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HomeMy WebLinkAboutAgenda 06-02-2026; 8-g - Approval of a Contract with Samet Corporation for Construction Manager-At-Risk Services for the Renovation of the John M. Link, Jr. Government Services Center and Construction of the Sheriff’s Evide 1 ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: June 2, 2026 Action Agenda Item No. 8-g SUBJECT: Approval of a Contract with Samet Corporation for Construction Manager-At- Risk Services for the Renovation of the John M. Link, Jr. Government Services Center and Construction of the Sheriff's Evidence Storage Facility DEPARTMENT: Asset Management Services (AMS) ATTACHMENT(S): INFORMATION CONTACT: 1. CMAR Contract Alan Dorman, AMS Director, 919-245- 2. Samet Pre-Construction and 2627 Construction Services Proposals 3. Samet RFQ Submittal PURPOSE: To: 1.) Review the proposal and contract with Samet Corporation for Construction Manager-At- Risk services for the renovation of the John M. Link, Jr. Government Services Center and the construction of the Sheriff's Evidence Storage Facility; 2.) Approve funding for Phase I only at a cost of $193,339 for pre-construction services; and 3.) Approve and authorize the County Manager to execute the contract, subject to final review by the County Attorney, and any subsequent amendments for contingent and unforeseen requirements up to the approved budget amount on behalf of the Board of County Commissioners. BACKGROUND: At its Business meeting on September 16, 2025, the Board of Commissioners authorized the use of the Construction Manager-at-Risk ("CMAR") project delivery method for the renovation of the Link Center and the construction of the Sheriff's Office Evidence Storage Facility and to issue a Request for Qualifications ("RFQ"). Orange County issued RFQ #367-005466 on November 3, 2025, for the selection of a firm to provide those services. A total of nine (9) firms were submitted proposals, and three (3) were selected for interview by the Evaluation Committee on January 24, 2026. The Evaluation Committee included Sheriff Blackwood and Deputy Chief Tina Skyes from the Sheriff's Office, and Alan Dorman, Angel Barnes, and Connor Wilkins from the Asset Management Services Department. The Evaluation Committee selected Samet Coporation based on its extensive experience in the construction of police headquarters, courthouses, and emergency services facilities. The contract with Samet includes pre-construction services for $193,339, including providing construction cost estimates during schematic design, design development, and the construction documents phase. Pre-construction services also include a constructability review, bidder 2 prequalification, bid process management, and the development of the Guaranteed Maximum Price ("GMP"). The contract with Samet is broken into two (2) phases: pre-construction services and construction services. The Board is only asked at this time to approve Phase I at a cost of $193,339. Upon completion of the design and bidding process, Samet will submit a GMP to the Board for review and approval before proceeding with construction. The CMAR fees for the project are shown in the table below. The fees will be based on the GMP, which the Board will adopt at the completion of the bidding process. The current project schedule is also provided in the table below. Samet Fees for the Pre-Construction and Construction Manager-At-Risk Services (Percentage Fees based on Approved GMP) Preconstruction Fee $193,339 Construction Manager Fee 3.50% General Conditions 9.00% Subcontractor Default 1.50% Insurance Contractor Contingency 2.00% General Liability Insurance 2.00% Payment and Performance 0.75% Bonds Builders Risk Insurance 0.2%/ Calendar year Project Schedule Schedule for the Renovation of the Link Center and Construction of the Sheriff's Office Evidence Storage Facility Kick off/ Programming Spring 2026 Complete Design Fall 2026 Complete Construction Documents Winter 2026 Bid Permitting Early Spring 2027 Deconstruction of Link Center Spring 2027 Start of Construction Late Spring 2027 Construction Complete Summer 2028 FINANCIAL IMPACT: The FY 2025-35 Capital Investment Plan ("CIP") included funding in FY 2025-26 of$1,400,000 for the design of the Link Center renovation and $2,430,000 for the design and construction of the Evidence Storage facility. Additional funds are included in FY 2026-27 for the renovation of the Link Center for $15,514,576. The Board is asked at this time to approve funding only for Phase I, at a cost of$193,339, for pre-construction services. ALIGNMENT WITH STRATEGIC PLAN: This item supports: 3 • MISSION STATEMENT — Orange County is a visionary leader in providing governmental services valued by our community, beyond those required by law, in an equitable, sustainable, innovative and efficient way. RECOMMENDATION(S): The Manager recommends that the Board: 1.) Review the proposal and contract with Samet Corporation for Construction Manager-At- Risk services for the renovation of the John M. Link, Jr. Government Services Center and the construction of the Sheriff's Evidence Storage Facility; 2.) Approve funding for Phase I only at a cost of $193,339 for pre-construction services; and 3.) Approve and authorize the County Manager to execute the contract, subject to final review by the County Attorney, and any subsequent amendments for contingent and unforeseen requirements up to the approved budget amount on behalf of the Board of County Commissioners. 4 Orange County, NC i CONSTRUCTION MANAGER AT RISK CONTRACT i CONFIDENTIAL DRAFT ORANGE COUNTY, NORTH CAROLINA CONSTRUCTION MANAGER AT RISK CONTRACT FOR PRE-CONSTRUCTION AND CONSTRUCTION SERVICES • Link Center Renovation and Sheriff's Office Evidence Storage •• 200 South Cameron Street • •. Asset Management Services Samet Corporation • $193,339.00 .. $ • General Fund �. •• No • 6/15/2026 • 5/1/2027 • 8/31/2028 This Contract is made this day of 120 by and between: Samet Corporation ("Construction Manager at Risk" or "CMAR") and ORANGE COUNTY, NORTH CAROLINA ("Orange County" or "Owner") Page 1 of 35 5 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT RECITALS WHEREAS, the Owner issued a Request for Qualifications ("RFQ")seeking a Construction Manager at Risk to furnish professional construction management services during the design and construction of the Project identified herein; and WHEREAS, the CMAR submitted a responsive Statement of Qualifications and was selected by the Owner following evaluation pursuant to N.C. Gen. Stat. § 143-128.1; and WHEREAS, the Owner and CMAR desire to enter into this Contract to define their respective rights and obligations for pre-construction services during the design phase and, contingent upon execution of the GMP Amendment described herein, for construction services; NOW, THEREFORE, for the mutual covenants and consideration set forth herein, the Owner and CMAR agree as follows: ARTICLE 1 : DEFINITIONS As used in this Contract, the following terms shall have the meanings set forth below: 1.1 "Owner"means Orange County, North Carolina.The Owner shall designate an Owner's Representative who shall serve as the CMAR's primary contact. The current Owner's Representative is: _Alan Dorman 1.2 "Construction Manager at Risk"or"CMAR"means the firm identified on the cover page of this Contract, acting as the Owner's fiduciary pursuant to N.C. Gen. Stat. § 143-128.1(c), responsible for establishing the Guaranteed Maximum Price and ensuring timely, quality completion of the Project within that price. 1.3 "Project" means the total construction Work to be performed under this Contract as described in the Project Data Sheet attached as Exhibit A. 1.3.1 "Project Team,""Project Design Team,"or"Design Team"consists of the Owner,the Project Designer, the CMAR and others as identified in the RFQ. 1.4 "Project Designer" means the firm or firms of architect(s), engineer(s), or design professional(s) retained by the Owner to design the Project, together with their consultants and subconsultants. 1.5 "Contract Documents" means this Contract, the RFQ and all its attachments, the CMAR's Proposal, the GMP Amendment(s), all Exhibits hereto, and all written amendments and change orders executed by the parties. 1.6 "Construction Documents" means the drawings, specifications, and other instruments prepared by the Project Designer defining the scope of the Work, as approved in writing by the Owner. 1.7 "Phase 1" or"Pre-Construction Phase" means the period commencing upon execution of this Contract and concluding upon execution of the GMP Amendment for Phase 2, during which the CMAR provides pre- construction services as defined in Article 3. 1.8 "Phase 2" or "Construction Phase" means the period commencing upon execution of the GMP Amendment and concluding upon Final Completion, during which the CMAR performs construction services. 1.9 "GMP" or "Guaranteed Maximum Price" means the maximum total cost to the Owner for the Work, including Cost of the Work, CMAR-GMP Contingency, General Conditions, and CMAR Fee, established pursuant to Article 4, including any referenced Exhibit(s). 1.10 "GMP Amendment" means the formal written amendment to this Contract, executed by both parties and approved by Orange County Board of Commissioners (the "Board") where required, that establishes the GMP, construction schedule, and bonds and authorizes commencement of Phase 2. 1.11 "Cost of the Work" means all costs properly allocable to the Project. 1.12 "Total Construction Budget" means the maximum amount approved by the Board for the Project, inclusive of GMP, Owner's Contingency, and all project-related costs. Page 2 of 35 6 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT 1.13 "Subcontractor"means any general, mechanical,electrical, plumbing,or specialty contractor, supplier, or vendor who has entered into a direct contract with the CMAR for any portion of the Work, and includes one who furnishes labor, equipment, or other services to completed Work in accordance with the drawings, specifications, and other plans for the Project. The term Subcontractor shall include, where appropriate, sub-subcontractors. 1.14 "Substantial Completion" means the stage when the Work is sufficiently complete in accordance with the Contract Documents such that the Owner can occupy and utilize the Project for its intended purpose, as certified by the Project Designer. 1.15 "Final Completion" means completion of all Work, satisfaction of all closeout requirements, and acceptance of the Project by the Owner. 1.16 "Change Order"means a written order signed by the CMAR, Project Designer,and Owner authorizing a change in the Work, Contract Sum, or Contract Time after execution of the GMP Amendment. 1.16.1 "Construction Change Directive" or "CCD" means a written instruction signed by the Owner and Project Designer directing a change in the Work before agreement on adjustment in GMP or Contract Time, as described in Article 18.7. 1.17 "CMAR-GMP Contingency" means the contingency included within the GMP for CMAR's use to cover unanticipated costs that do not result in a change to the GMP, as described in Article 5. 1.18 "Owner's Contingency" means funds held by the Owner outside the GMP for Owner-directed scope changes and other costs not covered by the GMP. 1.19 "Shared Savings" means the difference between the final approved GMP and the total actual cost of the Work upon Final Completion, to be allocated 75% to the Owner and 25% to the CMAR pursuant to Article 7. 1.20 "Key Personnel" means the CMAR staff identified in Exhibit C whose assignment to the Project requires Owner approval. 1.21 "Pre-Construction Fee" means the fixed fee for Phase 1 services as set forth in Article 3. 1.22 "CMAR Fee" means the fee for Phase 2 construction management services as set forth in Article 6. 1.23 "General Conditions" means the direct project costs for on-site management, supervision, and field support during Phase 2, as described in Article 6. 1.24 "Request for Information" or "RFI" means a written request from the CMAR to the Project Designer seeking clarification or interpretation of the Contract Documents. 1.25 "Liquidated Damages" means the daily amount payable by the CMAR to the Owner for each day of unexcused delay beyond the required Substantial Completion date, as set forth in Article 12. ARTICLE 2: GENERAL SCOPE AND CONTRACT STRUCTURE 2.1 This Contract is structured in two phases. Phase 1 (Pre-Construction Services) commences immediately upon execution. Phase 2(Construction Services)commences only upon execution of the GMP Amendment. The terms and conditions governing both phases are set forth herein. 2.2 The CMAR shall serve as the Owner's fiduciary pursuant to N.C. Gen. Stat. § 143-128.1(c), acting in the Owner's best interests at all times. The CMAR shall use its best efforts to complete the Project within the Total Construction Budget, on schedule, and in accordance with the Contract Documents. 2.3 The CMAR shall collaborate with the Owner and Project Designer as an integrated Project Team from the outset of design through Final Completion. The Project Team shall include the Owner, the Project Designer, and the CMAR. The Owner, subject to the BOCC's approval, shall be the final decision-making authority on all Project Team disputes, subject to the dispute resolution procedures in Article 23. 2.4 The Owner is not obligated to proceed to Phase 2. Execution of the GMP Amendment is entirely at the Owner's discretion and subject to the Board's approval of the GMP. If the Owner elects not to proceed to Page 3 of 35 7 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT Phase 2 for any reason, the CMAR's sole entitlement shall be the Pre-Construction Fee for services performed, subject to Article 4.10. 2.5 The CMAR shall familiarize itself with all available Project funding and shall work with the Owner and Project Designer to maximize the scope and quality of the Project within the Total Construction Budget. 2.6 The CMAR shall not perform any act that would constitute the practice of architecture, engineering, or other licensed professional service. Nothing herein requires the CMAR to ascertain that the Contract Documents comply with applicable laws; however, the CMAR shall promptly report any known nonconformities to the Project Designer in writing. ARTICLE 3: PROJECT DESIGNER 3.1 The Project Designer shall provide a liaison and necessary inspection of the Work to ensure compliance with the Construction Documents. The Project Designer is the agent of the Owner only for the purposes and to the extent stipulated in the various Contract Documents. The Project Designer has authority to stop Work or to order Work removed, or to order corrections of faulty or non-compliant Work where such action may be necessary to assure successful completion of the Work. 3.2 The Project Designer is the impartial interpreter of the Contract Documents, and,as such,shall exercise its powers under the Contract to enforce faithful performance by both the Owner and the CMAR, taking sides with neither. 3.3 Should the Project Designer cease to be employed on the Project for any reason whatsoever, then the Owner shall employ a competent replacement who shall assume the status of the former Project Designer. 3.4 The Project Designer will make periodic inspections of the Project at intervals appropriate to the stage of construction. The Project Designer will inspect the progress, the quality and the quantity of the Work and shall verify work in place for purposes of payment and verification of payment applications. 3.5 The Project Designer and the Owner shall have access to the Work whenever it is in preparation and progress during normal working hours. The CMAR shall provide facilities for such access so the Project Designer may perform its functions under the Contract Documents. 3.6 Based on the Project Designer's inspections and evaluations of the Project, the Project Designer shall issue interpretations, directives, and decisions as may be necessary to assist the CMAR in the administration of the Project. The Project Designer's decisions relating to artistic effect and technical matters shall be final, provided such decisions are within the limitations of the Contract. The CMAR's decisions, however, relating to means and methods, and administration of the contracts the CMAR holds are final. ARTICLE 4: PHASE 1 - PRE-CONSTRUCTION SERVICES 4.1 Scope of Pre-Construction Services During Phase 1, the CMAR shall provide the following services at each design milestone: 4.1.1 Constructability Reviews. At each design milestone identified in Exhibit B (Phase 1 Deliverables Schedule), the CMAR shall review the Project Designer's drawings and specifications for constructability, coordination, and completeness. The CMAR shall submit written constructability review comments within twenty-one (21) days of receipt of each milestone submission. Silence beyond this period shall constitute acceptance of the documents as constructable without known issues. 4.1.2 Cost Estimating. The CMAR shall prepare detailed independent cost estimates at Schematic Design (SD), Design Development (DD), and Construction Document (CD) milestones. Each estimate shall be organized by trade, CSI division, and anticipated subcontract package. The CMAR shall certify in writing at each milestone whether the Project is tracking within the Total Construction Budget and, if not, shall identify the variance and proposed remediation within ten (10) days. 4.1.3 Schedule Development. The CMAR shall develop and maintain a master project schedule incorporating pre-construction milestones, design review periods, subcontractor pre-qualification, bidding, Page 4 of 35 8 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT and construction phases. The schedule shall be updated within fifteen (15) days of each design milestone submission. 4.1.4 Subcontractor Pre-Qualification. No later than sixty (60) days before submission of the final GMP, the CMAR shall commence pre-qualification of first-tier subcontractors for all major trade packages. Pre- qualification criteria shall be developed jointly by the Owner, Project Designer, and CMAR. 4.1.5 Project Management Systems.The CMAR shall establish and maintain project management systems including document control, RFI tracking, submittal log, and cost control reporting in a platform approved by the Owner. All project data in CMAR-managed platforms is Owner data and shall be accessible to the County at all times. Upon Phase 1 termination or commencement of Phase 2, the CMAR shall ensure the County has full export access to all project data. The CMAR shall maintain cost accounting records on authorized Work performed under unit costs, actual costs for labor and material, or other bases requiring accounting records, and afford the Owner access to these records and preserve them for a period of three (3) years after final payment. The Owner reserves the right to audit these records during that period. 4.1.6 MWBE Outreach. The CMAR shall conduct outreach to MWBE subcontractors during the pre- qualification and bidding preparation phases consistent with the Owner's MWBE goals established in Article 25. 4.1.7 Budget Validation Checkpoints. At each design milestone, the CMAR shall submit a written Budget Status Report to the County certifying: (a) the current estimated project cost; (b) whether the estimate is within the Total Construction Budget; (c) identified risks that could affect cost; and (d) recommended scope or design adjustments if the estimate exceeds the Total Construction Budget. Failure to submit a required Budget Status Report within the specified time is a material deficiency in CMAR's Phase 1 performance. 4.2 Phase 1 Deliverables The specific deliverables, formats, and due dates for each Phase 1 milestone are set forth in Exhibit B (Phase 1 Deliverables Schedule). The Owner shall accept or reject each deliverable in writing within fifteen (15) days of receipt. Deliverables not accepted shall be revised and resubmitted within ten (10)days. 4.3 Phase 1 Fee The Owner shall pay the CMAR a fixed Pre-Construction Fee of$193,339 for all Phase 1 services. The Pre- Construction Fee is inclusive of all CMAR home office costs, personnel, travel, and overhead associated with Phase 1. No additional compensation shall be payable for Phase 1 services except as provided in Section 4.5. 4.4 Phase 1 Payment Schedule The Pre-Construction Fee shall be paid in monthly installments proportionate to the percentage of Phase 1 services completed, as documented in the CMAR's monthly invoice. Invoices shall be submitted by the 1st of each month and paid within forty-five (45) days of receipt and approval by the Owner, in accordance with N.C. Gen. Stat. § 143-134.1. 4.5 Additional Phase 1 Services If the Owner requests services beyond the scope of Section 4.1 (the parties shall negotiate compensation in writing before such services commence. No compensation shall be due for additional reviews necessitated by the CMAR's failure to perform adequate initial reviews. 4.6 Phase 1 Personnel The Key Personnel identified in Exhibit C shall be assigned to the Project throughout Phase 1. The CMAR shall not reassign Key Personnel without the Owner's prior written consent. If Key Personnel must be replaced due to departure from the CMAR's firm or other unavoidable circumstances,the CMAR shall provide the Owner with at least thirty(30)days written notice and a proposed replacement of equal or greater qualifications for Owner's approval. 4.7 Owner's Obligations During Phase 1 Page 5 of 35 9 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT The Owner shall: (a) provide the CMAR with timely access to the Project Designer and design documents; (b) respond to CMAR Budget Status Reports and constructability reviews within fifteen (15) days; (c) inform the CMAR promptly of any changes to the Total Construction Budget or project program; and (d) make all go/no- go decisions at design milestones in a timely manner to avoid schedule delay. 4.8 Phase Transition Checkpoint Before submission of the final GMP, the CMAR shall certify in writing to the Owner that: (a) All Phase 1 deliverables identified in Exhibit B have been completed and accepted by the Owner; (b) The CMAR has no known unresolved claims, disputes, or entitlements arising from Phase 1; (c) The GMP submission represents the CMAR's best, complete, and good-faith estimate of the cost of the Work based on the Construction Documents; (d) The CMAR has completed subcontractor pre-qualification and is prepared to commence public bidding upon Owner authorization; (e) All Key Personnel proposed for Phase 2 have been identified and are available. The Owner may withhold authorization to submit the GMP until the Phase Transition Checkpoint certification has been received and found satisfactory. 4.9 Phase 1 Termination The Owner may terminate Phase 1 at any time for any reason upon written notice to the CMAR. Upon such termination: (f) The CMAR shall immediately cease Phase 1 services and submit a final invoice for services performed to the date of termination; (g) The CMAR's sole entitlement shall be the Pro-Rata Pre-Construction Fee for services performed and accepted, plus documented direct costs incurred in connection with wind-down; (h) The CMAR shall promptly deliver to the Owner all work product, cost estimates, schedule data, subcontractor pre-qualification files, and project documents; (i) The CMAR shall have no entitlement to the CMAR Fee, General Conditions, or any Phase 2 compensation; (j) If the Owner terminates Phase 1 due to the CMAR's material breach of Phase 1 obligations, the Owner may offset the cost of engaging a replacement CMAR against amounts otherwise due for completed Phase 1 services. 4.10 Transition to Phase 2 Phase 1 shall conclude and Phase 2 shall commence upon the Owner's execution of the GMP Amendment. The GMP Amendment shall not be executed until: (a) the CMAR has submitted and the Owner has reviewed the final GMP; (b) the Board has approved the GMP; (c) the CMAR has delivered Performance and Payment Bonds in the GMP amount plus the Owner's allowance; and (d) all required insurance certificates have been approved by the Owner. ARTICLE 5: GMP DEVELOPMENT AND OWNER'S APPROVAL PROCESS 5.1 GMP Submission Following the Owner's and Project Designer's approval of the final Construction Documents, and in accordance with the schedule established in Exhibit B, the CMAR shall develop and submit to the Owner a Guaranteed Maximum Price for the entire Project. The GMP submission shall include: (a) A complete list of all Construction Documents forming the basis of the GMP; Page 6 of 35 10 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT (b) A detailed cost breakdown organized by trade, CSI division, and subcontract package, showing each anticipated subcontract amount and General Conditions line items; (c) A basis-of-estimate narrative describing all assumptions, qualifications, and clarifications; (d) A list of identified scope gaps, design allowances, and items of uncertainty with the CMAR's recommended allowance for each; (e) The proposed CMAR-GMP Contingency amount and basis; (f) The fixed CMAR Fee for Phase 2; (g) The proposed General Conditions budget, itemized by category; (h) A certified bid tabulation for any scope pre-bid prior to GMP submission; (i) A Phase 2 construction schedule with all major milestones; (j) The proposed Performance and Payment Bond amounts. (k) Any other documents or information Owner deems necessary after giving reasonable notice to CMAR. 5.2 Owner's Review Period The Owner, with assistance from the Project Designer, shall have thirty (30) days following receipt of the complete GMP submission to review, accept, reject, or request revision. The Owner may request additional supporting data, and the CMAR shall respond within five (5)business days. The Owner's review period restarts upon receipt of any substantive revision. 5.3 GMP Negotiation If the GMP exceeds the Total Construction Budget, or if the Owner identifies concerns with the GMP, the parties shall meet and negotiate in good faith to achieve a mutually acceptable GMP. During negotiation, the CMAR shall work with the Owner and Project Designer to identify scope adjustments, alternative systems, or other modifications that reduce cost without materially compromising the project program. The CMAR shall perform this work without additional compensation. 5.4 Owner's Right to Reject The Owner may reject the GMP as submitted or as revised. If the parties cannot reach agreement on a GMP within forty-five (45) days of the Owner's initial rejection, either party may terminate this Contract. Upon such termination, the CMAR shall receive the Pro-Rata Pre-Construction Fee for services performed but shall have no further entitlement. 5.5 GMP Amendment Upon the Board's approval of the GMP, the parties shall execute the GMP Amendment substantially in the form of Exhibit D attached hereto. The GMP Amendment shall: (a) Identify the approved GMP amount; (b) Incorporate the construction schedule with all milestones; (c) Confirm the fixed CMAR Fee, General Conditions budget, and CMAR-GMP Contingency; (d) Establish the Substantial Completion and Final Completion dates; (e) Set forth Liquidated Damages per Article 12; (f) Confirm the Performance and Payment Bond amounts; (g) List all Construction Documents forming the GMP basis. 5.6 Bonds Upon GMP Execution Within ten (10)days of executing the GMP Amendment,the CMAR shall deliver to the Owner Performance and Payment Bonds each in the amount of one hundred percent (100%) of the GMP plus the Owner's allowance, executed by a surety company authorized to do business in North Carolina with an A.M. Best rating of A- or better. Bond forms shall conform to N.C. Gen. Stat. § 44A-33 or such other forms as the Owner approves in writing. Each time a new GMP is established and approved by the Owner, the CMAR shall increase the amount Page 7 of 35 11 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT of the performance and payment bonds to the amount of the cumulative GMP, including Owner's allowances, so that at all times a single performance bond and a single payment bond shall be in effect for the entire Project under contract at that time.All bonds shall be countersigned by an authorized agent and attorney-in-fact for the bonding company who is licensed to do business in North Carolina. The title "Licensed Resident Agent" shall appear after the signature.There shall be attached to each copy of the bond a certified copy of power of attorney properly executed and dated. The seal of the bonding company shall be impressed on each signature page of the bonds. 5.7 GMP Adjustment The GMP shall be adjusted only by duly executed Change Order. No adjustment shall be made for conflicts in the Contract Documents that the CMAR, in the exercise of professional construction management judgment, should have identified during Phase 1 constructability reviews. Such costs shall be addressed through the CMAR-GMP Contingency. ARTICLE 6: CMAR FEE AND GENERAL CONDITIONS 6.1 CMAR Fee The CMAR Fee for Phase 2 services shall not exceed 3.5 % of the sum of the Cost of the Work and CMAR- GMP Contingency, as established in the GMP Amendment. If the Total Construction Budget changes prior to the final GMP, the Fee percentage shall be applied to the revised amounts. The CMAR Fee is inclusive of all home office costs, officers' compensation, home office and local office support staff not included in General Conditions, home office quality control and safety reviews, and all other overhead and profit. 6.2 Fee Conversion to Lump Sum Upon execution of the GMP Amendment, the CMAR Fee shall be converted to a fixed lump sum and included in the GMP.The Fee shall not be adjusted unless Owner-directed Change Orders increase the total Cost of the Work by more than five percent (5%) cumulatively, in which case a lump sum adjustment shall be equitably determined based on proven changes in scope and CMAR effort. 6.3 General Conditions The CMAR shall be reimbursed for actual General Conditions costs on a not-to-exceed basis as established in the GMP Amendment. General Conditions shall be itemized by category and shall include, but not be limited to: (a) Mobilization and demobilization (b) On-site field personnel: Project Manager, Superintendent(s), Project Engineer(s), and Field Administrative Staff directly and full-time assigned to the Project (c) Temporary facilities, field offices, and utilities (d) Safety program, safety materials, and on-site safety personnel (home office safety costs are included in the CMAR Fee) (e) Site security (f) Daily cleanup and debris removal (g) Surveys and layout services (h) Progress photography (i) Performance and Payment Bonds (j) Project-specific liability insurance and Builder's Risk Insurance (k) Permits (fees paid directly by Owner unless directed otherwise) (1) Reproduction of Construction Documents beyond Owner's allowance (m) Close-out and demobilization Page 8 of 35 12 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT General Conditions shall not include any home office costs, home office personnel, officers' costs, or any other costs deemed included in the CMAR Fee. 6.4 General Conditions — Field Personnel Billing On-site field personnel costs shall be billed at Direct Personnel Expense (actual salary plus customary payroll burden including FICA, FUTA, SUTA, 401(k), health insurance, workers' compensation, paid leave not exceeding thirty (30) days per year). No mark-up for overhead shall be applied to field personnel costs. 