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Vehicle Processing Center at Southport PhilaPort 18-059.1

Philadelphia Regional Port AuthorityPhiladelphia, Pennsylvania

June 20, 2018

DESIGN-BUILD CONTRACTING SERVICES

100 Penn Square East, Suite 1040, Philadelphia, PA 19107 | Tel: (267) 256-4500 | www.gilbaneco.comVendor Registration No. 177486

OPTIONS 1 & 2

TECHNICAL SUBMITTAL

BUILDING MORE THAN BUILDINGS

June 20, 2018

Ms. Kate BaileyDirector of ProcurementPhiladelphia Regional Port Authority (PhilaPort)3460 North Delaware AvenuePhiladelphia, PA 19134

RE: Request for Proposal for Design-Build Contractor | Project No. 18-059.1 Southport Vehicle Processing Center

Dear Ms. Bailey,

Gilbane Building Company (Gilbane) is pleased to submit our proposal for the Southport Vehicle Processing Center (Project No. 18-059.1). Gilbane’s point-of-contact for this pursuit remains:

Mr. Shawn Carlin, Vice President Gilbane Building Company 100 Penn Square East, Suite 1040 South Philadelphia, PA 19107 (267) 256-4517 | [email protected]

The extended procurement process for this project has resulted in a delay of delivery by PhilaPort to the end user. As such, PhilaPort needs to retain a qualified design-build contractor team that can deliver this project on time and on budget, without further delay. We believe our qualifications, cost and diversity participation will represent the best value for PhilaPort, and we stand ready to start and commit the necessary resources immediately.

In regards to bidding options, we have submitted bids for both options and can perform the work with or without our design partners, depending on how much risk PhilaPort would prefer to shed from the design standpoint. We are comfortable taking on the additional risk associated with design, should PhilaPort decide option one is in their best interest.

Two important factors associated with this project are qualifications and safety. With Gilbane, you have financially strong, $5 billion company that has completed design-build projects throughout the country totaling in the billions of dollars. Furthermore, as evidenced by our Worker’s Compensation rating of 0.61, we are one of the safest construction companies in the country, and we strongly recommend safety be a large consideration relative to the evaluation of qualifications for this project.

Finally, we once again acknowledge receipt of Addenda 1-15, and all answers, qualifications and clarifications have been incorporated into our bid.

We are excited about the opportunity to construct this project for PhilaPort. Please contact me if you have any questions regarding our proposal submission.

Sincerely, Shawn Carlin

TEAMWORK

TOUGHMINDEDNESS

INTEGRITY

GILBANECORE VALUES:

DEDICATION TO EXCELLENCE

LOYALTY

DISCIPLINE

CARING

100 Penn Square East, Suite 1040, Philadelphia, PA 15017 | Tel: (267) 256-4500 | www.gilbaneco.com

Design-Build Contractor | Southport Vehicle Processing Center | Project No. 18-059.1 PhilaPort | The Port of Philadelphia

SECTION 1 › Program Management Team Overview

• Organizational Charts

• Project Team Management Structure

• Project Management Plan

SECTION 2 › Work Plan

SECTION 3 › Project Master Schedule

SECTION 4 › Qualification Forms

• Design-Build Contractor Qualification Form

• Design-Architect Qualification Form

• Design-Site/Civil Engineer’s Qualification Form

• Design Structural Engineer’s Qualification Form

• Design - MEP Design Qualification Form

• Construction - General Construction Entity Qualification Form

APPENDIX › Proposal Signature Page

› NonCollusion Affidavit

Cost Submittal (Appendix C) and HUB Diversity Inclusion (Appendix E) are separately sealed.

TECHNICAL SUBMITTAL


Project Management Team OverviewSECTION 1

TEAM MEMBER COMPANY ROLE

Terrence McKenna, PE Gilbane Principal-in-Charge

William Carter III Gilbane Project Executive

James Gibson Gilbane Preconstruction Manager/Chief Estimator

Myrton Schlechtweg Gilbane Project Manager

John Rowland Gilbane Senior Estimator

James Brown Gilbane General Superintendent

Mark Wieder Gilbane Business Unit Safety Manager

Kenneth Lorenz Gilbane Quality Control Manager

David Maser, LEED GREEN Gilbane Design Team Manager/VDC

Jasime Williams Gilbane Project Engineer

Matthew Marquardt, PE Urban Engineers Project Executive

Jeffrey Roken, PE Urban Engineers Project Manager

Mark Kinnee, PE Urban Engineers Quality Assurance/Quality Control

Tom Srodin, PE, LEED AP Urban Engineers Principal Structural Engineer

Jim Bilella, PE Urban Engineers Principal MEP Engineer

David Machmer, PE Urban Engineers Principal Geotechnical Engineer

Michael Thomas, PE Urban Engineers Civil Engineer

Angelo Waters, PE, LEED AP Urban Engineers Environmental Permitting

David Steele, PE, LEED AP Urban Engineers Structural Engineer

Mitchell Weiss, PE, LEED AP Urban Engineers Plumbing and Fire Protection Engineer

Jason Babel Urban Engineers Electrical Engineer

David Parmiter, PE Urban Engineers Mechanical Engineer

Moses Gaster, CEP Urban Engineers Cost Estimating

Jeff Yeager, PE Urban Engineers Constructability

Chris Connor Urban Engineers Safety

Keith Schuster, PSP Urban Engineers Scheduling

Euardo Guzman, RA, LEED AP DCM Architecture and Engineering Principal Architect

Andy Kraetzer, RA, LEED AP DCM Architecture and Engineering Project Architect

Dennis Bondoc DCM Architecture and Engineering Technical Specialist

WHY THIS TEAM Our design-build team brings proven experience delivering public works projects in Philadelphia, and a commitment to HUB contracting, local hiring and community engagement. This team will successfully achieve PhilaPort’s design standards and specifications for the Vehicle Processing Center, Southport Marine Terminal Complex project, and meet your aggressive project delivery schedule!

2-4.1 PROJECT MANAGEMENT TEAM OVERVIEW

SECTION 1 | Project Management Team Overview


GILBANE BUILDING COMPANY Design-Build Contractor

PRINCIPAL-IN-CHARGETerrence McKenna, PE

DESIGN TEAM MANAGER/VDCDavid Maser, LEED Green

QUALITY CONTROL MANAGERKenneth Lorenz

COMMISSIONING AGENT Wright Commissioning

(MBE/WBE)

COMMISSIONING AGENT

BUSINESS UNIT SAFETY MANAGERMark Wieder

GENERAL SUPERINTENDENTJames Brown

PROJECT MANAGERMyrton Schlechtweg

PRECONSTRUCTION MANAGER/ CHIEF ESTIMATOR

James Gibson

2ND SHIFT SUPERINTENDENTTBD

SENIOR ESTIMATORJohn Rowland

PROJECT ENGINEERJasmine Williams

DESIGN-BUILD TEAM ORGANIZATION1. Provide Project Management Team Organization Chart(s) that graphically depict the hierarchy and reporting structure of the team members, with specific personnel identified. Two (2) 11x17 charts may be provided representing the management structures at different major phase of the Project effort.

a. Personnel identified should include, as practical, executives, project managers, etc. down through field supervisors;

b. Provide personnel qualification forms with their respective firms under Qualifications Forms below.

Gilbane, serving as the Offeror and design-build team leader, has enclosed the following organizational charts inclusive of our lead design Architect (Urban Engineers) and their key sub-consultants. The personal qualification forms reside in Section 4.

TESTING & INSPECTIONS HAKS Engineers, P.C. (MBE)

SURVEY/LAYOUT MA Engineering (MBE)

DESIGN-BUILD ARCHITECT

MEP CONTRACTORS To Be Retained under

Separations Act

PROJECT EXECUTIVEWilliam Carter III

SJAConstruction, Inc.

(WBE)

SUBCONTRACTORS TO GILBANE


GILBANE BUILDING COMPANY

URBAN ENGINEERS Design-Build Architect

PROJECT MANAGERJeffrey Roken, PE

COST ESTIMATINGMoses Gaster, CEP

PRINCIPAL ARCHITECTEduardo Guzman, RA, LEED AP

PROJECT ARCHITECTAndy Kraetzer, RA, LEED AP

TECHNICAL SPECIALISTDennis Bondoc

QA/QCMark Kinnee, PE

PROJECT EXECUTIVEMatthew Marquardt, PE

ARCHITECTURE

PRINCIPAL CIVIL ENGINEERJeffrey Roken,PE

CIVIL ENGINEERMichael Thomas, PE

ENVIRONMENTAL PERMITTINGAngelo Waters, PE, LEED AP

SITE/CIVIL ENGINEERING

PRINCIPAL STRUCTURAL ENGINEERTom Srodin,PE, LEED AP

STRUCTURAL ENGINEERDavid Steele, PE, LEED AP

STRUCTURAL ENGINEERING

PRINCIPAL MEP ENGINEERJim Bilella,PE, LEED AP

PLUMBING & FIRE PROTECTION ENGINEERMitchell Weiss, PE, LEED AP

ELECTRICAL ENGINEERJason Babel

MECHANICAL ENGINEERDavid Parmiter, PE

MEP ENGINEERING

PRINCIPAL GEOTECHNICAL ENGINEER

David Machmer,PE,

GEOTECHNICAL ENGINEERING

PRINCIPAL ARCHITECTJeff Yeager, PE

SAFETYChris Connor

SCHEDULINGKeith Schuster, PSP

PROJECT SUPPORT

GILBANE BUILDING COMPANY Design-Build Contractor



2. Provide a brief description of your management structure for the overall Project Team and their prior experience, if any, working together. The Proposer shall include, at a minimum, a brief narrative on the following items for each firm on the Project Team as appropriate:

• Clearly identify the Project Team personnel and their roles and responsibilities on the project;

MANAGEMENT STRUCTURE FOR DESIGN-BUILD TEAMGuided by Principal-in-Charge Terrence McKenna and Project Executive William Carter III, we provide the full resources of the firm to bear on this project. This team was selected on the basis of their personal construction experience, experience on similar building types, their current and previous working relationships with other team members, and their relevant preconstruction and construction experience with vehicle processing and transportation-related technically complex projects.

Terrence McKenna, PE

Principal-in-Charge

Terrence McKenna, Principal-in-Charge, will build a positive working relationship among the project team with PhilaPort, the design team, subcontractors, and user groups. He will maintain overall responsibility and accountability for the successful delivery of the Southport Vehicle Processing Center project and set the standard of excellence. With the authority to draw upon the resources of the entire Gilbane organization, he will support the project team effort and ultimately ensure that PhilaPort’s needs and expectations are exceeded throughout the project.

William Carter IIIDesign-Build Project Executive

As design-build Project Executive, William Carter will provide the leadership to ensure a collaborative team approach with PhilaPort, Urban Engineers, DCM Architecture and Engineering and Advantage Engineers to ensure that all parties are working toward common goals and objectives. William is accountable for the overall management and administration of the project from contract award through final acceptance and occupancy of the project. He is responsible to direct and implement activities necessary to achieve PhilaPort’s goals on the Southport Vehicle Processing Center project. William will provide continuity between the preconstruction and construction phases of this project.

Matthew Marquardt, PEDesign Project Executive

As the design Project Executive, Matthew Marquardt will provide high-level project oversight and give PhilaPort direct access to Urban Engineers’ senior leadership. He will be responsible for ensuring that the Urban Engineers team provides PhilaPort with excellence in planning, design, and client service, while lending his many years of experience on similar projects.

Myrton SchlechtwegConstruction Project Manager

As your project manager, Myrton Schlechtweg will work side-by-side with design project manager Jeff Roken to contribute to the planning, preconstruction, construction and commissioning phases of the project. Myrton will be responsible for managing overall day-to-day construction in strict accordance with the plans and specifications for the project, as well as conforming to the policies and procedures of PhilaPort. Myrton will serve as the team’s onsite representative and maintain consistency within the entire project. Myrton will achieve project goals as well as ensure minimal disruption to ongoing activities of the area.

James GibsonPreconstruction Manager/Chief Estimator

James Gibson’s primary responsibility in the design phase will be to manage our team’s deliverables; lead design meetings; SD, DD and CD documentation; cost estimates and value engineering; schedule and phasing plans; design/constructability reviews; document coordination; community and MBE outreach; and bid package strategies.

John RowlandSenior Estimator

John Rowland serves as the senior estimator and brings extensive estimating and budget development experience on Gilbane projects, which is supported by a well-developed understanding of local and regional market prices. John will lead the coordination of all design-phase activities including: scope definition; estimating and value analysis; constructability review; scheduling; quality and safety programs; regulatory compliance; and planning requirements to ensure a seamless transition into the procurement and construction phases. He will also work closely with Urban Engineers and DCM for review and comment during key design phase milestones.

James BrownGeneral Superintendent

James Brown is a 25-year construction veteran. He is an excellent communicator and excels at solving project issues in advance to ensure the project progresses on schedule. He will work with the subcontractors to ensure the work executed and the materials used are in strict accordance with the contract documents and submittals, scheduling requirements, and safety standards. He also conducts regularly scheduled job meetings for onsite personnel and maintains daily progress reports for subcontractors in terms of attaining schedule milestones and adhering to safety and quality programs. During the construction phase, James will lead the day-to-day supervision of all trades ensuring adequate manpower, quality control assurance, daily logs, scheduling of all material testing, site security, safety, schedule adherence and final completion.

Jeffrey Roken, PE

Design Project Manager/Principal Civil Engineer

In his role as Project Manager, Jeff Roken will be responsible for the day-to-day management and working closely with key representatives from PhilaPort and Gilbane. Jeff will assure coordination among all disciplines and consultants, including management of project schedules, budget, and drawing coordination. He encourages the design teams he leads to focus on the clients’ needs, to facilitate easier institutional decision making.



Euardo Guzman, RA, LEED AP

Principal Architect

As the Lead Designer, Euardo Guzman will provide ongoing design leadership throughout all phases of the project. He will maintain creative direction throughout the project as an integral member of the project team, and act as the catalyst for Urban’s expertise-driven design approach, driving sustainable and innovative approaches to building design. His goal is the creation of an aesthetically pleasing, technically sophisticated, and environmentally responsible structure that advances the client’s mission and vision, and philosophy.

Andy Kraetzer, RA, LEED AP

Project Architect

As the Project Architect, Andy Kraetzer will focus the vast majority of his time on this project until its completion. He will work very closely with the design-build teams to shepherd the technical development of the architectural building systems and integration with engineering.

Tom Srodin, PE, LEED AP

Principal Structural Engineer

The structural engineer for this project, Tom Srodin, will be responsible for the development of all structural solutions. He will also be responsible for coordinating the structural design with the design and engineering team, as well as incorporating vibration and acoustic performance requirements in the building core and shell design.

Jim Bilella, PE

Principal MEP Engineer

As the MEP engineer for this project, Jim Bilella will be responsible for the development of the engineering program and requirements, capacities, performance, and building systems development. He will have primary responsibility for managing and coordinating the engineering team, and coordinating the sustainability and energy team.

David Machmer, PE

Principal Geotechnical Engineer

As the Principal geotechnical engineer, if required, David Machmer will develop, coordinate and supervising test boring, test pit, and laboratory programs. He will analyze and evaluate subsurface conditions and estimate footing, pile, and drilled pier capacities and settlements. David will develop engineering recommendations and construction considerations from a geotechnical engineering viewpoint for design and construction the project.

• Describe any history of working relationship between team members

WORKING RELATIONSHIP BETWEEN TEAM MEMBERSOur team has provided a blend of projects from Gilbane, Urban Engineers and key subconsultants DCM and Advantage Engineers that align well with the Southport Vehicle Processing Center project. This includes multiple large, complex design-build programs over $25 million in construction value with vehicle processing facility processes and components.

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• Clearly describe Proposer’s understanding of the services and materials to be provided on the project;

PhilaPort has gone to great lenghts and expense to advance the bridging documents to approximately 100 percent on the site design, geotechnical and structural foundations and +/- 75 percent on the balance of the design. Gilbane understands the effort to date, and supports PhilaPort’s goal of minimizing risk. Based upon that goal, Gilbane is proposing to take on the balance of the design risk and 100 percent of the construction risk. In other words, relative to the services and materials to be provided on the Southport Vehicle Processing Center project, Gilbane will provide all remaining design, construction and materials to deliver the project to PhilaPort on March 31, 2019. There are no exclusions or clarifications to our design-build bid. We have all the remaining risk relative to the basis of design, we understand and accept the risk associated with the Vehicle Processing Center project. Furthermore, if necessary, the project will be completed in full compliance with the Commonwealth of Pennsylvania’s Separation Act.

• Describe this team’s experience with design build contract projects;

Both Gilbane and Urban | DCM have a long track record of providing design-build services within the Philadelphia metropolitan area and the Commonwealth of Pennsylvania. Gilbane has been constructing project on an at-risk basis in this marketplace since 1956. Urban | DCM has been providing design services in the area since 1960. Together, both team members bring a combined 120 years experience designing and construction projects in the Philadelphia area. Gilbane has remained a family-owned and operated company for more than 145 years. Today, the leadership and vision of the fourth and fifth generation of Gilbane family members has built the company into one of the world’s leading construction management firms.

Regarding our history of working together, Gilbane and Urban | DCM have collaboratived on projects in the Philadelphia marketplace for the past two decades. The respective principles-in-charge of each firm have worked together to complete over $1 billion in projects over the last 10 years and have several $100 millions of additional projects in the design and permitting phase. Unlike other potential design-build contractor firms bidding this project, there will be no learning curve relative to the relationship between Gilbane and Urban | DCM. We are long-term partners that know each other well. As a result, PhilaPort will be a direct beneficiary of that relationship, benefitting from a streamlined design/preconstruction phase that is a necessity to meet the desired schedule.

Project Team MeetingsGilbane has the entire scope covered of the Southport Vehicale Processing Center to deliver by the substantial completion date in December 2018.



3. State why the proposed management structure will best serve the interests of the Project and provide a narrative clearly describing your Project Management Plan.

PROJECT MANAGEMENT PLANGilbane has invaluable experience managing the design-build process with our design partner Urban | DCM, specifically in a fast-track manner as PhilaPort has set forth in this project. Our methods to successfully manage the design and construction of the project begin with integrating PhilaPort, user groups, consultants, the construction team, and the Authorities Having Jurisdiction (AHJs) early in the design phase. We find early communication and collaboration among all the project stakeholders facilitates design and approvals, improves constructability, and increases user satisfaction, while minimizing design effort, cost and schedule. What’s more, we understand that our approach to the design, regulatory approval process, and construction must be streamlined and transparent to meet your March 31, 2019 delivery date.

The proven track record of our team ensures a collaborative process between design and construction and more effective project management. Our team understands that, along with early buy-in to our approach, clear, concise, and consistent information sharing will be critical to ensuring that this process works.

› Architecture

› Engineering

› Designers of Record

› Sustainability

› Value Engineering

› Testing/Commissioning

GILBANE Design-Builder

URBAN | DCMDesign Architect

› Design-Build Project Management

› Safety and Quality

› Cost and Schedule Control

› Risk Management

› Design Peer Review

› Subcontract Management

› Regulatory Compliance

Singular accountability for all phases of work

Gilbane | Urban | DCM has structured a team that complements the strengths of each team member assuring OWNER a smooth, well run design-build project.

PROJECT MANAGEMENT BY PHASE Serving as the leader of the design-build team, it is Gilbane’s and specifically Design-Build Project Manager, Myrton Schlechtweg’s responsibility to ensure that all of the design and construction phase deliverables are completed in a thorough and timely fashion, and in compliance with PhilaPort and other AHJ requirements.

We will ensure the entire project team, direct representatives and user groups have a thorough understanding of the project requirements throughout our proven process.



Our team will closely manage the design-build process for compliance with contract requirements, implementation of QC requirements, and deliverable schedules. Specific to how Gilbane will lead the design team in the development of the project’s design and production of design submission and construction documents, we offer the following services descriptions:

PRE-DESIGNPhilaPort has addressed the pre-design phase through the development of the bridging documents. As such, Gilbane’s responsibilities for the project begin at the design phase, with the exception of site, geotechnical and structural foundation design, which have been fully designed by PhilaPort’s engineers.

DESIGNOur approach to design development is based on collaboration and frequent communication inside of a coordinated design team (Urban | DCM), providing complete and concise design submittals consistent with PhilaPort expectations and requirements. Gilbane maintains the lead role on the project and oversees all aspects of Urban | DCM’s design development. This is a key responsibility of Design-Build Project Executive, William Carter who will coordinate with Urban | DCM and our in-house design peer review staff in all design disciplines. Throughout the design development process, our team holds multiple weekly meetings (by discipline) with the design team to track progress, identify and resolve design conflicts, and ensure that quality control measures are ongoing. As appropriate, frequent meetings and conference calls are also held with key PhilaPort representatives to track the progress of design package development, reviews, and responses to requests for information.

As leader of the design aspect of our team, Urban | DCM ensures design coordination and that the design objectives of the project are being met by all members of the design team. Urban | DCM coordinates the work of specialty consultants (MEP, civil, structural, etc.), if required, to ensure consistent design approach throughout the project and performance of design quality control requirements. Urban | DCM also ensures that plans and specifications are consistent across design disciplines and in compliance with city, state, and project requirements.

DESIGN REVIEWThe complexity of design submittals today requires a robust design review process. The Gilbane | Urban | DCM team understands the importance of presenting deliverables that require minimal review by the state and PhilaPort staff and help to streamline the design process. Quality and compliant design deliverables are best achieved by integrating internal quality control procedures into our project schedule. The design quality control plan focuses on discipline coordination review and peer review.

Design-AssistThe preconstruction phase is the best time to evaluate potential design-assist subcontractors in order to help the team address key budget and schedule challenges for this complex project and to maximize their impact on the overall project.



DESIGN QUALITY ASSURANCE/QUALITY CONTROL Urban | DCM’s Quality Assurance/Quality Control (QA/QC) Program begins at the start of each project and includes a team that will implement a comprehensive program for quality control throughout the design process, which will be managed and maintained by Design Project Executive, Matthew Marquardt and Design Project Manager, Jeffrey Roken and QA/QC Team Leader, Mark Kinnee. He will assemble senior members from each of the major disciplines, including architecture, mechanical/electrical and plumbing engineering, structural engineering, fire and life safety engineering, and other specialty consultants.

The group will review all of the architectural and engineering documentation submitted in accordance with the project schedule. Upon completion of each quality review, the QA/QC team leader will analyze each comment or recommendation with the appropriate discipline representative in the group and will make the specific recommendations. The final recommendations of the QA/QC team leader will be submitted in a written report to the Design Project Manager, Jeffrey Roken. All items listed in the report will be reviewed by the design project manager and the design leaders. The design project manager will incorporate all comments of the QA/QC team leader into the design or respond to the group and substantiate the original submittal. Design Project Manager, Jeffrey Roken will make the final decision as to the specific recommendations should there be any conflicts.

The team’s quality control reviews will provide checks for the following items:

› Compliance with the scope of work and budget › Compliance with client requirements and design criteria › Compatibility of architectural design with MEP engineering › Compliance with local codes, conditions, and practices › Energy analysis review › Building security analysis and review

At each project milestone, the QA/QC team will review the design with Gilbane for constructability, site plan elements (circulation, utilities, and security), value engineering (with emphasis on life-cycle costs), budget, and cost compliance.

PRECONSTRUCTIONGilbane’s Philadelphia office will be responsible for providing all services, personnel and resources to provide traditional construction management/general contracting preconstruction services, including subcontractor bidding. This office is home to senior management, home office support staff (estimating, procurement, scheduling, BIM, accounting, safety, etc.), as well as the project team we are proposing for this project.

As previously mentioned, all design phase and preconstruction services will be led by Gilbane’s Design-Build Project Executive, William Carter. He will serve as Gilbane’s most senior point of contact to both PhilaPort and our design team during the design/preconstruction phase. He will be responsible for supervising Urban | DCM and the entire design team, as well as performing and/or supervising all of the

Interdisciplinary Document CoordinationGilbane uses Bluebeam software to document the IDC reviews, enabling digital mark-ups and issue tracking on drawings.

Our team will take a Lean approach to design-build services - focusing on reducing waste, increasing efficiency, and continuous leaning/collaboration.



typical CM/GC preconstruction activities. These include, but are not limited to, design phase meeting attendance, project consultation meetings, cost estimates, value engineering, design and constructability reviews, phasing and scheduling, site utilization and logistics planning, and trade contractor qualification and solicitation, HUB plans and outreach meetings, bidding and development of the GMP.

Given the nature of design-build projects, the aggressive project schedule, and anticipated early packages (foundations, site work and utilities), Gilbane’s Project Manager, Myrton Schlechtweg will make a major commitment to the design phase preparing project documentation in support of construction activities. As he will mobilize to the project site to lead construction, his focus in preconstruction will be on permitting, constructability reviews, phasing and schedule, site logistics, MBE and subcontractor qualification and will lead all project team (PhilaPort) and design-build team meetings. Depending on a particular meeting’s agenda they will be supported by various members of our project team – estimators, scheduler, general superintendent, procurement manager, HUB and BIM coordinators, etc.

CONSTRUCTION PHASE SERVICESOnce a Letter of Intent has been issued by PhilaPort, William Carter and our field team will mobilize to the Southport Vehicle Processing Center project site. For schedule purposes, we have assumed a mobilization and start date no later than July 16, 2018. All construction phase activities will be managed onsite by Myrton Schlechtweg, who will manage this project onsite through substantial completion and project close-out. He will continue to be PhilaPort’s principal point of contact for the building warranty period.

Please refer to Section 2 for the proposed Gilbane | Urban Engineering design-build work plan.

As part of its team, Gilbane has made commitments to the following subcontractors for the Project:

› James J. Anderson Construction, Inc. (JJA): A Philadelphia-based heavy highway and site contractor that was started by and is owned and operated by Jim Anderson for the past 36 years. JJA performs all facets of civil construction, including excavation, grading, aggregate placement, bituminous and concrete paving, bridges, culverts, retaining walls and heavy foundations. JJA routinely performs work for major public agencies, including PennDOT, The City of Philadelphia, SEPTA and the Pennsylvania Turnpike Commission. Jim Anderson also owns Riverside Materials, Inc., which supplies bituminous materials with a state-of-the-art asphalt plant, and Dyer Quarry, Inc., which supplies aggregate to the Philadelphia marketplace. Controlling both the equipment and materials necessary for the Project is an invaluable addition to the Gilbane design-build team.

› SJA Construction, Inc. (SJA): A Philadelphia-based construction contractor that specializes in site work, paving and concrete supply. Owned by Susan Anderson, for the past 20+ years, SJA is the premier concrete supply company in the City of Philadelphia, and will ensure that the Gilbane design-build team will have concrete onsite when needed, day or night. SJA is a woman-owned business certified by numerous agencies and organizations.

Construction Phase ServicesOnce a Letter of Intent has been issued by PhilaPort, William Carter and our field team will mobilize to the Southport Vehicle Processing Center project site.



› JPC Group, Inc. (JPC): A Philadelphia-based construction contractor with expertise in road and bridge construction, water and sewer utility work, large-scale demolition and full-service marine construction. JPC has a long track record of working with public agencies, including PhilaPort, and started in business in 1954. Today three generations of the Petrongolo family work alongside trusted colleagues, inspired by Joseph Petrongolo’s original focus on quality work and customer satisfaction.

› Mechanical, Electrical and Plumbing Contractors: As discussed throughout this proposal, while PhilaPort is soliciting for a design-build project delivery method, the Commonwealth of Pennsylvania’s Separations Act may still apply for the mechanical, electrical and plumbing trades. Design-build contractors cannot typically solicit and make commitments to these trades prior to award of a project, such as the Southport Vehicle Processing Center. As such, if necessary, Gilbane will bid these trades separately and make awards/commitments after being selected for the Southport Vehicle Maintenance Project, thus eliminating the potential of an appeal of PhilaPort’s design-build contract award.


