District Board of Trustees Meeting (Dec 30, 2025)

Special Board Meeting Packet December 30, 2025

Special Meeting Agenda Tuesday, December 30, 2025 South Lake Campus PUBLIC BOARD MEETING AGENDA CALL TO ORDER – Board Chair PUBLIC COMMENT *A Public Comment Card must be submitted to the Recording Secretary at least 10 minutes prior to the start of the meeting.

NEW BUSINESS 1225-01.1

Approve:

Selection of Design-Build Services Proposal for Workforce Development Center

OTHER CONSIDERATIONS Anita Geraci-Carver, Board Attorney

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Selection of Design- Build Services Proposal for Workforce Development Center

Agenda Item: 1225-01.1

Background/References Per Florida Statute 1001.64, each board of trustees shall be responsible for cost-effective policy decisions appropriate to the Florida College System institution’s mission, the implementation and maintenance of high-quality education programs within law and rules of the State Board of Education.

Description

At the last meeting on 12/4/25, the Board of Trustees voted to public notice soliciting other proposals for the design and build of the Workforce Development Center on the Leesburg Campus to evaluate in conjunction with the unsolicited proposal received for review at a future meeting.

If the Board elects to move forward with evaluating the proposals, the Board is required to rank the proposals received in order of preference. In ranking the proposals, the Board may consider factors that include, but are not limited to: a. Professional qualifications b. General business terms c. Innovative design techniques or cost-reduction terms, and d. Finance plans, if any. e. The professionals’ evaluation.

The proposals received can be found below.

Nicholas & OWA

Florida Development Solutions - Scorpio - Spiezle

Recommendation Motion to select a design-build proposal for the Workforce Development Center and enter into negotiations for an agreement with selected proposal.

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ITEM: 1225-01.1

TO:

Mr. John Temple, President

CC:

Dr. Byrd, Executive Vice-President

FROM: Anita Geraci-Carver, Board Attorney DATE: December 26, 2025 RE: RFQ 26-01 & Unsolicited Proposal pursuant to s. 255.065, Florida Statutes _____________________________________________________________________ Dear Mr. Temple, On December 20, 2025 the Board of Trustees is scheduled to review an unsolicited proposal relating to construction of the proposed Workforce Development Center, as well as an additional proposal received following the College’s solicitation.

The College issued RFQ 26-01 for Construction Manager at Risk CMAR & Preconstruction Services Workforce Development Center. The RFQ requires the CMAR to provide a GMP (Guaranteed Maximum Price). Staff previously recommended the Board approve the short-listed contractors in rank order and authorize the President or designee to enter into contract negotiations. The Board tabled the item.

The Board has the discretion to cancel the RFQ at any time during the solicitation and selection process. Alternatively, the Board can approve the short-listed contractors in the rank recommended by staff, or approve an amended short-list, and authorize the President or designee to enter into contract negotiations. Such action will need to occur at a future meeting of the Board of Trustees.

As previously discussed if the proposal involves architecture, engineering or landscape architect the College must use a license professional in that field to assist in reviewing and evaluating the proposal(s) and advising the College through completion of the design and construction of the project. The purpose of the professional review and evaluation of the design and construction of the project is to “assure material quality standards, interior space utilization, budget estimates, design and construction schedules, and sustainable design and construction standards consistent with public Page 1 of 2

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ITEM: 1225-01.1

projects.” s.255.065(3)(a)5., Florida Statutes The results of the professional review and evaluation must be presented to the Board.

Statutory provisions are applicable to the Board’s evaluation.

1. If after reviewing the proposals the Board finds that all the material and information required in s.255.065(4), Florida Statutes, was not provided, the Board may reject the proposal/s or may waive the requirement to furnish any or all of material/information described in the statute.

2. Prior to awarding a contract, the College must perform an independent analysis of the proposed public partnership which demonstrates the cost-effectiveness and overall public benefit.

3. If the Board elects to move forward with evaluating the proposals, the Board is required to rank the proposals received in order of preference. In ranking the proposals, the Board may consider factors that include, but are not limited to: a. Professional qualifications b. General business terms c. Innovative design techniques or cost-reduction terms, and d. Finance plans, if any. e. The professionals’ evaluation.

4. The private entity, or the applicable party or parties of the private entity’s team, must meet the minimum standards contained in the College’s guidelines for qualifying professional services and contracts for traditional procurement projects, including s. 287.055, Consultants’ Competitive Negotiation Act. 5. The College needs to determine if these standards and processes can be met timely to allow the Board to enter into a comprehensive agreement under s.

255.065, Florida Statutes within the necessary time frame.

Please call if you have any questions.

Page 2 of 2

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Lake-Sumter State College

DISTRICT BOARD OF TRUSTEES Mr. Bret Jones, Chair Mr. Roger Croft Ms. Anita Geraci-Carver, Board Attorney Mr. David Hidalgo Mr. Timothy Morris, Vice Chair Mr. Steven Munz Ms. Ivy Parks Ms. Samantha Scott Mr. John Temple, LSSC President

Transforming lives and futures throughout our community

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SUPPLEMENTAL ITEMS

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NICHOLAS & OWA PROPOSAL

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NICHOLAS & ASSOCIATES + OPEN WORKSHOP FOR ARCHITECTURE REQUEST FOR PROPOSAL Design-Build Services for New Workforce Development Center Lake-Sumter State College Submitted 11.19.25

DISTINCTLY DIFFERENT. DELIBERATELY PERSONAL.

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CONTENTS 1

Project Overview & Exhibits ........................................................................... 4

2

Introduction & References............................................................................... 8

3

Qualifications & Staffing................................................................................. 13

41

Executive Summary................................................................................................................... 1 25 SBE Participation.............................................................................................

51

Executive Summary................................................................................................................... 1 29 Methodology ���������������������������������������������������������������������������������������������������

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General Conditions Executive Summary................................................................................................................... and Percentage Fee...............................................................................11 36 Experience........................................................................................................

671

General Conditions Executive Summary................................................................................................................... and Percentage Fee...............................................................................11 62 Required Documents......................................................................................

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November 19, 2025 Ross Wilson Director of Purchasing & Auxiliary Services Lake-Sumter State College Williams-Johnson Building, Office 133 9501 US Highway 441 Leesburg, FL 34788 352.365.3502

On behalf of Nicholas & Associates, Inc. (Nicholas) we are pleased to submit this proposal to provide Lake-Sumter State College with design-build services for the workforce development center on the Leesburg campus. As a partner with your purchasing department, the Nicholas team commits to providing considerable professionalism, value, knowledge, and enthusiasm to meet the individual and collective needs for your project. After reviewing our response, we are hopeful that you will take away two key points:

1.

2.

We are a leader in projects of similar size and scope.

Nicholas completes approximately $300M of in-place construction for educational environments annually. Our team understands the nuances and challenges that will come with constructing educational facilities on occupied campuses, and the need for safety protocols to minimize disruption.

200+

$3B

$400M

Separate schools that we have constructed, renovated or expanded

Public entity construction completed in the past 15 years

Aggregate Bond Limit

We have one chance to perform for Lake-Sumter State College.

We are eager to show Lake-Sumter State College how we deliver an exceptional learning environment, both on time and within budget. We will leverage our more than 45 years of experience in the education market to set a higher bar in both process and communication compared to our industry peers. You can rest assured that this project will have an all-hands-on-deck presence from Nicholas, because we are interested in a long-term partnership with you, and not a single-project relationship.

We firmly believe that Nicholas is best equipped to serve your needs and am confident that we will make an exceptional addition to your continuing service contract partners. The College’s Leesburg campus location, the scope of work proposed, and the inherent value we can bring with true collaboration are sure to yield extraordinary results.

All information submitted is certified to be true and accurate.

Sincerely,

Brian Miller Director of Operations bmiller@nicholasquality.com 813.610.1181 mobile Nicholas & Associates 109 N Brush Street, Suite 100 Tampa, FL 33602

Thomas Thornsberry, CCM, PMP Project Manager tthornsberry@nicholasquality.com 813.545.0424 mobile

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TAB 1

Project Overview & Exhibits

Back to agenda TAB 1 | PROJECT OVERVIEW & EXHIBITS

Project Description & Public Benefit Statement The intent of the our Design-Build proposal is to provide Lake-Sumter State College a cost-effective and aesthetically complementary facility to address workforce development needs, accommodate an increase of student attendance, and provide additional event spaces on the Leesburg campus.

The Nicholas Team proposes the following for under $15,887,000, inclusive of fees, construction, design, and permitting.

The structure will consist of tilt-panel concrete construction enveloping two 40,000 square foot floors for a total of 80,000 square feet of floor space. A white TPO roof will help with thermal reflectivity and building energy efficiency. Exterior stairs will allow for maximum use of interior spaces and modifications to the existing parking lot for the construction of a student drop-off lane, and provide connections to the existing covered walkways to ensure the students have protection from the elements during inclement weather.

The first floor will be primarily designed as an open gathering space for students. An event hall will allow for expansive gathering spaces with 25’ ceilings. The front entrance will be of storefront construction facing the primary parking lot to allow for a balance of affordable construction materials and aesthetic stylings as well as a storefront window system facing the library to allow for direct access to campus facilities. There will be a large roll-up garage door on one side to allow for College facilities to maneuver and convey large items for events and graduations such as tilt and roll bleachers. Emergency egress will be accommodated with doors on the sides of the event space. The floor will consist of a durable stained, polish, and sealed concrete to account for heavy traffic and equipment while maintaining a cost effective construction method with low maintenance, long service life. The first floor will also host two separate restrooms to account for anticipated student load as well as a “machine roomless” elevator system that does not require the construction of a specialized elevator equipment room, striking a balance between cost savings, low maintenance costs from reduced equipment and aesthetics.

The second floor will offer classrooms, office space, a student collaboration space, conference room(s), a maker space and restrooms. Space sizes and quantities will be based on feedback and design collaboration with the College. The second floor ceiling will consist of acoustical ceiling tiles with a minimum of a 10’ clearance to imply a more open space. LVT flooring will balance installation cost, maintenance costs, and aesthetics.

The over all building will consist of integrated access controls, security systems and cameras, data networking, and building automation for campus integration.

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13

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10

9

8

7

6

5

4

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1

Task

Project: Project1 Date: Tue 11/18/25

ID

Duration

Predecessors

Fri 10/23/26 10

6 9

5 6FF

Inactive Task Inactive Milestone Inactive Summary

Milestone

Summary

Project Summary

Mon 8/9/27 Fri 8/20/27 16FF

Mon 8/2/27 Fri 8/20/27 13

Mon 8/2/27 Fri 8/13/27 13

Mon Fri 1/15/27 11 10/26/26 Mon 1/18/27Fri 7/30/27 12 Mon 8/2/27 Fri 8/20/27

Mon 9/14/26

Mon 6/15/26Fri 7/24/26 Mon Fri 7/24/26 6/15/26 Mon 7/27/26Fri 8/20/27 Mon 7/27/26Fri 7/31/26 Mon 8/3/26 Fri 9/11/26

Mon 4/6/26 Fri 6/12/26 4

Finish

Fri 12/12/25 Fri 12/12/25 Mon 12/15/25 Fri 7/24/26 Mon Fri 2/6/26 1 12/15/25 Mon 2/9/26 Fri 4/3/26 3

Start

Split

Task

Project Award 1 day Design & Permitting 160 days Schematic Design: 8 wks 2 - 3 Owner Design 8 wks Documents: 2 -3 Construction 10 wks Documents Permitting 6 wks Subcontracting 6 wks and GMP Construction 280 days Mobilization 1 wk Site Development 6 wks & Underground Foundations & 6 wks Underground MEP Rough SoG, Steel 3 mons Structure and Tilt General Construction 7 mons Punch, Building 15 days Commision, & Owner Punch and 2 wks Punch Building 3 wks Commisioning Close out and 2 wks documentation

Task Name

Preliminary Timeline Q3 '25

Page 1

Manual Summary

Manual Summary Rollup

Duration-only

Manual Task

Resource Names Q4 '25

Q2 '26

External Milestone

External Tasks

Finish-only

Start-only

Q1 '26

7/24

Q3 '26

Q1 '27

Manual Progress

Progress

Deadline

Q4 '26

Q2 '27

Q3 '27

Q4 '27

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TAB 1 | PROJECT OVERVIEW & EXHIBITS

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Back to agenda TAB 1 | PROJECT OVERVIEW & EXHIBITS

48’-0”

72’-6”

Preliminary Site Plan

EGRESS STAIR

48’-0”

BUILDING CORE

40’-0”

138’-0”

EGRESS STAIR

290’-0” MAIN LOBBY / PRE-FUNCTION

ENTRANCE CANOPY

83’-6”

32’-0” TYP.

1ST LEVEL LA K E

S U M TE R

WO RKFO RCE

S TA TE

C O L L E G E

DEVELO PMENT

C E NTE R

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SF

F L O O RP L A T E

7

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O P T I

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LSSC LEESBURG WDC BUILDING CONCEPTUAL DESIGN I MASTER PLAN BUILDING BASIS OF DESIGN e APPROX. 8 0, 000 SF e TWO STORIES WITH APPROX. 4 0, 000 SF FOOTPRINT e GROUND FLOOR DESIGNED AS A L ARGE-VOLUME SHELL SPACE TO SUPPORT FUTURE EVENT FUNCTIONS, INCLUDING GRADUATION CEREMONIES e SECOND FLOOR PROGRAMMED FOR CLASSROOMS, FACULTY OFFICES, AND SUPPORT SPACES e POSITIONED TO MAXIMIZE VISIBILITY, SIMPLIFY CIRCULATION, AND SUPPORT FUTURE CAMPUS GROWTH

LIBRARY

e MASSING AND ORIENTATION SHAPED BY SITE ACCESS, SERVICE NEEDS, AND CAMPUS PEDESTRIAN CONNECTIONS

e BUILDING SHELL STRUCTURE BASED ON TILT-UP CONSTRUCTION

34,000 SF MOL FUTURE EVENT SPACE

STUDENT CENTER

A N

OWA

OPEN_WORKSHOP FOR_ARCHITECTURE

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LSSC LEESBURG WDC BUILDING CONCEPTUAL DESIGN I SOUTH FACADE

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Back to agenda TAB 2 | INTRODUCTION & REFERENCES

TAB 2

Introductions & References

8

Back to agenda TAB 2 | INTRODUCTION & REFERENCES

Since our establishment in 1978, Nicholas & Associates has been a leader in the construction of learning environments.

PRIMARY CONTACT Brian Miller Director of Operations bmiller@nicholasquality.com 813.610.1181 mobile

Florida 109 N Brush Street Suite 100 Tampa, FL 813.445.5655

Illinois 1001 Feehanville Drive Mount Prospect, IL

Wisconsin 3880 W Wheelhouse Road Suite B Milwaukee, WI

Opened in 2022

Opened in 1978

Opened in 2013

10 full-time team members

95 full-time team members

12 full-time team members

We are honored to call more than 36 education institutions long-term clients and complete more than $300M worth of construction in learning environments annually as the Construction Manager. The firm’s experience includes referendum-based projects, new school construction, athletic facilities, renovations and large-scale additions in occupied schools, and the incorporation of sustainable features.

Thomas Thornsberry, CCM, PMP

We bring industry-leading and best-in-class construction management services to our clients. Our team’s offering is comprehensive and includes pre-construction budgeting and evaluation, preliminary construction cost estimating, project scheduling, value-added engineering, public bid solicitation and tabulation, material utilization analysis, constructability reviews, self-performance capabilities, and quality and safety control programming.

Nicholas - Magnitudes of Scale

Nicholas - Building Complexities

Nicholas - Learning Environments

• Adaptive Reuse • Additions • Demolition • New Construction • Renovations • Replacement Facilities

• Abatement • Decommissioning • Data & Access Control • LEED/Sustainable Construction • Occupied Sites • Multi-phase • Neighborhood Schools • Paving • Secure Entry & Vestibules • Site & Utility Work

• Administrative Offices • Athletic Facilities • Cafeterias & Kitchens • Classrooms • Computer & Science Labs • Conference Rooms • Fine Arts Centers • Gymnasiums • Libraries • Makers Space • Office Space • Resource Centers • Student Collaboration Space • Student Common Areas

Project Manager tthornsberry@nicholasquality.com 813.545.0424 mobile

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Back to agenda TAB 2 | INTRODUCTION & REFERENCES

Theresa R. Rouse, Ed.D. Superintendent of Schools Aracelis C. Popadich Board and Superintendent Secretary

Board of School Inspectors

Jesse M. Smith, President Matthew J. Pritz, Vice President R. Emil Standfield Sandra Aguirre Delia Ulloa-Jimenez Naurice D. Moffett Deborah K. Ziech

November 10, 2025 To Whom It May Concern: This letter serves as a reference for Nicholas and Associates in the construction of our new school at Gompers Junior High School.

We are in the midst of building a brand-new Junior High School, but we needed the gymnasium to finish early. The work with Nicholas and Associates has been seamless as we worked toward the opening of the new gymnasium for the start of the 2025-26 school year a full year ahead of the opening of the full new building.

We were able to reach completion of the gymnasium with all the incredible bells and whistles on time and well within our budget. The students have been thrilled with the size and scope of the new facility including the new locker rooms. Our athletic teams have been hosting a lot of their games to show off the new facility!

I recommend Nicholas and Associates for construction management of any size project. They have been the ultimate professionals and have assisted in moving our project forward without any issues or concerns. Everyone on the team is always available and able to answer any questions throughout the project.

I am available for any additional comments at my contact information below.

Sincerely,

Theresa R. Rouse, Ed.D. Superintendent Email : trouse@joliet86.org Phone : 815-693-8875

JFK Administrative Center 420 North Raynor Avenue Joliet, Illinois 60435 815-740-3196 815-740-6520 FAX www.joliet86.org

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Back to agenda TAB 2 | INTRODUCTION & REFERENCES

11

Back to agenda TAB 2 | INTRODUCTION & REFERENCES

12

Back to agenda TAB 3 | QUALIFICATIONS & STAFFING

TAB 3

Qualifications & Staffing

13

Back to agenda TAB 3 | QUALIFICATIONS & STAFFING

Organizational Structure

= Florida-based team members

Construction Team

Design Team

Brian Miller Director of Operations/ General Superintendent

Jessie Shell Partner | Principal Principal Architect / AE Team Coordinator

Ted Lingle Construction Superintendent

Thomas Thornsberry, CCM, PMP Project Manager Primary Point of Contact

Fadi S. Garcia Partner | Principal Project Manager / Designer AE Point of Contact

Dillon Haase Construction Superintendent

Samantha Kuk Project Administrator

Luis Hernandez Associate Architect

Jean-Frederic Monod Senior Architect Project Architect / BIM Manager

Celia McKennie Project Account Manager

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Back to agenda TAB 3 | QUALIFICATIONS & STAFFING

Brian Miller Director of Operations / General Superintendent Brian serves as an impassioned advocate, developing reliable and trusted connections between Nicholas & Associates and its clients. He serves as a primary point-of-contact during the planning and oversight stages, as well as attends on-site construction meetings. Brian dedicates himself to continually nurturing and maintaining strong relationships with clients long after a project is completed.

Years Experience • 19 in total • 15 in same responsibility level • 4 at Nicholas & Associates and working with others on the team Education College Coursework, College of DuPage Certifications • Florida General Contractor • OSHA 30 Hour Certified • Water and Fire Restoration Certified • Institute of Inspection Cleaning and Restoration Certification (IICRC) Memberships • FLAPPA • Tampa Bay Builder’s Association • Associated Builders and Contractors of Gulf Coast • Bay Area Apartment Association • Tampa Bay Chamber of Commerce

#DadLife

As the general superintendent, Brian also serves as the primary link between the client and the on-site work force. He is responsible for the day-to-day operations of the building process, which includes the management of a construction team comprised of contractors, architects, engineers, and owners.

Brian is responsible for safety, scheduling, code compliance, quality standards, inspections, and delivering a completed project on-time and under-budget, while never compromising the quality expectations that are the hallmark of a Nicholas & Associates project.

EXPERIENCE

Brian oversees the project’s construction, including the creation of the overall project schedule, the day-to-day management of the project, and the adherence of the trades to their contractual obligations to schedule, safety, and the highest standards of quality. He is a problem-solver who is extremely organized and works well under pressure to meet established deadlines.

Brian works in tandem with the senior project manager and site superintendent to provide a seamless transition between the pre-construction and construction phases.

Brian is extremely organized and works well under pressure—two vital skills learned during his more than 15 years in the construction industry. Brian’s experience includes projects in multiple industry sectors including PK-12 education, multi-family, retail, and commercial.

