Glass City Riverwalk Vistula RAISE PID 122428 Letters of Interest.pdf

08-26-2026 Posting Date County-Route-Section: LUC - Glass City Riverwalk Vistula RAISE PID No. 122428 Metropolitan Park District of the Toledo Area Response Due Date: 09-10-2026 by 1:00 PM Eastern Standard Time

Communications Restrictions

Please note the following policy concerning communication between Consultants and the Metropolitan Park District of the Toledo Area during the announcement and selection process:

During the time period between advertisement and the announcement of final consultant selection, communication with consultants (or their agents) shall be limited as follows:

Communications which are strictly prohibited:

Any discussions or marketing activities related to this specific project.

Allowable communications include:

Technical or scope of services questions specific to the project or LOI requirements.

Project Description

The Metropolitan Park District of the Toledo Area, a.k.a., Metroparks Toledo ("Owner") is seeking Letters of Interest (LOIs) from qualified firms that may lead to the award of a contract for professional Independent Cost Estimator services to support the Rebuilding American Infrastructure with Sustainability and Equity (RAISE) portion of the Glass City Riverwalk Vistula Neighborhood project within the City of Toledo. The Independent Cost Estimator (ICE) consultant will endeavor to support the Construction Manager at Risk (CMAR) project delivery method with third-party cost estimating, scheduling, and project facilitation services. In submitting your Letter of Interest (LOI), you shall comply with the instructions found herein.

The Owner intends to develop innovative cost-saving and time-saving solutions to accelerate design and deliver the Project substantially under budget while enhancing value and quality and use the cost savings captured to complete the greatest scope of Project possible within the available funding. It is anticipated that the Project will be delivered using multiple work packages, including early work packages, to meet the Owner’s schedule.

The CMAR project delivery method is substantially similar to the Construction Manager/General Contractor (CM/GC) project delivery method so named and in common use by the Federal Highway Administration (FHWA). The CMAR method provides a state-law based, alternative project delivery framework for accelerated project delivery enabling the State of Ohio to use Federal RAISE funds. FHWA, the Ohio Department of Transportation (ODOT), and the local Owner are all responsible for proper administration of this RAISE Project.

A major outcome of ICE services is cost estimates and number of working days schedules that are independent of the estimates developed by the Owner’s design consultant (Engineer’s Estimate) and the CMAR (“bid”). The Independent Cost Estimates developed under this contract will be used to validate the final CMAR “bid” for each construction contract.

The Glass City Riverwalk Vistula RAISE Project focuses on multi-modal transportation and place-making improvements in five distinct project areas: Glass City Metropark, International Park, Vistula, Downtown Toledo and the Garfield Greenway, and across three bridges: Anthony Wayne, Martin Luther King, and Craig Memorial Bridge. Items of Work related to the construction of the RAISE grant funded portion of Glass City Riverwalk are anticipated to include, but are not limited to: select demolition, extensive naturalized and engineered shoreline stabilization improvements, stepped river access, floating docks, extensive paving - including asphalt, concrete and/or decorative pavers, retaining & seating walls, railings & bollards, boardwalks, floating wetlands, storm drainage, utilities, significant native landscaping, irrigation, site amenities including play structures, kayak launch, information kiosks, restroom building, shade structures, picnic shelter, lighting, signage, benches, planters, tables & chairs, trash & recycling receptacles, dog waste stations, water fountains, bike racks and bike fix-it stations.

Project Plans:

Preliminary Construction Plans are available for review at the link below:

2026 06 30_LUC Metroparks GCR Vistula RAISE_PID 122428_30% plans.pdf

Estimated Construction Cost: $24,000,000.00

Qualification Requirements

Typical ODOT prequalification requirements are not applicable.

The Owner is seeking proposals from former General Contractors (GCs), construction estimating and scheduling professionals, etc. for ICE services to rapidly deliver the Project.

However, for these ICE services, the Owner is not seeking engineering companies, or engineering staff, etc. experienced in traditional engineers’ estimates, which typically use historic cost averages from previous projects. Rather, qualified ICE firms shall perform their work with direct local construction bidding experience within the Project’s specific geographical area and have similar ICE experience complementing and facilitating the CMAR and/or CM/GC project delivery method. Only a firm that includes construction cost estimators experienced in cost-based estimating will be considered for work as an ICE.

The Owner is seeking and preferring established ICE firms with proven “national” CMAR - CM/GC experience. It is important to note that the ICE (or their direct “named” subconsultants”) must demonstrate they have the expertise, or have access to the expertise, in determining costs for all of the Project types within the Project.

