correcting defects in glass work installed by Trainor on the
Denver Courthouse Project. Trainor ceased operations and was unable to perform and Hensel
Phelps filed suit to recover the costs incurred performing on Trainor’s behalf when the surety
refused the reimburse Hensel Phelps for these costs. The matter is currently in the early stages
of discovery.
Cupertino Electric, Inc. v.
Hensel Phelps, CGC-14-
542331
This action was filed in October 2014 in San Francisco County, California, by Cupertino Electric,
Inc. seeking to recover funds allegedly due and owing on a Stop Notice in the amount of
$5,108,582.00 for work performed on the San Francisco Airport Terminal 3 project. The parties
mutually agreed to stay the action while awaiting payment from the Owner and such payments
have significantly reduced the amount of the claim. The parties continue to work together to
facilitate payment of the remaining amounts arising out of an insurance claim.
Blake’s Painting v.
Hensel Phelps, Case No.
9:14-CV-3020-SB
This Miller Act case was filed in August 2014 in a South Carolina federal court by a painting
subcontractor on the P444 and P454 Marine Training Simulator Facility and Hangar at the
Marine Corps Air Station, Beaufort, South Carolina. The suit contends that Hensel Phelps
has not paid Blake’s for work performed on the project. Hensel Phelps has filed an answer
denying the claim given that Blake’s failed to perform its contractual duties by failing to staff
the work and adhere to project specifications, allowing HPCC to withhold payment in order to
supplement Blake’s work. The case has been stayed pending arbitration, which is scheduled
for sometime in 2016.
Radonich Corp. v.
Cupertino Elec., et al.,
Case No. 114cv264333
This action was initially filed in April 2014 in Santa Clara, California, state court over a claim
regarding the Santa Clara Medical Center Seismic Safety Project. This case stems from
conflicting bridging documents provided by the owner related to the installation of a particular
type of cable. Cal Coast Telecom (Radonich) has sued Cupertino over the non-payment of
the proper cable and attendant labor. A claim has been made with the owner, the resolution of
which is not complete. Cupertino sued Hensel Phelps on an implied indemnity theory related
to the claim. The case will be arbitrated sometime in 2016.
Beeler Barney &
Associates Masonry
Contractors, Inc. v. Hensel
Phelps, et. al., Case No.
1:14-CV-012-WKW
This matter was filed in January 2014 in an Alabama federal court. The action is a Miller
Act claim brought by a subcontractor stemming from a fatal accident, for which a different
subcontractor was responsible, at a project in Ft. Rucker, Alabama. BBA received payment
as part of a project-wide builder’s risk insurance claim, but alleges that the amount was not
sufficient to cover its costs. Hensel Phelps disputes BBA’s claim, countering that its costs were
due to its own failures, and that its accident-related costs were compensated by insurance.
The parties agreed to mediate, which resulted in a global settlement of which HP contributed
$7,500. Incidentally, there was a companion case with the same facts, Covenant v. Hensel
Phelps, that was stayed in the same court and also settled at the same mediation.
Westfield Insurance Co. v.
HPCC and Noorda Sheet
Metal Co., Case No. 13-
CV-02419
This matter is a declaratory action filed in September 2013 in the federal district of Colorado
over the “HAATS” project at the Eagle County Airport in Gypsum, Colorado. The plaintiff
surety issued performance and payment bonds on behalf of Noorda, the metal roof system
subcontractor. Noorda experienced financial difficulties that led HPCC to terminate Noorda.
Westfield stepped in under the bonds and HPCC agreed to reinstate Noorda. HPCC defaulted
Noorda a second time for performance issues after its work failed. Westfield filed this action for
a determination of rights related to HPCC’s termination of Noorda, HPCC’s testing procedures,
and HPCC’s requirements for repair. All other claims are against other parties. HPCC filed
a motion to arbitrate and the matter was resovled in mediation with Westfield agreeing to
reimburse Hensel Phelps for costs incurred in correcting Noorda’s work in an amount in excess
of $800,000.
The Mark Condominium
Owners Association v.
The Mark Condominiums
LLC, Case No. 37-2013-
00049168
This action commenced in July 2013 in San Diego County, California, by the Home Owners
Association of the Mark Condominium project in San Diego, California against the Developer,
Designer, Hensel Phelps, and several subcontractors and material suppliers alleging
construction defects and warranty issues. Most of the defendants were covered by an Owner
Controlled Insurance Program which assumed defense of the matter on behalf of all named
insureds. The case is in its infancy and is being investigated. Discovery has yet to begin.
M. Claims & Litigation History
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 56
Response Hensel Phelps is or within the past five years has been involved in the following
significant litigation matters related to Hensel Phelps’ project work.
