A communication transmitted from Louis A. DePasquale, City Manager, relative to a request for approval to seek authorization from the Massachusetts Office of the Inspector General (the “IG”) for the City to use the Construction Manager at Rick (“CMAR”) procurement and construction method (the CMAR Method”) in connection with the redevelopment of the Foundry building

Office of the Inspector General Commonwealth of Massachusetts Glenn A. Cunha Inspector General Procedures relative to receiving a Notice to Proceed to Use Construction Management at Risk Services April 2013

Table of Contents Introduction .............................................................................................................. 1 Schedule ..............................................................................................................3 Application ..............................................................................................................4 Evaluation Process........................................................................................................9 Attachment: CERTIFICATION OF AUTHORITY TO USE THE CONSTRUCTION MANAGEMENT AT RISK DELIVERY METHOD Massachusetts Office of the Inspector General Address: Room 1311 John McCormack State Office Building One Ashburton Place Boston, MA 02108 Contact Information: (617)727-9140 (617) 523 -1205 (MCPPO Program) (800) 322 -1323 (Confidential 24-hour Hotline) [phone removed] (FAX) (617) 722 - 8809 (CM at risk application) www.mass.gov/ig © Office of the Inspector General, Commonwealth of Massachusetts 201 3. All rights reserved.

Introduction Office of the Inspector General Construction Management at Risk Application to Proceed Prior to using the construction management at risk (CM at risk) delivery method to procure a contract for the construction, reconstruction, installation, demolition, maintenance, or repair of any building estimated to cost $5 million or more, an awarding authority must obtain a Notice to Proceed to use the CM at risk delivery method from the Office of the Inspector General (OIG). The OIG has developed this CM at risk application to be completed on a project specific basis. The application process will be important to awarding authorities in assessing the qualifications and commitments that are necessary to the process to ensure construction of a high-quality, cost-effective public building project. Under M.G.L. c. 149A, §4, the OIG will issue a Notice to Proceed when the public agency has demonstrated that: a. The public agency has authorization from its governing body to enter into a contract with a construction management at risk firm. The authorization shall include the results of any public vote if applicable. b. The public agency has the capacity, a plan and procedures in place and approved of by the governing body, where appropriate, to effectively procure and manage construction management at-risk services for the specific project and has retained the services of a qualified owner's project manager. c. The public agency has in place procedures to ensure fairness in competition, evaluation and reporting of results at every stage in the procurement process. d. The building project has an estimated construction value of $5,000,000 or more. e. The public agency has determined that the use of construction management at risk services is appropriate for the building project and states in writing the reasons for the determination. The OIG will review an awarding authority's complete application and within 60 days from the date a completed application is received will determine whether the awarding authority meets the requirements necessary to obtain a Notice to Proceed. Pursuant to M.G.L. c. 149A, if the OIG declines to issue a Notice to Proceed to an awarding authority, the OIG shall provide in writing to the awarding authority the reason(s) for the decision. An awarding authority not receiving a Notice to Proceed may resubmit its application upon correcting or responding to the reason(s) for denial provided to the awarding authority by the OIG. The OIG shall make a timely review of 1

the resubmitted application and, if the awarding authority meets the requirements, the OIG will issue a Notice to Proceed. The OIG shall decline to issue a Notice to proceed to an awarding authority that has failed to provide complete and accurate answers to all questions in the application and ail other information and documentation required by the OIG. Providing false, misleading, or incomplete information will be considered grounds for denial. Applications must be submitted to: Office of the Inspector General, Room 1311, One Ashburton Place, Boston, MA 02108. If you have any questions regarding the application process, contact Mary Kolesar, Senior Policy Analyst, Policy and Government Division, at [phone removed] or by e-mail at [email removed].