Selection Subfactors

While not required, it is preferred firms have Certified Cost Professionals, Certified Estimating Professionals, Earned Value Professionals, and/or Planning & Scheduling Professionals on staff, or have access to the expertise.

Contract Type and Payment Method

Refer to the ODOT’s Manual for Administration of Contracts for Professional Services, Volume 1: Consultant Contract Administration, Sections 4.3.A and 4.3.B for guidance concerning the appropriate contract type and payment method. Based on this guidance, contract type and payment method will be determined during the scope of services and negotiation process.

Estimated Date of Authorization

It is anticipated that the selected Consultant will be authorized to proceed by September 25, 2026.

Completion Schedule

Anticipated start-up & completion dates for the project are as follows:

LOI advertisement ………………………….……...………August 26, 2026 Receipt / Initial Review of LOIs ………….…………….…September 10, 2026, by 1PM EST Owner Review…………………………………….………...September 10 – September 11, 2026 ICE Consultant Chosen……………………………………September 11, 2026 Contract Negotiations………………………………….…...September 14 – September 18, 2026 Board of Park Commissioners Contract Approval………September 23, 2026 Contract Award ……………............................................ September 25, 2026 Project Kick Off / Initiation …………………….…………...October 15, 2026 Plans / Final Cost Estimate Complete……………………. July 20, 2027 Estimated Begin Construction…………………...…………September 1, 2027 Estimated End Construction…………………….…………October 31, 2028

Suspended or Debarred Firms

Firms included on the current Federal list of firms suspended or debarred are not eligible for selection.

Terms and Conditions

The Department’s (ODOT) Specifications for Consulting Services 2026 Edition will be included in all agreements selected under this request for letters of interest.

Compliance with Title VI of the Civil Rights Act of 1964

The Metropolitan Park District of the Toledo Area, in accordance with Title VI of the Civil Rights Act of 1964 (78 Stat. 252, 42 U.S.C. §§ 2000d to 2000d-4) and the Regulations, hereby notifies all bidders that it will affirmatively ensure that any contract entered into pursuant to this advertisement, all bidders including disadvantaged business enterprises will be afforded full and fair opportunity to submit bids in response to this invitation and will not be discriminated against on the grounds of race, color, national origin, sex, age, disability, low-income status, or limited English proficiency in consideration for an award.

Selection Procedures

Metroparks Toledo will directly select a consultant based on the Letter of Interest (LOI). The requirements for the LOI and the Programmatic Consultant Rating Form that will be used to select the consultant are shown below.

Firms interested in being considered for selection should respond by submitting electronically via Metropark Toledo’s PlanetBids portal until:

1:00 PM Eastern Standard Time on Wednesday, September 10, 2026

Responses received after 1:00 PM EST on the response due date will not be considered.

Questions regarding interpretation of the content of this solicitation should be submitted through the Planetbids Q & A. Other inquiries may be directed to:

Doug Parrish, P.E., Senior Project Engineer Doug.Parrish@metroparkstoledo.com

(419) 708-7602

Scope of Services

The Scope of Services document is included below.

Requirements for Letters of Interest

A. Instructions for Preparing and Submitting a Letter of Interest:

1. Provide the information requested in the Letter of Interest Content (Item B below), in the same order listed, in a letter signed by an officer of the firm.

2. Consultants shall base their LOI on performing all work in accordance with this solicitation. The LOI shall provide appropriate exhibits, graphics, risk matrices, schedules, drawings, schedules, cost models, and text to reflect consideration of the evaluation factors and LOI requirements. Discussion information should be concise and specific to this Project. Excessive detail will not be considered positively in the evaluation.

3. When a Consultant lists administrative and/or discipline-specific personnel, the

Consultant agrees to make the personnel available to complete work on the contract at whatever level the Project requires. Personnel changes must be reviewed and approved in advance by the Owner to assure the replacement is equally qualified and has comparable experience. The Owner will only allow changes in key personnel when caused by circumstances outside the control of the Consultant (e.g., employee leaves company). Changes in key personnel for the convenience or benefit of the ICE will not be allowed.

