LVCC SOQ Phase 3

LasVegasConvent i on Cent erDi s t r i ct Pr oposedPhaseThr eeRenovat i on Febr uar y2019

February 11, 2019 Cordell Corporation (NV), LLC 101 Convention Center Drive, Suite 1001 Las Vegas, Nevada 89109 RE:

Architect of Record Services Las Vegas Convention Center District Phase Three - Renovation RFQ # 19-4561

Dear Members of the Selection Committee: On behalf of the Fentress Architects and Ed Vance & Associates, we are honored to have been shortlisted for the Request for Proposal for AOR Services for the Las Vegas Convention Center District Phase Three Renovation.

Our proposal follows Section 3 of the RFP and is divided by tabs into the three required parts:

 Part I - Approach  Part II - Organization  Part III - Certification Fentress Architects are convention center renovation experts. Over the past 25 years, we have $4.1 billion in renovations to existing convention centers. All have remained operational during construction. Fentress has completed 330 public projects on time and on budget. We have associated with other architects on 105 projects and look forward to working as the AOR with the Design Consultant TVS to complete the vision established in Phase II for a holistic design for the entire LVCC. Fentress and Ed Vance & Associates are currently collaborating on the World Market Center Las Vegas Exposition Center, now under construction. Michael Winters, Ed Vance, Kelly Dunn, and Matthew Burns are providing AOR and Design Architect services on the project.

This team takes pride in an ability to meet aggressive schedules on large, complex buildings. The team has completed over $50 billion in Construction Manager at Risk (CMR) delivery. This team is known for their emphasis on construction management and quality control with relentless attention to detail and open collaborative communication.

We fully support the LVCVA approach to include SBE, MWVBE into the Design Team for the Phase III Renovation to the Las Vegas Convention Center. Because we specialize in governmental projects, we are very familiar with soliciting, engaging, and fostering relationships with emerging businesses. Our team has achieved 15 percent SBE and 4.5 percent MWVBE participation.

Thank you for your consideration of our proposal. We look forward to collaborating with on this exciting project. Should you have any questions, please contact Michael Winters at 303.478.5767 or winters@fentressarchitects.com.

Respectfully submitted, Fentress Architects

Ed Vance & Associates

Michael O. Winters, FAIA Principal/Point of Contact

Edward A. Vance, FAIA Principal

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Denver CO 80203

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Letter Table of Contents I

Approach Renovations of Similar Size and Complexity Budget and Schedule Compliance Integration of AOR Services with Design Consultant Collaboration with a Construction Manager Professional Services, Phases, and Durations

II

Organization Proposed Staff Organization and Project Management Approach MBE/WBE/VBE Inclusion (Attachment 1) Attachment 2

III

CertiďŹ cate of Information (Attachment 3)

I

Approach

Fentress Architects are convention center renovation experts. Fentress has completed over $4 billion of convention center renovations over the last 30 years while remaining operational during construction.

Projects completed by EV&A have provided unique visitor experiences and competitiveness for clients.

Our CM/GC experience is extensive having completed over 70 projects valued at $9.5 billion. The World Market Center Exposition Center is being completed under a CM/GC contract.

Fentress | EV&A have a reputation for leadership, dependability, and performance. The key personnel

CONVENTION CENTERS

$4.3B

that we have submitted have a wealth of experience in convention centers and hospitality projects.

Fentress has provided architectural services that included an association with architects on more than 100 projects and 77 architects. We have been working with EV&A on the World Market Center Exposition Center for the past year to bring a tested team to the LVCC. The Fentress | EV&A team bring LVCC the experience, team, and approach to complete the Phase III Renovation on time and under budget.

PUBLIC PROJECTS

330 PROJECTS ON TIME / ON BUDGET

$34.2B ASSOCIATIONS WITH ARCHITECTS

CM/GC PROJECTS

77ARCHITECTS 105 PROJECTS

70+ PROJECTS $9.5B LVCCD PHASE THREE - RENOVATION

14.1M SF

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a.

CONVENTION CENTERS

$4.3 B

Briefly describe your knowledge of and approach to renovating facilities of similar size and complexity as the Project. Provide approach to minimize business operations during renovation.

Fentress Architects is a convention center renovation expert. Over the past 25 years 13 million square feet have been renovations to existing centers.

We have kept all of them completely operational during the expansion and renovation process. We have become experts at developing phasing strategies that minimize impacts to scheduled events and will keep the Las Vegas Convention Center (LVCC) open and operational during the construction upgrades.

Construction Phasing options require careful consideration of the following: 1.

Calculations to determine which phasing approach would provide the required number and size of meeting rooms to accommodate events taking place during construction

2. Exiting capacity and travel distance 3. Building structural framing 4. Building enclosure 5. Locations of system head end units for fire alarm, fire protection, security, communications, building automation, public address, and main and emergency power In coordination with the Construction Manager and major subcontractors, the above criteria will be carefully incorporated into the construction schedule to provide an efficient construction sequence with minimum impact on operations.

Miami Beach Convention Center Renovation

6 | FENTRESS ARCHITECTS I ED VANCE & ASSOCIATES

Dialog with the AHJ is critical to foster a common understanding of the building’s level of completion and life safety systems status for every show during construction. The Fentress | EV&A Team has relationships with the Authorities Having Jurisdiction (AHJ) for Clark County.

Below is a list of project challengesfor convention center we have mitigated and documented through the design and construction process.

1.

Fentress Architects designed Colorado Convention Center Phase II over the existing operational light rail line with only a single weekend interruption in light rail service.

2. Miami Beach Convention Center held 45 events during a complete renovation without disruption to event patrons.

Miami Beach Convention Center

3. Miami Beach Convention Center held three full building events during construction with the largest attendance ever.

4. At the Palm Springs Convention Center, Fentress Architects completely reoriented the main public entry of the buildings while it remained open and operational.

5. Colorado Convention Center Phase III, Fentress designed an addition to be constructed above an operational exhibit hall.

Fentress Architects brings to this project a tried and tested team with an exceptional history of convention center project renovation experience. All key team members have worked on convention center projects together for many years. IMichael Winters and John Kudrycki have worked together on all Fentress convention center projects over the past 25 years.

Colorado Convention Center

Palm Springs Convention Center

Our designers have years of experience dealing with the complex problems inherent in reconfiguring existing convention centers without disrupting operations. We fully understand the unique problems presented and are the best in the industry at solving them with out-of-the box solutions and valueadded revenue-producing ideas. Fentress’ first convention center design was hailed by former Chrysler Corporation Chairman Lee Iacocca as a facility that “blew my mind! Our people say it’s the best they’ve ever been in.”

He was speaking in and about the Colorado Convention Center Phase I. We embrace the ability to meet with LVCC users, TVS, Cordell, and others to collaboratively solve problems. We have used this process successfully in the past. In fact, after a meeting with users of the Colorado Convention Center, we identified user preferences for room sizes, divisibility, and building technology needs. We vetted these ideas with our client and incorporated them into the design. This type of input provides user-specific insights which will keep the center marketable and user friendly, greatly enhancing the success of this project.

Virtually all our convention center renovations have involved developing phasing plans to keep a center operational during construction.

LVCCD PHASE THREE - RENOVATION

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With LVCC and Construction Manager’s assistance, we can devise a phasing plan that helps mitigate the effects of on-site construction during these shows and any others the LVCC identifies from a phasing standpoint.

EV&A was the Associate Architect for the LVCC South Hall Expansion and Renovation in 2008. Fentress and EV&A have been working together for the past year at the World Market Center Expo in Las Vegas and have developed a strong team relationship.

Pasadena Convention Center

Project Manager John Kudrycki and Assistant Project Manager Kelly Dunn are experts in construction and in developing options. We have developed solutions in our specifications that specifically address noise issues, communication protocol, and even identify floating no work days when the contractors will not be able to work specific areas of the site, in order to accommodate user needs.

Once a phasing plan is conceptualized, we will provide LVCC, Cordell, and TVS with a 3D digital animation showing how construction sequencing will take place. We will define the timeline for events during the animation, so that the phasing is logical and within the project schedule. This tool is paramount in providing an understanding of the construction sequence for LVCC, Cordell, the construction manager, subcontractors, and Authorities Having Jurisdiction.

Georgia World Congress Center

Santa Fe Convention Center

We understand that the LVCC books events years in advance and that keeping commitments to clients is crucial in maintaining client relationships and future bookings. Our extensive experience in designing major additions and renovations to functioning convention center spaces provides us with numerous strategies to complete the work without disrupting ongoing events and activities. Fentress will work closely with convention center management to plan and design all phases of the project minimizing disruptions to ongoing events. Our strategy includes:  Understanding the current facility operations  Facility maintenance issues—understand and document as-built conditions with respect to utility infrastructure  Facility operation issues—Move-in and move-out procedures and locations, work hours, etc.  Visitor experience—entrance points, parking, pedestrian access, visibility, public safety  Incorporate understanding into design  Minimize impacts to existing structures by utilizing independent new structures as additions  Explore design solutions to minimize impacts such as drilled pile foundations in lieu of driven piles to reduce noise and vibration  Incorporate event schedule into overall project schedule

8 | FENTRESS ARCHITECTS I ED VANCE & ASSOCIATES

Broward County Convention Center

 Include move-in, move-out, show dates, halls, and spaces utilized  Identify events with noise and/or vibration concerns  Evaluate construction shut-downs during critical shows  Design specifically to the construction phases to minimize interruptions.