• Acarath Montessori School*

R

• Jade at North Hyde Park Luxury Apartments, Tampa, FL

N

• Mills Creek Apartments, Tarpon Springs, FL

N

• Monroe Crossing Apartments, Largo, FL

N

• NíCHE Luxury Apartments, Tampa, FL

N

• Nicholas & Associates’ Office, Tampa, FL

BRIAN MILLER WORKS TIRELESSLY TO BE A POSITIVE ROLE MODEL FOR THE BOYS HE’S RAISING AND THE MEN HE’S LEADING.

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Learn more about Brian in our 2024 publication of ‘78. https://nicholasquality.com/78-2/ His article titled ‘#DadLife,’ starts on the page numbered 73.

• Park Ridge School District 64

R A

R

• The Residences at Sawmill Station Luxury Apartments

N

• Wekiva Ranch Luxury Apartments, Apopka, FL • The Residences at 801 Whiting Street, Tampa, FL

N N

• The Whitt Luxury Apartments, Riverview, FL

N

A Additions * separate tenure

R Renovations

N New Construction

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Back to agenda TAB 3 | QUALIFICATIONS & STAFFING

Thomas Thornsberry, CCM, PMP Project Manager

Years Experience

Thomas works in tandem with the director of construction to provide a seamless transition between the pre-construction and construction phases.

Once Nicholas & Associates is selected as the project’s construction manager, Thomas serves as the Florida-area expert to provide clients with a talented and experienced local professional who ensures that Nicholas & Associates’ high-quality standards are maintained. Thomas prides himself on his ability to communicate and problem solve with clients and his team so that projects are completed within budget and often ahead of schedule. With his expertise in the construction industry, clients can be assured that their jobs will be diligently managed.

• 18 in total • 9 in same responsibility level • 5 in the United States Marine Corp.

• 1 at Nicholas & Associates and working with others on the team Education BS Construction Management, Cum Laude, Everglades University Electronic Engineering Theory, United States Marine Corp.

Executive Presence and Influence, University of Pennsylvania, Wharton School of Executive Education Construction Finance Management, University of Columbia, Engineering School of Executive Education Certifications • Certified Construction Manager (CCM) • Business Relationship Management Professional (BRMP) • Senior Construction Professional in Built Environment Projects (PMI-SCP) • Project Management Professional

EXPERIENCE

In his more than 18 years of professional experience, Thomas has overseen numerous successful projects. He is a versatile and skilled collaborator and communicator who works seamlessly as the single point of contact with clients, administrators, schedulers, consultants, vendors, subcontractors, and team members to ensure everyone remains informed, and the process remains on task.

Thomas is involved in all phases of a project including budgeting/estimating, procurement, owner and trade contract negotiations, shop drawing verification and submittals, schedule sequencing/coordination, financial cost reporting/tracking, and project closeout. His expertise allows him to forecast material delays and adjust manpower, develop site logistics and staging plans, and review the project to determine if value engineering would be beneficial to the client.

Thomas’s vast experience includes numerous successful projects in multiple industry sectors including higher education, healthcare, commercial, hospitality, financial services, and multifamily residential.

• Mills Creek Apartments, Tarpon Springs, FL

N

• Monroe Crossing Apartments, Largo, FL

N

• 915 Franklin St., High Rise Apartments, Tampa, FL*

N

• AdventHealth Clean Storage, Wesley Chapel, FL*

R

• Boys and Girls Club, Seminole Heights, Tampa, FL*

R

• Citibank Technology Group, Clearwater, FL*

R

• Duke Energy, St. Petersburg, FL*

R

• Heights Union, Tampa, FL*

N

• Marriott Water Street Hotel, Tampa, FL*

R

• Built Environment Communications

• Largo Regional Medical Center, Pre-surgery Suite, Largo, FL*

R

Professional

• University of Tampa, Central Energy Plant*

(PMP)

• USAA AHU Exchange, Tampa, FL* A Additions

R Renovations

* separate tenure

N New Construction

N N

R 16

Back to agenda TAB 3 | QUALIFICATIONS & STAFFING

Ted Lingle Site Superintendent Ted is on the job site to ensure that Nicholas & Associates’ high standards of quality are met within a safe and productive work environment. As the site superintendent, he is responsible for managing all day-to-day operations of the building process and ensuring the construction team comprised of contractors, architects, and engineers are fully executing and complying with their contracted scope of work. On behalf of the client, Ted skillfully oversees the project’s scheduling, code compliance, quality standards, and inspections, so that the project is completed both on-time and under-budget.

Years Experience • 42 in total • 40 in same responsibility level • 12 at Nicholas & Associates and working with others on the team Certifications • OSHA 30 Hour Certified • OSHA 10 Hour Certified • CPR Certified • Scaffolding Certified • Manlift Certified

EXPERIENCE

Ted leads his construction team by forming strong respectful relationships so that everyone is dedicated to the success of the project. He has a tremendous work ethic and is responsible for opening the construction site at the beginning of each day, monitoring every aspect of the construction, and securing the site at day’s end.

Ted is extremely organized and works well under pressure—two vital skills learned during his more than 40 years in the construction industry. Ted’s experience includes projects in multiple industry sectors including PK-12 education and residential.

Not only does Ted manage the daily progress of the project, he also assists in future planning by establishing goals, construction schedules, and completion timelines.

• 20West Luxury Apartments

N

• Buckingham Place Luxury Apartments • Glenbrook High School District 225 • McHenry School District 15

N A R

• Mill Creek Apartments, Tarpon Springs, FL • New Trier Township High School District 203

N R

• NíCHE Luxury Apartments, Tampa, FL

N

• Nicholas & Associates’ Office, Tampa, FL

R

• Northbrook School District 27

R

• Sixteen30 Luxury Apartments

N

• Skokie School District 68

R

• Township High School District 211

R

• Wekiva Ranch Luxury Apartments, Apopka, FL

N

• The Residences at 801 Whiting Street, Tampa, FL

N

A Additions

R Renovations

N New Construction

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Back to agenda TAB 3 | QUALIFICATIONS & STAFFING

Dillon Haase Site Superintendent Dillon is on the job site to ensure that Nicholas & Associates’ high standards of quality are met within a safe and productive work environment. As the site superintendent, he is responsible for managing all day-to-day operations of the building process and ensuring the construction team comprised of contractors, architects, and engineers are fully executing and complying with their contracted scope of work. On behalf of the client, Dillon skillfully oversees the project’s scheduling, code compliance, quality standards, and inspections, so that the project is completed both on-time and under-budget.

Years Experience • 5 in total • 5 in same responsibility level • 2 at Nicholas & Associates and working with others on the team Education Bachelors Degree, Exercise Science Millikin University Carpenters Local 1185, Flooring Installers Certifications

EXPERIENCE Dillon leads his construction team by forming strong respectful relationships so that everyone is dedicated to the success of the project. He has a tremendous work ethic and is responsible for opening the construction site at the beginning of each day, monitoring every aspect of the construction, and securing the site at day’s end.

Dillon is extremely organized and works well under pressure—two vital skills learned during his more than 5 years in the construction industry. Dillon’s experience includes projects in multiple industry sectors including PK-12 education and commercial.

Not only does Dillon manage the daily progress of the project, he also assists in future planning by establishing goals, construction schedules, and completion timelines.

• OSHA 30 Hour Certified

• CTL Group

R

• INSTALL Certified, Carpenters Local

• EA Langenfeld

R

• Glenview Community Consolidated School District 34

R

1185

• M&I Steel

A

R

• Nicholas & Associates Office Annex

R

• River Trails School District 54

R

• Schaumburg Community Consolidated School District 54 A Additions

R Renovations

A

N New Construction

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Back to agenda TAB 3 | QUALIFICATIONS & STAFFING

Samantha Kuk Project Administrator Samantha works on behalf of clients, serving as the dedicated liaison between Nicholas & Associates and the architects, engineers, suppliers, owners, and tradesmen. She is a meticulous professional who oversees the building process from the time the project is awarded through its completion. Samantha relies on her experience as a project administrator to keep clients’ projects and the corresponding documentation organized and on schedule.

Years Experience • 9 in total • 5 in same responsibility level • 3 at Nicholas & Associates and working with others on the team Education Associate Degree, Science Heartland Community College

EXPERIENCE

Samantha has experience working for multiple construction contractors in ensuring projects and tasks are managed efficiently and seen through to completion. This includes work in various office environments serving as the primary point-of-contact between the client and the organization. Samantha has a strong ability to coordinate high volumes of work while managing the smallest details. She uses her skills to maintain and track construction documentation to ensure information is current. Samantha tracks and collects submittals, ensuring that everything from the lighting fixtures and carpet colors to the mechanicals are as specified, and as intended. She also oversees all close-out documentation for clients and the architects, including certificates of insurance, warranties, and operations and maintenance manuals. She also accurately prepares contracts between Nicholas & Associates and the tradesmen. Her organizational skills ensure data accuracy and timely project completion.

Samantha has a proven ability to develop strong professional relationships with contractors, third-party consultants, vendors, municipalities, and customers.

She coordinates all correspondence and develops and maintains excellent professional relationships, leading to timely communication between Nicholas & Associates and clients. Samantha regularly interacts with owners to ensure positive experiences and exemplary customer service.

• Community Consolidated School District 15

A

R

• Community Consolidated School District 21

R

• Glenbrook High School District 225

R

• LaGrange Highlands School District 106

A

• Libertyville School District 70*

R R

• Lyons Township High School District 204* • Niles Township High School District 219*

R

A

R

• River Forest School District 90

R

• NíCHE Luxury Apartments, Tampa, FL

R

• Nicholas & Associates’ Office, Tampa, FL

R

A Additions

R Renovations

* separate tenure

N

N New Construction 19

Back to agenda TAB 3 | QUALIFICATIONS & STAFFING

Celia McKennie Project Account Manager Nicholas & Associates excels at providing transparent and timely reports to its public and private clients that are consistent with national financial reporting standards and local preference requirements. The project account manager is required to maintain thorough and accurate account ledgers for each project.

Celia leverages her systems knowledge in multiple financial platforms, along with strong time-management, organizational, and project management abilities to support project teams.

Years Experience

EXPERIENCE

• 25 in total • 20 in same responsibility level • 3 at Nicholas & Associates and working with others on the team Accounting Coursework, College of DuPage

Celia is responsible for the processing and collecting of associated billing for all construction projects she is assigned. This includes the management, collection, and maintenance of subcontractor waivers and respective certified payrolls. Celia accounts for project change orders, project allowances, and works directly with publicly-funded clients when a Freedom of Information Request is received.

Owner pay applications run through Celia, as do all project invoices and bonding inquiries.

Accounting Coursework, Triton College Construction Management Coursework, Seminars & Training: Residential

Celia brings a thorough understanding of facilities and fosters strong relationships with Nicholas’ subcontractor teams in residential, education, and municipal project sectors.

Construction Employers Council (RCEC) • Community Consolidated School District 21

R

N N

• Elk Grove Village Public Works Facility

R

N

• McHenry School District 15

R

• Mt. Prospect Park District

R

• Elk Grove Gateway Fountain

• Mt. Prospect Park District - Lions Park Recreation Center • Niles Township District for Special Education 807 NO PROM SES

Barbie’s younger brother, Mardie, was only two years old when Celia first came to play at the McKennie household. The girls became inseparable.

Unbeknownst to Celia, Mardie developed a childhood crush that grew stronger over the years. In 6th grade, he wished that their relationship would be real and took a brazen first step. ‘He stole my pompom picture from his sister and would show it to his friends, telling them all that I was his older girlfriend in high school!’

Years later, Celia and Mardie were both attendants at Barbie’s wedding. During the reception, his feelings for her were outed by the celebratory crowd who had kept his secret for decades. ‘I was completely unaware and unsuspecting he ever had feelings for me,’ she laughed. ‘It was a rather awkward evening for both of us as you could imagine, but we talked

N A

• Riverside Brookfield Township High School District 208

Tomorrow is never guaranteed.

That is why Celia McKennie doesn’t just live each day to its fullest; she fills each day with peace, joy, and faith.

The interview for this article began by asking Celia to share something that coworkers did not know about her. ‘I met my sister-in-law, Barbie, when we were in kindergarten!’ she blurted. ‘We are friends that became family, and there is a funny story behind it.’

• Schaumburg Community Consolidated School District 54

occasionally on the phone for about six months after that night and then he formally asked me out. The rest is history.’

Their union was not happenstance. Celia knows it was, like everything else, because one’s faith and fate are interconnected.

LEADING BY EXAMPLE Celia served as an accounts payables clerk when she graduated high school. She enjoyed working with numbers and decided to enroll in accounting classes to equip herself for a career in that field. She remained in the workforce until her son was born, at which time she opted to remain at home throughout his formative years. Later when he was in elementary school, she sought a part-time job. ‘I needed flexibility to be home when my son was home,’ she said. ‘I connected with a temp agency. It was the springboard for many great things to come.’

Celia was first placed in the accounting department 33

Learn more about Celia in our 2023 publication of ‘78. https://nicholasquality.com/78-2/

R

A A

R R

• Township High School District 211

A

R

A Additions

R Renovations

N

R

• Skokie School District 68 • Wilmette School District 39

N

R

N New Construction

Her article titled ‘No Promises,’ starts on the page numbered 32.

20

Back to agenda TAB 3 | QUALIFICATIONS & STAFFING

OPEN WORKSHOP FOR ARCHITECTURE (OWA)

Jessie Shell

Partner | Principal

Experience 16+ years, Education Bachelor of Design in Architecture, Master of Architecture, University of Florida Registrations FL Arch License AR98752 FL Interior Arch License ID6373 Affilitations NCARB, American Institute of Architects (AIA)

Project Role:

Principal Architect / Team Coordinator

Jessie Shell is a Partner and Principal Architect who guides multi-disciplinary projects from early planning through construction, ensuring that each phase aligns with client goals, operational needs, and long-term performance. Her experience spans aviation facilities, civic buildings, mixed-use developments, and institutional projects, giving her a strong foundation for leading higher-education work that requires thoughtful planning, durable design, and efficient delivery.

Jessie is known for her strong client focus, she takes the time to understand project missions, functional priorities, and budget expectations, and ensures that design decisions remain grounded in these goals. Her ability to manage large consultant teams, maintain clear communication channels, and uphold rigorous quality standards has been central to the success of many complex, public-facing projects.

Her collaborative leadership and design expertise allow her to bring clarity and direction to multifaceted building programs, including those requiring well-organized academic spaces, flexible planning strategies, and cost-effective construction solutions. Jessie’s approach will help ensure that the new Lake–Sumter State College facility is both highly functional for its users and a meaningful addition to the campus.

RELEVANT EXPERIENCE USF On Campus Stadium & Future School of Hospitality Shell Space | Tampa, FL Role: Project Manager, Principal Architect | Size: OWA Scope - 100,000 SF of 330,000 sf Construction Cost: $350M Tampa Intl Airport Airsides C Refurbishment & Expansion | Tampa, FL Role: Project Manager, Team Coordinator | Size: 12,000 sf | Construction Cost: $8M Tampa Intl Airport Airsides A & F Refurbishment & Expansion | Tampa, FL Role: Project Manager, Team Coordinator | Size: 5,300 sf | Construction Cost: $4M Masonite Ybor Headquarters Ybor City | Tampa, FL Role: Project Manager, Design Lead | Size: 32,000 SF | Construction Cost: $7M CGM Mixed-Use Development | Tampa, FL Role: Project Manager | Size: 90,000 sf | Construction Cost: $6M Terrace Storage Center Complex Phase 1 | Temple Terrace, FL Role: Project Manager | Size: 54,000 SF | Construction Cost: $10M total Terrace Storage Prototype Complexes (6 Buildings Total) | Temple Terrace, Land O’ Lakes, Davenport, Dade City, Hillsborough County, FL | Role: Project Manager | Size Range: 36,000 SF - 100,000 SF | Construction Cost Range: $4.5M - $8M

21

Back to agenda TAB 3 | QUALIFICATIONS & STAFFING

OPEN WORKSHOP FOR ARCHITECTURE (OWA)

Fadi S. Garcia

Partner | Principal

Experience 20+ years

Project Role:

Education Master of Architecture, University of South Florida

Fadi Garcia is a Founding Principal of OWA and the lead designer overseeing all phases of project delivery, from early programming through construction completion. His experience spans public-safety, municipal, commercial, institutional, and residential work, giving him the ability to balance program requirements, campus context, and cost-responsible design across a wide range of scales and budgets.

Affiliations American Institute of Architects (AIA) Adjunct Professor - School of Architecture, University of South Florida

Project Manager / Designer

Fadi has led multiple civic and institutional facilities, including fire stations, municipal complexes, and airport projects, all of which demanded rigorous planning, durable detailing, and high operational performance, skills directly applicable to higher-education environments. His approach focuses on creating clear, efficient building organization, elevating architectural character, and delivering projects that are both functional and economical for long-term use.

Known for his collaborative leadership and commitment to design excellence, Fadi has built strong client relationships with organizations such as Tampa International Airport and the University of South Florida. His research-driven process and hands-on involvement ensure that projects like the new Lake–Sumter State College facility achieve their program goals while contributing meaningfully to the campus environment.

RELEVANT EXPERIENCE USF On Campus Stadium & Future School of Hospitality Shell Space | Tampa, FL Role: Project Manager, Design Lead | Size: OWA Scope - 100,000 SF of 330,000 sf Construction Cost: $350M Tampa Intl Airport Airsides C Refurbishment & Expansion | Tampa, FL Role: Project Architect, Design Lead | Size: 12,000 sf | Construction Cost: $8M Tampa Intl Airport Airsides A & F Refurbishment & Expansion | Tampa, FL Role: Project Architect, Design Lead | Size: 5,300 sf | Construction Cost: $4M Masonite Ybor Headquarters Ybor City | Tampa, FL Role: Project Manager, Design Lead | Size: 32,000 SF | Construction Cost: $7M CGM Mixed-Use Development | Tampa, FL Role: Project Architect | Size: 90,000 sf | Construction Cost: $6M Terrace Storage Center Complex Phase 1 | Temple Terrace, FL Role: Design Lead | Size: 54,000 SF | Construction Cost: $10M total Terrace Storage Prototype Complexes (6 Buildings Total) | Temple Terrace, Land O’ Lakes, Davenport, Dade City, Hillsborough County, FL| Role: Design Lead | Size Range: 36,000 SF - 100,000 SF | Construction Cost Range: $4.5M - $8M

22

Back to agenda TAB 3 | QUALIFICATIONS & STAFFING

OPEN WORKSHOP FOR ARCHITECTURE (OWA)

Jean-Frederic Monod Senior Architect

Experience 20+ years

Education Bachelor of Arts in Architecture, Swiss Federal Institute of Technology - Lausanne Master of Architecture, University of South Florida Registrations FL Arch License AR100205 Affiliations NCARB, Sarasota Science & Technology Society (STS), Manatee Technical College AutoCAD Advisory Board, Suncoast Technical College - AutoCAD Advisory Board / Faulhaber FAB Lab

Project Role:

Project Architect / BIM Manager

Jean-Frederic Monod is a Senior Architect and BIM Manager known for his deep technical expertise and long-standing leadership in digital design innovation. He has contributed to a wide range of civic, public-safety, municipal, commercial, and institutional projects, bringing a strong foundation in coordinating complex building systems and supporting large, multi-disciplinary teams.

An early adopter and champion of advanced BIM and visualization technologies since the early 2000s, Jean-Frederic consistently leverages digital tools to strengthen accuracy, coordination, and communication across all phases of design and documentation. His ability to establish and maintain efficient, high-fidelity digital workflows directly enhances project clarity, reduces design conflicts, and supports smoother construction-phase transitions.

Jean-Frederic’s technical insight, paired with his extensive experience managing interdisciplinary integration, brings significant value to higher-education projects. His approach helps ensure that the new Lake–Sumter State College facility is delivered with precision, well-coordinated systems, and a clear digital framework that supports both design intent and long-term campus needs.

RELEVANT EXPERIENCE USF On Campus Stadium & Future School of Hospitality Shell Space | Tampa, FL Role: Project Architect, BIM Manager | Size: OWA Scope - 100,000 SF of 330,000 sf Construction Cost: $350M Terrace Storage Prototype Complexes (6 Buildings Total) | Temple Terrace, Land O’ Lakes, Davenport, Dade City, Hillsborough County, FL| Role: Project Architect | Size Range: 36,000 SF - 100,000 SF | Construction Cost Range: $4.5M - $8M Madeira Beach Municipal Complex - Fire Station 25 * | Maderia Beach, FL Role: Project Architect | Size: 8,500 sf | Construction Cost: $2.5M Madeira Beach Municipal Complex - City Hall, Rec. Center * | Maderia Beach, FL Role: Project Architect | Size: 24,000 sf | Construction Cost: $7.5M Dade City Municipal Complex City Hall & Police Station | Dade City, FL * Role: Project Architect | Size: 9,000 SF Police Station & 12,000 SF City Hall Construction Cost: $6.5M Doral Legacy Recreational Park* | Doral, FL Role: Project Architect, BIM Manager | Size: 32,000 sf | Construction Cost: $20M *Career Experience (Prior to OWA)

23

Back to agenda TAB 3 | QUALIFICATIONS & STAFFING

OPEN WORKSHOP FOR ARCHITECTURE (OWA)

Luis Hernandez Associate Architect

Experience 6+ years with OWA Education Master of Architecture, University of South Florida Affiliations American Institute of Architects (AIA) Adjunct Professor - School of Architecture, University of South Florida

Project Role:

Project Architect

Luis Hernandez began his professional career with Open Workshop for Architecture and brings extensive experience coordinating complex, multi-disciplinary projects from early design through construction. With over six years in practice, Luis has played key roles on several of OWA’s major institutional and commercial efforts, including the Tampa International Airport Airside renovations, the University of South Florida On-Campus Stadium, and the full Terrace Storage portfolio.

