Municipal Consolidation and Construction Proposal

RESPONSE TO THE REQUEST FOR DEVELOPMENT PROPOSAL FOR
UNIVERSITY RIDGE DEVELOPMENT

SUBMISSION DUE DATE: APRIL 6, 2017
PROPOSAL # 45-04/06/2017
PHASE I PROPOSAL
RFDP for the University Ridge Development Project, Greenville County, SC 0

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TABLE OF CONTENTS
A. INTRODUCTION STATEMENT 2
B. WORK PLAN 4
C. FEASIBILITY STUDY 8
D. ALTERNATIVE FINANCING MODELS 8
E. QUALIFICATIONS 14
1. ORGANIZATIONAL CHART 17
2. LIST OF COMPARABLE PROJECTS 18
3. PROJECT TEAM EXPERIENCE 24
4. REFERENCES 30
F. CAPABILITY AND CAPACITY 31
G. PUBLIC / PRIVATE PARTNERSHIPS 32
H. REQUIREMENTS OF GREENVILLE COUNTY 32
I. STAKEHOLDER COMMUNICATIONS PLAN 32
APPENDIX: ADDITIONAL MCC PROJECTS 41

A. INTRODUCTION STATEMENT
April 5, 2017
Greenville County
University Ridge Development
301 University Ridge, Suite 2400
Greenville, SC 29601
Dear: Sir or Madam,
Municipal Consolidation and Consolidation, LLC (MCC), a Franklin L. Haney Company subsidiary,
has formed a highly- experienced team of professionals to respond to the Request for Development
Proposal for the University Ridge Development Project (The Project) located in Greenville County,
South Carolina. The representations and commitments as set forth in the response are correct
and accurate.
UNDERSTANDING OF THE COUNTY’S GOALS: We fully understand the County’s vision to develop a world-class
mixed-use infill development project that serves to further strengthen the magnificent urban fiber of downtown
Greenville. As described in the RFDP, the primary objectives for the development of the County’s University
Ridge campus are as follows:
1. Intensive, High Density Urban Land-Usage
2. Aesthetically Striking and Appealing Urban Building, Hardscape, and Landscape Design
3. Thoughtful Consideration for the Replacement of a County Administrative Office Facility
4. Connectivity to Downtown Greenville, Adjacent Parks, Trails and Surrounding Properties
5. Distinct Sense of Place, Including Walkability, Greenspace and Public Gathering Spaces
6. Adequate Parking and Vehicular and Pedestrian Traffic Circulation
7. Significant Positive Community Impact
With these goals in mind, we have developed a thorough redevelopment plan approach based on our
simple yet highly effective public / private partnership approach with municipalities:
DEVELOPMENT PROPOSAL SUMMARY: Our approach is divided into two primary phases. In Phase I, MCC
proposes to acquire the existing property 301 University Ridge and lease back the existing facilities to the
County while we design and construct a new 250,000 sf facility to house the County offices plus an
additional 50,000 sf to house the Courts (total of 300,000 sf facility). This new facility will exemplify the
level of sophistication and dedication to sustainability and quality design exemplified in Greenville County.
Most importantly, as part of our proposal, MCC will absorb ALL liability for the project during the design and
construction phases. The County in turn, will only be liable for lease payments once the new building is
completed and the certificate of occupancy is obtained.

Once the County facility is up and running, implementation of Phase II, which will focus on the private-
sector residential and commercial infill can begin. This phased approach is critical to the success of the
project for three primary reasons:
1. This approach puts ALL liability from design through construction of Phase I on us, freeing the County
to budget appropriately for the lease without worrying about unforeseen costs arising in Phase I.
2. The County is not responsible for any upfront capital costs associated with the development including
infrastructure, demolition or other project-related costs.
3. The newly built, state-of-the-art County facility serves as a value generator for the property and a
catalyst for the subsequent private development phases.
To provide the County with a turnkey project within budget and within an agreed upon schedule, we have
assembled a highly-experienced team of local, national and international professionals including:
• Project Executive: Frank Haney – Municipal Consolidation and Construction
• Design Principals: Chris Engel, AIA, LEED AP; Michael Keeshen, AIA, LEED AP – Goodwyn, Mills
& Cawood (Offices in Greenville and Columbia)
• Design Architect: Marc Warren, AIA, LEED AP –Goodwyn, Mills & Cawood (Offices in Greenville
and Columbia)
• Construction Project Manager: AJ Bargoti – Turner Construction
• Construction Site Manager: Terence Strong – Brownstone Group (SC DBE Firm)
• O & M Leader: Gregory Cichy, CPM®, LEED GA – Colliers (Offices in Columbia)
• Lead Counsel: R. Preston Bolt, Esq. – Hand Arendall, LLC
• Lead Financier: Lindsay Stroud – Savills-Studley
In addition to the above-mentioned team, we are prepared to hire Robert Charles Lester, Co
(RCLCO) should our team be selected as our economic and market analyst. As president of MCC, I
will be the point of contact for this contract and have full contractual authority for our team on all
matters related to this project. I look forward to working with Greenville County on this exciting
opportunity.
Sincerely,
Frank Haney - President

Municipal Consolidation and Construction, LLC
www.mcc-co.com
EIN # 81-4387666
A Franklin L. Haney Company Subsidiary

1250 Maryland Avenue, SW Suite 503 Washington, DC 20024 (202) 479-1101 www.mcc-co.com

B. WORK PLAN
The MCC team has designed the following of the site development, including demolition of
comprehensive development approach to the existing facility, to begin. Refer to the
successfully implement the detailed vision that is following Phasing section for additional detail
clearly outlined in the University Ridge regarding the Build-out of University Ridge.
Development Request for Development Proposal.
2. Sustainability Driven
We are ready to mobilize and commence the
implementation process. Additionally, we have The County has laid out a vision for sustainability
the financial capability to “go the distance” and, that mirrors our team’s approach. We believe
most of all, we share your “sustainability” is more than
passion and energy to create a trendy catchphrase. To us,
a world-class, mixed-use it is the new paradigm for all
community at University WHO WE ARE: urban, high-density
Ridge. development. The
MCC’s mission is to Design and economics are clear—it’s
construct world-class facilities more than a nice idea. It’s
PROJECT VISION that exceed our Client’s goals the essence of smart
development, both
Our vision for this project is while assuming all liability financially and
to successfully transform the beyond lease payments. environmentally. The
University Ridge site into a
University Ridge
world-class, mixed-use MCC strives to provide an Development project gives
sustainable development
alternative solution for us all the opportunity to
anchored by the new home
governments to consolidate and lead by example in creating
of County Government
the most sustainable
Administration. Our replace aging facilities while community in Greenville.
approach is focused on the minimizing costs and liability. Sustainability will serve as
following main areas:
the glue that binds all
1. Implementation Focused
MCC manages and operates aspects of the community.
over 2 million sf of government In creating a truly
The vision has been set from
office properties and has led sustainable community, we
years of careful planning see the concept of
illustrated by the previous many projects in excess of a
sustainability as all
masterplans. It is now time billion dollars. encompassing. In order to
to take the next step and measure the vision for this
begin the processing of project, our approach to
creating a built environment. sustainability will include:
We bring the right blend of
skills and expertise needed to implement this • Green initiatives such as capturing surface
complex multi-phased project allowing the run-off (i.e., rain) before it reaches the
County Government offices to remain operational Reedy River
while the first phase of construction is being • A comprehensive transportation network
constructed. Once phase 1 is complete, the to put “feet on the streets” creating a
County Government offices will move into their truly walkable development and make
new, class “A” office space located at the center cars secondary modes of travel
of the new development, allowing for the balance

• Use recycled materials and alternative Downtown Greenville Masterplan by Sasaki
forms of energy to build and power Associates. These efforts have developed over
structures many years by many people to achieve
• Educational programs such as business consensus, come up with innovative ideas, and
incubators and cultural programs to instill formulate a workable set of plans for
a mind-set of sustainability in the redevelopment of this site. As a result, we fully
community understand the importance of integrating local
• A diverse area for job opportunities to communities into the new and enhanced
empower the community to develop a University Ridge neighborhood. We see
self-sustaining economy and to minimize integration and enhancement as a multifaceted
commuting to other areas and cities goal supported by various programs, initiatives,
• Interpretive signage to show visitors and and ideas.
residents how sustainability works in real- 1. Economic integration and enhancement
world applications
University Ridge has the opportunity to be an
3. Community Oriented
epicenter for new jobs and entrepreneurial
The vision highlights the importance the local development in the growing Greenville
community has played and will continue to play in Downtown. Here are some key initiatives our
the transformation of the University Ridge team is ready to implement as part of our
Development. As we move into the development approach:
implementation phase, the community will be
Greenville Residents First: The University Ridge
integral to the evolution of ideas. For example, a
Development will not just make a good faith
key initiative we will implement as part of our
effort to secure jobs for Greenville residents; we
community vision is the development of a
will make it our first priority. It is the intention of
comprehensive technology training program to
the University Ridge Development to provide
grow the local knowledge base. In addition, we
technology-based, green jobs to local residents.
see the potential to provide job training for both
We will accomplish this by engaging in career
the construction and operations/ maintenance
development at the high school level, workforce
phases of the project. This will translate into
development in the surrounding community, and
hundreds of jobs for the local economy. We
opportunity awareness for all of the Counties
believe the essence of developing a truly
Citizens. We will facilitate opportunity awareness
sustainable community is based on developing
through local job fairs, media advertisement, and
people, not just buildings. In the next section, we
internal HR specialists who will find and recruit
discuss our vision for integrating and enhancing
great talent.
the surrounding community.
Business Incubator Initiative: This project has the
opportunity to be the pilot neighborhood for a
INTEGRATION AND ENHANCEMENT OF business incubator location focused on
SURROUNDING COMMUNITIES developing entrepreneurial opportunities in
skilled labor areas. The goal is to have University
Our approach follows the vision and guidelines Ridge be a center of job creation for the area and
set forth in the University Ridge Development beyond. Please refer to Section 5 for a detailed
documents as well as the 2002 Haynie-Sirrine description of this initiative.
Neighborhood Masterplan and the 2008

