City of New London, CT Community Recreation Center Development and Management Advisory Services JULY 2, 2020 PROPOSAL . I . =31 In Rel-flit .5: BRAILSFORD DUNLAVEY- mspme. ADVANCE. CITY OF NEW LONDON, CT 2 BRAILSFORD DUNLAVEY I CENTERS COMMUNITY RECREATION CENTER DEVELOPMENT AND MANAGEMENT ADVISORY SERVICES TABLE OF CONTENTS 1 Cover Letter 5 2 Our Firm .9 3 Project Approach 5 4 Our Team, .25 5 Our Experience 31 6 References .37 7 Proposed Schedule Fee 41 BRAILSFORD DUNLAVEY I CENTERS 26+ YEARS PROVIDING ADVISORY 8: PM SERVICES 250+ MUNICIPAL PROJECTS $408+ IN IMPLEMENTED PROJECTS i RMJSOIJ ENGINEERING NEWS- RECORD PROGRAM MANAGEMENT FIRM 4 BRAILSFORD DUNLAVEY CENTERS O1 COVER LETTER CENTERS IS THE RIGHT PARTNER FOR NEW LONDON. We are focused on five key outcomes: 1. Make a city of diverse constituencies function as one community. . Address the needs of every household and family to raise children with the opportunity to compete in the world and achieve well-being. . Continue the ascension of the city into a place worthy of investment by industries and families alike. .Take advantage of the city?s locational attributes and neighboring populations to create positive revenue streams that make access to New Londoners affordable. . Ensure the center?s financial viability and long-term sustainability through a partnership agreement with a third-party management team. 6 BRAILSFORD 8: DUNLAVEY BRAILSFORD DUNLAVEY I July 2, 2020 Mr. Felix Reyes Director of Economic Community Development City of New London 181 State Street New London, CT 06320 freyes@newlondonct.org Re: Proposal for Community Recreation Center Planning, Development/Implementation 8. Management Dear Mr. Reyes: Our team at Brailsford Dunlavey enjoyed the discussion with you, Mayor Passero. and David McBride last week. As Paul Brailsford indicated toward the end of that meeting. you did a great job of highlighting New London?s positive attributes -- and the collective passion you bring to making it a better place to live and work is quite evident. In submitting this proposal, BSD and our sister company CENTERS recognize that your goals are much greater and more compelling than building a first-class community recreation center. We heard a clear commitment to: 1. Make a city of diverse constituencies function as one community. 2. Address the needs of every household and family to raise children with the opportunity to compete in the world and achieve well-being. 3. Continue the ascension of the city into a place worthy of investment by industries and families alike. 4. Take advantage of the city's locational attributes and neighboring populations to create positive revenue streams that make access to New Londoners affordable. 5. Ensure the center's financial viability and long-term sustainability through a partnership agreement with a third? party management team. The building that facilitates achieving these outcomes will be first class. The right partner to team with New London in achieving these outcomes is an advisor that has extensive experience in all phases of a transformational project such as this. Additionally, in CENTERS, the city will have partners that bring a criteria-based decision-making framework that drives thought discipline and ultimately the desired outcomeCs). The critical start to our work with the city would focus on articulating the outcomes associated with the proposed community center project. the "why? of this effort. Answering this question will guide the rest of the process as we look at the "how" including the development of an achievable implementation process and timeline followed by a resourceful management plan. As your trusted advisor, we are confident we can deliver on your desired outcomes and we would value the opportunity to work with New London on this exciting initiative. Please feel free to contact me at (202) 266?3401 or pbrailsford@bdconnect.com if you need additional materials. We look forward to hearing back from you soon. Sincerely, Paul Brailsford Chief Executive Officer Co-Founder Brailsford 8: Dunlavey BRAJLSFORD 8: DUNLAVEY I CENTERS 7 Brailsford Dunlavey is a Top 50 Program Management Firm in the US. as ranked by Engineer/mg News?Record Magazine. E1 BRAILSFORD 5" DUNLAVEY I CENTERS O2 OUR FIRM BRAILSFORD 8: DUNLAVEY I CENTERS CITY OF NEW LONDON, CT 0 BRAILSFORD DUNLAVEY I am Brailsford Dunlavey and CENTERS lead the planning, development, and management of the places that shape and strengthen our communities. As a trusted partner, we empower our clients to ask the right questions and develop solutions that achieve their bold visions. About I CENTERS Over the 26?year history of the firm, 38.0 has been a leader in implementing creative solutions for our clients to grow and maximize the value of their physical and operational assets. With over 1,600 projects in our portfolio, our wealth of experience means that we are sought out by municipalities of all sizes, including the ones driving trends and best practices. We understand the challenging environments in which cities and counties operate, and we work with our clients to find and deliver clarity on the optimal solution for their institutional complexities?whether planning, developing, monetizing, or operating a public facility and its programs. Our advisory toolbox includes a series of analytical and project management activities, ranging from focus groups and financial modeling to development structure consulting and construction oversight. But in approach, these activities only support the critical thinking that guides a project from idea into reality. We begin every client engagement by establishing the unique sequence of questions and criteria for decision making that will serve as- the driving forces throughout all phases of the project. Our role is to give our clients the essential knowledge to lead a successful process. 10 BRAILSFORD DUNLAVEY I CENTERS This commitment to strategic clarity at the outset differentiates the outcomes for our clients and their communities; it is why we have been trusted to advise on more than $40 billion in completed construction value. Listed among Engineering News?Records "Top 50 Program Management Firms,? is a minority- owned business with offices located in Atlanta. Austin, Boston, Chicago, Northern California, Southern California. and Washington, features a client base in all 50 states. CENTERS was created to exclusively serve and support recreation, fitness, and wellness initiatives through its management and consulting practices. For the last 21 years, our mission has been to provide management services for recreation, fitness, and wellness facilities. Our focus is on community health, educational outcomes, market responsiveness, mission sensitivity. and cost effectiveness. brand of management is done at its best when we serve as an agent of our clients, conducting your business in your facility. We do not want any self -interest or profit share arrangement to cloud operating judgments that may limit the potential of attaining the strategic and mission- centric goals. it is simply the CENTERS way to be innovative and focus on value creation for the benefit of our clients. COMMUNITY RECREATION CENTER DEVELOPMENT AND MANAGEMENT ADVISORY SERVICES 1- {i is .. - ii}; I .5 if) 1w 2 Our focused experience means three key things: i 2 3 We are sought out by We have engaged with We are adept at working municipalities of all sizes, millions of stakeholders with complex organizations to including the ones driving to gain firsthand facilitate decisions related to trends and best practices. insights into their strategy and performance metrics needs and preferences. that serve as the barometer of operational success. I CENTERS HEADQUARTERS 1140 Connecticut Ave. NW. Suite 400 Washington, DC 20036 - Boston'O' Northern . 