REQUEST FOR PROPOSALS

Construction Management as Advisor Services

Camarillo City Hall Renovation — Design Phase, Bid Phase, and Construction Phase

Issued: November 6, 2026 Proposals Due: December 4, 2026, at 3:00 PM

Electronic Submittals Only via PlanetBids

NOTICE TO PROPOSERS

The City of Camarillo (“City”) invites qualified construction management firms to submit proposals to provide construction management as advisor services, including design phase and preconstruction services, bid phase services, construction phase management and onsite representation, and closeout and warranty services, for the Camarillo City Hall Renovation project, as defined in this Request for Proposals.

This solicitation is issued concurrently with the City’s Request for Proposals for Architectural and Engineering Design Services for the same project. The two solicitations share a common schedule and are intended to result in two separate agreements with two separate firms whose scopes are complementary. A firm may not propose on both solicitations, and a firm proposing under this solicitation may not be a subconsultant to a firm proposing under the design services solicitation.

All proposals must be submitted electronically through the City’s PlanetBids portal at https://pbsystem.planetbids.com/portal/56271/portal-home. Paper, faxed, emailed, or hand-delivered submissions will not be accepted.

Proposers must be registered with PlanetBids to view documents and submit a proposal.

It is the sole responsibility of the proposer to ensure their submission is received by the deadline. Allow adequate time for uploading files and addressing technical issues.

All questions must be submitted through PlanetBids using the Q&A tab by November 20, 2026, at 3:00 PM. Responses and any addenda will be posted in the portal.

The City of Camarillo reserves the right to reject any or all proposals, to waive informalities or irregularities, and to award contracts in a manner deemed in the City’s best interest. This solicitation does not obligate the City to award a contract, nor does it guarantee any minimum amount of work under any resulting agreement.

1. INTRODUCTION / PURPOSE

The City of Camarillo is seeking proposals from qualified firms to serve as the City’s construction manager as advisor (“Construction Manager” or “CM”) for the Camarillo City Hall Renovation project. The Construction Manager will act as the City’s agent and advisor, and will not hold the construction contract, self-perform construction work, or guarantee the construction cost. The project will be delivered using the Design-Bid-Build method, and the construction contract will be awarded by the City to the lowest responsive, responsible bidder.

The intent of this solicitation is to identify a firm with the qualifications, experience, and capacity to represent the City’s interests from the start of construction document design through construction, closeout, and warranty. The City places particular value on firms that will provide the preconstruction, scheduling, cost estimating, and onsite construction management functions with in-house staff, and on firms with direct experience managing renovations of occupied public buildings delivered under Design-Bid-Build.

The City is separately procuring architectural and engineering design services under a concurrent Request for Proposals (the “Design Services RFP”). The selected design consultant (“Design Consultant”) will validate the completed schematic design, prepare the construction documents, obtain permits, and support bidding, and may be engaged to provide construction administration as architect and engineer of record.

The Construction Manager will be expected to work collaboratively with the Design Consultant throughout all phases, and this RFP is written so that each activity has a clearly designated lead and a clearly designated supporting party. The two solicitations are coordinated as described in Section 2, and proposers should read the Design Services RFP, provided as Reference 9, before preparing a proposal.

This RFP is not a commitment to contract. The City reserves the right to modify the scope of services prior to contract award, reject any or all proposals, or cancel this solicitation entirely.

2. BACKGROUND

The City of Camarillo is a general law city incorporated in 1964 and operates under a Council-Manager form of government. Located in Ventura County, the City serves a population of approximately 69,500 residents and provides a range of municipal services through a combination of internal staff and contracted support.

Camarillo City Hall, located at 601 Carmen Drive, was originally constructed in 1977 and last received a major tenant improvement in 1996. The facility houses more than 100 staff and critical municipal functions, including public customer service counters, administrative offices, and the City Council Chambers. After nearly five decades of continuous service, the building’s major systems have reached the end of their useful life, and the facility no longer meets the City’s operational, accessibility, energy, and resiliency objectives.

The City Hall Renovation project has completed conceptual design, schematic design, and preliminary budgeting, and is included in the City’s Capital Improvement Program (City Hall Renovation CH-5082). Andrew Goodwin Designs prepared the schematic design, project narrative, and basis of design; Interface Engineering prepared the mechanical, electrical, plumbing, and fire protection basis of design; and Stone Creek Engineering prepared the schematic design cost estimate. The preliminary construction budget for the base scope is approximately $25 million, which will be refined through value engineering, updated estimates, and final construction documents prepared by the Design Consultant, with independent review by the Construction Manager.

