2027-04_CMAR_WSG_SCOPE_OF_WORK.pdf

City of New London CMAR RFP

Construction Manager-at-Risk RFP Water Street Parking Garage Expansion Project 1

2027-04 Construction Manager-At-Risk Services for the Water Street Parking Garage Expansion Project

Article 1. Request For Proposals For Construction Manager-At- Risk Services

1.1 The City of New London (City) seeks Proposals for Construction Manager-at-Risk (CMAR) Services from qualified Contractors to manage the construction of the Project described below. The successful CMAR will contract directly with City and will work cooperatively with City and the Design Professional(s) to successfully complete the full scope of the Project within the Project budget and on schedule.

1.2 This Request for Proposals (RFP) is a one-step process for selecting a CMAR for the Project. This RFP provides the information necessary to prepare and submit Proposals on the Project, including the minimum scope of CMAR Services required, and information to aid in preparing Proposals in response to this RFP. Submitted Proposals shall include fee Proposals and General Conditions prices. A Guaranteed Maximum Price (GMP) will be required to be submitted by the selected CMAR at fifty percent (50%) Construction Documents.

1.3 City will evaluate the inquiries to determine whether an Addendum is required. All questions and responses and additional information will be included in an Addendum which will be posted to the City’s eprocurement platform and the State of Connecticut DAS website. It is the responsibility of all interested companies to periodically check the websites for revisions:

https://procurement.opengov.com/portal/newlondonct or https://portal.ct.gov/das/ctsource/bidboard?language=en_US .

1.4 City will rank the Respondents in the order that they provide “‘Best Value’” for City based on the published Selection Criteria and on the ranking evaluations. Interviews of CMAR firms may follow at City’s option.

1.5 The City is not responsible for the accuracy or comprehensiveness of information provided by other City officials or other agencies. Contractors should not rely on information obtained from sources other than the Procurement contact listed below.

1.6 City reserves the right to waive any or all formalities. This RFP does not commit City to select a Respondent or to award a Contract to any Respondent. City reserves the right to accept or reject, in whole or in part, any Proposal it receives pursuant to this RFP. Submissions which are qualified with conditional clauses or alterations or items not called for in this RFP, or irregularities of any kind, are subject to disqualification by City at its option.

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1.7 Proposals and any other information submitted by Respondents shall become the property of City;

however, City may return all other Proposal information once a Contract award is made.

1.8 By signing and submitting a Proposal, Respondent certifies they are a qualified Contractor, and that any attached or referenced conditions or documents are applicable to this procurement only to the extent that they do not conflict with the statues or Administrative Code of the State of Connecticut, or the advertised Contract conditions, and that they do not impose additional requirements on City.

Respondent further certifies that the submission of a Proposal is Respondent’s good faith intent to contract with City as specified herein and that such intent to contract is not contingent upon City’s acceptance or execution of any such attached or referenced conditions, or other documents.

1.9 A copy of the City’s standard contract has been included for the Respondents review. However, the resulting contract will likely be in the form of AIA and it will be expected that the selected Respondent will have access to that software.

1.10 The Construction Project is funded, and City is committed to completing it in a timely manner.

1.11 This project will be a prevailing wage job and the appropriate wages will be requested from the State prior to developing the GMP.

1.12 This project will also be subject to CHRO requirements.

1.13 There will be a Project Labor Agreement (PLA) associated with this project. A sample PLA is included in the attachments section of the RFP on the e-procurement platform.

Article 2. Project Information

2.1 PROJECT:

Project: Water Street Parking Garage Expansion

Project Number: 2027-04

Location: 160 Water Street, New London, CT 06320

City Procurement Contact: Joshua Montague

Project Scope: The City of New London, in partnership with the New London Parking Authority, is moving forward with an exciting capital improvement project to expand the Water Street Garage — a key piece of infrastructure supporting the city's growing downtown & waterfront district.

Project Overview

The existing Water Street Garage, which currently provides close to 1,000 parking spaces, will be expanded to add approximately 250 net new spaces. This expansion is directly tied to one of the most significant developments in the city's history: the new Coast Guard Museum, currently under construction along New London's waterfront and slated to open in August 2027.

Garage expansion construction is expected to break ground in the summer of 2027, with completion anticipated 12 to 18 months following groundbreaking — meaning the expanded facility will come online after the museum opens its doors. The museum is expected to draw over 300,000 visitors annually, and this garage expansion ensures the city will be ready to accommodate that demand with safe, modern, and convenient parking.

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A Multi-Level Partnership

This project reflects a rare and powerful collaboration across all levels of government:

Federal Government: Leading the investment charge, federal funding supports construction of the museum itself, upgrades to the adjacent ferry terminal, and improvements to parking and pedestrian safety — including a $17 million Federal RAISE and a Congressional Directed Spending grant for $3.5 million dedicated to the garage expansion State of Connecticut: Providing financing for a new pedestrian bridge connecting the museum over the Amtrak rail lines directly to the Water Street Garage, creating a seamless and safe route for visitors. The State of CT is also providing $1.4 million in Round 1 Community Challenge Grant Funds for the construction of the Transit Hub and Cultural Center.

City of New London & Parking Authority: Managing the project through its Office of Development and Planning, ensuring the investment translates into lasting community and economic benefit. The parking Authority is investing over 2 million via a bond to support the design and development of the project.

What's Included in the Garage Expansion: Scope of Work

Beyond the additional parking spaces, the project includes a full refresh of the existing garage to modernize the visitor experience:

New Transit Hub, Tourism & Cultural Center: $3,796,258.00 in Grant Funding

1. A new facility to be built in the lower Parade Plaza along Atlantic Street, adjacent to the garage, housing parking administration and serving as a welcome point for museum visitors.