0? California . 0' cmEago Southern California .0, .0 Atlanta Austin I CENTERS ii CITY OF NEW LONDON, CT Why Planning 8. advisory services are our focus. Since our founding 26 years ago, we have focused on providing the best advice to align our clients' operational and physical assets with their visions. We are uniquely comfortable adopting the clients' mission and vision as the guiding principles, allowing us to moderate the prioritization of targeted outcomes, analyze performance, and reposition resources to increase their strategic value. We know social infrastructure better than anyone. Our team has collectively provided advice pertaining to physical and operational assets on 1,600+ projects. Our team knows what it takes to organize resources, analyze conditions, identify solutions, communicate outcomes. and implement initiatives. Municipalities are highly complex and specialized organizations, and guiding processes that address this uniqueness is essential for success. 12 BRAILSFORD DUNLAVEY I CENTERS 1v The highest value will be delivered through our proven program management approach. Our purpose is to inspire and empower organizations to maximize the value of investments that advance their communities. Our approach is built upon a foundation of matching the most appropriate resources to problems and providing a consistent strategic framework to ensure alignment in decision making and judgment. We get projects built. CENTERS does more than just issue recommendations ?we thrive on developing and implementing transformative results in partnership with our clients. More than 95% of all projects that we work on are implemented both on?time and on?budget. This has resulted in the overwhelming majority of our clients hiring us for additional projects. We know that the best solutions are found when adhering to a disciplined process. Our Team understands that the best solutions are found within a disciplined structure to get the asset(s) right. acquire capital advantageously. and operate the assetCs) beneficially. By defining the parameters of this structure. CENTERS and its clients can deliver transformative value. We thrive on implementation?not just planning for planning?s sake. Our team is intent on generating transformative outcomes. Results are the only things that matter and we know that. Our team's commitment to help our clients achieve?and not just talk about?their targeted vision drives who we are, how we think, and how we serve. We know community recreation centers. Our team has planned, implemented, and managed multiple recreation centers across the country. We bring an understanding of what successful projects require and a track record of providing sound advice on a host of issues and strategies. We are personally and professionally invested in the City of New London's success. I CENTERS 13 14 BRAILSFORD 8: DUNLAVEY I CENTERS If It is my pleasure to share my observations and professional experiences with Program Managers Brallsford 8: Dunlavey. We have had the good fortune to work with 380 over the years on several planning and construction initiatives involving a wide variety of projects types-both large and small, in public jurisdictions as well as for private institutions. In all cases, we have found the firm, and the individual program managers we have worked with, to be extremely experienced, unfailingly knowledgeable, and ultimately fair. The firm has continually demonstrated their commitment to a culture of collaboration, representing the specific interests of their clients while skillfully leading each unique team of architects, consultants, and contractors.? WILLIAM SPACK, AIA Principal. cox, graae spack architects 03 PROJECT APPROACH CITY OF NEW LONDON. CT Project Approach Brailsford Dunlavey CENTERS has collaborated with its clients to deliver more than 200 transformative sports and recreation venues. Our depth of experience allows us to support decision?making with expert judgment supported by detailed primary research, resulting in effective and efficient projects for our clients. Our team?s development approach includes a carefully sequenced series of analyses, judgments, and decisions that support mission- driven objectives. Our focus is on the basic objectives that are essential to creating sustainable project value for the city: - Getting the facility right; - Acquiring capital advantageously; and - Operating the community center to maximize organizational interests. overall proposed approach has three (3) phases that align well and supplement your needs as highlighted in our recent discussion. Those proposed three phases are 1) Project Definition, 2) Project Implementation, and 3) Facility Management. Project Project Facility Definition Implementation Management 16 BRAILSFORD 8c DUNLAVEV I CENTERS COMMUNITY RECREATION CENTER DEVELOPMENT AND MANAGEMENT ADVISORY SERVICES ff PHASE I: PROJECT DEFINITION We understand that transformative projects require comprehensive thinking and realize the importance of connecting a funding strategy to any potential outcome. The first phase of our development advisory approach, the Project Definition phase, will ensure that the project is grounded in objectives that advance the city?s mission. is driven by primary research, and utilizes iterative strategic tools that contribute to development-ready plans. recommends an intentional determination of strategic priorities and objectives, market demand, internal capacities. and financial strategies to ensure a successful project. Through the following analytical decision-making process. a clear understanding of these principles is reached. Furthermore, within each step in this process a number of actions are required to support these progressive decisions. Those actions are further elaborated on the following pages. OBJECTIVES The purpose of the Objectives step is to establish the success criteria and to prepare the city for making critical decisions about the direction the project should take as the concept is elaborated. In transformative projects where input comes from many stakeholders who may have different, but overlapping visions or ideas, the confusion or disagreement over goals may result. Upon completion of the Objectives step, the city will have a clear path forward and can confidently make critical, timely decisions shaping the community center. BASELINE PROJECT CONTEXT Getting the asset right requires a detailed understanding of the city and the context in which it has embarked on this initiative. In addition to our team?s initial conversations with city leaders, additional details regarding political concerns, public participation needs, and existing conditions specific to this initiative within the city?s master plans and other materials will be identified. CRITERIA SETTING AND PRIORITIZATION OF OBJECTIVES Creation of a decision-making framework that defines programmatic, operational, and financial priorities will advance the city's mission. When the objectives are delineated, the primary stakeholders will clearly recognize a set of goals for the plan grounded by criteria that define successful outcomes. PUBLIC PARTICIPATION Creation of a public participation schedule will provide ample opportunity for residents to opine on needs and wants for programming and operations of the community center. Public information meetings and focus groups with end users will help identify a range of facilities and amenities, programs, operating philosophies, and other critical issues associated with the facility as well as laying the