Schedule Day 1 Day 1 -15 Day 1-60 Event Awarding Authority Submits Application to Proceed (by mail) to: Office of the Inspector General OneAshburton Place, Room 1311 Boston, MA 02108 1. OIG reviews application in a timely manner. 2. OIG contacts applicant acknowledging receipt of the application 1. OIG determines whether additional information is necessary and if so, requests awarding authority to send information 2. OIG reviews application to determine whether awarding authority meets requirements and will be issued a Notice to Proceed 3. OIG sends Notice to Proceed or Denial of Notice to Proceed Task Date and time stamp application Review application • Verify information • Request more information, if necessary • Analyze credentials based on evaluation criteria • Complete review and issue determination

Application Please submit one original with signature pages and one copy of the following information. Use additional sheets where necessary. To assist in the evaluation process, please submit and identify information and documents with the item numbers on this application form. Part A: General Information a. Awarding Authority City of Cambridge b. Awarding Authority Person in Charge of Project Deputy City Manager, Lisa Peterson c. Awarding Authority Address City Hall, 795 Massachusetts Avenue, Cambridge MA 02139 d. Phone number of Awarding Authority Person in Charge of Project [phone removed] e. Fax number of Awarding Authority Person in Charge of Project N/A f. E-mail address of Awarding Authority Person in Charge of Project lisap@cambridgema.gov 2. OPM name Michael J. Black 3. Designer name Cambridge Seven Associates, Inc. Narrative description and brief history of the project: The Foundry is an adaptive reuse project to build a self-sustaining center for creativity and collaboration for the Cambridge community. At the intersection of the Kendall Square Innovation District and the East Cambridge neighborhood, the Foundry will provide space and programs for the visual and performing arts, entrepreneurship, technology, and workforce education within its historic, industrial setting. The Foundry will facilitate access for residents, especially underrepresented communities and adjacent neighborhoods, to the dynamic working and learning environment of Kendall Square. This project shall also have a portion of the building available for market rate rental space. 4. estimated square feet 50,000 a. program type: Theatrical, Educational, Community, Artist and office spaces

Office of the Inspector General Construction Management at Risk Application to Proceed b. building type: The existing building was built in 1890 and had a commercial renovation in 1983, which added infill floors to the high bay of the existing structure. The existing building is wood framed with a masonry exterior. City Historical Commission intends to recommend that the Cambridge City designates the Foundry with Landmark status. 5. Project schedule elements, including, but not limited to: a. Feasibility study completion date (if any) Summer 2018 b. Owner's Project Manager contract execution date (if not an employee) City of Cambridge employs an MCPPO certified OPM c. Designer contract execution date March 2018 d. Projected procurement milestone dates, including but not limited to the following items: Request for prequalification issuance, request for proposals issuance, CM at risk firm contract execution date, other. . Construction Manager at Risk, RFQ scheduled for May 2018, estimated contract execution date July 2018 e. Projected completion date (use and/or occupancy) Summer 2021 f. Submit an estimated total project budget, including but not limited to line items for the following items: See Attachment "FOUNDRY Preliminary Estimated-April 2018" g. Owner's Project Manager contract amount (if not an employee) h. Designer contract amount Feasibility Study $431,630.00 i. Estimated construction cost $21 M j. Other costs k. Identify the source of the estimated project budget and estimated construction costs. The source of the preliminary estimate was: in April of 2017 a concept plan cost estimate was prepared by the architect's estimator. The costs per square foot for various scenarios, with an escalator, averaged at $400/sf. In addition the City's OPM staff has two completed projects and one under construction using the CIVI at Risk delivery method. The construction costs been checked against and compared to similar construction activities projected to occur. The soft costs are based on the past seven projects the same OPM has been involved with for the City of Cambridge. 6. Submit the attached certification form (see last page) regarding the authorization from the awarding authority's governing body that the awarding authority may enter into a contract with a construction management at risk firm, including the date of authorization. Submit copies of any public vote if applicable. See "Certification of Authority Page 12"