6.5 General Conditions Overruns Expenditures in excess of a General Conditions category total are permitted only if the CMAR certifies that identified savings in other General Conditions categories within the same GMP are sufficient to offset the overrun. The CMAR shall be reimbursed only for actual General Conditions costs incurred, with no mark-up. Any General Conditions costs exceeding the total not-to-exceed allowance shall be borne by the CMAR and deemed included in the CMAR Fee, unless arising from an Owner-directed Change Order that extends the construction duration. 6.6 Unused General Conditions Any unused portion of the General Conditions allowance at Final Completion shall revert to the Owner. Unused General Conditions savings are not eligible for Shared Savings treatment under Article 7; only Cost of the Work savings below the GMP give rise to Shared Savings. 6.7 Retainage on Fee No retainage shall be withheld on the CMAR Fee, General Conditions, bonds, insurance, or General Requirements line items. Retainage as described in Article 17 applies only to Cost of the Work (subcontract costs). ARTICLE 7: CONTINGENCY AND SHARED SAVINGS 7.1 Owner's Construction Contingency The Owner shall maintain an Owner's Construction Contingency outside the GMP to fund: (a) Owner-directed scope changes; (b) design errors not reasonably detectable during Phase 1 constructability review; and (c) other costs arising from Owner-initiated changes. The Owner's Contingency shall be established at the time of GMP approval and shall not be included in the GMP. Expenditure of the Owner's Contingency requires written authorization from the Owner and shall be processed as a Change Order. 7.2 CMAR-GMP Contingency The amount of the CMAR-GMP Contingency is to be reviewed by the Owner as part of its review of each GMP. The Owner retains the right to specifically request revisions to the amount of the CMAR- GMP Contingency prior to the Owner's acceptance and approval of each GMP. If, after a contingency is fixed as part of a GMP proposal, the contract prices are lower than anticipated, the CMAR and Owner agree that the CMAR-GMP Contingency shall not be reduced prior to completion of that GMP phase. If the CMAR is not required to use any or all of the CMAR-GMP Contingency for a particular GMP it shall be carried forward to each subsequent GMP. After final completion of the Project, the Owner shall pay the CMAR Thirty percent (30%) of the unused CMAR-GMP Contingency. In the event that there are any funds remaining in any special or dedicated Owner's allowance, those funds shall be retained solely by the Owner. 7.3 Shared Savings Page 9 of 35 13 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT Upon Final Completion, if the total of the actual Cost of the Work plus the CMAR Fee plus the actual General Conditions is less than the final approved GMP (excluding the Owner's Contingency and the Early Completion Bonus Fund, if any), the resulting savings shall be allocated as follows: (a) Seventy-five percent (75%) of Shared Savings to the Owner; (b) Twenty-five percent(25%) of Shared Savings to the CMAR. (c) The CMAR's Shared Savings payment shall be included in the final payment and shall be subject to the following conditions: (d) The CMAR has achieved Substantial Completion on or before the required date, as extended by duly executed Change Order; (e) No unresolved warranty claims or warranty defaults exist at the time of final payment; (f) No open Change Order disputes or outstanding claims by the Owner against the CMAR exist at the time of final payment; (g) The CMAR has satisfied all closeout requirements of Article 16; (h) The Owner's final audit confirms the actual cost figures supporting the savings calculation. If any of the foregoing conditions are not met at the time of final payment, the Owner shall withhold the CMAR's Shared Savings share until the conditions are satisfied. If conditions remain unsatisfied for more than one hundred eighty (180)days after Final Completion, the Owner may apply the CMAR's withheld Shared Savings share to outstanding claims or warranty costs. Shared Savings shall not exceed 5 % of the final GMP. Any savings in excess of this cap shall be retained solely by the Owner. The unused CMAR-GMP Contingency is not subject to the Shared Savings split. Upon Final Completion, thirty percent(30%)of unused CMAR-GMP Contingency shall be paid to the CMAR and seventy percent(70%)shall be retained by the Owner, provided the CMAR has satisfied all conditions in this Section. 7.4 Early Completion Bonus It is the CMAR's responsibility to meet the required construction completion dates, as extended by the Owner in accordance with the Contract. As an inducement to the CMAR to meet the required substantial completion date for the Project, the Owner will include in the Total Construction Budget an Early Completion Bonus Fund amount of one percent (1.0%)of the actual Project GMP, which shall be payable to the CMAR as an Early Completion Bonus if the Project is completed prior to the substantial completion date, as extended in accordance with this Contract and further provided that the Project is completed under budget and so long as including payment of the Early Completion Bonus Fund does not result in an amount that exceeds the Total Construction Budget. This Early Completion Bonus, if earned, will be included in the final payment to the CMAR. If the CMAR decides that any action must be taken in order to meet its contractual responsibility to complete the Project on time or to mitigate liquidated damages payable to the Owner, including for example and without limitation forcing Subcontractors to work overtime, increase labor forces or staffing, or work out of sequence, then the CMAR may, upon written notice to the Owner, waive its right to the Early Completion Bonus. Upon notice that the CMAR waives its right to the Early Completion Bonus, the Owner shall make the funds budgeted for the Early Completion Bonus available to the CMAR to pay the actual costs of such action as a Cost of the Work. The CMAR will enforce all rights and remedies that it has against any and all Subcontractors that are responsible for the failure to complete the Project within the schedule, and reimburse the Owner for the sums contributed under this paragraph to the extent the CMAR can recover those costs from those Subcontractors. If the Project is not substantially complete by the substantial completion date as extended, the Early Completion Bonus shall be deemed automatically waived without further notice, and the funds shall be made available to take action to maintain the Project on schedule. Once the funds budgeted for the Early Completion Bonus are exhausted, all costs associated with any action taken to stay within the completion schedule are the CMAR's responsibility within the GMP. If the CMAR finds that the schedule is likely to be impacted by an action or inaction on the part of the Owner, the CMAR must review the situation with the Owner in a timely manner, and if necessary, to obtain a change order amendment for such Work Page 10 of 35 14 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT prior to taking any action which has a time and/or cost impact. All change orders will be settled in full. No caveats for later settlement of time extensions or delays will be accepted. ARTICLE 8: SUBCONTRACTS AND SUBCONTRACTORS 8.1 The CMAR shall determine appropriate bid packages for all trade scopes. Separate bid packages shall be prepared for general construction, electrical, mechanical, plumbing, and fire protection. The CMAR shall publicly advertise all subcontract packages as required by N.C. Gen. Stat. § 143-129 and shall accept bids from pre-qualified first-tier subcontractors. All bids shall be opened publicly and shall constitute public records under N.C. Gen. Stat. Chapter 132. 8.2 The CMAR shall award each subcontract to the lowest responsible, responsive bidder. Prior to award, the CMAR shall submit to the Owner certified bid tabulations, copies of all bids received, MWBE documentation, and the CMAR's written recommendation for award. No award shall be made without the Owner's written concurrence. 8.3 The CMAR may not bid on, or self-perform the Work of, any trade package without the Owner's prior written approval. Self-performance exceeding $100,000 on any single package requires the Board approval. The CMAR hereby discloses the following related-party relationships: 8.4 The CMAR shall require Performance and Payment Bonds from each Subcontractor for subcontracts exceeding $500,000, or as otherwise required by the Owner. 8.5 All Subcontractors shall be bound to the CMAR by subcontract terms consistent with the Contract Documents. The CMAR shall include in each subcontract: (a) flow-down of all applicable Contract Document obligations; (b) Owner's right to inspect and audit; (c) MWBE requirements; (d) E-Verify requirements; (e) prompt payment obligations; and (f)the contingent assignment provision of Article 7. 8.6 Contingent Assignment of Subcontracts. Each subcontract agreement for a portion of the Work is hereby assigned by the CMAR to the Owner, subject to the following: (a) Assignment becomes effective only upon termination of this Contract by the Owner for cause under Article 25.2 and the Owner's written acceptance of the specific subcontract; (b)Assignment is subject to the prior rights of any surety under the Performance and Payment Bonds; (c) Upon accepting assignment, the Owner assumes the CMAR's rights and obligations under the assigned subcontract from the date of acceptance; (d) If work under an assigned subcontract has been suspended for more than thirty (30) days following Contract termination, the Subcontractor's compensation shall be equitably adjusted for increased direct costs resulting from the suspension. 8.7 The CMAR shall pay each Subcontractor within seven (7)days of the CMAR's receipt of payment from the Owner, pursuant to N.C. Gen. Stat. § 143-134.1. Retainage withheld from Subcontractors shall not exceed the retainage withheld by the Owner from the CMAR on account of that subcontractor's work. Interest on late payments to Subcontractors shall accrue at twelve percent(12%)per annum from the eighth day. 8.8 Upon completion of all Subcontractor contracts, the CMAR shall deliver to the Owner copies of all subcontracts, lien waivers, and affidavits from Subcontractors confirming full payment. ARTICLE 9: KEY PERSONNEL AND CONDUCT 9.1 The Key Personnel identified in Exhibit C are designated by the CMAR as the individuals who will be assigned to the Project in the roles specified. Key Personnel shall be available to the Project for the duration of the phases specified in Exhibit C. The CMAR shall not reassign, replace, or remove Key Personnel without the Owner's prior written consent. 9.2 Replacement of Key Personnel. If Key Personnel must be replaced due to departure from the CMAR's firm, illness, or other unavoidable circumstance, the CMAR shall: (a) provide the Owner with at least thirty (30) days advance written notice; (b) propose a replacement of equal or greater qualifications; and (c) Page 11 of 35 15 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT obtain the Owner's written approval before the replacement assumes duties. The CMAR shall bear all transition and retraining costs. 9.3 Removal of Personnel. The Owner may require the CMAR to remove any employee or Subcontractor employee from the Project for incompetence, carelessness, unsafe practices, misconduct, or any other cause the Owner deems sufficient. The CMAR shall comply within forty-eight (48) hours of written notice. All workers on the Project shall wear Owner-approved identification badges displaying company name, telephone number, employee name, and photograph. The CMAR and its Subcontractors shall comply with the Owner's access procedures when working on any existing facility. Owner and its representatives reserve the right to require the CMAR to immediately remove any such person(s)failing to comply with this requirement until such time as proper identification requirements are complied with. 9.4 Conduct Standards. The CMAR, its employees, Subcontractors, and their employees shall comply with all at conduct standards, including: (a) no firearms or explosives on Owner property; (b) no profane, lewd, obscene or offensive conduct or language, including sexual harassment; (c) no manufacture, possession, or use of alcohol, controlled substances, or drug paraphernalia on Owner property; (d) no solicitation or sales on Owner property; (e)no smoking or tobacco use inside any enclosed or occupied facility or in areas designated tobacco-free by the Owner. 9.5 Operators of commercial vehicles on Owner property shall be subject to post-accident, random, reasonable suspicion, and follow-up testing for drugs and alcohol. 8.6 The CMAR shall confine its apparatus, the storage of materials and the operations of its workers to limits as indicated by law, ordinances, permits or directions of the Project Designer and Owner's Representative and shall not exceed those established limits in its operations. 8.7 The CMAR shall not load or permit any part of the structure to be loaded with a weight that will endanger its integrity or safety. 8.8 The CMAR shall enforce the Project Designer's and Owner's Representative's instructions regarding signs and advertisements. ARTICLE 10: TECHNOLOGY, DATA, AND PROJECT MANAGEMENT SYSTEMS 10.1 The CMAR shall use an Owner-approved project management platform (for document management, RFI tracking, submittal logging, change order management, and schedule maintenance. All project data stored in CMAR-managed or CMAR-selected platforms is the property of the Owner. The CMAR shall configure all platforms to allow the Owner real-time read access throughout the Project. 10.2 Upon Final Completion or upon earlier termination of this Contract,the CMAR shall provide the Owner with a complete export of all project data from all CMAR-managed platforms in standard formats (PDF, Excel, native format where applicable)within thirty (30) days. The CMAR shall maintain all project records for a minimum of five (5)years after Final Completion. 10.3 The CMAR shall implement reasonable cybersecurity measures to protect project data, including access controls, password policies, and protection against unauthorized disclosure of Owner data. The CMAR shall notify the Owner within forty-eight(48) hours of any known or suspected data breach affecting project information. 10.4 Technology costs chargeable as General Conditions or Cost of the Work shall be limited to amounts and rates established in the GMP Amendment. Technology costs charged at rates (e.g., per labor hour or per dollar of contract value) shall be approved by the Owner in advance and shall not be modified without written Change Order. Page 12 of 35 16 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT 10.5 All design drawings, specifications, cost estimates, reports, schedules, and other instruments of service developed in connection with this Project are the property of the Owner and shall be delivered to the Owner within ten (10)days of request.The CMAR may retain one archival copy for legal purposes only. ARTICLE 11 : INSURANCE REQUIREMENTS At all times during performance of services under this Contract, the CMAR shall procure and maintain the following insurance from companies authorized to do business in North Carolina with an A.M. Best rating of A- VI or higher. All policies shall contain a waiver of subrogation in favor of the Owner and shall designate the Owner as an additional insured (except Professional Liability and Worker's Compensation). All policies shall be primary and non-contributing with any Owner insurance. The CMAR shall provide thirty (30) days advance written notice of cancellation or material change. 11.1 Commercial General Liability: $2,000,000 per occurrence/$4,000,000 aggregate, on ISO CG 00 01 form or equivalent, including products and completed operations, bodily injury, property damage, and personal and advertising injury. Products-completed operations coverage shall be maintained for a minimum of six (6)years following Final Completion. 11.2 Commercial Automobile Liability: $2,000,000 per occurrence for any auto. 11.3 Workers' Compensation and Employer's Liability: Workers' Compensation as required by law; Employer's Liability of$1,000,000 per accident. 11.4 Professional Liability (Phase 1): $5,000,000 per occurrence and $5,000,000 aggregate, with an extended reporting period of six (6)years. 11.5 Builder's Risk (Phase 2): All-risk/Special Perils form in the amount of the completed project value, covering interests of the Owner, CMAR, Subcontractors, and sub-subcontractors. Coverage shall include fire, extended coverage, vandalism, malicious mischief, and collapse. 11.6 Pollution Legal Liability: $5,000,000 per occurrence and aggregate. 11.7 Umbrella/Excess Liability: $25,000,000 per occurrence and aggregate, following form of underlying policies. 11.8 The CMAR shall require each Subcontractor to maintain Commercial General Liability of at least $1,000,000 per occurrence / $2,000,000 aggregate, Commercial Auto of $1,000,000, and Workers' Compensation as required by law, or shall cover Subcontractors under the CMAR's own policies. 11.9 All deductibles under required policies are the responsibility of the CMAR. The Owner's requirement of insurance does not represent that coverage and limits are adequate to protect the CMAR or constitute a limitation on the CMAR's liability. 11.10 If the contractor maintains broader coverage and/or higher limits than the minimums shown above, the Owner requires and shall be entitled to the broader coverage and/or the higher limits maintained by the contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the Owner. 11.11 Builder's Risk(Course of Construction) Insurance Contractor may submit evidence of Builder's Risk insurance in the form of Course of Construction coverage. Such coverage shall name the Owner as a loss payee as their interest may appear. If the project does not involve new or major reconstruction, at the option of the Owner, an Installation Floater may be acceptable. For such projects, a Property Installation Floater shall be obtained that provides for the improvement, remodel, modification, alteration, conversion or adjustment to existing buildings, structures, processes, machinery and equipment. The Property Installation Floater shall provide property damage coverage for any building, structure, machinery, or equipment damaged, impaired, broken, or destroyed during the performance of the Work, including during transit, installation, and testing at the Entity's site. 11.12 Verification of Coverage: Contractor shall furnish the Owner with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause and a copy of the Declarations and Endorsements Pages of the CGL and any Excess policies listing all policy endorsements. All certificates and endorsements and copies of the Declarations & Endorsements pages Page 13 of 35 17 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT are to be received and approved by the Owner before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor's obligation to provide them. The Owner reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time. Owner reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. ARTICLE 12: TIME OF COMPLETION AND LIQUIDATED DAMAGES 12.1 Pre-Construction Schedule. Phase 1 shall be completed in accordance with the milestone schedule set forth in Exhibit B. Time is of the essence with respect to all Phase 1 milestones. 12.2 Construction Schedule. Upon execution of the GMP Amendment, the CMAR shall complete the Work and achieve Substantial Completion within the number of calendar days specified in the GMP Amendment. Final Completion shall occur within thirty(30) days after Substantial Completion. Time is of the essence. 12.3 Extensions of Time. The CMAR may be entitled to an extension of the Contract Time (but not an increase in the GMP except as specified)for delays caused by: (a)acts or omissions of the Owner or Project Designer; which shall also entitle the CMAR to an increase in the GMP; (b) Owner-directed changes; (c) unusually severe weather not reasonably anticipated (based on a 20-year NOAA average for the locality); (d)force majeure events under Article 28; (e) labor disputes at the Project site beyond the CMAR's control; (f)public health crises including government-ordered work stoppages.Time extensions shall not be granted for rain, wind, snow, or other natural phenomena of normal intensity. The CMAR shall maintain daily weather logs signed by the Project Designer for weather delay claims. 12.4 Claim for Time Extension.Any request for a time extension must be submitted in writing within twenty- one (21) days of the event causing delay. For continuing delays, written notice shall be provided within twenty-one (21) days of the delay's commencement, and only one claim is necessary for the continuing event. Failure to provide timely written notice constitutes a waiver of the time extension claim. 12.5 Liquidated Damages. If the CMAR fails to achieve Substantial Completion by the required date (as extended), then following a "grace period" of thirty (30) days the CMAR shall pay the Owner, not as a penalty but as liquidated damages for breach of the completion obligation, $1,000 per calendar day for each day beyond the required completion date and grace period. This amount represents a reasonable pre- estimate of the Owner's actual damages, which are difficult to calculate precisely. The Owner may deduct liquidated damages from amounts otherwise due the CMAR. Liquidated damages (except for extended utility charges) shall be the Owner's sole remedy for delay. The CMAR shall not use the CMAR-GMP Contingency to pay liquidated damages. 12.6 Concurrent Delays. In the event delays are caused by both the Owner and the CMAR, liquidated damages shall be apportioned based on each party's degree of responsibility. The burden of proving the allocation of concurrent delays rests with the CMAR. 12.7 Acceleration. The Owner may direct the CMAR to accelerate the Work. If acceleration is required due to an excusable delay and the CMAR provides documented acceleration costs, the GMP shall be adjusted accordingly by Change Order. If acceleration is required due to the CMAR's unexcused delay, all acceleration costs shall be borne by the CMAR. ARTICLE 13: CONSTRUCTION SUPERVISION AND SCHEDULE 13.1 The CMAR shall maintain a competent, full-time on-site staff adequate to coordinate and supervise all subcontractor work throughout Phase 2. On-site Key Personnel shall remain assigned to the Project for the duration of Phase 2 unless the Owner approves a change in writing. 13.2 CPM Schedule. Within fifteen (15) days of receiving the Phase 2 Notice to Proceed, the CMAR shall submit a detailed Critical Path Method (CPM) schedule using Primavera P6, Microsoft Project, or an equivalent Owner-approved platform, showing: all activities; sequential relationships and dependencies; Page 14 of 35 18 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT durations; the critical path; major milestones; long-lead procurement items; required submittals; and required inspection dates. The schedule shall be submitted in both electronic and hard copy formats. 13.3 Schedule Updates. The CMAR shall submit an updated schedule monthly with each pay application, showing: progress achieved; changes to sequencing; impact of any delays; recovery plans for behind- schedule activities; and revised completion dates if applicable. 13.4 Recovery Schedule. If the Work falls more than thirty (30) days behind schedule, the CMAR shall prepare and submit a recovery schedule within fifteen (15) days showing how the CMAR will complete the Work within the Contract Time. Recovery measures shall be at the CMAR's expense unless the delay was caused by the Owner or the Project Designer. 13.5 Weekly Progress Meetings. The CMAR shall conduct weekly progress meetings at the Project site with all active Subcontractors, the Project Designer, and the Owner. The CMAR shall take and distribute minutes within three (3) business days. The CMAR shall also prepare and maintain a daily project diary recording weather, visitors, deliveries, labor counts, and significant events. 13.6 Monthly Reports. The CMAR shall submit monthly reports to the Owner and Project Designer by the 5th of each month, covering: schedule status versus baseline; cost status versus GMP; change order log; submittal and RFI status; safety summary; quality control summary; and workforce and equipment summary. 13.7 If the Work is behind schedule, the CMAR shall immediately notify the Owner and Project Designer in writing and describe corrective measures being taken. ARTICLE 14: SUBMITTALS, SHOP DRAWINGS, AND RFIs 14.1 Submittal Schedule. Within fifteen (15)days of the Phase 2 Notice to Proceed,the CMAR shall submit a comprehensive Submittal Schedule coordinated with the CPM schedule.The schedule shall identify each required submittal, the applicable specification section, anticipated submission date, required review time, and impact on construction sequencing. 14.2 CMAR Review.The CMAR shall review and stamp all shop drawings and submittals before forwarding to the Project Designer, confirming that the submission has been reviewed for Contract Document compliance, coordination, and completeness. The CMAR shall return incomplete submittals to the Subcontractor without forwarding. 14.3 Review Period. The Project Designer shall be allowed fifteen (15) business days to review submittals from the date of receipt of a properly formatted and complete submittal package. If resubmittal is required, the CMAR shall resubmit corrected materials within ten (10) days, and the review period restarts upon receipt. 14.4 Approval Does Not Relieve CMAR. Project Designer approval of shop drawings and submittals is for general conformance with design concept only. Approval does not relieve the CMAR of responsibility for errors or omissions, compliance with Contract Documents, or responsibility for dimensions and quantities, unless the CMAR has specifically called attention to a deviation in a separate written communication. 14.5 Request For Information "RFI" Management. The CMAR shall develop and use a standardized RFI form. All RFIs shall clearly identify the issue, the applicable Contract Document section, and the CMAR's interpretation. The CMAR shall review all RFIs before submission to eliminate frivolous requests. The CMAR shall maintain an RFI log and submit an aging report at each weekly progress meeting. RFIs with cost or time impact shall be immediately communicated to the Owner. 14.6 Substitution Requests. The Owner discourages substitutions. Any substitution request shall be submitted in writing with full technical justification demonstrating equal or superior quality, function, and value. Substitutions shall not be considered if submitted after the deadline established in the specifications. ARTICLE 15: WARRANTY AND GUARANTEE Page 15 of 35 19 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT 15.1 General Warranty. The CMAR unconditionally warrants and guarantees that all Work is free from defects in materials and workmanship, conforms to the Contract Documents, and is performed in a good and workmanlike manner. This warranty commences on the date of Substantial Completion (or, for work completed after Substantial Completion, on the date such work is completed and accepted by the Owner) and continues for twelve (12) months. 15.2 Extended Warranties.The Owner may require extended warranties for specified building components, including roofing (10-20 years), HVAC equipment, elevators, security systems, and curtain wall systems, as identified in the Construction Documents. Extended warranties shall be issued in the Owner's name and shall be enforceable directly by the Owner against the Subcontractor or manufacturer. The CMAR's responsibility for extended warranties is limited to securing and delivering them; the CMAR is not independently liable beyond its 12-month warranty for matters covered by extended warranties, provided the extended warranty is in place and enforceable. 15.3 Warranty Response Times. The CMAR shall maintain a dedicated warranty point of contact for the full 12-month warranty period. Warranty response shall be tiered as follows: (a) Life-Safety or Emergency Failures(loss of power,fire suppression failure, structural concern, active water intrusion): CMAR shall respond within twenty-four (24) hours of written or oral notice and shall commence corrective Work immediately; (b) Significant Operational Failures (HVAC failure, plumbing failure, substantial leakage): CMAR shall respond within seventy-two (72) hours and shall commence corrective Work within seven (7)calendar days; (c) Non-Urgent Defects: CMAR shall respond within five (5) business days and complete corrective Work within thirty (30)calendar days. 15.4 Owner's Right to Self-Correct. If the CMAR fails to respond or commence Work within the timeframes specified in Section 15.3, the Owner may, after written notice, perform or cause the corrective Work to be performed. The CMAR shall reimburse the Owner for all reasonable costs incurred, including labor, materials, and a fifteen percent (15%) administrative surcharge. The Owner may deduct such costs from retainage, amounts otherwise due the CMAR, or recover through the Performance Bond. 15.5 Warranty Extension. If any portion of the Work is corrected during the warranty period, the warranty for that corrected portion shall be extended for twelve (12) months from the date of correction. 15.6 Warranty Matrix. Within fourteen (14) days of Substantial Completion, the CMAR shall submit a Warranty Matrix identifying: each warranted system or component; warranty duration; warranty commencement date; manufacturer or installer; point of contact; required maintenance actions to preserve warranty; and warranty documentation location. 