Post on 16-Jan-2016
F ro m C o n c e p t t o C l a s s ro o m
L e a d i n g P ra c t i c e s M a n u a l fo r
S c h o o l C o n s t r u c t i o n i n O n t a r i o
J u l y 2 0 1 0
P r e p a r e d b y
t h e E x p e r t P a n e l o n C a p i t a l S t a n d a r d s
Preface 3ProjectPlanningCycle 5
Phase 1: Pre-Design 6BoardDevelopsBusinessPlaninContextof
CurrentCapitalPlan 6SiteSelectionandLandPurchase 7SchoolBoardAppointsProjectManager 9BoardDevelopsScopeofCapitalProject 9MinistryProvidesPre-DesignApproval 11BoardApprovesProgramandBudget 12
Phase 2: Pre-Tender 13BoardSelectsArchitect 13BoardApprovesArchitect 15BoardHiresCostConsultant 16TheConsultationProcess 16ArchitectPreparesSchematicDesign 17BoardApprovesSchematicDesign 17ArchitectCompletesDesignDocuments 17MinistryProvidesApprovaltoProceedwithProject 18
Phase 3: Contract Preparation and Tender 19ProcurementPoliciesandProcedures 19PrequalificationofGeneralContractorsandSubcontractors 20SchoolBoardIssuesLumpSumTender 20Post-BidNegotiations 21
Contents
Unepublicationéquivalenteestdisponibleenfrançaissousletitresuivant: Du concept à la salle de classe : Manuel des meilleures pratiques concernant la construction des écoles en Ontario, 2010.
ThispublicationisavailableontheMinistryofEducation’swebsite,atwww.faab.edu.gov.on.ca.
BoardandMinistryApproveAdditionalSourceofFunding 22BoardAwardsContract 22SchoolBoardSignsContractwithGeneralContractor 22
Phase 4: Construction 25ConstructionCommences 25MonitoringConstruction 26Commissioning 28LiensandHoldbacks 29WorkplaceSafetyandInsuranceBoardCertification 30Deficiencies 30WarrantyInspectionandRepairs 31FinalCostReconciliation 31
Appendix A 32MembersoftheExpertPanelonCapitalStandards
Appendix B 33ExpertPanelContacts
Appendix C 34SampleTotalProjectBudget
Appendix D 35SampleBoardPolicyonthePrequalificationofArchitects
Appendix E 38SampleBoardPolicyonChangeOrders
Appendix F 41SampleBoardPracticeforProgressDrawPayment
Preface • 3
THISMANUALAIMSTOASSISTpersonnelatschoolboardsinvolvedincapitalconstructionprojects,fromstaffinplanningandcapitaldepartmentstodirectorsandtrustees,byguidingthemthroughatypicalcapitalconstructionprocess.ThemanualwaswrittenbymembersoftheExpertPanelonCapitalStandards,acommittee,establishedbytheMinistryofEducation,thatrepre-sentsfourteenschoolboardswithconsiderablecapitalconstructionexperience(seeAppendixA).Themanualisdesignedtoprovideanoverview,fromtheperspectiveofschoolboards,ofleadingpracticesintheconstructionandrenovationofschools.
MembersoftheExpertPanelaremindfulthattheneedsandpracticesofschoolboardsacrosstheprovincediffer.Themanualcoversthekeystepsinvolvedintheschoolconstructionprocessandprovideslinkstoadditionalinformationandresources.Inaddition,samplesofrelatedprocessesandpoliciesareprovidedintheappendicestothisdocument.
Eachofthefourmainsectionsofthemanualaddressesoneofthefourkeyphasesinthecapitalconstructionofschools:
Phase1:Pre-DesignPhase2:Pre-TenderPhase3:ContractPreparationandTenderPhase4:Construction
Thefourphasesarebestillustratedwithaflowchart,shownonpage5,whichservesasaframeworkforthedocument.Theflowchartdiagramprovidesanoverviewoftheprototypicalschoolconstructionprocess.Eachoftherowsinthediagramrepresentsoneofthefourphases,andeachpartofthemanualopenswiththediagramfortheappropriatephase.
Theflowchartisnotintendedtobeprescriptiveortoimplythatschoolboardsshouldreplacecurrentpracticesthathaveproved,overtime,tobeeffectiveindeliveringschoolconstructionprojects,includingnew-schoolconstruction,additions,alterations,andrenovations,ontimeandwithinbudget.Rather,the
Preface
4 • From Concept to Classroom
suggestedprocessismeanttoassistthoseboardsthatdonothaveawell-definedprocessinplaceandareinterestedinlearningaboutthebestprac-ticesofboardsthathavesuccessfullyundertakencapitalconstructionprojects.SchoolboardstaffarewelcometocontactmembersoftheExpertPanel(seeAppendixB)todiscussanystepinthecapitalconstructionprocessthatisdescribedinthismanual.
Itishopedthatthismanualwillprovetobeausefulresourceforschoolboards.WewouldliketothanktheMinistryofEducationforestablishingtheExpertPanelonCapitalStandardsandforprovidingaforumtoshare,learn,anddiscussourvariousboardpracticesinanefforttoidentifyleadingpracticesinthecapitalconstructionofschools.
Note:The following information is intended as a practical guide only. It is not a substitute for the expertise and judgement of the professionals required in the undertaking of a capital construction project.
ExpertPanelonCapitalStandardsToronto,2010
Project Planning Cycle • 5
Project Planning Cycle
Pre
-Des
ign Ministry pre-design
approval. Requires completedFacility Space Template
and identificationof Project Manager
Board*approves
program, budget,and hiring of
architect
School boarddevelops
business planin context of
current capital plan
School boardappoints
Project Managerand identifiesproject scope
Ministryconfirms
enrolment
Con
trac
t Pre
para
tion
and
Ten
der
Pre
-Ten
der
Ministry Approvalto Proceed withProject (formerly
Transfer fromReserves Approval)
Architectcompletes
designdevelopment
Hire cost consultant
Consultation process
Board*approvesschematic
design
Architectpreparesschematic
design
Board*approvesarchitect Select architect
Prequalificationof architects
Request forProposal
Con
stru
ctio
n
CommissioningLiens
Holdbacks
Monitoringconstruction
Constructioncommences
Occupancy
Final costreconciliation
Warranty inspectionand repairs
NEW SCHOOL, MAJOR ADDITION, OR RENOVATION PROJECT PLANNING
Schoolboardsigns
agreementwith
generalcontractor
Identify additional fundingto offset higher costs
Prequalificationof general
contractors andsubcontractors
Board*approves additional source of funding
School board issues lump sum tender
Successfulbid within
constructionbudget
All bidsexceed
constructionbudget
Board*awardscontract
Ministryapproval ofadditionalsource offunding
Modify design to remainwithin total construction budget
KEY:
Pre
-Des
ign Ministry pre-design
approval. Requires completedFacility Space Template
and identificationof Project Manager
Board*approves
program, budget,and hiring of
architect
School boarddevelops
business planin context of
current capital plan
School boardappoints
Project Managerand identifiesproject scope
Ministryconfirms
enrolment
Con
trac
t Pre
para
tion
and
Ten
der
Pre
-Ten
der
Ministry Approvalto Proceed withProject (formerly
Transfer fromReserves Approval)
Architectcompletes
designdevelopment
Hire cost consultant
Consultation process
Board*approvesschematic
design
Architectpreparesschematic
design
Board*approvesarchitect Select architect
Prequalificationof architects
Request forProposal
Con
stru
ctio
n
CommissioningLiens
Holdbacks
Monitoringconstruction
Constructioncommences
Occupancy
Final costreconciliation
Warranty inspectionand repairs
NEW SCHOOL, MAJOR ADDITION, OR RENOVATION PROJECT PLANNING
Schoolboardsigns
agreementwith
generalcontractor
Identify additional fundingto offset higher costs
Prequalificationof general
contractors andsubcontractors
Board*approves additional source of funding
School board issues lump sum tender
Successfulbid within
constructionbudget
All bidsexceed
constructionbudget
Board*awardscontract
Ministryapproval ofadditionalsource offunding
Modify design to remainwithin total construction budget
astepintheprocess
Pre
-Des
ign Ministry pre-design
approval. Requires completedFacility Space Template
and identificationof Project Manager
Board*approves
program, budget,and hiring of
architect
School boarddevelops
business planin context of
current capital plan
School boardappoints
Project Managerand identifiesproject scope
Ministryconfirms
enrolment
Con
trac
t Pre
para
tion
and
Ten
der
Pre
-Ten
der
Ministry Approvalto Proceed withProject (formerly
Transfer fromReserves Approval)
Architectcompletes
designdevelopment
Hire cost consultant
Consultation process
Board*approvesschematic
design
Architectpreparesschematic
design
Board*approvesarchitect Select architect
Prequalificationof architects
Request forProposal
Con
stru
ctio
n
CommissioningLiens
Holdbacks
Monitoringconstruction
Constructioncommences
Occupancy
Final costreconciliation
Warranty inspectionand repairs
NEW SCHOOL, MAJOR ADDITION, OR RENOVATION PROJECT PLANNING
Schoolboardsigns
agreementwith
generalcontractor
Identify additional fundingto offset higher costs
Prequalificationof general
contractors andsubcontractors
Board*approves additional source of funding
School board issues lump sum tender
Successfulbid within
constructionbudget
All bidsexceed
constructionbudget
Board*awardscontract
Ministryapproval ofadditionalsource offunding
Modify design to remainwithin total construction budget
board*approval
Pre
-Des
ign Ministry pre-design
approval. Requires completedFacility Space Template
and identificationof Project Manager
Board*approves
program, budget,and hiring of
architect
School boarddevelops
business planin context of
current capital plan
School boardappoints
Project Managerand identifiesproject scope
Ministryconfirms
enrolment
Con
trac
t Pre
para
tion
and
Ten
der
Pre
-Ten
der
Ministry Approvalto Proceed withProject (formerly
Transfer fromReserves Approval)
Architectcompletes
designdevelopment
Hire cost consultant
Consultation process
Board*approvesschematic
design
Architectpreparesschematic
design
Board*approvesarchitect Select architect
Prequalificationof architects
Request forProposal
Con
stru
ctio
n
CommissioningLiens
Holdbacks
Monitoringconstruction
Constructioncommences
Occupancy
Final costreconciliation
Warranty inspectionand repairs
NEW SCHOOL, MAJOR ADDITION, OR RENOVATION PROJECT PLANNING
Schoolboardsigns
agreementwith
generalcontractor
Identify additional fundingto offset higher costs
Prequalificationof general
contractors andsubcontractors
Board*approves additional source of funding
School board issues lump sum tender
Successfulbid within
constructionbudget
All bidsexceed
constructionbudget
Board*awardscontract
Ministryapproval ofadditionalsource offunding
Modify design to remainwithin total construction budget
ministryapproval
Pre
-Des
ign Ministry pre-design
approval. Requires completedFacility Space Template
and identificationof Project Manager
Board*approves
program, budget,and hiring of
architect
School boarddevelops
business planin context of
current capital plan
School boardappoints
Project Managerand identifiesproject scope
Ministryconfirms
enrolment
Con