Office of the Inspector General Construction Management at Risk Application to Proceed 7. Submit the name(s) and titie(s) of the individuals authorized to sign the CM at risk contract on behalf of the awarding authority. City Manager Louis A. DePasquale 8. Submit written evidence of the approval of the governing body of the project plan and procedures, if applicable. See Attachment "City Council vote dated May 4,2015" 9. Submit the written determination by the awarding authority that the use of CM at risk services is appropriate for the building project and the reasons for the determination. See Attachment "Memorandum from City Manager to City Council dated April 2017" Part B. Awarding Authority Capacity Information 10. Provide an organizational chart of the project organization showing the roles and responsibilities of each individual or entity participating on the project, including contractors. See "Attachment A" and "Organizational Chart" 11. Provide the name, affiliation, and contact information for all key members of the project team. List all relevant qualifications and experience, including any public project experience and any CM at risk experience (public or private) on project(s) of similar size and complexity or on any other projects, for: See "Attachment B" a. the individual/s within the awarding authority that will make project decisions for the awarding authority and that will supervise the Owner's Project Manager, See "Attachment B" b. the Owner's Project Manager (OPM),1 "Attachment B" c. the Designer,2 and See "Attachment B" d. Any other members of the project team or special consultants to be used to support the project (e.g., counsel, accountant, financial advisor), if any. See "Attachment B" 1 M.G.L. c. 149A, § 3(a) states that "Before procuring the services of a designer ... and prior to submitting an application to use the construction management at risk delivery method ... the awarding authority shall procure or otherwise employ the services of an owner's project manager pursuant to section 44A 1/2 of chapter 149. The owner's project manager may assist the awarding authority in the procurement of the designer." 2 M.G.L. c. 149A, § 3(b) states that "Before submitting an application to use the construction management at risk delivery method ... the awarding authority shall procure the services of a designer for the building project. In procuring the services of a designer, the awarding authority shall do so in a manner consistent with sections 38A Vi to 390, inclusive, of chapter 7. The designer procured by the awarding authority shall be independent of the owner's project manager and the construction management at risk firm." 6

Office of the Inspector General Construction Management at Risk Application to Proceed 12. Submit a copy of the scope of services portion of the a) OPM contract and b) designer's contract. If the OPM is an employee, submit the individual's title, job description, and scope of work related to the CM at risk project. [Note: You do not need to send in copies of the scopes of services if the project is a school building project receiving assistance from the Massachusetts School Building Authority (MSBA) and the OPM and Designer will be signing the MSBA contracts for CM at risk services in their entirety with no changes. However, submit a copy of the signed signatory pages.] See "Attachment "C" The OIG reviews the awarding authority's plan and procedures3 for procuring and managing the CM at risk services to ascertain whether the awarding authority has in place procedures, in accordance with M.G.L. c. 149A, to ensure fairness in competition, evaluation and reporting of results at every stage in the procurement process. Therefore, provide information regarding each of the following components of a CM at risk project: 14a. The awarding authority's plan and procedures for acquiring appropriate expertise to assist where the team may not have the necessary experience to meet anticipated challenges. "Attachment D" 14b. The awarding authority's plan and procedures for conducting the two- phase selection process for hiring a construction manager at risk firm and the methods that will be used to ensure fairness in competition, evaluation, and reporting of results at every stage in the procurement. See "Attachment D" 14c. The awarding authority's plan and procedures for developing the cost- plus not to exceed guaranteed maximum price form of contract. Include information on negotiating the contract, including establishing the general condition items, CM at risk fee, cost of the work, and other contract components. Include information on what level of design development the awarding authority plans on establishing the GMP, contingency, and other components of the final contract amendment. See "Attachment D" 14d. The awarding authority's plan and procedures for conducting the two- phase selection process for obtaining trade contractors and the methods that will be used to ensure fairness in competition, evaluation, and reporting of results at every stage in the procurement. See "Attachment D" 14e. The awarding authority's plan and procedures for obtaining subcontractors [M.G.L. c. 149A, § 8(j)] and the methods that will be used to ensure fairness in competition, evaluation, and reporting of results at 3 The plan and procedures must be approved by the governing body, where appropriate. [M.G.L.c. 149A, §4(a)(2)] 7

Office of the Inspector General Construction Management at Risk Application to Proceed every stage in the procurement. See "Attachment D" 14f. The awarding authority's plan and procedures relative to administering and coordinating the project and maintaining project communications. See "Attachment D" 14g. The awarding authority's plan and procedures relative to monitoring and auditing all project costs. See "Attachment D" Do not submit requests for qualifications (RFQs), requests for proposals (RFPs), draft contracts, or other such documents related to the CM at risk delivery method procurement. 8