2. Social integration and enhancement Greenville. In order to accomplish this, we will
incorporate the following into the development
We want the neighborhood to be a focal point of
approach:
social and cultural integration and enhancement
for the area. By creating a real connection to the Change Orientation of Density: Currently, the site
Reedy River, Falls Park, the Swamp Rabbit Trail, is relatively flat with single story buildings
and Cancer Survivors Park, University Ridge can surrounded by surface parking. The new
become a natural extension of Downtown University Ridge Development will condense the
Greenville. We envision art festivals, music building area into vertical blocks with structured
festivals, fairs, and exhibits as elements of parking to increase density while matching the
everyday life in University Ridge, like a town character of the City while taking advantage of
square, full of life and spontaneity. In addition to the views of Greenville and Falls Park to the
the connectivity to the rich, public outdoor north.
amenities adjacent to the site, our team suggests
Pedestrian-Oriented Streetscapes: Along
the following possibilities for further
University Ridge and within the Development,
development. We welcome community input to
create new streets that are pedestrian-friendly,
create a fully-integrated cultural neighborhood.
active streetscapes, with “feet on the street”
Governor’s School for the Arts and Humanities character with park-like landscaping.
Outreach: The adjacency of the school to the
Appropriate Architecture: The architecture will
north affords a wonderful opportunity to
likewise be respectful of the existing surrounding
incorporate a cultural center into the University
neighborhood’s character extending the character
Ridge Development including a multi-use building
of the City of Greenville to this site.
that could house an art center with artist studios
and exhibit spaces; a community cultural center Great Open Spaces: We will implement the open
for music, theater, and dance opportunities; and space components suggested in the Sasaki plan,
business incubator locations and neighborhood to serve as an additional link in the network of
services. open spaces interconnected throughout
Greenville. The project will have a variety of
Fitness Center: A number of the buildings within
parks at different scales that will offer community
the development offer a great opportunity for
gathering venues and sustainability opportunities
housing a single story or multistory fitness center
while connecting University Ridge to Falls Park
to provide an important amenity to the
below. The possibility to create additional great
community.
open spaces will create more synergy between
Specialty Grocery Store: The building site at the the existing community and connect University
corner of University Ridge and S. Church Street Ridge to the greater area through a green
would be a great location for a grocery store, network of open space, trails, and parks.
within walking distance of several residential
neighborhoods and an amenity that is key to the
success of mixed-use, neighborhood
development.
3. Physical integration and enhancement
University Ridge will blend into the rest of the

community and not feel like a separate part of

VARIANCES FROM THE MASTER PLAN will incorporate the balance of the build out
which will include the commercial and residential
The development strategy outlined in this
portions as determined by the market
proposal is based on a flexible structure that can
study. Also, a hotel is possible in Phase 3 if
adapt to market conditions. As a result, our
supported by the results of the market study.
current implementation strategy proposes some
minor modifications to the original master plan.
For phase 1, MCC will only take possession of the
Primarily, we see several areas where we want to
portion of the site necessary to construct the new
add value to an already innovative and excellent
County Administrative Building and the
plan:
complementary parking. The ownership of the
• Develop a master plan that allows for the remainder of the site will stay with the County
construction of the new County until the subsequent phases are ready to
Administrative Offices while the existing begin. MCC will execute the infrastructure and
facility remains operational. transportation improvements on behalf of the
• Once the new County Administrative County and maintain an option on the balance of
Building is complete, the County facility the site for the future Phase 3 development. We
will provide a catalyst to spur the rest of will work closely with the County to execute the
the site to be developed with mix-use full vision of this site by aligning with the ideal
buildings, parks and potentially other partners who specialize in either residential or
office uses. commercial development. Proceeds from the sale
• Develop a plan that takes advantage of of the additional development area in Phase 3 will
views that connect this site to the City of go to the County and will reflect the value added
Greenville and Falls Park to the north. from the density created by the new
• Open the site in the northeast corner to administrative building as well as the
create an open park that connects to Falls infrastructure improvements and new vision of
Park and the Swamp Rabbit Trail. the entire site.
Ultimately, the previous masterplan along with

any ideas presented here will be vetted through a
series of Community and Stakeholder meetings to
come to a consensus.
PHASING PLAN
The structure that we propose to maximize the

benefit of the development to the County is a
phased development approach. Phase 1 will
include the development of the new County
administrative building and 1000 car parking
structure. Phase 2 will include the demo of the
former administrative building and the
infrastructure and transportation improvements
necessary for full build out of the site. Phase 3

TIMEFRAME
Planning and Approvals: Market Study, Master Planning & Design May 2017 – September 2018
Phase 1 Construction: County Admin Building and Structured Parking October 2018 – February 2020
Phase 2a Construction: Demolition existing buildings site work April 2020 – January 2021
Phase 2b Construction: Vertical Construction of Mixed Use Buildings February 2021 – October 2022
IMPORTANT DEVELOPMENT THEMES: Development, our team will conduct a

comprehensive market study to get an
Building Architecture will be designed to embrace
understanding of the surrounding market
the local vernacular and strengthen the unique
conditions including office, retail, and residential
identity of Greenville. We see this as a great
vacancy and rental rates. This will include the
opportunity to implement one of the current
types of buildings that are most needed and the
master plan’s primary goals of creating
anticipated absorption rate for any constructed
destinations “beyond Main Street”.
square foot at this location. This data driven
Connectivity and Visibility are critical elements to analysis will guide the final design and mix of the
a successful and unified University Ridge. We development to quantify the immediate needs
have included ample permeability in our design and forecast how University Ridge can support
with walking and shared-use paths, as well as these needs. This process takes the guess work
sight corridors from the new streets toward the out of large scale developments and ensures that
City of Greenville and Falls Park to the north. we have the right mix of building types and
density creating predictable build-out and
Sustainability will be integrated throughout the sustainability of the development.
University Ridge Development with ample open
space, walkable, tree lined streets that create a
vibrant community. The development will be D. ALTERNATIVE FINACING MODELS
designed to meet LEED standards and the
streetscape and open spaces will likewise Our proposal will ensure a seamless
incorporate best management practices to ensure transition for the County. We will design
that the project serves as an example of and construct the new facility on parcel 301.
sustainable design in the community. MCC will assume all risks and liabilities with this
project besides a lease payments once Certificate
of Occupancy is achieved.
C. DEVELOPER FEASIBILITY STUDY
Financing Terms and Sources of Debt and Equity
Beyond the financial viability of the County
For the new County facilities, we propose to
Administrative Building needs is the development
follow the General Service Administration’s
of the balance of the site creating a sustainable
(“GSA”) lease model. This model follows a trend
development plan based upon additional
where the GSA has begun moving away from self-
community needs. The highest and best use of
ownership of the facilities that they occupy and
the site is typically determined by local market
are leasing new facilities built to their
forces that can be measured and forecast. In
specifications. In addition to direct benefits to
order to ensure success of the University Ridge

the County such as lower operating costs, better strength of our team will enable financing to
facilities that in-turn motivate higher employee occur at extremely attractive rates that will be bid
morale and productivity, this model also out internationally by Savills-Studley
completely eliminates all liability to the County by
The proposed financing structure is a long term
passing the ownership responsibilities to us, the
fixed County lease. The operation and
developer.
maintenance expenses can include, if elected by
MCC has over 40 years of experience successfully the County: janitorial, repairs and maintenance,
constructing and financing similar projects across utilities, roads and grounds, security and all
the country following this model. We are administration expenses.
confident that this method will provide the
highest quality facility with the lowest cost to the
Term of Lease:
County while eliminating all risk.
The Landlord is willing to offer a term in
A newly formed special purpose entity (“SPE”) will accordance with the wishes of the County. By way
assume ALL LIABILITY for the project as soon as of illustration, we assume a 20-year lease term in
the Lease is executed. The proposed financing this offer.
structure will be backed by a lease that has two
components: one being the base rent that cannot The term of the lease will commence on the date
be set off and the other being operational rents that the County commences beneficial use of the
that escalate over time as real costs increase. Leased Premises and receives the Certificate of
Occupancy, “COO”. If the County elects to have
All equity needs and pre-construction expenses the Landlord provide Tenant Improvements, as
will be paid by MCC. The bankruptcy remote described below, the term will commence on the
entity mentioned above will issue long-term debt earlier of the date the County commences
backed by the long-term lease entered into by the beneficial use of the Leased Premises or the date
County. MCC, working closely with Savills that is 90 days after substantial completion of the
Studley, will structure and implement the best Tenant Improvements, other than punch list
turnkey financing solution for this project. We will items.
create a first-class construction-permanent loan
submission that includes a detailed description of At the end of the initial term, the County will have
the project, market, financials and superior the option to stay or relocate depending on its
sponsorship. Savills Studley will utilize a preference at that time. If the County would like
disciplined and competitive transaction process, to stay in the building, necessary capital and
stressing the unique and fleeting nature of the tenant improvements would be completed for the
opportunity. This debt will be rated and sold benefit of the County and a new lease will be
based on the creditworthiness of Greenville negotiated under mutually agreed upon
County, Turner Construction’s guaranteed terms. However, if the County would like to
maximum construction contract and Colliers relocate at the end of the Lease term there is no
International’s operation and maintenance liability to the Landlord whatsoever. Another
experience. Proceeds from the sale of this high- option that can be explored at the time is the
quality debt will fund construction. County’s purchase of the facility.
We bring to the table our extensive capital
markets network developed over our long and Although this is an option for the County, we
successful history in the marketplace. The would recommend caution. The County would be

