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STATEMENT OF QUALIFICATIONS

SUBMITTED BY:

SWINERTON INTERIORS

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

I. Company Overview

II. Scope of Services

III. Representative Projects

TABLE OF

CONTENTS

STATEMENT OF QUALIFICATIONS

BNY Mellon, Newport Beach

BNY Mellon Capital Management, San Francisco

BNY Mellon Capital Management, San Francisco

COMPANY

OVERVIEW

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

FOUNDED IN CALIFORNIA IN 1888, THE SWINERTON FAMILY

OF COMPANIES HAS A LONG, SUCCESSFUL HISTORY OF

INNOVATION AND PERFORMANCE AS PREMIER BUILDING

PROFESSIONALS. SWINERTON BUILDERS IS A PROUD PART OF

THIS LEGACY OF EXCELLENCE, PROVIDING VALUE TO CLIENTS

ACROSS THE WESTERN UNITED STATES.

Throughout the years, the Company has established a

reputation for high quality construction, operating with

integrity in all of its dealings, delivering customer satisfaction,

maintaining financial stability and achieving project team

excellence.

Swinerton’s family spirit and values have been the cornerstone

of the Company’s success for more than 100 years. These

values are evident today, deeply embedded in the culture

of the Company, and provide the foundation for successive

generations of leadership. As a 100 percent employee-owned

company, everyone at Swinerton has a vested interest in the

successful delivery of superb services.

Swinerton Interiors consists of specialized teams expert in

handling the challenges that come with office and tenant build-

out and renovation work. We have done it all, from fast-track

office remodels and in-use hotel lobbies to retail stores in multi-

SAN FRANCISCO’S

LANDMARK MUSEUM

OF MODERN ART,

WITH ITS REGAL

1920’S PARTNER THE

PACIFIC TELEPHONE

AND TELEGRAPH

BUILDING, REFLECT

SWINERTON’S HISTORY

OF ACCOMPLISHMENT

FOR NORTHERN

CALIFORNIA CLIENTS.

San Francisco Museum of Modern Art

Swinerton is a leader across the U.S. building industry, recently

ranked by Engineering News-Record as:No. 4 in Green Building

No. 18 in general buildingNo. 20 in commercial office

No. 12 in multi-unit residentialNo. 8 in entertainment

No. 14 in retailNo. 8 in hotels and convention centers

No. 20 in educationNo. 11 in health care

COMPANY

OVERVIEW


tenant complexes. Our teams are accustomed to non-business-

hour construction schedules that enable work to be done with

the least amount of disruption.

A D D I N G V A L U E F R O M T H E S T A R T. . .C R E A T I N G I T T H R O U G H O U T

Swinerton Interiors is an invaluable partner for clients through-

out the planning and building process. Our structured,

detailed process includes comprehensive cost and project

controls in order to bring every job to a successful completion.

Preconstruction services may include budgeting, scheduling,

value management and planning. When we are hired during the

conceptual or schematic design stage, we can help identify the

most efficient materials, systems and amenities to accomplish

the goals of the project.

Working with our clients as part of the preconstruction team has

been a strength of Swinerton for decades. When the design is

nearly complete, we take bids from all necessary subcontractors

and combine this with the costs of our work, general conditions,

fees, insurance and profit. This straightforward process enables

us to develop a guaranteed price or lump sum proposal for the

“FROM THE BEGINNING,

SWINERTON DEMONSTRATED

THE WILLINGNESS TO TRULY

OPERATE AS AN EXTENSION OF

THE OWNER AND DESIGN TEAM.

THEIR ABILITY TO WORK WITH

EXPEDITED SCHEDULES

WHILE BEING RELENTLESS

ON QUALITY CONTROL MADE

THIS ONE OF THE FINEST EXAM-

PLES OF CREATIVE

PROJECT DELIVERY IN MY

35 YEARS OF EXPERIENCE.”

— DAV E C A RT N A L , FA I A C E O A N D P R I N C I PA L B F G C A R C H I T E C T S

Office High RiseGap Inc. Headquarters

MedicalNovato Community Hospital, Novato, CA

Multi-Unit ResidentialThe Essex on Lake Merritt, Oakland, CA

EducationEvergreen Valley College, San Jose, CA

HospitalityCourtyard by Marriott, San Francisco, CA

InteriorsWinston & Strawn LLP, San Francisco, CA

Depth ofExperience

and ValueSwinerton brings

a depth of experience andcapabilities to both public and

private clients. Whether it’sfor high rise or high tech, for

businesses or the dailybusiness of life, we offerclients solutions that are

smarter, faster, greener, and more cost effective.


approval of our clients – the basis for a clear construction con-

tract and realistic building schedule.