Evaluation Process Office of the Inspector General's Evaluation Process The OIG will review the information submitted by the awarding authority and assess whether the plan and procedures provide an adequate framework for procuring and managing a CM at risk delivery method project. The following criteria will be used in making a determination whether to issue a Notice to Proceed. Is the estimated construction cost $5 million or more? Did the awarding authority receive approval from the appropriate governing body?4 Did the awarding authority's governing body approve the plan and procedures? Are the awarding authority's goals and objectives for using the construction manager at risk method reasonable and designed to maximize competition? Has the awarding authority established an experienced and effective project organization structure, including an owner representative as a point of contact, an owner's project manager, and a designer? Is the decision-making authority clear? Do any project team members have relevant CM at risk experience for the size and scope of the project? Does the plan and do the procedures demonstrate an appropriate assessment of the owner's tasks and responsibilities associated with a CM at risk contract, including all aspects of coordination and administration of the CM at risk delivery method? Has the awarding authority established a plan for acquiring appropriate expertise to assist where the team may not have the necessary experience to meet anticipated challenges? Does the plan and do the procedures provide an adequate framework for conducting the two-phase selection process for a construction manager at risk firm and clearly delineate the methods that will be used to ensure fairness in competition, evaluation, and reporting of results at every stage in the procurement, and otherwise comply with all statutory requirements? Does the plan and do the procedures provide an adequate framework for negotiating the cost-plus not to exceed guaranteed maximum price form of contract? Does the plan and do the procedures provide an adequate framework for conducting the two-phase selection process for trade contractors and clearly delineate the methods that will be used to ensure fairness in competition, evaluation, and reporting of results at every stage in the procurement, and otherwise comply with all statutory requirements? 4 The "appropriate governing body" varies, depending on an awarding authority's charter and other factors.

Office of the Inspector General Construction Management at Risk Application to Proceed Does the plan and do the procedures provide an adequate framework for obtaining subcontractor contracts and clearly delineate the methods that will be used to ensure fairness in competition, evaluation, and reporting of results at every stage in the procurement? Does the plan and do the procedures provide an adequate framework for administering and coordinating the project and maintaining project communications? Does the plan and do the procedures provide an adequate framework for auditing and monitoring all project costs? Is the schedule realistic? Although the OIG will rely primarily on the information presented in the application to make its determination, the OIG reserves the right to obtain additional information and to verify information. Certification The undersigned hereby certifies under the pains and penalties of perjury that all answers and all information contained in this application is, to the best of my knowledge, true and correct. Signature Date Title Awarding Authority 10

Office of the Inspector General Construction Management at Risk Application to Proceed If the OIG's review results in a determination that an awarding authority appears to lack sufficient capacity to effectively procure and manage a CM at risk construction project, the OIG will provide in writing to the awarding authority the reason(s) for the determination. An awarding authority may resubmit a detailed application, correcting or responding to the reason(s) identified by the OIG. The OIG shall review the resubmitted application. If the OIG's review results in a determination that an awarding authority has demonstrated sufficient capacity to effectively procure and manage a CM at risk construction project, the OIG shall issue a Notice to Proceed. Along with the Notice to Proceed, the OIG will provide a summary report form to be completed by the awarding authority within 70 days from completion of the building project or termination of the contractor on the CM at risk building project. The OIG shall decline to issue a Notice to proceed to an awarding authority that has failed to provide complete and accurate answers to all questions in the application and all other information and documentation required by the OIG. Providing false, misleading, or incomplete information will be considered grounds for denial. 11

CERTIFICATION OF AUTHORITY TO USE THE_CONSTRUCTJQN MANAGEMENT AT RISK DELIVERY METHOD I, _, [legal counsel for the governing body as identified below] do hereby certify to the Office of the Inspector General of the Commonwealth of Massachusetts, in accordance with M.G.L. c. 149A, § 4(a)(1), regarding using construction management at risk services for the following project_ ("Project"), as follows: (1) That _ [name of political subdivision] is a public agency as defined in M.G.L. c. 149, § 44A (1), is duly organized and existing under the laws of the Commonwealth of Massachusetts, and has received the necessary authority and power from _ [its city council, town meeting or other governing body] to enter into a contract with a construction management at risk firm and to perform all its obligations in connection with the Project. (2) That the public vote of the governing body, attached hereto (if applicable) was duly adopted and is currently in effect. Signature [SEAL] Title Date 12

