RFP UCONN -Sample by Lyss

with

Request for Proposals

PROJECT NO: 901667

Fine Arts Phase II Renovation & Improvements U N I V E R S I T Y O F CO N N E C T I C U T

9.28.2017

THE MORGANTI GROUP, INC. 100 Mill Plain Road, Danbury, CT 06811 P: (203) 743-2675 F: (203) 830-4478 www.morganti.com

MWBE Protégé

JULY 13, 2017 Mary Kate Sullivan, Purchasing Agent University of Connecticut Capital Projects & Contract Administration 3 Discovery Road, Unit 6047 Storrs, CT 06269-6047 RE:

Fine Arts II- Renovation and Improvements (Project Number 901667)

Dear Ms. Sullivan, Thank you again for giving us the opportunity to submit our proposal for the Fine Arts II - Renovation and Improvements project for the University of Connecticut. We are very excited about this opportunity and hope to be able to work on our first job with the University of Connecticut and display the Morganti brand in the product we are delivering. Our work with the State of Connecticut on multiple projects speaks for itself, and we hope we can get the chance to let our work at UCONN do the same. With the Fine Arts II project consisting of New Construction as well as Renovation in a location adjacent and connected to occupied buildings, great attention must be given to the following: ›› Utility relocation and new utility tunnel construction (critical component) ›› Health Safety and Environment as it pertains to: ›› Working in close proximity to students, staff, and visitors ›› Dust, indoor air quality, and noise ›› Logistics regarding deliveries and site access ›› Schedule with regards to ›› Summer façade replacement at buildings C, D, and E ›› Daily hours of operation Our proposed key staff includes a team that possesses proven and extensive experience and has just completed a project that shares the majority of the critical concerns above. This team just finished the State office Building at 450 Columbus Ave in Hartford, CT, a $60 Million project that was delivered ahead of schedule, allowed over 2,000 state employees to gradually move in, and provided them with a safe and healthy working environment. The team is led by Project Executive Lawrence Rosati, Project Manager Allen Aitken, & Director of Field Operations Chuck Blaszka, all of whom are equipped to deliver advanced cost management, effective project controls, and on-site supervision. In addition to the Morganti team named above, Morganti is proud to introduce our teaming partner that is part of our MWBE Mentor-Protégé program; MCM Acoustics will be participating as a construction management protégé. Collin Dawkins, Vice President of MCM Acoustics, will serve as the Senior Project Manager supervising and monitoring the preconstruction and construction phases and reporting to the project executive, Lawrence Rosati. Peter Lofstrom, estimator at MCM Acoustics, will also work in the pre-construction and estimation department and assist in a variety of tasks such as estimation, constructibility review, bidding, scope development and reviews. This partnership with MCM Acoustics will allow them to get a good grasp on effective construction management starting from project pursuit, pre-construction, construction, and closeout, while ensuring budget and contractual requirements are met. We hope to be given the chance to work at UCONN and let our actions speak for themselves.

“

Sincerely,

Leon Istambouli Group Manager for Strategic Planning The Morganti Group listambouli@Morganti.com O: 203-830-3301 C: 203-456-0738

I just wanted to drop you a note on how pleased I am with your team handling our Founders Hall project at NVCC. Everyone is exceeding my expectations and the work is advancing at a rapid pace. The Morganti staff is respectful, resourceful and responsive. I would like to thank you for your hand in making all this possible.

”

JOEL BARANOWSKI Project Manager, CT DAS/DCS NVCC Founder’s Hall Project 8/6/2015

100 Mill Plain Road, 4th Floor, Danbury, CT 06811 P: (203) 743-2675 F: (203) 830-4478 www.morganti.com

TABLE OF CONTENTS SECTION A

FORM OF PROPOSAL

SECTION B

PROJECT APPROACH >> Pre-Construction Project Approach >> Construction Project Approach

SECTION C

PROPOSED TEAM >> Exhibit C >> Organization Chart (Please note staffing changes) >> Resumes

SECTION D

STAFF WORK EFFORTS ANALYSIS >> Exhibit D

SECTION E

RESPONSIBILITY MATRICES & HOURLY RATES >> Exhibit E - Pre-Construction Responsibility Matrix >> Exhibit F - Construction >> Exhibit G - Pre-Construction Hourly >> Exhibit H - Construction Hourly

SECTION F

SCHEDULE

SECTION G

PROJECT CONTROL PROCEDURES >> Pre-construction study / estimate for a relevant project include value engineering / cost control study >> Construction Progress Report >> Document control procedure from a LEEDS relevant project >> Manpower/ Cost Loaded schedule for similar project >> Submittal Schedule for similar project >> Financial Reporting >> Risk Analysis >> Daily Logs of attendance and work being performed >> Certified Payroll tracking and monitoring >> Prequalification application for subcontractor prequalification for a State of CT and/or University project

SECTION H

STATUTORY REQUIREMENTS AND AFFIDAVITS >> Ethics Form 1 >> Ethics Form 5 >> Ethics Form 6 >> Ethics Form 7 >> Nondiscrimination Certification Form C

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION A

Form of Proposal

SECTION A / FORM OF PROPOSAL

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION A / FORM OF PROPOSAL

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION A / FORM OF PROPOSAL

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION A / FORM OF PROPOSAL

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION A / FORM OF PROPOSAL

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION A / FORM OF PROPOSAL

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION B

Project Approach

SECTION B / PROJECT APPROACH PRE-CONSTRUCTION PHASE

Communication and Collaboration Collaboration and Communication during the pre-construction period is necessary to ensure success of the project. The preconstruction phase starts with a kickoff meeting between the UCONN, Morganti and the design team and discusses the path forward, expectations, and most importantly critical milestones in pre-construction and construction. Following the kickoff meeting will be a series of bi-weekly pre-construction meetings that keep all stakeholders updated on status of the pre-construction as well as any issues related to estimates, constructibility, value engineering suggestions, schedule, logistics etc.. The importance of collaboration and transparent communication allows the stakeholders to develop solutions to overcome any issues and obstacles and keep the project moving forward.

Project Scheduling The project schedule is one of the most important tools of a construction project. The schedule sets the tempo for the job as well as clear guidelines for all stakeholders on the expectations. Not only does a schedule needs to be continually maintained in order for it to be a meaningful tool, but it also needs to be embraced by all members of the project team so that it can remain effective. Embracing the schedule means that team members provide constant feedback while maintaining responsibility in completing their deliverables in a timely manner. At Morganti, delivering projects on time is our way of keeping our promise to our clients. It is our culture. We “live and Breathe” the project schedule throughout the lifetime of the project and the way to accomplish that is by ensuring the schedule is the main focus of every project meeting (Subs, Owners etc.). Daily, weekly and periodic look heads must be accurately represented and derived by the schedule. The Morganti Group, Inc. has developed a preliminary schedule for the Fine Arts II project which will be refined during preconstruction.

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Confirm design team schedule to produce required construction documents to allow for procurement of subcontractors no later than February 2018 Due to the short timeline between award and construction, a tightened pre-construction schedule is required Review and discuss the proposed construction schedule with proposed bidders to confirm timeline, phasing, and shift work if required, extended work days & weekend work. .Review lead times for critical items such as Curtain walls, doors/hardware and other items and include in the schedule. .Review inspection requirements along with certificate of occupancy and include in the schedule Include any additional testing, inspection or investigation requirements in the schedule so as not to impede construction Create micro schedule for utility relocations based upon feasibility study

We at Morganti understand how critical it is to complete our projects on time. Regardless of the issues, obstacles, and out of the FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION B / PROJECT APPROACH ordinary construction surprises, Morganti has always delivered and will continue to deliver its projects on time.

Constructibility/Feasibility Reviews As a Construction Manager, our promise and contractual obligation to the University of Connecticut is to deliver the project at a Guaranteed Maximum Price based on construction documents and specifications. As a result, we put tremendous effort on our constructibility reviews to ensure consistency, accuracy and quality of the construction documents in order to identify obstacles during the pre-construction period (i.e. before the project is built) and prior to sending the construction documents out to bid. This allows us to accomplish the following: 1. 2. 3. 4.

Deliver to the subs better quality drawings for more accurate bids Minimize omission and prevent errors Minimize delays in construction Minimize Cost over Runs and Subcontractor Change Orders

Morganti also utilizes Building Information Modeling (BIM) during pre-construction to visually identify clashes and conflicts that may be hard to detect by a manual review. By identifying these issues early in the process gives the architect ample time to correct the errors. The proposed work at the The Fine Arts phase II project as noted in the Request for Proposals (RFP) centers on the creation of a new addition to house theatrical support spaces for the existing theater. Additionally the project requires a new utility tunnel and relocation of all utilities within the addition footprint. Buildings C, D and E will receive new curtain wall façades, this work will require abatement and demolition in occupied office space. The construction area is limited to the outer 3-4 feet of the buildings. Per the RFP clarifications it is anticipated that this work will be performed in the summer of 2018 Feasibility issues to be resolved during pre-construction: >> The plan for constructing this project is feasible with reservations regarding the working hours. This will be resolved during pre-construction and while communicating with prospective bidders. >> The working hours as clarified in the addendum to the RFP may impact the following: >> Number of bidders >> Cost of Project (O/T vs straight Time) especially with union bidders since the project will potentially have a Project Labor Agreement. >> The Asbestos abatement in close proximity to occupied offices is a potential health risk on the staff >> The curtain wall replacement project during the summer can potentially be impacted by the weather. This risk can be mitigated by ensuring the subcontractor awarded this job has enough resources and experience to complete their work on time and within the allocated budget. >> There is also the risk of discovering unforeseen conditions during the demolition of the existing exterior façade that can potentially delay the installation. It would be prudent to perform additional exploratory work in buildings C, D, & E during pre-construction. >> The timeline for pre-construction is very short, which mandates fast actions on final estimates, constructibility reviews, Design team implementing changes, and going out to bid to deliver a GMP. >> The proposed construction start date of Feb 2018 may potentially be hindered by winter conditions. Constructibility issues to be resolved during pre-construction: >> Installation of new utility tunnel ahead of building foundation work >> Identify the utilities to be relocated and create a micro schedule for this work >> Protection of existing conditions >> .Review existing conditions where new work ties in and ensure compatibility of systems >> Verify procurement of the new curtain wall system to support a summer of 2018 install >> Coordinate curtain wall replacement with school facilities and staff for summer of 2018 >> Review emergency egress points in adjacent buildings and develop egress plan (Part of preliminary logistics plan) >> .Potential clashes identified in the drawings between the Electrical, Mechanical and Structural systems

Bim Utilization The Morganti Group as Construction Manager will work collaboratively with the design team to develop and maintain a BIM model during pre-construction for accurate bidding, for construction coordination, and as an as-built final model for the owner and facilities manager. Morganti can provide in-house BIM services, including, but not limited to, existing conditions modeling, phasing and logistics planning, 3D coordination, cost estimating, and record modeling for facilities management. For more information on our BIM services, please refer to the end of the Construction Phase narrative.

Logistics, Infrastructure and Operational Coordination The Morganti Group, Inc. is aware of the complexity and logistics of coordinating the work as noted in the RFP and during preconstruction will address with the Team the following:

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION B / PROJECT APPROACH >>

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Refine Logistics plan as included in the RFP documents and include in the Morganti site Health and Safety plan. Some of the important issues to address in regards to the Fines Arts Phase II project includes but not limited to: >> Impact to traffic and pedestrian flow >> Impact on parking (Contractor Parking) >> Coordination of deliveries >> Ensure there is a clear delineation between construction and school zones. Enforce Safety Guidelines Utilize signage for visual clarification and enforcement for the construction and non construction zones We will also need to develop specific plans for the following: >> Installation of new utility tunnel >> All utility tie ins and shut downs with the University facilities department >> Startup and turnover of all systems with the university facilities department >> Façade replacement and abatement during the summer of 2018 Coordinate all work with regards to the utility relocations and foundation installation. Review and coordinate Egress plans of the adjacent buildings with UCONN facilities and OSFM

Material Selection, Building Systems and Equipment During the pre-construction phase, Morganti assesses the Materials, Building systems, and Equipment required for the project. This assessment is for compatibility and operability while monitoring the impact of these on the budget. If initial estimates are higher than UCONN’s targeted budget, then Morganti will work with the design team in making recommendations for alternative products. Material, Systems and Equipment with long lead durations will be identified for early release after submission and will be added to the critical items on the construction schedule.

Cost Estimates Due to the short pre-construction period for the Fine Arts Phase II project, and based on the current status of the drawings as indicated in the RFP, there will be only enough time for a final estimate on the 100% CD documents that should be available by the time of signing contract (Estimated November 2017). Therefore we need to immediately perform a 100% CD estimate prior to bid. At the same time, constructibility reviews will be undergoing in order to give the design team enough time to make the changes prior to sending the documents out to bid.

Verifying Existing Conditions The reports and investigation studies provided with the RFP provide tremendous value with regards to existing conditions. During pre-construction we would review the following:

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I. dentify any other areas that need investigation. As an example, are the exterior envelope systems coordinated and compatible for the adjacent buildings that will be tied into? Buildings C, D, and E: are the new connection points for the curtain wall substantial enough for the imposed loads? is shoring needed? With the proximity of the new foundations to the old foundation, Morganti will do a survey to determine if shoring/sheeting is needed

Risk Analysis and Reporting (see Section G for more information) >> Risk Analysis: The nature of the project will require trenching and excavation, asbestos and PCB abatement, demolition,

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steel erection to name a few high risk activities. The Morganti Group will put together a Site Specific Health and Safety plan which will be included in the bid documents for all bidders to review and incorporate into their bids. This plan will address these activities and provide guidelines for contractors to follow. Crystalline Silica: Morganti is well versed in the new federal OSHA regulations regarding this substance and will incorporate procedures in the safety plan to protect not only the workers but the students, staff and general public as well. Reporting: During construction, the Morganti Safety Manager, Gianni Giacchi will monitor safety on the site and produce written reports along with analysis of the contractor’s performance in maintaining safe working conditions. Gianni will be assisted by a full time on site safety officer

Budget Controls & Value Engineering In order to ensure controls over budget preparation during the pre-construction phase, it is paramount that there is effective collaboration & communication with design team and UCONN. There are a few tasks that are necessary for strong control over budget. These task can be summarized as follows:

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Solid estimates & preliminary budgets Thorough constructibility reviews Value engineering Accurate scopes of work Detailed scope reviews

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION B / PROJECT APPROACH When the final GMP is completed and approved The Morganti Group policy is to establish a working budget that the Project Manger along with our accounting department agree upon and fix as the “project budget”. This budget is Monitored and updated monthly as work progresses and provides a basis to manage and maintain the costs in accordance with the GMP.

MBE/WBE Participation MWBE engagement in projects is our Corporate Social responsibility and we pride ourselves that we do it because it is our culture and not only a mandate by our clients. For the Fine Arts Phase II Project, Morganti will be partnering with MCM Acoustics as our Construction Management Protégé. They will be working with Morganti on all aspects of the project starting from the pursuit, to pre-construction, construction, closeout & post construction. They will be exposed to working on larger projects and enhancing their skills in estimation and pre-construction, scheduling, coordinating and troubleshooting, managing client expectations and our contractual obligations, managing budgets and subcontractor performance. Our Goal is that by the end of this project, MCM Acoustics will be able to pursue and manage projects on their own with minimal to no guidance.

Depending on the duration of pre-construction, Morganti works with multiple consultants on MWBE outreach to allow us to optimize, manage and monitor participation throughout the construction process. The outreach activities give us an understanding of the ability, capacity and quality of the different companies. More importantly, they allows us to develop scopes of work and bid packages that fit the size and ability of the MWBEs. The image below illustrates some of the activities our MWBE consultants perform:

Morganti has a great relationship with CHRO because of our history of meeting and exceeding their requirements. Our history in MWBE participation has given us a good list of reliable local MWBEs that are vetted and produce quality work.

Pre-Bid Conference MWBE Discussion: The Morganti Group has implemented a discussion of CHRO requirements during the pre-bid conferences. This allows all potential bidders to be aware of the goals and works to assist set-aside contractors in pursuing work of this kind. Our EEO Manager attends these meetings and discusses specifics on what all contractors need to do to conform to the CHRO requirements. Morganti also holds workshops to all subcontractors and especially MWBEs and SDVOBs to understand the process of payment applications, RFIs, Submittal and Change orders. This will assist them in managing their time, resources and finances effectively.

Procurement Services (see Section G for more information) After the completion of the constructibility reviews and all the changes have been incorporated into the final drawing set by the design team, Morganti will manage the bidding process that can be summarized by the following steps: Pre-Solicitation, Prequalification and Bidder Solicitation: The bid documents will contain qualification requirements for each bid package as noted above. The Morganti Group has a database of contractors who typically perform work of this nature and customizes a “bidders” list as job specific. During pre-construction and prior to the advertisement for bid The Morganti Group will “pre-solicit” potential bidders for each bid package to gauge the level of interest and expected response.

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION B / PROJECT APPROACH . eveloping Scopes of Work: Morganti’s pre-construction team will breakdown the project into bid packages and issue detailed D scopes of work that are clear, concise and inclusive of scope of work including any special conditions determined during preconstruction. The bid package also includes, but is not limited to:

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Project schedule Logistics plan Site specific Health and Safety Plan Draft subcontract Specific project related regulations

. id Package Development: Morganti will review all the documents and, as we see the scope of work at this time we would anticipate B dividing the project into the following packages (including but not limited to): BP-1 Site work/Utility relocation BP-2 Select Demolition/Abatement BP-3 Concrete BP-3a Foundation damp proofing BP-4 Masonry BP-4a Building vapor barrier BP-5 Structural steel BP-6 Roofing BP-7 General Trades

BP-8 Painting/Wall covering BP-9 Flooring BP-10 Elevator BP-11 Electrical BP-12 Plumbing BP-13 Heating/Ventilating Bp-14 Curtain walls/Storefronts

Depending on the number of MWBE & SDVOB subcontractors and the type of work they perform, bid packages will be broken down in order to create “Set Aside Packages” that will attract MWBE & SDVOB subcontractors and allow them to bid on the project. Set aside packages will be coordinated with CHRO to ensure optimization of MWBE participation. Subcontractor Prequalifications: The Morganti Group has a prequalification process for each bid package that will include a standard prequalification statement, financial information, bonding ability, references, similar project list, insurance MOD factor, adequate labor, plant and equipment to perform the work. Advertising & Outreach: Since this project may potentially have a project Labor agreement, Morganti will work with the appropriate unions as well as MWBE organizations and CHRO to encourage participation in the bidding of this project while meeting our contractual requirements. Proper advertising and solicitation will take place based on UCONN and the State of Connecticut’s guidelines. In conclusion, the work done during pre-construction will set the stage for construction activities. The plan on how the work will be done has been worked out. The schedule, safety program, site logistics, phasing, testing, inspections and other controls will be set in place so the Construction Team can focus on completing the work on time and within budget. The involvement of our project team including the project exec, project manager, superintendent, safety officer, BIM Manager and project engineer throughout the pre-construction process will allow them to visualize the project and know the ins and outs before they mobilize on site making the transition between pre-construction and construction smoother and more efficient.

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION B / PROJECT APPROACH CONSTRUCTION PHASE

Verification of Existing Conditions During the pre-construction process Morganti will do a thorough existing conditions analysis, working with UCONN and design team to identify any field issues ahead of time.

Construction Logistics A Preliminary site logistics plan has been included in the design documents (GS 021). Prior to bid Morganti will evaluate this plan, meet with the Team and enhance the plan so it is comprehensive and meets the needs of both the construction and the University.

Construction Scheduling (also see Section F) During pre-construction Morganti will develop the Master Project schedule. This schedule will be based upon the milestones provided by the University in the RFP, discussions with the Designer/UCONN/ Morganti Team members once Pre-construction begins, and a thorough review of the contract documents. This coupled with The Morganti Groups experience on projects of similar size and complexity will be the basis of the Master schedule. This schedule will become part of the bid documents and each successful trade contractor will be required to sign off on the Master Schedule before proceeding on to construction. During construction the schedule will be further broken down and detailed through the use of 4 and 2 week look aheads. These look aheads are an invaluable tool for the day to day monitoring of the project work flow. The trade contractors will be responsible to participate in the development of this look ahead. The stages of construction for the new addition scheduling are as follows: 1. Set up perimeter fence and erosion controls 2. Layout new building footprint 3. Identify all Utilities within the footprint 4. Relocate utilities 5. Install new Utility tunnel if not performed prior to start 6. Excavate and install foundations 7. Remove and install new Curtain walls at buildings C, D and E 8. Install underground utilities (inside building) 9. Install slab on grade 10. Install structural steel 11. Install slab on deck 12. Install roofing and exterior envelope 13. Building Water Tight (milestone) 14. Site restoration/upgrades 15. Install Mechanical systems (rough in) 16. Install interior partitions 17. Install elevator 18. Complete MEP systems 19. Close up ceilings 20. Doors and hardware 21. Equipment installation 22. Install flooring 23. AHJ final inspections 24. Punch list/final cleaning This schedule includes performing overlapping/staggered construction activities/tasks to meet the tight schedule. FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS â&#x20AC;˘ UCONN â&#x20AC;˘ 901667

SECTION B / PROJECT APPROACH Project Phasing & Execution

Phase One – Mobilization and building layout Phase Two – Utility relocation Phase Three – Curtain wall replacement Phase Four – Building superstructure installation Phase Five – Tie in new addition to existing buildings Phase Six – Building interior fit out work

Morganti has reviewed the Documents included in the RFP. There are two critical components that will drive this project to success if planned and executed appropriately: 1. 2.

