The National World War II Museum Hotel Proposal

Transcription

Response to Request for Contractor Qualifications
The National WWII Museum Hotel Project
The National World War II Museum
945 Magazine Street
New Orleans, LA 70130
Attn: Mr. Bob Farnsworth
The Lemoine Company
300 Lafayette Street, Suite 100
lemoinecompany.com
June 3, 2016
The National WWII Museum
Attention: Mr. Bob Farnsworth
945 Magazine Street
Re: The National WWII Museum Hotel, Request for Contractor Qualifications
Dear Mr. Farnsworth,
The Lemoine Company, LLC (Lemoine) is pleased to submit, with great enthusiasm, our statement of
qualifications to The National WWII Museum (NWWIIM) in response to the Request for Contractor
Qualifications for the Hotel Project. We recognize the prominence, significance, and prestige that
surround this endeavor and understand this project will be highly visible to many internal and
DIFFERENTIATORS AT A GLANCE
external stakeholders. Recognizing this, we stand confidently and competently ready to partner
40-Year Company History
with you, working to exceed your expectations and requirements for a successful project execution.
Past Projects Success at WWII
1/2 mile walking distance from New
Orleans Office
Lemoine offers NWWIIM our full range of preconstruction and construction services required to
participate in a design-assist capacity. We will leverage our experience and knowledge of working
at the NWWIIM to partner with your team to define project goals, develop strategies and assist in
providing critical design and construction solutions. In addition, our team will focus on achieving
Relationship with Neighborhood
the highest standards for goals for safety, quality, cost accuracy and efficiency.
$ 1.2 Billion of work put in place in
Our team will be based out of our full-service New Orleans office, located just a half mile from the
Negotiated Design- Assist Projects in
NWWIIM Hotel site. We also are able to leverage support services from our corporate headquarters
past 5 years
10 Design-Assist projects over $25
million in past 5 years
Best Value
Superior Preconstruction Services
Unmatched Risk Anticipation and
Mitigation
in Lafayette if needed. As we complete our current projects for NWWIIM, the WWII Parking Garage
and the WWII Canopy Pile Caps, we are positioned to transition our construction professionals
directly on to the hotel project. Senior Project Manager, David Beard, Senior Superintendent
Danny Bardwell, and Vice President of Commercial Construction, Leon Foster, will leverage their
knowledge, efficiencies and relationships gained for the museum’s hotel project.
Finally, the Lemoine team embraces challenge. A project of this scale, is the type of project in
which our team excels. Our expertise and resources exclusive to our company will meet your
best interests across the broad spectrum of project concerns. We understand and solve routine
and complex coordination, operational, technical, safety and maintenance issues associated with
executing projects for our clients every day. This, in combination with our knowledge of the
State of Louisiana and local governing agency, regulations, policies, and procedures means NWWIIM will have a reliable and responsive
construction manager that will hit the ground running to complete the NWWIIM Hotel on time, within budget, in a safe and quality
manner.
If you should have any questions about our qualification statement or require any additional information, please do not hesitate to
contact us. We look forward to presenting our qualifications to you and your team in the coming weeks.
Sincerely,
Leonard K. "Lenny" Lemoine
Leon L. Foster, P.E., PMP, CPC, LEED AP BD+C
The Lemoine Company, LLC
ALIGNMENT OF VALUES
The National WWII Museum Values
The Lemoine Company Values
Commitment to the Defense of Freedom
Lemoine Projects include Treats for Troops (550 packages in
2015 and 625 in 2016; 8 years running)
Courage
Work Ethic: We will do the right thing, the right way, at the right
time.
Integrity: We will always uphold the highest moral principles
and professional standards.
Optimism
Continuous Improvement: We will increase efficiency and
reduce risk through innovation, collaboration and process
controls. (We will remain positive and optimistic in our attitudes
and approach.)
Determination
Attention to Detail: We will achieve precision the first time.
Sacrifice
Employee Development: We will focus on education, training,
and mentoring to hone skills, increase job satisfaction and
provide advancement opportunties.
Teamwork
Relationships: We will commit to building lasting relationships
that will have a positive influence on our community, industry
and all project stakeholders.
Generosity
Ecstatic Customers: We will bring the best of ourselves to
exceed all customer expectations.
Volunteerism
The Lemoine Company hosts an annual Built to Serve Golf
Tournament which raises funds for cancer, underpriviledged
children and Veterans.
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Commitment to the Defense of Freedom
Lemoine’s employee policy supports military service and honors
the brave men and women who fight for our country. We actively
recruit veterans returning to the workforce. Pictured are: 1.
Seth Lemoine, Vice President of Special Projects (Army National
Guard); 2. James Hoover, Project Manager (Army National
Guard); 3. Keegan Kennedy, Project Engineer (Army National
Guard); 4. Aaron Vincent, Safety Engineer (United States Navy);
5. Simeon Fabre, Project Engineer (United States Army); 6. Aaron
Vincent’s Grandparent Janet & Vernon Vincent Corpsman Pearl
Harbor Hawaii World War II; 7. Brian Hoffman, Superintendent
(Army National Guard); 8. Lemoine employees and families
packing 650+ Treats for Troops boxes.
Veterans not pictured: William Lemoine, Alex Ward, Laurie
Brasseaux, David Habhab, Lee Perrodin, Bob Wilson
EXECUTIVE SUMMARY
Embracing your Needs and Values
In today's extremely fluid and challenging business climate,
a Construction Manager needs to be a valued and trusted
advisor not simply a service provider. We must understand and
fully advocate for our clients' values and business drivers and
reflect them in the construction process. For The National WWII
Museum (NWWIIM), this means living by your American Spirit
and telling the story of the American Experience in WWII and
serving as the world’s premier museum on this topic.
An admired and highly acclaimed museum (Top 3 in the Nation
and Top 15 in the World) such as The National World War II
Museum requires a construction manager of equal stature to
entrust with an undertaking as significant as the Hotel Project.
Through our previous and on-going work with NWWIIM, we
are thoroughly familiar with your expectations, values, and
project requirements. We are extremely sensitive to your
safety and quality requirements, business ethics, neighborhood
cooperation, the need for financial discipline and the sensitivity
to preserving the tradition and integrity of the NWWIIM brand.
In addition, we are knowledgeable of your reporting and
documentation preferences and requirements. With The
Lemoine Company (Lemoine), there is no learning curve. We
also offer the NWWIIM the utmost in flexibility and sensitivity
to you and your stakeholders’ needs. Through the course of our
history together, we have successfully provided construction
services on the parking garage project and the pile caps project,
which is currently in construction. We have demonstrated
our commitment to your success and look forward to further
strengthening our strong relationship.
Certainly, the cornerstone of any successful construction service
relationship is the technical excellence of the builder--and ours,
as is demonstrated in the following sections, is exemplary.
However, the selection of a construction services provider that
best meets your needs delves far deeper than resumes and
corporate track record.
The true differentiator is to select a construction service partner
that supports your core mission and business goals. To do so
requires evaluating definable metrics as well as considering
intangibles that a provider may or may not offer. It is in these
details that one finds the value-added relationships demanded
by today's business environment.
A brief discussion of our key qualifications, and the unmatched
benefit to the NWWIIM, is included in the following pages.
Expanded qualifications and supporting documentation per
the requirements set forth in the Request for Contractor
Qualifications for The National WWII Museum Hotel Project are
included in each subsequent section of the attached.
Advantages to The National World War II Museum
Quality
The world-class hotel project must represent the reputation and
values of the NWWIIM. With visitors from around the world
gathering on your campus, it must provide an unforgettable
experience with state-of-the-art amenities, systems and
accommodations. Quality assurance and control begin in the
preconstruction phase and throughout the construction phase.
From the onset, the Lemoine project team will be accountable
for the National World War II Museum’s satisfaction.
We are committed to the team concept and the design-assist
construction delivery and will work as the museum's advocate
to ensure that the design, documentation and, ultimately,
construction are executed to the highest standards. We will
accept nothing but the best from all members of the project
team and subcontractors. Each member of the project team
will be held accountable for quality control and will proactively
manage to those standards.
Corporate Strength, Stability and Resources
Lemoine is a debt-free, privately held, US company. We are not
encumbered by shareholder expectations or outside influences
and ownership is free to make decisions most favorable to our
clients and the successful outcome of their projects.
EXECUTIVE SUMMARY
For over 40 years, our organization has joined forces to work
as partners to meet the needs of our clients across the region
and especially in the State of Louisiana. Throughout the course
of our working relationships we have supported our clients
with market knowledge and insight, budgets and estimates and
"boots on the ground," consistently meeting or exceeding the
expectations of our clients.
Our relationship is strong and tested. We will provide the
leadership role necessary for a project of this magnitude. Given
the space limitations on the project site and schedule demands
for the project, Lemoine will provide the resources and flexibility
are ideally suited to meet your needs over the duration of the
entire effort.
Preconstruction Services
Preconstruction services are the very reason to engage a
contractor early in the design process. This phase plays a critical
role in providing information that will maximize the ability of
the team to meet the NWWIIM's functional, aesthetic, schedule
and budgetary needs in the least amount of construction time
possible.
As part of our comprehensive preconstruction services, we will
partner early in the project with the NWWIIM and its design team
to help find ways to reduce costs without negatively impacting
quality. As materials are identified in the design phase, we will
utilize our preferred status with national manufacturers and
suppliers to price the goods and/or troubleshoot production
challenges, resulting in more accurate (predictable) budgets and
schedules and ensuring the quality you expect.
Also during this phase, we will work in close collaboration
with the design team to review drawings and specifications for
completeness, accuracy and clarity. To aide this effort, during the
preconstruction phase we will develop a list of typical drawing
deficiencies (accumulated over many years of experience with
numerous architects and engineers). This, in addition to our
routine QA procedures, serves as a prebid checklist.
Accurate, clear, detailed bid documents will result in the most
competitive pricing because subcontractors will not escalate
costs to provide contingencies for unknowns. We are keenly
aware that the more thorough the documents the more
accurate the bids.
We believe it is our responsibility to not just bid drawings and
specifications but also to bid and deliver 'design intent.' We
recognize that the hotel is a reflection of the museum’s culture
and brand and take seriously our obligation to sustain those
values. This is always a foremost goal during preconstruction
when we work closely with the design team and owner to
determine cost savings opportunities while sustaining the intent
of the design.
Risk Anticipation and Mitigation
Anticipating risk and having strategies and resources in place
to mitigate it is one of the top differentiators of The Lemoine
Company. Our respective $300MM aggregate bonding capacity,
is a clear reflection of our financial stability and unblemished
performance record.
In addition to our own stability, we offer the NWWIIM a
vigorous and proven approach to subcontractor and supplier
risk management. In today's uncertain economic climate, due
diligence requires more than reviewing bank statements and
reputation. It is our responsibility to the museum to understand
all the contractual obligations of a sub/supplier vis-a-vis
that firm's resources (trouble on another project can quickly
translate to trouble for you) and to combine this information
with analysis of financial, safety and surety KPI's such as credit
line and history, cash flow, liquidity, EMR, OSHA citation history,
legal claims and insurance coverage.
Beyond prequalification, Lemoine has comprehensive
monitoring and contingency planning programs in place. We
vigilantly look for warning signs that a sub/supplier may be in
trouble, such as a change in its progress status on your project,
expended labor hours not commensurate with completed
scope, or a change in financial standing.
EXECUTIVE SUMMARY
Local Market Knowledge and National Strength
Lemoine has been working in the State of Louisiana for 40 years.
In our over 20 years of working in the New Orleans market, we
have amassed in-depth knowledge of the market conditions,
pricing trends, and subvendor strengths/weaknesses, among
other key issues.
Our estimating and preconstruction department staff have their
fingers on the daily pulse of local subcontractor/trade pricing and
the costs of national/international commodities and materials.
The experts that we have dedicated to the hotel project will use
their knowledge of "right now" to leverage market conditions,
do more with less and drive value - safely.
We have a sterling reputation within the greater New Orleans
area and are well known for clean, safe and organized jobsites
as well as prompt payment and fair dealings, which are all
critical if we want the best of the best working on our projects.
Consequently, our project opportunities are very desirable to
subcontractors. As a result, we receive preferred pricing and
reliable performance results. Our reputation in the subcontractor
community, coupled with our detailed bid packaging, ensures
that we obtain the best overall project pricing.
As part of our quality process and commitment to continuous
improvement, we regularly solicit feedback from our
subcontractors. The survey process is conducted after every
completed project as well as annually and focuses on our
subcontractors identifying strengths and opportunities for
improvement as well as providing the opportunity to further
improve our partnerships.
Currently, the construction marketplace is extremely
competitive. Subcontractor bidding is aggressive and is most
favorable to the owner. Yet, the need to ensure the financial
stability of the subcontracting base remains paramount.
The supply chain is a volatile link in the construction process,
except for the most accomplished, entrenched and stable
construction firms-such as Lemoine. As a leading builder in
the region, we will use our supply chain purchasing power and
market strength to achieve results that create best value while
reducing uncertainty of outcomes.
Expert Team
For every project--no matter the type, complexity or client-one thing remains constant, people do the work. People devise
innovations, they resolve issues, and they inspire each other to
meet project challenges, among many other important things.
Recognizing this, we are keenly aware that the success of any
project is largely dependent upon the staff assigned to it.
There is no more important project to our organization than the
NWWIIM Campus and the hotel project. Our proposed team is
comprised of the most qualified individuals from the Lemoine
organization. We are committed to the success of the NWWIIM
hotel project and are providing an A-team supported by the
highest levels of executive management.
To demonstrate our commitment to the NWWIIM and to the
success of the hotel project, we are dedicating support at the
highest level of executive management including:
•
Lenny Lemoine, President & Chief Executive Officer
•
Van Champagne, Vice President of Preconstruction
•
Leon Foster, Vice President of Commercial
Construction, New Orleans
•
Barrett Landry, Chief Estimator
They will serve as the executive committee throughout the full
duration of the project, meeting regularly with our team and
the NWWIIM. These talented and expert individuals will provide
real and substantive contributions to the project.
Integrity
The Lemoine believes that an open book policy is the best
policy. Our employees exercise prudent judgment and common
sense. They are upstanding members of the community and
fundamentally believe in the core values of Lemoine. They will
exercise the highest ethical standards as it relates to the hotel
project and will be the model for our subcontractors. Lemoine
employees a full-time compliance officer who can be contacted
EXECUTIVE SUMMARY
24-hours a day, anonymously to discuss concerns.
Health, Safety, Environment
We recognize that we are an extension of the NWWIIM in the
view of the public and any neighbors to our project sites, and
we deeply respect the role we play in upholding the public
perception and value of the museum. Thus, we embrace the
concept and moral obligation that every person who works on,
visits or is affected by our project needs to return home safely
every night; this is not simply a corporate policy but a way of life.
Lemoine maintains an exemplary safety record. Since 2000,
Lemoine has been honored with the ABC STEP Gold and
Platinum Awards, which is based on progress and improvement
in safety, training and risk mitigation. Lemoine was also
