#  Centennial's IDIQ Contracting Experience

Centennial specializes in the management and performance of
indefinite-delivery, indefinite-quantity (IDIQ) contracts for Government
and institutional clients.

We have been operating for 25 years, building an excellent track record
in both commercial and Government construction. **We have been awarded
more than 15,000 task orders worth more than \$1 billion under more than
80 IDIQ contracts. Of those orders, 98 percent were completed on time or
ahead of schedule.**

Throughout the country, Centennial works on more than 450 to 600 task
orders in a typical month. The task orders are a mix of small and large
projects ranging up to \$7 million. Each day we manage hundreds of new
construction, rehabilitation and renovation task orders for our
customers involving administrative spaces, housing, computer rooms, and
specialized facilities. We have experience performing task orders for
the Army, Navy, Air Force and Marine Corps. The following is a partial
listing of our projects. Descriptions of several of these projects are
included under *'Sample Task Orders'* beginning on page 3.

-   Renovate Navy Exchange, Oceana Naval Air Station, VA

-   Renovation of Rockwell Hall Gymnasium, Little Creek Amphibious Base,
    VA

-   Norfolk Naval Shipyard, Design/Build Youth Center, Norfolk, VA

-   Repair Cables and Curtains -- Theater; Camp Lejeune, NC

-   Welcome Center Renovation (Building 2140), Fort Lewis, WA

-   Lavatories at Building 2282, Fort Meade, MD

-   Construct Golf Course Snack Bar, Andrews Air Force Base, MD

-   Repair NSGA Building U-132, Norfolk Naval Base, VA

-   Repair Swimmers Bathhouse, Building 2016, Whiteman AFB, MO

-   Construct Playground, Maple Court and West Perimeter Drive, Andrews
    Air Force Base, MD

-   Car Wash Facility, Dam Neck, VA

-   Renovate Navy Exchange, Oceana Naval Air Station, VA

-   Headquarters UPS System Replacement, Camp Lejeune, NC

-   Expansion of Youth Center, Little Creek Amphibious Base, VA

We recognize the specialized technical knowledge and experience that
these unique facilities require. Our experience on similar projects will
ensure our successful response to the special needs and requirements of
GovWorks projects.

Our contracts are primarily with the Government, so we are accustomed to
working in high profile buildings and facilities with security
restrictions. We understand how important it is to maintain operations
and not disrupt users and the public. Most of our projects are performed
in fully occupied environments, imposing rigorous constraints on noise,
dust and access. An integral part of our projects includes scheduling
work to minimize disruption to facility users and visitors.

## Table of Contracts

The following table is a summary of our current and previous contracts
that may have the most relevance to the work that is being accomplished
by GovWorks.

<table style="width:100%;">
<colgroup>
<col style="width: 46%" />
<col style="width: 4%" />
<col style="width: 7%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 4%" />
<col style="width: 4%" />
</colgroup>
<thead>
<tr class="header">
<th><strong>Project Title</strong></th>
<th><blockquote>
<p><strong>IDIQ Contract</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Simultaneous Multiple Task Orders</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Work in Occupied Spaces</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Coordination of Multiple Subs</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Includes Design/ Build Task Orders</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Work on Military Facilities</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Large, Complex Task Orders</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>High-Profile Projects</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Year End Surges</strong></p>
</blockquote></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td>Marine Corps Air Station Miramar, San Diego, CA</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="even">
<td>Naval Base Coronado, Coronado, CA</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>Naval Base San Diego, San Diego, CA</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="even">
<td>US Coast Guard, Seattle, WA</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>NAVFACENGCOM, Norfolk (2001)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="even">
<td>Fort Leavenworth, KS</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>Louisville District Corps of Engineers, Louisville, KY</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="even">
<td>Naval Surface Warfare Center, Crane, IN</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>Seattle Dist. Corps of Engineers, Ft Lewis, WA (1997)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="even">
<td>NAVFACENGCOM, Norfolk (1997)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>Forts Eustis, Monroe, and Story, VA (1998)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="even">
<td>Andrews Air Force Base, MD</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>Marine Corps Base, Camp Lejeune (1998)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="even">
<td>SAIC – National Cancer Institute, Fort Detrick, MD</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
</tr>
<tr class="odd">
<td>The World Bank, Washington, DC (1998)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
</tr>
<tr class="even">
<td>Military District of Washington</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>Aberdeen Proving Ground, MD</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="even">
<td>Fort Lee, VA</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>Seattle District Corps of Engineers, WA (MATOC)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
</tr>
<tr class="even">
<td>Whiteman Air Force Base, MO</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>District of Columbia Public Schools, Washington, DC</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="even">
<td>Oklahoma State University, OK</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>District of Columbia Housing Authority (1997)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="even">
<td>Aberdeen Proving Ground, MD (Joint Venture)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>GSA—Zone 2 (WA and ID)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
</tr>
<tr class="even">
<td>GSA—Zone 9 (CA and AZ)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
</tr>
<tr class="odd">
<td>District of Columbia Housing Authority (2002)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
</tr>
<tr class="even">
<td>Seattle Dist. Corps of Engineers, Ft Lewis, WA (2002)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>Texas Department of Criminal Justice, Huntsville, TX</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td></td>
<td></td>
<td><strong>x</strong></td>
<td></td>
</tr>
<tr class="even">
<td>Marine Corps Base, Camp Lejeune (2003)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>Forts Eustis, Monroe and Story, VA (2003)</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="even">
<td>Mohave Educational Services Cooperative, AZ</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
</tr>
<tr class="odd">
<td>University of Houston, Houston, TX</td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
<td><strong>x</strong></td>
<td><strong>x</strong></td>
<td></td>
</tr>
</tbody>
</table>

## Sample Task Orders

Provided below are descriptions of several task orders completed under
our current and previous contracts.

***Renovate Navy Exchange, Oceana Naval Air Station, VA***

Centennial demolished the interior of the old commissary as required to
provide new finishes for an expanded Navy Exchange---included all new
finishes, ceilings, lighting, HVAC and security systems (Phase 1).
Phases 2 thru 7 included the same scope of work and were required to be
completed one phase at a time while the remainder of area remained
operational during business hours. Despite numerous customer and design
changes, completion dates were only minimally extended due to the
scheduled Grand Opening activities and merchandizing requirements. The
cost of the project was \$4,871,400. The project was completed on
schedule on August 16, 2003.

***Renovation of Rockwell Hall Gymnasium, Little Creek Amphibious Base,
VA***

Centennial renovated a gymnasium in 4 phases while minimizing disruption
to the building's activities. The scope of work included new wall
finishes throughout the areas being renovated; a new building entrance
structure with aluminum doors; new exterior aluminum windows and doors
throughout; new carpet, VCT and quarry tile throughout office areas and
renovated workout areas; new glass enclosures for two handball courts;
approximately 35,000 sf of wood floor refinishing; approximately 39,000
sf of new suspended ceilings (33,000 sf of which was 19 ft high);
installation of handicap lift between 1st and 2nd floors, new building
and gymnasium lighting, new gymnasium heating and ventilation, new HVAC
systems in offices and select workout areas, new direct digital
controllers (DDC) controls for mechanical systems, electrical service
upgrades throughout, approximately 4,000 sf or masonry wainscot on
building exterior and approximately 22,000 sf of repair/refinishing on
existing exterior dryvit system. While the scope of work was increased,
the beneficial occupancy date could not be extended because of military
functions already scheduled for early October. Centennial staff and
subcontractors worked long hours and numerous weekends and holidays at
no additional cost to the Government to ensure the BOD for the building
was obtained in time for the scheduled functions. The project began on
January 18, 2000 and beneficial occupancy was accepted on September 29,
2000. The final contract amount was \$2,703,043.