This includes considering overall phasing in the layout of spaces down to the specific details showing the connection of the old and new buildings to minimize disruption when opening the new building areas to the existing ones.  Meet weekly with operations and events staff during construction to fine tune construction activities to the evolving needs of the event planners  Build additional no construction work days into the schedule for unexpected event demands Case studies for Miami Beach Convention Center Expansion and Las Vegas Convention Center South Hall Renovation and Expansion are provided as examples of our in-depth knowledge and experience in the renovation of facilities of similar size and complexity and how we minimized business operations disruption during renovation.

Miami Beach Convention Center

LVCCD PHASE THREE - RENOVATION

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CASE STUDY #1 - SIMILAR SIZE RENOVATION

Miami Beach Convention Center Renovation Fentress Architects was selected from a ďŹ eld of national convention center architects for the design of the Miami Beach Convention Center Renovation and Expansion and District Redevelopment. Part of a collaboration to redevelop the Miami Beach Convention Center and the surrounding properties, the plan envisioned new and renovated space for the existing convention center, while incorporating surrounding historic properties as part of the new convention center campus.

In the new plan for the Miami Beach Convention Center, views, climate, and cultural atmosphere are integrated into the 1.4-million-square-foot transformation from old to new.

In order to compete among the best convention centers, domestically and globally, the plan involved the analysis of the current technology being used in order to make recommendations that will enhance and maintain Miami’s status. The technological transformation will included a Distributed Antenna System for cell phones; expanded Wi-Fi throughout the entire facility; digital read boards for meeting rooms, ballrooms, and exhibit halls; and new digital exterior signage.

10 | FENTRESS ARCHITECTS I ED VANCE & ASSOCIATES

Lobby Before Renovation

Front Entrance Before Renovation

Lobby After Renovation

Front Entrance After Renovation

The Miami Beach Convention Center Renovation reconfigured existing exhibit halls to provide ultimate flexibility and continuous space. Upon completion, the convention center will have an unidentifiable transition between the new spaces and the old spaces, creating a seamless visitor experience.

 Complete new security system  New fire alarm and fire suppression systems Because of the extent of this renovation, Fentress Architects worked intensely with the City of Miami Beach and the Construction Manager to develop multiple options for the phasing of the project.

The project will create 502,000 square feet of exhibition space, 150,000 square feet of meeting space, a 1,500-square-foot business center, and a new 60,000-square-foot ballroom.

An integral part of the phasing plan was the accommodation of the 45 events that were scheduled during the construction phase.

Miami Beach Convention Center Renovation was a complete 1.4-million-square-foot renovation with the following scope:

Determining the sequence and duration of the construction phases was imperative to break the construction schedule into mini milestones that must be accomplished for each event.

   

Addition of the west lobby prefunction New building enclosure All new interior finishes Complete new mechanical, electrical, and plumbing system  Complete new communication system including hard wire fiber optic and copper cabling network and a10 Gigabit WIFI

The Convention Center hosted the full building show “Art Basel”—an international modern art show—three times during construction.

Close coordination with the Miami Beach Building and Fire Departments and life safety subcontractors was critical to ensure that the building areas were safe for occupancy.

LVCCD PHASE THREE - RENOVATION

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Phasing Plans Phasing Plan - Level 1 (January - December 2018)

Phasing Plan - Level 2

12 | FENTRESS ARCHITECTS I ED VANCE & ASSOCIATES

Phasing Plan - Level 1 (Art Basel - 2016)

Phasing Plan - Level 2 (Closure Period - December 2016 - April 30, 2017 - NO SHOWS)

LVCCD PHASE THREE - RENOVATION

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Floor Plan Level 1 East Lobby  New Exterior Enclosure  100 Percent New Finishes  All New Systems

New Ballroom Lobby

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504,000 sf Renovated Exhibit Halls  New Slab  New Floor Boxes  New Utilities  New MEP  New Catwalks  New Air xxx  New Security  New Communication System

North Loading Docks New Enclosed Loading Docks

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South Loading Docks  Reconfigure Docks

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2 New Jr. Ballrooms  Subdividable Meeting Rooms FENTRESS ARCHITECTS I ED VANCE & ASSOCIATES

New Grand Lobby  New Exterior Enclosure  2-Story Space

New Entry Drive and Drop LVCCD PHASE THREE - RENOVATION

Floor Plan Level 2 2 New Parking Helixes to

Renovate Existing Meeting Rooms

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New Meeting Rooms FENTRESS ARCHITECTS I ED VANCE & ASSOCIATES

Grand Lobby  New Vertical Circulation  New Second Level Prefunction

LVCCD PHASE THREE - RENOVATION

LVCCD PHASE THREE - RENOVATION

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“We now have a convention center that has a sense of place. Now, you definitely know you’re in Miami Beach.”

Bill Talbert President/CEO Greater Miami Convention & Visitors Bureau

16 | FENTRESS ARCHITECTS I ED VANCE & ASSOCIATES

LVCCD PHASE THREE - RENOVATION

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CASE STUDY #1 - SIMILAR SIZE RENOVATION

Las Vegas Convention Center South Hall Renovation and Expansion EV&A was a member of the 2008 project team for the expansion and renovation of the Las Vegas Convention Center and served as the executive architect for the South Hall Meeting Rooms and South Hall Renovations as well as the interface with the Grand Concourse or North/South Connector. The entire project teamâ&#x20AC;&#x2122;s responsibilities included full architectural design services, including preparation of a building program and master plan, architectural and interior design, and structural engineering for the $890 million enhancement project. Complete services encompassed 3.8 million SF of space and were focused on enhancing the existing facility throughout, expansion of meeting facilities, site improvements, sustainable design and an improved user experience.

There were four major space types comprising the interior of the convention facility: the grand lobby (connector), concourses, meeting rooms and ancillary spaces. The grand lobby linked the main entrance, taxi drop-off, monorail connector, pedestrian bridge and all the major concourses in the facility. It was to serve as both a collector and distribution center for people arriving at the convention center.

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The projects general sequencing was as follows: 1. South Hall Meeting Rooms 2. Section One of the Grand Concourse 3. Renovation the Existing Concourse 4. Section Two of the Grand Concourse

There were three major classifications of finish types for the convention center, and a required common denominator among all of them is durability and maintainability. The areas accessible to event attendees were to appropriately reinforce the industry standards for commonly held expectations in the industry regarding quality service delivery, business climate and hospitality.

5. West Hall Meeting Rooms 6. Enhancements to the Existing North, Central and South Halls Concourses, exhibit halls and meeting rooms were clustered together and assigned a color and a letter.

These colors are deployed throughout the finish palette to zone the building and reinforce passive wayfinding.

These colors also serve as accents to the primarily neutral color palette. The walls, ceilings and floors are varied in shape, modulation, articulation, surface and color.

LVCCD PHASE THREE - RENOVATION

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20 | FENTRESS ARCHITECTS I ED VANCE & ASSOCIATES

LVCCD PHASE THREE - RENOVATION

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b.

PUBLIC PROJECTS

Schedule and Cost Control

330 PROJECTS ON TIME / ON BUDGET

$34.2B

Proposed Construction Sequence

A

January 2021 thru June 2021

Construction Cost Control

Proposed Construction Sequence A

Proposed Construction Sequence

July 2021 thru March 2022

As design progresses, and at the close of each project phase, the Project Manager will evaluate the project to ensure adherence to the cost model.

Our Quality Assurance program minimizes the possibility of conďŹ&#x201A;icts within the documents, avoiding costly changes during construction. The best method to control change orders is to ensure delivery of high-quality construction documents. Extra effort in this phase results in fewer addenda, clariďŹ cation requests, and change orders.

The success of any project can be measured by whether the clientâ&#x20AC;&#x2122;s goals are met. The program, budget, schedule, and client expectations must be satisďŹ ed. The team of consultants assembled for the LVCC Phase III Renovation was selected for its ability to satisfy these expectations.

Fentress Architects has developed management tools that ensure schedules and budgets are realistically developed and met. A variety of management tools are employed to monitor and control the progress of servicesâ&#x20AC;&#x201D;from simple bar charts to the complex network of sequencing and critical activity diagrams. Our experience has been that no single management tool is appropriate for all projects. Each client or project presents unique scheduling and budget requirements, and we will tailor our management techniques to meet LVCC needs and produce the highest quality.

Schedule control can be achieved through organized programs and experience working with a variety of projects, each with unique requirements.

A dedicated professional staff must fully comprehend the importance of time constraints. Systems like our Project Management and Quality Assurance programs provide the framework to gather input and disseminate information to all team members and effectively solve problems as they arise. A detailed Project Schedule will be established as part of the schematic design startup, which sets completion dates per task and project milestones. This schedule will be addressed at each team meeting to verify compliance.

Provide a description of methods the Respondent will employ to deliver the project within the clientâ&#x20AC;&#x2122;s budget and schedule. Provide examples of previous experience(s) to illustrate your approach as deemed appropriate.

