orleans parish judicial building commission civil district ... · project, and our team is highly...

Orleans Parish Judicial Building Commission Civil DistriCt COurthOuse

Development services

statement of Qualifications12.02.13

submitted by

Community Facility PartnersCivic Development Collaborative



table of Contents

Community Facility PartnersCivic Development Collaborative

statement of Qualifications

12.02.13

Section 1 Copy of Notice of Intent to Respond 4

Section 2 Letter of Interest 6

Section 3 Development Team 9

• Organization Chart 9 • Development Team Overview 10• Developer 1 2• Design 19• Finance 3 2 • Construction 46• Operations and Maintenance 53• Legal 59 Section 4 Development Team Experience 70

• Developer 70• Design 74• Finance 81• Construction 87• Operations and Maintenance 96• Legal 99

Section 5 Local and Minority Business Inclusion 106

Section 6 Project Approach 113 • Development Concept 113• Methodology 114 Design Approach 114 Finance Approach 117 Construction Approach 119 Operations and Maintenance Approach 124

section 1 Copy of NotiCe of iNteNt to RespoNd

section 2 LetteR of iNteRest

December 2, 2013

The Honorable Michael G. BagnerisChairmanOrleans Parish Judicial Building Commission

RE: Development Services – Civil District Court Statement of Qualifications

Dear Judge Bagneris:

Thank you for allowing Community Facility Partners in association with Civic Development Collaborative to submit our Statement of Qualifications in response to your Request for Qualifications for development services for a new, state-of-the-art Civil District Courthouse. Community Facility Partners is a national non-profit developer. We help cash-strapped public and other community building projects become a reality. In an age of increasing political, administrative and financial complexity, we simplify, and bring expertise to virtually every aspect of planning, financing and owning these properties.

Civic Development Collaborative has assembled a U. S.-based partnership of industry leaders in real estate de-velopment. We aspire to improve the communities in which we work through responsible development that integrates a high level of sustainability within our development process, benefiting the community, our clients and investors.

We understand the real need for a new facility for Civil District Court. Indeed, we have been involved in document-ing this need and providing recommendations and assistance to the Court over the past decade through some of our team members.

Our partnership of firms has joined forces to provide outstanding capacity to complete the Civil District Court project, and our team is highly qualified. If selected, Billes Partners, LLC will be the lead architect and will be supported by a team of consultants providing in-depth, complete design services for the Court. Billes Partners, and Principal Gerry Billes, have designed and managed an impressive list of civic projects in New Orleans and the region. Billes Partners will work in association with Tate Snyder Kimsey Architects (TSK), led by Windom Kimsey and Robert Boyle. TSK’s Justice Design leadership consisting of Principals Windom Kimsey and Robert Boyle has-designed four out of the fourteen courthouses to receive the highest recognition from the National Center for State Courts. These court projects, which were designed and managed by Mr. Kimsey and/or Mr. Boyle, are recog-nized as among the best justice facilities designed and built in the past decade, and received Citations for Design Excellence. Our design team is further supplemented with experts in the fields of: building engineering, security, building technology, acoustics, lighting, food service, landscape architecture, traffic, signage and others.

Our financial partner, Oppenheimer & Co. Inc., will lead the effort to fully develop a financing strategy that pulls together the right mix of funding partners and sources to fund the project in the best interest of the Court. Op-penheimer is a nationally recognized leader in Municipal Capital Markets with a focus on municipal bonds, fi-nancial advisory and development services. Oppenheimer will be supported by Terminus Securities. Terminus Securities is a full service financial services firm that offers a broad range of investment banking, investment and financial advisory services, and management consulting services to municipalities, corporations, higher education and non-profit entities throughout the United States.

Oppenheimer and Terminus Securities will be supported by O. Ray Cornelius of Adams & Reese as bond counsel. Mr. Cornelius has served as bond counsel for some of the largest projects in the State of Louisiana. Additionally, our team has attorneys from the firms of Davillier Law Group and Jones Walker as co-underwriters counsel.

We are a highly motivated team, able to meet the most demanding schedules while focusing on our clients’ cri-teria, budget and quality expectations. We hope that in reviewing our Statement of Qualifications, you will see that beyond our considerable technical capabilities as a very complete team, we are passionate about immersing ourselves in such a project as the new, state-of-the-art, Civil District Courthouse.

We look forward to the opportunity to work with the Judicial Building Commission to develop this much needed Justice facility for the citizens of New Orleans.

Sincerely,

Dan Nelson, General CounselCOMMUNITY FACILITY PARTNERS

_______________________________________Joseph Williams, ChairmanCIVIC DEVELOPMENT COLLABORATIVE, LLC

_______________________________________Ralph McGinley, Managing DirectorOPPENHEIMER & CO. INC.

Section 3 Development team

Statement of Qualifications | CFP/Civic Development Collaborative | Civil District Courthouse Development Services 9

OrganizatiOn Chart

Orleans Parish Judicial Building cOmmissiOn

Judge michael Bagneris, chairmanJudge Kern reese, Vice chairman

ciVic deVelOPment cOllaBOratiVedevelopment manager

cOmmunity Facility Partners

design

Finance

construction

Operations and maintenance

development

strategic development Partners

Prime architectinterior design

Billes Partners

tate snyder Kimsey

Oppenheimer

stone Pigman

terminus securities

Baker tilly

cohn reznick

legal

davillier law Firm

Jones Walker

adams & reese

gibbs/yates

subcontractors

latter & Blum Property management

siemens

court design

Project Finance/lead underwriter

developer’s counsel

co-underwriter

new markets tax credits

Project FeasibilityProject accounting

underwriter’s co-counsel

underwriter’s co-counsel

Bond counsel

construction manager at risk

40% mBe60% local

Operations and maintenance

systems Operations

leslie e robertson associates, rllPStructural Engineering

Weidlinger associates, inc.Vulnerability Assessment/

Blast Engineering

chester engineers, inc.Civil Engineering

JBa consulting engineers, inc.Mechanical, Electrical, Plumbing Engineering

A/V, Low VoltageData/Telecommunications

Fire ProtectionSecurity Consulting

Billes Partners, llcInterior Design

Sustainability Design

lam Partners, inc.Lighting Design

newson Brown acoustics, llcAcoustical Engineering

lerch BatesVertical Transportation

Futch design associates, incFood Service Planning

Walker Parking consultantsParking Consultant

curtain Wall design & consultingEnvelope Consultant

spackman mossop and michaelsLandscape Architecture

rolfe Jensen & associates, incLife Safety/Codes

hunt designSignage/Wayfinding

urban systems, inc.Traffic Engineering

a/e consultants

developer

10Statement of Qualifications | CFP/Civic Development Collaborative | Civil District Courthouse Development Services

THiS DevelOPMenT TeaM is a response to the Judicial Building Commission’s request for turn-key development services to provide a freestanding courthouse that may be leased by the JBC, and returned to the JBC once the debt is retired. Our joining of partner firms is also a reflection of our shared values and mission.

Our team structure envisions the JBC contracting with Community Facility Partners (CFP) as lead developer. CFP would become the owner and lessor of the facility. Civic Development Collaborative would support CFP’s devel-opment role as development manager, managing the primary development activities of design, finance, construc-tion, operations and maintenance.

The turn-key services contemplated by the JBC as listed in the RFQ would be addressed by the following partners as lead for the particular service:

Project Finance and Financial arranging – CFP will team with Oppenheimer to partner on project finance strat-egy and to act as the lead underwriter. These national firms have a history of partnering on significant projects. CFP will lend its non-profit, tax-exempt status to any portions of the project not funded by revenue bonds. Op-penheimer will lead in the development of an overall financial plan for the capital stack and underwrite and place all debt associated with the project. Terminus Securities will lend its strength in the underwriting and debt place-ment. Baker Tilly will lead the efforts for acquisition and monetization of New Markets Tax Credits for applicable commercial portions of the project. Cohn Reznick will prepare project financial feasibility analysis and provide project accounting services.

Site acquisition – The JBC is in the process of negotiating for the conveyance of Duncan Plaza, the preferred site for the construction of the new court facility, from the State of Louisiana. Direct negotiations for the site between the JBC and State would presumably continue since the JBC is a state entity. As such, the JBC should be able to negotiate the most advantageous transfer terms, which would result in lower long-term lease payments by the JBC. Should these negotiations prove successful, the Duncan Plaza site would be transferred from the JBC to CFP or a CFP-created entity via a sale or other mechanism, depending upon the transaction structure.

Development team Overview



development team overview


The JBC has placed options on additional parcels of land in the Central Business District, which can be utilized for the construction of the new Courthouse, in the event that Duncan Plaza is not secured. In this instance, CFP and the development team would confer with the JBC and analyze the available parcels to determine which is most appropriate for the Courthouse project considering location, context, size, security and financial considerations. Then, depending on the overall transaction structure deemed most effective, the option would be transferred to CFP or a related entity in order to acquire the land and complete the transaction.

architectural Design – The architectural/engineering team will be led by Billes Partners as the prime architect for the project. Billes Partners has engaged Tate Snyder Kimsey (TSK) as expert architects in the design of courts. TSK’s nationally recognized leadership in this field will ensure a state-of-the-art approach to the planning and design of all court functions. The architectural team will work closely with the JBC during the design process to tailor the design specifically to their needs including aesthetics, environmental sustainability and operational functionality. Our design team will also work closely with finance and construction partners to develop a project that is fundable and runs smoothly through construction. Additionally, the architectural design team will include consultants that are expert in the areas needed to address specific areas of court functions, high-rise issues and building technol-ogy excellence.

Construction – Our construction team is the joining of locally and nationally known partners, Gibbs Construc-tion and Yates Construction, each with sufficient strength to build the courthouse, and together with uncommon strength and capacity. This construction entity, Gibbs/Yates, will provide construction services as a Construction Manager at Risk, working with the design and finance teams from the earliest project phases to help direct the project toward successful design and construction. Gibbs/Yates will deliver the construction with a minimum of 60% local participation and 40% minority participation.

equipping – Our architectural and construction team members will include the equipment and furnishings need-ed for the courts in the design and construction of the project. Billes Partners’ interior design staff will lead efforts in the early phases of the design process to develop a program for furniture, fixtures and equipment (FF&E) that will be integrated into the design documents for the facility. Additionally team partners and design consultants will contribute to the equipment specifications within their areas of expertise, such as food service, parking, eleva-tor, audio/visual, security, data and telecommunications equipment.

Operating and Maintaining – CFP, as owner and lessor of the facility, will be supported by Latter & Blum for op-erations and maintenance functions. Latter & Blum will provide day-to-day oversight of building operations and maintenance including leasing activities. Further, Seimens, a global leader in building technology and energy efficiency will be engaged as a strategic partner to provide building technology systems. They will continue to operate those systems, ensuring energy efficiency and the systematic maintenance of those systems. Our devel-opment team is sensitive to the environmental issues that face the current courts building. This building will be designed, operated and maintained to avoid similar problems and to leave the JBC with a healthy, well-maintained facility.


CommuNity faCiLity paRtNeRsdeveloper

Impact Community Facility Partners will be able to apply its experience in financing public and governmental facilities, as well as serving its charitable purposes, by assisting the Orleans Parish Judicial Building Commission in the de-sign, development, construction, financing and operation of your new Civil District Courthouse Project. As in other projects Community Facility Partners has completed in Minnesota, Michigan and Indiana, it will be our goal to work with our entire development team to provide the Judicial Building Commission a project designed and constructed to your standards and specifications at the lowest available financing cost, with the shortest possible development time-line, and the most efficient on-going operating expenses. In addition, as a non-profit chari-table organization, Community Facility Partners has no profit motivation and requires no return on investment. By helping the Orleans Parish Judicial Building Commission serve its governmental purposes, we are serving our charitable purpose – to be your partner in bringing this important and necessary new public facility to life.

Contact: Dan Nelson 18338 Minnetonka Blvd., Suite B Deephaven, MN 55391 (612) 349-5649

Firm InformationCommunity Facility Partners (CFP), headquartered in Deephaven, Minnesota, is a Minnesota not-for-profit corpo-ration and a 501(c)(3) organization which was incorporated on September 20, 2006. On September 25, 2007, CFP received a determination letter from the Internal Revenue Service stating that it is an organization exempt from taxation pursuant to Section 501(c)(3) of the Code.

As a result, the charitable purpose of CFP is to acquire, construct, develop, own, improve, operate, manage, lease,

Development teamDeveloper

sell, convey, mortgage, encumber, finance and refinance public facilities to be used for the benefit of governmen-tal entities.

In the course of its existence, CFP has developed an enviable list of projects ranging from the development con-struction and ownership of a domed athletic facility in a Twin Cities suburb to the operation of three office build-ings for Michigan State Agencies. The non-profit also owns an Indiana district energy utility in Carmel, Indiana.

Using a new paradigm for management and construction of government and nonprofit projects, CFP has devel-oped an attractive new approach to nonprofit conduit financing. Working in partnership with Community Facility Partners, communities throughout the country are provided the opportunity to create and complete projects through collaborations with business and civic partners using a non-profit framework.

In working with a municipality or local nonprofit, CFP first creates a single purpose, sole asset, limited liability com-pany to manage a project. That LLC becomes an affiliate of CFP and serves as the borrower of tax exempt revenue bonds to fund that project-- and only that project. CFP then leases the project to the local governmental user at a rate equal to the required Bond Payments, and when the Bonds have been repaid CFP donates the project to the local governmental user.

CFP’s affiliate will manage the sale of bonds through a designated underwriter working with the project financial advisor. Whenever CFP builds a structure, or agrees to buy a building, it consciously works within that specific community’s guidelines. For example, if there are minority set asides or prevailing wage requirements, Communi-ty Facility Partners will conform to those rules and regulations. CFP is designed to be flexible and seeks to establish close working relationships.

CFP is a nonprofit and charitable organization. Therefore, it does not have a motive to build profit incentives into the project economics. CFP’s general policy is to charge each project only for its actual annual out-of-pocket expenses plus an annual administrative fee of 1% of the gross lease payments. Additionally, as a result of its not-for-profit status, the project is most likely exempt from ad valorem taxes which is a further positive factor for the project economics.

development team | Community Facility Partners Firm Profile


development team Resumés | Community Facility Partners

14

The Board of Directors of CFP, while not involved in the day-to-day aspects of Project management, are all very directly active in the decision making process and immediately available to guide and direct the CFP project team. The Board members bring a diverse background to the decision making process. Each has a strong resume of experience in the private sector as well as government and non-profit organizations.

The CFP Board has preliminarily reviewed, the Civil District Courts Project in New Orleans. Subject to final doc-umentation, the CFP Board has approved their ownership in this project. Their role as the “sole member” of the New Orleans Courts LLC will be to provide design, build, own and operate services to the project. CFP, as further detailed in this proposal, will cause the project components to occur through the conduit documents as described under the “Finance” portion of this response.

The members of the Board are:Tom Anderson, Chairman – Former mayor and city council member of Deephaven, a suburban Minneapolis City. Tom was a Vice President at United Health Care and spent 11 years as an executive for Pepsi Cola Co. His business experience in health care resulted in the launch of a successful health care consultancy in Washington DC. Mr. An-derson brings over 30 years of public and private sector experience with both for-profit and not-for-profit entities

Paul Abzug, Director – Paul is currently the President of Housing Alternatives Development Company, a non-prof-it housing/senior housing organization. Prior to, he was a public finance investment banker at RBC Dain Rauscher and U.S. Bank as well as a Manager at Deloitte &Touche in their management consulting practice. Through his varied professional experiences, Mr. Abzug brings expertise in financing, development and operations. Steve Collins, Director – Steve is the former President and CEO of Martin/Williams Advertising and served for seven years as board member and Chairman of the National Institute on Media and the Family. Mr. Collins brings a broad background in marketing and concept development for both non-profit and for profit businesses.

Daniel R.W. Nelson is General Counsel to CFP and a Senior Partner at Best & Flanagan’s Public Finance Law prac-tice area, focusing on tax-exempt municipal bonds, representation of municipal securities underwriters, and rep-resentation of 501(c)(3) tax-exempt organizations.

Dan’s main areas of concentration are in the development and financing of senior housing, multifamily housing, low and moderate housing, public charter school developments, community sports and recreational facilities, alternative energy facilities and real estate funding and development for alternative energy. He primarily serves clients such as investment banking firms with business in the tax-exempt municipal finance area, real estate devel-opers, owners and investors. He has developed a unique practice in the area of charter school financing, having acted as underwriter’s counsel in the financings of over 40 public charter schools in Minnesota, Arizona, Massa-chusetts and Ohio. Other significant experience includes acting as counsel for 501(c)(3)

Statement of Qualifications | CFP/Civic Development Collaborative | Civil District Courthouse Development Services

Board of directorsCommunity facility partners

Development Team | Civic Development Collaborative Firm Profile


CiviC deveLopmeNt CoLLaBoRativedevelopment manager

Impact Our “Collaborative” combines leaders in the local community, understanding the issues that the New Orleans community faces, with our national partners’ experience and non-profit status, availing our team of the depth of experience needed in all facets of this development project. Coupled with the strength of our financial partners and state-of-the-art court design capacity, this team is eager to provide best-in-class services for a truly success-ful project – successful as measured by how well the court operates, the level of security provided, how well the community is served, how sustainable the facility is environmentally, how well it is operated and maintained, and that it is financially sustainable.

Contact: Joseph Williams 1055 St. Charles Avenue Suite 200 New Orleans, LA 70130 504-301-1622 office 504-415-2282 cell

Firm InformationCivic Development Collaborative (Collaborative) has assembled a U. S.-based partnership of industry leaders in real estate development teamed for the development of the new Civil District Courthouse. The Collaborative is an affiliate of Strategic Development Partners, headquartered in New Orleans and providing services regionally and nationally, teamed with its partners providing development services including:

Feasibility Studies Market Analysis Financial Sourcing Site Planning Facility Programming Project Management Architectural Design Interior Design Permitting Construction Public Outreach Tax Credit Financing Bond Underwriting Commissioning

Our combined talents leverage unparalleled expertise, and our alignment of mission to improve communities creates a unified motivation and expectation for success.

development team | Civic Development Collaborative Firm Profile


stRategiC deveLopmeNt paRtNeRsdevelopment services

Strategic Development Partners (SDP), the originator of Civic Development Collaborative, creates sustainable developments for sustainable communities. We aspire to improve the communities in which we work through responsible development that integrates a high level of sustainability within our development process, benefiting the community, our clients and investors.

Our partnership is driven by the focused leadership of our principals in the architectural and finance communities: Gerald Billes, founder of Billes Partners, the New Orleans-based planning, architectural and interior design firm (10/12 Magazine’s pick for One of Louisiana’s 50 Companies We Can’t Do Without, 2010); and Joseph Williams, whose leadership includes presiding over Hibernia Southcoast Capital as President and CEO, and reinvigorating the New Orleans Redevelopment Authority as its Executive Director after Hurricane Katrina. Mr. Williams serves as the Chairman of Strategic Development Partners.

SDP provides comprehensive, integrated development services for targeted residential and commercial projects based on sustainable and equitable principles. For targeted projects, we offer: acquisition and financing, pre-de-velopment, development, construction, property management and public relations services for a range of project types including affordable housing, multi-family housing, educational, commercial, civic, institutional and mixed-use properties.

Simply put, we are about sustainable development in urban communities. What this means is having a positive impact in three key areas: environmental, social and governance (ESG), for every project we undertake. These are the principles we apply to every project we undertake, and the lens we use when seeking out projects.


development team Resumés | Civic Development Collaborative

17

Joseph e. Williams

Joseph Williams brings with him a 25+ year record of accomplishment as a financial executive in large, di-versified organizations. His broad-based experience includes investment banking, international finance, strategic planning and change management. In 2002, Williams was named President and CEO of Hibernia Southcoast Capital, Hibernia’s newly acquired Invest-ment Banking subsidiary.

In this capacity, he determined the strategic direction and managed the daily operations of the company. He transformed Hibernia Southcoast Capital from an equity boutique, focused on the energy industry, into a nationally-known, diversified regional investment banking firm with $25 million in annual revenues, fo-cused on raising debt and equity capital for middle market companies and expanded the Firm’s product offerings to include Initial Public Offerings, Public Debt issues and New Markets Tax Credit Consulting Servic-es. Williams retired from Hibernia in December 2005 following its acquisition by Capital One.

In January 2007, drawn by an interest to aid in New Orleans’ post-Katrina recovery efforts, Williams agreed to serve as the Executive Director of the New Orleans Redevelopment Authority. He established the or-ganizational structure for the agency, developed the formal system of policies and procedures by which it functions and established relationships with key stake-holders to ensure the agency’s effectiveness. While at NORA, Williams raised $3 million in grant funds from philanthropic organizations, negotiated Cooperative Endeavor Agreements with the City of New Orleans for a total of $43 million to be used for redevelopment projects in Orleans Parish, and successfully negotiated a $10 million line of credit to be used to acquire blight-ed and underutilized properties. After placing NORA on firm financial and operational footing, Williams left the Agency to found ValueSpark Capital and subse-

quently Strategic Development Partners.

ValueSpark and SDP provide a unique opportunity for Mr. Williams to utilize his extensive finance and devel-opment experience to impact underserved communi-ties through catalytic projects. He currently serves as the Chairman of Strategic Development Partners and President of ValueSpark Capital.

Chairman

educationMBAThe Wharton School, University of Pennsylvania Philadelphia, PA

Bachelor of ScienceBoston University School of Management Boston, MA

Civic activitiesNew Orleans City Planning CommissionChairman-Personnel and Administration Committee Vice Chairman-Planning & Special Projects CommitteeNew Orleans, LA

Catholic Health InitiativesInvestment CommitteeDenver, CO

strategic development partners Resumés

strategic development partners Resumés


gerald W. Billes, aia, NCaRB, Noma

As an owner and principal of architectural and plan-ning firms since 1975, Mr. Billes has extensive educa-tional training and experience in architecture, urban design, and master planning. He is a licensed architect in three states and has managed numerous architec-tural and planning projects for clients in the public and private sectors. His work has included architectural design, master planning, interior design, land use and zoning, project feasibility studies, and transportation planning.

Mr. Billes has served as an associate professor and ad-junct professor at Tulane University‘s School of Archi-tecture, and as an adjunct professor at Southern Uni-versity’s School of Architecture. He has written articles and lectured to professional, academic and communi-ty organizations about the value of design and about specific aspects of the design profession.

Mr. Billes has overseen the development of major pro-jects, including the Whole Foods Market, Phase II of the Aquarium of the Americas, New Orleans International Airport Concourse “C” Expansion, the French Market Revitalization Plan and the New Orleans Center for the Creative Arts. As one of three principals-in-charge of the Ernest N. Morial Convention Center Phase III Ex-pansion, Mr. Billes contributed to the management of the $205,000,000 project. Mr. Billes has directed scores of other projects includ-ing the Repairs and Renovations to the Louisiana Su-perdome, the City of Opelousas Comprehensive Land Use and Zoning Ordinance, the Lambert Advisory Neighborhoods Rebuilding Plan, the New Orleans Af-rican American Museum and Brad Pitt’s Make It Right project in the lower Ninth Ward of New Orleans.

Ceo

educationEducationMaster of Architecture Advanced Studies, Urban Design and Planning,Massachusetts Institute of Technology,Cambridge, MA, 1972

Bachelor of Architecture, Master of ArchitectureTulane UniversityNew Orleans, LA, 1970

licensesLicensed Architect in Louisiana, Mississippi, Florida, Texas

NCARB Certificate

Planner-in-Charge, Louisiana

Licensed Interior Designer, Louisiana

Licensed ContractorGeneral Building Construction, Louisiana

Professional affiliationsAmerican Institute of ArchitectsMember, National, State, and New Orleans Chapter since 1985New Orleans Chapter President, Secretary1991, 1988 - 1989

National Organization of Minority ArchitectsCharter Member of LA Chapter since 1998Vice-President 2002, President 2010

Dean’s Advisory Board MemberTulane School of Architecture, 1999 - 2010

Adjunct Professor, 2006 - 2009Southern University School of Architecture

Civic activitiesNew Orleans Jazz & Heritage FoundationBoard Member 2009-2013

Board of Building Standards and Appealsfor the City of New OrleansBoard Member, 2007-2013

development team Resumés | Civic Development Collaborative


BiLLes paRtNeRsprime architect

Impact Billes Partners will apply its considerable knowledge of the CDC to the planning and design of the facility. From its own programming and site analyses for Civil District Court, Billes Partners is acquainted with all aspects of the operations of the Court. Billes will also coordinate the efforts of TSK, our courts designer, engineers, special con-sultants and the contractor during the design phases to assure that the efficiency of the design and construction planning is maximized. Billes Partners will also be in charge of regulatory approvals.

Billes Partners’ experience with large projects locally will have a direct benefit to this project, such as the renova-tion of the Superdome after Hurricane Katrina, and two phases of the Morial Convention Center. These projects, like the Court, required strategic phasing, compliance with legislative action, overcoming complex regulatory ob-stacles and coordination with a plethora of agencies. Our successful experiences in New Orleans will contribute to the success of the new Justice Center.