15.7 Latent Defects. The Owner may bring an action for latent defects not apparent at the time of Final Completion in accordance with applicable North Carolina law. 15.8 Warranty Exclusions. The CMAR's warranty does not cover defects caused by: abuse or misuse by the Owner;failure to perform required maintenance; normal wear and tear; vandalism; acts of God; or work performed by others after Final Completion. This exclusion does not apply to defects resulting from the CMAR's defective Work or improper installation. ARTICLE 16: SUBSTANTIAL COMPLETION AND PROJECT CLOSEOUT 16.1 Substantial Completion.When the CMAR considers the Work substantially complete, the CMAR shall submit to the Project Designer and Owner: (a)a written request for Substantial Completion inspection; and (b)a preliminary punch list of items remaining.The Project Designer shall conduct a Substantial Completion inspection within ten (10) days and issue either a Certificate of Substantial Completion or a written statement of deficiencies. If the Work is found not substantially complete, all reinspection costs shall be assessed to the CMAR. 16.2 Certificate of Substantial Completion. Upon issuance, the Certificate shall establish: the date of Substantial Completion; responsibilities for security, maintenance, utilities, and insurance; the time period Page 16 of 35 20 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT for completing punch list items (not to exceed forty-five (45) days); and the commencement date for warranty periods. 16.3 Punch List. The CMAR shall complete all punch list items within forty-five (45) days of Substantial Completion (or such other period specified in the Certificate). If the CMAR fails to complete punch list items within the required period, the Owner may engage others to complete them and deduct the cost, plus a fifteen percent (15%)administrative charge, from amounts otherwise due the CMAR. 16.4 Final Closeout Requirements. Prior to Final Completion, the CMAR shall deliver to the Owner: (a) As-Built Drawings: Complete record drawings in CAD and PDF format, clearly marked 'AS-BUILT' or 'RECORD DRAWINGS,' showing all changes made during construction, exact locations of underground utilities, and actual dimensions and elevations; (b) O&M Manuals: Complete Operations and Maintenance manuals organized by specification section in three-ring binders (3 hard copies) and electronic format (PDF), including operating instructions, maintenance schedules, parts lists, supplier contacts, warranty information, emergency procedures, and a listing of all subcontractors with contact information and warranty coverage periods; (c) Training: Minimum four (4) hours of hands-on training for Owner personnel on all major systems and equipment, during normal business hours, documented in writing; (d) Keys and Access Devices: All keys, access cards, fobs, and codes with a key schedule; (e) Spare Parts:Attic stock, spare filters, spare lamps, touch-up paint, and other items specified in the Contract Documents; (f) Warranty Matrix per Section 15.6; (g) Final lien waivers from all Subcontractors and material suppliers; (h) Affidavit from CMAR that all payrolls, materials, and obligations have been paid; (i) Certificates of Occupancy and all required regulatory approvals; 0) Final MWBE/DBE utilization report; (k) Consent of Surety to Final Payment. 16.5 Final Acceptance. Final Acceptance shall occur when the Owner and Project Designer confirm all punch list items are complete, all closeout documentation is submitted and accepted, and the Project Designer issues a Certificate of Final Completion. ARTICLE 17: PAYMENT PROCEDURES 17.1 Schedule of Values. Within fifteen (15)days of the Phase 2 Notice to Proceed,the CMAR shall submit a Schedule of Values allocating the GMP among all portions of the Work, with the CMAR Fee shown as a separate line item. The Schedule of Values shall be approved by the Project Designer before it is used as the basis for progress payments. 17.2 Monthly Pay Applications. The CMAR shall submit Applications for Payment on Owner-approved forms by the 21st of each month for Work completed through the last day of the previous month. Each application shall be submitted simultaneously to the Project Designer and the Owner. Each application shall include: updated Schedule of Values showing percentage complete; NC Sales Tax Affidavit; waivers of lien from Subcontractors; DBE/SBE utilization report; updated CPM schedule; and all other documentation required by the Owner. Applications not including required documentation will be returned without action and shall not start the payment or certification clock. 17.2.1 Project Designer Certification. Within seven (7) days after receipt of a properly submitted and complete Application for Payment, the Project Designer shall either: (a) issue to the Owner a Certificate for Payment, with a copy to the CMAR, for such amount as the Project Designer determines is properly due; or (b) notify the CMAR and Owner in writing of the reasons for withholding certification in whole or in part. The issuance of a Certificate for Payment constitutes the Project Designer's representation to the Owner that, to the best of the Project Designer's knowledge, information, and belief, the Work has progressed to the point indicated and the quality of the Work is in accordance with the Contract Documents. The Owner Page 17 of 35 21 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT shall make payment only on a duly certified Application for Payment. The Project Designer is not responsible for the accuracy of the CMAR's final accounting and issuance of a Certificate for Payment shall not constitute approval of construction means, methods, or safety precautions. 17.2.2 Withholding Certification. The Project Designer may withhold certification, in whole or in part, to protect the Owner if, in the Project Designer's opinion, it cannot make the representations required by Section 17.2.1 due to: defective Work not remedied;third-party claims or liens;failure of the CMAR to make payments to Subcontractors; reasonable evidence the Work cannot be completed for the unpaid GMP balance; damage to the Owner or another contractor; or repeated failure to perform in accordance with the Contract Documents. When the reasons for withholding are removed, certification shall be made promptly for amounts previously withheld. 17.3 Payment Timeline. Pursuant to N.C. Gen. Stat. § 143-134.1, the Owner shall make payment within forty-five (45)days of the later of: (a)receipt of a properly submitted and complete Application for Payment; or (b) the last day of the pay period. Interest shall accrue on late payments at twelve percent (12%) per annum from the due date. 17.4 Retainage. The Owner shall retain five percent(5%)of each progress payment attributable to Cost of the Work(subcontract costs). Upon fifty percent(50%)satisfactory completion of the Work,the Owner may, in its discretion, reduce or eliminate retainage on subsequent payments. No retainage shall be held on the CMAR Fee, General Conditions, General Requirements, insurance, or bonds. The CMAR shall withhold retainage from Subcontractors in amounts not exceeding the retainage withheld by the Owner on account of that Subcontractor's work. 17.5 Withholding of Payment. The Owner may withhold payment, in whole or in part, for: defective Work not remedied; third-party claims or liens;failure to pay Subcontractors; reasonable doubt that the Work can be completed within the GMP; damage to the Owner or another contractor; reasonable evidence the Work will not be completed within Contract Time;failure to provide required documentation; non-compliance with MWBE/DBE requirements; or any other material breach of this Contract. 17.6 Open-Book Audits. The Owner may conduct open-book audits of the CMAR's General Conditions costs, CMAR-GMP Contingency expenditures, and Cost of the Work at any time during the Project. The CMAR shall provide access to all relevant cost records within five (5)business days of the Owner's request. Prior to final payment, the Owner may conduct a final audit of all Project expenditures. Any overpayments identified shall be reimbursed by the CMAR. Audit rights do not extend to established lump sum amounts, unit rates, or fixed rates approved in advance. 17.7 Final Payment. Final payment shall be made within forty-five(45)days after Final Completion, receipt of all required closeout documentation, the Owner's final audit, and confirmation of the Shared Savings calculation. Acceptance of final payment constitutes a waiver of all claims by the CMAR except those previously made in writing and remaining unsettled including but not limited to, claims arising from unsettled liens or claims against CMAR, faulty work or materials appearing after final payment, CMAR's failure to perform the Work in accordance with drawings and specifications appearing after the final payment, and as conditioned in the performance bond and payment bond. 17.8 Final Payment Affidavit. As a condition of final payment, the CMAR shall provide a notarized affidavit that all payments for materials, services, and subcontracted Work have been satisfied and that no claims or liens exist in connection with this Contract. ARTICLE 18: CHANGES IN THE WORK 18.1 The Owner reserves the right to order changes in the Work without invalidating this Contract. No changes shall be performed without written authorization from the Owner. Work performed without written authorization shall be at the CMAR's sole risk and expense. 18.2 Change Order Process. Upon receipt of a direction to change the Work, the CMAR shall submit a Change Order proposal within ten (10) working days (or within five (5) working days provide written justification for additional time). The proposal shall be itemized separately by labor and materials for each Page 18 of 35 22 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT component; include signed proposals from performing Subcontractors; and include the CMAR's estimate of schedule impact. 18.3 Pricing Methods. Changes shall be priced using, in order of preference: (a) lump sum; (b) unit prices; (c) cost plus a maximum mark-up of fifteen percent (15%) for CMAR's own Work (overhead and profit combined) and a maximum mark-up of fifteen percent (15%) by Subcontractors plus ten percent (10%) by the CMAR on Subcontractor costs. No mark-up shall be applied to sales tax, permits, fees, or Owner- designated allowances. 18.4 Deductive Change Orders. For deductive change orders, the CMAR shall deduct no less than five percent (5%) profit (but no overhead) for Subcontractors. All subcontract savings from scope reductions revert to the Owner in full. 18.5 CMAR Fee on Changes. An increase in the CMAR Fee on Change Orders shall be calculated separately from individual changes, subject to the limits in Article 6. No CMAR Fee increase is warranted unless Owner-directed changes cumulatively exceed five percent(5%) of the total Cost of the Work. 18.6 Emergency Changes. In an emergency endangering life or property, the CMAR may take necessary action without prior written authorization, subject to prompt notification to the Owner and Project Designer and subsequent formalization as a Change Order. 18.7 Construction Change Directives. In the absence of agreement on the terms of a Change Order, the Owner may issue a Construction Change Directive ("CCD") — a written instruction signed by the Owner and Project Designer directing a change in the Work without the CMAR's prior agreement on price or time. The CCD shall describe the change, the Owner's initial estimate of cost impact, and the time within which the CMAR shall respond. 18.7.1 CMAR's Obligation to Proceed. Upon receipt of a CCD, the CMAR shall proceed promptly with the directed change and shall advise the Project Designer and Owner in writing within five (5) working days whether the CMAR agrees or disagrees with the proposed method of adjustment. Refusal to proceed with properly issued CCD Work constitutes a material breach. The CMAR expressly reserves all rights to claim an equitable adjustment under Article 23 while proceeding. 18.7.2 Interim Payment. Pending final determination of cost, the CMAR may request payment for CCD Work completed in its monthly Applications for Payment. The Project Designer will make an interim determination and certify for payment the amount the Project Designer determines reasonably justified. This interim determination does not constitute a final resolution and is subject to the dispute resolution process in Article 23. 18.7.3 Resolution of CCD. Upon agreement between the Owner and CMAR on the cost and time adjustment for CCD Work, a Change Order shall be issued incorporating the agreed terms. If the parties cannot reach agreement within sixty (60) days of the CCD issuance, either party may submit the dispute under Article 23 without waiting for completion of the CCD Work. The CMAR shall maintain detailed cost records for all CCD Work as a condition of any equitable adjustment claim. 18.8 Disputes on Changes. If the CMAR and Owner cannot agree on the cost or time for a Change Order (and no CCD has been issued), the Owner may issue a unilateral direction to proceed. The CMAR shall proceed as directed, preserving all rights to pursue a claim under Article 23. Failure to proceed shall constitute a material breach. 18.9 Upon signing each Change Order, the CMAR shall notify its surety and certify that the surety has been notified of the change. ARTICLE 19: QUALITY CONTROL AND INSPECTIONS 19.1 Quality Control Program. The CMAR shall establish and maintain a formal Quality Control Program approved by the Owner and Project Designer before construction commences. The program shall include: inspection procedures by trade; testing protocols; non-conformance reporting and corrective action; and documentation requirements. Page 19 of 35 23 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT 19.2 Required Testing. The CMAR shall arrange and pay for all testing required by Contract Documents, including concrete cylinder tests, soil compaction, structural steel inspections, mechanical system testing and balancing, fire alarm and suppression testing, and all other tests specified. Retesting required due to failures is at the CMAR's expense. 19.3 Independent Testing Agencies. All testing shall be performed by independent agencies approved by the Owner. The CMAR shall coordinate testing schedules and provide access. Test reports shall be submitted to the Owner and Project Designer within five (5) business days of receipt. Failed tests shall be reported immediately. 19.4 Owner's Right to Inspect. The Owner and its representatives shall have access to the Work at all times for inspection. No Work required to be inspected shall be covered without the Owner's or Project Designer's inspection and approval. If Work is covered without required inspection, it shall be uncovered at the CMAR's expense. If uncovered Work is found compliant, the cost of uncovering and restoring shall be borne by the Owner by Change Order; if non-compliant, all costs are the CMAR's. 19.5 Defective Work. The Owner or Project Designer may reject any Work that fails to conform to the Contract Documents. Corrective Work shall commence within seventy-two (72) hours of written notice. If the CMAR fails to commence corrections, the Owner may, after fifteen (15) days written notice, engage others and deduct the cost from amounts due the CMAR. 19.6 Safety.The CMAR shall establish and maintain a comprehensive Site Safety Program complying with OSHA 29 C.F.R. Part 1926 and North Carolina Department of Labor requirements. The CMAR shall designate a full-time on-site safety inspector whose name shall be provided to the Owner before construction commences. Daily toolbox safety talks shall be conducted and documented. All accidents, fatalities, serious injuries, near-misses, and incidents with damages exceeding $1,000 shall be reported to the Owner immediately and confirmed in writing within twenty-four(24) hours. ARTICLE 20: SUSPENSION OF WORK 20.1 Owner's Right to Suspend.The Owner may,at any time and for any reason,suspend all or any portion of the Work by written notice to the CMAR specifying the scope and effective date of the suspension. Upon receipt, the CMAR shall: (a) immediately suspend Work as directed; (b) protect and secure all Work in place; (c) coordinate with Subcontractors to suspend their activities; and (d) take all reasonable measures to minimize costs during the suspension. 20.2 Compensation for Suspension. If a suspension not caused by the CMAR's fault or negligence exceeds thirty(30)consecutive days,the CMAR may be entitled to a Change Order adjusting the GMP and Contract Time to reflect: (a) documented direct costs of demobilization and remobilization; (b) actual costs of protecting and securing Work in place; (c) actual extended General Conditions costs attributable to the suspension; and (d) a time extension equal to the period of suspension plus a reasonable remobilization period. The CMAR shall not be entitled to anticipated profit on Work not performed during the suspension. 20.3 Subcontractor Costs During Suspension. The CMAR shall include in all subcontracts provisions consistent with this Article. If the Owner's suspension results in increased costs to Subcontractors, such costs,to the extent reasonable and documented, may be included in the CMAR's suspension compensation claim. 20.4 Resumption. The Owner shall provide written notice to resume Work. The CMAR shall resume Work within seven (7) days of the notice unless a different time is specified. The parties shall execute a Change Order prior to resumption memorializing any agreed adjustments to the GMP and Contract Time. 20.5 CMAR's Right to Stop Work. Pursuant to N.C. Gen. Stat. § 143-134.1, the Owner is required to make payment within thirty (30) days of receipt of a properly submitted and complete Application for Payment. If the Owner fails to make payment within the statutory thirty(30)day period, the CMAR may, after providing fifteen (15)days written notice to the Owner and Project Designer, suspend all operations until payment of the full amount owed, including any accrued statutory interest at twelve percent(12%)per annum, has been received. The Contract Time shall be extended for the period of any such suspension. If the Work is also stopped for ninety(90)consecutive days by court order or order of another public authority through no fault Page 20 of 35 24 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT of the CMAR, the CMAR may, after fifteen (15) days written notice, terminate the Contract pursuant to Article 22. ARTICLE 2: TERMINATION FOR CONVENIENCE 21.1 The Owner may terminate this Contract, in whole or in part, at any time for its convenience upon not less than ten (10)days written notice to the CMAR. 21.2 CMAR's Obligations Upon Notice. Upon receipt of a termination notice,the CMAR shall: (a)stop Work as specified on the effective date; (b)terminate all subcontracts and purchase orders related to terminated Work; (c) protect and preserve all Work in place and Owner property; (d) transfer title and deliver all completed Work, work in progress, materials, documents, and project records to the Owner; and (e)submit a final termination settlement proposal within sixty (60) days of the effective date. 21.3 Compensation on Termination for Convenience. The CMAR shall be entitled to payment for: (a) all Work completed and accepted prior to the termination date; (b) materials purchased and irrevocably committed for incorporation in the Work; (c) reasonable, documented demobilization and wind-down costs; (d) costs of settling terminated subcontracts properly chargeable to the terminated Work; and (e) reasonable profit on Work performed, but not on settlement expenses or on materials returned to suppliers. The total payment shall not exceed the GMP, less payments previously made. 21.4 Excluded Costs. The following are not compensable upon termination for convenience: anticipated profit on unperformed Work; general overhead not specifically allocable to this Contract; claims for lost business opportunities; and any costs not properly documented. 21.5 Audit Rights. The Owner may audit all books, records, and supporting documentation relevant to the termination settlement proposal. The CMAR shall preserve all records for three (3) years after final settlement. 21.6 Phase 1 Termination for Convenience. If the termination occurs during Phase 1, the CMAR's entitlement is limited to the Pro-Rata Pre-Construction Fee for services performed as described in Section 4.9. 21.7 Termination under this paragraph does not release either the CMAR or its surety from liability or responsibility for any default of other transaction or occurrence prior to the date of termination and demobilization from this Project. ARTICLE 22: TERMINATION FOR CAUSE (DEFAULT) 22.1 Grounds for Termination. The Owner may terminate this Contract for cause if the CMAR: (a)fails to commence or maintain adequate progress toward timely completion; (b) abandons the Work; (c) fails to comply with any material term of this Contract; (d) becomes insolvent, is declared bankrupt, or makes an assignment for the benefit of creditors; (e) allows any final judgment to stand unsatisfied for seventy-two (72) hours; or(f) anticipatorily repudiates its obligations. 22.2 Notice and Opportunity to Cure. Before terminating for cause, the Owner shall provide written notice to the CMAR specifying: the nature of the default; the corrective action required; and the time period to cure, which shall be ten (10) calendar days for most defaults, or such longer period as the Owner determines appropriate for complex defaults. If the default cannot reasonably be cured within ten (10)days, the CMAR shall commence cure and submit a written Cure Plan within the cure period, demonstrating how the CMAR will diligently complete the cure within a reasonable time. The Owner, in its sole discretion, may approve an extended cure period as may be reasonably necessary to allow for CMAR to complete the cure, provided CMAR is continuing and diligently proceeding to complete the cure. 22.3 Termination After Failure to Cure. If the CMAR fails to cure within the time specified or fails to diligently pursue an approved Cure Plan, the Owner may terminate by issuing a written Notice of Termination for Cause, effective not less than ten (10) days after receipt. Page 21 of 35 25 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT 22.4 CMAR's Obligations Upon Termination for Cause. Upon receipt of a Notice of Termination for Cause, the CMAR shall: (a) immediately stop Work as directed; (b) place no further orders related to terminated Work; (c) deliver all Work product, materials, equipment, and documents to the Owner; (d) provide reasonable cooperation to the Owner and any replacement contractor to ensure continuity of the Work; and (e) remove CMAR's tools and equipment from the site as directed. 22.5 Owner's Right to Complete.After termination for cause,the Owner may complete the Work by contract or otherwise, and may utilize CMAR-owned tools, equipment, and materials on-site as necessary to complete the Work. 22.6 Excess Reprocurement Costs. If the Owner terminates for cause, the CMAR shall be liable for: (a) the excess of the Owner's cost to complete the Work over the remaining GMP balance; (b) additional administrative and oversight costs directly caused by the default; (c) costs to correct defective Work; (d) extended General Conditions and schedule delay costs; and (e) reasonable attorney's fees incurred in enforcing the Owner's rights. 22.7 Payment After Cause Termination. The Owner shall pay the CMAR for Work completed and accepted prior to the effective date of termination, less any excess reprocurement costs and other offsets.The CMAR shall not receive anticipated profit on unperformed Work. 22.8 Conversion to Convenience Termination. If it is later determined by agreement or final court judgment that the CMAR was not in default, or that the default was excusable, the termination shall be deemed a Termination for Convenience as of its original effective date, and the CMAR's sole remedy shall be payment under Article 20. The CMAR shall have no liability for excess reprocurement costs under such conversion. 22.9 Dispute of Termination. If the CMAR disputes the termination for cause, the CMAR must provide written notice of such dispute within thirty (30) days of receiving the Notice of Termination, specifying the basis in detail. Failure to timely dispute constitutes acceptance of the termination for cause. 22.10 CMAR's Right to Terminate. Pursuant to N.C. Gen. Stat. § 143-134.1, if the Owner fails to make payment within the statutory thirty (30) day period after receipt of a properly submitted and complete Application for Payment, or if the Work is stopped for ninety (90) consecutive days by court order through no fault of the CMAR, the CMAR may, after fifteen (15) days written notice, terminate this Contract. In that event, the Owner shall pay the CMAR all costs of Work incurred through the termination date, plus earned General Conditions and Fee, plus reasonable demobilization costs, plus statutory interest at twelve percent (12%) per annum on any overdue amounts. The CMAR shall not be entitled to anticipated profit on unperformed Work. ARTICLE 23: CLAIMS AND DISPUTE RESOLUTION 23.1 Claims Notice.Any claim by the CMAR for adjustment of the GMP or Contract Time must be submitted in writing within twenty-one (21)days after occurrence of the event giving rise to the claim, or within twenty- one (21) days after the CMAR knew or should have known of the facts giving rise to the claim. Failure to provide timely written notice constitutes a waiver of the claim. 23.2 Claim Documentation. Each claim shall include: a detailed factual statement; the specific Contract provisions supporting the claim; supporting documentation including schedules and cost records; the amount claimed; any time extension requested; and all known direct, indirect, and impact costs. 23.3 Continuing Performance. The CMAR shall continue to perform the Work diligently during pendency of any claim or dispute. Failure to continue performance may constitute a material breach and grounds for termination. 23.4 Owner Review. The Owner shall review each claim and respond in writing within thirty(30)days. The Owner's decision shall be final and binding unless the CMAR pursues further remedies as provided herein. 23.5 Mediation. If the parties cannot resolve a dispute through negotiation, either party may request non- binding mediation. Mediation shall be conducted in Orange County, North Carolina. The parties shall share mediation costs equally. Mediation is a condition precedent to litigation. Page 22 of 35 26 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT 23.6 Litigation. If mediation is unsuccessful or is waived by agreement, disputes shall be resolved through litigation in the General Court of Justice of North Carolina,Superior Court Division,seated in Orange County (Eighteenth Judicial District),or,for federal matters, in the United States District Court for the Middle District of North Carolina. North Carolina law shall govern. 23.7 Attorney's Fees. The prevailing party in any litigation arising from this Contract shall be entitled to recover reasonable attorney's fees and costs from the non-prevailing party. 23.8 No Waiver of Sovereign Immunity. Nothing in this Contract constitutes a waiver of the Owner's governmental immunity under North Carolina law. 23.9 Mutual Waiver of Consequential Damages. The CMAR and Owner waive claims against each other for consequential damages, including lost profits, lost revenue, loss of business opportunity, or damage to reputation. This waiver does not preclude assessment of liquidated damages, nor does it preclude the CMAR's right to an equitable adjustment in fee and General Conditions for delays beyond its control as defined in Article 12. ARTICLE 24: REGULATORY COMPLIANCE 24.1 Licenses. The CMAR warrants that it holds a valid and current North Carolina General Contractor License issued by the NCLBGC as required by N.C. Gen. Stat. § 87-1, with a license limitation sufficient for the contract amount.The CMAR shall ensure that all specialty trade work is performed by properly licensed contractors. The CMAR shall maintain its General Contractor License in good standing throughout the Contract. Failure to maintain a valid license is a material breach. 24.2 Permits. The CMAR shall obtain all building, trade, and other permits required for the Work. Permit fees shall be paid directly by the Owner unless otherwise directed by the Owner's Representative. All permits shall be posted at the Project site. Permits shall be obtained by the CMAR, but paid for by the Owner. 24.3 Code Compliance. All Work shall comply with the North Carolina State Building Code, all applicable local codes and ordinances, all regulatory codes, and all applicable federal regulations. Any necessary changes required after contract awards shall be made by change order. If the CMAR performs any Work knowing it to be contrary to such laws, ordinances, codes, rules, and regulations, and without such notice to the Project Designer and Owner,the CMAR shall bear all cost arising there from. Costs for re-inspection by Orange County or other regulatory agencies, to the extent attributable to the CMAR and its Subcontractors shall be the responsibility of the CMAR and its Subcontractors. 24.4 OSHA and Safety. The CMAR shall comply with all applicable OSHA regulations (29 C.F.R. Part 1926) and North Carolina Department of Labor safety requirements. 24.5 Environmental Permits. The CMAR shall obtain all required environmental permits including stormwater (NPDES), erosion and sediment control, wetlands, and air quality permits. For land-disturbing activities of one acre or more, the CMAR shall obtain NPDES General Permit coverage (NCG01) and implement an Erosion and Sediment Control Plan compliant with the NC Sedimentation Pollution Control Act. 24.6 E-Verify.The CMAR shall comply with the requirements of Article 2 of Chapter 64 of the North Carolina General Statutes and shall require all Subcontractors to do the same. The CMAR shall provide an E-Verify compliance affidavit upon request. 24.7 Iran and Israel Certifications. The CMAR certifies that it is not identified on the Final Divestment List or the Boycott of Israel list created by the NC State Treasurer pursuant to N.C.G.S. §§ 147-86.58 and 147- 86.81, and that it will not appear on such lists during the term of this Contract. 24.8 Non-Discrimination and Living Wage. CMAR shall at all times remain in compliance with all applicable local, state, and federal laws, rules, and regulations including but not limited to all state and federal anti- discrimination laws, policies, rules, and regulations and the Orange County Non-Discrimination Policy and Orange County Living Wage Policy (each policy is incorporated herein by reference and may be viewed at http://www.orangecountync.gov/departments/purchasing_division/contracts.php.) Any violation of this requirement is a breach of this Agreement and County may immediately terminate this Agreement without Page 23 of 35 27 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT further obligation on the part of the County. This paragraph is not intended to limit and does not limit the definition of breach to discrimination. By executing this Agreement CMAR affirms that CMAR and any subcontractors of CMAR are and shall remain in compliance with Article 2 of Chapter 64 of the North Carolina General Statutes. By executing this Agreement CMAR certifies that CMAR has not been identified, and has not utilized the services of any agent or subcontractor identified, on the list created by the State Treasurer pursuant to G.S. 147-86.58. By executing this Agreement CMAR certifies that CMAR has not been identified, and has not utilized the services of any agent or subcontractor identified, on the list created by the State Treasurer pursuant to G.S. 147-86.81. 