001To the flag of the United States of America and to the republic for which it stands. One nation under God, indivisible, with liberty and justice for all. Look at the signage. Look like nobody signed up. Everybody just observing tonight. Okay. All right. So, I just need a motion to approve the agenda as presented unless there's any changes. Scott motion. Is there a second? Melissa second. Dan, it's your vote. >> Nikki. >> Melissa. >> Jen. >> All in favor? Uh the first item of the agenda is to move into executive session for SECL 518B 441D to go over the CA CM um bids and SECL 12524 for negotiations. Motion for that motion. >> Second. >> Uh Dan, what's your vote? >> Hi. Thank you. Melissa, Jen, >> thank you. We'll go into executive session now and
002Rodney Freeman will be joining us in executive session for this portion. So, I'll have everybody step out and then we're just going to meet quick and then we'll bring everyone back in. There you go. One of the board members is on speaker phone. So next I didn't see All right. So, the next item agenda is the CM presentations and we'll start with kits. I'll let you guys take it away whenever you're ready. Watch. Mhm. Do you guys all have a proposal that we send in? I made we made some extra hard copies in case I think we >> What's that? >> Yeah, we >> get the board went through it. Okay. Yeah. Maybe >> on the front panel there, there's like those four or five buttons. Try pushing the far right button. I think that
003should bring in your source. >> Yep, that should be it. a different HDMI port. That one says HDMI, too. So, if you're not in the right port, it might Any other trick? >> Speak up. Easy. [laughter] I know. And if not couldn't do without everybody that's recogniz Just wait a few minutes. ask a couple questions while we're waiting. >> Yeah, we can do that if you guys want to [clears throat] do that. >> Yeah, absolutely. >> Any public copies available? >> Oh, this Y they just handed them out. So >> that's all the >> Yeah. All right. >> Um so the project you're supervising is starting to fall behind schedule or exceed the project's budget. What actions would you take >> in respect to schedule? Typically what we do is diagnose the problem first and
004then we do what we call recovery schedule. So um there's always language in our subcontracts that gives us the ability to um put some teeth to enforce the schedule with our subcontractor group. Um you know our last reaction is to actually remove a subcontractor. That's typically bad for the project and bad for the schedule. Um, so we really try to work with with whomever has fallen behind and identify why. And then we put them on a a 7-day timeline on how we're going to recover. Um, when it's a budgetary issue, typically, you know, we feel like that's why you hire construction manager at risk. The cities don't get in that situation. Um, as you saw in the proposal, our change order rates half a percent or less. Um, so we think we're pretty good at
005at what we do on the on the estimating side early on in the project and really working with the the ownership group and the uh architect to ensure that we don't have any budget issues during the project. There's always unknowns of course. So we do always advise our clients to carry contingency because um with your project in particular you know it's we can find a lot of varying soil conditions across the site. So that would be the one thing that would be an unknown to us on this case. Um, you know, when we do remodel or addition projects, same thing. You never know what's in the old bones of a building until you uncover it. So, but we're we're very proactive. And, you know, the one of the the great uh points about construction management
006risk is everything is open book. So, you know, everybody sees the numbers. And we're able, we have the ability within that delivery method to, you know, if something doesn't make sense or there's one portion of the work that we don't feel we got the pricing that we deserved, uh, we can go back and redid that or repric that with a different group or, um, make it, you know, take a look at modifying the design to get it within budget. >> Thank you. She really did her magic. So, if you want to go [laughter] through that. Yeah. Well, I guess we'll get going here then. Uh, on behalf of the entire team at Pitch Design Build, we just wanted to thank you guys for giving us the opportunity to be interviewed tonight and present to you.
007Uh, I'm Jim Weber. Uh, this is Ben, John Hagerty, Jake Weber, and Josh Popkies. So, give you a quick company history. Some of you guys are maybe a little familiar with Pitts, but we've been in business for over 70 years. Uh we have offices in Sou Falls, Mitchell and Pier. We average around 90 to 100 employees. Um our you know we have pretty extensive work crews um field crews that do a wide variety of work. They'll do some concrete work. We do a lot of pre-cast erection. We do a lot of steel erection, rough and finish carpentry, demolition, and then we sub out a lot of the other work. But we got really good relationships with subcontractors all around the state. Uh we also have a crane a crane division that will do some custom
008work. We have a retail lumber yard. So a lot of this stuff that we do gets it it allows us to get really good pricing for our clients. Um we've been doing construction management at risk for over 20 years. uh we have extensive experience in this delivery method and we've utilized it u for a lot of different school districts, private clients, uh public entities, things like that. So we feel that we bring great value um to their to our clients um uh when they hire us and our job is to kind of look out for your best interest. So um my role uh in a project I'm one of the partners at Pitts and I would be the project executive. So, I'm heavily involved in the front end of the projects, uh, dealing with the
009contracts, coordinating with, uh, the architect and design team and our team about pre-construction meetings, schedules that are due, uh, estimates that are due, keeping you guys informed, kind of keeping the whole team uh, rolling there. So, um, let Doug talk a little bit about what his roles and responsibilities are. Thanks. Doug Keune, excuse [clears throat] me, president at Design Development in my 16th year. Um, for this project in particular, um, I'll be in charge of leading the estimating team. Um, my role in the company, uh, I came from the operational side. I was a welder, carpenter, um, right out of college and then, uh, job site superintendent, then moved into operations and now president of pits. So, um, love what I do. Really get excited about school projects. Um, I've been a part of probably
010I tried to add them up and I I'm not that smart, so I can't remember part of that back, but probably about 200 school projects since I've been in the industry. So, I like them. Um, you know, during construction, my job is to make sure that I'm supporting the team, but specifically on the pre-construction side, I'm deeply involved in the estimating and um constructibility reviews and and talking them through cost segregation studies and things like that with the design team. John, >> I'm John Hagerty. I'm the general superintendent here at Pitts. I've been with the company for 25 years and I supervise and mentor all the on-site superintendents and all the field crews. I'm Jake Weber, project manager. Uh started as a field guy, worked up from superintendent after college and been a PM for
011the last 5 years. I work every day with the superintendent. I attend the OAC meetings. I'm kind of part of the whole project from kind of start to finish. kind of the superintendent's, you know, go-to person for pricing questions, you know, ads or things you want to remove. So, that's kind of my day-to-day stuff. I'm Josh Popkins. I'd be the on-site superintendent. Uh, I'd be the guy here every day. You're pretty much your face of pits while the project is going on. Um, I've been a construction worker for 25 years. uh every aspect you can imagine. Um and then in my free time I I just I coach wrestling. [laughter] Jake was the project manager on the recently completed project over here just for those that might not be aware. So um now we're going
012to talk about a few recent projects. We listed quite a few in our proposal but we know we're a limited time tonight. So the first one we want to talk about that's a little bit similar in scope is the Bridgewater Every School. We're going to have Jake talk about that one since he was involved with it. >> Yep. So, that one consisted of basically site demo, you know, but turning the old football field. They didn't have much of a track to it, turning it over to a new similar design to what you guys were looking for. All new track, grandstand, crow's nest, all new irrigation site utility. So, it should be a very similar project. The next one that we were involved with was a Parkson uh track project and grandstand. They had a track
013that was getting old and kind of aging out and stuff. So, they ended up putting a brand new eight lane track in and their football stadium wasn't in the best shape. So, they ended up doing a demolishing the old football stadium and they added the one that you can see here. It was masonry construction with a crow's nest, aluminum bleacher seating. Uh there's a concession stand, rest uh restrooms, storage area in there. Um it was not I wouldn't say a unique project but you know we when we were going through budgeting items with them there was different ways they could look at their track about okay it was kind of a budget item how much uh over excavation and refill they did on their track whether they should go down 18 in or 24 in
014or 36 in. And so we weighed the options for them and the and the cost and the pricing difference. And basically to sum it up in that setting the deeper they went the more stable the track would be over the long term. So 20 years down the road when they have to resurface a track, they know that what's underneath the bones are all good. So they decided to go that way. So that that was a nice project for us. So let's get it off here. Uh Hansen track and field. We completed that in 2022. Um all new field. That one's actually field turf, all new track. Um had a lot of earth work on that project. Had quite a few drainage issues just because of the site. So um extensive drainage work, drain tiling. um
015a little bit similar to your scenario here. There was some gift and kind work on that. Um where there's quite a few contractors in the community of Alexandria. So we worked handinhand with them. Um they were actually doing some work on the site while we were there. Um but the grand stand specifically and then you know particularly during the bidding process it can get a little tenuous on what the state needs to see because they like their excise tax. So, um, but we're we're familiar with handling GI kind of work as a construction manager and and had quite a bit of it on this project. >> One thing we want to mention too, he's not here with us tonight, but Jesse Paulo. So, we Jesse is our full-time service and warranty manager, and it's a
016little bit unique. It's not that we have this that much warranty work, but Jesse gets involved in our projects during construction. He'll come out, attend meetings with Jake and Josh and John, get to know the subcontractors, get to know everything about it. So, after we're done and gone and all of a sudden an issue comes up, maybe a door needs to be adjusted or the heater isn't working, your admin team has one person to call at our office and then he takes, you know, he'll come and he'll meet and he'll diagnose the problem. So, it keeps things simplified so you guys don't have to worry about things like that. And we it's a our clients really love the service that we provide on that side of things. So that's just a little bit unique. So
