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CALIFORNIA’SCOALITIONfor ADEQUATESCHOOL HOUSING

Tuesday, February 21, 2006Sacramento Convention Center

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Welcome and IntroductionsDon Lussier

Corona-Norco Unified School District

Selecting Your Construction Project Team

Julie ArthurSan Jacinto Unified School District

Planning a new school construction or modernization project can be a daunting

task for all District Administrators

The Construction Project Team:Who are the players and what is their role?

Legal Counsel School Construction

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• Reviews and recommends approval of contracts for:

- Architectural Services- Site Acquisition/School Acquisition Contracts- Construction Consultant Contract (CM, GC, etc.)- Other consultants

• In addition:- Review of Bid Documents- Supplies General Conditions Section- Advice on Construction disputes- Recommends procedures to minimize exposure to construction claims

Financial Planning Consultants School Construction

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• District to prepare long term financing plan:- Maximize Funding Mechanisms- Financial Hardship vs. 50/50 Districts- GO Bond- Community Finance District (CFD)- Certificates of Participation (COP)- Grant Eligibility- OPSC forms and submittals- Audit Assistance- CDE and OPSC issues

Architect School Construction

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• Plans school site lay-out• Develops educational specifications for new school project with District Staff for CDE review• Preliminary Endangerment Assessment (PEA) mitigation team member• Construction drawings• Submit Drawings and Plans to DTSC, CDE, DSA and

OPSC• Review District Standards• Prepare Five-Year Facility Plan• Coordinates with local Utility Companies• Coordinates with local City and County staff

Architect Continued… School Construction

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• Oversees the following Consultants on Project:

- Civil Engineer- Mechanical Engineer- Structural Engineer- Electrical Engineer- Landscape Architect- Kitchen Design Consultants

• Various other duties as assigned….

Site Acquisition Consultant School Construction

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• Recommends and assists in a variety of capacities as it relates to school site

options:- Site Identification- Site Purchase- Site Viability- Eminent Domain issues- Assists in obtaining Approvals by DTSC, CDE, Local City, Fire and Utility Companies- Works with Developers on master plan projects

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• Self Contained Appraisals for new school sites

• GO Bond Appraisals

• Escrow transactions for land purchases agreements

• Escrow accounts set up for special projects

Appraisers

Escrow Companies

Geotechnical Consultant• Phase I• Geohazards Study• Soils Testing• Preliminary Endangerment Assessment (PEA)

Environmental Consultants• California Environment Quality Act (CEQA) preparation for:

- New School Sites

- Existing School Site Addition of more than 10 classrooms

Construction Manager (CM)• Pre-Construction (Estimates)• Review of Plans • Constructability Review• Value Engineering• Bid Package Assignments and Coverage• Finalize General Conditions and Division 1 with the Architect

and District• Scheduling• Supervise Construction Project• Pay Application review and recommendation• Change Order review and recommendation• Close-out Documents/Warranty Calls• Site Safety Compliance

General Contractor• Single Prime Contractor• Hard Bid• Work awarded to lowest bidder• Oversees schedule and sub-contractor on

project• Handles Pay Application and Close-out documents

Multi-Prime Contractor• Individual Trade Contractor working under Multi-

Prime Construction Management Contract

Surveyor• Surveys for new school sites

• Handles Parcel splits

• Prepare Metes and Bounds for Land Recordation

• Set corners, grade stakes, etc. during construction

• Contract held by District or Construction Manager

Storm Water Prevention Plan (SWPP)

• Storm Water Prevention Measures for existing school sites and new construction projects. (Contract held by District or

Construction Manager)

Division of State Architect Project Inspector (PI)• Formally known as Inspector of Record (IOR)• Handles On-Site Inspection for Construction Projects• Oversees Construction Specialty Testing Inspectors and

Services• District holds PI contract but PI acts under the direction of the

Architect in general responsible charge and is subject to supervision by DSA (Title 24 Part 1 IR A-8 )

Material & Specialty Construction Testing Services

Handles Testing and Review of the following work:

– Soils -- Compaction

– Concrete -- Welding

– Masonry -- Other Specialty Tests

– Moisture Tests -- Works under on-site PI

Furniture and Equipment Consultant

• Handles ordering and purchasing requirements:- Meets with Facility Staff and New School Principal- Helps in procuring furniture, equipment, and supplies to

open new schools- Color coordination with Furniture and Classroom interiors- Field measures for office and classroom furniture- Works within State of California purchasing regulations as

outlined by Government Codes- Receives furniture delivery, checks in and matches order- Identifies damage or incorrect deliveries- Prepares warranty information book

Bank• Set up Escrow or Trusts Accounts for Construction

Projects• Contractor payments dispersed through accounts

• Cash Flow Statements

Lobbyist • Presents District special requests to State Allocation Board (SAB)

Handout• A handout is available in a condensed form to

use with Board Members and District Staff. It also identifies whom the consultant reports to and the size of the District that may benefit

from these services.

