KCI Airport RFQ-P Edgemoor Team Response_7-27-17

PROPOSAL FOR DESIGN, CONSTRUCT AND PRIVATE FINANCING OF KCI REQUEST NUMBER 062017

P3 PIONEERS LOCAL KNOWLEDGE AND EXPERIENCE AVIATION EXPERTISE

Offeror: Edgemoor Infrastructure & Real Estate July 27, 2017

...that is what you get with the Edgemoor Team. As one team, we are able to offer the Kansas City Aviation Department unparalleled experience as national and local leaders in the construction industry with extensive national aviation and infrastructure expertise, P3 pioneers that have developed and financed more infrastructure P3s in the U.S. than any other firm or team, and deep roots in the greater Kansas City community that tap into the pulse and excitement driving the growth and development of the Kansas City area.

TABLE OF CONTENTS

01

169

199

Section A Includes A1, A2, A3, & A4

Section H Includes H1, H2, H3, H4, & H5

Section O

47

181

201

Section B

Section I Includes Response to 8. Sustainability

Section P

63

189

203

Section C Includes C1, C2, C3, C4, & C5

Section J

Section Q

93

191

205

Section D Includes D1, D2, D3, D4, D5, D6, D7, D8, D9, D10, D11, & D12

Section K

Section R

157

193

207

Section E

Section L

Section S

159

195

209

Section F

Section M

Section T

161

197

Section G

Section N

A-1 Appendendices Appendix A: Addenda Acknowledgement Appendix B: Lead Personnel Resumes Edgemoor Infrastructure & Real Estate

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RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

Contact Information, Transmittal Letter, Experience and Responsibility Summary, and Lead Personnel

SECTION A

A

SECTION A

SECTION A

SECTION A1 CONTACT INFORMATION Contact Information: Name, title, firm name, address, telephone number, facsimile number and e-mail address for one individual from the Proposer who shall be the designated representative and shall be responsible for receiving official notices in relation to the project on behalf of its team members.

DESIGNATED REPRESENTATIVE FOR EDGEMOOR TEAM: Geoffrey Stricker, Managing Director Edgemoor Infrastructure & Real Estate LLC E:geoffrey.stricker@edgemoordevelopment.com T: 301.272.2990 M: 703.622.0192 F: N/A Address: 7500 Old Georgetown Road Bethesda, MD 20814

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7500 Old Georgetown Road | Bethesda, MD 20814 t: 301.272.2910 | edgemoor.com

July 27, 2017 Cedric Rowan, Contract Administrator at Procurement Services General Services Department 414 East 12th Street, City Hall 1st Floor Kansas City, MO 64106 RE: REQUEST FOR QUALIFICATIONS / PROPOSALS FOR DESIGN, CONSTRUCT AND PRIVATE FINANCING OF KCI, REQUEST NUMBER 062017 Dear Mr. Rowan, Kansas City finds itself at a transportation crossroads—population and business growth experienced in the last half-century, coupled with the aviation industry changes to airport security, amenities, travel requirements, customer expectations, international destinations, as well as aircraft size have negatively impacted how the terminal functions effectively. The new terminal represents an opportunity to catapult the airport well into the 21st century. At the same time, the new terminal represents the largest capital project that Kansas City has ever undertaken. The new terminal project must be delivered in a way that makes all residents and businesses of Kansas City proud.

We commend Kansas City’s decision to consider utilizing a public-private partnership (P3) alternative delivery approach to deliver a state-of-the-art aviation facility that will promote economic development, enhance the traveling experience for Kansas City residents, improve airline operations, and return Kansas City to its heritage as the leading transportation hub throughout the Midwest. In this letter, we will frame our interest in and understanding of the Project, as well as summarize the key issues that we believe will lead to the Project’s ultimate success.

We are thrilled at the prospect of partnering with the City to deliver a cost-effective and efficient new single terminal and ancillary facilities at Kansas City International Airport. Our Team offers Kansas City unparalleled experience in the development, construction, and financing of infrastructure and includes Edgemoor Infrastructure & Real Estate (Co-Developer); Meridiam Infrastructure (Co-Developer); Clark Construction, Weitz Company, and Clarkson Construction (Design-Builder); and Skidmore, Owings & Merrill LLP or “SOM” (Architect). Our Team would be honored to partner with Kansas City to design, build, and privately finance the new terminal and ancillary facilities for the Kansas City International Airport.

The selection of the right partner is the critical first step to ensure project success. We believe that Kansas City should benefit from other jurisdictions that have successfully implemented Design-Build-Finance (DBF) and alternative delivery solutions.

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Based on lessons learned from prior projects that have achieved financial close and have been delivered, we believe the partner that Kansas City selects must have the following key attributes:

KEY ATTRIBUTE #1 PUBLIC-PRIVATE PARTNERSHIP (P3) LEADERSHIP/EXPERIENCE LESSONS LEARNED DBF projects represent a unique delivery and private financing solution. Kansas City needs a firm that understands the risk transfer profile, interplay between design, construction, financing, and facility management. Furthermore, Kansas City needs a firm that can guaranty a firm-fixed price and schedule upfront before the drawings are completed, and a firm that can get lenders, investors, and the rating agencies comfortable with the financial structure and Developer capability to meet contractual obligations.

EDGEMOOR TEAM APPROACH Combined, Edgemoor and Meridiam have developed and financed more infrastructure P3s in the US than any other firm or team. In 2016 alone, Edgemoor closed the $513 million Long Beach Civic Center and the $383 million University of Kansas Central District, and Meridiam closed the $4 billion LaGuardia Central Terminal Redevelopment, the first airport P3 within the continental US and currently the largest P3 to reach financial close in the U.S.

KEY ATTRIBUTE #2 WELL ESTABLISHED P3 TEAM RELATIONSHIPS LESSONS LEARNED Alternative delivery solutions requires goal alignment amongst all the parties and an understanding of the design, construction, and operational constraints imposed as a result of financing and other developer requirements.

Thus, a team that has a proven track record of working together on P3 transactions enables them to hit the ground running. Teams that simply come together to “chase a deal” can slow down the process as they learn how to work together.

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EDGEMOOR TEAM APPROACH Working relationships between our team members and individuals are considerable and enable us to hit the ground running from day one. As one integrated firm, Edgemoor and Clark have been the developer/builder on every P3 project Edgemoor has developed. Edgemoor, SOM, and Clark have worked together on nearly $1 billion of P3 projects. Edgemoor, Meridiam, and Clark delivered the Long Beach Courthouse P3 project.

Kansas City can be confident our Team will collaborate to execute the Project on-time and on-budget and with the highest degree of quality and efficiency.

KEY ATTRIBUTE #3 PROVEN SUCCESS IN DESIGN-BUILD FOR AVIATION FACILTIES LESSONS LEARNED Aviation facilities have their own unique attributes and requirements, and the partner chosen must have design and construction expertise specific to airports. This comprehensive expertise in programming, design and construction ensures Kansas City will receive a fully functional, stateof-the art facilities that will drive economic growth and position KCI for future expansion.

EDGEMOOR TEAM APPROACH Our Team has designed and constructed more than $63 billion of aviation work at 30 major airports in the U.S. and around the world, including some of the largest and most efficient terminals ever constructed, parking garages, Central Utility Plants, and baggage handling systems. We understand the unique attributes of airport construction and the latest trends in design. We have been successful delivering world-class passenger experiences and will bring the “best of the best” to Kansas City. Our approach will couple the passenger experience with efficient design and the inclusion of strategies to maximize retail, parking, and other revenue for the Airport.

Finally, and, perhaps most important, we know how to safely build at an airport in a manner that does not impact the traveling public, airlines, and airport operations.

KEY ATTRIBUTE #4 LOCAL EXPERIENCE + NATIONAL/INTERNATIONAL EXPERTISE LESSONS LEARNED All projects are local. Yes, local participation is critical, but certainly not the single success factor. Successful projects have combined the collective local, national, and international expertise of Developer teams. The combined solution brings in a greater knowledge of best practices, and latest trends, while incorporating key sensitivities of the local community.

EDGEMOOR TEAM APPROACH With the Edgemoor Team, Kansas City is receiving a committed, long-term partner that can draw upon national/ international experience. Clarkson Construction, with its 130+ year history, along with the Weitz Company provide incredible local insight and experience designing, permitting, and delivering more than $4.5 billion in projects in and for Kansas City. In addition, we can draw upon Edgemoor, Meridiam, Clark, and SOM’s thought leadership, efficient design, and lessons learned from developing similar large-scale, complex aviation projects in other cities across the nation.

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KEY ATTRIBUTE #5 FLEXIBILE APPROACH TO FINANCING LESSONS LEARNED Financing plans need to crafted for each specific project. Kansas City needs a “Kansas City solution” not a one-size fits all approach.

This better aligns interests between the public and private sector and allows the Developer to implement a structure that best meet Kansas City’s financial objectives.

EDGEMOOR TEAM APPROACH We are truly structure-agnostic, and thus our interests are aligned with the City's to analyze all potential options and implement the structure that best meets the City’s budget and balance sheet/ credit requirements. We have worked with clients to implement tax-exempt/ taxable bond solutions, bank solutions, equity investments, General Obligation Bond solutions, and alternative financing such as special tax districts. We will roll up our sleeves to put forward the most cost-effective solution for the risk profile of the transaction, as we have before with other clients.

KEY ATTRIBUTE #6 COMMITMENT TO MAXIMIZING OPPORTUNITIES FOR M/W/D/SLBE'S LESSONS LEARNED Private sector commitment to grow opportunities for entrepreneurship, business development and a skilled workforce to achieve a vibrant economy is critical to a successful partnership.

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EDGEMOOR TEAM APPROACH Our team members are considered “thought leaders” in supplementing the capabilities of DBEs and we will continue to maximize opportunities for M/W/D/SLBEs throughout the Project.

We are committing to construction and professional service goals significantly above Kansas City targets with an aspiration towards a legacy impact in the community. If awarded the Project, we plan to implement Clark’s intensive, executive education program called the Strategic Partnership Program (SPP), which assists small businesses in gaining in-depth knowledge necessary to successfully manage and grow their construction businesses. Since the program began in 2006, more than 400 small, local, minority, and disadvantaged business leaders have graduated from the program, and it has been implemented in offices across the country.

These six attributes all combine to produce a “recipe for success"—the Edgemoor Team offers all of these elements to Kansas City and provides the highest level of certainty of success in designing, building, and financing the new terminal on budget, on schedule, and with the highest levels of quality, efficiency, and enhanced passenger experience.

CONCLUSION The Edgemoor Team is very excited about the opportunity to partner with Kansas City and we are committed to the success of the new terminal project. One of the primary benefits of our P3 approach is that Edgemoor offers a single point of contact for Kansas City to call on for any issues related to the design, construction, and financing for the Project. This approach allows Kansas City to focus on the daily demands of running the City and Airport, while we manage the implementation process. At all times, key stakeholders are aware of our activities, and the City always retains “owner-level” decisions.

We appreciate your consideration and welcome the opportunity to meet with you in person to discuss our proposal and address any questions you may have.

Sincerely,

Geoffrey Stricker, Managing Director Edgemoor Infrastructure & Real Estate LLC (Authorized Representative ) T: (301) 272.2990 | M: (703) 622-0192 E: geoffrey.stricker@edgemoordevelopment.com I, Geoffrey Stricker, confirm that I am the designated representative and authorized to execute and sign this Transmittal Letter on behalf of the Edgemoor Infrastructure & Real Estate Team. Letters of authorization from every named Edgemoor Team member (on their respective letterhead) that address all the Transmittal Letter requirements as set forth in Section 7. Proposal Requirements, (2) Transmittal Letter are included on the following pages.

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SECTION A3 EXPERIENCE AND RESPONSIBILITY SUMMARY

AVIATION EXPERTISE LOCAL KNOWLEDGE AND EXPERIENCE P3 PIONEERS ...that is what you get with the Edgemoor Team.

Our Team includes Edgemoor and Meridiam as codevelopers, Clark Construction/Weitz/Clarkson as a design-build joint-venture, and Skidmore Owings & Merrill LLP (SOM) as lead architect.

As one team, we are able to offer the Kansas City Aviation Department unparalleled experience as national and local leaders in the construction industry with extensive national aviation and infrastructure expertise, P3 pioneers that have developed and financed more infrastructure P3s in the U.S than any other firm or team, and deep roots in the greater Kansas City community that tap into the pulse and excitement driving the growth and development of the Kansas City area.

Before we discuss the extensive experience of our Team, we thought it would be beneficial to first briefly introduce each Edgemoor team member.

The Edgemoor Team has design or constructed more than $63 billion of aviation work at 30 major airports in the United States and around the world.

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MEET THE EDGEMOOR TEAM Why us?

- P3 expertise - Local and national design-build experience - We've worked together before - National and international aviation expertise Edgemoor, in collaboration with Meridiam, have assembled a team of professionals who will deliver to the Kansas City Aviation Department a best value, state-of-the-art, dynamic Kansas City International Airport. The structure of the Edgemoor Team is designed to integrate all team members throughout the Project under a single point of contact providing clear accountability to both the City and the Team— providing consistency throughout the process.

Our structure also offers efficiency of organization by establishing well-defined roles and responsibilities and utilizing key staff who have worked together on other similar projects. This collaborative approach ensures the transfer of knowledge and lessons learned from one phase to the next and provides a fundamental understanding of the reasoning behind key decisions and goals.

Edgemoor and Meridiam have partnered to develop and finance the new terminal at KCI. Our combined strengths in development and financing offer Kansas City unparalleled expertise in infrastructure delivery and will lead to “certainty of success” for the Project.

As the Design-Builder, the Joint Venture of Clark/ Weitz/Clarkson has been formed to bring together local knowledge and experience as well as aviation expertise. While Clark has the resources of a large national firm and extensive design-build, P3, and aviation experience, we knew our Team needed trusted local partners with strong track-records in Kansas City.

Weitz has a strong, long-standing reputation in the local construction market that brings valuable relationships with the local subcontracting community. Clarkson is a Kansas City company with the second largest construction revenue in the area, great self-perform expertise, and invaluable relationships with the small business community, labor organizations, and the local community. The combined strengths of Clark/Clarkson/ Weitz provide a great team to partner with Edgemoor, Meridiam, SOM, KCI, and the City on this exciting Project.

ORGANIZATION CHART OF FIRMS AND TEAM MEMBER OVERVIEWS An organization chart of firms showing members and hierarchy is located on the following page. Firm qualifications for the key team members, beginning with responding entity Edgemoor, are included on the following pages.

Additional information, including a more detailed team organization chart identifying lead personnel and their responsibilities as well as relevant aviation and P3 experience can be found later in our response.

$63B +$50B +350

OF AVIATION WORK

DESIGN-BUILD PROJECTS

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AVIATION PROJECTS AT 30 AIRPORTS AROUND THE WORLD

ORGANIZATIONAL CHART OF FIRMS

Combined, Edgemoor and Meridiam have successfully reached financial close on more than $10 billion P3 projects

KCI CO-DEVELOPERS Edgemoor Infrastructure & Real Estate

Meridiam Infrastructure North America Corporation Clark/Clarkson/Weitz has built more than $60 billion worth of aviation work around the U.S., including previous work at KCI

DESIGN-BUILDER Clark/Weitz/Clarkson, a Joint-Venture (Clark Construction/Weitz Company/Clarkson Construction Company)

LEAD ARCHITECT Skidmore, Owings & Merrill LLP (SOM)

SOM has worked in more than 24 airports around the globe and designed aviation facilities constituting over $24 billion worth of construction

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EDGEMOOR INFRASTRUCTURE & REAL ESTATE CO-DEVELOPER

A leading vertically integrated developer and U.S. P3 pioneer An affiliate of Clark Construction, Edgemoor is a leader in the development, financing, and operations of public buildings, infrastructure, and commercial real estate. Edgemoor and its affiliates have completed 37 P3s in the U.S., including the first availability payment P3 in the U.S., the Long Beach Courthouse (with teammates Meridiam, Clark Construction, and principles of SOM); the first infrastructure P3 in the state of Virginia, the Nguyen Engineering Building at George Mason University; and the first P3 for a healthcare facility for the University of California, the UCSF Sandler Neuroscience Center. Edgemoor provides a number of development services that represent the entire lifecycle of a project, including entitlements and permitting, lifecycle costing, financial structuring, design and construction management, move-in coordination, facility operations and maintenance, and asset management. On prior projects, in addition to our role as developer, Edgemoor has filled the void between construction completion and start-up of building operations. Working in concert with Clark’s construction team allows us to provide clients with a single point of responsibility through move-in, occupancy, and stabilized operations.

MERIDIAM INFRASTRUCTURE NORTH AMERICA CORPORATION

CO-DEVELOPER

Worldwide leader in developing, financing, and managing infrastructure projects As a leader in long-term, lasting P3 infrastructure development, Meridiam brings best-in-class development and asset management expertise.

Meridiam is recognized for its true enduring strategy based on a 25-year investment horizon. Meridiam’s unrivaled success in the U.S. is evidenced by its nine P3 projects under development or in operation since 2009.

Meridiam has also received numerous awards for its achievements in the development and closing of “ground-breaking” P3s, such as LaGuardia Central Terminal in New York and Long Beach Courthouse in California, which was the first true equity at-risk design-build-finance-operatemaintain (DBFOM) social infrastructure project delivered in the U.S.

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CLARK/WEITZ/CLARKSON, A JOINT VENTURE

DESIGN-BUILDER

Nationally ranked design-builder teamed with two local firms with deep roots in the KC community Clark Construction (Clark) is recognized as one of the leading General Contractors in the United States, and has delivered over 40 major airport projects totaling over $5 billion across the country. Specific to designbuild, Clark is considered a pioneer in the delivery method, with over 300 design-build projects successfully completed. Clark has built every P3 and development project for Edgemoor and Clark and SOM have partnered together on more than 36 completed or ongoing projects, including the Los Angeles Federal Courthouse and the Long Beach Civic Center P3.

More than 160 years ago Charles Weitz began a small construction company in the midwestern United States. Through four generations of the Weitz family. This company completed work in the Midwest with a focus on doing what they said they were going to do and customer service. After working in the Kansas City area repeatedly over the years, a permanent office was established in 2000. Seventeen years later and with more than 520 projects completed, Weitz is an integral part of the construction business in the Kansas City area. In Kansas City alone Weitz has worked on 89 projects. Weitz's clients include University of Missouri - Kansas City, Fort Leonard Wood, John Knox Village, Devry University. and many others. Their commitment to the area and project experience have facilitated the development of strong relationships both in the local and subcontractor community.

Clarkson Construction Company (Clarkson) is a sixth generation family-owned business and is located in Kansas City, Missouri less than 20 miles from the Kansas City Airport. Clarkson specializes in site development, paving and transportation related infrastructure. From the company’s inception in 1880 as an excavation contractor digging basements for residents of the Kansas City, to recent projects like the Bartle Hall Ballroom expansion, the Kit Bond Bridge over the Missouri River and the Manchester Bridge reconstruction on Interstate 70, Clarkson has shaped the landscape and paved the way to prosperity for Kansas City and its citizens.

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SKIDMORE, OWINGS & MERRILL LLP (SOM)

LEAD ARCHITECT/DESIGNER

World-renowned designer of award-winning buildings and airports SOM is one of the leading architecture, interior design, urban design and planning and engineering firms in the world. An internationally recognized design firm, SOM has more than seven decades of experience in leading the evolution of aviation facilities constituting over $24 billion worth of construction. With a specialized aviation practice within the firm, SOM is able to bring together more than 50 experts in airport terminal planning and design with SOM’s leading architects and engineers. SOM offers a full range of airport planning and design services, ranging from airport master planning and feasibility studies, to detailed terminal design and airport cities. Through seven decades of global experience, SOM has led the evolution of aviation facilities. They are proud to have designed some of the world’s most memorable airports in Asia, Europe, the Middle East and North America. The American Institute of Architects has twice recognized SOM with its highest honor, the Architecture Firm Award—in 1961 and again in 1996. SOM is the recipient of over 2,000 design awards—more than any other design firm in the country.

SOM IN NUMBERS 2,000

Awards for Design and innovation

134

Active LEED Projects

80+

More than 80 years of Design Leadership

62

National AIA Honor Awards (More than any other firm to date)

14

AIA Chapter 25 Year Awards

6

AIA National 25 Year Awards

2

AIA Firm of the Year Awards

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(1) any specific experience in performing the specific responsibilities which include design of airport passenger terminal buildings, aircraft apron parking, hydrant fueling system, deicing pads, structured and surface parking, and terminal and access roadways and associated Construction and program management services, staging, Phasing and Construction Cost Management services, as proposed to be undertaken by such proposer in its response to this RFQ/P;

OUR UNMATCHED AVIATION EXPERTISE

Clark at Los Angeles International Airport (LAX)

The Edgemoor Team has worked with some of the largest and busiest airport systems in the United States on multiple projects. This experience can be categorized into airport terminal experience, civil aviation experience, and specialty aviation construction. Many of our projects involve a combination of aviation construction types and complex interfaces between each group similar to KCI.

No one has spent more time at LAX over the past 10 years than Clark—they have maintained a steady presence at the airport, working on a succession of projects as part of LAX’s multi-phase modernization effort. Clark’s relationship with LAX, and client Los Angeles World Airports (LAWA), began with modernizing the 25-year-old Tom Bradley International Terminal (TBIT), which ultimately encompassed more than 2 million SF of work and nearly a billion dollars in contracts. Clark’s joint venture design-build team successfully replaced the airport’s aging central utility plant with a modern, highly efficient system, which earned a national design-build award.

Earlier this year, Clark completed the third mega-project at LAX, the $262 million TBIT Renovation, Apron, and Concourse Demolition. Airport construction presents numerous challenges and potential hazards.

The Edgemoor Team is uniquely positioned to perform all types of aviation projects. Beyond terminal construction, our portfolio includes attractive and secure interior spaces to welcome travelers, upgraded baggage handling systems, sustainable central energy plants, and subterranean APM stations and transit ways. Through our experience at more than 30 major airports around the world, we have developed an in-depth understanding of the intricacies associated with aviation projects, and will collaborate with the City of Kansas City to ensure that construction is completed on schedule, on budget, and in the safest manner possible.

Of utmost importance to the KCI project is our Team’s experience in the aviation market that spans more than four decades since Clark's first aviation project at HartsfieldJackson Atlanta International Airport in 1975. Since that time, we have established ourselves as leading airport architects and builders, designing and constructing projects at major airports across the country as depicted on the map on the following page.

Our Team has successfully delivered the following types of projects to public airports and military installations across the country:

Every day for the past 10 years, Clark staff have planned and executed work that occurred in close proximity to active aircraft, and did so without interrupting ongoing airport operations or impacting the safety of millions of passengers who travel through LAX each year.

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Aviation experience across the U.S.

SJC

MDW

SEA

IAD

ATL

LAX

SNA

HOU

BUR DFW

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TPA

MCO

Terminal construction and expansion Interior renovations and modernization Equipment installation and baggage handling system upgrades Energy plant replacement and modernization Parking structures Airside infrastructure Apron and runway construction APM stations and tunnels Hydrant fueling Deicing pads Hangars Space launch facilities Our success in the marketplace has been a direct result of our dedication and commitment to achieving the goals and expectations of our clients. We understand the complexities of working around an operational airport and have assembled a Team that is uniquely qualified to successfully deliver the KCI Airport Project on time and within budget.

We’ve listened to citizen and project stakeholders concerns and understand the City of Kansas City and KCAD’s commitment to enhancing the “Kansas City Experience.”

The City of Kansas City has much to offer the millions of guests that arrive annually. A thriving creative arts scene, eclectic mix of entertainment, die-hard sports, a culturally vibrant business hub, and a premiere destination for conferences and events. It’s critical that the City’s message be conveyed to the passengers at the point of first contact. We will work diligently with airport staff to ensure that the customer experience is maintained so all parties arriving into Kansas City can truly enjoy the “Kansas City Experience” and know that the City of Kansas City is open for business to the world.

PRIOR EXPERIENCE WORKING AT OPERATING AIRPORTS Working collaboratively with airline clients and stakeholders, airport authorities, transit agencies, and designers, we have successfully delivered projects at some of the nation’s busiest transportation hubs, including multiple jobs at

Houston Terminal Expansion and Renovation Clark led the Houston (HOU) Terminal Expansion (Ph. I) & Renovation (Ph. 2) consisted of a 60,000 SF, six-gate expansion to the hammerhead central concourse, demolition of Concourses A and C, and a 300,000 SF apron paving and site utility package. The completed Central Concourse expansion features passenger holding areas, office space for airline tenants, a 12,000 SF shell for concessions, and an expanded Transportation Security Administration (TSA) screening area. Phase II consisted of the selective demolition and renovation within the main terminal building and new construction of the in line baggage building. The project team worked closely with Houston Airport System operations and the A/E to simplify the construction sequencing plan, ultimately reducing the 21-stage phase to three stages and reducing the overall program schedule by two years.

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George Bush Intercontinental, Houston Hobby, Dulles, and LAX airports. Through experience, we’ve gained an unmatched understanding of the complex nature of aviation work and serve as a valuable partner to our clients throughout the construction process. All of our aviation projects have been at active, operating airports.

MAJOR AIRLINES Clark and Southwest Airlines Clark has worked with Southwest Airlines at Houston (HOU) since 2005 through its contract for HAS at HOU. In 2015, Clark began to work directly for Southwest on the following projects: CALL CENTER RESTROOM RENOVATION The job was valued at $174,995 and was completed under budget and one week ahead of schedule.)

HOU - RENOVATIONS Clark completed the phased renovation of three separate work areas for Southwest Airlines in 2017 at the William P. Hobby Airport.

Area 1 consisted of the renovation of a 3,000 SF training room on the ground level of the Main Terminal Building.

Area 2 consisted of the SSO (Station Services Office) renovation of 1,000 SF that accommodates 16 work stations.

Area 3 was the complete renovation of the In-Flight Services Lounge that totals 4,000 SF.

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Our Team has had success working directly for or coordinating with major airlines for construction projects such as: Southwest Airlines United Airlines American Airlines Delta Air Lines Qantas Airways Lufthansa Emirates Qatar Airways Singapore Airlines These direct projects have included airline clubs, in-flight operations center, and customer services. We understand the importance of maintaining a positive passenger experience and separating construction from airline operations by creating “construction zones” and public “customer zones.”

RELEVANT AVIATION EXPERIENCE Having delivered more than $63 billion of aviation work and +50 billion design-build and integrated delivery projects around the world, the Edgemoor Team provides the City and KCI with experience in every service needed to complete the KCI project. Our culture focuses on trust, transparency, partnering, and communication.

The table on the following page outlines projects that represent experience performing every service outlined in Section A3(a) of the RFQ-P by Edgemoor team members and key personnel. On pages 25-28 are more detailed descriptions of a few relevant aviation projects from the aviation experience table.

RELEVANT AVIATION EXPERIENCE TABLE RELEVANT PROJECT FEATURES

Design of airport passenger terminal buildings

Aircraft apron parking

Hydrant fueling systems

PROJECT NAME/AIRPORT Sea-Tac International Airport, Arrivals Facility, Seattle, WA

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William P. Hobby International Airport, New East Concourse and Main Terminal Expansion, Houston, TX

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LaGuardia Terminal Redevelopment, Queens, NY

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LAX, Tom Bradley International Terminal Improvements and Baggage Screening , Los Angeles, CA

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Deicing pads

•

Structured and/or Terminal / access Construction surface parking roadways (or rail) services

•

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LAX Central Utility Plant, Los Angeles, CA

•

Tampa International Airport Parking Garage, Tampa, FL Sea-Tac South Terminal Expansion, Seattle, WA JFK Terminal 4 Delta Air Lines Expansion, Queens, NY JFK Terminal 4, Queens, NY Chhatrapati Shivaji International Airport, Terminal 2, Mumbai, India Toronto Pearson International Airport Terminal, Toronto, Canada Dulles Main Terminal Renovation and Expansion, Chantilly, VA

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Dulles Main Terminal Automated People Mover Station, Chantilly, VA Phoenix Sky Harbor International Airport Terminal 4 Retail Renovation, Phoenix, AZ SFO International Terminal, San Francisco, CA Logan International Airport, Terminal E, Boston, MA Newark Continental Airlines Global Gateway Project, Newark, NJ

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Ben Gurion International Airport, Israel Dublin Airport Pier D for Low Cost Carriers, Dublin, Ireland Changi International Airport - Terminal 3, Singapore

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Madagascar Airports (Ivato and Fascène Airports), Madagascar

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Changi International Airport – Airport MRT Station, Singapore Hong Kong International Terminal 2 and SkyPlaza, Hong Kong

Includes an Art Program

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Palm Beach International, Palm Beach, FL San Jose Signature Flight FBO, San Jose, CA

Sustainable / Construction cost energy efficient management features

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Staging / phasing

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Mineta San Jose International Airport, North Concourse Addition, San Jose, CA Dulles International Arrivals Building (IAB) Expansion, Chantilly, VA

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LAGUARDIA TERMINAL B REDEVELOPMENT PROJECT QUEENS, NY PROJECT COST +$4 billion

RELEVANT PROJECT FEATURES -- Design of airport passenger terminal building -- Aircraft apron parking -- Terminal/access roadways -- Deicing pads -- Structured/ surface parking

- - Construction services - - Program management services - - Staging/phasing - - Sustainable/ enegy efficient features

STATUS Under construction

TEAM MEMBER(S) Meridiam

PROJECT DESCRIPTION Meridiam is a co-lead equity member and developer of the LaGuardia Terminal B Redevelopment Project—a $4 billion P3 with the Port Authority of New York and New Jersey (PANYNJ) to design, build, finance, operate, and maintain a new terminal that is designed to accommodate 17.5 million passengers. It includes an extensive capital program to create a new, 1.3 million SF, 35-gate terminal building and associated infrastructure while the terminal remains fully operational.

The result will be a state-of-the-art terminal facility. The project is designed and being built to LEED Gold Certification. LaGuardia Central Terminal B exemplifies innovation in every aspect of the project, including financing, operations and maintenance, planning, design, and construction phasing. Driven by LGP and reflecting its understanding of the operational needs of all stakeholders (the PANYNJ, airlines, passengers, employees, TSA, FAA, and concession tenants), an innovative design was developed. At the same time, construction cost and schedule efficiencies were generated, along with lifecycle cost savings.

SEA-TAC INTERNATIONAL ARRIVALS FACILITY, SEATTLE, WA PROJECT COST $420 million

STATUS Under construction

TEAM MEMBER(S) Clark, SOM

PROJECT DESCRIPTION Clark returns to the Seattle-Tacoma (Sea-Tac) Airport to design and construct the 350,000 SF International Arrivals Facility (IAF) Building on the east side of the South Terminal Expansion (Concourse A). This project is Clark’s second at the airport and is adjacent to the $280 million South Terminal Expansion project completed in 2004. The project will feature an elevated sterile corridor, raised nearly 32 feet above the apron level, and will house gates A3-A14 and approximately RELEVANT PROJECT FEATURES 45,000 SF of floor space. The project team also will design and -- Design of airport -- Staging/phasing construct an iconic bridge, which will span 900 linear feet over the existing taxi lane, connecting the S Terminal to the IAF. The bridge passenger -- Construction cost will be prefabricated off site and installed within a seven-day time terminal building management frame. When complete, the bridge will offer views of Mount Rainier -- Aircraft apron and the Olympic Mountains.

-- Sustainable/ parking enegy efficient -- Terminal/access features roadways -- Includes an art -- Hydrant fueling program systems -- Construction Edgemoor Infrastructure & Real Estate | 25 services

HOBBY AIRPORT NEW EAST CONCOURSE AND MAIN TERMINAL EXPANSION, HOUSTON, TX PROJECT COST $150 million

STATUS Complete (2012)

TEAM MEMBER(S) Clark

PROJECT DESCRIPTION Clark led the William P. Hobby International Airport Expansion, renovating and expanding the 80-year old airport to incorporate modern amenities and accommodate increased airport traffic. The project team's collaborative efforts and careful attention to scheduling ensured that the project was completed ahead of schedule. Phase One featured a five-gate expansion, which included the construction of two main levels containing airport operation offices, an employee RELEVANT PROJECT FEATURES rest area, and concessions. In total, the new space added 12,000 SF for airline tenants to the Central Concourse. Phase Two included -- Design of airport - - Construction demolition and renovation of the airport’s main terminal building, passenger services terminal building - - Staging/phasing construction of the inline baggage building, and repair of the existing roof system on the ticketing building and concourse. This work -- Aircraft apron - - Construction cost occurred while the airport remained operational, adjacent to both parking passengers and secure areas. Both phases of construction included management numerous temporary relocations. Prior to and throughout the project, -- Terminal/access Clark participated in monthly meetings with the owner, airlines, and roadways concessions and rental car operators. During these meetings, major milestones and potential impacts were reviewed and everything from telecommunications and electrical needs to location and visibility was discussed.

TORONTO PEARSON INTERNATIONAL AIRPORT TERMINAL 1, TORONTO, CANADA PROJECT COST $3 billion

STATUS Design ongoing

TEAM MEMBER(S) SOM

PROJECT DESCRIPTION This project includes the design of a 3.8 million SF new terminal building accommodating three sector passenger traffic, apron and airside facilities, and three-level landside roadways system required to bring the ultimate capacity of Toronto International Airport to 50 million annual passengers.

The new terminal provides 54 contact gates and 10 commuter gates with ample retail and passenger facilities and feature elements such as a large public art program all integrated into a highly flexible building with RELEVANT PROJECT FEATURES maximum swing gate capabilities and passenger transfer facilities. The design includes state of the art building, airport and security systems -- Design of airport -- Construction and baggage handling & screening systems as well as new innovative passenger services terminal building -- Construction cost technologies such as High Speed Moving Walkways. Automated People Mover Stations and Parking Garage Façade design: to facilitate the -- Aircraft apron management development of an integrated design for the entire Airport Development parking Project, design of the façade, materials palate and signage standards -- Sustainable/ for the 12,000-car parking garage connected to the new terminal as -- Hydrant fueling enegy efficient well as design of two primary station buildings for the Automated People systems features Mover system were part of the overall project deliverable. Pier G: Planning -- Terminal/access -- Includes an art studies for Pier G and Phase III expansion of Terminal One for transborder roadways program operations with U.S. pre-clearance facility.

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NEWARK CONTINENTAL AIRLINES GLOBAL GATEWAY PROJECT, NEWARK, NJ PROJECT COST $750 million

RELEVANT PROJECT FEATURES -- Design of airport -- Terminal/access passenger roadways terminal building -- Structured/ -- Aircraft apron surface parking parking -- Staging/phasing -- Hydrant fueling systems

STATUS Design complete (2002)

TEAM MEMBER(S) SOM

PROJECT DESCRIPTION SOM has provided planning, architectural and engineering design services to Continental Airlines for a comprehensive renovation and expansion of their largest hub facility, Terminal C at Newark International Airport. These facilities include a new 325,000 SF, 19-gate concourse for both international and domestic use, a new FIS facility capable of processing 1,500 passengers per hour, a new elevated departures roadway and dual arrivals roadway, a new 3,400-space parking garage with bridge con- nections to the terminal, a 20,000 SF Presidents Club, a consolidated 80,000 sf outbound baggage facility, a new 42-position ramp control tower standing 135 feet above grade, and a 700-foot-long airside corridor facilitating connections between Continental’s three concourses. In addition, SOM has designed a complete renovation of the terminal, converting a ground-level parking area into a new arrivals area, adding a second departures level in its place, and augmenting all elevators, escalators and stairs.

LAX - TOM BRADLEY INTERNATIONAL TERMINAL IMPROVEMENTS AND BAGGAGE SCREENING , LOS ANGELES, CA PROJECT COST $566 million

STATUS Complete (2015)

TEAM MEMBER(S) Clark

PROJECT DESCRIPTION The renovations project at Tom Bradley International Terminal at Los Angeles International Airport is the largest contract ever awarded for an individual project in the history of Los Angeles. The $568 million project significantly enhanced the 25-year old terminals at the world’s sixth busiest airport. Clark was the lead joint venture team member for the team that delivered this complex project, which includes RELEVANT PROJECT FEATURES 460,000 SF of renovated space, including 60,000 SF of added space -- Aircraft apron -- Staging/phasing to accommodate in-line checked baggage security screening and the addition of a new gate to accommodate new generation jets, parking -- Construction cost such as Airbus 380 and Boeing 747-800. Renovation at the ticketing -- Hydrant fueling management concourses, FIS, and public areas further enhance the passenger systems experience. New HVAC, plumbing, electrical, fire-life safety, and -- Sustainable/ information technology systems upgraded the overall efficiency of -- Construction enegy efficient the terminal. The terminal remained open and operational at all times services features during construction.

Edgemoor Infrastructure & Real Estate | 27

CHHATRAPATI SHIVAJI INTERNATIONAL AIRPORT, TERMINAL 2, MUMBAI, INDIA PROJECT COST $1.5 billion

RELEVANT PROJECT FEATURES -- Design of airport -- Staging/phasing passenger -- Sustainable/ terminal building enegy efficient -- Aircraft apron features parking -- Includes an art -- Terminal/access program roadways

STATUS Design complete (2014)

TEAM MEMBER(S) SOM

PROJECT DESCRIPTION SOM designed the new international terminal at Mumbai’s Chhatrapati Shivaji International Airport (CSIA), working directly for the privatization group tasked with redeveloping the airport. When fully built out the new terminal will cater to 40 million passengers per annum (mppa).

The initial building phase provides 5 Code F gates and 27 Code E gates, or alternatively, 52 Code C gates, with as many as 11 Code E and 7 Code C remote stands in the immediate terminal area.

The terminal combines both International and Domestic operations, employing an innovative set of “swing facilities” to optimize utilization of facilities across the 24-hour operational day. Sizeable secure-side retail and dining areas are provided for both Domestic and International depart- ing passengers, as well as CIP lounges and other state-of-the-art amenities. The project will also provide multi-story car parks, multiple curbs for different vehicle modes at both Departures and Arrivals, and provisions for future rail access.

SOM managed a team of specialty consultants for the design of the new terminal, while directly executing the planning, architecture, structure, mechanical, and plumbing design. The project is LEED Gold certified.

MINETA SAN JOSE INTERNATIONAL AIRPORT, NORTH CONCOURSE ADDITION, SAN JOSE, CA PROJECT COST $133 million

RELEVANT PROJECT FEATURES -- Construction -- Sustainable/ services enegy efficient features -- Staging/phasing -- Construction cost management

STATUS Complete (2008)

TEAM MEMBER(S) Clark

PROJECT DESCRIPTION Clark added nine new gates as part of the 380,000 SF North Concourse addition to Mineta San Jose International Airport. The concourse’s “paseo” interior reflects the local aesthetic with open spaces, airy walkways, and natural lighting. The new wing was constructed adjacent to active air operations without interrupting airport services and with zero lost-time incidents. The quarter-mile long “horizontal high rise” includes new dining and retail concessions, and features a “paseo” interior design reflecting the heritage of the region with open spaces, airy walkways, and natural lighting. The project entails very significant architecture with an intricate exterior enclosure and interior finishes requiring careful attention to details and close tolerances. Clark was also responsible for the expansion of the Central Utility Plant serving the Terminal A, FIS, North Concourse and the future replacement of the existing Terminal C. The North Concourse project also includes a new FIS connector with sterile corridor, enabling modifications to the existing FIS facility.

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LOCAL KNOWLEDGE AND EXPERIENCE Our Design-Build team members Clark/Weitz/ Clarkson and SOM are long-standing members of the local Kansas City fabric and are committed to the growth of the City and surrounding area.

These firms have worked on many of the City's most high-profile projects, including: KCI Intermodal, Lot E Charles B Wheeler Airport Taxiway Rehabilitation Red Bridge Road Improvements John Deere Kansas State Innovation Campus Bartle Hall Ballroom Expansion Kit Bond Bridge over the Missouri River KU Central District Development project Manchester Bridge Reconstruction on Interstate 70 The BMA Tower The Corporate Plaza Center Multiple projects for UMKC, including: -Student Success Center -Soccer Stadium -- Miller Nicholas Library Classroom Addition -Dental School Renovation With a main office just 20 miles from the airport, Clarkson has partnered with the City and airport on numerous other projects, including Clarkson's current work with a developer under contract with the Kansas City Aviation Department to expand the Intermodal Facility being constructed at the south end of the airport. The commitment of the Aviation Department to spur development and attract jobs is evident through this project and aligned with the vision for a new terminal to support that growth.

Clarkson's local City and KCI experience Clarkson has routinely held contracts and pursues work with both the City of Kansas City, Missouri and the Kansas City Aviation Department. Most recently, Clarkson completed a project for the Aviation Department to rehabilitate taxiways at the Charles B. Wheeler Airport in downtown Kansas City, Missouri. In addition to the work that Clarkson has completed through the years with the City and the Aviation Department, a sister company, Superior Bowen Asphalt Company, has completed many projects throughout the city including substantial work at the Kansas City International Airport.

Through this combined experience, Clarkson has the contacts and the knowledge to work with the City to streamline the process of plan approval and permitting.

Weitz has been a part of the Kansas City landscape for nearly 20 years and have completed more than 520 projects, including 90 in Kansas City. Weitz's clients Edgemoor Infrastructure & Real Estate | 29

include University of Missouri - Kansas City, Fort Leonard Wood, John Knox Village, Devry University and many others. Their commitment to the Kansas City area and extensive project experience have facilitated the development of strong relationships both in the local and subcontractor community.

SOM is proud to have contributed exemplary buildings that formed the business identity and forward-looking spirit of Kansas City. Two projects in particular stand out—the BMA Tower and the Plaza Corporate Center. The BMA Tower, now converted to condominiums, was a building that has stood the test of time. Its exterior frame was unusual at the time, but with the window wall set back six feet from the frame, the interiors were passively shaded and the building used less energy for heating and cooling than others of its time. This fact was stated in the application to the National Register of Historic Places, which also noted that this design feature allowed the windows to be cleaned more easily than a typical curtain wall. The Plaza Corporate Center has a similarly sculptural façade. Both buildings have been cited by the Kansas City Business Journal as examples of highly efficient commercial buildings that have enduring qualities of elegant simplicity.

For additional information on our Team's local experience and History in the Kansas City area, please refer to Section C—History in the Kansas City Market.

(2) experience in helping to secure environmental and construction permits, More than simply helping to secure environmental and construction permits, as a Developer the Edgemoor team is very experienced in taking full responsibility for obtaining the environmental and construction permits for their Public-PrivatePartnership development projects. A very recent example of Edgemoor and Clark's success with this responsibility is the $350 million Central

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District Development Project for the University of Kansas where the team had the role of obtaining all the permits for the development of the entire 65-acre site from the Kansas Department of Health and Environment, the State Fire Marshal’s Office, and the Kansas Office of Facilities and Property Management.

Another very local and relevant example of our Team’s experience with helping to secure environmental and construction permits is the vast experience that Clarkson has working with the City’s permitting office. As the region’s largest roadway and sitework developer, Clarkson has more experience with the process of obtaining environmental and sitework permits than any other firm in the area.

Meridiam’s role as the developer on the LaGuardia airport development project provides a very recent and relevant experience in the process of obtaining environmental and construction permits on a very large and complex aviation project, which is the first greenfield aviation project to be developed as a P3.

Clark and SOM also bring extensive aviation specific experience with obtaining environmental and construction permits for the many large terminal projects that each has been involved with. The most recent of which is the design-build teams experience working together in the effort of helping to obtain the permits for the $575 Million International Arrivals Facility at the Seattle-Tacoma International Airport.

With Edgemoor’s experience and willingness to take on the responsibility for obtaining permits; with Clarkson’s experience with sitework development and environment permits; and with Meridiam, SOM and Clarks’ experience with the FAA’s NEPA process for environmental permitting of aviation projects, our team provides an incredible level of experience with the permitting challenges that the project could encounter.

