Financial services soq

STATEMENT OF
QUALIFICATIONS

SUBMITTED BY:
SWINERTON
INTERIORS

TABLE OF

CONTENTS

STATEMENT OF QUALIFICATIONS
BNY Mellon Capital Management, San Francisco

I. Company Overview

II. Scope of Services

III. Representative Projects

BNY Mellon, Newport Beach

BNY Mellon Capital Management, San Francisco

S W I N E R T O N I N T E R I O R S — TA B L E O F C O N T E N T S

COMPANY

OVERVIEW
FOUNDED IN CALIFORNIA IN 1888, THE SWINERTON FAMILY

OF COMPANIES HAS A LONG, SUCCESSFUL HISTORY OF

INNOVATION AND PERFORMANCE AS PREMIER BUILDING

PROFESSIONALS. SWINERTON BUILDERS IS A PROUD PART OF

THIS LEGACY OF EXCELLENCE, PROVIDING VALUE TO CLIENTS SAN FRANCISCO’S

ACROSS THE WESTERN UNITED STATES. LANDMARK MUSEUM
OF MODERN ART,
Throughout the years, the Company has established a WITH ITS REGAL
reputation for high quality construction, operating with 1920’S PARTNER THE
integrity in all of its dealings, delivering customer satisfaction, PACIFIC TELEPHONE
maintaining financial stability and achieving project team AND TELEGRAPH

excellence. BUILDING, REFLECT
SWINERTON’S HISTORY
Swinerton’s family spirit and values have been the cornerstone OF ACCOMPLISHMENT
of the Company’s success for more than 100 years. These FOR NORTHERN
values are evident today, deeply embedded in the culture CALIFORNIA CLIENTS.

Swinerton is a leader
across the U.S. building industry, recently
ranked by Engineering News-Record as:
No. 4 in Green Building
No. 18 in general building
No. 20 in commercial office
No. 12 in multi-unit residential
No. 8 in entertainment
No. 14 in retail
No. 8 in hotels and convention centers
No. 20 in education
No. 11 in health care
San Francisco Museum of Modern Art

of the Company, and provide the foundation for successive
generations of leadership. As a 100 percent employee-owned
company, everyone at Swinerton has a vested interest in the
successful delivery of superb services.

Swinerton Interiors consists of specialized teams expert in
handling the challenges that come with office and tenant build-
out and renovation work. We have done it all, from fast-track
office remodels and in-use hotel lobbies to retail stores in multi-

S W I N E R T O N I N T E R I O R S - C O M PA N Y O V E R V I E W

tenant complexes. Our teams are accustomed to non-business- “FROM THE BEGINNING,

hour construction schedules that enable work to be done with SWINERTON DEMONSTRATED

the least amount of disruption. THE WILLINGNESS TO TRULY
OPERATE AS AN EXTENSION OF
A D D I N G VA L U E F R O M T H E S TA R T. . . THE OWNER AND DESIGN TEAM.
C R E AT I N G I T T H R O U G H O U T THEIR ABILITY TO WORK WITH
EXPEDITED SCHEDULES
Swinerton Interiors is an invaluable partner for clients through-
WHILE BEING RELENTLESS
out the planning and building process. Our structured,
ON QUALITY CONTROL MADE
detailed process includes comprehensive cost and project
THIS ONE OF THE FINEST EXAM-
controls in order to bring every job to a successful completion.
PLES OF CREATIVE
Preconstruction services may include budgeting, scheduling,
PROJECT DELIVERY IN MY
value management and planning. When we are hired during the 35 YEARS OF EXPERIENCE.”
conceptual or schematic design stage, we can help identify the
— D AV E C A R T N A L , F A I A
most efficient materials, systems and amenities to accomplish C E O A N D P R I N C I PA L
BFGC ARCHITECTS
the goals of the project.

Working with our clients as part of the preconstruction team has
been a strength of Swinerton for decades. When the design is
nearly complete, we take bids from all necessary subcontractors
and combine this with the costs of our work, general conditions,
fees, insurance and profit. This straightforward process enables
us to develop a guaranteed price or lump sum proposal for the

Depth of
Experience
and Value
Swinerton brings
a depth of experience and
capabilities to both public and
private clients. Whether it’s
for high rise or high tech, for
businesses or the daily
Office High Rise Medical Multi-Unit Residential
business of life, we offer Gap Inc. Headquarters Novato Community Hospital, Novato, CA The Essex on Lake Merritt, Oakland, CA
clients solutions that are
smarter, faster, greener, and
more cost effective.

Education Hospitality Interiors
Evergreen Valley College, San Jose, CA Courtyard by Marriott, San Francisco, CA Winston & Strawn LLP, San Francisco, CA


approval of our clients – the basis for a clear construction con-
tract and realistic building schedule.