### Repair NSGA Building U-132, Norfolk Naval Base, VA

Centennial is converting existing 22,000 sq ft warehouse space and
offices into new offices and training/technical spaces. The project was
awarded October 24, 2000. The scope of work includes removal of exterior
wall panels and replacing them with pre-cast concrete panels to create
and maintain required security perimeter; demolition of existing spaces
and finishes; reconfiguration of the opened up spaces and design of new
finishes; upgrading of HVAC and electrical systems; and installation of
computer room flooring. The work is required to be done in three phases,
while the building is occupied, to maintain the required security rating
of the building for the customer. The project began on October 24, 2000
and was completed on February 28, 2002, more than three months ahead of
the scheduled completion date of April 28, 2002. The final completion
date was extended and the cost increased due to concealed asbestos, jet
fuel in the soil and other conditions as well as increases to the
original scope. The final cost was \$2,157,312.

### Norfolk Naval Shipyard, Design/Build Youth Center, Norfolk, VA

Centennial converted an existing warehouse building into a new MWR Youth
Center. The scope of work included design services; new bathroom wall
finishes and vanities; new doors, ceilings and windows; new carpet and
floor tile; new paint; new building lighting; a new kitchen area; and an
overall visual "Rain Forest Theme" including trees, special effect
lighting, murals and designs. The project began on September 11, 2000
and was completed on February 15, 2001. The project was given an
'Outstanding' rating in CCASS. Centennial also received a letter and
Certificate of Award for 'SAFEST and CLEANEST jobsite for the 4th
Quarter of 2000'.

### 

### Welcome Center Renovation (Building 2140), Fort Lewis, WA

Centennial transformed Fort Lewis' PX into a Welcome Center with various
offices. We supervised a team of thirteen subcontractors in converting a
70,000 sq ft vacant building to the base's Welcome Center. Included in
the facilities is office space, dental and medical facilities,
conference rooms, retail space and audiovisual rooms. Centennial
provided interior modifications to walls, doors and ceilings; prepared
floors and installed carpet; provided and installed paneled partitions,
architectural casework and counters; installed a split system heat pump;
revised the existing ductwork and HVAC systems; and provided hydronic
and electric heating. In the dental exam stations, medical gas systems
and equipment, water, waste, vacuum and compressed air service was
provided. Existing domestic water and waste systems were extended to
accommodate new sinks and floor drains. The fire sprinkler system
coverage, lighting and power was extended as needed throughout the
building. Centennial also provided pre-wired workstations. Several
modifications were issued during the performance period incorporating
additional electrical, mechanical and fire system services to the scope
of work. These included the installation of 47 exit lights, four
emergency lights, 32 dedicated 20 amp circuits and three sixty-ton
chiller units. Centennial was recognized for our efforts with a plaque
and commendation letter from Army officials. In a newspaper article
describing the project, Scot Watson, the Army's Project Manager was
quoted saying, **"Usually a project like this would take nine months at
least. \[Centennial\] was great - I'm very pleased with \[Centennial\]
and the work they've done."** The project was awarded on May 5, 1997 and
completed on schedule on April 10, 1998. The project value was
\$1,683,337.

### Expansion of Youth Center, Little Creek Amphibious Base, VA

This project was awarded on September 30, 1998. The project was
increased from \$817,911 to \$925,101 when the Navy incorporated
additional requirements into the scope of work. For this project,
Centennial constructed a 7,200 sq ft multi-purpose room, 710 sq ft
toilet area, 854 sq ft mechanical/storage area, 1,400 sq ft lobby/office
area and associated vestibules and entry canopy. The completed
multipurpose room has a pre-engineered rigid frame structure with metal
roof and metal siding with vinyl-faced insulation for masonry walls
above 10 ft high. Interior walls above 10 ft high are comprised of
impact-resistant drywall. A fire alarm and sprinkler system was
installed to protect the existing wood structures and the new additions.
We provided six retractable basketball goals, a 24 ft high court divider
curtain, court striping, Sport Court flooring, 12 ft wide safety pads at
each basket and a volleyball net. Centennial also constructed new
mechanical, electrical and storage rooms within the existing youth
center. The site work included grading, storm drainage and water service
for the sprinkler system. High-ranking officials attended this high
visibility project\'s unveiling on July 9, 1999. **It has been coined
the "Showplace of the Navy".** The project was \$925,101. This project
was awarded on November 1, 1998 and completed on schedule June 1, 1999.
Twenty-one subcontractors were coordinated in this work effort.

# Centennial's Design/Build Experience

Centennial has extensive design/build experience working with
architectural-engineering firms all over the United States. In the past
few years, we have been awarded more than \$60 million in design/build
projects. We are an active member of the Design - Build Institute of
America. Each of our contracts requires some element of design and
engineering. Some of our larger projects, such as for the Naval
Facilities Engineering Command in Norfolk, VA, Forts Eustis, Monroe and
Story, VA, and the National Cancer Institute at Fort Detrick, MD,
require more extensive design and engineering, up to 100 percent
drawings. We have provided complete design/build services on these
contracts, as well as many others.

We have successfully completed many design/build task orders on each of
the following contracts:

-   Aberdeen Proving Ground Job Order Contract, Aberdeen, MD

-   Job Order Contract for the Naval Surface Warfare Center, Crane, IN

-   Job Order Contract for Repair and Renovation, MCAS Miramar and San
    Diego County

-   Multiple Award Post Wide Construction Task Order Contract at
    Aberdeen Proving Ground, MD

-   Job Order Contract for Forts Eustis, Monroe, and Story, Virginia
    (1998)

-   Job Order Contract Supporting Fort Lewis, Sub-installations, 96th
    and 124th Reserve Support

-   Job Order Contract (JOC) in Support of Fort Lewis, 70th RSC, 96th
    RSC and Other Supported Facilities in Washington, Oregon, Idaho and
    Montana

-   Job Order Contract (JOC) for Projects in the Hampton Roads Area, VA
    (Naval Facilities Engineering Command)

-   Indefinite Quantity Construction Delivery (CONDEL) Contract,
    Norfolk, VA (Naval Facilities Engineering Command)

-   Job Order Contract for Forts Eustis, Monroe, Story and Installations
    under authority of Northern Region Contracting Center (2003)

-   Construction/Repair Requirements for Basewide Construction Effort
    Job Order Contract at West Point, NY (U.S. Military Academy)

-   Job Order Contract for Oklahoma State University, Stillwater, OK

-   Job Order Contracting Services for the University of Houston, TX

-   Task Order Contract for Services, SAIC-Frederick, National Cancer
    Institute, Fort Detrick, MD

-   Building Maintenance and Alteration Services Contract for the World
    Bank, Washington, D.C.

## Project Examples

Examples of design/build projects completed by Centennial are provided
below.