foundation for public support. BRAILSFORD 8: DUNLAVEY I CENTERS i7 CITY OF NEW LONDON, CT INITIATIVES Modern community recreation centers require a thorough examination of market, site, and industry characteristics. The city will have an in?depth understanding of opportunities to maximize strategic and financial opportunities as the Initiatives step is completed. STRATEGIC POSITIONING OF ASSETS Preliminary site locations are assessed and compared for the overall ability to position the assets to maximize value to the city. The current options for the proposed site will be examined for their ability to meet the goals and objectives for the project with a focus on physical capacities, alignment with municipal master plans, current and potential site infrastructure, accessibility, and market demands. The team will conduct the following assessments to evaluate potential sites. Site Development: General site conditions for development will be evaluated based on research, available information from the City's Geographic Information System (GIS). Site conditions to be evaluated include soils, topography, hazardous materials, environmental constraints, and other physical features or structures that may affect site development. Property Lines: Record plans and deeds for the suggested site parcel(s) and immediate adjacent parcels will be obtained for review. - Infrastructure Assessment: Based on available information and discussions with the appropriate staff and utilities, the general availability and capacity of public and private utilities and capacity constraints of such utility systems will be assessed. - Zoning Assessment: The potential sites will be evaluated for any potential zoning changes, adoption of a zoning overlay district, special permit(s) and site plan approval to accommodate the proposed facility and sports program. - Transportation Assessment: Using available data, the traffic conditions on main arteries, bus routes, bicycle and pedestrian systems will be evaluated. Parking requirements. demand and utilization analysis along with neighborhood impact will be identified. PLANS The city will make decisions regarding physical and operational capacities for the community center, which must be informed by the clear understanding of the market. site, and mixed-use assessment as well as industry trends and partnership opportunities. COMPARABLE OPERATIONS A thorough examination and confirmation of key performance metrics for comparable national and regional facilities. such as event calendars, operating revenues and expenses, and project budgets in application to project plans, will be critical to assessing operational viability. Where many facilities fail to meet expectations, the cause is rooted in comparison of maximal outputs at comparable facilities without regard for finite constraints such as total available time and more importantly, seasonal and weekly peak times due to school and work schedules. The plan would incorporate an understanding of the baseline operations for existing sports and recreation facilities: total available time, total scheduled demand, and utilization efficiency. 18 BRAILSFORD 8: DUNLAVEY CENTERS COMMUNITY RECREATION CENTER DEVELOPMENT AND MANAGEMENT ADVISORY SERVICES SPATIAL GAPS Identification of programmatic gaps relative to current and aspirational peers is the basis for a preliminary program through saturation and/or shortage assessments, while also informing the preliminary program recommendations. Comparisons of the facility inventory, personnel staffing capacities, and ancillary amenity facilities to a set of peers will illustrate potential areas of strength and/or deficiencies. STRATEGIES Because a range of potential options may exist for the facility. the city must understand how its decisions will impact its financial health. Our financial model is a flexible tool that will calculate how various facility programming, policies, usage changes, and strategies will impact the project's future financial positions. with the intention of developing an actionable implementation strategy. The economic analysis will identify sources that originate from the event calendar, partnership opportunities, and direct and indirect economic benefits that are typical of similar projects. CONCEPT DEVELOPMENT AND SITE SELECTION The team will provide an outline of the market?responsive architectural program for the facility and selection of the site that maximizes strategic and financial objectives. A refined site analysis of key characteristics driving the project budget and physical constraints informs the concept program package that brings together all the efforts and findings developed above into a summary that conveys spatial configurations for potential scenarios. This also serves as the basis for developing project budgets and schedules. PRO FORMA SCENARIO TESTING The complete financial implications of the project will be identified, inclusive of the hard cost of construction, soft costs (which can vary widely), and the financial performance of operations. Similarly. it is important that all project activities be anticipated, from milestone schedules and project planning and design, to entitlements and financing funding approvals, permitting and regulatory approvals, and ultimately construction and start?up of operations. An iterative financial model will be developed, combining all revenue, expense, and attendance projections into a pro forma for each potential development scenario that summarizes potential financing and cash flow. DEVELOPMENT ECONOMICS will analyze the direct and indirect benefits generated by the construction and ongoing operations to quantify net new benefits. analysis relies on Minnesota Implan Group Inc's input?output multipliers to quantify jobs supported, earnings, and economic activity and is supported by the most critical sports recreation economists. PROGRAMS The city will have a clear and actionable strategy to implement plans for the community center. CREATION OF IMPLEMENTATION PLANS The team will ascertain the key costs and benefits for each development scenario. Ultimately, the compilation of the team?s research, analyses, and recommendations will provide the basis for New London leaders to make confident decisions regarding the future operational costs of the facility and the creation of development? ready plans that I CENTERS can use to seamlessly move into the implementation phase. BRAILSFORD DUNLAVEY I CENTERS CITY OF NEW LONDON, CT f\p PHASE II: PROJECT IMPLEMENTATION PROJECT TEAM SELECTION A development-ready opportunity with a clear and transparent plan will strengthen your position, reinforcing your role as an owner and attracting design and contractor team members that share your definition of success. DEVELOPMENT OF RFG OR RFP 8: PROJECT TEAM SELECTION Working with the city's procurement department, our team will manage, to the extent allowable and requested, any and all project related procurement procedures. Support activities may include, but are not limited to the following: - Development of RFQ and RFP Documents - Manage and Addenda Process - initiate Interest Generation Activities Collect Responses from Bidders - Coordinate Pre?bid Meeting - Develop Evaluation Matrix and Facilitate Selection Panel - Analyze Bids Evaluation Sheets - Coordinate and Moderate Work Sessions - Assist with interviews and Final Selection - Fee and Contract Negotiations The complexity of bidder proposals is often overlooked during the solicitation process, and responses may be returned as apples, oranges, and bananas, creating a frustrating and unproductive environment where a true apples-to-apples comparison cannot be achieved. What makes our team unique is that we focus our solicitation, and review, approach on normalizing the variables to create clarity and consistency between proposers. Our approach allows evaluation of each potential teaming structure based on the client?s key financial, strategic, and team relationship objectives identified during the project definition phase. 