history. In fact, every sorry, every school, every public school this team has done, every single one we've given money back to our clients at the end of the job. Every single one. Thank you, Phil.
And I've never se seen a change order that I like. The way we get through the way we can so confidently say we never have to do that. And the way we mitigate these is by working with Dan and his team, building those plans early in construction, making the plan happen on
paper and then really strong execution once we get to the field. And I want to switch. I want to talk about the plan now and how we're actually going to work through this job. This feels like kind of a sharp change in topic, but it's really not. The plan and the budget, they're blended together. They go hand
in hand. Um, so I think our next slide is Lauren. >> So you guys should be familiar with this. This is the MSBA timeline and all of the milestones that you need to hit for the project. We are also very familiar with it and are comfortable
with this schedule. Uh there's a lot that needs to happen during these periods of time and I will be leading um this with the uh team you see here today and Dan talked about how we work at our budget but I want to talk about two
things here opportunities and risk and constructibility and coordination. It's super important to get these details right in design development so we can bake these into the drawings and have them biddable uh for the contractors.
For example, in Welsley uh Hardy School, there was a detail that we found where the slab on grade poured over the foundation walls. And what this meant, if we kept this, we would have to get all the underground utilities within the footprint of the building installed in the concrete poured before we could
start any of the exterior framing and envelope. We were right up against it at schedule and it would hold these walls out, you know, into the winter. So, we worked with the architect and the structural engineer and found a detail where now the slab on grade is going to
pour into the side. So we could as soon as the foundations were poured and ready, we could start with the exterior envelope, get the building weathertight, do the concrete and utilities inside a building envelope that was secure, which
saved like five to six weeks on schedule and then helped reduce cost in winter conditions. Um, and these are very important. Um, and we're ready to take these type of things in details and dive in deep so we can have a good start to
the project. >> And as we think about those constructibility um things we'll work through, we're also going to think about timing of the project and when does it make sense to build. If you look here um this is kind of these bars up here. That's when the
RFP has a construction schedule starting. And a a key thing I want to point out here is generally speaking on an MSBA public school, you can safely start uh construction about four months after your construction documents are finished. And when I say safely, I mean
we're not driving cost into the project fairly. We're not asking you and your team to jump through hoops and change your design path. It's everything stays the same. Just construction starts earlier. And there's a couple really strong benefits to that if you were to pursue that path. Number one is we can
move the students in about nine months earlier. Number two, there'll be about $1.2 million saved just in escalation costs alone. That's money you can re reinvest back into the building. Dan and I, we talk almost weekly about the subcontractor market. Subcontractors are
so hungry right now. Their prices are coming in extremely aggressive and they are looking to build right here. So, this could be a good opportunity if it um if it makes sense for the community. I want John to talk about once we get on
site, what does it look like? How do we work through once we're actually in site? >> I'm going to talk through a little bit of the overall schedule, but first I wanted to stress that uh what Josiah and Lauren been talking about with the precon efforts that really sets up the on-site construction for success.
I'm very confident with the overall timeline of meeting the overall timeline of the schedule with their November start allows us to erect structural steel and complete slabs uh into June the following year. following up with envelope uh through
the fall months and uh having the overall construction weather tight in October. that allows us to build the rest of the interiors through the uh the rest of the winter and spring months and overall leading uh to a June turnal which is an optimal time do a building
transfer from new to old and then leading us onto the uh final stages of the landscape of a problem that myself and Phil overcame uh down in Harvard. We are aware of boulders on the site by studying geotechnical reports that were
that were issued. But what we are not prepared for was a man-made uh burial ground of uh boulders from prior projects in town. Instead of this becoming a work stoppage problem, we worked closely with our subcontractors
and the design team to uh build a strategy. While we were working on that, we continue to work all of the areas of the site. Uh while this was being solved, we worked through a game plan that uh satisfied what we needed to do to uh
complete our foundations. In the end, uh the foundations were completed, structural steel started on time, and there was no uh change to the end date of the schedule. >> And why do I think things like this are important? There could be no excuses for
a schedule delay and driving the schedule to take too long, potentially putting kids in modular classrooms. I live in a town just like yours. I serve on a board just like yours and I know exactly what those 400 emails you would get from all those parents of all those
upset people. There can be no excuses. And what I want you to take away from Shaman is no matter what happens, we're going to get you what we want. That's our commitment to you. Uh, I also asked John to talk about site logistics. These are really complicated.
There's a lot in here. I asked him to high level it. Go super brief. You have questions, just ask. So, these couple logistics plans will be home throughout pre-construction, but I wanted to focus on a few items that are reoccurring in all stages of of the uh the logistics.
First off, creating a site perimeter that's well defined. that includes our site fence, our entrances and and contractor parking within the site. Secondarily, I'm sorry, that is reinforced with
communication. All of these plans we like to review with the stakeholders. That might be uh people within the school, the building department, police and fire, any parties that want to be involved with the planning to make sure that everybody is comfortable for what's happening inside
the site and outside the site. Next off is establishing construction blackout times. You have AM and PM bus drop off and uh parent drop off for students that can't be interrupted. We have successfully done this on
multiple projects where we uh enforced blackout times for no deliveries. Our trucking can't stop what's happening on your uh day-to-day uh school uh campus. that is reinforced also with communication
successfully in multiple projects. I've had daily uh communication informal meetings with the principal. It gives us a chance to chitchat talk about what's happening throughout the day. Let remind him of what uh is going on him or her of what's going on on the site. At the same
time, I can be informed things that I need to be paying attention to that might be happening in the uh in the build in the school, the active school. Next, as the job progresses, we're recreating the same similarities of a well- definfined site, new entrances,
but now paying attention to the new school that is active, the new uh bus routes, and adhering to the uh same van plan that was already established for the past year and a half. And then further all of these details are um
put into the bid documents and captured in the budget. >> And I don't go away after pre-construction. I work closely with Phil and Elizabeth and John for quality control measures um as the building progresses through construction. on this
screen. Um there are a few ways that we have a quality work through quality control in specific tailored program for your project. Um as an example in the middle is a shop drawing that was
created uh through our weekly coordination meetings with our plumbing. Uh this is the envelope of the building which is very important. These coordination meetings define details. They set expectations and they make it so everybody
understands what materials are going in place, who's going when and how does it work. Um, your building needs to be a high performing envelope um to pass the rigorous testing that is now required. So, this is just one example of a
quality control program that we'll put in place. And uh I'll work real close with Elizabeth to make sure that we get these uh goals passed. But we don't just stop on the outside. Uh we also start with the end in mind. So for us, we understand that not
everybody knows how to read drawings. Um so we build one classroom first, right out of the gate. Once the exterior envelope goes up, we start framing one classroom before we build it 30 times over. We bring the teachers, the principal, the superintendent into that
room so they have an understanding of how their space works. What's important here is we've done it in the past and there's like a dozen changes. And if those changes happen after the end user moves in, it's costing you money. it's
disrupting the classrooms that you know your students are trying to learn in. Uh so we get this done early. We ensure that everybody has a clear defined uh understanding of what they're going to have uh as you move into the school.
>> So I often get asked um what do you do? Um project management. Uh usually it's by my kids and I tell them I build schools. understanding my audience this evening, I want to be a little bit more thorough. Um, so it really boils down into five buckets. Um, those five buckets are up here. Um, I'm not going
to go through them all. I'm going to go through an example that I think really highlights the value that you being a project manager um, can bring to the team. Um, so this is Harvard uh, Hilddrith Elementary School. Um, if you've driven by that building, beautiful peaked roof. Um it's a
magnificent piece of architecture. Geometrically uh getting all the air handling equipment into that room into that space was a challenge. Um so we worked with the design team our coordinators to ensure that all that equipment could be bid fit into that space maintainable.
And then we took it one step further. We looked at in 30 to 40 years as this project um as this equipment approaches the end of its useful life um how are you going to get it out to maintain it in the future. And we took it upon
ourselves to model moving that equipment out of the building and making sure that we had enough space cleared and access points so that you don't need to rip to rip the side of the building off. Get that equipment out. >> Six or seven minutes.
So it was a very uh resilient process. So I'm going to turn it over to Elizabeth to touch more on sustainable. >> Thank you. >> Um so sustainability is such a broad term and it touches all of these aspects which are you know relevant to my job
and I think very important but I also think it's important to tie these concepts to the tangible outcomes. So for Shaker Lean, um I see that first as being a a highly efficient building that's going to save you money. I also want it to be a durable building
that's going to be resilient and last to serve your decades, sorry, serve your community for decades. Um and of course, we want an optimal learning environment for your students. In fact, I think that the foundation you all have is really strong. Um, but you
need a committed partner who understands that vision and will bring it to reality without compromise. Um, I think Netflix um I saw in your S report that you're not necessarily interested in chasing lead points which I love as
great as lead is um but a lot of the lead credits that directly impact these outcomes are awarded on design and don't require judgment verification. So some of the things like Floren um you know driving uh accountability with the subs
and driving oh it's >> it's all right we got one left >> for uh still working through tight spaces and making sure your staff can access equipment. All of this really builds to a longer uh lifespan of the
equipment and the building and drives quality uh with your performance as well. And and really that's how they'll show for you and straight. >> So Elizabeth talked about an optimal learning environment, but why are we waiting for the classroom to be built when we are providing an optimal
learning requirement? This is something that I'm passionate about and one of the most rewarding parts I think of all of our jobs um of in building a school whether it's standing in front of uh all school assembly teaching about
construction or Phil and John's window of wonder right I wanted to call it the portal of promise so I think that's a good name for it or doing an egg drop with the students you know the fifth grade students they were so excited They
kept saying go higher, go higher. So, we really love bringing the community in to see what we do and be a part of like the future of their community. And that's what we want to do here as well. >> My job is to bring to you a great team,
not just of great builders, but of great people. And I hope in this time you do really get to see what I see is that these are really great people. And I'm confident you would enjoy working with them. I love Shaman's emerging talent. Uh, if
you'll notice, um, no one in here is in our 20s. Whether it's my lack affair or John's like really outdated Polaroid, we aren't learning on the job here. Um, we've all been doing this a long time. This is not our third or fourth project. It's our 30th or 40th project.
Um, and as I said before, the way I measure success will be standing back here in front of you in 10 years talking about another project because you had such a great experience. >> I guess we're all getting touches today. >> This is DIY. No. Hey,
>> so um that's it for our presentation. Open it up to Q&A. We got a bunch of topics here covered. Anyone's curious about these. Um, I'm sure logistics you're seeing a lot of videos, 3D, there's all types of stuff you can look at there. Logistics can get really
complicated. So, happy to talk through any of that in detail, right? Um, okay. Excuse me. Yeah, great. Thank you. Sorry, Joshua. And everybody appreciate the presentation. Um, committee members have a series of questions. They're going to randomly ask
on and off and probably address many of the things you have on your screen, but also maybe address some questions you may have um offered during the presentation. So, ser as well. So, I'll turn over to the chair and he can delegate the points.
>> I might have one or two at the end as well. So, >> all right. See what happens. Um, Mike, you want to start? >> Sure. You guys, thanks for coming. Um, want to go through your early package alter uh schedule abort of procurement of subs
and make sure you get the right folks. Sure. Uh, so probably a little tough to see on the screen. This is our alternate schedule. What we looked at really the main the main deviation from the RFP schedule and the alternate schedule is really these early packages coming out
with a 60% CD set. A lot of these packages are really developed by that time. Your your structure, your civil, they're kind of already along. The the outlier would really be the below grade waterproofing and maybe the electrical switch. Those
might have to be um you know, pull those kind of into that baggage. With those um that would let us start construction about four months after the 60% sneeze and just hit all the other design milestones as they're developed. Does that answer your question, Mike?
>> Yeah. Yeah, sure. You sure? You >> mentioned about your subcontractors. Question will be what about self perform? Do you do any self-performance? >> Great question, Sheresh. Dan, you want to take this one? You want?