Design Process

Chris TaylorHMC Architects

Primary Considerations School Construction

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• CDE/Code of Regulations- Title 5• CEFPI Guide for Educational Facilities

Planning• DTSC/CEQA Environmental Review• DSA Review, Approval and Inspection• OPSC/SAB State Funding• CHPS Sustainability Criteria

Design Process

Title 5, Division 1 CDE, Chapter 13

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•Site Selection•Educational Specifications•Circulation•Playgrounds•Service/Utility Areas•Future Expansion•Building Arrangement

Design Process

Title 5, Division 1 CDE, Chapter 13 (Continued)

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•Classrooms/Labs•Auxiliary Areas•Lighting•Acoustics•ADA•Child Care/Pre-school

Design Process

Site Acquisition School Construction

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• Civil Engineer/Architect/CM and others to assist with site assessment and purchase- Topography can impact project costs- Proximity of utilities- Site Drainage issues- Soil structural characteristics- Buries conditions (preliminary testing)

• Groundwater/rock/organics- Soil contamination/conditions

• Phase I report to DTSC • CEQA

Design Process

Environmental School Construction

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•Order Geo-hazard Report•CEQA- Be aware of necessary approvals and

changes to preliminary site design•DTSC - Be aware of necessary approvals •CDE site approval•Proximity to airports, power lines and pipelines

Design Process

EducationalSpecifications/Programming School

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• Review educational goals for project• Determine space and adjacencies needs to

meet goals• Meet with stakeholders and user groups to

determine needs for project• Review District Standards

Pre-Design / Design

CEFPI Planning GuideSchool

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• Creating Connections: CEFPI Guide for Educational Facilities Planning• Order online at: www.cefpi.org

Pre-Design / Design

Once an Architect is Hired School Construction

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• Scope of Project• Budget• Schedule

Team should review:

Schedule School Construction

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• Ed Spec1 – 2 months

• Schematics15 – 3 months

• Design Development2 – 4 months

• Working Drawings3 – 6 months

• Agency approvalsOPSC HealthDSA Local CitySDE Local Fire

• Bid and Award

• Construction

• Owner Move In30 – 90 days

• Occupancy Date

Schematic Design School Construction

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• When the Educational Spec is done and the Project Scope, Budget, and Schedule is agreed,

the Architect starts Schematics: Analyze site utilization options Develop site and floor plan options Review Exterior massing and elevation options Check Budget vs. design (coordinate with CM firm) Get Board approval of Schematic Design package

Design Development School Construction

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• Work with District to incorporate District Standards

• Develop plans in detail and review them with users

• Finalize site plans, floor plans, and building exteriors

• Research and finalize- Material selection- Equipment selections

• District starts to think about F & E requirements

• Revisit Budget with District and CM firm- Review soft cost in budget- Testing and Inspection- F & E- Contingencies, etc.

Construction Documents School Construction

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• Finalize plans to submit to Agencies• Minimize changes at this phase• CM’s involvement in review of plans, construction methodologies and specifications• Finalize General Conditions and Specifications with the District and CM firm

Division of the State Architect School Construction

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• California Building Code - Part 1, Title 24, Administrative Procedures• Access, Fire Life Safety and Structural• Energy and Geologic Review• Encourage preliminary review• Do not submit incomplete plans• Do not start construction w/o approval• Use PCO process for change orders

DSA (continued) School Construction

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• Invite DSA to pre-con meeting• Architect approves DSA inspector• Inspector reports to architect• Architect in general responsible charge!

Office of Public School Construction

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• Be aware of budget, schedule and funding availability impact

• Get CDE and DSA approval first• Requirements for awarding construction

contract and substantial completion• Get local agency/serving utility approval for

off-site and utility design

Sustainability School Construction

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• CHPS - Collaborative for High Performance Schools is the benchmark

• Addresses critical issues like day-lighting, acoustics, air quality, energy efficiency, environmental protection and operational efficiency

• More information at: www.chps.net

Agency Submittals School Construction

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Make sure the site has been approved to build on.

