2018-04-30 PPS School Board Work Session
| District | Portland Public Schools |
|---|---|
| Date | 2018-04-30 |
| Time | missing |
| Venue | missing |
| Meeting Type | work |
| Directors Present | missing |
Documents / Media
Notices/Agendas
Materials
04-30-18 Meeting Materials (27793edc0eb783cc).pdf 2017 Bond Work Session Materials
Minutes
04-30-18 Informal Work Session Minutes (41fdde50a9a055cb).pdf Informal Minutes
Transcripts
Event 1: PPS Board Bond Work Session Apr. 30, 2018
00h 00m 00s
everybody call the meeting to order this
is our baby
my 17 bond see the goal of working
towards
a package for the board's consideration
at the Madison private rebuild project
at may 22nd
we can follow not far behind
today's agenda we have
we're going to go through a number of
items during the meeting
and the first three items
for comment so the items that we're
going to
go through today is
the
in comparison summary which is to have
two packets here and
probably the back yes it's this document
so we're gonna walk through that and
in your packets you have
second of that resolution
as a resolution and also
at this so this is similar there'll be a
resolution pretty Street materials
behind
next projects it's it will be the
resolution so this is what my my Kellogg
there was a resolution and there's this
for sure if I may twenty seconds or one
for Madison ideally also for Lincoln
although we were told that it's a little
bit it's not track so we have those and
that's because they have different
aspects and there are different phase
their work we wouldn't have an
optimization for projects code
but we are going to arrive at an
authorization of scope for Madison and
link out about it
there'll be a discussion about medicine
we ask as you might recall the last word
meaning the ask something to come back
with some options and recommendations
00h 05m 00s
and then the last item on the agenda is
discussion about cost estimates for
pretty estimation work
so those are the items
yes sorry expect comparison summary so
this is the same as the document that
was provided last week with exception we
can reduce
put comment about processes where where
they are the project so massively
convinced they're all different phases
maybe to your comment about making
decisions we're trying to make sure that
I'm the right information we're gonna
have more details on front and others we
had a string for what we thought all
three strategies together to that trying
to the information
so so the on this document the Madison
option a and option B are the ones that
we talked about in detail here last week
and then Lincoln ops today we talked
about the Lincoln reduced scope option
but that is the same data about how this
option would compare to the in specs
this is the one that we talked about a
little more quickly and that's not a
recommendation hasn't had a lot of
bedding but when the teams got together
they look at what are potential cost
reductions so some of those things were
reduction of reduction of our classroom
flex pays some of the partners faces
reducing the size of the theater
reducing the size of the classrooms and
science labs and also to reduce some of
the athletic facilities as well moving
hitting facilities for baseball and
softball the indoor track in the GM
covered bike shelters
and some other system reductions so
those are just things that the team's
looked at again not making a
recommendation we're just trying to
so you're going from there's not the
first line you're going three classrooms
or the first line a three times 1200 is
5000 quiet then the second column
why are you producing by panic
yeah there is there's a couple
components I don't know also your totals
for just before program space done that
up because you took out five classrooms
are reduced oh and that you're only
reducing your total by four
I think that that one might be because
the flexible flexible pusher right there
might be some errors in here
these are formula-driven
put the lid tricky when you look at the
edge spec as sometimes the skirt
footages are an average and sometimes
they're cool and so the double gets into
the details and so what this is is a
document that and the bigger the bigger
document we looked at last week this is
just referencing those cells so there
might be consistent
00h 10m 00s
yes
and so this maintains
this one does not
this does not include the team parent
center and the help correct yeah so this
is something that wasn't put together
you know several weeks ago it has not
been updated so the updated information
our intention is an extra four at home
with multiple options
questions on this document I know
I'm sorry as I go through this more and
more and more things do not matter at
all it I think this is really bad how to
constructively have a conversation about
elements
how do you ground it in
[Music]
like this
see
until you marry well less
overall here's the
and there have been an ask mm
it work if if one of the options is to
trim expenditures and that's how we're
going to do the reconciliation that each
of the projects what would that look
like
so Madison had won the Lincoln had did
not have that go to that same exercise
so this is a
well they did the first time around
before taking the board's attention vote
tonight so we still have 136 million
dollar shortfall and so part of the
exercise to be able to look at what each
of the communities
what compared to the inspects if
there's a number different purposely
take and say it's just one of the
projects and let the other to be you
know fully blown out you could face all
three of them it produces the scope of
all there's a whole host of different
approaches
the purpose of this
more information so that
larger reconciliation that we have
information about each of us it's not a
[Music]
first of all what what is our shortfall
actually I would meet arrived there what
is the range what are the what are the
factors that play into that how much of
that is speculative where how its are
estimating based on industry is based on
last company all about the period out of
that incentive what
but our truckball is so that's the third
item on the agenda today I thought
diminished the diminishing of Madison's
project and isolation
00h 15m 00s
maybe your what needs to be reconciled
but just have any NASA go through me
process
so regardless of having holidays we go
the point here is there could be some
scope reduction
Oh
further further work on that correct
yeah we don't I don't just think either
of these options these as they are now
being wonderful Senate next week they
will be updated
for example
