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B
Yes,
I
think
I'm
on
I'm
alive
right:
okay,
I'm
gonna
call
this
meeting
to
order
I'm
dick
Harbert.
This
is
the
first
solo
meeting
BAC
meeting
that
we
have
had
for
the
2022
meeting.
B
C
Sure
thing
good
evening,
so
this
is
Casey
waltich.
He
is
our
new
Chief
facilities
officer.
So
he
is
ultimately
in
charge
of
the
bond
program
here
and
I'll.
Let
him
introduce
himself
and
tell
you
about
himself.
D
Yeah
thanks
Aaron
and
Dick
I've
been
here
in
Beaverton
a
couple
months,
just
coming
from
the
Hillsboro
School
District,
where
I
was
formerly
the
chief
operations
officer
there
I
was
in
Hillsboro
for
15
years,
and
my
most
recent
role
had
a
lot
to
do
with
the
bond
program.
D
Over
there
we
Hillsborough
is
just
finishing
up
their
2017
Bond,
a
pretty
large
Bond
and
then
oversight
of
facilities
and
other
departments
so
really
looking
forward
to
working
with
this
group-
and
it's
been
a
great
start
to
the
to
my
tenure
here
and
looking
forward
to
learning
more
and
more.
Thank
you.
B
Very
good
well,
as
I
said,
welcome.
First
order
of
businesses,
public
comment,
I
haven't
seen
any
Aaron.
Do
we
have
any?
We.
B
This
is
something
and
I'm
speaking
primarily
to
the
BAC
members.
The
charter
spells
out
our
responsibilities
and
you
all
have
copies
of
that.
Never
ended
that
and
we've
gone
through
and
discussed
that.
B
Basically,
the
voters
approved
the
bond
measure
to
rebuild
Beaverton
high
school
and
Raleigh
Hills
Elementary
School.
Those
are
the
primary
projects.
It
also
has
funds
in
there
for
modernization
of
a
number
of
schools
that
we
have
and
Main
fairly
large
maintenance
budget.
The
school
board
wants
to
know
wants
to
have
some
insurance
that
the
voters
and
the
board
get
what
has
been
agreed
upon
and
what
has
been
agreed
upon
is
spelled
out
in
the
scope
that
was
voted
on
as
well
as
the
expected
costs.
B
So
the
bac's
role
is
to
monitor
the
progress
that
goes
on
to
make
sure
it's
in
compliance
or
in
line
with
what
has
been
spelled
out,
and
we
monitor
this
by
leaning
heavily
on
the
facility
staff
we
partner
with
them.
They
provide
us
performance
reports
and
as
well
as
Financial
reports,
they
also
help
conduct
on-site
visits
to
these
facilities.
B
So
we
work
with
the
the
staff
to
identify,
in
addition
to
just
monitoring
those
things.
We
work
with
the
staff
to
identify
efficiencies,
ways
that
can
be
saved
money
and
that's
part
of
the
charter.
Ways
to
do
things
better
and
that's
where
we,
the
BAC
member,
can
share
our
Collective
expertise
and
I'm
I.
Tell
you
I
think
that
the
the
expertise
that
we
as
a
group
have
a
is
just
perfect
for
these
facilities
and
I
think
we'll
be
able
to
help
there.
B
We're
also
responsible
for
letting
the
board
know
how
the
communications
are
going
with
the
stakeholders.
B
In
addition,
there
are
occasionally
recommendations
that
we
are
asked
to
make
to
the
board
and
that
we
vote
on
those
and
let
the
school
board
not
in
talking
with
the
previous
Representatives.
They
lean
heavily
on
what
we
say
so
basically
we're
the
eyes
and
the
ears
of
the
school
board.
With
respect
to
the
the
bond
measure,
now
I've
told
you
what
I
think
it
is
I
think
we
ought
to
hear
directly
from
the
school
board.
So
I've
asked
Karen
if
she
would
tell
us
what
they're
looking
for
from
us.
A
Hi
good
evening,
everybody
I'm
here
today
with
you
as
well
as
Sunita
Gard
I've,
served
on
this
committee
or
as
your
board
member
in
the
last
year,
and
then
this
year
will
be
Sunita
who
will
be
serving,
but
in
to
what
you
were
saying
dick.
A
First
of
all,
thank
you
for
stepping
up
to
support
our
school
district
and
our
students
in
this
way.
By
serving
on
this
Bond
accountability
committee.
It
you
know
when
we
started
with
our
previous
Bond.
We
had
some
overspending
and
some
pieces
that
we
realize
we,
the
board,
formed
this
Bond
accountability
committee
for
and
what
you
were
describing
exactly.
