I call to order uh the subcommittee for pre-qualification of the Shaker Lane School Committee of the Shaker Lane Building School uh committee. Uh it is 4:34 on Monday, December 15th. Uh,
can I get a motion to approve the December 2nd minutes? >> So moved. >> Second. >> Perfect. All those in favor? >> I. >> All right. Motion carries. Uh, with that, turn over to Peter. >> Thank you, Mr. Chairman. Um, good evening everybody. Thanks again, Consley
team, for being here this evening to present um your you know your your services to the pre-qualification committee for the construction manager at risk on the Ker Lane Elementary School project. So in front of you are the five members of of the
pre-qualification committee. Uh as I may have mentioned earlier, we're looking for a 50-minut process here. 25 minute presentation, 20 minutes of questions and answers, then a fivem minute closing remarks. Again, we can massage those
states on the minutes of back and forth, but we're trying to stay for a 50-minute. So, at this point, I'm going to turn it over to the contiguity team and go ahead and go about your presentation. Thank you. >> Okay. Um, I'll start. Uh, my name is
Anthony Conigley. I'm the president Consley Construction. Uh first off, thank you being here tonight. This is an exciting opportunity and and you know, one that we're really thrilled to talk about. I'm going to talk for two brief minutes and then turn it over to the team for introductions, get into this
presentation. Um my role on the project, both me and my brother, the company, it's our name above the door. So, we're very involved in the work we do. We're on site all the time. We're available for any meetings. you know, we're there to ensure basically that this project
and process goes exceptionally well. It's something you're really proud of at the end of the day. You all want we all want to work together again. Um it's just a great great experience. Um, Peter, just four quick reasons as to why
there's more people up there. >> We've obviously done public school projects, K through2 projects particularly in this in this area. So, um, a lot of successful job. This team though happens to be our one of our best teams when it comes to this
type of project. especially uh you know KP2 and Elmen and um you know it's a seasoned team. You'll see they've all worked together before very similar jobs uh while at city so we can get up and running really really quickly
here. Um secondly is that uh this team in particular is really good at neighborhood relationship here from some of their other schools. Uh we assimilate into communities like this really easily. We understand what's important. We want to be friends with uh the
neighbors um friends in the community. We're gonna we're speak to that. Um you know, we we live in these communities as well. We all live pretty much within 30 minutes of of project site. So that's going to be important. Um third is that
we're very big as a company into energy sustainability and and getting involved in the operations of energy. It's a sub subsidiary company that we have that really specializes in
energy optimization. Um, and it's something that we feel we can add a lot of value in given how sustainability is so important. Um, you know, lastly, I would say I feel that we're second to none when it comes
to bring instruction for K through 12 schools. Something that we perfected over the years, we're really proud of. So, when it comes to like talking about scope and um and managing it to your budget and making sure that we're putting the money to the right areas and
and really taking care of your dollars as if they were our own dollars, um that's something we feel we're very good at and and we'll spend a lot of you'll feel it's an efficient process, not an iterative process where we're going back and forth all the stuff. you
know, I this is an important project for us, which is why we're putting one of our best teams on it. Um it's it's local. Um it's a good size. This is really a big job. You know, we we see it as a big job. Um you know, this team is
available. Um the town has a a history of successful projects. Um you know, and and lastly, most importantly, we really enjoy these types of jobs. seeing kids come in for the first time for school is is why we got in this business to begin
with. So you'll see all that hopefully come through in the interview, but that's why we wanted to and be a part. So Jody, so I'm Jon Star. I would be the project executive. I would lead the team from day one of the construction all the way
through closeout. I've been with Conigi for over 22 years. In that time, I've spent the majority of that in the 149A cage model environment and I've built seven elementary schools. I'm Christy Lions. I'm pre-construction executive
and I will really be leading the charge for all things pre-onstruction. Um, this is what I do. I specialize in the chapter 149 K through 12 world. So I will be guiding the the decision-m to to ensure that you as the committee are making informed decisions um and working
very closely with this team to ensure that we are setting up the project for success. Um, I've worked with this entire team before, um, including Peter, your your OPM. So, there's no lesson, there's no learning curve as we bring, you know, our best practices to.
>> Hi, good evening. My name is Rachel Woodmore. I will be your senior project manager. U, my role is to be your first line of defense for both cost management and risk management throughout the construction. Um, I've been in the industry for 20 years. The last 10 of those have been with Configi with a
focus on school instruction. >> Hi, I'm Farco. I'll be the senior project superintendent. Um I've been with Conigi for 11 years. Uh nine of which has been spent building schools. Um I'll be managing dayto-day boot on the ground on every day managing schedule, safety, logistics. Um I will
also be principal Kane and her team um point of contact right for coordination um between the instruction site and the school. So, we know we have a short time with you today. So, I mean there are others we would have loved to bring, but what we thought we would do today is keep it to this group that you would be spending
the most time with over the next four years. So, with that, we want to get right into this guy. >> First thing we want to talk about is we've learned about this project. We spent a bunch of time analyzing the schedule. We do think that your baseline is absolutely feasible. Um there is some
risk, but we think there's more opportunity if we can start talking about early release packages. Um we'd like to do a set off of the 90% CDs. Um and that's not something that we is uncommon to us. We execute early release packages on every school project. Um
that early release package will allow us to mobilize in June of 2027 versus November of 2027. Um, we think that will limit the impact to the students, teachers, and staff to allow us to mobilize during the summer while they're not there. Um, we also think that that
opportunity allows us to potentially finish 2 months early. That would extend the move in, the commissioning, and the turnover process in the summer of 2029. Um the one risk that we did want to highlight um just based on planting schedules um we do see that the fields
maybe will need to linger into spring of 2030. Um so that's really the only risk that we saw with between the baseline and the considered schedule. >> One thing to add on to that um us finishing in spring so April May of of 29 um allows us to to show the students,
the faculty, the staff the school right prior to them going on summer break for 2029. um you know change can be challenging for people especially uh little kids right so we feel that uh allowing them to tour the school see the facility before they come in you know not be scared of hey where's my classroom where's where are the
bathrooms things like that right it'll ease a lot of the anxieties um that the students have but also as well the parents and the teachers so we think there's a huge benefit there so now I'm going to take you through the life cycle of the project um through this in through this uh uh logistics
plan that our in-house BDC team put together. Um, a couple things to note here, um, is I have two very young kids, uh, two, one of which will be in kindergarten in the next 2 years. Um, so while building this plan, while building this logistics plan, I was kind of able to to put myself in his shoes, right,
and kind of see, hey, what's going to be exciting, what's going to be scary, things like that, right? And was able to kind of make safety paramount um, in in doing that. um through things like quy checks, constant communication with the school, we're going to be able to make this a very safe and successful project for for the town of Wilton.
So, first things first, right, mobilization. We show a June mobilization. Uh a couple things to know, and I want to point this out right off the bat. We think our plan is a differentiator because we do not plan on taking the lower field at any point during construction. We feel that we can fit the entire project on the upper
field and keep that baseball field open for students, faculty, and staff throughout the entire duration of construction. Um, that being said, um, we see our fence line. There's a blue area and a red area. The blue fence is actually going to be an 8ft post-driven fence with sound barrier on it. Um, that is a
far more robust assembly. Um, it allows for, uh, noise mitigation. Uh, as you can see, right, we got we have neighbors along here. Um, we go right here. So, we want to minimize sound leaving our site. Um, I've done this very successfully on past projects using this same setup. Um, it works very well. Additionally, you
have the red fence, which will just be a typical 6ft panelized fence with scrim. Um, a fun thing we like to incorporate on school projects though is these things called viewing portals. Um, so we'll put it right about right about there. Uh, all you'll always be able to see the school, you'll be able to see everything going on. Um, but we'll trim it out, make it nice, and students and
teachers can actually see from a safe distance exactly what's happening um on the job. Additionally, uh, I do show an area of some rock over here. Um, that is to get the future access down to finish grade, right? We estimated like 12,000 cubic yards of material to be removed.
Um, couple ways you can take care of that right early and up front, right? You can blast the material um and remove it that way, but you can also mechanically remove it with a hoam and an excavator um and take it out which we have experience uh both methods Rachel and I um from our previous project at Wales.
>> Yeah, like Will said, so we did over a year of blasting and rock removal to construct Walton High. Um, so we are expert in not only the permitting process, um, but also communication that's going to be needed with the neighbors. Um, so we were able to successfully implement text alerts. Um,
we had a project website. Um, and then we also implemented regularly scheduled blasts. Um, so that we weren't disrupting people while they were home working or with their children. Um, this will also help the students. Um, we would love to work with this team though to understand if mechanical rock removal
or blasting is the preferred option. So now we're moving into the geothermal phase. Um as we said before, we feel that we can fit the entire wellfield within the project site, right? So 66 wells 30 ft apart all within our area. Um previously um on my current job now,
we just did a 130 well geothermal field, right? So I understand the system how it comes together. Um it is a very dusty but also muddy operation. It's very loud. Um and it's impactful, right? So, one of the another reason um starting in June is a benefit to the project is we think we can get a good chunk of these
wells drilled before the teachers and students actually come back. Right? That being said, that's a lot of impact that we're reducing to this corner of the building with noise. Uh we can work it so that we're working away from them as well. Um there there's ways to make this as minimally impactful as possible. Additionally, during this first summer,
um you see these lines right here, these are just the the general locations of the future utilities. Uh we like to take advantage of the summer months and just start pulling the stub ups the stubbins into the site. So that way we can connect at correct grade and start working around our site and not be outside the fence line when students come back.
>> And we fully recognize that this is this design is a departure from what was included in the ad alternate at schematic design. But we think that keeping the geothermal within the fence line, not only does it preserve your your baseball field, we don't have to take that over and then ultimately replace it. You're not spending
additional money there. This design is also getting the geothermal well laterals much much closer to your mechanical room. So you're not spending additional money trenching all the way across the site. It keeps it much much closer. Um we have an in-house geothermal well designer. He's a
certified expert. Um and we did an evaluation just looking at some different geothermal options. Um looking at different depths and different number of wells. Uh we also think that there's an opportunity to optimize the energy design and perhaps require less tonnage
and that's based on our experience which means that we think we could achieve the ultimate design to support the energy goals and the new building with 49 wells as opposed to 66 which is almost a million dollars in savings. Um and we
know energy is a really key component. So this is one of the first things in pre-construction that we would want to evaluate and and share with the team for full buy in and approval process really. I also want to highlight the IRA which
is another key component of geothermal ensuring that we're getting that inflation reduction act incentive. Um we were one of the first towns to help support ACT and Boxboro and receiving their IRA funds. Um, actually this slide is now outdated because as of today,
this morning, the town of Stonem received a $6 million uh rebate check for their IRA. Um, and Will and I are working with Tri County Regional High School now to help them plan for their their rebate. Um, and really what it comes down to is having a trusted
partner who knows what contracting requirements need to be included in the bid documents to ensure that when you're ready to file after you have CO, we have all the paperwork in place and where there's no more hurdles to ensure that you're getting that cost certainty from pre-construction all the way to close
out and completion. >> So now we enter into the foundation phase, the complete phase. So it's during this phase where we establish the flow of the project. Um, our plan shows us starting in building B. Uh, in building B, you have the cafeteria, the mechanical room, right? The gymnasium, the kitchen, right? All spaces that in
my past experience has proven take the longest, right? They're the most challenging to build. You have a lot of unforeseen in these areas with all the underground scope, right? So, this is something that I want to start and and tackle first. It's what I it's how I built the project among um one thing to note, right? This is construction, so we like to keep things simple, right?