Contact: Gerald W. Billes 1055 St. Charles Avenue Suite 220 New Orleans, LA 70130 504-301-1622 office 504-388-1622 cell

Firm InformationBilles Partners offers a wide range of project types: commercial, institutional, residential, and public facilities. The common element in our projects is our commitment to innovation and thoughtful design while fitting within the structure of the existing community. We have worked extensively with neighborhood groups, project stakehold-

Development teamDesign


development team | Billes Partners Firm Profile

20

ers and governmental agencies to provide comprehensive solutions. Billes’ awareness of codes and regulations, the value of collective agreement, and historical context supports our problem-solving skills.

Billes Partners is a full-service firm, providing a complete array of project services including planning, project de-velopment, architecture, interior design and graphic design. Through these disciplines, we regularly provide services tailored to the needs of each project including: feasibility assessments, programming, master planning, existing conditions analysis, site analysis, conceptual design options, historic tax credit application preparation, community engagement, graphic design services, contractor negotiations and many others. We provide a com-plete project from initial scoping, through design and construction, to final project evaluation.

Architecturally, our work is seen in some of New Orleans’ most iconic buildings, such as the Louisiana Superdome, the Aquarium of the Americas, the Ernest N. Morial Convention Center and the French Market.

We have LEED certified professionals on staff and provide the maximum level of sustainability appropriate for each project. We designed LEED Platinum houses that have been constructed as part of the Make-It-Right Project, and the $20MM Frantz Elementary School, designed to meet LEED Silver standards. Whether or not we design a proj-ect to attain LEED standards, our commitment is to bring environmental well-being to all projects through design strategies that fit within a project’s budget.

Billes Partners maintains 18 staff members, 9 of which are licensed professionals in planning, architecture and in-terior design. We are proud that Billes Partners was named one of 50 Companies Louisiana Can’t Do Without, 10/12 Corridor Magazine, Spring 2010. Some of our other awards follow.


21Statement of Qualifications | CFP/Civic Development Collaborative | Civil District Courthouse Development Services 21

Billes partners awards

Broad Street ReFRESH ProjectHonor Award “UnBuilt Architecture”, AIA New Orleans, 2013

Billes Partners named one of50 Companies Louisiana Can’t Do Without10/12 Corridor Magazine, Spring 2010 Award of Merit 2009Repairs to the Louisiana Superdome - Phase II ImprovementsSouth Central Construction Magazine

LEED-Platinum Certificates (13)Make It Right Houses 2008-11

Whole Foods Market“Top Ten Buildings of the Past 10 Years”New Orleans Magazine, June 2007

New Orleans Center for Creative Arts (NOCCA)Honor Award, AIA Louisiana, 2001Honor Award, NOMA, 2002

Pioneer in Preservation, Honor AwardGerald W. Billes, AIA, 1997Historic District Landmarks Commission, New Orleans, LA

Yosemite Drive Residence of Gerald W. BillesHonor Award, NOMA 2002

Xavier Univ. Library/Resource Center & Pharmacy AdditionHonor Award, AIA Louisiana, 1995

Benjamin Franklin Senior High SchoolHonor Award, AIA Gulf States, 1994

New Orleans Museum of ArtHonor Award of Excellence, AIA Louisiana, 1993



Design Diaspora: Black Architects and International Architecture, 1970-1990An Exhibition of Built Projects 1993

Audubon Aquarium of the AmericasAIA Honor Award of Excellence 1991

Woldenberg Riverfront ParkHonor Award of Design ExcellenceSouthern Accents, 1991

Renovation of 839 St. Charles AvenueAward of Merit, AIA Local Chapter, 1990

Ernest N. Morial Convention Center ExpansionDesign Citation, Progressive Architecture Journal, 1989

Riverfront Streetcar StationsDesign Citation, Progressive Architecture Journal, 1989

Armstrong International Airport Concourse CHonorable MentionPittsburgh Corning Glass Block Competition, 1988

Riverfront Floodwall Corridor Master PlanHonor Award, APA Louisiana, 1987

Note - Some awards represent projects developed under Mr. Billes’ direction as

Principal-In-Charge for his previous firm.

Billes partners Resumés


gerald W. Billes, aia, NCaRB, Noma

As an owner and principal of architectural and plan-ning firms since 1975, Mr. Billes has extensive educa-tional training and experience in architecture, urban design, and master planning. He is a licensed architect in three states and has managed numerous architec-tural and planning projects for clients in the public and private sectors. His work has included architectural design, master planning, interior design, land use and zoning, project feasibility studies, and transportation planning.

Mr. Billes has served as an associate professor and ad-junct professor at Tulane University‘s School of Archi-tecture, and as an adjunct professor at Southern Uni-versity’s School of Architecture. He has written articles and lectured to professional, academic and communi-ty organizations about the value of design and about specific aspects of the design profession.

Mr. Billes has overseen the development of major pro-jects, including the Hilton Hotel Master Plan, Phase II of the Aquarium of the Americas, New Orleans Interna-tional Airport Concourse “C” Expansion, the French Mar-ket Revitalization Plan and the New Orleans Center for the Creative Arts. As one of three principals-in-charge of the Ernest N. Morial Convention Center Phase III Ex-pansion, Mr. Billes contributed to the management of the $205,000,000 project.

Mr. Billes has served as a project manager for scores of other projects including the French Market Revi-talization Plan, the Repairs and Renovations to the Louisiana Superdome, the City of Opelousas Compre-hensive Land Use and Zoning Ordinance, the Lambert Advisory Neighborhoods Rebuilding Plan, and Brad Pitt’s Make It Right project in the lower Ninth Ward of New Orleans.

Ceo | principal

educationEducationMaster of Architecture Advanced Studies, Urban Design and Planning,Massachusetts Institute of Technology,Cambridge, MA, 1972

Bachelor of Architecture, Master of ArchitectureTulane UniversityNew Orleans, LA, 1970

licensesLicensed Architect in Louisiana, Mississippi, Florida, Texas

NCARB Certificate

Planner-in-Charge, Louisiana

Licensed Interior Designer, Louisiana

Licensed ContractorGeneral Building Construction, Louisiana

Professional affiliationsAmerican Institute of ArchitectsMember, National, State, and New Orleans Chapter since 1985New Orleans Chapter President, Secretary1991, 1988 - 1989

National Organization of Minority ArchitectsCharter Member of LA Chapter since 1998Vice-President 2002, President 2010

Dean’s Advisory Board MemberTulane School of Architecture, 1999 - 2010

Adjunct Professor, 2006 - 2009Southern University School of Architecture

Civic activitiesNew Orleans Jazz & Heritage FoundationBoard Member 2009-2013

Board of Building Standards and Appealsfor the City of New OrleansBoard Member, 2007-2013

development team Resumés | Billes Partners


Billes partners Resumés

development team Resumés | Billes Partners

24

Richard s. Kravet, aia, NCaRB

With over 30 years of experience in the practice of ar-chitecture, Mr. Kravet’s extensive background includes urban design, feasibility studies, architecture and con-struction for private and public sector clients. His work experience includes significant projects in the states of Texas, Maryland, Pennsylvania and Louisiana. Through-out his career, his work has focused in the areas of ed-ucation, hospitality, institutional, entertainment and residential architecture.

Mr. Kravet recently served as one of three Joint Ven-ture project Managers on the Repairs and Renovations to the Louisiana Superdome project. Mr. Kravet has served in the capacity of Project Manager on such ma-jor projects as the Harrah’s Shreveport Hotel and Ca-sino, Shreveport, Louisiana, a new twenty-four-story luxury hotel and renovation to an existing riverboat casino and its land-based support facilities. Also with Harrah’s Entertainment, Mr. Kravet served as Co-man-ager of the development of Harrah’s Poydras Street Hotel, a new twenty-six-story luxury hotel in New Orle-ans, Louisiana as well as the Harrah’s Louisiana Downs, a conversion of an existing horse racing facility into a land-based casino/race track in Bossier City, Louisiana. Other major work that was overseen by Mr. Kravet in-cluded a new $8,500,000 vocational school for the U.S. Department of Labor Job Corps Program.

Mr. Kravet is a principal of Billes Partners, and serves as Director of Architecture overseeing the design and production of the architectural projects undertaken by the firm. His passion for sustainability is reflected in each project undertaken by the firm, wherein he works with staff to develop appropriate sustainable design practices for each project.

principal-in-Charge

educationBachelor of Architecture Louisiana State University Baton Rouge, LA 1980

Professional affiliationsAmerican Institute of ArchitectsMember, National, Louisiana, and New Orleans Chapter since 1998 Cheasapeake Bay Chapter AIA1988-1997President 1995-1997Secretary 1994-1995Maryland Society AIASecretary 1996-1997

Select ProjectsRenovations and Additions to William Frantz SchoolNew Orleans, LA

Make It Right ProjectPrototypical LEED-H Platinum Affordable Houses (13)New Orleans, LA

Repairs and Renovations to the Louisiana SuperdomeNew Orleans, LA

Mississippi Valley State University Two Residence HallsItta Bena, MS

U.S. Department of LaborNew Orleans Job Corps CenterNew Orleans, LA

licensesLicensed Architect in Louisiana, MississippiNCARB Certificate


tate sNydeR KimseyCourts designer

Impact Tate Snyder Kimsey Architects (TSK) leverages over 35 years of court and justice facility design expertise, including over a decade of consistent work with a single courts client. The TSK team includes the nationally respected court specialist, Robert Boyle, AIA as well as an internationally recognized design and sustainability leader, Windom Kimsey, FAIA. TSK is both experienced collaborating and working in partnership with firms and clients of all sizes throughout the world.

TSK’s understanding of courthouse and courtroom planning and design is best illustrated by the fact that four courthouse projects directed and/or designed by our proposed team members [Windom Kimsey, Robert Boyle] were cited by the National Center for State Courts as among the top 14 courthouse projects in the world in the decade between 2001-2010 [Retrospective of Courthouse Design 2001-2012, National Center for State Courts].

Contact: Robert Boyle, AIA 709 Valle Verde Court Henderson, NV 89014 702.456.3000 office 702.290.5771 cell

Firm InformationTate Snyder Kimsey is an international planning and design firm with their design studio headquartered in Las Vegas with offices in Los Angeles, Reno, and Shanghai, China. TSK has been consistently ranked among the top 50 firms in the US by Architect Magazine, recognized for their commitment to design excellence and sustainability. Throughout TSK’s 53-year history, the firm has been dedicated to the development of progressive, knowledgeable, effective, and sensible design approaches that have been recognized as award-winning architectural and LEED Standard solutions for public institutions. TSK’s project portfolio is diverse and varied in project typology and scale. Their projects range from large complex international projects to those modest in size. Their projects are united in their quality and thoughtfulness of design, as well as their reduced impact on the environment.

TSK’s holistic approach to sustainability equally respects environmental issues, economic factors, and social con-cerns. From implementing logical sustainable strategies to pursuing LEED certification, the firm is committed to creating environmentally responsible design solutions that improve the quality of life for building occupants, reduce operational costs for owners, and help to preserve the natural world around each of us.

To the degree possible Green Building and LEED principles are incorporated into every TSK project. The firm has received 3 LEED Platinum, 8 LEED Gold, 3 LEED Silver, 1 LEED Certified and 5 other Green building projects. TSK’s design studio in Las Vegas has also been recognized as the first LEED Certified building in Nevada, even though it was designed and occupied 6 years prior to USGBC unveiling the current certification process. The following illus-trates samples of the firm’s LEED awarded projects and why TSK is ranked among the Top 20 Sustainable Design Firms in the United States

Their process is collaborative and their partnerships extend beyond the design studio to include the client and the community. Our methodology captures the spirit and uniqueness of place in each of their planning and building design projects, while building stakeholders. They have repeatedly demonstrated that TSK creates more than just buildings, they enrich and build communities.

development team | Tate Snyder Kimsey Firm Profile

25

tate snyder Kimsey Leed and award-Winning projects



TSK Headquarters | LEED Certified

Otay Mesa Land Port of Entry | LEED Silver + Net Zero Designed

Regional Animal Campus | LEED Silver + Top 10 Green Building

Springs Preserve Visitor Center | LEED Platinum Bureau of Reclamation Office | LEED Platinum + Net Zero

Bureau of Reclamation Building 200 | LEED GoldHenderson Community Police Station | LEED Gold



绿色舞步迈向未来GGreen Steps Dance To The Furture

西北方向半鸟瞰图/northwest birdview

McCarran International Airport Satellite D Terminal | International Award-Winning Project

China Steel Construction Headquarters

CXTX International Auto City Development

Shenzhen Technology Towers Jigong Mountain Resort

Yichang City Center Master Plan

tate snyder Kimsey Resumés


development team Resumés | Tate Snyder Kimsey

28

Robert Boyle, aia

Robert Boyle is an architect with 41-years experience planning, designing and directing projects serving Federal, State, County, and Municipal governments. His experience began in 1976 with the planning and design of a small addition to an existing Hot Springs County Courthouse located in rural Thermopolis, Wyo-ming [population 3,000]. Robert’s initial Justice project consisted of one courtroom, a Sheriff’s Department (7 full-time staff), and a 17-bed county detention facility.

Beginning with Hot Springs County, Robert has con-tinued an uninterrupted relationship with county governments and the Justice Community having now completed 62 planning or building design as-signments across 15 states. Courthouse projects have ranged in size from small 1-courtroom facilities to me-ga-courthouse structures designed to house 51-court-rooms. The county detention facilities he has designed and directed have ranged in rated bed capacity from 17-beds to 6,744-beds.

Today, Robert is a nationally recognized leader in the highly specialized field of Justice Architecture. He has completed major building projects serving some of the largest jurisdictions in the US (New York City, Los Angeles, Dallas, and San Diego) as well as those located in major and moderate sized cities a well as small rural communities scattered across the nation. Throughout his career he has worked particularly close with the judiciary of federal, state, county and municipal court systems, Governors, elected national and local officials, county commissioners, local law enforcement, and a wide range of national and international government agencies.

Several of Robert’s projects have been identified and cited by the National Center for State Courts [NCSC] and the American Institute of Architects as among the very best examples in the US including projects cited

by the NCSC among the top 14 courthouses designed and built in the world built during the 2000- 2010 dec-ade.

Mr. Boyle has been an invited guest lecturer at the Na-tional Judicial College, retained by the Department of Justice as a consultant to the National Institute of Cor-rections, as well as an instructor at the National Acad-emy of Corrections in Longmont, Colorado in NIC’s Planning of New Institutions [PONI] seminars where he has provided planning assistance to over 400 repre-sentatives of state, county and municipal government agencies.

Court specialist

educationBachelor of Science in ArchitectureIdaho State University, 1971

Professional affiliationsAmerican Institute of Architects

District Economic Council (DEC), appointed by the Secretary, Department of Commerce)

RegistrationsRegistered Architect: Utah

Certified by the National Council of Architectural Registration Boards

Civic activitiesNevada District Economic Council (DEC), appointment by US Secretary of Commerce, International Trade Agency

Nevada DEC representative on National Legislative Affairs

Trade Mission delegation to China, South Korea and Israel 2012-2013

development team Resumés | Tate Snyder Kimsey

29

Windom Kimsey, faia, Leed ap

Windom Kimsey’s 27-year career includes experience with a wide range of project types, including judicial, civic and aviation facilities. Windom personally over-sees the planning and development of all Tate Snyder Kimsey projects. He has received numerous awards for design excellence and commitment to the profession, including the 2007 AIA Nevada Silver Medal and 2008 AIA Western Mountain Region Silver Medal.

Since first joining the firm in 1991, Windom has worked to enhance the quality of the firm’s portfolio with com-pleted projects that provide clients with exceptional design solutions. He has built a reputation for compel-ling, sensitive design, and has guided the firm to sev-eral prestigious honors, including the AIA Nevada Firm Award, the AIA Western Mountain Region Firm Award.

Windom’s design work has been featured in Architec-ture, Architectural Record, L’ARCA, World Architecture, Metropolis, USA Today and Newsweek magazines. Throughout his career, Windom’s projects have been honored by the American Institute of Architects at the local, state, regional, and national levels. His pro-jects for Tate Snyder Kimsey have garnered 73 design awards over the past decade. Windom is committed to the principles of sustainable design and the development of high performance buildings. He is a LEED Accredited Professional and served as the Design Principal for many of Nevada’s sustainable benchmarks, including the Tate Snyder Kimsey Architects’ Design Studio which was named the first LEED Certified building in Nevada.

Court designer and Leed specialist

educationMaster of Architecture University of Michigan, 1985

Bachelor of Science in ArchitectureUniversity of Michigan, 1983

Professional affiliationsAmerican Institute of Architects

AIA College of Fellows

AIA 150 National Steering Committee

2004 Chair, AIA National Committee on Design

US Green Building Council

2010-2012 President, Alumni Board of GovernorsUniversity of MichiganTaubman College of Architecture and Urban Planning

RegistrationsRegistered Architect: Nevada, California, Wisconsin, Arizona, New Mexico

Certified by the National Council of Architectural Registration BoardsLEED Accredited Professional


tate snyder Kimsey Resumés

Structural EngineeringLeslie E. Robertson Associates, RLLPDaniel A. Sesil, PE, SEwww.lera.com212-750-9000

Vulnerability Assessment/Blast EngineeringWeidlinger Associates, Inc.Albert DiBernardowww.wai.com

Civil EngineeringChester Engineers, Inc., New Orleans, LAKatherine A. Wilhelm, PEwww.chesterengineers.com

Mechanical, Electrical, Plumbing EngineeringJBA Consulting Engineers, Inc.Steven Fisher, Director of Operations New Orleanswww.jbace.com504-830-0139

A/V, Low VoltageJBA Consulting Engineers, Inc.Steven Fisher, Director of Operations New Orleanswww.jbace.com

Data/TelecommunicationsJBA Consulting Engineers, Inc.Steven Fisher, Director of Operations New Orleanswww.jbace.com

Fire ProtectionJBA Consulting Engineers, Inc.Steven Fisher, Director of Operations New Orleanswww.jbace.com

Security ConsultingJBA Consulting Engineers, Inc.Steven Fisher, Director of Operations New Orleanswww.jbace.com

Interior DesignBilles Partners, LLCLisa C. Herron, IIDA, NCIDQwww.billespartners.com

Sustainability DesignBilles Partners, LLCWilliam Peterson, AIA, LEED APwww.billespartners.com

Lighting DesignLam Partners, Inc.Robert J. Osten, Jr., IALD, RAwww.lampartners.com

Acoustical EngineeringNewson Brown Acoustics, LLCMartin Newson, Principalwww.newsonacoustics.com

Vertical TransportationLerch Bates/Dallas OfficeMac Shipleywww.lerchbates.com

Food Service PlanningFutch Design Associates, Inc.Greg Futch, Principalwww.futchdesign.com

Parking ConsultantWalker Parking Consultants/Houston OfficeKenneth C. Wagner, PE/Principalwww.walkerparking.com281-280-0068

Envelope ConsultantCurtain Wall Design & ConsultingMartin C. Landry, Consultantwww.cdc-usa.com

development team | Architectural /Engineering Consultants


architectural /engineering Consultants

development team | Architectural /Engineering Consultants


Landscape ArchitectureSpackman Mossop and MichaelsWes Michaels/Directorwww.spackmanmossopmichaels.com

Life Safety/CodesRolfe Jensen & Associates, Inc.Tom Izbicki/Op. Mgr. Dallas Officewww.rjainc.com

Signage/WayfindingHunt DesignJohn Temple/Principalwww.huntdesign.com

Traffic EngineeringUrban Systems, Inc.Denis Finigan/Principalwww.urbansystems.com


Development teamFinance

oppeNheimeRproject finance/Lead underwriter

Impact Regardless of the best, most imaginative and functional design possible, any Project, in order to be successful, must be affordable! Consequently, the financing for the Project must be structured in such a manner to maximize the use of available Project revenues in order to achieve the highest level of Project design within the bounds of affordability.

Oppenheimer will positively impact this challenge by bringing the full weight of its national resources to the struc-ture, sale and completion of a financing which will fully recognize and understand the revenue constraints of the Project, and at the same time, provide the lowest cost of capital with the most flexible terms available anywhere in this marketplace. No other firm has the ability to bring the name, reputation, creativity and distribution capabil-ity to positively impact the affordability and cost of capital for this significant public effort as the combination of Oppenheimer/Terminus Securities.

Contact: Ralph L. McGinley, Managing Director 50 South 6th Street, Suite 1300 Minneapolis, MN 55402 (612) 337-2780 – Office (612) 396-0986 – Cell

Firm InformationOppenheimer & Co. Inc. (“Oppenheimer”), tracing its roots back to 1881, is one of the fastest growing, full-service investment banking firms in the United States. Oppenheimer, headquartered at 85 Broad Street, New York, New York, is a member of the New York Stock Exchange (under the ticker symbol “OPY”) as well as all other principal

stock and futures exchanges. Oppenheimer ranks in the top 10 investment banks nationally with 87 offices in 22 states and five foreign countries.

Oppenheimer distinguishes itself by its outstanding capital position relative to other firms in its peer group, as the majority of similar sized firms have much less capital. Oppenheimer’s capital is more than sufficient to manage virtually any size financing for our clients. The following table contains a financial summary of Oppenheimer & Co. Inc.’s capital position.

Oppenheimer Public Finance. Oppenheimer’s Public Finance offices serve as originating centers for public fi-nance transactions initiated throughout the country. The Firm has 30 public finance bankers operating out of seven offices and maintains eight municipal bond trading desks (New York, Providence, Philadelphia, Chicago, Kansas City, Los Angeles, Minneapolis and Fort Lauderdale). Public finance clients benefit from Oppenheimer’s expertise in bond underwriting, financial advisory services, mergers and acquisitions advisory, asset monetization, advanced refunding structuring, reinvestment programs, arbitrage rebate analysis, tax increment financing and tax incentive advisory services. Oppenheimer provides services to healthcare providers, non-profit organizations, higher education institutions, governmental issuers, development issuers, developers, corporations and partner-ships.

Oppenheimer Investment Banking. The company is a leading independent, mid-sized investment bank that executes transactions from start to finish in four distinct areas: Public Financings, Private Placements, Mergers & Acquisitions and Advisory Services. The Investment Banking Group is able to provide emerging growth and mid-dle market corporate clients with creative, cost-effective solutions, knowledgeable advice and efficient execution in the raising of capital and the implementation of strategic and financial plans.

Oppenheimer Capital Markets. The institutional business units of Oppenheimer Capital Markets include the award-winning Equity Research Department, Institutional Equity Sales & Trading, Mortgage-Backed Securities trading desk, and the Municipal and Taxable Fixed Income Departments.

Commitment to Municipal FinanceOppenheimer is strongly committed to the municipal finance business. The full resources of the Firm are devoted to all our municipal clients and we believe our commitment, our personnel and our record of achievement define our superior qualifications in serving our clients.

Sales and Distribution CapabilitiesOppenheimer provides a balanced distribution capability, focused on both retail and institutional investors. Given our relationships with retail and institutional investors, our ability to obtain accurate pricing feedback and our abil-ity to access all pockets of demand, Oppenheimer has established a strong track record in the marketing, pricing and distribution of municipal securities.

development team | Oppenheimer Firm Profile


Three-Year Financial History

MEASURE 2010 2011 2012

Total Capital $504,362,000 $508,362,000 $500,740,000

Net Capital $170,758,265 $144,404,773 $141,692,168

Excess Net Capital $146,328,469 $121,754,379 $116,061,223

Limitation on Municipal Underwriting

Over $1.2 Billion Over $1.2 Billion Over $1.2 Billion

development team Resumés | Oppenheimer

34

Ralph L. mcginley

Mr. McGinley serves as Managing Director of the Fixed Income Investment Banking Department of Oppen-heimer & Co. Inc. in Minneapolis. To this position, he brings 30+ years of investment banking experience. Prior to joining Oppenheimer, he headed up Fixed Income for MJSK/John G. Kinnard and Dougherty Dawkins. Before joining the industry in 1982, he served in the public sector for 12 years with; the Metro Inter-County Council in St. Paul, the Toledo, Ohio Coun-cil of Governments and was County Administrator in Anoka County, Minnesota. Building on this strong base of local government expertise, he has focused his investment banking activities on city, county, school districts and state infrastructure projects. In addition to his work in the governmental infrastructure area, he has recently been very involved in project finance banking of a number of public/private partnerships throughout the country. He sits on the Credit Review Committee at Oppenheimer which oversees the credit approval process on fixed income underwritings. He is a Vietnam era veteran of the U.S. Navy.