We've
gone
over
the
charter
and
what
your
responsibilities
are
and
I
think
we
have
an
amazing
staff.
A
We
have
an
amazing
community
that
has
approved
a
bond
that
really
supports
the
goals
of
the
board
and
I
brought
today
I'll
hand
out
this
past.
A
One
down
the
goals
of
the
board,
like
our
vision,
is
really
building
renovating
our
facilities,
so
they
support
the
best
practices
for
our
students
and
that
they
Inspire
our
students
in
their
educational
goals
and
that
we
want
to
really
exceed
our
community's
expectations
for
Superior,
Educational,
Services
and
spaces
for
our
students
and
within
these
goals
we
have
what
we
want
to
be
seeing
within
our
facilities
spelled
out
through
it's
like
a
through
J
and
section
one
about
what
we
wanted.
A
What
the
board
expects
around
design,
how
we
want
to
manage
the
bond
resources,
as
well
as
spelled
out
in
these
goals
and
then
some
opportunities
for
purchasing
and
Contracting,
and
then
in
the
last
one
number
four
looks
at
what
the
board
would
like
within
with
respect
to
engaging
our
stakeholders
in
this
process.
So
this
I
think
will
help
you
think
about
what
our
mission
and
vision
is
for
this
group
and
for
our
goals.
A
The
charter
spells
out
what
we're
asking
you
to
support
us
with,
and
one
of
the
pieces
is
that
you're,
our
higher
higher
level
right,
even
Even,
in
our
improving
our
efficiencies.
It's
still
high
level.
Our
staff
will
be
responsible
for
the
scheduling
in
section
three
of
the
charter.
It
talks
to
some
of
the
limitations
you're,
not
approving
construction
contracts
or
changing
orders
or
construction
funds,
but
really
helping
us
kind
of
ensuring
that
what
we've
promised
to
our
to
our
community
Through.
A
The
bond
is
what
we
are
doing,
and
so
it's
a
really
important
job.
It
holds
us
accountable
to
our
community
as
well
and
again
it's
that
higher
level
will
you'll
be
getting
the
reports
every
every
time
we
meet
and
you
can
be
asking
questions
about
the
reports,
the
finance
piece.
Many
of
you
are
experts
in
these
areas
and
we
have
experts
on
our
team
as
well.
A
So
keeping
that
in
mind
really,
if
you
could,
please
review
the
reports
from
our
staff
and
make
sure
that
you're
observing
that
the
bond
funds
are
being
used
for
the
purposes
that
has
been
outlined
in
the
bond
measure
that
was
approved
by
the
voters
and
that
you're
monitoring
the
progress
of
the
Capital
Construction
program
goals
that
I
just
handed
out
today,
so
that
you
know
that's
what
the
board
has
approved.
I,
don't
know
if
you
have
questions
for
Sunita
and
I
or
comments.
A
And
thank
you
again
for
stepping
up
to
helping
us
in
this
way
and
you'll
be
seeing
Sunita
and
then
Sunita
will
be
also
sharing
what
she
learns
and
about
your
discussions
with
the
board,
as
well
as
when
you
come
to
do
your
reports.
So
thank
you
very.
B
B
One
of
the
things
that
we
did
was
to
prepare
a
lessons
learned
that
we
wanted
to
pass
on
to
everybody
at
least
the
new
members,
to
be
able
to
help
you
all
get
up
to
speed
quickly
because,
as
we're
going
to
hear
the
Beaverton
high
school
and
the
Burley
Hills
School
are
already
moving
along,
and
so
we
wanted
to
to
get
up
to
speed
quickly
and
I.
B
I
speak
from
personal
experience
that
when
I
started
five
years
ago,
it
took
me
a
while
to
try
to
figure
out
what
was
going
on
how
we
were
operating
so
just
to
to
hit
on
a
couple
of
things
that
I
think
are
important.
B
One
is
to
understand
the
scope
and
we've
had
presentations
on
the
scope
and
I
think
it's
probably
healthy
for
us
to
remind
ourselves
as
we
go
through
what
the
scope
is,
because
that's
what
the
board
the
school
board
is
looking
for
us
to
monitor,
get
to
understand
the
reports
well
and
if
there
are
aspects
or
format,
issues
on
the
reports
that
you
think
could
be
represented.
Better
Aaron
and
facility
staff
are
on
my
experience,
fairly
responsive
because
they
want
us
to
understand
how
well
they're
doing
so.
B
We
can
brag
about
them
to
the
school
board
and
then,
when
we
do
have
tours
and
I
think
based
on
the
past,
we've
had
maybe
three
tours
of
facilities
a
year,
something
like
that,
and
these
are
arranged
by
the
facility
staff,
sometimes
in
conjunction
with
our
meetings
and
some
solo
ones.
