Please. >> I will start roll call. Uh Mike Picardi had noted that he was going to be absent today. Uh Stacy Rizzo >> here. >> Susan Graalisi >> here. >> Dr. Kelly >> here.
>> Carl Spenson >> here. >> Christopher Bowen >> here. >> Rich Visque >> here. Don Charmela absent. Nick Rystrom
>> here. >> Mayor Keefe is also going to be absent today. Um Tom Scarowski >> here. John Statatopoulos absent. Anthony Kagleandro
>> here. Don Martelli was also letting me know he was going to be absent. Joshua Miranda >> here. >> And Chris Saramela also absent.
Okay, great. Thank you everyone. Um Brian, do you want um do you want me to share and start going through the agenda real quick? Yeah, that works. If you want, I I can
also share if you want to do one thing at a time instead of two um with the votes. >> It's actually very helpful if you wouldn't mind. >> Yep, not a problem. >> That way I don't have to keep searching for the squares that are talking. >> So, let me just get this launched. So,
we're going to um Can you see my the screen share? >> Yes, >> sounds good. Um, so we're going to go through the minutes first, then invoices, and then, um, we'll do those two quick, and then we'll go through these last few items. Uh, so if we want
to start with the, uh, approval of meeting minutes from September 17th. Um, if there's any comments, let us know. Otherwise, we'd seek a motion to approve those minutes. >> Motion to approve the meeting minutes from September 17th.
So moved. second. >> You um and I will do the roll call for those meeting minutes starting with Stacy Rizzo. >> Yes. >> Susan Graalisi. >> Yes. >> Dr. Kelly,
>> yes. >> Carl Spenson, >> yes. >> Christopher Bowen, >> yes. >> Rich Visque, >> yes. >> Nick Rystrom, >> abstain. Thank you.
Uh Tom Skarowski >> abstain. >> Thank you. >> Anthony Kaggleandro. >> Yes. >> And Joshua Miranda. >> Yes. >> Excellent. Thank you.
>> And was that the end of it, Linda? Sorry. >> Uh it is. Yeah. And I just saw Thank you for uh responding to the chat. Linda, can I change my motion to present because I actually believe I missed that meeting. >> Okay. >> Thank you.
>> Uh, next set of minutes September 25th. >> Actually, I noticed that uh, Chris Charmela joined. If you want to engage him in that roll call. >> Oh, thank you. Um, we will do roll call for Chris Charmela for meeting minutes from September 17th. >> Yes.
>> Thank you. >> Thank you. >> Thank you, Dr. Tally. September 25th. Next. [Music] >> There are no questions. We'd seek a motion to approve the minutes from September 25th, 2025.
>> Motion to approve minutes from September 25th. >> Second. Right. I will do the roll call and apologies in advance if my dog is barking in the background. There's something very exciting going on outside.
All right. Uh Stacy Russo, >> yes. >> Susan Graalisi, >> yes. >> Dr. Kelly, >> yes. >> Carl Spenson, >> yes. >> Christopher Bowen, >> yes. Rich Viscade.
>> Yes. >> Thank you. >> Uh Nick Rystrom. >> Yes. >> Tom Saroski. >> Abstain. >> Uh Anthony Kaggleandra.
>> Yes. Joshua Miranda. >> Yes. >> And Chrisa, >> yes. >> Thank you very much. >> So, next we'll move into invoice uh approval.
>> Uh the first set um first invoice is listed on top. >> Go back and bow >> here for um left field like I showed you, buddy. >> Uh I think we need to mute. Yeah. I'm not sure who who it was. Um so we are billing in the construction uh
document and construction administration in administration phase as well as you can see some of the peer reviews and subconsultants uh for left field all within our approved contractor billing on this invoice 55 total of um left
field amendment uh sorry invoice number 55 $522,460. Any questions on the left field? Perfect. [Music] >> Any second? >> Second. >> Before we vote, Brian, will we going to
give uh I I were we going to get some budget documents that kind of showed the percentage spent on these like we spoke of before? >> Um we can always look at at the budget here. Um I'll open up the budget right now that >> goes around.
>> I thought that was going to be a recurrent theme when we did this. we would show how much was spent from the budgets when we approved these bills. >> Sure. It is on the screen. It It's distributed with the um with the minutes. Let me just try to blow this up a little.
So, the left field invoices um left field contract is up in this section. Um you can see that we are 100 I got to move my zoom controls. We are done with design development. that's build at 100%.
Um we are billing to 70% of construction contract documents. Um that will conclude uh in the month of December. Uh bidding is uh we have it build out at about 50% and the other category we're billing in is construction contract
administration which is um basically site site work is only at 1%. Um down here you can see that uh in terms of peer reviews the uh one of the peer reviews we're we have tonight for municipal code consultants
is billing at 75% completion. They've done their reviews of the uh first two sets of drawings. They just have a back check. And we also have the the code red uh peer reviews down here at the bottom of our area. That's a depending on the
task billing to anywhere between 50% and 10% completion. Um, as always, we review these invoices internally. So, we feel we're on track with all of these and um I'll return to the other parts of the budget as we go down the uh other
invoices. We'll do them one by one. I'll show you the Perkins Eastman side and the Conigley side in a minute as well. >> Appreciate it. So, uh, Brian, maybe to Rich's point, we should just go through that first and then then vote on the invoices.
