cmar qualifications

CMAR QUALIFICATIONS

TABLE OF CONTENTS

Cover Letter

CMAR Firm Information

1. Key Personnel Qualifications

2. Project Experience (Similar Projects)

3. Past Performance

4. Project Implementation Plan

5. Safety Program

6. Miscellaneous Submittal Requirements

7. Insurance and Bonding Capacity

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COVER

LETTER

CMAR QUALIFICATIONS

COVER LETTER Introduction of the CMAR Contractor WE ARE PLEASED TO SUBMIT THIS RESPONSE FOR ADVANCE PLANNING FOR THE NEVADA STATE PUBLIC WORKS DIVISION (SPWD). As a General Contractor founded and operating in Las Vegas for over 40 years, Martin-Harris Construction, Inc. (MHC) has built over 2,000 projects in the valley, constructing many of the parking structures, retail buildings, schools, offices and public works service buildings that shape our community. As a family run business employing over 350 locally based Associates, Martin-Harris believes whole heartedly in serving the community we live in. In addition to supporting local charities and business organizations, that responsibility extends to helping improve our educational system, while cultivating the next generation of construction industry professionals. Martin-Harris is consistently listed as a leading contractor in publications such as “Top 10 Southwest General Contractor” by Southwest Contractor Magazine and Engineering News-Record’s “Top 400 General Contractors”. Vegas Inc. Magazine consistently ranks MHC #1 General Contractor by employee size in Las Vegas. The National Association of Industrial and Office Properties (NAIOP) has named MHC “Contractor of the Year” eight times in the last eleven years. Martin-Harris has also recently been named “Safest Contractor of the Year” by the Associated General Contractors. Martin-Harris Construction has the manpower, financial and bonding capacity to successfully complete all three SPWD advance planning projects. Given our current workload and project completion dates, the timing of these projects, pre-construction and construction fits well in our backlog projections and team resources. We currently have over 350 full time associates at Martin-Harris Construction and over $1 Billion in bonding capacity.

martin-Harris

Construction RANKED #1

in Las Vegas by number

of employees.

CMAR QUALIFICATIONS

CMAR Expertise The exceptional track record in pre-construction and construction management established by Martin-Harris Construction has been built on the foundation of the complete integration of designer and contractor from project inception to project closeout. In terms of delivery methods, in addition to a broad CMAR and Design-Build portfolio, Martin-Harris has a wealth of experience and a high level of expertise in delivering preconstruction services including negotiated lump sum prime contracts incorporating design-assist structural, mechanical and electrical elements. Within the past ten years, Martin-Harris has put in place more than $800,000,000 worth of work utilizing a CMAR delivery system and, in the company’s history, has completed more than 75 CMAR/Design-Build projects. In fact, Martin-Harris completed Nevada Public Work’s 1st design-build project, the CSN Telecommunications project. Recent design-build projects with the City of Las Vegas include the Solar Covered Parking Lot “D” projects and the original Water Pollution Control Facility 3.5 MW Solar PV System. Recent public works design-build experience with Clark County School District includes the Variety School. Specific to Nevada Public Works experience with a CMAR delivery, Martin-Harris recently completed 2 projects for the McCarran International Airport, the newly renovated building and tenant improvement for the Southern Nevada Health District office, the new Legal Aid of Southern Nevada Office and a renovation for the Public Education Foundation. Within the last four (4) years alone, the proposed Sr. Project Executive, Wade Pope, has put in place over $265M worth of CMAR contracts for Martin-Harris Construction. The entire MHC project team has experience working on CMAR projects and working on CMAR projects together. Notably, the main team members just completed pre-construction and are in the process of finishing construction of two CMAR projects for Clark County School District. Both projects include the new construction of elementary schools including technology labs and libraries on campuses that have been active throughout construction. These CMAR projects represent a sound demonstration of Martin-Harris and the Project Team’s ability to deliver a project in full compliance with NRS statutes. The team is poised to bring their similar experience on a CMAR NV Public Works project to SPWB providing well-established lines of communication and CMAR processes/protocols. As a General Contractor with self-performance capabilities, our team’s experience extends far beyond project administration and provides first hand trade knowledge for effective design constructability reviews, subcontractor management, and schedule coordination. Our self-performance capabilities provide the City with the added assurance that subcontractor trades will be held to the highest levels quality and schedule adherence, with the resources to step in and provide manpower to control critical path items, should the need arise. In addition, Martin-Harris’s Estimating Staff is the largest in Las Vegas, bidding on over three-hundred (300) projects a year. Day in and day out, they are working with local subcontractors on a wide variety of budgeting and value engineering pricing, as well as, soliciting hard bids. Our team has a superior level of knowledge regarding the current local market, materials and resources. Combined, our financial strength, construction knowledge and subcontractor relations assure the SNPWB quality work, at a competitive price.

CMAR QUALIFICATIONS

RELEVANT EXPERIENCE IN NEVADA Educational projects have truly been at the heart of Martin-Harris’s core business and strength. Martin-Harris has completed over 130 educational projects in our 40-year history within the State of Nevada. This portfolio includes a broad range of facilities, from Elementary, Middle and High Schools to Higher Education and specialty facilities for public, federal and private clients. For the College of Southern Nevada, Martin-Harris collaborated on the 1st Nevada State Public Works Design-Build and 1st LEED Certified Project in Nevada: the CSN Morse Arberry, Jr. Telecommunications Building; The Ralph and Betty Engelstad School of Health Sciences on the West Charleston Campus (both completed by proposed Superintendent Kenny Folkersen) and the Science Building on the West Charleston Campus.

Martin-Harris Construction has completed 3 CMAR campuses for the University of Phoenix, a tenant improvement for Kaplan College, and three renovations for Roseman University. For the University of Nevada Las Vegas, we completed the Boyd School of Law and Design-Build of the Tropicana Parking Garage. In 2009, Martin-Harris began a CMAR & Design-Build “On Call” contract, successfully delivering another 18 projects on the occupied campus, safely, over the years since.

We have completed over 100 on time, on (or under) budget projects for Clark County School District (CCSD), 47 of which were renovations or additions to existing schools while they remained operational. It was this experience and success that led CCSD to choose Martin-Harris for the CMAR delivery of their two most recent replacement projects, Rex Bell and Lincoln Elementary Schools. Each campus is being demolished and brand new state-of-the-art facilities are being built to accommodate the high tech needs of today’s students. This selection was a true testament to Martin-Harris’s demonstrated value on complex and challenging CMAR educational projects on an occupied campus.

CSN Experience CSN Telecom Building (NLV Campus) CSN Health Sciences (W. Charleston) CSN Science (W. Charleston)

UNLV Experience UNLV Boyd School of Law UNLV Parking Structure UNLV Concrete Replacement UNLV Solar Technology UNLV Potable Water UNLV Lied Library IT Expansion UNLV Campus Konami Gaming Lab UNLV Clean Room Modification UNLV South Trailer Site Parking Lot UNLV Sewer Repairs UNLV Fume Hoods UNLV Wellness Center Remodel UNLV BSL & RAJ AV Upgrade UNLV RAJ & HCH PV (50 KW) UNLV FMA Lift Foundation UNLV High Bay Building UNLV Raj 4th Floor Remodel UNLV Thomas & Mack Center Grid UNLV Dining Commons UNLV BHS 517 Wall Addition

We are pleased to present the same team of highly qualified and talented professions for the SPWB projects that have spent the last 18 months working on these two (2) CMAR projects for CCSD.

CMAR QUALIFICATIONS

Safety of students, staff and visiting public Martin-Harris’s safety record is unparalleled. We have built 85 projects on an occupied campus environment, thirteen (13) of which have received AGC Safe Site Awards, including CSN’s Science Building E – West Charleston Campus. Overall, we have thirty-four (34) AGC Safe Site Awards and proposed Superintendent, Kenny Folkersen, has been the recipient of seven (7) of them, four (4) of which were educational projects. Our EMR is less than half the industry standard, an excellent rating that provides SPWD peace of mind while saving money on insurance premiums.

Point of Contact MARTIN-HARRIS CONSTRUCTION Guy Martin, President 3030 S. Highland Drive, Las Vegas, NV 89109 Phone (702) 385-5257 Fax (702) 384-7736 www.martinharris.com [email protected]

References

UNIVERSITY OF NEVADA LAS VEGAS Dave Fromer 4505 Maryland Parkway Las Vegas, NV 89154 Phone (702) 895-2873 [email protected]

CLARK COUNTY SCHOOL DISTRICT Steve Drews 4190 McLeod Dr Las Vegas, NV 89121 Phone (702) 799-8710 [email protected]

CLARK COUNTY REAL PROPERTY MANAGEMENT Chuck James, Manager of Design & Construction 500 S. Grand Central Parkway, 4th Floor Las Vegas, NV 89109 Phone: (702) 455-4917 [email protected]

LEGAL AID OF SOUTHERN NEVADA Barbara Buckley ESQ 725 E Charleston Blvd Las Vegas, NV 89104 Phone: (702) 386-1070 [email protected]

SOUTHERN NEVADA HEALTH DISTRICT Andy Glass, Deputy Director 280 S Decatur Blvd Las Vegas, NV 89107 Phone: (702) 759-0875 [email protected]

CMAR QUALIFICATIONS

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CMAR FIRM GENERAL IN

FORMATIO

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CMAR QUALIFICATIONS

CMAR FIRM GENERAL INFORMATION Firm Information FIRM NAME & BUSINESS ADDRESS: Martin-Harris Construction, Inc. 3030 S. Highland Drive Las Vegas, NV 89109 YEAR ESTABLISHED: State of Nevada, 1976 Ownership Type: Corporation Name and Address of Parent Company: Not applicable Principal Personnel: Phone: (702) 385-5257 Frank Martin, CEO (Operations) [email protected] Guy Martin, President (Operations) [email protected] Paul Toplak, Sr. Vice President (Operations) [email protected] Ray Newmiller, Vice President of Preconstruction Services (Operations) [email protected] Steve Shelton, Vice President Field Operations (Operations) [email protected] Larry Johnson, Vice President Estimating (Estimating) [email protected] COMPANY SIZE: 363 Employees

CMAR QUALIFICATIONS

Firm Organizational Chart

One of the key advantages Martin-Harris brings to this project is the ability to utilize members of our Special Projects Group. The Martin-Harris Special Projects Group is a dedicated team catering to specific interior construction requirements. This arm of Martin-Harris has specialty training, resources, and equipment catering to high intensity short duration projects. The team is locally based and readily available to provide manpower at any stage of the project. The MHC Project Manager and Superintendent’s ability to call on them will empower both flexibility and control of the project schedule.

CMAR QUALIFICATIONS

Current Workload Martin-Harris Construction has the current manpower, financial and bonding capacity to successfully accomplish all three CMAR projects for the Nevada State Public Works Division.

Project Name Contract $

CarMax - Rancho - LV 10.2 M

Howard Hughes Corporation V15 16.0 M

Aristocrat Gaming TI 8.0 M

Turano Bakery 15.5 M

Magnum Tower 22.0 M

Marriot Residence Inn - Rancho Cucamonga 17.7 M

Springhill Suites Oakland 22.0 M

Eataly @ MGM 45.0 M

Cactus and Dean Martin Elementary School 25.0 M

Shanghai Plaza 11.0 M

Lamb Development Via West 7.7 M

Northgate (Amazon) Building 9 19.5 M

Emmerus - Sahara 10.2 M

Elysian @ Howard Hughes 50.0 M

Gateway Assisted Living 19.5 M

Abode - Red Rock 48.0 M

Legacy House 2 - Summerlin 19.5 M

San Francisco Marriott - Remington 14.0 M

Hilton City Center 30.0 M

Hilton - Golden Palm 24.0 M

Clark County Multi Use Facility 17.0 M

Switch Nap 10 Phase II 10.0 M

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TAB 1 - KEY PERSONNEL Q

UALIFIC

ATIONS

CMAR QUALIFICATIONS

Tab 1 - KEY PERSONNEL ON THIS PROJECT Project-Specific Organizational Chart With over 40 years of construction management experience, our team is poised to mitigate any potential hindrances projects may encounter and provide SPWD with clear suggestions, making the efficient execution of decisions possible. From Executive Management through the Project Execution Team, Martin-Harris has assembled a team that is fully committed to ensuring that the project’s exact intentions and best interests are met and exceeded.

** In the event Martin-Harris is awarded two of the SPWB CMAR projects, John Hallaway will be added as a Superintendent to ensure 100% field supervision at each project site. *** In the event Martin-Harris is awarded three of the SPWB CMAR projects, Anne Folk will be added to Jon Cox’s team and Randall Maestas will be added as a Superintend on the third project site.

