NEW UNITED STATES COURTHOUSE LOS ANGELES MC CARTHY HMC ARCHITECTS BROOKS + SCARPA ARCHITECTURE
GSA SOLICITATION NO.
GS-09P-12-KT-C-0004 PHASE 01
REQUEST FOR QUALIFICATIONS DB201.1 12/11 MARCH 08, 2012 // 12:00 PST
MC CARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
TABLE OF CONTENTS SECTION 01 – COVER LETTER // PG. III SECTION 02 – FORMS // SECTION 03 – FACTOR 1—TECHNICAL APPROACH // PG. 1 SECTION 04 – FACTOR 2—PAST PERFORMANCE // PG. 33 SECTION 05 – FACTOR 3—QUALIFICATIONS OF KEY PERSONNEL // PG. 49 SECTION 06 – FACTOR 4—PROJECT EXPERIENCE // PG. 93 SECTION 07 FACTOR F—ATTACHMENTS //
COVER LETTER
COVER LETTER
SECTION 01 SECTION 01
March 8, 2012
Mr. Lawrence Hales, Contracting Officer GSA Field Office 312 North Spring Street, Suite 1020 Los Angeles, CA 90012 Re: Design-Build Contract for New United States Courthouse – Los Angeles GSA Solicitation No. GS-09P-12-KT-C-0004 Phase I Proposal Dear Mr. Hales and Members of the Selection Committee: The New United States Courthouse, Los Angeles, must represent the third branch of our government with the dignity and rigor that reflects the importance of the rule of law at the heart of our democratic society. In addition to elevating the functional efficiency, security, and accessibility of the United States District Court, Central District of California, the design and construction of the new Courthouse is an extraordinary opportunity to create an important federal presence that reflects and reinforces the civic character of Downtown Los Angeles as a distinct place with cultural, climatic, and tectonic character. McCarthy Building Companies, Inc., in collaboration with HMC Architects and Brooks + Scarpa Architecture, is pleased to submit our qualifications to deliver Design and Construction Excellence for the New Federal Courthouse, Los Angeles. The outstanding and qualified team, all committed to integrated design and delivery, merges the proven talents of McCarthy Building Companies, Inc., and our design partners from HMC and Brooks + Scarpa to deliver a new Courthouse from vision to completion. Our Team is built on trust; it exists between McCarthy and HMC based on our years of delivering highly successful projects together, and was enriched when Kate Diamond, FAIA, reached out to her colleague Larry Scarpa, FAIA, to join her as her Co-Lead Designer. Together McCarthy/ HMC/Brooks + Scarpa have carefully crafted our ideal team of experienced individuals from our respective firms, consultants, and contractors. We are committed to creating an environment of mutual respect and common goals, allowing the free flow of information between the Courts and all other stakeholders, GSA representatives, and design-build team members, all of whom are focused on an integrated design and delivery process and are committed to delivering the highest value for the New United States Courthouse. Key differentiators of our team: • McCarthy has 148 years of construction experience and is one of the largest domestic builders in California, boasting more than $8.5 billion in completed projects in Southern California. Many of our projects are delivered using the design-build delivery approach. We are a self-performing licensed general contractor with qualified labor, equipment, and other resources to perform the concrete work, structural excavation, and rough carpentry for this work.
20401 S.W. Birch Street, Suite 300, Newport Beach, CA 92660 / 949 851 8383 / www.mccarthy.com
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• McCarthy Principalin Charge John McRitchie will provide guidance and oversight to the team utilizing his local, urban Los Angeles, large project, and courthouse experience. He will be the primary contact for GSA and work collaboratively to build an environment of trust and accountability. • McCarthy Building Companies, Inc., and HMC Architects have a history of more than $2 billion of work together. We regularly collaborate on design-build ventures, and currently are working together on more than $875 million in active projects. • McCarthy/HMC Architects/Brooks + Scarpa is pleased to submit a Co-Lead Designer team, working in a collaborative partnership to provide GSA and the Courts with Design Excellence that embodies the highest aspirations of the Guidelines for Federal Architecture. • Kate Diamond, FAIA, of HMC brings in-depth expertise in courthouse design based on her experience leading the teams that won the Design-Build, Design Excellence Competitions for the Bakersfield and Billings Courthouses, and for a large, high-rise State of California Courthouse, San Joaquin County. • Larry Scarpa’s work has been recognized with dozens of design and sustainability awards and his firm was recognized with the National AIA’s prestigious Firm of the Year Award in 2010. • Larry Scarpa and Kate Diamond are both Design Excellence Peers and both have successfully executed projects under the program. Their partnership builds on a shared commitment to creating meaningful architecture that addresses their clients’ functional requirements through spaces that elevate the human experience and conserve resources to respect the planet. The projects in our Phase I proposal factors will demonstrate that our commitment to owner satisfaction and open communication delivers successful projects of the highest quality for our clients. They give clear proof that the McCarthy and HMC collaboration has delivered large-scale, comparably complex projects well ahead of schedule and under budget and that we can and will do the same for the Courthouse. It would be a privilege to participate in the Phase II Competition. It would be an even greater honor to work with GSA and the Courts to deliver, on schedule and within budget, a New United States Courthouse, Los Angeles, that is memorable, functional, and sustainable at every scale. Sincerely,
John McRitchie
Kate Diamond, FAIA, LEED AP BD+C
Lawrence Scarpa, FAIA
PRINCIPAL IN CHARGE
CO-LEAD DESIGNER
CO-LEAD DESIGNER
Single Point of Contact Information: John McRitchie McCarthy Building Companies, Inc. 20401 SW Birch Street, Suite 300 Newport Beach, California 92660 (949) 851-8383 phone (949) 756-6843 fax jmcritchie@mccarthy.com
SECTION 02
FORMS
SECTION 02
FORMS
FACTOR 1 / TECHNICAL APPROACH
SECTION 03
SECTION 03
FACTOR 1 / TECHNICAL APPROACH
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CO-LEAD DESIGNERS // McCarthy/HMC Architects/Brooks + Scarpa Architecture is pleased to submit a Co-Lead Designer team, working in a collaborative partnership that we believe will provide GSA and the Courts with Design Excellence that truly embodies the aspirations of the Guidelines for Federal Architecture. Larry Scarpa, FAIA, and Kate Diamond, FAIA, are both active Design Excellence Peers and both have successfully executed projects under the program; they understand the processes for peer review, integration of artwork, and contribution to healthy communities through creation of welcoming public spaces. The partnership builds on their close friendship and shared commitment to creating meaningful architecture that addresses their clients’ functional requirements through spaces that elevate the
human experience and conserve resources to respect the planet. Larry’s work has been recognized with dozens of design and sustainability awards and his firm was recognized with the National AIA’s prestigious Firm of the Year Award in 2010. Kate brings in-depth expertise in courthouse design based on her personal experience leading the teams that won the Design-Build—Design Excellence Competitions for the Bakersfield and Billings Courthouses, and for a large, high-rise State of California Courthouse, San Joaquin County. Together, Larry and Kate will provide GSA and the Courts with a high-performance design that uniquely reflects the best of contemporary architecture and embodies the place and time of the New Federal Courthouse in Los Angeles.
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Kimball Art Center, Park City, UT
Education /
Bachelor of Design, University of Florida, Miami, FL Master of Architecture, University of Florida, Miami, FL Professional Registration /
NCARB Certified RA, C21812, CA RA, 8534, NC RA, AR 00132227, FL RA, A-2008011825, MS RA, 50353, AZ RA, MT Affiliations /
Mill Center for the Arts, Hendersonville, NC
Chairman, Organizing Committee 2011 Monterey Design Conference Pacific Grove, CA Participating Resource Team, Member, Affordable Housing Design Leadership Institute #1, Minneapolis, MN, July 2010 Affordable Housing Design Leadership Institute (Co-Founder), In collaboration with Enterprise Community Partners, National Endowment of the Arts, McKnight Foundation and the Kendeda Fund 2009–present Mayor’s Advisory Council for City Design, Mayor Antonio Villaraigosa and the City of Los Angeles, 2009–present Frederick P. Rose Architectural Fellowship, Selection Committee Member, 2009–present
Green Dot, Los Angeles, CA, National AIA Educational Design Award, 2009
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LAWRENCE SCARPA Participating Resource Team Member, Mayor’s Conference on City Design #43, Philadelphia, PA, February 2009 Organizing Committee Member 2009 State of California AIA Monterey Design Conference Advisory Board Member, Woodbury University School of Architecture 2008–present Awards /
2011, AIA North Carolina Merit Award for Design, CAM Museum 2011, AIA North Carolina Tower Award for Historic Preservation, CAM Museum 2011, City of Raleigh, North Carolina Historic Preservation Award, CAM Museum 2010, National Architectural Firm Award, American Institute of Architects 2010, Architectural Firm Award, American Institute of Architects, State of California Chapter 2010, Community Impact Award, Los Angeles Business Council 2008, “Hall of Fame” Lifetime Achievement Award, Interior Design Magazine 2008, “Star of Design in Architecture,” Architectural Digest and Westweek WORK EXPERIENCE /
1989–Present, Brooks + Scarpa (formerly Pugh + Scarpa) 1987–1988, Holt Hinshaw Pfau Jones 1982–1984, Paul Rudolph 1980–1982, Gene Leedy Architect
FAIA
// Relevant Experience Contemporary Art Museum (CAM) Raleigh, North Carolina: Renovation and addition to a historic brick warehouse to serve art gallery and office/storage functions. Original design includes a 57,500 SF residential tower; this portion of the project is on hold until funding is secured. Received the 2011 AIA NC Merit Award for Design, Tower Award for Historic Preservation, and City of Raleigh Historic Preservation Award. MGA Entertainment Office Headquarters, Chatsworth, California: A 250,000-SF building to house the home offices of MGA, and includes photo studios, design and development departments, sales facilities, and other support functions: fitness center, food service/dining, childcare center, a product showroom and a film and sound stage. Targeting LEED Silver. Morley Gate Land Port of Entry, Nogales, Arizona: A project for the GSA and CBP to renovate an existing building and add a new canopy structure, waiting room, signage and wayfinding and security measures for a pedestrian border crossing. Project to start construction April 2012. Green Dot Animo Leadership High School, Los Angeles County, California: Currently under construction (estimated complete April 2012), this new 53,000SF school and detached multi-purpose gymnasium will be CHPS or LEED certified. Kimball Art Center, Park City, Utah: A major renovation and 5-story, 15,000-SF addition to the art center. Designed to be LEED Platinum. Siqueiros Mural Shelter and Interpretive Center, Los Angeles, CA: This monumental project involves multiple stakeholders, including the City of Los Angeles and The Getty, and is located in the historic Olvera Street downtown area of Los Angeles. This project involves restoring, protecting, and creating a new canopy structure and viewing platform for a historic mural, as well as an interpretive center at the ground floor. Project is under construction and expected to be complete in April 2012. Bergamot Station Arts Center, Los Angeles, CA: The largest city–owned parcel in Santa Monica. Transformed as a multi-phased project over a decade, this 20-acre internationally acclaimed art center is comprised of a series of buildings converted into 45 art galleries, restaurants, bookstores, housing, offices, and the Santa Monica Museum of Art. It has received local and state AIA awards and numerous other community awards. Aronson Fine Arts Center at Laumeier Sculpture Park, St. Louis, MO: This 110acre public park has more than 500,000 visitors annually. The park hosts a wide variety of public events such as concerts, outdoor movies, summer camps, and permanently displayed sculpture. It also houses several buildings including the 1816 Carriage House and the historic estate house and the new Aronson Fine Arts Center. The park is owned, operated, and maintained by the St. Louis County Parks and Recreation Department.
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Education / **Joint USA/Canadian Port of Entry Sweetgrass, RNL Design
Bachelor of Architecture and Town Planning, The Technion, The Israel Institute of Technology, Haifa, Israel Professional Registration /
Architect, C13544, CA LEED AP BD+C Affiliations /
Appointed to the National Peer Review Council for the GSA Design Excellence Program Elected to the College of Fellows of the American Institute of Architects, 1996 First Woman President in the 99-year history of the Los Angeles Chapter of the American Institute of Architects 1993–94 *Superior Court of California, NBBJ
Awards /
2010 GSA Design Excellence/DB Competition Bakersfield Courthouse 2010 GSA Design Excellence/DB Competition Billings Courthouse Bakersfield Courthouse – Certificate of Merit, Published Justice Facilities Review 2011 LAPD Valley Bureau Headquarters LA City Cultural Affairs Commission Merit Award Best Civic Project & Best Overall Project 2010, Southern California Construction News – Orange County Water District Laboratory ***Air Traffic Control Tower, LAX, Siegel Diamond Architects
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KATE DIAMOND
FAIA, LEED AP BD+C
Relevant Experience *U.S. Magistrate Courthouse, Bakersfield, California: Presently under construction estimated completion 2012. Design is on target for LEED Gold with energy conservation 30% better than ASHRAE 90.1 2007. *U.S. District Courthouse, Billings, Montana: Estimated completion 2012. Design is on target for LEED Gold with energy conservation 35-40% better than ASHRAE 90.1 2007. 2005 Merit Award for Design Excellence AIA San Fernando Valley Chapter, Edison School Pacific Park Project, Katherine Diamond, FAIA Design Architect with LHA Exec Architect 2004 Excellence in Federal Construction, Joint US/Canadian Port of Entry Sweetgrass, Montana, Coutts Alberta 2002 GSA Sustainable Design Award, Joint US/Canadian Port of Entry Sweetgrass, Montana, Coutts Alberta WORK EXPERIENCE /
2010 – Current HMC Architects 2006 – 2010
NBBJ
2000 – 2006 RNL Design 1985 – 2000 Siegel Diamond Architects 1979 – 1985
Benton Park Candreva Architecture
1978 – 1979 Arieh Shilo Architect, Israeli 1976 – 1978
Engineer Corps, Israeli Air Force
*Personal experience as a Design Principal, NBBJ **Personal experience as a Design Principal, RNL Design ***Personal experience as Design Partner, Siegel Diamond Architects
*Superior Court of California, San Joaquin County, California: A 30-courtroom, multi-calendar high-rise courthouse. Estimated completion 2018. Design is on target to achieve LEED Gold with energy conservation of 15–20% better than Title 24. **Joint USA/Canadian Port of Entry, Sweetgrass, Montana / Coutts, Alberta: Part of GSA’s “Design Excellence Program”, it was the first U.S. Port of Entry to achieve LEED Certification. Winner GSA Environmental Design Award 2003 and GSA Construction Excellence 2004. Camarillo Academy and Performing Arts Center: Design is on target to achieve LEED Gold + Net Zero Energy through a combination of energy conservation and on-site energy production. **Los Angeles Police Department Valley Bureau Headquarters & Traffic Division, San Fernando, CA: Provides high security, detention, squad, and office support spaces. LEED Silver Certified. **Orange County Water District Laboratory, Orange, CA: an office and water quality testing lab designed to achieve energy conservation 20% better than Title 24 Standards. **Fontana Civic Center Library, Resource Technology Center and Civic Auditorium, Fontana, CA: A 94,000-SF public library with a 350-seat auditorium and conference center and administrative offices for the Fontana Information Services Department. LEED Gold Certified. *** University of California Davis Medical Center Central Plant with Cogeneration, Sacramento, CA -Design Architect for the Brown & Caldwell Engineers Team. Published in “Architecture,” July 1995. Winner AIA California Council Merit Award 1999. ***Air Traffic Control Tower, Los Angeles International Airport, California: As Design Architect to Holmes & Narver, Inc., Executive A/E Published in Architecture Magazine, July 1996, and in Contemporary American Architects Vol. III, by Philip Jodido, Taschen Press, 1997. ***Universal City Metro Redline Subway Station, Los Angeles, California – Architect for the Sverdrup Engineering team with integrated artwork by Margaret Garcia. Winner of Special Merit Award for Public Art, AIA San Fernando Chapter, 1995. Published in Architecture Magazine, February 1996.
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U.S. DISTRICT COURTHOUSE BILLINGS, MONTANA
Personal experience of Kate Diamond, FAIA, Design Principal, NBBJ
“We…came to appreciate that both architecture and the law are at their highest level successful marriages of memory and innovation. The search for precedent provides continuity with the past. The need to adapt to change in circumstances requires development of new initiatives.” —From Past as Prologue Honorable Stephen Breyer, Honorable Douglas Woodlock
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Client References: Patrick Duffy, Clerk of Court, U.S. District Court, District of Montana Tel. No. 406-829-7154 Email: patrick_duffy@mtd.uscourts.gov Greg Miller, AIA, Facilities Program Manager Space and Facilities Division Administrative Office of the Courts Tel. No. 202-502-1363 Email: gregg.miller@ao.uscourts.gov
High Performance
Kate Diamond, FAIA, as a Design Principal at NBBJ led the team that teamed with Mortenson Construction to win the Design Excellence/Design-Build Competition. Five key precepts:
Justice Visible
• Federalism expressed with a contemporary portico capturing the memory of classical temples of justice;
Federalism
• Regionalism expressed as a memory of the sandstone Rims; Regionalism High Performance Federalism Site Excellence
• Making Justice Visible by clearly differentiating the courtroom floors sitting on top of the base; • High Performance Sustainable Strategies that are on target to achieve LEED Gold; • Site/Community Excellence with a generous public plaza and a visual extension of the only downtown park up onto the roof deck of the courts.
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CONTEMPORARY ART MUSEUM RALEIGH, NC
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“The building itself is a work of art. It chronicles the solid utility of Raleigh’s red-brick past. It’s an old building with a new purpose, a new interior with a futuristic canopy roof that pulls it off really, really well.” —John Morris, Photographer and Writer
Larry Scarpa, FAIA, led the design for the Contemporary Art Museum (CAM) which consists of 96,700-SF of museum galleries, educational facilities, office space, library, commercial lease space, and 48 units of market rate housing. The client’s goals extend far beyond the boundaries of a traditional museum program; they include revitalizing the up-and-coming Depot District, a historic warehouse district located adjacent to transit lines, by engaging the community through a vibrant
urban cultural center. The form, loosely referencing the famous Southern magnolia flower, is composed of a series of bands holding the robust volume together— like thread wound on a spool—allowing floor plates beyond to disappear. CAM has taken on multiple programs to help enhance its financial capabilities—a growing trend, according the national Urban Land Institute—as well as to become a player in the urban development of its city, Raleigh, NC.
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The design also examines the tension between materials, form, and experience. The interior can be viewed as a skin or surface wrapper that moves in and out alternately concealing and revealing the building fabric. The layering and sculpting of the newly formed surfaces weave together disparate and contrasting materials. Recalling film director Alfred Hitchcock’s interest in openings as metaphors, here too, voids are as importance as surfaces, revealing an earlier pattern of materials or use.
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Designed in conjunction with a local artist/architect, the museum’s concrete shell is cast into the earth, then rises to become the residential tower enclosure. The form, loosely referencing the famous Southern magnolia flower, is composed of a series of bands holding the robust volume together—like thread wound on a spool—allowing floor plates beyond to disappear. Contrasting with the rectilinear forms of the public stories below, the tower gives the city a new landmark. Residents look down upon a roof terrace and outward to downtown. The project will not only make a dynamic architectural statement, but will also re-invent the way we think of museums in urban environments today.
Client Reference: Louis Cherry, Board of Directors, CAM Tel. No. 919-821-0805 Email: lcherry@ratioarchitects.com
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U.S. MAGISTRATE COURTHOUSE BAKERSFIELD, CA
Personal experience of Kate Diamond, FAIA, Design Principal, NBBJ
Kate Diamond, FAIA, led the NBBJ team that partnered with Gilbane Construction to win the first Design Excellence/Design-Build Competition for the U.S. Magistrate Courthouse in Bakersfield, CA. The design is shaped by three key, integrated concepts: • Symbolic expression of the federal courts that communicates the dignity of the rule of law by using precedents from the symbols of historic American courthouse traditions. • Regional place-making through an indoor-outdoor relationship that celebrates light, landscapes, and the modernist architectural history of California. • Delivery of high performance design with strategies that add value by reducing energy and water consumption over the life of the building.
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High performance as a design driver—Passive solutions were addressed first including significant exterior shading, high-performance glazing, and super insulation of the building envelope. Only after appropriately reducing external heat gain loads were the appropriately sized, more energy-efficient building systems selected. The resulting integrated solution is very specific to this site in Bakersfield. The project is on target to achieve energy conservation 30% better than ASHRAE 90.1-2007 code and LEED Gold certification.
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Expression of critical California regionalism—The design references the rich modernist legacy of Rudolph Schindler’s and Irving Gill’s exploration of tilt-up concrete construction, and strong connections to the California landscape. The design-build delivery method creates unparalleled opportunity to rescue the craft of tilt-up concrete from its present role in warehouse construction and return it to its role as an elegant modernist building tectonic. Place-making—The new Bakersfield Federal Courthouse is a contemporary expression of the one courtroom Courthouse on the village green that represented federal justice in early American democracy. It is sited on a city-donated portion of the only park in the downtown around which they have invested significant redevelopment efforts. The design of the Courthouse turns the public lobby zone to face the transformed irrigation channel that is now a lively water feature that attracts the entire community. The result is a modern one-room courthouse that will deliver a new high-performance home for the magistrate court and a memorable symbol of community renewal.
Client References: Hon. Judge Dennis Beck Magistrate Judge U.S. Fedral Court, Fresno Tel. No. 559-499-5670 Email: dbeck@caed.uscourts.gov Paul Andrade, AIA Project Executive Design and Construction Division GSA Region 9 Tel. No. 415-522-3470 Email: paul.andrade@gsa.gov
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MGA ENTERTAINMENT LOS ANGELES, CA
Larry Scarpa, FAIA, led the design of an extension and conversion of the former Los Angeles Times printing facility into the international headquarters of MGA. The program called for a 350,000-SF with a 150,000-SF third floor addition on top of the existing structure. The program accommodates administrative offices, the Global Operations department, a photo studio, design and development departments for various product lines, and their entire North American sales facility. The project also includes the master plan for the entire 35-acre campus with more than 1.5 million square feet of expansion including housing, hotels and office space.