>> Sure, that's fine. >> I know you I know you typically do it in the reverse, but that will help people see where we are as they're voting on the bills. >> Sure. So, uh, next is the, uh, we're in the architecture and engineering category here. Um,
we're mainly billing again this design development phase. You can see it's complete at 100%. And um Perkins Eastman is billing to 76% of the current contract documents phase which uh this is a heavy lift phase for the architect getting all these bid documents
together. Um is for in terms of let me just go back here and see what uh we're building. We also have Sandborn Head and um VHB, the traffic consultants that are working with them. But generally speaking, 76% completion on the CD phase is where uh Perkins Eastman is billing
to. As we keep going down, we get into this construction section. This section will keep getting bigger and bigger. Uh every time we award work, which we'll be doing a little bit tonight at the last meeting, we awarded a number of trades. you'll see that these specific divi
divisions whether they're concrete, structural steel, waterproofing, damproofing, start populating out of this general construction line. Um, so really the only things in the consigly side are billing at 89% of pre-construction. Um, and then you can
see some very small percentages in here for fee and insurance, which when the whenever there's a direct billing against a line, uh, it has a piece of fee and a piece of the insurance build with it. And really only the large percentage here is, um, 56% of the temp
fencing. Uh, we still have more temp fencing to do to bill against as the entire site is encircled in fence. And uh otherwise general requirements is where some of the um setup the site setup trailers etc are billing. As you
see we get into the construction lines concrete etc. Um none of that's bu uh yet. We'll start seeing billings for these items as we uh place orders for actual equipment and uh start installing equipment on the site. So you can just
see moving down here again we have site work awarded but 0% build. So we think all all three sets of these invoices which I'll now put on the screen are um are billing to the accurate point with respect to where we
are in the schedule. So, if we want to revisit and questions, welcome. Uh, but if we want to revisit, I think there was a motion and a second on the table for the left field invoice 55 approval. >> Thank you for that explanation. >> You got it.
>> All right. We'll uh we'll start the roll call. The motion was made by Stacy Rizzo, seconded by Susan Graalisi. So, for the roll call for left field invoice, Stacy Rizzo. >> Yes. Susan Graalisi. >> Yes.
>> Dr. Kelly, >> yes. >> Carl Spenson, >> yes. >> Christopher Bowen, did we lose Christopher? I still see him. >> Yes. >> Christopher Bowen, can you hear us for
the roll call? He may have stepped away. Maybe we can come back to him at the end. >> Yeah, I'll I'll continue. Uh Rich Disc, >> yes. >> Nick Rystrom, >> yes.
>> Tom Skarowski, >> yes. Anthony Kagglandro. I still see him there too. So maybe he stepped away also. >> I see. I will continue for now. Uh
Joshua Miranda. >> Yes. >> Chris Saramela. >> Yes. Going back again to Christopher Bowen. >> Yes. >> Thank you. And Anthony Kaggleandro.
>> Yes. >> Thank you. That covers it. >> Uh next would be Perkins Eastman um invoice for October in the amount of $1,139,5565. Motion to approve.
>> Second. >> I'm sorry, who made that motion? >> Tom. >> Tom, thank you. >> My squares aren't cooperating today. And it was seconded by several people, but
Susan, I'll give it to you again. >> Um, and for roll call, Stacy Rizzo. Yes, >> Susan Graalisi. >> Yes, >> Dr. Kelly. >> Yes, >> Carl Spenson. >> Yes, >> Christopher Bowen.
>> Yes, >> Rich Visque. >> Yes. >> Nick Rystrom. >> Yes. >> Tom Sarowski. >> Yes. >> Anthony Kagglandro. >> Yes. >> Joshua Miranda.
Yes, >> Chris Saramela. >> Yes, >> thank you very much. >> And lastly, can Sigly um invoice, which again includes a month of pre-construction, and then uh a few
billings against general conditions, general requirements, and requisition number four that all carry a a piece of the um fees, insurance, and retainage with them. So, the Conigley invoice uh totals $140,646.39. >> Motion to approve.
>> Second. >> And for the roll call. Stacy Rizzo. >> Stacy. Yeah. Thank you. Susan Graalisi, >> yes. >> Dr. Kelly, >> yes. >> Carl Spenson, >> yes. >> Christopher Bowen,
>> yes. >> Rich Visque, >> yes. >> Nick Rystrom, >> yes. >> Tom Skarowski, >> yes. >> Anthony Kaggleandro, >> yes.
>> Joshua Miranda, >> yes. Chris Samela. >> Yes. >> Thank you very much. >> Sounds good. So, moving forward, we're going to talk consigly amendment six.
Right now, we're going to defer agenda item five, left field amendment nine uh to a future meeting. We need a little more time on the team side to uh work the scope out here. So we'll go to agenda item four right now and then we'll skip um five and go to six after.