>> Yeah. So, we do self-perform. Uh, shock has a self-perform Starlight. Uh but as part of any procurement they would be required to bid on the packages. Again completely transparent process. We would share the bids. Oftent times clients
will request that Starlite bids 24 hours in advance. Um so again uh we we are doing bigger and bigger drywall packages. Obviously something like that would um be a trade bid. Um so again
completely uh in compliance with any of the procurement the ones we met in the class. >> If I could just add one thing. So um on the three school projects that I've done we've had Starlight involved in all those projects. Um, and we've gotten
together with the OPM and the town to really hash out what that procedure would be to make sure that um, we know what needs to be done um, and that Starlight knows what they need to do in order to bid the project, but for it to be fully transparent and um, you know,
compliant. >> I think the other point is we've had a lot of success with Starlet partnering with MBE and WBE firms and that's helped achieve some of the diversity goals on our projects. Yeah. So I know in Ashland and that that's it was very successful. Yeah. >> And Wellsley
>> Welssley uh but a lot of our public projects that's an avenue that's that's proven real successful. >> And what kind of trade does the brow work or do you do concrete and any other work? >> Um so our self-perform arm probably wouldn't take on a concrete package this
big. Uh but a lot of the general labor uh you know the cleanup labor, the rough carpentry, it could be mill work um >> doors and hardware. doors doors and hardware installation. Yeah. So again, it's it's specific to the project and
and frankly how busy they are uh as to what makes sense. But to Phil's point that that can all be fleshed out beforehand and and communicated and really develop that strategy as a team. One of the big value drivers we see
there is by controlling some pieces of the job, we get to kind of set the tone, so to speak. So by controlling how clean the job is really sends a message to everybody. There's an expectation here that you're also clean and you're also doing a good job. So by um by kind of
setting that as a baseline, it really helps us work with and develop partnerships with everybody else in the project. >> Right. Uh could you talk a little bit more about your strategy for communicating with better? >> Great question. I can take that one
unless anyone else wants to. Good. I got it. Um so we find um a butters are a sensit can be a sensitive group. Uh so what we've done before uh we call this uh together at the table where we'll
meet with them on a monthly cadence to just hear them out uh and just let them voice their concerns to us. You know, I'm concerned about traffic or dust or noise. And that fills us in on what they're worried about and how we can, you know, better manage. I'd say that's
as like close as we get to like working directly with the yutters. There's other stuff like um, you know, flyers we can hand out like FYI or driving a crane in. You might see a big piece of equipment um, spinning up or supporting the project website you already have. Um,
community events, etc., etc. But the the really impactful one is that together at the table where they get to sit with us and tell us like we didn't like this or we're really concerned about that and we can address it kind of right down the spot. >> And I think it's really important to keep them informed so that there are no
surprises. Um especially for your project where you have the butters are so close to the entrances and you have some ledge removal that needs to be done there. So really making sure that we um communicate the right amount um so that there are no surprises.
>> Good question. >> All right. Can you speak a little bit about um will the access for parents stay at the same project though deviations that kind of goes to the communication piece? >> I don't know who has helped you come up with all these questions. They're all very good.
>> Yeah. >> Yeah. Sorry. I only heard part of that. >> Sorry. just uh will the access point for parents stay the same throughout the project, right? Um >> yes. Yeah. So, in their new construction phase, we're replicating exactly what
you have set up now. Um by keeping our main entrance as far away from that area as possible was the goal. Now, this does put us into the other neighborhood, but there's a balance of of trying to maintain this thoroughfare as it is now. When you
get into the later phases, obviously the new designed bus route takes over, but it's still uh trying to not disrupt the new plan design by having us as far away as possible from the new le.
>> Great. It's kind of nice putting the entrance over here because it doesn't disrupt any of the, you know, logistics of getting to the school. The downside is kind of just working close to this neighborhood. So, we would, you know, try and do some things like put up decorative screen walls between their
property and our job site. So, they're not looking at a construction fence for, you know, that amount of time. Um, things we can work through >> and even summertime activities. We know there's a lot of school events that still happen on school. Yes. We'd be trying to focus some of the extremities
that need to happen when the when the school's not in session, but we'll develop plans that work with everybody so you could still keep the summertime activities going while construction happens. >> And then just from a safety point of view, obviously it's a school, right?
And so you lock up at night. What's kind of the protocol for that? Making sure people don't get into the work site and so on. >> John, you want to take that? >> Yep, sure. Uh so multiple levels uh multiple people on site at the end of the day. Uh making sure this happens. Um
by limiting how many gates we have to the site by maintaining >> uh on a daily and weekly basis the the way the fence is set up. Um even during the evolution, you know, it our our goal is always to have an uh driven fence post whenever possible and minimize how
much temporary fencing goes up or sectional fencing goes up is it's much tighter using scrim wherever possible. So there's a tighter barrier around site. Uh so those are all our goals. book. End of the day, best case scenario
is, you know, the gate on this side is basically never open because it's a secondary gate that's only need needed for certain operations. We really only have one active gate that's being locked at the end of the day and it's usually me or Phil that's the last person needing. So, it's kind of a
thing that the last person out is is locking that last gate. Additionally, we typically have u some sort of knockbox style lock. So emergency services can get in after hours without having to cut through. Uh that's worked very well in
the past um because your police, fire, and ambulance all have access to those keys. So we usually set that up so they know what entrance to come to if there's an off hours issue that they they need to address. >> And I think it's important to note so um all of us have built on coccupied sites.
Um Hildrath Elementary School was directly adjacent. We were 17 ft away from the existing school. Um at Mendez and Ashland, we were 20 ft away from the existing school. We were blasting within that 20 ft. Um so site security is top priority for us. That perimeter fence,
getting that set up early and having it up for the duration of the project and maintained is critically important. We've never had you and I have never had an off hours issue on any of our sites. So you know, I think we have the >> It was the deer that jumped the fence. >> It was the deer and the coyote. But
>> coyote. Um so yes you know there's a lot of playing that needs to go into this and you know safety is the top record >> right >> one thing kind of not set here too is you know you mentioned emergency services police and fire what John and
Phil will do is during the day during construction they'll invite them in and say come walk the job I know you want to know what this building is not just going to look like when we're out of here but what it looks like today in case there is an event so you are familiar with is the fence, where are
the emergency access roads, and we'll do passive systems like security systems, uh, cameras that, you know, alert us to, you know, motion detected at the main entrance kind of stuff. >> Great. How do you, uh, implement or enforce, um, Cy process for your contractors and
visitors? And the other part of the question is on a daily basis, do you have an on an onboarding process that's in place for the contractors? talking just talking about this. Go ahead. >> You want to take the quy first and I'll take the onboarding.
>> Go ahead with the Corey who just explained. >> So, uh we we were actually talking earlier how you know Corey process varies from town to town. Um and ultimately the town Corey officer um helps establish those criteria for who
can and can't be on site. Um what we did in Ashlin was we worked with the town to get all those forms filled out. Um we had a share file where we would submit them to the town securely. They would run them. Um and I'm not 100% certain
here if um you all were going to be running the quies or if it was something that you were expecting the the contractor to do as the Corey officer. Um if the Corey officer is a town person, we would communicate with them. Um if for some reason somebody did not pass a quory um it would be a discrete
phone call to myself they would be placed on a list who would inform their company that they are not allowed to work on site. Um and you know we've you know I've spent a decade doing this. Um have never had any issues with anybody coming on site that wasn't supposed to
be on site or being really throwing fit about um not being permitted on site. This is standard practice for a public project. Um so most of the workers that are coming through the door understand that process. Um and we also do uh sorry
um as far as identification goes, we make sure that the Cy gets ran. We tie them back to a Corey badge number. We issue them that badge number and that badge number is theirs for the duration of the project. And if the town so chooses that um you know it's generally six months to a year um that that core
is good for um we could rebadge everybody if the town wants after a year. So a lot of options look forward to discussing them all with you. Very familiar with the process >> and then that does work in tandem with the orientation that happens for every
new employee that's coming on. um it's an ac combination of general safety regulations that they they need to follow, but then sight specific uh items that they need to learn about and understand in order to work on a site. So, it's a combination of the Corey and
a safety orientation that all happens day one that each contractor comes up and that keeps getting supplemented as we you know obviously change as the job moves along. So it's just a constant rotation of people coming in. There might be an orient orientation held
every day, busy parts of the jobs. >> And our expectation for your project is the contractors going to be parking within the confines of the site fence. So we will not be intermingling people coming to work with your staff, your students. Um, and that really helps us really control that access
>> and it's in the specifications a lot of times the core procedure and the corey documentation is in the specifications uh that they're bidding on as well as our safety manual is written in those head u packages. Um, our safety is an
online program called hammerneck. Um so they have to watch a video AGC care video which is the association of general contractors and then also Jonathan go said sight specific um and then once they pass that it goes to
Jonathan's computer he has to accept it and before he can accept it he has to put in a number and that number that he puts in is that Cy number tied back to that person with a picture. So somebody else can't just hand their badge around. It has that person's picture right in the system. Yeah. Photo.
>> And that also allows us to collect all their documentation of any of their required trainings, whether if they're working on a boom lift that shows their license, if they're um working with power actuate power actuated tools, it shows us they've got accreditations for that setting.
>> Yeah. And it like it will alert us like through the program when their credentials expire so they can never have that lapse and be on site. Thank you. >> Any other questions? >> Yeah. Go ahead. >> Uh, can you talk about the, uh,
geothermal system and how we can make sure that they're really in the right place and that we have the best design for them? >> I can hear you chopping in the >> hole. Excited. Um so at uh the Mendes Elementary School um we started at
DD with 50 wells and we worked with a third party consultant and really um challenged the design team to make sure that we were right sizing the system for the space. Um so through that process it was iterative. Um we narrowed that down
to 30 wells. Um so we had 30 wells at Mendez. It's a 100,000 foot building. Um we did have a backup boiler and a backup cooling tower. Um the cooling tower has never been turned on and um the boiler rarely operates. >> Not because it doesn't work, it's
because the fuel efficiently. >> Um >> so really making sure that um you know as the design's evolving, we're making sure that the tonnage is tying with the the building requirements are. And then as far as the um the location goes, so
we can work with our trade partners to assess and make recommendations of of where they feel the best um opportunity to place it is. You know, site work is a huge part of any of any budget and where they need to start installing that
geothermal well from goes into that. So understanding where do we have the most cut, where do we expect to be down to the natural soil and you know maximizing the location with where we already need to dig is critical. Um we the system at uh Mendes
I'm a huge proponent. It's uh I call it the magic box because the water goes in and it does amazing things. um we installed that system early in the project um in the parking lot and then we put it to bed for the duration of the job until the end and then we tied
everything back. Um so there's a lot of opportunities for creativity in how you put the system together and >> it doesn't need to all be done at once. >> Yeah. And the way it goes in is there's so much testing that has to happen that you can test in segments and really make sure that you're going to be prepared
for that tie in at the end. We've been doing the first geothermal walls we did were when I started at Shammed 21 years ago and they were in the Trinity Church in downtown Boston 1500 feet down. Uh and so much of that like answering that question is not only
the where but the how many is that um that BTU calculation on the first test well and that's done you know way before the rest of the wells. So we can really fine-tune where and how much. Thank you.
>> So going to the point that you mentioned, you know, the unknowns here, uh, you have any other pinch point that you see in the project that could be potentially an issue. >> The leech field we talked about.
>> Yeah, the leech field's unique, but it's not really a challenge. Just making sure you get that elevation right. Cuz right now it's on the drawings. It's it's pretty significant fill for that leech field and trying to find the balance between your water table, the amount of fill, the bedrock, and how much um you
know, you need for the actual percolation. Um you know, I I think I I really love dirt. Um it's it's something that I I really nerd out about and being involved in that process. um you know, working with Dan's team to do cut
analysis and really maximizing um where we're going to because not only do we need to address the material on site, but if it's going to stay, we need to find a place to put it. There's a lot that goes into um figuring out what's the right source for your project and
your site. just a and you might not have noticed it in one of the example logistics plans, but it has been thought about as uh the actual east field being done as one of the last things we do. But the summer before uh we've already looked at how to
get as much work done ahead of that. Um >> this one. >> Oh. Uh so close. So close. >> It was the series of them at the end. >> Yeah. >> Yeah. We've already started thinking about how to get as much work done in between
uh the the new school and its the future location of the Leech Fields down here by using that summer to get the uh the the piping as much done as possible. Tying in through the existing um the existing leechfield, but getting as much
of the actual pipe work done. Uh so uh when this roadway opens permanently, we're not digging back into the road. We're only working within the site to get to the new leech field. >> Sorry, I was gonna say not to keep piling on. Um I think or my my feeling
is that existing sewer lift station. There's going to be a lot of conversation around what happens to it because it stays. But at some point it's going to run both buildings, not full loads in each. Um grades need to change around it. Um are the pumps oversized,
undersized? there's that weird smell that we need to figure out how to address. Um, you know, there's a lot of kind of question marks and I don't know specifically about um, Littleton, but we had a similar situation at Harvard, but it was a town-owned um, wasn't the
school owned, it was a town-owned utility lift station and working with their vendor and really trying to figure out how we can adapt our project to work with theirs. So, I think digging into that detail early with whomever operates
that lift station. I know you're already probably have you're a civil engineer all over it. Um, but asking some of those questions because ultimately how do we how do we tie foole to new and keep everything online and everything flowing >> and precon
can get it in the budget is the most important. >> That is the most important part is to make sure that it is in the budget at this time. Any other questions? >> How you doing? Couple quick ones.