Mr. McGinley holds a Masters Degree in Business Ad-ministration from the University of Toledo and a Bach-elors Degree in Economics from Wittenberg University. He is fully licensed under FINRA Series 7, Series 53, Se-ries 63 and Series 79.

managing director

educationMasters Degree in Business Administration University of Toledo

Bachelors Degree in Economics Wittenberg University

licensesFINRA Series 7, Series 53, Series 63 and Series 79


oppenheimer Resumés

development team Resumés | Oppenheimer

35

James h. towne

Mr. Towne serves as Executive Director in the Fixed Income Investment Banking Department at Oppen-heimer & Co. Inc. in Minneapolis. In this position, Mr. Towne brings over 24 years of experience in invest-ment banking, financial modeling and derivatives. Pri-or to joining Oppenheimer, Jim served as the Director of Sales at DerivActiv, LLC where he was responsible for client marketing and new product development in the valuation and financial reporting of complex fi-nancial products including derivatives and other hard to value financial instruments. From 1996 to 2007 Mr. Towne was as a Managing Director at Piper Jaffray & Co. where he served as investment banker for trans-actions originating out of the Minneapolis office and was the manager of the fixed income derivatives op-eration. Between 1988 and 1996, Mr. Towne worked in varying capacities at Dain Bosworth (now known as Royal Bank of Canada Capital Markets) in the analytical department and as an investment banker for various public finance groups.

Mr. Towne holds a Masters Degree in Business Ad-ministration with a concentration in finance from the Carlson School of Management at the University of Minnesota and a Bachelor of Science in finance from St. Cloud State University. He is fully licensed under FINRA Series 7, Series 53, Series 63 and Series 79.

executive director

educationMasters Degree in Business AdministrationCarlson School of Management University of Minnesota

Bachelor of Science in Finance St. Cloud State University

licensesFINRA Series 7, Series 53, Series 63 and Series 79


oppenheimer Resumés

development team | Terminus Securities, LLC Firm Profile


teRmiNus seCuRities, LLCCo-underwriter

Impact The Finance professionals at Terminus Securities bring a superior transaction structuring and underwriting plat-form to complex transactions based upon their diverse experience and unequaled quantitative capabilities.

Well known for bringing innovative problem solving and creativity to its governmental and non-profit clients, Terminus has extensive relationships with purchasers of municipal securities nationwide and is a market-leader in the Southern U.S., due to its experience with southern US-based investors in municipal securities. Therefore, in a complex transaction requiring a broad base of investors, Terminus brings significant impact to the structuring and underwriting team.

Contact: Terminus Securities, LLC 3715 Northside Parkway NW, Suite 4-220 Atlanta, GA 30327 Tel: (404) 418-5211 Fax: (404) 495-4725 www.smcterminus.com

Firm InformationTerminus Securities, LLC offers a full range of investment banking services to major governmental entities and corporations throughout the United States. Our primary service focus remains in the Southeast and we are con-sidered a regional investment bank. The firm’s services include Fixed Income Underwriting, Sales and Trading, Derivatives, and Financial Advisory Services. Through these areas of expertise, we continuously strive to foster and maintain relationships with our clients, fine-tune our service and product platform, and continue to develop innovative financial solutions that will redefine the way our clients do business. It is crucial to our success that we understand our client’s needs by developing our knowledge of the operating environment, financial profile, funding goals and objectives, and fiduciary obligations to its stakeholders.

Terminus was founded in 2008 and received formal SRO approval from the SEC, FINRA, MSRB and SIPC in March of 2009. The approval provided the opportunity for the firm to formally underwrite both municipal and corporate securities. The Firm is a wholly owned subsidiary of its parent organization, SMC Terminus Group, Inc., headquar-tered in Atlanta, Georgia.

Terminus currently employs 9 professionals with exceptional investment banking experience, drawn from time spent working with major Wall Street firms, commercial and regional banks, and governmental entities. The ex-perience profile that we offer consists of a combination of prior accomplishments by individuals on our banking team with municipal entities, as well as transactions we have completed or are currently engaged to complete.

We recognize the tremendous amount of trust and commitment that clients place in the investment banking firms they choose to lead or participate in their financings, especially during periods of market disruption and dynamic market changes. As the markets have become more difficult to navigate, more clients have chosen to work with Terminus due to our client-centric focus, extensive market knowledge, and our overall commitment to provide value-added comprehensive solutions to meet our client’s financial objectives.

Our overall commitment to the public finance marketplace is evidenced by the trust that has been extended to us by our clients and the fact that we continue to move forward on a pro-growth agenda within the municipal market. The firm currently maintains offices in Atlanta (GA), Nashville (TN), Columbia (SC), Raleigh (NC) and Bir-

mingham (AL). Consistent with our regional Southeast focus, additional offices in Louisiana are projected in 2014. It is our belief that Terminus can contribute much to the overall effectiveness of your underwriting effort. Key factors to our success as a part of your team include:

• Organizational structure of staff emphasizes teamwork among regional expertise and industry-related knowledge

• Active in all aspects of public finance• Superior execution and creativity; innovative problem solving for governmental and non-profit clients;

unequaled quantitative capabilities• Long-term commitment to serving municipal clients• We have developed a market-leading structuring and underwriting platform that is based upon our di-

verse experience and unparalleled expertise

The following summarizes the municipal bond-related services the team would provide to the JBC:

• Coordinating the efforts of the entire financing team-including planning and implementing the financing schedule-to ensure a cohesive process and successful transaction

• Developing a financing plan and analyzing the impact of various financing scenarios on the Issuer• Working with the JBC, bond counsel, and the financing team, to evaluate different credit structures and

incorporating the optimal structure into the finance plan• Assisting in the preparation and review of all financing documents• Conducting all due diligence sessions for all parties involved• Preparing a marketing and distribution program to reach the entire investor/lender community• Managing the syndicate• Negotiate pricing of the transaction to ensure the lowest cost of capital• Preparing a detailed post-pricing analysis• Providing other assistance, advice and service as appropriate to ensure a seamless financing that achieves

the lowest possible cost of capital.

development team | Terminus Securities, LLC Firm Profile


development team Resumés | Terminus Securities, LLC

38

david Corbin

David Corbin has 25 years of direct hands-on experi-ence in providing financial solutions and addressing the operating needs of municipalities, universities, and development authorities. His service profile includes managing major governmental finance operations and the successful completion of major financial ini-tiatives as an investment banker and financial advisor. From every vantage point, Mr. Corbin has sought to add value and enhance the overall objectives of any engagement or assignment.

As Chief Financial Officer of Atlanta, he was responsible for all financial operations of the City including man-agement of the debt and investment portfolio, budget and accounting, and credit profile. During his tenure he spearheaded the development and creation of the City’s inaugural debt policy and established within the City a senior level department that addressed debt management and investor relations. Mr. Corbin also was responsible for several other significant City initi-atives including the negotiation of the $3 billion wa-ter and sewer consent decree framework and funding program, and the successful completion of Atlanta’s first tax increment district financing for Atlantic Sta-tion, which remains the largest urban brownfield re-development in the United States. During his tenure with UBS Securities in New York, Mr. Corbin served as a Managing Director and head of the firm’s Southeast Municipal Investment Bank Group.

Mr. Corbin’s overall experience is extensive in both tax-exempt and taxable debt offerings and includes engagements for the municipalities including Nash-ville, Atlanta, Birmingham, Columbia (SC), Montgom-ery, Detroit, District of Columbia, St. Louis and Fulton County (GA).

Ceo and president

Certifications Series 24, Series 7, Series 53, Series 63, Series 79

Prior Career HighlightsChief Financial Officer of the City of Atlanta

Managing Director of UBS Securities, LLC (New York)


terminus securities, LLC Resumés

development team Resumés | Terminus Securities, LLC

39

alice Cao

Ms. Cao joined the Terminus team in the fall of 2011 as a public finance associate. Ms. Cao is a graduate of the Owen Graduate School of Management at Vanderbilt University in Nashville, where she earned a Master of Science in Finance. Her technical and analytical capa-bilities have played a major role in a significant num-ber of financings for firm clients including the cities of Columbia and Birmingham, The University of Georgia and Fulton County, Georgia. Prior to joining Terminus, Ms. Cao began her career as a research analyst with an investment advisory firm, where she analyzed returns and risks of alternative investment strategies including the VIX ETF and managed futures. Her experience also includes an internship with the Industrial and Com-mercial Bank of China. Ms. Cao is a graduate of the University of Hong Kong and received a Bachelor de-gree in Economics and Finance. We feel that Ms. Cao’s strong analytical capabilities add a robust support role to the team.

vice president

educationBachelor of Economics and FinanceUniversity of Hong KongHong Kong, China

Master of Science in FinanceOwen Graduate School of Management Vanderbilt UniversityNashville, TN

Certifications Series 7, Series 63


terminus securities, LLC Resumés

development team | Baker Tilly Virchow Krause, LLP Firm Profile


BaKeR tiLLy viRChoW KRause, LLpNew markets tax Credits

Impact Baker Tilly brings meaningful expertise to structuring, modeling, underwriting, and closing complex transactions involving New Markets Tax Credits. Baker Tilly is one of the top 20 CPA firms nationwide and brings all of the asso-ciated resources to the NMTC consulting practice. Baker Tilly has consulted with more than 60 CDEs in the success-ful deployment of more than $2.5 billion of NMTC into projects nationwide, and currently provides post-closing compliance and administrative management services to CDEs that have more than $1 billion of NMTC allocation.

Baker Tilly has past experience working with a wide range of large, complex projects that include public and private funding. Past projects have included Second Line Studios in New Orleans which was a $43.5MM project that included $24MM in NMTC allocation and created more than 50 direct and 1200 indirect jobs. Other recent ex-amples include a $35MM project for the Milwaukee World Festival, which included $20MM in NMTC allocation to rehabilitate festival grounds that provide $4.6MM in sales tax revenue to Wisconsin and the University of Missou-ri—St. Louis, which involved $8MM in NMTC allocation to develop a satellite campus building. Baker Tilly’s expe-rience in brokering, underwriting and structuring these projects, many of which involve a combination of private funds, bonds and tax credits, is extensive and will prove invaluable on the Civil District Courthouse development.

Contact: Terri Preston Baker Tilly Virchow Krause, LLP, Principal 10 Terrace Court Madison, WI 53718 Office: 608 240-2546 Cell: 312 307-9550 [email protected]

Firm InformationHeadquartered in Chicago, Baker Tilly Virchow Krause, LLP, is one of the nation’s largest and oldest certified public accounting firms, originating in 1931. The staff today includes 190 partners and more than 1,600 total staff locat-ed throughout our offices in Chicago, Detroit, Minneapolis, Washington DC, New York, and in cities throughout Wisconsin.

Since the inception of the New Markets Tax Credit (NMTC) program in 2001, the Baker Tilly NMTC practice has provided comprehensive NMTC services to CDEs, broadly categorized as application writing, NMTC deployment, and post-closing servicing with compliance monitoring. In deploying NMTCs, Baker Tilly has extensive experience brokering NMTC deals, underwriting, structuring, modeling and closing projects. To that end, Baker Tilly has assist-ed in the deployment of over $2.5 billion in NMTCs.

At Baker Tilly, our goal is to help our clients succeed both today and in the future. We are a full-service accounting and advisory firm whose specialized professionals connect with you through refreshing candor and clear industry insight. We have a long history of commitment to our clients, and we strive to ensure your complete satisfaction. Our staff responds to your needs by carefully listening and evaluating your particular situation to properly identify a solution.

development team Resumés | Baker Tilly Virchow Krause, LLP

41

terri e. preston, hCCp

Terri Preston, Principal with Baker Tilly Virchow Krause, LLP (Baker Tilly), has been with the firm since 2001. Ms. Preston is a principal in the Affordable Housing and Community Development Service Team for Baker Tilly. She has worked in the commercial and real estate fi-nance industry since 1987. Ms. Preston has been a pri-mary author in the writing of each New Markets Tax Credit (NMTC) application with which Baker Tilly has been involved and also leads its compliance team. She has underwritten and participated in the closing of multiple NMTC and Low-Income Housing Tax Credits (LIHTC) transactions.

Ms. Preston is a New Markets Tax Credit specialist, pro-viding training, initial CDE set-up support, underwrit-ing support, application and product review, and com-pliance and impact consulting. She currently manages a portfolio of NMTC industry clients relative to applica-tion, placement, impact assessment, compliance, and unwinding of investments.

Ms. Preston is also the founder and a primary partic-ipant of the Community Impact Working Group, an industry working group hosted by Baker Tilly, focused on developing best practices in the measurement of community impact both pre- and post-project fund-ing. Utilizing this experience, she and other staff at Baker Tilly work closely with Baker Tilly’s NMTC clients to develop business strategy, underwrite and place al-location, develop and implement impact assessment and compliance systems, and conduct client and pro-ject audits.

principal

educationUniversity of Wisconsin – MadisonMaster of Arts

University of Maryland – College ParkHousing and Community Development Executive Program

industry involvementNational Leased Housing Association (NLHA), Chair

New Markets Tax Credit Coalition, Board Member

Institute for Responsible Housing Preservation, Board Member

Affordable Housing Tax Credit Coalition, Member

Opportunity Finance Network

NH&RA, Legislative and New Markets Steering Committees

NLHA Education Fund, Chair Emeritus

Valued Advisor Fund, Executive Director

Illinois Valued Advisor Fund, Executive Director

Featured speaker for State and National Economic Development and Housing Conferences and Forums

Published author in national and regional press on topics related to New Markets Tax Credits and affordable housing


Baker tilly virchow Krause, LLp Resumés

development team Resumés | Baker Tilly Virchow Krause, LLP

42

michael p. Ross, Cpa

As a Partner at Baker Tilly Virchow Krause, LLP, a pub-lic accounting firm, Mr. Ross has extensive education-al training and experience in real estate transactions including those involving New Markets Tax Credits (NMTCs). He is a licensed CPA and has consulted with NMTC clients since the initial NMTC funding applica-tion in 2002. In 2003, Mr. Ross helped negotiate one of only six NMTC projects that closed in the nation for that year. His primary responsibilities include provid-ing structuring solutions and interfacing with market participants such as investment providers and partic-ipant lenders. Mr. Ross is considered an expert in the NMTC industry.

Baker Tilly’s transaction team has helped Community Development Entities (CDEs) place more than $2.5 bil-lion of NMTC allocation, with Mr. Ross personally over-seeing $1 billion of these qualified equity investments.

Throughout his career, Mr. Ross has managed client relationships in all sectors of the real estate market, in-cluding market-rate housing, senior and assisted living housing, affordable housing, hospitality buildings and businesses, office buildings, industrial buildings and land development.

Mr. Ross has served a critical role in setting up Baker Tilly Capital, LLC, and The Valued Advisor Fund, LLC. These entities were set up to assist accredited and institutional investors place equity with real estate developments and businesses seeking capital and to help clients secure financing.

partner

educationBachelor of Business Administration in AccountingUniversity of Wisconsin—WhitewaterWhitewater, WI, 1987

Professional affiliationsAmerican Institute of Certified Public Accountants (AICPA)

Wisconsin Institute of Certified Public Accountants (WICPA)

Affordable Housing Tax Credit Coalition

Wisconsin Housing and Economic Development Association Tax Credit Advisory Committee

New Markets Tax Credit Coalition

Featured speaker for Wisconsin statewide New Markets Tax Credit educational series sponsored by the Department of Commerce and the Wisconsin Housing and Economic Development Association

National, state, and local speaker on subjects related to affordable housing and community development

licensesCertified Public Accountant, Wisconsin

Licensed Investment Banker


Baker tilly virchow Krause, LLp Resumés

development team | Cohn Reznick Firm Profile


CohN RezNiCKproject feasibilityproject accounting

Impact As one of the top accounting firms in the United States, CohnReznick provides forward-thinking service across nearly two dozen industries and serves businesses ranging from multigenerational family-run enterprises to pub-lic companies in the Fortune 1000.

We have the deep resources and technical acumen of a large national accounting firm without sacrificing the hands-on, entrepreneurial approach that today’s dynamic business environment demands. This combination al-lows us to offer the proactive insight and guidance our clients need as they grow and evolve.

Contact: Tracy Reichanadter Business Development Manager 813 Congress Avenue, Suite 200 Austin, TX 78701 512-494-9100 [email protected]

Firm InformationNature of Business/SizeCohnReznick is a national audit, tax, and business advisory firm founded in 1919. Because of our depth of resourc-es across service lines, we serve in a variety of client service roles, including primary auditor, advisor, tax consul-tant, and other specialized roles. In addition to solid capabilities in core practice areas, CohnReznick has expanded the breadth of our service offerings in response to our clients’ needs. We foster collaborative connections across every level and branch of our organization so that the professionals who will serve you will have access to our firm-wide depth of resources.

CohnReznick is almost as old as the profession of public accounting in the United States. In 1919, Julius H. Cohn, one of the country’s first certified public accountants, founded the firm J.H. Cohn in Newark, New Jersey. His central belief was that providing consistent, excellent service would bring success for both the firm and its clients.

Financial Feasibility and Financial Services For more than 35 years, CohnReznick has helped our clients obtain financing through various sources. Using a consultative approach, CohnReznick helps our clients determine which program to apply for based on the speci-fied project. We can then help them receive the maximum benefit under the applicable program by guiding them through the application process, addressing regulatory requirements, providing cost certifications, audited finan-cial statements and tax returns during project operations. We maintain relationships with approved lenders, and can assist owners and developers with regulatory requirements.

We have prepared financial feasibility models and applications, assisted with obtaining tax exempt bonds to com-plete financing sources, and prepared mixed finance submissions for closing. We assist with reporting and record keeping during the construction and operating periods.

development team Resumés | Cohn Reznick

44

matthew J. stille, Cpa

Matt Stille is a Partner in the Audit and Accounting De-partment of CohnReznick’s Austin office. He has over 15 years of public accounting experience encompass-ing audit, accounting, tax, cost certifications, investor requested agreed-upon procedures and other rele-vant accounting services. Matt’s industry experience includes clients in the tax credit industry (New Markets Tax Credits, Historic Tax Credits, & Low-Income Hous-ing Tax Credits), government public housing authori-ties and other governmental clients, assisted housing industry, residential real estate, assisted living facili-ties, construction contractors, small business and the non-profit sector. He provides these clients with a variety of services which includes financial statement audits, cost certifications, evaluating internal controls and numerous agreed upon procedures engagements.

Matt’s responsibilities at CohnReznick include plan-ning and performing audit and tax engagements in the tax credit arena (New Markets Tax Credits, Historic Tax Credits, & Low-Income Housing Tax Credits), public housing authorities, multifamily residential real estate, and construction, including audits in accordance with GAGAS, HUD audit guidelines, and OMB A-133. These duties involve client communication including analyz-ing client transactions, making constructive sugges-tions to improve client operations, compliance audit-ing of federal assistance programs, recognizing and resolving potential or existing problems, and working with audit associates in the areas of training, supervis-ing, and reviewing their work. Matt has also worked extensively on a due diligence engagement for a cli-ent’s S-1 filing with the SEC.

partner

educationB.S.B.A Accounting,Central Michigan University

Professional affiliationsUrban Land Institute

American Institute of Certified Public Accountants

Texas Society of Certified Public Accountants

North Carolina Association of Certified Public Accountants

licensesCPA - Texas

CPA – North Carolina


Cohn Reznick Resumés

development team Resumés | Cohn Reznick

45

Christopher thomas, Cpa

Chris Thomas is the Office Managing Partner in Cohn-Reznick’s Austin office. With over 15 years of public ac-counting experience, Chris is responsible for providing domestic tax, financial accounting and tax consulting services to individuals, corporations and partnerships in a multitude of industries. He is also responsible for federal and state compliance with partnership tax allo-cation requirements; tax planning and tax compliance reviews for partnerships and corporations, with a focus on low-income housing tax credit projects and real es-tate developers.

Chris has a strong focus and active role in Cohn-Reznick’s tax-incentivized real estate and commercial real estate practice. He has experience in multifamily and commercial real estate, cost certifications and car-ryover allocations and passive activity rules. Clients in-clude publicly-held Fortune 100 companies, non-prof-it housing organizations, and developers across the United States. Chris leads the firm’s cost segregation study practice and also serves as a member of the Uni-versity of Texas McCombs School of Business Advisory Council for the Department of Accounting.

managing partner

educationM.S. Accounting, University of Central Florida

B.S. Accounting, University of Central Florida

Professional affiliationsMember, American Institute of Certified Public Accountants

Member, University of Texas McCombs School of Business Advisory Council, Department of Accounting


Cohn Reznick Resumés


giBBs/yatesConstruction manager at Risk

Impact Gibbs/Yates experience with similar projects, such as the Jackson Federal Courthouse in Jackson, MS, the Louisiana Fifth Circuit Court of Appeal, Louisiana Supreme Court Building and the renovation of the U.S. Custom House in New Orleans will have direct benefit to this project. These projects required strategic phasing, overcoming com-plex regulatory obstacles and coordination with a wide range of agencies. Our successful, local experiences will contribute to the success of the Civil District

Contact: Rob Wooderson, President Gibbs/Yates 5736 Citrus Blvd., Suite 200 New Orleans, LA 70123 (504) 733-4336

Firm InformationYates Construction and Gibbs Construction have formed a joint venture that we feel provides superior value to the Orleans Parish Judicial Building Commission’s Civil District Courthouse. Through combining the resources of our two firms, the Orleans Parish Judicial Building Commission will benefit from Gibbs/Yates local expertise while also capitalizing on the product type expertise. The Gibbs/Yates local office has been in operation in New Orleans for over 37 years and will be the base of operations for this project with support provided by our multiple Gulf Coast Divisional Offices.

Yates ConstructionYates Construction is part of the Yates Companies, Inc. which ranks amongst the top construction service providers in the nation. With annual revenues consistently exceeding $1.2 Billion, more than 25 offices across North Amer-

Development teamConstruction

ica, and over 12,000 employees, we provide a full range of construction services to our clients around the world. Operating throughout the country on a highly diversified construction program, Yates Construction utilizes ex-tensive self-performance capabilities including heavy, civil, concrete, masonry, electrical, mechanical, steel fabri-cation, asphalt/paving, security and utilities. These capabilities allow for more control over schedules and budgets on extremely fast-track projects. The company’s project experience is diverse in size and scope and encompasses an immense record of impressive projects.

Gibbs ConstructionFounded on July 4, 1976, Gibbs Construction is a trusted leader in the construction industry in Louisiana and the Gulf Coast, with revenues averaging over $100 million. We provide general contracting and design-build services in the government, office, healthcare, education, multi-family, historic restoration, industrial, military and hos-pitality markets. With over 37 years of experience in the industry, Gibbs has served as the primary contractor on projects both large and small for numerous public and private clients. In recent years, Gibbs has successfully de-livered some of the most high-profile and unique construction projects in the city, state, and region, including the Louisiana Mercedes-Benz Superdome Re-Skin & Champions Square Grand Staircase projects; renovations to U.S. Custom House, renovations to Walk-On’s Bistreaux & Happy’s Irish Pub at 1009 Poydras Street; new construction of Marrero Commons Multi-Family (formerly BW Cooper); design-build of The City of New Orleans Four Libraries; renovations to the New Orleans Louis Armstrong International Airport; as well as the 21-story high rise apartments and retail at 930 Poydras Street. Our extensive resume includes both large and small projects in new construction, design-build, renovations, modernizations, additions, and build-outs.

Gibbs/YatesSpecific Courthouse and Relevant Government/Military Past Experience includes: U.S. Districts Court Building (Jackson, MS) U.S. Districts Courthouse (Plano, TX) U.S. Districts Courthouse (Alpine, TX) Tarrant County Civil Courts Building (Fort Worth, TX) Jefferson Parish Correctional Center [Matt, suggest plugging project locations on your projects] Jefferson Parish District Attorney’s Office Louisiana Fifth Circuit Court of Appeal U.S. Court of Appeals, Fifth Circuit U.S. Custom House Renovation (which includes U.S. Tax Courts and Judicial Offices) Barksdale Air Force Base Building 5736, Barksdale, LA 26th Weather Squadron Operational Center and Offices 340th Weapons Squadron Admin. Offices JRTC Headquarters, Fort Polk, LA

Specific Multi-Family, Retail and/or Office Past Experience includes: 930 Poydras Street Hi Rise Apartments Marrero Commons Multi-Family Crescent Club Apartments Preserve Apartments American Can Apartments Everglades on the Bay Water Club Beach Club

development team | Gibbs/Yates Firm Profile


We feel that the Gibbs/Yates team is an ideal selection for the Orleans Parish Judicial Building Commission in that we combine the local knowledge and expertise of Gibbs Construction with the national presence and courthouse experience of Yates Construction.

From our perspective, quality begins with choosing a team that possesses the right tools for the trade whether they are design professionals, consultants or contractors. Assembling a team that has the clarity to understand the task at hand, the curiosity to explore the available options, the creativity to arrive at the appropriate solution and the competency to enact the solution will be key to the success of this project. The Gibbs/Yates Team has these attributes.

development team | Gibbs/Yates Firm Profile


Recognized as an industry leader known for integrity and strategic vision, Lawrence C. “Larry” Gibbs pro-vides a combination of executive leadership, construc-tion business acumen and focused direction as Chief Executive Officer to Gibbs Construction, the commer-cial construction company he founded on July 4, 1976. Under Mr. Gibbs’ guiding direction, Gibbs Construction has grown from a small startup general contracting firm, into one of the most successful commercial and industrial construction and design build companies in Louisiana, with average annual revenues in excess of $125 million. With over 40 years of construction experi-ence, Mr. Gibbs has led Gibbs Construction to become a top contractor in the military, government, health-care, education, multi-family, historic renovation, in-dustrial and hospitality markets.