4. Letters of Interest shall be limited to eleven (11) 8½" x 11" single sided pages.

5. Please adhere to the following requirements in preparing and formatting letters of interest:

a. Please use a minimum font size of 12-point font and maintain margins of

1" on all four sides.

b. Page numbers must be centered at the bottom of each page within the required 1” bottom margin in the following format:

Offeror Name | Page x of xx

c. Use 8½" x 11" size only.

d. Submissions for this project will be accepted via electric submittal only through Metroparks’ PlanetBids Portal. Each bidder shall be responsible for submitting its electronic submittal before the deadline

e. Submissions exceeding the page limitations may be rejected.

Submissions failing to follow the section format instructions outlined above may be rejected or may result in a reduced rating.

B. Letter of Interest Content shall be organized as follows and meet the section page limits depicted below:

1. ICE Project Approach (4 pages max).

a. Approach to utilizing local contractors or ICE firms with experience in developing geographically locally relevant estimates. Please note, consistent with Federal regulations, there are no local hiring preferences considered or inferred in the scoring/ranking of this LOI.

b. Understanding of the CMAR - CM/GC delivery method, innovative financing options (Value Capture), and Project Bundling, which are Every Day Counts (EDC-5) Initiatives / techniques.

c. Approach to developing independent cost estimates, cost models, and develop actual pricing (based on cost-based estimating) at the same time as the CM, comparing the CM’s cost-based estimating, cost models, and subcontractor quotes, ensuring that the CM’s costs and proposed schedules are accurate, fair and reasonable, and the “best value” for the Owner. Note: Estimates based on real costs directly obtained, versus utilizing “historical” bid averages.

d. Approach to / developing independent ICE master Critical Path Method (CPM) master schedules, while analyzing and critiquing the CM’s production based CPM schedules, CM’s production rates, cost-based estimates, material costs, CM’s subcontractor production rates / costs, etc.

e. Advising the Owner on successfully utilizing the “full-power” of the ICE, i.e., how to effectively engage and use the ICE for such things as determining indirect costs, innovations in costing, scheduling and risk assessment, being a true “Owner’s rep” concerning estimating, reducing and retiring risks, and completing the Project significantly under budget.

f. Innovations – List potential innovations relating to the Project, i.e., work packaging, innovative means and methods, etc.

g. Risk Reductions, Retirement, Mitigations – List major risks from your perspective and proposed potential solutions.

h. Approach to Scheduling – Prepare a Master Schedule based on your experience on the smartest way to construct the Project using such things as Early Work Packages, ordering long lead items, grouping similar types of work, etc.

2. Key Personnel Qualifications, Experience, and Capabilities (3-page summary – resumes and an organizational chart shall be submitted and will not count against the page limit).

The Owner is seeking established ICE firms with proven “national” CMAR - CM/GC experience. It is important to note that the ICE (or their direct “named” subconsultants”) must demonstrate they have the expertise, or have access to the expertise, for all of the Project types within the Project.

The following are required:

a. Must demonstrate significant previous contracting experience as a General (Prime) Contractor and / or as professional upper-level staff with significant experience in generating production-based and cost-based estimates.

b. Demonstrate successful experience estimating construction, maintenance projects, and horizontal construction projects.

c. Demonstrate a thorough knowledge of construction means, methods, equipment, estimating, bidding, and preparing production-based estimates. Only a Consultant that demonstrates significant current or previous experience pricing and scheduling relevant activities will be considered for work under this LOI. Engineering firms will not be considered under this LOI.

d. Demonstrate an understanding of the Project’s logistical challenges, labor and equipment, etc., as well as the local market conditions. The ICE must recruit subconsultants (or have in-house) estimators with proven local estimating / bidding experience in order to accurately gauge the local challenges for such factors as local bidding conditions, shipping, limited construction seasons, distance between Project sites, horizontal and vertical construction elements, etc. This cannot be overemphasized and will be a critical consideration when scoring the ICE’s technical proposal.

e. Provide a graphic organizational chart of the Consultant’s firm that identifies position titles, names, and the Consultant's estimated number of hours that each of the key personnel will be dedicated to the Program.

This includes subconsultants. Ensure individuals assigned to this project are clearly identified.

f. Identify individual(s) by name that will be committed to consistently attend the regular Project progress meetings, partnering “kick-off” meetings, ICE meetings, other critical meetings, etc.

g. Provide resumes for the following personnel:

Principal of the Company — The Consultant must show a significant commitment of the principal to the Project. The principle will actively participate in all critical Project Team meetings and any executive team progress meetings (held between top leadership of the Owner, CM, subcontractors, subconsultants, ICE, construction inspectors, and the

DM).

