Agenda 06-02-2026; 8-g - Approval of a Contract with Samet Corporation for Construction Manager-At-Risk Services for the Renovation of the John M. Link, Jr. Government Services Center and Construction of the Sheriff’s Evide

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Questionnaire day one, actively contributing to design decisions, pricing as they are often the closest to what is driving identifying cost-saving opportunities, and solving the final cost of work. While their options may not problems before they impact budget or schedule. We'll always be viable, it can uncovers items that may be guide the County through the entire process, from driving costs the team members may not be aware of. establishing realistic budgets during schematic design When options concern MP&E equipment changes, through developing the Guaranteed Maximum Price we know there may be more at stake then up front and managing competitive bidding that maximizes cost savings. In those cases we partner with the MWBE participation. Owner's engineering and design teams to ensure those options are properly vetted so the Owner can Our experience demonstrates this collaborative be presented with the full picture of short-term costs, approach works. We delivered the Forsyth County potential performance or efficiency differences, or Courthouse and have built fire stations police long term maintenance impacts. Together the team headquarters, and emergency operations centers. can make wiser decision to the Owner's long term We know these mission-critical facilities and how interests. to partner with design teams and owners to get the We track Value Engineering Options in the Cost details right. With 40 employees in our Charleston Management Log (CML) showing each proposed office generating $150 million in annual revenue,we change its value and tracks what has been accepted, have the capacity and local presence to be responsive rejected or is still open. partners throughout this multi-year project. Our 0.48 EMR safety rating and established relationships with qualified local subcontractors mean we deliver on 14. Describe how responsibilities as a CM at Risk our commitments to both quality and community dimer from responsibilities as a General Contractor. participation. As a CM at Risk, our role is significantly Orange County will have a partner committed broader than a General Contractor: we manage the to transparency,proactive communication, and construction process in the best interest of the Owner. shared success throughout preconstruction, bidding, A General Contractor is responsible for delivering construction, closeout, and warranty management. the project per the design documents for a fixed price We'll use our CMAR experience to guide you through obtained through bidding. Challenges, changes, or key decisions and ensure this critical facility is coordination issues can and often do impact overall delivered on time, within budget, and ready to serve project cost and delivery. your community for generations to come. As a Construction Manager, we manage the entire construction process in the Owner's interest. This 13. Describe your value engineering process. includes early involvement to understand Orange County's goals, budget constraints, schedule As discussed in our Cost Management Section requirements, and other needs. We then develop above (7), we utilize a Target Value Design approach a comprehensive project schedule and help all throughout preconstruction to minimize the need for stakeholders work together to ensure the County can Value Engineering at the end of the process. However occupy the facility when needed. knowing a certain amount is typically inevitable, Our value engineering process follows the following Additionally, as described in our Cost Management framework: approach, we ensure the project budget is sufficient to complete the intended scope and manage costs Identify alternate materials, systems, or details we that cannot be fully defined at the time of GMP believe may results in a lower final cost to the Owner establishment. All project costs are tracked in a during the design development process and include transparent and auditable manner so Orange County these as alternates during Subcontractor pricing. This knows exactly what is being spent with trade is a more proactive process where the Project Team contractors to perform the work. knows what to expect ahead of time and pricing for those options is obtained competitively. Finally,when issues arise,we act in the County's interest to manage solutions and costs with trade Solicit Subcontractor's and Vendors to propose contractors using the same transparent reporting. cost saving options that seem obvious to them during RFQ 367-005466 /The Renovation& Construction of Sheriff's Office Facilities