(3) experience in developing and delivering completed projects with design, build and financing responsibilities;

P3 PIONEERS Combined, Meridiam and Edgemoor have developed and financed more infrastructure P3s in the US than any other firm or team. We are pioneers in the development of public building or “social infrastructure” P3s, local knowledge and experience.

As leaders in the development, financing, and operations of public infrastructure, Edgemoor and Meridiam have the P3 experience necessary to ensure success for the Project. Edgemoor and Meridiam have successfully partnered with numerous other public agencies on their first P3 projects, earning their trust in the process, and will apply lessons learned on these projects to this Project.

Edgemoor and Meridiam will apply our problem solving capabilities and expertise gained through the delivery of over $42 billion of public infrastructure and similar developments to help arrive upon the best solution to realize the City's vision. Combined, Meridiam and Edgemoor have been awarded and secured committed financing for 18 infrastructure P3s in the U.S. A unique attribute of both Edgemoor and Meridiam is our focus on long-term facility operations (not airport operations), maintenance and capital replacement /refurbishment costs. While we understand that the Airport is not considering transferring these responsibilities to the private sector at this time, we will still approach the project as if we had that role.

What that means is that we will consider all design and construction decisions through the filter of “how does this impact facility operations/maintenance costs” with an eye towards driving the most efficient “whole of life costs” and not just the lowest first costs. Our decisions will drive down operating costs and reduce capital replacement costs as well.

LaGuardia Terminal B Redevelopment project Meridiam is a co-lead equity member and developer. for the LaGuardia Terminal B Redevelopment Project in Queens, NY— the first P3 airport project and largest greenfield transportation P3 project in the U.S. The LaGuardia Terminal B Redevelopment Project—a $4 billion P3 with the Port Authority of New York and New Jersey (PANYNJ) to design, build, finance, operate and maintain a new Central Terminal B at LaGuardia Airport in New York, as well as operate the existing terminal during construction. The PANYNJ had opted to pursue a P3 approach given the complexity of construction, staging and operations, and the inherent risks involved. The project is the first step towards achieving New York Governor Cuomo’s vision for transforming LaGuardia Airport into a world-class, unified airport. The project is designed and being built to LEED Gold Certification.

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If the City chooses to partner with Edgemoor and Meridiam, the City can feel confident that the Project will reach a timely financial close, after which it will be designed and built on schedule, on budget, and to the highest quality standards.

Edgemoor has developed, or has under development more than $2 billion worth of infrastructure and public buildings. We pride ourselves on creating open and flexible solutions tailored to meet the specific objectives of our public sector partners. Experience has taught us that each project and client is different and we offer solutions that work best for the given situation, rather than using a “one size fits all” approach.

Long Beach Courthouse Edgemoor and Meridiam completed the construction and commissioning for operations of the 545,000 SF, stateof-the-art Long Beach Courthouse.

Constructed by Clark and delivered 11 days ahead of schedule, this courthouse is the first performance-based availability P3 social infrastructure project to reach financial close in the U.S. The project is currently in its 4th year of operations and has achieved 100% availability and near perfect KPI statistics. The facility has transformed the way justice services are being delivered to the citizens of Long Beach, has dramatically enhanced the operational efficiencies for the client, the Administration Office of the Courts of California and has improved the security for judges, staff, and the general public.

The project also includes the renovation and operation of a car parking facility and the provision and management of retail space within the court building.

This includes exploring all project delivery structures and allocating risks to the parties best equipped to manage them. As the Team moves forward in partnership with the City to refine Project requirements, the optimal transaction and financial structure elements will be ascertained. All program and design decisions will be made recognizing the overall impact on the City’s economics and financial goals.

These components play a critical role in selecting a financial and ownership model that can achieve the following goals and objectives for the City: Develop a project and financing plan that meets the long-term budget goals for the City Transfer of construction cost and schedule risks from the City to a third party Limit balance sheet and credit implications Achieve the lowest cost of capital possible Minimize the impact on City taxpayers Meridiam will promote a hands-on approach with a strong focus on technical, environmental, and social aspects as well as an active engagement with project stakeholders and all team members to achieve the goals set forth by the City. Meridiam will deliver an innovative, sustainable, and environmentally responsible aviation project that will enhance the Kansas City community and benefit local and visiting travelers.

With 13 P3 projects under development or in operation in North America, Meridiam has provided similar

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co-developer services for numerous clients around the globe. Seven of these projects have reached an operational phase, including the $2.6 billion IH-635 - LBJ Freeway P3 in Texas, a project that was opened to the public three months ahead of schedule.

In another landmark project, Meridiam’s team delivered the North Tarrant Expressway, the first design-buildfinance-operate-maintain managed lanes project in Texas. The project, a 13.3-mile reconstruction of the existing I-820/SH-183 corridor between Dallas and Fort Worth, was opened in October 2014, nine months ahead of schedule. After almost three years of operations, the project doubled the capacity along this heavily congested corridor.

As a significant equity member in all of their projects, Meridiam is able to provide flexible long-term financial solutions that take into account not only up-front construction costs but also the entire lifecycle of the project. Both Edgemoor and Meridiam are backed by organizations or limited partners that have a history dating back over 110 years, providing further assurance in the strength and stability of our [Team].

If required, Edgemoor and Meridiam also offer a comprehensive range of facility/asset management services to assist clients during both the critical startup years of their facility and throughout its useful life.

We believe that a combined Edgemoor and Meridiam team provides the best value to the City for this largescale, complex project. As one team, we can provide the City with lower construction costs, more efficient long-term operations, and creative financing solutions.

EDGEMOOR' AND MERIDIAM'S RELEVANT P3 PROJECTS Edgemoor and Meridiam's previous P3 experience is included on the following pages. Our key team member’s individual P3 experience, as well as other relevant experience, also is included in our lead personnel resumes, located in Appendix B.

KU Central District Development project The University of Kansas (KU) Central District is the first Master Development P3 Project delivered on a higher education campus and completely completely reimagines the Central District of the campus, representing more than 900,000 SF of new development across approximately 55 acres of land.

Edgemoor was selected as the Master Developer and is responsible for delivering the new infrastructure within a 2.5-year program under a fixed price, date-certain contract, with all delivery risks transferred to the private sector.

Given the scale of the project, Edgemoor is working with two Design-Builders, one focused on the academic/infrastructure project elements (Clark), and the other on the student housing/dining project elements. Edgemoor is responsible for all delivery components, including the coordination of the work of the two construction firms.

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LAGUARDIA TERMINAL B REDEVELOPMENT, QUEENS, NEW YORK STRUCTURE Design-Build-Finance-OperateMaintain (DBFOM) PROJECT COST $4 billion

North American Airport Deal of the Year (2016) – IJ Global Americas Transportation Deal of the Year (2016) - PFI

STATUS Under construction TEAM MEMBER(S Meridiam

PROJECT DESCRIPTION At approximately $4 billion, LaGuardia’s project financing is North American’s largest, leading Meridiam to structure financing with multiple funding types. The 34-year LaGuardia project will create a new terminal that is designed to accommodate 17.5 million passengers. It includes an extensive capital program to create a new, 1.3 million SF, 35-gate terminal building and associated infrastructure while the terminal remains fully operational. The result will be a state-of-the-art terminal facility.

The PANYNJ had opted to pursue a P3 approach given the complexity of construction, staging and operations, and the inherent risks involved. The project is the first step towards achieving New York Governor Cuomo’s vision for transforming LaGuardia Airport into a world-class, unified airport. The project is designed and being built to LEED Gold Certification.

LONG BEACH CIVIC CENTER, LONG BEACH, CA STRUCTURE Design-Build-Finance-OperateMaintain (DBFOM) PROJECT COST $475 million

2016 P3 Awards - Won Gold for Best Social Infrastructure Project 2016 P3 Awards - Grand Prix Award

STATUS Under construction TEAM MEMBER(S) Edgemoor, SOM, Clark

PROJECT DESCRIPTION Edgemoor is the co-developer (including design-build management, entitlement coordination, stakeholder/community engagement, financing, and operations), Clark is the design-builder and SOM is the architect-of-record for this project that revitalizes 15 acres of downtown Long Beach by creating a new, vibrant mixed-use district that includes a 270,000 SF City Hall, 93,500 SF Main Library, 232,000 SF Port Headquarters, the reactivation of historic Lincoln Park as well as a parking garage. The project is designed and being built to achieve LEED Gold Certification.

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LONG BEACH COURTHOUSE, LONG BEACH, CA STRUCTURE Design-Build-Finance-OperateMaintain (DBFOM) PROJECT COST $490 million

ENR Best Regional Projects of 2014 Award - Civic 2014 DBIA WPR Regional Design Build Award 2014 DBIA National Design Build Award 2014 ULI Global Awards for Excellence

STATUS In operations TEAM MEMBER(S) Meridiam, Edgemoor, Clark,

PROJECT DESCRIPTION Delivered through a unique P3 agreement, the Governor George Deukmejian Courthouse (Long Beach Courthouse) is the first social infrastructure project in the United States procured under the principles of Performance-Based Infrastructure (PBI) contracting.

Edgemoor served as co-developer and provided real estate development services—Meridiam served as co-developer, equity investor, and financial arranger. Both Edgemoor and Meridiam provided guidance to the design-builder, Clark Construction and supervise the facility management services.

The project includes a 545,000 SF court building housing 31 courtrooms, administrations offices, LA County lease space and retail space. The team also renovated and expanded an existing 399,000 SF parking structure. Edgemoor provided real estate development services and guidance to the design-builder, Clark.

MADAGASCAR AIRPORTS (IVATO AND FASCÈNE AIRPORTS) STRUCTURE Design-Build-Finance-OperateMaintain (DBFOM) PROJECT COST €219 million

STATUS Under construction TEAM MEMBER(S) Meridiam

PROJECT DESCRIPTION The Madagascar Airports project involves the design, construction, financing, operations, and maintenance of the Ivato and Fascène airports in the island of Madagascar. The project’s financing risk led to the adaptation of a phased construction approach whereby the initial investment will be optimized to the extent possible to seek alignment with traffic growth. The construction is expected to last 32 months followed by four months of operational readiness and airport transfer while the operation period will cover the entire 28-year concession period. The initial phase includes (i) work at Ivato in preparation of apron expansion as well as establishment of a dedicated process path in the existing terminal for arriving/departing delegations; (ii) construction of a new international passenger terminal and refurbishment and upgrading of existing facilities; (iii) renovation of the runway and tarmac at Ivato and (iv) renovation of the runway and limited expansion of the current passenger terminal. The completion of subsequent phases will only occur when traffic attains predefined passengers and air transport movements.

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UNIVERSITY OF KANSAS CENTRAL DISTRICT DEVELOPMENT, LAWRENCE, KS STRUCTURE Design-Build-Finance-OperateMaintain (DBFOM) PROJECT COST $350 million

Nominated for the 2016 P3 Awards - Best Social Infrastructure Project

STATUS Under construction TEAM MEMBER(S) Edgemoor, Clark

PROJECT DESCRIPTION Edgemoor is the master developer of 55 acres on campus referred to as the Central District. Edgemoor will master plan the project and then develop, finance, build, and operate 285,000 SF of academic science facilities, a 26,500 SF student union, 1,200 beds for student housing, 2,000 parking spaces, a Central Utility Plant, and all necessary infrastructure to support the project.

UNIVERSITY OF CALIFORNIA - SAN FRANCISCO (UCSF), SANDLER NEUROSCIENCES CENTER, SAN FRANCISCO, CA STRUCTURE Design-Build-FinanceOperate-Maintain (DBFOM) PROJECT COST $200 million

Winner of the San Francisco Business Times, San Francisco Best Real Estate Deal, 2013 Winner of the DBIA Western Pacific Region - Excellence Award, Science Lab Project

STATUS In operation TEAM MEMBER(S) Edgemoor & Clark

PROJECT DESCRIPTION Edgemoor served as the developer for this 237,000 SF Neurosciences Center while coordinating closely with the end users. Edgemoor arranged pre-development financing to cover the costs of design and engineering, allowing the project to proceed prior to State approved permanent financing, accelerating the project by one year. It received permanent funding through a lease-leaseback structure involving UCSF, Edgemoor/McCarthy Cook, and a new 501(c)(3) corp.

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GEORGE MASON UNIVERSITY (GMU), LONG AND KIMMY NGUYEN ENGINEERING BUILDING, FAIRFAX, VA STRUCTURE Turnkey Design-Build (TDB)

STATUS Completed July 2009

PROJECT COST $61 million

TEAM MEMBER(S) Edgemoor & Clark

PROJECT DESCRIPTION Edgemoor served as the prime turnkey developer for the first university project delivered under the Public-Private Educational Facilities Infrastructure Act (PPEA) legislation in Virginia. The building contains 80,000 SF of academic space, 80,000 SF of research space, and 20,000 SF of private leased space. GMU offered discounted rental rates to attract the right private tenants and achieve its goals of creating collaboration opportunities and gaining IP rights.

NTE EXPRESS PROJECT, DALLAS, TX STRUCTURE Design-Build-Finance-OperateMaintain (DBFOM) PROJECT COST $6.3 billion

STATUS In operations TEAM MEMBER(S) Meridiam

PROJECT DESCRIPTION Meridiam co-developed the NTE Express Project and is an equity shareholder in the project company, which selfperforms the operations and maintenance activities and is responsible for operating the toll lanes and managing the traffic flow in the managed lanes through dynamic tolling systems. The project rebuilt one of the busiest and most congested highways in North Texas, currently with an average daily traffic of over 250,000. The work was completed ahead of schedule (first two segments of the project were opened to traffic nine months ahead of schedule) and within the same footprint of the existing corridor in order to meet the goal “no higher, no wider” as insisted by the adjacent stakeholders and community. Meridiam has established a permanent community relations outreach program. The community relations outreach program includes presentations to local chambers of commerce and professional societies. In addition, information is provided to the general public through the use of web based tools and a permanent store front.

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(4) experience demonstrating the proposer's familiarity with the types of financing structures and instruments potentially available and proposer's specific ability to structure, negotiate and successfully close financing for comparable infrastructure projects.

the Port of Long Beach at completion with permanent financing.

KU Central District Development— financed with 100% tax-exempt debt via a newly formed non-profit corporation that we stood up to be financing intermediary.

Edgemoor and Meridiam have joined together and assembled a Team of world-class firms selected for their ability to finance, develop, design, construct, and manage an outstanding airport terminal.

The Team includes professionals with extensive experience and capability in the development of P3 projects, having collectively reached financial close on more than $10 billion P3 projects.

In 2016 alone, Edgemoor closed the $513 million Long Beach Civic Center P3 and the $383 million University of Kansas Central District Development P3, and Meridiam closed the $4 billion LaGuardia Central Terminal Redevelopment, the first greenfield airport P3 in the U.S., and the $2.1 billion Purple Line LRT project. Overviews of each partners experience and familiarity with various financing tools is described below.

Edgemoor is flexible as to the ultimate transaction structure and financing solution for the new Terminal for Kansas City. We do not believe in a one-size fits all approach, recognizing that each client and project is unique. Our ultimate goal is to provide the City with a cost-effective solution that can be executed in the marketplace quickly, and allows the citizens of Kansas City, airlines, business travelers. and airport employees to receive the benefits of a new Terminal as soon as possible.

Edgemoor is a leading developer and financier of public buildings and infrastructure. To date, we have closed financing on approximately $2 billion worth of projects, across multiple sectors and financial structures. In prior projects, we have evaluated solutions that ranged from 100% debt to 100% equity, and everywhere in between. A few project examples include: Long Beach Courthouse—executed and closed with Meridiam, included an equity investment and mini-perm debt facility with multiple commercial banks. The mini-perm was refinanced after construction was completed.

Long Beach Civic Center—included multiple structures within a single project— buildings for the City of Long Beach were financed via an equity investment and private placement of long-term debt; the new Port of Long Beach headquarters building was financed via a short-term construction loan that will be taken out by

38 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

Edgemoor understands the complex variables associated with choosing the most appropriate financing mechanism. These may include limitations imposed by virtue of existing debt facilities, future financing requirements, and issues around the degree of control desired by the City for the Project.

In determining the optimal financing solution for the City, we will analyze and balance the following key components of the Project: Timing of needs and financing term Leverage (debt/equity) Transaction costs and financing rates (equity and debt) Balance sheet (on/off) and credit (on/off) implications Ownership and control Availability of City resources Project capital budget (development, design, construction) Performance obligations and risk allocation Anticipated contribution by any revenue generating assets Payback mechanisms and their associated creditworthiness Feasibility of execution—the deliverability of the financing solution

Meridiam is a leading equity investor, developer, manager and long-term partner backed by U.S. institutional investors including California State Teachers Retirement System, and Maine Public Employees Retirement System. Meridiam specializes in developing and investing in design, build, finance and maintain public private partnership projects in North America, Africa and Europe.

Meridiam is one of the first investment groups to go to market with a 25-year investment horizon —exemplifying the fund’s long term commitment.

This long-term view ensures an alignment of interest on P3 projects with Meridiam earning a return on up front equity investments over the life of the concession at risk to the performance of the project. Meridiam provides considerable expertise in financing projects and work as an active shareholder throughout the life of the project.

With committed funds under management of approximately $5.7 billion, and involved in the capital construction of assets totaling in excess of $40 billion, Meridiam has a distinct position in the infrastructure development industry. Meridiam believes that having a long-term focus as well as stable long-term partnerships with the public sector, are critical to providing high-quality public infrastructure. Meridiam has successfully closed or been named preferred bidder on 53 projects across North America, Africa and Europe in the transportation and social infrastructure sectors.

Within North America, Meridiam has closed twelve projects with total estimated financed costs of +$15 billion. Private financing for these projects has amounted to $13.6 billion, including +$500 million of equity provided pr committed by Meridiam.

Meridiam North America Projects:

Bonds: $5 billion Other debt: $2.2 billion As a leading investor, Meridiam approaches each project with an unbiased view on the ultimate financing solution to be implemented, and will analyze every option until a clear financing solution emerges. On Port of Miami Tunnel, a project that was awarded just before the financial crisis of 2008/9, Meridiam, regardless of the challenging capital market, was able to successfully reach financial close using TIFIA loans and commercial debt utilizing its global relationships with banks to commit a 10bank club deal.

In a complicated financial market with few longterm financing options, the project was funded by $342 million in commercial bank loans, $341 million subordinated long-term TIFIA loan, $40 million capitalized TIFIA interest, $80 million of equity funds, and $100 million in FDOT construction milestone payments. Despite TIFIA not being initially identified as a source of long-term financing in the winning bidder’s financial plan, Meridiam successfully searched for this cost efficient debt opportunity.

This was Florida’s first P3, similar to this Project, for the State of Missouri, and the first true availability payment P3 in the United States. Meridiam worked closely with a multitude of public sector partners (FDOT, City of Miami, Miami-Dade County) to bring this market “first” to a successful close, and is currently delivering on all of the requirements of the contract and exceeding expectations.

Meridiam’s North America Fund II (MINA II) has achieved financial close on 11 assets to date, and has ample resources of approximately $188 million available to fund Meridiam’s equity requirements on the Project.

Equity: +$2 billion (including Meridiam partners) TIFIA Loans: $3.5 billion Private Activity Bonds: $398 million Green Bonds: $367 million

Edgemoor Infrastructure & Real Estate | 39

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SECTION A4 LEAD PERSONNEL Lead Personnel: Identify specific individuals and their anticipated roles and responsibilities for the (1) project executive (2) project director (3) lead contractor (4) lead design team(s) (5) other lead personnel.

Include resumes of each as an Appendix B, including relevant project experience, name of the airport, dates of work performed, and description of the work or services performed.

KEY TEAM PERSONNEL The Edgemoor Team includes a variety of individuals who are well known and respected throughout the industry by their clients, colleagues, design/ engineering peers, and subcontractor partners as specialists, experts and authorities in their chosen professions.

Individuals who offer the proper combination of managerial and technical expertise, education and training, and real-life experience performing similar projects. Individuals who, put simply, will serve as the City and airports greatest predictor of success.

On the following pages, you will find brief key team bios as well as an organization chart illustrating the depth of our Project Team and

the lines of reporting, communication, and interaction. Based on past experience with largescale project, we have chosen to divide the KCI Airport Project into manageable segments—supported by four project delivery teams that will focus on specific work segments (Terminal, Parking Garage, Landside Civil, Airside Civil). This will allow the Project to be effectively managed by dedicated teams focused on delivering each Segment.

In Appendix B are lead personnel resumes for the: Project Executive Project Director Lead Contractor Lead Design Team Other lead personnel (as identified on the organization chart and bios on the following pages)

Edgemoor Infrastructure & Real Estate | 41

One Team Together, our key project leadership will represent the Edgemoor Team—as an extension of the City's staff—to flawlessly deliver the KCI Airport project while meeting, and in many cases exceeding, your goals and expectations. That is our commitment to the Airport, City, and its many citizens, employees, and airport visitors.

GEOFF STRICKER

DAN MOYLAN

Geoff will provide executive level oversight for the planning and execution of the entire KCI Airport Project. Geoff will use his extensive experience in a similar role on other large-scale P3s to ensure timely and costly delivery of this unique and complex Project.

Dan will serve as the on-site, day-to-day point of contact for the Airport. Throughout the life of the Project, he will provide overall management direction for the project along with Clark/Weitz/ Clarkson and SOM management.

LOU PALANDRANI

DEREK MOORE

Using his extensive airport experience, Lou will provide leadership and maintain responsibility of the overall performance of the design-build team. Lou is a design-build expert who is currently partnering with SOM on the Sea-Tac IAF progressive designbuild project.

Derek specializes in the strategic planning, architectural layout, and design of major international terminals. As Lead Design Team, he will partner with Lou Palandrani to lead all phases of planning, design and construction administration, and will ensure that the KCI airport remains operational throughout phased construction.

Project Executive

Lead Contractor

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Project Director

Lead Design Team

FRANCISCO MIRA

CHRIS DESKO

Francisco brings more than 10 years of financial and technical experience in the infrastructure space to this Project and in the Finance Manager role, he will provide management and oversight of the KCI Airport Project’s financial condition and its financing arrangements.

As Project Manager, Chris has delivered more than $727 million of aviation work and has extensive experience managing on-site operations for similar projects, many of which include planning construction operations that minimize interruptions to both regular facility operations and the traveling public.

SCOTT DUNCAN

JIM ELDRIDGE

Scott’s brings to this Project the ability to manage large, technically complex airport projects with critical construction, phasing, and operational requirements while fostering a high level of teamwork coupled with effective communications skills.

With more than 40 years of experience, Jim has demonstrated experience with large-scale, technically complex airport expansion projects.

He will apply his planning, logistics, and phasing experience in the field to support the planning, scheduling, and constructability services in his role

WES STITH

DONALD GIBSON

Wes will ensure that the goals of KCI’s M/WBE plans are achieved. Wes will develop bid packages specific for small businesses, coordinate opportunity fairs, small business workshops and seminars and is committed to working cooperatively with M/WBE firms to provide meaningful roles on this Project.

Donald will serve as the critical link between the design and construction teams. With more than 16 years of experience, Donald possesses the professional and personal ability to solicit input from various stakeholders, listen fully and actively, and then convert that information into actionable direction.

Finance Manager

Design Project Manager

Small Business Director

Prime Contractor's Project Manager

Construction Superintendent

Design-Build Integration Manager

Edgemoor Infrastructure & Real Estate | 43

BARRY DEPAUW

GUNNAR HAND

Barry’s +45 years of experience on large-scale projects enables him to work with the Design-Build team during this Project’s earliest stages to maximize constructability, evaluate building materials and systems, value engineer early designs, integrate sustainable elements, and provide an accurate budget and schedule.

As a homegrown local, Gunnar has spent most of his life in the Kansas City area. His local experience in combination with his extensive planning and design experience will ensure that the KCI Airport Project meets local and international airport planning standards.

KEVIN PETERS

JON SLOS

Kevin will supervise Design Quality technical services during the schematic design, design development, and contract document phases. His experience includes the design and construction of complex educational, cultural, office, and numerous large-scale airport facilities.

As Construction QC System Manager, Jon will participate in design review, work with the J-V partners Clark and Clarkson to write and implement the QC/QA plan, and will be actively involved in on-site quality control, mock-ups, punch list, and warranty inspections.

Preconstruction Director

Planner

Design Quality Manager

Construction QC System Manager

DJ VAN ETTEN

JEFF GAMBLE

JONTELL JONES

As Airport Operations Liaison, DJ is responsible for ensuring Project success, starting with precon services through on-site construction operations. Other responsibilities include scheduling, subcontractor awards, quality, cost controls and safety.

Jeff has +25 years of experience and a proven track record of effective risk management in large-scale jobs and will provide safety management and compliance review for the entire KCI Airport Project.

Jontell has 13 years of local construction experience and will provide project controls management for the entire KCI Airport Project.

Airport Operations Liaison

Safety Director

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Project Controls Manager

KCI

KEY Lead Personnel

KCI AIRPORT ORGANIZATIONAL CHART

Other Key Personnel

DESIGN-BUILD LEADERSHIP

DEVELOPER LEADERSHIP

Geoff Stricker Project Executive Edgemoor

Dan Moylan

Francisco Mira

Project Director Edgemoor

Finance Manager Meridiam

Derek Moore

Lou Palandrani

Lead Design Team SOM

Lead Contractor Clark

Scott Duncan

Donald Gibson

Chris Desko

Jim Eldridge

Design Project Manager SOM

Design-Build Integration Manager Clark

Prime Contractor’s Project Manager Clark

Construction Superintendent Clark

Lead Mechanical Engineer

Planner SOM

Terminal

Design-Build Manager

Lead Electrical Engineer

Kevin Peters

Parking Garage

Gunnar Hand

Design-Build Manager

Structural Engineer Geotechnical Engineer Security Designer

Airport Interior Designer

DJ Van Etten

Construction QC System Manager Weitz

Airport Operations Liaison Weitz

Onsite QC Specialist

Site Security Officer

Commissioning Agent (CxA)

Security Staff

Independent Testing + Inspection Firm(s) Project Managers

Superintendents

Wes Stith Stith Wes

Airside Civil

Civil Engineer

Superintendents

Design-Build Manager

Project Managers

Superintendents

Landside Civil

Fire Protection Engineer

Design Quality Manager SOM

Project Managers

Jon Sloss

Design-Build Manager

Project Managers

Superintendents

FF&E Procurement

Barry Barry DePauw DePauw

Preconstruction PreconstructionDirector Director Clark Clark

SmallBusiness BusinessDirector Director Small Clark Clark Small Business Coordinator Community Outreach Coordinator

Jontell Jones Project Controls Manager Clarkson

Jeff Gamble Safety Manager Clarkson Site Safety and Health Officer (SSHO) Onsite Safety Specialist Construction Health and Safety Technician (CHST)

BIM/VDC Manager

Lead Scheduler/Integrated Master Schedule

Purchasing Manager

Document Control Manager

Cost Engineer

Business Manager

Project Engineer

Assistant Business Manager

Estimator(s)

Field Office Manager

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Proposer’s Equity Membership Interests, Lead Designer(s) Evidence of Experience, Lead Contractor(s) Bonding Ability

SECTION B

B

SECTION B

SECTION A

SECTION B PROPOSER'S EQUITY MEMBERSHIP INTERESTS, LEAD DESIGNER(S) EVIDENCE OF EXPERIENCE, LEAD CONTRACTOR(S) BONDING ABILITY (1) equity membership interests and any parent entities of such members, including evidence demonstrating the existence of existing and/or committed capital capacity for the Project, consistent with the likely equity investment and membership's responsibility to provide the stated equity share percentage plus capacity for any guarantees likely required of project lenders;

Meridiam and Edgemoor will be co-developers and coequity investors in the project, with Meridiam being the majority equity investor. Information regarding potential splits of equity will be contained in our confidential financial proposal submitted on August 10th.

Meridiam has the capacity to invest into the project company through a special purpose investment vehicle, to be formed, (the Equity Member). The Equity Member will be 100% owned by MNII Fund. MNII Fund is a private equity fund that achieved final close in September 2012 with formal investor commitments totaling over $800 million.

MINA II GP, LLC serves as MNII Fund’s general partner, providing oversight and direction, while all fund management duties and investment decisions are the responsibility of the investment adviser, Meridiam Infrastructure North America Corporation (“MINA Corp”).

Based on the estimated total equity required for the Project and the amount of MNII Fund’s estimated equity contribution to the Project’s total equity, it is well within the acceptable constrains of equity commitments that

MNII Fund could make for a single project. In addition, MNII Fund is capable of committing up to 100% of the equity required for the Project, if needed.

As of July 27, 2017, MNII Fund has more than enough equity commitments remaining available to fund Meridiam’s equity contribution for the Project, and the entire equity amount if needed.

Edgemoor plans to fund its equity requirements using internal capital from our parent company Clark Construction. Having delivered approximately $2 billion of P3 projects across the U.S., Edgemoor and Clark are very familiar and have met the stringent security package requirements put forward by equity investors and the lending community in order to have an investment grade, “bankable deal.” We are prepared to meet elements included in comparable transactions including, but not limited to (a) liquid security, (b) letters of credit, (c) retainage, (d) Sub-contract default insurance, (e) parental guarantees and/or, (f) payment and performance bonds.

Edgemoor Infrastructure & Real Estate | 47

2) lead designer(s) along with evidence of experience in airport terminal design-build undertaking with a capital cost in excess of $400 million;

Airports are among the most significant public building types of the modern age. Gateways to nations, regions and cities, airports play an important role in shaping the global image of a place. They are also major economic centers and generators of wealth.

As facilitators of trade and tourism, airports are key to economic development and to connecting people.

Environmentally responsible and innovative design The New Integrated Terminal in Mumbai has been certified LEED Gold by the Indian Green Building Council. This is the result of a range of measures integrated into the architectural fabric of the building as well as provided by the building systems and services. Reduction of electrical load has been accomplished through the building services controls, BMS, and the specification of energysaving equipment.

However, one of the greatest electrical load reductions has been achieved through the daylighting strategy. Another aspect of environmentally responsible design was the inclusion of a large water cistern beneath the terminal to harvest rain water from the tremendous extent of the high roof. This supported a system to recycle gray water, including condensate from the air handling units, to be used for toilet flushing. The cistern also mitigated the storm water run-off during monsoon season.

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As an internationally recognized design firm, lead designer SOM will work with KCI to create a terminal that is both an economic engine and a landmark gateway to Kansas City. With more than seven decades of experience in leading the evolution of aviation facilities constituting over $24 billion worth of construction, SOM has worked on numerous airport terminal projects around the globe.

As lead designer, SOM has worked on numerous airport terminal design-build projects around the world with capital costs in excess of $400 million, including the Sea-Tac International Arrivals Facility (IAF) project currently underway with Clark (as detailed on page 49).

The map on the following page showcases SOM airport terminal design-build experience around the world, with  indicating design-build projects with capital costs exceeding $400 million.

Additional aviation experience (for both design and construction) is located in Section A3.

SOM's aviation design experience DUB SEA SFO

YYZ BOS JFK/EWR IAD TLV

HKG

BOM

MNL SIN

AIRPORT PROJECTS

 BOS

TERMINAL E PROJECT $191,000,000

EWR

NEWARK CONTINENTAL AIRLINES GLOBAL GATEWAY PROJECT $750,000,000

TLV

BEN GURION INTERNATIONAL AIRPORT $110,000,000

DUB

DUBLIN AIRPORT PIER D $148,000,000

SIN



CHANGI INTERNATIONAL AIRPORT, TERMINAL 3 $700,000,000

HKG

HONG KONG INTERNATIONAL TERMINAL 2 AND SKYPLAZA $260,000,000

SEA

SFO

SAN FRANCISCO INTERNATIONAL TERMINAL $840,000,000

MNL



SEATTLE -TACOMA INTERNATIONAL AIRPORT’S INTERNATIONAL ARRIVALS FACILITY $460,000,000

CHHATRAPATI SHIVAJI ATERMINAL 2

JFK

TERMINAL 4 $1,252,475,000

JFK

JFK INTERNATIONAL AIRPORT, TERMINAL 4, DELTA AIRLINES EXPANSION $1,200,000,000

BOM

CHHATRAPATI SHIVAJI INTERNATIONAL AIRPORT, TERMINAL 2 $1,395,000,000

YYZ

TORONTO PEARSON INTERNATIONAL AIRPORT, TERMINAL 1 2,205,000,000 CAD

IAD

DULLES MAIN TERMINAL RENOVATION AND EXPANSION $775,000,000

NINOY AQUINO INTERNATIONAL AIRPORT $320,000,000

Edgemoor Infrastructure & Real Estate | 49

A CLOSER LOOK at Clark/SOM's +$500M Progressive Design-Build at Sea-Tac International Airport—the International Arrivals Facility Project

The design of the facility will increase from 12 to 20 the number of gates capable of serving international wide-body aircraft, as well as the number of Passport Check booths and kiosks, from 30 to 80. It will extend the size and number of baggage claim carousels from four to seven and create a single-bag claim process.

It will also form direct access to ground transportation and further minimize passenger connection times from 90 to 75 minutes.

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LESSONS LEARNED:

A blended design and construction team facilitates a fast-track construction process.

The format and schedule of “progressive design-build” has allowed the Port of Seattle to have a much greater involvement, longer into the design process than standard design-build. This has been positive in that it has allowed the Port to achieve a more bespoke solution and to add some significant elements to the project once the issues had been thoroughly understood.

Allows the prime construction contractor’s cost estimating team and project managers to work directly with the design team at the outset of design and as it evolves.

Integrating the design process with the construction schedule enabled early engagement of Port stakeholders, allowing them to better prepare for operational impacts and to better maintain safety and security.

Clark is the lead contractor and SOM is the lead designer for the Port of Seattle’s new, expanded International Arrivals Facility (IAF) at Seattle-Tacoma International Airport (Sea-Tac). The facility will double the airport’s capacity to handle the increasing number of international flights and destinations over the next 25 years, enhance the international passenger experience, and position the Puget Sound region as a leading tourism and business gateway for the traveling public.

The new IAF is a multi-level, 490,000 SF facility located east of Sea-Tac’s current Concourse A. It features an iconic pedestrian walkway—the uppermost portion spanning 770 feet—that connects international arrivals from the south satellite terminal, across the top of Concourse A, to the new space.

The efficiency and design of this secure international corridor will allow the airport to serve an increased number of international flights and passengers each day—capacity is expected to increase to 2,600 people per hour.

BENEFITS OF DESIGN-BUILD:

Collaboration with the prime construction contractor and trade subcontractors in many cases produces more cost-effective design solutions than may have been otherwise achieved without sacrificing the design intent.

Single entity responsible for design and construction.

PROJECT FAST FACTS Construction Value: $501 million Area: 494,839 SF Site Area: 220,000 SF Delivery Method: Progressive Design-Build LEED: Designed to achieve LEED Silver Version 4 certification Status: September 2016; the project is expected to be completed in 2019

Direct management of the design team by the prime construction contractor provided a filter between the design team and the owner that at times may not have been beneficial Sufficient contingency should be built into early cost estimates to account for design evolution and unforeseen market conditions More rigor in the implementation and management of communications plan and collaboration tools could result in more efficient time management and effective resolution of design issues

(3) lead contractor(s), along with evidence and references regarding capability of obtaining a performance and payment bond in an amount of at least $500 million; and, an acknowledgment that such key parties shall not be substituted, added or removed, during the RFQ/P submission, selection and, if selected, contracting period, without written consent of the City. Include an organizational chart of team members and/or an organizational chart of involved firms.

LEAD CONTRACTOR BONDING CAPACITY EVIDENCE AND REFERENCES Lead contractor Clark/Weitz/Clarkson, a Joint-Venture has the financial capacity to obtain a performance and payment bond well over $500 million.

CLARK Clark is a 111-year-old privately-held corporation with an annual volume around $4 billion, a bonding capacity of more than $500 million per project, and a total bonding capacity in excess of $5 billion that can be increased on a per project basis.

WEITZ Founded in 1855, Weitz is the oldest commercial general contractor founded west of the Mississippi River and annually ranks in the top tier in the Engineering News-Record magazine’s list of Top 400 Contractors. Weitz's financial strength and management capabilities have qualified them to bond any project they have chosen to undertake.

Weitz has received approval on bonds for individual projects in excess of $230 million with a total bonding capacity of $1 billion. Weitz annual revenues that have exceeded $1.4 billion.

CLARKSON Clarkson Construction Company is a sixth generation family-owned business and a valued client of Assured SRA. Bonds for Clarkson Construction Company projects are handled for surety purposes

by Travelers Casualty and Surety Company of America. Travelers Casualty and Surety Company of America has confirmed their support of routine

bid requests on single jobs in the $100,000,000 range and aggregate in the $200,000,000 range.

As evidenced in Team's project experience in Sections A3, B2, and C, Clark/Weitz/Clarkson have worked on numerous large-scale projects with construction costs exceeding $500 million and will bring that same financial stability to this Project.

Together as one joint-venture, Clark/Weitz/Clarkson is financially stable and has the capacity to perform its anticipated the obligations required by the RFQ-P. To provide further evidence and serve as a reference for our lead contractor's bonding capacity, on the following pages we have provided a letter from Clark's surety company, Travelers, attesting to Clark/Weitz/Clarkson's ability to bond an amount of at least $500 million. We also acknowledge that the key parties that constitute Lead Contractor Clark/ Weitz/Clarkson shall not be substituted, added or removed, during the RFQ/P submission, selection and, if selected, contracting period, without written consent of the City.

ORGANIZATIONAL CHARTS An organization chart of firms showing members and hierarchy is located on page 15.

A more detailed team organization chart identifying lead personnel and their responsibilities can be found on page 45.

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History in Kansas City Market

SECTION C

C

SECTION C

SECTION A

SECTION C1 PRIOR RELEVANT WORK FOR THE CITY AND/OR KCI C1. Describe your history with projects in the Kansas City market including: (1) Any prior relevant work that you have performed for the City and/or KCI;

WE KNOW KANSAS CITY The Edgemoor Team provides Kansas City a team that has proven results from start to finish implementing the P3 delivery method, coupled with the experience delivering world-class facilities that a transportation hub like Kansas City deserves. Our entire Team has a vested interest in the success of this Project—for Clarkson and Weitz, Kansas City is where they live, work, and play—for SOM Planner Gunnar Hand, this is his hometown, and many of our Team members will continue to use the Airport on a regular basis.

Local partner Clarkson began defining the landscape of Kansas City over 137 years ago using mule teams to grade roads for the growing city. Clarkson’s early

days of road grading and digging basements for area residents evolved into more notable projects.

Projects including construction of the infrastructure for the original KCI airport, moving over 4.7 million cubic yards of earth and placing over 200,000 square yards of concrete pavement for roads, taxiways and runways between 1968 and 1971, to current accomplishments including the Kit Bond Bridge, an iconic gateway into Kansas City. The culture of Clarkson is intertwined with that of Kansas City.

Weitz has been a part of the Kansas City landscape for nearly 20 years and has completed more than 520 projects, including 90 in Kansas City. Weitz's clients include University of Missouri - Kansas City, Fort Leonard Wood, John Knox Village, Devry University

$4.5B $628M +1,500 OF LOCAL KANSAS CITY AREA WORK

LOCAL DESIGN-BUILD PROJECTS

COMBINED PROJECTS IN THE KANSAS CITY AREA

Edgemoor Infrastructure & Real Estate | 63

an understanding of how to work with the City, local organizations, labor, subcontractors, suppliers and its citizens to deliver not only a successful campaign for the new terminal in November but ultimately a terminal that will be a true representation of Kansas City and its values.

The success of the Project depends upon a team with the national and global experience to bring a project to Kansas City that will provide an unparalleled terminal for visitors to the city and the citizens of Kansas City—Edgemoor is that team.

Clark's growing presence in the Kansas City area Clark has been a growing presence in the Kansas City area over the past few years and are currently partnering with a local firm on the University of Kansas Central District Development P3. Please refer to page 66 for a more detailed case study on Clark's work at KU and how they have become an important part of the local community.

and many others. Their commitment to the Kansas City area and extensive project experience have facilitated the development of strong relationships both in the local and subcontractor community.

Lead architect SOM is proud to have contributed exemplary buildings that formed the business identity and forward-looking spirit of Kansas City.

Two projects in particular stand out—the BMA Tower and the Plaza Corporate Center. Both buildings have been cited by the Kansas City Business Journal as examples of highly efficient commercial buildings that have enduring qualities of elegant simplicity.

The local knowledge of our Team is unrivaled by the combined local experience of Weitz, Clarkson, and SOM. The relationships built over more than a century of experience in the market provide our team with

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KANSAS CITY RELEVANT PROJECTS Our Team has worked on many of the City's most high-profile projects, including: KCI Intermodal, Lot E Charles B Wheeler Airport Taxiway Rehabilitation Red Bridge Road Improvements John Deere Kansas State Innovation Campus Bartle Hall Ballroom Expansion Kit Bond Bridge over the Missouri River KU Central District Development project Manchester Bridge Reconstruction on Interstate 70 The BMA Tower The Corporate Plaza Center Multiple projects for UMKC, including: -- Student Success Center -- Soccer Stadium -- Miller Nicholas Library Classroom Addition -- Dental School Renovation The map on the following page showcaes just a few of the +1,500 Kansas City-area projects that have been completed by our Team.

We know our way around Kansas City

Manchester Bridges over I-70 Design-Build

Kansas City International Airport • Intermodal Facility

Kit Bond Bridge

KCMO Ballroom

University of Missouri-Kansas City (UMKC) • Student Success Center • Soccer Stadium • Miller Nicholas Library Classroom Addition • Dental School Renovation • Locker Room Renovation

Johnson County Criminalistics Lab BNSF Logistics Park Intermodal Facility Expansion

Kansas State Innovation Campus Charles B. Wheeler Airport • Taxiway Rehabilitation

87th Street Interchange Improvements

John Deere

Sporting KC Stadium

Edgemoor Infrastructure & Real Estate | 65

A CLOSER LOOK at Edgemoor/Clark's work on the University of Kansas Central District Development P3

NUNEMAKER CENTER

IRVING HILL RD

INTEGRATED SCIENCES BUILDING

STUDENT UNION LEWIS RESIDENCE HALL

in addition to a full kitchen, coffee shop, reflection room, • SIGNAGE a convenience store, and a main event hall.

RAIL AWK T JAYH

SDA

HL

• LANDSCAPE

Once construction near the Center was complete, we held a special ice cream afternoon for the children, their parents, and staff, to say “thank you” once more.

Central Utility Plant and other related MATERIALS Infrastructure: A new Central•Utility Plant as well

HILLTOP CHILD DEVELOPMENT CENTER

OU

NAISMITH DR

L RD G HIL

ANSCHUTZ SPORTS PAVILION

ELLSWORTH RESIDENCE HALL

were given a copy of the book “Goodnight, Goodnight,

teaching and research laboratories and an ATRIUM active • NORTH ENTRY Construction Site.” After the event, one of the parents ALLEN FIELDHOUSE learning classroom, as well as a cleanroom with PARKING GARAGE nano-fabrication, mass spectometry, microscopy, an noted that now many of the kids wave and say goodnight JAYHAWK TRAIL auditorium, and break-out common•spaces for students to the construction equipment at the end of the day, just and professors to meet, collaborate, and study.

ALLEN FIELDHOUSE

IRVIN

HASCHINGER RESIDENCE HALL

DISCUSSION TOPICS As a special “thank you,” from the team, all the children

MURPHY HALL

Integrated Science Building (ISB): Contains

Student Union: Includes numerous student services

PARKING GARAGE

OSWALD HALL

Clark and Edgemoor have been involved in numerous public outreach events in connection to the 55-acre Central District Development project on KU’s Lawrence campus. For example, the Hilltop Child Development Center sits directly in the middle of the new construction of the Central District and during construction the team spent the day teaching the children at Hilltop about the construction happening in their own backyard.

like PARKING in the book.

• BIKE & SCOOTER / MOPED

CUP

DAISY HALL COMMONS

The scope covers the facilities indicated on the map below.

CLARK AND THE COMMUNITY:

as student athletic fields for KU Athletics and rec fields for intramural and club use.