CMAR QUALIFICATIONS

Similar Size, Scope & Roles The following project team will be supported through the life of the project by the full resources of our local corporate office including accounting, information technology, human resource, equipment and warranty departments. SR. PROJECT EXECUTIVE – WADE POPE Wade has 34 years of construction industry experience including an impressive educational project portfolio and over $265M of CMAR contracts for Martin-Harris. His supervision experience includes conducting monthly project review meetings and providing support to the onsite project teams. He has routinely provided review of general conditions, bids, subcontracts, and schedules while overseeing pre-construction services and coordinating responsibilities between estimating and operations. As Senior Project Executive, his role will be to support the project team with his extensive CMAR experience, support resolution to challenges as they arise, and provide key oversight. His experience keeping a global perspective on project milestones and key components will be especially beneficial to these complex projects with regard to the logistical coordination between SPWB Management, University Representatives, campus staff, the Architect, and Engineers. SR. BUSINESS DEVELOPMENT DIRECTOR – CHRIS CALUYA Chris is a results oriented executive with a diverse and proven background in construction management. He is highly effective at CMAR, pre-construction coordination, design assist, project estimating, budgeting and scheduling. Chris has 33 years of experienced in commercial projects, both private and public. His CMAR experience includes new construction and renovations for multi-family/high-density housing, state and municipal facilities, retail, parking garages, higher education, K-12 schools, hospital, medical and correctional facilities. Chris will lead the pre-construction phase of the project and take overall responsibility for coordinating all meetings/team resources, capturing all information (meeting minutes, drawings, RFIs, etc.) in Martin-Harris’s cloud based management software (Procore), while ensuring 100% NRS compliance. Chris will combine his pre-construction and operations expertise to lead constructability reviews, in tandem with the Project Manager and each Superintendent, with input from Key Subcontractors, to ensure CSN receives the best value on the Student Unions Project. Chris will be supported by our in-house BIM Coordinator, Steve Hong. Steve has over twenty years of experience working in various architectural, engineering, and design firms supporting and managing AutoCAD and Revit. He will assist the project team with any 3-D modeling requested by CSN, and/or clash detection through the constructability reviews. ESTIMATING DIRECTOR – TODD O’BIER Todd, assisted by Sr. Estimator, Myreen Michael, seven other Estimators, an Estimating Assistant and three Plans Coordinators, has the capability to lead Estimating Activities for all three of the SPWB projects.

Todd has been predominantly focused on conceptual estimating and budgeting with Martin-Harris Construction for the last 21 years. His wealth of experience includes GMP development, value engineering, material, methods and

CMAR QUALIFICATIONS

systems analysis for over thirty (30) CMAR/Design-Build projects for various market sectors. His NV Public Works CMAR experience includes projects for the Clark County School District, Southern Nevada Health District, the University of Nevada Las Vegas and the Department of Aviation (McCarran International Airport). SR. ESTIMATOR – MYREEN MICHAEL Myreen had 29 years of estimating experience when she joined Martin-Harris in 2013. Since then, Myreen has completed numerous projects in a variety of market sectors. Specific to the CMAR delivery, she has managed estimating activities through the pre-construction phase of projects for clients such as the Department of Aviation (McCarran International Airport), Switch Communications, Van Trust Real Estate, Wyndham Worldwide, the City of Henderson, and Opportunity Village. Myreen will be supported by our team of seven other Estimators, an Estimating Assistant and three Plans Coordinators. PROJECT MANAGER – JON COX, LEED AP As demonstrated by the recent simultaneous completion of two CMAR CCSD projects, Jon has the capability and team structure to complete all three of the SPWB projects. If Martin-Harris should be awarded all three of the SPWB CMAR projects, Anne Folk would be assigned as a secondary Project Manager to add bench strength to the team.

With a Bachelor of Science in Construction Management and a wealth of both field and project management experience, Jonathan brings an in-depth expertise to the pre-construction process. His relevant experience includes numerous CMAR projects involving pre-construction and construction services, higher education and occupied renovation experience. Jon recently completed pre-construction services for two (2) Clark County School District CMAR projects with Sr. Project Executive, Wade Pope; Director of Estimating, Todd O’Bier; and Superintendents, Kenny Folkerson & Jon Hallaway. PROJECT MANAGER – ANNE FOLK If Martin-Harris should be awarded all three of the SPWB CMAR projects, Anne would be assigned as a secondary Project Manager to add bench strength to Jon’s team.

With a USACE Construction Quality Management for Contractors Certification and a deep CMAR portfolio as a Project Manager at Martin-Harris, Anne’s addition to Jon’s team will ensure a stellar performance for SPWB while streamlining communication for all three projects. Her experience includes numerous CMAR projects involving pre-construction and construction services, the Design-Build of a BEQ on a U.S. active Navy Base, and the CMAR delivery of Rainbow Dreams Academy. SUPERINTENDENT – KENNY FOLKERSON Kenny joined Martin-Harris as an Apprentice Carpenter in 1982. After completing the 4-Year Carpenter Apprenticeship Program in only 30 months, Kenny began an aggressively forward moving career with Martin-Harris. He has a stellar CMAR and educational project portfolio. Kenny has completed two (2) projects for the College of Southern Nevada, the Morse Arberry, Jr. Telecommunications Building (the 1st NV Public Works Design-Build project and the 1st LEED Certified project in Nevada) on the North Las Vegas Campus and The Ralph and Betty Engelstad

CMAR QUALIFICATIONS

School of Health Sciences on the Charleston Campus. Kenny recently completed pre-construction services for one of Jon Cox’s CCSD CMAR projects (Lincoln Elementary). He also has an extraordinary safety record. Of the thirty (33) projects Martin-Harris has received AGC Safe Site awards on, Kenny was the Superintendent on seven (7) of them. SUPERINTENDENT (ALTERNATE #1) – JOHN HALLAWAY If Martin-Harris should be awarded two of the SPWB CMAR projects, John Hallaway would be assigned as a secondary, dedicated Superintendent, ensuring 100% field supervision on each project.

In his 20-year career with Martin-Harris, John has demonstrated a proven track record for project success. His expertise as a superintendent in the areas of coordination, scheduling of trades, meeting deadlines on or before schedule due date, and meeting project budgets while ensuring excellent customer relations are just a few of the many attributes he brings to each of his endeavors. John recently completed pre-construction services for Jon Cox’s other CCSD CMAR project (Rex Bell Elementary). SUPERINTENDENT (ALTERNATE #3) – RANDALL MAESTAS If Martin-Harris should be awarded all three of the SPWB CMAR projects, John Hallaway would be assigned as a secondary, dedicated Superintendent, ensuring 100% field supervision on each project.

Martin-Harris recruited Randall in 2012. In his 37-year construction career, Randall has completed a wide variety of projects, including four (4) CMAR projects for Martin-Harris, including the Southern Nevada Health District CMAR with Sr. Pre-Construction Services Director, Matt Parkins, and Estimating Director, Todd O’Bier. Randall was responsible for design constructability reviews, value analysis improvements, developing the phasing plan and master schedule throughout the pre-construction phase, then assuming field management supervision, quality control and safety implementation during construction.

CMAR QUALIFICATIONS

Proposed project team’s experience working together

CMAR QUALIFICATIONS

Resume: CHRIS CALUYA Sr. preconstruction director

TOTAL YEARS OF CONSTRUCTION

EXPERIENCE

YEARS OF EXPERIENCE WITH CMAR

YEARS OF EXPERIENCE

WITH THIS FIRM EDUCATION: CONSTRUCTION MANAGEMENT, COLLEGE OF SOUTHERN NEVADA

SAMPLE RELEVANT CMAR PROJECT EXPERIENCE:

College of Southern Nevada Library Type: New Construction Role: CMAR Pre-construction Director Contract: $22,000,000

College of Southern Nevada Life Transitions Center Type: New Construction Role: CMAR Contract: $3,500,000

College of Southern NLV Laboratory Remodel Type: Renovation Role: CMAR Pre-construction Director Contract: $8,00,000

CCSD West Prep Academy Type: New Construction Role: CMAR Pre-construction Director Contract: $24,000,000

Las Vegas Convention Center Metro Police Substation Type: New Construction Role: CMAR Pre-construction Director Contract: $16,000,000

RTC SMF Mobility Training Center Type: New Construction Role: CMAR Pre-construction Director Contract: $8,000,000

33 YEARS 20 YEARS 1 YEAr

CMAR QUALIFICATIONS

Resume: wade pope Sr. Project Executive


EXPERIENCE


YEARS OF EXPERIENCE

WITH THIS FIRM

SAMPLE RELEVANT CMAR PROJECT EXPERIENCE: Within the last 4 years, Wade has managed over $265M in CMAR projects for Martin-Harris including:

Rex Bell Elementary School Type: New Construction

Role: CMAR Sr. Project Executive Contract: $28,000,000

Lincoln Elementary School Type: New Construction


Northgate Distribution Center Type: New Construction


Ainsworth Gaming Type: New Construction


Catamaran RX Type: New Construction


Harley-Davidson Las Vegas Type: New Construction


Konami Gaming Expansion Type: New Construction


Legal Aid of Southern Nevada Type: New Construction


Thatcher Chemical Type: New Construction


33 YEARS 10 YEARS 4 YEArS

CMAR QUALIFICATIONS

Resume: Todd O’Bier Estimating director


EXPERIENCE


YEARS OF EXPERIENCE

WITH THIS FIRM SAMPLE RELEVANT CMAR PROJECT EXPERIENCE: Within the last 4 years, Todd has worked with Sr. Project Executive, Wade Pope, through the GMP development of over $265M in CMAR projects (listed in Wade Pope’s resume).


Role: CMAR Estimating Director Contract: $28,000,000



UNLV Parking Garage Type: New Construction

Role: Design/Build Estimating Director Contract: $15,000,000

UNLV RAJ Solar PV System Type: New Construction


Variety School Type: New Construction


Catamaran RX Type: New Construction




Thatcher Chemical Type: New Construction



CMAR QUALIFICATIONS

Resume: Myreen Michael Sr. estimator


EXPERIENCE


YEARS OF EXPERIENCE

WITH THIS FIRM SAMPLE RELEVANT CMAR PROJECT EXPERIENCE:

McCarran Airport Canopies Type: New Construction

Role: CMAR Sr. Estimating Contract: $1,900,000

The following is a partial list of projects Myreen has provided estimates for within the last 2 years alone, demonstrating her strong foundation of local subcontractor relationships:

• City of Las Vegas Courthouse • Elementary School @ Farm • Beckley Elementary School • Elementary School @ I-15 • Elementary School @ Maule • Antelope Ridge Elementary • Elementary School @ Lamb • Clark County Public Works

Multi-Use Building • Elementary School @ Ford • UNLV Animal Care Facility

Northgate Distribution Center Type: New Construction


Legacy House Assisted Living Type: New Construction


Opportunity Village Type: New Construction


Turano Bakery Type: New Construction


Opportunity Village Type: Renovation


Switch Nap Data Centers 8 & 9 Type: New Construction


Wyndham Hotel Renovations Type: Renovation 5 separate hotels



CMAR QUALIFICATIONS

Resume: Jon cox Project manager


EXPERIENCE


YEARS OF EXPERIENCE

WITH THIS FIRM

EDUCATION: BACHELOR OF SCIENCE CONSTRUCTION MANAGEMENT, WEBER STATE UNIVERSITY

SAMPLE RELEVANT PROJECT EXPERIENCE:





Wyndham Revere Type: Renovation of 5 separate hotels

Role: CMAR Project Manager Contract: $100,000,000

Tropicana Express Laughlin Type: Renovation

Role: CMAR Project Manager Contract: $3,000,000

Reddy Ice Manufacturing Type: Renovation

Role: CMAR Project Manager Contract: $750,000

Marriott Honors Residential Scholars Community Role: Project Manager Contract: $30,000,000

164,000 SF five story facility includes Honors College, apartment suites, and

convenience store. Features include steel frame structure, CMU structural

towers, central and individual mechanical systems, and pursuing

LEED Gold Certification Owner: University of Utah & State of Utah

Bingham Entrepreneurial & Energy Research Center

Role: Project Manager Contract: $19,000,000

70,000 SF two story facility includes biological and chemical research labs,

an entrepreneurial business development center, and graduate research space. Features include aggregate pier foundation, steel frame structure, and LEED Gold certification. Owner: Utah State

University & State of Utah


CMAR QUALIFICATIONS

Resume: Kenny folkersen superintendent


EXPERIENCE


YEARS OF EXPERIENCE

WITH THIS FIRM SAMPLE RELEVANT PROJECT EXPERIENCE:


Role: CMAR Superintendent Contract: $28,000,000

CSN Telecommunications Building North Las Vegas

Type: New Construction Role: Design-Build Superintendent

Contract: $15,000,000



Harley-Davidson Las Vegas Type: New Construction


Fiesta Casino Expansion Type: New Construction


CSN Health Sciences Building – West Charleston Campus

Type: New Construction Role: Superintendent Contract: $17,000,000

East Career and Technical Academy Type: New Construction

Role: Superintendent Contract: $73,000,000

Clark County Development Services Expansion

Type: New Construction & Renovation Role: Superintendent Contract: $20,000,000


CMAR QUALIFICATIONS

Resume: john Hallaway Alternate superintendent #1


EXPERIENCE


YEARS OF EXPERIENCE

WITH THIS FIRM

SAMPLE RELEVANT PROJECT EXPERIENCE:



Roseman University 14B Type: Tenant Improvement Role: CMAR Superintendent

Contract: $2,700,000

Boot Barn Type: New Construction


Manhattan Condos Type: New Construction


Bozarth Elementary School Type: New Construction


Dusty Dickens Elementary School Type: New Construction


Reedom Elementary School Type: New Construction & Renovation


Rogich Middle School Type: New Construction



CMAR QUALIFICATIONS

Resume: Randall Maestas Alternate superintendent #2


EXPERIENCE


YEARS OF EXPERIENCE

WITH THIS FIRM SAMPLE RELEVANT PROJECT EXPERIENCE:

Southern Nevada Health District Type: Tenant Improvement Role: CMAR Superintendent

Contract: $10,000,000

Infinity Hospice Type: New Construction


The Gramercy Type: New Construction


Switch Nap #9 Data Center Type: New Construction


Switch Nap #8 Data Center Type: New Construction



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TAB 2 - PROJECT EXPER

IENCE (SIM

ILAR PROJECTS)

CMAR QUALIFICATIONS

Tab 2 - PROJECT EXPERIENCE Summary of educational project experience

CMAR QUALIFICATIONS

Project #1 – college of southern Nevada telecommunications building This Martin-Harris Construction project was not only the 1st public Design-Build project in Southern Nevada, it was also the 1st new construction LEED certified building in Nevada. The tilt-up concrete and masonry building is 82,000 SF 2-stories tall, utilizes raised computer flooring and connects adjacent campus buildings with a pedestrian bridge. Home to the engineering, computing/information and media technology departments, the building encompasses state-of-the-art classrooms, computer laboratories, a TV production studio, editing facilities and digital animation studio.