>> Is this the project team that if selected we see these faces and names throughout the life of draft? >> I'll answer that uh a little bit differently. A lot of people say this is the project team and that means different things to different >> teams. Sure. For us, it means it's the
people in this room. Like these are the people that will be on your job from the very beginning, like Lauren said, to the very end. >> Okay. Good to know. Maybe a quick one for Elizabeth. You mentioned IRA funding. Yeah. >> Could you maybe give us a little hint on that? >> Yeah. Um, so right now the way I see
your system, if I'm correct, your wells aren't necessarily over the one megaton, sorry, megawatt uh threshold that would trigger the domestic content prevailing wage requirements, but I think your equipment on the building side is um I
think it's around 300 tons. Um, and that I think would be like the biggest thing that I want to kind of dive into first. Um because that will then uh without your systems under uh 284 tons uh you don't have to do prevailing wage and you
don't have to do the domestic content. Your starting credit is 30%. If you go over that 284 time limit, then your starting credit is only 5%. You need to hit prevailing wage and apprenticeship requirements to get that 30% credit. And
then the domestic content uh bonus is a bonus still. you get another 10% but it's a harder requirement because of their system size. Um the last thing I'll say is that uh the federal entity of concerns uh provisions from the one
big beautiful bill are effective um basically at this point we're supposed to see uh guidance from the administration in August which we don't have but come January 1 they are effective and so um it might be a reason
to pursue the domestic content bonus regardless. Uh the thresholds are roughly the same. Um, they're just specific countries that they're looking at. >> And Elizabeth and Phil are being modest here, right, about Mendes?
>> Yeah. >> Um, so at, um, at Mendes, uh, the IRA actually came out after we were already under construction. Um, so we worked with Elizabeth and the town to bring in a tax consultant and we actually retroactively
applied for the IRA and we got the town a check for I forget it was $2 and.5 million that nobody was anticipating at the outset of that project. So kudos to Elizabeth for helping us navigate the process and kind of raising her hand and saying there's an opportunity here. Um,
as you can tell, she's really dialed into the specifics of what's happening. She nerds out about that. Give me one more. I'll make it quick. Could you expand again back on your schedule? Did I write this down? You're looking to save 9 months potentially.
>> Uh the the schedule would not compress 9 months. It would move back nuts. So, um there's a there's an I guess we're presenting it as an >> as an opportunity as an opportunity. Yeah. >> Yeah. We can do whatever schedule you want. That's fine. I'm just curious how
you think. So, can you just touch on that? There you go. Y. >> Uh, so could you go back uh one or two more actually, Phil? >> Yeah. So, your current RFP schedule has you starting in the fall of 2027. >> Correct. >> If you advance uh one or two more, Phil
start. >> Perfect. >> We can pull the actual start of the construction back to start four months after your construction documents are finished. 60% CDs. I'm sorry. >> Yeah, I don't know what Yeah, I see the
uh the bar chart that says honor about 60%. >> Starting with early bid packages. >> Yep. Based on 60% CDs. >> Did I write this down? Completion would then be >> uh Yes. >> One more.
>> So, the completion date would be instead of 2029 be 2028. >> That's right. of the of the school of the school. Yeah, that's the new building. >> The new building. Correct. Yeah, exactly. >> So, you'd be moving into the new building over the summer of 2028.
>> So, instead of the school year, the new building being open academic year 2029, which will be call it September 1, it' be September 1, 2020. >> That's right. >> So, essentially a year earlier than what we're >> an academic year. Yep. >> Academic.
>> Okay. And you know what I didn't say about this that um that there's a a little trick to this. So this works except for mechanical contractors. We really need those mechanical contractors on board to coordinate the building so
we can put the steel up and they won't be bought out in time. So what we actually do is we do all of it inhouse. So we will coordinate the entire job. We will give the mechanical contractors a fully coordinated set so that they don't
have to and we say here go make this and that's how we're able to pull that time back before those mechanical electrical plumbing subs are >> electric modeling and all that stuff. >> Yep. We do all of that in house. We have a whole team. Not here. Um got it.
>> Yeah. >> Although we do take part. >> Yes, >> we do. Yes. >> One quick follow. So you end up buying the equipment under your procurement first and then transfer over to the contractor or electrical >> if that's a requirement. It certainly
would be on the electrical gear. We would have to buy that early and then transfer ownership to the uh electrician. Um >> we did that in Welsley pretty much every project these days. >> So Scott Santry who is our electrical estimator is also a master electrician.
So he, you know, talk about nerding out, uh, loves looking at switch gear and, uh, you know, reading through the specs and then designing temporary systems and whatever we need electrically on a project. So uh, again, huge asset. And, you know, Charlie Mlan is his
counterpart on the mechanical side. Uh and if we need to for some reason pre- purchase any mechanical equipment uh you know the heat pumps or the air handlers you know Charlie Charlie's will work with the team and with our purchasing group to to you know procure that
material or we need to um sorry uh what if what if we make an internal decision that we don't want you to accelerate the uh the >> uh totally fine. So still within budget
may hopefully say stuff the whole line goes. >> Absolutely. >> Do you still think you'll save still at that level that if we stay with the original schedule? >> I think there's still uh there'll be still opportunities to save. Uh you know one thing we're going to look at really
closely for sure is the soils. We need to characterize them environmentally, characterize them geotechnically and figure out how to handle them most cost effectively. And there's a great amount of time in either pre-construction scenario, whether we start early or we
start for the RFP to do all that. And I think all three budgets have that escalation to the construction start to the anticipated construction start built in. Uh so so that's the buffer that's accounting for that time right now. Uh you know, we're we're in a period of
kind of low escalation right now. And certainly it's a as Josiah said, it's a slow construction market. People are looking for work. You know, we expect that to to pick up. Um we don't expect it to take off right now. Um but we
think again, you know, the the three estimates have reasonable escalation allowances to to bring your project to budget. I think again Josiah talks about, you know, an opportunity uh if we were able to to bring this to market.
Again, very aggressive pricing out there right now. Um, but if that doesn't work for the town, then certainly we think you're still well within >> well within budget. Okay. >> Okay. Well, great. Thank you. Um, and
Jimmy, how about two minutes closing remarks if you want. >> Uh, if you so choose and we can wrap it up. >> Yep. Uh, so what I hope you took away from today is how special these people are. Cuz that's
what I thought about is these people and frankly doing whatever it takes to get you and your community what you want. That is what Shaman is and that is what we are here today. There's nothing hidden. There's nothing different. What you see today is what shaman is. So, I
hope you see how special they are and what um what a joy they are to work because that's really what makes this so uh that's my own spot closer. >> Thank you. >> Sounds great. Thank you. >> Thanks for the opportunity. >> Thank you.
I have no idea how shie and just >> so I'll start to introduce yourself >> Mercy G and I'm the PMP PA for the project director with the client infrastructure
management in partnership with Tom >> Mike Scudo permanent municipal building committee Peter Collins OPM or Turner Townson here on behalf of Bill. So welcome. Thank you. Appreciate the patience here. So
the floor is yours in a few minutes, but we have that general timeline or 50 minutes overall. Want to reserve about 20 minutes for the committee. So we were thinking 25 minutes for presentation, five minutes closing remarks. If you want to blend it all together, that's
fine. But we'll keep it tight to that just because it'll be equitable based on the rest of the firm. So again, welcome and I'm going to turn the floor over to Sean. I mean WT Rich team. Thank you very much. And the boys. Okay. All
right. Little technology hurdle there, but uh good evening everyone. My name is Jonathan Rich. I'm the CEO of WT Rich Company. And I want to start by saying first off, thank you for the opportunity to be here. We're very excited about this project. We think it's a great fit for our firm. Uh I also want to
congratulate you on the uh successful funding of the project with the town meeting and then the town ballot vote on November 1st and that's quite an accomplishment. I'm Brian Santos. I'm the president at WT Rich. Um so about a year ago I was
talking to a OPM friend of mine and we were discussing debating you know what do owners really want? what do they really what's really important to them in terms of a construction manager and what a construction manager brings to the table when we were talking about budget and schedule and quality and
things like that. But where we kind of landed was what what what owners really value is a sense of peace of mind, right? They want to know that their project is going to be a success. They want to know that they picked a project
partner or set of partners that really are not only capable but really committed and have the owner's interests in mind. So that's something that we like to talk a lot about in our presentations and talking about WT Rich is that the services we're bringing and the value we're bringing it's all geared
towards bringing a little peace of mind, a sense of confidence uh and trust that your project is going to be not just a success but an outstanding success. >> Great. Thank you very much, Jonathan. So, I also want to say congratulations on getting to the CM selection process.
We have followed this project for a very long time. I know you've all started back in 2017. So, congratulations to getting to this point. I know you're excited to move on with the construction process and select CM and and we're equally excited as well. But Jonathan
kind of outlined bringing this peace of mind. Okay. uh and this particular project team is going to be able to deliver on that with a high sense of collaboration and integrity. So, as you can see here with the depth of our team, there's a few things that we really keep at the
forefront of our thought process when we're doing school projects. Safety to the kids, students, visitors, and community. Driving and paving the way to financial and schedule success. and ultimately recognizing that you are our
client. We work for you every single day. And throughout the process, we want you singing our praises, whether that be through pre-construction services, construction services, or even post construction and beyond.
Another key aspect for us is being connected with all. Uh we're very fortunate enough to have two direct teammates on the WT Rich team and Rob Harrington the project manager and Steve Kelakis the MEP manager. They are
Littleton residents. They're within one mile radius. Actually Steve is four houses down and uh we're happy to have them on this particular team. The core team consistency. This is what we do day in and day out. WT Rich builds school
facilities and this particular project team has worked together on multiple projects such as uh other school buildings. Town experience Jason Sperry did build the Littleton Fire Station and Steve talking about that connection. Steve Crudel Lockis does do a loaves and
fishes food drive. He transforms his house during the h Halloween season and has a whole bunch of people and he'll get into that come through walking through his yard. So again, my name is Brian Santis. I'm also the principal on the job. Dvita. >> Yes. Good evening everyone. My name is
Dvita Flynn, project executive. Uh I have been building schools in Massachusetts for the last 20 years, having did over 25 school building projects. Uh I've been installing geothermal systems and photo voltaic systems since 2011. Having quite a bit of experience in that uh field, I really
look forward to the opportunity to bring that experience to the town. Thank you. Brian Barry, senior pre-construction manager, been in the industry for about 16 years and been involved in uh nine K through 12 uh Massachusetts public schools. Um it's my passion. I have two
kids in elementary school at home and there's really nothing more rewarding than creating these environments for that generation. Um it's my job to set up this job for success uh from the very beginning and provide that guidance. >> Good evening everyone. Robert Harrington, project manager for WC Rich.
Um, most of my experience has been building schools. Um, so I'm very familiar with these types of projects. I also find that they always hit a little closer to home to me. Um, literally in this case, um, you know, building something for future generations, students coming into and out of for
years. I've always taken pride in that. It would be a pleasure to build something here in Littleton. >> Good evening there. Good evening everyone. Jason Spintendent. I've been in the business 25 years. um mostly municipal projects with a fair number of schools mixed in. Proud to say I was
involved with Littleton Bio Station. I look forward to working here again with you guys a little bit. I'm Steve Pockis, MVP manager for WH. I've been WH 11 years. 20 plus years in construction and engineering industry, but I live in the corner of Charles Street and Goldmith. I
don't know if you real every September, October, my house turns into a whole haunted yard and I do that for a food drive to give back to Loe's and Fishes. This was what was a good year, but the government shut down everything else to give back to the community. Fill my whole truck up with food just to be able to give back to the community. Something
I'm really proud of and something I like love to give back to be. >> Thank you, Steve. Uh, so our focus for Littleton, what differentiates us from our competitors are the three themes that you're going to hear throughout the presentation today and throughout the life of the job should you be the
selected CM. The first thing is greatest peace of mind. You already heard John talk about this earlier and I'm going to talk about it a little bit more in a second, but reassuring everybody involved. They are in good hands is our priority. Most school for your money. Really
making sure that we are maximizing every dollar and getting you every bang for your buck. We will go into this in detail with hard facts and data to support what I'm saying here right now. Just give us a little bit. And then superior deliverables. It's not just a matter of feeling good and it's not just
a matter of spending your money as best that we can. It's really making sure that every aspect, every detail of the project is delivered in a superior way and we will make sure that that happens from start to finish. WT Rich will make sure that you are getting a superior package for this project.
So greatest peace of mind, I want to talk a little bit about what that means to us and how we will deliver that to you. So to us, greatest peace of mind is freedom from worry because the details are handled and the risks are managed. And that is something that we will bring to all stakeholders.
