Strategic Framework for Massachusetts Public Higher Education

THE COMMONWEALTH OF MASSACHUSETTS EXECUTIVE OFFICE FOR ADMINISTRATION AND FINANCE

ONE ASHBURTON PLACE, 15TH FLOOR, BOSTON MASSACHUSETTS 02108-1552

REQUEST FOR RESPONSE (RFR) FOR

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION

Document Number: BHE1601 ST1 RFR Issue Date: January 4, 2016

Please Note: This is a single document associated with a complete RFR (also referred to as Solicitation) that can be found on COMMBUYS (www.COMMBUYS.com). All Consultants are responsible for reviewing and adhering to all information, forms and requirements for the entire RFR, which are all incorporated into the RFR. All Questions and Answers and Bid Responses must be submitted electronically through COMMBUYS. Consultants may also contact the COMMBUYS Helpdesk at [email protected] or the COMMBUYS Helpline at 1-888-MA-STATE. The Helpline is staffed from 8:00 AM to 5:00 PM Monday through Friday Eastern Standard or Daylight time, as applicable, except on federal, state and Suffolk county holidays.

TABLE OF CONTENTS

1 RFR INTRODUCTION AND GENERAL DESCRIPTION ...... 1

1.1 Procurement Scope and Description ...... 1 1.2 Project Background Information ...... 3 1.2.1 Workforce Skills Cabinet ...... 3 1.2.2 The Massachusetts Public Higher Education System ...... 4 1.2.3 The Commonwealth of Massachusetts Economic Development Plan ...... 4 1.2.4 The Commonwealth of Massachusetts Labor and Workforce Development Performance Report .. 5 1.2.5 Working Group ...... 5 1.3 Applicable Procurement Law ...... 6 1.4 Registration in COMMBUYS ...... 6 1.5 Proposal Submission in COMMBUYS ...... 6 1.6 Available to Vendors on Existing Statewide Contracts...... 6 1.7 Applicable Statewide Contract ...... 6 1.8 Number of awards ...... 6 1.9 Strategic Sourcing Team (SST) ...... 6 1.10 Adding Contractors after initial Contract award ...... 7 1.11 Eligible Entities ...... 7 1.12 Acquisition Method ...... 7 1.13 Contract Duration...... 7 1.14 Estimated Value of the Contract ...... 7 1.15 Compensation ...... 7

2 ESTIMATED PROCUREMENT CALENDAR ...... 9

2.1 Written questions via the Bid Q&A on COMMBUYS...... 10 2.1.1 Locating Bid Q&A ...... 10 2.2 Amendment Deadline ...... 10 2.3 Interviews ...... 11 2.4 Supplier Diversity Program (SDP) ...... 11 2.4.1 Supplier Diversity Program (SDP) Resources: ...... 12 2.4.2 Supplier Diversity Program Subcontracting Policies ...... 12 2.5 Executive Order 515, Establishing an Environmental Purchasing Policy ...... 12

3 CONSULTANT QUALIFICATIONS AND SCOPE OF SERVICES ...... 14

3.1 Consultant Qualifications ...... 14 3.2 Scope of Services ...... 14 3.2.1 Tasks and Deliverables ...... 15 3.3 Project Timeline and Meetings ...... 21

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4 RESPONSE SUBMISSION REQUIREMENTS ...... 23

4.1 Guidelines for Response Submission ...... 23 4.2 Required Components for Response Submissions ...... 23

5 RESPONSE EVALUATION CRITERIA ...... 29

5.1 Evaluation Components ...... 29

6 REQUIRED TERMS FOR ALL RFRS ...... 32

6.1 General Procurement Information ...... 32 6.1.1 Alterations ...... 32 6.1.2 Ownership of Submitted Proposals ...... 32 6.1.3 Prohibitions ...... 32 6.2 Terms and Requirements Pertaining to Awarded Contracts ...... 33 6.2.1 Commonwealth Tax Exemption ...... 33 6.2.2 Contractor’s Contact Information ...... 33 6.2.3 Publicity ...... 33

7 RFR - REQUIRED SPECIFICATIONS ...... 34

7.1 COMMBUYS Market Center ...... 34 7.2 COMMBUYS Registration...... 34 7.3 Multiple Proposals ...... 35 7.4 Proposal Content ...... 35 7.5 Best Value Selection and Negotiation ...... 35 7.6 Consultant Communication ...... 36 7.7 Contract Expansion ...... 36 7.8 Costs ...... 36 7.9 Electronic Communication/Update of Consultant’s/Contractor’s Contact Information ...... 36 7.10 Electronic Funds Transfer (EFT) ...... 36 7.11 Executive Order 509, Establishing Nutrition Standards for Food Purchased and Served by State Agencies (as applicable) ...... 37 7.12 HIPAA: Business Associate Contractual Obligations (as applicable) ...... 37 7.13 Minimum Proposal (RFR Response) Duration ...... 38 7.14 Prompt Payment Discounts (PPD) ...... 38 7.15 Public Records ...... 38 7.16 Reasonable Accommodation ...... 38 7.17 Restriction on the Use of the Commonwealth Seal ...... 39 7.18 Subcontracting Policies ...... 39

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8 INSTRUCTIONS FOR VENDORS RESPONDING TO RFRS ELECTRONICALLY THROUGH COMMBUYS ...... 40

8.1 Introduction ...... 40 8.2 Steps for Consultants to Submit a Proposal ...... 40

9 GLOSSARY ...... 44

ATTACHMENT A - MAP OF MASSACHUSETTS PUBLIC HIGHER EDUCATION CAMPUSES

ATTACHMENT B - MASSACHUSETTS PUBLIC HIGHER EDUCATION - INSTITUTION PROFILES

ATTACHMENT C - MASSACHUSETTS PUBLIC HIGHER EDUCATION 2015 ENROLLMENT ESTIMATES

ATTACHMENT D - MASSACHUSETTS REGIONAL MAP – WORKFORCE INVESTMENT AREAS

ATTACHMENT E - CAMPUS FACILITY CONDITION REPORTS

EXHIBIT A – RESPONSE COVER SHEET

EXHIBIT B – SUBMISSION CHECKLIST

EXHIBIT C - PRICING RESPONSE FORM

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STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION

1 RFR INTRODUCTION AND GENERAL DESCRIPTION

1.1 Procurement Scope and Description The Commonwealth of Massachusetts, acting by and through its Division of Capital Asset Management and Maintenance (DCAMM), is seeking responses from qualified Consultants (hereinafter "Respondent(s)", "Consultant(s)" or “Vendor(s)”) to plan, facilitate and document a comprehensive strategic assessment (hereinafter the “Study”) of the Massachusetts Public Higher Education System with a focus on the capital planning process. The purpose of this Study is to develop a strategic framework for prioritizing capital investment that supports a coordinated regional system of higher education and responds effectively to the Commonwealth’s priorities for economic and workforce development. The RFR procurement process and Study are being managed by DCAMM for the Executive Office of Education and in collaboration with the Department of Higher Education, the University of Massachusetts, the State Universities, the Community Colleges, the Executive Office of Labor and Workforce Development, and the Executive Office of Housing and Economic Development. The Study will encompass all twenty-nine (29) institutions of the Massachusetts Public Higher Education System, consisting of the five (5) components of the UMass System, the nine (9) State Universities, and the fifteen (15) Community Colleges.

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

The goals of the Study are as follows:

· Collection and analysis of data on the current Massachusetts Public Higher Education System using available information regarding institutional mission, strategic initiatives, program offerings, enrollment trends and projections, inventories of assignable space, and facility conditions

· Analysis of how the Massachusetts Public Higher Education System, in collaboration with employers and vocational/technical schools, is currently meeting the economic and workforce development needs of each region and the Commonwealth as a whole

· Identification of disparity between existing facilities and current or projected space needs · Identification of opportunities for regional collaboration among campuses to meet collective programmatic and capital needs

· Development of innovative strategies for maintaining, expanding or improving programmatic offerings, both statewide and regionally, while minimizing or reducing the need for capital investment

· Development of criteria and a methodology for prioritizing future capital investments The data analysis and reports produced through this Study will be used to aid in evaluating and improving the Commonwealth’s capital planning for higher education projects. Primary considerations guiding the Study include, but are not limited to:

· Alignment of the public higher education system mission and programs with economic and workforce goals

· Alignment of academic and workforce training programs to support career pathways of vocational/technical students

· Development of options for leveraging partnerships statewide and regionally to address program and facilities needs

· Facilitation of capital investment decision-making in the context of a significant reinvestment backlog and limited capital resources

DCAMM is seeking a Consultant qualified to conduct the Study and to provide broad consulting services in connection with this RFR. The Scope of Services of the Study includes, without limitation:

· Providing a detailed work plan to complete all work required under this RFR (hereinafter “Work Plan”)

· Gathering, organizing, and summarizing background data · Providing clear analysis of synthesized data

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· Developing, and facilitating the implementation of, a common process for discussions among public colleges and other partners (including employers, vocational/technical schools, workforce development agencies, private colleges, and mayors) about opportunities for collaboration to improve outcomes and capture capital/operating efficiencies

· Developing strategies for evaluating and prioritizing capital investment · Providing written reports and presentations as required The detailed Scope of Services and Qualification Requirements are identified in Section 3 of this RFR.

1.2 Project Background Information Public higher education is entering a period of rapid change and uncertainty, as growing demands for a well-educated workforce bump up against concerns about value and affordability. In Massachusetts, an aging workforce, combined with a declining number of high school graduates, and an increasing demand for well-prepared workers at all levels, have led to a “skills gap” which is projected to increase if not addressed. The Public Higher Education System is an essential part of addressing this gap and improving the overall economic development of the Commonwealth. Higher education facilities and effective teaching spaces are essential aspects of the state’s ability to deliver services successfully. While significant capital investments have been made in the state’s public higher education facilities, there remains a large backlog of deferred maintenance, in addition to the facility and space needs driven by changing programs and enrollment patterns. This Study seeks a methodology for strategically prioritizing capital improvements in the context of limited capital resources. The Working Group (see Section 1.2.5) will work with the Consultant to develop a clear picture of significant gaps and emerging needs, evaluate capital and non-capital options, identify partnership opportunities, and develop a methodology for prioritizing investments. 1.2.1 Workforce Skills Cabinet The Workforce Skills Cabinet (WSC), which aligns Labor and Workforce Development Secretary Ronald L. Walker, II, Education Secretary James Peyser and Housing and Economic Development Secretary Jay Ash, was created by executive order in February 2015 to gather ideas to strengthen the pipeline to employment. The WSC is charged with finding a way to help people who are looking for work get the skills they need to fill the jobs that exist in the Commonwealth, and to help employers find qualified workers.

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

The WSC has been meeting with business leaders and educators around the state to find ways to create partnerships between the employer community, the state workforce system and education in order to open up more job opportunities around the Commonwealth. This Study will provide valuable information about how the Massachusetts Public Higher Education System is supporting the Commonwealth’s economic and workforce needs today and a framework for how it can capitalize on new opportunities for collaboration to strengthen the pathways to employment. 1.2.2 The Massachusetts Public Higher Education System The goal of the Massachusetts Public Higher Education System is to make accessible to the people of the Commonwealth affordable programs of excellence in higher education across a wide range of academic, professional, and vocational disciplines. An effective public education system will open doors of opportunity for its students and contribute meaningfully to civic life, social progress, and economic development throughout the state. The System comprises fifteen (15) Community Colleges, nine (9) State Universities, and the five (5) campuses of the University of Massachusetts, with a total student enrollment of over 220,000. Capital assets supporting the System include over 1,000 buildings totaling approximately 39,000,000 square feet of built space on over 7,200 acres of land. The System's service to the Commonwealth is enhanced by differentiation between each of its three segments and by articulation and collaboration among them. Differentiation ensures the provision of a broad array of programs and services that are responsive to differing regional conditions and student needs. Articulation and collaboration ensures that students can progress effectively and affordably in their field of interest even as their circumstances and needs change, while maximizing the value of the system’s combined assets. For further information regarding the Massachusetts Public Higher Education System and for Institutional Profiles please see Attachment B to this RFR. For a map of the Massachusetts Public Higher Education campuses please see Attachment A to this RFR. 1.2.3 The Commonwealth of Massachusetts Economic Development Plan Massachusetts law requires the Secretary of Housing and Economic Development to draft a comprehensive economic development plan within the first year of a new gubernatorial administration. The Baker administration released the Economic Development Plan on December 23, 2015. The Massachusetts Public Higher Education System is integral to one of the primary focuses of the Plan: the need to attract and retain highly-skilled workers. Governor Baker’s Plan identifies policy priority and implementation focus areas, many of which are affected by the success of the Commonwealth’s Public Higher Education System. Key priorities include: supporting workforce development strategies that close the skills gap, and connecting citizens to economic opportunity; promoting vibrant communities and regions; and advancing the development of key industry clusters, and harnessing cluster development to drive job growth in the Commonwealth’s regions.

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

The Economic Development Plan calls for the development of local, regional, and statewide solutions "to build strong, nimble, development-ready communities and regions."

For a full copy of the plan, please see http://www.mass.gov/hed/docs/eohed/edplan2015.pdf. 1.2.4 The Commonwealth of Massachusetts Labor and Workforce Development Performance Report In September 2015, the Baker administration published the Massachusetts Labor Market and Economic Review for 2014. Highlights are summarized below. 2014 saw promising and cautionary trends in workforce development. On the one hand, there has been improved job creation and a decline in the statewide unemployment rate to its lowest since 2008. On the other hand, Commonwealth labor markets are exhibiting unprecedented tightness between employer demands for labor and the supplies of unemployed skilled jobseekers and employed potential job changers. Massachusetts has one of the nation’s most educated populations and one of the nation’s oldest populations. Population projections for Massachusetts anticipate a continuation of the long-term slowing in the state’s growth rate and a diminishing pool of college-aged population after 2015. As the Commonwealth’s population changes demographically, the public higher education system is increasingly relevant to maintaining a skilled labor force, meeting the workforce needs of the State and improving the State’s economic performance For the full copy of report, please see http://lmi2.detma.org/lmi/pdf/MA_Economic_and_Labor_Review_2014.pdf For information regarding occupational projections please see Massachusetts Long-Term Occupational Projections 1.2.5 Working Group The Secretary of Education has assembled a Working Group to guide decision-making and engagement of stakeholders throughout the Study. The selected Consultant will present to the Working Group at all significant milestones of the study (see Section 3.3 of this RFR) to gather input and feedback. The Working Group is made up of representatives from the following entities, which include all segments of the Massachusetts Public Higher Education System, as well as workforce development and economic development:

· Division of Capital and Asset Management and Maintenance (DCAMM) · Executive Office of Administration and Finance (ANF) · Executive Office of Education (EOE)

· Executive Office of Labor and Workforce Development (EOLWD) · Executive Office of Housing and Economic Development (EOHED) · Massachusetts Community Colleges

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

· Massachusetts Department of Higher Education (DHE) · Massachusetts State College Building Authority (MSCBA) · Massachusetts State Universities

· University of Massachusetts (UMass) System · UMass Building Authority (UMBA)

1.3 Applicable Procurement Law This RFR is issued, and any contract will be awarded, under MGL c. 7, § 22; c. 30, § 51, § 52; and 801 CMR 21.00 (Goods and Services).

1.4 Registration in COMMBUYS In order to respond to this RFR, Consultants must register and maintain an active COMMBUYS vendor account. See section 7.2 of this RFR.

1.5 Proposal Submission in COMMBUYS Consultants must submit all proposals electronically through COMMBUYS. See Section 8 of this RFR.

1.6 Available to Vendors on Existing Statewide Contracts This RFR is available to PRF61 and PRF65 vendors, and is open to other respondents.

1.7 Applicable Statewide Contract If any statewide contract vendor is awarded the Contract, the engagement will be considered to be under the associated statewide contract. All work must be reported under that statewide contract.

1.8 Number of awards The target maximum number of Contracts is one. Consultants may team with other subconsultants to form a “Team”. This is a target number; more Contracts may be awarded if it is in the best interests of the Commonwealth to do so.

1.9 Strategic Sourcing Team (SST) A Strategic Sourcing Team (SST), consisting of representatives from DCAMM, EOE, DHE and the UMass System, will review the responses to this solicitation, evaluate the proposals using the

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

criteria specified in Section 5 of this RFR, and select the consultant that provides the best value to the Commonwealth based upon the specified RFR requirements and criteria.

1.10 Adding Contractors after initial Contract award If, over the life of the Contract, the SST determines that additional Consultants should be added, these may first be drawn from qualified companies which responded to this RFR but were not awarded contracts. If necessary to meet the requirements of the Commonwealth, the RFR may be reopened to obtain additional Proposals.

1.11 Eligible Entities Any contract resulting from this RFR will be open for use to the issuing entity only.

1.12 Acquisition Method The acquisition method to acquire services from this RFR is Fee for Service.

1.13 Contract Duration Although the amount of time given to complete the Study will be determined by acceptance of the Proposed Study Schedule submitted, DCAMM estimates that work will commence in March, 2016 and that the anticipated duration of the Study is one (1) year from contract execution (see Section 3.3 of this RFR). The term of the contract may be extended to provide any associated services as determined by DCAMM.

1.14 Estimated Value of the Contract The estimated value of services resulting from this RFR is $800,000. The Commonwealth makes no guarantee that any commodities or services will be purchased from any Contract resulting from this RFR.

1.15 Compensation No services may be performed or fees incurred by Consultants under the Contract unless a Scope of Services has been agreed to in writing with a not-to-exceed amount and a written notice to proceed has been issued. No payments will be made for work not performed or items not provided. There will be no reimbursements for travel expenses, phone charges, tolls, fuel, parking or rental fees allowed on projects. The fees to be paid shall be specified in the Contract and shall not exceed the maximum fees identified in the Contract. The services that may be provided are set forth in the RFR except as

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

7 specified in any proposal that may be accepted by DCAMM or negotiated and agreed to by DCAMM and Consultant firms, and except as noted below, all expenses to deliver services shall be included in the Contract prices. All invoices for payment under any Contract entered into pursuant to this RFR shall include a detailed accounting of work authorized under the Contract in a form and detail acceptable to DCAMM. Invoices must be submitted in a timely manner.

This is a task order contract. Individual tasks will be authorized in advance by DCAMM along with an agreed upon scope of work, budget (based on rates submitted by the Respondent and included in the contract), and schedule. Reimbursable “out-of-pocket” will not be allowed for this project. If the respondent has reasonable expenses associated with the project, they must be identified and quantified in the respective task order proposal, and included in the proposed fee. Compensation for travel expenses will not be made by DCAMM under this contract. Only DCAMM will determine what expenses will be considered reasonable and compensable. Payments under the contract shall be made by DCAMM within 45 days after receipt by DCAMM of an invoice. Payment will be made based upon completion of tasks as outlined in a mutually agreed-upon work plan.

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2 ESTIMATED PROCUREMENT CALENDAR

EVENT DATE

Announcement of Intent to Procure December 7, 2015

Availability of RFR on COMMBUYS January 4, 2016

Submission of Consultant Questions January 4, 2016 through through COMMBUYS January 20, 2016 at 5:00 PM

Responses to Consultant Questions January 26, 2016 posted in COMMBUYS (Estimated)

RFR Amendment Deadline January 29, 2016

Proposal Submission Deadline February 9, 2016 - 2:00 PM

Consultant Interviews February 24, 2016 between 9 AM and 1 PM (if conducted) or February 26, 2016 between 1 PM and 5 PM

Estimated Contract Start Date March 14, 2016

Times are Eastern Standard/Daylight Savings (US), as displayed on the COMMBUYS system clock displayed to Consultants after logging in. If there is a conflict between the dates in this Procurement Calendar and dates on the Solicitation’s Summary tab and Forum pages, the dates on the Solicitation’s Summary tab and Forum pages on COMMBUYS shall prevail. Any changes in the Estimated Procurement Calendar which are made after the RFR has been published will not result in amendments to the Estimated Procurement Calendar. Such changes will appear only on the Solicitation’s Summary tab and/or related Forum pages on COMMBUYS. Consultants are responsible for checking the Solicitation’s Summary tab and related Forum pages on COMMBUYS for Procurement Calendar updates.