24.9 Federal Requirements. If this Contract is funded in whole or in part with federal funds,the CMAR shall comply with all applicable federal requirements, including Davis-Bacon Act prevailing wages, Contract Work Hours and Safety Standards Act, Copeland Anti-Kickback Act, Buy America provisions, applicable civil rights requirements (Title VI, Section 504, ADA Title 11), and all federal agency-specific requirements identified in the applicable federal grant or award. ARTICLE 25: MWBE/DBE PARTICIPATION 25.1 The CMAR shall comply with the Owner's MWBE policy and all applicable state and federal MWBE/DBE requirements. The stated participation goals for this Contract are: MBE: %; WBE: %. 25.2 The CMAR shall document good faith efforts to meet MWBE goals at each stage of subcontractor bidding and award. Good faith efforts include: advertising in publications targeting MWBE businesses; conducting outreach meetings; providing MWBE firms with adequate information to bid; negotiating in good faith; and assisting MWBE firms with bonding and insurance requirements. 25.3 The CMAR shall submit MWBE utilization reports with each monthly pay application and quarterly reports to the Owner for submission to the North Carolina Department of Administration within ten (10)days after the end of each calendar quarter. 25.4 The CMAR shall not terminate or substitute a MWBE firm listed in its proposal without the Owner's prior written consent. Requests for substitution shall include documentation of good cause and evidence of good faith efforts to find a replacement MWBE firm. 25.5 For federally funded portions of the Project,the CMAR shall comply with the requirements of 49 C.F.R. Part 26, as amended, including the October 3, 2025 Interim Final Rule requiring individualized demonstration of social and economic disadvantage without regard to race or sex. The CMAR shall verify current DBE certification status with the NC Unified Certification Program before executing subcontracts with DBE firms. ARTICLE 26: CONCEALED AND UNKNOWN CONDITIONS 26.1 Notice of Concealed Conditions. If the CMAR encounters conditions at the site that are: (a)subsurface or otherwise concealed physical conditions that differ materially from those indicated in the Contract Documents; or (b) unknown physical conditions of an unusual nature that differ materially from those ordinarily found to exist and generally recognized as inherent in construction activities of the character provided for in the Contract Documents, the CMAR shall promptly provide written notice to the Owner and the Project Designer before conditions are disturbed, and in no event later than twenty-one (21) days after first observance of the conditions. Failure to provide timely written notice constitutes a waiver of any claim arising from such conditions. 26.2 Notice Requirements. The CMAR's written notice shall include: (a) the location of the condition with reference to applicable drawings or specifications; (b) a description of the condition as observed and how it differs from what was indicated or anticipated; (c)the CMAR's initial estimate of the cost and time impact; and (d) any photographs, test results, or other documentation available. The CMAR shall preserve all evidence of the condition pending investigation. Page 24 of 35 28 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT 26.3 Investigation. Upon receipt of notice, the Project Designer shall promptly investigate the reported condition and, if the Project Designer confirms that conditions differ materially and cause an increase or decrease in the CMAR's cost of, or time required for, performance, the Project Designer shall recommend an equitable adjustment in the GMP or Contract Time, or both. The Project Designer shall complete its investigation and notify the parties of findings in writing within fourteen (14) days of the CMAR's notice. If additional time is required for testing or investigation, the Project Designer shall so advise within the fourteen (14)day period. 26.4 Equitable Adjustment. If the investigation confirms a qualifying concealed condition, the parties shall negotiate in good faith an equitable adjustment to the GMP and Contract Time by Change Order. The equitable adjustment shall be based on actual, documented additional costs and time, without mark-up beyond the rates established in the Contract Documents. If the parties cannot agree within thirty (30)days of the Project Designer's findings, either party may proceed under Article 23. 26.5 No Qualifying Condition. If the Project Designer determines that the conditions at the site are not materially different from those indicated in the Contract Documents and that no change in the terms of the Contract is justified, the Project Designer shall promptly notify the Owner and CMAR in writing, stating the reasons. Either party may dispute this determination under Article 23. The CMAR shall not proceed to disturb the condition without either written authorization or direction from the Project Designer. 26.6 Continuing Obligation.The CMAR shall include in all subcontracts provisions requiring Subcontractors to notify the CMAR promptly of any concealed conditions they encounter, and the CMAR shall relay any such notice to the Owner and Project Designer in accordance with this Article. The CMAR shall be responsible for its Subcontractors' compliance with this notice obligation. 26.7 CMAR-GMP Contingency. To the extent a concealed condition arises from a design omission that a prudent CMAR should have identified during Phase 1 constructability review, the cost of addressing it shall first be applied against the CMAR-GMP Contingency before any claim for equitable adjustment is made. ARTICLE 27: PARTIAL OCCUPANCY AND USE 27.1 Owner's Right to Partial Occupancy. The Owner may occupy or use any completed or partially completed portion of the Work at any stage, provided that: (a) such occupancy or use is authorized by public authorities having jurisdiction; (b)the Owner and CMAR have agreed in writing on the responsibilities for security, maintenance, heat, utilities, insurance, and risk of damage to the Work in the occupied portion; and (c)the CMAR's surety has consented in writing where required. 27.2 CMAR's Notice of Readiness.When the CMAR considers a portion of the Work substantially complete and ready for partial occupancy, the CMAR shall submit to the Project Designer and Owner: (a) a written request for partial occupancy inspection; (b) a certification that the portion is fit for its intended purpose; and (c) a preliminary list of items to be completed in the occupied portion. 27.3 Joint Inspection. Immediately prior to any partial occupancy or use, the Owner, CMAR, and Project Designer shall jointly inspect the area to be occupied to determine and record its condition. The inspection report shall be signed by all parties and shall identify: the specific area being occupied; the condition of the Work; any items requiring completion; and responsibilities for maintenance and utilities during the period of partial occupancy. 27.4 Insurance Consent. Partial occupancy shall not commence until the insurance companies providing Builder's Risk and other property insurance have consented in writing to such partial occupancy by endorsement or otherwise. The CMAR shall coordinate with its insurers to obtain such consent promptly after the Owner requests partial occupancy. Failure to obtain timely insurance consent is not a basis for the Owner to delay occupancy if such failure is caused by the CMAR's delay in requesting consent. 27.5 Certificate of Partial Substantial Completion. The Project Designer may issue a Certificate of Substantial Completion for the occupied portion, establishing: the date of partial Substantial Completion; the warranty commencement date for that portion; the punch list for the occupied portion; the deadline for completing punch list items; and the responsibilities of the Owner and CMAR for the occupied portion. Page 25 of 35 29 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT 27.6 Effect on Contract. Partial occupancy or use by the Owner: (a) does not constitute acceptance of Work not conforming to the Contract Documents; (b)does not relieve the CMAR of its obligation to complete all remaining Work by the required completion date; (c) does not constitute a basis for reduction in Liquidated Damages for portions not occupied; and (d) does not release retainage except as specifically agreed by the parties in writing. 27.7 Retainage Reduction on Partial Occupancy. Upon partial Substantial Completion of a discrete and severable portion of the Work representing at least twenty-five percent(25%)of the GMP value,the Owner may, in its discretion, reduce or release retainage attributable to the completed and occupied portion, subject to the Subcontractors'completion of their work in that portion and receipt of all required lien waivers. 27.8 Protection of Unoccupied Work. Following partial occupancy, the CMAR remains responsible for security and protection of all unoccupied portions of the Work. The Owner shall not interfere with the CMAR's access to and operations in unoccupied areas. ARTICLE 28: GENERAL PROVISIONS 28.1 Governing Law. This Contract shall be governed by the laws of the State of North Carolina, without regard to conflict of law principles. 28.2 Venue. Litigation arising from this Contract shall be brought in the General Court of Justice of North Carolina, Superior Court Division, Orange County (Eighteenth Judicial District), or in the United States District Court for the Middle District of North Carolina for federal matters. 28.3 Force Majeure. Neither party shall be in default if performance is prevented by acts of war, hostile foreign actions, nuclear explosion, earthquake, hurricane, tornado, or other catastrophic natural event or act of God. Economic conditions, supply chain disruptions, or cost increases shall not constitute force majeure. 28.4 Unforeseeable Government Actions. Changes in law or policy after Contract execution that materially affect construction costs or schedule (including new tariffs, labor regulations, or government-mandated work stoppages) may entitle the CMAR to a time extension and equitable GMP adjustment by Change Order, subject to the CMAR's obligation to mitigate such impacts to the maximum extent reasonable. 28.5 Severability. If any provision of this Contract is held invalid or unenforceable,the remaining provisions shall remain in full force and effect. 28.6 Morality Clause. If, in the Owner's sole opinion, the CMAR or any of its principals or key employees engages in conduct that: brings disrepute or scandal to the Owner; subjects the Owner prosecution; offends public morals; adversely affects the Owner's public standing or finances; or is derogatory or offensive to Owner employees or the public, the Owner may immediately terminate this Contract upon written notice, in addition to any other available remedies. 28.7 Non-Appropriation. The Owner's payment obligations are contingent upon appropriation of sufficient funds by the Board. If funds are not appropriated for any fiscal year, this Contract shall automatically terminate upon written notice to the CMAR, without penalty to the Owner. The CMAR shall be paid for all Work performed through the termination date. 28.8 Independent Contractor. Unless specifically delineated above,the CMAR is an independent contractor and is not an employee, agent, or partner of the Owner. The CMAR is wholly responsible for the means, methods, and techniques of performance. 28.9 No Assignment. The CMAR shall not assign this Contract or any portion thereof without the Owner's prior written consent. No funds due under this Contract may be pledged as collateral without the Owner's consent. 28.10 Amendment. All amendments to this Contract shall be in writing and signed by authorized representatives of both parties. Oral modifications are not binding. 28.11 Entire Agreement. This Contract, together with all Exhibits and the GMP Amendment(s), constitutes the entire agreement of the parties. Owner terms supersede any conflicting terms in CMAR proposals or Subcontractor documents. Page 26 of 35 30 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT 28.12 Survival. Warranty obligations, indemnification obligations, audit rights, confidentiality obligations, and record-keeping obligations shall survive termination or expiration of this Contract. 28.13 Notices.All notices shall be in writing and delivered by: (a)personal delivery; (b)certified mail, return receipt requested; or(c) nationally recognized overnight courier to the addresses below. Electronic means (email) of notification are acceptable, provided they are followed up by written notice delivered via one of the three options above. Notices are effective upon delivery. If to Orange County: Orange County—P.O. Box 8181, Hillsborough, NC 27278 If to CMAR: Page 27 of 35 31 Orange County, NC i CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT SIGNATURES IN WITNESS WHEREOF, the parties have executed this Contract as of the date first written above. CONSTRUCTION MANAGER AT RISK ATTEST: <CMAR COMPANY NAME> BY: BY: <NAME>, <TITLE> DATE: ATTEST: ORANGE COUNTY BY: BY: County Clerk County Manager DATE: DATE: This instrument has been pre-audited in the manner required by the Local Government Budget and Fiscal Control Act. BY: DATE: Page 28 of 35 32 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT EXHIBIT A - PROJECT DATA SHEET Project Name:_Link Center Renovation and Sheriff's Office Evidence Storage Project Description: Renovation and Construction of space for the Sheriff's office Site Address: 200 South Cameron Street County Department: Asset Management Services Total Construction Budget: $19,347,576 Owner's Construction Contingency: $700,000 (est.) CMAR-GMP Contingency Cap (%): 4% (est.) of Cost of Work + General Conditions Shared Savings Split: 75% County/25% CMAR Shared Savings Cap: 5 % of final GMP Liquidated Damages Rate (Phase 2): $1,000 per calendar day MWBE Goals: MBE 10 %/WBE 10 % DBE Goal (if federally funded): % Federal Funding: No If yes, Federal Agency: Federal Award No.: Davis-Bacon Act Applies: No Page 29 of 35 33 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT EXHIBIT B - PHASE 1 DELIVERABLES SCHEDULE The following deliverables are required from the CMAR at each design milestone. All deliverables shall be submitted to the Owner and the Project Designer simultaneously. Unless otherwise noted, the Owner shall accept or reject each deliverable in writing within fifteen (15)days of receipt. Milestone Required Deliverable Due(Days Acceptance After Criteria Milestone D. Schematic Design (SD) Constructability Review Comments (written) 21 Written comments accepted by Owner Schematic Design (SD) Preliminary Cost Estimate by Trade/CSI 21 Estimate within Total Construction Budget or variance documented Schematic Design (SD) Budget Status Report—SD Milestone 21 Signed CMAR certification Schematic Design (SD) Master Project Schedule—Phase 1 Baseline 21 Approved by Owner Design Development Constructability Review Comments 21 Written (DD) comments accepted by Owner Design Development Updated Cost Estimate—DD Level 21 Within Total (DD) Construction Budget or variance plan provided Design Development Budget Status Report—DD Milestone 21 Signed CMAR (DD) certification Design Development Updated Master Schedule 15 Approved by (DD) Owner Design Development Subcontractor Pre-Qualification—Initial List 30 List approved (DD) by Owner Construction Documents Constructability Review Comments—50% CD 21 Written (CD)50% comments accepted Construction Documents Updated Cost Estimate—50% CD Level 21 Within Total (CD)50% Construction Budget or variance plan Construction Documents Subcontractor Pre-Qualification—Final List 21 Approved by (CD)50% Owner Construction Documents Phase Transition Checkpoint Certification 10 All certifications (CD) 100% confirmed in writing Page 30 of 35 34 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT Milestone Required Deliverable Due(Days Acceptance After Criteria Milestone D. Construction Documents Final GMP Submission (complete per Article 5.1) 30 Owner review (CD) 100% and acceptance per Article 5.2 Page 31 of 35 35 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT EXHIBIT C - KEY PERSONNEL The following individuals are designated as Key Personnel for this Project. Their assignment shall not be changed without the prior written approval of the Owner, subject to Article 9.2. Role Name Phase Minimum Availability Assignment Project Executive Phase 1 &2 As needed, responsive within 48 h rs Project Manager Phase 1 &2 Full-time on-site during Phase 2 Superintendent Phase 2 Full-time on-site Project Engineer Phase 1 &2 Full-time on-site during Phase 2 Estimator(Phase 1) Phase 1 Available for all estimating milestones Safety Manager Phase 2 Full-time on-site Page 32 of 35 36 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT EXHIBIT D - GMP AMENDMENT TEMPLATE GMP Amendment No. This GMP Amendment("Amendment") is entered into as of the day of 20 , by and between the Orange County, North Carolina ("Owner") and ("CMAR"), and amends the Construction Manager at Risk Contract dated (the "Contract"). RECITALS WHEREAS, the CMAR has submitted a Guaranteed Maximum Price for the Work as described herein; and WHEREAS, the Board has approved the GMP by resolution dated ; and WHEREAS, the parties desire to formalize the GMP and authorize commencement of Phase 2 Construction Services; NOW, THEREFORE, the parties agree as follows: 1. Guaranteed Maximum Price The Guaranteed Maximum Price for the entire Work is established as follows: Cost of the Work (Subcontracts + Direct Costs) $ CMAR General Conditions Allowance (Not to Exceed) $ CMAR-GMP Contingency(Not to Exceed 4.0%) $ CMAR Fee (_% — Fixed Lump Sum) $ Pre-Construction Fee (previously earned, included for record) $ TOTAL GUARANTEED MAXIMUM PRICE $ 2. Construction Schedule Phase 2 Notice to Proceed Date: Required Substantial Completion Date: Required Final Completion Date: Liquidated Damages Rate: $ per calendar day after required Substantial Completion date 3. Performance and Payment Bonds The CMAR shall deliver Performance and Payment Bonds each in the amount of$ (100% of GMP)within ten (10) days of executing this Amendment. 4. Construction Documents The GMP is based on the following Construction Documents: [List of drawings by number and revision date, specifications by section] Page 33 of 35 37 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT 5. GMP Assumptions and Clarifications [Describe any assumptions, qualifications, design allowances, or scope inclusions/exclusions upon which the GMP is based] 6. Shared Savings Shared Savings, if any, shall be calculated and allocated 75% to the Owner and 25% to the CMAR, subject to the conditions of Article 7.3 of the Contract. Page 34 of 35 38 Orange County, NC I CONSTRUCTION MANAGER AT RISK CONTRACT I CONFIDENTIAL DRAFT IN WITNESS WHEREOF, the parties execute this GMP Amendment as of the date first written above. CONSTRUCTION MANAGER AT RISK ATTEST: BY: BY: <NAME>, <TITLE> DATE: ATTEST: ORANGE COUNTY, NORTH CAROLINA BY: BY: County Clerk Title: DATE: DATE: This instrument has been pre-audited in the manner required by the Local Government Budget and Fiscal Control Act. BY: DATE: Page 35 of 35 39 297SAMET January 291h, 2026 Orange County Asset Management Services 306 Revere Rd. Hillsborough, 27278 RE: Orange County Sheriff Headquarters & Evidence Building Preconstruction Services Proposal GREENSBORO/HQ Mr. Alan Dorman, GREENSBORO,NC 27419 Samet Corporation is honored to present our Preconstruction Phase Services proposal 309GALLIMORE DAIRY RD and construction phase rates for the Orange County Sheriff's Headquarters& Evidence SUITE 102 Storage Facility. Provided is a comprehensive summary of our preconstruction scope of GREENSBORO,NC 27409 336.544.2600 work and deliverables for the design, prequalification, and bidding phases. CHARLESTON Our proposed preconstruction fee is approximately1%of the project budget, which 4285 SPRUILL AVE N.CHARLESTON,SC 29405 aligns with standard State Construction (SCO) practices for Construction Manager at Risk 843.714.2077 delivery methods.This fee is inclusive of all preconstruction activities outlined in this CHARLOTTE proposal, including design coordination, cost estimating, value engineering, constructability reviews, subcontractor prequalification, and bidding phase services. SUITE 220 CHARLOTTE,Nv 282J9 W"..r---.1,4 We value the opportunity to contribute to a facility that will serve Orange County's law RALEIGH enforcement community and are enthusiastic about partnering with Orange County,the s�ARK BLVD design team, and all stakeholders to deliver this important project. We welcome the SuiTEn0 opportunity to discuss this proposal in greater detail at your convenience. RALEIGH,NC 27607 919.703.0263 Thank you for considering Samet for this meaningful project. SAVANNAH 2 EAST BRYAN ST SUITE 1200-B Please feel free to contact me at (919) 434-1297 with any questions. SAVANNAH,CA 31401 912.387.4740 Sincerely, WILMINGTON b'L,NIAl?`LI " Samet Corporation SUITE 304 r-- WILMINGTON,NC 28411 _ _- 910.460.0701 � NC 3538 David Bascom, Project Executive SC'-16448 GA 1-CC0006756 TN b1081 VA 2705065547 SametCorpxom The Renovation and Construction of Orange County Sheriff's Office QSAMET & Evidence Storage Building Hillsborough, NC Samet Project#26-710 Date:January 291h, 2026 PRECONSTRUCTION SERVICES SCOPE OF WORK Outlined below is Samet Corporation's Pre-construction Phase Services Scope of Work for the Renovation and Construction of the Orange County Sheriff's Office Facilities (26,000 sqft) located at 200 South Cameron Street Hillsborough, NC & New Evidence Storage Building (6,000 sqft) to be located at 1200 US Hwy 70 North in Hillsborough, NC. Specific services are enumerated below within their own respective category.The preconstruction agreement assumes that the Renovation of the Sheriff's Headquarters and the New Evidence Facility will be executed as one project. 1) PRE-CONSTRUCTION SCOPE OF WORK:The following services will be provided throughout the Preconstruction Process. A) Pre-construction Progress Meetings: i) As a basis of our scope of services, we have assumed participating in Project Team Meetings over the course of the pre-construction phase to involve participation of multiple Samet Team members. The pre-construction phase duration is assumed to commence immediately and end in March 2027 to follow the trade subcontractor bid process. ii) Samet assumes that our team's engagement in design stage meetings will be limited to a reasonable number and hours during the timeframe. B) Schedule Development: i) Pre-construction Management Schedule - Upon timeline and milestone date confirmation and input from the Owner and Architect, the Construction Manager will prepare a Pre- construction Management Schedule. This schedule will utilize "Critical Path Method" (CPM) scheduling techniques and will be updated on a regular basis and/or following completion of major pre-construction phase milestone dates. ii) Project Construction Schedule — Prior to distribution of the IFC documents for Trade Subcontractor bidding, the Construction Manager will prepare a Project Construction Schedule for use in bidding and managing the Construction Phase of the Project.This schedule will utilize "Critical Path Method" (CPM) scheduling techniques and will be updated on a regular basis. C) Value Analysis: i) Subsequent to receipt of the working design documents prepared by the Architect, the Construction Manager in concert with preparation of our detailed cost estimate will prepare a thorough value engineering analysis of the current documents. A detailed list / analysis of potential value engineering items will be prepared during this process for review and approval by the Project Team.The Value Analysis process will be tracked using a Cost Management Log to account for accepted, pending, and declined items presented for consideration by the Owner and Architect. Preconstruction Services Scope of Work,Page 1 of 4 The Renovation and Construction of Orange County Sheriff's Office QSAMET & Evidence Storage Building Hillsborough, NC Samet Project#26-710 Date:January 291h, 2026 D) Constructability/Coordination Reviews: i) Subsequent to receipt of the working design documents prepared by the Architect, the Construction Manager through the "eyes of a builder" will evaluate specific design details, layouts, design requirements, etc. in order to ascertain if any specific design feature could be completed differently, thus yielding the same effect for the Owner, however simplifying construction in the field. Once identified, these items will be reviewed and discussed during our pre-construction progress meetings. ii) The Construction Manager will also complete a thorough coordination review of the construction documents in order to confirm specific plan details,references,notes,schedules, specifications, etc. are coordinated with one another. The intent of this review is to reduce Requests for Information (RFI) during and after the bid process and Change Orders following commencement of the Construction Phase. 2) PRE-CONSTRUCTION DELIVERABLES/SERVICES—This agreement includes three estimate deliverables (SD, DD and CD), the Prequalification process and the Bidding Phase in the preconstruction process. Project timelines and schedules will be developed in collaboration with the design team upon receipt of their deliverable schedule. A) Schematic Cost Estimate Phase— i) Schematic Design Stage Design activities include meeting attendance & design support. ii) Estimating activities, 5 weeks for Estimate Deliverable from receipt of Design Deliverable includes detailed estimate, summary estimate, schedule, value analysis, logistics plan & constructability input. iii) Subsequent to receipt of the Schematic Design Documents prepared bythe Architect,the Construction Manager will prepare a detailed cost estimate inclusive of all construction costs related to the project for review and approval by the Project Team.The cost estimate format will be organized into CSI Divisions of Work and/or separate trade package estimates inclusive of the CM Fee, Bonds & Insurance and Project Contingencies. B) Design Development Cost Estimate Phase— i) Design Development Stage activities include meeting attendance & design support. ii) Estimating Activities, 6 weeks for Estimate Deliverable from receipt of Design Deliverable includes detailed estimate, summary estimate, schedule,value analysis, logistics plan, constructability input&cost variance reports from SD to DD. iii) The Construction Manager will prepare an updated detailed DD Estimate following the receipt of the Design Development Documents for review and approval by the Owner. iv) Provide a variance report which reconciles changes from Schematic Phase to the Design Development Phase. Preconstruction Services Scope of Work,Page 2 of 4 The Renovation and Construction of Orange County Sheriff's Office QSAMET & Evidence Storage Building Hillsborough, NC Samet Project#26-710 Date:January 291h, 2026 C) CD Estimate/GMP Development/Bid Period/Trade Package Development/ Front-end Document Preparation i) Construction Documents Stage Activities include meeting attendance & design support. ii) Estimating Activities, 5 weeks for Estimate Deliverable from receipt of Design Deliverable includes detailed estimate, summary estimate, schedule,value analysis, logistics plan, constructability input&cost variance reports from SD to DD. Also includes Project Manual Development,SOWs and Bid Openings. iii) The Construction Manager will prepare a detailed CD Estimate / GMP following the development of the Construction Documents for review and approval by the Owner. iv) Bidding / General Requirements — In conjunction with the Architect, the Construction Manager will prepare project specific bidding and general requirements for use during the trade package bidding stage(s) of the project as well as for use during construction. v) Subcontract / Supplier Bid Package Scopes of Work — Subsequent to completion of the Construction Documents, the Construction Manager will develop written trade package scopes of work for use to solicit trade package bids as well as for use to contract the various aspects of this project's scope of work. vi) Provide a variance report which reconciles changes from Design Development Phase to the Construction Document Phase. vii) This project shall include one (1) Guaranteed Maximum Price (GMP), which may incorporate early work packages for Demolition, Abatement, and/or Procurement activities as determined during preconstruction. viii)Schedule, advertise and provide a public bid opening,to include reviewing and analyzing of all bids. D) Pre-qualification Process& MWBE -Complete HUB Program & New(HB 1043) Project Specific Trade Partner(Subcontractor/Supplier). Prequalification & MWBE Outreach Activities, after DD estimating deliverable submission. i) The Construction Manager will develop a project specific HUB/ MWBE Participation Plan for execution and implementation as part of the pre-construction phase activities noted herein, which should address all requirements in the RFP. In addition, the New (HB 1043) Project Specific Trade Partner(Subcontractor/Supplier)Pre-qualification Process will be initiated and established during this phase as defined below. ii) HUB/ MWBE Participation Plan—A project specific HUB/MWBE Participation Plan tailored to promote minority participation for this project will be developed by the Construction Manager. Our project specific plan will outline, define, or include the following: iii) MWBE participation goals as measured by percentage of cost of construction as well as defining active participation during the bid process will be established well above the County minimum goal requirements for this project (Orange County Goal is 10%). iv) Specific bid packages will be structured to facilitate maximum participation. v) An outreach program with set protocols will be established. vi) Establish financial assistance or payment protocol to help facilitate participation. Preconstruction Services Scope of Work,Page 3 of 4 The Renovation and Construction of Orange County Sheriff's Office QSAMET & Evidence Storage Building Hillsborough, NC Samet Project#26-710 Date:January 291h, 2026 vii) A project outreach event will be held close to the project site to promote the project including review of the design, project scope of work, bid packages, schedule, bid requirements, etc. on or before the establishment of the CD Estimate/GMP.This initial meeting will serve as an informational meeting of what is to come once the project is formally advertised for bids. viii) Project Specific Trade Partner(Subcontractor/Supplier) Pre-qualification Process—As required by NC State Legislation (HB 1043),the Construction Manager in conjunction