The replacement of the curtain walls at buildings C, D and E The relocation of the existing utilities within the new addition footprint

With regards to the curtain wall replacement activity, it will be critical to procure the subcontractor quickly, have submittals turned around and the materials put into production to meet an early June delivery date to meet the summer schedule. The initial submittal should focus solely on the replacement walls and not the new addition. This way the submission can be reviewed quickly and completely and the material can be released into production in early march. This will allow 12 to 13 weeks for fabrication and delivery.

RFI’s Morganti maintains a complete record of all RFI’s submitted. This record is uploaded to Viewpoint (See below under “Systems”) and a log bi-weekly report is distributed to the project team. Management of the RFI process is an important function of the on-site team. When utilized correctly and addressed promptly RFI’s can be a productive tool to address issues that emerge from the day-to-day operations on a project. Correct usage of the process avoids delays on the project and maintains a continuous flow of the construction activities, while diminishing in the amount of change orders produced.

BRP MORGANTI

SUBCONTRACTOR

DESIGN TEAM/OWNER

Respond (No) Send email, upload to Sharefile

Create RFI

Review validity (Yes) Determine source for answer

(External)

Assign RFI #, input into Expedition

Review/Answer

(Internal) Create Response Respond

Review cost impact (No) Proceed with work

Review Response

Respond

(Yes) Present cost impact

Review PCO against contract (Invalid)

(Valid)

« Respond

PCO issue proceed

Review/Advise

Review response

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION B / PROJECT APPROACH Preparation, Review and Processing Changes One of the functions of the Construction Manager is to effectively manage and incorporate construction changes. Whether because of variations in design, scope, or unexpected field conditions, changes do occur and must be dealt with. The Morganti Project Control Manual outlines our procedures to effectively manage and incorporate construction changes. Our system is designed to facilitate the smooth processing of requests for change orders with minimum effect on the project. When change orders are necessary or requested by the owner Morganti reviews the contract documents to verify that the change order request is justified. Morganti has a regimented system for the evaluating and tracking of project cost changes from pricing through review and approval stage. Our approach to minimizing potential change orders begins in pre-construction through the document/constructibility review process. Verification of the validity of change orders and verifying/assuring the owner the best available pricing is at the forefront of our management duties. Additionally, we have extensive experience in compiling and submitting State Change Orders. Our change order management process begins during pre-construction and is facilitated throughout the application of our control procedures. We employ these steps to minimize the likelihood of change orders.

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Analysis of performance requirements and constructibility of design Detailed Bid Packages with complete scope of work statements Thorough analysis of bids submitted to verify completeness Accurate contracts with all expected responsibilities outlined

Morganti receives all change order requests. Change requests from subcontractors are first reviewed as to entitlement, by reviewing original designed/contracted scope, bid package contents, and applicable unit prices. If a change request is determined to be valid, our project team will develop an independent estimate of the potential change, comparing and reconciling our cost with the estimate provided by the contractor. Having an independent estimate of the proposed change will assure the Owner as to the best pricing. As a potential or actual change is identified, Morganti issues a Notification of Change (NC) number and form briefly describing the change, with a rough estimate of cost and schedule impact. The NC becomes the primary vehicle through which all changes, whether implemented or not, are tracked. The next step in the process is to prepare a detailed cost estimate for the change through a Change Order Request (COR) which highlights anticipated schedule impact. Once the owner approves the COR, the process of awarding change orders to the subcontractor begins. Should the change order have a significant effect on the schedule; a Proceed Work Order (PWO) is issued to the involved subcontractors directing them to proceed with the changes while the change orders are being prepared. Where appropriate, the project schedule is modified to incorporate the changed work and reflects the effects. Morganti is proud of our past record of on time and on budget project completions. Our exceptional pre-construction services and proactive construction oversight significantly reduces change orders which in turn allows for available contingency money to be returned to the owner.

Quality Control Morganti has adopted a Construction Quality Management System (CQMS) that conforms to the requirements of the United States Army Corps of Engineers Construction Quality Control Standards (USACE CQM) and enhanced with ISO 9001; 2008 requirements. The goal of our CQMS is to ensure that Morganti meets its contractual obligations by performing our projects according to plans and specifications, on time, within a defined budget and a safe work environment. Our Project Manager and Lead Superintendent for the Fine Arts Phase II project are both USACE QC Certified. Morganti’s CQMS enables our personnel to be proactive in order to prevent mishaps and deficiencies from occurring. As a result, our approach depends primarily on setting controls to ensure quality performance and then on inspections as a tool for validation. Morganti’s CQMS requires the development of a Project Specific CQC Plan. The success of the plan is only achieved through close partnership and collaboration with our Client through the life of the project. The CQC plan includes: 1. Overall Construction Operations 2. QC Organization (Name, Authority, Qualifications, duties etc.) a. Organization Chart and Personnel Matrix 3. Submittals & Procedures 4. Controls a. Procedures for performing the Three Phased Control (Preparatory, Initial and Follow-up) b. Completion and Closeout 5. Subcontractor Management and Control 6. Non Conformances, Corrective Actions and Preventive Actions a. Procedures to Complete Construction b. Deficiencies/ Rework Items 7. Document & Record Control FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION B / PROJECT APPROACH 8. Testing, Testing Labs, Logs & Inspections 9. List of Definable work features 10. Procedures for Completion Inspection (including punch list item correction and Deficiencies/Rework Item completion) Within this program are 5 very important inspections which ensure a high quality project: 1. 2. 3. 4. 5.

Inspection of all delivered materials to ensure they conform with the approved submittals. (Specification verification report) Pre-Install meeting; review all details and specifications with the subcontractor/Owner/AE team so all expectations are clearly voiced and understood. .Initial inspection; the team (subcontractor, Owner, AE) reviews the initial work and accepts or requires corrections/ modifications prior to any additional work put in place. Follow up inspection; the team reviews more work in place and comments on correctness/quality. Contractor participates and makes corrections noted. Corrections are carried forward in the work as well. Final inspection; the team looks at completed work in place and notes any deficiencies. Corrections are made by contractor prior to final acceptance.

The following Areas are also covered by our Quality Control process:

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Document Management & Record Control Distribution, Retention, & Archiving Subcontractor control >> Evaluation of performance >> Trends and Analysis >> Risk Assessment (performed by Risk Management Company) Inspections & Field Verifications >> This includes visiting offsite supplier locations Non Compliance Reporting Corrective and Preventive Actions Employee Training and Evaluations

Cost Controls and Financial Reporting During the construction phase, Morganti will be responsible for managing, maintaining, reporting and communicating all aspects of the construction process that affect the budget. A regular procedure and monthly budget reporting is implemented. All subcontractor “schedule of values” are reviewed for completeness to be sure they are not front end loaded. Morganti ensures that the cash flow of the job is correct and that the subs do not have the upper hand when it comes to performing work. Morganti also continuously monitors the schedule and coordinates among the trades. At each subcontractor meeting the schedule, submittals, mockups required and quality control lists are reviewed in detail. Contractors identified as lagging behind in any category are notified and closely monitored until they are back on track with all elements required of them. In the event a change order needs to be executed, Morganti will solicit the pricing from the subcontractors, review the pricing, negotiate the price when necessary, forward to the design team for review and then forward to the owner with a recommendation for approval.

Information Systems Morganti utilizes Viewpoint as a fully-integrated construction management system that has features that can be summarized as follows:

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Robust Contract Management Systems that allows dissemination and storage of all project information Seamless Continuity between all phases Real Time Reporting to Field, Project team and Management Cost Control & Budgetting Streamlined Processing of RFIs, Submittals, Change orders etc… Subcontractor Evaluation and performance tracking Collaboration between Stakeholders

Safety During pre-construction, Morganti will develop a formal job-specific safety and security plan and will continue a diligent assessment of project conditions during construction. Morganti fully understand that our construction process impacts the lives of our site staff and subcontractors, students, school personnel and the community in general. Upon start-up of a project and prior to any construction activity, we will meet with owner to develop the Site Specific Safety Program. This program will incorporate The Morganti Group, Inc. Safety Program and address specific project concerns such as working around an occupied facility, security, etc. Once completed, this written program will become part of each trade bid package and subcontract. The plan is then implemented and reviewed at the weekly on-site safety meetings, which include subcontractor personnel for the purpose of maintaining a high level of awareness of the safety program.

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION B / PROJECT APPROACH Each subcontractor is responsible for planning safety into all work before any work is started. Safety meetings will be held at the beginning of each workweek to distribute safety materials and programs to all site personnel. No interaction with employees or the public will be tolerated on this project. Any persons caught doing so will be terminated. Morganti will maintain, at all costs, a safe environment for the Fine Arts Phase II project as well as all construction personnel and will have a full time safety officer on site to ensure strict adherence to our safety plan. Morganti’s standard on-site procedures include a single, monitored portal of entry. Employees are required to be identified and sign in and out each day. A daily accounting is provided to the project manager and available for review. Morganti will provide a double gate system for material deliveries. Delivery personal shall enter the Morganti Secure Delivery area and pass through a second monitored gate for site access. A properly identified representative of the recipient firm will be required to escort and monitor the delivery personnel at all times.

Coordination with Other Trades not under Morganti’s Contract (UCONN Contracted) Morganti has experience collaborating with owner’s contractors and efficiently coordinating with all trades on the project site. Morganti will reach out to the Facilities department, IT department, Fire Marshal, etc. and develop a plan for implementing and installing the work not in The Morganti Group scope.

Close-out It is Morganti’s philosophy to begin a project’s closeout at the start of the project. This includes existing documentation, design and trade integration and continually updating of the project status. This method of on-going documentation and reporting benefits the owner with an expeditious handling of close-out documentation. Morganti views the closeout as a culmination of a number of partial completions performed throughout the life of the project. That is why we convey the requirements and the importance that we place on closeout to the subcontractors during the buy-out phase. If not completed in a timely manner, it can become very costly and affect the bottom line. Morganti will work with the architect throughout the project to minimize the project’s punch-list, reviewing continuously to expedite completion. Once a final punch-list is established we will prepare a schedule to address the punch-list issues and ensure the timely attendance to these issues. Morganti will coordinate the punch-list completion and close-out requirements with the schedule to determine substantial completion. We will provide the architect with the Field Record Drawings to enable them to produce the final as-builts. Our commitment to quality and ongoing concern for client satisfaction continues after occupancy with our post construction program. Morganti will coordinate the scheduling of any Seasonal Testing that remains open. We will review and resolve any issues or concerns that may develop following occupation of the facility.

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION B / PROJECT APPROACH BIM SERVICES Existing Conditions Modeling The extensive field investigation coupled with the BIM modeling greatly enhances the efficiency of the project during construction. By taking the guesswork out of the installation of the above ceiling mechanicals, the project team is able to produce highly accurate coordination drawings in a more efficient time frame. By producing extremely accurate documentation and reducing the time needed to release coordination drawings, we are able to enhance the work in the field, increase productivity and reduce costs. Recently, on the Bridgeport Central High School renovate as new project, Morganti produced as-built above-ceiling models of the existing MEP systems to coordinate new MEP systems into the available space. Morganti, working with the Architect and their MEP consultant, provided the design team with as much information as possible concerning the existing MEP layout, which will enhance the efficiency and accuracy of the existing conditions documentation and aid in future modeling and 3D design coordination. Cost Estimation Morganti has the ability to do cost estimation using the Revit model provided with our compatible software Autodesk Quantity Take-Off. This allows us to perform a take-off on the entire building in just minutes through the integration of the 2D and 3D design data. An advantage of using the Revit model for cost estimation is that reports, material quantities, and other data will remain up-to-date as the model progresses in each stage of the Project. Phasing and Logistical Planning Morganti uses BIM modeling for our pre-construction phasing and logistics planning. Through this process, we can effectively develop a phased occupancy and show construction sequence and space requirements on the building site. This process allows the project participants to better understand the phasing schedule and identify the critical paths of the project. We also integrate the planning of human, equipment, and material resources within the BIM model to create schedules and cost estimates throughout the project. 3D Coordination During construction, Morganti has utilized BIM for coordination, visualization, and record modeling for facilities management. At our renovation and new public school building projects in Springfield, MA, we used BIM for 3D Coordination. Before the start of fabrication and installation, each trade contractor submitted their trade models via Navisworks for each phase of the building to the MEP Coordinator. After the individual models were submitted, the MEP Coordinator compiled them into a federated model and ran a “clash detection” to see if there were any hits between each trades equipment. After the “clashes” were detected, the MEP Coordinator produced a clash report, which was then distributed to the trade contractors for follow up with a coordination meeting to discuss the issues. This process was repeated until all the issues were resolved. As a result, fabrication was able to begin sooner, since the subcontractors knew the exact size of their equipment. This also gave the Project team a visual of how this equipment will be installed. Virtual Mock-Up In addition to the coordinating attributes that 3D modeling brings to the efficiency of a project, the ability to draw individual spaces gives the design team the ability to coordinate equipment and furniture with proposed MEP systems. These virtual room mock-ups also give the owner and end users the ability to visual the space, coordinate interiors, and virtually experience the final space. Morganti recently implemented the use of virtual mock-ups on the new construction of the Elias Brookings Magnet Elementary School to finalize equipment, millwork, and furniture details. Record Modeling The BIM 3D modeling software allows us to develop base models for future design coordination as well as final record modeling for the owners and facility managers to use as as-built documentation. This working 3D model tool has the ability to manage, record, and document all MEP and building systems. These 3D building as-built models incorporate product data, warranties and operations FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION B / PROJECT APPROACH & maintenance manuals for the MEP equipment along with various architectural finishes for the classrooms such as wall paint, ceiling tiles and floor coverings. The major MEP equipment in the building is tagged with barcodes for virtual access, information, and documentation. Before the model and data are turned-over to the Owner, we train the facility managers who will be directly responsible for managing the facility. We produced a record model (intelligent model) for the owners/facility managers at Putnam Vocational Technical High School, which incorporated product data, warranties, and operations and maintenance manuals for the MEP equipment along with some architectural finishes for the classrooms such as wall paint, ceiling tiles, and floor coverings. The major MEP equipment were tagged with barcodes for future use to access the equipment documentation in the field. By clicking on a piece of equipment in the model, the facility manager can access any information linked to this piece of equipment. Before the model and data are turned over to the Owner, we will train the facility managers who will be directly responsible for managing this facility and the model. An option for the format of the model to be turned over is Autodesk Navisworks and BIM 360 Field. Collaborative process with the Architect and Owner reduces change orders The main advantage of utilizing BIM on a Project is that we are able to work effectively and efficiently with all project stakeholders to streamline the construction process, reduce waste, and save the Owner time and money. Prior to construction, Morganti will work collaboratively with the Architect and Owner to make sure we produce the most accurate and construction-ready Building Information Model. At each document submission period we will review the model for any inconsistencies. We have the ability to do cost estimation using the Revit model which allows us to do material take-offs so we can compare different scenarios and pricing so we don’t have any material changes in the field. We have the ability to create mock-ups and graphics for visualization, which tie-in to value engineering, so the Owner can see exactly what they will be getting which can permit the Owner to change a floor tile color, wall color, furniture layout, etc. prior to construction thus eliminating the possibility of a change order in the field after the work has been completed. During construction, Morganti utilizes BIM for collaboration, coordination and visualization. Before the start of fabrication and installation, each trade contractor submits their trade models via Navisworks for each phase of the building to the BIM Coordinator. After the individual models are submitted, the BIM Coordinator compiles them into a federated model and runs a “clash detection” to see if there are any hits between each trades equipment. After the “clashes” are detected the BIM Coordinator produces a clash report which is then distributed to the trade contractors for follow up with a coordination meeting to discuss the issues. This process is repeated until all the issues are resolved. As a result most of the field issues that would occur during tradition coordination are eliminated which reduces the potential change orders. Aside from using coordination as a collaborative tool we also have the ability to create 4D models which links the schedule to the 3D model. This enables everybody involved in the project to see how the building might be phased and built and it allows for clarity of scheduling – manpower, coordination and anything that might affect the outcome of the project schedule which could create a change order. For example, space and workspace conflicts can be identified and resolved ahead of the construction process. Knowing what is to be anticipated involving the schedule well in advance gives everybody time to prepare and provides the team time to come up with solutions if there are anticipated scheduling conflicts. BIM 360 Field is also a tool that can improve the construction collaboration process to prevent issues, drive higher quality and profitability. It allows the project team to collect, connect, visualize and manage the Project Data from preconstruction to the field. This application can drive programs for improving construction quality and reduce expensive rework, allows for accessibility to the latest field data and extends project team collaboration with project progress reports. Model document control throughout the construction phase and at turnover as a facilities model

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION B / PROJECT APPROACH Morganti will manage the model throughout construction and will act as the gatekeeper to ensure that the entire team is working with the most up to date information. During this time, the Morganti Data Center will be utilized to transmit the models to and from all project participants. BIM 360 Field can also be utilized to enhance the workflow with the models by integrating Navisworks software products to provide BIM object data at the point of construction. Everything project-related can be at the project team’s fingertips in the field. BIM 360 Field also comes in handy when starting commissioning and the close-out process. Commissioning checklists can be compiled and can show results for specific trades, areas of work, and times/period; BIM 360 Field enables the startup and testing of key systems and equipment, documented and available in digital form for owner handover, and the commissioning information and linked documents from BIM 360 Field can be the handover deliverable to the owner and facility operators. At the point in Construction when as-builts can be produced, we have the ability to create a record model for the Owner. We incorporate product data, warranties, and operations and maintenance manuals for the MEP equipment along with some architectural finishes for the classrooms such as wall paint, ceiling tiles and floor coverings, and anything else that may be needed for facilities management. The major MEP equipment can be tagged with barcodes for future use to access the equipment documentation in the field. By clicking on a piece of equipment in the model, the facility manager can access any information linked to this piece of equipment. Before the model and data are turned over to the Owner, we will train the facility managers who will be directly responsible for managing this facility and the model. An option for the format of the model to be turned, over is Autodesk Navisworks along with BIM 360 Field.

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION C

Proposed Team

SECTION C / PROPOSED TEAM

CONSULTANT

CHUCK BLASZKA

LAWRENCE ROSATI

COLIN DAWKINS

Senior Construction Project Manager

Director of Field Operations Lead Superintendent

Project Executive

PRE-CONSTRUCTION MANAGEMENT TEAM

CONSTRUCTION MANAGEMENT TEAM

ALLEN AITKEN

Project Manager

PETER LOFSTRUM

JOHN PORTAL

Cost Estimating

Project Engineer

VALUE ENGINEERING & CONSTRUCTIBILITY

ANTHONY ASHFORD

HIGH PERFORMACE RESOURCES

DAYANA CASSAMAJOR

RIVERSO ASSOCIATES

Scheduling

BIM/MEP Coordinator

Project Administrator

PROJECT SUPPORT

NABIL TAKLA President/CEO

THAMER RUSHAIDAT Group Manager, Systems & Operational Controls

FARID KHOURI, P.E. Group Manager, Contracts & Procurement

GIANNI GIACCHI Safety Manager

CHANGES FROM PRE-QUALIFICATION APPLICATION: >> Project Administrator changed from Kassandra Dimas to Dayana Cassamajor >> Consultants from MCM Acoustics Added >> Consultants from Riverso Associates added

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION C / PROPOSED TEAM

LAWRENCE ROSATI

LEED GREEN ASSOCIATE

Project Executive

Lawrence is responsible for the representation and direct communication with the project owner. He ensures owner goals are achieved by the project management team. Lawrence will also ensure all contractual responsibilities are fulfilled and provide general oversight to all aspects of the project. In addition to monitoring owner satisfaction, he will keep the team focused on the intended scope, budget and schedule. EXPERIENCE >> Years with Morganti: 20 EDUCATION >> B.S. Construction Engineering Farleigh Dickenson University - Teaneck, NJ

>> M.S. Engineering Management University of Bridgeport Bridgeport, CT

QUALIFICATIONS >> LEED Green Associate >> 30 Hour OSHA REFERENCES >> Scott Pinckney (860) 922-9696 spinckney@dpm-inc.com Chairman Guilford School Building Committee

>> Robert Saint (860) 493-2917 Director of Construction Capital Region Development Authority

>> Kevin Kerchaert (860) 548-0802 Project Architect Tecton Architects

As leader of the project, Lawrence is responsible for communicating, overseeing and satisfying owner’s goals. He also includes himself in the pre-construction logistics to accommodate renovation and new construction to efficiently meet budget and schedule.