Luis is highly skilled in consultant coordination, technical documentation, and maintaining rigorous quality and code compliance across large, detail-intensive projects. His experience navigating active construction sites, managing fast-paced deliverables, and supporting teams through permitting and construction makes him a strong asset for higher-education work. For the Lake–Sumter State College project, Luis brings the technical depth, organizational clarity, and hands-on experience essential for successful delivery of a well-coordinated, cost-responsible institutional facility.

RELEVANT EXPERIENCE USF On Campus Stadium & Future School of Hospitality Shell Space | Tampa, FL Role: Project Architect | Size: OWA Scope - 100,000 SF of 330,000 sf Construction Cost: $350M Tampa Intl Airport Airsides C Refurbishment & Expansion | Tampa, FL Role: Project Architect | Size: 12,000 sf | Construction Cost: $8M Tampa Intl Airport Airsides A & F Refurbishment & Expansion | Tampa, FL Role: Project Architect | Size: 5,300 sf | Construction Cost: $4M Terrace Storage Center Complex Phase 1 | Temple Terrace, FL Role: Project Architect | Size: 54,000 SF | Construction Cost: $10M total Terrace Storage Prototype Complexes (6 Buildings Total) | Temple Terrace, Land O’ Lakes, Davenport, Dade City, Hillsborough County, FL | Role: Project Architect | Size Range: 36,000 SF - 100,000 SF | Construction Cost Range: $4.5M - $8M

24

Back to agenda TAB 4 | SBE PARTICIPATION

TAB 4

SBE Participation

25

Back to agenda TAB 4 | SBE PARTICIPATION

Copy of State of General Contractor License

Ron DeSantis, Governor

Melanie S. Griffin, Secretary

STATE OF FLORIDA DEPARTMENT OF BUSINESS AND PROFESSIONAL REGULATION CONSTRUCTION INDUSTRY LICENSING BOARD THE GENERAL CONTRACTOR HEREIN IS CERTIFIED UNDER THE

PROVISIONS OF CHAPTER 489, FLORIDA STATUTES

MILLER, BRIAN MICHAEL NICHOLAS & ASSOCIATES, INC. 5907 CHURCHSIDE DRIVE LITHIA FL 33547

LICENSE NUMBER: CGC1533704 EXPIRATION DATE: AUGUST 31, 2026 Always verify licenses online at MyFloridaLicense.com ISSUED: 08/08/2024

Do not alter this document in any form.

This is your license. It is unlawful for anyone other than the licensee to use this document.

26

Back to agenda TAB 4 | SBE PARTICIPATION

Copy of Small Business Certificate

27

Back to agenda TAB 4 | SBE PARTICIPATION

Copy of State of Florida Minority Certificate

28

Back to agenda TAB 5 | METHODOLOGY

TAB 5 Methodology

29

Back to agenda TAB 5 | METHODOLOGY

Processes and Methods for Pre-Construction Management Tasks Exceptional designs require exceptional construction. Nicholas & Associates offers the best of both worlds for those who enjoy collaboration but want a construction manager to assist with the bidding procedures and to provide oversight of the building process. In a design-build model, we become a part of the team who designs, budgets, and bids a project. We will provide complete transparency and a robust checks-and-balances system to ensure your project remains on schedule and within budget.

The following is a non-exhaustive list of pre-construction services that Nicholas provides. We will: • • • • • • • • • • • •

Develop multiple cost estimates throughout the design process Value engineer the project to determine the most effective use of available funds Establish a quality control plan Evaluate the design system selections Develop a written scope of work for all trades Provide consideration of alternate materials, systems, and processes Review the constructability of the design Establish a master project schedule that avoids delays, changes, and claims Establish a site logistics plan Prepare milestone cost estimates and dates to meet the budget and construction schedule Establish a list of pre-qualified contractors Communicate with the architect and the College regularly to ensure the prompt exchange of critical information

Cost Estimating When and How We Do It Involvement in the plan and specification development allows Nicholas to maintain the current budget and schedule information.

We include subcontractors in cost estimating in order to identify cost control opportunities, as they bring added knowledge of alternates that meet performance specifications. Based on a project cost estimate during the early stage of the design, if the project is trending over budget, then alternative solutions, construction materials, and/or methods will be suggested to ensure the approved budget and schedule are met.

Budgetary reviews are critical during the design development and construction documentation phases so adjustments can be made and an accurate GMP can be proposed. Nicholas performs project cost estimates at five critical milestones with both architect and owner input/comments. Built-in contingencies allow for unknown costs throughout each phase and help hedge against scope creep and inflation:

Milestone

100% Design Development

25% Construction Document

50% Construction Document

Output

Schematic budget created

Initial budget created

Refinement; adjusted budget created

Budget consists of historic/unit cost pricing based on assumptions provided by the College

Budget consists of historic/unit cost pricing with some local subcontractor input

Characterization

Budget consists of equal mix of historic/unit cost pricing and subcontractor pricing

75% Construction Document

Budget consists of primarily subcontractor pricing; value engineering, if necessary, begins with the architect

95% Construction Document Finalized budget created Control estimate based on nearly complete construction documents; this will be as close to actual bidding numbers to minimize surprises

The decision to proceed with design and system selections remains in the hands of the College, whereby Nicholas will provide cost magnitudes and optional value engineering scenarios to best balance the College’s budget, longterm investment, and desires for the workforce development center.

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Back to agenda TAB 5 | METHODOLOGY

Approach to Bid Solicitation & Screening Contractors Nicholas fosters a collaborative and mutually-beneficial relationship with its local trade partners. Local subcontractor bid participation is a key component in delivering a successful project. While geographic presence is important, it is only one qualifying attribute needed to develop a robust subcontractor pool to effectively, accurately, and aggressively bid a project.

A major component of our pre-qualification process is the submission of an AIA A305 Qualification Statement and a financial overview for any company interested in partnering or bidding. Pre-qualifying provides a comfort level that the bidders are familiar with municipal work in the region, appropriately staffed, and able to perform their trade within the timeline established for the project. We also conduct reference checks to verify that respondents performed as required, proper insurance coverage and bonding for respondents is secured, and each is in good standing with material suppliers and associated sub-trades.

Through this extensive due diligence and vetting process, Nicholas leverages local subcontractors familiar with each client’s needs, processes, and quality standards.

Managing expectations and accountability of subcontractors begins with a thorough pre-qualification process.

Management of subcontractors is attained through recurring project update meetings, the use of project management and communication software, and the oversight of the Nicholas team: • • •

Ted Lingle and Dillon Haase will ensure site conduct, performance, and expediency is upheld Samantha Kuk will ensure that insurance, contracts, and other paperwork/documentation are in order Brian Miller and Thomas Thornsberry, CCM, PMP will ensure that trade coordination and scheduling maintains on track

Nicholas’ bidding process includes, but is not limited to, the following: • • • • • • • • • • • • • • • •

Establishing a bid time and date Pre-qualifying contractors using AIA A305 Statements Issuing an Advertisement to Bid and publish it in a local newspaper Distributing the bidding documents Responding to bidders’ questions and clarifications Conducting a pre-bid conference to clarify the project scope Subcontractor E-verify and background checks Ensuring sufficient bids are received to establish competitive pricing in all trades Completing the public opening and reading of bids Reviewing any bidding irregularities Evaluating and compare all bids for completeness Conducting interviews with apparent low bidders to confirm their understanding of the project scope Prepare bid tabulation Making recommendations of apparent lowest responsive and responsible bidders Attending approval meetings to respond to questions (if requested) Issuing Notice to Proceed letters to awarded contractors

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Back to agenda TAB 5 | METHODOLOGY

Subcontractor Outreach for Bidding Exposure During pre-construction services, we pre-qualify all contractors who will be considered for the job and individually contact them to ensure their ability to perform their portion of the work.

Subcontractor outreach is accomplished in various ways, including: • • • • • • • • • • • • • • • • •

Emphasis on local trade partners Pre-qualification process Due diligence and reference checks Subcontractor background checks MWBE outreach; Mentor/Protégé pairings Coordinated advertisement efforts with the College Subcontractor open houses Direct email blast and mailed physical fliers to vendor list provided by the College Direct email blast and mailed physical fliers to local trade organizations Media placements and live news capture Targeted ads to direct bidders to project Social tagging for increased engagement and spread Digital ads with geofencing Reporting and transparency of efforts Engage specified systems and materials manufacturers for preferred suppliers and installers Recruitment fairs at key design junctures Digital banner/announcement on the College’s website

Subcontractor Outreach Example Materials for Bidding Exposure

HELP US BUILD NEW SCHOOLS!

SUBCONTRACTOR RECRUITMENT FAIR

Clicks to Landing Page

Total Engagement

SOCIAL AD TRACKING

Timeframe

Impressions

Dwell Time

Contractor Outreach 1

10 days

85,582

14.76 seconds

480

572

Contractor Outreach 2

14 days

121,720

15.21 seconds

1,390

1,509

5/30/24, 12:33 PM

MAY 28 at 4 PM

Contractors get first look at plans for new Joliet junior high schools – Shaw Local

May 30, 2024

Hufford Junior High School 1125 North Larkin Avenue, Joliet Meet in Gymnasium Parking entrance is on Ingalls Ave.

Help us reinvest local tax dollars into the community.

Nicholas & Associates is seeking area subcontractors to help build two new junior high schools for Joliet Public Schools District 86.

Conceptual renderings and proposed timelines for both projects will be available at this meeting

If you are a certified MBE, WBE, DBE, and/or area subcontractor for the following bid packages, please attend an informational meeting: • • • • • • • •

Excavation Site Utilities Asphalt Paving Landscaping Concrete Structural Steel Masonry Roofing

• • • • • • •

General Trades Flooring Painting Plumbing Fire Protection Mechanical/HVAC Electrical

JUNE 17 at 4 PM Gompers Junior High School 1501 Copperfield Avenue, Joliet

Questions?

Steven East, Nicholas & Associates seast@nicholasquality.com 847.394.6200

Meet in Auditorium Parking entrance is on Briggs St.

Detailed construction drawings and specifications for both projects will be available at this meeting

SUBCONTRACTOR RECRUITMENT FAIR Nicholas & Associates is seeking subcontractors to help build two new junior high schools for Joliet Public Schools District 86.

If you are a certified MBE, WBE, DBE, and/or area subcontractor, join us for an informational meeting.

MAY 28 4 PM

News Subscribe Prep Sports Thank You First Responders eNewspaper The Scene Event Calendar

Newsletter

Obituaries

Recruitment efforts: • Direct email blast and mailed physical fliers to vendor list provided by the district • Direct email blast and mailed physical fliers to: o Joliet Job Corps o Workforce Center of Will County o Joliet Junior College Workforce Development • Nicholas & Associates’ monthly social media posts with boost o Reciprocity and social tagging with: ▪ District 86 ▪ City of Joliet ▪ Green Associates • Nicholas & Associates digital ads • Digital banner/announcement on district website (district to create/launch) • Local media release for second event

Contractors get first look at plans for new Joliet junior high schools Existing Gompers and Hufford schools will be replaced with new buildings

By Jessie Molloy

Expand

Day of supply needs, supplied by Nicholas unless noted: • Rendering boards (provided by Green Associates) • Timeline boards • Easels • Information packet o Project description w/product and material descriptions (provided by Green Associates) o Timeline with anticipated bid dates and construction o Contact information • Nicholas-branded tablescape with: o Water o Note pads o Pens o Snacks depending on time of day o Small giveaways

Hufford Junior High School 1125 North Larkin Ave., Joliet

Meet in Gymnasium Parking entrance is on Ingalls Ave.

Concept rendering of a classroom in the building plans for the new Hufford and Gompers junior high schools. Joliet District 86 is planning to construct new buildings on the sites of the existing schools. https://www.shawlocal.com/the-herald-news/2024/05/30/contractors-get-first-look-at-plans-for-new-joliet-junior-high-schools/

Targeted social ads

more

Key dates: Event 1: Week of 5.20.24 - Location/Time to be coordinated with district Event 2: Week of 6.17.24 - Location/Time to be coordinated with district

Recruiting event format (both events): • Display boards around the room (provided by Green Associates) • Nicholas, Green Associates, and District team members throughout and available for questions • Green Associates to provide a 2-3 minute overview of the projects • Nicholas to provide 2-3 minute overview of timeline

Community flyers HELP US BUILD NEW JUNIOR HIGH SCHOOLS!

Joliet New Junior High School Project Subcontractor Outreach Plan

Thorough plan, developed with client

1/7

Press release

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Back to agenda TAB 5 | METHODOLOGY

Collaboration + Value (Added) Engineering Collaboration during the process is necessary to yield extraordinary outcomes. We believe that every project has three very important elements that are required to function as one unit; a partnership between an owner with a dream and trust in their team members, an architect with a comprehensive and creative design, and a construction manager that possesses extensive expertise and knowledge in construction. The success of a project is directly correlated to a partnership amongst these three entities throughout the duration of the project.

At Nicholas, we are committed to maximizing the value of every dollar for our clients and therefore regularly use the term ‘valueadded engineering.’ We have developed internal efficiencies and best-in-class processes to carefully balance our client’s needs and their engaged design team’s vision with the reality of a project’s funding limitations. And while we may not always be the bearer of good news due to rising material costs and supply chain issues, it is our fiduciary responsibility to find solutions when projects are misaligned with budgets.

Partnering with the Architect We systematically evaluate the scope of each project and identify high-cost areas, features, or detailing. We then seek affordable alternatives that we feel meet or exceed the architect’s original quality, intent, and/or sustainable stance. These findings are presented to the architectural and engineering teams for consideration, at which point they can discuss with the College the best course of action.

Our Skin in the Game Nicholas does its best to help maximize budgets by giving back. To that end, we do not charge clients for pre-construction services. From project executives and project managers, to estimators and marketing team members, Nicholas dedicates the necessary resources prior to construction gratis. We strive to be part of every project phase and spend adequate time upfront to deliver a better end result.

Engaging Subcontractors During contract negotiations and coordination review with all trade contractors, additional cost savings may be realized. Many of our subcontractors are willing to spend the additional time and effort to demonstrate their commitment to offer value-added engineering options to the benefit of Nicholas’ clients. As construction progresses, our project managers and field superintendents encourage free discussion and exploration of ideas to expedite work, further reducing cost. All cost savings are returned to the College.

Field and Support Roles During and Post-Construction Our field and support teams will have a wide variety of responsibilities and tasks during the construction and post-construction phases of a project. The following is an abridged list of role responsibilities. We will: • • • • • • • • • • • • • • • • • • • • • •

Assure that all contractors fully understand the intent of design and their requirements at every stage Prepare all required contracts between the College and contractors Secure all Certificates of Insurance and Performance Bonds for material/labor/payments Coordinate utility improvements Mobilize construction site and field superintendent Conduct pre-construction meeting with all contractors Hold weekly construction meetings with the College and engineer/architect Document all discussions and distribute copy of minutes to all participants Manage and review all shop drawings and submittals Submit timely and accurate reports on the construction activities Monitor the construction process for anticipated difficulties, resolve issues early, and maintain workflow Ensure construction is being completed per plans and specifications Communicate field changes for as-built drawings Conduct regularly scheduled OSHA safety meetings with contractors Prepare a pencil copy of the payout request for the College and engineer/architect to review Submit formal pay request with Waivers of Lien Process and track all change order requests Coordinate installation of equipment provided by the College through other contracts Ensure safety throughout the project’s duration Complete project closeout documentation Provide any needed system training with College staff Remain engaged for any warranty needs post-occupancy

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Back to agenda TAB 5 | METHODOLOGY

Quality Control During Construction Nicholas & Associates’ quality assurance plan is focused on communication, independent review, and subcontractor workmanship and management.

Communication We leverage RedTeam construction management software to provide a central repository for communications and associated assets for each project. Within RedTeam, project managers and project administrators upload all submittals, purchase orders, financial reports, design and engineering plans, meeting minutes, and project progress photography.

Access is given to the entire team (certain restrictions apply) so there is transparency and accessibility to the documentation that is required for a thorough and accurate build.

RedTeam is both computer and app based for subcontractor and owner convenience.

Essentially, RedTeam serves as a clearinghouse and a form of checks and balances for communication and project progress.

During construction, communications with the Collage and the architect will come in many forms, including: • • • • • • • • •

Independent Review Each project is assigned a member of the project management team who specializes in the review of the construction documents and construction detailing.

For Lake-Sumter State College, Brian Miller will serve as project executive. Brian is involved in all construction phases of a project including procurement, schedule sequencing/coordination, financial cost reporting/tracking, and project closeout.

His expertise allows him to forecast material delays, adjust manpower, and develop site logistics and staging plans.

Further, his ability to visualize system conflicts or missing critical design details on construction documents helps ensure that remedies can be determined before costly change orders are required in the field.

Subcontractor Workmanship and Management During pre-construction services, we pre-qualify all contractors who will be considered for the job and individually contact them to ensure their ability to perform their portion of the work.

To ensure quality control during construction, our team observes all construction activities and evaluates the contractors’ workmanship to assure that it is performed in compliance with the plans and specifications. Weekly job meetings are conducted with contractors to assist in the resolution of any questions. A Daily Quality Control log, along with photographs, is kept by the construction superintendent to record any quality concerns and required resolutions.

Weekly OAC meetings Process updates Meeting packets Shop drawing and submittal reviews RedTeam distribution and collaboration platform Weekly superintendent meetings Change order vetting Pay requests and compliance filings Project closeout and training documentation

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Back to agenda TAB 5 | METHODOLOGY

Managing Construction Schedules Nicholas will propose a milestone schedule upon being awarded each project to successfully manage the scope and timeline.

Detail and critical paths will be rapidly added as information becomes available and a final scoping document is provided by both the College and architect.

Construction scheduling is completed by the project manager and the field superintendent assigned to the project. The duration of tasks is determined by a combination of input from the awarded trade contractors and previous experience with similar projects.

Nicholas leverages Microsoft Project for construction schedules. Schedules are developed biweekly during the pre-construction phase and updated monthly during the construction phase to ensure critical and final completion dates are met.

All updated schedules will be provided at weekly meetings to the architect, the College, and awarded subcontractors to ensure the project is delivered on time. Using short-term schedules (typically two weeks) allows for an immediate overview of the progress of the project to avoid critical issues that may develop during construction.

Nicholas can accelerate the project schedule for your project with a three-pronged approach that addresses long lead items, constructability of the project, and appropriate phasing and site logistics.

1 Long Lead Time Items Early identification and procurement of long lead time items are imperative to meeting project deadlines.

Nicholas identifies long lead items and push for that portion of the design to be expedited so that equipment can be pre-purchased. This is done to minimize material/equipment delays and associated cost overruns.

Order dates are promptly established and built into the project schedule. Orders are frequently and carefully tracked to ensure that delivery dates are met and schedules are not adversely impacted.

2

3

Constructability Reviews Nicholas will review project details and specifications to identify the most efficient construction sequence. The team will include a review of all turf and design elements. Areas of potential conflict or delay will be presented to the design team.

Phasing and Logistics Every project has unique logistical challenges. Nicholas will review physical constraints and suggest alternatives so that the flow of labor and materials are organized to minimize the impact on the project timeline and disruption to neighboring businesses and residences.

Temporary construction locations, access routes, and the protection of the materials are identified during this process.

An in-house architect is assigned to each project who will accurately review architectural and engineering drawings throughout each of the cost estimating milestones. This will ensure that the drawings can be replicated in the field without system conflict or the unnecessary detailing that surpasses the design intent while adding cost.

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Back to agenda TAB 6 | EXPERIENCE

TAB 6 Experience

36

Back to agenda TAB TAB66 | EXPERIENCE

CURRENT AND RECENT PROJECTS OF SIMILAR SCOPE Decades of Experience Designing and Constructing Education Environments Nicholas & Associates has been delivering hundreds of education market projects of varying scale and scope for more than 45 years.