2. Micro transit Kiosk

3. Revamped Security System: Enhanced safety measures to ensure a secure experience for all garage users.

4. Updated Electrical & Lighting: Modernized systems throughout the facility.

5. New Signage: Improved wayfinding for visitors navigating the garage and surrounding district.

Overall Building Refresh: Ensuring all garage systems function reliably for years to come.

6. Pedestrian Safety: Improved sidewalks, crosswalks, traffic calming and signaling.

7. Storm Drainage

Beyond the Garage: A Connected Waterfront District

This project doesn't exist in isolation — it's part of a broader vision for New London's downtown waterfront. The Federal RAISE grant also supports two important sub-projects:

Union Station: $465,000 of $2,915,000.00 in capital improvements to the interior of the historic train station, located adjacent to the museum, will create space for museum administrative use.

Cross Sound Ferry: $864,937 of $2,232,700.00 infrastructure upgrades to ferry operations will improve the visitor experience for those arriving by water.

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Additionally, the city's Cultural District — an economic development commission overseeing downtown New London — will help coordinate visitor experiences across the area's many historic sites, arts venues, and cultural events.

A Team Effort

To ensure this complex project is delivered successfully, the garage expansion is being guided by a full team of professionals, including:

Design and engineering consultants

An owner's representative/project manager

A construction manager at risk

Project controls specialists

Parking operations consultants, ensuring the garage remains fully operational throughout construction

Looking Ahead

The Water Street Garage expansion represents far more than additional parking — it's a critical investment in New London's future as a premier waterfront destination. With the Coast Guard Museum opening in August 2027 and the expanded garage following shortly after, New London is building toward a modern, safe, and welcoming gateway to its historic downtown and vibrant arts and culture scene.

Expected Construction Start: January 2027

Article 3. Proposal Information

3.1 Proposals are due: 2:30 PM. ET, Tuesday, December 1, 2026

Upload access will be denied after the submission deadline.

3.2 Proposal Submittal: Upload PDF response via the e-procurement platform.

3.3 Respond to: Joshua Montague

Accounting/Purchasing Agent City of New London

3.4 Tentative Schedule:

RFP Posted Wednesday, October 28, 2026

Pre-Response Meeting Wednesday, November 4, 2026, 10:00 AM ET

Written Inquiries Due Wednesday, November 11, 2026, 2:00 PM ET

Responses to RFP Due Tuesday, December 1, 2026, 2:30 PM E T

3.5 City reserves the right to modify this schedule as required. Dates will be updated via OpenGov.

3.6 All Responses should be clearly identified with the Project Name and Project Number and

Water Street Parking Garage Expansion Project 5 should not exceed fifty (50) digital pages, exclusive of requested project lists and attachments.

All Responses must be uploaded by the date and time indicated in the posting in order to be considered. For issues accessing the e-procurement platform, email Joshua Montague jmontague@newlondonct.gov.

3.7 All communications relating to this RFP must be submitted in writing through the e-procurement platform. Questions, answers, and any Addendum issued related to this RFP will be posted on the City’s website and the State of Connecticut DAS website. Only those replies to questions which are made by formal written Addendum shall be binding. Oral and other interpretations or clarifications will be without legal effect.

3.7.1 NOTE: It is the responsibility of the Respondent to review the City’s e-procurement portal and acknowledge all posted Addenda.

3.8 All CMAR firms responding to this RFP must submit complete responses to the information requested in this RFP and must note any exceptions to any information contained or requested in the RFP. Responses will be evaluated based upon the selection criteria listed below.

3.9 Except as provided in this RFP and as otherwise necessary for the conduct of existing City business operations, Respondents are expressly and absolutely prohibited from engaging in communications with City Personnel who are involved in any manner in the drafting of this RFP, in the review or evaluation of the Submission, in selection of a Contractor or negotiation or formalization of a Contract. If any Respondent engages in conduct or communications that City determines is contrary to the prohibitions set forth in this section, City may at its sole discretion, disqualify the Respondent and remove the Submission from consideration.

3.10 With few exceptions, an individual is entitled, upon request, to be informed about the information that a state governmental agency collects about the individual. The individual is entitled to receive and review the information and the individual is entitled to have a state governmental body correct information that is incorrect.

Article 4. Information Requests

4.1 Project Information Requests from the Architect/Engineer will be made available by City upon request to City through:

Joshua Montague

Email: jmontague@newlondonct.gov

Article 5. Minimum Required CMAR Services

The Construction Manager-at-Risk will be responsible for all Construction Management Services including, but not limited to the following:

5.1 Project Leadership

5.1.1 Assignment of qualified Project management professionals with the knowledge, experience, expertise, urgency and partnering mindset to deliver a successful Project. The designated CMAR team must be able to anticipate possible risks that may impact the Project’s time, quality, and budget and collaborate with City to successfully resolve those issues to the betterment of the Project.

5.1.1.1 Preconstruction Services

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5.1.1.1.1 Cost Estimation Team

5.1.1.1.2 Constructability Review Team

5.1.1.1.3 Construction Execution Planning Team (Schedule, Logistics & Execution Planning)

5.1.1.2 Construction Services

5.1.1.2.1 Project Construction Team Management

5.1.1.2.2 Construction Safety and Health Management Team

5.1.1.2.3 Quality Controls and Quality Assurance Management Team

5.1.2 Coordination of specialty construction consultants, delegated design companies, and outside resources.

5.1.3 Coordination between Owner and Owner’s third-party services, Design Professionals, Subcontractors, and Construction Management team.