Energy-efficient features include the utilization of natural day lighting to reduce mechanical and lighting loads. High efficiency glazing allows day lighting to enter the building while reflecting the sun’s heat and the high reflective roofing avoids heat island effect. In addition, high output low wattage lighting fixtures are controlled by sensors connected to solatube skylights to avoid unnecessary energy use from artificial lights. Earth friendly water economy is achieved by efficient plumbing and landscaping systems.

Southwest Contractor Best of 2004 Public Project Over $5 Million Award 2004 Spotlight HONOR Award in the Public Works Category

Completion Date: December 2004 Project Budget: $15,669,160 Type of Service: Martin-Harris Construction was the Design-Build General Contractor Project Location: Nevada Client Reference: College of Southern Nevada, Sherri Payne Phone: 702-651-4888 3200 E. Cheyenne Ave, Las Vegas, NV 89030 Key Personnel Involvement: Superintendent, Kenny Folkerson & Director of Estimating, Todd O’Bier Delivery Method: Design-Build

CMAR QUALIFICATIONS

Project #2 – college of southern Nevada health sciences building The 90,000 SF structure is 4-stories tall and provides health science laboratories, classrooms, a 150-seat auditorium and administration facility with an expandable central plant. The building and systems are designed and constructed utilizing green architecture & energy efficiency. The rooftop is designed for future installation of photovoltaics to supplement energy, while being finished with synthetic stucco and stone. A solar voltaic shade structure is planned for future installation.

Completion Date: June 2005 Project Budget: $17,811,730 Type of Service: Martin-Harris Construction was the General Contractor Project Location: Nevada Client Reference: College of Southern Nevada, Sherri Payne Phone: 702-651-4888 3200 E. Cheyenne Ave, Las Vegas, NV 89030 Key Personnel Involvement: Superintendent, Kenny Folkerson & Director of Estimating, Todd O’Bier Delivery Method: Design-Bid-Build

CMAR QUALIFICATIONS

Project #3 – college of southern Nevada health sciences building L-shaped plan of the building creates a large outdoor commons area - the 3-story facility incorporates 16 teaching labs, 17 lecture classrooms, a distance education studio, faculty offices & administration area. CMU/Structural Steel - Widely used shading elements that minimize daily heat gain by 20% Screen walls protect the exterior mechanical systems. The massive wall of glass faces north and is protected from the elements.

Completion Date: December 2003

Project Budget: $14,808,389

Type of Service: Martin-Harris was the General Contractor

Project Location: Nevada

Client Reference: College of Southern Nevada, Sherri Payne Phone: 702-651-4888 / 3200 E. Cheyenne Ave, Las Vegas, NV 89030

Key Personnel Involvement: Director of Estimating, Todd O’Bier

Delivery Method: Design-Bid-Build

CMAR QUALIFICATIONS

Project #4 – UNLV Tropicana parking garage MHC’s approach to preconstruction services centers on adding value to every project by truly listening to our clients and developing a clear understanding of their needs. The success this philosophy in a design-build delivery is demonstrated by the MHC Team’s efforts during the pre-construction phase of the UNLV Tropicana Parking Garage. The project was a result of the increasing student population of the expanding University, combined with a high volume of traffic generated by the adjoining Thomas & Mack event center, creating a need for additional parking on the western side of the campus. While the primary need of the University was a high capacity parking garage, it was imperative that the structure did not exceed three stories, thereby preserving the 360-degree view of the glass enclosed running track on the fourth floor of the adjacent athletic building. The MHC led design-build team proposed a highly efficient parking garage design exceeding the University’s expectations and an option outside of the scope of work to redesign the layout of the existing horizontal space to the west of the garage footprint. The low-cost solution had maximum impact, adding approximately 200 spaces above and beyond the RFP requirements. The second objective of the University for the Parking Garage was for the structure to fit in with the architectural style of the other nearby campus buildings. By working closely with the UNLV Architecture and Planning Department, the design-build team was able to present all aspects of the design through informal coordination meetings that culminated in final design documents that were already reviewed and familiar to the UNLV Planning Staff. This made the approval of the enhanced design much quicker than a “submit and reject” approach. MHC selected, contracted and managed all of the design consultants. By using a highly experienced parking garage design consultant and capitalizing on the team’s previous experience with UNLV, MHC was able to streamline the pre-construction process through communication and experience with both the product and the client. Completion Date: August 2009 Project Budget: $13,236,480

Type of Service: Martin-Harris was the Design-Build Contractor Project Location: Nevada

Client Reference: University of Nevada, Dave Fromer [email protected] Phone: 702-895-2873 / 4505 Maryland Parkway, Las Vegas, NV 89154

Key Personnel Involvement: Director of Estimating, Todd O’Bier

Delivery Method: Design-Build

CMAR QUALIFICATIONS

Project #5 – Lincoln elementary school replacement This CMAR project is an elementary school replacement - new construction, demolition and removal of existing site amenities and school buildings are being phased in order to keep the existing operations uninterrupted for the school year. The new school which consists of 2-stories (level one is 72,616 SF and level two is 26,205 SF for a total of 98,821 SF) is being constructed on the approximately 2.66 acres of undeveloped grass area to the north of the existing building. The new building is primarily steel structure with concrete masonry exterior bearing walls with interior metal stud furring insulation. The interior wall construction is metal stud framing with gypsum board. The scope of work includes site improvements, as well as new parking areas, curb cut realignments, playgrounds and equipment, removal and relocation of portable classrooms and bus drop off area. For pre-construction services, Martin-Harris Construction utilized Navis Works for 3D coordination of structural, sprinklers, plumbing, mechanical, electrical and interference walls and ceilings.

Completion Date: September 2017 Project Budget: $29,000,000 Type of Service: Martin-Harris Construction is the CMAR Project Location: Nevada Client Reference: Clark County School District, Steve Drews Phone: 702-799-8710 [email protected] 4190 McLeod Dr, Las Vegas, NV 89121 Key Personnel Involvement: Sr. Project Executive, Wade Pope; Project Manager, Jon Cox; Superintendent, Kenny Folkerson & Director of Estimating, Todd O’Bier Delivery Method: CMAR

CMAR QUALIFICATIONS

Project #6 – rex bell elementary school replacement This CMAR project is an elementary school replacement - new construction, demolition and removal of existing site amenities and school buildings are being phased in order to keep the existing operations uninterrupted for the school year. The new school which consists of 2-stories (level one is 73,965 SF and level two is 27,103 SF for a total of 101,304 SF) is being constructed on the approximately 2.8 acres of undeveloped grass area to the east of the existing building. The new building is primarily steel structure with concrete masonry exterior bearing walls with interior metal stud furring insulation. The interior wall construction is metal stud framing with gypsum board. The scope of work includes site improvements, as well as new parking areas, curb cut realignments, playgrounds and equipment, removal and relocation of portable classrooms and bus drop off area. For pre-construction services, Martin-Harris Construction utilized Navis Works for 3D coordination of structural, sprinklers, plumbing, mechanical, electrical and interference walls and ceilings.

Completion Date: September 2017 Project Budget: $29,000,000 Type of Service: Martin-Harris Construction is the CMAR Project Location: Nevada Client Reference: Clark County School District, Steve Drews Phone: 702-799-8710 [email protected] 4190 McLeod Dr, Las Vegas, NV 89121 Key Personnel Involvement: Sr. Project Executive, Wade Pope; Project Manager, Jon Cox; Superintendent, John Hallaway & Director of Estimating, Todd O’Bier Delivery Method: CMAR

CMAR QUALIFICATIONS

Project #7 – Variety School (Design-Build) The Clark County School District’s new Variety School, replacing a 50-year-old facility, serves students varying in age from 5-22 with autism, mental or behavioral challenges. Classrooms are organized in three hubs, each catering to a different special need. Located at the heart of the school is a shared activity space, a media center, and gym and multi-purpose rooms that merge into one space for events. Outdoor spaces include play areas, courtyards for outdoor learning, and a student-run garden. By working together to ensure compatibility with the given program elements and the budgetary constraints, the MHC led Design Built Team was able to enhance the program above the RFP requirements to include a Shared Activity Space, Independent Living Unit, and shared exterior courtyards. In particular, the team was able to enhance the vocational learning programs by observing the school’s current programs and imagining ways that the new facility might enhance the school’s ability to teach students the various vocations. Examples include designing the vocational kitchen to mimic casino/hotel hospitality kitchens and turning the programmed recycling storage space into an additional vocational space for student training. In addition, MHC Design Build Team recruited local businesses to become involved with the project, providing input during the design phase and materials/resources once the school became operational.

To meet CCSD’s desire for an early completion, the MHC Team implemented an aggressive 65-week Design-Build approach. The MHC Team fast tracked the project with staged submittals for the civil work and concurrent zoning, power, water, and gas submittals, with a core and shell package followed by finishes. The staged review allowed for reducing the permit process and all the required, City, State and District reviews.

Completion Date: December 2012 Project Budget: $15,483,202.00 Type of Service: Martin-Harris Construction was the Lead General Contractor for the design-build effort. Location: Nevada

Client Reference: Clark County School District, Steve Drews Phone: 702-799-8710 [email protected] 4190 McLeod Dr, Las Vegas, NV 89121

Delivery: Design-Build

CMAR QUALIFICATIONS

Project #8 – Legal Aid Center of Southern Nevada (CMAR) Martin- Harris Construction oversaw construction of this 35,000 SF two-story office space and adjacent parking structure. The project consisted of the new construction of the office, followed by demolition of the existing facility, then construction of the parking garage. The larger space includes multiple conference rooms for training of volunteer attorneys; a classroom that can seat up to 100 attendees for free classes for the public on consumer issues, divorce, bankruptcy and more; as well as separate intake offices to provide privacy for domestic violence victims and separate playrooms do their children don’t have to overhear the details of the case.

As a part of the Las Vegas redevelopment area, the design approach of this building is to serve as an exemplary urban and sustainable infill development with strong community presence. The project’s design challenge was to create an image that portrays confidence, trust, and equal opportunity for people who cannot afford to obtain legal representation. Surrounded by single story redevelopment neighborhood, the building is designed to offer an elegant and contrasting appearance utilizing glass, stone, concrete, trespa panels, and mesh materials.

The project is designed to achieve LEED Silver Rating under V2.2. Covered parking garage, cantilevered roof, exterior louvers, effective shading, daylight & motion sensors as well as material selection are only some of the strategies used in order to mitigate direct heat gain, reduce heat island effect, and specify local recyclable, long lasting materials. Completion Date: March 2013 Project Budget: $7,282,523.45 Type of Service: Martin-Harris was the Construction Manager for the office and CMAR for the parking Structure. Location: Nevada

Client Reference: Legal Aid of Southern Nevada, Barbara Buckley ESQ 725 E Charleston Blvd, Las Vegas, NV 89104 Phone: (702) 386-1070 / [email protected]

Key Personnel Involvement: Sr. Project Executive, Wade Pope & Estimating Director, Todd O’Bier

Delivery: CMAR

CMAR QUALIFICATIONS

Project #9 – Clark County Development Services The Clark County Development Services project consisted of the modernization of an existing building, approximately 47,000 SF, and the new addition of approximately 75,000 SF. Martin-Harris performed the project in three phases over three years while maintaining Clark County Building Department occupancy and services to the public. The project provided an expansion and modernization to the existing Inspection, Permit, and Development Services and new space to move additional departments into to the campus. The main front entrance remained open throughout construction while customer parking was expanded along the east side of the building, with a secondary entrance that connects to the new lobby. The new lobby connects to the existing lobby to create a large, open space to accommodate high traffic customers utilizing a state-of-the-art electronic pneumatic system.

• Nevada Public Works office renovation and addition performed in three phases. • LEED Gold Certified - energy optimizing solutions resulting in reduced operations cost. • The MHC Team worked with the Owner and Architect during construction to design and execute value

added changes for LEED accreditation, without impacting operations of the facility or project schedule. • Since the building was not originally designed to be expanded, exact verification of existing structural

components was critical. MHC conducted an extensive field investigation to verify field conditions and uncover existing conditions.