Client Reference: Helen Watts Tel. No. 213-996-6292 Email: h.watts@interiorarchitects.com
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The main thing that appeals to me in this interior is its central structure linking all the different levels. This approach works brilliantly in this interior. I was also attracted by the area for informal conversations throughout. A design that’s muscular and kinetic yet quiet and classy—with just the right touch of whimsy. The main thing is that the architects have succeeded in creating a unique atmosphere. It is a place where people should feel comfortable. Claire Sykes for Fast Company
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Like much of our work, this project is a continuation of an ongoing inquiry. It is an ongoing research into materials and technologies as well as a re-examination of known conditions, accepted norms, and established methods. This has lead us to an innovative solution and stimulating new way of approaching interior architecture. Without predefining architecture, we responded directly and intuitively to the material qualities of place.
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LEAD DESIGNERS’ PHILOSOPHY AND DESIGN INTENT
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A CONVERSATION ABOUT DESIGN EXCELLENCE LARRY
On the surface, one would think Design Excellence means make a beautiful building, and, of course, beauty is important, but it’s far deeper. It has to do with user satisfaction. Does the building work for the courts? Is it great spatially? Does it calm the anxiety of the defendant or help the jury make good decisions? Does it work in the community? It’s really about delivering many things – making a courthouse that signifies the importance of the justice while making a community building, making a good building for the people who work there daily, and for those who come for their day in court. It’s really critical that everyone feels that these are their courts and that the courthouse belongs to all of us as citizens.
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The decisions that are made in Federal Courthouse impact the lives of the people for good or for bad, whether you’re going off to prison or whether you are released, whether you win a lawsuit or whether you lose. But they also impact the way we interpret law that goes on to affect our entire society. There is a significance combined with a stressful intensity in the work of the courts that the architecture should both reflect and reduce. Everything starts with the courtroom – the ultimate place of resolution. The Court Guidelines reflect generations of traditions that shape the placement of all the important players within the courtroom—the judge presiding over their courtroom, the jury, the witnesses, the defendant, or the federal prosecutor— who all take their place on this stage for justice. But this isn’t a play; it’s real life with incredibly serious results. Design supports justice when it provides each participant with clear sightlines, excellent acoustics, unobtrusive security and technology, in a beautiful setting with access to daylight that elevates the human spirit. It’s a real privilege, as an architect, to work on designing a beautiful, functional, high-performance courthouse.
KATE
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COLLABORATION
KATE
When we started this pursuit, I decided to look for the strongest collaborators to deliver the best of Design Excellence, whether they were within our practice or outside of it. It seemed really exciting to take my personal courthouse experience, the deep reservoir of experience that McCarthy and HMC have working together, and reach out to you, Larry, as a friend, to partner together so that we can achieve a richer layering of Design Excellence for this project. Your track record of innovative design will surely push our solution to a stronger place.
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I don’t think you can practice any form of architecture today without collaboration. Even when we’re not working with another studio (which we often do), we’re collaborating within our offices. This kind of program is so complex. It requires experts from many areas. It’s not just someone designs it; someone executes it. It’s a real partnership between people who are equally creative, that enriches the process and makes for a better building. I just believe bringing pieces together will fundamentally make a better building, a better process.
LARRY
I worked for a guy a long time ago, and I’ll never forget what he taught me when he said, “It’s amazing what you can accomplish when you don’t care who gets the credit for it,” and he did some fabulous things. I think you get the best solutions when you can objectively look at what you are proposing and hear someone out. A strong collaborative team can achieve more value for the client than any one person could achieve on their own.
KATE
I’m sure in late nights in the middle of this competition we’re going to disagree about some design issues, but I know that we’ve been friends long enough that we will put the focus on the value to the project and that we will achieve clarity by communicating, challenging, pushing forward together to get the best solution no matter where the idea came from.
We’ve already been brainstorming various concepts. I start a sentence; you finish it with other ideas. And we keep sketching back and forth together. This is not a dilution of clarity; it’s a partnership of complementary talents to translate a complex set of goals into one project.
KATE
LARRY
This collaboration doesn’t stop with the two of us; it extends to the entire designbuild team – architects, consultants, contractors and sub-contractors – and ultimately to the client team – the Courts and the architects who work with them daily at both the 9th Circuit and the AOC, and GSA. All of us bring important perspectives and insights that will help make this courthouse work for this and many future generations.
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COMPLEX CHALLENGES LARRY
All federal buildings, such as this courthouse, play an important role, not just addressing the functional requirements of the tenant agencies but the building must also represent the vigor and significance of the federal government. Furthermore, the building should serve as an important place within the city fabric. There are some very complex issues of security, which tend to risk making a courthouse a very insular building type. The best designers know how to transcend that and turn a courthouse into a strong building that adds to the city fabric and enhances the community. The Courthouse plays a multitude of roles and must be a high-performance building on top of that—and do it all within extremely tight budgets. That’s our role as architects. It’s mired in conflict, and our real job is how to resolve those conflicts, and I think that’s what makes it interesting and challenging.
I always like to joke that architecture overcomes the rules of algebra that state that you can’t solve multivariate equations. These are exactly the kind of circumstances we work within on a daily basis. Addressing all the goals of the Guiding Principles of Federal Architecture requires a design that clearly solves multiple challenges simultaneously.
KATE
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PLACE-MAKING LARRY
As Angelenos we know that the site is located at the crux of some very important contemporary and historic buildings. For example, City Hall and the historic Olvera Street, the birth of Los Angeles, are just blocks from the site. The new courthouse location is one of the most important sites in the city. The dialogue with this context and the role the new building can play is quite vital to the vibrancy of the city.
I agree. As someone who lives and works downtown within blocks of the site, I would say that Downtown LA is becoming a vibrant community, though it hasn’t always been that way. Over the past several decades downtown was simply a commercial and civic core with hardly anybody living downtown. The city is still pockmarked with holes in the urban fabric, however, in the last decade, downtown added more than 5,000 new housing units. More importantly, it has become a more vibrant 21st Century city with some very important buildings that represent the best of contemporary architecture.
LARRY
KATE
The people, great new and revitalized buildings and new public space have fostered great vibrancy downtown. The most important space that we can create and give back to the community is an open space that is welcoming, meaningful, and memorable, and that adds to the public experience of a great city. I recommended The Olin Partnership as our landscape architects precisely because they are so good at making great public spaces. And their federal work does such a good job of making the security virtually invisible, so that the open space feels really welcoming to the public.
Yes. It would be extraordinary to make a distinctly California building, a building that reflects some of the energy of architecture here in Los Angeles that has pushed where contemporary American architecture’s going, and reflects the energy, vibrancy, and complexity of Los Angeles. I’d love to capture that in the architecture and the landscape of this project.
KATE
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HIGHPERFORMANCE SUSTAINABLE DESIGN LARRY
I’ve always believed that making buildings sustainable is not a design concept. It’s really a question of ethics. It’s not optional. We, as people, are all responsible to the planet.
We share this ethical commitment. Both of us were doing sustainable buildings before the U.S. Green Building Council and LEED were established. What impresses me about GSA’s leadership is that it’s pushing really hard and really far to get to carbon neutrality, which goes far beyond LEED Gold certification.
LARRY
KATE
At the end of the day, making a good sustainable building is not that difficult if you think of your building passively first. My mother would refer to this approach as Jewish commonsense. Really, it’s a fundamental idea. You first have to make a building perform passively, the best that it can possibly be, and then all of the active systems become like the icing on the cake. You think of all the things that you can do without any mechanical systems first. For example, bring natural light in, which reduces the demand for electrical and lighting. All these passive ideas just make commonsense.
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KATE
In courthouse design, everyone is increasingly recognizing that daylight and, for the waiting areas, views are critical parts, not just for an aesthetic that says that the court is accessible. Daylighting is important because most people coming to the court are stressed, and there’s enough research proving the value of daylighting and views in stress reduction. I know that I would make better decisions if I were sequestered in a jury room that had access to daylight.
GSA’s done many studies that show workplace performance is much better when buildings are done sustainably. And if people feel good about being there, they take better care of it, there’s less maintenance and damage to the building. So, it’s – as you said – it’s a fully integrated package. It’s not one or the other. It’s a complex, little, three-dimensional puzzle that, if you solve it right, it’s like a songbird singing.
KATE
LARRY
You can’t do sustainable, high-performance design without an integrated design process. No singular team member has all the expertise to deliver sustainable design. That’s why our team includes WSP Flack + Kurtz and Built Ecology. Their expertise in integrating sustainable design through passive and active strategies for the building envelope and mechanical/electrical/plumbing systems is essential. McCarthy and their sub-contractors are also essential players. The entire team must be focused as early as possible on optimizing the total ecosystem of the building together rather than optimizing individual systems in isolation. It’s the only way to deliver cost-effective, high-performance design.
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DESIGN-BUILD DELIVERY OF COSTEFFECTIVE DESIGN EXCELLENCE
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LARRY
Another critical part of the answer is Design-Build. I think that delivering a project on budget is going to require smart thinking, not just from a design perspective, but on a construction perspective. And the more that we can marry a design team with really great building teams, the better off we’ll be in achieving excellence and beauty and performance at a better and more effective final cost. We want to be smart about decisions and choices, and when we have the combination of voices at the table, we can be both better and smarter.
One of the challenges is how to address the tradition of courthouse design that tends to use high-end finishes, such as liberal amounts of stone, wood, and a lot of detailed material craft. With our relatively tight budget, how can we be smart about where and how to capture these traditions, but also use other alternatives that are beautiful, and might be more cost effective; that might be lighter and better in a blast condition; that might be easier for speed of erection on a tight schedule knowing that saving time is saving money? We need to keep the high-touch pieces in places that the judges will see in their chambers, places that the public will see and touch in an entrance space, or waiting area, and in the courtrooms themselves.
LARRY
KATE
I’ve had a legacy of working for clients who tend to emphasize low capital cost and long-term maintenance. So, I’ve been really accustomed to delivering buildings on a budget that perform well. I’m proud of the comment I often hear from people after they have visited my buildings, “That’s really expensive,” they say, when, in fact, they are budget driven. And so, we’ve developed a strategy, which is similar to what you’re talking about. We call it the 80/20 strategy, where we take 80 percent of the budget and put it in 20 percent of the space. That’s not actually how it works, but we like to create hotspots in a building. So, rather than have a building that is uniform in cost throughout, there are a lot of spaces, and particularly in courthouses, which can be nice, but in a sense, more neutral. Therefore, those spaces can be done extremely cost effective, leaving more budget dollars for the courtrooms, the public spaces, and the judges’ chambers, and courtrooms.
The strength of the design-build delivery is that we will have real time input about constructability and costs from McCarthy. It’s not just about the design, but includes the construction team that has valuable insights on how to deliver more value for less dollars. As design leaders it is our job to organize and to help the entire team find the best ideas that deliver a coherent, clear design that will best serve the courts while being delivered within budget and on schedule.
KATE
SECTION 04
FACTOR 2 / PAST PERFORMANCE FACTOR 2 / PAST PERFORMANCE
SECTION 04
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The McCarthy/HMC team is a proven partnership. Over the past 20 years, we have successfully delivered projects worth more than two billion dollars together to multiple satisfied clients. We regularly collaborate on design-build ventures, and currently are working together on more than $875 million in active projects. Our shared commitment to owner satisfaction and open communication has resulted in a proven relationships at all levels. Virtually all of our shared successes are complex hospital projects. These large, multistory hospitals demonstrate relevant experience for this high-rise urban courthouse because hospitals are: • Complex function-driven programs with critical areas and adjacencies; • Multiple stakeholders and design influences; • Require separated circulation for public, patients, and medical personnel comparable to public, secure for incustody, and restricted for judiciary and staff; • Security/card reader/badge access for various levels of security (patient, surgical, staff only) and nurse call/alarm systems comparable to duress alarms;
• Technology-rich integration of multiple essential services with planning for future flexibility required; • Both hospitals and courts require Uninterrupted Power Supply for all critical systems; • Upgraded high-performance structural systems for essential services in the case of hospitals and blast/progressive collapse for courthouses; • Similar scale – six stories or greater; • Similar or greater dollar value – many are more than $300,000,000; • Long-term investment in buildings intended to last for 50 years or more; • Life cycle costing, durability, and maintenance are significant concerns; • Increasing focus on sustainability to both reduce energy consumption and to create healthy environments. This relevant experience demonstrates that the McCarthy/HMC team can effectively deliver on-schedule and within budget the New United States Courthouse – Los Angeles.
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KAISER PERMANENTE DOWNEY MEDICAL CENTER, DOWNEY, CA
PPE Client Reference for McCarthy and HMC Architects John Ransom, Vice President, Construction Acquisition, Kaiser Permanente Tel No. 626-394-1770 | Email john.ransom@kp.org
Ability to ensure delivery of quality product and service McCarthy and HMC worked together in the early phases of the project to identify and team with the mechanical, electrical, plumbing, low voltage, pneumatic tube, fire alarm, and fire protection design-build subcontractors to produce design, budgeting, budget control and detailed installation documents that provided the owner a cost-effective solution. Our implementation of web-based programs allowed for more than 50 participating companies to work on and review one set of documents. HMC, McCarthy, Kaiser stakeholders, subcontractors, and material suppliers could obtain current backgrounds, review project criteria, and maintain communication simultaneously. This approach not only helped elevate the level of quality, it also yielded a number of significant savings to collateral building systems and accelerated design collaboration to greatly reduce the normal question and response activities during construction. Another quality assurance measure was a plan that HMC and McCarthy
coordinated with the Office of Statewide Health Planning and Development (OSHPD) to submit the hospital, site, and central plant package for approval in nine increments. This allowed for submittal stages and review process that corresponded with the construction schedule, allowing the project to move at a much faster pace. With a teambased approach, OSHPD quickly became confident in the capability of all parties to resolve challenges quickly and effectively. During construction, the McCarthy/ HMC/Kaiser team implemented a leading-edge quality management software called FreightTrain to manage inspection and punchlists. Working off the same database and software instead of three different versions, the open sharing of compliance and inspection information allowed all team members to have real time information regarding the status of work. The team utilized the capabilities of this software to address quality trends and challenges by subcontractors so that management could focus their attention and resources accordingly.
This process won a Constructech Vision Award in recognition of the team’s innovation and collaboration.
Success in providing a safe and secure job site McCarthy Building Companies’ number one priority is to ensure that its employees and team members return home safely each night. In every significant measure, McCarthy’s safety performance has consistently improved. Our proactive approach to safety has resulted in McCarthy achieving a safety record four times better than the industry average.
The Associated General Contractors of America has recognized McCarthy as the safest large contractor in the country. McCarthy’s proactive on-site safety program at Kaiser Permanente Downey Medical Center was based on communication, training, motivation and monitoring. McCarthy developed a Site Specific Safety Plan to help eliminate hazards, or minimize them
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Kaiser Downey Medical Center Replacement Hospital was one of the first informal efforts made at integrated team philosophy within the Kaiser Healthcare System. Since its completion, the project strategy and execution has been the subject of numerous industry seminars, articles and awards due to the visionary leadership and implementation by all parties. McCarthy, HMC and our mutual client, Kaiser, worked together to pioneer principles and procedures that continue to be implemented and improved in our current work. This project is an excellent example of the goal-focused team approach that McCarthy and HMC develop with our clients and the resultant success of that process.
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through environmental controls. HMC was an active participant in addressing safety concerns within the project design. Regular staff meetings were held to encourage safe work methods and eliminate hazards. An overhead protection program was also put in place to minimize the potential of overhead hazards. Orange safety netting was installed at the building perimeter on all elevated levels and interior shaft openings. Custom hole covers were used to protect deck openings to prevent tools and materials from falling below through the floor openings and floor penetrations. Employee orientations were held before work started – and with any employees new to the site – to review project rules, project layout, and the importance of individual safety. The project team implemented a safety award incentive program for the project, which was used to reward workers and companies for exemplary safety performance. Recognitions such as barbeque lunches, T-shirts, Home Depot gift cards, and VIP Parking Spots were all part of the program that boosted employee morale and motivated each individual to step up their safety awareness on the project.
Ability to meet project budget constraints by effectively controlling costs, managing change, and customer expectations The Downey Medical Center Replacement project was almost grounded before it began because of escalating industry subcontracting costs. McCarthy approached Kaiser Permanente with a solution that resulted in Kaiser’s first hospital project
using the design-build delivery method and allowed the team to transfer the responsibility of the design and installation of the mechanical, electrical, plumbing, and fire protection trades to the Contractor and challenged the subconsultants to deliver cost-effective value engineering approaches. By integrating design and construction in these disciplines, McCarthy was able to mitigate potential conflicts that might have arisen during a traditional delivery process and thus deliver the project under budget. This method also allowed McCarthy to implement an MEP escalation tracking model that budgeted and reconciled cost escalation equitably so that Kaiser Permanente paid only the actual escalation, without the added cost for the subcontractors carrying that risk. The design-build approach also allowed McCarthy to save Kaiser Permanente millions of dollars on systems and structures through value engineering. For the entire project, McCarthy was able to effectively incorporate lessons learned from its large healthcare portfolio to mitigate conflicts in the field and minimize contingency type draws from the project budget. Additionally, our teaming relationship with HMC
The Owner was able to utilize remaining contingency and allowance dollars to upgrade equipment, make program changes, and other elective changes while still completing the project approximately $50 million under their original total project budget.
again proved to be a success for not only the construction and design team but also for Kaiser.
Ability to effectively coordinate subcontractors As stated above, what began as a traditional design-bid-build process quickly transformed into an integrated project approach. McCarthy Building Companies was contracted to provide design-build delivery of the mechanical, plumbing, electrical and fire protection systems for the project, and in turn, subcontracted designbuild responsibilities to these trade contractors. The drywall and exterior skin subcontractors were brought on board in a design-assist delivery and were integrated into the designbuild coordination process. All of the subcontractors worked collaboratively together and with Kaiser Permanente, McCarthy, and HMC Architects to produce a very effective and efficient design, permitting, and construction process. Decision making and progress were made priorities that were never compromised, and the benefits of this teamwork and commitment showed clearly in the extremely positive schedule and cost results.
Ability to develop a realistic schedule and complete projects within the approved schedule As part of the integrated delivery of the project, McCarthy was able to collaborate with Kaiser, HMC, and the design-build subcontractors to submit incremental packages to OSHPD that allowed for work to begin prior to the entire project being permitted. McCarthy self-performed
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the structural concrete on the project so we were able to lead by example our commitment to maintaining and bettering the project schedule when possible. The subcontractors took advantage of the well managed project and their productivity rates reflected the sequencing established by McCarthy’s Superintendent.
The McCarthy/HMC collaboration continued through design and construction and the team ultimately completed the project 4 months ahead of schedule. Responsiveness and ability to meet performance timelines Effective management and business relations that include collaborative team performance with successful integration of the Design-builder, A&E Design Team, and other third parties Plans for this new campus on a “brownfield” site began in 2001, with a team composed of Kaiser Permanente, McCarthy Building Companies, and HMC Architects. This team has a history of more than 20 years of working together and has successfully completed many major projects together. What began as a traditional design-bid-build delivery process quickly became something else— a more integrated project approach long
A true indicator of the business relationships formed and maintained over the course of this project were zero claims against the Owner, the Contractor or the Architect. before the concept became an industry movement. The result: a state-ofthe-art hospital completed ahead of schedule and under budget.
Effective management and business relations that include key personnel, coordination, interaction of team members and third party agencies Within the organizations of Kaiser Permanente, McCarthy, and HMC Architects, several close relationships were formed at all levels; relationships that have continued on to two additional projects with the same team. These personnel include the project executives, project managers, superintendents, field engineers, and clerical support. Additionally, many of the same subcontractors have continued their relationships with the same field staff on to additional projects with Kaiser, McCarthy, and HMC.
Success in achieving subcontractor goals McCarthy held over 65 subcontracts on this large and complex project and not one of these subcontractors filed a claim at the end of the project. McCarthy was firm in our administration of the contract, but fair and equitable with the subcontractors when legitimate changes were presented. This approach with the subcontractors and Kaiser led to a mutually beneficial relationship where everyone was working in the best interest of the project.
Compliance with security classification and handling The Kaiser Downey project included several security measures to promote the safety and well-being of its members and staff. Many areas of the hospital were secured to restrict access from the public such as sterile processing, surgery, and the pharmacy. Additionally, a complex infant monitoring systems was installed in the labor and delivery area to track the location of newborns. This low voltage, wireless system was integrated with the fire alarm, elevator operation, and access control to restrict the ability of anyone to remove the baby from the restricted area. In the event of an unauthorized movement, the associated elevators and doors would lock-down and alarms would sound to the nurses’ station and security desk.
Awards /
// Construction Owners of America, Project Leadership Silver Award // 2009 Constructech Vision Awards, Technology Enabler Gold Award // ASHRAE Technology Award of Merit, Cat. III–Healthcare Facilities // 2010 Los Angeles Architecture Awards, Healthcare Award // 2009 NECA Electrical Excellence Award // 2009 NECA Voice/Data/CATV Excellence Award
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The Kaiser Fontana Medical Center Replacement Hospital achieved substantial completion 8 months ahead of schedule and delivered more than $40 million dollars in savings to the client. This project is an outstanding demonstration of the value that the integrated approach McCarthy and HMC have developed will bring to the New Los Angeles Federal Courthouse.