Work PlanSECTION 2

2-4.2 WORK PLANProvided in this section is Gilbane | Urban | DCM’s technical plan for delivering the Southport Vehicle Processing Center to PhilaPort on time and for a lump sum amount under the design-build delivery method. We believe that our approach to design-build, working within the constraints of the Commonwealth of Pennsylvania Laws and Regulations pertaining to construction procurement, specifically the Separations Act, if applicable, will represent the best value for PhilaPort. The following technical approach has been implemented by Gilbane on many design-build projects throughout the United States, and we are confident that they will result in a successful project for PhilaPort.

a. Addresses design effort and phases of the design. Demonstrates Proposer’s understanding of the design effort.

The initial task of the design-build team is to utilize the bridging documents to develop a design that accurately provides the optimum balance of value and cost to PhilaPort and the Commonwealth of Pennsylvania within the constraints of the RFP. We will make every effort to arrive at a solution that enhances the expectations of the end-users and the overall quality of operations.

The PhilaPort design process is separated into two design phases for the project. The sketch design phase, which would normally capture the overall design intent of the bridging documents, has been eliminated due to PhilaPort’s advancement of the bridging documents to 100% for site/civil, foundations and structural foundations and +/-75% for the balance of the design:

1. Preliminary design submission – Shows the advanced state of drawings and specifications developed to a point where PhilaPort can verify that all project requirements of the advanced bridging documents have been incorporated.

2. Final Design Submission - Delivers the completed drawings and specifications to PhilaPort and Pennsylvania Department of Labor & Industry (“L&I”) for approval and construction.

Partnering Session – Immediately following the Letter of Intent and before the final design effort begins, the design-build team and PhilaPort will participate in a one-day Partnering Session and one-day design workshop to kick off the project. The workshop, consisting of a review of the design effort put forth in the bridging documents, ensures that all stakeholders have a shared understanding of the operational intent, design intent and project requirements. It also is an opportunity for the design-build team to meet and understand the goals of the representatives of PhilaPort. Our team believes that having a deep understanding of the design intent will enhance the facilities that we design both operationally and from a cost point of view.

The initial task of the design-build team is to utilize the bridging documents to develop a design that optimizes value and cost.

SECTION 2 | Work Plan


Key topics include:

› Lines of communication and protocols › Expectations › Questions for the Bridging Team › Proposed innovations to enhance cost savings › Proposed phasing plan › Identification of long lead items, schedule impacts › Permitting schedules

Our initial meeting will also lay out the various early packages we intend to submit to supplement the preliminary and final design submissions. We will particularly focus efforts at this meeting on the early foundation and site infrastructure packages. As discussed in the pre-bid meeting, PhilaPort will be providing the early foundation permit to allow foundation work to start immediately. The site infrastructure package will include:

› Erosion & sediment control plan › Access road construction › Underground foundations and utility plans for the Vehicle Processing Center › Site grading › Site utilities

The information we gather from the Partnering Session will help to further develop the Site Infrastructure package for submission to L&I for permit approval. L&I allows additional packages beyond foundations in this first submittal and our team will use this allowance to bring the building up to slab on-grade, including underground utilities. We will also include the pre-engineered steel structure, which is a long lead item, to further enhance the schedule. We believe this fast-tracked approach will assist in obtaining early approval from L&I. Our early submittal packages to L&I will include: under slab utilities, slab on-grade and structure, with foundations by PhilaPort.

Gilbane also proposes to bid and award an underground MEP package. This package will be coordinated with the Site Infrastructure Package and done in compliance with the Separations Act, if necessary. Fast-tracking this package will allow critical underground work to begin as soon as possible this summer, as opposed to waiting for the rest of the MEP Package to be designed and awarded in late summer.

A. PRELIMINARY DESIGN SUBMISSIONThe bridging documents have been advanced by PhilaPort far beyond normal, eliminating the need for the sketch design phase. As such, design work for the project will start at the preliminary design submission.

Document Development – The preliminary design submission establishes the size and character of the project for architectural, civil, structural, HVAC, plumbing, fire protection and electrical systems. This includes the type and quality of construction

The bridging team will ensure that all stakeholders have a shared understanding of the operational intent, design intent and project requirements.



materials. In this phase, development and refinement of information gathered from the bridging documents will confirm that the design is proceeding as necessary to meet the needs of PhilaPort. Code variance requests will be filed with L&I in order to incorporate these into the overall design. This submission will include:

› Code review, analysis and variance requests (it is noted that PhilaPort indicated in the pre-bid meting that the building program has been established per code)

› Civil, HVAC & electrical site plans and specifications › Subsurface and related site investigation reports › General construction drawings – 80% › Information affecting any existing facilities › Preliminary door, window and room finish schedules › HVAC, electrical and surveillance documents with specifications and equipment

schedules › Communication with utility companies › List of regulatory approvals/permits › Structural engineer’s report › HVAC, plumbing and fire protection calculations › Electrical calculations › Report on permits and approvals › Development of separate prime bid packages for mechanical, plumbing and

electrical › Marked-up bridging documents from PhilaPort

Detailed drawings finalizing site items will be a major part of this submission, including producing signed/sealed site/civil plans and specifications. The team will also establish pathways to accommodate the various utilities needed to support the building. We will prepare a utility management plan to identify and route all necessary utilities and provide direction to utility subcontractors. Points of utility demarcation will be ascertained and utility agreements will be negotiated to provide a clear understanding of project utility service requirements and established availability dates.

All approvals and permits for construction and operations will be monitored on a continual basis to ensure compliance and to maintain the project schedule. PhilaPort will be immediately notified if any permit or approval is delayed with an explanation of the status and the appropriate process to mitigate the issues.

Review and Acceptance - Once the preliminary design submission is complete, we will forward to PhilaPort for review. Following the PhilaPort review period, a meeting will be conducted to discuss all issues to date and verify conformance with all requirements. Upon approval of this submission, the design consultants will incorporate all documented modifications, including those required for compliance with codes, regulations, budget constraints and/or enhancements of the design as discussed and accepted by PhilaPort. The design consultants will meet with PhilaPort as often as needed to obtain requirements and instructions, resolve planning and program issues to ensure all needs are addressed and/or have not changed.

The Gilbane | Urban | DCM design-build team will continually monitor and provide status reports to PhilaPort for all approvals and permits to ensure compliance and adherence to the project schedule.



B. FINAL DESIGN SUBMISSION The second and last design package for the project will be the final design submission. Early purchases of equipment and material will be identified and ordered to maintain the schedule.

Document Development – All construction documents will be provided as required under this submission. Upon approval of the preliminary design, additional meetings with PhilaPort will be held for final input. Specialty permit applications will be completed and may include items such as sewage/waste water approvals, storm water approvals, and air permits. When authorized, final construction documents will be sent to L&I for building permits not already obtained.

As required by Commonwealth law, separation of the documents will comply with the Commonwealth’s Separations Act, which includes mechanical, plumbing and electrical work. The separation of information with the design documents will start with the preliminary submission phase identifying materials and components to be bid and procured under separate prime contracts culminating with the completion of the final design submission. At completion of the final review documents submission and approval from PhilaPort, the entire design package will be ready for separate prime bidding of the mechanical, plumbing and electrical scopes of work in compliance with the Separations Act, if necessary. In addition to the required bid/construction documents, the following documentation will be included in the final submission:

› Engineering analysis and computations › Utility service report and Conflict Management Plan › Updated regulatory approval/permits list › Copies of all obtained permits, approvals and submitted applications › Marked-up Preliminary design with explanations › Identification of Separate Prime Bid Packages

Review and Acceptance – Upon submission of the documents for the final design submission, a review conference will be held with PhilaPort and the design-build team. Within seven days we will incorporate remaining changes from the final review conference and submit the “Issued for Construction Documents” to PhilaPort. Gilbane will then secure any final permits.

The following activities are common to both the preliminary and final design submissions:

QC Review – Prior to each design submission, architecture and engineering discipline leaders will conduct an internal technical review (ITR) of the design submittals. This review is an integral part of the design quality control plan implemented to make sure the design submission is complete, organized and minimizes ambiguity. Specifically, the QC review addresses all prior comments to ensure that the design consultants have addressed each responsively. The goal is to have zero repeat items in the review process. Prior to issuance of the final

Gilbane has a long history of providing design-build and construction management services in the Commonwealth of Pennsylvania. Unique to providing such services, a design-build contractor must follow the Commonwealth’s procurement regulations regarding the purchase of mechanical, electrical and plumbing trades separately, after bid award. Our team understands that commitments to these trades up-front, prior to bid award, without a competitive bid process, is a violation of the Separations Act, and could result in an appeal of PhilaPort’s design-build contract award.



drawings, the same individuals that reviewed earlier submissions will perform a final review and certification. The design-build contractor’s project and quality control managers will be working alongside the design team as an integral part of the design effort.

End-User Involvement – The PhilaPort user representatives will be invited and integrated into the design process. The design-build team recognizes that a high level of user input is essential to the success of a project. We invite user representatives to attend all scheduled milestone and interim design review meetings to help resolve constructability issues and to accommodate suggestions, requests and changes early in the design where we can mitigate their cost impact.

Design-Build Contractor’s Involvement During Design – Gilbane has structured our approach to this project to place a large emphasis on early design phase services in order to meet the schedule. During the design phase, construction professionals on our staff will be involved throughout each step. Gilbane will apply its knowledge and experience through continuous input with the design team to ensure that all critical items are taken into consideration. We will continually participate in design meetings and perform the following:

› Analyze different construction methods in each major trade group for potential quality, cost and schedule enhancements.

› Provide a constructability and maintainability review of the design and suggest modifications that will save time and money.

› Provide a major task-based bar schedule and CPM schedule indicating methods and sequencing which will identify pre-purchase items to reduce the risks associated with their availability and price escalations.

› Communicate our requirements for safety, quality assurance and schedule adherence, which will be communicated to the subcontractors during the bidding/award phase.

b. Demonstrates Proposer’s understanding of the Design/Build concept.

DESIGN-BUILD PHILOSOPHYGilbane has assembled a high-performance design-build team for the on-time delivery of a cost-effective Vehicle Processing Center for PhilaPort, focused on long-term quality. Through our proven process, we will work with you to design and deliver a facility that complies with PhilaPort-established requirements, meeting or exceeding these within your budget. Our approach integrates PhilaPort, user groups, consultants, the construction team and the Authorities Having Jurisdiction (AHJs) into the early design phase. We find this early collaboration among all project stakeholders improves constructability, and increases user satisfaction, while minimizing design effort, cost and schedule.



Gilbane’s collaborative design-build process is cost-driven, resulting in seamless design and construction interaction from planning, design, preconstruction, construction, to turnover and close-out. Using our Interactive Planning Session (IPS), Gilbane develops the overall Project Management Plan with PhilaPort – including a staffing plan that provides the necessary senior and technical personnel to administer and execute the contract. This results in an early deliverable that we call our “Project snapshot”, which includes a project cost and baseline schedule. As the single-point-of-responsibility for your project , Gilbane not only manages coordination between design and construction, but also provides the administration, project controls, logistics, and construction management personnel needed to plan, manage, and deliver your project successfully.

Our Project Leadership Team, led by Principal-in Charge Terrence J. McKenna, PE, and Design Team Leader Jeffrey Roken, PE, is actively involved during the design process to ensure compliance with your needs and the basis of design (BOD). Through the participation of our construction team, we integrate the design activities into the master schedule to:

1. Maximize effectiveness of fast-tracking design and construction2. Ensure economy and constructability of design3. Integrate the shop drawing and installation drawing process into the design4. Procure materials and equipment to meet critical schedules.

By having the construction team involved in the design phase, we have the ability to influence constructable design and avoid rework after construction begins, when it is costly in terms of budget and schedule. Our integration of the construction team into design activities also provides an opportunity for our value management process to ensure that cost efficiencies are balanced against PhilaPort and user group priorities in design and construction. The design will support constructability of the facility with an aim to provide maximum operability, maintainability and low life-cycle costs.

As appropriate, the Gilbane | Urban | DCM team also integrates major trade contractors into our team through design-assist subcontracts. If brought in early in the design process, these traditional construction services (e.g. mechanical, electrical, plumbing, civil, structural) can enhance our project flexibility, cost-effectiveness, schedule responsiveness and knowledge of the current marketplace. Key subcontractors participate during design to propose constructable design solutions that optimize construction and have input into the project schedule, logistics planning, long-lead procurements, and construction phasing that can be critical when sequencing construction in conjunction with a fast-track schedule, in an operating environment or under harsh weather constraints. They can also weigh in on construction methods that focus on sustainability and recycling and implementing Pennsylvania’s Green Plan Policy, the Strategic Environmental Management Program.

Our team will take a Lean approach to design-build services - focusing on reducing waste, increasing efficiency, and continuous learning/collaboration.

Interactive Planning SessionGilbane’s IPS is a unique method for transforming ideas into a well-conceived strategy with buy-in from the entire project team.



As the design-builder, we accept full responsibility for the safe and regulatory-compliant performance of the work, and use proven Lean construction processes and tools to ensure that your project is completed cost-efficiently, on schedule and at the highest level of quality.

c. Identifies potential design issues.

While Gilbane believes the bridging documents present a fairly straightforward site development that we believe can be completed within the required period, our team has developed the following list of potential design issues, which will be resolved in the early stages of design.

Schedule – The period between award and Substantial Completion is compressed to meet the needs of PhilaPort. While Gilbane understands and supports the expedited schedule, PhilaPort will need to issue a Letter of Intent quickly in order for design to progress and construction to begin in mid-July 2018.

Submittals and Approvals – Likewise relative to the need for an expedited Letter of Intent to start design, it will be important to the overall project schedule for PhilaPort to review and process required projects submittals per the projects schedule presented in this proposal, or subsequently any amendments generated from the project kick off meeting.

Phasing and Construction Sequencing – Gilbane will develop plans that take into account the work limitations related to work on the Southport site. The design and logistics plans will be developed to minimize the impacts to PhilaPort’s continuing operations at the site.

Utility Demarcation Locations – For the purpose of this proposal response, Gilbane has assumed that the utility demarcation locations will be located in close proximity to the limits of the construction area, as indicated on the civil/site plans. Coordination between PhilaPort and the local utility companies will need to occur immediately after the issuance of a Letter of Intent to ensure services are active at the point required in the project schedule.

Subsurface Conditions – The geotechnical report prepared on behalf of PhilaPort indicates +/- 30 feet of compressible silt beneath the historic fill placed on the site. Furthermore, it is Gilbane’s understanding that a fill deposition process is currently underway to raise the elevation of the site, and to potentially surcharge the site to expedite settlement over a 100-day period once filling is completed. This three plus month period to allow for settlement will significantly impact the ability to meet the Substantial Completion date, but will more so be a detriment to the schedule if a period of greater than 100 days is required. It is Gilbane’s understanding that a deep foundation solution is not desired by PhilaPort, and that PhilaPort’s engineers will be responsible for any excessive settlement associated with the 100% design documents to be provided to Gilbane.



d. Describes how team will minimize PhilaPort’s risk.

Through the current procurement process, PhilaPort has already taken the first step towards minimizing risk to the most practical extent possible by creating a lump sum/stipulated fee, design-build deliverable mechanism which is fully compliant with the Commonwealth of Pennsylvania Laws and Regulations. The next step is to select a design-build contractor that has the track record, staffing expertise, capacity and financial strength to manage, design, permit and build the structure within a compressed timeline. This is RISK #1. The solution to this risk is simple – select Gilbane as the design-build contractor, recognizing that this proposal response and associated work plan methodology are in full compliance with the RFP and, if applicable, the Separations Act.

Beyond making the next step and selecting a qualified design-build contractor, the Southport Vehicle Processing Center is a fairly straightforward project that requires completion on an expedited basis. As such, the remaining RISKS #2-5 to PhilaPort are concentrated on schedule and execution, specifically in the following areas:

RISK #2: Subsurface Conditions – Gilbane is well aware of the compressible silts associated with the Delaware River and the provisions that need to be incorporated into a design to avoid unnecessary settlements and lost time during construction. PhilaPort will need to select a design-build contractor that has the expertise and ability to address the silt issue quickly in accordance with PhilaPort’s design engineers’ solution, so that time is not wasted relative to starting construction.

RISK #3: Equipment and Availability – Expedited procurement will be key. The in-depth involvement of the construction team during the design phase will reduce the risk to PhilaPort with early identification of the availability and manufacturing resources for specified products and the necessary labor resources to complete the project within the scheduled construction periods. It is the policy of Gilbane to have all subcontractors and suppliers under agreement and working with the project management team within 90 days of Notice to Proceed. The MEP subcontractors may be an exception to the 90-day rule, considering the possibility of the Separations Act, but will follow as close as possible to that time line. Gilbane will work hand-in-hand with our subcontractors and suppliers, regularly reviewing the construction schedule, production forecasts and daily tasks to ensure resources are available and onsite when work is scheduled to begin.

RISK #4: Delinquent Subcontractors – Delinquent subcontractors can delay the project , which subsequently increases the risk to PhilaPort relative to the delivery of the building to its end users. Gilbane’s internal prequalification, screening and management tools to select quality, capable subcontractors greatly reduces this risk. During the bidding phase, Gilbane evaluates a number of items when it comes to subcontractor selection, including:

› Financial strength › Background checks, bonding reference & capacity › Insurance coverages › Internal safety program › References regarding past performance, experience and quality of work



In regards to Gilbane’s Contractor Default Insurance Program:

Gilbane takes many steps to ensure our trade contractors meet stringent safety and financial standards. This process is performed and managed by a central prequalification group that reports to Gilbane’s Director of Risk Management. The group works with purchasing and prospective subcontractors using our proprietary procurement platform, iBidPro. This application is an integrative and comprehensive tool that allows all parties to upload and access information throughout the review process.

While Gilbane employs a robust contractor prequalification process, the risk of contractor default due to unforeseeable circumstances will always remain, and we take additional measures to mitigate that risk.

Gilbane protects our clients against the risk of contractor default through the use of Contractor Default Insurance (CDI). This blanket insurance policy covers subcontractors and suppliers hired by Gilbane for each enrolled project.

CDI is a superior option to payment and performance bonds because it allows Gilbane to control the remedy in the event of a default, limiting the schedule impact, and offers broader coverage for costs associated with the default. Under traditional bonding agreements, the surety responsible for remedying the default has a fiduciary relationship with the defaulting subcontractor, and may try to protect that subcontractor rather than the construction manager he is working for.

Fiduciary Relationship

Gilbane (Obligee)

Subcontractor (Principal) Surety

CDI

Subcontractor

Gilbane

SURETY CDI

Traditional bonds are a three party agreement where the surety has a fiduciary relationship with the defaulting subcontractor. CDI is a direct relationship between the carrier and Gilbane.

COVERAGE BENEFITS › CDI offers more comprehensive coverage for costs related to the default, and is

not limited to the value of the defaulted subcontract. Cost can include overhead, acceleration, and indirect costs.

› Speed of response to subcontractor default is boosted by CDI – Gilbane can move quickly and responsively to replace a defaulted subcontractor with a minimum of red tape, and with minimum impact to a project ’s schedule and budget.

› CDI allows the project more control and flexibility in subcontractor selection. For example, a small subcontractor may not have a surety agreement or the ability to get a bond in a timely fashion. However if the project utilizes CDI and the subcontractor meets all of the prequalification standards, Gilbane has the flexibility to choose the right subcontractor for each trade regardless of their individual bonding capacity.



A comparison of CDI to subcontractor bonds is summarized below.

CDI Sub Bonds

› Gilbane controls the remedy of default. Direct relationship between Gilbane and insurer. Minimal cost and schedule impact to project.

› Better coverage for all incurred costs of default

› Higher limits › Promotes subcontractor bidding › Long-term warranties covered

› Surety evaluates default and must approve action. Fiduciary relationship is with defaulted subcontractor. Can cause further delays.

› Does not cover acceleration, overhead, indirect costs

› Limited to subcontract value › Must prequalify underwriter › Utilizes sub bonding capacity › Standard one year warranty

RISK #5: HUB Participation – Gilbane is one of the leading contractors in the United States when it comes to diversity and inclusion on job sites. We are confident that we can exceed the PhilaPort requirements relative to Historically Underutilized Businesses (HUB), and will incorporate participation to the maximum extent possible. As an active builder in the Philadelphia metropolitan area, Gilbane conducts numerous outreach efforts on an on-going basis in order to maximize participation on all of our projects.

e. Detailed and logical approach to potential early construction packages, long lead items, and phasing of construction.

Our proposal includes a realistic schedule that, with close coordination of all trades, will complete the project in nine (9) months from the issuance of a Letter of Intent. We plan on developing the design and permitting to accelerate the schedule using “fast-track construction” techniques, while remaining in full compliance with the Separations Act, if necessary. The construction will be broken out into the following phases: 1) Early Site Phase; 2) Long-lead Equipment Phase; 3) Building and Site Construction Phase; Close-out Phase and Warranty Phase.

1. EARLY SITE PHASE: Gilbane’s first packages will be an early foundation package and a site infrastructure package, which will include soil & erosion control, grading, bulk excavation, site utilities, foundations and the pre-engineered steel building. This package allows us to submit a permit application to the Pennsylvania Department of Labor & Industry (L&I). With issuance of the NPDES Permit application (or associated revision) and early foundation permit, we will begin the critical foundation and site work, which is the first phase of construction.

To supplement the Site Infrastructure Package, Gilbane also intends to bid and award an Underground MEP Package with PhilaPort’s approval and in compliance with the Separation’s Act, if necessary. Issuing this bid package will allow an expedited start to the underground MEP work associated with the project.

2. LONG-LEAD EQUIPMENT PHASE: Parallel with the early foundation and site phase, Gilbane will implement the procurement of long-lead time equipment. A further discussion of this equipment is provided in the next section under Critical Material and Equipment. Given the tight schedule, it will be imperative for the design-build contractor to have the in-place purchasing program and strong financial capacity to support this critical effort so as not to miss the Substantial Completion Date.



3. BUILDING AND SITE CONSTRUCTION PHASE: The third phase of construction includes the balance of the project outside of the early foundation, early site and long-lead equipment phases. This phase will be implemented once the design is fully approved by PhilaPort and permitted by L&I. Due to the tight site constraints, we will schedule all major equipment to be released in sufficient time in order to arrive onsite for construction when needed.

The procurement of the mechanical, plumbing and electrical trades will be in full compliance with the Separations Act, if necessary, after design is complete and approved by PhilaPort. The award of these subcontracts will be made to the bidders who submit the lowest responsible and responsive bid for each division of work. PhilaPort will be provided with the required affidavits and certifications.

4. CLOSE-OUT PHASE: The final phase of construction is the close-out phase, which essentially begins on day one of construction with the punch list/rolling completion list being a constantly addressed living document. At this phase, pre-final and final punch lists will be developed, PhilaPort personnel will be trained, operation manuals will be issued, As-Built drawings will be provided, final Certificates received, and final inspection and close-out inspection will take place. Upon acceptance by PhilaPort, the warranty phase of the project.

5. WARRANTY PHASE: Gilbane recognizes that the final impression our clients’ develop is formed during the warranty period. PhilaPort will be assigned a direct contact of Gilbane to address all warranty work and manage all warranties and guarantees. All warranty calls are handled by Gilbane and not through our subcontractors.

f. Detailed and logical explanation and identification of critical material and equipment. Discusses/explains why they are critical, timing/lead times for acquisition and how they will be managed.

We will list the status of all long lead items on our project schedule. Gilbane will update the schedule on a weekly basis and will provide weekly six-week long look-ahead reports. This procedure will allow us to recognize problems beforehand and develop alternate solutions if issues arise. The following table represents those materials and equipment that we consider critical:

Time Frame for Long-Lead Materials

Item Description Shop Drawings Fabrication

1. Pre-Engineered Building 4 weeks 6 weeks

2. Car Wash 6 weeks 12 weeks

3. Paint Booths 2 weeks 12 weeks

4. AHUs/Exhaust Fans 4 weeks 8 weeks

5. Elevator 6 weeks 12 weeks

6. Fire Pump/Jockey Pump 2 weeks 12 weeks

7. Electrical Gear 6 weeks 8 weeks

8. Emergency Generator 4 weeks 12 weeks

9. Aboveground Tank/Canopy 4 weeks 10 weeks

10. High Speed Overhead Doors 4 weeks 10 weeks



As indicated above, all of the long-lead materials are building/equipment related. Provided that the Letter of Intent is issued and we are authorized to begin procurement of these materials, long-lead items should be arriving onsite as the balance of the pre-engineered building is completed and enclosed. Once that occurs, installation of the critical equipment related to the operation of the building must commence to meet the substantial completion date.

g. Detailed and logical identification of construction challenges and proposed solutions.

As a seasoned builder of complex design-build projects, Gilbane understands the challenges that arise when constructing a facility like the Southport Vehicle Processing Center on a “fast-track” schedule. Besides the expedited schedule and design-build component of the project , there are likely many contractors that can execute and deliver the project. However, given the compressed timeline and balance of design issues, PhilaPort requires a design-build contractor that can execute under any conditions. That design-build contractor is Gilbane.

The following list includes construction challenges for this project and our proposed solutions. Proper pre-planning and constant communication will aid in alleviating these challenges.

Challenge #1: Integration of the Separations Act and Adherence with Schedule and Potential Budget – Our design and preconstruction management approach will incorporate the transparent design and procurement of the mechanical, plumbing and electrical trades within the project schedule while maintaining the project budget. Only an experienced design-build contractor can execute this step effectively.

Challenge #2: Permitting – An integral part of the project is the permitting process. Gilbane’s design consultants and engineers are well versed in the process, understand the complexities of obtaining the required approvals and have successfully executed permitting programs on thousands of projects over the past 50+ years in Pennsylvania. The NPDES permit and early foundation permit will be provided by PhilaPort. The permitting required for L&I follows the agency’s normal procedures, and our team has extensive experience with the L&I permitting process.

Challenge #3: Subsurface Conditions – Unknown conditions beneath any construction site is always a challenge. The challenge at the subject site is even greater given the presence of compressible silts underlying the historic fill. Gilbane, the design team and its personnel have extensive experience constructing along the Delaware River in Philadelphia, with total costs exceeding $1 billion. We have been there and done it, and we are prepared to do it again. As an added facet to our design team, we have retained the services of Urban Engineers for geotechnical services to assist us with any unforeseen challenges not anticipated by PhilaPort’s design team.



Challenge #4: Construction Schedule – As PhilaPort is well aware, the construction schedule is compressed and will require a “fast-track” effort to meet the Substantial Completion date. Gilbane schedule assumes multiple shifts and weekend work to meet the required timeline. Under present day market conditions, this will be difficult, so PhilaPort needs to select a design-build contractor that understands the marketplace and has all of the resources internally to produce the desired results. That contractor is Gilbane.

h. Outlines construction plan, site operations, and logistics.

While the Southport area as a whole is rather large, the actual Vehicle Processing Center parcel is only +/- four (4) acres. Furthermore, PhilaPort will continue to use the area surrounding the parcel for automobile storage. As such, when factoring in that the overall parcel area is being raised and surcharged, site constraints appear to be significant and will require a logistics plan developed by an experience builder that can work within the confines of the restricted area.



Gilbane plans to issue an early packages for site foundation, infrastructure and underground MEP, which will include building concrete foundations and the pre-engineered steel building in compliance with the design team’s documentation. Additionally, we will develop a site survey plan. We will submit these early work packages to PhilaPort for final review and approval prior to commencement of work. Gilbane is fast tracking these packages for early award to the successful bidders by mid-July 2018. We will issue submittals for materials approval and then procurement. Upon receipt of L&I permit approval, Gilbane will establish site utilities, tie-in connection points and building controls. Subcontractors will mobilize and install soil/erosion/settlement control systems, rock construction entrances, site construction signage, fencing and gates. Gilbane will relocate the PhilaPort trailer and mobilize Gilbane trailers and establish worker parking areas. Excavation work for foundations will then begin utilizing multiple crews and shifts. Prior to excavation of foundations, our geotechnical engineer will inspect the consolidation of the subsurface (which is on-going) and test the density and compaction existing building pad fill. Gilbane will also coordinate with the Federal Aviation Administration and the Philadelphia International Airport prior to work commencing.