017now we're going to talk a little bit about maybe means and methods of things and you take this one. >> Sure. Well, I'll try to keep this brief and condensed cuz my wife tells me I talk too much about construction and nobody really cares but me. So um you know I guess in at its core as a construction manager what we really try to do right away is is get aligned with the design team um and get in lock step with them. We kind of view the process a little differently than than some. Um we start developing schedule and budget with the design. Um you know especially every project in South Dakota is budget driven. So decisions need to be made and and be made early so we're not going back and doing redesigns. So
018we really try to make it a point to um you know give give our user group or client and the architect good costbased information right away so we can design around that. Um, in the in the case of this project, you know, we would probably look at who might be doing some of the gift and kind work or what contractors are available in the community too because we might, you know, steer some some things in the design to work that they can do because, you know, every smaller town that we work in and especially school projects, everybody gets invested in this community and the more contractors that are local that we can get involved in a project usually more successful. Um on the estimating side, um our estimating group, we've got six of us and
019everybody within that group has done time in the field as either a tradesman or a superintendent or something before they got moved into the office. And I think that's important to mention because um one of the things estimating is not just plugging numbers and counting widgets. Um really means and methods fall into that. you know, when we bid a project out, um, usually there's six of us working on it as a team, even through the the budgeting phase or the early estimate phase, but, you know, our subcontractor group, um, you know, if if we're bidding a a vertical project, we might solicit 7,000 biders across the region into Minnesota. For this project, we're probably going to solicit somewhere between 8 and,200 people. Um, that's important, too, because when we're budgeting, obviously we're a construction manager,
020like Jim said. We we do pre-cast direction and carpentry. We're not electricians, but we got a lot of good partners that we've worked with a lot over the years that we can go to for budgeting information that are happy to do that for us. Um, dirt contractors, mechanical, electrical, plumbing. So, we can get really good numbers and really accurate numbers early. So, if there's design decisions to be made to that need to be made [clears throat] to to make budget, we can do that before we get too far down the road on the design of the project and hold things up. Um, [clears throat] you know, one thing that's that we really like about the construction management risk uh delivery method, too, is number one, we're a steward of your money. Um, if we carry
021a contingency, that's your money. If we don't use it at the end of the project for added scope or anything, you get it back. Um everything is completely open book. We might write 10 bid packages that make sense for this project. If you have a lot of people in the community that maybe want to do some work on the project but can't handle a full scope, we can break those down into smaller portions and we might write 25 bid packages. But the beauty of that is you get to see every number. So, if we have one or two packages that we don't think we're getting value of, we can accept the rest of those bid packages, keep the project moving, then go back and repric certain ones without holding anything up, without having the design
022team have to go back and do any redesign. Um, you know, we've got really good recent um cost data on projects like this. We're in pre-construction on a very similar project in Freeman right now. We just finished uh the precon phase in Woolsey on their project. So, um, we have some pretty good recent past data at our fingertips to share with the design team before we even get going on design, too. So, um, you know, once we get under the process, um, I really are into the construction process, you know, once we've got our subcontractors procured, you're happy with the budget and we get things moving, that's when the rest of these guys really take over. I'm going to let John talk about what he does as far as our subcontractor group and how he
023manages that. So we use construction management software called Procore which ensures that all the parties involved have the same documents at the same exact time. They have all the schedules. They have all the drawings. Everybody's looking at the same thing. So they can't come and say, "Well, we didn't receive that." Well, yeah, you did. Cuz right here is where it says you received it. We opened it and read it. We also hold pre-construction meetings on site before the project even starts. That way we can get the questions out to us. If anybody contractors have questions, we answer them the best we can. And then we hold pre-install meetings be when they get on site and go over with each subcontractor what they're supposed to be doing, the scope of work if they have any questions
024or concerns. And then before any of the work is begun, we break down the project piece by piece, put together a production schedule that gives everybody a pretty general idea when they're supposed to be here. But then once everything is begun, Josh will do three week schedules. It breaks it down week by week. We send them out every Friday so everybody knows exactly when they're supposed to be there. They'll contact everybody and then the 3-week schedules and it just breaks everything down a lot better. And then we also employ a third party safety consultant who performs periodic safety audits to make sure everybody's safe, everything's being done safe, and everybody goes home safe at the end of the day. And let Josh explain the 3WE and the >> Yeah. So, a little more detail about
025our 3-we schedules. Uh, as you guys probably saw in your last project, um, every Friday we like to try to put out a three-week schedule. And that 3-week schedule goes to everybody who's in our procore. So, it's usually ownership group, all the subcontractors, uh, the whole team at pits gets it. Uh, keeps everybody on the same page where we are in the project. Um, also, uh, our 3-week schedules are a bit more detailed than the the highle schedule. Uh it tells our subcontractors, hey, you need to be here next week, Tuesday. This is the job that you're coming in to do. Like if an electrician has to rough in, it says rough in electrical. And then it gives them a day, gives them the amount of time that we've given them on that 3 week
026schedule to finish that work. And it helps move the project along. Um, and like I said, those those are about every Friday those go out to ownership groups. Uh, another part of my job while I'm here is making sure that the site the site is safe for not only the contractors but the community. Um, you know, all the contractors will be wearing hard hats and high viz and we do daily site cleanup. Uh, once a week we have safety meetings. Once a week we have um production meetings as well with the contractors on site. So if let's say the mason's here for three weeks, the mason's going to go to three weekly meetings to make sure he's on schedule, make sure everything's going according to plan, answer any questions that they might have. Um, uh,
027yeah. And like I said, other than that, I'm I'm just more of a liaison and a and a schedule driver than anything um, between the office and you guys. And, uh, yeah. So, K. K. >> Yep. Um, like I said, uh, we did I did the last project here with Scott. Um, was always in communication with him. had a good working relationship between him, Kyle at ISG, our on-site superintendent. I talk to him dayto-day. Keep everybody in the loop. I attend every weekly meeting on site as well as all our o OEC meetings as well. Just keep everybody up to date with anything that they need from me as well. >> Okay. I know we're kind of a little bit short on time here tonight. We want to leave plenty of time in the end
028here for questions and answers. So, just kind of trying to wrap things up here a little bit. Why we feel that we'd be your best choice to be your construction manager. um you know our recent project experience with here we know the school district we know the town we feel that everything went well we are you know on time met schedule um another thing is we highlighted on some of our um slides in our proposal we have a lot of similar experience in projects like this you know there's a few that we didn't list for example the Wagner school district we did one in Minnesota as Doug said we're working on two or three with other clients right now so we just think we can bring a lot of value to you with the things
029that we see um the things that we've noticed on other projects and things of that nature. Um our working relationship with ISG we feel is important. Uh we had a good working relationship with them on this past project and we're currently working with them on a do edition in Pier. Uh we're going to be starting a school edition in Miller this spring where ISD is the design team and TF Rigs and Pier is putting on a about a $8 million addition. So we've worked with those guys a lot. We have good communication back and forth. They you know we can bounce ideas off each other. They're very open open to our suggestions and and we respect them and and they do a really good job. You know probably lastly we just feel that we have
030a lot of uh South Dakota K312 experience. We've done tons of schools, probably more than anybody in the state. Um, so we would love to be considered for your project, and we feel we would do a great job for you. So, thank you. >> Thank you. Answered some of these questions. So, if you guys want to go through some of the other ones that haven't been answered, um, go ahead. We have a little bit of time here. I'll take one. What's your input need for other parties to maintain a successful project? >> I didn't hear the first part. Sorry. >> What are the input needs from other parties to maintain a successful project? What do you need from everyone? >> Well, I think you heard us mention meetings a lot. We don't have meetings just
031to have meetings, but what we found over the years is um you know, communication is pretty critical. So on the pre-construction side, it's really, you know, not only making sure that we're getting input from the client, from the school, from the community, from the stakeholders, but also holding the design team accountable for that information. You know, we we track things um throughout the pre-construction process so nothing gets missed. Um, you know, as part of the estimating effort, we're doing design reviews as well because we're taking off the work. We're we're still pretty old school. They finally made me quit doing hand takeoffs about a year and a half ago because nobody need could read my handwriting. But we still do it that way. We take off all labor material on every part of the work.