With a reputation for fairness, trustworthiness and en-trepreneurial spirit, Mr. Gibbs’ contributions of mentor-ing, guidance, and leadership has been vital to the in-dustry as a whole, including roles as past vice president of the Construction Industry Legislative Council, past New Orleans chapter president and statewide presi-dent of the Associated Builders and Contractors, Inc. (ABC), past board member of the ABC National Board of Directors, past chairman of the Louisiana Chapter of the Young Presidents Organization (YPO). Gibbs is an active member of the Chief Executive Organization (CEO) and is actively involved in lobbying for free en-terprise and merit shop principles in the construction industry.

Both Mr. Gibbs and Gibbs Construction have been honored numerous times for outstanding achieve-ment and leadership. Gibbs has twice received the ABC Construction Industry Leader of the Year award. He has received the East Jefferson General Hospital Auxiliary Great Gentlemen Award, the 1997 Louisiana Entrepreneur of the Year Award for construction and

was inducted into the Junior Achievement Business Hall of Fame in 1994. Gibbs Construction received the Military Contractor of the Year Award for their design/build efforts and outstanding success constructing the mission critical 8th Air Force Combat Command Center at Barksdale Air Force Base. Gibbs Construction’s suc-cess was also honored with the Commercial Contrac-tor of the Year award in 2000.

Mr. Gibbs community leadership includes service on the President’s Advisory Board at Jesuit High School, the Board of Trustees and the Building Committee of St. Martin’s Episcopal School, Loyola University Busi-ness School Visiting Committee, the Board of Directors of the New Orleans Job Initiative and East Jefferson General Hospital’s Business and Professional Commit-tee for Development. He is past education chairman and past chairman for the Louisiana Chapter of the Young Presidents Organization (YPO), and is a member of the Jefferson Business Council and Jefferson Cham-ber of Commerce.


gibbs Construction Resumés

49

Lawrence C. gibbsChief Executive Officer

educationBachelor of Science - Civil EngineeringLouisiana State UniversityBaton Rouge, LA

development team Resumés | Gibbs Construction

Robert S. Wooderson serves as Gibbs Construction’s President and oversees Gibbs’ operations in Louisiana, Mississippi, Alabama, Arkansas and Florida.

Rob earned a Bachelor of Science degree in manage-ment from the University of New Orleans in 1984. Upon graduation, Rob began his career at Gibbs Con-struction as a project engineer, then superintendent and later project manager. While at Gibbs, he earned a Master of Business Administration from the University of New Orleans in 1988. After nine years, Rob moved on to work for Southern Homes and Integrated Re-sources Group as project manager and Historic Resto-ration, Inc. as project manager and then vice president of construction and design.

At Gibbs Construction, Rob brings a total of 29 years of experience in institutional, government, military, com-mercial, resort, hospitality, civil, and post-disaster con-struction. In 2002, Rob returned to Gibbs Construction as Project Executive and Vice President responsible for overseeing the operations of the estimating and pre-construction department and design-build and nego-tiated construction work.

Rob took over leadership of Gibbs Construction as President in 2008. In his role, he has direct oversight of business development, preconstruction, estimat-ing and operations departments. He has been directly responsible for more than $1.5 billion in construction projects and is the recipient of numerous Associated Builders and Contractors Awards and Safety Awards.

Serving and contributing as an active member of the community is high priority for Rob. He has served on the board of directors for the Jefferson Parish Chamber of Commerce, and as president and board of directors member for the Associated Builders and Contractors.

Rob serves, or has served, as a member of the follow-ing organizations: The Krewe of Endymion, the Knights of Columbus, St. Mary Magdalene School Board Mem-ber, Civic Association President, Driftwood Park Civic Association Board Vice President, Youth Sports Coach for Kenner Parks and Recreation Department, Legatus and Men of Manresa.

development team Resumés | Gibbs Construction


gibbs Construction Resumés

50

Robert s. WoodersonPresident

educationMaster of Business AdministrationUniversity of New OrleansNew Orleans, LA

Bachelor of ScienceUniversity of New OrleansNew Orleans, LA

Relevant experienceU.S. Customs HouseNew Orleans, LAGeneral Services Administration$24,295,967

Barksdale AFB Building 5736Barksdale, LALouisiana Air National Guard$7,062,211

Jefferson Parish District Attorney’s OfficeGretna, LAJefferson Judicial Enforcement District$9,100,000

Louisiana Fifth Circuit Court of AppealNew Orleans, LAGeneral Services Administration$8,000,000

Marrero Commons Housing DevelopmentNew Orleans, LAHANO/KBK - Public/Private Development$87 Million

development team Resumés | Yates Construction


yates Construction Resumés

Chet Nadolskisenior vice president

Chet Nadolski serves as Yates Construction’s Senior Vice President and oversees Yates’ operations in Louisiana, Mississippi, Alabama, and Florida.

Chet earned a degree in civil engineering from the U.S. Military Academy, West Point in 1991, where he was a dean’s list scholar. Upon graduation from West Point, Chet was commissioned as a Second Lieutenant in the U.S. Army Corps of Engineers and resigned his Commission with an honorable discharge as Captain. While in the military, he completed the U.S. Army Corps of Engineers Basic and Advanced courses in 1992 and 1994, respectively, and earned a master’s degree in civil engineering, graduating summa cum laude, from the University of Missouri in 1995.

At Yates Construction, Chet brings a total of 22 years experience in institutional, government, military, commercial, resort, hospitality, civil, post-disaster and residential construction. He was promoted in 2001 to Division Manager, and in 2003 to Senior Vice President of the Yates’ Gulf Coast Division, the company’s largest division. He is responsible for all aspects of the Division to include, but not limited to, Operations, Safety, Fiscal Accounting, Human Resources, Estimating, Marketing, Purchasing and Scheduling. Additionally, he is responsible for all projects from pre-construction services to estimating and close-out including, but not limited to, scheduling, project budgeting, materials expediting, subcontract negotiations, subcontract coordination, quality control and safety. He has been directly responsible for more than $3 billion in construction projects and is the recipient of numerous Associated Builders and Contractors Awards and Safety Awards.

He serves on the Board of Directors for the Mississippi Gulf Coast Chamber of Commerce, is a member of the Biloxi Chamber of Commerce, and is a graduate

of Leadership Gulf Coast and the Masters Leadership Program. Additionally, he is currently serving as Co-Chairman of the Industry Division for the United Way of South Mississippi. Chet was named one of the Top 40 Under 40 in 2004, is a member of the Biltmore Who’s Who and the Society of Military Engineers. He serves on Our Lady of Fatima’s School Board and Advisory Council, is a member of the Fatima Men’s Club and coaches his son’s football team. He has served on the Military Affairs Committee, the Downtown Biloxi Preservation Committee, and was on the royal court in 2004 for the Gulf Coast Carnival Association and the royal court in 2008 for the Revelers.

educationMaster of Science in Civil EngineeringUniversity of Missouri Columbia, MO

Bachelor of ScienceUnited States Military AcademyWest Point, NY

Relevant experienceJackson Federal CourthouseJackson, MSGeneral Services Administration$136,000,000

CenturyLink Technology Center of ExcellenceMonroe, LACenturyLink$120,000,000

GSA Regional Field OfficeHouston, TXGeneral Services AdministrationConfidential Cost

Armed Forces Retirement HomeGulfport, MSGeneral Services Administration$205,000,000

development team Resumés | Yates Construction


yates Construction Resumés

Cleet mchenryproject executive

Cleet McHenry has over 20 years experience in the construction industry. He has excellent skills in problem solving and a unique ability to envision the end product by relying on his extensive experience in the construction industry. He has received many awards and certifications during his career and this has made him an invaluable asset to Yates Construction.

As Project Executive, Cleet will direct all phases from pre-construction, design and construction, through close-out of large facility construction projects. He will serve as clients’ liaison with respect to all design, technical, and construction issues throughout. Furthermore, he will manage the performance of the design teams and progress of design development activities. He will lead procurement efforts and implemented procedures and project controls. He will also confer with engineers, architects, and subcontractors on changes to cost or schedule, and developed targeted solutions to achieve results.

Other responsibilities will include dissecting each project in detail and offering reliable and inventive solutions to maximize resources and eliminate waste without sacrificing quality. He will plan work, set priorities, and assign tasks to engineers, project managers, site supervisors, safety managers, subcontractors and support personnel.

educationBachelor of Science in Construction Engineering TechnologyUniversity of Southern MississippiHattiesburg, MS

Certifications and SkillsOSHA 30 Hour Training CourseData Management Training Including Estimating, Scheduling, Value Engineering, Contracts and Cost Control

Relevant experienceJackson Federal CourthouseJackson, MSGeneral Services Administration$136,000,000

CenturyLink Technology Center of ExcellenceMonroe, LACenturyLink$120,000,000

Wallace Creek Regimental ComplexCamp Lejeune, NCNAVFAC Mid Atlantic$194,000,000

Diversified Technology CenterRidgeland, MSErgon, Inc.$13,500,000

Mississippi Library CommissionJackson, MSState of Mississippi Bureau of Buildings and Grounds$10,000,000

Mississippi Power Operations Center

Lyman, MC

Mississippi Power Company

$24,500,000


LatteR & BLum pRopeRty maNagemeNtoperations and maintenance

Impact Latter & Blum Property Management will bring a detailed understanding of courthouse operational needs and requirements to this project both through recent and current management projects that are very closely related to the proposed CDC facility.

The unique operations of a court and the unique security requirements of high-profile government operations are both familiar to Latter & Blum. The company has prior experience managing the Lake Charles U. S. District Courthouse Building and currently provides management services for facilities occupied by the Federal Bureau of Investigation.

As a result of these closely related management projects, Latter & Blum staff has the experience to develop an op-erations, management and maintenance team to keep all physical plant operations of the court running smoothly. We also have considerable high rise office management and retail management experience. Of particular note for such a sensitive operation, we employ a security consultant with extensive law enforcement experience.

In addition, the firm’s principal, Joseph Pappalardo, is a licensed attorney and a former Assistant City Attorney in New Orleans. Though today he is far removed from the active practice of law, Mr. Pappalardo is uniquely qualified to understand the needs of the court, an understanding which has grown through the management projects of Latter & Blum.

Development teamOperations and Maintenance

development team | Latter & Blum Property Management Firm Profile


Contact: Joseph S. Pappalardo, J.D., CPM 5557 Canal Boulevard New Orleans, LA 70124 504-483-7028 (office) 504-329-3965 (cell)

Firm InformationLatter & Blum Property Management is in the top echelon of the most successful full-service property manage-ment and leasing companies in the Gulf South. We offer management expertise for all types of commercial prop-erties, including government agency buildings and other commercial office space including high-rise towers; and retail space including shops, markets and other retail. Our commercial division has consistently managed over 5,000,000 sq. ft. throughout Louisiana & Mississippi over the last 15 years.

In addition to management of commercial and retail facilities, Latter & Blum Property Management has an exten-sive management portfolio including multi-family communities, residential properties, and Affordable and Public Housing.

Latter & Blum Property Management, Inc. is one of only a few of Louisiana management firms that has been awarded the prestigious Accredited Management Organization (AMO)® from the Institute of Real Estate Manage-ment (IREM)®. IREM awards the designation to real estate firms who have demonstrated a superior level of perfor-mance and financial capability.

We’ll maintain your facilities safely and cost-effectively whether it’s leasing, budgeting, daily maintenance, CAM reconciliations or construction management. Latter & Blum offers the largest and most well-trained staff of CER-TIFIED PROPERTY MANAGERS (CPM®) to handle management, leasing, maintenance, leasing and staffing of your project.

Latter & Blum Property Management also offers real-time accounting technology, risk reduction expertise, leasing, lease enforcement, preventative maintenance and engineering personnel.

development team Resumés | Latter & Blum Property Management Resumés

55

debbie usrey harvill, Cpm

As Chief Operating Officer, Debbie is responsible for the management of the company’s operating units, in-cluding oversight of the Commercial, Retail, Industrial and Single Family property management operations. Debbie is also responsible for the company’s leasing and consulting efforts throughout the Gulf South.

Debbie brings over 30 years of property management experience to her position, nearly half of that at Latter & Blum. Her career highlights include:

• Management of virtually every type of residential and commercial real estate investment

• Maintains focus on the profitability of your invest-ment -- achieving and exceeding your goals

• Extensive knowledge of property management along with leasing and supervisory skills

• Expertise in construction management, property analysis and tenant retention

• Her accomplishments while working with indus-try leaders such as C.J. Brown, Inc., and Johnson Properties, Inc. have earned her numerous awards of recognition

Chief operating officer

Professional affiliations, Recognitions & MembershipsLicensed Real Estate Broker, State of Louisiana

Commercial Investment Division®, Past President

CID® Member of the Year 1994

Trends In Real Estate Chairman 1995

CERTIFIED PROPERTY MANAGER®

Institute of Real Estate Management®

Greater Baton Rouge Association of Realtors®

NAI Property Management Council Leadership Board, Secretary-Treasurer


Latter & Blum property management Resumés

development team Resumés | Latter & Blum Property Management Resumés

56

Joseph s. pappalardo, J.d., Cpm

Since forming Latter & Blum Property Management in 1989 with Robert W. Merrick, Joe Pappalardo has embraced a philosophy of service for his clients with a strong emphasis on training for his employees. He brings a wealth of experience to the team at Latter & Blum including:

• Leadership positions in real estate for over 30 years

• Affiliation with the industry’s top professional or-ganizations

• A licensed real estate professional in four states: Louisiana, Alabama, Texas, Mississippi.

• A long list of credentials, including: Licensed At-torney, Certified Property Manager, General Con-tractor and Insurance Agent

• Provided counsel to three Louisiana governors as a member of the Louisiana Real Estate Commis-sion and served as Chairman for two terms

president

Professional affiliations, Recognitions & MembershipsMember Emeritus and Past Director, Association of Real Estate License Law Officials (ARELLO)

President, Louisiana Chapter of the Institute for Real Estate Management® 1988

Louisiana Real Estate Commissioner, 1988-2000

Past Director, New Orleans Metropolitan Association of Realtors

Past Director, Louisiana Realtors Association

Recipient of numerous awards for service to the industry

CERTIFIED PROPERTY MANAGER® and Graduate Realtors Institute®

Memberships include the Institute of Real Estate Management IREM® and the Louisiana State Bar Association


Latter & Blum property management Resumés

siemeNssystems operations

Impact Siemens, a leader in building technology and energy management, offers world-class products and services to the Civil District Courthouse project. And while Siemens is a global leader with enormous resources, we are also local to New Orleans, employing local people and benefitting the local economy. The services Siemens is able to pro-vide ranges from project financing support to energy management, building technology systems, maintenance and operations. Our impressive financial stability means that we will be here to service the JBC for the life of the building.

Contact: John Agnelly Siemens Industry, Inc. 150 Teal St, Suite 100 St. Rose LA 70087 Office: (504) 466-9300 Cell: (504) 559-7711 Firm InformationSiemens AG (NYSE:SI) is one of the world’s largest global electronics and engineering companies, with reported worldwide sales of $107.4 billion in fiscal 2008. Founded 160 years ago, the company is a leader in the areas of medical, power, automation and control, transportation, information and communications, lighting, building technologies, and water technologies and services.

Siemens in the USA has sales of $21.4 billion and employs approximately 70,000 people throughout all 50 states and Puerto Rico. Eleven of Siemens’ worldwide businesses are based in the United States.

Siemens has ranked:• The largest electronics, electrical equipment company in the world • The 22nd largest company in the world The ninth largest employer in the world • The second most-admired electronics company in the world • 11th on the list of top U.S. patent owners • 8th largest spender on R&D in the world

Financial Stability and SecuritySiemens continues to be a strong, dominant global and local leader in financial growth, stability, and security. In today’s economic climate, it is important to research and understand the financial stability and security of the company you are choosing for a long-term energy management partner. As the term for most performance con-tracts is 12 or more years, a company’s longevity, stability, and financial strength are key to ensuring that your chosen partner will remain your strategic partner for the entire term of the contract.

Types of ServicesWith over 118 years of building management and control expertise in North America, Siemens serves our North American customers through a network of over one hundred field offices. We are the recognized leader in manu-facturing, installing and servicing solutions that improve energy efficiency and building performance.Siemens Industry, Inc.’s vision is to provide global leadership in energy resource management, delivering world-class product innovation and sustainable building performance that serves to enhance the environment. We help our customers reduce their energy costs, ensure power reliability and improve power quality through our compre-hensive energy programs which include: energy conservation, energy audits, performance assurance, energy-sav-

development team | Siemens Firm Profile


ing verification and energy monitoring and managementOur environmental initiatives help our customers in reducing greenhouse gases and minimizing the environmen-tal impact of their building by optimizing energy consumption. Siemens provides LEED Certification and Manage-ment and indoor environmental quality services.

Siemens services include:• Environmental initiatives• Solar Power• Fuel Cell Technology• Cogeneration Technology• Wind Power• Utilities Procurement• Information and Communications Systems• Fire Alarm & Life Safety• Security

The Best of Both Worlds: Global Capabilities and Local PeopleAt Siemens, we believe in keeping Louisiana dollars in Louisiana by investing in local people, resources and com-munities. With over 400 local employees, fully staffed service centers in Louisiana.

In addition, account management, engineering, design, delivery, project management, implementation, service, measurement and verification are primarily performed by local professionals who are residents of the communi-ties in which they work, having a vested interest in the well-being of Louisiana’s economy. Our team within the Gulf Coast Area is comprised of some of the highest quality individuals in the industry. Further, as your partner, we will employ preferred and local subcontractors to support our local Louisiana economy and insure that Louisiana money stays in Louisiana.

Community commitment, local expertise and the enormous resources and technical expertise of a global leader provide you the best of both worlds. Whether directly involved or as active support behind the scenes, our people are truly there for you.

development team | Siemens Firm Profile



stoNe pigmaN WaLtheR WittmaNN LLCdeveloper’s Counsel

Impact Stone Pigman’s Real Estate, Finance and Construction Practice Group offers a full range of services for all aspects of real estate acquisitions and dispositions, financing, leasing, land use, construction, environmental law, insurance and tax. The project will benefit from our significant experience structuring, documenting and concluding com-plex real estate transactions that have included public/private partnerships, mixed-use developments, traditional office and retail projects, industrial, utility and port facilities, sports, hospitality and leisure projects.

Contact: Phillip A. Wittmann 546 Carondelet Street New Orleans, LA 70130 504-593-0804 office 504-596-0804 fax [email protected]

Firm InformationAs counsel for real estate owners, developers, buyers, sellers, institutional lenders, landlords and tenants, Stone Pigman lawyers have been involved in most of the major commercial real estate developments that have occurred in the greater New Orleans metropolitan area over the last several decades, as well as many significant projects throughout the rest of Louisiana, the Gulf South and the United States. We offer a full range of services for all aspects of real estate acquisition, leasing, financing and development. Our clients benefit from our lawyers’ sig-nificant experience in structuring, documenting and concluding complex projects and, when necessary, litigating on their behalf. We have used our skill and experience to help clients with traditional retail and office projects, mixed-use developments, industrial, utility and port facilities, sports, hospitality and leisure projects, residential

Development teamLegal

development team | Stone Pigman Walther Wittmann, LLC Firm Profile


developments and public/private partnerships.

Stone Pigman lawyers are proficient in current lending techniques and have an in-depth understanding of the unique issues in Louisiana lending law. Because of that expertise, Stone Pigman is frequently called on by private businesses and public entities coming into Louisiana to acquire and finance projects and is often called on to serve as local counsel in multi-state lending transactions. In our work for borrowers and lenders, we have handled myr-iad conventional financing transactions; represented developers, trustees and bond purchasers in bond financ-ing transactions; and represented both lessees and owners in sale/leaseback transactions. Members of the Real Estate, Finance and Construction practice group often team up with members of the Bankruptcy and Creditors’ Rights practice group to represent clients in loan work-outs, restructuring, foreclosures and insolvency matters.

development team Resumés | Stone Pigman Walther Wittmann, LLC

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phillip a. Wittmann

Mr. Wittmann concentrates his legal practice in com-mercial litigation, class actions, toxic tort litigation, products liability and antitrust matters. He has ex-tensive trial experience, maintains an active litigation practice and is a frequent lecturer.

Mr. Wittmann has been the lead attorney on numerous high-stakes litigation matters in Louisiana. He success-fully represented Cameron International Corporation in a multi-district litigation arising from the BP oil spill in which Cameron was dismissed on all claims. He rep-resented Anheuser-Busch in a trademark infringement claim regarding the rights to the phrase “Ultimate Fan,” which the company used in a series of advertisements. He represented Dole Food Company in longstanding litigation regarding personal injuries from exposure to pesticides in Central America. Mr. Wittmann also rep-resented Dell, Inc. in unfair competition litigation. Ad-ditional clients include ConocoPhillips, Merck & Com-pany, ExxonMobil Corporation, R.J. Reynolds Tobacco Company, BG LNG Services, and Papa John’s Pizza.

Mr. Wittmann is the 2000 recipient of the G. Duffield Smith Outstanding Publication Award from the De-fense Research Institute, the 2005 recipient of the American Inns of Court Professionalism Award in the Fifth Circuit, the 2008 recipient of the Louisiana Bar Foundation’s Curtis Boisfontaine Trial Advocacy Award and the 2010 recipient of the Louisiana Bar Founda-tion’s Distinguished Attorney Award. Mr. Wittmann is the 2011 recipient of the Federal Bar Association New Orleans Chapter’s John R. “Jack” Martzell Professional-ism Award.

He has been named to The Best Lawyers in America in the fields of bet-the-company litigation, commercial litigation, environmental litigation and personal injury litigation-defendants since its initial publication. He has been named to Chambers USA in the field of gen-

eral commercial litigation. He has been named to Lou-isiana Super Lawyers and Who’s Who Legal--The Interna-tional Who’s Who of Business Lawyers-Product Liability Defense. Mr. Wittmann has also been recognized as a Louisiana litigation star by Benchmark Litigation.

member

educationJ.D., Tulane University School of Law, 1961Phi Beta KappaOrder of the CoifOmicron Delta KappaServed on the Tulane Law Review Board of Editors

admittedUnited States Supreme CourtUnited States Fifth, Sixth and Eleventh Circuit Court of AppealsAll Louisiana federal and state courts

Professional affiliationsNew Orleans Bar Association, Past President

Civil Rules Advisory Committee of the Judicial Conference of the United States, Former Member

American Bar Association, House of Delegates Former Member

Louisiana State Board of Legal Specialization, Past Chair

Louisiana State Bar AssociationHouse of Delegates MemberContinuing Legal Education Committee MemberAntitrust Section Member

American College of Trial Lawyers Fellow

American Academy of Appellate Lawyers Fellow

International Society of Barristers Fellow


stone pigman Walther Wittmann, LLC Resumés

development team Resumés | Stone Pigman Walther Wittmann, LLC

62

michael R. schneider

Mr. Schneider is the Co-Chair of the Stone Pigman’s Real Estate Practice Group. He has extensive experi-ence in the area of sophisticated commercial real es-tate transactions in Louisiana and elsewhere. He has been involved in many of the major commercial real estate transactions and gaming developments in the region. He has an intimate understanding of the laws, rules and regulations that come into play when devel-oping property in Orleans Parish.

Mr. Schneider has been the lead attorney on multi-ple hotel real estate transactions. He represented the owners of the Loews New Orleans Hotel with the origi-nal purchase of the property, the redevelopment of the property from an office building into a hotel, the resto-ration of the award-winning Piazza D’Italia adjacent to the hotel, and the sale of the hotel to Inland American Lodging Group. He represented a local developer with the acquisition and financing of the Windsor Court Ho-tel in New Orleans. He also represented the developer of the Wyndham Riverfront Hotel in New Orleans in acquisition, development and financing of the Hotel.

Mr. Schneider represented Circle Food Stores, Inc. in connection with the redevelopment of the New Orleans’ iconic 7th Ward grocery store and was a key member of the team that secured a variety of financial assistance for the project.

He represented Zelia, LLC (an entity owned by the fam-ily of the New Orleans Saints and New Orleans Pelicans owner Tom Benson) in connection with the Saint’s leases for the Mercedes-Benz Superdome and training facility and with the mixed-use project now known as Benson Tower and Champions Square. He also assist-ed the New Orleans Pelicans in lease negotiations with the New Orleans Arena and funding for a new team training facility.