Concrete crews mobilize onsite. Crew one will start foundations on the southwest corner of building, working to the northwest corner, then to the northeast corner. Crew two will start the interior spread footings, working from west to east (column lines 1A-1K towards 18A-18K). Truck-loading dock foundation, walls and ramp and outside pads will follow the building foundation sequence. Throughout the excavation for foundations, Gilbane’s concrete subcontractor will segregate the excavated stone fill and existing soil to designated stock piles, per the site logistics plan.

The site work subcontractor (crew one) will start the storm drain installation from the Delaware River working south to north to the SWM storm structure and roof drain piping, sequencing work flow onsite from west to east. Our team will install sanitary sewer piping, lift station, water service, gas, electrical and other utilities from the building to Kitty Hawk Ave. We will coordinate tie-ins with each utility provider. As the perimeter / interior foundations are installed the paint booth concrete trenches and car wash pits will be constructed. The mechanical, electrical and plumbing (MEP) trades will install sleeves and piping for the interior utilities.

The metal building subcontractor will mobilize equipment and materials and coordinate metal building deliveries per erection sequence. They will also segregate materials in the laydown area and building footprint for erection. The erection crews will construct the building frame in the same direction as the concrete crews, west to east. The crew will plumb, level structure, install insulation and metal sheathing, install windows and doors. The detail crew will continue to complete the installation of metal building while other trades start work inside building on MEP rough-ins, installation of mechanical equipment, car wash equipment, spray booths, and two and four-post vehicle lifts.



Our team will lay out the interior two-story office spaces, training, break/vending room, restrooms and locker rooms. Framing will start, including shaft wall construction for stairwells, the elevator and fire pump room. The interior finish trades will follow the rough-in inspections. Final inspections, completion lists, testing and commissioning on MEP equipment, elevator and shop equipment will take place March 2019 during the final punch list.

Site work continues with the electronic fuel station area excavation and foundation, underground and above utilities, canopy, fuel tank and equipment and bollard posts and LED lighting. We will construct the guardhouse structure. Final grading will take place around the building structure and on Kitty Hawk Ave to complete the site package.

If selected as an alternate, Alternate A construction would commence after approval from the PhilaPort management. Depending on approval, this work will either coincide with the balance of the base scope site work, or lag sequentially. Regardless, substantial completion for the entire authorized project will occur on or before March 31, 2019.

ADD ALTERNATE A – TRUCK DISPATCH BUILDING

Design and construction to commence after approval from the PhilaPort management.

i. Identifies and describes job site controls, systems, practices.

The implementation of successful job site controls, systems and practices is a team effort. Providing well established lines of communication, project objectives and plans to meet those objectives will result in a successfully managed project.

CONSTRUCTION SCHEDULE DEVELOPMENT AND CONTROLOptimal schedule development is critical because labor costs are the largest single project expenditure, and construction projects are intrinsically driven by time frames for activity completion. Through Gilbane’s Advanced Planning & Scheduling (AP&S) approach, planning and scheduling is conducted in real-time and continuously verified throughout the construction phase. Each step of the process breaks down the previous into a further level of detail and commitment and expands the network of commitments from the core group (owner-A/E-DBC) down to the Last Planner (typically the trade contractor foreman).

In the example above, ready for finishes is the milestone we’re pulling to. Defining the work which needs to be completed in a backwards pass helps us to identify when we “should” do the work. The predecessor activity, or task, that needs to be completed to release the finishes to commence is sand drywall, and so on until the earliest task is reached whereby there is no condition to release work.

In-wall inspection

Hang drywall

Tape drywall

Sand drywall

Ready for finishes

PULL PLANNING VISUALIZED



Phase pull planningJust prior to work beginning and throughout the duration of construction, phase pull planning is conducted. Phase pull planning takes into account logistics planning; procurement lead times; production planning; safety and 5S procedures; and BIM execution planning. A dedicated space on the construction site is utilized where the Gilbane team displays project plans, results, and trends to encourage collaboration.

With the milestones confirmed during preconstruction, the pull planning process identifies work flow, starting at a milestone or target condition and pulling (backwards) to the beginning of the work flow. The construction phase team uses the pull plan information to create six-week look-ahead schedules from which we derive our weekly work plans to determine a production plan, visualized below. From here, the team, including the owner, designer and trades will review the milestone schedule to make necessary adjustments based on the development of phase pull planning.

APS EXECUTION PROCESS

Finishes Close-out

MILESTONE SCHEDULE

LOOK AHEAD AND WEEKLY WORK PLANSWEEK 1

Task M T W R F S %

Steel 75Structure 60

Envelope 85Framing 82MEP 78

WEEK 2Task M T W R F S %





Ready for Steel Structure Complete Envelope Complete Framing & MEP Rough-In

PHASE PULL PLANS

Collaborative team scheduling session

Weekly work planning

At each weekly work planning session, the Gilbane team and trades work collaboratively to link the pull planning information into a detailed production plan. This visualizes the impact that pace of work has on the remaining sequence of work agreed to at the phase pull planning. Constraints are identified and any items requiring team coordination are added to the constraint log board for team resolution. By visualizing the constraints, the responsible parties are held accountable to expedite resolution of these issues.

Phase pull planning includes: › Formalizing preconstruction

deliverables schedule › Optimal sequencing of construction

activities › Phasing requirements › Permit and approval requirements › Long-lead purchasing needs › Trade procurement strategy › Construction tasks to be completed

to achieve all milestones



Shift meetingsThis meeting is an onsite, stand-up meeting held daily with the trade contractors to utilize the weekly work plans and review planned work for the day. The meeting is held at the same time and place every day to communicate and collaborate on the day’s challenges. Superintendent Jim Brown conducts the meeting, which includes:

› Each trade contractor communicates the work planned for the day and confirms adherence to Weekly Work Plan commitments

› Each trade contractor identifies any coordination required to complete tasks

LEAN APPROACHShift Meetings

Daily, the trades and Gilbane personnel meet to resolve concerns and discuss the day’s activities to create buy-in and keep the project on track.

Productivity and efficiency analysis On a daily basis, productivity data is monitored to develop metrics, such as quantities installed, to track the percent planned complete while identifying constraints and root causes. As we gather this information, we validate the pull plan and make necessary adjustments to the phase pull plans.

By closely tracking the difference between actual versus planned, project team members can review and evaluate data and understand early indicators of when critical aspects of the project may be falling behind schedule due to lack of productivity and/or manpower in the field. This information is then used to develop specific action plans to effectively resolve issues.

COST CONTROLGilbane’s cost control system allows us not only to track, but also to accurately forecast the cost throughout a project from its earliest stages through project close-out. Our cost control systems allow PhilaPort and the project team to know exactly what expenses have been incurred to date, as well as forecasted costs to completion. This is a critical element of cost management that supports proactive and informed decision making that is based upon up-to-date information, rather than reactive decisions prompted by unanticipated changing conditions.

An onsite constraint log allows the team to visualize potential risks to expedite issue resolution.

SAMPLE PRODUCTIVITY AND EFFICIENCY ANALYSIS LOGWeekly percent of plan complete (PPC): 82%

Constraints: Trade contractor: 3 instances Gilbane: 1 instance Design team: 4 instances

Root causes: 3 Manpower 2 Design modifications 4 Weather 1 Waiting on other trades



Cost control measures are continuous throughout construction with ongoing reviews that challenge the master budget to be sure it is accurate and current. The essential objectives of the cost control system ensure:

› The plans and specifications meet the program requirements at the lowest responsible cost and can be constructed as planned

› The schedule is realistic and complete › Changes in scope and/or schedule are validated as necessary › The project is being designed to budget through continuous feedback and input

throughout the design process › The project is within budget and the schedule is up to date before proceeding

Cost Control ToolsGilbane utilizes the CMiC Enterprise Resource Planning (ERP) system for cost control. This powerful system combines the many elements of Gilbane’s entire accounting system into a single functioning program. Through this system, Gilbane is able to generate accurate monthly cost reports in a timely manner to keep our teams and PhilaPort up-to-date on the status of the project and make management decisions on an informed basis. The CMiC system provides flexibility in terms of detail, format and ability to share information with our field-based project management system, Smartapp. Smartapp in turn provides the capability to ensure secure access to the budget and cost information as desired by PhilaPort.

Smartapp | Contractor Cost Control Manager The Contractor Cost Control Manager allows for workflow routing of trade contractor change orders and Requests for Quotation, and tracking receipt of cost documentation from the trade contractors. This application enables ease of access to change request information all in one place, and results in faster processing of change requests - keeping the project on schedule.

Smartapp:Contractor Cost Control Manager

All Smartapp apps offer desktop and mobile access for both iOS and Android.

Gilbane’s accounting system provides a number of efficiencies to the accounting function. Whereas other systems require multiple points of entry and duplication of entry for the system to function, the Gilbane financial management system is designed for information to be entered once. In addition to reducing the cost of accounting, the single entry of information has provided greater accuracy.

The specific reports used on a project are a function of the size and complexity of the project , as well as PhilaPort requirements.

Gilbane utilizes a customized CMiC ERP program for cost control. This powerful system combines the many elements of our entire accounting system into a single centralized program.

The subcontractor module of the cost system can also effectively track other pertinent information such as MBE/WBE contract status.



Project Management Cost ReportThis report is the foundation of cost control, providing an up-to-date overview of actual costs as compared to the budgeted amounts. Drawing from Gilbane’s financial accounting system, this report can be customized to meet a project ’s unique needs. In addition to tracking “bricks and mortar,” the report can extend beyond construction costs to include soft costs such as architect’s fees, permits and owner furnished equipment, as well as identifying anticipated costs to mitigate unwelcome surprises. Allowances are also tracked to create an accurate picture of the project ’s total cost.

Purchase and Award Schedule ReportThe Purchase and Award Schedule Report is used to track the progress of the buying-out of subcontract agreements. The information gained from this report is particularly useful on projects where the development of the drawings is phased. Understanding the percentage of costs “committed” through subcontract agreements provides a sense of possible budget variance from trades that have not yet been bid. Our integrated ERP system generates a full subcontractor project history and address book, which is provided to all team members as a reference tool. The subcontractor module of the system can also effectively track other pertinent information such as MBE/WBE contract status. This will be a key component to maintaining and reporting on the MBE/WBE requirements outlined in the RFP.

Potential Change Item Summary and Potential Change Item Audit ReportThe Potential Change Item Summary and Potential Change Item Audit Report are two reports most effectively used together. Events that have the potential for a change in scope are identified with a potential change item number. The Potential Change Item Summary Report provides a listing of these items to provide a general order of magnitude overview of the budget cost and extent of potential out-of-scope work. The Potential Change Item Audit Report shows the status of all potential changes and identifies how they have been incorporated into the project Management Cost Report.

Cash Flow Project ionsThe Cash Flow Project ion Report is developed in conjunction with the Primavera scheduling system at the onset of the project. By loading the schedule with the cost of individual trade packages, Gilbane projects the cost of construction by month. As the project progresses, the our financial management system tracks trade cost to date against the projected cost.



j. Addresses Information Technology solutions for document control, systems to be utilized and types of information to be controlled.

INTEGRATED PROJECT CONTROLS

TECHNOLOGY SYSTEMSGilbane recognizes the importance of collaborative and integrated project controls that provide flexibility to meet the particular needs of a project. With that in mind, Gilbane has invested in integrated project management tools, each of which offers particular benefits for various activities.

› Smartapp: project management technology focused on collaborative environment. Primary tool for the management of RFIs, submittals, and daily reports, as well as other project logs. The platform has considerable flexibility through creation of custom apps for project -specific needs to maximize efficiency.

› BIM 360 Field: exceptional efficiency in managing the quality process, issue logs, and punchlist.

› Bluebeam: best-in-class technology to electronically manage and share drawings. Bluebeam also offers capabilities to share other project -related documents such as photos and schedules to facilitate collaborative review.

While each of these systems offers best-in-class technology for particular needs, our menu of options ensures that we are able to customize the project controls approach to the particular needs of the Southport Vehicle Processing Center. Gilbane’s project teams work with dedicated in-house resources to understand the unique needs of a project and/or client, and assist the team to implement the most effective system for all relevant elements of project controls, as well as customize each system as needed.

Smartapp – Innovative CollaborationAs a leader in delivering construction management services in an integrated team approach, Gilbane has developed a web-based project management application that is capable of sharing project information between systems and project team members. Smartapp focuses on:

› collaborative team communication › tracking team priorities › data and electronic workflow management for submittals › RFIs and daily reports › and others such as materials management and meeting minutes.

Our clients and project partners have experienced increased efficiency, improved communications and streamlined project management solutions with Smartapp. Smartapp works even when team members are not connected to WiFi or when a cell signal isn’t available, which is often the reality on a construction site. Users can make updates that will be uploaded automatically when a connection is established, ensuring that the updates are never lost or forgotten.

I love the Smartapp responsibilities page which easily allows me to see what I owe the team.

Owner, Virginia Commonwealth University School of Medicine

With access from both desktop and mobile devices (iOS and Android), Smartapp offers the team complete flexibility so everyone can access information, anywhere, anytime.



SMARTAPP BENEFITSExpedite Turnaround TimesBy providing immediate access to project information regardless of geographic constraints, decisions can be made and acted upon efficiently. Smartapp also provides the convenience of communicating with project team members online for minor issues without having to arrange meetings.

Robust Multimedia CapabilitiesBuilt-in multimedia features enhance communications with the easy to use photo media manager. Ensure quality objectives are clear using annotation features including the ability to pin images, audio and video, and even electronic sketches. State-of-the-art technologies including 360-degree photos, timeline features and LiveLink capabilities communicate project progress effectively.

Enhances Information FlowEnables online updates and access to all pertinent project data such as schedules, safety logs, RFIs, submittals, requisitions, meeting minutes and project reports. It also allows information, updates and requests to be routed immediately through an online system. And, since the entire application is mobile accessible on both Android and iOS devices, everyone on the team has access to the most up-to-date information at all times.

Promotes Cost SavingsSaves storage costs and related charges over the term of legally required archival storage by replacing numerous file cabinets with a minimal number of optical storage disks. It also reduces travel costs by allowing online communications with remote team members, and provides a means for quicker decision-making to save overhead costs and project time.

Uses Resources EffectivelyPersonnel can respond to requests, complete reports and process other documents more effectively to save time, increase productivity, reduce redundancies in procedures and complete the project more efficiently. Using mobile-friendly apps, team members spend more time in the field, complete daily reports quickly, and streamline workflows.

Integrated and Secure Team BuildingDesigned by engineers, builders and software experts, Smartapp is a comprehensive construction management solution packaged in a single web-based application. It allows our clients, architects, tradesmen and engineers to work from a centralized source of information. Smartapp is powered by a proven “back-end engine” used by Fortune 500, government, U.S. Navy and other mission critical organizations.

Project data is communicated through a secure web-based platform. We developed this solution using a global license model which offers project teams flexibility while saving clients time and money without the additional costs of incurred license fees throughout the life of a project. Initial project team training combined with continuous online 24/7 support are available to team members for each integrated module.

Technology you can trust:

Smartapp is powered by a proven back-end engine, Smartapp.com, used by Fortune 500, government, U.S. Navy and other mission critical organizations.



LEAN APPROACHSmartapp: A Lean Collaboration Tool

Smartapp’s dashboard is the user’s personalized project homepage. The dashboard allows user to quickly view and access the information that is most relevant to them. Pre-defined dashboards have been created based on functional role, but are easily customized.

Smartapp Dashboard - Visual Controls

Smartapp Applications Multiple “smart applications” are easily adapted for each particular project to provide PhilaPort with flexible reporting options and informative dashboard views relaying critical project data. Each Smartapp captures the appropriate data and follows a user-defined workflow designed specifically for each project team. Smartapp applications provide superior document control and communication for each phase of the project. The chart below summarizes and identifies some of the key applications and how they contribute to the power of Smartapp technology.

SMARTAPP ICON DESCRIPTION

Safety Documents

Trade contractors can review and complete checklists for items such as ladders and cranes to ensure all safety requirements have been met prior to use.

Safety Permits

Project teams can manage requests from trade contractors for Gilbane-issued safety permits for items such as After Hours Work, Barricade, Hot Work, Confined Area Entry, Crane Use, Fall Protection Removal, and Ladder.

Safety Task Assignment

Trade contractors can create an STA for work being performed on site and submit to Gilbane for approval.



SMARTAPP ICON DESCRIPTION

Photo Media Manager

Share project progress visually with the entire team using any type of multimedia - static photos, audio, video, etc. Use the timeline feature to view progress photos against the project ’s schedule.

LocationsCreate QR codes that identify projectsite locations such as rooms, areas, floors, etc. that can then be included as reference in records such as RFI, RCL, and punchlist items.

Meeting Minutes

Historical record of items discussed, attendees, action items, and decisions. Includes enhancements for action items triggering the creation and assignment of tasks, open items carrying forward to the next meeting and creating agendas.

Contractor Cost Control Manager

Allows for workflow routing of trade contractor change orders and Requests for Quotation, and tracks receipt of cost documentation from the trade contractors.

Daily Work Reports

Single log of all trade contractor daily work logs combined with tracking of Gilbane personnel and visitors to the site. Includes weather details and other overall project notes. Workflow includes PM/Supt. approval of daily work reports

SubmittalsGeneration and management of submittal register with automated workflow to handle the routing of packages, collect dates, track the architect’s responses, and manage revisions as needed.

Material & Equipment Status

Expedite delivery of material and equipment managing fabrication, shipment, and delivery dates. Direct link with submittal items and workflow notifies trades for a monthly update of items and Gilbane’s review.

Request for Information

Create and manage RFIs, customizing the workflow to meet specific needs, such as handling multiple reviewer answers, and various answer functionality for architects. RFIs can also be mapped on drawings with a pushpin to easily communicate location.

Project Change Manager

Integrated with the financial management system, allows for workflow routing of change documentation to the owner for streamlined review and approval. Smartapp functions as centralized access location for all project files relevant to the client, simplifying their system usage.

360-Degree PhotosSmartapp’s photo media manager can share state-of-the-art 360-degree photos of project progress. The photos become interactive when viewed against the project timeline, using a simple slider to see project progress at any point in time.

iQSketch: Pin Visuals to Clarify IntentiQSketch provides powerful way to annotate project documents and photos to provide clarity to the trade contractors. Users can add mark-ups to progress photos, and add photos, videos or audio to RFIs, submittals and punchlists to give specific direction. iQSketch even includes the ability to sketch electronically and pin as needed.

Smartapp | Multimedia Promotes Clear Communications



k. Addresses Project Safety Plan.

GILBANE’S SAFETY PROGRAMGilbane’s Safety Program addresses the many aspects of safety. It integrates management philosophy and action, quality, regulatory and monetary requirements, as well as meeting the ultimate objective of successful project completion. The following represents some of the diverse elements of our Safety Program that meet the demanding and constantly changing nature of construction.

Subcontractor Prequalification and EvaluationWe require our contractors to provide information on their incidence rates, EMR and OSHA history. This information is compared to industry averages, and along with subcontractor safety performance within our SafetyNet system, is used as an important element of subcontractor-selection decisions. In addition, all subcontractors on Gilbane projects are required to provide their safety plan and Job Hazard Analyses (JHAs) as part of their bid documents. They must also designate a qualified safety coordinator to represent and train their employees and to conduct periodic safety inspections and training. These requirements are in addition to local, state and federal safety standards and regulations, including OSHA.

Preconstruction Safety AlignmentPrior to the project ’s mobilization, the safety manager, Mark Weider and project manager, Schlechtweg will conduct a preconstruction safety alignment process, wherein potential project hazards are analyzed, controls are prescribed and safety requirements are ratified for inclusion in the project ’s safety program.

Gilbane Cares: A Commitment to CaringThe Gilbane Cares program combines our award-winning safety systems with dedication to caring about the well being of everyone that works on our projects.

Gilbane has been honored by the Associated General Contractors, Construction Users Roundtable, and others as one of the safest companies in the construction industry. Our systems and procedures for keeping people out of harm’s way are second to none. We’re committed to doing even better and becoming incident and injury free.

In addition to the safety audits, checklists and other tools that we use, we are training our employees and project partners to embrace a new safety culture based upon people, not on statistics. We call the program Gilbane Cares and we’re creating a safety philosophy built on the belief that every person on our projects is a member of our family.

We want the people on our team to view each other as brothers and sisters and watch out for one another. Attaining our goal is a journey that will take time. Combining our objective safety systems with the subjective need to care for people gives us a powerful combination of skills to draw from.

-William Gilbane, Jr., Vice Chairman

Gilbane’s Safety LegacyGilbane is well-known in the construction industry for our uncompromising commitment to working safely—every day, on every project on job sites across the country. We have developed award-winning programs that protect workers, and we have partnerships with the Occupational Safety and Health Administration (OSHA) and industry safety committees to advance the cause. As a result, the number of accidents on our projects is considerably lower than the industry average. In addition, we have earned numerous industry honors as one of the safest contractors in the United States.

5X Construction Users Roundtable

CISE Safety Award Winner



Site-Specific Safety PlanTo protect staff, workers, visitors and the general public on our construction sites and based on the preconstruction safety alignment, Gilbane will develop a site-specific project safety plan to address the unique hazards and specific demands for the Southport Vehicle Processing Center.

Safety TrainingEducation is the cornerstone of an effective safety program. Prior to the start of construction, Gilbane holds mandatory orientation to train subcontractors’ safety coordinators, trade contractors and owner personnel. The program uses interactive instruction and multimedia to provide education about the fundamentals of construction safety and specific job hazards. Every attendee must complete a safety quiz and sign a safety pledge to confirm comprehension and support of our safety requirements. During the project , additional safety workshops, safety equipment demonstrations and training are conducted to support continuous learning.

Gilbane University, our internal training program, offers more than 80 safety courses and developed the We Care About Your Safety video which we will review with your team as part of the project kick-off. Gilbane has also made it mandatory for all operations and field staff to complete the OSHA 30-hour construction course.

Weekly Project Safety MeetingsSafety education continues through construction during weekly “toolbox” meetings that provide instruction about contractor-specific safety procedures. Further, safety is always the first topic on all project supervisory meetings, typically held on a weekly basis. Attendance is mandatory for contractors and management personnel and they are expected to share this information with their personnel.

Maximizing Safety with TechnologySafety AuditingGilbane’s entire field team monitors and strictly enforces the safety program at all times. To proactively monitor and track safety performance in the field, Gilbane’s safety managers and project teams use SafetyNet, a software-based service that simplifies the collection, analysis, and dissemination of job site safety information.

Team members carry tablet devices that allow them to instantly record safety-related observations into a centralized and easy-to-use database system. The safety audit process includes collection of both safe and unsafe observations and the resultant information is used to inform all trades on a specific project of these findings in order to gain vital information including lessons learned and high hazard conditions in real time. With over 12 million SafetyNet entries to date, incident rates have been reduced by 50%.

SafetyNet’s reporting allows project management to evaluate risk indicators and take action before at-risk behaviors can lead to accidents or incidents. We also look at subcontractor results to identify those that are doing exceptional work and are deserving of recognition or those trade contractors that are not performing

Gilbane installs a glove board on every project that shows what type of glove should be used for the job at hand. In addition, Gilbane employs focused hand protection safety inspections and encourages use of the latest glove technologies.

INNOVATION

SAFETYNET SOFTWARE

SafetyNet’s reporting allows project management to evaluate risk indicators and take action before at-risk behaviors lead to incidents.

THE BOTTOM LINE: With over 12 million SafetyNet entries to date, incident rates have been reduced by 50%.



satisfactorily and require corrective action or removal from our bid lists. Corrective actions, depending on trends, may involve recovery meetings with responsible subcontractor management, changes in work-hours or scheduled activities, recommendations for additional training or supervision, stop work, or changes in equipment or processes.

SafetyNet reporting produces valuable trending information, identifies specific training needs, holds people more accountable, and creates more accurate company baselines on safety performance.

SafetyNet Safety AuditsBenefits of this mobile safety inspection observation system include:

› Comprehensive trending analysis used to

• Raise safety awareness

• Identify training needs

• Speed corrective action

› Ease of documentation onsite coupled with real-time reporting

• Improves accountability efforts

• Enhances safety recognition programs

Safety ApplicationsGilbane’s project management technology, Smartapp, has built-in mobile apps that ensure project assets such as equipment are safe to use, as well as supports management of all safety forms. Using QR codes that can be generated within Smartapp and scanned by Smartapp’s QR code feature, any project team member can immediately access the latest information on equipment inspections and verification for use. Team members can also access inspection checklists through this application. This mobile feature not only supports safety, but also increases efficiency in the field by eliminating the time associated with going back to the project trailer/offices to access this information.

Additionally, the mobile app supports instant creation and approval of Gilbane-issued safety permits from a smartphone or tablet. In the field, permits for hotwork, ladder inspection, confined space, and others can be created, reviewed and approved.

Safety Recognition and Motivation ProgramsRecognition is a powerful motivator for a successful safety program, and safety success must be celebrated. To enforce the company’s commitment and continued promotion of safety, Gilbane:

› establishes the Stop Work for Safety Award, which recognizes Gilbane employees who have taken extraordinary steps to ensure safety on their projects, even going as far as halting work to resolve an issue;

› develops project newsletters, safety alerts and bulletins for project teams;

96% of our projects

had ZERO lost time injuries

SAFETY FIRST2017

Gilbane’s Smartapp mobile app supports instant creation and approval of Gilbane-issued safety permits from a smartphone or tablet, increasing field efficiency by eliminating unnecessary trips to the field office.



› recognizes contractor personnel who demonstrate commitment to safety with awards; and

› celebrates safety milestones with the entire project team, promoting camaraderie and rewarding excellence in safety.

ENFORCEMENTIf safety is compromised, some or all of these corrective measures will be implemented immediately according to the severity of the infraction:

› Issue a stop work directive › Notice to the offending trade contractor that they will be held accountable for the

cost of corrective work › Re-evaluate the trade contractor’s standing on the approved bidder’s list › Notice of intent to withhold payment › Removal of habitual offenders, particularly severe infractions, and/or uncooperative

employees from the job site

SAFETY MEASUREMENTOur focus to achieving excellence in safety is through the Gilbane Cares approach. The results of this approach are measurable through the insurance industry’s standard Experience Modification Rate (EMR), which is calculated by the National Council of Compensation Insurance, as well as the OSHA-devised Incidence Rate. EMR gives potential clients an industry-wide, objective rating by a third party to compare the safety performance of all construction companies. The lower a firm’s EMR, the better their safety record.

l. Provides outline of QA/QC plan.

QUALITY CONTROLGilbane’s quality in construction (QIC) program is designed to ensure that all work is done right, complete and free of defects, the first time. The program puts a specific process in place for all our projects that prevents mistakes by inspecting work at the earliest possible opportunities throughout the building process. Gilbane employs a variety of proactive inspection techniques that are the heart of the quality in construction process.

Site-Specific QIC PlanA site-specific quality plan builds off the quality workshop in preconstruction. It prescribes the specific quality benchmarks that our inspections will measure against. This includes customizing the following quality elements.

2017 BUREAU OF LABOR AND STATISTICS

industry average of 1.3industry average of 3.2

RECORDABLE INJURY RATE:

LOST TIME INJURY RATE:

1.71 0.38GILBANE + SUBCONTRACTOR RATE

Zero DefectsSettling for a product that is “close enough” or good enough” is never satisfactory.

You will receive 100% - 100% of the time.