So consigly amendment six um this is a a singular trade bid award um for foundation waterproofing. This is the first trade bid. Um, which I think as we've explained before, there
are 18 uh categories that the state of Massachusetts defined um must be based on public trade bids. We went through a pre-qualification selection with the pre-qualification subcommittee. Um, and then we sent out the bids for
waterproofing. Ultimately, this is how uh the award breaks down. The low bid was I'm going to skip to another page. It'll show the bids better. One sec. Ultimately, amongst the pre-qualified biders for this work, uh, Beacon
Waterproofing was the low bid at $658,07. And, uh, ultimately this was, let me, uh, again jump back a few pages. This is 106,000 under what we had carried for this same
scope in the estimate. So um remember reporting that we were um about let me actually bring up this was the slide from the last award about 10.7 million under um in terms of tracking bids against estimates. This brings us
to about 10.8 8 million under to award the foundation waterproofing for um to support the the waterproofing we need underground. Ultimately, we'll be bidding this trade again for everything above the foundation, but to
support the schedule, getting this firm uh on board to have the foundation ready to go is um what we needed to do for now. So, I'll pause for questions. Otherwise, we'd be seeking um a motion to approve Conigley contract amendment number six
for the total of $74,858. >> Hey, Brian, before we vote, um that slide that you showed, the $10 million of under underestimated >> Yep. >> Uh could you just go back to that for a quick second? Have we moved that $10 million into
contingency or is it this isn't new money? This is the 10 million that basically we're 700,000 good to the 10 million. Is that what I'm reading here? >> Yeah. So, in the construction category, we're trending 10 10.8 now under the
estimate. Um, we need to wait out fully bidding the project um before we handle what MSBA calls the bid savings. So, they really don't want us moving anything out of the construction category till we're done bidding, which we will be done bidding in the winter.
And um this number could go up, this number could go down, but ultimately anything at the GMP contract, which is post bidding everything, we wrap this all up in what's called a GMP contract amendment with Conigi. Anything uh at the end of the day when we're done
bidding in this under category will make its way to the owner's contingency. Well, put another way, we're rarely 715,000 on the not 10.7 million when you consider the fact that we reduced it by 10 million >> if you correct. So, exactly. Exactly.
So, yeah, considering the 10 million it we are we are 715 800 under. Correct. >> Okay, cool. Thank you. But just for clarity, because I think this gets a little bit confusing, um, based on the votes that were made by
the city council and going into the project, we are right now tracking 10.8 million less than what those votes were. >> Correct. >> Okay. >> But we reduced the budget 10 million, right? So net 700. Well, we were we were
told to look for 10 million in savings and to try to get that to 10 million less, but >> we >> What' you say? You're hard to hear, Rich. >> I'm sorry. I'm under my computer at work. I said we did reduce it 10 million though. So, we at the end of the day, we
need to be $10 million under. And it looks like we're 10.7. That's all I wanted to make sure I was clear on. Any other questions? >> If there's no Sorry, >> if there's no other questions, I moved um that
412 for the budget. >> I actually did have one more question. Sorry. before we get to this. >> Um, so Brian, uh, a minute ago I think you said that this came inund and some odd thousand under what was budgeted. Is that right?
>> Under what was estimated for these for this scope? Yes. >> What was estimated? Sorry, my misuse of the word there. Right. >> So it what was estimated was what number? >> $810,962. >> Okay. And it came in at the 65807.
>> Yes. Which Yes. Which you then have to add certain what we call below the line costs including the the bonds, the fee, etc. to. And that gets you up to the 705858. >> Okay, that's helpful. Thank you. And then if you go back to the page you were
just showing a minute ago. >> Yep. The I think that was this page. It had a It had a number 400,000. Yeah, that one. Go down a little bit lower. >> Correct. >> What is this? >> The original budget.
>> That's the original total project budget. >> Gotcha. Okay. All right. I'm on track. Thank you. >> Which Yeah, that just has to be noted in these standard contract forms with the the original um construction approved. Full full budget was approved at
>> Perfect. Gotcha. Thank you, >> Stacy. I would say the wording if you want to make a motion is a motion to approve consigly contract amendment number six for the total value of $74,858. >> And with what he said? Yes.
>> Thank you. >> Second that. >> Thank you. And for the roll call. Stacy Rizzo. >> Yes. Susan Graalisi. >> Yes. >> Dr. Kelly, >> yes.
>> Carl Senson, >> yes. >> Uh, Christopher Bowen, >> yes. >> Rich Visque, >> yes. >> Nick Rystrom, >> yes. >> Tom Skarowski,
>> yes. Anthony Conglandro, >> yes. >> Joshua Miranda, >> yes. >> Chris Camela, >> yes. >> Thank you very much. >> Thank you. As noted, we're going to uh defer agenda item five to a subsequent
meeting and move into agenda item six, which is uh the contingency overview. Uh let me Joe, do you want me to uh just tell me when to click? Is that >> Yeah, because I I'll probably be just working from my notes here.