• Martin-Harris won an AGC “Safe Site” Award for this project. Completion Date: October 2009 Project Budget: $21,566,769.00 Type of Service: Martin-Harris Construction was the General Contractor Location: Nevada

Client Reference: Clark County Real Property Management Chuck James, Manager of Design & Construction Phone: 702-455-4917 / [email protected] 500 S. Grand Central Parkway, 4th Floor, Las Vegas, NV 89109

Key Personnel Involvement: Superintendent, Kenny Folkersen

Delivery: Design-Bid-Build

CMAR QUALIFICATIONS

Project #10 – southern Nevada health district Project scope includes construction of new principal offices for the Southern Nevada Health District, converting an existing big box retail outlet and four adjacent commercial/retail spaces into an interconnected master-planned facility comprised of approximately 85,000 SF of SNHD central offices, four 7,500 SF storefront clinic/departmental offices and a 15,000 SF TB clinic to allow common services and broader flexibility in departmental operating hours. Tenant improvement work was highlighted by replacement of building heating and cooling systems along with electrical backbone and low voltage infrastructure to allow the facility to serve as a command post during emergencies and providing infrastructure for a café to be operated by another government agency. Completion Date: November 2015 Project Budget: $ 11,219,791 Type of Service: Martin-Harris Construction was the CMAR Location: Nevada

Client Reference: Andy Glass, Deputy Director Southern Nevada Health District 702-759-0875 / [email protected] 280 S Decatur Blvd, Las Vegas, NV 89107

Key Personnel Involvement: Estimating Director, Todd O’Bier & Superintendent, Randall Maestas

Delivery: CMAR

+

TAB 3 - PAST PERFORMANCE

CMAR QUALIFICATIONS

Tab 3 - Past Performance CSN Telecommunications Building 80,000 SF New Construction NV Public Works Education Original Contract Completion Date: 12/21/2004 Actual Completion Date: 12/21/2004 – Completed On Time Original Contract: $16,000,000.00 Final: $15,669,160.46

CSN Health Sciences Building 90,000 SF New Construction NV Public Works Education Original Contract Completion Date: 6/15/2005 Actual Completion Date: 06/15/2005 – Completed On Time Original Contract: $16,643,000.00 Final: $17,811,730.29 Owner initiated change included PV rooftop system. CSN Sciences Building 52,000 SF New Construction NV Public Works Education

Original Contract Completion Date: 12/12/2003 Actual Completion Date: 12/12/2003 – Completed On Time Original Contract: $14,670,000.00 Final: $14,808,389.41

UNLV Tropicana Parking Garage 350,000 SF New Construction NV Public Works Educational Original Contract Completion Date: 8/24/2009 Actual Completion Date: 8/14/2009 – Completed Early Original Contract: $13,220,077.00 Final: $13,236,480.00

Lincoln Elementary School 98,821 SF New Construction NV Public Works Educational

Original Contract Completion Date: 9/15/2017 Actual Completion Date: On schedule Original Contract: $29,000,000.00 Final: In Progress

Rex Bell Elementary School 98,821 SF New Construction NV Public Works Educational Original Contract Completion Date: 9/15/2017 Actual Completion Date: On schedule Original Contract: $29,000,000.00 Final: In Progress Variety School – Design-Build 82,000 SF New Construction NV Public Works Educational

Original Contract Completion Date: 12/20/2012 Actual Completion Date: 12/20/2012 – Completed On Time Original Budget: $16,000,000.00 Final: $15,483,202.00 Design-Build Team exceeded RFP requirements while delivering the project under CCSD’s anticipated budget.

Legal Aid - CMAR 35,000 SF New Construction Non-Profit Office Original Contract Completion Date: 1/1/2013 Actual Completion Date: 3/25/2013 – Completed On Time, Owner extended - Original Contract: $6,653,518.00 Final: $7,282,523.45 Owner added changes to scope including upgraded plumbing and electrical fixtures and architectural elements like adding pony walls throughout the entire 2nd Floor. Owner initiated and approved all changes and time extension to the contract.

Clark County Development Services 122,000 SF Addition/Renovation NV Public Works Office

Original Contract Completion Date: 10/15/2011 Actual Completion Date: 10/15/2011 – Completed On Time Original Contract: $19,960,915.00 Final: $ 21,566,769.00 Owner added changes took the project from the ability to achieve LEED Silver to LEED Gold certification. Southern Nevada Health District 122,000 SF Renovation NV Public Works Office Original Contract Completion Date: 11/1/15 Actual Completion Date: 1/22/16 – Completed On Time, Contract Extension – Owner moved into building on time, final permit delayed due to owner FF&E delays. Original Contract: 9,557,274.00 Final: 11,219,791.47 Owner added changes, owner provided OFOI modular office partition walls were delayed resulting in delay of final electrical / low voltage scope of work.

CMAR QUALIFICATIONS

+

TAB 4 - PROJECT IMPLEM

ENTATIO

N PLAN

CMAR QUALIFICATIONS

Tab 4 - Project Implementation Plan a. approach to performing pre-construction services LEADERSHIP, COLLABORATION, ACCOUNTABILITY, AWARD THROUGH WARRANTY Martin-Harris Construction’s approach to CMAR Pre-Construction is to provide Leadership Continuity, Team Collaboration and Accountability and Transparency for the from Project Award through User Occupancy and Warranty. Sr. Director of Pre-Construction, Chris Caluya will work closely with Proposed Project Manager, Jonathan Cox, and Superintendent, Kenny Folkersen, who have both successfully completed recent CMAR projects for the Clark County School District, on occupied campuses. This team will work closely, during pre-construction and both will provide day-to-day leadership on site during construction. Chris brings his expertise in the CMAR delivery process and construction knowledge to monitor progress and cost to ensure Martin-Harris meets, and exceeds, our commitment to the State Public Works Board. The Martin Harris Pre-Construction team will lead the collaboration of the Design Consultants, End User Stakeholders, Nevada State Public Works Representatives and Pre-Construction Subcontract Partners through the Design and Permitting Process. We will closely coordinate and document all phases of the design process including utility coordination and permitting ensuring all parties are well informed and working as a team. Throughout this process, Martin Harris Construction will provide the stakeholders continual updates on Design Progress, Estimates and Schedules maintaining complete transparency and accountability. We approach the CMAR Process as the central communication hub for all parties involved sharing our extensive experience and insight to CMAR requirement in NRS 338. During Pre-Construction, the Martin-Harris’ project team will develop a thorough, detailed plan for project completion. This plan will include estimating, subcontractor qualification, GMP preparation, scheduling, systems analysis, site logistics, utility studies, trade coordination, safety and quality control. This plan will be conveyed in bid documents issued for subcontractor bidding. Each campus will be evaluated individually with the highest priority given to the safety and circulation of students, campus access and parking.

CMAR QUALIFICATIONS

Pre-Construction Management Plan During pre-construction, Martin-Harris’s project team will: ASSIST OWNER AND THE ARCHITECT/ENGINEER During Pre-Construction Martin Harris will provide assistance to the Design Consultants, SPWB and the Campus Stakeholders to completing design as quickly as possible, while achieving all the campus project goals. We will conduct feasibility studies, on-site exploratory testing, systems analysis, utility coordination, plan development, student user interviews, constructability reviews, value analysis, budget and schedule. Martin-Harris’ project team will be a proactive partner team leader to the Nevada State Public Works Board throughout pre-construction. ATTEND PROJECT MEETINGS To gather as well as distribute information, help prevent scope creep between milestone estimates and ensure design remains on schedule, Martin-Harris’ project leadership will coordinate, attend and maintain documentation for all project meetings with Design Consultants, SPWB, Campus Stakeholders, Utility Companies, Authorities Having Jurisdiction and all other project participants. PROVIDE DETAILED COST ESTIMATING Martin-Harris Construction has the largest estimating department in the local industry. We will provide real-time, in-house cost estimating with subcontractor input. Martin-Harris Construction has been a leading General Contractor in Southern Nevada for over 40 years and will bring a wealth of knowledge, experience and relationships to the SPWB CMAR Projects. During pre-construction, Martin-Harris will generate detailed construction cost estimates coincident with issuance of the 30%, 60%, 95% and 100% design submittals and the project team will meet with the Design Consultants, SPWB and the Campus Stakeholders prior to estimate delivery to review scope and assumptions made with respect to quality so that both estimates reflect similar scope and assumptions, or clearly identify variations between the estimates. As design progresses, subcontractor input will become more and more detailed and useful, eventually becoming the basis for later estimates. These estimates provide SPWB the ability to achieve their goals and priorities, while always being aware of their construction budget status. At the outset of pre-construction, Martin-Harris’ pre-construction team will ask a myriad of questions to gain a clear understanding of project scope, desired systems and stakeholder goals and will reflect information gathered in the initial cost estimate. As design evolves Martin-Harris’ team will help ensure that the design mirrors stakeholder goals and will promptly advise Design Consultants, SPWB and the Campus Stakeholders of any perceived departures from original intent. Martin-Harris uses Timberline/Sage estimating software to provide the ability to look at project costs from a variety of viewpoints, sorting costs by systems, familiar 16 Division format, or the newer 50 Division format at the

CMAR QUALIFICATIONS

push of a button. We maintain databases of historical costs that allow comparison of your project with work completed by Martin-Harris in the past. Quantity take-offs are completed in-house by Martin-Harris personnel using OnScreen, allowing our pre-construction team to visually convey estimating assumptions for Owner review and comment. As Subcontractors become more involved, Martin-Harris will require that their electronic quantity take-offs be provided for review and bidding subcontractors for select work packages will similarly be required to submit their take-offs with their bids to allow verification of bidder assumptions where documents are not 100% developed. For structural work, including self-performed concrete and steel structures, Martin-Harris’ pre-construction team has access to Tekla structure modeling software.

CMAR QUALIFICATIONS

CONDUCT CONSTRUCTABILITY AND DESIGN REVIEWS Martin-Harris’ project team will conduct thorough constructability and design reviews at each stage of design development, providing SPWB, Design Consultants, and the Campus Stakeholders with redlined drawings and specifications identifying where additional details are required for accurate bidding and construction, where inconsistencies or ambiguities exist and, with subcontractor input, identifying where SPWB preferred manufacturers, technology providers and suppliers recommended details or specifications may be different from those within the Design Consultant’s documents. Martin-Harris will back check future progress drawings to ensure agreed upon revisions are made prior to subcontractor bidding. Martin-Harris’ pre-construction team will review consultant reports prepared for the SPWB, ahead of those reports being reflected in the drawings and specifications, to ensure early estimates reflect complete scope. Documents such as the soils report, third party building enclosure and acoustic recommendations can all have significant impact on project cost and Martin-Harris staff will review each document’s recommendations to provide cost, schedule and life cycle data to assist SPWB in choosing which recommendations to adopt. We will then work with the Design Consultants to ensure SPWB intentions are reflected within the drawings and specifications. As part of Martin-Harris’ milestone constructability reviews the MHC project team will check for coordination between documents produced by different design disciplines and will selectively model choke points during design development to prevent conflicts in the field. PREPARE AND MAINTAIN PROJECT PLAN AND SCHEDULE

At Martin-Harris, all critical path scheduling is performed in-house. All Project Managers, Superintendents and Pre-construction Directors are trained to use Oracle Primavera P6, and Martin-Harris relies on P6 for all project scheduling. Schedules will be refined and expanded during pre-construction so that they can be included with bid documents issued for subcontractor bidding.

During construction, the Superintendent for each project is responsible for daily maintenance of the P6 schedule. Schedules are closely monitored by the Project Manager and General Superintendent and when issues arise, the entire team works collaboratively to identify solutions and create plans to resolve any issues. PROVIDE VALUE ANALYSIS Value Management is a creative, organized effort, which analyzes the requirements of a project to achieving the best value for the Owner. Martin-Harris has extensive experience in value management for projects of comparable size, scope and complexity to the SPWB CMAR Projects. Working with the SPWB Design Consultants and the

CMAR QUALIFICATIONS

Campus Stakeholders representatives, the MHC Project Team will proactively initiate and develop a list of alternative systems, materials, and construction methods to be evaluated, without compromising the aesthetic, functional or value objectives of SPWB, Design Consultants and the Campus Stakeholders. Value management will be used throughout the entire project. In many cases, the experience and expertise of the MHC team has provided greater value at less cost to the project. Gathering all project related background information (such as zoning or land-use conditions of approval, space programs, and SPWB developed project narratives) allows the MHC Team to better understand SPWB’s goals and vision for the project, making us a better partner in the design process. In addition, the entire team must understand the SPWB’s definition of value and their objectives and goals for the project. After meeting with the SPWB’s, Student Representatives and the Design Team, the MHC Team will analyze the key functional issues governing the project. The MHC Team will work in concert with the design team and all stakeholders to incorporate value analysis into each phase of design and the associated meetings. ADVISE OWNER IN WAYS TO GAIN EFFICIENCIES IN PROJECT DELIVERY Martin-Harris will advise SPWB’s on ways to reduce time to completion and/or cost of construction through evaluation of alternative systems, system components and materials, and through alternative subcontractor delivery methods, such as design-assist and deferred-submittal design-build. EXPEDITE PERMITTING Martin-Harris will assist SPWB, Design Consultants, and the Campus Stakeholders in the permitting process and, when appropriate, will leverage our relationships with local City Councils, the Clark County Board of Commissioners, local departments of Planning and Building & Safety, and Fire Departments.