Right. So starting in B building might cause a lot of confusion for people um just because it's not alphab alphabetized. So if there's any opportunity to change B building to A building that would be great. Uh but you know if not we'll make do and I'll just explain it at everyone's orientation that we're not going in alphabetical order.
>> So as we move into steel um one of the things that we'd like to implement that'll make this phase the most successful is our enhanced MEP coordination. Um so this is a process that we do during pre-construction um where we do clash detection ahead of having any of those trade subs on board.
So the benefit which you see on the screen is that we're allow we are able to coordinate um foundation penetrations, we can adjust uh trusses, we can move duct work and that's all ahead of having those trade subs on board. Um that creates a level of cost certainty throughout the project. Um and
it also will help with the accelerated schedule. And Anthony mentioned Arch Energy earlier. So they're a group internally that can buy MEP equipment. HBAC units, switch gear. Um what that does on a trade job like this to Rachel's point of coordinating is we
know what unit we're buying. It's not one out of three. Um we can help the town get the ones that the most comfortable with and then we can assign that from a warranty and ownership standpoint to the trade sub bidder later. So, it helps with that coordination because now we're not
carrying allowances to maybe have to add something depending on what the trade bidder um ends up purchasing. Um, and also we save, you know, anywhere from 10 to 30 weeks on the job, making sure that that equipment um is here when we need it.
As we progress into the facade, um, one thing we would like to take advantage of is a full-size mockup. Um, the facade is one of the most complex systems, right? there's six, seven, eight trades at any time that have to all coordinate. Um, the full-size mockup is an opportunity for us to confirm that the materials are
all compatible, but also evaluate laps, terminations, and make sure those details all work. Um, on the screen here, you'll see that this is a handout that we create for all of our mockup. Um, and this is something that we can hand out to the trades as they come on board so that it's setting a level of
expectation um, and quality throughout the project. This is also our first opportunity where we can do a performance test. Um that performance test is critical to not only confirm the success of this construction, but also as we step towards a full full building
blower test. Um that is one thing we'll need for this enhanced uh stretch energy code. >> This handout is one that Rachel and I put together for our WM high school project. So this is an exact, you know, and true example of what we did. So, uh, summer 2028, um, our goal for
this summer is to install the permanent leech field, um, while the kids are out. Um, that being said, right, before I turn the building over to you in 2029, I need to be able to flush a toilet, right? I need to be able to do those types of things. Um, in doing so, right, we can install the permanent system over the summer um, and get that to happen
for CO in 29. Um, I do understand that the school has summer programs from the walkthrough and things like that, right? So, we've established this logistics plan to accommodate that, right? not full parking, but parking. Um, and we can coordinate with principal Kane for for whatever those needs are. Um, one thing to note, right, I I do feel that
this is a benefit to the project. Um, we can certainly do a temporary sewer system, right? We can do something temporary to turn the building over to you and then put this in in 29, but that's unnecessary dollars we're spending into something that isn't going into your new building, right? When this summer, we can take care of this, put it in, and then be done with it, have your
parking lot in, and and everything is put back together for school in 2028. During the fit out phase, one thing we'd like to take advantage of is modeling um either a typical classroom or a mechanical space. This allows the teachers or the facility staff as the
end users to really understand the fit and functionality of their space before they get to step inside. Um will and I would also host pores right off hours. We can bring the teachers in so they can start seeing their classrooms as it progresses. Um, and then finally, what
we'd love to do is model this space through a first graders's perspective. Um, they obviously have a different point of view than the rest of us. Um, so understanding the functionality of the space through their eyes is going to be a key component. So, now we're getting into summer of 29.
Um, during this phase, um, as you've seen in the past, we haven't touched the playground. I know it's very important to the school. So, this is the first phase we're going to be taking over the playground in summer of 2029. The only reason we're doing that is because at this point in the job, you have the new playground built at the new school and you have occupancy so we can take that over without any impact to the school.
Additionally, we'll be taking over this road that leads to Roxbury Drive because we are going to have some scope to finish up in there. Now, that's over the course of the summer. We'll start building demo as well, Paige North, working south. Now, school turnover, right? 2029, we plan on having full parking. So, this park, this playground
will be demolished, rebuilt as a parking lot. We'll have the fence line moved in so you have full access to Roxbury Drive as well as full access to Shaker Lane for school of 2029 while we are in the process of demolishing the school and putting in the ball fields. >> And we talked earlier about being done,
you know, that couple months earlier with that summer start again, learning the systems, how do we operate, what do I need to do to maintain it? You know, that's just setting the stage for how the building is going to perform long term. But another thing that Arch Energy does and that we bring to all of our
school projects is we will stay for 5 years and we perform quarterly audits on all our school projects for how the building is operating. So these are my last two schools here in Lincoln and Actton um what they were designed at and what they're operating at because every
quarter we're looking at the system, we're recommending tweaks. You know, what do we do to keep it maintained? Um it's one of those things that what gets measured gets done. Otherwise, if you're not keeping track of it, it can creep and all of a sudden your energy bills
are way up. You know, they can creep 2 to 6% a year if we're not monitoring it. So, what we've seen is is we've been saving that um for these schools, which translates to hundreds of thousands of dollars in utility bills. And then at the end of the day, you're
off and running on your brand new school. >> All right. So, that was about two and a half years of construction. But I want to, you know, take a step back and look at really the next year or year and a half of pre-construction and what that looks like. Um, starting with a kickoff
and a partnering session, we need to understand as your newest team member all of the great decisions that have been made to date and what some of those non-negotiables are so we can best steer our approach to pre-construction and how we're going to guide and help guide that process. Um, from there, it's our design
development estimate and that is going to be our first major deliverable. that's going to um really, you know, set the stage again for pre-construction. We're going to propose to use two distinct tools, an escalation and a contingency calculator. And that will
help us look at the project on a trade by trade and a bid package specific basis. And really to reduce and hone in on those customtailored indirect cost to potentially not just carry a generic percentage down there. We can we can hone in on a number to help reduce our
future reliance on potential value management. As we move into the construction document phase, Rachel touched upon this, the enhanced constructibility. This was a great effort that we did at Waltham High School, our entire team looking at how structural systems
interact with mechanical, plumbing, and electrical systems during the design phases so that we can avoid potential future conflicts and potential change orders when we get into construction. uh as we move forward through um the rest of the construction document phase,
we're going to have a heavy focus on risk. And that's not only identifying potential project risks, but identifying and working through a mitigation plan. You know, Will talked a little bit about the coordination of all of those utilities and the geothermal wellfield. That is going to be a focus of
constructibility and risk assessment to ensure that we don't um interrupt the systems that are installed as we're then installing the geothermal wellfield. So just having that mindset early in pre-construction is going to help steer our plan and our approach for the rest of the project. And then lastly, I want
to touch upon the 90% CDs, which we're proposing for an early bid package. And this is to reduce the burden on studio G from having to produce another set of documents. We want to buy directly off of the 90%. Um there's risk obviously in
doing that, but we do this early buy on every single one of our 149A projects and we're wellversed at the strategy to mitigate any of that associated risk. Competitively bidding unit prices with the site and steel subcontractor
using um holds and strategic allowances within our GMP so that we're not coming to you later for a future change order. It's all built in our GMP >> and not the subs number. >> And not the subs number. we're holding that that those dollars on our side of the ledger um and not within a
subcontract. And then lastly is our supplemental instructions. This is a huge differentiator for us which we take a lot of pride in writing on a project specific and a trade specific basis. Uh will Rachel and I will literally lock ourselves in a trailer for a couple days
to write these to ensure that we are supplementing truly supplementing the documents the the bid documents and you know preventing scope ambiguities. It's also our opportunity to, you know, reiterate to subcontractors when Will plans to build that leeching field so that they're not making an assumption.
They know exactly when he plans to build it in the summer of 2028 and not at the end of the project. It's those project specific things that we leverage our supplemental instructions for to ensure that there's no gray area in the bid documents whatsoever, which means subs
can be more competitive, give you best dollar, best value for your dollar, and prevent against any potential change orders. I want to touch upon cost certainty. In our proposal, we did do a schematic design estimate based on the
documents. um we were very much in line actually slightly under your estimate that was done by PMNC which we know is your budget now moving forward that was approved by your taxpayers. Um, but with that cost certainty comes value management. And when we look at value
management, it's to ensure that we're not compromising program design intent, sustainability intent, um, or durability. But we're looking for creative ways to save money to ensure that you you have the opportunity to add in your geothermal, which we know is a
very important component, or any other ad alternates that should be considered. And we'll look for systems like using um aluminum in lie of copper conductors, things that you can't see but have become an industry standard. Um at Actton Boxboro, we we supplemented some
brick veneer with CMU veneer in some back of house and and side, you know, hallways which still had the great durability that the school was looking for. Um but it allowed them to save money to focus and prioritize the other program elements that they wanted to
maintain. All right, we all know this process can be stressful, right? Construction in general is stressful. Um, I'm a little choked up about it. Um, we want to make this process fun and engaging. Will and I want to get involved with the students, not only the
Tigers, but every student in Littleton. Um, what do you spend an hour every week in >> Um, but not only do we want to do that, but we want to do milestone celebrations, right? We love a good groundbreaking. We love a topping off ceremony. We also want to do touch of
truck events, right, for the little kids. Um, they love those. We did a huge one at Walam. So, >> I was excited about it, too. >> The big trucks >> in general. I know it's stressful, but we want to make this project fun and
exciting. Um, and really for the kids. >> And at the end of the day, it's again, like she said, it's not just the littles at the Shaker Lane, you know, the middle school kids, the high school kids. was actually on a panel this summer, a higher ed panel, and the admissions director from Wentworth was wasworth um
Institute of Technology was there and she said every time a town builds a school, their applications for the CM program skyrockets from that town. So, the kids are watching, you know, they see it. They might not understand what they're seeing, but it does impact them.
