Advantages of the Skanska CM Approach

•

Our Resources•

Our Experience

•

Our Project Team•

Project Planning and Approach

•

Key Preconstruction Issues•

Innovation and Technology

Skanska is Local

•

Established in Raleigh in 1918

•

Main office in RTP

•

Over 250 employees

•

$300 million in revenues

•

#1 ranked CM in RTP by The Triangle

Business Journal

The Skanska Learning Center at Heritage Park

Skanska is Green•

ENR #1 Green Builder for 2007•

Over 80 National & Local LEED Accredited Professionals

•

Regional LEED Projects include:–

EPA National Computer Center–

Duke FCIEMAS –

French Family Science Center–

Raleigh Civic & Convention Center

Skanska is Experienced –

CM at Risk

City of Raleigh -

Raleigh Convention Center

Duke University –

French Family Science Center

UNC Hospitals –

North Carolina Cancer Hospital

NC State University –

Engineering Building III

NC State University –

Biomanufacturing, Training & Education Center

Duke University –

FCIEMAS

SCO Certificate

of Merit

Over $1.6 Billion Locally

Since 2001

Skanska is Experienced –

Correctional FacilitiesBuncombe CountyDetention Center

Spartanburg County Jail

Leath

Correctional Institution Union County Law

Enforcement Center

Robeson County Jail

Pender County Correctional Institution

Durham County Detention Facility

Durham County

Emergency Jail

Wake CountyEmergency Jail

Wake CountyPublic Safety Center

Hertford County

Law Enforcement Center

Charlottesville/AlbemarleRegional JailBurke County

Law Enforcement Center

High Performing Teams

What is a Team?Commitment

Trust

Purpose

Communication

Involvement

Process Orientation

Continuous Improvement

Dr. Greg Dale, PhD, Assoc. ProfessorDuke University

Dr. Greg Dale, PhD, Assoc. ProfessorDuke University

Project Team

4 yearsDon Davis

8 yearsSteve Stouthamer

2 yearsKeith Kelly

2 yearsNeal Whaley

25 yearsRandy Hall

14 yearsButch Kessinger

8 yearsBrian Cishek

28 yearsCurtiss Lindler

19 yearsGary Holbrooks

30 yearsRenee Jones

7 yearsDick Cecich

23 yearsTerry Rowe

8 yearsDave Johnson

19 yearsTom Hyzak

22 yearsAllen Jones

23 yearsRandy McNeely

10 yearsScott MacLeod

Local PresenceWake County

ExperienceCommon

ExperienceDesign Team

ExperienceDetention Experience

Local Experience

CM Experience

Team Member

Staff Experience Matrix

A Triangle Based Team with over 250

years of Local Experience & 20

Correctional Facilities

Project Execution Plan

Execute Procedures;

Monitor & Modify

as Necessary

Establish Procedures that Support the Execution Plan

Develop Execution Plan to Achieve Project Objectives

Understand Your Objectives; Translate into Project Objectives

Our Roadmap to Success

•

Design deliverable plan•

Budget management plan•

Schedule management•

Site logistics plan•

Permitting plan•

Communication plan

•

Procurement plan•

LEED management plan•

QA/QC plan•

MWBE management plan•

Safety management plan•

Commissioning plan

Site Planning and Logistics

Construction Phase –

Key Issues

Challenges Solutions

Workforce Orientation

–

keeping site personnel advised of ongoing security & operational considerations

Interface with existing facility

– mechanical,

electrical, and security system tie -ins

Regulatory approvals

– Detention grade materials make late changes difficult and expensive

Commissioning –

All systems must function properly at occupancy

Maintain communications through orientation, pre-task planning, and weekly IFE production meetings

Advanced planning and coordination.

Confirm as-built conditions and establish shut down and tie-in protocol

Incorporate regulatory reviews in overall project schedule and coordinate review meetings as early in construction as feasible

Develop commissioning plan during preconstruction phase. Implement start-up procedures as early as possible

Pre-construction Services

Keys to Success

•

Cost control

•

Maintainability and sustainability of building components

•

Procurement strategies

•

MWBE planning

Basic

Preconstruction

Cost Control . . .

•

Early understanding of project scope

•

Realistic forecasting approach

•

Disciplined cost management program (PCE Process)

•

Regular meeting attendance & reporting

•

Proactive value management process

. . . for effective decision making

Market Knowledge . . .