032So we're getting that information. Um during the construction process, the reason why we have meetings is because a lot of times when we have subcontractors, their project manager in the office is not communicating with their people on site. Unless we force them to come to the job site every week and put eyes on that, you know, when we say you're behind schedule, you need to do this. you you don't have the material here you need. They might have somebody on site telling them they do. So that's why we have so many meetings. We make them come to the job site, actually put eyes on it, and understand that, you know, we're not just making phone calls to annoy you. There's a purpose behind it. >> Another thing just to add to that, the guys hit
033on schedule. You know, we're schedule driven, but when we go out to bid, before the guys uh bid on a project, we put a schedule along with the bid documents so they can see what we're expecting. Because a lot of times you might, you know, a guy might want to bid on a project, but he's buried for six months where he can't, you know, and that, you know, so that that's always really critical. So the guys know what the expectations are before they turn in a bid. The other thing we do after bid letting, we do, we spend a lot of time vetting out bids. U making sure that the apparent low bidder is comfortable because every once in a while, like last week on TF rigs, we had a couple contractors that bid that
034the their bids looked like they could be off. I mean, one guy was half price and after we called him and started asking questions, he wanted to withdrew his bid. You know, we don't ever want to get anybody in trouble or in over their heads. So, we think we do a really good job of vetting the bids once once they're left and not only that, bringing good action to you um on bid day. We'll make a lot of phone calls on your behalf, trying to get guys interested in bidding your project, trying to get the best price we can for you. I know. I was going to So, you mentioned multiple projects and when you're managing multiple projects simultaneously, how do you ensure the success and the of each individual one and making sure they
035all stay on track? >> Well, part of it staffing. So, like when we put a superintendent on the job, that's his only job. So, Josh is dedicated to this project and this project. Um, same thing with Jake. You know, most of our project managers will manage, you know, three to four projects at a time, but we never manage them in the same stage. When I say the same stage, when we're in pre-construction or even the beginning of the project where we're processing shop drawings and getting anything moving, we're not going to have Jake doing three jobs in that same straight. So, he's trying to filter all that information on three projects. You know, we kind of we kind of space it out. So, you know, and really checks and balances. That's why we're kind of
036layered like we are. you know, I oversee the operations. John oversees the field. We got Jake. We got Josh. Also, you know, with Jesse showing up to job sites every week. You know, part of Jesse's job, I don't know if Jim mentioned, was, you know, he does a really great job of seeing things that um, you know, become issues later on. Since we work with so many different architects, you know, he'll he'll see details that that happen where, you know, he'll get a call back. One of the things we do, you know, every project has got a one-year warranty period. you know, if we get a call 5 years after we do something, we're going to go back and check it out. So, he starts to see those things and and he brings a lot
037of value when we're having our our pre-installation meeting with our subs cuz he says, "Yeah, it looked great." And 5 years down the road, it didn't. So, [clears throat] you know, he's sharing that feedback. So, you we try to take the multi-layered approach. Um, you know, we do mandate that Jake or whatever project manager we have on a project is also on their project at least once weekly, too. Anybody have additional questions or anything? Are we on schedule still? We're good. >> We're a little bit ahead, but I don't know if the next group's here yet or not. >> Okay. All right. Well, appreciate your time. Um, thank you for the information. Thank you guys very much. Darling. Thank you. >> Thank you guys. >> Yep. Thank you. >> Thanks. >> Thank you. >> I
038did see she just touched the TV. >> Mhm. She's still here. >> Oh, good. [laughter] >> There you go. Yeah, there we go. There we go. Thank you. Bye. Hello. It's not 10. >> Yeah. a little bit. >> Right. Well, we're a little ahead of schedule, so I appreciate you guys being flexible, but um yeah, go ahead and get started whenever you're ready. >> Sounds great. Appreciate the opportunity. >> Yeah. All right. So, thank you for having us in today. Uh we know how important a job like this is to not only school, but the community. So, we appreciate the opportunity to be a part of the conversation. Uh we're Huff Construction and for over 45 years we've been building in this region um working with schools, communities, and local organizations on projects that truly
039matter to the people and the communities that we serve. Uh my name is Cody Nesbet, marketing director at Hub Construction. This is our our Sou Falls team. Um this will be the team that will be at the project from the start to the completion. Um, we pride ourselves on being easy to work with with clear communication, no surprises, and a steady presence from planning through completion with the goal of making your job easier while delivering the facility your students in your community needs. A little bit more about Huff Construction. Um, Huff Construction is a Midwest based construction company, like I mentioned, with over 45 years of experience. Uh, we have been serving schools, businesses, and local organizations in the area. Uh we're currently founded in Aberdine and we have um operations now in Northfor, Nebraska
040and Sou Falls, South Dakota. Uh we have um in-house capabilities across construction, concrete, steel buildings, and design coordination, which helps us maintain strong control over quality, schedule, and cost. Uh we're a relationship a relationship driven builder with much of our work coming from repeat clients and referrals because we prioritize communication, transparency, and steady partnership through planning and all the way up to completion. We understand that projects like an athletic complex are more than just buildings. They're uh community investments and points of pride and our role is to keep the process organized and predictable to align with all of your goals. I just want to introduce ourselves individually. Uh my name is Leroy Ask. I'm um the vice president of the Sou Falls uh group here. Um previously as I was at Sanford Health for 16
041years. Um I've I've been in the construction industry however 30 years uh as a general contractor building you know or rep. Um you know building many different types of schools for Sanford Health. we we uh I was uh a part of building their athletic complex there. Um so again, multi a little bit of a different layer um of that, but you know, most currently uh we're involved in the El Point Jefferson School uh as a CMR. My name is Chris Beern. I'm project manager. I have 33 years in construction experience. 27 of that is commercial construction as a project manager. I've been a project manager of a handful of schools in the Sou Falls area, a few outdoor pools, one of them in the Brookings area, the Hillrest Aquatic Pool. Uh the uh indoor hockey
042facility in Brookings at Larsson Center. And uh out west, Kimble School helped with their school additions, multiple additions, and the crow's nest repair using helical ankles anchors system to support their crow's nest. and fortunate to work with ISG on the current project in El Point Jefferson with the new gymnasium, the storm shelter, and the new kitchen servery area and classroom remodel. I'm Chase Temple, superintendent. Uh about 20 years uh of experience in construction. Done anything from custom home building to schools. Uh currently working on career tech and education down in Sou Falls right now with a u a good size addition to that. been worked on hospitals, remodels, additions, and stuff like that. So, as I mentioned earlier, I'm Cody Nesbbit, marketing director at Huff. Um, I have over 15 years experience in the marketing
043sector with some specialization in hospitality and construction. I was also fortunate enough to work on the um Sanford Sports Complex as well with Leroy. So, did everything from the fieldhouse to the Pentagon to [clears throat] the uh Sanford Crossing and Sanford Diamonds a few years ago. So, as as as we kind of dig into the uh meat of what we're going to talk about, uh the CMR process, we just want to again touch on a few things that everybody is kind of uh aware of of what that is and and and where we're going and what we, you know, plan to do. Uh the CMR process um is something that is is uh again from its conception something that is is very transparent. Uh that that is something that is is uh a little bit
044different than the bid build uh one that that that sometimes exists you know in in your school bids. Um this involves a lot of uh interaction between the design team uh the constructors and and um the end users obviously. Um along with that constructability reviews as you get your scope of of uh work uh a little bit more fine-tuned um along with expectations with schedule. uh we we know that there's uh not you know ultimately endless time to to get these things done. So having clear communication like Cody had mentioned and and working towards the same goal uh with with finishing let's just say uh this athletic complex before track season before football season what that whatever that is uh hitting those milestones and bars. What what we like to do is is to give