### Design/Build -- Provide Radiant Heat, Nine Hangars, Fort Campbell, KY 

In the summer of 2002, the U.S. Army Corps of Engineers, in partnership
with the Directorate of Public Works at Fort Campbell, undertook an
initiative to dramatically improve the comfort level inside the hangars
of the 101st Airborne. To fund this undertaking, the vision of the
Government was to take advantage of Energy Conservation Improvement
Program (ECIP) dollars, where specific payback criteria determine the
priority of projects to receive funding. The existing condition was a
satellite central plant serving 12 hangars and their associated
administrative space with high pressure steam. The plant was in great
need of repairs, and served a distribution and energy delivery system
that was old and ineffective. The challenge to Centennial and Joint
Venture partner Sentinel was to propose a system that would provide for
greater comfort, and show a payback of capital investment with energy
savings within five years. Together with our A/E partners at Luckett &
Farley Architects and Engineers and The Lusk Group, we proposed a
radiant heat system that would provide greater comfort to the occupants,
and dramatically reduce operating costs. The project provided for
natural gas distribution, mechanical room conversion, and radiant heat
in the bays of nine hangars at Fort Campbell. The administrative space
of the hangars continues to be heated as it was before, but now through
stand-alone boilers configured in each of the mechanical rooms. This
feature completes the conversion of each of the buildings away from not
only a Central Plant, but also to a more efficient and effective form of
heat in the large open bays of the hangars. The project began on June
20, 2002 and was completed on 10 days ahead of schedule on March 6, 2003
for a total cost of \$2,526,936.

### Install Mezzanines, Building V-88 Norfolk Naval Base, Norfolk, VA

Centennial installed multiple new three-story steel mezzanine
structures, within the confines of an existing aircraft hanger, Building
V-88. This 34,000 sq ft project included the upgrade of an existing
traffic signal, as well as the installation of several new handicap
ramps, pedestrian crosswalks and associated electronic traffic controls.
This project included new design/build structural steel work, electrical
work, fire suppression upgrades, fencing and painting, as well as new
design/build traffic signal control work, site work and related concrete
and asphalt work. The project required extremely close coordination
between the on-site Superintendent and all of the PWC entities (e.g.,
Police, Fire, Base Utilities, etc.) affected by the various required
lane closures and associated traffic work. Eleven separate key
subcontractors and one design firm, TranSystems Corporation, worked on
the project. The original project was to design and construct one new
steel mezzanine structure. The project was awarded on September 20, 2000
and construction began on September 22, 2000. Based on the high levels
of customer satisfaction on the initial project, the customer has
awarded five additional mezzanines to be constructed by Centennial. The
Government made a decision to award several separate projects to upgrade
traffic control signals and install pedestrian crosswalks and ramps
under this same task order. The project was completed on schedule on
August 27, 2003. The completed construction amount was \$1,303,681.

### Renovate BOQ 241, Dam Neck Naval Facility, Virginia Beach, VA

Centennial was issued a task order on September 26, 2000 to completely
renovate a 59,000 sq ft facility to include separate Bachelors Officers'
Quarters, including suites and bathroom renovations. Once demolition
began, asbestos was discovered throughout the building. All construction
activities were stopped while the extent of the asbestos was determined.
Once this was established, the Government issued a change order to
Centennial to abate the asbestos. To do this, we worked from the top of
the building down, floor by floor, to abate the asbestos. We used full
containment for the building on each floor to remediate the asbestos.
All hazardous materials was double bagged, identified, and transported
to specialized disposal facilities. A final test was conducted by our
abatement contractor, Atlantic Environmental, to ensure that the
building and surrounding area was free of asbestos before construction
work continued. This project included four new mechanical systems and
related state-of-the-art DDC Control systems, upgraded electrical
systems, plumbing, fire suppression and fire alarms systems, new floor,
wall and ceiling finishes throughout the facility. This project required
close coordination between our Superintendent, Quality Control Manger,
and the Government Resident Facility Manager to ensure a smooth
transition of the occupants from their present BOQ location to the newly
renovated facility. Twenty-five subcontractors have worked on this
project. At completion of the project, a modification was issued to
replace the existing 65-ton chiller system and replace all existing
windows throughout the entire facility, while fully occupied. The task
order was completed on schedule on February 28, 2003 for a final cost of
\$3,239,220.

### Design/Build Band Facility at Fort Lawton, WA

Centennial was awarded the design and construction of a 5,000 sq ft band
facility and the renovation of an existing 3,800 sq ft assembly hall to
a theater. Combined, the project value was \$1.2 million. The new
facility is a 5,000 sq ft pre-fabricated metal building that will
contain offices, practice rooms, a rehearsal auditorium (multi-purpose
room), and storage areas with custom cabinetry for instruments. The
renovated existing space includes upgraded electrical service, HVAC,
soundproofing, acoustical treatments, flooring, paint, risers and 238
theater-type seats, and theater curtains. We worked with our design
subcontractor ORB to design the new facility. The design was finalized
in late August 2002. Construction began in early November 2002 and was
completed on schedule in August 2003.

### Louisville Naval Ordinance Station (NOS) Renovation

Centennial performed a renovation project for the Louisville NOS in
Building "W", a research and development center focused on improving
naval guns. This design/build project was scheduled in several phases to
allow continued use of the building to the occupants. Areas of
renovation in this 2-story building included the top-secret vault,
optics lab, computer room, vertical integrated lab, office space, new
roof and new fire suppression system. Centennial staff and 14
subcontractors provided demolition and required trades for the interior
build out. Many unique areas of this building, such as the top-secret
vault and SITS room, required non-traditional design and construction
solutions to meet the Navy's requirements. The construction period was
from May 1997 to September 1999. Multiple task orders were issued for a
total project construction value of \$2,500,000. Centennial received two
'Outstanding' CCASS evaluations for this project.

## A/E Partner Capabilities

We have aligned ourselves with highly qualified architectural
engineering firms across the United States. These firms are able to
provide design capabilities to many project locations, including project
sites in rural areas. These firms have substantial resources to
accommodate the varying types of work that we perform for our customers.

**Clark-Nexsen** is one of the nation\'s top 500 architecture and
engineering design firms. They specialize in offices, schools,
commercial, retail, food-service, recreational, manufacturing,
industrial, and municipal, state, and federal facilities as well as
college/university buildings. They have earned 11 design awards over the
past ten years, and many projects have been published in local,
regional, and national professional journals and trade publications.
Centennial has worked with Clark-Nexsen on four design/build projects
for the Navy under our CONDEL contract. These include a Morale, Welfare
and Recreation (MWR) Youth Center at the Norfolk Naval Shipyard.

**TranSystems** has been designing architectural, civil, and structural
engineering and surveying projects for municipal, state, federal and
industrial clients for the past 40 years. They have received 37 ACASS
ratings over the last four years - 23 were either excellent or above
average ratings, the remainder were average. They have also been
recognized for their 'excellent performance of A&E design services' by
the Navy. Centennial has worked with Glenn and Sadler on more than 10
design/build projects for the Navy.

**C. Allan Bamforth, Jr.**, is a family-owned firm and has over 20 years
of design and construction experience. They provide engineering, land
surveying, environmental and transportation services. Their clients
include federal, state and local government agencies; as well as
commercial customers. Centennial has worked with Allan Bamforth on
several projects with the Navy at our CONDEL contract.

**AHBL, Inc. (AHBL)** is a multi-discipline consulting firm that
provides structural and civil engineering, land use planning, and
landscape architectural services throughout the Pacific Northwest. They
have a total of 68 professional, technical and administrative staff
members and are in the process of acquiring surveying services. AHBL's
design experience at Fort Lewis includes an Outdoor Recreation Facility
and Golf Club House.

**BCE Engineers, Inc. (BCE)** is a full-service mechanical and
electrical engineering consulting firm. BCE's staff includes over 40
technical and support personnel, including professional engineers, that
provide services in electrical power distribution, lighting, HVAC, fire
alarm systems, communications infrastructure, integrated computer
networks, energy management and control systems (EMCS), and fire
suppression and protection systems.