trac
t Pre
para
tion
and
Ten
der
Pre
-Ten
der
Ministry Approvalto Proceed withProject (formerly
Transfer fromReserves Approval)
Architectcompletes
designdevelopment
Hire cost consultant
Consultation process
Board*approvesschematic
design
Architectpreparesschematic
design
Board*approvesarchitect Select architect
Prequalificationof architects
Request forProposal
Con
stru
ctio
n
CommissioningLiens
Holdbacks
Monitoringconstruction
Constructioncommences
Occupancy
Final costreconciliation
Warranty inspectionand repairs
NEW SCHOOL, MAJOR ADDITION, OR RENOVATION PROJECT PLANNING
Schoolboardsigns
agreementwith
generalcontractor
Identify additional fundingto offset higher costs
Prequalificationof general
contractors andsubcontractors
Board*approves additional source of funding
School board issues lump sum tender
Successfulbid within
constructionbudget
All bidsexceed
constructionbudget
Board*awardscontract
Ministryapproval ofadditionalsource offunding
Modify design to remainwithin total construction budget
anoptionalstepintheprocess
Pre
-Des
ign Ministry pre-design
approval. Requires completedFacility Space Template
and identificationof Project Manager
Board*approves
program, budget,and hiring of
architect
School boarddevelops
business planin context of
current capital plan
School boardappoints
Project Managerand identifiesproject scope
Ministryconfirms
enrolment
Con
trac
t Pre
para
tion
and
Ten
der
Pre
-Ten
der
Ministry Approvalto Proceed withProject (formerly
Transfer fromReserves Approval)
Architectcompletes
designdevelopment
Hire cost consultant
Consultation process
Board*approvesschematic
design
Architectpreparesschematic
design
Board*approvesarchitect Select architect
Prequalificationof architects
Request forProposal
Con
stru
ctio
n
CommissioningLiens
Holdbacks
Monitoringconstruction
Constructioncommences
Occupancy
Final costreconciliation
Warranty inspectionand repairs
NEW SCHOOL, MAJOR ADDITION, OR RENOVATION PROJECT PLANNING
Schoolboardsigns
agreementwith
generalcontractor
Identify additional fundingto offset higher costs
Prequalificationof general
contractors andsubcontractors
Board*approves additional source of funding
School board issues lump sum tender
Successfulbid within
constructionbudget
All bidsexceed
constructionbudget
Board*awardscontract
Ministryapproval ofadditionalsource offunding
Modify design to remainwithin total construction budget
progressionfromonemandatorysteptothenext
Pre
-Des
ign Ministry pre-design
approval. Requires completedFacility Space Template
and identificationof Project Manager
Board*approves
program, budget,and hiring of
architect
School boarddevelops
business planin context of
current capital plan
School boardappoints
Project Managerand identifiesproject scope
Ministryconfirms
enrolment
Con
trac
t Pre
para
tion
and
Ten
der
Pre
-Ten
der
Ministry Approvalto Proceed withProject (formerly
Transfer fromReserves Approval)
Architectcompletes
designdevelopment
Hire cost consultant
Consultation process
Board*approvesschematic
design
Architectpreparesschematic
design
Board*approvesarchitect Select architect
Prequalificationof architects
Request forProposal
Con
stru
ctio
n
CommissioningLiens
Holdbacks
Monitoringconstruction
Constructioncommences
Occupancy
Final costreconciliation
Warranty inspectionand repairs
NEW SCHOOL, MAJOR ADDITION, OR RENOVATION PROJECT PLANNING
Schoolboardsigns
agreementwith
generalcontractor
Identify additional fundingto offset higher costs
Prequalificationof general
contractors andsubcontractors
Board*approves additional source of funding
School board issues lump sum tender
Successfulbid within
constructionbudget
All bidsexceed
constructionbudget
Board*awardscontract
Ministryapproval ofadditionalsource offunding
Modify design to remainwithin total construction budget
alternativestepsintheprocess
*Thetermboard(asopposedto“schoolboard”)isoftenusedinthismanualtorefertothedesignatedgroupinaschoolboardwithdecision-makingauthorityforaparticularcapitalproject.Thisboardmaybeanappointedcommitteemadeupofstaffand/orothers,asubcommitteeoftheboardoftrustees,ortheboardoftrustees.
6 • From Concept to Classroom
1.Thetermboard(asopposedto“schoolboard”)isoftenusedinthismanualtorefertothedesignatedgroupinaschoolboardwithdecision-makingauthorityforaparticularcapitalproject.Thisboardmaybeanappointedcommitteemadeupofstaffand/orothers,asubcommitteeoftheboardoftrustees,ortheboardoftrustees.
Pre-DesignPhase 1
Board Develops Business Plan in Context of Current Capital Plan
Schoolboardswill,furthertoministryrequirements,regularlyupdatetheircapitalplanstoreflectcurrentenrolment,builtcapacity,andprojections.Anyschoolboardundertakingamajorcapitalprojectmustconsideritinthecontextofthecurrentcapitalplanandofavailableministrygrants.Thefirststepforanyboard1responsibleforamajorcapitalproject,whetheritisanewschool,anaddition,oramajorrenovation,istodevelopabusinessplan.Thebusinessplanwillbeusedbyboththeschoolboardandministrytoconfirmtheanticipatedenrolmentrelatedtoaproject,theabsenceofalternatives,andthelong-termneedforthenewpermanentaccommodation.Allministryapprovalsandthesubsequentcalculationofaschoolboard’sfundingallocationwillbebasedontheconfirmedenrolmentfigureprojectedinthebusinessplan.
Allbusinessplansshouldincludethefollowing:
✦✦ anexplanationofwhythenewschool,addition,ormajorrenovationisneeded,usinginformationaboutprojectedenrolmentgrowthfromtheschoolboard’slong-termcapitalplan
Pre
-Des
ign Ministry pre-design
approval. Requires completedFacility Space Template
and identificationof Project Manager
Board*approves
program, budget,and hiring of
architect
School boarddevelops
business planin context of
current capital plan
School boardappoints
Project Managerand identifiesproject scope
Ministryconfirms
enrolment
Con
trac
t Pre
para
tion
and
Ten
der
Pre
-Ten
der
Ministry Approvalto Proceed withProject (formerly
Transfer fromReserves Approval)
Architectcompletes
designdevelopment
Hire cost consultant
Consultation process
Board*approvesschematic
design
Architectpreparesschematic
design
Board*approvesarchitect Select architect
Prequalificationof architects
Request forProposal
Con
stru
ctio
n
CommissioningLiens
Holdbacks
Monitoringconstruction
Constructioncommences
Occupancy
Final costreconciliation
Warranty inspectionand repairs
NEW SCHOOL, MAJOR ADDITION, OR RENOVATION PROJECT PLANNING
Schoolboardsigns
agreementwith
generalcontractor
Identify additional fundingto offset higher costs
Prequalificationof general
contractors andsubcontractors
Board*approves additional source of funding
School board issues lump sum tender
Successfulbid within
constructionbudget
All bidsexceed
constructionbudget
Board*awardscontract
Ministryapproval ofadditionalsource offunding
Modify design to remainwithin total construction budget
Phase 1: Pre-Design • 7
✦✦ anestimateoftheimpactthatthenewschool,addition,ormajorrenova-tionwillhaveontheprojectedenrolmentandonprogramsatsurroundingschools
✦✦ theprojectedtimelineforcompletionoftheproject(e.g.,siteselectionandacquisition,architecturaldesign,commencementofconstruction,schoolopening)
✦✦ alistofallministrygrantfundingbeingrequestedandhowtheeligibilitycriteriawillbesatisfied
✦✦ astatementregardingtheextenttowhichtheboardanticipatesusingotherfundingsources,suchasoperatingfundsorreserves,tosupplementtheministrygrantallocation
✦✦ foranew-schoolproject,anindicationofwhethertheschoolboardwillhavetopurchaseasite,andhowthesitepurchasewillbefinancedandbroughttoaconstruction-readystate
✦✦ astatementdetailingwhetherproceedingwiththeprojectiscontingentontheoutcomeofanAccommodationReviewCommittee(ARC)process
Capitalrequestsshouldbeconsistentwithaschoolboard’sidentifiedcapitalprioritiesasidentifiedinitsCapitalPrioritiesTemplateintheSchoolFacilitiesInventorySystem(SFIS).
Afterthebusinessplanhasbeenreviewedbyaministryanalyst,theschoolboardwillbenotifiedinwritingastowhethertherequestedcapitalprojecthasbeenapprovedforfunding.
Site Selection and Land Purchase
Goodsiteselectionisthefirststepinthedevelopmentofasuccessfulnew-schoolproject.Theimportanceofagoodsitecannotbeunderestimated–itisthebestguaranteethataschoolboardwillbeabletocontrolcostsandensuretimelycompletionofthenewschool.Conversely,apoorsite,selectedwithoutadequateunderstandingoftheunderlyingsoils,water,grades,andmunicipalservices,canleadtoexcessivecostsandsignificanttimedelays.
Althoughschoolboardsplayaroleinthemunicipalplanningprocess,inthattheyidentifyhowmanyschoolsarerequiredandwheretheschoolsarerequired,theyoftendonothavefinaldecision-makingauthoritywithrespecttotheeventualsite.Thismakesitevenmoreimportantforboardstocarryoutduediligencebeforepurchasingland,byevaluatingthesuitabilityofasiteaccordingtovariousfactors,includingthefollowing:
8 • From Concept to Classroom
✦✦ sitesize,siteshape,andbasictopographyandgrading✦✦ locationofallaccessroads,roadfrontage,andflankageforthesite✦✦ locationofallmajorsiteservices,includingwater,sewer,stormsewer,
gas,andhydro✦✦ zoningandmunicipalarchitecturalanddesignguidelines✦✦ potentialgradesandstormwatermanagementfeatures✦✦ anypotentiallyadverseadjacentuses,includingrailwayrightsofway,
hydrocorridors,majorhighwaysandthoroughfares,industrialorcommercialuses
✦✦ basicsoilstructure,includingsoil-bearingcapacity,heightofthewatertable,presenceofbedrockorunsuitablesubstrata
✦✦ whetherthesiteisafarmorbrownfieldorhaseverbeenusedforindustrialpurposes
✦✦ existingvegetation,includingsignificantspeciesofflorathatmayhavetobepreserved
✦✦ theecologicalsensitivityoftheparcelofland,includingon-siteoradjacentwetlands,regulatoryfloodlines,woodlots,ortrees
Ifaboarddoesnothavethenecessaryexpertisetoassessalltheelementsoutlinedabove,professionaladviceisessential.Untilalloftheabovefactorsareknown,offerstopurchaseshouldbeconditional,andmaybedevelopedtocalculatethecoststhatwillbebornebyaschoolboardduringconstruction.SomestandardassessmentsincludeaPhase1environmentalsiteassessmentandanarchaeologicalassessment.
Ifadditionalworkisrequiredtoprepareorremediatethesitetobringittoaconstruction-readystate,boardsshouldundertakeanassessmentofthepotentialcostsofthework.
Aschoolsiteselectedbyaboardshouldaccommodatetheareaofthebuilding,provideadequatefrontageforaccesstoparkingandforadrop-offareaand/orbusloop,andprovideadequateoutdoorplayareasforstudents.Sitesthatdonotallowfortheconstructionofallsuchfacilitiesshouldbeavoidedoradjustedinshapeandsizeasrequired.