Mr. Schneider has also been involved with drafting and negotiating leases for several new stores in New Orleans. Recently he represented the owner of the Jax Marketplace in negotiating a lease with H&M for its first store in Louisiana.

member

educationJ.D., Tulane University School of Law, 1983Magna cum laudeOrder of the CoifTulane Law Review Member

B.A., Stanford University, 1980

admittedLouisiana

Professional affiliationsAmerican Bar Association Member

Louisiana State Bar Association Member

International Council of Shopping Centers Member

Clerk to the Honorable Walter Marcus of the Louisiana Supreme Court, 1983-84

Honors & awardsThe Best Lawyers in America - Real Estate Law and Construction Law

Chambers USA, Client’s Guide to America’s Leading Lawyers for Business - Real Estate

New Orleans CityBusiness Leader in Law.

Louisiana Super Lawyers


stone pigman Walther Wittmann, LLC Resumés

development team | Adams & Reese Firm Profile


adams & Reese Bond Counsel

Impact Adams and Reese attorney Ray Cornelius has been involved in project financings exceeding $6 billion in New Orleans and has led teams of Adams and Reese banking attorneys, economic development attorneys and bond attorneys in the financing of more than $15 billion of Louisiana projects. The firm has been involved in the devel-opment of public/private partnerships that have provided equity and incentives necessary to make projects viable and to entice the development of a large number of major new and expansion economic development projects in Louisiana.

Mr. Cornelius’ experience in particular has included the State of Louisiana in the recruitment of some of the largest commercial, business and industrial projects, drafting legislation underlying the State’s economic development incentives programs, and assisting agencies of state and local governments in the formulation of regulations and policies relating to tax incentives and financing alternatives for new and expanding projects.

Bringing this extensive experience to bear on the new Courthouse for Civil District Court will play a significant role in the success of the project.

Contact: O. Ray Cornelius Adams and Reese, LLP One Shell Square 701 Poydras Street, Suite 4500 New Orleans, Louisiana 70139 504-585-0258 [email protected]

Firm InformationAdams and Reese is a multidisciplinary law firm with offices strategically located throughout the southern United States and Washington, DC. American Lawyer includes Adams and Reese on its distinguished list of the nation’s top law firms - “The Am Law 200.” The National Law Journal also includes the firm on the “NLJ 250” list of the na-tion’s largest law firms. This year, through Ray Cornelius’ efforts and leadership, Adams and Reese was also voted Banking and Finance and Project Finance Law Firm of the Year – USA by Finance Monthly Magazine which ranked firms across the nation.

Two of our practice areas important to the Civil District Court project are economic development and public fi-nance.

Economic Development - Attorneys at Adams and Reese represent both private and public interests related to economic development and incentive negotiation. Our knowledge and experience in understanding the need for economic development together with our ability to monitor and understand the incentives and how they legally can be offered, allow us to effectively facilitate public/private partnerships. Currently, new markets tax credits, property tax abatement, tax increment finance and other local and state provided incentives have successfully provided the necessary assistance to make projects attractive to pursue. Adams and Reese is involved in state and federal legislation and the development of laws that can broaden the scope and results of public/private partnerships. In various transactions, we negotiate at times on behalf of private developers and at other times on behalf of public entities. Our understanding of negotiations from both sides of a transaction often helps result in

an efficient negotiation process.

Adams and Reese represents public/private partnerships for airports and public transit, commercial develop-ments, health care, oil and gas, energy, higher education, port facilities, entertainment and recreation, industrial, residential, urban developments and other types of developments.

Public Finance - The highly involved process of issuing bonds requires the coordination of varied, often opposing interests, which may include voters, elected and appointed officials, special interest groups, state legislators, rat-ing agencies and investment bankers. On the technical side, state laws, local ordinances and the highly complex provisions of federal tax and securities law also come into play.

The bond lawyers who make up the Adams and Reese Public Finance team have extensive experience in public and municipal finance law. Over several decades, members of the team have acted as bond counsel in connection with the issuance of tax-exempt and taxable debt instruments, by state and local governments, private entities and by all manner of public and quasi-public agencies. Their work has led to the financing of hospitals, schools, roads, bridges, public buildings, utilities systems, and all kinds of for-profit and not-for-profit business facilities across the Southeastern United States.

Our Public Finance Law Team has an aggregate of more than 100 years of experience in municipal finance, drafting of legislation and the addressing of state constitutional and statutory issues affecting public finance and other areas of local government law. Our team members have actively participated in various cases in which important questions and issues of public finance law are involved and resolved. Our work has served states, commissions, public trusts, municipalities, counties and parishes, school boars, public utility boars, special service districts, pub-lic building authorities, industrial development boards and hospital boards.

development team | Adams & Reese Firm Profile


development team Resumés | Adams & Reese

65

o. Ray Cornelius

Ray Cornelius joined Adams and Reese in 2003 and is the Team Leader of the firm’s Public Finance team. His role has greatly expanded the firm’s presence in public finance and developed a strategic direction for eco-nomic development representation. Ray focuses his practice primarily on the representa-tion of private companies, state and local government entities and their respective departments, agencies and instrumentalities in the negotiation of economic incentives and public/private partnerships to promote business, industrial and commercial economic devel-opment. His representation has included the State of Louisiana in the recruitment of some of the largest commercial, business and industrial projects, drafting legislation underlying the State’s economic development incen-tives programs, and assisting agencies of state and local governments in the formulation of regulations and policies relating to tax incentives and financing al-ternatives for new industry. His successful endeavors, include among others, the modernization of Louisiana tax increment finance laws and the Louisiana Supreme Court validation of the tax increment laws in the Gon-zales (Cabela’s) case. His other significant contributions include:• Extensive experience in the roles of bond counsel,

underwriters counsel and disclosure counsel in taxable and tax-exempt bond financings, includ-ing state, parish and municipal obligations, Gulf Opportunity Zone (Go-Zone) bonds, private ac-tivity bonds and revenue obligations of state and local public entities.

• Representing traditional public finance and a va-riety of special project financings, including docks and wharves, pollution control facilities, hospitals,

facilities for non-profit organizations, lease-pur-chase transactions, recreational facilities, solid waste disposal facilities, manufacturing facilities and diverse facilities pursued by public bodies to promote economic development.

• Facilitating project financings as part of the Bank-ing and Finance team.

• Maintaining a strong network of elected officials and public bodies to support the firm’s Govern-mental Relations team.

partnerpublic finance team Leader

educationUniversity of Arkansas, J.D., 1979

University of Arkansas, B.A., 1976

Bar admissionsArkansas

Louisiana

Professional affiliationsNational Association of Bond Lawyers

Arkansas State Bar Association

Louisiana State Bar Association

Louisiana Industrial Development Executives Association, President

American Bar Association

Other DistinctionsBest Lawyers® “Lawyer of the Year” – Securitization and Structured Finance, 2012

Best Lawyers® “Lawyer of the Year” – Equipment Finance, 2013

Best Lawyers® - Administrative Law, Banking Law, Derivatives Law, Eminent Domain and Condemnation Law, Equipment Finance Law, Government Relations Law, Project Finance Law, Public Finance Law, Real Estate Law, Securities Law, Structured Finance Law

Chambers USA - Banking and Finance/Public Finance

Louisiana Super Lawyers® - Bonds/Government Finance


adams & Reese Resumés

development team | Davillier Law Group Firm Profile


daviLLieR LaW gRoupunderwriter’s Co-Counsel

Impact Davillier Law Group (DLG)provides legal services related to general commercial transactions, particularly in the ar-eas of real estate development, public and commercial finance, mergers and acquisitions, gaming, motion picture tax credit transactions, structuring business investments for high net worth individuals, consulting services with respect to local and federal government relations, and an array of business and other litigation services. The firm’s client list includes national and local utility companies as well as participants in other industries, such as waste collection and construction. The project will benefit from our experience where DLG has served as Underwriters Counsel or Bond Counsel in the area of public finance for projects ranging from $8,000,000 to over $195,000,000.

Contact: Daniel E. Davillier, Managing Partner Davillier Law Group, LLC 1010 Common Street, Suite 2510 New Orleans, Louisiana 70112 Phone: (504) 582-6998 Fax: (504) 582-6985 Email: [email protected]

Firm InformationDavillier Law Group (DLG) was founded in 2008 by Daniel E. Davillier as a boutique business law firm based in Downtown New Orleans, Louisiana. The firm expanded to include litigation services to its clients in 2012. Support-ed by a group of seasoned attorneys and paraprofessionals, DLG provides legal services related to general com-mercial transactions, particularly in the areas of real estate development, public and commercial finance, mergers and acquisitions, gaming, motion picture tax credit transactions, structuring business investments for high net worth individuals, consulting services with respect to local and federal governmental relations, and an array of business and other litigation services. The firm’s client list includes national and local real estate developers, en-tertainers, professional athletes, financial institutions, federal non-profit organizations, educational institutions, utility companies as well as participants in other industries, such as waste collection and construction.

development team Resumés | Davillier Law Group

67

daniel e. davillier

Daniel E. Davillier is the founder of the Davillier Law Group, LLC. Prior to launching the firm, Mr. Davillier was a partner at Phelps Dunbar, LLP. He advises cli-ents in the areas of commercial finance, commercial real estate, commodities trade transactions, general business, local governmental relations, and gaming. In connection with the film industry in Louisiana, Mr. Davillier represents financial institutions and produc-tion companies concerning film finance, tax credit, and other related matters. Mr. Davillier also represents a number of professional athletes in the NBA and NFL in connection with various commercial transactions throughout the United States (including the acqui-sition of businesses, the establishment of 501(c)(3) non-profit corporations, and the recovery of funds from third parties).

Mr. Davillier holds a Bachelor of Science degree in General Business from the University of New Orleans. He graduated, cum laude, from Tulane University Law School in 1994. While at Tulane, Mr. Davillier served as President of the Black Law Students Association and served on the Moot Court Board. He was also induct-ed into the international legal fraternity, Phi Delta Phi, and won American Jurisprudence Awards for Security Rights and Obligations II. He is a recipient of the 2011 Leadership in Law Award from the New Orleans City-Business publication and the 2012 Multicultural Lead-ership Award from the Louisiana Diversity Council.

Mr. Davillier is a member of the Louisiana State Bar As-sociation, New Orleans Bar Association, Federal Bar As-sociation, American Bar Association, National Bar Association and the Greater New Orleans Louis A. Mar-tinet Legal Society. Mr. Davillier is also a graduate of the New Orleans Regional Leadership Institute, and has served on the board of the Louisiana Children’s Museum, the National Conference for Community and

Justice, the New Orleans Regional Black Chamber of Commerce, and St. Augustine High School.

educationBachelor of Science in General Business University of New Orleans

Tulane University Law School 1994

Professional affiliationsProfessional Affiliations

RegistrationsLouisiana State Bar Association

New Orleans Bar Association

Federal Bar Association

American Bar Association

National Bar Association

Greater New Orleans Louis A. Martinet Legal Society

Civic activitiesLouisiana Children’s MuseumBoard Member

National Conference for Community and JusticeBoard Member

New Orleans Regional Black Chamber of CommerceBoard Member

St. Augustine High SchoolBoard Member


davillier Law group Resumés

development team Resumés | Davillier Law Group

68

Charline K. gipson

Charline K. Gipson joined Davillier Law Group, LLC, from its inception. Prior to coming on board, Ms. Gip-son was a Corporate Associate at Proskauer Rose LLP in New York City and a Business Associate at Phelps Dunbar LLP in New Orleans. She first moved to New Orleans in 2004 to serve as a Law Clerk for the Honora-ble Ivan L.R. Lemelle in the Eastern District of Louisiana, United States District Court. Ms. Gipson has handled a wide array of corporate and commercial transactions including organizational restructuring, private and public finance, non-profit organization and federal tax exemption, real estate development, settlement and negotiation strategy, contracts, Form S-1 registration of an initial public offering, mergers and acquisitions, and corporate governance matters.

Ms. Gipson received a Bachelor of Science in Com-munication from Cornell University and has worked as a Management Consultant for Communication Processes and Organizational Change Management. She earned her Doctor of Law degree from Cornell Law School in 2003 with a concentration in Business Law and Regulation. While in law school, Ms. Gipson completed a semester exchange at L’Université Paris I-Panthéon Sorbonne in France; served as an Editor for the Legal Information Institute-NY Bulletin, Cornell’s online law journal; and was the Regional Representa-tive for the Black Law Students Association. She also received the CALI Excellence for the Future Award in Wrongful Convictions and served as a Judicial Extern for the Honorable John Rowley, Tompkins County Court, in Ithaca, New York.

Ms. Gipson is a member of the American Bar Associ-ation and the National Bar Association. She is a 2011 graduate of Justice Revius O. Ortique Leadership Insti-tute and also participated in Young Leaders Council (YLC) 2007 Leadership Institute and CBNO/MAC Met-ropolitan Leadership Forum in 2006.

Ms. Gipson is admitted to practice in Louisiana and New York.

educationBachelor of Science in CommunicationsCornell University

Doctor of LawCornell Law School2003

Professional affiliationsProfessional Affiliations

RegistrationsAmerican Bar Association

National Bar Association


davillier Law group Resumés

section 4deveLopmeNt team expeRieNCe

70

Vadnais Heights is a northern suburb of St. Paul. The commu-nity of 55,000 residents made available for redevelopment a 16 acre “blighted” site once filled by used car lots. City coun-cil members and the public, however, were leery of incurring debt from such a large project which might not pay for itself.

CFP stepped in to offer a solution. It suggested a plan that featured using lease revenue bonds to fund $16 million of the project. Another $11 million in recovery zone lease rev-enue bonds were then allocated by Ramsey County under the federal Recovery and Reinvestment Act would pay the rest. The lease revenue bonds from both financing sources will have to be repaid. Finally, as part of the plan, Vadnais Heights would agree to an annually renewable lease agree-ment for the facility. The council approved the plan.

Under this arrangement, the city has no general obligation debt. The bonds are paid off with cash flow from rental of the facilities, sponsorship and advertising. After working with potential tenants CFP projected more than $2.2 million in annual revenue. More than $1.5 million was booked within five months of its November opening.

The facility includes the following: Two NHL regulation hock-ey rinks, seats for 1,300 fans, a 100,000 square foot dome with 1.5 soccer fields, three batting cages, 100 meter track, two volleyball courts, locker rooms and other attractions.

St. Paul, Minnesotathe vadnais heights sports Center

Partner City of Vadnais Heights

Project 187,000 square foot “sportsplex”

Cost$26.5 million

Opened 2010

development team Relevant project experience | Community Facility Partners Experience


Community facility partners experience Developer

71

Carmel is a surburban enclave of Indianapolis. The city has been aggressively promoting a new downtown area called “Carmel City Center.” The neighborhood mixes retail, office and residential buildings, along with a 1,600 seat perfor-mance hall and 500 seat theater.

The city’s redevelopment commission -- looking for new sources of money and concerned about its debt obligations -- decided to sell its energy center for $7.7 million to CFP. To manage the transaction, CFP created an affiliate, CFP Carmel, Indiana Energy Center, LLC. The redevelopment commission agreed to an installment purchase arrangement to return the project to the city over a 25 year period. The agreement allowed CFP to sell 16.3 million in “certificates of participa-tion” to finance the acquisition of the energy center. Part of the money, $5.5 million, went to expand the energy center’s services.

Several city council members questioned the deal, but Carm-el Mayor Jim Brainard promised the $5.5 million expenditure would be used to construct and expand an underground tunnel connecting the energy center to city hall and build-ings with the police and fire headquarters. The new tunnel will allow the buildings to share heated and chilled water supplies. Having the energy center cool and heat those buildings will save the city money, he believes. The redevel-

opment commission will once again own the energy center, and all the improvements, after the financing agreements are complete.

Carmel, Indiana Carmel energy Center

Partner Carmel, Indiana

Project Carmel Energy Center

Cost$16.3 million

Opened 2013




72

Struggling with an enormous state budget deficit, Michigan has looked to leaseback buildings as a way to avoid debt in its building portfolio. Detroit’s “Grand River” complex of 38,000 square feet housed employees working in labor, ener-gy and economic development. The 25,000 square foot Bay City office building houses two state agencies.

CFP utilized a 30 year lease arrangement for both buildings. The state’s leases resulted in a new energy efficient building in Bay City which earned LEED platinum certification. A wind turbine sited on the property even provides energy to the Bay City District Office.

At Detroit’s Grand River facility the lease to the state of Mich-igan helped finance a complete renovation of a beautiful historic building now providing more efficient and effective services to the community.

Detroit, Michiganmichigan office Buildings

Partner State of Michigan

Project Grand River Office Building, Detroit, $8.7 million; Bay City Business Center, $6 million

Cost$16.3 million

Completion Date 2010




Developerstrategic development partners experience


The New Orleans African American Museum embarked upon a campaign to transform itself from a modest tribute to the history of African-Americans in New Orleans into a vibrant, living museum, educational facility and community partner. Its goals are to illuminate the importance of the history and experience of free people of color in Treme, America’s oldest African-American neighborhood.

The transformation of the physical site includes the renova-tion of seven historic structures built in the early 19th Cen-tury, when free people of color could acquire property. As a result of this project, the museum will give visitors the op-portunity to experience life from this period, view artifacts and experience local culture. The program also includes pro-visions for community education and social events.

The historic buildings were renovated to the standards of the Department of Interior, and meet the qualifications for his-toric tax credits. Additionally, three new buildings are being constructed to support the functions of the museum, includ-ing a new kitchen, restrooms and storage. The project also includes substantial landscaping and site design to achieve program goals for exterior spaces.

SDP has guided the development through funding efforts garnering federal and State Historic Tax Credits in addition to CDBG funding. The project is also expected to gain New Markets Tax Credits and philanthropic donations.

73

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Complex regulatory hurdles• Phased construction• Tax credit financing• Active community engagement

New Orleans, LouisianaNew orleans african american museum

Owner/Client New Orleans African American Museum

Project TypeDevelopment Management

Construction Cost$14.8 million

Completion Date2014

development team Relevant project experience | Strategic Development Partners Experience

74

Billes Partners’ role has been to lead the design and develop-

ment of the Administration Building portion of the project.

The Administration Building consolidates several adminis-

trative departments that are currently operating in multiple

locations in and around the current Orleans Parish Correc-

tion Facilities. The four-story, glass enclosed Administration

Building is designed to present a transparent public entity

to the citizens of Orleans Parish and the City of New Orleans.

The building sits atop a plinth-like vehicular Sally Port that

elevates the Administration floors and allows use of the Sally

Port as a secure through-traffic area for law enforcement of-

ficers’ use for day-to-day intake processing of prisoners. The

Administration Building’s main entrance faces toward Broad

Street and creates a definitive front door for the Orleans Par-

ish Sheriff and presents a focal point for the Administration

portion of the complex.

The building is designed to the highest building construc-

tion standards for storm resistance with an emphasis on

energy efficiency, maximization of daylighting, sustainable

and green interior finishes, department specific flexible of-

fice spaces, security, inter-department communication and

operational efficiencies.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Justice facility• Sally port• Secure circulation separation• environmentally responsible

New Orleans, Louisianaorleans parish sheriff’s office

Owner/Client Orleans Parish Sheriff’s Office

Project TypeArchitectural Services

Construction Cost$15,000,000

Completion DateFall 2012

development team Relevant project experience | Billes Partners Experience


Billes partners experience Design

DesignBilles partners experience


During Hurricane Katrina the Superdome was utilized as an evacuation center, but soon became an international sym-bol of despair and chaos. Repairing the monumental build-ing was arguably the “poster-child” project for New Orleans recovery, with Phase I culminating on schedule with the na-tionally televised New Orleans Saints season-opening game on September 25, 2006. With performances by international stars Green Day and U2, the game became a statement of the City’s recovery efforts.

In order to meet the ambitious schedule, the project was fast-tracked with 12 separate construction packages, and using a Construction Manager at Risk methodology. The project also included extensive damage assessments, handicapped accessibility assessments, design and coordination with nu-merous oversight agencies including the State of Louisiana, FEMA, insurance underwriters, and consultants across the United States. The results of the success of the project can be seen today, and subsequent phases continue with the re-placement of the exterior skin of the building. Billes Partners also provided interior design services for the Club Lounges.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Construction Manager At Risk Methodology• High complexity• Energy-efficient systems• Design icon for the City of New Orleans and State of Louisiana

New Orleans, LouisianaRepairs and Renovations to the Louisiana superdome

Owner/Client State of Louisiana


Construction Cost $166,000,000

Completion Date2012


DesignBilles partners experience


With the completion of the third phase of the project, the Ernest N. Morial Convention Center is one of the largest con-vention centers in the world, containing over one million square feet of contiguous exhibit hall space.

This important project for New Orleans houses meeting rooms, two large ball rooms, offices, pedestrian passages across the top of the building to the Riverfront Streetcar line, a 400 seat restaurant, and a 4,000 seat theater.

While the architectural and engineering consultants have changed throughout its phased expansion, Mr. Billes’ work is seen in both the second and third phases of the massive building. He was involved in programming through con-struction administration, and was directly responsible for the architectural program and conceptual design for the third phase. The pedestrian entry, exhibit hall, and loading docks locations; and offices, meeting facilities and theatre, were all planned under Mr. Billes’ leadership.

This enormous project involving many entities has been highly successful for the City of New Orleans.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Multi-phased project • High complexity• Energy-efficient design systems• Design icon for the City of New Orleans

New Orleans, Louisianaernest N. morial Convention Center

Owner/Client Ernest N. Morial Exhibition Hall Authority


Construction Cost Phase ii $95,000,000

Completion Date Phase ii1994

Construction Cost Phase iii$185,000,000

Completion Date Phase iii1998


Design

77

The Butte County Courthouse is a five-courtroom two-story courthouse located in Chico, California. The Courts Building is positioned on the site to create a strong urban presence and faces onto a public park. The primary public circulation is located along the South elevation of the building provid-ing dramatic views to the outside. The access to daylight cre-ates a sense of “openness and transparency” of the purpose and function of the courts. The public waiting and seating ar-eas located immediately outside of each courtroom is artic-ulated by a series of double height stone clad window seats that project out over the widened pedestrian sidewalk that is shaded by large specimen trees.

Initial design ensures the ability of the County to increase the number of courtrooms from five to nine and double the total square footage of the courthouse in the future.

The form of the New Butte County Courthouse draws from climatic, civic, and functional requirements that will create a distinctive facility that is a reflection of the rich and unique

culture and beautiful environment and vistas in the Chico area. It is a 21st Century courthouse that is designed to make a lasting contribution to the future history for many genera-tions of Butte County residents.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Civil and Criminal Courts• Advanced Customer Service Counters and staff work areas • State-of-the-Art Building Technologies• Designed to LEED Silver Standard

Chico, CaliforniaNorth Butte County Courthouse

Owner/Client Administrative Office of the Courts, State of California

Services ProvidedProgramming, Architectural Design, Interior Design, Construction Documents, Construction Phase Services

Budget$41,000,000

Size67,000 GSF

Completion DateOctober 2014

development team Relevant project experience | Tate Snyder Kimsey Experience


tate snyder Kimsey experience

This project was awarded the 2012 AIA Academy of Architecture for Justice Citation Award.Only Courthouse in US and Canada awarded Design Excellence by the AIA in FY 2012

Design

78

The Clark County Regional Justice Center collocates four court systems within a single facility. The 19-story com-plex houses District, Justice, Municipal, and Nevada State Supreme Courts. The building echoes the traditional court-house by providing an elevated glazed entrance plaza, or civic square, that projects a strong identity to the street. A three-story (60’ high) glass atrium draws daylight deep into the heart of the building, reflecting the canyon-like area from nearby Red Rock Canyon popular to local citizens which in-cludes native sandstone walls inscribed with 100+ quotes re-flecting the universal concept of justice from various peoples and times.

The base of the courthouse is designed to accommodate a wide range of public services in a “mall” of justice which includes Court Administration, Clerk’s Offices, Jury Assem-bly, Fine Payment Center, Self-Help Center and food service “Deli”. The canyon creates an interior street, revealing indi-vidual agencies behind storefronts. Public services with the highest volume demand are located on the entry level.

The client challenged the design team to create the “most technologically advanced” courthouse in America. Building

infrastructure’s architecture includes: data/IT/telecommu-nications, evidence presentation systems, Audio/Video re-cording of proceedings, redundancy of systems, along with integrated equipment and power rooms form the building core’s vertically stacked “backbone”. In keeping with modern courthouse design principles, the Regional Justice Center is served by three circulation systems that separate public, staff, and inmate zones. Security is an integral part of the courthouse design.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Criminal, Civil, and Municipal courtrooms• Efficiency of the “Business of the Courts” Customer Service areas• State-of-the-art building and courtroom technologies• Secure parking for Judges and key Court personnel

Clark County , NevadaClark County Regional Justice Center

Owner/Client Clark County, Nevada

Services ProvidedProgramming, Architectural Services, Interior Design

Budget$123,000,000

Size702,000 GSF

Completion DateMarch 2005




Received Design Excellence Citation by the National Center for State Courts as one of the top 14 Courthouses in the world, “Retrospective of Courthouse Design,”2001-2010.

Design

79

This eight-story complex houses six courtrooms and com-bines all operations of the District Attorney’s office under one roof. The design effort has resulted in a functional, safe, and efficient environment that exceeds current require-ments for courthouse security. The client’s primary design objective was to develop a building that conveys to the com-munity a vision of public service, human dignity, and sense of permanence, equality in treatment, flexibility, and hope.