D E D I C AT I O N T O O U T S TA N D I N G S A F E T Y

Anchored by our slogan — “Make safety a habit….Your
family needs you” — we continue to be one of the nation’s
safest general contractors. Whether it’s in the office or on
the job site, Swinerton is dedicated to creating an accident-free
work environment for our employees, subcontractors, clients,
and the public whose daily lives are affected by construction.

Our exemplary safety record, together with a 10-year
partnership with the California Occupational Safety and Health
Administration, earned Swinerton the premier position as the
first general contractor in the Golden State Program. Swinerton
Builders’ current Experience Modification Rate (EMR) is 0.48,
well below the national average of 1.0. An added benefit of
good safety ratings is lower insurance rates, which allow us to
pass significant cost savings on to clients.

ENSURING WORK EFFICIENCY
A N D E F F E C T I V E C O M M U N I C AT I O N

Work efficiency and effective communication are another top

Swinerton Lost Time Incident Rate
A Record
2.6
of Safety
Industry
Swinerton Builders has
Average repeatedly won the
Associated General
Contractors Safety
Award of Excellence
0.48
— 2007, 2006, 2005, 2004,
2003, 2002, 2001, 2000,
Swinerton
1999....
Swinerton’s Lost Time Incident Rate
is one of the lowest in the U.S.

priority. We want our clients to have ready access to the facts
and materials they need to make informed decisions. We want
our project teams to have the tools and data they need to
develop, manage, and control the work efficiently.

Finally, we want to foster the flow and immediate exchange of
information among all key parties so that everyone is aligned
on a project’s progress, from the owners and designers to the
project management team and subcontractors.


To facilitate and enhance communication, our staff is equipped SWINERTON’S EXPERTS

with the latest technology. Each project team member has a HAVE THE TOOLS AND

laptop and each of our job sites has high-speed Internet access. EXPERIENCE TO PROVIDE
CLIENTS WITH RELIABLE
We use e-mail or wireless technology to communicate directly
ESTIMATES, AND TO
between project management and the project team. These
DETERMINE THE MOST
communication tools give our teams instant, real-time access
EFFICIENT MATERIALS,
to electronically review schedules, meeting notes, Request for
SYSTEMS, AND APPROACHES
Information logs, change estimates, submittals, and computer-
EARLY ON. OUR FOCUS
aided design (CAD) files. ON VALUE MANAGEMENT

Swinerton utilizes Virtual Design & Construction (VD&C) ROUTINELY RESULTS IN

technology to plan and manage projects, and as another means COST SAVINGS OF 20 TO 30
PERCENT — EXCEEDING
to give clients the most accurate, up-to-date information
THE PROJECT FEES.
available. This system allows the preconstruction team to build
the project virtually, then use that model to estimate costs,
detect potential conflicts and more accurately schedule the
construction and procurement.

Efficiency all the way through to the end of a project is
reinforced by our “no punchlist” policy. Our approach is: If
we see it, we fix it. However, to ensure thoroughness, we have
developed a proprietary punchlist software. This system tracks
punchlist items for subcontractors, architects and clients,

Seeing is
Believing
Swinerton’s VD&C tools
allow project participants
to see the project unfold
over the planned course
of construction — before
ground is broken. The
system is also used to
determine which critical
supplies and equipment
should be ordered in
advance to eliminate
downtime; to identify
systems installation
particulars; and to detect
potential interferences so they
can be resolved before they
become problems in the field.
Gap Inc. Headquarters Atrium


providing a comprehensive look at what needs to be done and REDUCE, REUSE,

verification of completion. RECYCLE — WASTE
REDUCTION IS KEY
L E A D I N G T H E W AY I N G R E E N B U I L D I N G S O L U T I O N S TO MEETING GREEN

Swinerton’s Green Building Program is a leader within the BUILDING OBJECTIVES.
SWINERTON HAS WON THE
construction industry. We currently have 120 professionals
WRAP AWARD EVERY YEAR
on our in-house Green Building Team, with more than
FROM 1999 THROUGH 2007.
350 accredited by the U.S. Green Building Council in the
Leadership in Energy and Environmental Design (LEED™)
program. These individuals are working on LEED™-registered
projects throughout the Western U.S. In addition, our senior
managers participate in a number of green building-associated
boards, including the U.S. Green Building Council Board of
Directors. Our Green Building Team is continuously researching
and implementing new green products and technologies that
are both good for the environment and provide economic
benefits. The team works hand-in-hand with clients and
designers to provide practical, cost-effective solutions that
optimize the use of green materials, minimize waste, improve
whole life-cycle costing, and promote energy conservation.

Recognition of SWINERTON’S ENDURING COMMITMENT TO QUALITY, DESIGN EXCELLENCE, AND ENVIRON-

Excellence MENTAL RESPONSIBILITY IS RECOGNIZED BY INDUSTRY AND CLIENTS YEAR-AFTER-YEAR.