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

Anchored by our slogan — “Make safety a habit….Your

family needs you” — we continue to be one of the nation’s

safest general contractors. Whether it’s in the office or on

the job site, Swinerton is dedicated to creating an accident-free

work environment for our employees, subcontractors, clients,

and the public whose daily lives are affected by construction.

Our exemplary safety record, together with a 10-year

partnership with the California Occupational Safety and Health

Administration, earned Swinerton the premier position as the

first general contractor in the Golden State Program. Swinerton

Builders’ current Experience Modification Rate (EMR) is 0.48,

well below the national average of 1.0. An added benefit of

good safety ratings is lower insurance rates, which allow us to

pass significant cost savings on to clients.

E N S U R I N G W O R K E F F I C I E N C YA N D E F F E C T I V E C O M M U N I C A T I O N

Work efficiency and effective communication are another top

priority. We want our clients to have ready access to the facts

and materials they need to make informed decisions. We want

our project teams to have the tools and data they need to

develop, manage, and control the work efficiently.

Finally, we want to foster the flow and immediate exchange of

information among all key parties so that everyone is aligned

on a project’s progress, from the owners and designers to the

project management team and subcontractors.

A Recordof SafetySwinerton Builders has repeatedly won the Associated General Contractors Safety Award of Excellence — 2007, 2006, 2005, 2004, 2003, 2002, 2001, 2000, 1999....

Swinerton’s Lost Time Incident Rate is one of the lowest in the U.S.

Swinerton Lost Time Incident Rate

IndustryAverage

Swinerton

0.48

2.6


To facilitate and enhance communication, our staff is equipped

with the latest technology. Each project team member has a

laptop and each of our job sites has high-speed Internet access.

We use e-mail or wireless technology to communicate directly

between project management and the project team. These

communication tools give our teams instant, real-time access

to electronically review schedules, meeting notes, Request for

Information logs, change estimates, submittals, and computer-

aided design (CAD) files.

Swinerton utilizes Virtual Design & Construction (VD&C)

technology to plan and manage projects, and as another means

to give clients the most accurate, up-to-date information

available. This system allows the preconstruction team to build

the project virtually, then use that model to estimate costs,

detect potential conflicts and more accurately schedule the

construction and procurement.

Efficiency all the way through to the end of a project is

reinforced by our “no punchlist” policy. Our approach is: If

we see it, we fix it. However, to ensure thoroughness, we have

developed a proprietary punchlist software. This system tracks

punchlist items for subcontractors, architects and clients,

SWINERTON’S EXPERTS

HAVE THE TOOLS AND

EXPERIENCE TO PROVIDE

CLIENTS WITH RELIABLE

ESTIMATES, AND TO

DETERMINE THE MOST

EFFICIENT MATERIALS,

SYSTEMS, AND APPROACHES

EARLY ON. OUR FOCUS

ON VALUE MANAGEMENT

ROUTINELY RESULTS IN

COST SAVINGS OF 20 TO 30

PERCENT — EXCEEDING

THE PROJECT FEES.

Seeing is Believing

Swinerton’s VD&C tools allow project participants

to see the project unfold over the planned course

of construction — before ground is broken. The system is also used to

determine which critical supplies and equipment

should be ordered in advance to eliminate downtime; to identify

systems installation particulars; and to detect

potential interferences so theycan be resolved before they

become problems in the field.

Gap Inc. Headquarters Atrium


providing a comprehensive look at what needs to be done and

verification of completion.

L E A D I N G T H E W AY I N G R E E N B U I L D I N G S O L U T I O N S

Swinerton’s Green Building Program is a leader within the

construction industry. We currently have 120 professionals

on our in-house Green Building Team, with more than

350 accredited by the U.S. Green Building Council in the

Leadership in Energy and Environmental Design (LEED™)

program. These individuals are working on LEED™-registered

projects throughout the Western U.S. In addition, our senior

managers participate in a number of green building-associated

boards, including the U.S. Green Building Council Board of

Directors. Our Green Building Team is continuously researching

and implementing new green products and technologies that

are both good for the environment and provide economic

benefits. The team works hand-in-hand with clients and

designers to provide practical, cost-effective solutions that

optimize the use of green materials, minimize waste, improve

whole life-cycle costing, and promote energy conservation.