20 BRAILSFORD 8: DUNLAVEY I CENTERS COMMUNITY RECREATION CENTER DEVELOPMENT AND MANAGEMENT ADVISORY SERVICES ENGAGEMENT, DESIGN 8: IMPLEMENTATION OVERSIGHT Once the project team is identified from the solicitation and selection process, our team engages in a collaborative design process. DESIGN MANAGEMENT Our team addresses the project?specific elements ensuring each is firmly grounded in the strategic vision and program developed through the project definition phase. Our involvement includes aligning the requirements of the city with a thoughtful, high?quality project oversight capable of meeting the overall vision. At this level, we will actively moderate each design meeting, identify and manage targeted design charrettes for in-depth discussions, ensure end?user input is gathered and responsibly integrated, strictly maintain the lines of decision- making authority to avoid "wish-list scope creep,? and perform formal phase-end design, cost. schedule, and constructability reviews. This upfront coordination and management during the design phase is to ensure the city is confident that the designs respond to the project?s programmatic, political, and strategic needs. Further, our team will regularly and comprehensively communicate on project progress, team dynamics, challenges, opportunities, regulatory interactions, administrative needs, and suggest strategic deviations if warranted. Our team will lead a collaborative design process fostering input and engagement from the relevant stakeholders. with the goal of achieving a mutually acceptable set of bidding documents and/or a Guaranteed Maximum Price (6MP) proposal. BUDGET MANAGEMENT COST CONTROLS Our team?s database of construction costs collected over the last decade is used as a guideline and substantiation of project-specific early feasibility, conceptual, and schematic cost estimates. In addition, our team has long-standing relationships with subcontractors and manufacturers to track and confirm pricing, material availability, market conditions, trends, and bidder issues that could adversely affect project costs. During the pre?design and design phases, we work to continually manage the budget by being proactively involved as the design documents progress and identifying conversations and activities in real-time which will have immediate or cost impacts. Through partnership with the designer and CM contractor, our team immediately works to identify the scale of impact, the necessity of the cost event, mitigating factors available. and communication of the shifts to the appropriate parties to gain approval or direction. We utilize our budget control reports to track the history of all design issues that may potentially impact the budget. Before the costs of a project can be controlled, they must first be identified. During the pre-design and design phases of this project, we will work closely with the team to identify the actual scope of the work and assign values to the various components of the project. As the design is in its early stages, our estimating requirements revolve around conceptual cost estimating and early site and constructability challenges. As the designs progress, more in-depth estimating and value engineering opportunities will be generated, constructability will be closely reviewed, and efficiency will be evaluated. BRAILSFORD 8t DUNLAVEY I CENTERS 2i CITY OF NEW LONDON, CT While the study of alternate solutions will play an important part of our pre-construction role, it is only a part of the total responsibility which involves total project budget control. Budget control is exercised through continuous review of the design as it develops. Our process will be ongoing, starting at the pre-design phase, continuing through value engineering and GMP or lump?sum presentation, and completed after resolution of all associated change orders and the project?s financial close-out. IMPLEMENTATION OVERSIGHT Our team believes that a project?s historical and strategic context is essential to possess throughout the entire project lifespan. To the greatest extent possible, our team strives to maintain consistency in our staffing assignments from project definition through project close?out. Our unique staff continuation commitment results in a project where the construction phase is managed with equal focus on maintaining institutional vision and the quality of construction. As the owner's representative, we ensure through first-person experience and involvement, that the design and construction activities are consistent with the city's strategic objectives to maximize the value of its investment. We closely monitor the implementation activities listed here and make regular reports (frequency and format to be arranged collaboratively with the city) to ensure that the city is completely in control of the development process: - Budget Management - Requisition Invoicing Review - Schedule Management - Coordination - Financing Requirements Moving Logistics Mobilization - inspections - Communications and Engagement '1 Substantial Completion - Compliance Monitoring . Commissioning - Value Engineering - End-User Training - Quality Control - Post?Occupancy Issue Resolution - Cost Schedule Risk Mitigation?Change Orders RFK Stadium Site Redevelopment Renderings, Washington, DC 22 BRAILSFORD Si DUNLAVEY I CENTERS COMMUNITY RECREATION CENTER DEVELOPMENT AND MANAGEMENT ADVISORY SERVICES PHASE Ill: FACILITY MANAGEMENT LI. FACILITY MANAGEMENT PLAN Your mission is our bottom line. It sounds clich? but it is the basis for how we manage your facility. That is why we have a separate company. CENTERS USA, focused exclusively on facility management. At this point in the process our primary objectives are to maximize the use of the facility and manage the financial operation efficiently and well. To ensure that our service delivery is designed to your specifications, and that we continue to perform throughout the term of our contract, numerous targets are established jointly within our contract. These quality of life objectives and financial targets are linked within all the documents we produce, including: - Operating and performance audits - Financial cash management plan - Business plan - inventory replacement plan - Marketing plan - Risk management plan - Staff plan - Budget plan The above standards and objectives are created with the original plan for the facility and evolve as the operation of the facility has developed. Staff meetings and retreats are held regularly to determine necessary changes based on data. This information is, and will continue to be, communicated to city leadership through meetings, quarterly reports. and the annual business meeting. MANAGEMENT STRUCTURE AND IMPACT FOR SUCCESS Our value is demonstrated through high quality, comprehensive management services that guarantee all of the following: - The development of a high performing staff with efficient operations. - Exceptional customer service delivered by career recreation professionals. 