Construction Delivery Methods
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Construction Delivery Methods Presentation Transcript

  • 1. Construction Contract Delivery Systems Mikal Nicholls, P.E. Senior Director
  • 2. “ Tools” for Construction Delivery
    • Many “tools” are available for construction delivery
    • Need to follow:
      • Bid Limits
        • Public Contract Code 20111
      • Public Works Contract definition
        • Public Contract Code 1102
      • Design-Build
        • Education Code 17250
      • Lease – Leaseback
        • Public Contract Code 20670
        • Education Code 17400
      • Authority to Use
        • If specifically legislated for others, but not you, then you probably can’t use it
        • i.e. LAUSD is authorized to use JOC, but no other school district can
    3/11/09
  • 3. Contract Delivery “Tools” Owner’s Risk
    • Construction Manager Multiprime (CM/Multiprime)
    • Lump Sum General Contractor (GC)
    • Construction Manager General Contractor (CM/GC)
    3/11/09
    • Construction Manager at Risk (CM at Risk)
    • Design-Build (D-B)
    • Lease-Lease Back (L-LB)
    Higher Risk Lower Risk CM Multiprime CM at Risk GC D-B L-LB w/design & financing CM /GC L-LB w/o design
  • 4. “ Tools” Require Proper Supervision and Training
    • CM Multiprime Needs:
      • Sophisticated District project team
        • Cost controls
        • Decision making
        • CPM schedule experts
        • Daily inspection reports w/photos
        • Disputes review
        • Change order specialists
        • Construction & Maintenance expertise
      • District tolerant of mistakes and briefed on the potential risks
      • Means to quickly give direction in the field
        • Force account
        • Field instructions
        • Ratify Board authority
      • Internal staff augment for paperwork that is normally handled by General Contractor
      • Insurance program to cover damage that “nobody” did
      • Designed to delivery method
      • CM that
        • Advises District but doesn’t control the work
        • Doesn’t overstep contract requirements
        • No means and methods
        • Tracks and reports to District for action
      • Inspector (IOR) that looks for both DSA and potential problems for the District
    • General Contract Needs:
      • Average District project team
        • Cost controls
        • Decision making
        • CPM schedule review capability
        • Daily inspection reports w/photos
        • Disputes review
        • Change order review capability
        • Construction & Maintenance expertise
      • District briefed on:
        • Potential risks
        • Refereeing between designer and general contractor
        • Understands
          • Design errors
          • Design omissions
          • Unforeseen conditions
          • Contractor workmanship mistakes
      • Means to quickly give direction in the field
        • Force account
        • Field instructions
        • Ratify Board authority
      • Designed to delivery method
      • Inspector (IOR) that looks for both DSA and potential problems for the District
    3/11/09
  • 5. “ Tools” Require Proper Supervision and Training (cont.)
    • CM at Risk Needs:
      • Sophisticated District project team
        • To negotiate with Construction Manager
        • Understanding the changing roles of CM
          • Pre-bid = professional consultant on Owner’s side
          • Post-bid = “General Contractor” at risk to complete project on time and within budget
        • Following to hold CM accountable
          • Cost controls
          • CPM schedule experts
          • Daily inspection reports w/photos
          • Disputes review
          • Change order specialists
          • Construction & Maintenance expertise
      • District tolerant of mistakes and briefed on the potential risks
      • Means to pay quickly after CM makes changes
        • Ratify Board authority
      • Internal staff augment for paperwork that is normally handled by General Contractor during bidding phase only
      • Insurance program in CM contract to cover damage that “nobody” did
      • Designed to delivery method
      • Inspector (IOR) that looks for both DSA and potential problems for the District
    • CM General Contract Needs:
      • Average District project team
        • Cost controls
        • Decision making
        • Construction Manager
      • District briefed on:
        • Potential risks
        • Refereeing between designer and general contractor
        • Understands
          • Design errors
          • Design omissions
          • Unforeseen conditions
          • Contractor workmanship mistakes
          • Construction management mistakes
            • Just an advisor
      • Means to quickly give direction in the field
        • Force account
        • Field instructions
        • Ratify Board authority
      • Designed to delivery method
      • CM that
        • Advises District but doesn’t control the work
        • Doesn’t overstep contract requirements
        • No means and methods
        • Tracks and reports to District for action
      • Inspector (IOR) that looks for both DSA and potential problems for the District
    3/11/09
  • 6. “ Tools” Require Proper Supervision and Training (cont.)