And the littles are super engaged, right? They see something shiny, they're like, "What's going on over here?" In Actton, we had a heck of a time. Um, and it was in COVID, so we couldn't go in as much as we'd wanted. Um, but we had a website with them where they asked us if they could keep the giant stockpile
because they wanted to sled on it. And we had to write back and say, "Sorry, like, well, but we'll build you really cool playgrounds." And we sent them equipment of the week, you know, they'd ask us questions like, "What is this piece of equipment?" We had coloring contests. We played gaga ball with them. But at the end of the day, like I think
we discount how much they actually understand. You know, I started bringing my girls to job sites when they were about six. I brought them to act in Boxboro. And I'll never forget walking through and my oldest, she was probably eight, seven or eight at the time. And she
walked through. She's like, "Mama, this place has six elevators." She's like, "I counted them. There are six elevators." And I said, "Well, actually there are only two, but they go three stories." And she sat there for a minute. She's like, "Two * 3 is six."
And it was like that realworld implementation of what she was learning in school and watching her translate that into real life and being like, I got it. Like I understand like they see and they understand so much more than we think that they're truly growing up in this place where they know that they can
do anything. It made me realize it's like I'm not out here just building buildings. Like we're building this next generation of leaders. And I don't want to discount that with the littles because they can do so much with this. And that's I think what really gets us up in the morning is they're fun.
So I think with that Peter, how do we do on time? >> Doing good. About a minute left. >> Do anything else? >> I'm done. >> Great. Save that minute for the next time other things. So for the closing. >> Yeah. >> Yeah. Exactly. So you guys are good for the
>> That's all we have. >> Thank you for that. Well detailed. Thank you. Committee members. I'm going to turn it back to the chair and he can delegate how he wants to um distribute the questions. >> Sure. >> And um we'll leave it open and fluid >> and I'll I'll track this.
>> Uh does the committee have a preference on how we do questions? Do you want to just roll across any preference? It's >> fine. Whatever you want to do, Mr. Chairman, >> let you lead off, Jim. You have any questions? So, we're going to be, you know,
consistent. Uh, we've got probably 10 questions here and we may just hit you with seven, but, you know, just see how the flow is. Uh, good job. Um, as a comment, uh, uh, I'm going to go off the board, Alex, for with with my It's a
real simple question. Camera set up as as residents can see the progress over the life of the project. Is that an opportunity? >> Yeah, absolutely. We just we've done that. I just did it out at Smith College where we had it. And then we also do drone flights where we make videos of drones of time lapses and even if we can
fly the drones through the video or through the building, post it on a website. So, okay. >> Our VDC team can do a lot of different things. >> Okay. >> For whatever the town wants. >> Um, can you please explain u how you establish protect and utilize construction and the scene and
contingency, please? >> You want to start that or you want me to? >> How about it? >> All right. So, like Christy was talking about, when we use these contingency calculators, like we're not just going to throw a number out there to like protect the house on our side. It doesn't do us any
good to hand you back bucket of money at the end because frankly, that's money that potentially could have gone here. The last thing we want to have happen is us have to value manage a bunch of scope out of the job to hit a budget and then give money back. But from a contingency
standpoint, everything is transparent from picking the number right with that um contingency calculator. And that's based on, you know, the documents that you're putting together, our understanding of the job, our supplemental instructions, and how tight we know we have it. Um so that we can
really hone in on what that percentage is. Um then as we use it, it's all transparent. Everything gets submitted to you all as an approval for that expenditure, but we're going to use it on things, you know, that maybe wasn't 100% flushed out or maybe we miss bought
something that we thought we had somewhere else, but you're going to see that and we're all right owning those mistakes. Or sometimes it might be, hey, we have a really good stretch of weather coming up and we're outside and who knows what this winter is going to bring. So, we'd like to bring these trades in to accelerate and maybe get
ahead or just in case, you know, we get pounded with snow on one of these winters. So, it's a very transparent back and forth dialogue. It's never just us being like, "Hey, we just spent all your money and you good with that? You're going to see it.
So, we're going to do a few rounds questions. >> Yeah. >> Several different. >> So, um first I really appreciate you putting all this together. This is really great. I think that you highlighted a lot of reasons why the town is making a good decision
to do a SCM. Um I think the first question I want to ask you about is a little more about neighbor relations and sort of uh making sure that everybody is aware of the process and also is
reassured. I know that there are a lot of concerns that people have in the neighborhood. >> Yeah. So we mentioned it a little bit but um Will and I just finished Waltham High School and I know here there's a few neighbors there. We had hundreds of neighbors that were within feet of the
job site. Um so we were very adamant about we had a job site board out on the street. Um we did text alerts. We did twoe notices on what they would feel, see, smell. Um we also did that for the school once they got engaged. Um so we
do take it very seriously. I'm right now living across the street from a new elementary school being built. So I feel the pain every day. Um but I don't know if you want to add. >> Yeah. I mean through through through the procedures, right? We can also if a certain neighbor has a very specific concern, right? We can we can set up a
meeting or I can address that personally, you know, with with communication or, you know, through the channels at the school um to make that happen. But we we we had neighbors at at Walton where they had very specific things and and we were able to address them and make their life a little bit less painful, you know, for the time we were there, right? Because it's loud. It's it's a it's a building. It's going
to be there's going to be noise, but we do what we can to mitigate it. We're trying to be a partner here. You know what I mean? Yeah. So pardon that. Would you mind going to the slide where you show your initial site mobilization? >> We've only done this in four. >> Yeah.
>> That's mobilization you said. >> Yeah. One of the ones that shows like the defensive one. >> Hold on. Stand by because it's not like a PowerPoint. Every time I hit escape, it just disappears. I'd also like to add while she's going back, if you don't mind, we should start those neighborhood meetings and those
conversations early in the process, not you know, as we're about to mobilize, let's plan for a year before, 6 months, then 3 months before. We found that having that open forum and dialogue sooner, um, makes the transition to construction starting much much much
easier. >> So, my my question is about gate B, uh, only for emergency use. Uh what is that going to look like during construction and then what will it be restored to at the end of the project? >> Yeah. So so let me just so gate A is
99.9% of all traffic. B and C is strictly for emergencies. Um gate B when I when I walked it during the walkth through it's very rough. You know I would probably put down some uh uh segmentation fabric, some crush stone and just line the fence, right? Because I do want to make this a part of the site but not necessarily an active part
of the site if that makes sense. Um, so it'd be fencing, crush stone, fabric. It's something that would be easy enough to when we're done pull up and restore the forest, you know, as needed without really any impact to it. >> The only reason we were trying to do that is so then we could 100% stay out
of Roxbury and keep everything on this side. >> Yes, >> because you need two means of egress. So technically he he's got three. >> Yes. >> But we're really only trying to use a >> I thought that was for the biring. Yes, that's you. He would say, "Don't
make it smooth so I can have fun driving the fire truck." >> We'll make it a little >> Yeah, we'll make it smooth. >> And also, while I got you on the butters, if you could talk a little bit about what they can expect during the blasting process, both before and during.
>> Yep. Um, >> um, so first step is you have to do the pre-blast surveys. Um so they would they have they can say no but they are offered a survey where someone will come into their home um do a video take
existing conditions. Um >> they we actually there's only I think we did what did we say 24,000 tons. So it's not a huge amount of broth. Um so we were joking but it's probably like a week
worth of baby blasts um if that. Um so that's why we considered the mechanical removal but so the pre-blast surveys they go through that effort they can decline if they want. Um we did I think almost 500 surveys in Waltham. Um but the purpose
is is that if there is an incident um it's measured through vibration monitoring that they can go uh submit an NFPA1 claim with the fire department. Um and then there's a third party totally independent from the project that would go verify the pre-blast survey versus
that claim. Um, I do like to say that we did not have one single claim that we did. It was 800,000 yards of blasting. >> Wow. >> So, >> and drilling I'm assuming came in before the presentation presentation. >> Yep. So, we did a a town hall. Um, it's not necessary, but uh in the town hall
there was concerns and just for the the vast quantity of a butters, we thought it best to have a public forum where people could ask questions. Um, the other thing to note, Rachel did mention uh text messages. So, for for the butters that are right in this general area, what we would typically do is is um I've been talking to, you know, a
blasting firm and and we would do about a week and a half of of drilling and blasting probably two very small blasts a day, right? Just to minimize the impact on the adjacent structures. Um, but those blasts would be coordinated times, right? Every day would be 10:00 a.m. and 2 p.m., right? Or we try to do it during working hours when people are,
you know, typically out of their house. Um, but there are text alerts. So what happens is at the survey um they can sign up for a text alert or an email alert and the company will actually send a text say hey blast is going to happen in 30 minutes. Hey, the blast is going to happen in five minutes, right? Just because it's it's if you know it's
coming, it's less startling, right? Um um additionally, there'd be seismma graphs set up um on the adjacent structures. Um they would even go as far as putting them at the close properties to ensure that the vibrations impacted on that person's house are below the the allowable threshold.
>> I think once they learn about blasting, the thing is is everybody thinks like movies like, "Oh my gosh, you're going to blast and this is going to be great." And then you actually watch it and it's like, >> yeah, >> it's not as cool as you think. It's cool, but it's exciting. >> It's pretty anticlimactic. >> If it's exciting, it's a bad thing,
right? We want to be not exciting. >> Perfect. Uh, and then I was curious, so obviously, uh, you're doing most of this work during normal work hours, right? Is there anything going on after that time? And also, how will you plan to secure the work site? Right? So, obviously
there's kids nearby. Uh, want to make sure it's safe. >> Yeah. Um, so I think you heard the first broadcast was normal business hour. >> Yeah. Go to >> 7. So, so, um, right, our job site hours are are 7 to 3, right? Typically, um, occasionally
we'll have someone there until 5:00, you know, working some more time if they're trying to recoup schedule. Occasionally, we'll have work happen on a Saturday, right, to to that either can't be coordinated during the week or again to recoup schedule. Um, right now looking at the schedule, we don't have plans for like a second shift. We don't have plans
for anything like that. Um, but it would just be typical work hours. The only thing maybe sometimes when you get into abatement of the existing building, sometimes you like to do a little bit of off hours work in there just because the nature of the scope. Um, but as it stands now, the job is built on just regular working hours. As far as site
security goes, um, all these gates will have locks on them. What we would do is we would talk to the fire department and have one maybe two gates have a fire department lock on it as well. Um, what you see is at the end of the day, right, when it's like this, it'll just kind of be a locked perimeter. Um, typically what we'll do is we'll have some sort of
security cameras um that I have, you know, whether it's like an app on my phone or or something like that um at each gate and pointing a few into the building just because, you know, people like to try and break in. So, we want to be able to see that. Um, as far as the building itself goes, once the structure goes up, you'll have temp lights on, right, at all times from a safety uh
perspective, right? If there's ever an issue, fire department, police can respond and they have a safe area to enter. Um but the building itself will be locked when you know you have a facade when you have a structure when you have something to lock right the building will be locked along with the site. >> Great.