acquiring a 20-year-old asset, and although we 3. Permitting: Inexperience with the permitting
would have maintained the building well over the process and proper building codes.
lease term, many systems would be at the end of
The MCC Solution: Leading our design team will
their useful lives and in need of replacement.
be the architectural firm of Goodwyn Mills and
Additionally, as a tenant and not an owner, the
Cawood as well as the Brownstone Group. GMC
County would have the option to adjust the size
has been working in South Carolina for nearly two
of the leased premises and maintain the flexibility
decades and has the local experience required to
to run smoothly and efficiently for an extended
design a beautiful facility that meets all necessary
period of time.
building codes and can be efficiently permitted.
Brownstone is a Colombia, SC-based SC MBE firm
Risk Analysis: Our team understands throughout
a complex public/private partnership project, and has vast experience in getting projects
various opportunities arise that can impact the designed and approved in the area.
cost and schedule of a project. We solve all of 4. Construction: Inexperience with office
these issues up front and assume all liability for
construction in Columbia South Carolina,
these issues if and when they arise. Mainly, these
logistics-related issues.
include five critical points:
1. Initial Transaction: changes to the deal The MCC Solution: Turner construction, our
structure, delayed responses and general contractor, has decades of experience in
unfamiliarity with political climate and South Carolina and will lead the construction
processes. scheduling and operations for this project. Turner
The MCC Solution: We are in this to create a will be assisted by the Brownstone Group in the
long-term partnership with Greenville County. day to day construction management duties.
Our team brings 40 years of public/ private 5. Operations: Lack of capacity to properly
partnership experience to the table. We are operate large facilities and unable to utilize
prepared to “hit the ground running” in Greenville state-of-the-art methods to maximize building
by including one of our local South Carolina efficiency.
partners, Randolph R. Lowell at the law firm of
Willoughby & Hoefer, P.A. up front in our initial The MCC Solution: Our O&M partner, Colliers
negotiations. Mr. Lowell is extremely International is a global leader in O&M and will
knowledgeable of the local political climate and oversee all O&M responsibilities for this project.
will serve as our team’s local point of contact and Colliers, who operates over 200 million square
council. feet in the US alone has the manpower, technical
understanding and cutting-edge technology
2. Financing: Creditors linger on financing terms needed to effectively and efficiently operate a
and responses. 21st century facility.
The MCC Solution: Our 40-year history with Risk Mitigation: Our experience has shown that
financing large scale office and infrastructure all of the major risk factors associated with these
projects has allowed us the opportunity to types of projects are more likely to be an issue if
develop solid, long-lasting relationships with the structure is set up incorrectly from the
some of the Country’s most sound creditors. As beginning. Our structure is set up so that the
such, we are in an extremely strong financial MCC team assumes all liability and will mitigate
position to undertake major projects from start to all pre-construction and construction risks for
finish with no loss of time in the financial markets. the County.

Development and Financing: Franklin Haney We are uniquely positioned to use our lessons
Company has over 40 years of experience learned to ensure budget certainty and on-time
financing similar projects across the country. delivery to the highest levels of quality.
Working in concert, our firms have delivered over Construction: Turner Construction will provide a
$10 billion in public-private and turnkey real Guaranteed Maximum Price. Our construction
estate development across the country. We are team, Turner, completed more than $1.2 Billion in
experts in “Complex Delivery Methods”, including design/build projects in 2015 alone. Turner brings
design-build delivery. A few recent successes an unparalleled resource base that can provide
include: The Portals Office Building in Washington the County with the assurance of a complete staff
DC, The Dulles Greenway, a 14-mile private toll and proven track record on design-build delivery
road, The 600,000 sf Birmingham Municipal methods. Turner is ranked among the top 20
Building and the $ 13.4 billion Bellefonte Nuclear national design- build firms in the United States.
Plant. Their experience with design-build, as well as
their resources, allows them to fix a price to a
The MCC team recently completed a 600,000 SF
project early, and shift cost and schedule risk to
municipal complex in Birmingham, AL. This
our team from the County.
project incorporated a renovation design of an
existing facility, construction while occupied, Turner will be engaged from the beginning of the
private financing, and facility management. The project to ensure the project is designed in a
City is looking to consolidate the Fire, Police and manner that maximizes constructability while
Municipal Courts into the remaining 360,000 managing the site logistics. However, above
square feet. The Franklin Haney Company, MCC’s other concerns will be construction safety during
parent company, was shortlisted in a RFP process the project. Both construction teams have a
and in the final round of negotiations. proven record of safety excellence while
maintaining quality work delivered on time.
Design & Pre-Construction: Turner Construction,
Brownstone Construction and Goodwyn, Mills and Operation and Maintenance: Finally, our team
Cawood will lead the facility programming and provides the County the most experienced facility
design effort. However, we will utilize the management team in the world. Colliers
expertise of the County, Turner Construction, International manages over 1.46 billion square
Colliers Management and local designers and feet of buildings worldwide. Our team will not
contractors to ensure the design is developed in a only ensure the project is designed and
manner that promises building comfort, constructed for the preference of the County, but
functionality and aesthetic excellence. we will provide a long-term management partner
that will ensure the sustainability of the facility for
The pre-construction services will be led by
the County for the long term.
Turner Construction. This effort will work in
unison with the design process to provide a Risk Sharing: MCC strongly believes the largest
consistently coordinated project schedule, risk is completion of the project, and therefore,
budget, value engineering, site logistics plan and the most beneficial risk-reducing solution is for
evaluation of existing conditions. the County to do a long-term lease with MCC for
the property. With this type of transaction, MCC
Our approach to this project will be centered on is able to absorb ALL major risks and create the
our extensive experience with other similar following key benefits to the County:
mixed-use urban redevelopment projects as well Nationwide, governments are encountering
as government office and administrative projects. problems pertaining to the office spaces they own

and operate. Reaching the end of their useful MCC’s model focuses on the following key goals
lives, many of these spaces are falling into for our government clients:
disrepair, largely as a result of maintenance
Consolidate offices spread across multiple
problems that have aggregated over the years. In
buildings into one more efficient space.
many regions, government staff is growing
increasingly aware and decreasingly tolerant of Simplify ongoing responsibilities by leasing office
the issues with these spaces, which–to make space instead of building and maintaining it for
matters worse–are often scattered across the long-term.
different neighborhoods, creating a number of
inefficiencies, both for the individuals working in Avoid cost and time overruns by circumventing
them as well as for the broader groups of people the long and drawn-out design-bid-build process.
they represent. Cut annual costs compared to owning your own
Challenge: Develop a product that reduces the space.
inefficiencies and cuts the costs associated with Profit from the sale of old buildings and increase
operating in rundown, spread out office spaces, the tax base when they are redeveloped by
with the goal of allowing cities to focus their private owners.
resources on their work, rather than the spaces in
which they work. Locate in a neighborhood that will see economic
benefits from the government’s presence.
Municipal consolidation presents municipalities
with the opportunity to reduce inefficiencies and Increase long-term flexibility: when your lease is
cut costs, as well as benefit from other, up, you can expand or contract your space to fit
locational‐related externalities that stem from your needs, or move somewhere new entirely.
having an anchor institution. Although many Leasing Avoids Chaotic Design-Bid-Build Process:
governments are already turning to consolidation, The majority of large-scale public projects require
the overwhelming majority of them are using an extensive design-bid-build processes, which often
ownership‐based model, which–while arguably result in significant cost and time overruns.
more politically palatable than a lease‐based
model–presents its own unique set of challenges. In the design-bid-build process, the design and
construction of a project are addressed by
By leasing a consolidated office instead, separate entities, and check-ins are necessary at
municipalities and States can avoid many of these each stage. As such, it is relatively easy for the
challenges entirely. As such, a lease‐based model design-bid-build process to become chaotic,
of consolidation, as proposed by MCC, addresses especially in the case of large or complex projects,
the aforementioned issues that are currently when redesigning and rebidding often occur.
plaguing government offices, without presenting
the new ones that often arise as a result of an Studies suggest size and complexity are the two
ownership‐based model. largest explanatory variables for cost and time
overruns during the design-bid-build processes,
Today, many municipal, county and state and – because of the size and complexity of most
governments own and occupy outdated office consolidation projects – cities, Counties and
spaces that have reached the end of their useful states are therefore likely to encounter these
lives, without a clear strategic or financial plan to types of overruns when they pursue ownership-
transition into newer, more efficient space. based options.