Lawrence has over 26 years of construction experience. PROJECT EXPERIENCE >> 450 Columbus Boulevard State of Connecticut Office Building Renovation Hartford, CT ∙ Project Manager $75,584,970 ∙ 545,000 sf renovation ∙ 8/13 - 4/17 ∙ 44 months This newly acquired 15- and 11-story towers totaling 545,000 sf and underground 5-story parking garage will be renovated to accommodate approximately 2,325 relocated state employees. The project consists of core and shell renovations including building envelope, energy efficiency MEP, life safety and telecommunications and interior finish upgrades. The design of the renovated state offices included new work/common space layouts, garage repairs, site/plaza repairs and roof replacement. >> Park Square West Phase IV Mixed Use Residential Tower Stamford, CT ∙ Project Executive $53,690,000 ∙ 230,000 sf New Construction ∙ 12/15 - 10/17 ∙ In Progress Working with local subcontractors, Morganti is orchestrating an efficient condensed building schedule for this 19-story, 230,000, sf 209 unit, Class A luxury residential structure. Due to the tight urban site and lack of laydown area, the scheduling of phased work and daily subcontractor coordination has been vital to progress. The management of this project has also included strict site logistics and safety plans for pedestrian, vehicular and site worker traffic, value engineering/estimating, and extensive BIM coordination with the designers and trade contractors. The structural steel building design will have an energy efficient envelope consisting of a combination of pre-cast concrete, metal panels and curtain wall glazing systems. >> 50-55 Farmington Avenue Renovations Hartford, CT ∙ Project Executive $16,167,804 ∙ 287,000 sf renovation ∙ 10/13 - 12/14 ∙ 14 months This project consists of renovations and repairs to 50 Farmington Avenue, an above and below grade multitier parking structure and 55 Farmington Avenue, a twelve story office building with 287,000 square feet set atop a four story parking structure. Extensive core and shell renovations and mechanical, electrical, plumbing and fire protection improvement and upgrades. Also included are complete roof replacement, exterior panel joint repair, elevator modernization, new main lobby entry, and a new cooling tower. All office areas required alterations to interior partitions, ceilings, floors, and furnishings. A complete roof restoration and replacement, new ceiling finishes, sprinklers, lighting and mechanical equipment installations were part of the renovation portion of the project. >> Asnuntuck Community College Enfield, CT ∙ Project Executive $10,600,000 ∙ 166,000 sf renovation, 3,000 sf addition ∙ 11/13 - 12/16 ∙ 37 months This project included an expansion and renovation of the existing Advanced Manufacturing Center. A 3,000 sf one story addition included reworking of existing spaces, MEP upgrades, equipment installation and the addition of a 24-station welding shop. A second phase of this project includes occupied, multiphased renovations including a redesign of the main lobby and building entrance, cafe and bookstore and conference rooms - student commons space and re-roofing of the entire 166,000 sf structure. Subsequent phases include upgrading the MEP systems and renovation and expansion of the science laboratories. These projects included pre-construction and construction administrative services as part of an on-call services contract. FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION C / PROPOSED TEAM

CHUCK BLASZKA

Dir. of Field Operations, Lead Superintendent

EXPERIENCE >> Years with Morganti: 10

Chuck is responsible for running the project’s on-site day to day operations. He supervises and coordinates all site work by contracted trades. Working collaboratively with the Project Manager and Project Engineer, Chuck initiates construction mobilization, maintains quality control, schedule adherence, safety and security programs. Chuck is also involved during the pre-construction process developing site logistics, constructibility reviews, bid packages and scheduling. Additional responsibilities include site documentation, workforce compliance, LEED documentation, punchlists, and final inspections.

EDUCATION >> B.A. Geology Western Connecticut State University - Danbury, CT

QUALIFICATIONS >> 30 Hour OSHA >> Safety >> USACE QA/QC Certified

Chuck has over 30 years of construction experience. PROJECT EXPERIENCE

REFERENCES >> Joel Baranowski (800) 713-5612 Project Manager CT Dept. of Administrative Services

>> 450 Columbus Boulevard State of Connecticut Office Building Renovation Hartford, CT ∙ Project Manager $75,584,970 ∙ 545,000 sf renovation ∙ 8/13 - 4/17 ∙ 44 months This newly acquired 15- and 11-story towers totaling 545,000 sf and underground 5-story parking garage will be renovated to accommodate approximately 2,325 relocated state employees. The project consists of core and shell renovations including building envelope, energy efficiency MEP, life safety and telecommunications and interior finish upgrades. The design of the renovated state offices included new work/common space layouts, garage repairs, site/plaza repairs and roof replacement.

>> Richard Brown (860) 563-6164

>> Springfield Central High School Springfield, MA ∙ Superintendent $21,557,697 ∙ 265,000 sf renovation, 30,500 sf addition ∙ 6/13 - 12/14 ∙ 17 months This project included the construction of a new three story 30,000 sf science wing addition consisting of new labs and preparation rooms and major renovations to a 264,000 sf occupied high school. As CMAR, Morganti worked with the city and design team to develop early release packages to meet tight summer construction schedules and minimize impact to school operations. The early packages comprised a new roof, fire protection, and acoustic ceilings in the existing building. Other pre-construction services included BIM MEP modeling of existing utility locations above the ceilings, leading to better fire protection pricing for the owner. A complete roof restoration and replacement, new ceiling finishes, sprinklers, and lighting and mechanical equipment installations were part of the renovation portion of the project.

Project Architect Moser Pilon Nelson, LLC

>> Vladimir Lyubetsky (617) 964-1700 Project Architect DRA Architects

>> 50-55 Farmington Avenue Renovations Hartford, CT ∙ Superintendent $16,167,804 ∙ 287,000 sf renovation ∙ 10/13 - 12/14 ∙ 14 months This project consists of renovations and repairs to 50 Farmington Avenue, an above and below grade multitier parking structure and 55 Farmington Avenue, a twelve story office building with 287,000 square feet set atop a four story parking structure. Extensive core and shell renovations and mechanical, electrical, plumbing and fire protection improvement and upgrades. Also included are complete roof replacement, exterior panel joint repair, elevator modernization, new main lobby entry, and a new cooling tower. All office areas required alterations to interior partitions, ceilings, floors, and furnishings. A complete roof restoration and replacement, new ceiling finishes, sprinklers, lighting and mechanical equipment installations were part of the renovation portion of the project. >> Asnuntuck Community College Enfield, CT ∙ Project Executive $10,600,000 ∙ 166,000 sf renovation, 3,000 sf addition ∙ 11/13 - 12/16 ∙ 37 months This project included an expansion and renovation of the existing Advanced Manufacturing Center. A 3,000 sf one story addition included reworking of existing spaces, MEP upgrades, equipment installation and the addition of a 24-station welding shop. A second phase of this project includes occupied, multiphased renovations including a redesign of the main lobby and building entrance, cafe and bookstore and conference rooms - student commons space and re-roofing of the entire structure. Subsequent phases include upgrading the MEP systems and renovation/expansion of the science laboratories. These projects included pre-construction and construction administrative services as part of an on-call services contract. FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION C / PROPOSED TEAM

ALLEN AITKEN

P.E. / LEED

Project Manager

EDUCATION >> B.S. Civil Engineer University of Lowell Lowell, MA

QUALIFICATIONS >> USACE QA/QC Certified >> LEED Green Associate >> Registered Connecticut Professional Engineer >> 30 Hour OSHA Construction & Health Certification >> 40 Hour OSHA 1910,120 Health & Safety >> 8 Hour OSHA 1910.120 Management/ Supervisory Training REFERENCES >> Dennis G. Tovey, P.E. (860) 713-5619 Project Manager DAS, Division of Construction Services

>> John Cavacas (860) 713-5742 Assistant Director of Project Management DAS, Division of Construction Services

>> Richard Brown (860) 563-6164 Project Architect Moser Pilon Nelson, LLC

Allen is responsible for overseeing the management of project cost, schedule, scope and quality. He supports the project staff in maintaining the progress and coordination of the core and contracted team (city officials, designers, consultants and general contractors) through established procedures, reporting and performance standards. Monitoring the on-site team and all subcontractors, Allen facilitates critical construction activities to avoid risk, maximize benefits and restrict costs. Monthly owner reports will be produced by Allen which include project communication, schedule updates, clarifications and reporting of all on-site activities. Regular meetings will be scheduled to report construction progress, monitor scheduling and maintain safety and quality. As Project Manager Allen has managed the cost, scope and quality of many school projects in CT. His experience includes phased occupied school renovations, demolition, abatement and addition coordination at North Branford Intermediate, Howell Cheney Tech, Norwich Tech, Pomperaug High and Sound School Vocational.

Allen has over 25 years of construction and engineering experience.

PROJECT EXPERIENCE >> 450 Columbus Boulevard State of Connecticut Office Building Renovation Hartford, CT ∙ Project Manager $75,584,970 ∙ 545,000 sf renovation ∙ 8/13 - 4/17 ∙ 44 months This newly acquired 15- and 11-story towers totaling 545,000 sf and underground 5-story parking garage will be renovated to accommodate approximately 2,325 relocated state employees. The project consists of core and shell renovations including building envelope, energy efficiency MEP, life safety and telecommunications and interior finish upgrades. The design of the renovated state offices included new work/common space layouts, garage repairs, site/plaza repairs and roof replacement. >> 50-55 Farmington Avenue Renovations Hartford, CT ∙ Project Manager $16,167,804 ∙ 287,000 sf renovation ∙ 10/13 - 12/14 ∙ 14 months This project consists of renovations and repairs to 50 Farmington Avenue, an above and below grade multitier parking structure and 55 Farmington Avenue, a twelve story office building with 287,000 square feet set atop a four story parking structure. Extensive core and shell renovations and mechanical, electrical, plumbing and fire protection improvement and upgrades. Also included are complete roof replacement, exterior panel joint repair, elevator modernization, new main lobby entry, and a new cooling tower. All office areas required alterations to interior partitions, ceilings, floors, and furnishings. A complete roof restoration and replacement, new ceiling finishes, sprinklers, lighting and mechanical equipment installations were part of the renovation portion of the project. >> Platt Technical High School Milford, CT ∙ Project Manager $83,153,472 ∙ 210,000 sf new construction ∙ In Progress Pre-Construction services have included constructibility reviews, site logistics, scheduling and budgeting for several design schemes. The final project is to include a new 210,000 sf facility with common areas of administrative offices, gymnasium, auditorium, kitchen/cafeteria and media center. Technical academic spaces are to include mechanical, electrical, HVAC, carpentry, industrial/manufacturing, digital, automotive, medical, art, culinary and beauty. To accommodate the new school design, extensive site work will include demolition/abatement, new entry, parking, accessory buildings, athletic fields and landscaping.

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION C / PROPOSED TEAM EDUCATION >> Local 43 Carpenters Union Apprentice Program Hartford, CT

QUALIFICATIONS >> 30 Hour OSHA >> Blueprint Proficient REFERENCES >> Veronica Cook

Program Director UCONN Supplier Diversity Program

COLIN DAWKINS

Senior Construction Project Manager As Vice President of MCM Acoustics and a project manager, Colin is responsible for running all aspects of a construction business and the project management of multiple projects to include business development, sales, relations and leadership with employees, clients, sub-contractors, suppliers and vendors. Colin handles bid and estimate development, contract negotiations, submittals, project plans and schedules, cash flow and budgets along with hands-on building when needed to support his team and service his clients with high quality, on time, on budget, 100% complete work.

>> Luke Bronin Mayor of Hartford

>> Patrick Delany

Chief Purchasing Agent Gilbane Building Corp

>> Carlos Velaz

Colin has over 20 years of construction experience.

Manager DAS Procurement Program

EXPERIENCE >> Project Management MCM Acoustics Gather and capture project requirements, schedule, timeline and goals to build a project plan • Manage subs, equipment and material procurement • Coordinate staff, budget, quality control and inspection to plan and specifications • Evaluate and secure vendor contracts • Review, track, and communicate project goals, progress, performance, cost and status • Analyze drawings, specifications and statements of work • Develop and manage master and contractor schedules to achieve successful completion >> Carpentry NE Regional Council of Carpenters Worked with different contractor, on commercial project for framing & drywall installation, acoustical ceiling, doors and hardware installation, toilet compartment and accessories installation. >> Minority Construction Council President Assisted clients in understanding their available options and helped them select the right service plans for their needs. I have been advocating throughout the state of Connecticut for MBE companies. I have given speeches at the legislatives office numerous times and finding solutions to resolve different issues. I’m also a

MWBE Construction Management Protégé FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION C / PROPOSED TEAM

JOHN PORTAL

Project Engineer

EDUCATION

The liaison between Project Manager and technical disciplines, John Portal assists the Project Manager and Site Superintendent in managing all field operations. He assists with the coordination of trade contractors, reviews and processes all submittals and RFI’s, ensuring the building is constructed according to the contract documents. His other responsibilities include budgeting, scheduling, reporting and planning. As project engineer, John’s responsibilities include assisting the Project Manager with pre-construction and construction coordination.

>> B.A. of Civil Engineering University of Bridgeport Bridgeport, CT

QUALIFICATIONS >> >> >> >> >> >> >> >>

OSHA 30 Primavera PM Web Microsoft Office AutoCAD Revit Bluebeam Studying LEED GA

REFERENCES >> Dan Salce (860)944-8838

John has 8 years of construction and engineering experience.

PROJECT EXPERIENCE >> Naugatuck Valley Community College Founders Hall Project Waterbury, CT $33,000,000

>> Naugatuck Valley Community College Improvement Project Waterbury, CT $6,300,000

>> Dave Hartmann (860)-944-1210

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION C / PROPOSED TEAM

ANTHONY ASHFORD

BIM Coordinator

>> Years with Morganti: 1

The BIM Coordinator is responsible for integrating the technology of Virtual Design and Building Information Modeling into our Projects. The BIM Coordinator develops the Building Information Models for proposed/existing buildings which aids in the construction process. This includes leading BIM coordination meetings, conducting clash-detection and conflict resolution, assisting staff in deploying project templates and ensuring they are being followed. He develops BIM content for the projects which includes communication and teamwork to integrate multiple disciplines to achieve optimum BIM performance. Anthony also performs daily model management administration and maintenance.

EDUCATION

Building Information Modeling services include:

EXPERIENCE

>> B.A. Fine Arts, Interior Design Ringling College of Art + Design

QUALIFICATIONS >> NCIDQ Certification >> Experience with Building Design Suite, Revit, AutoCAD, Navisworks, 3ds Max, Showcase, A360, Green Building Studio, Lighting Analysis

>> Architectural and Structural Base Models

>> 5D Cost Estimation

>> Trade Model Integration

>> Design Authoring Services

>> 3D Coordination

>> Design Visualization

>> 4D Scheduling (construction sequence planning)

>> Record Modeling/Facility Management >> BIM 360 Field & Glue

Anthony has over 15 years of 3D solids modeling experience.

REFERENCES >> Thomas Sykes, AIA 609-345-5222 Partner SOSH Architects

>> Hugo Mijares, AIA 786-859-1143 Architect Studio Hugo Mijares One D+B

>> Dale S. Parks, AIA 941-544-7914 Architect D/Parks Architect

PROJECT EXPERIENCE >> Park Square West Phase IV Stamford, CT $53,800,000

>> Richard Avenue School Atlantic City, NJ $20,000,000

>> Central High School Bridgeport CT $73,000,000

>> Landshark Bar & Grill Atlantic City, NJ $8,200,000

>> State Office Building Renovations at 450 >> Winners OTW Bayonne, NJ Columbus Blvd $18,000,000 Hartford, CT $32,173,303 >> G.Wiz Science Museum >> Martin County Sarasota, FL High School New $20,000,000 Classroom & Administration >> Sarasota Chamber Building of Commerce Stuart, FL Sarasota, FL $15,900,000 $1,000,000

>> Delaware State University Optical Science & Research Center Dover, DE >> Princeton University Andlinger Center for Energy & Environment Princeton, NJ

>> New York Yankees Steak Restaurant Bronx, NY* >> Hard Rock Rockcino Lighting Design Northfield, OH

>> Harrah’s Meeting Facility Atlantic City, NJ >> MLH-Lankenau Medical Center Wynnewood, PA >> Hamtilton Mall Expansion Mays Landing, NJ

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION C / PROPOSED TEAM EDUCATION >> Continued Education Class Prince Technical Hartford, CT

QUALIFICATIONS >> 30 Hour OSHA >> Blueprint Proficient >> On-Screen/Quick Bid REFERENCES >> Tom Matrick

Senior VP Operations Saving Bank of Manchester

PETER LOFSTROM

Estimator

As Estimator, Peter’s duties include detailed schedules for design and permitting, bidding, construction, owner occupancy and closeout. He assists in estimating the job by preparing estimates for schematic design, design development, and construction documents. He manages the subcontractor bid phase which includes preparing bid packages and all solicitations for subcontractor bidding; he reviews bids for compliance with project documents; selected subcontractors and negotiated subcontract agreements. Peter also conducts constructibility reviews by evaluating the progress documents for constructibility and coordination of trades.

>> Mike Krassner President Planet Fitness

>> Ken Kaplen

President Kaplen Computer/Kaplen Cycles

Peter has over 25 years of construction experience.

EXPERIENCE >> Estimating/Project Management MCM Acoustics Interior construction estimator/project manager. Quick bid and On Screen Take off software. >> Senior Construction Manager Rockville Construction Overseer of the complete renovation of an approximately 200,000 square feet, 11 acre, circa 1876 Mill Site. Daily supervisor of 2 Project Managers, 6 Carpenters, 4 Masons, 5 Landscapers, and 15 Laborers. Scheduler and planner of all sub-contractors, securer of required permits, and liaison between the owner and the design professionals. >> Vice President of Operations Matrix Property Management Overseer of daily maintenance of approximately 300 units and the grounds of a multiple mid- to highend condo complex. Yearly contract negotiations for all outside service. Monthly budget meeting and all management details. >> Vice President LCI Construction, Inc Complete responsibility of daily operations of $3MM/yearly general construction company; sales, marketing, daily operation of up to 50 men. Estimates of projects, foundation to finish. Projects included: 10 fitness centers, 60 banks and branches, 35 restaurants, 6 hotels, and approximately 750,000 square feet of interior office fit-up.

MWBE Construction Management Protégé FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION C / PROPOSED TEAM

GIANNI GIACCHI

Safety Manager

As the Safety Manager, Gianni monitors workplace activities to ensure that workers comply with company policies and government safety regulations. His responsibilities pertain to policy development, safety inspections, safety training and compliance with the federal Occupational Safety & Health Administration (OSHA).

EXPERIENCE >> Years with Morganti: 1

EDUCATION

>> 5-Year BA Hard Trade Degree Insituto Tecnico Commerciale - Italy

>> Keene State College

QUALIFICATIONS

Gianni develops and implements safety policies to reduce accident-related costs and prevent losses due to a decline in productivity. As safety officer, he determines what policies are needed and solicits input from both the project managers and subcontractors. Once a policy has been finalized for a project, Gianni is responsible to alert subcontractors of any changes and monitors compliance

Gianni has over 29 years of construction safety experience.