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KAISER PERMANENTE FONTANA MEDICAL CENTER, FONTANA, CA
PPE Client Reference for McCarthy and HMC Architects John Ransom, Vice President, Construction Acquisition, Kaiser Permanente Tel No. 626-394-1770 | Email john.ransom@kp.org
Ability to ensure delivery of quality product and service Following on the heels of the team’s success at Kaiser Downey, McCarthy and HMC worked together with the client to focus on raising performance to new heights. Our candid discussions of lessons learned produced new and effective actions. For example, despite the high marks received for quality at the Kaiser Downey project, we increased the effort given to the Site Specific Quality Plan (SSQP) for the new Kaiser Fontana project. We brought fully dedicated resources to implement the many changes that had happened in OSHPD compliance, Kaiser standards, McCarthy/HMC quality control programs, and California statutes. Examples include added facets of the Site Specific Quality Plan, such as the Water Infiltration Prevention Program (WIPP), the Building Enclosure Coordination Program (BECP), MEP program, and Flooring Coordination Program. These processes and procedures have been developed based on our combined extensive
experience on similar types of projects and the commitment to following them by our management staff has minimized the amount of rework and warranty calls on our projects. At the Kaiser Fontana project, the McCarthy/HMC/Kaiser team again implemented the use of FreightTrain software to assist in the management of our extensive inspection management and punchlist program. Our on-site team of QC specialists, IORs, and OSHPD officials were able to review job progress in real time with electronic documents and handheld tablets used in the field. This greatly streamlined work for all parties, as the team did not have to shuffle through multiple revisions of the same document to determine the correct design intent or debate inspection status. The Kaiser Fontana team believed in and acted in accordance with the mantra that—If you don’t take time to do something right the first time, then you will be spending more time to fix it
later.” Building quality into the project from the onset reduces the schedule and budget as is evidenced by the Kaiser Fontana team’s outstanding performance – completing ahead of schedule and below budget as documented in the Factor 04 submission data.
Success in providing a safe and secure job site McCarthy Building Companies’ number one priority is to ensure that its employees and team members return home safely each night. Our total commitment to safety has paid dividends for everyone involved. In every significant measure, McCarthy’s safety performance has consistently improved. Our proactive approach to safety has resulted in McCarthy
The Associated General Contractors of America has recognized McCarthy as the safest large contractor in the country.
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achieving a safety record four times better than the industry average. McCarthy’s proactive on-site safety program at Kaiser Fontana was based on communication, training, motivation, and monitoring. McCarthy developed a Site Specific Safety Plan for the Fontana project to help eliminate hazards or minimize them through environmental controls when elimination was not possible. Some of these Site Specific items included high wind and heat hazards. To mitigate this, the team sequenced work so that the building enclosure on the up-wind side of the building was completed first to avoid blowing materials through the building. Also, the team closely monitored the wind while using cranes, and in fact, had to shut the cranes down from time to time when the wind was too high. Another measure taken by the team to reduce safety risks was to prefabricate many of the building systems in a controlled, off-site environment and installing these within a dedicated work area, thus minimizing the number of people working in an area at any given time and reducing the inherent safety risks. Employee orientations were held before work started as well as with any employees new to the site during construction. These orientations review project rules, project layout, task planning and the importance of individual safety.
Ability to meet project budget constraints by effectively controlling costs, managing change, and customer expectations
The McCarthy and HMC team made the Substantial Completion deadline for the Kaiser Fontana project eight months ahead of schedule and 20% under the original budget with no claims. A good portion of the time and dollar savings can be attributed to the tightly knit crews’ efficiency in responding to challenges. The team understands the importance of timely decision making and how it benefits both the project and the team. A key aspect of delivering this complex healthcare project so far ahead of schedule and below budget, yet maintaining great quality, was the design-assist method. In a process very similar to our approach on the new courthouse, the client, McCarthy, HMC, and the project’s key subcontractors utilized designassist to complete the project design documents as construction began. Helping to further the design-assist effort, the project team proactively utilized Building Information Modeling (BIM) coordination and clash detection software to manage the project’s complex structural, architectural, and mechanical, electrical, and plumbing systems. Another time saving measure used during construction of the project was the innovative sequencing of the
project build-out schedule, called the “Dedicated Work Area Method.” This strategic scheduling method allowed for more manpower to be put on the project while increasing the overall efficiency of construction. The efficient scheduling of the project also contributed to significant savings from the major subcontractors who were under cost reimbursable subcontracts. Additional factors included tight management and control of design allowances and lump sum subcontracts.
Ability to effectively coordinate subcontractors The subcontractors for the Fontana project were selected both on qualifications and competitive pricing and worked collaboratively with Kaiser Permanente, McCarthy, and HMC to produce a very effective and efficient design, including streamlining of the permitting and construction process. Decisionmaking and progress were made priorities that were never compromised, and the benefits of this teamwork and commitment showed clearly in the extremely positive schedule and cost results. As an example of efficient decision making is how the design and construction team dealt with change order management. The team approach to change orders is crucial. If change orders are issued in a timely manner, documents are reviewed and distributed in a timely manner then the crews are able to capture the changes during production. Integrated 4D BIM modeling played a large role in clear communication that resulted in a very well detailed and coordinated construction approach. The BIM
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documentation and resolution was communicated to all parties in the field. Often this solved coordination issues well before the materials were on the job and being installed.
be put on the project while increasing the overall efficiency of construction.
Ability to develop a realistic schedule and complete projects within the approved schedule
The project team—Owner/HMC/ and McCarthy—worked together throughout the design-assist phase and the construction phase as an integrated project team, always keeping in mind the objectives that were established at the beginning of the project: to turn in a quality building, under target cost and ahead of schedule. These objectives were achieved through constant communication, teamwork, and understanding each others expectations. Milestone schedules were reviewed each week with all team members to keep the team focused on
As described above, the innovative sequencing and management of the project build-out schedule, which McCarthy calls the “Dedicated Work Area Method,” proved to save significant time over the course of construction. This strategic scheduling method allowed for more manpower to
With substantial completion 8 months ahead of the owner contract schedule on this large OSHPD regulated project, the McCarthy/HMC methods are well proven on this and other projects.
Responsiveness and ability to meet performance timelines
the same objectives. All RFI meetings, as well as budget meetings, were held strategically so that the work in the field was never impacted.
Effective management and business relations that include collaborative team performance with successful integration of the Design Builder, A&E Design Team, and other third parties Although the contract for this project was not a formal IPD (integrated project delivery), a real relationship of trust developed between the parties that resulted in true collaboration in the design-assist phase that continued through the construction phase. Outstanding team integration is not a coincidence; it is the product of business philosophies that respect the improved results that develop from collaboration. McCarthy, HMC, and the Client and other parties aligned our project goals from the beginning
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of the project, keeping in mind the same objectives as work progressed. This full team produced a high-quality building, under target cost and ahead of schedule.
Effective management and business relations that include key personnel, coordination, interaction of team members and third party agencies At all levels of the organizations of Kaiser Permanente, McCarthy, and HMC Architects, close relationships were formed; relationships that are built on previous jobs and will continue as we work on future projects. Additionally, many of the same design-assist subcontractors have continued their relationships with team members on to additional projects with Kaiser, McCarthy, and HMC with a commitment to achieve similarly positive results. Special effort was made to manage all regulatory aspects through close and communicative relationships. For example, the team invited early and informal participation by specific members of the OSHPD team, the State Fire Marshal team, local municipalities, and Kaiser Quality Control. This resulted in a better communication path and relationship to resolve questions and concerns during design review and field construction phases. These relationships, along with top-notch quality control efforts, played a significant role in the project success.
Success in achieving subcontractor goals
Compliance with security classification and handling.
The team attitude was shared by the subcontracting community. The Fontana project had four cost reimbursable subcontractors who were contracted to an identical contract structure. This contract was new to the Kaiser system and was administered with a firm but fair attitude. Compliance with the contract structure was always a top priority. Throughout the project several audits were conducted by both McCarthy and Kaiser’s internal auditors that raised zero issues. As a result and based on the schedule, cost and team attitude, each of these key Cost Reimbursable Subcontractor trades will be sharing in a project bonus for the savings they helped to achieve. The subcontractor goals were set high under a new contract structure, but once the objectives were clearly set by the McCarthy team early in the project, all parties earned their share in the benefits. It should also be noted that this project will be completed with no claims.
The documents and information for the Kaiser Fontana project were not subject to government classification standards, however strict security clearance and badging was required for certain technology, information, and hospital control elements. Strict security clearance and badging is required so that all construction areas and construction personnel are kept independent of the hospital staff and patient areas. In addition, the project included several security measures to promote the safety and well-being of its members and staff. Many areas of the hospital were secured to restrict access from the public such as sterile processing, surgery, and the pharmacy. A complex infant monitoring system was installed in the labor and delivery area to track the location of newborns. This low voltage, wireless system was integrated with the fire alarm, elevator operation, and access control to restrict the ability of anyone to remove a baby from the restricted area. In the event of an unauthorized movement, the associated elevators and doors would lock-down and alarms would sound to the nurses’ station and security desk.
Awards /
The Face Companies 2010 Golden Trowel Award, Unshored Elevated Slab over 100,000 SF
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CENTERS FOR DISEASE CONTROL, BUILDING 18 ATLANTA, GA
PPE Client Reference for McCarthy Richard C. Elder, Contract Specialist Biocontainment Procurement Branch Federal Law Enforcement Training Ctr U.S. Department of Homeland Security Tel No. 912-280-5233 Email: richard.elder@fletc.dhs.gov
CDC’s work with highly infectious agents requires the highest level of safety and quality. McCarthy was selected for the firm’s experience and thorough understanding of high-containment lab construction and delivered the extra coordination necessary to build a state-of-the-art, secure facility. As stated by Edward Stehmeyer,Jr, Director of Facilities Planning and Management Office of Disease Control: “McCarthy’s superior project management, construction innovation, and regimented client service delivered an exceedingly successful complex project.” Similar factors to the Courthouse included, high security requirements, controlled access and passage ways, unyielding quality, as well as interior and exterior finishes that would last beyond a lifetime.
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Understanding the importance of this project to the CDC, especially after the terrorist attacks, McCarthy developed and implemented a customized quality plan focused on three areas: building enclosure, controls and security, and the BSL-4 lab. Two full-time members of the team managed the security plan. Exhaustive efforts were expended to ensure quality. One area where quality needed to be assured was the concrete high containment walls and decks. The design team suggested 10 concrete mix designs for the high containment rooms. After consultation with our in-house experts, design consultants, and partnered subs, we performed cylinder strength tests to reduce the mix possibilities to six. Further mockups and analysis resulted in selection of the lowest shrinkage, highest quality concrete mix. Another area of concern for the Project team was the BSL-4 rooms. The gold standard tests for these rooms is the pressure decay test—the holding of air in a room for a certain period of time. A policy of “building in quality” from the beginning of the project was implemented versus inspecting out defects. All subcontractors bought into this policy from the bidding period onward, resulting in successful decay testing at the conclusion of the project.
Ability to ensure delivery of quality product and service For the researchers using CDC Building 18 today and in years to come, the highest level of client service McCarthy could provide was to construct a secure lab facility meeting premier quality standards. To achieve this for the end-user, while meeting the CDC’s requirements for budget and schedule, an unwavering commitment by the McCarthy team throughout the duration of the project was required.
Success in providing a safe and secure job site Safety is a core value at McCarthy and nothing is more important than employees returning home safe each evening when work is done. McCarthy’s award-wining safety program is managed by a trained staff of full-time safety professionals. During the Building 18 project, this comprehensive safety program included detailed and ongoing
employee training, on-site safety management and continual refinement of McCarthy’s Safety Guidelines. These guidelines are well above and beyond the minimum standards set forth by the Occupational Safety and Health Administration (OSHA). McCarthy created and maintained a safe workplace on the CDC project. The company’s detailed Safety Guidelines were continually updated to provide the highest level of loss control and were made available to all supervisors via the company’s intranet. In addition, as an added layer of safety, McCarthy employees and subcontractors went through an FBI background check prior to badges being issued. September 11 also significantly impacted security on the entire CDC Roybal Campus. McCarthy worked closely with CDC officials to ensure site access would not compromise security on campus. A site Safety and Security Plan was implemented to ensure scientists, staff, and visitors remained safe.
With more than 200,000 McCarthy manhours expended on Building 18, there were zero recordable and lost time incidents. An OSHA inspection of the site resulted in ZERO McCarthy violations.
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Ability to meet project budget constraints by effectively controlling costs, managing change, and customer expectations McCarthy provided a GMP to CDC when the design was merely 45% complete, as necessitated by the project delivery method for the project. Thereafter, the team had considerable discussion about which changes were caused by refinement of the design and considered to be within the GMP scope versus which items were scope increases. Our GMP was contingent on inclusion of various value engineering items agreed upon by CDC and the design team. However, our subsequent estimate at 65% design was $9 million over budget because many of the approved VE items had not yet been incorporated into the design. McCarthy then led another extensive VE study to achieve the budget goal for the GMP contract. As a team, the Department of Health Services, McCarthy and the designers successfully delivered Building 18 within the revised CDC budget while managing scope additions, which included $15 million of increased building scope, $5 million of security revisions, $4 million of additional equipment and $6 million of miscellaneous design changes for a total of over $30 million in additional scope increases.
Ability to effectively coordinate subcontractors McCarthy embraced all of our subcontractors not as a typical GC Sub relationship, but as true partners for this highly challenging project. Through daily meetings and communication, McCarthy incorporated an informal
IPD approach where all of the team members were working together with respect and awareness to cost, safety, and schedule. We managed the tremendous changes to scope issued by the Owner so that the proposed costs were reviewed and challenged by our team for real cost and schedule impacts. This process was appreciated by all parties including our owner. Providing respect to all team members is a core process from McCarthy on every project we deliver.
Ability to develop a realistic schedule and complete projects within the approved schedule In order to achieve their aggressive schedule, the Owner required a GMP at 45% drawings so that construction of early work could commence. To establish a GMP that would hold up to the final intent of the design, McCarthy used a qualifications and cost-based early subcontractor selection process (see description of this process in Section 7). Major subcontractors such as mechanical, electrical, drywall curtainwall, and masonry were interviewed by the project team (Owner, CMAR, A/E) and hired based on their qualifications, cost, and knowledge of the project. McCarthy and these key early subcontractors worked in concert with the design team to ensure that final design met the project’s design intent and budget constraints.
Responsiveness and ability to meet performance timelines As standard procedure, all of our projects undergo an extensive preplanning process in two critical areas:
Overhead MEP coordination process, involving all MEP designers and subcontractors: Work could not start in an area until this process of space planning the installations was complete. Building Enclosure Program: This is a process wherein McCarthy solicited the services of a third party peer review, to examine both the contract drawings and shop drawings. This ensured we had high quality details that represented the actual materials that were put in place. We then go the extra step and “mock-up” and test the details and workmanship before installations began. In addition, due to a significant change in scope that was unique to this project, McCarthy developed a process for proceeding with changes to avoid unnecessary schedule delays. Just when construction began, the 9/11 terrorist attacks occurred. Immediate and extensive changes were added to the project to include new programs now mandated for this facility. This posed a challenge as there was a dire need to prevent project delay due to national security concerns. McCarthy created a process where we could continue the construction for up to 50% of each non-funded change order and then notify CDC so they could obtain the rest of the funding. This kept the project progressing so that the subcontractors could be paid and the facility could be on line as soon as possible, to begin testing for biological agents. Another process implemented to avoid problems on this Project had to do with special coatings. While all subcontractors are monitored by McCarthy as part of our
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normal process to maintain schedule and quality, the special coatings in the high containment room were critical to the success of the Project and got the extra attention needed. During construction in the low hazard areas of the building, we realized that the coatings subcontractor did not have the expertise to install this high-tech product. McCarthy acted quickly and went to an alternate installer to ensure the high quality the project demanded. As a result of planning and extensive coordination with the Owner, McCarthy was able to incorporate all of the required changes while completing the project within the Owner’s extended timeframe.
Effective management and business relations that include collaborative team performance with successful integration of the Design Builder, A&E Design Team, and other third parties McCarthy embraced a partnering concept from project inception. This process is an informal IPD approach through function, not contract. We instituted events throughout the life of construction, including partnering lunches and dinners, golfing events, etc., in order to establish a personal connection to all team members. Every day during construction, McCarthy’s operations team made it a point to take one member of the on-site Owner or design team on an informal walk-thru of the facility to discuss progress and quality. This resulted in McCarthy becoming the
contractor on two other lab projects with the design team. Our success on the CDC project and relationship with the subcontracting community also allowed us to launch a successful office in Atlanta.
Effective management and business relations that include key personnel, coordination, interaction of team members and third party agencies For the researchers using CDC Building 18 today and in years to come, the highest level of client service McCarthy could provide was to construct a secure lab facility meeting premier quality standards. To achieve this for the end-user, while meeting the CDC’s requirements for budget and schedule, required an unwavering commitment by the McCarthy team throughout the duration of the project. Understanding the importance of this project to the CDC, especially after the terrorist attacks, McCarthy developed and implemented a customized quality plan focused on three areas: building enclosure, controls, and security, and the BSL-4 labs. Two, full-time members of the team managed the plan.
Success in achieving subcontractor goals McCarthy realizes that our success is a direct result from our subcontractor performance. We recognize subcontractor coordination is critical for them to perform their project work in a safe, coordinated effort so they can deliver a quality project and make a fair profit. McCarthy teams focus on this for each of our subcontractors on every project and CDC was no different. Our management of the schedule enabled the subcontractors to prefabricate and deliver on an orchestrated Pull Scheduling Lean/Just In Time that helped them meet both the project schedule and budget.
Compliance with security classification and handling September 11 significantly impacted security on the entire CDC Roybal Campus. McCarthy worked closely with CDC officials to ensure site access would not compromise security on campus. A site Safety and Security Plan was implemented to ensure scientists, staff, and visitors remained safe.
Awards /
McCarthy has been the recipient of six local and national awards for the construction of CDC’s Building 18, including the following: // ABC 2006 National Excellence in Construction Pyramid // Associated Builders and Contractors 2006, Award of Excellence // Associated General Contractors 2007 Build America Merit Award // ACI–Georgia Chapter 2006 Outstanding, Achievement Award // Best of 2006 Judges’ Award from Southeast Construction magazine
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TORRANCE MEMORIAL MEDICAL CENTER TORRANCE, CA
PPE Client Reference for HMC Architects Connie Senner Director of Contruction Projects Torrance Memorial Medical Center Tel. No. 310-784-4902 Email: connie.senner@tmmc.com
The Torrance Memorial Medical Center is presented to illustrate HMC Architects Factor II experience; the project design is 100% complete, permitted and construction is 30% complete. The criteria detailed in the solicitation emphasized Contractor issues. We have attempted to cover the architectural performance items raised in the PPES with relevant specific stories that illustrate the level of service.
Quality of Service– Programming At the time that Torrance Memorial Medical Center (TMMC) decided to move forward with the design of the New Tower, they were up against an end of 2009 Office of Statewide Health
Planning and Development (OSHPD) deadline for the submission of the project. This forced the hospital and the design team into a very tight schedule that only allowed eighteen months to program, design and produce the first drawing package in order to meet the OSHPD deadline. In response, HMC put together an overall schedule for the project which indicated that programming would have to be done in only three months. This short time frame required a very intense and very collaborative programming effort by both HMC and the hospital. HMC worked with the hospital representatives to put together a comprehensive user meeting schedule for all of the departments in the new hospital. Over the course of the three
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months, multiple meetings were held with each of the departments to develop, review and refine the program. Meetings were set up such that over a two or three day period HMC’s programmers and hospital’s users from every department met and worked to develop the program for each department. These multi-day intense programming sessions were scheduled consistently over the three-month period. At the end of the programming phase, HMC produced a functional and space program that was signedoff by the users and ultimately by the management team. This program was the basis for moving forward with the project.
Quality of Service–Design TMMC is similar to many other hospitals with multiple facilities that form a campus setting. Usually the oldest buildings on campus are in the middle of the site. With most established hospitals, the space for expansion is limited and the design is forced into the space available. With TMMC, as the design progressed it became apparent that the campus needed to change in order for the hospital to have the space it needed to support their programs and to fit the new tower. HMC worked with the hospital on the footprint of the building and showed the hospital that the land of the adjacent medical office building was needed. TMMC then purchased the adjacent property and demolished the existing building. The proposed entrance to the hospital was directly adjacent to the neighboring property. HMC proposed a plan that showed that it would be to the hospital’s benefit to merge the two entrances into a single entrance shared by both entities. An agreement was worked out between
the two parties for a shared entry. As a result of these two decisions, the hospital was able to acquire the needed land to place the building on the site and to be able to maintain a functional program of the new tower.
Quality of OSHPD/ Documentation In order to get a project of this complexity approved and to get an early start on construction, HMC proposed to OSHPD to organize the project into increments and submit the project in increments. Having worked with OSHPD over the years, OSHPD trusted that this was a logical solution and that HMC could deliver a sequence of increments. These increments were organized into ten increments and followed the sequence of construction of the new tower. In doing so, as portions of the project were completed they were submitted to OSHPD for review and permitting. This process not only saved review time but allowed construction to begin at an earlier date reducing the impacts of market escalation and resulting in cost savings for the client.
Effective Cost Control TMMC was delivered under the designassist delivery method. From the beginning, the contractor was on board and construction costs were monitored continuously throughout the project. As materials and methods were proposed, the associated costs were evaluated to determine if they were within the proposed budget of the project.
Project Delivery on Schedule Due to the legislative deadlines and OSHPD’s enforcement of the deadlines, the schedule was always at the forefront of the entire team effort. In working with OSHPD, HMC was able to maintain the overall project schedule through the incremental submittal process. This has allowed the hospital to proceed with construction of the make-ready projects. The make-ready projects consisted of the demolition of the existing buildings, relocation of the existing utilities, and the construction of the new entrance all prior to the construction of the hospital.