• CEQA• DTSC• City, local Fire, City, and Local Utility companies (usually

before others)• CDE - submit at design and the end of Working Drawings• Health submit as early as possible• DSA - make sure package is complete• OPSC - after DSA approval

Value Engineering/Constructability

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• Architect/CM to assist with design options• Utilize CM/third party constructability reviews

General Condition/Division 1 School Construction

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• Alternates• Bid Packages with CM• Bid dates• Construction facilities• Change order procedures• Submittal requirements• How to pay for utility connection• RFI requirements, etc.

Pre-Construction Services

Steve WorleyTilden-Coil Constructors, Inc.

Construction ConsultantInvolvement Overview School

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Design Involvement Budgeting Constructability Scheduling Multiple Trade Development Coordination with District’s Department

Directors Bidding

Design Involvement School Construction

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Construction Material

Budgeting

Contractor’s Perspective

Budgeting School Construction

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Design Development 50% Design Drawings 90% Design Drawings DSA Submittal Final DSA Submittal Alternates & Value Engineering

Constructability School Construction

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Electrical/Mechanical/Plumbing Coordination Civil Utilities and Building Utilities Water Intrusion Quality Control Specification Review

Scheduling School Construction

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Preconstruction Schedule- Design / Owner / Construction Team

Refer to Handout Exhibit B - Schedule

Construction Schedule- Elementary School: _________________- Middle School: _________________- High School: _________________

Phased Opening

Multiple Trade Development School Construction

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Elementary School: ____________________

Middle School: ____________________

High School: ____________________ Refer to Handout Exhibit C - Possible Category Breakdown

Coordination with District Personnel

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Planning Facilities Purchasing Maintenance & Operations Site Administration (Growth Projects)

Bidding School Construction

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What: Should I consider? When: Should I bid? Where: Should I bid? How: Long should I bid? Bid Review and preparation for School Board Approval

Refer to HandoutExhibit D- Bid Evaluation Form

Construction Phase Issues

Ron KuehlNeff Construction

Project Startup Activities School Construction

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Permits & Fees Encroachment Permits Utility Connection Fees Temp. Utility Permits

NPDES and SWPP issues Resources: EPA at http://cfpub.epa.gov/npdes/stormwater/swppp.cfm California Storm Water Quality Assoc.: http://www.casqa.org Regional Water Boards Storm Water Pollution Prevention Plan Monthly Reporting Best Management Practices

Notices of Award & Notices to Proceed What gets initiated on the basis of an NOA When do you issue a NTP

Project Startup Activities (Continued)

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Contracts, Bonds, and Insurance Contracts Should be Prepared by the District or Reviewed for Accuracy Bonds Required by Civil Code section 3247 for contracts greater than $25k Surety Requirements at Code of Civil Procedure 995.61 Insurance Commissioners Contact Info.: www.insurance.ca.gov

Preconstruction Conference Topics Contact Info. Official Start Date and Schedule Procedures and Forms As-built Procedures Project Meetings LCP

Outside Agency Interactions Public Agency Interactions - Streets and Highways Code sec. 2117 Utility Agency Interactions - Early Contact Critical

Construction Administration School Construction

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Project Tracking Resources RFI Logs -- Monitor for Timeliness and Response Times C.O. Logs -- Monitor for Budget Purposes Schedule -- Update/monitor for project progress monthly Superintendent’s Project Logs are a Critical Resource

Submittals & Shop Drawings Schedule Critical Submittals/Shop Drawing - steels, doors/windows Prepare and Maintain Submittal Log of Required Submittals

As-built Documents Important to Develop a Mechanism to Insure As-builts are Completed Timely Should Require a Line Item on the Schedule of Values

Inspector to Verify

Construction Administration(Continued)

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Billings & Payment Include Written Procedure in General Conditions Review Schedule of Values for completeness and accuracy Include line items for as-builts, clean-up and turn-over items Prompt Payment Issues – Public Contract Code 20104.5 and 7107, Civil Code 3260

Communications - Owner, Contractor, CM, Architect, Neighbors, and Staff Establish and Maintain Procedures Include in General Conditions

The Appropriate Uses of Weekly Jobsite Meetings Assess Project Progress Review Pending Issues Review Logs for pending items and timely returns Who prepares the minutes?