>> Perfect. >> Can I can I jump in for one second? I I just want to make sure everybody on the call, I'm not sure that everybody on the building committee knows who Joe is. Um and and so I didn't know if it would be um worthwhile to take just a minute um
to remind everybody that uh Joe is a very generous uh volunteer who has a lot of expertise in the field of building and construction and um owners project work and all of those things throughout his life both uh long long career uh
managing this kind of work in the city of Boston and also for Harvard University. Uh Joe will correct me if I left anything out of there, but uh he in his retirement seeks to torture himself by volunteering for these different building projects and helping um school
districts and uh municipalities who don't necessarily have this kind of expertise in house. Um and he does this all uh out of the goodness of his heart. uh and we really are appreciative of all of the guidance that he's given us over
these many years and and will continue to give us until we see this project through. Um so I just wanted to give that quick introduction for anybody on the call who might not know who Joe is uh and really to reflect our appreciation for the guidance he's given us. Um
you know out of the goodness of his heart. >> Well, thank you for that introduction and overstating all that stuff. So, I I was asked to, you know, sort of lead a lead a discussion about contingencies because you're at the
point in this project where uh you know, it's a very big project. There's big dollars and you're going to be asked uh probably on a regular basis to use some of that uh contingency. Uh I know that uh most people on this committee have a
lot of experience with contingencies. So, this was sort of targeted at those who have less experience and also because there's six contingencies here and and they're all a little bit different. Some are going away, some are going to stay. Just to review for
everybody what we're looking at and uh if there's any questions, just stop me. This is a a discussion, not a not a lecture. Um, after I go through this, Brian will talk a little bit about uh the kind of documents you will see so
you'll know what's going on with contingencies, how the approval process will work, uh, things like that. Uh, so I'll just start with a very high overview and then I'll drill down to some details which may or may not be useful after I sort of give you uh, an
overview. But if you had looked at the budget, let's say at the 60% estimate, you would have seen and these are listed on the last page of six different contingencies. Uh so at the end of talking about contingencies in general, I'll go through each one so you know
what the current status is. Will you have to deal with them or won't you have to deal with them? The ones you'll have to deal with the most are the two owners contingencies. One is soft cost, one is hard cost. There's a third one you're going to be very interested in throughout the project, which will be
the CM or construction manager contingency. So, a lot of what I'm talking about here is really focused on those three contingencies. In my view, because sometimes there's misperceptions about what contingencies are. The best way what I tell owners is
think of the contingency as just another line item in the budget. It's a line item in the budget to pay for something. And the difference between the contingency line item and the roof or the architect's fee or permits is they all describe something that's very clear
and understandable. Contingencies basically describe a use and the use is to deal with stuff that we could not or did not anticipate in the specs in the drawings. So they're line items in the
budget to pay for things. They're not a pot somewhere, you know, outside of the budget. Uh, and you will likely use them. They're not, as I said, an emergency fund. They're not a slush fund to say, "Oh, you know, we always look like we
have a little more uh contingency. Let's go spend it on something else." Um, and you can't look at it until the project's over in terms of how much are really savings. up until that point they are line items that you should be interested
in guarding. Um why are there contingencies? We know that the industry knows from experience that if you just set your budget at everything you can estimate you will more likely than not matter of
fact in almost all cases you will exceed your budget. So they know, everyone knows from experience that you have to protect for the unknown. And you're not only protecting your budget, you have a very fixed budget. No one wants to go ask for more money for this project. You
have a very fixed budget. So you protect your budget. You will not exceed your budget if you had the right contingencies in that budget. And I'll talk a little bit later. And they can even protect your schedule and the quality of the finished product approval.
Various contingencies have various approvals, but the two that the school building committee has absolute control over, money cannot be sent without prior approval from the school building committee are the two owners contingencies, hard costs and soft
costs. And uh I understand from Brian and and Sigly can correct me. The other contingency that will be active is the construction managers contingency. And my understanding is that uh the school building committee does not have approval over that, but it requires the
OPM's signature. And we'll talk about the difference in these these contingencies. Um people often want to know, well, how much will we use? I can tell you this. You will use some. You've already used some. You've used $600,000
in soft costs and you will use some of your con construction manager contingency and the owner's hard cost contingency, but I am pretty sure you won't use all of it. So, so those are my limits. You use some, but you won't use all of it. That'll narrow it down for you. Uh the other thing I want you to
know about contingencies and we'll get to this at the end is if the school building committee just focuses on remaining contingency in a certain way and left field will provide information so you can do this easily. You will know the health of your project just by
monitoring contingencies. So let me go in a little bit more detail but stop me because I'm just going to sort of walk through it. And that's where we are Brian. Right. So, as I said, these are funds to cover things that couldn't be anticipated.
