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e Address state and federal erosion and sedimentation control permitting requirements in
the project design,
e Prepare a drainage report that summarizes any changes in existing flows or drainage
patterns,
e Prepare a draft application for permit under the AoT program,
e Sign and stamp final civil design documents by a Professional Engineer (PE) licensed by
the State of New Hampshire, and
¢ Complete a wildlife habitat assessment by a certified wildlife biologist pursuant to Env-
Wq 1503.19(h).
Based on the urban nature of the project, VHB assumes that NHDES will waive the requirement
for Site Specific Soils Mapping (SSSM). VHB will coordinate with the City and NHDES regarding
an informal consultation on the draft permit application and plans and to confirm our
assumption regarding the applicability of receiving a waiver from the SSSM requirement.
Pursuant to comments from the City, VHB will revise plans and application materials and would
submit the permit application to NHDES.

Task 8. NHDHR Request for Project Review

Because the project will require coverage under a federal Section 404 permit, compliance with
Section 106 of the National Historic Preservation Act (Section 106) will be required. VHB will
therefore prepare up to two Requests for Project Review (RPR) to initiate coordination with the
NH Division of Historical Resources (NHDHR). As part of this task, at NHDHR’s suggestion, VHB
will overlay historic Sanborn maps onto the project area as a form of preliminary archaeological
assessment. This task will include one visit to the project site to complete photography, NHDHR
site file review, completion of a draft and final version of the RPR, and attendance at one
coordination meeting between NHDHR and the client (virtually or in person).

Task 9. Cultural Resources Surveys — Individual Inventory Forms

Although the historic resources surrounding the project area has been heavily documented, two
properties were identified during preliminary consultation with NHDHR that will require NHDHR
Inventory forms be prepared to determine their National Register eligibility and assess potential
project impacts. VHB will prepare NHDHR individual inventory forms per the NHDHR survey
manual for 4 Water Street and 58-60 Main Street, Nashua.

Tasks required to complete the inventory forms includes a site visit to photograph each
property, record site observations, and to identify and photograph properties for contextual
comparison. Research will be conducted at local repositories including the Nashua Historical
Society and Nashua Public Library, as well as state repositories including the New Hampshire
State Library and the New Hampshire Historical Society in Concord.

May 2, 2019

Bobbie Bagley

Division Director

City of Nashua

Division of Public Health and Community Services

Dear Bobbie,

Many thanks to you and your team for a terrific meeting on Wednesday. | appreciate your taking time to help me
understand the goals and nature of the ELPH work, and to provide a snapshot of your team’s branding and marketing
challenges. | am thrilled at the prospect of working with you all!

As discussed, there are a number of layers to this work, and a number of different ways we could collaborate. This
proposal outlines my recommended approach, as well as the associated deliverables, timing, and fees. 1am happy to

revise in order to accommodate your timing and funding parameters.

| look forward to reviewing this proposal with you at your convenience. Then...let’s get started!

Regards,

MAA

Michele Levy

Vision and Approach

This engagement is a perfect fit for my skill set and experience. For over 15 years, | have been working with nonprofit
organizations to build compelling messaging and effective marketing communications programs that support strategic
goals. | have also worked on the client side. As Interim Chief Marketing Officer for Walnut Hill School for the Arts and for
The Cambridge School of Weston, | completely reinvented brands and built robust communications programs from
scratch—|I understand the challenges inherent in building a culture that embraces and supports a strong brand. In addition,
| have a great deal of experience working with organizations focused on public health.

Understanding that most, if not all, of my clients have limited marketing resources, my approach is efficient and pragmatic.
The deliverables are high quality, immediately actionable, and of enduring benefit. | take great pride in the fact that my
clients use the tools | create for them over and over again, and that the work is typically transformational for their
organizations. Also, in the interest of keeping costs low and quality high, | have carefully created a network of partners
(designers, social media experts, public relations professionals, web strategists, etc.) who share my philosophy and values.
Should we need additional support, | can tap into that network at any time during the process.

As discussed, there are number of levels to this work:

e Branding the Division as Chief Public Health Strategists (ELPH);
« Creating the internal systems and attitudes required to support that transformed brand (systems/training);
* Developing a repeatable framework for branding and communicating individual projects and programs (program)

These three levels are interdependent. Ideally, we would complete the ELPH brand work first, then use that as the
foundation for the other two. However, funding requirements and other priorities may drive us to more of a parallel
process, which is workable. This proposal uses the ELPH work to illustrate the overall process, then indicates the
abbreviated process we will use to brand and communicate individual projects and programs.