>> I think part of his plan not to to your horn a little bit but I am but what I liked about this plan next to an elementary school is every school year the logistics are exactly the same. >> Yeah. No change. >> There's no change in routine. You know the parents don't have to learn a new route. The kids don't have to learn a
new route. That increases safety quite a bit when you can keep the littles in a routine. Good stuff. >> Definitely. And then I know you guys highlighted wealth thing. I think you highlighted acting box. Was there anything you going through that process learned and didn't expect that you might
take forward with this project and anything specific? >> Uh no, just in general like things you kind of learned through the construction process. Yeah, >> I think I can share a positive. Um >> cost is my thing, right? So um we did a great job of managing the budgets
through Walt and we were able to add a lot of scope um through the use of our contingency at the end of the day. Um so it was a lot of items that the teachers, staff and students once they walked through the building they said I want this, I want that, I want that. We had the money to do it within the GMP which at the end of the day was a nice kind of
bonus to give those teachers and students. >> Yeah. act and we ran up against some underground stuff like our wells with the test wells even though they were relatively close when we actually got into it. The flow was significantly different like the next one over from where the test well was. But we had
carried some contingencies um and rates based on that flow. So we had it covered to that point. So I think we did a good job in identifying the whatifs and again it's that balance between here's what might happen. we'll protect the house up for your side a little bit. And then
same thing, we ended up not having to spend all of that money and and the town was able to put in some extra stuff that they weren't planning. >> Great. Thank you. >> Okay. Well, thanks for coming. Uh, okay.
So, self perform, you guys be targeting any self perform on this one? And if so, um, what's your process in terms of pricing and procurement? >> Yeah, I'd be happy to. So, um, Conigi is signatory to the carpenters, laborers,
and masons, and we have a self-perform group within Conigley called Rigs. Um, and Briggs is a great resource for us from a a constructibility standpoint, but also um from a competitive edge. So, we would propose to bid on anything from demolition with our labors to um
carpentry, any carpentry trades like um the concrete, the foundation. We would like to bid on that. Um doors, frames, and hardware installation, metal panels for the facade. Um and this is a competitive process, so we will submit a bid to your OPM 24 hours in advance of
all of the other bids being due. Um so, it's a fully transparent process. Um, we like we bid on a lot of our work, but we don't always win all of our work. We, you know, they're competitive, but they're not always the low bidder. Um, for us, it's a distinct advantage of
having more rigs, workers on site from a field perspective, more red helmets, more empowered decision-m, more eyes on safety and quality. Um, so for us, we see it as a huge differentiator, not only to increase competition in bidday,
but more more red hard hats on the job sites. >> Yeah, it helps with punch list. If people aren't showing up their punch list, it helps with emergency work, but there are some jobs that we don't sell perform anything just because we weren't competitive. So, it's really what's in the best interest of the project.
>> Thank you. >> Oh, good presentation. Excellent. the traing part of it. What are the different pinch points you see right now you can forecast during construction? >> I would say one of the most challenging areas of this project is just going to
be getting out of the ground for me. Um if you I don't know if you want to look at the slide, but one slide we show we show geothermal wells, right? We show utilities coming in, we show a foundation along with a water line. So to me, um getting out of the ground with with getting those wells in because you have to you really want to get your blasting done first. lasting, get the
wells in, bring the utilities in, and then get your foundations out of the ground, right? But that being said, I think someone mentioned in the walkthrough that we weren't really sure what the subsurface, the geotech was like in that field was kind of a potentially a fill area. Um, so that can provide some uncertainty, right? That we want to come in and do some test fits. We want to see what we're going to dig before we really get in there and
mobilize. Um, to me, that is the probably the most challenging part of the project. Um, the building itself, obviously, we're very early in the design phase. Uh, but it's it's it's, you know, it's a school, right? It's got a lot of similar qualities to other jobs we've done. Um, and our lessons learned are reflected in all our supplemental
instructions. So, we carry those from job to job. And, uh, again, we don't want to toot our horn, but every job the supplemental instructions get better because we take all the stuff that, you know, didn't go perfect in the last job, we tweak it and it's better for the next job. So, it really goes a long way. >> And the rolls are a messy process. It
creates a lot of mess on site. So, the sooner we get that done, the better. available >> if you can go to the side for the septic system the new septic system. >> Mhm. >> I mean how comfortable do you feel in that time frame you have you're trying to achieve that
>> and get it back you know in line and then be available for the rest of the school to work. >> Yeah. So so I I I looked at this I looked at the details you know it was like a 2 and 1/2t cut roughly with some sandstone piping. Um, not overly
complicated as far as the surface area. I believe I scaled it out. It was like a it was like a 150 by 75 or something like that. Um, went over those numbers with actually one of the site companies I have just to see, hey, give me a gut check here. Is this is this crazy to do? And burying within reason. Uh, we
established about about five four to five weeks of actual digging and installation with a twoe buffer on either side. I I assumed school vacation was like mid June to to late August. Um, and that being said, that would give us time to come back and at a minimum get binder down and and temp uh stripe the
parking lot to get it back to to full service. I just think this is such a benefit to the project by doing it this summer. If we can make it work with the school, I think it'll go a very long way in the overall success. >> Road doing the T parking. You have any plans
for what can be suggested for Ting? >> Yeah. And again, looking at the details, right? you have curved piping in this side and then over here it's more just like a it's just extra flow right so I mean if we hit a roadblock in sometime in gelro like this isn't going to go you back fill it we put binder out you know
I mean there's there's it's a very simple it's a lowrisisk situation to get out of if we really had to think we would though >> yeah do we have any other questions >> I do um so as architect uh I've been
working with you very closely to identif potential cost savings or better constructibility. What does that process what what would it really look like on a day-to-day basis? Like who would be doing the communicating or in meetings and how would Dcope work like that kind of stuff? >> Are you talking during the precon or
during >> both really? Yeah. All of the collaboration. >> Yeah. So, I'm going to be there the whole time. >> Yeah. >> During pre-construction, I will be at every meeting, every SBC meeting, every design meeting. Um, and as we what I would love to do is have dedicated
constructability sessions, you know, in the CD phase every other week, pull in Will and Rachel as needed. We'll bring in other subject matter experts when we look at the facade or the curtain wall system or roofing details, bringing all of those experts together, but I will be
the the constant, the conduit for those meetings. Um, and and really just bringing in the folks as needed. We also will do a detailed constructibility review at various phases. But we've found it more impactful to have a real dialogue about the constructibility
issues and really workshop any suggestions that we have to improve or um expedite a detail, you know, the way we want to we want to build it, >> right? And one point I mean Rachel alluded to it in the mockup, you know, there are like eight trades on the facade. That's the biggest risk from a
trade contractor overlap standpoint. you know, you look at the flashing and there are three or four different trade contractors that can do it and if we don't detail it right, they're all going to be like, "Hey, the other one owns it." So, one of the things I like to do um is sit and we like to tag the
drawings and it's going to go in so far as to say, "Will which trade do you want to install this piece of flashing?" Because it doesn't make sense if we're going to bring a CMU block up, you know, to have the mason or the waterproofer put this flashing in when the mason can put it in. the mason can strip it and
the mason can keep going with brick, right? So, we're going to get to that level of granularity in terms of who makes sense to install it and tag those typical details. So, at the end of the day when they're like, "It's not me." We're like, "Yeah, it is. Go look at this page." And during construction, it will be
these two. >> Yes. >> You know, working through the details, questions, answers. I think we like for it to be collaborative and to come up with the best solution. Um, and I know I've worked with Will on a job at Boston College. He's very good at getting creative like yeah if I tweak this over here I can also do this over here so it
just goes away you know a wash type of thing. >> Then during construction you mentioned dcope. So Rachel and I would sit on empty scope right and and we would typically run them uh we would have all the subject matter put together and make sure the sub owns what we want them to own.
>> Thank you. >> Can I have one last question? Is there any fluff in the schedule that you think should be taken out and you know the project? >> Um, honestly no. I think the the RFP schedule is feasible, right? I think you showed in November start and finishing 18 months.
>> Yeah, 18 months is is feasible. Uh, we show uh by starting in June and finishing 2 months early, we show I think it was right around 20 to 21 months. Um, and to answer your question, no, I don't think there's a lot of fluff. Um, if we were just maybe if we were just putting a building on on ground we knew is great, I'd say yeah,
we would probably take a little bit of, but with the two months of kind of of drilling getting out of the ground, you know, leading into September, um, I think you want to have a little bit of time in there just in case you see something that you don't really like under under the fields. >> We talked too. I think the one constraint of our approach with the
geothermal and putting them over here. Like while that does save money from a distance standpoint, it does constrain us a little bit on the construction standpoint because like you said, he's got to get those wells in, they're going to make a mess. He's got to get far enough away so that he doesn't flood out
his foundations. >> Y. >> So there's pros and cons and by no means are we saying like, "Hey, the wells have to go here." But we know you're a baseball town and people want the baseball field and we can make that happen. >> So if we go to the wells to the area to design it currently or propose currently
would that help anyway in the schedule wise cuz that's also money too. You know yeah you got to do that cost benefit analys >> I mean it would take a little bit of coordination out um you know maybe a little bit in the schedule but but I think the schedule proposes is in both cases on a feasible kind of right where
they need to be. You're talking about 18 to 20 months to build a 100,000 square foot building with with all the, you know, the amenities and landscaping. I think it's Thank you. Right there. >> We just don't want to tell you something you want to hear now. We'll >> do it later. Right. >> Yeah. I don't want to say we do it any
year, right? >> Mr. Mr. Chairman, if you want maybe one more question just to give them a closing remarks, but uh I'll leave it up to the committee members >> if they have anything pitching that the presentation did not uh provide to them for any information. >> Great.