RD

Additional Parking: Over 2,100 parking spaces

HOGLUND PARK ATHLETIC PRACTICE FIELDS

will be added to the Central District, including surface parking and a new 500-space parking deck.

CLARK EMPLOYEE NAMED KANSAS CITY AREA SUPERINTENDENT OF THE YEAR

MCCARTHY HALL

W. 1

8T

T

W. 18TH ST W. 18TH ST

Student Apartments OUSDAHL RD

ELLIS DR

Clark Superintendent Chris Smith was recently recognized by our local subcontracting partners and awarded the Kansas City chapter of the American Subcontractors Association's 2017 Superintendent of the Year award.

Jayhawk Trail Construction

HS

ATHLETIC PRACTICE FIELD

Residence Hall +Dining Center

Student Housing: A new

Residence Hall and 475-seat Dining Center (right) as well as Student Apartments (left)—around 1,250 beds total—will include common areas for students to socialize and study.

NAISMITH DR

D

SELF HALL

approximately 2,000 parking spaces. The project also will include a Central Utility Plant and the necessary utility and transportation infrastructure to support the project. Clark is serving as the design-builder for the non-housing portion of the project.

W. 19TH ST

THE UNIVERSITY OF KANSAS – CENTRAL DISTRICT DEVELOPMENT | 02.25.2016 66 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

2

“

CLARK'S QUALITY OF WORK IS UNEQUALLED. THEIR EXPERIENCE, DEDICATION, AND ATTENTION TO DETAIL THROUGHOUT ALL STAGES OF THE PROJECT WERE SIGNIFICANT TO OUR PROJECT'S SUCCESS. - Brad Nachtigal, Associate Athletic Director, University of Kansas

“

ASTER PLAN

To expand their growing campus, the University of Kansas selected Edgemoor as the master developer of 55 acres on campus referred to as the Central District. Utilizing a public-private partnership (P3) delivery method, Edgemoor will master plan the project and then develop, finance, build, and operate a 285,000 SF academic integrated science facility, a 26,500 SF student union, 1,250 beds of student housing in three buildings, a dining center, and

SECTION C2 LOCAL SUBCONTRACTOR RELATIONSHIPS (2) Specific local subcontractor relationships;

RELATIONSHIPS WITH LOCAL SUBCONTRACTORS Local partners Clarkson and Weitz's efforts to be inclusive and provide opportunities are part of a strong commitment to grow the local industry and hence believe strongly in providing opportunities to small firms as well as large firms. For example, Weitz's local subcontactor committment is evidenced by their more than 2,000 subcontractors maintained in their procurement database.

The vast majority of contracts that Clarkson holds have disadvantaged business requirements and Clarkson has always met or exceeded those goals. Clarkson have achieved this by mentoring and working with subcontractors to bring projects in on time and within budget. The result of these efforts give Clarkson a wide array of trusted and qualified subcontractors to work with.

Weitz also made a decision to stop self-performing work in 2014 because they believed it took work away from smaller firms that were capable of contracting for this work and completing it successfully. This was a win for small businesses, the subcontracting community, clients, and Weitz as well. Weitz understand the expectations that come with working for public clients such as Kansas City.

Please refer to the table on page 79 in Section C4 for a list of some (but not all) of the local relationships our Team currently enjoys.

In sharing the City's goals and commitments to maximize opportunities for M/W/D/SLBE participation on the project, the Edgemoor Team is committed to the following diversity goals for the KCI Airport Project: - Construction Services: MBE 20%, WBE 15% (30% greater than requested) - Professional Services: MBE 17%, WBE 12% (16% greater than requested) Our Team will also contractually require that any subcontract not awarded to M/W/D/ SLBE to have a goal of that percent in their contract. We also commit to including creative packaging to accommodate local M/W/D/SLBE firm capabilities. We will award extra points during scoring to local Kansas City-based firms.

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SECTION C3 RELATIONSHIPS AND REFERENCES FROM LOCAL LABOR ORGANIZATIONS (3) Relationships and references from local labor organizations;

RELATIONSHIPS WITH LOCAL LABOR ORGANIZATIONS

Through the Builders Association Clarkson is signatory to the following local and regional labor unions:

CLARKSON

International Association of Bridge, Structural, Ornamental and Reinforcing Iron Workers Local 10 St. Louis – Kansas City Carpenters Regional Council

Clarkson is signatory to labor agreements through the Heavy Constructors Association of the Greater Kansas City Area covering the following local labor unions: Western Missouri and Kansas Laborer’s District Council Local Unions 663 & 1290 The International Union of Operating Engineers, Hoisting and Portable Local Union 101 International Brotherhood of Teamsters, Chauffers, Warehouse and Helpers of America Local Union No. 541 Cement Masons Local Union No. 518 In addition to membership in the Heavy Constructors association, Clarkson also has two members on the board and actively participates with the unions in negotiation fair wages for their employees.

Clarkson’s relationships with the local unions provide access to a diverse workforce that is required to complete projects with the safety and quality that is paramount to our business. These relationships are key to developing a skilled workforce of local talent and providing opportunities to a diversified workforce. The success of these partnerships is evidenced by our ability to consistently meet and exceed workforce goals on our projects.

WEITZ Weitz has a proven history of building quality projects and as such Weitz looks to partner and build with quality subcontractors. In Kansas City, Weitz most frequently serves as a Construction

Edgemoor Infrastructure & Real Estate | 69

Manager and as such they self-perform very little work on local Kansas City projects. For this reason, Weitz is currently not signatory to a local collective bargaining agreement in Kansas City.

That being said, Weitz is signatory to numerous collective bargaining agreements in Des Moines, Cedar Rapids, and Denver, and their affiliate Weitz Industrial is signatory to more than one national collective bargaining agreement, including the Carpenters and Millwrights. In fact, Weitz Industrial self-performs work with union Millwrights in both Missouri and Kansas on a routine basis.

trades in which they perform work. Weitz works together with these subcontractors and trades without bias with a common goal of delivering quality projects. On the following page is a letter from one of Weitz's subcontracting partners, Waldinger Mechanical, that represents their relationship with subcontractors that are signatory with the trades.

Weitz is, and has historically always been, strong believers in the fact that skilled labor is an integral part of successful projects. Because of this Weitz's subcontracting database includes a large majority of union subcontractors that are signatory to the

Reference letters of support from local labor organizations are included on the following pages.

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REFERENCES

Edgemoor Infrastructure & Real Estate | 71

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The Builders’ Association / Kansas City Chapter, AGC Modernization of KCI Position Statement 2017

As Kansas City’s front door and a key driver for economic development in our region, The Builders’ Association / Kansas City Chapter, AGC fully supports the reconstruction and modernization of the Kansas City International Airport. Further, the association supports a single terminal design. This is an opportunity to make a profound impact in our City’s air transportation competitiveness and our front door to the world. And, it would be doing so with zero taxpayer dollars or risk.

Kansas City has always been known for its pioneer and entrepreneurial spirit. We have a ‘can-do’ attitude. A century ago we opened Union Station as the second largest train depot in the country. We certainly were not the second largest city in the country, but we dreamed big and expected success. Nearly 50 years ago, KCI was on the cutting edge of aviation. Now we have an aging facility that does not easily accommodate the new safety standards, larger planes nor the expectations of the travelling public.

We also find ourselves in an ironic situation where the city is experiencing a renaissance, and yet we let our front door to the city misrepresent us. KCI could make a much better first impression and be in sync with what is otherwise happening here.

We at The Builders’ Association are driven to build a better city. We also seek to grow new businesses and expand opportunity for construction workers across the region. This opportunity provides a monumental, positive impact for our entire city for the next generation and beyond. Let us lead into the future.

The Builders’ Association, which turned 130 years-old as a commercial construction trade association this year, has nearly 800 forward-looking company members employing over 20,000 people. The association covers the western two-thirds of Missouri and eastern Kansas. Its headquarters is located at 720 Oak in downtown Kansas City, Missouri. The association also has offices in Jefferson City and Springfield and operates one of the largest construction training centers in the country in North Kansas City.

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SECTION C4 RELATIONSHIPS AND REFERENCES FROM KANSAS CITY M/WBE COMMUNITY AND PRIOR WORK IN KANSAS CITY TO ACHIEVE WORKFORCE DIVERSITY GOALS (4) Relationships and references from Kansas City minority and women owned business community, and prior work within Kansas City, Missouri to achieve workforce diversity goals; and

RELATIONSHIPS WITH LOCAL M/WBE FIRMS The entire Edgemoor Team is committed to equal and representative employment. We provide opportunities to local and minority subcontractors for the benefit of the communities in which we serve.

CLARKSON While Clarkson is capable of self-performing a large amount of the work on their projects, they remain committed to including local subcontractors include minority, women, and small businesses.

The vast majority of contracts that Clarkson holds have disadvantaged business requirements and Clarkson has always met or exceeded those goals.

Clarkson have achieved this by mentoring and working with subcontractors to bring projects in on-time and within budget. The result of these efforts give Clarkson a wide array of trusted and qualified subcontractors to work with.

In an effort to continue to broaden the base of Clarkson's qualified contractors, they also rely on local DBE contractor associations, including the Minority Contractors Association of Greater Kansas City, Hispanic Chamber of Commerce, Woman Construction Owners & Executives, and the Hispanic Contractors Association of Greater Kansas City.

Our Team's list of M/W/D/SLBE businesses and organizations in the Kansas City area is not just for subcontractors, engineering, and suppliers, but also involves additional services such as office supplies, printing, equipment rental, testing, maintenance services, consultants, and engineers, etc. that may be used in the project.

Edgemoor Infrastructure & Real Estate | 77

WEITZ

Previous Success with MBE/ WBE Requirements Local partners Clarkson and Weitz have completed many projects over the years, and have vast knowledge of the requirements that are inherent in these projects. Below are a few projects which successfully met all participation goals: -- Fort Riley - AAFES Post Exchange -- Victoria Arms Apartments -- Fort Leonard Wood Barracks Complex Training (BCT) III -- Kellom Heights Phase 1 -- Immanuel Courtyards Phase 1 -- Schriever Medical Dental Clinic -- Trinity Village Phase 1+2 -- Kellom Heights Phase II -- Fort Leonard Wood Child Development Center -- Immanuel Courtyards Phase 2 -- Fort Riley Whitside Dining Facility -- Mable Rose Estates -- Fort Leonard Wood 4th Maneuver Enhancement Brigade -- Immanuel Courtyards Phase 3+4 -- Fort Leonard Wood Training Barracks -- Trinity Village Phase 3+4 -- Fort Riley Marshall Field Dining Hall -- Consolidated Space Group Operations 78 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

The Weitz Company is committed to supporting and growing small, disadvantaged, minority and local business enterprises. Weitz's Kansas City office has a proven history of not only meeting or exceeding project goals but also including these firms on projects that don’t have a set requirement. Weitz feels this is the spirt of the small business programs and they are inclusive regardless of the owner’s requirements. In addition, Weitz opens their doors to small business partners to provide insight into how a larger firm handles critical activities such as estimating, marketing, and accounting. In a more formal sense, Weitz has established Mentor-Protégé relationships through the federal government with several firms, including Missouri based Alexander Mechanical Contractors (more information on our Team's innovate M/WBE programs can be found in Section C5).

The emphasis on inclusion and utilization of small and/ or disadvantaged businesses is understood and more importantly, valued by the entire Edgemoor Team— and not just our local partners. We all have a proven record of accomplishment in the area that backs up this commitment.

Additional information on innovative programs that our Team has successfully utilized in the past to create meaningful opportunity for local, small, minority, and disadvantaged businesses can be found in Section C5.

Our Team's anticipated utilization of MBE, WBE, DBE and SLBE Programs for this Project is addressed in more detail in Section D5.

REFERENCES Reference letters from local M/WBE firms that we've partnered with on past projects are included on the following pages.

Weitz and Clarkson have a track record of achieving stated goals. The two tables on the right showcases Weitz and Clarkson projects were M/WBE goals were not only met but exceeded.

One example is Weitz's work at UMKC where Weitz has repeatedly exceed the established goals to the benefit of the entire project.

MBE

WBE

Goal

Actual

Goal Actual

UMKC Miller Nichols Learning Center

15%

17.5%

10%

11.8%

UMKC Student Success Center

2%

21%

10%

18%

UMKC Steam Line Repairs Phases 1 & 2

15%

48%

10%

11.5%

UMKC Stanley H. Durwood Soccer Stadium

12%

17%

8%

21%

UMKC Dental School Renovations

12%

14%

8%

9.5%

UMKC Locker Room Renovations

12%

15.5%

8%

9%

PROJECT NAME Weitz

DBE

Minority Workforce

Female Workforce

Goal

Actual

Goal

Actual

Goal

Actual

kcICON (Kit Bond Bridge

13.0%

14.5%

12.0%

19.8%

6.9%

6.7%

I-70 Manchester Bridges

12.0 %

13.71%

12.7%

15.9%

6.9%

7.15%

Johnson County Gateway

12.0%

15.4%

12.7%

20.2%

6.9%

7.1%

I-435 & US 69

9.3%

12.8%

12.7%

15.9%

6.9%

8.5%

PROJECT NAME Clarkson

Clark, Clarkson, SOM, and Weitz have had the opportunity to partner with numerous local DBE firms and the table to the right highlights just a few of those DBE firms that Clarkson and/or Weitz has partnered with on local projects

DBE FIRM NAME

KCMO Based

KC Metro Contact Based

Amino Brothers Co., Inc.

•

Al Seeman

Anderson & Sons Trucking

• • •

Winfred Anderson

Flick Seed Company Freeman Concrete Construction Fulsom Brothers, Inc. MarkOne Electric

New Horizons, LLC

•

Rosana Privitera-Biondo

• • •

Bill Rexroat Rhonda Shoemaker Stephanie Issacson

Pine Valley Contracting, Inc.

Pamela Kirpatrick

• • •

Tenoch Construction, Inc. Three Feathers Total Sodding & Seeding TREKK Design Group

Monte Freeman Perry Fulsom

McClan Construction, LLC Midwest Contracting Services

Steve Flick

•

Sonya Segura-Ulrich Jill McNeill Martin Randolph Kimberly Robinett

Jessie’s Quality Concrete Construction Co.

•

Stuart Sanchez

Little Joe’s Asphalt

•

Theresa Buehler

HG Consult Mac’s Fence

•

Earl Harrison

•

Chad Bell

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Steve Kellerman From: Sent: To: Subject: Attachments:

Mary McNamara <Mary@cornellroofing.com> Friday, July 07, 2017 1:52 PM Steve Kellerman WCOE Supports Single Terminal Airport.

WCOE Support - KCI Airport 05.16.2017.pdf

Dear Steve,

We are very excited about this competitive process for our new terminal. I think that this is an exciting opportunity for KCMO. Earlier this year when testimonies just started WCOE sent the attached letter to Mayor James.

As our group is subcontractors we wanted to express our support for a single terminal while not necessarily tying ourselves to just one proposal. I have attached the letter so please feel free to use this.

WCOE is looking forward to pushing all of this forward so we can have an excellent ribbon cutting for our new airport.

Thanks and have an outstanding day.

Mary

Mary McNamara President

Cornell Roofing & Sheet Metal 901 S. Northern Blvd.

Independence, Mo. 64053 P: 816-252-8300 F: 816-252-8334 www.mary@cornellroofing.com www.cornellroofing.com

WBE/DBE Certified

We Recycle 1 Edgemoor Infrastructure & Real Estate | 81

Linda Taylor, President

Tuesday, July 11, 2017

To whom it may concern, We have worked with The Weitz Company on the Brookside Lane Expansion project for Kansas City, MO. This project was a good experience and we believe that The Weitz Company would be a very good partner on future projects.

The Weitz Company did a nice job of keeping us informed during the bidding process of scopes of work that we could negotiate with them. They were then able to break the project up into an equitable package that we could perform.

We recommend The Weitz Company as a general contractor and we look forward to doing another project with them.

Sincerely, Digitally signed by Robert Taylor DN: cn=Robert Taylor, o=Realm Construction, Inc., ou, email=robert@realmconstructioni nc.com, c=US Date: 2017.07.11 13:50:57 -05'00'

Robert Taylor Realm Construction Inc. Project Manager 816.229.6620

____________________________________________________________

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1100 East 34th Street, Kansas City, MO 64109, Phone: (816) 421-6767, Fax: (816) 214-8857 Email: charles@alphaee.com Website: www.alphaee.com

July 10, 2017

To whom it may concern,

The Weitz Company did a great deal to change my views when it comes to working with a general contractor. Through our Mentor Protégé program The Weitz Company provided ongoing support and guidance in all facets of our business operations which has helped us to realize our short-term goals and pursuit of long term goals as well.

Alpha Energy and Electric along with The Weitz Company were awarded the UMKC Triad Mentoring Award, this was a success based on the commitment we both had to work together, and we look forward to working with The Weitz Company on future projects.

Thanks

Charles Ibe Senior Project Manager

Alpha Energy and Electric Inc., - An Engineering, Procurement and Construction (EPC) Company Half a Century combined Experience Edgemoor Infrastructure & Real Estate | 83

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SECTION C5 INNOVATIVE M/W/D/SLBE PROGRAMS C5. Describe in detail any innovative programs that you have created or implemented in any market that have resulted in enhancing the community’s ability to achieve sustainable improvements in Minority Business Enterprises (“MBE”), Women Business Enterprises (“WBE”), Disadvantaged Business Enterprises (“DBE”) and Small Local Business Enterprise (“SLBE”) participation and workforce diversity goals. (i) If you have created or implemented any such innovative programs, describe any ongoing involvement that you have had in those programs after your project is completed; and (ii) If you have created or implemented any such programs, describe any ongoing monitoring efforts that you have undertaken in any community after your project is completed.

DE

N TI FY

ED

U C AT E

ME

NTOR

More information on the Promote, Identify, Educate, Mentor, and Support Programming Elements as they relate to our Team’s anticipated utilization of M/W/D/ SLBE Programs for this Project is addressed in more detail in Section D5, beginning on page 129.

Edgemoor Infrastructure & Real Estate | 85

S

M OT

I

RO

UP

POR

T

Increases employment opportunities for underserved groups in the Kansas City region; Engages the community in economic development opportunities; Creates an effective workforce through training and development of job skills; and,

The Edgemoor Team's approach to engaging M/W/D/ SLBE firms is anchored by the five key programming elements shown below: E

Under the leadership of the Edgemoor Team's Small Business Director Wes Stith, and supported by local Kansas City firms Clarkson and Weitz, Edgemoor will work in partnership with the City of Kansas City to develop a Small Business Contracting Plan this for Project. We will leverage our existing relationships with local community organizations, universities, community colleges, schools, small business associations, and the subcontracting community to design and implement an outreach plan that:

Keeps the community informed and up to date on new opportunities as the Project progresses.

P

INTRODUCTION

On the following pages are several innovative programs that our Team has successfully utilized in the past to create meaningful opportunities for local, small, minority, and disadvantaged businesses. In addition to a general program overview, we’ve also included at least one specific project where that program was used. Monitoring efforts for Clark's continued work in the San Francisco area is discussed in more detail on page 88.

STRATEGIC PARTNERSHIP PROGRAM - BUILDING LOCAL AND MINORITY BUSINESS CAPACITY THROUGH EDUCATION AND MENTORING Since 2006, Clark has implemented an intensive, 10-month executive education program called the Strategic Partnership Program (SPP) that is offered at no cost to participants. Designed to assist small businesses in gaining in-depth knowledge necessary to successfully manage and grow their construction businesses, the curriculum provides core construction management and business skills to participants. The program supplements the capabilities of small, local, disadvantaged, and minority businesses and has been a tremendous benefit to businesses around the country. Since the program began in 2006, some 400 small, local, minority, and disadvantaged business leaders have graduated from the program, and it has been implemented in offices across the country.

LEGACY IMPACT Clark's Strategic Partnership Program was, in fact, created for a specific project—the Nationals Park project in Washington, D.C. in 2006. Originally developed to increase opportunities for local D.C. firms, the Strategic Partnership Program has since become the cornerstone of Clark's commitment to the training and mentoring of small and minority businesses where we do business. Over the past 10 years, this program has expanded nationwide and is now offered in regional offices and jobsites in Boston, Chicago, San Francisco, and Southern California.

This program's continued success and legacy can be seen in the: 431 small businesses that have participated in the SPP since 2006 18 courses that have been offered around the country 630 contract on Clark projects that have been awarded to SPP graduates $794 million in contract that have been awarded to SPP graduates on Clark projects Please refer to pages 87 and 88 to read more about Clark's Strategic Partnership Program and its lasting impacts in Chicago and San Francisco.

NATIONAL AND INDUSTRY ISSUED AWARDS CLARK HAS BEEN RECOGNIZED FOR ITS ACHIEVEMENTS WITH SMALL BUSINESS BY RECEIVING THE FOLLOWING AWARDS: 99 U.S. Small Business Administration (SBA) 2013 Dwight D. Eisenhower Award for ExcellenceConstruction Category.

99 Maryland Washington Minority Contractors Association (MWMCA) 2013 Prime Contractor of the Year Award.

99 Citation for Recognition of Support of the Veteran Institute for Procurement (an initiative of the Montgomery County Chamber Community Foundation and the Chamber’s GovConNet Council) (November 16, 2010)

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CLARK’S STRATEGIC PARTNERSHIP PROGRAM

Clark’s inaugural Chicago Strategic Partnership Program graduation, February 2015

In 2006 Clark developed the Strategic Partnership Program (SPP) in coordination with the Tuck School of Business at Dartmouth College. This intensive, six-month program is designed to supplement the capabilities of local, small, minority, and/or disadvantaged businesses in metropolitan areas where Clark works. It is structured in an interactive format, with a focus on providing core construction management and business skills to its participants.

Courses are taught by local industry experts and include classroom learning, team projects, and student presentations. Clark is committed to implementing a SPP in Kansas City that will continue on after the KCI Airport project is completed.

From bidding, purchasing, and bonding to estimating, scheduling, and project management, the SPP delivers the technical training and professional development that small businesses need to realize their business goals, including:

Providing small business owners with the opportunity to learn core construction management and business skills from experienced industry leaders; Promoting capacity building through technical training and professional development; Facilitating a learning environment that assists small businesses in identifying objectives, challenges, and solutions to confidently compete for new opportunities; and, The SPP culminates with a capstone project requiring teams of students to submit a proposal for a case study project and a presentation to a panel of Clark instructors and executives.

Since its inception in 2006, over 400 small business owners have graduated from the program across the country and have been awarded more than $700 million in contracts on Clark projects.

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COMMUNITY LEGACY: SPP & MORE

Above: CityBuild Academy visits Salesforce Tower. Below: Rebuilding Together Team in Oakland

Clark’s inaugural San Francisco Strategic Partnership Program graduation, May 2016

In 2014, Clark intiated its San Francisco chapter of the SPP as part of our push to give back. Incredible success and strong partnerships have stemmed from the program since its inception, including participation from members of the Bay Area community's training programs, M/W/D/ SLBE companies, and more. We feel strongly that by establishing such local ties, not only can we develop strong working relationships with the local subcontractor, vendor, and consultant workforce, but we can also give back to the neighborhoods in which we live and work.

This philosophy has become evident through the many programs we provide in addition to the SPP, including: Training Programs: CityBuild Academy, a San Francisco training program offering 12-week pre-apprenticeship training to City residents for construction jobs, visited the Salesforce Tower project, slated to be the tallest tower west of the Mississippi River, to teach them about the complexities that go into building a 61-story skyscraper.

With completion set for August of 2017, Clark continues its partnership with CityBuild on other projects in Northern California.

Community Service: Rebuilding Together, a non-profit program that provides repair for low-income homeowners at no cost to them, is one that Clark participates in around the country, including the Bay Area. A crew of 50 Clark

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volunteers from the Highland Hospital Acute Care Tower project recently renovated a lucky resident's home. This and other such community service activities play a major role in Clark's philanthropic culture.

Meet & Greets: To introduce our M/W/D/SLBE workforce to venues they might not typically have access, Clark hosts Meet & Greets. The Office of the Chief Medical Examiner project team hosted a bar-be-que with its subcontractors as a result of Clark’s ongoing collaboration with the leaders of the Aboriginal Blackman United (ABU) and CityBuild organizations. Over 100 people were in attendance, allowing subcontractors to mingle with ABU members, CityBuild staff, Clark personnel, and Public Works management staff.

Monitoring: San Francisco SPP gradutes are closely monitored by Clark's Outreach Group, led by Wes Stith.

Wes and his team conduct ongoing in-person interviews and phone calls to track and evaluate the progress of graduates and learn how Clark can best utilize their firm's services on future projects.

It is Clark's continued success with such programs that leave a lasting legacy in the community before, during, and after project completion.

MENTOR PROTÉGÉ PROGRAMS In 2010, Clark Construction was selected as a mentor in the General Services Administration’s (GSA) Mentor Protégé Program, designed to benefit small businesses in the construction, professional services/ IT, and security services industries. The program’s goals include encouraging and motivating small business growth, enhancing protégé capabilities and capacity, increasing access to small business, and increasing opportunities to existing small business schedule holders to increase work.

As a result, Clark has developed an interactive Mentor Protégé Program that combines formal classroom training, monthly seminars, and field training. Through this program Clark enhances small business firms’ construction management and general business skills by providing training in project management, project budgeting, estimating, project control, project purchasing, and risk management.

ALEXANDER MECHANICAL MENTOR PROTEGE SUCCESS Based in Kansas City, Alexander Mechanical is an MBE/ DBE and 8A certified company. Weitz and Alexander

have competed for and built multiple projects including a Class A office for John Deer and projects for the Federal government. As a mentor, Weitz has provided ongoing support and guidance regarding surety, accounting, estimating, safety, quality control, and project management. Weitz also helps establish policies and procedures to fulfill the disadvantaged firm’s short-term and long-term goals.

CLARK’S IN-HOUSE SUBCONTRACTOR DEVELOPMENT GROUP (SDG) Clark’s in-house Subcontractor Development Group (SDG) serves as our dedicated small business resource, working with all project teams to ensure the accuracy of small business tracking and to enforce our top-down commitment to goal attainment. The SDG’s efforts result in an increased awareness of available small businesses with the capability to support the Design-Build team on the KCI Airport Project, the creation of mentor-protégé relationships between small and large businesses within various trade areas, enhanced communication of subcontracting opportunities, and an understanding of the challenges faced by these businesses when trying to obtain subcontracting opportunities with a large construction company. The SDG is actively engaged in all Clark and joint venture projects— it facilitates relationships, provides educational resources, and supports businesses to successfully compete, obtain subcontracts, and perform their assigned scope on projects.

INNOVATIONS

University of Missouri System - UMKC Triad Mentoring Award to Weitz and minority firm Alpha Energy and Electric Inc.

It is our experience that communication is often a huge innovation when it comes to helping small businesses get involved and stay involved. Some of our most successful small business utilizations have resulted from early and frequent communication.

If fact, we have created significant involvement on projects that initially we thought to limit the use of smaller firms. To address this we have included M/W/D/SLBE and local business impacts in our

Edgemoor Infrastructure & Real Estate | 89

MCKISSACK & MCKISSACK Mentor-Protégé Success The success of our mentor-protégé program is best demonstrated by our relationship with McKissack & McKissack, which began nearly 25 years ago.

The Clark-McKissack mentor-protege relationship has helped McKissack gain experience and develop a background in construction, and but has grown McKissack into one of the country’s leading construction managers and design-builders. As a result of their success, McKissack now leads mentorprotégé programs.

McKissack & McKissack, a fifth generation construction management and design-build firm, has pre-Civil War roots. The first official firm of McKissack & McKissack was launched in Nashville, Tennessee in 1905. In 1945, McKissack was awarded a $5.7 million contract to design and build the 99th Pursuit Squadron Airbase in Tuskegee, Alabama, the largest federal contract ever given to an African-American firm at that time.

45 years later, Deryl McKissack established her own company—McKissack & McKissack—in Washington, D.C., as a sole entrepreneur. A year later,McKissack was introduced to Clark and the two companies embarked on their partnership.

The Clark-McKissack partnership (est. 1991) on the McCormick Place South Hall project quickly led to more opportunities and project success in both the Chicago and Washington, D.C. markets, including projects at Gallaudet University, the new Walter E. Washington Convention Center, and the NIST Advanced Measurement Laboratory.

In 2002, McKissack & McKissack permanently expanded into Chicago, ultimately working on large programs for Chicago Public Schools, the Chicago Housing Authority, and O'Hare. Less than a year after

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McKissack's expansion to Chicago, McKissack and Clark reunited on the McCormick West Hall Expansion with McKissack as a joint venture partner. After its completion, McKissack expanded to the West Coast with a new office in Los Angeles, working with clients such as the LA Metropolitan Transportation Authority, LA Unified School District, and LA World Airports. Clark and McKissack also partnered on the LAX Central Utility Plan project.

After two decades, McKissack has grown to become one of ENR's top construction managers and program managers in the country. Now with over 170 employees, six offices across the U.S., and managing $15 billion in construction projects, the firm is large and diverse enough to have the full range of technical capabilities to manage its clients’ projects, yet still small enough that each project receives the attention it deserves. Today, Clark and McKissack continue to build on their long-standing 25-year partnership, which has spanned over 20 projects across the country, including the recent iconic, worldrenowned National Museum of African American History and Culture.

Deryl McKissack pictured in front of the National Museum of African-American History and Culture.

OLD VETERAN CONSTRUCTION MBE Partner Clark and Old Veteran Construction (OVC) began their relationship seven years ago when OVC became a joint venture partner on the $90 million design-build Hyatt Regency McCormick Place Expansion and Renovation.

OVC brought an existing design-build background from their work at the Great Lakes Naval Base, and they were an instant fit with the Clark team. Clark's leadership, guidance, and mentoring allowed OVC to further build their capacity and add a completely new product type to their portfolio.

Clark and OVC have since continued their joint venture partnership on multiple projects, including the $500 million McCormick Marriott Marquis Hotel and DePaul Event Center.

Today, OVC continues its leadership in the small business community by giving back as a mentor through the Chicago Housing Authority. OVC has mentored or is currently mentoring the following Section 3 Companies: Davila General Contracting, Inc (Site Safety Cleaning) Brooklyn Construction Services, LLC (General Contracting) Impact GCS (Specialty Contracting and Coordination) S&A Hauling (Material Cartage)

OVC's President and Chairman, Jose Maldonado, grew up in Trumbull Park, a Chicago Housing Authority development in the industrial neighborhood of South Deering, Illinois. At 16 years of age, Mr. Maldonado began developing his construction experience as a laborer and carpenter. As his experience grew, so did his aspirations. In 1986, Mr. Maldonado founded Old Veteran Tuck-Pointing, primarily focusing on masonry restoration and rough carpentry. In 1993, Old Veteran Tuck-Pointing evolved into OVC, with Mr. Maldonado remaining its principal and sole owner. In addition, OVC became a Certified MBE and DBE with many City of Chicago and State of Illinois agencies. In 1999, OVC, expanded its scope of services to include general contracting.

Since then OVC has gained a wide range of successful project experience performing for both private and public clients. As OVC grew, so did its staff, from five employees to 43 degreed construction managers and industry professionals, with a wide variety of general contracting and construction management experience. In addition to office staff, OVC maintains field personnel across multiple disciplines, with a trade labor force numbering between 40 and 100, contingent upon project demands. Their services have expanded both locally and nationally. They have performed work in 11 states and continue to pursue opportunities throughout the nation. Mr. Maldonado has received numerous honors and achievement recognition in the construction industry, joining other prominent figures in Chicago's Hispanic leadership community.

Edgemoor Infrastructure & Real Estate | 91

evaluation and recommendations of building systems early in the preconstruction process. So we are not only providing insight to our client on first cost, maintenance cost, and other tangible factors, but we are also including the value of small, minority, and local business that could be achieved by utilizing a particular building system.

PROJECT NAME / CONTRACT VALUE

Goal

The Edgemoor Team fully understands the importance of—and shares a commitment to—equal and representative employment, business opportunity, and community participation for the benefit of the KCI Airport Project. This commitment starts at the very top of our organization and is carried out on every project, as exhibited by our past performance on projects across the nation. The goals of our commitment extend beyond the completion of this project and are directed toward long-term employment and community development.

Actual

The table below shows our Team’s continued track record exceeding diversity and participation goals on recent major projects. In each case where goals were established by the client, we exceeded the diversity and participation goals.

SEA - South Terminal Expansion, Seattle, WA

$280M

None

16%

LAX - Central Utility Plant, Los Angeles, CA

$295M

20%

26%

LAX - Delta Northside, Los Angeles, CA

$281M

20%

32%

LAX - Tom Bradley Terminal Improvements, Los Angeles, CA

$566M

17%

19%

IAH Terminal D, Houston, TX

$22M

26%

37%

IAD International Arrivals Building Expansion, Dulles, VA

$101M

30%

34%

IAD Main Terminal East and West Baggage Basements, Dulles, VA

$106M

20%

24%

Midway Airport Reconstruction, Chicago, IL

$260M

30%

39%

JFK - Terminal 4 Delta Redevelopment, Queens, NY

$1.2B

25%

34%

National Museum of African American History and Culture, Washington, D.C.

$413M

42%

60%

Music City Center, Nashville, TN

$436M

0%

26%

Syracuse VA Medical Center, Syracuse, NY

$78M

29%

34%

U.S. Coast Guard Headquarters, Washington, D.C.

$652M

15%

39%

FDA Center for Biologics Evaluation & Research, White Oak, MD

$355M

38%

54%

Petco Park, San Diego, CA

$243M

25%

90%

FBI Field Office, San Diego, CA

$86M

25%

50%

GSA Federal Courthouse, Los Angeles, CA

$326M

52%

66%

Naval Hospital at Camp Pendleton, Camp Pendleton, CA

$447M

65%

71%

San Antonio Military Medical Center, San Antonio, TX

$762M

19%

27%

Hall of Justice, Los Angeles, CA

$171M

30%

54%

McCormick Place West Building, Chicago, IL

$883M

50%

88%

South Campus, Ft. Meade, MD

$147M

70%

73%

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Detailed Description of Project Approach

SECTION D

D

SECTION D

SECTION A

SECTION D1 APPROACH TO PROCURING, DESIGNING, BUILDING, AND SUCCESSFULLY DELIVERING AIRPORTS D1. "Approach to procuring, designing, building and successfully delivering appealing airport passenger terminal buildings, aircraft apron parking, hydrant fueling system, deicing pads, structured and surface parking, and terminal and access roadways, including:

ONE TEAM - COLLABORATION AND TRANSPARENCY

PLANNING AND DEVELOPMENT APPROACH

P3 is an integrated delivery approach that will allow all parties to step through the execution of the KCI Airport Project's financing, design, and construction phases, and, together, as a partnership between the City, Edgemoor, SOM and the Clark/Weitz, Clarkson JV, as One Team, meeting all stakeholder objectives. This process starts with a full review of project goals and objectives through a collaborative process that includes the City and the Airlines. Upon completion of this review, all team members will be clear on the baseline assumptions for project scope and operational constraints. Throughout the preconstruction and design phases, we will engage in a full sharing of estimates and schedule input.

The information we receive from the market and potential trades or vendors will be shared with the City in an open book and clear manner.

The successful execution of the KCI Airport Project requires a time-tested, proven strategy and collaboration methodology to guide the process.

Each member of the Edgemoor Team must embrace the strategy and be mindful of it in every decision to ensure that we are providing the best value to Kansas City. The Edgemoor Team believes the strategy— which has proven successful on numerous similar P3 projects—must be anchored by the following core components: Engagement—Engage Kansas City stakeholders throughout the process so that the new terminal and ancillary facilities delivered are exactly what the City, Aviation Department, and Airlines need and expect.

Developer Leadership—Maintain focused team leadership based on an in-depth and comprehensive understanding of Kansas City’s goals.

Edgemoor Infrastructure & Real Estate | 93

Best Facilities Value—Enact effective and proven control measures for cost, schedule, and quality to ensure Kansas City receives the best value.

To ensure that the strategy is implemented throughout the planning, financing, design, and construction phases, we will utilize the following project management techniques to frame our work plan and successfully execute the Project.

CREATING AN EFFECTIVE WORK PLAN The thoughtful segmentation of the Project into separate elements enables our Team to remain accountable to the City through clear deliverables at each stage in our work plan. The work plan approach below will enable each Phase of the Project to be successfully executed.

-- Stage 1 - Concept Refinement: This stage focuses on the creation and refinement of a conceptual plan for the programming and development of the new terminal and ancillary facilities.

-- Stage 2 - Pre-Development Planning: This stage centers on the development of detailed financing and development plans, including preliminary project site plans and master planning, infrastructure, parking, and utilities.

-- Stage 3 - Project Implementation: This stage entails all aspects of the execution of the plans for development and occupancy of the new terminal, including design, development, and the achievement of commercial and financial close, construction, and delivery/turnover of the project.

The important steps and key deliverables for each stage are detailed below.

STAGE 1 - CONCEPT REFINEMENT Our analysis will identify and assess the broad development parameters for each component of the Project, including confirmation of the Project concept; appropriate financing strategy; responsibilities of

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private partners; and the development process through construction, commissioning, and Kansas City occupancy. In this stage, the Edgemoor Team will work with Kansas City and stakeholders to refine project objectives, assemble and review existing documentation, confirm the project development schedule, and organize channels of communication.

We believe Stage 1 will last approximately 12 weeks and will culminate with Kansas City's approval of the program and strategy for the KCI Airport Project.

The end of Stage 1 is a defining moment that largely dictates the overall direction of the Project.

KEY DELIVERABLES FOR STAGE I INCLUDE:

Presentations of our findings and recommendations to Kansas City based on stakeholder meetings and feedback Selection of any additional consultants needed Establishment of the Project schedule Refinement of the Project budget based on revised program Updated financial model

STAGE 2 - PRE-DEVELOPMENT PLANNING This stage uses a series of important tasks to translate the concepts generated in Stage 1 into a specific action plan to be executed in Stage 3.

Stage 2 will include the following: Design: We will meet and consult with stakeholders to fully understand, plan, and begin the design for all aspects of the Project.

We will manage the Design-Build team, including architects and engineers and other necessary design professional or consultants and will oversee the development of plans and specifications for the Project in accordance with the Development Agreement.

Early Utility Coordination: We understand the importance of coordinating with local utilities to understand their priorities and

EARLY UTILITY COORDINATION Lessons learned from Long Beach Courthouse The new Long Beach Courthouse occupies a six-acre site assembled by the redevelopment agency of Long Beach from a former collection of pawns shops, bail bonds and other old homes and businesses. While the site had been cleared, the utility infrastructure to service six blocks of independent structures needed to be reconfigured prior to the start of construction. The Edgemoor Team recognized that re-routing the water, gas, and telecom services in the road was critical to string the project on time.

Edgemoor began meeting with utility companies in the bid phase of the project to understand the potential impacts. Shortly after financial close, we were developing plans to reroute the utilities without interruption to service in downtown Long Beach and process required right-of-way abandonments. Because of this early utility coordination, Edgemoor was able to secure the permits that allowed the relocation work to begin quickly so the project could be delivered on time.

identify any potential issues early in the process. Our Team will meet with utility providers to gather this critical information.

Contract Negotiation and Execution: The Edgemoor Team will coordinate with the the City and KCI to determine the preferred transaction structure(s) for each phase and financing plan(s) based on Project objectives.

This would include the following steps: -- Finalize ownership structure -- Perform financing structure analysis -- Negotiate transactional documents -- Identify capital source(s) and obtain financing commitments -- Develop credit packages, if required -- Finalize Development Agreement and any other needed contractual agreements -- Receive budget approval -- Receive pricing of debt

Completion of the transaction and financing documents for the Project Early permit approvals Publication of milestone drawings Completion of the financial model Meetings with Ratings Agencies and Investors

KEY DELIVERABLES FOR STAGE 2 INCLUDE:

Monthly development update reports to Kansas City to document our progress

STAGE 3 - PROJECT IMPLEMENTATION Stage 3 will include the following: Project Design: We will meet and continue to collaborate with stakeholders as design progresses through Design Development and Construction Drawings are prepared.

It is important to note that Kansas City will play an integral role in the design development process to ensure that the facilities that are ultimately built are exactly what the Aviation Department and Airlines need and expect. As one example, on the Long Beach Courthouse, we received over 7,000 design comments from the end-users and incorporated that important feedback into the ultimate design.

Edgemoor Infrastructure & Real Estate | 95

A key benefit of the P3 process is the integration of the operations and maintenance perspective throughout the design process. We will evaluate mechanical, electrical, and plumbing systems as well as building finishes with the overarching goal being to provide Kansas City with a new terminal that is resilient, adaptable, and provide long-term best value to the City throughout the lifecycle of the assets.

-- Government and Regulatory Approvals: Working with the Design-Build Team and any other appropriate parties, including legal counsel and City facilities staff, we will obtain any necessary approvals for the project, including environmental reviews and entitlement and permit approvals from governmental and regulatory authorities.

-- Development Schedule: We will commit to a project schedule for the design and construction and will manage all activities during the pre-construction and construction phases in accordance with the Project schedule. Edgemoor will be at risk for the delivery of the Project in accordance with the Project Schedule.

-- Financing: Our Team will enact the mutually agreed upon financing plan for the Project as a key component of this Stage.

Construction: Upon completion of the design process and achievement of financial close, our Team will oversee all aspects of the construction of the new terminal and ancillary facilities. Throughout the construction process, we will coordinate with the City to ensure that construction impacts the existing airport operations as little as possible.

Commissioning and Initial Occupancy: We will be responsible for all aspects of commissioning and preparing for initial occupancy, including testing of systems, completion of “punch list” items, and obtaining all required permits to ensure that the Project is fully operational and ready for occupancy at completion.

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STAGE 3 INCLUDES A NUMBER OF KEY DELIVERABLES, SUCH AS:

Executed transaction documents Financial and commercial close Final project approval and Notice to Proceed Regular project updates and reports Newsletters, websites, and additional communication pieces regarding the Project Outreach to keep the community informed

OUR PROPOSED SCHEDULE The following pages outline an overall, high-level project schedule as well as a week-by-week analysis for the first 12 weeks of the project split into bi-weekly increments.

A more detailed project schedule with additional development and design-build milestones is located in Section H.

DETAILED BI-WEEKLY SCHEDULE Our Team has had success on similar P3 projects by creating a detailed week-by-week schedule of activities that breaks up the Project into three key work streams: Development, Financial, and Design/ Construction. This provides a clear, concrete road map for Kansas City to see the path forward and assists with resource management for the City.

In addition, weekly deliverables are documented to ensure accountability for us to Kansas City. Edgemoor has created a sample work plan, located on pages following the Summary Edgemoor Project Schedule and Workplan of the first 12 weeks of the project split into bi-weekly increments to give Kansas City a sense of the level of detail and thought that goes into this useful project management tool. Edgemoor would expand this schedule to include activities week-byweek for all of Stages 1 and 2 as a management tool for Kansas City and the Team.

SUMMARY EDGEMOOR PROJECT SCHEDULE AND WORKPLAN

2017

Sept.

Oct.

2018

Nov.

Dec.

Jan.

Feb.

Mar.

Apr.

May

Jun.

Jul.