eventually all might not be changing
their services
that was
so I
all right how many options we present
that because this will have all
what our general ideas right now we're
gonna work out more tomorrow when we get
together the routine restarts or bonuses
that we have the option a of the master
plan essentially as as they all are and
people are familiar with them then we're
going to have an option B which is taken
into the account but maybe look for what
potentially is looking for things that
could be modified not exactly sure what
those are yet have some ideas and then
maybe a third option for each school
where there is a phase on the bb-8 a
significant piece that could be done at
a later phase again that's hard to
identify what it is now Lincoln
buildings are we talking about tomorrow
so ideally we'll have those three
options
so that doesn't sound like what people
are hoping for
so I'm wondering that census aboard is
no productions
is that what you heard and so I I don't
want to put you all through a scope
reduction exercise if that's not where
we're at all
would that be helpful and I think yet I
don't know what we're at this point
would it be helpful to test for
consensus
kind of intermediate question is are
there scope reductions that could be
universal like I'd be interested in
looking for classroom or to change they
have several other things that were
universally apply that kind of pursue
preemption as opposed to one offs and I
think I mean clearly what you said is
the reality of the classroom so far
[Music]
make sure
[Music]
Gibbons
[Music]
00h 20m 00s
so
that's what we were the staff to come
back with that said it was a discussion
about the seismic classroom
accessibility within the fashion of
distance I've synthesized his face
we're talking about access been
discussed a while
I know the last thing I have not
followed up on that
if we're not
are these
you guys
about you know Portland they've got that
that's it was considered wildly existent
relative to what other school districts
when stingy and this relative other
visitors
and I would say but I know that there's
you know the the inspects is not managed
by osm is managed by a different
Department they go through I know they
go through a continual process of
updating those aspects and they they use
information that comes from the projects
that could go through design we go
through construction as far as the
adequacy of those educational standpoint
had to occur
so the facilities hasn't management all
Carbonite room
they provide them to us board whatever
six years back approved grant
input
you know they did they were updated that
they were largely and I believe the
sillies kind of continually made small
changes are
our aesthetics pretty much
they're gonna get customized I mean no
but having it as documented yes it's
kind of standard practice then the goal
of it is to really contour to customize
and educational specification to use in
the district itself under stay for it to
school but so the beaverton educational
programs will look very different than
Portland Public which will look very
different than say an Ashland or abandon
or Seattle and so the idea of trying to
get down to a very strict interpretation
00h 25m 00s
of a collective approach and to analyze
why can be pretty difficult
- low threshold it
we were talking with the principal's who
are teaching whether their staff levels
are teaching in there as simple as the
idea of what's the utilization rate what
we're talking to Peyton and patron
others I don't part of it was like well
tell me how many square feet and I can
start working like classing classroom
sizes around what's my available space
to teach in or how many teaching
stations do we have so there's it's a
very dynamic environment of trying to
find that balance point of how much
space do we have versus how many
teaching spaces to be need that starts
to equate to what's the right size and
is the same numbers for the same you
know math or societies for two different
teachers are two different pedagogy so
the other challenge that we run into is
when you start looking at it that
square-foot cost when you start trying
to equate that into the construction and
the design side of the house when we get
into new construction that starts to
change the dynamic of how the formula
works because in new construction for
every square foot you reduce let's say
you get a dollar for a dollar reduction
you can't apply that to a modernization
because the the main structure is still
there so you still have to build out the
space even if we're just gonna do it
what we call it vanilla shell and you
used to a lot of no finishes but we
still have to do things like myself to
put fire barriers in place and you still
have to create the space so whereas with
Lincoln when we start compressing the
square footage per classroom if we do
that across enough rooms we get to the
point where we can eliminate before the
building in a Madison however we still
have a certain budget exists
building we still have to renovate and
bring them to code regardless of whether
or not we're creating you know a science
lab we're teaching in 21st century
versus more conventional it so it all
becomes this very dynamic you know I
need to get 50% of these answers and I
can tell you the other half is and but
for each school is it starts to get it's
different so that's what's one of the
challenges our staff is amazing is just
trying to develop some level of coming
like with our binocular of how to talk
about all these schools in different
ways replacement school that we make 8
it is very different than an occupy
school that we're gonna renovate over
multiphase with kids there we start
having to add cost for student safety
for staff safety for on building
temporary services like he some point
and a mice project way back in the day
staff and students were there you taught
me that I'll take care of it we were
told we could cut through the
fiber-optic backbone no problem it's all
back fed the minute we did it top of the
school data systems went down so you
started having to now add costs in to
make sure all that's back fed but that
but that's going into your cost per
square foot which one you go into these
formulas so it's it is a interesting
metric to try to nail down
how long
we have 10 years
so I get nervous when I hear that I can
just talk problem process real quick
our process is we take the inspects and
modify that program existing and we were
relied heavily on these steering
committees which are all internal staff
from the different departments including
maintenance and operations and security