Ministryfundingforcapitalconstructionassumessoilconditionsthatwouldresultinstripfoundationsorsimilarandotherroutinesitecosts,suchasfinalgrading,back-filling,landscaping,parkingandcurbs,hardandsoftplayareas,andon-siteservices.
Phase 1: Pre-Design • 9
School Board Appoints Project Manager
TheMinistryofEducationrequiresschoolboardstoappointaProjectManager(eitherinternalstafforanexternalresource)foreverycapitalproject(effectiveNovember1,2009;seeMemorandum2009:SB32:“IntroductionofNewAccountabilityMeasuresforCapitalProjectsbasedonPreliminaryFindingsoftheExpertPanel”,datedAugust14,2009).Thisrequirementispartoftheministry’sprocessinconfirmingfundingavailabilitytotheschoolboard.
TheProjectManagerwillserveasthepointofcontactbetweentheschoolboardandtheministry.Duringthedurationoftheproject,theProjectManagerwillalsobethekeyliaisonbetweentheschoolboardandthearchitect/engineer,thegeneralcontractor,andallotherconsultantsinvolvedintheproject.TheProjectManagerwilloverseeallaspectsoftheproject,includingmonitoringthebudgetandprojecttimelinesandensuringthatprocessesareinplaceforeventualitiessuchaschangeordersandotherinternalapprovals.
SomekeyqualificationstolookforinaProjectManagerincludethefollowing:
✦✦ knowledgeofbuildingstandards,includingtheOntario Building Code✦✦ experience,withinthelasttenyears,managingmulti-milliondollarprojects✦✦ proventrackrecord,withreferences,ofcompletingconstructionprojects
ontimeandonbudget✦✦ demonstratedabilitytomanagetheprojectbudgeteffectivelyandtomeet
projectschedules✦✦ goodworkingknowledgeofthevariousmunicipalandbuildingapproval
processes✦✦ knowledgeofandexperienceinundertakingprojectsintheeducationsector✦✦ knowledgeofcontractadministrationandtheabilitytonegotiatecontracts✦✦ knowledgeofvariousconstructionprojectschedulingsoftware✦✦ goodoralandwrittencommunicationskills
Board Develops Scope of Capital Project
Basedontheministry-approvedenrolmentfigure,theboardwillneedtodeveloptheremainingscopeofthecapitalproject.Thescopeoftheprojectincludesthefollowing:
a. developingabuildingprogram(i.e.,determiningtheinstitutionalandoperationalspacesthatneedtobebuilt,theirsize,andhowtheywillbeutilized)
10 • From Concept to Classroom
b. determiningthetotalprojectbudget(constructioncostsplussoftcosts),includingrevenueavailable
c. preparingdetailedtimelinesforundertakingtheprojectd. exploringandaddressinganycoststhatmayfalloutsidetheministry’s
fundingallocation
a. Developing a Bui lding Program
TheElementarySchoolFacilitySpaceTemplateandtheSecondarySchoolFacilitySpaceTemplate(availableontheMinistryofEducationwebsite)aretoolstoassisttheboardincalculatingtherequirednumberofroomsandspecializedteachingareas,basedonenrolment.Byusingtheresultsofthesetemplatestoidentifyaninitialdistributionofrooms,theboardcanthenchoosetoaddorremoverooms,ormodifythesizeofrooms,toaccommodateidentifiedlocallearningprioritieswithintheoverallareacalculated,basedonministrybenchmarks.
b. Determining the Total Project Budget
Thetotalprojectbudgetrepresentstheestimatedcosttodesign,construct,furnish,andequipaschool.Theministryallocationprovidesforsoftcosts,suchasfurnitureandequipment,siteplanfees,buildingpermitandotherassociatedmunicipalfees,inspectioncosts,architectfees,andtaxes,sothetotalprojectbudgetmustalsoaccountforthesecosts.Therefore,thetotalprojectbudgetmustidentifythefollowingcosts:
✦✦ theanticipatedconstructioncost,includingconstructioncontingenciesandallowances
✦✦ theanticipatedsoftcostsassociatedwiththedesign,approvals,andconstructionoftheproject(e.g.,architectfees,costconsultantfees,disbursementsandpermits,furnitureandequipment)
✦✦ anypotentialcostsassociatedwithsite-specificissues✦✦ anycostsrelatedtositeacquisitionorpreparationthatarenoteligible
under“EducationDevelopmentCharges”andthatmustbeaddressedbytheboardundertakingtheproject
✦✦ netHST
Thetotalprojectbudgetmustnotexceedtheapprovedallocationidentifiedbytheministry.SeeAppendixCforasampletotalprojectbudget.
Phase 1: Pre-Design • 11
c. Preparing Detai led Timel ines
Apreliminarysetoftimelinesshouldbedevelopedbasedonthefourphasesoutlinedinthismanual,includingkeyconstructionprojectmilestonesandanyconstructioncompletiondeadlinesassociatedwiththeministrygrant.Clickheretoseeasampletimelineforanelementaryschoolconstruction.
d. Exploring and Addressing Costs Outside the Ministry’s Funding Al location
Ifthereareanycoststhatmaynotfallintothecategoriesnormallycoveredbytheministryallocation,theboardmustidentifyanothersourceoffundingorrevenuetoaddresstheseadditionalcostsandinformtheministryofthesourceandavailabilityofthisadditionalfunding.
Ministry Provides Pre-Design Approval
AboardmustcompleteaFacilitySpaceTemplateforanelementary,secondary,orJK–12schoolasthefirstapprovalpointfortheconstructionofanewschooloramajoradditionorretrofitthatcostsmorethan50percentofthevalueoftheexistingschool.Theministrymustapprovethetemplatebeforetheboardcanretaintheservicesofanarchitect.
Thesetemplateshavebeendesignedbyschoolboardofficialstoassistboardsindevelopingaschoolconfigurationthatallowsthemtoevaluatepotentialsquarefootagemodifications(e.g.,reducingthesizeofagymtoincreasethenumberofregularclassrooms),andsoprovidetheflexibilitytoaddresslocalschoolneedswhileachievingtheministry’sareabenchmarks.
Basedonproposedenrolment,theElementarySchoolFacilitySpaceTemplateandtheSecondarySchoolFacilitySpaceTemplategeneratethegrossfloorareaoftheschool,thetotalnumberofclassrooms,andthefloorareasforallinstructionalandoperationalareasandincludeagross-upareaof38%and42%,respectively.Allboardsshouldsharethisbuildingprograminformationwiththeirarchitectuponhiring,sothatthearchitectclearlyunderstandsthegrossfloorareaassumptionsandfundingassumptionsonwhichtheministryhasagreedtoprovidefunding.
TheministryalsorequirestheschoolboardtoidentifytheappointedProjectManager.
12 • From Concept to Classroom
Board Approves Program and Budget
AftertheministryhasapprovedtheFacilitySpaceTemplate,theboardmayapprovetheprogramandbudgetandproceedwiththeprojectbyhiringanarchitecttoundertakeschematicdesign.Processesacrossschoolboardsdiffer,butaninformeddecisiontoproceedwiththeprojectshouldbebased,ataminimum,onthefollowinginformation:
✦✦ thetotalprojectbudget,brokendownintothevariouscostsidentifiedabove
✦✦ theproposedspaceutilization(e.g.,typeofschool,numberandsizeofregularclassrooms,specializedroomsandtheirsize)
✦✦ thetargetopeningdate
Ifthenecessaryexpertisetoassessthescopeofworkcannotbeprovidedbyboardstaff,theschoolboardmayneedtohireanarchitectoracostconsultanttocompleteafeasibilitystudyforsitingtheschoolandtodevelopaprelimi-narytotalprojectbudget.Insuchcases,theschoolboardcontractswiththearchitectonlyforthefeasibilitystudyandconfirmationofthescopeofworktobedone.Iftheboarddecidestoproceedwiththeproject,acompetitiveprocessisthenundertakentoselectanarchitecttoseetheprojectthroughtocompletion.
Subjecttoanyrequirementforadditionalfunding,asdiscussedbelow,theschoolboardisresponsibleandwillbeheldaccountableforimplementingappropriatemeasurestoensurethatthetotalprojectbudgetremainswithintheministry’sallocation.Theministryrequirestheschoolboardtoobtainpre-designandpre-tenderapprovalsbeforeundertakinganynewmajorcapitalprojects,includingnewschools,additions,andmajorrenovations.Additionalboardfundingsources,aboveandbeyondtheministryallocation,thatmayberequiredtocompletetheprojectmustbeidentifiedtotheministrywhenpre-designandpre-tenderapprovalsaresought.Ministryapprovalalsoappliestotransferoffundsfromcapitalreserves.A board that fails to comply with these requirements may be held responsible for all costs related to the dissolution of contracts.
Phase 2: Pre-Tender • 13
Board Selects Architect
Followingthe“design-bid-build”projectdeliverymodel,theschoolboardretainsanarchitect2todevelopadesignandpreparedrawingsandspecifica-tions.Oncethedesigniscompleted,thedrawingsandspecificationsaredevelopedandpreparedforastipulatedpricetenderpackageforthepurposesofselectingacontractor,whoconstructstheprojectinaccordancewiththedrawingsandspecificationsandschedulespreparedbythearchitect.
Successfulexecutionofcapitalconstructionprojectsrequiresthatcontractsbeawardedtoarchitecturalfirmsthataresuitablyexperiencedinthetypeofworkandconstructiontechnologyinvolved,thatarefinanciallyandmanageriallysound,andthatareabletocompletedeliverablesinatimelymanner.Boardsgenerallyprocuretheservicesofanarchitectusingoneorbothofthefollowingmethods:
✦✦ prequalification✦✦ requestforproposal
Pre-TenderPhase 2
2.Thetermsarchitectandarchitecturalfirmareusedinterchangeablytorefertoanarchitectinindependentpracticeoranarchitecturalfirm.
Pre
-Des
ign Ministry pre-design
approval. Requires completedFacility Space Template
and identificationof Project Manager
Board*approves
program, budget,and hiring of
architect
School boarddevelops
business planin context of
current capital plan
School boardappoints
Project Managerand identifiesproject scope
Ministryconfirms
enrolment
Con
trac
t Pre
para
tion
and
Ten
der
Pre
-Ten
der
Ministry Approvalto Proceed withProject (formerly
Transfer fromReserves Approval)
Architectcompletes
designdevelopment
Hire cost consultant
Consultation process
Board*approvesschematic
design
Architectpreparesschematic
design
Board*approvesarchitect Select architect
Prequalificationof architects
Request forProposal
Con
stru
ctio
n
CommissioningLiens
Holdbacks
Monitoringconstruction
Constructioncommences
Occupancy
Final costreconciliation
Warranty inspectionand repairs
NEW SCHOOL, MAJOR ADDITION, OR RENOVATION PROJECT PLANNING
Schoolboardsigns
agreementwith
generalcontractor
Identify additional fundingto offset higher costs
Prequalificationof general
contractors andsubcontractors
Board*approves additional source of funding
School board issues lump sum tender
Successfulbid within
constructionbudget
All bidsexceed
constructionbudget
Board*awardscontract
Ministryapproval ofadditionalsource offunding
Modify design to remainwithin total construction budget
14 • From Concept to Classroom
Prequal if ication
Prequalificationistheprocesswherebyaboardassessesthesuitabilityofafirmtocarryoutaparticularcontractbeforeinvitingthefirmtosubmitabid.Prequalificationmaybefollowedbyaclosedcompetitivebiddingprocedureinwhichonlythosefirmsthatmeetspecifiedprequalificationcriteriaareinvitedtosubmitabidtoprovideprofessionalconsultingservicestotheboard.Alter-natively,afirmmaybeappointedfromthelistofprequalifiedfirms,andfeesmaybenegotiatedaccordingtothescaleandcomplexityoftheproject.