This is parents, students, staff, a media abutters, the broader Littleton community. This also includes the construction team, the municipal departments and entities that are going to be engaged in getting this project through to completion. everyone and
anyone involved, interested, concerned with this project, we will make sure that we are delivering them confidence and trust in this project from start to finish. One of the ways we feel that that can be done is hiring a CM with the right experience for your Shaker Lane project.
And WTR, we believe that we have the right experience for your needs. 100% of the of the work that we do is Massachusetts public work. 70% of all of that is schools. 70% of our work is
schools. 50% of our projects, half of them are on occupied sites. Again, this is something that we do and experience we have that we want to bring to Littleton. I spoke earlier about my geothermal and photovoltaic experience, but that is carried throughout WTri. We built the
first net zero school in Massachusetts several years ago. We've been building all electric buildings for well over a decade. We are used to uh specific sites that have nuances such as ledge removal, wetlands, and managing through all of that to make sure that there are no
issues that you guys again get what you've asked for. We will use this experience to deliver throughout the project. And just to give you a little bit of a sample, Jason's going to get us going with that experience of how we approach logistics. >> So, let's talk a little bit about logistics. So, we're just going to focus
on three aspects. safety. I'm responsible for safety both inside and outside the fence. Most importantly, outside the fence because that's where the kids are at. Um, as a dad, if I had kids in the school that was nearby, I'd want to know that their safety was at the forefront of everyone's mind. And our uh site team
will um tailor their routines to ensure that we're walking that site daily to make sure there's no breaks in the fence. So, that really lets carries kids onto the site. We also want to minimize disruption. and the kids are there to learn and that's really what we intend to let them do without disrupting them.
Really unaffect their um their daily lives and their learning experience as well as the close proximity to the neighbors over on Shaker Lane. We know they're there. We know communication is going to be key and we're going to have to really um listen to them and hear their feedback.
>> Oh, I apologize. Um also cost. We really want an efficient site. Really kind of um minimize cost impacts. It can prevent delays and also um protect your investment.
Here, here you'll see the existing conditions. Um really great site, lends itself to good separation between the existing school and the active construction site. I'm going to show you in a minute four configurations. Um but I'm going to focus more outside the fence because that's really what you guys are going to feel as community.
what like what's going on outside how we're affecting you. So patience >> April 2027 we arrive on site. As you can see there's really no change to the school activities. You guys are coming and going like we're not even there.
We'll be opening up the street over here working closely with your butters to make sure that we really affect them minimally. Prioritizing the geothermal wells in hopes to give that ball field back to you early. We know Littleton's a big baseball softball town. We want to get that back in your hands as soon as we can.
And also you'll see the playgrounds. We know that's important to you guys. You guys will have that playground until you get a new playground with the new school. So fall 2028. Really the only change is you get your ball field back, which is cool. Um we set up a program on other
projects, we'll do it here. those kids who were knocking it out of the park, putting balls over the fence. We we set up a ball retrieval program with signage and whatnot to let the kids and the parents come get the balls inside the fence when dealing with sight finishes, interior finishes, commissioning,
testing, balancing, and really preparing that building for occupancy. So, configuration three, summer of 2029, boom, guys get your new school. It's fantastic. You run your summer program in there. kind of a a soft start, soft opening, which is good. You guys get to
live there, feel what it's like. We're maintaining access along Lake uh alongside Goldmith Street and then obviously you'll be coming and going for your new access off of Shaker Lane. All the while inside the fence, we're demoing the building and preparing the leeching fields.
Here we go. August 2029, this is really when you're going to you guys are in school full-time. Gold Smith's open. You're coming and going as you will for years to come. And then inside the fence, we're preparing for a final paving, finishing the fields, and then
this is the best part right here, your new school. Me personally, it's the most rewarding part of the job is when you see these young kids coming, first day of school is always exciting for them. But, you know, first day of school in a brand new state of the art building, it's fantastic, right? So, little video
there for you guys. Community uh management. So, communication is key. and uh I I'll host a coffee with the superintendent to myself. Um basically communicating any disruptions or activities that are coming up with the butters or the stakeholders, but
also listening to any concerns and I'll go as far as sharing my personal cell phone with um the closest of Butters to ensure that their um concerns are real u addressed in real time. And if they can't get me, you guys already heard those guys are right around the corner. So I'll leave it to Brian from there.
Thank you. So, as you can see, we really want to focus on your priorities, and we know that budget has got to be a top priority. So, we want to make sure that you feel confident in it. So, I want to go over how we're going to get the most school for your money. Okay. So, the
next slide, this is how WT Rich's approach gets you that. First, we want to talk about accuracy, right? So, our estimating mindset is accurate and achievable. We don't want to be overly conservative. A lot of CMS are overly conservative to make sure that they are that you know we're more than covered
but that that causes unnecessary ve and takes scope out of the project and we really don't want to do that. Um we can get accurate estimates and have you covered because we have that estimating knowledge. We do school this is what we do. We do MSBA schools. We're dedicated
to the mass Massachusetts public sector. We have the internal data to to make sure we can back that up. Lower direct costs. So, we truly feel like we get preferred subcontractor pricing. Uh, you know, because of the way we run our jobs, efficient jobs, subs know they can rely on that and we
have really good personal relationships with them. Those personal relationships does not stop us from squeezing them. Um, you know, preGMP and making sure we're getting a really aggressive buy out there to get you that low lowest GMP value that we possibly can. And then low
indirect costs. We're responsible with our CM items. GR's contingency and allowances. I think we have probably the most competitive rates there. Lowest uh our insurance and bonds costs are definitely the lowest out of all of our competition. That is
real dollars back into your project for program things like books, technology, things like of that nature. So all of that is is the best value for you. And uh we don't want to just talk to talk, we want to walk to walk. So at
WTri, we like data. So the next slide here, this is all MSBA data off the MSBA website. Um, this is cost per square foot all escalated to today's dollar. As you can see, our competitors are somewhere between $900 per square foot
and $920 per square foot. The project is at $840 per square foot. And as you can see, WT Ridge $820 per square foot. We're consistently delivering in the range that is needed for this project. So that's really important and uh we're
actually going to talk to some specifics of the budget. >> Thank you very much. >> So budget observations. Uh first and foremost, great job on setting the budget at $840 a square foot. Um we feel very very confident in in in that
pricing structure considering some of our recent school projects coming in around $800 $820. So great job with all that. Uh but a few kind of highlights when it comes to our estimating mindset uh is having transparency right when it
comes to finances. Everyone wants to know the numbers. We will take the time with you. We will go through each and every single line item. One key element that I just want to point out is some of our competitors when we talk about general requirements sometimes they just list a percentage on there and say yeah
it's ECC cost times this percentage equals that the WT Rich we break it all down. We want to make sure that every single line item is covered value management. Brian talked about direct and indirect cost. We're going to talk a little bit about the MSBA process. WT
Rich has 21 completed projects with the MSBA. We understand the ins and outs. We want to make sure that we're capturing every single dollar that the MSBA is putting up. Talk about intangibles in I'm I'm sorry. Eligible and illigible
are things that they bring up such as site work costs, uh energy efficiency, solar panels, things of that nature. So we're deeply um uh uh we understand that deeply. And when it comes to the CM approach, as Devidita mentioned earlier, 95% of our
work is CM, 70% of his school. So we have that CM49 mindset, but we also bring a GC mindset as well when we're buying out subcontractors. We're squeezing them. We want to make sure that we're getting every dollar for you. Again, client driven, putting it back
into the budget. There are some high attention items that we'll pay attention to. This is not the complete list but only some items that we thought about ledge removal, geothermal, MEP enhancements. Uh we'll get into that during the uh pre-construction. Let's talk a little bit about superior
deliverables. Uh this is kind of the table of contents for future slides that my my team is going to outline a little bit more specifically, but pre-construction, quality control, schedule, meeting milestones, things of that nature. about building uh building performance as Steve alluded to a little
earlier. This is something that WT Rich has created the building performance for owners. We're we're removing that anxiety at the end of the job when we're turning over to you because we're going to be on the project with you for the next three years kind of managing and
helping you through that pro process with maintenance and overall operation. Right? All right. So, it's important that we're going to deliver for you right off the bat, and that starts with pre-construction. Um, so you hired a CM
for a reason, right? We're not going to do just cost estimating and design reviews. We want to make sure we have a comprehensive list of services that we want to make sure we're excelling across the board with. And it's my job as the senior pre-construction manager to make sure that I'm providing that leadership
and that guidance from the very beginning to provide that continuity throughout and to make sure that I'm pooling the collective expertise of our team to make sure we're excelling across the board. Um, but I want to point out what makes us different in pre-construction and that's the way we partner with our clients, right? We want
to get in there with you right off the bat and make sure we're aligning our goals together. We we're nimble and resourceful. We're inherently not corporate. We want to be flexible. We want to make sure we're able to bend over backwards to do whatever it takes to get the job done, drive the job to
success and and perform for you. How do we make sure we do that across the board? We have a survey system. It's so important to us. We make sure we're collecting that data on a bimonthly basis to make sure we're aligning our goals together and making sure we're driving the process together through to
success. To date, our pre-construction client satisfaction rating, that's 98%. Truly very proud about that. John would probably say that he wants it 100%, but you know that we're there's room for continuous improvement there. But again, that metric there defines success for
us. Uh so diving into quality control as we transition into construction, we understand that it's not just about quality to you, but u an energyefficient building, reliable systems, and high functioning learning spaces are what's going to be important. So we've
developed what we consider to be an industryleading quality control program. We call it focus 5. What that consists of is two upfront meetings pretty much from the day the subcontractors are signed up, sitting down with them, really outlining expectations for the project, and then three follow-up
inspections periodically, you know, throughout construction. Starts with every material that's delivered to the site. We're taking a look at it, making sure it meets what was submitted and approved, so nothing's sneaking by us. And then as work's getting put in place, we're taking a look, trying to catch any quality concerns that come up as early
as possible so there's not repeat incidents. Another thing we pride ourselves on is we always try to expedite a classroom mockup. Getting the space built in real life, having you come in, take a look at it, ensuring that it's going to meet your needs, and if there's something that needs to be adjusted, we're
starting that conversation, allowing time for that to take place. Optimizing the schedule. We've gone through taken a look at the schedule and the big things we had in mind was we wanted it to be achievable, cost-effective, minimal disruption, and contractor compelling is one I like to
hit on. And what does that mean? We have a schedule that's really good, compelling to contractors. They want to bid the project. They want to win the work. They're going to give us the best value. Even if we can squeeze one to two% out of them based on a competitive schedule, that's upwards of a million dollars back into like Ryan said
earlier, your programs, your school, and of course above all accommodating the community and school needs. So, we have made a few changes to the RFP schedule, but one thing you'll notice is we have not changed any of the dates for the design documents. We think
the schedule Studio G put together was really good. We didn't see any reason to adjust it. We don't want to put pressure on people for no reason. One change we've made is introduced a pre-qualification or pulled in, excuse me, the pre-qualification process. And really the intent there is the day those
100% documents come out, we want to know subs are pre-qualified. We're getting the documents out to them. We're starting to get them bidding so we can really um hit the ground running. We've also introduced one early bid package that's ledge geothermal utilities and structure. really trying
to take advantage of those summer months, hit the ground running out the gate and uh you know minimize disruption. So here you'll see an overall kind of rough schedule of the construction. I'm not going to get into every detail here, but the two key points phase one substantial completion February of 2029
and phase two and December of 2029. We've also highlighted two key areas that we see as having the most potential to disrupt the school and your activities. that being the force main and the permanent sewer transition. We've slated those in for the summers of
2028 and 2029 trying to minimize that disruption, not in um interrupting learning that's taking place during the school year. Ultimately, we know these two things are going to need to be coordinated open dialogue so that uh we're all on board with the approach and
uh working together. Now, here's really where you're going to see the benefit of that early bid package I talked about earlier. With phase one substantial completion in February, we're allowing four months for fixtures, furnishing, and equipment, your movein, and for our commissioning
and punch list to take place. So, that's four months to ensure that when you move into the building and you take control of that space, you're not interrupted by us finishing up punch list items, commissioning. We've had time for all that. We've addressed it. The building is yours.