with Orange County representatives will establish "objective" pre-qualification criteria/forms/ scoring matrix to be used by the CM for submission to respective trade subcontractors/ suppliers for review and preparation of their pre-qualification response. Solicitation, processing, and evaluation of subcontractor/supplier pre-qualification information as received from respective trade contractors/suppliers will be undertaken by the Construction Manager during the Preconstruction Phase of this project. Renovation and Construction of Sheriff's Office Facilities& Evidence Storage RE: RFQ#367-005466 Hillsborough, NC Preconstruction Duration: 56 Weeks Project No. 26-710 Total Construction Budget: $19,344,576 Construction Budget Breakdown Summary below: Project: Location: Budget: Sheriff's HQ at Link Center 200 South Cameron Street $16,914,576 Hillsborough, NC Sheriff's Office Evidence Storage Bldg. 1200 US Hwy 70 North $2,430,000 Hillsborough, NC Total Construction Budget: $19,344,576 DESCRIPTION OF WORK-Preconstruction Scope of Work/Deliverables: TOTAL Section 2A-Schematic Cost Estimate/Value Analysis/Constructability Review $52,651.00 (5 weeks for Estimate Deliverable from receipt of Design Deliverable) Section 2B-Design Development. Cost Estimate/Value Analysis/Constructability Review $55,563.00 (6 weeks for Estimate Deliverable from receipt of Design Deliverable) Section 2C-CD Estimate/GMP Development/Value Analysis/Constructability Review/SOW/ $59,825.00 Project Manual/Bidding(5 weeks for Estimate Deliverable from receipt of Design Deliverable) Section 2D-HUB Program& Project Specific Trade Partner Pre-Qualification Process $25,300.00 (Occurs after DD Estimating Deliverable, during CD design) Total Preconstruction Services Cost: $193,339.00 Preconstruction Services Scope of Work,Page 4 of 4 44 IF Jr IV L..j SAMET February S11,2026 Alan Dorman Director,Asset Management Services Orange County Government 306 Revere Rd. Hillsborough, NC 27228 RE: Orange County Sheriff's Headquarters& Evidence Storage Facility Fee Proposal for Construction Manager at Risk Services Mr. Dorman, Samet Corporation is honored to submit our fee proposal for Construction Manager at Risk services for the Orange County Sheriff's Headquarters and Evidence Storage Facility. We appreciate the opportunity to support Orange County in the delivery of this critical public safety facility. Should you have any questions or require additional information, please do not hesitate to contact us. We look forward to working collaboratively with the County to deliver a successful and transformative project. Cost Component Rate Notes GC Fee 3.5% Based on total cost of work. Subcontractor Default 1.5% On Direct Cost Only Insurance General Conditions 9.0% Jobsite supervision, temporary facilities, safety, and site services. Contractor Contingency 2.0% Allowance for project unknowns and risk management. GL Insurance 0.81% General Liability insurance coverage. CHARLESTON P&P Bond 0.75% Total Construction Cost CHARLOTTE Builders Risk 0.2% per calendar year Prorated based on GREENSBORO construction duration. SAVANNAH WILMINGTON These figures are based on a 14-month construction timeline,with both the Sheriff's HQ and Evidence Storage Facility running concurrently and staffed with the proposed team. RALEIGH 5430 WADE PARK BOULEVARD _ SUITE 110 RALEIGH,NC 27607 )919)703-0263 David Bascom Project Executive—Samet Corporation SAM ETCORP.COM NC LICENSE NO.353S SC LICENSE NO.G16448 45 RAJ E COUNT I NORTH CAROLINA . b 0 o � I o C0UAITY ANCad -x 46 QUALIFICATIONS r m 0 z r QUESTIONNAIRE 1 OTHER 297 ORANGE COUNTY NORTH CAROLINA RFQ 367-005466 SUBMITTAL THE RENOVATION & CONSTRUCTION OF SHERIFF'S OFFICE FACILITIES ORANGE COUNTY, NC 47 QUALIFICATIONS : Q Qualifications & E4perience QUALIFICATIONS & EXPERIENCE A.I.A. / OVERVIEW Samet Corporation will serve as the Prime CMAR and bonding entity for the Orange County Renovation and Construction of the Sheriff's Office Facilities. Our team strategically combines Samet's in-house capabilities with specialized trade partners experienced in secure facility construction. Over the past twenty years, Samet has successfully delivered more than 2 million square feet and $460 million in public sector projects, establishing a proven track record of reliability and performance for government clients. A.I.B. / KEY PERSONNEL / ORGANIZATIONAL CHART 2SE7SAMET Arthur Samet CEO EXECUTIVE LEADERSHIP Rick Davenport Doug Beane `l COO & President CFO Executive Management Tyler Kelley Senior Vice President : David Bascom Project Executive PRECONSTRUCTION PROJECT MANAGEMENT FIELD MANAGEMENT Sara Taylor JB iian Lambert Travis McDonald _� Preconstruction Project Project Manager Project Manager Superintendent Cody Hall Project Engineer RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & E4perience A.I.C. / STAFF CURRENT ASSIGNMENTS & AVAILABILITY 99 CURRENTSTAFF AVAILABILITY Durham Transit Center/April 2027 David Bascom Wake County Western Regional Center /April 2027 Project Executive Durham Fire & EMS 19/June 2027 Durham Tech/December 2025 Sara Taylor Rolesville Town Center/Januray 2026 Preconstruction Central Carolina CC Moore Reno. /May 2026 Project Manager Rolesville Police Station/ September 2026 Rolesville Fire/October 2026 Brian Lambert Kernersville Aquatic Center/Finishing February 2027 Project Manager Forsyth Public Health Facility/January 2027 Travis McDonald Project Cornerstone Baptist Church/Finishing December 2026 Superintendent Cody Hall Harnett County Shell Building/Finishing December 2026 Project Engineer A.I.D. / CMAR TEAM - JV Samet Corporation is proposing as a single entity and is not part of a joint venture or associational relationship for this project. As the sole Prime CMAR, Samet maintains complete control and accountability for all aspects of project delivery. RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & E5 perience 2.A. / PROFILE OF CMAR FIRM 0 Our operational philosophy is built on Service, Quality, SAMET CORPORATION Innovation, Trust, and Safety. We understand that the success of o 5430 Wade Park Boulevard any construction project hinges on the expertise, dedication, and Suite 110 commitment of the team and contractors involved. Raleigh,NC 27'1 919.703.0263 /sametc• • 1 o JACK . . . Business Development . •- • S-Corporation Unlimitedo NC License#3538 Building SAMETOFFICES # OF EMPLOYEES o Greensboro, (Headquarters) 154 io Raleigh, • ' :4 s �MET .:,z Charlotte,o NC •. BUILDING A LEGACY OF EXCELLENCE Our journey in o Charleston, ' construction commenced in the 1960s with speculative building o Wilmington, projects, instilling in us the invaluable mindset of"think like an CORPORATE HIS • ' owner." This propels our project teams to consistently prioritize o Founded 1961 in North Carolina clients' objectives and financial goals,breathing life into their Yearso 64 _ _ nce visions. Our success is measured by the loyalty of returning • • • • clients who forge repeat partnerships for expansions and new CORPORATE OFFICERS facilities. Beyond concrete and steel, our legacy rests on enduringo Arthur . . • , principles—integrity, transparency, and innovative client service. • • Davenport, • • THE SAMET ADVANTAGE Under CEO Arthur Samet's ' Doug B • leadership since 2000, we've diversified beyond commercial/ o Kenneth Grube, Executive VP industrial roots into thriving sectors like healthcare, multi-family Presidento Tyler Kelley, 1 r VP housing, higher education, and technology, expanding across the o Brian Hall, Southeastern U.S. Committed to responsive, client-centric service, # OF PROJECTS COMPLETED we guarantee excellence, collaboration, and exceptional results for (PAST 5 YEARS) your needs. o2024 - 302 THE SAMET WAY At Samet, our work is guided by core 1 23 - 309 values—Service, Quality, Innovation, Trust, and Safety—integral 1 1 to our culture. The Samet Way isn't merely a concept; it's our • 1 1 cultural cornerstone, encapsulated in Five Fundamentals ensuring consistent performance and results. Our teams collaborate, refine, DOLLAR VALUE OF PROJECTS • document, and implement these principles into every project. (PAST 5 YEARS) IN-HOUSE SERVICE CAPABILITIES Samet Corporation provides comprehensive in-house services that ensure seamless • 1 '� i project delivery and single-source accountability. Our self- • 1 $702.9M performed capabilities include: Preconstruction Services, Project 1 1 Management, Site Supervision, Safety Management, Quality Control, Technology &Innovation, and Administrative Support. RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & Experience Expiration Date Etrimse No, 'I F- 20253538 �Tl li »-Ijoarl for (6currai Criontrarlur.ti Co IT i!:, t,to Crrri fit C 11,11: Samet Corporation Greensboro,NC is ibttlip registrrrh ant) rutitlrb to prarttire t it vtit raL ti ug Limitation: Unlimited Classification: Building ixntii ¢�yOR GEhrRl December 31, 2025 ©� gyp`. lltllrtt ffpir Lrxtiftr�rtr rr�ixr�. c - ilargq wir fp ubs aid) imd of tltr gnarb. g �tr�, + �tlrittEt, t1i,�. Sthairsttau 01/01/2025 lax t��j � 44 - �a Alpe rcrtifuat�r mud uai he aflerrl. - + - ' . �r[rrtary-Lrea si rrr °9rH caR00P CORPORATE OFFICERS ARTHUR SAMET RICK DAVENPORT DOUG BOONE KEN GRUBE • coo CFO Executive VP CORPORATE STRUCTURE Samet is an S-Corporation SUBSIDIARIES: Samet Corporation does not have any subsidiary companies. AFFILIATED COMPANIES: Samet Corporation does not have any affiliated companies. RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities 52 3.A. & B. / CONSTRUCTION MANAGEMENT AT RISK SERVICES 21 YEARS 64 YEARS OF CMAR EXPERIENCE OF DESIGN-BUILD EXPERIENCE 3.C. / PROJECTS IN THE LAST 10 YEARS PROJECTS - LAST 10 YEARS /PROPOSED OFFICE DOLLAR VOLUME Alston Village Apartments $69,733,208 Rams Plaza $1,775,063 Bob Barker Co. Expansion $3,102,061 Raleigh Cary Jewish Comm Cntr $3,448,737 Link Glenwood Fire Reno $3,542,372 RTG Showroom Upfit $613,375 Solis Apts $35,471,559 Hillstone Cameron Village $32,882,185 Glen Lennox HUD Apts $40,006,965 137 Franklin Office $21,198,741 McGuire Woods Office Upfit $4,803,928 Corning Wilm Clean Room $2,187,615 Project Jupiter $3,260,305 Sweetwater Mixed-Use $59,299,565 Trailwood Apts $16,081,931 3020 Hillsborough Student Housing $33,123,148 Lafayette Park $44,826,101 Park Apts $74,168,728 District @ 54 $53,896,113 Rosemary Street Parking Deck $43,604,580 Solis Cameron Hill $53,193,902 Fenton Mixed-Use $89,669,811 Link Calyx Apartments $53,353,526 Link Calyx Demo $8,297,794 Rooms to Go - Dunn $921,085 Cato $1,626,139 AskBio $3,727,869 Cato Corridor Highwoods $142,953 Captial Center Exterior Impry $950,575 WCPSS STEM Early College $8,644,445 Liberty Tire Upfit $4,567,464 RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities 53 PROJECTS - LAST 10 YEARS PROPOSED OFFICE DOLLAR VOLUME Abzena mAb Facility $31,790,952 Lyon Park Recreation $355,441 Novus $170,276,855 LiNK Linden-Roof $749,299 Millennium Chapel Hill Apts $78,669,840 Park City South $92,814,043 Wendell Falls $59,312,048 Biolabs Upfit Chapel Hill $6,011,938 Dvlpmt Svcs Lobby Reno $322,807 Project SUT $2,011,350 Amgen Fit Up $46,421,782 Neill's Creek Concess-Restroom $87,361 Holly Springs Fire Station#3 $10,263,753 MAA Nixie $109,151,939 Glen Lennox Infrastructure $1,082,540 Innovate Carolina Fit Up $3,585,860 Grace Park Phase III Elevator $885,820 Pfizer Sanford North $577,453 FXGD Phase 11 Upfit $3,585,673 500 E Main $45,409,870 DNU- RxR Veridea- Sewer BB-1 $23,713,707 Page Hall Renovations $1,355,174 DB Owen Roof Replacement $642,183 DB Lee Roof Replacement $715,286 WTCC Fire & Rescue $16,213,962 Board of Elections Reno $25,362,175 Ferguson Raleigh Ship Hub $8,167,309 4423 DPC Apex Upfit $3,163,704 RxR Veridea- Sewer BB-1 $27,808,762 RxR Veridea- Site Package B $58,919,912 CCEP Spec $4,674,693 CCEP#2 $5,660,146 CCEP Spec#3 $10,590,363 CCEP Spec #4 $6,279,760 Project FXGD $50,462,915 CCEP Building 5 $7,611,221 TIP West Infrastructure $6,992,738 TIP Lot 2 $6,992,738 RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities 54 PROJECTS - LAST 10 YEARS /PROPOSED OFFICE_ DOLLAR VOLUME WCPSS Stem Early College $8,644,445 Lee County Library $1,102,375 Durham Transit Center Improvments $21,860,400 Holly Springs Fire Station#3 $10,263,753 Board of Elections Reno $25,362,175 f ir Lx High p k — e a 11 , Point Police Headquartersmi RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities 55 4.A. / CURRENT PROJECT COMMITMENTS COMMITMENTSSAMET'S CURRENT PROPOSINGOFFICE ContactName Location Completion date Lead Designer Owner Contact Project Katherine Marie-Pierre Lussier, Hogan PMP, PX 4601 DTCC Orange Architects PC Hillsborough, Creekstone Drive, County Bldg 12/2026 553 Pylon Dr, CMAR Addition NC Raleigh,NC Durham,Suie 0 NC 27703 27606 919.747.4544 919.793.5063 HH Dan Nosbusch, PM, Office of Emerg. Architecture Durham County 201 Services Fleet Durham, NC 12/2025 1100 Dresser East Main Street, CMAR Maint Ct, Raleigh, Durham NC 27701 NC 27609 919.943.2268 919.828.2301 McMillan Laura Zaytoun, PM Pazdan Smith NC State University, Arch., 2601 Wolf Village Page Hall Renov. Raleigh,NC 11/2025 1422 S Tryon Way, Suite 331 CMAR St Suite 700, Raleigh,NC 27695- Charlotte,NC 7520 28203 919.515.8049 843.566.0771 Perkins+Will Shauna Parker, PM 411 W Chapel City of Durham, Durham Transit Durham,NC 04/2027 Hill St Suite 101 City Hall Plaza CMAR Center Imprvmts 200, Durham, Durham,NC 27701 NC 27701 919.560.4197 919.433.5300 Vines Santiago Giraldo Architecture Lee County Lee County Library Sanford NC 01/2026 819 W Hargett Government, 408 CMAR JV St, Raleigh,NC Summit Drive 27603 Sanford,NC 27331 919.755.1975 919.718.4605 ADW Architects Jessica Killian (Turner 510 Glenwood & Townsend Heery) Durham Fire & Durham NC 07/2027 Ave Suite 313, 555 Fayetteville Street, CMAR EMS Station 19 Raleigh,NC Suite 300, Raleigh,NC 27603 27601919.906.9907 980.585.9223 919.589.2350 HH Walter Lennon,PM Architecture Design & Constr. WTCC Fire 1100 Dresser Facilities Operation, Training Center Raleigh,NC 05/2026 Ct, Raleigh, 1801 Fayetteville CMAR NC 27609 Street, Durham,NC 919.828.2301 27707 919.866.6152 RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities ' Qualifications & E2 perience 5.A.-Q. / PROJECT EXPERIENCE ' ' 1 1 6 HIGH POINT POLICE HEADQUARTERS HIGH POINT, NC 1 1 Modern facility transformed from a former bank building into state-of- 1 the-art police headquarters. The design marks a significant upgrade from previous converted elementary school location used since 1985. Includes ;• 11 communications center, featuring repurposed teller stations as Sergeant's desks. K-9 wash area, emergency generator with ATS system, and three 1 apparatus bays with decontamination zones and gear storage. Facility provides comprehensive living amenities including sleeping quarters, fitness room, gender-specific locker rooms, kitchen, and communal areas. = ' PRECON. SERVICES CONST. SERVICES ' Precon Mgmt Proj Schedule Dev Proj Dev/Design Value Analysis (RFIs/Subst) Value Analysis Cost Control Mgmt • Precon Schedule Trade Contractor Mgmt Constructability Review Shop Drawing Rev/Proc 1; 11 • - ' Cost Modeling Proj Control/Staffing Contract Docs Coord On-Site Coord/Mgmt GMP Const Proj Meetings • •• •1 • • 1 Contingency Dev Quality Control/Inspections • , ,,-, .,- Trade Contractor Prequal Proj Safety (No Lost Time) . • - Contractor Reporting , , , •- , , • Contract Close-Out • 1 , • ' 1 • 1 1 T � '1 • • 11' 1 -• '. SM I 1 T1 RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities ' Qualifications & E5Derience REFERENCE LETTER 77 HIGH POINT POLICE DEPARTMENT KENNETH J.SHULT Z PHONE(336)887-7970 Chief of Police FAX(336)887-7949 t. Poll TDD(336)883-8517 High Point Police Department April 20,2020 Re:LETTER OF RECOMMENDATION Please accept this letter as a positive reference for Samet Corporation. It is being provided to highlight the high level of expertise they bring to construction projects,as well the equally high-quality work product they produce. Over the past few years,I have worked with and around members of their staff on two large projects for the City of High Point.The first project was the construction of the High Point Rockers Stadium.While I did not have a direct role in this project,being part of the senior management for our City,I was kept aware of progress and interactions with the company,all of which always remained positive.On the occasions I was able to work directly with them due to an overlap in areas of responsibility,I found them very responsive and entirely focused on ensuring that they met our expectations.Upon completion of the Stadium, I have been exceptionally pleased with the quality of the construction. Subsequently, their success with our Stadium project contributed strongly to Samet Corporation being hired on to complete our current project for our new Police Headquarters building. This project consists of both, new construction and refurbishing of an existing building at 1730 Westchester Drive. While I am not always involved in day to day operations with them, I have enjoyed a very active partnership throughout the initial planning and now into the construction phase of their work. To date, I continue to remain equally pleased with their performance as well as their progress. They continue to provide professional interaction and demonstrate their strong ability to oversee the many facets involved in such a large project. They remain responsive,well organized and extremely suited for working through the unique requirements associated with a municipal project. I currently look forward to the timely completion of this project and have not doubts that we will be extremely pleased with their work. Because of this,I strongly recommend them to others who are considering similar construction. Kenneth J. Shultz Chief of Police,High Point Police Department 1009 LeonardAvenue•High Point,North Carolina 27260 www.highpointnc.gov/police RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & ESperience FORSYTH COUNTY COURTHOUSE D • 1 1 • $$ WINSTON SALEM, NC • Samet delivered a new 250,679 SF courthouse for Forsyth County, 50% larger than its predecessor. The project incorporated the addition of 18 advanced judicial spaces, including courtrooms and hearing rooms, specifically designed to ensure a streamlined working environment for staff and visitors alike. We made it a priority to create a high-security 1 • • environment through comprehensive checkpoints, card access systems, and innovative surveillance tools. Furthermore, the renovation saw the inclusion of a unique design element: • • an underground tunnel to facilitate the safe and secure transport of inmates • from the Forsyth County Jail. With these upgrades, the Forsyth County 1' '• ' Courthouse is not only geared toward efficiency but also towards providing '" • a space that is safe, secure, and convenient for all its users. , PRECON. SERVICES CONST. SERVICES ' • ' '' Precon Mgmt Proj Schedule Dev Proj Dev/Design Value Analysis (RFIs/Subst) ' Value Analysis Cost Control Mgmt 1 Precon Schedule Trade Contractor Mgmt Constructability Review Shop Drawing Rev/Proc 11 11 11 Cost Modeling Prod Control/Staffing o f _ Contract Docs Coord On-Site Coord/Mgmt - GMP Const Proj Meetings Contingency Dev Quality Control/Inspections Trade Contractor Prequal Proj Safety(No Lost Time) Contractor Reporting 1 1 Contract Close-Out e,2023 ABC Carolinas Excellence in Construction Eagle Award Oki a '1 • � . '�1 � . cgilRiH E �- �w v RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & Experience REFERENCE LETTER 99 COUNTY OF FORSYTH <� OF0-1 �O1 ` Forsyth County General Services Department V Andy Simmons,Construction Coordinator Construction Management Division Forsyth County Government Center-201 North Chestnut Street-Winston-Salem,NC 27101-Tel 336.703-2207-Fax 336.727-8010 March 24,2025 To Whom it May Concern: RE:Samet Corporation Recommendation Letter I am happy to write this letter of recommendation for The Samet Corporation,whom I've had the pleasure of working closely with on the Forsyth County Courthouse New Building and currently on the Tanglewood Clubhouse Project.As the Construction Coordinator here at Forsyth County General Services,I have had the opportunity to work with Samet on these two projects,and I can honestly state that Samet and their employees stands out as the key means to the success of these two projects. Samet has shown committed to both of these projects.Samet and their employees have demonstrated a commitment to honesty,integrity,and professionalism.Samet has been honest in where the schedule stands with the project and their communication skills are fantastic,they have been very responsive,detailed in approach to both Forsyth County Courthouse and the Tanglewood Clubhouse. In conclusion Samet Corporation has been a great Construction Company to work with on the two Forsyth County projects.I also think Samet Corporation is and will be a valuable member to the construction industry in the future and I recommend to anyone for future projects. For any further information,asimmonat a forsyth.cc or 336-703-2206. Sincerely, Andy Simmons,Construction Coordinator Administration-Automotive Services-Construction Management-Facilities Operations-Facilities Services Grounds Maintenance-Print Shop/Mail Room-Property Management-Security Services RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & E6 perience GREENSBORO POLICE HEADQUARTERS RENOVATION . 1 1 0 GREENSBORO, NC , The Greensboro Police Headquarters Renovations project involves renovating 14,727 square feet of currently vacant space at the existing , Police Headquarters. This City-owned facility will be transformed to house essential Police Operations divisions, including a Real-Time Intelligence 1 1 Center, media/interview rooms, and open office areas. PRECON. SERVICES CONST. SERVICES • - 1- 1 ,• Precon Mgmt Proj Schedule Dev • .• . ' • : • • Proj Dev/Design Value Analysis (RFIs/Subst) .• • 1 Value Analysis Cost Control Mgmt , _• - •• • Precon Schedule Trade Contractor Mgmt _••I Constructability Review Shop Drawing Rev/Proc • :1: Cost Modeling Proj Control/Staffing Contract Docs Coord On-Site Coord/Mgmt ' GMP Const Proj Meetings • Contingency Dev Quality Control/Inspections • - 11 Trade Contractor Prequal Proj Safety(No Lost Time) Contractor Reporting • ' 1 Contract Close-Out - 1 1 1 1 • 1 a ' - 1 1 RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & E6 perience BOILING SPRING LAKES POLICE DEPARTMENT RENO. PROJECT DELIVERY SOUTHPORT, NC Design-Build The city purchased an existing 2,617 SF one-story building requiring SIZE Samet's help to transform the former bank/office into a modern facility fit for 5,427 SF/2,617 SF renovation a police department. • 1 SF addition The renovation included the addition of a public entrance with a covered YEAR COMPLETED entryway, lobby, accessible restrooms, and secure access to the receptionist 2023 and conference room. The design features separate secure entrances for staff and on-duty officers and additional office spaces. Key interior upgrades OWNER include secure evidence processing and storage spaces, locker rooms, City Boiling Spring restrooms, showers, a break room with a kitchenette, and emergency power ' Boiling Spring 910.363.0025 provisions during natural disasters. ARCHITECT PRECON. SERVICES CONST. SERVICES REFERENCE : •llars, Owner, • • Precon Mgmt Proj Schedule Dev Three Proj Dev/Design Value Analysis (RFIs/Subst) Front Wilmington,321 N. Value Analysis Cost Control Mgmt ;, 1 Precon Schedule Trade Contractor Mgmt Constructability Review Shop Drawing Rev/Proc ; • Cost Modeling Prod Control/Staffing 910.269.3024 Contract Docs Coord On-Site Coord/Mgmt 1 ' GMP Const Proj Meetings $1,520,948 Contingency Dev Quality Control/Inspections Trade Contractor Prequal Proj Safety (No Lost Time) PRECON. Contractor Reporting 1.5% Contract Close-Out CONSTRUCTION IT _ I 1 1 1 ' ' 1 1 ' 1 RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & E6 perience ALAMANCE COMMUNITY COLLEGE PUBLIC 1 SAFETY TRAINING CENTER / GRAHAM, NC The new Training Center is constructed to house instructional programs,both curriculum and continuing education, for students 111 pursuing credentials and careers in public safety and public service, and in-service training for professionals already employed in these 1 occupations. The two facilities in this project will include a classroom 1 building and a firing range building. These will allow ACC to offer: Indoor Rifle &Handgun ranges, Firearms Training Simulator Space, • • , Outdoor Driving Pad, Overview Tower, Four-Story Fire Training Tower, • Class A Burn Building, Class B Burn Pit, Classroom/Lab Space, Police - Officer Physical Abilities Test(POPAT) area,Weapons Cleaning/Repair • • Room, Ammunition Storage Room. ' • PRECON. SERVICES CONST. SERVICES Precon Mgmt Proj Schedule Dev Proj Dev/Design Value Analysis (RFIs/Subst) ' 11 Value Analysis Cost Control Mgmt • Precon Schedule Trade Contractor Mgmt Constructability Review Shop Drawing Rev/Proc • • Cost Modeling Proj Control/Staffing . • • • . Contract Docs Coord On-Site Coord/Mgmt GMP Const Proj Meetings 1 • , •1 Contingency Dev Quality Control/Inspections , • • Trade Contractor Prequal Proj Safety (No Lost Time) •11 Contractor Reporting Contract Close-Out ' 1 . � air- a 1 • ' 1 • 1 _ I] _ - 1 11' 1 1 . , iH-S. •1 " • 1 RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & Experience 6 / STAFFING RESOURCES 3 PROPOSING OFFICE PROJECT EXECUTIVES PROJECT MANAGERS PRECONSTRUCTION TEAM 2 19 6 Senior oversight and client Project oversight and Planning and value engineering relations coordination specialists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . SUPERINTENDENTS FIELD ENGINEERS PROJECT ENGINEERS 19 5 6 Proven capacity for multi-site Technical expertise for HVAC and Design coordination and management roofing systems technical support 7. / FINANCIAL STABILITY & 8. / LEGAL HISTORY INCLUDED IN SUPPLEMENTAL PACKAGE RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & Experience 9 / INFORMATION ON THE PROPOSED PROJECT TEAM 9.A. / ORGANIZATIONAL CHART �i ORANGE COUNTY NORTH CAROLINA ManagementExecutive Tyler Kelley Senior Vice President David Bascom Project Executive ..... PRECONSTRUCTION PROJECT MANAGEMENT FIELD MANAGEMENT Sara Taylor Brian Lambert Travis McDonald Preconstruction Project rPOUCE Project Manager POLICE + PMICE Project Manager Superintendent �rouce Cody Hall = Law Enforcement Mai Project Engineer — Experience 9.13. / RESUMES ARE INCLUDED IN THE SUPPLEMENTAL PACKAGE WITH FINANCIAL AND LEGAL HISTORY INFORMATION. 9.C. / CONFIRMATION LETTER The identified personnel will be committed to this project for its duration in accordance with the RFQ schedule. Samet Corporation will provide written notification to the Owner of any proposed personnel changes requiring approval, subject to unforeseen circumstances beyond our control. Tyler Kelley/Senior Vice President RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & Experience 10 / LEED PROJECTS 5 PROJECT Life Community Church Certified Certified BD Diagnostics - TriPath GoldG� old JSNN Construction Certified Gold Tower Village II Silver Silver Greensboro Ballpark Silver Silver Shops @ Southline Silver Silver HPU Student Exemplorary Cntr Silver Silver Elon-Administration Bldg Silver Silver McEwen DiningHall Silver Silver BD Expansion Silver Certified Silver LiNK Montford Phase 2 NGBS Bronze NGBS Bronze LoSo Village NAHB Silver NAHB Silver Elon Engineering Bldg Gold Gold Amgen Fit Up Gold Gold Ferguson Raleigh Ship Hub Silver Silver VA Fayetteville Project _ Certified Silver CDI Construction Phase Certified Silver WSSU DJR SAC Const Gold Gold GTCC Cameron Campus Silver Silver UNCG Spartan Village Ph 1 Con Silver Silver Profess & Comm Ed. Center Gold Gold OUR APPROACH TO COST EVALUATION F A Early Integration PREMIUMOBSERVED COST We work closely with the design team during schematic and design development phases to identify Based • ' ' ' project credits that align with the project's goals and budget. experience, cost This proactive approach minimizes redesign and ' of total avoids costly late-stage changes. construction cost, depending on the targetedlevel Target Value Design and complexity of the project. Projects aiming For each major building system—HVAC, envelope, premiumfor LEED Silver often achieve certification with lighting—we evaluate options that contribute to sustainableminimal practices are LEED points while balancing first cost and life- integrated early, while Gold or cycle performance. This includes analyzing energy may requireadditional advanced efficiency measures, water-saving fixtures, and systems or ' ' " energy. material selections. Market Intelligence We leverage current pricing data and trade partner LEED CERTIFIED input to estimate cost impacts of sustainable features. LEE For example, high-efficiency mechanical systems or PROJECTS low VOC materials often carry modest premiums, while renewable energy systems can represent a larger 20 investment. .. . . . . . . . . . . . . . . . . . . . . . . . "I I 1 11. Collaborative Decision-Making LEED A Instead of presenting sustainability as a fixed cost, we provide owners with a menu of strategies, each with estimated cost implications and operational benefits. This allows informed decisions about which certification level—Certified, Silver, Gold, or 25 ASSOCIATES Platinum—offers the best value. RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities 66 Project GApproach B. PROJECT APPROACH // B.I. / PROJECT PLANNING - OUR CMAR METHODOLOGY t Xj PLAN KNOW PROTECT EXEC:Ulilt MAKE YOUR JOB YOUR JOB YOUR JOB YOUR JOB YOUR JOB CMAR UNDERSTANDING VALUE ENGINEERING Samet has extensive experience with the At Samet, our value engineering process begins Construction Manager at Risk(CMAR) delivery during preconstruction and continues through method, serving as a trusted advisor and partner from construction completion. We focus on optimizing conceptual planning through construction completion. value while maintaining the project's integrity and The CMAR approach allows us to join Orange Samets vision for the renovation and construction of County's team early,providing critical preconstruction the Sheriff's Office Facilities Project. services that establish realistic budgets, identify 1. Identify Alternate Systems, Details, and Materials: constructability issues, and develop comprehensive Assess various construction systems, design schedules before construction documents are finalized. details, and materials concerning both cost and This early involvement enables collaboration with performance over the life of the building. the design team to deliver maximum value while 2. Collaborate with Project Stakeholders: Collaborate maintaining the County's vision and budget integrity. with project stakeholders throughout each phase Our process is built on transparency. We provide to identify cost-saving opportunities, enhance ongoing cost estimates and constructability reviews at life cycle costs, and make budget-conscious each design milestone, giving the County full budget improvements. visibility to make informed decisions. 