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2.1 Written questions via the Bid Q&A on COMMBUYS The “Bid Q&A” provides the opportunity for Consultants to ask written questions and receive written answers from the DCAMM regarding this RFR. All Consultants’ questions must be submitted through the Bid Q&A found on COMMBUYS (see below for instructions). Questions may be asked at any time prior to the Deadline for Submission of Questions stated in the Estimated Procurement Calendar. The issuing department reserves the right not to respond to questions submitted after this date. It is the Consultant’s responsibility to verify receipt of questions. Please note that any questions submitted to the DCAMM using any other medium (including those that are sent by mail, fax, email or voicemail, etc.) will not be answered. To reduce the number of redundant or duplicate questions, Consultants are asked to review all questions previously submitted to determine whether the Consultant’s question has already been posted. Consultants are responsible for entering content suitable for public viewing, since all of the questions are accessible to the public. Consultants must not include any information that could be considered personal, security sensitive, inflammatory, incorrect, collusory, or otherwise objectionable, including information about the Consultant’s company or other companies. DCAMM reserves the right to edit or delete any submitted questions that raise any of these issues or that are not in the best interest of the Commonwealth or this RFR. All answers are final when posted. Any subsequent revisions to previously provided answers will be dated. It is the responsibility of the prospective/awarded Consultant to maintain an active registration in COMMBUYS and to keep current the email address of the Consultant’s contact person and prospective contract manager. If awarded a contract, the Consultant is required to monitor that email inbox for communications from the Purchasing Department, including requests for clarification. The Purchasing Department and the Commonwealth assume no responsibility if a prospective/awarded Consultant’s designated email address is not current, or if technical problems, including those with the prospective/awarded Consultant’s computer, network or internet service provider (ISP) cause email communications sent to/from the prospective/awarded Consultant and the Purchasing Department to be lost or rejected by any means including email or spam filtering. 2.1.1 Locating Bid Q&A Log into COMMBUYS, locate the RFR, acknowledge receipt of the RFR, and scroll down to the bottom of the RFR Header page. The “Bid Q&A” button allows Consultants access to the Bid Q&A page.

2.2 Amendment Deadline The SST reserves the right to make amendments to the RFR after initial publication. Any revisions, updates or addenda to this RFR will be posted on the Massachusetts statewide procurement website, COMMBUYS (www.commbuys.com). It is each Consultant’s responsibility to check

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COMMBUYS for any amendments, addenda or modifications to this RFR, and any Bid Q&A records related to this RFR. The SST and the Commonwealth accepts no responsibility and will provide no accommodation to Consultants who submit a Proposal based on an out-of-date RFR or on information received from a source other than COMMBUYS.

2.3 Interviews The SST reserves the right to interview some or all consultants at its discretion. Selected Consultants who are asked to participate in Interviews will be expected to prioritize this in their schedules. The SST will make every effort to find a mutually convenient time on the scheduled dates (February 24 between 9AM and 1PM, and February 26, 2016 between 1PM and 5PM) for the Consultant and the SST. Failure to appear in person at the scheduled time of the interview may result in disqualification, reduction of points or other action that the SST deems appropriate. If requested, DCAMM may approve alternate arrangements for an interview such as via Skype, WebEx or the like.

2.4 Supplier Diversity Program (SDP) Massachusetts Executive Order 524 established a policy to promote the award of state contracts in a manner that develops and strengthens Minority and Women Business Enterprises (M/WBEs) that resulted in the Supplier Diversity Program in Public Contracting. M/WBEs are strongly encouraged to submit responses to this RFR, either as prime vendors, joint venture partners or other type of business partnerships. Similarly, Executive Order 546 established the Service-Disabled Veteran-Owned Business Enterprise (SDVOBE) Program to encourage the participation of businesses owned and controlled by service-disabled veterans in all areas of state procurement and contracting, thereby including them in the SDP. All bidders must follow the requirements set forth in the SDP section of the RFR, which will detail the specific requirements relating to the prime vendor’s inclusion of M/WBEs and/or SDVOBEs. Consultants are required to develop creative initiatives to help foster new business relationships with M/WBEs and/or SDVOBEs within the primary industries affected by this RFR. In order to satisfy the compliance of this section and encourage bidder’s participation of SDP objectives, the Supplier Diversity Program (SDP) Plan for large procurements greater than $150,000 will be evaluated at 10% or more of the total evaluation. Once an SDP commitment, expressed as a percentage of contract revenues, is approved, DCAMM will then monitor the contractor’s performance, and use actual expenditures with SDO certified M/WBE contractors and the Center for Veterans Enterprise certified SDVOBEs to fulfill their own SDP expenditure benchmarks. M/WBE and SDVOBE participation must be incorporated into and monitored for all types of procurements regardless of size; however, submission of an SDP Plan is mandated only for large procurements over $150,000. Unless otherwise specified in the RFR, the following SDP forms are required to be submitted by the deadlines noted below in order to meet the mandatory participation requirements of the SDP:

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SDP PLAN FORM # / NAME SUBMITTED BY WHEN SUBMITTED

SDP Plan Form #1 – All Consultants With RFR Response SDP Plan Commitment

SDP Plan Form #2 – Declaration Newly Awarded Within 30 days of of SDP Partners Contractors contract execution

SDP Plan Form #3 – Within 45 days of the Contractors SDP Spending Report end of each quarter

2.4.1 Supplier Diversity Program (SDP) Resources: · Resources available to assist Prime Consultants in finding potential Minority Business Enterprises (MBE) and Women Business Enterprises (WBE) partners can be found at: www.mass.gov/sdp

· Resources available to assist Prime Consultants in finding potential Service-Disabled Veteran-Owned Business Enterprise (SDVOBE) partners can be found on the Operational Services Division’s SDO webpage at: www.mass.gov/sdo

· The Operational Services Division’s Supplier Diversity Program offers training on the SDP Plan requirements. The dates of upcoming trainings can be found at: Supplier Diversity Program Trainings. In addition, the SDP Webinar can be located on the SDP website at www.mass.gov/SDP. 2.4.2 Supplier Diversity Program Subcontracting Policies In addition to the Subcontracting Policies (see Section 7.18, Subcontracting Policies, of this RFR, and Section 9, Subcontracting By Contractor, of the Commonwealth Terms and Conditions) that apply to all subcontracted services, agencies may define specific required deliverables for a contractor’s SDP Plan, including, but not limited to, documentation necessary to verify subcontractor commitments and expenditures with Minority- or Women-Owned Business Enterprises (M/WBEs) and Service-Disabled Veteran-Owned Business Enterprises (SDVOBE) for the purpose of monitoring and enforcing commitments made in a contractor’s Supplier Diversity Program (SDP) Plan.

2.5 Executive Order 515, Establishing an Environmental Purchasing Policy Products and services purchased by state agencies must be in compliance with Executive Order 515, issued October 27, 2009. Under this Executive Order, Executive Departments are required to reduce their impact on the environment and enhance public health by procuring environmentally preferable products and services (EPPs) whenever such products and services perform to satisfactory standards and represent best value, consistent with 801 CMR 21.00. In line with this directive, all contracts, whether departmental or statewide, must comply with the specifications and

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12 guidelines established by OSD and the EPP Program. EPPs are considered to be products and services that help to conserve natural resources, reduce waste, protect public health and the environment, and promote the use of clean technologies, recycled materials, and less toxic products. Questions concerning the EO or the appropriate specifications may be directed to OSD’s EPP Procurement Program, www.mass.gov/epp. The Order can be seen at http://www.mass.gov/courts/docs/lawlib/eo500-599/eo515.pdf.

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3 CONSULTANT QUALIFICATIONS AND SCOPE OF SERVICES

3.1 Consultant Qualifications Consultants (on their own or in partnership with other individuals or firms) must possess, and will be evaluated, on their skill, knowledge and experience in providing the requested consultant services to large and complex organizations. Consultants should demonstrate specific experience and capability in the following areas:

· Strategic planning for complex systems and with respect to resource allocation

· Data analysis and assessment for complex systems · Excellent communication skills and experience facilitating discussions for a diverse and broad array of stakeholders

· Evaluation of collaborative and partnership opportunities · Strategic planning for higher education systems that encompasses missions, policies and programs, specifically experience with the role of higher education systems in addressing economic development and labor and workforce needs

· Higher education facilities planning including space needs analysis, benchmarking, facilities conditions assessments and campus development

3.2 Scope of Services The expected Scope of Services includes, but may not be limited to, the following major tasks, described in detail in 3.2.1 below:

A) Provide a Detailed Work Plan B) Review, Collect and Organize Background Data C) Synthesize and Analyze Information D) Develop a Process for, and Facilitate, Regional Discussions of Opportunities for Collaboration

E) Develop Criteria and Methodology for Prioritization of Capital Investment Each task includes deliverables summarized below.

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3.2.1 Tasks and Deliverables

A) Provide a Detailed Work Plan The selected Consultant is expected to build on the Scope of Services set forth below, and provide a detailed Work Plan for this Study. Within two weeks of the Notice to Proceed, the Consultant will review with DCAMM and EOE, and finalize with the Working Group, a Work Plan describing in detail how they intend to implement, on a task by task basis, the Scope of Services for this Study as described in this RFR. This Work Plan will be presented to the Working Group (as defined in Section 1.2.5) at an Initial Study Meeting.

Deliverables for this task:

v Work Plan The Work Plan shall include without limitation:

· a narrative introduction describing the approach and methodology for the Study

· a detailed schedule, including expected presentation dates to the Working Group

· a step by step outline of tasks and implementation plan with hours and deliverables

· a methodology for engaging stakeholders

B) Review, Collect and Organize Background Data The Consultant shall develop a broad understanding of the key areas relevant to the goals of this Study by reviewing existing documentation. Existing data regarding space inventories, enrollment and building condition will be made available, as well as institutional strategic plans, master plans and ADA Strategic Compliance Assessments. The Consultant is responsible for identifying relevant areas of inconsistency or data gaps, and gathering further information as needed in a cost effective way. This task includes, without limitation, the following steps:

a) Develop an understanding of national context for higher education systems including best practices, trends and current status of other state public higher education systems.

b) Develop an understanding of state and regional economic development goals and initiatives, and labor and workforce needs by reviewing current statewide and regional plans and related research including, but not limited to:

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§ State and regional economic development plans § State and regional labor and workforce development plans c) Develop an understanding of the strategic direction of the Massachusetts Higher Education system across all sectors and for each institution by reviewing current institutional goals, strategic initiatives and programs at all 29 of the Massachusetts higher education colleges and universities including, but not limited to:

§ Institutional strategic plans and missions § Program offerings, including online program offerings and workforce training programs

§ Enrollment trends and projections including demographics and service areas (see Attachment C to this RFR)

§ Graduation rates § Campus access; transportation d) Develop an understanding of campus facilities including existing space, space needs and facility condition by reviewing existing information regarding each institution, including but not limited to:

§ Campus Master Plans, Master Plan updates and ADA Strategic Compliance Assessments and Implementation Plans

§ Space Inventories § Facility Condition Assessments (including, but not limited to, reports from Sightlines, VFA, Inc. and CAMIS (Capital Asset Management Information System))(see Attachment E to this RFR) e) Identify relevant gaps in the information to establish consistency f) Propose a methodology for gathering additional information g) Lead the effort to gather additional data. h) Organize, sort and summarize the data into useful categories

Deliverables for this task:

v Assessment of Existing Data and Plan for Additional Data Collection (if needed)

Provide an assessment of the quantity and quality of existing data. If additional data collection is needed, provide a methodology for data gathering for review and approval.

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v Presentation on the National Context for Public Higher Education Systems Present an overview of the trends and best practices in public higher education systems across the nation. The presentation will include, without limitation, a description of what other public higher education systems across the country are doing in general terms and more specifically with regard to the workforce and labor needs of their State.

v Report on Existing Massachusetts Public Higher Ed System Profile and Data Compilation

Provide a compilation report of data that clearly illustrates the current higher education system in terms of its key dimensions:

· Enrollment and graduation rates · Academic programs and training opportunities · Existing facilities space inventory · Existing facilities building conditions

C) Synthesize and Analyze Information The Consultant shall synthesize the information and data gathered and perform a comprehensive analysis of this information from the institutional, regional and state perspectives. This task includes, without limitation, the following steps:

a) Assess the current and projected space needs based on enrollment trends and benchmarking using industry standards.

b) Summarize data regarding overall campus infrastructure and facilities conditions to provide a statewide and regional overview of existing campus infrastructure, facility conditions and deferred maintenance needs

c) Identify key academic programs and workforce training opportunities offered and assess the programs offered with regards to capacity, enrollment, graduation, space availability, space quality and space needs.

d) Identify key labor and workforce needs and their complimentary programs/workforce training programs from a statewide and regional perspective

e) Map the current distribution of key programs and needs from a statewide and regional perspective

f) Map the current collaboration activities across campuses and between campuses and major private partners

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g) Evaluate the strength of existing connections and networks to inform the regional stakeholder engagement process (see Task D below)

Deliverables for this task:

v Analysis, Narrative and Presentation on System Alignment with Labor and Workforce Needs

Provide a narrative and slide presentation that clearly illustrates the alignment of current Massachusetts higher education programs with statewide and regional workforce and economic development needs.

D) Develop a Process for, and Facilitate Regional Discussions of Opportunities Based on information gathered and the seven (7) regions defined by the WSC for planning for workforce, higher education and economic development systems (see Attachment D), the Consultant will determine “regional clusters” of campuses by identifying natural affinities and existing successful collaborations among campuses. The Consultant will develop a common process to guide stakeholder engagement in identified regional clusters to ensure quality, efficiency and consistency. In addition, the Consultant will develop a template to guide the production of a final report from each region, which can then be aggregated with reports from the other regions as part of the final statewide Strategic Framework (see below for details). The Consultant shall implement the above mentioned process as approved and facilitate regional discussion among campuses across all sectors of higher education system to foster development of strategic goals and identification of opportunities for collaboration and partnerships in light of statewide and regional workforce and economic development needs. Such discussions should include, to the extent it is both productive and practical, other key regional stakeholders and partners, including: employers, vocational/technical schools, workforce development agencies, private colleges, and mayors This task includes, without limitation, the following steps:

a) Identify regional clusters of campuses for more in depth planning b) Develop a planning process and report template for regional discussions in consultation with the Working Group

a) Organize meetings with regional stakeholders and meet representatives from each region a minimum of 2 times, respectively.

b) Site visits to campuses should be conducted as needed. Site visits will be organized through DCAMM.

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c) Work with the regional stakeholders to assist them in establishing regional strategic goals with consideration for enrollment projections, projected labor and workforce employment market demand and programmatic and space needs.

d) Define institutional, regional and statewide opportunities for campus facilities with regard to:

§ Opportunities for optimization of resource allocation

§ Needs and opportunities for labor and workforce development § Programmatic and space needs for vocational/technical education § Space surplus/deficit

§ Deferred maintenance and facility condition e) Finalize strategic priorities for capital investment

Deliverables for this task:

v Plan for Facilitation of Regional Discussions Provide a detailed plan for the facilitation of regional discussions for review and approval by the Working Group. The plan should include, without limitation, identification of “regional clusters”, identification of regional stakeholders, methodology for engaging stakeholders, template for regional reporting, and proposed schedule for regional discussions and reports.

v Presentation and Report for Regional Discussions Provide a slide presentation and a written report that summarizes the information from the regional facilitation effort and final strategic priorities for future capital investment decisions. Include regional reports and back-up information for each regional discussion in the written report.

E) Develop Criteria and Methodology for Prioritizing Capital Investment The Consultant shall integrate all information gathered and develop criteria and a methodology for prioritizing investment opportunities. Tasks will include, but are not limited to:

a) Breakdown operational ideas for improving use of resources and providing better opportunities for students including, but not limited to:

§ Public – Private partnerships § Partnerships among the institutions § Partnerships with vocational/technical schools

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§ Targeted programming b) Breakdown capital investment priorities by categories including, but not limited to: § Shared facilities

§ Adaptive re-use § Deferred maintenance § Capital renewal

§ New construction § Campus infrastructure c) Review existing funding sources for higher education projects and evaluate financial impact of opportunities d) Develop criteria and a methodology for prioritizing investment opportunities.

Deliverables for this task:

v Strategic Framework for Massachusetts Public Higher Education The report will be in narrative form, with relevant images, tables, charts and other graphics included. The report structure will include without limitation, the following:

· Executive Summary · Analysis framework · Description of the methodology · Findings from each regional plan and statewide patterns · Recommendations from each regional planning group and guidelines for prioritizing capital investments Provide a draft of the final report for review and comment Provide a final report, incorporating all comments and changes requested. If the Consultant developed computerized databases and files in the course of the Study, the Consultant will provide such computer databases and electronic files to DCAMM.

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3.3 Project Timeline and Meetings The following schedule of milestones and major meetings with the Working Group (participants listed in Section 1.2.5) is required. This timeline may require adjustment based on the Working Group’s availability and timely receipt of information.

2016 2017 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

Strategic Framework for Timeline Massachusetts Public Higher Education DRAFT FINAL Report Report

Working Group Meetings

Monthly Meetings

Regional Workshops (2 per Region)

All Working Group and Study Management Team will be arranged through DCAMM. In addition to the Working Group meetings, interim meetings with a smaller Study Management Team are required on a monthly basis (minimum) to review progress and findings and a minimum of 2 regional workshops/meetings with each identified “regional cluster” is required to facilitate collaboration. Milestones: March 2016 Initial Study Meeting, presentation of Work Plan April 2016 Assessment of Existing Data and Plan for Additional Data Collection (if needed) Presentation of National Context for Public Higher Education Systems June 2016 Briefing of current state of Massachusetts Public Higher Education System August 2016 Presentation of System Alignment with Workforce and Labor Needs Identification of “Regional Clusters” Proposal for Facilitating Regional Discussions October 2016 Presentation of Regional Report

December 2016 Final review of recommendations

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February 2016 Presentation of draft “Strategic Framework for Massachusetts Public Higher Education”

March 2017 Presentation of final “Strategic Framework for Massachusetts Public Higher Education”

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4 RESPONSE SUBMISSION REQUIREMENTS

4.1 Guidelines for Response Submission Failure to comply fully with the Response Submission provisions of this RFR may serve as grounds for rejection. Ownership of all data, materials, and documentation originated and prepared for this Study and submitted in response to the RFR shall belong to DCAMM and be subject to public inspection following the conclusion of the selection process subject to the terms of this RFR and with the Massachusetts Public Record Law. The Commonwealth may award a contract based upon responses received without additional submissions from Bidders. Accordingly, each Response shall be submitted on the most favorable terms to the Commonwealth without relying on clarifications, additional information, or interviews. However, the Commonwealth reserves the right to request negotiations, additional data, or other presentations from selected Bidders in support of written Responses. Unnecessary attachments, or documents not specifically asked for should not be submitted.

4.2 Required Components for Response Submissions The following seven components specific to this RFR must be included in the order outlined below with your response. Failure to include all of the requested information and completed required forms may result in rejection of your firm’s submission. Required RFR components are as follows:

A) Response Cover Sheet – See Exhibit A B) Submission Checklist – See Exhibit B C) Letter of Interest D) Respondent Qualifications E) Project Approach and Methodology F) Pricing Response Form – See Exhibit C

G) Standard Commonwealth Forms Specifics for each required RFR component are as follows:

A) Response Cover Sheet: Complete the Response Cover Sheet, a copy of which is attached as Exhibit A.

B) Submission Checklist

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Complete the Submission Checklist, a copy of which is attached as Exhibit B

C) Letter of Interest Write a letter which briefly describes the Respondent’s interest in the project, the ways in which the Respondent is ideally suited to this Study and the Respondent’s overall understanding of the goals of the Study.

D) Respondent Qualifications, Experience, Key Personnel and Background Include all of the following:

a) Firm Profiles for the prime consultant and any/all subconsultants. Provide a company resume or other document describing the respondent company’s history, qualifications and experience as it is relevant to this Study. Include, without limitation, a general description of the Consultant firm, including the company’s date of founding and organizational history, years in business, size, number of employees and their professional qualifications, office location(s) and affiliates. Identify clearly the full legal name of, and indicate the legal type of organization of, the entity that will be a party to the Contract procured by this RFR (Individual person, corporation, partnership, LLC, joint venture, etc.). Identify affiliated entities and all other names under which it has done business. Provide the same information for all subconsultants.

b) Experience Provide a description of the Consultant’s experience in all of the areas of service required by this RFR. Include, without limitation, information about whether the firm has in-house capabilities to provide all requested services and deliverables as detailed in Section 3.2, Scope of Services. If the firm does not have all in-house capabilities, identify which services it does and does not have in- house capabilities to provide. If certain services are proposed to be provided by a subconsultant to the Respondent, identify the subconsultant(s) and provide the same information requested of the Respondent, for such subconsultant. If teaming with subconsultants, provide a description of the Consultant’s and the Subconsultant’s experience(s) teaming with other organizations.

c) Team Organization Chart Provide a team organization chart which clearly indicates proposed Study management structure and primary responsibilities.