>> OSHA 500 Construction Trainer License >> OSHA 510 Certified >> Fork Lift, Rough Terrain, & Scaffold Trainer >> Pending CHSO Certification

REFERENCES >> Joel Baranowski (860) 713-5635 Project Manager State of Connecticut

>> Seamus Quinn (800) 400-2420 Program Manager A/Z Corporation

>> Mike Irwin (860) 286-9171 Program Manager BVH Integrated Services

PROJECT EXPERIENCE >> 450 Columbus Boulevard State of Connecticut Office Building Renovation Hartford, CT ∙ Safety Manager $75,584,970 ∙ 545,000 sf renovation ∙ 8/13 - 4/17 ∙ 44 months This newly acquired 15- and 11-story towers totaling 545,000 sf and underground 5-story parking garage will be renovated to accommodate approximately 2,325 relocated state employees. The project consists of core and shell renovations including building envelope, energy efficiency MEP, life safety and telecommunications and interior finish upgrades. The design of the renovated state offices included new work/common space layouts, garage repairs, site/plaza repairs and roof replacement. >> Wall Street Theater Norwalk, CT $5,700,000 >> Quinebaug Valley Community Tech College Danielson, CT $5,000,000 >> Park Square West Mixed Use Residential Tower Stamford, CT $53,690,000 >> Bridgeport Central High School Bridgeport, CT $73,000,000 >> Naugatuck Valley CC Founders Hall Waterbury, CT $31,802,000

>> Amazon.com Warehouse Windsor, CT $400,000,000

>> Hartford HealthCare >> Dolan Hall and The Village Apartments Cancer Institute Fairfield, CT New Britain, CT $40,000,000 $32,800,000

>> Dunkin Donuts Park Hartford, CT $65,000,000

>> Quinnipiac University School of Medicine North Haven, CT $70,000,000

>> H. C. Wilcox Tech School New Classroom Building Meriden, CT $78,000,000 >> Fairfield University Baseball Field Fairfield, CT $750,000

>> Learning Corridor Hartford, CT $110,000,000

>> Daniel Hand High School Madison, CT $33,400,000 >> Rotella Magnet School Waterbury, CT $30,000,000

>> Wallingford Power Plant Wallingford, CT $150,000,000

>> Loomis Chaffee Richmond Hall Windsor, CT $8,000,000

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION C / PROPOSED TEAM

DAYANA CASSAMAJOR

Project Administrator

As Project Administrator, Dayana assists the Project Manager and all project team members in the fulfillment of their duties and aids in the maintenance of project records. She is responsible for general administrative support, project filing, working with contracts, forms and reports, and maintaining logs on the project to control and document all data related to subcontractors and vendors working at the site. QUALIFICATIONS >> 12+ Years Legal Assistant >> Trilingual REFERENCES >> Alan Ladson (203) 885-6648 Owner’s Representative Trinity Financial

Dayana has over 1 year of construction experience

PROJECT EXPERIENCE >> Naugatuck Valley CC >> CST Ready Building Founders Hall at Camp Hartell Waterbury, CT Windsor Locks, CT $31,802,000 $10,154,000

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION D

Staff Work Efforts Analysis

SECTION D / STAFF WORKS EFFORT ANALYSIS - EXHIBIT D

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION E

Responsibility Matrices & Hourly Rates

SECTION E / RESPONSIBILITY MATRICES & HOURLY RATES - EXHIBIT E

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION E / RESPONSIBILITY MATRICES & HOURLY RATES - EXHIBIT F

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION E / RESPONSIBILITY MATRICES & HOURLY RATES - EXHIBIT F

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION E / RESPONSIBILITY MATRICES & HOURLY RATES - EXHIBIT G

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION E / RESPONSIBILITY MATRICES & HOURLY RATES - EXHIBIT G

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION E / RESPONSIBILITY MATRICES & HOURLY RATES - EXHIBIT G

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION E / RESPONSIBILITY MATRICES & HOURLY RATES - EXHIBIT H

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION F

Schedule

SECTION G / SCHEDULE NARRATIVE SECTION F SCHEDULE (EXHIBIT I) NARRATIVE Once the project is awarded, The Morganti Group will immediately tackle the pre-construction tasks which will lead up to bidding the project. An estimate will be developed, a constructibility review will be produced with document deficiencies identified, and it then will be sent to design team for review and correction. Concurrently with the constructibility reviews, existing conditions will be verified and any discrepancies will be noted and sent to the design team for review and incorporation into the contract documents. Bid packages will also be developed and scopes of work finalized; bidders will then be solicited for the project and prequalified. The MWBE plan will be finalized and reviewed and implemented. For a project of this size, a 4-week bid period will give the best coverage and results. Bids will be received and opened and low 2 or 3 bidders will be evaluated and leveled. The low bidder for each scope package will be interviewed for completeness, and, if deemed qualified, will be awarded. The GMP will then be assembled and presented to the team for approval. Once the bid is completed and the GMP is approved, the project will enter the Construction Phase. On the engineering side, there will be critical submittals required in order to support construction activities. Initially, site submittals such as bedding materials, piping, and structures will need to be submitted, approved, and ordered. The site materials will be critical to support the relocation of the utilities located within the building footprint. Another critical submittal will be the curtain wall and glass for the façade replacement at buildings C, D, and E. With a summer of 2018 installation, the new curtain wall and glazing will need to be on site mid-June of 2018 to support the schedule. Working backwards from this date, and assuming 12 weeks for fabrication, this submittal will need to be approved no later than mid-March. At The Morganti Group, we see this as the most critical of all the submittals to meet the proposed schedule for the project. Once Morganti is authorized to proceed with construction, we will lay out the new addition footprint and identify all utilities located within, followed by the contractor who will then relocated these utilities. At the same time, the demolition contractor will remove the portions of the existing buildings which impact the installation of the new foundation. Once the relocation and demolition is sufficiently along the footing, installation will commence. We anticipate the foundation work will take 3 months from the start date to backfill. After the foundations are installed, damp proofed, and backfilled, we will install all below slab mechanicals. We find that it is more efficient to perform this task in the open with regards to excavation/backfill for the MEPs and prep for slab on grade. This also gives the steel erection crew a level clean work platform, which allows them to work more efficiently. The underground and slab work should take approximately 2 months to complete, while the steel erection, deck install and concrete pours will take 6 weeks. Following the steel installation, the exterior envelope is a critical activity. The envelope, from exterior walls to roof completion, allows the release of all the interior follow up trades in a weather tight building. Weather-tight is a critical milestone in the construction of the addition. We anticipate the envelope will take 3 months to complete finishing at the first of the year, 2018. The interior fit-out portion of the project, we anticipate, will take approximately 7 months to complete from MEP rough-in to final Certificate of Occupancy. Work activities will progress from the first floor to the second floor. The MEP above ceiling rough-ins will lead each floor. These will be followed by partition installation, prime/paint, ceiling install, MEP finishes, doors and hardware, flooring install, millwork and casework, and specialties. Final inspections are to be performed in mid-July, with a Certificate of Occupancy obtained by July 19, 2018

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / SCHEDULE Act ID

Description

Orig Rem Dur Dur

Early Start

Early Finish

2018

2017 Q3

2019

2020 Q3

Project Milestones

Owner- Notice to Proceed with Pre-construction

0300

Owner- Notice to Proceed with Pre-construction

0 14NOV17

0500

Owner- Notice to Proceed with Construction

0 26FEB18

0710

Utility relocation complete

40d * 40d * 12MAR18

04MAY18

0720

Foundations Complete

39d * 39d * 04JUN18

27JUL18

0730

Envelop complete/Water tight

90d * 90d * 07SEP18

14JAN19

0740

Interior Fit out

108d 108d 15JAN19

13JUN19

0750

Facade restoration

65d * 65d * 29MAY18

28AUG18

Project Close-out

60d * 60d * 29JUL19

18OCT19

0760 Preconstruction

Owner- Notice to Proceed with Construction Utility relocation complete Foundations Complete Envelop complete/Water tight Interior Fit out Facade restoration Project Close-out

Owner 1000

Issue RFP

1010

CM Interviews

4d 10OCT17

0 01SEP17 A

13OCT17

01SEP17 A

1020

CM Selection Letter and Non-Selection Letters

1d 16OCT17

16OCT17

1030

Notice to Proceed With Pre-Construction

15d

15d 24OCT17

13NOV17

CD's Issued For constructability reviews

24d

24d 14NOV17

15DEC17

20d

20d 18DEC17

16JAN18

Issue RFP CM Interviews CM Selection Letter and Non-Selection Letters Notice to Proceed With Pre-Construction

Design Team 2060

2070 CD's (100%)- Issued for Bid Construction Manager

CD's Issued For constructability reviews CD's (100%)- Issued for Bid

Submit RFP Response

3000

Submit RFP Response

20d

20d 01SEP17

28SEP17

3010

Development- Project Procedures Manual

15d

15d 14NOV17

04DEC17

Development- Project Procedures Manual

3100

CD (100%)- Estimate

15d

15d 14NOV17

04DEC17

CD (100%)- Estimate

3110

Constructability/Feasibility Reviews

15d

15d 14NOV17

04DEC17

3120

Refine Project Schedule

5d 14NOV17

20NOV17

3130

Develop site logistics and Coordination Plan

10d

10d 14NOV17

27NOV17

Develop site logistics and Coordination Plan

3140

Develop CD Estimate

10d

10d 14NOV17

27NOV17

Develop CD Estimate

3150

Verify Existing Conditions

15d

15d 14NOV17

04DEC17

3160

Develop risk report

15d

15d 05DEC17

26DEC17

3170

Develop Budget Controls

15d

15d 14NOV17

04DEC17

3220

Pre Construction ready for Bid

1d 27DEC17

27DEC17

1d 01SEP17

01SEP17

1d 01SEP17

01SEP17

3230 3240 Purchasing

Constructability/Feasibility Reviews Refine Project Schedule

Verify Existing Conditions Develop risk report Develop Budget Controls Pre Construction ready for Bid

Owner 5010

CMR Submitts GMP

1d 16FEB18

16FEB18

5030

Award (CMR) GMP Agreement and NTP

5d 19FEB18

23FEB18

1d 01SEP17

01SEP17

1d 01SEP17

01SEP17

5040 5050 Construction Manager 4030

Prepare & Finalize Bid Documents

15d

15d 19DEC17

10JAN18

4040

Prequalify Project Bidders

30d

30d 14NOV17

26DEC17

4050 4060

Develop MBE/WBE participation Plan Develop Scopes of Work

1d 20d

1d 14NOV17 20d 14NOV17

14NOV17 11DEC17

4070

Issue- Notice to Bid

1d 11JAN18

11JAN18

4080

Project Bidding Period

15d

15d 12JAN18

01FEB18

Start date 01SEP17 Finish date 11NOV19 Data date 01SEP17 Run date 27SEP17 Page number 1A © Primavera Systems, Inc.

CMR Submitts GMP Award (CMR) GMP Agreement and NTP

Prepare & Finalize Bid Documents Prequalify Project Bidders Develop MBE/WBE participation Plan Develop Scopes of Work Issue- Notice to Bid Project Bidding Period

The Morganti Group, Inc UCONN FINE ARTS BUILDING RFP NOT FOR CONSTRUCTION

Early bar Progress bar Critical bar Summary bar Start milestone point Finish milestone point FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / SCHEDULE Act ID

Description

Orig Rem Dur Dur

Early Start

Early Finish

2018

2017 Q3

2019

2020 Q3

Project Milestones

Owner- Notice to Proceed with Pre-construction

0300

Owner- Notice to Proceed with Pre-construction

0 14NOV17

0500

Owner- Notice to Proceed with Construction

0 26FEB18

0710

Utility relocation complete

40d * 40d * 12MAR18

04MAY18

0720

Foundations Complete

39d * 39d * 04JUN18

27JUL18

0730

Envelop complete/Water tight

90d * 90d * 07SEP18

14JAN19

0740

Interior Fit out

108d 108d 15JAN19

13JUN19

0750

Facade restoration

65d * 65d * 29MAY18

28AUG18

Project Close-out

60d * 60d * 29JUL19

18OCT19

0760 Preconstruction

Owner- Notice to Proceed with Construction Utility relocation complete Foundations Complete Envelop complete/Water tight Interior Fit out Facade restoration Project Close-out

Owner 1000

Issue RFP

1010

CM Interviews

4d 10OCT17

0 01SEP17 A

13OCT17

01SEP17 A

1020

CM Selection Letter and Non-Selection Letters

1d 16OCT17

16OCT17

1030

Notice to Proceed With Pre-Construction

15d

15d 24OCT17

13NOV17

CD's Issued For constructability reviews

24d

24d 14NOV17

15DEC17

20d

20d 18DEC17

16JAN18

Issue RFP CM Interviews CM Selection Letter and Non-Selection Letters Notice to Proceed With Pre-Construction

Design Team 2060

2070 CD's (100%)- Issued for Bid Construction Manager

CD's Issued For constructability reviews CD's (100%)- Issued for Bid

Submit RFP Response

3000

Submit RFP Response

20d

20d 01SEP17

28SEP17

3010

Development- Project Procedures Manual

15d

15d 14NOV17

04DEC17

Development- Project Procedures Manual

3100

CD (100%)- Estimate

15d

15d 14NOV17

04DEC17

CD (100%)- Estimate

3110

Constructability/Feasibility Reviews

15d

15d 14NOV17

04DEC17

3120

Refine Project Schedule

5d 14NOV17

20NOV17

3130

Develop site logistics and Coordination Plan

10d

10d 14NOV17

27NOV17

Develop site logistics and Coordination Plan

3140

Develop CD Estimate

10d

10d 14NOV17

27NOV17

Develop CD Estimate

3150

Verify Existing Conditions

15d

15d 14NOV17

04DEC17

3160

Develop risk report

15d

15d 05DEC17

26DEC17

3170

Develop Budget Controls

15d

15d 14NOV17

04DEC17

3220

Pre Construction ready for Bid

1d 27DEC17

27DEC17

1d 01SEP17

01SEP17

1d 01SEP17

01SEP17

3230 3240 Purchasing

Constructability/Feasibility Reviews Refine Project Schedule

Verify Existing Conditions Develop risk report Develop Budget Controls Pre Construction ready for Bid

Owner 5010

CMR Submitts GMP

1d 16FEB18

16FEB18

5030

Award (CMR) GMP Agreement and NTP

5d 19FEB18

23FEB18

1d 01SEP17

01SEP17

1d 01SEP17

01SEP17

5040 5050 Construction Manager 4030

Prepare & Finalize Bid Documents

15d

15d 19DEC17

10JAN18

4040

Prequalify Project Bidders

30d

30d 14NOV17

26DEC17

4050 4060

Develop MBE/WBE participation Plan Develop Scopes of Work

1d 20d

1d 14NOV17 20d 14NOV17

14NOV17 11DEC17

4070

Issue- Notice to Bid

1d 11JAN18

11JAN18

4080

Project Bidding Period

15d

15d 12JAN18

01FEB18

Start date 01SEP17 Finish date 11NOV19 Data date 01SEP17 Run date 27SEP17 Page number 1A © Primavera Systems, Inc.

CMR Submitts GMP Award (CMR) GMP Agreement and NTP

Prepare & Finalize Bid Documents Prequalify Project Bidders Develop MBE/WBE participation Plan Develop Scopes of Work Issue- Notice to Bid Project Bidding Period

The Morganti Group, Inc UCONN FINE ARTS BUILDING RFP NOT FOR CONSTRUCTION

Early bar Progress bar Critical bar Summary bar Start milestone point Finish milestone point FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G

Project Control Procedures

SECTION G / PROJECT CONTROL PROCEDURES PROJECT CONTROL PROCEDURES As the Construction Manager at Risk for this UCONN project, we will be responsible for project control procedures. This continual management and quality assurance occurs from pre-construction planning through construction; communicating and reporting clearly and professionally as noted below. Morganti implements Viewpoint as our project management software system, including the integration of BIM synchronization, Revit and Navisworks 360. Existing Conditions Analysis: Morganti will review the on-site conditions, environmental reports, structural analysis and MEP systems for potential risks that might affect the schedule and budget. Morganti will develop an existing model in BIM and coordinate all design development, phasing and trades. Design Review: Morganti will maintain a formal constructibility log to track and report specific issues we develop as a result of our review during pre-construction. This information will help determine the best solution for renovating the ceiling panels in the field and aid in the development of the final construction documents. These constructibility reports will ensure that key issues and potential unforeseen problems are addressed early and can be modified prior to document release. This minimizes change-orders and potential schedule delays during construction. Morganti also maintains a formal value management log to track and report cost savings as well as all costs associated with design and construction options that might maximize project value. BIM Integration: Through the use of BIM modeling, pre-existing conditions can be modeled and coordinated with new construction to develop efficient logistics and phasing plans, 3D coordination, design reviews and record modeling for future facilities management. The incorporation of this process during pre- construction has been proven in eliminating risk, change orders and delays. Services can include the following:

>> >> >> >> >> >> >>

Design Authoring Services - have the ability to create existing conditions, architectural and structural model if the Designer has not created one for the Project to be used for phasing and logistical planning 3D Coordination - digital trade models can be merged into one overall model to highlight areas of conflict between systems/materials using Navisworks Design Visualization - 3D views help clarify the design intent (mock- ups and renderings) 4D Scheduling (construction sequence planning) - the element of time can be linked to the model to create a visual construction sequence plan using Synchro with an integration of P6 5D Cost Estimation - the BIM model can be linked to a Cost Estimation program which can read the quantities of materials included in the design model and assign a potential cost to these elements Record Modeling / Facility Management - digital copy of the building’s BIM is shared with the Owner and Facility Manager with equipment documentation stored in the model BIM 360 Field - collaborative construction management software which enables access to the project data throughout the building construction life-cycle

Master Scheduling: Morganti will develop an initial critical path method for all activities pertaining to the project including all design activities, permits and other pertinent pre-construction activities required to complete the construction process. Scheduling parameters based on long lead times and other milestone targets are developed during the pre-construction analysis to ensure realistic goals, budgets and deadlines. Cost Estimates: Morganti delivers detailed formal estimates during the pre-construction phase as required by the owner-construction manager contract. We provide a progress report each month tailored to the Owner’s requirements. During pre-construction we will also discuss other items that may be advantageous to include in the report and incorporate them in the base requirements. Permits & Approvals: Morganti will coordinate and process all permitting and approval procedures for the project as required by the owner-construction manager contract.

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES Monthly & Executive Reporting: Morganti will produce monthly progress reports as required by the owner- construction manager contract. Pre-Construction reports include updates on design coordination meetings, BIM modeling, existing conditions, permitting, long lead time status, procurement, budgets and schedules. Our Sharefile Data Center allows all project team members to access plans, reporting, documentation and communication regarding the project electronically. This file typically includes the following:

>> >> >> >> >>

Budgets Cost Reports Project Schedules Drawings and Specifications RFI’s and Logs

>> >> >> >>

Progress Photo/Webcam BIM Models Monthly Reports Change Order’s and Logs Project Manuals

>> >> >> >> >>

Safety Plan Meeting Minutes Submittals Phasing Plans Estimates

Subcontracting: Morganti understands that subcontractors make up 70-80% of the project cost. We take pride in having all subcontractors go through a pre-approval process with ranking after each project. Having great subcontractors and a well thought out strategy gives us the best opportunity to ensure that budget, quality, schedule and safety goals are met. A critical aspect of our purchasing strategy is the identification of any and all long lead items completed during the design methods and materials review. We will develop plans as required for early procurement and early release of specific bid packages. Bidding and Award: Morganti will thoroughly review the Contractor’s Bid Package scope of work to ensure that all aspects of the project and CHRO goals are covered. This method greatly reduces change orders, schedule delays and contingency use. The Bid Package scopes of work are also enhanced by tying in other portions of the specifications such as supplemental general conditions, bid forms, bid requirements and schedules. SBE/WBE & Workforce Participation Goals: In order to comply with the projects stated participation goals, Morganti will prepare the bid packages to target these requirements. One strategy is to break a trade package into multiple smaller packages as set asides for SBE/WBE contractors. Morganti also in some cases requires the large trade contractors to carry a higher than required SBE and WBE percentage to either exceed or meet the owner’s goals. These requirements are made part of the bidding process to ensure the trade contractors are compliant. Morganti Mentor-Protege Program: Small minority-owned businesses are often limited in their capacity to fulfill million-dollar contracts. There is often resistance on the part of large companies to partner with smaller vendors. The inability of minority companies to expand holds back economic growth potential. This is what Morganti has set out to change. A key goal of our Construction Management Minority Mentor/Protégé Program is to coordinate, train and assist minority owned-companies to win contracts with large companies. Morganti helps these companies accelerate their growth by focusing on those with the potential to succeed and create jobs. Morganti will act as a mentor, meet with company owners and advise them on improving operations and building strategies, while connecting them with larger customers. Our goal is to help small companies grow into bigger ones so they can make a greater contribution to the construction industry. Construction Quality Management System: Morganti’s Construction Quality Management System (CQMS) conforms to the requirements of the United States Army Corps of Engineers Construction Quality Control Standards (USACE CQM) and enhanced with ISO 9001; 2008 requirements. The goal of our CQMS is to ensure that Morganti meets its contractual obligations by performing our projects according to plans and specifications, on time, within a defined budget and a safe work environment. Quality is reviewed at all Project Sub-contractor coordination meetings each week. During the Pre-Construction phase our project staff is required to compile a Construction Quality Control Plan based on the requirements of the project (including LEED and CHPS sustainability requirements).