Development Activities Project Award Program Approval Transaction and Financing Documents Commercial and Financial Close Environmental Assessment Project Management / Oversight Design-Build Activities Develop Control Estimate Develop Project Schedule Concept Design Schematic Design Design Development Mobilization / Enabling Work Firm Pricing Terminal Complete

by Nov. 1, 2021

AWARD

ELECTION

CLOSING

Edgemoor Infrastructure & Real Estate | 97

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STAGE 1: CONCEPTUAL REFINEMENT

WEEKS

1-2

STAGE 1: CONCEPTUAL REFINEMENT STAGE 1: CONCEPTUAL REFINEMENT

WEEK

3-4

WEEK

5-6

DEVELOPMENT / LEGAL

DEVELOPMENT / LEGAL

DEVELOPMENT / LEGAL

5 5 Negotiate Terms of MOU

5 5 Execute MOU

5 5 Steering Committee

5 5 Establish Steering Committee Members

5 5 Begin Environmental Process

5 5 Coordination Meeting with Local Utilities

5 5 Full Team Kickoff Meeting 5 5 Community Outreach

5 5 Community Outreach 5 5 City Council Update

5 5 Facility Management Roundtable

5 5 Monthly Development Update Report

5 5 Community Outreach 5 5 City Council Update

FINANCIAL 5 5 Meet with KC Finance Team

FINANCIAL 5 5 Confirm Target Financial Structures

DESIGN-BUILD 5 5 Begin Program Validation / Options Discussion

DESIGN-BUILD

DELIVERABLES

DELIVERABLES

DELIVERABLES

Draft MOU Contact List Online Sharing Site Tutorial (“Pulse”)

Executed MOU Monthly Development Update Report

Confirm target financial structures Facility Management Presentation

5 5 Meet Key Stakeholders

Edgemoor Infrastructure & Real Estate | 99

STAGE 1: CONCEPTUAL REFINEMENT

WEEK

7-8

STAGE 1: CONCEPTUAL REFINEMENT STAGE 1: CONCEPTUAL REFINEMENT

WEEK

9-10

WEEK

11-12

DEVELOPMENT / LEGAL

DEVELOPMENT / LEGAL

DEVELOPMENT / LEGAL

5 5 Meeting with Permitting Authorities

5 5 Steering Committee

5 5 Community Outreach

5 5 Community Outreach

5 5 Meet with Permitting Authorities

5 5 City Council Update

5 5 City Council Update

5 5 Community Outreach

5 5 Monthly Development Update Report

5 5 City Council Update

5 5 Monthly Development Update Report

DESIGN-BUILD DESIGN-BUILD

FINANCIAL

5 5 Meet Airline Stakeholders

5 5 Initial Conversation with Rating Agencies

5 5 Review Findings / Recommendations with Aviation Stakeholders 5 5 Conceptual Design

DESIGN-BUILD 5 5 Refine Program

DELIVERABLES

DELIVERABLES

DELIVERABLES

Monthly Development Update Report

Design / Construction Recommendation Presentation

Monthly Development Update Report

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DESIGN-BUILD APPROACH Our Design-Build approach is organized around three basic concepts:

1. DIVISION OF THE PROJECT INTO MANAGEABLE SEGMENTS

Construction Project Controls / Schedule Manager / DBE Compliance Safety Public Information and Communication Quality Control & Assurance (QA/QC)

Clark/Weitz/Clarkson has divided the project into four project delivery teams focusing on specific work segments:

Each Segment Design-Build Project Manager will be supported by a complete and integrated staff across all of the project development plan disciplines described above.

Terminal Parking Garage Landside Civil Airside Civil

3. A PARTNERING ENVIRONMENT BETWEEN THE CLARK/WEITZ/CLARKSON AND KANSAS CITY TEAMS

This will allow the Project to be effectively managed by dedicated teams focused on delivering each segment.

2. A TEAM STRUCTURE WITH CLEAR LINES OF RESPONSIBILITY The Clark/Weitz/Clarkson Team is led by the DesignBuild Leadership Team, which includes Derek Moore and Lou Palandrani, who will be responsible for management oversight, coordination, and leadership of design-build activities. As illustrated on the organizational chart in Section A4, reporting to them is the Project Leadership Team (PLT), which includes: Design Project Manager Scott Duncan, Design Integration Manager Donald Gibson, Lead Project Manager Chris Desko, and Construction Superintendent Jim Eldridge.

Reporting to the PLT are the Project Delivery Teams (PDT). For each of the work segements as idenitified above below, the PDT each have the following responsibilities for their respective segment: Design and Engineering Environmental/ Permitting Right-of-Way (ROW) Acquisition Utility Relocations

We envision both Clark/Weitz/Clarkson and the City will assign dedicated management teams to the Project. Aligning these teams effectively in a partnering environment is extremely important to improve communication, identify and resolve issues quickly, and to work together in a collaborative way.

We propose that immediately after Award, we meet to align our Teams, develop common project goals, and implement a project leadership structure that will allow open lines of communication throughout our Teams’ organizational structures.

LINES & METHODS OF COMMUNICATION & INTERACTION WITH CONSULTANTS While the Clark/Weitz/Clarkson team will eventually consist of numerous local companies, we will implement a partnering and communication approach to ensure everyone is working toward common goals.

We will instill an attitude of mutual trust and openness where problems and risks are discussed proactively and resolved collectively by the integrated project team. All team members will work in harmony to perform all activities, fulfill all contractual obligations, and meet the project schedule.

Additional tools and methods utilized to communicate among team members include:

Edgemoor Infrastructure & Real Estate | 101

3D Oculus Rift at Los Angeles Federal Courthouse The Clark/SOM team also developed and implemented a 3D Oculus Rift Courtroom Mock-up to supplement the full-scale offsite courtroom mockup. The 3D Oculus Rift system gleans from the gaming industry technology by creating a fairly real virtual space, in our case a typical courtroom. The 3D mock-up incorporated our details, material selection and lighting. Once the model was built, our design partner, SOM, “walked through” the virtual mockup by accessing a gaming controller and provided us feedback on their desired expectations on such items like material transitions and light levels.

The 3D model will be available for the tradesmen constructing the real courtrooms for reference and better understanding of the overall finished product.

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Our proprietary collaboration system, “Pulse” will be implemented for the KCI Development project. It will serve as the central repository for all items related to the project including CAD documents for Design team use, meeting minutes and agendas, KCI-furnished information and direction, past submissions, regulatory agency comments, permit tracking, schedules, logistics plans, internal Team QC checklists and any other information deemed necessary for the Project. It also provides an executive level cost summary that is very useful for the entire Team to track the project costs during the design phase. The web-based site will allow convenient 24/7 access to all invited users and will be password protected and managed by the Design-Build team (please refer to the following page for a more detailed explanation of Pulse); BIM modeling to facilitate design, virtual planning, special planning, trade coordination and material and component off-site prefabrication (please refer to the following page for a more detailed explanation of BIM); A detailed, integrated master project schedule including strategically planned design package sequencing that facilitates construction fasttracking; and Weekly design process reviews and scheduled formal scope/cost/schedule/constructability reviews to maintain design alignment with the established scope, cost, and schedule.

DECISION-MAKING As described later in Section D.1(v), timely decisionmaking is critical to the success of the KCI Airport Project. Edgemoor's Tiered Management Approach and Governance Structure, which includes participation from the Clark/Weitz/Clarkson team, KCI, and the Airlines, provides a framework for decision making.

Our approach encourages decisions to be made at the lowest level and provides a mechanism for elevating unresolved decisions to the next level quickly. When a decision is required from KCI and the Airlines, Clark/Weitz/Clarkson will provide the information necessary to make an informed decision, including options analysis, cost and schedule information, risks,

TECHNOLOGY AND INNOVATIONS BIM and Pulse

BIM Building Information Modeling (BIM) is a model-centric process. The data synthesized by the project team revolves around the model, a consolidated source of information. The virtual building, an information rich 3D model and database, serves as both the tool and the output. Reports, technical drawings, and illustrations generated from this digital model communicate the design intent more comprehensively than the traditional two-dimensional document-centric process and output.

The Edgemoor Team will comply with current KCI BIM, CADD, and Geospatial Data Standards and Procedures for documentation, drawings, and specifications. At the project’s inception, our Project BIM Manager will manage building information model(s) and data exchange processes designed to meet the needs of KCI for the Terminal Modernization Program project through the collaborative development and adoption of a BIM Execution Plan.

The BIM Execution Plan will be project specific and will guide the development, coordination, and use of the BIM through all phases of design and construction. We recommend that a comprehensive BIM Execution Plan be developed that does not stop at the end of design documentation, but is jointly developed with the DesignBuild team to govern the authorship, use, and development of the BIM for all phases of the work, including the transition to construction uses, until project completion. At the end of the project, SOM will provide a final “design” BIM that incorporates addenda, change orders, and design modifications as an “as-designed” model.

PULSE / ONLINE PRECONSTRUCTION PORTAL Pulse provides real-time access to cost data, the preconstruction plan, schedule, project documents, deliverables, and provides management tools which support our efforts throughout preconstruction.

It also provides an executive-level cost summary that is very useful for the entire team to track the project costs during the design phase. The web-based site will allow convenient 24/7 access to all invited users and will be password protected and managed by the Design-Build Team.

Edgemoor Infrastructure & Real Estate | 103

licy Po

TIERED MANAGEMENT APPROACH & TEAM STRUCTURE

s Iss

ue s

Geoff Stricker, Dan Moylan, Francisco Mira

t oca

All

DESIGN-BUILD LEADERSHIP TEAM

s rce sou Re

/P rob le m

e nc ida Gu

DEVELOPMENT LEADERSHIP TEAM

Derek Moore & Lou Palandrani

ion

rtin g po Re tus Sta

Landside Civil

s

Airside Civil

n sio eci

D al

Parking Garage

tic

PROJECT DELIVERY TEAMS Terminal

Cri

PROJECT LEADERSHIP TEAM Scott Duncan, Donald Gibson, Chris Desko, & Jim Eldridge

DECISION-MAKING Project Delivery Teams (PDT’s) will be established for the four identified work segments that can independently operate and keep moving forward without getting bogged down in unnecessary layers of management.

Clear lines of communication and decision making authority are established. The PDT’s are coordinated and led by the Project Leadership Team (PLT). The PLT is led by the Design-Build Leadership Team, which includes Derek Moore and Lou Palandrani.

Decision-making occurs at the lowest appropriate tier, but there is a process to escalate issues up a level for resolution, if needed.

Status reporting flows upward and guidelines for the KCI Airport Project are established from the top by the City, KCI and the Development Leadership Team, and effectively communicated downward.

and potential impacts. The information will be presented and reviewed together.

INTEGRATING CLIENT & COMMUNITY INPUT The Clark/Weitz/Clarkson team will develop a design solution during the Engagement Agreement period that meets the program requirements and serves as the basis for fixing the cost and executing the Development Agreement. The design process

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with the Airlines, KCI, and other stakeholders, however, will have just begun. Our Team will work closely with The Airlines, KCI, and the community to maximize the value of the design for the operation of the Airlines and the Kansas City citizens. Following is a description of the processes and tools we will utilize to resolve design comments and ensure that the design stays on budget.

We will create a Program Compliance Matrix to confirm the design aligns with the program requirements, and to evaluate

whether design comments constitute an unauthorized change. In the event an unauthorized change is identified, it is elevated to KCI for decision.

Clark/Weitz/Clarkson’s Design-Build Integration Manager, Donald Gibson, will play a vital role in communicating stakeholder comments and coordinating potential changes to design and construction teams.

Review meetings will be held with the KCI reviewers at the beginning of each design review submission to explain the status of the drawings. This results in a more efficient design review process. Clark and SOM are currently utilizing this approach successfully with on the International Arrivals Facility project at the Seattle-Tacoma International Airport.

We will implement a proactive management and utilization plan to support an efficient comment and change management resolution process. A Design Review Conference will be held at the end of every drawing package review period to review each of the review comments.

This detailed process to manage scope and cost through design development has been highly successful for Clark and SOM while working together on similarly large and complex design-build projects, including the $320 million U.S. Courthouse in Los Angeles, CA and at the $350 million P3 for the University of Kansas.

LOCATION OF DESIGN WORK Clark/Weitz/Clarkson and SOM will be co-located in Kansas City to maximize day-to-day communication, coordination, and decision-making. Major design and production work will occur from this office, with support provided by SOM’s resources around the globe. During construction, full-time, onsite Design team representation will provide construction administration support and timely response to any issues that arise.

SCHEDULE MANAGEMENT & COST CONTROL Clark/Weitz/Clarkson will implement management tools and approaches to control schedule and cost: Please refer to Section D8 for additional information on methods we have used in the past to provide a firm price and schedule for the completion of similar projects.

(i) Specific factors that would appeal to Kansas City citizens; There are many features of the new terminals design that we feel will be appealing and important to the Kansas City citizens. For our organization of these ideas we have categorized the ideas into largescale planning topics, smaller conveniences that get worked into the design, and the overall architectural statement of the design.

LARGE-SCALE PLANNING TOPICS It is clear that the Kansas City citizens enjoy the convenience of the existing airport and proximity of the parking and curb lanes to the terminal. They are looking for a short walking distance from their parking to the terminal entrance or a parking shuttle that drops them at the door. We think that there may be an appeal in having a new hotel integrated into the layout of the site and roadways. This could also benefit the curb-appeal of the new terminal that may otherwise be obstructed by the parking garage.

Once inside the terminal the passengers will be looking to minimize their time waiting in security and traveling to their gates. This will be a critical factor in the overall judgement of the success of the design.

CONVENIENCES On a smaller scale, the citizens will be looking for convenient and attractive food and beverage options,

Edgemoor Infrastructure & Real Estate | 105

AIRPORT CONSTRUCTION CONTROL PLAN From the start of each aviation project, we prepare and Airport Construction Control Plan (ACCP) that details our unique construction techniques for performing all aspects of construction while working in a 24/7 airport environment. Our plan, combined with our Team’s specific experience with active airport construction, will provide the City and KCI the comfort of knowing that the Edgemoor Team knows how build without interruption to operations and without negatively impacting the customer experience.

Components of our ACCP include: 1. Site Security Plan—construction limits will be secured to create an area for construction separate from active operations. Depending on airport security requirements, the Design-Build team will sponsor badging of construction personnel for entry into Security Identification Display Areas (SIDA) and Sterile areas, as necessary. Physical Security provisions will include fencing, barricades, temporary walls, gates, and security guards.

Personnel Security provisions will include Airport badging, escorting manpower, escorting vehicles, and project team ID stickers. Our ID stickers are utilized to control access to our project sites by issuing all personnel working on the site an individually numbered sticker to be worn on each employee’s hard hat. In addition to access control, our ID is only issued to workers and personnel that have completed our Team's Project Specific Safety Orientation Course. Anyone without this ID is denied access to our project sites.

2. Site Access—entry gates into the project site will be controlled as required by the City/KCI.

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Our objective is to completely encompass the construction work areas for total security control both inside and outside our construction limits. Interior work areas will be barricaded to completely separate construction from operations and the public.

3. Site Temporary Control Measures—the Edgemoor Team, the City, and KCI will work together to define all temporary control measures required for the Project, including; weather barriers, dust control, noise control, pollution and environmental controls, work access controls, pest/rodent controls, and clean-up. Specifically, when the jobsite is in or encroaches the Airport Operations Area (AOA) the construction area will be barricaded from the adjacent apron and taxi ways with concrete traffic barriers, fencing, and lighting.

These controls are important to maintain clean and safe conditions in airport operating areas adjacent to the construction site.

4. Parking, Staging and Deliveries—the Design-Build team will provide remote parking areas for all construction personnel and staging/storage areas for materials. In addition, we will provide a busing service and vehicle escorts between the parking facilities and the construction sites.

5. Monitoring—our entire Team shares in the responsibility of monitoring our Airport Construction Control Measures and correcting any situation that is in conflict with our plan and poses a risk to the safety and security of the operating airport.

retail, and restrooms like or better than what they see in other new airport terminals. They will want strong wifi signals, sufficient charging stations, and enough passenger seating. They will want good wayfinding signage throughout the airport and parking garage to assist the travel process.

ARCHITECTURAL STATEMENT Matching the culture of Kansas City, the design should be unique and modern, making a statement that the citizens will be proud to call their own, balanced with some of the traditional design elements of the city like Union Station and the fountains at Country Club Plaza. It should reflect the landscape and flora/fauna of the region. And, it should capture the support that the citizens have for the local sports teams. It is critical that the architecture reflect and appeal to the Kansas City citizens, both outside and inside the terminal.

CONSTRUCTION Above are subjects of design appeal for the new terminal, but the citizens will also be concerned about the functionality of the existing airport

during construction. Our Team will provide regular communication on local hiring and outreach opportunities. We will also provide clear communication on changes to roadways and parking as transitions are required by the new construction. We will also have a hotline for the citizens to provide feedback on concerns they have with impacts associated with the construction. (ii) Specific factors that would appeal to airline tenants;

In addition to the passenger experience topics discussed above, the airline tenants would be very interested in having the most efficient terminal layout to support their operations. The following are a list of subjects we believe the airline tenants would want to have considered: Minimize baggage transport distance Appropriate room for airside equipment Quick access for planes to get in and out of gates Ability for an airline to easily gain or lose gates Flexibility in gate sizes to handle different plane sizes Gate sharing for some of the airlines Flexibility to expand or vary aircraft size in the future Consideration for growth in international flights Project cost and life-cycle operating costs for the terminal Efficient AOT and support space for their operations and staff Regular review of future TSA, Govt. body concerns of potential design impact Contingency planning for all construction activities of high risk

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Defined use of model based BIM tours or design reviews with key stakeholders Establishment of an emergency communications and special operations team to resolve any unplanned airline concerns 3rd party retail revenue maximization revue and planning Communication and pre-planning of all construction activities that could impact passenger experiences, airline operations, and safety.

The entire Edgemoor Team are all very familiar with these driving factors and would be prepared to provide multiple options for maximizing these factors for the tenants in a way that provides the pros and cons for the many different options. (iii) Proposed Innovations;

The reference plans developed to date are clearly the result of wide consultation, extensive benchmarking and considered design development. The plan is functional for today’s operations. Much regarding the near- and mid-term performance, as well as long-term resilience of the terminal, will depend on how the design is developed and realized during the design-build process.

We believe it is worth considering the following innovations in close consultation with the City, the airlines and other key stakeholders, if not for implementation now, at least for consideration of how to include the necessary space and infrastructure now to allow for flexibility in the future: What should be the unique selling point, the distinguishing character of KCI and the new terminal? Airports everywhere are defining and refining their “brand” and their identity, and ensuring that their service proposition and their profitability benefit from its clear presentation in the terminal building.

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The Team believes that for KCI and its heritage this includes minimized walking distances, the representation of the unique plains environment in the terminal and inside the terminal, and the presentation of Kansas City hospitality and business opportunities in the terminal as well as in the airport generally. The current KCI was a win-win for the airline and the City at the time. Times have changed, but the high-level objective is the same.

Although the contraction of the airport into a single terminal makes sense in the current state of air service at KCI the plan must allow for a robust future development and aircraft gauge growth, including enhanced international arrivals facilities. Most airports would love to have KCI’s runway and airfield capacity, let alone your terminal redevelopment opportunities. Let’s not squander those assets.

Passenger experience was paramount in the design of the original KCI terminals in the 1960s. The elimination of long walking distances should be a higher-order concern for the new terminal.

Core processing functions are changing size and shape—check-in, security, gate boarding chief among them. Frictionless travel may be out of reach at present, but is the goal of most airlines, planners, aviation equipment manufacturers, and national and international civil aviation organizations. The building planning should allow for substantial reconfigurations in the future. Change is a given.

Internal planning alone will not ensure the long-term flexibility and adaptability of the terminal building. Our Team proposes a hyper-economical building frame and modular terminal system that will resist the inherent obsolescence of the industry.

Traditional sources of revenue are changing, along with passenger spending patterns. The plan must be able to respond to the desires of post-security retail and F&B spending patterns.

Airport access and landside facilities are changing world-wide. The sharing economy,

ride service companies, lower car ownership, and the imperatives of sustainable transportation will transform the need for parking and therefore the area in front of the terminal. We believe there are other important revenue-generating facilities that can be located there. In addition to enhancing the image and experience of the terminal, we will help you shape a dynamic and flexible central terminal area.

One of the benefits of contraction should be reduced energy and maintenance costs.

These areas are rapidly changing. The new terminal will open after current proposals have become standard. The Edgemoor Team is committed to proposing the most advanced energy efficient terminal design ideas available. (iv) Approach to developing a phasing and staging plan to migrate airline and non-airline tenants to the Project from the existing terminal while maintaining existing levels of operations and acceptable levels of service during the construction period, including your experience with similar projects in the past and how potential problems that arose on those projects were mitigated;

Clark/Weitz/Clarkson and SOM have extensive expertise in the planning the phased replacement of terminals with a new terminal on the very same site.

In our design process—there is no solution unless it is a phase-able solution. We have accomplished this at JFK Terminal 4, Logan Terminal E, and Mumbai Terminal 2 and Toronto Terminal 1. We have planned and phased significant expansions and complete terminal renovations at the Dulles Main Terminal and Newark Terminal C. We have also planned the phased replacement of the LaGuardia Central Terminal Building and the Seattle-Tacoma International Arrivals Facility.

After preparatory meetings with the airport authority and program manager, we meet with the airlines and stakeholders to fully understand their operations. The Design-Build process means that Clark/Weitz/Clarkson is directly involved in the documentation, data gathering and strategizing of the phasing scenarios. Passenger operations are paramount, but without continuous airline and other stakeholder operations significant disruptions and negative press can occur. We develop a checklist of operations for each user or stakeholder that include the following: Customer access Passenger processing—check-in, baggage claim Passenger waiting and circulation Retail and F&B Other passenger services Staff access and parking Service access Goods delivery Office areas—by department Optimal locations and adjacencies Security requirements Power, data, other utilities Ground service equipment Baggage handling operations (equipment and vehicle) Passenger wayfinding to eliminate confusion to the public Hydrant refueling and gate services Once the data is collected, collated, diagrammed and understood, we meet again as the Design-Build team with the authority and program manager to outline several general approaches to the phasing and staging.

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We then boil these down to principal connections for Passengers, Airlines, Services/Utilities, Baggage, and Vehicles and develop a set of drawings for each flow and function. These are tied to the all-important aircraft parking and servicing plan.

LaGuardia Central Terminal Modernization—this project is exemplary for our process. To prove out SOM's 30% design of this project they worked closely with the Port Authority, and with the airlines to develop the outline phasing plans, addressing passenger movements, airline operations, building services, and baggage handling.

Please refer to SOM's LGA Phasing Diagrams below and on the following page for a more detailed look at their phasing plans for the LaGuardia Central Terminal Modernization.

LAGUARDIA AIRPORT CENTRAL TERMINAL MODERNIZATION PHASING PLANS

PHASE 1 | 21 MONTHS

PHASE 2 | 12 MONTHS

PHASE 2 | 18 MONTHS

PHASE 4 | 3 MONTHS

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PHASE 5 | 18 MONTHS

PHASE 6 | 3 MONTHS

PHASE 7 | 5 MONTHS

PHASE 8 | 4 MONTHS

PHASE 9 | 18 MONTHS

PHASE 10 | 7 MONTHS

COMPLETION | 76 MONTHS TOTAL

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EXPERTISE IN PHASING COMPLEX SAME-SITE TERMINAL REPLACEMENT PROJECTS The following examples illustrate several examples of the outline phasing schemes that we have worked out to enable the total replacement of a major multiairline terminal with a new one on the very same site.

In addition to the terminal replacement, in each case the airside aprons and landside access roads were completely rebuilt while in operation, as required for Kansas City.

JFK Terminal 4—SOM worked closely with Schiphol USA and the Port Authority to develop the phasing that guided the replacement of the old IAB at JFK. The new multi-airline terminal was phased to the landside, airside and on the very site of the old building. We planned and designed temporary structures to facilitate the construction and shorten its duration. Interim conditions had to be designed and approved to meet life safety codes. We shaved two years off the construction—all the while the terminal was under intensive use.

Mumbai Terminal—SOM developed the attached outline phasing drawings within the first 10 weeks of our the Airline segment for this Project, starting from a blank sheet of paper and the simple instruction to develop a terminal replacement design that could be phased.

The contractor followed this outline and the new 425,000 square meter terminal opened four years after construction start. While being constructed the terminal experienced a 20% growth in traffic. Temporary corridors and gates facilitated the construction.

Delta LAX Northside—Clark recently conducted the highly orchestrated endeavor to relocate Delta’s operations at LAX from Terminals 5 and 6 to Terminals 2 and 3. The scope included 125 unique work areas spread across five terminals: 2, 3, 5, 6, and the TBIT. The team tackled the massive operation by working in three shifts, 24 hours a day, seven days a week. Renovations of numerous ticketing counters and tenant spaces included airline

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JOHN F. KENNEDY INTERNATIONAL AIRPORT TERMINAL 4

CHHATRAPATI SHIVAJI INTERNATIONAL AIRPORT TERMINAL 2

ticketing offices, baggage service offices, ramp operations areas, terminal hold rooms, and gate counters. New construction included $200 million work in place over six months, 25 million passengers through construction area, 100,000 arrivals and departures, 0 lost time incidents, 650,000 work hours, new airline clubs, and 20 IT rooms. Clark also replaced the flight display monitors and significantly upgraded and expanded baggage handling systems, and accomplished all this work while maintaining existing airline operations, with no flights delayed due to construction. Our team orchestrated the move over three major move nights, Friday, Sunday, and Tuesday, choreographing 7-10 airline moves or events per evening. Using the nearby Hyatt as “mission control,” Clark displayed tenant end-state plans and move information, and updated the status of activities for each move throughout the night.

The LAX terminal shuffle was a total team effort involving the project team and representatives from Delta, LAWA, the design team, and a host of other airlines impacted by the move.

Advanced planning, airline inclusion, and open communication were the keys to success. (v) Identification and understanding of the top Project risks and potential solutions to address risks arising during design and construction, based on your experiences with similar projects in the past;

We will utilize our proven solution-based partnering program, successful design-build delivery approach, and lessons learned from working together on the International Arrivals Facility at Seattle Tacoma International Airport and other aviation projects to proactively identify and mitigate risks to successfully meet the mission of the KCI Airport Project.

Clark leads biggest terminal move in LAX history Clark led all the construction and baggage handling system work that enabled the successful relocation of more than 30 airlines over a 72-hour period at LAX, while maintaining existing operations and working 650,000 hours without a lost time incident. Dubbed the “LAX Terminal Shuffle,” this highly orchestrated endeavor moved Delta Air Lines’ operations from their existing home in Terminals 5 and 6 to Terminals 2 and 3. Clark began working with LAX and the airlines in late 2016 to determine how and where to relocate the 30+ airlines and tenants impacted by the reorganization, and identify the needs for their new spaces.

Clark's scope included 125 unique work areas spread across five terminals: 2,3,5, and 6 and the TBIT. Preparatory work included renovating airline ticketing offices, baggage service offices, ramp operations areas, terminal hold rooms, and gate counters.

Additional scope included new airline clubs, 20 IT rooms, flight display monitors, and the expansion and upgrade of the baggage handling systems.

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6.

RISK MANAGEMENT PROCESS E LV SO E R

BEGIN RISK

MAN AGE ME 1. IDE NT NTIF CY Y CL E

Identify Risk

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and impact to scope, schedule, quality, safety, and cost.

DESIGN-BUILD RISKS As depicted above, the Clark/Weitz/Clarkson team utilizes a six-step risk management process.

We have identified the following five most critical design-build risks to the KCI Airport Project.

Our Team will: -- Steps 1-3: Identify project risks early, then analyze and prioritize the risk based on likelihood and impact.

-- Step 4: We will assign a Risk Manager/ Design-Build Integration Manager and communicate the risks to the project team through our Risk Management Report.

We will mitigate risks through team based investigation, design and execution alternatives, and contingencies.

-- Steps 5-6: Risks will be continually tracked and evaluated. Each time we start a new activity, whether design, construction, or transition, we consider the risk environment 114 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

RISK 1 - UNTIMELY DECISION MAKING Delayed decision-making is a critical risk to delivering an aviation-ready facility within budget and on schedule.

MITIGATION: Regular communication of up-to-date information and critical decision milestones combined with a clearly defined project governance structure provides the framework for timely decisions. Clark/Weitz/Clarkson will achieve this through the following methods:

Creation of the “One Team” environment through formal partnering sessions where

every stakeholder is focused on meeting the goals of the KCI Airport Project: Co-location of the Design-Build team onsite, preferably with KCI Establishment of an integrated, tiered Project Governance structure and a clearly defined decision-making process Regular meetings of the Project Leadership Teams (PLT) to make key decisions and escalation of outstanding decisions to the Design-Build Leadership, and, if necessary, the Development Leadership Team for resolution Development of Design Needs List to track information and decisions needed from KCI to complete design Detailed working meetings for specific decisions with participation from KCI and Airlines stakeholders to share information, discuss options, and agree on a path forward. We are confident this approach will ensure key decisions are identified in a timely manner, communicated appropriately, and, if necessary, elevated so they can be addressed quickly.

Stakeholder Group Coordination—early and regular meetings with stakeholders to review current and future mission; Future Proofing Design—to futureproof is the process of anticipating future developments, so that actions can be taken to minimize possible negative consequences and to integrate opportunities. “Future Workshops” will be held to lead the group through discussions of what the future could be and discuss design strategies to support; Accommodating and Attracting the Future Traveler—we will develop profiles of aviation’s current and future travelers to understand who they are along with the tools and spaces they will need and want.

Flexibility in Technology Design—for design decisions related to technology, we will develop a “Smart Decision Timeline” that provides milestones for the “last responsible decision point” so the most up-to-date information is available to make an informed decision.

RISK 2 - OBSOLESCENCE – BUILDING DOES NOT MEET FUTURE REQUIREMENTS

The Clark/Weitz/Clarkson team understands that KCI and the Airlines will have input and request changes to the design after the Development Agreement is finalized. Without proper communication and management of potential changes, there is risk of the facility not meeting the Airlines mission. There is also risk of cost and schedule overruns because of late changes.

How do we design a building in 2017 for the aviation needs of 20 years into the future? Shifting demographics, technological advances and globalization are constantly changing the needs in an airport. We need to ensure that we can meet the needs of the future without fully understanding now what the needs may be. Our goal will be to design an airport that is flexible and has room to grow and change.

MITIGATION: The Clark/Weitz/Clarkson team’s approach to the risk of “obsolescence in aviation” will be to incorporate the following actions and approaches into the design process:

RISK 3 - PROGRAM DESIGN CHANGES AFTER AWARD

MITIGATION: The keys to managing and incorporating stakeholder input and potential design changes on a P3 project are communication, transparency, responsiveness, and a commitment to timely decision making. Clark/ Weitz/Clarkson’s approach to managing KCI and the Airlines directed changes is as follows:

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award, we will hold an Initial Design Conference (IDC) with KCI and other stakeholders to exchange information and ensure alignment on all program requirements before we develop design packages. This provides a baseline understanding, among all team members, of the design and what might constitute a change.

We will create a Program Compliance Matrix to confirm the design aligns with the program requirements, and to evaluate whether design comments constitute an unauthorized change. In the event an unauthorized change is identified, it is elevated to KCI for decision.

Co-location of Clark/Weitz/Clarkson, SOM, KCI, and the Airlines in Kansas City provides regular, ongoing communication Clark/Weitz/Clarkson’s Design-Build Integration Manager, Donald Gibson, will play a vital role in communicating stakeholder comments and coordinating potential changes to design and construction teams.

Our local design-assist subcontractors and other local trade partners will participate in the design reviews to help ensure any KCI requested changes can be made with the lowest impact to budget and schedule.

In-brief meetings will be held with KCI reviewers at each design submission to explain the status of the drawings.

This results in a more efficient design review process. Clark and SOM are currently utilizing this approach successfully with Seattle-Tacoma International Airport on the International Arrivals Facility.

RISK 4 - POOR TRANSITION FROM CONSTRUCTION TO KCI’S OPERATION Without proper coordination and planning, there is a risk that the transition to full operations and maintenance impacts the Airlines operations through inability to be fully operational in the new facility. Mitigation:

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Applying lessons learned from the Delta LAX Northside Project—alongside the Airlines team, we share the lessons learned during the transition period from construction to full operational capability (FOC).

Utilizing expertise of in-house O&M division—Clark Facility Solutions specializes in the transition and O&M of large, secure, government facilities.

Early involvement of Transition and O&M Team—our Airport Operations Liaison, DJ Van Etten, will be involved early in the project to inform the design and delivery schedule.

We will plan for the transition phase and transfer of building operations to KCI’s team.

We will lead a training process to prepare the O&M contractors to operate the facility. This will ensure a smooth transition process to full operations for the Airlines.

RISK 5 - SAFETY OF ALL PASSENGERS, EMPLOYEES, AND CONSTRUCTION WORKERS Safety is our Core Value: Safety of your passengers, employees, and our construction workers is an uncompromising core value of our company culture.

We believe that all accidents are preventable through proper planning and training, employee engagement and empowerment, and constant vigilance. Our current EMR rating is .79, less than the national average. Our total commitment to safety has set standards in our industry and among our peers, evidenced by our recognition from the Associated General Contractors in receiving their Willis Construction Safety Excellence Award in 2013 for the category “Building: Over 4 million manhours.”

Clark commits to KCAD and project stakeholders that our safety culture will be an integral part of your Program from the beginning to the end.

ADDITIONAL RISKS In addition to these five critical risks described in detail, the Edgemoor Team has identified potential Design-Build and Development risks on the following two pages as well as our plan to mitigate each risk.

New and existing utilities Coordination, uncertainty of existing utilities; Redesign. Construction delays

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Extended review and approval of design by airport authorities having jurisdiction over program—delays to design schedule and preconstruction

Budget

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Coordination with the Airport Operations, other contractors on and/or Adjacent to Site

DESIGN-BUILD RISKS

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DESIGN-BUILD RISK MATRIX

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MITIGATION & CONTROL PLAN

KCI Specific Risks Layout site utilization and logistics and review with KCI to determine any potential concerns prior to mobilization. Convey any utility tie-in or other concerns to

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Impact to concessionaires and other tenants; Disruption to business.

Inconvenience to tenant employees and travelers

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Disruption of service such as electrical, water, etc; Disruption to business.

Inconvenience to tenant employees and travelers

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Discovery of hazardous materials in existing KCI terminals; delay in decommissioning Terminal A—construction delays and increased cost

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Labor shortages; Increased labor cost. Loss of productivity from inexperienced work force. Higher risk of accidents

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and act as a primary point of contact with airport operations.

Work with trades to produce detailed coordination drawings to review with the project team, KCI and their stakeholders (as permitted) to validate equipment layout, utility, and baggage handling equipment placement. Detailed phasing plans within Project Schedule along with detailed visual aids in WAN submissions.

Early involvement by Authorities. Explore dedicated plan review and inspection. Detailed design and permitting milestones in Project Schedule. Early buy-in of milestones by all stakeholders. Develop permit tracking matrix to be distributed in project meetings.

Thorough field inspections of existing systems during design phase to incorporate known existing conditions into the design. Utilize existing resources for additional information(as-built drawings, facilities personnel). Establish reasonable allowances/contingencies for known risk items. Utilize BIM to coordinate new and existing utilities.

Research and incorporate latest technologies into design early. Thorough understanding of KCI standards during design. Engage specialty consultants where appropriate.

Early involvement of stakeholders. Understand stakeholders operational processes and schedules. Evaluate design and construction options to minimize impact.

Detailed phasing, systems tie-ins/shutdowns planning via Project Schedule and WANs. Creative thinking on planning of phased work to minimize disruptions and multiple trips to same locations. Temporary wayfinding signage. Aesthetically pleasing temporary partitions.

Early involvement of stakeholders. Understand stakeholders operational processes and schedules. Evaluate design and construction options to minimize impact.

Detailed phasing, systems tie-ins/shutdowns planning via Project Schedule and WANs. Creative thinking on planning of phased work to minimize disruptions and multiple trips to same locations. Temporary wayfinding signage. Aesthetically pleasing temporary partitions.

Thorough field inspections of existing systems during design phase to incorporate known existing conditions into the design. Close coordination during procurement and buyout of all campus systems. Utilize existing resources for additional information(as-built drawings, facilities personnel). Detailed phasing, systems tie-ins/shutdowns planning via Project Schedule and WANs. Conduct environmental survey and abatement during preconstruction phase. Develop contingency plan in the event additional hazardous materials are discovered. Incorporate survey and action items into Project Schedule.

Develop protocol and contingency plan for contaminated soils. Identify disposal sites. Evaluate possibility for contaminated soils to remain on-site. Contingency Bid Package that can be employed if contaminated soils are encountered.

Utilize local subcontractors familiar with bringing labor to KCI Airport. Monitor availability of concrete subcontractors, baggage equipment subcontractors, IT technicians, and all other trades. Workforce Development Program. Engage in recruitment and training efforts early. Strong safety program and training.

Engage major material suppliers during preconstruction. Update pricing on regular basis. Develop contingency to handle unexpected material price escalations.

Explore alternate materials and solicit alternate pricing in bid packages.

Produce detailed testing plan, by phases, in Project Schedule. Engage AHJ personnel early in planning process. Investigate dedicated AHJ personnel if possible.

Pre-punch facility. Punch list areas as they are completed. Utilize punch list collaboration software.

General Risk Associated with Aviation Construction

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Wind, Heat and Weather in Kansas City Coordination, Completion, and Commissioning of KCI Facility

Coordination of Doors, Security, Hardware and Automatic Operators in Facility with each other and other Building Systems

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Early procurement of materials and plan for storage. Utilize material tracking system to maintain on-time delivery to site. Close coordination and visits to subcontractors and manufacturer/supplier facilities. Identify long-lead items early. Evaluate alternatives. Incorporate long-lead times in project schedule. Early bid packages.

Coordinate develop and implement a detailed training plan as part of our project implementation process. Work with the existing KCI facility and other stakeholders to develop a mutually agreeable training schedule that allows training to be delivered in a purposeful and meaningful manner.

Develop plan to provide temporary weather protection to support construction and minimize possible damage to finishes and infiltration of sand and dust into finished areas.

Adapt safety plan to address heat and wind concerns. Consider shift-work to mitigate delays. Engage experienced local contractors that understand Kansas City weather.

Hold coordination meetings that include all stakeholders (as permitted by KCI), and discuss early-on at partnering sessions. Educate workers on the nuances of this space, and develop detailed QC checksheets for these areas.

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Develop early a campus commissioning plan in conjunction with all commissioning team members. Early involvement of KCI and other stakeholders to be involved in commissioning.

Bond subcontractors over $100,000. Utilize subcontractors with KCI experience. Pre-qualify subcontractors, and utilize our procedures and systems for monitoring subcontractor financial and operational health.

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Contracts / Legal Permits Taxes Public Relations Force Majeure Financing

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DEVELOPMENT RISKS

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DEVELOPMENT RISK MATRIX

MITIGATION & CONTROL PLAN Propose to utilize transaction documents from prior projects to expedite contract negotiations Identify all necessary permits early and party responsible to secure. Track/manage to a master schedule identify and price taxes during construction and post-construction phase Develop early plan and strategy to engage City residents on project and benefits to build coalition of support

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Develop contingency / "what if" plans to prepare for unplanned impacts Engage with lending community, rating agencies, Lender's technical adviser early in process to ensure smooth process

SECTION D2 APPROACH TO MEETING ADA STANDARDS D2. A description of approach to meeting ADA standards;

APPROACH TO MEETING ADA STANDARDS All members of the Edgemoor team are committed delivering equality of experience for differing stakeholder groups. It is important that the travel experience be the same for all individuals, regardless of whether they (or family members) have a disability.

The Edgemoor Team commits to implementing the Americans with Disabilities Act and its associated Accessibility Guidelines for Buildings and Facilities (ADAAG) standards in all public areas, offices, and other interior and exterior spaces of the project where the guidelines are applicable. In addition, we commit to minimizing architectural elements that might be more challenging for users and staff with disabilities—such as ramps and sloped floors— even if these are permitted and designed to ADAAG specifications.

Entrance vestibules and emergency egress doors in the façade of the terminal building and elsewhere Passenger Boarding Bridges—these should have a slope of no greater than 1:12, even though some standards permit 1:10.

Restrooms—in addition to minimum ADA standards, these must be sized to take into account passenger baggage Storage areas within offices (such as airline, ground handler, airport operations) ATMs and similar service elements In addition to issues of mobility, design considerations for the visually or aurally impaired must be incorporated into the terminal design, addressing such issues as:

In our experience there are several elements of airport terminal design which require special attention:

Clear sight lines Reduced glare and areas of high contrast in lighting Signage and wayfinding must be legible Visual alarms Audio enhancement at key locations

Curbs at the departures, arrivals and other areas accessed by passengers

As the world’s population ages, airport terminals must have facilities to accommodate Passengers

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with Reduced Mobility (PRMs)—these include golf carts, wheelchairs, travellators, and other ways that provide for movement within the terminal. All of these must be planned and designed as integral to the terminal.

We would look to engage a local ADA specialist with connections to advocacy groups and an understanding of issues of concern to the local community. We would also look to incorporate advancements in technology, such as apps that help passengers with disabilities navigate the terminal and locate means of assistance.

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SECTION D3 APPROACH TO SUSTAINABILITY / LEED GOLD STANDARDS D3. Approach to Sustainability and LEED Gold Standards

INTRODUCTION We partner with our clients to create efficient, holistic, and tailored sustainable projects that will last for generations. Unlike other firms that focus only on the design-build elements, our turnkey development approach considers the "whole of life costs" including O&M. We understand that the City desires to operate the facility after completion—our approach is to ensure that the operating costs (e.g., utility costs), maintenance costs, and annual lifecycle costs (capital replacement) are considered, and further, incorporated into the project to guarantee a better performing building for the life of the new terminal. In addition, we would be interested in discussing the benefits of transfering the risk of hard facilities management services (maintenance of flooring, finishes, systems, etc.) to the Edgemoor Team.

We applaud the City’s adoption of “green solutions” that support environmental, social, and economic equality and are excited to partner with the City to create solutions will help the City and Airport strengthen their sustainability efforts, ensure the City is cost-effectively mitigating unintended environmental impacts and position KCI for

Exceeding LEED goals on P3 projects Edgemoor has been exceeding client goals of sustainability for years. At the George Mason University project, the client asked for LEED certified and Edgemoor delivered LEED Silver. At UCSF Sandler Neurosciences Center (the first P3 for the UC system), the client ask for Silver certification and the Edgemoor team was able to deliver the facility at LEED Gold.

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LEED by the

Numbers future sustainability innovation. On similar airport projects, we’ve found that airport operators and airlines are interested in both energy savings and achieving LEED rankings and other benchmarks, and our entire Team is fully committed to achieving all sustainable/green solution goals for Kansas City.

The Edgemoor Team brings together six firms deeply committed to sustainable design and construction—for example, Clark was ranked as the #2 Green-Builder by Engineering News Record. SOM has designed dozens of large buildings with LEED Gold and Platinum ratings. SOM has also designed a net-zero energy building—the Kathleen Grimm School in New York City—that has garnered numerous awards. The sustainability resumes of each of the firms, while impressive on their own, when taken in aggregate tell an impressive story of companies that have been aligned in their approach to the built environment and responsibility to society beginning even before the LEED program was instituted.

For example, lead architect SOM recently designed a LEED Gold airport terminal in Mumbai,

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+$17 billion

LEED projects completed

+240 million

SF of completed LEED projects

+600

LEED accredited professionals

#2

Top Green Contractor by Engineering News-Record (Clark)

India, a challenging environment for design and construction. The terminal spans over 4 million SF, and is one of the largest airport terminals with that sustainability rating. This was achieved through a combination of energy reduction practices: accentuating daylight, systems specifications and controls, rainwater capture, gray water reuse, and locally sourced materials among other measures.

Clark and SOM also partnered together on the SeaTac International Arrivals terminal that was praised for incorporating state-of-the-art technology and sustainability principles.

OUR TEAM’S APPROACH TO SUSTAINABILITY This Team offers KCI the experience gained from the delivery of well over $17 billion of completed LEED projects in a variety of building markets to meet sustainability goals and the LEED certification standards. This includes many firsts in the U.S.

green building history, including the first LEED Platinum building ever constructed in the United States, the first LEED Platinum office building, the United States’ first LEED certified major league ballpark, among others.

In turn, we bring to the KCI Airport Project an intimate understanding of airport sustainability requirements, as well as proven and well-documented processes to ensure that the Project will achieve all sustainability goals, including LEED rating and achieving other goals during and after construction.