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Clearly identify which services are proposed to be provided by a subconsultant to the Consultant, identify the subconsultant and provide the same information requested for the primary Consultant for each such subconsultant. Identify the proposed project manager. d) Key Participant Resumes Provide resumes for each of the principals and key staff persons, for both the prime consultant and any subconsultants, who will be assigned to the Study if the respondent is selected by the SST. The submission must identify each individual’s proposed role/assignment on this Study and the expected duration of their participation. The individual resumes should be structured to emphasize the relevant qualifications and experience of these individuals in successfully completing contracts of a similar size and scope to those required by this RFR. Respondents should note that the principals, staff and subcontractors/ consultants/ individuals identified in the proposal as working on this Study will be expected to be assigned to the Study if the firm is selected, and the identified individuals or firms cannot be removed or replaced from the Study without the prior written approval of DCAMM. e) Relevant Projects and References Provide a minimum of least three (3), but no more than five (5), recent projects for the primary consultant and any key subconsultants that describe relevant experience. Submit one-page project descriptions tor each identified project along with references for that project. The chosen projects should demonstrate the Consultants expertise in areas relevant to this RFR. Provide names, titles, addresses and telephone numbers of references for the above mentioned projects. f) Background § Provide the following information for the Consultant and all proposed subconsultants/subcontractors:

§ A statement as to whether or not, during the last five (5) years, the Respondent, a subsidiary or intermediary company, parent company or holding company has been the subject of any order, judgement or decree of any federal or state authority barring, suspending, or otherwise limiting the right of the Respondent to engage in any business, practice, or activity or if trading in the stock of the companies has ever been suspended. If yes, please provide a detailed explanation.

§ A statement as to whether or not there are any judicial or administrative proceedings 'or matters to which the Respondent or a principal of the Respondent

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is a party, the outcome of which might have a bearing on the Respondent's financial and/or legal ability or capacity to perform as Consultant under the Contract. If yes, please provide a detailed explanation.

§ A statement as to whether or not there are any ongoing or anticipated bankruptcy proceedings concerning the Respondent's business or that of any subsidiary or intermediary company, parent company or holding company. If yes, please provide a detailed explanation.

§ A statement as to whether or not there are any matters in which the Respondent is in a position adverse to the Commonwealth. If yes, please provide a detailed explanation. If yes, also provide an analysis of whether such position constitutes a conflict of interest with the Commonwealth under M.G.L. c. 268A or any other law, such that it would affect the legal ability of Respondent to perform as Consultant under the Contract.

E) Study Approach and Methodology Provide a detailed narrative description of Study approach and an outline of planning methodology based on the Scope of Services described in Section 3 of this RFR. This should include, but is not limited to:

§ A proposed implementation plan describing the proposed services offered by your firm in response to this RFR, accompanied by a list of benchmarks and/or Study deliverables and a time-line/schedule for accomplishing such benchmarks and/or deliverables.

§ A Study schedule, incorporating all meetings, milestones and decision-points § A methodology for engaging stakeholders § Assumptions concerning information that the Commonwealth will be expected to provide as background

§ Any and all assumptions regarding the available data, data collection, and data analysis

§ Any anticipated limitations on the availability of data and on the use of data § A description of how any inconsistencies and anomalies in the data will be resolved This narrative should be developed such that it can convince the SST that the respondent understands the objectives that the contract is intended to meet, the nature of the required work and the level of effort necessary to successfully complete the contract. This narrative must convince the SST that the respondent's general approach and plans to undertake and complete the contract are appropriate to the tasks and subtasks involved.

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Mere reiterations of RFR tasks and subtasks are strongly discouraged, as they do not provide insight into the respondent's ability to successfully complete the contract. The respondent's response to the Scope of Services Section must convince the SST that the respondent's detailed plans and approach proposed to complete the Scope of Services are realistic, attainable and appropriate and that the respondent's proposal will lead to successful contract completion.

F) Pricing Response Form Complete the Pricing Response Form, a copy of which is attached as Exhibit C. Submit a proposed fee for services for completion of the Study. This fee must include all out- of-pocket expenses for the full Scope of Services. The proposal must include a Study budget, with a breakdown of direct costs (salaries, benefits, office, travel, printing, postage, etc.), indirect costs and fee. Costs not included in the fee for this Study will not be compensated. The Study budget should further identify principals and senior key staff and the amount of time each person will be dedicated to the Study and any portions of the services which the respondent intends to provide through a subcontractor or consultant. The Study budget should be broken down into five (5) parts to reflect the five (5) parts described in the Scope of Services (3.2). Include a schedule of hourly rates for principals and senior staff. The Contract will be set up on a task order basis using the prices and rates established in the Pricing Response Form. Individual tasks will be authorized in advance by DCAMM along with an agreed upon scope of work, budget, and schedule. Pricing flexibility to accommodate the possible desire on the part of DCAMM to perform some services more economically with agency in-house staff or other Consultants will also be weighed. DCAMM may request clarifying pricing information after the proposals have been submitted in order to make fair comparisons between the proposals.

G) Standard Commonwealth Forms The following mandatory forms to be executed by the Bidder must be included with the Bidder’s response. These Standard Commonwealth forms are available in this RFR and also on http://www.mass.gov/anf/budget-taxes-andprocurement/oversight-agencies/osd/osd- forms.html.

§ Standard Contract Form § Commonwealth Terms and Conditions § Authorized Signatory Listing § Supplier Diversity Program (SDP) Plan Commitment SDP Plan Form #1

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§ Form W-9 Request for Taxpayer Identification Number and Certification § Business References Form § Additional Environmentally Preferable Products / Practices Prompt Pay Discount Form

§ Electronic Funds Transfer Form see also https://massfinance.state.ma.us/VendorWeb/EFT_FORM.pdf NOTE: Although not required for this submission, the Consultant Contractor Mandatory Submission Form (see OSD Forms) will be required of all Consultants awarded contracts under this RFR.

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5 RESPONSE EVALUATION CRITERIA

The SST will review the responses to this solicitation and select the proposal that provides the best value to the Commonwealth based upon the specified RFR requirements and criteria. The purpose of such communication with a respondent, either through an in-person interview or a letter of clarification, is for the SST to obtain information and clarification from the respondent and to provide an opportunity for the respondent to clarify or elaborate on its proposal. Original proposals submitted, however, cannot be supplemented, changed, or corrected in any way unless requested and permitted by the SST. The SST, at its sole discretion, may also request that respondents submit a final and best offer. No inquiries regarding other proposals are permitted until after the selection process has been concluded and a contract awarded. Respondents may not attend the interviews of other respondents. Interviews may be conducted by the SST. The SST anticipates that any interviews will be held on February 24, 2016 and/or February 26, 2016. During the selection process, the SST reserves the right to take any or all of the following actions if it deems them to be in the interests of the Commonwealth of Massachusetts: a) reject any and all proposals; b) waive any minor informalities in proposals received or request Respondents to correct them; c) request additional information from Respondents and seek clarification from a Respondent provided the SST determines it is not prejudicial to the interests of the other Respondents to do so. Action by the SST in this regard should not be construed to imply acceptance or rejection of a proposal. Consultants will be rated and ranked to determine which Consultants will proceed to subsequent stages of the evaluation and/or enter into negotiations with the Commonwealth to receive a Contract award.

5.1 Evaluation Components The SST will evaluate respondents based upon the information and materials contained in the response to this solicitation, interviews (if any) and any other information requested or obtained by the SST. The SST will make its selection based on the following criteria:

A) Consultant or Consultant Team Qualifications, Experience and Key Personnel The SST will rate highly those proposers that demonstrate the strongest proposals in regard to the qualifications and experience of the Consultant, the Consultant's management, supervisory or other key personnel assigned to the contract and that of its subconsultants, with emphasis on documented experience in successfully completing work on contracts of similar size and scope to those required by this RFR, including without limitation:

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§ The strength and extent of experience of Consultant/Consultant team and key personnel on similar projects in scope and complexity to the Scope of Services described in this RFR

§ The breadth and depth of experience of Consultant/Consultant team and of key personnel in leading strategic planning with large-scale organizations or systems, especially, but not exclusively, in higher education, and more specifically higher education systems

§ The demonstration of excellent facilitation and negotiation skills and capacity and the documented ability of team members to work with a broad array of stakeholders

§ The ability to easily understand, manipulate data and present it clearly and effectively

§ The capability and capacity of the Consultant to provide the specified services, including without limitation showing the necessary time commitment to perform the requested services and the ability to complete tasks in a timely manner.

§ Having key personnel readily available to perform the scope of work in a cost effective and professional manner.

B) Proposed approach and methodology for completing the Study The SST will rate highly those proposers that provide the strongest proposals with regard to the clarity, quality and comprehensiveness of the proposed approach and methodology, as reflected in:

§ The overall clarity and quality in the preparation and presentation of the proposed approach and methodology.

§ The demonstrated understanding of the Scope of Services as described in this RFR. § The demonstrated ability to complete the Scope of Services in a timely manner. § The proposed timeline and team composition as requested in Section 4

C) Proposed pricing and fees The SST will rate highly the respondents that provide competitive proposals.

Though price will be a significant consideration in the award, the SST will not necessarily award the contract to the Bidder who proposes the lowest prices. Rather, selection of a respondent will be based on providing the overall best value to the Commonwealth.

D) Supplier Diversity Program (SDP) Plan

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The SST will consider the strength of Bidder’s Supplier Diversity Program Plan (SDP) (see Section 2.4 of this RFR). Proposals will be rated highly for fostering substantive business relationships with M/WBSs and/or SDVOBEs within the services affected by this RFR. The SDP plan will be worth 10% of the total evaluation score

E) Overall Compliance with RFR Requirements This criterion will be evaluated based on overall responsiveness to providing all forms and requirements of the RFR including, without limitation, consideration of the number and type of exceptions taken to RFR requirements, if any, and the clarity of and initiative in the preparation and presentation of the proposal submitted in response to this RFP. Respondents are advised that no exceptions may be taken to the Commonwealth's Terms and Conditions and Standard Contract Form. Consultants must include all appropriate documents, including a properly prepared cover sheet (Exhibit A).

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6 REQUIRED TERMS FOR ALL RFRS

6.1 General Procurement Information 6.1.1 Alterations Consultants may not alter (manually or electronically) the RFR language or any RFR component files, except as directed in the RFR. Modifications to the body of the RFR, specifications, terms and conditions, or which change the intent of this RFR are prohibited and may disqualify a Proposal. 6.1.2 Ownership of Submitted Proposals The SST shall be under no obligation to return any Proposals or materials submitted by a Consultant in response to this RFR. All materials submitted by Consultants become the property of the Commonwealth of Massachusetts and will not be returned to the Consultant. The Commonwealth reserves the right to use any ideas, concepts, or configurations that are presented in a Consultant’s Proposal, whether or not the Proposal is selected for Contract award. Proposals stored on COMMBUYS in the encrypted lock-box are the file of record. Consultants retain access to a read-only copy of this submission via COMMBUYS, as long as their account is active. Consultants may also retain a traditional paper copy or electronic copy on a separate computer or network drive or separate media, such as CD or DVD, as a backup. 6.1.3 Prohibitions Consultants are prohibited from communicating directly with any employee of the procuring Department or any member of the SST regarding this RFR except as specified in this RFR, and no other individual Commonwealth employee or representative is authorized to provide any information or respond to any question or inquiry concerning this RFR. Consultants may contact the contact person using the contact information provided in the Header Information this RFR in the event that this RFR is incomplete or information is missing. Consultants experiencing technical problems accessing information or attachments stored on COMMBUYS should contact the COMMBUYS Helpdesk (see the document cover page for contact information). In addition to the certifications found in the Commonwealth’s Standard Contract Form, by submitting a Proposal, the Consultant certifies that the Proposal has been arrived at independently and has been submitted without any communication, collaboration, or without any agreement, understanding or planned common course or action with, any other Consultant of the commodities and/or services described in the RFR.

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6.2 Terms and Requirements Pertaining to Awarded Contracts 6.2.1 Commonwealth Tax Exemption Invoices or invoices submitted to Massachusetts government entities must not include sales tax. 6.2.2 Contractor’s Contact Information It is the Contractor’s responsibility to keep the Contractor’s Contract Manager information current. If this information changes, the Contractor must notify the Contract Manager by email immediately, using the address located in the Header Information of the Purchase Order or Master Blanket Purchase Order on COMMBUYS.

The Commonwealth assumes no responsibility if a Contractor’s designated email address is not current, or if technical problems, including those with the Contractor’s computer, network or internet service provider (ISP), cause e-mail communications between the Consultant and the SST to be lost or rejected by any means including email or spam filtering. 6.2.3 Publicity Any Contractor awarded a contract under this RFR is prohibited from selling or distributing any information collected or derived from the Contract, including lists of participating Eligible Entities, Commonwealth employee names, telephone numbers or addresses, or any other information except as specifically authorized by the SST.

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7 RFR - REQUIRED SPECIFICATIONS

In general, most of the required contractual stipulations are referenced in the Standard Contract Form and Instructions and the Commonwealth Terms and Conditions (either version). However, the following RFR provisions must appear in all Commonwealth competitive procurements conducted under 801 CMR 21.00:

The terms of 801 CMR 21.00: Procurement of Commodities and Services (and 808 CMR 1.00: Compliance, Reporting and Auditing for Human and Social Services, if applicable) are incorporated by reference into this RFR. Words used in this RFR shall have the meanings defined in 801 CMR 21.00 (and 808 CMR 1.00, if applicable). Additional definitions may also be identified in this RFR. Other terms not defined elsewhere in this document may be defined in OSD’s Glossary of Terms. Unless otherwise specified in this RFR, all communications, responses, and documentation must be in English, all measurements must be provided in feet, inches, and pounds and all cost proposals or figures in U.S. currency. All responses must be submitted in accordance with the specific terms of this RFR.

7.1 COMMBUYS Market Center COMMBUYS is the official source of information for this RFR and is publicly accessible at no charge at www.commbuys.com. Information contained in this document and in COMMBUYS, including file attachments, and information contained in the related RFR Questions and Answers (Q&A), are all components of the RFR, as referenced in COMMBUYS, and are incorporated into the RFR and any resulting contract. Consultants are solely responsible for obtaining all information distributed for this RFR via COMMBUYS. Bid Q&A supports Consultant submission of written questions associated with a RFR and publication of official answers. It is each Consultant’s responsibility to check COMMBUYS for:

· Any amendments, addenda or modifications to this RFR, and · Any Bid Q&A records related to this RFR. The Commonwealth accepts no responsibility and will provide no accommodation to Consultants who submit a Proposal based on an out-of-date RFR or on information received from a source other than COMMBUYS.

7.2 COMMBUYS Registration Consultants may elect to obtain a free COMMBUYS Seller registration which provides value- added features, including automated email notification associated with postings and modifications to COMMBUYS records. However, in order to respond to a RFR, Consultants must register and maintain an active COMMBUYS Seller account.

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All Consultants submitting a Proposal (previously referred to as Response) in response to this RFR (previously referred to as Solicitation) agree that, if awarded a contract: (1) they will maintain an active seller account in COMMBUYS; (2) they will, when directed to do so by the procuring entity, activate and maintain a COMMBUYS-enabled catalog using Commonwealth Commodity Codes; (3) they will comply with all requests by the procuring entity to utilize COMMBUYS for the purposes of conducting all aspects of purchasing and invoicing with the Commonwealth, as added functionality for the COMMBUYS system is activated; (4) Consultant understands and acknowledges that all references to the Comm-PASS website or related requirements throughout this RFR, shall be superseded by comparable requirements pertaining to the COMMBUYS website; and (6) in the event the Commonwealth adopts an alternate market center system, successful Consultants will be required to utilize such system, as directed by the procuring entity. Commonwealth Commodity Codes are based on the United Nations Standard Products and Services Code (UNSPSC). The COMMBUYS system introduces new terminology, which bidders must be familiar with in order to conduct business with the Commonwealth. To view this terminology and to learn more about the COMMBUYS system, please visit the COMMBUYS Resource Center.

7.3 Multiple Proposals Consultants may not submit Multiple Proposals in response to a RFR unless the RFR authorizes them to do so. If a Consultant submits multiple quotes in response to an RFR that does not authorize multiple responses, only the latest dated quote submitted prior to the bid opening date will be evaluated.

7.4 Proposal Content RFR specifications for delivery, shipping, billing and payment will prevail over any proposed Consultant terms entered as part of the Proposal, unless otherwise specified in the RFR.

7.5 Best Value Selection and Negotiation The Strategic Sourcing Team or SST (formerly referred to as Procurement Management Team or PMT) may select the response(s) which demonstrates the best value overall, including proposed alternatives that will achieve the procurement goals of the department. The SST and a selected bidder, or a contractor, may negotiate a change in any element of contract performance or cost identified in the original RFR or the selected bidder’s or contractor’s response which results in lower costs or a more cost effective or better value than was presented in the selected bidder’s or contractor’s original response.

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7.6 Consultant Communication Consultants are prohibited from communicating directly with any employee of the procuring department or any member of the SST regarding this RFR except as specified in this RFR, and no other individual Commonwealth employee or representative is authorized to provide any information or respond to any question or inquiry concerning this RFR. Consultants may contact the contact person for this RFR in the event this RFR is incomplete or the bidder is having trouble obtaining any required attachments electronically through COMMBUYS.

7.7 Contract Expansion If additional funds become available during the contract duration period, the department reserves the right to increase the maximum obligation to some or all contracts executed as a result of this RFR or to execute contracts with contractors not funded in the initial selection process, subject to available funding, satisfactory contract performance and service or commodity need.

7.8 Costs Costs which are not specifically identified in the bidder’s response, and accepted by a department as part of a contract, will not be compensated under any contract awarded pursuant to this RFR. The Commonwealth will not be responsible for any costs or expenses incurred by bidders responding to this RFR.

7.9 Electronic Communication/Update of Consultant’s/Contractor’s Contact Information It is the responsibility of the prospective bidder and awarded contractor to keep current on COMMBUYS the email address of the bidder’s contact person and prospective contract manager, if awarded a contract, and to monitor that email inbox for communications from the SST, including requests for clarification. The SST and the Commonwealth assume no responsibility if a prospective bidder’s/awarded contractor’s designated email address is not current, or if technical problems, including those with the prospective bidder’s/awarded contractor’s computer, network or internet service provider (ISP) cause email communications sent to/from the prospective bidder/awarded contractor and the SST to be lost or rejected by any means including email or spam filtering.

7.10 Electronic Funds Transfer (EFT) All bidders responding to this RFR must agree to participate in the Commonwealth Electronic Funds Transfer (EFT) program for receiving payments, unless the bidder can provide compelling proof that it would be unduly burdensome. EFT is a benefit to both contractors and the Commonwealth because it ensures fast, safe and reliable payment directly to contractors and saves both parties the cost of processing checks. Contractors are able to track and verify payments made electronically through the Comptroller’s Vendor Web system. A link to the EFT application can be

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

found on the OSD Forms page (OSD Forms). Additional information about EFT is available on the VendorWeb site (Guidance for Vendors). Successful bidders, upon notification of contract award, will be required to enroll in EFT as a contract requirement by completing and submitting the Authorization for Electronic Funds Payment Form to this department for review, approval and forwarding to the Office of the Comptroller. If the bidder is already enrolled in the program, it may so indicate in its response. Because the Authorization for Electronic Funds Payment Form contains banking information, this form, and all information contained on this form, shall not be considered a public record and shall not be subject to public disclosure through a public records request. The requirement to use EFT may be waived by the SST on a case-by-case basis if participation in the program would be unduly burdensome on the bidder. If a bidder is claiming that this requirement is a hardship or unduly burdensome, the specific reason must be documented in its response. The SST will consider such requests on a case-by-case basis and communicate the findings with the bidder.