    • Lease - Leaseback Needs:
      • Sophisticated District project team
        • Lawyer to negotiate land, design and construction deal
        • Cost controls
        • Decision making
        • Plus attributes of GC after DSA approval
        • More upfront effort, less in back end
      • District briefed on:
        • Potential risks
        • Understands
          • Design errors & omissions
          • Unforeseen conditions
          • Contractor workmanship mistakes
          • Contract is basically a GC after DSA approval
      • Means to change contract if modifications need to be made
        • Contingency/Force Account in contract?
        • Ratify Board authority
      • Need to review design before final price agreement
      • Designer/Criteria Designer
        • Experience in design-build and/or lease-leaseback method
        • Avoid bridging documents
        • Prepares RFP for innovation from Lease-Leaseback team
        • Fair evaluation criteria in RFQ and RFP
        • Uses available, approved resources
          • District Construction Standards
          • Education Specifications
      • Inspector (IOR) that looks for both DSA and potential problems for the District
    • Design-Build Contract Needs:
      • Project value >$10M
      • Sophisticated District project team pre-RFP
        • Cost controls
        • Decision making
        • Plus attributes of GC after DSA approval
        • More upfront effort, less in back end
      • District briefed on:
        • Potential risks
        • Understands
          • Design errors & omissions
          • Unforeseen conditions
          • Contractor workmanship mistakes
          • Contract is basically a GC after DSA approval
      • Means to pay quickly if changes are made
        • Contingency/Force Account in contract
        • Ratify Board authority
      • Need to compare final design to RFP to make sure corners aren’t cut
      • Criteria Designer
        • Experience in design-build method
        • Avoid bridging documents
        • Prepares RFP for innovation from Design Build Entity
        • Fair evaluation criteria in RFQ and RFP
        • Uses available, approved resources
          • District Construction Standards
          • Education Specifications
      • Value competition
      • Inspector (IOR) that looks for both DSA and potential problems for the District
    3/11/09
  • 7. Roles Under Construction Management with Multiple Prime Contracting 3/11/09
    • District has direct overall supervision for professional consultants, indirect supervision of one construction manager and direct supervision of all Multi-Prime Contractors (all in Bold).
    • Construction Manager has an indirect supervision of the Multi-Prime Contractors (depending upon the District and the contract provisions).
    • Construction Manager has no risk in this role .
    Note: Professional Services contracts are above the red line
    • Construction Manager can be hired during design period to provide construction perspective prior to bidding.
    • All payment, change orders, and direction is supposed to come from the District.
    • District has risk for unforeseen, design, disputes between Prime contractors, bid document coordination between CM and designer and scope gaps.
    • Prime contractors have risk for construction in their trade only!
    District Program/Project Manager Prime Contractor Paving Prime Contractor Grading Prime Contractor Carpentry Prime Contractor Electrical Prime Contractor Mechanical Prime Contractor Concrete Prime Contractor Etc…. Designer DSA Inspector Soils Engineer (could be part of Designer) Lawyer Construction Manager
  • 8. Roles Under General Contracting 3/11/09
    • District has direct overall supervision for professional consultants and one construction contractor (all in Bold).
    • General Contractor adjudicates all changes from subcontractors and presents as one issue to the District.
    Note: Professional Services contracts are above the red line
    • District has risk for the design and soils.
    • General Contractor has risk for construction.
    District Program/Project Manager General Contractor Subcontractor Paving Subcontractor Grading Subcontractor Carpentry Subcontractor Electrical Subcontractor Mechanical Subcontractor Concrete Subcontractor Etc…. Designer DSA Inspector Soils Engineer (could be part of Designer) Lawyer
  • 9. Roles Under Construction Management with General Contracting 3/11/09
    • District has direct overall supervision for professional consultants and indirect supervision of one construction contractor (all in Bold).
    • Construction Manager has indirect supervision of the General Contractor (depending upon the District and the contract provisions).
    • Construction Manager can be hired during design period to provide construction perspective prior to bidding.
    • Construction Manager provides advice to District on construction payments, change orders and direction.
    • Construction Manager has no risk in this role.