honored as an Accredited Quality Contractor, which recognizes
construction companies with commitments to four key
corporate responsibilities: safety, employee benefits, training,
and community relations.
Summary
We stand confidently and competently ready to partner with
you as an extension of your staff and exceed your expectations
and requirements. Lemoine’s professionalism will set the tone
for the entire project workforce throughout the project. Our
firm will communicate the project's goals and objectives to the
team so that everyone has the same vision.
We look forward to the opportunity to meet with you on June
15th so that our talented team can engage in a meaningful
discussion of your goals and concerns and how we can meet
the project challenges and create opportunities for success. We
are extremely enthusiastic about this project and are delighted
at the prospect of contributing to bringing your vision to reality.
OUR VALUES
Safety: We will plan and execute Lemoine Injury Free Environments
on every project every day.
Relationships: We will commit to building lasting relationships that
will have a positive influence on our community, industry and all
project stakeholders.
Employee Development: We will focus on education, training, and
mentoring to hone skills, increase job satisfaction and provide
advancement opportunities.
Work Ethic: We will do the right thing, the right way, at the right
time.
Integrity: We will always uphold the highest moral principles and
professional standards.
Continuous Improvement: We will increase efficiency and reduce
risk through innovation, collaboration and process controls.
Attention to Detail: We will achieve precision the first time.
Ecstatic Customers: We will bring the best of ourselves to exceed
all customer expectations.
TABLE OF CONTENTS
SECTION 1
HOSPITALITY EXPERIENCE & QUALIFICATIONS ................................................................ page 10
a.
PREVIOUS SIMILAR PROJECTS .......................................................................................... page 10
b.
PROPOSED PROJECT TEAM ............................................................................................... page 35
SECTION 2
DESIGN-ASSIST EXPERIENCE ........................................................................................... page 46
SECTION 3
DESIGN-ASSIST FEE SCHEDULE ....................................................................................... page 48
SECTION 4
DESIGN-ASSIST SCOPE OF SERVICES .............................................................................. page 52
SECTION 5
MEP CONTRACTOR RECOMMENDATIONS .......................................................................... page 56
SECTION 6
REFERENCES .................................................................................................................... page 57
a.
REFERENCES .................................................................................................................... page 57
b.
LITIGATION HISTORY ......................................................................................................... page 58
SECTION 7
ADDITIONAL REQUESTED INFORMATION ........................................................................... page 60
HOSPITALITY EXPERIENCE & QUALIFICATIONS
Lemoine Hotel & Multi-Family Projects include:
Boomtown Casino Hotel
Landmark Hotel & Suites
Hilton Garden Inn & Homewood Suites
Holiday Inn & Suites, Design-Assist Experience
Homewood Suites
Elk’s Place Plaza Renovations, Design-Assist Experience
Baton Rouge Mixed Use Development, Design-Assist Experience
Bel Solé Condominium
The Carriage House
The Millhouse Condominiums
Vista Bella Condominiums
Tulane University Barbara Greenbaum House
UL Lafayette Student Housing, Design-Assist Experience
Other Relevant Lemoine Projects include:
WWII Parking Garage, Client Experience
WWII Pile Caps, Client Experience
Our Lady of Lourdes Campus Relocation, Design-Assist
Experience
LSU Tiger Stadium South Endzone Expansion, Design-Assist
Experience
New Orleans East Hospital, Design-Assist Experience
LSU Patrick Taylor Hall, Design-Assist Experience
Lafayette General Medical Center Campus Design-Assist
Experience
Armed Forces Reserve Center, Design-Assist Experience
LSU Business Education Complex, Design-Assist Experience
UL at Lafayette Athletics Tier 1, Design-Assist Experience
UL at Lafayette Student Union Renovations, Design-Assist
Experience
page | 10
90,230 SF
$14,459,634
Harvey, Louisiana
Construction Start:
May 5, 2013
Construction Completion:
May 31, 2014
Architect of Record:
The Mathes Group
Donald Helgeson
dhelgeson@mathesbrierre.com
504.586.9309 office
Developer Contact:
Slack Alost Development
Stewart C. Slack
slack@slackalostdevelopment.com
318.470.6104 (mobile)
A new development on the grounds of Pinnacle Entertainment’s existing facility in Harvey,
Louisiana, this project includes the addition of an on‐site hotel. The new 90,230 square foot
five story hotel includes 150 guest rooms, a fitness center, and conference space. The new
addition will be connected to Boomtown’s existing facility via covered walkway and also brings
a supplementary 210 space parking lot. The hotel will allow Boomtown to attract new guests
while also providing enhanced amenities to existing guests.
page | 11
134,372 SF
$14,202,089
Metairie, Louisiana
Construction Start:
June 18, 2014
July 8, 2015
Architects of Record:
Blitch‐Knevel Architects
Mr. Marty Tovrea
martint@blitchknevel.com
504.524.4634 office
Owner Reference:
Gulf Ventures Associates, LLC
Mr. Gary Weissert
gary_weissert@acihotels.com
504.473.6028 office
An iconic structure of the Metairie skyline, renovations to the Landmark Hotel and
Suites involved complete demolition to the building’s structure and restoration of over
134,000 SF of the existing hotel. The reconfiguration transformed the structure from
a traditional hotel room floor plan to 95 hotel suites. As part of the renovation, floors
16 and 17 were transformed into banquet and office space, respectively. The 17th
floor of the tower is occupied by Al Copeland Investments corporate headquarters and
contains a research and development kitchen for Copeland restaurants. The entire
hotel was rejuvenated with fresh finishes, new exterior glass and new electrical and
mechanical systems.
page | 12
Hilton Garden Inn and Homewood Suites
Bossier City, Louisiana
150,000 SF
$19,969,963
Construction Start:
July 25, 2011
December 20, 2012
The Mathes Group
Donald Helgeson
dhelgeson@mathesbrierre.com
504.586.9309 office
Owner Contact:
Dimension Development
Mr. Greg Friedman
greg.friedman@dimensiondev.com
38.352.9519 office
Located on Old Minden Road, the Bossier City Hilton Garden Inn and Homewood Suites
Hotel is a Joint Venture project with Juneau Construction Company. Project scope includes
the construction of a new 4‐story hotel building consisting of concrete tension concrete
foundation with exterior stone veneer and EIFS, structural steel framing and membrane roof
in the common areas with wood framing and shingle roofing throughout guestrooms areas.
In addition to typical guestrooms on the Hilton Garden Inn side, the Homewood Suites sides
will consist of fully furnished suite units, which include full fridge, microwave, sink, and range.
The hotel houses a bar, private dining area, ballrooms, meeting rooms, and fitness center. The
site, consisting of 6.10 acres, includes a pool, spa, putting green, and a parking lot capable of
holding 304 vehicles. This hotel combination of an extended stay hotel (Homewood Suites) and
an overnight hotel (Hilton Garden Inn) is a “prototype” for Hilton because of its unique shared
common areas.
page | 13
Holiday Inn & Suites
50,700 SF
$6,800,000
New Iberia, Louisiana
Construction Start:
March 1, 2007
April 1, 2008
Pecot & Companies
Mr. Kirby Pecot
(337)264.1874
pca@pecoarchitects.com
The Lemoine Company served as General Contractor for the three-story, 50,700 sf Holiday Inn
Express project in New Iberia, Louisiana. This state-of-the-art hotel with 98 rooms includes an
outdoor swimming pool, business center, guest laundromat and fitness center.
page | 14
Homewood Suites
60,000 SF
$10,100,000
Lafayette, Louisiana
Construction Start:
December 1, 2009
July 7, 2011
Steven J. Finegan Architects
Steven Finegan
(604)486-5744
fineganstevanjar@bellsouth.net
A new extended-stay Homewood Suites hotel located in Lafayette, Louisiana, the four-story
hotel has 129 rooms, sports court, pool, 3340 sq ft meeting space, on site laundry facility, and
gym.
page | 15
Owner Reference:
KS Hotel Association
Mr. Sam Friedman
(318) 352-9519
Renovations to Elk Place Plaza
Central Business District, New Orleans, Louisiana
217,688 SF
$18,873,834
Construction Start:
July 2, 2013
June 30, 2014
Coleman Partners Architects, LLC
Mr. Chris Haslitt
chaslitt@cparch.com
225.387.4414 office
Owner Reference:
Elk Place, LLC,
a Wampold Enterprises Company
Mr. Ted Terrell
tterrell@wampold.com
225.252.4900 office
Located at 144 Elk Place in the heart of New Orleans’ Central Business District, the original
16‐story high‐rise Elk Place was constructed in 1973. The buildings’ first floor is approximately
10,000 square feet and opens onto Elks Place and South Rampart Street. Developed by Elk
Place, a Wampold Enterprises Company, construction recently converted the office building into
apartment units, tenant build out space and tenant/ public parking.
The three‐pronged construction delivery involves demolition, renovation, and new construction.
Demolition included the complete removal of approximately 217,000 square feet of office
space, including, but not limited to flooring, partitions, ceilings, MEP systems, and abatement
of hazardous materials. The most critical concern with this phase of construction was working
within a constricted site in a downtown environment, and protection of both pedestrians and
nearby existing buildings.
The renovation component included transformation of 8 floors of office space into 96 apartment
units, 1st and 2nd floors into tenant build out space and a fitness center, rooftop building into a
pool house, and six floors of parking garage space. New construction introduced a new rooftop
pool set in a structural steel frame with cast-in-place concrete pool deck and structural steel
arbor. Additionally, 54 new balconies will were added on floors ten through fifteen.
The wood‐frame structure was completed in just under 12 months.
page | 16
Baton Rouge Mixed Use Development
Downtown, Baton Rouge, Louisiana
260,000 SF
$55,000,000
Construction Start:
October 14, 2013
April 30, 2015
Antunovich Associates
Mr. Jeff Woll
jwoll@antunovich.com
312.573.6144 office
Owner Reference:
Commercial Properties Realty Trust
Mrs. Carolyn Martin
cmartin@cprt.com
225.924.7206 office
Located in downtown Baton Rouge, this is the first riverfront office and residential development
in over half a century. After a deal struck in late March 2013, IBM announced their selection
of Baton Rouge as the site for its’ next software development center. The Baton Rouge Area
foundation aided in IBM’s selection of the hometown venue, including the key incentive of
office space. The 428,000 square foot complex, developed by Commercial Properties Realty
Trust, the firm that develops and manages real estate for the Baton Rouge Area Foundation,
includes a multitude of uses.
Rising on the empty site where The Advocate newspaper headquarters once stood, a nine‐story
office tower was recently completed for the 800 employees IBM will bring downtown. Next
to it, a 7‐story residential tower that includes 85 apartments will be constructed. Both towers
will sit atop a four story parking garage. A 24,000 square foot riverfront rooftop terrace will
connect the two buildings. Adjacent to the parking garage, 9 luxury multi‐level townhomes will
be constructed, each with a private garage.
page | 17
Bel Solé Condominiums
131,874 SF
$19,132,799
Gulf Shores, Alabama
Construction Start:
July 11, 2005
December 20, 2006
Architect of Record/ Developer:
Mr. Stewart Slack
slack@slackalostdevelopment.com
318.226.8550 office
Nestled between the Gulf of Mexico and Little Lagoon, Bel Solé offers a luxury retreat on
Gulf Shores sandy beaches. The 18 story complex is constructed of solid concrete frame, solid
concrete exterior walls, and EFCO hurricane‐grade impact resistant windows. Fifty high‐end
units are graciously appointed with open concept kitchen, dining, and living spaces with floor
to ceiling windows. Other property features include: outdoor pool and sun deck, heated indoor
pool, private gated boardwalk, hot tub, fully equipped gym, private marina on Litte Lagoon
and the Gulf of Mexico, and 39,500 SF of parking.
page | 18
Carriage House
Village of River Ranch, Lafayette, Louisiana
133,974 SF
$10,360,181
Construction Start:
April 30, 2006
November 10, 2007
Architects Southwest
Mr. Steve Oubre
steven@architectssouthwest.com
337.237.2211 office
Owner Reference:
Carriage House Investors, LLC
Mr. Robert Daigle
robert@riverranchdev.com
337.266.2266 office
Located in Lafayette’s premier Village of River Ranch, The Carriage House was
Lafayette’s first mixed‐use hotel property. The Carriage House offers twenty‐one
boutique hotel suites and six boutique extended stay condominiums. The ground level
also offers multiple commercial spaces. A garage is incorporated into the building
design, allowing residents and guests to move freely between interior areas and
parking spaces without exposure to the elements. On site amenities include a full
service fitness center, outdoor swimming pool and recreation area, world class tennis,
on‐site casual dining and spa services.
The 133,000+ SF wood‐frame structure was completed in just over 18.5 months.
page | 19
Mill House Condominiums
Village of River Ranch, Lafayette, Louisiana
60,000 SF
$3,351,058
Construction Start:
June 6, 2004
August 2, 2005
Mr. Steven Oubre
steven@architectssouthwest.com
337.237.2211 office
Owner Reference:
Triple R Builders
Mr. Robert Daigle
robert@riverranchdev.com
337.988.5476 office
Located in the Village of River Ranch, the Mill House Condominiums offer community
living in one of Lafayette’s premier communities. New Orleans Warehouse District
inspired, the floor plan features open living, dining, and kitchen with beautiful long
leaf pine flooring. Kitchens feature stainless appliances, granite countertops and
an island. Balconies also provide nice outdoor living space and overlook Camellia
Boulevard.
The 21‐unit wood frame structure was completed within 14 months.
page | 20
Vista Bella
137,190 SF
$28,761,319
Orange Beach, Alabama
Construction Start:
September 28, 2005
July 18, 2007
Architect of Record/ Developer:
WHLC Architecture
Mr. Russell Washer
russell@whlarchitecture.com
225.767.1530 office
Located in Orange Beach Alabama, The Lemoine Company served as General
Contractor for the construction of the 137,190 SF, 14 story Vista Bella
Condominium project. The solid concrete and steel structure includes 50 units and
approximately 28,560 SF of parking. The property features heated and cooled
walkways, impact resistant tinted glass and a private marina.
page | 21
The Barbara Greenbaum House
Tulane University, New Orleans, Louisiana
78,930 SF
$22,171,569
Construction Start:
November 6, 2012
August 6, 2014
Architectural Research Office
Mr. Adam Yarinsky
a.yarinsky@aro.net
212.675.1870 office
Owner Reference:
The Administrators of the Tulane
Educational Fund
Mr. Shawn Lege
slege@tulane.edu
504.865.5443 office
Certified LEED Gold Rating
This project involved construction of the third Residential College on the Zimple Quad
of Tulane University’s uptown campus. The project sits at the intersection of Zimple
Street and Broadway Street in New Orleans, Louisiana. The structure consists of 4
story and 6‐story sections connected by a courtyard and bridges at the upper stories.
Room arrangements consist of single and double occupancy rooms with a capacity of
housing 256 students. Unique features of this dormitory include a demonstration
kitchen, a 35‐seat classroom, a living room, as well as study and social lounges at the
upper levels.
As with the other Residential Colleges, RC‐III will has a Faculty‐In‐Resident and
Community Director. A state of the art building automation system ensures comfort
in all seasons for students and faculty while maintaining energy conservation at all
levels.
page | 22
University of Louisiana at Lafayette Campus Housing
University of Louisiana at Lafayette, Lafayette, Louisiana
520,000 SF Housing & Renovations
290,000 SF Parking Deck
7,500 SF Retail Space
$68,944,826
Construction Start:
December 10, 2010
Substantial Completion:
May 21, 2013
Original Construction Budget:
$63,942,817
Niles Bolton Associates Inc.
Mr. Dale McClain, AIA, LEED AP
dmcclain@nilesbolton.com
404.365.7600 office
404.365.7610 fax
Located on the campus of the University of Louisiana at Lafayette (UL), the Campus Housing
project was introduced amidst current conditions and limited offerings of student housing
to potential and existing students. As the second largest University in the state, UL lacked
the housing assets held by other Universities, able to accommodate only 11% of its student
population, compared to 20% and above at peer institutions. With student population continuing
to rise, UL embarked on a mission not only to alleviate the impending space issues, but to create
a solution that would exceed expectations and raise the bar of traditionally perceived campus
housing with the introduction of a “campus neighborhood” concept.
The most strapping obstacle was ensuring the available bed count, even with demolition of
existing facilities, stayed constant and only improved during the course of construction. The
University needed to have 120,000 sf, 462‐bed Baker Hall available, along with an 854 space
parking garage which included 8,000 sf of tenant space, in 8 months. This would allow students
living in the present dorms to vacate and move into Baker Hall by August 1, 2011, thus allowing
the contractor to begin demolition and construction of 240,000 SF of dorms to be made
available for the following August of 2012. Formulating a detailed scheduling plan, and driving
the schedule through its critical path, ensured that replacement and renovation of existing
facilities allowed students to be moved comfortably and safely into their new temporary homes
while new construction was underway.
While the new construction in the Student Housing project posed a variety of scheduling and