b. subcontractor qualification process SUBCONTRACTOR SELECTION Martin-Harris Construction has completed over $800 million dollars in CMAR projects in Southern Nevada for private and public works clients such as Clark County School District, Southern Nevada Health District and Clark County Department of Aviation. This experience has given us a clear understanding of the requirements of the CMAR Process as required by NRS 338.1685-338.16995. We have established successful processes for Advertisement, Pre-Qualification of Subcontractors, Pre-Bid Meetings, Bidding Scopes of Work, Negotiating the GMP and Subcontractor Awards in accordance with the statute. During pre-construction, Martin-Harris will publicly advertise a solicitation for subcontractor prequalification applications, as required by NRS 338, and all subcontractors will be prequalified using an NRS 338.16991 compliant process. To maximize the number of subcontract bidders, those subcontractors that have submitted a prequalification application for a project falling under NRS 338.16991 within the preceding 12 months will be

CMAR QUALIFICATIONS

automatically prequalified to the value of their earlier prequalification, and subcontractors appearing on the State Public Works Board’s Qualified List will similarly be prequalified for the work listed on that site and to the applicable limit. Martin-Harris will provide SPWB, Design Consultants, and the Campus Stakeholders with the list of prequalified bidders, along with a list of any firms for which Martin-Harris has rejected a prequalification application. To ensure the SPWB and the Campus Stakeholders receives the maximum benefit of competitive bidding, all work on the project will be performed by specialty subcontractors procured on a “Best Value” basis that includes competitive bidding. Martin-Harris may submit a competitive bid proposal for any Work Category that it is appropriately licensed to self-perform and, should Martin-Harris be the lowest responsive and responsible bidder, Martin-Harris will be awarded a “subcontract” for that scope of work on a lump sum basis as if it were any other subcontractor. c. involvement OF subcontractors in the pre-construction process Martin-Harris will include partnerships from key subcontractors throughout pre-construction to aid in fully identifying the scope of the work for significant trades early in design development. The Martin-Harris estimating department works on as many as 300 estimates each year, we have a wealth of relationships within the subcontracting community serving Southern Nevada. Our knowledge of each firm’s capabilities, both in the field and financially, helps us team with firms during pre-construction that will provide meaningful input in improving the quality of the design and the value the SPWB receives. These trades are generally Mechanical, Electrical, Plumbing, Structural Steel, Mass Excavation and Building Envelope Specialists. Martin-Harris will work closely with these firms in completing constructability and document reviews, updating the Budget Control report and providing periodic milestone estimates. Martin-Harris will use the input and data of these pre-construction partners to check our own quantity estimates and coordinate project scheduling. We have excellent relationships with all these subcontractor disciplines and these firms understand they will not be guaranteed work for their participation. d. obtainING subcontractor bids (in accordance with CMAR General Conditions Section 3.17 and with Nevada Revised Statutes Sections 338.16991 and 338.16995). In accordance with NRS 338.16991, Martin Harris Construction conduct a Pre-Qualification of Subcontractors and Vendors Process. We will advertise the project in a qualified publication for subcontractor and vendor firms interested in bidding the project. Using the criteria given in the statute we will prepare a qualification form that each interested firm must submit. Upon receipt, we will decide as to whether the interested firm is qualified pursuant to the statute. At the completion of the Pre-Qualification Process we will notify each applicant of the

CMAR QUALIFICATIONS

determination and provide a list and a copy of the notification to the SPWB of the approved and disqualified applicants. Upon final determination and notification of the Pre-Qualified Subcontractor/Vendor list, Martin Harris Construction will conduct a Bid Process in accordance with 338.16995. Martin Harris Construction will prepare individual trade bid forms which all parties will be required to submit. We will conduct a pre-bid meeting for all qualified parties. All Subcontractor bids will be opened in the presence of a SPWB representative and/or the Design Consultants. Following bid opening, Martin-Harris will immediately catalogue all bids received and provide the SPWB with a list of bids received, a copy of bids received sorted by Work Category and a summary recap. Bid clarifications and exclusions will be carefully analyzed by the Martin-Harris estimating and pre-construction team. We will evaluate the proposals and determine which proposals are responsive. Responsive apparent low bidders will be interviewed and Martin-Harris will generate a trade by trade bid analysis comparing each bid received. As required by NRS 338.16995, within 10 days of the date subcontractor/vendor bids are due, Martin-Harris will deliver a GMP proposal to SPWB. Martin-Harris will recommend acceptance of the subcontractor bid proposal that Martin-Harris believes represents the best value to the SPWB. e. incorporating Virtual Construction and Building Information Modeling (BIM) Another key element in the Martin-Harris pre-construction process, is our in-house 3D Building Information Modeling (BIM) capabilities. We utilize BIM as part of our process to help coordinate design issues early on. By building a 3D model of the project in the pre-construction stage, we can review and resolve Mechanical/Electrical/Plumbing and Structural and Architectural conflicts. We can identify and resolve location and dimensional issues, sequencing/scheduling roadblocks (4D), Verify quantities/cost (5D), and perform constructability, and design review. This effective process is currently being used on our other CMAR project and it will save the SPWB and the Design Team time and money.

CMAR QUALIFICATIONS

f. approach to performing construction administration and management CONSTRUCTION ADMINISTRATION To enhance project information continuity from pre-construction through construction, all project documentation will be produced by Martin-Harris’s project team utilizing Procore. Procore will be used for all project correspondence and document control. Procore creates a transparent and accountable construction management climate that all stakeholders can access 24 hours a day. This cloud based construction management system will ensure that all project participants are current on project progress, information distribution, design evolution, cost modeling, schedule updates, constructability reviews and current activities. Procore provides an electronic means to manage RFI’s, Submittals, Contact Information, Meeting Minutes, Contract Drawings and Revisions. All information gathered in the Pre-construction Phase transitions seamlessly from the Construction Phase through the Procore platform. Upon completion of the project, Martin-Harris will provide SPWB and the Design Team with an electronic copy of the project records maintained within Procore. COMMUNICATING WITH THE STATE PUBLIC WORKS BOARD During Construction, the MHC Project Manager assumes the lead role and is the single-point-of-contact for the entire MHC Team. Communication is one of the key elements to success on any project. Knowing this, Martin-Harris will coordinate and document the weekly Owner, Architect, Contractor Meetings. This meeting is vital to the transparency of the project. On a weekly basis, Martin-Harris will conduct a project meeting with a structured format that will include the status of Design and Permitting, Subcontractor Buyout, Submittals, RFI’s, Schedules, Events Giving Rise and their resolutions. This thorough meeting format is an effective communication tool. In addition to weekly OAC Meetings, Martin-Harris Construction will provide a Monthly Project Report. In a format designed around SPWB requirements, we will update State Public Works Board with an executive summary including Project Financial Status, Design Status, Progress Photographs, Schedule Updates, and Utility Company Coordination Updates. This oversite tool is an efficient way to keep all executive stakeholders and informed of the project status. CONSTRUCTION MANAGEMENT APPROACH As a Construction Manager at Risk (CMAR), Martin-Harris takes a collaborative approach which focuses on four key aspects of the services to be provided: Cost Analysis and Budget Control; Project Planning and Scheduling; Health

MHC utilizes Procore, a cloud based

construction management system to

capture all pre-construction

decisions in the form of Meeting

Minutes. The system then provides a

seamless progression through

construction organizing all relevant

documents (proposals, schedules,

email and formal correspondence,

drawings, specifications, and

addenda) from project inception

through completion.

CMAR QUALIFICATIONS

and Public Safety; and Quality Assurance and Control. Through close interaction and synergy with the project’s key players (e.g. Owner, Architect, Construction Manager, Design Team, and Subcontractors),

Our approach to the State Public Works Board CMAR Projects will include a Project Management Team who is experienced in CMAR projects. Our Project Executive, Project Manager, and Superintendent are currently completing two CCSD CMAR Schools that are scheduled to open in September 2017. Not only are they all on CMAR projects currently, they are all working together. This veteran staff has a strong team core value and proven success. We are excited to make this team available to State Public Works Board for the CMAR projects. Our plan is to staff each campus with a full-time project superintendent and provide him the temporary facilities each site requires. Our Project Executive and Project Manager will be based at our local main-office and be on-site as required. Our main-office provides all the support, equipment, estimating and administrative resources the project will need. This approach will be cost effective and efficient. SUBCONTRACTOR PARTICIPATION IN CONSTRUCTION Subcontractors on our projects our out most powerful allies. During the construction phase of the CSN Student Union Projects, Martin-Harris will subcontract most of the scopes to be completed. Upon complying with NRS 338.16991 and 338.16995, Martin-Harris will issue subcontracts to the successful subcontractors. Not only will each subcontractor be required to complete their scope of work in accordance with the project documents, they will be the key source in communicating the specific details of their scopes of work. Their expertise in submittals, system selection, troubleshooting, material procurement and scheduling will all be key components to the successful coordination and execution of the project. Our subcontractors will be responsible to coordinate their material and installation dates in accordance with the project schedule and work as a member of the project team at the direction of the project superintendent and project manager. The Martin-Harris project team will conduct individual Pre-Activity Meetings for each subcontractor’s scope of work. These meetings provide an open forum for all subcontractors, foreman and essential workman to meet with the project manager and superintendent to review logistical plans, submittals, schedule and coordination with other trades.

CMAR QUALIFICATIONS

PRO-ACTIVE RFI PROCESS Whether generated in-house or by subcontractors or suppliers, Martin-Harris’ construction teams research issues to insure only legitimate RFIs are submitted for SPWB, Design Consultants, and the Campus Stakeholders response and that the RFI contains a concise description of the conflicts or ambiguities giving rise to the question and a proposed response consistent with the contract documents. Subcontractor or supplier RFIs are not submitted to the Project Team until Martin-Harris had verified that answers are not already contained within the documents.

g. approach to controlling the project construction budget and schedule BUDGET DEVELOPMENT AND CONTROL The MHC Estimating Team utilizes Timberline estimating software, On Screen Takeoff (OST) and maintains a master historical cost database to methodically and accurately develop a cost model for each component of the project. From inception through completion, our focus will be to keep the Owner’s representatives abreast of any variances in construction costs related to the project budget. During pre-construction, Martin-Harris will maintain a Budget Control spreadsheet through which the pre-construction team will track the cost impact of design variations between current design and design assumed for previous budgeting efforts, giving the Owner real-time cost information as design evolves. Value analysis alternatives will also be tracked within the Budget Control report, providing one document that clearly presents current budget progression projections through completion of the final project budget. Martin-Harris uses standardized/uniform work breakdown structure (WBS) cost estimating formats to ensure accuracy and consistency on projects. By using a consistent WBS we can easily retrieve historical cost data for similar scopes of work and ensure that proposed costs are accurate, current, and complete. Estimates from major subcontractors and material suppliers are competitively priced during the proposal stage to verify our in-house conceptual estimates. SCHEDULE CONTROL During the pre-construction phase, the MHC Project Team will be responsible for gathering information and identifying each construction activity involved in the proposed project. With comprehensive input from key subcontractors, a project schedule will be built using Primavera P6 software that will include a Work-Breakdown Structure (WBS); Organization Breakdown Structure (OBS), and Resource Breakdown Structure (RBS). Martin-Harris Construction has its own, In-House Primavera, PMP Certified, Scheduling Department. The MHC Project Team will utilize technology, education and experience to develop a realistic schedule that will outline the project from its inception through project close out. During the early stage of the pre-construction effort, the MHC Project Team will develop an initial version of the Critical Path schedule to develop a strategic phasing plan. Main goals will include the identification the separate design phases, design review and comments, identification of long-lead items, potential schedule disruptions or conflicts, and developing specific work plans that mitigate such challenges. Key milestones, based on key deliverables, will be identified at this time. Supporting activities will be inserted with anticipated durations and tracked to ensure that each timeline is met.

CMAR QUALIFICATIONS

The schedule will be presented at each pre-construction meeting and construction meeting, updated regularly. Updates will allow the team to modify strategic plans for future planning, if needed. As the pre-construction effort progresses, material procurement and construction activities will be added to the schedule. The Project Manager, Superintendent and Director of Field Operations will update the schedule and continue to look for areas of potential concern or improvement. h. approach to performing quality assurance/quality control Martin-Harris provides added value with an additional layer of inspections. Our in-house Quality Assurance Department will assist and ensure the project field team maintains compliance with the contract specifications, final construction drawings, code compliance and achieves the SPWB, Design Consultants and End User Stakeholders quality expectations across the entire project scope of work. QUALITY MANAGEMENT PLAN Martin-Harris Construction utilizes a three phase quality control program based on the following key components: QC – Quality Control is to assure that the completed project meets all quality requirements of the contract, which requires identification of the Goals, a plan to implement the Goals, and enforcement of the Goals. QA – Quality Assurance involves the means by which the Owner’s interests are protected, through reviews, inspections and tests. THE THREE PHASE QUALITY CONTROL SYSTEM

CMAR QUALIFICATIONS

Martin-Harris will implement and utilize a formal project specific Quality Assurance Program on each project. All project management and support personnel will be required to conform to the provisions in the MHC Quality Assurance Manual in accordance with MHC’s scope of work for the contract. The Superintendent is responsible for assuring that the Quality Assurance Program is disseminated to all subcontractors and Martin-Harris field personnel, and that all adhere to it. In addition, the Superintendent has the authority and responsibility to verify that all of MHC’s activities are performed in conformance with the requirements of Quality Assurance Plan. The Superintendent and Project Management Team are committed to the following:

• Identify quality issues. • Initiate, recommend, or provide a solution. • Verify implementation of solutions. • Limit or control further processing, delivery, or installation of non-conforming items. • Correct and prevent installation of unsatisfactory conditions.