The project encompasses the comprehensive renovation of approximately 30,750 square feet of existing building area and is organized as a Base Bid with three additive alternates:

• Base Bid: City Hall renovation, including full replacement of heating, ventilation, and air conditioning (HVAC) systems, electrical and lighting systems, plumbing systems, windows, building controls, data infrastructure, comprehensive interior renovation, and relocation of the site trash enclosure

• Additive Alternate No. 1: Outdoor gathering space and break room patio enhancements

• Additive Alternate No. 2: New public lobby addition of approximately 2,110 square feet

• Additive Alternate No. 3: Site and landscape improvements

The project will be delivered using the Design-Bid-Build method with a single-phase construction approach and a full building decant, supported by temporary facilities to maintain continuity of City operations. The City Council Chambers have been recently remodeled and are expected to remain operational during construction. Concurrent and planned City projects at the site, including a back-up battery installation will require coordination.

The selected firm will report to the City’s project team within the Administrative Services Department and will coordinate closely with the City Manager’s Office, City leadership, the Design Consultant, and City departments throughout the project. For the purposes of this RFP, the terms City, staff, and project team are used interchangeably.

RELATIONSHIP TO THE CONCURRENT DESIGN SERVICES RFP

The Design Services RFP and this RFP are structured as a matched pair. Both solicitations are issued on the same date and close on the same date, and the City intends to negotiate both agreements concurrently, with award of the design services agreement anticipated at the January 2027 City Council meeting and award of the construction management agreement anticipated at the February 2027 City Council meeting. This sequence is intended to place the Construction Manager under contract at or shortly after the Design Consultant's project kickoff, so that the Construction Manager is available for every milestone review, constructability review, and cost reconciliation from the outset. Proposers should note the following points of alignment:

• Common milestones. The Design Consultant will deliver construction documents at the 30 percent, 60 percent, 90 percent, and 100 percent milestones, with bid-ready documents released for advertisement in accordance with the design schedule proposed by the Design Consultant and accepted by the City. The Construction Manager’s design phase tasks are tied to these same milestones.

• Common meetings. The Design Consultant is required to hold progress check-in meetings no less than twice per month and formal milestone review meetings at each deliverable. The Construction Manager attends these meetings; the City does not intend to run a parallel meeting series.

• Constructability. The Design Consultant’s scope requires it to support constructability reviews at the 30 percent, 60 percent, and 90 percent milestones that are led by the Construction Manager, and to disposition every review comment in a written log. The Construction Manager leads those reviews and the lessons learned workshop.

• Cost. The Design Consultant prepares the milestone cost estimates and is subject to a budget conformance obligation. The Construction Manager provides an independent review and reconciliation of each estimate, so the City has a second opinion before accepting it.

• Temporary facilities. The Design Consultant develops the temporary office space plan and documents temporary facilities requirements in the construction documents. The Construction Manager leads the logistics, procurement, and implementation of the temporary facilities and the owner-managed early enabling work.

• Bid phase. The Design Consultant prepares final bid sets, addenda, and conformed documents and assists in bid evaluation. The Construction Manager manages the bid process on the City’s behalf, including bidder outreach, the pre-bid conference, bid opening, tabulation, and responsibility review.

• Construction phase. Construction administration by the Design Consultant as architect and engineer of record is a separately priced optional task under the Design Services RFP. Whether or not it is exercised, the Design Consultant remains responsible for clarifications and corrections arising from its own documents. The Construction Manager’s construction phase services are likewise separately priced under this RFP, and are structured so that the Construction Manager manages the process while design-professional judgment remains with the Design Consultant. The Construction Manager also provides commissioning, special inspection, materials testing, and hazardous materials abatement oversight, so that the City holds a single agreement for construction-phase quality services.

The following responsibility matrix summarizes the intended division of labor. Where this RFP and the Design Services RFP describe the same activity, both documents assign the same lead. Proposers who believe a different division would better serve the City are encouraged to say so in their Project Understanding and Approach.

Where the Construction Manager and the Design Consultant are unable to reconcile a difference in professional opinion, cost estimate, or schedule impact within five (5) working days, the matter shall be escalated to the City's project team for resolution, and the City's decision shall be final and binding on both parties for purposes of proceeding with the work.

Activity Construction Manager

Design Consultant

City

Project kickoff, check-in meetings, agendas, and minutes

Support Lead Participates

Master project schedule (design, permitting, decant, bid, construction)

Lead Support Approves

Design phase schedule and milestone deliverables

Support Lead Approves

Schematic design validation memorandum

Support Lead Accepts

Milestone cost estimates (30, 60, 90 percent)

Support Lead Accepts

Independent estimate review and reconciliation

Lead Support Decides

Value engineering option development and pricing

Lead Support Decides

Value engineering design impact and incorporation

Support Lead Decides

Constructability reviews (30, 60, and 90 percent)