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES Safety: Morganti’s safety record is exemplary. With more than 75% of Morganti’s construction and renovation services conducted on busy complexes and in occupied facilities, it is imperative that we help protect the well-being of employees and visitors, as well as protecting the safety of our subcontractors at the job-site. Upon start-up of a project and prior to any construction activity, we will meet with owner to develop a Site Specific Safety Program. This program will incorporate Morganti’s Health & Safety Program and address specific project concerns such as working around an occupied facility, security, etc. Once completed, this written program will become part of each trade bid package and subcontract. The plan is then implemented and reviewed at the weekly on-site safety meetings, which include subcontractor personnel for the purpose of maintaining a high level of awareness of the safety program. Each subcontractor is responsible for planning safety into all work before any work is started. Safety meetings will be held at the beginning of each workweek to distribute safety materials and programs to all site personnel. No interaction with employees or the public will be tolerated on this project. Any persons caught doing so will be terminated. Morganti will maintain, at all costs, a safe environment for this project as well as all construction personnel. Change Orders: One of the functions of the Construction Manager is to effectively manage and incorporate construction changes. Whether because of variations in design, scope, or unexpected field conditions, changes do occur and must be dealt with. The Morganti Project Control Manual outlines our procedures to effectively manage and incorporate construction changes. Our system is designed to facilitate the smooth processing of requests for change orders with minimum effect on the project. When change orders are necessary or requested by the owner Morganti reviews the contract documents to verify that the change order request is justified. Morganti has a regimented system for the evaluating and tracking of project cost changes from pricing through review and approval stage. Our approach to minimizing potential change orders begins in pre-construction through the document/constructibility review process. Close-Out: It is Morganti’s philosophy to begin a project’s closeout at the start of the project. This includes existing documentation, design and trade integration and continually updating of the project model in BIM. This efficient use of technology with Morganti’s reporting methods benefits the owner with an expeditious handling of reimbursement funds, full advantage of product warranties, trained professionals to ensure maximum output on operating systems and facilitation to full occupancy of space for designated purposes. Morganti views the closeout as a culmination of a number of partial completions performed throughout the life of the project. That is why we convey the requirements and the importance that we place on closeout to the subcontractors during the buy-out phase.

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - QA/QC PLAN PM & PE to review for compliance with project specific requirements. Items in red need particular attention.

The Morganti Group, Inc. SITE SPECIFIC QUALITY ASSURANCE PLAN NVCC - Founders Hall Renovations for Allied Health & Nursing Waterbury, CT MGI Project #34NE05 This plan is to formalize the quality expectations, communicate the expectation and to insure that the Quality expectations are met. Improving quality will increase owner satisfaction and decrease project costs and schedule duration by reducing or eliminating re-work, which shortens the length and limits the severity of the punch list at the project's end. Goals: • Provide an excellent construction product • Reduce re-work • Improve close out performance Quality is measure by: • Close out performance • Owner satisfaction The issues of quality will be integrated into the project through the following methods: 1.

Prior to the start of construction a Project Kick-off Meeting will be held with individual bid package subcontractors. This meeting is to introduce our project team and outline some of our policies and procedures for the project as well as distribute lists of various contract requirements (i.e. submittals, warranties, O&M’s, attic stock, etc.) In addition, Morganti’s pay application procedures will be reviewed. Both the Subcontractor’s Project Manager as well as the Accountant or individual responsible for submitting the monthly requisition shall be present at this meeting. This agenda is attachment A – MGI Instruction Letter #1.

QA Meetings

QA Pre-Installation Meetings – Held between Trade Contractor/Subcontractor/Sub-subcontractor's personnel supervising the work being done on-site, Architect, and Construction Manager personnel to establish at the start of a new portion of the work; responsibility, verify submittals and materials, current issues, quality, testing procedures, safety precautions, means & methods and examination of the Work area. Refer to attachment B for the list of required PreInstallation Conferences for this project. Refer to attachment C for a typical agenda for these meetings (the agenda may be tailored per the specifications) and attachment D for the standard Preparatory Phase Checklist Form to be completed at each conference/meeting.

QA Initial Meeting - Held between Trade Contractor/Subcontractor/Sub-Subcontractor's personnel supervising the work being done on-site, Architect, and Construction Manager personnel to review preliminary work against the specifications, plans, and submittals, to ensure the work is being installed correct, verify materials onsite, resolve any differences and to make sure quality and safety requirements are being followed. The parties are to establish at the QA Pre-Installation Meeting, the best time to have this meeting in order to achieve the most benefit. (see attachment E)

QA Follow-Up Meeting - Held between Trade Contractor/Subcontractor/Sub-Subcontractor's personnel supervising the work being done on-site, Architect, and Construction Manager personnel to review the Work against the specifications, plans, and submittals, to verify that all contracted work has been completed, rate the quality of finishes work, verify that any deficiencies have been corrected, verify all required testing and inspections and sign-offs are complete and to review the close-out process. (see attachment F)

MGI Form Q-04 rev 150626 Page 1 of 4 FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - QA/QC PLAN PM & PE to review for compliance with project specific requirements. Items in red need particular attention.

Monitor and insure that the Quality requirements of the Contract Documents are incorporated into the Project. Refer to attachment E for the standard Initial Phase Checklist Form to be completed at the beginning of a DFW and attachment F for the standard Follow-up Phase Checklist Form to be completed at the latter stages of a DFW. • By reviewing the work of the individual trade subcontractors to insure conformance with the Contract Documents. • By reviewing the work in progress for acceptable quality in the workmanship. • By reviewing and monitoring the Contractors submittals. • By comparing the approved submittals with the work being installed. • Review Quality Issues during the following Project Meetings: o Weekly Foreman’s Meetings o Weekly Subcontractor’s Meetings o Weekly Owner/Architect Meetings

Morganti Group Inc. will schedule the services of the Special Inspector and the Independent Inspection and Testing Agency as specified in the Contract Documents.

Coordinate the Witnessing of testing by appropriate personnel (Morganti, Architect, Discipline Engineer’s, Owners Representative, Building Official, Fire Marshal, Department of Public Safety, etc.).

Review of Mock-Ups to establish standards of acceptable levels of quality and workmanship. Each mock-up shall be recorded in Contract Manager as a submittal. See attachment G for a list of planned mock-ups for this project.

Review the warranties on materials and workmanship.

Coordinate the Systems Commissioning Authority (SCA) requirements with the Project Team as specified in the Project Manual.

The scheduling of these inspections, documentation and the dissemination of the results and any follow-up corrections by the General Contractor will be accomplished through the Morganti Group Inc. In order to facilitate these activities, the following procedures will be instituted. A. Testing and inspection activities will be coordinated through the Morganti Group Inc. Coordination with the General Contractor performing the work and scheduling of testing/inspection services that function on an as required basis will be made through the on-site Morganti Superintendent. B. All Inspectors/Consultants/Testing Agencies will sign-in at the Morganti Site Office prior to working on site. They will also sign-out prior to leaving the site and will verbally report to the Morganti Superintendent on the general findings of the visit. A log of such visits will be maintained in the Construction Manager’s Site Office. C. Written reports will be prepared by the agency performing the visit and will be e-mailed to Morganti’s Site Office within 72 hours of the visit. The Testing Agency is to notify Morganti immediately of any failed test results. Hard copies w/ the raised seal to be sent to Morganti’s Site Office. E-mail distribution will be as follows: TO BE DETERMINED PM ~ LIST THE PEOPLE / COMPANY THE REPORTS ARE TO BE SENT TO D. Communication of the results of inspections/testing to additional parties, Owner or Subcontractors (see document distribution matrix) shall be the responsibility of the Morganti Superintendent. E. Deficiencies noted by inspectors, designers viewing the work, as well as Morganti personnel will be entered into the Deficiency Tracking System. The computer system used on this project will be Viewpoint. Primavera Contract Manager. The system will be administered on site. Noncompliance notices will be issued to the Subcontractors for distribution to the party responsible for the substandard installations (materials, workmanship, etc) for corrective action. Distribution of noncompliance notices shall be to the Subcontractor Forman as well as the Subcontractors Main Office sent to the attention of the Project Manager.

MGI Form Q-04 rev 150626 Page 2 of 4 FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - QA/QC PLAN PM & PE to review for compliance with project specific requirements. Items in red need particular attention.

a. F.

*Noncompliance Notices may act to prohibit payment from subsequent requisitions until the deficiency is corrected.

A pre-installation commissioning “Kick-off” meeting will be held with the SCA and all the parties directly affected by the commissioning work. See attachment H. As construction of the systems becomes sufficiently complete a Commissioning Status Meeting will be scheduled. The SCA will be given written verification indicating completion of installation and startup procedures. The SCA will then conduct an on-site physical inspection of the specific systems and equipment.

G. The Morganti Group Inc. will address the implementation of this plan, as well as the current status of tests/inspections and follow-up required in each Monthly Progress Report. Quality Assurance Measures to be utilized on this project are: 1.

See the attached Inspection Matrix (attachment J) for a detailed list of inspections and the responsible parties.

An independent Testing Laboratory / Inspection Service has been hired by the Owner. These inspections will be coordinated by The Morganti Group Inc. The above MGI Inspection Matrix is a detailed list of the required inspections. A summary of these inspections by discipline are as follows:  Trenching/Backfill/Compaction (bedding material, compaction)  Bituminous Paving (compaction, density, thickness testing)  Soil Compaction (beneath structural elements, roads and parking lots)  Concrete (reinforcing inspection, slump testing, cylinders and curing)  Steel Connections (torque, welds, shear studs)  Masonry (testing of mortar cubes, prisms, inspection of reinforcing)

Special Inspections: a. This Project is a required SPECIAL INSPECTIONS project. The required inspections and the responsible party performing the inspections is included in Attachment J.

Mock-Ups a Attachment G is the MGI Mock-Up log which is a detailed list of required Mock – Ups b The following is a summary of these Mock – Ups by discipline  Masonry Materials Selection  Exterior Materials (workmanship, quality standards)  Brick types  Pre-cast Panels  Metal Panels  Joint Sealants (Custom colors)  Fenestration  Window Walls  Seismic Joints (in place)

Manufacturer’s Inspection a. Included in Attachment J is the MGI Manufacture’s Inspection Log.

Extended Warranties a. Attachment L is the MGI Extended Warranties Log.

Attic Stock a. Attachment M is the MGI Attic Stock Log.

Operations & Maintenance Manual Logs a. Attachment N is the MGI O&M Log.

Balancing Contractor

MGI Form Q-04 rev 150626 Page 3 of 4 FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - QA/QC PLAN PM & PE to review for compliance with project specific requirements. Items in red need particular attention.

The following Requirements are being instituted to insurance the HVAC system is being installed and will properly operate at the completion of construction:  IAQ Procedures  SMACNA Requirements  Commission Requirements  Balancing Requirements

Independent Professional Engineer Design/Verification  Light Gage Framing  Mechanical Controls Design  Fire Protection System

The Project Specifications list the above requirements in further detail. Morganti has compiled a list of the required Contractors submittals for this Project. Submittals will be required for all Mock-ups and Warranties.

ATTACHMENTS A. B. C. D. E. F. G. H. I. J. K. L. M. N. O. P.

Project Kick-off Meeting Agenda & Instruction Letter #1 {PM & PX to REVIEW} List of Pre-Installation Conferences Required for this Project Pre-Installation Conferences Agenda Preparatory Phase Checklist Form Initial Phase Checklist Form Follow-up Phase Checklist Form List of Mock-ups for this Project Commissioning Kick-off Meeting Agenda MGI Specification Verification Form {PM & PX TO DISCUSS -Required for all Submittals or Specific items only?} Project Specific Inspection Matrix Submittal Log Warranties & Guarantees Log Attic Stock Log Operations & Maintenance Manuals Log Subcontractor Close-out Form (In House Only) Project Close-out Form (In House Only)

MGI Form Q-04 rev 150626 Page 4 of 4 FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G

Sample Documentation PRE-CONSTRUCTION ESTIMATE Naugatuck Valley Community College Founder’s Hall for Allied Health & Nursing Waterbury, CT

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

10/13/2015

01-56-39 01-57-30

01-32-33 01-45-23.13 01-50-00

00-73-63

Specification Section

1.2D-1

1.2C-1

1.2B-1

01-00-00

00-00-00

2 3 4 5 6 7 8 9 10

1 1 2 3 4 5 6 7 8 9 10 11

1 2 3 4 5 6 7

Main Division

84,520 s.f.

temporary tree and plant protection indoor environmental control

Temporary fire protection Permanent fire protection Security for site and Agency Barricades, warning signs and lights Enclosure fence Security enclosure and lockup Protection Environmental protection Traffic ways Identification badges CMAR & parking stickers

Field offices CMAR Field offices Owner/Owners Rep Field offices sub-contracotrs Storage and fabrication sheds Temporary roads and paving Dewatering facilities and drains Temporary enclosures Temporary lifts, hoists and elevator use Temporary project identification signs Temporary exterior lighting Collection and disposal of waste and cleaning Temporary environmental controls Stairs

Photographic documentation Indoor air quality requirements Temporary facilities & controls Temporary water service & distribution Temporary electric power & lighting service Temporary heating, cooling and ventillation Temporary telephone and data service Temporary sanitary facilities, including drinking water Storm & sanitary sewer Storm water pollution control

General Requirements

Procurement Total

security requirements

Procurement & Contract Requirements

Description of Work

New 24,520 s.f. / Reno 60,000 s.f.

1460 West Main Street, Waterbury, CT 06708 ADDITIONS, RENOVATIONS, ABATEMENT & DEMOLITION 84,520

allw. allw. allw. allw. allw. allw. allw. allw. allw. allw.

allw. allw. allw. allw. allw. allw. allw. allw. allw. allw. allw. allw. allw.

allw. allw. allw. allw. allw. allw. allw.

mon. allw.

Page 1

1.00 allw. 0.00 allw.

1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00

0.00 1.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00

16.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00

84,520.00 s.f.

0.00 allw.

Takeoff Quantity Unit

Naugatuck Valley Community College, State Project # BI-CTC-442

Founders Hall Renovation for Allied Health and Nursing-Alternates Deducted

Unit

allw. allw. allw. allw. allw. allw. allw. allw. allw. allw.

allw. allw. allw. allw. allw. allw. allw. allw. allw. allw. allw. allw. allw.

allw. allw. allw. allw. allw. allw. allw.

mon. allw.

$7,500.00 allw. $0.00 allw.

$5,000.00 $0.00 $0.00 $10,000.00 $35,000.00 $7,500.00 $0.00 $0.00 $0.00 $2,500.00

$0.00 $36,000.00 $0.00 $0.00 $10,000.00 $0.00 $25,000.00 $0.00 $0.00 $10,000.00 $0.00 $0.00 $0.00

$750.00 $10,000.00 $0.00 $2,500.00 $250,000.00 $125,000.00 $2,500.00 $15,000.00 $2,500.00 $0.00

$0.00 s.f.

$100,000.00 allw.

Unit Cost

Danbury, CT 06811

100 Mill Plain Road, 4th floor

by trades

by trades by trades by trades

by trades see above

by trades by trades by trades

by trades

by trades by trades

Notes

90% CD ESTIMATE RECONCILED VERSION 8-6-14

$7,500 assign to site contractor by trade contractors

$5,000 by trade contractors by trade contractors assign to site contractor $10,000 assign to site contractor $35,000 assign to site contractor $7,500 assign to site contractor by trade contractors by trade contractors by trade contractors $2,500 by trade contractors

$0 by cmar $36,000 assign to site contractor assign to site contractor by trade contractors $10,000 assign to site contractor assign to site contractor $25,000 by trade contractors by trade contractors $0 by cmar $10,000 assign to mep trade by trade contractors by trade contractors by trade contractors

assign to mep trade assign to mep trade assign to mep trade assign to mep trade assign to site contractor assign to site contractor assign to site contractor

once per month baseline/program asign to mep

$0 spec.blank no info. deleted per 5-29-14 mtg no special requirements school has 24hr security $0

$12,000 $10,000 $0 $2,500 $250,000 $125,000 $2,500 $15,000 $2,500

Total Amount

w/site est.

Construction Managers · Design Builders

The Morganti Group, Inc.

SECTION G / PROJECT CONTROL PROCEDURES - PRE-CONSTRUCTION ESTIMATE

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

115

114

113

112

111

110

109

108

107

106

105

104

103

102

101

100

10/13/2015

02 41 19

02 32 19

02 10 00

01-57-40 01-71-23 01-71-29 01-74-19 01-75-00 01-81-00 01-81-13

Main Level North

North Bldg. Basement

South Bldg.

02-00-00

84,520 s.f.

Demo Door-Frame-Hdw Demo Masonry Wall

Select Demolition Structure Demolition (garage) Footings and Walls-High SOG Demolition Footings and Walls-Low Demo Door-Frame-Hdw Infill Door with Concrete Wall Infill Door with Masonry Wall Cut-Out Masonry Wall Demo Elevator/Equip.-Complete Demo Housekeeping Pads Demo Chimney Construction Demo Abandoned Equipment Demo Existing Guardrail NSF Basement Area North (ceilings, flooring, meps,etc.) Demo Hatch Demo Existing Steel Stair/Rails Demo Ext.-Louver or Window Unit Cut-Out Concrete Wall Demo Existing Stair Structure

Structure Demolition demo concrete footings / low walls demo concrete footings / high walls demo slab on grade general structure demolition-gut out general structure demolition-structural

Test Pits Sub-Total

Test Pits

Maintenance and Protection of Traffic Sub-Total

Maintenance and Protection of Traffic

Existing Conditions

General Requirements Total

construction indoor ait quality management field engineering cutting and patching construction waste management and disposal starting and adjusting building commissioning requirements sustainable design requirements

New 24,520 s.f. / Reno 60,000 s.f.

1460 West Main Street, Waterbury, CT 06708 ADDITIONS, RENOVATIONS, ABATEMENT & DEMOLITION

Naugatuck Valley Community College, State Project # BI-CTC-442

s.f.

allw. allw. allw. allw. allw. allw. allw.

SF LF SF LF EA LF LF s.f. EA SF EA EA LF SF EA SF EA LF EA

l.f. l.f. s.f. s.f. s.f.

Page 2

0.00 50.00 EA 15,420.00 s.f.

0.00 348.00 825.00 11,892.00 10,822.00 10,822.00 0.00 0.00 1,044.00 203.00 4,693.00 369.00 11.00 6.00 0.00 546.00 1.00 0.00 1.00 1.00 49.00 5,800.00 1.00 53.00 4.00 8.00 1.00

84,520.00 s.f.

1.00 allw.

84,520.00 s.f.

1.00 allw

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 84,520.00

84,520

Founders Hall Renovation for Allied Health and Nursing-Alternates Deducted

s.f.

allw. allw. allw. allw. allw. allw. allw.

SF LF SF LF EA LF LF s.f. EA SF EA EA LF SF EA SF EA LF EA

l.f. l.f. s.f. s.f. s.f.

$0.00 $115.00 EA $4.90 s.f.

$0.00 $40.00 $70.00 $5.00 $7.00 $10.00 $0.00 $0.00 $7.00 $70.00 $5.00 $40.00 $115.00 $50.00 $0.00 $10.00 $6,120.00 $0.00 $7,920.00 $1,760.00 $12.00 $3.50 $75.00 $12.00 $125.00 $75.00 $7,920.00

$0.09 s.f.

$7,500.00 allw.

$0.09 s.f.

$7,500.00 allw

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $6.72

Danbury, CT 06811

100 Mill Plain Road, 4th floor

by trades by trades by trades by trades by trades by trades by trades

Construction Managers · Design Builders

The Morganti Group, Inc.

$0 $5,750 $75,558

$0 $13,920 $57,750 $59,460 $75,754 $108,220 $0 $0 $7,308 $14,210 $23,465 $14,760 $1,265 w/conc. $0 $5,460 $6,120 $0 $7,920 $1,760 $588 $20,300 $75 $636 $500 $600 $7,920

$7,500 $0 $7,500

90% CD ESTIMATE RECONCILED VERSION 8-6-14

general note for demo/abatement Owner may do early work which will reduce this estimate once the scope is determined

$7,500 assign to site contractor $0 $7,500

$0 $568,000

by trade contractors by trade contractors by trade contractors by trade contractors by trade contractors by trade contractors by trade contractors

SECTION G / PROJECT CONTROL PROCEDURES - PRE-CONSTRUCTION ESTIMATE

SECTION G

Sample Documentation CONSTRUCTION PROGRESS REPORT 450 Columbus Boulevard Renovations Hartford, CT

SECTION G / PROJECT CONTROL PROCEDURES - CONSTRUCTION PROGRESS REPORT Monthly Report No. 15 September 2015

Executive Summary The Renovations to 450 Columbus Blvd. is a multi-tasked renovation project under the direction of the Capital Region Development Authority (CRDA), and The Morganti Group, the Construction Manager. The titles of the various repairs and renovation projects are as follows; Task No. 1 – Interior Demolition

Task No. 2 – Building Garage Repairs

Task No. 3 – Building Exterior Repairs Repairs

Task No. 4 – Building Site & Plaza

Task No. 5 – Roof Replacement

Task No. 6-11 – Tenant Fit-out, Interior Core Building Improvements, Café & G3 Level

Task No. 12 – Morgan Street Garage Repairs Tecton Architects compiled a Due Diligence survey of the 30 year old building and garage, located at 450 Columbus Boulevard, Hartford, CT. From the deficiencies noted within their report, items were prioritized and work scoped developed, resulting in various repairs and renovations to the building and garages. Scopes of the Tasks - listed below, some task have been consolidated due to efficiency of work, bidding and to reduce the number of like contractors on the Project. We will amend depending on review and concurrence with the entire team of CRDA, Tecton and MGI; Task No. 1.01 – Ceiling Pad Removal Ceiling Pad Removal to uncover the space and ceilings to allow access for the design team to access MEP systems for latter tasks. Task No. 1.02 – Interior Demolition Interior Architectural demolition to uncover the space and ceilings to allow access for the design team to access MEP systems for latter tasks. In addition, complete interior demolition of the walls, ceilings, floors and core, along with mold remediation will take place. Task No. 2.01 – Garages Repairs Work consists of sprinkler system replacement, partial depth repairs and overhead soffit repair to the precast concrete decks.