0 Central oversight including risk management, marketing, technology, human resources, and accounts payable/receivable. - Proper management of financial components. - Maximize revenues via sales of memberships, products, programs and services. - Minimize costs through centralized expense control measures and consolidated buying power. - Reduce/control city overhead. Within corporate infrastructure is a core administrative staff that provides the tools and functionality to support efficient site operation, resulting in a reduction in employee costs for our clients and greater work production for our staff. This staff includes HR, accounting, payroll, marketing, IT, risk, and operations. BRAILSFORD DUNLAVEY I CENTERS 23 CITY OF NEW LONDON, CT ADAPTABILITY AND DEFINED SUCCESS The foundation of our business model is based on the principle of being client centric. One of our organizational is adapting to the client?s culture and organizational system. Programmatically, we utilize our internal benchmark for best practices called the Program of Innovation to establish parameters for site adaption. CENTERS best practices are vetted through data collected from a series of audits, meetings, surveys and focus groups. Once operational, adjustments are made as our client's strategic goals evolve or the operating paradigm changes. The result is an evolving customized approach to managing recreation facilities at a high level. From start-up management to transitional management. our comprehensive services are designed to be customized to our client?s Specific needs. We are proud to have a 100% renewal rate since 1999. "l 4 l? ?7 Q.-. 24 BRAILSFORD DUNLAVEY CENTERS O4 OUR TEAM BRAILSFORD DUNLAVEY I CENTERS 25 CITY OF NEW LONDON, CT B.A. Economics, University of Maryland at College Park The Urban Land Institute The International Economic Development Council State Workshop Presenter "The Power of Purpose" Bisnow "Absolutely Terrific" Interface Student Housing Real Estate Conference Presenter "An Industry Overview" National Press Club Event, sponsored by DCBIA Presenter "The University Tower as 3 Tower of Strength" Paul Brailsford CHIEF EXECUTIVE OFFICER PROFESSIONAL BACKGROUND AND HIGHLIGHTS Co?founder of Brailsford 8: Dunlavey with 30+ years of experience Nationally recognized advisor for innovative applications of market and financial analyses for the development of community facilities Provided development advisory and management services for hundreds of clients Widely?published author, workshop leader, and speaker at national conferences and symposia Special focus on institutional strategy and Operational efficiency for public entities Mentor and innovator. dedicated to building the firm and maintaining its commitment to diversity, relationship building, and excellence in client service SELECT PROJECT EXPERIENCE Maryland-National Capital Park and Planning Commission Athletic Facility Market Study, Financial Analysis, Site Utilization Analysis, and Business Plan Arlington CountyI VA Community Recreation Master Plan. Detailed Architectural Programming, and Business Planning City of Manassas, VA Outdoor Rink Feasibility Analysis Recreational Sports Center Feasibility Analysis City of Newport News, VA Community Recreation Centers Market Analysis. Programming, and Design Consultation Dauphin County (PA) Redevelopment Authority Multi?use Sports Complex Feasibility Analysis 26 BRAILSFORD 8: DUNLAVEY CENTERS District of Columbia Department of Parks and Recreation 3 Renovation and New Construction Program Management Services on 10+ Recreation Centers and Playgrounds Fairfax County Park Authority Community Recreation Center Financial Review, Market Study, and Development Plan Recreation Center and Field House Feasibility Analysis Hampden Township Community Center Feasibility Analysis City of Morgantown, WV Community Recreation Center Feasibility Analysis Lower Paxton Township, PA Community Center Feasibility Analysis, Financial Analysis, and Design Review COMMUNITY RECREATION CENTER DEVELOPMENT AND MANAGEMENT ADVISORY SERVICES M.S. Higher Education Administration Purdue University MS. Athletic Administration Ohio University 85. Exercise Science Keene State College 2014 NIRSA Conference- "Department Strategic Planning" 2012 NIRSA Conference - "Executing a Business Plan" 2011 NIRSA Conference "Building Effective Leadership Teams" 2010 NIRSA Annual Conference: "Facility Start-up Best Practices - From Ground Jeff Sessine SENIOR VICE PRESIDENT PROFESSIONAL BACKGROUND AND HIGHLIGHTS 20+ years of experience in managing recreational facilities, including faculty and administrative positions at Purdue University and DePaul University prior to being promoted to the CENTERS corporate office Oversees the management leading the central staff team of each CENTERS site, which includes financial management, risk mitigation and brand management Ensures that company best practices consistently exceed the industry standards in all facets of our operations Serves as a consultant for Brailsford Dunlavey. where he shares his broad recreation experience and insights to assist with numerous planning and consulting projects SELECT PROJECT EXPERIENCE Committed to the student experience in both the programmatic and academic arenas. Mr. Sessine developed the student development model used exclusively by all CENTERS-managed locations. He has been nationally recognized by his peers and former students as an influential mentor by many of those he has taught and supervised. Mr. Sessine has demonstrated commitment to advancing the collegiate recreation profession by coordinating and hosting reiated state and regional workshops, speaking at annual conferences and symposia, and serving on numerous committees within the industry and professional associations such as the National Intramural Recreational Sports Association (NIRSA). CENTERS currently manages the recreation and wellness centers at the following institutions: City of Morgantown, WV - Mylan Park Foundation Cleveland State University DePaul University University of Alabama at Harper College Birmingham Jacksonville State University University of Missouri~St. Louis Marshall University of New Haven Moraine Valley Community College BRAILSFORD 8: DUNLAVEY I CENTERS 27 CITY OF NEW LONDON, CT M.S. Architecture. Engineering and Construction Management, Carnegie Mellon University MBEM School of Planning and Architecture. india B.Arch. Madurai Kamraj University, India Project Management institute Proiect Management Professional (PM P) Leadership in Energy 8: Environmental Design (LEED) Accredited Professional National Capital Region Chapter. U.S. Green Building Council 2018 Facility Manager? "Transforming a Neighborhood and an MLS Franchise Through Innovative Partnerships: The DC United Story" 2013 VRPS Conference Presenter "Play DC: Revitalizing Neighborhoods through Playgrounds" Sanath Kalidas, PMP, LEED AP PORTFOLIO LEADER PROFESSIONAL BACKGROUND AND HIGHLIGHTS Over 13 years of experience advising owners on the planning and implementation of over $18 of independent PK12 schools, higher education facilities, workforce and student housing. and community facilities Supports development advisory and program management practice groups with strategic leadership related to facility planning and budgeting SELECT PROJECT EXPERIENCE City of Washington, DC - Events DC District of Columbia Public Library Cleveland Park Library Modernization Program RFK Stadium Campus Redevelopment Advisory Services DI ti fc I bi Management 5 re 0 oum a epartmento HVAC Audit/Analysis Program General Services Management Audi Field Development Advisory and Program Management Services Episcopal Academy New Campus Program Management District of Columbia Department of Parks and Recreation Fairfax County Park Authority University of the District of Columbia 2B BRAILSFORD 8: DUNLAVEY I CENTERS George Mason University Masonvale Faculty/Staff/ Graduate Housing Program Management Renovation and New Construction Program