LEAN APPROACHProactive and Preventative

Example mock-up

The foundation of Gilbane’s quality program is based on prevention rather than correction, through maximizing methodologies, like mock-ups.



Quality Control Description Benefit

Quality PlanDocumented program that is measurable and included in each trade contractors contract.

Incorporates A/E’s checks and balances, code compliance and promotes quality awareness.

Mock-up

Prototypical rooms that are built to serve as a measurement for future room construction. Users can critique this installation.

Prevents significant change orders later in construction by providing feedback before rooms are actually built.

BenchmarksAn evaluation of the first installation of any new work that is a permanent part of construction.

Eliminates defective construction patterns by establishing a reference for all future work.

First Delivery of Material Inspection

Examination of the first delivery of materials and equipment.

Prevents non-compliant materials from being installed.

First Equipment-in-place Inspection

Examination of all equipment at the initial installation stage.

Eliminates repeated errors in subsequent installations by serving as a benchmark for all future installations.

First Construction Inspection

Benchmark for means, methods and conformance with a project ’s requirements.

Resolves conflicting interpretation of requirements and eliminates any defective construction pattern from the beginning.

Closure Inspection

All critical work is inspected, tested and videotaped before it is enclosed below grade, under concrete, in walls or above ceiling. Any deficiencies are corrected immediately.

Eliminates re-entry to closed spaces.

Final Inspection and Acceptance & Punch List

Inspection of the final status of construction of a system or area.

Confirms correction of all Rolling Completion List items, final conformance to the requirements, and creates the punch list.

Activation Inspection

Inspection of the installation of equipment/systems, the surroundings to ensure that the installation is safe and meets the requirements for operation.

Any deficiencies noted will be corrected by the responsible subcontractor prior to active operation.

Start Up Inspection

Inspection of the debugged equipment/system that is ready for demonstration that it functions as required.

All non-conforming work will be corrected by the subcontractor, paving the way for acceptance by Gilbane and PhilaPort.

BIM 360 Field SoftwareOur team utilizes Autodesk’s BIM 360 Field software to streamline the quality assurance process in the field. This industry-leading software provides streamlined and user-friendly quality data collection and customized reporting capabilities. While in the field, team members collect and update detailed quality information using BIM 360 Field on an iPad. This information then syncs within the master database via the web when connected.

Gilbane’s enterprise agreement for the use of BIM 360 software means that all project team members, including owners, architects and subcontractors, can utilize the BIM 360 software, allowing a fully integrated approach to quality management. Permissions are set for each user to ensure that security is appropriately managed.



Through the issue log feature, Southport Vehicle Processing Center will experience increased efficiency in quality data collection, as the system allows the user to take advantage of streamlined features including pre-populating repetitive information for each issue. The team will create templates for common issues, such as drywall patching, that will auto-fill repetitive information such as issue type (punchlist, worklist, etc.), description, due date and company responsible, based on pre-set information provided by the project team. These repetitive process simplifications can save significant time in data collection and reporting, allowing the team to focus on the achievement of quality, rather than being caught up in the process.

Using the BIM 360 Field application, subcontractors can easily sort and access the issues related to their scope of work and alert the Gilbane project team when the issue is resolved and ready for sign-off. Even when not using the application directly, subcontractors can still receive automated reports that are specific to their scope. Reports can be configured to run on a set schedule and automatically emailed to the responsible parties. This allows the Gilbane team to spend less time administering the process and more time in the field focused on quality. Urban Engineers can also utilize the system to directly input their own observations/punch list items, however, if another approach is preferred by the design team, Gilbane can work with them to develop an import template that will allow that information to be coordinated within BIM 360.

LEAN APPROACHBIM 360 Issue Reporting

When deficiencies are identified in the field, they are documented with corresponding photographs, as well as pinned onto a floor plan for spatial representation, ensuring that trade contractors know exactly what they need to fix, and exactly where to go to fix it.

Using the checklist feature of BIM 360, team members have access to templated or customized checklists as they perform quality inspections in the field. Common checklists include items such as above ceiling/concealed space inspections, first delivery inspections or benchmarking. PhilaPort’s checklists can easily be incorporated, as needed. The system also allows for photos and additional comments to be quickly and easily attached to both issues and checklists actions.



BIM 360 | ChecklistsThrough checklists, efficiency is gained as any item identified as “not conforming” automatically generates an issue in the log, including the associated auto-fill information. This approach: › assures that all essential items are reviewed

› records data identifying what is correct, as well as what needs work

› confirms that due diligence was given to each aspect of the quality inspection

Ultimately, this information informs our quality processes and procedures to ensure continuous improvement.

The BIM 360 Field web interface provides custom reporting options, including the ability to send reports automatically at set intervals to a pre-determined group or individual. BIM 360 Field has the ability to provide meaningful and robust quality issue reports for all project collaborators, including trade contractors, design partners and PhilaPort.

Rolling Completion List (RCL)The RCL is the backbone of Gilbane’s quality reporting. Rather than waiting until the project is 95 percent complete to begin assessing work execution, Gilbane develops a list of deficiencies upon commencement of the work. Contractors are required to correct these deficiencies immediately, preventing repeated mistakes throughout the project. The use of an RCL dramatically improves the quality level, punch list process and life-cycle costs.

Trade Contractor ManagementThe foundation of Gilbane’s trade contractor management program is based on prevention, rather than correction. Every step possible is taken to avoid errors, omissions, discrepancies and deficiencies. The performance histories and bid submittals of contractors are examined, and the importance of quality is underscored at both pre-bid conferences and pre-award meetings. Therefore, shop drawings, specifications, and bid documents are carefully reviewed. In addition, an ongoing monitoring of trades and materials is implemented to ensure the highest quality of craftsmanship performance.



Smartapp:Daily Work Reports

Smartapp | Daily Work ReportsGilbane’s superintendents keep a Master Daily Work Report (MDWR) to log overall site information, including Gilbane workhours and site conditions. An individual Contractor Daily Work Report (CDWR) record is assigned to each trade contractor for the day, and each trade is required to log manpower and crew information, a description of work performed, as well as any equipment that was on site. Smartapp’s “talk to text” feature makes it easy for contractors to complete this daily report from any mobile device.

Upon the trade’s submission of the CDWR, the superintendent automatically receives the record to review and approve in Smartapp. All logged workhours then collectively roll up into the MDWR for ease of reporting project workhours for the month, year to date, or project to date.


ProCheckA critical aspect of our quality program is our unique review process, known as ProCheck. This process reviews Gilbane policies and procedures (based upon project contract) and offers best practices and recommendations provided by other projects, peer groups and Gilbane University.

This checklist-style tool helps us ensure the continuous improvement of our service by asking questions that create a meaningful dialogue about contract terms, processes, project team responsibilities, etc. to maximize opportunities to exceed owner and architect expectations. All pertinent project activities from procurement through close-out are reviewed, and processes are refined to meet the specific requirements of the project.

Submittal ManagementFrom the beginning of each project , Gilbane maintains a log of submittals, and a review of the specifications and plans is conducted to identify all of the submittal requirements. Gilbane requests a submittal schedule from each originator, subcontractor, or supplier, including a complete listing of all shop drawings to be produced as well as their scheduled production dates. The submittal schedule is used to:

› Control the receipt of all required shop drawings › Assess the project workload and schedule › Inform the design team allowing them to make the necessary arrangements to

process the drawings on a timely basis › Provide the input for the project schedule



Shop drawings and samples are reviewed for conformance to plans and specifications, accuracy and completeness. Satisfactory drawings are forwarded to the design team for approval. The processing of shop drawings is always expedited for all long-lead procurement items previously identified by a subcontractor’s material status report.

Smartapp:Submittals

Smartapp | Submittals Generate and manage submittal register with automated workflow to handle the routing of packages, track the architect’s responses, and manage revisions as needed in Smartapp. The Submittal Manager shows a quick view of every submittal that is expected on the project. From there, the user can see what type of submittal it is (product data, sample, shop drawing, etc.) and what stage it is in. Accepted submittals are shown with the date returned to the trade contractor. From this screen one can open specific submittals for further information.


Smartapp:Request for Information

Smartapp | Request For Information Create and manage RFIs, customizing the workflow to meet your specific needs such as handling multiple reviewer answers, and various answer functionality for architects in Smartapp.


BENEFITS OFSMARTAPP SUBMITTAL MANAGEROwner Benefits:

› Smartapp provides current, real-time track-ing of outstanding submittals

› Submittals can be sorted by bid package or by total outstanding per responsible party

› Smartapp provides the owner with elec-tronic PDF versions of all approved submit-tals at any point for streamlined document control

Architect Benefits:

› Track workflow of submittal review respon-sibility

› Architects no longer have to maintain their own submittal log

› Three clicks and all approved submittals are compiled into one PDF

› Review, mark up and approve submittals electronically

› Manage consultant responses in the same system

BENEFITS OFSMARTAPP REQUEST FOR INFORMATION MANAGEROwner Benefits:

› Smartapp provides current, real-time infor-mation regarding outstanding RFIs

› RFIs can be sorted by bid package or total outstanding by responsible party

Architect Benefits:

› Receive notification, review RFIs and respond all in Smartapp

› Ability to track workflow and see who is responsible at any given time for each RFI, locate any bottlenecks

› Architects no longer need an independent RFI log as entire team works from one log created by Smartapp that automatically displays the most current version of the RFI



Customized Communication of Submittals and RFIsWhile PhilaPort will have access to Smartapp to review current status of Submittals and RFIs at any time, the system can be configured to notify PhilaPort automatically via email. PhilaPort can identify the specific key points in the process for which to receive email notifications. This ability maintains constant communication, based on your specific preferences.

Smartapp was very helpful with the RFI process. My foreman onsite could list his questions without having to send the info through the office and could review the answers from the design team. All in all a good tool.

- James J. O’Rourke, Electrical Contractor

m. Detailed description of close-out process for training of tenant personnel, manuals, occupancy permits, commissioning, punch listing, and final close-out.

TIMELY CLOSE-OUTGilbane proactively manages the Operations and Maintenance (O&M) and close-out process with quality as top priority. We start during the design phase by assisting the design team in defining expectations for warranty and O&M information required of the subcontractors and vendors. We also include the commissioning agent to ensure functional performance and equipment start-up and maintenance information needed to meet the project requirements are included in the specifications and covered in our contracts.

Gilbane’s O&M manuals include:

› Contact lists• Primary contact list for Gilbane and each major subcontractor/vendor

› Final submittals• Approved submittals for equipment and critical components

› Warranty information• Executed warranty programs

› Materials• Schedule of consumable materials (i.e. filter media and sizes, replacement bulbs etc.)

• Spare parts list and ordering information

• Suggested spare parts/materials to have on-hand

ROLLING COMPLETION LIST (RCL)As previously mentioned, the RCL is at the core of minimizing this project ’s final punch list items. Rather than waiting until the project is 95 percent complete to begin assessing work execution, Gilbane develops a list of deficiencies upon commencement of the work, managed and communicated through BIM 360 Field. Contractors are required to correct these deficiencies immediately, preventing repeated mistakes throughout the project.

e.DOC on a Tablet PCAn e.DOC is a customized electronic version of bankers boxes with files contained in a PDF with an interactive table of contents. It reduces file size and eliminates excessive storage and production costs with easily accessible information.

Gilbane will turn over the e.DOC on a tablet PC that includes the following per PhilaPort’s needs:

› Architectural drawings

› Approved submittals

› O&M manuals

› Testing and balancing reports

› Commissioning reports

› Photography

› Attic stock list

› Warranty list

› Contractor list

› Training roster



The use of an RCL dramatically improves the quality level, punch list process, and life-cycle costs, while streamlining the close-out process.

Subcontractor Close-outGilbane’s contractor close-out process will ensure the trade contractor has:

› Completed contracted scope of work › Corrected any punch list items › Submitted all required as-built documents and manuals and ensure Urban Engineers

has accepted these documents › Completed all training for PhilaPort personnel › Processed and finalized any change orders and claim resolutions

ORIENTATION AND TRAININGPrior to turning over any building system to PhilaPort, we will train your operations and maintenance staff in proper systems operation and maintenance procedures and requirements. Gilbane will ensure all training is conducted and will maintain records of all training sessions and attendees.

OCCUPANCYBy planning close-out from the project ’s inception, Gilbane can ensure PhilaPort a smooth occupancy phase. During this phase, Gilbane closes out trade contracts, assembles the project completion manual, coordinates training for the facility’s users and ensures warranty issues are resolved.

LESSONS LEARNED MEETINGAt project completion, Myrton Schlectweg will conduct a lessons learned session with PhilaPort, Urban, DCM and trade contractors to identify, discuss and record new lessons learned recognized throughout this project ’s duration. These lessons learned are then added to a database that brings together Gilbane’s collective experience and knowledge.

WARRANTIESGilbane recognizes that the final impression our clients develop is formed during the warranty period. We understand the importance of being responsive and timely on service calls and act accordingly.

After your building is occupied, if any area needs attention, you have one phone call to make. Myron will be your contact for any warranty work. He will manage all warranties and guarantees.

Gilbane agrees to correct all work defective in material and workmanship for a minimum of one year from date of completion. You will be contacted quarterly regarding any warranty needs or issues. We will provide 11-month and 23-month walkthroughs to resolve any warranty items.

We are committed to PhilaPort long-term and will be available beyond the warranty period.

e.TOP

Gilbane’s e.TOP service provides reliable electronic construction turnover data that is readily accessed through the client’s facility management system.

e.TOP includes:

› Space information › Maintained assets › Spare parts information › Contractor/vendor/manufacturer

contacts › Warranties › Preventive maintenance

schedules and procedures


Project Master ScheduleSECTION 3

2-4.3 PROJECT MASTER SCHEDULEGilbane plans to complete the construction by the contractual substantial completion date of March 31, 2019, including the installation of all fixtures and equipment within our scope. While we will implement a rolling punch list for the Southport Vehicle Processing Center project, it is anticipated that final punch list and close-out will extend to the end of April 2019. PhilaPort will have full beneficial use of the structure by March 31, 2019.

Gilbane is providing its contract schedule assuming a Letter of Intent by June 29, 2018. Therefore, the total project duration to substantial completion would be 275 days. This duration includes full compliance with the Commonwealth of Pennsylvania’s Separations Act, if necessary. Furthermore, we have developed the schedule to accommodate the known and anticipated weather impacts per the National Oceanographic and Atmospheric Administration (NOAA).

We have scheduled the construction of this project to comply with the requirements of the RFP and contract documents as follows:

CRITICAL MILESTONES

Issue letter of intent June 29, 2018

Prepare/Issue site infrastructure and early MEP underground packages July 2, 2018

Prepare/Issue long-lead equipment package July 2, 2018

Early foundation permit issued July 11, 2018

NPDES permit issued July 13, 2018

Issue contract July 16, 2018

Start construction July 16, 2018

Site infrastructure and MEP underground permit issued July 30, 2018

Issue MEP packages per Separations Act, if necessary July 30, 2018

Issue preliminary building design documents August 15, 2018

Owner approval of preliminary design documents August 22, 2018

Owner approval of final design documents August 22, 2018

Issue final design documents September 13, 2018

Building permit issued September 13, 2018

Equipment start-up/commissioning - complete March 28, 2019

Substantial completion in 275 calendar days of letter of intent March 31, 2019

Substantial completion March 31, 2019

Final punch list – complete April 12, 2019

Close-out – complete April 26, 2019

Final completion April 26, 2019

PhilaPort Southport Vehicle Processing FacilitySubstantial completion in 275 calendar days of letter of intent.

SECTION 3 | Project Master Schedule


SCHEDULE DEVELOPMENT/TEAM PROCESSThe master schedule is an integral part of the overall construction process as it provides direction for the design-build team and PhilaPort by showing how critical each activity is. It is also an important benchmark for PhilaPort to measure the progress of the design-build team’s efforts.

Throughout the proposal process, the design-build team worked with our own design and construction experts, subcontractors and suppliers to develop a project master schedule as presented herein. Once awarded the project, the design-team will develop detailed time-phased, network-logic diagrams for the construction project using Critical Path Method (CPM) and the Primavera Project Management software, along with fast-track scheduling and construction methodology. The Primavera Project Management system is the most widely used and accepted scheduling software in the building industry. Project teams regularly use the following capabilities of this scheduling software:

› Monitoring the status of the schedule by entering progress data, actual dates and remaining durations, into activities.

› Establishing critical dates for completion of components of the design to allow subcontractor selection and material procurement to keep up with the fast-track schedule.

› Allocating resources and set availability limits. › Leveling and profiling resources to resolve overloads. › Allocating, profiling and reviewing cash projections for scheduled work. › Performing “what if” analysis to examine other alternatives. › Performing comparative analysis (current vs. base schedules) for staff and

management review. › Identifying float and re-sequence of activities to make up for unexpected delays. › Tracking submittals and approval of shop drawings and product data. › Coordinating critical Owner-related construction and delivery items.

The project team has developed the initial project master schedule contained in this proposal and will prepare the final project schedule upon award. The project will have the services of Gilbane’s scheduling manager to continuously monitor, enhance, revise, detail and submit updates as required to keep PhilaPort updated on the status of construction efforts.

SIX-WEEK LOOK-AHEAD SCHEDULE

We will use Primavera software to produce weekly short-term schedules reflecting a six-week look-ahead window, and a look behind of work completed and the current flow of construction activities. This six-week look-ahead schedule adds further detail and corresponds with the overall project schedule to allow subcontractors and trades to better coordinate their efforts and to allow PhilaPort to better coordinate their inspections and deliveries. This schedule is used in weekly meeting to coordinate work between project management team members, PhilaPort, our field superintendents and subcontractors to assure that critical elements, activities and milestones are given the highest priority of attention.

Adding Value in the Design PhaseGilbane’s preconstruction managers are collaborators, facilitators and planners that also have the technical background to contribute to the team’s decision-making process, manage the schedule and provide solid value management input and budget control for PhilaPort.

SECTION 3 | Project Master Schedule


CRITICAL ASPECTS OF SCHEDULEThe critical path for this project starts with the letter of intent, PhilaPort executing the contract and issuing the early pile package. Issue of the NPDES permit and early foundation permit to allow the start of building pile work is the single most critical aspect of the schedule. PhilaPort is exposed to potential risk, relative to the expected consolidation of soils beneath the building that is currently on-going. To eliminate this risk, Gilbane proposes a deep found system to support the building.

As the construction team mobilizes and starts work, the design team is developing the necessary documents for approval and subsequent issuance for bidding. A key aspect to meeting the schedule of design work is receiving the digital files of the owner’s bridging design with the letter of intent.

Gilbane plans to issue an underground MEP package in compliance with the Separations Act and with the approval of PhilaPort. Fast-tracking this package allows us to award the successful bidders at the end of July and start the underground work as soon as possible after we install both piles and pilecaps/grade beams.

Once out of the ground, the critical aspects of the schedule lessen; however, it is important to note that the vast majority of the schedule will include two-shifts, Monday through Saturday to complete the Project. While the schedule is aggressive, Gilbane is confident it can meet PhilaPort’s requirements.

COMMITTED SUBCONTRACTORSAs an important component to fast tracking the project, Gilbane has partnered with key subcontractors (except mechanical, plumbing and electrical) and suppliers to allow construction to commence immediately with award necessary to procure, detail, fabricate and deliver long lead items. Gilbane’s partners include:

› James J. Anderson Construction, Inc.: Site work › JPC Group, Inc.: Site utility and excavation work › SJA Construction, Inc.: Concrete, aggregate supply and paving (WBE-Certified) › ECSI 360, Inc.: Long lead equipment purchasing (8(a) Certified).

Project Schedule for the Southport Vehicle Processing CenterThe project team has developed the initial project master schedule (on the following pages) and will prepare the final project schedule upon award.

Activity ID Activity Name Original Duration Rem Dur Start Finish

Southport Vehicle Processing Center - Project Master ScheduleSouthport Vehicle Processing Center - Project Master ScheduleSouthport Vehicle Processing Center - Project Master ScheduleSouthport Vehicle Processing Center - Project Master ScheduleSouthport Vehicle Processing Center - Project Master ScheduleSouthport Vehicle Processing Center - Project Master Schedule

Project Summary MilestonesProject Summary MilestonesProject Summary MilestonesProject Summary MilestonesProject Summary MilestonesProject Summary Milestones

PSM-180 Submit Design / Build Proposal 0 0 13-Jun-18*

PSM-190 Owner Review Proposal / Select DBC 10 10 14-Jun-18 27-Jun-18

PSM-200 Owner Notice of Intent to Award 0 0 29-Jun-18

PSM-210 Design Start 0 0 02-Jul-18

PSM-260 Owner Issue Contract 0 0 16-Jul-18

PSM-270 Construction Start 0 0 16-Jul-18

PSM-220 Design Complete 0 0 20-Sep-18

PSM-130 Equipment Start-Up / Commissioning 15 15 01-Mar-19 21-Mar-19

PSM-150 TCO - Substantial Completion 0 0 29-Mar-19

PSM-240 Final Punchlist 10 10 01-Apr-19 12-Apr-19

PSM-160 Owner FF&E / Close-Out 15 15 08-Apr-19 26-Apr-19

PSM-170 Final Completion 0 0 26-Apr-19

Design / Budget / BidDesign / Budget / BidDesign / Budget / BidDesign / Budget / BidDesign / Budget / BidDesign / Budget / Bid

3540 DBC Prepare & Issue Early Site Infrastructure / Foundations & MEP Underground Documents 20 20 02-Jul-18 30-Jul-18

3560 DBC Prepare & Issue Long Lead Equipment Documents 30 30 02-Jul-18 13-Aug-18

3510 DBC Prepare & Issue Preliminary Building Design Documents (Building Permit Drawings) 30 30 05-Jul-18 15-Aug-18

52 Owner Review and Approve Preliminary Design Documents 5 5 16-Aug-18 22-Aug-18

45 DBC Prepare Bid Packages & Issue for Bidding (MEPS per Separations Act) 5 5 16-Aug-18 22-Aug-18

47 DBC Prepare & Issue Final Design Documents 15 15 23-Aug-18 13-Sep-18

55 Receive Bids / Review & De-Scope (MEPS per Separations Act) 5 5 23-Aug-18 29-Aug-18

77 Owner Review & Approve Final Design Documents 5 5 14-Sep-18 20-Sep-18

GeoTech / Environmental / PermitsGeoTech / Environmental / PermitsGeoTech / Environmental / PermitsGeoTech / Environmental / PermitsGeoTech / Environmental / PermitsGeoTech / Environmental / Permits

May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct2018 2019

Submit Design / Build Proposal

Owner Review Proposal / Select DBC

Owner Notice of Intent to Award

Design Start

Owner Issue Contract

Construction Start

Design Complete

Equipment Start-Up / Commissioning

TCO - Substantial Completion

Final Punchlist

Owner FF&E / Close-Out

Final Completion

DBC Prepare & Issue Early Site Infrastructure / Foundations & MEP Underg

DBC Prepare & Issue Long Lead Equipment Documents

DBC Prepare & Issue Preliminary Building Design Documents (Building

Owner Review and Approve Preliminary Design Documents

DBC Prepare Bid Packages & Issue for Bidding (MEPS per Separations

DBC Prepare & Issue Final Design Documents

Receive Bids / Review & De-Scope (MEPS per Separations Act)

Owner Review & Approve Final Design Documents

Southport Vehicle Processing Center - Project Master ScheduleActual Work

Remaining Work

Critical Remaining Work

Critical Milestones

Milestone

Start Date: 25-Jan-17

Finish Date: 26-Apr-19

Data Date: 19-Mar-18

Run Date: 07-Jun-18 10:08

Page 1 of 3

Contract Schedule


3590 Obtain Early Foundations Permit (By Owner) 0 0 01-Jun-18*

3600 Obtain NPDES Permit (By Owner) 0 0 13-Jul-18*

3360 Obtain Early Sitework Infrastructure & MEP Underground Permit 0 0 30-Jul-18*

3550 Obtain Building Permit - Building Package 20 20 16-Aug-18 13-Sep-18

Award Contracts / Submittals / Approvals / DeliveriesAward Contracts / Submittals / Approvals / DeliveriesAward Contracts / Submittals / Approvals / DeliveriesAward Contracts / Submittals / Approvals / DeliveriesAward Contracts / Submittals / Approvals / DeliveriesAward Contracts / Submittals / Approvals / Deliveries

Sitework Infrastructure / Foundations & Underground MEPSitework Infrastructure / Foundations & Underground MEPSitework Infrastructure / Foundations & Underground MEPSitework Infrastructure / Foundations & Underground MEPSitework Infrastructure / Foundations & Underground MEPSitework Infrastructure / Foundations & Underground MEP

281 Award Sitework Infrastructure / Foundations & Underground MEP - (Early Release) 10 10 02-Jul-18 16-Jul-18

291 Submittals - Sitework Infrastructure / Foundations & Underground MEP - (Early Release) 5 5 02-Jul-18 09-Jul-18

3570 Award Piles / Sediment Controls / Temporary Fencing - (Early Release) 5 5 02-Jul-18 09-Jul-18

301 Review & Approve Sitework Infrastructure / Foundations & Underground MEP - (Early Release) 5 5 10-Jul-18 16-Jul-18

381 Fab & Delivery - Sitework Infrastructure / Foundations & Underground MEP - (Early Release) 20 20 17-Jul-18 13-Aug-18

Mechanical Construction / HVAC / BAS - Per Separations ActMechanical Construction / HVAC / BAS - Per Separations ActMechanical Construction / HVAC / BAS - Per Separations ActMechanical Construction / HVAC / BAS - Per Separations ActMechanical Construction / HVAC / BAS - Per Separations ActMechanical Construction / HVAC / BAS - Per Separations Act

72 Award Mechanical Construction / HVAC / BAS 5 5 23-Aug-18 29-Aug-18

1100 Submittals - Mechanical Construction / HVAC / BAS 10 10 30-Aug-18 13-Sep-18

3490 Review & Approve Mechanical Construction / HVAC / BAS 10 10 14-Sep-18 27-Sep-18

3500 Fabricate & Deliver Mechanical Construction / HVAC / BAS 40 40 28-Sep-18 23-Nov-18

Plumbing Construction / Fire Protection - Per Separations ActPlumbing Construction / Fire Protection - Per Separations ActPlumbing Construction / Fire Protection - Per Separations ActPlumbing Construction / Fire Protection - Per Separations ActPlumbing Construction / Fire Protection - Per Separations ActPlumbing Construction / Fire Protection - Per Separations Act

256 Award Plumbing Construction / Fire protection 5 5 23-Aug-18 29-Aug-18

3420 Shop Drawings / Submittals - Plumbing Construction / Fire Protection 10 10 30-Aug-18 13-Sep-18

3430 Review & Approve Plumbing Construction / Fire Protection 10 10 14-Sep-18 27-Sep-18

3440 Fabrication - Plumbing Construction / Fire Protection 30 30 28-Sep-18 08-Nov-18

Electrical Const. / Low Voltage Security / Fire Alarm / Telecomm - Per Separations ActElectrical Const. / Low Voltage Security / Fire Alarm / Telecomm - Per Separations ActElectrical Const. / Low Voltage Security / Fire Alarm / Telecomm - Per Separations ActElectrical Const. / Low Voltage Security / Fire Alarm / Telecomm - Per Separations ActElectrical Const. / Low Voltage Security / Fire Alarm / Telecomm - Per Separations ActElectrical Const. / Low Voltage Security / Fire Alarm / Telecomm - Per Separations Act

271 Award Electrical / Security / Fire Alarm / Telecomm 5 5 23-Aug-18 29-Aug-18

272 Shop Drawings / Submittals - Electrical / Security / Fire Alarm / Telecomm 10 10 30-Aug-18 13-Sep-18


Obtain Early Foundations Permit (By Owner)

Obtain NPDES Permit (By Owner)

