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Mohawk Tannery
EPA’s Recommended Alternative

» Encapsulation and Impermeable Capping

° Consolidating all waste (sludge and soils) at Lagoon
Areas 1&2 using one of three vertical containment
technologies and an impermeable cap.

© Backfilling excavations with clean fill.

© Protecting the integrity of the encapsulated area
and preventing use of groundwater via land use
restrictions.

© Ensuring remedy effectiveness with groundwater
monitoring and regular maintenance.

Mr. Teeboom

I’m not saying anybody is misappropriating the money. I’m saying there’s ways to handle it. There’s clever ways to
handle it; there’s good ways to handle it; and, accounting sound ways to handle it. | suggest you handle it in a
sound manner and not with a Spending Cap override legislation.

Department 191, School Department
Mr. Teeboom

| haven’t gone through every line item. I'll let the aldermen worry about that. First of all, I’d like to talk about charter
schools. There are stuck in the aldermanic chamber an ordinance, O-16-011, which provides some offset so charter
schools don’t have to pay tax revenue for the buildings they occupy. Public schools pay no taxes. Why are the
charter schools forced to pay taxes? Two aldermen that may very derogatory comments about the charter schools.
I’m not going to mention them by name. They know who they are. One is here, one is not here. Charter schools
are a terrific benefit to the taxpayer. | sent a message out to all the aldermen and the mayor about the savings.
There are 257 Nashua students in the Academy of Science and Design. There’s 464 Nashua students in all the
charter schools in the State of New Hampshire. If you look at the average cost per student in the public school, it is
$13,000 per student.

Chairman Dowd

I'll give you a little leeway but that’s not in the budget. If you want to continue, please try to relate on a question on
the budget.

Mr. Teeboom

$13,000 per student is part of the budget. The superintendent is now leaving. | hate to see him go because a few
years ago he recommended that within the public schools, the public school establish a public charter school. The
average cost for a charter school student is $6,000. You can do the calculation any number of ways. | presented
two ways to do the calculation. The charter schools save the taxpayers of Nashua $4.4 million just because the cost
of student is much lower, and the performance is outstanding. What is wrong with having a charter school within the
public school at a lower cost per student and get better performance and give them a shot at what they want to do.
This will pass the school board. It hasn’t been proposed to the new school board. To see two aldermen denigrate
charter schools say they suck off the money is just unforgivable and unacceptable. $4.4 million is nothing to sneeze
at. That could be a significant savings if you had more charter school kids in a public school that was a charter
school. The other comment is the school board has looked at the custodial contract and privatizing. They seem to
have gotten caught up in a labor relations argument, but the savings range, and I’m looking at the school’s
information, from $600,000 up to $3.5 million. A big savings. When you look at a budget, you have to do more than
play a percentage game. You've got to think outside the box. For instance, why do we still have secretaries in the
schools? | would question, and | have grandkids in the public school in the high school, why do we still have
guidance counselors? The function of guidance counselors is to guide not psychological or sociological problems
but to guide them in coursework to prepare them for college. You can do that on the computer. You can do that on
your cellphone. We've got 30 guidance counselors in the school. |I’d rather defer the charter question to the
superintendent. I'll leave it up to you, Mr. Chair, who addresses the custodial. Both are significant cost savings
thinking out of the box. As a taxpayer, as a member of the public at this public hearing, I’d like to know why isn’t the
school board pursuing these cost savings. Charter school first and then the custodial contract.

Chairman Dowd
Would the superintendent want to address that?

Mark Conrad, Superintendent of Schools

Quite honestly, | don’t think it’s my role here to wage into the debate on charter schools. It’s not part of our budget.
For the record, | would note there are two areas where public school systems under New Hamnpshire law do have
responsibility for providing services to charter schools, which is one of the reasons their cost is somewhat less.
First, we’re responsible for providing transportation for any charter school student who lives in Nashua and is

Mohawk Tannery
Questions/Comments

Sources of Additional Information

» Mohawk Tannery Site - Removal Alternatives Update Technical
Memorandum

Link: https://semspub.epa.gov/work/01/627486.pdf

» EPA Repository Superfund Records and Information Center
5 Post Office Sq., Suite 100
Boston MA 02109-3912
Tel. 617 918-1440

Site Profile webpage: www.epa.gov/superfund/mohawk

EE/CA Amendment: https: //semspub.epa.gov/work/01/627479.pdf
Fact Sheet: https: //semspub.epa.gov/work/01/627478.pdf
Administrative record: https: //go.usa.gov/xQm8&U

» Nashua Public Library 2 Court St.

Nashua NH 03060
Tel. 603 589-4600

Mohawk Tannery
Questions, Comments?

For more information please contact:

Gerardo Millan—Ramos, Remedial Project Manager
Office of Site Remediation and Restoration

EPA Region 1 - New England

5 Post Office Sq., Suite 100

Boston MA 02109-3912

Tel. (617) 918-1377, Fax (617) 918-0377
E-mail:

SPECIAL BOARD OF ALDERMEN

OCTOBER 2, 2018

7:00 PM City Hall Auditorium

PRESIDENT BRIAN S. MCCARTHY CALLS ASSEMBLY TO ORDER

PRAYER OFFERED BY CITY CLERK PATRICIA D. PIECUCH

PLEDGE TO THE FLAG LED BY ALDERMAN LINDA HARRIOTT-GATHRIGHT
ROLL CALL

COMMUNICATIONS

From: Brian S. McCarthy, President, Board of Aldermen
Re: Special Board of Aldermen Meeting

PERIOD FOR GENERAL PUBLIC COMMENT
REMARKS BY THE MEMBERS OF THE BOARD OF ALDERMEN

ADJOURNMENT

Board of Aldermen

City of Nashua
229 Main Street Brian S. McCarthy
Nashua, NH 03061-2019 President, Board of Aldermen

(603) 589-3030

September 14, 2018

Patricia D. Piecuch, City Clerk
City of Nashua

229 Main Street

Nashua, NH 03061-2019

Dear Ms. Piecuch:

Please be advised | am hereby calling a Special Meeting of the Board of Aldermen for Tuesday, October
2, 2018, at 7:00 p.m. in the City Hall Auditorium. Representatives from the EPA will be in attendance to
discuss the Mohawk Tannery site.

Thank you.

Sincerely,

Ax. JA LAs
Brian Mc@arthy, Preside

cc: Mayor Jim Donchess
Steven A. Bolton, Corporation Counsel

A special meeting of the Board of Aldermen was held Tuesday, September 25, 2018, at 6:30 p.m.
in the Aldermanic Chamber.

President Brian S. McCarthy presided; City Clerk Patricia D. Piecuch recorded.

Prayer was offered by City Clerk Patricia D. Piecuch; Alderman June M. Caron led in the Pledge to the Flag.
The roll call was taken with 15 members of the Board of Aldermen present; Alderman Harriott-Gathright arrived
after roll call at 6:32 p.m., Alderman Ken Gidge arrived after roll call at 6:42 p.m. and Alderman Lopez arrived
after roll call at 6:40 p.m. were recorded absent.

Mayor James W. Donchess and Corporation Counsel Steven A. Bolton were also in attendance.

COMMUNICATIONS

From: Brian S. McCarthy, President, Board of Aldermen
Re: Special Board of Aldermen Meeting

There being no objection, President McCarthy accepted the communication and placed it on file.
DISCUSSION
Performing Arts Center with Tim Cummings, Director of Economic Development.

Tim Cummings, Director of Economic Development

Thank you Mr. President. For the record, my name is Tim Cummings, I’m the Director of Economic
Development for the City. I’m here before you to give a general update on the progress relative to the
Performing Arts Center. On your desks you will have some various pieces of material; one is the power point
for you to have as an overview to help guide the conversation. Second is the fund raising feasibility study that
was just recently produced and then thirdly is a draft strategic document for guidance relative to operations of
the Performing Arts Center. Those are all bundled within a piece of collateral, a marketing brochure that was
put together by our consultant who helped us throughout the summer. | will get into more detail relative to
assessing our private capital contribution assessment.

Up on the screen before you is the cover page and | put this up mainly for the viewing audience at home so
they could actually see what it was that was done. So there is the cover, the next page, basically talking about
the creative economy, then we talk about a positive economic impact within the State of NH and how it could
be effective for us here in Nashua. Also, talking about the vision that we have for 201 Main Street and then
talking a little bit about the reasons why we want to move this forward.

So that was a piece of material that was produced at the beginning of the summer and it was the start of the
scope of work that our consultant undertook with the feasibility study and it was tested out in the market place
with the fundraising assessment. | wanted to, again, just to make sure folks saw that. We are pretty proud of
that piece. It is going to be tweaked based on the feedback that we got. But it was a good piece of material for
us to help orientate our conversation with folks

To refresh everyone’s memory, | was before you at the end of June of 2018 so this summer with an update
and basically at that time, to refresh your memory, we were talking about engaging full-circle consulting to start
the feasibility study. We outlined that it would take place through the summer and we thought that it would be
completed in the fall, which is essentially where we are right now.

Site visits occurred, approximately 10-ish various site visits to performing arts center over the summer and an
RFQ was written and released seeking responses from both architectural and engineering and construction
management firms. Additionally, we have met with a third party management firm to have a due diligence

Special Bd. of Aldermen — 10/26/15 Page 2

session with the Steering Committee to discuss how best to develop an operational business model. We also
engaged a new market tax credit consultant to help us assess and develop a plan for securing new market tax
credit.

Where are we at right now; so first and foremost we have the Steering Committee working and meeting
regularly and | wanted to just also encourage everyone who has an interest to get involved. We want everyone
to feel as though they can participate and be involved in the conversation. At the end of the day | say to folks
that this is not my Performing Arts Center, this is the City of Nashua’s Performing Arts Center, so we want to
make sure that everyone feels as though they are invested.

Operations — We have met with various communities and we have discussed differing methods on how
performing arts centers are operated. We reviewed differing RFP’s there were issued and contracts awarded
within the last few years relative to management and operations of performing arts centers. We have
continued our engagement with Duncan Webb, our performing arts center consultant, we have spoken to him
on a couple of times this summer to gain his advice relative to constructing an operation business model. We
have developed a strategic guiding document to help craft an RFP and to develop the operational guidelines.
We have developed an RFP that will be released this week and | am hopeful that responses will be due at the
end of October, seeking a third party operator.

Relative to design, we released an RFQ for both construction management and architectural and engineering
forms; we received 10 responses from construction management firms; 12 responses from architectural and
engineering forms. On October 8" a meeting will be held with a subset of the Steering Committee to review
the various responses and to plot the next steps. Ideally we will have a firm selected by mid-November.

Relative to the fundraising, in the report that goes into much greater detail will outline that the working group
has a high level of confidence that the project will secure approximately $6.5 million in private sector funding, a
projected $2.5 million through private charitable contributions and CDFA tax credits, and a projected $4 million
dollars from the sale of New Market Tax Credits.

In partnership with the working group Full Circle Consulting developed a case for support to tell the story of
why Nashua’s Performing Arts Center is a worthy and charitable support and then met with 30 individual
businesses, institutions of various backgrounds. That is the document that you have in front of you this
evening. | also want to make sure that it is clear that the various stakeholders that they met with were not just
downtown merchants, that this was a broad cross section of business owners and stake holders throughout the
entire City. 33% of those interviewed for this study described themselves as already involved in the arts, and
in Nashua and 63% owned or lead a business in the area and 60% described themselves as actively
interested in the future of downtown. 13% were all three. Those interviewed for the study were asked if they
would consider a contribution in support of the campaign, 56% said yes, 22% said maybe and 22% said no.

We are at essentially the campaign strategy phase of the document, or | should say the lead gift phase of the
campaign. That is essentially where we will be looking to raise approximately 70% of the targeted goal. So we
are transitioning into that lead phase now and as | just outlined we are in the campaign readiness phase, we
are moving towards the lead gift phase and then we will be moving to the major gift phase, the public phase
and then the appreciation phase to secure that private charitable individual contribution of approximately $2.5
million dollars.

The one thing | want to make sure | also point out is during the lead gift phase and the major gift phase, those
are quiet type phases, what do | mean by quiet? There is not a lot of discussion or public talk because those
are individual conversations with usually high net worth individuals or businesses or foundations where you are
looking to secure the commitment.

The bottom slide there, and | will change that for when it gets put up on the internet to white font but it basically
outlines the time line and the chart.

Special Bd. of Aldermen — 10/26/15 Page 3

Relative to the $4 million dollars, City staff and the New Market Tax Credit consultant have begun the process

to apply for and secure an allocation of a New Market Tax Credit, the expectation is that a letter of commitment
in the second quarter of 2019 would be forthcoming and cash would be available by the end of 2019. There is

a Memo in your packet that outlines this in greater detail.

Next steps — it is imperative that we continue to position ourselves and focus on obtaining the New Market Tax
Credit; to do that we need to be successful relative to the design and operations. We need to make sure that
we have those details finalized. We need to transition into the lead gift phase which is a quiet phase as |
previously outlined to secure somewhere between 60% and 70% of our target private charitable contributions.
And lastly we need to continue working with the Steering Committee. So there is a conceptual rendering of
what we are looking to achieve, and again this is just an artistic rendering and it is conceptual in nature, the
details may not stay the same but | wanted to remind folks of what we are working for relative to 201 Main
Street.

Before | finish out the presentation, | just want to make additional comments to help further clarify different
things or express some sentiments that had been brought up along the way.

First, people have been talking about the time and the timeliness of where we are at. | want to just remind
folks that we need to do this right and to do this right, we needed to take a step back, we needed to assess our
situation and we needed to do our due diligence. And in fact during the feasibility stage of the assessment, we
heard from the public and from the various stakeholders that it was vital that this Performing Arts Center was
“done right”. So that is the exact approach that we are taking. So we are taking a comprehensive approach,
we have hired a professional and we are looking to follow the advice of someone who has done sophisticated
fund raising type campaigns. Ultimately we need to do it right.

Another issue that we’ve heard that | wanted to make sure | made clear is the public and various stake holders
we’ve engaged have made it very clear that the City needs to step back and allow for the community to
actually take hold of this. We very much understand that the City cannot run this Performing Arts Center, we
are working towards a business model where that will not be the case . And even so much as having the
community support for the fund raising needs to be led by a bunch of community stake holders. So moving
forward in particular, | will be taking a step back, | won’t be so much the face of this initiative anymore, | will still
be there to support and to help bring the project forward, but it will be led by a group of various individuals
including Tracy Hall, President of the Chamber of Commerce, Judy Carlson who is with us, Marylou Blaisdell
who is us and then Trish Klee who is a member of the Board of Aldermen who has also stepped up and
worked very hard this summer to bring this project forward through the working group that brought this
feasibility study before you this evening.

A couple of other things that | want to make | make clear, this report will be on-line so | will put it up this
evening. | want to make sure that everyone understands that there will be a Facebook page developed now
and so there will be a way for us to produce information and put information out to the public. So the Nashua
PAC will go live this evening and that will be, again, a way for folks to either directly communicate with us
through a private message or for the differing steering committee to push information out to the general public.

Two last comments, | have a couple more comments, but two other comments | would like to make sure |
make; one — we need to continue to stay positive relative to this project. | bring this issue up because we are
engaging with some pretty high level individuals and organizations and they are pretty sophisticated and we
are courting them. If they get any sense of trepidation on our part, it is going to make our project more difficult
relative to the capital fund raising needs. So | want to encourage us all to continue thinking about and acting in
a positive manner relative to this project; | know it has been frustrating for everyone involved because of how
slow it has been. | totally recognize and | am very much aware of that and we will continue to be diligent but
move this expeditiously along as quickly as possible.

Special Bd. of Aldermen — 10/26/15 Page 4

The next thing is that | wanted to make sure that we are talking about something that is essentially in its nature
a startup. And a startup in its nature will need to change and adapt and evolve and change isn’t necessarily
bad and it is in fact ok so long as we don’t lose sight of our goals. So some of the details will evolve and they
have evolved from when we first started, and just as long as we stay true to the goals that we have outlined at
the beginning we will be able to be successful with this project.

| will conclude my comments with that, Mr. President. | am sure that there are questions.

Alderwoman Melizzi-Golja

Thank you Director Cummings. And thank you for the information and the Full Circle packet. In reference to
the memorandum that you gave us regarding New Market Tax Credit financing, and a conversation that we
had when the Operations Group met, we had talked about a 501(c)3 needing to be established. Are you ina
position to talk about that this evening or would you rather that information come from the consultant.

Mr. Cummings

So if | may Mr. President. | would actually defer to the consultant who | am hopefully have come in sometime
in October to meet with the Steering Committee to talk about an overview about how New Market Tax Credits
are structured or an overview of how the program works and then in particular his recommendation on how this
deal should be structured. | am by no means a New Market Tax Credit expert, they are very complicated. |
knew very early on that if we were going to pursue this type of program that we should get some outside
counsel and he is going to be available to us to help walk us through the nuanced details of how the program
works.

Alderwoman Melizzi-Golja

Thank you.
Alderman Jette

Thank you for this presentation. | have received some inquiries from people who saw Mr. Teeboom appear
before the Planning & Economic Development Committee. They were interested in some of the comments
that he made and | wonder if you are in a position this evening to reply to any of that?

Mr. Cummings

Well that is an interesting question. Am | in a position to answer any of those questions? | could answer those
questions, | feel as though by doing so would lend some sort of credibility to them. | don’t know if that is
necessarily the best thing. A lot of the points that were made have been brought up time and time again and
have been addressed and | don’t know if those answers are satisfactory or what not so they keep being
resurrected. Relative to the construction cost figure, all | can say is we put out through a third party
construction estimates through Fennessy Consulting. Fennessy Consulting is a professional cost estimator,
that was verified by the architect who was procured, Bruner / Cott, that architecture firm looked at this and so
you had two checks there and then we took a third check and added a local construction management firm
who knows the area, do a review. So you had three reviews of the numbers that were produced and | think the
document that was referenced was an older document, there was an updated document in February that
showed that something along the lines $11 million dollars in hard construction costs is what was going to be
necessary. So that is one point.

| guess the second point is this idea of design build, | would suggest was always part of the logical thought
process on how you'd approach this project, that is the reason why a construction management RFQ was put
out at the exact same time as an architectural and engineering RFQ. If we were going to do a design bid build