Lead Support Participates

Lessons learned workshop Lead Support Participates

Activity Construction Manager

Design Consultant

City

Temporary office space plan and construction document requirements

Support Lead Approves

Temporary facilities logistics, procurement, and early enabling work

Lead Support Approves

Front-end bidding and contract documents

Support Lead Approves

Bid packaging, alternates strategy, and long-lead procurement strategy

Lead Support Decides

Contractor prequalification Lead Support Approves

Bidder outreach, pre-bid conference, and bid opening

Lead Support Participates

Addenda and bidder question responses

Support Lead Approves

Bid tabulation, responsibility review, and award recommendation

Lead Support Decides

Construction management information system and logs

Lead Support Owns data

RFI and submittal technical responses

Support Lead Informed

Change order evaluation, negotiation, and processing

Lead Support Approves

Pay application review and recommendation

Lead Support Approves

Onsite representation, inspection coordination, and daily reports

Lead Support Informed

Field observation reports and conformance with design documents

Support Lead Informed

Special inspection, materials testing, and abatement oversight

Lead Support Informed

Activity Construction Manager

Design Consultant

City

Commissioning provider and commissioning coordination

Lead Support Participates

Punch list, closeout, and record documents

Lead Support Accepts

Move-in coordination and warranty administration

Lead Support Participates

3. SCOPE OF SERVICES

The scope of services is organized into four phases and thirteen tasks. Phase 1 (Design Phase and Preconstruction Services) and Phase 2 (Bid Phase Services) constitute the base services to be awarded under the resulting agreement. Phase 3 (Construction Phase Services) and Phase 4 (Closeout, Move-In, and Warranty Services) shall be priced separately and will be exercised by the City, at its sole option, by written notice following award of the construction contract. In preparing the scope of services, staff have identified and described the major tasks based on their best and most recent findings. The City anticipates that proposers may identify tasks that are missing, incomplete, or that could be more effective and efficient if accomplished via alternative means, and proposers are encouraged to identify additional or optional tasks and approaches.

Phase 3 and Phase 4 are structured as separately priced services exercised by written notice following construction award, which mirrors the optional construction administration task (Task 10) in the Design Services RFP. The City anticipates exercising both phases if the construction contract is awarded.

PHASE 1 — DESIGN PHASE AND PRECONSTRUCTION SERVICES (BASE SERVICES)

Phase 1 runs from contract execution, anticipated in March 2027, through release of the construction documents for bid in accordance with the Design Consultant's accepted design schedule. The City intends to engage the Construction Manager as early as possible so that the contingency in the Design Services RFP for independent constructability reviewers in the absence of a Construction Manager is minimized.

TASK 1 — PROJECT MANAGEMENT, CHECK-INS, AND PROGRESS REPORTING

The Construction Manager shall:

A. Participate in the Design Consultant’s project kickoff meeting and confirm, with the City and the Design Consultant, roles, decision-making protocols, communication procedures, document control procedures, and the integration of the Construction Manager’s activities into the design schedule.

B. Attend all recurring progress check-in meetings convened by the Design Consultant, at a frequency of no less than twice per month, and all formal milestone review meetings at the 30 percent, 60 percent, 90 percent, and 100 percent construction document milestones. The Design Consultant prepares agendas and minutes; the Construction Manager shall review each set of minutes for accuracy with respect to cost, schedule, and constructability items and provide corrections within three (3) working days.

C. Prepare a monthly Construction Manager’s report to the City summarizing schedule status against the master schedule, budget status, cost estimate reconciliation status, open constructability items, procurement and temporary facilities status, risks, and decisions needed. The report shall be issued on a consistent monthly date coordinated with the Design Consultant’s monthly progress report so that the City receives both reports together.

D. Establish and maintain a project risk register covering design, permitting, procurement, market, decant, and construction risks, with likelihood, impact, mitigation, and owner assignments, and review the register with the City at least monthly.

E. Prepare materials, exhibits, and presentations to support staff briefings to the City Manager, City Council, and Council subcommittees at key project milestones, as requested, coordinated with materials prepared by the Design Consultant so that the City presents a single, consistent project picture.

F. Advise the City on decisions requested by the Design Consultant, including scope, budget, schedule, and value engineering decisions, and document the Construction Manager’s recommendation and the City’s decision in a manner consistent with the Design Consultant’s decision log.

TASK 2 — MASTER SCHEDULE DEVELOPMENT AND MANAGEMENT

The Construction Manager shall:

A. Develop, within sixty (60) days of contract execution, an integrated master project schedule in critical path method format covering the design phase, permitting and entitlement, temporary facilities procurement and installation, the staff decant, contractor prequalification, bid phase, construction, commissioning, move-in, and closeout. The master schedule shall incorporate the Design Consultant’s design phase schedule and the preliminary 24-month critical path schedule provided as Reference 3, and shall identify the critical path and float for each phase.

B. Update the master schedule monthly and at each design milestone, and present the update at the corresponding check-in meeting. The Construction Manager shall identify slippage against the bid release milestone in the accepted design schedule and the anticipated construction Notice to Proceed, and recommend recovery actions.