BUILDING SUSTAINABILITY The KCI Airport will be designed to meet and potentially exceed the City and Airport’s rigorous sustainability requirements with a particular focus on water and carbon emissions. It will support the Airport’s leadership efforts in environmental research and education, responsible operations and environmental stewardship in the community. This sustainability approach outlines the strategies currently included in the design options that can meet budget requirements.

In addition, optional strategies are outlined that will be studied in the early design phases to determine viability from a cost and function standpoint. At a minimum the Project will be designed to achieve LEED Gold certification.

The Design-Build team will engage the City, airport, and other stakeholders in a series of charrettes and visioning sessions to collectively develop a roadmap to go beyond best practice to a design that recognizes the opportunities presented by the site with the environment to ensure passenger experience at KCI remains outstanding and promote continued operational excellence. The team will then establish category-specific big sustainability goals for the project, in conjunction with the passenger, operations, and airline staff.

Additionally, we will develop a preliminary LEED scorecard which we will use to track throughout the design/programming process

Exceeding sustainability goals at Clark/SOM's LA Federal Courthouse project Sustainability was a driving factor for the courthouse from the beginning: it is designed to achieve LEED Platinum certification and meet the GSA’s 2020 energy objective. As part of the project, GSA initially required that the energy performance meet a 47 kBTU/SF/ Yr. target for the new Facility. Furthermore, the Contract required a Measurement and Verification period of one year post occupancy—holding back $730,000 until the energy target was met. With Clark/SOM's proposal, we committed to a lower energy performance of 42 kBTU/SF/Yr. Once on board, Clark worked with GSA to further enhance the design to achieve an even lower target of 35kBTU/SF/Yr., to match the emerging program wide energy targets for all GSA Buildings across the nation. Coining the new initiative "the Drive to 35", Clark lead efforts to consider and then incorporate a variety of low cost mechanical and electrical design enhancements to meet the new lower energy challenge. We can now report that after the eighth month of occupancy, the actual energy performance has averaged 31kBTU/SF/Yr.—besting the reduced energy target as established by the GSA.

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In addition to benefiting from industry research and building performance tracking, SOM created a research arm with Rensselaer Polytechnic Institute called CASE – Center for Architecture, Science and Ecology to develop new technologies for high-performance buildings. This initiative has generated several patents for building enclosures and mechanical systems. Among these is the special green wall in the lobby and cafeteria areas of the New York City Public Safety Answering Center (PSAC II) that helps create a soothing environment for stressful call takers and acts as a natural air filter, drawing toxins and improving overall indoor air quality. Designed to achieve LEED Gold certification, the project’s other sustainable strategies include recycled building materials and reduced water use for irrigation.

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SECTION D4 APPROACH TO MEEETING 1% FOR ART PROGRAM D4. Approach to meeting a 1% for Art Program

INTRODUCTION The Edgemoor Team is very familiar with Municipal Art Programs (in fact, lead architect SOM has integrated works of art into all their major airport terminals), and we applaud the commitment of Kansas City to give art a prominent place in all City-owned facilities through the 1% for Art Program.

This will add an important aspect to the identity that Kansas City displays to the world.

We understand that Kansas City has an established program through the Artist Selection Panel for selecting and procuring art work. We are happy to work within the existing structure for art selection.

We are experienced in procuring art through several methods—with other clients we have utilized a committee to drive the process, had the client drive the process via an art advisor, and we have taken responsibility for the art program. We are certain we can contribute in your process, or if your regulations allow and your preference is to explore other methods we are willing to be flexible in doing so.

One possible approach would be to commission works from local and regional artists. An advisory board made up of officials from local museums and cultural institutions, the City and several national figures could be convened. The Design-Build team would identify places in the terminal and the airport campus for commissioned works. Terms and submission requirements would be developed to the satisfaction of the City. The public could be engaged in one of several ways. This could be a way to promote local involvement and buy-in. City and regional pride, as well as a genuine sense of place would be promoted.

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Art in terminals can take many forms. It can be integral or additive, permanent or temporary.

Occasionally, the work is a collaboration between architect and artist (for example, SOM’s ceiling skylight at SFO). SOM’s International Terminal at SFO incorporates the first accredited museum in an airport, with its own meeting, storage, and display space. In addition, SOM designed special vitrines, meeting American Association of Museum standards, to house rotating exhibitions set up in various places within the terminal complex.

We understand the importance of “place making” that is coordinated with the selection committee to allow appropriate space for art.

Our design partner SOM has also worked as an arts advisor for other terminals (such as Ms. Elsa Cameron) to identify works for installation in the

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terminal. Many times, these works are site-specific and are designed for the terminal space (such as the Richard Serra at Toronto Terminal One and the Sol Lewitt mural in the same terminal). The most extensive integration of art occurs in SOM’s terminal in Mumbai, India. The architectural design allowed for a three-story high wall for the display of both historical and contemporary Indian art, from all regions of the country.

At Dublin Airport, SOM developed the theme of honoring major Irish writers. Their graphics group within SOM developed a way to pixilate the writer’s script and use it to create super-graphic likenesses of the writers. SOM worked with scholars and the airport to select special quotations to highlight for each writer.

PUBLIC ART PROGRAM at Edgemoor/Meridiam/ Clark's Long Beach Courthouse project Providing public art in the new court house space was a priority of the State of California’s Administrative Office of the Courts and the City of Long Beach. The Edgemoor/Meridiam-led team set aside 0.5% of the project budget (approximately $2.5 million) to commission two public art installations. Marc Pally, a highly regarded Los Angeles public art consultant and artist organized an Art Committee in 2011. This committee consisted of curators from two local arts institutions, Idurre Alonso from the Museum of Latin American Art and Christopher Scoates from the University Art Museum (CSULB), as well as representatives of the Los Angeles County Superior Court, the State of California’s Administrative Office of the Courts, architect AECOM, Design-Builder Clark, and Edgemoor and Meridiam. The Committee initiated

a search process for appropriate California-based visual artists. Approximately 95 artists were invited to submit their qualifications, and 53 responses were received from individual or teams of artists.

The Committee carefully reviewed all of these submissions and following an extensive interviewing process, chose two artists who ultimately executed contracts: Ned Kahn from Northern California and Jennifer Steinkamp of Los Angeles.

Kahn’s conceptual proposal for the Court Building calls for a unique kinetic treatment of four light columns to be constructed at the Court Building’s main entrance on Magnolia Avenue. Steinkamp’s conceptual proposal for the Court Building calls for the utilization of LED technology in the Great Hall depicting colorful imagery in rapid and riveting motion.

Jennifer Steinkamp's "Murmuration" installation at the Long Beach Courthouse was selected as Americans for the Arts Public Art Network Year in Review citation recipient.

Ned Kahn's art installation pictured at right; Jennifer Steinkamp's art installation pictured below

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SECTION D5 ANTICIPATED UTILIZATION OF M/W/D/SLBE PROGRAMS

D5. A description of anticipated utilization of MBE, WBE, DBE and SLBE Programs for this Project pursuant to the requirements outline in Paragraph 7(1) below.

ANTICIPATED UTILIZATION OF MBE, WBE, DBE AND SLBE PROGRAMS Every member of the Edgemoor Team is fully committed to hiring local, small, women-owned, minority, and disadvantaged businesses. Through business opportunity fairs, networking meetings, and advertisements we provide opportunities for these firms to meet with our staff and local agencies, network, become part of our subcontractor database, and find out about subcontracting opportunities.

We understand how important the growth of the M/W/D/SLBE community is to the economic growth and well being of not only these firms, but for the entire Kansas City marketplace in terms of job creation/employment, taxes, property valuation, and wage growth. In addition, our Team is a committed partner to Kansas City, and believe it is important to positively impact the economies and local business environment where we work, especially on project that will carry such a high profile. It is for that reason that we are committing to HIGHER percentage goals

In sharing the City's goals and commitments to maximize opportunities for M/W/D/SLBE participation on the project, the Edgemoor Team is committed to the following diversity goals for the KCI Airport Project: - Construction Services: MBE 20%, WBE 15% (30% greater than requested) - Professional Services: MBE 17%, WBE 12% (16% greater than requested) Our Team will also contractually require that any subcontract not awarded to M/W/D/ SLBE to have a goal of that percent in their contract. We also commit to including creative packaging to accommodate local M/W/D/SLBE firm capabilities. We will award extra points during scoring to local Kansas City-based firms.

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than outlined by Kansas City targets—we are confident that we can achieve these goals based on our track record.

Edgemoor's MBE, WBE, DBE, and SLBE Plan includes: Methods to identify and solicit local Kansas City M/W/D/SLBE businesses through a Subcontractor/Supplier Database Networking Meetings / Business Opportunity Fairs Advertising / marketing using broadcast media, trade association publications, local government website postings, and/or direct mailing, among others The development of a detailed bidding and procurement strategy to ensure achievement of the City's subcontracting goals and objectives Classroom-General Contractor Training Course Field-General Contractor Training Course Mentor-Protégé Programs

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DE

I

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UP

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The Edgemoor Team's approach to engaging M/W/D/SLBE firms is anchored by the five key programming elements shown below:

Below are highlights of some of the abovementioned programs.

PROMOTE: The first step of our plan is to promote the Program and individual Task Order opportunities to the SLBE and M/W/DBE subcontracting community. We do this by: Hosting business opportunity fairs and networking meetings;

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Conducting outreach to area businesses and community organizations; Creating and maintaining a project website with information about subcontracting opportunities; and, Advertising with local media outlets.

IDENTIFY: Step two in our process involves identification of qualified M/W/D/SLBE subcontractors, opportunities for packaged scopes of work, and large business subcontractors with which to pair M/W/D/SLBE subcontractors using teaming agreements.

EDUCATE: Key to ensuring long-term success of M/W/D/SLBE firms is the education and growth of their people. During Step 3, Educate, we will meet one-on-one with subs to help them with the bid process, facilitate mentor-protégé relationships, and help subcontractors enroll in our Strategic Partnership Program (more below), an MBA-style management program.

MENTOR: For the KCI Airport Project, the DesignBuild team will identify appropriate large business subcontractors to mentor, and possibly joint venture with, Small Business subcontractors.

SUPPORT: Once a subcontractor has been exposed to our outreach plan, whether they are working on one of our projects or not, we have support services available to ensure their continued growth and success. Our Technical Assistance Referral Network connects businesses with support in meeting contracting requirements such as bonding, financing, and insurance and meeting general business requirements such as working capital, accounting, and financial planning.

Additional information on innovative programs our Team has implemented that have resulted in meaningful and sustainable improvements for M/W/D/SLBE firms can be found in Section C5, beginning on page 85.

DESIGN M/W/D/SLBE SUBCONTRACTOR INVOLVEMENT SOM’s approach to involve minorityowned, small, and disadvantaged enterprises is unique in the architectural-engineering industry and stems from their full-service focus. SOM pursues qualified M/W/D/SLBE's to enhance the design process.

The following efforts are taken to ensure that minority-owned, small, and disadvantaged business enterprises or, if such enterprises are unavailable, that certified business enterprises have an equitable opportunity to compete for subcontracts: 1. Review sources from online CBE directories; 2. Review our in-house database of SBE/CBEs for potential candidates; 3. Contact small business trade associations; 4. Attend CBE procurement conferences and trade fairs; and 5. Review sources from the Small Business Administration (SBA) and Central Contractor Registration (CCR).

Although SOM is not a certified Minority, WomenOwned, and Disabled Business Enterprise, they are committed to including M/W/DSBE firms so that all types of local businesses will benefit from the economic opportunities generated by this Project.

SOM has always worked with local M/W/D/SLBE firms for architecture, engineering and a number of the specialty systems involved in an airport terminal, and will provide additional recommendations for

M/W/D/SLBE-certified consultants as necessary once the full scope of work for each project is developed and clarified.

CONSTRUCTION M/W/D/SLBE SUBCONTRACTOR INVOLVEMENT The Edgemoor Team will achieve maximum participation of M/WBE-certified firms in the construction phase through first-tier or lower-tier subcontracting opportunities, and we have different approaches for each of these situations. For first tier participation we have identified the following trades where we will seek out participation from M/WBEcertified firms during construction: Environmental Consulting Demolition and Abatement Floor Finishes Painting and Wall Finishes Skylights Signage

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Window Shades Landscaping Electrical Equipment Supply Electrical Lighting Fixture Supply Temporary Partitioning Equipment Rental Cleaning To facilitate lower-tier subcontracting opportunities we look to arrange Subcontractor Teaming Agreements. In conjunction with identifying qualified local M/WBE firms and packaging and unbundling scopes of work to fit their abilities, we will use our local connections with the large business subcontracting community to identify and facilitate teaming agreements between large and M/WBE firms.

Clark/Weitz/Clarkson has a successful track record of connecting small businesses with established, local partner firms who know the market conditions; have long-standing relationships with labor leaders; understand regional requirements; and have proven, quality and safety policies. These partnerships allow M/W/D/SLBE businesses to partner for larger, complex public works projects, ensuring long-term growth of the M/W/D/SLBE firm and providing opportunities for large businesses to mentor and grow smaller firms.

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SECTION D6 PROPOSED UTILIZATION OF A COMMUNITY BENEFIT AGREEMENT D6. A description of the proposed utilization of a Community Benefit Agreement;

Community Benefit Districts provide a mechanism to ensure that this Project not only provides opportunities and jobs to Kansas City residents but also develops a skill set for those residents that will benefit them well beyond the construction of the project. The resolution adopted in August of 2016 provides a framework to create those opportunities for Kansas City residents to find gainful employment.

We recognize that all residents with the desire to work on a project deserve options for transportation and child care to turn that desire to reality. We will work with the Kansas City Area Transit Authority to provide bus stops at the construction site and are open to looking at viable options for child care for employees on or near the site.

The Edgemoor Team will work closely with the City Manager, the Construction Workforce Board, and the Full Employment Council to utilize and grow existing databases to locate residents looking to work with our team to deliver the project to Kansas City. Through our relationships with local labor organizations, we will also work to integrate their current hiring and recruitment practices to incorporate local residents with the skills to perform the work required for the project and advance that skill set through enrollment in apprenticeship programs that currently exist in those labor organizations.

One example of how this type of process can be implemented successfully is the kcICON (Kit Bond Bridge) project that Clarkson sponsored. The project set requirements to provide dedicated hours to on the job trainees. Jontell Jones, who has been selected as the Project Controls Manager for the KCI Airport Project is one example of the success of this program.

Jontell was trained as a quality control technician on the project who was hired

by Clarkson at the end of the project and currently manages their quality control department.

Our interest is not only in having the most qualified workforce building the project but also in leaving a lasting legacy behind in the form of a skilled workforce that will benefit the community long after we leave.

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Our Team believes this project can be the catalyst to implementing a Community Benefits program citywide and should set an example for future projects on how to truly empower local Kansas City residents to find meaningful work and build a career in construction.

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SECTION D7 COMPETITIVE PROCESS AND CRITERIA TO BE USED IN AWARDING CONSTRUCTION AND OTHER PROJECT PARTNERS

D7. A description of the use of a competitive process and criteria to be used in awarding construction and other Project partners.

COMPETITIVE SUBCONSULTANT AND SUBCONTRACTOR PROCUREMENT A competitive and strategic trade bidding process ensures that highly qualified, innovative local subcontractors are selected. It also confirms the accuracy of the budget and mitigates risks related to project schedule, market escalation, and labor availability.

EVALUATION CRITERIA We will evaluate and select any additional subconsultants for the KCI Airport Project based on the following key criteria: Comparable local and airport experience Strong existing working relationships

Shared values of Design Excellence as defined by the City of Kansas City and the Airport Design-Build experience Ability to bond Current capacity Local preference

The entire Edgemoor Team is so committed to local hiring for the KCI Airport Project that our subconsultant procurement also will include creative packaging to accommodate local M/W/D/SLBE firm capabilities. We will award extra points during scoring to local Kansas City-based firms.

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SUBCONTRACTOR PROCUREMENT APPROACH The Design-Build team’s overall approach to subcontractor procurement for the KCI Airport Project is depicted in the graphic below. This process ensures competition and clear understanding of scope to secure the best value for the City and Project.

MAXIMIZE M/W/D/SLBE PARTICIPATION ADVERTISING & OUTREACH

QUALIFICATION

SCOPING AND PRICING REVIEW BID PACKAGES Scope of Work Subcontract Schedule

PRE-BID MEETINGS

SUBCONTRACTOR SCOPING

OPEN BOOK SCOPE REVIEWS & BID EVALUATION

CONTRACT AWARD

Insurance Requirements Bid Forms Bonding Requirements Alternates Site Specific Requirements Safety Manual

DESIGN-ASSIST / DESIGN-BUILD SUBCONTRACTOR PROCUREMENT The early involvement of subcontractors creates best value for the City by harnessing creativity to develop innovative solutions through competitive bidding.

Exploring Innovative Approaches to DesignAssist/Design-Build Subcontracting: With the City’s input, the Design-Build team will develop a design-assist/design-build subcontractor selection plan based on the procurement strategy, referendum timeline, and overall project schedule.

Design-assist/design-build subcontractors will be bid in a competitive format that allows them to price a clear work scope and any associated risks. As an alternative approach, we would like to discuss with the City the possibility of utilizing a two-part agreement. In this arrangement, subcontractors would be brought on early, with a Part 1 Agreement for Preconstruction Services and a Part 2 Firm Fixed Price option to be exercised if, collectively, we are satisfied with the subcontractor’s performance.

We have used the approach successfully on past projects and have found that it results in competitive pricing.

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ENSURING ADEQUATE COMPETITION The Design-Build team will pursue price proposals from as many qualified subcontractors as possible for each trade. This approach maximizes our subcontractor coverage, creates an environment of competitive pricing, and prevents subcontractors from unilaterally increasing cost due to a potential sole-bidder scenario. For example, the practice of maintaining adequate price competition is so deeply ingrained in their culture that when Clarkowned business units bid work to Clark, they are not always successful. This competition is true for all our self-perform entities. However, these inhouse capabilities also ensure that Clark and the rest of the Design-Build team has obtained the best possible pricing from the subcontractor community and that the pricing contains reasonable mark-ups.

SUBCONTRACTOR / SUPPLIER DATABASE AND QUALIFICATION PROCESS Clark prequalifies and maintains historical records of all subcontractors using our Subcontractor Qualification Application (SQA) process. This formal process evaluates a subcontractor’s financial strength, relevant experience, and their ability to provide performance and payment bonds, among

numerous other factors. As a first step, Clark requires that every subcontractor fills out a SQA with their company’s information. We have developed an online application process so that subcontractors have an easy, consistent process to qualify and work with Clark. Currently, we have over 20,000 contractors in our national database that have completed SQAs and can bring those contacts to bear in the pursuit of quality subcontractor participation at the lowest market-based prices. Our qualification process also guarantees the best, most qualified subcontractors for the KCI Airport Project, minimizing subcontracting risks.

CHALLENGES IN SUBCONTRACTOR SELECTION We have identified four challenges, along with mitigation strategies, to subcontractor selection in the Kansas City market: IDENTIFYING QUALIFIED SUBCONTRACTING FIRMS Clark's comprehensive subcontractor qualification process mitigates risks, conflicts, and exposures.

Each subcontractor is objectively assessed, confirming that they are qualified. This ensures not only the best pricing but also the best value. We also require payment and performance bonds on all subcontracts over $100,000.

INTEGRATING DESIGN-BUILD AND DESIGNASSIST SUBCONTRACTORS We will procure these subcontractors early and integrate them into the Team. We will use a synchronized BIM model to communicate sequencing, crew flow, access issues and production planning, translating into more accurate bids, and expedited procurement.

MARKET CAPACITY AND ESCALATION With a 137-year history in the Kansas City market, our Design-Build team has strong relationships with local subcontractors, who have been in contact for information on future bid

opportunities at KCI. We will leverage that local experience as well as our national presence and relationships with subcontractors to supplement the local market capacity; implement early procurement of materials and scopes of work that are particularly vulnerable to price escalation; utilize allowances and contingencies to hedge the risk of price escalation; and evaluate all potential areas for prefabrication.

PROTECTING KCI’S INTERESTS Obtaining the best value for the City of Kansas City is of paramount importance to us and critical to the success of the Project. With over 50% of Clark’s work being design-build, Clark as well as the rest of the Design-Build team has significant experience with design-build and has developed processes to ensure price certainty and competitiveness. When awarding on incomplete documents, the DesignBuild team will utilize the following strategies to protect the City and Airport’s interests:

Adequately define the scope of work and supplement drawings and specifications with narratives for incomplete aspects, so that packages can be competitively bid as a complete scope of work whether shown or not; Prior to subcontract bidding, conduct detailed working sessions with subcontractors to eliminate risk by providing the subcontractors a full understanding of the scope of work.

Expectations are agreed upon ahead of time and documented in detailed Subcontract Agreements.

Clark's in-house specialists' (including MEP, curtainwall, and structural trades) guidance, document notation, and lessons learned provides clarity to design documents and removes uncertainty for bidders.

Competitively bidding unit prices, establishing allowances, and add/deduct alternates ensure competitive bids and eliminate the risk of subcontractor changes orders.

Review the recommended selection and competitive bids with the City for agreement and input on the final selection.

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SECTION D8 PAST CONTRACT METHODS USED TO PROVIDE A FIRM PRICE AND SCHEDULE D8. A description of the contract methods you have used in the past to provide a firm price and schedule for the completion of projects. On those projects, what penalties, if any, were assessed for failure to complete on time and on budget?

P3 CONTRACTUAL METHODS

Development (DD)-level drawings but, in the past, we have set the design at schematic level drawings.

Combined, Meridiam and Edgemoor have developed and financed more infrastructure P3s in the U.S. than any other firm or team. We are pioneers in the development of public building or “social infrastructure” P3s. This experience has taught us that each project and client is different and we offer solutions that work best for the given situation, rather than using a “one size fits all” approach. We have utilized a variety of different contractual methods on these P3s, including:

The P3 approach differs from more traditional design-bid-build (DBB) or engineering, procurement, construction (EPC) delivery methods in that DBB and EPC keep the cost risk with the owner until design is 100% complete and then bid out to general contractors and/or subcontractors. Thus, the public sector maintains the risk of cost overruns and schedule impacts for a much longer duration.

Availability payments Revenue risk transactions Lease-leaseback Fee development All of the above contractual methods have a fixed price and schedule that is set at the contract signing.

In P3 projects, design is typically set at Design

The P3 approach, as described above and Edgemoor’s solution for the Project, provides guaranteed cost

One of the main benefits of a P3 approach is that it provides a full risk transfer of all appropriate Project elements (development, design and construction, financing) to the private sector.

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“

“

NO OTHER FIRM IN THE INDUSTRY HAS BEEN AS SUCCESSFUL AS EDGEMOOR IN FLEXING THE CREATIVE MUSCLE NEEDED TO CONSIDER THE FULL UNIVERSE OF AVAILABLE FINANCING SOURCES AND IMPLEMENT THE ONE THAT MAKES THE MOST SENSE – BOTH FOR THE PROJECT AND FOR THEIR CLIENTS. - Victoria Taylor, President & CEO, Project Finance Advisory Limited (PFAL)

and schedule certainty to the public sector much earlier in the process.

ALLOCATING RISK One of the biggest benefits of KCI's decision to utilize a P3 delivery model revolves around the concept of risk transfer. In a P3, the Airport/City and the private sector partners (Edgemoor and Meridiam) can thoughtfully allocate each project risk to the party that is best able to price and manage the risk. The key benefit is two-fold—KCI/ the City is exposed to far fewer risks (including risks related to cost overruns and schedule delays) and KCI/the City receives better pricing by allocating the project risk to the party best suites to cost/ manage it.

DESIGN AND CONSTRUCTION RISKS Historically, design and construction related risks, including time delays and cost overruns, have been the responsibility of public sector client. As mentioned above, a P3 delivery model shifts that risk to the Edgemoor Team and away from KCI/the City. KCI/the City will receive tremendous value for their money by making this transition and, as we've successfully done on other P3 projects, we will rely on a number of proven techniques to mitigate those risks. Through tight budget control,

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concerted quality control efforts, BIM modeling, strict safety standards, and detailed planning efforts early in the process, KCI/the City can be confident that the Edgemoor Team shoulders the design- and construction-related risks and we have extensive experience at effectively managing those risks. In fact, our team delivered the P3 Long Beach Courthouse project in an "occupancy ready" fashion in advance of the expected turnover.

An additional benefit of P3s relates to the considerable value of time savings. In a traditional design-bid-build delivery model, each step in the process occurs in a linear fashion. P3s greatly reduce the amount of time required to manage the design and construction process by overlapping those timelines as described more fully in the week by week schedule. This results in tremendous savings (in both time and money) to KCI/the City by reducing a number of costs, including general conditions, capitalized interest expense, and management and overhead expenses.

PENALTIES All of the contracting methods mentioned on the previous page have significant penalties for late delivery. Edgemoor has never had to pay a late fee—in fact, every one of our P3 projects have been completed either on time or ahead of schedule.

SECTION D9 PAST COLLABORATION WITH AIRPORT OWNERS AND AIRLINE TENANTS IN DESIGNING AND CONSTRUCTING NEW TERMINAL FACILITIES D9. A description of your experience working collaboratively with both the airport owner and the major airline tenants in designing and constructing new terminal facilities.

COLLABORATION OVERVIEW One of the differentiating factors of the Edgemoor team is our collaborative approach to delivery of the new terminal. Edgemoor, as a P3 developer, acts on behalf of our clients as the "orchestra leader" -- it is our job to not only get all the differing stakeholders (e.g., airlines, citizens, Aviation and City Staff, lenders, operations team) and partners involved in the process, but also make sure that they are collaborating effectively to drive an efficient solution.

We call this approach "turnkey" design-build.

In our experience a turnkey solution provides more value for the client as we take a much broader view of the key elements that impact a project. Of course, we focus on the core design-build terminal elements, but we also consider operations, financing strategies, third-party stakeholders (the FAA for example) in our integrated solution.

What we have witnessed is that the typical "contractor-led design-build" tends to focus on cost and schedule predominately, while potentially sacrificing design and end-users needs. On the other hand, the typical "designer-led design-build" tends to focus on design aesthetics, while potentially increasing costs and constructability difficulty.

In contrast, the Edgemoor approach—"developerled design-build" focuses on first and foremost on end-users needs, then drives the process by creating healthy tension between designer and builder to make sure that the new terminal meets all of the requested functionality, design aesthetics, budget expectations, and schedule needs. The interplay of different companies allows for unique perspectives and differing viewpoints to be heard and promotes healthy debate between all parties included in this process. We also bring in the O&M perspective to make sure that building is energy efficient and can be operated, maintained and

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refreshed throughout its life. By thinking about, and incorporating the long-term operations requirements into the design, Edgemoor helps our clients receive better performance of the new terminal that will reduce the long-term operating costs of the new terminal and save future funding requirements. Finally, our approach balances any requirements imposed by the lending community and/or investors, to make sure that no covenants of the financing are ever violated.

Clark leads biggest terminal move in LAX history Clark led all the construction and baggage handling system work that enabled the successful relocation of more than 30 airlines over a 72-hour period at LAX, while maintaining existing operations and working 650,000 hours without a lost time incident. Dubbed the “LAX Terminal Shuffle,” this highly orchestrated endeavor moved Delta Air Lines’ operations from their existing home in Terminals 5 and 6 to Terminals 2 and 3. Clark began working with LAX and the airlines in late 2016 to determine how and where to relocate the 30+ airlines and tenants impacted by the reorganization, and identify the needs for their new spaces.

Clark's scope included 125 unique work areas spread across five terminals: 2,3,5, and 6 and the TBIT. Preparatory work included renovating airline ticketing offices, baggage service offices, ramp operations areas, terminal hold rooms, and gate counters. Additional scope included new airline clubs, 20 IT rooms, flight display monitors, and the expansion and upgrade of the baggage handling systems.

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CREATING A COLLABORATIVE ENVIRONMENT DURING DESIGN AND CONSTRUCTION The Edgemoor Team will utilize the same approach and commitment to collaboration that has won us two recent national Marvin M. Black Excellence in Partnering Awards from the Associated General Contractors of America (AGC). Our Team’s collaboration approach for the City of Kansas City is based on our understanding of the needs of the Project and the dynamics of working within the KCI environment.

Subject to the City and Airport’s input, our approach for collaboration and integration for the KCI Airport Project is based on a three-part strategy, as noted below.

PART 1: ESTABLISH THE BLENDED TEAM FRAMEWORK Utilizing our Blended Team approach, we will foster peer-to-peer relationships through an integrated and tiered management structure. We have used this model successfully to manage collaboration on the KU Central District Development P3, the Dulles Corridor Metrorail Phase II project at Dulles International Airport (IAD), the LAX TBIT Renovation, and the LA Federal Courthouse.

Consistent with the guidelines established by the International Partnering Institute (IPI), we recommend forming a partnering structure comprised of an Executive Leadership Team, a Core Leadership Team and several Integrated Working Groups.

We have found that issue identification, preliminary problem solving and project goal buy-in are greatly improved through the peer-to-peer relationships we develop in the Blended Team approach.

On-boarding Process: Large, long-duration projects require method to rejuvenate buy-in to maintain project momentum and clarity. Personnel changes within stakeholder groups will happen during these projects. We will utilize an on-boarding and partnering process to bring new individuals up to speed and understand any new issues or concerns presented when stakeholder personnel changes.

Co-Located Program Management Office: The co-located Program Management Office is a key component in promoting the Blended Team. From past aviation and P3 project experience, the layout and design of the facility influences the effectiveness of the facility. Limiting the number of walls and providing areas for casual conversation supports team collaboration. By organizing the seating organization, we can maximize the Team's efficiency. Our Team would like the opportunity to work with the City on the design and organization of the Program Management Office.

PART 2: IMPLEMENT A CLEAR PROCESS We will work with the City to form the peer leadership groups and establish a regular and progressive cycle of meetings. The cycle of meetings would be as follows: First, the Integrated Working Groups meet to discuss and solve project challenges and key issues in their area of focus. They will identify any key issues that need to be elevated to the Core Leadership team.

Second, the Core Leadership Team will meet to assess the level of collaboration on the Project and identify any key issues that are not getting resolved or necessary priority.

Third, the Executive Leadership Team receives monthly briefings and meets as necessary to make any critical decisions or to address any unresolved issues or disputes. To jump-start

Collaboration at LAX's Tom Bradley International Terminal Refurbishment Program (TBIT) Clark joined Los Angeles World Airports (LAWA), the construction manager, and architect in a formal partnership agreement program; the program included the project partners, airlines, airport personnel, TSA, and subcontractors.

Bringing all stakeholders together allowed each party to share crucial information.

Focus teams were created for key project elements, coming together to develop detailed plans for specific scopes of work.

This allowed the overall project to proceed on budget and on schedule as up-to-date, detailed accounts of cost and budget issues were continually addressed.

the building of a true Blended Team, we will work with the City to plan a one- to two-day facilitated workshop with the appropriate project team members and stakeholder representatives. From past partnering programs, we believe the agenda would include some or all of the following: Overview of Program and Project Goals Overview of Team Member Organizations

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EFFICIENT CARRIER FACILITIES for Ryanair and other airlines SOM designed a new 12-gate concourse at Dublin Airport that was directed by the Irish government to be used by efficient carriers. At the time (2002-2003) relations between the largest efficient carrier, Ryanair, and the airport authority—then known as Aer Rianta, now Dublin Airport Authority—were particularly fraught. As lead designer of a multi-discipline team SOM participated in a series of stakeholder workshops over the course of six months to understand their operations and develop a set of facilities requirements.

This process was accomplished through both general meetings and meetings with individual carriers—all under the aegis of the airport authority. The design team played a key role in reaching consensus on the design. SOM’s process took the following steps, each involving a review with all the airlines, including the full-service carriers: Forecasting and future fleet mix Demand requirements Concept of operations Gating and aircraft parking options Facilities requirements Space program

General format option studies (plan and section / passenger flows) Vertical transportation options Architecture and structural design Finishes and fitout—art program

In the course of the design process SOM developed a set of solutions that gave the efficient carriers what they wanted (or didn’t) without compromising the

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long-term viability of the new concourse for use by full-service carriers. Examples include: Flexible aircraft parking. All efficient carriers in Europe at the time flew only ADG III aircraft—B737s and A320s mainly. SOM made sure that the stands on one side were sized for the largest ADG III aircraft— the A321. Along the other side SOM positioned the concourse so that it could accommodate up to ADG V aircraft, should the need arise.

Provisions for PBBs. The efficient carriers at Dublin Airport at the time—especially Ryanair—did not want to use Passenger Boarding Bridges (Jetways).

They preferred to ground load passengers from both the front and rear doors to speed turnaround.

SOM designed the concourse building structure to accommodate future Fixed Bridges to serve PBBs, should they be required in the future.

International arrivals and transfer capability.

At the time the airport authority preferred a single central Immigration Hall, but the distance from the new efficient carrier concourse was such—and the unpredictability of forecasting and international regulations governing security and immigration were such that SOM recommended allowing space and circulation for a satellite Immigration facility in the pier, providing a quick transfer and security screening for access to onward flights on the concourse itself, without returning to the main terminal building.

and Departments, including discussion of departmental roles, responsibilities, risks and concerns. The team member groups introduced would likely include the core City and KCI groups Individual introductions as well as getacquainted exercises to help team members come to know each other better, both as professionals and as people.

Stakeholder Group Review and Discussion to understand key interests, goals, and concerns from the perspective of each of the key stakeholder groups such as other departments, tenant stakeholders, as well as external and community stakeholders.

Either as part of the initial meeting or in subsequent sessions, we will work with the City to facilitate additional working sessions as follows: -- Overall Project Phasing and Project Schedule discussion, possibly including a Lean Process exercise to align around major phasing and schedule requirements.

-- Partnering Skills/Team Agreements: Training and/or small peer working groups discuss and agree on the principles of good teamwork and behavioral “team agreements” that will create and maintain trust as well as a truly collaborative team culture. We will work the Port to agree on IPI recommendations regarding separate Partnering Skills Training.

PART 3: PROVIDE MEASUREMENTS FOR SUCCESS The Design-Build team, led by Clark and SOM, has extensive experience with a variety of team evaluation approaches. Leveraging the anonymity of an evaluation process, scorecards serve to take the “temperature” of the project team on a quarterly basis, identify any areas where performance could be improved, and surface any key issues to be addressed. We propose to work with the City to agree on and implement a team evaluation process

and success criteria or the KCI Airport Project to provide a “feedback cycle."

ENGAGING KCI PROJECT STAKEHOLDERS As part of the Program Validation process, the Development and Design-Build teams will work with the City team to plan for, and hold, a Design Review Workshop within 20 days of NTP. In the first two weeks after NTP, we will work with the City’s core project management staff to: Define and organize all the different stakeholder groups, many of which we have listed in the column to the right; Confirm the key interests, goals and requirements of each stakeholder; Define the role and authority of each stakeholder or stakeholder group in terms of design input, review, approval, and decisionmaking authority; Agree on the process and protocol to facilitate input from selected stakeholder representatives. If the City wishes, the Design-Build team can work directly with the stakeholders to seek their input and review comments; and Identify those instances or areas where direct stakeholder involvement in our Integrated Working Groups or the Core Leadership Team may be appropriate and support the success of the Project.

We will work closely with the City’s senior leadership to identify all stakeholder groups, their responsibilities and their decision-making authorities.

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SECTION D10 APPROACH TO ADDRESSING CHANGES AND/ OR POTENTIAL NEW GOVERNMENT MANDATES D10. Your approach to addressing changes to and/or potential new government mandates that may come into effect during the design and construction period.

With SOM's national and international experience designing new airport terminals and Clark/Weitz/Clarkson's experience building airports nationally, our Design-Build team will be successful in future-proofing the design for potential changes that the government might mandate. Whether a mandated change happens during design, construction, or after the terminal is complete, we will design for flexibilities to minimize impacts. With the experience our Team has working with airport operators on these changes that do occur regularly, our design will anticipate a reasonable expansion of the security requirements and infrastructure.

Changes that are required prior to the execution of the Development Agreement will get incorporated into the Project with no impact. We will identify the most efficient and best solution for the Project and any impact would be balanced within the Project budget. With the experience of our Team we wouldn't expect any surprises that our design couldn't accommodate; however, in the unexpected case that there are changes that are required during the design or construction after the execution of the Development Agreement, these would be dealt with as a change to the Development Agreement. We would work with all the Project stakeholders to identify the best design solutions, identify the impacts, and we recommend that KCI have an Owners contingency to cover this type of unforeseen change.

Post 9/11 security changes for the Federal Inspection Services (FIS) Building at the George Bush Intercontinental Airport After Clark was awarded the FIS project, post 9/11 security mandates necessitated critical redesigns to meet evolving security requirements. The designer quickly redesigned the FIS building in two and a half months to adhere to newly defined U.S. Customs and Border Protection regulations for airports resulting from the September 11, 2001, events. Clark overcame this challenge by closely coordinating with the designer and Agencies to "fasttrack" the design changes to the field so time-critical construction could continue uninterrupted and ensure that the new security measures were being met.

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THEY HAVE FOLLOWED THROUGH ON THEIR PROMISES, THEY'VE DELIVERED ON THEIR SCOPE, AND THROUGHOUT THE ENTIRE PROCESS WE FOUND THEM EASY TO WORK WITH, EXTREMELY KNOWLEDGEABLE, AND IT WOULD BE MY PLEASURE TO RECOMMEND THE PARTNERSHIP WE'VE HAD WITH EDGEMOOR. - Shannan Nelson, Assistant Vice Provost, Campus Operations, University of Kansas

One example of our Team's ability to address changes during design and/or construction is our work on the University of Kansas Central District Development P3. The P3 project at the University of Kansas was unique in that the overall cost of the project was not allowed to exceed a maximum price to the University.

Understanding that changes on large projects are inevitable, the Edgemoor-led team was challenged with finding a process that would allow them to address change orders without increasing the project contract value. We were able to accomplish this through a bi-weekly meeting held with the University leadership team to review all additive and deductive changes concurrently. The Edgemoor team created an Unallocated Allowance account which was used to carry change order balances (positive or negative) on the monthly pay requisitions. The team worked together to group the change orders together with the goal of maintaining as close to a “zero” balance in the Unallocated Allowance account. An added challenge to this process was ensuring that change orders were executed in a timely manner so that they did not impact the project schedule—therefore, grouping change orders together required consideration of not only the change order amount, but also the timing of the when the work had to be done.

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Currently, the KU Central District Development P3 project has reached the point where the number of changes has diminished significantly and the Unallocated Allowance fund is nearly zero, indicating that the overall cost of the project is unchanged and the project scope is meeting the Client’s needs and objectives.

University of Kansas Central District Development Project in Lawrence, Kansas

SECTION D11 APPROACH / EXPERIENCE WITH PUBLIC AGENCIES, COMMUNITY OUTREACH, AND PUBLIC COMMUNICATION D11. Your approach and experience with public agencies and the community outreach undertaken during major construction, and the methods and measures your team would put in place to ensure the fullest, most satisfactory levels of communication with the public.

COMMUNITY OUTREACH In addition to the community outreach that occurs throughout the Concept Development and PreDevelopment Planning Stages (especially as it relates to the entitlement process), we also recognize the importance of community engagement and know from past experience that the success of a Project is dependent upon engaging the stakeholder groups and other effected parties throughout the development, design, and construction process.

With the benefit of established relationships through our local team members and favorable experiences in successfully implementing other public-private collaborations and aviation projects, the Edgemoor Team is keenly aware of the need to involve and inform the broader community about the Project throughout the planning, development, and construction phases. As such, community

A core value of our Team is to partner with the communities where we live, work, and play—we are community focused at our core. We understand the importance of not only keeping the public and stakeholders informed and up-to-date on new opportunities as the Project progresses but are also always looking for opportunities to give back and serve in the communities where we are lucky enough to do business.

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Community Outreach During Preconstruction: Riviera Beach Marina On the Riviera Beach Marina District revitalization project, Weitz was tasked with maximizing M/WBE and SBE participation along with utilization of businesses based in the City. The City required all trades that had approved apprenticeship programs be utilized to complete the respective scopes of work. The work was also to be executed in an area that had ongoing, business operations. Stand alone, many of these criteria conflicted with each other so the Weitz team had to devise creative ways to deliver on the City’s requirements. A key component to achieving the City's goals were the multiple preconstruction outreach events. Weitz hosted five events aimed at informing the business owners, adjacent to the project, about Weitz's plans and timeline for executing the work. In return, those Owners were able to provide feedback on how that might affect them and how Weitz might minimize or eliminate those impacts. Weitz established a direct line of communication with project staff so that these Owners knew who to call to get concerns addressed and questions answered.

Community Outreach During Development/Design: Long Beach Civic Center Community Engagement Working in partnership with Clark and SOM, Edgemoor developed a robust community engagement plan as part of the entitlement process. In total, Edgemoor conducted over 100 outreach meetings engaging with over 4,000 people. Community concerns and ideas for project raised in these meetings were fed back into the architectural development, which led to a better project at the end of the day. The grass roots support the team gained during the outreach process also lead to unanimous approvals of the project at the Planning Commission, City Council, and Board of Harbor Commissioners.

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outreach efforts will be a major component of the development approach. Edgemoor has developed effective methods of conducting community meetings, and has expanded our communication methods to include more interactive tools of gauging community thoughts and opinions, such as online blogs and chat rooms. We will work directly with the City, Airport, and various assist agencies and community organizations to host outreach events and to provide project-specific information regarding available scopes and trades, bid packages, and subcontracting opportunities.

Members of the Edgemoor Team have recently completed several large projects in the Kansas

City area and with the City of Kansas City and have experience and a good working relationships with many of the key stakeholders. We are very cognizant and sensitive to impacting the communities where we develop and build and our Team will reach out and engage these stakeholder groups early in the development process. We will also establish a regular forum to listen and address any concerns or issues raised.

On the following page are some examples of public outreach tools that we have successfully used on past projects.

Community Outreach During Construction: University of Kansas Central District Development Working in partnership with Clark, our team has been involved in numerous public outreach events in connection to the 55-acre Central District Development project on KU’s Lawrence campus.

For example, the Hilltop Child Development Center sits directly in the middle of the new construction of the Central District and during construction the team spent the day teaching the children at Hilltop about the construction happening in their own backyard.

As a special “thank you,” from the team, all the children were given a copy of the book “Goodnight, Goodnight, Construction Site.” After the event, one of the parents noted that now many of the kids wave and say goodnight to the construction equipment at the end of the day, just like in the book. Once construction near the Center was complete, we held a special ice cream afternoon for the children, their parents, and staff, to say “thank you” once more.

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NEWSLETTERS AND WEBSITES We believe strongly in the use of quarterly newsletters and project-specific public websites as a way to keep stakeholders and the public informed of upcoming construction activities and events. These tools have been used with great success of many recent projects.

OUTREACH AND EDUCATION On every project, we look for opportunities during each step of the project to reach and out and educate, update, and engage the community. The image to the right shows members of the Long Beach Civic Center team reviewing the project model with a concerned stakeholder.

GIVING BACK TO THE COMMUNITY Edgemoor and Meridiam have assembled an exceptional team deeply invested and committed to KCI, the City, and its citizens—during the Sandler Neurosciences project, several members of the Edgemoor Project Team gave back to the community by participating in a community service event benefitting the San Francisco Food Bank.

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SECTION D12 EXAMPLES OF VALUE ENGINEERING D12. A description of examples where you have used value engineering to achieve meaningful cost savings.

APPROACH VALUE ENGINEERING One of the differentiating factors of an Edgemoorled team, is our approach to maintaining a client's budget. Our principals have developed real estate and infrastructure for decades both for third-party clients, and for our direct ownership. This unique perspective allows us to put ourselves in our "client's shoes" and drive the project to meet budget expectations, while maintaining high-quality, aesthetic appeal, and functional/flexible buildings. We look at the cost of an airport beyond the construction expense to ensure that lifecycle and operating costs are not an afterthought left for the building occupant or owner but rather a “first thought” addressed during design and construction, ensuring that operations will be as efficient and cost effective as possible.