“Two attributes clearly separate RECENT AWARDS HAVE INCLUDED:
Swinerton from the competition.
First is your ability to provide true
value engineering. Anyone can Constructor Award Best Places to Work in the Bay Area
Innovation in Construction Techniques Companies with over 1,000 employees
substitute less expensive materi- de Young Museum San Francisco Business Times
als for expensive but not everyone AGC of California
can help to redesign a foundational
system for the structural engineer
or reorganize the window package Constructor Award Partners in Preservation
for the architect in order to maintain Meeting the Challenge of a Difficult Job Historic Preservation
the budget and schedule. The other California Theatre Altenheim Senior Housing
AGC of California Oakland Heritage Alliance
attribute is the rarest of all — loyalty.
At 2300 Harrison we were unable to
execute a contract with one of your Safety Award of Excellence Best Sustainable/Green Commerical
competitors. A week prior to starting Contractors with over 500,000 Worker Hours Project
construction swinerton stepped into Safety Franchise Tax Board Offices
the void and maintained our comple- AGC of California Gold Nugget Awards
tion date and budget despite having
the perfect opportunity to take
advantage of the situation” Excellence in Safety Best Green Building
—Daniel R. Kingsley Corporate Commitment to Safety Presentation Center
Managing Partner Swinerton Builders California Construction Magazine
SKS Investments Construction Employers’ Association


GENUINE COMMITMENT TO DIVERSIT Y

It is our policy to seek out small local and disadvantaged
firms — including those owned by minorities and women —
as part of our commitment to utilizing the resources of the
communities in which we build. Our strong, long-standing
commitment to the inclusion of disadvantaged business SWINERTON’S
enterprises (DBEs) in our projects is substantiated by the HEADQUARTERS

fact that approximately 19 percent of Swinerton Builders’ BUILDING IN

contracting volume goes to DBEs. SAN FRANCISCO
WAS ONE OF THE
We have thorough processes and systems to reach out to the FIRST PROJECTS IN
DBE community. Our in-house DBE database incorporates THE U.S. TO BE
up-to-date information from cities, redevelopment agencies, and CERTIFIED BY THE
other sources. We also maintain ongoing relations with union U.S. GREEN BUILDING
halls that assist in finding minority and female craft workers, COUNCIL IN THE
and we actively seek qualifying second- and third-tier vendors LEED™ EXISTING

and suppliers. BUILDING PROGRAM.

$17.6M $45M $10M $30M $15M $35M $33M $6.5M
Meaningful DBE 45.59% 23% 49% 26% 46.7% 23% 20.1% 84.4%
Participation DBE Participation
In 2007, 19 percent
of Swinerton’s Other

subcontracting
volume went to
DBE firms —
over $231 million.
CSU SFMOMA U.S. LAX The Sports Yerba Buena GAP 250 Point Loma
Fullerton, CA Ice Center Enhancement Club, SF Gardens Embarcadero Branch Library
Children’s Core & Shell
Center

We have worked or are currently working under DBE programs
established by the San Francisco Redevelopment Agency,
City and County of San Francisco, City of Oakland, Bank of
America, and Kaiser Permanente, to name a few. Our outreach
programs include training for subcontractors in relevant areas of
expertise, such as accounting and project controls.


SCOPE OF

SERV I C E S
Following is a sampling of the services we can provide during
the pre-construction, construction and post construction phases
of our projects.

PRECONSTRUCTION
• Goal Setting/Process Planning
• Project/Programming Meetings SWINERTON’S SAN
• Conceptual/Schematic Budget FRANCISCO
• Existing Field Condition Surveys HEADQUARTERS WAS
• Value Engineering Alternatives BUILT WITH RECYCLED

• Constructability Input/Reviews CONTENT MATERIALS,
DIRECT DIGITAL CON-
• Design Development Budget Update
TROLS, FSC CERTIFIED
• 50% Construction Document Budget Update
WOOD, AND ENERGY
• Expanded Program Schedule for Entire Project Team EFFICIENCY IN EXCESS OF
• Early Procurement Schedule TITLE 24.
• Pre-Application Meeting with City
• Subcontractor/Vendor List Development for Approval
• Prepare Bid Instructions

Thorough
planning upfront
saves costs.
Swinerton adds
value from the
start with sound
preconstruction
services.
Charles Schwab, 45 Fremont Street, San Francisco

• Development of Bid Alternates
• Project/Site Rules & Regulations Compilation
• Manage Pre-bid Job Walks
• Prepare Bid Results
• Subcontractor Bid Qualification/Interview Process
• Submit Building Permits
• Prepare Bid Summary for Approval
• Award Subcontracts