7.11 Executive Order 509, Establishing Nutrition Standards for Food Purchased and Served by State Agencies (as applicable) Food purchased and served by state agencies must be in compliance with Executive Order 509, issued in January 2009. Under this Executive Order, all contracts resulting from procurements posted after July 1, 2009 that involve the purchase and provision of food must comply with nutrition guidelines established by the Department of Public Health (DPH). The nutrition guidelines are available at the Department’s website: Executive Order # 509 Guidance.

7.12 HIPAA: Business Associate Contractual Obligations (as applicable) Consultants are notified that any department meeting the definition of a Covered Entity under the Health Insurance Portability and Accountability Act of 1996 (HIPAA) will include in the RFR and resulting contract sufficient language establishing the successful bidder’s contractual obligations, if any, that the department will require in order for the department to comply with HIPAA and the privacy and security regulations promulgated thereunder (45 CFR Parts 160, 162, and 164) (the Privacy and Security Rules). For example, if the department determines that the successful bidder is a business associate performing functions or activities involving protected health information, as such terms are used in the Privacy and Security Rules, then the department will include in the RFR and resulting contract a sufficient description of business associate’s contractual obligations regarding the privacy and security of the protected health information, as listed in 45 CFR 164.314 and 164.504 (e), including, but not limited to, the bidder's obligation to: implement administrative, physical, and technical safeguards that reasonably and appropriately protect the confidentiality, integrity, and availability of the protected health information (in whatever form it is maintained or used, including verbal communications); provide individuals access to their records; and strictly limit use and disclosure of the protected health information for only those purposes approved by the department. Further, the department reserves the right to add any requirement

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

during the course of the contract that it determines it must include in the contract in order for the department to comply with the Privacy and Security Rules...

7.13 Minimum Proposal (RFR Response) Duration Consultants Proposals made in response to this RFR must remain in effect for at least 90 days from the date of quote submission.

7.14 Prompt Payment Discounts (PPD) All bidders responding to this procurement must agree to offer discounts through participation in the Commonwealth Prompt Payment Discount (PPD) initiative for receiving early and/or on-time payments, unless the bidder can provide compelling proof that it would be unduly burdensome. PPD benefits both contractors and the Commonwealth. Contractors benefit by increased, usable cash flow as a result of fast and efficient payments for commodities or services rendered. Participation in the Electronic Funds Transfer initiative further maximizes the benefits with payments directed to designated accounts, thus eliminating the impact of check clearance policies and traditional mail lead time or delays. The Commonwealth benefits because contractors reduce the cost of products and services through the applied discount. Payments that are processed electronically can be tracked and verified through the Comptroller’s Vendor Web system. The PPD form can be found as an attachment for this RFR on COMMBUYS. Consultants must submit agreeable terms for Prompt Payment Discount using the PPD form within their proposal, unless otherwise specified by the SST. The SST will review, negotiate or reject the offering as deemed in the best interest of the Commonwealth. The requirement to use PPD offerings may be waived by the SST on a case-by-case basis if participation in the program would be unduly burdensome on the bidder. If a bidder is claiming that this requirement is a hardship or unduly burdensome, the specific reason must be documented in or attached to the PPD form.

7.15 Public Records All responses and information submitted in response to this RFR are subject to the Massachusetts Public Records Law, M.G.L., c. 66, s. 10, and to c. 4, s. 7, ss. 26. Any statements in submitted responses that are inconsistent with these statutes shall be disregarded.

7.16 Reasonable Accommodation Consultants with disabilities or hardships that seek reasonable accommodation, which may include the receipt of RFR information in an alternative format, must communicate such requests in writing to the contact person. Requests for accommodation will be addressed on a case by case basis. A bidder requesting accommodation must submit a written statement which describes the bidder’s

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

disability and the requested accommodation to the contact person for the RFR. The SST reserves the right to reject unreasonable requests.

7.17 Restriction on the Use of the Commonwealth Seal Consultants and contractors are not allowed to display the Commonwealth of Massachusetts Seal in their bid package or subsequent marketing materials if they are awarded a contract because use of the coat of arms and the Great Seal of the Commonwealth for advertising or commercial purposes is prohibited by law.

7.18 Subcontracting Policies Prior approval of the department is required for any subcontracted service of the contract. Contractors are responsible for the satisfactory performance and adequate oversight of its subcontractors. Human and social service subcontractors are also required to meet the same state and federal financial and program reporting requirements and are held to the same reimbursable cost standards as contractors.

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

8 INSTRUCTIONS FOR VENDORS RESPONDING TO RFRS ELECTRONICALLY THROUGH COMMBUYS

8.1 Introduction COMMBUYS refers to all solicitations, including but not limited to Requests for Proposals (RFR), Invitations for RFR (IFB), Requests for Response (RFR), Requests for Proposal (RFQ), as “RFRs.” All responses to RFRs are referred to as “Proposals.” NOTE: Please direct all questions concerning the use of COMMBUYS directly to the COMMBUYS Helpdesk (email) at [email protected] or the COMMBUYS Helpline at 1-888-MA-state.

8.2 Steps for Consultants to Submit a Proposal 1) Launch the COMMBUYS website by entering the URL (www.COMMBUYS.com) into the browser.

2) Enter Consultant login credentials and click the Login button on the COMMBUYS homepage. Consultants must be registered in COMMBUYS in order to submit a Proposal. Each Vendor has a COMMBUYs Seller Administrator, who is responsible for maintaining authorized user access to COMMBUYS.

3) Upon successful login, the Vendor home page displays with the Navigation and Header Bar as well as the Control Center. The Control Center is where documents assigned to your role are easily accessed and viewed.

4) Click on the RFRs tab 5) Clicking on the RFR tab opens four sections: § Request for Revision § RFRs/RFR Amendments § Open RFRs

§ Closed RFRs 6) Click on the blue Open RFR hyperlinks to open and review an open bid 7) A new page opens with a message requesting you acknowledge receipt of the bid. Click Yes to acknowledge receipt of the bid. Consultants should acknowledge receipt to receive any amendments/updates concerning this bid.

8) After acknowledgement, the bid will open. The top left half of the page contains the following information:

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

§ Purchaser § Department § Contact for this bid

§ Type of purchase i. Open Market ii. Blanket § Pre-RFR Conference details (if applicable) § Ship-to and Bill-to addresses § Any attachments to the bid, which may include essential bid terms, response forms, etc. The top right half of the bid includes the following information:

§ RFR Date § Required Date § RFR Opening Date – date the bid closes and no further quotes will be accepted § Informal RFR Flag § Date goods/services are required The lower half of the page provides information about the specific goods/services the bid is requesting.

9) Click Create Proposal to begin. 10) The General tab for a new quote opens. This page is populated with some information from the bid. Fields available to update include:

§ Delivery days § Shipping terms § Ship via terms § Is “no” bid – select if you will not be submitting a quote for this bid § Promised Date § Info Contact § Comments § Discount Percent

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

§ Freight Terms § Payment Terms It is important to note that the bid documents (RFR and attachments) may specify some or all of these terms and may prohibit you from altering these terms in your response. Read the bid documents carefully and fill in only those items that are applicable to the bid to which you are responding.

Update these fields as applicable to the bid and click Save & Continue to save any changes and create a Proposal Number.

11) The page refreshes and messages display. Any message in Red is an error and must be resolved before the quote can be submitted. Any message in Yellow is only a warning and will allow processing to continue.

12) Click the Items tab. The Items tab displays information about the items requested in the bid. To view additional details about an item, click the item number (blue hyperlink) to open.

13) The item opens. Input all of your quote information and click Save & Exit. 14) Click on the Attachments Tab. Follow the prompts to upload and name all required attachments and forms and bid response documents in accordance with the instructions contained in the solicitation or bid documents. After uploading each individual file or form, click Save & Continue. After you have uploaded all required documents click Save & Exit. Be sure to review your attachments to make sure each required document has been submitted.

15) Click on the Terms & Conditions Tab. This tab refers to the terms and conditions that apply to this bid. The terms and conditions must be accepted before your quote can be submitted. If your acceptance is subject to any exceptions, those exceptions must be identified here. Exceptions cannot contradict the requirements of the RFR, or required Commonwealth standard forms and attachments for the bid. For instance, an RFR may specify that exceptions may or will result in disqualification of your bid.

16) Click the Summary tab. Review the information and update/correct, as needed. If the information is correct, click the Submit Proposal button at the bottom of the page.

17) A popup window displays asking for verification that you wish to submit your quote. Click OK to submit the quote.

18) The Summary tab redisplays with an updated Status for the quote of Submitted.

19) Your quote submission is confirmed only when you receive a confirmation email from COMMBUYS. If you have submitted a quote and have not received an email confirmation, please contact the COMMBUYS Help Desk at [email protected]. If you wish to revise or delete a quote after submission, you may do so in COMMBUYS: (1) for a formal bid, prior to the bid opening date, or (2) for an informal bid (which may be viewed upon

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

receipt), prior to the opening of your quote by the issuing entity or the bid opening date, whichever is earlier.

Consultants may not submit Multiple Proposals in response to a RFR unless the RFR authorizes Multiple Proposal submissions. If you submit multiple quotes in response to a bid that does not allow multiple quotes, only the latest submission prior to the bid opening date will be evaluated.

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

9 GLOSSARY

In addition to the definitions found in 801 CMR 21.00, which apply to all procurements for goods and services, the definitions found below apply to this Solicitation. Those definitions below designated with an asterisk (“*”) are quoted directly from 801 CMR 21.00 and are included below for quick reference purposes.

Agency – See Department RFR – While a bid may generally refer to an offer or response submitted in response to a Solicitation or Request for Response (RFR), in COMMBUYS, a “bid” refers to the solicitation, RFR or procurement.

Consultant * - An individual or organization proposing to enter into a Contract to provide a Commodity or Service, or both, to or for a Department or the State. Commonwealth Contract Manager – See Strategic Sourcing Services Lead Contract * - A legally enforceable agreement between a Contractor and a Department. ANF, OSD and CTR shall jointly issue Commonwealth Terms and Conditions, a Standard Contract Form and other forms or documentation that Departments shall use to document the Procurement of Commodities or Services, or both. COMMBUYS refers to Contract records as “Purchase Orders” or “Blanket Purchase Orders.” Contractor * - An individual or organization which enters into a Contract with a Department or the State to provide Commodities or Services, or both. Contractor Contract Manager – The individual designated by the Contractor to interface with the Commonwealth. Department - For the purposes of this Solicitation, the terms “Department,” “Eligible Entity,” “Agency,” “Commonwealth Agency,” and “Contracting Department” include all entities listed in the Eligible Entities section of this RFR. COMMBUYS refers to such entities as “Organizations.” Eligible Entity – See Department Environmentally Preferable Product (EPP) - A product or service that has a lesser or reduced effect on human health and the environment when compared with competing products or services that serve the same purpose. Such products or services may include, but are not limited to, those which contain recycled content, minimize waste, conserve energy or water, and reduce the amount of toxic materials either disposed of or consumed. Evaluation – The process, conducted by the Strategic Sourcing Team, of reviewing, scoring and ranking the submitted Proposals related to this RFR. FY – See Fiscal Year Fiscal Year - The year beginning with July first and ending with the following June thirtieth as defined in M.G.L. Chapter 4, Section 7. This may also be referred to as the "State Fiscal Year.”

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

Organization – See Department Purchasing Entity – Same as “Eligible Entity.” Proposal or Response - generally refers to the offer submitted in response to a RFR or Request for Response (RFR). Request for Response (RFR) * – The mechanism used to communicate Procurement specifications and to request Proposals from potential Consultants. An RFR may also be referred to as a "RFR” or “Solicitation.” Response – The Consultant’s complete submission (or “Proposal” as referenced in COMMBUYS) in response to a Solicitation, in other words, a “RFR” or “Proposal.” Solicitation – See Request for Response (RFR) SST – See Strategic Sourcing Team Strategic Sourcing Team (SST) – Representatives from various eligible entities and interested stakeholders that design procurements, develop specifications, conduct Solicitations, evaluate responses to RFRs and award Statewide or Department Contracts. The SST may also monitor Contractor performance through performance measures and the level of customer satisfaction throughout the life of the Contract

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

ATTACHMENT A

Map of Massachusetts Public Higher Education Campuses

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1 Amesbury Salisbury Merrimac

Newburyport ¨¦§495 West Newbury Haverhill ! [ Newbury NEC00

Groveland

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7 S ¤£ Bedford rb Medford t a o M Dalton n ! Revere e [ Woburn Arlington Hubbardston Acton h Sw Pittsfield a am Leverett Lancaster m psc Boxborough ott BCC00 Cummington 2 Saugus BCC01 Petersham «¬ Concord Sunderland Shutesbury NSC01 Everett [! New Salem (! 93 Melrose ! Princeton ( BCC02 (! Winchester ¨¦§ 1 Hinsdale Goshen ¤£ Whately 495 Peru Sterling § Lexington t

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y [! r MAS00, Massasoit Community College - Brockton u b MCA00, Massachusetts College Of Art And Design UMD00, University Of Massachusetts - Dartmouth s i [! T BHC01, BHC - Chelsea [! [! fs f (! u NSC01, NSC - Lynn l B (! k a MAS02, MAS - Canton O (! UMD01, UMD - School of Marine Science (! BHC02, BHC - East Boston MMA00, Massachusetts Maritime Academy (! (! NSC04, NSC - Middleton [! MAS03, MAS - Middleborough Center (! West Tisbury (! BHC03, BHC - Malden UMM00, University Of Massachusetts Medical Center QCC00, Quinsigamond Community College [! Edgartown [! NAC00, Massachusetts College Of Liberal Arts (! BHC04, BHC - South End [! MBC00, Massachusetts Bay Community College [! UMM03, UMM - Shrewsbury Chilmark QCC01, QCC - Southbridge (! (! SSA00, Salem State University [! BRC00, Bristol Community College (! MBC01, MBC - Framingham [! Gay Head (aquinnah) (! QCC02, QCC - Assabet (! MBC02, MBC - Ashland ! BRC01, BRC - New Bedford WOR01, Worcester State University ( (! QCC03, QCC - Senior Center [!

BRC02, BRC - Attleboro MCC00, Middlesex Community College - Bedford Nantucket (! [! QCC04, QCC - Center for Workplace Dev. & Cont. Ed. (! WSC00, Westfield State University (! BRC03, BRC - Taunton [! [! MCC01, Middlesex Community College - Lowell [! RCC00, Roxbury Community College [! CCC00, Cape Cod Community College [! MWC00, Mount Wachusett Community College [! STC00, Springfield Tech Community College (! CCC01, CCC - Hyannis (! MWC01, MWC - Leominster 0 10 20 30 40 50 Miles

Data Sources: ANF DCAMM - EOE Sites Datalayer, 2015 DOT Office of Planning - Roads Datalayer, 2008 Executive Office of Education Sites ITD MassGIS - Town Boundary Datalayer, 2009 Lisa Musiker, MAssets, OFA, DCAMM Date: August 27, 2015

Commonwealth of Massachusetts 1 inch = 4.5 miles Scale - 1:286,000

ATTACHMENT B

Massachusetts Public Higher Education - Institution Profiles

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

ATTACHMENT B

Massachusetts Public Higher Education - Institution Profiles

Introduction

Community Colleges:

Berkshire Community College, Pittsfield Bristol Community College, Fall River Bunker Hill Community College, Charlestown Cape Cod Community College, West Barnstable Greenfield Community College, Greenfield Holyoke Community College, Holyoke Massachusetts Bay Community College, Wellesley and Framingham Massasoit Community College, Brockton and Canton Middlesex Community College, Lowell and Bedford Mt. Wachusett Community College, Gardner North Shore Community College, Danvers and Lynn Northern Essex Community College, Haverhill and Lawrence Quinsigamond Community College, Worcester Roxbury Community College, Roxbury Springfield Technical Community College, Springfield

State Universities and Specialized Colleges

Bridgewater State University, Bridgewater Fitchburg State University, Fitchburg Framingham State University, Framingham Salem State University, Salem Westfield State University, Westfield Worcester State University, Worcester Massachusetts College of Art and Design, Boston Massachusetts College of Liberal Arts, North Adams Massachusetts Maritime Academy, Bourne

University of Massachusetts System

UMass Amherst, Amherst UMass Boston, Columbia Point UMass Medical (Worcester), Worcester UMass Lowell, Lowell UMass Dartmouth, Dartmouth

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1 ATTACHMENT B - 1 of 38

MASSACHUSETTS SYSTEM OF PUBLIC HIGHER EDUCATION

Introduction

The Massachusetts Public Higher Education system exists to provide accessible, affordable, relevant, and rigorous programs that adapt to meet changing individual and societal needs for education and employment. The public system is committed to continuous improvement and accountability in all aspects of teaching and learning. The System is comprised of fifteen community colleges, nine state universities and the five campuses of the University of Massachusetts, with a total student enrollment of over 220,000 (fall 2015 headcount). The facilities supporting the System include approximately 39,000,000 gross square feet of built space (not including leased space and residential buildings).

Three System Segments

The Massachusetts Public Higher Education System carries out its multiple responsibilities through three segments, complementary in character and mission: Community Colleges, State Universities and the University of Massachusetts.

The System's service to the Commonwealth is enhanced by differentiation within each segment, and by articulation and collaboration among segments. Differentiation ensures the provision of a broad array of programs and services, responsiveness to differing regional conditions, a range of choices for Massachusetts students within the public system, and a more efficient use of resources. Articulation and collaboration requires the active cooperation of each institution to afford citizens access to all the resources of the system, allowing students to attain any educational level commensurate with their abilities and interests.

Community Colleges

The fifteen Massachusetts community colleges offer open access to high quality, affordable academic programs, including associate degree and certificate programs. They are committed to excellence in teaching and learning, and provide academic preparation for transfer to four-year institutions, career preparation for entry into high demand occupational fields, developmental coursework and lifelong learning opportunities. They are open-admissions institutions offering certificate and associate degree programs that are dedicated to serving an academically, economically, and culturally diverse population.

The fifteen community colleges, occupying over twenty-one campuses (and not including annexes and other satellite locations), are as follows:

1. Berkshire Community College, Pittsfield 2. Bristol Community College, Fall River 3. Bunker Hill Community College, Charlestown 4. Cape Cod Community College, West Barnstable

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1 ATTACHMENT B - 2 of 38

5. Greenfield Community College, Greenfield 6. Holyoke Community College, Holyoke 7. Massachusetts Bay Community College, Wellesley and Framingham 8. Massasoit Community College, Brockton and Canton 9. Middlesex Community College, Lowell and Bedford 10. Mt. Wachusett Community College, Gardner 11. North Shore Community College, Danvers and Lynn 12. Northern Essex Community College, Haverhill and Lawrence 13. Quinsigamond Community College, Worcester 14. Roxbury Community College, Roxbury 15. Springfield Technical Community College, Springfield

Community colleges have a special responsibility for workforce development and, through partnerships with business and industry, provide job training, retraining, certification, and skills improvement. In addition, they assume primary responsibility, in the public system, for offering developmental courses, programs and other educational services for individuals who seek to develop the skills needed to pursue college-level study or enter the workforce.

Rooted in their communities, the colleges serve as community leaders, identifying opportunities and solutions to community problems and contributing to the region’s intellectual, cultural and economic development. They collaborate with elementary and secondary educational institutions and work to ensure a smooth transition from secondary to post-secondary education. Through partnerships with baccalaureate institutions, they help to promote an efficient system of public higher education.

Academic and personal support services are provided to ensure that all students have an opportunity to achieve academic and career success. No eligible student shall be deprived of the opportunity for a community college education in Massachusetts because of an inability to pay tuition and fees.

State Universities and Specialized Colleges

There are six comprehensive state universities:

1. Bridgewater State University, Bridgewater 2. Fitchburg State University, Fitchburg 3. Framingham State University, Framingham 4. Salem State University, Salem 5. Westfield State University, Westfield 6. Worcester State University, Worcester

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1 ATTACHMENT B - 3 of 38

and three specialized 4-year colleges:

7. Massachusetts College of Art and Design, Boston 8. Massachusetts College of Liberal Arts, North Adams 9. Massachusetts Maritime Academy, Bourne All state universities integrate liberal arts and sciences programs with professional education. The three specialized colleges also focus on academic areas identified in the college’s name. Each of the comprehensive institutions has identified distinctive programs in their mission implementation plans.