On the other hand, they can avoid these overruns • Train the operations/maintenance team
entirely through lease-based options, since on the new building prior to closing out
private companies do not have to go through the construction
same design-bid-build process as large-scale • Generate a maintenance schedule for the
public projects. facility
• Reduce or eliminate political
By leasing rather than owning, governments can
resistance—no need to issue new debt
effectively pass the construction and cost risks,
• Landlord responsible for maintenance
many of which are closely tied to the design-bid-
and repairs—no costly or unexpected
build process, off to developers, thereby shielding
capital expenditures that take General
themselves from cost overruns.
Fund dollars away from other priorities!
Put MCC’s experience to work for South Carolina
to provide a turnkey project by following these  New buildings are more efficient and cost less
sequential steps: to operate and maintain. Private owners can
also negotiate better maintenance contracts
 Set up a competitive process to emulate how
and have a financial incentive to keep their
the private sector and GSA implement and
buildings in good repair so they maintain their
complete construction projects. Both GSA
value over the long-term.
and most private companies are going away
 Functional lifespan of municipal buildings
from the owned model to a leased model.
often less than expected, due to deferred
They have found they are not experts in the
maintenance and repair. Occupying a
field and it is cheaper and more efficient to
functionally obsolete building, even if you
lease rather than own.
own it free and clear, requires significant
 Once selected through the RFP process, the
capital investment beyond what the building
MCC team can:
is actually worth.
• Define the municipality’s needs (how
 Increase long-term flexibility to adapt space
much space, what layout, and all other
as your needs change and evolve with
necessary programming decisions.
workspace trends.
• Identify potential sites for consolidation
 The resulting economic Impact for the County
into a new space
become quickly apparent:
• Manage the preconstruction process,
• Increase property tax revenue by selling
including the design and engineering of
old buildings to private owners who are
the building
subject to property taxes, and may
• Set up public private partnership through redevelop sites into more valuable uses.
which MCC assumes all liability – no cost
• Generate sales proceeds from old, unused
overruns, no design, financing,
buildings.
construction, or operation risks – and
• Provide more and better community
ensures completion
spaces, including parks, plazas, and
• Secure financing for development
meeting venues.
• Manage and execute all aspects of
• Residual Revitalization: A new building
approvals, site work, and construction,
often has the revitalization potential to
delivering a turn-key building ready for
turn around a neighborhood, and can
occupancy
serve as a capitalist for redevelopment in
that area.

 Time: By implementing the “GSA model”, the company, the Franklin Haney Company. MCC’s
County can avoid costly mistakes and have a president Frank Haney Jr. has been responsible
long term flexible solution. From their for the successful closing of over $1 Billion in
experience building large office buildings over financing on comparable P3 projects across the
the decades, GSA has figured out the benefits country and currently developing the 1st merchant
of long term leasing and now applies this nuclear facility at the Bellefonte site with a
model in favor of owning their office completion budget over $13 billion. His
properties. experience and backing alone is qualification
 MCC bears all of the design, financing, enough for MCC to become one of the premier
construction and operation risks. If the government office building developers in the
County has ideas on opportunities for county but combined with the design expertise of
mutually beneficial risk sharing, MCC would Goodwyn Mills & Cawood, the depth of
be more than happy to incorporate them into construction knowledge of Turner Construction
our structure. and the Operations and Maintenance experience
of Colliers International MCC is unmatched in its
Opportunities for Performance-Based Incentives: capabilities to deliver the SCDOE, the state of the
Turner will enter into a guaranteed maximum art headquarters it is looking for.
price to complete. With MCC’s oversight, we will
bid all aspects of the construction project to the
local sub-contractors. Performance based
incentives will be a part of these contracts. If the Municipal Consolidation and
sub-contractors’ prices are under budget and take Construction, LLC (lead developer)
less time, then these sub-contractors will share in
the savings with Turner. By adding these As the master developer, manager and sole
incentives into the contract, MCC has found that general partner, MCC, a subsidiary of the
projects regularly come in within time and Franklin L. Haney Company, brings 40 years of
budget. experience developing and financing office
buildings, infrastructure, hotels, parking
facilities, special purpose buildings and
convention centers. M C C will be
E. QUALIFICATIONS accountable that the complete build out for
this project isachieved on time and within
Summary of Experience budget. Frank Haney, our president, will be
the County’s point of contact. He will
MCC’s strength is a direct result of the sum of all oversee overall project tasks and delegate to
parties involved. MCC has assembled the finest the individual task leaders as needed.
team of design, finance and construction  Primary Contact Person: Frank Haney
professionals possible for this mission.  Address: 1250 Maryland Avenue, SW Suite
Collectively, the members of our team have un- 503, Washington, DC 20024
matched experience in this area as demonstrated  Telephone Number: (202) 479-1101
by the list of comparable projects and experience  e-mail address: FrankHaney@mcc-co.com
listed below.  Website address: www.mcc-co.com
MCC’s experience cannot be separated from the
extensive history of success of its parent

Turner Construction Company careful consideration of your goals and attention
to detail.
Turner Construction is one of the largest
construction management companies in the Since they understand the complexities and issues
United States with a construction volume of $10 that arise during construction and design projects,
billion in 2014. Turner has 46 offices in the U.S., Brownstone is able to plan for their occurrence so
including a large office in Charlotte, N.C. Turner is progress continues. Brownstone has a strong
active in 20 countries around the world, and focus on listening to their clients’ needs and
averages 1,500 projects per year. Turner services preferences, interpret these needs, and
include construction management, general transforming them into well-managed and well-
contracting, consulting, construction designed facilities
procurement, insurance, and risk management.
 Primary Contact Person: Dale Collier
According to Engineering News-Record’s 2014 Top
 Address: 1310 Lady Street, Suite 204,
400 Contractors Sourcebook, Turner is the largest
Columbia, SC 29201
"Green contractor" in the United States and the
 Telephone Number: (803) 726-3016
fourth largest contractor overall in the United
 e-mail address: dcollier@bstoengroup.com
States. The firm’s sustainable construction work
 website address: www.bstonegroup.com
has grown to 50% of its backlog. Turner’s green
building projects are in wide array of building
types including in the education, commercial,
healthcare, and aviation segments. Turner has
Goodwyn, Mills & Cawood
completed 300 projects that have been LEED (Lead Architect)
Certified by the U. S. Green Building Council Goodwyn, Mills and Cawood is one of the
(USGBC). An additional 300 projects are LEED largest privately held Architectural and
Registered. Engineering firms in the Southeast including
 Primary Contact Person: AJ Bargoti an office in Greenville, SC. With over 69 years
 Address: 4601 Park Road, #601 of history and significant growth over more
than a decade their firm is financially strong
Charlotte, NC 28209
and among the highest rated for the A/E
industry. Their diversified client base, sound
 e-mail address: ajbargoti@tcco.com financial planning, planned growth, and the
 website address: multi-disciplined organization of the firm
www.turnerconstruction.com provides the strong, revenue-generating
system on which they operate. Their firm’s
strengths are backed by over 375 employees in
Brownstone Group, Inc. (Construction four states. They are a regionally based firm but
Manager) with a national portfolio of projects. Many of
Brownstone is a full-service consulting firm those projects are with the County & City of
headquartered in Columbia, SC, specializing in Greenville, such as: Greenville County Square,
Program/Construction Management and Greenville County Detention Center, Greenville
Architecture. They are highly experienced and County Courthouse Renovation and Judicial Wing
competent professionals who can manage, design Addition, Greenville County Forensics Lab; Church
and deliver projects as clients expect, “with Street Parking Garage, and the James H.
superior quality, under budget and on time.” Woodside Conference Center.
We manage and/or design each project with

 Primary Contact Person: Chris Engel  Local Contact Person: Debbie M. Lane
 Address: 2660 East Chase Lane, Suite 200  Address: 1301 Gervais Street, Suite 300
Montgomery, AL 36117 Columbia, SC 29201
 Telephone Number: (334) 271-3200  Telephone Number: 803.254.2300
 e-mail address:  e-mail address: debbie.lane@colliers.com
chris.engle@gmcnetwork.com
 website address: www.gmcnetwork.com
 Local Contact Person: Michael Keeshen
 Address: 101 E Washington Street, Suite
Savills Studley (Financing)
200 Greenville, SC 29601 Savills Studley is a premier global commercial real
 Telephone Number: (864) 527-0460 estate services firm with over 27,000 professionals
 Email address: in over 600 locations around the world. The firm
mike.keeshen@gmcnetwork.com is supported by highest quality market research
 Local Contact Person: Marc Warren and in-depth analysis to provide informed and
 Address: 101 E Washington Street, Suite strategic real estate solutions to organizations
200 Greenville, SC 29601 across all industries. The firm’s comprehensive
 Telephone Number: (864) 527-0460 commercial real estate platform includes leasing
 Email address: brokerage, project management, capital markets,
marc.warren@gmcnetwork.com consulting, and corporate services.
 Primary Contact Person: Lindsay Stroud
 Address: 1201 F Street, NW, Suite 500
Washington, DC 20004
Colliers Real Estate Management
 e-mail address: lstroud@savills-
(Operations and Management) studley.com
Colliers International is a leader in global real
estate offering comprehensive services to website address: www.savills-studley
investors, property owners, tenants and
developers around the world. Colliers
professionals are in 485 offices worldwide, but
are united by a spirit of enterprise. They take
initiative, think creatively, collaborate to
achieve, and use their expertise to innovate.
Over15,800 employees embrace a culture of
service excellence. They strive to deliver the
best service experience in both the business
results they achieve and through personal
attention to exceed their clients’
expectations.
 Primary Contact Person: Greg Cichy
 Address: 1625 Eye Street NW, Suite 700
Washington, DC 20006
 e-mail address: Greg.Cichy@colliers.com
 website address: www.colliers.com

