Permanent Building Committee’s OPM Manual

Owner’s Manager (OPM) User Manual

Town of Wellesley Permanent Building Committee (PBC)

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Table of Contents

A: Introduction B: FMD’s Recommended Design and Guidelines

 General Design Issues

 Energy Efficiency Issues

 Maintenance

 Custodial

 Sustainability C: Owner’s Project Manager (OPM) Role

 Specific Duties

 Preconstruction Phase

 Construction Phase

 Project Closeout and Move-in Phase

 Warranty D: OPM’s Contract (and attached samples)

 Certificate of Corporate Authority

 Certificate of Non-Collusion

 Truth in Negotiations Certificate E: Amendments and Invoicing (and attached samples)

 Amendment Template

 Invoice Template

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Section A: INTRODUCTION

Congratulations on being selected to work for the Town of Wellesley and the PBC. In antici- pation of your role, responsibilities, and the Town’s expectations, this manual has been developed as a guideline to provide clarity as to the process, services, and deliverables required for this project. The PBC is a volunteer group of citizens comprised of an , , construction professional, lawyer, and citizen at large. This group is supported by the Wellesley Facilities Manage- ment Department. The Director of Design & Construction, Project Manager, and Project’s Assistant will be your day to day point of contact for all business. The presentations and issues brought to the PBC should be at an executive level while the lower level issues and day to day considerations will be addressed by the WFMD. A PBC liaison will be assigned to each project for direct off meeting contact in case there are issues that require attention after being vetted by the WFMD. The PBC’s goals are to provide building solutions that satisfy user requirements in a well- executed manner. While these goals are first and foremost, fiscal responsibility is a significant con- sideration which the PBC endeavors to uphold. The PBC not only looks at fiscal responsibility as budget control but also what the return on investment of the project might be. Life cycle analysis and energy modeling will play an important role in all . The PBC attempts to build to a fifty year building life standard where possible. Well thought out and vetted programing is essential to any project. The PBC expects the OPM to confirm the program throughout the design phase. The OPM should notify the PBC of pro- graming deficiencies and/or significant changes required to meet the Basis of Design. The intent of this manual is to cover your role, deliverables, and logistics. Please keep in mind that although you will be working closely with the user departments, , and others, that all final decisions and approvals should be made by the PBC.

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Section B WELLESLEY FACILITIES MANAGEMENT DEPARTMENT’S (WFMD) RECOMMENDED DESIGN AND CONSTRUCTION GUIDELINES These guidelines were developed by the Facilities Management Department (FMD) based on their experience operating and maintaining public buildings in Wellesley with a goal of ensuring en- ergy efficiency, maintainability and sustainability. FMD believes that incorporating these guidelines in design and construction projects will result in significantly better projects.

General Design Issues

 Service Life: FMD buildings should be constructed to have an expected service life of at least 50 years and preferably much longer, with regular planned system/equipment/finishes replacement.  Sustainability: Apply sustainable design practices by using an integrated design approach that utiliz- es innovation and management from conception through construction.  Accessibility: Design must always be aware of State and Federal accessibility regulations, but en- deavor to exceed those where possible.  Service Areas: Service personnel must be able access equipment and perform routine mainte- nance without disrupting activities in school and municipal buildings. Equipment clearances must be adequate to permit replacement over the life of the facility. Mechanical rooms must have an exterior door and convenient vehicle access.  Construction Phasing: Show construction staging and lay-down areas, relocated roadways/ walkways and other special constraints on the drawings. For renovation construction work where the buildings are occupied, work with building users to prepare detailed phasing draw- ings.

Energy Efficiency Issues New technologies for energy efficiencies that are difficult or complex to operate and/or maintain should not be specified without prior approval from the FMD. FMD’s concerns for proposed “Green” or sustainable equipment and systems include the following:

 Can existing staff operate and maintain the equipment?  Can repair/replacement parts and technical support be readily available?  Are proposed energy savings guaranteed?  Are back-up systems required if the proposed system fails?  Can a 5 year or longer warranty be provided?