**Gray & Osborne, Inc. (Gray & Osborne)** provides multi-discipline
consulting engineering services to municipalities, utility district,
county, state and federal agencies. Their staff includes civil,
environmental, mechanical, electrical, architectural and structural
engineers with extensive experience in their fields.

**Helix Architecture, P.S. (Helix)** employs a staff of 17, including
nine architects, three interior designers and five support personnel.
They offer broad experience in architecture, interior design,
design/build and project management. Helix's joint project experience
includes a large number of assignments for the state and federal
Government.

**HLM Design**, located in Bethesda, MD, has over 400 architects;
mechanical, electrical, structural, and civil engineers; landscape
architects; interior designers; and construction personnel.

**DMJM Design** launched its architectural and engineering practice in
Washington 50 years ago. Since then, the firm has offered a full range
of building-related services to Government and commercial clients. These
services include architecture, engineering, program management, security
design, interior design, telecommunications design, relocation and move
planning, and construction management.

**Fru-Con Engineering** was originally founded in 1940 to provide
engineering support to Fru-Con Construction Corporation and its clients
across the county. Fru-Con consistently ranks high in Engineering
News-Record's top U.S. contractors listing. Clients worldwide recognize
Fru-Con's broad experience in all engineering disciplines, including:
Architectural, Civil/Structural, Electrical, Environmental,
Geotechnical, Semiconductors, Instrumentation, Mechanical, Packaging,
Process, and Systems Integration.

**Alpha Corporation** is a multidiscipline engineering firm based in
Dulles, VA, with offices in Baltimore, MD and Bethesda, MD. The firm
provides civil and structural engineering services for both small and
large projects, including new construction, rehabilitation, renovation,
maintenance or demolition. Alpha's Government clients include the Air
Force, Navy, Army Corps of Engineers, Coast Guard, and General Services
Administration.

Our A/E firms' have the availability to provide the resources necessary
to successfully perform work on multiple projects in multiple areas of
the country. Centennial has working relationships with other well-known
and highly regarded design firms. If additional architect-engineering
support is needed we will discuss potential firms with contracting
personnel.

Below is a sampling of a few additional design firms that have been
approved to provide services for Centennial. In order to be approved, we
ask client references to formally evaluate the firm in the areas of
Quality, Safety, Schedule, Costs, Responsiveness and Overall
Performance. Only those firms with exceptional evaluations in these
areas are approved for work.

AEC Group The Onyx Group Einhorn, Yaffee Prescott

Burgess & Niple\* BMK PC Architects Riddick & Associates, P.C.\*

Clark-Nexsen\* Davis Carter Scott\* Hayes, Seay, Mattern & Mattern\*

HNTB Dewberry & Davis\* David Volkert & Associates, Inc.

URS Greiner\* Carter and Burgess, Inc. Bowie Gridley Architects, PLLC

Leo A. Daly\* RTKL Associates, Inc.\* Patton, Harris, Rust and
Associates

Ellerbe Becket Weihe Design Group\* Bowman Foster and Associates, PC\*

Greenwell Goetz\* O'Brien, Travis, Jaccard\* Sherertz, Franklin,
Crawford, Shaffner, Inc.

\* Firms that Centennial has worked with on other projects.

We select the design team for each task order using many of the same
criteria we use in selecting subcontractors. We consider each firm's
past experience on similar projects, their current workload, and their
available personnel for assignment. We select a firm for each design
discipline required by the project and look to develop creative
synergies between design firms to provide the best overall design.

# Overview of Centennial

## History

The Centennial organization was founded in 1974, providing general
contracting services in the Baltimore-Washington area. Initial projects
included roofing and siding projects, as well as construction of office
condominiums. Over the years, the firm constructed increasingly larger
and more complex office buildings, including interior construction and
renovations. Soon, Centennial had expanded into the general construction
of complete commercial campuses in Maryland, Virginia, and the District
of Columbia.

In 1989, Centennial submitted its first proposal for an IDIQ contract to
the Department of Defense to perform work at the Pentagon. Centennial
won the contract, and based on the high levels of customer satisfaction
maintained for its clients, Centennial was awarded two additional
contracts over the next year. In 1991, the senior executives of the
firm, Bill Sweetser, P.E., and Jack Waschitz, Vice President, bought out
the previous owners, creating what is today known as Centennial
Contractors Enterprises, Inc.

Centennial has continued to win contracts for facilities services and
construction in the local area and throughout the country for the past
14 years. The firm's philosophy and dedication to customer satisfaction,
as well as its experience, mesh well with the service orientation and
responsiveness required by job order and indefinite-delivery,
indefinite-quantity (IDIQ) contracts. Centennial's focus has become
centered on this type of contract. Our major clients include many
universities, schools, the Department of Defense, Army, Corps of
Engineers, Navy, Air Force, Marine Corps, Coast Guard and other
agencies. Centennial's focus has become centered on job order and IDIQ
contracts, now our principal line of business.

## Relationship with Fru-Con

In November 2003, Centennial became an independent business unit of
Fru-Con Holding Corporation. Centennial remains and autonomous entity,
allowing us to stay true to our guiding principles. As part of a large
130-year-old company, we have additional resources available to enhance
our capabilities. The Fru-Con family of companies includes more than
1,200 management and supervisory employees and 2,500 craft
professionals. There are 16 regional offices and about 100 project
locations around the country.

Our customers will have the direct benefit of our involvement with
Fru-Con's staff of nearly 200 engineers, architects and technicians.

# Centennial's National Presence

Throughout the country, Centennial works on a mix of small and large
projects ranging from \$32 to \$7 million. Typically we are working on
approximately 500 projects each month. In order to meet the design,
estimating, project management, administrative, quality control, safety,
and accounting needs of these projects, we have more than 300 employees
located in our home office and 25 office locations across the country.
These office locations are shown on the map below.

All of our contracts are structured with an autonomous Project Office
providing the simultaneous management and coordination of these multiple
projects. The map identifies both the number and total dollar value of
the task orders we typically manage simultaneously at each site.

We have an excellent performance record in managing and coordinating
staff, budgets, schedules, and subcontractors for task order contracts
in multiple areas of the country. We have proven, established
relationships with almost 6,000 subcontractors, who have performed work
on projects issued under our task order contracts.

## Subcontractor Base

We recognize the importance of forming strong relationships with our
subcontractors. We have awarded almost 36,000 projects to almost 6,000
subcontractors across the country. Our relationships with subcontractors
are long-term, many spanning more than 10 to 15 years. As a
demonstration of our commitment to the subcontracting community, we have
provided the following excerpts from some of the letters we have
received from the business community and our subcontractors.