Management Services on 10+ Recreation Centers and Playgrounds Beauvoir, National Cathedral School Outdoor Playground Program Management System-wide Sustainability Plan Landon School Athletic Center Program Management Advisory Services and Program Management COMMUNITY RECREATION CENTER DEVELOPMENT AND MANAGEMENT ADVISORY SERVICES Masters of Sports Administration, Northwestern University BA. Management. College Sports Management Institute Executive Program 2019 Presenter "Major Capital Planning" 2018 Higher Ed P3 Resource Center "Thinking lnnovatively About Athletics Facilities Partnerships" Andrew Lieber ASSOCIATE PROFESSIONAL BACKGROUND AND HIGHLIGHTS Proficient in market research, financial modeling, facility programming, and strategic planning in the sports, entertainment. and hospitality industries Designed and established procedures to increase operational efficiencies while managing operations teams to provide the highest caliber service in the NFL (Kansas City Chiefs). MLB (Washington Nationals), Extreme Sports (NBC Sports?Dew tour), WNBA, and Independent Baseball Developed sponsorship relationships with the corporate community as a revenue source and to enhance operations in the WNBA and Independent Baseball Shaped and implemented various sustainability programs relating to solid waste management, alternative energy sources, and water use reductions SELECT PROJECT EXPERIENCE City of Washington, DC - Events DC Entertainment and Sports Arena Planning RFK Campus Redevelopment Advisory Services RFK Memorial Planning Fairfax County Park Authority System-wide Sustainability Plan Morgantown Board of Parks and Recreation Commissioners Ruby McQuain Amphitheater Renovation Advisory Services Morgantown Ice Arena Capital Planning and Financial Services City of New Orleans, LA Tad Gormley Stadium, Recreation, and Wellness Center P3 Development Advisory Services City of Kannapolis, NC Ballpark Development Advisory, and Program Management Services City of Pawtucket, RI Stadium and Ancillary Development Master Plan Advisory Services Rutgers University RAC Arena Renovation Advisory Services Arizona State University Arena and Athletics Master Plan Atlanta Hawks State Farm Arena Renovation Advisory Services St. Louis Cardinals Capital Improvement Planning Texas Woman?s University Sports Team Program Study Seattle Mariners Capital Plan and Master Plan Advisory Services Prince William County Ballpark Market Assessment and Economic/Fiscal Benefits Analysis St. John's University 3 Practice Facility. Hospital System, and MLS P3 Development Advisory Services BRAILSFORD 81 DUNLAVEY I CENTERS 29 3O BRAILSFORD 8: DUNLAVEY I CENTERS IL- IA.- When UD did not have the capacity to manage the construction of our new buildings, we turned to for its expertise and reliability. Working under a tight timeframe and with high expectations, kept contractors, architects, other design and engineering professionals, and our campus community focused and balanced. It?s evident that when you hire you?re not just augmenting your staff with an additional person or two but hiring a whole team. has a robust support system in place, enabling its exeCUtives to enter the conversation as warranted, and ensuring daily coverage so project delivery is always full steam ahead." MARCIA HUTTON Director of Planning Proiect Delivery, University of Delaware 0?5 OUR EXPERIENCE CITY OF NEW LONDON, CT in. 1.4 Jacksonville State University CAMPUS RECREATION DEVELOPMENT, IMPLEMENTATION, AND MANAGEMENT ADVISORY SERVICES JACKSONVILLE, AL CLIENT OPPORTUNITIES Define the strategy and scope of a fitness and wellness campus facility to enhance the university?s ability to attract and retain students Develop a financing plan for the project that will allow the university to maintain maximum control of the project?s program and quality Minimize the project?s cost to students Build capacity to deliver additional strategic capital projects 32 Led a strategic asset value Visioning session with the university?s executive committee to chart a path for the project in line with the university?s overall mission and vision Researched public?private partnership (P3) agreements to determine which would best serve the university's goals Vetted the university?s foundation as a P3 option Provided counsel on selecting project partners for architects and contractors, and oversaw the design and construction of the development BRAILSFORD 8: DUNLAVEY I CENTERS PROJECT OUTCOMES 3 102,000 square foot P3 development partnership with university?s foundation One of the fastest paced project delivery goals set: project definition through construction and occupancy totaling 30 months innovative services agreement saved hundreds of thousands in capital costs Second higher education recreation facility in the country ever being built under a P3 structure Opened in 2019, the project is currently managed by CENTERS CLIENT REFERENCE Mr. James Brigham Vice President for Finance and Administration 256-782-5885 jbrigham@jsu.edu COMMUNITY RECREATION CENTER DEVELOPMENT AND MANAGEMENT ADVISORY SERVICES PROJECT OUTCOMES The 56,500 ?lul- ?Jililliluun- A . . . ., square foot facility - has been operated by CENTERS since 2009 As the student population at University of New Haven has grown in both size and diversity. the CENTERS site team has expanded their programming beyond University of New Haven thebordersofcampus through an expansive CAMPUS RECREATION DEVELOPMENT, IMPLEMENTATION, Adventure Recreation WEST HAVEN, CT program In 2011. the University of New Haven approached Become a regionally recognized private university with on campus CENTERS about oversight living and quality student life by improving the recreation and 0f the" h'gh ?5k and wellness center facility and management competitive Sports. Since then, CENTERS has OUR APPROACH m: enabled the expansion of the Club Sports program from 5 to currently 18 competitive teams with CLIENT OPPORTUNITIES Completed a full architectural program review and business planning analysis for a new recreation center Grew and adapted management and operations to meet the over 450 student-athletes changing needs of the campus community Expanded recreation and wellness services to include club sports. CLIENT REFERENCE ingramtural sports-group ?tness, personal tracinipg, massage therapy, Mr. Patrick Torre. a ven ure recreation, we ness seminars/ ac les. instruc iona Assistant Vice President. safety classes, and specnal events Finance . . . . . 203?932?7266 Coordinateed With the univerSIty to host major evetns such as the Annual Scholarship Ball, Admissions Open Houses, Career Fairs, Concerts. and more. Managed the facility availability and scheduling for external rentals such as basketball tournaments, gymnastics competitions, banquets, etc. BRAILSFORD DUNLAVEY I CENTERS 33 CITY OF NEW LONDON, CT PROJECT OUTCOMES I Comprehensive redevelopment master plan consisting of a short-term strategy, which preserves the opportunity for either a new NFL stadium or arena Tremendous positive community support for development initiative City of Washington, DC - Events DC RFK STADIUM CAMPUS DEVELOPMENT AND 15 currentlyin IMPLEMENTATION ADVISORY SERVICES VENOUS phases Of WASHINGTON. DC implementation: Sports recreation CLIENT OPPORTUNITIES Public market hall Transform an outdated stadium and surrounding 190 acre campus into a vibrant mixed-use destination focused on sports, entertainment, cultural, and recreation programming New memorial to Robert F. Kennedy The first phase of development. a multi-sport artificial Create world-class amenities designed to appeal to local, national, and international visitors Develop partnerships with the private sector