B

The Project Controls Team will be headed by John Kudrycki, Kelly Dunn, and Matthew Burns. The Cost Control Team will work with the CM and the LVCC Team to establish accurate cost parameters, set budgets, and then monitor and manage them to assure on-budget delivery. John, Kelly, and Mathew are thoroughly familiar with various cost estimating systems.

Cost control begins with a comprehensive understanding of the scope of work. The design team will lead the effort to develop or validate a program for the scope of work. A Basis of Design Document will be created by the design team in conjunction with the LVCC, Cordell, TVS, and the building operators to fully describe each building system and set the level of quality for each.

Proposed Construction Sequence B

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This document, along with a concept design package, will be the basis for the initial construction cost model. The CMâ&#x20AC;&#x2122;s estimators will use these documents to price the work. The design team will then participate in a scope meeting with the CM for each of the building disciplines to further deďŹ ne the scope and validate the CMs line item budget.

If design-assist subcontractors are involved, their input into design options and project costs is imperative. Given the uncertain construction market, the ability to lock in a price and capacity for any number of disciplines is a major advantage. On Miami Beach Convention Center, the Design Team and the Design-Assist Mechanical Subcontractor were able to provide a savings of $44,000 in initial cost, higher energy efficiency, and the reduction of six weeks of on-site labor by providing the owner with new cooling towers rather than reconditioned cooling towers.

For construction costs to be controlled, the Design Team must focus on the needs of the project as established by the ďŹ nalized Basis of Design and keep these needs in the â&#x20AC;&#x153;crosshairs.â&#x20AC;? This is done by a complete understanding of the program and constant monitoring and feedback between the Construction Manager and the Design Team. This is best achieved by having a member of the CM team in the Design Teamâ&#x20AC;&#x2122;s office to participate in the design process. The process is ďŹ ne-tuned to follow the path of schedule and cost control as close as possible.

Proposed Construction Sequence

April 2022 thru November 2022

Proposed Construction Sequence C

C

At the appropriate point in the project, the Construction Manager will develop an Initial Guaranteed Maximum Price (IGMP). This cost is based on the latest set of design drawings and the ďŹ nalized Basis of Design Document.

The Design Team will attend scoping meetings to validate building system assumptions and line item budgets. Because the design is still incomplete and to accommodate known and unknown project risks, there must be contingencies included in the IGMP to offset these risks.

Our Project Controls Team is uniquely qualiďŹ ed to assist the LVCC team in developing and implementing cost management strategies, bringing quality and value to the process. In the tight construction marketplace, and with the competition for resources, and a fast-paced demanding schedule, management of costs and accurate conceptual estimating will be critical to the success of the project in assuring all goals are met. The Team has exceptional experience in working with CM/GCs and estimating consultants on large, technically complex projects in developing accurate estimates and implementation of cost controls on extremely fast-paced projects. Clear, effective communication and coordination with the CM and LVCC will assure accurate estimating, and greatly assist in the cost control management. The Project Controls Team will work to ensure that planning and construction costs stay within budget.

Cost estimates by the team will be performed in conjunction with the CM, and outside cost consulting, if required, for conďŹ rmation of assumptions.

We propose that the team generate a minimum of four estimates during the design phase with cost tracking exercises bridging the following milestone estimates:

Proposed Construction Sequence D

ď&#x201A;§ ď&#x201A;§ ď&#x201A;§ ď&#x201A;§

Program/Concept Schematic Initial Guaranteed Maximum Price Final Guaranteed Maximum Price LVCCD PHASE THREE - RENOVATION

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Starting with program estimating, and developing to a more detailed, systemspecific cost estimate, the effort culminates in a detailed Final Guaranteed Maximum Price. The Final Guaranteed Maximum Price is used for initial construction purposes (bid reviews), reconciled with the actual bids being generated for cost control purposes after commencement of construction.

This final model will be utilized to monitor and manage costs through the construction period. As early bid packages are released during the fasttrack process, the costs associated with the work are rolled into the cost model by the CM in a constant update process.

At each phase, the Project Controls Team and the CM will be reconciled with the cost model with the Owner’s budget. Before commencement to the next level of documentation begins, a clear understanding of the relationships of the design to the budget, and confirmation of the design assumptions will be communicated to the LVCC team. If necessary, the team will also attend “Value Management Meetings” if the initial cost is above the project budget.

The Design Team and the CM will offer LVCC, Cordell and the building operators modifications to the Basis of Design to bring the project within the construction cost budget. This will assure that all expectations regarding facilities, budget, and schedule are understood and issues addressed.

Michael Winters Meeting with CM

It will be imperative that the Owner is aware of and well informed about the status of design, timeliness of decisions required, and impacts of decision delays to the cost. On a large, complex, interdisciplinary project such as the LVCC Phase III Renovation, one of the greatest challenges to the Owner is to bring all the varying interests and spacial needs together, while maintaining the critical mass in decision making necessary for successful adherence to schedule and budgets. Successful management of this process will assure successful cost control. The Project Control Team will provide valuable assistance in helping the LVCC team manage their clients through this process to assure project goals can be achieved.

In projects such as this, change is inevitable. What is important to LVCC is the management of these changes. The Design Team has both the process and the tools in place to effectively manage these changes. The primary process is project controls. We have an experienced Controls Team, which we intend to utilize on the LVCC Phase III Renovation project that brings to the team an impressive portfolio of experience with similar projects.

Construction Schedule Control The same Project Controls Team headed by John Kudrycki, Kelly Dunn, and Matthew Burns will be responsible for contribution and adherence to the project schedule. The overall project schedule should include the following: LVCC events

Testing and Inspection Activities

Design Package milestones

Commissioning

Entitlements an Permits

Quality Control

Construction Trade Procurement

Certificate of Occupancy

Construction Activities

Substantial Completio

The initial schedule is a collaboration of the Owner, Operator, Construction Manager, and Design Team. Each party has constraints and durations that need to be accommodated by the project schedule. These needs are established in the project inception meeting.

24 | FENTRESS ARCHITECTS I ED VANCE & ASSOCIATES

The Project Schedule is an integral part of the IGMP and the FGM). This cost is based on the project schedule and the sequence of construction. With an incomplete design schedule, contingencies should be included in the IGMP to offset risks of delay.

The Design Team has exceptional experience in working with CMs to establish and maintain project schedules on large and phased projects like the Phase III Renovation.

The project schedule should be updated monthly by the Construction Manager based on status reports for all the stakeholders. The Design Team will use “Project Completion Estimates” monthly to determine the status of design completion and adjust the design team resources to compensate for work that is either ahead or behind schedule. This is the best predictor that our design package will be on time and complete.

Entitlements and permitting often have long durations and may have significant impacts on a project schedule. The Fentress | EV&A Team will meet with governing agencies to determine the most efficient permitting process, their submittal requirements, and turnaround times. This information will be included in the project schedule so that permit submittals are made on time and agency responses can be monitored for progress. On the Colorado Convention Center Phase III Addition, Fentress Architects determined while meeting with the governing authorities that a Site Development Plan Process normally takes 9 to 11 months for approval. This quickly became the critical path for the project. We worked with the City of Denver to minimize the duration of the approval process.

Miami Beach Convention Center Cooling Tower

The LVCC Design Team will monitor the process to identify and to track change. Before any changes that will affect budget, schedule, or quality are implemented, the Project Manager and the Project Controls Team will prepare reports; identifying the nature of the change, source, and implications of the change. These reports will not be implemented until authorized by LVCC. Once authorized, the appropriate adjustments will be made to the Project Plan and the team will implement the change. The status of Change Report activity will be included in monthly reports.

Decision tracking is an important part of our proposed process. For team meeting memos and the monthly reports, we propose to keep a running list of all key decisions made. For quality control process, we will utilize this Issues/Actions Log as an additional checklist for the team to ensure that all decisions previously reached will be implemented.

LVCCD PHASE THREE - RENOVATION

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Fentress Examples of Budget and Schedule Experience

Clark County Government Center

Colorado Convention Center Phase I

Completed on Budget 24-Month Estimated Schedule | Completed on Time

Completed on Budget 18-Month Estimated Schedule | Completed on Time

Palm Springs Convention Center

North Las Vegas City Hall

Completed on Budget 14-Month Estimated Schedule | Completed on Time.

Completed $19M under Budget 35-Month Estimated Schedule | Completed on Time

PUBLIC PROJECTS

330 PROJECTS ON TIME / ON BUDGET

$34.2B 26 | FENTRESS ARCHITECTS I ED VANCE & ASSOCIATES

Colorado Convention Center Phase II

Pasadena Convention Center

Completed on Budget 34-Month Estimated Schedule | Completed on Time

Completed on Budget.

33-Month Estimated Schedule | Completed 45 days early

LAX Tom Bradley International Terminal Renovation

Mineta San Jose International Airport TAIP

Completed on Budget 54-Month Estimated Schedule - Completed on Time

$56.8M under Budget 50-Month Estimated Schedule | Completed on Time Terminal B | Completed three months early Consolidated Rent-A-Car | Completed six months early

LVCCD PHASE THREE - RENOVATION

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c.

ASSOCIATIONS WITH ARCHITECTS

77ARCHITECTS 105 PROJECTS

Describe your intended approach to integrating the AOR services with the design consultant for the Project. Provide examples of previous experience(s) as deemed appropriate.