**"I would like to take this opportunity to thank you for the nomination
and support for the U.S. Small Business Administration's (SBS)
Administrator's Award for Excellence. We highly value this award and our
relationship with you, providing construction services. Dealing with
your staff, over the past two years at Andrews Air Force Base, has been
a rewarding and enjoyable experience, of which, sorry to say are few and
far between in many current business environments. Accolades to your
whole staff for their professionalism and ability in dealing with
sometimes trying situations."** - Connie Gebhardt, President, Accokeek
Development Corporation, Thank you letter, July 1, 2002

**"Your management group's combination of cooperativeness, competence
and professionalism is very impressive." "You should be very proud of
the organization you have built and of the fine managers you have
brought into your innovative Baltimore construction office."** - Mr.
Arnold M. Jolivet President; Maryland Minority Contractors' Association,
Inc., Letter of Commendation, April 7, 2000

**"Without the support and encouragement of contractors such as
\[Centennial\], H&R would not be able to continue to provide the work
for the Section 3 Residents."** - William M. Hamm, Jr., President; H&R
Construction Specialists, Inc., Letter of Commendation, April 3, 2000

**"I personally want to commend Centennial for the dedications of its
staff to helping minority businesses establish and maintain a foothold
in the Baltimore construction community."** - Robsol G. Pinkett, Jr.,
President; Mason Rock Construction, Inc., Letter of Commendation, April
3, 2000

**"Centennial Contractors has been instrumental in helping MVR"
"Centennial Contractors has provided opportunities, support, and
professional nurturing and direction for our company . ."** - Marvin
Ricketts, Owner; MVR Contracting, Inc., Letter of Commendation, April 3,
2000

**"Centennial's professionalism and commitment to the hiring of minority
contractors have been nothing short of exemplary!"** - Ronald H.
Lipscomb, President; Doracon Contracting, Inc., Letter of Commendation,
April 2, 2000

**"We have worked with Centennial since 1996 on numerous projects . .
and have always found Centennial staff to be highly professional and
knowledgeable in the construction industry. "They (Centennial) both
display and require high standards of excellence of workmanship from
their staff and subcontractors."** - Joseph A. Young, President; Young's
Floor & Remodeling Co., Inc., Letter of Commendation, March 31, 2000

**". . .your company is outstanding in its utilization of small
businesses and has an excellent subcontracting program. . . SBA has a
portfolio of 2500 large business contractors and your company was one of
only three finalists in the Construction category. Being a finalist is,
in itself, quite an accomplishment."** - Luz Hopewell, Finalist Letter,
Dwight D. Eisenhower Award, U.S. Small Business Administration, April
2002

# Centennial's Bonding Capacity

Centennial has been a client of the Federal Insurance Company, a wholly
owned subsidiary of the Chubb Group of Insurance Companies for many
years. Centennial's agent, Hess, Egan, Hagerty and L'Hommedieu will
verify that Centennial's available or unused bonding capacity is greater
than \$500,000,000.00 in excess of currently executed bonds. We can
obtain performance and payment bonds. No single bonding limit has been
established for Centennial. Our agent's contact information and the
surety company's contact information are listed below.

**Agent:**

Eugene P. Dessureau

Hess, Egan, Hagerty and L'Hommedieu

5530 Wisconsin Avenue, Suite 620

Chevy Chase, MD 20815

\(301\) 654-3600

**Surety:**

Federal Insurance Company

15 Mountain View Road

P.O. Box 1615

Warren, NJ 07061-1615

\(215\) 981-8252

# Project Team Resumes

## Bruce Auger, Senior Vice President of Operations

Bruce Auger brings over 24 years of construction management and general
contracting experience to Centennial Contractors. As Senior Vice
President of Operations, he oversees Government and institutional
projects. He is Project Executive for several of Centennial's current
job order contracts and directs the quality control programs to assure
autonomy. He is responsible for corporate project management and safety,
health, and substance abuse programs. He ensures that manpower and
administrative support resources are readily available to meet the needs
of the projects.

Prior to joining Centennial, Bruce was President and founder of AUGER
Construction, Inc. He successfully operated in the hard bid, negotiated,
design/build and term contract arenas. Prior to the formation of AUGER,
he served as Vice President/Director of Construction for Centennial
Development Corporation of Vienna, Virginia, taking the firm from a
start-up to that of a well-respected general contracting organization.
Additionally, Mr. Auger was associated with OMNI Construction (the Clark
Group), Bethesda, Maryland, and Orlando, Florida, in both operations and
marketing capacities.

He served in the United States Marine Corps prior to receiving his
Bachelor of Science degree from Towson State University, Towson,
Maryland. Additionally, he received his Master of Business
Administration from The College of William and Mary, Graduate School of
Business, Williamsburg, Virginia.

As a member of the Associated Builders and Contractors, Virginia
Chapter, he served on the Board of Directors for five years as well as
the Chairman of numerous committees for the organization.

## Mark Bailey, Senior Vice President of Operations

Mr. Bailey has 18 years of construction management and general
contracting experience, with demonstrated expertise in the areas of
managing multiple job order contracts in multi-state locations.

As Senior Vice President of Operations, Western Region, Mr. Bailey
oversees several job order contracts and indefinite-delivery,
indefinite-quantity contracts in Washington, California and Arizona. He
is responsible for corporate project management, and safety, health and
substance abuse programs. He assures that manpower and administrative
support resources are readily available to meet the needs of the
projects.

Prior to joining Centennial, Mr. Bailey was employed by several
commercial construction companies in construction capacities resulting
in senior level positions.

He has six years of job order contract experience. He has a B.S. degree
in Civil Engineering and B.A. degree in Architecture from Lehigh
University.

## Sean Haynes, Operations Manager

### 

### Education, Certifications, Licenses, Registrations

B.S. Ocean Engineering, University of Rhode Island; five Navy
achievement medals, distinguished Naval graduate from Officer Candidate
School, President's award winner for graduating first in class at the
University of Rhode Island, member of Tau Beta Pi, the National
Engineering Honor Society; Certifications include: JOCIMS, Procedure JOC
2.1, OSHA 10 Hour Safety Course, Project Scheduling, and Construction
Quality Management for Contractors Training Program (USACE 3 Phase
Inspection), U.S. Army Corps of Engineers

### Summary of Qualifications

Mr. Haynes has over 15 years of experience in the construction industry,
including over six years of Government contracting.

### Relevant Projects

-   New Military Operations Training Facility (\$8.5 Million)

-   Barracks Renovation, Westover Air Force Base (\$6.8 Million)

-   Construct New Trench Warfare Complex, Aberdeen Proving Ground
    (\$2,698,078)

-   Renovations to Bldg. A-4118, Aberdeen Proving Ground (\$1,936,351)

-   Renovations to Patriot Village Housing, Aberdeen Proving Ground
    (\$1,442,296)

-   New Complex at Mulberry Point, Aberdeen Proving Ground (\$1,347,609)

-   Renovate Edgewood Chapel, Aberdeen Proving Ground (\$1,198,815)

-   Upgrade Electric, Repair and Replace Roof, Asbestos Removal,
    Lugenbeel, ADA (\$928,467)

-   Replace Roof, Aberdeen Proving Ground (\$780,000)

-   Renovate and Replace Roof at Building A4727, Aberdeen Proving Ground
    (\$761,661)

-   Replace Roof at Patriot Housing Area, Aberdeen Proving Ground
    (\$745,848)

-   Repaint Existing Houses at Plumb Point, Aberdeen Proving Ground
    (\$685,456)

-   Construct New Pre-Engineered Building at Range 14, Aberdeen Proving
    Ground (\$663,963)

-   Replace Bathouse at Building A3325, Aberdeen Proving Ground
    (\$575,215)

### Experience

**Project General Manager,** Centennial Contractors, Aberdeen, MD; June
2002 to present. Mr. Haynes is the Project General Manager for the
Aberdeen Proving Ground Job Order Contract. The \$10 million per year
project provides for accomplishing real property repair and/or
maintenance, and construction projects. He is responsible for the
complete management and overall performance of the project. He is the
primary liaison with the Contracting Officer and the Contracting
Officer's Technical Representative. He has signature authority to bind
Centennial contractually.