We have built a solid reputation in the education market over the past four decades. Work has been completed in multiple states for public and private institutions with programmatic needs spanning early childhood education through high school to vocational laboratories and professional development centers. The team is experienced with new construction, additions, renovations, and adaptive reuse, as well as LEED construction, and accelerated schedules in occupied educational environments.

OWA is a full-service architecture and interior design firm, providing comprehensive solutions from pre-design through project completion. Understanding that each project has a unique story, helps us work closely with our clients to ensure their vision and expectations are met and often develop long-lasting relationships with them. Our design process is rooted in responding thoughtfully to context, program requirements, and project constraints, resulting in spaces defined by their structure, materiality, spatial coherence, and functionality.

In addition to our individual firm strengths, Nicholas + OWA have each executed multiple projects in a design-build methodology.

Collectively, our team’s ability to work hand-in-hand seamlessly with clients is verifiable. The College will reap the benefits of our team’s internal synergy and collaborative spirit to deliver a new workforce development center that is architecturally stunning, forwardthinking, financially prudent, and timely.

We firmly believe that, together, our companies are best equipped to serve the needs of the College and we are confident that we will exceed your expectations. This response affirms our firms’ commitment to providing the services outlined within the College’s solicitation.

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Back to agenda TAB 6 | EXPERIENCE

Minooka Community High School District 111 New CTE/Vocational Center and Field House Client Location: Minooka, IL

Nicholas & Associates is serving as the Construction Manager for Minooka Community High School District 111, with active projects at their South and Central Campuses.

Client Reference: Dr. Rob Schiffbauer Superintendent rschiffbauer@mchs.net

For their South Campus, Nicholas is building a new 65,000 sf field house. The precastconstructed facility includes an indoor track featuring the first floor in the US installed with the New Mondo Track athletic surface, developed for the 2024 Paris Olympic and Paralympic Games. It also contains an indoor pole vaulting pit, four full size basketball courts, a weight training room, and locker rooms.

Dollar Amount $75M Completion Date August 2026 for both schools

The scope at their Central Campus includes the addition of a new Career and Technical Education (CTE) wing, containing facilities for culinary arts, electrical training, as well as an auto and small engine shop, a wood shop, and a welding shop.

Groundbreakings for both locations occurred in April 2025.

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Back to agenda TAB 6 | EXPERIENCE

Joliet Public Schools District 86 Two New Replacement Junior High Schools Client Location: Joliet, IL

Nicholas & Associates is serving as the Construction Manager for two replacement junior high schools in Joliet, Illinois.

Client Reference: Dr. Theresa Rouse Superintendent trouse@joliet86.org

The new Gompers Junior High School will be 137,000 sf, and the new Hufford Junior High School will be 164,000 sf. Each will have geothermal HVAC systems, with all new electrical and water supplies and are being constructed on occupied school campuses.

Dollar Amount $170M GMP for both schools combined

Both buildings will also contain FEMA rated tornado shelters, which will be used as performance spaces with a stage and music rooms, as well as science labs, libraries, art rooms, multi-purpose room, cafeterias, kitchens, gymnasiums with locker rooms, and secured main entrance vestibules.

Completion Date August 2026 for both schools

Groundbreakings for both schools occurred in September 2024.

The projects will subsequently require the demolition of the decommissioned junior high schools on the same sites.

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Back to agenda TAB 6 | EXPERIENCE

Client Location: Wheeling, IL Client Reference: Dr. Michael Connolly Superintendent michael.connolly@ccsd21.org 847.537.8270

Community Consolidated School District 21 Nicholas & Associates has served as a Construction Manager on a number of renovations throughout (Wheeling) Community Consolidated School District 21 since 2019. In total, we have worked in 12 school sites as a part of a referendum master contract.

The overall contract scope has included building additions, safety and security upgrades, boiler and HVAC system replacements, plumbing system repairs, roof and window replacements, gymnasium and multipurpose additions, science classroom and STEM laboratory additions, parking lot enhancements and repairs, as well as door/hardware enhancements.

Hear from Superintendent Dr. Michael Connolly about how the new CCSD21 Community Service and District Administrative Center exemplifies their commitment to support the whole child in this short video: https://youtu.be/49tKwMAhmrQ

The largest project through this partnership has yielded a new 40,000 sf Community Service and District Administrative Center.

The Center includes offices for district staff, a board room with support spaces, flex rooms, and a community medical clinic. Aside from serving as the district’s administrative center, the facility allows for community events and serves as a hub for mental health support services for both families and students.

For the Health of It IF YOU BUILD IT, THEY WILL COME: HOW TWO SCHOOL DISTRICTS TOOK A LEAP OF FAITH TO CREATE IN-DISTRICT HEALTH CENTERS.

The construction of in-district health centers is gaining traction in the PK-12 education sector. When two long-standing clients approached Nicholas to make their ideas a reality, the team was all-in.

School attendance is a critical component to educational success.

The research is clear— students who attend school regularly often demonstrate higher learning outcomes than those with poor attendance.

Regular school attendance enhances academic performance, spurs social development, and increases post-secondary and/or career opportunities. By understanding the importance of attendance and implementing effective strategies to support students, educators and communities can help ensure all students can be successful.

This article recounts the unique ways in which two clients sought to address their district’s health and community needs so that students could be where they need to be, which is in the classroom.

53

Learn more about our partnership with CCSD21 in our 2024 publication of ‘78.

The article titled ‘For the Health of It,’ starts on the page numbered 53. https://nicholasquality.com/78-2/

Return to Page 20.

Dollar Amount $12.7M (District Admin Center) $83M aggregate

Budget Adherence Project delivered on-budget

Completion Date January 2023 (District Admin Center) targeted and actual completion

Change Orders Within contingency 40

Back to agenda TAB 6 | EXPERIENCE

Location: Rosemont, IL Client Reference: Village of Rosemont Mayor Brad Stephens 847.825.4404 stephensb@villageofrosemont.org Architect Reference: ARCON Associates, Inc. 2050 S. Finley Road #40 Lombard, IL 60148 Mr. Joel Koster jkoster@arconassoc.com 630.495.1900

Rosemont Ice Arena The Rosemont Ice Arena is a new state-of-the-art public facility along I-90 in Rosemont, IL. The facility houses two, 200’ x 85’ regulation hockey rinks, a pro shop, a 167-space multi-story parking garage, and an onsite restaurant and bar. Just miles from O’Hare International Airport, 6 hockey clubs and one figure skating club have already entered into ice user agreements with the facility, drawing regional and national tournaments to the arena and surrounding community.

The new building also includes office space for the Chicago Wolves coaching staff, the Chicago Mission youth hockey club, and a physical therapy clinic.

The three-acre site, just north of Allstate Arena, built by Nicholas and operated by Spectate Group, is part of a sports and recreation master plan for the Village of Rosemont.

In addition, Nicholas constructed two onsite food and beverage concepts operated by Big Fish Hospitality Group, including Hatty’s Club, a dine-in restaurant and The Market

by Hatty’s, a grab-and-go fueling station for athletes and patrons.

Dollar Amount $35.5M Arena $5.9M Parking garage Completion Date August 2025 (targeted and actual) Square Footage 103,000

Budget Adherence Project delivered on-budget Change Orders Within contingency

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Back to agenda TAB 6 | EXPERIENCE

Client Location: Elk Grove Village, IL Client Reference: Mr. Tom Luedloff 847.593.4309 luedloff.tom@ccsd59.org

Community Consolidated School District 59 Nicholas & Associates has been the Construction Manager for Community Consolidated School District 59 since 2009. Throughout the partnership, we have completed additions, renovations, and parking expansion projects to multiple facilities throughout the district.

Nicholas also completed significant work for the new Administration Center and a new 60,000 sf early learning center. The early learning center provides 20 classrooms, an activity area, indoor play area, and team meeting rooms. Spaces are clustered around multiple courtyards consisting of outdoor play, nature gardens, fine art gardens, and a sensory garden.

Most recently, over the Summer of 2025 Nicholas completed heavy interior renovations at Brentwood Elementary School, including their gymnasium.

Dollar Amount $62M aggregate

Budget Adherence Project delivered on-budget

Completion Date August 2019 (Admin Center) targeted and actual completion

Change Orders Within contingency

42

Back to agenda TAB 6 | EXPERIENCE

Client Location: Niles, IL Client Reference: Ms. Tarin Kendrick Executive Director 847.965.9040 tkendrick@ntdse.org

Niles Township District for Special Education Nicholas & Associates served as a Construction Manager for an extensive three-phase addition and renovation project to Molloy Education Center for Niles Township District for Special Education 807.

Phase 1 included an 18,000 square foot addition as well as an interior reconfiguration.

This work allowed for a new gymnasium with a second floor dedicated to administrative offices and conference rooms.

Phase 2 included further additions and renovations to the facility classrooms which increase classroom square footage, and relocated special programs.

Phase 3 focused on additional interior renovations.

Dollar Amount $16M

Budget Adherence Project delivered on-budget

Completion Date August 2023 targeted and actual

Change Orders Within contingency

43

Back to agenda TAB 6 | EXPERIENCE

Client Location: Northbrook, IL Client Reference: Mr. Dale Falk Assistant Superintendent, Finance & Operations 847.498.4190 dfalk@district30.org

District Administrative Center at Maple School Northbrook/Glenview School District 30 Nicholas & Associates has been the Construction Manager for Northbrook/Glenview School District 30 since 2016. Throughout the partnership, additions, renovations, and parking expansion projects have been completed in multiple facilities throughout the district.

Following an ARCON facilitated Master Facility Plan effort with a widespread community engagement component, the community overwhelmingly supported the passing of a referendum. Subsequently, in 2019, Nicholas worked collaboratively with ARCON to complete the new 126,000 sf Maple School.

A portion of the second floor serves as the district’s administrative office and is situated so that adjacent library, stage, and reception areas also function as the district’s Board of Education meeting space, conference room, and a reception hall.

Significant site work was required to accommodate construction of the new Maple School while the existing building was still occupied, ultimately being demolished. Major underground water detention, with temporary measures utilizing an adjacent property’s stormwater detention basin during construction was one of the engineering highlights of the project.

Building Area 113,000 SF New Construction

Budget Adherence Project delivered on-budget

Dollar Amount $39.7M (Maple School) $60M aggregate

Change Orders Within contingency

Completion Date August 2019 (Maple School) targeted and actual completion

44

Back to agenda TAB TAB66 | EXPERIENCE

FLORIDA EXPERIENCE Nicholas is a leader in the education market in Illinois and Wisconsin and looks forward to bringing our expertise to Lake-Sumter State College.

Nicholas team members relocated to open a Tampa office three years ago.

While we have not yet been awarded work with the College, we have done a great deal of work in Florida.

Projects are provided on the following pages.

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Back to agenda TAB 6 | EXPERIENCE

Nicholas has been awarded a multi-year on-call contract with Hernando County. The team has already completed one fire station improvement project.

Nicholas completed an office build-out within the historic Perry Glass building in Tampa’s channelside district.

The build-out contains five offices, a reception area, a full kitchen, and a conference room.

Nicholas served as the construction manager for Jade at North Hyde Park in Tampa, FL. Located at the corner of Cass Street and Willow Avenue, Jade’s central location makes transportation to work, play, family, and friends easy. The development combines world-class, resort-style amenities with luxury apartment home finishes and floorplans. Residents enjoy an effortless commute to the upbeat downtown of Tampa, the Armature Works mixed-use event space, the boutique shopping in Ybor City, and the scenic Tampa Riverwalk. The new Green Spine urban commuter trail provides exclusive pedestrian and bike-only access to connect residents to many downtown attractions as well as the University of Tampa.

The five-story project includes 192 upscale apartment units, and 4,000 square feet of indoor/outdoor retail space on the ground floor. Additionally, there is a five-story precast parking structure which accommodates 297 parking spaces.

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Back to agenda TAB 6 | EXPERIENCE

Nicholas served as the construction manager for NÍCHE in Tampa, FL. Níche is located on a 1.84 acre site that is a short walk to Tampa’s vibrant riverwalk. Of the 251 units, 117 are fewer than 500 square feet, creating an attainable rent level for young professionals who desire to live alone in a prime location. 85 units contain robotic furniture that can convert the living room area into an office space, bedroom, or walk-in closet using one’s phone or Alexa.

The development is Texas-wrap construction with two interior courtyards. A rooftop amenity deck provides a resort-style pool and cabanas with panoramic views of the city, both an indoor fitness area and outdoor yoga terrace, gaming lounge, and coworking spaces. Additional amenities throughout the development include a pet spa, dog park, community kitchen, golf simulator, outdoor putting green, and grilling hub.

Nicholas served as the construction manager for The Whitt in Riverview, FL, which opened in Summer 2025.

The Whitt is a 211-unit multifamily apartment community.

The 12.35-acre development consists of three wood-frame buildings, each standing proudly at four stories. The unit mix is comprised of one-, two- and three-bedroom units, averaging 989 square feet of living space.

Each unit features high-end finishes and resort-style amenities including a 24-hour fitness center and yoga studio, community clubhouse with lounge and swimming pool, a 1.2-acre dog park, outdoor grilling hubs, horseshoe and cornhole courts, and a package concierge system.

Nicholas is serving as the construction manager for Wekiva Ranch in Apopka, FL. Wekiva Ranch is a 368-unit Class A apartment community situated on 21.47 acres in Apopka.

The proposed unit mix ranges from studios to threebedroom units and will feature Class A finishes. The development will incorporate a variety of community amenities, including a swimming pool, firepit lounge, outdoor dining terrace and a fully-lit jogging track.

In addition, Wekiva Ranch will include a number of commercial and retail spaces within the development.

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Back to agenda TAB 6 | EXPERIENCE

Nicholas served as the construction manager for The Residences at 801 Whiting Street in Tampa, FL, which opened in Summer 2025.

The seven-story project in downtown Tampa, developed

by Landings Real Estate Group and BendinRoad Development, includes 104 luxury, semi-furnished studio and one bedroom apartments.

Nicholas was enlisted to take over the stalled project in January, we brought permanent power and water to the building, completed the building envelope, and aligned trades to complete flooring and appliance installation.

This project also features modular Ori furniture systems.

Located one block from Amalie Arena and adjacent to Tampa’s Water Street Development, the residential amenities will include a fitness center, a gaming/lounging area, an outdoor patio and pool, and co-working spaces.

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Back to agenda TAB TAB66| | EXPERIENCE

OWA EXPERIENCE

49

Back to agenda UNIVERSITY OF SOUTH FLORIDA ON-CAMPUS STADIUM | TAMPA, FL In collaboration with the Populous architecture team, OWA is currently working on the new University of South Florida On-Campus Football Stadium, a 35,000-seat venue designed to serve students, faculty, alumni, and the broader Tampa Bay community. More than a football facility, the stadium is envisioned as a year-round destination for campus culture—supporting athletics, concerts, festivals, and a variety of student-focused programming.

OWA is responsible for the design, documentation, permitting, and construction administration of approximately 100,000 SF of the project. This includes 28 private suites, the Stadium Club, concourse concessions and restrooms, and a range of support spaces. The scope also incorporates the pre-planning and integration of a shell space for USF’s future School of Hospitality, ensuring that academic programming can be efficiently incorporated into the facility in later phases.

Size 330,000 SF total Construction Cost $350.0M Type New Construction Key Relevancies - Higher Ed. - Complex, Large Scale Project Team OWA Project Status 2027 (est.)

Back to agenda UNIVERSITY OF SOUTH FLORIDA ON-CAMPUS STADIUM | TAMPA, FL

Back to agenda TPA AIRSIDES A, C, & F REFURBISHMENT & EXPANSION | TAMPA, FL The Airside A, C, and F Renovation project at Tampa International Airport was delivered as a Design-Build effort in partnership with BECK Construction, ensuring a highly integrated process from early design through completion. The scope included refurbishing and expanding all airside restroom facilities, as well as renovating the Southwest Airlines offices displaced by the expansion. The goal was to enhance passenger comfort and experience, improve maintenance operations, and elevate the overall appearance of the facilities while seamlessly complementing the existing architectural character of each airside.

Through detailed evaluations of existing conditions and in-depth analysis of passenger flow patterns, queueing behavior, and peak flight times, the team developed an efficient and resilient layout for a complex, highly trafficked area of the airport. Close coordination with Customs and Border Protection (CBP) was critical, allowing secure operations to continue without disruption throughout construction.

Influenced by the airport’s contemporary architectural language, the design integrated hospitality-inspired materials, lighting, and visual cues to create a more welcoming, intuitive environment for passengers and staff. This project demonstrates our ability to manage complex infrastructure in an active, secure environment while delivering high-quality design that enhances both functionality and user experience.

Size 19,000 SF Construction Cost $13.0M Type Renovation Key Relevancies - Operational Complexity Project Team OWA Envision Completed 2022

Back to agenda TPA AIRSIDES A, C, & F REFURBISHMENT & EXPANSION | TAMPA, FL

Back to agenda MASONITE HEADQUARTERS | YBOR CITY, FL This project reveals the original character and history of a local historic landmark known as the Larmon Factory Warehouse in Tampa’s Ybor City neighborhood while accommodating the needs of a contemporary office and showroom. The design approach sought to preserve a balance of old and new by keeping the essence of the existing 1946 building yet expanding it to the degree that would allow for a comfortable and dynamic workspace.

The scope of the project consisted of a new 8,000 square foot addition and restoring the existing 24,000 square foot structure. For the restoration phase, architectural details were restored and built to their original specifications. The new structural elements of the addition were detailed to complement the character of the existing building to create a seamless integration between the old and the new.

Size 32,000 SF Construction Cost $7.0M Type Addition & Renovation Key Relevancies - Similar Size & Complexity - Review Board Process Project Team OWA Completed 2017

Back to agenda MASONITE HEADQUARTERS | YBOR CITY, FL

Back to agenda CGM MIXED-USE DEVELOPMENT, TAMPA FL The CGM Mixed-Use Development is a three-story, 90,000-square-foot project that combines a privately owned storage facility with 6,000 square feet of office space. Building on the same principles applied in our Terrace Storage work, the design reconsiders the conventional approach to utilitarian structures by creating a streamlined, efficient, and architecturally thoughtful solution tailored to its program, site, and local code requirements. The building employs a steel column-and-beam structural system to achieve large, flexible spans that allow for future program adaptability. Concrete tilt-up panels were selected for their construction efficiency, durability, and ability to create a clean, modern exterior expression through exposed concrete finishes. Glazing is placed strategically to meet transparency requirements while supporting the building’s operational needs. This project reflects our team’s capability to blend economical construction methods with intentional design, producing a functional, adaptable, and visually cohesive building that elevates expectations for this project type.

Temple Terrace Center Size 90,000 SF Construction Cost Final: $6.0M Type New Construction Key Relevancies Economical Construction Project Team OWA Completed 2022

Back to agenda CGM MIXED-USE DEVELOPMENT, TAMPA FL

Back to agenda TERRACE STORAGE PROTOTYPE COMPLEXES, FL This series of six buildings represents a successful prototypical program built around a flexible, repeatable tilt-up–centric kit-of-parts strategy that can be adapted to a wide range of building types, including higher-education facilities. Working closely with the client to streamline design, control costs, and support rapid delivery, our team developed a prototype system that accommodates diverse site conditions, programmatic needs, and budget constraints while maintaining consistency in quality, performance, and construction efficiency. Key components, such as structural systems, circulation patterns, program layouts, and tilt-up panel assemblies, were standardized to ensure predictable pricing and reliable construction, while still allowing variation to respond to project-specific requirements.

Although this particular program was not developed for an educational institution, it clearly demonstrates our team’s ability to create scalable, economical, and aesthetically pleasing building solutions, directly relevant to LSSC’s goals for a new facility. Our team brings extensive experience creating coherent design frameworks that elevate program performance, architectural character, and overall economy of construction. We focus on organizing academic and support spaces in ways that strengthen daily operations, improve user experience, and reinforce a clear sense of place.

At the same time, we emphasize materials, massing, and detailing that deliver a durable, high-quality aesthetic while remaining cost-responsible for institutional clients. Throughout our work, we maintain strong quality control and streamlined coordination to support efficient delivery.project.

Temple Terrace Center Size 36,000 SF Construction Cost Bid: $4.5M Final: $4.5M Type New Construction Key Relevancies Economical Construction Project Team OWA Completed 2022

Back to agenda TERRACE STORAGE PROTOTYPE COMPLEXES, FL

Land O’Lakes Center Size 99,000 SF Construction Cost Bid: $8.0M Final: TBD. Type New Construction Key Relevancies - Prototype Design Project Team OWA Completed 2026 (est.)

Telecom Park Center Size 83,300 SF Construction Cost Bid: $7.3M Final: TBD. Type New Construction Key Relevancies - Prototype Design Project Team OWA Completed 2026 (est.)