ORGANIZATIONAL CHART

The Portals  Original Construction Budget (Phase I-III):
$330 million
Washington, D.C.
 Final Construction Cost (Phase I-III):
< $330 million
 Client and Contact Information
AIE, LLC/ FLH Company – Contact; Larry Blust  Projected Construction Duration:
lblust@hsplegal.com (212) 214-8320 Each Phase was projected to be built in 2 year
spans
 Scope and Scale of Development Program
Truly a mixed-use center, the Portals  Actual Construction Duration:
includes over 3 million SF of office, retail and Each Phase was built within the projected 2-
hospitality use and was a catalyst for year span
redevelopment of Washington, D.C.’s SE
quadrant.  Team Member’s Role in the Project
Frank Haney was in charge of securing
Phase I involved construction of a major financing for the project. MCC secured
roadway the width of Pennsylvania Avenue, financing for the project and led the design
and a traffic circle the size of
Logan Circle bridging over the
rail line, to respect and
rebuild the original historic
L’Enfant and McMillan street
alignment for Maryland
Avenue as the main entry into
the development.
Also as a part of Phase I, we

constructed Portals 1 & 2
office buildings which
includes over 1 million square
feet of Class A office space,
over 20,000 square feet of
retail space, and over 40,000
of other special-use spaces on
the lower levels with secure,
underground parking for
1,000 cars and integrated
loading facilities for the
Mandarin Oriental Hotel.
There is also a landscaped
courtyard that serves as an
amenity and gathering space
between the Phase I and
Phase II buildings.

and construction of phases 1 and 2 (now
leased to various government agencies). MCC
(as AIE, LLC, maintain a 42% ownership of
both phases)

Municipal Complex Building,
 Original Construction Budget:
Birmingham, AL $140 million
 Client and Contact Information  Final Construction Cost:

The State Alabama, City of Birmingham, < $140 million
Alabama and LSH, LLC – Contact: James
McConnell (205) 369-8646  Projected Construction Duration:
james@flhcompany.com The project was projected to be built in 2 year
spans
 Actual Construction Duration:
• The facility encompasses approximately The project was delivered within the 2-year
660,000 sf over eleven (11) floors, and projection
includes a parking structure housing
approximately 1,900 parking spaces.  Team Member’s Role in the Project
• The building underwent major renovation Franklin Haney has lead the project from
in 2012, and currently houses offices of financing through the renovations. MCC (as
The State of Alabama Department of LFH, LLC) owns and operates the facility with
Human Resources (“DHR”), and serves as a long-term lease to the City.
the headquarters for DHR’s Jefferson
County services.
• Located in the heart of Birmingham’s
developing City Center, the campus is
within walking distance of the
Birmingham Jefferson Civic Center
(“BJCC”), and recently constructed
Entertainment District.
• The construction/ renovation work
undertaken to
deliver DHR’s space
served as a
significant source of
local jobs and
investment, and the
occupancy of this
centrally located
facility has materially
contributed to
neighboring projects
including the Westin
Hotel, numerous
restaurants and
shops of the
Entertainment
District, planned

Hill Center Brentwood Mixed- YEAH! BURGER, The Cosmetic Market, Hand
and Stone, and Cori & Co. baby|child.
Use Center, Brentwood, TN
 Original Construction Budget (Phase I-III):
 Client and Contact Information $50 million
H.G. Hill Realty Company
Bo Adams, Senior Project Manager  Final Construction Cost (Phase I-III):
H.G. Hill Realty Company < $50 million ($19 million for Phase I and $31
3011 Armory Drive / Nashville TN 37204 million for Phase II)
Phone: 615.252.8137
 Projected Construction Duration:
Email: boadams@hghill.com
Each Phase was projected to be built in 2 year
spans
Hill Center Brentwood is a mixed use, multi-
 Actual Construction Duration:
phase community situated in the heart of the Each Phase was built within the projected 2-
business and retail district of Brentwood, year span
Tennessee. Located on 17 acres at Franklin
Road and Maryland Way, the first phase of  Team Member’s Role in the Project
the development includes: building B, a four- AJ Bagoti was the project construction
story, 120,000-square-foot mixed-use manager for both phases.
building; 190,000 square feet of commercial
office (core and shell); 80,000 square feet of
restaurant/retail; and a five-level 900-car
structured parking. The second phase
includes building A, a three-story 95,824-
square-foot mixed-use building, plaza area
and two stand-alone restaurants.
Once fully developed, Hill Center Brentwood

will consist of 600,000 square feet of office,
retail and restaurant space across 10
buildings. Additional restaurant and retail
tenants include Uncle Julio’s, Nama Sushi Bar,

Auburn Town Center  Original Construction Budget (Phase I-III):
$56.3 million
Auburn, AL
 Final Construction Cost (Phase I-III):
 Client and Contact Information < $56 million ($39 million for the residential
Taylor and Mathis Development components, $2.8 million for 31K sf of retail
Andrew Taylor, President and $14.5 million for a 960-space parking
770.795.1330 ataylor@taylormathis.com deck)
 Projected Construction Duration:

 Scale and Scope of Development Program
The project was projected to be built in 18
GMC is currently working with Taylor &
months
Mathis to design a high density mixed use
development that will blend into the classic  Actual Construction Duration:
scale of downtown Auburn. The project itself The project was built within the 18-month
will seek to offer amenities not yet found in period
any other downtown Auburn development
with a mix of residential, retail and a parking  Team Member’s Role in the Project
deck. The downtown development would also Chris Engle and Marc Warren were the lead
create an accessible parking deck for the architects for the project.
north side of campus.
The site concept emphasizes the walkable

scale of downtown by creating a wide
pedestrian-only streetscaped alley for
increased foot traffic through downtown and
increased visibility for retail tenants. It also
creates comfortable outdoor dining
opportunities particularly on game weekends
in contrast to the existing sidewalks which are
too narrow and
feel cramped with
more than a few
tables. The design
and amenities for
this mixed-use
development are
unique and will
contribute heavily
to the fabric of
downtown Auburn
as an integral part
of campus and its
status as one of the
best college towns
in the country.

Team Resumes Carolina. He is an Auburn University School of
Architecture graduate, where he finished Magna Cum
Project Executive / Primary Laude with special studies in Interior Design and a
County Point of Contact minor in Business. During Chris’ 20+ years of
experience he has gained diverse experience and
Frank L. Haney, Jr. developed expertise in a number of practice areas
President, MCC, LLC including historic renovation, repositioning of historic
Project Executive structures, urban infill and planning, hospitality
Frank Haney is responsible for securing and design, complex industrial facility design, integrated
structuring new projects as well as project teams, and sustainable building technologies.
restructuring the financing of existing projects His professionalism and leadership of the
owned by the Franklin L. Haney Company, LLC Architecture practice includes guiding the team to
and its affiliates. He is an expert in large-scale, deliver quality services, educating young
complex development projects. Frank’s specific professionals, project management, risk
expertise lies in locating new projects for the management and a consistent focus on client service.
company throughout the United States,
EDUCATION
working with the state and local governments
Bachelor of Architecture, Auburn University | 1992
on the projects, and developing the business
Magna Cum Laude
and financial structure to complete the
Special Studies in Interior Design Business Minor
projects. Frank is an expert in structured
finance, and has secured more than $1 billion in PROFESSIONAL LICENSE & AFFILIATIONS
financing for the projects listed below. Registered Professional Architect, AL Registration
#4488
EDUCATION
Masters of Business - University of Colorado, AFFILIATIONS
Boulder, CO 1997 • American Institute of Architects (AIA)
• United States Green Building Council (USGBC),
RELEVANT EXPERIENCE LEED AP
• The Portals Office Complex, Washington, DC
• National Council Architectural Registration
• The Dulles-Greenway Toll Road, Loudoun
Board (NCARB)#60632
County, VA
• Auburn University Architecture Advisory
• The Chattanooga Computer Center,
Council, past President (2000-2008)
Chattanooga, TN
• Auburn University Visiting Professor (2005)
• The Social Security Payment Center,
• Auburn University Urban Studio, Adjunct
Birmingham, AL Professor (2007-2011)
• The Chestnut Street Tower II,
• Design Alabama Charette Participant for
Chattanooga, TN Florence & Andalusia (1992)
AWARDS AND HONORS
Design Principal Outstanding Architect of the Year 2006, General
Contractors of America
Chris Engel, AIA, LEED AP BD+C Auburn University School of Architecture
Goodwyn, Mills and Cawood, Inc. Distinguished Service Award 2007-2008
Design Principal - Executive Vice President Birmingham Business Journal, “Top 40 Under 40”,
Architecture 2008
Chris serves GMC as an Executive Vice President for
Architecture, with broad responsibilities including RELEVANT EXPERIENCE
managing the Architectural practice for our firm. He • Department of Human Resources Office -
oversees approximately 75 employees across seven Jefferson County
offices in Alabama, Georgia, Tennessee, and South • Department of Human Resources Office -