045cost opinions kind of at increments and intervals. So right now it's kind of this concept, this kind of idea we we all have. Um not a lot of detail. There's there's some detail to it. We kind of think we know where it's going to be. Um but but with those cost opinions as we work through the process, there's basically three that we'll we'll mark. Uh schematic design is one of them. That's early design. Design development. Again, a little bit more detail, a little bit more um drawings and construction documents. That's something that we can hand to contractors and go, you know, bid this exactly. It's this electric panel. It's it's this wire size. It's um this HVAC unit. This is this is what we're building and getting that final um final pricing. At each one
046of these end of the intervals, we would give you a cost opinion on where we think the project is at. [clears throat] From that information, the leadership in the school would basically say, "You're you're going on the right track. You're not going down the right track." Um, and and here's what we need to do to change that. We we need to add scope. We need to subtract scope to maintain or stay on a budget. Um, things we can do at that point. Um, we can, again, we talked about taking budget away. Um, by taking the scope away, we can add bid alternates. um you know, change change the um crow's nest to something less less tall. Um you know, let's do a future um a future scoreboard instead of one right now. Um you know,
047those sort of things we can at least talk about to see if that's even a viable option. Um the most recent one, like I said, is is Elpoint Jefferson. We had a bunch of alternates uh that we went through again to get them in their uh their price range that they needed to hit. Um along with that things we like to do in this progre in this process is to use uh uh local subcontractors specialized in the area. Number one, they've got a vested interest in the school um and and they usually give best pricing. Now that's not always the truth. Uh so we would invite others out if if if need be to get the best possible pricing that that we could um for the school. What we did in outpoint was basically say
048every electrician, every plumber uh bid here. We read them aloud. Everything was everything was uh public public opened. Uh and if anybody had any questions, you know, we would give recommendations on on bid packages after we're all done. Um so again the uh another another tool the two belt I guess is value engineering and that's something like uh again track surface. If if it's if it's $10,000 more dollars to add 20 year life to the track for X Y and Z we would know that and have that conversation before we would bid that. Uh but we could we could add add those things or subtract those things out as as budget was dictating at each one of those stopping points. Um historically we've got a really good record to be within about 3% uh of
049of DD budgets at the end. So I I do feel comfortable that again buildings are one thing, tracks and and athletic complexes are something else. But again, all the time is put up in the front, so there's again no surprises at the end. So with that, again, we're we're going to talk through different components and different parts of of who we are and and why we are. Uh so I think Chase is going to say a little something about safety. >> Yeah. To each uh to each project, I mean um the most valuable thing I think in our opinion is safety. Um it's one of our top priorities is to have the safety of the students and the staff as well as our construction crew. uh constant communication between health construction and the school board
050definitely helps make achieve that safe uh work zone, safe area. As we're going through there, we factor safety into our schedule by planning for safety in the forefront by using pre-installation meetings um which are meetings that are for each scope of work that factor in how to do things safely, how to get people home safely uh to their families, to their kids, um or just by themselves, just get home, you know. So, um, what that means is using the right tool for the right job. Uh, wearing the proper PPE. Um, again, just to send someone home, everyone home safely every day at every, um, at each night. Um, really another thing that goes along with safety, uh, too, is not trade stacking. Trying to make sure that trades fall in a good flow right after
051each other. Uh, not trying to get everyone to cockled on top of each other. That makes for a messy kind of situation for us. Um, and and just the job as a whole. So, uh, site logistics, uh, site logistics is mostly a big review of what the site will look like. Um, that comes down to like the the site fence location, trailers, staging, uh, deliveries of of trucks, semi- equipment, stuff like that, parking for crews, possible parking uh, for the school and stuff like that if that becomes an issue. But the best way we do that just making ourselves openly uh communicated with you guys, talk through all those variables, make sure that it's fitting appropriate for the school along with what we need as well. So I mean you guys come first in all
052that stuff. So and usually what we do, we put together a diagram of the site. We send that off to you guys. We post it in our job trailer just to make sure that everyone's on the same page. So >> I'm going to touch briefly on uh schedule submittals, quality control. substantial completion in the closeout warranty aspects of the project. In the schedule, the first step is recognizing the items that are used in construction. The first stages, whether it's excavating, grading, the underground utilities, the soil stabilization for the track, possibly for the field, uh root zone for the natural field, that's the route we're going, foundation system, you know, depends on what the soil soil borings uh allow. Are we going to be using helicals for support, concrete foundations, um the concession stand, bathroom, you
053know, what what uh what is being constructed for there? And the storage room, we're going to have uh um high jump mats, pull out mats, standards, uh hurdles, all that stuff has to be stored someplace. So, we kind of want to, you know, keep in mind of where that's really going to be stored and how how that can be user friendly to the actual field itself. Um soccer uh we plan ahead, make sure that you guys have the field that's used for multiple aspects, not just for football and for, you know, your band performances, but the soccer goals, are they going to be stored inside? Field benches along the side, that sort of thing. The building components for the crow's nest, the concession stand, make sure those are listed, the coiling doors, the coiling grills
054for the concession stand, and the door. um building finishes, the field lighting, the fencing, the scoreboard supports, the scoreboard itself, uh speaker systems, camera security system, uh exterior sidewalks, exterior landscaping around the perimeter of the site, um athletic [clears throat] seating or the bleachers, you know, how many bleachers are there going to be? Maybe that's an alternate item where there's an extension where additional bleachers could be added possibly. Depends on the budget. the track surfacing itself, the track striping, and the flag pole for the American flag. You know, those are all items that are going to be listed out, and then Chase and I will go together, and uh we will try to get those in chronological order, find the duration of each item, overlap where we can, but yet not put people on top
055of each other so things kind of flow very fluently. Next, we'll go to the submittable procurement. After the packages are awarded, [clears throat] we'll have the bid and the owner finalizes what alternates have been accepted. Subcontracts are sent out. We're going to lock in those subcontracts right away so we can lock in the subcontractors, get them on schedule. Submitts will be requested in the order of priority starting with the underground utilities, piping, drainage, uh soil stabilization, the rebar reinforcing for the foundation systems, concrete mix design. Uh, like I said, I I kind of throw in heel. That's kind of something depends on the um usually the lower area is what's utilized for um track and field and uh soccer fields and so forth. So, the soils there probably aren't the greatest for building foundation. Um,
056and the masonry see walls for the uh concession stand. We'll provide [clears throat] shop drawing tracking software to be used and shared with the architect, the subcontractors, and the owner's representative, whether that's the building committee or the school board. This is transparency that helps everybody be aware and involved with checks and balance systems of what's being reviewed, what's uploaded, and what's returned and ready for order. Quality control is managed throughout the project. In the beginning, we'll have uh individual scopes of work. Uh we we held the pre-construction meeting, the pre-installation meetings, and the first work inspection meetings. Those are to ensure proper materials and methods are being used for each individual stage of work. We utilize Autodesk software and again that'll be shared with the building committee and the architect. That's where we're able to
057uh upload weekly reports and in those reports we will have a dozen photos of progress throughout the project. During bi-weekly site visits and walkth through, notes are taken between Chase and myself to document any items that need to be addressed. Those items are addressed immediately before we get on to the next stage of construction. We do that for multiple reasons. We want to make sure that we're addressing issues as they come up and that we're also uh getting those corrections taken care of and it keeps the punch list at the end or the additional items that we need to correct at the end down to a minimum. Substantial completion. And that means we're getting close to the end of the project [clears throat] in substantial completion prior to we actually do an in-house precursorary inspection.