5.1.4 Document communication for Preconstruction services.

5.1.4.1 Define roles and responsibilities of the CMAR Team players,

5.1.4.2 CMAR administrative procedures (Action Items Logs, delegated task assignment, reporting, design comparison logs, etc.),

5.1.4.3 Meeting organization and management (Agenda’s, Meeting Minutes),

5.1.4.4 Construction Cost Estimates (Summaries with Detailing, initial and reoccurring),

5.1.4.5 Qualifications Logs (Assumptions, Clarifications, Exceptions),

5.1.4.6 Preliminary Construction Schedules (Present Baseline schedule), and

5.1.4.7 Constructability Reviews (Potential Cost savings reports, Scope gap logs, Design Development package comparison analysis reports).

5.1.5 Third-party coordination, included but not limited to:

5.1.5.1 Public Utility companies,

5.1.5.2 Component Institution Facilities Groups,

5.1.5.3 Governmental & Regulatory Agencies,

5.1.5.4 Component Institution’s third-party IT/AV group,

5.1.5.5 Fire Marshal (Authority Having Jurisdiction),

5.1.5.6 FM Global,

5.1.5.7 Owner’s Construction Manager-Agent,

5.1.5.8 Owner’s Commissioning Agent,

5.1.5.9 Owner’s Testing, Adjusting & Balancing (TAB) Contractor,

5.1.5.10 Design Professional’s Geotechnical Engineer,

5.1.5.11 Owner’s Materials Testing and Inspection Professional.

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5.2 Design Development Support

5.2.1 Adhere to Project scope and quality.

5.2.2 Notify Owner when design intent deviates from prescribed guidelines.

5.2.3 Provide Constructability Reviews through Schematic Design, Design Development and Construction Documents development packages. Propose true cost savings, Value Engineering options with Pro/Con assessments for consideration.

5.2.4 Review and report to the Project Team regarding Site considerations and challenges.

5.2.5 Provide continuous Construction Schedule analysis (through Preconstruction and Construction Services).

5.3 Preconstruction Services

5.3.1 Review Design Documents at each phase of development, from Schematic Design through Construction Documents Phase, for completeness and cost-effective construction execution.

5.3.1.1 Provide comparison analysis of significant design changes with potential large-scale budget impacts throughout all Design Phases.

5.3.1.2 Make recommendations on means, methods, and materials to optimize the Project scope and schedule within the available budget.

5.3.1.3 Provide timely information regarding all known and/or potential materials or market impacts that could affect schedule or cost.

5.3.1.4 Provide constructability review of design documents at each design milestone (schematic, design development, construction documents).

5.3.1.5 Develop preliminary cost estimates at each design phase.

5.3.1.6 Recommend value engineering options to align project scope with budget.

5.3.1.7 Assist in phasing plans to minimize disruption to existing garage operations and downtown/waterfront activities.

5.3.1.8 Coordinate site logistics planning given proximity to the museum construction/opening timeline.

5.3.1.9 Support permitting strategy (DOT, DEEP, local zoning/ Historic District if applicable).

5.3.2 Prepare and submit a Guaranteed Maximum Price (GMP) Response for the Project at the completion of fifty percent (50%) Construction Documents, or another mutually agreed date (milestone within the Design Process).

5.3.2.1 The GMP Response shall include a Critical Path, longest duration construction schedule, and a detailed list of all Preconstruction, construction, and construction management costs detailed by CSI specification divisions, including any fees and allowances.

5.3.2.2 The GMP Response should also include a list of any assumptions and/or clarifications used in the development of the GMP Response, as well as a log of all observed design scope lacking sufficient detail or clarity of intent.

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5.3.2.3 Prepare and submit a GMP proposal based on completed construction documents.

5.3.2.4 Provide open-book pricing with detailed cost breakdowns by trade.

5.3.2.5 Identify and price all anticipated allowances and contingencies.

5.3.2.6 Present a fixed schedule for substantial and final completion tied to the August 2027 Museum opening.

5.3.2.7 Negotiate GMP amendment terms and conditions with the City.

5.3.3 GMP should include:

5.3.3.1 General Conditions including detailed breakout of field team’s operating expenses to include:

5.3.3.1.1 Salaries at an hourly rate,

5.3.3.1.2 Per diems,

5.3.3.1.3 Allowances,

5.3.3.1.4 Insurance, Bonds (rate percentages),

5.3.3.1.5 Cost of Construction by division (for future Buyout),

5.3.3.1.6 Allowances (by division and/or type),

5.3.3.1.7 Contingencies, and

5.3.3.1.8 Contractor’s Fee.

5.3.4 Incorporate into the CMAR’s Project schedule preparation of activity durations of CMAR deliverable documentation aligning with the A/Es Project Design Development schedule.

5.3.5 Develop a Buyout and bid package(s) execution plan that will expedite the Buyout process, affording City the ability to make informed decisions regarding additional and additive scope inclusion with the intent of maintaining the Project Substantial Completion date.

5.3.5.1 Update the Project schedule as required to adjust Work sequencing and completion to meet the agreed upon Substantial Completion date.

5.3.6 Provide materials and services procurement analysis for each Specification division.

5.3.7 Coordinate geotechnical and Owner’s third-party material testing and inspection requirements.

5.3.8 Monitor planned scope of Work as the design develops and update the estimated probable construction cost with respect to the Project GMP during all phases of design and construction documents development.

5.3.8.1 Notify City in writing of all cost increases and proposed adjustments to maintain the budget.

5.3.9 Submit procurement plans and evaluation processes and procedures for Subcontractor selection.

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5.3.9.1 Procurement of subcontractors shall be public and made available to all. Prior to issuing a public solicitation, selected CMAR shall provide all bid documentation to the City’s purchasing agent.

5.3.9.2 The Construction Manager-at-Risk may self-perform major portions of the Work itself, provided it submits a notice of intent for self-performance ten (10) days prior to bid and submits pricing twenty-four (24) hours prior to bid.

5.3.9.3 The Owner’s Designated Representative (ODR) shall receive all bids when the Contractor is proposing to provide self-performed work; all bids shall be submitted sealed.