Construction Administration(Continued)

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Inspections & Testing Inspecting to Plans and Specifications vs. DSA issues Timeliness, Continuous Inspection, Testing Lab Coordinated Through Project Inspector

Onsite Safety During Construction What do the Documents Say? Differing Theories of Responsibility Safety Programs, Consultants and OSHA Permits

Contractor Bankruptcy and Types of Termination Anticipating a Bankruptcy and Things to Consider Termination for Cause Termination for Convenience Termination/Takeover of a Task

Project Completion School Construction

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Punch-list Development and Completion Making a Clear Distinction Between Punch List Items and Incomplete Items Important That There is a Single Punch List Monitor and Certify Completion

N.O.C.’s and Final Payment Best Practices Finalize all Change Orders prior to filing NOC Current Standard is to File N.O.C.’s Pending Completion of Punch List Items Procedures are Defined at Civil Code 3093 Codes Mentioned Under Payment

Phased Occupancy & Continuing Construction Activities Segregation of Construction Activities and School Functions Finger Printing Requirements – Ed. Code 45125.1

Other Contractor Turnover Items Attic Stock & Tools & Equip. Guarantees/Warranties + O&M Manuals As-Built Documents

Special Considerations – Mods. & Additions

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Utility Upgrades & Ongoing School Activities Schedule During Breaks and Long Holidays Can Prepare for Certain Disruptions Have a Contingency Plan

Scheduling Construction Operations Given Sensitive (Testing, etc.) School Activities These Dates/Times Need to Be Built into the Project Schedule Define Which Activities are Permitted

Interim Housing Generally More Cost Effective Than Alternatives Scale and Locate Appropriately Devise Plan for Moving F&E

Fingerprinting Requirements See Previous Slide Zero Tolerance on Worker/Student Interaction

Overall Project Security Added Security Requirements Due to Site Traffic After School Security Very Often Required

Scheduling Disruptive Construction Activities Roofing, Heavy Demo., Painting, Utility Work, Etc. Traffic and Path of Travel Issues Regular Onsite Staff Updates

Occupying and Closing Your Project

Yvonne MedinaFontana Unified School District

Three distinct categories to consider when talking about

occupying and closing out a public school facility project

District (owner) Contractors, Consultants, Vendors and

Agencies Community

District (owner) School Construction

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Owner’s representative: Project Manager Maintenance and Operations Technology Food Services Transportation School site staff Programs: Special Education, State Preschool, Childcare, GATE, other

Contractors, Consultants,and Vendors

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General Contractors/Prime Contractors Subcontractors Furniture and equipment vendors Systems vendors (data, fire alarm, energy

management) Architect of Record Inspector of Record Construction Management/Specialty

Agencies School Construction

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Division of the State Architect Office of Public School Construction Department of Education

- County/District/School (CDS) Code City Building / Public Works Department County / Public Works Department City / County Fire Department County Health Department

Community School Construction

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Students (mascot, colors, teams) Parents (PTA, Booster Clubs) Neighborhood (school name, signage, suggested routes to school) City / County – joint use Organizations and Associations (CIF) Board of Education (dedication ceremony) City, County, and State Elected Officials

Occupancy Schedule:12 months prior

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Select a Principal and/or key staff member to facilitate all program related issues with project manager / owner’s representative Identify a process and timeline to determine school attendance boundary configuration and parent/student notification Obtain a County/District/School (CDS) code Generate a list of required furniture and equipment items. Identify long lead time and specialty items.

Occupancy Schedule:9 months prior

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Confirm project budget/identify any “missing” program-related items

Develop a checklist of all agency-related approvals and schedule tentative dates for sign- off (fire department, health department, licensing) Initiate community meetings re: new school attendance boundaries, introduce Principal Confirm street address

Occupancy Schedule:6 months prior School

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Complete order of all furniture and equipment Schedule preliminary meetings with Food Services, M & O, Technology, and Transportation

staff Confirm room signage and numbering Confirm Critical Construction Schedule Milestones to complete Develop a “back-up” plan (just in case)

Occupancy Schedule:3 months prior School

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Confirm utility service operation Schedule/confirm building systems testing and

operation Participate in final punch walk with district departments (technology, M&O, food services) Schedule necessary cleaning Schedule delivery of F & E

Occupancy Schedule:1 month prior

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School site staff arrives and sets up Test all systems (phone, data, HVAC, etc.) Coordinate completion of remaining project work Develop a process for identifying warranty related matters Coordinate valuation of outstanding work to be

completed

Closing your Project School Construction

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General Contractors / Prime Contractors- Schedule Board of Education approval of Notice(s) of