planning challenges, the Renovations associated with the project posed their own construction
and engineering challenges. In both Randolph Hall and Buchanan Hall, the project team was
tasked with renovating two Historic buildings on campus. This involved bringing both buildings
up to code, completely gutting the existing interior walls, installing elevator shafts, all while
maintaining the historical and architectural integrity of the buildings.
Over a 30‐month timeline, the project involved demolition of 6 existing and construction of 4
new buildings, renovation of 3 buildings, 854 structured parking spaces and 8,000 sf of retail.
UL began the Fall 2012 semester with nearly 3,000 beds and approximately 460,000 sf of
freshly constructed new age campus living.
page | 23
Development Reference:
Ambling University Development Group
Mr. Greg Blais
220.219.8239 office
gblais@audgllc.com
Owner Reference:
Dr. Joseph Savoie
University of Louisiana at Lafayette
337.482.6203
president@louisiana.edu
Award of Excellence, 2013
Associated Builders and Contractors
Pelican Chapter
National WWII Museum Parking Garage
New Orleans, Louisiana
172,000 SF
$8,505,000
Construction Start:
March 15, 2015
Estimated Construction Completion:
May 31, 2016
Mathes Brierre Architects
Scott Evans
sevans@mathesbrierre.com
504.586.9303
Owner Reference:
This project includes a new parking garage for the National World War II Museum in
New Orleans. The six-story garage is pre-cast concrete with CMU walls on a concrete
foundation. The first floor available for retail and office spaces totaling 12,000 square
feet. The remaining five floors of the garage will accommodate 450 cars. This project
is currently in construction.
page | 24
National WWII Museum
Bob Farnsworth
bob.farnsworth@nationalww2museum.
org
National WWII Museum Pile Caps
$1,350,000
Construction Start:
October 12, 2015
Estimated Construction Completion:
July 2016
Voorsanger Brierre
Scott Evans
sevans@mathesbrierre.com
504-586-9303
Owner Reference:
National WWII Museum
Bob Farnsworth
The National WWII Museum’s six-acre site in New Orleans will soon be graced with
a 150-foot tall structure that will unify the campus and be the finishing touch to the
museum campus. The Lemoine Company was selected to provide construction services
for the three massive concrete pile caps that will support the monumental structure.
The construction of the Canopy of Peace pile caps involves a thermal control plan that
will measure and monitor the internal temperature of the concrete as it’s poured in
order to ensure consistent curing. The Canopy will attach to the pile caps by 9 anchor
bolt assemblies cast into the concrete structures, weighing approximately 4,000
pounds each. These anchor bolt systems were pre-assembled off site in order to
expedite the schedule and mitigate the limited access available on an occupied
campus.
page | 25
bob.farnsworth@nationalww2museum.
org
Our Lady of Lourdes Campus Relocation
414,362 SF
45 Acre Site
$149,667,076
CM at Risk
Joint Venture, 50/50
Construction Start:
November 3, 2008
April 5, 2011
The Estopinal Group
Mr. Wayne Estopinal
rwestopinal@theestopinalgroup.com
812.282.3700 x 316 office
812.283.4383 fax
The Ambassador Caffery Campus is a complete hospital relocation and master plan for Our
Lady of Lourdes Regional Medical Center. It is considered to be the largest construction
project in the history of Lafayette, Louisiana, replacing an existing facility that was originally
constructed as a (50) bed hospital in 1949. Founded by the Franciscan Missionaries, Our
Lady of Lourdes Ambassador Caffery Campus provides Lafayette with one of the newest
and most advanced healthcare facilities in Louisiana.
The new state of the art medical center creates a healing environment and provides better
access to healthcare for the community. Best practices in the medical industry lead the
way for the architectural design. Utilizing these systems helps the facility save valuable
time in trauma cases, offers the highest patient safety standards and features flexible bed
concepts for efficient flow of care. Our Lady of Lourdes new campus is now equipped with
the most advanced surgical and procedure suites in Louisiana.
The greenfield project consisted of a 6 story healthcare facility and 45 acres of site
development. Consisting of 200 patient rooms, Emergency Department, procedural
platform, central plant, data center, administration space and all related diagnostic/
support areas. The project was a complete campus relocation totaling 414,362 square
feet of construction. The building façade consists of different elements including brick,
metal panels, cast stone, EIFS, curtain wall, punched windows and architectural glass.
Interior finishes were equally impressive and include cast stone, ceramic, wood panels,
architectural glass, terrazzo and multiple wall covering products. The quantity and
complexity of building finishes created many challenges for the construction team as it
relates to trade coordination, maintaining project schedule and working to ensure the
highest level of quality.
page | 26
Awards:
Pelican Chapter
Award of Excellence, 2011
American Institute of Architects
Shreveport Chapter
Award of Merit
South Central Construction
Feature Story, June 2009
Owner Reference:
Mr. William Bud Barrow
William.barrow@lourdesrmc.com
337.289.2100 office
LSU Tiger Stadium South End Zone Expansion
Louisiana State University Campus, Baton Rouge, Louisiana
290,000 SF
$78,443,386
Construction Start:
August 23, 2012
August 22, 2014
HKS Architects
Mr. Jeffery M. Brown, AIA
jbrown@hksinc.com
225.573.1507 office
Owner Reference:
Tiger Athletic Foundation
James E. “Jimmy” Maurin
jmau@stirlingprop.com
985.246.3712 office
The Lemoine Company/Brasfield & Gorrie Joint Venture was hired as CMAR by the Tiger
Athletic Foundation to perform the $78 million, 290,000 sf expansion to the south end
zone at Tiger Stadium in Baton Rouge. The Tiger Athletic Foundation is a seasoned builder
of major collegiate sports facilities. After an in‐depth evaluation, they chose the Lemoine/
Brasfield & Gorrie team based on their advanced preconstruction process that confirmed
that the project would meet the tightly defined budget constraints and the critical opening
schedule.
Making it the second largest in the Southeastern Conference and fifth largest in the nation,
the project included the addition of an upper deck to the south end zone, renovations to
the existing structure and an expansion of the stadium by more than 6,000 seats including
a 3,000 seat stadium club, 70 skybox suites and 1,500 upper deck seats.
The Expansion Project is a true success story for cost control during preconstruction, as
the Lemoine/Brasfield & Gorrie preconstruction team was successful at driving the project
cost down over 11% between Conceptual Design and Construction Documents. However,
more impressive, we were able to deliver an additional 20 luxury suites and 225 club seats
beyond the original concept.
page | 27
Best College Football Stadium
by Athlon Sports, 2014
Most Intimidating Stadium
by CollegeSpun.com
“College Football’s Best Gameday
Experience” by answers.com
New Orleans East Hospital
200,000 SF Total Project
8,000 SF Food Service Area
16 Acre Site
$70,121,344
Construction Start:
February 11, 2013
May 8, 2014
CMAR 100% Involvement
HUD 242
Manning Architects/
Eskew+Dumez+Ripple, a Joint Venture
Contracted by the Orleans Parish Hospital Service District A under CMAR construction,
The Lemoine Company returned a full service hospital to New Orleans East in 2014 on
the site of the former Pendleton Memorial Methodist Hospital. The former hospital
was damaged in 2005 as result of hurricane Katrina and had been closed since that
time.
The project scope included redevelopment of a 16 acre site as an acute inpatient
hospital with a full complement of inpatient services, outpatient services, urgent
care and primary care, and a central utility plant. The New Patient Care Pavilion,
will consist of approximately 71,700 square feet on three (3) floors connected to the
East Tower of the existing facility. The three‐story Patient Care Pavilion includes site
and utility upgrades, first floor Administration, Materials Management and Dining
Facility, Second Floor Emergency Department with ramp access and elevated parking,
Surgery Suite, Pharmacy, Clinical Lab, Central Sterile, 10‐Bed Inpatient and Outpatient
Units, Imaging, MRI, Cath Lab, Endoscopy Suite, and Centralized Utility Plant.
Renovations to the East Tower consist of approximately 120,000 square feet on six
floors and include Administrative Support, a new Entrance Lobby, Cafeteria and
Dining, ICU, Diagnostic Center, Short Stay Unit, Adult In‐Patient Unit, Long Term Acute
Care Unit, and PT/ OT/ Cardiac Rehab/ Fitness Areas.
page | 28
Manning Architects
Lisa Quarls
lquarls@manningarchitects.com
504.412.2000 office
504.412.2001 fax
Eskew+Dumez+Ripple
Amanda Rivera
arivera@eskewdumezripple.com
504.561.8686 office
Owner Reference:
The Parish Hospital Service District
for the Parish of Orleans District A
Mr. Ronnie Burns
504.245‐5857 office
LSU Patrick Taylor Hall
Louisiana State University, Baton Rouge, Louisiana
432,000 SF
$100,323,254
Construction Start:
March 26, 2015
IN PROGRESS
Coleman Partners Architects, LLC /
Perkins + Will, a joint venture
Mr. Dale Songy
dsongy@cparch.com
225.387.4414 office
Located on Louisiana State University’s campus and being delivered the under
Construction Manager at Risk method, Patrick F. Taylor hall has a total programed
area of approximately 432,000 square feet. Included in the scope is a new 126,000 sf
Laboratory/ Classroom addition and major renovations to approximately 306,000 sf
of existing space; including removal and replacement of the exterior skin, renovations
to include a new 200 seat auditorium with special lighting and sound, parking
mitigation for 100 car spaces, roof replacement, demolition and related hazard
materials mitigation and abatement. Scope also includes associated site work and
utilities, associated relocation of students, existing furnishings and existing equipment
as necessary to manage this relocation to temporary swing spaces, and relocation
back to permanent assigned spaces following the renovations. Also included in the
project scope is acquisition and installation of new equipment, new furniture, artwork
programing, and information technology hardware including PCs, servers, etc.
page | 29
Owner Reference:
State of Louisiana
Mr. Fred Dugas
fred.dugas@la.gov
225.342.0870 office
Lafayette General Medical Center Campus
CAMPUS: 546,560 SF / $117,030,117
GMP
PAVILION—78,500 SF
$18,289,525
Notice to Proceed: December 18, 2006
Substantial Completion: April 30, 2009
TOWERS—160,000 SF
$56,222,730
Notice to Proceed: August 25, 2009
Substantial Completion: May 31, 2012
*This project was completed with phasing
EMERGENCY DEPT & SURGERY EXP
308,060 SF
$42,517,862
Notice to Proceed: October 15, 2012
Substantial Completion: August 31, 2014
LGMC Pavilion for Women and Children: State‐of‐the‐art addition to Lafayette General Medical
Center, focused on the care of women and children in Lafayette and surrounding communities.
Scope included demolition, site work, site utilities, paving, building structure, envelope and interior
build out. Project included an addition, vertical expansion and renovation to existing space for 24
post partum rooms, 2 operating rooms, nursery, administration, lobby and related support areas.
Subsequent phases included the renovation and reconstruction of 12 labor and delivery rooms, a
neonatal ICU and support areas.
LGMC Tower Renovations: Originally built in 1963, and last updated in 1983, Lafayette General
Medical Center’s Towers underwent a multi‐phased renovation totaling over 160,000 sf. This multi‐
PAVILION— Architects Beazley Moliere
Mr. Charles D. Beazley
cbeazley@archbm.com
337.233.0614 office
TOWER and ED & SURGERY EXP—
WHLC Architecture
Mr. Russell Washer
russell@whlarchitecture.com
225.767.1530 office
Owner Reference:
Mr. David Callecod, CEO
dlcallecod@lgmc.com
337.289.8680 office
phased hospital renovation, expansion, and exterior upgrade consisted of six tediously engineered
stages, while keeping the existing facility operational. The phases: 1, 1A, 1B, 1C, 3rd/ 4th Floor
Mechanical Rotunda, and 2 transformed the long‐standing redbrick landmark to a 21st Century
medical facility – and exterior upgrades were only a taste of the interior’s metamorphosis.
Emergency Department & Surgery Expansion: This multi‐phased project consisted of an expansion to
the existing hospital, a new 6‐story pre‐cast parking garage and renovation of the existing Emergency
Department. Phase I included a 131,087 sf expansion to the existing Emergency Department, a
new Surgery Suite housing 11 Operating Rooms, two (2) Minor Procedure Rooms & one (1) future
Operating Room, a new Sterile Prep area, and a new Trauma Elevator Tower with connection points
PAVILION—Associated Builders and
Contractors National Pyramid Award, 2010
TOWER RENOVATIONS—Associated
Builders and Contractors Pelican Chapter
Excellence in Construction Award, 2012
National Pyramid Award, 2012
Engineering News Record Texas &
Louisiana—Best Projects Best Renovation/
Restoration 2012
at each level of the existing West Tower. Approximately 9 months into Phase I, Phase II began and
consisted of a 165,091 sf 6‐story pre‐cast garage with a Central Energy Plant to service the new
expansion as well as future vertical expansion. Upon completion of the Emergency Department
expansion in Phase I and the parking garage, the existing Emergency Department relocated to the
new ED allowing for the renovation of 11,882 square feet of existing Emergency Department space.
page | 30
ED & SURGERY EXP—Associated Builders
and Contractors Pelican Chapter Excellence
in Construction Award, 2015
Armed Forces Reserve Center & Field Maintenance Shop
Baton Rouge, Louisiana
160,000 SF
$47,376,487
Construction Start:
November 1, 2008
Construction Complete:
January 29, 2011
Holly & Smith Architects
Jeffery Smith
jeffery@hollyandsmith.com
985.345.5210
The Armed Forces Reserve Center for the Louisiana National Guard will houses
reservists from the National Guard, Army, and Marines. The 160,000 square-foot
building sits on nearly 50 acres of property on GSRI Avenue south of LSU. About 50
personnel from the National Guard, Army Reserves and Marine Reserves occupy the
building full time; while that number will grow to about 750 soldiers or Marines when
training events are held. Among the training and educational programs that available
at the center is a Weapons Simulation Center operated by the Marines. Also on the
site is a Field Maintenance Shop where military vehicles can be repaired.
Prior to the Center's completion, the Army Reserves, Marine Reserves and National
Guard were housed in different buildings near the airport in north Baton Rouge.
Construction plans for the Center called for the building to meet one of the higher
levels of the U.S. Green Building Code, achieving SPIRIT designation, which means
the center is environmentally friendly by using less water, electricity and gas, and
requiring less money to heat and cool.
page | 31
Owner Reference:
Louisiana Army National Guard
Col. Lester R. Schmidt
lester.schmidt@us.army.mil
318.641.5305
LSU Business Education Complex
Louisiana State University, Baton Rouge, Louisiana
156,385 SF
$41,140,821
Construction Start:
March 1, 2010
February 29, 2012
Coleman Partners, Architects/ IKON.5,
A Joint Venture
Mr. Dale Songy
dsongy@cparch.com
225.387.4414 office
Owner Reference:
Louisiana State University
Ms. Karen A. Deville, CFRE
225.578.6407 office
Located on Louisiana State University’s main campus in Baton Rouge, the Business Education
Complex project consists of over 150,000 square feet divided into four structural steel buildings
supporting a skin of glazed aluminum curtain wall and pre-cast concrete panels. The new
complex will consists of classroom space for undergraduate students, graduate students, a large
public space with café and faculty dining, faculty offices and support spaces, an auditorium,
and offices for administrative staff.
The scope of work was inclusive of site clearing, earthwork, termite control, driven piles,
concrete and asphaltic paving, site utilities, landscaping, cast in place and architectural precast concrete, unite masonry assemblies, structural steel, steel joists, steel decking, cold‐
formed metal framing, steel roof trusses, metal fabrications, metal and monumental stairs
and railings, architectural joint systems, rough carpentry, interior architectural woodwork,
stone countertops, bentonite waterproofing, traffic coating, building insulation, fluid applied
membrane air barriers, clay roof tiles, vertically oriented flat‐lock panels, metal wall panels, SBS
modified Bit. membrane roofing, sheet metal flashing and trim, sprayed fire‐resistive materials,
firestopping, joint sealants, standard doors and frames, overhead coiling doors and grilles,
horizontal sliding, accordion‐type fire doors, aluminum–framed windows and doors, glazing,
mirrors, glazed aluminum curtainwalls, gypsum veneer plastering, Portland cement plaster,
gypsum board assemblies, ceramic tile, epoxy terrazzo, acoustical panel ceiling panels, stone
and wood flooring, resilient floor tile, carpet, wall coverings, painting, special interior and high
performance coatings, toilet compartments, louvers and vents, custom fabricated architectural
screen, signs, wood lockers, fire protection specialties, toilet and bath accessories, bird
abatement system, project screens, roller shades, drapery tracks, multiple seating, fixed lecture
tables, hydraulic elevators, mechanical and fire protection systems and electrical systems.
page | 32
Pelican Chapter
Award of Merit, 2012
American Institute of Architects
Baton Rouge Chapter
2013 Rose Award
TopManagementDegrees.com
No. 10 on world’s 50 most beautiful
business schools worldwide
ULL Athletics - Tier I
University of Louisiana at Lafayette Campus, Lafayette, Louisiana
15,000 SF Soccer & Track
5,900 Seats + 19,700 SF South Endzone
67,000 SF Practice Facility
$24,000,000
Construction Start:
February 24, 2014
IN PROGRESS
SOUTH ENDZONE +
ATHLETICS PERFORMANCE CENTER:
Mr. Wayne Domingue
wayne@architectssouthwest.com
337.237.2211 office
This project includes the total development, design services, and construction of the following
areas within Tier 1 of the Master Plan: Athletic Practice Facility, South Endzone Improvements,
and Soccer/Track Facility.
South Endzone Expansion