B
So
if
these
come
up,
I
just
really
encourage
you
all
to
participate
because
seeing
things
that
are
really
happening
still
going
up
and
electrical
going
in,
at
least
from
my
standpoint,
help
you
understand,
what's
really
going
on
more
than
the
financial
reports
or
the
slideshows
that
we
get
another
important
thing
and
I
really
want
to
emphasize.
B
This
is
attend
and
participate
in
the
meetings
I
mean
this
is
how
we
do
our
work
and
if
we
don't,
if,
if
you
cannot
come-
and
there
are
cases
where
people
just
have
conflicts-
that
we
can't
overcome
I
encourage
you
to
read
the
progress
reports
that
are
distributed.
Aaron
and
Molly
distribute
these
ahead
of
time.
B
B
So
if
you,
if
you
have
a
topic
that
you
think,
would
be
worthwhile
for
all
of
us,
let
me
know
and
we'll
get
that
on
there
and
then
I'll
close
with
problems
and
just
to
remind
us
that
when
you
have
projects
like
this
and
all
of
us
that
have
been
in
this
business
for
decades
know
you're
going
to
have
problems.
Problems
are
going
to
happen.
They're
going
to
be
surprised,
discoveries
they're,
going
to
be
contractor
performance
issues,
they'll
be
overruns
delays.
This
is
normal
for
projects
this
size,
the
important
thing.
B
The
really
key
thing
is:
what
is
the
facility
staff
doing
about
them
and
to
be
able
to
anticipate
them
early
I,
give
them
gold
star
for
that
and
and
reduce
the
the
amount
of
the
problem
or
if
something
happens,
how
they
deal
with
it
and
I've
reported
that
to
the
school
board.
In
fact,
as
I
was
reporting
some
problems,
I
said
this
is
normal.
B
B
A
And
I
think
from
what
you
were
saying,
it's
that
you
know
that
high
level
view
that
you
mentioned
that
we
want
your
support
in
for
some
of
those
pieces
with
like
staff
issues
and
things
you
would
probably
want
to
go
straight
to
Casey,
and
that
would
be
they
can
come
to
us
or
stuff
like
that,
but
not
overseeing
staff,
obviously,
but
really
overseeing
the
process
and
what's
happening
from
the
reports
and
from
your
visits
and
all
that
kind
of
I
just
was
clarifying
that
point.
I,
don't
know
if
that
makes
sense.
B
Anything
else
on
that
topic:
okay,
in
that
case,
we'll
move
on
to
presentation
on
the
summer
2023
projects
Aaron.
C
Yes,
thank
you
so
excited
here
tonight
to
introduce
you
to
our
latest
our
new
hires.
C
We
have
Holden
Peyton
and
Elliot.
They
are
our
summer
interns
this
year,
so
Elliott
and
Peyton
are
both
seniors
in
high
school
at
Sunset,
high
school
and
Holden,
just
graduated
from
Mountainside
high
school.
So
they
spent
the
summer
working
with
us
on
a
variety
of
projects
and
they
have
prepared
a
presentation
for
you
all
tonight
that
captures
what
happened
this
summer
and
all
the
projects
that
took
place
and
and
what
happened
exactly
so
I
will
tee
up
their
presentation
here
and
let
them
take
it
away.
E
Okay,
so
this
is
our
presentation
on
the
summer
projects
from
facilities
this
summer.
Just
to
be
clear,
this
is
only
projects
that
had
construction
occurring,
so
there
was
pre
yeah.
Some
of
this,
oh.
E
Gotcha,
okay,
this
is
all
right,
okay,
so,
yes,
this
is
our
presentation
on
the
summer
projects
for
facilities
just
to
be
clear.
This
is
only
projects
that
have
construction
occurring.
There
was
pre-planning
for
a
variety
of
different
projects,
but
this
is
the
ones
where
things
were
actually
built.
Please
feel
free
to
ask
any
questions
as
they
come
up
and
then
it
should
be
all
right.
E
E
F
And
one
more
thing
to
note:
this
slideshow
will
be
provided
to
everyone
after
this
meeting,
so
you'll
have
your
own
copy
of
it.
To
look
at
that,
if
you
want
to
take
more
time
to
look
at
that,
so
starting
off
is
the
South
Ridge
High
School
freezer
replacement.
F
Basically,
the
old
freezer
was
in
need
of
update,
and
so
they
went
ahead
and
took
out
the
freezer.
They
replaced
everything
there
enlarged
the
freezer
pit,
so
that
I
could
accommodate
for
the
new
freezer,
which
was
bigger.