but also from the instruction side so
when we need to make changes it's not
just the principal and feeling it's not
just the project team or making changes
it's let's talk about this so the
district there's a representative grout
the district to say yes this is the
right thing to do and when the process
as most of that is done for them for the
00h 30m 00s
master plan so the master plan comes to
the board so you can see
just have made who has had input on that
who thinks that's a good idea
and then we don't come back to the board
approval unless there's no significant
changes but that's that's our process
and how we try to get that buy-in to the
specific site
so each other and I appreciate it the
last session
you're wise
I've been hearing
there are some features that should be
consistent no matter what high school
that even from the early schools
we've also learned a few things or
features that we want to incorporate
with a slightly smaller classroom
static computer labs perhaps
so things like that part forward and so
how do we identify efficiencies without
and we're building last time these are
facility specifications because we're
trying to imagine them for teaching
learning sort of welcome to the future
of which fully articulate and we don't
want to end up with and so they have
they have to be durable
and so so we're trying to get out so
that what is that what is that number
that we can say this is as efficient as
it gets before it starts to infringe on
those sort of so once we know what that
is that our conversation can shift to
sort of
yes
great summary
yeah absolutely in the direction that
that we have got to these meetings are
helpful because the more variables that
we can reduce school is saying we're the
participation you can say that's off the
table that just makes our life a lot
easier and I think we'll have next week
is some other potential options that
maybe haven't you know like yeah maybe
that one's okay maybe that is one that's
universal
you can start that my position as a well
it was a running joke when I was on the
grand no pun intended
what the rest of the team's practice
know is the that's another story that I
could just say the Washington High
School track needless yeah well I think
they're running so they have never
that's that's clear is optional yeah
I don't mean to say that it should
because nobody else got it that's
although already expert
collaboration
00h 35m 00s
these are footages yeah so this was the
ballpark number and it was very much
about it's at that specific number but
in that ballpark
or sorry for feed Nicolas 196 billion
and that's
280
thank those at me sorry massenet 184 yes
172 all right offensive numbers are very
right now so the option DS are a 30
so
all checks a lot more X's on their
bottom breaking order around 250,000
square feet well below its Peck range
just a lot less footage when you're
looking for significant cost savings
almost always comes in
right
obviously once you start programs basis
has oh yes they're ready and that's
where probably say never classrooms are
slightly smaller so how do we get to the
very tight program it's still workable
from a principals perspective rather it
wasn't just a we're just gonna cut to
try to keep the numbers down there was a
lot of forethought and a lot of
cooperation about what does that look
like how do we do that not just for the
facilities perspective but also how to
how are the to the informant function
how are they tied together and I'll say
just a context to that so these options
like the ones I've read up early
you're very clear that you know she does
not support these it was just they were
put towards me I provided input I'm not
supporting I'm not recommending
what
I would look forward you are
because it has to offer
and I would say what are the key areas
hours while we're building a corker
what I encouraged
00h 40m 00s
we've done that some a trance
[Music]
it's
it sounds to me
if I guess characterizing
sure yeah the design document what that
is the better the document specification
this is what you get a standard cements
the standard moon standard sometimes
they're just guidelines and sometimes
they're we hope to get there so that is
the main document that tries to achieve
what you're talking about
we have a continual process about
getting that and one of our staff has
got a schedule that's common through
section by section this years and it can
always get better for sure try to be
very intentional in how we do that and
make decisions we try to have a lens of
full lifecycle not just this project
there's opportunity for us to be myopic
and say well I'm going to cut cost here
because it's better for this project I
can even though the long term return
very cognizant of that and not do that
members now are standing steering
committees cherry - whose team heads out
all that up and so we're starting to
change the conversations are evolving
now so we are talking about context
versus effects that was our first in
capital expenditures versus where our
long-term operational costs and what
does that mean we can go with a very
inexpensive system right now we're gonna
be changing the filters four times as
often the filters are hard to come back
for these one-off systems so that
translates into no hundreds of thousands
of dollars every year and by the way the
life expectancy of those units use an
air handler you could you may reduce the
life expectancy by ten years and so
instead of a 30-year unit we now have to
put into the capital renewal program at
the 20-year mark a two hundred three
hundred thousand dollar air inter
replacements and so we're trying to find
that balance but not just in a silo but
reaching out and working with with bam
about what what makes the most sense
what's that right balance point
so we're trying to overflying on our own
correct we were trying to overlay all of
that and so yeah being is that as we
overlay all these different criteria we
start to get down to that okay of 20
let's say possible options now we're
down to two or three okay now we clearly
dive in about it's going to help us get
toward LEED certification levels
it said the right equilibrium point as
far as first in cost versus operational
cost and light turn I like I stopped
then we get into really the preposition
at that point at what the system makes
the most sense for those about the
meeting
but as far as the overall project yeah
absolutely yes is if your sometimes
you'll get into strict limitations as
far as the structural elements and we
going with our brand lair handler maybe
high-efficiency but it weighs more well