**Project Manager/Operations Manager,** TLT Construction Corporation,
Wakefield, MA; February 2000 to May 2002. Mr. Haynes was responsible for
overseeing all Federal construction projects and for all aspects of
construction management. He supervised a twenty person staff to ensure
projects were completed on time and under budget. Mr. Haynes managed
numerous projects while at Ft. Bragg, North Carolina including a \$38
million barracks renovation of nineteen buildings, an \$8.5 million new
military operations training facility consisting of thirty-three
buildings, a \$3.7 million new military family housing project
consisting of thirty-two houses, and a \$7 million new three story
medical barracks facility. He also managed a \$6.8 million barracks
renovation at Westover AFB in Massachusetts. His responsibilities
included cost control, CPM scheduling, contract and change order
negotiations, material procurement, sub-contractor management, claims
analysis and preparation, quality control, and safety.

**Lieutenant, Civil Engineers Corps, Assistant Public Works Officer,**
United States Navy, Souda Bay, Greece**;** October 1998 to February
2000. Mr. Haynes led a seventy-person department responsible for the
upkeep, maintenance and construction of an \$80 million base
infrastructure. He supervised the completion of over 36,000 man-hours of
facility maintenance. He led contingency construction operations in
direct support of Operation Allied Force in Yugoslavia. Mr. Haynes also
served as the command Energy Conservation Officer, Self-Help Coordinator
and the Transportation Officer during his tour.

**Lieutenant Junior Grade, Civil Engineers Corps, Assistant Resident
Officer in Charge of Construction**, United States Navy, Newport, RI;
October 1996 to September 1998. Mr. Haynes was responsible for project
management and administration of twenty-eight construction contracts
valued in excess of \$40 million. He supervised all aspects of
construction management including scheduling, estimating, negotiating
and modifying contracts, and quality control.

**Machinist Mate First Class, Mechanical Division Leading Petty
Officer,** United States Navy, Norfolk, VA; September 1990 to September
1992. Mr. Haynes was responsible for leading 16 personnel in the
maintenance and repair of all nuclear mechanical systems, and five
personnel in all special operation diving scenarios. He developed and
wrote all quality control procedures for the command.

**Various positions**, United States Navy; 1986 to 1990. Mr. Haynes
served as a Nuclear Machinist Mate and Lead Diver on the submarine, USS
Sculpin, SSN-590 (1988 to 1990) and participated in Nuclear Power
Training (1986 to 1988). 

## Dave Brossard, Program Manager Design/Build

### Education, Certifications, Licenses, Registrations

Construction Management Degree, B.C.I.T., June 1981; Canadian Institute
of Quantity Surveyors, PQS Certification, January 1991; Construction
Management Seminar Certification; Construction Contract Administration
Seminar Certification; Construction Claims for Changes, Delays and
Extras Seminar Certification; Construction Law Seminar Certification;
Design Build Institute of America; Risk Management Certification &
Successful Design Build Project Delivery Certification; Army Corps of
Engineers Construction Quality Management for Contractors; OSHA 10 Hour
Safety Certification; Red Cross First Aid and CPR Certification

### Summary of Qualifications

Mr. Brossard has over 18 years of project management in the construction
industry, which includes over 18 years of self-perform and 5 years of
design build experience on projects up to and including \$92 million. He
has extensive project management and estimating experience with
excellent leadership skills and is capable of managing complex
construction projects and project teams. He has proven to be a strong
team builder with excellent interpersonal skills. His computer skills
include but are not limited to: Microsoft Word, Excel, Power Point,
Microsoft Project, Microsoft Office Products, Word Perfect, Lotus,
Primavera P3and Primavera Expedition, Suretrak, Prolog, Timberline PE,
Timberline Bid Analysis, MC squared Estimating and MC Squared Bid Day,
Paydirt Earthwork Program, Spreadsheet Estimating, Winscale, MC Squared
Digitizer, Bid Fax, and Access database management.

### Relevant Projects

-   Design and Construct Additions and Alterations to The Mission
    Support Center (Building 100) At McChord Air Force Base, US Army
    Corps Of Engineers, WA

-   Chateau Whistler Resort, Whistler Mountain, British Columbia (\$92
    million)

-   Vehicle Maintenance Facility Design Build Project (\$14 million)

-   Forensic Mental Health Facility, Provo Utah, State of Utah (\$13
    million)

-   Snow College, State of Utah, Ephraim, UT (\$13 million)

-   National Guard Military Readiness Center Orem, UT (\$6.2 million)

### Experience

**Program Manager Design Build**, Centennial Contractors, Fife, WA;
December, 2003 to present. Mr. Brossard is the Program Manager Design
Build for Centennial's Western Operations. His primary responsibility is
to procure and manage operations for multiple Design/Build project in
various locations in our Western Operations. He assists in the hiring
and training of staff and procuring key subcontractors who are totally
committed to partnering and customer satisfaction. He manages
pre-construction services and is able to manage all disciplines within
the design/build process to produce successful designs and to meet
project budgets. He is involved in making command decisions in a
partnering environment to achieve projects objects. Mr. Brossard is very
successful in meeting all schedules and honoring commitments.

**Work Procurement Manager**, Osborne Construction, Seattle, WA;
December 1999 to November 2003. Mr. Brossard was the Work Procurement
Manager responsible for corporate estimating functions, proposal
preparations, and supervising a staff of 5 persons for construction firm
with annual revenues of \$90 million. He provided self-perform estimates
on design/build and Design Bid Build projects which ranged in value from
\$10 million to \$113 million. Mr. Brossard and staff also provided buy
out and shop drawing functions for ongoing projects. These projects were
for state and/or federal agencies located in the states of Washington
and Alaska.

**Construction Manager,** Granville Construction, Inc., Salt Lake City,
Utah; 1998 to 2000. This large construction firm performed Design Build
projects for State Agencies on a lump sum basis. Mr. Brossard also took
on management of projects that were in difficulty, turned them around
and completed projects on time and within budget. Mr. Brossard was
instrumental in making sure this service was successful. His main
responsibilities included project management, supervision of project
managers, staff and subcontractors, negotiating and processing necessary
change orders. The projects were state and/or federal facilities and
located in Utah.

**President/Owner**, Sherwood Management Company, Ltd., Vancouver B.C.;
1993 to 1998. This mid-sized company specialized in single residence and
subdivision housing developments located in British Columbia. The
projects ranged in value from \$250,000 to \$950,000. Mr. Brossard
designed the projects, purchased the land, hired subcontractor's and
supervised the construction, and marketed the projects.

**Project Manager,** School District #43, Coquitlam, B.C; 1989 to 1993.
Mr. Brossard was the project manager on 13 schools ranging in value from
\$2.5M to \$25M. His duties included supervising the design with owner
and architect, preparing budgets, submitting funding requests and
securing funding from the government. He was responsible for bidding the
project, awarding contracts, supervising the construction, administering
payments to consultants and contractors, and handling project closeout
and warranties.

**Project Superintendent,** Concordia Management Company, Ltd., Whistler
Mountain, British Columbia; 1988 to 1989. Mr. Brossard was the project
Superintendent for a 17 story 320 room luxury hotel. Mr. Brossard
supervised 180 man union workforce, and prepared and maintained a 250
activity CPM. This project was designed as the project was constructed
-- a true fast track. In addition, he organized and held sub trade
meetings and safety meetings.

**Project Manager**, Government of the Northwest Territories,
Yellowknife NWT; 1986 to 1988. Mr. Brossard was the project managers for
four school projects ranging in value between \$5M and \$8.5M located at
remote Arctic sites. His duties included selecting consultants,
preparing contracts, supervising design with owner and architects,
preparing budgets, submitting funding requests and securing funding from
the government and coordinating with stakeholder groups. In addition, he
bid the projects and awarded contracts, supervised the construction,
handled payments to consultants and contractors, and, performed project
closeout and warranty.