5.3.9.4 The ODR will determine if the Construction Manager’s response offers the “Best Value” for the Institution.

5.3.10 Provide a Construction Execution Plan (CEP) for the Work with anticipated time frames that take into consideration Project specific requirements and conveys the manner in which the CMAR intends to approach completion of the construction Project scope. The CEP should include but not be limited to the following:

5.3.10.1 Site conditions and constraints (staging, laydown areas, temporary facilities plan, lifting equipment placement locations, etc.),

5.3.10.2 Proposed phasing and sequencing of the Work focused on minimizing disruption of Owner daily activities and capital investment rework/loss,

5.3.10.3 Anticipate planned shutdowns for connection to campus/public utilities (chilled water, steam, electric, domestic water, sanitary, gas, etc.),

5.3.10.4 Early completion of MDF/IDF for Owner Networking Equipment installations,

5.3.10.5 Coordination of Owner’s proprietary keyway system for keyway installations,

5.3.10.6 Completion of spaces as agreed with Owner for partial early occupancy (if Project requires),

5.3.10.7 Use of swing space (if Project requires),

5.3.10.8 Commissioning and TAB,

5.3.10.9 Coordination of Owner required training for specified building systems, and

5.3.10.10 Other Project specific items as the Project requires and dictates.

5.3.11 Explain the Contractor’s Buyout Process.

5.3.11.1 Detail the steps and actions followed for procuring Subcontractors and trade partners with time durations allocated for each step of the process.

5.3.11.2 Provide anticipated time durations to get each Subcontractor and trade partner under Contractor for each scope of Work.

5.3.11.3 Clarify how the firm attempts to expedite/accelerate the Buyout process.

5.3.11.4 Indicate how the process the Contractor utilizes accelerates Buyout to attain the Best Value pricing for the Owner.

5.3.11.5 Provide examples of the Contractor’s processes effectiveness on past projects.

5.3.12 Provide updated cost estimates for each bid package for City to review before

Water Street Parking Garage Expansion Project 10 issuance.

5.3.12.1 Provide a GMP Assessment Log to define and explain differences from the previous GMP cost summary.

5.3.12.2 Update the overall GMP line items and recommend corrective actions, as appropriate, to bring the construction costs into alignment with the Owner’s budgeted construction cost.

5.3.12.3 Prepare Buyout packages using the e-procurement platform Buyout process.

With each Buyout Change Order/award submitted in e-procurement platform, the “GMP vs Actual Cost Comparison Spreadsheet” must be updated and attached within the process.

5.4 Construction Phase Services

5.4.1 Develop a Submittals Schedule to sequence the Construction Execution Plan (CEP) with the Construction Schedule to ensure timely delivery of the Project. Identify long lead time materials and schedule submissions such as to not delay the CEP.

5.4.2 Provide full-time, On-Site staff as required to plan, manage, and coordinate all On-Site construction activities (this includes the monitoring of worker safety, construction quality control and the management of all self-performed and Subcontractor Work).

5.4.2.1 The CMAR is responsible for inspection of all Work for compliance with the Construction Documents prior to requesting Owner observations.

5.4.2.2 Provide Constructability Reviews through each phase of Design Development.

5.4.3 The CMAR is required to provide updated OPCC (Opinions of Probable Construction Cost) for each Design Development milestone package (one hundred percent (100%) SD, fifty percent (50%) DD, one hundred percent (100%) DD, fifty percent (50%) CD, and potentially a ninety-five percent (95%) CD).

5.4.4 Provide support for City’s On-Site Program Director and/or Field Observer, including separate office space, phone, internet access, access to a copier, and other support as may be required by City.

5.4.5 Conduct Project meetings as required by Owner.

5.4.5.1 Schedule frequency of Project meetings as required to successfully coordinate the Work and construction scope.

5.4.5.2 Prepare written progress reports identifying urgent construction issues, proposed actions to be taken, and deadlines established.

5.4.6 Prepare a detailed CPM, longest duration, construction schedule, prepare a short-term activities plan, and a completion/occupancy schedule.

5.4.6.1 Update the schedules monthly.

5.4.6.2 Submit an updated, detailed CPM construction schedule with each Payment Application.

5.4.6.3 Schedule shall include Owner coordination activities required to achieve Substantial Completion, but not be limited to:

5.4.6.3.1 Substantial Completion date,

5.4.6.3.2 Final Completion date, Water Street Parking Garage Expansion Project 11

5.4.6.3.3 Life/Safety Systems Certifications (AHJ),

5.4.6.3.4 Elevator QEI (if applicable),

5.4.6.3.5 TAS Inspection,

5.4.6.3.6 MDF / IDF Early Completion – to facilitate BAS LAN network switch installation,

5.4.6.3.7 Building Grounding System Inspection,

5.4.6.3.8 Emergency Genset - manufacturer start-up and load bank testing (if applicable),

5.4.6.3.9 Gas-Fired Equipment – manufacturers start-up and boiler inspections,

5.4.6.3.10 Lightning Protection System – impedance testing for LPI Master Label Certification,

5.4.6.3.11 Glazed Systems - water penetration testing (AAMA 501.2),

5.4.6.3.12 Bacteriological Testing – domestic water,

5.4.6.3.13 Fume Hood Certification (if applicable),

5.4.6.3.14 Medical Gases Certification (if applicable),

5.4.6.3.15 Operational demonstration: MEP, irrigation, audio and visual equipment, food service equipment, humidifiers, sterilizers, lab equipment, specialty equipment, others as defined under the Project,

5.4.6.3.16 Accreditation Body Reviews (if applicable),

5.4.6.3.17 Commissioning / TAB milestones / BAS / Lighting control systems,

5.4.6.3.18 FF&E Installation,

5.4.6.3.19 Owner Move In,

5.4.6.3.20 Public Art Coordination and Installation,

5.4.6.3.21 Owner’s IT/AV installation,

5.4.6.3.22 Submission of O&M’s and Warranties, and

5.4.6.3.23 Owner Training – Video capture is required.

5.4.7 Monthly Payment Application to be submitted simultaneously to the Owner and Design Professional(s) for approval review and certification, respectively.