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Section B

The following specific areas of design and construction should be considered on all projects:

 Stretch Code: The Town has adopted the Stretch Energy Code and it must be utilized by design- ers for all Town projects.  Lighting: In response to the Town’s mandate to reduce energy use, the FMD has created a strate- gic plan to systematically replace the majority of all interior and exterior lights with more energy -efficient and cost-effective light emitting diode (LED) lights on all school and town buildings. In addition to energy efficiency, lighting must be accessible and maintainable.  Selection of fixtures should preserve the aesthetic characteristics of the buildings while improv- ing upon the quality of lighting.  Sensitivity to light pollution must be considered. LED fixtures should be selected based upon their BUG (Backlight, Up Light, and Glare) ratings, to ensure that backlight does not trespass on adjacent sites, up light does not contribute to artificial sky glow, and glare is not visually disa- bling.  Existing exterior lighting controls should be upgraded when possible to optimize the operation of the exterior lights. In addition, FMD refers to the EERE, IESNA, IECC, ASHRAE 90.1, and MA Stretch Energy Code for lighting application guidelines.  Motion sensors should be included in all occupied areas, along with multiple switching or a low intensi- ty mode. Consider dimmable ballasts.  Boilers: Condensing boilers with redundancy (more than one) is preferred. Hybrid systems consisting of any combination of condensing and non-condensing boilers at any one building should be avoided. Speci- fied boilers should have a good, reliable track record of performance, and be able to services by most qualified boiler contractor. Replacement parts should be able to be obtained locally and overnight- ed if necessary. The boiler manufacturer’s controls package or built-in accommodations for outside con- trols, shall be compatible with the Town’s energy management system (Metasys by JCI).  Energy Efficient Transformers and Proper Loading: Energy efficient transformers should be specified. When possible select transformers that are compli- ant with the NEMA Premium® Efficiency Transformer program. Transformers should be designed based on anticipated load versus an assumed 15 to 20% or less.  Premium Efficiency Motors: Specify NEMA premium efficiency motors (PEM) for all large motors, such as for air handlers, as well as for smaller motor with high run times such as exhaust fans.

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Section B

 Variable Frequency Drives (VFDs): Specify VFDs for all ventilation systems, heating/cooling pumps and other variable load applications.  Fuel: If fossil fuel is to be used, natural gas is the preferred heating and cooking fuel source for all FMD buildings. Diesel fuel may be acceptable for certain emergency generator applications.  Energy Management System (DDC): Must be latest version of Metasys by Johnson Controls Inc. to comply with other Town systems. Graphics must include floor plans and the installation must be capable of being accessed remotely and connected to all other Town buildings. Low-voltage lighting shall also be controlled by this system.  Roofing Systems: For flat roof applications, white, fully-adhered PVC membrane roofing with welded seams is preferred, such as by Sarnafil. Use tapered insulation as needed to ensure posi- tive drainage throughout the roof to avoid ponding. Waterproofing underlayment shall be in- stalled a least 8 feet from eave on sloped roofs and shall extend vertically up transitions (dormers, curbs, walls, etc) at least 12 inches where possible. Roofing design should be prepared by an envelope consultant with expertise in roofing design.

 Windows: Operable windows with inspect screens are preferred, and must be high quality, low-e thermal pane windows with tinted glass. EFCO, Wausau and Peerless are manufacturers that provide an acceptable quality of window.  Sensors: Specify CO2 sensors and room occupancy sensors to regulate ventilation levels, ensure good indoor air quality and provide efficient operation of HVAC equipment.  Kitchen Equipment and Hot Water Heaters: use natural gas instead of electricity whenever possi- ble for all kitchen equipment and domestic hot water heaters.  Hydration Stations: Provide water bubblers that can also fill reusable bottles in lieu of standard bubblers. Caution is advised with regard to MAAB requirements for clearances and projections into travel paths.  Rainwater Harvesting: The Town has determined that by using actual maintenance and utility costs in a LCCA, rain water harvesting features, which collect rainwater for use as no-potable gray water in plumbing applications, should generally not be pursued.  Porous Pavement: Unless significant longer grant funds are obtained from installing porous pavements, they should be avoided due to the extraordinary sweeping/vacuuming costs and specialty, costlier deicing materials required in the winter.