The State Universities emphasize regional and statewide access to baccalaureate and masters degree programs of demonstrably high quality. Their primary mission is, through teaching and scholarship, to prepare liberally educated professionals for the highly competitive, culturally diverse, and rapidly changing world of the twenty-first century.

Each state university places a special emphasis on teaching and lifelong learning and promotes a campus life that fosters intellectual, social and ethical development. Committed to excellence in instruction and to providing responsive, innovative and educational programs of high quality, they seek to develop each student’s critical thinking, quantitative; technological, oral and written communications skills; and practical appreciation of the arts, sciences and humanities. The state colleges provide a campus environment where the ideas, values, perspectives and contributions of all students are respected.

Massachusetts state colleges and universities are strategically located to facilitate access to baccalaureate and master’s degree programs for Commonwealth residents who meet their high standards for admission. In recognition of their responsibilities to Massachusetts taxpayers to manage their resources efficiently and to maintain tuition and fees at a level as low as possible, each college has a distinctive academic focus based upon its established strengths and regional and state needs. Each institution is a leader and resource for the community and contributes to the region’s cultural, environmental and economic development.

University of Massachusetts System

The University of Massachusetts (UMass) system is comprised of five schools:

1. UMass Amherst, Amherst 2. UMass Boston, Columbia Point 3. UMass Medical (Worcester), Worcester 4. UMass Lowell, Lowell 5. UMass Dartmouth, Dartmouth The University was established in 1863 as the Massachusetts Agricultural College located at Amherst. It became known as the Massachusetts State College in 1932 and in 1947 became the University of Massachusetts. The Worcester and Boston campuses were established in 1962 and 1964, respectively.

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The Lowell and Dartmouth campuses (previously the University of Lowell and Southeastern Massachusetts University, respectively) were consolidated into the University under Chapter 142 of the Acts of 1991.

The University's mission is to provide a quality, affordable university education to the citizens of Massachusetts regardless of economic means and to conduct quality research and outreach to meet State needs. The University's five campuses are geographically dispersed throughout the state and possess unique and complementary missions.

Institution Profiles Thumbnail profiles of the twenty-nine institutions that comprise the Massachusetts public higher education system are presented in the following pages. The source of the enrollment data is the Massachusetts Department of Higher Education, and the facilities information is based on the DCAMM Real Property database.

For a map of Massachusetts Public Higher Education Campuses, please see Attachment A.

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Berkshire Community College

1350 West Street, Pittsfield, MA 01201 www.berkshirecc.edu Ellen Kennedy, President John Law, CFO and Vice President of Administration & Finance

Facilities

The Commonwealth’s westernmost community college, Berkshire Community College occupies 9 buildings, with a total of 378,000 gross square feet of space, on a campus of over 212 acres located on the outskirts of Pittsfield. The campus was constructed and occupied in stages during 1973 and 1974. Two of the major academic buildings are currently undergoing comprehensive modernization. The original design of the campus by Benjamin Thompson and Associates received an Award of Excellence in 1974 from the American Institute of Architects, Western Massachusetts Chapter.

Student Enrollment

Year Headcount FTE 1990 2,730 1,671 2000 2,494 1,417 2010 3,372 1,591 2015 2,770 1,281

Bird’s eye view of Berkshire Community College campus

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Bristol Community College

777 Elsbree Street, Fall River, MA 02720 www.bristol.mass.edu John J. Sbrega, President Steven Kenyon, Vice President of Administration & Finance

Facilities

Bristol Community College, founded in 1966 in downtown Fall River, moved to its current location on Elsbree Street on the outskirts of the city in 1972. The Fall River campus occupies a 91-acre site and contains over 812,000 gross square feet of space and 9 major buildings (including one building which is currently under construction). The college operates a satellite campus in downtown New Bedford, and has annexes in Attleboro and Taunton.

Student Enrollment

Year Headcount FTE 1990 4,977 3,003 2000 6,060 3,283 2010 12,156 5,515 2015 11,954 5,724

Aerial view of the Bristol Community College main campus in Fall River

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Bunker Hill Community College

250 Rutherford Avenue, Boston, MA 02129 www.bhcc.state.mass.edu Pam Eddinger, President John K. Pitcher, Vice President for Administration & Finance

Facilities

The campus of Bunker Hill Community College was constructed in the 1970's on the site of the former Charlestown State Prison with a first set of four buildings completed in 1973. A fifth building was added in 1979 and the newest building completed in 2009. Today, the Charlestown Campus occupies a total of 33 acres and contains 7 buildings with 409,000 gross square feet of space. The college operates a satellite campus in a repurposed post office in the center of Chelsea and leases space in the Hood Business Park which is located nearby the Charlestown campus. The college has the advantage of having a MBTA Orange Line rapid transit station on its doorstep and convenient vehicular access from I-93 and Rutherford Avenue, both major traffic arteries serving regional and local traffic. Student Enrollment

Year Headcount FTE 1990 5,525 3,023 2000 6,386 3,502 2010 16,545 7,243 2015 19,804 8,767

Bird’s eye view of Bunker Hill Community College main campus in Charlestown

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Cape Cod Community College

2240 Iyanough Road, West Barnstable, MA 02668 www.capecod.mass.edu Dr. John L. Cox, President Walter Brooks, Vice President of Administration and Finance

Facilities

Cape Cod Community College, established in 1961, occupies 89 acres of woodland between Routes 132 and 6A in West Barnstable and is the only higher education institution campus located on Cape Cod. The campus, built in 1970, is comprised of 91 acres and 14 buildings, and contains over 330,000 gross square feet, organized around a low hilltop. The college operates a satellite campus on Main Street in the center of Hyannis.

Student Enrollment

Year Headcount FTE 1990 4,234 2,313 2000 4,206 2,168 2010 6,668 2,819 2015 5,353 2,128

Bird’s eye view of Cape Cod Community College main campus in West Barnstable, located adjacent to Route 6, the major highway running across the entire length of Cape Code

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Greenfield Community College

One College Drive, Greenfield, MA 01301 telephone: 413-775-1000 www.gcc.mass.edu Robert L. Pura, President Tim Braim, Dean of Administration & Finance, CFO

Facilities

Greenfield Community College was established in 1962 and moved to its present location in 1974. The college now occupies 9 buildings, many of which are linked together to form an interconnected complex, containing 302,000 gross square feet. The campus is comprised of 94 acres of rural land on the outskirts of Greenfield in the northern part of the Pioneer Valley, a few miles from the Massachusetts-Vermont state line. The college operates a satellite campus in downtown Greenfield which is at the junction of I-91 and Route 2.

Student Enrollment

Year Headcount FTE 1990 2,358 1,445 2000 2,277 1,353 2010 3,164 1,608 2015 2,954 1,305

Bird’s eye view of main campus in Greenfield

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Holyoke Community College

303 Homestead Avenue, Holyoke, MA 01040 telephone: 413-538-7000 www.hcc.mass.edu William Messner, President William Fogarty, Vice President of Administration & Finance

Facilities

Holyoke Community College consists of 13 academic and administrative buildings totaling 595,000 gross square feet which are sited as a series of steps on one side of a valley. The campus occupies 138 acres of land on the outskirts of Holyoke. The college operates satellite campuses in downtown Holyoke and Ludlow which provide programs aimed at adult learners.

Student Enrollment

Year Headcount FTE 1990 5,353 3,115 2000 5,754 3,483 2010 9,937 5,241 2015 8,700 4,439

Bird’s eye view of Holyoke Community College main campus in Holyoke

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Massachusetts Bay Community College

50 Oakland Street, Wellesley, MA 02481 telephone: 781-237-1100 www.mbcc.mass.edu Yves Salomon-Fernandez, Interim President Kathleen Kirleis, Vice President of Administration & Finance

Facilities

Massachusetts Bay Community College's campus was acquired in 1961 from the Academy of the Assumption. The main campus occupies 86-acres in Wellesley, located close to Routes 9 and 16 in a residential neighborhood, and consists of 6 buildings dating back to 1919 which contain 223,000 gross square feet. The college operates satellite campuses in leased facilities in Framingham and Ashland.

Student Enrollment

Year Headcount FTE 1990 4,660 3,305 2000 4,676 3,018 2010 8,151 3,708 2015 8,261 3,452

Bird’s eye view of Massachusetts Bay Community College main campus in Wellesley

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Massasoit Community College

One Massasoit Boulevard, Brockton, MA 02302 telephone: 508-588-9100 www.massasoit.mass.edu Charlie Wall, President William Mitchell, Vice President of Administration & Finance

Facilities

The campuses of Massasoit Community College occupy a total of 559,000 gross square feet on 116 acres of land. The 99-acre Brockton Campus is sited on the outskirts of Brockton, close to a commercial strip, and was constructed in two phases, with five buildings built in 1972 and six completed in 1976.rockton Campus. The Canton Campus, located in the Blue Hills, has a single structure with 134,000 gross square feet.

Student Enrollment

Year Headcount FTE 1990 6,981 4,315 2000 6,706 3,876 2010 11,412 5,173 2015 11,448 5,190

Bird’s eye view of Massassoit Community College, Brockton Campus

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Middlesex Community College

33 Kearney Square, Lowell, MA 01852 www.middlesex.cc.ma.us Jim Mabry, President Gina Spaziani, Interim Vice President, Administration and Finance

Facilities

Middlesex Community College operates two major campuses in Bedford and Lowell. The Bedford Campus sits in a rural setting and includes 12 buildings, containing 226,000 gross square feet and occupies 178 acres. The college’s 6-acre Lowell Campus, located in the historic canal district in downtown Lowell, consists of 6 buildings, and includes 254,000 gross square feet of built area. The college’s real estate also includes 33 acres in Billerica.

Student Enrollment

Year Headcount FTE 1990 6,923 3,908 2000 7,451 4,191 2010 12,919 6,004 2015 12,353 5,786

Bird’s eye view of Middlesex Community College, Bedford Campus

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Bird’s eye view of the core of Middlesex Community College, the Lowell Campus in the city’s historic canal district showing the repurposed corporate office building accommodating academic and administrative functions, and the adaptively reused post office which serves as the library

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Mount Wachusett Community College

444 Green Street, Gardner, MA 01440 www.mwcc.mass.edu Daniel M. Asquino, Ph.D., President Bob LaBonte, Vice President of Administration & Finance

Facilities

Mt. Wachusett Community College is comprised of 15 buildings on 268 acres of land. The main building, consisting of 365,000 gross square feet was constructed in 1974. Two smaller buildings on campus were constructed in 1977 and 1979. The total facilities for the college comprise 979,000 gross square feet on the campus. In addition to the main campus in Gardner, the college operates satellites in Leominster, Devens and Fitchburg.

Student Enrollment

Year Headcount FTE 1990 3,502 2,095 2000 3,397 1,921 2010 6,790 3,179 2015 5,813 2,881

Bird’s eye view of Mount Wachusett Community College main campus in Gardner

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North Shore Community College

One Ferncroft Road, Danvers, MA 01923 www.nscc.mass.edu Patrica Gentile, President Janice Forsstrom, Vice President of Administration & Finance

Facilities

North Shore Community College operates two major campuses located in Danvers and Lynn. The Danvers Campus occupies a 66 acre site adjacent to the Essex North Shore Technical and Agricultural School and the Lynn Campus sits on an 11 acre parcel near the waterfront in downtown Lynn, with direct access from the Lynnway. The Danvers Campus accommodates 273,000 gross square feet and consists of three major buildings. The Lynn Campus is comprised of one large structure which is 182,000 gross square feet.

Student Enrollment

Year Headcount FTE 1990 5,634 3,204 2000 6,285 3,716 2010 4,764 10,451 2015 5,113 10,950

Aerial view of North Shore Community College, Danvers Campus which is accessed from Route 1

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Aerial view of North Shore Community College Lynn Campus and surroundings, close to the waterfront in downtown Lynn

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Northern Essex Community College

100 Elliot Street, Haverhill, MA 01830 www.necc.mass.edu Lane Glenn, President David Gingerella, Vice President of Administration & Finance

Facilities

Northern Essex Community College operates in locations in the Merrimack Valley region, with campuses in Haverhill and Lawrence, and annexes in Methuen and Veasey Memorial Park. The 101-acre Haverhill Campus, off I-495, contains 8 buildings totaling 381,000 gross square feet. The college occupies almost 4 acres in downtown Lawrence and the facilities include 4 buildings totaling 139,000 gross square feet. Additional space is occupied in a facility along the Merrimack River.

Student Enrollment

Year Headcount FTE 1990 6,675 3,743 2000 6,580 3,286 2010 9,925 4,667 2015 9,024 4,120

Bird’s eye view of Northern Essex Community College main campus in Haverhill, surrounded by open space and residential uses

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Quinsigamond Community College

670 West Boylston Street, Worcester, MA 01606 www.qcc.mass.edu Gail Carberry, President Stephan Marini, Vice President for Administration Service

Facilities

Quinsigamond Community College began its operations in 1963 and now consists of 12 buildings on 51 acres of land, and campus facilities totaling 635,861 gross square feet. The main building on the campus, the Administration Building, was originally built in 1906 with subsequent additions in 1912, 1925, and 1945. A new academic building is currently under construction. Commuter parking needs continue to place challenging demands on the limited size of the campus.

Student Enrollment

Year Headcount FTE 1990 4,756 2,671 2000 5,617 3,243 2010 11,456 5,689 2015 11,644 5,546

Aerial view of the Quinsigamond Community College campus and its surroundings, with residential uses on three sides, and a commercial strip running along its fourth “front” edge

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Roxbury Community College

1234 Columbus Avenue, Boston, MA 02120 www.rcc.mass.edu Valerie Roberson, President Kevin Hepner, Vice President of Administration & Finance

Facilities

Roxbury Community College, founded in 1970, moved to its current 17-acre campus on Columbus Avenue, adjacent to the Southwest Corridor, in January 1988. The campus consists of 6 buildings totaling 432,000 gross square feet and is situated between the Roxbury Crossing and Jackson Square MBTA stations along Columbus Avenue. The Reggie Lewis Center, a major indoor athletic facility which hosts major competitions, is part of the college campus.

Student Enrollment

Year Headcount FTE 1990 1,735 1,167 2000 2,700 1,714 2010 4,004 1,836 2015 3,492 1,550

Bird’s eye view of Roxbury Community College campus stretched along Columbus Avenue in Roxbury, with the Reggie Lewis Center at one end, diagonally across the street from the Roxbury Crossing Orange Line MBTA station

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Springfield Technical Community College

One Armory Square, Springfield, MA 01105 www.stcc.mass.edu Ira Rubenzahl, President Joseph DaSilva, Vice President of Administration

Facilities

Springfield Technical Community College occupies a 41 acre site located on a portion of the former Springfield Armory, now the Springfield Armory National Historic Site. The College shares the site with the US National Park Service. The campus is comprised of 24 buildings with 1.1 million gross square feet of built area. Many of the older brick buildings which date from early 1800s are culturally important contributing structures to the setting of the National Historic Site.

Student Enrollment

Year Headcount FTE 1990 5,891 3,529 2000 6,705 3,927 2010 9,410 4,599 2015 8,787 4,473

Birds eye view of the Springfield Technical Community College campus and the Springfield Armory National Historic Site

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Bridgewater State University

Grove Street, Bridgewater, MA 02324 www.bridgew.edu Fred Clark, President Miguel Gomes Jr., Vice President of Administrative Services

Facilities

Bridgewater State University is located adjacent to the center of the Town of Bridgewater on a 256-acre campus that is divided by railroad tracks used for the Old Colony commuter rail line with a stop in the campus. The college occupies 52 buildings containing 1,231,000 gross square feet (not including residential space).

Student Enrollment

Year Headcount FTE 1990 8,781 6,148 2000 8,839 6,328 2010 13,318 9,123 2015 13,243 9,660

Aerial view of the Bridgewater State University campus adjacent to the town center of Bridgewater

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Fitchburg State University

160 Pearl Street, Fitchburg, MA 01420 www.fsc.edu Robert Antonucci, President Jay Bry, Vice President for Finance and Administration

Facilities

Established in 1894 as the State Normal School in Fitchburg, the university moved to its present campus in 1896 and in the 1950’s began a building program, which today totals 42 buildings and 1,046,000 gross square feet of built area. The main campus covers over 93 acres, and the university occupies additional land in two parcels located in Lancaster.

Student Enrollment

Year Headcount FTE 1990 6,006 3,992 2000 5,723 3,326 2010 11,855 5,461 2015 11,254 5,095

Bird’s eye view of the Fitchburg State University campus in Fitchburg and surroundings

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Framingham State University

100 State Street, Framingham, MA 01701 www.framingham.edu Dr. F. Javier Cevallos, President Dale Hamel, Executive Vice President

Facilities

Framingham State University is located 20 miles west of Boston, and occupies a, 50-acre campus which is conveniently accessed from Route 9, a major east-west highway which traverses the state. Campus facilities consist of 913,000 gross square feet in 24 buildings.

Student Enrollment

Year Headcount FTE 1990 6,006 3,992 2000 5,723 3,326 2010 10,487 5,115 2015 10,422 5,720

Bird’s eye view of the Framingham State University campus in Framingham

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Massachusetts College of Art and Design

621 Huntington Avenue, Boston, MA 02115 www.massart.edu Ken Strickland, Interim President and Provost/Senior Vice President for Academic Affairs Kurt Steinberg, Executive Vice President

Facilities

The Massachusetts College of Art and Design campus occupies 6.47 acres of prime real estate, in three separate parcels, on the Avenue of the Arts corridor in Boston. The college’s physical plant includes a historic quadrangle of four buildings built in 1905 as the Boston Normal and Latin Schools. A series of semi-related and attached structures, the New Gym, Kennedy Building, and Tower were added between 1965 and 1975 to what was at that time the Boston State College. In 1982, MassArt began to relocate to these buildings at the Huntington Avenue campus. Today the college occupies 9 buildings totaling 873,000 gross square feet.

Student Enrollment

Year Headcount FTE 1990 1,867 1,226 2000 2,321 1,592 2010 3,322 1,984 2015 2,543 1,834

Bird’s eye view of the Mass College of Art & Design campus in Boston, with the Treehouse residence tower and Artists Residence building in the foreground, and the academic facilities on the northern side of the Avenue of the Arts (Huntington Avenue)

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Massachusetts College of Liberal Arts

Church Street, North Adams, MA 01247 www.mcla.mass.edu Cynthia Brown, Interim President James Stakenas, Vice President of Administration and Finance

Facilities

Founded in 1894, the Massachusetts College of Liberal Arts (formerly North Adams State College) began its current mission as a State College in 1960. The buildings on the 110-acre campus reflect this evolution with two dating from its first year of operation and the rest having been added later through acquisition and construction, including the newest science building completed in 2012. Today the college occupies 785,000 gross square feet (excluding student housing) in 33 buildings.

Student Enrollment

Year Headcount FTE 1990 2,451 2,102 2000 1,590 1,303 2010 2,582 1,811 2015 2,273 1,637

Aerial view of the Massachusetts College of Liberal Arts campus and its surroundings in North Adams

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Massachusetts Maritime Academy

101 Academy Drive, Buzzards Bay, MA 02532 www.mma.mass.edu Rear Admiral Francis X. McDonald, USMS, President Paul O’Keefe, Vice President of Operations

Facilities

Founded in 1891, the Massachusetts Maritime Academy is the oldest maritime academy in the United States. Since 1948, it has occupied 31 acres on Taylor's Point at the southern terminus of the Cape Cod Canal. Campus facilities include 39 buildings comprising 347,000 gross square feet and the USTS Kennedy training ship. The bulk of the buildings were built in the 1970's and the newest, the library and information commons was completed in 2011. The academy also operates a marina in Plymouth.