Recognition ofExcellence

“Two attributes clearly separate Swinerton from the competition. First is your ability to provide true

value engineering. Anyone can substitute less expensive materi-

als for expensive but not everyone can help to redesign a foundational

system for the structural engineer or reorganize the window package

for the architect in order to maintain the budget and schedule. The other

attribute is the rarest of all — loyalty. At 2300 Harrison we were unable to execute a contract with one of your

competitors. A week prior to starting construction swinerton stepped into the void and maintained our comple-tion date and budget despite having

the perfect opportunity to takeadvantage of the situation”

— D a n i e l R . K i n g s l e y M a n a g i n g Pa r t n e r

S K S I nv e s t m e n t s

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

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

RECENT AWARDS HAVE INCLUDED:

Constructor AwardMeeting the Challenge of a Difficult JobCalifornia TheatreAGC of California

Safety Award of ExcellenceContractors with over 500,000 Worker Hours SafetyAGC of California

Best Places to Work in the Bay AreaCompanies with over 1,000 employeesSan Francisco Business Times

Partners in PreservationHistoric PreservationAltenheim Senior HousingOakland Heritage Alliance

Excellence in SafetyCorporate Commitment to SafetySwinerton BuildersConstruction Employers’ Association

Best Green BuildingPresentation CenterCalifornia Construction Magazine

Constructor AwardInnovation in Construction Techniquesde Young MuseumAGC of California

REDUCE, REUSE,

RECYCLE — WASTE

REDUCTION IS KEY

TO MEETING GREEN

BUILDING OBJECTIVES.

SWINERTON HAS WON THE

WRAP AWARD EVERY YEAR

FROM 1999 THROUGH 2007.

Best Sustainable/Green Commerical ProjectFranchise Tax Board OfficesGold Nugget Awards


G E N U I N E C O M M I T M E N T T O D I V E R S I T Y

It is our policy to seek out small local and disadvantaged

firms — including those owned by minorities and women —

as part of our commitment to utilizing the resources of the

communities in which we build. Our strong, long-standing

commitment to the inclusion of disadvantaged business

enterprises (DBEs) in our projects is substantiated by the

fact that approximately 19 percent of Swinerton Builders’

contracting volume goes to DBEs.

We have thorough processes and systems to reach out to the

DBE community. Our in-house DBE database incorporates

up-to-date information from cities, redevelopment agencies, and

other sources. We also maintain ongoing relations with union

halls that assist in finding minority and female craft workers,

and we actively seek qualifying second- and third-tier vendors

and suppliers.

We have worked or are currently working under DBE programs

established by the San Francisco Redevelopment Agency,

City and County of San Francisco, City of Oakland, Bank of

America, and Kaiser Permanente, to name a few. Our outreach

programs include training for subcontractors in relevant areas of

expertise, such as accounting and project controls.

SWINERTON’S

HEADQUARTERS

BUILDING IN

SAN FRANCISCO

WAS ONE OF THE

FIRST PROJECTS IN

THE U.S. TO BE

CERTIFIED BY THE

U.S. GREEN BUILDING

COUNCIL IN THE

LEED™ EXISTING

BUILDING PROGRAM.

Meaningful DBE Participation

In 2007, 19 percent of Swinerton’s

subcontractingvolume went to

DBE firms — over $231 million.

$17.6M $45M $10M $30M $15M $35M $33M $6.5M

DBE Participation

Other

Point LomaBranch Library

Point LomaBranch Library

GAP 250EmbarcaderoCore & Shell

GAP 250EmbarcaderoCore & Shell

Yerba BuenaGardens

Children’sCenter

Yerba BuenaGardens

Children’sCenter

The SportsClub, SF

The SportsClub, SF

LAXEnhancement

LAXEnhancement

U.S.Ice Center

U.S.Ice Center

SFMOMASFMOMACSUFullerton, CA

CSUFullerton, CA

45.59% 23% 49% 26% 46.7% 23% 20.1% 84.4%

SCOPE OF

SERVICES

S W I N E R T O N I N T E R I O R S - S C O P E O F S E R V I C E S

SCOPE OF

SERVICESFollowing is a sampling of the services we can provide during

the pre-construction, construction and post construction phases

of our projects.

P R E C O N S T R U C T I O NGoal Setting/Process Planning•

Project/Programming Meetings•

Conceptual/Schematic Budget•

Existing Field Condition Surveys•

Value Engineering Alternatives•

Constructability Input/Reviews•

Design Development Budget Update•

50% Construction Document Budget Update•

Expanded Program Schedule for Entire Project Team •

Early Procurement Schedule•

Pre-Application Meeting with City•

Subcontractor/Vendor List Development for Approval•

Prepare Bid Instructions •

Development of Bid Alternates•

Project/Site Rules & Regulations Compilation•

Manage Pre-bid Job Walks•

Prepare Bid Results•

Subcontractor Bid Qualification/Interview Process•

Submit Building Permits •

Prepare Bid Summary for Approval•

Award Subcontracts•

SWINERTON’S SAN

FRANCISCO

HEADQUARTERS WAS

BUILT WITH RECYCLED

CONTENT MATERIALS,

DIRECT DIGITAL CON-

TROLS, FSC CERTIFIED

WOOD, AND ENERGY

EFFICIENCY IN EXCESS OF

TITLE 24.