Attachment "A" Part B: response to item 11 The City Manager's Office is the Executive Department of the City of Cambridge. As the City's Chief Executive Officer, the City Manager provides leadership to and administration of all departments and services. The City Manager is responsible for the enforcement of all laws and City ordinances; appointment of department heads; appointment of members to the numerous City boards and commissions; and submission of the annual budget to the City Council. In addition, the City Manager and his or her staff recommend policies and programs to the City Council and implement City Council decisions. Below is a description of all of those who will be involved followed by an organizational chart: City of Cambridge - City Council • Authorizes the City Manager to apply to the Office of the Inspector General to use the Construction Manager at Risk procurement and construction method set forth in M.G.L. c. 149A • Approves project funding City Manager - Louis A. DePasquale • Signs all contracts, change orders, and authorizes all payments for the project Deputy City Manager - Lisa C. Peterson • The Deputy City Manager is responsible for all of the City's capital projects • The Deputy City Manager is the chair of the selection committee for the selection of the construction manager • The Deputy City Manager meets weekly with the owner's project manager to review all aspects of the project Purchasing Agent- Elizabeth Unger • The City s Purchasing Agent implements and administers the purchasing policies and practices of the City. The Purchasing Department ensures that all purchases of goods and services are made in accordance with state law and city ordinances. Finance Department David Kale - Assistant City Manager of Fiscal Affairs Sarah Stanton - Budget Director Michele Kincaid - Director of Financial Operations and Systems • The Finance Department, under the direction of the Assistant City Manager of Fiscal Affairs, is responsible for planning/ implementation, oversight, integrity, and reporting of the City's operating and capital finances. The Finance and Budget Departments work closely with the City Manager's office and the owner's project manager to maintain cost control throughout the project starting with the development of the project budget. Owners Project Manager - Michael J. Black • The owner's project manager ("OPM") is an employee of the City of Cambridge and is MCPPO certified • Reports to the Deputy City Manager and City Manager

• Assists the Deputy City Manager as a member of the selection committee for the selection of the construction manager • Managers all daily aspects of the project with the building users, architect, construction manager, commissioning agent, licensed site professional ("LSP"), geotechnical engineer and testing agency • Recommends project cost changes to the City Manager for approval • Recommends approval of payments for the architect and construction manager to the City Manager • Monitors project budget Construction Project Manager, MCPPO certified - Brendon M. Roy, • The construction project manager is an employee of the City of Cambridge and is MCPPO certified • Reports to the OPM • Assists the Deputy City Manager as a member of the selection committee for the selection of the construction manager • Assists the OPM with managing all daily aspects of the project with architect, construction manager, commissioning agent, LSP, geotechnical engineer and testing agency • Assists the OPM with all project cost changes • Assists the OPM with review and approval of payments for the architect and construction manager • Assists the OPM monitoring the project budget Architect - Cambridge Seven Associates, Stefanie Greenfield, AIA, LEED AP, Principal in Charge • Reports to the OPM • Is a member of the selection committee for the selection of the CMAR • Assists the Purchasing Department and the OPM with the RFQ for the construction manager • Is responsible for the preparation the design drawings and specifications and coordinating all aspects of the basic design services and their additional services consultants • Coordinates with the construction manager starting with pre-construction services • Coordinates with the commissioning agent, LSP, geotechnical engineer and testing agency • Provides construction administrative services • Certifies monthly requisitions from the construction manager • Provides affidavits for substantial and final completion Licensed Site Professional - Kleinfelder/ Richard K. Quateman, LSP/ CHMM, Vice President • Reports to the OPM • Responsible for the described services and coordination of with the architect Geotechnical Engineer-CDM/Smith, Carol Rego, P.E. Vice President • Reports to the OPM • Responsible for the described services and coordination of with the architect Commissioning Services - Stephen Turner Inc. Stephen Turner, President • Reports to the OPM • Responsible for preparation of the commissioning specifications for the architect • Responsible for commissioning of various building systems Construction Testing Services - This scope of work to be procured under future RFP

CM Selection Committee • Deputy City Manager Lisa Peterson - Chair • Elizabeth Linger - Purchasing Agent • Owen O'Riordan - DPW Commissioner • Michael J. Black - Owner's Project Manager • Brenden Roy-Construction Project Manager • Tom Evens - Executive Director, Cambridge Redevelopment Authority • Stefanie Greenfield -Architect Trade Contractor prequalification Committee • Purchasing Agent- Elizabeth Linger- Chair • Deputy City Manager Lisa Peterson • Owners Project Manager - Michael J. Black • Architect - Stefanie Greenfield • Construction Manager at Risk (TBD)