TARGET VALUE DESIGN Edgemoor advocates a Target Value Design (TVD) approach for the new terminal. This process has been implemented successfully on numerous P3 projects, all with Clark as design-builder, and many with SOM as designer. Our TVD process works through an

Value engineering: LAX Central Utility Plant On the LAX CUP project, the Clark/ARUP team and building controls and MEP subcontractors brought innovative solutions to the airport resulting in $7 million in energy savings and a 10X increase in utility rebates. All this was achieved at a minimal cost, greatly offset by the long-term savings.

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Value engineering: LAX - Tom Bradley Terminal Improvements The original lump sum contract of $503.5 million included approximately $60.6 million of allowances dedicated to undefined base contract design.

Additional owner-requested changes to elevators, HVAC and fire-protection systems incurred cost increases beyond their allowances, resulting in a final owner approved contract amount of $578 million.

Clark worked collaboratively with the owner and the design team into accommodate these additional changes in a cost-effective manner. Through partnering and other efforts, Clark worked with the owner to identify $60 million in savings to bring the project to within budget.

iterative feedback loop where the Developer, DesignBuild team, the City, and stakeholders will be engaged through continuous communication of the Project’s status versus the Target Budget. Using TVD we will work towards a target budget while implementing desired scope changes to reduce the need for a “traditional” Value Engineering’s process that involves developing, designing, and then cutting scope— this continuous analysis process reduces the need for traditional value engineering later in the design process by guiding the design to the budget and incorporating City and stakeholder input at every step.

For example, at the Sandler Neurosciences Center, the first step we took after project award was a program validation exercise with the end-user tenants in the building. Through this process, we identified requested scope adds due to programmatic changes that amounted to $7 million. We then worked collaboratively with the design-build team, our client, and the enduser groups to identify alternative solutions to finishes, systems, programs, construction methodology etc., that would bring the project back in line with the original cost expectations.

In establishing TVD, we will track design options in a Value Analysis process. We will provide the City with a Decision Matrix that enables you to make informed cost-benefit decisions regarding design scope weighed against budget considerations. Additionally, we will evaluate potential cost savings such as innovative procurement methods, construction phasing, and prefabrication to save costs without reducing scope.

The Edgemoor Team is committed to providing the City and airport with the best value solution.

OPTIMIZING DESIGN EFFICIENCY Value engineering should be preceded by ”value design.” Two of the biggest drivers of building construction cost are structures and floor area. Lead architect SOM uses several tools to optimize both because each presents different challenges and requires a different approach. Structures want to

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be optimized for maximum efficiency and minimum material, efficient fabrication and erection. However, the smallest floor area is not always the right floor area. Terminal planning benefits from a dense literature of processor, level of service, and space planning parameters. Since no two terminals are identical and issues of flexibility and adaptability can be in conflict with area reduction—but there are smart planning moves that can complement the minimum area requirements. It is as much an art as a science, and benefits from considerable experience. Initially, SOM would lay out the scheme based on their experience with minimum dimensions and appropriate allowances for structure, shafts, etc. (a static model suffices in the early stages). Once a preferred general layout is achieved, SOM would then use one of several specialist simulation modelers to test the capacity of processors, circulation, waiting, and commercial areas (vertical circulation is included in the model). The scheme is then optimized for area, but also in relation to the tectonics of the building, its constructability, maintainability, and adaptability.

As part of a multidisciplinary design approach, SOM engages structures and major systems design at a projects's earliest stages to provide meaningful, impactful input in the design that is creative and innovative as it relates to structure and its associated efficiency. Our Design-Build team does not approach projects with a goal to “make it work” structurally but rather strives to be an integral contributor to overall designs throughout the entire process.

Creating rational, efficient, constructible facilities requires a focus on geometry, materials, and structural systems. Choosing poor geometry, the wrong materials, and/or the wrong structural system early in the design process negates even the best engineering efforts down the road. Being involved early in the design process when decisions relating to geometry, materiality and systems are occurring allows SOM Structures to make meaningful contributions to the design which can both create a successful, integrated design and reduce construction costs.

Value engineering: JFK Terminal 4 When SOM completed Schematic Design for Terminal 4 at JFK the escalation of construction costs was affecting the project’s viability. SOM and the rest of the design team were asked to come up with cost savings that would not degrade functionality and minimally affect appearance. The architects and engineers came up with several items, large and small, but the most ingenious and comprehensive was a slight reduction in the dimensions of the typical structural bay, from 30’ square to 28’. To approve this the owner and operator (LCOR, Schiphol USA) needed to be convinced that the Level of Service would remain ‘C’, as specified in the contract with the Port Authority.

Various forms of modeling were carried out and they were convinced. This reduced slightly individual areas—such as the space between check-in islands and baggage claim devices—but the Level of Service remained the same. And taken globally, across the project, this small move saved thousands of square feet of construction area—floor area being the biggest cost driver (elevators, escalators, processing equipment and all such fabricated elements remained the same size). The drawings were revised to reflect the smaller base grid dimension and all other elements accommodated.

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For example, early in SOM's design of the new concourse for Continental Airlines at Newark SOM needed to decide whether to adopt a clerestory and truss roof system with services from below, or a simple flat roof, no daylighting and services fed from the ceiling plenum. SOM was able to prove that the costs balanced out, leaving the decision to such issues as floor plan flexibility, ambience, and passenger experience.

Once the general direction of the structural design is set SOM will use a variety of tools and techniques to optimize the design. The Optimizer uses an energybased approach based on the principle of virtual work. It allows SOM to study members of a structure to best understand how hard they’re working and what effect they have on the overall resistance of a structure. We can move material around between members within a structure during the design

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to proportion them so the material is placed in members where it is most effective. The process is iterative and can be used early in projects to compare different structures and structural systems to each other. It can also be used to determine which material is better placed in which portion of structures (steel vs. concrete). The optimization program is also used during detailed design as a final step in minimizing the amount of material in a structure. A structure can be optimized targeting a variety of goals including deflections at any location within a structure or targeting a structure’s period of vibration. SOM’s optimization software was created internally years ago and is continually developed and upgraded to be used with the latest commercial software packages.

In addition to the Optimizer, in more recent years SOM's research group has studied a variety of different optimization techniques used in different industries including topology optimization and genetic algorithms. SOM currently incorporates those techniques into their designs to the greatest extent possible and have informed bracing patterns on long-span trusses and high-rise buildings.

Positive and Negatives of DBF Structure

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SECTION A

SECTION E POSITIVES AND NEGATIVES OF DBF STRUCTURE Detailed description of the positives/negatives in your approach to using a design-build­finance approach to finance and construct this Project.

One of the differentiating factors of the Edgemoor Team is our Design-Build-Finance (DBF) approach to delivery of the new terminal. Edgemoor and Meridiam, as P3 developers, act on behalf of our clients as the "orchestra leader"—it is our job to not only get all the differing stakeholders (e.g., airlines, citizens, Aviation and City Staff, lenders, operations team) and partners involved in the process, but also make sure that they are collaborating effectively to drive an efficient solution. We call this approach "turnkey" design-build.

In our experience a turnkey solution provides more value for the client as we take a much broader view of the key elements that impact a project. Of course, we focus on the core design-build terminal elements, but we also consider operations, financing strategies, third-party stakeholders (the FAA for example) in our integrated solution.

What we have witnessed is that the typical "contractorled design-build" tends to focus on cost and schedule predominately, while potentially sacrificing design, lifecycle costs, and end-users needs. On the other hand, the typical "designer-led design-build" tends to focus on design aesthetics, while potentially increasing costs and constructability difficulty.

In contrast, the Edgemoor/Meridiam approach "developer-led design-build" focuses on first and foremost on end-users needs, then drives the process by creating healthy tension between designer and builder to make sure that the new terminal meets all of the requested functionality, design aesthetics, budget expectations, and schedule needs of end users. We also bring in the lifecycle costs perspective to make sure that terminal is energy efficient and can be operated, maintained and refreshed throughout its life. By thinking about, and incorporating the long-term operations and lifecycle costs requirements into the design, we help our clients receive better performance of their facilities will reduce the long-term operating costs of the new terminal and save future funding requirements. Finally, our approach balances any requirements imposed by the lending community and/or investors, to make sure that no covenants of the financing are ever violated.

Some additional positive attributes of our DBF approach include: 1. Early risk transfer to the private sector of design-build delivery cost and schedule— our DBF approach fixes the cost and schedule early in the process to provide cost certainty for Kansas City, with no surprises or change orders throughout the project.

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2. Transfer of financing risk to the private sector—the Team's approach will leverage our industry leading capability in financial structuring to identify alternates, obtain and then close financing on the best value solution for Kansas City. We will explore all alternatives, especially those that reduce and/or eliminate the potential cost of capital differential of a public financing vs. a private financing.

Presidio Parkway The Presidio Parkway project involves the design, construction, financing, operations and maintenance for the replacement of 1.6 miles of the existing Doyle Drive facilities on US Highway 101 in San Francisco. The project was developed in two phases. Phase I was procured through a traditional design-bid-build approach under four separate contracts. Phase II was procured through a P3 DBFOM agreement.

The Meridiam-led team was selected for Phase II and Meridiam's significant public sector experience successfully resolved permitting issues and mitigated the risk of project delays, allowing for Phase II of the project to be completed on time and on budget.

The success of this project—the first transportation project procured under California’s P3 (DBFOM) enabling legislation provided stark comparison to the traditional Design-Bid-Build model used for Phase I of this project, which was delivered over budget and behind schedule.

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3. O&M considerations—as developers and owners of public buildings and infrastructure, we will make sure that operations, maintenance, and capital replacement considerations are accounted for during the design and construction period. And, our Team would be open to the conversation regarding the benefits of adding “hard maintenance services” (i.e., maintenance of the physical building, finishes, systems, flooring, windows, etc.) which supports greater risk transfer to the private sector.

4. Leverage private sector resources—our approach allows Kansas City to take advantage of the depth resources our Team will bring to ensure the project’s success.

5. Implement best practices—our Team includes some of the leading aviation developers, designers, and builders in the world. We will bring our knowledge of the latest trends in the aviation industry to the project to ensure that the citizens of Kansas City and businesses in the region receive an airport that can meet the needs of today’s travelers, while being flexible to adapt to future needs.

A few negatives of the DBF approach include: 1. DBF can be costlier than public-financed approach from a straight cost of capital perspective; however, that needs to be analyzed through the lens of risks transferred to ensure an accurate comparison.

2. For this Project, payments to the developer are secured by airport revenues. If the airport is underperforming, which is out of control of the developer, its payments could be comprised.

3. Lenders may require certain controls (See response to O & P) be imposed on the airport, to protect revenue streams available for debt payment.

Detailed Description of Financial Approach

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F

SECTION F

SECTION A

SECTION F DETAILED DESCRIPTION OF FINANCIAL APPROACH Per the requirements as outlined in Addendum #2 (dated June 13, 2017), all information required pursuant to Section 7(f) shall be submitted separately by August 10, 2017 by 4 pm (CDT).

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QC / QA Plan

SECTION G

G

SECTION G

SECTION A

SECTION G QC/QA PLAN G. Description of the Quality Assurance Plan ensuring that the City and its Airline Partners and other valuable stakeholders receives a quality efficient structure that is affordable, convenient and sustainable at a reasonable cost going forward.

QUALITY ASSURANCE PLAN The Edgemoor Team understands the vital importance of developing, and then implementing an approach/plan to ensure the City and its Airline Partners receive an extremely high quality, efficient terminal. Quality MUST be driven throughout all of the project elements—design, construction, and operations. Our turnkey development approach is different than typical design-builders in that we include considerations of how the building will operate into our plan. This can be found in elements

Establish Expectations—all participants will be aware of the level of commitment required for the Integrated QC Program. The team will take a proactive and predictive approach to quality, which will avoid costly repair or redesign in the field.

such as finishes, flooring, systems chosen, etc. Our goal will be to balance the first cost of the terminal with the long-term operating costs, to make sure that the terminal maintains its quality level not only on Day One, but 10, 20, or +30 years.

Edgemoor will implement an integrated Quality Management Plan (QMP) that involves two primary concepts which will carry through the entire KCI Airport project.

1. Participation by primary project stakeholders, including the City, Airline Partners, key stakeholders, design team, and construction leaders; and, 2. Early and continued active involvement by all parties through the design and construction periods.

Establishing the QMP Framework: the DesignBuild team (Clark/Weitz/Clarkson and SOM) will hold a QMP Kick-Off Meeting, co-chaired by Design Quality Manager Kevin Peters and Construction

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QC System Manager John Sloss, to establish the understanding that quality is the responsibility of each and every team member. This framework, along with clear lines of communication and reporting structure and understanding the City’s and the new terminal’s functional, design, and performance goals will ensure each team member understand how they will contribute to the success of the Project.

Utilizing Bluebeam for progressive design-build SeaTac project Bluebeam software opens PDF documents and allows the user the ability to mark-up, draw, and measure with a wide range of CAD-like tools. Its application at Clark and SOM's SeaTac International Arrivals Facility (IAF) project is instrumental in stakeholder engagement and Technical Review Committee (TRC) review of milestone design documents. When a design phase document set is issued by the Clark/SOM team to the Port, a Bluebeam Session is launched and every member of the TRC is able to access the same document file simultaneously to enter comments.

The mark-ups are both recorded on drawings as well as tabulated to include page reference and the author’s name.

When the review session is closed, the marked up PDF is returned to the Clark/ SOM team for response. This tool helps streamline the process of TRC review and collection of comments from a multitude of stakeholders.

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QUALITY APPROACH: DESIGN/ PRECONSTRUCTION PHASE As we validate the design and aspire to achieve design excellence and assure quality, Edgemoor will lead the early efforts of quality assurance, focusing—in close collaboration with Clark/Weitz/Clarkson and SOM—on the following key design components: Effective and Early Stakeholder Input: key City, Airline partners, and stakeholder staff will be embedded in workshops and charrettes early in the design process to get the best collective thinking and solutions, supporting project goals Integration of Systems + Processes: there are several locations where elements of the Project must integrate physically and functionally into existing facilities. The DesignBuild team has a detailed understanding of these locations and approaches to each integration point are detailed below: Vertical transportation: elevators and escalators Travellators: early decision on high-speed moving walkway Passenger boarding bridges Other gate equipment Early decision on Baggage Handling System procurement method Flexibility/Future-Ready: there are universal traits found in all enduring architectural solutions allowing airport facilities to be prepared for future technology, passenger levels, and expansions. These traits include: a regular column grid of medium to long spans in public areas; generous access to natural light;

physical spaciousness; and quality hard surfaces at the human level. We will work with you to “future-proof” your investment by considering potential innovations and structural changes to the air travel industry.

These changes can come from within the City; the airlines; passengers; government agencies (CBP, TSA); or elsewhere. Some of the fundamental planning issues to be explored during the design/preconstruction period include: -- General Building Planning and Design: Future flexibility of the building is dependent on having the space to make changes and the ability of the primary backbone systems to handle evolving needs. General considerations include: ›› Location of structural elements to allow reprogramming space without affecting primary structure. Clearspan large spaces when possible ›› Location of primary power feeds, substations, switchgear, and spare conduits to accommodate changes ›› Careful location of inflexible elements such as toilets, shafts, egress stairs, etc. ›› Prepare for expansion by special detailing of walls to be removed in the future ›› Mechanical systems located conveniently with primary conveyance systems that accommodate future changes In addition to conferring long-term benefits, such an approach could allow the design and construction of the building shell to be advanced while the layout of the functional areas are worked through with TSA and other stakeholders.

-- Aircraft Fleet Mix, Parking, and Gating: we recognize that KCI's different airlines tenants have a unique mix of aircraft and we need to design the terminal in a way to address the current and likely changing mix of

-------

--

planes in the future so that gates can handle multiple aircraft types Definition of the planning horizon to be consistent with supporting total airport capacity.

Future Light Rail to terminal Increased international departures Impact of rideshare/driverless cars on parking needs Possible terminal hotel Accommodating technological developments in both the airport/airline and the customer service/passenger worlds Accommodating retail and other revenue generating activities within or near the new terminal footprint

Balancing Budget with Program & Stakeholder Aspirations: We have found that the best way to meet the budget is through informed, early decisions, when big ideas can be introduced that may have farreaching budget impacts. These big ideas are part of the package of options that we will provide to the City to evaluate together.

Operations Considerations: It is important to factor in the long-term operations, maintenance, and capital replacement or lifecycle costs into the early programming and design. This unique inclusion by the Edgemoor team will insure that the City's ongoing costs (e.g., maintenance, utilities) will be reduced and efficient.

QUALITY CONTROLS GOALS DURING DESIGN/PRECONSTRUCTION The design phase portion of the QMP, the Design Quality Management Plan (DQMP), is a road map for the Design-Build team to enhance quality and collaboration through all design phases and tasks required on the Project.

Our goals during the design/preconstruction phase are as follows:

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PRECONSTRUCTION GOAL NO. 1 – QUALITY IN THE DESIGN Design Quality Assurance/Quality Control: Verify design is complete and coordinated through all design disciplines.

Peer Review of the Design: Deliver a thorough multidisciplinary analysis of the design to provide a coordinated review of the integrated design with respect to functionality and constructability.

3D Oculus Rift at Los Angeles Federal Courthouse The Clark/SOM team also developed and implemented a 3D Oculus Rift Courtroom Mock-up to supplement the full scale offsite courtroom mockup. The 3D Oculus Rift system gleans from the gaming industry technology by creating a fairly real virtual space, in our case a typical courtroom. The 3D mock-up incorporated our details, material selection and lighting. Once the model was built, our design partner, SOM, “walked through” the virtual mockup by accessing a gaming controller and provided us feedback on their desired expectations on such items like material transitions and light levels.

The 3D model will be available for the tradesmen constructing the real courtrooms for reference and better understanding of the overall finished product.

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PRECONSTRUCTION GOAL NO. 2 – QC PROGRAM DEVELOPMENT Construction QC Program Development: Establish a project specific, comprehensive construction QC program based on the requirements of the contract documents and the expectations of the entire team.

Commissioning Program Development: Establish a project specific, comprehensive commissioning program based on the requirements of the contract documents and expectations of the entire team.

It is a multi-pronged approach and is comprised of the following key elements: Dedicated Design Quality Control Manager (Kevin Peters) Scheduled QC review process Internal Design Quality Reviews Coordination and Interdisciplinary Reviews Constructability Reviews Independent Technical Reviews Peer Reviews Milestone Design QC Reviews Multi-tiered QC participants Design team Independent design review Design-Build team and in-house Subject Matter Experts Design-Assist and Design-Build Subcontractors Peer reviewers for key systems (MEP, AIS, BHS, etc.)

Our Team has a proven design quality assurance plan, successfully implemented on five design-build projects together where, in each case, we achieved design excellence with innovative and creative solutions that exceeded the client’s needs and functional requirements. Our approach incorporates an authentic consideration of Kansas City and its Midwest attributes; considers flexibility and the total cost of ownership; and will focus on beating expectations for budget and schedule.

QUALITY APPROACH: CONSTRUCTION

Engineers (USACE) Quality Control program, our CQMP is organized around Definable Features of Work (DFOW).

Our CQMP is an extension of the overall QC/ QA approach, and includes document reviews, submittal reviews, mock-ups, testing, inspections, commissioning and activation, while stressing communication with all subcontractors, the City, Airline Partners, primary stakeholders, and the timely correction of any items that do not conform to the contract requirements.

QUALITY CONTROLS GOALS DURING CONSTRUCTION

For the Construction Quality Management Plan (CQMP), our Team will implement its proven SixPhase Quality Process, as summarized in the graphic below. Based on the U.S. Army Corps of

Our focus on quality will begin at the outset of preconstruction and continue during the work in the field. The ultimate result will be a quality project that exceeds all expectations.

DELIVERING QUALITY

1

Preparatory Phase

Submittal review and approval Prepatory meeting Examine materials and site visits Review work

2

Initial Phase

Review of work in place for compliance and level of workmanship Verify adequacy of controls

DEMONSTRATING QUALITY

3

Follow-Up Phase

Daily checks to confirm compliance and level of workmanship Recording and notifications of deficiencies Confirmation of correction of deficiencies

4

Commissioning

Equipment start-up Pre-functional system performance testing Functional system performance testing Integrated systems verification

5

Punchlist & Closeout

Punch list, inspection, documentation, and sign-off As-built document delivery Operations & Maintenance manual delivery

6

Final Inspections

Final 3rd party inspections of systems Final inspections and approvals Final acceptance by design team Submittal completion and acceptance

Warranty documentation

Training of facilities and staff

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TECHNOLOGY AND INNOVATIONS BIM and Pulse

BIM Building Information Modeling (BIM) is a modelcentric process. The data synthesized by the project team revolves around the model, a consolidated source of information. The virtual building, an information rich 3D model and database, serves as both the tool and the output. Reports, technical drawings, and illustrations generated from this digital model communicate the design intent more comprehensively than the traditional two-dimensional document-centric process and output.

The Edgemoor Team will comply with current KCI BIM, CADD, and Geospatial Data Standards and Procedures for documentation, drawings, and specifications. At the project’s inception, our Project BIM Manager will manage building information model(s) and data exchange processes designed to meet the needs of KCI for the Terminal Modernization Program project through the collaborative development and adoption of a BIM Execution Plan. The BIM Execution Plan will be project specific and will guide the development, coordination, and use of the BIM through all phases of design and construction. We recommend that a comprehensive BIM Execution Plan be developed that does not stop at the end of design documentation, but is jointly developed with the Design-Build team to govern the authorship, use, and development of the BIM for all phases of the work, including the transition to construction uses, until project completion. At the end of the project, SOM will provide a final “design” BIM that incorporates addenda, change orders, and design modifications as an “as-designed” model.\

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PULSE / ONLINE PRECONSTRUCTION PORTAL Our proprietary collaboration system, “Pulse” will be implemented for the KCI Development project.

It will serve as the central repository for all items related to the project including CAD documents for Design team use, meeting minutes and agendas, KCI-furnished information and direction, past submissions, regulatory agency comments, permit tracking, schedules, logistics plans, internal team QC checklists and any other information deemed necessary for the Project. It also provides an executive-level cost summary that is very useful for the entire team to track the project costs during the design phase. The web-based site will allow convenient 24/7 access to all invited users and will be password protected and managed by the Design-Build team.

CONSTRUCTION GOAL NO. 1 – SAFETY

SPECIFIC AREAS OF QUALITY FOCUS

Safety is our Core Value: safety of KCI's passengers, employees, and our construction workers is an uncompromising core value of our company culture. We believe that all accidents are preventable through proper planning and training, employee engagement and empowerment, and constant vigilance. Our total commitment to safety has set standards in our industry and among our peers, evidenced by Clark's recognition from the Associated General Contractors in receiving their Willis Construction Safety Excellence Award in 2013 for the category “Building: Over 4 million manhours.”

The entire Edgemoor Team commits to KCI, the City, and project stakeholders that our safety culture will be an integral part of your Program from the beginning to the end.

Our aviation experience tells us that the following aspects and/or materials will be of particular importance to the life-cycle cost and long-term sustainability of the new terminal. Our QMP will provide focused quality provisions for the following:

CONSTRUCTION GOAL NO. 2 – DELIVERING QUALITY AT THE HIGHEST LEVEL Submittal & Approval of Materials and Systems: demonstrate an understanding of the design and the fabrication details necessary to deliver on the design.

Fabrication and Mock-up Programs: demonstrate the ability to execute the quality expectations prior to installation.

Installation: deliver the quality expected throughout the entire project.

CONSTRUCTION GOAL NO. 3 – DEMONSTRATING QUALITY IN THE END PRODUCT Commissioning: verify that all systems are operating to meet or exceed the performance requirements of the Contract Documents.

Punch List/Closeout: final touch-up of all spaces as necessary to provide high quality finishes.

Final Inspections: confirmation that the project has been completed to KCI’s complete satisfaction.

Curtainwall systems MEP systems construction and above-ceiling coordination Baggage handling systems Roofing and skylights Art installations Utility installations Flooring, specifically terrazzo Interior finishes Caseworks/millwork, especially in public areas

PROCESSES AND TOOLS TO FACILITATE QC/QA The Edgemoor Team will use the following tools and processes to effectively ensure quality designs and installations: Tracking of comments with formal comment resolution reviews and close-out; Progressive review of document development to confirm compliance with the Initial and Final Basis of Design, phasing, construction schedule and budget; Interdisciplinary reviews and coordination through the use of BIM, Navisworks, and Bluebeam; Tools such as laser scanning and GPS tracking of existing airport conditions and utilities; Peer review process and engage an independent team to review critical aspects of the documents; and Quality Control Audit process to review, resolve, and track the QA/QC activities throughout design and construction.

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REPORTING + FUNCTIONAL RELATIONSHIPS

craftsmanship, sustainability, and safety, awarded to Clark, including:

The reporting strategy for our Quality Control process will ensure independent and objective reviews at all phases of the Project. Our QC/QA team will report directly to Dan Moylan and Lou Palandrani and they will have a team of quality engineers to support the quality effort during both design and construction. This independent structure allows our Quality Team to monitor and carry out the QMP without being influenced by production. That said, every member of the Edgemoor Team—not just those assigned to administer the QMP on the Project—are responsible for achieving quality.

16 Associated General Contractors of America, Alliant Build America Awards 8 Associated Builders & Contractors, National Excellence in Construction Eagle Awards 4 Engineering News-Record Best of the Best Awards 14 Design-Build Institute of America Awards 9 Sustainability Awards

Functionally, Design Quality Manager Kevin Peters and Construction QC System Manager John Sloss will manage a team of design and construction professionals assisting with shop drawing and submittal reviews, and liaising with subcontractors during installation. This team will review mock-ups, installations and work in the field, for compliance with approved submittals and shop drawings. Project Managers for each section of work will support the Quality Team and ensure subcontractors’ contracts are complete and include the necessary scope items to ensure a quality product.

OUR TEAM’S AWARD-WINING QC/QA PROCESSES Perhaps the best testament to the success of our Team’s Quality Control program is the more than 1,300 local and national awards for quality,

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Achieving award-winning quality is a complete process, not just the result of inspections and tests.

Quality control for a project begins at the outset of the assignment, prior to material and equipment testing, installation, shipment, or procurement. We will create a close and cooperative partnership with the City of Kansas City, the KCI Airport, and key project stakeholders and subcontractors, based on frequent and open dialogue, as well as clearly established standards and objectives.

Our outstanding quality results are accomplished through strong leadership that fosters communication at all levels, management by professionals with a sense of commitment, and the creation of a project culture that takes pride in quality work.

Project Timeline

SECTION H

H

SECTION H

SECTION A

SECTION H1 PROPOSED DESIGN DEVELOPMENT PACKAGE H. Provide a time line for: On page 171 of this section is a preliminary bar chart summary schedule that illustrates our proposed timeline for the design, design review, pricing, enabling projects, and financing activities. This preliminary schedule will guide the entire Edgemoor Team through the nine-month process leading up to the execution of the Development Agreement and the full commencement of the construction. Dates and answers to specific questions are provided below and in Sections H2, H3, H4, and H5, and all dates tie to the summary schedule on page 171.

(1) Providing the proposed design development package for the proposed Project, which should include the demolition of Terminals A and B and the demolition of the parking structure for Terminal A, and an acknowledgement that any such design proposal shall be contingent upon acceptance by the Airlines and consistent with the Project budget; As illustrated in the following bar chart schedule, and as described in Section D1, we will meet to review the design with the project stakeholders on a regular basis to review the progression and to get feedback.

We anticipate a six-week conceptual design phase, a 12-week schematic design phase, and a 17-week design development phase. There will be formal submission, Owner review, and formal comments reviewed and addressed for each of these packages. Clark/Weitz/Clarkson plans to submit our design development package around May 1, 2018. We acknowledge that the design proposal shall be consistent with the Project budget and we anticipate the Airline's review and approval of the design along with KCI, and any project stakeholders involved as necessary throughout the design process.

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7/24/ 2017 7/31/ 2017 8/7/2 017 8/14/ 2017 8/21/ 2017 8/28/ 2017 9/4/2 017 9/11/ 2017 9/18/ 2017 9/25/ 2017 10/2/ 2017 10/9/ 2017 10/16 /201 7 10/23 /201 7 10/30 /201 7 11/6/ 2017 11/13 /201 7 11/20 /201 7 11/27 /201 7 12/4/ 2017 12/11 /201 7 12/18 /201 7 12/25 /201 7 1/1/2 018 1/8/2 018 1/15/ 2018 1/22/ 2018 1/29/ 2018 2/5/2 018 2/12/ 2018 2/19/ 2018 2/26/ 2018 3/5/2 018 3/12/ 2018 3/19/ 2018 3/26/ 2018 4/2/2 018 4/9/2 018 4/16/ 2018 4/23/ 2018 4/30/ 2018 5/7/2 018 5/14/ 2018 5/21/ 2018 5/28/ 2018 6/4/2 018 6/11/ 2018 6/18/ 2018 6/25/ 2018 7/2/2 018 7/9/2 018 7/16/ 2018 7/23/ 2018 7/30/ 2018 8/6/2 018 8/13/ 2018 8/20/ 2018 8/27/ 2018 9/3/2 018 9/10/ 2018 9/17/ 2018 9/24/ 2018 10/1/ 2018

PRELIMINARY KCI DEVELOPMENT 7/27/17 - Preliminary KCI SCHEDULE Development Schedule

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 Proposal Submission Due Financial Proposal Submission Due Interview Award Negotiate and Execute MOU* Successful Election

27-Jul-17 10-Aug-17 14-Aug-17 18-Aug-17 1-Sep-17 7-Nov-17

Enabling Projects Design Early Start Work / Enabling Projects Permitting Early Start Work / Enabling Projects Procure Early Start Work / Enabling Projects Mobilization Early Start Construction / Enabling Projects Demolition of A Terminal

2 months 1 month 1 month 3 weeks 8 months 8 months

Design and Preconstruction Prepare and Approve Design Control Estimate Prepare Overall Project Schedule** Environmental Assessment Phased Design To Support Fixed Pricing Concept Design Presentations / Reviews Concept Design Comment and Approval Schematic Design Presentation / Reviews Schematic Design Comment and Approval Schematic Design Cost Update Review Design Development Presentation / Reviews Design Development Comment and Approval Design Development Cost Update Review

6 weeks 2 months 9 months 8 months

6 weeks

12 weeks

17 weeks

Development Agreement Finalize Fixed Price Prepare DA Documents & Financing Financing Mtgs.

Execute DA / Financial Close / Project NTP

2 month 9 months 1-Jun-18

Complete Design & Construct Procure Design-Build / Design-Assist Trades 6 months Underground Construction Documents 2 months Underground Permits I month Structure/Enclosure Construction Documents 4 months Construction Document Reviews with Stakeholders Structure/Enclosure Permits 1 month Complete Building Construction Documents 7 months Complete Building Permit 1 month Demolition of Terminal A Parking Structure 6 months New Terminal Construction 39 months New Parking Structure 24 months Substantial Completion of New Terminal 1-Nov-21 Complete Transition to New Terminal (3 mos.)

1-Feb-22 Complete Demolition of B Terminal (6 mos.)

1-Aug-22

ss Succe

ent lopm ted Deve Execu ment Agree

ion Elect

U d MO Signe

*MOU needs to authorize funding for enabling projects to allow the early start work to advance prior to Development Agreement . **The preparation of the Overall Project Schedule should commence with a Schedule Development Forum with KCI and all stakeholders to address Design - Permitting - Procurement - Construction and Phasing.

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SECTION H2 GUARANTEED MAXIMUM PRICE (2) Providing a guaranteed maximum price for the construction of the proposed new terminal; Clark/Weitz/Clarkson plans to provide a fixed lump-sum price to Edgemoor prior to June 1, 2018, following approximately eight months of a design effort with SOM and with KCI. Please refer back to Section H1, beginning on page 169, for additional information and a preliminary bar chart summary schedule that illustrates our Team's proposed timeline for the design, design review, pricing, enabling projects, and financing activities.

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SECTION H3 TIMING FOR THE COMPLETION OF NEGOTIATION OF FINANCING AND TRANSACTION DOCUMENTS AND COMMENCEMENT OF CONSTRUCTION (3) Assuming a successful election on November 7, 2017, your anticipated timing for the completion of negotiation of financing and transaction documents and commencement of construction with an acknowledgement that any transaction documents shall be conditioned upon acceptance by the Airlines; We envision some enabling projects and demolition activities being accomplished as part of an early-start agreement under the MOU. Based on a successful election and approval of the Environmental Assessment, we anticipate finalizing and the Development Agreement and commencing construction around June 1, 2018. We anticipate the Airlines acceptance of the transaction documents prior to finalization of the Development Agreement.

Please refer back to Section H1, beginning on page 169, for additional information and a preliminary bar chart summary schedule that illustrates our Team's proposed timeline for the design, design review, pricing, enabling projects, and financing activities.

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SECTION H4 DATES TO IDENTIFY ALL SOURCES OF FUNDING; OBTAIN EQUITY AND FINANCING COMMITMENTS OR ASSURANCES OUTLINING SPECIFIC DEAL TERMS; CLOSE FINANCING

(4) The dates by which you would expect to: identify all sources of funding, both debt and equity; obtain equity and financing commitments or assurances outlining specific deal terms; and close the financing; and The gating factors in accelerating the date of financial close are the environmental assessment process and reaching a Record of Decision and negotiating the Development Agreement. Assuming we achieve financial close on June 1, 2018, then we would expect to: (a) identify all sources of funding by 12/31/2017. Note that equity funds are in place today—the timeframe to the end of the year is to analyze various debt instruments to identify most appropriate financing and funding mechanisms; (b) obtain equity and financing commitments or assurances outlining specific deal terms by Preliminary equity commitments are in place today; Final equity and debt commitments will be achieved during First Quarter of 2018 as contractual terms and risk allocation is final; and (c) close the financing by June 1, 2018. To the extent we can accelerate the environmental assessment / contract negotiations, we can accelerate the time to reach financial close accordingly.

Please refer back to Section H1, beginning on page 169, for additional information and a preliminary bar chart summary schedule that illustrates our Team's proposed timeline for the design, design review, pricing, enabling projects, and financing activities.

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SECTION H5 TIMING AND SPECIFIC SUBSTANTIAL COMPLETION DATE (5) The anticipated timing for, and the specific substantial completion date of, the delivery of the proposed new terminal to the City.

The Clark/Weitz/Clarkson team anticipates a substantial completion and delivery of the new terminal to the city around November 1, 2021, which contemplates 39 months of construction following the execution of the Development Agreement. Following this turnover of the new terminal, we expect a threemonth transition to the new terminal and then six months of demolition of terminal B before the project is complete around August 1, 2022.

Please refer back to Section H1, beginning on page 169, for additional information and a preliminary bar chart summary schedule that illustrates our Team's proposed timeline for the design, design review, pricing, enabling projects, and financing activities.

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Relevant Additional Information

SECTION I

I

SECTION I

SECTION A

SECTION I RELEVANT ADDITIONAL INFORMATION

The answers to RFQ-P Section 8: Sustainability are located on the following pages.

a. Describe how your proposal will address the established City policies referenced in this RFP specific to the project or service on which you are proposing.

We know that it is important to understand the local context in order to best address City sustainability policies—Kansas City has four distinct seasons which at their extremes are both very hot and very cold, with high levels of precipitation (historical annual rainfall is 36.88 inches). As such, it is important to apply a tailored response to the design of the terminal, the entire airport property, and its integration into the City.

As it sits on the urban fringe of Kansas City, Missouri, KCI, like many of America’s airports, is an automobileoriented facility. The most important sustainability issue for the new KCI is reducing vehicle miles traveled (VMT). While the efforts to build a rail line have gained little to no traction, there are many other important design, management and operational interventions that can reduce VMTs and thereby greenhouse gas emissions. If the City wants to uphold its agreement to stand with the Paris Climate Treaty, then this is an opportunity to set a new precedent for municipal

Exceeding LEED goals on P3 projects Edgemoor has been exceeding client goals of sustainability for years. At the George Mason University project, the client asked for LEED certified and Edgemoor delivered LEED Silver. At UCSF Sandler Neurosciences Center (the first P3 for the UC system), the client ask for Silver certification and the Edgemoor team was able to deliver the facility at LEED Gold.

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airports around the world. Strategies that focus on how travelers and staff access the airport, and the operation of the facility itself can obtain carbon neutrality should define the new KCI. The new KCI will have a transit hub that shuttles passengers from activity centers around the region direct to KCI, be technology neutral to allow for the rapid growth and deployment of transportation technologies, and employ other travel demand management strategies. This provides an opportunity to be on the cuttingedge of advancements like autonomous shuttles, electrifying the municipal airport fleet, and other transportation demand management strategies.

The terminal itself should strive to be a netpositive building. It should seek to move beyond sustainability and become a regenerative building that cleans more water and produces more energy than it consumes. Balancing both passive and active strategies, the new KCI’s design should optimize daylighting while minimizing solar gain, integrating active solar generation into the envelope of the building. The Water Department could retrofit the public realm and parkway entrance to test new low-impact and “green” infrastructure projects as pilots that address the City’s goals to reduce storm water run off. The cows on-site could even be leveraged to capture methane gas as a heating or other fuel. These initiatives combined provide would open up unique partnership with KCPL to test a micro-grid, making the airport more resilient and sustainable.

Building on these unique P3s, the new KCI should support increased economic activity in new ways as well. Building on the Terminal’s focus on access, flexibility and regeneration, the reuse of the adjacent Terminal C building should also become a central part of the airport’s sustainability.

Leveraging the existing KC Smart Port program, Terminal C could become a model of a 21st Century port and the embodiment of the new Kansas City; a technology hub of local entrepreneurs and

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businesses addressing the world’s most pressing issues. Such a massive public investment must not only improve access to regional, national and international airline destinations, but unlock the global marketplace for the City, and generate longterm opportunities for the region.

Please refer to Section D3 for our more information on our Team's approach to sustainability and LEED Gold standards. b. In order to incorporate, sustainability and efficiency throughout the planning, design, construction, operation and maintenance of the project, highlight each component of the project that you feel deserves consideration in this context and demonstrate how these components are efficiently integrated into the project.

The Edgemoor Team sees the following possibilities for designing sustainability into the planning, design, operations and maintenance of the new terminal and the airport in general.

PLANNING AIRPORT ACCESS We recognize that KCI has a very large and widely dispersed catchment area, and that most passengers and staff come to KCI in private cars.

However, as part of the City’s sustainable planning, development and design goals, the new terminal and central area of the airport should be designed not just to accommodate, but also to facilitate more efficient modes of access to the airport.

There are several LEED points that can be gained for simple things like bike racks, but the Project should consider privileged positioning for buses, shuttles and other HOV modes. Places to recharge

SUSTAINABILITY at Clark/SOM's +$200M Design-Build project—LA Federal Courthouse The GSA challenged the Clark/SOM design-build team to achieve a higher Energy Use Intensity (EUI) score of 35 and deliver an operationally efficient building designed for LEED Platinum certification in which both initial and lifecycle costs would be minimized. To respond to both City and solar grids the façade is pleated—placing transparent panels in the north/south orientation and opaque panels in the east/west. The transparent, “cool” panels allow for views out and natural daylight in, while the opaque, “hot” panels mitigate east/west solar heat gain and glare. This strategy provides a 47% reduction in solar radiation annually. In addition to reducing the overall energy use of the building, on-site renewable energy via a solar array is provided on the roof. The photovoltaic panels will be tied into the LADWP grid system with metering

provisions, with the target of generating 520,000 kWh annually.

The arid Southern California climate requires a sensitive approach to sustainable landscaping. The design-build team's strategy balances hardscape and softscape with a selection of drought-tolerant plants, and eliminates the use of potable water for irrigation. This is achieved by collecting rainwater and mechanical condensate and filtering it on-site for irrigation use. To address any excessive rain or condensate water, an overflow into a planted bioswale is provided. The project also features a 10-story public lightcourt, green roof, displacement air, low-flow plumbing fixtures, and high-level air quality.

The project exceeds the CalGreen minimum Tier 1 and Tier 2 landscape water efficiency standards.

Captured rainwater from the main roof along with cooling coil condensate is collected and stored in a 105,000-gallon cistern located beneath the sloped gardens. The water collected serves the majority of the annual site irrigation needs. The highly efficient controlled drip irrigation system provides water to drought tolerant and native plant species. Ultra low flow plumbing fixtures are utilized throughout the project with the exception of the detention areas.

These systems combined together result in a LEED water savings of approximately 40%.

An innovative composite steel and concrete structural design including suspension of floor slabs from the roof hat truss resulted in a carbon reduction of approximately 23% over conventionally framed structures. Carbon used for the initial construction was considered as well as the life cycle analysis for various materials and systems. Extensive use of Buy America Act products including those of high recycled composition, low VOC content and regional availability are prevalent throughout the project.

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electric vehicles will also earn LEED points. A notto-preclude scenario for a possible future rail connection should also be incorporated.

SUSTAINABLE SITES We would look to earn LEED points by working with the City to facilitate community connectivity and the location of certain types of facilities in proximity to the terminal, of possible.

DESIGN PARKING LEED and other sustainability goals can be fulfilled in several different ways with planning and designing the parking, whether structured or surface. Given the revolution in ride-sharing, Uber, Lyft and similar services, and the reduced propensity of millennials to own cars, we would propose a good hard look at the parking demand for the airport as a way of deferring or outright reducing the amount of structured parking and surface parking to be constructed. Furthermore, we would propose designing new parking areas with semi-pervious surfaces and more shade trees.

MATERIALS AND FINISHES We would look to use a high content (say, 10% target) of recycled content in materials such as steel, glass, tiles, concrete blocks, acoustic tiles, cement, and other materials. In addition, we would look to use wood and other renewable resource materials as much as possible, given fire codes and other regulations. We would privilege wood products that are sustainably sourced.

INDOOR ENVIRONMENTAL QUALITY Our Team would take pains to specify low-emitting materials for all aspects of the building design, from structures to finishes in the public areas.

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DAYLIGHTING AND ARTIFICIAL LIGHTING Artificial lighting is one of the leading energy consumers in this building, accounting for 2035% of the overall energy use. Maximizing daylight penetration takes advantage of natural ambient light, reducing the need for artificial lighting and thereby offering an optimal indoor environment and significant energy savings. We would look to incorporate skylights or clerestories for large public spaces away from the building perimeter.

At the perimeter we would calibrate the amount of glazing for cost and benefit. The directly associated area of energy reduction is in the type of artificial lighting specified. LED has revolutionized lighting in recent years and we would look to push down the amount of energy used to power artificial lighting at times of day when and areas of the terminal where daylighting is not available.

WATER Water is a resource that is getting increasing attention globally and in the U.S. Our Team would propose both the capture of rain water and the treatment of the gray water for use in toilet flushing.

Low water-usage fixtures would of course be specified for all areas of the terminal building. In addition, the landscape around the terminal and surface parking would be specified to be of a type that requires very little water. We would not use potable water for landscaped areas, but gray water.

MECHANICAL SYSTEMS Related directly to both the electrical energy demand and the water usage is the mechanical systems to heat and cool the terminal building. Our Team would specify energy efficient air handlers and other equipment. In addition, we would specify water efficient air conditioning, with 100% of HVAC make-up water provided by a combination of treated water from the sewage treatment and AHU condensate water.

ROOFING

HIBERNATION

Without question we would propose a high-albedo roof—one that reflects a high percentage of the sun’s energy. We could consider a “green roof” in certain areas, but it is unlikely that the benefits of even an “extensive” type green roof (let along an “intensive” type) would pass the cost/benefit test outlined below in sub-Section C, on the following page.

Flight schedules that work in banks and have sharp morning and evening peaks would in theory allow areas of the terminal building to “hibernate” during off-peak times, requiring less energy to operate.