058Huffle will do their own little walk through first. We want to go ahead and find out the uh items that need to be addressed and uh take care of those items. Once that uh uh precursor inspection is addressed and completed, we'll set up a substantial completion inspection. That's with the owner, with the school board, with the architect and with Hoff doing a walk through. Uh we want to view and review each item and component to make sure it meets the completion and craftsmanship manner. A punch list is formed from that and then we have two weeks to complete that punch list. The owner will be able to occupy the space as soon as the substantial completion inspection has taken place. The close out warranty process [clears throat] project warranty begins one year from substantial completion.
059Any item that needs attention, you guys don't need to make any phone calls and track down the subs or suppliers that worked on the project. You make one phone call to Hoff. You make that call to me. I'll track that down. That's our job. That's the oneear followup. So, if there's an issue with something, maybe the lawn irrigation isn't working, there's a reason that that's not working, you don't have to track it down. Hey, you just it's not working, you give us a call and we'll take care of that. When we get close to that uh 11 month year or 11 month time frame after completion, we'll schedule the one-year walk through and we'll do a one-year examination of everything to make sure everything is working completely as expected and anything that needs to be
060addressed will be addressed at that time. And uh that's kind of usually the the final wrap up of the one-year walkthrough of the project. Uh, one area where, um, I think help brings a unique advantage is marketing. Um, it it's how we can support the story of the project and, uh, not just the construction side of things. Um, athletic complexes often rely on uh, strong community buyin, fundraising, bond support. Uh, we actively help our partners communicate the value of the project in a clear and visual manner. U, making sure it's community focused. Um I kind of outlined about four different ways that um HU can help provide that support for the project. Uh number one is helping you explain the why uh uh to the community. I know that's often a big hurdle. Um hub
061construction when selected will be able to assist the school directs uh district's annexation of a land to the city of Pullman. Uh we understand that projects like this can often be connected to broader community uh conversations including annexation uh which can sometimes feel complex or uncertain for the public. Part of our role is to help keep the commun communication clear, factual, and centered on long-term community benefit. By providing easy ways to understand the visuals and straightforward planning information, we can help reduce confusion and misinformation for stakeholders so they can see how the project fits responsibility uh responsibly in the community while keeping the focus on the opportunities for the students and their overall community value. Uh we like to work alongside administrators to help translate plans and budgets into something the community can understand and
062support. That includes visual renderings, progress graphics, simple messaging that shows how the facility will impact the students, the facility, and long-term value. Uh we often say when people can see it and understand it, they're much more likely to support the funding and feel some sense of ownership over the project. Uh another way in doing that is supporting for fundraising and bond efforts. As I mentioned, for projects connected to fundraising and bond initiatives, we help provide materials that strengthen those efforts. That can sometimes include visual boards, renderings for the public meetings and presentations, facility feature highlights that show how the space serves multiple groups, not just athletics. So, kind of thinking outside the box on how the the space can help uh assist the community in other facets. Phase plan graphics that show responsible budgeting and
063long-term thinking. Our goal is to help give your leadership team tools to make it easier to communicate the value and necessity of the project to voters, donors, and community stakeholders. Uh, number three is community engagement during construction. So, we want to make sure that we're with you every step of the process. Once construction starts, communication continues to matter. We can help the community uh stay informed and get excited instead of frustrated by the process. that can include milestone updates, progress photos from drones, signage, and controlled job site tours when appropriate. This keeps the narrative positive and shows momentum, which is especially important to publicly funded projects. And lastly, just student and community pride. Um, athletic facilities are emotional spaces. We all know that a lot can happen. We look for ways to involve students in
064the community, whether that is beam signings, milestone celebrations, or educational site visits. We want to make sure these small efforts build the pride and connection to the project before it even opens. >> So, in summary, if you forget everything I say with the CMR process, there's a lot there's a lot of moving parts that you don't see. Uh, and just just know that um here at UF Construction, we have to we need to make the complicated very simple for you to understand. Um, and that's that's the trick behind the entire process. Um, and honestly it's it's not a trick. People are the key. If if we can work together as a group, as a design group, as an enduser, as as as the you know, as design people, we can we can come to a
065great uh end to the project. Um, I sincerely believe we have the the best most complete CM team for this project with, as you know, many years of experience and very similar construction projects. At the end of the day, we see ourselves as partners in both construction and communication. [clears throat] Uh we built the facility, but we help also build support, understanding, and excitement around it. At the same time, our team is focused on the fundamentals that matter to the school district uh the most. Clear budgeting, proactive scheduling, job site safety, and a constant communication so there's no surprises. Uh the combination reduces friction, strengthens community trust, protects your time and as administrators, and helps protect the project to be viewed as a success long before the opening day. So I think I've burned through
066all my minutes. Um I'd invite any questions that you guys have for for this group and anything that you have. >> What are some of the key milestones that you would see for this project? Great question. Um, as as we know, again, starting early with with any CM at risk people um is is key. Uh, but again, that initial uh CMR uh timing, the the cadence of having those um uh design, development, uh schematic design, the budgeting thing taken care of first. Uh again, it goes hand in hand with the design. uh past bid day, if you will. That's kind of the magic day. Then then it gets to be the fun part about construction when these guys kind of take over and go, who wants to build it? Um and that'll be its own
067uh set of of milestones. Um again, knowing what the end users have for requirements and and monitoring that and staying within that. Again, like I said, I don't know if it's first day at track, this thing's open or first football game, you know, we flip on the lights, you know, on September 1st, whatever that is. Um, that's something that's a little bit malleable right now. Uh, but like all projects, they all kind of funnel through the same the same design scope and and and and activity scope [clears throat] once it starts construction. >> This is a slightly different animal where it's not a pre-cast building. we don't have um say uh some switch gear that takes eight months to get um you know so there's certain aspects where we can look ahead to know you
068know there's there long lead items maybe we need to switch something into a bid package prior to bidding it so we know that we're going to get it in 8 weeks nine weeks 10 weeks or whatever we need um so >> have the owner buy it directly and just get ahead of that so Yeah. >> When you're developing your schedule, you do a broad overall, you break it down weekly, 3 weeks. What do you how do you manage all that? >> Both. We will do an overall schedule um from start to uh substantial completion, final cleanup, and then we do a 3-week look ahead or a six week look ahead, combination of both. And that basically runs the job. The 3-we look ahead. uh between Chase and myself, we are making sure what we have
069currently on site, what we have working, and what subs need to be there lined up in the 3-week look ahead time frame. Those schedules are also uploaded on that website where the owner's building committee is able to see the meeting minutes, they're able to see. So that stuff is all posted bi-weekly as they're updated >> as along with daily progress as as we get those, you know, pictures out. You can anybody can snap those on the board committee or or the design people. Um so it's it's a very vital tool. >> You mentioned a couple um other school products. Have you done other school like athletic complexes? Same thing but with schools. >> Yep. Yep. Great question. um you know that PUF as an organization has um they've done some things at Northern State um
070again it's it's post secondary um we've done athletic complexes as far as gymnasiums a lot of gymnasiums it's it's a little bit infrequent to do entire athletic complexes as a as a high school um but again it's same components same you know masonry it's dirt it's grass it's you know that sort of thing. So, yeah, I know it's it's a it's a good question. >> Same components and maybe a different construction setting, scoreboards, um you know, the uh audience seating, the bleachers, um different aspects in different portions of projects, but collectively maybe not quite on an actual track and field. with several schools. Uh overall, >> any other questions? >> All right. Well, I appreciate your time. >> Thank you very much. Thank you. >> Appreciate it. Is there a again Paul question, is there