Charles Schwab, 45 Fremont Street, San Francisco

Thorough planning upfront

saves costs. Swinerton adds

value from the start with sound preconstruction

services.



C O N S T R U C T I O NProject Management•

Start information assemblage for LEED Certification (if applicable)•

Project Supervision•

Minimize Construction Impact to Occupied Areas•

Confirm Layout•

Subcontract Administration •

Cost Control•

Photo Documentation•

Provide Permit Expediting and Obtain Permits•

Update and Progress Project Schedule•

Prepare Anticipated Submittal List•

Prepare Expediting/Material Procurement Schedule•

Submittal Process Administration•

Regular Project Meeting Administration•

Regular Subcontractors Meeting Administration•

Special Project Coordination Meeting Administration•

Quality/Control Program Administration – Swinerton Builders’ No Punchlist Program•

Advisory Completion Lists Preparation•

Sequence and Coordinate all Trade Activity•

Sequence and Coordinate with Owner’s Consultants (Telecom, Furniture, Moving)•

Safety Program Administration (w/ Swinerton Builders’ Toolbox Safety Meetings)•

Schedule and Obtain all City, Special & A/E Inspections•

Maintain Record Documents•

Maintain Permit Tracking Log•

Pre-draw Application Meetings•

Prepare Progress Billings / Lien Releases•

Interim Client Satisfaction Surveys•

Administer System Commissioning/Testing Program•

P O S T C O N S T R U C T I O NPrepare Close-Out Documentation•

Complete assemblage of LEED Certification documents (if applicable)•

Obtain Final City Approvals•

Operation, Maintenance & Warranty Manuals•

Final Retention Billing / Unconditional Release•

Final Client Satisfaction Surveys•

11-month Warranty Inspections•

CHARLES SCHWAB ELECTRONIC BROKERAGE


PRECONSTRUCTION SERVICES

Decisions made during preconstruction will have a significant impact on the project’s

overall success. Project planning based on early estimates, schedules, field surveys

and constructability reviews helps to control costs and deliver the project within the

program budget and schedule. As your builder, Swinerton Builders will take a proactive

role in providing the information necessary to make the best business decisions for your

project. It is during the important preconstruction process that Swinerton Builders’

participation in schedule, cost and value management can provide you the greatest value

for our services. Our Team participation during the preconstruction phase can result in

cost savings exceeding our construction fees. Not only does our participation save on

the project’s hard costs, but an organized preconstruction effort can also reduce design

fees associated with unnecessary changes later in the project.

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

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

As part of your team, Swinerton Builders is committed to ensuring that your project is

well thought out and executed. Our objective is to work closely with you in fine-tuning

the approach to best meet your project needs and deliver our services expeditiously.

The first step in working with the client and the design team is to understand and

confirm the goals of the project. With the involvement of all key team members, this

effort begins immediately and forms the basis for a partnering relationship.

Goal definition, as determined by the results expected by the client, is crucial. Once

goals are established and agreed upon mutually by the team, a process will be developed

for achieving these goals. Swinerton Builders will collaborate with team members to

define roles and responsibilities necessary to meet the identified objectives of accurate

budgets, schedules and phasing studies. This initial survey of the site allows us the

opportunity to identify potential areas of concern relating to the proposed design

schemes and demolition plans.

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

Along with the phasing plan, Swinerton Builders will begin to work with the design

team in design review. This allows us the opportunity to suggest alternate materials

and construction details to make your project easier and less costly to build. Early

considerations of constructability can reduce re-design costs and, more importantly,

minimize disruptions that can occur when redesign is required after a project is under

construction.

During design we will carefully review the entire building and infrastructure system

including structural, HVAC, mechanical/electrical, tele/data wiring, sewer, power, etc.

This exercise will be performed cooperatively with the team and based on the program

requirements.

PIPER JAFFRAY


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

Preconstruction estimates are established at the earliest phases of conceptual/schematic

design. We begin by preparing a complete materials and systems quantity take-off. Based

on extensive budgeting experience, our team makes initial assumptions as to project

requirements. After reviewing these assumptions and discussing our quantity take-offs

and schedule with the Project Team, we price the quantities based on current market

costs for labor, materials and market conditions. Additionally, we estimate the required

General Conditions and “soft costs” to support the project during construction.

The computerized estimating program we use for presenting the project is designed to

show all of the detailed quantities and unit costs that make up the complete estimate.

The flexibility of the system allows us to categorize the estimate by line item detail,

project phase or by building system. We can also separate the estimate, as required, into

individual areas or buildings.

This detail is brought forward to a summary level that shows the major system

categories, General Conditions, applicable insurance, taxes, bonds, contingencies and

fees. For informational purposes, these costs can also be shown as a percent of the total

project cost and as a square foot cost of the entire project.