Completion- Withhold necessary dollar values from each contractor

to complete work prior to releasing retention monies- Ensure adequate time and access to complete work

Closing your Project School Construction

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Timeframes for expending project funds- Three (3) years from date of apportionment for

elementary school projects- Four (4) years from date of apportionment for middle

and high school projects

- OPSC will audit your project within specified timeframe—not more than two (2) years after final expenditure report

Agency Closeout School Construction

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When is the project considered closed?1. Notice of Completion(s) approved by the BOE.2. DSA has closed the file with Certification of a complete

and closed project file. All change orders and requested documents must be received and approved by DSA. If not certified—the BOE and Architect and personally held liable pending certification

3. OPSC has issued a closeout letter following project audit

4. All remaining agency approvals have been completed

Occupying and Closing Your Project School

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It is a team effort Schedules and checklists will ensure that

you and the team stay on track Always have a back-up “housing plan”

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School Construction 201Introduction

Mark KelleyMiller Brown & Dannis

It’s All About the PeopleBuilding a Successful Program/Project Team

Ron LebsBusiness Manager

Sylvan Union School District

• Know the Culture• Establish Expectations • Identify Roles and Responsibilities• Build the Team• Manage the Team - Work the Process • Garner Understanding - Make Decisions• Communicate & Report• Conclusion

Overview School Construction

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“Whenever you are asked if you can do a job, tell ‘em, 'Certainly I can!' Then get busy and find out how to do it.” Theodore Roosevelt

“Things should be made as simple as possible, but not any simpler.” Albert Einstein

“With ignorance and arrogance, success is assured.” Mark Twain

But First a Little Wisdom… School Construction

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• Scan the Environment• Identify the Culture

– Understand the Decision Making Process– Identify the Decision Makers & Their Roles– Site Specific Personalities

• Kindergarten & Coaches– Know Your Board

• Committees?• Community Involvement?

Know the Culture School Construction

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• Adapt Process to Fit Culture– One Size Doesn’t Fit All– Don’t Swim Upstream– Work the System, Not Against it!

• Listen First and Foremost• Communicate Early and Often

Know the Culture Cont. School Construction

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• Clearly…– Define and Communicate Process– Communicate Expectations– Be Consistent With All Parties Throughout

• Begin With the End in Mind– Develop Plan - Draw a Map– Know Where You Are Going and…– How to Get There - Beforehand!

If you don’t know where you’re going, any road will get you there.

Establish Expectations School Construction

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• Your Role as Facility Director– Determine who defines your role.

• Superintendent? • Board? • CBO? • You?

– Clearly Understand the Issues, Options & Costs

• Ask Questions• Have Answers

Identify Roles & Responsibilities

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• Your Role as Facility Director– Make Sound Recommendations– Insure that Timely Decisions are Made– Manage the Process– Coach - Conductor – Cheerleader– Do the Right Thing

• Not Always Popular• Measured Against Expectations

– Communicate

Identify Roles Cont. School Construction

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Once you understand your role, you can help others understand theirs!

• Know Everybody Else’s Role– Know Who you Need– Know What They Do

• You Define Their Role or They Will 4U!• You Can’t Delegate Leadership!

– Take Responsibility• You Define Project Character

Those who spend most of their energy trying to stay out of trouble, seem to

have it follow them wherever they go.

Identify Roles Cont. School Construction

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• Selecting the Project Team*– Staff– Committees– Consultants (RFQ&P)– Power Brokers– District Decision Makers

• Team(s) should be relevant to district culture and needs.

*Selecting the Project Team & Consultants - Construction 101

Build Your Team School Construction

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• Committees– Define Committee Purpose– Remember Your Role

• Leadership - Run or be Run• Communicate Expectations

– Cross-Section of Participants• Hand Pick if Possible• All Committed to Same Outcome• Gather Different View-points• Avoid Groupthink

Build Your Team Cont. School Construction

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• Your team will be successful only to the extent of your skills as a leader.

• “A most important key to successful leadership is your ability to direct and challenge the very best that is in those whom you lead.” Anonymous

• Pick the best and Let ‘em run!• “Own” the Project • Be Responsible/Accountable

Manage Your Team School Construction

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• Facilitate Daily Progress• Know Your Role

– Clearly Understand the Issues & Options– Make Sound Recommendations– Insure that Timely Decisions are Made– Coach - Conductor – Cheerleader– You don’t have to be “Mr. Know-it-All.”