The
main
challenge
of
this
project
was
subcontractor
miscommunication,
and
so
basically
the
subcontractor
didn't
tell
anyone
that
the
fridge
required
a
week
to
reach
Target
temperature.
Luckily
the
schedule
was
adjusted
and
there
weren't
any
delays.
G
H
We
can
see
the
potential
for
a
lot
larger
freezer,
which
gives
you
more
potential
to
serve
more
variety
of
foods
without
complication
of
no
space.
So
we
were
happy
and
excited
to
have
the
extra
space
and
to
be
able
it'll
give
us
more
capacity
to
do
more
things.
We
used
to
run
a
very
large
summer
program
here,
where
we
fed
1200
students.
This
is
pre-covid
every
summer
and
we
would
actually
have
to
pile
things
on
the
floor
and
obviously
on
pallets
and
things
to
follow
the
Food
Service
regulations.
H
F
Moving
on
our
generators
and
fire
alarm
panel
replacements,
so
the
generators
and
fire
alarms
found
throughout
the
district
were
outdated
and
in
need
of
update.
The
main
challenge
for
this
project
was
that
the
permit
to
receive
the
generators
was
actually
revoked,
and
so,
unfortunately,
only
this
summer
they
were
only
able
to
work
on
installing
the
generator
pads
and
the
fencing.
So
the
generators
will
arrive
next
February,
and
so
the
generators
themselves
will
be
put
in
next
summer.
C
I
do
not
actually
know
the
reason
for
that
I'm
gonna
have
to
look
into
that
part
of
the
problem
with
the
generators
was
also
lead
times.
Lead
times
were
like
a
year
and
a
half
for
some
of
these
generators,
so
we
I
don't
know
about
the
permit,
but
the
generators
themselves
won't
even
arrive
until
early
next
year.
I
Yeah
I
do
know
why
the
permit
was
revoked,
the
the
subcontractor
was
working
off
of
they
didn't
get
their
trade
permit,
and
so,
when
the
inspector
came
out
rather
than
trying
to
to
work
through
it
with
them,
he
just
decided
to
pull
the
permit
from
the
job.
So,
but
we
we
got
to
fix
the
subway,
went
out
and
got
his
his.
J
I
Permit
it
just
caused
a
little
speed
bump.
F
This
is
a
photo
of
the
area
that
they
plan
on
putting
the
generator
pad
and
generator
on
moving
on
is
the
sunset
High
School
entry
vestibule.
So
this
is
a
couple
week.
Construction
process
and
basically
Sunset
high
school,
is
in
need
of
some
security
enhancements,
and
so
they
went
ahead
and
renovated
the
office
space.
F
The
main
challenge
was
that
there
was
a
long
lead
time
on
doors.
Luckily
they
adjusted
the
schedule
and
there
wasn't
any
delay.
E
One
thing
to
note
the
reason
this
vestibule
was
made
is,
for
the
same
reason
they
did
the
construction
of
the
new
building
area
in
Aloha.
It's
just
that
this
was
a
much
simpler
fix
than
that.
One
was.
F
So
this
is
a
image
of
the
new
sunset
front
office
area.
E
Right-
and
this
is
a
group
of
all
the
various
Roofing
projects
that
happened
over
the
summer,
one
thing
to
note
because
of
the
week
of
I
think
it
was
August
14th
this
past
summer
temperatures
were
above
100
or
so
degrees
and,
as
such
I
had
to
follow
these
OSHA
regulations
for
high
heat.
E
Basically,
it
just
dictates
how
long
workers
need
to
take
breaks
when
they
are
working
outside
and,
as
you
can
see
there
for
just
a
couple
different
examples.
If
they're
doing
light
work,
it's
45
minutes
of
work
to
15
minutes
a
break
or
so,
and
then,
if
you're
doing
heavy
work
at
100
degrees,
it's
30
minutes
of
work
to
30
minutes
of
break
so
because
of
that
being
sometimes
almost
half
of
the
time
where
employees
need
to
be
taking
breaks.
E
The
projects
got
slowed
down
a
little
bit,
and
this
was
something
that
was
the
case
for
pretty
much
all
of
the
projects
that
I'm
going
to
list.
Foreign
first
of
all
is
McKinley
roof
and
partial
seismic.
This
was
a
replacement
of
McKinley's
roof
and
only
roof
level.
Seismic
improvements,
no
structural
level.
It
was
just
the
roof
for
this.
E
One
again
with
the
heat
there's
issues
with
workers,
but
also
getting
the
HVAC
back
online
because
it
can't
be
on
while
construction
is
happening
right
before
school
starts
can
be
a
challenge,
but
other
than
that
there
were
no
major
issues
with
the
project.