W. G. Tomko, Inc. v. U.S.
Engineering Co. and
HPCC, et. al. (arbitration)
W. G. Tomko is a second-tier subcontractor that filed an arbitration demand against HPCC’s
subcontractor, U.S. Engineering, claiming delay and impact damages on the construction of a
prison in Hazelton, West Virginia. HPCC was joined to the arbitration in May 2013. Prior to an
arbitration scheduled for September 2014, the parties settled with Hensel Phelps receiving a
net payment of $1.2M.
MixOnSite USA Inc. v.
HPCC (Arbitration)
This arbitration was filed in April 2013 and stems from a dispute related to a project in
Hawaii. Subcontractor MixOnSite claims delay damages and loss of productivity. HP has
counterclaimed since it had to complete the subcontractor’s scope of work, suffering damages
in the process. The arbitration took place in December 2013. In March 2014, Hensel Phelps
was awarded over $67,000 in damages plus attorneys’ fees and costs.
CMH Manufacturing, Inc.
v. HPCC, et al., Case No.
12-CV-1223
This case involves burst sprinkler pipes that were not properly insulated at the Fort Bliss
dormitory in Texas. In December of 2012 a Western District of Texas suit was filed by a lower
tier subcontractor after arbitration against the first tier sub, Warrior, failed. In response, CMH
sued every party with any connection, however remote, to the sprinkler pipes. Most of the
claims are against the other subcontractors, which is, essentially, what this case is about - who
should ultimately pay for the improper pipe installation. The matter was ultimately settled in
mediation with Warrior bearing nearly all of the financial burden.
HPCC v. San Diego
Unified Port District, Case
No. 37-00053225
On October 21, 2011, the California Court of Appeals issued an opinion holding that the
San Diego Hilton construction project located on land leased by a public entity to the hotel
owner qualified as a “public work” under state prevailing wage statutes. The Court’s ruling
reversed a lower court decision and the position taken by the public entity in the governing
lease documents. As the prime contractor, Hensel Phelps completed the Project in
accordance with the public entity’s position and the lease documents. We complied with the
ruling by ensuring that all Project workers were paid at the then applicable prevailing wage
rates for the work they performed. See Hensel Phelps and San Diego Unified Port District
(Respondent) v. Carpenters/Contractors Cooperation Committee (Appellant) (Super. Ct. No.
2008-00086718-CU-PT-CTL). HP then filed suit against the public entity to recover these funds
under the statutory indemnity provisions of California’s Labor Code. In May 2015, the court
awarded HP over $11M in damages, including costs, fees, and interest.
Hensel Phelps v. USACE
ASBCA No. 58393
This matter arises out of a “pass through” appeal complaint filed in December 2012 with the
Armed Services Board of Contract Appeals on behalf of several Hensel Phelps subcontractors
seeking compensation for extra work performed on the DISA Headquarters Project at
Fort Meade, Maryland. In October 2013, the parties settled with Hensel Phelps receiving
$6,000,000 plus interest from the date of claim certification.
Quality Iron v. Hensel
Phelps (Arbitration)
This arbitration action was commenced in August 2011. Claimant’s demand arises out of
work performed on the USMC BEQ Project in San Diego, California. QI seeks approximately
$100,000 for installation of temporary safety posts required to comply with OSHA standards
and Hensel Phelps has counterclaimed for $140,000 in costs incurred facilitating the timely
completion of portions of QI’s work. Following an unsuccessful mediation, the parties were able
to resolve the matter under confidential terms and the arbitration proceeding was dismissed.
Dallas/Fort Worth Airport
Board v. KBR, Hensel
Phelps, McCarthy et. al.
Cause No. 11-03855
This matter arises out of an action filed in March 2011 in Dallas County, Texas by DFW against
its designer, Kellogg Brown and Root (KBR) alleging errors in the design of concrete panel
connections for the automated people mover project completed by HPCC in 2006. Hensel
Phelps was joined in February 2012 based on KBR’s claim of potential construction defects.
The cost of repair is estimated to be $2,000,000. Based on our investigation of the allegations
in the suit, Hensel Phelps took the position that the panel failure was caused by errors in the
design and that there was no evidence of any construction defects. The court agreed and, on
its motion for summary judgment, dismissed Hensel Phelps from the suit in December 2012.
M. Claims & Litigation History
City of Sunny Isles Beach | Request for Qualifications No. 15-08-02
September 23, 2015
Page 57
Response Hensel Phelps is or within the past five years has been involved in the following
significant litigation matters related to Hensel Phelps’ project work.