Master Your Team Cont. School Construction

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• Define and establish the decision-making process as part of the expectations.

• Seek to Understand.– Know the Issues– Know the Options– Know the Costs– Know the Benefits & Burdens

• Sound recommendations can only come from a solid understanding of the issues.

Know before you go.If you don’t know, don’t go!

Garner Understanding—Make Wise Decisions

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• Don’t make decisions in a vacuum.– Consult with your team (experts).– Consensus is important, but do the right

thing.• Decisions Cost Money• Trust but Verify!

– Follow the Money– Once contract is awarded the only

person motivated to save money is you. – Change Orders!

Make Wise Decisions Cont. School Construction

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• If you don’t know, ask!• Find really smart people and listen to

their advice! (Network)• In spite of _______ get it done!• Facilitate the decision-making

process.• Remember – You Own the Project• Stop the Buck!

Make Wise Decisions Cont. School Construction

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• A large percentage of issues on a project can be traced to a breakdown in communication which tends to be either,– too much of the wrong kind or– not enough of the good kind.

• Know the Communication Culture– Board Room vs. Job Trailer

Communication School Construction

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• Regular Appropriate and Accurate Reporting to…– Superintendent & Board of Trustees– Sites & Departments– Teams – Committees (Public Relations)– Public

• Newspaper – Newsletters - Website

• Highlight Success!• Don’t Bury Bad News!• Absorb the Blame - Pass the Credit!

Reporting School Construction

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Know Culture

EstablishExpectations Identify Roles

Build Team

Make DecisionsManage Team

Communicate & Report

Project Success

Roadmap to Project Success School Construction

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• Communication is Critical• Know Your Role & Everybody Else's• Understand the Issues• Facilitate Informed Decisions• Own the Project• Coach Your Team• Lead, Follow or Get Out of the Way• Facilitate the Process• Communicate, Communicate…

Final Comments ... School Construction

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Client/CM Teamwork

V-Anne ChernockTamalpais Unified School District

Karl ShultzVanir Construction Management

• Skills sets and preferences• Roles and communication• Operating patters

Getting Started School Construction

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• What are we best at?• What do we like to do?• What are we willing to do?

Skill Sets and Preferences School Construction

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• Points of contact• Planning and design• Construction• Personnel management• Community involvement

Roles and Communication School Construction

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• Office locations• District culture• Open-door policy• Brain-storming time

Operating Patterns School Construction

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• Together in groups• Together in situations• Separately• In times of conflict

How We Work School Construction

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• Facilities Cabinet• Site and Oversight Committees• Board of Trustees• Construction meetings

Together In Groups School Construction

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• Cost control• Scheduling• Contract administration• Standard CM• Changes and claims• Trouble-shooting

Together In Situations School Construction

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• Vanir– Staff assignments– CM contract adherence– Corporate compliance– Other projects

• District– Items NIC (e.g., CEQA)– Public relations– District compliance

Separately School Construction

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• Talk constantly• Listen carefully• Settle quickly• Stand as a team• Remember: the client is always right...

In Times of Conflict School Construction

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. . . even when we’re wrong!

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Why Didn’t We Do That?Or...

David L. GoldinSan Francisco Unified School District

• Several ways (but not the only ways) to succeed with a school construction program– Know where you are going and how

you’re going to get there…..– Get the “A” Team….– Tell it like it is……– Manage the design phase…..

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Why Didn’t We Do That?Or…

• The first step - prior to starting any projects, or making major expenditures!

• Develop a Roadmap for a successful Facilities Program– Early & Accurate Project Definition– Adequate Budgets w/contingency &

escalation– An appropriate & “Realistic” Master

Schedule– School Board-Community buy-in/approval

Know Where You’re Going and How to Get There!

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Have a current Master Plan

• Develop scope of work for the Program– Perform & Evaluate Facilities Assessments– Determine Educational program priorities– Determine Growth needs for new classrooms– Community Priorities, School Board-political

needs• Get as close as possible to fully defined projects

and understand the scope!• Assume revisions to project scope will happen!

– Scope will/may grow & priorities and School Board Members and Superintendents will change over time

Clearly define projects early in planning (avoid scope

leap!)