Here's
an
overhead
view
of
a
June
9th.
This
would
be
before
any
construction
happened,
and
this
is
after
so
you
can
see
the
new
material
that
they
put
over
the
roof
and
then
McKay's
gym
roof
again.
E
E
So
that
means,
if
they
wanted
to
Abate
that
asbestos,
they
would
need
to
fully
remove
those
boards
and
replace
them,
which
would
be
more
effort
so
to
fix
that
they
put
a
plywood
overlay
over
those
boards
and
that
fixed
the
issue.
E
This
is
an
image
of
four
and
after
some
of
the
work
has
been
done,
then
Nancy
rile's
roof
again.
The
roof
was
at
the
end
of
its
lifestyle,
life
cycle
and
maintenance
teams.
It
was
made
of
an
update
again,
heat
was
a
challenge
and
the
HVAC
restart
same
as
with
McKinley.
E
Here
is
an
image
of
some
of
the
work
on
that
then
Finley's
roof.
It's
essentially
the
same
case
as
naturally
Riles
roof
is
at
the
end
of
its
lifestyle
and
life
cycle
needed
to
be
replaced.
E
In
this
case.
This
is
the
same
material
that
was
on
the
Nancy
or
the
same
material
that
was
being
replaced
on
all
of
the
roofs
there's
an
overhead
view
of
some
of
the
halfway
private
progress
of
that
this
is
the
completed
progress
and
then
fur
Grove's
roof.
In
this
case,
the
roof
was
very
leaking
and
rotten
been
damaged
by
on
firemenal
factors
like
woodpeckers.
E
One
issue
was
that
when
the
old
cover
for
the
roof
got
torn
up,
there
was
a
lot
of
gravel
that
needed
to
be
removed
for
the
new
material
to
be
put
on
I.
Believe
there's
an
image
here
see
those
piles
is
all
of
the
gravel
that
had
to
be
essentially
sweeped
up
and
then
sucked
off
of
the
roof
before
the
new
material
could
be
placed
on,
and
here
is
again
that
same
material
that
was
put
over
the
roof.
K
Hey
hello,
so
for
HVAC
projects.
First,
we
have
Barnes
gym
HVAC
the
work
kind
of
included
replacement
of
the
Jim's
heating
system,
which
also
included
moving
the
water
heater,
replacing
the
existing
units
and
also
installing
vfd,
which
is
very
by
variable
frequency
drives.
K
K
The
heaters
and
there's
two
of
those
in
the
entire
gym
and
the
the
water
here
on
the
right
is
where
it
is
now
and
now
that
is
the
new
the
new
heater
as
it
is
now
way,
bigger
and
a
lot
more
efficient,
and
this
is
the
the
heating
unit
so
for
Nancy,
Rouse
Stoller,
almonica
Greenway.
K
They
had
to
all
have
upgrades
to
their
HVAC
systems.
There's
a
few
issues:
Nancy
Rouse
Chiller
was
not
responding
and
had
to
be
replaced
and
to
accommodate
that
they
had
temporary
AC
units
and
then
for
El,
Monica
and
Greenway.
There's
multiple
issues.
There.
K
So
for
kitchen
equipment
there
is
Ovens
that
were
installed
in
multiple
different
schools.
One
of
the
challenges
in
the
kitchen
equipment
was
the
boosters
and
the
heaters
and
there's
in
this
steam
Kettle
for
Southridge
there
was
damage
it
was
damaged
on
arrival
so
on
the
left
is
the
old
oven
and
then
on.
The
right
is
the
new
oven
that
we're
got
replaced
it.
K
K
Was
was
included
in
removing
the
movable
walls
and
building
permanent
walls
and
installing
doors
the
classrooms
weren't
as
pod
style
rooms
that
they
create
that
created
an
open
and
collaborative
space
for
everybody
and
with
new
changes
and
new
ways
of
teaching
and
security
reasons
that
has
been
changed.
There
are
no
major
challenges,
it
went
very
smoothly
and
this
is
one
of
the
progress
photos
of
the
studs
being
placed
in,
and
this
is
the
final
picture
of
the
the
new
walls
in
in
that
school.
K
This
is
for
Jacob
Wismer,
the
previous
photo
was
it
being
yeah.
This
photo
was
it
being
in
progress
before
the
the
drywall
was
put
in,
and
the
next
photo
is
with
the
new
drywall
in
and
the
new
walls
for
kinnamon
there
was
asbestos,
so
they
had
to
cover
the
entire
area,
and
so
in
doing
that
they
had
to
be
a
lot
more
careful
and
it
took
a
lot.
