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THE SCHOOL BOARD OF BROWARD COUNTY, FLORIDAOFFICE OF THE SUPERINTENDENT
THURSDAY, DECEMBER 17, 2020 10:00 AM Kathleen C. Wright Building
600 Southeast Third Avenue, Board RoomFort Lauderdale, Florida 33301
(Special School Board Meeting - Workshop)
AGENDA FOR SPECIAL SCHOOL BOARD MEETING
SPECIAL SCHOOL BOARD MEETINGS CAN BE VIEWED VIA LIVE STREAM OVER THEINTERNET ON THE SCHOOL DISTRICT'S WEBSITE (www.browardschools.com).
This advertised Special School Board Meeting - Workshop will be held with Board Members beingphysically present and via electronic communication. The meeting will also be live streamed. Due to theGovernor’s Executive Order 20-193, public comments will be accepted on all agenda items in thefollowing manner: Any person may present live comments by attending the KC Wright AdministrationBuilding’s Board Room at 600 Southeast Third Avenue, Fort Lauderdale, FL 33301. In accordance withthe Centers for Disease Control and Prevention (CDC) guidelines each person will be required to wear aface covering for their nose and mouth (individuals are responsible for providing their own mask) andremain at least six (6) feet from other attendees upon arrival as they enter the KCW Building and untilhis/her departure. An online portal has also been developed to provide public comments to any ofthe agenda items for this scheduled Special School Board Meeting - Workshop by accessing thefollowing link: https://bit.ly/3oDLP3x. Anonymous comments will not be accepted; therefore, eachwritten comment must include the person's name and address. Pursuant to School Board Policy 1100A,in the event a large group of individuals (more than twenty (20) sign-up to speak on one agenda item,the Board Chair has the authority to adjust the time limit for each speaker to speak less than the three(3) minutes (which is approximately 400 words) usually permitted, and/or limit the overall timespeakers will be heard on that item.
NOTICE: With Board approval, the actual start time for these topics may vary up to an hour ormore depending on the nature of the items and the length of the Board discussions and publiccomments.
PRELIMINARY INFORMATION
These are working documents in draft form and subject to change. Topics are for discussionpurposes only and will not be voted on at the workshop. The times for items on the agenda areonly estimates. The actual start times for these topics may vary up to an hour or more dependingon the nature of the items and the length of the board discussions and public comments.Workshop meetings can be viewed via live stream over the internet on the school district'swebsite (www.browardschools.com). Public speakers will be permitted three (3) minutes each toaddress a topic at the conclusion of board members' discussion on the topic.
CALL TO ORDER
Special School Board Meeting December 17, 2020
1
1. State of the SMART ProgramState of the SMART Program and Path Forward.
PPT Presentation - BCPS- StateoftheSMARTProgram-PathForward-FINAL.pdf
PLEDGE OF ALLEGIANCE TO THE FLAG OF THE UNITED STATES OF AMERICA
ADDED / CHANGED ITEMS
CLOSE AGENDA
PURPOSE OF MEETING
For The School Board of Broward County, Florida to conduct official business of the District, andany other items the Board deems necessary.
SUPERINTENDENT'S RECOMMENDATION(S)
ADJOURNMENT
PURSUANT TO FLORIDA STATUTE 286.0105: Any person who decides to appeal any decisionmade at a meeting(s) announced in this notice with respect to any matter considered at such meeting(s)will need a record of the proceedings and for such purpose may need to ensure that a verbatim record ofthe proceedings is made, which record includes the testimony and evidence upon which the appeal is tobe based.
PURSUANT TO FLORIDA STATUTE 120.54(5)(b)2: Telephone conferencing or othertelecommunications media technology may be used in the conduct of this meeting to permit absentmembers of the Board or committee to participate and to be heard by those persons in attendance at thenoticed location of the meeting.
Individuals with disabilities requesting accommodations under the Americans with Disabilities ActAmendments Act of 2008, (ADAAA) may call Equal Educational Opportunities/ADA ComplianceDepartment at (754) 321-2150 or Teletype Machine TTY (754) 321-2158.