Obtain Early Sitework Infrastructure & MEP Underground Permit

Obtain Building Permit - Building Package

Award Sitework Infrastructure / Foundations & Underground MEP - (Early Re

Submittals - Sitework Infrastructure / Foundations & Underground MEP - (Earl

Award Piles / Sediment Controls / Temporary Fencing - (Early Release)

Review & Approve Sitework Infrastructure / Foundations & Underground MEP

Fab & Delivery - Sitework Infrastructure / Foundations & Underground M

Award Mechanical Construction / HVAC / BAS

Submittals - Mechanical Construction / HVAC / BAS

Review & Approve Mechanical Construction / HVAC / BAS

Fabricate & Deliver Mechanical Construction / HVAC / BAS

Award Plumbing Construction / Fire protection

Shop Drawings / Submittals - Plumbing Construction / Fire Protection

Review & Approve Plumbing Construction / Fire Protection

Fabrication - Plumbing Construction / Fire Protection

Award Electrical / Security / Fire Alarm / Telecomm

Shop Drawings / Submittals - Electrical / Security / Fire Alarm / Tele


Remaining Work


Critical Milestones

Milestone





Page 2 of 3

Contract Schedule


2330 Review & Approve - Electrical / Security / Fire Alarm / Telecomm 10 10 14-Sep-18 27-Sep-18

273 Fabrication - Electrical / Security / Fire Alarm / Telecomm 40 40 28-Sep-18 23-Nov-18

MEP CoordinationMEP CoordinationMEP CoordinationMEP CoordinationMEP CoordinationMEP Coordination

3320 MEP Coordination 10 10 30-Aug-18 13-Sep-18

3340 Submit Coordination for approval 5 5 14-Sep-18 20-Sep-18

3350 Review & Approve Coordination 5 5 21-Sep-18 27-Sep-18

ConstructionConstructionConstructionConstructionConstructionConstruction

A-1020 E & S Controls / Rock Construction Entrance / Site Prep / Site Utilities 30 30 16-Jul-18 24-Aug-18

A-1060 Excavate / Form / Rebar / Pour - Footings / Perimeter Walls 20 20 06-Aug-18 31-Aug-18

A-1100 Underslab Utilities 20 20 17-Aug-18 14-Sep-18

A-1110 Prepare & Place Concrete Trenches / Pits / Slab on Grade 30 30 14-Sep-18 25-Oct-18

A-1070 Erect Structural Steel / PEMB Steel 30 30 26-Oct-18 07-Dec-18

A-1120 Exterior Enclosure - Metal Wall Panels / Insulation - PEMB 35 35 03-Dec-18 22-Jan-19

A-1080 Concrete Slab on Deck 10 10 10-Dec-18 21-Dec-18

A-1090 Metal Roofing / Insulation - PEMB 25 25 10-Dec-18 15-Jan-19

A-1130 Interior Fit-Out - Second Floor 30 30 16-Jan-19 26-Feb-19

A-1170 MEP Equipment Installation / Rough-Ins / Trim-Out 30 30 16-Jan-19 26-Feb-19

A-1200 Install Elevator & Final Inspection 30 30 23-Jan-19 05-Mar-19

A-1190 Vehicle Processing Equipment Installation 30 30 15-Feb-19 28-Mar-19

A-1160 Parking Lots / Hardscape / Landscape 15 15 27-Feb-19 19-Mar-19

A-1180 Equipment Start-Up / Commissioning 20 20 01-Mar-19 28-Mar-19

A-1140 Substantial Completion 1 1 29-Mar-19 29-Mar-19*


Review & Approve - Electrical / Security / Fire Alarm / Telecomm

Fabrication - Electrical / Security / Fire Alarm / Telecomm

MEP Coordination

Submit Coordination for approval

Review & Approve Coordination

E & S Controls / Rock Construction Entrance / Site Prep / Site Utilities

Excavate / Form / Rebar / Pour - Footings / Perimeter Walls

Underslab Utilities

Prepare & Place Concrete Trenches / Pits / Slab on Grade

Erect Structural Steel / PEMB Steel

Exterior Enclosure - Metal Wall Panels / Insul

Concrete Slab on Deck

Metal Roofing / Insulation - PEMB

Interior Fit-Out - Second Floor

MEP Equipment Installation / Rough-Ins

Install Elevator & Final Inspection

Vehicle Processing Equipment Ins

Parking Lots / Hardscape / Landscape

Equipment Start-Up / Commissioning

Substantial Completion


Remaining Work


Critical Milestones

Milestone





Page 3 of 3

Contract Schedule


Qualification FormsSECTION 4

2-4.4 QUALIFICATION FORMS1. Design Build Contractor Qualification Form (suggest 4 sheets plus 1 sheet per person or if DBC is a Joint Venture, suggest no more than 3 sheets per member partner including Organization Chart plus 1 sheet per person.)

Provide clear and concise information that will demonstrate the following qualifications. Combine qualifications if Joint Venture, Partnership, or other legally combined entity.

a. Entity’s Experience on Design Build Projects.i. Include date(s), location, owner, owner contact, project amount, and description. Complete and/or incomplete projects may be submitted. Discuss status of project and if completed as originally scheduled.

EXPERIENCED DESIGN-BUILDER With more than $1.2 billion of design-build projects completed in the Mid-Atlantic region in the last five years, Gilbane leverages the design-build approach with a collaborative teaming environment that fulfills multiple parallel objectives, such as aesthetic and functional quality, budget, and schedule management.

Gilbane brings together experts with a solid portfolio of design-build experience to ensure that we, our partners, and our clients are taking full advantage of best practices, lessons learned, trends and technology while simultaneously setting new standards for the industry. Gilbane is proud to have been a collaborative partner in construction for more than 200 design-build facilities and offers you an exceptional staff that draws on that experience to get the job done correctly, on time and on budget.

› Collaborative culture – Gilbane’s culture offers an operational environment focused on collaboration and integrating all team members throughout design and construction. As the design-builder, we are able to drive early trade contractor involvement, incorporate Lean processes, and take advantage of our team’s cumulative knowledge and experience to construct a facility that achieves your objectives.

› Builders that know how to get the job done – As one of the top builders in the nation, Gilbane has a strong management team with recent, practical and relevant design-build knowledge from a broad portfolio of projects. Incorporating lessons learned and valuable insight into each project, we have the proven tools to work with all members of the design-build team, delivering your project within budget and schedule constraints.

› Efficient use of time and money – Through the use of design-build delivery, Gilbane analyzes all components of the cost equation simultaneously to determine the best solution for the optimal outcome. The result is a facility that achieves your objectives and stays within the schedule and budget parameters.

A sampling of our Mid-Atlantic design-build projects is on the following page.

From our experience in design-build project delivery, we know that design-build projects

using a seamless process that integrates construction into design, and design into construction, result in a project team that is invested in the entire design-build approach and focused on the end product.

SECTION 4 | Qualification Forms


District of Columbia Public Schools H. D. Cooke Elementary School | Washington, DCRenovations and expansion to an elementary school totaling 86,000 SF. Work includes demolition of an existing wing, the addition of a new classroom wing and cafeteria, and the renovation of the historic original facility. This project has achieved LEED for Schools Gold level certification.Owner: Allen Lew , Executive Director District of Columbia Office of the Mayor 202-698-7762 | [email protected]

Project Amounts: $28,130,000 Start-Completion: November 2007 - August 2009

Comcast Data Center | West Chester, PA7,400 SF data center expansion in an occupied building on a fast-track schedule. This Tier II plus infrastructure facility features a 2N electrical distribution center and elimination of single points of failure. Two 2200 kW generators purchased and delivered in 10-weeks were integrated with the existing two generators to provide a paralleled operation with N+1 redundancy. This included upgrades to the Plc logic controls.Owner: Simpson Cumba, Senior Director Comcast Corporation 610-732-2494 | [email protected]

Project Amounts: $8,554,000Start-Completion: August 2007 - May 2008

Waste Management Recycling Center | Philadelphia, PADesign-build services for a new, 66,000 SF recycling center including 5,000 SF of office space. Demolition of existing facility. The new facility is multi-stream that is capable of sorting and processing glass, aluminum, plastic and paper products. Entire structure is pre-engineered building, with concrete footings, slab on grade and a masonry wall separating the office from the processing area. A green roof is over the office. Achieved LEED v3 Silver Certification.Owner: Tara Hemmer, Special Projects Manager Waste Management, Inc. 215-269-2147 | [email protected]

Project Amounts: $11,428,000Start-Completion: April 2009 - January 2011

District of Columbia Public Schools Dunbar High School | Washington, DCConstruction of a new 280,000 SF high school involving the demolition of the existing campus. The new school achieved LEED for Schools Platinum certification with geothermal and photovoltaic systems among many others employed to make this the most efficient school in the district. Owner: Teddy Gebremichael, Program Director McKissack & McKissack 202-359-1224 | [email protected]

Project Amounts: $113,806,000Start-Completion: January 2012 - Sept. 2014

Ocean Spray Cranberries, Inc. Greenfield Manufacturing Bottling Facility | Breinigsville, PAThis 275,000 SF site encompassed new raw material receiving and storage, beverage processing and packaging systems, blow molding operations, utilities systems, offices, employee amenities, a maintenance area, a security entrance, and truck parking.

Owner: Tim Haggerty, Plant Director Ocean Spray Cranberries, Inc. 609-929-2838 | [email protected]

Project Amounts: ConfidentialStart-Completion: August 2012 - April 2014



District of Columbia Public Schools Ron Brown College Preparatory | Washington, DCDesign-build services for the conversion of an existing but unoccupied school (former Ron Brown Middle School) into a new all-male high, college-preparatory school. A true fast-track project, the first phase of the project included demolition and abatement of the entire 180,000 SF facility and modernization of the first floor totaling 70,000 SF in approximately four months. Renovations included curtainwall, structural reinforcement, new site utilities, entrance plaza and a new courtyard.Owner: Jeff Bonvechio, Deputy Director District of Columbia Department of General Services 202-727-2800 | [email protected]

Project Amounts: $62.5 MillionStart-Completion: January 2016 - October 2017

Howard University Plaza Towers Renovations | Washington, DCRenovation of twin residential towers at Howard University encompasses 700,000 SF. The completed project will deliver 1,800 beds with mixed use amenities including a living learning environment, kitchen, fitness center, collaborative study areas, and grab & go convenience retail. The modernization includes infrastructure upgrades for water, distribution of MEP piping, fan coil units, new fire alarm system, elevators, and new flooring.

Owner: Chris Wilson, Chief Operating Officer Corvias Campus Living - USG, LLC 401-228-2800 | [email protected]

Project Amounts: ConfidentialStart-Completion: January 2017 - August 2018

District of Columbia St. Elizabeths East Campus Stage 1 Phase 1 Transportation and Infrastructure Improvements | Washington, DCUpgrade utility infrastructure to support Phase 1 development of the Campus, including the new EventsDC Entertainment & Sports Arena for the Washington Wizards and Mystics; and the planned mixed use development led by Redbrick Development Group. Demolition and replacement of utility and transportation infrastructure to include wet/dry utilities, roadway, signalization, hardscape and landscape to support Phase I development on the Campus.

Owner: Vanassa Simmons, Project Manager District of Columbia Department of General Services 202-735-6888 | [email protected]

Project Amounts: ConfidentialStart-Completion: January 2017 - July 2018

Entertainment & Sports Arena Wizards Practice Facility | Washington, DCNew professional sports facility totaling 125,000 SF includes a practice facility for the NBA’s Washington Wizards and a 4,200 seat arena which will serve as the home court and practice facility for the WNBA team the Washington Mystics.Owner: Gregory O'Dell, President and CEO Events DC 202-249-3000 | [email protected]

Project Amounts: ConfidentialStart-Completion: May 2017 - August 2018

McMillan Park Redevelopment Community Center | Washington, DCDemolition of the below-grade sand filtration cells and infrastructure; design, stabilization and restoration of the historic assets on the site; and design and construction of a new 366,980 SF Community Center, hardscape, landscape and site development.

Owner: Gareth Thomas, Project Manager Kramer Consulting Services, PC 202-339-9000 | [email protected]

Project Amounts: ConfidentialStart-Completion: August 2017 - June 2019



Design and Various Repairs to Fuel Facilities | Luke Air Force Base, AZVarious repairs to 17 jet fuel storage facilities, truck fillstands, and other fuel facilities. Replace fiberglass reinforced plastic piping, install containment sumbs under product dispensers;, vent replacements, hose installation, and containment modifications; pressure relief valve (PRV) install; butterfly valve replacements; install of PRV assemblies; multiple dike post indicator valve (PIV) replacements or installations; truck fill control valve install for deadman control; secondary containment repair; relocation of fillstand pump controls; pantograph arm installations; filter separator replacement; EFSO installation; pump repairs; canopy lightning protection install; oil-water separator repair; and install of perimeter lighting. .Owner: Medina Woodson, US Air Force Contacting Officer Air Force Installation Contracting Agency (AFICA) 210-395-8466 | [email protected]

Project Amounts: $4.3 MillionStart-Completion: March 2016 - September 2017

Various Repairs to POL Facilities | Edwards Air Force Base, CAOne of the most complex US fuels projects awarded to-date. This project includes 41 distinct sub-projects to upgrade fuel systems, process equipment, and infrastructure in a manner that improves environmental compliance and system operation. Owner: Robert Estrada, US Air Force Project Manager, US Air Force 210-395-8435 | [email protected]

Project Amounts: $4.2 MillionStart-Completion: September 2015 - March 2017

Repair Truck Loading Facility and Refueler Parking | Yokota Air Base, JapanGilbane provided design-build repairs to four active fuel truck fillstands, their control systems, and the surrounding secondary containment. We also decommissioned and demolished four inactive truck fillstands; installed new lighting systems; and modified an oil/water separator system. Concrete repairs were made to a refueler truck parking lot and secondary containment; and concrete panels and 361 linear feet of gutter wall were replaced. All construction activities were performed while the facility remained in operation. Owner: Bill Hepler, NAVFAC Contracting Officere Naval Facilities Engineering Command Engineering and Expeditionary Warfare Center (NAVFAC EXWC) 805-982-2515 | [email protected]

Project Amounts: $4.7 MillionStart-Completion: June 2011 - February 2013

Replace Ground Vehicle Fueling Facility | Panama City, FLGilbane provided fuel system design-build services for replacement of a ground vehicle fueling facility with one consisting of two self-contained aboveground tanks (12,000 gallons and 20,000 gallons) and integral receipt and dispensing stations with four outlets and canopy. The new facility includes fuel filters, fuel piping, safety features, fencing, access road, site work, and utilities. It also includes a truck offload and parking area for refueler trucks located at NSA Panama City, FL. Funds were added for fuel trucks, headwalls, riprap, and flow quantity indicator (FQI) power.

Owner: David “Vic” Cribbs, NAVFAC Construction Manager Naval Facilities Engineering Command Engineering and Expeditionary Warfare Center (NAVFAC EXWC) 850-234-4372 | [email protected]

Project Amounts: $4.7 MillionStart-Completion: July 2010 - March 2012

b. Entity’s Experience on projects with Vehicle Processing Centers processes and facilities.i. Include date(s), location, owner, owner contact, project amount, and project description. Complete and/or incomplete projects may be submitted. Discuss status of project and if completed as originally scheduled.

Gilbane delivers smart, collaborative, and innovative vehicle

maintenance solutions.

Our Transportation Center of Excellence (COE) creates a platform for collection and implementation of best practices, new technologies and construction pricing data.

As a transportation owner or operator, you are facing ever-changing industry demands that create unique issues involving safety, circulation, existing operations, environmental concerns and security. As your construction partner, Gilbane focuses on maintaining continuity of service, keeping disruptions to a minimum and ensuring clear communication and coordination with PhilaPort during construction activities. Gilbane is prepared to help you meet the unique challenges that complex maintenance facility projects present.



c. Entity’s Experience on projects with Vehicle Processing Centers.i. Include date(s), location, owner, owner contact, project amount, and project description. Complete and/or incomplete projects may be submitted. Discuss status of project and if completed as originally scheduled.

City of North Port Fleet Maintenance Public Works Facility | North Port, FLGilbane provided design-build services for the 37,500 SF City of North Port fleet maintenance facility which included 12 work bays and the ability to add six more work bays in the future. The main function of the facility was to service a variety of vehicles ranging from garbage and dump trucks, tractors, city vehicles and lawn equipment. Owner: Ben Newman, Project Manager City of North Port 941-429-7081 | [email protected]

Project Amounts: $5.6 MillionStart-Completion: June 2011 - June 2012

Rental Car Facility Expansion, Philadelphia International Airport | Philadelphia, PAGilbane provided construction management services for the expansion of several rental car facilities for Avis Budget Group, Enterprise, Dollar and Hertz at Philadelphia International Airport. Scope of work included expanding and updating the vehicle maintenance areas, garages and parking decks.Owner: Mr. Ronald Robson, AIA, Regional Director Avis Budget 718-397-6422 | [email protected]

Project Amounts: $13 MillionStart-Completion: June 2013 - August 2014

Lee Tran Beach and Park Ride Transfer Facility | Ft. Myers, FLGilbane provided construction management services for the new 13,920 SF Beach, Park and Ride Transfer facility, that is situated on a 5.5 acre parcel on Fort Myers Beach. The project scope of work included office space, surveillance cameras, restrooms, site utilities, benches and electric car charging stalls along with six bus berths.Owner: Mitch Riley P.E., Senior Engineer Lee County Transit 239-533-8726 | [email protected]

Project Amounts: $4 MillionStart-Completion: March 2016 - November 2017

Tahoe City Transit Center | Tahoe City, CAGilbane provided general contracting services for the 5,906 SF Tahoe City Transit Center as part of the Tahoe Regional Planning Agency’s Environmental Improvement Project. The Center features six bus bays, a terminal with indoor heated area, restrooms, offices and storage space. Owner: Brian Stewart, Senior Civil Engineer County of Placer 530-581-6216 | [email protected]

Project Amounts: $4.7 MillionStart-Completion: July 2010 - March 2012

Wisconsin Department of Transportation (WISDOT) State Project 1060-33-07 Mitchell Park Greenhouse Facility | Madison, WIThe new Mitchell Park Greenhouse Facility totaling 60,945 SF is considered a functional replacement for the original Milwaukee County greenhouse land and buildings that were purchased by WisDOT for the Zoo Interchange Project. Owner: Claudia Peterson, Technical Services Chief Wisconsin Department of Transportation 262-548-5682 | [email protected]

Project Amounts: $10.6 MillionStart-Completion: January 2013 - May 2014

Philadelphia International Airport Terminal D/E Expansion | Philadelphia, PAConstruction of a 400,000 SF addition and renovation to Terminal E to include new four-story D/E connector building, new Concourse E gate addition, expanded Gate E baggage claim and renovated D/E ticketing.Owner: Keith Brune, Department of Aviation, COO City of Philadelphia 215-937-6909 | [email protected]

Project Amounts: $265 MillionStart-Completion: February 2006 - December 2011



d. Management Team Individual Qualifications (6 person limit).i. Describe project responsibilities, time with firm, experience with design build projects, educational or technical training, and any other information relevant to the evaluation of the individual.

Terrence McKenna has 27 years of experience providing construction management and real estate development services at national and local levels with specific expertise in the metropolitan Philadelphia and New Jersey areas. Terry is a seasoned builder and real estate development executive experienced in the execution of large, complex real estate development and construction projects, ranging in value from $30 million to $550 million, totaling in excess of $6+ billion. He has well established relationships with key government regulators and officials at local, state and federal levels, including many of the current and new officials within the City of Philadelphia, which have significantly benefited client’s projects.

Terrence J. McKenna, PE PRINCIPAL-IN-CHARGE

QUALIFICATIONS | EDUCATION › BS/Civil Engineering/University of Dayton

› 1 year with Gilbane

› 27 years in the Industry

LICENSES | CERTIFICATIONS › Registered Professional Engineer - Pennsylvania, New Jersey and Delaware

Previous Experience

SugarHouse Casino, Philadelphia, PA | $550 million

Cowlitz Casino Resort, La Center, WA | $525 million

Internal Revenue Center, 30th Street Post Office Revitalization, Philadelphia, PA | $450 million

Pennsylvania Convention Center Expansion, Philadelphia, PA | $450 million

Harrah’s Chester Casino and Racetrack, Chester, PA | $330 million

The Phoenix at 1600 Arch Street, Philadelphia, PA | $95 million

Tropicana Hotel and Casino, Aztar Corporation, Atlantic City, NJ | $150 million

Hyatt Regency Philadelphia at Penn’s Landing, Philadelphia, PA | $95 million

The Residences at Dockside, Philadelphia, PA | $75 million

Philadelphia Eagles Corporate HQ and Training Facility, Philadelphia, PA | $75 million

Rivers Casino, Pittsburgh, PA | $330 million

Mercy Health System of Southeastern Pennsylvania Headquarters, Conshohocken, PA | $125 million

Grand at Riverview, Conshohocken, PA | $75 million

Heldrich Plaza, New Brunswick, NJ | $100 million

Max Rosen Federal Courthouse, Wilkes-Barre, PA | $40 million

United States District Courthouse, Lynchburg, Virginia | $50 million

Octavius V. Catto School and Boys and Girls Club, Camden, NJ | $70 million

The Phoenix at Clarendon, Arlington, VA | $125 million

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A construction industry veteran since 1974, William Carter III has built an impressive track record of delivering major facilities for clients in the Philadelphia and New Jersey markets. As an experience project executive, Bill has managed numerous urban construction projects across many markets

including 1.6 million SF in renovation and new construction for vehicle processing and transportation-related facilities. He has earned a solid reputation as a leader and an advocate for his clients. William will lead the project from notice-to proceed through close-out and will be engaged in regular executive meetings with PhilaPort and Urban | DCM. He will continue to provide executive-level leadership onsite through substantial completion and close-out. We believe this continuity in operational leadership to be crucial the successful outcome of your project.

William Carter III PROJECT EXECUTIVE

QUALIFICATIONS | EDUCATION › BCE/Civil Engineering/Pennsylvania State University

› 23 years with Gilbane


LICENSES | CERTIFICATIONS › OSHA 30-Hour Trained

› OSHA 10-Hour Trained

Rental Car Facility Expansion, Philadelphia International Airport, Philadelphia, PA Gilbane provided construction management services for the expansion of several rental car facilities for Avis Budget Group, Enterprise, Dollar and Hertz at Philadelphia International Airport. Scope of work included expanding and updating the vehicle maintenance areas, garages and parking decks.

Philadelphia International Airport Terminal D/E, Philadelphia, PA Gilbane performed construction management services from design phase through construction of the Philadelphia International Airport Terminal D-E Expansion for the City of Philadelphia Division of Aviation (DOA). The project is 220,000 SF of addition and 180,000 SF of renovations. The scope of project includes: a new four-story connector building between Terminals D and E, that houses a new in-line EDS baggage screening system with up to ten x-ray machines, a new security screening area featuring a 14-lane passenger security checkpoint, public circulation on both landside and airside, centralized DOA offices, airport concessions, and an airline club. The Terminal D and E baggage claim building expansion consist of one level, 12,000 SF of new construction bridging the open space between existing baggage claim buildings. This addition houses two new baggage carousels and offices.

US Airways Terminal F Philadelphia International Airport, Philadelphia, PA Gilbane provided construction management services for the new 195,000 SF state-of-the-art regional commuter Terminal F for US Airways. The 38-gate terminal includes high-tech security system checkpoints, a ground control tower, concessions and other passenger amenities. Of the 38 gates, 24-prototype jet bridge can accommodate Regional Jet aircraft, and 14 can accommodate DeHavilland-8 aircraft (Dash-8s). These smaller planes are filling passengers’ needs for flights to second-tier airports. The project team also delivered a 128,000-square-yard concrete apron as an extension of the existing terminal ramp system to accommodate the different aircraft types at each gate position. The gates also include an extension of the airport’s hydrant fueling system. This project included demolition and removal of the existing 19-acre general aviation Fixed Base Operator (FBO) facility located adjacent to the north of the terminal site. Access roads and utilities were relocated.

Dilworth Plaza Renovations, Philadelphia, PA Renovations and improvements to the west side of City Hall, known as Dilworth Park and the concourse area immediately below Dilworth Park. The scope of work included the oversight and coordination of construction activities and schedules to ensure project quality, maintenance of Southeastern Pennsylvania Transportation Authority (SEPTA) operations during construction, and coordination of the various construction and installation contracts.

General Services Administration (GSA) 5000 Wissahickon Veterans Admininistration Center, Philadelphia, PA Construction of new 410,000 SF office building with data center, scope included demolition of existing building.

Temple University Multi-Purpose Health Science Center, Philadelphia, PA This new 487,000 SF, 12-story university teaching and research building includes a vivarium for small animals, research labs, teaching classrooms, auditorium, library, administration space, and bridge to Kresge Hall.

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With 35 years of construction experience, James Gibson serves as chief estimator for Gilbane’s Philadelphia business operations. His experience includes leading complex public adminstration and transportation projects through all major phases – concepts, design, procurement, construction and interior fit up. James will work closely with the design-build team and other key stakeholders to generate critical cost estimating, value analysis, and constructability information at regular intervals, keeping the project on track. He will coordinate a team of in-house civil, structural, architectural, mechanical, fire protection/plumbing and electrical estimators to develop various estimates. He will maintain an estimate trending log to track changes that occur between formal estimate deliverables.

James Gibson PRECONSTRUCTION MANAGER/CHIEF ESTIMATOR

QUALIFICATIONS | EDUCATION › BS/Civil Engineering/Drexel University



30th Street Redevelopment Vehicle Maintenance Facility, Philadelphia, PA The existing United States Postal Service Vehicle Maintenance Facility was renovated for the United States Postal Service (USPS) to provide retail, parking and mail sorting facilities. The facility includes 90,000 SF of space for USPS operations and 95,000 SF of parking. The project scope included major structural demolition, as well as adding back a mezzanine level to the completed building.

New Jersey Transit Corporation, Camden, NJ 146,000 SF vehicle maintenance and administrative office building.

United Parcel Service Air Hub, Philadelphia International Airport, Philadelphia, PA The $128 million,1,000,000 SF, 12-building east coast regional air distribution facility. The facility is located in the southwest corner of the Philadelphia airport grounds on a 212-acre site that includes 28 acres of package-sorting buildings and 92 acres of aircraft parking ramps.

Philadelphia International Airport Passenger Terminal Renovation, Philadelphia, PA 350,000 SF passenger terminal renovations A and B, and new construction of the office and support facilities for the Division of Aviation headquarters.

Municipal Services Building, Philadelphia, PA Modernization and 20-story interior fit-out of the 486,000 SF building with nineteen occupied floors including a basement, a sub-grade concourse level, a main lobby at street level and sixteen office floors.

Pennsylvania Convention Center and Historic Reading Terminal Train, Philadelphia, PA New 1,000,000 SF convention and exhibition center ten-acre urban development in downtown Philadelphia and 320,000 SF restoration of historic train shed and Reading Market including a 47,000 SF grand hall and 33,000 SF ballroom.

Philadelphia Family Court, Philadelphia, PA The new Philadelphia Family Court of the First Judicial District of Pennsylvania includes fourteen occupied floors above grade with a structural steel frame and unitized curtain wall system. There are three subterranean parking levels of cast in place concrete, and one partial mechanical penthouse level. The total above grade area of the facility is approximately 509,000 SF.

Temple University, Standby Electric Generating Facility, Philadelphia, PA Design/build project for Temple University involving ten, 1600 KW, natural gas-driven generator sets, paralleled with the utility. Net output is 15.5 megawatts.

Pennsylvania Convention Center, Contract I and II, Philadelphia, PA The expansion of the existing convention center added nearly 1 million SF of new construction. Also included in the project was 260,000 SF of new exhibition space and 63,000 SF of additional meeting space, which accommodates 6,000 people. Contract I of the LEED Gold expansion project consisted of caissons and grade beam foundations, structural concrete superstructure and structural steel. Also included was demolition of the west wall of the existing facility, new sewer and storm water work on Arch Street, Race Street, Broad Street, and 13th Streets to facilitate the new building. Contract II consisted of exterior wall systems, structural curtain wall, roofing, vertical transportation systems, mechanical, electrical and fire protection systems, and interior finishes.