Back to agenda TERRACE STORAGE PROTOTYPE COMPLEXES, FL

Citrus Ridge Center Size 90,000 SF Construction Cost Bid: $7.8M Final: TBD. Type New Construction Key Relevancies - Prototype Design Project Team OWA Completed 2026 (est.)

Dade City Center Size 79,300 SF Construction Cost Bid: $7.0M Final: TBD. Type New Construction Key Relevancies - Prototype Design Project Team OWA Coastal Completed 2026 (est.)

Back to agenda TERRACE STORAGE PROTOTYPE COMPLEXES, FL

Gibsonton Center Size 100,000 SF Construction Cost Bid: $8.0M Final: TBD. Type New Construction Key Relevancies - Prototype Design Project Team OWA Completed 2027

Terrace Storage Temple Terrace Center Additional Images (OWA)

Back to agenda TAB 7 | REQUIRED DOCUMENTS

TAB 7

Required Documents

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Back to agenda TAB 7 | REQUIRED DOCUMENTS

Marsh McLennan Agency 20 N. Martingale Road, Suite 100 Schaumburg, IL 60173 T +1 888 429 0999

November 7, 2025 Nicholas & Associates, Inc Anthony Hansen 109 N Brush Street, Suite 100 Tampa, FL 33602 RE: Nicholas & Associates, Inc. General Bonding Capacity Letter To Whom it May Concern: Nicholas & Associates, Inc. “Nicholas” is a valued client of Marsh & McLennan Agency. Bonds for Nicholas are written through Fidelity & Deposit Company of Maryland, 1299 Zurich Way, Schaumburg IL 60196. Fidelity & Deposit Company of Maryland is rated A + (Superior). Class XV by A. M. Best & Co., licensed in all fifty states and listed in the U.S. Dept of Treasury Federal Register.

Fidelity & Deposit Company of Maryland has established a surety facility for Nicholas & Associates, Inc. with a single bond capacity of $150,000,000 and aggregate of $400,000,000. Fidelity & Deposit Company of Maryland has the utmost confidence in the management and financial position of Nicholas to support its endeavors and would give consideration to increasing the levels of surety bond support, if needed.

Any specific commitment to bond support would be predicated upon a satisfactory review of contract terms, bond forms and manner of owner financing. Nicholas & Associates, Inc. has been a client of Fidelity & Deposit Company of Maryland for more than 25 years. Nicholas has completed hundreds of projects with a focus on K-12 school and Commercial/Multi-Family buildings. They have never failed to complete a project during our 25-year relationship.

Marsh & McLennan Agency as the agent for Nicholas & Associates, Inc. is located at 20 N. Martingale Road, Schaumburg, IL 60173. Please feel free to call me at (847) 463-7251 with anything additional that you may need.

Sincerely, Fidelity & Deposit Company of Maryland

William Reidinger Attorney-in-Fact

A business of Marsh McLennan Marsh & McLennan Agency LLC

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Back to agenda TAB 2 | INTRODUCTION & REFERENCES

CERTIFICATE OF LIABILITY INSURANCE

DATE (MM/DD/YYYY)

10/23/2025

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

CONTACT Molly Moran NAME: PHONE (630) 245-4631 (A/C, No, Ext): E-MAIL Molly.Moran@bbrown.com ADDRESS:

PRODUCER

Brown & Brown Insurance Services, Inc. 263 Shuman Blvd., Suite 110 Naperville

IL 60563

INSURED

INSURER C :

109 North Brush Street, Ste. 100

NAIC #

Valley Forge Insurance Company

20508

The Continental Insurance Company

35289

Transportation Insurance Company

20494

INSURER D :

Tampa

FL 33602

COVERAGES

(630) 245-4601

INSURER(S) AFFORDING COVERAGE

INSURER A : INSURER B :

Nicholas & Associates, Inc.

FAX (A/C, No):

CERTIFICATE NUMBER:

INSURER E : INSURER F :

25-26 Nicholas (FL) GEN

REVISION NUMBER:

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR

TYPE OF INSURANCE

ADDL SUBR INSD WVD

POLICY NUMBER

POLICY EFF (MM/DD/YYYY)

POLICY EXP (MM/DD/YYYY)

COMMERCIAL GENERAL LIABILITY CLAIMS-MADE

OCCUR

A

6042819119

07/01/2025

07/01/2026

GEN'L AGGREGATE LIMIT APPLIES PER: PROPOLICY LOC JECT AUTOMOBILE LIABILITY ANY AUTO OWNED AUTOS ONLY HIRED AUTOS ONLY

$

MED EXP (Any one person)

$

PERSONAL & ADV INJURY

$

GENERAL AGGREGATE

$

PRODUCTS - COMP/OP AGG

$

$

2,000,000 1,000,000 15,000 2,000,000 4,000,000 4,000,000

$

OTHER:

A

LIMITS EACH OCCURRENCE DAMAGE TO RENTED PREMISES (Ea occurrence)

SCHEDULED AUTOS NON-OWNED AUTOS ONLY

6042818486

07/01/2025

07/01/2026

COMBINED SINGLE LIMIT (Ea accident)

$

BODILY INJURY (Per person)

$

BODILY INJURY (Per accident)

$

PROPERTY DAMAGE (Per accident)

$

1,000,000

$

B

C

UMBRELLA LIAB

OCCUR

EXCESS LIAB

CLAIMS-MADE

DED RETENTION $ 10,000 WORKERS COMPENSATION AND EMPLOYERS' LIABILITY Y/N ANY PROPRIETOR/PARTNER/EXECUTIVE N OFFICER/MEMBER EXCLUDED? (Mandatory in NH) If yes, describe under DESCRIPTION OF OPERATIONS below

CUE6042853044

07/01/2025

07/01/2026

EACH OCCURRENCE

$

AGGREGATE

$

PER STATUTE N/A

WC642819010

07/01/2025

07/01/2026

OTHER

10,000,000 10,000,000

$

E.L. EACH ACCIDENT

$

E.L. DISEASE - EA EMPLOYEE

$

E.L. DISEASE - POLICY LIMIT

$

1,000,000 1,000,000 1,000,000

DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

CERTIFICATE HOLDER

For Bidding Purposes ONLY

CANCELLATION SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE

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Hernando County Board of County Commissioners, Attention: Human Resources/Risk Department, 15470 Flight Path Drive, Brooksville, Florida 34604

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FLORIDA DEVELOPMENT SOLUTIONS - SCORPIO SPIEZLE PROPOSAL

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December 23, 2025

Lake-Sumter State College New Workforce Development Center P3

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Florida Development Solutions, LLC Unsolicited Public-Private Partnership Proposal Lake-Sumter State College – Workforce Development Center December 23, 2025 Members of the Board of Trustees Lake-Sumter State College Leesburg, Florida

Members of the Board: Florida Development Solutions, LLC (“FDS”) respectfully submits this unsolicited Public-Private Partnership (“P3”) proposal for the Lake-Sumter State College Workforce Development Center pursuant to Section 255.065, Florida Statutes.

The Workforce Development Center represents a cornerstone investment in the College’s mission to prepare students for emerging careers, strengthen regional workforce pipelines, and serve as a visible anchor for community engagement on the Leesburg Campus. The demand for modern, flexible instructional space is immediate, while traditional capital funding for highereducation facilities is often phased, timing-dependent, and subject to external appropriation cycles. Florida’s P3 statute exists precisely to allow public institutions to advance priority projects under these conditions while preserving public ownership, fiscal stewardship, and institutional control.

This proposal has been intentionally structured to align with the statutory framework governing public-private partnerships and to address the full lifecycle of the project — including development, design, construction, financing, and long-term performance — rather than solely the delivery of design or construction services. By doing so, the College is afforded a comprehensive, accountable solution that transfers delivery, schedule, and financial risk to the private sector while maintaining full public oversight and operational control.

Importantly, the proposed P3 framework is designed to complement, not replace, the College’s customary funding practices.

The structure allows the project to move forward now while preserving flexibility to incorporate future state appropriations, grants, or philanthropic contributions, including Foundation participation. Clear mechanisms are included to reduce annual payments, shorten the term, or allow early buy-out should additional funding become available.

FDS has assembled with D.E. Scorpio Corporation and Spiezle Architectural Group, Inc as an integrated team with demonstrated experience delivering higher-education and workforce facilities through collaborative delivery models. By aligning development leadership, design excellence, construction execution, and financing within a single P3 structure, the College benefits from transparency, cost certainty, and a single point of accountability from project inception through completion.

This submission is offered in good faith to assist Lake-Sumter State College in evaluating a statute-compliant, value-driven approach that accelerates delivery of the Workforce Development Center, safeguards public interests, and maximizes longterm benefit to students, employers, and the surrounding community.

We appreciate the opportunity to submit this proposal and welcome continued dialogue with the Board and College leadership.

Respectfully submitted,

Tom Iarossi – President / Executive Director Florida Development Solutions, LLC

Erik Anderson – Principal-In-Charge D.E. Scorpio Corporation

John F. Wright, AIA, LEED AP, BD+C Principal - Higher Education Spiezle Architectural Group, Inc 1

Back to agenda CONTENTS

Table of Contents Tab 1

P3 Project Team

Tab 2

P3 Project Experience

Tab 3

Relevant Project Experience

Tab 4

Project Approach

Tab 5

Schedule Summary

Tab 6

Design & Cost Summary

Tab 7

Financing

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Team Overview A DEVELOPER-LED PUBLIC-PRIVATE PARTNERSHIP FOR WORKFORCE TRANSFORMATION Florida Development Solutions, LLC (“FDS”) proposes to deliver the Lake-Sumter State College Workforce Development Center through a developer-led Public-Private Partnership (P3) structured to unify planning, design, construction, and financing under a single, accountable delivery framework. This approach is intentionally designed to go beyond traditional CMAR or professional design engagements by aligning responsibility, risk, and outcomes under one integrated team all while preserving the College’s full ownership, control, and academic mission.

At its core, this P3 delivery model recognizes that the Workforce Development Center is not merely a building, but a strategic institutional investment intended to support emerging academic programs, regional economic development, and long-term workforce alignment across Lake and Sumter Counties. FDS’s role as developer is to ensure that this vision is translated into a facility that is programmatically correct, financially sound, and delivered without disruption to the College’s operations or capital planning priorities.

Rather than fragmenting responsibility across separate design, construction, and funding procurements, FDS assumes responsibility for integrating and managing the entire delivery process, bringing Spiezle and D.E. Scorpio together as a unified design-build team operating beneath the developer layer. This structure provides Lake-Sumter State College with a single point of accountability, accelerated delivery, and meaningful transfer of cost and schedule risk away from the College.

RESPECTING THE COLLEGE’S VISION WHILE ADVANCING DELIVERY CERTAINTY

academic objectives and maintaining the immersive, collaborative design process that has proven effective in comparable higher-education workforce and technology facilities. D.E. Scorpio serves as the construction delivery partner, bringing deep experience in higher-education construction, logistical coordination on active campuses, and disciplined cost and schedule management.

FDS’s role is to orchestrate this collaboration, ensuring that design decisions, cost modeling, construction sequencing, and financing structures are continuously aligned and not evaluated in isolation. This integration allows critical decisions to be made earlier, conflicts to be resolved before they become change orders, and schedules to be compressed without compromising quality.

A PARTNERSHIP BUILT FOR LONG-TERM VALUE

FDS has carefully reviewed the College’s prior RFQ for architectural and engineering services and the underlying programmatic intent articulated therein. We recognize the thoughtful planning already undertaken by the College, including the vision for a prominent, multi-story, technologyforward facility that serves as a hub for workforce training, applied learning, community engagement, and employer partnerships. The proposed P3 framework is not intended to replace or diminish that vision but rather to protect it through disciplined execution and financial certainty.

This developer-led P3 approach is intentionally designed to be collaborative, transparent, and non-disruptive, respecting Lake-Sumter State College’s culture, governance, and academic mission while delivering a complex workforce facility with greater certainty and speed. By unifying Spiezle’s academic design expertise, Scorpio’s construction leadership, and FDS’s development and financing oversight, the College gains a partner committed not only to delivering a building but to supporting the institution’s long-term role as a workforce and economic catalyst for the region.

Under this model, Spiezle remains the architectural and programming lead, ensuring continuity with the College’s

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Tab 1

P3 Project Team Lake-Sumter State College Workforce Development Center P3

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Company Bios

FLORIDA DEVELOPMENT SOLUTIONS, LLC Florida Development Solutions, LLC is a premier development firm specializing in public-private partnerships (P3) development, consulting, and construction opportunities. Our mission is to provide innovative and alternative delivery solutions tailored to meet the diverse needs of our clients across the state of Florida. In doing so, we deliver exceptional value by implementing our knowledge and expertise to bridge the gap between the public and private sectors, ensuring successful project outcomes for our clientele.

D.E. SCORPIO CORPORATION (DBA SCORPIO) Scorpio is a devoted team of seasoned construction professionals who build to enliven communities and beautify cities. Through decades of experience, our team members have built a strong reputation for leadership across all aspects of the construction process. Our handson practice has equipped us with the judgment and insight needed to approach complex challenges with ingenuity and confidence. With more than 100 team members and five offices across Florida, Scorpio has successfully delivered impactful projects for many of the state’s leading higher education institutions.

SPIEZLE ARCHITECTURAL GROUP Spiezle is a 100 percent employee-owned design firm bringing decades of experience to the delivery of thoughtful, integrated design solutions.

For more than 70 years, our multidisciplinary teams have collaborated to create educational environments that are functional, inspiring, and built to endure. We have earned a national reputation for delivering awardwinning higher education projects that align academic vision with realworld application. In Florida and beyond, Spiezle’s approach emphasizes student-centered design, campus wellness, and long-term institutional success, resulting in spaces that support learning, personal growth, and meaningful community impact.

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Company Bios Continued

HANSON PROFESSIONAL SERVICES Hanson Professional Services, Inc. is a national, employee-owned consulting firm providing engineering, planning, and related services.

Founded in 1954, Hanson employs approximately 570 professionals across offices nationwide and has extensive experience supporting educational institutions and state and municipal governments. Hanson’s planning approach aligns long-term site development with a client’s strategic vision while accommodating future growth. Hanson and LakeSumter State College have partnered since 2021 on multiple projects, including COVID and equipment condition assessments, HVAC and chiller replacements at the South Lake Campus, and recent and ongoing renovations and upgrades at the Leesburg and South Lake campuses.

CATALYST DESIGN GROUP Catalyst Design Group is an interdisciplinary firm specializing in landscape architecture, urban design, civil engineering, and planning.

The firm’s integrated approach delivers creative, context-sensitive solutions to complex development challenges. Through its Orlando office, Catalyst provides planning and design services throughout Florida and has extensive experience in higher education master planning.

Catalyst previously served as landscape architect and provided master planning support for the Lake-Sumter State College South Lake Campus Building 2 Master Plan. This experience provides the team with a strong understanding of the site infrastructure, local community, and regional trends.

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P3 Project Organizational Chart

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PRESIDENT / EXECUTIVE DIRECTOR

Tom Iarossi Tom brings decades of construction experience, from managing residential crews to leading commercial divisions for national firms. With a Masters in Building Construction, he now applies a collaborative, operations-informed approach to development. Focused on transparency and accountability, Tom bridges public- and private-sector strengths to deliver streamlined, goaldriven projects solutions.

QUALIFICATIONS

RELEVANT EXPERIENCE

• • • • •

• • • • • • • •

MS in Building Construction BS in Business Marketing FL Certified General Contractor OSHA 30 Hour CPR & First Aid

YEARS OF EXPERIENCE 30 Years

Sumter County Schools P3 Educational Support Center Polk County Schools P3 New Poinciana High School Lee County Schools P3 Cafferata K8 City of Cape Coral P3 Jaycee Park Renovation University of South Florida Research Park Multi Tenant Office Building University of South Florida Research Park Interdisciplinary Research Building University of South Florida Visual and Performing Arts Facility St. Leo University Student Community Center

MANAGING DIRECTOR

John O’Grady With over 30 years of servant leader, government experience in multi-disciplinary management positions, John has transitioned from the public to private sector and is at the forefront of many governments Public Private Partnership (P3s) delivery projects. In addition to serving as Project Lead, John works with government entities as a subject matter expert for P3s. His experience in both public and private sectors as well as his passion for P3 relationships and skills in active listening make him an asset to the Lake-Sumter State College Workforce Development P3 project team.

QUALIFICATIONS

RELEVANT EXPERIENCE

• • • •

• • • • • • •

BS in Criminology CPTED Public Safety Accreditation Lake Leadership 2017

YEARS OF EXPERIENCE 33 Years

Sumter County Transportation & Fleet Maintenance Facility Orlando Police Department Firearm Training Facility City of Mount Dora Fire Stations (3) Orange City Police Headquarters Clay County Fire Stations No. 1 and No. 22 Clay County Public Safety Complex City of Ocoee Law Enforcement Training Center

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PRINCIPAL-IN-CHARGE

Erik Anderson Erik’s two decades of industry experience across a variety of roles give him a broad perspective to lead teams and processes with excellence. A true team player, he excels at problem-solving, collaboration, and making sound decisions quickly. Focused on clear communication and team alignment throughout every phase, Erik ensures projects are executed efficiently, on budget, and aligned with Lake-Sumter State College’s vision and standards.

QUALIFICATIONS

RELEVANT EXPERIENCE

• • • • •

• • • •

MS in Building Construction BS in Building Construction FL Certified General Contractor LEED Accredited Professional BD+C SFC Tech Advisory Board

• • •

YEARS OF EXPERIENCE 23 Years

City of Tavares Public Works Operations Center UF Student Health Care Center Lake County Schools Lincoln Park Educational Center Sumter County Schools South Sumter Middle School & Lake Panasoffkee Elementary School Additions Santa Fe College Academy of Science & Tech Renovation Santa Fe College Construction & Technical Programs Building O Santa Fe College Building W Nursing Renovations

PROJECT DEVELOPMENT TEAM LEADER

Johnathan Wilkes Johnathan has been a fixture of the Central Florida community and commercial construction industry for over 15 years. He has served his community on boards such as the Galileo School for Gifted Learning and Brevard Schools Foundation, as well as Seminole County Public Schools Dividend.

He is responsible for overseeing all projects from inception to post-occupancy.

QUALIFICATIONS

RELEVANT EXPERIENCE

• • • • •

•

BS in Building Construction LEED Accredited Professional BD+C ADEPT Leadership Training ABC EIC Award 2013 Triple Green Project Award Recipient

YEARS OF EXPERIENCE 19 Years

• • • • • • • • •

Sumter County Schools South Sumter Middle School & Lake Panasoffkee Elementary School Additions EFSC Titusville Campus Building 4 Renovations SDOC Health & Wellness Center OCPS Mid Florida Tech Building 1600 Renovations Lake Tech Lincoln Park Gym Lake Tech Institute of Public Safety BPS Palm Bay High School Fire Rescue Lab BPS Science Lab Renovations Sumter Schools Sumter HS CTE Lab BPS Cocoa HS CTE Programs

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PRINCIPAL-IN-CHARGE, PROJECT LEAD

John F. Wright John has over 25 years of experience and serves as Principal of Higher Education for Spiezle with specific focus on master and sustainable planning. His diverse experience includes projects of all scopes and scale, and he has significant sustainable building design experience. He is dedicated to his clients and their goals, and consistently exceeds expectations.

QUALIFICATIONS

RELEVANT EXPERIENCE

• • • •

• • • • • • • • •

Bachelor of Architecture Registered in FL, NJ, PA, IL American Institute of Architects LEED Accredited Professional BD+C

YEARS WITH FIRM 21 Years

Lake-Sumter State College Nursing Sim Lab Lake-Sumter State College Student Services Bldg Remodel Floors 1 & 2 Lake-Sumter State College SSB Toilet Room Renovation Lake-Sumter State College Facilities Building CA Services Daytona State College Campus Master Plan Daytona State College Welding Lab Daytona State College Tactical Training Center Indian River State College Science Building Evaluation Indian River State College Building N 3rd Floor Science Renovation

PROJECT MANAGER

James Housten, III James is a registered architect with more than two decades of architectural experience in design, project document production, project coordination, project management and construction administration. He has a strong background in science & technology and higher education projects.

His technical expertise, enthusiasm for each design challenge and wealth of knowledge in all aspects of a project make him an asset to the Spiezle team.