## Ernst Clasing, Senior Project Manager/Estimator

### Education, Certifications, Licenses, Registrations

Recruiting, Interviewing & Selecting Top 10 Percent Employees Seminar;
Leadership in Energy and Environmental Design (LEED) Intermediate
Training Course and Certification

### Summary of Qualifications

Mr. Clasing has more than 30 years of construction experience, including
more than 10 years of experience providing project management for
projects under job order contracts. He has managed design/build
projects.

### Relevant Projects

-   Repaint Existing Houses at Plumb Point (\$827,584)

-   Construct New Pre-Engineered Building at Range 14 (\$491,432)

-   Repair/Repaint Exterior Skippers Point (\$390,686)

-   Replace Exterior Insulation, Skippers Point (\$120,207)

-   Provide New Generator, E3331 (\$104,642)

### Experience

**Senior Project Manager**, August 4, 2003 to present. Mr. Clasing is
the Senior Project Manager for the **Job Order Contract for Aberdeen
Proving Grounds in Aberdeen, Maryland**. He is responsible for the
complete management and overall performance of the project including
estimates, negotiation and acceptance of task orders, monitoring status
of task orders, subcontractor awards and evaluations, manpower staffing
and forecasting, labor performance, change order administration, quality
control coordination, safety and health program, invoices for task
orders and subcontractors/suppliers, certified payrolls and records, and
project meetings. He is the primary liaison with the Contracting Officer
and the Contracting Officers Technical Representative. He will have
signature authority to bind Centennial contractually.

**President,** Clasing Technick, LLC, Baltimore, MD, November 2001 to
July 2003. Mr. Clasing was the general contractor, construction manager,
estimator and field superintendent on the construction of nine townhouse
units in Canton, Baltimore City.

**President;** Clasing Technick LLC, Glen Arm, MD, June 1997 to November
2001. He was responsible for the overall management of a design/build
firm specializing in Federal IDIQ contracts. He manage individual
project in the field and supervised the subcontractor personnel. Mr.
Clasing prepared design drawing in all disciplines. He worked in
proposal development, material take-off and estimating preparation. He
did project scheduling. He provided "start-up" assistance for TECOM Task
Order Contract at Pueblo Chemical Facility, Pueblo, Colorado. He managed
the IDIQ Contract for General Service Administration in Maryland and
Delaware.

**Program Director;** R & R International, Aberdeen, MD, May 1994 to
June 1997. He was responsible for the management of the Job Order
Contract at Aberdeen Proving Ground and SABER Contract at McGuire Air
Force Base. For 36 months he supervised over 18-22 management personnel,
eight to ten in house field personnel and up to fifty subcontractors
simultaneously. He was a multi-discipline designer for all trades and he
is CAD literate. He was awarded "Prime Contractor of the Year" by the
Small Business Administration.

**Project Manager;** Holmes & Narver Construction Services, Orange, CA,
March 1991 to January 1994. He was responsible for the management of Job
Order Contracts at Aberdeen Proving Ground and Fort Dix, New Jersey. He
supervised management staff of twenty personnel and over fifty
subcontractors. He prepared drawing and construction documents for field
execution.

**President;** Clasing Industries, Baltimore, MD**,** July 1990 to March
1991. Mr. Clasing prepared proposals for Job Order and SABER Contracts
worldwide. He provided consultation service for Job Order Contractors
throughout the United States.

**Task Order Manager/Designer;** Harbert International, Inc, Birmingham,
AL, October 1986 to July 1990. Mr. Clasing generated estimated and
negotiated task orders at Aberdeen Proving Ground Job Order Contract.

**Vice President;** Argirakis & Clasing, Inc., Baltimore, MD, February
1984 -- October 1988. He was responsible for the overall management of a
medium sized design/build construction firm. He supervised fifteen to
twenty in house construction mechanics.

**Designer/Project Manager;** The Prosser Company, Inc., Glen Arm, MD,
March 1977 to February 1984. He generated architectural, structural and
mechanical design drawings for large industrial design/build projects.
He provided Project Management in execution of large industrial
construction projects.

**Project Manager/Superintendent,** Parkway Construction & Management,
Dorsey, MD, March 1975 to March 1977. He managed construction of
research laboratories and warehouse facilities.

**Project Engineer,** Ewell, Bomhardt & Associates, Baltimore, MD,
January 1972 to March 1975. He provided oversight on major highway and
bridge projects for the Interstate Division for Baltimore City. Projects
included I-695 viaduct through Sparrows Point, I-95 from Russell Street
to Canton Avenue and lane widening of I-95 from Bel Air to the
Susquehanna River Bridge.

**Instrumentman/PartyChief,** J. E. Greiner Company, MD May 1970 to
January 1972. He performed construction stakeout on the construction of
the parallel span of the Bay Bridge.

# Customer Satisfaction Survey Program

We have a formal program to monitor and analyze our customers'
satisfaction. This program provides an immediate communication to top
level management of how our project teams are performing. Quarterly
meetings are used as a forum for top level managers and operational
personnel to analyze Customer Satisfaction Survey scores and implement
programs for improvement.

We measure our performance and responsiveness by actively seeking
feedback from our customers. At least three times a year, we distribute
a Customer Satisfaction Survey Card to Contracting Officials for each
contract.

Managing task order contracts is different than managing larger
stand-alone construction projects. The 14 questions on Centennial's
survey are designed specifically to address the very unique requirements
of task order contracts with multiple simultaneous task orders. For
example, the survey addresses attributes including project management,
value received for the money, timeliness of task order proposals,
timeliness of completion of task orders, and others.

The survey responses we receive from our customers are the most timely
and accurate measure of customer satisfaction, because responses come
from the people most intimately familiar with our performance and are
signed by those people. Survey responses are the subject of intense
senior management attention - our firm\'s President, Senior Vice
Presidents of Operations, and Project Executives review the results.

The scores are on a scale of 0 to 4.0, with 4.0 being the highest score.
As an indicator of the high levels of satisfaction we maintain, the
firm's 2003 overall score, on a scale of 0 to 4.0, was a 3.74. This is
another all time high score for our firm. We had an 88 percent return
rate for the surveys sent out and 43 percent of all the surveys were
perfect 4.0 scores.

We have received numerous commendations and awards. The following
excerpts from letters of appreciation, awards, and customer surveys we
have received demonstrate Centennial's reputation for high quality and
customer service.