Effective Project Management HMC delivered this project using the design-assist delivery method. From the onset, HMC along with the prime consultants worked with the contractor and major subcontractors in the design and delivery of the project. HMC collaborated in the use of BIM modeling by the subcontractors to work through potential construction issues, coordination between the trades, and reducing the construction schedule. The design-assist method facilitated the submittal process by allowing the submittals to be processed earlier in the construction process and prior to the actual construction starting. This has worked out well as it allows the design and construction team to focus on construction issues and not be inundated in submittals while working through construction issues. In association with the design-assist process, HMC maintains a full time, onsite architectural team in support of the project and the construction team.
FACTOR 3 / QUALIFICATION OF KEY PERSONNEL FACTOR 3 / QUALIFICATION OF KEY PERSONNEL
SECTION 05
SECTION 05
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Our team is built on trust; it exists between McCarthy and HMC based on our years of delivering highly successful projects and was enriched when Kate Diamond reached out to her colleague Larry Scarpa to join her as her Co-Lead Designer. Together McCarthy/HMC/Architects/ Brooks + Scarpa have carefully crafted our ideal team of experienced individuals from our respective firms and consultants and contractors. We trust these experienced individuals to bring valuable expertise into our integrated design and delivery process. We all believe that trust is the foundation that allows open input, candid discussion, and collaborative execution of a design build contract focused on delivering the highest and best value for the New US Federal Courthouse-Los Angeles. Our Organization Chart is designed to convey three seemingly contradictory yet truly compatible imperatives: • Clarity of Authority and Responsibility to deliver the highest value of Design Excellence for the New US Federal Courthouse-Los Angeles on schedule and within budget;
• A Culture of Collaboration to generate maximum value from the entire Design Build Team where the best idea for improving the project is respected regardless of the source; • A clear, coherent design process that results in the best of contemporary American architecture integrating best practices of high performance building in a solution that is both rooted in and gives back to this unique place in downtown Los Angeles. McCarthy Principal in Charge John McRitchie has both the authority and the responsibility to bring the new courthouse from vision to completion. While he focuses on building a culture of collaboration within the team, if at any time during the project GSA has any concerns about the teams’ performance, John will be your direct point of contact. Similarly, while Kate Diamond, FAIA, and Larry Scarpa, FAIA, are enthusiastically collaborating as equal co-lead designers, confident that they will reach agreement on the best decisions for the project, HMC Architects will be the Architect of Record and will have ultimate responsibility for the design produced.
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US DISTRICT COURT, CENTRAL DISTRICT OF CALIFORNIA US Marshal // Federal Prosecutor // Other Tenant Agencies
CONSTRUCTION MANAGEMENT AGENCY
MC CARTHY DESIGN-BUILD TEAM
JOHN MC RITCHIE Principal In Charge
BUILDER TEAM
A/E DESIGN TEAM HMC Architects / Brooks + Scarpa
LARRY SCARPA, FAIA
McCarthy
KATE DIAMOND, FAIA
Co-Lead Designer
Co-Lead Designer / Designer of Record
KIRK ROSE, AIA
ED AVILA, AIA
A/E Project Director / Design QA/QC
GLENN HICKMAN
Quality Control Design Manager
GARY PHILLIPS
Construction Superintendent
A/E Project Manager
JAMES WOOLUM, AIA, IIDA
RASHAD MORTON
Interior Design Leader
ANDY LIU
Project Manager
YEFIM PORTMAN
M/E/P Coordinator
Quality Control / Assurance Coordinator
Project Management Support Team
Site Safety Team
BIM Design Leader
BIM Builder Support Team
McCarthy Federal Team
Landscape Architect The Olin Partnership
M/E/P WSP Flack + Kurtz MEP
Mechanical Design Assist Subcontractor
Civil Engineer PSOMAS
Sustainability WSP Built Ecology
Electrical Design Assist Subcontractor
Design Support Team
Plumbing Design Assist Subcontractor Structural + Blast + Curtainwall Thornton Tomasetti
Build Envelope Design Assist Subcontractor
Fire Life Safety Engineers Rolf Jensen
Fire Protection Design Assist Subcontractor
Acoustics/Low Voltage/ Media/ Security Wave Guide
Framing/Gyp. Design Assist Subcontractor
Other Required Consultants (TBD)
Other Subcontractor Trades as required
INTEGRATED DESIGN AND DELIVERY
Project Control Team
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Project Organization Building Trust—rust is the foundation that allows open input, candid discussion, and collaborative execution of a design build contract. No amount of raw talent, desire, or skill sets can be optimized without reliable partners. The McCarthy Building Companies/HMC Architects/Brooks+Scarpa Architecture team is committed to an integrated approach to project design and execution.
McCarthy and HMC Architects have a history of more than two billion dollars of work together. We regularly collaborate on design-build ventures, and currently are working together on more than $875 million in active projects. Our shared commitment to owner satisfaction and open communication delivers successful projects for our clients. We will focus on creating an environment of mutual respect and common goals, allowing the free flow of information from the Courts and all other stakeholders, GSA representatives, and design-build team members.
Project Roles and Responsibilities Design Builder—McCarthy Building Companies, Inc. (McCarthy), is your design-builder leading a highly collaborative partnership with HMC/Brooks + Scarpa, McCarthy will be fully responsible for the complete design and construction of the New Federal Courthouse Los Angeles. Principal in Charge John McRitchie will provide guidance and oversight to the team utilizing his local, large project, and courthouse experience. Roles, responsibilities, and lines of authority are delegated by McCarthy to Designers, Consultants, Subcontractors, and other team members to support project needs. Supported by an outstanding and qualified team—all committed to integrated design and delivery—McCarthy will bring the new courthouse from vision to completion.
Design Team—Our design partners, HMC Architects (HMC) and Brooks + Scarpa Architecture (Brooks + Scarpa), will provide design continuity from inception to completion. Working in a highly collaborative partnership with Brooks + Scarpa, HMC will be the Designer of Record. HMC will be directly contracted to McCarthy, and will hold and manage all design consultant contracts. HMC is ultimately responsible for design compliance, design reviews, production of a complete scope of documents, and construction administration services. Co-Lead Designer Kate Diamond, FAIA, will lead the HMC team with strong support from seasoned personnel with deep experience on projects of similar scale and complexity, design-build delivery, and proven success collaborating with McCarthy. Brooks + Scarpa Architecture founder Larry Scarpa, FAIA, will act as co-lead designer with Kate Diamond of HMC, with responsibility to maintain the clarity and integrity of the design vision. As a Small Woman-Owned Business Enterprise, Brooks + Scarpa is an award-winning emergingtalent practice that brings innovative design to enlarge the team’s perspective. Together with HMC, they will craft excellence at the highest levels of contemporary American architecture. Brooks + Scarpa will contract directly to HMC.
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A/E Consultant Team— We have built a comprehensive consultant team ready to immediately engage with the opportunities of the competition phase. The Olin Studio will be the landscape architects for the courthouse. They bring deep experience invisibly integrating security into the landscape architecture of high-profile public spaces for federal clients at the same time that they make beautiful public spaces. The OLIN Studio is presently working with Larry Scarpa, and has previously worked with John McRitchie of McCarthy in creatively managing the balance of accessibility, security, and budget for a large-scale urban courthouse. Psomas will provide civil engineering services for the team. With an incredible resume and track record in downtown Los Angeles, the Psomas team brings in-depth knowledge of municipal utilities, area infrastructure, and site-specific properties. Psomas has completed many successful projects with McCarthy and HMC and with the individual principals on the design build team.
Anthony J Celebrezze Federal Building Plaza, Cleveland, OH The OLIN Studio
Thorton Tomasetti will provide Structural + Blast + Curtain Wall engineering. Their in-depth understanding of progressive collapse, GSA courthouse design, blast, seismic and wind impacts on courthouse design will not only meet federal standards, it will help the team identify efficient and cost effective solutions. The Thorton Tomasetti team has worked with HMC, Brooks + Scarpa, and McCarthy in the past. Additionally, Kate Diamond recently worked with them on the design-build team for the U.S. Magistrate Courthouse, Bakersfield, and the high-rise State Courthouse in Stockton, CA. WSP Flack + Kurtz will be responsible for creatively solving the mechanical, electrical, and plumbing systems of the building. In an integrated approach to design, they will also address the detailed lighting design for the courthouse. They bring familiarity with the detailed specifics of GSA energy conservation goals, PB100 standards, and other federal requirements. They are presently working on the 50 United Nations Plaza for GSA Region 9. In recent work with John McRitchie on the San Diego County Courthouse, they successfully collaborated with the team to solve significant state budget cuts without compromising project functionality, sustainability, and quality.
US Embassy, London, UK, The OLIN Studio
WSP Built Ecology will act as the team’s sustainability gurus, helping the team explore the best integrated design to deliver high-performance green buildings—from passive to active strategies. They push the envelope on current design elements while maintaining a vigilant review of long term functionality and maintenance concerns. Working closely with the team, they openly communicate the advantages, drawbacks, and potential impact of sustainable solutions.
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Rolf Jensen will serve as the team’s fire life safety engineers bringing specific experience with GSA Region 9 and NFPA. Rolf Jensen worked on both the Bakersfield and Billings Courthouses with Kate Diamond, both the San Bernardino County and San Diego County Courthouse with John McRitchie, and with Flack + Kurtz on many federal projects and courthouse facilities. Waveguide will address the important acoustics, low voltage, media, and security issues critical to courthouse functionality. While we know that the Courts will ultimately select their own low voltage consultants, Waveguide will be responsible for the providing smooth integration of these systems into our design-build solution for the courthouse and will continue to serve as the integrator of all of these systems in the project.
Key Design-Assist Subcontractors— The selection of the key first tier design-assist subcontractors is already in progress, and will continue with development of the Phase II outreach criteria. These subcontractors are invaluable in identifying opportunities in early design and exploring cost neutral solutions to design development during the later design phases. We know from our recent experience that approximately 30% or more of the building costs on major justice infrastructure projects are related to MEP systems. These subcontractors provide constructability to the applications of major MEP systems as well as coordination of these systems with the architecture and structural requirements for the project. Targeted design-assist trades include mechanical, electrical, plumbing, low voltage systems, building enclosure systems, vertical transportation systems, fire protection, life safety systems, and structural steel. Subcontractors—All subcontracts for the construction phase will be held by McCarthy Building Companies, Inc. and each entity shall be prequalified and held to all applicable project documentation and Government subcontracting requirements.
Mill Center, Brooks + Scarpa Architecture, AIA Los Angeles and AIACC Award for Design
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Flow of Work Communication—The differentiator between outstanding team function and ordinary behavior rests in the ability to communicate. John McRitchie, principal in charge for McCarthy,will promote a collaborative design and delivery approach. Working in tandem with Kate Diamond and Larry Scarpa, he will create a candid forum for open dialogue that is centered on the needs of the project. With the combined courthouse experience of these three individuals, their respect for the function and dignity of the Court, and skills in drawing out even reluctant participants, a culture of collaboration will be a natural outcome. In this environment, each of the parties is vested with both the responsibility and the authority to provide input to the best of their abilities during both the design and construction phase. HMC’s design office is in easy walking distance of both the GSA-Los Angeles and the project site. The team is committed to further enhancing communication via co-location of design and construction teams in a single office for increased collaboration. We will create the project there, sharing 3-D design work across disciplines, continuously monitoring design quality, functionality, constructability, and cost as we create the design.
Owner Interaction—GSA and the tenant stakeholders are essential to the project success. As design moves forward after the contract award, our work flow will include a highly communicative and collaborative partnership with all owner and tenant participants. Design progress will be monitored by McCarthy’s Quality Control Design Manager, Glenn Hickman collaboratively with Kirk Rose, HMC’s QA/QC director, for confirmation and resolution of each issue brought forward from that interaction. Given the design-build delivery and the aggressive schedule, we will look to GSA to partner with us using proven strategies of over-the-shoulder review, intensive workshops and design charettes to keep the project moving forward. McCarthy’s Quality
Control Design Manager Glenn Hickman will work with the design team to drive the subsequent review and approval process by giving specific schedule implementation directions to the respective design team members. He will coordinate their efforts and confirm comments by the GSA and tenant project team and ensure that they are fully addressed in the appropriate time period. McCarthy’s document control system, with input from the designers, will be used to track owner or other agency comments and to determine the status of any comment at any time. The McCarthy/HMC/Brooks + Scarpa team will implement an approach that includes a respectful, collaborative, and transparent working relationship with: • General Services Administration: - GSA Region 4 and Region 10 project team and their project management and contracting team members - Central office commissioner, design excellence and construction excellence team members - GSA Region 9 authority having jurisdiction input - GSA Region 9 operations and maintenance Input • Tenants including - US District Court - Central California Division - US Marshal - Probation - Federal prosecutor - Other possible tenants (potential for public defender, GSA, etc.) • Construction Manager (CMa) team including Commissioning • Agent (CMx) • Other reviewers
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Shunde First People’s Hospital, China, HMC Architects 2011 Unbuilt Award, AIA Academy of Architecure for Health
Goal Alignment Goal alignment is essential to maintain forward progress and innovative solutions—particularly on the aggressive project schedule. A partnering session including further exploration and expansion of the GSA/Court project goals and objectives will be conducted as soon as our team is under contract. The definition of core needs, exploration of each party’s vision, and alignment of expectations is the first step in establishing open communication. As a design build entity, we have already held early teaming sessions. A partial transcript of one such conversation is included at the end of this section to emphasize the mutual respect, responsibility, and collaboration that is already established in our team. In discussions, the following have surfaced as potential key elements: • Provide dedicated design and construction teams with relevant specialized project experience; • Institute sustainable guidelines supporting the highest achievable level of LEED certification; • Conduct detailed constructability reviews throughout the design process; • Involve Design-assist subcontractors to enhance overall design and value of BIM Model; • Fast track the design to support the overall project schedule.
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Design Process Flow Based on her personal experience leading the teams that won the Bakersfield and Billings Design Build Competitions, Kate Diamond knows that the team will need to allocate time and resources to: • Refine the design to address the Design Excellence Peers comments. • Address specific requirements from the Courts and other user tenants that will customize the design to meet the way they do business that is not clearly defined in their respective guides. • Meet with GSA to review energy models and verify that energy goals are being met with systems that are acceptable to GSA, even if they stretch the existing PB100 Guidelines. • Get sign-off from all of the stakeholders that the project is ready to take to the Commissioner of Public Buildings for official approval. All of these design activities will need to run in parallel to continuous efforts to design critical fast-track construction packages in order to meet the aggressive schedule with ground breaking prior to the end of 2012. The McCarthy/HMC/Brooks + Scarpa team has the depth of resources to staff parallel and concurrent efforts: • Larry Scarpa and Kate Diamond will lead the team addressing Peer comments and continuing the refinement of the architectural design concept.
Coop Editorial, Brooks + Scarpa Architecture, National AIA Award for Design
• Larry Scarpa and Kate Diamond will also collaborate with WSP Flack + Kurtz and Built Ecology to refine the sustainable strategies that will meet or exceed the GSA energy conservation goals. • James Woolum, working in close collaboration with Kate Diamond, will lead a team to finalize the space planning refinements and assist in the refinement of the interior architectural aspects of the design. • Ed Avila, as a very hands-on project manager, will lead a team of technical architects working to prepare initial construction packages such as rough grading and utilities, structural steel with key consultants and the design-assist subcontractors. Concurrently, Ed will devote attention to the remaining building shell and core packages leading
• Coop Editorial, Brooks + Scarpa Architecture, National AIA Award for Design • multiple technical teams and working with McCarthy to provide construction administration support for those fast track aspects in construction. • Kirk Rose in his role as project/ QA/QC director will provide critical oversight and will help provide continuous over-the-shoulder quality assurance. • All of these efforts will take place in the context of co-location with the McCarthy team and regular ‘big table’ meetings with various design-assist subcontractors. Between HMC/Brooks + Scarpa, and our outstanding sub-consultants, we have a proven track record of managing this type of large complex project and partnering with McCarthy to deliver them on schedule and within budget without compromising design excellence.
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Shunde First People’s Hospital, China, HMC Architects 2011 Unbuilt Award, AIA Academy of Architecure for Health
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Design Quality Assurance Glenn Hickman is the quality control manager for McCarthy during the design phase of the new courthouse. An architect by training, Glenn currently serves as the AIA Vice Chair for Technology in Architectural Practice Committee and a member of the Building Enclosure Committee. His expertise in design build encompasses numerous building types and is a firm foundation for this team. Working closely with both Kirk Rose and Ed Avila of HMC, Glenn will lead the team’s day-to-day design management process.
Many of the challenges associated with quality are derived from a lack of understanding of project specific requirements and standards of acceptability. The integration of our design and construction teams from the conceptual stage through final turnover results in an enhanced understanding of quality requirements. • Perform quality control checks of the constructability, clarity, and accuracy of the documents; • Analyze the coordination of possible conflicting elements with consulting engineers and trades;
In a process very similar to that outlined in the Design Build Institute of America (DBIA) standards, Glenn and his design management team will lead the design development and provide solutions to project issues. He will succeed in this effort by involving both construction personnel and design personnel in a structured environment that will:
• BIM analysis and interface between design needs and trade needs for modeling process;
• Work with team members to set quality goals and standards;
• Detail and resource load the scope and schedule of design work;
• Establish contents and expectations in advance of each product;
• Provide cost feedback and value engineering that provide savings to the Government;
• Validate all codes, templates and design guide plates;
• Track and reconcile issues from all team members and stakeholders;
• Integrate construction phase personnel into design phase goal setting, review, and acceptance; • Coordinate all government supplied information into our design documents;
UC Davis Robert & Margrit Mondavi Center for the Performing Arts, McCarthy Building Companies, Inc.
Integrating Construction in the Design McCarthy and HMC’s past success on design-build deliveries is due in part to the mindset that we develop and complete our designs with the continuous input of our construction team. Project Manager Andy Liu and Construction Superintendent Gary Phillips will be actively involved in design review, sequencing, logistics, and constructability throughout the design phase. Gary’s experience integrating Design Excellence and cutting edge environmental strategies into the Evo A. DeConcini Federal Building and Courthouse will add great value. Our construction team is not limited to our field supervision, but also includes our major subcontractors. The construction team is integrated into the design process, resulting in alignment and balanced discussion of design elements and detailing with construction cost and sequencing. The result of this sharing—value added from optimizing construction means and methods—translates to a higher achievable design quality level for the overall project. In other words, the GSA receives a better building.
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Building Information Modeling We will make extensive use of Building Information Modeling (BIM) on this project. Using a Revit platform, the BIM execution plan will promote a shared environment for the design team, design assist subcontractors and most other subcontractors for the production of work product. While the BIM effort has traditionally been used for clash detection with completed documents, design-build delivery offers the advantage of early team coordination through a shared model environment. BIM supports the integration of the team around shared production with a higher level of completeness and the integration of the subcontractor shop drawings into the construction documents. During preconstruction, McCarthy utilizes BIM technology to extract information from the design team’s model for constructability and estimating processes. This includes use of subcontractors for design-assist and the creation of relevant models to visualize issues, alternatives, and project sequencing. MEP Coordinator Rashad Morton will be integral to this effort in both design and construction phases. In addition to the coordination of architectural, structural, site improvements, landscaping, site utilities and MEP systems, McCarthy will continue to use 3-D modeling for the duration of construction. The ability to view the relationships of different finish elements such as doors, casework, furniture, and equipment offers McCarthy the opportunity to identify conflicts or clearance issues prior to work being installed. McCarthy’s approach to BIM is operationally based, meaning we integrate BIM software tools into our process so the project team, including subcontractors, not only use the tools to create a 3-D model and 4-D sequence that is constructible, but they also utilize the model to expedite material procurement, fabrication, and field construction.
Cost Analysis Cost analysis in a design-build environment is driven by a near constant exchange of information as the design develops. The McCarthy/HMC/Brooks + Scarpa team is committed to openly review cost option analysis between the design and building teams from the competition phase through to the delivery of the courthouse. A combination of formal estimates, informal estimate updates, and thumbnail evaluations are utilized to bring the best decision making at every junction of design.
UC Davis Robert & Margrit Mondavi Center for the Performing Arts, McCarthy Building Companies, Inc.
Procurement With strong experience in federal procurement guidelines and requirements, the McCarthy/HMC/Brooks + Scarpa team will appropriately address all applicable standards and guidelines for the Courthouse. The scale and importance of the new courthouse will undoubtedly be accompanied by considerable scrutiny of the team’s actions. This is a very important project for the construction trades in Southern California. McCarthy’s judicious selection of design assist partners for key trades, extreme diligence in Public Advertisement, Outreach to Small Business Enterprises, and other GSA targeted business groups, qualification, and bid documentation will result in a clear path of information to address such inquiry with clarity.
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Construction Phase Responsibilities and Roles As the project evolves to the construction phase, the work flow will gravitate to the key individuals in the construction phase. All of these individuals will be familiar with the project details due to their design phase involvement. They will maintain a key position from inception to completion. John McRitchie continues as the Principal in Charge. He continues with overall responsibility for leading the team through the preconstruction and design build process. He supports the entire project team with direct input, experience, goal alignment, and corporate resources. Kate Diamond, FAIA, and Larry Scarpa, FAIA, are active as the Co-Lead Designers. Design leadership continues intact throughout the construction phase, bringing insight, clarity, and consistency of design to the challenges facing the team. Andy Liu is the Project Manager for the construction of the New Federal Courthouse Los Angeles. He takes responsibility and is given authority for the supervision of on site project staff and subcontractors. Andy will oversee project planning, phasing, and scheduling, review construction methods, and monitor subcontractor and supplier activities. Andy will be the main point of contact for day to day construction operations. Gary Phillips is the Construction Superintendent. Gary leads and supervises all field operations. His responsibilities include leading the project logistics planning, project safety, quality control, project scheduling, and inspection interface. He conducts weekly scheduling and coordination meetings, and has responsibility for schedule updates and management.