Um, but we're not done there. I'll turn it over to Steve. We do stick around. Like Brian said earlier, I'll let Steve talk about the building performance for owners. >> Thanks. Um, as we transition the building from construction to occupancy, it's always a very stressful moment. You're getting a brand new building, you
don't know how to operate it. Um, our goal and really my goal is to make sure that that transition is as seamless as possible. And that's our building performance performance program was generated because of that to eliminate that stress. That starts at the prepare stage. That's all of our pre-construction related services and
our BO program. We want to make sure we understand the owner's needs. We align the design with those needs. We execute all we review the deliverables that you guys need to execute them at the turnover stage. Performs all of our construction related
activities with the BO program. Fully functional, fully tested. That makes what that is is us testing everything all systems of the building. Making sure your emergency response plans, your mass notification plans have been tested with the owner, with the staff, with the facilities to make sure they know how to
operate the building. And then last thing I want to hit is occupant user guide. It's not an owner um operation manual. It's a detailed guide so you know how to operate your building on a day-to-day basis. And then our maintain cost. It's our three-year post occupancy support program. For that first year,
we're extremely hands-on, making sure all contract to perform maintenance is getting done for that first year. Years two and three, we step back a little bit. We do quarterly check-ins to make sure that you're hitting your operating targets, your energy targets, and the preventive maintenance is still getting completed. And I know it's just two to
three years. I'm a resident. I'm a neighbor. I'm always going to be there for you to answer questions. Either I'm walking my dog around the school to talk with the teachers. I'm always going to be there to make sure you guys are operating the building. I still hit the button, right? >> Yeah. Thank you very much. I think you
didn't say 50 years. You'll be here for 50 years. Four houses down. So, I'm just going to put it out there. 50 years. Congratulations. >> So, this is the last slide and I'll probably turn it over to Jonathan for the final remarks because we're at the 25 minute mark. But just kind of just
bringing it all together here. It's about excellence and partnership, right? We live and breathe these construction school projects. uh as I said earlier in the presentation, you are a client. We want you singing our praises throughout the the the all the phases. It's the
greatest peace of mind for all the stakeholders, not only us in this room, but for the whole community as well. Uh most school for your money, uh maximizing every single dial, paying attention to the MSBA going to be particularly important. and then uh super superior deliverables. I know we
talked about quality control and our focus five and things of that nature, but ultimately I just want to point out the schedule. WT Rich has been building schools for a very long time. We have never never missed a school opening. So I'll let that one speak for itself. Uh when
we were looking at your website, we did see your core values of honesty, effort, acceptance, respect, and take responsibility for heart. Uh these things really do touch us. Uh the intangible words that we like to use as well are transparency, trust,
commitment, and partnership. Construction is very challenging, but it's how we deal with those challenges together that really proves project success. So, I just want to say thank you very much for having us as well. We do have other SL uh slides, supplemental
slides, uh such as technology, lean, sustainable um efforts. We don't have enough time to talk about all those things. Maybe you have it in Q&A and I'm going to turn over to Jonathan for final remarks. Do you want to do the final? >> I'm going to turn it over then. Let's do
uh if we can do the final. It's probably one minute or two minutes closing statement at the very end. >> You're fine. You only got three minutes left. if you wanted to pay. >> Let's do let's do the Q&A and then uh you guys what you wanted >> and then we'll do the closing statement at the end if that's fine.
>> That's fine. U if you're good with the presentation. Yeah. Okay. Great. Let's just keep rolling with uh some thoughts. Um so great presentation. Thank you. Everybody >> got engaged and uh presented their um their roles, what they do and so on, which was nice. Thank you. >> I'm going to turn it over to the
chairman and the committee to ask some random questions. So um see what you guys come up with for some dialogue here and very show. >> Thank you. Couple parts to this
question. How do um how do you foresee yourself implementing and enforcing the Corey uh process for all contractors and visitors? And do you have a onboarding process uh as contractors arrive? What is it?
No, I can speak to that. So, we use a um a software called Siteorn and everyone logs in day one. They get a 45minute orientation and at that point we'll know if they've been quered or not, if they've been approved. But that that
starts with the they'll get a number saying, "Hey, this is you've been cy you're 64. You can go open your out and about." Um yeah, that's our onboarding and we'll know we typically will know ahead of time before they arrive to the site if they've been approved or not. If
they haven't, it's come back when when your paperwork's cleared or um not at all essentially. >> Yeah, I'll add on to that. I think it starts in our preparation with the quaries before we uh prepare all the documents and the specification for a form
outlining the requirements to subcontractors. One of those requirements is to give us an advanced manpower plan that we get some names. So when we would do the kickoff meeting before they come on the job site, we get in that getting all that paperwork and
submitting it physical for processing. So it's all in our preparation of that because we surely don't want any delays uh to move forward with the actual constructions. And Jim, do you want to repeat the second question to us please? >> Um sure. It's um find it. Well, it's about the orientation and the audience.
>> Oh, the orientation. Yeah. >> Yeah. That's what that's what Jason. >> Yes. Okay. You've addressed that. >> So, we use a site form, but it's in person as well. Make sure they're doing they're going through the orientation site. There's a kind of a standard piece and then there's a site specific piece related to every single worker. They're
not allowed to work on site till they've gone through that safety orientation and job orientation. Yeah. I just want to say one more thing on the Corey. So, we're going to work with you guys understand your Corey process. Usually what happens is there's someone on on the school side of things that's
ultimately responsible for reviewing the Corey paperwork. So in simplest terms, we're responsible for collecting it, presenting the person with their ID. Sometimes we do the ID verification. We present the paperwork. Sometimes the the school the district wants to see the
person directly with their ID and then the the district usually does the actual check and they decide what the criteria are in terms of you know whether the person has any issues or not. >> Something
um are you guys going to be doing any of the work yourself performing? >> No. When it comes to self-performing, uh, we like to say that we do ad hoc work. Um, we do have laborers and carpenters on staff. So, we'll do selective demo like if we're trying to
investigate hazardous conditions in the existing building. We'll our own forces will do that. We'll work with your hazmat console to identify those things. We also have carpenters on staff. We'll do our own survey. We'll do our own uh carpentry work. But when it comes to actually bidding the work,
>> right, >> we do not uh we will not do that given the market conditions, everything is extremely competitive right now. We believe that it's almost a disservice to to bid. We want to our job is to get the best prices for you and that's really
our main focus. >> Thank you. Great. Uh so throughout the project when parents go to drop off kids, is that going to be consistent the way they access the property? doesn't change throughout the time. I >> think the long and short is Yes.
>> Great. Uh and obviously this is a school site. What kind of uh safety precautions are you taking with the site? I know I think one of you mentioned it a little bit, but um obviously you have fencing and so on, but it is an active school site. What kind of precautions are you taking? >> Yeah, I'll take that.
>> Sorry. >> You want? >> Oh, yeah. Absolutely. I thought you wanted to take it. >> Sure. Um so yeah, I mean we know young kids are right there, right? So, and they're curious. They want to get in there. So, we're going to focus our day on keeping them up. Um, so there'll be
multiple people on site with my staff. We'll we will walk the site, you know, repeatedly throughout the day to ensure that there's no breaks. Um, furthermore, we'll make sure any close the sites actually said the site's great. It's not a lot of activities close by to where
the school is kind of active. So, it's the separation is going to really be it's it's in the design already for a lot of it. But yeah, I think the biggest part is maintaining that fence and anytime that works close by. One of our sets of eyes are really there paying attention to what's going on. >> I know that my kids liked big shiny
effects and equipment so that kind of draws their attention like >> following my son. What's it going to be? >> So I think um again I keep on using this word preparation in our other school buildings that we've we've done when it
comes to uh active campuses. We really want to know like the emergency evacuation plans too. We want to know those egress floors. We want to know work with the multiple jurisdiction, the fire, fire department, police department like what are those
emergency procedures that we have. So we really deeply want to understand that so we're not impacting that at all. So I just wanted to mention that because I think it's critically important when we're talking about a large construction project here. We want to make sure that
we're providing those visual barriers to not take away from the day-to-day uh education uh for the for those little guys. Yeah. >> Great. >> So, I guess followup to that uh do you
have any suggestions for student engagement especially considering how young they are? >> Anybody else want to take that? Student engagement. I mean, I can move some equipment out there. >> We do. Honestly, with the older kids, we usually, if they're more involved, we'll take them on tours. But with the younger
kids, we can schedule tours and save times, maybe off hours. Um, but it's it's getting them involved with Legos and learning opportunities and really being able to touch these things and and get engaged with what we're doing, bringing pieces of materials in for them to see what we're working with. Um
really anything and everything we can to keep them keep them interested and maybe get some kids who actually want to go into the construction industry because that would be >> these guys would be more than happy to to visit a classroom do a demonstration. >> Rob's done it and they've all done that
and uh >> yeah my crane big deal. >> Maybe we won't do that. Just kidding. Uh, all right. A couple more questions. >> Um, could you describe sort of u, you
know, as the architect versus the CM, the amount of collaboration that needs to happen to make sure that we're really, you know, making this the most bang for your buck. Do you have any uh maybe an example of how it's worked in the past or just describe what it would really look like on a day-to-day basis?
>> New York doesn't matter. Yeah. So, so again, it really starts with um right off the bat understanding understanding design. So, I think right away we would set up meetings and make sure we're on the same page and some of these early estimates, making sure we're really
understanding the scopes and capturing that right from the very beginning with the budget. Um like we said, we just want to we want to make sure that we're accurate, right? and and then we're um you know we we'll be you know engaging subcontractors from the very beginning
to be attracted to the job to make sure that they're providing real pricing for us to make sure that that that that's accurate. Um I think you know you guys got to the 840 budget we feel like is a really good budget. If there is um once we dig into the scope if there's things that we need to take a look at for for
value management um we can provide as many as options as um you know try to make that as as uh streamlined as possible. um we have a very good process for that and and we'll just make sure that we um you know we outline every
option to to discuss together one thing I would add is like really important that first off the dialogue has to be very very open continuous like the access how that works whether it's phone calls or emails whatever that's
really important that gets established uh early the other thing is really understanding the design intent so we we can add value if we're if we're understanding like what is the real intent here, what are the goals, what are some of the options here. Um I think having page
turners with you guys are really important right at the right time sitting down. We usually do those shortly after each design iteration. We get familiar with a few days and we do it a page turn things like that. So us understanding that uh your perspective
also understanding it from the the owner the OPM trying to understand everyone's perspective but that that dialogue I mean I think our estimating team is really good at you know having that dialogue you know examples of collaboration a lot of times and we have jobs right now where you know either the
OPM or the architect is saying uh I'm thinking about I mean we have one where they're doing uh they have to do a uh swing space for their auto tech center that they're demolishing. So, they're got a new one, but they also want it to be a permanent building
longterm for storage. And they're like, "Can you give us a quick ballpark estimate on this?" We're like, "Sure. Can you give just a little sketch of what you're looking for?" And like we go back and forth and then we, you know, we give them an estimate on that and it was like, "Well, that's a little higher than we thought." Then we explain why and then they say, "Oh, we can address
that." So that's like an example of how we would not just stay within the bounds of here's a here's a design set, but we can really kind of work in addition to that to try to figure things out together. >> Still working.
>> Uh so the the building is very tight up against wetland buffers and we've got some paving happening within the buffers and then we also have slopes down to some of the abuters. What generally does the plan look like for protecting those wetlands during construction?
>> Yeah. >> Yeah. >> Um, so we're going to have I mean we don't want to show technically all that stuff and I would just explain it's just like too much. But a lot of times we'll get pick uh get together right off the bat. First of all, we got to understand the the final civil design kind of how
that evolves. But there's a s there's um to control runoff, you need to make sure that your site is, you know, properly graded. Use swailes, use settling areas, make sure that um utilize some of the the the permanent drainage to make sure that any overflow doesn't, you know,
doesn't cause any issues and it drains out properly. Just a lot of the things that uh you know, you need to make sure you're you're paying attention to set it up. We don't want to cause an issue to an adjacent property, obviously. Um, so that's a lot of the stuff that we engage in early on, try to come up with a good plan, but then also talk to you about,
you know, the the or we go through the process with concomment and all that and try to understand, you know, the priorities and make sure that everybody understands what we're doing. Um, you know, and and I know talk talking to Jason, you know, getting the Comic Con and everybody out there to make sure
that, you know, they're from they're comfortable with what we have set up out there at all times. >> Yeah. And constantly inspecting. So we expect our set guy to do his inspections for the SWIP. We on top of it do our own um bi-weekly even though like so there's two sets of documents showing those
inspections which is very helpful I find. >> All right then last question um they've had the the camp that happens during the summer. Um how can we keep the camp in operation uh over the course of the project?