then we'll have to reinforce the
structural systems which if it's among
group or house that has to embrace
different types of systems with if it's
a hydraulic system that Ronix have a lot
of using water so now we have to allow
for the weight of the water in the pipes
well you know sometimes you start
running miles of piping that starts to
add up and so to be to do you do with
just a you know terminal units on the
groups that have were just moving air
it all interplays
but actually the reasons that the
project managers for a Lincoln that's
not here today is there's a meeting
happening right now between our
mechanical jobs the project needs and
the engineers
00h 45m 00s
okay pressure this
sure yeah I'll hit this fairly quickly
have also in your packets this document
that support of education media
materials cover sheet and item B is
Kellogg master plan the documents that
are the ones that are in grey I didn't
provide the self stuff that went in
December it's just civil attachment yeah
I'd love to say that we're super
consistent with all of this but
certainly you know the big details we
are that's all kind of touch on and then
the project teams operate
same substance so all just a little dude
walking through the staff report real
quick and kind of touch on a couple
highlights the PowerPoint presentation
and the staff score really get a few
ones they'll talk about the process for
example in the Madison I talked about
the number of internal groups and
meetings that we had over 20 meetings
yeah just to kind of give you an idea
also we talked a bit about the public
engagement process standing at the
designed advisory through having
additional public meetings for example
having seven design advisory clear
meetings one design workshop one open
house
and then we'll talk about the schedule
as well because when this comes forward
we want to have a plan a schedule budget
for Madison so we have the contractor
under contract you know that is new
visit last week
and then we'll call this conversation
those are elements of the real area so
hopefully you know the idea being in it
see how high that's really mean like the
most important thing
this is the screen
very good that's
in my mind
Scooby
framework and sort of really still
developing
right as that effort was going on and
this was being designed there would be
00h 50m 00s
do things learn that were applied to the
plan and then instantly were up
dr. Valentino on the spot I will all
sort of which is just do we feel like
there's been insufficient engagement
from your team working on the middle
school framework our hold all of our
hopes and visions for six to eight
education and what birds need air that
will guide
I think more recently there's been more
but I think those whole framework was
truly develop in isolation to work and
so I don't think that there was a lot of
accounting before what the possibilities
were
antidote and this began last and the way
it came together enough or inclusive
enough just to suggest that the middle
school framework actually responsive I
think we need stepped in and and also
because from full engagement and
everything from well weren't invited to
people being invited and counseling to
for whatever reason that didn't seem to
be a reason to be a part of these
conversations change but only because we
talked about the relationship between
program not being the constructional
project the instructional program of
vice versa so that's taken some
conversation including the CTE master
plan redesign really that's an example
that bracelet
what what are the conversations that
have had and though they need to be had
that will allow for a better integration
instructional program in the
construction projects
I don't
I'm sure
was there sufficient internal expertise
gotcha climatic
so haven't found any flaws per se
programmatically
we're still tight
we're still trying to make it
schedule is perfect
so where are we in terms of the Kellogg
design
the last several months preserve what
was there a $50 off
I'm not talking us
are there ways to inject anymore
and maybe maybe
I think our county is just getting up to
speed on some of the Kellogg's the
master plan he was going forward a lot
of the input
senior director
and Brenda box
biotechnology invited out to the
steering committees and I think through
10 different already so give enough to
speak there but we plan on coming back
to the Lord
well Kellogg's still going
00h 55m 00s
tell me that secret in my god I want to
double check with the next so everybody
just this will be what we but sounds
like to maybe ten more attachments
direction of decisions by resolution
fairly straightforward
we don't look at a range of options kind
of sweet
straw poorer we light on and that's
[Music]
the off cycle
fine that's my guess
all those cartridges
that's a great question
from the instructions on to proceed
going forward but there have been some
reduction
there's concern but I first concerned
about the overall capacity and what
that's the thing I think history nights
is 675 another
but we're going to be a rhythm time at
some point
learning spaces
ESL fashion there for instance what
I don't know it's six of our trailers
so I'm pointing those out it's tied to
this question right
company
[Music]
[Music]
all of that was going through my head
I'm like peddler expire we have a
designated Marcel classroom so you know
it's these kinds of questions around how
do we are there other we're gonna
building me the middle school this
should be sort of the demonstration site
for what we mean by
should have everything we want for all
of our students yeah so to open
something less than that
right so I just want to make sure
there's enough there that we can work
with and populate programmatically that
you can't point to it
Google whirring for across all of their
process
01h 00m 00s
education side of EPs
to come back with the answer the answer
the question is if I rebuild it because
school
so what you're looking at is the
original what we're what we're now
talking about is less than this okay so
yeah
it's probably theory that we're not the
only ones doing this you know so so
let's have a conversation about what
other aspects look like what are you
know 21st century no fools
what does let's look at the new school
beavers in this bill
not saying that all that didn't go into
the belt that he had spent but if we're
kind of celebrating
have the new flat specs come to the
I know patella before they were still
around form and so we used the draft at
that time I don't know
yeah and you want to say within three
years here that the cops are putting up