This component of the Tier I Package included the infill of the south endzone consisting of
a new concrete structure with aluminum bench‐backed seating resulting. Completion of this
component in August 2014 provided an additional 5,900 seats added in the South Endzone
of Cajun Field Football Stadium in time for the 2014 Home Opener. This phase of work also
included the construction of two new buildings totaling approximately 19,700 square feet to
house new concession and restroom facilities.
Athletics Performance Center
Currently in construction, the new Athletics Performance Center will serve as an extension of
the existing Leon Moncla Indoor Practice Facility. This 67,000 square foot facility addition will
serve as the heart of the Athletics Department as it will be the central home to all athletic
training, equipment, strength & conditioning as well as the future football administrative team.
A visitor locker room will be constructed at a size of approximately 8,000 square feet as part of
this phase. This component is expected to be completed in September 2015.
Soccer and Track Facility
Currently in construction, this component Includes demolition of existing locker rooms, field
house, press box and an office facility and the construction of a new 15,000 square foot office,
ticketing, press box and locker room facility. This component is expected to be completed in
September 2015.
page | 33
SOCCER & TRACK FACILITY:
Architects Beazley Moliere
Mr. Charles Beazley
cbeazley@archbm.com
337.233.0614 office
Owner Reference:
Ragin’ Cajun Facili􀆟es Corpora􀆟on
Mr. Bill Crist
wjc4029@louisiana.edu
337.482.2001 office
UL Student Union Renovations & Additions
University of Louisiana at Lafayette Campus, Louisiana
170,400 SF
$40,786,182
Construction Start:
November 29, 2012
January 6, 2015
Owner Reference:
Mr. Bill Crist
wjc4029@louisiana.edu
337.482.2001 office
Mr. Wayne Domingue
wayne@architectssouthwest.com
337.237.2211 office
This project included the renovation of approximately 41,500 SF of existing areas including the
Ballroom, Theatre and Bookstore as well as the addition of approximately 128,900 SF of new
construction to the existing Student Union located on the University of Louisiana at Lafayette
campus.
Demolition included the complete removal of approximately 51,200 SF of the existing building
and foundation, 99,325 SF of existing paving and sidewalks and a complete clearing of the
entire site and existing landscaping. During demolition, the construction team was challenged
with protecting existing trees, structures to be salvaged and the landmark Cypress Lake which
sits at the rear of the construction site.
Renovation of the ballroom consists of a new flooring system throughout, metal cloud ceilings
and new mahogany veneer phenolic panels in conjunction with fabric wrapped acoustical wall
panels and a complete state‐of‐the‐art audio and visual systems. Renovation of the Theater
included a new flooring system through, refurbishing of the theatre seating, refinishing of the
stage wood flooring, new ceiling and wall finishes, new mechanical ductwork and distribution,
and new electrical fixtures. The Theatre now boats a new LED lighting system equipped with
cutting edge dimming capabilities and the venue will be used to house live events, movie
showings, and speaking engagements.
The renovation of the Bookstore included a new flooring system, new ceilings and wall finishes,
new monumental stair and railings, new mechanical ductwork and distribution and new
electrical fixtures.
The upgraded dining hall seats over 800 occupants, with a pizza station, grill station, salad and
sandwich bar, along with plate lunches served seven days a well breakfast, lunch, and dinner.
The dining hall was extended to spread across most of the second floor allowing diners a view
of Cypress Lake through a bank of windows., as well as an outside seating area. A landscaped
courtyard also borders the area between the union and the lake. The new facility features
brick arches outside the main all‐glass entrance and houses Canebrake dining hall, meeting
and conference rooms, a post office, coffee shop, offices, and even an art gallery. Recycling over
12,000 tons of material, the project is earned LEED Silver accreditation.
page | 34
PROPOSED PROJECT TEAM
Potential Design Team
Executive Committee
Leonard “Lenny” Lemoine
Vincent “Van” Champagne
Project Executive
Leon Foster, P.E., LEED AP
Vice President of Operations
Safety Engineer
BIM (Integrated Project Solution)
Aaron Vincent
Michael Furlong
Chief Estimator
Senior Project Manager
Senior Superintendent
Barrett Landry
David Beard
Danny Bardwell
Lead Estimator
Project Manager
Superintendent
Mitchell Garner, P.E.
James Hoover
Jeremy Pilgreen
Project Engineer
Assistant Superintendent
TBD
TBD
Support Services
Accounting
Site Security
Scheduling
Quality
page | 35
Subcontractor
Prequalification
LEED
Insurance &
Bonding
Leonard K. “Lenny” Lemoine
President and Chief Executive Officer
As President and Chief Execu�ve Officer, Lenny is the ag bearer for the company’s focus on
excellence, innova�on and advanced delivery models to meet the dynamically shi�ing needs
of today’s construc�on consumers. As one of the founders of The Lemoine Company more
than 35 years ago, he has led the company since incep�on. Lenny brings to the top posi�on
direct project management skills ranging from small renova�ons to highly complex and
challenging projects.
Lenny’s insistence on solving all of a customer’s concerns, delivering value added service and
great outcomes has pushed The Lemoine Company to the forefront of the construc�on
industry.
A�en�on to detail
Customer sa�sfac�on
CURRENT EXPERIENCE President and Chief Execu�ve Officer
Lafaye�e, Louisiana
2001 – present
Execu�ve Vice‐President and Chief Opera�ng Officer
The Lemoine Company, Inc.
1983 ‐ 2001
Administra�ve and Financial Manager
The Co�onport Company, Inc.
Co�onport, Louisiana
1975 ‐ 1983
EDUCATION Bachelor of Science in
Agriculture Business, 1975
Excellent leadership skills
Excellent communica�on skills
Affilia�ons:
Lafaye�e Central Park, Board of Directors, 2013 ‐ Present Louisiana Associa�on Board of Industry, Board of Directors, 2013 ‐ Present University of Louisiana at Lafaye�e Founda�on, Board of Directors, 2012 ‐ Present Our Lady of Lourdes Founda�on, Board of Directors, 2009 ‐ Present Iberia Bank, Board of Directors, 2008 ‐ Present Oakbourne Country Club, Board of Directors, 2008 ‐ 2012 Community Founda�on of Acadiana, Board of Directors, 2007 ‐ 2013 Acadiana Marine Ins�tute, Execu�ve Commi�ee Chairman, 2007 ‐ 2012 State of Louisiana Licensing Board for General Contractors Board of Directors, 2001 ‐ 2003 Associated Builders and Contractors, Pelican Chapter President, 2000 Associated Builders & Contractors, Na�onal Beam Club Member of the Year, 2000 Associated Builders and Contractors, Na�onal Board of Directors, 1999 – 2000 Associated Builders and Contractors, Pelican Chapter Board of Directors, 1995 – 1999 St. Thomas More High School Founda�on, Board of Directors, 1994 – 1996 Acadiana Metro‐Code, Variance Board, 1993 St. Mary’s Catholic Church, Finance Commi�ee, 1992 – 1997 State of Louisiana Board of Commerce and Industry, 1987 – 1988 Associated Builders and Contractors, Pelican Chapter Board of Directors, 1986 – 1990 St. Mary’s Catholic Church, Finance Commi�ee, 1985 – 1990 St. Thomas More High School, Board of Trustees, 1980 – 1985 page | 36
CERTIFICATIONS Fails Management Leadership
Ins�tute Leadership
Development, 2001
Commercial Real Estate
Development Course Louisiana
State University, 1981
REFERENCES Dr. Joseph Savoie University of LA at Lafaye�e
337.482.6203
president@louisiana.edu
Mr. Mike Wampold
Wampold Companies
225.215.1800
mwampold@wampold.com
Ms. Carolyn Mar�n
Commercial Proper�es
Realty Trust
225.709.1715
cmar�n@cprt.com
Vincent “Van” Champagne, II
Vice President of Preconstruction & Integrated Project Delivery
As Vice President of Preconstruc�on and Integrated Project Delivery, Van has overall
responsibility for the day to day opera�onal and nancial success of Pre‐Construc�on and
I.P.D. Services. His responsibili�es include oversight of Pre‐Construc�on, Es�ma�ng, Business
Development, Project Staffing, Resource Alignment, Customer and Subcontractor/Supplier
Rela�onships. With over 30 years of varied experience in the construc�on industry and as
long �me owner of one of Louisiana’s largest specialty subcontractors and architectural
Millwork/Casework manufacturing rms specializing in Healthcare and now as Vice President
of The Lemoine Company he has acquired a diverse and in‐depth background in the
construc�on industry.
CURRENT EXPERIENCE VP of Pre‐Construc�on & I.P.D.
2013 – Present
Chief Opera�ng Officer The Lemoine Company, LLC
2008—2013
VP of Pre‐Construc�on The Lemoine Company, LLC
2000—2008
His a�en�on to detail and vast experience in a variety of construc�on projects enhance his
ability to manage project teams by effec�vely communica�ng with and mo�va�ng his teams
to ensure the highest level of client sa�sfac�on and quality. Van has successfully managed a
cra� workforce of over 300 employees on both conven�onal and fast track construc�on
projects in the states of Texas, Mississippi, Oklahoma, South Carolina, North Carolina,
Alabama, Georgia, Florida, and Louisiana. Van’s qualica�ons include:
A�en�on to detail
Customer Sa�sfac�on
Excellent communica�on skills
Experience in quickly comprehending architectural and structural drawings
The following projects are a few examples of Van’s successful projects:
Patrick F. Taylor Hall
432,000 SF Renova�on/ Expansion
$100 million
LSU Tiger Stadium South End Zone Expansion
Stadium Addi�on/ Expansion
$71 million
Renova�on and Addi�ons
$74 million
LSU Business Educa�on Complex New Educa�on Facility
$41 million
Our Lady of Lourdes Regional Medical Center
412,000 sf Complete Replacement Hospital
$150 million
page | 37
Chief Es�mator
1997 – 2000
EDUCATION Bachelor of Biological,
Mathema�cs, and Physical Science,
1976
University of Southwestern Louisiana
State of Louisiana Real Estate Course,
1976
University of Southwestern Louisiana
CERTIFICATIONS FMI Project Manager Academy,
2007, Raleigh, North Carolina
Uncommon Leadership Academy,
2006, Human Dynamics, Inc.
REFERENCES Mr. Mark J. Ripple
Eskew+Dumez+Ripple
504.561.8686
mripple@studioeskew.com
Mr. David C. Brown
Navigant Consul�ng
312.583.6994
dave.brown@navigantconsul�ng.com
Leon L. Foster, P.E., PMP, CPC, LEED AP
Vice President of Commercial Construction
Leon has over 20 years of construction and engineering experience. His diverse background
includes experience in the preliminary design, preconstruction process and construction
management of large, complex projects under the construction management/general
contracting format. He has been instrumental in the completion of a variety of complex
projects including educational, hospitality, aviation, sports, commercial office and high
technology campuses across the nation and in the New Orleans area.
The overall preconstruction and construction efforts will be spearheaded by Leon. He and his
team will provide the necessary control and management required for the successful
implementation of the construction of your project. This is achieved through a detailed preproject planning process in monitoring design, cost, schedule, safety, quality and
CURRENT EXPERIENCE
Vice President
2013 – present
Project Executive
Roy Anderson Corp (under Tutor
Perini Corporation)
Gulfport, Mississippi
2012 – 2013
Structure Tone Southwest, Inc.
Kansas City, Missouri
2008 – 2012
constructability to ensure a smooth transition from preconstruction to construction. Leon’s
natural ability of establishing and maintaining a working relationship with all team
members—from stakeholders and owners, to architect, engineers and subcontractors—has
been an invaluable asset to every project.
The following projects are a few examples of Leon’s successful projects:
Projects for The National WWII Museum
WWII Parking Garage
WWII Pile Caps
$8.6 million
$1.35 million
134,000SF+ Renovations to 17 Story Hotel
Metairie, Louisiana
$14 million
90,000SF New 5 Story Hotel
Harvey, Louisiana
$14 million
Elk’s Place Plaza Renovations
90,000SF New 5 Story Hotel
Harvey, Louisiana
$18 million
EDUCATION
Doctor of Philosophy Candidate,
Civil Engineering,
University of Kansas
Master of Science,
Architectural Engineering with
Emphasis in Construction
Management,
University of Kansas
Bachelor of Science,
Civil Engineering Technology,
Rochester Institute of Technology
CERTIFICATIONS
Professional Engineer—Virginia
Project Management Professional,
2005
Certified Professional Constructor
LEED AP BD+C, Green Building
Certification Institute, 2012
30 Hour OSHA Certification
Delgado Maritime and Industrial Training Facility
20,000 SF Educational & Training Facility
$6 million
U.S. Census Bureau Headquarters - LEED Silver
Headquarters Building and Parking Structures
Suitland, Maryland
$285 million
Sprint Center for Downtown Kansas City
NBA/ NHL Arena and Multi-Purpose Facility
Kansas City, Missouri
$205 million
10 Hour OSHA Certification
REFERENCES
page | 38
Mr. Steve H. Rome, AIA
Verges Rome Architects
504.488.7739
steve@vergesrome.com
Mr. Ryan Worrell
Pinnacle Entertainment
504.364.8773
ryan.worrell@pnkmail.com
Louis “Barrett” Landry
Chief Estimator
As Chief Es�mator, Barre� offers hands on, comprehensive, conceptual and hard dollar
preconstruc�on experience. He is accountable for dening scope, quan�ty, pricing, effec�ve
vendor solicita�on, buyout and value cost analysis. Barre� applies his es�ma�ng knowledge
to achieve �mely delivery of protable, complex and challenging construc�on projects.
With over 14 years of vast experience in a variety of construc�on projects, paired with
a�en�on to detail, Barre� has the ability to effec�vely communicate with his team to ensure
the highest level of client sa�sfac�on and quality. His qualica�ons include:
Conceptual es�ma�ng
Excellent in cost and scope verica�on
CURRENT EXPERIENCE Chief Es�mator
2009 – present
Senior Es�mator
2003 – 2009
Es�mator Sa�ereld & Pon�kes Construc�on, Inc.
2001 – 2003
Opera�ons Management Specialist United Parcel Service
1994 ‐ 2000
Excellent management and communica�on skills
Experience in managing es�ma�ng and design teams
Excellent knowledge of design, procurement and eld processes
The following projects are a few examples of Barre�’s successful projects:
Baton Rouge Mixed Use Development New River Front Mixed Use Development
$59 million
Lafaye�e General Medical Center OR/ ER Expansion Renova�on and Addi�on
$42 million
UL Student Union Renova�ons & Addi�ons Renova�on & Addi�ons to Approx. 200,000 SF Campus
Student Union Center
$40 million
Camellia Tower V Four Story Office Building
$6.2 million
Our Lady of Lourdes Regional Medical Center
412,000 sf Complete Replacement Hospital
$150 million
UL Campus Housing
Housing/ Renova�ons and Parking Garage
$68 million
II City Plaza New High Rise Office Building
$42 million
page | 39
EDUCATION Bachelor of Science in Construc�on
Management, 2000
CERTIFICATIONS Uncommon Leadership Academy, 2006
Human Dynamics, Inc.
REFERENCES Mr. Rick Lipscomb
WHLC Architecture
225.767.1530
rick@whlcarchitecture.com
Mr. Mark Landry
Centurion Partners Limited
214.369.4603
mlandry@centurionpartners.com
Mitchell W. Garner, P.E.
Lead Estimator
As Lead Estimator, Mitchell offers hands on, comprehensive, conceptual and hard dollar
preconstruction experience. He is accountable for defining scope, quantity, pricing, effective
vendor solicitation, buyout and value cost analysis. Mitchell applies his estimating knowledge
to achieve timely delivery of profitable, complex and challenging construction projects.
With experience in a variety of construction projects, paired with attention to detail, Mitchell
has the ability to effectively communicate his team to ensure the highest level of client
satisfaction and quality. His qualifications include:
Excellent management and communication skills
Ability to accurately budget at conceptual and schematic design phases
Experienced in leading preconstruction teams in both design-assist and design-build projects
Excellent in cost and scope verification
The following projects are a few examples of Mitchell’s successful projects:
Motiva Enterprises
New 52,000 SF Multi-Purpose Building
Convent, Louisiana
$9 million
CURRENT EXPERIENCE
Lead Estimator
2014 – present
Estimator
2012 – 2014
AQC Manager/Estimator
RC Construction
Greenwood, Mississippi
2011—2012
Engineer in Training
Garver Engineers
Brandon, Mississippi
Summer 2009
On-Site Assistant Project Manager
Brasfield & Gorrie
Jackson, Mississippi
Fall 2008
Assistant Project Manager
Brasfield & Gorrie
Birmingham, Alabama
Spring 2008
Millennium Galvanizing
$9.3 million
New 81,600 SF Galvanizing Plant, 3 additional buildings, 18 acre site
Convent, Louisiana
EDUCATION
The Advocate Office Building
New 3-Story, 48,000 SF Office
$11.6 million
Mississippi State University
Starkville, Mississippi
GE Oil and Gas
Renovation and Addition to BOP Facility
Broussard, Louisiana
$19 million
CERTIFICATIONS
PXP Deepwater
New 115,000 SF Warehouse, 5,600 SF Office, 20 acre site
Broussard, Louisiana
$19 million
Professional Engineer, Certified CQM
for USACE and NAVFAC, ACI Concrete
Field Testing Technician—Grade I
F-35 STOVL Project
$25 million
Multiple Runways, STOVL Pads, & Simulated Aircraft Carrier
Eglin Air Force Base, Destin, Florida
Bachelor of Science in Civil Engineering,
2010
REFERENCES
Mr. Nicholas W. Burkhead
Motiva Enterprises
225.474.7495
nick.burkhead@shell.com
Mr. Steven H. Rome
Verges Rome Architects
504.488.7739
steve@vergesrome.com
page | 40
Aaron R. Vincent
Safety Manager
Aaron serves as the Safety Manager during preconstruc�on to ensure that the safety
program developed exceeds the client’s expecta�ons. As the project transi�ons to
construc�on, he will maintain an ac�ve role in the project overseeing the safety
opera�ons. Aaron will be responsible for developing and preparing a site‐specic
safety plan for the project based on Contract Documents and Site Logis�cs.
Aaron has a broad exposure to OSHA regula�ons, monitoring trade contractor safety
and conduc�ng safety training classes to mi�gate risk and losses.
Aaron also has Construc�on Management experience including base building/ plant
construc�on; including project pre‐planning, quality control, contracts, change
orders, tenant nish and supervision of various trade contractor contracts.
The following are a selec�on of courses and cer�ca�ons which Aaron has completed:

Construc�on Safety Standards Manager

Construc�on Site Safety Inspector

OSHA 30 Hour Safety Card

OSHA 510

US Navy Master Training Specialist

Rigger Training

VPP Accident Inves�ga�on

OSHA Conned Space Program Manager

Excava�on Safety

Scaffold Safety

Fall Protec�on Safety

Hazmat

Hazwaste Safety

Category 3 Crane Safety

First Aid/CPR, NAVFAC Quality Control for Contractors

HVAC Universal Cer�ed

Plumbing and Pipe Fi�ng

Construc�on Planning and Es�ma�ng
CURRENT EXPERIENCE Safety Manager The Lemoine Company, LLC
2014—Present
Safety Manager W.G. Yates Construc�on
Oxford, Mississippi
2013—2014
Safety Manager Harry Pepper and Associates
Contrac�ng
Stennis Space Center, Mississippi
2013
United States Navy 1999—2012
EDUCATION AA Construc�on Technology Coastline
Community College
BS Construc�on Safety and Occupa�onal
Health,
Columbia Southern University
REFERENCES Mr. Donald Smith NASA Safety & Mission Assurance
228.234.0639
Donald.g.smith‐1@nasa.gov
Mr. Richard Worch EMCOR Group
301.704.0542
rworch@emcor.netz
page | 41
David H. Beard, Jr.
As Senior Project Manager, David proves leadership and in achieving all profit, time, quality
and customer satisfaction objectives on projects. His responsibilities include buyout and
purchasing, cost management control, submittal process, close-out documents and
managing/coordinating subcontractors.
David offers experience in all phases of commercial construction, including estimating,
scheduling, quality control, field engineering and cost management.
His ability to
comprehend architectural and structural details through interpretation of the contract
drawings and specifications is one of his greatest strengths. David’s background provides him
with extensive coordination skills in all areas of complex construction project management.
His strict attention to detail combined with excellent communication skills, proven leadership
skills and the ability to motivate the entire project team ensures owner/client satisfaction.
David has proven he can manage both new and difficult addition/renovation projects in a safe
and efficient manner, while keeping the client in full operation. His qualifications include:
EDUCATION
Bachelor of Business Administration,
Bachelor of Real Estate Finance
1998,
University of Mississippi
Oxford, Mississippi
CERTIFICATIONS
OSHA 30
Experience in managing project in operating facilities
The following projects are a few examples of David’s successful projects:
WWII Parking Garage
WWII Pile Caps
CURRENT EXPERIENCE
2014 – present
Residential Contractor
Beard Construction Services, LLC
Madison, MS
2014
Project Manager
Yates Construction
Jackson, Mississippi
1998—2014
$8.6 million
$1.35 million
Federal Bureau of Prisons—U.S. Penitentiary
Maximum Security Prison Facility
Yazoo City, Mississippi
$180 million
National Alabama Corporation
Railroad Car Manufacturing Facility
Cherokee, Alabama
$310 million
Madison County School District
Construction Management Program
Madison County, Mississippi
$150 million
Beau Rivage
New Construction Casino and Resort
Biloxi, Mississippi
$600 million
page | 42
REFERENCES
Mr. Bobby Vaughan
National Alabama Corporation
256.370.7564
Mr. Ronnie McGehee
Madison County, MS School District
601.879.3000
James M. Hoover
Project Manager
As Project Manager, James provides leadership and support to the Superintendent in
achieving all profit, time, quality and customer satisfaction objectives on projects. His
responsibilities include buyout and purchasing, cost management control, submittal process,
close-out documents and managing/coordinating subcontractors.
As a young, energetic Project Manager, James brings a focus to teamwork and cost
management. His ability to comprehend architectural and structural details through
interpretation of the contract drawings and specifications is one of his greatest strengths. His
background provides him with extensive coordination skills in all areas of complex
construction project management. James’ strict attention to detail combined with excellent
communication skills, proven leadership skills and the ability to motivate the entire project
team ensures owner/ client satisfaction.
James has proven he can manage both new and difficult addition/ renovation projects in safe
and efficient manner, while keeping the client in full operation. His qualifications include:
Experience in managing projects in operating facilities
Customer Satisfaction
CURRENT EXPERIENCE
Project Manager
2012 – Present
Operation Enduring Freedom
Army National Guard
Afghanistan
2013—2014
Assistant Project Manager
Landis Construction
2005—2012
Engineer Company Commander
Army National Guard
2008—Present
Engineer Battalion Construction
Operations Officer
Army National Guard,
Operation Iraqi Freedom
Baghdad, Iraq
2007—2008
Attention to detail
The following projects are a few examples of James’ successful projects:
Engineer Platoon Leader
Army National Guard
2000—2005
Motiva Multi-Purpose Building
18,000+ Office Facility
Darrow, Louisiana
Carpentry/Masonry Specialist
Army National Guard
1999—2000
$8.5 Million
Tulane The Barbara Greenbaum House
Student Housing
$22 million
200,000 SF Hospital Redevelopment
$73 million
EDUCATION
Bachelors of Science in Construction
Management, 2003
Engineer Officer’s Basic Course (USAR),
2004
St. Joe’s Lofts
$ 9.8 Million
57,000SF Historic Renovation of Warehouse District Building into Condominium
page | 43
Carpentry/ Masonry Specialist School
(USAR), 1999
Fort Leonard Wood, Missouri
Danny R. Bardwell
Senior Project Superintendent
As Senior Project Superintendent, Danny provides leadership and overall field management
direction. He also serves as support to the Project Management team in achieving all profit,
time, quality and customer satisfaction objectives on projects. Danny’s responsibilities
include total jobsite execution including organization, work methods, scheduling, cost
management, quality control, and conformance with contract drawings and specifications.
CURRENT EXPERIENCE
2014 - Present
Danny has over 35 years of overall construction experience and is one of our most capable
and experienced Superintendents. He specializes in the supervision and construction of
complex projects. Danny’s in-depth knowledge of teamwork and motivational skills and is
uniquely suited for working in settings where the flow of project information is critical to all
participants.
Broadmoor, LLC
1992 - 2014
Danny has proven he can manage both new and difficult addition/renovation projects in a
safe and efficient manner, while keeping the client in full operation. His qualifications
include:
Owner
Bardwell Masonry
Robert, Louisiana
1980 - 1992
Experience in managing projects in operating facilities
Experience in managing light industrial and manufacturing projects
Experience with intensive control procedures
Experience with design-build, CMAR, GC project delivery methods
The following projects are a few examples of Danny’s successful of projects:
EDUCATION
Attended Iowa State University,
1992-1994
Attended Louisiana State University,
1992-1993
Attended Southeastern Louisiana
University, 1972-1975
WWII Parking Garage
WWII Pile Caps
$8.6 million
$1.35 million
Orleans Parish Prison Phase I
Dorm/ Cell Facility, Admissions
$32 million
B.B. Rayborn Correctional Center
40 Acre Site, Multiple Buildings
Angie, Louisiana
$28 million
Jackson Barracks
New Housing and Administration Facility
Chalmette, Louisiana
$40 million
Marseilles Condominiums
12-story concrete building
$45 million
Tulane The Barbara Greenbaum House
Student Housing
$22 million
LSU Medical Center
New Structure Installed Structural Concrete
$54 million
Saenger Theater Renovation
Historical Renovation and New Addition
New Orleans , Louisiana
$34.5 million
page | 44
CERTIFICATIONS
OSHA 10
OSHA 30
REFERENCES
Mr. Bob Leard
Tulane University
504.234.7623
rleard@tulane.edu
Mr. Skender Kek
Citadel Builders, LLC
504.421.9931
moosekek@yahoo.com
Mr. Joe Gioe
504.669.6781
josephgioe@gmail.com
Jeremy C. Pilgreen
Project Superintendent
As Superintendent, Jeremy has overall responsibility for the day to day coordination of all site
CURRENT EXPERIENCE
construction activities and supervises all field personnel as required to successfully complete
Superintendent
2013 – present
the project on schedule and within budget. His responsibilities include maintaining the
highest quality of workmanship, supervising all trade and field personnel, while administering
good construction safety practices with all on-site subcontractors. Jeremy maintains the
jobsite office and supports in the close-out process.
Jeremy has over 10 years of experience with increasing responsibilities in the various
methods of the construction industry. He has the aptitude to effectively lead and work in
conjunction with sub-contractor, engineers, inspectors and the hourly workforce. Along with
his outstanding leadership ability, Jeremy is able to successfully meet or exceed deadlines and
save on project costs. Jeremy’s qualifications include:
Superintendent
Roy Anderson Corporation
Gulfport, Mississippi
2011—2013
Superintendent /Asst. Superint.
Moss & Associates Construction
Fort Lauderdale & Destin, Florida
2005—2011
Carpenter
Landis Construction, Inc.
2003-2005
Millwright Apprentice
Conveyor Systems, Inc.
Jacksonville, Florida
2002—2003
Leadership skills
Excellent organization skills
Construction Planning and Scheduling
EDUCATION
The following projects are a few examples of Jeremy’s successful projects:
$74 million
200,000 SF Hospital Expansion & Renovation; Includes large kitchen and cafeteria
Attended Louisiana State University,
2001—2002
CERTIFICATIONS
OSHA 30
CPR-First Aid Certified
Motiva Multi-Purpose
$10 million
18,000+ SF multi-use facility included Large Kitchen and Serving Line
Convent, Louisiana
REFERENCES
Superdome Enhancement Project
Sports Facility Upgrades & Renovation
Mr. Kyle Domangue
Duplantis Design Group
985.413.1393
kdomangue@ddgpc.com
$42 million
$50 million
SoHo Beach House
Historic Restoration & Tower Construction; Included large restaurant and bar, and rooftop bar
Miami, Florida
Emerald Grand at Harbor Walk Village
$165 million
1,000,000+ SF Mixed Use Facility, Parking Garage & Amenities; Included 2 restaurants/bars
Destin, Florida
Fannie C. Williams Middle School
$25 million
Hurricane Katrina Restoration Project—LEED Gold, Included Large Kitchen/Cafeteria
page | 45
Mr. Troy Landry
Motiva Enterprises
225.303.5437
troy.landry@motivaent.com
DESIGN-ASSIST EXPERIENCE
Design-Assist Services
Demonstrated Success with Contractor Early Involvement
As a leader in the construction industry, The Lemoine Company
(Lemoine) serves as the Construction Manager in a DesignAssist (or similar) delivery method often and with great success.
Whether the delivery method is Design-Assist, Design-Build or
CM at Risk, the concept is similar: engaging a contractor early
in the process. The earlier the contractor is brought on board,
the more influence the construction team can have on the
project's outcome. The preconstruction team can help identify
constructability problems, address budgetary issues and drive
project schedule. Effective communication and transparency
throughout this process ensures successful project execution.
LSU's Patrick F. Taylor Hall - Lemoine will soon be substantially
complete with Phase I of this $100 Million, 432,000 SF campus
development in the CM at Risk role. In the 14 of 32 month project
duration, we completed $71 Million of work. We provided the
State and LSU with a Guaranteed Maximum Price (GMP) within
45 days, and saved the stakeholders $6 Million with a GMP
Contract.
As Construction Manager (CM) in an early involvement delivery
method (Design-Assist, Design-Build, CM at Risk) begins at
project inception and continues through project closeout.
Throughout this delivery method, Lemoine's responsibilities
include a wide breadth of duties:
•
Site selection assistance
•
Permitting
•
Contract document preparation
•
Coordination of project mobilization
•
Maintain safety program
•
Maintain quality management program
•
Establish and maintain project budget
•
Establish, monitor and maintain project schedule
•
Document controls
•
Jobsite coordination and project review meetings
•
Cost accounting and cost reporting
•
Operations and Maintenance
•
Project closeout
New Orleans East Hospital - Lemoine was contracted by the
Orleans Parish Hospital Service District A to serve in a 100% CM
at Risk capacity. Lemoine was contracted and involved early to
collaborate with the Owner's two design firms (a joint-venture)
to successfully complete this $70 Million hospital redevelopment
spanning a 16 acre site.
Motiva Convent's Multi-Purpose Building - Lemoine served as
CM at Risk and was engaged early with the Owner's selected
design team to complete this $8 Million, 18,000 SF facility with
early completion.
page | 46
DESIGN-ASSIST EXPERIENCE
Lemoine has successfully completed over $1.2 billion in projects
under the Design-Assist delivery method in the past five (5) years.
Under this method, Lemoine collaborates with the owner's
design teams to provide vital preconstruction services to solve
constructability problems, address budgetary issues and drive
project schedule. Effective communication and transparency
throughout this process ensures successful project execution.
This method is highly preferred by our clients because of the
communication and collaboration with all stakeholders, from
the project’s inception. This unified approach results in a better
coordinated project from start to finish. Below is just a brief
listing of Lemoine’s latest Design-Assist type projects. These
projects represent over $750 million in contract value.
Project Name
Contract Value
Delivery Method
General Contractor
Design-Assist
Lemoine
$150MM
P
P
LSU Tiger Stadium South Endzone Expansion
$75MM
P
P
$70MM
P
P
$100MM
P
P
ULL Student Housing Renovations and Expansion
$68MM
P
P
$58MM
P
P
Lafayette General Tower Renovations
$57MM
P
P
$47MM
P
P
Lafayette General Medical Center Emergency Department and
Surgery Expansion
$42MM
P
P
$41MM
P
P
University of Louisiana at Lafayette Student Union Renovations
$40MM
P
P
ULL Athletic Facilities - Tier I
$25MM
P
P
Copeland Tower/Landmark Hotel
$14MM
P
P
$14MM
P
P
page | 47
DESIGN-ASSIST FEE SCHEDULE
For design-assist projects, we propose the basis of payment as shown below. To assist in your evaluations, we attached our
General Conditions Itemization of Cost Matrix on the following page.
1. a. Preconstruction Services for Design-Assist if Lemoine is selected for Construction
b.
Preconstruction Services for Design-Assist if Lemoine is not selected for Construction
0.175%.
0.35%
Scope of Services included for both options above:
• Schedule Development and Maintenance, Baseline Design and Construction
• Advice on constructability/feasibility of design including availability of material, trades, and cost impact
• Identification & Early Procurement of Long Lead Items
• Comprehensive Budget updates at Schematic, Design Development & Final Construction Documents
• Value Analysis for Cost Savings
• Structural and Envelope Systems analysis
• Subcontractor/Vendor Solicitation and Pre-Qualification
• Design Budget/Estimates
• Construction Staging and Site Management Planning
2.
Construction Fee (Overhead & Profit)
3.75%
Fee as a percentage amount based upon General Conditions Cost and Cost of the Work.
page | 48
WWII Museum Hotel RFQ
General Conditions, Fees, Cost of the Work ALLOCATION MATRIX
General Conditions
Contractor's Fee
Cost of Work
Cost by Others
Consultants
Architect Design Fees & Expenses
X
Survey - Boundary & Topographic
X
Civil Engineer Design Fees & Expenses
X
Structural Engineer Fees & Expenses
X
MEP Engineer Fees & Expenses
X
Geotechnical Engineer Fees & Expenses
X
Waterproofing Consultant
X
Environmental Consultant Fees & Expenses
X
Testing & 3rd Party Inspection Services
X
Project Personnel
Officers' Salaries & Benefits
X
Project Executive (part time offsite)
X
Sr. Project Manager (part time offsite)
X
Pre-Construction Staff (offsite)
X
Project Manager (full time onsite)
X
Project Engineer (full time onsite)
X
General Superintendent (part time offsite)
X
Project Superintendent (full time onsite)
X
Assistant Superintendent (full time onsite)
X
Craft/Trade Foremen
X
Field Engineering & Supplies
X
Craft/Field Labor
X
Traffic Control
X
Project Admin Assistant (part time offsite)
X
Safety Engineers / Personnel
X
Home Office Overhead (i.e. Human Resources, Legal,
Payroll, etc.)
Project Cost Accounting (part time offsite)
Scheduling (part time offsite)
Personnel Travel and Living Expense
Travel Expenses - Project Management & Superintendents
X
X
X
X
Travel Expenses - Craft Foreman & Craft Labor
Truck Allowances/Mileage - Project Management & Superintendents
X
X
Truck Allowances/Mileage - Craft Foreman & Craft Labor
Per Diems/Out of Town Living - Project Staff
X
X
Per Diems/Out of Town Living - Craft Foremen & Craft Labor
Relocation cost of Project Staff
Contract Documents/Construction Progress Documentation
Project Management Software & Tools
X
X
X
Scheduling
X
Progress Photos / Construction Documentation
X
Drawing Reproduction
X
page | 49
General Conditions
As-Built Surveying
As-Built Documentation
Utility Charges
Temporary Electricity - Building Consumption Charges
X
X
X
X
Permanent Power, Water, & Utility Charges During Construction
X
X
Tool/Storage Trailer
X
Field Office Supplies
X
Field Office Furnishings
X
Field Office Postage & Shipping
X
Computers
X
Copier
X
Fax Machine
X
Printers
X
Water / Ice / Cups
X
Security
X
Project Signage
X
Temporary Laydown , Access, & Weatherization of Site
X
X
X
Drug Testing
Cleaning / Sanitation
Temporary Toilets / Servicing
X
Progressive & Final Clean Up
X
Dumpsters
Equipment
Onsite transportation equipment for supervision
X
X
X
Equipment
X
Cranes & Hoisting
X
Small Tools & Expendables
Project Specific Components
Interior Signage
Cost by Others
X
Temporary Water - Building Consumption Charges
Temporary Fire Protection
Jobsite Signage / Site Directional Signage
Safety
First Aid Supplies
Cost of Work
X
Project Staff Mobile Phones
Field Office / Jobsite Setup
Mobilization
Contractor's Fee
X
X
Residential Appliances
X
Vending Equipment
X
Audio Visual Equipment
X
Artwork
X
Window Blinds
X
Draperies
X
Furniture & Accessories
X
Interior Planters & Plants
X
Telephone & Data System
X
Security System & CCTV
X
page | 50
General Conditions
Contractor's Fee
Entry Control System (Magnetic Locks, Card Readers, Etc.)
Cost of Work
Cost by Others
X
Other Fees / Miscellaneous Expenses
Temporary Elevator Use & Protection
X
LEED Certification
X
City Inspection Fees
X
Water Tap Fee
X
Sewer Impact Fee
X
Aid to Construct Fees
X
Traffic Impact Fees / Parking or Lane Closure Permits
X
Profit / Insurance / Permits / Other Project Costs
Fee / Profit
X
Charitable Contributions
X
General Liability