The building architecture should support this subtle compartmentation so that it is not readily apparent to passengers. The building systems, individually and through the Building Management System must be able to support this. Buy-in from the airlines and other operators must be secured, but the payoff is real. It is understood that the flight schedules change seasonally, with new entrants, and for other reasons over time, so the architectural design and the building systems must be able to accommodate modification. It is a question of designing the building in the right-size modules.

PHOTOVOLTAICS Photovoltaics (PV) should be seriously studied for any project, especially those with extensive areas of roof, like airport terminals. Airports in general have large tracts of land that are suitable for PV arrays.

PV has been an essential component of several zeroenergy projects designed by the Edgemoor Team. At the very beginning of the project we would carry out a calculation of what would be required, when the payback would be, and where the array(s) should be located. Surface sites around the airport can be located so as not to create glare for ATCT, and are certainly easier to maintain than roof-mounted PV arrays.

OPERATIONS OCCUPANT BEHAVIOR This is a critical aspect of energy consumption in buildings. As a public building the City will be able to control the use of artificial lighting in public areas, and the design team can specify motion detectors in staff and operations areas. However, it will be important to educate the staff and the traveling public. Phone chargers, airline lounges, retail and especially F&B outlets with cooking and other intensive uses will have higher energy demands than many commercial buildings. A comprehensive awareness campaign should complement energyefficient design.

CONSTRUCTION DEMOLITION The Edgemoor Team would look to divert a large portion (target 75%) of construction waste from disposal. This would include apron and building concrete, rebar, other structural and non-structural metals, depending on the degree of abatement required and the presence of any hazardous materials. The reuse of recycled concrete as subbase for new aprons, for example, would be an important move.

MATERIAL PROCUREMENT To reduce emissions associated with the shipment of materials we will prefer buying local when procuring the hundreds of millions of dollars in materials that will be fabricated for the project. This helps with emissions and with the sustainability of the local economy.

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TEMPORARY UTILITY CONSUMPTION Temporary power and water consumption will be very significant on the New Terminal project and we will look to limit out use to support the minimum requirements of the project. We will use energy efficient temporary light fixtures on timers and we will only light the areas that are critical for meeting the OSHA safety requirements. For water, we will have monitoring system which monitors the flow for line breakage to minimize waste in the event of a pipe failure.

c. Use of Alternates. If sustainability opportunities are identified that are outside the exact scope of this RFP, the City will consider alternates that accomplish the overall intent of the project in more efficient and sustainable ways, provided their initial cost premium is no greater than 10 percent and their demonstrated rate of return on the investment is not greater than 10 years. The City reserves the right to modify these criteria depending on intangible benefits that are difficult to quantify and based on information submitted by the Proposer and additional research as necessary.

TEMPORARY STORMWATER CONTROLS We will have a Stormwater Pollution Prevention Plan (SWPPP) to clearly outline how we will minimize storm runoff from the site and how we will ensure that any permissible runoff is clean. This will be an engineered plan, the installations will match this plan, and regular inspections will be done to ensure that we are following this SWPPP.

HOUSEKEEPING Housekeeping and the protection of the installed construction materials is important for the health of the building. The individual subcontractors will be responsible for daily housekeeping of their work area and we will have a composite clean-up crew, supported by the subcontractors, that will provide continuous additional cleanup support to ensure that dust is getting swept up and trash is getting removed from the building in a timely fashion.

RECYCLED WASTE All the construction waste will be taken to a recycling facility so it can be sorted and the maximum amount of recycling for metal, glass, concrete, and drywall can be achieved. With this process, we typically see above 90% of the construction waste being diverted from the landfills.

The Edgemoor Team will not only consider but will propose alternatives for sustainable design according to the conditions spelled out in the RFQ-P, using cost/benefit criteria. We know from experience that certain of the techniques applicable in other environments might not be feasible in this one. Also, the economics of sustainability measures can change during the period of design and construction. d. If it is not possible to comprehensively integrate significant sustainability measures, then highlight elements you feel deserve consideration in this context

The City’s sustainability goals for the KCI Airport Project are well within not only the general range of feasibility, but also have been achieved and exceeded by the Edgemoor Team in other projects, including airport terminals and other building types.

That said, in our experience there are likely to be a number of measures that should be planned for, anticipated, set up for future application—or at least on a not-to-preclude basis. Some of these are addressed in Question b above: Airport Access. To provide for possible future increases in HOV and public transportation access

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to the airport we will need to work with the City to demonstrate the potential benefits and show that the current planning and design adjustments do not unduly increase first costs or constrain other elements of functionality.

Building Design. Airports today are exploring substantially more sustainably design buildings. For example, we have carried out research into timber construction in commercial buildings, and have recently made a proposal for a “timber terminal.”

Without going that far, it is very possible for the recycled content of materials to be increased and the embedded carbon content lowered.

Water Storage and Treatment. We would propose to study the benefits of capturing, storing and treating rain water and gray water for use in flushing toilets and possibly others.

Photovoltaics. In general terms, PV is currently the most assured passive energy-generation technology there is. Different jurisdictions have different financial conditions, and these a change during the like of the project. We strongly recommend that PV be anticipated, even if the arrays are located outside the terminal, in some area of the airport not producing glare for ATC. Green Roofs. Similarly, green roofs are potentially very effective. They achieve the greatest reduction in heat absorption by the terminal building, but it is difficult to pencil them out in today’s environment.

The Edgemoor Team will evaluate the economics in the earliest stage of design and present the cost/ benefit analysis to the City.

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Proposal Requirements

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J

SECTION J

SECTION A

SECTION J PROPOSAL REQUIREMENTS Section J contains instructions for the preparation of the proposal and does not include any questions that require responses.

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Proposal Requirements

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SECTION A

SECTION K PROPOSAL REQUIREMENTS Section K is a continuation of Section J - Proposal Requirements, and contains additional instructions for the preparation of the proposal, and does not include any questions that require responses.

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Exhibit A - HRD Forms and Instructions

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SECTION L EXHIBIT A - HRD FORMS AND INSTRUCTIONS L. Exhibit A - HRD Forms and Instructions are provided within this RFQ/P for informational purposes only. The City desires that MBEs and WBEs have a maximum opportunity to participate in the performance of this Project and as such the City encourages MBEs and WBEs to actively engage and participate with multiple Proposer(s) if the Proposer(s) and MBF/WBE mutually wish to do so. Due to the unique nature of this solicitation, the City has not set a specific goal for MBE or WBE participation in this proposal. However, proposers should expect MWBE goals to be established in construction, professional services, and all other services. The goals for Construction Services are anticipated to be between 13% to 16% MBE, and 7% to 11% WBE, for Professional Services, and all other services the anticipated goals shall be between 13% to 15% MBE, and 7% to 10% WBE. Selected Proposer will be required to make and provide documentation of its best faith efforts to utilize certified MBEs and WBEs in the performance of a contract in accordance with the requirements specified in the attached HRD Forms and Instructions. The City's Human Relations Department will establish MWBE goals once a final Proposer has been selected.

Per Question #29 in Addendum #4 (dated June 26, 2017), we are no longer required to submit an Affidavit of Intended Utilization (as contained in Exhibit A - HRD Forms) in our RFQ-P response.

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Funding Agreement

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SECTION M

SECTION A

SECTION M FUNDING AGREEMENT M. Indicate whether you are willing to enter into a funding agreement with the City to reimburse legal and consulting costs incurred and to be incurred by the City in reviewing and negotiating project proposals, financing documents and other transaction documents. Include any proposed limits to and the timing of these reimbursements. In addition, the proposer shall acknowledge that the City may include in the transaction documents the authority to charge fees directly to the transaction to be paid at a transaction closing, upon notification detailing such transaction fees.

Consistent with industry standards / precedents experienced on prior projects and the to-be-negotiated MOU, our Team is willing to enter into a funding agreement with the City that reimburses for all legal and consulting costs throughout the process.

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MOU

SECTION N

N

SECTION N

SECTION A

SECTION N MOU N. It is anticipated that the proposer selected will enter into a Memorandum of Understanding with the City that will outline the parties' goals and intentions with respect to the Project, subject to completion of due diligence, arrangement of financing, finalization of a use and lease agreement with the Airlines and other matters. Confirm that the City will have the right to terminate for convenience such Memorandum of Understanding prior to the completion of the financing and transaction documents consistent with industry standards for the design, build, and financing of public infrastructure (i.e., that the Memorandum of Understanding will be nonbinding).

Edgemoor and Meridiam confirm that the City will have the right to terminate for convenience an executed Memorandum of Understanding prior to the completion of the financing and transaction documents consistent with industry standards for the design, build, and financing of public infrastructure. This approach—using a MOU prior to execution of the transaction documents—is fairly common and a model that Edgemoor has used on virtually all of its projects. For example, the KU Central District Development P3, we executed an “Engagement Agreement” after award of the project that governed roles, responsibilities, cost allocation, and termination provisions. The Engagement Agreement allowed Edgemoor to further design while the financing and transaction documents where negotiated, such that we were able to break ground shortly after commercial and financial close.

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O&M Controls

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SECTION O O&M CONTROLS O. Keeping in mind the City's desire to operate the Airport free of any constraints imposed by financing or lender requirements, describe in detail any controls you expect to seek, or you expect your lenders to seek, with respect to the operation and maintenance of the Airport during Project construction including, but not limited to, (1) any controls beyond typical easement and construction related agreements and (2) provisions demonstrating how you plan to minimize interference with operations of the Airport during Project construction.

We recognize the importance of minimizing disruptions to ongoing O&M during the construction period. Ultimately, our construction plan affords the benefits of a fixed construction price and schedule certainty but also outlines the delivery conditions which are conducive to the successful execution of the Project on a DBF basis.

relief mechanisms whereby the DB Contractor, and hence the Financing Parties, are put in a no worse position with respect to the cost and/or schedule parameters agreed under the DB Contract. This risk-sharing mechanism is a typical feature of DBFs and would be an important component in securing efficient, cost-effective financing.

Regarding the two specific items requested above:

(2) PROVISIONS DEMONSTRATING HOW YOU PLAN TO MINIMIZE INTERFERENCE WITH OPERATIONS OF THE AIRPORT DURING PROJECT CONSTRUCTION

(1) ANY CONTROLS BEYOND TYPICAL EASEMENT AND CONSTRUCTION RELATED AGREEMENTS As it relates to specifically to O&M controls during construction beyond typical easement allowance, we anticipate that the most efficient financing structures for DBFs will incorporate a risk-sharing approach.

This might be summarized to say, where the O&M of the Airport has adversely impacted the construction price and/or schedule in a demonstrable way and this was not explicitly contemplated in the design-build contract, we would anticipate agreeing contractual

OUR AIRPORT CONSTRUCTION CONTROLS PLAN Aviation safety, security and operations are our primary considerations at KCI. KCI maintains an existing Airport Security Plan that maximizes the security of the airport to protect the airlines and the traveling public from vandalism, terrorism and the inadvertent entry of people or animals into the AOA. We will follow all KCI Airport Security Plan measures and will cooperate with KCI to make

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their program is a success. For construction work, Clark/Weitz/Clarkson accepts responsibility regarding physical security of the airport against security breach. It is necessary to plan, schedule, coordinate and engage in safe airport practices to eliminate disruptions of normal aircraft ground and air traffic operations, and avoid situations which could compromise the security and safety of the airport. Jim Eldridge, Superintendent, will take charge of developing an Airport Construction Controls Plan (ACCP). This plan defines project specific details for site logistics, security, access control, site management, public and airport safety and security, phasing & tenant relocations, interruptions and shut down procedures and the emergency response plan.

1. Responsibility—KCI, Clark/Weitz/Clarkson, subcontractors, and emergency response personnel responsibilities will be defined for all phases of construction to maintain a safe operating environment for aircraft operations, air traffic operations, and public & personnel safety at all times. Our Airport Operations Liaison, DJ Van Etten, is responsible for monitoring work progress and responding to construction, safety and security issues related to airport’s operation. She will have full-time communication contact with Airport Operations personnel and has the full authority to stop any construction activity that impacts the security and safety of your airport.

2. Notification of Work—work areas within the construction limits will be closed to nonconstruction staff for the duration of each project or work phase. Work outside the construction limits, or that require system

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shutdowns, will require advance coordination and/ or after-hours work. We will implement a Work Area Notice (WAN) process that provides at least 72 hours written notice for any work activity that has a potential impact to Airport Operations. Following the notice, specific meetings will be held to ensure Airport Operations understands the potential impacts, and all contingency plans.

3. Site Utilization Plan—we will develop a specific Site Utilization Plan for the project. Detailed drawings and specific site provisions will be developed and included in the subcontractors’ agreements. Our project specific Site Utilization Plan will address these major requirements for the project: Airport and Site Security Plans Site Fencing, Barricades Entry Gates and Security Guards Temporary Controls - FOD Control AOA Access, Identification Delivery Routes, Staging Areas Employee Parking, Busing, Jobsite Offices Project Monitoring Separation of construction zones from public zones Safety Environmental Relations (KCI, NEPA) SWPP

O&M Post Project Completion

SECTION P

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SECTION A

SECTION P O&M POST PROJECT COMPLETION P. Keeping in mind the City's desire to operate the Airport free of any constraints imposed by financing or lender requirements, confirm that you do not seek a role in, or approval rights over, operations and maintenance of the Airport following completion of the Project, including with respect to any agreements with the Airlines, amendments to agreements with the Airlines, future development of the Airport, renewal and replacement funds, future bond issuances and financings.

More complicated structures and approaches to risk allocation, like those adopted for the LaGuardia Airport project, are likely to require complex contractual structures on the part of Financing Parties. However, in the DBF approach proposed here, once the construction of the Project has been completed, we anticipate only a limited number provisions impacting the O&M of the Airport Post Project Completion. As a general rule of thumb when sourcing efficient financing, the less “friction” there is between gross revenues and cash flow available to repay the Financing Parties, the more limited these provisions will need to be.

In a DBF approach, we anticipate that some relatively simple undertakings on the part of the Airport in respect of O&M Post Project Completion would be required by Financing Parties, such as: 1. An undertaking to observe industry minimum operating and the maintenance standards; and

2. An obligation to avoid, where possible, or otherwise mitigate the impact of, any O&M activity which is likely to have a material adverse effect on the ability of the Project to generate the revenues necessary to repay the Financing Parties.

Similarly, we would expect Financing Parties to have only very limited requirements with respect to any major agreements (or amendments to agreements) with the Airlines or with respect to future development of the Airport so long as these would not have a material adverse impact on the ability of the Project to service the finance costs.

In the current environment, for these types of DBFs, we anticipate that Financing Parties may be prepared to invest on an unsecured basis and without any prescribed limitation on the part of the Airport to issue further debt. However, it is important to note that this may adversely impact the credit

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rating of the Project’s debt instruments and, as a result, the efficiency of the Project’s financing.

We would further note, given the importance and centrality of the Project to the Airport, it is likely that the rating agencies would treat Project debt as a limiting factor on the Airport’s overall debt capacity and hence the Project debt would act as a rating constraint irrespective of any structural ring-fencing that may be adopted by the Airport.

Conversely, enhancements to the Project’s debt structure such as a pledge of revenues and/or specified thresholds for Additional Bonds at the Airport level may have a counteracting, creditpositive, impact on the Project and hence improve the cost effectiveness of the Project’s financing, particularly where that pledge includes a gross revenue pledge of the funds that are available to service debt and cover O&M costs.

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List of Contemplated Key Project Contractors

SECTION Q

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SECTION A

SECTION Q LIST OF CONTEMPLATED KEY PROJECT CONTRACTORS Q. Provide a current list of contemplated key project contractors, not included within Paragraph 7(b) above, which shall include any one of the following contracts for work that proposer or proposer's contractor causes to be performed: (a) all prime construction contracts, including the Design-Build Contract; (b) all project or program management services, architectural design, or engineering contracts; and, (c) all other contracts with a single contractor or subcontractor which individually or in the aggregate may total in excess of $1 million.

The list should include a description of the work to be performed by any such key contractors and an acknowledgment that such key contractors shall not be substituted, added or removed, during the RFQ/P submission, selection and, if selected, contracting period, without written consent of the City.

At present, the Edgemoor Team does not have any additional key project contractors to include in our response.

However, lead contractor Clark has partnered with two local partners, Clarkson and Weitz—each with a long history in Kansas City. Clark/Weitz/Clarkson is fully committed to providing opportunities to local and minority subcontractors—just as they've done in the past on local and national projects.

Our Team will also contractually require that any subcontract not awarded to M/W/D/SLBE to have a goal of that percent in their contract. We also commit to including creative packaging to accommodate local M/W/D/SLBE firm capabilities. We will award extra points during scoring to local Kansas Citybased firms.

In sharing the City's goals and commitments to maximize opportunities for M/W/D/SLBE participation on the project, the Edgemoor Team is committed to the following diversity goals for the KCI Airport Project: - Construction Services: MBE 20%, WBE 15% (30% greater than requested) - Professional Services: MBE 17%, WBE 12% (16% greater than requested) Edgemoor Infrastructure & Real Estate | 203

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List of Consultants, Professional Service Firms, and Other Parties Engaged

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SECTION A

SECTION R LIST OF CONSULTANTS, PROFESSIONAL SERVICE FIRMS, AND OTHER PARTIES ENGAGED R. Include a list of all consultants, professional service firms and other parties whereby the proposer has engaged such party in connection with the Project. It is the intention of the City that none of those so identified in Section 7(b) shall participate with the Project on behalf of another proposer, the City and/or any separate entity participating in the Project as a conduit entity or other such participation, regardless of the selected Proposer.

At present, the Edgemoor Team does not have any additional consultants, professional service firms, or other parties to include in our response.

In sharing the City's goals and commitments to maximize opportunities for M/W/D/SLBE participation on the project, the Edgemoor Team is committed to the following diversity goals for the KCI Airport Project: - Construction Services: MBE 20%, WBE 15% (30% greater than requested) - Professional Services: MBE 17%, WBE 12% (16% greater than requested) Our Team will also contractually require that any subcontract not awarded to M/W/D/SLBE to have a goal of that percent in their contract. We also commit to including creative packaging to accommodate local M/W/D/SLBE firm capabilities. We will award extra points during scoring to local Kansas Citybased firms.

Lead architect SOM also intends to engage qualified local M/WBE architects to take meaningful roles in the design process, but without diluting the clarity of the design leadership. We know from extensive past avation and P3 experience that clear lines of responsibility are critical for the success of large design-build teams collaborating to deliver large projects. We believe it is important to have a single architect at the head of the design team.

SOM will also engage the best local engineers to complement the world-class architecture design.

The ideal outcome would be that a “dream team” of local supporting consultants can be assembled once they are available. Nevertheless, the benefits of a streamlined design group led by a single strong design leader will pay dividends in the execution of this Project.

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“Open Book” Access to Financial Structure

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SECTION S "OPEN BOOK" ACCESS TO FINANCIAL STRUCTURE S. Confirm that the Proposer will provide the City with "open book" access to its financial structure, including certifying to the City as and when requested by the City the names and addresses of all persons who have a beneficial interest in the Project, including the amounts of their ownership interests, their investment commitments and their distribution rights and priorities.

Edgemoor and Meridiam confirm that we will provide the City with “open book” access to the Project's financial structure, including certifying to the City as and when requested by the City the names and addresses of all persons who have a beneficial interest in the Project, including the amounts of their ownership interests, their investment commitments and their distribution rights and priorities.

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Responsible Proposer

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SECTION T

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SECTION T RESPONSIBLE PROPOSER Per Question #22 in Addendum #3 (dated June 19, 2017), all information and documents required pursuant to Section 7(t) - Responsible Proposer shall be submitted at a "later date" and is therefore not included in our response.

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APPENDICES

APPENDICES

APPENDICES SECTION A

Addenda Acknowledgement

APPENDIX A

APPENDIX A

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Lead Personnel Resumes

APPENDIX B

APPENDIX B

GEOFF STRICKER Project Executive | Edgemoor Infrastructure & Real Estate Geoff will provide executive level oversight for the planning and execution of the entire KCI Airport Project. Geoff led the development efforts for the P3 delivery of the Long Beach Courthouse, UCSF Sandler Neurosciences Center, a research and laboratory facility, at UCSF’s Mission Bay Campus and serves in a similar role for the University of Kansas Central District Development Project.

EDUCATION/QUALIFICATIONS 26 Years of Experience

Project Experience

MBA, McDonough School of Business, Georgetown University

P3 LONG BEACH COURTHOUSE | LONG BEACH, CA

B.A., Economics, Clark University Urban Land Institute, Member Former Board Chair, DC Central Kitchen

545,000 GSF | $494 Million | LEED Silver | P3 Project Geoff was responsible for transaction structuring and concept development. Edgemoor is part of a team that delivered (and currently operates), this design, build, finance, operate, and maintain the project. The 545,000 SF building houses 31 court rooms, as well as courts administration and County lease space. This is the first social infrastructure P3 project in the U.S. based on international principles of Performance-Based Infrastructure. Dates of Work Performed: Dec. 2010 – Aug. 2013.

BEACH CIVIC CENTER | LONG BEACH, CA P3 LONG 15 acres | $513 Million | Targeting LEED Gold | P3 Project

Geoff was responsible for team partnering/development and initial concept development. Edgemoor is the co-developer of the project that consists of a new civic center, a new City Hall, Main Library, revitalized Lincoln Park, and a new headquarters for the Port Authority, as well as a vibrant commercial mixed-use development. In total, there are six new buildings, three new parking garages, and related infrastructure and landscaping. Dates of Work Performed: Nov. 2014 – Ongoing.

UNIVERSITY OF KANSAS, CENTRAL DISTRICT DEVELOPMENT | LAWRENCE, KS 975,000 GSF | $383 Million | P3 Project Geoff was responsible for transaction structuring, concept development, and overall team leadership. Edgemoor was hired as the master developer of 55 acres on campus referred to as the Central District. Edgemoor master planned the project, arranged financing, and manages the building operations and lifecycle costs under a guaranteed price structure that includes KPIs and deductions for poor performance once construction is complete in 2018. Dates of Work Performed: Jun. 2015 – Ongoing.

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GEOFF STRICKER Project Executive | Edgemoor Infrastructure & Real Estate

UNIVERSITY OF CALIFORNIA - SAN FRANCISCO (UCSF), SANDLER

P3 NEUROSCIENCES CENTER AT MISSION BAY | SAN FRANCISCO, CA

237,000 GSF | $208 Million | LEED Gold | P3 Project Geoff was responsible for transaction structuring, concept development, and overall team leadership. Edgemoor entered into a P3 agreement to develop, finance, design, construct, and manage the 237,000 GSF Sandler Neurosciences Building. The building has both clinical and laboratory research space, BSL-3 space, a vivarium, auditorium, and support/office space—in an urban environment. Dates of Work Performed: Apr. 2010 – Jun. 2012.

GEORGE MASON UNIVERSITY (GMU), LONG AND KIMMY NGUYEN

P3 ENGINEERING BUILDING | FAIRFAX, VA

180,000 GSF | $61 million | LEED Silver | P3 Project Geoff was responsible for transaction structuring, concept development, and overall team leadership. Positioned on a prominent site at the entrance to George Mason’s main campus, the 180,000 SF building contains 80,000 SF of academic space and 80,000 SF of research space. An additional 20,000 SF of private space crates a collaborative research environment between the University and the private sector. This project was procured under Virginia’s “Public Private Educational Facility and Infrastructure Act of 2002,” which allows public entities to partner with the private sector to design, construct, finance and/or operate public facilities. It is the first university project to be procured in this manner in Virginia. Dates of Work Performed: Apr. 2007 – Feb. 2010.

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DAN MOYLAN, P.E. Project Director | Edgemoor Infrastructure & Real Estate

EDUCATION/QUALIFICATIONS Master of Business Administration, University of Kansas, Lawrence, KS B.S., Civil Engineering, University of Nebraska, Lincoln Registered Professional Engineer in Missouri, Kansas, and Nebraska

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Dan will provide local, director-level management and oversight for the planning and execution of the KCI Airport Project. Dan has 25 years of engineering and project management experience in areas of work including design & consulting engineering, project construction, and real estate acquisition and development.

Dan has a unique background with broad experience in the development of large, multi-building and multi-phase projects, from initial planning, design, and entitlements, through bidding, construction and turnover.

Dan lives in the Kansas City Metropolitan area within 30 minutes of the Kansas City Airport.

Project Experience UNIVERSITY OF KANSAS, CENTRAL DISTRICT DEVELOPMENT | LAWRENCE, KS 975,000 GSF | $383 Million | P3 Project Dan is the Development Manager and directs the day-to-day development activities for the KU Central District Project. Dan works closely with Client Representatives from all levels of management and from various University departments to ensure KU's objectives are being met, and ensuring project schedule, budget and workflows are maintained across all scopes of work. Dan also manages client relations, permitting, financial and budgetary accounting, and general contractor coordination for all project components, which includes construction of academic buildings, student housing facilities and infrastructure improvements within one project. Edgemoor was hired as the master developer of the 55-acre campus referred to as the Central District, and has master planned the project, arranged all financing, and will manage the building operations and lifecycle costs under a guaranteed price structure that includes KPIs and deductions for poor performance once construction is complete in 2018. Dates of Work Performed: Feb. 2016 – Ongoing.

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CVS PHARMACY | VARIOUS LOCATIONS 200,000 New GSF Annually | $5.5 Million Annual Development Budget | 8-State Region As Regional Director of Real Estate, Dan was responsible for corporate strategy development and execution for new and existing stores within an eight-state region. Responsibilities included team leadership for performing detailed market

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DAN MOYLAN Project Director | Edgemoor Infrastructure & Real Estate

evaluations to support new store development plans, followed by execution of the strategy through negotiation of real estate deals for the acquisition of top sites for CVS Pharmacy stores. Dan was annually accountable for 15 new and/or relocated store deals, 15 new store openings and 325 new store sales weeks within his region.

Dan was simultaneously responsible for managing to completion 25-30 approved pipeline deals in various stages of entitlements. Additional responsibilities included negotiations for all lease renewals and amendments for existing stores within his region. Dates of Work Performed: Mar. 2013 – Dec. 2016.

LOWE'S COMPANIES, INC. | MOORESVILLE, NC 1.5M New GSF Annually Dan held various roles with Lowe’s Home Improvement Company through the course of the company’s new store growth initiative in which more than 1,400 large format stores were developed and constructed. Roles included Regional Director of Real Estate, Regional Director of Site Development, Sr. Site Development Manager, and Sr. Engineering Manager. In the various roles, Dan managed and led development teams to identify sites and to close real estate deals quickly, meet short duration construction schedules, and maintain tight budgetary constraints to ensure timely and successful new store openings. Projects were managed from inception to store opening and included accountability for site selection, real estate deal negotiations, due diligence, entitlements, project design and construction. Dates of Work Performed: Jun. 1997 – Dec. 2012.

BURNS & MCDONNELL WASTE CONSULTANTS, INC. | KANSAS CITY, MO Dan's responsibilities included remedial design development, engineering design, field engineering, and construction project oversight. He has comprehensive experience as a civil engineer for a wide range of clients in a variety of industry sectors including aviation, transportation, environmental, and power transmission and distribution. Relevant experience includes environmental remediation work, underground storage tank/hydrant fueling system testing and general environmental compliance monitoring for various airline clients at international airports including Kansas City, St. Louis, New York/JFK, San Francisco and San Diego. Dates of Work Performed: Jan. 1992 – May. 1997.

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FRANCISCO MIRA Finance Manager | Meridiam

EDUCATION/QUALIFICATIONS

Francisco brings more than 10 years of financial and technical experience in the infrastructure space to this Project and in the Finance Manager role, he will provide management and oversight of the KCI Airport Project’s financial condition and its financing arrangements. He has worked on both the advisory and project developer side of large-scale infrastructure projects.

His experience includes working as a developer focusing on the commercial and financial structuring of investment opportunities in the transportation, power and oil and gas sectors.

+10 Years of Experience MBA, Sloan School of Management, Massachusetts Institute of Technology B.S., Civil Engineering, Universidad de los Andes, Bogotá, Colombia

Project Experience

P3 AUTOMATED FARE COLLECTION SYSTEM | BOSTON, MA

$200 Million | P3 Project Francisco was responsible for transaction structuring, financial modeling and concept development. Provided advisory services to the Massachusetts Bay Transportation Authority on the procurement of a private partner to design, install, finance, operate and maintain an Automated Fare Collection system for the region’s transit system. The engagement included delivery option analysis, financial analysis, and the development of the request for proposals and the project agreement. Dates of Work Performed: Jun. 2016 – May 2017.

DEL SOL | COLOMBIA P3 RUTA $2.6 Billion | P3 Project

Francisco was responsible for transaction structuring, concept development, and team leadership. As an advisor to the International Finance Corporation (part of the World Bank Group), Francisco led the technical advisory engagement, which included socioeconomic evaluation, concept development, revenue forecasts, and the definition of the technical structure of the Ruta del Sol highway public-private partnership. The project included the rehabilitation and expansion of a 600-mile road connecting the country’s capital, Bogotá, with other large urban areas of the country’s interior and Caribbean coast. Dates of Work Performed: Jan. 2008 – Jan. 2009.

Francisco led business development, commercial structuring,

P3 and proposal team leadership as Manager in Bechtel's P3 group.

In this role, Francisco was responsible for:

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Negotiation of commercial agreements (teaming and project) and finance agreements, with the objective to protect Bechtel’s equity position and secure an EPC contract in the respective project.

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FRANCISCO MIRA Finance Director | Meridiam

Leading and supporting workstreams within a bidding consortium, including financial modeling and project financing.

Developing and analyzing new business opportunities for Bechtel in the Americas.

Dates of Work Performed: Nov. 2014 – Apr. 2016 As a Financial Associate, Francisco was responsible for commercial structuring and assessment of potential infrastructure investments. As a Financial Associate, Francisco: Led the scenario development and the long-term financial planning of Gabon's National Infrastructure Plan, prioritizing the Plan's projects and optimizing the capital investment program. Since 2010, Bechtel has supported the Government of Gabon in the development and execution of a $25 billion national infrastructure master plan.

Led the financial analysis and evaluation of investments in power, transportation and oil projects totaling over $5 billion.

Dates of Work Performed: Aug. 2011 – Nov. 2014

P3 STEER DAVIES GLEAVE | BOGOTA, COLOMBIA AND VANCOUVER, BC

As a Senior Consultant, Francisco led business development of the firm’s growing Colombia operations, infrastructure project activity. and developing the consulting team. In his role, Francisco was responsible for: Technical advisory services supporting the identification and initial concept of transportation projects, and the development of potential P3 projects.

Providing infrastructure finance support including demand and revenue modelling based strategic advice to Governments and equity providers Project management of work across Colombia, Peru, Chile, Mexico, Canada and Europe.

Dates of Work Performed: 2005 – 2009

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LOU PALANDRANI Lead Contractor | Clark Construction

EDUCATION/QUALIFICATIONS +35 Years of Experience B.S, Civil Engineering, University of Delaware LEED Accredited Professional OSHA 10-Hour Trained

Lou has more than 35 years of experience in delivering a diverse range of construction projects. The majority of his experience has been focused on aviation and large-scale collaborative project delivery. Using his extensive airport experience, Lou will provide leadership and maintain responsibility of the overall performance of the team He will ensure the team is meeting and exceeding the expectations and providing essential guidance on the certainty of cost, schedule, vision and collaboration. Lou will also stress the importance of open communication with the project stakeholders.

Project Experience LAX - TOM BRADLEY INTERNATIONAL TERMINAL REFURBISHMENT PROGRAM | LOS ANGELES, CA 1 M GSF | $568 Million | LEED Silver Lou led the GC project that included preconstruction services budgeting and scheduling that resulted in $60 million in savings to align the project scope with budget. Project included 1,000,000 SF of renovated space, including 60,000 SF of added space to accommodate in-line checked baggage security screening and the addition of a new gate to accommodate the Airbus 380 and Boeing 747-800. Renovation at the ticketing concourses, FIS, and public areas enhance the passenger experience. Dates of Work Performed: Aug. 2006 – Feb. 2011.

LAX - CENTRAL UTILITY PLANT REPLACEMENT | LOS ANGELES, CA 75,000 GSF | $290 Million | LEED Gold Lou led the design-build project that included design-assist subcontractor packaging that resulted in decision ready analysis to keep the design moving. Project included 75,000 SF CUP with a 20,000-ton cooling capacity, and a new maintenance shop and offices and installation of the associated equipment. The existing CUP serviced the airport throughout construction. Upon completion, the new CUP was brought on-line and the old CUP was decommissioned and demolished by Clark. Dates of Work Performed: Mar. 2011 – Dec. 2013.

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SEA - INTERNATIONAL ARRIVALS FACILITY (IAF) | SEATTLE, WA 450,000 GSF | $420 Million | LEED Silver Lou leads the design-build project that includes construction of the 345,000 SF, three-story IAF building, a new elevated 45,000 LF sterile corridor 32 feet

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LOU PALANDRANI Lead Contractor | Clark Construction

above apron level, and construction of a new bridge spanning the existing taxi lane, a length of approximately 900 LF and a clear span of 650 LF. The impacted gates will be converted from narrow-body gates to wide-body gates. Dates of Work Performed: Aug. 2015 - Ongoing.

LAX - DELTA NORTHSIDE REDEVELOPMENT | LOS ANGELES, CA $100 Million Lou led the "LAX Terminal Shuffle" through preconstruction, construction, and turnover for Delta Airlines into Terminals 2 and 3 that was executed in a weekend.

The scope included ticketing counters, tenant spaces, offices, baggage services office, ramp operations areas, terminal hold rooms, and gate counters. The project also included the demolition of the head building that ties Terminals 2 and 3. Given the shortage of gates at LAX, Clark’s phasing plan kept as many gates as operational as possible. Dates of Work Performed: Apr. 2016 – May 2017.

LAX - DELTA T5 SKY CLUB RENOVATION | LOS ANGELES, CA $3.6 Million Lou led the CM at Risk project from preconstruction through project completion that included a budget and alternates to keep costs within budget. The team constructed a food bar, upgraded finishes including an architectural featured ceiling, and doubled the capacity of the club’s restroom and shower areas. The work was being completed during the evening and early morning to minimize the impact to the Sky Club, which remained operational during construction. Dates of Work Performed: Nov. 2014 – Apr. 2015.

SFO - UNITED AIRLINES INFLIGHT OPERATIONS EXPANSION | SAN FRANCISCO, CA 12,000 GSF | $2.6 Million | LEED Gold Lou led the design management, estimating, and end-user coordination for the renovation and expansion of the existing facilty that serves 3,000 flight attendants weekly. The selective demolition of the existing facility allowed for the In Flight Operations to remain occupied and operational throughout construction. The phased relocation of United’s staff members during the improvements also included the HVAC

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DEREK MOORE, PHD, AIA Lead Design Team | Skidmore, Owings & Merrill Derek specializes in the strategic planning, architectural layout, and design of major international terminals. As Lead Design Team, he will partner with Lou Palandrani to lead all phases of planning, design and construction administration, and will ensure that the KCI airport remains operational throughout phased construction.

Derek also has also played a major role in the planning and execution of new terminals at all three New York area airports.

EDUCATION/QUALIFICATIONS Ph.D., New York University, Institute of Fine Arts M.Arch, Columbia University Masters, New York University, Institute of Fine Arts B.A., Amherst College, Summa cum laude Member, American Institute of Architects Member, AIA New York Transportation & Infrastructure Committee American Academy in Rome, Society of Fellows Columbia University, Graduate School of Architecture, Planning & Preservation, 1989-1998 Member, Society of Architectural Historians

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Project Experience JOHN F. KENNEDY INTERNATIONAL AIRPORT, TERMINAL 4 DELTA EXPANSION | JAMAICA, NY 1,500,000 GSF | $1.2 Billion Senior Planner. Design of program area to accommodate a significant portion of Delta’s operations, as well as growth in the operations of other IAT carriers; project includes three major components: East Concourse, West Concourse, and Head House terminal expansion. Dates of Work Performed: Jun. 1993 – May 2001.

SEATTLE-TACOMA INTERNATIONAL AIRPORT - INTERNATIONAL ARRIVALS FACILITY | SEATTLE, WA 494,839 GSF | $620 Million | Partnering with Clark Senior Planner. Scheduled to open in late 2019, the renovation project will add a new U.S. Customs and Border Protection passenger processing area adjacent to the existing Concourse A. Sea-Tac Airport is the fastest growing of the top 10 U.S. airports and was the 13th busiest passenger airport in 2014. Dates of Work Performed: May 2015 – Ongoing.

NEWARK LIBERTY INTERNATIONAL AIRPORT, CONTINENTAL AIRLINES TERMINAL C3 EXPANSION | NEWARK, NJ 1,035,000 GSF | $750 Million Senior Planner. New Jersey Renovation of the existing terminal building; new construction including a concourse, 21 gates, a baggage handling facility and all airside systems; and renovation and construction of new roadway systems.

Dates of Work Performed: Jul. 1997 – May 2002.

CHHATRAPATI SHIVAJI INTERNATIONAL AIRPORT, TERMINAL 2 | MUMBAI, INDIA 4,800,000 GSF | $1.40 Billion | LEED Gold Senior Planner. New 4.5 million SF terminal providing 32 wide-body contact gates (of which as many as five are for A380 aircraft), with ability to “swing”

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DEREK MOORE, PHD, AIA Lead Design Team | SOM

gate concourses, baggage claim, and other key processors between international and domestic use over the course of the day. Project also includes 250,000 SF of retail concessions space, remote aircraft parking bays, car parks and public transport, urban plaza fore court, and provision for rail access. Dates of Work Performed: Feb. 2007 – Jan. 2014.

KEMPEGOWDA INTERNATIONAL AIRPORT | BENGALURU, INDIA 4,500,000 GSF Senior Planner. Terminal 2 is being designed as an “integrated” terminal to cater for domestic and international operations. It will be built in two phases. The terminal will have three principal levels, with extensive secure-side retail, food and beverage, airline lounges and amenities spaces. On the landside the terminal will be served by an elevated departures curb, and will be connected to a multi-story car park and to Terminal 1. Provisions are made for the integration of a Metro line in the future. Dates of Work Performed: April 2015 – Ongoing.

LAGUARDIA AIRPORT CENTRAL TERMINAL BUILDING MODERNIZATION | QUEENS, NY 1,300,000 GSF | $3.63 Billion (estimated) | LEED Silver Senior Planner. Final Planning and Stage I Design for the redevelopment of the central terminal building to accommodate 17.5 MPPA. In addition to the terminal building, the project includes the associated air side and the land side areas, as well as two parking garages, airport access roadways, aprons, taxi lanes, remote aircraft parking areas, and site utilities. Dates of Work Performed: Jan. 2010 – Nov. 2016.

DUBLIN AIRPORT, PIER D | DUBLIN, IRELAND 200,000 GSF | $148 Million Senior Planner. Architectural design and construction of a new 200,000 SF 12-stand pier at Dublin Airport for Low Cost Carriers, incorporating a 350m bridge and walkway.

Dates of Work Performed: Mar. 2003 – Nov. 2007.

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SCOTT DUNCAN, AIA, LEED, AP Design Project Manager | SOM

EDUCATION/QUALIFICATIONS Harvard University Graduate School of Design, Master of Architecture B.A., Architecture, Lehigh University Istituto di Studi Italiani, Studio Arts Program Registered Architect: Illinois, New York USGBC LEED Accredited Professional Member, American Institute of Architects Harvard Real Estate Forum Member, Architectural League of New York Board Member, Consortium for Sustainable Urbanization

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As Design Project Manager, Scott will have responsibility for the implementation, allocation and monitoring of the Project’s performance and of guiding the team to meet project goals.

His approach will be to maximize the integration of the airport planning architectural design and technical development with the engineering requirements of the Project to meet the client’s goals.

With years of aviation experience, Scott is an expert at leading large aviation multidisciplinary teams, providing full architectural and engineering services from planning and design through construction administration.

Project Experience CHHATRAPATI SHIVAJI INTERNATIONAL AIRPORT, TERMINAL 2 | MUMBAI, INDIA 4,800,000 GSF | $1.40 Billion | LEED Gold As Senior Design Architect for the project, Scott developed the design concept in collaboration with the Design Partner and was responsible for the design and leadership of the project team. New 4.5 million SF terminal providing 32 wide-body contact gates (of which as many as five are for A380 aircraft), with ability to “swing” gate concourses, baggage claim, and other key processors between international and domestic use over the course of the day. Project also includes 250,000 sf of retail concessions space, remote aircraft parking bays, car parks and public transport, urban plaza forecourt, and provision for rail access. Dates of Work Performed: Jun. 2007 – Jan. 2014.

CHANGI AIRPORT, TERMINAL 3 | SINGAPORE 694,000 GSF | $700 Million | P3 Project Scott implemented and directed the design strategy for the project and was responsible for the project's adherence to the design intent. Design of innovative roof, ceiling, and building enclosure for Terminal 3 headhouse, along with spatial planning to allow all passenger spaces to have daylight, even in the baggage claim. The design additionally accommodates 20 million passengers per year. Dates of Work Performed: Oct. 2000 – Apr. 2007.

LISBON INTERNATIONAL AIRPORT DESIGN COMPETITION| LISBON, PORTUGAL 2.150,000 GSF Scott served as the senior design architect for the project and led the project team through the design competition. Competition planning and design for new airport terminal and associated landside and airside development.

Dates of Work Performed: Aug. 2007 – Jun. 2009.

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SCOTT DUNCAN, AIA, LEED, AP Design Project Manager | SOM

KUNMING CHANGSHUI INTERNATIONAL AIRPORT MASTER PLAN/ TERMINAL BUILDING CONCEPT | KUNMING, CHINA 279,861 GSF Scott led the planning and architectural design efforts for the competition.

Planning and architectural design for a new 27-MPPA, single consolidated terminal that carefully considers passenger flows, aircraft traffic and parking, hub operations, flexibility, and economy to allow future incremental expansion to 60 MPPA. Large structural spans and open floor plans feature golden ribbon-like arches that create airplane gateways and facilitate passenger wayfinding. Dates of Work Performed: Sept. 2006– Feb. 2007.

PULKOVO AIRPORT DESIGN COMPETITION | ST. PETERSBURG, RUSSIA 150,000 GSF | $326,000 euros Senior Designer. SOM's Master Plan outlines a development strategy in three main stages to be integrated by 2025. The first phase incorporates a new Terminal to the north of the existing Terminal 1 to be completed in 2015. Also, part of Phase I is a large commercial development zone called Pulkovo Airport City that will go inside the roadway loop in front of the terminal. The Airport City will consolidate multi-faceted retail and entertainment zones with indoor and outdoor public spaces and pedestrian networks, creating a vibrant area at the terminal's front door. Dates of Work Performed: Feb. 2007 – Aug. 2007.

CHICAGO SKYWAY CANOPY | CHICAGO, ILLINOIS 11,280 GSF GSF | $3.5 Million Scott is the design partner, responsible for the overall design concept/intent.

Renovation of the iconic Chicago Skyway tollbooth canopy. An important gateway to Chicago for millions of motorist annually. The tollbooth will be modernized using integrated LEDS and an airfoil canopy to accommodate increasingly digitized automated and faster vehicular traffic. Dates of Work Performed: Jul. 2016 – Ongoing.

MOYNIHAN STATION | NEW YORK, NY 111,000 GSF | $1.3 Billion Scott oversaw the project team and was responsible for the design concept/ intent. SOM was the lead designer on this project on this project and in the early phases provided architecture, master planning, project management, space planning, strategic planning and urban design services. Adaptive reuse and transformation of the 1912 James A. Farley Post Office building into a single level train hall, including entrances and direct circulation links to the track levels, as well as the west end concourse, will all of the necessary support facilities, infrastructure, and MEPS systems. Dates of Work Performed: Jun. 2007 – Jul. 2010.