with middle school it takes a ton of
dollars so we got a 50 million dollar
that's nice
yes
at what was the cost of that
is that worse
so there are examples I mean I would
want a little time to answer this
question for a small team of us to go
through that draft for school specs see
if anything proposed in there would be a
roadblock or to do with that school and
then kind of look at what other
districts have done just to make sure we
didn't miss something that could be
built in or adapted it just in the way
I'm asking search our crews on
you start to imagine this transition of
six period and that does
they're different efficiency that gets
built in
sure yeah I'm happy to getting that set
up okay
that's a that's a good question and I
have to defer to people who manage the
smaller but also it is found that in
construction
it's the thought that that is an agenda
item for the amount of
conversation
it's a great question so when we did the
01h 05m 00s
amazing process
last summer we showed it to the both
Madison
our goal is two years especially Madison
we really don't have something else so
that's the goal but that's a pretty
tight hole and similar with Lincoln
but then again Lincoln doesn't have the
same constraints you can start really
massives really the driver and we really
want to do it two years ago Kellogg is
so we're expecting that building to be
done early January February
two weeks ago
the estimates for
and
[Music]
sighs was
the same project
that was a risk Oh - correct so the
question then is how did we get from
of X number two
yes so I'll talk through all the
documents there's a lot of detail here
so please feel free to interrupt with
questions of everything literally but
I'm going to give it a try this this
star here is really but you also have
document call upon budget variables so I
thought it'd do quickly this kind of
watch just walk to that real quick I
talked about what the variables are that
go into making up these college budgets
and then you can talk about what ranges
or variables what's reasonable there so
when we start putting together bond
budgets there's really some primary
variables are just at the animal part
costing the big one what's the cost of
construction there's different ways that
you can estimate that but 2012 on we
took the square footage size that was
meant by the bullring facility plan
kinds of dollars per square foot
industry norms and here's what the range
is we're just right down the middle and
that gave us our car customer the 2012
on had a nice one-page sheet that said
here's how to do hard cost and all these
other variables so take out your pencils
so the hard cost is is the biggest
number for the 2017 there was people all
the schools high schools master planning
effort
buildings effort right or level
all those international cost estimating
firm
they were contracted directed with PBS
and they provided the hard costumes sob
costs are the cost that are intrinsic to
the building architects are the biggest
architects engineers insurance that we
have to purchase for the project
maybe a little bit under
01h 10m 00s
the next one is fixtures furniture and
equipment that's the facility just
chairs
correct correct
and then contingency pick up the phone
call about anyone in the construction
let's say was a project contingency for
new construction we're gonna be 10%
contingency your renovation I'm sure
places
that's the norm you'll hear that all the
time and then swing space dead space
that's a bi project Benson of course
it's funny face from the how students
you know in temporary spaces that mrs.
Lincoln to do something and then on the
back escalation here one fairly familiar
with that what we're hearing in the
market there's no one this is what the
explanation number is but we really care
about four to six percent people are
estimating I made a note in here writer
level all puts out an annual
quarterly report and they do it by area
juices nice down and so they said that
I experienced about 6% and the likes of
all pollinators in January we do so
that's here on seven or eight percent I
know it just
for a year anyway
yes
I'll get into that I think like I think
Lancer that minute so what I put down
here is a down so I have a spore Mila
how do you get to the project number
it's the hard cost plus these other
variables and typical I'd say industry
ranges is what everything down here and
if you pick up the phone and call we
actually run less than that we have been
running less than that but so I put
fifteen to thirty
but he'll hear 30% of Clackamas use 35%
so
how much of that was walking through
sandy high school
and after that
today lowball
budget issues and later I think some of
the other recent projects there were
some decisions that were probably made
in a box
hey I prefer to the steering wheel on
for lying on that we didn't have that in
fact that the partners really were more
independent if you will and then
information where they fit we've been
trying to focus so when we make
decisions about value engineering you
know there's some representing the
entire district
but our FF&E budgets that we have in
here are built on nobody
we are calm and are designed we are
going through or continue to go through
process or we have tried in consulting
and help us go through our standards
so the formula you can see here is
pretty straightforward I put some ranges
on when I think our industry standard
greens we can certainly have a
conversation about that I'd be very
surprised there was a lot of argument so
that segues over to the big 12 font also
had
was a board reserved 20 million dollars
in addition to the program decisions
there was a two-horse survey in 2012
escalation of the program levels of the
projects didn't have a built-in unlike
01h 15m 00s
so this document what I did here I just
I produced this or really this exercise
and this is Mike on the best attempt to
answer the question of how did we go and
certainly have some discussion about
this quite a few people have never seen
this and I've seen this detail I haven't
there is some subjectivity in what I did
under the first category kind of hard to
read or understand it was a bomb
development June 2016 from January 2017
there's three colors of columns kind of
lines I'm not sure if they are but I
believe they're all different colors the
first one says pre bond budget estimate
conservative the second one says pre
bond budget estimate below the road and
the third one says keep on budget
estimate and progressive what I did I
just took these variables these range
can we just talk about and on the
conservative side you said I wouldn't go