SWINERTON INTERIORS - SCOPE OF SERVICES

CONSTRUCTION
• Project Management
• Start information assemblage for LEED Certification (if applicable)
• Project Supervision
• Minimize Construction Impact to Occupied Areas
• Confirm Layout
• Subcontract Administration
• Cost Control
• Photo Documentation
• Provide Permit Expediting and Obtain Permits
• Update and Progress Project Schedule
• Prepare Anticipated Submittal List
• Prepare Expediting/Material Procurement Schedule
• Submittal Process Administration
• Regular Project Meeting Administration
• Regular Subcontractors Meeting Administration
• Special Project Coordination Meeting Administration
• Quality/Control Program Administration – Swinerton Builders’ No Punchlist Program
• Advisory Completion Lists Preparation
• Sequence and Coordinate all Trade Activity
• Sequence and Coordinate with Owner’s Consultants (Telecom, Furniture, Moving)
• Safety Program Administration (w/ Swinerton Builders’ Toolbox Safety Meetings)
• Schedule and Obtain all City, Special & A/E Inspections
CHARLES SCHWAB
• Maintain Record Documents
ELECTRONIC BROKERAGE
• Maintain Permit Tracking Log
• Pre-draw Application Meetings
• Prepare Progress Billings / Lien Releases
• Interim Client Satisfaction Surveys
• Administer System Commissioning/Testing Program

POST CONSTRUCTION
• Prepare Close-Out Documentation
• Complete assemblage of LEED Certification documents (if applicable)
• Obtain Final City Approvals
• Operation, Maintenance & Warranty Manuals
• Final Retention Billing / Unconditional Release
• Final Client Satisfaction Surveys
• 11-month Warranty Inspections


PRECONSTRUCTION SERVICES
Decisions made during preconstruction will have a significant impact on the project’s
overall success. Project planning based on early estimates, schedules, field surveys
and constructability reviews helps to control costs and deliver the project within the
program budget and schedule. As your builder, Swinerton Builders will take a proactive
role in providing the information necessary to make the best business decisions for your
project. It is during the important preconstruction process that Swinerton Builders’
participation in schedule, cost and value management can provide you the greatest value
for our services. Our Team participation during the preconstruction phase can result in
cost savings exceeding our construction fees. Not only does our participation save on
the project’s hard costs, but an organized preconstruction effort can also reduce design
fees associated with unnecessary changes later in the project.

Following are some of the activities that will be included in the preconstruction phase.

G OA L S E T T I N G / P R O C E S S P L A N N I N G

As part of your team, Swinerton Builders is committed to ensuring that your project is
well thought out and executed. Our objective is to work closely with you in fine-tuning
the approach to best meet your project needs and deliver our services expeditiously.

The first step in working with the client and the design team is to understand and
confirm the goals of the project. With the involvement of all key team members, this
effort begins immediately and forms the basis for a partnering relationship.

Goal definition, as determined by the results expected by the client, is crucial. Once
PIPER JAFFRAY
goals are established and agreed upon mutually by the team, a process will be developed
for achieving these goals. Swinerton Builders will collaborate with team members to
define roles and responsibilities necessary to meet the identified objectives of accurate
budgets, schedules and phasing studies. This initial survey of the site allows us the
opportunity to identify potential areas of concern relating to the proposed design
schemes and demolition plans.

C O N S T R U C TA B I L I T Y R E V I E W

Along with the phasing plan, Swinerton Builders will begin to work with the design
team in design review. This allows us the opportunity to suggest alternate materials
and construction details to make your project easier and less costly to build. Early
considerations of constructability can reduce re-design costs and, more importantly,
minimize disruptions that can occur when redesign is required after a project is under
construction.

During design we will carefully review the entire building and infrastructure system
including structural, HVAC, mechanical/electrical, tele/data wiring, sewer, power, etc.
This exercise will be performed cooperatively with the team and based on the program
requirements.


E S T I M AT E S A N D B U D G E T S

Preconstruction estimates are established at the earliest phases of conceptual/schematic
design. We begin by preparing a complete materials and systems quantity take-off. Based
on extensive budgeting experience, our team makes initial assumptions as to project
requirements. After reviewing these assumptions and discussing our quantity take-offs
and schedule with the Project Team, we price the quantities based on current market
costs for labor, materials and market conditions. Additionally, we estimate the required
General Conditions and “soft costs” to support the project during construction.

The computerized estimating program we use for presenting the project is designed to
show all of the detailed quantities and unit costs that make up the complete estimate.

The flexibility of the system allows us to categorize the estimate by line item detail,
project phase or by building system. We can also separate the estimate, as required, into
individual areas or buildings.

This detail is brought forward to a summary level that shows the major system
categories, General Conditions, applicable insurance, taxes, bonds, contingencies and
fees. For informational purposes, these costs can also be shown as a percent of the total
project cost and as a square foot cost of the entire project.

Combining today’s latest computerized estimating technology with the hands-on team
approach of knowledgeable and experienced estimators, we are able to provide an
accurate budget.