071a time period that you guys have to to let the people know? >> Yeah, we're hoping to make a decision tonight. So, you guys should know within the next day or so. [laughter] Good deal. >> Quick turn around. >> Yeah. No, but we appreciate you making time to come now. >> Thanks for having us. Thank you. >> I don't know where This guy. Stay nice. Good morning. Morning. We have Sorry. Every time she comes for her right here. Well, >> just come in. You can see here if you need to use a >> need very helpful. Just clarification, you're not streaming live, are you? It's just recording. >> Mhm. >> Okay. Just recording or is it live? >> Um, is your >> We're just recording. >> Just recording. We are the paper. >> The paper
072might be live. Ours is just recorded. There may be other people recording live. >> Okay. Never had that before [laughter] nervous. You okay if I sit here? Okay. So, I'm not in your way. Either way, there'll be a home. >> I know. I appreciate it. We're running a little ahead of schedule, so thanks for being flexible. And >> Sure. >> I thought we were going to be way early. [laughter] >> Whenever you're ready. Go ahead. >> It's all right. Okay. Well, on [clears throat] behalf of Mills Construction, I want to thank you all for uh shortlisting us. That's exciting and giving us this opportunity to come and present a little bit more about our company and what we can do for the com school district. So, we'll just introduce ourselves quick. I'm Randy Hansen. I
073currently serve as the president of Mil Construction and I've been with the company for 29 years now. I will be serving in the capacity of working with the A&E firm with you as the owners and uh with our team up and through the pre-construction services until we get a guaranteed maximum price. And I'm also the contract guy. So I'll see it through contract phase and then I pretty much turn it over to the team that you see here. I'm Jacob Hansen. I will be your project manager for the project. I've been with Mills Construction for seven years and I will be dedicated to this project throughout pre-construction and during construction. And then I'm Greg Castner. Um I am the supervisor on site. Um I've been with the company for 25 years. Um I'm the guy
074that will be there basically 24/7. So >> get you a cop. Yeah, >> I hope I hope it ain't that way. Have some problems at home, but no, I'm the guy that's going to be there day in and day out. [snorts] >> Okay. Well, here's a little bit more about us. And I guess I'll do the math for you. So, we've been in business for 77 years now. And um remember, I've only been there 29. And so, uh [clears throat] we are your local contractor. So Brookies is 26 miles from here to our office shop there and we're 17 miles to Madison. We have an office shop conference room in Madison. We currently have two projects going in Madison, both negotiated projects just like yours is where we help the owners design and build uh
075their projects. So we are you're centered right within us. And we have two crews going by here twice a day every day. Okay. [clears throat] We uh we operate under what's called the entrepreneurial operating system. So it is a system that basically uses our human energy and potential and organizes that. We uh use that for almost everything that we do at Mills Construction, whether it's designing projects or whether it's managing projects. [snorts] We hire by it. We let go people occasionally by it. Um and it's what keeps us efficient and effective. which then we can pass on that value to you our customers. Our core values came from EOS, respect, work ethic, teamwork and service and we operate by those. It's not just a slogan. We do it and we meet regularly about it. So,
076I know this slide's about us, but I want you to know that the school district is a real hero of this project. You are the ones that are taking the risk of throwing yourself out there to say, "Yep, we want a new sports complex." And all the challenges that come with that, right? the parents, the kids, the neighbors, everything you're faced with, taxpayers, um, all the rules and regulations. And so, you're the real hero of the story, and we just want to be your guide through the process. [snorts] I guess, as you can see here, this is the proposed site. I don't know if this is the official site yet. You know, I know you guys are still thinking about that, but for an example, this is the site. The biggest thing is what I
077like about the site so far is um construction traffic will not even have to interfere with the school, which is ideal, would be ideal, and you have a quick access off the road. Um with this site being if this is the one you choose or whether you choose a different site, it doesn't matter. um on sides that could be easily accessible to other people, we would fence um have a privacy well not a privacy fence but a security fence more so. Um we would do that. I mean and then also we would want to do that too because we want to respect the neighbors. Um so many times nowadays um neighbors get upset. It happens and we do not want to do that. We want to have good relationship with everyone involved. We want to
078do the best that we possibly can do for the school and the school district. um on a big project like this. >> Yeah, >> it is not a necessity >> that the structure will be the most important. It's more about the relationship and the logistics of it. So that's what we want to focus on. Um being that may hopefully this is a site. I'm not sure. >> We'll see. Yeah, we'll make those adjustments [clears throat] >> right >> when that time comes. >> Like Greg said, no matter where the site is, we make a very deep, this is 10,000 ft level site plan. We make a very detailed layout how our site interacts with the community members, school functions, and we will work with you to develop this. It's not something we say here you
079go, deal with it. No, we want to be partners and walk through these steps together. So speaking of communication, if this goes here, trying to communicate through slides here. >> There we go. So schedule, the construction schedule is very important, but with any construction project, there are risks outside of our control. And what we can control though is how we react to those risks or things that might come up. Our schedules are meant to bring clarity to kind of calm the noise. We don't want anything to be left unsaid in meetings and we don't want you to deal with any surprises. So the way we do that is we have a comprehensive schedule. We track milestones throughout the project so we can see how we're doing and how the job is trending rather than just,
080oh, the end date is here. Let's try to hit that. No, every week in our progress meetings or every other week, we are communicating these schedules with you. Okay, these are six of the projects that we chose to put in our uh statement of qualifications and experience. And so those of you that are on the board or staff, you've seen these, but we thought we'd throw them back up there to kind of show you our capabilities of CMR, but also educational facilities. I think all of these, but one is an educational facility. And we put the one that is a trail set on there because these are the team and I was involved like I would be here. We were the team that did that one. And uh we're also the team that are doing
081medicine family dental as a team. And so we thought we'd throw that up there to show you that we work together well and have done a number of projects and our honor project together. And then of course I wanted to point out Brookings High School athletic complex. So when we did that one, it has many of the same components you guys are talking about. Track, football field, uh stadium, out buildings, concessions, all of that forens. So we were the general contractor on that and it was a successful project. Uh we worked on two other projects with Brookings High School uh really pretty close to each other uh in time frame and we've got quotes that said they liked us. So and then of course SSU that was fun. We did all of the structural bleachers
082and all the stickers. Now, my guys got very tired of walking on 9,000 seats and putting stickers. [laughter] They'll never let me live that down. But it was fun. Okay. Communication is key. And that's starts with me on site. And that's me, me and the subs on site. Not only do I got to communicate them, they got to communicate with me. And then I need to communicate that to you guys. We're doing this for you. This is your this is your project. Sure, we hope that you pick us to be the builders on the project, but this is your project and we want to make it look beautiful. Um, some things that I do on site and why I'm there is making sure that subs are there, making sure they do good work. I'll take
083daily logs. I'll track what they do. Um, I'm also there for inspections to make sure they do it the way they're supposed to do it. [snorts] Um, so yeah, sometimes it gets a little overwhelming, but that's why I've been doing it for 25 years and I still enjoy it. So, um, we also, like Jacob mentioned earlier, for coordination stuff, we'll have meetings. It's very important nowadays to have these meetings. Sometimes some contractors don't got to show up because they don't need to be there for that that phase of the job, but it is crucial to have a meeting and have those subcontractors accountable for being there. When they don't show up, things don't get relayed to their workers or whatever. So, we do like to have meetings. Like I said, sometimes it seems like you're
084meeting too much, but I don't I don't think it's too big of a deal. It's It's a pretty simple thing. Communication is simple. I want to keep it simple and intentional. So, that's all I got. So Greg is great at communicating during construction, but some of the uniques we offer before the ground is even broken is we being local, being in Madison, being in Brookings, we have a very extensive local subcontractor base that we use on lots of different projects. We are working on Madison Family Dental together. That's on the corner of 34th in Washington. You've probably all driven by it at some point in the pre-construction phase. So, that was a negotiated job. The owners trusted us to hand us the project, but knowing that we needed to find some ways to cut costs.