3. Track Value Engineering Options: Keep a detailed Throughout preconstruction and construction, we record of Value Engineering maintain continuous owner interaction. This consistent Options in the Cost Management Log communication ensures alignment, builds trust, and (CML) to track proposed changes and assess their positions Orange County to make timely decisions that cost impact and feasibility. keep the project on schedule and within budget. 4. Achieve Maximum Savings for the Owner: Our Raleigh-based team understands that CMAR Consistently apply Value Engineering to save requires a contractor who acts as a true partner, owners 1%-5% of the project cost without prioritizing the owner's goals above all else. compromising building quality or functionality, ensuring maximum project savings. Conceptual - 1 i ' Construction . . e si tic > v ICHITECTS & ORANGE Determine bldg. ; 25-30%building ; 60% Building ; Complete : Weekly/bi-weekly ; Types,Floor Plate design Design Construction meetings with owner- &Massing SD estimate Initial Review with Documents : and stakeholders : Early site analysis • produced&VE building dept. Permitting Bi-monthly updates & Geotech as needed Constructability DevelopGMP, and monthly reports Develop conceptual : Owner approves : review : final VE & to owner estimate &verify : design and budget Schedule QA/ alternates Construction alignment of scope QC & safety plan decisions : administration,pay budget&financing development Owner approves : apps, RFIs Owner approves : : DD estimate : design &final : initial plan & produced&VE as GMP budget needed RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities ' ProjeVA�pPrl� CONSTRUCTABILITY Detail from Day 1 bt�5 Samet's goal is to review, identify and mitigate as Our experience and seasoned group of in-house many of the potential constructability issues before estimators gives Samet the advantage of knowing the documents are finalized. When constructability where the design is heading before it gets put on issues are identified once a project is in the field, we paper, so we apply our knowledge to the benefit of take a comprehensive TEAM approach in reaching our customer by developing a detailed estimate (e.g. a resolution that protects the projects schedule and 10-12 pages of detail) from the Schematic Stage, avoids additional costs to the Owner. Samet brings where others will not develop the detail until well into years of construction experience and countless Design Development. More detail at an earlier stage "lessons learned" from past projects to the table drives better dialogue among all partners, allowing before documents are finalized. for informed scope and value decisions months earlier We bring 3D knowledge and experience to the 2D in the design process. drawings. A 2D detail or elevation doesn't show if Thoughtful Layout& Breakdowns for Maximum something can actually be built in the field, but our Analysis experienced builders can. We work with each client and design team at the outset of our work to set the estimate layout up and "Samet has provided the most break scope down as the team desires, not just how we always do it. Our Estimate setups offer great thorough set of review comments flexibility and maximum opportunity for analysis. on our n desi documents that I Whereas most CMs offer one method of scope g breakdown, we gladly provide estimates broken have ever seen. It is refreshing to down by Area (e.g. Energy Plant, Educational Space, Site/Exteriors or other desired breakdown), by CSI/ see a Contractor care as much as Specifications, by UniFormat/Systems, and by Bid the do t0 et the detailon Packaging all in a single, clear, concise estimate y g s right layout. The estimate can easily be re-organized to the front end of the project." help tackle the challenge of the day as we proceed together through the design progression. Careful planning and crafting of detailed,project- QUALITY CONTROL specific scopes of work ensures all aspects of the work Samet's Quality Control Program is developed and are covered on bid day and scope gaps are eliminated organized around the "5 Never Fails" This system prior to subcontract award. breaks down the QA/QC program into the key elements of a construction process so they can each be ESTIMATING THE SAMET WAY methodically managed utilizing the existing PM tools Below we describe the milestone estimating we have on board. process. Here are some differentiators of the Samet Estimating approach that separate us from the © © competition: Continuous Engagement& Cost Updates STRU STEEL •�. � CONCRPETEETETTILT-UP WOOD FRAMING Although we deliver milestone estimate packages MASONRY at the prescribed stages, the Samet team goes above-and-beyond by staying engaged in the design SITE CONTROLS BALCONIES+ROO FOOTINGS WINDOWS+DOORS GRADING progression meetings and scope decision-making AIR BARRIERS processes in between design milestones. We "ride UTILITIES P . PROTECTION along"throughout the design process to offer input, suggestions, constructability advice, and critically, to SYSTEMS maintain an updated/real-time cost estimate, so then overall team is never left guessing about where the number is at and how it compares to the budget. rjNEVER FAIL RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Comm Project�A�proach For each of these groups, the QA/QC program a dry building when complete. Samet will buyout identifies all the required documentation, material all the skin related trades early with a heavy push verification, inspections, and testing required to to get all submittal data and drawings to the design ensure our Owner's project meets the applicable team for review. We then schedule a"Building standards. Envelope"review meeting including all affected trade Elements of our QA/QC program would include: contractors, the architect, any envelope consultants, • Ensure Submittals meet the Specifications and and the Owner's facilities management if they desire Documentations. to participate. • Holding a Pre-installation meeting to discuss During this review meeting, the exterior of the quality expectations and define inspections/testing building is methodically reviewed from the ground for each trade scope. This should include the up, looking at all transitions between elements, O/A/E when appropriate. flashing details, windows, doors, air and vapor • Use of mockups as appropriate or required. barriers, waterproofing, caulks, roofing systems, o Inspect/Verify material and equipment when penetrations etc. Each transition is reviewed in arriving on site, documented in ProCore. context of the shop drawings and trades involved: o Inspection of Ist instance of installation and o All parties involved in a dry building can speak to ongoing inspections as agreed/required, their area of expertise to resolve detailing issues documented in ProCore. and ensure compatibility. • Material and Performance testing as required, o We find missing details before construction documented in ProCore. begins. o Progress Photos - Includes pre-coverup photos/ o All trades have a voice, and concerns aren't videos. missed when being addressed. o As-Built Drawings o RFIs are created with proposed answers to All QA/QC related elements are fully documented document changes or needed details. in Procore for the project team to review. Inspection Additionally Samet ensures ALL building elevations results, observations, and non-conformances are are inspected, verified, and documented to be correct assigned to the relevant trade. Each trade must make at each successive "layering" of waterproofing trade. corrections and upload photographs to the extent Each system is verified once complete and prior to applicable, documenting the correction was made coverup. We also discuss with our designers and and this is in turn verified by Samet. We encourage trade partners where water testing is prudent to all designers, engineers, owners, and third party ensure systems are acting as they are intended. inspectors to utilize Procore for logging quality concerns or issues, resulting in a comprehensive SCHEDULE documented verification that no QA/QC concerns are Samet uses Primavera P6 for all project scheduling left unresolved. This also allows the Project Team and utilizes in house scheduling experts. Our to easily review and consider if assessment against Raleigh region scheduler and will develop a fully a specific trade contractor's pay app is appropriate detailed and phased construction schedule during the based on their attentiveness to quality management. bidding process. Upon project award and buyout, the scheduler will meet with the Senior Super and key Samet is committed to building trade contractors to make final adjustments within the allotted timeline to produce a final official project Quality Management into every schedule. step of our process and ensuring We will visit the project site twice a month to update the project schedule with the field team, and those Orange County receives a updates will be included with the project reporting discussed elsewhere. Any subs who are falling building without quality issues behind will be noted and an action plan developed for when complete. recovery. Water Intrusion is a critical component of the Quality Management process. The management of it is unique and utilizes a holistic review of those systems to ensure we have RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Project 7 proach The field team uses the Project U Master Schedule to develop 3 week look ahead schedules for management of near term goals with the subs on site while using the Master schedule for planning of material and labor needs that are further out. TRACKING AND REPORTING Samet believes in providing a meaningful summary of the information all stakeholders are interested in on a regular basis. The exact content and format is catered to each project, and depending on the project's needs this is typically month or bi-monthly and may include any/all of the following information to be presented in a concise and easy to understand format: o Project Progress in the last period, Report on weather impacts and overall Schedule update. o Report on Project Documentation Submitted (Submittals and RFI's), including items due from the Subs, Samet, designer, or owner. o Summary report of any potential cost issues that would affect the Owner's budget(IE Changes). o Summary report of open/closed QA/QC inspection items. o Summary report on weather impacts incurred within that calendar month. o Risks and Opportunities for the project. RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Project?,pproach B.2. / MWBE PARTICIPATION PROGRAM T We embrace the principles of diversity and inclusivity as essential drivers of success. Our comprehensive plan for Minority and Women-Owned Business Enterprise (MWBE) and HUB participation in this project reflects our commitment to fostering equitable opportunities within our community. With a clear vision and a set of program objectives,we aim to not only meet your goal but exceed it. Samet's MWBE goa for this project is10 !/(0 40 GOALi GOAL2 GOALS GOAL4 GOALS GOAL6 INCLUDE EMPOWER FACILITATE ASSIST SUPPORT MAXIMIZE Capture interest Offer our Structure Track and Offer follow Take all by publicly experience and specific bid assist targeted up project reasonable reaching out knowledge packages MWBE firms management measures to capable by providing with reduced from the time assistance to ensure minority and training, financial of identification to MWBE that MWBE woman owned networking and bonding through the firms who are participation firms in the opportunities, requirements bidding process successfully in this project community and assistance in order to in order to awarded exceeds our to inform with the maximize ensure a subcontracts to stated goal. them about completion MWBE successful bid participate in opportunities of our participation. response for this project. to participate in subcontractor/ this project. this project. supplier prequalification process. r Jl � fel f AMR RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities PHASE ONE / EXPOSURE Samet believes that sharing project details and timelines with MWBE firms increases outreach and enhances their participation in community construction projects. o Collaborative Research & Investigation of MWBE Market o Active recruitment of MWBE firms for the project through tailored outreach. o Advertise with newspapers, Diversity Liaisons, Minority Contractors, Resource Center, Minority Contractors Association, Building Connected, Trade Groups, local city Plan Rooms. PHASE TWO / ACCESS Samet understands the barriers that minority and women owned firms face in the prequalification and bidding process. Our team commits to supporting MWBE firms during these processes to ensure their access to fair opportunity. o Host preconstruction contractor's college for project insight o Provide technical assistance and guide through bid opening requirements o Discuss subcontractor payment and cash flow needs o Offer one-on-one assistance in completing prequalification forms o Facilitate partnerships between first-tier prime subcontractors and MWBE second-tier firms o Enforce MWBE Participation guidelines at bid opening and proposal review o Tailor bid packages to maximize participation of available MWBE firms PHASE THREE / DEVELOPMENT Samet extends support beyond subcontracting with MWBEs. Initiatives like Mentor Minority Subcontractor Partnerships and a targeted Business Educational Program provide strategic guidance, industry education, and business development support, fostering holistic empowerment and growth for diverse certified firms. These measures, specific to each project, enable Samet to gain insights into barriers and additional programming needs for the diverse business community. • • • •• - ' - • • • • • ' SAMET 24 Project Aproach EXCEEDING MWBE GOALS THROUGH PROVEN OUTREACH AND DEDICATED PARTNERSHIP. Our track record demonstrates consistent success in exceeding MWBE goals across similar public projects. We will implement our comprehensive MWBE program for the Orange County Project with the same dedication and attention to detail. MWBE MANAGEMENT STRATEGY o Prepare detailed reports demonstrating local and • Implement extensive outreach to qualified MWBE MWBE participation for each bid package contractors and vendors o Maintain thorough documentation to • Document and monitor all local and MWBE support compliance with local and MWBE participation throughout the project lifecycle policies • Require monthly progress summaries with payment requests from all subcontractors MWBE/HUB TOTALS FROM REPRESENTATIVE CURRENT AND PREVIOUS PROJECTS PROJECT MWBE OWNER MW VALUE PROJECT TYPE In GOAL ACHIEVED(at time of City of Greensboro $6.52M New Fire Station#56 43.4% City of Greensboro $8.29M Fire Station#7/New 36% City of High Point $36M Baseball Park/New 20% Dept. of Veterans Affairs $97.8M VA Healthcare Center 34.5% Forsyth County $83.6M County Courthouse/New 25% Guilford County Schools $15.7M Simkins Elem. /Replacement 56% Guilford County Schools $34M Western Guilford MS / 34% Replacement Guilford County $15M Behavioral Health Center 37% Bid Package 1 Guilford Tech Community College $32.OM Satellite Campus/New 32% Wake County Public School $5.5M STEM Early College/Reno 28% System Winston-Salem State University $25.5M DJR Student Activities Center 32% UNC-Greensboro $48.OM Spartan Village Residence Halls 31.5% - 4 Buildings • MOST PROJECTS PROJECT NAME PROJECT VALUE MWBE GOALO/o FINAL MWBE% Guilford County Schools Professional and Community $37.9M 10% 48.7% Education Center Forsyth County Couthouse $83.6M 10% 25% Greensboro Fire Station#56 $6.52M 10% 43.4% GCS Simkins Elementary School $15.7M 10% 56% VA Healthcare Center $97.8 10% 34.5% RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Project?pproach B.3. / MAXIMIZING LOCAL TRADE CONTRACTOR AND 4 SUPPLIER INVOLVEMENT Samet Corporation recognizes that Orange County's Mentorship and MWBE Partnerships investment in the Sheriff's Office renovation and To strengthen Orange County's HUB participation evidence storage facility is not only about delivering goals, Samet fosters mentor-protege relationships a high-quality project—it is also about creating between experienced prime subcontractors and economic opportunities for the local community. Our MWBE firms. We encourage joint ventures and approach to subcontractor engagement is designed second-tier partnerships, ensuring meaningful to achieve both objectives by combining proactive participation beyond token compliance. Our proven outreach, strategic bid packaging, and capacity- track record includes MWBE participation rates building initiatives that ensure robust participation exceeding 40% on similar public projects. from local firms and Historically Underutilized Businesses (HUB/MWBE). Operational Excellence and Trust Subcontractors choose to work with Samet because Early and Targeted Outreach of our reputation for on-time payment, fair dealings, From day one, Samet will launch a comprehensive and clear communication. We maintain transparent outreach program to inform local trade contractors processes, realistic schedules, and responsive project and suppliers about upcoming opportunities. This management—factors that build trust and encourage includes: repeat engagement. o Hosting pre-bid information sessions and MWBE outreach events in Orange County to explain Results You Can Count On project scope, schedule, and requirements. Our approach consistently delivers three to four o Advertising bid opportunities in local plan rooms, competitive bids per trade package, ensuring cost trade publications, and minority contractor control and reducing risk. For Orange County, this networks. means: o Leveraging our extensive database of regional o Competitive pricing validated against GMPestimates. trade partners and our relationships with local chambers and contractor associations to maximize o Strong MWBE participation aligned with County awareness. goals. o Economic benefits that stay within the local Strategic Bid Package Design community. We will unbundle bid packages into smaller, manageable scopes to allow small and emerging Commitment to Orange County businesses to compete effectively. This approach With an office in Raleigh and deep experience in the reduces bonding and financial barriers and creates Triangle region, Samet brings local insight backed by opportunities for firms that might otherwise be scalable resources. We understand Orange County's excluded from large-scale projects. For specialized permitting processes, maintain relationships with work, we combine scopes where single-source local inspectors, and have successfully delivered coordination adds value, balancing accessibility with complex public projects under similar conditions. efficiency. Prequalification and Technical Support Samet uses a State Construction Office-approved prequalification process to ensure quality and safety while maintaining inclusivity. We also provide technical assistance through our Contractor's College DILL 911 _ program, offering guidance on bid preparation, Si=iCl1I�=%� compliance requirements, and cash flow management. These efforts help local firms navigate public ---- procurement and position them for success. RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Project Aproach BA. / BUILDING INFORMATION MODELING (BIM) OVERVIEW management, and allocation of risk must be addressed To ensure a seamless transition from the project's at this early stage. Samet will lead these discovery design phases to the construction phase, we will sessions, document the outcome, and follow through utilize BIM as a tool to build, analyze, and resolve by implementing the results. construction issues in a digital environment prior to 2. Virtual Design actual construction. The ability to work in a digital environment allows The architects and design consultants developthe project's design in three dimensions, as 3D for flexibility in information exchange and promotes better communication among the project team. representations of the project's program. Reports As a collaborative tool,the BIM process requires from the database become the primary design tool. strong oversight and management to ensure that all The database is accessed graphically, with changes stakeholders are on-board. BIM is based on a culture made in one location but reflected in all schedules of sharing and retaining knowledge throughout the and graphic views. Graphical representations provide process. Various technologies are available to the visuals for the team to easily check against design design community; Samet uses AutoDesk Revit intent and solve technical problems early in the technology as a platform, and Navisworks for clash process with improved collaboration between multiple detection and collaboration with other model formats. design disciplines. Samet's preconstruction services are integrated at this stage with constructability Samet can help maximize these benefits through analysis, cost estimating, and Value Engineering oversight and management of the BIM process. processes. We obtain the best value of using this technology when incorporated early in our projects, and to help 3. Clash Detection facilitate the process we use a collaborative approach. Samet will run the model through Clash Detection Should the project team determine that BIM is an processes, checking for conflicts between systems appropriate tool for your project, we would employ a and ensuring all elements fit within the allotted three-step approach: spaces. Interference Reports clearly show conflicts 1. Establish Expectations in the design, allowing early resolution. This is especially helpful in preventing conflicts between The BIM Model is an important collaborative tool structural elements and the Mechanical, Electrical for the design and execution of the project. The first and Plumbing (MEP) and Fire Suppression systems. step in managing this process is to determine what the Design errors and omissions are discovered early, team wishes to achieve through the use of the model. before construction begins, and potential problems The team must identify the design and detailing are minimized during construction, saving time and functions to be performed and determine which money. Input from the major trade subcontractors— elements can be professionally and economically mechanical, electrical,plumbing, fire suppression, accomplished at all levels, from the architect through curtain wall, steel,precast concrete—can be built the subcontractors and suppliers. Legal issues and into the model to improve energy efficiency, find cost obligations, such as who owns the model, information savings, or improve the design. IL 1000 RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Project7 pproach B.5. / PROJECT MANAGEMENT SOFTWARE b Samet embraces the tools now available to the Construction Software & Technology construction industry today. From requesting trade o Procore -Project management platform for partner bids to final project close out, industry documents, RFIs, submittals, schedules technology is critical to our daily function. As o Power BI - Microsoft business intelligence for previously stated, Samet uses an online project data analytics & dashboards information and management system that streamlines o P6 Scheduling Software -Project scheduling and communication between Samet, the Architect, the timeline management Owner and the Trade Partners, allowing everyone o Sage Estimating_- Cost estimating software ready access to the most current information. o Bluebeam Studio/Revu- Document markup, constructability reviews, collaboration Samet uses an online project o On-Screen Take-Off- Quantity takeoff visualization information and management o BUILDR- Warranty management system system that streamlines o Navisworks - BIM clash detection and coordination communication between Samet, o Revit- Building Information Modeling platform the Architect, the Owner and the Specifically for this project Samet may use o Drone 3D modeling with DroneDeploy/Procore Trade Partners. integration o Social networking outreach Technology in the Field For each major project, Samet field teams are o 360° cameras for virtual tours & documentation equipped with Apple iPads running a tablet-based o ProCore Software for coordination between version of our project management software. Through Design team and the Owner a simple and intuitive interface, our project team can o iPads with project management software document jobsite activities in our database in real time—including RFIs,Notices to Comply, Field Work Directives, Safety Notices, Routine Events, Daily Construction Reports and Punch Lists—in the midst of daily deliveries, communications and construction of work-in-place. PROCORE® 1. V BUILDINGCONNECTED Power B1 Unanet.. BUILDR BLUEBEAM` CRM by Cosential REVD` ase 0 Brid it I JJJJJ1h"$ RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Project Aproach B.6. / SAFETY PROGRAM // We prioritize and facilitate industry engagement across Samet, assigning a safety professional to each region. Expectations include fostering peer-to-peer interactions and receiving support from trade partners on every job site. oil III Our primary focus is on SAFETY SIGNAGE POSTED ON EACH JOB leadership strategy and SITE, AS WELL AS SAFETY ORIENTATION. t enhancing our safety In Procore, the platform we utilize for Safety �.� culture. This is achieved Management, we improve the quality and SAMET SAFETY through direct support participation of our associates in our inspection and interaction between SAFEGUARDING FAMILIES leaders and front-line reports (both weekly and monthly), incident reports (to gather more effective metrics), and our Safety supervisors. Observation tool. We refresh and significantly We utilize key performance indicators and enhance the overall engagement and participation metrics analysis, facilitated by Power BI, alongside of senior leaders in our early Project planning and information sharing across all regions. We ensure Risk assessment(Strategic Safe Start Review). We early engagement of leadership in planning new work capture Best Practice examples to share with the through our Strategic Safe Start Review process and entire organization and receive positive feedback maintain engagement and direct communication with from enhanced communication. On the metrics side, senior management across all regions. We continue to we improve by analyzing the data collected from emphasize our safety management system, tools, and our Procore Safety Management(using Power BI) to performance assessment. generate key leading and lagging indicators, enabling us to allocate resources and emphasize programs. We AWARDS work to elevate the bar on the overall Safe and Health o Pinnacle Award, a National Safety Excellence Award-ABC (2024) o STEP - ABC Diamond (2024, 2023, 2022, 2021) o NCDOL Gold Safety Award - 21 Consecutive ". Years (as of 2024) Samet's EH&S structure is well established in each of our main offices, tailored to their workload V ' and project risk profile. This structure has enabled f efficient support and coverage, significantly Nob contributing to meeting and exceeding objectives sAMET across various areas. 2026 .48 2025 .50 - - - - - - - 2024 .56 0 2 0 2 0 .45 0.00 2023 .61 0 2 2 4 0 .43 .43 2022 .61 0 3 1 3 0 .71 0.00 2021 .63 0 1 0 1 0 .37 0.00 2020 .66 0 2 0 0 0 .78 0.00 RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities 78 1 1 AME07 MIMW SAMET 25-063 / Georgetown County Emergency Services Building Questionnaire QUESTIONNAIRE 1. What are five major issues to be addressed in Public buildings often have more complex decision- constructing a Sheriff's Office facility? making processes than private developments. This is There are several key considerations that we driven by multiple stakeholders in a new facility and understand come up in the development of a Sheriff's authority that usually ends up being held by groups facility, and Samet is mindful of them as we progress rather than individuals. We must have reasonable both through design and construction. expectations for navigating that process. Samet works with the project team members to ensure questions 1. Security are put forward as simple options with pros/cons and o Perimeter fencing costs presented. We know that open ended questions o Access Controls (card reader system at doors) result in open ended answers, not always providing o Bulletproof partitions/glass/etc. at main entry direction we can move forward with. —protect police personnel from public Public business is publicly discoverable and 2. Back-up Power all documentation should be clear if and when o Generator System—Entire Building visible to the public. We keep this in mind for all • Uninterrupted Power Supplies (UPS's) for documentation and especially with accounting. sensitive equipment Public buildings must always have transparent 3. Evidence Storage—Maintaining Proper Chain accounting and a clear audit trail and Samet ensures of Custody our accounting records will provide the necessary o Evidence Lockers transparency for publicly funded CM at Risk projects. o Refrigerated evidence locker o High density storage 3. Describe how environmental friendly and energy • Separate exhaust systems for evidence areas efficient features were incorporated past similar (drug fumes) projects listed in your response. 4. 