Results of the Goal Setting/Process Planning phase will include:
• Understanding the operating, budgetary and schedule requirements of the client
USF SCHOOL OF BUSINESS
• Establishing measurable project results
• Defining team members’ roles and responsibilities towards the success of the project
• Establishing specific goals and milestones

• Developing plans to mitigate anticipated obstacles.

FIELD SURVEYS

The preparation of an up-to-date field survey is one of the first critical elements of project
planning, especially for the client project. Knowledge of existing site conditions, building
systems, accessibility, etc., is imperative in the development of the program.

The preconstruction estimating process is a dynamic process. The baseline estimate will
be updated through continuous Team input and “what-if” analysis through the Team
value management process.

VA L U E M A N AG E M E NT S E S S I O N S

Value Management sessions are conducted during the preconstruction phase to identify
when adjustments can be made to reduce costs, speed construction, or enhance a
project’s value. Never is the exercise done to eliminate program requirements - true
Value Management is making the best decisions weighing both the costs and quality
goals of the project. With the team we will review the design to ensure it is the most cost


effective and consistent with project goals. In all cases, we will seek to find possibilities
to improve quality, expedite schedules and optimize costs.

Our purpose in the Value Management process is to be a constructive partner in
developing and pricing the VE and costs savings proposals. We will present detailed
alternatives for the entire team to review and prioritize.

CONTINUUM OF COST CONTROL

The continuum of the project cost control begins with the establishment of the initial
baseline project estimate. Each subsequent phase (i.e. schematics, design development
and check at 50% C.D.’s) estimate has an established revision number and estimate
date. These revised estimates are summarized and compared “side by side” on estimating
system to each previous estimate. In this format, it is easy to visualize and understand
the significance of a system or material design change and its direct cost impact to the
project estimate.

This cost control process continues throughout preconstruction. With the conclusion
of preconstruction and the start of construction, the final project estimate is directly
transferred to our JD Edwards Contract Management System on a line by line basis.

PRECONSTRUCTION SCHEDULING

Scheduling is the most important element in the project planning process. We use the
Primavera Critical Path Method (CPM) or Suretrak to prepare and maintain the schedule
over the course of each project phase. We will prepare an on-going initial construction
schedule and will update the schedule for presentation at the project meetings.

LANDELS, RIPLEY & DIAMOND A schedule that reflects all components of a project, from programming to move-in, is a
vital tool for both managing and reporting on the project progress. We view our role as
“Team leader” in preparation of the schedule.

The construction portion of the schedule includes all activities that are necessary to plan
and execute the construction. These activities include processing all designer deliverables,
approvals, subcontractor selection, submittals, material procurement, fabrication and
delivery events. All delivery activities are linked to the installation of the material,
providing an accurate picture of the submittal and approval timeline. This allows the
entire Team to efficiently plan and review its process.

PROCUREMENT SCHEDULING

Inherent in the project master schedule is the identification of lead times for materials of
construction. Through our experience and research of items specifically required for this
project, we develop a procurement schedule that is both integrated in the overall project
schedule and printed separately. As items of procurement affect the sequence of the work,
the logic diagram will reflect the inter-relationship between materials of construction delivery,
installation contacts and other trades affected by the sequence of work.

M AT E R I A L S M A N A G E M E N T

In preparing the procurement schedule, Swinerton Builders will work with the Project


Team to identify long-lead items and materials that may require pre-purchase in order
to meet the project timeline.

SUBCONTRACTOR BIDDING

Over the years, Swinerton Builders has earned a well-respected reputation within
the subcontractor community. Our positive relationships gain us, and our clients,
the benefit of preferred pricing from many of the trade contractors. During the
preconstruction phase, Swinerton Builders will collaborate with the project team to
develop a subcontractor bidders list for your project.

A key element in controlling cost during construction is providing subcontractors
with the most comprehensive bidding documents. In preparation for compiling trade
packages we focus on:
• a good set of construction documents that accurately describe the work to be bid.
• a detailed bid package to supplement the documents prepared by the designers
• a preapproved list of qualified bidders

Regarding the quality of the construction documents, our input during the entire design
process will enable the design team to efficiently spend their time in the detailing
required and on identifying and resolving constructability issues. Clarification in these
areas will help subcontractors and material suppliers thoroughly understand the scope
of their work.

Good construction documents may not answer all of a bidder’s questions. Subsequently,
we have developed a system of “bid packages” that supplement the designers documents
SF STATE UNIVERSITY AT
with specific instructions regarding:
WESTFIELD SF CENTRE • Items to be included specific to that bid package (e.g. rough carpentry vs. millwork)
• Site work rules and hours
• Job specific schedule requirements
• Site ingress, egress and traffic control
• Material handling equipment and rules
• Temporary facilities for sanitary, power, water, security and hoisting
• Insurance requirements
• Form of agreement
• Bid form with alternates and unit pricing
• Detailed schedule requirements
• Unit price schedule

Giving specific instructions to subcontractors along with the construction documents
results in more accurate and complete sub-bids. “Gray areas” and change orders/claims
are minimized.