State of Connecticut Repairs to 450 Columbus Blvd.

MGI Project No. 34NE03 FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - CONSTRUCTION PROGRESS REPORT Monthly Report No. 15 September 2015

Task No. 3.01 – Building Exterior Repairs Work consists of exterior façade sealant replacement. Task No. 4.01 – Building Site & Plaza Repairs Work consists of replacing plaza level pavers associated snow melt system. Task No. 5.01 – Roof Replacement Work consists of replacing the existing roofing. Task No. 6-11 – Tenant Fit-Out and Interior Core Building Improvements Work consists of reconfiguring the current building for occupancy by State of Connecticut agencies. Also, included is painting exterior louvers and replacing the (2) overhead-coiling doors at each loading dock. Task No. 12.01 – Morgan Street Garage Repairs Work consists of partial depth concrete repairs to the precast structural, replacing expansion joints and miscellaneous repairs to elevator lobbies. There was a bonding meeting held in February 2015 and the outcome was, CRDA received bonding capacity of approximately $10M. This money will be used for completing Task 4.01, Task 5.01 and portions of Task 6-11. CRDA has obtained the balance of their bonding to award all remaining tasks. Preconstruction and/or Bid Stage Activity Status: Task No. 1.01 – Ceiling Pad Removal – Completed. Task No. 1.02 – Interior Demolition – Completed. Task No. 2.01 – Garages Repairs – Completed. Sidewalk Repairs – Documents were completed and due to time constraints to get this completed before the cold weather it was decided to be priced as a change order to a few of our existing subs to expedite the process. Task No. 3.01 – Building Exterior Repairs – Completed. Task No. 4.01 – Building Site & Plaza Repairs – Completed Task No. 5.01 – Roof Replacement – Completed. Task No. 6-11 – Tenant Fit-Out & Interior Core Bldg. Improv. – Completed. Task No. 12.01 – Morgan Street Garage Repairs – Completed. State of Connecticut Repairs to 450 Columbus Blvd.

MGI Project No. 34NE03 FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - CONSTRUCTION PROGRESS REPORT Monthly Report No. 15 September 2015

Construction Work Activities – Current & Scheduled for next month are: Task No. 1.02 – Interior Demolition – Extra work, issued in PR 003 and PR 004, is ongoing. Task No. 2.01 – Garages Repairs – Task is Complete. Task No. 3.01 – Building Exterior Repairs – Task is Complete. Task No. 4.01 – Building Site & Plaza Repairs – Work is ongoing. Task No. 5.01 Roof – Replacement – Task Complete Task No. 6-11 – Tenant Fit-Out & Interior Core Building Improvements Continue submittal and coordination drawing process/submissions. Work has commenced in the south tower and G3 levels. Task No. 12.01 – Morgan Street Garage Repairs – Task is complete Continue working on extra work activities

Cost Review During this report period, the pencil copy of Requisition No. 19 was submitted for period ending September 30, 2015. It was noted that it includes subcontractor and MGI construction costs. After review and acceptance, the formal requisition will be submitted. As of this report, there have been (22) change orders issued to the project. A copy of the Pending Change Log for the Project is enclosed as well as the Project Financial Report. • We report there are (76) PCO’s issued to date. Morganti is working diligently to resolve all of them in a timely manner. Currently, there are (24) open PCO’s although a dozen are assigned to in bid allowances that may or may not be used. The following is a list of issues that will have time and/or cost impact to the Project: Most of the PCO’s that we are working on, we expect can be performed within the contract time. There has been recent review of existing plumbing not meeting code which could have substantial cost to the project and would have to be priced to maintain schedule if the amount of work needed to remedy existing non-complaint conditions is severe. The same condition occurred with electrical items however CRDA and OSBI did a tremendous effort in reviewing past codes to allow most existing work to remain as is with minor remedial work needed which will be done by building maintenance, Konover. State of Connecticut Repairs to 450 Columbus Blvd.

MGI Project No. 34NE03 FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - CONSTRUCTION PROGRESS REPORT Monthly Report No. 15 September 2015

We have resolved our Task 6 Fit-Out schedule added General conditions and contingency increase with CRDA.

Safety No accidents were reported to Morganti during this reporting period. This month the overall condition of the site continues to remain good standing. Morganti has started to collect weekly toolbox meetings from subcontractors and their site specific safety plans.

Quality All inspections by OSBI, OSFM and State and Testing Laboratories will be coordinated with the work as required. Morganti will ensure the work is being properly inspected. To date, there have been no inspections by OSBI, OSFM or the Testing Laboratories. The following is a summary of the meetings held during this report period: • •

Tecton, CRDA & Morganti Owner’s Meeting held on 9/8, 9/22.

•

Note- all minutes of these meetings are on file.

•

Note- all minutes of these meetings are on file.

Morganti & Subcontractor PM Meetings held on 9/8, 9/15, 9/22, 9/29.

Project Schedule Status For the Task Orders that have been released, Morganti has indicated the scheduled substantial completion dates below and will continue to update the status every month. Morganti has also recorded the current projected substantial completion date and any schedule issues. Task No. 1.01 – Interior Demolition – Suspended Ceiling Tile / Pad Removal Complete Task No. 1.02 – Interior Demolition Complete Task No. 2.01 – Garage Repairs Complete Task No. 3.01 – Building Exterior Repairs – Exterior Caulking Complete Task No. 4.01 – Building Site & Plaza Repairs Current Task Substantial Completion Date is November 5, 2015 Contractual Task Completion Date is November 5, 2015 State of Connecticut Repairs to 450 Columbus Blvd.

MGI Project No. 34NE03 FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - CONSTRUCTION PROGRESS REPORT Monthly Report No. 15 September 2015

Task No. 5.01 – Roof Replacement Current Task Substantial Completion Date is August 18, 2015 Actual Task Completion Date is August 18, 2015 Work completed. Task No. 6-11 – Tenant Fit-Out and Interior Core Building Improvements Current Task Substantial Completion Date South Tower is June 20, 2016 Contractual Task Completion Date is June 20, 2016 Current Task Substantial Completion Date North Tower is December 19, 2016 Contractual Task Completion Date is December 19, 2016 Task No. 12.01 – Morgan Street Garage Repairs Actual Substantial completion Date 8/14/15. Contractual Task Completion Date is August 14, 2015 Work completed. Extra work ongoing.

State of Connecticut Repairs to 450 Columbus Blvd.

MGI Project No. 34NE03 FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G

Sample Documentation DOCUMENT CONTROL FOR SUSTAINABILITY Elias Brookings Museum Magnet Elementary School Springfield, MA

Company

T&M

T&M T&M T&M Optimum Optimum Optimum Optimum Optimum Optimum Optimum Optimum Optimum Optimum Optimum Optimum Optimum Optimum Optimum Optimum Optimum Optimum

Date of Load Disposal

10/28/2013

7/29/2014 8/28/2014 9/22/2014 2014 2014 2014 1/8/2015 1/9/2015 1/15/2015 1/16/2015 1/20/2015 1/22/2015 1/23/2015 1/26/2015 1/29/2015 2/3/2015 2/5/2015 2/10/2015 2/11/2015 2/13/2015 2/20/2015 McNamara Transfer Associated Building Wreckers Joseph Freidman Associates McNamara Transfer McNamara Transfer McNamara Transfer McNamara Transfer McNamara Transfer McNamara Transfer McNamara Transfer McNamara Transfer McNamara Transfer McNamara Transfer McNamara Transfer McNamara Transfer McNamara Transfer McNamara Transfer McNamara Transfer

Johns Trucking Johns Trucking Johns Trucking Johns Trucking

Name of Facility

Elias Brookings Museum Magnet Elementary School

973895 973999 974322 974426 974585 974795 974924 974987 975157 975409 975560 975883 975939 976135 976544

748

Ticket Number

Recycled Brick/ Concrete Recycled Brick/ Concrete Recycled Brick/ Concrete Comingled C&D Recycled Brick/ Concrete Recycled Steel Commingled C&D Commingled C&D Commingled C&D Commingled C&D Commingled C&D Commingled C&D Commingled C&D Commingled C&D Commingled C&D Commingled C&D Commingled C&D Commingled C&D Commingled C&D Commingled C&D Commingled C&D

Recycled Brick/ Concrete

Type of Debris

22.19 110.37 180.38 278.86 193.88 8.24 4.05 1.22 2.63 2.07 2.85 1.92 1.8 2.02 1.46 1.18 2.78 2.47 2.91 2.12 1.63

827.03

30yds 20yds 30yds 30yds 30yds 30yds 30yds 30yds 30yds 30yds 30yds 30yds 30yds 30yds 30yds 30yds 30yds 30yds

Total Tons

64.25

Total Number of Number of Tons yards

750.29

91%

Percentage of Recycled Material

64.25 22.19 110.37 180.38 210.26 193.88 8.24 3.05 0.92 1.98 1.56 2.15 1.45 1.36 1.52 1.10 0.89 2.10 1.86 2.19 1.60 1.23

Recycled Tons

100.0% 100.0% 100.0% 75.4% 100.0% 100.0% 75.4% 75.4% 75.4% 75.4% 75.4% 75.4% 75.4% 75.4% 75.4% 75.4% 75.4% 75.4% 75.4% 75.4% 75.4%

100%

% of material Total tons recycled Recycled

SECTION G / PROJECT CONTROL PROCEDURES - DOCUMENT CONTROL FOR SUSTAINABILITY

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

Based on the 2009 Edition

22,000,000.00

Material Attribute

Division 4- MASONRY CONCRETE MASONRY UNITS Acoustical CMU Assemblies Veneer Block CMU Assemblies Brick Mortar -

Division 3- CONCRETE Cast-in Place Concrete Precast Concrete Post-Tension Concrete Insulated Concrete Forms -

Division 2 - SITE WORK Site Paving Systems Cement Concrete Pre-Cast Concrete Curbs Pre-Cast Concrete Framework Asphalt Paving Porous Paving System Impermeable Pavement System Play Ground Surface Gravel Other Permanent Fences Permanent Gates Tree Grates Parking Stops Erosion & Sedimentation Controls Bike Racks -

Type (etc. Bamboo) Listed by CSI Category and should qualify under Vol. III Table A5Materials to be included and excluded from 4. Sustainable Materials.

Materials

**** MW.C3 This column should excludes materials with wood fiber.

$12,618.00 $17,138.00 $52,850.00

$41,225.00 $5,500.00 $1,300.00 $2,500.00

721 SF 2285 SF 3020 CY

1671 LF 3 EA 260 SF 1 EA

$170,009.00

$342,084.00

30081

18491 SF

$145,518.00 $6,150.00

$64,414.00

2064 SY

1605 CY 246 LF

$33,436.00

Material Cost

10288 SF

2 (ft )

Total Surface Area

Total Recycled Content in product **

Prescriptive Approach Surface Area to be covered w/ recycled content 2 material (ft )

Total Surface Area to be Covered w/ material 2 (ft ) ***

% of Surface Covered w/ recycled content material

$170,009.00

$17,138.00

Copy cost from Column D if contains recycled content

38%

18%

$32,301.71

$14,910.06

Performance Approach % Secondary RCV (Recycled Content Value) Recycled Content

78.00%

% Postconsumer recycled Content

MW.C2 Recycled Content

4.41%

2.03%

>25%, Edit Column I )

% RCV is of the Total (If

Copy Cost $ from Column D if Rapidly Renewable Material ****

ME4.2.1

Total Area covered by 25% Rapidly Renewable Content

ME4.2.2 Copy Cost $ from Column D if Certified Sustainable Wood

MW.C3 Rapidly Renewable MW.C4 Certified Wood

* The material cost is the total construction cost of each individual material excluding all labor costs, project overhead and fees. ** MW.C2 Prescriptive Approach: Use Table 15 for required levels classroom. This column should provide the square feet of total *** MW.C2 Prescriptive Approach: The recycled content product used must be a "major" material, meaning that it covers 50% of a major building surface or serves a structural function throughout the majority of the school. The material can not be used in just one surface area the material could cover. For example, if it were a flooring product such as carpet, this figure should be the total surface area to be covered by carpet, and the next column would be the portion of that surface area covered by a recycled carpet product.

Notes:

TOTAL COST OF CONSTRUCTION:

Use the Verification Section under each credit for assistance with calculations and completing the table. You only need to complete columns for credits you are claiming points under.

This worksheet must be completed if points are claimed for MW.C2 - MW.C6.

IV. ME Materials Worksheet

MATERIALS & WASTE MANAGEMENT

Collaborative for High Performance Schools (CHPS)

Material Reuse Cost $ (Copy from Column D if Salvaged)

MW.C6 Materials Reuse

SECTION G / PROJECT CONTROL PROCEDURES - DOCUMENT CONTROL FOR SUSTAINABILITY

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

ACOUSTICAL WALL PANELS ACOUSTICAL CEILING TILE QUARRY TILE RESILIENT TILE FLOOR CARPET WOOD ATHLETIC FLOORING LINOLEUM FLOORING RUBBER FLOORING Ceramin Tile Wood Flooring Linoleum Flooring Resilient Flooring Resilient Base and Accessories Cork Flooring Bamboo Flooring Carpet

Division 9 - Finishes Walls GYPSUM SHEATHING GYPSUM BOARDS CERAMIC TILE

Division 8 - DOORS & WINDOWS Wood HM FRAMES FLUSH WOOD DOORS HM DOORS ALUM WINDOWS ALUM STOREFRONT ALUM CURTAINWALL INTEGRATED SUN CONTROL Mirrors -

Division 7 - THERMAL INSULATION Metal Wall Panels RIGID WALL INSULATION BATT INSULATION ACM PANELS TAPERED INSULATION DENSDECK Insulation Type 2 Insulation Type 3 -

Division 6- WOOD & PLASTIC MISC ROUGH CARPENTRY ARCH WOODWORK STAINED HARDWOOD PANELING Architectural Casework Countertops Straw-based Particle Board Oriented-strand board (OSB) Structural Insulated Panels (SIPs) -

Division 5- METALS (Structural Steel is NOT included) METAL DECK COLD FORMED METAL FRAMING Aluminum -

60627 15891 2196 39708 2491 23100 3840 6076 12348 5102

22745

7920 2457 609 3120 2810 2847 840

29744 22109 10710 38923 38923

11909 1716 338

52979 20762

$39,804.00

$169,949.00 $44,126.00 $20,715.00 $114,672.00 $22,228.00 $56,884.00 $10,409.50 $91,140.00 $55,219.00 $42,579.00

$42,600.00 $58,968.00 $8,700.00 $109,534.00 $96,881.00 $147,290.00 $41,370.00

$37,181.00 $11,055.00 $267,761.00 $77,846.00 $29,192.00

$179,055.00 $53,686.00 $2,535.00

$177,923.00 $70,313.00

$39,804.00

$169,949.00 $44,126.00 $20,715.00 $114,672.00 $22,228.00 $56,884.00 $10,409.50 $91,140.00 $55,219.00 $42,579.00

$41,370.00

$147,290.00

$96,881.00

$109,534.00

$42,600.00 $58,968.00 $8,700.00

$37,181.00 $11,055.00 $267,761.00 $77,846.00 $29,192.00

$177,923.00 $70,313.00

2.00% 42.40%

43.00% 15.00%

3.26%

63.90% 20.40% 20.40% 20.40% 20.40%

63.90%

20.00% 21.00% 14.10%

80% 24%

65% 26%

30% 92% 35%

10% 90% 10% 50% 50% 50% 50%

30% 30% 9% 10% 30%

15% 9%

$5,970.60 $83,716.88 $7,722.05 $8,907.45 $54,469.20 $2,934.10 $1,137.68 $4,413.63

$29,351.40 $26,535.60 $5,994.30 $49,454.60 $43,741.77 $66,501.44 $18,678.56

$5,502.79 $3,869.25 $68,279.06 $14,673.97 $4,378.80

$155,682.63 $20,390.77

0.81% 11.42% 1.05% 1.22% 7.43% 0.40% 0.16% 0.60%

4.00% 3.62% 0.82% 6.75% 5.97% 9.07% 2.55%

0.75% 0.53% 9.31% 2.00% 0.60%

21.24% 2.78%

$91,140.00

$179,055.00 $53,686.00 $2,535.00

SECTION G / PROJECT CONTROL PROCEDURES - DOCUMENT CONTROL FOR SUSTAINABILITY

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

TOTALS:

Division 12 - FURNISHINGS VERTICAL BLINDS -

Fire Extinguishers & Cabinets Toilet Compartments & Cubicles Toilet Accessories -

Division 10 - SPECIALTIES Visual Display Boards Wall and Gorner Guards Lockers

Carpet Tiles Carpet Pads Paint -

$3,174,568.50

$32,480.00

$5,000.00 $2,750.00 $8,775.00 $17,283.00

1624

$24,160.00

10 EA 15 EA 18 EA

$109,763.00

2216 SF

104248 SF

$2,072,741.50

$32,480.00

$8,775.00

Percent Recycled Content:

15%

25%

733,051.15 23.1%

$2,436.00

$1,096.88

0.33%

0.15%

$326,416.00

SECTION G / PROJECT CONTROL PROCEDURES - DOCUMENT CONTROL FOR SUSTAINABILITY

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G

Sample Documentation MANPOWER/COST LOADED SCHEDULE 450 Columbus Boulevard Renovations Hartford, CT

SECTION G / PROJECT CONTROL PROCEDURES - MANPOWER/COST LOADED SCHEDULE

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G

Sample Documentation SUBMITTAL LOG CST Ready Building. Camp Hartell East Windsor, CT

SD-03 331116 2.2.A.2: Megalug Restrained JointAPPROVED SD-03 331116 2.4: Tapping Sleeve, Tapping Valve, APPROVED Valve Box SD-03 334100: Storm Warning Tape SD-03 334100: Filter Fabric SD-03 334100 2.3: HDPE Drainage Piping SD-03 334100: Oil Water Separator SD-03 331116: Flange Cap and Flange Riser SD-03 333100: Warnig Tape and Filter Fabric SD-03 334100 2.3: Roof Leader Pipe, Fittings and APPROVED Clean Out SD-03 334100: Brick, Block and Mortar Mix for CB's APPROVED and MH's SD-03 334100.2.3.A: Catch Basin and Manhole Production APPROVED DWGS SD-03 331116 2.2.A: Ductile Iron Water Main Pipe APPROVED Rev 1 SD-05 321216.1.6A.B: Class I and II Asphalt Mix APPROVED Design Rev1 SD-03 333100.2.3.A.6.f: Sewer Frame and CoverAPPROVED Rev 1 SD-06 312000.2.1.A.C.D.E Imported Material Test APPROVED Report Rev1 SD-03 331116 2.2: Water Pipe and Gasket through APPROVED Casing SD-03 334100: Damproofing in CB's (8/C506)

331116.003

331116.004

334100.004

334100.005

334100.006

334100.007

331116.006

333100.005

334100.008

334100.009

334100.002 1

331116.002 1

321216.001 1

333100.002 1

312000.001 1

331116.009 0

334100.012 0

APPROVED APPROVED

SD-04 133419: Exterior Color Samples SD-04047000: Exterior Block Color Samples SD-03 329300: Herbicides & Fertilizer SD-02 334100.1.3.C: Storm Water Structures Built APPROVED by Block AS NOTED SD-03 265600.2.2.A: Site Light Pole Bases SD-03 055000 2.10: Metal Downspout Boots SD-06 312000.2.1.F: On Site Material Test Reports APPROVED Rev 1 AS NOTED SD-03 331116 2.2.B: RJ PVC Water Pipe and Spacers APPROVED AS NOTED SD-03 331116 2.3.A: Water Warning Tape