911 Call Center Determining which energy efficient systems are o Static dissipative carpet going to be utilized is typically driven by owner o Raised computer room flooring for 911 console preferences and design direction. Samet will very wiring often assist the design team with long term efficiency 5. Evidence Processing studies to determine the pay back timeline and true o Fume Hoods—Including dedicated exhaust and cost of such systems. Examples of this would include: make up air systems o Installation of energy efficient lighting and digital o Lab Space/Tables /Casework lighting controls that light balance the building • Sheet vinyl floor with integral cove base through the course of the day and use cycles to minimize power usage while maintaining 6. Intake/Processing adequate lighting levels. o Enclosed Sallyport o Cost studies for different types of HVAC systems o Fingerprinting/processing area for use in life cycle cost analysis by the EOR • Holding cells with tamper resistant fixtures o Water reducing pluming system such as waterless o Epoxy floors urinals, low flow fixtures and dual flush toilets. o Interview rooms with 1 way glass &recording Samet does incorporate environmentally friendly system practices into our operations. o We recycle site materials such as concrete, steel, 2. Provide an overview of your teams philosophy in cardboard, and others when local resources are the construction of a major public building. available. There are a few key differences our project team ° We use low energy temp lighting. must keep in mind in the management of major public ° We source local materials and local fabrication work and ensure the necessary controls are in place to whenever possible and practical as part of the properly manage them. procurement strategy. RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Questionnaire 80 4. Describe the team's approach to maintenance "I thought they were doing that" issues. We considerations during the design and construction conduct pre-bid conferences to walk through project phases of a project. requirements, answer questions, and ensure all As a Construction Manager, Samet will engage prospective bidders understand both their individual with the facilities group and make sure their long scopes and how their work interfaces with other term needs are addressed in the construction process. trades. There are specific areas we focus on that can make Construction Phase a meaningful difference in their long term ability to Once construction begins, trade coordination efficiently and effectively maintain the new facilities: operates through our"5 Never Fails" quality control o Ensure the facilities group has an opportunity program and ProCore project management platform. to review submittals before final equipment is ProCore serves as the central hub where all trades released. access current documents, submit shop drawings, o A diligent BIM process with maintenance as a respond to inspections, and track coordination issues primary focus along with clash detection. We in real-time. ensure every operable item can be effectively reached for both operation and eventual Our coordination procedures include: replacement. oPre-Installation Meetings o Ensuring the means of access to equipment on Shop Drawing Coordination through ProCore's a roof or overhead can be reached safely and submittal tracking system providing input to the design team so appropriate o Progressive Inspection and Documentation where scope can be bought competitively and not an issues are caught and resolved immediately rather afterthought. than accumulating until closeout. o Ensure our closeout document package is well o Systems Coordination particularly critical organized and complete so the facilities team for emergency services facilities where 911 can easily access requirement maintenance communications, EOC technology, backup power, information when needed. This includes the and HVAC controls must integrate seamlessly. maintenance schedules for all equipment provided. We coordinate commissioning activities to ensure testing occurs in proper sequence with all affected trades present. 5. Explain the firms procedures for document quality o Regular Job Meetings where all trades review control and coordination of the various trades in the upcoming work, identify potential conflicts, review of design documents and specifications. Also, and develop resolution strategies, with minutes explain the same coordination of trades in the GMP distributed through ProCore for documentation. Development and Construction Phase. Design Document Review Phase 6. Describe procedures you use to review and Samet's document quality control begins during consider product substitutions. preconstruction with comprehensive constructability While Samet minimizes substitutions to reduce reviews at each design phase. Using Bluebeam Revu, administrative burden on all stakeholders, we our team systematically examines drawings and recognize that certain substitutions may benefit the specifications,bringing 3D construction knowledge project. Examples of how we categorize and consider to 2D documents to identify issues before they these are as follows: become problems. We actively engage qualified trade o The original product is not available to suit the contractors early to provide input on their systems, project schedule: When the specified product capturing real-world installation expertise while cannot meet the project schedule despite early design decisions can still be incorporated efficiently. A submittal coordination with subcontractors we critical coordination tool is our"Building Envelope" evaluate substitutions to maintain the completion review meeting. All review comments are compiled date. and submitted to MRB Group PC Consulting for o Enhanced performance: When the project incorporation into subsequent design phases. team identifies an alternative option that has GMP Development Phase longer, better, or more efficient performance During GMP development, we establish clear scope considerations, we present these options to the boundaries through detailed,project-specific scopes owner for consideration. of work for each bid package. This careful scoping eliminates gaps between trades and prevents costly RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Questionnaire 81 Management of the Control Budget is paramount to • Reduced cost to the Owner: When consideration successful Preconstruction effort. We stay engaged of an alternate product can bring savings back to with the project team throughout the design process the Owner we would bring those to the team for and utilize the principals of Target Value Design, review. providing input for the team to make decisions that o Convenience of the Subcontractor: We ask keep the design on target and understand cost or Subcontractors to bring convenience substitution schedule implications of the decisions being made. requests forward during the bidding phase. Further, Samet has In-house MP&E preconstruction Subcontractors should not be include alternative expertise who can provide more detailed insight products in their bid, making them more into those trades and a more detailed evaluation of competitive, without obtaining approval in proposals received. advance. A significant key difference in our role as a We ask and expect our Subcontractors to provide an Construction Manager, is our final GMP should evaluation of the differences between a substitution anticipate costs required to complete the scope and the original specified product. Samet will review and intent of the project as it is described on the this evaluation as any other submittal and consider documents. Samet uses or detailed knowledge of potential conflicts with other trades. Ultimately we the project obtained throughout the preconstruction request the Design Team review the substitution process, together with our experience and expertise and approve as a variance to be compatible with the to ensure we have included specific allowances or greater design and design intent. contingencies for work scope that is typically not definable or quantifiable at the time of bidding to the trades. These budgets are then transparently managed 7. Describe how the team would provide cost to the benefit of the Owner. management services on this project using the CM at Risk delivery method. How would you reconcile Ultimately, at Samet our GMP's are built to differences between your cost estimates and those minimize change orders, unless it is initiated by prepared by the Design Team?Provide the cost model a change in scope to the project, or caused by format used on one of the four similar completed unforeseen or concealed conditions. projects listed in your response. Potential Change Order Logs are maintained Samet will typically produce 3 estimates for the weekly and issued to the Owner and Architect either Project based on the documents and information bi-weekly or monthly depending on the contract and provided by the Design Team. Clarifications and discussions with the project team. These logs are assumptions when appropriate will be itemized in the inclusive of: estimate's documentation. o Costs charged to Contract Allowances or • Schematic Design Estimate: Produced around Construction Contingency 20-30% design, this establishes a baseline Control o The incorporation of an Architect's ASI or other Budget to be carried through the design process. design directive (Whether$0 or cost incurring) All future estimates, or pricing exercises will o Resulting from an Owner request to change the reference back to the Control Budget. If there project scope. are any differences between our estimate and the In distributing these logs on an agreed and regular design team estimate they are resolved at this basis, we provide the team the opportunity to stage and incorporated in the Control Budget. comment or question conditions which affect the • Design Development Estimate: Produced at— 50- project's final cost. Our goal is for the Owner or 60% design to ensure the design Architect to have as much time as possible when • Construction Documents Estimate: This estimate decisions may still be made to alter those conditions forms the basis for the GMP and sets the budget to and eliminate "surprise" events after the fact. be followed through the construction phase of the project. 8. Explain the management tools, techniques and Each of the above estimates will include the procedures the firm uses to monitor and maintain the following documents: construction phase schedule. • Estimate Summary by Construction Division o Estimate Detail with in-house takeoffs All project schedules are developed using o Clarifications and Qualifications Primavera P6 Scheduling Software and the Critical o Value Engineering Log, Cost Variance Log, Path Methodology. Samet uses in house full time Allowance Log scheduling engineers in the development and RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Questionnaire 82 updating of complex schedules. The development subcontractor submittals, clarification requests, of the project schedule begins at the earliest stages issuance of bulletin drawings, development of cost of preconstruction and goes through a process of proposals, identification and justification of change development typically with 3 updates prior to the orders,payment requests, commissioning,final issuance of the GMP. This results in a fully detailed inspections and assembly of the project close-out schedule for bidding to trade contractors and one final documents? update with the successful bidders to be incorporated Subcontractor Submittals: Managing the in the GMP. This ensures all trades are fully bought submittal process is critical to overall success in into the Contract Schedule before it is finalized. delivering the project on time and to the expected Consideration in the project schedule is given for: standards. This is as true in terms of timeliness and • Durations for schematic design/design accuracy from our trade partners as it is with review development/construction documents at the design team. Samet develops a schedule for o Estimating &Permitting submission of submittals from our trader partners o Proposed early release packages (if any) that is both realistic to the stakeholders' workloads o Framework of the construction activities grouped and fairly prioritizes the needs of the project. We for sequencing, schedule, and durations. work closely with the design team to make sure those o Timelines for commissioning and training of priorities are understood,providing extra time when systems. available and requesting faster time when needed. o Move out/move in timelines Success comes from us all working together to drive Throughout the construction period, the Master the work in the field happening on time and to meet Construction Schedule is updated as the progress the design. Further, Samet reviews all submittals dictates appropriate. The superintendent will utilize for conformance with the design documents prior to a 2 or 3 week look ahead schedule that is coordinated submission and does routinely turn around submittals with the Master Construction Schedule as needed for correction before submitting to the design team to manage the daily and weekly goals for each sub. when not correct. This effort allows us to look at smaller and shorter- Clarification Requests (RFIs): Samet reviews all term specific goals to make sure subcontractors are RFIs received from a trade contractor to first make properly coordinated with each other and staying on sure we don't already know the answer based on track. the whole of the design documents before tying up the design team with review. Whenever possible, Samet also tries to provide suggested solutions and/or 9. Describe your approach to the collaboration response that can be included within budget and time with the County and the Design Team relative to for consideration. project design and materials/systems research that will assure the functional, aesthetic, and quality Bulletin Drawings: We issue bulletin drawings requirements are satisfactorily addressed for this via Procore to all trade contractors simultaneously. project. Procore also houses the whole of the Contract Documents, inclusive of supplements and current As described in the Cost Management section revisions for all parties to the construction process. above (7), Samet is fully engaged throughout the design process. We take an active role as the design Development of Cost Proposals: Samet vets all progresses through various stages and can provide Subcontractor pricing before submitting for the design advice timely to each stage of design. This often team or Owner's review. They include breakdowns includes: of labor, material, rates, and markups so as to • Feedback on the current options and decisions transparently show how those costs are built up and relative to the project control budget validate they are a reasonable estimation of what the• Performing mini cost studies to help weigh the actual costs will be. pros and cons of one option over another Identification and Justification of Change o Reaching out to trade partners or vendors for input Orders: As described in the Cost Management on options that may be in the marketplace section(7), Samet will carry allowances and o Review of schedule and/or phasing implications contingencies against specific cost risks that are from different deign options. identified within the GMP. The intent with most Change Orders is to allocate trade change costs against the places allocated within the GMP already. 10. How do you manage the time and quality When additional costs do arise that are not allocable aspects of the process of reviewing and approving to those defined budgets,justification for why it's RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Questionnaire an owner change outside the bounds of the GMP document Package. The project team identifies what is presented. We usually do this by discussion in a closeout documents are required by the specification. regular meeting to facilitate better understanding and All documents that can be collected throughout the then submit for a more detailed review by the team. submittal process are, and the remaining documents Payment Requests: Samet will review are pulled into BUILDR as they are completed. expectations for payment requests with the design Punch List: At an appropriate time Samet will agree team and Owner at the onset of construction. We to a flow and sequence of punchout that works for will then manage our subcontractors to ensure the all parties and the construction timeline. Punchlist is proper documentation and timelines are met. These managed in Procore with its current status available discussions include items such as dates,waivers, to all parties in a live real time environment. Prior to stored materials, insurances etc... the owner/architect walking Samet will conduct it's Commissioning: Samet will work with the own punch out of all areas of work. We attempt to Owner and Design team to ensure commissioning have as much of this list worked off as possible, and expectations and requirements are clearly laid out in open items are visible to the Owner/Architect for their the Construction & Bidding documents for the trade punch walk. This eliminates duplication of punch partners to included in their bids. Those discussions items and speeds up the required time to complete will also advise who is responsible or desires to attend the punch list walk. Additionally, a combined punch and sign off on those inspections so we can coordinate list inclusive of Samet, Designer, and Owner punch with them at the appropriate times. This discussion items can be generated for the Substantial Completion would include any 3rd party responsibilities. The certificate. timelines for commissioning are also shown in the Warranty: Samet provides BUILDR which also project schedule and tracked as part of delivery. tracks warranty requests for the project team. The Final Inspections: Samet is familiar with the AHJ facilities staff would open a warranty request in final inspection requirements. We will work with BUILDR with a description of the issue and photos any additional stakeholders on specific inspections when applicable. This comes to Samet for review, for the new emergency operations facility may incur. acceptance, and assignment to the appropriate party Timelines for these inspections will be shown in for action. Trade partners respond within the system the Project Schedule. For all inspections, Samet for plans to address the issue. The entire life of the first reviews the system or equipment with the trade Warranty requests are visible to all stakeholders contractor and demonstrates they are ready for including the timing of all responses and current inspection before calling. status. Samet has dedicated personnel to ensure all warranty items are being addressed timely by the Project Closeout Documents: Please see the below respective project teams and are available for the section on closeout (11). Owner to reach out to if they have concerns. 11. How do you manage project close out in a manner 12. Describe your team's commitment to the success that quickly provides for occupancy with minimal of this project and why you believe your assembled punch list items and warranty issues? team is the best choice for this project. Project closeout is best managed from the front Our team's commitment to this project runs deeper of a project and can be overwhelming if left for the than contractual obligation. We understand that end. As a result, the culture at Samet is that project Orange County's Sheriff Office Facilities will be closeout and punch list begin very early in the project integral to protecting your community in its most and occurs throughout the duration. Samet uses critical moments. When lives are on the line, the BUILDR as a platform to manage Record Documents men and women operating from this facility need a where they can be kept life and online for the Owner. space that works flawlessly, and we're dedicated to BUILDR is also used to manage the Call Back delivering exactly that. Warranty Period so than any concern raised by the Owner is logged, tracked, and managed in a live real What makes our assembled team the best choice time environment visible to all. is our specialized emergency services expertise combined with two decades of proven CMAR Record Documents: BUILDR interfaces with delivery. Since 2004, we've successfully guided Procore and allows for a seamless transition of all public sector clients through the CMAR process. We documents that are collected during the life of the know how to make this delivery method work to the project, greatly speeding the production of a Record County's advantage: becoming a true partner from RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Questionnaire day one, actively contributing to design decisions, pricing as they are often the closest to what is driving identifying cost-saving opportunities, and solving the final cost of work. While their options may not problems before they impact budget or schedule. We'll always be viable, it can uncovers items that may be guide the County through the entire process, from driving costs the team members may not be aware of. establishing realistic budgets during schematic design When options concern MP&E equipment changes, through developing the Guaranteed Maximum Price we know there may be more at stake then up front and managing competitive bidding that maximizes cost savings. In those cases we partner with the MWBE participation. Owner's engineering and design teams to ensure those options are properly vetted so the Owner can Our experience demonstrates this collaborative be presented with the full picture of short-term costs, approach works. We delivered the Forsyth County potential performance or efficiency differences, or Courthouse and have built fire stations police long term maintenance impacts. Together the team headquarters, and emergency operations centers. can make wiser decision to the Owner's long term We know these mission-critical facilities and how interests. to partner with design teams and owners to get the We track Value Engineering Options in the Cost details right. With 40 employees in our Charleston Management Log (CML) showing each proposed office generating $150 million in annual revenue,we change its value and tracks what has been accepted, have the capacity and local presence to be responsive rejected or is still open. partners throughout this multi-year project. Our 0.48 EMR safety rating and established relationships with qualified local subcontractors mean we deliver on 14. Describe how responsibilities as a CM at Risk our commitments to both quality and community dimer from responsibilities as a General Contractor. participation. As a CM at Risk, our role is significantly Orange County will have a partner committed broader than a General Contractor: we manage the to transparency,proactive communication, and construction process in the best interest of the Owner. shared success throughout preconstruction, bidding, A General Contractor is responsible for delivering construction, closeout, and warranty management. the project per the design documents for a fixed price We'll use our CMAR experience to guide you through obtained through bidding. Challenges, changes, or key decisions and ensure this critical facility is coordination issues can and often do impact overall delivered on time, within budget, and ready to serve project cost and delivery. your community for generations to come. As a Construction Manager, we manage the entire construction process in the Owner's interest. This 13. Describe your value engineering process. includes early involvement to understand Orange County's goals, budget constraints, schedule As discussed in our Cost Management Section requirements, and other needs. We then develop above (7), we utilize a Target Value Design approach a comprehensive project schedule and help all throughout preconstruction to minimize the need for stakeholders work together to ensure the County can Value Engineering at the end of the process. However occupy the facility when needed. knowing a certain amount is typically inevitable, Our value engineering process follows the following Additionally, as described in our Cost Management framework: approach, we ensure the project budget is sufficient to complete the intended scope and manage costs Identify alternate materials, systems, or details we that cannot be fully defined at the time of GMP believe may results in a lower final cost to the Owner establishment. All project costs are tracked in a during the design development process and include transparent and auditable manner so Orange County these as alternates during Subcontractor pricing. This knows exactly what is being spent with trade is a more proactive process where the Project Team contractors to perform the work. knows what to expect ahead of time and pricing for those options is obtained competitively. Finally,when issues arise,we act in the County's interest to manage solutions and costs with trade Solicit Subcontractor's and Vendors to propose contractors using the same transparent reporting. cost saving options that seem obvious to them during RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities 85 OTHERITEMS MbMW A!".7 SAMET 25-063 /ORANGE County Emergency Services Building Otth6er Items D.1. / INSURANCE Standard Risk Compliance Statement Samet hereby confirms that we meet the "Standard Risk Profile" as defined in the Orange County Minimum Insurance Coverage Requirements. Our organization operates within the standard risk parameters established by Orange County, and we maintain insurance coverage that aligns with these requirements. Claims History Disclosure Samet Corporation has not had any professional liability claims filed against its professional liability insurance in the past 5 years. However, a payment was made under the rectification coverage included in the professional liability insurance. Samet Corporation self-reported the claim on June 13, 2022, regarding a metal panel installed by a subcontractor that came off of a building during a straight winds storm. The claim was closed on May 17, 2023. The professional carrier paid a total of$175,314.09 on the claim. CERTIFICATE OF LIABILITY INSURANCE DA4 s126/2025m) THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER.THIS CERTIFICATEDOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND,EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S),AUTHORIZED REPRESENTATIVE OR PRODUCER,AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED,the policy(les)must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED,subject to the terms and conditions of the policy,certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER CONTACT Arthur J.Gallagher Risk Management Services,LLC NAME: Mail Stop:072102-CHA EMAIL PHONE 864-239-2409 ac Ne:704-362-1997 PO Box 4146 ADDREss: BW2.BSD.Certs a'.com Clinton IA 52733-4146 INSURERS AFFORDING COVERAGE NAICD INsuRERA:Travelers Pro a Casuatt Co of America 25674 INSURED SAMECOR-01 INSURER B:PaDifiD n$DranDe COm an,Limited 10046 Samet Corporation INSURER c:Travelers Indemnil Com an 25658 309 Gallimore Dairy Rd,Suite 102 Greensboro NC 27409 INSURER D:BerkleyRegional Insurance Com an 29580 INSURER E:Indian Harbor insurance Company 36940 INSURER F:Travelers Casualty and Surety Comoanv 19038 COVERAGES CERTIFICATE NUMBER:1848333196 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT,TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN,THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES.LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR TYPE OF INSURANCE =..BR POLICY EFF POLICY EXP LIMITS LTR POLICY NUMBER MOND MOND C X COMMERCIALGENERALLOBILITY Y Y VTC2K-CO-7W348030-IND-25 10/1/2025 10/1/2026 EACH OCCURRENCE $2,000,000 E TO CLAIMS-MAGE�OCCUR PREM SES Ea oNaugence $1,000,000 MED EXP(Any ane person) $10,000 PERSONAL B ADV INJURY $2,000,000 GENT AGGREGATE LIMIT APPLIES PER: GENERALAGGREGATE $4,000,000 POLICY JECT LOC PRODUCTS-COMPIOP AGG $4,000,000 OTHER: $ A AUTOMOBILELIABILIT' Y Y VTJ-CAP-7W348029-TIL-25 10/1/2025 10/1/2026 COMBINEDEd�tSINGLE LIMIT $2,000,000 X ANYAUTO BODILY INJURY(P.,person) $ OWNED SCHEDULED BODILY INJURY(Pe—ddent) $ AUTOS ONLY AUTOS X HIREDX NON-OWNED PROPERTY DAMAGE $ AUTOS ONLY AUTOS ONLY Per accident A X UMBRELLA UAB N OCCUR Y Y CUP-7W348042-25-25 10/1/2025 10/1/2026 EACH OCCURRENCE $25,000,000 E X EXCESS LIAB BCS8800458-30 10/1/2025 10/1/2026 CLAIMSMADE SXS005764205 10/1/2025 10/1/2026 AGGREGATE $25,000,000 DED 'X RETENTION$ $ F WORKERS COMPENSATION Y UB-1X658735-25-25-K 10/1/2025 10/1/2026 X AND EMPLOYERS'LIABILITY YIN STATUTE ER ANYPROPRIETOWPARTNERIEXECUTIVE NIA E.L.EACH ACCIDENT $1,000,000 OFFICERIMEMBEREXCLUDEO? (Mandatory in NH) E.L.DISEASE-EA EMPLOYEE$1,000,000 If yes,Be nbe undo DESCRIPTION OF OPERATIONS below E.L.DISEASE-POLICY LIMIT $1,000,000 B Ponution Llablity 30CPIBD5684 10/1/2025 10/1/2026 Professional limit 10,000,000 Professional Liabd.ry Pollution Limit 10,000,000 DESCRIPTION OF OPERATIONS I LOCATIONS/VEHICLES(ACOND 101,AddNicnalRemadl6 Scbedele,may be attached if more space is q­d) Umbrella/Excess Includes: Fair American Select Insurance Company-Policy#CSX-8000609-01-Effective 10/1/25-10/1/26 Westchester Surplus Lines Insurance Company-Policy#G71744097-007-Effective 10/1/25-10/1/26 CERTIFICATE HOLDER CANCELLATION SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE E%PIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. Proof of Insurance AUTHORMEDREPRESENTATNE q* ©1988-2015 ACORD CORPORATION.All rights reserved. ACORD 25(2016/03) The ACORD name and logo are registered marks of ACORD RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities $ Otthe r Items ADDENDUM ACKNOWLEDGEMENT FORM Consultants must acknowledge receipt of addendums posted by Orange County before the RFP/RFQ deadline. Please initial for Addendums received. Addendum No 1 Addendum No 2 Addendum No 3 RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Other Items 88 Section I: General Government and Administration Policy 10.0: Living Wage Contractor Policy Reviewed by: County Attorney/County Manager Approved by: County Manager Original Effective Date: April 21,2016 Revisions: August 1,2016 Policy Statement It is the policy of Orange County to ensure its employees, and all individuals who provide services for Orange County, are paid a living wage. Purpose To encourage all vendors and contractors to pay a living wage to all employees who perforin work pursuant to a contract with Orange County. AUplicability Applies to all Orange County contracts and purchases. Policy 10.1 Living Wage 10.1.1 Orange County is committed to providing its employees with a living wage and encourages all contractors and vendors doing business with Orange County to pursue the same goal. Orange County's living wage is as reflected in the adopted Orange County Budget and as that budget document is amended from time to time. To the extent possible, Orange County recommends that contractors and vendors seeking to do business with Orange County provide a living wage to their employees. 10.1.2 Prior to final execution of a contract with Orange County all contractors and vendors seeking to do business with Orange County shall submit to the County's representative a statement indicating whether those employees who will perform work on the Orange County contract are paid at least the living wage amount set out above. If such employees do not make at least the living wage amount set out above the contractor or vendor shall indicate in the statement,the actual amount paid to such employees. For bid projects this statement should be submitted as part of the bid packet. This policy may be reviewed annually and updated as needed by the Manager's Office Acknowledged Receipt by: Tyler Kelley Company Name: Samet Corporation Date: 12/02/25 RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities ' Otth9er Items STATE OF NORTH CAROLINA AFFIDAVIT ORANGE COUNTY ************************** Tyler Kelley (the individual attesting below), being duly authorized by and on behalf of Samet Corporation (the entity bidding on project hereinafter"Employer") after first being duly sworn hereby swears or affirms as follows: 1. Employer understands that E-Verify is the federal E-Verify program operated by the United States Department of Homeland Security and other federal agencies, or any successor or equivalent program used to verify the work authorization of newly hired employees pursuant to federal law in accordance with NCGS §64-25(5). 2. Employer understands that Employers Must Use E-Verify. Each employer, after hiring an employee to work in the United States, shall verify the work authorization of the employee through E-Verify in accordance with NCGS§64-26(a). 