Opening of Proposals - Four Winds Field Renovation & Expansion Proj No. 123-046 - Larson Danielson

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Proposal for Construction Manager as Constructor Services Four Winds Renovation and Expansion ― South Bend, Indiana • Jobsite information technology equipment and services • Jobsite office supplies • Jobsite drinking water and supplies • Jobsite vehicles and expenses • Construction Document printing • Record Document preparation and reproduction • Jobsite printing and copying • Jobsite postage and delivery • Project signs • General jobsite mobilization • Temporary toilet(s) and supplies • Dumpster, trash chute, trash hauling, and landfill charges • Ceremonies – groundbreaking, ribbon-cutting, tours, displays, etc. APPROACH TO PROJECT COSTS  Cost Overruns, Delays, Incentives, and Construction Contingencies Larson-Danielson understands the disruption to a project that cost overruns and delays can create. This is one reason why we take our pre-construction responsibilities so seriously on our projects. We use the pre-construction phase of a project to meticulously evaluate the systems and components within every project we work on to identify potential cost and schedule variances within the project. We then work with the project team to address these issues through a modification to the project or a mitigation strategy agreed upon within the team. There are times, however, when unforeseen cost and schedule variances impact a project. In these instances, we believe in taking a proactive and transparent approach to dealing with these issues. It is our responsibility as the Construction Manager to evaluate the issues and work with all the stakeholders and project team members to develop and implement a plan to correct or mitigate the impact to the project. It is our belief that these issues are best addressed in the open and in collaboration with the entire team. Through this practice we have found that we can develop unique and effective solutions often through collaboration and compromise within the team. We are open to entertaining a conversation regarding performance incentives for this project, however it is not typical for our contracts to include incentives for performance. We believe that we work best when working towards common understood goals with our clients that we can commit to achieving. We then stand behind our commitments and do what it takes to meet the stated goals of the project. Whether working for a University, a local school corporation, or a major international corporation, Larson-Danielson has a long history of meeting our commitments to our clients. Our approach to contingencies on any construction management project is one of openness and transparency. We believe that any contingency included in a project budget should be identified and quantified clearly. This means that any contingency should have a clear value assigned to it as well as a clear description of what uncertainties the contingency is established to address and how each contingency can be accessed or adjusted. These definitions develop through the project budget iterations to become more specific as the project design and budgets are refined. We will recommend that not only would we carry a contingency on the project for gaps in project coverage on our part, but also an owner’s contingency to cover potential scope redefinition, gaps, or unforeseen conditions. Page 24 of 30