The “Bid Package” is distributed to prequalified firms with an “Invitation to Bid.” Firms are
prequalified based on their relevant experience, financial stability, shop and field labor resources,
performance record and, of course, the agreement of the Project Team. Approved bidders are


supplied with the contract documents via the “Bid Package” and required to attend a prebid
briefing. We also request that the Project Team attends to directly answer questions raised.

M/WBE PROGRAM

Our corporate philosophy upholds our strong commitment to the inclusion of minorities
and women on our projects. We are experienced in achieving high participation goals for
our clients and have been recognized on numerous occasions by the community for our
efforts in this area. We have worked, or are currently working under, M/WBE programs
established by the following agencies:
• San Francisco Human Rights Commission
• San Francisco Redevelopment Agency
• Port of Oakland
• Los Angeles Community Redevelopment Agency
• State Department of Corrections

We continue to work with many of our private clients to meet their participation goals.

Over the years we have developed many in-house resources to help in this endeavor.
These resources include a full-time Director of Affirmative Action, an elaborate
community “outreach” program, an extensive database of first and second tier MWBE
firms and a program that assists qualified firms in attaining bid documents and meeting
financial and insurance requirements. On a company-wide basis we average a 17%
M/WBE spend and we have achieved as high as a 30% spend in this regard on major
accounts.
FOUNDRY SQUARE
SUBCONTRACTOR AWARDS

Bids are received, opened and analyzed in the presence of the owner and designers.
Routinely, the two or three most favorable bidders will be interviewed to affirm their
understanding of the work and conformance to the design documents and Bid Package
instructions. With Project Team approval, subcontracts are awarded. Conformance is
monitored and coordinated by the Project Manager.

The combination of Swinerton Builder’s bid packages, volume purchasing power, proven
track record of planning jobs on schedule, and quick payment to vendors, results in the
most cost efficient pricing available to our clients.

ASSEMBLING THE GMP

The GMP is assembled as a result of two phases of pricing:

1) the estimating/budget process during design development; and

2) the collection and analysis of subcontractor bids.

The GMP is compiled of the fixed sums of subcontractor/vendor bids, general conditions
and stated mark ups, as well as required allowances and contingencies required and
mutually agreed upon by the Project Team. Allowances or contingencies monies that are
not used in the project are credited to the owner by final change order.


PRECONSTRUCTION OVERVIEW

Swinerton Builders is known throughout the industry for providing reliable and
accurate preconstruction services. With most of our work performed on a negotiated
basis (approximately 80%) we are routinely involved in the early studies and planning
of projects of all sizes and scopes. We are confident that our preconstruction efforts
help clients to minimize job costs, eliminate or reduce future claims by subcontractors,
accelerate completion, promote quality, and result in a more efficient and healthier
working environment - all while focusing on solutions that meet your project objectives.

CONSTRUCTION SERVICES
PROJECT MANAGEMENT

Once the construction begins Swinerton Builders will maintain the responsibility of
keeping the project on track and apprising the Project Team of cost and scheduling
status regularly. The Project Manager will conduct and document weekly project meetings.
These meetings are action-oriented with every open issue reviewed and assigned a resolution
action with a member of the Team and a committee completion date.

During these meetings various project reports are distributed by the Swinerton Builders
management team for review. These include our “real time” budget cost reporting,
detailed project logs for submittals, requests for information, document controls and
change order logs. These reports are maintained in our in-house JD Edwards Contract
Management System.

TEKNION SHOWROOM G M P A D M I N I S T R AT I O N

Cost and schedule are agenda items at all preconstruction and construction meetings.
Swinerton Builders holds itself accountable to ensure that we maintain both budgeted
cost and schedule from the project’s preconstruction through completion.

When Swinerton Builders becomes aware of a required scope change, we will promptly
provide the owner with a description of same, as well as a rough order of magnitude
(ROM) stating approximate impact to schedule and total cost (inclusive of other areas of
project which are incidentally impacted). Upon customer approval, we will price work,
quoting a formal change order based upon actual bids from subcontractors/suppliers.
Upon execution of change order authorization by customer, the appropriate work will be
scheduled and executed. Costs, schedule, and scope description of all change orders are
continuously tracked by our reference log and by our JD Edwards Contract Management
System.

S U B C O N T R A C T O R C O O R D I N AT I O N M E E T I N G S

Meetings are scheduled each week, where Field Superintendents from each subcontractor
meet with the Project Superintendent to discuss coordination and scheduling issues.
This includes reviewing both activities and the schedule for the upcoming 3 weeks.
These meetings provide a place for subcontractor interface and a common ground for
each subcontractor to bring up concerns and problems they may have regarding the job.


During the 3 week “look-ahead” schedule review, each subcontractor is made aware of
key milestone dates in the near term.