Construction Cost Escalation

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

14.00%

2001 2002 2003 2004 2005 2006 2007

Year

Perc

ent I

ncre

ase

RS Means AnnualEscalation

RS Means CompoundedAnnual Esc

ENR Annual Escalation

ENR Compounded AnnualEsc

NC Annual Escalation

NC Compounded AnnualEsc

2 per. Mov. Avg. (NCCompounded Annual Esc)

State Construction $ vs State Population

-

1.00

2.00

3.00

4.00

5.00

6.00

2000 2001 2002 2003 2004 2005 2006 2007Proj

2008Proj

Year

$M /

thou

sand

pop

ulat

ion

NC Const $ / PopPA Const $ / PopNY Const $ / PopILL Const $ / Pop

. . . for Reliable Cost

Information

Cost Control – Cornerstone of our Pre-construction Services

EstimateEstimate

Design & Redesign Design & Redesign

Value Engineer

Value Engineer

The “Old” Way (Design Recipient )The “New” Way (Design Partner)

Value Engineer

Value Engineer

EstimateEstimate

DesignDesign

Estimating Model Study

•

Paired 7’x 11’

Cell Modules, Front V-

Chase

•

70 GSF per cell•

Single Occupancy Cell•

Model Includes–

Cell Doors & Security Hardware–

Polycarbonate Glazed Security Windows

–

Bunks, Desks & Stools–

Combination Toilet/Sink–

Front Mechanical Chase for HVAC, Water & Sewer

•

Multiple Occupancy Cell –

Future Consideration

Estimating Model StudyMasonry Partitions with CIP

Concrete StructureCIP Concrete Partitions and

StructurePrecast Prefabricated Cell

Modules

Initial Module Cost Best Good Poor

Overall Arch./Str. Cost Best Average Average

Overall Facility Cost TBD –

Requires further information

TBD –

Requires further information

TBD –

Requires further information

Schedule Average Average Best

Change Flexibility Best Average Poor

Field Coordination Best Average Average

Life Cycle Cost Good Best Best

Constructability/Maintainability/Sustainability

•

Value Management Reviews with and Eye Towards Long Term Facility Maintainability

•

Involve General Services in Constructability Reviews

•

Identify Service Area Mock-Ups

•

Life Cycle Impacts

Procurement Strategies•

Over 1200 vendors in RTRP –

but we have to keep their interest !!

•

Well Planned Project + CM Team = Peek Sub Interest = Best Value to Wake County

Initial Estimate (Systems)

Estimating for Procurement Planning & GMP (By Bid Package) at 100% CD's

Building Systems Bid Packages

Core & Shell Bid Packages 0100 - Foundations BP201 - Earthwork and Grading 0200 - Substructure BP251 - Utilities 0300 - Superstructure BP261 - Paving and Walks 0400 - Exterior Envelope BP291 - Landscaping and Irrigation 0500 - Roofing BP301 - Concrete Foundations 0610 - Interior Partitioning BP302 - Concrete Flatwork 0620 - 0699 - Common Area Finishes BP401 - CMU Construction 0700 - Conveying Systems BP402 - Stone Masonry 0800 - Mechanical Systems - Core Elements BP501 - Structural Steel 0900 - Electrical Systems - Core Elements BP502 - Miscellaneous Metals 1000 - General Requirements BP601 - Millwork

BP701 - WaterproofingBP702 - Metal Roofing

Interior Construction BP703 - Slate Roofing 0300 - Miscellaneous Metals BP704 - Membrane Roofing 0605 - Millwork BP801 - Doors, Frames and Hardware 0620 - Ceiling Finishes BP802 - Aluminum Windows and Curtainwall 0630 - Floor Finishes BP901 - Drywall and Rough Carpentry 0640 - Wall Finishes BP902 - Acoustical Ceilings 0650 - Specialties BP903 - Resilient Flooring 1100 - Casework and Cabinetry BP904 - Epoxy Flooring 0800 - Mechanical Systems - Space Fit-Out BP905 - Painting and Wallcovering 0900 - Electrical Systems - Space Fit-Out BP1000 - Specialties

BP1101 - Vivarium Equipment 1100 - Equipment BP1102 - Lab Equipment 1200 - Site Development BP1201 - Lab Casework and Cabinetry