Safety Supervision & Accessories
X
X
Builders Risk Insurance
Licenses
X
X
Sales Tax
X
Payment & Performance Bond
X
Subcontracted Work
X
Subcontractor Bonding
X
Building Permits
X
Storm Water Permit
X
Punch List
X
Warranty Reserve
X
Allowances
X
Project Contingency
X
page | 51
DESIGN-ASSIST SCOPE OF SERVICES
Our Approach to Design-Assist
The Lemoine Company is aware of the challenges and
opportunities associated with providing design-assist services on
complex projects. Our best practice to combat these challenges
is to keep open dialogue and setting clear expectations of all
stakeholders at the onset of the project. Communication is key in
large, complex construction projects.
One of the methods Lemoine uses to keep open dialogue is
through Project Success Planning. Preconstruction collaboration
with our client and design team provides the opportunity to
identify client goals and set appropriate project parameters.
Project Success Planning™ (PSP), a model created by The
Lemoine Company, redefines the relationship between project
and budget, estimating and visioning, and vendor and customer
alignment. PSP is our process for building lasting relationships
with the entire project team by providing greater focus, increased
customer satisfaction and assured successful outcomes.
importance of project controls and quality assurance. An example
of our process workflow can be seen on the following page.
Preconstruction Services - Cost Estimating, Constructability,
Scheduling, Materials and Systems Recommendations
We consider the Pre‐Construction Phase to be the most critical
part of any project, particularly projects of this type and scale.
The budgeting, reviewing, field investigation, planning and
procurement services we perform during this phase are an integral
part of the project’s overall success. However, it is of utmost
importance that we perform these services in collaboration with
the Design Team and minimize or eliminate any additional work
for them.
In fact, by performing some of the procedural documentation
and administration activities, we hope to enhance the Design
Team’s efficiency and effectiveness. Some detailed examples of
these services are as follows:
1. Project and Design Coordination
The preconstruction team can help identify constructability
problems, address budgetary issues and drive project schedule.
Effective communication and transparency throughout this
process ensures successful project execution.
2. Budget Development and Reporting
As previously outlined, our project team understands this type
of construction project and the associated complexities. Utilizing
Lemoine’s Process Improvement Ladder and project controls, we
are specialized problem solvers who understand the dynamics
and rhythm of working and integrating with a team. Utilizing
tested practices, rigid procedures, industry specific software and
in-house scheduling professionals, Lemoine understands the
6. Master Schedule Development
3. Value Analysis Reviews
4. Constructability, Safety, Existing Conditions Review
5. BIM Expertise
7. Qualified Subcontractor Involvement & Pre‐Qualification
8. Subcontractor Package Breakdown
9. Subcontractor Package Pre‐Qualification
More detailed information regarding these services can be found
on the page following our Process Improvement Ladder.
page | 52
Client Development & Closeout
PROCESS IMPROVEMENT LADDER FOR PROJECT DELIVERY
Closeout Phase
Closeout Deliverables
-Internal Punchlist
-Commissioning
-As Builts
-Warranties
-Extr a attic stock
-Testing and Balancing
-Substantial Completion & CO
-Owner Deliver ables
-Post-Substantial Completion
-Warranty W ork
Post Project Feedback
Sponsor: VP Ops
Team: PM/S
Sponsor: VP Ops
Team: PM
(PCO-58)
(PCO-59)
(PCO-53 thru 58)
-General information and project
overview
-Physical data
-Construction period
-Sub/vendor rating
-Lessons Learned
-Lessons Learned available to all
PMs/Supts/Est for continuous
learning
-Thank You notes to
Stakeholders
Sponsor: VP Ops
Team: PM/S
(PCO-54)
Project Completion Report
Document & Distribute
Lessons Lear ned
-Final Pr oject Controls Review
-Roundtable Review of Metrics
and Project Goals & Objectives
-Develop Lessons Learned by CSI
Specification
-Celebrate good
-Eat lunch
-Say “Thanks”
-Plus/Delta
Sponsor: AM
Team: PM/S/OE/SD
Sponsor: OE
Team: S/PM
Post Project Review
(Internal)
Post Project Review
(Subs)
-Customer Satisfaction Survey
-Request Final Letter of
Recommendation
-Request Client Dinner
-Plus/Delta
-Complete Sub/Vendor Rating
Worksheet
Sponsor: VP Ops
Team: PM/PE/S
Support: Subs
(PCO-60)
(PCO-01 thru 57)
(BI Center)
(CON-47)
Project Success Plan
(PSP) Meeting
-Complete 6-8 weeks after Project
Award
-TLC Agenda
-All major Subs/Suppliers
-Developed from Sequencing Plan
& Pr eliminar y Schedule
-Input from Owner, Subs, &
Vendors
Sponsor: PM/PE
Team: S/Subs
Support: VP Ops/SM
Sponsor: HR
Team: O/AE/C/Subs
Support: PM/S
Sponsor: VP Ops
Team: S/PM/PE
Support: SD/LOE
(CON-10)
Weekly Internal
Operations Meetings
Sponsor: PM/PE
Team: S/Subs
Support: VP Ops
(CON-45)
(CON-46)
Weekly Team Buyout
Meetings
-Preliminary Schedule
-Site Specific QA/QC & Safety
Plans
-Purchasing strategy
-Site Logistics
-Responsibility Matrix
-Material Status Log
-Goals & Objectives
-Complete PRIOR to Site Mobilization
-Team reviews PEP for desired
outcomes
-Complete 4-6 weeks after Project
Award
Sponsor: VP Ops
Team: PE/PM/S
Support: VP Precon/LE
-Buyout meetings until project is
100% bought out
-Tracked in Buyout App
-Buyout variance monitored
Sponsor: AM
Team: PM/CA
Support: LE/E
Sponsor: VP Ops
Team: PE/PM/S
Support: LOE/VP Precon/LE
(PSU-08A)
(PSU-38)
Preconstruction Phase
Kickoff Meeting
-Verify document quality
-Scrub the drawings
-Do not allow VA to affect quality
-Sub selection with T&C’s/prequalification/
bonding
-Face to face with Architect
-Pr esent to Owner
Sponsor: VP Precon
Team: VP Ops
Support: CEO/CFO
Sponsor: VP Precon
Team: VP Ops/PM/S/LE
Support: CEO/LOE
(CRV-01 thru 10/
PSU-04)
Opinion of Probable
Cost Estimate
-Solicit feedback from subs
-Develop tar get preconstruction
schedule
-Determine how to go out for bids on
SD, DD & CD
-Initial scrub the Drawings
-Solicit feedback from Subs on
critical systems
Sponsor: VP Ops
Team: LE
Support: VP Precon
Sponsor: VP Ops
Team: LE/PM/S
Support: VP Precon
(EST-02)
(EST-02)
Sponsor: VP Precon
Team: PM/S
Support: LE/VP Ops/SM
Project Risk Assessm ent
Matrix
Pre-Bid Phase
Preliminary Schedule
-Developed from Sequencing Plan
-Initial input from project
stakeholders
-Establish G oals and Milestones
Sponsor: PM/S
Support: Subs/SM/VP Ops
(CON-09)
Constructability/Site
Specific QA/QC, Safety &
Crisis Plans
-Develop Site Specific QA/QC,
Safety & Crisis Plans
Sponsor: SD
Team: PM/S
Support: SD/AM
(CON-56 thru 57/Safety
Manual Vol. 1, Section 4.3,
Chapters 1-9)
Sequencing Plan
-Develop Site Utilization Plan
-Develop “Phased” Site Logistics
Plan
-Establish project sequencing flow
Sponsor: VP Ops
Team: S/PM
Support: LOE/SM
(BPP-06)
Yes
Go / No-Go Decision Matrix
-Performed prior to or during the pursuit of
EVERY bid
-Performed for every pr oject to aid in
determining if it makes good business
sense
Sponsor: LOE/CEO
Team: VP Ops
(BPP-03)
Sponsor: LO E/CEO
Team: VP Ops
Support: LE/PE/PM/S
No
(BPP-05)
Fails
(CON-58)
Scrub Final Drawings
-Develop Master RFI
-Review water intrusion checklist for
building envelope
Sponsor: S/PM
Team: OE
(PSU-07)
Design Development
Estimate
-Constructability review update
-Solicit feedback from subs
-Scrub the drawings update
-3rd party r eview/consultant update
-Compile VA work
Sponsor: VP Precon
Team: LE/E/PM/S
Support: VP Ops
(PSU-16/CON-09)
Constructability Review
Schematic Estimate
-Sub r elationships
-Distribute documents
-Invitation to bid
-Pr equalify subs
-Scope subs
Sponsor: VP Precon
Team: E/LE
Support: PE/PM/S/VP Ops
(EST-03)
(EST-17)
-Pr ior to finalizing and submitting a
bid or during the process of finalizing
a G MP
-Required to adequately assess the
Pass
risks assumed and develop frame
wor k to mitigate risks
Sponsor: VP Ops
Team: S/PM/PE/Subs
(EST-04)
Preconstruction/Bid
Schedule
Scope of Wor k
Development
-Get scope of wor k from Owner/
Ar chitect
-Solicit feedback from Subs on
major scopes of work
Sponsor: VP Ops
Team: LE
Support: PE/PM/S
(CON-49)
(EST-22)
(PSU-06,13,23)
Decision to Chase
Project
Sponsor: VP Ops
Team: PE/PM/S
Support: VP Precon/LE
Final Esti mate Review &
Presentation
Owner Contract Formation
-Confirm financing
-Modify CD’s to r eflect VA
-Finalize/Execute Contr act
-Equipment rental/personnel rates
Sponsor: VP Ops
Team: LE/PE/PM/S
Support: LOE/VP Precon
-Buyout Log
-Master PO/Subs
-Pr oject Information and Procedures
Manual
-Subcontractor Invoicing Procedures
Manual
-Develop Schedule A’s
-Issue Commitments
-Execute Contr acts
(PSU-08A,28,30,31/
CON-21)
(PSU-33,38)
-Kickoff meeting checklist developed
-PEP, PIPM, and SIP in draft form
-Within 48 hours of Contract Award
and assignment of team -Establish
Pr oject Specific Goals
& Objectives
-Pr oject Startup Checklist and
Action Items
-Staff Responsibility Matrix
Sponsor: VP Ops
Team: PM/PE
Support: S
-Safety
-Quality
-Schedule
-Relationships
-Held at least 2 weeks prior to
scheduled start
Issue Comm itm ents
Project Execution Plan
Internal Pr econstruction
Meeting
Pre-Installation Meetings
Friday Package
-Weekly follow up to Monthly OAC
-Informs stakeholder s of critical
actions and issues
-Safety management
-Schedule management
-Quality assurance
-Changes management
Sponsor: VP Ops
Team: S/PM
Support: AS/PE
(CON-01)
(CON-02)
(CON-56 thru 70)
(CON-48)
Weekly Subcontractor
Meetings
-Safety management
-Schedule management
-Quality assurance
-Cost management
Team: S/PM/OE
Support: AS/AM
Sponsor: PM
Team: PM/S
Support: CFO/CA/AM
(CON-47)
Incorporate Recommendations Into
Project Construction
External Preconstruction
Meeting
Target (Baseline)
Schedule
Sponsor: PM/OM
Team: PM/S/CA/Subs
Support: VP Ops
(CON-48.5)
DO NOT BID
DO NOT BID
(BPP-04)
Revision #1 – Effective Date 08/03/15
page | 53
Project Monitoring & Control
(CON-48)
-Includes all project stakeholders
to:
-Define Roles
-Share Successful Outcomes
-Align Expectations
-Provide forum for Feedback
Sponsor: VP Ops
Team: LOE
Support: PM/S
Sponsor: PM/PMA
Team: PM/S/PMA/Subs
Support: OM
-Documentation & photos
-Ongoing punch out
-Correction of
non-conforming items
-To suppor t QA/QC plan
Risk Avoidance
Sponsor: CEO/CFO/VP O&S
Team: VP Ops
Support: PM/S
QA/QC Inspections
-Occur s every 4 to 6 weeks
-Risk Management
-Forecasting budget variances
-Changes management
-Claims avoidance
-Updates budget
-Schedule monitoring
Project Execution Planning Quality Purchasing
Sponsor: VP Ops
Team: PM/PE/S
Support: LOE
Monthly Project Reviews
OAC Meeting
-Safety
-Changes management
-RFI management
-Submittal management
-Billings management
-PSP Feedback
Schedule
-Best Pr actice tool used to track
project perfor mance
-Pr oject Controls & Pr oject
Pr ocess Status
-Scrub the Drawings
-Have PM and Supt review
-3rd Party peer review of envelope
-Peer review of Geotech, site
paving, and foundation design
-Mock-Up requirements
-Utilize Senior experience
-Water Intrusion Checklist
Architect Relationships
-Target Top 50 Architect in greater
New Orleans and request face-toface meeting, lunches, social
gather ings
-Share mar keting brochures &
project histor y
-Form teaming relationships on
Design/Build Projects
- Offer Pre-Con and OPC Services
Sponsor: VP Ops
Team: LE/E/PM/PE/S
Support: VP Precon/LOE
Sponsor: VP Precon
Team: LE/E
Support: VP Ops
(PSU-07)
(EST-21)
Design Management & Estimating
Execution Phase
-Held no later than the
2/3 point of project
-Plan ahead to r eview finalization
of project and closeout
Project Peer Review
-Pr oject Team self assesses
-LOE conducts Pr oject Peer Review
using Wor ksheet
-1/3 & 2/3 point progress meetings
incorporated
-Safety
-Changes management
-RFI management
-Submittal management
-Billings management
-PSP Feedback
-Informs Stakeholders of cr itical
actions and issues
Best Practices Initiative: Procedures and Process
A Lemoine Operational Excellence Program
LEGEND
AE = Architect / Engineer
CA = Cost Accountant
CFO = Chief Financial Office
HR = Human Resources
O = Owner Representative
PE = Project Engineer / Senior PE
S = Superintendent / Senior Supt.
VPE = Vice President – Estimating
LOE = Lemoine Operational
Excellence Review Team
OM = Operations Manager
SM = Schedule Manager
CEO = Chief Executive Officer
E = Estimator(s)
LE = Lead Estimator
OE = Office Engineer
PM = Project Manager / Senior PM
SD = Safety Director
VP Ops = Vice President of Operations
Risk Assessment
Executive Dashboard
Forms
Closeout Meeting
Reporting
(OAC Meeting/Report may be same: Project Dependent)
Monthly OAC Report
1. Project and Design Coordination
During the Preconstruction Phase, our estimators and project
management personnel work together with the Owner and
Architect to develop and maintain appropriate mechanisms
that ensure the project team is communicating efficiently and
appropriately. These mechanisms will include:
•
Owner/Architect/Contractor Planning & Review Meetings
•
Design Coordination Meetings
•
Budget/Pricing Reviews and Updates
•
Bid Procurement Planning and Reviews
•
Schedule Development and Review Meetings
•
Status Reports and Updates
•
Action Item and Critical Issue Lists
3. Value Analysis Reviews
During development of each budget (and in the interim of each),
we will identify items that offer potential cost and schedule
savings. These items will be reviewed with the entire team to
determine whether or not they should be incorporated into the
project design (or potentially added as alternates).
2. Budget Development and Reporting
Throughout the Preconstruction phase, we will work closely with
the design team to coordinate their design with our budgeting
efforts. At each design stage, we will prepare a comprehensive
budget estimate that accurately identifies the project value at
that time. These phases would include the following, in addition
to that which is indicated in the RFP:
•
Conceptual Design
•
Schematic Design
•
Design Development Drawings
•
95% Construction Documents
•
100% Construction Documents
Also, on projects of this type, it is common for the design to be
released in packages (e.g. foundation package, steel package,
skin package, etc.) or areas to allow for overlap of Design and
Construction activities. In this case, our estimate efforts would
be modified accordingly to provide the same level of service,
but in multiple stages. Furthermore, this approach provides for
an expedited delivery of the project and ensures a successful
completion by the occupancy date.
4. Constructability, Safety, Existing Conditions Review
We will carefully review the design documents and offer
suggestions regarding constructability, logistics, safety, quality
and schedule. In addition, these reviews will identify design
and specification issues (e.g. missing information, conflicts, or
unclear intent) that have a potential to either affect budget or
schedule.
Furthermore, our preconstruction reviews include analysis and
documentation of existing conditions in conjunction with the
design team. This process serves two primary purposes:
At the Conceptual, Schematic, Design Development and 95%
CD stages we would produce full estimates through in‐house
take‐offs, historical information and subcontractor input. At
the 100% CD stage, we would make final adjustments to the
95% CD Budget to establish the final estimated project value.
In addition, as part of these estimates, we use a variety of
economic analysis tools to anticipate the impact of economic
factors on our budgets and future bid results. This allows the
Owner and Design Team to make confident decisions regarding
design issues and budget targets. These tools include evaluation
and forecasting of economic data and recent historical data of
local bid results.
1) Ensures thorough design coordination and 2) Eliminates
“surprises” which can have a negative impact on budget and
schedule. This is a critical component to a project such as this and
will likely include photo documentation, as‐built confirmation,
utility exploration, and electronic laser scanning.
5. BIM Expertise
We are committed to using the latest and most sophisticated
construction techniques to plan and deliver our projects. As
such, we have developed extensive internal BIM (Building
Information Modeling) expertise to work actively with Owner
and Design Teams to ensure projects cost, quality and schedule
goals are achieved. See Section 7 for details on BIM Capabilities.
page | 54
6. Master Schedule Development
9. Subcontractor Pre‐Qualification
We will develop and monitor a Master Schedule for the project
that accounts for all Pre‐Construction, Procurement and
Construction Activities. On a project of this type, this schedule
serves two purposes: (1) Serves as the overall schedule for
monitoring the projects progress and (2) Ensuring that all team
members have a clear understanding of the project’s phasing
and schedule requirements.
We believe that a thorough Pre‐Qualification of interested
potential bidders is an effective way to ensure that appropriate
subcontractors are participating in the project. We have
developed extensive Pre‐Qualification documents and
evaluation methods that facilitate this process.
During the Pre‐construction Phases, this schedule focuses on
the activities of the Owner, Construction Team, and Design Team
to ensure that their activities are proceeding as needed to meet
the construction start dates. This schedule continues to be used
(and expanded with additional detail) as the project enters the
Construction Phase.
7. Qualified Subcontractor Involvement & Pre‐Qualification
We believe that a thorough Pre‐Qualification of interested
potential bidders is an effective way to ensure that appropriate
subcontractors are participating in the project. We have
developed extensive Pre‐Qualification documents and
evaluation methods that facilitate this process. We currently
have over 400 pre‐qualified Subcontractors and Vendors from
around the region that are evaluated on an annual basis to
maintain As with the Solicitation process, we communicate pro‐
actively and openly with the prospective subcontractors.
8. Subcontractor Package Breakdown Analysis
One of the most important aspects to these projects is a
comprehensive analysis of potential Subcontractor Package
Breakdowns. This analysis is performed to determine the best
strategy regarding the number and types of Packages necessary
for the project’s success. This evaluation will take into account
items such as:
•
Costs
•
Schedule
•
Quality
•
Pre‐Qualification Requirements
•
Bidder Interest and Availability
Material Recommendations
As materials are identified in the design phase, we will utilize
our preferred status with national manufacturers and suppliers