Special School Board Meeting December 17, 2020
2
ORIGINALStatus:
2020-12-17 Special School Board MeetingCATEGORY: Superintendent's Recommendation
DEPARTMENT: Capital Program
THE SCHOOL BOARD OF BROWARD COUNTY, FLORIDA
Agenda Item Number: 1.
Consent or Open Item: Consent
Special Order: NO
Time for Special Order:
TITLE: State of the SMART ProgramREQUESTEDACTION:
State of the SMART Program and Path Forward.
N/A N/AIs approval of this agenda item required to implement a tactic included within an initiative of the strategic plan? NOWill the implementation of this item have a direct impact on one of the 2024 Strategic Plan Primary Metrics? NO
If YES, identify the primary metric and include the corresponding figures in thetable below.
Primary Goal & Metric:
Level Baseline 2024 Target Most Current
Also identify any secondary metrics utilized to evaluate the success of thisitem/initiative.
Metric Baseline Target
If NO, outline below how staffintends to evaluate thesuccess/impact of this
item/initiative.
Was this item previously presented to the School Board? NOBACKGROUND, SUMMARY EXPLANATION, AND HISTORY OF ITEM
RELATED ITEMS
EXHIBITSPPT-BLDG Rplcmnt -Dania ES
STRATEGIC ALIGNMENTWhich strategic initiative(s) best aligns to this item?
3
1.2.
Are additional funds required in relation to the approval of this item? NOIf YES, How much additional funding is necessary to implement this item?If NO, How much existng funding will be spent to implement this item?
SOURCE OF FUNDS:
Is additional spend authority required for this item? NOIf YES, How much additional spending authority is necessary to implement this item?
Is additional staff required in relation to the implementation of this item? NO
BOARD ACTION:(For Official School Board Records Only) Phone: 754-321-1515
Name: Shelley M. Meloni Dir PreC…
Phone: 754-321-4850
Name: Kathleen Langan Dir AECO…
SOURCE OF ADDITIONAL INFORMATION
Frank Girardi, Executive Director, Office of Facilities &Construction
Approved inOpen BoardMeeting On:
Electronic SignatureForm $4189 Revised 1/20RWR/JSM
School Board ChairBy:
DEPENDENCIES:Outline critical dependencies that are associated with successful implementation of this item/initiative.
RESOURCES REQUIREDBudget
Spending Authority
Staffing
If YES, identify the number of additional positions and the estimated costs for the additional staff.No. Cost
THE SCHOOL BOARD OF BROWARD COUNTY, FLORIDASenior Leader & Title
Signature
4
TABLE OF CONTENTS
1 PROGRAM ASSESSMENT
METHODOLOGY
DATA ANALYSIS
STAKEHOLDER COORDINATION
CONTRACTOR FEEDBACK
ORGANIZATIONAL OBSERVATIONS
KEY FINDINGS
PROCESS METRICS
NUMBERS AT TRANSITION
NUMBERS TODAY
2
SCHEDULE RESET
2018 MILESTONE SCHEDULE OVERVIEW
2018 AS-BUILT HISTOGRAM
2020 ADJUSTMENTS
RESOURCES
FINANCIAL IMPACT
3
ROOFING PROJECTS
BY THE NUMBERS
IMPACT OF MECHANICAL EQUIPMENT
IMPROVEMENT EFFORTS
4
BUSINESS RELATIONS
INDUSTRY STANDARDS
CLIENT OF CHOICE
5
CHANGE MANAGEMENT
POTENTIAL EXPOSURE
FINANCIAL AUTHORITY
CONTRACTS
6
DATA & TECHNOLOGY
DATABASE INCONSISTENCIES
E-BUILDER
QUALITY OF INFORMATION
STREAMLINING COMMUNICATIONS
7
LONG TERM CAPITAL IMPROVEMENT