133419.004

047000.001

329300.001

334100.010 0

265600.001 0

055000.001

312000.002 1

331116.005

331116.007

Date Format - MM/DD/YY

APPROVED

APPROVED AS NOTED

APPROVED

SD-02 055000: Misc. Metal Shops SD-03 033000: Speed Dowels

055000.002

APPROVED

033000.009

SD-03 321000: Red Dye SD-03 033000: Bonding agent

SD-03 331116: 6" pipe package

331116.012

321000.001

SD-03 321313: Wire Mesh

321313.002

033000.008

SD-03 033000: Concrete Brick (for the support ofAPPROVED rebar)

033000.005 0

APPROVED

SD-05 334100: Flowable Fill (Detail 3/C506) Rev1 APPROVED SD-03 042000: 1.5.A Mortar Mix

042000.001

APPROVED

334100.011 1

SD-03 331116: PIV Valve

SD-03 331116 2.2.A.3: Water Main Fittings

SD-03 331116.2.5: Fire Hydrant

SD-03 334100.2.5.A: Storm Frame and Cover

334100.003

331116.001

331116.010 0

SD-01 013526.0520: Site Specific Safety Plan

013526.001 0

331116.011 0

SD-03 334100.2.3.A: Catch Basin and Manhole Components APPROVED

334100.002 0 APPROVED

SD-03 334100.2.2.A: Storm Water Reinforced Concrete APPROVED Pipe

334100.001 0

Status Description

SD-05 321216.1.6A.B: Class I and II Asphalt Mix APPROVED Designs

Description

SD-03 311000.2.3A: Temp Erosion and Sedimentation APPROVED Control

Pkg Rev

321216.001 0

Package

311000.001 0

Rev

1 The Morganti Group, Inc.

Others

Submittal Number

Submittal Ball In Court

331116 2.3A

331116 2.2.B

Page 1

312000 2.1 A.F.E

055000 2.10

265600 2.2.A

334100 1.3.C

329300 1.9

047000

133419

033000

055000 1.4.C

033000 1.6.C.8

321000

331116

321313 2.3.A

033000

042000 1.5.A

334100

331116 2.5

331116

334100

331116 2.2

312000 2.1.A.C.D.E

333100 2.3 A.6.f

321216 1.6.A.B

331116 2.2.A

334100 2.3 A

334100

334100 2.3

333100

331116

334100

334100 2.3

334100

331116 2.4

331116 2.2.A.2

331116 2.2.A.3

334100 2.5.A

013526.0520

334100 2.3 A

334100 2.2.A

321216 1.6.A.B

311000 2.3.A

Spec Section

07/24/17

07/11/17

07/06/17

06/22/17

06/12/17

09/25/17

06/02/17

08/21/17

05/22/17

06/07/17

06/03/17

05/15/17

04/24/17

04/14/17

04/24/17

03/13/17

Due To RspFirm

MIZZY CONSTRUCTION, INC

UNIVERSAL FOUNDATIONS, INC

04/24/17

05/01/17

04/28/17

05/01/17

03/20/17

05/22/17

05/15/17 03/13/17

02/08/18

02/01/18

08/30/17

07/31/17

07/18/17

07/13/17

06/29/17

06/19/17

10/02/17

06/09/17

08/28/17

05/29/17

06/14/17

06/10/17

05/22/17

05/01/17

04/21/17

05/01/17

03/20/17

Due Fm RspFirm

08/30/17

Sent To RspFirm

08/23/17

INDUSTRIAL BUILDING SYSTEMS LLC08/23/17

UNIVERSAL FOUNDATIONS, INC

QSR STEEL CORPORATIONS, LLC

UNIVERSAL FOUNDATIONS, INC

MIZZY CONSTRUCTION, INC

UNIVERSAL FOUNDATIONS, INC

MIZZY CONSTRUCTION, INC

MORGANTI GROUP, INC.

MIZZY CONSTRUCTION, INC

Responsible Firm Name

Project: 1710.002. CST Ready Building

05/03/17

05/02/17

05/03/17

03/28/17

06/08/17

08/14/17

08/10/17

08/11/17

08/10/17

08/08/17

08/03/17

07/19/17

07/13/17

07/07/17

06/30/17

06/15/17

06/12/17

06/14/17

06/09/17

05/26/17

05/17/17

05/26/17

05/15/17

05/05/17

05/03/17

05/02/17

03/28/17

04/03/17

03/31/17

04/14/17

Rec Fm RspFirm

05/08/17

05/05/17

05/08/17

03/31/17

05/29/17

02/15/18

09/06/17

08/07/17

07/25/17

07/20/17

07/06/17

06/26/17

10/09/17

06/16/17

09/04/17

06/05/17

06/21/17

06/17/17

05/29/17

05/08/17

04/28/17

05/08/17

03/27/17

03/31/17

03/27/17

04/10/17

04/17/17

Due To AppFirm

05/04/17

05/03/17

05/04/17

03/31/17

06/09/17

08/15/17

08/11/17

08/10/17

08/09/17

07/20/17

07/13/17

07/10/17

06/30/17

08/30/17

06/28/17

06/14/17

06/09/17

05/30/17

05/17/17

05/30/17

05/16/17

05/08/17

05/04/17

05/03/17

03/29/17

03/31/17

04/10/17

04/17/17

Sent To AppFirm

05/18/17 05/17/17 05/05/17 05/17/17 05/18/17 05/18/17 05/17/17 05/05/17 05/18/17 05/18/17 05/17/17 05/18/17 06/12/17

05/22/17 05/22/17 05/22/17 05/22/17 05/22/17 05/22/17 05/22/17 05/22/17 05/22/17 05/22/17 05/22/17 05/22/17 05/22/17

05/22/17

07/12/17 07/28/17

10/23/17 07/10/17

10/23/17

05/05/17 05/17/17 05/05/17

05/19/17 05/22/17 05/22/17

09/26/17 12:31:36 PM

05/22/17

05/11/17

PMSubmittalBall-In-Court.rpt

05/05/17

05/17/17

05/05/17

05/22/17

04/10/17 05/17/17

05/22/17

05/17/17

06/12/17 04/24/17

04/14/17

03/01/18

03/01/18 06/12/17

09/20/17 09/20/17

08/08/17 08/21/17

07/20/17 08/03/17

07/20/17

07/10/17 08/03/17

04/24/17

07/13/17

06/30/17

09/18/17 07/05/17

06/30/17

07/05/17

06/19/17 07/05/17

06/19/17 09/18/17

07/01/17 07/05/17

07/05/17

05/22/17 06/12/17

06/12/17

06/13/17

05/19/19

06/13/17

05/18/17

05/17/17

05/18/17

05/05/17

05/17/17

05/18/17

05/19/17

05/17/17

05/05/17

05/17/17

05/18/17

05/17/17

05/05/17

05/12/17

05/17/17

05/22/17

06/13/17

05/05/17

05/22/17

04/10/17

05/18/19

04/13/17

04/10/17

04/24/17

04/10/17

05/22/17

04/24/17

04/14/17

04/24/17

04/10/17

05/12/17

04/21/17

04/10/17

05/04/17

06/13/17

Activity Date

05/22/17

05/04/17

Retd To RspFirm

05/22/17

06/12/17

04/24/17

Rec Fm AppFirm

05/01/17

Due Fm AppFirm

SECTION G / PROJECT CONTROL PROCEDURES - SUBMITTAL LOG

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SD-02 133419 1.6.C.1: Anchor Bolt Plan and Calculations APPROVED AS NOTED SD-03 331116 2.2: 2" Domestic Water Pipe and Fittings APPROVED AS NOTED SD-03 265600.2.2.A: Site Light Pole Bases Rev 1APPROVED AS NOTED SD-03 333100.2.3.A: 2,000 Gallon Grease Trap Rev APPROVED 1 AS NOTED SD-02 133419 1.6.E: PEMB Shop Drawings and APPROVED Calculation Rev AS 1 NOTED SD-05 033000.2.11A.B: 4000 PSI Concrete Mix Design APPROVED Rev 1 AS NOTED SD-02 133419 1.6.E: PEMB Shop Drawings Rev APPROVED 2 AS NOTED SD-05 334100: Flowable Fill (Detail 3/C506) SD-02 033000 1.5.C: Steel Reinforcement Shop APPROVED Drawings AS NOTED

133419.001

331116.008

265600.001 1

333100.001 1

133419.002 1

033000.003 1

133419.002 2

334100.011 0

033000.001 1

APPROVED AS NOTED

APPROVED AS NOTED - RESUBMIT INFORMATIONAL SUBMITTAL

SD-02-03 102239: Folding Partition SD-03 079200: Joint Sealants & Backer Rod SD-01 033000: Test Con Windsor Test Report SD-06 312000.2.1.A.C.D.E: Imported Material Test REJECTED Reports SD-05 321313.2.4: Concrete Paving Design Mixture REJECTED SD-06 312000.2.1.A.F.E: On Site Material Test Reports REJECTED SD-03 333100.2.3.A: 1500 Gallon Grease Trap REJECTED SD-03 312000.2.1.F: Stone for Bedding SD-03 331116 2.2.A: Ductile Iron Water Main Pipe REJECTED SD-02 321313: Loose Dowel SD-04081416: Wood door sample SD-02 055000: Garage Treshold Angle SD-05 033000.2.11A.B: 4000 PSI Concrete Mix Design REVISED AND RESUBMIT SD-02 033000 1.5.C: Steel Reinforcement Shop REVISED Drawings AND RESUBMIT SD-03 333100.2.3.A.6.f: Sewer Frame and CoverREVISED AND RESUBMIT SD-05 321313.2.4: Concrete Paving Design Mixture REVISED Rev 1 AND RESUBMIT SD-02 133419 1.6.E: PEMB Shop Drawings and REVISED Calculations AND RESUBMIT SD-03 087100: Door Hardware SD-02 083323: Overhead Coiling Doors SD-03 087100: Door hardware SD-02 085113: Window Shops

SD-03 072726: Fluid-Applied Membrane Air Barrier REVISED AND RESUBMIT

102239.001

079200:001

033000.007

312000.001 0

321313.001 0

312000.002 0

333100.001 0

312000.003 0

331116.002

321313.008

081416.001

055000.003

033000.003 0

033000.001

333100.002

321313.001 1

133419.002

087100.001

083323.001

087100.002

085113.001 1

072726.001

Date Format - MM/DD/YY

REVISED AND RESUBMIT

REJECTED

APPROVED AS NOTED - RESUBMIT

APPROVED AS NOTED

SD-02 102213: Mesh Partition Shops Revised SD-02 033000: Saw Cut plan

APPROVED AS NOTED

102213.004

SD-02 102213: Mesh Partition Shop Drawing SD-03 072726: Powerfoam Spray Foam

102213.003

072726.002

APPROVED AS NOTED

033000.011

SD-03 042000: Masonry Package SD-03 323300: Bollards

042000.003

SD-02 102213: Mesh Partition Shops

102213.002

323300.001

SD-02 133419: PEMB Shop Drawing and Calc APPROVED AS NOTED

133419.003

APPROVED AS NOTED APPROVED AS NOTED

SD-02 033000: Rebar Repair SD-03 102213: Wire Mesh Partition Package

033000.006

102213.001

APPROVED AS NOTED

SD-03 312000.2.1.F: Stone for Bedding Rev 1

312000.003 1

APPROVED AS NOTED

Status Description

SD-03 333100 2.2: PVC Pipe and Fittings

Description

SD-03 333100 2.3.B: Cleanout Pipe and Cover APPROVED AS NOTED

Pkg Rev

333100.003

Package

333100.004

Rev

1 The Morganti Group, Inc.

Others

Submittal Number

Submittal Ball In Court

Page 2

072726 2.3 & 2.4

085113 1.4.B

087100 1.5

083323 1.3.B

087100 1.5.C

133419 1.6.E

321313 2.4

333100 2.3 A.6.f

033000 1.5.C

033000 2.11 A.B

0550001.4.C

081416 1.4.D

321313 2.3.C

331116 2.2.A

321000 2.1.F

333100 2.3.A

312000 2.1 A.F.E

321313 2.4

312000 2.1.A.C.D.E

033000

079200 2.3, 2.6, & 2

102239 1.5

033000 1.5.D.1

102213 1.4.C

072726

102213 1.4.C

323300 1.3.A

042000

102213 1.4.C

133419 1.6.E

102213 1.4

033000

033000 1.5.C

334100

133419 1.6.E

033000 2.11 A.B

133419 1.6.E

333100 2.3.A

265600 2.2.A

331116 2.2

133419 1.6.C.1

321000 2.1.F

333100 2.3.B

333100 2.2

Spec Section

06/19/17

06/15/17

08/30/17

09/25/17

04/24/17

03/13/17

04/24/17

08/30/17

08/23/17 UNIVERSAL FOUNDATIONS, INC

01/08/18

02/25/18

01/07/18

03/16/18

NEW ENGLAND GLASS & MIRROR CO.01/01/18

02/18/18 KELLEY BROTHERS HARDWARE CORPORATION

12/31/17 DOUGLAS GARAGE DOOR CENTER INC

03/09/18 KELLEY BROTHERS HARDWARE CORPORATION

07/28/17

05/01/17

05/15/17

05/29/17

05/22/17 05/08/17

08/20/17

08/13/17

05/18/18

10/02/17

05/01/17

03/20/17

06/22/17 03/13/17

06/15/17

02/26/18

09/09/17

03/02/18

08/07/17

03/02/18

09/07/17

08/30/17

INDUSTRIAL BUILDING SYSTEMS LLC07/21/17

MIZZY CONSTRUCTION, INC

UNIVERSAL FOUNDATIONS, INC

QSR STEEL CORPORATIONS, LLC

07/04/17 03/02/18

08/23/17

02/19/18

09/02/17

02/23/18

07/31/17

02/23/18

08/31/17

08/23/17

02/23/18

05/11/18 KELLEY BROTHERS HARDWARE CORPORATION

MIZZY CONSTRUCTION, INC

Yaeger Architecture Inc.

UNIVERSAL FOUNDATIONS, INC

Wilco Sales

UNIVERSAL FOUNDATIONS, INC

INNER SPACE SYSTEMS, INC.

MIZZY CONSTRUCTION, INC

INNER SPACE SYSTEMS, INC.

MIZZY CONSTRUCTION, INC

UNIVERSAL FOUNDATIONS, INC

INNER SPACE SYSTEMS, INC.

06/26/17

06/22/17

05/15/17

05/08/17

INDUSTRIAL BUILDING SYSTEMS LLC06/27/17

UNIVERSAL FOUNDATIONS, INC

05/22/17

05/15/17

INDUSTRIAL BUILDING SYSTEMS LLC07/21/17 MIZZY CONSTRUCTION, INC

07/28/17

05/29/17

UNIVERSAL FOUNDATIONS, INC

05/22/17

05/01/17

07/28/17

04/24/17

INDUSTRIAL BUILDING SYSTEMS LLC07/21/17

MIZZY CONSTRUCTION, INC

05/01/17

Due Fm RspFirm

04/24/17

Sent To RspFirm

07/28/17

04/24/17

Due To RspFirm

INDUSTRIAL BUILDING SYSTEMS LLC07/21/17

MIZZY CONSTRUCTION, INC

Responsible Firm Name

Project: 1710.002. CST Ready Building

08/29/17

08/08/17

08/03/17

07/19/17

07/07/17

05/19/17

05/02/17

05/19/17

05/22/17

08/15/17

07/26/17

07/19/17

05/02/17

03/31/17

03/28/17

03/27/17

03/28/17

03/27/17

07/12/17

08/29/17

07/27/17

09/01/17

08/30/17

08/28/17

08/21/17

08/14/17

08/11/17

08/10/17

08/02/17

07/17/17

07/12/17

06/14/17

06/08/17

06/06/17

05/30/17

05/05/17

05/04/17

05/03/17

Rec Fm RspFirm

09/06/17

01/15/18

03/04/18

01/14/18

03/23/18

08/04/17

05/08/17

05/22/17

06/05/17

08/27/17

05/25/18

10/09/17

05/08/17

03/27/17

03/31/17

03/27/17

06/29/17

09/06/17

03/05/18

09/16/17

03/09/18

08/14/17

03/09/18

09/14/17

09/06/17

03/09/18

07/11/17

07/03/17

06/29/17

05/22/17

05/29/17

08/04/17

06/05/17

08/04/17

05/08/17

08/04/17

05/08/17

Due To AppFirm

08/29/17

08/14/17

08/03/17

07/19/17

07/10/17

05/19/17

05/03/17

05/19/17

05/22/17

08/15/17

07/31/17

07/21/17

05/03/17

04/10/17

03/31/17

03/29/17

07/13/17

08/30/17

07/27/17

09/01/17

08/31/17

08/29/17

08/21/17

08/15/17

08/14/17

08/10/17

08/02/17

07/17/17

07/13/17

06/14/17

06/09/17

06/06/17

05/31/17

05/30/17

05/08/17

05/04/17

Sent To AppFirm

05/09/17 05/17/17 05/23/17 05/16/17 06/05/17 06/08/17 06/05/17 06/13/17

08/18/17 05/22/17 05/22/17 05/22/17 08/18/17 06/19/17 08/18/17 06/12/17

06/12/17

08/18/17

06/19/17

08/18/17

05/22/17

08/18/17

05/22/17

04/20/17 04/26/17 04/20/17 05/16/17

04/10/17 04/10/17 04/14/17 04/10/17 05/22/17

05/22/17

04/10/17

06/08/17 05/05/17 05/18/17

06/05/17 05/22/17 05/22/17

01/28/18 09/07/17

01/28/18 03/18/18

09/20/17

PMSubmittalBall-In-Court.rpt

09/26/17 12:31:36 PM

01/29/18 09/20/17

01/29/18

03/18/18

04/06/18 08/24/17

04/06/18

08/18/17

05/22/17

05/22/17 08/18/17

05/19/17

05/05/17

06/05/17

06/19/17

05/24/17

06/19/17

06/08/17

06/08/18 09/10/17

10/23/17

05/24/17

04/10/17 04/10/17

10/23/17

05/16/17

04/20/17

04/26/17

04/21/17

04/10/17

04/10/17 04/20/17

04/10/17

04/21/17

07/13/17 04/20/17

07/13/17

09/20/17

03/19/18

08/24/17

03/19/18 09/20/17

03/23/18 09/30/17

03/23/18 08/28/17

09/20/17 09/28/17

08/24/17 09/28/17

09/20/17

03/23/18

07/25/17

08/24/17 08/16/17

07/25/17 03/23/18

07/13/17 07/17/17

04/20/17

06/13/17

06/05/17

06/09/17

06/05/17

05/16/17

05/24/17

05/17/17

05/10/17

05/05/17

05/22/17

Activity Date

06/05/17

05/05/17

05/22/17

05/05/17

Retd To RspFirm

06/05/17

05/05/17 05/05/17

05/22/17

Rec Fm AppFirm

05/22/17

Due Fm AppFirm

SECTION G / PROJECT CONTROL PROCEDURES - SUBMITTAL LOG

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

083459 1.2a 033000 1.5.C

SD-03 033000.2.1: Misc. Concrete Product Data SUBMITTED SD-05 321313.2.4: Concrete Paving Design Mixture SUBMITTED Rev 2 SD-02 083459 1.2a: Vault Door Shop Drawings SUBMITTED

033000.004 0

321313.001 2

083459.001 0

SUBMITTED SUBMITTED

SD-03 087100: Revised Hardware Schedule SD-05 033000.2.11.C: 3000 PSI Concrete Mix Designs UNSUBMITTED SD-03 081113: Hollow metal frames & Doors SD-03 081113: Hollw metal door and frames

087100.004

033000.002 0

081113.001

081113.002 1

Date Format - MM/DD/YY

SUBMITTED

UNSUBMITTED

SUBMITTED

SD-04 047200: Pre-Cast Stone Sample SD-02 083473.16: Sound Assembly

047200.001

083473.001

SUBMITTED

SD-04 102239: Covering Sample

SD-03 105113: Metal Lockers SD-03 331116: NL Service Fitting

105113.001

331116.009

SUBMITTED

102239.002

SD-03 033000: StarSeal

033000.010

SUBMITTED

SD-03 087100: Door Hardware Rev

SD-02 085113: Window Shops Revised

085113.002

SUBMITTED SUBMITTED

SD-03 081113: Hollow Metal Door & Frame Rev.SUBMITTED

SD-03 331116: Kor-10 T- Bolts & Nuts

331116.013

SUBMITTED SUBMITTED

087100.003

SD-03 081416: Doors

081416.002

SUBMITTED SUBMITTED

081113.003

SD-03 321313: Backer Rod SD-03 042000: CMU Package

321313.007

042000.002

SD-03 321313: Curing Compound SD-03 321313: Joint Cap

321313.005

321313.006

SD-03 321313: Speed Dowels SD-03 321313: Deformed Dowels

321313.003

321313.004

SUBMITTED

SD-02 033000: Gen Pad Rebar and Mix designs SUBMITTED SD-03 321313: Expansion Joint

03300-.005

321313.001

REVISED AND RESUBMIT

081113 1.6

081113. 1.6.C

033000 2.11.C

087100 1.5.C

Page 3

083473.16 1.5.C

047200 1.3.D

102239 1.5.D

087100

081113

331116

105113 1.3.A

033000 1.6.C.7

085113 1.4.B

331116

081416 1.5

042000 2.4

321313

321313 1.6.A.2

321313 1.5 A

321313 2.4

033000 2.2

042000

078443 2.2.A & 2.2.D

SD-02 042000: Masonry Package

072100 2.2.A.1

Spec Section

042000.004

REVISED AND RESUBMIT

Status Description

SD-03 078443: Spraygrade Firestop & Mineral Wool REVISED AND RESUBMIT

Description

SD-03 072100: Cavity Insulation

Pkg Rev

072100.001

Package

078443:001

Rev

1 The Morganti Group, Inc.

Others

Submittal Number

Submittal Ball In Court

10/25/17

09/25/17

10/16/17

09/25/17

07/11/17

09/02/17

02/23/18

09/02/17

10/04/17

02/23/18

05/22/17

11/27/17 KELLEY BROTHERS HARDWARE CORPORATION

UNIVERSAL FOUNDATIONS, INC

02/28/18 KELLEY BROTHERS HARDWARE CORPORATION

11/19/17 KELLEY BROTHERS HARDWARE CORPORATION

UNIVERSAL FOUNDATIONS, INC

Wilco Sales

02/18/18 KELLEY BROTHERS HARDWARE CORPORATION

11/19/17 KELLEY BROTHERS HARDWARE CORPORATION

MIZZY CONSTRUCTION, INC

INNER SPACE SYSTEMS, INC.