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Glenn Hickman continues to interact with all team members as the Quality Control Design Manager. Glenn takes responsibility for supervision of subcontractor design assist trades and for translation of BIM modeling into the Construction Phase. He continues to take a strong role in resolving design issues throughout the construction phase. Kirk Rose remains the A/E Project Director. He makes certain that the team has the resources to deliver this project successfully. His deep Design Build and Federal Design Build experience, along with his delivery of more than $1 Billion of work in conjunction with McCarthy provides for an environment of trust into the Construction Phase. Additionally, as the A/E QA/QC Director, Kirk will continue to oversee the review of any field changes to make sure that quality is maintained. Ed Avila carries on in his design phase role of A/E Project Manager and provides hands on management of the design team and daily coordination with McCarthy. Having completed two design build projects with McCarthy that were both completed ahead of schedule and under budget, he is a proven solution-oriented professional. Rashad Morton becomes involved in the project on a full-time basis as the MEP Coordinator. Rashad has completed two large scale projects delivered by the McCarthy/ HMC team. He takes responsibility for BIM management, coordination and commissioning activities of the mechanical, electrical, plumbing, fire protection, fire alarm, low voltage, Security and audio/visual subcontractors and related approvals. Yefim Portman takes control of installed quality and inspection compliance as the Quality Control/Assurance Coordinator. His focus is to work with the management, field supervision, and individual trade workers to build quality in at every stage of construction. Yefim reports directly to the Project Manager, giving him the clear authority to correct issues before they become challenges to the project.
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Quality Control and Assurance Process The Integrated and Independent Quality Control Team for the Design Build Team is led by McCarthy’s Quality Control/ Assurance Coordinator, Yefim Portman. A comprehensive Project Quality Control Plan is developed and implemented. An integrated Quality Control Team, including representatives from HMC and the design team, the construction team and key subcontractors, will laterally implement and support the Quality Control Program for all Project Components. All design and construction personnel will be fully integrated with the quality control program, and work hand-in-hand in a cohesive manner to ensure quality through the design and construction phases.
LAX Tower, Kate Diamond, Design Lead-New Central Plant McCarthy Building Companie
Understanding the Requirements Many of the key members of the McCarthy /HMC/Brook + Scarpa team, including but not limited to McCarthy principal in charge John McRitchie, construction superintendent Gary Phillips, and co-lead designer Kate Diamond, bring personal experience with GSA’s Design Excellence/design- build process and requirements as defined in the PB100, the Court Design Guidelines, the U.S. Marshal’s Standards and even the U.S. Attorney Design Guide. We are also aware that the PB100 is presently being reviewed to update the standards, particularly in light of GSA’s leadership in energy conservation and sustainable design. We may request specific clarifications about building systems constraints in order to meet the energy targets. However, we and our consultant and design-assist sub-contractor team know that we have to take full responsibility to meet these requirements within the fixed price bid that will be submitted as part of the competition effort. Claiming that we missed a requirement
is not a credible answer—you will never hear it from the McCarthy/HMC/Brooks + Scarpa team. We will deliver a New LA Federal Courthouse that meets the requirements and, more importantly, exceeds your expectations. In addition to understanding the plethora of GSA and tenant agency standards, our team understand the process for finalizing and formally approving the design beyond the competition phase. Both Larry Scarpa and Kate Diamond are active Design Excellence Peers who fully understand and embrace the process of Peer Review and Art Integration. We understand and celebrate the expectation of both Design and Construction Excellence. McCarthy is such a strong proponent of the value of peer review that our team intends to conduct our own Internal Peer Review process during the competition phase, looking for meaningful insights from senior leadership on both the design and construction decision. McCarthy enthusiastically looks forward to the formal reviews from GSA, from the CMA, and from the Construction Excellence Peers.
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During construction, the design and construction teams will continue to colocate and work collaboratively. of necessary design revisions or addressing field conflicts, HMC and their consultants will work with the construction superintendent and the field teams to put forward constructible designs and solutions. To take full advantage of the collaborative design-build process,
es, Inc.
Integration of the Design Team in the Construction Work Flow HMC Architects, as our Designer of Record with appropriate consultation with Brooks + Scarpa, will review all potential field revisions to ensure that the integrity of the courthouse design is not compromised and that GSA and the Courts get the building they were promised in the competition phase. They will be our partner in the field, to institute cost-effective, quality solutions to issues arising during construction. Whether working for incorporation
Kirk Rose, Ed Avila, and the subconsultants on the design team are committed to remain engaged to provide support during construction to ensure that the original project goals are maintained. The following are some examples of how our designers will be integrated during the construction phase: • Key architect and design management personnel listed are dedicated to continue involvement as needed to facilitate progress and maintain design intent in the construction phase. • The design team will play a critical role in the review of required submittals to ensure they are in accordance with the contract. • The design team will participate in all owner/architect/ contractor meetings, assist in the maintenance of the project schedule, participate in the LEED documentation, and respond to contractor RFIs.
• The design team will be actively involved in the construction quality program, participating in mockup review, ‘first-in’ installation punchlist development, and asbuilt documentation. • The design team will participate in the commissioning process. • Throughout the construction effort, representatives from the design team will conduct field oversight and inspections ensuring work is installed in accordance with the contract. We will have full-time design team representation onsite to allow immediate response to field issues. Each member of the team will have the ability and authority to identify work that does not conform to the design intent.
Project Turnover All project completions are not created equal. McCarthy has created a proprietary series of systems and technologies that have transformed the way the owner receives the building. Even while construction is in its early stages, Project Manager Andy Liu works with our team members to have the completion in mind. Project commissioning, system and equipment training, warranties, and operations and maintenance documentation are well thought out in advance of the final phase. The outstanding team members above take responsibility to create a smooth and well-documented transfer, leaving the GSA with the tools to effectively manage the new building and helping to ensure that the Courts can deliver justice effectively in the New US Federal Courthouse-Los Angeles.
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Principal in Charge / McCarthy
JOHN MCRITCHIE LEED
®
AP
Proposed Duties As principal in charge, John will oversee the operations of the entire project team. He will work with all team entities to set project tone, develop open communication, provide oversight, and involve corporate resources for the project success. He will report directly to McCarthy’s Executive Oversight Committee on a regular basis.
EDUCATION /
Master of Science, Construction Engineering Management, Stanford University, Palo Alto, CA Bachelor of Science, Civil Engineering, Stanford University, Palo Alto, CA PROFESSIONAL REGISTRATION /
LEED AP YEARS WITH FIRM /
Less than 1 Year with McCarthy 18 Years of Industry Experience EMPLOYMENT STATUS /
Full-Time Firm Employee Located at Main Office and Job Specific Offices During the Project LOCATION /
20401 S.W. Birch Street, Suite 300 Newport Beach, CA 92660 949-851-8383 ANTICIPATED COMMITMENT TO THIS PROJECT /
Design Phase Involvement Included. Office Work: 15% Other Projects: 35% Construction Phase: 20% On-Site
John will foster collaboration between all project team members; resulting in a project and process that meets or exceeds the expectations of the GSA and all project stakeholders. Additionally, he will provide overall management direction for the McCarthy design build team during all phases of the project, and serve as the single point of contact for GSA. He will establish project objectives and policies, maintain communication with prime client contacts and monitor construction and financial activities through administrative direction of project management and field supervision. This will be accomplished by directing the efforts of proven management professionals in each of the areas of responsibility outlined above and discussed in more detail within the following pages. Qualiications John has spent the last 3 years working from conceptual design through construction documentation and procurement of two major courthouses for the State of California. John’s portfolio of successfully delivering award-winning, large, complex projects is overshadowed only by his ability to keep all project stakeholders working together and focused on a common goal. His experience is building highly communicative teams results in an environment of trust, the crucial ingredient for design-build success. John is an effective collaborator, bringing the team together to resolve over $100M in Value Engineering needs on the recent courthouse projects while maintaining a quality level well above and beyond the AOC and Court requirements. John brings experience in optimizing the longevity, durability, and maintenance aspects of design while respecting the aesthetic priorities of the design. As a result of his extensive constructability reviews, subcontractor qualification and procurement activities of his recent Southern California courthouse experiences, John brings a strong working knowledge of current supplier constraints, subcontractor capabilities, competitive strategies, and market conditions. // Relevant Experience *The Judicial Council of California, Administrative Office of the Courts, San Diego Central Courthouse, San Diego,CA: $520 million, 704,000-SF, new downtown high-rise trial court facility with 22 above-grade floors comprised of 71 courtrooms, related superior court office and public service spaces, holding area at courtrooms and in central holding, court support and three below grade levels dedicated to central holding, vehicle sallyport, building services and secure parking of approximately 112 stalls. Project also includes construction of a tunnel connecting court building central holding to the San Diego County Main Jail. Registration in progress for LEED Silver NC. Role: VP, Project Executive
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*The Judicial Council of California, Administrative Office of the Courts, San Bernardino Courthouse, San Bernardino, CA: $252 million, 391,000 SF, new 11-story trial court facility includes 36 courtrooms, court executive and administrative offices, traffic and family law administration, juvenile division, appellate division, central holding areas, jury assembly areas and below grade parking. Registration in progress for LEED® Silver NC. Role: VP, Project Executive.
San Bernardino Central Courthouse Architect - SOM
*Candy and Candy, Ltd. 9900 Wilshire Blvd. – Preconstruction Services, Beverly Hills, CA: $690.5 million, 1,520,636 SF luxury condominium project includes two 12-story condominium buildings and two 4-story loft buildings totaling 252 residences, a 2-level subterranean parking garage with 949 parking spaces, 15,656 SF of retail space and 4,200 SF of restaurant space, with an additional 600 sf of outdoor dining area. Amenities include a business center, fitness center, screening rooms, pool and spa area, event rooms and public and private gardens. This project will incorporate environmentally sensitive and sustainable design features and is registered for LEED® Gold NC. Role: VP, Project Executive *Polo Square Phase I Preconstruction Services, Los Angeles, CA: $239 million, 1,400,000 SF mixed use development. Phase I includes four condominium towers, 500,000 SF open air high end retail, dining, and entertainment, and a 2,000 stall design/build parking garage. Phases II and III include (2) additional condo towers, additional retail parking structures, two hotels, and restaurant shells. Role: Executive.
San Diego Courthouse Architect - SOM
*University of Southern California Harlyne Norris Research Tower, Los Angeles, CA: $78.3 million, 172,440 SF, new 10-level cancer research tower including a 180-seat auditorium building, laboratories, support areas and conference rooms. A portion of the project was delivered under the jurisdiction of OSHPD. The Harlyne J. Norris Research Tower provides direct access on two levels into the world renowned Norris Topping Tower facility, an outpatient/24-hour treatment center that is part of the Norris Comprehensive Cancer Center. This planned access allows the bone marrow and other oncology groups to directly translate patient case topics into the laboratory and return research breakthroughs into patient care. This vision is complemented by the world-class lecture hall, which includes web-based lecture capabilities to operating rooms and other treatment venues. Role: Executive. *Personal project experience while with Rudolph and Sletten, Inc.
San Diego Courthouse Architect - SOM
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Quality Control Design Manager / McCarthy
GLENN HICKMAN Proposed Duties Glenn will be in charge of overall design management and the supervision and control of subcontractors’ design-assist and Building Information Modeling (BIM) services. Responsible to resolve design issues throughout the design process and ensure that the design of the project remains aligned with established quality standards, budget and GSA’s expectations. Qualiications
EDUCATION /
Master of Real Estate, University of Southern California, Los Angeles, CA Bachelor of Science, Architecture, University of Southern California, Los Angeles, CA PROFESSIONAL REGISTRATION /
Architect, C14884, CA Real Estate License, 01091807, CA AFFILIATIONS /
American Institute of Architects AIA Committees - Vice Chair: Technology in Architectural Practice Committee; Committee Member: Building Enclosure Committee DBIA Training YEARS WITH FIRM /
12 Years with McCarthy 32 Years of Industry Experience EMPLOYMENT STATUS /
Full-time LOCATION /
Located at Main Office and Job Specific Offices During the Project 20401 S.W. Birch Street, Suite 300 Newport Beach, CA 92660 949-851-8383 ANTICIPATED COMMITMENT TO THIS PROJECT /
Design Phase: 70% Other Projects: 50% Construction Phase: 20% On-Site
Glenn has lived and worked in Los Angeles his entire life. He has over 30 years of significant design and construction-related experience on southern California projects of similar scope and complexity with commitment to quality control and the integration of design and construction. For his last 12 years with McCarthy Building Companies, Inc., he has participated as design manager in all phases of design build and design assist deliveries. Glenn has recently completed DBIA Certification training. Glenn’s management style empowers and enables the Team to create, innovate, and deploy Team Excellence in Design and Construction with his commitment to team collaboration, cooperation, communication and coordination. Glenn has a thorough understanding of each team member’s role, as his past career includes roles as Chief Architect at DMJM and as owner’s management staff. Glenn’s passion is to maximize value with his specific strength of experience and knowledge, managing the individual team members while merging standards, technical detail, and added value for the project. As an Angelino-Stakeholder, Glenn is involved in Community Development and Neighborhood Council activities where he lives in Eagle Rock. In his current role as Chairman Emeritus for AIA Los Angeles, Technology in Architectural Practice, and also Vice Chairman for AIA Los Angeles, Building Enclosure Council, Glenn brings added value to the Team’s knowledge in state of the art BIM and Building Enclosure deployment. // Relevant Experience Hollywood & Highland Retail Mall & Kodak Theatre, Hollywood, CA: $312 million, 844,583 SF, Major Urban Retail & Theater Project: Design Assist. Glenn managed the A&E Team and Subcontractors to complete the design and construct all aspects of the exterior enclosure and architecture, during fast track construction on a Design Assist - GMP Project. This included the mixed use facility, plus a 6-level below-grade 3,002 car parking garage; 3,600 seat premiere theater to host the Academy Awards, retail space and cinemas. LACCD Valley College Monarch Center, Los Angeles, CA: $42 million, Design Build: Glenn empowers the A&E Team with Subcontractors to create and develop “Facility Excellence” utilizing BIM 3D and 4D technology. He enables the Team to achieve its mutual goals to design and construct an innovative, high performance, cost effective, state-of-the-art Facility of integrated and sustainable design. He monitors and measures the Team’s alignment with Scope, Budget, Quality Standards, and Client Expectations on an ongoing basis. Project includes a Campus Center and a design-build Parking structure.
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Arcadia Unified School District, Modernization and Expansion Program, Arcadia, CA: $187 million, Construction Management Services for multiple projects. Glenn provided Design Assist Management for all project encouraging collaboration between all stakeholders including District, A/E firms, Contractors and 3rd Party groups including DSA. Huntington Beach Union High School District – Construction Management Services, Huntington Beach, California: $225 million, 1,239,977 SF, major modernization construction management service Contract, including Design oversight for a modernization and expansion of seven high schools. Los Angeles Unified School District – Design Build Fremont High School Redevelopment, Los Angeles, CA: $72 million, 196,000 SF, design-build for a phased partial reconstruction and modernization of an existing high school campus. In collaboration with the A&E and Subcontractors, Glenn facilitates the Team to achieve Existing Facility Excellence in Design within an 80 year old complex. Concurrent with his typical and ongoing quality control responsibilities, Glenn takes Team lead to interface with the Client on the complexities of hazardous, environmental, and vintage building constructability issues. Newport Mesa Unified School District – Facilities Improvement Program, Costa Mesa, CA: $110 million, major Facilities Improvement Program: Design Program Management: Glenn managed four A&E Teams concurrently during all phases of design and construction to align with scope, schedule, budget, and quality standards; developed the Client’s program quality standards; managed the Agency approval process; interfaced with the Client’s multiple in-house and public User Groups. Services included design for 22 elementary schools, 2 middle schools, and 4 high schools. New construction and modernization for each of the sites. Long Beach Unified School District - Jordan High School, Long Beach, CA: $100 million phased re-build of an existing high school. Glenn is providing Design Leadership for the A/E and McCarthy’s Preconstruction team encouraging the team to provide a design that meets the budget and vision of the District leadership Norwalk La Mirada Unified School District – Program and Construction Management Services, La Mirada, CA: $177.8 million (Construction Value) Construction Management services for a 28-school expansion and modernization program. Glenn served as Design Manager and was successful in coordinating a diverse set of project stakeholders and priorities to aid the District in successfully meeting the needs and requirement. Glenn’s communication skills were essential in balancing program wide needs with individual passions, aligning trade contractors with goals, and bringing the projects to successful completion.
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Project Manager, Contractor / McCarthy
ANDY LIU Proposed Duties Andy has overall responsibility and authority for onsite project supervision and coordination. He works with project design build team and all stakeholders during preconstruction to bring construction input into the design process. He continues on in the Construction Phase as the head of McCarthy’s project staff, effectively partnering with the client, design team, and subcontractors to align everyone’s performance for a successful outcome.
EDUCATION /
Bachelor of Science, Construction Management, University of Singapore, Singapore PROFESSIONAL REGISTRATION /
Contractors License, B400996, CA YEARS WITH FIRM /
27 Years with McCarthy 31 Years of Industry Experience EMPLOYMENT STATUS /
Full-time LOCATION /
Located at Job Specific Offices During the Project 20401 S.W. Birch Street, Suite 300 Newport Beach, CA 92660 949-851-8383 ANTICIPATED COMMITMENT TO THIS PROJECT /
Design Phase Involvement Included. Office Work: 15% Other Projects: 35% Construction Phase: 20% On-Site
Qualiications • • • • • • • • •
Diverse Large and Complex Project Experience including 18 major projects in the last 30 years including: Extensive Design Build Project Delivery Experience Government funded and regulated project experience Urban high rise, mid-rise and social infrastructure projects Downtown Los Angeles Experience Extensive Subterranean Parking Experience in Los Angeles Multi-Tenant Government Building Experience Complex multi-tiered security systems, paging, and alarm systems. Premier quality executive office experience
// Relevant Experience Methodist Hospital of Southern California, Arcadia, CA: $142 million, 154,486-SF tower with emergency department, cafeteria, 20-bed ICU, pharmacy, 44 medical/ surgical beds and 120 patient beds. This hospital included state of the art access control, camera systems, and executive offices, it was the flagship hospital for this organization when built. Cal Trans District 8 Headquarters (Superblock Project), San Bernardino, CA: $37 million, 336,000 SF, 14-story (plus basement) office tower with tenant improvements and highly landscaped urban plaza. Cedars-Sinai Medical Center Imaging Center, Los Angeles, CA: $47.6 million, 65,000 SF Imaging Center addition plus renovation of existing space including 14,000 SF at lower level, 39,000 sf at street level and addition of an exterior elevator tower and lobbies at 8 levels. Disney Production Office Building (Frank G. Wells), Burbank, CA: $44.7 million, 277,000 SF, 5-story corporate office building for studio production departments with 4-levels of subterranean parking, central plant renovations and site work. Disney Feature Animation Building, Burbank, CA: $39.6 million, 251,500 SF hightech computer animation studio/office building. U.S. Borax Headquarters & Research Complex, Santa Clarita, CA: $16.5 million, 115,000 SF which includes a 30,000 sf chemical research lab and 80,000 sf 4 story corporate office building with 400-car employee parking structure.
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MGM Plaza (Colorado Place), Santa Monica, CA: $29 million, 246,795 SF, 6-story, office building with 3 level subterranean parking structure, health club and 3.5 acre recreation park. Nikken North America New World Headquarters, Irvine, CA: $33.8 million, 219,000 SF Corporate Headquarters, 3-story office building with automated distribution warehouse, customer service phone center, and auditorium. Vermont/Manchester Office Building, Parking Structure and Tenant Improvements, Los Angeles, CA: $67.0 million, 216,000 SF, design build, 4-story office building, design build, tenant improvements and 6 level, 263,000 SF, design build, 908-car parking structure. Exposition Park DPSS Center and Parking Structure, Los Angeles, CA: $25.8 million, 328,000 SF steel frame type I class A office building, 130,000 SF of office and 2-stories below grade subterranean level parking for 525 cars including complete tenant improvement build out and site work. California Science Center Parking Structure for the State of California GSA, Los Angeles, CA: $23.3 million, 695,000 SF, 4-level, 11-bay, 2,074 car, partial subterranean, freestanding cast-in-place, long span post-tensioned concrete framed parking structure, interior ductile frame design with facade enhancements and extensive site improvements. Additionally, the McCarthy team led by Andy, built three tapered steel tube columns resting on three concrete pillars at the Roy A. Anderson A-12 Blackbird Exhibit & Garden reaching to the top level of the structure to display an A-12 Blackbird spy plane, which was one of only about 50 aircrafts of its kind built in the 1950s and 1960s.
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Construction Superintendent / McCarthy
GARY PHILLIPS Proposed Duties Gary supervises all field construction as the Project Superintendent. He will collaborate with the design team, subcontractors and end users during the design/ preconstruction phase of the project. When construction begins, he will transition to lead the site supervision team and ensure the performance of the various subcontractors. In addition, he will oversee the quality of workmanship, safety, schedule compliance and the successful completion of construction.
EDUCATION /
Studied Architecture, California State University, Fullerton, CA PROFESSIONAL REGISTRATION /
Contractors License, 431926, CA ICBO Certified Inspector
Qualifications Gary’s wealth of successful experience with similar project type and size was the key to his selection for the team: • • • •
AFFILIATIONS /
International Conference of Building Officials, General Member YEARS WITH FIRM /
8 Years with McCarthy 47 Years of Industry Experience EMPLOYMENT STATUS /
Full-time LOCATION /
Located at On-Site Offices During the Project 20401 S.W. Birch Street, Suite 300 Newport Beach, CA 92660 949-851-8383 ANTICIPATED COMMITMENT TO THIS PROJECT /
Design Phase Involvement Included. Construction Phase: 100% On-Site
•
Large Federal Courthouse Experience with GSA Region 9. Threat management and blast design experience Successful record of planning and executing large scale projects Experienced in complex projects with elements similar to courthouse construction including: –– Multiple stakeholders and design influences –– Multiple authorities having jurisdiction –– Durable finishes / Public entrances –– Security / card reader / badge access for various levels of security (patient, surgical, staff only) –– Nurse Call / Alarm System compares to Duress Alarm –– Attention to detailed quality of finishes of surgical suites compares to courtroom, technology and future flexibility requirements –– Regulatory compliance and quality assurance control is critical to success, both design elements and detailing as well as construction performance –– Large central plant infrastructure Commitment to Quality – ICBO Certified Inspector – was responsible for Inspection and Life Safety on Luxor, Treasure Island, and MGM Grand Facilities in Las Vegas.