Combining today’s latest computerized estimating technology with the hands-on team

approach of knowledgeable and experienced estimators, we are able to provide an

accurate budget.

Results of the Goal Setting/Process Planning phase will include:

Understanding the operating, budgetary and schedule requirements of the client •

Establishing measurable project results •

Defining team members’ roles and responsibilities towards the success of the project•

Establishing specific goals and milestones•

Developing plans to mitigate anticipated obstacles.•

F I E L D S U R V E Y S

The preparation of an up-to-date field survey is one of the first critical elements of project

planning, especially for the client project. Knowledge of existing site conditions, building

systems, accessibility, etc., is imperative in the development of the program.

The preconstruction estimating process is a dynamic process. The baseline estimate will

be updated through continuous Team input and “what-if” analysis through the Team

value management process.

V A L U E M A N A G E M E N T S E S S I O N S

Value Management sessions are conducted during the preconstruction phase to identify

when adjustments can be made to reduce costs, speed construction, or enhance a

project’s value. Never is the exercise done to eliminate program requirements - true

Value Management is making the best decisions weighing both the costs and quality

goals of the project. With the team we will review the design to ensure it is the most cost

USF SCHOOL OF BUSINESS


effective and consistent with project goals. In all cases, we will seek to find possibilities

to improve quality, expedite schedules and optimize costs.

Our purpose in the Value Management process is to be a constructive partner in

developing and pricing the VE and costs savings proposals. We will present detailed

alternatives for the entire team to review and prioritize.

C O N T I N U U M O F C O S T C O N T R O L

The continuum of the project cost control begins with the establishment of the initial

baseline project estimate. Each subsequent phase (i.e. schematics, design development

and check at 50% C.D.’s) estimate has an established revision number and estimate

date. These revised estimates are summarized and compared “side by side” on estimating

system to each previous estimate. In this format, it is easy to visualize and understand

the significance of a system or material design change and its direct cost impact to the

project estimate.

This cost control process continues throughout preconstruction. With the conclusion

of preconstruction and the start of construction, the final project estimate is directly

transferred to our JD Edwards Contract Management System on a line by line basis.

P R E C O N S T R U C T I O N S C H E D U L I N G

Scheduling is the most important element in the project planning process. We use the

Primavera Critical Path Method (CPM) or Suretrak to prepare and maintain the schedule

over the course of each project phase. We will prepare an on-going initial construction

schedule and will update the schedule for presentation at the project meetings.

A schedule that reflects all components of a project, from programming to move-in, is a

vital tool for both managing and reporting on the project progress. We view our role as

“Team leader” in preparation of the schedule.

The construction portion of the schedule includes all activities that are necessary to plan

and execute the construction. These activities include processing all designer deliverables,

approvals, subcontractor selection, submittals, material procurement, fabrication and

delivery events. All delivery activities are linked to the installation of the material,

providing an accurate picture of the submittal and approval timeline. This allows the

entire Team to efficiently plan and review its process.

P R O C U R E M E N T S C H E D U L I N G

Inherent in the project master schedule is the identification of lead times for materials of

construction. Through our experience and research of items specifically required for this

project, we develop a procurement schedule that is both integrated in the overall project

schedule and printed separately. As items of procurement affect the sequence of the work,

the logic diagram will reflect the inter-relationship between materials of construction delivery,

installation contacts and other trades affected by the sequence of work.

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

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

LANDELS, RIPLEY & DIAMOND


Team to identify long-lead items and materials that may require pre-purchase in order

to meet the project timeline.

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

Over the years, Swinerton Builders has earned a well-respected reputation within

the subcontractor community. Our positive relationships gain us, and our clients,

the benefit of preferred pricing from many of the trade contractors. During the

preconstruction phase, Swinerton Builders will collaborate with the project team to

develop a subcontractor bidders list for your project.

A key element in controlling cost during construction is providing subcontractors

with the most comprehensive bidding documents. In preparation for compiling trade

packages we focus on:

a good set of construction documents that accurately describe the work to be bid.•

a detailed bid package to supplement the documents prepared by the designers•

a preapproved list of qualified bidders•

Regarding the quality of the construction documents, our input during the entire design

process will enable the design team to efficiently spend their time in the detailing

required and on identifying and resolving constructability issues. Clarification in these

areas will help subcontractors and material suppliers thoroughly understand the scope

of their work.

Good construction documents may not answer all of a bidder’s questions. Subsequently,

we have developed a system of “bid packages” that supplement the designers documents

with specific instructions regarding:

Items to be included specific to that bid package (e.g. rough carpentry vs. millwork)•

Site work rules and hours•

Job specific schedule requirements•

Site ingress, egress and traffic control•

Material handling equipment and rules•

Temporary facilities for sanitary, power, water, security and hoisting•

Insurance requirements•

Form of agreement•

Bid form with alternates and unit pricing•

Detailed schedule requirements•

Unit price schedule•

Giving specific instructions to subcontractors along with the construction documents

results in more accurate and complete sub-bids. “Gray areas” and change orders/claims

are minimized.