Attheprequalificationstage,aboardshouldknowclearlywhatservicesitrequiresandhowmuchtimeithastocompletetheproject.Prequalificationhasanumberofadvantages,includingthefollowing:
✦✦ Well-qualifiedfirmswillpricetheirbidsintheknowledgethattheyarecompetingagainstotherqualifiedbidderswhomeetrealisticminimumcompetencecriteria,andwiththeassurancethatinadequatelyqualifiedcompetitorswhosubmitunrealisticallylowbidswillbeexcluded.
✦✦ Clientscangaugetheinterestthatthecontractgeneratesamongquali-fiedfirmsand,intheeventthatonlyalimitednumberofapplicationsarereceived,canmakenecessaryadjustmentsintheprocurementprocess.
✦✦ Potentialconflictsofinterestofanapplicantwithotherpartiesinvolvedintheprequalificationprocessmaybeexposed.
✦✦ Theamountofworkandtimeinvolvedinevaluatingbidsfromunqualifiedproponentsisreduced.
How to Prequal ify Architects
Aspartoftheprequalificationprocess,aboardmayrequireawrittensubmis-sionoutliningqualifications,experience,andreferences,aswellasaninterviewprocess,toscreenarchitecturalfirms.Ifaboarddecidestorequiremorethanasubmissionandaninterview,itisstronglyrecommendedthattheschoolboardpayafeetocompensatefirmsforanydesign,costing,orschedulingworkrequestedandthatanylimitsoncompensationbedisclosedattheoutset.
SeeAppendixDforasamplepolicyontheprequalificationofarchitects,“SelectionofArchitects”.
Request for Proposal (RFP)
Aftertheprequalificationprocess,aschoolboardcanissueanRFPrequestingprequalifiedarchitectstosubmitaproposalforservicestodesignandconstructaproject.
Phase 2: Pre-Tender • 15
Select ion Criteria
Boardsshouldconsiderthefollowingcriteriawhenexaminingthequalifica-tionsofanarchitect:
✦✦ experienceonprojectsofasimilarsizeandtypetotheboard’sproject,andcapacitytohandletheboard’sprojectontopofcurrentworkload
✦✦ demonstratedability(through,forexample,referencesfromotherboards)tocompleteprojectsonbudgetandontime
✦✦ demonstratedcommitmenttoworkwithindefinedbudgetsandtoobserveandmeetprovincialbenchmarks
✦✦ experienceindevelopingenergy-efficientschooldesigns✦✦ confirmationofprofessionalliabilityinsurance
TheOntarioAssociationofArchitectshaspreparedaguideentitledA Client’s Guide to Engaging an Architect in Ontariotoassistclientsinworkingwitharchi-tectstodefineprojectservicesandcompensation.
Consultingwithanotherboardthathasexperienceinselectingarchitectsandnegotiatingcontractswouldbeadvantageousandshouldbeconsideredveryearlyintheprocess.SeeAppendixBforthelistofExpertPanelmembersavailabletoprovideadvice.
Board Approves Architect
Oncetheprequalificationprocessand/orRFPprocesshasbeencompletedandanarchitecthasbeenselected,thefirmselectedshouldbeapprovedbytheboard.Itisveryimportantthatthearchitectknowfromtheoutsetofthecon-tractwhattheconstructionportionofthetotalprojectbudgetis,andcommittoworkingwithinthisbudget.
Developing a Contract
BoththeRoyalArchitecturalInstituteofCanadaandtheOntarioAssociationofArchitectshavetemplatecontractsthatcanbeusedindevelopingacontract:
✦✦ TheRoyalArchitecturalInstituteofCanada,Canadian Standard Form of Contract for Architectural Services, Document Six (2008Edition)
✦✦ OntarioAssociationofArchitects,Standard Form of Contract for Architect’s Services, Document 600 (2008)
16 • From Concept to Classroom
Board Hires Cost Consultant
EffectiveNovember1,2009,aspartoftherequestforApprovaltoProceedwiththeproject(formerlyTransferfromReserveApproval),theministryrequiresaletterfromaseniorboardofficialconfirmingthattheprojectestimatebyacostconsultantiswithinthetotalprojectbudget.
Theroleofthecostconsultantistoreviewthedesign,provideobjectivecost-inganalysisandadvice,andreporttotheboardonoptionstoensurethattheproposedcapitalexpenditureiswithintheapprovedprojectbudget.Itisrec-ommendedthatthecostconsultantbehiredsimultaneouslywiththearchitectsothatthecostconsultant’sreviewformspartofthematerialsthatgototheboardforapproval.Itisimportanttonote,however,thatthecostconsultantmustberetainedbytheschoolboardandnot bythearchitect,toensureinde-pendentevaluations.
Thecostconsultant’sconfirmationshouldbebasedonareviewattwopoints–thefirst,afterthearchitecthascompletedtheschematicdesigndocuments,andthesecond,afterthearchitecthascompleted80percentoftheconstructiontenderdocuments.Aschoolboardusingarepeatdesignisexemptfromthisre-quirement.Ifthecostconsultantidentifiesthatthecostofconstructionexceedsallocatedfunding,theboardmaywishtoidentifyvariablefeaturesforcostingwithinthetender(e.g.,brickexteriorversusmasonryblock)ratherthantrytonegotiatesavingswiththegeneralcontractorafterthetendercloses.Alterna-tively,theschoolboardmayuseitsownfundingtofinancetheshortfall.Thisinformationmustbeincludedinthebusinessplanandpre-tenderapprovalsubmissionstotheministry.
The Consultation Process
Schoolboardsuseavarietyofconsultationmethodstoobtainfeedbackfromeducationstakeholdersonanewschoolormajoraddition.Someboardsestab-lishausercommitteecomposedofsomeorallofthefollowing:
✦✦ ProjectManager✦✦ schoolsuperintendent✦✦ facilityservicessupervisor✦✦ principal✦✦ trustees✦✦ schoolcouncilrepresentatives✦✦ studentrepresentatives
Phase 2: Pre-Tender • 17
AusercommitteecanprovideinitialfeedbacktotheProjectManagerinadvanceofthedevelopmentoftheschematicdesignorinresponsetothedraftschematicdesign.Thecommittee’smandateistime-limitedand,oncetheschematicdesignhasbeenapproved,itcanbedisbandedorengagedtocommunicatesubsequentdevelopments.
Architect Prepares Schematic Design
Onceaclient-architectagreementisinplace,thearchitectandcostconsul-tantmayworkwithmembersoftheusercommitteetodeveloptheschematicdesigndocuments.Thesedocumentscanincludethefollowing:
✦✦ siteplan✦✦ spatialrelationshipdiagrams✦✦ principalfloorplans✦✦ buildingsections✦✦ elevations✦✦ generalspecifications
Attheschematicdesignphase,thearchitectshoulddiscussalternativedesignapproachesand,underthedirectionoftheProjectManager,boththearchitectandthecostconsultantshouldconfirmthatthepreferreddesigniswithintheministry-approvedandschoolboard–approvedgrossfloorareaandtotalprojectbudget.
Board Approves Schematic Design
Beforethearchitectproceedstopreparemoredetaileddesigndocuments,theboardmaywanttoconfirmitsacceptanceoftheschematicdesigndocuments.Inreachingadecision,theboardwillconfirmthatthedesigniswithintheministry-approvedgrossfloorareaandtheconstructionportionofthetotalprojectbudget.
Architect Completes Design Documents
AftertheschematicdesigndocumentsarecompletedandbeforeApprovaltoProceedwiththeprojectisrequestedfromtheministry,thearchitectwillworkwithboardstaffonavarietyoftasks,includingthefollowing:
✦✦ finalizingdrawingsandspecifications,includingtenderandinstructiontobiddersthatarecompliantwiththeOntariogovernment’sSupply Chain Guideline (April2009)
18 • From Concept to Classroom
✦✦ makingapplicationformunicipalsiteplanapprovalandabuildingpermitandassistingtheschoolboardinacquiringaSitePlanAgreementwiththemunicipality
✦✦ assistingwithpreparationoftenderinginformationandconstructioncontractconditions
Whileitistheresponsibilityofthearchitecttocross-checkandcoordinatethedetaileddesigndrawingsagainsttheexactspecifications,someschoolboardshavefounditcost-effectivetocontracta“plansexaminer”toundertakethetaskofconfirmingthecompletenessofthesedocumentsbyensuringthateveryelementinthespecificationsanddrawingsisreflectedandconsistentinthetenderdocuments.Thisadditionallevelofreviewhasthebenefitofreducingthenumberoferrorsandomissionsandtheriskofcostoverruns.
Ministry Provides Approval to Proceed with Project
Ministryapprovalisrequiredbeforeaschoolboardcanenterintoanynewcapitalfinancialcommitments,tenderacapitalproject,ortransferfundsfromitscapitalreserves.
Therequesttoproceedshouldincludethefollowing:
✦✦ theschoolboard’scapitalfinancialtemplate✦✦ aletterfromaseniorboardofficialconfirmingthatthecostconsultant’s
estimateofthetotalcostofconstructioniswithintheboard’sapprovedallocation,or,ifitisnot,identifyingtheothersourcesoffundsthattheboardwillusetocoverthecosts.
Oncetheministryhasgivenapprovaltoproceedwiththeproject,theschoolboardcanproceedtoissuethetender.
Phase 3: Contract Preparation and Tender • 19
Procurement Policies and Procedures
TheOntarioSupply Chain Guideline (April2009)identifiesacommonsetofprocurementpoliciesandproceduresformanagingtheprocurementofgoods,services,andconstructionacrossthebroaderpublicsector,whichincludesschoolboards.EffectiveMarch2010,allschoolboardsmustadoptthesepoliciesandprocedureswithintheirexistingpractices.Thethresholdforcompetitivepro-curementofgoods,services,andconstructionis$100,000.Whilecompetitiveprocurementappliestoprocurementoverthresholds,boardsareencouragedtoconsideropenorataminimuminvitationalcompetitiveprocurementtomaximizetheirchancesofsecuringmorefavourablepricingforcontractsbelowthresholds.Section5.3.8.2.2oftheSupply Chain Guideline,“CompetitiveDocuments”,setsoutalistofrequirementsthatmustbeincludedinaRequestforTender.