Madison County (NCARB)
• Department of Human Resources Office - LEED Accredited Professional
Calhoun County AFFILIATIONS
• Department of Human Resources Office -
Tallapoosa County  American Institute of Architects, SC — Past
• AIDT Robotics Education & Training Facility - President
Decatur  City Zoning Board of Appeals — Past
• Montgomery American Red Cross Distribution Chairman
Facility - Birmingham  Donaldson Development Center — Past
• Birmingham Museum of Folk Art- Birmingham Chairman
• Noccalula Falls Entry Pavilion - Gadsden  Greenville Chamber of Commerce
• Ridge Park Corporate Offices, American Red Cross  Junior Chamber of Commerce — Past
• Birmingham Brighton Fire Station - Brighton President
• Oxford Municipal Complex - Oxford  US Green Building Council
• Regional Planning & Design Center-  Society of American Military Engineers
Birmingham(Historic Young &Van Building)
RELEVANT EXPERIENCE
• Greenville County Courthouse Renovation /
Design Principal Addition, Greenville, SC
• Woodside Conference Center, Palmetto Expo
Michael Keeshen, AIA, LEED AP Center, Greenville, SC
Goodwyn, Mills and Cawood, Inc. • Greenville County Square, Greenville, SC
Design Principal – Senior Vice President of • North Charleston Convention Center, City of
Architecture North Charleston, SC
Michael has been practicing architecture in South • Archives & History Center, SC Dept. of
Carolina for over 33 years. He is a past president Archives & History, Columbia, SC
of AIA South Carolina and has served on many
local boards and committees, including the
Design Project Manager
Donaldson Development Commission and the City
Zoning Board of Appeals. As Project Architect, he
is responsible for overseeing all steps and phases
Marc Warren, AIA, LEED AP BD+C
Goodwyn, Mills and Cawood, Inc.
of each project. His rich and varied work includes
Project Architect - Vice President of Architecture
a number of municipal projects for both the City
Marc has more than 20 years of experience in
of Greenville and Greenville County, including:
design and project management in new,
Greenville County Square, Greenville County
renovation, and LEED construction for a variety of
Detention Center, Greenville County Courthouse
educational, athletic, commercial and institutional
Renovation and Judicial Wing Addition, Greenville
projects. His portfolio is geographically diverse
County Forensics Lab; Church Street Parking
and features facilities encompassing more than 2
Garage, and the James H. Woodside Conference
million square feet in South Carolina, North
Center.
Carolina and Florida. A graduate of the State
EDUCATION University of New York at Buffalo with a Master of
Masters of Architecture, Clemson University | 1977 Architecture, Warren is licensed in South Carolina
Bachelor of Architecture, Clemson University | 1975 and North Carolina, a member of the SC Chapter
PROFESSIONAL LICENSE & AFFILIATIONS of the American Institute of Architects, and a
Registered Professional Architect, SC #2657; NC LEED Accredited Professional. A past president of
#9453; GA #011774, TN #103200; AL #6173 AIA Greater Columbia, Warren served six years on
National Council of Architectural Registration Boards the AIA South Carolina Board of Directors.

EDUCATION through construction and commissioning. He
Masters of Architecture | SUNY Buffalo 1996 develops a thorough understanding of clients’
Bachelor of Science in Architecture | SUNY at expectations and continuously communicates
Buffalo|1993 those to the team and ensures the teams’ goals
PROFESSIONAL LICENSE & AFFILIATIONS are aligned with exceeding those expectations.
Registered Professional Architect, SC #6088; NC
Mr. Bargoti has spent more than the past decade
#10235
overseeing construction of such complex project
National Council of Architectural Registration Boards
as the CDC’s headquarters office and
(NCARB) #54357
LEED Accredited Professional #10066384 Transshipping facility, as well as significant k-12
and higher education projects for the Atlanta
AFFILIATIONS
Business Unit. Mr. Bargoti’s expertise with
 AIA Greater Columbia Board Member / Design complex logistics, and coordinating utility and
Director 2002 infrastructure work to prepare for major
 AIA Greater Columbia President 2003 - 2005 construction projects in outstanding.
 AIA South Carolina Section Director 2004 -
2006 SELECT PROJECT EXPERIENCE
 AIA Cleveland Design Awards Jury Member
GREAT WOLF LODGE, LAGRANGE, GA
2006
• AIA South Carolina Board Member / This $110 million project consists of a 460,000-sq.
Education Committee Chairman 2007 - 2009 ft. new Great Wolf Lodge resort. It includes 457
keys, 30,000 sq. ft. of conference space, 100,000
RELEVANT EXPERIENCE
sq. ft. of indoor water park space, outdoor pools,
• 1074 Pinnacle Point Office Building, Columbia,
bowling, retail, a ropes course and arcade, two
SC
• Hollings Judicial Center, Charleston, SC full service restaurants, and several branded
• Fleet Mortgage, Florence, SC amenities and entertainment activities. The lobby
• BCBS Palmetto GBA, Columbia, SC construction is a steel structure with a slab on
• Samaritan’s Purse, Charlotte, NC grade. The hotel structure is concrete. The project
• Billy Graham Administration Center, Asheville, is on a 45-acre site. Role: Project Executive
NC
• Midlands Tech, Library, Columbia, SC CENTERS FOR DISEASE CONTROL & PREVENTION
• USC Student Health Center, Columbia, SC (CDC) BUILDING 24, ATLANTA, GA
• Palmetto Health Park Ridge Hospital, Irmo, SC $98M design-build delivery with architectural firm
• Baptist Medical Center Professional Practice tvsdesign for a 12-story office building located
• Langtree at the Lake, Mooresville, NC within a very close proximity to the CDC world
• 121 Market Street, Wilmington, NC headquarters and a major BSL 4 lab facility. The
• Hammock Beach Resort, Palm Coast, FL project includes a 330 lft. underground utility
• The Peoples Building, Charleston, SC tunnel that provides all major utility feeds for this
project from an existing central plant. In addition,
Construction Project Manager the project resulted in additional campus wide
scope of work to demolish existing buildings and
AJ Bargoti
replace with landscape and hardscape
Project Executive - Turner Construction
Construction Project Manager reconstruction in the heart of the campus. Role:
As Project Executive, Mr. Bargoti is responsible Project Executive
and accountable for the success of your project.
Mr. Bargoti guides the team from preconstruction

CENTERS FOR DISEASE CONTROL & PREVENTION Maryland
(CDC) BUILDING 20, ATLANTA, GA • Property Manager License – District of
This $120M project included the much-needed Columbia
office space to avoid unnecessary extension of PROFESSIONAL LICENSES AND AFFILIATIONS
leases in off-campus space and more importantly • Certified Property Manager (CPM®)
the infrastructure upgrade for their quickly Designation – Institute of Real Estate
growing on-campus population. Along with Management (IREM)
tvsdesign and through a CM-at-Risk delivery, the • President IREM Chapter 1992 – 2005
project team programmed, designed and • Regional Vice President IREM Region 3 – 2007-
constructed the first component in less than two 2008
years, shaving nine months off the typical delivery • Instructor for IREM’s ETH800 Course – Ethics
schedule and generating an overall construction for the Real Estate Manager
cost savings of about $1,000,000 during the initial • IREM National Executive Committee –
Currently serving 2014-2015 term
phase of the project.
Lead Council
Maintenance Leader
R. Preston Bolt Jr., Esq.
Gregory Cichy, CPM®, LEED GA Hand Arendall, LLC
Colliers International Inc. Lead Council
Maintenance Leader
R. Preston Bolt, Jr. serves as the chair of Hand
An experienced commercial real estate leader Arendall's public finance practice group. He
with a successful record of maximizing financial practices in the fields of public finance, securities,
returns and providing strategic asset advisory and commercial and lending transactions. He was
services to the industry’s premiere owners and born in Anniston, Alabama, practiced in Georgia
institutional investors. Mr. Cichy has from 1979 until 1982, and was admitted to the
established a successful record of innovating Alabama State Bar in 1983. He graduated from
solutions and leading teams to provide “best in The University of Alabama, B.A. 1976, and from
class” real estate services. Known for a strategic Vanderbilt University School of Law, J.D. 1979.
and focused approach to the business, he strives Preston was the recipient of the Algernon Sydney
to consistently add value to managed assets. Mr. Sullivan Award. At Vanderbilt Law School, he was
Cichy adheres daily to the Institute of Real a Patrick Wilson Scholar and was inducted into
Estate Management’s Code of Professional the Order of the Coif. He served on the staff of
Ethics. the Vanderbilt Law Review, 1977-1979.
EDUCATION Preston has extensive experience in representing
• Johns Hopkins University, Baltimore, MD – cities, counties, utilities and other public bodies
Masters of Science, Real Estate Concentration: issuing bonds and other tax exempt debt. He also
Institutional Real Estate Investment Analysis, has acted as bond counsel for bonds issued to
Graduated May 2001 finance projects for 501(c)(3) organizations and
• University of Maryland, College Park, MD – manufacturing and other facilities eligible for
Bachelors of Arts, Urban Studies industrial development and financing.
Concentration: Urban Planning, Graduated
With the increased use of incentives and
May 1992
public/private partnerships to encourage
• Real Estate Salesperson License – State of
investment, Preston has also had extensive
Maryland
experience in advising both public and private
• Real Estate Appraiser License – State of
participants in public/private transactions. He