to the high end of all and the middle of
we go to the middle and on the rest of
them we go with a low and so we can see
where those budget numbers come out all
walk through the Madison one group
ask questions so the Madison they'll
walk through each variable hard cost I
put a note here that says our LDS tenant
that means to came from reliable they're
the ones who gave us down hard on sester
the soft cost I put a 25% I mentioned
earlier that 30% some pretty common part
of soft cost is administrative project
management program management we
actually carry that outside the project
so we run about 5% - 25 % here the FF&E
is 16 dollars a square foot contingency
at 15% renovation work no swing costs
from Madison although the problem will
be some
and an escalation 6% of four years and
as your eyes move across the page from
the different estimates I tried to
highlight where the changes are so from
the pre bond the conservative one to the
middle of the road all I change was the
stock cost the escalation and then put a
pre bond
budget aggressive again I just changed
the soft
and you can see on the polls how those
changes impact
the next column over on referral
February 2017 is the information I have
as far as what went into the actual bond
budget numbers that paid up the portal I
don't really but I don't have detail of
that I can't answer all questions about
how decision-making was that this is the
information I have how we got there so
for example Madison the hard cost number
wasn't the right level number a little
lower number I believe the intent that
that time was that there could be some
cost savings there was I believe there
was a I was involved in this if there
was some bullet points I hate here's
here's where we might be able to save
some money
so we had
somebody
well that was information I was
I don't know if this detail was
presented the number yeah it was
basically represented that member
tsoumas a crew madison's 146
[Music]
in a four pager or something from that
it's basically said you could fill this
so it was presented that this was the
project they were going to get
and many clients
and his future sure there was no
discussion about like we don't know if
01h 20m 00s
we can make it
it was here here's here's the school
that we wanna build and here's the cost
the only thing that was in play frankly
between the two options of the Kentucky
sag was whether Kellogg was going to be
in the package it wasn't
well I don't I mean relative how we BIR
bigger estimates cuz we didn't have
those tire of a dress this was given to
us as like
this is how much it costs to build
there are children chatter Lord it's
like you can build the school for a
hundred so there are representatives
that are
I don't know and that's like I think
some of this makes it look like it's
very linear how this has come together
with the deep range
it was just well he even got a bottom
line
you see that
I don't think any of this detail is so
might not wasn't right I'd say some of
this is to say that nothing was
presented like this so I created this to
say here's how I can best explain
I've created those two based on our cost
from the cost estimate our in deducing
fees which is very similar to what we
did in 2000
so you were hired for the due diligence
process and so they provided just car
custody so they were really master
planning process
I don't recall there were in the Lincoln
because that was part of the
consideration around
[Music]
dollars
so to Amy's point for example and the B
side there's the Lincoln High School in
high school it has the construction cost
budget cost for both for replacements
[Music]
so the renovation
policeman was 186
but no worry that doesn't say
the projection of the outside estimators
well and something bad like that
terminology that's but that's definitely
using that terminology based upon the
logic that chapter one here the details
are something else
what but it's certainly this information
in this master plan the last two clubs
01h 25m 00s
the master plan budget initial is when
so faster process fallen past and that's
when stretch comes to SM okay now go in
action so all of the teams then so the
next step is looking execute to work we
need an approved master plan that goes
to the board that master plan needs to
have a plan that schedule budget those
teams all went out and got updated cost
and then brought it back holistically
not just a hard cause bring back
everything and so that's what the very
first estimates or those came back in
from the Cost Estimator brothers for
different cost estimators on
projects there are cost numbers plus
what we believe are realistic soft cost
numbers of members and so that's what
that master plan budget initial column X
and then the master plan Budget
Reconciliation slash reduce scope as
what we've tried to do to get back into
line to reconcile but that has included
reducing scope and it's also definitely
included efficiencies to learn things
and corporate those
the range of the house
looks like it way back up to about what
is and that's like about it so this this
chart here for bars of the four
different schools and this line is the
total of those four schools so it's not
the total you'll see simply remainder
anywhere that's just
the pipes of the 580 that you see I'm
here is the total I know there's a lot
of de down here but there's a totals for
modernization projects budget 580 number
and then I show the other stuff that
makes up in the Senate
I mean I'm just looking at this
I don't have
[Music]
the numbers we're allegedly trying to
work with now
there to get to the numbers that we have
now with certain remarks
okay so if we're going to build
buildings that are even remotely related
even using the current expense with all
of their shortcomings whatever they may
be
do that okay so so we cannot do what we
said we say now we're gonna do three
high schools and help 180 makes a
punitive okay so we're not
you're the money that we've got we were
very clear that's a great question so
the exercises were to get down all the
projects stay within budget and complete
all the projects
it'll trash stick be different than the
master plan I don't know
01h 30m 00s
which is still under construction what
they do know is we non-negotiables that
we've said how they out of you
we can't we can't certainly not now so
we're going to come up with either
conversation is your bond counsel and
because Benson has specifically
mentioned so the language has actually
brought it up and there was some very
specific things called out which you
have to do so it's broad enough to cover