to price goods and/or troubleshoot production challenges,
resulting in more accurate (predictable) budgets and schedules
and ensuring the quality you expect. Our estimating and
preconstruction department staffs have their fingers on the
daily pulse of local subcontractor/trade pricing and the costs of
national/international commodities and materials. The experts
that we have dedicated to your project will use their knowledge
to leverage market conditions, do more with less and drive value
– safely.
Structural Framing Systems
Lemoine has constructed several large scale commercial projects
in New Orleans and surrounding areas that include both steel
and concrete framing systems. Our experience gives us in-depth
knowledge of the nature of the geology and geotechnical
history of this region, we have invaluable experience in safely
constructing structurally sound and cost effective systems in
South Louisiana.
There are many factors to consider in structural framing selection
options for a project of this size. Constructability, material costs,
labor productivity, and design aesthetics are all factors that will
influence the selection. During the conceptual phase of this
project, our construction professionals will collaborate with the
design team to analyze various structural framing options and
select the optimum structural system for the project.
page | 55
MEP CONTRACTOR RECOMMENDATIONS
Mechanical and Plumbing Subcontractors
The Lemoine Company has excellent relationships with our area's best subcontractors and suppliers. We understand these firms to
be a vital component to our project's success.
Gallo Mechanical, LLC
In our experience, any time a major trade partner can be involved early in the design process, the project will have the most success.
Mechanical, Electrical and Plumbing trade professionals can bring valuable insight and solutions to the design team, and help the
contractor identify and procure long lead items as well as make material recommendations.
Bernhard Mechanical
MCC Mechanical
The following firms can be recommended to the Mechanical, Electrical and Plumbing trades. The Lemoine Company is open to
engage with any preferred subcontractor of The National World War II Museum not shown.
Electrical Subcontractors
E.P. Breaux Electrical
Frischhertz Electric
All Star Electric
Project Name
Contract Value
Delivery Method
General Contractor
Mechanical & Plumbing
Design-Assist
Lemoine
$150MM
P
P
LSU Tiger Stadium South Endzone Expansion
$75MM
P
P
$70MM
P
P
P
$100MM
P
P
P
ULL Student Housing Renovations and Expansion
$68MM
P
P
$58MM
P
P
Lafayette General Tower Renovations
$57MM
P
P
P
P
$47MM
P
P
P
P
Lafayette General Medical Center Emergency Department and
Surgery Expansion
$42MM
P
P
P
P
$41MM
P
P
University of Louisiana at Lafayette Student Union Renovations
$40MM
P
P
ULL Athletic Facilities - Tier I
$25MM
P
P
Copeland Tower/Landmark Hotel
$14MM
P
P
P
$14MM
P
P
P
Plaquemines Parish Detention Center
$91MM
P
page | 56
Bernhard
Gallo
Electrical
MCC
E.P. Breaux
Frischhertz
All Star Electric
P
P
P
P
P
P
P
P
P
P
P
P
P
P
REFERENCES
Client References
John Doggett
Stewart C. Slack
Millennium Galvanizing, LLC
318-427-9302 | john.doggett@crestoperations.com
318-470-6104 (m) | slack@slackalostdevelopment.com
Project: Millennium Galvanizing Plant
Project: Boomtown Casino Hotel
Nick Burkhead
Shawn Lege
Motiva Enterprises
Tulane University, Facilities
832-337-2206 | nickburkhead@shell.com
504-865-5443 | slege@tulane.edu
Project: Shell Motiva Multi-Purpose Facility
Project: Tulane University Barbara Greenbaum House
Financial References
Stan Silveri
Jill Merkl, Senior Vice President
Nicholls State University
Iberia Bank
985-449-7041 |stan.silveri@nicholls.edu
337-521-4070
Project:Beauregard Hall Renovations
jill.merkl@iberiabank.com
Dr. Joseph Savoie
Trent Sandahl, Senior Broker, Vice President
BankCorp South Insurance Services, Inc.
337-482-6203 | president@louisiana.edu
225-336-5314
Project:UL at Lafayette Campus Housing
Marc Boots, Senior Vice President
Carolyn Martin
McGriff, Seibels & Williams, Inc.
Commercial Properties Realty Trust
225-336-5314
225-924-7206 |cmartin@cprt.com
mboots@mcgriff.com
Project: Baton Rouge Mixed Use Development
Ronnie Burns
The Parish Hospital Service for District A
504-245-5857
Project: New Orleans East Hospital
Ted Terrell
Elk Place, LLC a Wampold Enterprises Company
225-252-4900 | tterrell@wampold.com
Project: Elk Place Plaza Renovations
page | 57
LITIGATION HISTORY
Over the 40 year history of Lemoine, the organization has successfully
completed over 500 projects with a combined total value in excess of
$1.9 billion. The extent of litigation and arbitration involved this work
has been rare and uneventful over time. Several claims are currently in
progress as noted below. We have never had a claim or litigation against
an architect and have only 1 claim against a project owner in excess
of 100,000. This claim was recently settled outside of the mediation/
arbitration process and involved the collection of final payment from the
Subcontractor / Other Claims:
Elizabeth Knight vs. The Lemoine Company, LLC, etal.- Knight filed a
petition for damages related to the work being conducted Lafayette
General Medical Center, Emergency Department and Surgery Expansion.
The claim alleges that Lemoine created road/travel hazards in the
parking lot. Lemoine has submitted the claim to its insurer for legal
representation. The claim is pending at this time.
owner. The owner agreed to the settling of the claim and paid the final
AFC v. Lemoine- AFC filed an arbitration claim related to work on the
amount due.
Lemoine is involved in a non-confrontational litigation
Boomtown Hotel project. The claim alleges that Lemoine did not pay for
matter where an Owner filed suit against the company in an effort to
work completed on the project. Lemoine stopped payment on AFC once
stay the Statute of Repose and protect itself from losing its potential
it discovered defective work and AFC’s refusal to correct and complete
claim. The company, its subcontractors, the design team and the Owner
the work. Lemoine proceeded to place AFC and its surety on notice of
are working together in a collaborative effort to resolve the issues. In an
effort to resolve the issues on the project, Lemoine is expecting that it
the problems.
will successfully resolve the claim with minimal financial impact.
Settled/Closed Claims - Owner
Also, in the ordinary course of business, various claims of subcontractors
Neuromedical Hospital vs. Lemoine – Neuromedical Hospital filed suit
concerning work in progress which are expected to settle in the
against Lemoine for work performed with alleged defects. Suit was
ordinary course of business. Due to the financial condition of some
filed in order to preserve owner’s claim as it approached the end of
subcontractors, performance on their part has been jeopardized to
the statute of repose. Lemoine and owner are working together in a
a point where litigation has been instigated to recover cost overruns
resolution to correct the issues which are questionable as to their fault
due to defective performance. No such proceedings are outside of the
as being design related. Lemoine has also filed corresponding lawsuits
normal customary operation of business, or any amounts in question of
against subcontractors relating to the various issues on the project.
consequence. Below is an itemized description of the pending litigation/
Settled August 2013, out of court and parties are in the process of
arbitration.
finalizing the settlements
Owner Claims:
MOB I vs. Lemoine – MOB I filed suit against Lemoine for work performed
Cypress Bend Real Estate Development Company, LLC vs. Eskew &
Dumez &Ripple, et al - Cypress Bend filed suit against Eskew & Dumez
& Ripple (Architect of Record) and named other parties including their
consulting structural engineers and The Lemoine Company, LLC in its filing
alleging problems with the building including but not limited to cracks
in sheetrock, tile, alignment issues with doors, and sloping and uneven
floor. Lemoine and the Owner have been working together for the past
three years and have recently engaged additional subject matter experts
to correct the issues which we believe are questionable in that they
appear to be caused by geological or structural design considerations
which were not the responsibility of The Lemoine Company.
with alleged defects. Suit was filed in order to preserve owner’s claim
as it approached the end of the statute of repose. Lemoine and owner
are working together in a resolution to correct the issues which are
questionable as to their fault as being design related. Lemoine has
also filed corresponding lawsuits against subcontractors relating to the
various issues on the project. Settled August 2013, out of court and
parties are in the process of finalizing the settlements
Settled/Closed Claims - Subcontractor/Other
Champion Steel Company vs. Lemoine – Subcontractor filed claim in
arbitration seeking payment for alleged extra work due to additional
safety requirement. Lemoine disputes the claim and asserts that the
safety requirements were included in its contract. Lemoine expects a
favorable outcome to the arbitration proceeding. Settled May 2011
page | 58
LITIGATION HISTORY
Southeastern
Overhead Door v. Lemoine - Judgment was issued
Robert Juneau vs. The Lemoine Company, LLC - Robert Juneau, former
against Lemoine resulting from attorney’s failing to appear at a court
Lemoine employee filed suit for an alleged workers compensation claim
hearing; Lemoine subsequently paid the judgment in full at which time
after having been separated from employment for approximately one
the judgment was canceled on April 20, 2010. Lemoine continues to
year. Lemoine disputes the claim as it was not provided timely notice.
pursue the attorney who failed to represent the matter in Lemoine’s best
Lemoine expects that at some point a settlement may be required due to
interest. Settled 2010
conflicting statements between supervisors and the former employee.
Entergy vs. Military Dept., State of Louisiana, Broadmoor and The
Lemoine Company, LLC – Entergy filed suit seeking payment for alleged
unpaid utility charges totaling $110,000(+) servicing a military base
where several on-going construction projects were involved. Lemoine
At this time we are currently pursing discovery on the matter and do not
expect that a material settlement will impact the financial status of the
company. Settled September 2013, out of court and parties are in the
process of finalizing settlement documents.
disputes the claim and asserts that the charges are not related to its
Lemoine vs. Vista Bella – Lemoine filed suit against Vista Bella seeking
jobsite. Motion was filed and granted to remove Lemoine form the
payment on unpaid retainage due.
matter in November 2012
however, no funds have been collected. Related to this claim, HLH
Kevin Dukes vs. Lemoine, et al. – In January of 2012, Dukes filed suit
against a subcontractor of Lemoine & named Lemoine as a defendant to
Judgment has been awarded;
subcontractors have filed for flow-down payment claim resulting from
the owner’s non-payment. Settled, October 2014
a third party claim in which Dukes was an employee of a subcontractor on
RBL vs. Lemoine – In May of 2012, RBL filed suit against a Lemoine
a Lemoine project. The suit file claimed personal injury to the claimant
affiliate called The Lemoine Company of Alabama, LLC. The suit among
resulting from a fall. Lemoine has presented the suit to its insurers and
other things attempts to seek declaratory judgment to avoid a lien
tendered the claim to its subcontractor. Motion was filed and granted
claimed by Lemoine on property for which Lemoine was not paid for as
to remove Lemoine from the matter in June 2012
noted above in the claim Lemoine v. Vista Bella. The matter is currently in
William Stanley vs. Lemoine - In April of 2011, Stanley filed suit against
Lemoine as a third party claim in which Stanley was a patient of an
settlement discussion. Lemoine is not expecting any financial exposure
to the claim. Settled, October 2014
occupied hospital renovation project. The suit file claimed damage
Hamps vs. The Lemoine Company, LLC - Hamps filed a demand for
to the patient’s hearing resulting from being exposed to construction
arbitration claiming damages for unforeseen conditions and scheduling
noise. Lemoine has presented the suit to its insurers in an effort to
delays. Arbitration date is pending at this time. Lemoine is confident it
tender defense and represent its best interest. Defense was accepted
will prevail in this claim. Settled, October 2014
by insurers of subcontractors involved in the matter. Lemoine is waiting
outcome of a potential settlement from the plaintiff before closing the
matter from its open litigation matters. Settled December 2013, out of
court and parties are in the process of finalizing settlement documents.
Tony Berard vs. Lemoine, etal. – In July of 2012, Berard filed suit against
a subcontractor of Lemoine & added Lemoine as a defendant to a third
party claim in which Berard was an employee of a sub-subcontractor on
a Lemoine project. The suit file claimed personal injury to the claimant
Antonio Ordonez vs. Halas Structures, Texas Mutual Insurance Co.,
resulting from a fall. Lemoine has presented the suit to its insurers and
The Lemoine Company, LLC - Lower tiered subcontractor defaulted
tendered the claim to its subcontractor. Lemoine is not expecting any
on Lemoine due to reasons of failure to have Workers Compensation
financial exposure to the claim. Motion Denied October 23, 2015 by the
Insurance. As a result of failure of insurance coverage, one of his
Louisiana Supreme Court in RE: Schilling Acquisitions, Inc. - Defendant;
employees filed a Workers Compensation Insurance Claim that flowed
Applying for Writ of Certiorari and/or Review. Lemoine was successfully
back up to Lemoine as the General Contractor. In result, Lemoine was
determined to be a Statutory Employer being removed from a third
sued. Settled November 2013, out of court and parties are in the
party over action of a lower tier employee.
process of finalizing settlement documents.
page | 59
ADDITIONAL REQUESTED INFORMATION
Subcontractor Selection Process
Project Management Approach
Our thorough Pre-Qualification of interested potential bidders is
an effective way to ensure that appropriate subcontractors are
participating in the project. We have extensive Pre-Qualification
documents and evaluation methods that facilitate this process.
As with the Solicitation process, we communicate pro-actively
and openly with the prospective subcontractors.
We believe that quality project management is a combination of
attention to detail and discipline—achieving precision and doing
the right thing, the right way, at the right time—the first time.
Our stringent project management approach to ensures quality
and utilizes the following practices:
Procurement Process to Ensure Best Price
As part of our comprehensive preconstruction services, we
partner early in the project with The National WWII Museum
and your design team to help find ways to reduce costs without
negatively impacting quality.
•
Management Control
•
Partnering Approach
•
Processes and Reporting
•
Software Systems
As materials are identified in the design phase, we will utilize
our preferred status with national manufacturers and suppliers
to price goods and/or troubleshoot production challenges,
resulting in more accurate (predictable) budgets and schedules
and ensuring the quality you expect.
Self-Performed Work
While this may vary from project to project considering the
overall work load of our craft workforce, the complexity of the
work, and cost analysis, it is very common for our company to
self perform the following disciplines on a project:
•
Field Engineering and layout control
•
Cast in Place Concrete Work for building foundations, slab,
walks, and paving
•
Installation of Division 6 ‐ Woodwork (Wood Blocking,
Millwork, & Casework)
•
Installation of Division 8 ‐ Doors, Frames, & Hardware
•
Installation of Division 9 ‐ Drywall (Matrix)
•
Installation of Division 10 ‐ Specialties (Toilet Accessories,
Toilet Partitions, Fire Extinguishers, Misc. Accessories, etc…)
Management Control
Management Control for the project will identify key
objectives and goals specific for the project, establish roles and
responsibilities of all team members and utilize our already
established procedures and controls. We are confident that we
have assembled a team of professionals that will provide the
expertise and drive necessary to build a quality facility in a safe
and efficient manner.
Partnering Approach
Self-Performed Work Insurance Mark-Up
Our labor burden on any self-performed work is 38%. There are
no other insurance impacts.
Our first task on the project will be human engineering. We must
turn a group of clients, architects, engineers and craftsmen into
a cohesive team. We will do this by understanding the owner’s
philosophy, defining the project goals, developing the strategy
and establishing strong team collaboration. At Lemoine, this
involves integrating our organization with that of the client.
Lemoine’s partnering approach has resulted in more than 85% of
page | 60
our business coming through repeat clients, serving as a key to
our continued success.
At Lemoine, we realize that with hard work and a mutual
commitment to using the proper tools, the partnering process
is superior to other conventional project management practices.
In addition to such measurable benefits as reduced costs and
more efficient schedules, we have experienced improved
quality, innovation and better relationships among the project
participants on partnered projects.
The bottom line of any successful project is the right people. We
recognize the need to build leadership, communication skills and
teamwork among all of our project personnel. With partnering
we now have the specific tools and means of implementation to
recognize and develop these skills. The methods and procedures
for partnering that should be considered for adoption on the
project include the following:
Daily Implementation/Problem Solving – Using the tools
discussed in the Partnering Orientation, the various participants
are encouraged to approach daily situations and problems
encountered with partnering skills.
Monthly/Quarterly Monitoring & Review Sessions – These
sessions are conducted to review the “Project Charter”, measure
the success of the partnering application, resolve outstanding
problems, and adjust objectives and expectations that may have
changed since the orientation session.
Project Critique – Prepared at the conclusion of the project, this
session reviews the project – its successes and shortcomings –