Fentress | EV&A embraces the opportunity to work directly with TVS on the Phase III Renovation for the LVCC. Fentress has great respect for the creative design abilities and convention center knowledge that TVS possesses.

TVS was selected for the Phase II Expansion and has been working with the Authority on the design for over a year. TVS’ experience in developing the approved design for Phase II will bring invaluable insights and lessons learned to the Phase III Renovation team.

The Phase III Renovation has the potential to complete a holistic design for the entire LVCC campus. The design TVS has developed for the expansion will set the architectural vocabulary for all further design. When the Phase III Renovation is complete, there should be a seamless tie between all portions of the LVCC. An attendee to the Center should never feel the experience of the “Old” vs. the “New.” It should feel as one complete center, as if designed at one time. This is the advantag TVS brings to Phase III as the Design Consultant.

Fentress | EV&A are creative problem solvers. We sommit to a fully collaborative process that provides the best possible solutions for the center.

As public architects, Fentress has 30 years of teaming with other architects to successfully complete projects. During that time, we have teamed with 77 different architects. Thirteen times we have specifically teamed as the AOR with a Design Architect.

Approach to Integrating With TVS - Suggested Process Begin the process with a kick-off session. The kick-off would include LVCC stakeholders, Cordell, TVS, and the Phase III Renovation team. During the kick-off, TVS can provide a design presentation to the renovation team so that the team can understand the design and the process to date. The kick-off is an opportunity to establish goals and vision for the Phase III Renovation. A strong understanding at the beginning of the project will help create a more efficient process.

As Architect of Record, Fentress | EV&A would see TVS as an integral member of the renovation team. TVS’ role as Design Consultant would provide design input for incorporation into the documents. It is the AOR’s role to manage the team, schedule, and budget so that the approved design gets integrated into the documents and ultimately constructed as desiged.

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Fentress | EV&A will schedule regular team meetings. These meetings would consist of two separate meetings. One as an internal design team meeting with all design consultants. The other as an Owner, Cordell, CM project progress meeting. TVS would bepart of these meetings as an integral team member.

Communication and collaboration would occur with TVS as necessary to implement the design intent. Fentress | EV&A will establish concise meeting minutes to track decisions during these meetings. These meeting minutes will establish a design log with tasks, responsibilities, and time deadlines clearly defined to keep the project on schedule.

Coordination with TVS Design As part of the Phase II Expansion, TVS will have developed finishes and materials that should be incorporated into the Phase III Renovation to foster continuity of the overall design.

Coordinatate with TVS on specific building elements that may have been developed that can be utilized into the Phase III Renovation to further the design consistency throughout.

Materials, finishes, and details that TVS has developed and vetted with LVCC in the Phase II Expansion can provide an efficient decision making process for the Phase III design team and reinforce the holistic design for a completely seamless LVCC. The Phase III Renovation is a unique opportunity for the LVCC to complete a full transformation and unite the entire campus.

Fentress | EV&A commits to working with TVS, LVCCA, Cordell, and the CM to achieve a world-class, holistic renovation, on time and within your budget.

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Fentress Experience Integrating AOR Services with the Design Consultant

Miami Beach Convention Center

Santa Fe Convention Center

Denver Art Museum

University of Colorado Denver Research 1 and 2

California Department of Education Headquarters

San Antonio Public Safety Headquarters

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Colorado Convention Center Phase I

Broncos Field at Mile High

Contra Costa County Administration Building and EOC

Fred D. Thompson Federal Building and U.S. Courthouse

ICG Communications Corporate Campus

Hines Office Building

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CM/GC PROJECTS

70+ PROJECTS $9.1B

d. Describe your intended approach to collaboration with a Construction Manager during the design and construction phases. Provide examples of previous experience(s) to illustrate your approach as deemed appropriate.

Upon award of the LVCC Phase III Renovation, the Fentress | EV&A design team will prepare a schedule that includes meetings with the LVCC management team and the users. These meetings will serve as a forum to update the LVCC about the progress of the project and to gather information related to the design. The progression of the meetings might follow the following pattern:  Inception Meeting—All team members will be invited to the inception meeting which will serve as an introduction to the project. The LVCC management team will be asked to provide a brief synopsis of the project and how it will serve LVCC and the community. We will introduce the team members including the design consultants and the other design teams. We will review the project scope and site at a high level. We will establish the project timeline, schedule meeting dates, and create communications protocols. Fentress will produce meeting minutes that record the discussions.  Program Review Meeting —All team members, including the LVCC management team and the user organizations, will be invited to the program review meeting. Fentress will lead a review of each of the spaces in the building, open the floor for discussion about refinements to the program that may result in an improved facility. Following the meeting, the program will be refined and published for confirmation of all information recorded.  Design Review Meetings—Design review meetings will be held bi-weekly and will include the LVCC management team and user groups. An agenda will be provided one week before each scheduled meeting to document the objectives of the meetings. In these meetings, the design team will review progressive iterations of the design, asking questions and soliciting clarifications. Fentress will produce meeting minutes that document the items covered, issues resolved, and issues that are still outstanding. These meetings will be ongoing throughout the design and documentation phases of the project.

When the CM joins the project, they will join the Design Review Meetings, and the meetings will be extended to include a review of the budget. In the budget section of the meeting, we will review materials and systems to ensure that they are both optimal for the project and are a good value. As the CM develops the project cost, these meetings will also ensure that the project is aligned with the budget. If budget issues arise, this meeting will serve as the forum for exploring and selecting materials and systems that bring the project back into alignment with the budget.

Upon LVCC management team and user group approval of the conceptual design, Fentress will schedule an initial meeting with the Regulatory Agencies. This meeting will allow the design team to introduce the Regulatory Agencies to the project and obtain their feedback on any areas

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of concern very early in the project. Fentress will follow this meeting with meeting minutes to document the information received and the path forward.

At each stage of the project, Fentress will return to review the project with the regulatory agencies. We find that this process engages the Regulatory Agencies in the project in a very positive way, enabling them to fully understand the project, and as such it expedites the permitting process.

Throughout the design and construction close coordination with the Construction Manager is essential for the success of the project. Locating a liaison from the CM team with the Design Team provides a day-to-day interaction that keeps the design progress in sync with the budget and schedule. The following measures are integral to this interaction:  Definition of project scope through a Basis of Design Document facilitates cost and schedule efforts. The Basis of Design will provide a clear understanding of what each building system and budget line item includes.  Cost-benefit analysis of building systems will be performed to determine the best value for LVCC.  Development of a construction budget based on the Concept Design Package is critical to start on the right foot. The CM and the Design Team will engage in regular Value Management reviews to keep the project within the budget constraints.  Design and Construction Schedule coordination will establish Bid Packages issuances that provide the CM with materials and labor to facilitate the fast-track construction schedule.  At the appropriate time Fentress | EV&A will work with LVCC and the CM to establish the Initial and Final Guaranteed Maximum Price. Our participation will include comprehensive drawing and specifications and attending scope definition meetings for each building discipline to reinforce a common understanding of the scope of work.  Constructability and phasing reviews by the CM involving the LVCC will inform the Design Team on how the design can facilitate construction sequencing and ongoing building operation.  The CM will see advantages to procure certain construction disciplines early in the design to lock in construction pricing and capacity. The Design Team will coordinate with the CM on these early design packages.  The CM may engage Design Assist Subcontractors for certain building systems. Fentress | EV&A welcomes their input. We have collaborated with Design Assist Subcontractors on many CM projects.  Every project has a lynch pin, whether it is a point in time or an area of the project that is critical to its success. The Design and CM team will collectively anticipate these project “pain points” and creatively produce a design and construction sequence (with contingency plans) that will facilitate a positive outcome.

The Design Team commits to LVCC to work as one team with the Construction Manager to creatively solve problems and complete this project on time and within budget.

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Fentress | EV&A Experience with CM/GC

World Market Center Exposition Center

Colorado Convention Center Renovation

Palm Springs Convention Center Renovation

Georgia World Congress Exposition Center

Magnolia Bluffs Casino

Wildrose Hotel and Casino

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Miami Beach Convention Center

Pasadena Convention Center

3993 Howard Hughes Parkway Office Building

North Las Vegas City Hall

Lucky Dragon Hotel and Casino

Republic Services Recycle Center

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Fentress | EV&A Experience with CM/GC

Fox Cities Exhibition Center

University of Colorado Denver Research 1

Orlando International Airport South Terminal C

Yolo County Superior Court

Arvada Center for the Arts and Humanities Renovation

Denver Art Museum North Building Renovation

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University of Colorado Denver Research 2

Ralph L. Carr Colorado Judicial Center

Incheon International Airport Passenger Terminal

National Cowboy and Western Heritage Center

LAX Tom Bradley International Terminal Renovation

Sacramento City Hall

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e. Provide a description of the anticipated professional services to be provided, the anticipated phases of work in which the services will be delivered, and the anticipated duration of each phase.

Fentress Architects anticipate the following phases for the project. These phases and the scope of work is derived from collaboration with the Design Consultant, LVCC Team and the Construction Manager. These phases may be modified with the input of LVCC or the Construction Manager.