S U B C O N T R A C T O R S T R AT E G Y

The subcontractor scope packages prepared during the buy-out phase of a project
are set up into biddable sections that allow for maximum bid coverage. This early
effort of clearly defining scope of work by trade, helps us achieve the best schedule
and cost results during construction and results fewer change orders by the subs after
construction start. Our superintendents use these scope packages regularly to keep subs
on track as to the scope included in their contract.

SCHEDULING

Scheduling is the most critical element in the project control process. Each of our
projects utilizes a Primavera Critical Path Method (CPM) or Suretrak program in
preparation and maintenance of project schedules.

Once the schedule has been defined, adjusted, modified and approved by the entire
Project Team, it becomes the responsibility of our site staff to make sure it happens.
Because the Superintendent is the individual coordinating the subs and supervising the
site, he, or she, is the best choice for accurately monitoring the work, and anticipating
issues that might impact schedule.

The basic elements of maintaining a schedule are as follows:

• Monthly Status - In order to maintain proper control of the schedule it is necessary
to status the project to an as-built condition at least once a month and more
ISTAR FINANCIAL SERVICES frequently if the situation warrants.

• Problem recognition and logic enhancements - The schedule must be reviewed for
impacts to the timeline and end date. The Team must be able to recognize what
is happening, track the logic back to the source of the problem and to make the
proper logic and duration adjustments. The advantage of this being done in the
field is substantial. Adjustments may require accelerating, trade overlap (stacking)
analysis, and addition of more detail to work around the problem or issue.
Subcontractors need to be included in this process.

• Synchronize the master schedule with the daily sub-schedule - The Superintendent
generates daily and 3-week “look ahead” schedules as a subcontractor management
tools. The coordination between the daily detail and the contract schedule needs to
be consistent. The rolling 3-week schedule reflects the short term plan. It is more
detailed than the overall schedule and will address daily activities for each trade.

ABOUT OUR SAFETY PROGRAM

A safe jobsite is our highest priority on every project. Swinerton Builders’ corporate
safety program is supported and directed by Gary Rafferty, Chairman of Swinerton
Builders. Supported by a dedicated Safety Team, Superintendents are ultimately
responsible for maintaining a safe working environment. Our ongoing training program
for our Superintendents and job-site personnel includes:


• New Employee Orientation
• Weekly Tool-box Safety Meetings
• Monthly Superintendent Safety Meetings
• Annual Corporate Safety Training Sessions

Swinerton Builders will monitor the safety practices of all on-site personnel and the
subcontractors. Each member of the contracting team is required to have a company
safety program which is implemented in the field and Job Specific information.

Swinerton Builders was recognized by the Association of General Contractor’s with First
Place Awards of Excellence for Safety Practices in the years 1996, 1997, 1999, 2000,
2001, 2002, 2003, 2004, 2005, 2006, 2007, 2008 and 2009.

RECYCLING

As part of our culture of minimizing the impact that our projects have on the
environment, we have established an in-house and project-site reduction, reuse and
recycling program. We work with agencies to coordinate the recycling of carpet, wood,
metal, paint, fiberglass, steel, cardboard and drywall and even set up special receptacles
on the jobsite for aluminum, glass, paper and plastic. This program not only helps the
environment; it can also reduce the project cost.

T O TA L Q U A L I T Y M A N A G E M E N T

We focus on problem prevention; we support and encourage the continuous quality
improvement process; and we build quality and value into our project. Total quality
management is the single most important component in achieving our goal of exceeding
OLD NAVY HEADQUARTERS client satisfaction on every project.

COMPLETION ADVISORY PROGRAM

In keeping with our total quality management philosophy, we have developed a
“Completion Advisory Program” that virtually eliminates any remedial work during
occupancy. This program is incorporated into our subcontracts and each subcontractor
and supplier agrees to comply with the direction, spirit and intent, which is to prevent
punchlists before they occur.

PROJECT TURNOVER

As part of our project turnover process, we will conduct extensive systems training for
the your facilities staff. This training can be videotaped and a copy provided to the owner
for future training of new staff members.

WARRANTY WALK-THROUGH

At the eleven (11) month mark after the project completion, we will schedule a project
walk-through with the owner. Our goal is to identify any corrective items that might
have appeared and to address any issues that require attention prior to the end of the
12-month warranty period.