Martin-Harris will develop a QA/QC form specific to this project which will be reviewed and filled out daily by the Superintendent. The form will, at a minimum, contain a checklist of quality verifications specific to this project. These reports will be kept on site and any documented quality issues will be corrected and documented within the report generated on the date of such correction. MHC will coordinate all 3rd party testing with the Owner, the Consultants, and the quality assurance agency as critical building systems are installed. All testing reports will be documented and submitted for final review by the authorities having jurisdiction as well as the consultants.

i. approach to achieving project close-out (commissioning, punch-list completion, and warranty work) CLOSE-OUT Our construction management approach will include procedures for commencing closeout early in the project, assembling Operations and Maintenance Manual data as the work progresses and the project team will work to close out each subcontractor’s subcontract within 30 days of the subcontractor substantially completing that subcontractor’s work on the project. It will include procedures requiring each subcontractor to deliver record documentation as work proceeds and Martin-Harris’ project team, particularly the Superintendent, will ensure that drawings and specifications on site are marked up to reflect Architect’s instructions, RFI responses and other clarifying information in a timely manner so that subcontractors and SPWB inspectors both have the benefit of current documents on site.

CMAR QUALIFICATIONS

WARRANTY While developing the Submittal Log, the project team will generate a list of material, equipment or system specific warranties required by the contract documents and each subcontractor’s delivery of its warranties will be a condition precedent to final payment. In addition to specific warranties required within each section of the specifications, Martin-Harris and its subcontractors and vendors will provide a one-year general warranty on all project components. Martin-Harris maintains an in-house warranty team that will participate in training of End User operations and maintenance staff at project completion and, following completion, will log and coordinate any needed warranty work. ONE-YEAR WARRANTY INSPECTION Martin-Harris will conduct a warranty inspection one-year after the date of substantial completion with SPWB, Design Consultants, and the Campus Stakeholders and, as necessary, follow-up inspections with representatives of affected subcontractors. Martin-Harris’ project team will develop a list of identified warranty issues and will proactively work to have the issues remedied. j. approach to achieving compliance with Nevada Revised Statutes Section 338.130 (which requires the preferential employment of honorably discharged veterans and citizens of the State of Nevada in the construction of public works). Martin-Harris was founded in Nevada in 1976. We have routinely provided contractor services for Nevada Public Works Agencies, including CMAR delivery, in accordance with all Nevada Revised Statutes. Martin-Harris commands versatile self-performance capabilities with over 350 permanent Associates and Craftsman - 100% of which live in Nevada. Any of these tradesmen who are honorably discharged veterans will be given preferential job assignment to the referenced project. In addition to the efforts listed below, Martin-Harris will solicit participation from the subcontractors listed on the Nevada Governor’s Office of Economic Development Directory of Certified Emerging Small Businesses and the SPWB List of Contractors with Veteran’s Preference. http://publicworks.nv.gov/uploadedFiles/publicworksnvgov/content/Documents/SPWB/List_of_Contractors_with_Veteran's_Preference.pdf

CMAR QUALIFICATIONS

MHC’S OPPORTUNITY PROGRAM Martin-Harris Construction (MHC) is a relationship driven firm. We are committed to developing long term winning relationships with our Veteran, Small, Disadvantaged, Local, Women, and Minority Business Enterprise (V/S/D/L/W/MBE) subcontractors and suppliers. The MHC Opportunity Program targets small business participation providing V/S/D/L/W/MBEs coaching and training, assistance in the bidding processes and procedures, clarification of Public Contracting Laws. We also assist in training our subcontractor’s in safety programs, understanding of certified payroll, ‘match making’ in assisting V/S/D/L/W/MBE businesses in developing relationships with quality construction surety firms. These informal mentor protégé techniques have resulted in many long-term relationships with V/S/D/L/W/MBE partners. ESTABLISHED V/S/D/L/W/MBE DATABASE Martin-Harris has a well-established database of prequalified V/V/S/M/W/DBE businesses that are included on the bidder’s list for every subcontract solicitation for products and services they can provide. To maintain our relationship with these firms:

• MHC has a dedicated Small Business Liaison, Nicole Lumpkin, that is available to all V/V/S/M/W/DBE Subcontractors that have questions about doing business with us. She is responsible for ensuring Subcontractors get connected with the right people in the right department whether it be Safety, Operations, Estimating or Accounting to help streamline communication and get the answers they need in a timely manner.

• MHC conducts programs that develop and promote company policy statements that demonstrate the company’s support for awarding contracts and subcontracts to V/S/M/W/DBE businesses from all possible sources.

• MHC ensures that subcontract procurement work packages are designed to permit the maximum possible participation of V/S/M/W/DBE businesses.

• MHC reviews subcontract solicitations to remove statements, clauses, etc. which might tend to restrict or prohibit V/S/M/W/DBE businesses.

• MHC provides workshops exclusively for V/S/M/W/DBE businesses that provide training on how to prepare bid proposals, work with our Estimating department before and after the bid process, and how to work with our Operations department. This workshops also include the opportunity for S/M/W/DBEs to benefit from mentorship regarding insurance, bonding, safety, accounting/compliance documentation questions.

• MHC offers S/M/W/DBEs debriefing opportunities with our Estimators to explain the strengths and weaknesses of their proposals to help them improve and succeed.

• We routinely hold Outreach Events exclusively for V/S/M/W/DBEs to network with members of our Estimating, Business Development, Pre-construction, Safety, and Operations staff.

CMAR QUALIFICATIONS

• We participate in mentoring opportunities provided by small business organizations such as the National Association of Minority Contractors (NAMC), the Western Regional Minority Supplier Development Council (WRMSDC), the National Contractors Association (NCA) Diversity Committee, and the Women’s Business Enterprise Council (WBEC) West.

EXPANSION OF THE V/S/M/W/DBE DATABASE Martin-Harris continuously strives to expand our diversified small business subcontractor and vendor database. Our commitment to V/S/M/W/DBE participation extends throughout the entire organization. Associates from our Executive Board, Business Development, Pre-construction, Operations and Estimating departments are involved in the community recruiting new V/S/M/W/DBE companies.

• MHC actively participates and is a Corporate Member of: o The National Association of Minority Contractors (NAMC) and our Sr. Vice President of Operations

serves on the Corporate Board of Directors o The Western Regional Minority Supplier Development Council (WRMSDC) o The National Contractors Association (NCA) Diversity Committee o The Women’s Business Enterprise Council (WBEC) West

• MHC sponsors and actively participates in mentoring, matchmaking, and networking events held by various small business organizations such as:

o The Latin Chamber of Commerce o The Urban Chamber of Commerce o The National Association of Women in Construction o Las Vegas Visitor and Convention Authority (LVCVA) o Commercial Real Estate Women of Las Vegas (CREW) o Nevada Economic Development o The Las Vegas Global Economic Alliance (LVGEA)

• MHC works with NDOT, the Department of Aviation, and various V/S/M/W/DBE certifying agencies to hold Outreach Events for qualified, but uncertified businesses that would like to get more information, or help with the certification process.

• MHC routinely holds workshops for V/S/M/W/DBE businesses to learn how to get prequalified on our database and answer any questions they may have about working with us.

• MHC places advertising in the Las Vegas Review Journal and El Tempo and utilizes the search engines from the NV Governor’s Office of Economic Development, SPWB List of Contractors with Veteran’s Preference and the NDOT Certified DBE Vendor List to identify new V/S/M/W/DBEs to recruit and invite to bid opportunities.

2ND TIER V/S/W/M/DBE VENDOR PARTICIPATION To maximize 2nd Tier V/S/M/W/DBE vendor participation, Martin-Harris identifies certified vendors/suppliers that we do not directly contract with, then introduces them to established subcontractors that routinely work with us. The introduction of these suppliers is made at our Annual Open House Event. Each vender is partnered with an

CMAR QUALIFICATIONS

Executive or Senior Level Management representative to make the introductions, imparting the level of importance Martin-Harris places on our subcontractors maximizing V/S/M/W/DBE vendor utilization. MAXIMIZING V/S/D/L/W/MBE PARTICIPATION ON A PROJECT To ensure maximum V/S/M/W/DBE participation, Martin-Harris takes additional measures beyond using our established database and meeting Nevada Public Works advertising requirements, including hosting a project specific V/S/M/W/DBE outreach event.

The Outreach Event

Location: At the Owner’s office, our office or other suitable location near the project site. Attendees: Representatives from the Owner (if desired), the MHC Project Team, other MHC Key Personnel, and all qualified V/S/M/W/DBE businesses. Goals: 1. To facilitate an understanding of the project specific scope of work, insurance and safety

requirements. 2. Discuss the bid opportunity and generate interest in other opportunities beyond this contract. Setting: Social atmosphere with food and refreshments, usually on a Friday afternoon. Outcome: Multiple qualified V/S/M/W/DBE bids for each scope, and true community participation. Track Record: MHC has successfully partnered with 2 formal SBA Mentor Protégés, we have maintained as high as 75% small business participation in contracts throughout the southwest.

+

TAB 5 - SAFETY PROGRAM

CMAR QUALIFICATIONS

TAB 5 - Safety Program In general, the Martin-Harris Construction (MHC) Corporate Health and Safety Program is designed to meet the rigorous requirements of local, state and federal laws. Martin-Harris’s plan provides for compliance with all master laws at the State and Federal Level. This includes compliance with 29 CFR Section 1926 for General Federal Compliance, EM 385-1-1 as applied to Department of Defense (DOD) and Department of Energy (DOE) projects. On a Nevada State level, the Plan is also tailored to comply with NAC Chapter 618. The MHC Safety Director develops a Site-Specific Safety Program based off the MHC Corporate Health and Safety Program, tailored to the specific site conditions and scope of work for each project. Each Site-Specific Safety Plan includes the following topics, at a minimum: POLICIES AND PROCEDURES • Policy Statement • Emergency Action Plan • Accident Investigation and Reporting SPECIFIC SAFETY AND HEALTH REQUIREMENTS • Project Site Orientation • Code of Conduct • Housekeeping • Electrical • “Lock Out/ Tag Out” Program • Small Tools and Equipment • Ladders • Personal Protective Equipment • Hearing Conservation • Heat and Cold Stress Prevention • Fire Prevention • Vehicles and Traffic

• Welding and Cutting Operations • Fall Protection • Scaffolding • Barricades and Traffic Control Plans • Trenching and Excavation • Cranes • Heavy Equipment and Lifts HAZARD COMMUNICATION/RIGHT TO KNOW PROGRAM • Purpose and Policy • Definitions • Responsibilities • Warning Labels • Material Safety Data Sheets • Worker Notification and Education • Non-Routine Tasks • Emergency Procedures

MHC ‘s Plan is Compliant with all State and Federal requirements as follows:

• Nevada Occupational Health & Safety Administration (NVOSHA) NAC Ch. 618

• Federal OSHA Compliance 29 CFR

Section 1910

• EM 385-1-1 Updated, Safety Requirements for the USACE

• Inspection Requirements Clark County

SAMPLE SAFETY DOCUMENTS & FORMS

Attached are excerpts (1-2 page samples) from Martin-Harris safety documents and forms.

Full versions of any of these documents and further Safety

information are available, upon request.

SAFETY FIRST, LAST – ALWAYS

AUTOMOBILE FLEET SAFETY PROGRAM

Page 1 of 11

Safe Vehicle Policy Statement

It is the policy of Martin-Harris Construction to provide its employees with a safe vehicle for their use, when a vehicle is required to execute their normal work related duties and responsibilities. Equally, our employees are assigned the privilege of driving a company vehicle in accordance with Federal, State and local laws, codes and regulations.

Further, every Martin-Harris employee has the responsibility to exercise safe conduct and common courtesy toward the general public, motorists, enforcement and regulatory agencies and pedestrians in the operation of a fleet vehicle. Minimal requirements of the Martin-Harris Automobile Fleet Safety Program are noted below.

Outline of the Automobile Fleet Safety Program

I Pre-employment Screening and Motor Vehicle Record (MVR) Requirements

II Annual Motor Vehicle Record Screening

III Probationary Period

IV Vehicle Operating Policies

V Accidents

VI Accident Investigation

VII Revocation of Driving Duties

VIII Vehicle Maintenance

IX Seat Belts

X No Cell Phone/Electronic Device Use Policy XI Non Owned Vehicles

AUTOMOBILE FLEET SAFETY PROGRAM

Page 2 of 11

I. MOTOR VEHICLE RECORD (MVR) POLICY

It is a Martin-Harris policy and requirement, that every employee position with driving duties requires a motor vehicle record (MVR) meeting the grading requirement stated below. This MVR policy applies both to drivers of company owned vehicles, as well as employees using personal vehicles in the course of company business. MVR’s will be examined prior to the start of employment, and at least annually thereafter. Any job offer made to an employee- candidate for a position with driving duties, shall be contingent upon an MVR meeting the required standards; continued employment in a position with driving duties, will also require an MVR meeting the standards outlined below.