5.4.7.1 Final submission of Application for Payment must include any Owner requested revisions, be notarized, and signed off by the Design Professional(s).

5.4.7.2 A Pay Application must include but not be limited to Schedule of Values, photo documentation, cost backup evidence, Lien Waivers, prevailing wage rates and wage survey documentation, , and a current construction schedule.

5.4.8 Coordinate construction access to the Project and Site.

5.4.9 Maintain and enforce jobsite security.

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5.4.10 Maintain and enforce jobsite safety and health policies.

5.4.11 Project quality assurance and quality control (QA/QC).

5.4.11.1 It is the responsibility of the CMAR to coordinate the Work amongst the trades well in advance of sequenced construction execution to avoid conflicts, delays, and costly rework.

5.4.11.1.1 Designate personnel to be responsible for QA/QC. Submit resumes to ODR for review and qualification.

5.4.11.1.2 Confirm approved submitted materials are delivered and installed.

5.4.11.1.3 Confirm material installations meet or exceed contract documents.

5.4.11.1.4 Provide notifications/communications to Design Team and Owner on material/installation conflicts prior to installation.

5.4.11.1.5 Provide On-Site inspections and assurance to Owner that materials and installation meet or exceed contract documents.

5.4.11.1.6 Include CITY QA/QC Roles and Responsibilities Matrix duties in your QA/QC plan.

5.4.12 Provide updated cost estimates for each bid package for City review before issuance.

5.4.12.1 Provide a GMP Variance Log to define and explain differences from the previous GMP estimate.

5.4.12.2 Update the overall GMP budget and recommend corrective action, as appropriate, to bring the Project into alignment with the GMP estimate.

5.4.12.3 Prepare all packages using the e-procurement platform.

5.4.13 Provide Procurement Services to solicit, receive, and award subcontracts. City reserves the right to reject Subcontractor bids or responses if it is in the interest of City to do so.

5.4.14 Update Owner weekly on Buyout status utilizing CITY’s Buyout log.

5.4.15 Review testing, inspection, and commissioning reports.

5.4.15.1 Resolve deficient Work with Subcontractor or self-performed Work.

5.4.15.2 Document all resolutions.

5.4.16 Monitor, evaluate and administer Construction Change Requests and coordinate City and Design Professional(s) approvals.

5.4.17 Institute and administer procedures for Shop Drawings, mockups, and sample submittals for processing.

5.4.17.1 Review all Shop Drawings and submittals for Construction Documents compliance prior to submitting to the Design Professional and City..

5.4.17.2 Save approved documents.

5.4.18 Implement the Project Storm Water Pollution Prevention Plan, post required notices, submit required Notice(s) of Intent (NOI) and Notice(s) of Termination (NOT), with copies to City. Conduct required BMP inspections, keep required records and update the plan required by City or State law.

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5.4.19 Conduct required BMP inspections, keep required records and update the plan required City or State.

5.4.20 Implement procedures to pay Subcontractors and suppliers, including preparing a Schedule of Values and submission of Subcontractors Sworn Statements and Waivers of Lien.

5.4.21 Follow all CITY Audit procedures and requirements. This includes external third-party audit services.

5.4.22 Prepare projections of expenditures for the initial three (3) month period and for the Project.

5.4.22.1 Update these projections each month.

5.4.22.2 At the beginning of the Project provide a cash flow forecast by month for the entire duration of the Project.

5.4.23 Prior to requesting official punch from the Owner and architect, the CMAR is to initiate an internal punch of all areas, issue that Punchlist to their trade Subcontractors, complete corrective actions necessary to resolve deficient Work and verify corrective actions have resolved the deficient Work.

5.4.24 The Contractor shall provide a separate Payment Application for self-performed Work.

5.4.25 Enforce safety program compliance (OSHA and City requirements)

5.4.26 Coordinate construction activities to avoid conflicts with museum opening events/traffic

5.4.27 Maintain quality control program and punch list management through closeout

5.5 Post Construction Services

5.5.1 Submit to Owner the plan to complete all Substantial Completion Punchlist items within thirty (30) days and all Final Completion Punchlist items within seven (7) days per UGSCs.

5.5.2 Prepare and submit As-Built Drawings and other information to the Design Professional for the development of Record Drawings.

5.5.3 Prepare internal Punchlists, conduct corrective actions, perform Final Inspections, and facilitate City’s acceptance and move-in.

5.5.4 Provide Post Construction follow-up for the duration of the longest warranty period by a Contractor on the Project.

5.5.4.1 Review and submit warranty claim of all new systems and equipment.

5.5.4.2 Maintain an Owner approved warranty log for the duration of the warranty period.

5.5.5 Prepare Operation & Maintenance (M&O), warranty manuals, and other required Close Out Documents.

5.5.6 Coordinate equipment start-up and training of City personnel on new systems and equipment.

5.5.6.1 Ensure Design Professional and Owner’s presence during equipment start-up.

5.5.6.2 Professional video record all training sessions and upload to e-procurement platform along with training sign in sheets.

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5.5.7 Review and assist in analysis of all claims.

5.5.8 When authorized and requested, consult, advise, and assist City with special and/or additional services beyond the scope of CMAR services.

