DAY CPM, a Beaverton-based owner’s representative consulting firm, was contracted in January to administer construction management services on behalf of the district throughout the project.
Before the school board meeting, the district hosted an informal meet-and-greet event for staff, administrators, board members and a few community members to make contact with the representatives from DAY CPM, who then gave a presentation during the meeting.
The presentation included a history of the firm, which was established in 2002; a summation of the firm’s values: and an overview of the firm’s experience with K-12 projects, which are “definitely part of our wheelhouse,” said Mike Day, bond program manager.
A look at the future
Project Manager Mitali Kulkarni presented “just a snapshot” of the approximate timeline for the process, emphasizing “there are several pieces that go into making the schedule from the start to the end.”
As with any large-scale project, she said, “the foundation is good planning. So that’s what we’re going to start with.”
Project planning and design likely will take most of 2017, although some logging at the project site also is scheduled. In 2018, design will progress and major construction — including a remodel and expansion of Seaside Heights Elementary School — will start. The construction will continue throughout 2019, with expansion finishing that year. Construction on the other facilities should be substantially completed during the first half of 2020, allowing the high school and middle school to start moving in. The goal is for the campus to open for the 2020-21 academic school year.
“Once we get into more details, we will have the more complicated schedule published, but this gives you an idea of what the construction timeframe is,” Kulkarni said.
A glance at the delivery method
The district has chosen the construction management/general contractor method for the school project.
In this project delivery style, the construction manager provides input throughout the design process. As the design finishes, the construction manager may become the general contractor through negotiations with the school district.
The complexity of Seaside’s project, Kulkarni said, makes it well suited for the delivery method, which emphasizes collaboration, fiscal transparency, eliminating overlap of services and providing the best overall value.
Through the use of dynamic cost-control modeling, the project’s budget and expenditures are constantly updated and tracked, not only for real costs, but also for trends. The benefit of doing so, Kulkarni said, is by detecting a negative upward trend early, “you have the opportunity to correct the course and bring it down.”
Portland-based Dull Olson Weekes-IBI Group Architects is providing design and architecture services for the project. The next step is finding a general contractor.
A public hearing will take place at the board’s next meeting, March 21.
After approval, the board can bring a contract manager and general contractor on board.
Selection will be a collaborative process involving DAY CPM and school board members, staff and community members serving on a panel.
“This is a very important decision for the district,” Day said.
Ron White, a community outreach coordinator with DAY CPM, said the firm intends to emphasize community engagement throughout the project.
They brought surveys to the meet-and-greet event and the school board meeting to collect input from attendees. Future engagement may include town hall and neighborhood meetings. The firm also intends to communicate through a project website that will run through the school district’s Web portal.
In other news:
• Hannah Sirpless, a senior associate with Pauly, Rogers and Company, presented via conference call results from the district’s 2015-16 audit. The firm issued an unmodified opinion and concluded there were no significant deficiencies or material weaknesses. “In short, it’s a clean audit,” Sirpless said. As part of their report, the firm offered a few best practices the district could pursue to help mitigate risk in future years. Best practices are not significant deficiencies, but suggestions on behalf of the firm, Sirpless said, adding, “it’s impossible to have everything perfect within a district, especially a small district, so our best practices are just our comments and items we want the board and management to be aware of.”
• The board unanimously approved a resolution to adopt the Oregon Short Term Fund Board’s short-form investment policy, which will allow the district to invest proceeds from the sale of its general obligation bonds for longer than 18 months. Since the project’s completion is scheduled for beyond 18 month, adopting the policy lets the district make more profitable investments with some of the bond funds that aren’t needed up front, business manager Justine Hill said. The sale of the general obligation bonds — valued at about $99.7 million — was finalized Feb. 28 and the funds will be delivered mid-March.
• The board unanimously authorized Hill and Superintendent Sheila Roley to be signatories of a new local government investment pool account that will be set up for funds relating to the school construction project. The district has two other accounts administered by the Oregon State Treasury. The new account “is going to be specifically for the bond,” to keep funds separated, Hill said.