Project Lead Estimator (LE) – The Project LE must be an experienced ICE with a history of working as an ICE on CMAR - CM/GC projects.

Resumes should specifically address the following:

Direct experience in bidding and estimating quantities and pricing relevant to the Project, as well as the ability to assess the reasonableness of the assumptions supporting cost and schedule estimates.

Working knowledge of engineering, construction complexities, and market conditions that can affect the costs of the Projects. This includes the ability to understand the local market conditions, which include the local challenges for such factors as local bidding conditions, shipping, limited construction seasons, distance between Projects, horizontal and vertical construction elements, etc.

Identification of any professional certifications applicable to the ICE role.

Thorough understanding of CMAR - CM/GC and the independent cost estimating process.

h. Provide two references for similar estimating Projects. References must have been directly involved, as a representative of the Owner, in work performed in the last ten years.

i. Subconsultants – The subconsultants must have relevant experience on their specialty work of similar scope, nature, and complexity. The ICE firm shall select subconsultants based on qualifications, versus low bid.

3. Past Performance and Experience with Similar Work (4 pages).

The Owner is seeking Consultants with demonstrated performance in bidding, and estimating CMAR - CM/GC projects.

The following are required:

a. Provide up to three examples of your most relevant CMAR - CM/GC projects of similar size and scope estimated and bid in the last 3 to 5 years, where one or more of your proposed team members were involved. Preferred examples are projects in which your firm was the ICE. The project narrative should confirm your breadth and depth of experience for work similar or larger than this Project.

b. Provide a detailed history of the proposed team’s experience with estimating construction projects of a horizontal and vertical nature.

Failing this, provide your plan for procuring expertise and experience with both types of construction.

c. Provide a detailed history of the proposed team’s experience with estimating projects within the Project geographical area. Failing this, provide your plan for procuring expertise and experience in estimating projects in this geographic area.

d. Explain how your team’s past ICE and CMAR - CM/GC experience enables successful delivery of the Project.

e. Explain how you will perform independent cost estimates using entities with direct local construction bidding experience.

4. Appendix A - Resumes (Up to two pages per position – does not count towards page limit).

Consultant Selection Rating Form Project: LUC - Glass City For Programmatic Selections Riverwalk Vistula RAISE

PID: 122428

Project Type: LPA w/ Federal $ ODOT District: 2 Selection Committee Members: TBD

Firm Name:

Category

Total Value

Scoring Criteria

Score

Approach to Project (50 Points)

Consultant has demonstrated their approach to utilizing local contractors or ICE firms with experience in developing geographically relevant estimates.

5 See Exhibit 1, Note 4

Consultant demonstrates an understanding of the Project delivery method, innovative financing options (Value Capture), and Project Bundling, which are Every Day Counts (EDC-5) Initiatives / techniques.

See Exhibit

Consultant has demonstrated their approach to developing independent cost estimates, cost models, and develop actual pricing (based on cost-based estimating) at the same time as the CM, comparing the CM’s cost-based estimating, cost models, and subcontractor quotes, ensuring that the CM’s costs and proposed schedules are accurate, fair and reasonable, and the “best value” for the Owner. Note: Estimates based on real costs directly obtained, versus utilizing “historical” bid averages.

Consultant has demonstrated their approach to / developing independent ICE master Critical Path Method (CPM) master schedules, while analyzing and critiquing the CM’s production based CPM schedules, CM’s production rates, cost-based estimates, material costs, CM’s subcontractor production rates / costs, etc.

Consultant has provided tips on successfully utilizing the “full-power” of the ICE, i.e., how to effectively engage and use the ICE for such things as determining indirect costs, innovations in costing, scheduling and risk assessment, being a true “Owner’s rep” concerning estimating, reducing and retiring risks, and completing the Project significantly under budget.

Consultant has listed potential innovations relating to the Project, i.e., work packaging, innovative means and methods, etc.

10 See Exhibit

Consultant has listed major risks from their perspective and proposed potential solutions for Risk Reductions, Retirement, Mitigations.

Consultant has prepared a Master Schedule based on their experience on the smartest way to bundle and construct the Project using such things as Early Work Packages, ordering long lead items, grouping similar types of work, etc.

Key Personnel Qualifications, Experience, and Capabilities (50 points)

Key personnel identified with significant previous contracting experience as a General (Prime) Contractor and / or as professional upper-level staff with significant experience in generating production-based and cost-based estimates.