Yeah, I think um we showed there that we intend that's we know that we know that that's a concern for you guys. So I think um you'll have this the existing school right until you get the new school and that summer program of 29 should be moving into that new school and that's the whole thought is we're
going to get the uh that's your little setup which is just good. I think it'll be helpful to get in that school and and kind of uh feel it out before you've got the whole student body in there. But we did also take PL um an approach to give you guys give the summer program access
to Long Lake along the uh Goldsmith road with with our site effects plan. >> Do they have access to uh the field? >> They should they'll have access to the ball field. Yeah. Yeah. Once you guys get that back, it's it's us for for the >> So, probably the trickiest time will be
this uh actually summer of 27 because we're going to set up our site. We're going to start the geothermal. So yeah, >> you'll have your whole school and you'll have your whole parking lot and you'll have the little four square area, but those that area for fields summer of 27
and summer of 28 will be under construction. Near the end of 28, just not in the nick of time. We're we're going to try to turn that we're going to turn that ball field over for for fall ball, but not during the summer. So you'll have the whole school area for those first two summers. The
last summer is easiest. you have that whole school area and now that baseball field is wide open. Your new your playgrounds are always open. Um there is some work summer of 28 we want to get in there and we want to actually start to put in the force main. Uh there's a
whole kind of sequencing issue around the existing force main and the new force main septic field and how you transition those. So there's a lot of we won't get into the details of that unless you guys are really unless you guys want >> we have a slide for that
>> but yeah that that we we really we know we heard that the the campus is active for the summer program. So, we're very sensitive to that. We're going to make sure we'll leave you definitely the existing school, the existing area versus the
>> the play area playground that big wall ball wall >> that big thing >> that'll be accessible the whole time. >> Yeah. Have a ball wall at all times permanent design. A lot of them documents another >> very popular.
>> Yeah. The dumpster out of the way of it, right? So he said during 2028 with the the force main work on kind of the occupied site. I just wanted to point out where that was. So it'll basically be us doing it in segments isolating our work. It's I don't know if you can see my curs a
little bit. It's up here. >> Um and again it'll be during the summertime. So it'll be the summer program to contend with. So we'll just have to be communicating and making sure they have access to everywhere that they they >> wall. That's to it.
>> Good question. One is why are you dealing with tariffs right? >> Great question. Yeah, >> I'll take that. >> Honestly, I feel like there was an initial shock value with tariffs and I
feel like it was kind of subsided. Uh there was a lot of back and forth with like steel prices and wood prices and things like that, but I feel like it's kind of just soaked in if you will now. Uh, so we're not adding anything
additional to our estimates for tariffs. Uh, we went through a phase of that to be honest. I think everybody did, but I I feel like it's just been incorporated into everything. So there's really no special >> Yeah. You want to prove it?
>> Yeah. You just Yeah. You want to just talk about that a little? We did add some language into our contracts so that if if there is a tariff claim, there is a list of what they have to prove before we would even consider any sort of up it goes, you know, your original quotes, your original invoices, replacing
if something were to come up. I think we've got the the requests in there to make sure that they've really got to do their due diligence to prove there was a financial impact that >> that hasn't come up on our recent bids. There's actually an interesting dynam dynamic in play that I'd say for the
last 12 months contractors have actually gotten really hungry for work. The private sector been slowed down for a while. It there's I don't know a little slowdown maybe nervousness about the economy in other areas and contractors really want work. So you have this they
want work which is driving their prices low and then you got fear of tariffs which bring it back. they've been able to like we've been getting really good pricing for the last 12 months from subs and it's almost defies logic for tariffs but most people will have a lang wording
in there about any and we just say hey if the tariffs identified and known about now you own it. Uh, and if there's new tariffs, we kind of say, well, like we said, you're gonna like we're not give we're not handing out money, okay, for tariff claims. Like you really we make it pretty ownorous on that in terms
of what they have to uh prove. But I think it's you want a balance, right? You want them enough comfort so they don't just pad. If you make the language too draconian, then you're not going to get the good price, right? Thank you. And one more question will be on your schedules, do you do cost
loading and manpower loading or no? >> Uh like on our schedule updates or when you do the initial you know schedule with your subcontractors with all your vendors will do they provide you with manpower how much manpower will they be bringing in or
they give you time durations? How do you go? We'll usually talk through, you know, what do you expect to see for manpower on a job of this size and based on our schedule. We do write in um milestone dates for when people need to be done with certain things in the spec.
Um and then really just in our Dcope calls during buyout, driving those home, making sure they're aware. We don't get too nitty-gritty into, you know, how many people are you expecting on the job site, but really driving home like we have a schedule, we need to meet it. you know, if you're awarded the job, there's
an expectation there and then staying on top of that throughout. >> So, as we know, most specifications want a manpower load and a cost loaded schedule. Um, if I'm being honest, we don't always do that. We have a conversation because
the times we've done it, the value that is created is seems to be much less than the effort that goes in. >> Um, where we have people like the MBTA that said we don't care, we want it, we do it, right? So um but the thing I would say is when we've been doing our lean planning and our pull planning um
with lean then you see it's it's the the flow of the work is managed at a much finer level and all that work has resource commitments against it. So you can use this tool called touch plan that lines up all the pole planning and it'll
show you actually what manpowers based on their plan that they came up with. We came up with together for drywall or show oh next six weeks this says you're going to have five people, five people then six people then six people then seven people. So that's the way we manage the manpower side of it. So does
that >> answer your question? >> I just wanted to add just one final thing to that. I think you're you're around it. Well, the touch plan and the and the and the pole plans, we are getting subcontractors input, right? They are in the meetings. They are the
ones creating the tickets. So, I think it's above and beyond any other type of OPC type of resource or manpower projection that you would get. The lean in the pole planning is the way that we're going. That's >> a much better buy from the
>> tickets are finer detail of what going on. So thank you >> thanks for coming. Um in terms of your your precon services I see you precon manager here. Um how do you integrate
the estimators and I know you use MEP consultants for the estimating on the MEP side and the BDC into the precon process >> and the BDC into the precon process. Yeah. Um so
we have we have our in-house estimating team and we have um MP estimators all that we work with. Um so that's kind of its own separate thing. The VDC part of it we we incorporate we do class
detections at every design at every design iteration. Not sure if every CM does that but we do that right from the very beginning. We ask for the the model as soon as we get the documents. So while we're doing the estimate, we will do a clash detection and we'll provide a full report on everything that is cl you
know is clashing at that time so that we as a part of our design review package >> where we get a full the full team Steve everybody here will be involved. Um Steve will be on you know commenting on MEPs we'll have we do hire out listening to give design review comments. So we
pull all that feedback and the clash detection and we give it in a package um that is will hopefully is as easy for you to to kind of collaborate with and we'll go over that at the very beginning what's the easiest way. We use blue beam sessions and kind of marked right up on
the on the drawings. A lot of design teams like that. Um so but to answer your question we have estimating team kind of involved in the estimate and then we have separate you know full team effort on design reviews and we do do the uh clash detection in in the uh
within the models that they >> yeah I'm not sure you saying this but VDC is entirely in-house for our y we do we do uh contract out >> this one firm we we work with a lot uh they do MEP and They we've actually
found that they do so much MEP estimating in the public sector that they're like an incredibly it's like almost add volume of what they do. They've been incredibly good source and uh worked out really well for us. But the VDC between steam and total MEP
department VDC is what seven people now seven >> nine actually. >> Nine. Yeah. >> Yeah. I will just add I I love the integration of the BDC early getting the models and estimate because it it also
kind of weighs in on beam penetrations, floor penetration, coordination, elevations, things of that nature. So we're doing that early on process. So I find that to be a real benefit as well. Good question.
Thank you. Any other questions? uh you um tight with estimators the the whole clearly expand a little bit more. Do you foresee anything coming back to the town
savings? >> Oh, great question. Um I think at the $840 square foot price right now, we're feeling pretty comfortable about that. Um I will say I I'll answer with our previous projects. We have on a majority
of our jobs given back substantial amount of savings to projects. I will also add when it comes to like GMP or CM contingency, we keep that relatively low for particular few reasons. One,
we feel that when we're doing our descoping coordinating the final numbers with the subcontractors that we're well-rounded, covering scope properly, so we don't have to carry a large C contingency. So
those are monies that will come back to you early in the process. You go back program because we're not carrying like 3% CM contingency. We're not we're not going to do that. actually on this particular job on new buildings. I think
probably around one and a half% for any rebuilding like this. So that's pretty low and I think that speaks volumes for we're trying to do financially. So I'll I'll venture to say yes we better >> I would say this I would say it this way though
on the when we go to GMP I think we're going to need every penny of that 840. Okay. Like we're not going to say hey we're going to we're going to give you GMP for $800. You got a big relatively big site, you've got ledge and you got geothermal, right? So I think 840 we're
going to do everything we can to hold your budget. But then after the fact where we bring money back to you as two ways unspent contingency, which even at one and a half% on average we give half of that back to the owner uh for their own use and then keeping the the
change orders low. We just did uh we just finished Norwood Middle School. It's $117 million project and we had less than 1% total change orders on the project. So that's another area we can give money back to you. But the budget itself, >> yeah,
>> that's uh that's a good number. It's a good number. I >> I think we should all be really happy when we give you a GMP if we're selected uh for A4. That's like in today's dollar with the geothermal. That's >> with geothermal. with geothermal. That's a that's a that's a very good number
that you're shooting for and u we're excited to be able to do it. Uh but I don't want to mislead you and say you can come in at $810 a square foot. I don't want to do that either. >> Thank you. Good. Good. Good.
>> Sure. Maybe um I just had one question during the presentation if you don't mind. on the schedule. I think uh did you say you're starting in April of 27? >> Mhm. >> And you're finishing in February of 29. Is that about right?
>> Phase one turnover. Yes. Phase one >> of the new builder. >> The new build. Yeah. Right. Right. >> Out of those early February, April of 27 was how many early bid packages you contemplated? One package would consist
of uh one more geothermal u civil and structure. Um so that would be concrete and steel. >> Sure. Okay. >> I think that's I just want to double check here.
>> No, it's fine. It's just kind of I just was looking so you're looking at about a 22-month construction window give or take start to end. I don't I'm not looking down today. We what I would say is we're starting
>> foundations July of 27. >> So that other work is uh ledge removal prep >> site prep. >> And what drives the foundations is the timing of when we do the when we do that
early package which we want to do a 90% CDs. We don't want to do an early superructure package any earlier than 90% CDs. So usually 90% drawings are stable enough to do a good solid 90%
>> that gives us July. So it ends up being I think we had 19 months from foundations to substantial completion which I think uh if that if that's you ask me because I would say 20 a little long for this >> for this size building but 19 is about right size for foundations to
completion. So February site prep mobilized July and June get started from foundations and so you get clear soil April all that prep kind of planning like >> we als we also wanted to get the um
geothermal going. The sooner we start the geothermal the sooner you get your ball flu back. As simple as that, right? So, we wanted to get that going and uh it can be uh it can be a long time to do the drilling depending on what types of conditions and water conditions they hit, but we want to make sure we have a
good amount of time for that. >> Speaking of geothermal, so Iowa funding or sustainability, I know you mentioned somebody mentioned sustainability earlier. >> Yeah, might have had a slide maybe when you don't. Any feedback on
IRA funding? uh how you participate in that or um what do you think about Iowa funding sustainability >> as it relates to geothermal is making sure that we buy it correctly Americanmade the bright pipe fitters so you've got your journey minimum apprentices for the program so you're
getting the maximum IRA credits possible right because there's a different levels >> um >> it's not an easy task to get those credits um but uh we've seen it achieved we've been part of the process but we haven't yet gotten to the actual final submission yet Um, it's not easy, but
there are there are ways to guide rail it so that you can get there as close as possible. >> You had success on past projects getting some rebates from the government funding. >> We have not completed a project yet with the IRA. We're going through it right now, but uh, you know, Okay. I mean
there's been a lot of other rebate programs we participated in recharging and you know energy performance and all that but I think for our me and not >> that's we're in the process for one. >> Yeah I know it's a moving project sometimes as well.
>> Uh one last thing you mentioned the ledge. How are you going to get rid of it? You blowing it or you I don't know what else you guys do. >> Yeah truck. There you go. Yeah, >> big hammer. What happens with the neighbors and all that kind of stuff?
>> I think the ideal, you guys can correct me if I'm wrong, is hammer. I think there's got to be some more investigation what the proper steps would be. I think as soon as you say blasting, of course, there's a perception that comes with that with the
community, right? Facebook, right? >> We've done blasting projects before. I've done with my community and it just comes with a a myriad of questions afterwards. But um I think we just need to do some more evaluation on
how we do that. >> Yeah, we have to look at the scope because impact removal is a little a little more expensive. So, um, we were trying to target a lot of the ledge removal be that first summer and that's when you can maybe get away with some
blasting if it if it makes sense. Um, usually for the building where it's a big mass area, blasting could make sense, may not then all the there's what I worry about for ledge is when there's a lot of utility >> utility, right? >> Yes.