MOTOR VEHICLE RECORD GRADING STANDARDS: (LAST 3 YEARS)

DWI/DUI or refused test 25 Illegal Passing 8 Leaving scene of accident 25 Following too closely 8 Reckless Driving 25 All other moving violations 5 Currently suspended license 25 Non moving violations 3 Vehicular Homicide 25 Minor at fault accident 8 Speeding less than 10 mph 5 Major at fault accident 13 Speeding 10-14 mph above 8 Non preventable accident 3 Speeding more that 15mph 10 Age (applicants only) Failure to obey traffic device 8 18-24 5 Failure to yield right of way 8 25-29 3 Passing stopped school bus 13 70 or more 3 Driving wrong side of the road 8 These violations not to exceed 25

Standard I. 10 points or less: MVR Evaluation conducted annually. Standard II. 11-20 points. MVR conducted semi-annually. Driver will be counseled to inform him/her of future actions Standard III. 21-24 points. MVR conducted Semi-annually. Driver must complete a defensive driving course. In danger of losing driving privileges. Standard IV. 25points or more. Company driving privileges revoked.

WEEKLY TAILGATE MEETING INDEX

1. Accidents Before & After 2. Blocking Devices on Cranes 3. Excavation 4. Back Safety 5. Safe Lifting 6. Back to Basics 7. Equipment in Operation 8. Bloodborne Pathogens 9. Building Stairways 10. Hand Tool Injury 11. Concrete Safety 12. Crane Booms & Power Lines 13. Crane Boom Failure 14. Crane Booms & Power Booms 15. Fire prevention 16. Electrical Safety 17. Electrical Safety #2 18. Electrical safety # 3 19. Eye Protection 20. Eye Protection #2 21. Eye Protection #3 22. Excavation 23. Excavation #2 24. Fall Causes 25. Fall Quiz 26. Fire Extinguishers 27. Fire Extinguishers #2 28. First Aid 29. Flagging Traffic 30. Flammable & Combustible Liquids 31. Floor Openings 32. Gas Can & Container Safety 33. Gas Welding & Cutting 34. Guardrails 35. Hard Hats & Fall Protection 36. Chemical Awareness 37. Heat Stress 38. Horseplay 39. Housekeeping

40. Housekeeping #2 41. Construction Hazards 42. Illumination 43. Job Trailers 44. Ladder Safety 45. Hazard Complacency 46. Equipment in Operation #2 47. Nail Gun Safety 48. Near Miss 49. New Employee/New Job 50. Portable Abrasive Wheels 51. Portable Electrical Tools 52. Extension Ladders & Straight Ladders 53. Power Actuated Tools 54. Power Tools Tips 55. Personal protective Equipment 56. Refueling Equipment 57. Rigging 58. Safe Saw Practices 59. New Site safety 60. Hand Safety 61. Concrete & Masonry Safety 62. Signage 63. Preventing Slips, Trips, and Falls 64. Sprains & Strains 65. Hand Signals 66. Steel Erection 67. Stepladders 68. Table Saws 69. Safe Use of Hand Tools 70. Accident prevention by you 71. Temporary Stair Railings & Guards 72. Tricks of the Trade 73. Use Care With Compressed Air 74. Blank 75. Safety Incentive – Scratch Cards 76. Air Quality 77. Storm Water (SWPPP)

* As an example, Safety Meeting #1 is attached.

SAFETY MEETING #1

ACCIDENTS BEFORE AND AFTER

Too often hazardous conditions come to our attention only after someone is hurt or seriously injured. If you see an unsafe act or unsafe condition, don't ignore it and gamble on you or a friend not getting hurt. If you notice someone working in an unsafe manner, let that person know. You could be preventing a serious injury. Wouldn't you expect someone to have the same consideration for you? Or, if you see an unsafe condition, correct it. If you can't, report it to your Supervisor. After an accident happens, there usually is a lot of talk and excitement. Then it is written up, becomes a statistic, and is too soon forgotten.

ACCIDENT INVESTIGATION

Fortunately, some good can come out of every accident. Investigations can produce information we can use to prevent a similar mishap from occurring in the future. Some persons, however, mistakenly believe that accident investigation is used to put the blame on someone. And so they refuse to cooperate.

IF YOU SEE AN ACCIDENT

Make a mental note of everything that occurred and the condition that existed before the accident. Ask yourself the following questions:

1. Where was I and others within my sight when the accident happened?

2. What was I doing?

3. What equipment was involved?

4. Where was the injured person and what work was being done?

5. What was the sequence of events?

Imprint these things on your memory. Remember, others were in a different position and may not have seen things as you did.

COOPERATE IN THE INVESTIGATION

When the investigator asks questions about the accident, give the facts as you saw them. If you omit or change information to protect someone, how can we accurately determine the causes and help prevent the same thing from happening again? By cooperating in the investigation, you help ensure the safety of every worker.

NEW WORKER ORIENTATION REPORT Worker Name (Print): SS#:

Date: Time:

ITEMS DISCUSSED Please initial next to yes as I explain each aspect

Please Initial 1. OSHA Scats Video The first video explains your rights as an employee under OSHA in the workplace. A copy of the Pamphlet is included in the new hire packet.

____ Yes _____ No

2. Safety Orientation Video (AGC Getting the job done safety) The second video is an overview of some of the aspects you might encounter on a typical job site and the safety precautions you might take. All jobs require the use of hard hats, safety glasses, long pants and work boots at all times. Dust masks, ear plugs and gloves may also be required per task. This video includes information on: Fall protection, excavations, material storage, electical safety, housekeeping, substance abuse, haz-com, and general site safety .

____ Yes _____ No

3. Received “What to do if you are hurt on the job” information Card Every worker will receive a card that has contact numbers and an explanation of what to do if you are hurt on the job site. All injuries must be reported to your supervisor and then to Safety. Workers are not to use their personal doctor, only authorized occupational medicine clinics. We are a zero lost time company and believe strongly in light duty work. Explanation of these procedures is on the backs of the cards provided. Questions sould be addressed to Tyson Hollis or Jayne Sieiro.

____ Yes _____ No

4. Substance Abuse Policy/Program MRO Proceedures (give all precriptions) If you are contacted by a Medical Review Officer you must disclose all prescriptions that might have tested positive for that substance. An MRO is a doctor that works for the company to verify your current medications. If you take prescription medication it must be in your name, not a spouse or other individual. Drug test must be taken day of hire You must take the test the day of hire before you start work. A map is provided in the new hire paperwork. You must hand the receipt to your supervisor before starting work. Medicinal marijuana will not be accommodated Medicinal marijuana, even with a valid prescription, is not accommodated in this company. If you test positive for marijuana, even with a valid prescription, whether on a new hire or accident test, you will be terminated.

____ Yes _____ No

5. Disciplinary Policy for Safety Infractions First safety offense is a verbal warning, second is a written warning and third is termination for any safety infraction. We reserve the right to skip all steps depending on the severity.

____ Yes _____ No

6. MSDS & Hazard Communication See attachment ____ Yes _____ No

7. Appendix D & Respiratory Training 1. Read and heed all instructions provided by the manufacturer on use, maintenance, cleaning and care, and warnings regarding the respirators limitations. 2. Choose respirators certified for use to protect against the contaminant of concern. NIOSH, the National Institute for Occupational Safety and Health of the U.S. Department of Health and Human Services, certifies respirators. A label or statement of certification should appear on the respirator or respirator packaging. It will tell you what the respirator is designed for and how much it will protect you. 3. Do not wear your respirator into atmospheres containing contaminants for which your respirator is not designed to protect against. For example, a respirator designed to filter dust particles will not protect you against gases, vapors, or very small solid particles of fumes or smoke. 4. Keep track of your respirator so that you do not mistakenly use someone else's respirator.

____ Yes _____ No

8. Dust Control & SWPPP Overview Be aware of the permitted area and do not work outside it, watch for track out and report to Super. If driving a water truck you must have a dust card issued by Clark County.

____ Yes _____ No

9. Heat Stress Drink water, wear light colored cotton clothing, take breaks. Symptoms of heat exhaustion and heat stroke are included.

____ Yes _____ No

10. Equipment Operation Do not operate any piece of equipment that you have not received training for. Equipment specific but not limited to this rule is: Scissor lift, boom lifts, forklifts, Self Leveling Lasers, heavy equipment, motor vehicles and powder actuated tools.

____ Yes _____ No

11. Laser Safety Do not direct the laser beam at persons or animals and do not stare into the laser beam yourself. This tool produces laser class IIIa laser radiation. This can lead to persons being blinded. DO NOT remove or deface any warning or caution labels. Removing labels increases the risk of exposure to laser radiation. Use of controls or adjustments or performance of procedures other than those specified in this manual, may result in hazardous radiation exposure. ALWAYS make sure that any bystanders in the vicinity of use are made aware of the dangers of looking directly into the laser tool. DO NOT place the laser tool in a position that may cause anyone to stare into the laser beam intentionally or unintentionally. Serious eye injury could result. ALWAYS position the laser tool securely. Damage to the laser tool and/or serious injury to the user could result if the laser tool fails. ALWAYS use only the accessories that are recommended by the manufacturer of your laser tool. Use of accessories that have been designed for use with other laser tools could result in serious injury. DO NOT use this laser tool for any purpose other than those outlined in this manual. This could result in serious injury. DO NOT leave the laser tool “ON” unattended in any operating mode. DO NOT disassemble the laser tool. There are no user serviceable parts inside. Do not modify the product in any way. Modifying the laser tool may result in hazardous laser radiation exposure. DO NOT use the laser viewing glasses as safety goggles. The laser viewing glasses are used for improved visualization of the laser beam, but they do not protect against laser radiation. DO NOT use the laser viewing glasses as sun glasses or in traffic. The laser viewing glasses do not afford complete UV protection and reduce color perception. DO NOT use any optical tools such as, but not limited to, telescopes or transits to view the laser beam. Serious eye injury could result. DO NOT stare directly at the laser beam or project the laser beam directly into the eyes of others. Serious eye injury could result.

____ Yes _____ No

12. Confined Space Definition explained and entry is prohibited without training as an entrant, attendent, or supervisior.

____ Yes _____ No

13. Workplace Violence If you are involved in a physical altercation both parties will be removed from site and punishment can include termination.

____ Yes _____ No

14. Hot Work Work creating spark cannot be performed without taking out a hot-work permit from the Superintendent.

____ Yes _____ No

Report all unsafe conditions/acts to your supervisor immediately. The above items were discussed with me today and I had an opportunity to ask questions. I understand the company policy and position on these items. ___________________________________ Associate Signature

S A F E T Y

Field and Office Management

Safety Classes

Excavation Competent Person. Review of subpart P of the 1926 Excavations. Attendants will receive a certificate and will be expected to renew every four years. OSHA 10 and 30 Hour OSHA 10 classes required for all field personnel and 30 is required for all field management. Nevada law requires renewal every five years. Fall Protection Competent Person Review of subpart M of the 1926 Fall Protection. Attendants will receive a certificate and class will be expected to renew every four years. Scaffold Competent Person Review of subpart L of the 1926 Scaffolds. Attendants will receive a certificate and class will be expected to renew every four years. Electrical Competent Person Review of subpart K of the 1926 Electrical. Attendants will receive a certificate and class will be expected to renew every four years. First Aid CRP Attendants will be trained in the voluntary use of CPR and First Aid Techniques and will receive a card and will be renewed every two years. Supervisor Orientation Training This class is a one time class for all newly hired management. Topics include drug testing procedures, accident reporting, Hazardous Communication, Job Hazard Analysis, Drug and Alcohol observation training, and company safety policies. Safety Observation Training and Crisis Management Attendants will learn techniques used to identify unsafe behavior and what to do in the event of a catastrophic event. Accident Investigation Fleet Safety Attendants will learn how to avoid costly Fleet accidents and the procedures to mitigate losses immediately after occurrence.

S A F E T Y

Field Safety Classes

Fall Protection; The class ranges from one to two hours depending on class size. Topics include an over view of the many types of fall protection and uses. Practical demonstrations review the proper use of a harness and a hanging drop to illustrate the strain on the body post fall. Each attendant is expected to properly use fall protection equipment and complete a test. Students receive a completion card and necessary fall protection gear. Forklift Certification: The class ranges from 45 minutes to one hour and a half depending on class size. Topics include proper use of each type of Rough Terrain Forklift and the differences between them. Each attendant is expected to review a video related to the type of equipment used and complete a test. Practical use of the RTFL in the field is performed by each attendant. Students receive a completion card. Boom lift and Scissor lift training. The class ranges from 45 minutes to one hour and a half depending on class size. Topics include proper use of each type of each type of equipment and the differences between them. Each attendant is expected to review a video related to the type of equipment used and complete a test. Practical use of each lift in the field is performed by each attendant. Students receive a completion card. Hazard Communication This class ranges from ½ hour to one hour depending on class size. Topics include employee’s right to know, how to read an MSDS, and all the parts of an MSDS. Each attendant is expected to review a video and complete a test. Students receive a completion card. Classes are held as needed to insure that all training is up to date. Classes are taught by the Safety Director.

Quiz - Personal Protective and Lifesaving Equipment for Construction

Name: __________________________________________ Date: _________________

1. Employers do not have to pay for any type of employee PPE or lifesaving equipment. True or False?

2. Engineering controls should be tried before using PPE.

True or False?