to diversify turf facility successfully development structures available for the project Opened in June 2019, A rovidin a much needed - . . recreational asset to the i Led project definition exercise with Events DC, the city's sports and community recreation authority, to identify goals and objectives for preject CLIENT REFERENCE assessed phySIcal and functional aspects of stadium and Mr. Gregory A. O?Dell Site to identify development potential President and CEO, Events DC 202-249-3000 Determined market demand for various development offerings Developed financial models and conducted return on investment analyses to determine most feasible concepts Quantified potential economic and fiscal benefits of project Led team of consultant to develop comprehensive master plan documentation Communicated project vision and benefits to the community and stakeholders 34 BRAILSFORD 84 DUNLAVEY I CENTERS COMMUNITY RECREATION CENTER DEVELOPMENT AND MANAGEMENT ADVISORY SERVICES PROJECT OUTCOMES A competitive context analysis revealed a lack of indoor aquatic facilities in the area Additionally, the ill! LII ii - Jill! . .. . .. assessment showed that Morgantown lacked modern track field facilities capable of hosting West Virginia University athletics City of Morgantown, WV - Mylan advised the Pa rk F0 dat I on Foundation that securing SPORTS COMPLEX DEVELOPMENT, IMPLEMENTATION, long?term partnerships AND MANAGEMENT ADVISORY SERVICES With the as well as generating membership revenue, would be critical to achieving the desired facility?s operating goals MORGANTOWN, WV CLIENT OPPORTUNITIES Assess the market demand for, and likely financial performance of, a new aquatic center and track 8: field complex in Morgantown, WV The Aquatics Center program included a 50-meter competition pool, a diving well and platform, a 25?yard Develop partnerships with the private sector to diversify community pool. a leisure development structures available for the project pool and slide, warm APPROACH 0' water therapy pools, wet - classrooms, fitness space. and an outdoor splash pad. The project opened in September 2019 to Create world-class amenities designed to address market demand and provide a public?private partnership opportunity between the Foundation and West Virginia University Led project definition exercise. including a Visioning session to identify key drivers Conducted market analyses and developed financial model to great acc ajm and is inform a market-responsive program and feasible operational plan managed by 33,935 sister for the project company, CENTERS Quantified potential economic and fiscal benefits of project CLIENT REFERENCE Advised on the potential financing structure for a public-private Mr, Ronald Justice partnership opportunity State and Local Relations Specialist Provided implementation advisory services during design, 304?216?6841 construction and start-up of the facility 9 rjUStice@wvu,edu Providing facility management services for both the Aquatic Center and Track Field Complex BRAILSFORD a DUNLAVEY CENTERS 35 CITY OF NEW LONDON, CT Fairfax County Park Authority SYSTEM-WIDE FACILITY MASTER PLAN DEVELOPMENT ADVISORY SERVICES FAIRFAX COUNTY, VA CLIENT OPPORTUNITIES Develop a System?Wide Sustainability Plan to ensure long?term financial sustainability of the RECenter system through capital investments and operational effectiveness RECenter system provides county and non?county residents with affordable fitness opportunities and programs across nine sites such as leisure fitness, swimming. skating, childcare, gymnastics, martial arts and racquetball 36 Developed a project approach focusing on obtaining strategic Visioning insight from the Fairfax County Board of Supervisors and Park Authority Board Members while analyzing existing conditions and market demand Performed facility assessments examining the physical and functional conditions of the existing sites and an overall operational assessment Performed a detailed market analysis that included examining demand for passes and programs. by conducting focus groups and an Internet survey Led a months-long comprehensive community collaboration effort that engaged community stakeholders BRAILSFORD 8: DUNLAVEY I CENTERS PROJ ECT OUTCO ES The Plan found that long?term financial sustainability of each RECenter and the system can be achieved by identifying strategic recommendations that maximize operational effectiveness and improve community responsiveness Based on the Plan. sites in the south and central portions of the county should be invested in to protect their market share; if the Park Authority does not act. pricing relationships and financial performance may be compromised if additional market supply is introduced The plan was approved by the Fairfax County Park Authority Board and it is currently being utilized by decision makers to secure bond funding and explore alternate project delivery methods/ financing to implement the strategic recommendations CLIENT REFERENCE Mr. Dave Bowden Director of Planning and Development 703-855-1324 David.Bowden fairfaxcountygov 06 REFERENCES 38 BRAILSFORD DUNLAVEY CENTERS Brailsford Dunlavey is a long-time and valued partner of Events DC. From helping lead the planning work that brought baseball back to DC, through the renovation of RFK Stadium and construction of Nationals Park, they exhibited the highest level of professionalism. Events DC has continued to engage to assist in the management of facilities in our portfolio, including capital Improvement planning for Nationals Park and repurposlng of the RFK Stadium campus. I would highly recommend for venue planning and development services.? GREGORY A. President and CEO Events DC REFERENCES Jacksonville State University Please find included here a select number of Dr. Charles Lewis references for CENTERS. Vice President for University Advancement Executive Director, Foundation, inc. 119 Beck Circle Jacksonville, AL 35265 Phone: 256-782-5003 University of New Haven Mr. Patrick Torre, Assistant Vice President, Finance 300 Boston Post Rd West Haven. CT 06516 Phone: 203-932?7266 Events DC Mr. Gregory A. O'Dell President and CEO 801 Mount Vernon Place NW, Washington, DC 20001 Phone: 202?249?3000 Email: godell@dcconvention.com Mylan Park Foundation Mr. Ronald Justice State and Local Relations Specialist 500 Mylan Park Lane Morgantown, WV 26501 Phone: 304?216-6841 Email: rjustice@wvu.edu BRAILSFORD DUNLAVEY 39 O7 PROPOSED SCHEDULE CITY OF NEW LONDON, CT Proposed Schedule The proposed schedule below has been built to demonstrate our desired timeline in moving this project forward. Please note that this schedule is aggressive and puts a good deal of timely decision making responsibility on the city, while also requiring a very positive political context/climate. If we cannot achieve this, we expect this schedule could be between 12-18 months longer. Also note that moving more quickly would save the city money on the overall cost of the project. FAST-TRACK SCH EDU LE Phase I: Project De?nition 8. Programming 5 Months Aug-20 Phase ll: Implementation - Design 12 Months Nov-20 Phase II: Implementation - Financing 10 Months Nov-20 Opening Phase II: Implementation - Construction 15 Months Sap-21 Phase Facility Management - Business Planning PreOpenning 11 Months Mar-21 Phasel: The schedule calls for a 4-5 month timeframe to complete Project Definition as well as initial programming. This will ensure appropriate timing for document and data submissions and review, schedule coordination, and time for review and refinements at key decision points. Phaselk We are confident that we will be able to begin the early components of Project Implementation including