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Maintenance

 In general, equipment must be located such that it is readily accessible to allow staff to safely maintain and operate it. Materials and equipment selected for use on Town projects should be high-quality and able to withstand heavy daily use of schools and other public buildings. Finishes selected must resist this same abuse and traffic and also require minimal cleaning/maintenance to restore finishes– this is particularly true with floors and walls.  Peer Review: FMD recommends independent peer reviews, in addition to their own, when budg- et allows for specialty items such as building envelope, structural design and MEP systems.  Equipment Layout and Location: Locate equipment and provide proper access points and clear- ance to allow routine maintenance to easily take place. Plan for the eventual removal and re- placement of large pieces of equipment for when they reach the end of their service life, without having to demolish/rebuild structure. Also consider providing additional mechanical space for future equipment or replacement equipment that may be larger.

 Safe Access: Eliminate vertical ladders and provide roof walk-outs, elevators to roof of at mini- mum ships ladders to allow safe rooftop access. Make provisions on equipment that allow staff to perform proper lockout-tag-out procedures during servicing. Every effort shall be made to avoid confined spaces. Ladders, walkways, platforms and railings shall be properly designed to provide safe access to above ceiling/attic spaces where equipment is located.  Consider height limitations for staff to replace lamps and test/service fire protection (heats/ smokes) devices – particularly in auditoriums, stages, gymnasiums, clock towers and other high bay areas.  Building Materials and Systems Standards: The FMD has attempted to standardize materials and products Town-wide where possible. Benefits include: proven performance, familiarization with use/repairs, ease of finding/stocking replacement parts and reduced purchasing prices by buying in bulk. FMD encourages committees to vote for proprietary specification of: Genetec security systems, Schlage Everest keying systems, Metasys HVAC control systems, Von Duprin panic hard- ware, LCN door closers and Stefco paper towel dispensers. FMD prefers non-metal toilet parti- tions such as those made with phenolic plastic material.  Basements: Buildings with full or at least partial height basements are preferred to allow for low- er priced storage space, attic stock and mechanical equipment.  Attic Stock: Technical specifications should include requirements for extra materials for repairs, including: flooring, carpeting, ceilings, lighting, electrical, mechanical and other finishes.  Shut-Off Valves: An adequate number of shut-off (ball) valves should be required in the design and properly located for ease of access - particularly in emergency situations. As-built plans must show correct quantities and locations. Sinks, toilets, bubblers should have valves for isolated re- pairs. Main and branch water lines and hot water piping requires a well-designed method of iso- lation and should be approved by FMD. The same concept applies to sanitary/waster piping cleanouts – as there is potential for items which don’t belong being put into toilets.

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 Emergency Flow/Leak Monitors: Consideration should be given to flow monitors tied into the Metasys system that can detect major leaks and notify FMD staff by email, text or phone.  Auditorium Stage and Gymnasium Equipment: Proposed manufacturers and design for rigging, lighting, fabric partitions, curtains, backboards, and bleachers must be reviewed with performing arts director, athletic director and FMD. All areas must be accessible by catwalk or equipment must be able to be replaced using pulleys or other similar systems.  Surface Finishes: All finishes should be reviewed with the FMD and its Custodial Manager to en- sure these materials are durable and can be readily cleaned. Higher initial capital costs of floor- ing such as porcelain tile and rubber flooring must be considered against life-long maintenance savings from not having to strip and wax the floors. Bathroom floors, walls and ceilings should be durable and water-resistant to allow deep cleaning using pressure wash equipment and must have floor drains. Ceramic tile, quarry tile and terrazzo are good systems for kitchens, bathrooms and busy lobbies.  Flooring Preparation: Consideration must be given to flexibility of wood flooring and moisture content of concrete flooring when selecting materials and specifying required preparation. This is particularly true for all resilient flooring.  Walk-Off Areas: Recessed mats at vestibules are preferred for reducing dirt and debris brought into the building.  Exterior Façade: Utilize masonry, precast, cement board, PVC or composite trim, and other ma- terials that are attractive yet require minimal maintenance, such as painting.

Custodial

 Closets: An adequate number of properly sized closets with slop sinks must be located through- out the building to facilitate building cleaning. Storage space for chemicals, equipment and sup- plies must also be provided. Proposed sizes and location should be reviewed with the FMD Cus- todial Manager.  Backflow Prevention Devices: Custodial closets (slop sinks) should have backflow devises to ac- commodate for the cleaning chemical system dispensers.  FFE: FMD Custodial Manager will provide a detail list of custodial, maintenance and grounds equipment required for new buildings under the FF&E package.  Electrical Outlets: Outlets must be provided in corridors, stairways and other common areas where custodial equipment is used.  Dumpsters/Compactors: Plan for locations of these items and power supplies when compactors are needed.