Every project has unanticipated. It could be for a variety of things, which we'll talk about a little bit. It doesn't matter. It does matter how good your team is in terms of how much contingency you will use, but you can have a really good team, which we do,
and you will still have unforeseen and use contingency. So they're in there because based on experience, it always happens. Uh you have to have it at an adequate level or you can exceed your budget which you
cannot do. Uh they can prevent and one of the things they're there for is to prevent any costly delays because if you have to stop a project because you go, "Oh, we have to make a change and we don't have the money. We have to go back and get
more funding." That's a delay in your project. Contingencies help you avoid that. Uh they provide a lot of flexibility. You will see as you go along, not everything's straightforward. So having the money at hand to be flexible at how you approach a problem
is very very useful. As I mentioned again, these are line items of budgets for costs you will see. You just don't know how much of that cost you will see. So, how are they used? What what are they for? We know
you're going to control them tightly. Uh, but why may they come up? Well, one of the big ones is unforeseen conditions, which often talks about what's under the ground. No matter how many holes we punch in the ground, there's always the possibility that what
you can't see can lead to surprises. when you're on a big complicated project uh you have complicated architecture structural systems mechanical systems coordinating all that even with all our
3D stuff and AI or whatever you still can't get perfect coordination things will come up that made to lead an expense you got to be ready for that the next one is a very interesting one at this point in time costs
there's volat There's always volatility in cost. We're always worried about inflation. Uh but now we have this new thing called tariffs. Now we're hoping it doesn't have any or a big impact on this project, but of course we don't know. This is a two and a half year
project a year and a half from now what may happen. So market volatility can be a reason you need to be prepared to have some money on hand. You can run into regulatory issues. You can run into you think you've got everything code perfect
and a inspector comes in and says change that. That happens regularly. Got to be ready for that. There's also adjustments that owners make. And this is not, oh, we have some extra money. Let's build a new wing or put a Picasso in the
auditorium. It's not those kind of changes. It's as you go along, maybe something changes in your educational program. Maybe something changes in fastmoving technology that you have to change something in your technology.
Maybe the way pedagogy is done, you have to change something in the layout of the space. So the owner will spend some of that money if over the next two and a half years things change that require that to provide the right education for
the students. Um as I mentioned it can help schedule. We have a very tight schedule. Sometimes contingencies are used to accelerate, pick you up a week or two or a month. Good to have it for that. Uh there are
unforeseen conditions and they are completely unforeseen. Extreme weather, labor strikes, maybe you have a pandemic. I think everybody in construction here managed through a pandemic. That certainly adds some costs. as I mentioned
tariffs and anything else that you know is comes from God. You just don't know. Uh so they're not meant for exceptional addis scope but they are for the scope you
need to have a quality complete project. How do they set these numbers? We have some big numbers. >> Oops. The uh number for the owner's hard cost contingency is $18 million. They're basically a risk analysis based
on what your project is, how big, how complex, what kind of site are you building on? Did you just buy a forest, chop down trees, and you have virgin land, or did you decide to build on a dog track? The dog track is harder than
virgin land. uh wetlands, you have wetland. Um so the industry knows in general we need about this much money for a certain kind of project. Often they say we start with 5% for new
construction, 10% for renovation. But it's really the experience of your owner's rep, your contractor, and your architect who've done similar projects to yours. What do they think we should
carry? And that's where these numbers come from. But they don't set it at a number. They say this is our average. This is where we usually end up. You set it above that because you don't know if you're average. This is one of the places in life where you want to be
below average. And if you're below average, that means you have increased savings. And if you get way above average, it means you will have less savings. But it's not set at sort of boy, this is a a precise target of what we think we're going to use. It's also
not set to provide a worst case scenario, whatever that would be. Approval of contingencies. So, the school building committee has two that they are in charge of, and they're both very important, the soft costs and the
hard costs. And we'll go through those numbers and what those are for. Uh, and the CM contingency is the other one that you'll have observation of but not control of. What's important is how
these contingencies are going to be tracked because they're going to give you a real clear view into how you're doing financially. So, left field is going to provide you with some really good information. They're going to tell
you what was budgeted in your budget for each contingency. They're going to tell you how much you've already approved. They're also going to tell you that there's stuff you haven't approved, but it's very likely they're going to bring those to you for approval.
They're going to tell you, okay, how much do we have remaining? But then they're going to keep one more log, which is stuff comes up. You can't be sure you're ever going to need money for it. You can't be sure necessarily what it's going to cost you, but you keep
that running log because when you want to know really where your contingency is, you also want to know what those other things out there are because sometimes they can add up. With that information, you can take a look at your
contingencies. and where you are in the job. For example, you've looked at all the contingencies, even including the things that don't really quite know about yet, but could hit you and could use your contingencies. And let's say
you've used you you may have you may need to use 20% of all your contingencies, but your job is 50% done. That's a really good view of the health of your project. And of course, if the number is 50% of the of the contingency
looks like it could be used and the job is 20% done, that's when you start having concerns. So that's sort of the the way I deal with contingencies and look at them. Any questions? Concerns
perfectly clear, huh? Okay. So you've seen in these various estimates, a lot of contingencies, sort of on the order of magnitude, I think at the 60% estimate, $60 million in contingency. That's a huge number. Some
of them will go away when you get to your GMP with concealing design contingency. I'm not going to spend much time on because that one will go away. It often confuses people. It's just there because
when you do early estimates, there's a lot of stuff you don't know. And by the time you get all the plans, and specs in except for the un total unknowns, you don't need to have a design contingency saying, geez, we're just guessing on this part of the job. So, that one's