C. Develop the schedule specification requirements for inclusion in the construction documents, including baseline schedule submittal requirements, update frequency, float ownership, recovery schedule provisions, and the milestones and liquidated damages framework, for incorporation by the Design Consultant into the front-end documents.

D. Using the long-lead equipment and materials identified in conjunction with the Design Consultant at each milestone, including rooftop units, windows, and building automation components, develop the long-lead procurement strategy and recommend whether each item should be procured through the general contractor, procured early by the City and assigned to the contractor, or otherwise accelerated. The Construction Manager shall identify the long-lead procurement durations that drive the construction schedule.

Develop the decant and move-out and move-in plan and sequence in the master schedule, based on the requirements defined in the temporary office space plan developed by the Design Consultant under Task 3 of the Design Services RFP, showing modular facility procurement, installation, technology setup, staff move-out by department, the construction window, and staff move-in.

TASK 3 — INDEPENDENT COST REVIEW AND BUDGET VALIDATION

The Design Consultant will prepare updated construction cost estimates at the 30 percent, 60 percent, and 90 percent milestones, reconciled against the Stone Creek Engineering schematic design cost estimate and the Capital Improvement Program budget. The Construction Manager shall:

A. Within thirty (30) days of contract execution, review the schematic design cost estimate prepared by Stone Creek Engineering, the project narrative, and the preliminary critical path schedule, and provide the City with a written opinion on the reasonableness of the estimate, escalation assumptions, contingency levels, general conditions, and market conditions in Ventura County for a project of this type and size.

B. At each of the 30 percent, 60 percent, and 90 percent milestones, prepare an independent review and reconciliation of the Design Consultant’s cost estimate.

The reconciliation shall identify quantity, unit price, scope, and assumption variances, and shall be completed within ten (10) working days of receipt of the Design Consultant’s estimate so that the City can accept or question the estimate at the milestone review meeting. The Design Consultant is required to deliver each estimate no fewer than fifteen (15) working days before that meeting. Proposers shall state whether the reconciliation will be performed by in-house estimating staff.

C. Lead value engineering reviews with the Design Consultant as needed to maintain the project within budget, develop and price prioritized cost reduction options drawing on construction-market and means-and-methods perspectives, and provide the City with a written recommendation on each option presented for decision. The Design Consultant evaluates the design, quality, code, and schedule impact of each option and incorporates approved options into the construction documents..

D. Maintain a project budget summary for the City, distinct from the construction cost estimate, that tracks the total project cost, including design fees, construction management fees, temporary facilities and leasing, furniture, fixtures, and equipment, technology, testing and inspection, permits and fees, commissioning, contingencies, and escalation, and update it at each milestone.

E. Advise the City on the appropriate construction contingency, owner’s reserve, and bid-day allowance for the Base Bid and each additive alternate, and on the likely award scenario for the alternates given the budget.

TASK 4 — CONSTRUCTABILITY REVIEWS AND LESSONS LEARNED

The Construction Manager shall lead the constructability reviews that the Design Consultant is required to support under Task 8 of the Design Services RFP. The Construction Manager shall:

A. Lead formal constructability reviews at, at minimum, the 30 percent, 60 percent, and 90 percent construction document milestones, using reviewers with current field and trade experience in the disciplines under review. Reviews shall address biddability, coordination between disciplines, sequencing, site logistics, temporary facilities, protection of the operating Council Chambers, hazardous materials abatement sequencing, structural and roof work, systems replacement, clarity and separability of the alternates structure, and the adequacy of general conditions and special conditions for a fully decanted occupied-site renovation.

B. Issue constructability review comments in a written log, in a format compatible with the Design Consultant’s comment resolution log, within ten (10) working days of receipt of each review set, which the Design Consultant is required to deliver no fewer than fifteen (15) working days before the milestone review meeting, and review the Design Consultant's dispositions to confirm that accepted comments have been incorporated.

C. Lead a lessons learned workshop with City staff and the Design Consultant early in the design phase to capture the City’s experience from recently completed capital projects, and confirm at the 90 percent review that applicable lessons have been addressed.

D. Perform a final biddability review of the 100 percent construction documents, including the Project Manual and front-end documents, from a bidder’s perspective, and provide the City with a written confirmation that the documents are ready to advertise or a list of items to be resolved before advertisement.

E. Provide the commissioning provider for the project, either with in-house commissioning staff or through a qualified subconsultant identified in the proposal, and review the Design Consultant’s proposed commissioning requirements and specifications during the design phase so that the commissioning plan, the specifications, and the construction schedule are aligned before advertisement. The commissioning provider shall be independent of the construction contractor and of the Design Consultant. Commissioning activities during construction are described in Task 11.