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DONALD GIBSON Design-Build Integration Manager | Clark Construction

EDUCATION/QUALIFICATIONS 18 Years of Construction Experience 11 Years of Design Management Experience M.A., Architecture, Harvard University B.S., Engineering, Ohio State University Urban Land Institute Member The Real Estate Group Member

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Donald will serve as the critical link and liaison between the design and construction teams. With more than 18 years of experience, Donald possesses the professional and personal ability to solicit input from various stakeholders on the project, listen fully and actively, and then convert that information into actionable direction. He will understand the program requirements completely, know all aspects of the design as it progresses, understand the associated construction budget as it evolves with the design, and continually evaluate the design and construction budgets against the program requirements.

Project Experience UNIVERSITY OF KANSAS, CENTRAL DISTRICT DEVELOPMENT | LAWRENCE, KS 975,000 GSF | $383 Million | P3 Project Donald managed the design process that translated the needs and programmatic requirements of the KU faculty into a functional and elegant design. In addition, he coordinated and oversaw the efforts of the team of architects, engineers, and consultants on the team. Edgemoor was hired as the master developer of 55 acres on campus referred to as the Central District. Edgemoor master planned the project, arranged financing, and manages the building operations and lifecycle costs under a guaranteed price structure that includes KPIs and deductions for poor performance once construction is complete in 2018. Dates of Work Performed: Jun. 2015 – Ongoing.

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U.S. COAST GUARD HEADQUARTERS | WASHINGTON, D.C. 2,082,000 SF | $644 Million As Design-Build Integration Manager, Donald coordinated design with GSA, the tenant, design team, and construction team. He planned and directed all design activities, which were critical to successfully accommodating a USCG decision to reorganize the office layout one-quarter of the way through the project. The team successfully incorporated this change and delivered the project on schedule.

Clark provided design-build services for the construction of the U.S. Coast Guard Headquarters, the first stage of the Department of Homeland Security’s consolidation program. The new building provides 1.2 million GSF of office space,

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DONALD GIBSON Design-Build Integration Manager | Clark Construction

a central utility plant, and a seven-story, stand-alone parking garage. In addition to core and shell construction, Clark was also responsible for the interior fit-out of the headquarters building. Project achieved LEED Gold certification. Dates of Work Performed: Sept. 2009 – May 2013.

BRAC 133 PROJECT AT MARK CENTER | ALEXANDRIA, VA 3,062,000 SF | $760 Million As Design-Build Integration Manager, Donald directed all planning and design and ensured the final design met UFC and other standards. He managed 14 A/E firms and six major subcontractor partners to complete the design on schedule and worked with community stakeholders to address their concerns during the design process. Clark led the design-build delivery of a 16-acre campus that provides approximately three million GSF for more than 6,400 employees representing 24 tenant agencies that service the DoD and Pentagon. The project includes 1.8 million SF of office space throughout the 15-story and 17-story office towers, two parking garages, a transportation center, a visitor access control center, a remote truck inspection facility, and extensive site work. The two towers are designed and constructed to meet UFC protection levels. Project achieved LEED Gold certification. Dates of Work Performed: Dec. 2008 – Sept. 2011.

EAST CAMPUS BUILDING 2 | FORT MEADE, MD 826,000 SF | $637 Million As Design-Build Integration Manager, Donald Donald is working with the Design-Build team and client to finalize scope based on bridging and program documents. He is analyzing design options, determining impact of design decisions on cost and schedule, and providing document coordination reviews to ensure design disciplines and fast-track packages are fully coordinated. Clark is providing design-build services for construction of a new facility with an integrated basement utility plant at Fort Meade. The new facility includes open operations floors and office areas, analyst collaboration areas, and multi-purpose conference facilities. The project features redundant primary power and uninterruptible power supply systems to ensure reliability of operations. The project also includes parking and extensive site work, including perimeter security and utility infrastructure. The project is set to achieve LEED Silver certification. Dates of Work Performed: Jul. 2016 – Ongoing.

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CHRIS DESKO, LEED AP BD+C, STS Prime Contractor's Project Manager | Clark Construction

EDUCATION/QUALIFICATIONS 23 Years of Construction Experience B.S., Architectural Engineering, The Pennsylvania State University OSHA 30-Hour Trained LEED Accredited Professional, BD+C Engineer-in-Training Safety Trained Supervisor First Aid/CPR Certified

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Chris has delivered over $727 million of aviation work and has extensive experience managing on-site operations for aviation projects. He helped successfully lead preconstruction and construction efforts for both the Houston Airport System and the City of San Antonio Department of Aviation’s first-ever CMR projects. Many of Chris’s projects have required working in and around active facilities, and he has demonstrated success planning construction operations in a way that minimizes interruptions to both regular facility operations and the traveling public, while also maintaining critical construction milestones.

Project Experience HOU – NEW EAST CONCOURSE AND TERMINAL EXPANSION | HOUSTON, TX 372,000 SF | $151 Million As Senior Project Manager, Chris provided constructability and value engineering input during preconstruction and led the construction team to complete the job with no major interruptions. He supervised sensitive construction activities and communicated with the airport and stakeholders about these activities. Project included preconstruction and construction services for phased delivery of a six-gate concourse addition, main terminal building renovation, and an in-line baggage building. Focus on site security, asbestos and lead abatement, and maintaining airport operations during construction. The project team worked closely with HAS and the design team to simplify the construction sequence plan, reducing the overall program schedule by two years. The project met its 25% M/WBE goal. Dates of Work Performed: Feb. 2006 – Jul. 2007 / Dec. 2012 – Dec. 2014.

SAT – SAN ANTONIO INTERNATIONAL AIRPORT TERMINAL EXPANSION | SAN ANTONIO, TX 244,000 SF | $151 Million As Project Executive, Chris provided constructability and value engineering input during preconstruction and led the construction team to complete the job with no major interruptions. He supervised sensitive construction activities and communicated with the airport and stakeholders about these activities. Project included preconstruction and construction services for phased delivery of a new Terminal B, expansion of the airport’s baggage handling facility, and construction of a new CUP. Dates of Work Performed: Jun. 2007 – Dec. 2012.

Edgemoor Infrastructure & Real Estate | A-65

CHRIS DESKO, LEED AP BD+C, STS Prime Contractor's Project Manager | Clark Construction

IAH – GEORGE BUSH INTERCONTINENTAL AIRPORT FEDERAL INSPECTION SERVICES BUILDING | HOUSTON, TX 750,000 SF | $169 Million As Senior Project Manager, Chris implemented several innovative construction techniques with schedule and cost benefits, including a unitized curtainwall system requiring less labor and a concrete filling method that accelerated the schedule. Project included construction of new FIS processing building. Clark worked in an active airport and coordinated with multiple stakeholders. The team incorporated several design innovations, including a unitized curtainwall system and round column concrete filling. Dates of Work Performed: May 2002 – Feb. 2006.

AUH – ABU DHABI INTERNATIONAL AIRPORT EXPANSION PRECONSTRUCTION | ABU DHABI, UAE 7,500,000 SF | $4.2 Billion Chris provided preconstruction services such as design and budget review. Clark provided a complete cost estimate, full construction schedule, and comments concerning constructability, value engineering, sustainability, and discipline, and cross-discipline coordination. The Abu Dhabi International Airport’s Midfield Terminal Expansion added 7.5 million SF of terminal space that accommodates up to 38 aircraft, including the Airbus A-380. Dates of Work Performed: Jul. 2011 – Aug. 2011.

DCA – REAGAN NATIONAL AIRPORT NEW TERMINAL (B/C) EXPANSION | ARLINGTON, VIRGINIA 1,300,000 SF | $260 Million Chris was responsible for project administration activities including estimating and scheduling. The airport expansion that added Terminals B and C, including 33 new gates, the National Hall, ticketing counters, baggage handling, tenant and retail space, apron paving, a new air traffic control tower, and a connecting hallway to Terminal A. Dates of Work Performed: Feb. 1997 – Jun. 1997.

A-66 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

JIM ELDRIDGE Construction Superintendent | Clark Construction With more than 40 years of experience, Jim has demonstrated experience with large-scale, technically complex airport expansion projects and other expansion programs such as the $2 billion Rio Tinto Mining Expansion. He will apply his planning, logistics, and phasing experience in the field to support the planning, scheduling, and constructability services in his Construction Superintendent role for this Project.

EDUCATION/QUALIFICATIONS 45 Years of Construction Experience B.B.A., Business Administration, Middle Tennessee State University OSHA 500-Hour-Instructor

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Project Experience MIA – NORTH TERMINAL DEVELOPMENT CONSOLIDATION PROGRAM | MIAMI, FLORIDA 3,500,000 SF | $1 Billion As Construction Executive, Jim was responsible for the field construction operations of the entire program including field planning, scheduling, phasing, safety and quality control. Preconstruction and construction services for new and renovated space in the North Terminal of Miami International Airport. Scope included 48 international/domestic gates with passenger loading bridges, 123 ticket counters with baggage belts and scales, four new security checkpoints with TSA X-ray equipment, a new Federal Inspection Services (FIS) area with 72 positions; one Recheck FIS area; a automated people mover with four stations, and a new 9.5-mile baggage system area with 10 international and seven domestic claim devices. All work was completed while the existing airport was fully operational. Jim managed field operations for the ten-year program, including phasing plan and schedule development. He communicated construction updates to the airport, security services, TSA, and airline management and ensured work was completed on time and in a quality manner. MWSBE goal was met/exceeded. Dates of Work Performed: Oct. 2000 – Nov. 2010.

PTY – TOCUMEN CITY INTERNATIONAL AIRPORT | PANAMA CITY, PANAMA 900,000 SF | $700 Million As Construction Executive, Jim was in charge of planning and scheduling the project and led the field during terminal construction. Design and construction of 20 new international and domestic gates with passenger loading bridges, new secured and non-secured areas, arrival and departure areas, 50 ticket counters, commercial spaces, airline administration offices and lounges, and a new in-line baggage system connected to the existing system. This project is the largest airport terminal in the world and required transparent

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Edgemoor Infrastructure & Real Estate | A-67

JIM ELDRIDGE Construction Superintendent | Clark Construction

communication with the owner and designer to ensure all airline requirements were met. Dates of Work Performed: Dec. 2012 – Nov. 2014.

TIP – TRIPOLI INTERNATIONAL AIRPORT PROGRAM | TRIPOLI, LIBYA 2,000,000 SF | $2.5 Billion As Construction Manager, Jim was responsible for the field construction operations of the entire program including field planning, scheduling, phasing, safety and quality control. Construction of two new terminals with a total of 40 new gates with passenger loading bridges, a state-of-the-art international baggage system, new secured and non-secured areas, airline administration offices and lounges, large commercial spaces, and several new security checkpoints. These two terminals were designed to be the Gateway into Africa. Jim led shell construction, MEPFP, and finishes and communicated closely with the designer and program manager before the project was canceled due to political conditions in the region.

Dates of Work Performed: Nov. 2010 – Apr. 2011.

FLL – FORT LAUDERDALE/HOLLYWOOD INTERNATIONAL AIRPORT TERMINAL TWO MODERNIZATION PROGRAM – PRECONSTRUCTION SERVICES | FORT LAUDERDALE, FL 210,000 SF | $84 Million Jim assisted with the preconstruction services such as planning, phasing, and scheduling. Clark will replace existing MEP systems, add new MEP equipment, install new interior finishes, relocate and expand security screening checkpoints, renovate restrooms, and relocate escalators, boarding gates, and bridges. The project team also will construct an additional back-of-house space on the first level of the terminal, new concession space and restrooms on the second level, and a mezzanine level for the Delta Sky Club. In addition, Clark will construct a new clerestory barrel roof structure for the terminal. The project team will remove the old roof following the completion of the new barrel roof, allowing the terminal to remain fully operational throughout construction. Dates of Work Performed: Mar. 2017 – Jun. 2017.

A-68 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

KEVIN PETERS, AIA Design Quality Manager | SOM Kevin will supervise Design Quality technical services during the schematic design, design development and contract document phases. His experience includes the design and construction of complex educational, cultural, office, and airport facilities. Kevin is well versed in all aspects of an aviation project’s technical complexities and will ensure that the design vision is realized with the finest attention to detail. He understands how to make buildings that are safe, durable, and code compliant.

EDUCATION/QUALIFICATIONS Texas Tech University, Bachelor of Architecture

Project Experience

Registered Architect: Virginia, Texas

KEMPEGOWDA INTERNATIONAL AIRPORT | BENGALURU, INDIA 4,500,000 GSF Technical Coordinator during Schematic Design Phase. Terminal 2 is being designed as an “integrated” terminal to cater for domestic and international operations. It will be built in two phases. The terminal will have three principal levels, with extensive secure-side retail, food and beverage, airline lounges and amenities spaces. On the landside the terminal will be served by an elevated departures curb, and will be connected to a multi-story car park and to Terminal 1. Provisions are made for the integration of a Metro line in the future. Dates of Work Performed: Apr. 2015 – Ongoing.

Member, American Institute of Architects

DULLES INTERNATIONAL AIRPORT, MAIN TERMINAL EXPANSION | WASHINGTON, DC 925,000 GSF | $775 Million Technical Coordinator and Field Representative for 25 packages.

Architecture, interior design and project management for 620-foot long addition to landmark Main Terminal, renovation of existing terminal and demolition and reconstruction of enplanement and deplanement ramps including analysis and functional requirements observation, and modeling of passenger flows, design criteria, and guidelines, programming, alternative studies, concept plan, design development, construction documents, phasing documents for maintaining operations, and construction services. Landside terminal includes two abovegrade levels for arrivals and departures and two below-grade levels for baggage handling, security, and a people mover station. Dates of Work Performed: Sept.

1989 – Jun. 1997.

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DULLES AEROTRAIN STATION, MAIN TERMINAL APM STATION | WASHIGNTON, DC 275,000 GSF | $387 Million Technical Coordinator and Field Representative. SOM’s 1980s master

Edgemoor Infrastructure & Real Estate | A-69

KEVIN PETERS, AIA Design Quality Manager | SOM

plan for Dulles conceived a people mover system that provides rail and pedestrian links between the main terminal and midfield concourses. To preserve sight lines and to keep Eero Saarinen’s landmark building intact, the station at the Main Terminal is located entirely underground. A faceted roof structure supported by 105-foot-long concrete beams contains numerous skylights and luminous panels, which bathe the subterranean space in daylight. The floor is envisioned as a single folded plan floating between concrete walls, with a terrazzo surface similar to the flooring in the iconic terminal above. The trains arrive and depart in glass tubes within the station volume, enhancing the drama of travel. The project also included a new Passenger Security Screening Checkpoint designed to the latest TSA standards using a design language that complements both the Saarinen terminal and the new Aerotrain Station. The project won the 2011 Global AirRail Award for Airport Terminal Rail Station. Dates of Work Performed: Apr. 2000 – Sept. 2012.

DUBLIN AIRPORT, PIER D | DUBLIN, IRELAND 200,000 GSF | $148 Million Technical Coordinator during design and documentation phase. Architectural design and construction of a new 200,000 SF 12-stand pier at Dublin Airport for Low Cost Carriers, incorporating a 350m bridge and walkway. Dates of Work Performed: Mar. 2003 – Nov. 2007.

MOYNIHAN STATION | NEW YORK, NY 111,000 GSF | $1.3 Billion Technical Coordinator. Adaptive reuse and transformation of the 1912 James A. Farley Post Office building into a single level train hall, including entrances and direct circulation links to the track levels, as well as the west end concourse, will all of the necessary support facilities, infrastructure, and MEPS systems. Dates of Work Performed: Jun. 2007 – Ongoing.

A-70 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

GUNNAR HAND, AICP Planner | SOM Gunnar, a former Kansas City resident, is a city and regional planner, and passionate all-around community organizer. He has cultivated his interest in the built environment from a young age and transformed it into action and positive change. As an urban planner, he understands that functional, integrated and equitable communities can foster a higher quality of life for all people.

Gunnar seeks to facilitate, create and design places that have a positive and sustainable impact on society and the world.

EDUCATION/QUALIFICATIONS Masters of Science in City and Regional Planning, Pratt Institute Bachelor of Environmental Design, University of Colorado American Institute of Certified Planners Board Member, Kansas City Public Schools, 2012-2015 Co-chair and Founder, Transform KC, 2013-2015 Member, South Kansas City Alliance, 2012-2015

Airport project

Project Experience LADOT TRANSPORTATION TECHNOLOGY IMPLEMENTATION STRATEGY | LOS ANGELES, CA Urban Designer. The City of Los Angeles recently adopted a Transportation Technology Strategy. This action plan will initiate the implementation of the strategy, with SOM providing strategic insight leveraging our expertise in regenerative design and the built environment. Dates of Work Performed: March 2017 – Ongoing.

MAKING DOWNTOWN BAKERSFIELD | BAKERSFIELD, CA $750,000 Urban Designer. As one of 24 High-Speed Rail station cities in the nascent California system, the Bakersfield community is projecting significant growth when it links into the State's mega regions. The station area plan, through a dynamic public outreach, education and engagement process, is developing an urban design strategy that will integrate the station into the existing fabric of Downtown Bakersfield, expand multi-modal connectivity, and create an equitable economic development strategy.Dates of Work Performed: Dec. 2015 – Ongoing.

NEXTRAIL KC | KANSAS CITY, MO* $1.1 Million Urban Designer. The expansion plan for Kansas City’s Downtown Streetcar starter line, which is currently under construction. The project included the analysis of eight potential routes and corridors based on community support, economic benefit, environmental impact and overall feasibility. An expansive public outreach campaign was conducted to identify community priorities, build corridor champions and create a prioritization process to select the most appropriate phase two expansion project based on Federal funding criteria. This project was completed prior to SOM while employed by Berkebile, Immenschuh, Nelson and McDowell (bnim). Dates of Work Performed: Jul. 2013 – Nov. 2014.

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*Experience prior to working at SOM Edgemoor Infrastructure & Real Estate | A-71

GUNNAR HAND, AICP Planner | SOM

KANSAS CITY TRANSIT-ORIENTED DEVELOPMENT PLAN | KANSAS CITY, MO* $100,000 Urban Designer. A citywide Transit-Oriented Development (TOD) plan that included design guidelines, policy updates, the coordination of financial incentives and capital improvements, the creation of a TOD overlay ordinance, and a comprehensive implementation strategy to facilitates quality development around streetcar, bus rapid transit and other modes along designated transit corridors. This project was completed prior to SOM while employed by Berkebile, Immenschuh, Nelson and McDowell (bnim). Dates of Work Performed: Nov. 2014 – May 2015.

CITY OF WEST HOLLYWOOD SMART CITY STRATEGIC PLAN | WEST HOLLYWOOD, CA $150,000 Urban Designer. Seeking to leverage recent infrastructure enhancements, the City of West Hollywood is developing its first Smart City Strategic Plan to both leverage these investments and develop a roadmap for the future. SOM is developing a first of its kind urban design guidelines for “Smart City” applications, as well as designing a vision for the “Street of the Future”. This planning process seeks to define new best practices in the integration of technology into the built environment. Dates of Work Performed: June 2017 – Ongoing.

LOS ANGELES WORLD AIRPORTS, LAX DESIGN GUIDELINES | LOS ANGELES, CA $5.5 Billion Urban Designer. The development of design guidelines for architectural elements and collateral development scenarios for Los Angeles International Airport’s Landside Access Modernization Program (LAMP). The guidelines define the design characteristics for the proposed Automated People Mover Stations (APM), APM Guideway profile, Intermodal Transfer Facilities (ITF), Consolidated Rental Car Facility (CONRAC), pedestrian bridges and interface connection nodes within the Central Terminal Area. Dates of Work Performed: Jan. 2015 – Ongoing.

A-72 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

WES STITH Small Business Director | Clark Construction

EDUCATION/QUALIFICATIONS 37 Years of Industry Experience B.A., Urban Studies, Norfolk State University OSHA 10-Hour Trained

While at Clark, Wes has been responsible for purchasing an abundance of projects throughout the country, including the $300 million National Museum of African American History and Culture. the $400 million Camp Pendleton Hospital-JV, Oceanside, CA, the $700 million Washington Headquarters Service Office Building, Alexandria, VA, and the $1.4 billion New Campus East, Fort Belvoir Virginia Project. Wes also commonly serves as the SBLO (Small Business Liaison Officer) and ensures that the goals of each project’s small business subcontracting plans are achieved. Wes develops bid packages specific for small businesses, coordinates opportunity fairs, small business workshops and seminars. Wes is committed to working cooperatively with small businesses to assist in increasing the size, scope, and scale of their operations.

Project Experience GEORGE MASON UNIVERSITY (GMU), LONG AND KIMMY NGUYEN

P3 ENGINEERING BUILDING | FAIRFAX, VA

180,000 GSF | $61 million | LEED Silver | P3 Project Wes ensured that the goals of the minority subcontracting plan were achieved through early engagement and developing bid packages specific to the minority business community and coordinating opportunity fairs. The 180,000 SF building contains 80,000 SF of academic space and 80,000 SF of research space with an additional 20,000 SF of private research space. This project was procured under Virginia’s “Public Private Educational Facility and Infrastructure Act of 2002,” which allows public entities to partner with the private sector to design, construct, finance and/or operate public facilities. Dates of Work Performed: Jul. 2007 – Apr. 2009.

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VA - SEATTLE MENTAL HEALTH AND RESEARCH BUILDING | SEATTLE, WA 203,000 GSF | $108 Million | Targeting LEED Certification As a result of aggressive inclusion efforts at the onset of the project by Small Business Director Wes and his team, Clark is currently exceeding its goals in all Federal categories and has awarded more than $46 million to SBEs, VOSBs, SDVOSBs, SDBs, WOSBs and HUBZone businesses. The scope includes the construction of a new multi-story 203,000 GSF healthcare

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WES STITH Small Business Director | Clark Construction

building. The new multi-story building incorporates 68,000 GSF of space for Mental Health Services with 111,000 GSF dedicated to Research; and 20,000 GSF for administrative support space. Dates of Work Performed: Dec. 2014 – Dec. 2014.

SOUTHEAST LOUISIANA VETERANS HEALTHCARE SYSTEM REPLACEMENT HOSPITAL | NEW ORLEANS, LA 244,000 SF | $151 Million The approach for maximum inclusion developed for this challenging project, which was developed and implemented by Wes and his team, has resulted in more than $261 million of subcontracts awarded to small businesses across all required Federal categories, which have resulted in an actual percentage of 31.5% against a goal of 28.7%. Clark provided preconstruction and general contracting services for the construction of this new, 1.7 million GSF facility to replace the existing VA Medical Center, which was damaged during Hurricane Katrina. Dates of Work Performed: Feb 2013 – Dec 2013.

NATIONALS PARK | WASHINGTON, D.C. 1.1 Million GSF | $442.5 Million | LEED Silver Wes's efforts resulted in the team exceeding the 50% CBE participation goal established for the project. Wes' plan led subcontractors in the hiring of 764 Washington, DC residents, of which 311 were new DC apprentices. Furthermore, the 764 District residents hired represents 51% of all new hired and the 311 apprentices represents 87% of all new apprentices hired. Constructed by Clark as a fast-track design-build project, the Nationals Ballpark encompasses approximately 1,100,000 GSF and includes 41,546 seats, 80 luxury suites, two parking garages, a first-class ball field and state-of-the-art technologies located on 25-acres in the heart of Washington, DC. The facility was designed and built in just 23 months. Dates of Work Performed: Feb. 2006 – Feb. 2008.

WALTER E. WASHINGTON CONVENTION CENTER | WASHINGTON, D.C. 2.3 Million GSF | $659 Million Led by Wes Stith, Clark achieved 45% participation, which eclipsed the 35% goal. Clark’s plan resulted in the hiring of over 1,000 Washington, DC residents and the entrance of 126 individuals into the Step-Up Apprenticeship Program.

Nearly $300 million of subcontracts were awarded to small businesses.

Participation in the DC Department of Employment Services (DOES) First Source program exceeded 50% with 54% District resident new apprentices. Clark built DC’s largest building, spanning six blocks, a distance of close to six football fields set end-to-end. This facility, constructed within a fast-track, 44-month schedule, offers approximately 725,000 SF of exhibit hall space, 150,000 SF of meeting rooms, and a 70,000 SF ballroom. Dates of Work Performed: Mar. 1999 – Mar. 2003.

A-74 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

BARRY DEPAUW Preconstruction Director | Clark Construction

EDUCATION/QUALIFICATIONS 45 Years of Construction Experience 35 Years with Clark B.S., Architectural Construction, Texas A&M University M.S., Architectural Construction, Colorado State University OSHA 10-Hour Trained

Airport project

With over four decades of construction experience, Barry is Clark’s most seasoned leader in preconstruction for large, complex projects. Barry works alongside our project teams, clients, designers, and engineers during a project’s earliest stages to maximize constructability, evaluate building materials and systems, value engineer early designs, integrate sustainable elements, and provide an accurate budget and schedule. He will also ensure that the subcontracts are properly scoped and purchased in accordance with the contract, budget, and schedule requirements.

Project Experience NATIONAL GEOSPATIAL INTELLIGENCE AGENCY NEW CAMPUS EAST | FT. BELVOIR, VA 2,200,000 GSF | $1.46 Billion | LEED Gold Barry directed the preconstruction team and worked with the project designers during preconstruction to optimize the project's cost and schedule. The team rearrange the design schedule to get early design packages for foundations, steel, MEP and building envelope – all of which aligned more closely with the construction schedule and turnover plan. This change cut seven months from the overall project schedule. Clark built the 2.2 million SF main office building to accommodate 8,500 workers (as well as 25 % population/mission growth), a technology center that includes a Tier III Enterprise data center, a 105,000 SF central utility plant, a 5,100-space parking garage, and a 7,300 SF visitor control center. Dates of Work Performed: Aug. 2007 – Sept. 2011.

WALTER REED NATIONAL MILITARY MEDICAL CENTER | BETHESDA, MD 1,976,000,000 GSF | $861 Million | LEED Gold Barry led the preconstruction team to identify innovative ideas during the design and preconstruction process that ultimately realized $40 million in savings. Design-build services for the construction of a worldclass medical center including alterations to existing clinical and administrative facilities, and a new parking structure. The addition is approximately 750,000 GSF, while approximately 506,000 GSF was renovated. The project also included approximately a $35 million upgrade to the existing Central Utility Plant with the addition of a chiller plant in the new ambulatory care building. Dates of Work Performed: Mar. 2008 – Jul. 2011.

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Edgemoor Infrastructure & Real Estate | A-75

BARRY DEPAUW Preconstruction Executive | Clark Construction

DOD/BRAC 133 PROJECT AT MARK CENTER | ALEXANDRIA, VA 3,100,000 GSF | $760 Million | LEED Gold Barry led the preconstruction team and worked with the design team to develop a design development schedule that integrated the requirements of construction. Clark sought out significant subcontractor and supplier input regarding the lead times for materials and equipment. The designassist for the steel packages resulted in structural steel erection beginning and finishing a month ahead of schedule. Design-build delivery of a 16-acre campus, which provides approximately three million GSF. The project encompasses 1.8 million SF of office space throughout the 15-story and 17-story office towers, two parking garages totaling 1.2 million SF and offering 3,900 spaces, a transportation center to accommodate mass transit bus service, a visitor access control center, a remote truck inspection facility, extensive site work, mission critical Chiller System, and an uniterruptible power supply (UPS) system. Dates of Work Performed: Dec. 2008 – Sep. 2011.

NATIONAL MUSEUM OF AFRICAN AMERICAN HISTORY AND CULTURE | WASHINGTON, DC 409,000 GSF | $305 Million | LEED Gold Barry led the preconstruction team for the project, including the design workshops for the architectural facade. Through the engagement of the subcontracting community in a competitive process, Clark was able to deliver a solution that achieved the architectural intent of the building while meeting the performance and cost requirements of the facility. The 409,000 GSF museum has three-stories below grade and five above. The building features a unique facade, known as the Corona, that is supported by the above grade structural steel construction. The Corona is a representation of traditional African architecture, utilizing modern materials such as glass and Bronze panels to develop its unique appearance. Dates of Work Performed: Jan. 2012 – May 2016.

U.S. COAST GUARD HEADQUARTERS | WASHINGTON, DC 2,100,000 GSF | $646 Million | LEED Gold Barry led the preconstruction team through the bridging documents and multiple design reviews. Design-build services for the new building that provides 1.2 million GSF of office space, a central utility plant, and one seven-story, standalone parking garage. In addition to core and shell construction, Clark was also responsible for the interior fit-out of the headquarters building. Dates of Work Performed: Mar. 2010 – May 2013.

A-76 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

DJ VAN ETTEN, LEED AP BD+C Airport Operations Liaison | Weitz As Airport Operations Liaison, DJ is responsible for ensuring project success, starting with preconstruction services through on-site construction operations. Overall project responsibilities include leadership, scheduling, subcontractor awards, job quality, job cost controls and safety. DJ will work closely as part of the integral team with the Owner and the design professionals throughout all phases of the Project.

EDUCATION/QUALIFICATIONS

Project Experience

30 Years of Experience Certified USACE Quality Control Manager LEED Accredited Professional

51st AND OAK RESIDENTIAL MIXED-USE | KANSAS CITY, MO 270,000 GSF | $42 Million DJ served as Project Manager. This mixed use project incudes a Whole Foods, Parking Garage, 170 wood frame apartment units, UMKC Clinic, and the relocation of the historic Young Matrons house. Dates of Work Performed: Dec. 2016 – Ongoing.

MANHATTAN REGIONAL AIRPORT PHASE 1| MANHATTAN, KS 23,435 GSF | $10 MILLION DJ served as Assistant Project Manager and On-Site Project Manager.

Part One of a two-phase project to expand the Manhattan Regional Airport.

Work included demolition of one half of the airport and construction of a new half while keeping the airport in operation. Dates of Work Performed: Feb. 2014 – Feb. 2016.

MANHATTAN REGIONAL AIRPORT PHASE 2 | MANHATTAN, KS 15,173 GSF | $8 Million DJ served as Assistant Project Manager and On-Site Project Manager.

This phase included demolition of the other half of the existing airport and the construction of a new terminal, jetways and baggage handling systems. Dates of Work Performed: Oct. 2011 – Oct. 2014.

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YOUNG MATRONS | KANSAS CITY, KS $2 Million DJ served as Assistant Project Manager. Relocation of existing single story wood framed building and placement on new site and foundation with construction of a new single story wood framed building addition, site work, utilities and parking lot. Dates of Work Performed: Jul. 2015 – Feb. 2016.

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Edgemoor Infrastructure & Real Estate | A-77

DJ VAN ETTEN, LEED AP BD+C Airport Operations Liaison | Weitz

51st & OAK PUBLIC INFRASTRUCTURE | KANSAS CITY, MO $4 Million DJ served as Project Manager. Relocate underground Sanitary and Storm Sewer and Electrical service utilities and associated sitework, traffic control and paving replacements. Dates of Work Performed: Jun. 2015 – Mar. 2017.

JOHNSON COUNTY CRIMINALISTICS LABORATORY | OLATHE, KS 62,000 GSF | $21 Million | LEED Platinum DJ served as Assistant Project Manager and On-Site Project Manager. A twostory, state-of-the-art Criminalistics Laboratory with nine specialized laboratories. The nine labs require separate environments regarding air pressure, air flow, temperature, noise control, EMF shielding, vibration tolerance, lighting and odor control, to name a few. The project was designed and constructed to achieve LEED Platinum certification.

Dates of Work Performed: Sept. 2010 – Mar. 2012.

TWO RIVERS PSYCHIATRIC HOSPITAL | KANSAS CITY, KS 49,000 GSF | $1 Million DJ served as Assistant Project Manager. This project was an interior renovation of the entire long-term, extended care psychiatric hospital. Dates of Work Performed: May 2010 – Sept. 2010.

FORT RILEY MARSHALL FIELD DINING HALL | FORT RILEY, KS 18,000 GSF | $8.3 Million | LEED Gold DJ served as Assistant Project Manager. This project was a joint venture with MAX4. Dates of Work Performed: Jan. 2009 – Oct. 2009.

A-78 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

JON SLOSS Construction QC System Manager | Weitz As Construction QC System Manager John will participate in design review, work with the Clark and Clarkson to write and implemented the QC/QA plan, and will be actively involved in on-site quality control, mock-ups, punch list, and warranty inspections. John also will oversee the on-site QC staff to ensure compliance with the contract documents.

EDUCATION/QUALIFICATIONS 42 Years of Experience B.S., Managment of Human Resources, Palm Beach University Graduate courses in Construction Management, Florida International University OSHA 30-Hour Construction Safety Certified LEED Accredited Professional Storm Water Inspection Training

Project Experience TEXAS A&M PARK WEST STUDENT HOUSING| COLLEGE STATION,

P3 TX

1.8 Million GSF | $245 Million Jon served as Senior Project Manager. The Texas A&M Park West project is a mixed–use luxury student housing community on Texas A&M University campus in College Station. There are 3,406 beds in studio, one, two, three and four bedroom apartment floor plans. An eight–story high building will have more than 1,800 beds wrapped around a central parking garage, amenity deck and fitness center. Two, five-story mirrored buildings will hold approximately 500 beds each. Townhome style flats will be located around the perimeter of the site and will offer one, two and three bedroom floor plans. Rooms offer private bedrooms, in suite bathrooms and walk in closets. Each unit is fully furnished and has granite countertops, stainless steel appliances, wood flooring and in–unit washers dryers. The communit will feature three resort style pools and fitness centers along with cabanas, grills, fire pits, study lounges and a convenience store. Dates of Work Performed: Jul. 2015 – Ongoing.

FORT LAUDERDALE INTERNATIONAL AIRPORT RENOVATION | FORT LAUDERDALE, FL 600,000 GSF | $20.5 Million Jon served as Project Manager. This project was completed for Broward Co. Aviation Department and was a renovation of terminals two and three. Dates of Work Performed: Sept. 1999 – Nov. 2001.

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FT. MEADE WIDEBAND SATELLITE COMMUNICATIONS (SATCOM) OPERATIONS CENTER | BALTIMORE, MD 28,744 GSF | $22 Million Jon served as Project Manager and Quality Control Manager. The Ft.Meade SATCOM Operations Center project provided space for operational control equipment for DoD satellites including operations room, equipment room, a training and conference room, private offices, general administrative

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Edgemoor Infrastructure & Real Estate | A-79

JON SLOSS Construction QC System Manager | Weitz

areas, storage and supply rooms, an equipment maintenance area, and personnel and security support areas. Supporting facilities include force protection, utilities, electrical substation, SCIF areas, parking, fire protection, and alarm systems. Dates of Work Performed: Oct. 2011 – Oct. 2014.

PALM BEACH LAKES HIGH SCHOOL AUDITORIUM | WEST PALM BEACH, FL 31,642 GSF | $11.9 Million Jon served as Project Manager. This auditorium features a stage large enough to accommodate a Broadway production, two dressing rooms, a technical workshop, a concession area and restrooms. The auditorium can seat an audience of 835. Dates of Work Performed: Aug. 2006 – Jan. 2008.

PALM BEACH LAKES HIGH SCHOOL CAREER ACADEMY | WEST PALM BEACH, FL 8,280 GSF Renovation; 54,470 GSF Addition | $10.2 Million Jon served as Project Manager. The new two-story Career Academy accommodates 112 student stations for new academy programs and 375 student stations for class size reduction. Dates of Work Performed: Jun. 2008 – Jun. 2009.

PRIMARY CARE CLINIC AT GENERAL LEONARD WOOD ARMY COMMUNITY HOSPITAL | FT. LEONARD WOOD, MO 40,000 GSF Renovation; 20,000 GSF Addition | $14.2 Million Jon served as Project Manager. The clinic will provide family care, pediatrics, pharmacy, internal medicine, respiratory therapy and acute medical illness services.

Supporting facilities include utilities, site improvements and parking. Dates of Work Performed: Oct. 2009 – Jul. 2011.

IBIS GOLF AND COUNTRY CLUB | WEST PALM BEACH, FL 99,100 GSF | $23.8 Million Jon served as Project Manager. This two-phased project consists of a complete clubhouse renovation, new pool and sports complex and a 30,000 SF spa and fitness center. Dates of Work Performed: Oct. 2013 – Oct. 2015.

SPANISH RIVER HIGH SCHOOL AUDITORIUM | BOCA RATON, FL 29,891 GSF | $10.5 Million Jon served as Project Manager. This auditorium stands three stories tall and features a stage with full fly loft, sloped and stepped seating for 810 patrons, green rooms, dressing rooms and technical workshop area. An orchestra pit, sculpted ceilings, fixed cushioned seating, handicap accessible stage, pit area, catwalk, spot platforms and state-of-the-art sound and lighting systems are also found in the theater. Dates of Work

A-80 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

JEFF GAMBLE Safety Manager | Clarkson Construction

EDUCATION/QUALIFICATIONS 25 Years of Experience B.S. in Industrial Safety; Minor in Business Administration, University of Central Missouri AGC of Missouri, Safety Committee Member, 2003 – Present AGC of Missouri, Safety Committee Chairman of the Year, 2008 Human Resources and the Law, 1997 Fleet Compliance Review, 1993 Controlling Insurance Costs in the 90’s, 1992 Loss Control in the 90’s, 1991 Hiring and Firing: Within the Law, 1990

Airport project Local project

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Jeff will provide safety management and compliance review for the entire KCI Airport Project. Jeff has 25 years of experience in effective risk management with a proven track record reducing overall insurance and liability costs through the creation and implementation of progressive safety and employee relations programs. Jeff has extensive experience at state and federal levels with the Occupational Safety and Health Administration, Department of Transportation, and Environmental Protection Agency. His work has led to a steady decline in Clarkson’s Experience Modification Rating (EMR) to the present .46, and Clarkson continues to receive numerous safety awards from the Heavy Constructors Association.

Project Experience JOHNSON COUNTY GATEWAY PROJECT | JOHNSON CO., KS $288 Million | Design-Build Project As Safety Director, Jeff had the following responsibilities: Investigate all accidents, injuries, or occupational diseases to determine causes and preventive measures Report or review findings from accident investigations, facilities inspections, or environmental testing Maintain and apply knowledge of current policies, regulations, and industrial processes Inspect facilities, machinery, and safety equipment in order to identify and correct potential hazards, and to ensure safety regulation compliance Conduct or coordinate worker training in areas such as Federal and State OSHA, MSHA, DOT and environmental laws and regulations, hazardous condition monitoring, and use of safety equipment Review employee safety programs to determine their adequacy Interview employers and employees to obtain information about work environments and workplace incidents Compile, analyze, and interpret statistical data related to occupational illnesses and accidents Interpret safety regulations for others interested in safety, such as project engineers, project superintendents, and jobsite foreman Collaborate with engineers and physicians to institute control and remedial measures for hazardous and potentially hazardous conditions or equipment Edgemoor Infrastructure & Real Estate | A-81

JEFF GAMBLE Safety Manager | Clarkson Construction

Coordinate Hazard Communication programs regarding hazardous chemicals and other substances Inspect specified areas to ensure the presence of fire prevention equipment, safety equipment, and first-aid supplies Communicate with persons outside organization, representing the organization to customers, the public, government, and other external sources. This information can be exchanged in person, in writing, or by telephone or e-mail Perform written inspections, conducting accident investigations and providing technical assistance to field employees on a variety of safety and risk management issues Conduct employee new hire safety orientation Conduct all safety training, including: Railroad Worker Protection, BNSF, UPRR, KCT, Hazardous Material Transportation, and Transportation Security Work closely with subcontractors to promote proactive safety Maintain Clarkson’s Drug and Substance testing programs Dates of Work Performed: Jan. 2014 – Apr. 2017.

I-70 & MANCHESTER BRIDGE PROJECT | KANSAS CITY, MO $69 Million | Design-Build Project Jeff served as the Safety Director on this project. Jeff’s responsibilities were the same as on the above Johnson County Gateway Project. Clarkson Construction Company served as the general contractor for MoDOT’s $69 million design-build project.

The Manchester Bridge Project involved the construction of two 2,400-foot pre-stressed girder bridges, built to the outside of existing interstate bridges. This construction occurred while maintaining three lanes of live traffic in each direction on the interstate, and also included the replacement of a 430-foot steel girder and overhead bridge truss with a pre-stressed girder bridge. Dates of Work Performed: Aug. 2013 – Dec. 2015.

A-82 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017

JONTELL JONES Project Controls Manager | Clarkson Construction Jontell Jones will provide project controls management for the entire KCI Airport Project. Jontell has 13 years of construction experience, and has been with Clarkson Construction for nine years.

EDUCATION/QUALIFICATIONS 25 Years of Experience B.S. in Industrial Safety; Minor in Business Administration, University of Central Missouri AGC of Missouri, Safety Committee Member, 2003 – Present AGC of Missouri, Safety Committee Chairman of the Year, 2008 Human Resources and the Law, 1997 Fleet Compliance Review, 1993 Controlling Insurance Costs in the 90’s, 1992 Loss Control in the 90’s, 1991 Hiring and Firing: Within the Law, 1990 Advanced Course in Fire

Airport project

Project Experience JOHNSON COUNTY GATEWAY PROJECT | JOHNSON CO., KS $288 Million | Design-Build Project As Quality Project Manager/Quality Manager for the last one and one half years of the project, Jontell managed and directed the project team by providing the communication, coordination and follow-up necessary to meet project goals and objectives. He established project procedures consistent with contractual documents and Clarkson’s Quality Management Plan for all engineering work; coordinated training and compliance measures to ensure project procedures were followed; ensured all work products were consistent with industry standards and in accordance with good engineering practice and applicable specifications, and worked with the client to ensure standards are met. The $288 million Johnson County Gateway project is the first design-build project awarded by the Kansas Department of Transportation. Clarkson served as the lead in this joint venture project, which added additional lanes as well as reconfigure existing interchanges throughout the I-435/K-10/I-35 corridor.

Two collector-distributor roads were built on either side of I-435 to alleviate traffic weaving to exit at city streets. Two diverging diamond interchanges were constructed as part of this project, and over 600,000 square yards of base and pavement was used for the project duration. Dates of Work Performed: Jan. 2014 – Apr. 2017.

I-70 & MANCHESTER BRIDGE PROJECT | KANSAS CITY, MO $69 Million | Design-Build Project Jontell served as the Quality Manager on this project. His responsibilities included, the creation and execution of Clarkson’s quality program, overseeing all quality personnel, quality assurance activities independent of production, enforcing of quality procedures, enforcing and tracking of quality training, subcontractor’s quality programs, and documentation of quality records, including design documentation, construction quality and testing, environmental compliance, and DBE/labor compliance. Clarkson Construction Company served as the general contractor for MoDOT’s $69 million design-build project. The Manchester Bridge Project involved the construction of two 2,400-foot pre-

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Edgemoor Infrastructure & Real Estate | A-83

JONTELL JONES Project Controls Manager | Clarkson Construction

stressed girder bridges, built to the outside of existing interstate bridges. Dates of Work Performed: Aug. 2013 – Dec. 2015.

KCICON MISSOURI RIVER BRIDGE | KANSAS CITY, MO $232 Million | Design-Build Project Jontell served as a Quality Specialist on this project and his primary duty was to ensure compliance of Missouri Department of Transportation’s standards and specifications. Duties also included: QA/QC Roadway Inspector (flexible and rigid pavements), earthwork, nuclear density, drainage, finish work, erosion control, and maintenance of traffic issues. Laboratory Duties included: aggregates, soils, grout, and asphalt materials. Clarkson Construction Co. was the joint venture sponsor of the $232 million kcICON project, Missouri’s first design-build project. Along with partners Massman Construction Co. and Kiewit Western Co., this fixed price contract built the architectural and structural landmark that is the Christopher S. Bond Bridge, and widened five miles of the north-south I-35/I-29 corridor into downtown Kansas City, Missouri. The project rebuilt five interchanges, including a single point urban interchange at Front Street, realigned and repaved the existing roadway. 280,000 square feet of sound walls and retaining walls blend the new project into the existing neighborhoods, while the bridge construction and design over and adjacent to five different railroad companies was completed with little impact to their operations. Dates of Work Performed: Jan. 2008 – Jul. 2010.

A-84 | RFQ/P for Design, Construct and Private Financing of KCI, Request No. 062017