going to go away. You don't have to deal with it again. But in case you were wondering what happened to that 15 million, it's not easy to exactly trace where it went, but you won't see a design contingency at 100% drawings escalation. I think you're familiar with
uh two years ago when you're when you're estimating this job, you're using numbers from two years ago and the estimators make a guess. How much will it go up? There was a time not too long ago they couldn't keep up. whatever they
guessed it was too low. But right now, you're in a good climate. So, we're hoping what they guessed is right or or more. And typically, the escalation contingency, like the design contingency, goes away as you get to 100%. You're you're at the point where
you're actually getting to real market prices. You won't see that one. So, you don't have to deal with those. There are four that you may have to deal with. Three definitely. There is $3 million in tariff contingency in there. This is
only the second job I've been involved with with the tariff contingency. This one's further along than the other one. I really don't know how is thinking about that. If it's not an issue anymore, we're not worried about tariffs. Um we can eliminate that or
it's something that needs to be carried after into the GMP. We won't address that right now, but I'll be interesting to see how Conigley decides that needs to be handled given what could be a a factor uh in terms what what items we
have that could be effective and if we have to care about that or not. But in any event, that's a contingency that would be very much like the construction managers contingency, which I'll talk about in a minute. Owner soft cost, I think you know what that is. It can be
for design fees. It can be for uh various kinds of exploration and testing. You've seen $600,000 of that so far. It doesn't stop when design stops. It continues through construction. So,
you can spend the soft cost during the construction phase. You should expect that to happen. owner's construction. Those are the things that fall to the owner because they're not included in
the GMP and the construction manager is not responsible for some of those things. There are things that the construction manager that that were unforeseen by the construction manager that they are
responsible for, but you don't have to pay that. that comes out of the CM contingency. But for the owner's construction contingency, there will be items that couldn't have been foreseen by Vincigly could be things you wanted
to add. That's the one that you're going to probably spend most of your time deciding, do we approve a change order or don't we approve approve a a a draw on a contingency or not? The
construction managers contingency often confuses people. Consigly uh does not have a crystal ball. They do the very best they can to estimate a job, buy out a job, give you a price
which is a gross maximum price. That means you won't pay more than that price. So if they are just giving you a price of what they estimated that means every dollar over that that
has to come out of them and since they know and we know they can't perfectly predict everything from those plans and specs they get a cushion and their cushion here is $10 million and if I understand the contract correctly according to Brian uh they
will go and say we need this extra money. We missed this. We should have anticipated it. But, you know, I I think uh what's it called? Uh reasonably inferable. Is that the contract language? Something like that. >> Yeah. >> That that the the CM would have to have
they they reasonably infer what might be missing. And the reason they're able to do that is because they've been with you through design. And so they do have a responsibility because they've been with you through design that they know about the job and they cannot say what happens
if you had a hard bid where the contractor would come to you and say that door knob was not in the plans and specs. So that's a change order. I lived in that world for a long time. So you don't have that problem. But uh there
will be things that you know the consigly will need to take out of that CM contingency. However, the CM contingency does revert to the owner. It's not part of their GMP. Their GMP uh you know, you
pay what the project costs them plus fee. So if in fact they didn't spend they don't spend the $10 million or any portion thereof that also falls to the owner. You can think of it falling to the owner's contingency or just it's savings
to the rever share. Rever does not have to pay that if it's not used. Uh, I'd finally say when you think about approving or not approving, think about what's best for the project and if
you're getting value for what you are are paying. And it's, you know, I'm glad it's on your shoulders and not mine, but you know, that's that's the worldview of of my worldview of contingency.
And I one thing I just want to throw in Joe um about CM contingency. One thing we'll be looking at potentially to use some of that for is basically expediting certain things and h how can we push forward regain schedule grow a bigger
cushion on the back end of the project as well. >> Good. And if I don't see any hands up, so I was going to quickly stay on this topic. Um, but show these these next few pages are an owner's change order log. So,
just going back to Joe's summary here, the owner's change orders would be funded from the owner's uh construction costs. There are similar logs that we track for the CM contingency and our budget um that we had on the screen a little earlier always tracks the owner
soft contingency but change orders there's an official MSBA process for this is the spreadsheet um they use on projects and I actually think it works pretty well just to not seem like I'm picking on some other architects and contractors I just blanked out the names this is from another left field project
but um you can see that this is divided up in change order events. And actually the reason these are all gray means MSBA has reviewed them. Ones down on the bottom if they haven't reviewed yet would be white. So we would come to the
uh building committee with the change order. Uh this one was classic. Um it was really about ledge. Um which we do not thankfully have. We have other challenges on site. We don't have ledge. Um it would break down. Is it a net ad
or a net deduct? MSBA always wants to know if rework was involved. And then these two columns are where we play um a very advanced sort of game of pickle ball with um the MSBA about is it eligible or is it not eligible. Um we
the OPM do an initial pass when we're submitting a new change order of saying if we put the value in this column, I owe them them an explanation on why we think it's eligible for reimbursement. Um, and if we put it, if we know it's categorically ineligible, we'll save them the time and put it here. They then
review these and uh, as they be, we get change order reviews back from them. So, when the committee approves a change order, it'll then take a few months. They only review change orders quarterly. We'll put in any change orders that were approved by the
building committee to MSBA in a quarter. At the end of the quarter, they'll review them. We'll debate the merits of whether it should be eligible or not. and then we'll come back to the committee with a report um on did they agree, did they not agree. We'll track how much of the change order money is ineligible. Now, like everything else in
the MSBA world, there's a cap. The cap is they will only participate in up to 1% of the um construction value for change orders, but that's 1% that we want to recoup to try to um extract the uh the full grant out of MSBA.