Student Enrollment

Year Headcount FTE 1990 596 699 2000 838 923 2010 1,431 1,523 2015 1,682 1,833

Aerial view of the Massachusetts Maritime Academy campus and surroundings on a peninsula in Buzzards Bay

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Salem State University

352 Lafayette Street, Salem, MA 01970 www.salemstate.edu Patricia Meservey, President John Keenan, Vice President of Administration & Finance

Facilities

Salem State University, established in 1854, is located north of Boston in the historic seacoast town of Salem, Massachusetts. The university is sited a short driving distance from downtown in a residential neighborhood, and consists of five separate land parcels – North Campus, Central Campus, South Campus, O’Keefe Center and the Weir Property – all in close proximity within walking distance of each other. The university also operates an annex focused on marine fisheries at Cat Cove on the waterfront on the northern side of Salem. In total, the university occupies 103 acres of land which accommodates 24 buildings, including the new library and learning commons completed in 2013. Campus facilities comprise 75 buildings and 2,169,000 gross square feet of built area.

Student Enrollment

Year Headcount FTE 1990 9,723 6,719 2000 8,598 5,719 2010 14,886 8,496 2015 11,633 7,889

Aerial view of South Campus Aerial view of Cat Cove

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Aerial view of the Salem State University facilities encompassing North Campus, Central Campus, O’Keefe Center, Weir Property and surroundings

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Westfield State University

Western Avenue, Westfield, MA 01086 www.wsc.ma.edu Ramon Torrecilha, President Kimberly Tobin, Interim Vice President of Administration and Finance

Facilities

Westfield State College occupies a 227-acre campus on the outskirts of Westfield in the Pioneer Valley of Massachusetts. The campus consists of 4 land parcels along Western Avenue and contains approximately 20 buildings, including the Juniper Park Elementary School which will be repurposed as a complex for the fine and performing arts. A new science building is under construction and will be occupied in the fall of 2016. The university also has an annex in downtown Westfield. The campus facilities currently comprise 1,079,000 gross square feet of built area.

Student Enrollment

Year Headcount FTE 1990 5,099 3,791 2000 4,992 3,941 2010 6,679 5,156 2015 8,775 5,865

Aerial view of the Westfield State University campus and surroundings

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Worcester State University

486 Chandler Street, Worcester, MA 01602 www.worc.mass.edu Barry Maloney, President Kathleen Eichelroth, Vice President for Administration and Finance

Facilities

Worcester State College, founded in 1874 as Worcester Normal School, moved to its present 57-acre site in 1931. The college occupies 752,248 gross square feet in 20 buildings. Recently completed structures include a student residence overlooking the playing field and a parking garage. A new indoor athletic facility is currently under construction.

Student Enrollment

Year Headcount FTE 1990 5,637 3,779 2000 5,335 3,592 2010 9,360 4,860 2015 9,797 5,373

Aerial view of the Worcester State University campus and its surroundings in the Chandler Street neighborhood of Worcester

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University of Massachusetts Amherst

374 Whitmore Building, Amherst, MA 01602 www.umass.edu Kumble R. Subbaswamy, Chancellor Andrew Mangels, Vice Chancellor for Administration and Finance

Facilities

UMass Amherst is located in Amherst, Massachusetts, in the scenic Pioneer Valley of Western Massachusetts, 90 miles from Boston and 175 miles from New York City. The University of Massachusetts was established in 1863 as the Massachusetts Agricultural College (MAC, or “Mass Aggie”), founded under the Morrill Land-Grant Colleges Act to provide the commonwealth’s citizens with instruction in the “agricultural, mechanical, and military arts.”. It became known as the Massachusetts State College in 1932 and in 1947 became the University of Massachusetts Amherst. Including its main campus, UMass Amherst occupies 10,672,522 gross square feet in buildings across 3,354-acres of land spread across Amherst, Belchertown, Concord, Deerfield, Gloucester, Hadley, Pelham, Princeton, Shutesbury, Sunderland, Waltham and Wareham. In addition to the traditional academic uses, the university has substantial facilities for agricultural functions and other specialized purposes.

Student Enrollment

Year Headcount (Fall) FTE (Fall) 2000 24,416 22,105 2010 27,569 26,328 2014 28,635 27,098

Aerial view of the UMass Amherst campus in Amherst

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University of Massachusetts Boston

100 Morrissey Blvd., Boston, MA 02125 www.umb.edu J. Keith Motley, Chancellor Ellen O’Connor, Vice Chancellor of Administration and Finance

Facilities

UMass Boston opened its doors in 1965 at a renovated building in Park Square in downtown Boston. The university moved to its present campus on Columbia Point, a 100-acre landfill and former cow pasture on a peninsula jutting into Dorchester Bay, in 1974. The new campus opened its doors in January 1974, and the facilities consisted of McCormack and Wheatley halls, the Science Center, Healey Library, and Quinn Administration Building. To the original buildings faced with red brick, three major new structures have been added over the last decade-plus – Campus Center, Integrated Sciences Complex and University Hall. The university has plans to add student dormitories in the foreseeable future, and additional academic facilities are in the planning phase. The university occupies 2,477,000 gross square feet in 18 buildings on 181-acres of land. The Massachusetts State Archives and Records Center, John F. Kennedy Presidential Library and Museum, and the Edward M. Kennedy Institute for the Senate are located adjacent to the UMass Boston campus. The campus is conveniently served by the nearby MBTA Red Line JFK-UMass Boston rapid transit station.

Student Enrollment

Year Headcount (Fall) FTE (Fall) 2000 13,346 9,159 2010 15,454 11442 2014 16,756 12,833

Aerial view of the UMass Boston campus on Harborpoint

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University of Massachusetts Dartmouth

285 Old Westport Road, North Dartmouth, MA 02747 www.umassd.edu Divina Grossman, Ph. D., Chancellor Vice Chancellor of Administration and Finance

Facilities

In 1960, the Massachusetts state legislature created Southeastern Massachusetts Technological Institute by merging the New Bedford Institute of Technology and the Bradford Durfee College of Technology. Southern Massachusetts University was consolidated into the University of Massachusetts in 1991. Today, the university occupies 2,453,162 gross square feet in 67 buildings. The 713 acre campus in North Dartmouth, part way between New Bedford and Fall River, was established in 1964 and the unique architectural design of the concrete structures on the campus was the work of Paul Rudolph, then dean of Yale’s school of Art and Architecture.

Student Enrollment

Year Headcount (Fall) FTE (Fall) 2000 7,122 5,966 2010 9,432 8,263 2014 9,111 7,930

Aerial view of the UMass Dartmouth campus and surrounding

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University of Massachusetts Lowell

One University Avenue, Lowell, MA 01854 telephone: 978-934-4000 www.uml.edu Martin T. Meehan, J.D., Chancellor Joanne Yestramski, Vice Chancellor of Administration and Finance

Facilities

UMass Lowell is located in historic mill city of Lowell, Massachusetts, 45-minutes north of Boston, at the intersections of I-495, I-93, and Route 3. Two institutions, Lowell State and Lowell Tech merged in 1975 to become the University of Lowell. In 1991, the University of Lowell joined the University of Massachusetts system under its current name. UMass Lowell consists of three campuses – North Campus, East Campus and South Campus, all along the Merrimack River. The UMass Lowell Inn & Conference Center is located downtown Lowell. The university occupies 3,928,588 gross square feet in 76 buildings on 171-acres of land in Lowell, Chelmsford and Billerica.

Student Enrollment

Year Headcount (Fall) FTE (Fall) 2000 12,189 8,023 2010 14,702 11,361 2014 17,184 13,368

Birds eye view of the UMass Lowell North and East Campuses, separated by the Merrimack River and the Lowell Canal

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1 ATTACHMENT B - 36 of 38

Birds eye view of the UMass Lowell South Campus and its surroundings

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1 ATTACHMENT B - 37 of 38

University of Massachusetts Medical School -- Worcester

55 Lake Avenue North, Worcester, MA 01655 www.umassmed.edu Michael F. Collins, M.D., F.A.C.P., Chancellor

Facilities

The UMass Medical School is the commonwealth’s only public medical school and has occupied its current location in Worcester since 1965, located approximately three miles from downtown. The teaching hospital opened in 1974. Much of the campus development involving building modernization and new construction has taken place over the past fifteen years, and the UMass Medical Corporation recently acquired several commercial properties adjacent to the campus. Both Quinsigamond Community College and Worcester State University are located within an approximately 5-mile radius of the UMass Medical School campus on Route 9, a major state highway traversing in the east-west direction. The university occupies 2,478,000 gross square feet in 9 buildings on 57 acres of land.

Student Enrollment

Year Headcount (Fall) FTE (Fall) 2000 664 616 2010 1,170 1,158 2014 1,103 1,071

Bird’s eye view of the UMass Medical School Campus in Worcester, adjacent to Lake Quinsigamond and with convenient access from Route 9

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1 ATTACHMENT B - 38 of 38

ATTACHMENT C

Massachusetts Public Higher Education 2015 Enrollment Estimates

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1 Highlights: 2015 Enrollment Estimates Highlights: 2015 Enrollment Estimates Second Year of Decline in Last 10 Years

Fall Undergraduate Enrollment: System Total 220,000

200,000 196,847 194,371

190,822 180,000 188,120 Peak Year

160,000 -6,205 Decline 160,928 from Peak 140,000

120,000

2 Highlights: 2015 Enrollment Estimates Consensus Among Multiple Projections

NCES: 2010-2023 Change in Public High School Graduates

Decline 5% or more Decline up to 5% Grow up to 5% Grow 5% or more

WICHE: High School Graduates Donahue: Public Higher Ed Enrollments 220,000

80000

75000 200,000 70000

65000 180,000 60000 160,000

55000 140,000

50000 Headcount Fall 120,000 45000 100,000 Number High School Graduates 40000 2000 2005 2010 2015 2020 2025 2000 2005 2010 2015 2020 2025 3 Highlights: 2015 Enrollment Estimates Enrollment Booms and Busts are Normal

Fall Undergraduate Enrollment: 1988–2015 220000

200000 196,540

180000 190,822 166,674 160000

140000 148,538

120000

100000 1988 1992 1996 2000 2004 2008 2012 2015

Source: MA DHE, USDOE 4 Highlights: 2015 Enrollment Estimates Recent Enrollment Change Varies by Segment

Community Colleges State Universities 110,000 50,000 100,798 45,000 42,390 100,000 100,480 92,707 40,000 41,812 90,000 40,512 Peak Year 35,000 Peak Year 80,000 30,000

University of Massachusetts 60,000 56,303 55,000 50,000 51,966 45,000 40,000

5 Highlights: 2015 Enrollment Estimates University of Massachusetts

Recent increases in undergraduate enrollment associated with notable increase in international student enrollment.

University of Massachusetts Undergraduate Enrollment

2012-2015 Fall-2012 Fall-2013 Fall-2014 Fall-2015 Change In-State 45,508 45,668 45,924 46,418 +2% Out-of-State 6,710 6,806 6,823 6,731 0% International 1,646 2,162 2,630 3,150 +91%

6 Highlights: 2015 Enrollment Estimates State Universities

Growth in state university undergraduate enrollment has slowed in recent years. Past year showed no growth at the segment level. State University Year-to-Year Fall Undergraduate Enrollment Change 4.0% 2.9% 2.8% 2.6% 2.3% 1.9% 1.8% 2.0% 1.3% 0.5% 0.0% 06 to 07 07 to 08 08 to 09 09 to 10 10 to 11 11 to 12 12 to 13 13 to 14 14 to 15 -2.0% -0.6%

7 Highlights: 2015 Enrollment Estimates Community Colleges

Accelerated enrollment declines in recent years follow years of unprecedented enrollment growth. Note that rapid growth from ‘06 to ‘10 coincided with both a boom in high school graduates and the onslaught of the great recession.

Community College Year-to-Year Fall Undergraduate Enrollment Change 12.0% 10.3% 10.0% 8.0% 6.0% 5.0% 3.6% 4.0% 2.5% 2.0% 1.5% 0.4% 0.0% 0.0% 06 to 07 07 to 08 08 to 09 09 to 10 10 to 11 11 to 12 12 to 13 13 to 14 14 to 15 -2.0% -1.0% -4.0% -4.3%

8 Highlights: 2015 Enrollment Estimates Community Colleges

Historically, Community College Enrollment is more volatile than enrollment at the four-year institutions. Fall Undergraduate Enrollment 1988–2015 110000 100,798 100000 90000 92,707 88,936 80000 72,774 70000 60000 66,779 56,303 51,620 50000 43,750 40000 42,280 33,922 41,841 41,812 30000 1988 1992 1996 2000 2004 2008 2012 2015 Community Colleges State Universities UMass

Source: MA DHE, USDOE 9 Highlights: 2015 Enrollment Estimates Enrollment Influences and Strategies

What factors necessitate the need for increased enrollment?  “The Perfect Storm” . Growth in jobs that require a college-educated workforce . Declines in college-age population . Persistent low college completion rates . Persistent gaps in college enrollment and completion among growing underserved populations.  Public Higher Education in Massachusetts has been grappling with relatively flat student outcomes at a time in which the demand for college degrees is perpetually increasing.

Highlights: 2015 Enrollment Estimates Enrollment Influences and Strategies

Growth in Jobs that Require a College-Educated Workforce: 2010–2020

400000

350000

300000

250000 Less than High School

High School Diploma 200000 Some College 150000 Associates Degree 72% of jobs will require

100000 Bachelors postsecondary education

Masters Or Higher 50000

0 Estimated Jobs by Education Level 2010–2020

Source: “Job Growth and Education Requirements Through 2020”, Georgetown Center on Education and the Workforce 11 Highlights: 2015 Enrollment Estimates Enrollment Influences and Strategies

Estimated Shortfall in Public Higher Education Degreed Workers Compared with Estimated Need: 2015–2020

Bachelors Associates 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 - 2015 2016 2017 2018 2019 2020

Source: “Job Growth and Education Requirements Through 2020”, Georgetown Center on Education and the Workforce 12 Highlights: 2015 Enrollment Estimates Strategies to Address Declines

 Implementation of new system-wide policies “The Big Three” and practices can change the trajectory.  However, there needs to be a continuous PK–16 effort to advance educational attainment if we are to adequately meet the requirements of the Commonwealth’s economy.

ATTACHMENT D

Massachusetts Regional Map – Workforce Investment Areas

Please note:

The attached graphic shows the PROPOSED regional breakdown for planning for workforce, higher education and economic development systems. The map is currently subject to a public comment process through to March 2016.

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

ATTACHMENT E

Campus Facility Condition Reports

Community College Overview Sightlines FY13 State College and University Overview Sightlines FY14 University of Massachusetts System Overview Sightlines FY14

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1 American University Amherst College Babson College Bentley University Berkshire Community College Bethel University Bloomsburg University of Pennsylvania Boston College Bowdoin College Bowling Green State University Brandeis University Bristol Community College (MA) Brown University Bryant University Bryn Mawr College Bucknell University Bunker Hill Community College (MA) California University of Pennsylvania Cape Cod Community College (MA) Carleton College Carnegie Mellon University Central State University Champlain College Chapman University Cheyney University of Pennsylvania Cincinnati State Technical and Community College Claremont McKenna College Clarion University of Pennsylvania Clemson University Cleveland State University Colgate University College of the Holy Cross The College of Wooster Columbus State Community College Connecticut College Cornell University Cuyahoga Community College Dartmouth College Davidson College Drew University Drexel University Duke University Duquesne University East Stroudsburg University of Pennsylvania Eastern Oregon University Edinboro University of Pennsylvania Elms College Emma Willard School Fairfield University Fitchburg State College Florida Institute of Technology Florida State University Franklin & Marshall College Franklin University Franklin W. Olin College of Engineering Gallaudet University George Mason University Georgetown University Georgia Institute of Technology Gettysburg College Gonzaga University Greenfield Community College (MA) Grinnell College Gustavus Adolphus College Hamilton College Hamline University Hampshire College Harper College Holyoke Community College Illinois Institute of Technology Indiana University Indiana University of Pennsylvania Indiana University - Purdue University Indianapolis Iowa State University Ithaca College Kansas State University Keene State College Kent State University Kutztown University of Pennsylvania Lakeland Community College Le Moyne College Lebanon Valley College Lewis & Clark College Lock Haven University of Pennsylvania Long Island University Brooklyn Campus Long Island University C.W. Post Lorain County Community College Loyola College in Maryland Loyola Marymount University Macalester College Manchester College Mansfield University of Pennsylvania Massachusetts Bay Community College (MA) Massachusetts Institute of Technology Massasoit Community College (MA) Medical University of Ohio Miami University Michigan State University Middlebury College Middlesex Community College (MA) Millersville University of Pennsylvania Missouri University of Science and Technology Mount Holyoke College Mount Wachusett Community College New Mexico State University The New School New York University North Shore Community College (MA) Northeastern Ohio Universities Colleges of Medicine Northeastern University Northern Essex Community College (MA) Northwestern University Nova Southeastern University Ohio Agricultural Research and Development Center Ohio University - Athens Oregon Institute of Technology Oregon State University Owens State Community College Pace University Pacific Lutheran University Plymouth State University Polytechnic Institute of NYU Pomona College Portland State University Princeton University Purdue University Quinsigamond Community College (MA) Rensselaer Polytechnic Institute Rider University Roger Williams University Rowan University Roxbury Community College Rutgers University Saint Louis University Saint Mary’s College (IN) Saint Mary’s College of California Seattle Pacific University Seattle University Shawnee Sate University Shippensburg University of Pennsylvania Siena College Sinclair Community College Slippery Rock University of Pennsylvania Smith College Southern Methodist University Southern Oregon University St. Lawrence University SUNY – Purchase College Swarthmore College Syracuse University Temple University Texas A&M University The Catholic University of America The College of Saint Rose The Johns Hopkins University The Ohio State University The Pennsylvania State University The Sage Colleges The University of Alabama The University of Alabama at Birmingham The University of Alabama in Huntsville The University of Dayton The University of Mississippi The University of Oklahoma Thomas Jefferson University Trinity College Tufts University University of California San Francisco Medical Center University of Akron University of Alaska Fairbanks University of Arkansas The University of Central Arkansas University of Cincinnati University of Colorado at Boulder University of Denver University of Hartford University of Illinois at Chicago University of Illinois at Urbana- Champaign The University of Maine University of Maine at Augusta University of Maine at Farmington University of Maine at Machias University of Maine at Presque Isle University of Maine at Fort Kent University of Maryland University of Massachusetts Amherst University of Massachusetts Boston University of Massachusetts Dartmouth University of Massachusetts Lowell University of Michigan University of Minnesota University of Missouri University of Missouri - Kansas City University of Missouri - St. Louis University of New Hampshire University of New Haven University of Notre Dame University of Oregon University of Pennsylvania University of Portland University of Redlands The University of Rhode Island, Narragansett Bay The University of Rhode Island, Feinstein Providence The University of Rhode Island, Kingston University of Rochester University of San Diego University of San Francisco University of St. Thomas (TX) University of Southern Maine University of Toledo University of Vermont Upper Iowa University Utica College Vassar College Virginia Commonwealth University Virginia Department of General Services Wagner College Wellesley College Wesleyan University West Chester University of Pennsylvania West Virginia University Western Oregon University Wheaton College (MA) Whitworth University Widener University Wilkes University Williams College Worcester Polytechnic Institute Worcester State College Wright State University Xavier University Yeshiva University Youngstown State University

Massachusetts Community College CFO Presentation

Jim Kadamus – Vice President Patrick Canedo – Regional Account Executive Brendon Martin – Regional Account Manager

October 10, 2014 Who Partners with Sightlines? Robust membership includes colleges, universities, consortia, and state systems

Serving the Nation’s Leading Institutions: Sightlines is proud to Sightlines advises state

announce that: • 5 UMass Campuses systems in:

• 9 Mass Public Universities • 450 colleges, • Alaska • 15 Mass Public Community Colleges universities, and K-12 • California institutions are • 16 Mass Private Colleges & Universities • Connecticut Sightlines clients, • Hawaii • Community Colleges in CT, IL, OH including over 300 • Maine ROPA members. • Massachusetts • 93% of ROPA members • Minnesota renewed in 2013 • Mississippi • Missouri • Sightlines tracks annual • New Hampshire operating budgets of • New Jersey over $5 billion and capital budgets of over • New York $9 billion • Oregon • Pennsylvania • Database of over 1.3 • Texas billion GSF

* U.S. News 2014 Rankings

2 A Vocabulary for Measurement

The Return on Physical Assets – ROPASM

The annual The accumulated The effectiveness The measure of investment needed backlog of repair / of the facilities service process to ensure buildings modernization operating budget, and the will properly needs and the staffing, maintenance perform and reach definition of supervision, and quality of space their useful life resource capacity energy and systems “Keep-Up Costs” to correct them management “Catch-Up Costs”