>> Did you ready for Okay. Well, again, thank you very much. Great presentation, good responses, good diagrams. Well done. Um >> yeah, we'll forward you the presentation. I I think you know what we want to leave you with is um we would love to be building this job in Parker
in Littleton. I I think that um it's something we do well. We love doing. We think we can add a ton of value. Um you know, it really with with everybody you're talking to. It does really come down to team because these are it's not me, my name is on the door, but this is the team you're going to be living with
for the next several years. Um you know, it's it's it they thought hard about the project. um you know they know how to build uh they've all worked together before. Uh so it's a proven team. The team is available um for this. Uh it's a
local team so we're not driving from afar. Consleyi is actually an ESO. It's an employee owned company. So they're all stockholders. So they're not you know you can be sure that you know they're going to show up when it comes time to construct and will be there at the end of the of job. And um and so I I
think it's a team that you can really enjoy uh working with. Um aside from whatever concealer you can do, it's a team you can really um have a great experience with. So with that, I you know, want to thank you for the opportunity to come in tonight. >> Thank you all.
>> Thanks. >> Actually, that QR code on your little cheat sheet will take you to that video. >> Perfect. But we will send this presentation to you because it does have some pieces not in the video.
>> I guess it's quiet. >> Thank you very much. >> Thank you. >> Great. Appreciate the uh rearrangement of the furniture as well. >> Thank you. >> Thanks for that. Made it easier to watch. >> Definitely made this your home. >> Yeah. Here you go, sir.
>> Thank you. >> Yes, sir. >> And thank you for keeping Thank you very much. >> Oh yeah. The floor is yours, Gilbane team. Good luck. >> Thank you. Uh I will start. My name is
Justin Kekern. I'm a vice president with Gilbane. I oversee our Massachusetts office. Uh thank you for having us this evening. We're we're really excited for the opportunity. It's an exciting um lower elementary school. Uh we put together a very brief agenda here which team is going to run through. You're not
going to hear me talk uh very often. You're going to hear from the folks under the boots in the ground. But before before I turn it over, I want to emphasize a few things quickly. We have a dedicated elementary school bone here in front of you. It's a real purebred team. Everybody has built only K through
12 schools throughout their careers at Bill Bane and many of of them have built projects together. Uh furthermore, we have two people on the team that are part of the Little Team community and we're really firm believers that if you can put people local folks on the
projects within their own communities, there's nobody that is going to look out for your best interests more than than those that are part of the community. Uh one one other thing I like emphasizing is last year we won a really cool award. We we won um number one K through 12
builder in the country. Um, we feel as though we won that award due to our deep experience and knowledge of building this prototype in Massachusetts. We've completed about 30 K through 12 schools in in Massachusetts in the recent years and we have not delivered any of those
schools over budget or any of those schools behind behind schedule. So, we have done 30 schools, this team being on those projects without delivering anything behind schedule or budget. So, I'm going to I'm going to hand it off to the team. Shannon's going to start by giving a caring moment. And we like to
start our meetings with with caring moments because it reminds us to keep safety and community engagement um our our top two priorities the forefront of everything we do on the job. >> Thank you, Justin. My name is Shannon Sts and I'm going to be the assistant superintendent to Lucas on this project.
I'll also be the student inclusion coordinator at Gilbane. We really want to be the fabrics of the communities that we're building and our motto is building more than buildings. We focus on school construction because it allows us to leave a lasting impact in the communities we're building in. Many of
our project members are also parents of school-aged children. So we recognize that we want to have a safe and organized job site so as not to impact the learning experience. Um our team also has deep roots to the community. So Lyall Reed, our lead engineer on the
project, has spent his entire life living living in Littleton and raised both his children here. They did attend Shaker Lane School. Kate McGovern um you can see her here at the 300th Day Parade. She was born in town and she is
the granddaughter of the late great Millie McGovern and possibly the best crossing guard in the state. Um so she was the um grand marshall at the Fridge. So that's hard cheering her on there. And then there's me. I'm a third generation Little Tonian. You can see me
here at um high school graduation on Alumni Field and my mom teaches at Shaker Lane. I would be remiss if I didn't mention that this name is also this room is also named after my grandfather. You can see me and my brothers here um at the day that the room was dedicated. So I just had to
note that. >> Yeah, I heard them. Um, Gil really has a passion to support the citizens in town in students in town that make this town great. >> Thanks, Shannon. Uh, good evening everyone. My name is Trip, senior PX with Doane. I've been with the company
for over 20 years now with my primary focus being the K through2 market. Currently working on a 10 occupied campus K through2 project in the Commonwealth. As Justin mentioned, Go has completed an extensive number of K through2 projects and it is one of our leading market sectors in Massachusetts
and New England. But what I really wanted to focus on was honing in on this team's experience and some of the recent projects that this team has completed together. So I just want to highlight a few of those. First is the Brown Elementary School in Marblehead where myself, Jonathan, and Joe completed that
project on a very dense residential neighborhood that included an extensive amount of ledge drilling, blasting, and processing that material on site for reuse on that project site. And ultimately we completed that project two months ahead of schedule and returned 60 $640,000
of unused funding back to the town at the end of that project. The second is the Florence Roach Elementary School right next door uh where again myself, Jonathan Joe and Lyall Reed Littleton resident as noted uh completed that project on an occupied site with three
active schools. We built a very strong and working relationship with the studio G team which all led to a successful ontime completion and more importantly a return of $2 million of unused funds back to the town at that completion. And finally, I just wanted to highlight the Fezant School dining facility, which is
a uh boys elementary school in Newton that is currently under construction that you see is being constructed by the team that you see here tonight. So, I just wanted to reinforce the time and experience this team has together building some really cool and really um uh really successful projects together.
So, moving on, we wanted to highlight our pre-construction services, which you can see here on the slide, is a full suite of services that we offer to our clients and our projects. One of the keys to success is how our team efficiently utilizes these resources to provide tangible effective results for
all phases of the project. Now, we have already dug in and we've highlighted a few uh particular focus items that we want to focus in on for this project during the pre-construction of the phase which is listed here on the right hand side. I just want to touch on each one of those a little bit as we go through this because it ties to some of our
construction logistics. First is the existing sewer force man that feeds the existing building. We recognize that that runs through the new project site, but what we don't know is the location and depth of that piping of that pipeline. Now we have a viable plan that you'll see in our logistics plans of how
we want to work around that and address that. But we still feel it's very important to understand what the location depth is so that we can actually validate our plan and ensure that there is no interruption to that critical utility service to the existing building through all phases of construction. Second is soil classification or
classifying the site that you hear a lot in in the industry. We heard you loud and clear at the walkthrough. There might be some unsuitable materials in that athletic field below the existing footprint. So we as a team want to work with you guys to classify the sites so we understand can we reuse those soils on site or it has to be part of our
export offsite and either one of those scenarios we want to make sure that we capture that appropriately in the budget schedule for the project in the pre-construction phase. Third is a ledge expense on site we recognize that there's been a series of borings and test pits on site that have identified
subsurface ledge conditions. Now, from our prior experience that you hear about a little bit in our logistics, excuse me, we would recommend some additional borings and tests being done so that we could further refine and define the extent of the ledge. And Joe is going to speak to that a little bit further on in
his presentation. And then finally, geothermal test wells. Constructing those test wells early on in pre-construction is vital as that data from the test wells help influence and support the design of a wellfield as well as the downstream MEP that that wellfield is going to operate with it
connect with. So having that data early on and talking about the number of walls to be drilled is important so that we can then progress the design phase accordingly. So we're going to progress through the pre-construction phase and in effort of time we're going to focus on budget certainty and schedule optimization as our two key points. And
with that, turn it over to Joe. >> Thanks, Trip. Hello, everybody. Uh, great to be here tonight. Joe McCoy, chief estimator with Gil Bane. Uh, 35 years in the industry, all with Gil Bane. And the majority of that time after my fourth year of being in the field as an engineer, I moved into
pre-construction because I recognize it's so critical to have a good pre-construction period in order to have successful construction. Well, the good news is I've already completed an estimate, uh, all be it in a vacuum and we are on budget. So, I feel good about that. I'd like to walk in feeling confident. I can't really fake it if I
didn't think it was a good budget. So, but also I like to look back at uh historical cost like the proof is in the pudding here with results. This is some data from recently completed and currently under instructions and dining hall estate marble bed gro in all cases
we came in under from our final estimate which is around the 90% document stage to the guaranteed maximum price when we're bought out and guaranteeing it. It was less. It was a fraction of a percentile two to $500,000 under. This is right where you want to be because it
means we're not cutting. If we had a ton of savings, more than that, then we made decisions that probably cut value out of the project. Unfortunately, nobody wants to be over budget the other way either. So now digging even though we're on budget, uh we like to look at
opportunities for savings. It's it's our responsibility to do that. We just don't say great. Smart ways to save money means you can turn that into more programmatic uh value later. So I started off looking at the site work. We ran a cut fill uh report. Looks like a
weather math. Uh this is using a tech. The areas of of fuchsia there are areas of cut. Up to five to seven feet of cut. Areas of blue are areas of fill. You can see there's a lot more cut than there is fill on the site and the results show that. Now, um I think there's an
opportunity here with tweaking the grades. There's a 3D image of the same. Um maybe raising the building pad by 6 in uh raising the parking area 6 in to a foot. We wouldn't want to go more on the building pad because then you're increasing cost potentially for
retaining walls and over excavation in that area. But by doing that, I think we could save a half million dollars trying to achieve a more closely balanced site. It'll never be balanced on this side. made no mistake. But also using this program will work with the engineer to
look for optimized ways to do additional boring. It's like where the utilities are. Um other samples, anything electrical and plumbing. We have over 60 years combined experience with our MEP estimators. They're the best in the business in my opinion. These are all
ideas that have no programmatic or you know they're accepted on 95% of the other projects that we have. And typically by just looking and focusing at specifications without really major changes in the design, we can find 3 to 4%. In this case, that's a million
dollars. >> Y uh so actually this is this chart is pulled from our uh market conditions report. I'll leave a copy of this as well. I can email it if you'd like to see it in color. Both the estimate and the market conditions. But what this is really telling us is that you can see
these are recession areas. I lived through little 2001 2008 2020 we know what happened then but after the 2020 co sort of depressed market that we had we saw a huge spike up and where we are right now it's leveled off the yellow