So they also want to know what um approximate what cost by trade. This isn't all the trades, but they want to know if it had something to do with structural issues, site issues, utilities, plumbing, electrical, HVAC, or miscellaneous. A lot of things end up falling into miscellaneous. Then they want to know the origin. Uh
was it a coordination or design uh issue? Something that just didn't show up um clearly enough on the drawings to biders? Was it new scope directed by owner? um was it result of differing conditions or new scope by a third party? That could be an inspector, a
building inspector. Um these typically if they pop up tend to pop up later in the project as we're bringing various asigly is bringing various uh river inspectors and entities through there and we put basic descriptions of what these are in the comments section but
there's always a back and forth with between left field on your behalf and MSBA of um of how to how to maximize reimbursement for these. You can also see that multiple change events are often captured in one change order. Change order one here was one clean
event. But if I scroll down to change order six, in this case it was three different um events, ve very different events. And some of these were related to technical coordination of fiber and bypass and other was this town um
spending money to put a mosaic mural uh on the u entry to the building. So, these change orders can really vary in what they um in what they carry with them. I'm going to scroll all the way down. You can see this example is this was where the
cutoff was of MSBA had already reviewed all of this stuff. We knew the result of reimbursement. All of these items in this column were eligible. All all these sorry I had it backwards. All these were eligible. All these were ineligible. And as we get new change orders, we submit
them down here on the white. And lastly, this um there's a a number of sort of very somewhat complex calc boxes in this. This is a spreadsheet that calculates a lot of items that um sort of derive the MSBA cap amounts, whether
it's related to the site, uh whether it's related to the furniture and equipment cap, and um really just tracking what's left. So, this is one of the working documents that we'll use to create a couple of nice simple summary pages or dashboards I kind of like to
call them that Joe referenced earlier of uh how much work have we bid, how much work have we put in place, how much contingency have we eroded. Um you don't have to get used to going page by page through this document, but um we will show you some examples. Um, the reason
we don't have good examples to look at is we don't have any change orders yet and we don't have any potential change orders yet, which is good news. Um, as we start seeing those items and having a potential change order log, um, we will start sharing those and reviewing those.
>> Thank you, Brian, and thank you, Joe. I think that's really helpful. And I think like you said, once we get into actually using those spreadsheets, uh it would be good to take another deep dive into them the way that you just did. >> Yep. And I think that's a good idea. And we'll we'll do that in the budget, too,
because as Joe mentioned, there's really if you want to take a quick peek at some of these dashboards and budgets, there's a few places you can look and if you get used to those numbers, they'll instantly sort of show you the financial health of the project. So, we'll we'll we'll show you where those are on the monthly
reports. We'll bring them to you as we start populating them. Right now, those logs thankfully are empty because we don't have any change events on the horizon. Uh any questions um on uh that agenda item?
>> Can I make another suggestion? Can we put the put this discussion on the agenda for the next meeting as well? I know that people just got um Joe's summary page today uh right before the meeting. So, they might not have had a chance to actually read it. Uh I and I
do want to clarify that Joe gave it to us earlier in the week. It just didn't go out uh with the with the original packet. Um, but I want to just make sure people have time to read it and process it and then if they could have questions that maybe if we take a minute at the next meeting
they might emerge. >> Good idea. And I I'll um even if we don't have content yet, I'll I'll bring up some of those graphs and the dashboards I was mentioning um so people just get used to the graphic format of them as well at that meeting. So
uh let me jump back to the agenda. There are no further questions. Let me just do one more look for hands. No committee hands up. We will move on uh to agenda item seven um which is uh a quick design update
based on some great work that Perkins Eastman was doing. uh with some uh city and school folks on signage, graphics, and history. Um I think maybe there was a a chat with a few folks, Dr. Kelly about um Don's not here. I'm not positive who wants to
spearhead this or if you want me to click through these. >> Yeah, I I can um take a quick run through at it. Uh one, we do have an ask for the building committee. Um but if you want to just uh show the graphics first. Um
>> Whoa. We've we've done a lot of work on uh the design process and I want to thank Stacy and Susan and uh Michael Pardi who's not here tonight, but the three of them have been instrumental in working with the building teams
um on a lot of this design philosophy around what the school is going to look look like. And yesterday we had the opportunity to uh actually look at some sample materials. Um, and that was really exciting to to look at samples of what our floors are going to be made out of and what kind of tiles going to be in
the bathroom and all of that kind of piece. But one of the big pieces we've been talking about is uh almost along the lines of what Brian mentioned in how that other project went um into their contingency to build a mural in their lobby. And uh
that's that's a piece of the work that we all want to um make sure that there are the right voices from the community at the table and making those decisions. Um and we actually worked with students in our history of reair class um last year who
developed these themes that you see on um the slide right now. uh they they identified uh three three overarching themes of diversity, history, and school pride that they want to see represented in the different murals and things