1, Note 2

Key personnel identified with successful experience estimating construction, maintenance projects, and vertical construction projects.

Key personnel identified with a thorough knowledge of construction means, methods, equipment, estimating, bidding, and preparing production-based estimates.

Key personnel identified with an understanding of the Project’s logistical challenges, labor and equipment, etc., as well as local market conditions. The ICE must recruit subconsultants (or have in-house) estimators with proven local estimating / bidding experience in order to accurately gauge the local challenges for such factors as local bidding conditions, shipping, limited construction seasons, distance between Projects, horizontal and vertical construction elements, etc.

Graphic organizational chart provided of the Consultant’s firm that identifies position titles, names, and the Consultant's estimated number of hours that each of the key personnel will be dedicated to the Program. This includes subconsultants. Ensure individuals assigned to this project are clearly identified.

Individual(s) identified by name that will be committed to consistently attend the regular Project progress meetings, partnering “kick-off” meetings, ICE meetings, other critical meetings, etc.

Resumes provided for the following personnel:

Principal of the Company — The Consultant must show a significant commitment of the principal to the Project. The principle will actively participate in all critical Project Team meetings and any executive team progress meetings (held between top leadership of the Owner, CM, subcontractors, subconsultants, ICE, construction inspectors, and the Design Lead).

Project Lead Estimator (LE) – The Project LE must be an experienced ICE with a history of working as an ICE on CMAR - CM/GC projects.

Resumes should specifically address the following:

Direct experience in bidding and estimating quantities and pricing relevant to the Project, as well as the ability to assess the reasonableness of the assumptions supporting cost and schedule estimates.

Working knowledge of engineering, construction complexities, and market conditions that can affect the costs of the Project. This includes the ability to understand the local market conditions, which include the local challenges for such factors as local bidding conditions, shipping, limited construction seasons, distance between Project sites, horizontal and vertical construction elements, etc.

Thorough understanding of CMAR - CM/GC and the independent cost estimating process.

Professional certifications centered on costing, estimating, earned value, or planning & scheduling.

1, Note 1

References provided for key personnel assigned to this Project.

References must have been directly involved, as a representative of the Owner, in work performed by the key personnel in the last ten years.

Consultant’s subconsultants have relevant experience on their specialty work of similar scope, nature, and complexity. The ICE firm shall select subconsultants based on qualifications, versus low bid.

Past Performance and Experience with CMAR - CM/GC Delivery Method (30 Points)

Up to three examples provided of the Firm’s most relevant CMAR - CM/GC projects of similar size and scope estimated and bid in the last 3 to 5 years, where one or more of your proposed team members were involved. Preferred examples are projects in which the firm was

1, Note 3 the ICE. The project narrative should confirm the Firm’s breadth and depth of experience for work similar or larger than this Project.

Detailed history provided of the proposed team’s experience with estimating construction projects of a horizontal and vertical nature, or plan for procuring expertise and experience with both types of construction.

Detailed history provided of the proposed team’s experience with estimating projects within the Project’s geographical area, or plan for procuring expertise and experience in estimating projects in this geographic area.

Explanation provided on how the team’s past ICE and CMAR - CM/GC experience enables successful delivery of the Project.

Consultant explained how they will perform independent cost estimates using entities with direct local construction bidding experience.

Total

Exhibit 1 - Consultant Selection Rating Form Notes

1. The proposed project manager for each consultant shall be ranked, with the highest ranked project manager receiving the greatest number of points, and lower ranked project managers receiving commensurately lower scores. The rankings and scores should be based on each project manager’s experience on similar projects and past performance for the LPA and other agencies. The selection committee may contact ODOT and outside agencies if necessary. Any subfactors identified should be weighed heavily in the differential scoring.

Differential scoring should consider the relative importance of the project manager's role in the success of a given project. The project manager’s role in a simple project may be less important than for a complex project, and differential scoring should reflect this, with higher differentials assigned to projects that require a larger role for the project manager.

2. The experience and strength of the assigned staff, including subconsultant staff, should be ranked and scored as noted for Number 1 above, with higher differential scores assigned on more difficult projects. Any subfactors identified in the project notification should be weighed heavily in the differential scoring.

As above, other agencies may be contacted.

3. The consultants' past performance on similar projects shall be ranked and scored on a relative, differential scoring type basis, with the highest ranked consultant receiving a commensurately greater number of points. The selection team should consider ODOT CES performance ratings if available, and consult other agencies as appropriate. The use of CES ratings shall place emphasis on the specific type of services requested.