The new Justice Center complements and harmonizes with its natural surroundings. The building is located on a very compact site adjacent to an existing county courts building. In response to this site constraint, a single point of entry was designed that serves both buildings. This shared-use entry has created an identifiable address that has helped greatly with wayfinding, and also allowed for the consolidation of security screening functions, which has resulted in a signif-icant cost savings to Washoe County and the City of Reno. The Justice Center provides a dignified anchor for the resur-gence of an economically challenged area within the com-munity.

Incorporating artwork into the project was also a challenge and was integrated directly into the building materials. A lo-cal artist created a mural on the floor of the main entrance lobby, and Washoe County School District students partici-pated in a contest to design a large glass installation located in the landing of the facility’s main staircase

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Civil District Courts• Urban Renewal anchor project • Located in the CBD• 3 Separate Building Circulation Systems

Reno, Nevadamills B. Lane Justice Center

Owner/Client Washoe County, Nevada

Services ProvidedProgramming, Architectural Services, Interior Design

Construction Cost$37,500,000

Size163,000 GSF

Completion DateMarch 2005





Design

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The expanded George Allen Sr. Courthouse is the home to the newly consolidated Dallas County Civil Courts, brining four previously disjointed Court operations into a single building structure. The expansion/renovation significantly improved the operational efficiency and overall building se-curity.

The project required resolution of many operational and functional problems inherent with a courthouse designed in early-1960. Located in a historic section of downtown Dallas, the courthouse expansion creates a respectful refinement of the existing area while boldly stating a new presence in Dal-las and monumental terminus to this important downtown public plaza.

The 220,000 square foot addition provides a clear single point of entry and spacious lobby to support public queuing for the security screening area. The addition of new high-speed elevators and a 3 level escalator system is designed to move public visitors quickly between the high-volume traffic areas located on the first three levels of the courthouse.

Seventeen courtrooms use a standardized courtroom plan with an innovative millwork design that permits each Judge to make limited layout adjustments to individual courtrooms while maintaining the cost advantage of a standardized mill-work design. One courtroom is provided for ceremonial and appellate proceedings having seating capacity for 125.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Located in the Dallas City CBD adjacent to the John F. Kennedy Plaza• Addition of 18 new state-of-the-art Civil and Family Courtrooms to compliment 32 existing courtrooms• New 500-car Public Parking underground parking structure• Designed to LEED Certified Standard

Dallas, Texasdallas County george allen senior Building

Owner/Client Dallas County, Texas

Project TypeProgramming, Architectural Services, Interior Design

Cost$40,000,000

Size612,800 GSF(210,000 new courtroom tower and 403,000 selective renovation)

Completion DateJuly, 2007



tate snyder Kimsey staff experience


Design

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The design speaks to the culturally rich community of Lare-do, Texas and creates a dignified progression from street to the courtroom. Visitors ascend formal steps to a plinth, green formal courtyard, and proceed through the classical rotunda that welcomes the visitor.

The design solution provides the community with a new civic landmark appropriate to the federal court system and the judicial process. The layout is straightforward, simple in plan, functional and very well organized. Public space and administrative support areas throughout the courthouse re-ceive ample daylight. All public spaces are oriented toward the rotunda and courtyard for quick orientation while in the building.

The building incorporates security measures without cre-ating a fortress-like image and includes the latest in secu-rity design techniques and integrates state-of-the-art court technology into the design. The courthouse is 100 percent accessible with assisted listening devices and tactile display panels are provided.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Designed to house 5 courtrooms with expansion planned for expansion to 9 courtrooms in the future• in-custody holding and transfer• Designed under the General Services “Design excellence” program

Laredo, TexasLaredo federal Courthouse and administration Building

Owner/Client General Services Administration, Washington, DC

Services ProvidedProject Director and team leadership beginning with award of project through Design Development Phase

Size148,000 GSF

Cost$35,000,000

Completion DateJuly, 2004



tate snyder Kimsey staff experience


Finance

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development team Relevant project experience | Oppenheimer Experience


oppenheimer experience

$185,145,000City of Carmel, Indiana Redevelopment AuthorityLease Rental Revenue Multipurpose Taxable and Tax-Exempt BondsSeries 2012A and Series 2012B

$168,815,000State of Rhode Island and Providence PlantationsGeneral Obligation Consolidated CapitalDevelopmental Debt LoanSeries 2011A and 2011B

$86,870,000Commonwealth of PennsylvaniaCertificates of ParticipationBuild America BondsSeries 2010

$67,640,000National Marrow Donor ProgramTax-Exempt BondsSeries 2010

$97,765,000Space Coast Infrastructure AgencyInfrastructure Improvement Revenue Bonds(I-95 Brevard County DBF Project and 9B Design-Build-Finance Project), Series 2012Closed: August 2012

Finance

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Since 2010, Terminus has served the sole senior investment bank to the Hospital Authority, Grady Health Systems, and Fulton County in restructuring debt obligations and legacy investment contracts totaling more than $200 million. Ter-minus was able to develop and implement a plan to take ad-vantage of a significantly favorable interest rate environment that resulted in direct savings. The series of transactions were completed utilizing a combination of privately placed and syndicated short-term notes and loans and publicly marketed securities. As a result of our willingness to lead the syndicate lending effort and commit capital when necessary,

we were able to streamline the closing process and negoti-ate major covenants directly with all parties. also included extensive damage assessments, handicapped accessibility assessments, design and coordination with numerous over-sight agencies including the State of Louisiana, FEMA, insur-ance underwriters, and consultants across the United States. The results of the success of the project can be seen today, and subsequent phases continue with the replacement of the exterior skin of the building. Billes Partners also provided interior design services for the Club Lounges.

In 2001, the city of Atlanta, GA issued $76,500,000 Tax Allo-cation Bonds for the purpose of funding infrastructure and capital improvements, for the redevelopment of a steel mill located in the heart of downtown Atlanta.

Atlantic Station remains the largest urban Brownfield rede-velopment in the United States. Transforming this former steel mill site into a livable 138 acre mixed use development required significant environmental reclamation and broad governmental support and cooperation at all levels.

As Chief Financial Officer of the City, Mr. Corbin was respon-sible for all aspects of the project including the following:

• Development and review of the proposed redevelop-ment plan;

• Coordinating and developing support and cooperation

of participating municipal entities including the State of Georgia, Fulton County and Atlanta Public Schools.

• Negotiated, approved and finalized all financing trans-

action structures pertaining to the project plan includ-ing the selection of the financing team

• Served as the City’s liaison to negotiate with the exter-

nal project Developer team.

• Coordinated and organized all internal activities of the City including Public Works, Planning and Develop-ment, Finance and Law.

• Informed Mayor and City Council of project activities,

timetables, and legislative matters.

• Informed Mayor and City Council of project activities, timetables, and legislative matters.

Fulton County, Georgia

Atlanta, Georgia

fulton-deKalb hospital authority

City of atlanta atlantic station

development team Relevant project experience | Terminus Securities, LLC


terminus securities, LLC experience

Finance

84

VAF funded a project in conjunction with 2 other CDEs in December of 2008 – the project leveraged Infrastructure Tax Credits, Historic Tax Credits, NMTCs and conventional debt along with Owner Equity to develop the first fully “Green” film production facility in the United States – producing films with recyclable set materials and using “green” practic-es throughout the Leed Silver certified historic restoration.

The studio has also linked with a local youth educational pro-vider to create an apprenticeship program providing a link to both film and green inspired jobs. This project is unique in that it involves the restoration of the historic Toye Cab Com-pany building into a LEED certified structure and provides the first fully “Green” film studio in the United States utilizing full recycling of production materials and materials utilized on sets and in the various areas of the site.

Second Line has also linked with the Kingsley house to pro-vide apprenticeships to local youth in the film industry help-ing to inspire hope and bring new opportunity into this LIC corridor.

New Orleans, Louisiana

St. Louis, Missouri

second Line studios

university of missouri – st. Louis

Total Project Cost$43.5 million

vaF allocation $8 million

nMTC allocation$24 million

Project TypeCommercial Real Estate

Purpose of FinancingNew office/institutional construction designed for per-formance/ communication arts, and configured for AV and radio-oriented broadcasting curricula, including a radio station and broadcasting/ production facilities for the University’s media/broadcast curricula.

Qualified equity investment (Qei)$8 million

CBKC$8 million

Community impactsFurthering UMSL mission of providing affordable public education and creation of construction jobs

Date ClosedMarch 2011

development team Relevant project experience | Baker Tilly Virchow Krause Experience


Baker tilly virchow Krause experience

Finance

85

The project involves the financing of the Milwaukee World Festival, Inc., a nonprofit organization that operates the World’s Largest Music Festival, Summerfest, in Milwaukee, WI. The famous music festival has been a staple of Milwaukee tourism since 1968 and brought over 835,679 people to the severely distressed community in 2009. In 2009, Milwaukee World Festival commissioned Forward Analytics, a third party research firm to gage the economic impact of Summerfest; the study found that in 2009, Summerfest had a total eco-nomic impact on the Milwaukee business volume of $81.4 million, comprising $67.1 million in direct impact and a fur-ther $114.2 million in indirect impact in 2009. It is estimated that similar numbers were achieved in the summer of 2010, although these numbers have not been provided.

Milwaukee World Festival Inc is seeking $35 million of NMTC allocation, of which they are requesting $15 million from FIRE to make improvements to the south end of the Festival Grounds, and restructure existing debt.

Distress Criteria• Brownfield• TIF District• 2010 FEMA Designated Disaster Zone

Community Impacts• 1-40 Full-time and 329 FTE sustained positions• Creation of 2 Full-time Jobs and 3 FTE positions• Creation of 320 Construction Jobs• SummerFest generates approximately $4.6 million in

sales tax revenue for the State of Wisconsin each year.

Milwaukee, WImilwaukee World festival inc.

Total Project Costs $35,000,000

nMTC allocation$20,000,000

FiRe nMTC allocation$15,000,000

Closing DateJuly 2011

development team Relevant project experience | Baker Tilly Virchow Krause Experience


Baker tilly virchow Krause experience

86

Atlanta BeltLine IncBeltLine Implementation Study InvestAtlanta Eastside TAD Market Analysis Terra Verde IncUnited Methodist Publishing House Redevelopment Feasibility Study Heirs of BronzevilleComprehensive Redevelopment Strategy.

Houston Housing AuthorityOver 8 years

Housing Authority of New Orleans Past 10 Years

Houma-Terrebonne Housing Authority Past 10 Years

Housing Authority of City of Austin, TX 3 years

development team Relevant project experience | Cohn Reznick Experience


Cohn Reznick experience Finance

feasibility analysis

audit/tax, Consulting services

Construction

87

development team Relevant project experience | Gibbs Construction Experience


gibbs Construction experience

The U.S. Custom House project was a major, complete renova-tion and restoration of this city-block-sized, 307,238 SF, 4-story structure. The project encompassed complete modernization of systems and build-out of the offices, tax court and other inte-rior spaces. Work included extensive, careful restoration of exte-rior materials. Interior architectural woodwork was restored and replaced where needed. Crews relocated, cleaned, repainted, and installed unique and original found items of the building to be used in corridors and offices as items of aesthetic interest and historic preserve.

The U.S. Custom House project also included a complete mod-ernization and upgrade of mechanical, plumbing and electrical systems throughout the building. The project included integrat-ing new data, telephone and state-of-the-art security systems. Crews performed these modernization installs with careful pre-cision and care as to not damage original and historic elements throughout the building.

As part of the project, Gibbs Construction performed and man-aged work under the LEED requirements. The building has achieved LEED Gold Certified for Commercial Interiors.

Awards: 2012 National Trust for Historic Preservation Honor Award, Associated Builders and Contractors National 2011 Excellence in Construction Eagle Award, Preservation/Historical Restoration $10-$100M; 2011 ABC Bayou Chapter Excellence Award–Histori-cal Restoration $10-$100M, 2011 ENR Texas & Louisiana 2011 Best Projects–Award of Merit Renovation/Restoration.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• High Security, Government Building • Courtrooms, Judges Chambers, Administrative Offices• Similar Materials, Finishes and Scope of Work

New Orleans, Louisianau.s. Custom house

Owner/Client General Services Administration

Project TypeGeneral Construction Services

Construction Cost $24 Million

Completion Date2000

Construction

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This project consisted of new construction of a three-story, 54,000-square-foot courthouse building. The ground floor provides 17,000 square feet of covered secured parking for judges and staff. This ground floor also includes a main-tenance area with a boiler room, storage facility, elevator equipment room and engineer’s office. The first elevated floor houses two courtrooms, a secured patio, record stor-age rooms, staff offices, conference rooms, clerk of court’s office, and a library. The second elevated floor accommo-dates up to 10 judges’ suites, a library, kitchen, dining room, conference room and a balcony overlooking the lobby. The front entrance is the most striking feature of this facility with a combination of courtyard and public lobby. Surrounding a decorative pond and planting areas, architectural concrete panels lift the eyes upward thirty feet to view the stainless steel canopy with glass and granite walls.

The main structural elements of the building consist of poured in place concrete columns, beams, and floors. The exterior skin of the building consists of precast concrete panels with extruded aluminum window walls. The plaster soffits blended with the exposed architectural concrete col-umns and precast concrete sunshades are the signature item of this building’s design.

Awards: Associated Builders and Contractors New Orleans/Bay-ou Chapter First Place Outstanding Construction Award, Com-mercial.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Courthouse Building • New Construction

Gretna, Louisianafifth Circuit Court of appeals

Owner/Client Fifth Circuit Court of Appeals

Project Type General Construction Services


Completion Date 2000

Construction

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Marrero Commons is an expansive multi-family housing devel-opment in New Orleans. At over 20 acres, the project is akin to building a small town within the city. The project includes over 269,574 square feet of new construction and over 100 buildings. The project included $8M of site development and infrastruc-ture, including road sub base and paving, utilities, driveways, sewer & water, curb and gutter, electrical, and site drainage. parking areas and extensive landscaping, in addition to con-struction of the buildings. Construction of a daycare center and community center are also part of the overall project. The town-homes include one, two, three and four bedroom two-story units with front porches, balconies, wood cabentry, wood, tile and carpeted floors, washer and dryer, floor to ceiling windows with shutters and energy star appliances. Gibbs worked very closely with architect firm Moody Nolan, Inc., developer KBK Enterpris-es and HANO to meet financing and construc-tion deadlines for the successful completion of the project.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Large Project• Public / Private Development• New Construction

Gretna, Louisianamarrero Commons multi-family housing development

Owner/Client HANO / KBK EnterprisesProject Type General Construction ServicesConstruction Cost $87 MillionCompletion Date Phase I - 2012 / Phase II - ongoing

Construction

90




This project consisted of the new construction of a five-story building for the Jefferson Parish Attorney. The 75,000-square-foot building has a steel structure with pre-cast concrete, brick veneer, and glass exterior. Two elevators, complete mechanical, electrical, plumbing systems were included in the project as was complete build out and finishing of the interior. The first floor includes a lobby entrance area, restrooms and a large main conference room with extensive custom millwork. Upper floors contain restrooms, records and storage rooms, meeting rooms, conference rooms and offices. The project also included a secured surface parking lot.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• New Construction• Government Agency Owner• Legal / Government Building• Similar Scope of Work

New Orleans, LouisianaJefferson parish district attorney’s office Building

Owner/Client Jefferson Parish, Judicial Enforcement District



Completion Date2003

Construction

91




The newest addition to the New Orleans Skyline, 930 Poydras, is a 21-story, concrete framed, glass and insulated metal pan-el skinned building. The building houses three retail tenants at street level, 500 parking spaces, 250 apartments and six town-houses overlooking the interior pool deck above the parking structure. Other amenities include a sky lobby and a fitness center. Several pieces of equipment were incorporated into the building design in order to enhance productivity and efficiency.

The project had multiple financing elements including HUD backed loans, IDB bonds, sales tax incentives and new market tax credit elements. The building serves as a significant urban residential and business element to the revitalization of down-town New Orleans, and has become an anchor for future proj-ects in this dowtown area.

Awards: Associated Builders and Contractors National 2010 Ex-cellence in Construction Pyramid Award in the Multi-Family Cate-gory; American Concrete Institute, Louisiana Chapter Best of 2010 Building and Parking Structures – Overall Best Project and Award of Excellence; South Central Construction Magazine Best of 2010 – Judges Award and Best in Category – Best Architecture & Best

Multi-Family Residential; Associated Buildings and Contractors Bayou Chapter 2010 Excellence in Construction Awards, Award of Excellence in the Multi-Family Category.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Major New Construction• Multi-Level Construction with Parking Deck• Downtown Location• Multi-Family with Commercial

New Orleans, Louisiana930 poydras

Owner/Client 930 Poydras Apartments, LLC



Completion Date2010

Construction

Yates Construction provided preconstruction and construction management services for the U.S. District Courts building in Jackson, Mississippi. This 425,000 SF federal courthouse includes 12 federal courtrooms and offices for marshals, district attorneys, trustees, and circuit court officials. The U.S. courthouse has a cast-in-place structure with a combination of architectural precast panels and curtain wall.

During the project’s design phase Yates participated in value engineering workshops, design reviews, on-board program meetings, and partnering sessions. This project’s design splits the conventional courthouse layout into two volumes surrounding an open-air rotunda that echoes the state capitol’s rotunda located seven blocks away. Asymmetrical and ovoid courtrooms stacked by type in the two wings are exposed to view with daylight clerestories and large bay windows. The public circulates around a glass-enclosed corridor on each level of the rotunda’s perimeter.

This facility is built to anti-terrorism/force protection (AT/FP) standards and is also built to LEED standards. The project served as a BIM pilot program for the GSA and received media coverage and scholarly recognition.

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development team Relevant project experience | Yates Construction Experience


yates Construction experience

Jackson, MississippiJackson federal Courthouse

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Courthouse Facility• Construction Management at Risk• Environmentally responsible design• Downtown setting• Structural parking

Owner/Client General Services Administration

Project TypeConstruction Management at Risk Services


Completion Date2010

Construction

Yates Construction, along with our partner, is providing construction management services for the Tarrant County Civil Courts building. This project in downtown Fort Worth consists of an asymmetrical scheme with a public plaza, and six levels including 14 courtrooms spanning the 235,000 SF.

The design mirrors the architecture of other historical buildings downtown, using Texas and regional materials, natural stones and bricks. Signature downtown Fort Worth architectural elements such as bay windows and ornamental metal works are also being incorporated. The limestone angles from the original civil courts building will be salvaged and featured on the front façade of the new civil courts building. The project is pursing LEED Silver certification.

The façade of the new building is a paramount concern for the County. The plan to re-use historic elements from the original building, which involved the removal from one historic building and storage until construction commenced, was a difficult calculation to make because of many unknown variables and logistics. In addition, the team needed to plan how the elements would incorporate with the other

skin elements such as cast-in-place concrete and masonry. Yates brought in several reputable masons who have experience in similar scenarios, obtained input on logistics, material and pricing and then prepared a comparison of the various scenarios. The end result addressed the client’s concern, amended the stone thickness, and kept the exterior elements within the prescribed budget. The project team is utilizing BIM for clash detection, verifying and working with design models.

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RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• 235,000 SF Courthouse• Construction Management at Risk• Downtown Setting• Environmentally Responsible Design• Structured Parking

Owner/Client Tarrant County

Project TypeConstruction Management at Risk Services

estimated Construction Cost $56,900,000

estimated Completion Date2014

Fort Worth, Texastarrant County Civil Courts Building

Construction

Yates Construction provided construction management services for the Water Club in Atlantic City, New Jersey with our joint venture partner. The Water Club completes Borgata Hotel Casino and Spa’s $1.7 billion master plan development. Yates also provided construction management services for the first two phases of the development.

The 43-story hotel features 800 guestrooms and suites; Immersion, a two-story spa on the 32nd floor; 18,000 SF of meeting and event space; three residences modeled after chic, urban lofts; one indoor swimming pool and two outdoor pools, as well as six retail shops. The hotel sits on a three-story podium and also includes a parking garage. The Borgata, which is connected to the Water Club, also has eleven restaurants and eleven retail shops.

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RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Mixed Use Facility• Construction Management• Residential & Retail Space• 11 Restaurants• Parking Garage

Owner/Client Boyd Gaming Group

Project TypeConstruction Management Services


Completion Date2008

Atlantic City, New Jerseythe Water Club

Construction

95




Yates Construction provided construction services for Everglades on the Bay project. Located in the heart of downtown Miami, this project consists of two 53-story towers surrounded by an eight-story podium. The towers contain 849 luxurious units including flats, lofts, apartments, and penthouses. Amenities include a 100,000 SF pool deck, a six-level parking deck with 65,000 SF of ground level retail space, and a four-story health center.

Major challenges included working in the confines of a zero lot line in downtown Miami. Yates developed a detailed traffic control system requiring the use of the Miami Police Department and approval from the city. Vertical transportation was a second challenge, minimized by the use of four buck hoists on each tower. Permanent elevators were then staged, facilitating early dismantle of the buck hoists so exterior finishes could be completed on schedule.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Mixed Use Facility• Downtown Setting• 65,000 SF Retail Space• 6-Story Parking Garage

Owner/Client Cabi Downtown



Completion Date2008

Miami, Floridaeverglades on the Bay

Operations and Maintenance

96

Louisiana Tower 343,356 s/f Shreveport, La

One American Place 333,306 s/f Baton Rouge, La.

FBI Building 196,317 s/f New Orleans, La Four United Plaza 71,906 s/f Baton Rouge, La Bluebonnet Centre 70,567 s/f Baton Rouge, La 4000 S. Sherwood Forest 78183 s/f Baton Rouge, La. Esplanade Mall 100,110 s/f Baton Rouge, La. (retail) Essen Crossing 75,157 s/f Baton Rouge, La (retail/office) Equity One Retail 515,000 s/f New Orleans, Baton Rouge, and Lafayette (retail)

development team Relevant project experience | Latter & Blum Experience


Latter & Blum experience

97

The renowned Mario Negri research institute has the objec-tive of understanding the causes and context of human dis-eases and developing corresponding medications. In order to provide optimal conditions in the buildings at its head-quarters in Milan, the institute is making use of integrated life science solutions.

The Mario Negri Institute’s new headquarters, which opened in 2007, bring together laboratories and offices with state-of-the-art equipment, conference and multimedia rooms and a computer-supported library. The building technology provides for energy efficiency, safety and security, and the best possible indoor climate conditions.

In collaboration with Termingas and the exclusive partner Telmotor, Siemens implemented future-oriented life science solutions that integrate many components. The mechani-cal and electrical systems, as well as the safety and securi-ty equipment, were integrated into the higher-level Desigo building automation system. In addition to regulating the temperature, air pressure, and humidity of the indoor cli-mate, the integrated life science solutions include systems

for controlling the primary and secondary power distribu-tion, the heat/air coupling plant, the lighting, the cold and hot water treatment, and the fire safety system. The access control, video surveillance, and intrusion detection systems also ensure maximum security for employees, data, and property. The integrated solutions at the Mario Negri In-stitute are flexible and scalable, allowing them to be easily modernized or expanded if requirements change.

In 2008, the Siemens Center Beijing (SCB) opened Asia’s largest and most modern data center. It serves the in-house needs of Siemens China but also makes IT capacity available to external customers. Thanks to an integrated solution for fire safety and security, it guarantees maximum business continuity for users.

The fire safety and security solution tailored to the needs of the data center integrates all the components, from fire detection and extinguishing to evacuation and access con-trol to video surveillance and building automation. The fire protection in the data center is based on reliably detecting changed fire variables at an extremely early stage. The heart of the solution at SCB is a fire alarm control panel.

A SiPass access control system linked with systems for vid-eo surveillance and intrusion detection protects monitored areas. Thanks to the integration of different disciplines, the events in the data center can be optimally handled to ensure the fastest possible reactions to security situations.

The intelligent building technology implemented at the SCB reduces energy consumption by roughly a third compared to similar structures in China. The concept is based on the in-tegration of all types of infrastructure, from the construction technique to fire safety, security, and energy to communica-tion and transport. Thanks to the integrated solutions, the data center and the building as a whole set new standards for safety and security as well as energy efficiency.

Beijing, ChinaChinese data Center

development team Relevant project experience | Siemens Experience


siemens experience Operations and Maintenance

Milan, Italyintegrated Life science solutions for pharmacological institute

98

The Leela Palace Hotel, New Delhi, opened in April 2011 and sets new standards in luxury hotels. Total Building Solutions intelligently fulfill the complex requirements facing hotel operators today.

Within a framework of strict cost management, the require-ments included increased energy efficiency and the highest level of safety and security without compromising on guest

comfort. In order to make this a reality, the operators re-lied on Total Building Solutions that integrated all the com-ponents of the fire safety and video surveillance systems; control of heating, ventilation, and air-conditioning (HVAC); and an energy monitoring system. In addition to the Desi-go building automation and control system with more than 3,400 data points, Total Building Solutions also include a se-curity system with 235 cameras and a fire safety system. In case of an evacuation, a voice-based evacuation system with 1,040 loudspeaker s is available. All the systems can be cen-trally and easily operated from the control center.