ContractPreparation and Tender
Phase 3 P
re-D
esig
n Ministry pre-designapproval. Requires completed
Facility Space Templateand identification
of Project Manager
Board*approves
program, budget,and hiring of
architect
School boarddevelops
business planin context of
current capital plan
School boardappoints
Project Managerand identifiesproject scope
Ministryconfirms
enrolment
Con
trac
t Pre
para
tion
and
Ten
der
Pre
-Ten
der
Ministry Approvalto Proceed withProject (formerly
Transfer fromReserves Approval)
Architectcompletes
designdevelopment
Hire cost consultant
Consultation process
Board*approvesschematic
design
Architectpreparesschematic
design
Board*approvesarchitect Select architect
Prequalificationof architects
Request forProposal
Con
stru
ctio
n
CommissioningLiens
Holdbacks
Monitoringconstruction
Constructioncommences
Occupancy
Final costreconciliation
Warranty inspectionand repairs
NEW SCHOOL, MAJOR ADDITION, OR RENOVATION PROJECT PLANNING
Schoolboardsigns
agreementwith
generalcontractor
Identify additional fundingto offset higher costs
Prequalificationof general
contractors andsubcontractors
Board*approves additional source of funding
School board issues lump sum tender
Successfulbid within
constructionbudget
All bidsexceed
constructionbudget
Board*awardscontract
Ministryapproval ofadditionalsource offunding
Modify design to remainwithin total construction budget
20 • From Concept to Classroom
Prequalification of General Contractors and Subcontractors
Boardsoftenundertakeprequalificationofgeneralcontractorsandmajorsub-contractorstoensurethatonlycontractorswhomeettheboard’sexpectationswithrespecttoexpertise,financialsecurity,experienceconstructingschools,andabilitytocompletedeliverablesontimecansubmitabid.Thecallforprequalificationofcontractorsmustbepubliclyadvertised.
UsefulreferencesinpreparingaRequestforPrequalificationinclude:
✦✦ Supply Chain Guideline(April2009),s.5.3.8.1.3(RequestforSupplierQualifications)and5.3.8.2.1(VendorsofRecordSuppliersList)
✦✦ CCDC [CanadianConstructionDocumentsCommittee]11–Contractor’s Qualification Statement
Theaboveresourcesprovideinformationonthegeneral,financial,andhealthandsafetyrequirementsoftenincludedinRequestsforPrequalification,aswellasprovincialrequirementsrelatedtoregisteringsuppliersonalist.
School Board Issues Lump Sum Tender
Tenderdocuments(lumpsumtenders)areprovidedonlytotheapprovedlistofprequalifiedcontractorsforbidding.Afterthecloseofthetender,thebidsarereviewedandageneralcontractorisrecommended.UseofthestandardcontractformanddocumentsprovidedinCCDC 2 – Stipulated Price Contract (2008)foreachaspectofthetenderingprocessisrecommended.MembersfromtheschoolboardsectorhavedevelopedSupplementaryConditionstoCCDC 2thatmoreaccuratelyreflecttheinterestsofschoolboards;therefore,itisstronglyrecommendedthatboardsreviewbothdocuments andappendappro-priateSupplementaryConditionprovisionsinpreparingtheirowncontracts.
Beforeadvertisingthetenderpackage,itisusefultoreviewCCDC 23 – A Guide to Calling Bids and Awarding Contracts (2005)toensurethatthebiddocumentsprovidebidderswithalltheavailableinformationabouttheproject.Itisalsohelpfultohaveacostconsultantreviewthetenderpackageforclarity,timeliness,andcompleteness.
Evaluating Tenders
TendersmaybeevaluatedinaccordancewithCCDC 23, andtherequirementsrespectingsignature,seal,securitydeposit,andbondingshouldbestrictlyenforced.SchoolboardsmustcomplywiththeSupply Chain Guidelinewhenprojectsexceed$100,000inconstructioncosts.Aspartofthetenderevaluation
Phase 3: Contract Preparation and Tender • 21
process,thearchitectmustanalyseallopenedtendersforcompliancewiththespecificrequirements.Thearchitectshouldalsoprovidetheschoolboardwithaletteradvisingthatthefirmhasreviewedthetendersandfoundthemtobecompliant,andthatitrecommendsawardingacontract.
Itisadvisablethataschoolboardseeklegaladviceshoulditdecidetonotawardtheconstructioncontracttoeitherthelowesttendereroranytenderer.
Ifthetenderedamountandsoftcostsarewithinthetotalprojectbudgetapprovedbytheministry,theschoolboardmayproceedtoacceptthetender.IfthetenderedamountexceedstheamountapprovedbytheministrywhenitprovidedApprovaltoProceed,theboardwillneedtopursueoneofthefollowingtwooptions:
✦✦ modifythedesignsothatitfallswithinthetotalprojectbudget,or✦✦ identifyadditionalschoolboardfundsthatwillbeusedtooffsetthe
highercosts
Shouldalltendersexceedtheministry-approvedfunding,aschoolboardhastheoptionofreviewingallbidstoseewhatfeaturescanbemodifiedinordertobringthecostwithintheministry’sallocation.Forthisreason,ifaboardisconcernedthataprojectmayexceeditscostestimate,itcanaskbidderstoprovideseparatepricesforspecificitems.Separatepricingallowstheboard,whenawardingacontracttothesuccessfulbidder,todeleteoradditemsbasedonthestatedpricesinordertoachievetheoptimaloutcomefortheprojectwithoutexceedingthefundingallocation.
Identifying Addit ional Funding to Offset Higher Costs
IfthetenderedamountforthecapitalprojectishigherthantheamountonwhichtheApprovaltoProceedwasbased,theschoolboardwillberequiredtoidentifyasourceoffundingtooffsetthehighercostsandwillneedaddition-alministryapprovalforthehigheramountbeforethecontractcanbeawarded.Itiswithinthediscretionoftheministrynottoaccepttheadditionalsourceoffundingiftheadditionalfundingisnotintendedtofundpupilplaces.
Post-Bid Negotiations
Ifafterthecloseofthetenderthelowestbidreceivedexceedsthetotalprojectbudgetandtheschoolboarddoesnothaveadditionalfundingtocontributetotheproject,itmayselectfromamongarangeofoptions,eachwithitsownrisksandadvantages.Therearemanyconsiderationsthatneedtobetakenintoaccount,andnouniformpracticeamongschoolboards.Aboardmaywishto
22 • From Concept to Classroom
refertoCCDC 23 – A Guide to Calling Bids and Awarding Contracts, inwhichvariousoptionsareidentified.ItisalsoadvisablethatboardstaffcontactoneoftheExpertPanelmemberslistedinAppendixBand/orconsultwithlegalcounselinthecourseofdecidingwhichoptiontopursue.
Board and Ministry Approve Additional Source of Funding
Assumingthat boththeboardandtheministryapprovetheadditionalsourceoffunding,theschoolboardwouldproceedasusualtoawardthecontractandsignacontract(CCDC 2)withthegeneralcontractor.
Board Awards Contract
Whenadditionalapprovalforthehighercostisrequired,theschoolboardshallnotsignacontractbeforereceivingministryapproval.Ifitproceedswithoutapproval,theministrycanholdtheschoolboardresponsibleforallcostsrelatedtothedissolutionofcontracts.
Thefollowingdocumentshouldbeusedindevelopingacontract:
CCDC 2 – Stipulated Price Contract (2008)
School Board Signs Contract with General Contractor
Oncetheschoolboardhasawardedthecontract,theformalcontracthasbeensigned,anddocumentsconfirmingallmandatoryrequirementsofthetender(bonding,insurances,healthandsafetydata,buildingpermits,siteplanagree-ments,etc.)havebeenobtained,constructioncanbegin.ConstructionoftheprojectisthesoleresponsibilityofthegeneralcontractorandistobecarriedoutinaccordancewiththetermsofthecontractandadministeredbythearchitectandtheProjectManagerthroughtocompletion.
Immediatelyafterthecontractisawarded,theProjectManager,throughthearchitect,shouldaskthegeneralcontractorforthefollowingmaterials:
✦✦ adetailedprojectschedulethathasbeenreviewedandapprovedbythearchitect
✦✦ ascheduleofvalues,showingthetotalprojectcostdividedintovariouscomponentsoftheworkbreakdownstructure(e.g.,mechanical,electrical,foundation,sitework).Thisschedulewillassistinconfirmingprogressdraws(paymentstothegeneralcontractorduringthecourseofconstruc-tion).Thearchitectreviewsandapprovesthisscheduleaswell.
Phase 3: Contract Preparation and Tender • 23
✦✦ detailedshopdrawingsandothersubmittals,certifiedbythearchitectand/orengineerasconfirmationthattheyareinaccordancewithwhatwasrequestedinthetender(e.g.,steelshopdrawings).Thedrawingshelptoensurethatthecorrectequipment/materialsareorderedandreceivedontime.Forcomponentsthatcannotbedrawn,actualsampleswillbeprovided(e.g.,brick,flooring,windows).
Itisstronglyrecommendedthatapreconstructionmeetingbeheld.Topicsfordiscussionshouldincludetheauthority,roles,responsibilities,practice,andproceduresofallparties,toensurethesmoothadministrationofthecon-tract.Participantsshoulddecidewhensitemeetingswilloccur,whoisexpectedtoattend,andwhowillberesponsiblefortheminutesofmeetings,aswellasforthedocumentationandworkingtimelinesrequiredforprogresspaymentsandchangeorders.
Bonds
Whiletheschoolboardisnotresponsibleforobtainingbonding,itisrespon-sibleforensuringreceiptofbonding.Itistheresponsibilityofthegeneralcontractortoobtainbondingasspecifiedinthecontractdocuments.Abondprovidesownerswithperformancesecurityinthatitensuresacompletedprojectintheeventofdefaultandpaymentprotectiontosub-tradesandsuppliers.Varioustypesofbondsareroutinelyrequiredaspartofthecapitalconstructionprocess.Themostfrequentlyrequestedbondsarethefollowing:
✦✦ Bid bond–Intendedtoprotecttheschoolboardfromthe“lowestirresponsiblebidder”byprovidingassurancethatthecontractorwillenterintoacontractandprovidetherequiredsecurity.Typically,10percentofthetenderamountisrequired.Ifthecontractordefaults,thesuretypaysthedifferencebetweenthesuccessfulbidandthesecondbidder.
✦✦ Performance bond–Intendedtoprotectperformanceofthecontractinaccordancewithitstermsandconditionsintheeventthatthecontractorisindefaultandthedefaultisdeclared.
✦✦ Labour and materials bond–Intendedtoensurethatthecontractorwillpayalldirectsubcontractorsandsuppliersofmaterialsandservicesprovidedtothebondedproject.
Schoolboardsshouldonlyacceptbondsissuedbydulylicensedsuretyfirms.Itisbesttospecifythisrequirementinthetenderspecificationsandcontract.
24 • From Concept to Classroom
Toconfirmasuretycompany’sstatusorforclarificationregardingthevarioussuretyproducts,contacttheSuretyAssociationofCanada.Additionalinforma-tiononbondscanbefoundinCCDC 22 – A Guide to Construction Surety Bonds.
Insurance
Aboardshouldsatisfyitselfthatexistinginsurancepoliciesincludeconstruc-tioninsuranceuptoaspecifiedamount.Theboardmaywanttoincludecon-structioninsuranceinthebidformasaseparatepriceandcomparethecostofpurchasinganyadditionalconstructioninsurancedirectly.Purchasingaddition-alinsuranceinnowayremovesthegeneralcontractor’sriskandliability,butidentifyingtheschoolboardasco-insuredonthepolicyaddsextraprotection.