K
It
took
extra
time
and
process
to
it,
but
it
didn't
affect
the
end
date
and
then
this
is
the
more
progress
on
in
kinnamon,
and
that
is
the
finished
project
and
Nancy
Riles
same
thing
put
the
studs
in
and
then
put
in
the
drywall,
and
that
is
the
finished
project
for
Nancy
Rouse
for
Schultz
Heights.
We
actually
got
pictures
of
before
they
even
put
the
studs
in,
and
you
can
see
more
of
clearly
of
what
it
actually
looked
like
before.
K
L
The
one
on
kinemen,
the
one
that
you
found
asbestos
that
one
was
that
just
a
part
of
the
school
or
is
that
well.
K
Because
of
the
school
being
old,
a
lot
of
it
is
actually
built
with
asbestos.
So
then,
in
in
any
type
of
construction
setting,
you
kind
of
have
to
put
that
into
account.
So.
L
M
There
it
goes
so
we
knew
their
respect
asbestos
in
the
walls.
So
there
was
a
mitigation
plan
in
place
it,
and
so
you
can
see
the
photograph
there's
lots
of
containment,
so
they
basically
they'll
Abate
what
they
need
to
Abate.
So
they
can
do
the
construction
and
then
once
it's
abated,
then
they
do
a
testing
to
clear
the
space
to
make
sure
there's
no
material
in
the
air.
So
so
it's
it
was
totally
resolved.
It
wasn't
a
surprise
that
there
was
asbestos.
There
was
a
plan
in
place
for
that.
L
K
Yeah,
sorry
about
that
confusion,
yeah
we
knew
it
wasn't
we
planned
for
it
and
that's
why
there
was
the
covering
around
it.
So
next
is
the
security
fencing
security.
Fencing
was
done
at
several
different
schools.
F
So,
to
start
off
is
the
ISB
boiler
replacement
project.
This
was
a
one
month,
construction
process
and
basically
they
had
to
replace
the
old
boiler
because
it
was
leaking,
and
so
they
went
ahead
and
took
that
out.
They
took
the
concrete
pad
that
it
was
on
and
they
put
a
new
boiler
in
the
highlights
for
this
project
was
that
the
school
is
very
cooperative
and
accommodating.
So
when
we
went
to
take
pictures,
super
super
easy
super
smooth,
no
challenges
that
is
a
photo
of
the
old
boiler.
F
F
E
One
thing
to
note
also
as
Sunset
students,
neither
of
us
are
in
track
and
field,
but
we
have
friends
who
are,
and
they
were
not
happy
about
how
the
track
was
before
it's
not
quite
done
yet,
but
people
have
seen
it
and
they're
excited
for
how
it
looks.
Then
you
said
someone
got
injured
on
the
old
one.
F
N
So
the
sunset
high
school
project
is
the
renovation
of
the
track
and
athletic
field
events.
Basically,
we've
been
providing
new
surf
track
surface,
as
well
as
updating
some
of
the
track
ends
putting
in
diesels
so
that
we
can
incorporate
the
jump
events.
P
Since
I've
been
here,
which
is
15
years
now,
the
facility
has
slowly
and
slowly
been
getting
worn
away.
Even
our
visitors
that
come
and
participate
in
track
meets.
They
know
it's
not
a
great
surface,
so
we're
just
very
excited
to
have
something:
that's
up
to
par
with
the
rest
of
the
district
and
the
rest
of
the
area
in
terms
of
the
track.
So
we
couldn't
be
more
excited
about
it.
P
Q
When
I'm
running
I'll
hear
my
spikes
will
hit
a
patch
of
like
more
cement
than
actual
track
Rubber
and
then
sometimes
when
I'm
running,
there's
there'll
be
a
divot,
and
my
foot
will
feel
like
it's
going
to
miss
the
ground
because
it
because
there's
a
divot
in
the
track
when
I
heard
that
the
school
was
getting
a
new
track.
I
was
super,
excited
I've
run
on
this
track
since
third
grade
and
to
finally
have
a
brand
new
facility
is
going
to
be
awesome
for
the
program.
P
F
F
E
Okay,
this
is
the
Highland
Park
auxiliary,
gym
floor
replacement.
Also,
this
is
a
general
project
for
replacing
Mercury
gym
floors
throughout
the
district.
Some
other
schools
are
planned
for
the
same
Replacements
as
at
Highland
Park.
They
are
Mountain
View
and
Five.