regularly advises clients with respect to tax budgets to ensure that spaces were delivered on
exemptions and abatements, infrastructure time and within budget.
assistance, direct financial assistance and other Mr. Brooks has proven experience in performing
types of assistance available to encourage detailed financial valuation analysis for deals
economic development. ranging from $300K to $11M.
Preston is a member of the Mobile County Bar Examples of his past and present clients include:
Association, the National Association of Bond • Circle K
Lawyers and numerous civic and charitable • Jackson Hewitt Tax Preparation
boards. He is a Fellow of the American College of • Gordon Biersch Brewery
Bond Counsel. • Chase ATM Services
EDUCATION • Flowerama
• B.A., University of Alabama, 1976 • Max Muscle
• Juris Doctor, Vanderbilt University, 1979 • Fidelity Investments
PROFESSIONAL LICENSES AND AFFILIATIONS • Anxon Development
• Chambers USA, Banking & Finance: Public • Drake Real Estate Services
Finance • RealNet Investments
Best Lawyers in America©, Public Finance Law • Blackstone Capital
Alabama Super Lawyers© 2008-2015, EDUCATION
Government Finance • Johns Hopkins University, Baltimore, MD –
AV Rated by Martindale-Hubbell® Masters of Science, Real Estate Concentration:
Institutional Real Estate Investment Analysis,
VP of Project Management Graduated May 2001
Recent Notable Transactions include:
Tucker Brooks • Plaza Park Apartments: 78 units in New
MCC, LLC Orleans. Value add by adding additional
Vice President of Project Management units. Total Consideration $4,040,000
Mr. Brooks has a lengthy and successful asset • Bern Mas Apartments: 92 units in New
management career. While with Grubb and Ellis, Orleans. Total Consideration $3,660,000.
he spearheaded the transaction focused leasing • ChoLon Bistro (opening October 2010) –
group servicing private equity and institutional 4,300 square foot restaurant owned and
landlords and national and operated by Chef Lon Symensma of New
local businesses. Mr. Brooks was integral in York’s Buddakan Restaurant. Negotiated
G&E’s accumulation of property portfolio in his record tenant improvement allowance on
first year there approximately 1 Million square behalf of tenant while preserving tenant’s
feet. Currently, he serves as the primary client strict requirements for design, location and
liaison responsible for maintaining relationships personal guarantee. Total deal value $1.4
for over 20 landlord and tenant clients. He has an million.
essential role as client advisor for both existing • M&M Management (opening first quarter
assets and new development/value add projects. 2011) – 60,000 square foot former Safeway
Mr. Brooks frequently evaluates potential lease purchased for conversion into strong regional
transactions for highest value creation and made thrift store. Identified optimal relocation site
recommendations to the respective owners. and negotiated contract for 45 day closing
Throughout his career, he has worked closely with timeline and 1031 exchange. Total deal value
asset managers on new deals to track $1.6 million.
construction timelines and tenant improvement

EDUCATION
Masters Real Estate and Construction In the past 10 years Mr. Stroud’s transactions,
Management Burns School of Real Estate and have totaled over $3.75 billion. Prior to joining
Construction Management Savills Studley, Mr. Stroud played an integral role
University of Denver, Denver, CO – 2004 in PRC’s Capital Markets Group as a Managing
Masters of Business Administration specializing in Director.
General Business - Daniels College of Business EDUCATION
University of Denver, Denver, CO – 2004 • Bachelors of Arts from St. Lawrence
Bachelors of Science Journalism University
University of Montana, Missoula, MT – 1999 • M.B.A. from Georgetown University
PROFESSIONAL LICENSES AND AFFILIATIONS
Lead Financier • Mr. Stroud currently serves as President of
the Stroud Foundation for Children with
Lindsay Stroud Learning Disabilities
Savills Studley, Inc. • Member of DCBIA, ICSC and Real Estate
Financial Specialist Group
As a Senior Managing Director in the Structured
Finance group, Mr. Stroud’s primary focus is on RELEVANT EXPERIENCE (refer to chart below)
arranging senior debt, mezzanine debt and equity
for a wide variety of transactions, development
and repositioning opportunities. He utilizes a wide
range of capital sources including pension funds,
endowment funds, sovereign wealth funds,
offshore and domestic banks, and mezzanine debt
funds.

Team References
Municipal Consolidation and Savills Studley

Clark Enterprises - Rebecca Owen, Senior Vice
Construction, LLC President and Legal Counsel
Larry Blust, Attorney at Law 312-604-2672 301-657-7100
Roger Bates, Attorney at Law HINES - Matthew Hurson 202-434-253
205-502-0105 AMR/Spaulding & Slye Investments - Arthur
Grover Thurman, CPA 423-745-0034 Frye, Senior Vice President 202-719-5669
Turner Construction Group

Centers for Disease Control and Prevention
Greg Rosser, Project Manager 404-202-2413
1600 Clifton Rd, NE
Atlanta, GA 30333
grosser@cdc.gov
Colliers International
Saban Capital Group, Inc Juliana Priest
Director, Real Estate 310-557-5158
Urban America Advisors Thomas Kennedy, CFO &
COO 212-612-9100
NGP V Management, LLC James P. Griffin
Director of Property Management
703-760-9269
Goodwyn, Mills and Cawood

Clemson University, South Carolina
Paul Borick, Project Manager
(864) 656-2296
State of Alabama Department of Human Resources
Commissioner Nancy Buckner
334-409-6810
Mobile County Commission, Alabama
Mr. Tyler Martin, Project Manager
251-574-8595
Greater North Fulton Chamber of Commerce,
Georgia
Senator Brandon Beach, Pres/CEO
770-993-8806

F. CAPABILITY AND CAPACITY
For the County building, we propose to follow the submission that includes a detailed description of
General Service Administration’s (“GSA”) lease the project, market, financials and superior
model. This model follows a trend where the GSA sponsorship. Savills Studley will utilize a
has begun moving away from self-ownership of disciplined and competitive transaction process,
the facilities that they occupy and are leasing new stressing the unique and fleeting nature of the
facilities built to their specifications. In addition opportunity. This debt will be rated and sold
to direct benefits to the County such as lower based on the creditworthiness of the County.
operating costs and higher employee morale and Turner Construction’s guaranteed maximum
productivity this model also completely eliminates construction contract and Colliers International’s
all liability by passing the ownership operation and maintenance experience. Proceeds
responsibilities to a third party. from the sale of this high-quality debt will fund
construction. We bring to the table our extensive
MCC, an affiliate of the Franklin Haney Company
capital markets network developed over our
has over 40 years of experience successfully
extensive history in the marketplace. The
constructing and financing similar projects across
strength of our team will enable financing to
the country following this model. We are
occur at extremely attractive rates that will be bid
confident that this method will provide the
out internationally by Savills-Studley
highest quality facility with the lowest cost to the
County while eliminating all risk. The proposed financing structure is a long term
fixed County lease. The operation and
As such, a newly formed special purpose entity
maintenance expenses can include, if elected by
(“SPE”) will assume ALL LIABILITY for the project
the County: janitorial, repairs and maintenance,
as soon as the Lease is executed. The County will
utilities, roads and grounds, security and all
have no other liability associated with this project
administration expenses. MCC nor any of our
beyond the lease payments. Our team will work
partnering firms have defaulted on any project we
closely with the County to efficiently design a
have undertaken. We will be an extremely
state-of-the-art facility based on specific design
financially sound partner to the County.
criteria that delivers on the departmental values
of economic viability, convenience and security,
and environmental stewardship.
The proposed financing structure will be backed

by a lease that has two components: one being
the base rent that cannot be set off and the other
being operational rents that escalate over time as
real costs increase.
All equity needs and pre-construction expenses

will be paid by MCC, an affiliate of the FLH
Company. The bankruptcy remote entity
mentioned above will issue long-term debt
backed by the long-term lease entered into by the
County. MCC, working closely with Savills
Studley, will structure and implement the best
turnkey financing solution for the County. We will
create a first-class construction-permanent loan

G. PUBLIC / PRIVATE PARTNERSHIP I. STAKEHOLDER INVOLVMENT PLAN
The level of development intensity proposed We fully understand the importance of consensus
for this project is as follows: building, transparency and inclusion in the design
PHASE I: process. To that end, our team will have Chris
• County Admin. Offices: 250,000 sf Brown and RMA leading our public outreach,
• Courts: 50,000 sf public relations and consensus building efforts.
• Parking: 1000 garage spaces + on-street Mr. Brown and RMA have decades of experience
spaces throughout the country assisting developers with
public relations for a variety of high-profile
PHASE II:
projects. Mr. Brown and his team will be taking
• Residential: 700 – 900 units (mix of TH,
the lead on all of our team’s PR efforts from
MF and affordable)
beginning to end of the project.
• Commercial: 40,000 sf – 60,000 sf
• Parking: as required by the proposed Chris Brown and Redevelopment Management
development Associates, Inc. (RMA) will be leading our public
outreach. Our communication strategy will
The anticipated public investment requisite of the
include coordination and information transfer via
site plan is $0.00 for Phase I. For Phase II, we will
public meetings, telephone, email, newsprints
work closely with the County, as our P3 partner,
and our residential/ commercial development and pamphlets. We anticipate providing the
partner(s) to structure the most advantageous following services:
deal for moving the project forward successfully.  The project with have a separate telephone
number and email address.
H. REQUIREMENTS OF GREENVILLE COUNTY  Update the County’s Facebook and Twitter

accounts as required and shall coordinate
We aim to be a long-term partner with Greenville updates with a designee from the County.
County towards the main goal of developing a
world-class development project at University  Utilize Facebook and Twitter account to
Ridge based on the County’s identified key broadcast project updates on frequent basis.
objectives in the RFP. Our proposal allows us to
take on ALL liability from the County for Phase I
 Utilize Facebook to update followers on the
during the design and construction phases. This
progress of the project, any road closures or
allows the County in turn to focus on securing the
impacts to the quality of life, schedule
budget to pay the lease term beginning at the
certificate of occupancy of Phase I. During the updates and other information as necessary
construction of Phase I, our team will be working at least once per weekday utilizing pictures as
hand-in-hand with the County to bring the much as possible.
appropriate residential and commercial
developer(s) to the table and begin the mixed-use  Utilize Twitter for multiple daily updates of
infill phase (Phase II) of the project. At that time, the project status including road closures or
the County along with MCC and our partner disruptions of transportation corridors and
developer(s) can negotiate what deal structure locations of daily work. Pictures shall be used
fits best to develop the remainder of the master where possible.
plan.