OVERVIEW
BEST PRACTICES
8
NEXT STEPS
SUMMARY OF ACTIONABLE NEXT STEPS
9
STATE OF THESMART PROGRAM
6
4
PROGRAM ASSESSMENT METHODOLOGY
PROGRAM MANAGER
OWNER’S REPRESENTATIVE (PMOR)
WORK SESSIONS TO MAP PROCESSES
VALIDATION OF AVAILABLE DATA
INVESTIGATION INTO DISCREPANCIES
ANALYSIS OF PROGRAM REPORTING
INTERNAL COORDINATION
8
5
2018 Schedule and Trends
Risk Analysis Exposure at Project Level
Standard Operating Procedures
Available Technology
Organizational Structure
e-Builder Processes and Data Mapping
CBRE/Heery Database Data Mapping
Contracts (ITB, CMAR, and PSA)
Project Charters
Communication Plan
REVIEWED: ASSESSED FOR:
QUALITY
INTEGRITY
GAPS IN AVAILABILITY
Reliability of data (data must be complete,
unique, valid, timely and consistent)
Complete, accurate, consistent, integrated
and in context to the data sets as a whole
Locating gaps in data sets needed to manage
day-to-day operations for a program of this
size and scale
PROGRAM ASSESSMENT DATA ANALYSIS
DATA
ANALYSIS
9
6
PROGRAM ASSESSMENT COLLABORATION
STAKEHOLDER
COLLABORATION
Design Professionals & Contractors
Office of Capital Programs
Physical Plant Operations
Procurement & Warehousing Services
Econ Dev & Diversity Compliance
Building Department
Building Department - Roofing
Fire Department - Life Safety
Environmental Health & Safety
Portfolio Services
Safety & Security
Academic Programming
Food & Nutrition Services
Audit Department
Capital Budgets
Superintendent
School Principals
C.P.C.M (Program Controls)
10
7
DISTRICT DESIGN AND MATERIALS STANDARDS (MASTER SPECIFICATIONS)
PROGRAM ASSESSMENT DESIGN STANDARDS
AECOM has reviewed the SBBC Architectural Design Standards, and has found them to appropriately
reflect the standards and equipment desired, providing the appropriate balance of:
CYCLE COSTING
QUALITY
DURABILITY
CONSISTENCY
11
8
INTERVIEWS WITH CONTRACTORS & ARCHITECTS HAVE REVEALED KEY ISSUES:
Markups and delays processing change orders
Payments delayed for 6+ months
Differing site condition delays
Inspectors interpreting code in the field
Approval for 1-5% retention reductions
Poorly defined project scope
Project managers lacking experience
Failure to identify key assumptions
Fear of back-charges
Confusion regarding scope at all levels
PROGRAM ASSESSMENT CONTRACTOR FEEDBACK
CONTRACTORS ARCHITECTS
12
9
NEGATIVE ACCOUNTABILITY
Interrogatory style of communication
Lack of trust prominent feature of meetings
Defending every action allows little time to improve
More reactive than proactive
Lack of trust causes lack of decisions
Fear of backlash leads to avoidance of difficult topics
Difficult circumstances lead to fault-finding
Audit-focused committees
POSITIVE ACCOUNTABILITY
Exploratory style of communication
Problem-solving prominent feature of meetings
Learning from mistakes allows for effective change
Collaboration and integration starts at the top
Thorough hiring processes allow for confidence/trust
Transparent and timely identification of issues
Difficult circumstances lead to greater efforts
Advisory-focused committees
PROGRAM ASSESSMENT ORGANIZATIONAL OBSERVATIONS