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 Electrical: Provide ground fault protection, lightning protection and phase protection. Provide small emergency power (when possible) for life safety and heat, or at minimum provide special connection for portable generator use.  Security: The Town uses Genetec access control and surveillance camera systems. The intrusion alarm is centrally monitored. FMD must have capability to manage Genetec system remotely and to modify intrusion system using a laptop rather than at the keypad. Exact security design should be reviewed with the department head or school principal. Keying meetings must be held with department head or principal during construction and be part of the existing Town Wide Keying System.  Landscaping: The Town’s DPW (Park and Tree Division) should be consulted on all landscaping design and design should require minimum maintenance, such as avoiding irrigation systems. Plantings should also require minimal maintenance and not attract bees or other insects that can endanger students. Playground design must be also be coordinated with the Town’s DPW, which maintains all playground facilities.  Exterior Railings: Specify stainless or galvanized steel. Attention is required on post anchorage detail to prevent water from entering base materials and cracking/spalling it under freeze/thaw conditions. Bolted base plates set in a caulking base are preferred.  Grounds Storage: Provide adequate area of separate shed or interior space for gas-powered equipment storage.  Emergency Egress Plans: Architect should design and include permanent placard mounted plans in each room.  Information Technology (IT): All work which will directly or indirectly impacts the Town’s or School IT systems must be coordinated with each IT department during design.  Training: Details and types of the proposed training must be reviewed with FMD and owner.

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Sustainability The Town of Wellesley prioritizes maximizing all potential sustainable and energy saving op- portunities. Although these will be addressed in the feasibility study, the expectation is a thorough vetting of all opportunities using Mass CHPS, LEED, and other standards as guidelines. Sustainability should be considered from inception of the design accounting for:

 Potential strategies  Site design  Building orientation  Building systems  Building materials  Building thermal performance  Lifecycle costs  Energy modeling  Proven performance of proposed systems  Ease of operation and maintenance of proposed systems

Section C Owner’s Project Manager Role Scope of Duties The Project Manager’s scope of duties generally involve representing the Town of Wellesley through the Permanent Building Committee (PBC) throughout the Project. The Project Manager shall be responsible for all services associated with the project management of first-class, publicly constructed buildings in Massachusetts similar in size and scope to the Project, and as further de- scribed herein. The expectation of the PBC is that the Project Manager provides the leadership re- quired for the successful implementation of the project, provide insight and remedies for potential issues, and employ as necessary the professional and support staff to do so. The Project Manager shall be responsible for the management of the Project as the PBC’s representative and shall report to the Design and Construction Manager of the WFMD. The Project Manager shall provide services to monitor designer selection, procedures, design, construction, and other related ac- tivities, and to facilitate, coordinate, and manage the Project with respect to timely performance in accordance with the Project schedule. Monitoring of the quality of services and workmanship and recommendations to the Owner to rectify issues shall also be part of the basic services. All services shall continue through Project closeout. The Project Manager shall not have responsibility for the design or the construction of the Project. Such responsibilities shall remain with the Designer and , respectively.

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Section C

Owner’s Project Manager Role Specific Duties A Entire Project 1. Consultation with WFMD or PBC: Attend regular meetings with the PBC, Selectmen and Design- er, consultants and during the course of the Project to advise the PBC on budget, schedule, quality and Project scope issues. The PBC meets every second and fourth Thursday of each month. All meeting materials shall be submitted the Thursday before the sched- uled meeting. Further, the PBC will assign a Project Liaison for off meeting communica- tion and minor decision making. The liaison will have limited authority for approval of time sensitive changes. The Design and Con- struction Manager will be the day to day point of contact and communicate with PBC or Liaison as necessary. Assist the Owner in the administration of the design contract, the coordi- nation of the design team’s activities, and in the provision of leadership with respect to the im- plementation of the design, bidding and construction phases by all parties. The Project Manager shall be familiar with current the Massachusetts State and the Massachusetts Ar- chitectural Access Board (MAAB) to assist the designer to ensure that the building project meets all of the requirements.

2. Total Project Budget and Cash Flow Reports: In conjunction with the Design and Construction Manager, the OPM shall review and update, on a monthly basis, the existing Total Project budget (including estimated construction costs and all “soft” costs anticipated to be associated with all of the construction projects) during all phases of the work. Budgets are to be constructed using PBC format. Developing monthly cash flow reports and forecasts for the Total Project and advise the PBC of variances between actual, budgeted and projected costs are expected.