// Relevant Experience Evo A. DeConcini Federal Building and U.S. Courthouse, Tucson, AZ: $70 million, 414,000 SF. Gary was the lead superintendent on this US General Services Administration Region 9 courthouse that received the Honor Award for Excellence from the US General Services Administration. This project was a GSA Design Excellence project and was a pilot-project for the GSA’s Energy Saving Project Contract Program. The project utilized cutting edge indirect cooling systems and won a Federal Energy and Water Management Award from the U.S. Department
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of Energy for outstanding work in the areas of energy and water management. Courtrooms, jury suites, jury assembly area, pre-trial and probation offices, cafeteria, and daycare center and underground parking are common elements to the new U.S. Courthouse for Los Angeles. CHOC Children’s Hospital New Patient Tower, Orange, CA: $300 million, 424,000 SF patient tower with one basement level and seven upper levels as well as a penthouse chiller room and helistop. Gary was the lead superintendent on this state of the art hospital. McCarthy is also working on a 50,000 SF renovation of the existing facility and supporting central plant components in the basement of the existing CHOC North Tower. The state-of-the-art facility includes pediatric surgical suites and related services, and emergency, laboratory, pathology, imaging and radiology services. The new tower will also feature advanced green and safety initiatives, private rooms, a dynamic lobby, outdoor gardens, a reference library, a café and more – based on valuable input from CHOC patients, their families, and staff.
Evo A. DeConcini Federal Building and U.S. Courthouse Architect of Record - Leo A. Daly Design Architect - Hardy Holzman Pfeiffer Associates
Hoag Memorial Hospital Sue and Bill Gross Women’s Pavilion, Newport Beach, CA: $132.1 million, 320,000 SF, 54-base isolated hospital addition to Hoag Memorial Hospital’s existing campus. The Pavilion serves as the new main entrance for the hospital along with Women’s Health Services, Ambulatory Procedure Services, Laboratory Services, Patient Registration, Patient Education and a Hospitality Center. The project included steel frame, precast exterior, curtainwall, punched windows, and a full interior build-out. Gary’s experience as lead superintendent on this project involved close work with the design team and peer reviewers for the base isolation systems. His input on the construction detailing and sequencing for these specialty systems as well as the comprehensive building design was a valuable contribution resulting in improved schedule and cost for the project. The project completed ahead of schedule and on budget. Santa Barbara Cottage Hospital Expansion, Santa Barbara, CA: $303.5 million, 366,000 SF replacement hospital. Gary was the project superintendent on this project. It finished on time and on budget. 20-40 Pacifica Office Buildings, Irvine, CA: $114.5 million, 663,090 SF, two, 15-story core and shell office buildings and associated site work and a 372-stall parking lot. Irvine Company – 880 West Broadway – Preconstruction, San Diego, CA: $223.8 million, 978,791 SF, 39-story office tower. California State Polytechnic University, San Luis Obispo, CA: $60 million infrastructure upgrade.
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MEP Coordinator / McCarthy
RASHAD MORTON Proposed Duties Rashad is responsible for supervising the planning, engineering, coordination and commissioning activities of the Mechanical, Electrical, Plumbing and Fire Protection Subcontractors through completion. He will review MEP subcontractor pay requests and change orders. Qualiications
EDUCATION /
Master of Science, Project Management, Northwestern University, Evanston, IL Bachelor of Science, Civil Engineering, Northwestern University, Evanston, IL YEARS WITH FIRM /
8 Years with McCarthy 10 Years of Industry Experience EMPLOYMENT STATUS /
Full-time LOCATION /
Located at On-Site Job Offices During the Project 20401 S.W. Birch Street, Suite 300 Newport Beach, CA 92660 949-851-8383 ANTICIPATED COMMITMENT TO THIS PROJECT /
Design Phase Involvement Included. Construction Phase: 100% On-Site
Rashad’s experience with HMC, design assist and complex construction, he is an ideal fit for the MEP Coordinator role on the courthouse project. Similar elements in his previous work include: • • • • • • •
Multiple design assist subcontractors to manage on projects over $300 million. Multiple large projects with HMC architects. Experienced provider of constructability and value input throughout the design process. Coordination of multiple authorities having jurisdiction. Complex central plant infrastructure experience. BIM development and coordination from design phase to construction phase. Successful and timely completion of fully commissioned mechanical, electrical, plumbing, fire protection, fire life safety, and communication systems.
// Relevant Experience Kaiser Permanente, Kaiser Fontana Medical Center Replacement Hospital, Fontana, CA: $380.8 million, 481,000 SF replacement hospital, 50,000 SF medical office building and 33,000 SF Central Utility Plant. This McCarthy – HMC project was a tremendous success as documented in Factor 2 and Factor 4 submission response in this RFQ. Rashad led the design assist MEP trades in coordination through commissioning, working hand in hand with the design team, subcontractors, inspectors, and client stakeholders. Kaiser Permanente, Kaiser Downey Medical Center Replacement Hospital, Downey, CA: $370.5 million, 6-story, 651,370 SF, Replacement Hospital. The new hospital, designed by HMC Architects, is a full service facility housing a complete range of healthcare services: 82 individual departments, including a full service emergency department, cardiology, gastroenterology, neurology, nuclear medicine, oncology, orthopedics and surgery among others. Kaiser Permanente, Kaiser Downey Medical Center Medical Office Building 1, Downey, CA: $47.1 million, 117,060 SF, four-story braced frame structure with a plaster façade, featuring state of the art departments, which include Orthopedics, Outpatient Procedure Center, Gastroenterology, Outpatient Physical Therapy, Neurology/Neurosurgery, Plastic Surgery and Outpatient Pharmacy.
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 73
Quality Control / Assurance Coordinator / McCarthy
YEFIM PORTMAN Proposed Duties Responsible for managing the quality control for the entire project and coordinating all inspections as required. As a Class “A” licensed OSHPD inspector, he will work with our staff and will verify that all installations are compliant with the project drawings and specifications. Qualifications
EDUCATION /
Bachelor of Science, Civil Engineering, State University of Tula, USSR Cal Osha Construction Safety and Health Course (30 Hour Class) Upgrading Course for Civil Engineers, Azerbaijan State University AutoCAD, Santa Monica College PROFESSIONAL REGISTRATION /
Class A Hospital Inspector YEARS WITH FIRM /
9 Years with McCarthy 44 Years of Industry Experience
As Quality Control / Assurance Coordinator, Yefim brings 44 years of industry experience to bear on the quality of the construction. His wealth of experience with critical elements related to this work, along with his passion for built in quality, will be a uncompromising force in the monumental accomplishment of creating the new courthouse: Yefim is experienced in complex projects with elements similar to courthouse construction including: –– –– –– –– –– –– –– –– ––
Complex intersystem coordination Expectations of the highest quality materials and installation Multiple authorities having jurisdiction Highly complex audio visual and integrated wayfinding systems Durable finishes / Public entrances Security / card reader / badge access for various levels of security (patient, surgical, staff only) Detention related alarm systems for prisoner tracking and control Attention to detailed quality of finishes of surgical suites compares to courtroom, technology and future flexibility requirements Large central plant infrastructure
// Relevant Experience
LOCATION /
Los Angeles County + University of Southern California Medical Center Replacement Project, Los Angeles, California: $620 million, 1,501,000-SF replacement hospital for Los Angeles County consisting of 693,000-SF patient tower, 430,000-SF diagnostic and treatment, 325,000-SF outpatient tower, 53,000-SF central plant and site work.
Located at On-Site Job Offices During the Project
Santa Barbara Cottage Hospital Expansion, Santa Barbara, California: $300.7 million, 366,000-SF replacement hospital.
20401 S.W. Birch Street, Suite 300 Newport Beach, CA 92660 949-851-8383
Los Angeles International Airport Tom Bradley International Terminal, Los Angeles, California: $568.4 million, 510,250-SF renovation of the Tom Bradley International Terminal including replacement of the Baggage Handling System. (Joint Venture)
EMPLOYMENT STATUS /
Full-time
ANTICIPATED COMMITMENT TO THIS PROJECT /
Design Phase Involvement Included. Construction Phase: 100% On-Site
UCLA Westwood Medical Center Replacement Project, Los Angeles, California: $740 million, 1,040,000-SF, 580 beds, 8 floors plus 2 basement levels.
74 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
Project Director / Design QA/QC Director / Principal, HMC Architects
KIRK ROSE AIA Proposed Duties Kirk will ensure that the A/E design team has the necessary resources and experience to meet the project schedule. He will direct the quality assurance program that starts from day one of the design process and coordinate the quality control reviews at all key project milestones. Qualifications
EDUCATION /
Bachelor of Architecture, Renssellaer Polytechnic Institute, Troy, NY Bachelor of Science, Building Sciences, Rensselaer Polytechnic Institute, Troy, NY PROFESSIONAL REGISTRATION /
Architect, C21753, CA
Kirk is passionate about delivering high quality planning, design, and project success for large-scale, complex public projects. Kirk has led several large master plan efforts, including children’s hospitals and academic medical centers, and large tower and replacement hospitals from concept through occupancy. He champions design, planning, and technical excellence, maintaining budget and schedule, consultant management, quality control, and processing of information through city, county, OSHPD, and related government agencies. Kirk is committed to the added value achieved through the design-build delivery method. He will shortly be DBIAcertified and is leading multiple design-build projects. // Relevant Experience *US Navy Battlestations 21 Training Facility, Great Lakes, IL: Design-build
AFFILIATIONS /
Ventura County Medical Center, Ventura, CA: Design-build with McCarthy
American Institute of Architects, Member
County of Los Angeles, MACC/Ancillary Building, Martin Luther King, Jr. Medical Center, Los Angeles, CA: Design-build with McCarthy
AWARDS /
County of Los Angeles, Acute Care In-patient Tower Renovation for Martin Luther King, Jr. Medical Center, Los Angeles, CA: Design-build
Federal, design-build, winner, “Best in US, Best Public Over $25 Million” awards 2008 DBIA: US Navy Battlestations 21 Training Facility YEARS WITH FIRM /
3 EMPLOYMENT STATUS /
Full-time LOCATION /
633 W. 5th Street, Third Floor Los Angeles, CA 90071 213-542-8300 TIME COMMITMENT TO THIS PROJECT /
Office/Design Phase: 20% Other Projects: 60% Construction Phase: 5%
Providence St. Joseph Medical Center, Northeast Building, Burbank, CA: Project with McCarthy *St. John’s Health Center, Chan Soon Shion Center for Health Sciences, Keck Center, Santa Monica, CA: Project with McCarthy Seton Medical Center, New Patient Tower, Daly City, CA: Project with McCarthy *Providence St. Joseph Medical Center, Stage 3 and Healing Garden Renovations, Burbank, CA: Project with McCarthy *California State University, Long Beach Hall of Science, Long Beach, CA: Design-build *VA West Los Angeles Medical Center, In-patient Mental Health Ward Renovation, Los Angeles, CA: Federal project Cedars-Sinai Medical Center, Samuel Oschin Cancer Center Institute and Emergency Department Renovations, Los Angeles, CA *Personal project experience prior to joining HMC Architects
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 75
A-E Project Manager / Principal, HMC Architects
ED AVILA AIA, LEED AP Proposed Duties Ed will be the day-to-day project manager from conceptual design in the competition phase through to completion of construction and move-in to the courthouse. He will be responsible for the coordination of all A/E team members and will be in constant communication with his McCarthy counterparts managing the design-assist subcontractors and the construction team. Qualifications
EDUCATION /
Technical Degree in Architecture, Phoenix Institute of Technology, Phoenix, AZ PROFESSIONAL REGISTRATION /
Architect, C26196, CA LEED AP AFFILIATIONS /
American Institute of Architects (AIA), Inland California Chapter YEARS WITH FIRM /
10 EMPLOYMENT STATUS /
Full-time LOCATION /
3546 Concours Street Ontario, CA 91764 909-989-9979 TIME COMMITMENT TO THIS PROJECT /
Office/Design Phase: 80% Other Projects: 10% Construction Phase: 75%
Bringing 29 years of experience on complex, large scale projects, Ed is a handson leader, working with project architects, designers, planners, and construction administration teams to create innovative and fully functional facilities. He forged a strong professional relationship with McCarthy during his involvement on the highly successful Kaiser Downey Medical Center while working on design documents for the hospital core and shell. He later became project director where he managed the on-site CA office to support the project that concluded three months ahead of schedule and $47 million under budget. His supportive role in crafting expanded construction administration services helped this collaborative owner-architectcontractor effort become the model for how Kaiser Permanente now manages large construction projects. // Relevant Experience Kaiser Permanente, Kaiser Fontana Medical Center: Replacement Hospital, Hospital Service Building, Central Plant, Fontana, CA: Project with McCarthy Kaiser Permanente, Kaiser Downey Medical Center: Replacement Medical Center, OSHPD Liaison, Transition Team Participant / Licensing Collaborator, Pathology Remodel, Medical Office Building, Central Plant, Downey, CA: Project with McCarthy County of Los Angeles, Martin Luther King Jr. Medical Center: Multi-Service Ambulatory Care Center, Inpatient Tower, Hospital Main Entrance and Lobby Redesign, Hospital Service Building, Los Angeles, CA: Project with McCarthy Cucamonga Valley Water District: Frontier Project, Rancho Cucamonga, CA: LEED Platinum
76 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
Interior Design Lead / Principal, HMC Architects
JAMES WOOLUM AIA, IIDA Proposed Duties James will collaborate closely with both co-lead designers Kate and Larry to develop the interior design of the courthouse as an extension of the overall design vision. Should the courts or any other tenant agency choose to use the team for selection of furniture, James would also direct this effort. Qualifications
EDUCATION /
Bachelor of Architecture University of Southern California Los Angeles, CA PROFESSIONAL REGISTRATION /
Architect, C31003, CA AFFILIATIONS /
American Institute of Architects, Member
Operating with the conviction that good design must have value beyond the immediate visual appeal of form and material, James is inspired by a diverse range of influences and icons—from classic modernism and mid-century design to pop culture. He has nearly 20 years of experience designing visionary healthcare, research, university, and corporate environments across the country and around the world. He leads design teams firm-wide with a collaborative, inclusive, and detailoriented approach to design excellence. Constantly challenging the status quo, he brings his passion for leading edge design to the next generation of architects at HMC. // Relevant Experience *Evo DeConcini Federal Building and Courthouse, Tucson, AZ
International Interior Design Association, Member
County of Los Angeles, MACC/Ancillary Building, Martin Luther King, Jr. Medical Center, Los Angeles, CA: Design-build with McCarthy
AWARDS /
Cedars-Sinai Medical Center, Samuel Oschin Cancer Center Institute and Emergency Department Renovations, Los Angeles, CA
GSA Design Excellence Award: Evo A. DeConcini Federal Courthouse IIDA Calibre Award: UCSD Cancer Center National AIA Healthcare Award: Shunde District Hospital YEARS WITH FIRM /
Ventura County Medical Center, Ventura, CA: Design-build with McCarthy Seton Medical Center, New Patient Tower, Daly City, CA: Project with McCarthy University of California, San Diego, Torrey Pines Center North, La Jolla, CA Kaiser Permanente, Kaiser Fontana Replacement Medical Center and Support Facilities, Fontana, CA: Project with McCarthy Torrance Memorial Hospital, Medical Center Replacement, Torrance, CA: Project with McCarthy
5 EMPLOYMENT STATUS /
Full-time LOCATION /
633 W. 5th Street, Third Floor Los Angeles, CA 90071 213-542-8300 TIME COMMITMENT TO THIS PROJECT /
Office/Design Phase: 25% Other Projects: 60% Construction Phase: 5%
*Project completed with Hardy Holzman Pfeiffer Associates
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 77
Landscape Architect / Partner, The OLIN Studio
SKIP GRAFFAM RLA, ASLA, LEED AP Proposed Duties Skip will be the design partner for OLIN’s scope of work on your project. He will provide creative direction and establish the design vision for all landscape elements, and he will concentrate on the relationships established in this effort, including GSA, McCarthy, HMC Architects and Brooks + Scarpa. Qualifications
EDUCATION /
Master of Landscape Architecture, University of Virginia, Charlottsville, VA Bachelor of Science in Architecture, University of Virginia, Charlottsville, VA PROFESSIONAL REGISTRATION /
Landscape Architect, PA LEED AP AFFILIATIONS /
American Society of Landscape Architects
As Partner and Director of Research, Skip is both a designer and visionary, leading OLIN’s contributions of built work and long-term research and development within the fields of landscape architecture, urban design and planning. He has a significant amount of experience with federal contracts and agencies, including St. Elizabeths Department of Homeland Security, Potomac Park Levee, the Black Revolutionary War Patriot’s Memorial, the United States Capitol East Plaza and Visitor’s Center, and the National Garden at the United States Botanic Garden. He is also a co-Partner-in-Charge on two finalist teams for the ongoing National Mall Design Competition. // Relevant Experience St. Elizabeths Department of Homeland Security: Washington, DC Potomac Park Levee: Washington, DC Black Revolutionary War Patriot’s Memorial: Washington, DC*
Council of Educators in Landscape Architecture
United States Capitol East Plaza and Visitor’s Center: Washington, DC*
Environmental Design and Research Association
Navy Federal Credit Union Headquarters Expansion: Vienna, VA*
AWARDS /
Independence National Historical Park: Philadelphia, PA
International Living Future Institute, Cities that Learn Award (Small Scale): Patch/Work (2011)
World Trade Center Memorial Design Competition: New York, NY*
Smithsonian’s Cooper-Hewitt National Design Award for Landscape Design (2008)
Washington Dulles International Airport Urban Design Review: Fairfax County, VA*
YEARS WITH FIRM /
8 EMPLOYMENT STATUS /
The National Garden at the United States Botanic Garden: Washington, DC* Gap Headquarters: San Francisco, CA
Greater Sandy Run Area Master Development Plan Update: Camp Lejeune, NC*
Federal Aviation Administration Administrative Wing: Miami, FL* Federal Aviation Administration Rehabilitation at the Air Route Traffic Control Center: Miami, FL* Naval Air Warfare Center Facilities Planning and Space Management: Patuxent River, MD*
Full-time LOCATION /
5900 WIlshire Boulevard, Suite 401 Los Angeles, CA 90036 323-387-3598 TIME COMMITMENT TO THIS PROJECT /
Skip is able to devote the time and effort requisite of this undertaking.
*Project experience prior to joining The OLIN Studio
78 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
Lead Mechanical/Plumbing Engineer /Senior Vice President, WSP Flack + Kurtz
TODD SEE PE, LEED AP Proposed Duties As lead mechanical and plumbing engineer, Todd will be the courthouse project manager for WSP Flack + Kurtz. His responsibilities will include maintaining all project deadlines, in-house coordination, facilitating timely responses to design team requests and ensuring that all drawings are internally reviewed to maintain established quality control procedures. Qualifications
EDUCATION /
Bachelor of Science, Architectural Engineering, Pennsylvania State University, University Park, PA PROFESSIONAL REGISTRATION /
Mechanical Engineer, M30765, CA LEED AP AFFILIATIONS /
American Society of Heating, Refrigeration and Air Conditioning Engineers (ASHRAE) Association of Energy Engineers YEARS WITH FIRM /
21 EMPLOYMENT STATUS /
Full-time LOCATION /
405 Howard Street, Suite 500 San Francisco, CA 94105 415-398-3833
Todd’s primary concentration is the design of heating, ventilating and air conditioning systems. Todd has applied innovative design solutions on many of his projects including underfloor air distribution/natural ventilation systems and displacement ventilation systems. His value conscious designs are based on early communication with the design team to develop creative system concepts that respond to the architectural goals of the project. Todd serves as the single point source for communicating with the design team. His vast knowledge of electrical and plumbing system requirements allows him to represent all disciplines and enhances his ability to develop integrated building design concepts. // Relevant Experience General Services Administration, U.S. Court of Appeals – 9th Circuit, San Francisco, CA: Design-build Administrative Office of the Courts, Sutter County Courthouse, Yuba City, CA General Services Administration, First Impressions Contract, Richland, WA California Department of General Services, Office Building #10, Sacramento, CA Washington State Department of Ecology, Lacey, WA: Design-build National Oceanic and Atmospheric Administration, Pacific Regional Center, Honolulu, HI California State Capitol Improvements, Sacramento, CA California State Capitol Visitor Pavilion, Sacramento, CA Santa Clarita Civic Center, Santa Clarita, CA McEnery Convention Center Renovation and Expansion, San Jose, CA
TIME COMMITMENT TO THIS PROJECT /
National Park Service, Albright Training Center, Grand Canyon National Park, AZ
Todd will commit 35% of his time to your project.