>> And it's not always as easy to quantify in advance. So, you got to have a good unit price structure. Um, but yeah, I think we' we'd have to look at that with you guys and look at the cost options of both and look at the timing. You still have your summer program obviously. >> What about your interaction with with
the bottle neighbors? How how does that how does that work? >> Mind if I address that? >> Go for it. Go to that. >> So, there's a certain square or square miles around the any sort of blast site that you need to survey them or at least afford them the opportunity to allow you to survey their property. So we would go in, we would photograph it, we would
document existing conditions again within that certain area around it and then we would go back after if we needed to if they had complaints if anything came up. Just really making sure that they understand also if we are blasting communicating on Monday at 8:00 a.m., 11:00 a.m. and 2:00 p.m. you're going to
have a making sure they understand what's coming and when. Um, also with that though is having our own protection, vibration monitors on site, things of that nature, so that we know if they're complaining about vibrations, are we actually sending a vibration to them that could damage their property?
Having that data available to us as a team will be invaluable. Usually is um the open dialogue, the communication what we've always been talking about, we will have that with peers as well before we do the any of the work again whether it's blasting boarding um and then just
keeping that dialogue open. did do ran a project at Pentucket High School up in West Newberry where you blasted right next to the uh existing high school, right? >> They didn't seem to mind high school.
>> No incidents. There were no incidents. >> But yeah, no, it's a it's an important question. >> Okay. Um I think we're coming to the end here. Fine. Um anything else from the committee? thoughts, questions, things
like that. Okay, we'll turn it back to the team here if you want to do any closing remarks if you so choose. >> We will we'll keep them short because it's getting late for everyone. But, um, yeah, I just wanted to say from from WT Richard's perspective,
I mean, this is, you know, to say this type of project is in a sweet spot, I think is an understatement, right? This is the core of what we do. We are committed to the Massachusetts public building sector. Our vision statement is to be the best construction manager in
the Massachusetts public building sector. Uh it's something we take very seriously. It sounds initially like a really broad general statement. Uh but when you bring it to life and you run into challenges or hurdles, whatever,
and I ask my team, well, what would the best construction manager in the Massachusetts public building sector do? or more importantly when an architect or an OPM or owner asks us that same question it it it really brings to light often what the best uh choice is. Uh but
this is really what we do. We do schools. We do chapter 149A. Uh we do a lot of so many schools today are built adjacent to the existing school and then you tear it down at the end and you put in the fields. Uh that's the model. I also just wanted to comment on this
team. Uh this is an exceptionally talented team. uh WTri we we pride ourselves on having only eight teams. Uh this team is really deep in their experience. And the one thing I will say is um with WT Rich and this team,
you will never uh doubt for a minute that we're advocating for the owner's best interest. That's what that's what we operate from. That's what we pride from pride ourselves on. And I think that's what uh really differentiates ourselves in market. So, we would love the opportunity u to you know bring our
services to the the town of Littleton in this important project and uh we thank you for your time. >> Thank you. >> Appreciate everybody. Thank you. Thank you very much. So you know this code >> we didn't want to over logistics but
there's an animation logistics which is pretty neat. It kind of shows you like how things are moving. >> Pretty easy to scan. Yeah. No, some of this different
Um, does anybody want to show me your piece of paper, your interview scores? I think Sean, you've given me two. >> Um, you write them down. Why don't I do that? You guys keep looking at those
proposals. I'll prepare a sheet. I'll be sure that this go back at you and fill it in. That's the interview uh sheet out of retention 20 plus that's going down.
Um what I can say while we're sitting here I'll wait guys let me know when you're any question regarding the pricing sheets uh see gave us two pricing sheets uh one for an accelerated I I'll call it
an accelerated schedule maybe alternate schedule and they'll use their wording alternate schedule where they they indicate they deliver project a year with 2.3 million in savings. So, >> right, that's for um
estimated correct. >> So, I talked to Stephen in the US to kind of run this by you said that it could cost more to borrow sooner. So, it might just end up washing so
probably washing. That's what he said, >> right? And um I did you tell him the 2.3 million he did >> because he said basically we would have one less year to contribute to right savings and so the bond would be higher and then therefore the interest would
cost right because you know the much savings civilization bond therefore the bond amount needs to be more and then you have higher as well. There's also a thought that if we waited a little longer, interest rates might come down more,
but that's a smaller piece of it. But that was because I wanted to reach out to him and you know, not so bad. >> No, it's not small. >> So, one thing I will call out though uh is that if we do this a year sooner, it
makes us eligible for MSBA again including spending roof on the ice, >> right? Uh, so perhaps they fund 25% of that and it costs $4 million to do, get a million dollars back. So again, you don't want to be evaluating that really in this process, but that's what the XR
really gives us. It's not really a money saving. It's not taking line again in my opinion. Is there serious consideration that the ultimate schedule proposed is realistic? of being being accepted
>> and it will actually be it'll actually materialize. >> Well, it's to me it seems well I'll what people think. Do you think I'm not sure it can really be pulled off? >> Okay. >> So, Gil Gil did something very similar
to this on the Florence school. Uh actually was probably a lot more aggressive on the Florence school. Um and I've seen them pull it off. I know they can. So, um I it does add a little bit
of extra work on the design side of things. Uh because we do have to be pulling these packages together while we're also doing the design drawings, but it is true that, you know, we have to steal pretty much figured out early on the process. We have to that's just
how it goes, right? Um so then that was an interesting thought about the it being a wash saving money but right now you know shaker is sort of on bar time so there is that part too of getting to sit down there as soon as possible
>> yeah it is possible no question about it is it going to be a challenge yes can they pull it off certainly can be done if they don't if the conditions are set right and everything and we have to work you know towards that no question the
biggest question would be does it work for the town for the financial part of it because you know you might say if they are 2 million but you are spending something else and you know that's the taxpayer how how does that impact them that's formula question is a balancing
act and you know because at the end of the day you're getting the same amount of money from the state you're not getting any more so it's a question What's the impact to the county eventually? >> Yeah, absolutely. >> Yeah. I'm not indicating it's not possible. Just I just don't take it
immediately at face down because there is other efforts and requirements for other project team members should meet what the contractors anticipated. Um that's all is is it is it impossible?
No. Is it a slam dunk? No. It's just It's balanced with and as Mary Lee says their office will have to you know expedite and accelerate a few things on their end. >> There'll be other gymnastics other team members have to do to fulfill that
requirement. They did do that during COVID. Like we got slammed in probably the most possible timing during COVID and a lot of their accelerated schedule made it so they could buy stuff really early. And so when we're hitting
lead times of 60 weeks, it didn't impact the overall project schedule. And so the so two of the four have suggested accelerating the time the time right
wasn't and Gilbane >> they all sort of didain promis said nine months >> rightly said >> two months yeah okay two months I'd
>> say probably the six month time frame is probably the safer But it's somewhere else. Six months. Yeah. >> I would say if we're moving into the school in the fall or summer, it's going to be so much less of a headache for the
school. So, you know, is it worth accelerating it another three months if you're moving in in February? >> Right. Right. Any while I'm doing this, any questions on the pricing summary that I threw out? Um,
you probably just take a look on this sheet here. See, let's just say under the pre-construction services underneath the various numbers, the various fees of the various companies. I just put
numbers next to the ranking as far as lowest to highest. >> Well, thank you. >> Very true. And if you don't mind, I'm I still have some more entries to hear. But so what I end up doing, and again, this is just me putting a matrix together um up for
discussion for sure on the summary proposal. Um not that price is everything, but as we saw, there's 20 points available under the price proposal sections, and there's five categories. So each of the five categories have a total of four points.
Um, with that said, the firm that submitted the lowest number got four points. At least the firm that submitted the highest number got one point and so on and so on. So, I did that across the
board already here. If that's it's it's a method to come to a number. That's not to say it's it's the final number or the final selection, but it's it's a process. So, think about that for a minute. I'm going to continue to do this and then I can share with you the
summary numbers moment here like I'd be interested in hearing from what you felt were the for >> Yeah, I would say the WT Rich theme like a good company, but the the overall
theme like the super I noticed on the resumes didn't really have a lot of sure that fire station didn't seem to have a lot of K through 12 on their library some other school one school project and that seemed to be a Interesting
fact that I know the pre-com manager you've been doing the last sequence. This is a PM that was interested in bring
they have a good team. They've done a lot of um a lot of school work. I've been working at school all the time. That was a good good job for them. Um I know they won the the sale project.
That's the big one. They're probably really well because I've worked with so many ex people. But no, yeah, they they'd be a good fit on the project. Um, Gilane
again, similar situation. They they'd be they'd be a good fit as well. I'm surprised that they're complete like to do anything self-perform that is a good thing that the cons is they also have to selfperform. They're
just as capable as Gilain and Sha. I think Gain and Ziggy and Sha are pretty much equals in terms of actual capability and their their teams. But that self performed if it's managed
right it actually helps with control of the actual fieldwork to terms of influencing because I've seen it myself firsthand
from working at the largest self-performing general contractor in the country that um when things get tight and you need to do something. It's your own forces. So you can
basically bend them to easier if you will. >> Interesting. And some in my mind always the most advantageous thing to have or at least have it available to you to the contractor of the CM construction
manager because that's where they can pull in as many people they need do it are not dependent upon somebody else to know fulfill those needs. So you can't blame a subcontractor for anything. It's your own personnel and you know be able
to do that. Does it require more you know organize personnel? Probably yes. But then again you know that's part of the cost that you'll pay for it. And on the non on the actual private bid
packages submit packages. If you're some form group and you really need the work or want the work, you'll got your number to make sure you get the work. So that that's another positive benefit. Yeah. Also, if you look at the number of personnel that they're looking
to in termation, consider has six time has four, sha three, and six. So >> they're really, you know, >> the general condition portion that's making Michest number is because they're putting in
three full-time people, which is a good number for the side job. Five or six, I think it's a little too much. You know, it's not that complicated a project for me. You know, it is complicated, but it's not that complicated that you need, you know, six bodies full-time, you
know, on a on a project side. But to me that's that's a lot. I've done much lighter projects with less much lesser boarding. So >> yeah, that's thing that happened in some of these. >> I've seen it myself where it's like why are there 20 people on this show when it
be like five people show up and what is it a day off today? That's why you're coming over here. >> Okay. any other discussion um regarding the services or anything or would you want me to share with you some numbers now or
show you what you guys want to do? >> Let's look. >> Okay. So, as as you know there's three categories for this. >> Is it worth it to have you share into the meeting so that it's the screen or do you want the screen? >> Yeah. Do you want to call on Zoom to make it easier or you rather just read it off? >> I'll read it off if they want it
available. I can make it available. So I have a consensus score sheet here in front of me from all the input from the committee members on the three categories. Three categories being defined as the technical the review of the technical um proposal which you know the the booklet so to speak and then
there's the the interview itself and then there's the price sheet. Um so again it's it's sort of a discussion here. Not that money drives everything, but so I'll go right through section one
technical proposal. The summary score for Consigi 58.7 out of out of 60 points by the way. So out of 60 points, Conigley got 58.7.
Gil Bane 59.14. Shamit 59.0. 04 WT Rich 58.16 next category interview out of 20 points
18.2 Bill Gil Bane 19 Shamid 18.4 4 WTri 16.8. So I have those those two numbers summarized before we get to the numbers.
So so far section one technical, section two interview. Here's the summary scores for considered out of 80 76.9. Gilbane 78.14,
Shaman 77.44, WT Rich 74.96. Any numbers need repeating? Okay, now you saw the pricing section. Um, before we get in to that,
just a couple of things with respect to the pre-construction services fee. That's a fee. That's a fixed fee. That's not negotiable. With respect to the the general the estimated general conditions, that is
negotiable. And those estimated general conditions on the part of the firm firms that they submitted is based on the staffing arrangements that they propose to service a project whether it be you know project executives, project
managers, cost estimators, um sustainability staff and you saw the the array of people that they have on the different firms. So they calculate that based on the um the schedule that
we gave them and they based it on how many hours or how many weeks they're going to be engaged times a rate. So while that's a number, it's a number just to evaluate. It's not a number that we they're locking into the project or
we're locking into them. That's that's a negotiable figure. um we can ask for more and we can ask for less. So with respect to the general conditions again that's that's a hard thing to look at. We we can almost eliminate that figure if you want
because it's it's I don't know want to say this the wrong way. Is it is it measurable to get points for or against? because it's it's discussed and negotiated based on what we need to do and what they want to do and that's
again negotiable. The pre-construction service fee is not negotiable. The next portion is the um the which is the estimated CM fee as a cost based on their fee as a percentage in addition to
the U general conditions. Again, that's a floating number. It's again negotiable. I look at the two numbers that are uh something to measure in terms of cost would be the preconstruction service fee
fixed and then of course there's CM fee fixed. Those two numbers those submitting those and we like them we accept them and we and we go forward. We do not negotiate those numbers. The other two numbers I think are floating
numbers that are difficult to I think put on a put on a measuring stick and say, "Oh, they gave us a $1.6 million fee for general conditions or $3.7 million for general conditions." Well, that that can float around a little bit.