Attachment "B" Part B: response to item 12 Item a: City Manager - Louis A. DePasquale, [email removed] Deputy City Manager - Lisa C. Peterson, LEsap@ cambridgema.Eov Purchasing Agent - Elizabeth Unger, eunRer^cambridgema.gov Assistant City Manager for Fiscal Affairs Finance Department - David Kale, Dkale@cambridRema.gov In the past 13 years the following projects were designed and constructed under M.G.L c. 149 requirements: • The Cambridge Public Library • The Robert W. Healy Public Safety Facility • The Cambridge War Memorial Building • The West Cambridge Youth and Community Center/VFW • The Cambridge Rindge and Latin School Project • Multi-Departmental Relocation Plan o Phase 1 - 859 Massachusetts Avenue (substantial completion Feb 2018) The total project costs for these M.G.L. c. 149 completed projects exceed $3051V1 Projects the City of Cambridge was authorized by the IG to renovate or construct using M.G.L.c. 149ACMAR Method: • 5 Western Avenue (former City of Cambridge Police Station) o This project has an estimated total project cost of $231V1, final total project costs cost came in below budget by $1.6M. Dr. Martin Luther KingJr./Putnam Avenue Upper School o This project has an estimated total project cost of $95.5M, final total project costs cost came in below budget by $1.2M. King Open/Cambridge Street Upper Schools & Community Complex - presently under construction occupancy 2019. o This project has an estimated total project cost of $159.1M, presently this project is tracking on budget. The GMP cost recently established by the CMAR is below the City budget by $2.1M. The total project costs for the M.G.L c 149 and 149A completed and under construction projects exceed $580 million dollars

Item b: Owners Project Manager, IV1CPPO certified - Michael J. Black, [email removed] Projects completed as OPM for the City of Cambridge reporting to the Deputy City Manager • The Robert W. Hea!y Public Safety Facility • The West Cambridge Youth and Community Center/VFW • The Cambridge Rindge and Latin School Project • 5 Western Avenue (former City of Cambridge Police Station) • Dr. Martin Luther King Jr./Putnam Avenue upper School • King Open/Cambridge Street Upper Schools & Community Complex • Multi-Departmental Relocation Plan o Phase 1 - 859 Massachusetts Avenue Current assignments also include the Foundry Project which is the project the City is applying for in this application to use the M.G.L. c 149A CMAR Method. Other projects presently assigned to Mr. Black in various stages of design and construction include Phase 2 and Phase 3 of the Multi- Department Relocation Plan, Abatement and Demolition of Vail Court/ and initial planning for the Tobin School Project. The Tobin School Project is anticipated to be constructed using the M.G.L. c USA CMAR Method. The total project costs for the M.G.L. c. 149 completed projects exceeds $305 million dollars, the M.G.L c 149A total project costs for completed and presently under construction projects exceeds $2771VI in total project costs. Mr. Black has 44 years of experience in the field of engineering and construction. Relevant experience with construction management includes 4 years with a DCAM certified general contractor in the position of Vice President of Operations, its primary business was constructing schools. Many years self employed as a consultant to the design and construction industry including 17 years with United Engineers and Constructors, an EPC company (Engineer, Procure, Construct). Construction Project Manager, MCPPO certified - Brendon M. Roy, broy@cambndgema.gov Projects completed under the direction of City of Cambridge OPM • The Cambridge Rindge and Latin School Project • 5 Western Avenue (former City of Cambridge Police Station) • Dr. Martin Luther King Jr./Putnam Avenue upper School • King Open/Cambridge Street Upper Schools & Community Complex • Multi-Departmental Relocation Plan o Phase 1 - 859 Massachusetts Avenue Current assignments also include the Foundry Project which is the project the City is applying for in this application to use the M.G.L. c 149A CMAR Method. Other projects presently assigned to Mr. Roy in various stages of design and construction include Phase 2 and Phase 3 of the Multi- Department Relocation Plan, Abatement and Demolition of Vail Court, and initial planning for the Tobin School Project. The Tobin School Project is anticipated to be constructed using the M.G.L. c USA CMAR Method. Mr, Roy has over 8 years of experience working in the City of Cambridge as the key member of the OPM staff who also helps manage the OPM staff assignments and project oversight.