bar is non-residential building construction so that's the one we want to focus on we're actually in a little bit of a dip looking ahead of 2026 following that it's increasing in 2027 so Trip's going to talk about maybe some schedule opportunities that could really
save time and money. >> Great. Thanks, Joe. So, now transition to schedule. Uh to start, our team really did a deep dive on the RFP schedule and find it to be a very responsible, very achievable schedule to orientate everybody with this slide. The top half is the baseline RFP schedule
and the bottom half is our alternative schedule that we developed uh for this team for review and consideration. Just to reiterate the baseline schedule, it flows through the design phases which kicks off the purchasing GMP approval process which supports the start of construction in November of 27 with the
start of school in September of 29 and overall project completion in the winter of 29. Now with our alternative schedule, our team really dove in to find potential opportunities to improve and optimize that project schedule, which we were able to do so by leveraging two early bid packages for
this project. And the first early bid package would consist of a site enabling and structure action that would be bought off the 60% CD documents. The second early bid package two which would come off the 90% CDs would be an envelope series of bid package and then the balance of a buy would flow off of
the 100% CD set. Now the end result with this approach is that it allows us to start and finish the project one year earlier than the proposed RFP schedule. will allow construction to start in November of 26 with the school completion ready for occupancy in
September of 28 and overall project completion in the winter of 28. So one year fully earlier. Our team that you see in front of us has a tremendous amount of experience with this bid package approach. We implemented the same series of of approach at the Marmallet Elementary School as well as
most recently the Florence Roach Elementary School where we developed and managed this approach with the studio G team. They're consulted very successfully. So I wanted to recap and just highlight some of the benefits that we see with this schedule. One is that it does not change the design deliverable schedule that's currently in
the RP schedule. We are just aligning our early bid package structure with the design deliverable dates that are in the RP schedule. Two, I'm going to repeat myself, occupancy of the new building one year earlier in September of 28 and low of September 29. Now, it offer also
offers and yields cost savings to the project, not only with Gil Bane's general conditions, the staffing cost, but it allows the reduction on escalation on the hard cost of work as we're pulling the midpoint of construction back by 12 months. We've estimated that savings to be upwards of
$2.3 million coming back to this project team and the town with this alternative schedule. Finally, as Joe mentioned, the industry is predicting a potential dip in 2026. That provides a really opportunistic time to bid and award a large portion of this project during
that dip in 2026. Alphos also allows a lot of interest and competitive bidding within the subcontractor market if we're trying to maximize that dip in the industry. So, a lot of viable options, a lot of information there. We really look forward to talking about this alternative schedule more this project
team. Okay. So now how do we implement the plans that trip just highlighted successfully and the only way to do it is through constant communication and it's not only communication from the people in this room and the internal project team from precon to maintain that cohesion all the way through to the
end the end of construction but it's constant communication with the community with Shaker Lane directly with the Shaker Lane neighborhood and with Littleton as a whole. So we have our our typical communication plan that we provide. Um, I'll start with Littleton as a whole. We have our monthly communication updates. So, that is our
monthly progress. Um, it's the excitement, it's the energy that the community gets behind the project to see everything that has occurred that month, all the new pictures, all the activities that happened. Um, then we have our weekly look ahead. So, that is geared towards the Littleton neighborhood. uh that is the day-to-day interaction and
coordination that we have with Shaker Lane as well as um what activities the neighborhood is going to see on the site um for that coming week and further for this project. As you all know, there are butters right up to that construction fence and immediately across the street from the entrance. Um we want to hold
weekly check-ins with those butters. We want to make sure that they are fully aware of what activities are to come. We will we want to review that weekly look ahead with them and answer any questions and concerns they may have. So this looks like a face toface meeting um a video chat you know at a time meeting
type preference um that works for them but again just want to fully explain those items. So with that uh in the magenta here we have the six properties. Those are the ones that are immediately against the construction site as well as directly across the street from the entrance. That's the weekly check-in uh
target. In orange here we have the weekly look ahead. Um so that is who that is is geared to. you know, they have the website updates that they can review every Friday when that's posted for the for the week to come. Further, um, in general, we have our ongoing construction activities that will happen
within the fence limits throughout construction as well as the daily mitigation meth method methods to make sure that those activities do not leave the construction site. So, all that said, we are jumping into logistics now. So for logistics, we are
presenting the alternate schedule that Trip highlighted again delivering that Shaker Lane Elementary School one year ahead of the RFP schedule. Um and uh additionally, so you may have just seen a video presentation of the logistics walking you through the
progress of construction. We've elected to present stills for this project as uh Trip indicated a few focal points. We wanted to really dive into those in logistics and really make sure that we could get into the details and help you digest them as we walk through them. Um that said, well we'll move west to second.
>> Thanks Jonathan. Uh good evening everyone. I'm Luke Seer general superintendent. Uh been with Gilbane for 13 years now. Um all those years working on uh prek uh to 12th grade schools. Um and currently working on my seventh uh
active campus school project in Newton. Um so I've always really enjoyed working on schools uh mainly because of my family. So my wife is a elementary school teacher of 15 years now and all three of my kids are in elementary school. Um so I really like to set up my
sites as if my family's right on the other side of that fence, right? Imagine that. So um we did have a couple key elements to our site fence uh based on that. And uh if you remember in some of the design, right, the the fetish parking lot actually comes out to around
there. um we decided to actually pull our fence line back and not encase that area into our project site for phase one. That keeps that playground fully active throughout construction. Um another portion is um where we're adjacent to those residential
properties. We use a double height fence um with the sound barrier. Uh that'll help with site safety and security, but also uh really bring down that impact for those residents that are real close to our site fence there. Um so again, first thing we'll do, we set up the site
fence. Once we have that in place, uh we'll start bringing equipment into the site. Uh we plan to utilize the already uh existing DPW access road to get you into the uh project uh limits. That makes sure that or that ensures that
we're not using any of the access roads uh in and around the school, keeping us totally separate. Um, and then once we're inside the site, our main focus is to get gate A established. Uh, so that way we're not using that gate anymore and reabilizing that gate. Uh, and we'll
use a two crew approach on the tree removal, working around the perimeter and really working our way to the center. That way, again, we kind of create the to give ourselves that space away from the new or the existing school and away from those properties. Um, so once the trees are cleared, we'll
have a little bit more of a presence on site. We'll have more site crew on site. Uh we'll have our trailers uh which will mobilize to site. We chose that that was the best option. Uh they'll live there for the life of uh construction for phase one. That ensures uh it's site we
have the view of the gate for security reasons, but also we're close to that gate for those residents. Uh if they ever need us for anything, they know exactly where to find us. They don't have to walk through the site to come and get to our trailer. We're right there, easily accessible. Um but this is really one of those key moments in time
that Trip touched on. I think he also mentioned um one of those things that we really dived deep into in precon. Um it's the force main work. So based on the documents we saw uh the borings that we saw, this is an area of cut, but it's also an area with quite a bit of ledge
in there. So um that force man uh again based on our experience with depth of force mane runs right through an area that we are going to be impacting with ledge. Um, so we find it uh as a good option to run a new uh force man, put a bypass on it so it doesn't impact the uh
the school. Uh that allows us to then remove that existing line and then do our ledge removal work uh without impacting force main and the existing school's operations. >> Okay. So now the force man is out of the way and we're commencing with the further site establishment establishing
that gateway defining the building footprint um and getting ready to further define the parking lot area. So as everyone mentioned there is ledge on site that further investigation that was mentioned where we want to do is more within the building footprint. There was one uh test pit within the building. We
want to try to define that as much as we can during pre- time to again establish the plan and really really identify how much leads need needs to be removed. So we consider that from a cost and schedule perspective. Nonetheless, there's ledge on there will need to be ledge removal. Uh two main methods of ledge removal. One is hammering that is
for you know small quantities knobs that just need to be moved out of the way for both items. Um and the second is blasting uh used for you know for larger sites larger spans spans of ledge. Um blasting is a very standard activity in the site. We have done it many times on
on many projects. It is governed by Mass General Law. Um so it does it is a fully permanent activity. The fire department will be on site for all times while there are blasting materials on site and um per mass general law any structure
within a 250 foot radius is uh provided the option for a preconditioned survey of that. So to highlight the success we've had with that, um it's got a little lag here. So this is Marblehead that we've mentioned a couple times, the Marblehead Elementary School. As you can
see, we're we're tucked into a neighborhood, two culde-sacs on either side with um adjacent on right around our fence line. So for this project, we blasted 16,000 cubic yards of ledge. It was just over a one month time frame of
blasting. Um, and not to mention that it was right at the beginning of COVID, so it was when everyone was home all the time. There was no breaks from the construction activity in this tight-knit neighborhood. So overall, there were 32 preconditioned
surveys requested, 14 accepted. So we did 14 preconditioned surveys that for this project and throughout this entire activity, it was a huge success. And bringing it back to the communication, it's because of the communication that was provided. This is a sample of our weekly look ahead here where we have the
the times of the blast identified. So, two a day here for that that month period. You know, a couple days off in between to remove the wedge. Um, but again, this got everyone excited for the activities to come. Um, and there were times where we had 30 or 40 people standing outside the fence for these
blast days. So, again, it brought everything together. may be a consequence of COVID if everyone being home and having the time need to get out of the house, but nonetheless entertainment for the community, uh, which is what we were here. Uh, additionally, so this post had 2,200
views. That is extensive in a small community. I'm extremely proud of that. All of our posts throughout the life of the project had over 2,000 views. And again, the community, what that did was just brought the energy, brought the excitement for the project to just track that progress throughout. um the again
extremely successful approach here. We want to bring that same approach to a little bit. >> So once that ledge is removed, it really allows us to start building the building. Um so uh our approach is and as you'll see throughout logistics, um we kind of use the same approach in
different facets, but uh a two crew approach working on the two classroom wings on the far side uh away from each other and then all to meet on that gym side uh with the foundation crew at that time. We'll also be running uh the site utilities. So, our water and our drainage.