    Note: Professional Services contracts are above the red line District Program/Project Manager General Contractor Subcontractor Paving Subcontractor Grading Subcontractor Carpentry Subcontractor Electrical Subcontractor Mechanical Subcontractor Concrete Subcontractor Etc…. Designer DSA Inspector Soils Engineer (could be part of Designer) Lawyer Construction Manager
  • 10. Roles Under Construction Management at Risk 3/11/09
    • District has direct overall supervision for professional consultants and initial direct supervision of all Multi-Prime construction contractors (all in Bold).
    • Construction Manager is hired during design period to provide construction perspective prior to bidding.
    • After bidding by the District, the Construction Manager is assigned responsibility for all District Prime Contracts including construction payments, change orders, direction and disputes (under the terms of the bid).
    • Construction Manager has risk for construction schedule and costs after assignment of Prime Contractors.
    • Construction Manager becomes “General Contractor” after assignment and is no longer Professional staff to the District. ( this may not be legal )
    • Warning : CM is privy to District “secrets” before bidding and potential adversary after bidding!
    Note: Professional Services contracts are above the red line District Program/Project Manager Construction Manager (after Assignment) Prime Contractor Paving Prime Contractor Grading Prime Contractor Carpentry Prime Contractor Electrical Prime Contractor Mechanical Prime Contractor Concrete Prime Contractor Etc…. Designer DSA Inspector Soils Engineer (could be part of Designer) Lawyer Construction Manager
  • 11. Roles Under Design-Build Contracting 3/11/09
    • District has direct overall supervision for most professional consultants (except Designer) and design-build entity (all in Bold).
    • Design-Build Entity is responsible for design, DSA approval, and construction. It can also be responsible for soils conditions and meeting District milestones, if assigned in contract.
    • District has risk for criteria and customer requested changes, and unforeseen conditions.
    • Remaining risk is with the Design-Build Entity.
    Note: Professional Services contracts are above the red line District Program/Project Manager Design – Build Entity General Contractor Designer Criteria Designer DSA Inspector Soils Engineer (could be part of Designer) Lawyer Subcontractor Grading Subcontractor Electrical Subcontractor Mechanical Subcontractor Landscaping Subcontractor Etc….
  • 12. Roles Under Lease – Lease Back Contracting 3/11/09
    • District has direct overall supervision for professional consultants.
    • Lease – Lease Back Entity is responsible for the property , design assistance and construction. It can also be responsible for financing , and meeting District milestones, if assigned in contract.
    • District has risk for customer requested changes and unforeseen conditions with limited risk for E&O since designer and contractor collaborated on design. More limited if contract has GMP & GCD.
    • May not be subject to 10% change order limitation (Public Contract Code 20118.4).
    • Remaining risk is with the Lease – Lease Back Entity.
    • An advantage over General Contracting is that the District can select the contractor through RFP. This is also a disadvantage since there is no price competition for the contract general conditions (3% – 15% of contract price).
    Note: Professional Services contracts are above the red line District Program/Project Manager Lease – Lease Back Entity General Contractor DSA Inspector Designer Lawyer Subcontractor Grading Subcontractor Electrical Subcontractor Mechanical Subcontractor Landscaping Subcontractor Etc…. General Contractor (Precon) Financing Partner
  • 13. Owner’s Comparison
    • General Contractor
      • One stop shopping
      • Most designers are preparing construction documents for this delivery method
      • One accountable party for construction
    • Multiprime Contracting
      • Chaotic
        • Need more District staff to handle the paperwork that can’t be delegated
        • Need CM to watch over the work and direct contractors in the field
      • Needs to design for this delivery method
      • Owner gets to mediate problems between contractors
    3/11/09
  • 14. GC V. Multiprime (1 of 2)
    • Combo v. a-la-carte
      • Combo buys economy of scale
      • A-la-carte buys same items at stand alone cost
    • GC
      • Owns scope gaps
        • Cost risk if scope gaps occur
      • Fees based upon bidding environment
      • Change orders based upon project (contract) amount (10% law)
      • Paperwork less
        • One bill each month
        • Subcontractor change orders are summarized by GC into one
    3/11/09
  • 15. GC V. Multiprime (2 of 2)
    • Multiprime
      • Owner owns scope gaps
        • May have to bid them out due to 10% law
        • Little to no risk to CM if scope gaps occur
      • Fees are based upon professional services and billed hourly
        • Little control by District to keep fees and hours in line
      • Change orders based upon individual contract value
        • Often run up against 10% law (Public Contract Code 20118.4)
      • More paperwork
        • Contracting with up to 60 prime contractors
        • 60 bills each month
        • Contractor’s changes can effect other contractors
        • District in charge of backcharging contractors
      • No usable construction cost data at the end of the project (cost/sf)
    3/11/09
  • 16. Means and Methods
    • CM without risk contracts:
      • Only an administrator?