and attempts to derive tangible “lessons learned” that can be
applied to subsequent construction efforts.
Partnering on this project will begin with our leadership team’s
commitment to require good faith and fair dealing on all aspects
of the project. This will mean all project team members are
committed to the concept and will encourage the project team to
see problems as opportunities. Partnering will foster cooperation
and communications, develop trust and allow the team members
to be less resistant to change.
Processes and Reporting
The Lemoine Company has always taken pride in its strong work
ethic and attention to detail. Summarized below is our approach
to processes and reporting which we believe are keys to success
on all of our projects.
Partnering Orientation – This is the first step in the process.
The Partnering Orientation is a planning session to introduce
the partnering/project participants, identify their roles and
responsibilities, establish the partnering tools, and perform
problem solving for critical design/construction problems. An
important by-product of this session is the production of the
“Project Charter”, a document that quantifies the individual
and collective missions and commitments of the participants.
Measurable goals should also be established during this session to
enable the participants to quantify their individual performance
against a mutually approved standard.
Final Estimate Review Meeting – This meeting will occur
prior to finalizing the estimate and will be conducted by the
preconstruction and operation teams in order to receive input
regarding means, methods and buy-in of the estimate.
In-House Preconstruction to Operations Cut over Meeting – This
is a “hand-off” of the project from the preconstruction team to
operations and will occur prior to mobilization. The final estimate
will be reviewed in detail along with trade partner selections,
scopes and any qualifications.
Planning and Scheduling – Overall project pre-planning including
Safety, Start-Up and Schedule development will be performed by
page | 61
the project team. Lemoine will utilize a project specific start-up
checklist and CPM schedule for start-up in order to manage this
process.
In-House Preconstruction Meeting – The project team will present
their plan for execution of the project. The objective of the
meeting is to ensure that the project team’s plan is compatible
with the project budget and owner’s requirements. Attendees
will also include company officers, the preconstruction team and
accounting personnel.
Quality Control Plan – Our Quality Control Plan establishes our
corporate commitment to quality standards that we expect from
our construction team. Its purpose is to establish and document
a methodology for ensuring compliance with an effective
self-inspection system to achieve a project consistent with
programming, drawing and specification requirements.
Pre-Installation Meetings – Lemoine will conduct Pre-Installation
Meetings with all of our trade partners prior to their work
commencing on site. The architect and owner will be invited to
attend as applicable.
Testing – Lemoine will coordinate all testing requirements as
applicable to the project requirements.
Field Survey/Dimensional Control – Lemoine has full time Field
Engineers on staff that will be responsible for all vertical and
horizontal control on the site.
Scrub the Drawings – The Superintendent, Project Manager
and Assistant Project Manager will be required to participate
in the scrub the drawings exercise. This exercise consists of 165
commonly overlooked questions gathered through experience,
which will be identified before the project starts and documented
as applicable.
Jobsite Photographs – Lemoine will take weekly jobsite
photographs and monthly aerial photographs of the project site
during construction.
Submittals and Shop Drawings – Lemoine prides itself on a
thorough review of shop drawings and submittals in order
to minimize lost time in the field as a result of conflicts not
coordinated and resolved early on in the process. We use
Timberline Project Management to track all submittals and shop
drawings. All submittals and shop drawings have a due date in
the submittal log which corresponds to the installation date on
the schedule.
Project Coordination Meetings – Lemoine will conduct weekly
coordination and scheduling meetings with all trade partners.
O/A/C meetings will be held with the owner, architect and
contractor. We will provide minutes to all parties in attendance
to maintain project awareness. In addition to the previously
mentioned meetings, a Friday Package will be distributed each
week. This package will be sent electronically to all stakeholders
and include highlights and information such as:
•
Safety
•
Contract Recap
•
Quality Review
•
Schedule Update & Milestones
•
Open Issues
•
Current/ Open Change Requests
•
Progress Photos
Material Tracking Log – The Material Tracking Log outlines dates
when fabrication is required to start in order to meet the delivery
dates indicated by the project schedule. These dates are tied to
the submittal log as to when they are required to be submitted in
order to meet the delivery schedule.
page | 62
Request for Information – RFI’s will be submitted to the architect
and owner for any issues which are not clearly defined in the
documents.
Billings – Lemoine will thoroughly review all trade partner and
vendor billings prior to submission to the owner.
purchase orders, submittals, RFI’s, change management, etc.
This system is fully integrated with other Timberline systems for
estimating and accounting, resulting in a seamless continuity
between departments. Lemoine deploys and utilizes Primavera
P6 for CPM scheduling and planning.
Safety Plan – A comprehensive, project specific safety and site
utilization plan will be developed by the operations team prior
to mobilization.
In-House Monthly Project Status Reviews – This meeting will be
prepared for in advance and conducted by the project team. It
will be attended at a minimum by the company officer in charge
of the project and accounting personnel. Other company officers
and project teams are welcome and encouraged to attend
these meetings. This meeting will cover project specifics on the
Foundations for Successful Execution – Safety, Quality, Schedule,
Relationships and Profit.
Project Closeout – A prompt and thorough closeout for the
project means that this process must begin during the planning
stages of the project. Knowledge of the contract documents
will be required to clearly identify all closeout items that will
need to be turned over to the owner. Closeout documents will
be included on the Submittal Log to track them. Lemoine has
developed a closeout process and checklist which will be project
specific. Likewise, we have developed a CPM schedule that deals
only with closeout and will also be made project specific so that
we hold ourselves accountable to conclude this phase of work in
a timely fashion. The closeout schedule will be incorporated into
our overall schedule at an appropriate time in the project when
it becomes necessary to closely manage the closeout process.
Lemoine’s superintendents will conduct daily work inspections
of all materials received and work performed for verification
and adherence to the Contract Documents. Lemoine’s
superintendents will schedule and coordinate materials testing
by independent testing laboratories, as well as inspections by
consultants and authorities having jurisdiction required by code
or regulation. In addition to the daily inspections, we will adhere
to milestone inspections before work is concealed, especially
with below grade utilities, pre-pour concrete inspections, above
ceiling & in-wall inspections and final inspections before systems
are turned over.
Currently Lemoine utilizes Predictive Solutions – Safety net for
conducting safety inspections and jobsite audits. This system
documents not only safety violations, but also best practices.
Software Systems
Documentation, Controls and Communication Process
The Lemoine Company utilizes state of the art software systems
to manage and control all project management issues and an
electronic file management system for organizing and controlling
job specific files.
Document Control
Currently Timberline’s Project Management software is utilized
to manage all aspects of the project including; subcontracts,
The document management plan addresses internal and external
document management and control processes, procedures and
work flows among the Company, contractors and outside parties
for general communication and field administration documents.
Document controls will include drawings, specifications,
requests for information, change orders, submittals, transmittals,
page | 63
daily logs, letters, meeting minutes and notes, daily journals,
photographs and other applicable documents.
Document Management Policy
In order to meet any sustainability vision and objectives,
Lemoine is committed to developing and implementing a
paperless environment throughout the project lifespan. All
stakeholders, including suppliers and other outside parties,
should be encouraged to minimize or eliminate the printing of
emails, documents, letters, drawings and other documents.
Wherever possible and allowed by law, digital signatures should
also be considered as an alternate method of approvals. All
paper products should be procured in compliance with green
procurement practices and recycled in accordance with recycling
and reuse requirements.
The types of documents of record to be managed and controlled
include project information, communications, contract
information, project data, reports, submittals and record logs.
Specific examples include, but are not limited to the following:
• Contracts
• Subcontracts
• Purchase Orders
• Field Orders
• QA/QC Memos
• Daily Reports Photos
• Safety Records
• Construction Logs
• Change Orders
• RFI’s RFP’s
• Submittals
•
•
•
•
•
•
•
•
Reports
Plans
Transmittals
Testing
Email Memoranda
LEED® Certification
Drawings Meeting Minutes
Cost Verification package
Communication is absolutely key and essential to any Team
oriented endeavor. In the hectic and fast paced environment of
business today and with so many ways to transfer information and
the speed at which information can move electronically, break
downs in communication can wreak havoc on the effectiveness
and efficiency of a project. At Lemoine, we not only understand
the level of detail and complexity necessary to communicate
amongst our internal team members and trade partners but also
work to provide a collaborative but structured and consistent
means of communicating project status in both narrative and
CPM schedule information as well as both critical and non-critical
issues to all stakeholders including but not limited to the Owner
and its representatives, User Groups, Design partners, Officials,
etc.
Aside from the typical forms of RFI’s, which are issued as
needed, and meeting minutes and follow up action lists to be
issued consistently following any meeting regarding this project,
we implement two key practices to achieve and maintain
communication and progress status amongst the team.
- Monthly OAC Meeting Status Report
The first and more common component of most construction
projects is the Owner/Architect/Contractor (OAC) Meeting
Status Report. These meetings reports are prepared and issued
either Monthly or Bi-Monthly, depending on the demands
or requirements of the project, to key meeting attendees in
advance of the meeting to include information updates as well
as supporting documents focused on several agenda topics as
follows:
•
Safety
•
Contractor’s Quality Control Program
page | 64
•
Progress Schedule Status
•
Submittals, Color Sections, Samples, Mock-Ups
•
Pending Items for Discussion/Action
•
OAC Action List
•
Progress Photographs
•
PSP Win-Win Feedback Forms
Communications Plan
Our project team will meet in the early stages of the planning/
preconstruction phase to create a communications plan for
the Project. The details of the plan will be based on concerns
identified by the owner and the design team members.
The plan will address the contents, approval of, frequency and
distribution process for communicating with these parties:
- The Friday Package
The second but maybe more effective and valued practice we
employ is that of our Weekly ‘Friday’ Package. This package of
information is somewhat of a supplement to the regular OAC
meeting and is utilized to keep all stakeholders informed of the
current progress of the project to ensure that decisions are made
or that action is taken in a timely manner and no issues impede
progress and efficiency. It not only includes condensed narrative
about what occurred on the project during the previous week
but also action item updates, progress photos depicting the
work that took place, and a condense version of the updated
progress schedule. It is our belief that this practice has real
impact and serves to keep the lines of communication open with
more frequency. The Friday Package will be issued via electronic
distribution to all stakeholders on the project team including but
not limited to the Architect(s), Engineer(s), Owner(s), Owner’s
Rep., Lemoine Team Members, Project Executives, and Lemoine
Sr. Leadership.
•
Owner
•
User Groups
•
Design Team
•
Project Manager
•
Neighbors of the site
•
Specialty contractors
•
General public
The goals of the communication plan include:
•
Ensure Owner is kept updated on current project information
•
Establish a clear path in communicating information and
resolving issues, especially in crisis situations
•
Ensure the entire project is communicating the same
positive message and project milestones
•
Maintain public support for the project by keeping
stakeholders and the public informed regularly about
project information and updates
A sample format of this Friday Package follows for your review.
•
Answer project questions and dispel myths quickly
Cost Tracking and Control
•
Communicate project success stores, including local
participation success
Nobody likes surprises, especially surprises about escalating
cost. By deploying a proactive approach, combined with our
procurement strategy to managing unforeseeable changes, we
provide the owner with price certainty and predictability. In this
regard, everyone is assured that the project will move forward
without unexpected cost related impacts. Lemoine’s excellent
record keeping and detailed allocation allows for accurate and
timely reporting, as well as ease of verification and auditing.
page | 65
Building Information Modeling (BIM) Capabilities
Lemoine’s commitment to continuous improvement includes
technological resources to improve building accuracy, scheduling
and cost. Lemoine leverages Building Information Modeling (BIM)
to generate and model digital representations of the physical and
functional components of a facility. Knowledge gained through
BIM modeling supports decision-making from early conceptual
stages through design development and construction. By
integrating the project schedule into the model, we are able to
align schedule, time constraints, and cost-related information
which creates a 4D model. A 5D model is then generated which
allows the design and building team members to visualize the
construction activities and related costs over time. This technique
greatly improves project management and construction delivery
for projects of various size and complexity.
As part of our Team, we have engaged the services of Integrated
Project Solutions. Integrated Project Solutions (IPS) is an
independent BIM solutions provider. They have provided BIM
coordination services and on more than $1 billion in construction
in the last five years. The projects range in size and complexity
from healthcare and higher education to mixed use, museums
and high end data centers. No matter the project, Integrated
Project Solutions can provide a value added service. The
Managing Principal, Mike Furlong, along with being a seasoned
building professional, is also a former Applications Engineer for
Autodesk. Not only does he have the construction background,
but a software background as well. With IPS as part of the
Construction Team, the approach they take is to show each and
every sub-contractor how they can improve their bottom line,
Show the contractor how they can hold their schedule, have a
cleaner, safer job site and improve the quality in the process. The
bottom line to an owner is a better building.
Lemoine and Integrated project Solutions have worked hand
in hand the last three years to establish a committed, working
relationship. In those three years, IPS has coordinated nearly
$100 million worth of construction for us. During that time, our
team saved owners more than $2 million in costs that may have
gone undiscovered until too late to change course.
Utilizing BIM early on can provide many benefits to all parties
involved in the project, including the owner. Some of those early
uses include constructability reviews leading to possible value
engineered items, site logistics studies for staging of materials
and other value added services. But, BIM shouldn’t end with the
completion of the construction. There is information contained
in the federated model that can aid the owner in their facilities
management system during the lifecycle of the building. With
early BIM involvement and management, an information rich
federated model can be well worth the upfront investment .
The partnership of Lemoine and Integrated Project Solutions
brings a long standing, proven track record of BIM use to the
table.
Bonding Cost
1st
$10,000,000
$6.90/$1,000
Over $5.50/$1,000
$10,000,000
Proposed Project Team Organizational Structure
Our proposal project team and organizational structure is
included in Section 2 "Hospitality Experience and Qualifications",
Subsection B "Proposed Project Team".
Review of Design Team Proposals
Lemoine has experience collaborating with architects of a wide
variety of design aesthetics, from both the local and national
levels. We are fully capable, comfortable, and look forward to
partnering with any design team. We appreciate the opportunity
to give our formal opinion on the conceptual design selection,
but feel we would give our best feedback after seeing the third
design team’s proposal and after having the opportunity to
interface with design teams.
With that said, The Lemoine team has conducted a cursory
review of two of the design team proposals to The National
WWII Museum. Based on these initial documents, we are most
impressed by the Baskervill team as their presentation has a
more thoroughly developed conceptual design.
page | 66

The National World War II Museum Hotel Proposal

Transcription

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