National Park Service, Yavapai Observation Station, Grand Canyon National Park, AZ National Park Service, Lava Beds, Lava Beds National Park, CA National Park Service, Death Valley Cow Creek Maintenance, Death Valley, CA National Park Service, Death Velley Scotty’s Castle, Death Valley National Park, CA National Park Service, Hammond Fire Station, Sequoia National Park, CA National Park Service, Ranger Operations, Grand Canyon National Park, AZ
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 79
Lead Electrical Engineer / Executive Vice President, WSP Flack + Kurtz
SUSANNA SEE PE, LEED AP Proposed Duties As lead electrical engineer, Susie will establish engineering concepts, select systems, and ensure quality as the project moves through the design and production phases. Qualifications
EDUCATION /
Bachelor of Science, Electrical Engineering, University of Colorado, Boulder, CA PROFESSIONAL REGISTRATION /
Electrical Engineer, E13918, CA LEED AP AFFILIATIONS /
U.S. Green Building Council Architectural Foundation of San Francisco (Director) American Institute of Architects National Council of Examiners for Engineering and Surveying YEARS WITH FIRM /
Susie carefully directs a group of talented engineers, designing with interest and flexibility. She focuses on providing quality, value and creative thinking to our clients, with sustainability as a top priority. At WSP Flack + Kurtz for 24 years, Susie remains the engineer-of-record on many of WSP Flack + Kurtz’s largest and most challenging projects. As a LEED AP, she provides a high level technical understanding that ensures effective design in energy efficiency, capacity and flexibility. Her designs exhibit high operating efficiency at minimum energy cost, while ensuring attractive environments. One of Susie’s many LEED projects, Foundry Square Building IV, currently holds the nation’s highest score for a LEED EB O&M Platinum certification. // Relevant Experience Administrative Office of the Courts, San Diego Courthouse, San Diego, CA General Services Administration, 50 United Nations Plaza Renovation, San Francisco, CA General Services Administration, Federal Center South, Seattle, WA Moss Federal Building, Sacramento, CA National Park Service, Land’s End Interpretive Center, San Francisco, CA San Francisco Civic Center Complex, San Francisco, CA
25
California Public Utilities Commission (CPUC) Building, Peer Review, San Francisco, CA
EMPLOYMENT STATUS /
Moscone Convention Center, Energy Modeling Study, San Francisco, CA
Full-time
Moscone Convention Center, Building Evaluations and Renovations, San Francisco, CA
LOCATION /
405 Howard Street, Suite 500 San Francisco, CA 94105 415-398-3833 TIME COMMITMENT TO THIS PROJECT /
Susie will commit 30% of her time to your project.
80 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
Sustainable Project Director / Vice President, WSP Flack + Kurtz
MATTHEW PAYNE PE, LEED AP Proposed Duties As the sustainable project director, Matthew will work with the design team to develop high performance building solutions. He will provide project design guidance, detailed performance analysis and design integration advice. Qualifications
EDUCATION /
Bachelor of Engineering, Mechanical University of Sydney, Australia AFFILIATIONS /
BREEAM Accredited Professional, BRE UK
Built Ecology is the specialist sustainable design service of WSP Flack + Kurtz that focuses on high performance building design in the areas of comfort, energy, and water. Matthew’s role is to help clients who want to achieve exceptional performance, look for innovative ways to apply existing and emerging technologies to enhance the outcomes provided by a building’s architectural and engineering systems. Central to Matthew’s work is the identification of ecologically sustainable design opportunities. // Relevant Experience
YEARS WITH FIRM / 1
General Services Administration, Peter W. Rodino Federal Office Building Renovation – Double Skin Façade Performance Analysis, Newark, NJ
EMPLOYMENT STATUS / Full-time
John F. Kennedy Center, Washington, DC
TIME COMMITMENT TO THIS PROJECT /
National Museum of African American History and Culture, Washington, DC
15% or more as required
Council House 2 (CH2), Energy and Performance Monitoring, Melbourne, Australia
Sustainable Project Leader / Associate, WSP Flack + Kurtz
ADAM KYLE PE, LEED AP Proposed Duties As sustainable project leader, Adam will leverage his engineering background to bring a unique approach to the delivery of high performance, finely tuned sustainable design solutions. Qualifications
EDUCATION /
Bachelor of Engineering (Mechanical), Vanderbilt University, Nashville, TN PROFESSIONAL REGISTRATION /
Mechanical Engineer, M35213, CA LEED AP YEARS WITH FIRM / 4 EMPLOYMENT STATUS / Full-time
Adam developed a passion for sustainable building design through his initial training and work as a mechanical engineer. He employs a range of modeling software packages to quantify impacts of building design options to arrive at optimal building solutions. Prior to joining Built Ecology, Adam worked as a mechanical engineer with Lincolne Scott. In this role, he worked on a wide range of project types including government facilities such as courthouses, law enforcement buildings, and city halls. // Relevant Experience Administrative Office of the Courts, San Diego Courthouse, San Diego, CA Administrative Office of the Courts, Santa Clara County Family Resources Courthouse, San Jose, CA
TIME COMMITMENT TO THIS PROJECT /
General Services Administration, 50 United Nations Plaza Renovation, San Francisco, CA
40% or more as required
General Services Administration, Federal Center South, Seattle, WA
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 81
Structural Engineer / Senior Principal, Thornton Tomasetti
BRUCE GIBBONS PE, SE, CENG, LEED AP Proposed Duties Bruce will be the lead structural engineer. Qualifications
EDUCATION /
Masters in Science, Concrete Structures, Imperial College of Science & Technology, London, England Bachelor of Engineering, Civil and Structural Engineering, University of Sheffield, England PROFESSIONAL REGISTRATION /
PE, C52294, CA SE, S4160, CA Chartered Structural Engineer, UK LEED AP AFFILIATIONS /
Structural Engineers Association, of Southern California (SEAOSC), Member The Institution of Structural Engineers, United Kingdom, Member American Institute of Steel Construction (AISC), Member YEARS WITH FIRM /
8 EMPLOYMENT STATUS /
Full-time LOCATION /
6080 Center Drive, Suite 260 Los Angeles, CA 90045 310-665-0010 TIME COMMITMENT TO THIS PROJECT /
35% or more as required
Bruce joined Thornton Tomasetti in 2004 to open the Los Angeles office. He has more than 25 years of experience in the design, specification and construction of a wide variety of structures in the US and overseas. His expertise in complex and expressive structures spans all market sectors including government and commercial buildings, sports facilities, transit centers, airports, performing arts centers, museums, and education facilities. // Relevant Experience General Services Administration, U.S. Magistrate Courthouse, Bakersfield, CA. Structural engineering and façade consulting services for a two-story, 33,400-GSF courthouse, including one courtroom, District Clerk’s office, U.S. Marshals Service, U.S. Probate office, U.S. Pre-Trial office, judicial chambers, jury assembly spaces, one basement level, and on-grade parking. A project goal is to achieve LEED Silver. Administrative Office of the Courts, New Stockton Courthouse, Stockton, CA. Structural engineering services for a 14-story, 340,000-SF courthouse with 30 courtrooms, associated administration and support spaces, in-custody transport, and holding cells. The building includes two levels of basement and is pursuing LEED Gold certification. General Services Administration, San Francisco Federal Building, San Francisco, CA. Structural design of a 20-story, 750,000-SF office building that has an expressive structure, designed holistically to allow natural ventilation. The structural design features pushover analysis and progressive collapse requirements. General Services Administration, National Oceanic and Atmospheric Administration, Satellite Operation Facility, Suitland, MD. Structural design of a 208,000-SF, LEED Gold mission critical facility. The project was performed under the GSA Design Excellence Program for the Property Development Division and houses office space and computer centers with 24/7 operational capability. United States Department of Energy, Environmental & Molecular Sciences Laboratory, Richland, WA. Structural design of an award-winning, 195,000-SF laboratory facility that meets stringent vibration criteria and provides flexibility for future growth. The modular design isolates the mechanical rooms and service spaces from the sensitive laboratory modules. The design includes 30-foot-deep concrete pits for the nuclear magnetic resonance laboratories and employs concrete reinforced with fiberglass rods.
82 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
Blast Consultant / Senior Principal, Thornton Tomasetti
JOHN ABRUZZO PE, LEED AP Proposed Duties John will be the senior blast consultant for your project. Qualifications John possesses specialized knowledge in assessing and predicting the behavior of steel and reinforced concrete connections, structural stability, blast analysis, nonlinear analysis, materials testing, data acquisition and testing of structural elements. // Relevant Experience
EDUCATION /
MCE, Stevens Institute of Technology, Hoboken, NJ PROFESSIONAL REGISTRATION /
PE, C75369, CA; LEED AP AFFILIATIONS /
ASCE/AISC Committees for design of blast & impact resistant structures YEARS WITH FIRM / 16 EMPLOYMENT STATUS / Full-time TIME COMMITMENT / 30%
or more as
Hickam Air Force Base, Pearl Harbor, HI. Determination of the blast loads and effects on structural elements, particularly the columns. Rail Infrastructure, New York, NY. Performed blast studies for various rail authority infrastructures. Administrative Office of the Courts, New Stockton Courthouse, Stockton, CA. Structural engineering services for a 14-story, 340,000-SF courthouse. General Services Administration, 30th Street Post Office Renovation, Philadelphia, PA. Structural design for the complex renovation and conversion of an 880,000-SF historic Main Post Office building for office use. The project included a seismic assessment of the existing building, removal of several interior bays to create an interior atrium, design of a glass atrium roof, and preservation of the retail corridor.
required
Façade Consultant / Vice President, Thornton Tomasetti
MARK DANNETTEL LEED AP
BD+C
Proposed Duties Mark will be the lead façade consultant. Qualifications Mark has more than 20 years of experience in architecture, engineering, façade design, and building technology. Mark’s façade consulting work includes numerous high-rise towers, civic and institutional structures, hospitals, airports, and hotels. // Relevant Experience
EDUCATION /
Master of Architecture, Arizona State University, Tempe, AZ
General Services Administration, Broward County Federal Office Building, Broward County, FL. Building skin consulting services for the development of design-build bridging documents for a new 500,000-SF office building.
PROFESSIONAL REGISTRATION /
Administrative Office of the Courts, New Stockton Courthouse, Stockton, CA. Building skin consulting services for a 14-story, 340,000-SF courthouse.
LEED AP AFFILIATIONS /
American Society of Industrial Security (ASIS), Member YEARS WITH FIRM / 4 EMPLOYMENT STATUS / Full-time TIME COMMITMENT / 30%
required
or more as
General Services Administration, Calexico West Border Station, Calexico, CA. Building skin consulting services for a border crossing facility with several proposed glazing systems. Services included technical advice to the design team for elements of the façade budget, design, and engineering. Spertus Institute, Chicago, IL. Building skin design-build services for a ten-story office building. The façade consists of a hyper-facetted curtain wall with a facetted entry canopy.
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 83
Civil Engineer / Principal in Charge, PSOMAS
ROSS BARKER PE Proposed Duties Ross will be the senior civil engineer for your project. Qualifications Ross has nearly 40 years of experience covering all aspects of project management and civil engineering design. He has prepared and managed civil engineering site design for dozens of projects in Los Angeles, both new construction and redevelopment of existing sites.
EDUCATION /
BS, Civil Engineering, Queensland Institute of Technology, Australia PROFESSIONAL REGISTRATION /
PE, 32799, CA YEARS WITH FIRM / 4 EMPLOYMENT STATUS / Full-time
// Relevant Experience Superior Court of California, Los Angeles, Glenndale, CA: New three-story building, to achieve LEED Silver certification with construction completed by 2015. General Services Administration, U.S. Magistrate Courthouse, Bakersfield, California: A one courtroom courthouse Design Excellence winner—Design-Build competition.
LOCATION / 555
Walt Disney Concert Hall, Los Angeles, CA: Psomas provided entitlements, civil engineering and land surveying services for the project.
TIME COMMITMENT / 10-20%
Los Angeles Convention Center Expansion, Downtown Los Angeles, CA: Provided extensive coordination with various City departments including Public Works, DOT, CRA, DWP and the Center authorities to obtain plan approvals.
South Flower Street, Suite 4400, Los Angeles, CA 90071 213-223-1400 or more
as required
Los Angeles Exposition Park, Downtown Los Angeles, CA: Project Manager for civil engineering services for LA Coliseum, museums and park improvements.
Fire Protection Consultant / Associate Manager, Rolf Jensen & Associates, Inc.
JARED BIRMINGHAM PE Proposed Duties Jared will be the team’s fire life safety consultant to ensure compliance with relevant Federal codes. Qualifications
EDUCATION /
MS, Fire Protection Engineering, Worcester Polytechnic Institute, MA PROFESSIONAL REGISTRATION /
Professional Engineer, FP 1766, CA AFFILIATIONS /
National Fire Protection Association YEARS WITH FIRM / 10 EMPLOYMENT STATUS / Full-time LOCATION / 2099
S. State College Blvd., Suite 360, Anaheim, CA 92806 714-450-1700
TIME COMMITMENT / 10-20%
or more
Jared brings 10 years experience and has been involved with and has managed numerous projects including the evaluation and design of fire alarm, fire sprinkler, and life safety systems, as well as performing code consulting, surveys and inspections. He is experienced with building/fire code consulting and design concepts, as well as with fire protection and life safety evaluations involving courthouses, military structures, universities, high-rise buildings, and many other types of facilities. Jared’s experience also includes performance-based code design approaches, code compliance alternatives and equivalencies, and computer model development and analysis of occupant egress, sprinkler effectiveness, fire growth, and smoke movement. // Relevant Experience General Services Administration, U.S. District Courthouse, Billings, MT Edward Brooke Courthouse Renovation, Boston, MA Leighton County Courthouse, Warwick, RI McCormack Post Office and Courthouse, Boston, MA Springfield Federal Courthouse, Springfield, MA
84 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
Senior Project Manager / Associate Principal, Waveguide
DAVID GALES ASSOCIATE AIA, CTS Proposed Duties David will be the project principal and senior technology consultant for the courthouse projects. He will provide strategic analysis and planning advice related to technology applications and facilities and will gather technical and functional performance criteria for technology systems planning from the courts. Qualifications
EDUCATION /
Master of Business Administration California State University, Long Beach, CA PROFESSIONAL REGISTRATION /
InfoComm International, Certified Technology Specialist (CTS) YEARS WITH FIRM / 3
David brings more than 25 years of experience designing media and information technologies in built environments. Leveraging his diverse background in architecture, technology and business, David is focused on finding technology solutions that fulfill the unique strategic goals of each client. // Relevant Experience General Services Administration, U.S. Magistrate Courthouse, Bakersfield, CA: Technology design and project management for a new 33,400-SF federal courthouse.
LOCATION / 6060
General Services Administration, U.S. District Courthouse, Billings, MT: Technology design and project management for a new 147,000-SF federal courthouse.
EMPLOYMENT STATUS / Full-time
Government Center, City of Chino Hills, Chino Hills, CA: Technology design and project management for a new government center to accommodate a city hall, county library, sheriff’s facility and fire administration building.
Center Drive, Suite 870, Los Angeles, CA 90045 310-645-2300, x12
required
West Hollywood Library, City of West Hollywood, West Hollywood, CA: Technology design and project management for the new 42,000-SF library and civic facility.
Senior Project Manager / Sr. Acoustics Consultant, Waveguide
MICHAEL SANTAMARIA
TIME COMMITMENT / 10%
or more as
Proposed Duties Michael will lead Waveguide’s acoustics consulting and design support for the courthouse. He will gather technical and functional performance criteria related to project acoustic requirements, provide planning and design recommendations to achieve acoustic performance expectations, and provide construction oversight to ensure proper implementation of designs and compliance with owner expectations. Qualifications EDUCATION /
Bachelor of Science in Mechanical Engineering, University of Hartford, Hartford, CT AFFILIATIONS /
Acoustical Society of America
Michael is a senior acoustics consultant with Waveguide and brings nearly 20 years of professional acoustics consulting experience on more than 200 projects. He has provided comprehensive consulting, design and measurement services—for projects in courts, civic and government, higher education, primary and secondary education, performing arts, healthcare, corporate and houses of worship. // Relevant Experience
YEARS WITH FIRM / 1
General Services Administration, U.S. Magistrate Courthouse, Bakersfield, CA: David is currently providing technology design and project management for a new 33,400-SF federal courthouse in Bakersfield.
EMPLOYMENT STATUS / Full-time
*Pima County Justice Courthouse, Tucson, Arizona (with previous employer)
TIME COMMITMENT / 15%
RAND Corporation Santa Monica, CA; Washington, D.C.; Pittsburgh, PA
Institute of Noise Control Engineering
required
or more as
Federal Reserve Bank Office Acoustics, Los Angeles, CA Jorgensen Laboratory Renovation, California Institute of Technology, Pasadena, CA
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 85
KEITH PORTNOY CTS-D, RCDD
IT Consultant / Director, Waveguide
Proposed Duties Keith will lead Waveguide’s IT practice for the courthouse. He will gather technical and functional performance criteria for structured cabling system; design standardscompliant structured cabling system to accommodate low voltage technologies, including provisions for any known future applications; coordinate with the design team to provide seamless design; and observe construction through site observations at critical milestones to document system contract compliance. EDUCATION /
Qualifications
MS, Computer Information Systems, Georgia State University, GA
Keith is director of Waveguide’s North Carolina operations and a project manager of both AV and data/telecom projects. Keith has extensive experience managing structured cabling projects for both public and private sector clients, major AV projects for leading universities and technology master planning projects for clients across all sectors. Keith holds a master of science in computer information systems from the Georgia Institute of Technology and a bachelor of science in electrical engineering from Georgia State University. Keith is also a PE in Georgia, a CTSD, and a Registered Communications Distribution Designer (RCDD).
PROFESSIONAL REGISTRATION /
Licensed Security Consultant, NV AFFILIATIONS /
InfoCom International, Member BICSI
// Relevant Experience
YEARS WITH FIRM / 8 EMPLOYMENT STATUS / Full-time TIME COMMITMENT / 10%
or more as
required
Chatham County Justice Center, Pittsboro, NC Orange County Justice Center, Hillsborough, NC Virginia State Capitol, Norfolk, VA Jackson County Courthouse, Jackson, GA
Security Designer and Consultant / Founder, Secure Consulting & Design
DAVID GALLEGOS Proposed Duties David will serve as a subcontractor on the Waveguide team and has primary responsibility for security system design. He will work with U.S. Marshals to meet the technical and functional performance criteria for the security system. Qualifications
EDUCATION /
Business Administration, Fullerton College, Fullerton, CA PROFESSIONAL REGISTRATION /
Licensed Security Consultant, NV
David has more than 20 years of experience proposing, designing, negotiating, and managing design and development of security, fire, intercom, and emergency electrical protection and surveillance systems for a wide variety of projects, including courthouses and many other facilities. David supports the practical use of Crime Prevention Through Environmental Design (CPTED), the basic engineering fundamentals associated with the National Electric Code (NEC), and other recognized national codes for the development and production of security systems, incorporating an integrated security design philosophy throughout the production process.
AFFILIATIONS /
// Relevant Experience
American Society for Industrial Security (ASIS)
General Services Administration, U.S. Magistrate Courthouse, Bakersfield, CA: Design-assist of security, fire, intercom, and emergency electrical protection and surveillance systems.
YEARS WITH FIRM / 20 EMPLOYMENT STATUS / Full-time LOCATION / 11086
Stearns, Tustin, CA 92782, 714-318-4771
TIME COMMITMENT / 10% or as required
General Services Administration, U.S. District Courthouse, Billings, MT: Designassist of security, fire, intercom, emergency electrical protection and surveillance systems. U.S. Courthouse, Santa Ana, CA; Fresno, CA; and Las Vegas, NV.
86 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
UNDERSTANDING THE CHALLENGES OF BUILDING A COURTHOUSE
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 87
JOHN
From the contractor’s perspective, I’d say the number one thing is to understand that a courthouse is a civic endeavor, and that courthouses last a very long, long time. The quality of the construction has to be at the highest level – the durability, the fit, and the finishes. There’s a pride with the workers on courthouses who want to bring their kids and grandkids in the future because it is such a monument. If you can foster and encourage that sense of value on the job site, in the selection process and in our team, then that quality is automatically built into all aspects of courthouse construction that the public is going to see day after day, year after year.
All courthouses are critically function-driven design. There are complex functional adjacencies in a courthouse that must be maintained, just like in the hospitals that we team with McCarthy on all the time. There are three different sets of circulation— public, restricted, and secure—that must exit separately and meet in the courtroom. There are blast considerations. There are security issues throughout the whole of the courthouse. And understanding all of those, knowing them well so that we can efficiently and effectively get there, and being responsive to the best thinking from the U.S. Marshals, from the standards from the courts, from all of the parts and pieces from GSA’s direction…all of those will be part of it. But in the end, I couldn’t agree more. It’s mostly about the quality of what we have to deliver.
JOHN
KATE
Beyond the care and quality that must go into courthouse construction, these are also technically complex projectsThe contractor must understand the technical aspects of building a courthouse – for example, the constant change of AV systems and information systems - and that is an important part of being a court builder and designer- trying to plan flexibility for the future when technology is changing so fast that what the current best design information today might be obsolete before the construction is completed.
88 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
GETTING TO TRUST JOHN
I think the key to any successful project, and particularly any design-build team effort, is that we all get to trust. With more than $2 billion in projects with HMC and team members who we trust, that’s the advantage that this team brings. We have a history of success together that sets the stage for trust and open communication. Designbuild is all about open communication. The primary advantage of a design-build delivery, as a builder, is being able to give input upfront; that is, to use our level of knowledge of the bricks and sticks construction and the cost elements in real-time so we can talk and communicate openly, all moving in the same direction as it proceeds. Often by the time the GC comes on board in a traditional design-bid-build, if the project has a budget issue, the only thing you can affect are the finishes. And then you compromise functionality. You compromise aesthetic priorities. Working in a design-build environment, we’re all together at the very front leg, and we’re makin’ sure we’re communicating and that our shared priorities are established. If we understand the design thinking from day one, we won’t want to compromise the design.