13
10
INEFFICIENCIESAND OUTDATED
PROCESSES/POLICIES
STRUCTURAL AND ORGANIZATIONAL
MISALIGNMENT
+
• Systemic scheduling failures
• Breakdowns in change & risk management
• Disproportionate controls with little purpose or value
• Lack of technology integration and utilization
• Data and reporting inaccuracies
• Compromised relations/perception with Business Community
• Modifications in contract language: PSA, CMAR, ITB
• Organizational culture of suspicion and lack of trust
• Untenable volume of inquiries from advisory boards and committees
• Lacking efficiency and structure in District organization
• Need for updated long term capital plan
PROGRAM ASSESSMENT KEY FINDINGS
14
12
PROCESS METRICS AT TRANSITION
PROJECT
PLANNINGHIRE
DESIGNER
DESIGN
PROJECT
HIRE
CONTRACTOR
ACTIVE
CONSTRUCTION
CONSTRUCTION
CLOSEOUT
COMPLETE60
COMPLETE72 89 16
DATA THROUGH AUGUST 2020
16
13
PROCESS METRICS TODAY
PROJECT
PLANNINGHIRE
DESIGNER
DESIGN
PROJECT
HIRE
CONTRACTOR
ACTIVE
CONSTRUCTION
CONSTRUCTION
CLOSEOUT
COMPLETE56
COMPLETE57 103 21
60 72 89 16
DATA THROUGH AUGUST 2020
DATA THROUGH NOVEMBER 2020
17
15
2018 RE-BASELINE SCHEDULE
PROJECTIONS & RESOURCES
PROJECTED PROJECT COMPLETION:
Majority of projects in 2022
A select number of projects in early 2023
SCHEDULE RESET 2018 MILESTONE BASELINE OVERVIEW
PROJECT MANAGER RESPONSIBILITIES:
Assigned design projects
Manage 10-11 projects in construction
RESOURCE BASIS:
24 Project Managers
12 Assistant Project Managers
2018
19
16
The Histogram shows 182 projects in
construction at the peak in February 2021
2021 CONSTRUCTION BOTTLENECK
SCHEDULE RESET 2018 AS-BUILT HISTOGRAM
2018 BASELINE
MILESTONE SCHEDULE
STATISTICALLY IMPROBABLE
Probability of completing all construction
by 2022 would be highly unlikely
20
18
SCHEDULE RESET RESOURCES
AECOM’S 2020 RESET
Level of resourcing represents each Project Manager managing 8 projects in construction
COST-EFFECTIVE SCALEABLE STAFFING ACCORDING
TO VOLUME OF WORK IN THE PROGRAM
8 PROJECTS IN CONSTRUCTION
1 PROJECT MANAGER
LOOK AHEAD
22
19
SCHEDULE RESET FINANCIAL IMPACT
FINANCIAL IMPACT
Estimate of program cost impact from schedule change (above current Risk Assessment)
EXTENDED
TIMELINE
END OF 2025
ESTIMATED
INFLATION
3.5%
TO-GO
INFLATION
~$30.2M
INFLATION INCLUDED IN
CURRENT RISK ASSESSMENT
$20M of Inflation
ADDITIONAL IMPACT OF INFLATION
~$10.2M
23
21
ROOFING BY THE NUMBERS
REALITY CHECKS
COMPLETE
108
BUILDINGS
1336
CAMPUSES
221
BUILDINGS
COMPLETE
87RE-ROOFING
PROJECTS
1303
BUILDINGS
IN PROGRESS
113
25
22
SCHOOL DISTRICT # BUILDINGS # ROOFS # UNITS ORDER OF MAGNITUDE IN SCOPE Y/N
NORTH FORK ES 5 10 8 21 $661,631 N
LAUDERHILL PAUL TURNER ES 5 6 5 18 $567,113 N
PEMBROKE PINES ES 1 5 4 3 $97,778 N
BROADVIEW ES 4 7 3 17 $554,076 N
JP TARAVELLA HS 4 8 2 1 $35,425 N
NORTH FORK ESJP TARAVELLA HS PEMBROKE PINES ES LAUDERHILL PAUL TURNER ES
ROOFING IMPACT OF MECHANICAL EQUIPMENT
Rooftop assessments must be updated District-wide to account for critical work that needs to occur in order to allow many roofing projects to be completed
26
23
ROOFING IMPROVEMENT EFFORTS