BP1301 - Cold RoomsBP1501 - Fire ProtectionBP1502 - PlumbingBP1503 - HVAC and ControlsBP1601 - ElectricalBP1602 - TelecommunicationsBP1603 - Security

CM Indirects CM Indirects Construction Contingency Construction Contingency Owner Indirects Owner Indirects Design and Engineering Design and Engineering FF&E FF&E Specialty Equipment Specialty Equipment Owner's Project Contingency Owner's Project Contingency

Benefits: Benefits: Facilitates VE Targeting Establishes Budgets for Each Package Allows Benchmarking to similar projects Matches the Market Make-Up

Becomes the Basis for Construction Accounting

Initi

al V

endo

rs ID

’dan

d C

onta

cted

Preq

ualif

icat

ion

Proj

ect

Bidd

ing

Preconstruction Phase

Subc

ontr

acto

rs

Investing in Our Community

1.

Identify Resources

2.

Outreach Strategies

3.

Recruitment & Procurement

4.

Technical Resource Assistance

5.

Financial Assistance Plan

6.

Reduces Barrier Packaging

7.

2nd

Tier Strategies

8.

Monitoring & Reporting

MWBE Management Plan Executive Board Member

Committee Member

TrainingPartner

Committee Chairman

Investing in Our Community

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

Percent of Contract Value

NCSU Biomanufacturing Center

GSK CAF Project

Duke Healthcare Ral eigh Central Plant

UNC-CH Jackson Circl e parking Deck

UNC-CH Morrison Hal l Residence Hal l

UNC Cancer Center

Ral eigh Convention Center

ECU Residence Hal l

UNC-CH MKA Renovations

EPA National Computer Center

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

Percent of Contract Value

NCSU Biomanufacturing Center

GSK CAF Project

Duke Healthcare Ral eigh Central Plant

UNC-CH Jackson Circl e parking Deck

UNC-CH Morrison Hal l Residence Hal l

UNC Cancer Center

Ral eigh Convention Center

ECU Residence Hal l

UNC-CH MKA Renovations

EPA National Computer Center

“…many contractors talk a good talk, however, nothing matters except results and we are very pleased with the results! ... the Raleigh Convention Center job is currently reporting 27.2%! This is a wonderful accomplishment, and a true testament to your commitment to this important initiative. “ Lawrence E. Wray

City of Raleigh

Production

Waiting

Moving

40%

30%

30%

Innovation & Technology . . .

. . . Improving Outcomes

Improving Communication with Trades

In-house CADD Coordination to Assist in Project Planning & Design Clarification

Improving Coordination . . .

In –house Clash Detection to Avoid Delays

Prefabrication to improve field production

… for improved schedules

Improving Quality . . .

Utilization of Full Scale Mock-ups

. . . to prevent rework and maintenance issues

Documentation of installed Conditions

Improving the Work Environment

An Approach Targeted at a Better Quality of

Work Life

Advantages of the Skanska CM Approach

ResourcesExperience

PeopleCommitment

HDR Architecture

Spartanburg Co. Law Enforcement Center

Federal Law EnforcementTraining Center

University of VirginiaBiomedical

Engineering & Medical Sciences

Building

Cooper River BridgeCharleston, SC

Wake County

Wake CountyPublic Safety Center

Wake CountyEva Perry Memorial Library

Wake CountySunnybrook Community Health Building

Little Diversified

Mecklenburg County Pre-Trial Detention Structure

University of North CarolinaMorrison Residence Hall Renovation

Tompkins Associates Central Campus

Greensboro CollegeProctor Hall

Agora DevelopmentsFalls Village Shopping Center

Skanska USA OfficesMultiple Locations

A Partnering Approach to Success

Wake CountyEmergency Jail

Wake CountyEast Regional Library

Wake CountyFalstaff Human Services Center

The Triangle is Our Home . . .

Raising the Standard in the Triangle . . .Raising the Standard in the Triangle . . .2007 #1 Construction

Manager in the Triangle by the Triangle Business Journal

2007 Raleigh News & Observer’s Greenest Office

Award winner

2007 Triangle Business Journal’s Best Places to

Work Award winner

2007 Durham Chamber of Commerce’s Circle of

Influence Diversity Award winner

2007 Sustainable North Carolina Environmental

Leadership Award winner

2007/2008 Impact Business Leaders in the Triangle by

Business Leader magazine - Scott MacLeod