So, just as a as a conversation. So, with regards to the the preconstruction fee Oh, my computer just died. I'm not logged up one sentence. >> Do you have the 311 handy?
>> I do somewhere. Uh I >> I'm going to put on the thought. I was just curious about how these numbers compared to what was in the estate. >> Sure. Let me see if the budget. >> Yeah. >> Yeah. >> The pre-construction for example or all of them, right?
>> Yeah. >> Give me one second. Did you go to um our forward here? I see the email that came this morning came this morning. So it'll be much easier to >> do you have that on your I don't know if
I was copied on that right now. >> I have I have a PDF of it. Right. >> Yeah. The PDF. I have a PDF. >> There it is. that's stated uh I have one dated November 20th MSBA project scope and budget agreement
October 20th. Let me open that up. Here it comes. It's a PDF. It's not a complete breakdown, but we'll see what it says here. >> Okay. Sure. In the project budget for pre-construction services that was submitted to the MSBA and approved at
the town meeting, the line item for pre-construction services is $225,000. You want me to read off the numbers from the firms for their pre-construction fees? You have you have that.
Okay. Okay. Um I'm wondering we could do this. Um I can give you the total score with with all the rankings including the general estimated general condition and estimated fee or I can take those
numbers out. I'm I'm I'm I'm thinking to myself out loud, so I'm sorry if I'm getting crazy here on on the the ranking. I'm I'm wondering if we should be ranking the estimated general conditions cost and the estimated CM fee and the estimated
total cost for CM services when the general conditions um are considered negotiable. both. >> I could I could um take them out and put them right back in.
>> See both ways. >> Let me do a let me do something. Let me do Let me do something. And again, you can see it fully loaded so to speak and only fully loaded with the fee and that we cannot touch. >> Yeah.
>> Give me one second. In the meantime, you asked some pretty specific questions. Do you feel like they were answered to your liking or were you satisfied by the answers >> uh with WG? Yeah. I mean, yeah. Yeah. I'm I'm not
comfortable with Okay. Um, are we good for a minute if I delete or zero out the numbers with respect to general conditions? >> Okay, give me one second.
And we're only going to be locking in the CM pre-construction fee and their I'm excuse me, pre-construction um, cost fee, I guess, and then the CM fee.
Oops. Okay. So, let me go back to the previous score. So, we we have a total as we said a minute ago based on a technical and the interview. Correct. >> Now, I'm going to turn around and just confirm these formulas are which they
should be. Okay, I'm ready. Okay. Well, based on that and based on the C uh pre-construction fee, I know I'm repeating myself, but based on the pre-construction fee in terms of the ranking, the lowest gets um the most points and based on the CM fee, the
lowest gets the most points. So with that said the total score at this point excluding the estimated general conditions so on conig 80.9
bane 83.14 sh 85.44 44 WT Rich 78.96. Put the numbers back in. You'd like >> or just leave it at that.
Put it back in. We can see where it lands again. That way it's double confirmation. If you want to do it something along those lines. Yeah. pretty much anyway. >> Yeah, ketchup >> and it was low.
>> Uh, can I ask I don't know the order of operations here, but uh are we all in agreement that we're not moving forward rich? Seems like that's the consideration. >> Oh, yes. Yeah. >> Okay. So, we have the quantified numbers.
Should we have a discussion about how the interviews went and how we felt about the project teams that we're going to be working with on a daily basis with >> Absolutely. Yeah. So with any office >> okay
>> so came in and they fantastic interview and I thought this could be really tough came along came along and they were all three really really real good the
proposals were good the interviews were good um I would be happy to work with any of them um but because I fresh off a project with Gil Bane with the exact same people. We know the rhythm of each other and we already have sort of a
rapport and a system of getting things done. I think that would be a a pretty big advantage in terms of learning curve. >> Learning curve >> but to be honest they're they're three excellent firms that I would be happy to work with. >> I thought Kilam.
Yeah, Sean did a good job. Yeah, I believe too between and they both did a good job and you know I didn't sh I don't think I was too convinced but maybe the people I think
convinced me more to lean towards that and maybe that's a new experience he if he end up selecting that but I think I'll feel yeah comfortable with either three of them all three of them would do great do great even four of them would do a great job knowing like what you're
not feeling comfortable WT rich I think the three all three folk would do a great job no question about that they would be dedicated in you know on a price point basis shop gets the advantage
>> assuming there's no negotiation condition >> no or German conditions still can negotiate but you know they there's a big deal that they leave you know not too much just you know instead of half a million dollars they at least a million
dollars so that's a big number there is oneird of the fee so you're looking at that as a advantage to you know look into it more towards the project than towards the fee >> I think I want to I want to agree with
uh what Mary Lee said I felt like in was great and then Gilang kind of maybe edged them out a little bit and then I didn't really know what to expect today. I was very impressed with Shamid. Um I think that I would also lean on kind of you're the one who's going to be in the room working through. So if you're
comfortable giving, I support that as well. So >> um Peter, could you tell us what the 311 says about the total services that was in the budget? And okay,
general condition 6.9 million and then uh GMP contingency of GMVP 1.764 >> that's a percentage >> I just number there 1.764
of Oh, so this also with Gilbang's proposed schedules. That's up for negotiation as well. I bet that's not set in stone. So there may be
opportunities to sort of fl have medium between the two. >> Makes sense. >> Yeah. And Sean would have the biggest potential schedule. Well, >> so they were we're under budget on
everything. Finally, check my numbers again. So, without the general conditions, can you confirm if I read this off like 80.9? >> Yep. >> 83.14.
>> Yes. >> Then 85.44. >> Yes. >> Then 78.96. >> Yes. >> Go back and give you the rankings now. with the things that if you want
that help please. >> Okay. So hope fully loaded um living general conditions to false with the arrangements and sigma 84.9 bane 91.14 97.44 44
WT Rich 85.96 with respect to the scoring shaman as you can see on the numbers got the highest points because of their fee and all all their again those general conditions cost >> yeah they're all ones
>> again taking that with a grain of salt we just mentioned it look real negotiate but the fee is not and that's the lowest fee >> in the pre-construction services um is the lowest. However, you look at the
Gilbane alternate which is difficult because we shouldn't really we can but we I shouldn't say we we cannot but that's an alternate number there as well based on the schedule but apples to apples putting that one aside on the ultimate those are the numbers I just
laid out. So they still had the insurance members except for the pre-construction they still had even though I
>> Oh lower the 150 >> except for yes which is a small number which is that's that's a giveaway anyway I guess I say if yours is if you drop 58 or 58 fun
>> so we're looking at just CM services which is you know under5 million of a $98 million project between I guess Gilbane and Shammed now who do we think can bring in the lowest
construction costs the lowest GMP >> and what team do we like the most what team is has the best chemistry Where's the closest connection and all the things project is seeking to deliver where where is or who is the
best fun I'll just a little more numbers money is money is important but people are important as well uh and the services that that they provided uh the interview the technical proposals so that plays a heavy role also
so as Mary Lee mentioned you know, experience with they just came off a project. Our office has worked with um all of them um in the past and they're all they're all good firms and they can all deliver the project. So um it's it's
it's it's a great position for the town of Littleton to be in to have these full firms at this point to to to scratch your head and go, "Wow, what do I do?" But it's a it's a good it's a good position. So, um, you guys haven't
status yet. I mean, you have experience with Gil Bane. I'm I'm I could go with Gil Bane and Shaman. Either way, I would I will back you as to what the committee wants, but I I like the value of the censorship.
Like you said, not learning curve. You know, the expectations, you know, the strengths, you know, firsthand. So, That's mine. >> Say something. >> I'm some of you know me. I'm the one who
live this 33 shaker line. So I'm the neighbor who will be probably the most affected. Um I've um let's see um Bill Bane talked a lot
more about working with neighbors as a sh just you should keep that in mind. >> Sure. >> Thank you.
>> They actually have concrete. So um let's see right around talking about how they would communicate with neighbors, how often um their methods about um minimizing
disruptions and so on. Um I didn't see as much of that. >> Thank you. Um, does anyone else have thoughts before we broke? >> I would say right now I would lean
towards Shamath, but Gil Bane is very qualified. that tastes like something. >> We want to we want to out of the four rather than selecting one, we want to eliminate
a four or three and get it down to two. >> Sure. So I think we if we're all in agreement, do we eliminate WT? >> Yes. >> Do we want to eliminate Sigly at this point? >> I think they're a lot closer. So I'm raising. >> Yes.
>> Yes. >> Yes. >> Okay. So I think we're down to Gilane and Shamit. Um I personally like Shamit a little bit more. They're both great, but again I I think Mary has the experience with Gilane being that way.
>> I'm good with both of them and Jane and the same team. It was just Gil Wayne. I would say yeah maybe maybe not but he does the same team and they're promising same team to us. So I think that's a that's a good you know and you
know quick references all you know good about it performing it but that's that's the only part that's there. Yeah, >> it's on them, right? Like if there's any complications that arise on that stuff,
>> they've done it before. So it's not that we can't do it. >> So you want to hold a vote on >> it sounds like if I'm not up here listening, sounds like some photo finish by >> Yeah, we should take an official vote.
>> Take an official vote. Yeah, cuz I I will not vote for them because what they did, it wasn't improp it wasn't technically improper because they didn't contact me, but they contacted my superior
telling me to be fair. Oh, >> don't understand about this. >> Yes, >> technically it's not. No technical is not but you know I mean we know I know every one of them in you know when they
anytime there was a conversation was very general nothing to do about you know giving them any information that publicly they cannot get but which way who's thinking what no they never ask the question they simply will not ask the question no due respect I'm not
going to argue them anything you know because I'm always very respectful whether with people who backed out like Bourne and you know >> it's always respectful because they all understand what the committee process is so >> that's what it was funny wasn't even
someone on the team so >> what do you think all all four of the firms uh recept to move before we had to shut down communications um and I know that they've all been
following the project for all four games after the >> interest >> before that we were called in and ask questions or whatever was like I think I reached out to Jim long time ago said
more than welcome to come and attend the building the way we listen that's if they have questions we can answer them you know in a public order but there's no private information being given to any of them It just hurt me because they were the
only one who did it and even the companies that I worked at didn't do as we said it's razor close >> but Gil Bane seems to have the the edge at this point and I think it comes up to a vote. Mr.
Yes. Make a motion to uh select Joe Bane as CN second. >> Second. >> Okay. All right. Uh roll call. Jim. >> Yes.
>> Sean. Yes. >> No. Motion carries. Select and kill. >> Very good. Is there any other business for the committee? >> What do we need to do in order to present this to tomorrow? >> I will put together a summary and I'll get it to the committee here. Um,
fingers crossed by noon. So, you can read it and give me any edits and then I'll have it sent to the full committee prior to the meeting and I'll have it on the screen for tomorrow night's meeting. >> Great. >> Giving where how we got here and so on. It'll be quick executive bullet points,
nothing extensive, but I'll at the end I'll be writing a full review. >> And at what time are they notified because the vote is not live? >> Um, I'm going to wait till um I'm going to wait till the meeting ends tomorrow night and the committee votes a full uh
approval of the recommendation qualification. And if if the vote goes through as tonight's vote did then I will tomorrow uh Thursday morning I will notify all the firms both uh both by phone and in writing. Good.
>> Okay. And if there's any request for public um information, you know, freedom of information act, I I can be the I am the keeper of record, so to speak, and I will be turning this information over, but I can distribute to the town clerk's office any public record requests that may come.
>> Great. >> Wow, what a process. Uh we've been here for two months, all of us, uh going through this process. Thank you for your time. Um I know we had some we probably had between last night. I bet we've had
eight maybe 10 meetings easily that to to get to this point. So, a lot of lot of time there in and of itself, never mind your own personal time at home reading the proposals and then coming here this evening and things like that. So, it's an important it's an important
step. It's an important project team member. Uh so, now I think the team is fully assembled with respect to certainly the owner's team, the designers team, the OPM's team. Now we have a consp management team. So we're all together now. Um and we start to get
underway and we'll also start to compare the uh contract packages as well. So probably around the January the January building committee meeting we should have if we can get everything in order contract sign and that would be essentially kind
of a notice to proceed if you will to enter into the pre-construction services. But I'll give a notice to notice of award this coming Thursday. >> Great. >> And then we'll start together on paper. >> Great job. >> Great job. >> Thank you.
>> Yeah, it's a lot. It's a lot of a lot of things, but I appreciate. Thank you. >> To have the click click in the CM getting the project scope and budget agreement signed. >> Oh, that's a good sign. But I just saw
that this morning. Oh, that's a good sign. >> Yeah. And the next step on that would be the project funding agreement, right? The PFA. Yeah. Which will really um allow things to materialize and reimbursement costs. >> Is there anything else?
>> I'm all set. Can I share a motion? Move. Second. All those in favor.