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Section C Owner’s Project Manager Role 3. Project Invoices and Accounting Records: The Project Manager shall review and take appropri- ate action upon all Project-related invoices. The Project Manager shall maintain accounting rec- ords on all Project related expenditures, including the Designer’s Requests for payment, Contrac- tor requisitions, furniture, furnishings, and equipment purchases, if any, and the like. Construc- tion related records shall also include construction base contract work performed under unit costs, change order work performed on the basis of actual costs of labor and material, and change order work performed under unit costs. The Project Manager shall assist the town in maintaining all cost documentation and accounting records. 4. Schedule: The Project Manager shall monitor on a monthly basis the Project’s schedule includ- ing the possible phasing of construction as proposed by the Designer to accommodate the needs of occupants during the project, and inform the PBC when actual or potential constraints to achieving the schedule have been created and/or make recommendation for corrective action. 5. Communications, Record Keeping, and Task Tracking Procedures: Establish an effective method for transferring information and user group input with the appropriate access and accountability as determined by the Design and Construction Manager and the PBC. The developed method will be used on a regular basis with the Design and Construction Manager to monitor critical schedule items and assure that information is flowing and there are no impediments to the pro- cess due to the Owner’s action or inaction. Maintain and ensure the use of document web portal by the project team throughout the entire project, utilizing all applicable categories. Maintain project website if applicable. 6. Procurement: Assist the PBC with procuring designer or consultant services including contract negotiation. 7. Neighborhood communication: The OPM shall facilitate a neighborhood project kick-off meeting prior to the commencement of construction to communicate the project logistics and potential neighborhood impact. Any concerns raised at this meeting will be brought to the PBC’s attention along with recommendations addressing these concerns. During construction, the OPM will be at the point of contact for the neighbors and promptly address issues raised during construction. The OPM shall notify the PBC of these issues and how they were addressed.

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Section C B. Preconstruction Phase

1. Design Documents and Cost Estimate Review: Review the accuracy and completeness of the design and bid documents and cost estimates as soon as the Designer and the Designer’s consult- ants prepare them. Promptly notify the Designer and Design and Construction Manager of any problems or omissions. Provide recommendations on feasibility of design ideas, technical accuracy, availability of materials and labor and help to identify and resolve coordination conflicts in the con- struction documents. Review construction factors relating to costs and goals of the Town including but not limited to alternative designs or materials, life cycle costs, green design concepts site use and design issues, value engineering and possible economies of scale opportunities. 2. Local Official, Utilities and Maintenance: Ensure that the Designer coordinates with, reviews with, and incorporates the appropriate input from local officials (i.e. inspection services, fire depart- ment, police department, utilities, FMD, etc.) as appropriate for the building systems, safety, opera- tion and maintenance. 3. Value Engineering: Lead the value engineering process to assure that construction materials and methods specified are the most appropriate and cost effective for their application including life/cycle considerations. Identify for the Design and Construction Manager’s consideration any changes in design, which reduce the cost of construction while satisfying the Town’s requirements. Analyze schedule implications of alternative building systems and other design element changes as may be proposed during the design phase. Prepare and present findings to PBC and all project par- ticipants. 4. Construction Phasing– Review construction phasing plans for build ability and contractor and user conflicts and make appropriate recommendations. 5. Construction Planning: Identify long-lead items, including Owner-provided items, and make appropriate recommendations to the Design and Construction Manager and the Designer for inclu- sion of such items of material or equipment in the Designer’s specifications. Ensure that the PBC identifies such items in any notices to proceed issued to contractors. Make recommendations to the PBC and the Designer to expedite procurement of long-lead items in order to ensure delivery by the required dates. Incorporate detailed procurement data into the Project schedule updated monthly. Identify bidding and procurement opportunities.