item c: Architect - Cambridge Seven Associates, Inc., Stefanie Greenfield, AIA/ LEED AP, Principal in Charge [email removed] Office Location: 1050 Massachusetts Avenue, Cambridge MA 02138 Relevant Experience: M.G.L. c 149A • Westfield State University Dining Commons Expansion • UMass Lowell Health and Social Sciences Building • Westfield State University, Dr. Nettie M. Stevens New Science and Innovation Center • UMass Boston Energy Producing Facility • UMass Lowell Pulichino Tong Business Center M.G.L c 149 • Sullivan Academic Center at Worcester State University • Terminal C Vestibule Modifications • Terminal C and D Fire Protection Upgrades • Terminal C Arrivals Level Upgrade • Essex County Jail and House of Correction Fire Alarm Replacement • State Transportation Building Fire Alarm Replacement • Woodward Athletic Center at Westfield State University Item d: Licensed Site Professional - Kleinfelder/ Richard K. Quateman, LSP, CHMM, Vice President [email removed] Relevant Experience: Prentiss Street Stormwater, Sewer Separation and Surface Improvements ESDC ARRA Funds - Boiler Replacement and Underground Storage Tank Removal Technical Services FY11, FY12, FY13 Upper Oxford Sewer' Reconstruction (Forest Street Common Manhole 4A, 6, Erie Street Improvements Kendal! Square/Main Street Surface Infrastructure Improvements Myrtle-Magnoiia Sewer Separation/ SW Management and Surface Improvements IVIyrtle-Magnoiia Drainage improvement Project ESDC Upper Oxford (Forest St.) Sewer Separation ESDC Upper Oxford - Frost/Newport Design Huron Avenue Transmission Main

Geotechnical Engineer-CDM/Smith, Carol Rego, P.E. Vice President, [email removed] Office Location: 75 State Street, Boston, MA 02109 Relevant Experience: • House Doctor for City of Cambridge, Engineering Services • Dr. Martin Luther King Jr. School, City of Cambridge • King Open/Cambridge Street Upper Schools & Community Complex, City of Cambridge Commissioning Services - Stephen Turner Inc. Stephen Turner/ President [email removed] Office Location: 317 Hope Street, Providence Rl 02906 Relevant Experience: • House Doctor for City of Cambridge/ Commissioning Services • Dr. Martin Luther King Jr. School, City of Cambridge • King Open/Cambridge Street Upper Schools & Community Complex, City of Cambridge • Extended Commissioning Services: o Nathan Bishop Middle School, Providence Rl o Classical, Hope, Mt Pleasant HS labs, Providence Rl o Chariho High School/ Wood River Junction Rl o Many projects for Brown University

Attachment <fCt Part B: response to item 13 The OPM is an employee of the City of Cambridge. Refer to Part B: - response to item 12 for the response to the request for information regarding the OPM. Designer Services Contract between the City of Cambridge and Cambridge Seven Associates (C7A)/ Inc. is attached to this section. Cambridge Seven Associates/ Inc. is presently under contract for defining the programming and preparing a Feasibility Study to determine how and where the various program elements fit into this historic building. C7A shall be providing the City with various options and anticipated construction costs within the scope of the Feasibility Study. When the CMAR is under contract for pre-construction services, one of their first tasks shall be to review the recommended options in the feasibility study for constructability and estimated costs. The architect and CMAR shall reconcile the feasibility study estimates to aid the City with selecting which option to proceed with for the design and renovation of this historic building. C7A's contract for designer services shall include their required participation with the selection committee for selection of the CMAR and the trade contractor prequalification committee.

Attachment "D" Part B: response to item 14a: The City of Cambridge believes that they do have the necessary experience to manage the process of the IG's requirements to procure CMAR services for the Foundry Project per the M.G.L. c 149A Method. The City of Cambridge's Office of the City Manager and Purchasing Department have worked together successfully with the M.G.L. c. 149 process and have completed the following projects: • The Cambridge Public Library • The Robert W. Healy Public Safety Facility • The Cambridge War Memorial Building • The West Cambridge Youth and Community Center/VFW • The Cambridge Rindge and Latin School Project They have also worked successfully with the M.G.L. c. 149A process on the following projects: • 5 Western Avenue (former City of Cambridge Police Station) • Dr. Martin Luther King Jr./Putnam Avenue Upper School • King Open/Cambridge Street Upper Schools & Community Complex - presently under construction occupancy 2019. The office of the City Manager and the Purchasing Department have active roles in the process and on the selection committee. They have also been active participants in the negotiations to finalize the guaranteed maximum price for these projects. This project's construction costs will be fully funded by the City of Cambridge, The City of Cambridge has acquired architectural and engineering consulting services through the public procurement process to assist in the process to evaluate and engage a CMAR for this project, the renovation of the Foundry Building. Part B: response to item 14b: After the City of Cambridge receives notice from the IG to commence with soliciting CMAR services the selection committee shall meet and define the following: • Prepare and advertise the RFQ for CMAR services following the procedures as set forth in M.G.L c 149A • The selection committee receives and evaluates the statement of qualifications and pre- qualify a minimum of 3 firms • The selection committee shall prepare the RFP and distribute to the CMAR Firms • The selection committee shall receive, Interview, evaluate and rank the CMAR proposals • The selection committee shall negotiate non-fee contract terms with the selected CMAR firm The City of Cambridge Purchasing Department will issue all official notifications to solicit the RFQ. and RFP documents. The City of Cambridge Purchasing Department will be the point of contact for all correspondence during the selection process to ensure fairness in competition. The City of Cambridge Purchasing Department shall evaluate all of the RFQs and the reporting of the selection committee results.

