Are You Ready to Rumble Expert Investigation and Case Management In - - PowerPoint PPT Presentation

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Are You Ready to Rumble Expert Investigation and Case Management In - - PowerPoint PPT Presentation

City Center: Are You Ready to Rumble Expert Investigation and Case Management In Litigation Over the Biggest Privately Funded Project in U.S. History CLSA NOVEMBER 30, 2017 -- NEW YORK CITY IN ONE CORNER -- PETER SHERIDAN AND LANCE COBURN


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City Center: “Are You Ready to Rumble”

Expert Investigation and Case Management In Litigation Over the Biggest Privately Funded Project in U.S. History

CLSA NOVEMBER 30, 2017 -- NEW YORK CITY

IN ONE CORNER -- PETER SHERIDAN AND LANCE COBURN (FOR MGM/CITY CENTER) AND IN THE OTHER CORNER -- GEORGE OGILVIE (FOR PERINI BUILDING CO.)

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Project Stats:

  • $9 billion cost
  • 16.7 mm sq.ft.
  • Over $1 billion in

Disputed Claims

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  • Over $500 million in Lien

Claims

  • Over 250 Unpaid

Subcontractors

  • Hundreds of Millions in

Scope Claims

  • “The Harmon” Loss @ $400

million

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Harmon Hotel – Designed at 48 stories to be the Signature Hotel and Condos “On The Boulevard” 4

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Capped at 26

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Demolished

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Harmon Hotel and Condos: Designed by Sir Norman Foster 48 stories Demolished in 2014-2015

OWNER EXPERT INVESTIGATIONS HOTLY CONTESTED

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Construction Stopped at Floor 26

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➢ Owner’s Position: Defects Caused By Contractor/Subs Stopped Harmon; C’or/Subs Not Receive Final Payments Because of Offset ($400 mm)

➢ Contractor’s Position:

Insufficient and Defective Design By Engineer (rebar would not fit); Stop Due to Economics, Not Defects; Owner’s 3d Party Inspector Approved; Right To Repair; Subs Need to be Paid

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What More Than Initially Detected Was Built In Error? How Much Inspection Was Required? What Should Be Inspected And Where? EXPERT INVESTIGATIONS 10

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Typical Floor Above Level 4

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W11 W4 W10 W3 W17 W16 W1 W6b W6a W7a W7c W7b W9c W9a W9b W13 W12 W14 W15 W2 W5 W5 LB10

Shear Wall, Typ. Link Beam, Typ. Floor Slab Column Shear Wall, Typ.

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Typical Tower Floor Plan

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Link Beam Locations

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CONSTRUCTION DEFICIENCIES

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➢Not-To-Plan construction of the link beam

reinforcement was first discovered mid-2008

➢Subsequent investigation revealed similar

link beam errors from Levels 6 to 21

➢Further investigation found other structural

elements built Not-To-Plan As Well

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  • Cap Tie

Bar Missing Tie Bar hooks cut

  • r burned

Interior ties missing

GENERIC LINK BEAM CROSS SECTION AS- DESIGNED VS. EXAMPLES OF ERRORS (1-4)

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Example of Defective Link Beam

LB11, Level 6 Reveals

  • Interior tie bars missing
  • At least 4 of 8 bottom

longitudinal bars placed high

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THE DOMINO CHART

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As-Built versus As-Planned

What Was The Cause?

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Owner = Repeated but Different Errors Signaled Lack of Care, Lack of Oversight Contractor = Design Unbuildable (Congestion)

What Was The Cause?

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OBSERVATIONS

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CONSEQUENCES

Wind Load – Deformed Shape As Designed (Exaggerated)

= Lateral Deflection (Drift) = 8.0 inches Shear Wall W17 Shear Wall W16 Link Beam LB8 and LB12 Between W17 & W16 Each Floor Level

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CONSEQUENCES

Wind Load – Deformed Shape As Built (Exaggerated)

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= Lateral Deflection (Drift) = 69.9 inches Shear Wall W17 Shear Wall W16

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Shear Wall and Link Beam Section As-Detailed

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As-Designed Shear Wall U-Bars

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As-Built with Shear Wall U-Bars Missing

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SEPTEMBER 2012 ORDER RE EXTRAPOLATION

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➢ Five Rounds of Inspection and DT Occurred from 2008-2011 ➢ Early structural engineer-directed DT by contractor (pre-Phase 1); next three phases

were court approved and tested 236 of 1680 structural elements.

➢ Locations for testing, chosen not based on a “blind draw” but “based on their

structural significance,” revealed the defects were “random” (contested by Contractor) with no discernable “pattern of defects” other than defects found in the same elements (link beams, columns, floors, shear walls, etc.)

➢ Using statistical extrapolation, the Owner’s expert opined on how the Harmon would

perform in a seismic event.

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SEPTEMBER 2012 ORDER RE EXTRAPOLATION

➢ISSUE – None of the pre-Sept. 2012 testing had been done on randomly selected elements ➢Nevada Rule – As a “gatekeeper” a judge in Nevada must decide if an extrapolation is based on a “statistically valid and reliable representative sample.” ➢Court Order – “the manner in which the tested locations were chosen renders it impossible” to decide that the sample used was “a statistically valid and reliable representative sample that would be appropriate to present to a jury.”