TASK 5 — TEMPORARY FACILITIES, DECANT, AND EARLY ENABLING WORK

The project requires a full building decant. The Design Consultant will develop the temporary office space plan, which defines the City's requirements for the temporary facilities, including space programming and layouts for each department and the technology, public counter, security, furniture, equipment, and records requirements, and will document temporary facilities requirements in the construction documents. The Construction Manager shall lead the decant and move sequence, the implementation plan, and all procurement and execution. The Construction Manager shall:

A. Review the Design Consultant’s temporary office space plan at each milestone for feasibility, cost, schedule, and site logistics, and provide written comments.

B. Develop a temporary facilities implementation plan covering the on-site modular facilities for public counter functions and the off-site leased space for remaining staff, including a recommended procurement approach for modular units, site preparation, utility connections, accessibility, security, technology infrastructure, furniture, and moving services, and identify which elements should be procured directly by the City in advance of the construction Notice to Proceed and which should be included in the construction contract.

C. Support the City in evaluating off-site lease options, including site logistics, tenant improvement requirements, technology and security fit-out, and occupancy timing, and provide the City with cost and schedule input to establish the off-site lease budget.

D. Prepare procurement documents, scopes, and evaluation support for owner-managed early enabling work, including modular facility lease or purchase, site preparation, and moving services, consistent with the City’s purchasing requirements and the Public Contract Code, and manage those procurements through award.

E. Coordinate the decant sequence and the early enabling work with the master schedule so that staff move-out is complete before the general contractor mobilizes to the building, in advance of the construction Notice to Proceed.

F. The division of responsibility for the temporary office space plan matches the Design Services RFP: the Design Consultant develops the plan and the Construction Manager implements it. Proposers who recommend a different division should describe it in their approach.

TASK 6 — PROCUREMENT STRATEGY AND BID PACKAGE DEVELOPMENT

The Construction Manager shall:

A. Recommend a bid packaging strategy, including confirmation of the single general contract approach, the structure and sequencing of the three additive alternates, any owner-furnished or pre-purchased items, allowances, unit prices, and the treatment of hazardous materials abatement, and present the recommendation for City decision before the 60 percent milestone.

B. Review the front-end bidding and contract documents prepared by the Design Consultant in coordination with the City Attorney’s Office, including the notice inviting bids, instructions to bidders, bid forms, general and supplementary conditions, and special conditions, from the perspective of a contractor and a construction manager, and provide written comments addressing schedule requirements, liquidated damages, site logistics and access, working hours, protection of the operating Council Chambers, temporary utilities, coordination with the City’s systems integrators, submittal and RFI procedures, payment procedures, and closeout requirements.

C. Develop and implement a contractor outreach plan to generate competitive interest from qualified general contractors and key subcontractors, including early market notices, outreach to regional contractor associations, and a bidder interest list, beginning no later than six (6) months before advertisement.

D. Prepare and administer a general contractor prequalification process in advance of advertisement, consistent with Public Contract Code Section 20101 and the Department of Industrial Relations model questionnaire, including the prequalification questionnaire, scoring criteria, and appeal procedure for City Attorney review, the prequalification notice, evaluation of submitted questionnaires, and notification of prequalified contractors. The prequalification process shall be carried in the master schedule and completed no later than thirty (30) days before advertisement, and the City intends to limit bidding on the construction contract to prequalified general contractors.

E. Develop the project-specific labor compliance, safety, and site-use requirements for incorporation into the front-end documents, including prevailing wage and Department of Industrial Relations registration requirements, certified payroll reporting, and any City-specific requirements.

F. Lead coordination of building permit submittal and issuance timing with the bid schedule in the master project schedule, using the permit dates provided by the Design Consultant and in consultation with the City's Community Development Department, and advise the City on the risk of advertising before permit issuance.

Proposers should describe their experience administering contractor prequalification for California public agencies.

PHASE 2 — BID PHASE SERVICES (BASE SERVICES)

Phase 2 runs from advertisement of the construction documents through award of the construction contract and issuance of the construction Notice to Proceed. The Design Consultant will prepare final bid sets, respond to bidder questions, prepare addenda, and prepare conformed documents; the Construction Manager manages the process on the City’s behalf.

TASK 7 — BID PHASE SERVICES

The Construction Manager shall:

A. Manage the advertisement and distribution of bid documents through PlanetBids in coordination with the City’s procurement staff, and maintain the plan holders list.

B. Plan and conduct the pre-bid conference and job walk, including the site logistics walk-through, and prepare the written record of questions raised for the Design Consultant’s response.

C. Receive and log bidder questions, coordinate with the Design Consultant on responses, review each proposed addendum before issuance for consistency with the bid schedule and the front-end documents, and track addenda acknowledgment.

D. Support the City at bid opening, prepare the bid tabulation, review each bid for responsiveness, including bid bond, subcontractor listing, Department of Industrial Relations registration, and alternates pricing, and conduct the responsibility review of the apparent low bidder, including license verification, references, financial capacity, safety record, and claims history.