Design-build is a strategy for public clients to capture the advantages of private negotiated contracts where the people who are designing are engaged with the people who will build, which leads to better value and more complete results. On the other hand, I think that the challenge of design-build has been that when the architect is a subcontractor to the general contractor, some of the connection to the user groups and the client is sometimes fractured. And so, what we need to talk about and plan is how we don’t lose all of the best characteristics of both delivery methods. In the best of all worlds, we’d be in a complete integrated project delivery system. We’d have threeway contracts. We’d all have win-win goals for the benefit of the project. Can’t quite do that in a publicly framed kind of project, but how do we do that together so that we can deliver the best?
KATE
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 89
JOHN
I think a key part is the partnership that HMC and McCarthy have. We share a commitment to meet our clients’ expectations with a project that serves the Court’s needs, meets GSA’s standards of Design Excellence and high-performance design, within the constraints of the project budget and schedule. With McCarthy’s focus on being a design-build firm and the experience that we have and we bring to the table, it’s only a hair’s breadth from integrated project delivery. Our ability to communicate and our understanding of the preconstruction process helps us to hear what you’re saying about the aesthetics, the function, and the sustainability of the project while maintaining a near constant feedback on costs and the choices we all have to make, some of them hard choices.
I prefer working with the construction team, frankly, myself, and it works tremendously well when it’s a collaboration of mutual respect. When you really respect the person that you’re working with, it works better than the traditional method of delivery because it allows you to explore many avenues, and as a result, you do save money. But another great thing is you save time too, and you get a better, happier client in the end because all of your value engineering is happening as part of the process. I’m talking about true value engineering, not cost cutting after everyone loves the design and then you come back with disappointing news that you’re over budget. Design-build really can be a tremendous process when it works well. I think when the real problems occur is when it becomes a shotgun marriage and you’re working with people you don’t respect or don’t know. And you guys (HMC and McCarthy) have a deep relationship together, which makes it, for me personally, a very exciting way to work.
LARRY
90 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
SAVING TIME JOHN
You mentioned the schedule advantages of design-build earlier in our conversation. On our current projects for the GSA down at Camp Pendleton, we’re months ahead of schedule, and the project is going fantastically. And it’s because of the design-build element and the ability to integrate good quality into the details upfront. For example, one of the challenges of this project is a tight downtown urban site. We actually love tight urban sites. For example, the recent $600 million LAC USC is one of the tightest urban sites that you’ll see. Urban building is a symphony of equipment, materials, and workers. It’s a balance of a well-planned site and people in place at the right level to control the operations. We, as you mentioned, specialize in complex construction. An urban site, as long as it’s well planned, can be as efficient or more efficient than a large laydown site because things are preplanned and delivered on a just-in-time basis, and a quality operation results.
That brings us back to the design-build advantage where the entire team is thinking from Day 1 about constructability; thinking from Day 1 about where your construction cranes are going to be placed so that we’re not getting in the way of efficient progress because, as we all understand, time is money.
LARRY
KATE
If we are all project focused, then a good idea can come from anyone. It can come from the most junior design person, from the plumbing subcontractor, it can come from absolutely anyone on the team. We’re all focused on trying to find the best way to do things. And you can look back in history. You go all the way back to Palladio – who we think of as a great architect – was actually a stone mason. And so, architects traditionally have been the designer, the contractor, the builder, the artist, and somewhere along the line in society, we’ve kind of lost all those titles. And design-build done the right way gives the ability to get all those advantages back with an integrated team to produce a building that is artistic, that’s functional, and that’s technically good. It’s all of those things..
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 91
DESIGN ASSIST KATE
I know that McCarthy is already recruiting some fantastic subcontractors as part of our team because design-assist is not just the general contractor and the architects working together. It’s all of our engineers working with design-assist subs. I really find that it absolutely enables greater research into the tectonics of architecture and of the whole building, and this whole integrated design delivery is just fantastic.
It requires flexibility on all parts of the team—from both designers and contractors. You can’t dictate down. We’ve had situations where we’ve done design-build, and we’re told, “Well, we can’t get those steel sections. they have to come from Japan,” and then, “They have these sections in the yard. Can we look at doing that?” And as the designer, you can’t cling to your first concept; you have to be able to say, “Yeah. Let’s look at that.” And so, we’ve done that too, where you have to really have input from everyone and the project actually got better.
LARRY
All too often in traditional design-bid-build we have to go to the book, and we pick an existing off-the-shelf product, and get it shipped here. When we work together from day one the GC can offer incredible resources that you wouldn’t have access to otherwise. Like, I know McCarthy has your own concrete plant right here.
JOHN
Oh, absolutely, we self-perform concrete and other work on our projects, and that brings in our local component too. But Kate, you hit on a key point I’d like to come back to. The selection of the design-assist partners is as vital in the relationship as the selection of the design partners. And part of what we focus on is bringing in partners where we have a trust level, who go beyond what you mentioned as sort of introductory design-build contractor or subcontractor, and bring in someone who grasps the fact that effort spent upfront comes out tenfold during construction. The right detailing drives schedule, drives cost, maintains function and quality and allows other aesthetics to develop to a higher level because of the upfront input. And it’s really a productive relationship.
92 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
OWNERSHIP AND RESPONSIBILITY KATE
On some GSA projects, there’s a tradition to have everyone who worked on the project sign and have a plaque hung on the wall to recognize everyone who worked on the project. I think recognizing the value of input from every part of the team means that everybody takes ownership. And when we take ownership, we all work together to deliver a better product.
As mentioned before, when we’re all project focused, my experience is we merge into one team, and the lines between roles become very blurry. Input can come from anywhere, that’s part of what makes design-build so valuable. On the other hand, the lines of responsibility to the client need to stay very clear. I can’t wait to work together with both of you as co-lead designers and GSA needs to be absolutely confident that, as McCarthy’s principal in charge, I will be personally and directly responsible for delivering this project to GSA on schedule and within budget.
JOHN
FACTOR 4 / PROJECT EXPERIENCE
SECTION 06
SECTION 06
FACTOR 4 / PROJECT EXPERIENCE
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 93
Unlike stock market performance, the past results of a design-build team are actually a good indicator of future results and relationships. The following Factor 04 includes projects very similar in scale, technical complexity, and quality demands to the New United States Courthouse Los Angeles. Out of the dozens of projects completed by the McCarthy/HMC team, two consecutive projects for our Kaiser Permanente client— one traditionally designed and one designbuild—exhibit the working relationship of McCarthy Building Companies, Inc., and HMC Architects. The integrated team environment resulted in remarkable results—the delivery of high quality, technically complex hospitals significantly ahead of schedule and well below project budget. The third entry in this section is a state-of-the-art facility for GSA Region 4, a complex project requiring great attention to quality and applicable standards, as well as stakeholder input. The success delivering these projects is backed by a history of success and stability on the part of all three firms in the McCarthy/ HMC/Brooks + Scarpa Team: McCarthy Building Companies, Inc., founded in 1864, is the oldest, privately held construction firm and the 10th largest general building contractor in the United States, according to Engineering News-Record (2011). In 1913, we completed construction of the Scott County Courthouse in Benton, Missouri
(image in background), and almost a century later McCarthy is still a leader in Justice and Corrections work. McCarthy currently has a staff of more than 1,400 employee-owners who take personal pride in providing a wide range of construction-related services under design-build, construction management, and general contract contractual arrangements. HMC Architects, a 100% employee-owned California S-Corporation, was founded in 1940 by Jay Dewey Harnish in Ontario. Today, with a staff of 420, the firm is one of the largest planning and design firms headquartered in California. Throughout the firm’s history, HMC has collaborated with clients on education, healthcare, corporate, and institutional projects to create awardwinning architecture and interior design that is inviting, high-performing, environmentally sustainable, and human-focused. Brooks + Scarpa Architecture, is an emerging, small, woman-owned business enterprise. Founded in 1991 (and formerly known as Pugh + Scarpa) the firm was recognized by the American Institute of Architects with the prestigious 2010 National AIA Firm Award. In addition, the firm has received 18 National AIA Awards and garnered international acclaim for their success in marrying an innovative modern aesthetic and craftsmanship with leadership in sustainable and socially progressive design.
94 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
KAISER PERMANENTE DOWNEY MEDICAL CENTER DOWNEY, CA
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 95
PROJECT TITLE //
CONTRACT AWARD DATE //
Kaiser Downey Medical Center Replacement Hospital and Central Utility
June 15, 2002
DELIVERY METHOD //
Design-Build MEPF and Design-Bid-Build for structure and finishes OWNER AND/OR OCCUPANT(S)/TENANT(S) //
Kaiser Permanente LOCATION //
Downey, CA DESCRIPTION, BUILDING TYPE (GSF OR OSF) //
The Kaiser Downey Medical Center Replacement Hospital consisted of a 651,370-SF inpatient tower and diagnostic and treatment building, a 30,000-SF central utility plant, and development of a 33-acre site. SPECIAL FEATURES //
• Multiple stakeholders and design influences • Multiple authorities having jurisdiction • Durable finishes/public entrances • Security/card reader/badge access for various levels of security (patient, surgical, staff only) • Nurse call/alarm system compares to duress alarm • Attention to detailed quality of finishes of surgical suites compares to courtroom, technology and future flexibility requirements • Regulatory compliance and quality assurance control is critical to success, both design elements and detailing as well as construction performance
CONTRACT TYPE AND CONTRACTOR’S RESPONSIBILITIES (SCOPE OF WORK)
Guaranteed Maximum Price/ Construction Manager at Risk DATE OF SUBSTANTIAL COMPLETION //
November 25, 2008 DATE OF FINAL COMPLETION //
November 25, 2008 CONTRACT COST AT AWARD //
$385,000,000 CONTRACT COST AT COMPLETION //
$370,500,630 ORIGINAL SCHEDULE COMPLETION TIME AT CONTRACT AWARD (CALENDAR DAYS) //
March 24, 2009 (1,401 calendar days) ACTUAL COMPLETION TIME (CALENDAR DAYS) //
November 26, 2008 (1,282 calendar days) May 24, 2005–November 26, 2008 Four months ahead of schedule NUMBER OF CHANGE ORDERS //
3 CLASSIFICATION OF CHANGE ORDERS //
C.O. #1 – Owner Added Scope = $1,387,171 C.O. #2 – Value Engineering Credit = <$8,776,252> C.O. #3 – Credit Due to Early Completion = <$7,310,919>
96 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
UNIVERSITY OF TEXAS MD ANDERSON CANCER CENTER HOUSTON, TX
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 97
PROJECT TITLE //
The University of Texas MD Anderson Cancer Center Alkek Expansion
CONTRACT TYPE AND CONTRACTOR’S RESPONSIBILITIES (SCOPE OF WORK)
Design-build/Guaranteed Maximum Price
DELIVERY METHOD //
DATE OF SUBSTANTIAL COMPLETION //
Design-build
September 1, 2010
OWNER AND/OR OCCUPANT(S)/TENANT(S) //
DATE OF FINAL COMPLETION //
The University of Texas MD Anderson Cancer Center LOCATION //
Houston, TX
September 1, 2010 CONTRACT COST AT AWARD //
$239,400,000
DESCRIPTION, BUILDING TYPE (GSF OR OSF) //
Total SF = 500,000 The University of Texas MD Anderson Alkek 12-story vertical expansion in Houston is a $240 million, designbuild project that many would consider an engineering and construction feat. Not only is a 12-story vertical expansion extremely rare, but building on top of an operational 12-story hospital is an immense challenge. The expansion includes 240 new inpatient rooms, pharmacy, facility support space, observation deck, 3 shell floors with room for 144 future patient rooms, as well as renovation of existing spaces and upgrade of existing structure and infrastructure to support the expansion. SPECIAL FEATURES //
• Multiple stakeholders and design influences • Multiple authorities having jurisdiction • Durable finishes/public entrances • Security/card reader/badge access for various levels of security (patient, surgical, staff only) • Nurse Call/alarm system compares to duress alarm Attention to detailed quality of finishes of surgical suites compares to courtroom, technology and future flexibility requirements • Regulatory compliance and quality assurance control is critical to success, both design elements and detailing as well as construction performance CONTRACT AWARD DATE //
December 12, 2006
CONTRACT COST AT COMPLETION //
$237,000,000 ORIGINAL SCHEDULE COMPLETION TIME AT CONTRACT AWARD (CALENDAR DAYS) //
September 26, 2010 (1,004 calendar days) December 27, 2007 - September 26, 2010 ACTUAL COMPLETION TIME (CALENDAR DAYS) //
September 1, 2010 (979 calendar days) December 27, 2007 - September 1, 2010 NUMBER OF CHANGE ORDERS //
47 CLASSIFICATION OF CHANGE ORDERS //
Owner generated scope = 90% Latent conditions = 10% AWARDS //
AGC of America 2011 Aon Build America Award: Design-Build Renovation, AGC Texas Building Branch 2011 AGC Texas Building Branch Outstanding, Construction Award 2011 TEXO Distinguished Building Award American Council of Engineering Companies of Texas, 2012 ACEC Texas Engineering Excellence Award-Gold Medal Winner The University of Texas M.D. Anderson Cancer Center, STEP Gold Award (Safety Through Exemplary Performance)
98 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
CENTERS FOR DISEASE CONTROL BUILDING 18 ATLANTA, GA
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 99
PROJECT TITLE //
Centers for Disease Control and Prevention, Building 18–Emerging Infectious Diseases DELIVERY METHOD //
Construction Management, Design-Build OWNER AND/OR OCCUPANT(S)/TENANT(S) //
United States Department of Health and Human Services Centers for Disease Control and Prevention LOCATION //
Atlanta, GA DESCRIPTION, BUILDING TYPE (GSF OR OSF) //
Building 18 is a design-build facility encompassing 490,000-SF, including a research lab, office space, and a central energy plant. The new facility includes BSL-4 laboratories capable of handling life-threatening and exotic pathogens for which there are no treatments or vaccines. Building 18 is the first to provide multiple combinations of BSL-3 and BSL-4 modules and shared specimen support space. Also a first for the CDC, the Emerging Infectious Diseases Laboratory includes BSL-3(Ag) animal holding designed to meet USDA standards for handling high-consequence agents that pose a severe risk to our agricultural economy. Building 18 is organized with offices to the south that attach to each level of CDC’s existing maximum containment laboratory, Building 15, to provide muchneeded office space for occupants of that facility. Building 18 has offices for more than 500 science personnel, conference rooms on every floor, lobby and employee break rooms. The offices are 20% closed and 80% open. This is the first BSL-4 facility to employ fast-track construction. The laboratory block that contains BSL-2 and BSL-3 bio-containment laboratories is directly adjacent to the office areas and forms the laboratory tower with the office block. Adjacent to the laboratory
tower on the north end of the site is the six story ‘high containment’ block. This block is composed of a central glassware facility, a floor of BSL-3 vivarium space, interstitial floors over the vivarium and below the BSL3-Agriculture Lab and BSL-4 space, and two mechanical floors serving the high-containment block. SPECIAL FEATURES //
• From airtight requirements to varying concrete mixes, the design for this facility met each and every challenge while also providing an attractive structure that neighboring areas can enjoy for decades. • The 25,000-SF high-containment BSL-4 required special techniques and sequences and proved to be the most challenging aspect of the project. The lab operated at negative air pressure with air-lock buffer zones and decontamination and wastedisposal systems It is completely self-contained with its own breathing air supplies, HVAC systems, 100% HEPA filtering, backup power and security systems. CONTRACT AWARD DATE //
November 1, 2000 CONTRACT TYPE AND CONTRACTOR’S RESPONSIBILITIES (SCOPE OF WORK)
CM as Constructor DATE OF SUBSTANTIAL COMPLETION //
December 2, 2005 DATE OF FINAL COMPLETION //
December 2, 2005 CONTRACT COST AT AWARD //
$131,884,489 CONTRACT COST AT COMPLETION //
$167,596,216
100 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
There were more than $30 million of scope and design changes that increased the budget and lengthened the construction duration, some due to the September 11th terrorist attacks. These changes included an addition of one floor and fit-out of another floor. Security additions were made to the High Containment area, and extended the completion date to April 11, 2005. Another change extended the schedule to December 2, 2005 and added various items including special coating revisions and HVAC control changes. ORIGINAL SCHEDULE COMPLETION TIME AT CONTRACT AWARD (CALENDAR DAYS) //
July 2, 2004 (980 calendar days) October 26, 2001–July 2, 2004 ACTUAL COMPLETION TIME (CALENDAR DAYS) //
July 2, 2004 (1,523 calendar days) October 1, 2001–December 2, 2005 NUMBER OF CHANGE ORDERS //
540 CLASSIFICATION OF CHANGE ORDERS //
100% of the change orders ($35,711,727) were due to owner initiated changes.
ATTACHMENTS
ATTACHMENTS
SECTION 07 SECTION 07
CCR Search Results
Page 1 of 3
CCR Search Results Not to be used as certifications and representations. See ORCA for official certification.
Registration Status: Active in CCR; Registration valid until 10/04/2012. DUNS: 064490808 DUNS PLUS4: CAGE/NCAGE: 0KYZ8 Legal Business Name: HMC GROUP Doing Business As (DBA): HMC ARCHITECTS Division Name: Division Number: Company URL: http://www.hmcarchitects.com
Physical Street Address 1: 3546 CONCOURS ST Physical Street Address 2: Physical City: ONTARIO Physical State: CA Physical Foreign Province: Physical Zip/Postal Code: 91764-5580 Physical Country: USA Mailing Name: HMC GROUP Mailing Street Address 1: 3546 CONCOURS Mailing Street Address 2: Mailing City: ONTARIO Mailing State: CA Mailing Foreign Province: Mailing Zip/Postal Code: 91764-5580 Mailing Country: USA Business Start Date: 10/14/1959 Delinquent Federal Debt: No
CORPORATE INFORMATION Type of Organization Other
Business Types/Grants XS - S Corporation VN - Contracts 2X - For-Profit Organization
https://www.bpn.gov/CCRSearch/detail.aspx
2/28/2012
CCR Search Results
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DISASTER RESPONSE INFORMATION Bonding Levels Construction Bonding Level, Per Contract (dollars): Construction Bonding Level, Aggregate (dollars): Service Bonding Level, Per Contract (dollars): Service Bonding Level, Aggregate (dollars):
Geographic Areas Served No geographic areas specified
GOODS / SERVICES North American Industry Classification System (NAICS) 541310 - Architectural Services
Product Service Codes (PSC) C211 - ARCHITECT AND ENGINEERING- GENERAL: LANDSCAPING, INTERIOR LAYOUT, AND DESIGNING C215 - ARCHITECT AND ENGINEERING- GENERAL: PRODUCTION ENGINEERING C219 - ARCHITECT AND ENGINEERING- GENERAL: OTHER
Federal Supply Classification (FSC) ---
SMALL BUSINESS TYPES SDB, 8A and HubZone certifications come from the Small Business Administration and are not editable by CCR vendors.
Business Types Expiration Date ---
---
North American Industry Classification System (NAICS) The small business size status is derived from the receipts, number of employees, assets, barrels of oil, and/or megawatt hours entered by the vendor during the registration process.
NAICS Code
Description
541310 Architectural Services
Small Business
Emerging Small Business
No
No
CCR POINTS OF CONTACT Government Business Primary POC Name: KELLY OLSON
https://www.bpn.gov/CCRSearch/detail.aspx
Government Business Alternate POC Name: BEVERLY PRIOR
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CCR Search Results
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Address Line 1: 3546 CONCOURS
Address Line 1: 417 MONTGOMERY STREET, 8TH FLOOR
Address Line 2:
Address Line 2:
City: ONTARIO State: CA Foreign Province: Zip/Postal Code: 91764-5580 Country: USA U.S. Phone: 909-989-9979 Non-U.S. Phone: Fax: 909-483-1400
Past Performance Primary POC Name: KELLY NICOLAY
City: SAN FRANCISCO State: CA Foreign Province: Zip/Postal Code: 94104 Country: USA U.S. Phone: 415-777-9422 Ext.222 Non-U.S. Phone: Fax: 415-777-2755
Past Performance Alternate POC Name: META KANE
Address Line 1: 3546 CONCOURS
Address Line 1: 3546 CONCOURS
Address Line 2:
Address Line 2:
City: ONTARIO State: CA Foreign Province: Zip/Postal Code: 91764 Country: USA U.S. Phone: 909-989-9979 Ext.2390 Non-U.S. Phone: Fax: 909-483-1403
Electronic Business Primary POC Name: KELLY NICOLAY
City: ONTARIO State: CA Foreign Province: Zip/Postal Code: 91764 Country: USA U.S. Phone: 909-989-9979 Ext.2387 Non-U.S. Phone: Fax: 909-483-1400
Electronic Business Alternate POC Name: META KANE
Address Line 1: 3546 CONCOURS
Address Line 1: 3546 CONCOURS
Address Line 2:
Address Line 2:
City: ONTARIO State: CA Foreign Province: Zip/Postal Code: 91764-5580 Country: USA U.S. Phone: 909-989-9979 Ext.2390 Non-U.S. Phone: Fax: 909-483-1400
https://www.bpn.gov/CCRSearch/detail.aspx
City: ONTARIO State: CA Foreign Province: Zip/Postal Code: 91764 Country: USA U.S. Phone: 909-989-9979 Ext.2387 Non-U.S. Phone: Fax: 909-483-1400
2/28/2012
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004
MCCARTHY BUILDING COMPANIES, INC
MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
KATE DIAMOND FAIA, LEED AP
LARRY SCARPA FAIA
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004
KIRK ROSE AIA
ED AVILA AIA LEED AP
MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
JAMES WOOLUM AIA, IIDA
EARL “SKIP” GRAFFAM RLA, ASLA, LEED AP
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004
TODD SEE PE, LEED AP
SUSANNA SEE PE, LEED AP
MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE
ADAM KYLE PE LEED AP
BRUCE GIBBONS PE, SE, CENG, LEED AP
DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004
JOHN ABRUZZO PE, LEED AP
ROSS BARKER PE
MC CARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE