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Contractor Institute T1 Part II - Program Plan


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The mission of the Contractor Institute is to provide technical assistance, capacity building and educational services that enable eligible firms to become more competitive, capable and attractive in the public sector of the construction industry in Massachusetts.

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Contractor Institute T1 Part II - Program Plan

  1. 1. CONTRACTOR INSTITUTE LLC248 WEST ELM STREET, BROCKTON, MA 02301 617-359-0099February 3, 2012Attn / Karen BrannMassachusetts Growth Capital CorporationThe Schrafft Center – Suite 1M10529 Main Street, Charlestown, MA 02129kbrann@masscgcc.comDear Ms. Brann,Attached is the Response by the Contractor Institute to your MGCC RFR, dated January 3,2012, for a proposal to provide the Tier II Component of a Technical Assistance, CapacityBuilding and Educational Services Program.The Contractor Institute is a strategic partnership between Andres J. Lopez, Principal, AJLConsultants; John D. Lloyd, Principal, Lloyd Consulting Group; and Richard R. Fisher, Principal,Red Wing Construction Inc.The Contractor Institute draws on the collective managerial experience of the foundingpartners, utilizing their relationships with the many state agencies that are working with publiccontractors, and their collective technical and construction industry knowledge and expertise todeliver the Program objectives. The Contractor Institute is also teaming up with WentworthInstitute of Technology, which is providing the educational experience and resources of theirConstruction Certificate Program to develop and deliver the requested educational servicescurriculum with the Contractor Institute. The Contractor Institute incorporates proven LeanManagement methods in its operations and program delivery, making this collaborativeapproach uniquely capable of optimizing the delivery of the MGCC Program.We believe that providing high quality educational services enhanced by Lean Managementmethods, supported by an effective technical assistance component, with introduction into theconstruction community, will build the capacity of the Program participants, and provide themwith the means to develop a dynamic, competitive, strong, business growth model with lastingeffects that can sustain their business for years to come.We are certain you will find that our response delivers the highest quality service in the mosteconomically efficient way possible.Most sincerely,Andres J. Lopez John D. Lloyd Richard R. Fisher
  2. 2. 1CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part 1CONTRACTOR INSTITUTE LLCMASSACHUSETTS GROWTH CAPITAL CORPORATIONTechnical Assistance, Capacity Building andEducational Services ProgramBIDDER RESPONSETIER II COMPONENTSubmission Part 1 – PROGAM PLANJohn D. Lloyd, Project DirectorFebruary 3, 2012Attention / Karen BrannMassachusetts Growth Capital CorporationThe Schrafft Center – Suite 1M10529 Main Street, Charlestown, MA 02129kbrann@masscgcc.comThe Contractor Institute LLC offers a Program entitled Technical Assistance, Capacity Building andEducational Services (TACBES) to enhance the viability of eligible small businesses to compete for andparticipate in ever increasing levels on public construction contracts. Special emphasis for firms whichmeet the size and tenure criteria of this Program will be placed on MBE, WBE and DBE certifiedcontractors. The aim of this Program is to increase the probability of significant growth for eligible firms.
  3. 3. 2CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part ITable of ContentsAUTHORIZATION VOTE .................................................................................................................................3PROGRAM NARRATIVE..................................................................................................................................4Overview...................................................................................................................................................4(a) Bidders Capability (30 Points Total)..............................................................................................5Organizational Background:..................................................................................................................5Mission Alignment: ...............................................................................................................................6(b) Bidders Experience (40 Points Total)............................................................................................7Staff:......................................................................................................................................................7Partners:................................................................................................................................................8Location of Services Delivery: .............................................................................................................13(c) Methodologies (30 Points Total).................................................................................................13Start-up Phase:....................................................................................................................................14Work Plan:...........................................................................................................................................14Recruitment Plan: ...............................................................................................................................16APPENDICES............................................................................................................................................18Appendix A Bidder Capability and Experience – WIT .............................................................................19Appendix B.2 Partners Experience – JDL.................................................................................................22Appendix B.2 Partners Experience – AJL.................................................................................................23Appendix B.2 Partners Experience – RRF................................................................................................24Appendix B.2 Partners Experience – Richert ..........................................................................................25Appendix B.2 Partners Experience – WIT ...............................................................................................26Appendix B.2 Partners Experience – MBC ..............................................................................................29Appendix B.2 Partners Experience – ASM ..............................................................................................30Appendix B.2 Partners Experience – MMCA...........................................................................................31Appendix B.3 Location of Services – E ....................................................................................................32Appendix B.3 Location of Services – W...................................................................................................33Appendix C.2 WORK PLAN – A Work Plan Detail....................................................................................34Appendix C.2 WORK PLAN – B Seminar Schedule...................................................................................35
  4. 4. 3CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part IAUTHORIZATION VOTEAPPROVAL OF CONTRACTCONTRACTOR INSTITUTE TACBES PROGRAMThe Managing Members, Richard R. Fisher, Andres J. Lopez and John D. Lloyd, doing business as theContract Institute LLC were presented a Request For Response, dated January 3, 2012, for a proposedcontract to be entered into between the Contractor Institute LLC and the Massachusetts Growth CapitalCorporation for the purpose of providing a Program of Technical Assistance, Capacity Building andEducational Services.Next, a report on the Response Submittal and proposed contract was given by the ManagingMember, John D. Lloyd, Project Director, who made the following major points and concluded with thefollowing recommendation:• The Contractor Institute bid to the MGCC to provide the TACBES Program, according to thespecifications of the RFR bid solicitation has been prepared by the Managing Memberscollectively.• The final “Proposal” has been thoroughly reviewed and approved by all three ManagingMembers of the LLC.After discussion, February 2, 2012, it was decided that the transaction of the business covered bythe proposed contract was in the best interests of the Contractor Institute LLC, and the ContractorInstitute response and attachments to the MGCC RFR solicitation were approved for submittal to theMGCC. Execution of the proposed MGCC contract will be subject to review of the contract terms andconditions.The Managing Member, John D. Lloyd, was instructed to execute the bid response submitted to themeeting in the name of and on behalf of the LLC, and to see to it that a copy of the bid executed by allparties, together with all attachments, be placed in the records of the LLC.APPROVED BY:Richard R. Fisher, Managing Member 02-Feb-2012Andres J. Lopez, Managing Member 02-Feb-2012John D. Lloyd, Managing Member 02-Feb-2012
  5. 5. 4CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part 1PROGRAM NARRATIVEOverviewThe mission of the Contractor Institute is to provide technical assistance, capacity building andeducational services that enable eligible firms to become more competitive, capable and attractive inthe public sector of the construction industry in Massachusetts.Most contractors in the construction industry are trades people first, with little or no formaleducation and training in business management. The business environment of the constructionindustry is fragmented because productivity is achieved through specialization without integration. It issomewhat dysfunctional because conventional contractual conditions impose risk avoidance, in lieu ofrisk management. More and more challenges and impediments to conducting business and performingwork arise every year: through additional regulatory requirements and costs; the conflicting demands ofbonding and banking; and the burden of financing the project which is placed upon contractors by slowpayment for work performed. It is a lethal environment even for mature small businesses. It is notsurprising that the average life expectancy for a start-up subcontractor is only 2.8 years, according tostatistics published by McGraw-Hill, and that construction lending is considered to be at high risk. It isimperative that emerging contractors be educated and trained to manage their firms now, in order tosurvive the shifting paradigm of the business environment in the construction industry today, andestablish the foundation for their growth tomorrow. A great challenge is that most of these smallbusiness entrepreneurs are unaware of the dangers and obstacles that lie before them and have placedwhat assets they have acquired through hard work and good fortune at stake.The Contractor Institute Public Construction Technical Assistance, Capacity Building andEducational Services (TACBES) Program – Tier II Component is offered in response to the MGCC RFR,January 3, 2012. The curriculum targets public sector construction in Massachusetts. Eligible firms willhave been in business at least one year prior to participating in the Program and cannot have grossannual revenues in excess of $10,000,000. The TACBES Program will provide a small businessowner/manager with management tools basic to the public construction industry and in enough depththat he or she has a firm grasp of a starting point on which to build or increase industry operatingknowledge. Additionally, the Program will introduce the participants to organizations and leaders in theconstruction industry to facilitate their assimilation as members of the local, mainstream, constructioncommunity. The Contractor Institute TACBES Program Tier II Component will focus on businessgrowth, ability to meet bank underwriting criteria, ability to meet security bonding criteria,performance measurement, risk management, and profitability.The essence of the Contractor Institute approach is to enable effective risk management in thesmall business venue in order to facilitate contract award and access to operating capital.To facilitate companies in meeting prequalification and performance expectations for contractaward, financing, and access to business resources, The Contractor Institute provides a program of
  6. 6. 5CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part Ieducational services, technical assistance, and capacity building. This program is structured around aseminar course curriculum offered on the basic functions and requirements of operating a smallbusiness.As an adjunct to its seminar course curriculum, The Contractor Institute will compile references forboth basic and specialized business resources to complete and enhance operational performance. Sincesmall business by definition does not have the internal resources to perform all of its required functionsin-house, out-sourcing critical functions is unavoidable. The course seminars will include groupdiscussion among the participants of the pros and cons of out-sourcing.Beyond operational performance, emphasis in the Contractor Institute Program will be placed uponintroducing the participants to the business community and enhancing their position in it. Introductionto industry trade associations and attendance at program events will be a feature of the Program. TheContractor Institute TACBES Program Tier II Component will also introduce the participants whocomplete the course successfully to select customers for bidder prequalification.Most importantly, the course will be organized around Lean Management methods. The participantswill engage in Lean process, as applied to the delivery of the course curriculum itself, and then beencouraged to apply Lean process to the management of their business and to their businessoperations. The desired outcome is to implement a system of performance measurement, analysis andmanagement techniques to achieve optimal value with continuous, incremental improvement. TheContractor Institute TACBES Program will include four seminars on Lean process: 1) Understanding LeanConstruction; 2) Applying Lean Construction to Your Project; 3) Lean Collaboration on Public Projects;and 4) Lean Construction Enterprise Management. One of the most knowledgeable professionals in NewEngland who is experienced in Lean Construction, Thomas Richert, will lead our team in this curriculum.As Lean management and construction methods are a recent and current feature of interest in theCommonwealth’s Division of Capital Asset Management, this is a timely subject for the TACBESProgram, targeting construction contractors in the public sector.Our goal is to engender respect for project-oriented performance, production and riskmanagement in public construction as a means to optimize project delivery, concordant withindividual returns, which will be conducive to maintaining a stable, sustainable business base for theparticipating firms.(a) Bidders Capability (30 Points Total)Organizational Background:The organizational background of the Contractor Institute is simple and straightforward. Thecompany has been formed specifically to implement the MGCC Program, in accordance with its RFRdated January 3, 2012. Upon contract award the company will be filed as a Massachusetts LLC withprinciple office at 248 West Elm Street – Unit 5, Brockton, MA 02301. The managing members are threeindividuals: Richard R. Fisher, John D. Lloyd, and Andres J. Lopez.
  7. 7. 6CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part IA convergence of interest among the three members of the company, Fisher, Lloyd and Lopez,serves to bring together the complimentary knowledge, experience and ability required to complete aresourceful, organization management structure for implementation of the Program in its full scope ofservices.The capability of the organization to deliver the objectives is reflected in the experience ofthe partners and the team which they have assembled to implement the Program. Since the MGCCRFR supports utilization of a strategic partnering approach by the Bidder under Section (b) Partners,further elaboration of the background capability of the organization is accordingly deferred to Section(b)2 Partners, below. Please refer to Section (b) 2 of the Proposal for details of the experience of theindividual members in working with targeted contractors to enhance their ability to compete in thepublic marketplace and consider the award points attributed to this Section (a) on the basis of theadditional detail contained in Section (b).Broadly, the convergent interests of Fisher, Lloyd and Lopez are to create and preserve jobs, toeffect a lasting improvement in the environment of small business, to support actions that increasesocial diversity and equilibrium, and to promote efficiency and conservation of effort in business. TheContractor Institute is pursuing a leadership role in taking steps to strengthen the economic base of theCommonwealth. An MGCC investment in the Contractor Institute is a perfect opportunity to stimulatecreation of this new small business, to support the many organizations that are partnering with us, andto leverage private capital for investment in small business as we enhance the ability of smallcontractors in the public construction sector to meet underwriting criteria for privately fundedoperating capital. Small business is an underserved market for financing even in times of relativelynormal economic activity and we believe that there is sound opportunity for business growth in thefuture for the Contractor Institute.The Contractor Institute is teaming with Wentworth Institute of Technology as its primarystrategic partner to enhance delivery of the Program’s educational curriculum and services. Pleaserefer to Appendix A Bidder Capability – WIT for pertinent information, regarding the organizationalbackground and mission alignment of our strategic partner.Mission Alignment:The mission of the Contractor Institute is to provide technical assistance, capacity building andeducational services that enable eligible firms to become more competitive, capable and attractive inthe public sector of the construction industry in Massachusetts. The organizational mission of theContractor Institute mirrors the objectives and methodology of the MGCC Program. In a word, theorganization of the Contractor Institute has coalesced around the Program objectives and methodology.The Contractor Institute is the result of a teaming agreement between three individuals who havea life-long, vested interest in promoting the welfare of small business in Massachusetts. Fisher, Lloydand Lopez all have small businesses of their own. They have directly experienced the need for servicesthat are cost prohibitive, yet indispensible. Via adoption of this curriculum based method of delivery the
  8. 8. 7CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part IProgram will integrate and facilitate their ability to share technical expertise, relationships in smallbusiness management and in the construction industry, and knowledge of affordable training andresources that are available to small businesses.The primary objective of the Program is to enhance performance in the public construction sector.Waste in public construction is significant and of all major industries, construction has the worstproductivity with a 30% to 50% waste factor. Frequently innovations introduced in the public sectorwork their way over time into the private sector. Public construction is the logical focus for this Programto initiate change for the better in the industry as a whole, and the economy in general.Each member of the Contractor Institute has a long history of active, public and private involvementin promoting diversity in small business through assistance to minority, women, and otherdisadvantaged businesses. The public construction focus of the Program facilitates continuing thoseefforts toward diversification. We recognize that a window of opportunity is open to achieve anincremental improvement in how we regard and support small business in Massachusetts over the longterm. While mainstream small-business is experiencing some of the frustration and impediments tosurvival and growth that by definition, the socially disadvantaged always face, we believe that thewidespread desire to create and preserve jobs can induce and support more and lasting efficiency in theprocess of small business development in the Commonwealth.(b) Bidders Experience (40 Points Total)Staff:Management of Program Components:Project Director, John D. LloydRecruitmentMA OAO Workshop CoordinationCapacity BuildingOperations Manager, Andres J. LopezAdministrator and Financial Manager, Contractor InstituteTechnical AssistanceCapacity BuildingProgram Manager, Richard R. FisherEducational ServicesIntroduction to the Construction CommunityCapacity Building
  9. 9. 8CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part IAdministrative AssistantOne full time position, or the equivalent, is to be created by the Programimplementation.Team Leader, Thomas RichertLean Course Curriculum and DeliveryPartners:Project Director, John D. Lloyd1Prior to launching Lloyd Consulting Group, LLC in 2008, John D. Lloyd brings 10 years of privatesector experience in business development and marketing acumen to the partnership. John has specificexperience in developing, implementing and executing regional and national market program initiativesin traditional and non-traditional channels, overseeing client revenue streams that have ranged from$1.1M-$1.5M and assisted in increasing annual profit margins up to 3%.As President/CEO of Lloyd Consulting Group, LLC, John has developed the appropriate systemsand models to achieve business growth / scalability and drive economic development in the small-midsize business (SMB) environment. A client portfolio that includes both private sector and public sectorcontract work, John is an architect of project and strategic planning.Examples of recent project work that correlate to the MGCC RFR scope of services include:As an SMB Consultant for Brockton 21stCentury Corporation, John’s scope of services includedbut were not limited to the following: conducting monthly trainings for Brockton-based businessescovering topics such as – (Financial Forecasting, Marketing Plan Development, Project Planning, etc.);providing technical assistance; promoting/educating the business community on rules and regulationswith regards to Brockton city codes; developing outreach initiatives to Brockton businesses via – (EventPlanning, Coordinating efforts with local Business Associations and Supporting the Business ResponseTeam, etc.).As a Technical Assistance Provider with the Commonwealth of Massachusetts, Supplier DiversityOffice – (SDO) in the MBE/WBE Small Business Technical Assistance Grant Program – (2010-2011), Johnwas tasked with the following scope of services to assist eligible firms with: creating and implementing abusiness expansion plan; financial literacy and accessing capital; guidance in contract procurement;development of access to professional networks needed for business growth; technical assistance thataddress region specific needs; assisting firms with recruiting and retaining a talented workforce;operating a business in an economic downturn.Sample client listing below:• Technical Assistance Provider – Commonwealth of Massachusetts, Supplier DiversityOffice – (SDO)1Refer to Appendix B.2 Partners Experience – JDL for the resume document of John D. Lloyd.
  10. 10. 9CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part I• Small Minority Business Consultant – Brockton 21stCentury Corporation – (B21)• Chair of Economic Growth and Development Task Force – City of Brockton, Mayor’s OfficeFurthermore, John is actively involved at the local and state level with various committees, boards andmemberships. Sample listing below:• Chairman – Brockton Area Workforce Investment Board – (BAWIB), a regional workforcedevelopment board.• Member – Comprehensive Economic Development Strategy Committee – (CEDS), a functionwithin the Old Colony Planning Council – (OCPC), a regional planning organization.• Member – Advisory Board, Supplier Diversity Office – (SDO), Commonwealth of Massachusetts.Operations Manager, Andres J. Lopez2After holding several financial positions in large corporations (Arthur Andersen & Co., ITT, Bankof Boston and Data General), Mr. Lopez recognized the need to offer small businesses the experienceand business discipline that he accumulated throughout his career. As a result, he began consulting tosuch businesses in the early 1990s by drawing on his prior experience as an auditor, Chief FinancialOfficer and Global Consolidation Manager for various corporations.For the next twenty years Mr. Lopez has assisted companies in implementing changes, analyzingoperations, making recommendations and creating financial plans for their business growth. Mr. Lopezsengagements have been diverse, including: advising the Federal Insurance Corporation as President tovarious subsidiaries; providing turnaround services to assorted manufacturing companies; and beingenlisted by the City of Boston to assist small businesses to become eligible for bank loans.By analyzing the operations and financial plans of his clients, Mr. Lopez was able to provide themwith targeted strategic and managerial advice. He also worked to create actionable plans with his clientsthat he used to implement the changes that he recommended. Finally, he provided his clients with aunique toolset that allowed them to further sustain and grow their businesses.Most recently, Mr. Lopez orchestrated the revitalization of the Massachusetts CommunityDevelopment Finance Corporation (CDFC), a quasi-public organization providing financing to smallbusinesses lacking access to private capital. During his tenure as President, Mr. Lopez utilized hisexperience working for blue chip companies and working with small businesses, to lead an aggressiveinitiative to grow the organization at the CDFC. As a result of this effort, he was able to nearly triple thesize of the portfolio and CDFC came to be known as a major player in the economic development effortof the Commonwealth.These are examples of specific experience as relates to this proposal• The Department of Neighborhood and Development selected Mr. Lopez as consultant to assist smallbusinesses in the City of Boston with the intention to build their capacity in order to secure2Refer to Appendix B.2 Partners Experience – AJL for the resume document of Andres J. Lopez.
  11. 11. 10CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part Itraditional capital. This engagement lasted multiple years affording the opportunity for Mr. Lopez tobecome involved extensively with several businesses.• The Massachusetts Alliance for Small Contractors – A multiple year contract to assist smallcontractors, primarily MBE and WBE certified firms, to transition from the “Big Dig” capitalexpenditure program as it was coming to an end. Strategic plans for several small businesses weresuccessfully created and implemented.• Instructor for the Boston program of the Interise Streetwise MBA program covering subjects in thearea of leadership, Finance, Marketing and Sales and Human Resources to entrepreneurs withbusinesses ranging from $1M to $7M in sales.Program Manager, Richard R. Fisher3Richard R. Fisher has had a life-long career in the construction industry with experience inboth the private and public sectors, union and non-union, primarily as a subcontractor. He is veryactive in the construction community and with its trade associations. Richard has been an activemember of the Massachusetts Building Congress (MBC) for many years and is widely known in theconstruction community. The MBC is a non-profit organization whose members comprise all facets ofthe construction industry and its affiliates in Massachusetts. Richard is also the President Elect of theAssociated Subcontractors of Massachusetts and Chairman of its Legislative Committee; a director of theAssociation of Architectural Millwork Installers; and a member of the Lean Construction Institute NewEngland Chapter - Research & Development Committee.Richard’s career in the construction industry has gradually evolved over many years frombeing an independent tradesman performing residential construction to building a small business as acontractor performing work on large, complex, commercial and institutional construction projects.In the early seventies he worked as an independent contractor proficient in all aspects ofresidential and light frame construction, holding a B-Ltd C Boston Builders License and MA ConstructionSupervisors License. He has personally experienced the difficulty of making the transition fromtradesman to businessman, field to office, hammer to typewriter, all in the same day and finally, runninga business versus being self-employed. Through the eighties Richard became proficient in commercialand multi-unit residential construction, developing strong ties to the construction trade unions as aformer journeyman carpenter with Union Local 33 and as a business owner under an organized laboragreement with the carpenters’ union in the 1980s. Surviving the catastrophic collapse of theconstruction industry in the nineties, Richard became proficient in large commercial, institutional andmedical construction projects, and reorganized his entire business model to achieve better riskmanagement through out-sourcing agreements and strategic partnering.Through his involvement in construction trade associations Richard has over twenty years ofexperience in organizing and delivering educational seminars and program events targeting technicalassistance, business sustainability, growth, and educational services. He provides business consultingservices to a number of subcontractors in the construction industry, including MBE and WBE firms,3Refer to Appendix B.2 Partners Experience – RRF for the resume document of Richard R. Fisher.
  12. 12. 11CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part Iregarding strategic partnering, joint venture formation and teaming agreements, in particular. As VicePresident of Operations for six years with a large, millwork manufacturing plant, Richard has intimateknowledge and expertise in the custom manufacturing process. As a principal of Red Wing ConstructionInc since 2003 he has completed numerous, prestigious architectural millwork projects, such as theCalderwood Pavilion at the Huntington Theater; the Center for Government and International Studies atHarvard University; The Brain and Cognitive Science Center at MIT; and the Brigham & Women’sHospital - Shapiro Cardiovascular Center at 70 Francis Street. Richard has survived the current economicrecession, and successfully re-oriented his construction operations to focus on facilities management,targeting energy conservation measures.Overall, Richard has dedicated a great deal of his time and effort toward improving businessconditions in the construction industry, and improving the economic environment for small business ingeneral.Richard R. Fisher will be the team member coordinating Program delivery for the participants’membership and interface with the trade associations:• Massachusetts Building Congress to assist them in marketing their business as a dynamicpart of the construction community in the Commonwealth.• Associated Subcontractors of Massachusetts, Associated General Contractors orAssociated Builders & Contractors to assist them in leveraging their group interests withinthe industry.• Trade specific and specialty associations, such as the Massachusetts Minority ContractorsAssociation who provide resources and support for their special contractor interests.Richard has been a proponent of Integrated Project Delivery and Location Based Managementat the innovation level, Lean Construction Management and Building Information Modeling at the earlyadoption level, and performance measurement techniques such as Earned Value and Earned Schedule.He will coordinate a series of four seminars on Lean Construction and Management methods inconjunction with the Lean Construction Institute NE Community of Practice.Richard has designed and delivered a curriculum of fourteen seminars for small business start-ups, which was funded by the City of Boston and the trade unions, having an emphasis on MBE and WBEfirms. Richard will coordinate with Wentworth Institute of Technology on the curriculum design anddelivery of the educational services component of the Program.Lean Team Leader, Thomas Richert4Trained and organized project teams in New England and California to implement Lean projectdelivery systems, causing projects to be completed below budget while improving completion reliability.4Refer to Appendix B.2 Partners Experience – Richert for the resume document of Thomas Richert.
  13. 13. 12CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part IPrimary Strategic Partner - Wentworth Institute of TechnologyThe Members of the Contractor Institute selected Wentworth Institute of Technology as a strategicpartner for the design and implementation of the Educational Services Component of the Program forthe following reasons:• The excellent reputation and experience of Wentworth Institute of Technology in theconstruction industry. Please see attached summary of Wentworth credentials.• Wentworth delivers unparalleled value and credibility to the program and to the participants.• Recognition by the large contractors of the quality of the program.• Their experience in providing construction education to adults.• The instructors are professionals in the construction industry delivering a practical teachingapproach to each class.• Wentworth partnership with several Community Colleges providing an unmatchedconvenience factor to the participants of the program.• Wentworth ability to deliver the set curriculum as soon as the first group of participants isassembled.Please refer to Appendix B.2 Partners Experience – WIT, Wentworth Institute of Technologyfor information regarding (a) Organizational Capability and Mission Alignment, and (b) Staff, Experience,and Locations for this strategic partner in the Educational Services Component of the ContractorInstitute Program.Secondary Strategic PartnersConstruction Industry Trade AssociationsThe Contractor Institute recognizes that it is critical for small businesses working in theconstruction industry to be assimilated into the construction community. Through membership in ahierarchy of construction industry trade associations, which span all facets of the industry at one end ofthe spectrum, to trade specific organizations with highly specialized interests at the other, methodicalparticipation in these organizations enable members to become part of the community of practice andnot simply another cog in the machine. In the natural course of events, members are brought into thiscommunity by older generations or other members over time. The Technical Assistance, CapacityBuilding and Educational Services Components of the Contractor Institute Program will introduce theparticipants to this concept, facilitate their membership in selected key organizations, and introducethem to relevant people and resources for their businesses, in a systematic way.Several organizations have expressed enthusiasm for the concept and willingness to present ourstrategic partnering initiatives to their boards for approval upon award of the MGCC Program contractto the Contractor Institute. Some of the proposed organizations are listed below.
  14. 14. 13CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part IMassachusetts Building CongressFor construction industry businesses throughout the Commonwealth the preeminent venue toenhance brand recognition, build broader market presence and deepen business relationships can bestbe realized through membership in the Massachusetts Building Congress. Please refer to Appendix B.2Partners Experience – MBC, Massachusetts Building Congress for information regarding (a)Organizational Capability and Mission Alignment, and (b) Staff, Experience, and Locations for this tradeassociation.Associated Subcontractors of MassachusettsFor subcontractors throughout the Commonwealth, professional representation of their commoninterests in the construction industry, collective purchasing power, and access to indispensible butotherwise unaffordable resources, can best be realized through membership in the AssociatedSubcontractors of Massachusetts. Please refer to Appendix B.2 Partners Experience – ASM, AssociatedSubcontractors of Massachusetts for information regarding (a) Organizational Capability and MissionAlignment, and (b) Staff, Experience, and Locations for this trade association.Massachusetts Minority Contractors AssociationFor minority contractors throughout the Commonwealth, professional representation of theircommon interests in the construction industry, collective purchasing power, and access to indispensiblebut otherwise unaffordable resources, can best be realized through membership in the MassachusettsMinority Contractor Association. Please refer to Appendix B.2 Partners Experience – MMCA,Massachusetts Minority Contractor Association for information regarding (a) Organizational Capabilityand Mission Alignment, and (b) Staff, Experience, and Locations for this trade association.Location of Services Delivery:The Contractor Institute will coordinate with the Wentworth Institute of Technology for use ofclassroom facilities at affiliated community colleges, which are accessible to client populations by bothprivate and public transportation. The Contractor Institute TACBES Program Tier II Component will bedelivered in the Greater Boston area5for the first cohort and in the Springfield metropolitan area6forthe second cohort (in the second Program year), contingent upon demand. The locations for servicesdelivery of the Contractor Institute TACBES Program will be ADA compliant.(c) Methodologies (30 Points Total)The value proposition for the MGCC Program, submitted as the response of the Contractor Instituteto the MGCC RFR, is uniquely designed to support and implement its Technical Assistance, CapacityBuilding and Educational Services for 30 participants over a three year period, enhancing their viability in5Refer to Appendix B.3 Location of Services – E for general information on the Tier II Eastern Massachusetts areafor the Educational Services Program delivery.6Refer to Appendix B.3 Location of Services – W for general information on the Tier II Western Massachusetts areafor the Educational Services Program delivery.
  15. 15. 14CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part Ithe public construction market sector. Program values include but are not limited to the followingbenefits:• Continuing Education Units - Wentworth Institute of Technology• Strategic Partnering with Community Colleges• Utilization of Lean Management Methods / Kaizen Principles• Technical Assistance with Construction Industry Expertise• Job Creation – equivalent to 1 full time position• Financial Assistance for Program Fees available for special needs• References for Basic and Specialized Business ResourcesThe overall strategy is to assign areas of responsibility to each managing member of the ContractorInstitute, working as a team within a collaborative management structure to optimize utilization oftheir extensive experience, contacts in the industry and government agencies, and the strength of ourstrategic partner, Wentworth Institute of Technology. This collaborative approach will result in anefficient implementation of the strategies for the functions listed below:Start-up Phase:• Educational Services – Richard R. Fisher together with the Wentworth Institute of Technologywill develop the curriculum, ascertaining that every subject matter required in the request forresponses is organized around lean management methods. After completing the curriculum, afile containing class material by session will be provided to each participant. As feedback isreceived from the participants and partners, adjustments to the curriculum will be made.• Marketing – Upon contract award the Contractor Institute will begin the process of recruitingeligible participants. John D. Lloyd will be heading this effort with the other managing memberscontributing with their knowledge of the marketplace and contacts in the various governmentagencies, trade associations, chambers of commerce, etc. to expedite enrollment. The audiencethat these organizations have already established to recruit attendance for their program eventswill be of significant assistance to the Contractor Institute in this capacity.• Operations – Setting up operations to support the above two initiatives will be the responsibilityof Andres J. Lopez. Initial priorities are registration of the Contractor Institute with the Secretaryof State, hiring support staff, identifying sources to recruit interns, and setting up theinfrastructure of the Contractor Institute.• Technical Assistance – Along with the three components listed above the Contractor Institutewill compile a comprehensive list of qualified consultants. This list will include the managingmembers of the Institute, the instructors of the program and respected professionals servingthe construction industry.Work Plan:a. Work Plan Detail:Please refer to Appendix C.2 WORK PLAN – A for Work Plan Detail
  16. 16. 15CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part Ib. Schedulei. Seminar SchedulePlease refer to Appendix C.2 WORK PLAN – B for Seminar Scheduleii. Program Implementation Milestones:• Course Registration• Seminar Start Date• Semi-Annual Report(s) – Performance Measures• Year End Progress Reportiii. OAO Workshop Coordination:• SDO DBE Certification• SDO MBE Certification• SDO WBE Certification• DCAM Contractor Certification• MDOT Prequalificationiv. Technical Assistance:Objective:The Technical Assistance component of the Contractor Institute Program is designed to assistthe participants in implementing the techniques and utilizing the business methods and tools presentedin the Educational Services component of the Program with the objective of enhancing their viability tocompete for and participate in public construction contracts. Only the participants of the workshops willbe eligible for Technical Assistance.ProgramThe Technical Assistance component is designed to maximize the knowledge acquired by theparticipants in the workshop environment and transfer it to practical use. A survey of each participant,completed before the start of the workshop, will be utilized to tailor the delivery of technical assistanceto the needs of each participant. Our network of consultants will be available to answer simple questionsby phone or to visit the business location of the participant for a more customized implementation ofthe training material. In the case of a visit, a scope of work with expected outcome will be required priorto the visit for approval by the manager of the Technical Assistance component.• The network of consultants will includeo Managing Members of the Contractor Instituteo Instructors of the workshop, who are professionals working in the construction industryand selected by Wentworth Institute.o Members, affiliates, and referrals of the various trade associationso Management and financial consultants that have worked with the state, city and otherorganizations as Technical Assistance consultants for the various programs in place.
  17. 17. 16CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part IThe Contractor Institute also intends to collaborate with and seek the support of contractorswho have their own internal programs for technical assistance to vendors and subcontractors.Recruitment Plan:The Contractor Institute’s approach to recruitment for eligible firm enrollment is a two-stepprocess. The recruitment plan entails the following:Step 1 – AssessmentThe assessment of eligible firms will utilize an application process that requires quantitative andqualitative criteria. Applications will be sent via email, mail and/or option to download from thewebsite.Step 2 – SelectionThe selection of eligible firms will be based on application review and final pre-screeninginterview on a case by case basis.The Contractor Institute will deploy a marketing plan that consists of several key strategiesdesigned to build program awareness, establish a mechanism for communication, and support itsrecruitment of eligible firms. The marketing plan will entail the following four elements:a. Websiteb. Databasec. Partner Networksd. Event Planninga. WebsiteThe Contractor Institute will develop/manage a website with multi-media, interactive anduser-friendly functionalities that will act as a source of information and communication for eligible firms.In addition, the use of the appropriate social media application(s) for a social media strategy will beleveraged for communication enhancement. Sample listing of website elements:• Program Overview/Registration• Requested Forms/Surveys/Materials• Program Trainings/Workshops• Event Calendar• Industry Resource Publications/Literature• State Agency Workshop/Certification Notifications
  18. 18. 17CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part Ib. DatabaseThe Contractor Institute will develop and manage a database that will serve as its primary source toconnect with eligible firms. The database will be initially compiled via collaboration with a combinationof internal state agency program partners (eg. MassDOT, SDO, DCAM, etc.) and construction industryexternal program partners (eg. MBC, AGC, ABC, ASM, MMCA, etc.). After establishing the initialdatabase additional contacts and eligible firms will be added as information is collected via workshops,seminars and events throughout program duration. The objectives of the database are: to establish asufficient pool of eligible candidates to meet the Program Schedule; to assist in assessing demand forthe Program in the construction industry; and to increase the effectiveness of communication,marketing and recruitment initiatives.c. Partner NetworksThe Contractor Institute will work with its program team to best deliver the scope of services forthe Tier II Component effectively and efficiently. Team members are categorized into three groups:Group 1 is an internal network of State Agencies (eg. ANF, MGCC, SDO, DCAM, MassDOT, etc.).Group 2 is the primary external network of institutions, trade associations, and professionalservices (eg. MBC, AGC, ABC, ASM, MMCA, etc.). The Contractor Institute will act as a conduit ofinformation to and for its program team members and eligible firms regarding information,resources and opportunities in support of the program mission.Group 3 is a secondary external network of chambers of commerce, workforce investmentboards, Business Networking International (BNI) and other professional networking groups.d. Event PlanningThe Contractor Institute will coordinate efforts with SDO, DCAM and MassDOT to delivercertification/pre-qualification workshops to eligible firms. Additionally, efforts will be coordinated withprime contractors – (eg. Gilbane, Skanska, Turner, etc.) to provide introduction opportunities for eligiblesubcontractors participating in the Program. The objective of event planning is to establish a series ofnetworking engagements with public agencies and contractors that will provide an opportunity forrelationship building and a platform for building awareness of firms qualified to bid.The value proposition for the cohort participants of the MGCC Program, submitted as the responseof the Contractor Institute to the MGCC RFR, consists of three core value factors:1. The strategic partnership of Wentworth Institute of Technology offers clients a specializedlearning environment, featuring technical assistance providers with industry expertise, servicedelivery options with Community College partnerships across the Commonwealth, and thecapability of taking the educational platform mobile when and if necessary. Furthermore, up to4.2 continuing education units (CEU’s) are obtained by eligible firms that participate in the fullContractor Institute TACBES Program.
  19. 19. 18CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part I2. The strategic partnering with Trade Associations and the membership opportunities with theseAssociations yields both tangible and intangible value-added benefits such as relationshipbuilding via networking engagements and integration into the local, mainstream, constructioncommunity. The Contractor Institute will negotiate with select trade associations for anintroductory membership benefit for the Program participants as a whole.3. The Contractor Institute Program will feature subsidization of its admission fee for specialneeds. Some firms may meet the eligibility criteria yet not have funds available to pay theadmission fee. The object of subsidization is to preclude exclusion from participation in theProgram due to the cost of admission.APPENDICES
  20. 20. 19CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part 1Appendix A Bidder Capability and Experience – WITSTRATEGIC PARTNERInstitutional Mission StatementWentworth takes pride in educating students in technical disciplines through a nationally recognizedmodel of hands-on, real world problem solving combined with classroom instruction and cooperativework experience. Within a student-focused learning environment, Wentworth provides opportunitiesfor intellectual and personal growth both in and out of the classroom, resulting in the development ofthe whole student as a skilled professional and engaged citizen.The virtues set forth in the Creed, Honesty, Energy, Economy and System, continue to guide theWentworth community today. Since our founding in 1904, significant changes and advancements havebeen made within the Institute and within our regional, national, and global communities. In keepingwith the tradition of the Creed and supporting the message of the Mission, the following core valuesboth describe our purpose and inspire our action.1. As an institution of higher learning, Wentworth appreciates that education will always serveas this Institute’s primary value, emphasizing the need to make each interaction betweenfaculty, staff and students both intentional and purposeful.2. In the spirit of continuous development, the Institute regularly assesses programs andresources to ensure learning objectives are realized.3. To allow students to maintain their competitive edge in the industry, Wentworth providescutting-edge technology to support our academic programs.4. Through instruction, mentoring, and role-modeling, Wentworth students develop strongpersonal and professional ethics, necessary to live a life of integrity.5. Understanding the importance of diversity, Wentworth provides programs and resources thatsupport, educate, and celebrate the uniqueness of its community members.6. Recognizing that each student brings to Wentworth unique experiences and needs,Wentworth ensures that its students have the resources needed to succeed in and out ofthe classroom.7. Wentworth takes advantage of its location in Boston, by seeking out cultural and professionalopportunities which further develop the whole student.8. In line with providing a hands-on learning environment, we seek out opportunities to use theWentworth campus as a laboratory, resulting in a better understanding of and deeper senseof commitment to the Institute.
  21. 21. 20CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part I9. Recognizing that life-long learning is vital to maintaining skills necessary to be successful inindustry, Wentworth offers its alumni opportunities to continue enhancing their education.10. Wentworth strives to provide professional development opportunities to our faculty andstaff-in order to strengthen their ability to educate and support our students.College of Professional and Continuing Education (CPCE) Mission StatementWentworths College of Professional and Continuing Education curriculum model has been structuredto:• Provide direct access into bachelor’s and associates degree programs• Provide access to preparatory courses prior to starting an associate’s or baccalaureate degreeprogram• Provide opportunities for adult learners: seeking career advancement, looking to changecareers, interested in beginning a technological career, or preparing for graduate studies• Provide the knowledge and problem-solving skills needed to be competitive in today’stechnology and business environmentsIn accordance with Wentworth’s curricular structure, all students are expected to satisfy specificlearning and competency outcomes. These outcomes are designed to be an integral part of thestudent’s overall program of studies. The learning goals include:• Locate information and evaluate it critically for its appropriateness and validity• Communicate effectively in written, spoken and visual formats• Acquire and use analytical tools and skills for evaluating information and solving problems.• Identify the traits of good leadership• Acquire and use the skills needed for effective teamwork• Recognize and apply concepts of ethical behavior to personal and public issues• Explain the sustainable use of human, physical, and economic resources• Recognize and identify historical and contemporary societal and global issuesAs part of the learning process students are expected to sequentially develop these skills along acontinuum which emphasizes awareness, understanding, and competency.To ensure that learning outcomes are achieved, the Institute has developed a curricular structure whichincorporates a core of general studies. In accordance with these general study guidelines students arerequired to take, at minimum for an associate degree: two mathematics courses, one laboratoryscience, one computer literacy course, two communication courses, one humanities or social scienceelective, and ten prescribed courses related to their discipline. To receive a baccalaureate degree, inaddition to completing the associate degree requirements, students must complete the followingrequired courses at the baccalaureate level: one mathematics course, one course in professionalcommunication, three courses in the area of humanities and social sciences, one general elective course,one course in engineering economy, one course in professional practice, nine prescribed courses relatedto their discipline, and a capstone course. This capstone requirement for graduating seniors provides anopportunity to demonstrate competency in problem-solving situations, proficiency in analytical writing,
  22. 22. 21CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part Iand presentation skills. Team and/or interdisciplinary projects, with clearly defined individualresponsibilities, are encouraged.Within this framework of general studies the curricular structure has been designed to permit studentsto take two courses per semester to enable them to complete their graduation requirements in a timelyway. Academic credit will be based on the current academic semesters (14 weeks of classes and oneweek of exams) with one (1) contact hour equal to one (1) credit. An equivalent class-time experience isscheduled for the summer semester.In early 2011, CPCE was the new name given to what had been the Arioch Center, whose primarymission is to serve the needs of adult learners in evening and weekend programs that allow them tobalance the demands of work, family and their desire to pursue their educational goals. CPCE offers afull range of educational programs to include degree, professional and graduate certificates, andworkforce training programs.CPCE is one of four colleges within Wentworth Institute of Technology, and organizationally reports tothe Senior Vice President, Chief Academic Officer and Provost of the Institute. The Dean of CPCE also hasDirectors of Admissions, Academic Advising and New Program Development (which encompassesEducational Outreach programs) reporting to him in support of our programs.There are currently 106 faculty members in the College, of which 67 degree teaching faculty and 39 non-degree teaching faculty. 18 of 67 faculty members, whom are drawn from the full-time faculty ofWentworth. The remaining faculty members are adjuncts and are industry practitioners in a wide rangeof fields and industries. We have not had to make any additional hires to support the strategicpartnerships that this proposal addresses.The number of students enrolled in CPCE the current undergraduate Construction ManagementProgram has continued to grow, and in fiscal year 2011 we had a total of 754 students enrolled across allour offerings which include those students enrolled in our degree programs, graduate and professionalcertificate programs, workforce training and development courses, and in-house corporate trainingprograms. The historic enrollment numbers for the past five years in our degree programs alone areshown below.FiscalYearFallEnrollment2007 3352008 3102009 3202010 3092011 359
  23. 23. 22CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part IAppendix B.2 Partners Experience – JDLRESUME – JOHN D. LLOYD, PROJECT DIRECTOR248 West Elm Street – Unit 5Brockton, MA
  24. 24. JOHN D. LLOYDPOB 525 Brockton, MA 02301 / (O#) 617.934.2370 / (C#) 617.359.0099 / jlloyd@lloydconsultingllc.omSUMMARYExperienced strategy consultant with expertise in designing, implementing and executing the appropriatestrategic plan to achieve specific growth objectives for new and/or existing businesses. Proficient in newbusiness development and project planning models both theoretical and practical. Ability to workautonomously or in team oriented environments. Strong fundamental skill sets in leadership,organization and building alliances. Experience with working in traditional and non-traditional industryverticals. Quantifiable track record and accomplished results in achieving growth for clients at the for-profit, non-profit and government levels.KEY COMPETENTCIES• Strategic Planning• Business Plan Development• New Business Development• Client Relationship Management• Marketing Plan Development• Project Planning• Operations Planning• Market Research Development• ROI / Financial Forecasting• Staff Development and TrainingPROFESSIONAL AFFILIATIONS• Member, SDO Advisory Board, Commonwealth of Massachusetts 2011 – Present• Member, CEDS Committee, Old Colony Planning Council – (OCPC) 2010 – Present• Chairman, Economic Growth and Development Task Force, City of Brockton 2010• Chairman, Brockton Area Workforce Investment Board – (BAWIB) 2009 - Present• Ambassador, Metro South Chamber of Commerce 2009 - 2011CERTIFICATIONS & EDUCATIONMBE – State certificationDBE – Federal certificationHUBZone – Federal certificationPlymouth State University, Plymouth, NHDual concentration:B.S. – Marketing | B.S. – EconomicsLLOYD CONSULTING GROUP, LLCWe are a boutique consulting firm specializing in growth strategies for small-mid size businesses (SMB)and engineering economic development initiatives with local, state and/or federal entities in urbanmarkets. Strategic planning is the tactical approach taken to achieve pre-defined business objectives,identify potential challenges/ opportunities and determine best solutions for implementation. Our modelbegins with a needs assessment transitions to solution-based initiatives and concludes with an actionplan. The application of "kaizen" enables the model to operate effectively and efficiently for all projectwork /clients and incorporates a strong value system that includes: Transparency, Confidentiality,Integrity, Partnership and Execution.
  26. 26. ANDRES LOPEZAfter holding several financial positions in large corporations (Arthur Andersen & Co., ITT, Bankof Boston and Data General), Mr. Lopez recognized the need to offer small businesses theexperience and business discipline that he accumulated throughout his career. As a result, hebegan consulting to such businesses in the early 1990s by drawing on his prior experience as anauditor, Chief Financial Officer and Global Consolidation Manager for various corporations.For the next twenty years Mr. Lopez assisted companies in implementing changes, analyzingoperations, making recommendations and creating financial plans to create growth for hisclients. Mr. Lopezs engagements were diverse, including advising the Federal InsuranceCorporation as President to various subsidiaries to providing turnaround services to assortedmanufacturing companies to being enlisted by the City of Boston to assist small businesses tobecome eligible for bank loans.By analyzing the operations and financial plans of his clients, Mr. Lopez was able to provide themwith targeted strategic and managerial advice. He also worked to create actionable plans withhis clients that he used to implement the changes that he recommended. Finally, he provided hisclients with a unique toolset that allowed them to further sustain and growth their businesses.Most recently, Mr. Lopez orchestrated the revitalization of the Massachusetts CommunityDevelopment Finance Corporation (CDFC), a quasi-public organization providing financing tosmall businesses lacking access to private capital. During his tenure as President, Mr. Lopezcombined his experience with blue chip companies and his small businesses to lead anaggressive initiative to grow the organization. As a result of this effort, he was able to nearlytriple the size of the portfolio and CDFC came to be known as a major player in the economicdevelopment effort of the Commonwealth. Specific Areas of expertise are:• The Department of Neighborhood and Development selected Mr. Lopez as consultant toassist small businesses in the City of Boston with the intention to build their capacity inorder to secure traditional capital. This engagement lasted multiple years affording theopportunity for Mr. Lopez to become involved extensively with several businesses.• The Massachusetts Alliance for Small Contractors – A multiple year contract to assist smallcontractors, primarily MBE and WBE certified firms, to transition from the “Big Dig” capitalexpenditure program as it was coming to an end. Strategic plans for several small businesseswere successfully created and implemented.• Instructor for the Boston program of the Interise Streetwise MBA program covering subjectsin the area of leadership, Finance, Marketing and Sales and Human Resources toentrepreneurs with businesses ranging from $1M to $7M in sales.
  27. 27. 24CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part IAppendix B.2 Partners Experience – RRFRESUME – RICHARD R. FISHER, PROGRAM MANGER100 Cummings Center – 207LBeverly, MA
  28. 28. RICHARD R. FISHER1212 Washington Street, Gloucester MA 01930 617-680-1502 rrf1212@gmail.comSUMMARYRichard R. Fisher has had a life-long career in the construction industry with experience in both the privateand public sectors, union and non-union, primarily as a subcontractor. He is proficient in managing boththe administration and field operations for large or small contracts in most private building marketsectors, and has extensive personal trade experience in the field, both union and non-union, and inmanufacturing. Richard’s career in the construction industry has evolved gradually and consistently overmany years from being an independent tradesman performing residential construction to building a smallbusiness as a contractor performing work on large, complex, commercial and institutional constructionprojects. At an executive level Richard is active in the management of several for-profit small businessesand non-profit trade associations, and is widely known in the Massachusetts construction community.EXPERTISEStrategic PlanningTactical ImplementationBusiness Plan DevelopmentBusiness Growth DevelopmentBusiness AdministrationHuman RelationsMarketing and SalesContract NegotiationOperations ManagementProject PlanningProject ManagementProject SupervisionSPECIALIZATIONConstruction Market Sectors: primarily, Private: Commercial, Institutional, Medical, Residential Multi-Unit & Single Family (all phases); some Public: Federal, State & MunicipalConstruction Trade Sections: Carpentry: Interior & Exterior, Rough & Finish, New & RenovationConstruction Products: Architectural Woodwork; Laboratory Casework; Doors, Frames & Hardware;Windows; Composite Materials: Wood, Plastics, Metal, Glass; Manufacturing, Supply & InstallationDevelopment: Residential Multi-Unit; Renewable Energy – Mid-Scale Distributed Wind Power GenerationPROFESSIONAL AFFILIATIONSDirector, AAMII - Association of Architectural Millwork Installers IncMember, AWI – Architectural Woodwork InstitutePresident Elect, ASM – Associated Subcontractors of Massachusetts, Inc., Chair, Legislative CommitteeMember, LCI NE – Lean Construction Institute New England, Research & Development CommitteeMember, MBC – Massachusetts Building CongressEDUCATIONCertified Sales Representative – Aeronautica Windpower, Plymouth MAHarvard Extension School – Russian LanguageMiddlebury College – Russian Language Summer Immersion ProgramUniversity of Mass, Boston – Mathematics / RussianMassachusetts College of Art – Graphic DesignBoston Technical High SchoolEMPLOYMENTMC2CM LLC Principal – Facilities Management / energy conservation measuresRed Wing Construction Inc Principal – Architectural Woodwork / furnish & installThe Tri-Mountain Corporation Principal – Professional Consultant / business managementREFERENCES: Provided on Request
  29. 29. 25CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part IAppendix B.2 Partners Experience – RichertRESUME – THOMAS RICHERT, LEAN TEAM LEADER84 Parkhurst DriveWestford, MA
  30. 30. Tom RichertPage 1 of 7Thomas M. Richert tom@tomrichert.com84 Parkhurst Drive, Westford, Massachusetts 01886 (978) 808-4668OVERVIEWSenior executive with results in delivering complex building projects excelling in the following areas: Implementing Lean Project Delivery Strategies and ToolsTrained and organized project teams in New England and California to implement lean projectdelivery systems, causing projects to be completed below budget while improving completionreliability. Leading Integrated Design, Engineering and Construction TeamsLed project teams as an Owner’s Project Manager and Agent, reporting to the senior leadershiplevels of client organizations. Responsible for building and leading integrated teams of architects,engineers, specialty programming consultants, internal and third party construction managers, andtrade contractors. Deep understanding of how to harness the benefits of collaborative teamsproviding clients with greater control over their project budgets and while optimizing theirarchitectural program. Aligning Interests of Diverse Stakeholders GroupsLed volunteer client trustee boards through complex decision making processes while working tobuild consensus among board members responsible for overseeing capital programs. By helpingnonprofit institutions understand how the concerns of all stakeholders can be most effectivelyaddressed in the planning of the project ensured that projects designed and constructed werealigned with institutional strategic goals. Exceeding Project Budget Goals and Client ExpectationsThe basis for this success is accurate forecasting of costs at the earliest stages of projects,providing Clients with a realistic assessment of expected costs, and the internal project team withpractical performance benchmarks so they can measure their progress against expectations. Thisforecasting capability was most explicitly demonstrated during the preparation of accurateconceptual and pre-design cost estimates on multiple projects comprising a $2.3 billion buildingprogram.EXPERIENCETUSCAN RIVER CORPORATION, Acton, Massachusetts 2010-2012CHIEF EXECUTIVE OFFICERAssembled a team of world class experts in the fields of marketing, retail operations, restaurantoperations, architecture, and entertainment to lead the development of a new company. Directed thepreparation of a business plan establishing the case for funding the development of retail / entertainmentprojects. Direct technical input into the plan includes the assessment of project costs, design andconstruction schedules and a fast track, production based construction plan. Retains full authority toengage all members of the project development team should the company be funded.
  31. 31. Tom RichertPage 2 of 7LINBECK GROUP, LLC, Waltham, Massachusetts 1997-2010SENIOR TEAM MANAGER / SENIOR PROJECT MANAGERNurtured Client relationships and led all aspects of their projects, from initial assessment through projectcloseout on building development projects for programs ranging up to $77 million. Led large projectteams of professionals with diverse areas of expertise; including estimators, superintendents, projectmanagers, program consultants, architects, and engineering consultants. Consistently delivered projectsbelow budgeted costs while meeting exceeding corporate fee goals and delivering exceptional Clientservice. Managed early stage planning including programming, master planning and project definition fora range of Clients and project types establishing successful execution strategies for each Identified and retained qualified project team professionals, including architects, engineers, andspecialty consultants that as a team provided optimum value to the projects for which they wereselected Performed Owner’s Agent duties, and based on a demonstrated high level of competence andtrust granted complete contract execution and spending authority for Clients, including a memberof the Forbes 400 Developed and executed strategies for obtaining municipal and state regulatory approvals inmultiple states, including obtaining a 5-0 vote for a Planning Board approval that many in thejurisdiction believed would be defeated Directed internal company preconstruction and construction management teams with a record ofon budget / on time delivery Piloted the use of lean construction processes on projects and provided instruction in leanconstruction management leading to the implementation of lean project delivery practicesthroughout the company Led and managed Linbeck’s California office from 2001 to 2004, turning around a failed projectand restoring a longstanding client relationshipDELON HAMPTON ASSOCIATES CHARTERED, San Diego, California 1991-1997PROJECT CONTROLS MANAGER / SENIOR COST ESTIMATORSolely responsible for the development of all capital improvement program project budgets for a decadelong EPA mandated wastewater treatment system improvement and expansion program. The programultimately incorporated water treatment and distribution projects for the City of San Diego. Theconceptual and pre-design cost estimates proved accurate as projects were constructed and commissioned,achieving for the program the rare distinction of a public works program without cost overruns. Evaluatedthe preparation of all later stage design costs estimates and oversaw the preparation of monthly programcost and schedule reports for the $2.3 billion program, in the process developing a cost reporting processthat provided program leaders with a quick yet comprehensive understanding of the use of programresources. Developed conceptual program estimates ranging from $1.5 billion to $4.0 billion evaluating 24separate program schemes, from which the program leadership selected the optimum strategy foraddressing the region’s wastewater treatment needs Accurately prepared pre-design construction cost estimates for all program projects, with allprojects being completed within their forecasted range of costs Reviewed design team cost estimates for 79 different projects at schematic design, designdevelopment and construction document stages of each project, thereby providing projectmanagers on guidance as to where design decisions may be adversely impacting costs Developed the layout and supervised monthly production of a program cost and schedule reportprepared for program directors and managers, providing them with the ability to accuratelyaddress questions posed by City Council Members and other public officials
  32. 32. Tom RichertPage 3 of 7DELON HAMPTON ASSOCIATES CHARTERED, Continued Trained Client staff in project management skills, so that they could take over key programresponsibilities as the consulting team phased down its participation Initiated a program Intranet site to make program cost and schedule information availableelectronically to project managers and senior management, eliminating the need to print nearly100 copies of an 800-page, four-volume document each monthO’CONNOR CONSTRUCTION MANAGEMENT, INC., San Diego, California 1990-1991PROJECT MANAGEMENT CONSULTANTRecruited to this Orange County based construction services consulting firm to help expand its San Diegooperation. Provided onsite consulting to construction Clients providing a level of scheduling expertise notavailable in-house and forensic analysis to legal Clients so that the validity of construction claim could beaccurately evaluated. Developed and managed a 3,000+ activity cost loaded schedule for a construction managerbuilding a $30 million high security correctional facility package, allowing them to demonstratethat phasing strategy employed by the project Owner did not allow adequate time for a majormaterial item purchase, thereby helping the construction manager obtain a change order foradditional time and avoid liquidated damages Provide onsite project management consulting services, including trade contractor coordinationand workforce management, Owner pay application reviews, and change order analysis,preparation and documentation; leading to time Owner approval of pay applications and changeorder requests Evaluated over 200 change orders for a law firm representing an Owner in an $18 millionconstruction cost change order claim, providing the Owner with a comprehensive, fact-based setpackage with which to defend the claimSNYDER LANGSTON BUILDERS, INC., San Diego, California 1988-1990COST ESTIMATOR / PROJECT MANAGERCost estimator and project manager on a range of primarily fast track projects in San Diego County. Themost challenging project was for a nonprofit arts organization for which trade contractors volunteered allthe labor and materials required for completing the project. This project was successfully completedbefore the beginning of rehearsals, allowing the San Diego Repertory Theatre to offer stage productions afacility with multiple rehearsal areas, dressing rooms, and a prop construction workshop Prepared conceptual cost estimates for Clients that led to negotiated projects, and was responsiblefor upgrading office technology and report formats to improve estimate presentations Prepared cost proposals and scope assessments for competitively bid projects, with a bid successrate of 35% due to thorough trade scoping practices and the development of trade contractorinterest ahead of bid dates Managed entertainment, pharmaceutical and defense projects, realizing margins 20% higher thanconsolidated corporate margins; by developing and utilizing real-time cost reporting tools thatallowed opportunities to reduce or avoid costs to be leveraged as soon as they became apparentKENNEDY & ROSSI, INC., Arlington, Massachusetts 1984-1988PROJECT ENGINEERWhile assigned to project work, also developed the use of personal computers in the field foradministrative management, budgeting, scheduling, and the preparation of project reports. Clerk of the works responsibilities on fast track summer projects at educational institutions,validating costs expended to expedite Owner approval of payment applications
  33. 33. Tom RichertPage 4 of 7KENNEDY & ROSSI, INC., Continued Designed and implemented a custom project cost reporting system that met the requirements ofcorporate leadership and project managers, improving the ability of the company to manage costson real time Managed the organization of a tool rental subsidiary and managed the staff responsible for itsdaily operation, augmenting the income generated by construction activitiesEDUCATIONBachelor of Arts in Architecture, WASHINGTON UNIVERSITYGraduate Architecture Program, HARVARD UNIVERSITY GRADUATE SCHOOL OF DESIGNPROFESSIONAL ORGANIZATIONSLEAN CONSTRUCTION INSTITUTE, New England Chapter Core Leadership TeamADVANCED TRANSIT ASSOCIATION, Past International Board ChairPRESENTATIONSPresentation to the New England Community of Practice for the Lean Construction Institute to report onthe process of implementing Lean Construction practices on a project and the results of thatimplementation2001 BuildBoston workshop presenter, introducing lean construction concepts and principles to membersof the New England A/E/C communityEngaged by Chalmers University of Technology Management and Economics to address Europeantransportation officials in Gothenburg, SwedenGuest Lecturer at University of California Berkeley Graduate Program of Engineering and ProjectManagement on Lean Construction ImplementationCo-author and presenter of a paper entitled “Applying Lessons from Lean Production Theory to Transit”to an American Society of Civil Engineers conferenceMore than two dozen presentations to professional conferences, community planning groups and businessorganizations
  34. 34. Tom RichertPage 5 of 7REPRESENTATIVE EXPERIENCEBiogen Idec, Cambridge, MassachusettsPreconstruction services for a 16,000 square foot fit out of a process chemistry facility, includingpreliminary budget development, project schedule development, budget risk analysis, processequipment procurement strategy development, and cost and schedule evaluation of concept designalternatives. The preconstruction deliverable provided the Client with the information needed toassess the viability of the, Cambridge, MassachusettsPreconstruction services for a 70,000 square foot fit out of a genomics facility, including preliminarybudget development, construction strategy advisory services, budget and scope alignment and costand schedule evaluation of schematic design alternatives. Instrumentation in developing the case forthe Client selecting firm on a negotiated basis versus their previous strategy of bidding the project.Maine Coast Heritage Trust, Somesville, MaineProject Manager and Advisor for the planning, design and construction of a new office building. TheClient raised funds to build their own facility for their Mount Desert Island based operations. The4,000 square foot building was designed and constructed to LEED Gold standards, and incorporatessolar powered electrical generation, local building materials, and energy saving control systems.Responsibilities included recommendations on budget and schedule development, working committeeand board reporting structures, construction manager selection, programming, LEED certificationstrategies, design, construction, commissioning, and move-in. Guidance provided responsible forimproving communication processes among Working Committee members and between the projectWorking Committee and the organization’s Board of Trustees.Oak Hill Capital Management, New York, New York and Stamford, ConnecticutProject Manager and Advisor for multi-phase office relocation. The Client located part of its NewYork staff to a 19,000 square foot office in Stamford, and the remaining staff to three other offices inManhattan. All new offices are complete build-outs of existing high rise floors. Responsibilities spanconsultant and architect selection, construction manager selection, programming, design, furnitureselection, construction, commissioning, and move-in. For many on the Client’s New York staff thiswas their first direct experience working with Oak Hill Capital Management’s General Partner, whonormally works form offices in Texas and California; so it was necessary to apprise the New Yorkstaff of their General Partner’s expectations, based on prior work experiences, so that the projectcould be completed in a manner that met the expectations of all project stakeholders.Middlesex School, Concord, MassachusettsProject Manager and Builder for various projects at a 350-student college preparatory school.Projects include a program of renovations and additions to existing dormitories, a new dormitory,new on-campus faculty housing, and management of land use master planning. Completed thedevelopment of artificial turf playing fields, a tennis complex and 300-foot long bridge across asensitive wetlands resource area, accurately forecasting project costs prior to the design developmentof any of the project components.
  35. 35. Tom RichertPage 6 of 7REPRESENTATIVE EXPERIENCE, ContinuedParish of St. Jude and St. Mary, Northeast Harbor, MaineProject Manager and Owner’s Representative for the restoration of a historic chapel designed byHenry Vaughan in 1902. Responsibilities included a reassessment of the building’s condition and thebuilding restoration plan prepared by the previous project manager. Developed a revised restorationplan, resulting in a 35% savings to the Parish. This multi-year restoration was completed in threephases. The most challenging aspect of this project was dealing with stakeholders that at times heldsharply different perspectives as to the most appropriate course the project should take. Able toorganize an objective assessment of project alternatives, including project team composition andrestoration strategy, so that project stakeholders could achieve consensus on all major decisions.Groton School, Groton, MassachusettsProject Manager and Builder for new building projects at a 345-student college preparatory school.Projects include a program of dormitory renovations in historic structures, new on-campus facultyhomes, the planning and management of Building & Grounds facility improvements resulting inlower operations costs, and a new daycare center. Research and authored the study that demonstratedthe Buildings & Grounds facility improvements would save over $100,000 a year in costs andproductivity gains. The introduction of lean construction processes on the third and subsequent phasesof the dormitory renovation program resulted in a 15% reduction in anticipated costs.Metropolitan Wastewater Improvements, San Diego, CaliforniaProgram Manager for all projects which were part of a $2.3 billion upgrade to a metropolitanwastewater system. Projects included four new water reclamation plants, two ocean outfalls, a newsolids processing and cogeneration plant, upgrades to an existing primary wastewater treatment plant,and installation of new pipelines ranging from 1” to 120” in diameter. The new wastewater systemincluded a central regional control center with fiber optic connections to all facilities. Programmanagement responsibilities included initial programming, design and engineering management,construction management, and system start up. Responsibilities included establishing the programbudget, project-by-project basis, at the program’s inception. All project budgets proved accurate atthe conclusion of the program, atypical of the experience of most public works programs.Alliance Pharmaceuticals, San Diego, CaliforniaBuilder of new corporate offices and laboratories, including conference center, cold rooms, and cleanrooms. The 12,000 square foot interior fit out completed in 3 months.General Dynamics Missile Storage Facility, San Diego, CaliforniaProject Manager and Builder of a new missile storage facility constructed on a restricted site.Building included specially designed racks incorporated into building structure to support missilecasings.California Department of Corrections, Calpatria, CaliforniaBuilder of a new $32 million high security correctional facility for 2,000 inmates, with cellblocks andsupport facilities. Inmate facilities included gymnasiums, library, medical examination rooms, anddining hall. The use of a critical path method construction schedule with over 3,000 activitiesprovided substantiation for a delay that was instrumental in avoiding liquidated damages.Mann Theaters, San Diego, CaliforniaBuilder of a new seven-screen movie theatre, 2,400 seats, built as part of a retail shopping andrestaurant complex. Theater included projection rooms, screening room, food service counters, andoffices. Despite a major systems clash between an HVAC duct and fire protection piping the theateropened on time; vitally important as it was the site of the San Diego Film Festival on its openingnight and hosted several local and motion picture industry dignitaries that evening.
  36. 36. Tom RichertPage 7 of 7Observations by Others“Tom Richert has done a remarkable job with the project. He took a very difficult situation politicallyand managed to make some very important changes in the preservation of the building that allowed theproject to go forward.”Andrea M. Gilmore, Regional Director, Building Conservation Associates“Tom Richert has provided outstanding service to our Parish. His understanding of the psychology of thepeople involved in the project has been of immeasurable value. Hire more people like Tom Richert. Tomhas been superb throughout the project.”Michael Dennis, MD, Senior Warden, Parish of St. Mary and St. Jude“Tom Richert has performed at a much higher level of quality and communication than other projectmanagers.”Hale Smith, Chief Financial Officer, Groton School“I recommend Tom highly for his ability to make all parties work together and his total commitment to ateam.”Nicholas Everett, Senior Vice President, A.P. Construction Company“Tom’s ability to keep a project owner’s priorities at the center of project stakeholders’ attention is ofgreat value, as is his leadership with respect toward implementing lean construction processes onprojects.”Mark Johnson, Vice President of Major Capital Planning and Project Management, Harvard University
  37. 37. 26CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part IAppendix B.2 Partners Experience – WITTIER II PROGRAM COMPONENTSTRATEGIC PARTNER550 Huntington Ave.Boston, MA 02115www.wit.eduPROGRAMS:1. The Master of Science in Construction Management is a program of study for constructionprofessionals. The program is designed to educate students in foundational post graduatemanagement principles combined with relevant construction education and experience in topicsthat are specific to preparing and advancing professionals’ skills in administrative and executiveleadership positions in design and construction companies and related disciplines. Both thesis andnon-thesis options are available which allow for a variety of employment or educationalopportunities including but not limited to working for general contractors, real-estate developers,subcontractors, construction management and architectural/engineering firms, as well as advancededucation and teaching options.2. The Bachelor’s in Construction Management offered through The College of Professional andContinuing Education at Wentworth has been built to industry accepted accreditation outcomes andstandards. Critical competencies in construction and management will prepare you for leadershiproles within the construction industry. This program builds on the rich experiences you bring to theclassroom; learning is applied to current issues and challenges within construction and constructionmanagement.
  38. 38. 27CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part I3. The Associate Degree in Building Construction Management program prepares you for advancementto field supervisor, estimator, or field superintendent. You will reinforce your experience with thetechnical and theoretical knowledge essential to success in the field of building constructionmanagement. Graduates may continue their education at Wentworth. Students are prepared toenter the Bachelor degree programs in Building Construction Management or Project Management.4. The Managing Construction Projects Certificate is intended for professionals currently working in theconstruction field, who either seek to transition to management or wish to strengthen theirmanagerial skills.FACULTY:Given the ongoing strength of these existing degree programs, CPCE has an already established 106faculty and staff team which can support these off-campus programs, using many of the existing cadreof faculty members. We currently have a total of 67 faculty members teaching in our degree programs,with 39 of them being adjunct faculty for CPCE, and the remainder being full time faculty at Wentworth.In addition to the above identified faculty, the program will also utilize practicing professionals asadjuncts.The utilization of practicing professionals as a part of our faculty is seen as essential and innovative infulfilling the learning objectives and missions of the program. We harness and incorporate theexperience and understanding of these practitioners to bring the topics to life with real world casestudies and lessons learned in government and industry. Their qualifications and performance aremonitored by the Dean and Director of Student Advising.We also have a list of other qualified instructors whom we can call upon as the need arises, and asenrollments in our off campus programs grow over the next few years.LOCATIONS:Bristol Community College (BCC)777 Elsbree StreetFall River, MA 02720508.678.2811SIZE AND SCOPEBristol Community College has an undergraduate population of 12,156 (unduplicated headcount ofcredit students for 2009-10).Middlesex Community College530 Springs RoadBedford, MA 01730(781) 280-3200SIZE AND SCOPECurrent enrollment is 9,516 credit students - Fall 2011.
  39. 39. 28CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part ISpringfield Technical Community College (STCC)One Armory Square STE 1P.O. Box 9000Springfield, MA 01102-9000 USASIZE AND SCOPECurrent enrollment is 6,782 credit students - Fall 2011
  40. 40. 29CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part IAppendix B.2 Partners Experience – MBCTIER II PROGRAM COMPONENTTRADE ASSOCIATIONMassachusetts Building Congress (MBC)100 Cummings Center – 328ABeverly, MA 01915978-921-9222www.buildingcongress.orgFor construction industry businesses throughout the Commonwealth the preeminent venue to enhancebrand recognition, build broader market presence and deepen business relationships can best berealized through membership in the Massachusetts Building Congress.The Massachusetts Building Congress also recognizes that it is critical for small businesses working in theconstruction industry to be assimilated into the construction community. Today’s business mantra is“network, network, network”. The original founders of the MBC in 1921 discovered that when theybrought people together their differences disappeared. We’re proud that we have “Over 91 years ofBuilding Relationships.”
  41. 41. 1100 Cummings Center, Suite 328A,Beverly, MA 01915Phone: 978-921-9222 Fax: 978-921-2251www.buildingcongress.orgJanuary 31, 2012John D. LloydProject DirectorContractor Institute, LLC248 West Elm Street – Unit 5Brockton, MA 02301Dear Mr. Lloyd,Thank you for contacting the Massachusetts Building Congress (MBC) regarding the ContractorInstitute’s response to the Massachusetts Growth Capital Corporation (MGCC) request to provide aProgram for Technical Assistance, Capacity Building and Educational Services, for small businessesperforming public construction in the Commonwealth of Mass.We understand that the Contractor Institute would like to have the participants of the Program becomemembers of the MBC, and we appreciate your invitation.Since 1921, the MBC has welcomed all disciplines of the design and construction industry and ourmembers promote their own businesses while advancing the mutual interests of all. We agree thatemerging construction industry businesses will find that membership in a professional association willenhance brand recognition, build market presence, and deepen business relationships.We are interested in collaborating with you and your team to offer membership to the participants.We will discuss the details with the MBC Board of Directors for eligibility and membership rates uponyour successful completion of the bid process.Most sincerely,Jan H. BreedJan BreedExecutive DirectorCc: John Cannistraro, J. C. Cannistraro, LLCRobert Boyle, Darmody, Merlino & Company, LLCBen Goldfarb, Nauset Construction Corporation
  42. 42. A Professional Association for the AEC CommunityWhat is the MBC?Who are our members?What do we do?Why should you belong?Application for MembershipWHAT IS THE MBC?Established in 1921, the Massachusetts Building Congress provides a business and networking forum for companies and individuals in thebuilding industry. Through our monthly breakfast programs, social and fundraising events, and educational forums, MBC helps members promotetheir business while advancing the mutual interests of all.WHO ARE OUR MEMBERS?Architects, owners, engineers, general contractors, construction managers, subcontractors, suppliers, vendors, labor, trade associations, bankers,lawyers, insurers, and related professionals.View a list of our member companiesWHAT DO WE DO?• Present monthly breakfast programs and panel discussions featuring current industry issues, noteworthy construction projects, and keynotespeakers from the real estate, design and construction industry• Publish a monthly newsletter announcing events• Hold an annual networking dinner recognizing industry leaders• Host an annual golf outing• Publish an annual directory of members and classified listings – used widely to promote services of its members• Award an annual scholarship to a student pursuing a career in design or constructionWHY SHOULD YOU JOIN AND PARTICIPATE IN THE MBC?Networking – MBC provides frequent opportunities to meet executives from across the entire industry. By networking through monthly programs,social functions and committee assignments, you will become acquainted with the largest cross section of construction industry leaders.Image – Because only those favorably known to their associates are admitted as members; this high standard of membership indicates that youare a respected member of your industry.Exposure – Your listing will be published in the directory and classified index, which is widely used as a construction industry directoryPromotion – The MBC provides favorable promotion for the accomplishments of the industry and of our members.Unity – Through unity and cooperation comes the strength necessary to be an effective, stable and thriving industry.MEMBERSHIP BENEFITS• Member pricing for all events• Corporate listing for four representatives in online directory• Access to member mailing list• Eligibility for scholarship (all employees and employee’s immediate family members)• Annual golf tournament open to members only• Ability to nominate company or organization for induction into MBC Hall of Fame• Members are invited to serve on committees, seek nomination to Board• Sponsor events or advertise on MBC websiteApply for membership to the MBC here.Events Hall of Fame Membership Info Members Area Scholarship Officers History ContactPage 1 of 1Massachusetts Building Congress :: About the MBC2/1/2012
  43. 43. 30CONTRACTOR INSTITUTE TACBES PROGRAM TIER II Part IAppendix B.2 Partners Experience – ASMTIER II PROGRAM COMPONENTTRADE ASSOCIATIONAssociated Subcontractors of Massachusetts (ASM)One Washington Mall – Fifth FloorBoston, MA 02108617-742-3412www.associatedsubs.comFor subcontractors throughout the Commonwealth, professional representation of their commoninterests in the construction industry, collective purchasing power, and access to indispensible butotherwise unaffordable resources, can best be realized through membership in the AssociatedSubcontractors of Massachusetts.The Associated Subcontractors of Massachusetts also recognizes that it is critical for small businessesworking in the construction industry to be assimilated into the construction community. Providingeducational services to the ASM membership, which are relevant to the public sector of the constructionindustry, falls well within the core mission of the Associated Subcontractors of Massachusetts.