085Well, part of the ways part of the way you do that is, you know, a lot of subs and you're good at advertising the project. We got 80 subcontractor bids on this project. Part of that is we know how to make the job public and get people excited about it. But also just knowing all these subcontractors, you get a lot of bids. You get five bids on electrical or on any scope of work in general. The more bids you get, the cheaper your project's going to be. And then during construction, it's important, like Greg said, to maintain that communication line. Greg will be communicating with you daily from the field, but I'll also be communicating to you through schedule updates, financial updates, any contingency tracking. So, the goal is that the three there's three things
086that you always know where the schedule stands, where the budget stands, and what comes next. >> Okay. Well, I want to convince you that we will be your best value if you choose Mills Construction. And here's some of the the higher end points um that I want to communicate. We are the right size team. Um, we went up against one of the massive contractors on another project and um, they brought in their fancy sales team and they brought in their fancy marketing team and then they had a preconstruction team and um, we made it all the way through to the final um, process. Our fees were obviously lower because we don't have all that. We are your sales team and we're your preconstruction team and your construction team and we think that's value to you.
087We don't have all that overhead. We don't pass that down to you, but we do a very quality and federal job with what we have. And so we feel like we're the right size team for a $4.5 million, $4 million, whatever it ends up being, um, construction manager project. We're local. you keep beating that drum, but it means something to you in your guaranteed maximum price. You don't have the lodging and the overheads and the prediums and the travel and all [clears throat] those things. We go home every night and so that's going to be less cost to you. We do a lot of self-perform work and what that means is in any project that's built, the general contractor, unless they're a suitcase contractor, does work with their own forces. We do a lot of
088self-reerform work with our own forces. Now, we have to bid every package and beat out everybody else, but we usually do uh and that's because we're efficient and uh we don't have all that travel and everything else. And so that keeps your cost down also. Plus, it helps us control schedule. More work we do with our own forces, the more we can control the schedule. And so, we have minimum management overhead. Jacob, your project manager, he's in the construction manager fees. Um, our superintendent, Greg, he's in the general condition fees. I'm free, so use me as much as you need to. There is no other charges, right? And that part. Okay. Oh, and then this one, this one really kind of drives it home. So we have in our uh qualifications and experience statement we
089have a comparison with ELC which is our other early learning center in Madison and then we're also building boys and girls called ECE early childhood education center and so we're involved in both and in that you saw the differences between one that we're driving the design and one that it was just a bid design. Okay. So, I won't get into that unless you guys have questions later on that part of it. Uh, but there was also Calc and how that turned out. Uh, this one's pretty exciting because when I look at this Dakota [clears throat] Prairie Elementary, we were CMR and the original budget square foot was 96,000 ft. This next row was after the design and also adjusted for inflation. [clears throat] Okay. So, not to get lost in the weeds, but the same
090project that we were CMR for, still 96,000 ft. It was 14 million in the budget. Today's dollars would be 222. So, I'm going to stop there and I'm going to jump to the two newest schools in Brookings. They didn't do this. They picked the big boys. And so, Hillrest and Maderi, they were just built last year. One started out at 79,400 ft. one start out at 88,000 square feet. So, their budgets were these, which is right in line with what the one we built, right? They had the right budgets to start. And then you can see broken out by cost per square foot. They're right in there. They had some fancier stuff here. But here's where it starts to get really interesting. So the final square foot after the senior Mars is hired ours was
091the same. Theirs jumped up on this one from 79,400 to 96,800 jumped up from 88,000 there to 102,580 and the resulting cost from a budget of 22 to 318 from 20,000 to 33 million. Did I say million? Yeah, instead of 20,000 I got million. There's a lot of common. And so the actual square foot, this is interesting, too. The budget for ours was 146. We went down. We brought in more value through value engineering. Okay. And this is the equivalent dollars in today's dollars. Look at theirs. $100 a square foot more. And so we had a decrease overall when that project was done. They had a 16.5% increase and a 40% increase. So I think that drives a point home on that part. Good. So a lot of these boxes were covered by Ry's slide
092about value, but cost-effective solutions is one that I want to hit on. We really in the design phase go to work to try to find ways to save the school district money, but we don't want you to have to be experts in construction to have a successful project. We want you to be able to trust us. And so we really work hard with our self-perform scopes of work that we do end up getting and with the overall scope of work of the project and with subcontractors to look at your project and see how can we save the district money. The trails head project that Greg and I came off of that big apartment building you saw on the top left. We presented the owner with 40 different value engineering options before that job even started.
093that long list made it so she could pick 25 of them and still feel comfortable that she could save the 15 that she didn't pick. So, that's just one way we offer value to the district. And we work with you on every one of those items and uh just make sure that we're collaborating and we're a real team working for the same goal to save you money but deliver the quality and the function that you're looking for. Why choose Mills Construction? Um, good question. We want to choose Mils Construction because we do have the experience. They've been around for 76 77 years. Some of those schools that were on that list, they built the original schools that got replaced after they outgrew them. It wasn't that they were falling apart, it's they were too small.