**"The Centennial Team at Fort Lewis is absolutely superb. I appreciate
your unwavering support."** - COL Richard L. Conte, Customer
Satisfaction Survey #1 for 2002 -- Overall Score 4.0, June 26, 2002
(*Fort Lewis Job Order Contract*)

**"I appreciate the attention to detail and the follow through exhibited
by the whole staff. Thank you."** - Ms. Kathy Brinck, Customer
Satisfaction Survey #1 for 2002 Overall Score 4.0, June 17, 2002
(*Indefinite Quantity Construction Delivery (CONDEL) Contract /Hampton
Roads JOC*)

**"It has been a pleasure working with great professionals."** - Mr.
J.C. Frier, Customer Satisfaction Survey #1 for 2002 -- Overall Score
4.0, June 13, 2002 (*, Indefinite Quantity Construction Delivery
(CONDEL) Contract /Hampton Roads JOC*)

**"Working with Centennial has been extremely satisfying and rewarding.
Keep it up."** - Mr. Gabe Himmelwright, Customer Satisfaction Survey #1
for 2002 -- Overall Score 4.0, June 12, 2002 (*Indefinite Quantity
Construction Delivery (CONDEL) Contract /Hampton Roads JOC*)

**"I have totally enjoyed working with the Centennial DCHA Team this
Quarter and look forward to having the same level of commitment on
future projects."** - Mr. Kenneth Arthur, Customer Satisfaction Survey
#1 for 2002 -- Overall Score 4.0, June 12, 2002 (*, District of Columbia
Housing Authority Job Order Contract*)

**"The entire CCE crew is performing at a high level with a lot of
energy and consistent performance."** - Mr. John Pivik, Customer
Satisfaction Survey #1 for 2002 -- Overall Score 4.0, June 10, 2002
(*The World Bank, Building Maintenance and Alterations IDIQ Contract*)

**"All are professionals and committed to putting out an excellent
product."** - Mrs. Sue Morgan, Customer Satisfaction Survey #1 for 2002
-- Overall Score 4.0, June 7, 2002 (*Fort Lewis Job Order Contract --
Spokane*)

**"Thoroughly pleased with your crew. Keep it up. Congratulations on
your new JOC Contract."** - Mr. Eddie Pena, Customer Satisfaction Survey
#1 for 2002 -- Overall Score 4.0, June 4, 2002 (*Fort Lewis Job Order
Contract*)

**"As the Job Order contractor for the period September 25, 1998 to
April 12, 2002, this garrison relied upon the work ethic and leadership
demonstrated again and again by your company. Each projects showed a
professional dedication to excellence by your staff and
subcontractors."** - Christopher G. Essig, Colonel, U.S. Army, Garrison
Commander, Letter of Appreciation, May 3, 2002 (*Fort Myer Military
Community, Military District of Washington Job Order Contract*)

**"Very satisfied with contractor performance and efforts to do the job
right."** - Mr. Clark Reames, Customer Satisfaction Survey #3 for 2001
-- Overall Score -- 4.0, January 15, 2002 (*Fort Lewis MATOC*)

**"Centennial staff always comes through. Sept. 11-12 Centennial really
shined."** - LCDR Jerry Woloszynski, Customer Satisfaction Survey #3 for
2001 -- Overall Score -- 4.0, January 14, 2002 (*USCG Job Order
Contract*)

**"A short, unrealistic time frame was given by the Government to
complete this project. The project was completed on time with no
problems, and the customer was satisfied. Good Job!"** - Robert Brophy,
Performance Evaluation, Outstanding, January 14, 2002 (*Building 900
Space Conversion, U.S. Military Academy, West Point Job Order Contract*)

**"I would like to express Fort Lee's appreciation for the Herculean
efforts your company and staff put forth in renovating the Larkin
Conference Center to accommodate the relocation and expansion of Fort
Lee's Emergency Operations Center.....Centennial's ability to mobilize a
robust work force and concentrate their efforts on this critical project
was of tremendous value."** - Peter B. Mack, Colonel, U.S. Army,
Garrison Commander, Letter of Appreciation, October 26, 2001 (*Larkin
Conference Center Renovation, Fort Lee Job Order Contract*)

**"You have a good team in place and they are performing well. QC
program is doing its job perfectly -- cudos to Dave Johnson. CCE handled
the heavy summer work load smoothly and made completion dates happen.
Well done!!"** - Mr. Larry Lundholm, Customer Satisfaction survey #2 for
2001 -- Overall Score -- 4.0, August 28, 2001 (*Oklahoma State
University Job Order Contract*)

**"No punch Lists!" "Extremely smooth start up. I look forward to a long
relationship."** - Mr. William Kolster, Customer Satisfaction Survey #2
for 2001 - Overall Score 4.0, August 22, 2001 (*Loudoun County Public
Schools Job Order Contract*)

# Quality Control and Safety Programs

## Quality Control Plan

Centennial\'s Quality Control Plan, in excess of 300 pages, has been
approved by more than 30 Department of Defense facilities. It contains
85 inspection processes with checklists that cover work at the
construction site and vendors\' and manufacturers\' facilities. Our
Quality Control Plan incorporates the Army Corps of Engineers
three-phase inspection processes and procedures. We have also added more
rigorous supervisory and inspection processes, as well as specialized
inspection techniques. Each Quality Control Manager and Inspector
assigned to our contract must have taken the Army Corps of Engineers
Construction Quality Management for Contractors course.

Our Quality Control Plan is used to provide quality control over all
work and materials used in the performance of each contract. Centennial
inspects and test all contract work, maintains records of the same, and
obtains necessary approvals before delivery of materials and equipment
to the job site. The objectives of the Quality Control Plan are to
ensure quality, prevent problems from becoming serious, and ensure that
any deficiencies that do occur are corrected immediately. Centennial\'s
plan provides systems to identify causes of quality problems, determine
ways to prevent reoccurrence and, most important, to correct a problem
in such a way as to minimize its effect on the project.

On each contract, the standard plan is customized to suit the specific
needs of the contract and submitted for approval as a compliance
document. Centennial, working with Government contracting officials,
continuously updates and tailors the Quality Control Plan to ensure its
effectiveness throughout the life of the contract.

## Safety Plan

Safety will be a primary consideration in the planning and execution of
all activities at the jobsite.

We maintain proactive construction site safety and health programs,
which are tailored specifically to the customer's requirements. The
programs involve training for all levels of on-site personnel, written
procedures and policies, and an inspection system. Centennial maintains
a drug-free workplace through a substance abuse policy that includes
mandatory random drug testing for all employees.

The intent of Centennial's Safety Program is to create an accident-free
work environment for all employees, subcontractors, and customer and
user personnel. This goal is accomplished through intensive
safety-related planning on all projects. We closely monitor all ongoing
construction to ensure that all safety measures are being properly
implemented and have ongoing training among our employees and
subcontractors to foster a safety-conscious attitude. An incentive
program is also in place to recognize the project achieving the lowest
accident rate each quarter.

The purpose of the Safety Manual is to provide the necessary guidance to
implement the contract requirements for safety and accident prevention
on Centennial projects. Our 144-page Safety Manual includes information
on 34 different procedures. The customized Safety Manual for this
project, at a minimum, will be based on the following regulations: Code
of Federal Regulations (CFR) 1910 OSHA General Industry Safety and
Health Standards and 29 CFR 1926 OSHA Construction Industry Standards;
US Army Corps of Engineers Safety & Health Requirement Manual EM
385-1-1; National Electric Code; Asbestos Hazard Emergency Response Act
(AHERA) of 1986, Public Law 99-519 and Centennial's Safety and Health
Manual. We will customize our program based on the contract requirements
and applicable safety guidelines.

Every Centennial employee has the authority to stop work on any project
if the work is being performed in an unsafe manner.

We have received numerous safety awards from professional industry
groups that confirm the success of our safety program. We have been
selected by the Associated Builders and Contractors (ABC) as the Paragon
Award winner for three years running (1998-2000) in recognition of our
commitment and achievements in safety management. The award was
established by ABC-Virginia's safety training committee to reward
members for excellence in the field of safety.

Additionally, the ABC's National Safety Committee recognized us with a
Certificate of Merit for Outstanding Achievements in Safety in 1996 and
chose our firm to receive its Safety Training and Education Process
(STEP) Award in both 1996 and 1997. At the 1998 Business Roundtable
Construction Industry Safety Excellence Awards Program, ABC honored us
with the ABC Safety Award "In recognition of safety management
excellence, highlighted by management commitment, a quality written
safety program, \[and\] OSHA incidence rates consistently below
established national averages".