ROOFING TEAM FOCUSED ONLY ON ROOFING & REPORTS TO SR. PROGRAM DIRECTOR
• Performs Roof Reality Checks and
inspection of mechanical equipment
• Manages the design plan reviews and sub-permit process
• Validates that architects and engineer of record perform roofing site visits
• Schedules meetings with architects,
engineers, & BD for plan reviews
• Micro-manages contractor submittal
schedules
• Reviews and negotiates any Change
Orders costs & presents them to the
Roof Reality Committee
Highly Qualified Design and Construction Professionals with BCPS Experience
Project Manager
Assistant Project Manager
Cost Estimator/Budget Control Manager (¼-Time) 1
1
1
2
TO OVERCOME CHALLENGES IN ROOFING IMPROVEMENTS:
27
24
ROOFER TRAINING & SUPPORT
Weekly Sub-Permit Meeting in collaboration with Building Department
Enhanced contract requirements to further develop plans at the 50% design submission
Qualify contractors that can bid roofing projects to GC’s and CMAR’s
Develop a training program for small business to increase local roofing market
Develop separate roofing schedule linked to the master project milestone schedule – tracking by buildings
TIMING SAFEGUARDS
TO OVERCOME CHALLENGES IN ROOFING IMPROVEMENTS:
ROOFING IMPROVEMENT EFFORTS
28
26
BUSINESS RELATIONS CLIENT OF CHOICE
In establishing this program, the District
must be a client of choice for design professionals and contractors in the
South Florida construction market
BECOMING A CLIENT OF CHOICE 1) The implementation of clear and thorough procedures for each
phase of project delivery
2) Consistent and fair implementation of the procedures
3) Supporting district staff efforts in developing, managing and
maintaining qualified pools of vendors
4) Timely review of invoicing for all vendors
5) Developing working relationships with the design and construction
providers in the South Florida market that are predicated upon
respect and trust, that support the free flow of ideas and
innovation, and that consistently demonstrate to design
professionals and contractors that their ideas and concerns will
not only be heard but addressed in a mutually beneficial manner
6) Facilitating problem-solving and decision-making among design
and construction entities in an impartial and goal-driven manner
7) Fostering a collaborative environment between design
professionals, contractors, and key stakeholder departments
30
27
Defining a minimum level required in the
performance of professional duties
PROFESSIONAL STANDARD OF CARE
OMISSIONS
DESIGN ERRORS
Betterment of Value-Added Change Orders
5 to 8 % of construction costs associated with
design errors without penalty
.04% (9% FROM DESIGN ERRORS)BCPS TRENDS:
BUSINESS RELATIONS INDUSTRY STANDARDS
Burden either party unreasonably
CONTRACT AGREEMENTS
Ensure a level of accountability
INDUSTRY STANDARDS CONTRACT INDUSTRY STANDARDS
BCPS TRENDS:200+ days
$2,509,524
$592,038,464
.42%.
CURRENT APPROVED COSTS
CONSTRUCTION COSTSDELAY TRENDS
RESULTING PERCENTAGE
8-14% of Capital Construction projects
AVERAGE CHANGE ORDERS (CO)
SHOULD:
SHOULD NOT:
31
29
CHANGE MANAGEMENT POTENTIAL EXPOSURE