Oaks
Mountain
View
hasn't
started
yet,
but
at
Five
Oaks,
a
little
bit
of
work
has
been
done,
but
most
of
it's
going
to
be
next
summer,
so
yeah,
the
original
material
for
those
floors
contained
Mercury,
not
enough
for
any
harm
to
the
kids
on
it.
E
But
when
it
was
going
to
be
removed,
it
would
be
released
and,
as
such,
a
need-to-day
proper
containment
area
for
the
whole
gym.
We'll
see
that
in
this
image
they
essentially
just
had
to
make
a
whole
bubble
around
the
room,
and
then,
if
you
see
that
might
not
be
in
this
image,
but
they
had
a
basically
a
large
vacuum
that
was
constantly
pumping
air
out
of
the
room
to
make
sure
that
nothing
would
get
into
the
school.
E
One
issue
with
the
project
was
that
again
on
the
week
of
August
14th,
the
extreme
heat
meant
that
the
floor
wouldn't
properly
acclimate
to
the
temperature
of
the
gym.
Essentially,
if
they
placed
it
down
during
that
week,
it
would
have
just
split
apart
and
then
they
would
have
to
do
it
again.
So
it
was
pretty
much
an
issue
that
could
not
be
avoided,
so
they
waited
until
the
next
week
and
then
started
to
lay
it
down,
and
this
is
the
gym
floor
now
that
it's
been
replaced.
E
This
is
modernization
project
in
general.
The
project
is
for
upgrading
classrooms
with
that
have
outdated
technology,
but
there
might
be
different
changes,
products
that
occur
on
a
school
by
school
basis,
but
in
general
the
goal
of
the
project
is
to
get
Apple
TVs
and
improve
technology
in
every
classroom.
E
One
issue
that's
occurred
with
the
project
is
a
teacher
cooperation,
essentially
just
convincing
teachers
to
use
the
new
technology
I
believe
there
is
one
case
where
a
teacher
removed
the
TV
and
put
the
old
projector
back
up
so
convincing
people
to
use
a
new
technology
has
been
somewhat
of
a
struggle
rounds.
One
and
two
for
this
project
started
at
various
times
throughout
the
summer
and
then
rounds
one
and
two
will
end
within
2023
and
24..
The
rest
of
the
rounds
will
go
throughout
the
whole
rest
of
the
bond.
R
Just
simply
saying
that
our
ptosis
within
our
teaching
and
learning
Department
are
working
with
our
I.T
department
and
providing
that
professional
development,
as
some
of
these
tools
are
not
familiar
to
our
teachers
and
yes,
we've
had
very
few
reluctance,
shall
we
say
and
a
situation
has
been
resolved,
so
the
TV's
back
projector
is
gone,
but
that's
going
to
be
ongoing
for
us
as
any
kind
of
new
technology
is
brought
into
a
system
and
the
best
part
is,
is
our
students
are
very
eager
about
it
because
they're
very
very
familiar
with
it.
E
Okay,
so
here
are
some
of
the
TVs
that
are
being
moved
into.
Beaver
Acres
here
are
some
at
Community
School
Merlot
station.
S
J
District's
role
in
this
work
is
is
very,
very
important.
It
goes
beyond
bringing
in
new
equipment
and
technology
or
redoing
the
cafeteria.
It's
about
helping
Whitford
capture
that
message
of
who
they
are
and
where
they're
headed
and
help
them
broadcast
that
to
themselves
to
the
community
and
for
it
to
help
guide
them
into
their
future.
Keeping.
S
O
T
U
Just
one
quick
note:
so
we
have
gone
through
the
rebranding
process
with
Whitford
and
they
are
now
the
Whitford
Wildcats,
so
they
all
decided
in
unison
that
that
is
what
they
would
like
to
be
called.
So
that
has
moved
along
greatly.
E
Right,
so
here
is
a
list
of
some
of
the
more
school
specific
projects
that
are
happening
at
all
the
projects
that
have
happened
this
summer.
A
lot
of
it
involves
just
general
improvements
to
the
school
like
improving
fencing,
getting
new
signage.
Reducing
noise
in
the
cafeteria
are
probably
better.
Soundproofing
could
be
something
as
big
as
a
new
playground
at
Fir,
Grove
Greenway
is
getting
renovation
to
the
front
office.
E
Aloha
is
an
interesting
one,
because
the
contract
you're
doing
the
counseling
Suite
is
the
same
one
as
the
new
section
in
the
front
of
the
school.
So
essentially
as
soon
as
that
project
is
done.
They're
going
to
move
on
to
this.
V
I
I've
got
some
vested
interest
in,
although
I
I
do
I'm
with
the
golf
coach
as
of
last
year,
I
got
my
son,
that's
a
football
coach
and
I
know
the
athletic
director
well
and
according
to
the
principal,
they
know
that
the
project
has
been
delayed,
but
no
reason
behind
it.