throughout the school. And within the history sector, they identified origins of Riviera High School or the history of Rivier High School, Rivier Beach, Wonderland, uh, general history, and SuffK Downs as important pieces that
they felt should be included in some way if we can in these different graphic representations. So, if you want to go on, Brian, to the next slide. Um, these are some um, precedents that they've used at other schools. Um the one in the
top right we were really interested in. It gave a map of the world and then showed where different major populations in the city of Rivier um have uh immigrated from. Um the one on the bottom right is in Lel and it looks at
the different neighborhoods um throughout the years kind of giving a timeline type of thing. If you want to go to the next slide Brian. Um I don't know what this is. I I think that was just supporting
>> info. I think that was notes. Yeah. Uh and these were some different ideas from the city of Rivier in particular that they were looking at. Did we want to represent the cyclone, the the wonderland, the maps, all of these different pieces. Um so there's a lot
here. There's a lot of different ideas. Um, and we were hoping as a team that maybe if you go one more, Brian, there might be a couple of images of the school in here that show where these are going to be. >> Yep. This is the school pride one. And
I'm going to keep going because the uh may I don't think. >> Oh, maybe not. >> Was that from yesterday? Yeah, I think that was from the yesterday presentation which I don't have on the screen. >> Yeah, it might have been from the yesterday presentation. But anyway,
we're going to we they they've already identified like five different areas where we're going to have this kind of muraling, I'll call it, um under these different these three umbrellas that I already mentioned. And what we were hoping to do was uh put together a team that would include a couple of members
from the school building committee um a number of students and staff and then also members from the Riviera historical society who can make the decisions like yes we want to do that map thing or no we want to do the puzzle thing or this
should be in the learning commons but this should be in the um heart of the school uh and that kind of thing. So, I just want to throw it out to this group and see if there were um two or three people here who were interested in serving on that decision-making
committee. Uh and just before you decide that, I'll tell you the commitment is very light. It's it's going to be two meetings, one coming up um in November and another one in February. In November, the meeting will be um to sit
with these uh folks who do all this kind of work and they want to hear from the committee on what they want to capture, what ideas they want to include and then um they would come back and meet with the committee again in February and say
um these these are what we think you should do based on what you've all told us. We think these are the right ideas and where they should go. Um, so it's two meetings in person, probably about an hour and a half, two hours each. Um,
and that would be it. So I don't know if anybody on here wants to volunteer to be part of that. And I will say Mike Pardi has already interest indicated his interest. >> Dr. I'd love to be on the group. >> Sorry.
>> Thanks. Thanks, Tom. >> Those meetings will be during the day, correct? because the students and teachers will be involved. >> Correct. That's right. Because of the kids, they'll be during the day. >> Dr. Kelly, I'd like to be involved in that. >> Great. Thanks, Nick.
So, Nick and Tom, >> if you want a third, I'll >> Oh, I was gonna say we could let Yeah, we could let Michael be the be the third, but if somebody else Yeah, if that'll be good. Okay, >> great.
All right. Thank you all very much. >> Hey, Dr. Kelly, one thing. Um, we have a chat going on with someone in the city and they're actually asking if they can join it. >> So, the group that we were looking to include right now um was school building
committee members, students and staff, and REIA historical members. So, uh, uh, Donna, you have my email. Um, let send me an email and let me see, let me check with the mayor and see if they want to also engage a couple of other community
members. We were we were looking at the the members of the Riviera Historical Society as being the community members um because they are all residents and community members in Rivier, but typically they have a little bit more of a historical perspective. um doesn't mean that we can't engage others, but um
shoot me an email and I'll I'll get back to you on that. Any other questions or comments on that before we move to public comment would be next on the agenda? Just checking the committee for hands. Okay. Uh we're going to move to public
comment. Uh Donna, I know you're there. Um, I'm going to just scroll up and convince myself that I think some of your questions have been answered, but um, name and address for the record if you want to follow up on any of the comments you've mentioned in the chat. Okay.
>> No, no public comment from anyone going twice. Uh, Donna, are you able to um speak or do you I think she I don't know if she has audio. Brian, she's writing in the chat. Okay, it does look like some of the
questions about clarity in the total project budget uh were answered in there. Uh and just to reiterate the the the 412 million that we pointed out earlier as the construction value is included in the number that the council
approved. Uh the the number that the council approved is the magic number that will not be exceeded. And what Richard Viske was talking about is we're targeting bettering that by $10 million. Um, and I I see. Did you mean uh Donna
held live in person? Is that what you mean? >> I know you're >> Yes. >> So, we we have been we've been meeting remotely for the duration of the project. If there's um that sort of is I do what the committee tells me to do. So, I would defer to uh the committee if
there's any interest. I think at some point down the line in the future, it would be great to um do some of these meetings in the new building, but we're a few years away from that. Uh so we're going to call that for um public comment. Any new business or
other business from committee members? Seeing none, hearing none. Uh we would entertain a motion to adjurnn. >> Motion to adjurnn. >> Second. >> Thank you all. >> Hi everyone.
>> Thank you. >> Have a good night. >> Recording stopped.