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Section C 6. Review of Contract Documents: Review the Project drawings and specifications for quality, accuracy, clarity, and constructability. Promptly notify the Designer and Senior Project Manager of any design problems or omissions identified in the drawings and specifications. Help to identify and resolve coordination conflicts in the construction documents. 7. Special Services: The Project Manger shall be responsible, with the PBC’s approval, for se- lecting, retaining and coordinating the professional or other services of special consultants and testing laboratories required for the Project and not provided by the Designer or Contractor. 8. Permits, Licenses and Approvals: Working with the Town, Town’s counsel, the Designer, and others, the Project Manager shall monitor the master list of permits, licenses and approvals required for the Project and shall update it as necessary through Project completion identifying each permit, the party responsible for obtaining it, payment (if needed) and status. Attend all permit hearings as the Project repre- sentative. 9. Hearings, Meetings and Presentations: The Project Manager shall prepare for and attend administrative and/or public meetings to provide project information and inform Town public forums of details about the project. 10. Construction Mitigation Plan: The Project Manager shall develop, in consultation with the Design and Construction Manager, the PBC and interested citizens, a detailed program to monitor and mitigate the impacts of Project construction on staff, abutters and the neighborhood. 11. Bidding Phase: Assist the Design and Construction Manager and PBC in the development of bid strategy. Prepare for the PBC a review of the bid documents. Monitor Designer activities and responsibilities in the advertisement for web based document distribution, bidding procurement process, and solicitation of bids in accordance with all applicable statutes. Coordinate with the De- signer a pre-bid conference. Provide a review of each addendum during the bid phase similar to that performed for the Design Documents. Assist the PBC with the receipt of all electronic bids. Evaluate the qualifications of the apparent low bidders, evaluate the bids for completeness, full re- sponsiveness and price, including alternate prices and unit prices and make formal recommenda- tions in conjunction with the Architect to the PBC for the award of the contracts or rejection of the bids. All bids are subject to appropriation of funds at Annual Town Meeting. The Project Manager shall review all construction bids for the purpose of advising the Design and Construction Manager and PBC on whether the bids are based upon the payment of the prevailing wage rates established for the project by the Massachusetts Department of Labor and Workforce Development. Assist with bid protests, re-bidding and/or negotiating contracts. Assist the Town and the Designer with a pre- award conference with the successful bidder and finalizing construction contracts.

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Section C C. Construction Phase 1. The project manager shall monitor the Designer’s administration of the Owner-Contractor agreement and coordinate services of any independent peer review/ commissioning agents hired by the owner. Coordinate all clerk of the works (COW) activities and reports. 2. Job Meetings: The Project Manager shall attend all construction job progress meetings with the Designer, the Contractor, and/or other persons, as necessary or appro- priate, at reasonable times and places to discuss procedures, progress, problems, scheduling, and the like. At all such meetings, the Project Manager shall act as the representative of the Town. The Project Manager shall work with the Designer to set up a schedule for such meetings. Meeting minutes shall be prepared by the Designer and reviewed by the Project Manager. The Project Man- ager shall identify any significant issues of work quality, contract performance, scheduling and work progress raised at the job meetings in a monthly (or as appropriate) progress report to the Design and Construction Manager. The Project Manager shall present, at the next job meeting, any signifi- cant issues not included in the minutes of the previous meeting. 3. Application for Payment: In coordination with the Designer, the Project Manager shall re- view the Contractor’s draft application for payment, or “pencil requisition,” together with any sup- porting data requested by Town or submitted by the Contractor. The Project Manager shall provide written comments thereon to the Designer and Town, with recommendations as to amounts due. The Project Manager shall also review and comment on vendor requisitions, including those of testing companies, utilities companies and equipment or furnishing providers. The Project Manager shall request, through the Designer, that the Contractor provide the appropriate subcontractor lien wavers as the Project progresses. The schedule of values (SOV) shall be reviewed for accurate val- ues, sufficient detail, and compliance with contract requirements. 4. Performance Monitoring: The Project Manager, with the assistance of the Clerk of the Works, shall monitor and observe the performance of the work, and shall make recommendations to the Town and the Designer with respect to rejection of work which, in the Project Manager’s opinion, does not conform to the Contract Documents. The Project Manager shall endeavor to ob- tain satisfactory performance from the General Contractor, and shall recommend courses of action to the Town when requirements of a contract or the Town’s construction mitigation plan are not being fulfilled. Particular attention shall be paid to work compensated by means of unit prices. The Project manager shall submit to the Owner by the fifteenth of the month a written monthly progress report as described in Section 6.1.3 of the Project Manager-Owner agreement.