      • Not responsible for means and methods (M&M) of the contractors
      • However,
        • CM prepares master schedule (M&M)
        • Approves RFIs (M&M)
        • Signs off on payments (M&M)
        • Directs contractor with Field Instructions (M&M)
        • Prepares bid packages – breaks up design and potentially takes designer off the hook (M&M)
    • CM at risk contracts:
      • Paid as professional during design period
      • Paid as a percentage of the contract amount during construction
      • Is assigned the construction contracts to administer after bidding by the District
      • Responsible for the means and methods
      • Not responsible for unforeseen conditions or owner directed changes
    3/11/09
  • 17. Professional Services Indirect “Tools” 3/11/09
  • 18. Program/Project Manager & Construction Manager
    • Agent for Owner?
    • Split tasks?
      • Different CM & P/PM
    • CM with GC = CM & Multiprime?
      • Scope gaps
      • Professional services payments
    • Owner’s Supervision
    3/11/09
  • 19. DSA Approval = Complete Design
    • DSA regulatory review, approval and certification
    • Make sure design is complete with MEP before going to DSA
    • Constructability review by Project Manager
    • DSA doesn’t review compatibility between trades
    • Coordination between design consultants
      • Electrical v. civil drainage issues
    • Submittals indicate actual products to be used
    • DSA allows limited “deferred approval”
    3/11/09
  • 20. Designer’s Contract (1 of 3)
    • Negotiate the fee
    • Don’t be fooled by CDE “rule of thumb” percentages
      • There is a minimum amount of time (and money) required for designer to prepare documents
      • There is no maximum amount that they will charge for said documents
      • Compare the costs:
        • $10M project at 5% = $500,000 in design fee
        • $100M project at 5% = $5,000,000 in design fee
        • Compare the work required by both projects
          • Number of plan sheets
          • Amount of time to prepare
          • Number of people hours
          • The work product one is not 10 times that of the other
        • Designer gets more money with every change order
    3/11/09
  • 21. Designer’s Contract (2 of 3)
    • Provide incentive/disincentive in contract for late delivery
      • Carrot and stick approach is fair to both sides
      • Don’t include incentive for early DSA approval
        • Design does not have to be complete to go to DSA
      • Don’t leave open-ended “additional services” section that can be exploited when base design goes over budget
    • Suggest “one-stop shopping” design service contract
      • Includes all consultants including soils/geotechnical designer
      • Helps prevent finger pointing between design professionals since they all work for the prime designer
    3/11/09
  • 22. Designer’s Contract (3 of 3)
    • Provide Ed Specs and District Standards to designer
      • Excellent communication tool
      • Provides benchmark for level of design/construction expected for fee and construction price
      • Keeps the designer from reducing the quality if the project bids are over the budget
    • Designer needs to design to budget
      • Hold designer to budget with clear language
      • Tie budget and delivery schedule so designer doesn’t make District choose between quality and delivery time
    3/11/09
  • 23. Value Engineering (not!)
    • District should get some value from decision
    • It is not just whacking scope from an over budget project
    • Need to weigh changes against Ed Spec and District Standards
    • Deletions always cost more to include later on!
    • Watch schedule – easy way to lose scope is to let consultants run you out of time to make a decision.