DESCRIPTION TEAM 1 TEAM 2 TEAM 3 TEAM 4 TEAM 5
AMENDMENTS $500,000 $165,490 $955,386 $955,384 $141,501
POTENTIAL COs $1,212,482 $777,135 $1,253,783 $4,110,582 $2,910,550
CONTRACTS $42,792,255 $79,600,000 $145,916,007 $147,755,432 $159,106,192
# OF SCHOOLS 18 15 46 15 33
POTENTIAL FINANCIAL EXPOSURE NOT CURRENTLY TRACKED IN e-BUILDER
33
30
ITEM VALUE APPROVED BY
INDIVIDUAL
CHANGE ORDERVALUE
ALL Contracts
≤ $250K Superintendent(or t heir Des ignee)
> $250K School Board
CUMULATIVE
CHANGE ORDERTOTAL
≤ $6MCont ract Size
≤ 10%of Cont ract Value
Superintendent(or t heir Des ignee)
> 10%of Cont ract Value
School Board
> $6MCont ract Size
≤ 10% of Cont ract Value
Superintendent(or t heir Des ignee)
> 10%of Cont ract Value
School Board
CHANGE MANAGEMENT APPROVALS
CHANGE MANAGEMENT FINANCIAL AUTHORITY
34
31
CHANGE MANAGEMENT CONTRACTS
ITEM VALUE APPROVED BY
DESIGN
PSA RFQ(Approval to Advertise)
ALL( if no mat erial change t o contract form)
Superintendent(or t heir Des ignee)
PSA Approval≤ $1M Superintendent
(or t heir Des ignee)
> $1M School Board
PSA Amendment≤ $100K Superintendent
(or t heir Des ignee)
> $100K School Board
CONSTRUCTION
(HARD BID)
Invitation to Bid(Approval for Advertise)
ALL( if no mat erial change t o contract form)
Superintendent(or t heir Des ignee)
Contract Approval≤ $5M Superintendent
(or t heir Des ignee)
> $5M School Board
CMAR
CMAR RFQ(Approval to Advertise)
ALL( if no mat erial change t o contract form)
Superintendent(or t heir Des ignee)
Base Contract Approval ALL Superintendent(or t heir Des ignee)
GMP≤ $1M Superintendent
(or t heir Des ignee)
> $1M School Board
CSMP Task Order( I s sue)
≤ $4M Superintendent(or t heir Des ignee)
* If an increase to project funding is needed, School Board approval will be required.
CONTRACT MANAGEMENT
35
33
DATA & TECHNOLOGY DATABASE INCONSISTENCIES
BUILDING DEPARTMENT ISS
CAPITAL & BUDGET SAP
PPO Maximo
PWS Ariba
SMART e-Builder
Microsoft AccessP6
INCONSISTENT DEPARTMENT SOFTWARE
Integrated
SynchronizedCentralized
Transparent
Efficient
Manual
UncoordinatedDrains resources
Time spent validating info
37
34
OPTIMIZED STATECURRENT STATE
Data repository
Manual processes to pull
data and create reports
Reports can’t happen
instantaneously
Data interaction
Automatically analyze
data and pull reports
Reports always up-to-date
DATA & TECHNOLOGY E-BUILDER
38
35
OPTIMIZED STATECURRENT STATE
Account Level
Bi-Weekly Imports:
Accounting data
available after the fact
Manual updates to P6
Then pushed to e-Builder
Project Level
Daily Imports:
Project management data
available in-progress
Project Manager updates data
directly in e-Builder
Project Controller uploads to P6
ROLES
COST DATA
SCHEDULE INTEGRATION DATA
DATA & TECHNOLOGY E-BUILDER
39
36
DATA & TECHNOLOGY QUALITY OF INFORMATION
BRIDGE THE GAP BETWEEN
Requirements to move toward timely, transparent, and clear program data that is automated and up-to-date:
SBBC support for departments to buy in to
e-Builder as a system of record
Willing interdepartmental participation
Investment into the e-Builder process
enhancements (PCO, SOV, etc.)