Annual Asset Operational Service Stewardship Reinvestment Effectiveness

Asset Value Change Operations Success

3 Peer Community Colleges

Peer Community Colleges Asnuntuck Community College Capital Community College Cuyahoga Community College - East Cuyahoga Community College - Metro Cuyahoga Community College - West Gateway Community College Housatonic Community College Manchester Community College Middlesex Community College CT Naugatuck Valley Community College Northwestern Community College Norwalk Community College Quinebaug Valley Community College Three Rivers Community College Tunxis Community College Owens State Community College Sinclair Community College William Rainey Harper College

4 What are the main drivers of Deferred Maintenance?

MACC Physical Asset Profile

Historical Investment Performance

Strategic Backlog/Campus Condition Management

5 What are the main drivers of Deferred Maintenance?

MACC Physical Asset Profile

Historical Investment Performance

Strategic Backlog/Campus Condition Management

6 Growth in Space and Enrollment For all 15 Massachusetts Community Colleges Growth in GSF vs. Enrollment Baseline year: FY08 25%

20%

15%

10% % FY08 from % Changes

0% FY08 FY09 FY10 FY11 FY12 FY13

Mass GSF Mass Student FTEs

7 MACC Density Factor Community College’s have higher density compare to peers

1200

1000

800

600

400 Users/100,000 GSF Users/100,000 200

0 FY07 FY08 FY09 FY10 FY11 FY12 FY13 Density Factor Peer Average

8 Waves of Construction: MACC against Database

Constructed Space of Sightlines Database (<1910-Present)

Durable construction Lower-quality construction Technically Already needing more complex spaces

Require programmatic War/

War - - updates repairs and renovations More expensive

to maintain & Modern Pre

Complex repair Post

40%

35% 12% of Database 55% of Database 33% of Database

30% 16% of MACC 66% of MACC 17% of MACC

25% 20% 36% of space was constructed between % GSF of % 15% 1971 and 1975 10%

Database GSF MACC

9 MA Campuses age profile and level of risk

15 campuses – 170 Buildings – 7.2 Million GSF – $3.0B Replacement Value Campus Age Distribution 100% 13% 90% 18% 16% 80% 70% High Risk High Risk High Risk 39% 42% 60% 60% 50% 40% 30% 20% 19% 20% 14% 10% 23% 23% 16% 0% MACC Renovation Age National Public Northeast Public Renovation Age Renovation Age Under 10 10 to 25 25 to 50 Over 50

10 What are the main drivers of Deferred Maintenance?

MACC Physical Asset Profile

Historical Investment Performance

Strategic Backlog/Campus Condition Management

11 Project Spending Breakout: Existing vs. New Space

Majority of investment into existing space renovations

MACC: Total Project Spending by Type $80 7 Year Mix of Spending $70 11% $20 $60

$50 89% $7 $1 $40

$1 $30 $0

$53 $1 $ in in $ Millions $20 $1 $41 $43 $30 $33 $27 $10 $20

$0 FY07 FY08 FY09 FY10 FY11 FY12 FY13 Existing Space New Space

12 Defining Stewardship Investment Targets What is the annual investment need to sustain the Mass Community College’s value? FY13 Replacement Value: $3.0B $100.00

$90.00 Target need is discounted $80.00 for modernization & function of space

$70.00

$60.00

$50.00 $33.0 $89.9 $ in Millions in $ $40.00

$30.00 $13.3

$20.00 $35.0 $10.00 $23.9

$0.00 3% Replacement Value Equilibrium Need Target Need Envelope/Mechanical Space/Program Depreciation Model Sightlines Recommendation

Total $ in Millions $89.9 $68.0 $37.3 % of Replacement 3.0% 2.3% 1.2%

13 Total capital investment over time One-time capital pushes the MACC into the target zone from FY08-FY12 $80 Decreasing Backlog

$70

$60

Life Cycle Need Millions Stabilizing Backlog $50

$40

Target Need $30 Increasing Backlog

$20

$10

$0 2007 2008 2009 2010 2011 2012 2013 Annual Stewardship (Recurring Capital) Asset Reinvestment (One-Time Capital) Target Need Life Cycle Need *Note that ARRA funding allowed campus level increase for Annual Stewardship

14 Spending mix compared to peers MACC spending more into building systems compared to peers

Peer Average Investment Mix MACC Average Investment Mix (7-Year Average) (7-Year Average)

13% 18% 16% 20%

8% 7%

28% 33% 21% 35%

15 What are the main drivers of Deferred Maintenance?

MACC Physical Asset Profile

Historical Investment Performance

Strategic Backlog/Campus Condition Management

16 10-year Project Backlog in total dollars MACC backlog exceeds $1 billion and is growing

MACC Total Backlog $1,400

$1,200 22%

$1,000

$800

$1,214 $600 $1,140 $1,173 $1,070 $1,108 $997 $1,030 $400

$200

$- FY07 FY08 FY09 FY10 FY11 FY12 FY13

$/GSF $142 $147 $153 $158 $161 $163 $168

17 MACC Net Asset Value NAV Index helps to define investment strategy

NAV Index Investment Strategy 100% “Keep Up” Stage: Primarily new or 90% recently renovated buildings with sporadic building repair & life cycle 80% needs 70% MACC 60% Balanced Profile Stage: Buildings are beginning to show their age and 50% may require more significant investment and renovation on a case- 40% by-case basis

30% “Catch Up” Stage: Buildings require 20% more significant repairs; major building 10% components are in jeopardy of complete failure; large-scale capital 0% infusions or renovations are inevitable

Replacement Value – Deferred Maintenance Net Asset Value = Replacement Value

18 Funding Projection All MACC Space up to 75% NAV

30% One-time capital infusion “Catch Up” Stage: Buildings require 20% requirement: $500 M more significant repairs; major building 10% components are in jeopardy of complete failure; large-scale capital 0% infusions or renovations are inevitable

Replacement Value – Deferred Maintenance Net Asset Value = Replacement Value

19 Campus Operations Facilities Operating Expenditures Increased Operating Budget by $0.75 since FY09 MACC Facilities Operating Actuals $7.00 $5 Million Dollars in cost $6.00 $0.25 $0.27 $0.26 $0.22 $0.31 $5.00 $0.25 $0.22 $0.24

$4.00

$3.00

$/GSF $5.50 $5.45 $5.14 $5.20 $5.32 $4.86 $4.75 $4.93 $2.00

$1.00

$0.00 FY07 FY08 FY09 FY10 FY11 FY12 FY13 Peers FY13 Daily Service Planned Maintenance

21 36% increase in PM since FY07 Planned maintenance important to preserve younger newer systems

Planned Maintenance $0.30

$0.25

$0.20

$0.15 $/GSF $0.10

$0.05

$0.00 FY07 FY08 FY09 FY10 FY11 FY12 FY13 Energy Consumption Over Time Consumption not as high in FY13 despite harsher winter

100,000

90,000

80,000

70,000

60,000

50,000

BTU/GSF 40,000

30,000

20,000

10,000

0 FY07 FY08 FY09 FY10 FY11 FY12 FY13 Fossil Electric

23 Mass Community Colleges’ Strategies

Strategy Consistent documenting of deferred maintenance is critical for all campuses.to be able to set capital priorities. There will not be enough funding to address all needs; so focus on those needs 1 on high risk/aging buildings.

Strategy Consider eliminating or replacing aging space with new modern facilities, especially buildings with a certain construction vintages where poor quality construction was prevalent. Sometimes less is more when it comes 2 to addressing aging buildings with lots of deferred maintenance.

Strategy If there is an infusion of capital dollars, campuses will need to set priorities to address the 3 buildings which have high programmatic value and high deferred maintenance.

Use the data to support policies and funding that address not only the backlog of deferred Strategy maintenance but also the annual renewal needs of the campuses by using predictive 4 modeling.

Strategy Institute facilities operational practices that are proactive at extending the life cycles of key 5 expensive building components like HVAC, electrical systems and roofs.

24 Questions and Discussion Western Oregon University Wheaton College (MA) Whitworth University Widener University Wilkes University Williams College Worcester Polytechnic Institute Worcester State College Wright State University Xavier University Yeshiva University Youngstown State University

Massachusetts State Colleges and Universities

Jon King– Associate Director of Member Services Brendon Martin – Account Manager

June 25, 2015 Who Partners with Sightlines? Robust membership includes colleges, universities, consortia, and state systems

Serving the Nation’s Leading Institutions: Sightlines is proud to Sightlines advises state announce that: • 19 of the Top 25 Colleges* systems in: • 17 of the Top 25 Universities* • 450 colleges, • Alaska • 14 Mass Public College & Universities universities, and K-12 • California institutions are • 15 Mass Public Community Colleges • Connecticut Sightlines clients, • Hawaii • 16 Mass Private Colleges & Universities including over 300 • Maine ROPA members. • Massachusetts • 93% of ROPA members • Minnesota renewed in 2013 • Mississippi • Missouri • Sightlines tracks annual • New Hampshire operating budgets of • New Jersey over $5 billion and capital budgets of over • New York $9 billion • Oregon • Pennsylvania • Database of over 1.3 • Texas billion GSF

* U.S. News 2014 Rankings

2 Massachusetts State Colleges and Universities

MSCU Institutions Data Since SL Services Bridgewater State FY08 ROPA University Fitchburg State University FY05 ROPA+, Building Portfolios, Sustainability Framingham State FY06 ROPA, Sustainability University Massachusetts College of FY06 ROPA+, Building Portfolios Art and Design Massachusetts College of FY08 ROPA+ Liberal Arts Massachusetts Maritime FY08 ROPA Academy Salem State University FY08 ROPA Westfield State University FY06 ROPA, Sustainability Worcester State FY04 ROPA, Sustainability University

Historical Benchmarks for this session will start with FY08 as a baseline

3 A Vocabulary for Measurement

The Return on Physical Assets – ROPASM

Annual Asset Operational Service Stewardship Reinvestment Effectiveness

Asset Value Change Operations Success

4 Building Connections

5 Mass State Colleges and Universities (MSCU) Growth in space and enrollment for all 9 institutions Included Campus Space FY14 Growth in GSF v. Enrollment (11.4M GSF) Baseline Year: 2008 18% Bridgewater State University 2,316 16% Westfield State University 1,511 14% Salem State University 1,495 12% Fitchburg State University 1,400 10% Framingham State University 1,217

Massachusetts College of Art and 8%

Design 1,030 % FY08 from % Changes Worcester State University 943 6% Massachusetts Maritime Academy 783 4% Massachusetts College of Liberal Arts 699 2% 0 2,000 4,000 Thousands 0% GSF FY08 FY09 FY10 FY11 FY12 FY13 FY14 *Note: Salem and Mass Maritime is as of FY12. Mass GSF MSCU Student FTEs

6 Waves of Construction: MSCU against Database

Constructed Space of Sightlines Database (<1910-Present)

Durable construction Lower-quality construction Technically Already needing more complex spaces

Require programmatic War/

War - - updates repairs and renovations More expensive

to maintain &

Modern Pre

Complex repair Post 30% 12% of Database 55% of Database 33% of Database 25% 15% of MSCU 58% of MSCU 27% of MSCU 20% 29% of Space built between 1971 and 1980

15% % GSF of % 10%

Database GSF MSCU

7 MSCU Campuses age profile and level of risk Near same percentage of buildings over 25 years old, higher percentage of space under 10 Campus Age Distribution 100% 90% 15% 19% 17% 80% 70% High Risk High Risk High Risk 40% 60% 38% 43% 50% 40% 16% 30% 22% 22% 20% 29% 10% 20% 18% 0% MSCU Renovation Age National Public Northeast Public Renovation Age Renovation Age Under 10 10 to 25 25 to 50 Over 50

8 MSCU Campuses age profile and level of risk 9 institutions – 279 Buildings – 11.3M GSF – 45,113 student FTEs Campus Age Distribution 100% 5% 90% 15% 22% 80% High38% Risk 70% High Risk High Risk 40% 60% 42% 50% 17% 40% 16% 30% 15% 20% 40% 29% 10% 22% 0% MSCU Renovation Age E&G Housing

*E&G – Education and General Under 10 10 to 25 25 to 50 Over 50

9 Identifying High-Risk Space Lower quality construction paired with aging building components Total GSF by Construction Vintage E&G Housing 4,500 4,000 5.1M GSF or 729K 48% of space 3,500 in high risk 3,000 Thousands category- 2,500 update 2.68M 210K GSF 2,000 1,500 1.58M 1,000 500 0 Pre-War Post War & Complex Pre-War Post War & Complex (pre-1950) Modern (post-1990) (pre-1950) Modern (post-1990) (1950-1990) (1950-1990) *E&G – Education and General Under 10 10 to 25 25 to 50 Over 50

10 Project Spending Breakout: Existing vs. New Space Past 5 years New Space investment largest portion of capital profile Total Project Spending $250

MSCU 7-Year Capital Investment Distribution $200

Average: $154.1M $150

45%

$ (in Millions) (in $ $100 55%

$50

Note: FY13 & FY14 data does not include Massachusetts Maritime Academy or Salem State University.

11 Total Project Spending into Existing Space Lower project spending in FY13 and FY14 Total Project Spending into Existing Space $/GSF $12.00

$10.00 $/GSF

$8.00

$6.00 $/GSF $4.00

$2.00

$0.00 FY08 FY09 FY10 FY11 FY12 FY13 FY14

Average Database Average

12 Defining an Annual Investment Target What is the annual investment need to sustain the Mass State Universities value?

FY14 Annual Investment Target Replacement Value: $4.1B $140.00

$120.00

$100.00 Functional obsolescence drives investment prior to life cycles & discounts the annual investment target $80.00 $59.5

$60.00 $123.9 $ in Millions in $ $28.9 $40.00

$47.2 $20.00 $35.4

$0.00 3% Replacement Value Life Cycle Need Annual Investment Target Envelope/Mechanical Space/Program

13 Total capital investment over time One-time capital pushes MSCU institutions into and above target zone until FY13 Total Capital Investment FY08-FY14 $120.0 Decreasing Backlog $100.0 Sustaining Backlog $80.0

$60.0 Increasing Backlog

$ in Millionsin $ $40.0

$20.0

$0.0 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 Annual Stewardship (Keep Up) Asset Reinvestment (Catch Up) Equilibrium need Target need Note: FY13 & FY14 data does not include Massachusetts Maritime Academy or Salem State University.

14 10-year Project Backlog in total dollars

10- Year Project Backlog $1,200.0

$1,000.0 $992 $800.0 $770 $600.0

(Millions) $400.0 Year Project Backlog Year - $200.0 10 $222

$0.0 MCSU E&G Housing

*E&G – Education and General

15 10-year Project Backlog

10- Year Project Backlog $140.0

$120.0 $115 $100.0

$80.0 $91

$60.0 $53 $40.0

$20.0

year ($/GSF) year Backlog Project -

10 $0.0 MCSU E&G Housing National Public Average - $98.01/GSF Northeast Public Average - $106.24/GSF

*E&G – Education and General

16 Net Asset Value for MSCU Total campus as well as E&G and Housing

NAV Index Investment Strategy 100% Housing (86%) “Keep Up” Stage: Primarily new or 90% MSCU recently renovated buildings with E&G sporadic building repair & life cycle 80% (76%) (70%) needs 70%

60% Balanced Profile Stage: Buildings are beginning to show their age and 50% may require more significant investment and renovation on a case- 40% by-case basis

Replacement Value – Deferred Maintenance Net Asset Value = Replacement Value

17 Net Asset Value by Institution 9 campuses

NAV Index Investment Strategy 100% “Keep Up” Stage: Primarily new or 90% BSU recently renovated buildings with SSU WSU Framingham sporadic building repair & life cycle 80% needs 70% Fitchburg MCAD 60% MMA Balanced Profile Stage: Buildings MCLA WFSU are beginning to show their age and 50% may require more significant investment and renovation on a case- 40% by-case basis

Replacement Value – Deferred Maintenance Net Asset Value = Replacement Value

18 Increased operating expenditures due to large backlog Savings will come through increased levels of Planned Maintenance Total Facilities Operating Budget Actuals $9.00 $7.4M Annually $8.00 $0.80/GSF $7.00

$6.00

$5.00

$/GSF $4.00

$3.00

$2.00

$1.00

$- FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 Peer Average Daily Service Planned Maintenance Utilities Note: FY13 & FY14 data does not include Massachusetts Maritime Academy or Salem State University.

19 Concluding Comments Core Concepts

MSCU has a polarized age profile requiring a dynamic funding approach that “keep-ups” with the new space and “catches-up” with the older existing space.

It is important to have a consistent approach to measure and monitor the future life cycle need of building assets.

The need for a dedicated, long-term “keep-up” funding source is critical to maintain current space.

Difficulties of planning and executing major repair projects within limited periods of time when the buildings are open should be assessed.

Opportunities exist to jump start stewardship by selecting projects that can release savings to bolster annual funding for facilities which can slow the rate of campus deterioration, reduce operating costs, and create a culture of proactive stewardship of facilities.

21 Questions and Discussion Abilene Christian University Adelphi University Alcorn State University American University Amherst College Arizona State University Armstrong Atlantic State University Asnuntuck Community College Augustana College (IL) Avon Old Farms School Babson College Bellarmine Preparatory School Bentley University Berea College Berkshire Community College Berkshire School Bethel University Bloomsburg University of Pennsylvania Boston College Bowdoin College Bowling Green State University Brandeis University Bridgewater State University Bristol Community College (MA) Brown University Bryant University Bryn Mawr College Bucknell University Bunker Hill Community College (MA) Cabrini College California Institute of the Arts California State University – San Bernardino California University Consortium California University of Pennsylvania Calvin College Cape Cod Community College (MA) Capital Community College Carleton College Carnegie Mellon University Case Western Reserve University Central Connecticut State University Champlain College Chapman University Charter Oak State College Cheyney University of Pennsylvania Cincinnati State Technical and Community College Claremont McKenna College Clarion University of Pennsylvania Clemson University Cleveland State University Colgate University College of Mount St. Joseph College of Saint Benedict Columbus State Community College Connecticut College Cornell University Cuyahoga Community College Dalhousie University Davidson College Delta State University Drew University Drexel University Duke University Duquesne University Earlham College East Stroudsburg University of Pennsylvania Eastern Connecticut State University Eastern Oregon University Eckerd College Edinboro University of Pennsylvania Emerson College Emma Willard School Fairfield University Fitchburg State University Florida Institute of Technology Florida State University Framingham State University Franklin & Marshall College Franklin University Franklin W. Olin College of Engineering Fuller Road Management Corporation Gallaudet University Gateway Community College George Mason University Georgia Institute of Technology Gettysburg College Gonzaga University Goucher College Greenfield Community College (MA) Grinnell College Gustavus Adolphus College Hamilton College Hamline University Hampshire College Harper College Harvey Mudd College Holyoke Community College Housatonic Community College Husson University Illinois Institute of Technology Indiana University Indiana University of Pennsylvania Indiana University - Purdue University Indianapolis Iowa State University Ithaca College Jackson State University Kansas State University Keene State College Kent State University Kutztown University of Pennsylvania Lakeland Community College LaSalle University Le Moyne College Lebanon Valley College Lewis & Clark College Lock Haven University of Pennsylvania Long Island University Brooklyn Campus Long Island University C.W. Post Louisiana State University Loyola Marymount University Loyola University in Maryland Macalester College Manchester College Manchester Community College Mansfield University of Pennsylvania Massachusetts Bay Community College (MA) Massachusetts College of Art and Design Massachusetts College of Liberal Arts Massachusetts Institute of Technology Massachusetts Maritime Academy Massasoit Community College (MA) Miami University Michigan State University Middlebury College Middlesex Community College (CT) Middlesex Community College (MA) Millersville University of Pennsylvania Mississippi State University Mississippi University for Women Mississippi Valley State University Missouri University of Science and Technology Montana State University (Bozeman) Mount Holyoke College Mount Wachusett Community College Naugatuck Community College New Mexico State University New York University North Shore Community College (MA) Northeastern University Northern Arizona University Northern Essex Community College (MA) Northwestern Connecticut Community College Northwestern University Norwalk Community College Nova Southeastern University Ohio University - Athens Oregon Institute of Technology Oregon State University Otis College of Art & Design Owens State Community College Pace University Pacific Lutheran University Pennsylvania State Hershey Medical Center UMass System Mont Alto Phillips Academy Andover Plymouth State University Polytechnic Institute of NYU Pomona College Portland State University Potomac State College Princeton University Purdue University Quinebaug Valley Community College Quinsigamond Community College (MA) Rensselaer Polytechnic Institute Rhode Island School of Design Rider University Roger Williams University Roxbury Community College Rutgers University Saint Louis University Saint Mary's College (IN) Saint Mary's College of California Salem State University San Diego State University Seattle Pacific University Seattle University Shippensburg University of Pennsylvania Siena College Sinclair Community College Slippery Rock University of Pennsylvania Smith College Southern Connecticut State University Southern Methodist University Southern Oregon University Springfield Technical Community College St. Lawrence University Stevens Institute of Technology SUNY - Purchase College Swarthmore College Syracuse University Temple University Texas A&M University Texas Christian University The Catholic University of America The College of Saint Rose The College of Wooster The Johns Hopkins University The Lawrenceville School The New School The Ohio State University The Peddie School The Pennsylvania State University The Richard Stockton College of New Jersey The Sage Colleges The University of Alabama The University of Alabama at Birmingham The University of Dayton The University of Maine The University of Mississippi The University of Rhode Island, Kingston The University of Tennessee, Knoxville Thomas Jefferson University Three Rivers Community College Towson University Trinity University Tufts University Tuxis Community College University of Alaska Anchorage University of Alaska Fairbanks University of Alaska Southeast University of Arizona University of Arkansas University of California - Davis University of California - Irvine University of California San Francisco Medical Center University of Central Florida University of Chicago University of Cincinnati University of Colorado at Boulder University of Denver University of Florida University of Hartford University of Idaho University of Illinois at Urbana- Champaign University of Kentucky University of Maine at Augusta University of Maine at Farmington University of Maine at Fort Kent University of Maine at Machias University of Maine at Presque Isle University of Maryland University of Massachusetts, Amherst University of Massachusetts, Dartmouth University of Massachusetts, Lowell University of Michigan University of Minnesota, Morris University of Minnesota, Twin Cities University of Mississippi Medical Center University of Missouri University of Missouri - Kansas City University of Missouri - St. Louis University of Nebraska at Kearney University of New Hampshire University of New Haven University of North Texas University of Notre Dame University of Oregon University of Pennsylvania University of Portland University of Redlands University of Rochester University of San Diego University of San Francisco University of Southern Maine University of Southern Mississippi University of St. Thomas (TX) University of Texas at Dallas University of the Pacific University of Toledo University of the Sciences in Philadelphia University of Vermont Upper Iowa University Utica College Vassar College Virginia Commonwealth University Virginia Department of General Services Virginia State University March 18th, 2015 Wagner College Washburn University Wellesley College Wesleyan University West Chester University of Pennsylvania West Virginia Health Sciences Center West Virginia University Western Connecticut State University Western Oregon University Westfield State University Wheaton College (MA) Whitworth University Widener University Williams College Williston Northampton School Worcester State University Xavier University Yeshiva University Youngstown State University