QUALIFICATIONS

RELEVANT EXPERIENCE

• • • • •

• • • • • • • • •

Bachelor of Architecture Registered in PA American Institute of Architects LEED Green Associate National Council of Architectural Registration Board

YEARS WITH FIRM 9 Years

Lake-Sumter State College Nursing Sim Lab Lake-Sumter State College Student Services Bldg Remodel Floors 1 & 2 Lake-Sumter State College Facilities Building CA Services Rowan University (NJ) Clinical Education & Assessment Center Expansion Rowan University (NJ) School of Osteopathic Medicine Renovations Phase 3 Neumann University (PA) Health Science Center Additions & Renovations Camden County College (NJ) Clinical Laboratory Renovations Camden County College (NJ) Science Laboratory Renovations Delaware State University (DE) Dormitory & Library Renovations

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W Tab POINCIANA HIGH SCHOOL 2 P3 Project Experience

eted: Est. 5/2028

ner: Polk County Public Schools Lake-Sumter State College Workforce Development Center P3

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NERAL QUALIFICATIONS - P3 PROJECT EXPERIENCE

2. P3 PROJECT EXPERIENCE

GENERAL QUALIFICATIONS - P3 PROJECT EXPERIENCE

P3 Sumter County Schools Educational Support Center* 3 SUMTER COUNTY SCHOOLS EDUCATIONAL SUPPORT CENTE Location Sumterville, FL

Project Scope P3 mterville,New FL Construction

Owner Contact Sumter County Schools

r Completed: Est. 12/2025 Construction Cost

ject Owner: $20M Sumter County Schools, FL

t: $20 M Completion Date Est. 12/2025

scription:

This project consists of a new Educational Support Center to include a Vehicle Maintenance Area, Facility Storage, Metal & Wood Fabrication Shops, and P3Administrative SUMTER COUNTY EDUCATIONAL SUPPORT Offices. TheSCHOOLS scope also includes adding a fueling station, busCENTER wash, Sumterville, FL parking areas, and all site improvements aspects over a 15-acre greenfield covered site including stormwater conveyance systems, force main, lift station, and 233 new surface parking spaces.

Year Completed: Est. 12/2025 Project Owner: Sumter County Schools, FL Cost: $20 M

Description:

This project consists of a new Educational Support Center to include a Vehicle Maintenance Area, Facility Storage, Metal & Wood Fabrication Shops, and Administrative Offices. The scope also includes adding a fueling station, bus wash, covered parking areas, and all site improvements aspects over a 15-acre greenfield site including stormwater conveyance systems, force main, lift station, and 233 new surface parking spaces.

project consists of a new Educational Support Center to include a Vehicle Maintenance Area, Facility Storage, Met od Fabrication Shops, and Administrative*This Offices.

The scope also includes adding a fueling station, bus wash, cove is theIarossi individual of Tom Iarossi *Tom &experience John O’Grady Experience king areas, and all site improvements aspects over a 15-acre greenfield site including stormwater conveyance syste e main, lift station, and 233 new surface parking spaces.

is is the individual experience of Tom Iarossi

City of North Port P3 for Police Department Headquarters, Wastewater Facility Expansion & Renovation, Solid Waste Transfer Station | Page 21

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GENERAL QUALIFICATIONS - P3 PROJECT EXPERIENCE

GENERAL QUALIFICATIONS - P3 PROJECT EXPERIENCE GENERAL QUALIFICATIONS - P3 PROJECT EXPERIENCE

P3 New Poinciana P3 NEW POINCIANA HIGH SCHOOL Poinciana, FL Location

High School*

Poinciana, FL Project Scope P3 New Construction

This exciting three-story build-up project includes innovative technology and spaces with integrated security features to create a truly 21st century P3P3lab NEW POINCIANA HIGH SCHOOL NEW POINCIANA HIGH SCHOOL high school facility. This school design includes classrooms, labs, maker spaces, Owner Contact Project Owner: Polk County Public Schools Poinciana, FL collaborative learning spaces, a gymnasium, a cafeteria, a new baseball stadium, Polk County Public Schools Poinciana, FL Cost: $187M new administration spaces, music and art suites, bus loop, parent traffic loop, and Year Completed: Est. Year Completed: Est.5/2028 5/2028 central energy plant.

Size 200,000 GSF Size: Project Owner: Schools Project Owner:Polk PolkCounty CountyPublic Public Schools 200,000 sf

Year Completed: Est. 5/2028

Cost: $187M Cost: $187M Description: Construction Cost Size: 200,000 GSF Size: 200,000 GSF This exciting three-story tilt-up project includes innovative technology and lab spaces with integrated security features to $187M Description: Description: create a truly 21st century high school facility. This school design includes classrooms, labs, maker spaces, collaborative This excitingthree-story three-storytilt-up tilt-up project project includes andand lab lab spaces withwith integrated security features to This exciting includesinnovative innovativetechnology technology spaces integrated security features learning spaces, a gymnasium, a cafeteria, new baseball stadium, administration spaces, music and art suites, bus loop,to create a truly 21stcentury century high school schoolnew facility. includes classrooms, labs, maker spaces, collaborative create a truly 21st high facility.This Thisschool schooldesign design includes classrooms, labs, maker spaces, collaborative Completion Date learning spaces, a gymnasium, a cafeteria, new baseball stadium, new administration spaces, music and art suites, bus loop, parent traffic loop, and a central energy plant. learning spaces, a gymnasium, a cafeteria, new baseball stadium, new administration spaces, music and art suites, bus loop, Est. 5/2028 parent traffic loop, and a central energy plant.

parent traffic loop, and a central energy plant.

*Tom Iarossi & John O’Grady Experience *This is the individual experience of Tom Iarossi. *This is the individual experience of Tom Iarossi. *This is the individual experience of Tom Iarossi.

City of North Port P3 for Police Department Headquarters, Wastewater Facility Expansion & Renovation, Solid Waste Transfer Station | Page 20

City of North Port P3 for Police Department Headquarters, Wastewater Facility Expansion & Renovation, Solid Waste Transfer Station | Page 20

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ERAL QUALIFICATIONS - P3 PROJECT EXPERIENCE

2. P3 PROJECT EXPERIENCE

OF CAPE CORAL JAYCEE PARK

P3 City of Cape Coral City of Cape Coral, FL Jaycee Park* CITY OF CAPE CORAL JAYCEE PARK Location Est. 7/2026

Cape Coral, FL

Project Scope P3 Renovations

The planned renovations include waterfront enhancements; playground revitalization; new picnic and gathering areas; more family-friendly amenities including a 5,000 SF splash pad, beach volleyball courts, corn hole lanes and ping Owner Contact pong tables; pathway improvements; landscaping and green space; and parking City of Cape Coral and accessibility upgrades. The parking area has been redesigned to improve ovationsConstruction include waterfront enhancements; playground revitalization; picnic and gathering more traffic flow, safety and convenience fornew visitors.

ADA-compliant featuresareas; have also Cost ompleted: Est. 7/2026 been incorporated to ensure greatercorn accessibility for individuals with disabilities. menities$20M including a 5,000 SF splash pad, beach volleyball courts, hole lanes and ping pong tables; The two playgrounds will be fully upgraded with modern, safe equipment. t Owner: City of Cape Coral, FL space; and parking and accessibility upgrades. The parking areaThe ements; landscaping and green has been main playground will feature 5,000 SF of interactive play areas, with 40 inclusive Completion Date prove traffic flow, safety and convenienceelements for visitors.

ADA-compliant features also been incorporated for accessibility.

Shade sails will provide have full coverage, ensuring a safe, Est. 7/2026 $20M comfortable environment for all children.

These renovations will transform Jaycee accessibility for individuals with disabilities.

Park into a more modern, functional, and enjoyable destination, offering improved 2 acres spaces for recreation, relaxation, and community gatherings. unds will be fully upgraded with

oral, FL

ption: ipment. The main playground will *Tom Iarossi & John O’Grady Experience anned renovations waterfront enhancements; playground revitalization; new picnic and gathering areas of interactive play include areas, with 40 -friendly amenitiesShade including 5,000 SF splash pad, beach volleyball courts, corn hole lanes and ping pong t ts for accessibility. sails awill ay improvements; landscaping and green space; and parking and accessibility upgrades. The parking area has age, ensuring a safe, comfortable gned to improve traffic flow, safety and convenience for visitors. ADA-compliant features have also been incorpo all children. ure greater accessibility for individuals with disabilities. ns will transform Jaycee Park wo playgrounds be enjoyable fully upgraded with dern, functional,willand rn, safe equipment. main playground will ffering improved The spaces for e 5,000 SFcommunity of interactive play areas, with 40 ation, and gatherings. ve elements Shade sails will ed amenitiesfor willaccessibility. make it an even e full coverage, ensuring safe, comfortable sport for both locals anda visitors 14 nment for all children. Lake-Sumter State College Workforce Development Center P3

renovations transform dual experiencewill of Tom Iarossi Jaycee Park

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Tab 3

Other Relevant Project Experience Lake-Sumter State College Workforce Development Center P3

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Santa Fe College Automotive Technology Training Center

Location Gainesville, FL Project Scope New Construction Owner Contact Santa Fe College Facilities James Purcell 352.395.5521 Architect Spiezle Architecture Steve Siegel 609.649.9449 Size 17,200 sf

Located at Santa Fe College’s Blount Center campus in downtown Gainesville, Florida, this project consists of new construction on an approximately 17,200 sf masonry steel building and upgrades to the adjacent parking lot.

The program consists of classroom and vehicle bays applying the latest technology in the automotive repair industry and includes vehicle lifts, dynometer, tire alignment, tool and equipment storage, spare part, and storage spaces necessary to support the career and technical education.

The Center and the programs it will hold will prepare students for entry-level positions in the industry with classroom instruction, hands-on training on the latest model vehicles, and cooperative work experience with local repair facilities while receiving college credit as well as pay.

Construction Cost $10.2M Completion Date In Progress March 2027

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Lake Panasoffkee Elementary & S. Sumter Middle Classroom Bldgs

Location Lake Panasoffkee, FL Webster, FL Project Scope New Construction Owner Contact Sumter County School District Jon Parks 352.571.0040 Architect Spiezle Steve Siegel 609.649.9449 Size 20,832 sf

In partnership with Spiezle Architects, Scorpio delivered new classroom buildings at Lake Panasoffkee Elementary School and South Sumter Middle School. Each project included construction of a 10,400-square-foot, single-story, seven-classroom building designed to support modern learning environments. The buildings feature CMU construction with stucco exteriors, metal trusses, shingle roofs, and continuous perimeter overhangs.

Interior spaces include standard classrooms and specialized medical and agricultural classrooms at South Sumter Middle School. All classrooms are equipped with cabinets, LVT flooring, marker and tack boards, painted masonry walls, and privacy window film, with sinks provided in all but the medical classrooms.

Both buildings include central support spaces, packaged direct expansion heat pump HVAC systems, and full fire protection, alarm, and intercom systems, with additional site and circulation improvements completed at South Sumter Middle.

Construction Cost $12.7M Completion Date August 2025

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University of Florida Student Health Care Center

Location Gainesville, FL Project Scope New Construction Owner Contact University of Florida PD&C Keith Humphreys, Project Manager 352.273.4028 Size 46,000 sf Construction Cost $22M Completion Date April 2023

The UF Student Health Care Center is an outpatient health clinic located in a highly congested and trafficked area of the main campus on Stadium Road. This facility houses all current functions of the old Student Health Care Center (infirmary), including primary medical and psychiatric care, pharmacy, women’s clinic, and various other ancillary services.

The center consists of Sports Medicine and Acute Care, Physical Therapy, Lab, X-Ray, Pharmacy, ENV Services, as well as Primary Care, Women’s Health, Psychiatry, immunizations, nutrition counseling, administration, research, marketing and conference rooms. Collaborative design creativity between the user groups, UF, design team and the construction team was a critical factor in completing this project, considering the need to pause design in an effort to include an infectious control unit that can be isolated from the rest of the building. This project was awarded WELL Platinum for sustainability.

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City of Tavares & Lake Tech Public Works Operations Center

Location Tavares, FL Project Scope New Construction Owner Contact City of Tavares James Dillon Public Works Director 352.742.6209 Size 48,000 sf Construction Cost $19M

The City of Tavares constructed a regional workforce training and innovation center in partnership with Lake Technical College in what is considered one of the most innovative projects combining government and education resources that have ever been created. The Public Works Operations Center accommodates the complete operations of the Public Works division and serves as the new training location of Lake Tech’s Diesel Systems Technology programs.

The project included the following, which was built on city-owned land: An 8,532-square-foot public works facility for the City. The combined 28,980-square foot building includes a 9,350-square-foot vehicle fleet storage space a 12,670-square-foot space for Lake Technical College’s diesel mechanic program, and 6,960-square-feet for the college’s automotive program. Additionally, this complex included a 10,540-square-foot operations building.

Completion Date May 2024

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Location Gainesville, FL Project Scope Renovation & Expansion Owner Contact University of Florida PD&C Cydney McGlothin University Architect 352.273.4028 Size 26,280 sf Construction Cost $7.7M Completion Date July 2018

University of Florida Career Connections Center The University of Florida’s Career Connections Center is a centralized, comprehensive unit that provides a wide range of services to students and alumni seeking employment, serving as a bridge between the academic experience and the professional world. This expansion and renovation project included a new library, conference and seminar spaces, interview rooms, lounge areas, and offices for staff and student assistants. Outdated building systems and utilities were fully upgraded, and advanced technologies were introduced to support the library and video conferencing. New spaces feature collaboration areas alongside acoustically controlled rooms designed for private conversations and interviews. The project transformed an outdated facility into a modern environment equipped with the technologies today’s students need, creating a comfortable, professional, and inviting atmosphere. The scope also included site improvements, underground utilities, full building commissioning, all new furnishings and equipment, and a comprehensive graphics package that further enlivens the space.

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Relevant Project List Higher Education University of Florida Student Health Care Center Daytona State College University of Florida UAA Katie Seashole Softball Stadium Eastern Florida State College University of Florida Historic Normal Hall Restoration Florida A&M University University of Florida Honors Village Shell Buildout Florida State University University of Florida Whitney Marine Lab Research Village University of Florida Basic Science Building Cancer Research Teaching Lab Lake Technical College River Oak Technical State College University of Florida Basic Science Building Ground and First Floor Saint Johns River State College Santa Fe College Academy of Science & Technology Santa Fe College Santa Fe College International Student Center University of Central Florida Santa Fe College Police Station University of Florida Chi Institute for Veterinary Medicine Expansion University of North Florida School Board of Alachua County Westwood Middle School Redesign and Redevelopment K-12 Daytona State College Palm Coast Amphitheater Brevard Public Schools Daytona State College Multipurpose Field Broward County Public Schools Lake Technical College Lincoln Park Citrus County Schools Riveroak Technical College Nursing Expansion City of Daytona Beach Clay County Economic Development Center City of Edgewater St Johns River State College Multiple Campus Site Improvements

Relevant Project List

Florida Client List

Lake-Sumter State College Architectural Continuing Services Lake-Sumter State College South Lake Nursing Sim Labs Lake-Sumter State College Student Services Building Floor 2 Remodel Lake-Sumter State College Student Services Building Floor 1 Remodel Lake-Sumter State College Facilities Building Support Services Indian River State College STEM Building Indian River State College Building N Remodel Brookdale Wall Academic Building/New Student Success Center Atlantic Cape Community College Student Success Building Atlantic Cape Community College Innovation Center Mercer County Community College University Center NJCU Science Building Neumann New Health Sciences Center / RAB Renovations Rider University Sweigart Hall Rider University Lynch Adler Hall Widener University Freedom Hall

Higher Education Lake-Sumter State College Daytona State College Indian River State College Palm Beach State College

City of Port Orange Clay County District Schools Lake County Schools Marion County Public Schools Orange County Public Schools School Board of Alachua County School District of Osceola County Seminole County Public Schools St. John’s County School District Sumter County Schools Suwanee County School District Volusia County Schools

K-12 Lake County School District Sumter County School District Brevard Public Schools Calvary Christian Academy Citrus County School Board First United Methodist Church Indian River Charter High School Okeechobee County School District Pinellas County Schools School District of Indian River County School District of Osceola County School District of St. Lucie County

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Relevant Project List Higher Education University of South Florida - Research Park Multi Tenant Office Bldg (BioMedical Research MTOB) University of South Florida - Research Park Interdisciplinary Research Bldg (IDRB) University of South Florida Health - South Pavilion University of South Florida Interdisciplinary Science Facility University of South Florida Sun Dome Arena and Convocation Center University of South Florida Visual and Performing Arts Facility St Leo University - Student Community Center St Leo University - Administration Building St Leo University - Clock Tower Western Michigan University - Flight Training School (Punta Gorda Airport - PGU)

K-12 Polk County Schools Sumter County Schools Governmental Charlotte County City of Cape Coral City of Mount Dora City of North Port City of Orlando City of Punta Gorda City of Tampa Clay County Hillsborough County Sumter County Town of Longboat Key

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Project Approach Lake-Sumter State College Workforce Development Center P3

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Back to agenda 4. PROJECT APPROACH

P3 Project Approach Decades of experience have refined our team’s approach to delivering complex educational facilities with confidence and consistency. For the Lake-Sumter State College New Workforce Development Center, the project will be delivered through a public-private partnership (P3) model, bringing together a fully integrated team aligned around shared goals, accountability, and outcomes.

This P3 approach eliminates traditional silos between planning, design, construction, and delivery. Instead, our team works collaboratively from the outset, jointly managing scope, budget, schedule, and quality. This unified method reduces risk, improves decision-making, and ensures that program intent, constructability, and cost control remain aligned throughout the project lifecycle.

Working closely with Lake-Sumter State College, our team will provide a proven, transparent process that maximizes value while protecting program requirements, budget, and schedule.

INTEGRATED P3 TEAM APPROACH The foundation of our approach is early and continuous collaboration. The public and private partners jointly lead the planning and execution of the project, ensuring that design decisions are informed by real-time delivery input and that construction planning reflects the evolving program and design.

Key principles of our integrated approach include: • Early validation of scope, systems, and phasing strategies • Continuous cost estimating and schedule modeling during design • Joint constructability, logistics, and risk reviews • Open communication with all stakeholders This collaboration allows the team to proactively address challenges, identify opportunities, and make informed decisions before issues impact the project in the field.

PRECONSTRUCTION & DESIGN DEVELOPMENT As design development advances for the New Workforce Development Center, our team will lead a parallel preconstruction effort focused on accuracy, feasibility, and risk mitigation. Preconstruction is not treated as a handoff phase, but as a fully integrated extension of the design process within the P3 framework.

During this phase, our team will work together to: • Validate building systems, structural concepts, and site infrastructure • Perform constructability and phasing reviews • Develop and refine milestone cost estimates and schedules • Engage key trade partners to assess availability, market conditions, and long-lead items • Conduct value analysis and life-cycle evaluations where appropriate This coordinated effort ensures that design decisions support budget targets and schedule requirements, allowing the project to advance with confidence and predictability.

DESIGNING TO BUDGET Designing to budget is a shared responsibility across the P3 team. Cost estimating and analysis are fully integrated into the design process, with budgets continuously monitored and updated as design progresses.

Major building systems and components are tracked against established benchmarks, allowing the team to identify potential impacts early and collaboratively evaluate alternatives. When adjustments are required, the team presents clear options to the College, outlining cost, schedule, and performance implications so informed decisions can be made.

This disciplined, transparent approach ensures that budget alignment is maintained without compromising functionality, durability, or long-term value.

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control reviews are conducted across all disciplines to identify conflicts, omissions, or ambiguities prior to permitting and procurement.

Team responsibilities during this phase include: • Performing detailed document and constructability reviews • Coordinating logistics and phasing strategies • Identifying procurement risks and long-lead materials • Preparing early work or phased construction packages as appropriate

6S PROCESS We have developed a specialized approach to project delivery called the 6S Process. The 6S Process assigns everyone on our team to one of six primary categories (Site, Structure, Systems, Skin, Surfaces, and Specialties) with a designated Captain for each. Each Captain leads a team comprised of Division Experts who routinely engage with the various subcontractors and suppliers in a specific trade to strengthen communication, understand market conditions, and further relationships. This has proved critical in our cost estimating process, generating only the most accurate and trustworthy numbers.

Permitting efforts are coordinated jointly to maintain momentum and reduce review durations.

CONSTRUCTION EXECUTION & ADMINISTRATION

CONSTRUCTION DOCUMENTS & PERMITTING

During construction, the private partner provides centralized leadership for day-to-day operations while maintaining close coordination with the broader team to protect program intent and quality standards. Regular communication, structured meetings, and transparent reporting ensure that all stakeholders remain aligned.

As the project advances into Construction Documents, the team continues to work in unison to ensure the documents are complete, coordinated, and buildable. Detailed quality

Ongoing collaboration during construction allows issues to be addressed quickly and decisively, minimizing disruption and maintaining progress.

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QUALITY, SCHEDULE, & COST CONTROL Quality control begins during preconstruction and continues through closeout. The team establishes clear quality expectations, performance benchmarks, and coordinated review procedures early in the process to ensure that workmanship, materials, and building systems meet or exceed project standards. This early alignment allows quality considerations to inform both design and construction planning, reducing rework and ensuring consistency from start to finish.