Programming/ Program Verification – 2 months Programming or Program Verification will be the initial phase of the project, prior to design, during which the Design Team and the Owner explore the goals, needs, and feasibility of a project. The space program is developed and site analysis performed. The preferred and approved program then become the basis for development of the Concept Design. Design efforts in this phase include the following:  Establish and document the Client’s design objectives, goals, and criteria for design  Tour and review the Client’s current facilities  Tour comparable facilities, if possible, to assist in exploring, formulating and crystallizing the Client’s design goals  Receive and review any prior programming documents commissioned by the Client and validate  Receive the Client’s “Facility Standards”  Conduct a Space Requirements Survey - Prepare and/or modify survey forms to address Client-specific details - Meet with Client and user-group leaders to review the survey form - Collect completed forms. Review, compile and sort them to match Client’s organizational structure - Arrange interviews with departmental heads to review results and finalize programming matrix  Use collected industry data on the organization and projected short and long-term industry growth rates.  Develop graphic material to represent results of the survey and space standards, including but not limited to: - Generic plans of standard meeting rooms, exhibit hall layout, ballroom layout, etc.

- Circulation diagrams for public, operations, food service, load in and out - Massing studies  Prepare site analysis based on zoning requirements.

- Identify required setbacks.

- Identify required on-site parking requirements.

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-

Identify allowable floor-area-ratios (FAR’S).

Define maximum building envelope based on the above.

Deliverables Pre-Design and Programming deliverables may include reports, technical drawings, presentation drawings, and occasionally models, and renderings as needed to record the:  Approved statement of Client’s design objectives, goals and criteria for design  Approved Facility Standards  Approved Space Standards  Approved Space Program including identification of all required functional areas

Concept Design – 3 months The Concept design phase is where the program takes architectural shape including the preparation of Conceptual Design layouts that address the Client’s design objectives. The space program is developed, and site analysis performed. The interior space layouts become defined. Multiple interior and exterior design concepts are explored. One design direction is selected. Activities in this phase include:  In conjunction with the Design Consultant, prepare multiple design concepts for review and selection  Prepare circulation diagrams  Prepare in design progress visuals to demonstrate design concepts to team  Evaluate concepts according to the Client’s design objectives, goals, and criteria for design  Evaluate sustainable design possibilities and requirements  In conjunction with the Construction Manager, evaluate concept designs based on project budget and schedule  Select single concept design  Prepare package for interim construction pricing Deliverables  Building massing diagrams and interior space layouts  Approved blocking and stacking concepts to reflect the facilities workflow  Approved Conceptual site and building massing design  Approved conceptual space plan  Approved construction budget based on proposed project area  Client’s statement of desired level of quality, and including FF&E. (furniture, fixtures and equipment)

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Schematic Design – 3 months Schematic Design is the phase of the project where the selected conceptual design is explored further in architectural form. This is accomplished through an interactive process including the participation of the Architect, the Client, the Architect’s Engineering Consultants and the Construction Manager.  Refine massing, density, and/or adjacency studies  Complete a preliminary planning, zoning and building code search for verification of building construction type, maximum height, maximum area, required separations and exit paths  Prepare schematic site plan, floor plans, elevations and building section studies  Establish exterior finish materials and colors  Determine, with the assistance of Consultants, the design concepts for structural, mechanical, electrical, plumbing and fire protection systems.

Establish system “right of ways” for horizontal and vertical distribution to establish appropriate floor-to-floor heights.  Prepare a preliminary Basis of Design Document including an enumeration of criteria and assumptions for design and Building Systems Description narrative  Illustrate and define the program design direction including major component adjacency relationships and component space layouts  Calculate areas and analyze plan efficiency, for example area per person or per component  Develop standards for offices and workstation types. Set concepts for internal development  Select common and repetitive design elements (i.e. doors, partitions, lighting, carpet, ceiling, basic color palette, wall and floor finishes)  Incorporate sustainable design strategies  Prepare space plan including furniture and equipment layouts  Provide design consultants with BIM Model and plans layout for their work  Work with Construction Manager to update project schedule and construction budget  Prepare package for interim construction pricing Deliverables Schematic Design deliverables may include technical drawings, reports, preliminary project description, presentation drawings, models, renderings and materials boards as needed to record:  Schematic building design including approved floor plans, sections, elevations. and space plan  Schematic exterior and interior finish concepts  Preliminary Basis of Design Document defining proposed material quality  Design concepts for structural, mechanical, electrical, plumbing and fire protection systems 40 | FENTRESS ARCHITECTS I ED VANCE & ASSOCIATES

Design Development – 5 months The primary purpose of the Design Development Phase is to define and describe all important aspects of the project. The Design Development Phase documents will describe the size and character of the entire project, including architectural, structural, mechanical, electrical and other building specialty systems.  Review the results of all investigations and tests including soil borings and analysis. Request review by appropriate consultants and obtain additional data where necessary.  Prepare a final site plan indicating building location and forward to appropriate consultants for preparation of site development documents.  Prepare a building code analysis based on the Design Development documents to ensure design compliance with applicable building codes, laws and ordinances.  Verify compliance with the design program or document approved changes.  Prepare architectural Design Development drawings consisting of continued development and expansion of the architectural Schematic Design drawings to describe the final scope, size, forms, relationships and appearance of the project.  Provide design consultants with BIM Model and plans layout for their work.  Coordinate the architectural design with all engineering disciplines.  Review consultant documents to ensure interdisciplinary coordination.  Select exterior materials and colors. Procure samples and prepare exterior finish boards for presentation to the Client.  Develop study models at a suitable scale to properly represent the project.  Prepare an outline specification.  Work with Construction Manager to update project schedule and construction budget  Refine the final space plan including system furniture and equipment layouts.  Fix the selection of furnishings, systems, finishes, accessories, graphics, artwork, interior planting, etc.  Prepare interior Design Development documents consisting of continued development and expansion of interior Schematic Design documents to reflect the refinement of items included above.  Develop interior elevations and details that define the scope and character of interiors within the building.  Update area calculations rom current Building Information Model  Select interior materials and colors. Procure samples and prepare interior finish boards for presentation to Client.  Prepare package for Initial Guaranteed Maximum Price LVCCD PHASE THREE - RENOVATION

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Deliverables  Design Development deliverables will include technical drawings, reports, specifications, presentation drawings, models, renderings and materials boards as needed to record the design progress  Site design including landscape and hardscape elements, grading and utilities.  Building design including floor plans, sections, exterior and interior elevations and typical construction details.  Space plans and furniture layouts.  Structural, mechanical, electrical, plumbing, fire protection systems and other engineering systems.  Exterior and interior finish materials.  Outline Specification defining proposed material quality.  Initial Guaranteed Maximum Price Package

Contract Documents – 10 months The purpose of the Construction Document Phase is to prepare “instruction to the Constuctor” that are comprised of Drawings, Specifications and other Contract Documents that describe in detail the requirements of the design. The Construction Documents describe the size, quality, relationship and character of the all parts of the entire project, including architectural, structural, mechanical, electrical and other building specialty systems.  Prepare architectural construction drawings including plans, elevations, sections, details and schedules, as required to fully define the scope of the work.  Coordinate the architectural design with all engineering disciplines.

Provide design Consultants with up-to-date building information models through the use of collaboration software.  Review consultant documents at predetermined intervals to ensure interdisciplinary coordination.  Prepare a building code compliance checklist based on the final construction documents and ensure design compliance with applicable building codes, laws and ordinances.  Prepare the Project Manual to include: - Bidding Documents as requires - Sample Contract Form - General and Supplementary Conditions of the Contract - Division 1 – General Requirements - Division 2-16 – Project Specifications

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 Review the specifications for accuracy and completeness.  Review other design consultant’s specification sections describing the materials and systems they are responsible for designing.  Prepare calculations of final net, gross, useable, and/or rentable areas as applicable.  Submit 100 percent documents for review and approval of the Client.

Incorporate any final Client comments and prepare the Bid Package Sets I coordination with the Construction Manager.  Assist the Client in filing required documents with the jurisdictions having authority, for approval and permit.  Prepare Interiors construction drawings including plans, elevations, sections, details and schedules, as required to fully define the scope of the interiors work.  Prepare finish schedule, paint schedule, furniture and equipment schedules.  Prepare and/or review specification sections related to interior material selections.

Deliverables  Final Guaranteed Maximum Price Package - Construction Document Bid Packages defined with Cordell and the CM that include the Project Manual (including Bidding Documents, Contract Requirements and Specifications), drawings and calculations as needed to: - Secure a building permit - Bid and construction the Project based on the building design approved by the Client

Contract Administration – 40 months We propose that the AIA Document A201 General Conditions of the Construction Contract establish our responsibilities and authority to act on the Owner’s behalf in the execution of this Agreement. Those duties include:  Full time site observation at intervals appropriate to the stage of construction, or otherwise agreed to with the Owner: - To become generally familiar with the progress and quality of the portion of the Work completed - To determine in general if the Work observed is being performed in a manner indicating that the Work, when fully completed, will be in accordance with the Contract Documents, - Keep the Owner reasonably informed about the progress and quality

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    



 

of the portion of the Work completed, - Report to the Owner known deviations from the Contract Documents and from the most recent construction schedule submitted by the Contractor - Defects and deficiencies observed in the Work.