    3/11/09
  • 24. Design to Delivery Method
    • Identify key assemblies that can’t be broken up into smaller pieces
    • Make sure designer knows your intended delivery method and designs to it
    • Need good as-builts from previous work at site
    • If multiprime:
      • Designer should identify bid packages not CM
      • Scope gaps belong to designer
    • If design-build or lease-lease back:
      • Hire criteria designer that has design-build/lease-lease back experience
      • Prepare District standard specifications to establish quality of construction
      • Include geotechnical design in design-build/lease-lease back entity’s scope of work
    • If general contractor
      • Include geotechnical design in designer’s scope of work
    3/11/09
  • 25. Additional Tips (Learned through Hard Lessons) 3/11/09
  • 26. Choose Delivery Method Carefully
    • Defects caused in part by delivery method
    • Window assemblies failure
    • Cracked and moving sidewalk
    3/11/09
  • 27. Educational Specification
    • Becoming important to Districts to match CDE education requirements to projects not vice versa, in order to obtain grant funding
      • Include Technology upgrades
      • Include new Physical Education requirements
    • Need to start early to get this “team” together
    3/11/09
  • 28. District Construction Standards
    • Work with maintenance department to see what works for them
    • Provide incentives for maintenance to participate like service contracts as part of the construction contract
    • Make standards a living document
      • See water districts for samples
    • Standardize as much as possible without being proprietary
    • Sole source where necessary
      • HVAC controls
      • Lock sets
      • Fire alarm systems
    • CYA with Board approval of standards
    • Reference: PCC 3400 (b)
    3/11/09
  • 29. Other Cost/Time Saving Tips
    • Reuse plans from previous projects
      • Pick from successful past construction
      • May have to update to new code, but costs should be far less then new design
      • With previously built plans Districts should be able to budget for total life cycle as you already know maintenance and energy costs
    • Use California Multiple Awards Schedule (CMAS)
      • Meets State’s public contract code
      • May have to split procurements due to public works limitations , but you will know the quality and price for product being installed
      • Good for:
        • Stadium artificial turf and track
        • Playground structures and surfaces
        • Classroom FF&E
        • Maintenance equipment and small vehicles (Gator)
        • Goal posts, soccer goals, wrestling mats, track and field accessories
        • Overhead projectors
        • Signage
    • Insert Caltrans Labor Surcharge and Equipment Rental Rates book as a reference in construction contracts
      • Sets standard prices for equipment and labor surcharges across state
      • Standardizes change order and force account negotiations
    • Use offsite or shop fabrication construction practices
      • Saves on prevailing wages
      • Shops or offsite fabrications are usually uniform in construction means and methods resulting in predictable quality
    • Use alternate construction practices
      • Tilt-up concrete construction shaves up to a year off of gymnasium construction
      • Used by Francis Parker School and L.A. Fitness
    • Use same type of construction throughout project
      • Don’t switch from split-face to smooth blocks, then to colored blocks, etc.
      • Every change of material costs in material and labor inefficiencies
    • Add maintenance service contracts to construction contracts
      • Used as a tool for maintenance department to keep up with warranty requirements
    • Use DSA P.C. (pre-checked) assemblies
      • DSA pre-checks items such as:
        • Relocatable buildings,
        • Shade structures,
        • Marquees
      • These items still need to be site adapted through DSA, but the process takes less time and the bulk of the work is already approved
    3/11/09
  • 30. Maintenance
    • Make sure design isn’t beyond your maintenance budget to fix
    • Train staff during construction period
    • Make sure O&M manuals are delivered to maintenance with as-builts
    • As-builts should include:
      • Plans
      • Specifications
      • Shop drawings
      • Submittals
      • RFIs
    • Provide warranty info in binder with POC list
    • Provide extended warranty items (longer than the one or two years listed in the contract) that are provided in manufacturers’ submittals like:
      • Motors
      • HVAC equipment
      • Roofing
      • Paint
      • Synthetic turf and track
    • Provide recommended maintenance schedule so that warranty is not lost
      • Commonly forgotten maintenance schedule items include:
        • Sealant/caulking inspection
        • Lock and hinge greasing
    3/11/09
  • 31. Owner Controlled Insurance Program (OCIP)
    • Safety guys
      • Insurance and CM
      • GC
    • No fault insurance
      • Problems if defects occur
      • Should have plan to tap into when “nobody” broke something
    • Potential problems:
      • Owner premium escalation if contractor(s) not vigilant with material security or safety
      • Claims payments on jobs with defects
    • Shouldn’t be required if using GC type contract
    3/11/09
  • 32. Change Orders
    • Inevitable
    • Need to manage number and costs
    • Can minimize by:
      • Limiting direction to construction team to those responsible for budget