3. The use of PPE can itself create significant worker hazards, such as heat stress, physical and

psychological stress, and impaired vision, mobility, and communication. True or False?

4. Your PPE program should be reviewed at least _________

a. Semi-annually. b. Quarterly. c. Annually. d. Every two years.

5. The basic element of any PPE program should be _________________of the equipment

needed to protect against the hazards at the workplace. a. An in?depth evaluation. b. An in-depth selection. c. A hazard analysis. d. A vendor determination.

6. Type 1 helmets are intended to reduce the force of impact resulting from a blow only to the

top of the head. True or False?

7. Class G helmets are intended to reduce the danger of contact exposure to high voltage

conductors. True or False?

8. Inspect safety helmets daily.

True or False?

9. It's OK to store helmets on the rear?window shelf of an automobile, but only in the winter

months. True or False?

10. OSHA requires eye and face protective equipment where there is a __________ probability of

preventable injury when such equipment is used. a. Slight. b. Good. c. Reasonable. d. 100%.

11. The combination of normal streetwear frames with safety lenses is allowed.

True or False?

12. Make sure prescription safety spectacles are fitted only by qualified optical personnel.

True or False?

13. PPE, which has been previously used, should be disinfected before being issued to another

employee. True or False?

14. The use of plain cotton is considered ineffective as protection against hazardous noise.

True or False?

15. Never where earplugs and earmuffs at the same time.

True or False?

16. Rubber is considered the best material for insulating gloves and sleeves.

True or False?

17. The construction requirements for respiratory protection are the same as those 29 CFR

1910.134 True or False?

18. Lifelines shall be secured above the point of operation to an anchorage or structural member

capable of supporting a minimum dead weight of ________ pounds. a. 5000. b. 3500. c. 5400. d. 6000.

19. Safety nets shall be provided when workplaces are more than ____ feet above the ground or

water surface, or other surfaces where the use of ladders, scaffolds, catch platforms, temporary floors, safety lines, or safety belts is impractical. a. 20. b. 15. c. 30. d. 25.

20. For emergency rescue operations, boats and ring buoys with at least _____ feet of line must be provided. a. 100. b. 90. c. 50. d. 75

Yes No N/A Yes No N/A

� � � OSHA 300: Feb 1st - April 30th � � � Handrails

� � � OSHA Posters: � � � Construction trailer steps

� � � Crisis management plan onsite � � � Stairs and Landings

� � � Concentra poster � � � Trailer steps & Landings

� � � Printed rules and standards � � � Pan stairs filled or poured

� � � MSDS Inventory � � � Ladder 3' above deck

� � � Hazard Communication program on site � � � Maintained in good condition

� � � Regular Scheduled Training � � � Properly used

� � � Emergency Evacuation Plan � � � Perperly tied off and cleated

� � � � � � Condition

� � � � � � Proper Use

� � � No Smoking � � � Training Cards

� � � Warning � � � Planks in good condition

� � � � � � Braces and handrails

� � � Emergency phone numbers posted � � � Proper footing

� � � First aid certified person on site � � � Proper means of access

� � � First aid supplies � � � Scaffolding built properly

� � � Supplies are current � � � Competent person onsite

� � � � � � Properly stored

� � � Eye and Face protection � � � Kept in approved containers

� � � Respiratory Protection and Training � � � Labeled

� � � Head protection - as required � � � Equipped with pressure gauge

� � � Foot protection � � � Safety valve provided

� � � Fall Protection and Training � � � Hose secured to fitting

� � � Protective equipment well maintained � � � Reducer valve installed

� � � PPE Training � � � Gauge in good condition

� � � Every 3,000 sf � � � Proper hose clamps/cotter pins

14Aerial/Boom

Lifts

11 Stairs

12 Ladders

4 First Aid

5

Personal

Protective

Equipment

15 Scaffolds

16Flammable

Liquids

IPosting of

Notices

2Written Safety

Program

3 Signs

17 Air Compressor

Job Site:___________________________________________

MHC SAFETY DEFICIENCY/HAZARD CHECKLIST

Date:___________________

Rating:__________________

� � � Every 3,000 sf � � � Proper hose clamps/cotter pins

� � � Yearly recharge and tag � � � Hoses in good condition

� � � Miscellaneous Deficiencies � � �

Safe storage location & cylinders

secure

� � � � � �

Leads and cable in good

condition

� � � Orderly and free of debris � � � Regulator in good condition

� � � Trash receptacle for lunch breaks � � �

Proper grounding & use (tools &

cords)

� � � Aisles clear, repaired & unobstructed � � � Flexible cords in good condition

� � � Sufficient safe clearance � � �

� � � � � �

� � � Free, unobstructed and unlocked � � �

Electrical panels clear and

serviceabe

� � � Sufficient exit capacity � � � GFCI available or AEGP

� � � Visible exit signs � � �

Temporary lights in good

condition

� � � � � �

� � � Stairway & floor openings guarded � � �

� � � Covers marked hole and fastened � � � Point of operation guarded

� � � Platforms, balconies guarded � � �

Other hazardous conditions

guarded

9 Exits

6Fire

Extinguishers

Cover plates, switches, outlets,

etc. are in good condition

18 Welding

20

7 Housekeeping

Machines,

General

10 Openings

19 Electricity

8 Aisles

Yes No N/A Yes No N/A

� � �

Table saw-hood guard, non-Kickback,

spreader � � � Traffic control person

� � �

Radial saw-guarded, non-kickback , auto

return � � � Reflective vest worn

� � �

Band saw-blade above guide rolls

guarded � � � Traffic control plan

� � � Drill Press � � � Competent person on site

� � � Proper use of hand tools � � � Trenches/holes safe

� � � Skill Saw guarded � � � Protective structures

� � � Rebar Capped � � � Ladders

� � � Stakes Capped � � � Crossovers

� � � � � � Flagged off/spoils piles

� � � Sides guarded � � � Water jugs sealed and taped

� � � Tool rest and tongue guard adjusted � � � Sufficient Restroom Facilities

� � � � � � Trakout pad functional

� � � Reverse Alarm � � � Soil wet and stable

� � � Rollover Protection (ROPS) � � � Permit and sign on site

� � � Horns, when applicable � � � Silt fence, waddles functional

� � � � � � Regular Sweeper schedule

� � � Dirt dikes, rip rap functional

� � � Reverse alarm � � � Permit and inspections current

� � � Horn � � �

� � � Load charts � � �

MHC SAFETY DEFICIENCY/HAZARD CHECKLIST

22Impalement

Hazard

28

_____

Mobile

Equipment

31 Air Quality

Hygiene28

Equipment

Excavation

Abrasive

Wheels

24

Traffic Control

23

30 Misc.

32 SWPPP

27

21

� � � Load charts � � �

� � � Check forks � � �

� � � Seat belt required/used

� � � Overhead canopy guard, high lift trucks

� � �

� � � Safety latch on chain hook

� � � Rated load plainly marked on both sides

� � � Warning device if a traveling type

� � � Load rating chart visible

� � � Inspection record visible

� � �

26 Cranes

30 Misc.

25 Forklift

MHC SAFETY DEFICIENCY/HAZARD

CHECKLIST

Date:

Job Site:

CMAR QUALIFICATIONS

safety program implementation plan Site-specific safety program The MHC Safety Director develops a Site-Specific Safety Program based off the MHC Corporate Health and Safety Program, tailored to the specific site conditions and scope of work for each project. SITE SPECIFIC SAFETY PROGRAM DEVELOPMENT Development of the Project Specific Safety Program will begin with improvement of our existing Safety Program. The proposed team for this project are comprised of members with similar scope and complexity construction experience on occupied campus projects, so the team will conduct a lessons learned session regarding safety and security. Measures taken during their collective recent experience on two CMAR occupied campus projects for Clark County School District and Martin-Harris’s current experiences will be reviewed, evaluated for effectiveness and improved upon. Challenges encountered will be discussed and addressed. The team will strategize to improve upon and develop new innovations, incorporating adjustments to make the plan meet the unique constraints of the operating facility and current scope of work. The Project Specific Safety Program will continue to be developed and modified throughout the pre-construction phase of the project. As an agenda item at every pre-construction meeting, safety topics specific to the development of the scope of work activities for the project will be identified and addressed. The program will be altered and tailored to adjust the plan relevant to the work activities established during pre-construction or by the bid documents. Any specific site safety hazards, such as hazardous goods, pinch points, personal protective equipment, special procedures or specific hazards will be included in the site-specific plan, and discussed with the employees prior to the start of the job. Part of the Safety Director’s role during pre-construction (the bidding phase) is to ensure that subcontractors safety plans and metrics meet or exceed Martin-Harris’s Subcontractor prequalification criteria, including:

1. EMR less than or equal to 1.0. 2. Recordable incident rate less than or equal to 5.0. 3. Lost time ratio less than or equal to 5.0. 4. No more than five (5) OSHA citations in the past five years and no citations for willful behavior. 5. No fatalities within the past five (5) years.

The Safety Program will continuously improve throughout the course of construction through adjustments made by the Martin-Harris Superintendent. In addition, safety inspections/audits conducted by the Safety Director during the course of construction will allow for evaluation and further adaptation of the program for maximum effectiveness throughout the course of construction.

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=MKDzLAnm_M43pM&tbnid=5lhPjeSHo5TvxM:&ved=0CAUQjRw&url=http://www.eventflags.com/Nevada-Shape-Battle-Born-Decal.html&ei=-UDoUoTEGoTooASziICIAQ&bvm=bv.60157871,d.cGU&psig=AFQjCNEL-ETD-jORLgvv22bJuzpO373C5g&ust=1391039082109086

CMAR QUALIFICATIONS

SITE SPECIFIC SAFETY PROGRAM IMPLEMENTATION The Superintendent will implement the Site-Specific Safety Program with oversight from the Safety Director. Every Owner, Subcontractor and Supplier contract includes a Safety Clause requiring full acceptance and participation in the program. No employee shall commence work until they have attended orientation. The Superintendent will schedule new hire orientations with the Safety Director. A “Code of Conduct” will be applied to this job due to the proximity of the staff and students to the construction site. There will be a ZERO TOLERANCE enforcement of this policy. SITE SPECIFIC SAFETY PROGRAM EXECUTION Execution of the Site-Specific Safety Program will be the responsibility of the Superintendent. Safety Role of the Superintendent: • Conduct 15-minute tool box safety meetings weekly. • Inspect physical conditions on all job sites and report its findings to the Project Manager. • Weekly verbal report with the Project Manager to discuss any problems and suggestions. • Correct any safety hazards found by employees during daily inspections. Identifying, Evaluation, and Controlling, New and Existing Hazards Inspection on the Job Site - As the work progresses, the Superintendent will give priority to eliminating or abating a hazard whenever possible; and in all cases, training will be provided for the safety and health of the employees.

Hazard Identification and Control - Prior to the start of any new scope of work (SOW), the Superintendent will review a Pre-Task Review of Activity Hazard Analysis (AHA) submitted by the subcontractor. Safety Training Program - The Superintendent will provide additional onsite training when new or previously unrecognized hazards, substances, processes, procedures or equipment are introduced into the work place.


CMAR QUALIFICATIONS

five-year safety record Safety record EMR, LWDIR, AND MAN HOURS WORKED

Martin-Harris Construction’s successful implementation of project specific safety plans is evident in the statistics of forming and adhering to the project requirements for notable clients such as Clark County, the City of Las Vegas, the Nevada Public Works Board, City of Henderson, McCarran International Airport, Bechtel, Nevada Test Site/National Security Technologies, Department of Energy, U.S. Army Corps of Engineers, U.S. Navy GSA, and the Las Vegas Convention and Visitors Authority. The success of this program is reflected in MHC’s 34 AGC Safe Site Awards, recognition by the AGC as Safest Contractor of the year in 2014 and our EMR of .47 - half the industry standard. Seven of our AGC Safety Awards were earned by CSN Student Unions Project proposed Superintendent, Kenny Folkersen, and thirteen of them were on occupied campus projects. This program has been proven successful on numerous occupied campus projects. For UNLV alone, we have completed 24 projects while maintaining functionality of the school and keeping students, faculty and the visiting public safe.


CMAR QUALIFICATIONS

Our EMR of 0.47 is EXCELLENT

Martin-Harris’s EMR SAVES SPWB $$$$ on insurance costs


+

TAB 6 - MISCELLAN

EOUS SU

BMITTAL R

EQUIREMENTS

CMAR QUALIFICATIONS

Tab 6 - Miscellaneous Submittal Requirements Certificate of Eligibility


CMAR QUALIFICATIONS

Nevada Contractor’s License

Qualified Bid Letter Status Letter


CMAR QUALIFICATIONS

certifications


CMAR QUALIFICATIONS

Martin-Harris Construction has never been found liable for breach of contract. Martin-Harris Construction has never been disqualified from being awarded a contract pursuant to NRS 338.017 or 338.13895.


+

TAB 7 - INSURANCE AN

D BONDING CAPAC

ITY

CMAR QUALIFICATIONS

TAB 7 - Insurance and Bonding Capacity Insurance & Workers comp insurance

Bonding


CMAR QUALIFICATIONS

Martin-Harris has the bonding capacity to complete all three of the SPWB CMAR projects.


CMAR QUALIFICATIONS


CMAR QUALIFICATIONS

Evidence of financial capability

Evidence of united states treasury listing


CMAR QUALIFICATIONS