 Will publish a one page electronic monthly PROJECT STATUS SOFTWARE
newsletter that contains project status that
Online apps like Sprintboard are a great tool for
will be pre-approved by the County.
keeping the public up to speed on daily progress
of projects. These user-friendly platforms allow
 In addition to these services, we are for public log-in as well as private log-in for
committed to providing other required public project officials. The platform can be sued on
relations services to ensure that the citizens mobile devices as well.
of Greenville County are well informed and
have ample opportunity to be included
throughout the development process. This
includes:
o Presentations at town hall meetings
o Citizen involvement workshops
o Stakeholder workshops
o Any addition meetings, workshops
and/or public information distribution
deemed necessary by the County
during the design phase and VISUAL PREFERENCE SURVEYS
construction phase of the project.
Visual Preference Surveys are a great tool for
The following includes a variety of additional showing people easy to understand visuals of a
public relation tools we have used to ensure a variety of project elements such as building
high-level transparency, inclusion and consensus architecture, streetscape typology, parks, even
building are inherent in our projects: detail elements such as paver colors, plant
species, etc. Participants can “vote” either in
person or online on their preferred option.

PUBLIC DESIGN CHARRETTES or WORKSHOPS BEFORE / AFTER IMAGERY
These commonly held events are a great way to Another effective method we like to employ is a
engage the public and get them involved in the graphic rendering technique called “before and
design components. Participants are encouraged after” imagery. This visualization tool allows
to speak their opinion and put pen to paper as people to clearly see what the project may look
they take part in incorporating their vision into like by showing a side-by-side comparison of the
the project. current condition with a virtual built condition.
ON-LINE SURVEYS
This simple, yet effective tool allows for a

large number of individuals to select their
preference for the project elements. If large
numbers of the public do not have access to the
internet, a mail survey can be sent as well.

IMPLEMENTATION PLAN. Full Build-Out – Plan View
The build out will include a multitude of open spaces

and residential dwellings including townhomes, mid-
rise apartments/ condos and affordable housing
components as well.
Large development blocks to the east provide an

opportunity for larger scale buildings such as a
hotel/ convention center.
The focus of Phase I will be the proposed County

Building and 1000 Car Garage along with adjacent
streetscapes and open spaces. This centrally located
facility will serve as the catalyst for the mixed-use
development phases.
Alternative Option: Develop an adjacent 150,000 sf

(+/-) office building to house the existing office uses
on parcel 300 and 302 to further provide critical
mass and activity to spur additional development.
Key streets and open spaces will be built as part of

phase I to ensure that the development has an
immediate strong connection to the existing city

IMPLEMENTATION PLAN. Full Build Out – Aerial View

IMPLEMENTATION PLAN. Phase I – Plan View and Aerial

IMPLEMENTATION PLAN. Design Influence

IMPLEMENTION PLAN. Design Influence
OPEN SPACES

IMPLEMENTATION PLAN. County Building
We fully understand the County’s requirement for the new space and are committed to developing a facility that
meets and exceeds the following requirements:
 Be attentive to the wellness of employees and visitors

 Long-term, yet flexible home for the County. Spaces
including security, ample natural light, pleasing and
should be designed such that changes can be made to
efficient artificial lighting, acoustics that both mask
reflect changing staffing levels, programs, and
adjacent disruptions while providing a comfortable
technology innovations in coming decades;
ambient sound level, and environmental systems that
provide consistent and comfortable temperature
control and adequate fresh air
 Ensure operational and financial efficiencies. We will

 Project a positive image of the County to the
develop a space that consolidates redundant support
surrounding community, reflecting the County’s
spaces, providing adequate hearing, meeting and
values and mission. At MCC we are dedicated to
conference space, and aggressively pursuing energy
creating welcoming office assets that exemplify the
efficiencies; and
rich tradition of world-class architecture and design
set forth in Greenville, SC
 Facilitate productivity and collaboration. We will  Sustainability. Provide a building that works to better
work closely with County officials to create spaces that the environment and in turn, save the County millions
are appropriately sized, structured, and of dollars on energy bills throughout the life of the
equipped for the job functions performed by County building. We will work with Greenville County to
staff and provide ample opportunity for staff to develop a facility that exemplifies the County’s
interact and collaborate with each other and the commitment to sustainability and quality of life.
public

Additional Recent MCC Projects
 Dulles Greenway Partners and

VDOT – Dulles Greenway
• A 14-mile toll road, the first private toll

road in Virginia since 1816
• Mr. Haney acquired and arranged
refinancing of the original construction
when it defaulted and arranged over $2
billion in Senior and mezzanine debt in
conjunction with the extension of the toll
road franchise to 2056.
 Tennessee Valley Authority -

Bellefonte Nuclear Facilities,
Alabama
• Plant sits on ~1,300
acres of land
• Total cost of $13.37
Billion
• MCC will assume
transfer of
construction
licenses by July 2017
and will rehabilitate
the aging facility
into a state-of-the
art new generation
nuclear power plant

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RESPONSE TO THE REQUEST FOR DEVELOPMENT PROPOSAL FOR

UNIVERSITY RIDGE DEVELOPMENT

RFDP for the University Ridge Development Project, Greenville County, SC 0

RFDP for the University Ridge Development Project, Greenville County, SC 1

Dear: Sir or Madam,

RFDP for the University Ridge Development Project, Greenville County, SC 2

Frank Haney - President

A Franklin L. Haney Company Subsidiary

RFDP for the University Ridge Development Project, Greenville County, SC 3

RFDP for the University Ridge Development Project, Greenville County, SC 4

RFDP for the University Ridge Development Project, Greenville County, SC 5

3. Physical integration and enhancement

University Ridge will blend into the rest of the

RFDP for the University Ridge Development Project, Greenville County, SC 6

Ultimately, the previous masterplan along with

The structure that we propose to maximize the

RFDP for the University Ridge Development Project, Greenville County, SC 7

IMPORTANT DEVELOPMENT THEMES: Development, our team will conduct a

RFDP for the University Ridge Development Project, Greenville County, SC 8

RFDP for the University Ridge Development Project, Greenville County, SC 9

RFDP for the University Ridge Development Project, Greenville County, SC 10

RFDP for the University Ridge Development Project, Greenville County, SC 11

RFDP for the University Ridge Development Project, Greenville County, SC 12

RFDP for the University Ridge Development Project, Greenville County, SC 13

RFDP for the University Ridge Development Project, Greenville County, SC 14

RFDP for the University Ridge Development Project, Greenville County, SC 15

RFDP for the University Ridge Development Project, Greenville County, SC 16

RFDP for the University Ridge Development Project, Greenville County, SC 17

Also as a part of Phase I, we

RFDP for the University Ridge Development Project, Greenville County, SC 18

RFDP for the University Ridge Development Project, Greenville County, SC 19

 Client and Contact Information  Final Construction Cost:

RFDP for the University Ridge Development Project, Greenville County, SC 20

Once fully developed, Hill Center Brentwood

RFDP for the University Ridge Development Project, Greenville County, SC 22

 Projected Construction Duration:

The site concept emphasizes the walkable

RFDP for the University Ridge Development Project, Greenville County, SC 23

RFDP for the University Ridge Development Project, Greenville County, SC 24

RFDP for the University Ridge Development Project, Greenville County, SC 25

RFDP for the University Ridge Development Project, Greenville County, SC 26

RFDP for the University Ridge Development Project, Greenville County, SC 27

RFDP for the University Ridge Development Project, Greenville County, SC 28

RFDP for the University Ridge Development Project, Greenville County, SC 29

Municipal Consolidation and Savills Studley

Turner Construction Group

Goodwyn, Mills and Cawood

RFDP for the University Ridge Development Project, Greenville County, SC 30

The proposed financing structure will be backed

All equity needs and pre-construction expenses

RFDP for the University Ridge Development Project, Greenville County, SC 31

H. REQUIREMENTS OF GREENVILLE COUNTY  Update the County’s Facebook and Twitter

RFDP for the University Ridge Development Project, Greenville County, SC 32

RFDP for the University Ridge Development Project, Greenville County, SC 33

This simple, yet effective tool allows for a

RFDP for the University Ridge Development Project, Greenville County, SC 34

The build out will include a multitude of open spaces

Large development blocks to the east provide an

The focus of Phase I will be the proposed County

Alternative Option: Develop an adjacent 150,000 sf

Key streets and open spaces will be built as part of

RFDP for the University Ridge Development Project, Greenville County, SC 35

RFDP for the University Ridge Development Project, Greenville County, SC 36

RFDP for the University Ridge Development Project, Greenville County, SC 37