Brand Miessaging (ELPH): 6 — 8 weeks (depending on availadility of interna! and externai stakeholders}

The goal of the brand messaging work is to answer the question, “Who are we and how do we present ourselves to our
various stakeholders?” In order to arrive at those answers, we engage in a thoughtful, comprehensive discovery process,
then use the findings from that process to create a brand message hierarchy that clearly and confidently positions the
Division as Chief Public Health Strategists who should be active and valued participants in key local conversations. Based on
our initial conversations, and on my experience in similar situations, | recommend the following approach:

e Create a brand steering committee who will work closely with me to provide insight, help refine messaging and
planning, and review deliverables in advance of key presentations (as discussed, this would probably be the ELPH
team + the marketing steering committee)

e Audit current communications, available research, and other background materials

° Conduct a two-hour workshop with the entire staff (discussion guide to be provided)

° Conduct 1:1 interviews with 8 - 10 key local thoughtleaders (the type of people who would be inviting the Division “to
the table”)

° Conduct a survey with external partners, clients, etc. (<500 names)

° Complete a messaging audit of 6-8 peer/competitor organizations (regional and national)

° Present the brand steering committee with findings from the discovery work, and recommendations on most effective
brand message hierarchy, then refine for presentation to the rest of the staff.

The deliverable of this inclusive yet efficient discovery process is a comprehensive brand message hierarchy that will guide
future brand work and provide the foundation for all communications going forward. It includes the following core
components:

Elevator pitch (short answer to the question “Who is the Division of Public Health and Community Services?”)
Proof points (also called “reasons to believe” —facts and data that back up your brand promise)
Brand personality (emotional side of the brand, what it’s like to engage with the Division and its programs)
Program/service brand hierarchy (how all of your work fits together)
Audience message matrix (secondary messaging for each of your core audience segments)

* Content for an integrated brand style guide (your designer will provide the design components)

A word about audience messaging: While it is crucial that you have one consistent master brand message, the reality is that
your various audiences have differing sets of needs and expectations. / will work with you to provide a “second layer” of
messaging that allows you to effectively communicate what's most compelling to each of your target audiences.

Integrated Communications Pianning: 4 weeks

The brand strategy work will not have the desired impact without an integrated communications plan to tell your brand
story across current and new stakeholder groups. | will partner with the brand steering committee to develop a plan to
build awareness, familiarity, and long-term engagement with current and mew stakeholders. This 12 — 18-month plan will
include strategies, tactics, timing, budget, and success metrics. NOTE: process and deliverables are the same, regardless
of type of project, although the comms plan for the master brand is likely to be more comprehensive than others.

Brand systems anc training: 4 — 8 waeks

As discussed, your staff are your first, most powerful brand ambassadors. They need to deliver the updated messaging
in aclear and confident manner and support your brand perception by adhering to the brand style guide. The two-hour
workshop (see above) will be the first step in our brand training work. Once we have finalized the messaging and
communications plan, we will introduce both to the staff in an interactive brand training session. I will work with your
communications team to plan that session, and to implement/refine/reinforce systems that support ongoing
adherence to, and support of, the brand.

Program Wiessaging (lead): 4 - 8 weeks (cepending on scope cf work and number of stakeholders)
The ELPH brand messaging work establishes both a process and a framework for program/project messaging going forward.
As agreed, we will leverage that process and framework to update the messaging for the lead project:

Agree on project team, conduct one-hour briefing session

Audit current communications, available research, and other background materials

Agree on stakeholder list and best way to gather input (often a short list of 1:1 interviews)
Complete a messaging audit of 4-6 peer/competitor programs/projects (regional and national}
Refine and present updated program messaging

Given the more focused nature of most programs/projects, the deliverables are more limited than those of the larger brand
engagement:

* Elevator pitch
. Proof points
° Audience message matrix (secondary messaging for each of your core audience segments)

FEES

NOTES: Project cost applies to provision of services and development of the elements discussed in this proposal. Fees do
not include out of pocket costs (copying, deliveries, travel, etc.). Out of pocket is estimated to be minimal and will be
invoiced to client at cost. Does not include design, writing or production of communications tools other than as outlined
in this proposal. Should work cease for any reason, client will be billed for work completed up to date client indicates {in
writing) that work is to cease. Projects are typically invoiced in two installments: first % upon approval to proceed,
second # upon presentation of final deliverables. Invoices are net 15.

Thank you for the opportunity to provide this proposal. If this meets with your approval, please print a copy, sign and date
to indicate acceptance.

Proposal accepted by (for City of Nashua: Division of Public Health and Community Services):
NAME:
TITLE:

DATE:

Backgrounder

Michele Levy is a seasoned brand strategist who leverages deep audience insight, comprehensive competitive
intelligence, and proven facilitation skills to develop effective messaging and integrated communications programs
that help organizations better achieve their goals.

Whether it’s building a new brand or updating an existing one, Michele has a proven talent for quickly understanding the
needs, concerns, and expectations of diverse stakeholder groups, then using those insights to build brand strategies that
work. With experience that spans nonprofit, education, healthcare, professional services, high technology, financial
services, and life sciences, she skillfully translates complex strategic challenges into effective messaging that resonates
across a Client’s key audience segments.

Michele has worked with a wide range of corporate and nonprofit clients, adeptly bridging the sectors and leveraging
best practices from both. Her work includes research, brand strategy, communications planning, and training. Prior to
jaunching her own consulting practice, Michele led strategy and account service teams in a wide variety of agency
settings, and in management consulting. She also served as Interim Chief Marketing Officer at Walnut Hill School for the
Arts and The Cambridge School of Weston, building entire marketing and development communications programs from
scratch. Michele brings a board perspective to her work, as well, As chair of the board for Circus Smirkus, a youth circus
organization with a nationally-recognized traveling tour, camp, and artist-in-residence program, Michele led two capital
campaigns and worked closely with the staff to create an effective integrated advancement communications effort. This
“triple threat” —consultant + chief marketing officer + board chair—means that Michele understands the challenges her
clients face, can get up to speed quickly, and can help them navigate the conversations that need to happen inside and
outside an organization to build a strong brand.

The author of “Building Your Brand: A Practical Guide for Nonprofit Organizations,” Michele speaks regularly on topics of
branding and integrated marketing communications. An honors graduate of Harvard College, Michele received her MBA in
healthcare management from Boston University.

Relevant Ciient Experierce (public health/healthcare/complex orgs)
The Activist Lab at Boston University School of Public Health
Blue Cross Blue Shield of Massachusetts

Boston Children's Hospital

Hebrew SeniorLife

The Learning Center for the Deaf

National Association of County and City Health Officials

NE Institute of Addiction Studies

New England Public Health Training Center

Rhode Island Department of Health

Local Public Health Institute of Massachusetts
Massachusetts Alliance on Teen Pregnancy

Massachusetts General Hospital

The Schwartz Center for Compassionate Healthcare

-\ THE CITY OF NASHUA ‘The Gate City"

Financial Services

Purchasing Departorent

May 30, 2019
Memo #19-156

TO: MAYOR DONCHESS
FINANCE COMMITTEE

SUBJECT: HVAC SYSTEMS UPGRADE FOR SERVER ROOM (VALUE: $47,625)
DEPARTMENT: 129 CITY BUILDINGS; FUND: TRUST FUND

Please see the attached communication from Bruce Codagnone, CIO/IT Division Director, dated May 30, 2019 for
information related to this contract.

Pursuant to § 5-92 Information Technology Division participation in purchasing process. For major purchases and
contracts solicited in Accordance with § 5-78 which include computers or communications equipment or related
software, including but not limited to workstations, servers, surveillance equipment and wired and wireless
transmission equipment, the Information Technology Division shall participate in the purchasing process, providing
advice, input and recommendations, which are so noted on the attached memo from Bruce Codagnone.

The CIO/IT Division Director and the Purchasing Department recommends the award of this contract in the amount
of $47,625 to Palmer and Sicard of Nashua, NH.

Respectfull

Dan Kooken
Purchasing Manager

Ce: B. Codagnone J. Graziano

229 Main Street » Nashua, New Hampshire 03061 « Phone (603) 589-3330 « Fax (603) 589-3233

=) THE CITY OF NASHUA ‘The Cate City’

Information Technology

May 30, 2019
TO: MAYOR Donchess
FINANCE COMMITTEE
SUBJECT: HVAC System Upgrade for Server Room

The HVAC equipment providing essential cooling of the IT Server Room is in need of replacement. Recent and repetitive
failures of the single unit warrant this need. The unit is no longer capable of supplying the growing demands of the Server
Room.

As you know the Server Room houses all of the electronic equipment which runs the City’s business. This equipment is vital
to the operation of the City and requires adequate cooling to keep it running properly. High temperatures reduce the
expected life of the equipment. Extremely high temperatures will result in equipment failure and if this were to occur, the
consequence would be catastrophic.