094Brookings has grown quite a bit, but we've done many, many school jobs, athletic complexes in the past 10 to 15 years that require experience, and we have that. Um, we are here to put this vision of yours to life. You know, we want to be that contractor that you choose to put this vision that you guys have to life. um with our partnership with all of our subcontractors, good relationships. I I can't even think of a subcontractor that we have a bad relationship with. I mean, we've always had I'll take that back. [laughter] >> There was that one. >> There there has been a couple. I'll take that. They're but we have to get 80 bids on on a on a small job like Madison Family Dentl means that we're good at advertising what we
095want. We're good at getting good prices that are lower than what everybody else can do. And we just we want to be part of the team. We want to make you guys happy so you can have this great school and a great facility for your kids to grow up and use. 25 years I've been there and I don't see myself quitting anytime soon. So >> that's good to hear. [laughter] >> Write that down. You don't usually have, you know, in today's day and age, you don't have people that work for companies for that long. >> Yeah. Really? >> You know, um, I've had good relationships with everyone that's worked there throughout the years. And that's something to say about our company. A lot of our supervisors have been around a long time. So, you guys
096deserve this. And we want to give it we want to do this for you. Okay. uh fee discussion. This is basically a cut and paste from our pre-qualification statement. So, I'm not putting the fees up here because we weren't being recorded. Um, [laughter] but I did want to point out that we have a preconstruction phase and really the bullets in that kind of tell you a lot about what we do in pre-construction. And then we have the construction phase and the fees that are covered there in the that I gave you in the fee sheet. And so um I think during question and answers you could ask more for clarification on those if you want for sure. So I don't know go to the next one. This one's really busy because this is our general
097requirements fees and this spells out all the things that we capture in general requirements and and what we gave you there for a fee on that. But I will point out this, no other additional costs or reimburseables will be build to Coleman and Egan without a change of scope and an approved change order. You will not get surprises from us. If we miss something, then it has to come out of one of those three buckets unless the scope is changed and then we would come to you and say this is how that scope change is going to affect um our fees. So, I bet we're the best value. I just bet we are, but we'll see. So, we can ask more questions about that later. Um, yeah, I guess I'll take this one, too. So,
098if you select Mills Construction as your partner for this project, we'll promise you these three things and a bunch of other things we already mentioned, but we will take responsibility. We will communicate clearly, and we will protect your timeline and budget. Like Jacob mentioned earlier, you'll always know where we are in the schedule. You'll always know what's coming up next and you'll always know about your budget. We actually start with schedule at our construction meetings. The first thing he talks about schedule, where we're going to be the next two weeks, and then we go into cost analysis, we go into what to expect coming up. So, what can you expect in the next 30 days? After you've selected Mills Construction, you won't see any shovels in the ground yet, but the next 30 days are
099exciting because you start to get to see your plans come to be a reality. Uh we start with the site review, so we need to determine what site we're using. We'll work with the district closely on the best layout for that site, and we'll work with architects and engineers closely. We'll have the kickoff meeting. Develop the communication cadence. Who are the lines of communication supposed to go through? How do we make sure neighbors are being notified? Who do we go to with the district? Just really establish that clarity right from the get-go so there's no confusion down the road. And really, we just want to make sure that we establish expectations with ourselves, the district, and the design team. We spend a lot of time going through target dates for a design schedule so that
100we make sure we can get to the start of construction on the day that we want to. There's the construction schedule once you start, but how do you get to that start date? That's so important, especially in a climate like South Dakota where you don't want to pour concrete in the winter, even though Greg had to. So, we just know communication is key and we're excited for the next 30 days and working together with yourselves. So well with that I would say in closing we would be honored to be your construction manager at risk for this project to guide you through the value engineering and construction piece of this project because we want you to be proud of the athletic complex you're going to build for your students for the parents for everyone in your
101district for decades to come. So we hope we can be a part of your team. With that, that was our 20 minutes and we can open it up for questions. What do you guys do when you see that a project is maybe starting to go off the timeline that you had originally thought or starting to go over budget? >> Bring it back in. >> Oh, like a schedule and what do you do to bring it back? >> Okay. Or over budget? >> Yeah. >> You want that one? Well, talked about Trails Head a couple times, the apartment and townhouse project we did. But on the ground floor, there's some commercial spaces. There's a Ziggy's coffee shop moved in to the ground floor. It's a coffee chain. And when we were getting started on that job,
102the city utility company came in and said, "That has to have its own 400 amp service when we only planned for two 200 amp services." It was a recent change in code that they didn't let us grandfather into. Well, you can't just go to Lowe's and buy a 400 amp panel. You know, the equipment was a long ways out. Puts the whole project to a halt because you have underground you have to do. You can't just pour and pave over it. And we looked at that and realized that had set us back a month and a half. Well, even though it's out of our control, immediately, I think it was two days later, we got every subcontractor to come to our office and say, "Guys, how can we make up some days because we want
103to help the owner get to the date they want?" And we ended up turning that month and a half delay into a added two weeks to the end date of the original baseline schedule. So even though that was out of our control, it hit us kind of out of nowhere, we were able to work together as a team and also started meeting every single week with our on-site foremen to figure out where can we find more efficiencies. How can we work together just to make sure we're talking and making up days? >> Yeah, I think what Jacob's saying is it's not always about throwing more people at it. It's about planning and that's what we take pride in doing is planning. >> You got to plan it out and you get you have to expect
104delays as well. Plan for the delays that are going to be there. As far as budget overruns, that's the beauty of working with us in the pre-construction phase is that we have very few change orders because we work all that out ahead of time, right? And we get budget numbers ahead of time. So we don't have a lot of cost overruns. There's contingencies. There always is and unknowns. I mean, nobody's perfect. We're not perfect. You're not perfect. Things happen unforeseen. But we don't have a lot of budget overall. Thank you. Anyone else? [laughter] >> What do you guys look for in your quality control and how do you manage that throughout the project? >> Well, as for quality control, um, it all depends on what part we're looking at. I mean, if we have say
105concrete or dirt work that needs to be inspected and tested. We use um there's two or three local inspection companies that we use and they send out reports which get sent out to me and Jacob and then we'll put that in the in the documents and everybody will be able to see that once the test results come in. That's part of that. And plus the sometimes it's just on-site inspections of just me walking around or the architect walking around. Um that's where me, the contractor and the architect and the engineers got to do their jobs, make sure that everything looks correct. I've been working as the project manager alongside Greg for a few years now and he keeps very very detailed daily logs and that is a great way to get things documented and gets
106get people either fixing something or giving them a kick in the pants to get moving. And uh the other thing is he just keeps a very clean job site and that really speaks to efficiency and productivity too. Not to butter you up, Greg. [laughter] [clears throat] Any other questions? All right. Well, we appreciate you guys time and flexibility tonight. So, thank you very much. >> Thank you. Appreciate it. have that would be legal. [laughter] >> I did have these place cards though to leave with. >> Okay. >> Um you guys. >> Sure. No. Perfect. Thank you. >> Okay. Yeah. [clears throat] So when you walk out [laughter] >> just kind of took over. [clears throat] You ready? [laughter] >> Got all my earthly belongings. >> Thank you. >> Have a good night. >> You too.
107So the next item is a motion to go into executive session for SDCL 518441D to discuss the confidential and private information presented in the proposals and SL12524 for negotiations. >> I'll make a motion. Motion Dan second. Um Dan, what's your vote? >> Hi. Jenny >> Hi, >> Nikki. >> Hi, >> Melissa. Hi. >> Motion carries. It's lit up. You know how many batteries I go through in a day? Four on average. >> [snorts] >> All right. Uh we are out of executive session. The next item is to take action on selecting a CM and I would ask for a motion to accept the proposal provided by PITS design bill. I'll make a motion. >> Is there a second? >> Second. >> Uh, Dan, what's your vote? >> Hi, >> Jenny. >> Hi, >> Nikki. >>
108Hi, >> Melissa. >> Hi. >> Motion's unanimous. Uh, the next item is our next regular meeting is scheduled for February 9th at 6 PM. I need a motion to adjurnn. I'll make a motion. Second, Melissa second. Dan, >> hi. >> Jen, >> I Melissa. >> Motion carries. We are done. Thank you very much, Jen. Hope you feel better. >> Bye.