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Myrton Schlechtweg is one of Gilbane’s most accomplished construction project managers, and over the past 36 years he has delivered many large, complex transportation and public administration projects in Philadelphia, many at Philadelphioa International Airport. Myrton’s career has been concentrated on constructing buildings on tight, urban sites, often connected to adjacent and occupied buildings. His local portfolio provides him with an excellent knowledge and active relationships with the region’s subcontracting and vendor community. Myrton will serve as Gilbane’s project manager for all phases of the project. He will lead Gilbane in the preconstruction phase and his key areas of focus will include: design phase planning meetings; phasing and scheduling; design and constructability reviews; site logistics planning; bidding and bid scoping. He will transition to the field upon NTP and serve as project manager for all facets of the project from our field office

Myrton Schlechtweg PROJECT MANAGER

QUALIFICATIONS | EDUCATION › BS/Construction Management Engineering/Purdue University



LICENSES | CERTIFICATIONS › OSHA 30-Hour Trained

› OSHA 10-Hour Trained

Philadelphia International Airport Terminal D/E, Philadelphia, PA Gilbane performed construction management services from design phase through construction of the Philadelphia International Airport Terminal D-E Expansion for the City of Philadelphia Division of Aviation (DOA). The project is 220,000 SF of addition and 180,000 SF of renovations. The scope of project includes: a new four-story connector building between Terminals D and E, that houses a new in-line EDS baggage screening system with up to ten x-ray machines, a new security screening area featuring a 14-lane passenger security checkpoint, public circulation on both landside and airside, centralized DOA offices, airport concessions, and an airline club. The Terminal D and E baggage claim building expansion consist of one level, 12,000 SF of new construction bridging the open space between existing baggage claim buildings. This addition houses two new baggage carousels and offices.

Rental Car Facility Expansion, Philadelphia International Airport, Philadelphia, PA Gilbane provided construction management services for the expansion of several rental car facilities for Avis Budget Group, Enterprise and Hertz at Philadelphia International Airport. Scope of work included expanding and updating the vehicle maintenance areas, garages and parking decks.

US Airtways Terminal F Philadelphia International Airport, Philadelphia, PA Gilbane provided construction management services for the new 195,000 SF state-of-the-art regional commuter Terminal F for US Airways. The 38-gate terminal includes high-tech security system checkpoints, a ground control tower, concessions and other passenger amenities. Of the 38 gates, 24-prototype jet bridge can accommodate Regional Jet aircraft, and 14 can accommodate DeHavilland-8 aircraft (Dash-8s). These smaller planes are filling passengers’ needs for flights to second-tier airports. The project team also delivered a 128,000-square-yard concrete apron as an extension of the existing terminal ramp system to accommodate the different aircraft types at each gate position. The gates also include an extension of the airport’s hydrant fueling system. This project included demolition and removal of the existing 19-acre general aviation Fixed Base Operator (FBO) facility located adjacent to the north of the terminal site. Access roads and utilities were relocated.

Metuchen Municipal Building, Metuchen, NJ Demolition of existing municipal building and construction of new 30,000 SF municipal building, including police operations.

Bergen County Jail Annex Expansion, Hackensack, NJ Construction of a new addition which totaled 661 jail beds including gymnasium, library, classrooms, kennels, as well as new support areas, including mental health, medical intake and control kennel, and administrative space. Renovations to the existing jail facilities resulted in a total of 1,228 beds and updated food service and mechanical areas. Phased construction was performed while the existing jail was operational.

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James Brown has 25 years of local institutional, public and industrial construction experience with over 20 years serving in the role of project superintendent. His career has primarily been in the Philadelphia area, and he has developed an excellent reputation within the local subcontractor and supplier community. James’ involvement in the preconstruction phase includes constructability reviews, site logistics planning, schedule support and bid scope reviews. During construction, his supervisory activities on the PhilaPort Southland Vehicle Processing Center project will include subcontractor management and coordination; site use and logistics management; quality; safety; schedule support; commissioning coordination; close-out and warranty support. James will be assigned to the project full-time during the construction phase.

James Brown GENERAL SUPERINTENDENT

QUALIFICATIONS | EDUCATION › 1 year with Gilbane


LICENSES | CERTIFICATIONS › OSHA 500 Course: Instructor

› OSHA Lead Abatement Certification

› Certified Welder

30th Street Redevelopment Vehicle Maintenance Facility, Philadelphia, PA The existing United States Postal Service Vehicle Maintenance Facility was renovated by Keating for the United States Postal Service, to provide retail, parking and mail sorting facilities. The Facility includes 90,000 SF of space for Postal Service operations and 95,000 sf of parking. The project scope included major structural demolition, as well as adding back a mezzanine level to the completed building.

30th Street Redevelopment Annex Demolition, Philadelphia, PA The project consisted of the demolition of an existing three-story plus basement building. The first floor sat atop active Amtrak railroad tracks. All demolition activities that were adjacent to or above the tracks needed to meet strict Amtrak safety requirements. The demolition project scope also included the removal of an enclosed pedestrian bridge extending over Chestnut Street.

Philadelphia Family Court, Philadelphia, PA The new Philadelphia Family Court of the First Judicial District of Pennsylvania includes fifteen occupied floors above grade with a structural steel frame and unitized curtain wall system. There are also three subterranean parking levels of cast in place concrete, and one partial mechanical penthouse level. The total above grade area of the facility is approximately 509,000 SF.

30th Street Redevelopment Cira South Garage, Philadelphia, PA After the Annex site was demolished by Keating, in its place was constructed the Cira South Garage, an 11-story, 552,815 SF, 1,656-space precast structure with micropile foundations. The parking facility is located near Philadelphia’s 30th Street Station, and a significant portion of the garage footprint spans over two sets of AMTRAK railroad tracks. Part of the demolished Postal Annex building remained in place to provide a protective “cocoon” around the tracks. The mixed-use garage includes glass-enclosed stairways and elevators, significant street-level retail and office space, and also includes provisions for a future green roof.

Philadelphia Housing Authority, Lucien E. Blackwell Homes, Phases I & III, Philadelphia, PA Phase I of this project involved the design and construction of 80 rental units and 40 homeownership units, totaling approximately 167,081 SF of new construction. The project scope also included significant site demolition and asbestos abatement. Phase III consisted of the construction of 35 homeownership units, 50 rental units, and a management office, totaling approximately 110,000 SF of new construction.

30th Street Redevelopment Tenant Fit-Out, Philadelphia, PA Tenant improvements to the nearly 927,000 SF MPO in order to convert it into the the new regional campus of the Internal Revenue Service (IRS), housing roughly 5,000 employees. The first floor of the facility includes a full kitchen, servery and dining facility; a child day care facility, including interior spaces, kitchen and an exterior playground; an interior loading dock, multipurpose rooms and a credit union. The second floor includes training rooms, classrooms and a nurse’s station. All interior finishes, including flooring, ceilings, lighting, millwork and wall finishes were renovated or updated.

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John Rowland has 31 years of public administration estimating experience. He is adept at leading an estimating team of civil, structural, mechanical, electrical and architectural estimators. He is well versed in both traditional take-off and state-of-the-art BIM model software estimating tools. His philosophy is ‘no surprises’ and he remains an active participant in the design process and to provide the team with ongoing estimating trends. He has a deep public estimating portfolio in Philadelphia, This local portfolio provides him with excellent relationships with the local subcontracts and vendors that provide him with realtime market condition pricing.

John Rowland SENIOR ESTIMATOR

QUALIFICATIONS | EDUCATION › BS/Structural Design & CET/Pennsylvania State University



Forge Equipment Renovations, Philadelphia, PA Renovations to existing Spec FUEL plant in Philadelphia. Primary Shredders to be replaced in design-build Concept. New 800 amp service for shredders. (2) new shredders and (2) new conveyor belts. Reworked existing system to work with revised layout / added equipment.

30th Street Redevelopment Tenant Fit-Out, Philadelphia, PA Tenant improvements to the nearly 927,000 SF MPO in order to convert it into the the new regional campus of the Internal Revenue Service (IRS), housing roughly 5,000 employees. The first floor of the facility includes a full kitchen, servery and dining facility; a child day care facility, including interior spaces, kitchen and an exterior playground; an interior loading dock, multipurpose rooms and a credit union. The second floor includes training rooms, classrooms and a nurse’s station. All interior finishes, including flooring, ceilings, lighting, millwork and wall finishes were renovated or updated.

Philadelphia Family Court, Philadelphia, PA The new Philadelphia Family Court of the First Judicial District of Pennsylvania includes fifteen occupied floors above grade with a structural steel frame and unitized curtain wall system. There are also three subterranean parking levels of cast in place concrete, and one partial mechanical penthouse level. The total above grade area of the facility is approximately 509,000 SF.

Hospital of the University of Pennsylvania (HUP) Global Renovations and Additions, Philadelphia, PA Ten year master facilities renovation of the entire HUP campus. The project included extensive phasing and coordinating of construction of temporary swing spaces and department relocations. The scope included replacemnt of all MEP systems and a new helipad.

Additional Project Experience

University of Pennsylvania, Houston Hall and Perelman Quadrangle, Philadelphia, PA

Chestnut Street Tower, Philadelphia, PA

Temple Fox School of Business, Philadelphia, PA

Valley Creek Corporate Center, Exton, PA

University of Pennsylvania at FMC Tower, Philadelphia, PA

Chester County Hospital Parking Garage, Chester, PA

The Seaport Museum Addition and Renovation, Philadelphia, PA

Civic Square IV, Middlesex County Courthouse, New Brunswick, NJ

Federal Reserve Bank of Philadelphia, Philadelphia, PA

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e. Entity’s Statement of Readiness and Commitment of Resources.i. Provide a written statement confirming the persons identified in this RFP are available and will be committed to the project for the time period(s) referenced in the above Project Master Schedule and that the Resource Availability reported in item d. above will be committed to the project, as referenced in the Project Master Schedule and Work Plan.

Gilbane Building Company confirms that the proposed key personnel in this RFP are availabe and are committed to the Southport Vehicle Processing Center for the time referenced in the master schedule. The resource availability reported in d. above will also be committed to the project, as referenced in the master schedule and the work plan in Section 2-4.2.

f. Entity’s Statement regarding the entity’s policy as to Diversity in the Workplace, and the Employment of Veterans.

DIVERSITY IN THE WORKPLACEAlthough Gilbane is not a Diverse Supplier, we have a longstanding commitment and experience in supporting minority-owned, woman-owned, small and disabled firms. Many of our diverse supplier relationships date back more than 50 years.

Gilbane’s commitment to diversity is to create an inclusive work culture, environment, and business model that leverages the capabilities of our diverse employee population and vendor/trade contractor community and creates greater value for our employees, clients, and others. Gilbane’s culture has evolved to integrate diversity and inclusion efforts throughout our entire organization.

VETERANS’ EMPLOYMENT AT GILBANENew voices bring new ideas. Our success as a company is a result of our commitment to diversity and inclusion when recruiting and hiring new employees. Over the last three years, our hiring numbers for Veterans have been consistently at or above the annual benchmark for Corporate America, and today stand at twice the national average. But we know that is not enough. This year we are partnering with veterans’ groups Hiring Our Heroes and Victory Media to expand our nationwide initiative to help veterans, transitioning service members and military spouses find meaningful employment opportunities at Gilbane. Our goal is to be included on Victory Media’s 2017 list of Military Friendly Employers, which sets the standard for companies demonstrating positive employment outcomes for veterans and their families. We are also building meaningful relationships with Military Transition Offices and other veterans’ organizations to assist with the placement of veterans and their spouses.

g. Workman’s Compensation Rating for ‘15, ‘16, ‘17

Workman’s Compensation Rating

2017 0.612016 0472015 0.45

Please refer to the attached letter from Alliant Insurance Services, Inc. verifying these ratings Gilbane Building Company is one of the safest working construction companies in the country, and we intend to continue our track record on this project, further limiting PhilaPort’s risk exposure.

h. Entity’s Prior history of default of debarment on projects.

Gilbane Building Company has no suspensions or debarments on any of our past or current projects.



Alliant Insurance Services, Inc. 131 Oliver St. 4th floor Boston, MA 02110 Phone (617) 535-7200 Fax (617) 535-7205 www.alliantinsurance.com

July 14, 2016 Gilbane Building Company 7 Jackson Walkway Providence, RI 02903 RE: Gilbane Building Company Interstate Rating Modification History To Whom it May Concern: Please allow this note to serve as verification of Gilbane Building Company’s workers compensation experience modification history for the past 5 years:

Effective Date Interstate Rating 6/30/2016 0.47 6/30/2015 0.43 6/30/2014 0.52 6/30/2013 0.53 6/30/2012 0.46

Please contact us if you have any questions or concerns. Sincerely,

Christina Jaeger

Christina Jaeger Account Executive



2. Design – Architect(s) Qualification Form (3 sheets including organization chart plus 1 sheet per person)

Proposer shall provide clear and concise information that will demonstrate the following qualifications. Combine if Joint Venture, Partnership, or other legally combined entity.

a. Firm’s Experience on Design-Build projects greater than $25M.

i. Include date(s), location, owner, owner contact, project amount, and project description. Complete and/or incomplete projects may be submitted. Discuss status of project and if completed as originally scheduled.

Impressive Resorts | Punta Cana, Dominican RepublicProject included two new buildings, renovations/additions of multiple restaurants, spa, outdoor theater, and pools. After 60% construction documents were completed, DCM staffed two full-time architects to work alongside the contractor at the jobsite,and develop solutions in accordance with the budget based on actual existing conditions. As part of the full scope, DCM performed architecture, space planning, interior design, strategic master planning, food service design and engineering consulting, and budget assessments.

Owner: Antonio Martel BCLO Ocean Bav, B.V. / FIMAR +34 636 07 84 00 | [email protected]

Project Amounts: $30 MillionStart-Completion: May 2015 – December 2016

Rodino Vestibule & Building Renovation | Newark, NJDCM was the architect, engineer, and contractor for this award winning design-build project. As an occupied federal building, work had to be phased and coordinated with the numerous construction efforts occurring throughout the building.

Owner: Sebastian Asaro, Contracting Officer US General Services Administration, Region 2 646 398-0455 | [email protected]

Project Amounts: $12.3 MillionStart-Completion: October 2015– September 2017

Elizabeth Station Reconstruction | Elizabeth, NJNJ Transit recently selected Urban’s Design-Build team for the $50 million design and construction of a new two-story building and train platforms at Elizabeth’s NJ Transit Station. This fast-tracked project is expected to be an economic driver for the community.

Owner: Maggie Sotolongo, Sr. Contract Specialist NJ Transit 973.491.7546 | [email protected]

Project Amounts: $50 MillionStart-Completion: 2018 - Present

b. Firm’s Experience on Vehicle Processing Center projects.


New Worker Job Development Center | Camden, NJDCM repurposed two abandoned warehouses into a culinary arts school and an automobile technology-training center. The building program includes classrooms, workshops with teaching stations, student lounge, media center, storage and administrative space, as well as commercial spaces and a daycare, all built on a very limited budget. New energy recovery ventilators use the rejected heat from the food preparation equipment to preheat the incoming fresh air. As a vocational learning facility, there were complicated space needs and unique requirements for equipment/ furniture lay-out. DCM provided programming, feasibility studies, architecture, interior design, mechanical/electrical/plumbing/fire protection engineering, as well as construction administration for this project with complicated equipment needs. Owner: Wilbert Mitchel, Executive Director Respond, Inc. (856) 365-4400

Project Amounts: $30 MillionStart-Completion: May 2015 – December 2016



As the principal in charge for dozens of design-build projects, Eduardo Guzman has the ability to place design and construction professionals in a partnership with the entire team, facilitating conflict resolution, creative problem solving, and a “one in, all in” project approach. He brings breadth of expert knowledge, national and international, to the planning, design, and commissioning of high performance facilities for the educational, industrial, corporate, hospitality and government facilities. As an architect, his understanding of building envelope and exterior assemblies ensures that commissioning and engineering solutions are not viewed as isolated entities independent of other building systems.

With his executive leadership, Eduardo will be involved in overseeing contract obligations. He will bring valuable design-build expertise and necessary ‘know-how’ to carry out a successful project by balancing architectural design intents, budget, schedule, and end-user needs.

Eduardo Guzman, RA, LEED AP PRINCIPAL ARCHITECT

QUALIFICATIONS | EDUCATION › Master of Architecture and Urban Design/University of Colorado

› Professional Degree in Architecture/National University of Mexico

› 16 years with DCM


LICENSES | CERTIFICATIONS › Registered Architect in PA, NJ, NY, FL, Washington DC, MD, Mexico

AWARDS › ABC National Eagle Award in Construction, Rodino Building

› AIA - Philadelphia Chapter, Honor Award, Belfield Homes

› Minority Business Leader Award by Philadelphia Business Journal

› Small Business Entrepreneur of the Year by the US SBA

› American School & University. Outstanding Design, J. Walker Middle School

› Rodney Davis Design Award, AIA - Denver Chapter

MEMBERSHIPS › Urban Land Institute

› Hispanic Chamber of Commerce

› Caribbean Hotel & Tourism Association

New Worker Job Development Center, Camden, NJ Principal Architect for the 22,000 SF, $4.7 million renovation of existing warehouses into a vocational school/professional training center. The automotive technology training center consisted of classrooms, workshops with teaching stations, student lounge, media center, storage and administrative space. In addition, the NJWDC included a day care with six classrooms, a new rooftop playground and new classroom space, as well as a wood shop and space for lease.

Science and Resource Management Building, Grand Canyon, AZ Principal Architect of a new 8,800 SF, two-story office for the National Park Service, constructed as a design-build project. The $4 million building achieved LEED Platinum and received the 2014 USGBC Arizona Chapter Heavy Medals Award, and 2013 Coconino County Award of Excellence in Sustainable Design.

GSA Region 3 Maryland Design-Build/Design-Bid-Build IDIQ Principal in charge for over $7.5 million dollars of design-build and design-bid-build projects completed under this IDIQ contract in the Baltimore area. Task orders range from infrastructure upgrades to façade restoration, as well as office tenant fit-outs for numerous federal agencies. Projects typically had tight schedules due to tenant lease agreements.

Rodino Vestibule and Building Renovation, Newark, NJ Principal Architect and Contract Manager of a design-build multiple line item contract for a complex scope involving renovations and improvements at a 467,550 SF, occupied federal building. Scope included anti-terrorism/blast resistant construction, asbestos abatement, interior office fit-outs, advanced utility metering, ADA upgrades, and energy reduction improvements. The $12.3 million project received both an Eagle Construction Award and Design-Build Award by the Association Builders and Contractors on the national level.

Highland Park Middle School, Highland Park, NJ Project Architect for $13 million renovation and addition to existing, occupied 35,000 SF academic building. Scope included site improvements, new MEP+FP and security system, weatherization/ building envelope renovations, interior/ architectural alterations and space modernization. As the architect, he developed project requirements, project scope, specifications, led architectural and interior design, bidding assistance, client communications, and site inspections.

b. Individual Qualifications (4 person limit).

i. Describe project responsibilities, time with firm, experience with design build projects, and experience in Elevator projects, educational or technical training, , and any other information relevant to the evaluation of the individual.

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With nearly 30 years of experience, Andy Kraetzer serves as DCM’s director of architecture, providing oversight, quality control, and management of our design department. Andy is well-versed in navigating the permitting and zoning approval process as well as developing building programs, budgets, and construction schedules, particularly in Philadelphia, having worked in the city for 20 years. He is skilled in communicating with clients to help prioritize goals of a project, and to understand the design and construction process.

After joining DCM in fall of 2016, Andy quickly became emerged in the firm’s many design-build projects, where we serve as both the A/E of record and contractor, including the Rodino Vestibule and Building Renovation, which received the 2017 national DBIA Partnership Award with Associated Builders and Contractors recognizing efficiency in design build. Mr. Kraetzer has worked with members of the Urban Engineering team at the US Merchant Marine Academy in New York.

Andy Kraetzer, RA, LEED AP SENIOR ARCHITECT

QUALIFICATIONS | EDUCATION › Master of Architecture/ University of California

› Bachelor of Arts/Fine Arts/Middlebury College

› 1.5 years with DCM


LICENSES | CERTIFICATIONS › Registered Architect in Pennsylvania, New Jersey

› USGBC LEED AP

AWARDS › Merit Award for Design by AIA Pennsylvania and Award of Recognition by AIA Philadelphia for the Wallace Social Sciences Building (with BCJ)

› Merit Award for Design by AIA Pennsylvania for Dental School Building (with BCJ)


› American Institute of Architects

Maintenance Aircraft Office and Hangar, Trenton, NJ Senior Architect/Project Manager for a new 40,000 SF pre-fabricated metal building to provide maintenance on aircrafts at the Trenton Mercer Airport. The design also includes a 10,000 SF addition for offices and training rooms. An existing fuel farm will also be demolished and relocated to accommodate the program. Specific Role: Attended numerous board meetings for FAA approval, developed specifications, performed quality control reviews, managed production, staff, and deliverables. Construction Cost: $15 Million (In Bidding)

PA Department of General Services, 801 Market Street, 4th and 6th Floor Renovations, Philadelphia, PA Senior Architect for the design-build emergency renovations at the former Strawbridge’s Building. As the design-builder, DCM is managing the construction of various fit-outs and alterations for roughly 100,000 SF of space in an extremely short time-frame. Role: Developed the program, egress plans, life safety/code review to submit permit drawings for approval. Cost: $1.5 Million (In-construction)

Rodino Vestibule and Building Renovation, Newark, NJ Principal Architect of a design-build multiple line item contract for a complex scope involving renovations and improvements at a large, occupied federal building. Scope included anti-terrorism/blast resistant construction, asbestos abatement, interior office fit-outs, advanced utility metering, ADA upgrades, and energy reduction improvements. The project received both an Eagle Construction Award and Design-Build Award by the Association Builders and Contractors on the national level. Size: 467,550 SF | Cost: $12.3 Million (2017)

Esperanza Charter Middle School, Gym and Theater, Philadelphia, PA Senior Project Manager for the master planning and improvements at the Esperanza campus. Primarily involved in the design of the 100,000 SF middle school, which included a new 18,000 SF building for performing arts and physical education. The project also modifies the site circulation patterns to improve vehicular and pedestrian access. Size: 125,000 SF | Cost: $19 Million (2016)

Congresso de Latinos Unidos, “The Trujillo Center,” Philadelphia, PA Senior Project Manager for a new multipurpose bilingual educational building that aims to benefit the Latino community. It holds 27 classrooms, a computer lab, a science lab, a library and an art studio, and a music room – in addition to a state-of-the-art Instructional Media Center, a 300-seat ‘cafetorium’ with a small commercial kitchen and administrative offices for Congresso and Harcum College. Size: 63,000 SF | $16 Million (2011)

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As a technical specialist and project manager at DCM Architecture & Engineering since 2004, Dennis Bondoc has been responsible for the coordination of the production phase of many projects. His in-depth knowledge of the construction process allows him to be particularly effective on design-build projects. During his 30 years of professional experience, Mr. Bondoc has been greatly involved in the renovation of existing facilities, as well as new construction for correctional, educational, residential, commercial, healthcare and corporate projects. In the past, he has collaborated in designing airport facilities as well as large correctional facilities.

Using his knowledge of construction, Dennis will provide technical support developing details and propose solutions to resolve challenges in the field. He has worked with members of Urban Engineers for the Gettysburg Regional Airport Assessments and Rodino Vestibule and Building Renovation.

Dennis Bondoc TECHNICAL SPECIALIST

QUALIFICATIONS | EDUCATION › Bachelor of Architecture, City College of New York

› 13 years with DCM


LICENSES | CERTIFICATIONS › US Army Corps of Engineers, Construction Quality Management Certification

› OSHA – 10 Hour

› CPR/First-Aid Certified

AWARDS › Outstanding Design by American School & University, Augusta Pre-K School (with DCM)

› American School & University. Outstanding Design, J. Walker Middle School

› ABC National Eagle Award in Construction, Rodino Building


US Bankruptcy Court Space Consolidation, Newark, NJ Project Architect for the design-build renovations of two floors to release the unused tenant space on the 2nd floor and renovate the remaining 2nd floor space as well as the tenant’s space on the 3rd floor. Work includes space reconfiguration to separate the administrative and clerk functions. As an occupied space, the work requires two distinct phases, using the second floor as a “swing space.” All design was in accordance with GSA’s PBS P-100 and the US Courts Design Guidelines. Size: 11,800 SF | Cost: $825,000 (2018)

MLK Courtroom 3C Renovation, Newark, NJ Project Architect for the design-build renovation of a US district courtroom. Scope included selected demolition and new construction, refinishing of millwork, and modifications to the fire sprinkler, HVAC, lighting, CCTV, and fire and security alarm systems. Design was completed in accordance with the GSA and US Courts guidelines. Size: 2,025 SF | Cost: $360,000 (2017)

Respond, New Job Worker Development Center, Camden, NJ Technical Specialist and Designer for a vocational school/professional training center for a non-profit organization. The automotive technology training center consisted of classrooms, workshops with teaching stations, student lounge, media center, storage and administrative space. In addition, the NJWDC included a day care with six classrooms, a new rooftop playground and new classroom space, as well as a wood shop and space for lease. Size: 22,000 SF | Construction Cost: $4.7 Million (2009)

Nutley School District Improvements, Nutley, NJ Project Designer for additions, renovations, site and HVAC improvements at a high school, a middle school, and 5 elementary schools. Scope included weatherization and various capital improvements, HVAC and electrical system replacement, ADA upgrades, new gyms/multi-purpose rooms, elevators, and labs. Total Size: 450,000 SF | Total Cost: $62 Million (2008)

US Merchant Marine Academy, Rogers & Delano Hall Renovations, Kings Point, NY Owner’s Representative as Construction Manager for a major renovation and upgrade of an industrial kitchen/food service facility (dining hall) and a dormitory at the USMMA. The building systems were fully replaced, the site and building envelope upgraded (new windows, roof ) and interior lay-out completely modified. Total Size: 57,000 SF | Total Cost: $17.5 Million (2013)

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c. Firm’s Statement of Readiness and Commitment of Resources per the Project Master Schedule.

i. Provide a written statement confirming the person(s) identified in this RFP are available and will be committed to the project for the time period(s) referenced in the attached Project Master Schedule and that the Resource Availability reported in item d. above will be committed to the project, as referenced in the attached Project Master Schedule and Work Plan.

DCM Architecture & Engineering confirms that the person(s) identified in this proposal are available and will be committed to the project for the time period(s) referenced in the attached Project Master Schedule and that the Resource Availability reported in item d. above will be committed to the project, as referenced in the attached Project Master Schedule and Work Plan.

d. Firm’s Statement regarding the firm’s policy as to Diversity in the Workplace, and the Employment of Veterans.

DIVERSITY IN THE WORKPLACEDCM is a disadvantaged, minority (Hispanic-owned) company and an equal opportunity employer. Our firm does not discriminate against staff or applicants based on race, color, sex, pregnancy, age, creed or religion, national origin, ancestry, familial status, marital status, domestic partnership or civil union status, gender identity or expression, mental or physical disability, perceived disability, AIDS or HIV status, atypical hereditary cellular or blood trait, genetic information, veterans’ status or military affiliation or obligation for service, affection or sexual orientation, union affiliation, current employment status or other characteristics protected by applicable law. We succeed in employing a multi-cultural staff that offers the value-added service of being multi-lingual to suit the needs of range of international and local clients. We feel cultivating a team consisting of a variety of backgrounds and cultures offers different viewpoints and strategies in developing solutions. Our EEOC-1 form can provide documentation to our continued commitment as a diverse firm. DCM is also a recognized Patriotic Employer by the Office of Secretary Defense Employer of the Guard and Reserve.

e. Entity’s Prior history of default of debarment on projects.