UNIVERSAL FOUNDATIONS, INC

NEW ENGLAND GLASS & MIRROR CO.01/01/18

MIZZY CONSTRUCTION, INC

12/04/17

05/29/17

03/07/18

11/26/17

10/11/17

03/02/18

02/25/18

11/26/17

09/09/17

03/02/18

09/09/17

01/08/18

07/18/17

02/25/18

10/23/17

10/02/17

10/18/17 09/25/17

02/26/18

06/14/17

05/29/17

02/19/18

06/07/17

05/22/17

09/09/17

08/30/17

09/02/17

08/30/17

Due Fm RspFirm

08/23/17

Sent To RspFirm

08/23/17

Due To RspFirm

02/18/18 KELLEY BROTHERS HARDWARE CORPORATION

UNIVERSAL FOUNDATIONS, INC

MIZZY CONSTRUCTION, INC

OVERLY DOOR COMPANY INC.

MIZZY CONSTRUCTION, INC

UNIVERSAL FOUNDATIONS, INC

Responsible Firm Name

Project: 1710.002. CST Ready Building

08/02/17

07/07/17

05/22/17

09/21/17

09/14/17

09/15/17

09/18/17

09/14/17

09/15/17

09/12/17

08/31/17

08/08/17

08/02/17

07/18/17

07/11/17

07/10/17

07/07/17

06/29/17

05/22/17

05/30/17

08/31/17

08/29/17

Rec Fm RspFirm

12/11/17

06/05/17

03/14/18

12/03/17

10/18/17

03/09/18

03/04/18

12/03/17

09/16/17

03/09/18

09/16/17

01/15/18

07/25/17

03/04/18

10/30/17

10/09/17

11/01/17

03/05/18

06/21/17

06/05/17

09/16/17

09/06/17

Due To AppFirm

08/03/17

07/10/17

05/22/17

09/22/17

09/21/17

09/18/17

09/15/17

09/12/17

08/31/17

08/09/17

09/07/17

07/19/17

07/11/17

07/10/17

06/29/17

05/23/17

05/31/17

09/01/17

08/30/17

Sent To AppFirm

05/24/17

Retd To RspFirm

Activity Date

06/19/17

09/30/17 06/19/17

06/19/17

PMSubmittalBall-In-Court.rpt

09/26/17 12:31:36 PM

12/25/17

03/28/18 06/19/17

03/28/18

12/25/17

12/17/17

12/25/17

11/01/17

12/25/17

03/18/18 03/23/18

03/23/18

12/17/17

12/17/17 03/18/18

03/23/18 09/30/17

01/29/18 09/30/17

03/18/18 08/08/17

10/23/17 11/13/17

10/23/17 10/23/17

11/15/17 10/23/17

03/19/18

07/05/17

09/20/17 09/30/17

09/20/17

05/24/17

Rec Fm AppFirm

09/20/17

Due Fm AppFirm

SECTION G / PROJECT CONTROL PROCEDURES - SUBMITTAL LOG

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G

Sample Documentation FINANCIAL REPORTING 450 Columbus Boulevard Renovations Hartford, CT

SECTION G / PROJECT CONTROL PROCEDURES - FINANCIAL REPORTING

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G

Sample Documentation RISK ANALYSIS

SECTION G / PROJECT CONTROL PROCEDURES - RISK ANALYSIS PROJECT RISK MANAGEMENT (PRM) Risk management is a vital and imperative matter for the Morganti project management team; if not properly managed, risks will cause project failure. We considered Risk to be a major factor that influences a projects success. Morganti Project Risk Management (PRM) is a systematic and structured process for identifying and analyzing risks, preparing a risk response and monitoring and controlling the response throughout the course of a project. Pre-construction and project scope development is a crucial stage, where risks associated with the project are analyzed and our specific project execution approach is defined. The success of a project is highly dependent on the quality of the Project Management Team and the level of effort expended during the scope definition phase. The following Risk Management Matrix has been developed based on similar project experience, and current/past performance.

IDENTIFIED RISK

ANALYSIS OF RISK

RISK RESPONSE

PROBABILITY

IMPACT

SUBCONTRACTOR RISK MANAGEMENT PLAN Overview The Morganti Group, Inc. (MGI) has established procedures to review and require that subcontractor safety programs, training, procedures and initiatives coordinate with MGI’s own standards of safety. The process is intended to help ensure that, in the event subcontractors are utilized by MGI as part of a work project, each subcontractor’s safety programs, OSHA compliance, training, confirmations, documentations and statistical results of previous safety performance are in accordance with the requirements. Under this program and its associated processes, any subcontractor will be reviewed and qualified by MGI prior to performing work for a company project.

Subcontractor Safety and Health Requirements Pre-qualification by MGI will include review of the subcontractor’s:

Review of the subcontractor’s OSHA 300 log for the last five years, or from the date the subcontractor began doing business if this time is less than five years; ›› OSHA experience regarding any previous inspections or citations; ›› Written safety and health programs as required by MGI and/or the respective host employer or general contractor; ›› Written subcontractor procedures for at-work incident, injury, illness and emergency response, reporting and investigation requirements; ›› Workers’ compensation insurance EMR (Experience Modification Rating) information; ›› Proof of insurance documented by a current certificate of insurance from the subcontractor’s insurance agent(s); ›› Documentation of required safety training of subcontractor employees that will be assigned to the respective project, FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - RISK ANALYSIS including supervisor, competent person training and site safety representative training; ›› Documentation of required Operator Qualification (OQ) and other individual qualifications or certifications as may be required by the project; and ›› Documentation as may be available to explain the subcontractor’s previous safety performance using a statistical method.

Review and evaluation will be performed by MGI Safety Manager, or a qualified third party as designated by the Safety Manager.

Written materials, submissions, results and documentations of subcontractor prequalification reviews will be maintained by the Safety Manager in a file for a period to be determined in coordination with MGI’s designated legal counsel.

Measurements of Workplace Safety and Health Results >> To manage a process or system, you must be able to measure it. This is why MGI measures safety performance and results as a tool toward identifying and eliminating hazards, mitigating risks and protecting employees and other individuals from workplace injuries and illnesses.

For purposes of this program, a safety metric will be considered as any such measurement of safety performance and injury/illness/incident prevention results.

Specific safety metrics to be considered during subcontractor pre-qualification will include, but are not limited to, items outlined in the subcontractor safety and health requirements above.

Safety metrics will be utilized to help evaluate when, where and how safety programs and initiatives have been successful, and also to identify areas that require additional attention.

Subcontractor safety performance will be reviewed and evaluated in part through comparisons of the subcontractor’s safety metrics with levels of accomplishment as identified by MGI.

Subcontractors that evidence safety metrics that are not in accordance with project requirements will not be utilized for that specific project; or they will be utilized in roles and assignments that have lower levels of risk and are acceptable to MGI and host employer.

All determinations of acceptability of a subcontractor’s safety metrics, as requested and reviewed in accordance with this program, will be made by MGI and/or the host employer for the respective project.

Inclusion & Participation of Subcontractors in Project Safety Initiatives >> Subcontractors assigned by MGI to a project will attend initial safety and planning meetings; project safety orientations; incident, injury and illness response planning and coordination meetings.

Subcontractor personnel will participate in these and other such activities as required in preparation for working safely at the project location.

. ubcontractor personnel will utilize, cooperate with, attend and support all pertinent components of safety programs S and procedures; safety orientation, training, tailgate and daily meetings; qualification and/or certification requirements; periodic safety meetings and awareness activities; safety inspections; incident reporting and investigation procedures; and other such safety, health and incident prevention initiatives as may be established for all workers at a project location.

. ubcontractor personnel will participate in and cooperate with Job Hazard Analysis (JHA), Job Safety Analysis (JSA) and S Job Safety Observations (JSO) as established for the project workplace.

REQUIREMENTS FOR REPORTING HAZARDS, INCIDENTS, INJURIES AND ILLNESSES >> Subcontractor employees are responsible for reporting any observed near-miss, hazard or unsafe behavior of another person when there is a potential for causing an incident, chemical release, injury or illness in the project workplace.

First report will be made to the subcontractor’s on-site supervisor or to MGI contact person if the supervisor is not readily available. Reporting should be made without delay to help facilitate intervention and preventive measures.

Subcontractor supervisors and/or management will forward any such report to their Company contact person so that additional communication can be made and/or actions taken if MGI deems this necessary.

Any on-the-job injury or illness that requires medical attention by a physician or professional medical provider will be reported immediately to MGI contact person after the individual(s) requiring treatment are in route to medical care.

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - RISK ANALYSIS >>

Subcontractors will investigate near-misses, first aid injuries, and incidents, injuries or illnesses in the project workplace in accordance with requirements established for the project.

Post-Project Review of Subcontractor Safety Performance and Results >> On conclusion of a project, MGI will make a timely review of each subcontractor’s safety performance, incident and injury experience, and other factors that will be helpful in evaluating the subcontractor’s suitability for future projects.

In the event that a subcontractor exits or is terminated from a project that remains in progress, a similar timely review will be performed.

Post-project evaluations will be performed by MGI Safety Manager in coordination with Company managers and supervisors who worked with the subcontractor during the specific project under review.

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G

Sample Documentation DAILY LOG 450 Columbus Boulevard Renovations Hartford, CT

SECTION G / PROJECT CONTROL PROCEDURES - DAILY LOG

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G

Sample Documentation CERTIFIED PAYROLL TRACKING 450 Columbus Boulevard Renovations Hartford, CT

SECTION G / PROJECT CONTROL PROCEDURES - CERTIFIED PAYROLL TRACKING & MONITORING

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G

Sample Documentation PRE-QUALIFICATION APPLICATION FOR SUBCONTRACTORS

SECTION G / PROJECT CONTROL PROCEDURES - PRE-QUALIFICATION APPLICATION FOR SUBCONTRACTORS C2MTM Morganti uses the C2MTM Alliant subcontractor credit model, which helps Morganti make better credit decisions. The Alliant Contractor Credit Model is a premier independent financial benchmarking tool with a proven history of successfully helping contractors qualify for critically needed bonding capacity or analyze subcontractor default risk. The credit analysts at Alliant have over 50 years of surety underwriting experience. The following 8 scoring factors are key underwriting factors C2MTM considers when creating a prime or subcontractor’s risk score: 1. 2. 3. 4. 5. 6. 7. 8.

Quality and Timelines of Financial Statements Liquidity Shareholder’s Equity Cash Flow Earnings Banking Leverage Project and Organizational Capacity

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - PRE-QUALIFICATION APPLICATION FOR SUBCONTRACTORS

SUBCONTRACTORS QUALIFICATION STATEMENT

BID PACKAGES FOR: State of Connecticut -Renovation to 450 Columbus Blvd.

QUALIFICATION STATEMENT BID PACKAGE # _______________________________ DATE ____________________________ BIDDER ____________________________

TAX ID # OR SS # _______________________

Failure to complete this qualification statement, the intentional withholding of pertinent information or the making of false statements may be considered grounds for rejection of your bid. Structure of Company

□ Corporation

□ Co-partnership □ Individual

□ LLC □ Joint Venture

□ Other Type Date of Incorporation or establishment: Certified MBE Contractor: □YES

□ NO

Certified WBE Contractor: □YES

□ NO

If you answer “Yes” to any of questions 2, 3, or 4, supply details on separate sheet. 1. Has your organization or any of its affiliate firms been the subject of any of the following actions in the past five years including any government agency * or private work : a. Been suspended, debarred, disqualified, or otherwise been declared ineligible to bid? Yes ____ No ____ b. Been barred from bidding or denied a contract as a result of failure to meet statuary affirmative action or MBE/LBE requirements? Yes ____ No ____ c. Been prevented or barred from bidding for any other reason? Yes ____

No ____

d. Been denied a contract despite being the low bidder for any other reason? Yes ____ No ____ e. Had liquidated damages assessed against it upon completion of a contract? Yes ____ No ____ f. Been defaulted on any contract? Yes ____ No ____ g. Had a contract terminated? Yes ____ No ____ * Government agencies include city, state and federal public agencies, quasi-public agencies, authorities and corporation, public development corporations and local development corporations. 2. In the past five years, has your organization or any current or past key people or affiliate State of Connecticut Renovation to 450 Columbus Blvd. Page 1 of 4

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - PRE-QUALIFICATION APPLICATION FOR SUBCONTRACTORS

SUBCONTRACTORS QUALIFICATION STATEMENT

BID PACKAGES FOR: State of Connecticut -Renovation to 450 Columbus Blvd.

firms been a party to any Legal or Administration proceedings (lawsuits, Arbitrations or Mediations) from public or private construction projects? Yes ____ No ____ If “yes”, indicate in the explanation whether your organization, key people or key firms were plaintiffs or defendants. 3. Has your organization ever failed to complete any work awarded to it? Yes ____

No ____

4. On a separate sheet, list all comparable or larger projects your organization has in progress , giving the name of the project, owner, architect, references, contract amount, percent complete and scheduled completion date. Also, state total worth of work in progress and under contract. Yes ____ No ____ 5. On a separate sheet, list all comparable or larger projects your organization has completed in the past five years, giving the name of the project, owner, architect, references, contract amount , date of completion and percentage of the cost of the work performed with your own forces. a. State average annual amount of construction work performed during the past five years. 6. List all willful or serious violation of any Occupational Safety and Health Act (OSHA) or of any standard, order or regulation promulgated pursuant to such act, during the five-year period preceding the bid, provided such violations were cited in accordance with the provisions of any State Occupational Safety and Health Act or Occupational Safety and Health Act of 1970. Indicate whether these were abated within thr time fixed by the citation or whether the citation was appealed. If appealed list the status or disposition. 7. List your current Insurance MOD rate : 8.Your organization has been pre-qualified with the DAS and meet their requirements to perform work on this project. Yes ____ No ____ 9. Financial Information – A. Please attach your firm’s most current financial statement (audited if available). Current Assets $ Fixed Assets

Other Assets

Current Liabilities

TOTAL ASSETS

TOTAL LIABILITIES

Long Term Liabilities $

State of Connecticut Renovation to 450 Columbus Blvd. Page 2 of 4

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - PRE-QUALIFICATION APPLICATION FOR SUBCONTRACTORS

SUBCONTRACTORS QUALIFICATION STATEMENT

BID PACKAGES FOR: State of Connecticut -Renovation to 450 Columbus Blvd.

CURRENT NET WORTH B. Other

Net Working Capital $

Total Assets $

Debt to Equity $

Annual Sales $

Backlog $

Net Worth $

Cash $

Underbilling to Equity$

C. Bank References:

Line of Credit $ D. Bonding References: Bonding Company: Bonding Agent: Bonding Capacity: Bond Rate: Your Surety is licensed to do business in the State of Connecticut and whose name appears on the United States Treasury Department Circular 570, must have a minimum A.M. Best rating of A- or better: Yes ____ No ____ E. Credit References:

I certify that to the best of my knowledge the information given in response to each question is full, complete and truthful. I acknowledge that The Morganti Group and/or State of Connecticut may, by means it deems appropriate, determine the accuracy and truth of the statements made in this application. I recognize that all the information submitted is for the express purpose of inducing the State of Connecticut and/or Morganti to award a contract.

State of Connecticut Renovation to 450 Columbus Blvd. Page 3 of 4

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - PRE-QUALIFICATION APPLICATION FOR SUBCONTRACTORS

SUBCONTRACTORS QUALIFICATION STATEMENT

BID PACKAGES FOR: State of Connecticut -Renovation to 450 Columbus Blvd.

I authorize the State of Connecticut and/or Morganti to contact any entity named in the application for purposes of verifying the information supplied by the applicant. _____________________________/__________ Name (print) Date _____________________________/__________ Signature Title STATE OF

) ) COUNTY OF )

SS:

________________________________________ the signer of the above statement, being sworn that the several matters stated therein are in all respects true to the knowledge of the deponent. Sworn to and subscribed before me this ______________ day of ____________ 2013. Notary Public

_______________________________________

State of Connecticut Renovation to 450 Columbus Blvd. Page 4 of 4

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - PRE-QUALIFICATION APPLICATION FOR SUBCONTRACTORS

Contractor Questionnaire

PROJECT:

Date:

Estimated Single Project Size: FIRM NAME: Address: City:

State:

Phone:

Zip:

Fax:

Contact for Inquiries: Contractor License #: BONDING:

State:

Surety Company: Agent Company: Bonding

SAFETY:

Capacity:

Value Presently Bonded:

(Please Attach: Bond Rate Schedule and Surety Letter)

YEAR:

Workers' Compensation Experience Modification Rate for last three years.

GENERAL INFORMATION: Years in business under current name: Years performing work trade: Largest Prior Year Backlog (in the past 3 years)

Current Cost to Complete Backlog:

Value of Work in place last year:

Average Annual Value of Work completed over last 3 years:

Type of Subcontractor (Electrical, Mechanical, Masonry, Concrete, Etc…)

LARGEST CONTRACTS CURRENTLY IN PROGRESS: Project 1: Project: Location: Contact:

Phone:

Contract Amount:

Expected Completion Date:

Project 2: Project: Location: Contact:

Phone:

Contract Amount:

Expected Completion Date:

Alliant Prequalification Form

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION G / PROJECT CONTROL PROCEDURES - PRE-QUALIFICATION APPLICATION FOR SUBCONTRACTORS

Project 3: Project: Location:

Contact:

Phone:

Contract Amount:

Expected Completion Date:

LARGEST COMPLETED PROJECTS (Within the last 5 years): Project 1: Project: Location: Contact:

Phone:

Contract Amount:

Completion Date:

Project 2: Project: Location: Contact:

Phone:

Contract Amount:

Completion Date:

Project 3: Project: Location: Contact:

Phone:

Contract Amount:

Completion Date:

Bank Reference: Bank Name:

Address:

Bank Line of Credit: $

Borrowings: $

FINANCIAL STATEMENT: Provide a copy of your latest CPA prepared year-end financial statement, supplemental schedules (i.e. Work in Progress Report), and Latest Internal Financial Statements Date of Financial Statements:

/ /

Firm that prepared statements:

I hereby certify that the above information is accurate and complete to the best of my knowledge

Signature: (Officer of firm)

Name: Title: Date Completed:

Alliant Prequalification Form

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION H

Statutory Requirements & Affidavits

SECTION H / STATUTORY REQUIREMENTS & AFFIDAVITS - OPM ETHICS FORM 1

FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION H / STATUTORY REQUIREMENTS & AFFIDAVITS - OPM ETHICS FORM 1

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FINE ARTS PHASE II - RENOVATION & IMPROVEMENTS • UCONN • 901667

SECTION H / STATUTORY REQUIREMENTS & AFFIDAVITS - OPM ETHICS FORM 6

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SECTION H / STATUTORY REQUIREMENTS & AFFIDAVITS - OPM ETHICS FORM 7

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SECTION H / STATUTORY REQUIREMENTS & AFFIDAVITS - FORM C

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