Sightlines Analysis and Benchmarking for UMass Campuses

Presented by: James Kadamus, Brendon Martin, and Patrick Canedo Who Partners with Sightlines?

Robust membership includes colleges, universities, consortia, and state systems

Sightlines works with • All Mass Public Universities and CCs Sightlines Profile: Sightlines advises state systems in: • All Connecticut Public Universities and CCs • 1.3B square feet in • Alaska • All Maine and New Hampshire Public our database Universities • California • We track $6.5B in • Connecticut • Penn State and PASSHE Systems operating costs and • Hawaii • 35 State Land-Grant Universities $9B in capital • Maine • Medical Schools in 10 States expenditures • Massachusetts • Minnesota annually • Mississippi • 450 colleges, • Missouri universities, and K-12 • New Hampshire institutions are • New Jersey Sightlines clients • New York • Oregon • 93% Annual member • Pennsylvania retention rate in FY13 • Texas • West Virginia

2 A Vocabulary for Measurement The Return on Physical Assets – ROPASM

The annual The accumulated The effectiveness The measure of investment needed backlog of repair / of the facilities service process, to ensure buildings modernization operating budget, the maintenance will properly needs and the staffing, quality of space perform and reach definition of supervision, and and systems, and their useful life resource capacity energy the customers “Keep-Up Costs” to correct them management opinion of service “Catch-Up Costs” delivery

Annual Asset Operational Service Stewardship Reinvestment Effectiveness

Asset Value Change Operations Success

3 Space Profile What’s Included? Included Campus Space Replacement Value 21.3M GSF $8.3B

38% 42% 50% 47%

8% 15%

Campus GSF E&G GSF Aux GSF Replacement Value UMass – Amherst 10.6M 6.5M 4.0M $3.9B UMass Medical 1.8M 1.8M 0.0 $1.2B UMass – B/D/L 8.9M 6.6M 2.3M $3.1B Total 21.3M 15.0M 6.3M $8.3B

5 Waves of Construction: UMass Against Database

Constructed Space of Sightlines Database (<1910-Present)

Durable construction Lower-quality construction Technically Already needing more complex spaces

Require programmatic War/

War - - updates repairs and renovations More expensive

to maintain & Modern Pre

Complex repair Post

35% 12% of Database 55% of Database 33% of Database 30% 8% of UM 66% of UM 26% of UM 25%

53% of Space built

20% between 1965 and 1980

15% % GSF of % 10%

Database GSF UMass System GSF

6 Construction Vintage by Campus

Construction Vintage 100% 8% 14% 13% 90%

80%

49% 70% 69% 52% 60% 66% 87% 50% 71%

40%

30% 51%

% of Total Campus GSF Campus Total of % 20% 35% 26% 31% 10% 16% 13% 0% UMass System UM - Amherst UM - Medical UM - Boston UM - Dartmouth UM - Lowell Complex Post-War/Modern Pre-War (Post-1991) (1951-1990) (Pre-1950)

7 UMass System Campuses Age Profile

Campus Renovation Age by Category

100% 0% 6% 90% 20% 19% 32%

80% 49% 70% 49%

60% 44% 86% 52% 50% 49% 40% 23% 11% 7% 30%

% of Total Campus GSF % Total of 10% 20% 35% 8% 28% 31% 10% 18% 12% 14% 0% UMass Total UM - Amherst UM - Medical UM - Boston UM - UM - Lowell Renovation Dartmouth Age Under 10 10 to 25 25 to 50 Over 50

8 Growth in Space and Enrollment Recent increase in space closes gap with enrollment growth

25%

20%

15%

10% % FY09 from % Changes

0% FY2009 FY2010 FY2011 FY2012 FY2013 FY2014

UMass System GSF UMass System Student FTEs

9 Drivers of Operations UMass Medical excluded from Density Slide

Density Factor Program Space 900 250 800 791

700 200 212

600 210* 150 162 500 133 139 400 432 100 382 103 300 347 Users/100,000 GSF Users/100,000 299 200 Student Space/ Program 50 100

0 0 UMass UM - UM - Boston UM - UM - Lowell

UMass UM - UM - UM - UM - Lowell 3.15 Total Amherst Boston Dartmouth Program Amherst Dartmouth Density Public School DBA UM-Amherst Comps UM-B/D/L Comps

10 Deferred Maintenance and Net Asset Value

11 10-Year Project Backlog in Total Dollars E&G Space Only

10- Year Project Backlog

$4,000.0

$3,500.0

Millions $3,000.0

$2,500.0 $2,617 $2,000.0

$1,500.0 $1,253

Year Project Backlog Year $1,000.0

10 $500.0 $693 $184 $482 $442 $0.0 Total UMass UM - Amherst UM - Medical UM - Boston UM - UM - Lowell System Dartmouth

12 UMass Net Asset Value by Sector E&G Space Only

NAV Index Investment Strategy 100% “Keep Up” Stage: Primarily new or 90% UM - recently renovated buildings with Medical sporadic building repair & life cycle 80% needs 70% UM – 60% Dartmouth Balanced Profile Stage: Buildings are beginning to show their age and 50% UMass UM - may require more significant System UM – investment and renovation on a case- 40% Amherst UM – by-case basis Lowell 30% Boston “Catch Up” Stage: Buildings require 20% more significant repairs; major building 10% components are in jeopardy of complete failure; large-scale capital 0% infusions or renovations are inevitable Replacement Value – Deferred Maintenance Net Asset Value = Replacement Value

Mass State Universities E&G Average Public DB School Average

13 Capital Project Spending Breakout: Existing vs. New Space

Total Project Spending UMass 6-Year Capital Investment $600 Distribution $2.1 Billion Total over 6 years $500

34%

$400

$300

66% $ (in Millions) (in $

$200

$100 Some new space project spending is renovation through replacement projects. $0 Ex: ISC and GAB1 at UMass - Boston 2009 2010 2011 2012 2013 2014

New Space Existing Space

15 Defining Stewardship Investment Targets $98.7M of Stewardship funds needed in FY14 to keep-up E&G campus space FY14 Replacement Value: $6.0B $200.00

$180.00 Target need is discounted $160.00 for modernization & function of space

$140.00

$120.00 $98.8

$100.00 $180.4 $ in Millions in $ $80.00 $42.9 $60.00

$40.00 $74.4 $55.8 $20.00

$0.00 3% Replacement Value Equilibrium Need Target Need Envelope/Mechanical Space/Program Depreciation Model Sightlines Recommendation

Total $ in Millions $180.4 $173.2 $98.7 % of Replacement 3.00% 2.88% 1.64%

16 Spending against Target: 2009-2014 Historic spending close to or met annual targets $180

$160 Decreasing Backlog

$140

$120

Sustaining Backlog

$100

$80 Increasing Backlog

$60 $ in in $ Millions

$40

$20

$0 2009 2010 2011 2012 2013 2014 Annual Stewardship Asset Reinvestment Equilibrium Target Annual Stewardship Target

17 U Mass Amherst Spending Against Target: 2009-2014

Strategic project selection has enabled UMA to decrease backlog over time $80 Decreasing Backlog $70

$60 Sustaining Backlog

$50

$40 in in Millions $30 Increasing Backlog

Total $ $ Total $20

$10

$0 2009 2010 2011 2012 2013 2014 AS Investment AR Investment Annual Stewardship Target Equilibrium Target

18 U Mass Medical Spending against Target: 2009-2014

Historic spending has not reached targets $45 Decreasing Backlog $40

$35 Sustaining Backlog

$30

$25

$20 Increasing Backlog in in Millions

$15 Total $ $ Total $10

$0 2009 2010 2011 2012 2013 2014 AS Investment AR Investment Annual Stewardship Target Equilibrium Target

19 U Mass Boston Spending Against Target: 2009-2014 UM-Boston relies on one-time funding to reach target range $40

$35

$30 Decreasing Backlog

$25

$20 Sustaining Backlog

$15 $ in in $ Millions $10 Increasing Backlog

$0 2009 2010 2011 2012 2013 2014 Annual Stewardship Asset Reinvestment Equilibrium Target Annual Stewardship Target

20 U Mass Dartmouth Spending Against Target: 2009-2014

UM-Dartmouth relies on one-time funding to reach target range $14 Decreasing Backlog

$12

$10 Sustaining Backlog

$6 Increasing Backlog $ in in $ Millions $4

$0 2009 2010 2011 2012 2013 2014 Annual Stewardship Asset Reinvestment Equilibrium Target Annual Stewardship Target

21 U Mass Lowell Spending Against Target: 2009-2014 UM-Lowell relies on one-time funding to reach target range $30 Decreasing Backlog

$25 Sustaining Backlog

$20

$15

Increasing Backlog

$10 $ in in $ Millions

$0 2009 2010 2011 2012 2013 2014 Annual Stewardship Asset Reinvestment Equilibrium Target Annual Stewardship Target

22 Predicting Future Capital Needs

> Six sub-systems at each campus in 345 of state buildings > Through observation and interviews we determine three areas

23 UMass Campuses: 10-Year Needs

10 Year Needs $3.0

$2.5 Infrastructure & Modernization Need: $0.5

• Estimated using a combination of the Sightlines’ database & BPS analyses. $2.0 $0.5 Remaining Renewal Need: • Life cycle needs coming due between $1.5 2018-2024.

$1.0 Immediate Need: Total Dollars (Billions) Dollars Total $1.6 • The subsystem has already failed $0.5 • The subsystem is functioning with substantial degradation of efficiency or performing at increased cost $0.0 Total Infrastructure & Modernization FY18-24 Renewal Need Immediate Need

24 UMass Campuses: 10 Year Needs

10 Year Needs $3,000.0 UMass: Immediate Needs by Risk High = HVAC, Electrical, Plumbing $2,500.0 Medium = Exteriors, Roofing

Low = Interiors, Sm Bldg

$2,000.0

24% $1,500.0 $371.8

$302.8 $1,000.0 57%

19% Total Dollars (Millions) Dollars Total

$500.0 $905.6

$0.0 Total

High Risk Medium Risk Low Risk

25 UMass System: 10-Year Needs by Campus

UMass System: 10-Year Needs $1,400 UMass: Immediate Needs by Risk $1,400 High = HVAC, Electrical, Plumbing $1,200 Medium = Exteriors, Roofing

Millions $1,200 Low = Interiors, Sm Bldg Millions

$1,000 $1,000

$800

$600

$600 Total Dollars Total $400 Total Dollars Total $400

$200 $200

$0 $0 UM - UM - UM - UM - Lowell UM - UM - UM - UM - UM - UM - Amherst Boston Dartmouth Medical Amherst Boston Dartmouth Lowell Medical Immediate Need FY18-24 Renewal Need High Risk Medium Risk Low Risk Infrastructure & modernization not included in this graph Institutions Ordered oldest to youngest, by ascending percentage of space under 25 years

26 UMass Campuses: 10 Year Needs

UMass Campuses: 10-Year Needs 10 Year Needs $700 $3.0 Scenario 1: $600 Funding immediate $2.5 need over 3 years

$0.5

$500 $2.0 $0.5 $400 $1.5

$300

$1.0 Total Dollars (Millions) Dollars Total

Total Dollars (Billions) Dollars Total $1.6 $200 $0.5

$100 $0.0 Total Infrastructure & Modernization $0 FY18-24 Renewal Need 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Immediate Need

27 UMass Campuses: 10 Year Needs

UMass Campuses: 10-Year Needs 10 Year Needs $700 $3.0 Scenario 2: $600 Funding immediate $2.5 need over 5 years

$0.5

$500 $2.0 $0.5 $400 $1.5

$300

$1.0 Total Dollars (Millions) Dollars Total

Total Dollars (Billions) Dollars Total $1.6 $200 $0.5

$100 $0.0 Total Infrastructure & Modernization $0 FY18-24 Renewal Need 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Immediate Need

28 UMass Campuses: 10 Year Needs

UMass Campuses: 10-Year Needs 10 Year Needs $700 $3.0 Scenario 3: Funding immediate need $600 $2.5 over 5 years and

$0.5 extending renewal need

$500 over 7 years $2.0 $0.5 $400 $1.5

$300

$1.0 Total Dollars (Millions) Dollars Total

Total Dollars (Billions) Dollars Total $1.6 $200 $0.5

$100 $0.0 Total Infrastructure & Modernization $0 FY18-24 Renewal Need 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Immediate Need

29 UMass Net Asset Value by Sector E&G Space Only

NAV Index Investment Strategy 100% “Keep Up” Stage: Primarily new or 90% recently renovated buildings with sporadic building repair & life cycle 80% needs 70% UMass System 60% Balanced Profile Stage: Buildings FY22 are beginning to show their age and 50% may require more significant UMass investment and renovation on a case- 40% by-case basis System Update 7 years from 30% FY14 today “Catch Up” Stage: Buildings require 20% more significant repairs; major building 10% components are in jeopardy of complete failure; large-scale capital 0% infusions or renovations are inevitable

Replacement Value – Deferred Maintenance Net Asset Value = Replacement Value

30 Strategies for Long-Term Facilities Success

Strategy 1: Look ahead and set priorities for investment over time

• Set capital priorities that reflect an investment strategy spanning 7-10 years. Such an approach has proven highly effective at lowering the backlog needs in aging buildings that are determined to be critical to the mission and programmatic needs of universities. Make future project selection match identified needs.

Strategy 2: Less can be more

• Sometimes less is more when it comes to addressing aging buildings with high backlogs. Consider eliminating or replacing aging space of certain construction vintages with more modern and more efficient facilities. PASSHE has renovation through replacement policy that has had positive effects.

Strategy 3: Build strategically

• New construction must support the master plan and future program needs of the university.

Strategy 4: Keep-up

• Make annual stewardship (keep-up) investment a priority at every campus. The more the campus keeps up the greater chance of extending the life cycles.

Strategy 5: Reward savings to be more proactive

• Incentivize facilities operators who make buildings run more efficiently (lower maintenance, custodial or energy costs) by reallocating the savings to increase annual capital budgets – stewardship. The payback in capital is three to four times the value of the savings reallocated.

31 Questions & Discussion

EXHIBIT A – RESPONSE COVER SHEET

ONE ASHBURTON PLACE, 15TH FLOOR BOSTON, MA, 02108

Response Cover Sheet for Document Number BHE1601 ST1

Strategic Framework for Massachusetts Public Higher Education

Issued by: The Commonwealth of Massachusetts Executive Office for Administration and Finance Division of Capital Asset Management and Maintenance One Ashburton Place, Boston, MA 02108

Issued on: January 4, 2016

VENDOR SUBMITTING RESPONSE

______Name of Firm

______Address of Firm

______Contact Person at Firm Title

______Phone Number E-Mail

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

EXHIBIT B – SUBMISSION CHECKLIST

The Following Completed Items Must Accompany the Response

Please check box below to confirm submission:

A. Response Cover Sheet – Complete and attach Exhibit A

B. Submission Checklist – Complete and attach Exhibit B

C. Letter of Interest

D. Respondent Qualifications

E. Project Approach and Methodology

F. Pricing Response Form – Complete and attach Exhibit C

G. Standard Commonwealth Forms – Complete and attach forms provided as Exhibit K (These forms are also available at the OSD website: www.mass.gov/osd under “Key Resources”)

Commonwealth Standard Contract Form

Commonwealth Terms and Conditions

Vendor Authorized Signatory Listing

Supplier Diversity Program (SDP) Plan Commitment SDP Plan Form #1

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Prompt Pay Discount Form

Electronic Funds Transfer Form

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

EXHIBIT C - PRICING RESPONSE FORM

Page 1 of 2

______Firm Submitting Proposal

______Name of Authorized Signatory Title

______Signature Date Please complete the following table and identify the firm’s staff and hourly rates that will be involved in Scope of Services as per Section 3 of the RFR. Hourly Rates for Vendor's Staff (List Positions) NAME POSITION/TITLE/ROLE RATE PER HOUR

$ per hour

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STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1

Exhibit C – Pricing Response Form (cont.) Page 2 of 2

Please complete the following table for each task below. All costs provided include all costs associated with the Task. Costs for Task and Deliverables Identified in the RFR TASK AND DELIVERABLES PRICE

A. Provide a Detailed Work Plan · Deliverable: Work Plan

$ B. Review, Collect and Organize Background Data · Deliverable: Presentation National Context for Public Higher Education Systems · Deliverable: Existing System Profile and Data Compilation $

C. Synthesize and Analyze Information · Deliverable: System Alignment with Labor and Workforce Needs

D. Develop a Process for, and Facilitate, Regional Discussions of Opportunities · Deliverable: Regional Report

E. Develop Criteria and Methodology for Prioritization of Capital Investment · Deliverable: Strategic Framework for Massachusetts Public Higher Education $ TOTAL COST/PRICE FOR SERVICES IDENTIFIED IN THE RFR $

NOTE: DCAMM will not pay for secretarial overtime or word processing charges unless DCAMM determines that extreme time demands imposed by DCAMM occasion the need for the same. DCAMM will not pay for parking or meals. Any other out-of-pocket expenses shall be paid only with DCAMM’s prior approval and only at cost without markup.

STRATEGIC FRAMEWORK FOR MASSACHUSETTS PUBLIC HIGHER EDUCATION RFR BHE1601 ST1