Part B: response to item 14c: The City of Cambridge understands that M.G.L. c 1A9/\ requires that design documents must be at a minimum of 60% complete/ and that the goal is to have the documents as close to 100% as the schedule will allow, keeping the unknowns or speculation of costs to a minimum. Having the CMAR under contract during the schematic design phase will enhance the overall cohesiveness of the team. The GMP shall also include the following: • A detailed line item cost breakdown by trade, including the cost of pre-GMP work • Dollar values for the CMAR firm's contingency • Dollar amounts for the CMAR general conditions and fees, including those for the pre-GMP work • A listing of all design documents for which the GMP bid is based • A list of allowances, alternates, and unit prices • Any clarifications or assumptions for which the GMP is based • The dates of substantial and final completion Part B: response to item 14d: The City of Cambridge Purchasing Department will issue all official notifications to solicit the Pre-qualifications for the trade contractors. The trade contractor pre-qualification committee/ as described in Part B, item 11, will meet to evaluate the trade contractors who have submitting their qualifications. Only those trade bidders pre-qualified by the committee will be allowed to bid on the project. The City of Cambridge Purchasing Department will be the point of contact for all correspondence during the selection process to ensure fairness in competition and evaluation of the trade contractor pre-qualification submittals and reporting the trade contractor pre-qualification committee results. Part B: response to item 14e: The City of Cambridge will work closely with the selected CMAR to identify non trade subcontractors to bid on the project. The City of Cambridge Purchasing Department will be informed of all sub bidders notified and will keep and updated tabulation of all bidders. The City of Cambridge Purchasing Department will work closely with the OPM and the CMAR contractor during the bidding process to ensure fairness in competition and shall coordinate with the City's Director of Equity and Inclusion to ensure that all bidders are aware of the City of Cambridge Ordinances and that all are properly addressed during the bidding process. Part B: response to item 14f: The City of Cambridge selection committee shall meet regularly during the CMAR procurement process to review/ discuss and score all RFQ proposals. The selection committee shall make a recommendation to the City Manager who will make the final selection decision. After the CMAR is selected, the team of the OPM/ the architect and the CMAR will meet regularly to review trade contractor submissions with the trade contractor prequalification committee. During the design, and through all construction phases, the team including the OPM, the architect and the CMAR will meet weekly to review status of shop drawing submittais, testing requirements/ design changes, schedule, payments and coordination of the construction activities with the City of Cambridge Inspectional Services Department to assure compliance with the construction documents.

In addition to the team weekly meeting/ the OPM will meet weekly with the Deputy City Manager to keep her apprised of all developments relating to the weekly progress of the design and construction activities, The OPM will issue a monthly report to the City Manager and Deputy City Manager to keep both apprised of all design, construction and budget issues related to the project. Part B: response to item 14g: The OPM is required to review and recommend payment of invoices to the City Manager for approval. The City of Cambridge Budget Office has a Senior Management Analyst assigned to the project. The Analyst forwards the approved invoices to the Finance Department for payment. The OPM tracks and maintains the project budget and reconciles all account activity on a regular basis with the Budget Office who is responsible for the official tracking of all project costs with the Finance and Audit Department.

City of Cambridge City Council Finance Department David Kale Sarah Stanton Michele Kincaid City Manager LOUISA. DePasquale Purchasing Agent Elizabeth Unger Deputy City Manager Lisa C. Peterson Owner's Project Manager Michael J. Black Architect Cambridge Seven Associates/ Inc. Commissioning Agent Stephen Turner Inc. Geotechnica! CDM Smith Construction Manager TBD LSP Kieinfelder Testing Services TBD