3. Employer is a person, business entity, or other organization that transacts business in this State and that employs 25 or more employees in this State. (mark Yes or No) a. YES or b. NO 4. Employer's subcontractors comply with E-Verify, and if Employer is the winning bidder on this project Employer will ensure compliance with E-Verify by any subcontractors subsequently hired by Employer. This 1st day of December , 2025. Signature of Affiant Print or Type Name: Tyler Kelley, Senior VP State of North Carolina, We County 00 op.RE T p�% Signed and swarm to (or affirmed) before me,this the o ��.� ��(`-Gdmm'F'•� day of 2M5. 4 f NOTARY ; Z :0 :� PUBLIC �y My Commission Expires: ���J" +`�► 03 L Ln "11*0roN Co +,,.•�.,, Notary Public RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities OtthOer Items ORANGE COUNTY NONDISCRIMINATION CERTIFICATION The undersigned bidder or proposer hereby certifies and agrees that the following information is correct: 1. In preparing its enclosed bid or proposal, the undersigned bidder or proposer has considered all bids and proposals submitted from qualified, potential subcontractors and suppliers, and has not engaged in discrimination as defined in Section 12-52 of the Orange County Non-discrimination Ordinance. 2. Without limiting any other remedies that Orange County may have for a false certification, it is understood and agreed that, if this certification is false, such false certification will constitute grounds for Orange County to reject the bid or proposal submitted with this certification, and terminate any contract awarded based on such bid or proposal. It shall also subject the bidder or proposer to disqualification from participating in county contracts or bid processes for up to two years. 3. As a condition of contracting with Orange County, the undersigned bidder or proposer agrees to promptly provide to Orange County all information and documentation that may be requested by Orange County from time to time regarding the solicitation and selection of suppliers and subcontractors in connection with this solicitation process. Failure to maintain or failure to provide such information constitutes grounds for Orange County to reject the bid or proposal and to terminate, without penalty to Orange County, any contract awarded on such bid or proposal. All such information and documentation shall be maintained for a period of three years after the expiration of the contract. 4. As part of its bid or proposal, the undersigned bidder or proposer shall provide to Orange County a list of all instances within the past ten years where a complaint was filed or pending against bidder or proposer in a legal or administrative proceeding alleging that bidder or proposer discriminated against its subcontractors, vendors, suppliers, or commercial customers, and a description of the status or resolution of that complaint, including any remedial action taken. 5. As a condition of submitting a bid or proposal to Orange County the undersigned bidder or proposer agrees to comply with the Orange County Non-discrimination Ordinance. Falsification of this certification shall constitute a violation of the Orange RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities ' Other Items 91 County Non-Discrimination Ordinance and shall be grounds for rejection of the bid or proposal or termination of an existing contract, without fault or further obligation to Orange County. 6. As a condition of submitting a bid or proposal to Orange County the undersigned bidder or proposer agrees that Orange County may consider the information submitted as part of this certification in its determination of the responsibility of the undersigned bidder or proposer. The undersigned bidder or proposer, as the case may be, waives the right to challenge the rejection of a bid or proposal when such rejection is based, in its entirety, on information submitted as part of this certification. The bidder or proposer certifies the undersigned has full authority to sign on its behalf. By: �d Tyler Kelley- Senior Vice President Printed Name and Title On behalf of Samet Corporation Company or Corporate name RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities ' Otth2er Items Supplemental Vendor Information: HISTORICALLY UNDERUTILIZED BUSINESSES Vendor Name: Samet Corporation Date: 12/02/2025 Per G.S. 143-128.4, Historically Underutilized Businesses(HUBS)consist of minority,women and disabled business firms that are at least fifty-one percent (51%) owned and operated by an individual(s) who are members of the following groups: Black, Hispanic, Asian American, American Indian, Female, Disabled, Disadvantaged. The Vendor shall respond to question No 1 and No 2 below. 1) Is Vendor a Historically Underutilized Business? ❑ Yes N(No If yes, please select from the following: Ethnicity: Gender Disabled ❑ Black N(Male ❑ Yes ❑ Hispanic ❑ Female No ❑ Asian American ❑ American Indian 2) Is Vendor Certified with North Carolina as a Historically Underutilized Business? ❑ Yes d No If so, state HUB classification: Any questions concerning NC HUB certification, contact the North Carolina Office of Historically Underutilized Businesses at (919) 807-2330. RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities 93 mmw ! AMET RFQ 367-005466 SUBMITTAL THE RENOVATION & CONSTRUCTION OF SHERIFF'S OFFICE FACILITIES ORANGE COUNTY, NC SAMET 5430 ade Park Blvd. Suite I 10 Raleigb, NC 27607 1 94 R.AJ E COUNT... .. NORTH GIS s S 1 it N� �o o r, - r olob, y 0CGuPj Ty a. Qualifications & Experience A.7. / FINANCIAL STABILITY A.7.A. / SURETY LETTER 2501 Blue Ridge Road Suite 250 • Raleigh,NC 27607 919.844.0640 www.scofins.com November 19,2025 Orange County,North Carolina Finance and Administrative Services Department-Purchasing Division Attn:Jovana Amaro Finance Manager-Purchasing 200 South Cameron Street Hillsborough,NC 27278 Re:Samet Corp.—RFQ#367-005466-CMAR Services for The Renovation and Construction of Sheriff's Office Facilities+/-$20,000,000.00 Dear Sir or Madam: It is a pleasure to confirm our association and surety credit relationship with Samet Corporation(Samet). Liberty Mutual Insurance Company(Liberty Mutual)through Scott Insurance,has provided bonds for Samet since 2007.Liberty Mutual is rated"A"by AM Best and is listed in the Federal Treasury List of Approved Sureties(Circular 570)to conduct business in all 50 states. We consider Samet and the management team true professionals in the field of General Contracting. Operations are conducted with fiscal responsibility,proficient technical and managerial skills and ethics of the highest caliber.The Samet team consists of dedicated professionals committed to a quality construction product. Liberty Mutual has conducted a careful underwriting review to establish surety credit parameters for Samet.We have structured a single project parameter of$200,000,000 with a corresponding aggregate program of$1,500,000,000 to facilitate routine bonding needs with adequate available capacity to bond the subject project.Arrangement of additional credit would be considered given specific project circumstances and details.Naturally,the execution of any bond would be subject to normal underwriting considerations including review of contract terms,conditions and project financing. We consider Samet Corporation to be one of the finest companies in their field.Please feel free to call me to discuss any additional information you need to give them your favorable consideration. st Regards, rs 9� ao Brooke Gagne rd3g�'*spa Attorney-in-Fact Property R Casualty I Employee Benefits I Bonds I Captives I Personal Insurance Scott Insurance,a division of James A.Scott&son,Inc. RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & Experience A.7.B. / INSURANCE 66 AC�® DATE(Mi lCERTIFICATE OF LIABILITY INSURANCE 9/26/2025 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER,AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED,the policy(ies)must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED,subject to the terms and conditions of the policy,certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER CONTACT NAME: Arthur J.Gallagher Risk Management Services,LLC PHONE FAx Mail Stop:072102-CHA we No Ext:864-239-2409 A/c No):704-362-1997 PO Box 4146 ADDRESS: BW2.BSD.Certs@ajg.com Clinton IA 52733-4146 INSURER(SLAFFORMNG COVERAGE NAIC# INSURER A:Travelers Property Casualty Cc of America 25674 INSURED SAMECOR-01 INSURER B:Pacific Insurance Company,Limited 10046 Samet Corporation 309 Gallimore Dairy Rd,Suite 102 INSURER C:Travelers Indemnity Company 25658 Greensboro NC 27409 INSURER D:Berkley Regional Insurance Company 29580 INSURER E: Indian Harbor Insurance Company 36940 INSURERF:Travelers Casualty and Surety Company 19038 COVERAGES CERTIFICATE NUMBER:1848333196 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT,TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES.LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSRPOLICY EFF POLICY EXP LTR TYPE OF INSURANCE INSD WVD SUER POLICY NUMBER MM DD/YYYY MM/DD/YYYY LIMITS C X COMMERCIAL GENERAL LIABILITY Y Y VTC2K-CO-7W348030-IND-25 10/1/2025 10/1/2026 EACH OCCURRENCE $2,000,000 DAMAGE ToRENTED CLAIMS-MADE "- OCCUR PREMISES(E.occurrence) $1,000,000 MED EXP(Any one person) $10,000 PERSONAL&ADV INJURY $2,000,000 GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $4,000,000 POLICY[X]JjECT D LOC PRODUCTS-COMP/OP AGG $4,000,000 OTHER: $ A AUTOMOBILE LIABILITY Y Y VTJ-CAP-7W348029-TIL-25 10/1/202510/1/2026 COMBINED SINGLE LIMIT $2,000,000 Ea accident IX ANY AUTO BODILY INJURY(Per person) $ OWNED SCHEDULED BODILY INJURY(Per accident) $ AUTOS ONLY AUTOS X HIRED X NON-OWNED PROPERTY DAMAGE $ AUTOS ONLY AUTOS ONLY Per accident A X UMBRELLALIAB X OCCUR Y Y CUP-7W348042-25-25 10/1/2025 10/1/2026 EACH OCCURRENCE $25,000,000 D BCS 8800458-30 10/1/2025 10/1/2026 E X EXCESSLIAB CLAIMS-MADE SXS005764205 10/1/2025 10/1/2026 AGGREGATE $25,000,000 DED X RETENTION$1 n nnn I I I $ F WORKERS COMPENSATION Y UB-1X658735-25-25-K 10/1/2025 10/1/2026 X PER ETH- AND EMPLOYERS'LIABILITY Y/N STATUTE ER ANYPROPRIETOR/PARTNER/EXECUTIVEN/A E.L.EACH ACCIDENT $1,000,000 OFFICER/MEMBEREXCLUDED? (Mandatory in NH) E.L.DISEASE-EA EMPLOYEE $1,000,000 If yes,describe under DESCRIPTION OF OPERATIONS below E.L.DISEASE-POLICY LIMIT $1,000,000 B Pollution Liablity 30CPIBD5684 10/1/2025 10/1/2026 Professional Limit 10,000,000 Professional Liability Pollution Limit 10,000,000 DESCRIPTION OF OPERATIONS/LOCATIONS I VEHICLES(ACORD 101,Additional Remarks Schedule,may be attached if more space is required) Umbrella/Excess Includes: Fair American Select Insurance Company-Policy#CSX-8000609-01-Effective 10/1/25-10/1/26 Westchester Surplus Lines Insurance Company-Policy#G71744097-007-Effective 10/1/25-10/1/26 CERTIFICATE HOLDER CANCELLATION SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. Proof of Insurance AUTHORIZED REPRESENTATIVE ©1988-2015 ACORD CORPORATION. All rights reserved. ACORD 25(2016/03) The ACORD name and logo are registered marks of ACORD IN RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & E�xDerience 8 / LEGAL HISTORY FOR PAST TEN YEARS 77 Samet Corporation is periodically named as a Links Glenwood,Raleigh,NC defendant in an action filed by a subcontractor or Suit originally filed in 2016 and amended supplier to claim a lien. In most all instances, the complaint filed in June 2017 by utility provider lien is bonded off by Samet Corporation and the action is quickly resolved without the need of a Spirit Communications against Samet Corporation formal lawsuit to enforce a lien. During the past 10 and its subcontractor for alleged damage to a fiber years, Samet Corporation has been or is currently optic cable during construction of the project. Samet involved in the following legal actions. Based on the subsequently filed a third-party complaint against value of work in all market segments (commercial, the subcontractor who was responsible for damaging industrial,healthcare, housing and education), the the cable. The case was settled at mediation and nature of the work, and the subcontractor base, these dismissed. claims are within reasonable expectations. None of these claims has a material impact on the operations Glenwood South Raleigh Apartments,Raleigh,NC of Samet Corporation, and there has never been any Suit filed in August 2016 by subcontractor to instances of proven negligence, fraud, or intentional enforce a claim of lien. The claim was resolved, and misrepresentation related to these actions. the case dismissed. 8.A. / PENDING ACTIONS -RALEIGH REGION 8.B. / CONSTRUCTION DEFAULTS NC Caulking & Waterproofing, Inc. v. 400 West Main Owner LLC, et al. Samet has not been considered in default, suspended, Case No. 25CV004983-310 or terminated for cause on any construction project. Suit filed 5/16/2025 by NC Caulking & 8.C. / OWNER COMPLETED CONTRACTS Waterproofing, Inc. in Durham County Superior Samet not had any contracts or portions of work Court,North Carolina, against Live Green Inc. and completed by an Owner or our Surety. There are no its surety, Samet Corporation, and project Owner to enforce a lien claim filed by NC Caulking & incidents to report in this category. Waterproofing for alleged failure to Live Green to 8,1). /DEBARMENTS/SUSPENSIONS make payment. Pending responsive pleadings and discovery. Claim Value: $246,000 Samet has not been debarred or suspended for any reason by any federal, state, or local government DISMISSED procurement agency. We have not refrained from Southern Georgia Drywall bidding on any public project due to an agreement A demand for arbitration filed in June 2022 with the with any procurement agency. Additionally, Samet has not been named in any action, administrative American Arbitration Association by Samet Cor- proceeding, or arbitration in which it was alleged that poration against Southern Georgia Drywall, LLC the firm failed to comply with NC Gen Stat Chapter (SGD), a subcontractor who abandoned a project.An 22C or any similar state or federal statute requiring arbitration hearing was held before the Arbitrator on prompt payment of subcontractors. 4/5/2023 who granted Samefs motion and issued the 8.E. /BID FRAUD CONVICTIONS final Order and Judgment on 4/26/2023. Thereafter, Samet filed in Guilford County,North Carolina Supe- Samet, including any predecessor or related entities, rior Court, a Motion to Confirm Arbitration Award and all officers, shareholders, partners, and key personnel, have NOT been convicted of or pleaded against SGD and subsequent collection proceedings in guilty to any crime related to the bid process for various jurisdictions against SGD. Paid in full by SGD; contracts on public or private projects or involving judgment satisfied 7/11/2024. fraud or misrepresentation. Ironshore Specialty Insurance Co/HUB International Suit filed in November 2023 in Guilford County Su- perior Court,North Carolina,by Samet Corporation against an insurance company and broker for bad faith practices in denying a claim under an unrelated and/ or inapplicable policy exclusion. Action removed to Federal Court. Case settled; dismissed 7/30/2024. RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & Experience 9.B. / RESUMES g Tyler has 25 years of experience professionally managing projects, business development, and operations. He has expert skills in field operations, financial/cost analysis, personnel supervision, marketing and contract management. Tyler manages the operations of Samet's Triangle Office. Tyler will provide overall project direction for your facility. He will, also, manage the project team from the initial design phase until construction completion. EXPERIENCE WCPSS STEM Early College, Cary, NC / 30,000 SF educational facility. Interior renovation including partitions, finishes, casework, and modern MEPF systems. Exterior improvements: entrance canopies, storefront and brickwork repairs, and roofing replacement. Site work: parking lot reconfiguration,utility updates, asphalt replacement, and addition of a TYLERbasketball court and landscaping. /Senior Vice President KELLEY 137 Franklin Office, Chapel Hill,NC / 131,808 SF Franklin Office project renovated 136 Rosemary(seven-story) and 137 Franklin (three-story) with SENIOR VICE demolition, hazmat abatement, and roof coatings. Phase II included new PRESIDENT core and MEP systems, full envelope replacement, and an expanded scope CAREER after a year-long pause, resulting in modernized buildings with updated 25 years fagades and common areas. /Senior Vice President SAMET EXPERIENCE Rosemary Street Parking Deck, Chapel Hill,NC/365,043 SF, seven-level, 8 years 1,100-space precast parking deck. It includes a ground-level porch,multiple entry points,a driveway extension,and a 30-foot utility easement for realigned OFFICE LOCATION storm and sewer lines./Senior Vice President Raleigh, SC Novus, Durham,NC /27-story, 617,580 SF mixed-use building with 242 CREDENTIALS units, including 188 apartments and 54 condos. It features ground-floor OSHA 3o Hour retail and below-grade parking. /Senior Vice President ASHE Certified Millennium Chapel Hill, Chapel Hill, NC /This 325,170 SF mixed-use project includes 202 multi-family apartment units and a precast parking garage. /Senior Vice President District @ 54, Raleigh, NC /This building is home to 330 units in a single 5-story complex delivered in phases. There is 272,800 SF of net building space, approximately 298,305 SF of heated livable space and 8,732 SF of non-residential/amenity space on the first floor. The 5-story, pre-cast parking deck is 171,592 SF with a mezzanine level containing 531 parking spaces. /Senior Vice President Sweetwater Mixed Use, Apex,NC / Sweetwater Mixed-Use is a thoughtfully designed 429,804 SF community with retail space and 2 parking garages. /Senior Vice President Project FXGD,New Hill,NC /This project includes design/build turnkey delivery of a 337,000 SF shipping & distribution facility for a major national freight carrier. The 57.8-acre site includes paving of over 19 acres including heavy-duty asphalt paving, heavy-duty concrete paving, employee parking, and significant storage areas for trucks, trailers, and Affff SAMET vans. /Senior Vice President RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & Experience With extensive experience managing and producing projects, David understands the special challenges involved in each individual project. He is known in the industry as a manager who not only keeps projects on time and within budget, but also as someone who consistently delivers only the highest quality projects. His primary responsibilities include schedule development, permitting, site management/construction, staging, material procurement, material & equipment submittals, subcontractor agreements, schedule orientation project &budget g > reports, j g Vf, quality control, safety and warranty/project closeout. EXPERIENCE Robeson County Department of Social Services Building, Lumberton, NC /The facility includes a mixture of office space,meeting rooms, and customer service centers. In addition to this the facility has a courthouse DAVID with holding cells. /Project Manager BASCOM Robeson County Emergency Operations Center, Lumberton,NC /The PROJECT EXECUTIVE project included an emergency operations command center for the County, offices for management and staff, the County's 911 call center, and facilities CAREER EXPERIENCE for the County's Drug Enforcement division. /Project Manager 22 years NCDOC North Carolina Correctional Institute for Woman Site Package SAMET EXPERIENCE 1A, Raleigh, NC / Sitework package of the Healthcare Facility for the 6 years Department of Corrections. /Project Manager OFFICE LOCATIONFenton, Cary, NC / Six-story concrete parking deck totaling 698 stalls Raleigh, as part of Fenton's 92-acre development. In addition, three residential buildings total 517,000 SF with 357 luxury units and ground-floor retail.BS, Architecture / CREDENTIALS Project Executive University of • Park Apartments, Chapel Hill,NC / 719,521 SF, 414 unit apartment GreenLEED • complex consisting of two phases of new building construction. 490 unit, LicensedNC Building six-story precast parking deck. /Project Executive Contractor Park Cit South Raleigh,NC / 7-story 5 levels of timber over 2 odium First Aid/CPR/AED• � 1 • Y � g Y � p levels) wrapping an 11-story parking deck. /Project Executive Durham Transit Center, Durham,NC /Transit facility upgrades include enhanced canopies, additional restrooms, seating, and service kiosk. Project expands bus bays from 20 to 28 for Go-Durham's growing network serving 14,000 daily riders while maintaining full operation during construction. /Project Executive Veridea, Apex, NC /This development encompasses 125,000 square feet of retail and commercial space, over 1,000 multifamily units with integrated retail, 1,100 single-family homes and townhouses, and significant educational facilities including an elementary school and a Wake Technical Community College campus. /Project Executive SAMET RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & Experience Sara brings extensive experience in estimating and coordinating diverse construction projects. She is responsible for building key relationships with owners and architects, facilitating pre-construction, and upholding project standards and policies. A strong collaborator, Sara fosters . community among trade partners, owners, architects, and stakeholders. — ' EXPERIENCE Crabtree North, Raleigh,NC /269,000 SF, 330 unit multi-family complex with podium garage. Board of Elections Renovation, Durham,NC /Adaptive re-use of vacant grocery store into a consolidated Board of Elections facility, including offices, early voting site, conference rooms, and 20,000 SF of high security storage for voting machines, ballots, and other election equipment.SARA / TAYLOR Preconstruction Project Manager PRECONSTRUCTION Lee County Library, Sanford,NC/33,000 SF new county library with PROJECT MANAGER open spaces for meetings and events; children's reading area; teen and adult reading areas. /Preconstruction Project Manager CAREER EXPERIENCE WTCC Fire & Rescue Training Center, Wendell,NC /This advanced 15 years training center supports Wake County fire services with realistic scenario- . EXPERIENCL based training. Features include a six-story live fire tower, five-story rescue 2 years tower, hazmat and vehicle extrication ditch, LP training pad, and pump OFFICE drafting pit. /Preconstruction Project Manager Raleigh,NC CREDENTIALS Durham Transit Center, Durham,NC/2,000 SF project providing Campbellrenovations to the existing Durham Station Transit Center, including large DowntownRaleigh shade structures, enclosed bus shelters, and new ticketing and restroom NCSOS 1,NCDOT Erosion buildings. /Preconstruction Project Manager Sediment Stormwater Level 2 NC State RXR Veridea Multi-Family, Apex,NC/Design of Phase 1 consists of 500- University 550 multi-family units and 100,000 SF of retail and commercial space. / Preconstruction Project Manager Ferguson Warehouse Upfit, Cary, NC /225,000 SF upfit of existing one- story flex warehouse. /Preconstruction Project Manager Veridea, Apex,NC /This development encompasses 125,000 square feet of retail and commercial space, over 1,000 multifamily units with integrated retail, 1,100 single-family homes and townhouses, and significant educational facilities including an elementary school and a Wake Technical Community College campus. /Preconstruction Project Manager DTCC Orange County Campus, Hillsborough, NC / 13,500 SF addition and targeted renovations to a 2009 higher education facility, enhancing indoor and outdoor spaces for education, collaboration, and wellness. / Preconstruction Project Manager 500 E Main, Durham,NC /This new five-story, 195-unit multifamily apartment building spans 200,574 SF, including amenity spaces. It features brick veneer, cementitious siding and trim, and a flat membrane roof with a parapet wall. /Preconstruction Project Manager CCCC Moore Main Building Reno Ph 1, Sanford,NC / 34,368 SF renovation for Central Carolina Community College. /Preconstruction Project Manager RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & Experience Brian is responsible for the overall construction process including 'I developing the project budget and establishing the project schedule. He will provide project management services and will work hand-in-hand with the preconstruction team from the beginning of the design phase, and will work with the project superintendent throughout the project. Brian will monitor/ control construction to ensure that the project is built on schedule and within budget. EXPERIENCE High Point Police Department & Call Center,High Point, NC/73,000 SF office renovation and 16,500 SF addition for police HQ & 911 communications center. Project Manager Rotary Carousel, Greensboro, NC / Carousel at the Greensboro Science Center. Project Manager BRIAN Greensboro Naval Operational Support Center, Greensboro,NC /Interior LAMBERT renovation. Project Manager PROJECT UNC, PET Scanner Suite, Chapel Hill,NC/Renovated basement space to house PET Scanner. Upfit included reconfiguring space, new PME rough CAREER EXPERIENCE in to support scanner, installation of lead lining(plywood, drywall, doors, 20 years bricks & glass)—Performed in occupied building, no interruption to adjacent SAMET EXPERIENCE spaces & operations. Project Manager 8 years Iredell Memorial Hospital, PET Scanner Suite, Statesville NC /Renovated OFFICE 1st floor space to house PET Scanner. Upfit included reconfiguring space, Greensboro,NC new PME rough in to support scanner, installation of lead lining (plywood, C RD� drywall, doors, & glass)—Performed in occupied building, no interruption to ustrial Technology On , adjacent spaces & operations. Project Manager iversity UNC Dental School Renovations, Chapel Hill, NC/Part of UNC Hospital System—Renovated small existing area to provide new lobby/waiting area aouce and a few dental procedure rooms. —Performed in occupied building, no interruption to adjacent spaces & operations. Project Manager . dam RCC Owens, Wentworth,NC/Building Renovation—Not a medical facility but a medical training facility for Rockingham County Community College. Had a lot of the same systems you have a in a medical facility, patient rooms, surgery rooms, med gases, ambulance bay/intake area, etc.. Built to simulate a small emergency room type facility. Project Manager Bluford Street Resident Hall/The project scope includes the construction of a 5-story, 429 bed facility. This project includes 1, 2 & 4-Bedroom Suites with Kitchenettes and bathrooms. There shall also be various offices, gaming rooms, multipurpose, vending, laundry, etc. Project Manager Elon Engineering Building, Elon University, Elon,NC/65,000 SF 3 level Engineering &Physics Building. Project Manager SAMET RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications & Experience Travis is responsible for overall field direction of construction activities. Plans, implements and sequences construction operations. Directs safety, quality and security control programs to minimize disruption of project operations. Conducts jobsite trade coordination meetings. Z Reviews contractors' billings. Travis will have total responsibility for the construction site and will assist the construction manager with Schedule Development, Permitting, Material Procurement, Subcontractor Agreements, Project & Budget Reports, Quality Control, Safety, and Project Closeout. EXPERIENCE High Point Police Department& Call Center,High Point,NC/73,000 SF office renovation and 16,500 SF addition for police HQ & 911 communications center. Assistant Superintendent TRAVISAlamance CC Public Safety Facility/Construction of a Training Center McDONALD with a classroom building and firing range to support public safety and PROJECTservice training programs. Project Superintendent SUPERINTENDENT CFA Supply, Kannapolis,NC/The upfit of 127,326 SF distribution facility CAREER EXPERIENCE with a 4,919 SF vehicle maintenance building. Project Superintendent 1 SAMET EXPERIENCE Biscuitville Dist/Office, Burlington,NC/ 75,000 SF renovation to 1 yearstransform exisitng warehouse space to a cold-storage distribution facility. OFFICE LOCATION Project Superintendent Greensboro, Lotus Bakery Expansion, Mebane, NC/ 110,000 SF commercial bakery CREDENTIALSexpansion. Project Superintendent Bachelor ofScienceGlen Raven Headquarters, Glen Raven,NC / 100,000 SF corporate ConstructionManagement headquarters from restored and renovated Glen Raven plant built in 1901 North Carolina includes a new 30-foot glass atrium,private and open offices, an interior University (Dean's atrium with 20-foot trees, glass-front conference rooms and theater-style OSHA 1 •ur training room. Additional projects include a 14,430 SF Welcome Center building and 240 LF pedestrian bridge. Project Superintendent Member Kaplan Building Expansion, Lewisville,NC /48,000 SF expansion of warehouse for educational products retailer. Project Superintendent Simply Southern Building 2, Greensboro,NC /74,000 SF new building for - southern apparel retailer. Project Superintendent 295 Business Park Drive, Winston-Salem, NC /4,915 SF interior upfit& y`y parking lot repaving. Project Superintendent RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities Qualifications &Experience Cody provides assistance and coordinates various administrative 3 activities associated with the construction and completion of building sites and projects. He supports the efforts of the Project Manager to ensure customer satisfaction. Cody handles small work under the guidance and supervision of a Project Manager with support from the Project Administration Team Lead. His responsibilities include maintaining the RFI log, photo documentation, delivery schedules, project closeout preparation, and aiding in quality assurance and site safety. EXPERIENCE Holly Springs Fire Station#3, Holly Springs,NC / 15,500 SF single-story, three-bay building houses up to eight firefighters, an EMS station, and advanced decontamination technology with pressurized bays to prevent CODYHALL contaminants from entering living areas. Project Engineer PROJECT ENGINEER Harnett 95 Industrial Center, Dunn,NC/ 337,137 SF upfit for warehouse/ CAREERdistribution center. Project Engineer 11 years FXGD Phase II Upfit, New Hill,NC / 337,137 SF upfit for warehouse/ SAMET EXPERIENCE distribution center. Project Engineer 4 years Project FXGD, Moncure,NC /337,137 SF warehouse/distribution center on OFFICERaleigh,NC 57.673 acres. Project Engineer CREDENTIALSTIP West Infrastructure,New Hill,NC /Demolished 18 buildings, 35 Bachelorof acres, and three miles of infrastructure on a brownfield. Decommissioned CarolinaCriminal Justice East seven sludge ponds, hauling 34 million pounds of sludge offsite. Project Engineer Bachelor of • • Trailwood Apartments, Raleigh,NC /Covers 12.27 acres with 122 one and CarolinaEast two-bedroom units and a 185-space parking deck. The complex includes Spanish a clubhouse, office, maintenance building,pool, and site work such as grading, utilities, road upgrades, sidewalks, a retaining wall, and on-grade parking. Project Engineer RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities ' 14 mmw ! AMET RFQ 367-005466 SUBMITTAL SUPPLEMENTAL INFORMATION ORANGE COUNTY, NC SAMET 5430 .d- Park Blvd. Suite I 10 Raleigb, NC 27607 919.703.0263