It is the integration and coordination of the components of Total Building Solutions that make the hotel safer, more comfortable, and more energy efficient enabling effective cost management by eliminating inefficient processes and increasing transparency. Thanks to its flexibility and open architecture, Total Building Solutions enable seamless mod-ernization and expansion, protecting the investment over the entire lifecycle of The Leela Palace Hotel.

New Delhi, Indiatotal Building solutions for Luxury hotel in india

development team Relevant project experience | Siemens Experience


siemens experience Operations and Maintenance

Legal

99

Stone Pigman represented the Canal Street Development Corporation (“CSDC”), a public benefit corporation owned by the City of New Orleans, in the financing and redevelopment of the historic Saenger Theatre in downtown New Orleans.

The $51M financing for this unique project combined HUD Community Development Block Grant funds, federal new markets tax credits, federal and state historic rehabilitation tax credits and Louisiana live performing arts tax credits. The project also received HUD approval for “lump sum” CDBG funding to leverage new markets tax credits. At the time of

the financing transaction, this was the only known project in Louisiana to have used simultaneously all of these various types of government and government incentivized financ-ing, and is one of the few projects to obtain HUD approval for “lump sum” CDBG funding for use in leveraging new markets tax credits.

The firm continues to represent CSDC in connection with on-going matters related to the ownership, leasing and redevel-opment of the Saenger.

Stone Pigman has served as lead counsel to the New Orleans Saints and Zelia, LLC, an entity owned by the family of team owner Tom Benson, in connection with the team’s leases for the Mercedes-Benz Superdome and its suburban training facility and the acquisition and redevelopment of the mixed-use office and retail project known as Benson Tower and Champions Square.

Champions Square is the 121,000 square foot fan gathering area and entertainment zone that is an adjunct to the Mer-cedes-Benz Superdome and the New Orleans Arena. Ben-son Tower is the first high-rise in New Orleans to earn cer-tification through Leadership in Energy and Environmental Design (LEED), the top rating system for “green” building. Stone Pigman’s involvement in the redevelopment of Ben-son Tower and Champion Square included assistance with: the acquisition of the properties; various financial transac-

tions; zoning and permitting issues; construction contracts and disputes; environmental matters; parking agreements; and numerous leases. As part of the complex financial struc-ture of the projects, Zelia entered into a payment in lieu of taxes sale and leaseback transaction and two new markets tax credit loans.

In late 2009, the firm represented the team in renegotiating its Superdome lease for an extended term (so as to permit the award of the 2013 Super Bowl to the City of New Orle-ans). Stone Pigman represented the purchaser of the New Orleans Pelicans in lease negotiations with the New Orleans Arena. The lease was restated to extend its term, address up-grades to the Arena, provide funding for a new team training facility and modify the parties’ rights with respect to adver-tising and signage.

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Complex redevelopment project in new Orleans• Real estate acquisition, land use, financing (including tax credits) and development • Public/private partnership

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Mixed-use, large-scale project• Complex redevelopment project • Real estate acquisition, financing (including tax credits), land use, construction, development, leasing



saenger theatre Redevelopment

mercedes-Benz superdome, New orleans arena, Benson tower and Champions square

development team Relevant project experience | Stone Pigman Experience


stone pigman experience

Legal

Stone Pigman represented Circle Food Stores, Inc. in con-nection with the redevelopment of the New Orleans’ iconic 7th Ward grocery store. The financing of the redevelopment was provided by a federal new markets tax credit invest-ment, state historic tax credit investment, federal historic tax credit investment, bank loans, a grant from the City of New Orleans, a partially forgivable loan through the New Orleans Fresh Food Retailers Initiative and a loan from the State Of-fice of Community Development under the Louisiana Proj-ect-Based Recovery Opportunity Program.

The 22,000 square foot grocery store closed due to flood damage from Hurricane Katrina. The groundbreaking cere-mony took place on January 14, 2013 and the store is expect-ed to reopen by year end 2013.

Stone Pigman has represented the owners of the Loews New Orleans Hotel in the original purchase of the property, the redevelopment of the property from an office building into a hotel, including related construction, zoning and resub-division matters, the restoration of the award-winning city-owned Piazza D’Italia adjacent to the hotel, and the recent sale of the hotel to Inland American Lodging Group.

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development team Relevant project experience | Stone Pigman Experience


RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Complex redevelopment project in new Orleans• Real estate acquisition, land use, financing (including tax credits) and development • Public/private partnership

RelevanCe TO Civil DiSTRiCT COuRTHOuSe PROJeCT• Multi-phased redevelopment project in new Orleans• Real estate financing (including tax credits), construc - tion and redevelopment



Loews hotel

Circle food store

stone pigman experience

Legal

101

• Represented one of the nation’s largest homebuilders in its purchase of building sites in multiple areas.

• Created multi-jurisdictional economic development en-tities and represented them in their collective economic development efforts.

• Drafting, oversight and passage of a significant portion of economic development laws.

• Structuring and creating a private foundation affiliated with a university system that facilitates the transfer and commercialization of university-based research and technology to the marketplace, including development of its first early stage venture capital fund.

• Negotiation of intellectual property licensing rights that help develop, test and bring to market an antican-cer technology emanating from university-based bio-technology research in Louisiana.

• Assisted with negotiations resulting in the develop-ment of environmental projects and facilities such as bio-diesel, wood chip, solar and wind energy related projects.

• Negotiated Cooperative Endeavor Agreement among numerous public and private entities that have resulted in successful development and expansion of projects.

• Provided legal assistance and negotiation of Billions of Dollars of financings and incentives for an diversified group of projects throughout our footprint.

• Advising public and private parties as to various options to borrow money under state and Federal law, includ-ing the formulation of comprehensive financial plans to finance infrastructure improvements and economic de-velopment facilities within the constraints of applicable laws and regulations.

• Dealing with issues of constitutional and statutory law, as well as state and federal tax laws pertaining to public finance.

• Working with state regulatory agencies and federal agencies such as the Internal Revenue Service, to re-solve issues relating to clients’ borrowing needs.

• Drafting enabling legislation to allow for the issuance of debt.

• Representing clients in bond validation proceedings and other litigation relating to public finance.

• Creating and organizing local governmental units such as special service districts, public trusts and industrial development boards.

• Drafting propositions to be submitted to voters for the authorization of bonds, taxes and other types of local initiatives.

• Advising clients as to alternatives for selling debt through public sale, limited offerings and private place-ments.

• Working with investment bankers to underwrite the debt and/or with other purchasers to purchase debt through private sales.

• Handling all aspects of closing and delivery of bonds.• Advising issuers of bonds as to ongoing responsibili-

ties relating to outstanding debt, including arbitrage rebate, continuing disclosure requirements under SEC rules, and other post-issuance matters mandated by state and Federal law.

• Structuring and implementing defeasances of out-standing debt.

• Assisting private entities in the issuance of taxable debt at low interest rates through the public finance market.

• Representing all participants in the public finance mar-ket, including issuers, borrowers, trustees, credit en-hancers, insurers, guarantors, underwriters, placement agents, remarketing agents and paying agents.

Representative experience

Representative matters

development team Relevant project experience | Adams & Reese Experience


adams & Reese experience


RefeReNCes

Community Facility PartnersBowden V. Brown Esq.39577 Woodward Avenue, Suite 300Bloomfield Hills, MI 48304(248) 203-0800

Karl HaasWallack Somers & Haas, P.C.One Indiana Square, Suite 1500Indianapolis, IN 46204(317) 231-0228

Strategic Development PartnersMichael Todd, New Orleans African American Museum Board MemberFirst NBC Bank210 Baronne Street, Ste 200New Orleans, LA 70112(504)-671-3887

Billes PartnersRonald Forman, CEOThe Audubon Nature Institute6500 Magazine StreetNew Orleans, LA(504) 861-2537

Tate Snyder KimseyJustice Ron ParraguirreNevada Supreme Court Justice201 South Carson Street Suite 300Carson City, NV 89701-4702(775) 684-1510 Honorable Judge Stephen E. BensonSuperior Court of California, County of ButteOne Court StreetOroville, CA 95965(530) 532-7013

OppenheimerMr. Lowell R. Clary, PresidentClary Consulting, LLC2260 Wednesday Street, Suite 200Tallahassee, FL 32308(850) 212-7772

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development team Relevant project experience | References



SMC TerminusPatrick O’Connor, Director of Finance Fulton County, Georgia141 Pryor St., SWAtlanta, GA 30303Phone: (404)-612-7600Email: [email protected]

Baker Tilly Virchow KrauseJohn Stibal, PresidentFirst-Ring Industrial Redevelopment Enterprise (FIRE)7525 W Greenfield AvenueWest Allis, WI 53214-4688Tel: (414) 302-8462

Cohn ReznickUS Bank1232 Washington Ave, Suite 200St. Louis, MO 63103Mr. Zach Boyers(314) 418-0885Services Provided: Audit, Tax, Transaction and Consulting

Whitney Bank228 Saint Charles AvenueNew Orleans, LA 70130Mr. Scott Scheffy(504)586-7204Services Provided: Audit, Tax, Transaction and Consulting

GibbsBarbara Varley, Owner RepresentativeGeneral Services Administration 819 Taylor St., Room 12B01Fort Worth, TX 76102(817) 978-7086Kendall Waldie, Project Manager, (817) 993-9561Ref: U.S. Custom House

Mary Tucker KBK Enterprises(614) 476-35484249 Easton Way, Suite 220Columbus, OH 43219

Desiree AndrepontHANO4100 Touro St.New Orleans, LA 70122(504) 670-3244Ref: Marrero Commons Multi-Family (Public/Private Development)

YatesSteven Smith – Project ExecutiveGeneral Services Administration77 Forsyth Street SW, G40Atlanta, GA 30303(404) 224-2314

Tracy Pelle – Project ManagerTarrant County Facilities DepartmentTarrant County Facilities Department, Block 13 Fort Worth, TX 76101(817) 871-2470

Bill CunninghamCunningham Development Company812 N Harper Avenue Los Angeles, CA 90046(323) 852-0770

Latter & BlumJim WarshawskiRosemont Realty330 Garfield Street, Suite 200, Santa Fe, NM 87501 (504) 581-4082

SiemensMr Larry Sesser, Executive Director of Plant ServicesSt. Charles Parish School District(985) 785-3116

Steven Cowan, Director of FacilitiesHudson Valley Community College(516) 629-7356

Stone PigmanDarryl Berger The Berger Company 100 Conti Street New Orleans, LA 70130Phone: 504-581-4082



section 5LoCaL aNd miNoRity BusiNess iNCLusioN


LOCaL and MinOrity BusinEss inCLusiOn

In accordance with our Environmental, Social and Governance (ESG) principles, Civic Development Collaborative employs a policy of equal access that well exceeds City goals. This policy extends to our development partners as well as design and construction activities. Our partners share our enthusiasm for ESG principles, including utilizing local workforces and those who would not normally have equal opportunity.

We have set a standard of 40% inclusion for minority-owned businesses and 60% for local businesses from the New Orleans Metropolitan Area for construction activities. Our construction partners regularly incorporate vigor-ous inclusion programs in their subcontracting efforts. Gibbs Construction is a New Orleans company with a prov-en track record of minority subcontractor inclusion. Yates is a national company with local and regional offices, and regularly outperforms required standards for diversity inclusion.

In addition to construction, Civic Development Collaborative is a minority-owned company and is in a leader-ship role for the development team. Our architectural and engineering design forces are led by Billes Partners, LLC, a minority-owned, New Orleans-based company. Terminus Securities one of our financial partners, is minor-ity-owned. Our Construction Manager, Gibbs/Yates, is local as are all of the legal firms on the project. Siemens is global and local. Further, Billes will engage Chester Engineering as its civil engineering consultant, another local and minority-owned company, and LERA as our structural engineer, a WBE and MBE. Other local architectural/engineering consultants include: JBA, Urban Systems, Curtain Wall Design & Consulting and Spackman Mossop and Michaels.

It is apparent that this team applies more than lip service to inclusion programs. We are driven by this principal as part of our mission. Minority and local team members lead this team in important areas – far more meaningful than simply including a requisite participation level.

development team | Local and minority Business inclusion

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local and Minority Business inclusion



gibbs/yates Local & MBE Participation & Outreach ProgramThe Gibbs/Yates team is ideally positioned to maximize local and minority-owned business enterprise (MBE) par-ticipation on the Civil District Courthouse project. We commit to the development team’s minimums of 60% com-bined local/MBE and 40% specifically minority-owned. We define local participation as the Greater New Orleans Metropolitan Area, and minority as a company with 51% or greater ownership by minority individuals.

Gibbs ConstructionFounded over 37 years ago here in the local New Orleans area, Gibbs Construction has strong and deep roots in the city. Our subcontractor and employee connections are equally local and equally strong. We are proud of our reputation in the community as a trustworthy and quality local general contractor and employer. The vast major-ity of our projects and subcontractors are currently, and have always been, in and from the New Orleans area. As a local contractor, we value local participation and contribution, and we understand the value to our entire com-munity in having money stay here, recirculating and positively impacting our neighborhoods and our economy. As the native New Orleans-based joint venture partner in Gibbs/Yates, Gibbs Construction will take the lead in managing the participation and outreach effort.

Yates Construction Yates Construction is very proud of our commitment to and utilization of local and minority businesses. We have a local New Orleans office, and have established an outreach program which provides opportunities for local and minority business participation in our projects. We deliver a proactive approach to local and minority business utilization and we feel this is extremely important to not only the project, but the development of the local com-munity and economic growth. To provide for a robust program, our team invests time and effort in our corporate approach.

GIBBS/YATES LOCAL AND MBE APPROACH

Gibbs/Yates understands that our subcontractors are critical to our success, and we believe in fostering long-term relationships with those industry and community partners. We are committed to cultivating our subcontractor relationships and are heavily involved in outreach activities such as our First Friday subcontractor and supplier program, explained in more detail below.

We employ a small business liaison whose primary responsibility is to manage and support the utilization of local and minority subcontractors and suppliers. Our small business liaison provides regular reports for the project management and procurement team so they may make proactive decisions. We invest in internal training that promotes the utilization of these entities through the promotion of joint ventures, providing manageable scopes of work, and informing the procurement team about our team’s procurement process and document require-ments. Our team actively attends outreach events, industry days, and conferences. It is our expectation that all small and diverse business goals are to be met by project completion.

Gibbs/Yates also strives to provide a high level of service to our subcontractors: answering questions, encour-aging their participation, and helping them in any way, including by offering flexibility in our standard payment



and insurance provisions on a case-by-case basis. We encourage communication and an atmosphere of mutual trust, benefit and assistance. We are rewarded for our decades-long philosophy, commitment and nurturing, with a strong local subcontractor network. This local network will be an invaluable resource to us and allowing us to meet or exceed our goals for the Civil District Courthouse project.

Gibbs/Yates is dedicated to increasing access and promoting opportunities for minority-owned businesses. We value cultural differences and strongly support policies and practices that are designed to foster an environment in which all employees, vendors and construction industry stakeholders in the New Orleans community are full participants. We stand side-by-side with our clients and community stakeholders to promote programs that con-tribute to achieving diversity in the construction industry.

SUBCONTRACTOR AND SUPPLIER OUTREACH AND PARTICIPATION PROGRAM

Gibbs/Yates’ record of achieving subcontracting participation goals is excellent. We are proud of our outreach programs and our reputation in the local community for being accessible and especially dedicated general con-tractors committed to inclusion and opportunity. This philosophy and commitment serves us well in meeting or exceeding our contracting goals.

Our ongoing subcontractor and supplier program includes two components:

a. Overall local and MBE Outreach - ongoing relationship building, training and mentorship, sharing best practices in business, outreach events and efforts that engage local MBE businesses into overall project participationb. Project Specific Participation Facilitation – actions and events geared toward specifically engaging the MBE business community in specific projects, and working with MBE businesses throughout the project lifecycle

A. OVERALL LOCAL & MBE OUTREACHAs part of our philosophy of good corporate citizenship and commitment to diversity, Gibbs/Yates actively engag-es local and MBE subcontractors and suppliers in all construction projects. The effort of this continuous engage-ment helps us maximize local and MBE participation on projects with established goals for inclusion.

Our ongoing strategy, which will be continued for the Civil District Courthouse project, includes but is not limited to:

• Regularly held meetings and forums to familiarize local minority-owned businesses with our projects• Maintenance of subcontractor plan room with access to project plans, drawings, and specs – open any time during business hours for interested bidders• Online bid list with project information and virtual plan room for interested bidders• Notification to and regular interaction with outreach contracting business advocacy groups• Advertising in regular publications

First Fridays Outreach EventIntroduced in 2012 and unlike anything else in the local construction community, our First Friday series of subcon-tractor meet-and-greets/information sessions are a monthly opportunity for all subcontractors and suppliers to



come to our office to discuss bid opportunities, meet our estimating staff, ask questions, build relationships, and receive any resources we can provide. The sessions are hugely successful, with great attendance and continued enthusiastic expressions of approval from the subcontracting community.

These First Friday sessions also provide opportunities for larger subcontractors to meet their smaller MBE counter-parts to develop communication and relationships to facilitate partnering and contracting opportunities among themselves.

Gibbs UniversityIn 2010, Gibbs began to conduct construction management and technology classes and craft-skills demonstration seminars, dubbed Gibbs University, to benefit any subcontractors, suppliers, and potential employees who cared to attend. The subject matter includes estimating, construction accounting, project management, scheduling, insurance, bonding, and other topics as requested by attendees.

In mid-2011, Gibbs added a craft training focus, tailored to entry-level construction workers, to the curriculum of Gibbs University. The core skills construction-training program was voluntarily sponsored and organized by Gibbs Construction, and was offered free as a service to the B.W. Cooper housing community as part of our B.W Cooper/Marrero Commons redevelopment project.

The program was designed by the National Center for Construction Education and Research (NCCER), which is one of the leading nationally accredited, competency-based construction training programs in the United States. We hired an instructor from the local chapter of Associated Builders & Contractors (ABC), a Louisiana Workforce Com-mission registered apprenticeship program provider.

The goal of the course, lasting six weeks with classes five hours per week, is to provide a solid foundation of general knowledge needed by all construction workers. Topics covered include basic safety, construction math, introduction to hand tools, introduction to power tools, introduction to blueprints, basic communication skills, and basic employability skills.

In 2014, Gibbs University will offer a series of lunchtime learning sessions covering major scopes of work such as pile driving, concrete, electrical and mechanical, etc., in addition to basics such as plan reading. These informative and interactive sessions will be taught by industry professionals to provide both a practical approach and a net-working opportunity.

B. PROJECT SPECIFIC PARTICIPATION FACILITATIONWith each project that we pursue, we conduct project specific outreach activities to identify the interest and the availability of local MBE businesses, which provide products and services at either the prime contractor, subcon-tractor or supplier level. Gibbs/Yates provides interested MBE businesses with information and advice, where appropriate, in addition to the plans and specifications that will facilitate their preparing quotes for the projects. We also conduct meetings immediately after bids are received with apparent low bidders, and, where applicable, fairly evaluate their documentation for their efforts to include MBE firms.



As part of our plan to meet or exceed our contracting goals on the Civil District Courthouse project, Gibbs/Yates will reach out to the community in various ways, including but not limited to the following:

• Contact local MBE businesses in the directories of applicable local and state agencies, and in our own database

• Contact organizations which might be helpful in identifying available and interested firms and individuals such as the City of New Orleans’ Office of Supplier Diversity, the New Orleans International Airport, the local office of the SBA, individual and community organizations, and the following organizations identified as interested in the program: New Orleans Regional Black Chamber of Commerce Asian Chamber of Commerce of Louisiana Hispanic Chamber of Commerce of Louisiana New Orleans Chamber of Commerce Louisiana Minority Supplier Development Council Home Builders Association of Greater New Orleans, Hispanic Affairs GoodWork Network Advertise in the local media: The Daily Journal of Commerce (construction-industry newspaper) Prominently place a notice of commitment relative to outreach contracting on our website, at the project site, and in other appropriate places.

To encourage and promote contracting opportunities for our local MBE subcontractors and suppliers, Gibbs/Yates takes steps to generate interest from qualified capable local MBE businesses. The first major aspect of that process is the identification of the key project components, and the categorization of the project into packages to maxi-mize our MBE participation. The second major aspect of the process is the evaluation of the current and projected capacity and availability of companies for different bid packages, in order to arrive at a realistic determination of the prime subcontracting opportunities that we could successfully offer to the community while ensuring our success in delivering a quality project in a proficient and safe manner.

We currently maintain a database of qualified minority-owned firms. We have also developed our own subcontrac-tor information form in order to facilitate the accurate and complete compilation of our database. This directory is made available to our larger subcontractors to assist in efforts to identify and solicit bids from MBE firms.

As part of our plan to meet or exceed our goals on the Civil District Courthouse project, Gibbs/Yates will take spe-cific steps during preconstruction and throughout construction to encourage and facilitate the inclusion of local MBE businesses, which include but are not limited to:

• Partnering meetings between MBE businesses and prime subcontractors

• Dividing total work into smaller sub-tasks.

• Using multiple firms for the same type of work.

• Exercising flexibility in utilizing MBE businesses in other or additional areas than initially proposed if necessary to meet the program objectives.

• Providing ongoing monitoring of the program to ensure compliance and to identify problems or difficulties in meeting the requirements, and implementing strategies to overcome the problems. Where problems or difficulties in meeting the requirements are encountered taking aggressive efforts to rectify the matter.

Gibbs/Yates’ track record and vast experience in community outreach, training, and contracting, coupled with its true commitment to diversity and inclusion, make the Gibbs/Yates team uniquely qualified to meet or exceed the participation goals of the Civil District Courthouse project. The collaborative nature of the development and procurement process selected for Civil District Courthouse project will contribute significantly to our success with local and MBE inclusion.



section 6pRoJeCt appRoaCh


PrOjECt aPPrOaCh

development Concept Our development concept is to provide a state-of-the-art courts facility that exemplifies the importance of the ju-diciary; maintains safety for users, judges, staff and elected officials; and is sustainable financially and environmen-tally. We will accomplish this through the agency of a complete team of recognized experts that will rigorously guide the project through all its facets, including financial, relational, regulatory, design and construction.

This state-of-the-art courts facility will be delivered as a turn-key project, equipped and ready for business to be leased by the JBC. Our development team proposes the following complete services:

• Design• Construction• Finance• Operations and Maintenance

Our approach will include capitalizing on the unique advantages that this team provides to this project:

• Leadership in best practices for courts design – Tate Snyder Kimsey (TSK) was selected as the most re-spected and proven court design firm in the US. They are ranked among the Top 50 Architectural Design Firms and Top 20 Sustainable Design Firms (Architect Magazine) in the United States. They will ensure that the design of the new Civil District Court facility is safe, functional, operationally efficient, and appropriate to support the business and proceedings of the Court.

• Level of local and minority business leadership and participation – Our team integrates a high level of

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project approach


local and minority leadership and participation in the development team, its consultants and in construc-tion opportunities.

• Strength of national partners with far-reaching experience coupled with local partners comprising a com-

plete team.

• Experience with the CDC, knowledge of the court’s operations and an understanding of key issues.

Additionally, one of our team members, Kenneth Burrell, previously worked for the CDC for 25 years in several capacities including but not limited to Judicial Administrator, ADA Coordinator and Special Assistant to the Chief Judge and Legislative Liaison. His intimate familiarity with the court’s operations, external relations and enabling legislation is an extraordinary benefit to our development team.

Methodology Our methodology integrates all aspects required to deliver a completed project to the JBC. This integrated ap-proach requires both a high-level alignment of all team partners’ goals and a detailed understanding of the role of each team member.

With all the team members at the table simultaneously addressing development issues, time is efficiently man-aged which benefits the JBC’s critical schedule for start of construction operations. With this integrated team structure, financing decisions can be made as the design for the new facility takes shape and the building program is solidified. Likewise, utilizing a Construction Manager at Risk (CMAR) construction delivery system, design value is built-in as materials and building systems pricing are analyzed during the development of the building design rather than having a design forced to meet a budget constraint.

Our methodology for each of the following aspects of the project will be woven into a combined solution.

design approachBilles Partner’s has assembled a powerful design team bringing decades of New Orleans experience coupled with Tate Snyder Kimsey’s 35-years of specialized court expertise to the Civil District Court project. The approach that will be used to plan and design this project is based on tried and proven processes developed over many projects and years of experience gained in the design of this highly specialized building type.