things not mentioned but there was
enough there were specifics that you had
to hit and look at the language
last one but it says renovate replace
schools something something including
Benson
come on so you can't just a further
Benson to the next one but you also
don't need to be here to begin work a
lot Benson which is actually more in
line but our ability to create the
vision purpose and that we
you want to see the disturbance by
hey we did you do some things to this
how much
well there's no LaVon language we we
just need to make some renovations to
fences but I mean I think what we want
to do is we want to align it with the
process that will enable us to figure
out what exactly we want me out of that
facility and what is our first priority
or what can we sort of discreetly pull
out of that work to begin the first
phase or in the enrollment consideration
or I mean it's all very difficult
because we're needing to make these
decisions before we have that quality
low vision of what that 21st century see
at this point that's the least
governor's very least of them
it's the biggest problem is that was not
doable from the day it was referred to
the voters this was not doable I don't
know how we came up with it I don't know
who that number is at this Inn actually
I would like to hear from I don't think
you guys
Jessie you weren't around an era guy
hope you don't mind if I put you on the
spot you speak a little bit to the
process of how the district arrived at
the budget numbers in the master
planning process that went into the bond
package relative to the original
estimate that fair for me to ask you to
speak it out sure
to answer for my part of the process was
so I managed to master planning
that created a half of the project for
me
these costly sparse
we came up with a construction cart cost
estimate which is just like hospital
so
01h 35m 00s
so I can tell you that I know what that
cost me buildings
try to figure out well I know that as
they taking the hard cost even from
guest leaders and we get into what we
call parametric cost modeling right yeah
yeah you have a hard number start up
find that this this very empirical
process by which you start to generate
all the additional numbers again that
all that always rolled up you know and
hand it over to the district as far as
what are what are those numbers no
there's usually a balancing act that has
to go along with any of what's the mill
rate gonna be there's there's a lot of
conversation that happens at that point
behind them you know in a closed session
about where does the cross come in it
cost what is the cost modeling end up at
versus what can this voters really
support and there's going to be a lot of
science that goes into taxation rates
and that going to stop the
hyper-technical that's their specialty
about this is what the voters can
consider in our debt service and that
kind of stuff now how those decisions
are made there's a balancing act
typically I can tell you only what you
would do is you would go in and say if
this is the need to deliver those
specified program at that cost versus
what we what the voters can support you
then start supervising you a line but
keep talking about you Alliance scope
schedule budget to say okay if this is
where the plan is going into this
process before we refer it okay we need
to drop the ask and we have to align the
scope with the budgets you start backing
into it
if the voters can support a 790 million
dollar bond program then that's going to
translate into a Kellogg Madison Lincoln
150 million of Health and Safety and and
with the bad advancement was heavily
involved with that
so overwhelmingly help the safety
anywhere from 77%
ask out but water paint asbestos you
know killer killer arguments with a
public art that choice of words but
persuasive that's why people were going
to vote for the bond then you get to the
other people other projects and
modernize Madison traditions renovations
and rebuilds you're down to 36 percent
versus the other ones where they say
between 63 and 77 percent
and then you go to Kellogg
that way just an imam Kellogg's at 43%
on the voters the lowest priority
except the very important caveat that
the most effective way for us to mob
just answer your dicks now that's at
three schools versus touching and then
the other question I'm just
let's get cramped down so the vast
majority of voters support both that's
empty
did you know a dog on the 800 gr on the
ladder would be a tough sell
so you know clearly
in 850 would have probably allowed for
more flex and still as number so enough
hit but
if I go to their birthday 50 so somehow
the decision-making
had that been went down too
750 or 790 to keep all the projects in
so ideas what
01h 40m 00s
was politically palatable is finding the
aspiration was for schools
how the problem is sort of not scaled
down
and so and I've only been airing bad
you know fantastic high schools there's
no point building something that's
that's so how are we going to true up
sort of thinking those dreams come true
perhaps it at all for me even if it was
conservative middle-of-the-road or
aggressive it was never anywhere in the
ballpark of what was voted on bond
package like the final consideration of
the bond stakeholder advisory committee
direction to include Kellogg and to bump
up the bond the total bond request but
it wasn't commensurate like Kellogg's
estimate was forty five million or
something and the additional amount of
the request was a forty five million but
it was that the rest of the master plan
budgets came in to override it as a
recommendation to the bond stakeholder
advisory was state Advisory Committee
nobody ever said these high school
numbers are right these were presented
as like if you these are in the package
and there was never any suggestion of by
anybody of like taking them out or
pouring them the numbers that weren't
presented to that citizen committee per
the were fake numbers I think they
weren't here's the project but they they
clearly both the numbers to get into the
project even were part of that I mean is
that that because if that's true that
that's the numbers that were given to
the board
- so is there
yeah and speaking to Ken Fisher who's
here
so Ken and I both provided it on how one
might go about this kind of work as far
as the decision-making and how these
actual project numbers you know like I
think those numbers are many another
bottom line numbers right I had
information that kind of gets me to the
other stuff but I don't know the
decision on the ground work sites in to
step three
and I doesn't write about what the cost