E. Analyze bid results against the final engineer’s estimate and the approved budget, advise the City on the award scenario for the Base Bid and additive alternates, and prepare the award recommendation and supporting materials for the City Council staff report, in coordination with the Design Consultant.

F. Support the City in responding to any bid protest, and, if the lowest responsive, responsible bid exceeds the approved budget by more than ten percent (10%), support the Design Consultant’s budget conformance obligations and the rebid process.

G. Coordinate contract execution requirements, including bonds, insurance, and Department of Industrial Relations compliance, and prepare the construction Notice to Proceed for City issuance.

PHASE 3 — CONSTRUCTION PHASE SERVICES (SEPARATELY PRICED)

Phase 3 runs from the construction Notice to Proceed through substantial completion.

Because the construction duration will be established through the master project schedule, proposers shall price Phase 3 as monthly rates by staff classification, supported by a month-by-month staffing plan for a representative construction period, as described in Section 5. Proposers shall assume that the Design Consultant’s optional construction administration task will be exercised, and shall identify separately any additional services they would recommend if it is not. Special inspection, materials testing, hazardous materials abatement oversight, and commissioning are provided by the Construction Manager as described in Task 11 and priced as described in Section 5.

TASK 8 — CONSTRUCTION PHASE MANAGEMENT AND ONSITE REPRESENTATION

The Construction Manager shall:

A. Provide a full-time onsite Construction Manager or Resident Engineer for the duration of active construction, supported by inspection and administrative staff as proposed, and identify the onsite staffing plan by month in the cost proposal.

The onsite representative shall have the authority to act for the Construction Manager in day-to-day matters and shall be available to the City during all contractor working hours.

B. Conduct the preconstruction conference and establish project procedures with the contractor, the Design Consultant, the City’s systems integrators, the commissioning provider, and City departments.

C. Convene and chair weekly owner-architect-contractor progress meetings at the project site, prepare agendas and minutes, and maintain the action item list. The

Design Consultant is required to attend these meetings in person if its construction administration task is exercised.

D. Provide, configure, and administer a web-based construction management information system for the project, including RFI, submittal, change order, pay application, daily report, photograph, meeting minute, and correspondence logs, with licensed access for the City’s project team and the Design Consultant.

The Construction Manager shall provide initial training and refresher training for City staff on the use of the system and shall provide ongoing user support for the duration of the project. All project data shall be the property of the City and shall be delivered to the City in a usable, non-proprietary format at closeout.

E. Route, log, and track contractor RFIs and submittals, confirm that each is complete before transmittal to the Design Consultant, monitor the Design Consultant's response times against its contractual turnaround requirements (three (3) working days for RFIs, one (1) working day for schedule-critical RFIs, and ten (10) working days for submittals), and escalate items identified as schedule-critical. Technical responses remain the responsibility of the Design Consultant as architect and engineer of record.

F. Prepare daily reports documenting contractor workforce, equipment, work performed, deliveries, weather, visitors, inspections, and issues, with photographs, and make them available to the City through the construction management information system.

G. Coordinate contractor activities with the continued operation of the City Council Chambers, including temporary power and restroom provisions, meeting-night access, noise, and security, and with the City's concurrent back-up battery installation.

H. Coordinate the City’s designated systems integrators for building automation, lighting controls, access control, and audio/visual systems with the contractor’s schedule and the commissioning plan.

I. Manage communications with City departments and staff in the temporary facilities regarding construction progress, disruptions, and milestone dates, in coordination with the City’s internal communications and the change management program.

Proposers shall identify the platform they propose to use, the number of City and Design Consultant user licenses included, the training to be provided, and confirm that the City will hold the data.

TASK 9 — COST, CHANGE, AND PAYMENT CONTROL

The Construction Manager shall:

A. Review the contractor’s schedule of values for balance and conformance with the bid, and recommend acceptance or revision.

B. Review each contractor payment application against work in place, stored materials, the schedule of values, and the approved schedule, conduct a monthly pay walk with the contractor and, if exercised, the Design Consultant, and prepare a written recommendation to the City within seven (7) working days of receipt. The Design Consultant’s review of conformance with the construction documents supports, and does not replace, the Construction Manager’s recommendation.

C. Manage the change order process, including review of each contractor change order request and each RFI with potential cost or schedule impact for contractual entitlement, taking into account the Design Consultant's technical merit evaluation, preparation of an independent cost estimate for each change, negotiation with the contractor on the City’s behalf, and preparation of change orders for City approval consistent with the City's delegated signing authority; the Construction Manager shall identify in its proposal the change order documentation and turnaround time needed to support City approval within that authority structure. The Design Consultant will evaluate technical merit, classify the cause of each change, and provide an opinion of cost; the Construction Manager shall reconcile any difference between the two estimates before negotiation.