The differential scoring should consider the complexity of the project and any subfactors identified in the project notification.

4. The consultants' stated specific approach shall be ranked and scored on a relative, differential scoring type basis, with the highest ranked consultant receiving a commensurately greater number of points.

Scope of Services

Introduction The Consultant shall serve as an Independent Cost Estimator (ICE) to develop an Opinion of Probable Cost (OPCC) and construction schedule at two pricing milestones (Pricing Milestones) during the Preconstruction Phase. The Pricing Milestones correspond with the two design milestones: 60% and Final.

The Consultant shall work as a member of the overall team during the Preconstruction Phase on collaborative delivery projects. Other members working with Metroparks and providing Preconstruction Services (PCS) are the Contractor, Designer, and Owner’s Representative. All will work together to develop, implement, and maintain a spirit of cooperation and open communication so that the goals and objectives are clearly understood, problems are resolved promptly, and upon completion, the Project is deemed a success. PCS will continue until Metroparks accepts or rejects the Guaranteed Maximum Price (GMP) from the Contractor.

As a member of the project team, the Consultant offers the skills and knowledge to provide:

a) Information on constructability, maintenance of traffic, and other design input.

b) Independent quantities, pricing, labor, durations, sequencing, and equipment needed for construction of the Project.

c) Identification and input on project risks and mitigation strategies including costs, and schedule impacts.

Overview The Consultant tasks during the Preconstruction Phase include, but are not limited to the following:

a. Attend an Initial Project Kickoff/Partnering Workshop.

b. Participate in design coordination meetings with Metroparks and the project team.

c. Review and evaluate risk management strategies and provide input on Risk

Register items.

d. Provide recommendations to Metroparks on each aspect of the planning, design, and proposed construction.

e. Review, develop, and evaluate innovations and other potential strategies to make a better Project.

f. Document impacts in a matrix (including cost savings, other benefits, and schedule) associated with proposed innovations.

g. Participate in the pricing milestone process, anticipated to occur at 60%, and

Final design plans and specifications submissions.

h. Develop an Opinion of Probable Construction Cost (OPCC) and corresponding total bid estimate, prepare and submit a Project Baseline Schedule, as well as provide input into the total Project budget, and review and provide input on the Contractor’s schedule during each Pricing Milestone.

Project Management The Consultant shall perform project management duties throughout the Preconstruction Phase, in accordance with the schedule below such as:

Monitor project schedules, Monitor workload assignments and internal cost controls Prepare project correspondence with Metroparks and maintain its project records.

This task and duties shall include the following:

a. Periodic invoices and progress reporting.

b. Coordination with Metroparks and its representatives.

c. Quality control and general quality management of the services.

MEETINGS

Project Kickoff/Partnering Workshop

This workshop is intended to introduce project team members to one another. This workshop will be the start of the collaborative environment and form the project team. Metroparks will present information known about the Project.

The Project Scoping Workshop typically includes the following agenda items:

a. Introduction of the project team and partnering protocols and approach.

b. Communication protocols.

c. Introduction of the Project stakeholders as determined by Metroparks.

d. Discussion of Project elements, such as Project status goals, constraints, risks, and anticipated milestones

e. Process for providing design input, including analysis, evaluation, and presentation.

f. The process for evaluating alternative strategies and innovations.

g. Discussion of the risk identification, valuation, and assignment processes and discussion of preparation, updating, and population of the Risk Register.

h. Open discussion.

Progress and Partnering Meetings

The Consultant shall participate in progress and partnering meetings as scheduled by Metroparks.

That Consultant shall scope for bi-weekly progress and partnering meetings. These progress and partnering meetings will be used to coordinate and report on the work effort and resolve issues. The Consultant shall be prepared to discuss its reservations, ideas, and challenges.

Meeting notes prepared by others will include details discussed and action items and assignments relating to the meeting within one week of the meeting. The Consultant shall provide comments on the meeting notes within one week of receiving notes.

The agenda and discussion topics for these meetings typically include the following:

a. Review of action items and activities from previous meetings.

b. Design and design coordination.

c. Constructability and construction planning (including MOT).

d. Risk Register, including mitigation, and assignment.

e. Environmental permitting, planning, environmental compliance, and regulatory agency topics.

f. Issues and challenges with potential solutions and final resolution.

g. Preconstruction Services Schedule updates.

h. Action Items.