5.5.9 Ensure that all external third-party audit findings and recommendations have been fully resolved.

5.6 Other Services

5.6.1 Commissioning/TAB:

5.6.1.1 Implementation and execution of a Project Commissioning/TAB Plan that includes the appropriate reviews, tests, and inspections at critical points in the design and construction process. Include the building systems Commissioning scope in the Critical Path schedule.

5.6.1.2 All Project specific building systems Commissioning and Testing, Adjusting and Balancing (TAB) activities must be completed for City to recognize construction Substantial Completion.

5.6.2 American Iron and Steel

5.6.2.1 Federal funding is involved in this project. Therefore, selected CMAR must ensure compliance with BABA.

5.6.2.2 Selected CMAR must be authorized to do business in Connecticut and must not be debarred.

5.6.3 Computer/Internet Requirements

5.6.3.1 The Construction Manager-at-Risk and Subconsultants and its consultants shall provide its management personnel assigned to this Project with access to personal computers and the Internet on a daily basis.

5.6.4 Conflict of Interest

5.6.4.1 The Construction Manager-at-Risk affirms that, to the best of its knowledge, no actual or potential conflict exists between the CMAR’s family, business, or financial interests and the CMAR’s services under this Agreement, and that it shall immediately inform City regarding any possible conflict of interest that may arise.

5.6.4.2 The Construction Manager-at-Risk further affirms that it shall not hire any officer or employee of City to perform any service covered by this Agreement.

5.6.4.3 If the Work is to be performed in connection with a Federal contract or grant, the Construction Manager-at-Risk shall not hire any employee of the United States Government to perform any service set forth in this Agreement.

5.6.5 Discrimination

5.6.5.1 The Construction Manager-at-Risk shall not discriminate against an employee or applicant for employment with respect to hiring, tenure, terms, conditions, or privileges of employment, or a matter directly or indirectly related to employment, because of race, color, religion, national origin, age, veteran status, sex, or disability. Breach of this covenant may be considered a material breach of the Agreement.

Water Street Parking Garage Expansion Project 15

5.6.5.2 Electronic File Requirements:

5.6.5.2.1 In addition to the standard Close Out submittal requirements detailed elsewhere in the Agreement and Construction Documents, the Contractor and Subconsultants shall also submit all Close Out Documents including all “As-Builts,” product data and Owner’s Operation and Maintenance manuals in digital format.

5.6.5.2.2 All documents (including As-Built drawings) shall be converted into PDF file format and uploaded to e-procurement platform as per City processes and operational requirements.

5.6.5.2.3 Autodesk Revit RVT files (BIM coordination modules, etc.) shall be delivered to City of New London as part of the Close Out documentation.

5.6.6 Provide monthly schedule updates identifying critical path activities.

5.6.7 Proactively identify and mitigate risks to the August 2027 completion deadline.

5.6.8 Develop recovery schedules if delays occur.

5.6.9 Coordinate weather, supply chain, and labor contingency planning.

5.6.10 Provide look-ahead schedules (3-week and 6-week) throughout construction.

Article 6. Proposal Requirements

All CMAR firms responding to this RFP must submit complete responses to the information requested in this section and note any exceptions to any information contained in the RFP. City reserves the right to request additional information from responsible companies. Responses will be evaluated based upon the Selection Criteria listed in this RFP. City will select those companies that offer the “Best Value,” based on the selection criteria. Refer to Article 3 for response information and limitations. Companies should present information in a clear and concise manner following the order and format indicated below.

6.1 Contractor Experience

6.1.1 Information on the Contractor including a brief history of the Contractor, information about the Contractor’s Principals, the services offered, the number and type of staff members, and business volume for the past five (5) years. If the Contractor has several branch offices, also highlight the information of the office that will manage the City Project.

6.1.2 Name, telephone, address, and email of the Project Principal and the individual designated to receive all Request for Proposals information, Addenda or any other official correspondence relating to the Project.

6.1.3 List any other companies that will be used to provide such services as estimating, Value Engineering analysis, scheduling, or computer services.

6.1.4 If a joint venture, list similar information for each Contractor and the rationale for the joint venture, previous similar experience as a joint venture, and a summary of the joint venture agreement indicating the roles and responsibilities of each party in the joint venture.

6.1.5 Briefly discuss five (5) projects that were performed by the Contractor’s office managing this Project or individual team members that will be performing on this Project, that best

Water Street Parking Garage Expansion Project 16 represent the Contractor’s ability to successfully manage this Project to completion, on time and within budget. As a minimum, for each project, provide a brief description, current client reference information (including names, email addresses, and current phone numbers), dates services performed, specific services the Contractor provided, size of the project, construction delivery approach, project budget at award, and project costs at completion.

6.1.6 Provide a list of all Construction Management projects undertaken within the last five (5) years. For each project, include the name of the project, a brief synopsis of the project, current client reference information (including names, email addresses, and current phone numbers), the dates services were provided, the type of project, the construction delivery method, the project budget, and the project costs at completion. If the Contractor has several branch offices, highlight those projects on the list managed by the office that will manage the City Project.

6.2 Project Team Member Information

6.2.1 Provide a Project Management Chart that identifies all key staff members, and provide a brief description that outlines each person’s individual roles and responsibilities, and shows how each interacts with other staff members, City, and the A/E.

6.2.2 Submit personnel qualifications for all members of the Project Team specific to this Project, which include title, educational background, professional licenses/trade certifications, relevant CMAR experience, work history, length of service with the Contractor, and current client reference information (including names, email addresses, and current phone numbers). Provide a list of projects worked on and the individuals’ role on the projects.

6.2.3 Selection of the successful CMAR companies will be based, in part, on specific members of your proposed team. Include a statement indicating the Contractor’s commitment to maintaining the proposed staffing plan throughout the Project. Must have written approval from City to change any member of the team.