D. Maintain the single project change order log in the construction management information system, classifying each change by cause, including owner-requested change, unforeseen condition, regulatory requirement, or design error or omission, using the cause classification entered by the Design Consultant, and report monthly to the City on contingency status and the trend of design-related changes.

E. Track construction contingency, owner’s reserve, allowances, and unit price quantities, and update the project budget summary monthly.

F. Review and advise the City on any contractor claim, request for time extension, or notice of potential claim, and maintain the documentation necessary to support the City’s position.

G. Claims and dispute resolution: if a contractor claim or notice of potential claim cannot be resolved between the Construction Manager and the contractor, the Construction Manager shall refer the matter to the dispute resolution procedure specified in the construction contract's general conditions, and shall support the City through that procedure, including preparation of the City's position, supporting documentation, and any required notices within the timeframes specified in the contract

TASK 10 — SCHEDULE CONTROL

The Construction Manager shall:

A. Review the contractor’s baseline schedule for conformance with the specifications, logic, durations, resource loading, and the milestones, and recommend acceptance or revision.

B. Review each contractor schedule update, independently assess progress against the update, identify critical path changes and float consumption, and report to the City monthly on projected substantial completion and any required recovery.

C. Manage the long-lead procurement tracking log and confirm that submittals, fabrication, and delivery of long-lead items support the schedule.

D. Coordinate the schedule interfaces between the construction contract, the commissioning provider, the City’s systems integrators, furniture and equipment vendors, technology cutover, and the staff move-in, and maintain the master schedule accordingly.

E. Evaluate any contractor request for time extension and recommend a position to the City.

TASK 11 — QUALITY, INSPECTION, TESTING, AND COMMISSIONING COORDINATION

The Construction Manager shall:

A. Observe the work for conformance with the construction documents and report deficiencies to the contractor and the Design Consultant; the Design Consultant, as architect and engineer of record, retains responsibility for interpretation of the construction documents and for field observation reports.

B. Coordinate building inspections with the City’s Community Development Department and the fire authority, and maintain the inspection log.

C. Provide special inspection and materials testing services for the project, either with in-house staff or through a qualified, accredited subconsultant identified in the proposal, including scheduling, performance of inspections and tests required by the construction documents and the California Building Code, review and distribution of reports, tracking of non-conforming items to resolution, and preparation of the final special inspection report before certificate of occupancy. Special inspection and testing staff shall be independent of the construction contractor.

D. Perform commissioning of all commissioned systems through the commissioning provider identified under Task 4, including the commissioning plan, submittal review, pre-functional checklists, functional performance testing, test-adjust-balance verification, systems training for City facilities staff, the final commissioning report, and confirmation that commissioning issues are resolved before substantial completion, consistent with California Energy Code requirements and the commissioning specifications prepared by the Design Consultant.

E. Review the contractor’s quality control plan and monitor its implementation.

F. Provide hazardous materials abatement oversight, air monitoring, and clearance services during abatement, either with in-house certified staff or through a qualified subconsultant identified in the proposal, consistent with the abatement plans and specifications prepared by the Design Consultant, and confirm that clearance is documented before follow-on work proceeds.

Special inspection, materials testing, and hazardous materials abatement oversight services shall be priced as a not-to-exceed allowance in the cost proposal as described in Section 5.F, and the Construction Manager shall provide the City with a monthly accounting of allowance expenditures.

TASK 12 — LABOR COMPLIANCE, SAFETY, AND REGULATORY OVERSIGHT

The Construction Manager shall:

A. Monitor the contractor’s compliance with prevailing wage requirements, including confirmation of Department of Industrial Relations registration for the contractor and all subcontractors, review of certified payroll records, apprenticeship compliance, and posting requirements, and report exceptions to the City. The labor compliance function shall be performed by the Construction Manager, and proposers shall identify the staff and the certified payroll review tools that will be used.

B. Review the contractor’s site-specific safety plan, observe the contractor’s safety performance, document unsafe conditions, and confirm that the contractor corrects them; the contractor remains solely responsible for jobsite safety and means and methods.

C. Monitor the contractor’s stormwater pollution prevention, dust control, noise, and hours-of-work compliance, and coordinate with the City on any complaint or enforcement matter.

D. Track the contractor’s insurance and bond status and notify the City of any lapse.

PHASE 4 — CLOSEOUT, MOVE-IN, AND WARRANTY SERVICES (SEPARATELY PRICED)

Phase 4 runs from substantial completion through the end of the one-year warranty period. For pricing purposes, proposers shall assume that Phase 4 begins at substantial completion, and continues for approximately fourteen (14) months, including a two-month closeout and move-in period and a twelve-month warranty period at reduced effort.