Impromptu Meetings

The Consultant shall attend and participate in ad hoc meetings as may be requested by Metroparks. These meetings shall occur outside of regularly scheduled progress and partnering meetings. Impromptu meetings will be held virtually unless otherwise requested by Metroparks or the Consultant.

Metroparks expects this task shall include the following:

a. This task allows for six (6) impromptu meetings between Metroparks and the Consultant.

Initial Cost Workshop

The Consultant shall participate in a meeting with Metroparks and the Contractor to establish input standards to be used in the pricing process. The meeting will establish a plan to communicate during the pricing process and prepare a common Work Breakdown Structure (WBS) and the foundation for documenting the approach to pricing in order to create a foundation for estimation for the Project.

The Consultant shall attend and actively participate in this meeting with the project team to discuss cost and pricing development and assumptions and inputs used to create the cost model and each OPCC.

The agenda and discussion topics for these meetings typically includes:

a. Identification of timing of future pricing meetings

b. Identification of roles

c. Review of pricing milestones and expectations

d. Rules for the construction schedule such as work week, weather days, work calendar, etc.

e. Approach to develop WBS

f. Preconstruction costs (who will carry these costs – such as row, utilities, etc.)

g. Labor Rates

h. Equipment Rates

i. Approach to mobilization

j. Other pricing details

Initial Risk Workshop

The Consultant shall attend an Initial Risk Workshop. The Consultant shall provide input to develop a Risk Register as the primary means for documenting each identified risk affecting the Project.

Risk Management

The Consultant shall participate in and provide input at subsequent risk workshops that will occur as part of the pricing process at each Pricing Milestone. The Consultant shall help implement and support risk avoidance, reduction, and mitigation strategies. The Risk Register will be maintained by Metroparks.

Deliverable: The Consultant shall provide input as required to support the risk and pricing process. This could include the associated value, savings, and cost of risk avoidance, reduction, and mitigation strategies.

Cost Estimating

The Consultant shall develop an OPCC at each Pricing Milestone and provide input to assist Metroparks in determining the total project budget needs. The Consultant’s OPCC and it’s supporting information will not be shared (commonly referred to as “closed book”) to the Contractor which is fully shared (commonly referred to as “open book”). Metroparks s pricing facilitator will be the gatekeeper for the Contractor estimate and will share it with Consultant as required at a certain point of time during each pricing milestone. The Consultant’s OPCC shall contain assumptions, contingency, risk, and approach to the estimate that are fully identified and delineated. The Consultant shall be responsible for developing independent quantities by working with the Contractor to develop a WBS that is aligned with ODOT standard bid items.

The Consultant shall participate in quantity and price reconciliation meetings to resolve quantity and price differences in accordance with the ODOT CMAR Guidance Manual or as otherwise determined by Metroparks. During price resolution and reconciliation meetings, the Consultant shall provide conflict management support regarding its “closed book” cost model to the “open book” cost model of the Contractor to help resolve differences.

The Consultant shall prepare and update its cost model. The Consultant shall submit and include backup documentation with each iteration of its costing model used to prepare the OPCC, which documentation shall include but is not limited to the following:

a. Quantity take-offs.

b. Material costs, equipment costs, labor costs, general conditions costs, production rates, and total cost. The Consultant shall work with the Contractor to obtain the necessary information to establish these costs.

c. Cost associated with fixed equipment, site improvements, utility and equipment installations necessary to complete the work using the same assumptions as the Contractor Team.

d. Allocated general and administrative expenses, bonds, taxes, and insurance.

e. Risk allocation cost from the Risk Register.

f. Memoranda, narratives, and other information included by the Consultant to arrive at the price shown, including all assumptions and a breakdown of all allowances.

Schedule Development

The Consultant shall create and update an independent Project Baseline Schedule (PBS) for the construction work to compare to the Contractor’s schedule. The Consultant shall address Metroparks comments as relates to the iterative Project Baseline Schedules, which will be updated by the Consultant at the Intermediate, and Final Pricing Milestones and for scope changes that necessitate changes in schedule.

Deliverable: The Consultant shall provide detailed schedules and narrative in advance of each Pricing Milestone. The schedule shall be submitted to Metroparks electronically as a pdf and software file.

The schedule narrative shall include, but not limited to:

a. Documenting critical path elements of the schedule.

b. Critical assumptions and decisions that may impact schedule adherence.

c. Construction phasing or sequencing and long-lead time items.

d. Acceleration opportunities and the cost or savings associated with each.