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Section C 5. Changes in the Work: The Project Manager shall maintain a master Project Change log, in- corporating all change directives, change orders, change requests, and change proposals, noting who initiated same and status, and recording estimated cost and final cost. The Project Manager shall review all change orders and shall, when requested by the Design and Construction Manager or PBC, negotiate on behalf of the Town with all parties involved. The Project Manager shall distribute updated copies of the Change Log to the Town, the Designer, and the Contractor on a monthly basis. All changes shall be first presented to the PBC in proposal format. After review and comment submit four copies of the change order signed by the architect and General Contractor for PBC approval. 6. Claims: The Project Manager shall assist the Designer in the review, evaluation, resolution and documentation of claims, including, but not limited to, claims for additional time, claims for ad- ditional cost, claims for concealed or unknown conditions, and claims for errors or omissions in the plans and specifications. 7. Submittals: In collaboration with the Designer, The Project Manager shall establish, imple- ment and advise the Contractor of procedures for expediting, processing and obtaining the Design- er’s approval of shop drawings, product data, samples and other submittals. The Project Manager shall review the Contractor’s submittal log for identification of scheduling issues and provide com- ments thereon to the Designer. The Project Manager shall make recommendations to the Town and the Designer with respect to the use of substitutions. 8. Construction Schedule: During construction, review the construction schedule furnished by the General Contractor. The Project Manager shall obtain and promptly review monthly updates of the General Contractor’s schedule. The Project Manager shall furnish comments monthly to the Awarding Authority indicating conflicts, status of schedule milestones, schedule slippage, recom- mended site ‘walk-throughs’, and other noteworthy information. If an update indicates that the previously approved project construction schedule might not be met, the Project Manager shall bring such issue to the attention of the PBC immediately and recommend corrective action. Project Manager must be familiar with scheduling programs generally used by the General Contractor.

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Section C 9. Project Progress and Payment Records: the Project Manager shall record the progress of the Project’s construction. The Project Manager shall monitor General Contractor compliance with the prevailing wage law, and shall monitor General Contractor safety audits of the Project. The Project Manager shall submit monthly written progress reports to the PBC and the Designer including infor- mation on the Contractor’s work, as well as the entire project, showing percentages of completion of installed construction as well as construction dollars paid to the Contractor. The Project Manager shall act on behalf of the PBC in any disputes with the Contractor and its filed subcontractors in rela- tion to direct payment requests. The Project Manager shall receive and review the weekly payroll records as required of the Contractor pursuant to M.G.L. c.149, S.27B. Such review shall be for the purpose of determining that the amount of wages paid to laborers employed on the project is no less than the applicable prevailing wage rates established for the project, as set forth in the contract documents of the Awarding Authority-Contractor agreement, and that the records contain the Con- tractor’s certification regarding payment of such wage rates. The Project Manager shall promptly transmit to the Design and Construction Manager, upon completion of the review provided for here- in, the original weekly records as submitted by the Contractor. The Project Manager shall promptly notify the PBC if (1) any payroll records submitted by the Contractor do not represent payment of at least the applicable prevailing wage rates established for the Project or do not contain the required certification or (2) the Project Manager knows or has reason to believe that the Contractor is not paying the wages required by the applicable schedule of prevailing wages. 10. The OPM shall review and approve all project invoices and requisitions. 11. Special Services: The Project Manager shall be responsible, with the PBC’s approval, for se- lecting, retaining and coordinating the professional or other services of special consultants and testing laboratories required for the Project and not provided by the Designer. 12. Submit DCAMM 50% contractor updates after PBC review.