Review and certify the amounts due the Contractor and issue Certificates for Payment, Have authority to reject Work that does not conform to the Contract Documents, Review and approve or take other appropriate action upon the Contractor’s submittals, Prepare Change Orders and Construction Change Directives, and may authorize minor changes in the Work, Conduct inspections to determine the date or dates of Substantial Completion and the date of Final Completion, issue Certificates of Substantial Completion, Receive and forward to the owner written warranties and related documents assembled by the Contractor, and issue a final Certificate for Payment, Interpret and decide matters concerning performance under, and requirements of, the Contract Document Review and respond to requests for information about the Contract Documents.

Project Closeout – 2 months Project Closeout services commence once the building has received a Certificate of Occupancy and can be used for the purpose intended.

This Phase includes issuance of Substantial Completion, approving and transmitting operation and maintenance manuals to the Owner and 11-month Warranty Review.  Prepare Record Documents  Review and take appropriate action on Operation and Maintenance Manuals submitted by the Construction Manager  Issue certificate of Substantial Completion  File final LEED submittals to USGBC.  Perform 11-month warranty review and document warranty issues.  Issue Final Certificate of Payment

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Firm

Discipline

Fentress Architects

Architect of Record

Ed Vance & Associates

Associate Architect

Tandem Interior Design Studio

Interior Design

GC Wallace, Inc.

Structural/Civil Engineer

Wright Engineers

Structural/Civil Engineer

Henderson Engineers Inc.

MEP Engineers

Revolution Engineering

MEP Engineers

Coherent Design

AV, IT, WIFI, Telecom, Acoustics

SBE

PCNA Consulting Group, Inc.

Code, Life Safety, Fire Protection

SBE

WC & Partners, Inc.

Foodservice

CODA Group Inc.

Sustainability

SBE

Aria Landscape Architecture

Landscape Architect

WBE

Lerch Bates

Vertical Transportation

Hunt Design

Signage/Wayfinding

Horton Lees Brogden

Specialty Lighting

DURATION

MWVBE SBE

Programming

Concept Design

Schematic Design

Design Development

Contract Documents

Contract Administration

Closeout

3 Months

3 Months

3 months

5 months

10 months

40 months

2 months

SBE

VBE/SDVOBE

Light

Moderate

Heavy

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II

a.

Organization

Provide a description of the organization of the proposed staff to be assigned to the Project, the percentage time commitment of each key staff team member and their specific roles and responsibilities. Additionally, provide a description of the Respondent’s project management approach, including but not limited to document control and communication process to be utilized.

Fentress | EV&A bringS a powerful, expert, and knowledgeable team for providing AOR services for renovation of the Las Vegas Convention Center. The team brings extensive AOR experience on convention centers and has in-depth expertise to manage this renovation project while keeping the center operational.

All of our convention center projects have included renovations and our team provided the knowledge and expertise necessary to keep each one open during renovation.

We have provided the following: 

Description of Key Personnel, Roles and Responsibilities  Time commitment  Organization Chart  Project Management Approach

Key Personnel Description, Roles and Responsibilities Fentress Architects and Ed Vance & Associates (EV&A) have joined forces to provide the Las Vegas Convention and Visitors Authority (LVCVA) with a powerful and knowledgeable team. Our convention center expertise will allow us to successfully carry the project from inception through construction completion. Our team has extensive experience designing and building public and civic projects, proven ability to deliver excellent convention center projects while keeping each center operational during construction, and unparalleled knowledge of Las Vegas. Fentress and EV&A are currently working on the World Market Center Las Vegas Exposition Hall providing AOR and Design Architect services.

For the Phase III Renovation, Fentress will act as AOR and EV&A will be the local associate architect. Fentress will lead and manage the Design Team.

EV&A will be involved throughout the project as an integral team member and will be the boots on the ground during the construction phase of the project.

“We continually push new ideas to elevate our functional, user friendly convention center designs.

We set precedence for the industry, increase revenues, and add to the civic and urban fabric of the city. We create memories for the attendee that define the Sense of Place for each city.”

Michael Winters, FAIA Principal, Director of Design and Interiors Fentress Architects

“Architecture is the most public form of art and we as architects have the privilege of being artists along with the duty to improve the lives of those who use our buildings.”

Ed Vance, CEO/Principal Ed Vance & Associates

Michael Winters will lead the AOR Team. Michael will be the Principal in Charge and the client Point of Contact. Michael’s career has focused on convention centers, and his portfolio of successful convention center projects demonstrates his deep knowledge of the elements that move convention centers to the next level of success. Michael has the creative and dynamic ability to bring design problems of large, complex projects to a reachable human scale. He will develop oversee the development of the design through each phase to ensure that the approved design intent is realized. He will be the Point of Contact for the team and remain involved through the duration of the project.

Executive Oversight will be provided by Curtis Fentress and Ed Vance from inception to completion of the project. Curt has worked with Michael, John, and Kelly for over 25 years..

Ed brings 35 years of experience and leadership to the team. His experience includes the LVCC expansion and renovation of the South Hall, the World Market Center’s Permanent Showroom Facilities, the IMC Convention Center, and the Freeman Exposition Headquarters.

As Project Manager, John Kudrycki will work closely with Michael, Matthew, and Kelly Dunn. John brings 30 years of convention center experience to the team. John will be dedicated to the project from inception through construction completion and will manage the entire architectural and consultant team. John is an expert at dealing with extensive programmatic requirements, coordinating large teams of consultants, understanding complex regulatory and approval processes, and implementing the management and scheduling systems that are required to meet the LVCVA’s program.

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Matthew Burns, On-Site Project Manager, will assist John and Kelly and participate in project management through the duration of the project.

Matthew brings an extensive knowledge of review and approval agencies in Las Vegas. He will be instrumental in reviewing the work to assure compliance with the codes governing the project, and working with the agencies having jurisdiction to ensure that the project receives the required approvals and permits prior to construction.

Kelly Dunn, Assistant Project Manager, has worked extensively with Curtis, Michael, and John on multiple convention centers. She will assist John and Matthew with project management through the duration of the project.

Michael, Ed, Curtis, John, Matthew, and Kelly are currently working together on the World Market Center Las Vegas Exposition Center, now under construction.

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Time Commitment of Key Personnel

Michael Winters FAIA

John Kudrycki AIA

Kelly Dunn AIA

Matthew Burns AIA

Curtis Fentress FAIA

Ed Vance FAIA

Principal in Charge

Project Manager

Assistant Project Manager

On-Site Project Manager

Executive Oversight

Executive Oversight

Programming

Concepts Design Schematic Design Design Development Contract Documents Construction Administration Closeout

Light 10 to 45%

Moderate 45 to 85%

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Heavy 85 to 100%

TBD

DESIGN CONSULTANT TVS

OWNERâ&#x20AC;&#x2122;S REPRESENTATIVE

CM

CORDELL CORPORATION

FENTRESS ARCHITECTS ED VANCE & ASSOCIATES

EXECUTIVE OVERSIGHT

Curtis Fentress Ed Vance FAIA

FAIA RIBA

Michael O. Winters

FAIA LEED AP

Principal in Charge/Point of Contact

PROJECT MANAGEMENT

John Kudrycki

AIA LEED AP

Project Manager

Matthew Burns ASSOCIATE AIA On-Site Project Manager

INTERIOR DESIGN

Kelly Dunn

AIA LEED AP

Assistant Project Manager

STRUCTURAL/ CIVIL ENGINEER

MEP ENGINEERS

WIFI, AV, IT, ACOUSTICS, TELECOM

Tandem Interior Design Studio (SBE)

GC Wallace

Henderson Engineers

Coherent Design (SBE)

Wright Engineers

Revolution Engineering. (VBE)

CODE, LIFE SAFETY, FP

FOOD SERVICE

SIGNAGE/ WAYFINDING

LIGHTING

PCNA Group(SBE)

WC & Partners

Hunt Design

Horton Lees Brogden

SUSTAINABIITY

LANDSCAPE ARCHITECT

VERTICAL TRANS.

CODA Group (SBE)

Aria Landscape Architecture (WBE)

Lerch Bates

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Project Management Approach There are three critical elements to Project Management: project control and documentation quality, construction cost, and project schedule.

Project Control The Design Team will develop a Project Management Plan, and review it with the Executive Committee. In addition to providing documentation of staffing and technology, the plan provides structure for development of the design and documents, interface with the consultants, periodic quality control/ quality assurance reviews, budgetary constraints, and schedule goals. The meeting to review this information takes place at the beginning of the project, and John Kudrycki, Project Manager, will keep the plan updated throughout the project.

Basis of Design Document A Basis of Design (BOD) Document is assembled at the beginning of the project by the Design Team to identify project criteria. The document is used and updated throughout the life of the project as a record of the minimum requirements to which the project must comply. This document is presented and approved by the Owner prior to starting detailed design of the project.

The suggested table of contents for the BOD is as follows:  Team  Space Needs - Space Allocation Tables - Department Profiles - Technical Design Criteria  Site Analysis - Zoning/Design Guidelines - Urban Design Context - Utility Capacity - Storm Water Detention/Water Quality - Site Survey - Geotechnical Reports - Site Constraints - Site/Building Layout - Project Expansion Capabilities  Building Criteria - Code Analysis (IBC, Local Codes, Neighborhood Guidelines/ Standards, Government Criteria, ANSI, etc.)

- Architectural (Design Objectives, Design Approach, Use of Materials, Building Area Calculations, etc.)