initial design and pre-construction work - as we near completion of Phase I. This overlap would allow us to move the project forward at a faster pace. Groundbreaking would likely occur 9-10 months after this phase Commences and is expected to last 15 months if the optimal conditions exist as covered above. We have a recent comparable project to compare this against, in which favorable conditions allowed us to complete design in 7 months and construction in 15 months. (Note: We included a iO?month financing line item in this schedule, to occur at the same time as the design/ pre-construction work. This is not part of our base scope of work highlighted in our Project Approach earlier (Section 3), since our assumption is that the city and its financial underwriter will lead the financing process with base scope items (market analysis/revenue risk, financial pro forma, etc.) being utilized as a part of that process. However: should the city wish for 3&0 to take a more active role with the financing of the project, including socialization and exploring different ways to finance the project, we would welcome a further discussion on the specifics of such an effort.) PhaselH: Business planning from a facility management standpoint can be undertaken on a parallel track during implementation. Further along in the implementation process the pre-opening planning would commence and lead right into project close-out and the opening of the community center. Our team's approach can continue to be customized according to the needs of the city, and we have the availability to begin work Immediately upon authorization. 42 BRAILSFORD DUNLAVEY I CENTERS COMMUNITY RECREATION CENTER DEVELOPMENT AND MANAGEMENT ADVISORY SERVICES Introduction to Fees CENTERS wishes to stress that there is a clear rationale for our fees with fairness serving as the organizing principle - we want to give the city of New London the fairest possible fee without putting our businesses at risk. You should feel that you have received a great value, and we should have ample resources to deliver our best effort through an efficient process. When we set a fixed fee. we: 1. Estimate the cost of completing the effort in terms of team member hours to the best of our ability; 2. Consider the extent to which there is uncertainty around our key assumptions or whether we lack the ability to control key circumstances; and 3. Determine who is taking the risk for the lack of predictability, and establish a reasonable risk premium contingency for the level of risk we are accepting. If the level of risk is high for either party, we typically use a time and materials approach or wait until such a time that we can achieve sufficient clarity to mitigate risk through careful process planning. Proposed Phase I Fee For Phase I of the Community Recreation Center initiative (Project Definition), we believe there is sufficient clarity to confidently project work within a fixed fee of $160,000, plus reasonable reimbursable expenses for our team. This Project Definition step is designed to bring sufficient clarity for BSD CENTERS and the city to reasonably predict the balance of the effort with reSpect to project scope, implementation process and project duration. After Project Definition is completed, CENTERS hopes that the city will engage in further discussions to engage our firms for the implementation and management phases. We recognize that could likely require additional city council approval. so we propose inserting an additional time-and- materials scope into the Phase I agreement that would be timed to allow for a smooth transition from Project Definition without schedule delay. It would also allow us to begin the initial aspects of Phase II, as discussed in the proposed schedule on the previous page, as we near completion of Project Definition in an effort to move the project along quickly. This portion could be capped at a mutually- agreed upon price based on our 2020 rates below, along with reasonable expenses. BILLING RATES The 2020 billing rates for Brailsford Dunlavey are provided below. Title Hourly Rate Project Analyst $200 Assistant Project Manager Senior Analyst $210 Project Manager Associate $240 Senior Project Manager Senior Associate $280 Regional Vice President Director $325 Vice President $360 Senior Vice President $425 Executive Vice President $455 CEO President $555 BRAILSFORD 8: DUNLAVEY I CENTERS 43 CITY OF NEW LONDON. CT Proposed Phase lI Fee Our current inability to be specific about our fees for Phase II does not mean we cannot place them within predictable ranges and provide some detail about what will ultimately determine them. It is standard industry practice to frame program management fees as a percentage of the related project budget. The general range in the market can high as metrics for determining an appropriate percentage for a specific project/program take into consideration the following: HOW COMPLEXITY IMPACTS THE FEE RANGE: - An effort for a single structure, fewer parties directly involved, self-development. a defined process for decision-making, no/little public approvals process, no labor issues, etc., will require a lower level of hours to manage the portfolio of risks. - An effort involving multiple structures, high sustainability goals, multiple external constituent groups, rigorous public approvals requirements, etc., will require a high level of hours to manage multiple risks. HOW THE IMPACTS FEE RANGE: - At its simplest, economies of scale can be applied. A more expensive building typically equates to more technical details, more square footage, more program, etc. However, there are fixed elements for every project such as overall risk management of schedule, commitments, and quality. A lower percentage on a large budget can still result in an appropriate fee. Thus. following the guidelines and metrics described above, our current analysis for the program management fees for the New London project is highlighted below. if the overall cost of the community center is for illustration purposes, then our fees would be in the range of $700,000 $800,000. Project Cost 5" '5 i a 4.00% 3.50% 5.00% 2.50% i 4.50% 4.0 0% 3.50% 3.00% i I n_ 5.00% 4.5 0% 4.00% 3.50% I For the additional service (financing support) not included in our base scope of work. we would welcome a further discussion on a mutually-agreed?upon fee arrangement should the city wish to engage us for this part of the project. 44 DUNLAVEY I CENTERS COMMUNITY RECREATION CENTER DEVELOPMENT AND MANAGEMENT ADVISORY SERVICES Proposed Phase Fee CENTERS operates under a fixed management fee, based on the scale and complexity of a project. The firm starts with a basic charge of $1.50 per square foot and then adjusts for complexity and risk pools, climbing walls) as well as the depth and breadth of programming, marketing and membership services expected. For this project, once the scale is determined as the project definition wraps up and implementation commences, CENTERS will meet with the city to discuss the management fee and duration of the agreement in more detail. Furthermore, because CENTERS acts in a pure management capacity, the firm would pass through all of the direct costs of operating the facility to the city. The operating expenses are set by a business plan, and CENTERS operates with discipline within those parameters, which are reported on a regular basis; but the city would always maintain complete transparency into the operation at all times. Appropriate financial controls are established and carefully maintained. BRAILSFORD 8: DUNLAVEY I CENTERS 45 BRAILSFORD DUNLAVEY INSPIRE. EMPOWER. ADVANCE. info@bdconnect.com BDCONNECT.COM 0