DCM certifies that the firm has no history of default of debarment on projects.



3. Design – Site/Civil Engineer’s Qualification Form (suggest 2 sheets including organization chart plus 1 sheet per person)


a. Firm’s Experience on projects in excess of $25M.


SugarHouse Casino | Philadelphia, PAUrban was the lead civil, marine, and environmental engineer for Philadelphia’s first casino within city limits. Constructed on the site of the former Jack Frost Sugar Refinery along the Delaware River waterfront, the $500 million, 25,000-sf casino opened in 2010. It features 3,000 slots and various restaurants and bars.Owner: Tommy Rafter, Director of Facilities SugarHouse Casino 215.717.3802 | [email protected]

Project Amounts: $350 MillionStart-Completion: 2009 - 2011

Pennylvania Rapid Bridge Replacement | Statewide, PAThis major design-build project consists of replacing 560 bridges throughout the Commonwealth in a three-year timeframe. Tasks include checking bridge design submissions for compliance with PennDOT’s design standards, environmental permit requirements and constructability.

Owner: R. Wayne Willey, PE, Project Director PennDOT Central Office/Gannett Fleming 717.787.2838 | [email protected]


Jack D. Burke Research & Economic Development Center | Erie, PAThe Jack D. Burke Research and Economic Development Center (REDC) is the largest Penn State University building located outside of University Park. It houses both the Sam and Irene Black School of Business and the School of Engineering, making the campus one of the country’s first higher ed institutions to house its business and engineering schools under a single roof.Owner: Marcus Marsco, PE Pennsylvania State University 914.865.6197 | [email protected]

Project Amounts: $30 Million Start-Completion: 2005 - 2007

PHL Corporate Hangar and Taxiway | Philadelphia, PAProject included renovations to the existing corporate hangar located at the Philadelphia International Airport. Project consisted of 19,000 SF of hangar space and 4,000 SF of office space.

Owner: Thomas Daley, AIA Daroff Design215.287.5561 | [email protected]

Project Amounts: Proprietary Start-Completion: 2014 - 2016



b. Firm’s Experience on Vehicle Processing Center projects.


Ardmore Transit Center | Adrmore, PAUrban led architectural/engineering design services for development of a new Ardmore Transit Center. Ardmore Station is an important stop on SEPTA’s busiest regional rail line and offers four tracks. The Transit Center will feature new high-level platforms and other amenities to improve pedestrian access and movement and meet ADA requirements.

Owner: Alex Coll, AIA, Project Manager Rail Facilities - Capital Construction SEPTA215.580.8249 | [email protected]


NJTA Parkway South OPS-P3461 | Statewide, NJThe new, standardized maintenance facility provides for flexibility on existing sites, as well as the anticipated future needs of the NJTA. This two-story, standardized building includes a garage area with four bays (including one welding bay and one wash bay), administrative offices, locker/shower rooms, and workforce bunk rooms.Owner: Drew Markewicz, PE, Sr. Project Manager The RBA Group973.946.5600 | [email protected]

Project Amounts: $75 Million Start-Completion: 2013-Present

American Airlines GSE Facility at PHL | Philadelphia, PAThis building handles repairs and maintenance on 770 pieces of motorized equipment and 1,200 pieces of non-motorized equipment that service American Airlines’ approximately 800 daily departures and arrivals.

Owner Contact Information: Rhett Workman, Director Philadelphia & International Properties American Airlines (Formerly US Airways) 708.608.2526 | [email protected]


PES Crude Oil Unloading Facility | Philadelphia, PAThe Rail Unloading Facility 6th Track project was a fast-track expansion of the Philadelphia Energy Solution (PES) refinery’s capacity to receive crude by rail. This project significantly increased the refinery’s unloading capability and was constructed on a 24 hour, seven day per week basis while maintaining the refinery’s round the clock unloading operation.

Owner Contact Information: Vince Damiano, Senior Project Manager Philadelphia Energy Solutions 215.339.7421 | [email protected]




c. Individual Qualifications (4 person limit).

i. Describe project responsibilities, time with firm, experience with design build projects, and experience in elevator projects, educational or technical training, and any other information relevant to the evaluation of the individual.

Jeffrey Roken is a project manager skilled in all aspects of civil, facilities, highway, rail, transit, bridge and drainage design. He has prepared plans, engineering studies, technical reports and presentations for public officials and local residents. He is a licensed professional engineer and a member of several national engineering societies including the American Society of Highway Engineers, American Society of Civil Engineers and the Pennsylvania Society of Professional Engineers. He earned a bachelor’s degree in civil engineering from Pennsylvania State University. He is a board member of Upper Darby Township’s Environmental Advisory Commission and serves on the Board of Directors for the Delaware County Transportation Management Association, PenTrans and the Muckinipates Sewer Authority. He has overseen the design of several multi-million dollar public works projects.

Jeffrey Roken, PE PROJECT MANAGER/PRINCIPAL CIVIL ENGINEER

QUALIFICATIONS | EDUCATION › BS/Civil Engineering/Pennsylvania State University

› 13 years with Urban Engineers


LICENSES | CERTIFICATIONS › Professional Engineer PA, NJ, CT, NY, TX

MEMBERSHIPS › American Society of Civil Engineers

› American Society of Highway Engineers

› Pennsylvania Society of Professional Engineers

› Board Member Upper Darby Township Environmental Advisory Commission

› Board of Directors Muckinipates Sewer Authority

› Board of Directors Delaware County Transportation Management Association

Villanova Station Improvements Final Design, Radnor, PAProject Manager leading the design and construction of major improvements to a commuter rail station, including a new ADA-accessible pedestrian tunnel beneath four electrified tracks, new canopies, high level platforms, historic canopy renovations, interior station facility improvements and related parking, stormwater, lighting, landscaping, and signage work.

PennDOT Bureau of Office Services Eastern Facilities Open-End, Eastern PAProject Manager leading the design services for this open-end contract to provide bid packages for building construction in PennDOT’s eastern districts. Projects include new construction and renovation projects, electrical systems, plumbing systems, heating and cooling systems, ADA compliance, security and fire protection systems, environmental and hazardous material remediation, and other building-related types of projects.

Pennsylvania Rapid Bridge Replacement Project, Statewide PAProject Manager leading design reviews for this $900 million Design-Build project which consists of replacing 560 bridges throughout the Commonwealth in a three-year timeframe. Tasks include checking bridge design submissions for compliance with PennDOT’s design standards, environmental permit requirements and constructability.

All Aboard Florida Brightline Independent Engineering Review, Southern FLProject Manager performing independent physical and financial assessments of the ongoing construction progress and construction invoicing relative to the contractual budgets and schedules. Tasks included making monthly assessments by making site visits, examining construction progress at all project locations, reviewing and analyzing financial records and invoicing, and interviewing AAF management.

SR 222 & Long Lane Roundabout, Berks County, PAProject Manager leading final design services to PennDOT for this project in Kutztown, PA which consists of replacing the existing signalized intersection with a modern roundabout. In addition to providing enhanced mobility and improved safety at this intersection, the project’s design has to accommodate the access and parking needs of several business located at this intersection.

SR 4044, Section MG1, Montgomery County, PAProject Manager leading final design and construction services to PennDOT for this project which consists of realigning and reconstructing three miles of roadway and three intersections in Perkiomen Township. This project also requires securing environmental permits, acquiring right-of-way, and relocating a complex network of utilities.

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Michael Thomas is a multi-disciplinary professional engineer with experience in civil engineering design. Areas of specialization include stormwater management, erosion and sedimentation control, utility coordination and relocation, land development design and permitting, hydraulic and hydrologic studies and reports, construction administration, and contractor shop drawing review. Michael’s experience includes stormwater management, storm sewer conveyance design, utility coordination, erosion and sedimentation pollution/prevention control and design, hydrologic and hydraulic modeling, and sanitary sewer design. Michael is well-versed in federal, state, and local permitting processes.

Michael Thomas, PE CIVIL ENGINEER

QUALIFICATIONS | EDUCATION › BS/Civil Engineering/Villanova University



LICENSES | CERTIFICATIONS › Professional Engineer PA, NJ, CT, NY


› Engineers’ Club of Philadelphia

› National Society of Professional Engineers


SugarHouse Casino Development, Philadelphia, PAProvided site grading, combined sewer and regulator chamber design, and stormwater management design in compliance with city and PADEP regulations and design standards. The project involves redevelopment of a 242-acre vacant parcel of land along Philadelphia’s Delaware River waterfront for a Class 2 Casino License. The project consists of a new 3,000-car parking garage, a 30,000 SF slots facility, and a 1,800-LF continuous waterfront promenade accessible to the public.

SugarHouse Casino Expansion, Philadelphia, PAAs Civil Engineer/Project Manager, provided site/land development engineering design services for the SugarHouse Casino Phase 1A Expansion. The expansion includes additional gaming space, back of floor space, and a multi-story parking garage. In addition to the building expansion, the project includes the extensive site modifications to the northern half of the property including a revised parking layout, revised site amenities, and the relocation of the Sugarhouse Drive entrance on North Delaware Avenue. Responsibilities included, but were not limited to, site layout/grading; erosion and sedimentation control design; stormwater management design and calculations; design of Delaware Avenue improvements; ADA Ramp Design; Philadelphia Water Department (PWD) permitting; U.S. Army Corp of Engineers (USACE) permitting; PennDOT Highway Occupancy Permitting (HOP); Philadelphia Streets Department permitting; and National Pollution Discharge Elimination System (NPDES) permitting with the PA Department of Environmental Protection (PADEP).

Pennsylvania Emergency Management Agency Headquarters, Harrisburg, PAAs Civil Engineer, provided site/land development engineering services for the new Pennsylvania Emergency Management Agency Headquarters building. Site/land development responsibilities included site layout/grading; utility coordination and design; design of stormwater management systems in accordance with local municipal and DEP requirements; erosion and sedimentation control design and procurement of NPDES permits through PADEP; hydrologic modeling of existing stream systems and culvert design; preparation of zoning plans. Responsibilities also included local municipal Land Development, PA DEP, and DGS permitting.

Temple University Science, Education, and Research Center, Philadelphia, PAAs Civil Engineer, provided site/land development engineering services for the new 7-story academic lab and classroom space on Temple University’s Campus. Site/land development responsibilities included site layout/grading; utility coordination/relocation and service connections; assistance with zoning permits; design of stormwater management in accordance with Philadelphia Water Department and PADEP requirements; procuring environmental permits including NPDES and E&S permits; construction administration including responding to contractor requests for information; and lighting design. Mr. Thomas also represented the client and design team at milestone meetings.

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Angelo Waters manages, performs, and reviews projects involving National Environmental Policy Act (NEPA) compliance, environmental management systems, sustainability initiatives, Phase I/Phase II environmental site assessments, in-situ and risk-based remediation, asbestos investigations, and site development/stormwater management. He provides environmental services to transit and rail authorities, transportation agencies, private developers, and industries. Angelo has presented several environmental training courses on topics such as NEPA and state environmental quality reviews, hazardous material assessments, and stormwater management. He is a 2013 Philadelphia Business Journal “40 Under 40” honoree and was awarded the 2015 Environmental/Water Resource Engineer of the Year by the Philadelphia Section of American Society of Civil Engineers (ASCE).

Angelo Waters, PE, LEED AP ENVIRONMENTAL PERMITTING

QUALIFICATIONS | EDUCATION › BS/Environmental Engineering/Drexel University

› MS/Environmental Engineering/Drexel University



LICENSES | CERTIFICATIONS › Professional Engineer PA, NY, MD, DE, OH

› LEED AP

› OSHA 40 Hour Hazardous Waster Operations

› City of Philadelphia Asbestos Investigator PA

› Pennsylvania Asbestos Building Inspector PA

› EPA/AHERA Building Inspector


Environmental Document Review for P3 Rapid Bridge Replacement, Statewide PAProvided site grading, combined sewer and regulator chamber design, and stormwater management design in compliance with city and PADEP regulations and design standards. The project involves redevelopment of a 242-acre vacant parcel of land along Philadelphia’s Delaware River waterfront for a Class 2 Casino License. The project consists of a new 3,000-car parking garage, a 30,000 SF slots facility, and a 1,800-LF continuous waterfront promenade accessible to the public.

Environmental Permitting & Construction Oversight, Lardner’s Point Waterfront, Philadelphia, PAProvided environmental services in coordination with the park’s designer. Served as the environmental consultant for the Lardner’s Point Park project and the adjacent Kensington and Tacony Trail project from the preliminary planning stages in the early 2000s. Early involvement included Phase I and II Environmental Site Assessments, underground storage tank and brownfield remediation plans, and a risk assessment. In later stages, Mr. Waters provided permitting assistance to bring the Pennsylvania Department of Environmental Protection, United States Army Corps of Engineers, and Philadelphia Water Department on board with the project. Assisted in design for the park, which included creation of tidal wetlands along the shoreline, and meadow and woodland habitats in upland areas. Finally, Mr. Waters provided environmental oversight during the construction phase of the park.

Bakken Crude Unloading Project, Philadelphia, PAProvided civil engineering, stormwater management, and local permitting expertise to PES and the national design team. Coordinated with local and state agencies to expedite the permit process for this high priority regional mega project. Provided engineering services related to zoning, FEMA planning, foundation permits, NPDES, and Philadelphia Water Department stormwater management.

Remedial Investigation at the Packer Avenue Marine Terminal, Philadelphia, PADesigned and carried out a purging program at the site that would ultimately reduce free product levels in a contaminated well from 18 inches to two inches (90 percent reduction). Prior to program implementation, contaminants were predicted to reach the Delaware River at levels exceeding state standards. After two months of weekly purging events, updated modeling revealed that the contamination plume would not reach the river, therefore giving the PRPA an avenue towards site closure with PADEP.

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d. Firm’s Statement of Readiness and Commitment of Resources per the Project Master Schedule.

i. Provide a written statement confirming the person(s) identified in this RFP are available and will be committed to the project for the time period(s) referenced in the attached Project Master Schedule and that the Resource Availability reported in item d. above will be committed to the project, as referenced in the attached Project Master Schedule and Work Plan.

Urban Engineers, Inc. (Urban) is pleased to confirm the person(s) identified in this RFP are available and will be committed to the project for the time period(s) referenced in the attached Project Master Schedule and that the Resource Availability reported in item d. above will be committed to the project, as referenced in the attached Project Master Schedule and Work Plan.

e. Firm’s Statement regarding the firm’s policy as to Diversity in the Workplace, and the Employment of Veterans.

DIVERSITY IN THE WORKPLACEUrban values a diverse workforce. We believe that building a workforce through inclusion, acceptance, understanding, and respect of diverse cultures and backgrounds leads to the production of fresh ideas, personal and professional growth for our staff, and ultimately better projects and service to our clients. For our projects, this is a combination of utilizing our diverse Urban staff and coupling them with our minority, women owned, and disadvantaged businesses to offer our clients the best and brightest individuals and forward thinking staff.

We share PhilaPort’s goal to create opportunities for disadvantaged and minority-owned businesses. We have strong ties to the DBE community and have mentored and helped those DBE firms grow through our work with them.

Our record of achievement in engaging disadvantaged and minority-owned firms is excellent. We maintain a large database of qualified DBE firms and carefully evaluate the firms we use to confirm and promote their technical and administrative performance in terms of quality, timeliness, and budget adherence. Our DBE program aims to create a “level playing field” by which DBEs can compete fairly and participate in contracts and help remove barriers to participation. We promote non-discrimination on the basis of race, color, national origin, or sex in the award of contracts. We also assist in the development of DBE firms so that they will be able to successfully compete outside the DBE Program. We confirm that only those firms that comply with 49 CFR Part 26 eligibility standards participate as DBEs.

f. Entity’s Prior history of default of debarment on projects.

DEFAULTSAt no point within the past five years has Urban Engineers Inc. (Urban), nor any joint venture or partnership of which Urban was a part, defaulted or was deemed to be in noncompliance of any contractual obligations.

DISCLOSURE OF LITIGATIONFor the 5-year period preceding the date of this RFP, neither Urban, nor any officer, director, principal, or partner of the firm, has not had any judicial or administrative proceeding that is material to our business and financial capacity or to the subject matter of this RFP or that could interfere with our performance of the work requested by this RFP, including, but not limited to, any civil, criminal or bankruptcy litigation; any debarment or suspension proceeding; any criminal conviction or indictment; and any order or agreement with or issued by a court of local, state or federal agency.



4. Design – Geotechnical Engineer’s Qualification Form (suggest 2 sheets including organization chart plus 1 sheet per person)


g. Firm’s Experience on projects in excess of $10M.


SugarHouse Casino | Philadelphia, PAUrban was the lead civil, marine, environmental and geotechnical engineer for Philadelphia’s first casino within city limits. Constructed on the site of the former Jack Frost Sugar Refinery along the Delaware River waterfront, the $500 million, 25,000-sf casino opened in 2010. It features 3,000 slots and various restaurants and bars.Owner: Tommy Rafter, Director of Facilities SugarHouse Casino 215.717.3802 | [email protected]


NJTA Parkway South OPS-P3461 | Statewide, NJUrban was the geotechnical engineer for the NJTA project. The new, standardized maintenance facility provides for flexibility on existing sites, as well as the anticipated future needs of the NJTA. This two-story, standardized building includes a garage area with four bays (including one welding bay and one wash bay), administrative offices, locker/shower rooms, and workforce bunk rooms.Owner: Drew Markewicz, PE, Sr. Project Manager The RBA Group973.946.5600 | [email protected]


h. Firm’s Experience on Vehicle Processing Center projects.

ii. Include date(s), location, owner, owner contact, project amount, and project description. Complete and/or incomplete projects may be submitted. Discuss status of project and if completed as originally scheduled.

Lewiston Maintenance Facility | Lewiston, NYIn preparation for the reconstruction of Lewiston Plaza, the Niagara Falls Bridge Commission relocated the Lewiston Maintenance facility to a 21.8-acre parcel, across from its Administration building. As the prime consultant, Urban provided multitude of services for the new 23,000-SF maintenance facility.

Owner: John Mahar, Manager of Capital Projects Niagara Falls Bridge Commission 716.285.6322 x4133 | [email protected]

Project Amounts: $10 MillionStart-Completion: 2014



PHL Terminal F Expansion | Philadelphia, PAPhiladelphia International Airport (PHL) with American Airlines (formerly US Airways) embarked on a program to improve Terminal F which serves as the commuter and regional jet concourse for the airline in support of their hub services at PHL.

Owner: Michael P. Sheward, Principal The Sheward Partnership, LLC 215.751.9301 | [email protected]


American Airlines GSE Facility at PHL | Philadelphia, PAThis building handles repairs and maintenance on 770 pieces of motorized equipment and 1,200 pieces of non-motorized equipment that service American Airlines’ approximately 800 daily departures and arrivals.

Owner Contact Information: Rhett Workman, Director Philadelphia & International Properties American Airlines (Formerly US Airways) 708.608.2526 | [email protected]


PHL Corporate Hangar and Taxiway | Philadelphia, PAProject included renovations to the existing corporate hangar located at the Philadelphia International Airport. Project consisted of 19,000 SF of hangar space and 4,000 SF of office space.

Owner: Thomas Daley, AIA Daroff Design215.287.5561 | [email protected]

Project Amounts: Proprietary Start-Completion: 2014 - 2016

EMTA Joint Operations Facility | Erie, PAUrban Engineers (Urban) provided structural, civil, environmental, traffic, and geotechnical engineering services for the design of a new, more modern, sustainable Joint Operations Facility for the Erie Metropolitan Transit Authority (The e).

Owner: Dave Renner, Director of Facilities Erie Metro Transit Authority 814.453.6255 | [email protected]




i. Individual Qualifications (4 person limit).

ii. Describe project responsibilities, time with firm, experience with design build projects, and experience in elevator projects, educational or technical training, and any other information relevant to the evaluation of the individual.

David Machmer has broad experience in design, construction, and forensic phases of a wide range of geotechnical and civil engineering projects. His work has involved developing, coordinating, and supervising test boring, test pit, and laboratory programs; analyzing and evaluating subsurface conditions; and estimating footing, pile, and drilled pier capacities and settlements. Other tasks have included estimating lateral earth pressures; analyzing cut and filled slope stability and embankment construction; and developing engineering recommendations and construction considerations from a geotechnical engineering viewpoint for design and construction of structures and facilities.

David Machmer, PE

GEOTECHNICAL ENGINEER

QUALIFICATIONS | EDUCATION › MS/Geotechnical Engineering/SUNY Buffalo

› BS/Civil Engineering/SUNY Buffalo



LICENSES | CERTIFICATIONS › Professional Engineer PA, NJ, NY, OH, WV

› CSI Construction Documents Technologist

MEMBERSHIPS › Construction Specifications Institute, President, Erie-Northwestern PA Chapter

› American Society of Civil Engineers, Board of Directors, Northwestern PA Branch

› American Society of Highway Engineers

Terminal F Expansion, Philadelphia International Airport, Philadelphia, PA The project included a new baggage claim building, and additions to the baggage handling buildings, hub, and concourses. His work involved coordinating and overseeing test boring and laboratory testing, performing engineering evaluation, and developing foundation design recommendations. Due to soft and compressible subsurface conditions, recommendations were provided for support of the proposed construction on deep foundations. Mr. Machmer evaluated supporting the structures on the underlying competent soils using timber piles, steel piles, and auger-cast piles.

Hardner Medical Office Building and Parking Ramp, Erie, PAThe proposed construction included a five-story medical office building and a seven-level parking ramp located in a former residential area of Erie. Mr. Machmer developed a test boring and laboratory testing program, and oversaw the test boring and laboratory work. Mr. Machmer evaluated supporting the structures on the underlying bedrock by means of machine drilled concrete piers (caissons). Design parameters and recommendations were determined for caisson capacity, lateral earth pressures, and support of floor slabs on-grade.

Corporate Hangars and Taxiway, Philadelphia International Airport, Philadelphia, PAWorked on geotechnical engineering analysis and developed design recommendations for five, single-story hangar buildings and the associated aprons and taxiways. Geotechnical recommendations included preloading the pavement and building areas to reduce post-construction settlement of the compressible subsoils under the design loads, in addition to supporting the hangar structures on competent soils below the soft soils by means of piles.

American Airlines GSE Maintenance Facility, Philadelphia, PACoordinated laboratory testing and prepared geotechnical engineering recommendations for the 325 feet x 136 feet ground equipment maintenance facility at Philadelphia International Airport. Due to soft and compressible subsurface conditions, recommendations were provided for support of the proposed construction on deep foundations.

Presque Isle Downs, Summit Township, PAConstruction of the proposed horse race track, clubhouse, and related facilities required upwards of 25 feet of filling, and significant settlements were estimated to occur in the underlying compressible clayey soils under the loads from the proposed filling and structures. Designed preloading schemes for portions of the site to reduce post-construction settlements and support the structures on spread footings. For a fast-tracked construction schedule, recommendations were also provided for support of the clubhouse building on piles to allow construction of the clubhouse before the preloading settlements occur. Mr. Machmer determined allowable pile capacities for support of the clubhouse, which included pile down drag loads from settlement of the embankment fill.

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j. Firm’s Statement of Readiness and Commitment of Resources per the Project Master Schedule.

ii. Provide a written statement confirming the person(s) identified in this RFP are available and will be committed to the project for the time period(s) referenced in the attached Project Master Schedule and that the Resource Availability reported in item d. above will be committed to the project, as referenced in the attached Project Master Schedule and Work Plan.


k. Firm’s Statement regarding the firm’s policy as to Diversity in the Workplace, and the Employment of Veterans.




l. Entity’s Prior history of default of debarment on projects.





5. Design – Structural Engineer’s Qualification Form (suggest 2 sheets including organization chart plus 1 sheet per person)


m. Firm’s Experience on projects in excess of $10M.


Jack D. Burke Research & Economic Development Center | Erie, PAThe Jack D. Burke Research and Economic Development Center (REDC) is the largest Penn State University building located outside of University Park. It houses both the Sam and Irene Black School of Business and the School of Engineering, making the campus one of the country’s first higher ed institutions to house its business and engineering schools under a single roof.Owner: Marcus Marsco, PE Pennsylvania State University 914.865.6197 | [email protected]


American Airlines GSE Facility at PHL | Philadelphia, PAThis building handles repairs and maintenance on 770 pieces of motorized equipment and 1,200 pieces of non-motorized equipment that service American Airlines’ approximately 800 daily departures and arrivals.Owner: Rhett Workman, Director Philadelphia & International Properties American Airlines (Formerly US Airways) 8500 Essington Avenue, Terminal B, 3rd FloorPhiladelphia, PA, 19153

Project Amounts: P$22 Million Start-Completion: 2007 - 2009

Washington Terminal Yard | Washington, D.C.Amtrak’s Washington Terminal Yard (WTY) is the primary running maintenance location for the Northeast Corridor (NEC) fleet of electric locomotive and Amfleet coaches. Urban is leading and managing this large and complex project.

Owner: Thomas Carboni, PE, Sr. Program Manager Amtrak, Major Capital Construction 215.349.2516 | [email protected]

Project Amounts: $100 MillionStart-Completion: 2016 - Present

Norfolk Southern Conway Rail Yard | Conway, PAUrban Engineers (Urban) was responsible for design, permitting, and construction management of a three-track, 15-position locomotive repair shop with drop table, two wash facilities, and a welfare/office facility.

Owner: Ronnie Bass, Program Manager Norfolk Southern Corporation 404.529.1749 | [email protected]

Project Amounts: ProprietaryStart-Completion: 2008 - 2011



n. Firm’s Experience on Vehicle Processing Center projects.

iii. Include date(s), location, owner, owner contact, project amount, and project description. Complete and/or incomplete projects may be submitted. Discuss status of project and if completed as originally scheduled.



EMTA Joint Operations Facility | Erie, PAUrban Engineers (Urban) provided structural, civil, environmental, traffic, and geotechnical engineering services for the design of a new, more modern, sustainable Joint Operations Facility for the Erie Metropolitan Transit Authority (The e).

Owner: Dave Renner, Director of Facilities Erie Metro Transit Authority 814.453.6255 | [email protected]


Lewiston Maintenance Facility | Lewiston, NYIn preparation for the reconstruction of Lewiston Plaza, the Niagara Falls Bridge Commission relocated the Lewiston Maintenance facility across from its Administration building. As the prime consultant, Urban provided a multitude of services for the new 23,000-SF maintenance facility.








o. Individual Qualifications (4 person limit).

iii. Describe project responsibilities, time with firm, experience with design build projects, and experience in elevator projects, educational or technical training, and any other information relevant to the evaluation of the individual.

Thomas Srodin has an extensive and diverse structural design, and construction support services background. To date, his design experience includes work in the nuclear power industry, bridge industry, structural steel shop fabrication industry, commercial multi-level building industry, industrial building industry, communication industry, and the ultra custom residential building industry. For the 12 years prior to joining Urban, Thomas successfully ran his own business as a Professional Engineer in Private Practice (PEPP) providing design services as a freelance structural engineering consultant. As a PEPP, Thomas honed his skills as a project manager, frequently working with other design professionals to collaborate, coordinate, develop, and refine a project design to progress it to completion for construction purposes. Thomas is a Level 1 and 2 certified Staad structural design software user, a certified Level 1 Staad instructor, and is also a certified user of Risa 3D structural design software.