Schedules are developed collaboratively and actively managed throughout construction. Design milestones, permitting activities, procurement of long-lead materials, and construction sequencing are coordinated into a single, integrated schedule.

Progress is continuously tracked against planned milestones, with adjustments made proactively to address changing conditions or unforeseen events while maintaining overall project momentum.

Cost control measures established during preconstruction are maintained throughout construction with a disciplined and transparent approach. Commitments, forecasts, and actual costs are continuously monitored, and the cost implications of design decisions and system selections are evaluated collaboratively. This shared accountability ensures budget alignment is preserved and that Lake-Sumter State College maintains clear visibility into project costs from start to finish.

CLOSEOUT & POST-OCCUPANCY The P3 team’s commitment extends beyond substantial completion. Team members remain engaged through closeout, commissioning, training, and warranty support to ensure the facility performs as intended and meets the College’s operational needs.

This continued involvement provides continuity, accountability, and peace of mind, reinforcing the long-term partnership established at the start of the project.

We are always available to take your calls, answer questions, and provide support to ensure project success. This level of service reflects the commitment of a true community partner and the standard on which our reputation has been built.

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Schedule Summary Lake-Sumter State College Workforce Development Center P3

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Back to agenda 5. SCHEDULE SUMMARY

Schedule 1/2

ID

Original Start Duration

Description

Finish

PRECONSTRUCTION 15

Execute Interim Agreement

5

01/05/26

01/09/26

17

Programming

20

01/12/26

02/06/26

18

Schematic Design

20

02/09/26

03/06/26

10

Design Development Documents

40

03/09/26

05/01/26

Design Development Documents

20

DD Budget Verfication

10

05/04/26

05/15/26

DD Budget Verfication

30

40

05/18/26

07/10/26

Construction Documents

40

Construction Documents Estimate Development

20

07/13/26

08/07/26

GMP Development

50

Estimate Review and Approval

5

08/10/26

08/14/26

GMP Reveiw and Approval

60

Executive Comprehensive Agreement | Notice to Proceed

1

08/17/26

08/17/26

Notice to Proceed

Execute Interim Agreement Programming Schematic Design

PROCUREMENT 70

Execute Subcontracts

30

08/18/26

09/28/26

80

Submittals & Shop Drawings

60

08/25/26

11/16/26

90

Generator

200

08/25/26

05/31/27

100

Electrical Gear

100

08/25/26

01/11/27

110

Mechanical Equipment

100

08/25/26

01/11/27

Mechanical Equipment

120

Fabrication & Delivery

90

09/01/26

01/04/27

Fabrication & Delivery

130

Doors & Hardware

80

09/22/26

01/11/27

Doors & Hardware

Execute Subcontracts Submittals & Shop Drawings Generator Electrical Gear

CONSTRUCTION 140

Mobilization to Substantial Completion

394

09/29/26

10/27/27

Mobilization to Substantial Completion

150

Mobilization to Final Completion

423

09/29/26

11/25/27

Mobilization to Final Completion

SITE 160

Mobilization and Fencing

5

09/29/26

10/05/26

Mobilization and Fencing

170

Clearing and Grubbing

5

10/06/26

10/12/26

Clearing and Grubbing

180

Utilities

60

10/06/26

12/28/26

Utilities

190

Paving

30

05/12/27

06/22/27

200

Hardscape and Landscape

30

06/23/27

08/03/27

Foundations

20

10/13/26

11/09/26

220

Structural Steel Columns & Beams

20

11/10/26

12/07/26

230

2nd Floor Decking

8

12/08/26

12/17/26

Start Date: 01/05/26 Finish Date: 11/25/27 Data Date: 01/05/26

Page 1A

Foundations

Project Finish

210

Hardscape and Landscape

Project Start Data Date

STRUCTURE

Paving

Structural Steel Columns & Beams 2nd Floor Decking

LAKE-SUMTER STATE COLLEGE WORKFORCE DEVELOPMENT CENTER DRAFT | SAMPLE P3 MILESTONE SCHEDULE

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Schedule 2/2

ID

Original Start Duration

Description

Finish

240

Roof Decking

8

12/18/26

12/29/26

Roof Decking

250

Roof Concrete

5

12/30/26

01/05/27

Roof Concrete

260

2nd Floor Concrete

5

01/06/27

01/12/27

2nd Floor Concrete

270

Slab on Grade

10

01/13/27

01/26/27

Slab on Grade

Roofing Systems

SKIN 280

Roofing Systems

25

01/06/27

02/09/27

290

Exterior wall framing/sheathing

30

01/27/27

03/09/27

Exterior wall framing/sheathing

300

Air and Vapor Barrier

20

02/24/27

03/23/27

Air and Vapor Barrier

310

Veneer

30

03/10/27

04/20/27

320

Punch Openings

15

04/21/27

05/11/27

Punch Openings

330

Curtainwall

20

04/21/27

05/18/27

Curtainwall

Veneer

SYSTEMS/SURFACES SECOND FLOOR 340

Systems Rough-In 2nd Floor

45

02/10/27

04/13/27

350

Framing & Drywall 2nd Floor

30

04/14/27

05/25/27

360

Finishes & Trim 2nd Floor

45

05/19/27

07/20/27

Finishes & Trim 2nd Floor

370

Spcecialites 2nd Floor

15

07/21/27

08/10/27

Spcecialites 2nd Floor

Systems Rough-In 1st Floor

Systems Rough-In 2nd Floor Framing & Drywall 2nd Floor

FIRST FLOOR 380

Systems Rough-In 1st Floor

45

04/14/27

06/15/27

390

Framing & Drwyall 1st Floor

30

06/16/27

07/27/27

400

Finishes & Trim 1st Floor

45

07/21/27

09/21/27

Finishes & Trim 1st Floor

410

Specilaties 1st Floor

15

09/22/27

10/12/27

Specilaties 1st Floor

Framing & Drwyall 1st Floor

CLOSEOUT 5

10/13/27

10/19/27

Final Cleaning

Final Inspections

10

10/13/27

10/26/27

Final Inspections

440

Substantial Completion - CO

1

10/27/27

10/27/27

Substantial Completion - CO

450

Punch list

20

10/28/27

11/24/27

Punch list

460

FF&E

20

10/28/27

11/24/27

FF&E

470

Final Completion Inspection

1

11/25/27

11/25/27

Start Date: 01/05/26 Finish Date: 11/25/27 Data Date: 01/05/26

Page 2A

Project Finish

Final Cleaning

430

Project Start Data Date

420

Final Completion Inspection

LAKE-SUMTER STATE COLLEGE WORKFORCE DEVELOPMENT CENTER DRAFT | SAMPLE P3 MILESTONE SCHEDULE

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Tab 6

Design & Cost Summary Lake-Sumter State College Workforce Development Center P3

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Back to agenda 6. DESIGN & COST SUMMARY

Site Analysis and Concept

Process

We understand that Lake-Sumter State College is currently in the process of removing existing underutilized structures from the Leesburg Campus. This includes Building #3, the Liberal Arts Building, which was located to the north of Parking Lot B, to the south of the Center for Teaching and Leaning, and to the east of the Student Services Building.

Stakeholder Engagement

The importance of the removal of the existing building is that it provides an optimal location to situate the New Workforce Development Building. We have conducted preliminary investigative activities to consider and explore the many benefits of this site and how Spiezle can best support the College for success in this endeavor.

The proposed 50,000 SF facility will likely have a footprint in the range of 17,000 to 20,000 SF, depending upon the final program and organization requirements of the interior spaces. This is slightly greater than the footprint of the Liberal Arts Building, but the proposed footprint should fit very well within the available space and not significantly impact the existing covered walkways, utilities or other existing features expected to remain.

The new building will have visual prominence from both of the primary approach roads off of Route 441. This feature will be further enhanced with the new building expected to be three stories in height, which is taller than the adjacent structures and places the roof elevation of the building at or near the nearby tree canopy.

Additionally, the building will have significant outward views in nearly all directions, creating a welcoming and pleasing interior environment for building occupants.

Based on the solar path and orientation of the new building, much of the facility should be able to take advantage of natural daylighting, which can help reduce energy use and improve indoor environmental health.

Establish Goals and Metrics Finalize the Program Design and Planning Options Integrated Document Development Consistency through Construction Verification at All Phases

While we are aware that utilities are distributed through the covered walkways and that they provide a much needed benefit to the campus, we are suggesting the removal of one section of covering to create a new Plaza and Campus Green adjacent to the new facility. This is an area that would be beneficial to all and would further increase the foot traffic and functionality of the building. Spaces like this are very important to the student experience, and can have far reaching benefit to the entire campus environment.

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Cost Summary PRICING PHILOSOPHY, MARKET CONTEXT, AND PROGRAM ALIGNMENT The pricing approach for the Lake-Sumter State College Workforce Development Center has been developed with a clear understanding of current construction market conditions, higher-education design standards, and the College’s longterm responsibility to deliver facilities that support student engagement, workforce readiness, and community integration.

Florida Development Solutions, LLC (“FDS”) and its team approach pricing not as an exercise in cost minimization, but as a disciplined process of aligning scope, quality, durability, and lifecycle performance with available funding and institutional priorities.

Over the past several years, higher-education construction throughout Florida has experienced sustained cost escalation driven by labor availability, material pricing volatility, extended procurement timelines, and increased demands for technology integration, energy performance, and campus security. Based on recently completed and actively delivered higher-education facilities by our team, current market pricing for academic and workforce buildings varies significantly depending on structural systems, exterior envelope selections, interior fit-out intensity, and technology integration. Facilities designed as fully realized instructional environments with modern mechanical systems, acoustical treatments, robust data infrastructure, secure access control, and campus-appropriate architectural character that command materially different cost ranges than shell or warehouse-style structures with minimal interior investment. Our pricing reflects this reality and is grounded in direct experience delivering comparable facilities under current market conditions.

A defining strength of the FDS team is our familiarity with collegiate design criteria and delivery expectations. Our design partner, Spiezle Architectural Group, brings extensive experience working directly with Lake-Sumter State College across multiple projects, providing an intimate understanding of campus standards, architectural context, operational preferences, and long-term maintenance considerations.

This experience informs not only the architectural concept proposed, but also the underlying pricing assumptions related to building systems, finishes, instructional technology, and life-safety integration. The design concept presented in this proposal is intentional and reflects what we believe to be the most effective solution to serve the College’s stated programmatic needs while respecting the character and balance of the existing campus.

By comparison, the competing unsolicited proposal presented to the Board in December 2025 reflects a fundamentally different pricing philosophy. That submission achieves a lower initial construction number by proposing an open, warehousestyle facility with limited interior fit-out, reduced architectural articulation, and minimal supporting infrastructure. While such an approach may reduce upfront cost, it does so by excluding many of the elements typically expected in a modern higher-education workforce facility, including fully equipped instructional spaces, integrated security systems, comprehensive technology infrastructure, and architectural cohesion with surrounding campus buildings. In our experience, these omissions often result in deferred costs, reduced program effectiveness, and diminished long-term value.

The FDS team believes that workforce development facilities must be designed and priced as long-term institutional assets. They should inspire participation, support evolving instructional models, and remain adaptable as workforce needs change over time. Accordingly, our pricing incorporates full instructional fit-out, appropriate finishes, campus-compatible aesthetics, modern HVAC and ventilation systems, integrated access control, and infrastructure capable of supporting current and future technology demands. These components are fundamental to achieving the original intent of the program and to ensuring the facility serves students and employers effectively for decades.

At the same time, we recognize that budget alignment is essential. FDS, Scorpio, and Spiezle are highly experienced in value engineering and value management within public and higher-education environments. This process is not viewed as a reduction in quality, but as a collaborative refinement of scope, systems, and materials to ensure the best possible use of available funds. Working alongside the College in an open and transparent manner, we can quickly evaluate alternatives

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related to building systems, structural approaches, envelope materials, interior layouts, and phasing strategies always with an eye toward maintaining program integrity, lifecycle performance, and future expandability.

If budget constraints exist at this time and the College elects not to pursue the financing options immediately, the proposed facility can be thoughtfully right-sized through value management while preserving the ability to expand or enhance the building in future phases. This ensures that nearterm affordability does not compromise long-term flexibility or program success. As a public-sector and higher-education design-build-P3 team, we are accustomed to working collaboratively with governing boards, administrators, faculty, and stakeholders to balance budget, program intent, lifecycle cost, and future needs in a responsible and defensible manner.

In addition, the FDS platform allows the College to further optimize pricing through the use of established 501(c)(3) tax-exempt financing structures, where appropriate. These structures can materially reduce overall project cost by eliminating certain tax burdens and lowering the cost of capital, thereby maximizing dollars available for programmatic features rather than financing inefficiencies. When combined with disciplined value management, this capability allows the College to achieve a higher-quality facility at a more efficient net cost.

The pricing presented in this proposal therefore reflects a comprehensive, market-informed understanding of what it takes to deliver a fully realized Workforce Development Center consistent with Lake-Sumter State College’s standards and aspirations. It establishes a realistic baseline for decision-

making while preserving the flexibility to refine scope, structure, and delivery approach in partnership with the College.

Once a preferred scope, design approach, and budget alignment are collectively established through this collaborative process, FDS is uniquely positioned to translate the finalized project cost into an optimized financing strategy. This will ultimately be a full turn-key design build delivery complete with all related design fees, construction, FFE, financing, etc. The Design offered in our proposal is our creative solution to meeting all the programmatic needs initiated by the efforts performed with the original design team assigned to this project and building off of that to incorporate additional needs discussed since that time to expand the facility to meet other campus initiatives. The pricing shown in this section illustrates current price ranges for various structures, skins, building envelopes, and fit-outs at recently completed higher-ed projects in the area by our team members to illustrate our comprehensive knowledge and expertise based on rough assumptions of the original RFQ design. Once final decisions are made on overall size and ranges of finishes, we can then arrive at a final price and run that number through our unmatched flexible finance options to find the best combination and benefit for the college on this project overall.

The financing section that follows illustrates how that final agreed-upon price (while using the $20m project budget discussed in the recent September 2025 board meeting) as an example can be evaluated across multiple flexible, lawful financing structures to identify the combination of term, payment profile, and tax-advantaged mechanisms that best serve Lake-Sumter State College’s financial objectives and long-term stewardship responsibilities.

Cost Model

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Tab 7

Financing Lake-Sumter State College Workforce Development Center P3

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Back to agenda 7. FINANCING

Financing APPROACH AND STRUCTURE The financing strategy presented for the Lake-Sumter State College Workforce Development Center is intentionally designed to demonstrate Florida Development Solutions, LLC’s (“FDS”) qualifications, flexibility, and depth of experience in structuring public-sector financing solutions under a publicprivate partnership (P3) framework. The approaches described herein are not intended to prescribe a single financing outcome, but rather to illustrate the range of lawful, executable options available to the College and to demonstrate FDS’s ability to tailor a final structure that best aligns with the College’s financial, operational, and long-term planning objectives.

Lake-Sumter State College and its Foundation have already demonstrated meaningful commitment to the Workforce Development Center through philanthropic participation and the pursuit of grants and other external funding sources.

FDS’s role is not to replace those efforts, but to provide a flexible delivery and financing platform that allows the College to move forward with confidence while preserving optionality.

Workforce development facilities frequently face pressures related to escalation, evolving program requirements, equipment integration, and long-term adaptability. The P3 financing model is uniquely suited to address these realities by allowing the College to deliver the full programmatic vision now, while retaining the ability to incorporate future funding as it becomes available.

Under the proposed P3 structure, the College retains ownership of the project site and ultimate control of the facility.

For the limited purpose of financing and delivery, the College would enter into a nominal ground lease with the P3 entity.

The P3 entity would then design, construct, and finance the Workforce Development Center, with the completed facility leased back to the College through an appropriation-based availability payment structure. Importantly, lease payments would not commence until the facility is completed, accepted, and available for use, ensuring that financial obligations align directly with delivered public value.

This structure provides the College with significant financial and operational flexibility. Lease terms may be structured over varying durations—such as 20, 25, or other mutually agreedupon terms—based on annual budget tolerance, long-term planning considerations, and overall cost objectives. Financing may be structured on a residual-value basis, a fully amortizing basis, or a hybrid approach, depending on the College’s preference for near-term cash flow versus long-term ownership

positioning. Foundation contributions, state appropriations, or future grant funding may be applied either upfront to reduce the financed amount or later as prepayments, buy-downs, or early termination mechanisms.

The financing structures contemplated are appropriationbased and do not constitute traditional bonded debt.

Instead, they rely on annual legislative or governing-board appropriations, consistent with financing mechanisms long utilized by Florida educational and governmental entities.

This approach avoids voter approval requirements, preserves bonding capacity, and provides predictable, transparent payments while maintaining flexibility over the life of the facility.

FDS serves as the developer and financial coordinator throughout all phases of the project. This includes advancing and managing pre-development activities, coordinating construction-period financing aligned with design and schedule milestones, and arranging permanent financing concurrent with delivery. FDS does not rely on a single financing source or structure. Rather, financing solutions are developed collaboratively with the public owner and qualified institutional partners to ensure compliance with Florida law, alignment with the College’s credit profile, and long-term budget sustainability.

The financing scenarios included in this proposal are intentionally advisory and provided for qualification and planning purposes only. They are based on the examples shown while using a $20m project budget (as stated in the September 2025 board meeting) for illustrative purposes on what those options would look like at that proposed amount. They are meant to demonstrate FDS’s ability to structure, analyze, and execute multiple financing pathways for a project of this scale and complexity. Following selection, FDS looks forward to working collaboratively with Lake-Sumter State College

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to refine final pricing, term length, and financing structure, and if elected by the College to prepare a detailed financing and delivery term sheet that reflects the College’s preferred approach and maximizes overall public benefit ultimately based on the final turn-key project price.

This proposal has been prepared in accordance with Section 255.065, Florida Statutes, which expressly authorizes public entities to receive and evaluate unsolicited P3 proposals and to negotiate final terms following a determination of qualifications and public interest. Consistent with the statute, the financing concepts presented herein are intended to demonstrate capability and compliance while preserving the College’s discretion to refine scope, structure, and financial terms during subsequent phases of review and negotiation.

The financing summary included as an attachment to this section provides a side-by-side illustration of representative term lengths, payment structures, and ownership outcomes.

This summary is intended to serve as a discussion framework and planning tool as the College evaluates its options, not as a binding commitment. FDS welcomes the opportunity to further refine and customize these scenarios in partnership with the College following selection.

PUBLIC BENEFIT STATEMENT (WORKFORCE DEVELOPMENT CENTER) The proposed Workforce Development Center represents a significant public benefit to Lake-Sumter State College, its students, and the broader regional economy. Workforce

facilities of this nature directly support job readiness, employer engagement, and economic mobility by providing modern instructional environments aligned with current and emerging labor market demands.

This P3 proposal delivers immediate and measurable public benefits by enabling the College to advance the full programmatic vision for the Workforce Development Center without delay, fragmentation, or scope reduction. By leveraging private financing and integrated delivery, the College is able to lock in today’s construction pricing, avoid escalation associated with deferred appropriations, and bring critical workforce training capacity online sooner than would otherwise be possible under traditional funding cycles.

The proposed structure preserves full public ownership of the land and facility while transferring development, construction, and financing risk to the private partner. Payments commence only after the facility is delivered and operational, aligning financial obligation with realized public value. The structure further preserves the College’s ability to redirect scarce capital resources to other pressing campus needs while still delivering a flagship workforce facility that supports students, employers, and the surrounding community.

In addition, the Workforce Development Center strengthens regional economic competitiveness by supporting employer partnerships, applied learning programs, and workforce pipelines that attract and retain businesses in Lake and Sumter Counties. The public benefit extends beyond the campus itself, reinforcing the College’s role as an anchor institution and economic catalyst.

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DISCLOSURE STATEMENT Florida Development Solutions, LLC affirms that this unsolicited proposal has been prepared independently, without collusion, and in good faith for the purpose of advancing a public-private partnership consistent with Section 255.065, Florida Statutes.

FDS acknowledges that Lake-Sumter State College retains sole discretion to evaluate, accept, reject, or request modifications to this proposal in accordance with applicable law and College governance procedures.

FDS further discloses that this submission is conceptual in nature and intended to demonstrate capability, approach, and statutory compliance. Final commercial terms, financing structures, and contractual provisions would be subject to negotiation, Board approval, and legal review should the College elect to advance this proposal. No commitment is implied or inferred by the submission of this document.