- Structural - Mechanical, Electrical, and Plumbing - Security - Elevator Analysis - Parking Analysis - Circulation Study

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 







- Food Service Summary - Signage Scope - Threat Assessment Sustainable Design Concept Design - Block and Stack Analysis - Building Massing Analysis Schedule - Design and Construction Schedule - Phasing Strategies Preliminary Cost Model - Project Cost Summary - Opinion of Probable Construction Cost Programming Methodology - Standard Method of Measurement

Project Management Plan Success rarely, if ever, happens accidentally. It is most often the result of clearly visualizing the desired result and then developing a plan of action to successfully attain that result. The Project Management Team assists all key personnel on the team to develop that vision. Formalizing the project goals and implementation plan in written form will allow the team to keep those goals in mind and measure their success in meeting those goals at important milestones along the way. The Project Management Plan is divided into the following four parts: 1. Work Plan The work plan is the architectural portion of the project management plan. It outlines the project’s description, project specific data, project goals, roles and responsibilities among all consultants including internal staff, client contact, and our quality assurance and quality control plan. The document is intended to be released to the owner, consultants, and internal team as needed to communicate project goals.

2. The Technology Plan The Technology Plan sets the criteria for the use of computer technology for the project team. Below are the topics of this section:  CAD/BIM Strategies  Project Extranet  Project Software  Analysis  Auditing 3. Communications Development Plan This plan defines the opportunities, coordination, rules and limitation requirements, credits, and client satisfaction plan as well as new business and marketing needs for the project.

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4. Project and Documentation Quality The Project Management Team will have oversight of the development of the design documents, as well as the local members of the team. The Fentress Architects | EV&A Design Team will observe the construction to ensure the information documented is implemented in the field. Fentress has developed and uses a 28 Chapter Procedures Manual for each of our projects. .

Following are the subtitles within Chapter 6 which is devoted to Quality Control and Quality Assurance:  Design Review – This review ensures that the design meets the client’s programmatic and functional requirements as well as their aesthetic requirements.  Sub-System Review – This review looks at enclosure construction and continuity, as well as analyzes building systems for appropriateness and consistency.  Documentation Completeness Review – At the 95 percent completion mark of each phase, the documents are analyzed for completeness and compared with Fentress’ completion checklist.  Interdisciplinary Review – The QA/QC team reviews the documents to detect any missing or conflicting information.

The Design Team keeps a PDF set of documents in a group collaboration software representing the state of the project. Each team member can use them for reference and can review the work as it develops, “redlining” corrections or revisions that are required. Each item is reviewed by the Project Architect to determine if the design must be revised to satisfy the comment. This system ensures that the work produced by the team is complete, coordinated, and ready for construction.

Cost Control As part of the Project Management Plan, the Project Management Team along with the Construction Manager schedules periodic cost estimates.

These periodic estimates ensure that the progression of the design aligns the project scope with the client’s budget. When the CM joins the project, they will join the Design Review Meetings, and the meetings will be extended for a review of the budget. In the budget section of the meeting, we will review materials and systems to ensure that they are both optimal for the project and are a good value. If budget issues arise, this meeting will also serve as the forum for exploring and selecting materials and systems that bring the project back into alignment with the budget. The Design Team and the CM will evaluate building systems for initial cost and life cycle cost to provide LVCC the best value.

Schedule Control The schedule has important impacts on a project and it is the Project Management Team’s responsibility to develop and monitor the design schedule to ensure project success. The Project Management Team develops the design schedule as part of their Project Management Plan, and

54 | FENTRESS ARCHITECTS I ED VANCE & ASSOCIATES

the schedule is designed to comply with the LVCVA’s goals and objectives.

The Project Management Team works closely with the CM to incorporate the design schedule into the overall project schedule. The team then monitors the schedule, making modifications as necessary. Modifications might include increasing staffing to ensure deadlines are met, or modifying deliverable packages per the contractor’s request. Throughout the project, the Project Managemeent Team is responsible for keeping the client informed of the progress of the work and any schedule revisions.

Project Communications The Project Management Team is responsible for communication on many levels and will develop a communication plan for each.

LVCVA and Cordell During the pre-design, conceptual design, schematic design, and design development phases of the project, the Design Team will hold biweekly meetings with the LVCVA and Cordell. In this meeting, the Project Management Team present updates on the design progress, schedule, and budget. In latter documentation phases, the meetings might only occur once a month; however, the Project Management Team will keep the client informed of all progress throughout this period of time. All meetings will be documented in meeting minutes that will be distributed to the design and owner teams.

Design Team Meeting

Design Team and Design Consultant Communication with the Design Team and Design Consultant will take place in multiple ways. All members will meet weekly in face-to-face or WebEx formats. In these meetings, the team will review document development and system integration. The Project Manager will confirm that the project is progressing according to the approved schedule. Decisions and issues reviewed in these meetings will be documented in meeting minutes and distributed to the team and the client. Decisions made by small groups by phone or email will be documented in a similar manner. The project will be developed in a shared three-dimensional modeling software, and consequently, communications can take place electronically through use of the model.

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Construction Manager Communication with the Construction Manager at Risk is critical to the success of a CMAR procurement process. Daily communication of the Design Team should be monitored by the Construction Manager to confirm design decisions are in keeping with the project schedule and construction cost goals. Drawing progress issuances will be scheduled to provide milestone checkpoints for the Construction Manager and the subcontractor team. Co-locating the Construction Manager’s design liaison at the Design Team facilitates the daily communication needed to keep the project cost and schedule up to date. The Construction Manager would also be included in the Design Team consultant coordination meetings.

Public Communications The Las Vegas Convention Center is an important facility for the community, and engaging the community in the process will cultivate support for the project. To assist the client in engaging the public in an understanding of the project, the Design Team can provide renderings, physical models, and narratives for public release.

The Project Management Team’s primary role is ensuring that all stakeholders and members of the Design Team are fully informed and engaged in the process. The Fentress Architects | EV&A Design Team is committed to provide excellent communication for all parties involved with the Las Vegas Convention Center Phase Three Renovation project.

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b.

The Respondent’s “Best effort” of inclusion of MBE/WBE/VBEs in delivering the professional services for this project shall be demonstrated by providing the following as part of the Firm/Team’s official proposal: 1. The names and qualifications of companies with who the Respondent has discussed possible inclusion in delivering the scope of work required for the completion of project (Attachment 1).

2. Evidence of certification as MBE/WBE/VBE owned business of the firm(s) being considered (Attachment 1).

3. The approximate percentage of the total contract represented by each of the MBE/WBE/VBE firm(s) being considered (Attachment 1).

The Fentress Architects | Ed Vance & Associates Design Team includes the following MBE/WBE/VBE firms as follows:  Revolution Engineering | MEPF Engineering | VBE/SDVOSB  Aria Landscape Architecture | Landscape Architect | WBE Attachment 1 and each firm’s certification follows this page.

Revolution Engineering is a new team member since our RFQ response, we have included a firm overview.

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DEPARTMENT OF VETERANS AFFAIRS Center for Verification and Evaluation Washington DC 20420

2/4/2019 In Reply Refer To: 00VE

Mr. Christopher J. Lovett Revolution Engineering, Inc. DUNS: 080707796 2213 North Green Valley Pkwy., Ste. 201 Henderson, NV 89014-5078 Dear Mr. Lovett: On behalf of the U.S. Department of Veterans Affairs (VA), Center for Verification and Evaluation (CVE), I am writing to inform you that Revolution Engineering, Inc. has been verified as a Service-Disabled Veteran-Owned Small Business (SDVOSB) and added to the Vendor Information Pages (VIP) at https://www.vip.vetbiz.gov/. Revolution Engineering, Inc. will be eligible to participate in Veterans First Contracting Program opportunities with VA. This verification is valid for three (3) years from the date of this letter.

Please retain a copy of this letter to confirm Revolution Engineering, Inc.'s continued program eligibility in accordance with 38 Code of Federal Regulations (CFR) § 74.12.

You may reapply 120 days prior to your expiration date by logging in to your VIP profile.

To promote Revolution Engineering, Inc.'s verified status, you may use the following link to download the logo for use on marketing materials and business cards: https://www.vetbiz.gov/cve_completed_s.jpg. In addition, please access the following link for information on the next steps and opportunities for verified businesses: http://www.va.gov/osdbu/verification/whatsNext.asp.

To ensure that Revolution Engineering, Inc. is correctly listed in the Vendor Information Pages, check Revolution Engineering, Inc.'s profile for the verified logo.

Please notify us if the logo is not present within 72 hours of receipt of this letter.

While CVE has confirmed that Revolution Engineering, Inc. is presently, as of the issuance of this notice, in compliance with the regulation, Revolution Engineering, Inc. must inform CVE of any changes or other circumstances that would adversely affect its eligibility. Eligibility changes not reported to CVE within 60 days could result in a referral to the Office of Inspector General (OIG), a referral to the Debarment and Suspension Committee, and the initiation of cancellation proceedings—all of which could result in Revolution Engineering, Inc. being removed from the VIP Verification Program.