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Section C D Project Closeout and Move-in Phase 1. Coordination of the Town’s Purchases of Materials and Equipment, and Moving and Reloca- tion Activities: The Project Manager shall work with the PBC to coordinate, schedule and monitor the delivery, storage, protection and final placement or installation and security of Town purchased materials, systems and equipment that are part of the project until such items are incorporated into the Project, or accepted for beneficial use by the Town. The Project Manager shall maintain com- plete records related to such items, in- cluding specifications, vendor contracts and purchase orders. The Project Man- ager shall coordinate the Town’s reloca- tion and moving activities for the relo- cation and moving of furniture, furnish- ings, equipment and supplies. The Pro- ject Manager shall supervise the pro- curement of moving services and shall cooperate with and assist the Town in the planning and execution of such relo- cation and moving activities, if any. 2. Testing and Start-Up: With the Designer, and WFMD’s maintenance personnel including Building Department sign offs, the Project Manager shall schedule, coordinate and observe the Con- tractor’s final testing, flushing, commissioning and start-up of utilities, operational systems and equipment. 3. Substantial Completion: When the Designer considers the Contractor’s work or a designated portion thereof substantially complete, the Project Manager shall, jointly with the designer and owner, prepare a list of incomplete or unsatisfactory items, including those submitted by FMD, with monetized values and receive a schedule for their completion from the Contractor. The Project Manager shall assist the Designer in conducting inspections to determine whether the work or des- ignated portion thereof is substantially complete, and preparing any resultant punch list including FMD items as well as help where possible to expedite the completion of the work in accordance with PBC’s project schedule. 4. Final Completion: Upon the Contractor’s certification and completion of outstanding items, the Project Manager shall evaluate the completion of the work and make recommendations to the Designer when work is ready for final inspection. The Project Manager shall assist the Designer in conducting final inspections. Any remaining work shall be incorporated into a Final Punch List.

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5. Coordinate and verify close out document submissions and reviews including but not limited to; certificate of substantial completion, certificate of occupancy, as-built drawings, warranties, op- eration & maintenance manuals, final accounting of attic stock, and all other documentation re- quired by the contract documents. 6. Ensure that Web Portal (if used) has been fully populated 7. Submit DCAMM contractor and designer reviews after PBC review.

Section C

E. Warranty

 Ensure that FMD has all contractor and subcontractor contact information.

 Facilitate and attend a warranty review ten months after Substantial completion.

 Provide any required follow up on warranty issues until rectified.

 Assist town during warranty period with non-responsive contractors.

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Section D OWNERS PROJECT MANAGER CONTRACT Town of Wellesley Requirements

The Project Manager and owner will prepare three originals of the Project Manager’s contract using the Town’s Standard Contract Form. The contract owner shall be Named “Town of Wellesley acting through its Permanent Building Committee. Click link to go to the PBC webpage. The Project manager shall prepare three original contracts to be signed: One each for Owner, Architect, and Town Finance The following attachments shall be included in the contract  List of personnel assigned to project and their certified billing rates  Scope of services  Tasks schedule and budget  List of sub-consultants and their certified billing rates  Vote of Corporate Authorization – three originals – including the name and office of the individu- al authorized to execute the contract. This person shall sign all amendments and requisitions.  Certificate of , one original plus copies, naming the Town of Wellesley and the Perma- nent Building Committee as additional insured for General Liability, Umbrella Policy, Automobile Liability, and Workers Compensation. Insurance limits are stated in the contract.  The Town purchases Builders Insurance.  Truth in Negotiations Certificate  Certificate of Non-Collusion  A Letter from a CPA regarding accounting procedures (MGL CH30, §39R)  A Letter from the Designer describing accounting systems in place  Project Manager’s Tax ID # with W9 Form  List of consultants to be used on project  Schedule of key personal assigned to the project and their hourly billing rates  Town will provide Tax exempt form  Copies of insurance policies should be provided as separate submission

The Town Accountant will review and sign the executed contract after which a Notice to Proceed and a Purchase Order will be initiated. The following attachments are provided for your convenience

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Section E:Amendments & Invoicing

All additional services must have a PBC approved amendment before commencing with the service. Any service provided without said amendment shall be provided at the consultant’s own risk. Consultants are cautioned when engaging with user boards and staff to be aware of this before proceeding. All amendments shall be submitted using the attached template as a guideline. All invoices shall be submitted using attached template as a guideline. Invoices are due with- in thirty days of PBC review. Please keep in mind that any marked up/revised invoices must be re- submitted as Town Finance will not accept edited invoices.

PBC LOGISTICS:  The PBC meets the 2nd and 4th Thursday of the month with some exceptions and periodic additional meetings. The meeting calendar which hosts posted meetings can be located on the Wellesley website found at http://www.wellesleyma.gov/ then select the meeting calendar tab.

 Agendas are posted on or before the Tuesday before meetings by 7:30pm. If you are late for your allotted time per the posted agenda, your business may be taken up at the end of the agenda or may need to be postponed to the next scheduled meeting.

 All meeting materials are due by the Thursday preceding the scheduled posted meeting to provide sufficient time for Committee review.

Please see attached templates.

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