Commontypesofinsuranceinclude:
✦✦ generalliabilityinsurance✦✦ broadformpropertyinsurance✦✦ automobileliabilityinsurance✦✦ builder’sriskinsurance
Nopaymentsshouldbemadebytheschoolboarduntilithasbeenprovidedwithwrittenconfirmationthatbondingandinsuranceareinplace.
Foradditionalinformationoninsurance,refertoCCDC 21 – A Guide to Construction Insurance (2000).
Phase 4: Construction • 25
Construction Commences
Thearchitectwilloverseetheconstructionprocesstoensurethatallthedesignplansareadheredtoandthatprogressismadeonatimelybasis.Thearchitect’srolealsoincludesadministeringthebuildingcontract,submittingfinancialreports,andgivingadviceonmaintenanceregimes.Particularresponsibilitiesofthearchitectwithrespecttoconstructionincludethefollowing:
✦✦ Payment certification:Assessingtheeligibilityforandcertifyingentitle-menttoprogresspaymentsthataretobepaidtothebuilderoverthecourseofconstruction
✦✦ Change orders:Providing,inwriting,anexplanationtotheProjectManagerofwhyachangeorderisnecessaryorwhyavariationtothecontractisbeingprocessed,whetherthechangeisrequiredtodealwithsuchunforeseencircumstancesasmayariseduringthebuildingprocessortomeetchangingrequirementsinrelationtothebuildingthatareidentifiedonlyafterthecontracthasbeensigned
✦✦ Supervision:Ensuringthattheprojectisconstructedinaccordancewiththecontractdocuments,determiningpracticalcompletion,andcertifyingthe“substantialperformance”ofthecontractandfinalcompletionofwork.
Allcapitalprojectsmustbecarefullymonitoredtoavoidasituationwhereasignificantnumberofchangeorderscausescoststoexceedthetotalproject
ConstructionPhase 4P
re-D
esig
n Ministry pre-designapproval. Requires completed
Facility Space Templateand identification
of Project Manager
Board*approves
program, budget,and hiring of
architect
School boarddevelops
business planin context of
current capital plan
School boardappoints
Project Managerand identifiesproject scope
Ministryconfirms
enrolment
Con
trac
t Pre
para
tion
and
Ten
der
Pre
-Ten
der
Ministry Approvalto Proceed withProject (formerly
Transfer fromReserves Approval)
Architectcompletes
designdevelopment
Hire cost consultant
Consultation process
Board*approvesschematic
design
Architectpreparesschematic
design
Board*approvesarchitect Select architect
Prequalificationof architects
Request forProposal
Con
stru
ctio
n
CommissioningLiens
Holdbacks
Monitoringconstruction
Constructioncommences
Occupancy
Final costreconciliation
Warranty inspectionand repairs
NEW SCHOOL, MAJOR ADDITION, OR RENOVATION PROJECT PLANNING
Schoolboardsigns
agreementwith
generalcontractor
Identify additional fundingto offset higher costs
Prequalificationof general
contractors andsubcontractors
Board*approves additional source of funding
School board issues lump sum tender
Successfulbid within
constructionbudget
All bidsexceed
constructionbudget
Board*awardscontract
Ministryapproval ofadditionalsource offunding
Modify design to remainwithin total construction budget
26 • From Concept to Classroom
budget.Ifthecapitalprojecthasbeenwellplanned,changeordersshouldnotpresentasignificantissue.Schoolboardsarestronglyencouragedtodevelopapolicyorprocedureonhowchangeorderswillbehandledtoallowthecon-tinuationofworkwithinprojectedtimelines.AsamplechangeorderpolicyisincludedinAppendixEofthisdocument.
Somechangeorderscouldpresentamaterialchangetothedesign.Shouldthisbethecase,theboardmayneedtoconfirmwiththegeneralcontractorthattheexistingbondingandinsurancearestillappropriate.
Monitoring Construction
Generally,weeklyorbi-weeklymeetingswillbeheldduringtheconstructionphase.ParticipantsoftenincludetheProjectManager,thearchitect,thegeneralcontractor,andappropriatesub-consultants.Minutesofallmeetingsshouldbekept;ideally,theyshouldbepreparedbythearchitectforthebenefitofboththeschoolboardandthegeneralcontractor.
Progress Payments
Asthejobprogresses,thegeneralcontractorwillgenerallyapplyforprogresspayments,or“draws”,onamonthlybasis.Theprogressdrawsarebasedonthevalueoftheworkdoneinthepaymentperiod.Thevalueofthisworkisjudgedinrelationtothecontractworkbreakdownstructure.TheprogressrequestistypicallyacceptedbytheProjectManagerandtheschoolboardonlyaftercertificationbyeitherthearchitectortheengineerthroughaCertificateofPayment.
Duringtheconstructionphaseandforthespecifiedstatutoryperiod(i.e.,45daysafterwards),theschoolboardmaysafelymakeprogresspaymentstothegeneralcontractorforallamountsexceptthestatutoryholdback.However,iftheboardreceivesnoticefromsubcontractorsorsuppliersthatliensareoutstandingandunlikelytobepaidbythegeneralcontractor,theschoolboardwillneedtoreviewitscontractwiththegeneralcontractortodeterminewhatstepsitcanlegallytake.
Itistheschoolboard’sresponsibilitytoknowiflienshavebeenregisteredagainstitsproperty.Sub-searchesonpropertytitleshouldbecompletedtoreducetheriskofalienbeingregisteredunknowinglybyasubcontractor,supplier,orotherserviceprovider.Itisimperativethatpaymentbemadeasquicklyaspossibleafteranacceptableliensub-searchhasbeenperformed,
Phase 4: Construction • 27
preferablyonthesameday,tominimizetheriskofalienbeingplacedonthepropertyafterthesub-searchbutbeforethegeneralcontractorreceivespayment.
Generalcontractorsmustsubmitastatutorydeclarationwhensubmittingaprogressdraw,declaringthatthesubcontractorsandsupplierstothecontractorhavebeenpaid.Thestatutorydeclarationprovideslimitedprotectionfortheschoolboardbecauseitspecifiesthatonlythosepartieswithwhomthecontractorhasadirectrelationshiphavebeenpaidforsupplies/servicesrendered.Itdoesnotapplytootherpartieswhoprovidesupplies/servicestothesubcontractorsandsuppliers.
Arecentsurveyofschoolboardsreflectsavarietyofpracticeswithrespecttoperformingsub-searches.Someboardsconductasub-searchforeveryprogressdraw,someforeveryotherpayment,andsomeonlyifproblemsaresuspected.Someschoolboardssetaminimumdollarvalue(rangingfrom$100,000to$500,000)forperformingasub-searchandsomerelyonthestatutorydeclara-tionthatissubmittedwitheachprogressdrawrequest.
Itisrecommendedthatallschoolboardsestablishadollarthreshold(e.g.,$0,$100,000,$250,000)forconductingsub-searchesandthattheyconductasub-searchforeveryprogressdrawthatmeetsthiscriterion.(SeeAppendixFforasampleschoolboardprogressdrawpolicy.)Asub-searchgenerallycostsbetween$50and$125.
Outlinedbelowaresomeadditionalgoodpracticesandtasksthatboardsoftenundertakeduringtheconstructionphase.ThesetasksaregenerallyundertakenbytheProjectManageroradesignate:
✦✦ Obtainsitereviewsofconstructionandreportsofallsitevisitsfromarchitect/consultant(e.g.,engineer).
✦✦ ReviewwithconsultantsthatthegeneralcontractoriscarryingoutworkinasafemannerthatmeetstherequirementsoftheOccupationalHealthandSafetyActandregulationsmadeundertheact.
✦✦ Communicatedecisionsthroughthearchitecttothegeneralcontractor.✦✦ Reviewworkandconstructionscheduleregularly,andensureremedial
actionbythegeneralcontractorasrequired.✦✦ Coordinateparticipationofschoolboardmaintenancetechniciansin
operationalreviewofsystemmock-ups/installation.✦✦ Provideongoingadviceandinformationtoarchitect,consultants,and
generalcontractorrelatingtospecificschoolboardrequirements.✦✦ Review,evaluate,andapprovechangeordersafteradequatereviewby
architectandconsultants.
28 • From Concept to Classroom
✦✦ Reviewandapproveallpaymentstoarchitect.✦✦ Providekeyingschedule(policy),lockernumbering,andotheroperational
requirements,suchasinteriorandexteriorschoolsignage,schoolname,andschoolcolours,toarchitectandgeneralcontractor.
✦✦ Approvematerialsselectionandcolourschemeandcoordinatepurchaseoffurnitureandequipment.
✦✦ ProvideSuperintendentofSchoolsandprincipalwithfurnitureandequipmentbudget.
✦✦ Provideperiodicprogressreportstoboard.✦✦ Assignheadcaretakertothenewschoolsufficientlyinadvanceof
completionthatheorshemaybecomefamiliarwiththebuildingsystemsandorganization.
Commissioning
Commissioningistheprocesswherebyanindependentconsultant(a“com-missioningagent”)verifies,throughtesting,thatallofthenewschool’soperat-ingsystemsperforminaccordancewithdesignspecificationsandoperationalneeds.Thisprocessofverificationincludesbutisnotlimitedtoallmechanicalsystems,airandwaterbalancing,controlsystems,energymonitoringandcontrolsystems(EMCS),equipmentstart-upandsequencing,emergencygenerator,andlifesafetysystems(e.g.,sprinklers,kitchenhoodsuppressionsystems,firealarmsystem,extinguishers,elevators,securitysystems,andPAsystems).Takeoverofthenewlyconstructedschoolandcommissioningareasimportantastageforoverallprojectsuccessasthedesignandconstructionofthecapitalproject.Asmoothtransitioninpassingtheschoolfromitsconstruc-tionphasetoitsfinaluseisalsorelevanttoschoolboardassessmentandthesuccessoftheproject.Keyareasofconcernduringthetakeoverandoccupancyphaseincludethefollowing:safetyplanning;resourceplanning;communica-tion;movingofstaff,furniture,andfiles;stafforientationandtrainingonalloperatingsystemsandequipment;andstaging.
ItisrecommendedthatboardsincludeproceduresoutlinedinthedocumentOAA/OGCA Take-Over Procedures,whichclearlysetsouttheproceduresrequiredtofacilitatetheclosingstagesofaconstructioncontractandthetake-overoftheprojectbytheboard,intheircontractwiththegeneralcontractor.
Thecommissioningprocessoftenfocusesonbuildingsystems(e.g.,boiler,HVAC),butitcanbecustomizedforeachproject.
Phase 4: Construction • 29
Foradditionalinformationoncommissioning,refertothe Canadian Handbook of Practice for Architects, Volume 2, subsection2.3.12,“Take-overProcedures,Commissioning,andPost-occupancyEvaluation”.
Liens and Holdbacks
Anypersonorcorporationthatprovideslabour,services,orsuppliestoim-proverealpropertycanplacealien.Alienisalegalholdagainsttheowner’s(i.e.,theschoolboard’s)propertyandallowsunpaidcontractors,labourers,suppliers,andevenarchitectsandengineerstoclaimagainsttheowner’spropertyuntiltheyarepaid.Tomakealienlegallyactionable,thelienholdermustregisteritontitle.Alienmayberegisteredduringtheperformanceoftheworkorservicesorsupplyofmaterialsorwithin45daysofcompletionorabandonmentofperformance.Ifalienisnotregisteredwithinthestatutoryperioditceasestoexist.Registrationgivesalienholder90daysaftertheworkhasbeencompletedorthematerialshavebeenplacedorfurnishedtocommencealegalaction.
Asnotedearlier,thegeneralcontractorwilltypicallyapplyformonthlyprog-ressdrawsthroughthecourseofconstruction,basedonthevalueofworkdoneduringtheparticularmonth.Aftertheprogressdrawrequestisacceptedbytheboardand/orcertifiedbythearchitectorengineer,theschoolboardmakesthepayment.However,theConstructionLienActrequiresthattheschoolboard,asowner,retaina“statutoryholdback”atalltimesofatleast10percentofthevalueoftheworkdone.Theholdbackwillbehelduntilreleasedtothegeneralcontractorontheexpirationoflienrights.
Shouldalienberegisteredagainsttheschoolboard’sproperty,a“noticeholdback”ofanamountequaltothevalueofanyregisteredlienplus25percentmayberetainedbytheboardfromsubsequentpaymentsuntilthelienisdischarged.Optionsotherthanretaininganoticeholdbackarealsoavailable,soitisadvisablethattheschoolboardconsultalawyer.
Subjecttocertainpublicationnoticesandtimelines,theConstructionLienActpermitsthereleaseofholdbacksonceaprojectis“substantiallycomplete”.Substantialperformanceisachievedwhentheprojectisreadyforitsintendeduseandthecostoffinishingtheworkorrectifyingdeficienciesisnotmorethan3%ofthefirst$500,000ofthecontractprice,2%ofthenext$500,000,and1%ofthebalance.Atthispoint,aCertificateofSubstantialPerformancemaybeissuedbythearchitect.Oncethecertificatehasbeenissued,thecon-tractorwillpublishanoticeattestingtosubstantialperformanceandinforming
30 • From Concept to Classroom
anyinterestedpartiesthattheyhave45daysfromthedateofpublicationtoregisteralienorforgoprotectionoftheConstructionLienAct.Afterthispoint,toprotectagainstthecompletionofoutstandingworkanddeficiencies,theschoolboardmayretainanyfurtherpaymentsuntilthearchitectissuesaCertificateofTotalCompletion(whencosttocompletealloutstandingworkanddeficienciesisdeemedtobethelesserof1%or$1,000)andtheexpirationofallremaininglienrightsisdetermined.
Workplace Safety and Insurance Board Certification
AWorkplaceSafetyandInsuranceBoard(WSIB)StatutoryDeclarationlistingoutstandingaccountsandmoniespaidandaWSIBCertificateofClearanceshallbesubmittedbythegeneralcontractortothearchitect/boardwitheachmonthlyprogressdrawandbeforethereleaseofthestatutoryholdback.
Deficiencies
Throughouttheentireconstructionprocess,thearchitect/engineerwillmoni-torforanydeficienciesduringsitevisitsandbringthesetotheattentionofthegeneralcontractorforfollow-up.Whenthearchitectandthegeneralcontrac-toraresatisfiedthatsufficientprogresshasoccurredtoconfirmsubstantialperformance,thearchitect,consultants,generalcontractor,andboardrepre-sentativewillconductafinalinspectionoftheproject.IfthearchitectissuesaCertificateofSubstantialCompletion,thenthegeneralcontractormaypublishnotificationofsubstantialperformanceintheDailyCommercialNews(DCN)tostartthe45-daylienperiod.
Followingsubstantialperformance,whenalloutstandingand/ordeficientworkhasbeencorrected,theprojectiscertifiedascompleted.Totalperformanceusuallyoccurswhenthelesserof$1,000or1percentofthecontractamountisoutstanding.
Aspartofthedeterminationofsubstantialperformance,acommissioningagentmaybeaskedintheprocessoftestingthemajorschoolequipment(e.g.,boilers,humidifiers,chillers)toprepareasummaryreportofdeficiencies.Thecommissioningagent’sreportwillalsobeprovidedtothegeneralcontrac-torforfollow-upandcorrectionofdeficiencies.
Althoughcommissioningagentsmaynotbereadilyavailableatalltimes,schoolboardsthatregularlyundertakesignificantcapitalconstructionprojectsrecommendinvestingtheadditionaltimeandexpensetohireacommissioning
Phase 4: Construction • 31
agent,becausetheagentworksindependentlyofthegeneralcontractorandmayuncoverdeficienciesthatmightotherwisegoundetected.
Warranty Inspection and Repairs
Elevenmonthsafter“substantialcompletion”,ameetingwillbeorganizedbytheschoolboardwiththearchitect,thegeneralcontractor,andotherconsul-tants,asrequired,toidentifyallrepairsandwarrantyadjustments.Thewarrantyinspectionwillresultinareportoutlininganyoutstandingwarrantyitemsorlatentdeficiencies.Acopyofthereportwillbeprovidedtothegeneralcon-tractortomakethenecessaryrepairswithinanagreedtimeschedule.
Thewarrantyperiodforroofs,windows,andsoon,areoftenlongerthanayear,sosimilarmeetingswilltakeplacebeforesubsequentanniversarydatesfrom“substantialcompletion”toidentifyanyrepairtoextendedwarrantyitems.Extendedwarrantiesdoexistforsomefeatures,includingwindows,roofs,andHVACsystems.
Final Cost Reconciliation
Asafinalaccountabilitymeasure,schoolboardswillundertakeafinalsummaryofaccountingwhentheprojectis100percentcompleteandallbillsandinvoiceshavebeenpaid.Mostschoolboardswillpresentthefinalsummaryofaccount-ingtotheirboardoftrustees,especiallyifthetotalprojectcostexceedstheprojectbudget.
Inadditiontocostreconciliation,boardstaffshouldundertakeapost-constructionreviewtoassesstheoverallcapitalconstructionprocessandtoinformfutureprojects.Someofthethingsboardscommonlyreviewincludethefollowing:
✦✦ contractorandsub-tradesperformance✦✦ architectandconsultantperformance,includinganalysisofthecostand
reasonsforchangeorders✦✦ listofwarranties(reviewwithmaintenancedepartmentandcustodialstaff)✦✦ compliancewithministrySFISreportingrequirements(byupdatingcapital
constructioninformation)
32 • From Concept to Classroom
Ralph Benson, Chair SuperintendentofCorporatePlanning,YorkDistrictSchoolBoard
Sandi Ackroyd AssistantManager,PlantDepartment,RainbowDistrictSchoolBoard
Kevin Bushell ExecutiveOfficer,FacilityServicesandCapitalPlanning,ThamesValleyDistrictSchoolBoard
Glenn Clarke ControllerofPlant,SimcoeMuskokaCatholicDistrictSchoolBoard
Giacomo Corbacio Superintendent,FacilityManagementServices,HaltonCatholicDistrictSchoolBoard
Fred Chrystal Superintendent,PlanningandFacilities,OttawaCatholicDistrictSchoolBoard
Gerry Cullen SuperintendentofFacilityServices,HaltonDistrictSchoolBoard
Bryce Eldridge SuperintendentofPlant,YorkCatholicDistrictBoard
Suzanne Labrecque Directricedusecteurdel’immobilisationdel’entretienetdelaplanification,CSDduCentre-Sud-Ouest
Lewis Morgulis ManagerofFacilityPlanning,YorkDistrictSchoolBoard
Luc Poulin DirecteurduServicedesimmobilisations,CSDcatholiqueduCentre-Est
Paul Scinocca ManagerofCapital/RenewalProjects,UpperGrandDistrictSchoolBoard
Wolfgang Stumpf ManagerofDesign,Dufferin-PeelCatholicDistrictSchoolBoard
Arnie Wohlgemut SeniorManagerFacilityServices,WaterlooCatholicDistrictSchoolBoard
Randy Wright Controller,Planning&Accommodation,PeelDistrictSchoolBoard
Members of the Expert Panel on Capital Standards
Appendix A
Appendix B • 33
Name E-mail Address Board Phone Number
Sandi Ackroyd ackroys@rainbowschools.ca Rainbow DSB 705-674-3171 Ext 7260
Ralph Benson ralph.benson@yrdsb.edu.on.ca York DSB 905-727-3141 Ext 2225
Kevin Bushell k.bushell@tvdsb.on.ca Thames Valley DSB 519-452-2000 Ext 21025
Glenn Clarke gclarke@smcdsb.on.ca Simcoe Muskoka Catholic DSB 705-722-3555
Giacomo Corbacio corbaciog@hcdsb.org Halton Catholic DSB 905-632-6300
Fred Chrystal fred.chrystal@ottawacatholicschools.ca Ottawa Catholic DSB 613-224-4455
Ext 2322
Gerry Cullen culleng@hdsb.ca Halton DSB 905-335-3663 Ext 3357
Bryce Eldridge bryce.eldridge@ycdsb.ca York Catholic DSB 905-713-1211 Ext 2340
Suzanne Labrecque labrecques@csdcso.on.ca CSD du
Centre-Sud-Ouest 416-614-5917
Lewis Morgulis lewis.morgulis@yrdsb.edu.on.ca York DSB 905-727-3141 Ext 2419
Luc Poulin poulil@ceclf.edu.on.ca CSD catholique du Centre-Est 613-746-3686
Paul Scinocca paul.scinocca@ugdsb.on.ca Upper Grand DSB 519-822-4420 Ext 847
Wolfgang Stumpf wolfgang.stumpf@dpcdsb.org Dufferin-Peel Catholic DSB
905-890-0708 Ext 23213
Arnie Wohlgemut arnie.wohlgemut@wcdsb.ca Waterloo Catholic DSB
519-578-3660 Ext 2272
Randy Wright randy.wright@peelsb.com Peel DSB 905-890-1010 Ext 2203
Expert Panel Contacts
Appendix B
34 • From Concept to Classroom
Sample Total Project Budget
Appendix C
Total Project Budget (Elementary School)
Date:
Estimated Costs Estimated Subtotals
Construction/Site Development
Construction Estimate $6,950,000.00
Building Permit $69,500.00
Design Contingency $173,750.00
Project Coordination $40,000.00
net HST $119,887.50
$7,353,137.50
Architects/Consultants Architect $520,000.00
Other Consultants $20,000.00
Survey/Testing/Permits $25,000.00
net HST $9,416.67
$574,416.67
Furniture and Equipment F&E Total $320,000.00
$320,000.00
Construction and Soft Cost Subtotal
$8,247,554.17
Project Contingency $206,188.85
Total $8,453,743.02
Note:Figuresareforpurposesofillustrationonly.
Appendix D • 35
SELECTION OF ARCHITECTS
Statement of PolicyItisthepolicyofthisBoardthatarchitectsoncapitalprojectsinitiatedbytheschoolboardberecommendedforBoardapprovalbythePhysicalPlanningandBuildingCommittee,asaresultofinterviewsandinaccordancewiththeproceduresestablishedbytheBoard.