Thomas Srodin, PE, LEED AP PRINCIPAL STRUCTURAL ENGINEER

QUALIFICATIONS | EDUCATION › BS/Civil Engineering/New Jersey Institute of Technology

› CAD Certificate/Bergen County Community College



LICENSES | CERTIFICATIONS › Professional Engineer PA, NJ

› LEED AP

MEMBERSHIPS › National Society of Professional Engineers

› American Society of Civil Engineers

› Steel Framing Alliance

› American Concrete Institute

› American Welding Society

› American Wood Council

› International Code Council

› American Railway Engineering and Maintenance-of Way Association

› Delaware Valley Association of Structural Engineers

› Engineers Club of Philadelphia

› US Green Building Council

› Delaware Valley Green Building Council

› National Civil Engineering Honor Society

› National Leadership Honor Society

Washington Terminal Yard HSR Locomotive Shop Expansion and Support Facility Buildings, Washington, D.C.Senior Engineer responsible for the development and review of design calculations and construction documents associated with the locomotive shop expansion to accommodate Amtrak’s acquisition of Tier III, HSRl train sets. Responsibilities included site visits to observe and document existing shop conditions and to meet with shop personnel regarding shop processes. Responsibilities also included the review of calculations and preliminary structural design drawings for associated with 15% and 30% project document submissions. Design effort also included coordination with architectural, mechanical/electrical/plumbing and overhead catenary structure subconsultants. Design issues accommodated the clients need for train set undercarriage access via service pit and gage pit access, coach floor access, coach roof access and pantograph and roof top HVAC equipment access as well as parts storage and the handling of service and process equipment.

Moorman Yard, Locomotive Shop Expansion Phase III, Bellevue, OHSenior Engineer responsible for the design of the locomotive shop expansion, the outbound wash and service facility and the triage track gage pits and future triage track pre-engineered building enclosure. Responsibilities included the review of substructure design calculations for all three buildings including caisson foundations, isolated spread footings, grade beams and mat slab gage pit construction as well as the review of superstructure design calculations for the locomotive shop expansion service platforms and the outbound wash and service facility wash platforms. Mr. Srodin also reviewed construction document drawings, specifications and coordination with architectural and MEP subconsultants.

Chicago 47th Street Yard, Locomotive Rapid Repair Facility, Chicago, ILSenior Engineer responsible for the review of structural calculations and structural construction documents for the design of the pre-engineered building foundation, service pit area foundations and the drop table pit foundations. Design responsibilities also included the review of structural calculations for the service area platforms and support framing for the davit type fall protection system; as well as presiding over project status meetings and coordinating with the various disciplines of the project design team. Post design, Mr. Srodin handled bid support associated with responding to contractor driven RFIs and the issuance of bid addenda. He also reviewed project submittals and responded to RFIs and change orders and the coordinated and revised construction documents with regard to vendor supplied equipment.

Harrisburg Yard, Main Line Fueling Pipe Bridge, Harrisburg, PASenior Engineer responsible for the review of calculations and preliminary construction documents associated with the general layout of the proposed facility. Coordination with pre-engineered bridge fabricator.

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David Steele has extensive experience in the coordination of projects from early planning stages through final design. As a division director for Urban, he leads the structural engineering for facilities and building systems, corporate-wide. His award-winning projects focus on a client’s particular needs while remaining sensitive to the architect’s vision. David is an effective leader and uses his strong management skills to direct diverse teams of talented and dedicated individuals. His expertise includes: new and existing construction, value engineering, historic and adaptive reuse, constructability, code evaluations and existing condition studies.

David Steele, PE, LEED AP STRUCTURAL ENGINEER

QUALIFICATIONS | EDUCATION › BS/Civil Engineering/University of Delaware



LICENSES | CERTIFICATIONS › Professional Engineer PA, NJ, NY

› LEED Accredited Professional

MEMBERSHIPS › NCEES Council

Facilities Improvement Program, Garden State Parkway South, Statewide, NJMr. Steele is the structural engineer of record for four new and two renovated maintenance facilities at four different sites. Each facility includes 2-4 drive thru maintenance bays, drive thru wash bays, weld and shop spaces for the maintenance of the Authorities fleet. Each building has a two story administration and support space that includes offices, conference rooms, crisis management space, locker & bunk rooms and kitchen space.

EMTA Joint Operations and Maintenance Facility, Erie, PAMr. Steele is the project manager and structural task leader for a 150,000 SF bus storage gacility and a 70,000 SF bus maintenance facility.

American Airlines GSE, Philadelphia, PAMr. Steele was the lead structural engineer for this new 56,000 SF LEED® Silver maintenance facility for the ground service vehicles (shuttle buses, aircraft tractors, fuel tankers, etc) on the airfield.

J. Burke Research and Economic Development Center, Erie, PAThis 150,000 SF signature building for Penn State University-Behrend College includes a dramatic atrium space with architecturally exposed steel and is crossed by multiple upper level pedestrian bridges. Containing 28 research and teaching labs, office space and classroom space, a full vibration analysis was part of the design for this steel frame structure.

Walden Avenue Maintenance Facility, Buffalo, NYMr. Steele is the Engineer of Record for an extensive addition and modernization project at an existing 1960’s facility located in Buffalo, NY. The project features two new buildings with a new wash bay and truck storage, upgrades and improvements to the existing truck maintenance facility, an office addition creating a new “face” to the complex, as well as the upgrade and rehabilitation of three storage buildings.

General Engineering Contract for SEPTA, Southeastern PAMr. Steele is the structural engineering lead for an open-end contract that includes both design and review services. Work includes: Ryers Station improvements; conceptual design for Villanova Station; construction phase services for Wayne Junction Station improvements.

Huntley Generating Station, #67 and #68 Retrofit, Tonawanda, NYMr. Steele was the Engineer of Record for the existing building renovations at a mid-1900’s coal fired power plant. With a total construction cost in excess of $100 million, this retrofit relocated the major lateral load systems of the 150’ tall building, as well as increased existing column loads in excess of 100kips. The work included the review and redesign of all the major structural systems and extended to the capacity of individual bolted connections.

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p. Firm’s Statement of Readiness and Commitment of Resources per the Project Master Schedule.

iii. Provide a written statement confirming the person(s) identified in this RFP are available and will be committed to the project for the time period(s) referenced in the attached Project Master Schedule and that the Resource Availability reported in item d. above will be committed to the project, as referenced in the attached Project Master Schedule and Work Plan.


q. Firm’s Statement regarding the firm’s policy as to Diversity in the Workplace, and the Employment of Veterans.




r. Entity’s Prior history of default of debarment on projects.





6. Design – MEP Design Qualification Form (suggest 2 sheets including organization chart plus 1 sheet per person)

Proposer shall provide clear and concise information that will demonstrate the following qualifications. Combine if Joint Venture, Partnership, or other legally combined entity. MEP designer cannot be an affiliated company/firm in any way related to future MEP subcontract bidders. See Section 1-5.

s. Firm’s Experience on Design-Build projects greater than $25M.


SugarHouse Casino | Philadelphia, PAUrban was the lead civil, marine, and environmental engineer for Philadelphia’s first casino within city limits. Constructed on the site of the former Jack Frost Sugar Refinery along the Delaware River waterfront, the $500 million, 25,000-sf casino opened in 2010. It features 3,000 slots and various restaurants and bars.Owner: Tommy Rafter, Director of Facilities SugarHouse Casino 215.717.3802 | [email protected]


Jack D. Burke Research & Economic Development Center | Erie, PAThe Jack D. Burke Research and Economic Development Center (REDC) is the largest Penn State University building located outside of University Park. It houses both the Sam and Irene Black School of Business and the School of Engineering, making the camnortolus one of the country’s first higher ed institutions to house its business and engineering schools under a single roof.Owner: Marcus Marsco, PE Pennsylvania State University 914.865.6197 | [email protected]


t. Firm’s Experience on Vehicle Processing Center projects.

iv. Include date(s), location, owner, owner contact, project amount, and project description. Complete and/or incomplete projects may be submitted. Discuss status of project and if completed as originally scheduled.

Saratoga Bus Maintenance Facility | Syracuse, NYThis new facility will serve as CDTA’s satellite bus garage with administrative offices, dispatch and driver areas, maintenance bays, a fuel dispensing station, a bus wash unit, and an indoor bus storage area for a 50-bus fleet.Owner: Mark J. Wos, Director of FacilitiesCapital District Transportation 518.437.8300 | [email protected]

Project Amounts: $18.5 MillionStart-Completion: 2012 - 2014

Norfolk Southern Conway Rail Yard | Conway, PAUrban Engineers (Urban) was responsible for design, permitting, and construction management of a three-track, 15-position locomotive repair shop with drop table, two wash facilities, and a welfare/office facility.

Owner: Ronnie Bass, Program Manager Norfolk Southern Corporation 404.529.1749 | [email protected]

Project Amounts: ProprietaryStart-Completion: 2008 - 2011





American Airlines GSE Facility at PHL | Philadelphia, PAThis building handles repairs and maintenance on 770 pieces of motorized equipment and 1,200 pieces of non-motorized equipment that service American Airlines’ approximately 800 daily departures and arrivals.Owner: Rhett Workman, Director Philadelphia & International Properties American Airlines (Formerly US Airways) 8500 Essington Avenue, Terminal B, 3rd FloorPhiladelphia, PA, 19153

Project Amounts: P$22 Million Start-Completion: 2007 - 2009

Lewiston Maintenance Facility | Lewiston, NYIn preparation for the reconstruction of Lewiston Plaza, the Niagara Falls Bridge Commission relocated the Lewiston Maintenance facility across from its Administration building. As the prime consultant, Urban provided a multitude of services for the new 23,000-SF maintenance facility.








u. Individual Qualifications (4 person limit).

iv. Describe project responsibilities, time with firm, experience with design build projects, and experience in elevator projects, educational or technical training, , and any other information relevant to the evaluation of the individual.

Jim Bilella is General Manager of Facility Design, managing all mechanical, electrical, and plumbing (MEP) engineering services, as well as fire protection and IT systems design. He is skilled in the management of multidiscipline projects. His background includes design, system and equipment selection, project field administration, specification writing, feasibility and conditions reports. Major projects include public and private educational institutions, museums, performing arts centers, housing development, financial and corporate centers, shopping malls, hotels, and transportation related facilities.

Jim Bilella, PE PRINCIPAL MEP ENGINEER

QUALIFICATIONS | EDUCATION › BS/Electrical Engineering/Drexel University

› OSHA 40-Hour Hazardous Waste Operations/Response Training

› Fiber Optic Design, Installation & Maintenance Certificate



LICENSES | CERTIFICATIONS › Professional Engineer PA, NJ, NY, AL, CT, DE, DC, GA, ME, MD, MA, MI, MO, OH, TX, VA, WV, NH, CO, VT, FL, RI, IL, NE, CA, TN

MEMBERSHIPS › Institute of Electrical and Electronic Engineers

› Illuminating Engineering Society of North America

› Society of American Military Engineers

› National Council of Engineering

American Airlines GSE Facility, Philadelphia, PAMEP Task Leader for this new $18 million, 56,000 SF maintenance facility for ground service vehicles for US Airways. The project included a training room, break room, lavatories, paint booths, loading docks, parts storage area, and fluid and waste transfer systems. Provided oversight and design for mechanical, plumbing, fire protection, security and communications systems, and electrical engineering design for the facility. Coordinated between various building systems, as well as structural and architectural design for the facility. Provided electrical engineering design for lighting within the facility as well as the apron on parking lots. This building achieved LEED® Silver Certification.

Philadelphia International Airport, Terminals D and E, Philadelphia, PAMEP Project Manager for the renovations to Terminal D and E located at the Philadelphia International Airport. Project included modifications to existing air distribution systems, hydronic distributions systems, domestic water systems, underground sanitary systems and fire-suppression systems.

The University of Pennsylvania, Richards Medical Research Laboratories, Philadelphia, PA Project Manager/Senior Electrical Engineer for the historical 50,000 SF restoration and renovation to this iconic 1950s Louis Kahn-designed building declared a National Historic Landmark. This building is targeted for LEED Silver certification. This project was phased to replace the existing incoming service 13.2kV primary, 480/277V secondary unit substations in kind, while maintaining the entire facility’s operation. The existing main-tie-main configuration of two 1,000kVA unit substations was replaced with two new 1,000kVA unit substations, along with new feeders to existing and new panels and equipment, and the replacement of two 600A Motor Control Centers with a 1200A, 480/277V switchboard.

NYC School Construction Authority, MEP Open End Contract, New York, NY MEP Principal for the $3 million, three-year, MEP task order open end assignment with the NYC School Construction Authority. Projects to include mechanical and electrical system upgrades and replacements (including boiler replacements, emergency generation systems, electrical and lighting upgrades, etc.).

› School Lighting Conversion, Various Locations, New York, NY

› School Public Address and Fire Alarm Systems Replacement, Brooklyn, NY

› Auditorium Renovation and Audio Visual Upgrades, Brooklyn, NY

NYC School Construction Authority, JHS 157 Dance Studio, Queens, NY MEP Principal for the upgrades to the electrical power, lighting, plumbing and fire protection systems as a subconsultant to Lothrop Associates, LLP under their architectural open end contract.

NYC School Construction Authority, PS 65 Library Renovation, Lothrop Associates, LLP, Brooklyn, NY MEP Principal for the upgrades to the electrical power, lighting, plumbing and fire protection systems as a subconsultant to Lothrop Associates, LLP under their architectural open end contract.

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Mitchell Weiss has more than 20 years of experience with design, planning, and coordination of plumbing and fire protection projects for institutional, commercial, and transportation facilities. Responsibilities include selecting equipment; laying out systems; developing component and system specifications; and providing commissioning, start-up, and troubleshooting services.

Mitchell Weiss, PE, LEED AP PLUMBING AND FIRE PROTECTION ENGINEER

QUALIFICATIONS | EDUCATION › BS/Civil Engineering/SUNY Buffalo

› Certificate/Plumbing Design/ New York University

› Certificate/Fire Protection/New York University



LICENSES | CERTIFICATIONS › Professional Engineer PA, NJ, NY, MD, TX, DE

› LEED AP

Lewiston Maintenance Facility Expansion, Lewiston, NYPlumbing/Fire Protection Engineer for the new maintenance facility to be located on the 21.8 acre vacant parcel of land. The new facility includes offices, locker rooms, mechanics garage, materials storage, salt storage and vehicle storage. The approximate 21,000 SF maintenance facility will serve as the main hub for Lewiston Plaza maintenance activities, as well as for staff training and meeting purposes.

PennDOT Open End Contract, Facilities Renovation and Construction Projects, Philadelphia, PAPlumbing/Fire Protection Engineer for design and construction administration services for various PennDOT facilities renovations including maintenance buildings, salt sheds, storage buildings, personnel staging buildings, and garages at various sites throughout Pennsylvania. Services include mechanical, electrical, plumbing, fire protection, civil, and structural engineering.

Garden State Parkway South Maintenance Facility Rehabilitation, Statewide, NJPlumbing/Fire Protection Engineer for the new, $75 million, multi-use maintenance buildings, renovated maintenance buildings, administration buildings, shops, as well as salt and material storage facilities for five (5) NJTA facilities maintenance districts servicing the Garden State Parkway South. Design consisted of MEP/FP systems and structural, electrical site work, lighting/power, emergency generators, communications systems and new services for electrical, water, sanitary, and natural gas.

Replacement of Maintenance Building at Turnpike District 8 Yard, Secaucus, NJ Lead Plumbing/Fire Protection Engineer for the design of a 20,664 SF motor vehicle repair facility owned and operated by the NJTA. Project included design of a four-bay repair garage with adjoining parts room, offices, bunk rooms, restrooms, truck wash bay, and locker rooms. Responsible for the completion of the plumbing and fire protection design. Reviewed shop drawings and attended construction meeting with the contractor.

Bladensburg Bus Division T05 Maintenance Facility, Washington, DCLead Plumbing/Fire Protection Engineer for this project, which included the renovation of the toilet rooms in the driver lounge areas and the management office areas. The project also included new toilet rooms, a lunch room, and sewage ejectors in the basement. The existing sprinkler system in the basement is being modified to match the new space programming requirements of the basement. Tasks included surveying the existing conditions, selecting plumbing fixtures, and performing sizing calculations for both plumbing and sprinkler piping.

Wilmington Maintenance Facility, Paint Shop Modifications, Wilmington, DEPlumbing Engineer for modifications to the paint shop in the Wilmington Maintenance Facility. Services include mechanical, electrical, plumbing, and structural engineering design services.

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Jason Babel is experienced in the design of electrical power distribution facilities and lighting for commercial buildings, educational institutions, retail, housing, museums, and transportation-related facilities. He is also experienced in performing building energy code checks, using ComCheck software, and has conducted field surveys and electrical inspections.

Jason Babel ELECTRICAL ENGINEER

American Airlines GSE Facility, Philadelphia, PAElectrical Designer for this new $18 million, 56,000 SF maintenance facility for ground service vehicles for US Airways. The project included a training room, break room, lavatories, paint booths, loading docks, parts storage area, and fluid and waste transfer systems. Provided oversight and design for mechanical, plumbing, fire protection, security and communications systems, and electrical engineering design for the facility. Coordinated between various building systems, as well as structural and architectural design for the facility. Provided electrical engineering design for lighting within the facility as well as the apron on parking lots. This building achieved LEED® Silver Certification.

Ardmore Transit Center, Ardmore, PAElectrical Designer for the new $43 million transportation center, servicing Amtrak and SEPTA train lines and a bus station. MEP design involves the new 11,000 SF, three-story station building, including retail and commercial space, passenger ticket and waiting areas, a 220,000 SF parking garage accommodating 375+ cars, and a new 7,000 SF township public safety building.

Garden State Parkway South Maintenance Facility Rehabilitation, Statewide, NJElectrical Designer for the new, $75 million, multi-use maintenance buildings, renovated maintenance buildings, administration buildings, shops, as well as salt and material storage facilities for five NJTA facilities maintenance districts servicing the Garden State Parkway South. Design consisted of MEP/FP systems and structural, electrical site work, lighting/power, emergency generators, communications systems and new services for electrical, water, sanitary, and natural gas.

PennDOT Open End Contract, Facilities Renovation and Construction Projects, Philadelphia, PAElectrical Designer for design and construction administration services for various PennDOT facilities renovations including maintenance buildings, salt sheds, storage buildings, personnel staging buildings, and garages at various sites throughout Pennsylvania. Services include mechanical, electrical, plumbing, fire protection, civil, and structural engineering.

Lewiston Maintenance Facility Expansion, Lewiston, NYElectrical Designer for the new maintenance facility to be located on the 21.8 acre vacant parcel of land. The new facility includes offices, locker rooms, mechanics garage, materials storage, salt storage and vehicle storage. The approximate 21,000 SF maintenance facility serves as the main hub for Lewiston Plaza maintenance activities, as well as for staff training and meeting purposes.

Saratoga Bus Maintenance Facility, Saratoga Springs, NYElectrical Designer for the design of a new 72,700 SF bus maintenance facility. This project includes a satellite bus garage with administrative offices, dispatch and driver areas, maintenance bays, a fuel dispensing station, a bus wash unit and an indoor bus storage area for a 50 bus fleet. This design of this new facility will be LEED® Certified.

QUALIFICATIONS | EDUCATION › BS/Electrical Engineernig/Drexel University

› Certificate/Fire Protection/New York University



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David Parmiter is an engineering professional with extensive experience in managing the development of mechanical, electrical, plumbing, and fire protection system designs with architects, facility directors, developers, and contractors. His duties include the preparation of master plan studies for college campuses, engineering design of high-rise buildings, hospitals, laboratories, correctional institutions, transportation facilities, educational, industrial, commercial and residential projects, as well as developing engineering solutions for historic restorations.

David Parmiter, PE MEP ENGINEER

QUALIFICATIONS | EDUCATION › BS/Architectural Engineering/Pennsylvania State University



LICENSES | CERTIFICATIONS › Professional Engineer PA, NJ, DE, MD, CT, NY, MA, TX, VA, DC, CA

MEMBERSHIPS › American Society Heating, Refrigeration & Air Conditioning Engineers

› National Society of Professional Engineers


› Delaware Valley Green Building Council

Lewiston Maintenance Facility Expansion, Lewiston, NYSenior Mechanical Engineer for the new maintenance facility to be located on the 21.8 acre vacant parcel of land. The new facility includes offices, locker rooms, mechanics garage, materials storage, salt storage and vehicle storage. The approximate 21,000 SF maintenance facility serves as the main hub for Lewiston Plaza maintenance activities, as well as for staff training and meeting purposes.

Garden State Parkway South Maintenance Facility Rehabilitation, Statewide, NJ Senior Mechanical Engineer for the new, $75 million, multi-use maintenance buildings, renovated maintenance buildings, administration buildings, shops, as well as salt and material storage facilities for five (5) NJTA facilities maintenance districts servicing the Garden State Parkway South. Design consisted of MEP/FP systems and structural, electrical site work, lighting/power, emergency generators, communications systems and new services for electrical, water, sanitary, and natural gas.

The University of Pennsylvania, Richards Medical Research Laboratories, Philadelphia, PA Senior Mechanical Engineer for the historic 50,000 SF restoration and renovation to this iconic 1950’s Louis Kahn-designed building declared a National Historic Landmark. The building is targeted for LEED® Silver certification.

Philadelphia International Airport, Terminals D and E, Philadelphia, PA Mechanical Engineer for the renovations to Terminal D and E located at the Philadelphia International Airport. Project included modifications to existing air distribution systems, hydronic distributions systems, domestic water systems, underground sanitary systems, and fire-suppression systems.

Ardmore Transit Center, Ardmore, PA Senior Mechanical Engineer for the new $43 million transportation center, servicing Amtrak and SEPTA train lines and a bus station. MEP design involves the new 11,000 SF, three-story station building, including retail and commercial space, passenger ticket and waiting areas, a 220,000 SF parking garage accommodating 375+ cars, and a new 7,000 SF township public safety building. Project included a 10,000 SF, five story atrium with active smoke control, anthrax sensing HVAC systems, automated global system setpoint adjustments to curtail energy consumption through limiting electrical demand, and thermal energy recovery from both exhaust air and steam condensate systems. The design achieved LEED® BD+C certified Gold for new construction.

American Airlines GSE Facility, Philadelphia International Airport, Philadelphia, PA Senior Mechanical Engineer for this new 56,000 SF maintenance facility for ground service vehicles for US Airways. The project included a training room, break room, lavatories, paint booths, loading docks, parts storage area, and fluid and waste transfer systems. Provided oversight and design for mechanical, plumbing, fire protection, security and communications systems, and electrical engineering design for the facility. Coordinated between various building systems, as well as structural and architectural design for the facility. Provided electrical engineering design for lighting within the facility as well as the apron on parking lots. This building achieved LEED® Silver Certification.

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v. Firm’s Statement of Readiness and Commitment of Resources per the Project Master Schedule.

iv. Provide a written statement confirming the person(s) identified in this RFP are available and will be committed to the project for the time period(s) referenced in the attached Project Master Schedule and that the Resource Availability reported in item d. above will be committed to the project, as referenced in the attached Project Master Schedule and Work Plan.


DIVERSITY IN THE WORKPLACEw. Firm’s Statement regarding the firm’s policy as to Diversity in the Workplace, and the Employment of Veterans.

Urban values a diverse workforce. We believe that building a workforce through inclusion, acceptance, understanding, and respect of diverse cultures and backgrounds leads to the production of fresh ideas, personal and professional growth for our staff, and ultimately better projects and service to our clients. For our projects, this is a combination of utilizing our diverse Urban staff and coupling them with our minority, women owned, and disadvantaged businesses to offer our clients the best and brightest individuals and forward thinking staff.



x. Entity’s Prior history of default of debarment on projects.





5. Construction - General Construction Entity Qualification Form (DBC or Subcontractor) (suggest 3 sheets including organization chart plus 1 sheet per person)


Please refer to question 1. Design Build Contractor Qualification Form at the beginning of Section 4 for Construction - General Construction Entity Qualification Form a.-g. In addition to being the DBC for the project, Gilbane Building Company will also serve as the general contractor, further limiting PhilaPort’s risk exposure.

h. Entity’s Prior history of default of debarment on projects.

Gilbane Building Company has no suspensions or debarments on any of our past or current projects.

APPENDIX AProposal Signature Page

PhilaPort Project No.

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APPENDIX A

PROPOSAL SIGNATURE PAGE


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Proposal Signature Proposer’s Representations and Authorizations. Proposer by signing on the

signature page and submitting its proposal understands, represents, acknowledges and certifies that:

a. All information provided by, and representations made by, the Proposer in the proposalare material and important and will be relied upon by the Proposal EvaluationCommittee in reviewing the Proposal and by PhilaPort in awarding the contract. Anymisrepresentation of a material fact or omission of material fact by the entity submittingthe proposal shall be treated as fraudulent concealment from the Commonwealth of thetrue facts relating to the submission of the proposal. If the misrepresentation and/oromission of material fact is discovered during the review of the proposal, the proposalwill be automatically disqualified. Discovery of the misrepresentation and/or omissionof material fact after contract award constitutes grounds for defaulting the contractorand may lead to debarment procedures being instituted against the contractor. Amisrepresentation shall be punishable under 18 Pa. C.S. § 4904.

b. Proposer acknowledges that they have received, read and understood all Addendaissued for the Project.

c. The price and amount of this proposal have been arrived at independently and withoutconsultation, communication or agreement with any other Proposer or potentialProposer.

d. Neither the price nor the amount of the proposal, and neither the approximate price northe approximate amount of this proposal, have been disclosed to any other firm orperson who is a Proposer or potential Proposer, and they will not be disclosed on orbefore the proposal submission deadline specified in the Notice to Proposers and theCalendar of Events.

e. No attempt has been made or will be made to induce any firm or person to refrain fromsubmitting a proposal on this contract, or to submit a proposal higher than this proposal,or to submit any intentionally high or noncompetitive proposal or other form ofcomplementary proposal.

f. The proposal is made in good faith and not pursuant to any agreement or discussionwith, or inducement from, any firm or person to submit a complementary or othernoncompetitive proposal.

g. To the best knowledge of the person signing the proposal for the Proposer, theProposer, its affiliates, subsidiaries, officers, directors, and employees are not currentlyunder investigation by any local, state or federal governmental agency and have not inthe last four (4) years been convicted or found liable for any act prohibited by State orFederal law in any jurisdiction, involving conspiracy or collusion with respect tobidding or proposing on any public contract, except as disclosed by the Proposer in itsproposal.

h. To the best of knowledge of the person signing the proposal for the Proposer and exceptas otherwise disclosed by the Proposer in its proposal, the Proposer has no outstanding,

APPENDIX BNon-Collusion Affidavit


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APPENDIX B

Non-Collusion Affidavit

INSTRUCTIONS FOR NONCOLLUSION AFFIDAVIT

1. This Noncollusion Affidavit is material to any contract awarded pursuant to this proposal. According to §4507 of the Commonwealth Procurement Code, 62 Pa.C.S. §4507, governmental agencies may require Noncollusion Affidavits to be submitted with proposals.

2. This Noncollusion Affidavit must be executed by the member, officer, or

employee of the Proposer who makes the final decision on prices and the amount quoted in the proposal.

3. Bid rigging and other efforts to restrain competition, and the making of false

sworn statements in connection with the submission of proposals are unlawful and may be subject to criminal prosecution. The person who signs the affidavit should examine it carefully before signing and assure himself or herself that each statement is true and accurate, making diligent inquiry, as necessary, of all other persons employed by or associated with the Proposer with responsibilities for the preparation, approval or submission of the proposal.

4. In the case of a proposal submitted by a joint venture, each party to the venture

must be identified in the proposal documents and an affidavit must be submitted separately on behalf of each party to the joint venture.

5. The term “complementary proposal” as used in the affidavit has the meaning

commonly associated with that term in the proposal process, and includes the knowing submission of proposals higher than the proposal of another firm, any intentionally high or noncompetitive proposal, and any other form of proposal submitted for the purpose of giving a false appearance of competition.

6. Failure to submit a Noncollusion affidavit with the Proposal in compliance with

these instructions may result in disqualification of the proposal.

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