6.2.4 Indicate the scopes of Work that the Contractor has the capability to self-perform, if any.

6.3 Preconstruction Services

6.3.1 Describe the methods and procedures by which the Contractor will successfully provide Preconstruction Services. This should include the following items:

6.3.1.1 Cost Analysis and Tracking Measures,

6.3.1.2 Constructability and VE Savings Review Methods,

6.3.1.3 Schedule Management Approach (types of schedules, look ahead, schedule updates, etc.),

6.3.1.4 Quality Assurance Approach and Methods, and

6.3.1.5 Describe challenges anticipated while performing the requested services, the impact on quality, cost or schedule and proposed solution to address these issues.

6.4 Additional Information

6.4.1 Describe the Contractor’s QA/QC plan.

6.4.1.1 List the responsible individual(s).

6.4.1.2 Explain how the CMAR will coordinate the Work to eliminate rework, Water Street Parking Garage Expansion Project 17 unnecessary costs, and maintain schedule.

6.4.1.3 Provide the CMAR processes/procedures to ensure QA/QC for material deliveries, material acceptance, material installation, and acceptance testing.

6.4.1.4 Detail how the CMAR will handle deficient materials and installation.

6.4.2 Describe the Contractor’s Safety and Health Program.

6.4.3 Provide a record, including dates of claims and/or litigation involving Owners and/or A/Es for the past five (5) years.

6.4.4 Describe the Contractor’s policy and process for addressing Subcontractors that are not performing at a level to keep the Project on schedule, or not performing the Work in a professional and workmanship manner.

6.4.5 Provide a detailed explanation of Contractor’s experience with external third-party audit companies.

6.4.5.1 Provide a list of companies the Contractor has dealt with or is currently dealing with.

6.4.5.2 Give examples of any lessons learned or experiences distilled from a project or projects that the Contractor has implemented from past external third-party audits.

6.4.6 Furnish the Contractor’s Experience Modification Ratings (EMR) for the past five (5) years.

6.4.7 Companies will be required to submit a five percent (5%) security/bid bond with their RFP submissions.

6.4.8 Provide any other information the Contractor believes will be helpful in making the selection.

6.5 Cost of Services

6.5.1 Contractor Fee

6.5.1.1 Provide CMAR fee percentage based on the Project construction budget and as defined in the Agreement Documents. Fee shall include but not be limited to:

6.5.1.1.1 Construction Manager-at-Risk Fee,

6.5.1.1.2 Profit,

6.5.1.1.3 All Home Office Expenses,

6.5.1.1.4 Accountants,

6.5.1.1.5 Legal Costs,

6.5.1.1.6 Firm Training,

6.5.1.1.7 Corporate Officers,

6.5.1.1.8 Project Executive,

6.5.1.1.9 Corporate Safety Managers or Officers,

6.5.1.1.10 Corporate Quality Control Manager or Director,

6.5.1.1.11 Schedulers, Water Street Parking Garage Expansion Project 18

6.5.1.1.12 Estimators,

6.5.1.1.13 Employee Bonuses,

6.5.1.1.14 Off-Site salaries, wages, and fringe benefits,

6.5.1.1.15 Warranty,

6.5.1.1.16 Employee stock options,

6.5.1.1.17 Deferred compensation,

6.5.1.1.18 Interest,

6.5.1.1.19 Contractors Professional Liability,

6.5.1.1.20 Directors and Officers Insurance,

6.5.1.1.21 Any other cost associated with the use of the CMAR’s preferred construction management software tools/project record and/or scheduling software platforms (PlanGrid, Newforma, Procore, Egnyte, Deltek, Kahua, etc.) and all such similar platforms, and/or

6.5.1.1.22 All Other Overhead Expenses.

6.5.2 Preconstruction Services

6.5.2.1 Provide a lump sum price, based on the Project scope and budget, for Preconstruction services as defined in the Agreement Documents. This lump sum price shall include all costs, fees, and expenses for GMP development.

6.5.3 General Conditions

6.5.3.1 Provide a description and price breakdown of anticipated fees and costs for General Conditions based on the Project construction budget and as defined in the Agreement Documents. Provide a detailed breakdown for, but not limited to, the following line items:

6.5.3.1.1 On-Site Staff Expenses

6.5.3.1.1.1 Project Manager(s),

6.5.3.1.1.2 Project Superintendent(s),

6.5.3.1.1.3 Project Engineer(s) (if deemed necessary),

6.5.3.1.1.4 QC Inspector (if approved by Owner),

6.5.3.1.1.5 Safety Officer (travel and lodging, only if approved by Owner),

6.5.3.1.1.6 Administrative Support,

6.5.3.1.1.7 Others (with Prior approval),

6.5.3.1.1.8 Salaries (including Holidays, sick pay, and

Vacations),

6.5.3.1.1.9 Fringe Benefits (FICA, Medical/Dental/Life

Water Street Parking Garage Expansion Project 19

Insurance, Retirement, etc.),

6.5.3.1.1.10 Drug testing,

6.5.3.1.1.11 Lodging,

6.5.3.1.1.11.1 Relocation Expenses

6.5.3.1.1.11.2 Hotel OR Apartment (Including

Utilities, Furniture, etc.). Rates

Water Street Parking Garage Expansion Project 20 must be validated and approved by the Owner.

6.5.3.1.1.12 Food – State Rate Per Diem (excludes alcohol),

6.5.3.1.1.13 Project Related Travel Expenses,

6.5.3.1.1.14 Project Related Business Meals and Meetings,

6.5.3.1.1.15 Project Specific Training, and

6.5.3.1.1.16 Cell Phones, Radios, and Pagers (Monthly Fees to be reviewed and approved by Owner).

6.5.3.1.2 Vehicles

6.5.3.1.2.1 Contractor vehicle use, rental, or lease cost will be a monthly fixed fee included in the Contractor’s General Conditions and approved in advance by City for the Contract duration.