There are several critical steps and procedures in guiding a court project from basic “need and ideas” through “de-sign and engineering” and ultimately construction to “occupancy”. The following will highlight a few of the steps and considerations that the Billes Partners team will address during the planning and design of the Civil District Courts:

Work Plan, Schedule, and Mobilization: Working closely with the Judiciary, the design team will prepare a detailed Workplan and Project Schedule iden-tifying major Workshop and Project Milestone dates projecting 12-months in advance. Project communication protocol will be addressed and formalized. We will discuss and include in the workplan the most effective “pre-design” methodology. This methodology will include a review of the Court’s space program with analysis and

discussion of options. It may also include a review of previously designed courts and/or a “benchmarking tour” of other courts and lessons learned. Planning and Design Workshops: We anticipate conducting a series of seven (7) major Planning and De-sign Workshops during the Schematic and Design Development phas-es. Each workshop will focus on a different aspect of the project and will build upon decisions reached during previous workshops.

During this series of workshops, a conceptual design will be developed that has been measured for program effectiveness, contextual fit, finan-cial conformity, visual appropriateness and social responsiveness for the JBC’s review. Once the conceptual design has been agreed upon, the design team will vigorously generate the development of the design. The JBC will continue to be engaged in workshops and design reviews throughout the design process. The workshops are highly interactive, consensus

building, and intended to strategically and effectively engage the Ju-diciary and courthouse user groups.

For additional consensus of design, we recommend construction of full-size courtroom “millwork mockup(s)” be constructed and “test driven” by the judges, courtroom clerks/staff, and members of the Bar for appropriateness of sightlines, distance, millwork functionality, and security during the Design Development phase.

Courthouse of the Future: We will put forth our best efforts to “future proof” the courthouse. While we cannot predict what will change, we do know that things will change in the future. Our goal is to deliver a building flexible enough to support and accommodate these presently unknown future demands to the fullest extent possible.

Critical Design Considerations:Throughout the design process, the design team will address the critical issues that affect a courthouse such as the Civil District Court:

• Layout of critical building elements to obtain maximum efficiency for court operations such as: column placement and the entire structural frame, locations of vertical elements such as elevators, stacking of building utilities for maximum efficiency.

• Separation of circulation systems for public, judiciary and staff, and those in custody. • Layout of courtrooms tailored to the needs of the courts - Individual courtroom layout (width, length, and

height) will drive the organization and structural frame of the entire building structure. We assume it may be necessary to design more than one courtroom layout to support the functional/operational needs of the entire Civil Courts.

project approach


project approach


• Functionality of “business side” spaces including: waiting and queuing areas, work areas, storage areas,

public service counters, staff security, public safety, etc. Each of these elements is critical to the delivery of services and overall efficiency of the courts in the eyes of both staff and the general public. We will be as concerned about the design of the “business-side” of the Courts as we are with the official proceedings of the Courts (courtrooms, jury rooms, and chambers).

• Technology to support current and future court operations as well

as court support spaces. • Blast threat mitigation - A fifty foot (50’) minimum “standoff pe-

rimeter” will be created around the courthouse. A variety of tech-niques will be used to create this safety zone to prevent the ability of a vehicle to get closer than, or have the ability to drive directly into the courthouse from the street, such as: planters, building plinth (ceremonial steps), bollards, trees, benches, etc.

• Parking and vehicular circulation. On-site vehicular traffic will be separated into four categories and planned accordingly:

Public: Vehicles will not be permitted to approach closer than 50 feet (minimum) of the courthouse struc-

ture. Curb-side parking adjacent to the Courthouse should not be permitted. Parking will be provided in a separate detached structure.

Service: Deliveries to the courthouse will be via a secure and separate entrance permitting screening of

all materials/supplies prior to entering the courthouse. Restricted: Judges and key court employees will have access to a secure parking area within the court-

house and be provided with secure/restricted elevator system within the courthouse. Secure: Vehicles transporting in-custody inmates will be provided with a secure vehicular sallyport entry

to the courthouse.

• Specialty systems design: information technology/data/telecommunications, signage & wayfinding, court dockets and public information assistance, courtroom presentation systems, self-help services, doc-ument handling and filing, case management, etc.

Designed Constructability - One of the distinguishing facets of our team’s methodology is the utilization of the Construction Manager at Risk (CMAR) construction delivery system, which allows construction expertise to inform design decisions before hard construction dollars are spent. Trade subcontractors can be utilized during design to integrate pre-qualified materials and building systems into the design. At every step during the design phase, our team of experts will hone the design until the CMAR is able to establish a Guaranteed Maximum Price (GMP). Also during the design phase the CMAR is fully engaged in the development of the building design in order to effec-

project approach


tively assist in mapping out the complete building delivery schedule, identifying and securing long-lead items and having the ability to procure cost-fluctuating resources. With the construction experts integrated into the design process, constructability is designed into the early phases of building design documentation.

Environmental Sustainability - Environmental sustainability is indicated in the RFQ as an important success factor for the project and is part of the ESG principled approach our de-velopment team incorporates into each project. Environmental sustainability is the notion that the building(s) being created must responsibly utilize resources and exhibit longevity. Billes Partners and Tate Snyder Kimsey maintain a high level of environmental accountabili-ty. We will seek to attain LEED Certification, possibly Gold Level as an appropriate standard

for such a civic building, and which will require extensive attention to high-performance building systems, en-ergy conscious material selection and implementation, high-performance envelope design, and responsiveness to public access and accommodation. Our highly trained and experienced LEED Accredited Professionals have participated in the design of numerous LEED certified buildings. We will incorporate state-of-the-art building automation that will reflect in positive net energy conservation. Additionally, incorporated into the product de-livery are the terms-of-use operations and maintenance services of international technology experts who will be engaged to perform all building systems maintenance and upgrades for the term of the lease to the JBC, allow-ing the judicial tenant to perform its functions without the worry or expense currently associated with building maintenance. It also insures the JBC that its building systems will be kept up with technological advances over the lease period.

Finance approachOppenheimer and Terminus Securities recommend that the financing approach which will best serve the Judi-cial Building Commission for the implementation of the Civil District Court Building will be that of an integrated Design, Build, Own, Operate and Maintain model. This approach will provide for construction and permanent financing for the Project and is one which the finance team sees with increasing frequency in the marketplace. This approach consistently provides for a lower cost, faster delivery and more certain execution of projects, as compared to the more traditional form of public development.

Oppenheimer and Terminus are of the very strong belief that great buildings that come from integrated devel-opment can catalyze community regeneration and foster civic pride. We find that local authorities around the country are being very progressive in utilizing private sector expertise in the integrated approach to providing long lasting, efficiently developed and managed buildings for the public sector.

In our experience, there is no “one size fits all” procurement model. There is, however, a basic public private devel-opment premise, which guides successful projects in this marketplace. A robust project development team, such as the one assembled herein by Civic Development Collaborative, in direct and immediate discussion with the project user is the key to gaining market confidence throughout the integrated design-build process. Addition-ally, our team understands that there ought to be a significant amount of design flexibility built into the process to meet unforeseen challenges which may affect the ability to generate the future revenue which will provide the credit for the Project financing.

By utilizing an integrated approach to turn-key development, which includes not only architectural design and

project approach


construction, but the ongoing operational and maintenance considerations of a building, the finance team has found that the credit markets view this approach as being very conducive to the long term public support of the building, certainty of maintenance of the asset and consequently the predictability of the revenue which is avail-able to pay the debt service.

The integrated Design, Build, Finance, Own, Operate and Maintain model for construction and permanent financ-ing may include:

• A true public/private partnership utilizing private sector debt and equity for the financing of the project. This PPP model has been used in Canada and Europe for major public projects in the past few years. This approach requires a “concession payment” which is guaranteed by the public sector entity.

• A more traditional fixed rate tax-exempt, long-term bond issue to support the underlying capitalization of

the project, whereby the direct revenues from the project are utilized as the source for prompt and timely payment of the debt.

• A not-for-profit ownership structure, whereby the Judicial Building Commission is tenant/occupant and a

property user of the project utilizing a long-term lease. The “Borrower” for the debt is the not-for-profit cor-poration and the term of the lease marks a time at which the Judicial Building Commission will receive title to the property.

Oppenheimer will work closely with CFP and the Development Team to implement the option and/or some com-bination that will be the best solution for the development and financing of the new Civil District Court Complex.

Oppenheimer and Terminus understand that there are variable elements to the Court Complex that include, at a minimum, the courthouse, a parking facility and approximately 50,000sf of associated retail space. The ulti-mate composition of the project may facilitate the sourcing of additional capital through sources such as the new markets tax credit program. Oppenheimer and Terminus will work closely with the other members of the Civic Development Collaborative team and draw upon their expertise to ensure that the ultimate capital stack selected incorporates tax credits and other sources of public subsidy appropriate for the project.

Oppenheimer has worked very successfully with Community Facility Partners on previous projects. By having a true “non-profit” owner of a project, the financing structure is afforded many positive options and variables. This approach will provide the maximization of “tax-exempt market access” (the use of tax-exempt financing), the best possible positioning for ad-valorem tax-exemption and a very high level of flexibility in providing leasing revenue within various projects.

Oppenheimer and Terminus have followed and reviewed the project development history, we have interviewed and met with the development team members and we have studied the project revenue projections from an his-torical as well as a proforma basis. While our collective due diligence is not yet complete, we can represent with a high level of confidence that the Judicial Building Commission project has the economic viability to be acceptable in the marketplace and we look forward to a successful completion of this project financing. Oppenheimer and Terminus Securities will work aggressively to a financial close. We look forward to the next round of discussions

project approach


whereby we will provide the Commission with various structures which we will present in Term Sheet format. From this approach, a Finance Plan will be quickly derived

Construction approachCivic Development Collaborative has combined the local strength and presence of Gibbs Construction with the national reputation and courthouse experience of Yates Construction to form Gibbs/Yates, A Joint Venture for the Civil District Courthouse project. Both Yates Construction and Gibbs Construction have earned a reputation for providing high level professional construction management services by bringing teams together in partnership and by being responsive to client’s needs. Our management plan is built around a partnering approach. We seek proactive solutions, provide results-oriented action, and value open communication. Our management teams consist of enthusiastic, energetic, accountable leadership profes-sionals. We believe consistent application of our core values—dignity, integrity, service and leadership—results in high quality projects delivered on time and on budget.

We are committed to being a valuable partner with the Civil Development Collaboration development team in order to provide the a state-of-the-art court building that meets the needs and goals of the Orleans Parish Judicial Building Commission, the legal community and the people of New Orleans. Our contribution to the project ap-proach includes drawing upon our extensive knowledge of courthouse and government building construction to bring the best possible solutions for the Orleans Parish Judicial Building Commission’s Civil District Court building. Through our over 85 combined years as construction service providers, Gibbs/Yates has partnered with numerous architect teams and government entities in the successful building and renovation of many courthouse and gov-ernment facilities. We have extensive experience in the particular features and parameters necessary, such as high security needs, public safety requirements, specific courtroom operational concerns, integration of technology, overall design and construction, as well as a great appreciation for the symbolism of a building that will house the Court.

Gibbs/Yates’ experience with this type of construction in this setting will allow us to be a knowledgeable team member during the preconstruction phase as well as during construction. To ensure our team is successful, we will focus on these primary areas:

• Partnering approach with clear communication of goals and expectations• Continuous Improvement feedback from Orleans Parish Judicial Building Commission• Detailed scopes of work with full coverage during bidding and contract administration• Clear delineation of responsibilities and expectations• Realistic and detailed schedule durations with continuous updates• Coordination with other trades and coordinated work activities• Implementation of Quality Control Procedures• Responsiveness and coordination of project closeout and warranty items

Our experience has proven that if we are successful in these areas, the entire team will be successful; their work will be productive and consistent with the owner’s goals and expectations.

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Bringing a project to completion on time and within the project budget requires open communication channels and attention to detail. This effort is improved when we develop a clear understanding of the owner’s goals and objectives early in the preconstruction process and tailor our management plan to achieve these goals. Making a conscious effort to understand these goals improves the quality of all the services we provide. Our constructabil-ity reviews yield comments that improve coordination of trades the way we plan to buy out the job. Our sched-uling efforts focus on a plan that pursues the owner’s best interest. Value engineering alternatives are pursued that improve the owner’s return on investment. Our project management team’s ability to manage the project is improved and the product quality is improved as our team is empowered to do it right the first time.

PRECONSTRUCTION SERVICESPreconstruction services are a vital part of the construction management process. By carefully executing our work during the preconstruction phase, Gibbs/Yates can minimize costly construction problems and help ensure timely delivery of the project.

Preconstruction services will be provided by a team of well-qualified preconstruction professionals with input from the operations personnel that will manage the construction phase of the project. The Gibbs/Yates team is in a unique position in that we have extensive self-performance capabilities including: electrical, mechanical, heavy, civil, concrete, masonry, steel fabrication, asphalt/paving, security, maintenance, and utiliites. What this means for the Civil District Courthouse is that we have in house Subject Matter Experts (SME’s) that will work in conjunction with the design and preconstruction team to provide real time cost data during the preconstruction phase. Our preconstruction team will be involved with the project from the beginning, ensuring they understand the overall goals and objectives of the owner and are able to deliver the project in the most efficient manner possible. During the preconstruction phase, a schedule of preconstruction activities will be developed, with input from Billes Partners and their consultants, to identify responsibilities among the members of the project team. Key milestones such as design coordination meetings, budget delivery dates, code review submissions and review dates, release of documents for budgeting and tentative bid dates will be identified early. This schedule will estab-lish a realistic overall schedule for the project and provide for accountability of the project team. As the schematic design is completed, Gibbs/Yates will study and make recommendations regarding constructa-bility and site logistics. We will provide insight to market forces related to material and manpower availability as well as the cost and schedule impact of various design options. We will provide feedback regarding the owner’s initial budget and study the project schedule to look for ways to improve the delivery of the project.

During the design development phase, we will further refine preliminary cost estimates, site utilization plans and project schedules. If at any point during the preconstruction phase the project budget is exceeded, we will im-mediately propose value engineering (VE) alternate material selection process in order to get the budget under control. The project schedule will be updated with input from the major trade contractors and suppliers. Once bidding documents are completed, we will work diligently to get the right trade contractors involved in the project. We will prepare market savvy scopes of work and bid packages, distribute completed design documents to bidders and act as liaison between the bidders, the development team and the designers. We will organize and conduct bid day activities including the receipt, evaluation and tabulation of bids. Our team will meet with the

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apparent low bidders to conduct scope clarification and confirmation meetings. We will make recommendations regarding trade contractor selection for the consideration of the team. We will solicit, evaluate and recommend value engineering alternatives. With this information we will assemble a Guaranteed Maximum Price. VALUE ENGINEERINGGibbs/Yates sees value engineering as a valuable process during the precon-struction phase. The greatest benefit of value engineering is realized when utilized proactively starting early in the design process. Involving a construc-tion professional early in the design phase affords the project team the oppor-tunity to appropriately apply a true value analysis and maximize the value of the project design while striking the delicate balance between initial cost, con-structability, life cycle costs, maintenance, and aesthetics. Gibbs/Yates’ working relationship with Billes Partners is a major component to a successful value en-gineering process. We will compile all value engineering items in a single log, for tracking and presentation to the team, to aid in eval-uating the net impact on the final project estimate. This process can be used at each phase of design development and is also helpful for identifying alternates for inclusion in the bidding process.

Collaboration between our management team, the design professionals and owner’s representatives will result in an integrated project team that can accurately and efficiently guide the project through the preconstruction phase and set the project up for the operations team to effectively manage the various trade contractors and ma-terial suppliers within the framework established for the job.

PROJECT MANAGEMENTAll Gibbs/Yates projects are staffed with a project manager and a field superintendent responsible for day-to-day execution of the building project. Each project is assigned experienced project executives to mentor and support the project management and field construction staff.

The construction management team begins with a thorough review of the project plans and specifications, ad-denda, contracts and the project estimate. Key project elements are identified and evaluated for critical schedule impact in light of the time necessary for submittal, fabrication, shipping and construction. With the definable features of work identified, our team will develop a comprehensive project sequence and schedule to coordinate these elements and identify any high-risk items or conflicts. Identifying these elements early allows the project team to manage the risks and resolve the conflicts with fewer constraints. With an established sequence and schedule, subcontracts, purchase orders, shop drawings and submittals are prioritized and coordinated to meet critical schedule requirements.

Regular project meeting dates are established with the appropriate project stakeholders. Participants from the owner, designers and contractor meet frequently to monitor the progress of the project. These meetings provide a face-to-face forum for the entire project management team and facilitate the exchange of on-going construc-tion administration information. At these meetings, the current status of the project schedule, submittals, quality control, site safety, and monthly billing are addressed; a near term look ahead schedule is reviewed. This review of

status and upcoming work helps the project team prioritize their work.

Gibbs/Yates uses Primavera P-6 as our basic scheduling software, Expedition Contract Manager as our project management software, and Starbuilder as our project accounting software. Our project management and admin-istration team is proficient with the use of these construction management tools for project administration.

COST—SCHEDULE—SAFETY—QUALITY

PROJECT COST CONTROLGibbs/Yates uses highly effective project cost management methodologies and procedures for the financial con-trol and success of our clients’ projects. Careful administration of the financial elements of project management is key to not only the success of the project, but also our own corporate well being. Our cost management tools include a professional accounting system, carefully crafted subcontracts and purchase orders, internal control checks and balances, regularly scheduled progress meetings, and a culture of transparency and open communica-tion among project team members. Our experienced professionals, including our chief financial officer, account-ing department, project manager, subcontractors and suppliers, work together as a team for the successful cost management of a project. Our operations personnel are trained to carefully and meticulously monitor and eval-uate production and cost at every stage of the project. While our cost management system is highly regimented, we follow a principle of being flexible and customizable for our individual client’s objectives and their particular project’s needs.

Given the dynamic nature of a construction project, it is realistic to anticipate that changes to the Drawings and Specifications of the Contract Documents will be necessary. Contract changes will be carefully administered in accordance with the General Conditions of the Contract to provide clarity for the project team. This clarity greatly simplifies the process of reviewing pricing and is an important element in our culture of transparency and open communication with the project team.

SCHEDULINGThe Gibbs/Yates project management team will develop specific CPM project schedules using Primavera P-6 scheduling software to manage production throughout the life of the project. Major subcontractor and supplier input is solicited, evaluated and input to develop a project schedule that represents accurate param-eters of shop drawing, submittal, fabrication, delivery and field construction time frames. Our superintendents use the overall project schedule for long range planning and two week look-ahead schedules to monitor short-term field productivity to monitor and ensure the day-to-day activities are keeping pace with the overall project schedule requirements.

The project schedule is a communication and planning tool for use in conveying the project construction plan and sequence to all participants so they can see how their scope fits into the overall plan and work to that plan. The schedule is regularly updated and modified to address changing circumstances that impact the schedule during the execution of the project. These updates keep all participants informed of any impact the modifications have on their work and allow the project management team to communicate appropriate adjustments necessary to maintain the overall project schedule.

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SAFETYSafety is our #1 priority each and every day as shown by our award winning safety program with over 60 safety excellence awards. The Gibbs/Yates Team is committed to providing a safe and healthy work environment to all of its employees. To this end, we engage in continual education in safe work practices and the most current safety rules and regulations governing our industry. Our team will establish a project specific safety plan for the Civil Districts Courthouse which will be championed by the Project Superintendent, Project Manager and a designated representative from the trade subcontractors. This team is responsible for providing a safe working environment for both the employees and the public.

Our team will utilize a Behavioral Based Safety (BBS) Program for this project. BBS is an employee driven program that is non-punitive. This program uses actual data about the behaviors of individuals. The program enables the employees to provide peer employees with unthreatening, non-punitive feedback, thereby modifying the safety behavior of the individual. The overall outcome of this program is a workforce that operates safely. No single group of individuals is solely responsible for safety; every employee shares this responsibility. Having a good site safety culture and providing a safe workplace for employees are two of the main factors that help to prevent accidents and to increase productivity. BBS has been widely accepted as addressing an important need as part of an organization’s total health, safety, and environmental effort. BBS programs have a proven track record of effectiveness in many sectors.

QUALITY CONTROL PLAN Our quality control plan emphasizes the three phases: preparation during submittal process; initial meetings to confirm and review appropriate knowledge of material, and processes by the personnel doing the work; and fol-low-up during the execution to confirm the actual work in place is as designed and specified. By incorporating a focus on quality control as a part of the overall process from the initial submittal, pre-work planning and in-process work activities, Gibbs/Yates emphasizes the requirement to execute the work in conformance with the plans and specifications during multiple steps of the construction process.Management of the submittal process is a critical component in controlling the coordination of the trades and the quality of the project. We begin by establishing a due date for shop drawing submittals that is coordinated with the project schedule. This due date takes into account the time necessary for review and approval of the shop drawings, coordination of information with other trades as well as the lead-time for procuring the materials. All submittals are carefully checked by the project management team prior to submittal for review by the design team. Once approval is received, preparatory meetings are conducted with the subcontractor’s field forces re-sponsible for the installing each definable feature of work. These meetings include a detailed review of the project specifications and the approved shop drawings and product data so that our management team and the subcon-tractor fully understand and have a shared expectation for the outcome of the work.

We look forward to contributing information, ideas and solutions as we work together to meet the Orleans Parish Judicial Building Commission’s goals for the new Civil District Courthouse. We take pride in building a quality product and understand the impact our projects have in the lives of our clients and the community. We would look forward to being a valued team member in building a Civil District Courthouse in which the City of New Orleans, Orleans Parish Judicial Building Commission and the citizens of New Orleans can be proud.

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Operations and Maintenance approachThe expected scope of the Civil District Courthouse development project and the management services required align well with the recent projects and experience of Latter & Blum Property Management Inc.

With current personnel experienced in both courthouse management and management of other secure govern-ment facilities, Latter & Blum will be fully able to staff this project with an experienced property manager as well as a skilled maintenance engineer licensed by the City of New Orleans. With a large pool of skilled managers and professional maintenance supervisors, the Judicial Building Commission can be assured that illness or vacation will not impact the operation and maintenance of the new facility.

Management of the FacilityLatter & Blum will work closely with the Judicial Building Commission and CFP to assure the new facilities are managed safely and cost-effectively. Whether it’s leasing, budgeting, daily maintenance, CAM reconciliations or construction management, Latter & Blum’s professional staff will provide the management, oversight, reporting and feedback the JBC requires. Our Commercial Division has consistently managed over 5 million square feet of space over the past 15 years. The knowledge gained from that experience will directly benefit the JBC in the op-eration of this new development.

MaintenanceProper maintenance is a key component of management of the facility and a critical item for tenants of the Court building. Latter & Blum has a large full time maintenance staff and anticipates a full-time engineer on site to maintain critical building systems.

We maintain a thorough preventative maintenance program to stop problems before they occur. At the CDC de-velopment, we will:

• Implement a web-based service report program• Develop a customized Preventative maintenance schedule specific for the property• Provide ongoing property inspections/site visits by qualified maintenance staff and professional property managers

BudgetingLatter & Blum Property Management maintains a fully-qualified accounting department and utilizes state-of-the-art accounting software. Budget and reporting packages will be developed specifically to meet the unique needs of the project. Comprehensive monthly reports will be provided to keep the JBC and CFP continually apprised of the financial side of the building’s operation.

Life Safety and Risk ManagementSecurity and safety are essential in a courthouse environment. Latter & Blum requires background and drug checks on all employees both to maximize productivity and minimize risk.

Our efforts to minimize risk at the facility go beyond our own employees. Latter & Blum maintains a Risk Reduction expert on staff who will evaluate procedures and insurance coverages to minimize risk to the both the JBC and CFP.

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This expert also oversees a program that requires that all outside vendors are required to have liability insurance of $1M per occurrence and $2M aggregate coverage in addition to $500,000 automobile insurance and worker’s compensation. Also, all vendors must sign an Amendment of the Worker’s Compensation Act which gives added protection to the JBC, CFP and the Agent.

Latter & Blum will also focus on Life Safety issues which are important in any environment but critical in an 11-story courthouse environment. These include fire drills and other emergency practice drills. These safety exercises and installation of safety procedures will be accomplished in partnership with a recognized security expert on retainer to Latter & Blum Property Management.

Retail ManagementThe CDC proposal calls for the operation of retail facilities including a parking lot and copy center. Latter & Blum will apply its expertise in the leasing and management of shops, markets, malls and other retail spaces to the facil-ities to assure that these facilities function smoothly and that tenant needs are professionally addressed.

Systems OperationsSiemens, an international leader in building technology and energy efficiency, will provide maintenance and op-erations of building systems. The Siemens approach is to provide a dedicated team of professional’s intent upon working with the project team to develop a State-of-the-Art Integrated Smart Building with LEED certification. The systems included for example are building management, life safety, security (access and video) systems, mass notification, telecommunication and power distribution to name a few.

As a manufacturer of lighting products, electrical equipment, HVAC controls, energy management systems, fire alarm and security systems, closed circuit television (CCTV) and communications systems, Siemens is in a unique position to provide more direct solutions with our own forces than anyone in our industry. This results in substan-tial cost savings to customers in the implementation phase of the project. In addition, Siemens’ buying power allows us to obtain significant discounts on third-party equipment through national agreements with suppliers, as well as direct buys from our sister companies like Siemens Energy & Automation for variable speed drives and electrical components, and Osram Sylvania for lighting fixtures and components. This allows us to pass the effi-ciencies and savings on to the project.