SIMILAR

PROJECTS
B A N K O F N E W Y O R K ( B N Y ) M E L L O N P R I V AT E W E A LT H M A N A G E M E N T,
5 5 5 M I S S I O N S T R E E T, 1 9 T H F L O O R S A N F R A N C I S C O , C A
Currently under construction by Swinerton Interiors, the 6,500 square foot, first generation
interior improvement project will house the San Francisco Private Wealth Management group.
The project entails a reception area, large and medium sized meeting rooms, executive and
open offices, and back office areas such as break room, copy area, file storage and equipment
rooms. The project will be seeking LEED Certification.
Contact: Bob Bennett, BNY Mellon
Cost: $850,000
M E L L O N C A P I TA L M A N A G E M E N T, 5 0 F R E M O N T S T R E E T, S A N F R A N C I S C O , C A
The 95,000 square foot five-floor, phased interior improvement project for Mellon Capital
Management consisted of a reception area, large trading floors, executive, open and
closed offices, large and medium meeting rooms, interconnecting stairway and redundant
telecommunication systems.
Cost: $10,890,000

M E L LO N W E A LT H M A N A G E M E N T, 1 6 0 0 N E W P O R T C E N T E R D R I V E , N E W P O R T B E A C H , C A
The 20,000 square foot, first generation interior improvement project currently houses the
Newport Beach Private Wealth Management group. The project entails a reception area, large
and medium sized meeting rooms, executive and open offices, and back office areas such as
break room, copy area, file storage and equipment rooms. The project will be seeking LEED
Certification. The project achieved LEED Silver Certification.
Cost: $1,584,000

F I R S T R E P U B L I C B A N K , 111 P I N E S T R E E T, S A N F R A N C I S C O , C A
Numerous interior improvement projects for First Republic Bank’s corporate headquarters
over the past fifteen years totaling over 150,000 square feet. Range of projects include open
and closed offices, meeting rooms, base building MEP systems upgrades, interconnecting fea-
ture staircase, data center expansion, flagship ground floor retail banking center, cafeteria and
server, restroom and ADA upgrades and other maintenance projects.
Contact: Corinna Wan, First Republic Bank
Cost: Varies

P R I C E W AT E R H O U S E C O O P E R S , S A N F R A N C I S C O , C A
This project consisted of seven floors of tenant improvement build-out in a new,
Class A, 27-story, high-rise tower. This 135,000 square feet build-out served as
PriceWaterhouseCoopers’ west coast flagship office and regional headquarters. Work included
the installation of ceiling high aluminum and glass partitions, millwork, maple doors, operable
walls and a conference center with audio visual facilities.
Contact: MaryBeth Berry, Pricewaterhouse Coopers, LLP
Cost: Confidential

S W I N E R T O N I N T E R I O R S — R E P R E S E N TAT I V E P R O J E C T S

SIMILAR

PROJECTS
I S TA R F I N A N C I A L , S A N F R A N C I S C O , C A

This high-end, 13,680-square-foot interior improvement project was delivered for iStar
Financial Inc., a publicly-traded finance company focused on the commercial real estate indus-
try. The project consisted of open and closed offices, meeting and conference rooms and back
office areas such as break room and server room. In the early stages of the project, Swinerton
suggested the possibility of LEED certification, an opportunity embraced by the client and
achieved.
Contact: Cassandra Permenter, iStar Financial
Cost: $1,980,000
U B S F I N A N C I A L S E R V I C E S , 5 5 5 C A L I F O R N I A S T R E E T, S A N F R A N C I S C O , C A
Swinerton’s work for Union Bank of Switzerland (UBS) at 555 California Street includes
interior improvement projects on the 32nd, 34th and currently on the 36th floors. The 32nd
floor consists of a 28,000-square-foot tenant improvement, and the 34th floor project consists
of 21,000 square feet of office and operation space, and is constructed in the typical high-end
fashion that has become the trademark for UBS.
Contact: Vito Bacarelli, UBS
Cost: Varies

U N I O N B A N K , 3 5 0 A N D 4 0 0 C A L I F O R N I A S T R E E T, S A N F R A N C I S C O , C A
Numerous interior improvement projects for Union Bank’s corporate headquarters over
the past ten years totaling over 200,000 square feet. Range of projects include major lobby
renovation, historical museum, open and closed offices, meeting rooms, base building MEP
systems upgrade, data center, flagship ground floor retail banking center, restroom and ADA
upgrades and other maintenance projects.
Contact: Robert Michaloski, Jones Lang LaSalle
Cost: varies

P I P E R J A F F R AY, 3 4 5 C A L I F O R N I A S T R E E T, S A N F R A N C I S C O , C A
This tenant improvement project consists of the consolidation of 61,000 square feet of high
end office space on four floors for the financial services firm. It includes construction of the
trading floor, an interconnecting stairwell, executive and open offices, large and small meeting
rooms and server room. A unique challenge of the project included phase construction to
maintain ongoing business operations.
Contact: Debbra Schoneman
Cost: $4,100,000

W E L L S F A R G O B A N K , 3 3 3 M A R K E T S T R E E T, S A N F R A N C I S C O , C A
The 30,000 square feet tenant improvement, phased project consisted of a phased multiple
floor build out including executive offices, open and closed office configuration, restroom
upgrades, back office facilities and a server room expansion.
Contact: Gary Smith, Wells Fargo Bank
Cost: $5,700,000

S W I N E R T O N I N T E R I O R S — R E P R E S E N TAT I V E P R O J E C T S

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