TASK 13 — PROJECT CLOSEOUT, MOVE-IN, AND WARRANTY ADMINISTRATION

The Construction Manager shall:

A. Manage punch list development with the contractor and the Design Consultant, track completion, and, based on the Design Consultant's confirmation of conformance with the construction documents, confirm punch list completion before recommending substantial completion, final payment, and release of retention consistent with City and Public Contract Code requirements.

B. Collect and review contractor closeout submittals, including operation and maintenance manuals, warranties, as-built markups, attic stock, spare parts, keys, and training records, and confirm that the Design Consultant receives complete as-built markups so that record drawings can be delivered on the Design Consultant’s contractual timeline.

C. Coordinate the certificate of occupancy, final special inspection report, commissioning report, and any other approvals required for occupancy.

D. Plan and coordinate the staff move-in from the temporary facilities to the renovated building, including furniture installation, technology cutover, records return, public counter transition, and demobilization of the on-site modular facilities and off-site leased space, in coordination with the City’s internal communications and the change management program.

E. Prepare a final project cost report reconciling the construction contract, change orders, owner-procured items, contingencies, and the total project budget.

F. Deliver the complete project record, including the construction management information system data, in a usable, non-proprietary format.

G. Administer warranty items during the one-year warranty period, coordinate an eleven-month warranty walk with the contractor, the Design Consultant, and City facilities staff, and confirm that warranty work is completed before the warranty expires.

4. CONTRACT TERM AND PROJECT SCHEDULE

The term of the agreement resulting from this RFP will be for a period commencing on the Effective Date and will terminate upon the completion of the Construction Manager’s services, including the warranty period.

The City intends to complete consultant selection and award at the February 2027 City Council meeting, following award of the design services agreement anticipated at the January 2027 City Council meeting, with work commencing promptly following contract execution. The Construction Manager shall be available to begin work immediately upon contract execution, anticipated in March 2027, and shall participate in the Design Consultant's project kickoff if it has not yet occurred. The City’s master schedule for the project, which the two agreements share, is summarized below.

Proposers shall demonstrate in their proposed schedule and staffing plan how their services will be delivered against these milestones.

Milestone Target Date Contract

Design Consultant and Construction Manager award

January 2027 (Design) / February 2027

(CM)

Both

Design kickoff; master schedule development begins

February 2027 Both

Schematic design validation memorandum;

CM cost opinion

Spring 2027 Both

30 percent construction documents;

estimate and réconciliation

Per Consultant’s proposed schedule

Both

60 percent construction documents;

constructability review

Per Consultant’s proposed schedule

Both

90 percent construction documents;

constructability review

Per Consultant’s proposed schedule

Both

Contractor prequalification complete (no later than 30 days before advertisement)

30 days before advertisement

CM lead

100 percent construction documents;

biddability review; permit submittal

Per Consultant’s proposed schedule

Both

Construction documents released for bid (no later than)

Per Consultant’s proposed schedule

Both

Bid opening, award, and construction Notice to Proceed

Following bid release;

established in master schedule

Both

Milestone Target Date Contract

Temporary facilities occupied; staff move-out

Before contractor mobilization

CM lead

Construction Duration to be established in master schedule

Both

Substantial completion and move-in Per master schedule

CM lead

Final completion and record documents Per master schedule

Both

Warranty period ends 12 months after substantial completion

CM lead

The actual start date may vary depending on the award schedule, contract negotiations, and City approval processes. Milestones after bid release are estimates derived from the preliminary critical path schedule and will be refined through the master schedule under Task 2. The selected firm must be prepared to begin work promptly following contract execution.

Award of a contract pursuant to this RFP does not guarantee any minimum amount of work. Phase 3 and Phase 4 services are separately priced and will be exercised by the City at its sole option by written notice following award of the construction contract;

exercise of those phases is not guaranteed. The City anticipates a reduced level of effort during the period between bid release and the construction Notice to Proceed, and proposers should reflect this in their staffing plan.

5. PROPOSAL REQUIREMENTS

Proposals must be clear, concise, and complete. The City will not be responsible for errors or omissions in the proposal or for misinterpretation of the requirements. Proposals should include the following components, presented in the order listed:

A. Cover Letter (1 page): A brief cover letter introducing the firm and its interest in providing services to the City. The letter must be signed by an individual authorized to bind the firm contractually and include the name, title, phone number, and email address of the primary contact. The letter shall affirm that the firm has not submitted, and is not a subconsultant to a firm that has submitted, a proposal under the concurrent Design Services RFP, and that the firm will not bid on, or hold any financial interest in a bidder on, the construction contract.

B. Firm Qualifications (1–2 pages): A brief overview of the firm’s history, structure, and areas of expertise. Proposers shall describe the firm’s business experience, including, without limitation, length of relevant work experience, office location(s) from which services will be provided, and core capabilities as they relate to the requested services, including in-house scheduling,…