Lake-Sumter State College & FDS: $20MM Residual Ownership Lease Development Proposals 20 Year Initial Term

25 Year Initial Term

Residual Value

Fully Amortizing

Residual Value

Project Cost - Provided

$20,000,000

$20,000,000

$20,000,000

Fully Amortizing $20,000,000

Credit Entity

State of Florida

State of Florida

State of Florida

State of Florida

Credit Rating

AA

AA

AA

AA

Construction/Free Rent Period

24 Months

24 Months

24 Months

24 Months $21,843,404

Total Project Cost

$21,889,476

$21,743,592

$21,993,153

Initial Lease Term

20 Years

20 Years

25 Years

25 Years

Starting Base Rent

$1,475,540

$1,810,635

$1,435,295

$1,642,210

2.00%

2.00%

2.00%

2.00%

$19,700,528 (90.00%)

N/A

$18,423,664 (83.77%)

N/A

Annual Escalation Residual Value

$17,684,451

$18,794,211

$19,932,364

$20,059,648

% Benefit vs Debt Financing

19.21%

13.56%

9.37%

8.17%

Est. Starting Renewal Rent

$1,327,980

N/A

$1,202,340

N/A

$1,000

TBD

$1,000

ROU/Lease Liability

TBD

Purchase Option

Additional Florida Development Solutions Advantages ▪ Total operational control and option to include 49 to 99 year ground lease, ensuring generational ownership ▪ No out of pocket cost until facility is delivered ▪ No real estate taxes ▪ Multiple renewal options ▪ Purchase Option, Right of First Refusal, & Right of First Offer on future building sale

Lake-Sumter State College Workforce Development Center P3

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Bonding & COI

July 22, 2025 Lake Sumter State College 9501 U.S. Highway 441 Leesburg, FL 34788 RE:

Request for Qualifications (RFQ) – RFQ#: 26-01 for Construction Manager at Risk CMAR & Preconstruction Services Workforce Development Center D.E. Scorpio Corporation Letter of Bondability

To Whom It May Concern: It is the privilege of Hatcher Insurance and Swiss Re Corporate Solutions America Insurance Corporation to provide surety credit to D.E. Scorpio Corporation, with single project limits of $100,000,000 and an aggregate uncompleted backlog of $200,000,000. D.E. Scorpio Corporation has an impressive construction “track record”, an impeccable reputation, and are generally regarded as being one of the finest construction firms in the State of Florida. Swiss Re Corporate Solutions America Insurance Corporation has an “A+” (Superior) Rating, a financial size category of XV ($2 billion or greater) by AM Best and has a US Treasury Limit of $113,827,000.

If D.E. Scorpio Corporation is awarded a contract for the referenced project and requests that we provide the necessary Performance and/or Payment Bonds, we will be prepared to execute the bonds subject to our acceptable review of the contract terms and conditions, bond forms, appropriate contract funding and any other underwriting considerations at the time of the request.

Our consideration and issuance of bonds is a matter solely between D.E. Scorpio, and ourselves, and we assume no liability to third parties or to you by the issuance of this letter.

We trust that this information meets with your satisfaction. If there are further questions, please feel free to contact our office.

Sincerely, DESCORP-01

DSMITH2 DATE (MM/DD/YYYY)

CERTIFICATE OF LIABILITY INSURANCE

William J. Palmer Attorney-in-Fact Florida Resident Agent

5/30/2025

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

CONTACT NAME: PHONE FAX (A/C, No, Ext): (352) 377-2002 (A/C, No): (352) 376-8393 E-MAIL ADDRESS: Certificates.FLA@HubInternational.com

PRODUCER

1411 Edgewater Drive, Suite 104 • P.O. Box 540689 • Orlando, FL 32854-0689 Phone (407) 841-2686 • Fax (407) 841-2688 __________________________________________________________________________________________________

Hub International Florida 2811 NW 41st Street Gainesville, FL 32606

INSURER(S) AFFORDING COVERAGE

NAIC #

INSURER A : The Continental Insurance Company INSURER B : Valley Forge Insurance Company

INSURED

INSURER C : Bridgefield Employers Insurance Company

D. E. Scorpio Corporation 3911 Newberry Rd Gainesville, FL 32607

Commercial Insurance • Surety Bonds • Personal Insurance • Employee Benefits • PEO

INSURER D : Westchester Surplus Lines Insurance Co.

35289 20508 10701 10172

INSURER E : INSURER F :

COVERAGES

CERTIFICATE NUMBER:

REVISION NUMBER:

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR

A

ADDL SUBR INSD WVD

TYPE OF INSURANCE

X

POLICY NUMBER

POLICY EFF POLICY EXP (MM/DD/YYYY) (MM/DD/YYYY)

COMMERCIAL GENERAL LIABILITY CLAIMS-MADE

X

7033952057

OCCUR

X Contractual Liab.

5/30/2025

5/30/2026

GEN'L AGGREGATE LIMIT APPLIES PER: POLICY X PROLOC JECT

B

OTHER:

A

X

ANY AUTO OWNED AUTOS ONLY HIRED AUTOS ONLY

SCHEDULED AUTOS NON-OWNED AUTOS ONLY

UMBRELLA LIAB

X

EXCESS LIAB

C

DED

X

$

MED EXP (Any one person)

$

PERSONAL & ADV INJURY

$

GENERAL AGGREGATE

$

PRODUCTS - COMP/OP AGG

$

COMBINED SINGLE LIMIT (Ea accident)

AUTOMOBILE LIABILITY

X

LIMITS

EACH OCCURRENCE DAMAGE TO RENTED PREMISES (Ea occurrence)

RETENTION $

7033952043

5/30/2025

5/30/2026

BODILY INJURY (Per person)

$

$ $

$

7033952012

CLAIMS-MADE

5/30/2025

5/30/2026

10,000

WORKERS COMPENSATION AND EMPLOYERS' LIABILITY

1,000,000

$

BODILY INJURY (Per accident) $ PROPERTY DAMAGE (Per accident) $

OCCUR

ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? (Mandatory in NH) If yes, describe under DESCRIPTION OF OPERATIONS below

1,000,000 100,000 15,000 1,000,000 2,000,000 2,000,000

Y/N N/A

830-52716

5/30/2025

5/30/2026

EACH OCCURRENCE

$

AGGREGATE

X

PER STATUTE

$ OTHER

E.L. EACH ACCIDENT

$

E.L. DISEASE - EA EMPLOYEE $

D Poll/$1M ea clm B Inland Marine

G73527521005 7033952057

5/30/2025 5/30/2025

E.L. DISEASE - POLICY LIMIT

5/30/2026 ded. $1k/Aggreate 5/30/2026 Lease/Rented

5,000,000 5,000,000

$

$

1,000,000 1,000,000 1,000,000 2,000,000 300,000

DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

For Information Only

CERTIFICATE HOLDER

CANCELLATION SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.

*For Information Only For Information Only

AUTHORIZED REPRESENTATIVE

ACORD 25 (2016/03)

© 1988-2015 ACORD CORPORATION. All rights reserved.

The ACORD name and logo are registered marks of ACORD

Lake-Sumter State College Workforce Development Center P3

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Certificates and License State of Florida

Department of State I certify from the records of this office that D.E. SCORPIO CORPORATION is a corporation organized under the laws of the State of Florida, filed on April 24, 2013.

The document number of this corporation is P13000037247.

I further certify that said corporation has paid all fees due this office through December 31, 2025, that its most recent annual report/uniform business report was filed on January 6, 2025, and that its status is active.

I further certify that said corporation has not filed Articles of Dissolution.

Given under my hand and the Great Seal of the State of Florida at Tallahassee, the Capital, this the Sixth day of January, 2025

Tracking Number: 4517506761CC To authenticate this certificate,visit the following site,enter this number, and then follow the instructions displayed. https://services.sunbiz.org/Filings/CertificateOfStatus/CertificateAuthentication

Ron DeSantis, Governor

Melanie S. Griffin, Secretary

STATE OF FLORIDA DEPARTMENT OF BUSINESS AND PROFESSIONAL REGULATION CONSTRUCTION INDUSTRY LICENSING BOARD THE GENERAL CONTRACTOR HEREIN IS CERTIFIED UNDER THE

PROVISIONS OF CHAPTER 489, FLORIDA STATUTES

SCORPIO, DOMENICO EMILIO D E SCORPIO CORPORATION 3911 WEST NEWBERRY ROAD GAINESVILLE FL 32607

LICENSE NUMBER: CGC061834 EXPIRATION DATE: AUGUST 31, 2026 Always verify licenses online at MyFloridaLicense.com ISSUED: 08/10/2024

Do not alter this document in any form.

This is your license. It is unlawful for anyone other than the licensee to use this document.

Lake-Sumter State College Workforce Development Center P3

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Certificates and License

Lake-Sumter State College Workforce Development Center P3

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Thank You! We hope you find the information contained in this proposal aligns with your expectations for the LakeSumter State College Workforce Development Center. We look forward to serving you.

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LEGAL CORRESPONDENCE

Back to agenda John A. Hoclcin Esq. j ah@kirwinnorris.com Orlando Office

Construction Law. December 19, 2025

VIA E-MAIL DELIVERY AND U.S. MAIL Anita R. Geraci-Carver, Esquire Law Office of Anita Geraci-Carver, P.A. 1560 Bloxam Avenue Clermont, Florida 34711-3142 anita@agclaw.net Re:

Lake-Sumter State College/Request For Qualification No. 26-01 Construction Manager at Risk- Leesburg Workforce Development Center Unsolicited Proposal Dated November 19, 2025- Nicholas & Associates, Inc.

Dear Ms. Geraci-Carver: The undersigned represents a party with a vested interest in the two above-referenced projects involving Lake-Sumter State College (the "College"). The purpose of this correspondence is to provide the Board of Directors for the College (the "Board") with a brief history of the above­ referenced project and the Board's actions with respect to both the original Request for Qualifications and unsolicited proposal subsequently submitted by Nicholas & Associates, Inc. ("Nicholas") for the same project. In addition, the undersigned seeks to posit several questions regarding the Board's actions for its consideration in anticipation of the upcoming special meeting on December 30, 2025, the purpose of which is to further discuss whether to move forward with Nicholas regarding their unsolicited proposal.

The Board initially issued its Request for Qualifications ("RFQ") for the above-referenced project on July 8, 2025, with the bidders' responses to no later than July 29, 2025. The RFQ specified that the bidding process would include two phases; the first would involve all bidders completing the necessary forms and submitting the requisite documentation, and all bidders invited to the second phase would provide an oral presentation to the College on August 13, 2025. Pursuant to Article G of the RFQ's General Conditions, the College would enter into negotiations with the highest ranked bidder and, if the parties were unable to come to terms, the negotiations would be terminated, and the College would negotiate with the second-ranked bidder.

With regard to the first phase of bidding, five firms submitted proposals and on August 5, 2025, the College invited all five to participate in the second phase. Following their presentations on August 13, 2025, the College issued its rankings of the five bidders on August 19, 2025, and gave notice of its intent to move forward with the highest ranked bidder. The following day on August 20, 2025, although the Board initially voted to enter into a contract with the highest ranked bidder,

840 s.

Suite 200 • Wintar

Florida 32789 , Phone 407-740-6600 • Fax 407-740-6363 kirwinnorris.com

Back to agenda Anita R. Geraci-Carver, Esq December 19, 2025 Page 2 of4

the motion to do so was rescinded. A second motion was raised to move the issue to the next Board meeting, in order to give the community and new members time to review the plans and costs. The motion passed unanimously, and the issue was tabled until the next Board meeting on September 17, 2025.

At the September 17, 2025 hearing, the Board planned on voting to approve the shortlist of contractors and to enter into contract negotiations with the highest ranked contractor. However, at the hearing, Mr. Corey Warner, an individual with no affiliation with the College or any of the bidders, requested authority from the Board to investigate the feasibility of a self-build proposal for the project, with Mr. Warner's findings to be discussed at the next Board meeting on November 19, 2025. At that hearing, if the Board did not approve of Mr. Warner's proposal, it would enter into contract negotiations with the highest ranked contractor.

Coincidentally, on November 19, 2025, the Board received an "unsolicited" proposal from Nicholas for the project. Although any affiliation between Mr. Warner and Nicholas is unclear, it is difficult to believe that Nicholas' submission of an "unsolicited" proposal on the date of the Board meeting was serendipitous. Upon the Board's receipt of the Nicholas proposal, you prepared a memorandum of law regarding Section 255.065, Florida Statutes, the statute governing public-private partnerships, setting forth the steps the Board must satisfy in order to comply with the statute. Section 255.065(3)(b), Florida Statutes, sets forth the conditions the public owner must satisfy if it solicits bids from other parties after receiving the unsolicited proposal.

Specifically, the public entity must publish notice in the Florida Administrative Register and newspaper of general circulation at least once a week for two weeks stating that it has received a proposal and will accept other proposals. The time for submitting additional proposals must be at least 21 days, but no more than 120 days.

Conversely, should the public owner wish to move forward with the party that submitted the unsolicited proposal without receiving other bids, Section 255.065(3)(c) and (d), Florida Statutes, sets forth the conditions it must satisfy in order to do so. First, the public entity must schedule a duly noticed public meeting at which the unsolicited proposal is presented, and the public may provide comment. Thereafter, the public owner must schedule a second duly noticed public hearing at which the Board must make an express finding that moving forward with the unsolicited proposal is in the public's interest. In determining whether the project is in the public's interest, the Board must expressly consider the factors set forth in Section 255.065(3)(c), Florida Statutes, which includes public comments submitted at the frrst hearing. Thus, the procedure with which the public owner must comply for moving forward with unsolicited proposals without receiving additional bids provides infinitely greater transparency to the public than where it receives bids from other parties after receiving the unsolicited proposal.

At the November 19, 2025 hearing, once again the Board tabled the issue as to whether to enter into negotiations with the originally highest-ranked contractor and scheduled another meeting on December 4, 2025, the purpose of which was to discuss the "unsolicited" proposal from Nicholas.

At the December 4, 2025 meeting, the Board voted to receive additional bids for the work, in accordance with Section 255.065(3)(b), Florida Statutes. Accordingly, the College posted a Public Notice identifying the unsolicited proposal and providing an abbreviated period within

Back to agenda Anita R. Geraci-Carver, Esq December 19, 2025 Page 3 of4

which other bids must be submitted, by December 23, 2025. Given the questionable circumstances under which Nicholas' proposal was submitted, it must be asked whether the Board chose to accept other bids in order to avoid the scrutiny that could arise at a public hearing, which would have been required if it voted to move forward with Nicholas without accepting other bids. This is particularly true in light of the fact that the deadline for other parties to submit bids was December 23, 2025, less than the minimum 21 days required by Section 255.065(3)(b)(2), Florida Statutes.

Additionally, the Board has scheduled a meeting for December 30, 2025, the purpose of which is to determine whether to move forward with Nicholas regarding construction of the project. The original bidders for the project have been left in limbo, and the Board has failed to provide any direction or instruction as to their role moving forward.

As an additional note, Section 255.065(4), Florida Statutes, sets forth the materials and information that the unsolicited proposal must specify, including the following: • •

A description of the entity's plans for financing the project, including the sources of the private entity's funds and identity of any dedicated revenue source or proposed debt or equity investment on its behalf; and The proposed user fees, lease payments or other service payments over the terms of a comprehensive agreement and the methodology for and circumstances that would allow changes to the user fees, lease payments and other service payments over time.

In reviewing Nicholas' "unsolicited" proposal, it appears that neither of these statutorily mandated conditions have been satisfied, thereby rendering it insufficient and umesponsive. Further, Section 255.065(1)(h), Florida Statutes, defines a "proposal" as a plan for a qualifying project with detail beyond the conceptual level with defined terms for fixing costs, payment schedules, financing, deliverables and project schedule. A review of the Nicholas proposal confirms that these criteria are not defined, further confirming that it is deficient on its face.

Moreover, a review of the statute confirms that Section 255.065, Florida Statutes, is inapplicable to the instant project which involves a project for which the College previously issued a Request for Qualifications and ranked the bidders. The legislative findings for the statute, as set forth in Section 255.065(2)(a), Florida Statutes, include a public need for construction projects that may not be wholly satisfied by the existing procurement process. In the instant case, the College already issued a Request for Qualification regarding the project for which the "unsolicited" proposal was submitted. In other words, for this project the existing procurement process was fully sufficient for constructing the project.

In light of the foregoing, the undersigned posits several questions for the Board's consideration: •

What are the Board's intentions with regard to the original RFQ and the bidders ranked thereunder in terms of entering into negotiations with the highest ranked bidder or rejecting all bids?

Back to agenda Anita R. Geraci-Carver, Esq December 19, 2025 Page 4 of4

• • • • • • • •

If the Board intends to reject the bids submitted under the original RFQ, will the bidders be compensated for all costs incurred over several months of negotiations with the College?

Did Mr. Warner or any of College employees violate the cone of silence with respect to his investigation of a self-build proposal for the project?

Does any relationship exist between Mr. Warner and Nicholas?

Was the Nicholas proposal truly "unsolicited" or the result of any improper communications with Mr. Warner or any College employees or representatives regarding a project for which bids were already solicited?

Did the Board opt to solicit other bids after receiving the Nicholas proposal in order to circumvent the public hearings required by Section 255.065(3)(c), Florida Statutes?

Was the Board's public notice for other bids deficient because the deadline for doing so was less than 21 days, in violation of Section 255.065(3)(b)(2), Florida Statutes?

Was the Nicholas ''unsolicited" proposal deficient for failing to provide the information required by Section 255.065(4), Florida Statutes? and Can Section 255.065, Florida Statutes, apply to projects for which a Request for Qualification already been issued?

In light of the significance of these issues and their impact on the Board's decision, it is respectfully requested that they be presented to the Board for consideration at the December 30, 2025, hearing.

Should you require any additional information, please contact me at your earliest convenience.

Most sincerely,

Isl John A. Hocldn, Esquire John A. Hockin, Esquire JAH/rcr

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TO:

Chairman Jones and Trustees Lake Sumter State College Board of Trustees

CC:

Mr. John Temple, President Dr. Byrd, Executive Vice-President

FROM:

Anita Geraci-Carver, Board Attorney

DATE:

December 29, 2025

RE:

Correspondence from attorney John A. Hockin re: RFQ 26-01 and Unsolicited Proposal for Workforce Development Center _________________________________________________ ____________________ Dear Chairman Jones and Trustees, Attached please find correspondence received December 24, 2025 from attorney Hockin. Mr. Hockin makes a number of assertions. Below is an outline of each assertion as well as my response for your consideration. If you have any questions following your review, please feel free to call me.

1. Assertion: The time for submitting additional proposals must be at least 21 days, but no more than 120 days.

Response: If approved by a majority vote of the responsible public entity’s governing body, the responsible public entity may alter the timeframe for accepting proposals to more adequately suit the needs of the qualifying project. At the December 4, 2025 Special Board meeting the Board, by majority vote, voted to reduce the timeframe due to the deadline to encumber the funds and the holidays.

2. Assertion: S.255.065(4), F.S., sets forth the materials and information that the unsolicited proposal must specify, including the following: a. A description of the entity’s plans for financing the project, including the sources of the private entity’s funds and identity of any dedicated revenue source or proposed debt or equity investment on its behalf; and b. The proposed user fees, lease payments or other service payments over the terms of a comprehensive agreement and the methodology for and circumstances that would allow changes to the user fees, lease payments and other service payments over time.

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Back to agenda The Nicholas unsolicited proposal does not satisfy either of these statutorily mandated conditions thereby rendering it insufficient and unresponsive.

Response: The College is authorized by statute to waive the requirements relating to the materials and information provided.

3. Assertion: S. 255.065(1)(h), F.S. defines a proposal as a plan for a qualifying project with detail beyond the conceptual level with defined terms for fixing costs, payment schedules, financing, deliverables and project schedule. The Nicholas proposal does not define these criteria further confirming that the proposal is deficient on its face.

Response: Tab 1 – Nicholas & Associates proposes “inclusive of fees, construction, design, and permitting” for under $15,887,000. A description of the project being constructed is included. A Preliminary Timeline is included. Three renderings with Building Basis of Design is included. Tab 5 – Methodology provides information including cost estimating, bid solicitation, value engineering and management of construction schedules. The proposal provides for use of budgeted funds with cost savings being returned to the College and payment pursuant to formal pay requests with lien waivers.

4. Assertion: S. 255.065, F.S. is inapplicable to the instant project which involves a project for which the College previously issued a Request for Qualifications and ranked bidders. Legislative findings include a public need for construction projects that may not be wholly satisfied by the existing procurement process. The RFQ issued by the College was fully sufficient for constructing the project.

Response: Neither the statute nor legal authority precludes issuance of a solicitation followed by consideration of a unsolicited proposal pursuant to S. 255.065, F.S. Legislative findings of s.

255.065 also includes a finding that there are inadequate resources to develop new educational facilities and that a public-private partnership has demonstrated that it can meet the needs by improving the schedule for delivery, lowering the cost, and providing other benefits to the public.

An additional finding of the legislature includes that “a procurement under this section serves the public purpose of this section if such procurement facilitates the timely development” of a qualifying project.

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