will be I'm sorry saying tonight your
understanding of whatever yes this level
of information and we have to we have to
take some action personally I think the
next spin around and okay but longer
term I think there was something
desperately and fundamentally wrong with
the way the process that led to the
garnet package and I think
a thorough analysis of what the hell
happened and make sure that it never
happens again
this is putting in jeopardy the
long-range plan for pts renovation for
the next 50 years of these we are going
to have to we are going to have to be so
squeaky clean going I mean we are going
to deliver the best buildings we
possibly can given the money that we
have you're going to have to restore
faith because we have just violated and
they have no relationship to the reality
01h 45m 00s
of the numbers that were presented to
whoever develop the bond package it
would share it together this is what you
can build these three high schools or
two to the governance level which was
the bond committee and the board and so
there was never any conversation at that
time and perhaps there should have been
you know it she's been tagging in that
way that we had more conversation about
how do we know that we can build these
or what you're saying I think the one
element were in all these questions
where I think the real cornerstone of a
lot of this conversation occurs is is
how is that translation from what was
brought forward by by staff whooa Sam to
what was referred to as there's you know
that's one things where you may need get
those who were heading above us and at
the time aren't at the table today
because they're gonna have part of the
history that we don't have today okay so
which would be Jerry I mean he had some
of that is stuff where I just don't have
that he had a story I can track all the
way through what has been was referred
upward from you know through staff and
what they've done but they're just
members not sitting at the table who
might have some of your I think this is
a very important conversation to have
and we continue the process on
concurrent streams so Polly I'm gonna
give you the last word oh yeah but
actually I'm gonna throw it to you
okay at the moment I don't give a damn
about the numbers I don't give a damn
about the money
which takes a lot because I go back
freida to questions you asked earlier
and then Julie questions you were asking
that I don't think have been answered
adequately at all and I think especially
in light of those what you said earlier
isn't true I don't think that we
necessary
we have to make a decision right now we
may very well not have that critical
information we need are able to do that
we may just have to blow medicines
deadline a little pain will ease you on
all three of you do you think we need to
revise the inspects before we do leave
have a carpet do Dean have a decent set
of parameters for Kellogg and for our
high schools or do we need to say to
help with the money if all of the
schedule the hell with the deadlines you
got to start over
I really and I promise you whatever your
answer is I'll be behind you with a big
club oh yeah yeah growing new
administration small but like we were
tasked with understanding the history
institutional mechanics for how we
arrived at this point we're committed to
doing some forensics around that Oh
regardless of how we got here we know
there's a significant gap and I haven't
we need to think about sort of how we're
going to convey that understand
01h 50m 00s
today the broader public so that we're
delivering on what they're expecting and
I appreciate that the team is continuing
to go back to identify some efficiencies
we'll certainly take a little fighter to
come look at are the specs spaces we can
live with for the kind of pedagogical
direction we want to go I think I'm on
the same page with the board and not
wanting to sacrifice whatsoever any
parity in the facilities that we build
but I think we are gonna arrive at a
resource gap and so we should be having
the conversation as we continue to get
get complete information around our and
a bridge that is it a phasing of
whatever order of schools you have a
more immediate schedule here a log which
is an important comprehensive for many
reasons we should try not to delay we
have a little more time to dive in a
little deeper on the others around what
is the order I think he's good phased is
there a way to bathe them I don't know
but there's also lots of good work that
continues to to occur with the resources
we've been entrusted with and so being
good stewards we should be highlighting
those things because work is happening
every day right now especially in the
health and wellness which is what polled
by what people expected to see and
there's been no interruption there we
should sort of ensure the public beatles
continued confidence that we have a team
is going to deliver on this bond work i
don't believe it's a management or it's
just simply trying to deliver on
something
well constraining resources at this
point but I was trying to understand is
even the count over forty six percent
escalation annually it still doesn't
account for the original passing of the
bond and there so Benson should be as
fabulous as think it should be as
fabulous as Madison should be SPECT was
this prank that or any other school so
how do we make sure I can find the
quickest way to get there in the most
personal resource responsible Canada I
think we all understand that's kind of
the question right now an immediate step
is to continue having this conversation
has been informative these work sessions
that work out of all of us
expectation is that the calibration
between education options
so so you just extrapolated second zero
tolerance right like this wasn't
information that estimate which was they
came from the outside auditors know so
the habían blow those numbers of the
stains is based off of those best
practices 6% 5% representative it's the
01h 55m 00s
parametric cost one with regression that
generates but I don't think it went no
we didn't know I assume that all of the
building since Benson chemically knows
the leaves that there were I I don't
recall them he ever saw what those were
but we knew that he's theoretically
existed now you're having two rivers in
every right
so what I would suggest in port numbers
Sources
- PPS Board of Education, Archive 2017-2018, https://www.pps.net/Page/12568 (accessed: 2022-03-24T00:57:51.006202Z)
- PPS Communications, "Board of Education" (YouTube playlist), https://www.youtube.com/playlist?list=PL8CC942A46270A16E (accessed: 2023-10-10T04:10:04.879786Z)