6.5.3.1.2.1.1 This fee shall cover all operating

and maintenance costs associated with that vehicle, including insurance.

6.5.3.1.2.1.2 Fuel costs will be reimbursed at

actual cost for approved vehicles.

6.5.3.1.2.1.3 List of number of Vehicles

proposed.

6.5.3.1.3 Contractor Owned Equipment

6.5.3.1.3.1 Contractor owned equipment use, rental, or lease

cost will be a monthly fixed fee included in the Contractor’s General Conditions and approved in advance by City for the Contract duration.

6.5.3.1.3.1.1 This fee shall cover all operating

and maintenance costs associated with that piece of equipment, including insurance.

6.5.3.1.3.1.2 Fuel costs will be reimbursed at

actual cost for approved owner equipment.

6.5.3.1.3.1.3 List proposed equipment.

6.5.3.1.4 Site Operations Expenses

Water Street Parking Garage Expansion Project 21

6.5.3.1.4.1 Job-Site Office,

6.5.3.1.4.2 Trailer/Building Rental/Lease,

6.5.3.1.4.3 Furniture and Equipment,

6.5.3.1.4.4 Office Supplies,

6.5.3.1.4.5 Utilities, and

6.5.3.1.4.6 Phone, Copier, Internet, Computers, Software, and Computer Networks,

6.5.3.1.5 SWPPP/Erosion Control Plan & Prevention Measures

6.5.3.1.6 Safety and Health Equipment and Supplies

6.5.3.1.7 Potable and Non-Potable Water

6.5.3.1.8 Temporary Toilets

6.5.3.1.9 Temporary Heat

6.5.3.1.10 Project Signage,

6.5.3.1.11 Construction Clean-up and Debris Removal

6.5.3.1.12 Final Cleaning

6.5.3.1.13 Project Temporary Utilities

6.5.3.1.14 Construction Equipment and Supplies

6.5.3.1.14.1 Rental (lump sum rate to be approved by Owner

that includes routine maintenance and repair costs),

6.5.3.1.14.2 Insurance (If not included in Rental Costs).

6.5.3.1.15 Small Tools and Equipment

6.5.3.1.16 Special Tools and Equipment

6.5.3.1.17 Bonded Warehouse Charges

6.5.3.1.18 Emergency Repairs (Less Insurance Payments or Chargebacks)

6.5.3.1.19 Document Reproduction

6.5.3.1.20 Postage and Express Delivery

6.5.3.1.21 Insurance

6.5.3.1.21.1 If Contractor is proposing self-funded insurance, including CCIP, list specific rates.

6.5.3.1.21.1.1 This must be approved in writing

by CITY.

Water Street Parking Garage Expansion Project 22

6.5.3.1.21.1.2 Additional documentation may

be requested for verification by City’s external auditor.

6.5.3.1.21.1.3 City reserves the right to

approve the market-based rate.

6.5.3.1.21.2 Workers Compensation,

6.5.3.1.21.3 Commercial General Liability,

6.5.3.1.21.4 Asbestos Abatement Liability Insurance,

6.5.3.1.21.5 Comprehensive Automobile Liability Insurance,

6.5.3.1.21.6 All-Risk Builder’s Risk Insurance,

6.5.3.1.21.7 Umbrella Liability,

6.5.3.1.21.8 Owner’s Protective Coverage will not be

reimbursed by Owner, and/or

6.5.3.1.22 Performance and Payment Bonds

6.5.3.1.23 Specialty Consultants (with Prior Approval) and

6.5.3.1.24 Other (Specify)

6.5.3.1.24.1 Define any other General Conditions Costs assumed by the CMAR.

6.5.3.1.24.2 Identify other General Conditions Costs that will transfer to the Subcontractors or to the Owner.

6.5.3.2 Failure of the Contractor to accurately breakdown the costs that are specified as percent fee, Preconstruction costs or General Conditions costs can adversely affect the score the Contractor receives for this criterion. Ensure your breakdown of costs matches the above request.

6.6 Additional Items Not Included in the Request For Proposals

6.6.1 Include a list of those items that the Contractor believes are not a part of their Proposal but might typically be assumed by the Owner to be included in a Project of this type.

6.6.2 Include a list of those services that the Contractor believes should be made a part of this scope of Work but were not requested by the Owner. Provide a proposed fee for those services, if appropriate.

6.6.3 List any exceptions taken to the RFP.

6.7 Schedule

Water Street Parking Garage Expansion Project 23

6.7.1 Provide a conceptual summary CPM Schedule. Include, but not limited to, design, Buyout, submittals, construction.

6.8 Proposed Bid Packages

6.8.1 Provide a list of Proposed Bid Packages you would envision for this Project given the estimated Completion Date.

6.9 Performance And Payment Bonds

6.9.1 Provide performance and payment bonds equal to 100% of the established GMP.

6.10 Security/Bid Bond

6.10.1 Provide a security/bid bond as part of this RFP submission.

6.10.1.1 The Security Bond is to be bound unto City of New London, its component institutions and related entities, and all persons in privity with them including officers, employees, appointees, regents, administration, faculty, agents, or representatives in the sum of five percent (5%) of the sum total of the Construction Manager-at-Risk’s (CMAR) proposed Preconstruction Services Fee, General Conditions, and the Construction Manager-at-Risk’s Fee calculated on the disclosed total estimated construction cost in the RFP.

6.10.1.2 At the time the CMAR is selected, the CMAR must within ten (10) days increase and provide a Security/Bid Bond to be based on five percent (5%) of the total estimated Guaranteed Maximum Price (GMP) amount.

6.10.1.3 In the case that there is a range for the estimated constructions costs total estimated GMP in the RFP, the CMAR is to base the…