“World Class Professionals Enabling Veteran Business Opportunities by Protecting the Veteran Advantage - One Vet at a Time” EVAL.T3.TEMPL.0002

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Page 1 of 2

Page 2 Mr. Christopher J. Lovett Please be advised all verified businesses may be required to participate in one or more post-verification audits at CVE's discretion. Additionally, this letter and other information pertaining to Revolution Engineering, Inc.'s verification application may be subject to Freedom of Information Act (FOIA) requests. However, FOIA disclosures include exceptions regarding the personal privacy of individuals, and VA policy similarly provides limitations on the release of individual records.

If Revolution Engineering, Inc. receives a negative size determination from the U.S. Small Business Administration (SBA), CVE must act in accordance with 38 CFR ยง 74.2(e). Also note, if at any time Revolution Engineering, Inc. discovers that it fails to meet the size standards for any NAICS Code(s) listed on its VIP profile, CVE requires such NAICS Code(s) be removed within five (5) business days. If the NAICS Code(s) are not removed within the allotted five (5) business days, CVE may request SBA conduct a formal size determination. In addition, CVE may initiate a referral to OIG, a referral to the Debarment and Suspension Committee, and pursue cancellation proceedings. All of the aforementioned referrals and procedures could result in Revolution Engineering, Inc. being removed from the VIP Verification Program.

Thank you for your service to our country and for continuing to serve America through small business ownership.

Sincerely,

Thomas McGrath Director Center for Verification and Evaluation

EVAL.T3.TEMPL.0002

Page 2 of 2 LVCCD PHASE THREE - RENOVATION

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Hereby grants

State of Nevada Local Emerging Small Business Certification to

Aria Landscape Architecture, LLC

WHO

H A S S U C C E S S F U L LY M E T T H E S TAT E O F N E VA DA ’ S S TA N DA R D S A S A T IER 1 L OCAL E MERGING S MALL B USINESS.

R E C ERTIFICATION D ATE: M ARCH 2 6 , 2 0 1 8 E XPIRATION D ATE: M ARCH 31 , 2 02 0

Nate Jackson Nate Jackson ESB Program Coordinator Nevada Governor’s Office of Economic Development

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1/15/2019 Date

Revolution Engineering (VBE) Mechanical, Electrical, Plumbing Engineering

(R)evolution Engineering, Inc. is a Mechanical, Plumbing, and Electrical/ Low Voltage Design and Engineering firm headquartered in Henderson, Nevada, and is the ONLY Service Disabled Veteran Owned and Operated consulting engineering firm in the Las Vegas Valley. The firm is comprised of engineers, engineers-in-training, designers, and administrative professionals who believe in offering competitive pricing and both accurate and concise consulting throughout the design process to achieve the highest quality plans.

Experienced in a variety of market sectors, their areas of specialization include government, commercial, resort/hospitality, airports, retail/ restaurants, offices, municipal, industrial, institutional, schools/universities, multi-family residential, and single-family residential projects.

Establishing and fostering a mutually beneficial relationship with their clients is crucial to the success of a project. Revolution takes pride in providing a high level of service to each of their clients by being fully involved and being available to their clients for any questions or concerns they may have throughout the planning, design, and construction phases.

The firm understands the need to create a balance between the client’s vision, requirements of the prescriptive program, and the budgetary constraints of the project. In addition, their team recognizes that the clients’ needs are ever changing and evolve on a constant basis. To accommodate these changes, they encourage flexibility and growth in making strategic decisions that benefit both parties involved, and equally as important, benefit the project as a whole.

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4. Resumes of principles from the MBE/WBE/VBE responsible for providing the anticipated services from the firm(s) being considered, and Following are resumes for the principals of the Design Team’s MBE/WBE/VBE firms as follows:  Chris Lovett, Revolution Engineering  Anna Peltier, Aria Landscape Architecture

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Christopher Lovett PE Electrical Engineer | Revolution Engineering Christopher has over 20 years of experience in the design, specification, and construction of commercial electrical systems. His project experience includes custom homes, hospitality, government, medical, office, retail, high-rise, and educational facilities. He is involved in the designs from the schematic design phase through construction administration. Chris provides extensive experience in project management, construction administration, scheduling, and cost estimating.

Notable projects include renovation work at the Tropicana Hotel and Casino, government renovation projects at Fort Hunter Liggett Dining Facility, healthcare facility work for the New Braunfels Rehabilitation Hospital, and educational facility work for Faith Lutheran Christian Schools.

2 years with Revolution 20 years experience Education Bachelor of Science Electrical Engineering University of Nevada Registrations Professional Engineer Nevada

Behavioral Hospital | Las Vegas, NV Design includes emergency electrical system per NEC 517 requirements and other design requirements per the NFPA 99 and NEC 517. Hospital includes nurse’s stations, exam rooms, pharmacy, kitchen and dining, general offices, visitor lobby, and outdoor recreation area.

LVCC Dual Brand (Royal Crest) | Las Vegas, NV Design of a new 6-story, 252-guestroom Royal Crest Hotel which includes lobby, reception, dining, snack area, breakroom, work area, sales office, storage, telecom room, manager’s office, men’s/women’s restrooms, business center, electrical room, engineer office, fire riser room, lounge area, dining, elevator lobby, pantry, food prep room, housekeeping, BOH, meeting rooms, mechanical room, fitness center, and guestrooms on Level 1, with additional guestrooms and BOH on Levels 2-6. The project will also include a 3-level parking garage with 244 parking spaces.

The Bend | Las Vegas, NV Provide MEP designs for grey shell buildout for retail buildings, movie theater with office, restaurant, and subterranean parking garage.

MGM Crack Shack | Las Vegas, NV Provide MEP designs for a casual dining experience at MGM Grand. The space is +/- 4500 SF with a +/- 1500 SF exterior patio. Formerly 800 degrees.

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Anna Peltier PLA, LEED AP BD+C, SITES AP Landscape Architect | Aria Landscape Architecture Anna is an award-winning landscape architect with over 13 years of experience, 10 of which are in Nevada. She is a LEED Accredited Professional and one of the first Sustainable SITES APs in the country. Her project experience includes libraries, medical facilities, museums, parks, and trails. She has worked on developments with the City of Las Vegas, City of Henderson, and various County and State entities. Anna is experienced in facilitating group brainstorming sessions, design charettes, and stakeholder coordination for a variety of projects.

6 years with Aria 13 years experience Education Bachelor of Landscape Architecture Michigan State University Registrations Professional Landscape Architect

The Downtowner | Las Vegas, NV This hotel renovation project near Fremont Street upgraded the hotel rooms and turned a first-floor parking “garage” into a lounge and courtyard space for hotel guests. Courtyard/lounge included a custom fire place, putting course, seating, plantings, pervious paver hardscape, and a new irrigation system.

Silverstone Ranch Landscape Renovation | Las Vegas, NV Aria Landscape Architecture provided full service landscape architectural services including: stakeholder coordination, site survey, existing site as-builts, renovation plans for planting, irrigation, lighting, and walkways, bid coordination, construction contract administration services, construction observation, and project close out services.

Faith Community Lutheran Church | Las Vegas, NV The landscape design for this new construction project in Summerlin, NV included phased planting, irrigation, and landscape lighting plans for the parking lots, building perimeter and inner courtyard space. Anna also designed and detailed custom seating, a fire feature, and trinity fountain for the courtyard space.

Discovery Park Master Plan | Pahrump, NV Anna worked with various stakeholder groups to produce a Master Plan and design guide document to turn a derelict golf course into a public education park that focused on sustainable landscapes, native land restoration, migratory birds, and water conservation. The master plan includes a Native Habitat Area that showcases 13 unique Nevada biomes, an Art Walk with labyrinths and local artist installations, a Recreation Area with Pickle Ball courts and a championship rated disc golf course, a Research Area run by the Cooperative Extension, and an Event Space with an amphitheater, community garden, Wild Wild West Village, and a fountain plaza.

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.

5. A work plan to demonstrate how inclusion will be monitored during the project and periodically reported to the Authority.

We fully support the LVCVA approach to include small business, womanowned business, minority-owned business, and veteran-owned business into the Design Team for the Phase III Renovation of the Las Vegas Convention Center. We specialize in governmental projects, and are very familiar with soliciting, engaging, and fostering relationships with emerging businesses.

Our approach is to fully integrate them into the team and design process. We often pair them in a mentoring relationship with larger established businesses so they can beneďŹ t and grow under the guidance of the larger ďŹ rm.

Following is a graphic workplan for the inclusion of small, woman-owned, minority-owned business, and veteran-owned business enterprises followed by a written description of their scope.

Please see Page 39 for the work plan for the Design Team.

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c.

Provide a list (Attachment 2) of anticipated small local businesses to be included in accordance with Nevada State Senate Bill No. 1 (2016). Failure to provide information on Attachment 2 may result in disqualification for this RFP.

The Fentress Architects | Ed Vance & Associates Design Team includes the following anticipated small local business (SBD) firms with information required on Attachment 2.    

Tandem Design Group | Interior Design PCNA Group | Code, Life Safety, Fire Protection CODA Group | Sustainability Coherent Design Group | WIFI, Audio Visual, IT, Telecom, Acoustics

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III

a.

Certification

Provide an executed copy of the Certification of Information (Attachment 3).

Attached is an executed copy of the Certification of Information (Attachment 3).

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LasVegasConvent i on Cent erDi s t r i ct Pr oposedPhaseThr eeRenovat i on Febr uar y2019