Um once we get to uh this south wing here with the foundations, we'll allow to we're able to start structural steel. Uh we look at this as two crane uh locations for that. One sitting up on this north side erecting those two wings
and it'll swing around to the south side to erect uh that gym wing in the main entrance area uh before demobilizing. And then at that time, we're also continuing with site utilities um with our sewer and our you know electric line coming in. Um so again, this is another
one of those key moments in time. It's why we chose the uh the stills here. So the summer of 27 uh this is important on for many reasons, but uh a big one is this is really our only summer during the construction phase, right? So uh really taking advantage of that, hitting
the building hard with two crews uh working around the outside. again two crew approach uh to really try and wrap ourselves in uh working on the envelope of the building uh so we're enclosed by come those winter months. Um and then at that time uh we plan to actually push
out our fence line uh that is to um start the utility work uh down that main access corridor. Uh that is where all of the utilities are running through uh to pick up all the existing. >> Yes. So you may have seen in the RP that we had two summer 2027 slides um with
the difference being the summer utility quarter zone one and zone 2. The reason we have sequenced it this way is for the first half of the summer it allows the summer camp access to be out of the north side of the school and access that field. We understood through communication that the town is open to
losing that field for the full duration of the project. We don't feel that is necessary. You don't need to lose it for the spring 27 baseball. We don't need to lose it for the summer 27 um camp and kids camp. They they need a field to run around in and more than just a parking lot. Um so zone one gets us through half
the roadway. Zone two uh picks up where we left off and then ti runs over and ties into the existing location where the the the water drainages who were connection to existence are. and then access to the field for the summer camp is through the
rear of Chapa Lane and out to the field. Now, this is the emergency access to that rear area and during this utility work, vehicle access will be maintained in case emergency vehicles need to get around there at all times. So, we do want to highlight that. So, you'll see in future slides come
phase two why that work is so important to happen during that summer. Um but you know as you return to school um that fall and winter of 27 uh we'll be wrapping up on the outside jumping on the interior portion MVP rough uh and
finishes um and then also at that time we'll be starting the geothermal uh well field. So we felt like this was the best time to do it because it is the uh the time where the field is really needed uh the least right rather than impacting baseball season and summer camp. um the
fall and winter, everyone's kind of tucked inside and we're uh we're not we're not impacting that. So um that was why we felt to to do that. It's a three to three and a half to four month uh operation so we can get that field back online. Um this here is just a snapshot
of a kind of a uh of our geothermal calculator. Really we utilize that to ensure um the RFP option is the best option. Um I am the person who's uh involved in every geothermal welfield
project for Gilane in New England. Uh so I use this to ensure that you know the options laid out are the best for financial reasons for um your output desires and for schedule. So we did actually to also uh verify the incentive rates and mass aid rates. Those are
still valid through 2032. I know that's been a hot topic of debate with solar arrays and PV, but the geothermal is confirming. We're actually doing that another project right now maximizing our incentive rates. So that is a valid form that is still available through 2022 and
will be available for this project. Okay. So now geothermal is complete. The baseball field is reestablishing. We're inside the building working through final commissioning, final punch list headed towards substantial completion. Site crews, landscape crews are working their way off the site. The fence is being removed and we're jumping into
phase two. So here you'll see a similar theme to how we set up the fence for phase one. We have this butter immediately adjacent to the site and posted a demo where we want to imple implement that double height fence again provide that additional separation segregation and um you know separation
from our activities. Um and then we would want to do some uh potential existing oil tank investigation during free time as well just to further define those extents. >> Yes. So at this time uh we're working on two major things here. It's the building abatement and dental uh working to the
south again to create that bigger separation from the new school. Um and then this is really that time uh that comes up to what what my uh point was in 2027, right? Why it was so important to do that work in that summer. Um that brings us that allows us to really hook
up our uh sewer and continue it to the uh future leechfield. Um all of that with a focus to ensure that your roadways are back online, fully accessible uh for the new school year. Um also your sewer line is fully connected and fully live because there's
really no reason to have the building if you can't force your toilets, right? So um that ensures that um at that time also uh we are finishing up the demo and starting the fields at that point. Um and then that allows us to lead into
uh project completion winter 28. Um so here you see no more Gilane site fence, no more trailers, right? Um although we are not there on your daily presence, um it doesn't mean we go away. So for 5 years, uh we do quarterly check-ins,
quarterly visits. That's something I'll be a part of as well as uh probably no one will know that building better than I do and what's behind those walls and in the ceilings and everywhere else. Um, so it's just a a level of care of we're going to hand you the keys to the car, but I'll still probably be in the
passenger seat uh driving out the lot with you. So, one thing we haven't taken a moment to talk about is the unique opportunity that this project builds brings to your community. So, even at the prek through 2 age, we're able to integrate STEM and art classes. Um
whether that's through Sammy the safety bear bringing robot uh drones and robots into our classrooms um doing touch trucks and showing off all the cool equipment and uh equipment and trucks on our site or having the
students decorate the scrim like they did on my current school project. I'll work with principal Kain to best integrate into the current lessons. As some of you may know, at Shaker Lane, all second graders are asked what they want to be when they
grow up. And this is mine. When I grow up, I want to be a construction worker. I was exposed at a young age to construction. And look how where I am now. We really have a great opportunity to expose these children to the STEM
fields. Thank you. True. Yeah, you still got a little bit or so if you have if you want to keep going, but if not, we can use it elsewhere. >> Uh, no, I mean I I I think the team has proven how much they have dove into this project. And this is the team working on
the job to put a proposal together. Well, they have other full-time jobs. Imagine what you're going to get out of this team when they have 100% of their time to dedicate to the job. We are very very confident that we have the right team in place to build you this to school uh without any headaches in your
end. And and I know my name is on the door of the company but but Gilbane gives me the full autonomy to run the Massachusetts business unit however I see fit. So if there's an issue on this job site, you can call me at any time and I will be out here and I will roll up my sleeves and we will do whatever it
takes to ensure that we deliver this school flawlessly to to the community of Littleton. >> That's great. So, >> okay. Well, I think we're going to maybe do a transition then if you don't mind. Uh, thank you. Great presentation. Good graphics, well identified
>> communication was good, right? >> So, thank you for that. Um, presentation wise and Joe, thanks for this little detailed cost report, huh? >> Yeah, I did, you know, the business center where didn't have color printing. >> No, it's fine. It looks good. It looks good.
>> So, we can email, too. >> No, it's fine. Thank you. Was being cost effective. >> There you go. Good. Double-sided, right? Okay. I'm going to turn it over to the chair and the committee members to ask a series of questions um about whatever
they have on their mind and we'll give that about 20 minutes and then we'll uh give a couple minutes for closing remarks. >> Excellent. >> Thanks. >> Okay. Uh treasure director for office. So, got a question for you during the uh
short listing of the subs and pre-qualification process. Do you get involved into the selection process? Do you also do the you know which is required kind of but also doing the actual
qualification for the work that they have done in the past >> your experience with them and then also the scoping of the of the project. How do you how do you intermingle those things? >> So to start, Gobain has a very uh robust
pre-qualification process for the for the private bid packages. So we have a database that they have to go through. They have to go through this qualification process that checks their background, their financials, their past project history and gets references from those past clients. So to even get through that process is robust. So we we
are trying to get the cream of the prop in terms of trade contractors to review and bid our work. So that's kind of the the checkpoint one. Then when we actually go into the procurement phase when we're actually putting uh the documents out on the street, our team that you see here, we develop very detailed scopes of work that tells very
clearly what we want to buy from those particular bid packages so that there is no gray areas. We want to eliminate gray areas and create very black and white scope assignments in our bid packages. So that goes out for bidding. And then we do have a very thorough scope review process where we will invite those
individuals in. We have a very detailed scope review process where we go through that scope of work and we make sure that they've captured everything and it allows to address questions uh maybe uh go through assumptions because something may not be clear and those scope views are not just this team that you see in
front of us it's the design team it's the OPM that we invite and have engagement with those individuals at that scope so that one we can all understand what we're buying as a project team but it helps ensure that we uh clear up any type of scope gaps or questions that may arise during that
bidding process. On the flip side, on the public side, we have engagement with the sub. We we usually one of our team members, whether it's Jonathan or I or our part is on the pre-qualification committee as well. Then we have involvement with that. We understand that process very thoroughly and can be
a team partner with that during the pre-qualification profile submit process as well. Um, so yeah, so obviously you guys have proposed a accelerated timeline. >> Um, are there any drawbacks to doing that? So one thing that came to mind was
will you have to blast more uh and uh maybe more impactfully because you're doing a quicker pace or how is that going to play out? >> No, I don't think it's a quicker pace. We're we're taking that alternative schedule. It's taking the same duration in the RFP schedule and we're just
shifting it a year earlier. So, the durations from start to finish are still the same. It's still an 18-month construction project of that phase one on the new building, but in le of starting in November of 27, we're just bringing it back and starting in November 26. So, the overall project schedule in terms of durations and
length of activities wouldn't change with that alternative schedule. We're just taking the whole entire project duration and shifting it back a year. Got it. Okay. Um, and then will the access for say parents trying to drop their kids off, will that stay the same throughout the process? And if it won't, maybe it will, but if it won't, how
would you communicate that? No, it was I mean that was one of the things that we we identified as a potential project challenge on any of these occupied sites, we're always looking at how do we maintain a safe and clean segregation from our from our work site and the uh existing butter, whether it's an
existing school or existing schools. So, the way we set this up, the way Jonathan Lucas uh attacked this is that it allows for that clean, safe separation off of using that DP DPW access road while we're establishing gate A. Once gate A is established, that's our primary in
and out of the site. So, we're not going to impact anything at the existing Shaker Lane school with that with that approach. >> Yeah, just further utilizing 119 access. So, we're Shaker Lane from this side where the um Shaker Lane entrance, drop off, bus route, and parents all stays exactly the same throughout the life of the project. Additionally, what we've
implemented on all of our projects over the past decade is the restricted hours. So, no construction traffic during the pickup and drop off times. So, that just so we obviously area gets congested during those times and these are completely adjustable to to what the needs are. Um, but extremely successful
with not impacting the drop off and not providing that extra congestion. >> Great. Uh, and then the last thing is just obviously this is a school building, right? And we still have the different school next to it. How's the site get secured when uh that is back up for that?
>> Yeah. Yeah, I can take that. So, um we have obviously uh our main gate is going to be you just >> Yeah. Our main gate's obviously going to be the one where all vehicle traffic is coming in and out, but we do have these emergency gates around the site just for again for emergency. So um myself,
Jonathan, um Shannon, the project team, uh we would check those gates, but we also have um our own labor force, which is also another set of eyes, ears, um and a representation of Gil Bane out there at times. Um so they will be uh also checking the perimeter of the site.
Um and then with that, we'll also have um you know, uh security cameras uh set up around the project as well. Um and again, that that double height fence uh helps with that. another level of security and uh you know kind of builds that robustness.
>> Great. Mike, do you want to wait? >> Oh, sure. Okay. So, you're accelerating the schedule. My question will be on the um procure event. So, obviously be a warning off of a less than complete set. What's your approach to mitigate the um
risk that could occur with the warning off? >> Yeah, it's a great question. >> Um so, one, we've aligned it first. We have line those early bid packages with kind of the norm in the industry. Um 60% C set should have the structure and grid of the building established. So there's
minimal changes there. And same thing as we fast build the 90% with the envelopes. Those scopes in the design should be fully welldeveloped at that point. But to answer your question, what we have implemented on past projects and I'll pass it on to Jonathan because he has a couple good examples is we work
through the pre-con phase and early construction phase to identify what we know may need to occur based on the design. One example that we had at Baker Groten most recently was that we saw this foundation plan and we understood that due to the utilities coming into that building footprint, we were going
to have to drop foundations and and which would cause more excavation and back for the site guy as well as additional concrete for the concrete package. So we didn't have a drawing that showed that but being a private package we were able to buy up that scope appropriately to start managing
that risk that way and getting ahead of that risk. And another quick easy example is um with the foundation package, we're going to need sleeves to the foundation wall for the utility that we're not buying until later. So we've done that very successfully early on. We'll work with studio G and GGD on this
project to identify the inverts, the exit elevations of those inverts coming out of the building and we'll buy a furnish and install those sleeves with the concrete pack. So we don't need an MEP individual on board to support that. So those are a few of those tactics that we'll look through to manage that effort
early on. I I would add we obviously did this in a vacuum, right? If there's a constraint that makes it not feasible or or for some reason that we aren't aware of standing here tonight, it doesn't make sense to open the school year earlier, we can shift this however we need to and
and finish 2 months early or 6 months earlier or just maintain the RFP schedule. And there's there's very little um GC cost impact because it's it's still keeping that 18 months and just shifting along the timeline of of the calendar. We just thought it was an interesting opportunity to to give you
the option of potentially having the school a year earlier than than originally planned. >> Yeah, good point. Yeah, good point. >> And just to hit the risk again one more time. So T mentioned two great examples. I think this all tied back to our detailed constructibility reviews where we go in and we identify those items that need to be included for the packages that are included in the early
bid packages to see where we need to further define the the scope by writing it into the package and capturing it that way. So that's just the methodology of grabbing the items that potential risk items that trip out. >> Thank you. You're welcome.