The “Bid Package” is distributed to prequalified firms with an “Invitation to Bid.” Firms are

prequalified based on their relevant experience, financial stability, shop and field labor resources,

performance record and, of course, the agreement of the Project Team. Approved bidders are

SF STATE UNIVERSITY AT WESTFIELD SF CENTRE


supplied with the contract documents via the “Bid Package” and required to attend a prebid

briefing. We also request that the Project Team attends to directly answer questions raised.

M / W B E P R O G R A M

Our corporate philosophy upholds our strong commitment to the inclusion of minorities

and women on our projects. We are experienced in achieving high participation goals for

our clients and have been recognized on numerous occasions by the community for our

efforts in this area. We have worked, or are currently working under, M/WBE programs

established by the following agencies:

San Francisco Human Rights Commission•

San Francisco Redevelopment Agency•

Port of Oakland•

Los Angeles Community Redevelopment Agency•

State Department of Corrections•

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

Over the years we have developed many in-house resources to help in this endeavor.

These resources include a full-time Director of Affirmative Action, an elaborate

community “outreach” program, an extensive database of first and second tier MWBE

firms and a program that assists qualified firms in attaining bid documents and meeting

financial and insurance requirements. On a company-wide basis we average a 17%

M/WBE spend and we have achieved as high as a 30% spend in this regard on major

accounts.

S U B C O N T R A C T O R A W A R D S

Bids are received, opened and analyzed in the presence of the owner and designers.

Routinely, the two or three most favorable bidders will be interviewed to affirm their

understanding of the work and conformance to the design documents and Bid Package

instructions. With Project Team approval, subcontracts are awarded. Conformance is

monitored and coordinated by the Project Manager.

The combination of Swinerton Builder’s bid packages, volume purchasing power, proven

track record of planning jobs on schedule, and quick payment to vendors, results in the

most cost efficient pricing available to our clients.

A S S E M B L I N G T H E G M P

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

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

2) the collection and analysis of subcontractor bids.

The GMP is compiled of the fixed sums of subcontractor/vendor bids, general conditions

and stated mark ups, as well as required allowances and contingencies required and

mutually agreed upon by the Project Team. Allowances or contingencies monies that are

not used in the project are credited to the owner by final change order.

FOUNDRY SQUARE


P R E C O N S T R U C T I O N O V E R V I E W

Swinerton Builders is known throughout the industry for providing reliable and

accurate preconstruction services. With most of our work performed on a negotiated

basis (approximately 80%) we are routinely involved in the early studies and planning

of projects of all sizes and scopes. We are confident that our preconstruction efforts

help clients to minimize job costs, eliminate or reduce future claims by subcontractors,

accelerate completion, promote quality, and result in a more efficient and healthier

working environment - all while focusing on solutions that meet your project objectives.

CONSTRUCTION SERVICES

P R O J E C T M A N A G E M E N T

Once the construction begins Swinerton Builders will maintain the responsibility of

keeping the project on track and apprising the Project Team of cost and scheduling

status regularly. The Project Manager will conduct and document weekly project meetings.

These meetings are action-oriented with every open issue reviewed and assigned a resolution

action with a member of the Team and a committee completion date.

During these meetings various project reports are distributed by the Swinerton Builders

management team for review. These include our “real time” budget cost reporting,

detailed project logs for submittals, requests for information, document controls and

change order logs. These reports are maintained in our in-house JD Edwards Contract

Management System.

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

Cost and schedule are agenda items at all preconstruction and construction meetings.

Swinerton Builders holds itself accountable to ensure that we maintain both budgeted

cost and schedule from the project’s preconstruction through completion.

When Swinerton Builders becomes aware of a required scope change, we will promptly

provide the owner with a description of same, as well as a rough order of magnitude

(ROM) stating approximate impact to schedule and total cost (inclusive of other areas of

project which are incidentally impacted). Upon customer approval, we will price work,

quoting a formal change order based upon actual bids from subcontractors/suppliers.

Upon execution of change order authorization by customer, the appropriate work will be

scheduled and executed. Costs, schedule, and scope description of all change orders are

continuously tracked by our reference log and by our JD Edwards Contract Management

System.

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

Meetings are scheduled each week, where Field Superintendents from each subcontractor

meet with the Project Superintendent to discuss coordination and scheduling issues.

This includes reviewing both activities and the schedule for the upcoming 3 weeks.

These meetings provide a place for subcontractor interface and a common ground for

each subcontractor to bring up concerns and problems they may have regarding the job.

TEKNION SHOWROOM


During the 3 week “look-ahead” schedule review, each subcontractor is made aware of

key milestone dates in the near term.