Procedure for SelectionOutoftheBoard’sfileofarchitectsexpressingwritteninterestinacommissionwiththeBoard,aPreselectionCommittee,comprisingaSuperintendentofEducation,theControllerofPlanningandAccommodationSupportServices,andtheManagerofPlanningandNewSchoolAccommodation,willreviewallsubmissionsandchooseasignificant*numberofarchitecturalfirms,basedontheCriteria for the Selection of Architects(attachedasAppendixNo.1).3
ThesefirmswillbenotifiedthattheyhavebeenchosenbythePrequalificationCommitteeandtheywillberequestedtoprepareaspecificproposalfortheCommittee’sreview.ThisproposalshallincludethecompletionoftheArchitect’s Qualification Statement(attachedasAppendixNo.2)andshallincludepictures,descriptionsofpreviouswork,designstatements,andotherinformationchosenbythefirmstodescribetheirwork.
OncetheArchitect’s Qualification Statements,andotherpertinentdatathatthearchitectselecttopreparearereceived,thePrequalificationCommitteeshallexpandtoincludetheChairofthePhysicalPlanningandBuildingCommitteeandtheChairoftheBoard(ortheirdesignates).ThisCommitteewillbeknownastheArchitectSelectionCommittee.
Sample Board Policy on the Prequalification of Architects
Appendix D
3.Theappendicesarenotincludedinthissample.
*AnumberthatwillaffordtheArchitectSelectionCommitteeawideselection,butnomorethantwenty.
36 • From Concept to Classroom
Outoftheoriginalprequalifiedsubmissions,theArchitectSelectionCommitteewillselectuptosevenarchitecturalfirmsforeachcategoryofwork.Areport,includingabriefresumeoneachofthearchitecturalfirmstobeinterviewedbythePhysicalPlanningandBuildingCommitteeoftheBoard,willbeprepared.ThesearchitectsshallbeinterviewedbythePhysicalPlanningandBuildingCommittee.Theorderofarchitectinterviewswillbeestablishedbyadraw.
ThePhysicalPlanningandBuildingCommitteewillmakeitsrecommendationtotheBoard,choosingonearchitecturalfirmforeachcategoryofwork.
CRITERIA FOR THE SELECTION OF ARCHITECTS
Professional QualificationsTheconsultantsmustholdprofessionalqualificationsandberegisteredbytheirprofessionalorganizationsandlicensedtopracticeinOntario.
ExperiencePreferencewillbegiventofirmswithrecentsatisfactoryexperienceinschoolconstructioninSouthernOntario.However,considerationwillbegiventofirmsthathavedesignedothertypesofbuildingsandindicatepotentialabilitytointroducesuperiordesignorachieveeconomiesinschoolconstruction.
Control of CostsTobeselected,architectsmustproduceevidenceoftheirabilitytocontrolcostsandtodesignschoolswithintheestimatesapprovedbytheBoard.Thefinalistsmustindicate,inwriting,thattheyagreetosigntheBoard/Architect Agreement,whichstipulatesthattheywillredesignanyoftheirprojects,attheirownex-pense,tobringthecostwithintheapprovedestimates.
Size of FirmPreferencewillbegiventofirmsinwhichthesupervisionofconstructionisconductedbyaprincipalofthefirm.Theabilityofthefirmtoproducesketchplansandpreparecontractdocumentswithinthespecifiedperiodswillalsobeaconsiderationforselection.
Quality ControlPreferencewillbegiventoarchitecturalfirmsthathaveaprovenrecordofmaintainingqualitycontrolthroughouttheconstructionoftheproject.
Appendix D • 37
FeeTheconsultantsmustbepreparedtoacceptthefeescheduleasapprovedbytheBoardandpreparealldocumentationonthepercentagesasoutlinedintheBoard/Architect Agreement.
Location of OfficeOtherfactorsbeingequal,preferencewillbegiventofirmslocatedwithin50kmofthe[municipality/region]
38 • From Concept to Classroom
Purpose
Thispolicyoutlinestheprocedurebywhichallconstructionprojectchangeswillbeimplemented.Theprocedureisbasedonaphilosophythatallchangeswillbeheldtoanabsoluteminimum,andonlynecessarychangeswillbeapproved.Thisprocedurecloselyalignswithproceduresoutlinedinconstructionindus-trystandardcontractformatCCDC 2 – Stipulated Price Contract (2008).
Definitions
(i) Change Directive and Contemplated Change Order –Achangedirective(exampleattached)4isawritteninstruction,preparedbythearchitect andsignedbytheBoard,directingachangeinthework[asspecifiedinthecontractdocuments]thatmaybeoutsidethegeneralscopeofthecontractdocuments.Achangedirectiveisinitiatedasaresultofworkrequiringimmediateattention(notstoppingworkinprogress).AContemplatedChangeOrderformisthencompletedassoonaspossible.
(ii) Change Order –Achangeorder(exampleattached)isawrittenamendmenttothecontract,preparedbythearchitect andsignedbytheBoardandthegeneralcontractor, statingtheiragreementon:achangeinthework;thefinancialamountoftheadjustmentinthecontractprice,ifany;andtheextentoftheadjustmentintheconstructioncompletiondate,ifany.
(iii) Site Instruction–Siteinstruction(exampleattached)isawritteninstruc-tion,preparedandsignedbythearchitect,providingdirectionintheworkwithinthegeneralscopeofthecontractdocuments.Asiteinstructionshallnotbeconstruedasanauthorizedchangetothecontractprice and/ortheconstructioncompletiondate.
Sample Board Policy on Change Orders
Appendix E
4.Theexamplesarenotincludedinthissample.
Appendix E • 39
Procedure Withrespecttochangeorders,thefollowingprovisionsmustbeobserved:
1. TheconstructioncontractapprovedbytheBoardshouldbesuchthattheBoardwillnotrequiremodificationtothefloorplan,equipment,componentsystems,finishes,oranyothersignificantdetails.
2. Thearchitecturalfirm,initsagreementwiththeBoard,agreesthatnofeesorreimbursableexpensesshallbepaidtothearchitectorthesub-consultantsthatrelatetoerrorsoromissionsofthearchitectorthesub-consultantsresultinginextracostorchangestothecontract.
3. AllContemplatedChangeOrderformsandchangeorderswillbeevalu-atedbyBoardrepresentativesandmustbecost-estimatedaccurately.Thefollowingchartidentifiessigning-levelapprovals:
$ Level Project Manager
Manager,Design and Construction
Controller,Planning andAccommodation
Associate Director, Operational Support Services
1. Change orders<$5,000
2. Change orders<$10,000
3. Change orders$10,000–$100,000
4. Change orders>$100,000
=signaturerequiredAdministration=ProjectManager;Manager,DesignandConstruction;Controller,PlanningandAccommodation;AssociateDirector,OperationalSupportServices
4. Anyrequiredchanges,suchasthoserelatedtothecorrectionofpreviouslyundetectedproblemsinsiteconditions,directionsfromauthoritieswithjurisdictionoverthesite,orchangesincodes,willbeapprovedonlyafterathoroughevaluationoftheirprospectivecosts.
5. Allchangesprocessedandapprovedwillidentifyanyimpactonconstruc-tioncompletionandoccupancydates,thebudget,thecontingencyormis-cellaneousaccount,andsoon,andwillincludereferencetooutstandingorremainingcontractfunds;
40 • From Concept to Classroom
6. TheBoardwillnotpayforthearchitect’sorsub-consultant’sfeesrelatingtoContemplatedChangeOrderformsorchangeorderstoeasetheflowofwork(unlessotherwisenegotiatedbytheBoardandthearchitectasacost-reductionmeasure);
7. TheBoardwillavoidapprovingchangesfornewitemsorequipmentthatmaybedesirablebutunnecessary.
8. TheBoardwillnotdelegateanyauthoritytothearchitecttoissuechangesunilaterally.
9. TheBoardwillaggressivelyseekjustificationfromthegeneralcontractorforanyconstructiondelayandwillpursuealternativemethodstominimizetheimpactonthescheduleforprojectcompletion.
10. ChangeordersrelatedtorequestsfromprincipalsofschoolswillbekepttoanabsoluteminimumandwillrequireauthorizationfromtheSuperin-tendentofEducationandtheControllerofPlanningandAccommodationbeforetheycanbeundertaken.Nochangeorderswillbeapprovedunlesstheyarerelatedtohealthandsafety,regulatoryrequirements,orsysteminstructionalprogramneeds.
11. Whenachangeintheworkisproposedorrequired,thearchitectshallprovideanoticedescribingtheproposedchangeintheworktothegen-eralcontractor.ThiswillrequirecompletionofaContemplatedChangeOrderform(exampleattached).Thegeneralcontractorshallpresent,inaformacceptabletothearchitectandtheBoard,thecontractpriceadjustment,ifany,andtheconstructioncompletionadjustment,ifany,fortheproposedchangeinthework.
12. WhentheBoardandgeneralcontractoragreetotheadjustmentsinthecontractpriceandconstructioncompletionschedule,suchagreementshallbeeffectiveimmediatelyandshallberecordedinaChangeOrderform(exampleattached),signedbythearchitect,theBoard,andgeneralcontractor.Thevalueoftheworkperformedastheresultofachangeordershallbeincludedinapplicationsforprogresspayment.
13. TheConstructionChangeOrderTrackingform(exampleattached)mustbecompletedandupdatedforallapprovedchangeorders.
14. NoContemplatedChangeOrderformsorchangeordersthatcausethecontractpricetoexceedtheboard-approvedtotalprojectcostwillbeapproved.
Appendix F • 41
✦✦ Thearchitectsubmitsaninvoiceforaprogressdrawtotheplantdepart-ment,whereitisreviewedtoensurethatitaccuratelyreflectstheamountofworkperformedandthattherearenoerrors.
✦✦ Ifapproved,theinvoiceiscodedandforwardedtothebudgetdepartmentforchecking(coding,approvals,contract,etc).
✦✦ Thebudgetdepartmentsendsane-mailtothelawyer,usuallyonetotwodayspriortovendorpayment,providingthesitename,thesitedescription,andthedatebywhichasub-searchisrequired.
✦✦ Theprogressdrawinvoiceisforwardedtotheaccountingdepartmentforprocessing.Thechequeispreparedanddatedforthesub-searchdate,thenforwardedbacktothebudgetdepartmentalongwithaninvoicebackup.
✦✦ Onthemorningofthepayment,thelawyer(whohasbeenaskedtorespondbeforenoon)e-mailsbudgetdepartmentstaffwiththeresultsofthesub-searchandconfirmsreleaseofpaymentorinformsoflien(s).
✦✦ Thelawyer’se-mailisprintedandattachedtothevendorinvoice.✦✦ Iftitleisclear,approvalforreleaseofpaymentisindicatedonbackup
documentationandthechequeandinvoicearesentbacktotheaccountingdepartment,whichcallsthevendortopickupthepayment(pick-uppriorto4:00pm)onthesamedayasthetitlesearch.
✦✦ Ifalienisfound,thechequeiscancelledandtheplantdepartmentisadvisedofthelien.
✦✦ Thecontractorisnotifiedthatpaymentisbeingheldpendingclearanceofthelien.
✦✦ Whenthecontractoradvisesthatthelienhasbeencleared,theprocessisrepeated.
Sample Board Practice for Progress Draw Payment
Appendix F
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