Constructability Review & Innovation Development The Consultant shall participate in Project constructability review and innovation discussions throughout the term of the Preconstruction Phase and shall provide comments regarding constructability and actively propose alternative technical concepts or innovations.

The Consultant shall provide electronic and hard copies of written reviews and redlined drawings, plans, and specifications

Exhibit A

PROJECT OVERVIEW:

The mission of Metroparks Toledo is to conserve the region’s natural resources by creating, developing, improving, protecting, and promoting clean, safe, and natural parks and open spaces for the benefit, enjoyment, education, and general welfare of the public.

The Vision: Metroparks Toledo will be, in its culture and community engagements, the beacon for conservation of natural resources; diversity, equity, and inclusion; and the activation and promotion of spaces that enhance physical and mental health. The communal pursuit of these aspirations will elevate our region and transform its identity.

Project description: The Glass City Riverwalk (GCR) is a transformative project in the heart of Toledo. Taking advantage of the region’s greatest asset, the Maumee River, the GCR seeks to:

Support and encourage multi-modal transportation options to and from points of interest

Stimulate economic growth with infrastructure that supports a diversity of programming opportunities

Implement a shared-use path network that encourages physical and mental health

Transform the riverfront with a fresh appearance that connects people to the Maumee River

Integrate urban ecology strategies that improves water quality and manages stormwater

This project focuses on multi-modal transportation and place-making improvements in five distinct project areas: Glass City Metropark, International Park, Vistula, Downtown Toledo and the Garfield Greenway, and across three bridges: Anthony Wayne, Martin Luther King, and Craig Memorial Bridge. The vision of the GCR is a completely accessible riverfront that extends along both sides of the Maumee. The open space is connected by a network of shared-use paths, parks, and open corridors. The new riverfront network in downtown Toledo will provide the cornerstone for the region’s parks and trail systems.

The GCR will be completed in phases and will include bike/pedestrian access, repairs to the existing seawall, shoreline restoration, green storm water infrastructure, primary and secondary nodes, passive and active park green space, transient docks, and an innovative kayak share program to facilitate access to a water recreational trail.

When complete, the project will improve access to and from riverfront destinations and provide reliable safe and accessible transportation options as well as contribute to ongoing revitalization of downtown Toledo. The project places an emphasis on quality of life and improving healthy lifestyles through alternative transportation that encourages energy efficiency practices, such as walking, bicycling, and transit. An increase in transportation choices for pedestrians improves connectivity to jobs and other critical destinations. The new shared-use path will be a transportation resource connecting into existing trail networks and facilitating outdoor recreational activities and increasing environmental sustainability by repairing or removing existing sea wall. The installation of pedestrian and bicycle amenities will reduce the interactions of these two with vehicular traffic, reducing congestion, accidents and fatalities. The project is supported by a broad array of local stakeholders committed to revitalization of our region.

Project Goals: The overall goal is that the GCR will highlight Toledo as one of the most livable cities in the United States through the use of modern infrastructure, shared-use paths, active transportation systems, and safe and vibrant neighborhoods. The completed transportation network will be a centerpiece for the community and with a number of significant investments over the last 10 years in the downtown area, the Riverwalk will connect these investments to one another and serve as a major economic catalyst.

Our plan for the riverfront provides a continuous shared-use path on both sides of the Maumee River. Access points are strategically located to connect to each of the adjacent neighborhoods. The current infrastructure is in varying states of disrepair and has reached the end of its useful life. Additionally, in some areas, the infrastructure is disconnected from the later network or simply does not exist. In a truly accessible and connected network, people of all ages and abilities will be able to navigate the community through safe and reliable infrastructure. The CMAR method of project delivery is being utilized to expedite the project delivery and keep the project within the allotted budget. The unique nature of this project lends itself to collaboration between the designers, owner and contractor with the ability to provide innovative solutions to unique circumstances working along the banks and in the Maumee River within a former industrial area.

PROJECT STATUS:

Design : Conceptual designs have been developed and preliminary design plans are underway.

Right of Way: Most of the project is located on property owned by Metroparks or right of way has previously been obtained on projects with the City of Toledo and others.

Minimal right of way acquisition is anticipated for the project and preliminary contacts and discussions with partners have taken place.

NEPA: This project and the CMAR will comply with the National Environmental Policy Act (NEPA) process. The NEPA process was initiated in May 2026 as it pertains to the overall project environmental footprint and will incorporate refined environmental commitments and design recommendations into the project