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

The subcontractor scope packages prepared during the buy-out phase of a project

are set up into biddable sections that allow for maximum bid coverage. This early

effort of clearly defining scope of work by trade, helps us achieve the best schedule

and cost results during construction and results fewer change orders by the subs after

construction start. Our superintendents use these scope packages regularly to keep subs

on track as to the scope included in their contract.

S C H E D U L I N G

Scheduling is the most critical element in the project control process. Each of our

projects utilizes a Primavera Critical Path Method (CPM) or Suretrak program in

preparation and maintenance of project schedules.

Once the schedule has been defined, adjusted, modified and approved by the entire

Project Team, it becomes the responsibility of our site staff to make sure it happens.

Because the Superintendent is the individual coordinating the subs and supervising the

site, he, or she, is the best choice for accurately monitoring the work, and anticipating

issues that might impact schedule.

The basic elements of maintaining a schedule are as follows:

• Monthly Status - In order to maintain proper control of the schedule it is necessary

to status the project to an as-built condition at least once a month and more

frequently if the situation warrants.

• Problem recognition and logic enhancements - The schedule must be reviewed for

impacts to the timeline and end date. The Team must be able to recognize what

is happening, track the logic back to the source of the problem and to make the

proper logic and duration adjustments. The advantage of this being done in the

field is substantial. Adjustments may require accelerating, trade overlap (stacking)

analysis, and addition of more detail to work around the problem or issue.

Subcontractors need to be included in this process.

• Synchronize the master schedule with the daily sub-schedule - The Superintendent

generates daily and 3-week “look ahead” schedules as a subcontractor management

tools. The coordination between the daily detail and the contract schedule needs to

be consistent. The rolling 3-week schedule reflects the short term plan. It is more

detailed than the overall schedule and will address daily activities for each trade.

A B O U T O U R S A F E T Y P R O G R A M

A safe jobsite is our highest priority on every project. Swinerton Builders’ corporate

safety program is supported and directed by Gary Rafferty, Chairman of Swinerton

Builders. Supported by a dedicated Safety Team, Superintendents are ultimately

responsible for maintaining a safe working environment. Our ongoing training program

for our Superintendents and job-site personnel includes:

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New Employee Orientation•

Weekly Tool-box Safety Meetings•

Monthly Superintendent Safety Meetings•

Annual Corporate Safety Training Sessions•

Swinerton Builders will monitor the safety practices of all on-site personnel and the

subcontractors. Each member of the contracting team is required to have a company

safety program which is implemented in the field and Job Specific information.

Swinerton Builders was recognized by the Association of General Contractor’s with First

Place Awards of Excellence for Safety Practices in the years 1996, 1997, 1999, 2000,

2001, 2002, 2003, 2004, 2005, 2006, 2007, 2008 and 2009.

R E C Y C L I N G

As part of our culture of minimizing the impact that our projects have on the

environment, we have established an in-house and project-site reduction, reuse and

recycling program. We work with agencies to coordinate the recycling of carpet, wood,

metal, paint, fiberglass, steel, cardboard and drywall and even set up special receptacles

on the jobsite for aluminum, glass, paper and plastic. This program not only helps the

environment; it can also reduce the project cost.

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

We focus on problem prevention; we support and encourage the continuous quality

improvement process; and we build quality and value into our project. Total quality

management is the single most important component in achieving our goal of exceeding

client satisfaction on every project.

C O M P L E T I O N A D V I S O R Y P R O G R A M

In keeping with our total quality management philosophy, we have developed a

“Completion Advisory Program” that virtually eliminates any remedial work during

occupancy. This program is incorporated into our subcontracts and each subcontractor

and supplier agrees to comply with the direction, spirit and intent, which is to prevent

punchlists before they occur.

P R O J E C T T U R N O V E R

As part of our project turnover process, we will conduct extensive systems training for

the your facilities staff. This training can be videotaped and a copy provided to the owner

for future training of new staff members.

W A R R A N T Y W A L K - T H R O U G H

At the eleven (11) month mark after the project completion, we will schedule a project

walk-through with the owner. Our goal is to identify any corrective items that might

have appeared and to address any issues that require attention prior to the end of the

12-month warranty period.

OLD NAVY HEADQUARTERS

REPRESENTATIVE

PROJECTS

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

SIMILAR

PROJECTSB A N K O F N E W Y O R K ( B N Y ) M E L L O N P R I V AT E W E A LT H M A N A G E M E N T, 5 5 5 M I S S I O N S T R E E T, 1 9 T H F L O O R S A N F R A N C I S C O , C A

Currently under construction by Swinerton Interiors, the 6,500 square foot, first generation interior improvement project will house the San Francisco Private Wealth Management group. The project entails a reception area, large and medium sized meeting rooms, executive and open offices, and back office areas such as break room, copy area, file storage and equipment rooms. The project will be seeking LEED Certification.