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• Make sure the available funding matches the Master plan scope – hard and soft program costs– Match project schedule with G.O Bond Sales– Build and update often a “realistic” program and

project budget– Remember escalation of costs over time– Budget for “Design” & “Construction” contingency

• Make sure that you’ve applied for every state funding program available and continue to monitor eligibility & OPSC/CDE applications

• Continuously monitor scope creep and/shifts in District priorities

Is there enough Money??? School Construction

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Example – The community successfully passed a large facilities bond program with a Master Program scope of work. The original bond program called for a replacement gymnasium at the high school for 2.5 million dollars. After political/community pressure and scope creep the Gymnasium became a 2500 seat, 2 story Event Center at a cost of 10 million dollars. Now people are asking why the program is short money to complete the remaining projects. Newark Memorial High SchoolNewark USD

Understand Project Scope Early (or pay the price later!)

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Example – San Francisco USD built a new 36 million dollar urban campus high school 5 years ago. “Probably inspired by a Southern California mall”. Superintendent personally got involved with the programming after “construction documents completed and project awarded”. Construction costs ballooned and 25% of interior build out space remain unfinished five years later**. John O’Connell High School SFUSD

**Footnote: Superintendent is now long gone

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Understand Project Scope Early (or pay the price later!)

• Architects– Select and retain experienced firm(s)/staff– Build a long term relationship– Develop District design standards-board approve

• Project & Construction Managers– Getting the A Team they promised!– Understand the project delivery methods before

picking the project and construction managers• Contractors

– Getting, keeping a pool of interested GC’s– Prequalification and other myths of General

Contractor “selection”and don’t forget……….

Get the Right Project Team School Construction

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• Project DSA Inspectors– No one person will assist a successful project

more “or” kill a project faster– Standardize procedures & build long term

relationships• In house staff

– Hire staff that can work well in a team environment and provide leadership

– Don’t neglect clerical - Record keeping is critical• Legal Counsel – Retain the best

– Division 0 General Conditions, Bid Phase and construction. Think of Counsel as “preventative medicine…not just for claims.

School Construction

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• Selection Processes that work– No favoritism or wired-in firms

• Always pay Adequate fees for services!• Write reasonable, fair contracts• Aggressive Design Phase Management

– District engaged in project at all times– Understanding all design decisions– Always pushing the architect on

schedule• Build a long term relationship

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Find and build a relationship with the right Architect(s)

• Select a Pre-Qualified Pool of Architects – Select for individual projects– Don’t contract for all work at once– Allows for changes if performance issues arise

• Have a redesign clause in contracts– For budget busters, if bids come in high architect

redesigns at own cost• No automatic fee increases tied to cost of

construction or bid amounts– Use fixed-fee contracts based on scope– Additional Services for added scope, not cost

change

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Tactics to survive your Architect

• Always Buy the individual, not the firm!!!!!!!!!!– Demand the personnel you interviewed and were

sold• Only Buy the firm

– For corporate support—cost estimating, scheduling, claims analysis

– For Staff training programs, commitment professional development, back-up personnel

• Staffing Plans – Develop an appropriate plan– A good staffing plan is Key to agency CM– Understand roles, durations, responsibilities-

“Reject overstaff models” or front loaded

School Construction

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“Get” Good Contractors(Define “good”?)

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• The District’s actions are key to attracting & retaining good contractors– Timely payment of Contractors– District response times on starting work,

design, change issues, job site issues– Fair negotiation of Change Orders– Quality, clarity of documents for bidding– Quality of overall District team—architect,

CM, Project Inspector, District Rep.

Attracting good Contractors School Construction

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• Low Bid reality for most Districts • Contractor Pre-Qualification

– Highly defined process – Public Contract Code defines

– Screen for special expertise for projects– Preliminary “responsibility” screening– Financial capability, project size & qualifications

• Remember the flip-side of Pre-Qualification as a Best Practice - Does it really get you the better contractors and reduce claims?

• Districts without Pre-Qualification– Nearly identical Contractor base

• Project Labor Agreement- PLAs• LCP- Labor Compliance Programs

Contractor Pre-Qualification? School Construction

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Tell it Like it is. School Construction

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• The good old days of operating under the radar are gone

• The press is everywhere & someone is always running for election

• Districts need positive, aggressive reporting and communications

• Be first with the news- not last to hear

From no News is good news… School Construction

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Good Press is always

good for the

program

• Information assists CBOC/Board in meeting obligations of financial oversight

• Reporting needs to be understandable by all types of audiences – lay and professional

• Agreed upon, appropriate for the group, program and community

• Always give a clear picture of the current financial condition of program

• Prepare for the CBOC as if they were the auditors as they are the folks who will certify compliance.