      • Don’t multiprime design or construction
      • Establish standards of construction
      • Constructability review of documents
      • Limit unknowns during design phase
      • Make quick decisions during construction
        • Changes cost more during construction when people are waiting for decisions
    • Type code as they occur so that you can explain and/or recover costs
    • Typical coding:
      • Unforeseen conditions
      • Insurance
      • Customer requested
      • Errors
        • Designer (may list each separately)
        • Construction manager
      • Omissions (scope gaps)
        • Designer (may list each separately)
        • Construction manager
      • Backcharges
    3/11/09
  • 33. Schedule & Timing (1 of 2)
    • Most schools work schedule backwards from required delivery date
    • Most project schedules are “fit” to schedule “budget” instead of designed to meet requirements
    • Districts need to document projects independently of hired professionals and contractors using project inspector(s)
      • Track schedule activities on daily reports
      • Include equipment on site on daily reports
      • Project photos
      • Letters
      • E-mails
      • Two way communication is better than unilateral
        • i.e. meeting minutes are self serving by drafter
    • Public notice of anticipated start and completion dates gives contractors at cost advantage during negotiations
    • Design professionals and construction contractors do this for a living
      • They are better at this than we are
      • Districts need on staff professionals equal in talent to team delivering the product
    3/11/09
  • 34. Schedule & Timing (2 of 2)
    • Require contract team to provide schedule updates with monthly progress payments
      • Get contractor to provide hardware and software for electronic updates
      • Look for embedded constraints
      • Pay with cost loaded schedule, if possible
    • Have a schedule specification section
      • Note that no one owns the project float
      • Cost loaded, if possible
      • Only finish-start activities allowed
      • Only one critical path
      • Has to include:
        • Submittal review
        • Material procurement & delivery
        • Built-in Construction delays like concrete cure time
        • DSA and regulatory inspection
      • Add time to non-critical activities as part of change orders
      • Only add project time to critical path activities
    • Understand that the critical path may change multiple times during a project
      • Document all activities against current schedule
      • Compare with contractor monthly
    3/11/09
  • 35. Plan for Two Bids
    • Get Board approval for bid and rebid at same time
    • Don’t need CM estimate
      • CM estimate costs money
      • Costs are going to be what they are bid
      • CM estimate isn’t bonded, so of little use
    • If bid is high
      • Have designer redesign to budget and rebid
    • If bid is ok then award
    3/11/09
  • 36. Labor Compliance
    • Labor Code section 1771.5
    • Many ways to accomplish
      • Other Municipalities do it with
        • in-house clerk (collecting and verifying contractor submitted certified payrolls)
        • IOR (performing interviews as work progresses)
      • by Consultant
    • Not difficult to do
      • Paperwork intensive
    3/11/09
  • 37. Cost Savings - Summary
    • Prepare District Standards
      • Ed specs
      • District/Maintenance
    • Reuse Plan - Regional standards
      • Use DSA PCs
      • Use good designs from other districts and colleges
      • EFSG collects and distributes biannually
    • Choose least risky delivery method
    • Practice defect avoidance
      • Get and maintain performance bonds
      • Ensure bid packages are by assembly
      • No multi prime contracting or designs
    • Get as-builts and warranties
      • Don’t forget product warranties in submittals and product boxes
      • Get contractor, consultant and/or designer to catalog and make accessible to staff
    • Watch the building details
      • Door & building heights
      • Material and texture changes
    • Evaluate all firms
      • During and at completion
      • Make policy to reuse only good firms
    • Designers & Consultants
      • Compete before and during projects
        • Task orders
        • Multiple awards
      • Make policy to select only those that get DSA certification
      • Don’t sign consultant contracts
      • Make sure contract doesn’t include fee based upon % of construction contract
    • Take and maintain record of project photos
    • Get DSA certification the 1 st time
    • Shift costs as much as possible
      • LLB with financing
      • Alternative energy projects
      • Prop 39 bonds for project staff
    • Hire in-house staff
    3/11/09
  • 38. If You Sell the “Kool Aid”, You Need to Drink the “Kool Aid” 3/11/09
  • 39. In Conclusion… 3/11/09
  • 40. Thank You Any Questions? 3/11/09 Name Department Phone Sally Anson Planning Analyst Facility Planning (858) 292-3598 Joanne Branch Coordinator Facility Planning (858) 292-3833 John Brown Coordinator Extension of Staff Sweetwater USD (619) 691-5553 Reba Hind Administrative Assistant II Facility Planning (858) 292-3735 Mikal Nicholls Senior Director Facility Planning (858) 292-3680 Dana Perrin Program Business Specialist I Facility Planning (858) 292-3883 Larry Scott Coordinator Extension of Staff Coronado USD (619) 522-8900 x1079 Thomas Silva Coordinator Extension of Staff San Ysidro SD (619) 428-4476 x3042