Dallas/Fort Worth Airport
Board v. Hensel Phelps,
Kone et. al. Cause No. 11-
CV 02743
This action was filed in March 2011 in Dallas County, Texas by DFW and alleges liability for
deterioration in glass panels installed as part of the automated people mover project performed
by HPCC in 2006. The cost of repair is estimated to be between $500,000 and $750,000. The
Parties agreed to stay the litigation to allow HPCC to evaluate the allegations and potential
repair options in conjunction with the OCIP insurer providing coverage to the Owner, HPCC and
Kone for such claims. Following this evaluation, the OCIP insurer agreed to fund the repairs in
the amount of $603,000 and the parties recently resolved all claims and disputes and agreed to
dismiss the lawsuit.
Penterra Plaza v. Simpson
Housing, Hensel Phelps,
Bergner Architect, et. al. .
No. 11-CV 1023
This action was filed in February 2011 in the City and County of Denver by the Home Owners
Association for the Penterra Plaza project constructed in Denver, Colorado in 2003. The action
was filed against the Developers, Designers, and Hensel Phelps alleging liability for errors in
the sale, development, design and construction of the project. The action was stayed while
the parties engaged in a joint investigation of the alleged issues and damages. The parties
mediated extensively issues relating to liability, scope of repair and cost of repair and reached
global resolution of all claims through the mediation process. Hensel Phelps (through its
insurer) contributed to the settlement, but the specific terms of the settlement are subject to a
confidentiality agreement among the parties.
Diestro, Inc. v. Hanover,
Strata Prop. et. al. Case
No. 37-2011-0008394-CU-
OR-CTL
This action was filed in January 2011 in San Diego County, California by Diestro against a
number of owners, developers, contractors and subcontractors, including Hensel Phelps,
involved in the development of properties adjacent to a Diestro property in downtown San
Diego. The suit seeks recovery for settlement damage to an existing structure allegedly
resulting from excavation on the adjacent properties, including the Indigo Hotel project
completed by Hensel Phelps. Initial investigations indicate that repair costs could range from
$500,000 to $900,000 and also indicate that Hensel Phelps responsibility for the damage is
very minimal. The action was in the initial stages of discovery when an initial mediation effort
resulted in a negotiated resolution of all claims against Hensel Phelps and its subcontractors
and consultants on the Indigo project. Neither Hensel Phelps nor its insurer contributed to the
court approved settlement.
Carrigg v. Hensel Phelps
(O’Leary Asphalt)
(Arbitration)
This arbitration action was commenced in December 2010. Claimant’s demand passes
through a lower tier subcontractor’s, O’Leary Asphalt (OAI), demand regarding failed asphalt
paving work on the DISA Project in Fort Meade, Maryland. OAI seeks $996,000 for extra work
and other impact costs and Hensel Phelps has counterclaimed for $465,000 in costs incurred
correcting the defective work and otherwise completing portions of OAI’s work. The parties
engaged in extensive mediation that led to a complete settlement of the matter for $100,000
and dismissal of the arbitration action and a related Miller Act suit filed (and then stayed) in
federal district court.
In addition, Hensel Phelps is, on occasion, named in a small number of personal injury,
property damage or payment actions relating to subcontractor/supplier incidents or
disputes, which are customary in the construction industry. These actions are being
defended by responsible subcontractors and their insurance carriers or sureties.
Please contact Robert Majerus, General Counsel, at 970.346.7255, or Scott Johnson,
Corporate Counsel, at 970.346.7355, if additional information is desired.
N. Forms & Attachments
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Non-Conclusion Affidavit
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Public Entity Crimes
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Public Entity Crimes
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Conflict of Interest
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Dispute Disclosure
X
X
X
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State the Nature of the request for equitable adjustment, contract claim, litigation, or
protest, and state a brief description of the case, the outcome or status of the suit and
the monetary amounts of extended contract time involved.
Equitable adjustments and claims pursuant to contract are common in the construction
industry, with any given project experiencing multiple requests for added or deleted work.
Hensel Phelps Construction Company does not track information regarding equitable
adjustments and contract claims in the ordinary course of its business because, ordinarily,
they are resolved amicably and rarely, if ever, lead to litigation. If you require information
regarding any specific equitable adjustment or contract claim, please contact the our
Corporate Counsel. Contact information is below.
MIKE BALLENTINE
Corporate Counsel | Legal Department
420 Sixth Avenue, Greeley, CO 80631
Office: 970.346.7360
Cell: 970.584.9066
Email: mballentine@henselphelps.com
Dispute Disclosure
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Equal Opportunity / Affirmative Action Statement
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Anti-Kickback
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Certificate of Insurance
Southeast District
6557 Hazeltine National Drive
Suite One
Orlando, Florida 32822