“HAPPENED” & “HAPPENING”
40
37
DATA & TECHNOLOGY STREAMLINING COMMUNICATIONS
AECOM DASHBOARD GENERAL PUBLIC
BOC
ORGANIZATIONS / COMMITTEES
BCPSSMARTFUTURES.COM
QUARTERLY REPORTSINGLE SOURCE
OF QUALITY
INFORMATION
CONSISTENT REPORTING ACROSS COMMITTEES & PLATFORMS
41
39
LONG-TERM CAPITAL IMPROVEMENT PROGRAM (CIP)
CAPITAL IMPROVEMENT PLAN DEVELOPMENT (MILESTONES)
Current enrollment and projections
Facility conditions and needs
Facility capacity and utilization
Vacant facility information
Castaldi data
FOCUSED ON EDUCATIONAL OUTCOMES PROJECT TYPES:
Replacements
Modernizat ions
Small Capital Construction
Labor
IT
New Init iatives
43
40
LONG-TERM CAPITAL IMPROVEMENT PROGRAM (CIP)
CAPITAL IMPROVEMENT PLAN DEVELOPMENT (MILESTONES)
• Rank schools by priority(consistently updating Facilit ies Assessments)
• Identify swing space
• Develop a cost estimate, disaggregated per project
• Ensure that cost estimates fit within the allocated budget for their respective fiscal years
FOR MODERNIZATIONS:
• Building maintenance work order data from PPO system
• Reports from roofing inspections
• Reports from updated Facility Condition Assessments (FCAs)
• Site v isits to schools with school administration
• Getting insight from the end-users to establish trust from a central
office/school-based level
FOR SMALL CAPITAL STABILIZATION PROJECTS:
HOW COSTS ARE ESTIMATED:
A site-specific educational specification (Ed Spec) and Program Document is developed for the future of each school, utilizing:
District’s Enrollment Projections
District Wide Educational Specifications
District Wide Design Standards
Material Standards
Calculate in today’s dollar the hard cost of the demolition, renovation, and new construction per square foot
Hard cost is escalated to the mid-point of construction
Year 1: 10% For Design Year 2: 50% For Construction Year 3: Remaining 40%
A soft cost percentage for design, permits, and site is added
Separate the funds over the three years:
44
42
ESTABLISH QUARTERY REPORT AS THE SINGLE SOURCE OF
REPORTING FOR BOC, FTF, AND ALL OTHER PARTIES TO
INCREASE EFFICIENCY AND CONSISTENCY
MODIFY STORED MATERIALS PROVISION ALLOWING
CONTRACTORS TO PURCHASE AND INVOICE BEYOND 30 DAYS
AUTHORIZE USE OF THE PROGRAM MANAGER’S
CONTINGENCY FOR STAFFING NEEDS, APMs, MEP ASSESSMENT
STAFFING, LONG TERM CAPITAL PROGRAMING, ETC.
CONSIDER ESTABLISHING AN UPDATED POLICY ON LONG
TERM CAPITAL IMPROVEMENT PLANNING
ESTABLISH DISCIPLINE-SPECIFIC BUSINESS COMMITTEES
ADDRESS PROCESS/POLICY IMPROVEMENTS
IMPLEMENT SUGGESTED E-BUILDER PROCESSES
INCREASE SUPERINTENDENT C.O. APPROVAL THRESHOLDS
ADJUST INTERNAL REQUIREMENTS FOR NOTICE TO PROCEED
(NTP) ISSUANCE
• Add Div isional Breakdown to bid forms• Accept milestone schedule for Notice To Proceed (NTP)• Require detailed CPM & Schedule of Values (SOV) within 45 days
SUMMARY OF ACTIONABLE NEXT STEPS
PERFORM RECONCILIATION OF ORIGINAL FACILITY
ASSESSMENT, AND MAPPS TO ACTUALS OF THE PROGRAM
EVALUATE AND MODIFY PRE-QUALIFICATION PROCESS FOR
A/E’S, CONTRACTORS, AND ROOFING CONTRACTORS
DEVELOP A MENTOR PROTÉGÉ PROGRAM FOR ROOFING
46
The School Board of Broward County Florida
Dr. Rosalind Osgood, Chair
Laurie Rich Levinson, V ice Chair
Lori Alhadeff
Patricia Good
Debra Hixon
Donna P. Korn
Sarah Leonardi
Ann Murray
Nora Rupert
Robert W. Runcie, Superintendent of Schools The School Board of Broward County, Florida, prohibits any policy or procedure which results in discrimination on the basis of age, color, disability, genderidentity, gender expression, genetic information, marital status, national origin, race, religion, sex or sexual orientation. The School Board also provides equalaccess to the Boy Scouts and other designated youth groups. Individuals who wish to file a discrimination and/or harassment complaint may call the Director,Equal Educational Opportunities/ADA Compliance Department & District's Equity Coordinator/Title IX at 754-321-2150 or Teletype Machine (TTY) 754-321-2158.
Individuals with disabilities requesting accommodations under the Americans with Disabilities Act Amendments Act of 2008 (ADAAA), may call EqualEducational Opportunities/ADA Compliance Department at 754-321-2150 or Teletype Machine (TYY) 754-321-2158
47