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CORRECTIONS MADE AFTER THE SEPTEMBER 2012 ORDER RE EXTRAPOLATION

➢Testing Dates: Phase 4 -- March to May 2013 ➢Sample Size Before Phase 4: 236 of 1680 ➢Sample Size During Phase 4: 1200 (random) of 1704

➢282 page Guide for Testing Locations ➢1500 page Protocol

➢Results from Fourth Round Testing: 7294 Observed Defects ➢Parties Analyzing Impact of Defects in Two Dramatically Different Ways – Owner Looking at Impact to a Completed 48 Floor Tower; Contractor Looking at Repair to a 26 Floor Tower

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Phase 4 Elements Total

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CORRECTIONS MADE AFTER THE SEPTEMBER 2012 ORDER RE EXTRAPOLATION

➢Results from Fourth Round Testing: More Defects Observed than Even Prior “Extrapolation”; Random Selection Confirmed Prior Opinions ➢Contractor Arguments: Extrapolation based on Random Test Locations, however, Owner’s mistakes permeated testing area size, recordation of results, definition of defective (out-of-tolerance versus “condition compromising the primary function of the structural element”), and emphasizing numbers as opposed to severity of defects ➢Final Order: Testimony Allowed on Results of Phase 4 with Contractor Ability to Cross-Exam on All Prior Expert Work

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ADOPTING AN EFFECTIVE CASE MANAGEMENT ORDER FOR A CASE OF THIS SCALE

➢ Documents Exchanged = 28 Terabytes (28,000 Gigabytes) ➢ 200 Non-Expert Depos over 300 days ➢ 50 Expert Depos over 100 days ➢ 3.2 Million Trial Exhibits (Can You Believe It?) ➢ Critical Immediate Issue = Hundreds of Unpaid Subs ➢ Solution: Two Tracks ➢ Resolve Liens (other than Contractor) ➢ Contractor Claims vs. Owner Claims/Offsets

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ADOPTING AN EFFECTIVE CASE MANAGEMENT ORDER FOR A CASE OF THIS SCALE

➢Monthly Status Conferences at which All Pending Motions are to be Heard ➢All Related Cases Including Lien Foreclosure Consolidated for all Purposes ➢Two Tracks Created ➢No Discovery Except As Allowed by CMO

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ADOPTING AN EFFECTIVE CASE MANAGEMENT ORDER FOR A CASE OF THIS SCALE

Track One Purpose = Settle Undisputed Sub Lien Claims

➢Identify Subs Allegedly Responsible for Defects ➢Identify Undisputed Sums Owed Subs ➢Contractor Lists All Subs with Claims ➢Contractor Deposits All Documents re These Claims ➢Owner Identifies All Subs With No Defects

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ADOPTING AN EFFECTIVE CASE MANAGEMENT ORDER FOR A CASE OF THIS SCALE

Track One Purpose = Settle Undisputed Sub Lien Claims

➢Owner Identifies All Subs With Defects and Scope Issues

➢ Uncontested Amount Due For Each Component With No Defects ➢ Uncontested Amount Due For Each Sub ➢ Describe Defective Work, Precise Location, The Contract/CO Governing this Work

➢Contractor Creates “Close-Out” Packages ➢Subs with No Defect or Scope Issues File Partial SJ Motions

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ADOPTING AN EFFECTIVE CASE MANAGEMENT ORDER FOR A CASE OF THIS SCALE

Track Two Purpose = Prepare Competing Claims for Trial

➢Special Master Appointed to Handle All Discovery Disputes ➢Nevada Rule 16.1 Initial Disclosures (Correlate to FRCP 16) ➢CMO Attached Master RFPs and Commanded Exchanges of Statement of Damages and Witness List (16.1) ➢Visual Inspections on Two Days’ Notice

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ADOPTING AN EFFECTIVE CASE MANAGEMENT ORDER FOR A CASE OF THIS SCALE

Track Two Purpose = Prepare Competing Claims for Trial

➢All DT Must be Approved by Court Prior to Start ➢Limit of 120 on Additional RFPs, Rogs, and RFAs ➢Seven Month Limit on Issuing Subpoenas to Third Parties ➢Final Notice of Defective Work Due Six Months Later ➢Trial Contemplated 15 months after CMO Issued

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ADOPTING AN EFFECTIVE CASE MANAGEMENT ORDER FOR A CASE OF THIS SCALE

How Did It All Work Out? Track One: All but nine subcontractors’ claims totaling approximately $325 million settled, most within 18 months from commencement of litigation. 36

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ADOPTING AN EFFECTIVE CASE MANAGEMENT ORDER FOR A CASE OF THIS SCALE

How Did It All Work Out? Track Two: Direct Owner/Contractor negotiations in 2014 settled approx. $140 million in claims. Two evidentiary hearings re Owner’s failure to comply with CMO, resulting in Owner being sanctioned for a total of $300K. Additionally, Owner ordered to pay $5.1M for attorney’s fees, expert witness fees, and costs incurred by Contractors for work that had to be duplicated or redone due to Owner’s destructive testing and extrapolation methodology. 37

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ADOPTING AN EFFECTIVE CASE MANAGEMENT ORDER FOR A CASE OF THIS SCALE

How Did It All Work Out? Trial Set to Start in December 2014 Jury selection for twelve-month trial commenced on October 28, 2014. Six-week jury selection required due to pretrial media coverage. Contractor’s motion to change venue due to pretrial media coverage denied after jury selection. Case settled night before opening statements after three weeks of mediation. 38

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“NO MAS!”

Thanks for Listening.

QUESTIONS?

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