>> All right. Um have a few questions. U first if you could go to the slide that shows the site mobilization. Just one where you show the the first 10. This is great. So, uh, we're pretty close to a couple of the butters and
there's also some, uh, things like rock walls and large trees that we want to try to protect and save and also that that gate fee and the the temporary drive for emergency access. If you could just talk about protecting some of that
and restoring it after you know it's no longer needed. >> Good question. You want to take >> Yeah, I can take that. So, um, in terms of the access way, so you know, we would do a pre-construction survey on that space so we can get a, uh, a great
detailed look of, okay, this is what it looked like day one before we ever came in. Buy it out, right? That, uh, and this would be more so Jonathan would be able to talk this in more in depth, but buy it out that, um, any disturbance to any of those things get uh, returned to
uh, its original state. Um, also, uh, it's not uncommon that there's areas where, you know, there's trees in areas that certain trees have to stay and be maintained, right? So, uh, protecting those with fence, uh, is not uncommon. We've done that on planning projects, making sure that all those things are,
um, stay as is and are not impacted and are thought out that way. and making sure that um you know the the civil crew or the site crew and all the crews that have to work in those areas are are well aware of those uh site protection measures and what needs to say because we're really limiting the time that we
use that access, right? >> Yeah, exactly. >> For that exact reason. >> Yeah, exactly. Thank you. Yeah, we're really using that to get ourselves into the site. I know there will be some obviously some larger equipment that'll have to travel through there to get to the trees that we have to take down. Um, but that's why we want to get in there
and then really establish this as soon as possible so we minimize uh how much we're we're bringing in and coming in and out of that area. Um, so >> and that preconditioned survey that Lucas has mentioned is separate from the blasting pre condition survey. So we will conduct a precondition survey prior
to doing any work on site so that we document some of those important details. and we've walked the site and you brought up a good point. The field stone walls along the three of butters on kind of plan south and then also that long field stone wall uh on page right
is something we get down to that level so that we can we have detailed documentation of what those walls and conditions look like so that if they were impacted for any reason we know what we need to put back and restore it project. And then uh sort of related to that, you
have a a truck staging area um down the roadways. Uh who who in the town would really need to be involved with that? And are there any chances that maybe it would not be available to use? And if so, like what's the backup plan? >> Yeah, that was that was an option. um
based on what we see here today and how we buy out site deliveries. As Jonathan mentioned, we don't really anticipate needing to use that, but that was an option in the event that a large material delivery arrives early in the morning, whether it's roofing materials or structural steel if it's a Canadian
firm. Um we actually reached out to the developer at the point to inquire if we were able to use that area. We have not seen a return phone call yet, but we have engaged with that individual uh to try to see if there was would be an opportunity uh for us to be able to use like that in the event that we need to
have truck stage in there. >> We do a lot of work for him and Lauren, so give us money if we need it. >> Great. And then uh last if you could just talk a little bit about uh during pre-construction the process for coming
up with creative ways to value engineer without affecting program or just the collaboration that would happen. >> Jody, you want to start with that? Sure. Um first of all have a really vast repository of ideas. Um it's funny because one of my favorite classes and
it makes sense on you know was math right where they say show your work. It's showing that due diligence. So when we create a value management model, it's not just like cut this, cut that. We'll want to have dialogue with you. We want to consider first cost as well, right? First cost and life cycle cost. Uh
putting a less expensive flooring material in great, but if you have to wax it or repair it every few years, right? Um so that's the process. It'll be collaborative. I'll I I look for ideas from our team. I look for ideas from the owner and from the design team.
And I think we had great success at at uh Groman. I mean the post the postcoavid supply chain chaos made a lot of budgets really difficult. So we rolled up our sleeves and we work through that one and to a good ending.
Um and we'd like likewise do it here. Some of the ideas, you know, may be rejected, but that's where the show the work part comes in because there may be a spin-off to that idea that is a variation of it that is acceptable and a really smart way to
save money. Or maybe you maintain the budget, you save that money, but you pour it into other programmatic elements. Does that help? >> Yeah. if um just really staying on the on the potential savings, you know, you're you're saying you're looking at
$2.3 million the savings for the project and everything. Um just curiosity. Um I'm sure you've done presentations with other uh with other potential clients and you've come in and you've been
you've been uh you know making similar claims. I'm going to, you know, whether it be 800,000 or 200,000 or 500 or whatever the case is, >> how many of those hit the mark? Uh well I can say in the case of uh the
four projects that were listed there >> y >> uh and I'll just go by memory at grton I think we developed we came up with about $7 million of savings which was really necessary because of folks you know co chaos that we had and uh it was achieved
right um I don't come in and make claims just to you know be boastful because 35 years in the industry I I mean the truth will catch up to you eventually, right? So, my reputation is really what's at stake. I want to be honest and
transparent. Each idea in the log has a detail tab to it. So, we get right down to tons of rebar, you know, cubic yards of concrete. It's not just a square foot hit the target type number. Um, and we we I think the repository that we have
of historical value engineering, uh, you see similar ideas on there that are accepted. You see ideas that are accepted and, um, and there's real savings to it. Not every idea is always acceptable. I'll put a great example is
aluminum conductors, right? Aluminum is cheaper than copper, but it's usually not acceptable to most jurisdictions. However, I worked at local general general hospital and they actually accepted it. It was a million dollar savings because their internal um you
know uh maintenance and uh crew understood that yes, the technology has improved and we get commodity updates and pricing all the time uh twice monthly through Harrison's and trade service. So we can see what duct work is going for, what copper is going for, and
we know the materials are going to fluctuate, but it's real data that we're drawing from and real life experience from the entire team, too. >> And just to add to that, Jim, because that's a good question. The general condition savings, that's a real viable number. You can see that in our pricing forms that we presented to in this RF
response. So you can see that value right off the bat. It's roughly around 300 $300,000 between our baseline and the alternative schedule. We've we've um presented another real life example is actually the Minute Man project which Joe and I and this entire team here. We
actually proposed an uh a accelerated schedule, not an alternative schedule, an accelerated schedule where we turned that project over a year earlier as well. And not only the general conditions, but that pulling that bid point of construction back by 12 months did actually yield in $5 million in
savings in the buyout of the job. when was that project? >> Um, so that job was completed in 2019. >> Okay. >> So there was there was some real life example there where we had the same approach and it yielded what we were
expecting in terms of savings on general conditions but also savings from the market because again we're pulling that midpoint of construction back by that accel. >> Well, any other question? >> Mr. Chair, sure. We have about a minute
or two left for questions and answers if there's any more that the committee wants to uh engage in. Otherwise, we can um turn it back over to this side of the room and they can give us some closing remarks and some other thoughts if they want. But thank you for the responses to
the questions. Question committee members, thanks for the questions. There's some good dialogue there. Hope that's helpful. So um James Justin want to hit spend 30 seconds on self because it'll >> yeah just in the event of time we didn't have time to talk about this. So we do
very limited self-performing work and we it's really focused on general requirements safety and intern cleaning on our site. It does afford us the ability to have an extension of Gilbane out in the field. So that could double or triple the amount of Gilbane hard hats that are out in the field uh with
that effort. What we don't do though is we do not self-perform any trade contract work. And the reason for that is that we are looking out for the best interest of the owner. And if we were to self-perform trade contract work like that, how are we being competitive with the trade market when we when the trades
know that we are potentially going to selfperform that work? We are not going to be getting viable numbers from the trade market if they know that we are pursuing uh the installation of that work. So we had made a conscious decision as a company that we focus on just intern safety related items and
general requirements to help ensure a safely clean site while adding additional domain and X150 hardats out the field and allow us to have an open and honest transparent buyout with the trade contractors and getting real viable numbers and really looking out for the best interest of the client when
that effort. So >> the markup on a trade package is 15 to 20% of trade process. We we as a company don't understand how you can be open and transparent bidding that work yourselves as you're getting other bids. If there's
too much profit at stake, you can quadruple your your profit. One of these starts with doing that. So, we just stay away from it all together and ensure that we tra stay true construction managers who are are purely just looking out for your best interest. The profit we make is the profit we're stating right now on the proposal that are in
front of you. >> Did I ask something on that? If you don't mind, Mr. Please. >> Sorry, I know I'm not a committee member, but with respect to not self-performing, you do have trade craftsmen available at your >> command if something is needed
>> at a moment's notice. >> In the event of an emergency, we can use our salt forming arm. Um, we focus on laborers and carpenters. So, in the event that there is an emergency event, we have a direct line that we can get carpenters and or laborers on site immediately. Does the Gilane team have
or are they signatory to any particular unions? >> We are signatory to the labors union. Okay, very good. Thank you. >> And we'll still buy out but like the punch list at the end that has multiple trades and and to go around and and hit the punch like all the things where
you're still just as efficient at performing the work in our opinion by not self-performing some some of that stuff. I'm not sure we have another but like I kind of gave my closing a hand but um you know we are very very excited about the job. Uh we have this team
available. There's no bait and switch like you you were getting who is here in front of you today. Um and and we've been tracking this for 2 years. Um and we're excited about it two years ago and and I I am seriously very very confident that this team knows what they're
talking about and they've built these and they have worked together and we we are going to work with you throughout the pre-construction process. Give you a schedule and a GMP and we will build this school on that schedule and for that budget no doubts in our mind. We are very very confident about it and and
again really look forward the opportunity to work with you. >> Thank you. >> Anything else? >> We're all good. >> We're all good. Thank you very much. Great presentation. Great conversation. Appreciate the time. >> Any recommendation?
>> The full building committee. >> Second. Same. >> Oh, my favorite.