Bond Oversight Committee & Board Reporting Basics

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Manage the Design Phase School Construction

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• Most Problems in Construction are born during the design phase

• Budget parameters– State and Local funding constraints

• Design Phase Management keys– Ongoing, Redundant Cost Estimating – Value Engineering– Document/Constructability Reviews

• Aggressive schedule maintenance– Managing Architects and the Responsive

District– Agency approvals-Be aggressive with DSA

Why didn’t we manage the Design process!

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• Use Design Phase Contingency– Budgets given to Architect at 80%-90% of

actual Construction budget– Restrains scope of work from growing– May actually lower scope in project below

District’s standards• Architect contracts should always

reference budget– Redesign clauses if over budget

• Don’t create incentives to increase scope!– Example—architect contracts with adjustments

for increased cost of construction

Design Phase Budget Management

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• Do Redundant Cost Estimating – Contractual obligations for Architect and

PM/CM to prepare estimates– Independent cost reviews are the

standard • The Reconciliation Drill, or My Apples

and Your Oranges– Estimators never agree, never do it the

same way, and don’t like to change the way they do it!

Budget Management Keys School Construction

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• Poor quality, uncoordinated documents at root of most major construction problems– When combined with an aggressive Contractor

the worst usually happens• Constructability Reviews at DD/early CD Phase

– Coordination of disciplines, completeness of set– Drawing references, Code compliance– After the review—getting the Architect to

incorporate comments into sets!– Reviews when plans are at DSA are only

coordination efforts…not constructability (too late for that).

Continuous Document Quality Reviews

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• Managing Architects– Contractual requirement to meet schedule– Architect must help create, buy off on schedule

• Focus on DSA review period—the #1 constraint

• Maintain Bid timeline– Understand Construction community – Bid late winter, early spring for work in summer– But…Never rush incomplete drawings out to bid!!!!

• The Responsive District– Critical in maintaining schedule for design– Single point of contact– Ability to respond quickly with decision

Maintain the Design Schedule School Construction

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So who volunteers to get this

project approved at

DSA?

Using Core Values In Your Construction Program

Mark KelleyMiller Brown & Dannis

• What does the District value as the result(s) of its construction program?

• Develop approaches to the program based on those values

• Assess all challenges and results against those Core Values

• Reality-based positions/negotiations, not emotion (including fear) based

What Are Core Values? School Construction

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• Need to comply with laws governing public contracting

• Assume that money and time are limited

• There is always a tension between cost/time/quality

Context for Core Values School Construction

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• “Best quality, least time, under budget”• “The most important factor is our budget

- we don’t have any more money”• “If we have another construction claim,

the press/public/Board will kill us!”• We absolutely must have the buildings

open for the start of the school year”

Examples of Core Values School Construction

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• “I want to put that #%?!@ contractor out of business!”

• “This architect has always been the District’s architect”

• “We need to be on the cutting edge of public contracting”

Examples of Non-Core Values

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• Take the emotion out of negotiations, disputes, changes

• Reduce risk of bad results• Take care of what is important, and

be able to judge what is not

Why Apply Core Values Approach?

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• How would you define “success” in your Program?

• What are the most important values?• What are the most serious issues

facing the Program?• If you could change one thing going

into the Program, what would it be?

Developing the District’s Core Values

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• Continued business relations with the contractor?

• With the Architect?• Good relations with the Board?

– Need their buy-in on Core Values

Examples Defining Success:

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• Professional contracts (developing approach to negotiations)– Terms applicable to those professionals’

performance– Terms they will help you apply to the

contractor(s)• Construction contracts (front-end

documents for bid contracts)• There always will be a tension

between competing needs

Applying Core Values School Construction

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• If time is most important:– High liquidated damages (but may

reduce bidding pool)– High responsibility on CM to monitor

schedule (increased fee)– High responsibility on Architect to verify

conditions (increased fee)

Applying Core Values (cont.)

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• If cost is most important:– High responsibility on CM/Architect to

estimate (fee)– Keep right to redesign and rebid without

additional cost (fee; delay)– Deductive alternates in bids (may reduce

bidding pool; bidding problems)

Applying Core Values (cont.)

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• Define your and the Board’s Core Values early

• Your documents need to reflect those values

• Negotiations, even claim negotiations, should be based on those values

Conclusion School Construction

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