Information Technology recommends awarding the bid to Palmer & Sicard, Inc. in the amount of $47,625. Funding is
available in the Building Trust Fund account 29.5000 - 81200.

Respectfully,

Bruce Codagnone
ClO / IT Director

Ce: J. Griffin

D. Kooken

229 Main Street « Nashua, New Hampshire 03060 « Phone (603) 589-3300 « Fax (603) 594-3434

Page 1 of 1

“PALMER
&SICARD....

Energy Services Division

Proposal
Proposal submittedt to. Phone: Date.
City of Nashua 603-589-3332 May 29, 2019
Street: dod Nees Location:
229 Main St City of Nashua IT Room HVAC Upgrades
City, Stale und Zip Code: Contact:
Nashua NH 03061 Danielle Greenberg

Green bere XO nasbuanb gov
We hereby propose to furnish all material and labor necessary to complete the following scope of work:

*Remove existing hvac unit, humidifier and ductwork

*Furnish and install two (2) new Trane air handler units

*Furnish and install two (2) new Trane air cooled condensing units on roof

*Furnish and install two (2) new linesets for each new split system

*Furnish and install new wall-hung humidifier, existing water pipe extended to new location
*Furnish and install new condensate pumps and lines as needed, connect to existing drain in floor
*Fabricate and install new ductwork as shown on drawing

*Furnish and install new automatic control and volume dampers

*Furnish and install new RGDs as shown on drawing

*Furnish and install new thermostat, humidistat and all necessary contro! wiring

*Furnish and install new electrical line voltage wiring as necessary

*Provide subcontractor for roofing

*All associated labor, permits, air balancing, rigging costs, and bond is included

Additional specifications and provisions:

Notes: All work to be performed during normal business hours. Scope of work is as described above. No additional HVAC,
plumbing, gas piping, or control work is included in this proposal. No electrical is included in this proposal, beyond what is listed
above. Any and all sheetrock, carpentry and/or construction is not included in proposal. Unforeseen circumstances may result in
change of price and/or scope.

For the sunt of: Forty Seven Thousand, Six Hundred Twenty Five dollars - $47,625.00

Payment to be made as follows:
Standard terms apply.

All material is guaranteed ta be as specified. All work to be completed ina 5 uy 7

workmanlike manner according to standard practices. Any alteration or deviation trom A uthoriz ed Si ign ature.

specifications below invalving extra costs will be executed only upon written orders, bh fo Y4

and will become an extra charge over and above the estimate. All agreements AK MEECAUME?

contingent upon strikes, accidents or delays beyond our control. Owner to carry fire,
tornado and other necessary insurance. Our workers are fully covered by Workmen's Jake Rheaume, Small Proj ect Sales/Manager

Compensation insurance. Note: This proposal may be withdrawn by us if not accepted within 90
days.

Acceptance of Proposal — The above prices, specifications and conditions are satisfactory and are hereby accepted. You are
authorized to do the work as specified. Unless otherwise specified, payment terms are as follows: 45% due at signing, 45% due
when equipment / materials delivered on site and 10% due at completion.

Date of Acceptance: Authorized Signature:

Energy Services Division
140 Epping Road
Exeter, New Hampshire 03833
Office: (603) 929-0910
Fax: (603) 929-0973

THE CITY OF NASHUA "The Gate City"

Dfaaitetal Sermiecs

Pan husing Depuertorent

January 18, 2019

iFBO292-013119
iT Server Roorm HVAC Upgrades

ADDENDUM #1

information included in this document becomes a part of the original RFP.
if you are submitting a paper bid, please sign below to indicate receipt of this additional information and include this
page with your bid submittal. ff you are submitting a bid via Bid Express please be sure to acknowledge the addendum

on the website before submitting your bid.

ADDENDUM 1 is being issued to extend the bid due date to Thursday, February 28" 2019 at 3:08pm to allow for
additional time to consult with an engineer.

All other aspects of the original document remain the same,

Failure to acknowledge the addendum will result in the bid submittal being disqualified,

Sincerely,
Seen teed
KO IME NU ied

i ( j \
Danielle Greenberg \_/

City of Nashua ~ Purchasing Agent II
greenbergd @nashuanh.gov

Addendum #1 received and incorporated jnto bid submittal for [FB0292-013119.
Please sign and include this addendum in your bid package.

fOrized Signature}

SsholhF

(Date) / ‘
PAMEBI 2+ STCRMRO

(Name of Firm)

1FBO292-013119 ADDENDUM 1 Page 1 or