Contact: Bob Bennett, BNY Mellon Cost: $850,000

M E L L O N C A P I TA L M A N A G E M E N T, 5 0 F R E M O N T S T R E E T, S A N F R A N C I S C O , C A

The 95,000 square foot five-floor, phased interior improvement project for Mellon Capital Management consisted of a reception area, large trading floors, executive, open and closed offices, large and medium meeting rooms, interconnecting stairway and redundant telecommunication systems.

Contact: Bob Bennett, BNY Mellon Cost: $10,890,000

M E L LO N W E A LT H M A N A G E M E N T, 1 6 0 0 N E W P O R T C E N T E R D R I V E , N E W P O R T B E A C H , C A

The 20,000 square foot, first generation interior improvement project currently houses the Newport Beach Private Wealth Management group. The project entails a reception area, large and medium sized meeting rooms, executive and open offices, and back office areas such as break room, copy area, file storage and equipment rooms. The project will be seeking LEED Certification. The project achieved LEED Silver Certification.

Contact: Bob Bennett, BNY Mellon Cost: $1,584,000

F I R S T R E P U B L I C B A N K , 111 P I N E S T R E E T, S A N F R A N C I S C O , C A

Numerous interior improvement projects for First Republic Bank’s corporate headquarters over the past fifteen years totaling over 150,000 square feet. Range of projects include open and closed offices, meeting rooms, base building MEP systems upgrades, interconnecting fea-ture staircase, data center expansion, flagship ground floor retail banking center, cafeteria and server, restroom and ADA upgrades and other maintenance projects.

Contact: Corinna Wan, First Republic Bank Cost: Varies

P R I C E W AT E R H O U S E C O O P E R S , S A N F R A N C I S C O , C A

This project consisted of seven floors of tenant improvement build-out in a new, Class A, 27-story, high-rise tower. This 135,000 square feet build-out served as PriceWaterhouseCoopers’ west coast flagship office and regional headquarters. Work included the installation of ceiling high aluminum and glass partitions, millwork, maple doors, operable walls and a conference center with audio visual facilities.

Contact: MaryBeth Berry, Pricewaterhouse Coopers, LLP Cost: Confidential

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

SIMILAR

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

This high-end, 13,680-square-foot interior improvement project was delivered for iStar Financial Inc., a publicly-traded finance company focused on the commercial real estate indus-try. The project consisted of open and closed offices, meeting and conference rooms and back office areas such as break room and server room. In the early stages of the project, Swinerton suggested the possibility of LEED certification, an opportunity embraced by the client and achieved.

Contact: Cassandra Permenter, iStar Financial Cost: $1,980,000

U B S F I N A N C I A L S E R V I C E S , 5 5 5 C A L I F O R N I A S T R E E T, S A N F R A N C I S C O , C A

Swinerton’s work for Union Bank of Switzerland (UBS) at 555 California Street includes interior improvement projects on the 32nd, 34th and currently on the 36th floors. The 32nd floor consists of a 28,000-square-foot tenant improvement, and the 34th floor project consists of 21,000 square feet of office and operation space, and is constructed in the typical high-end fashion that has become the trademark for UBS.

Contact: Vito Bacarelli, UBS Cost: Varies

U N I O N B A N K , 3 5 0 A N D 4 0 0 C A L I F O R N I A S T R E E T, S A N F R A N C I S C O , C A

Numerous interior improvement projects for Union Bank’s corporate headquarters over the past ten years totaling over 200,000 square feet. Range of projects include major lobby renovation, historical museum, open and closed offices, meeting rooms, base building MEP systems upgrade, data center, flagship ground floor retail banking center, restroom and ADA upgrades and other maintenance projects.

Contact: Robert Michaloski, Jones Lang LaSalle Cost: varies

P I P E R J A F F R AY, 3 4 5 C A L I F O R N I A S T R E E T, S A N F R A N C I S C O , C A

This tenant improvement project consists of the consolidation of 61,000 square feet of high end office space on four floors for the financial services firm. It includes construction of the trading floor, an interconnecting stairwell, executive and open offices, large and small meeting rooms and server room. A unique challenge of the project included phase construction to maintain ongoing business operations.

Contact: Debbra Schoneman Cost: $4,100,000

W E L L S F A R G O B A N K , 3 3 3 M A R K E T S T R E E T, S A N F R A N C I S C O , C A

The 30,000 square feet tenant improvement, phased project consisted of a phased multiple floor build out including executive offices, open and closed office configuration, restroom upgrades, back office facilities and a server room expansion.

Contact: Gary Smith, Wells Fargo Bank Cost: $5,700,000

Financial services soq

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