C
J
E
Yeah,
so
variety
of
different
schools,
Beaver
acres,
is
also
getting
a
new
track.
More
signage
at
Mountain
View,
some
of
the
projects
listed
there
are
other
Technology
based
things.
Besides
the
TVs
rally,
Park
is
getting
a
new
projector.
West
views
get
a
new
IMAX
things
in
that
general
area,
then
Five
Oaks,
seismic
and
roof
upgrades.
E
So
this
is
a
project
to
improve
the
Five
Oaks
roof
similar
to
the
other
roof
projects,
as
well
as
a
full
seismic
upgrade.
One
thing
to
note
is
that
this
project
is
being
split
between
two
summers,
so
about
30
of
the
roof
is
completed
and
maybe
90
of
the
seismic
is
completed,
and
then
all
of
that
is
going
to
be
finished
summer
of
2024..
E
One
highlight
of
the
project
is
that
some
of
the
pre-construction
work
got
done
during
am
I.
Sorry
that
that's
wrong.
That
is
a
challenge.
Some
of
the
pre-construction
work
was
rushed
as
in
bidding
Contracting
designing,
which
led
to
some
issues,
but
the
construction
itself
has
gone
well.
E
This
is
an
image
of
some
of
the
work
on
the
roof.
You
can
see
on
the
right
some
of
the
new
coverings
that
they've
put
over
various
areas.
K
Okay,
so
now
we're
going
to
be
on
to
relocating
Portables
to
Beaverton
High
School.
So
all
of
you
know
Beaverton
high
schools,
game
rebuilt
and
to
compensate
for
that
they
are
going
to
be.
They
brought
over
Portables
from
Stoller
Middle
School,
and
there
was
a
few
challenges
in
that
Stoller
had
a
few
HVAC
issues,
which
means
that
they,
you
they're
using
the
Portables
before
they
got
moved,
but
it
didn't
affect
the
schedule
at
all.
K
K
K
So
the
main
purpose
to
this
project
was
to
increase
the
security
of
the
school
as
now
the
security
as
it
once
it
is
built.
The
security
will
be
increased
because
it
will
not
force
people
to
go
through
the
office
as
where
before
people
could
just
go
directly
into
the
hallways.
K
Do
you
wanna?
Okay?
K
So
this
is
a
picture
of
the
demolition
of
the
canopy
and
the
entryway
in
this
Pro.
In
this
process
they
had
to
make
the
temporary
wall
in
the
main
lobby
and
barricades
to
the
exiting
doors,
to
stop
students
and
stuff
from
trying
to
exit
those
ways
and
potentially
getting
hurt
in
this
phase.
There's
no
challenges.
K
K
Lastly,
there's
construction
done
to
the
wall
in
the
main
lobby
and
parapit
wall
to
make
it
Type
X
fire
rated.
This
was
done
while
they
waited
for
Courtesy
inspections
and
construction
permit,
which
we
kind
of
mentioned,
is
why
there
was
a
lot
of
delay,
yeah
that
took
a
long
time,
but
now,
as
as
we're
speaking
right
now,
they're
now
underway
in
construction
of
the
new
office,
new
entryway
and
new
canopy.
K
B
B
Thank
you
very
much
that
was
excellent
presentation
from
my
standpoint.
I,
particularly
like
the
video
work.
I
presume
that
you
all
are
heading
somewhere
else.
Now
that
you're
finished
with
this
summer
job.
Where
are
you
going.
E
I
like
to
another
job,
because
both
of
us
are
going
to
school
or
Holden
can
talk.
K
About
so
technically
the
internship
only
lasted
till
August
24th,
but
I
graduated
already,
and
so
all
my
siblings
would
be
going
off
to
school,
and
so
there
wasn't
really
a
reason
for
me
to
just
stop
working
and
I
guess
they
liked
me
enough
that
I
could
stay
so
I'm
kind
of
just
been
sticking
around
the
last
like
month,
and
hopefully
it
continues
that
way.
And
then
this
December
I'm
going
to
be
leaving
on
a
two-year
mission
for
my
church,
where
I'm
going
to
be
going
to
South
Africa,
which
is
going
to
be
pretty
cool.
V
C
Yes,
that
is
our
goal,
so
we
don't
necessarily
standardize
products
for
HVAC,
but
we
do
standardize
the
types
of
systems
that
we
use.
We
do
have
a
standardized
control
system
across
the
district,
so
we
are
in
and
as
we
design
the
systems,
we
are
working
really
in
conjunction
with
our
maintenance
staff
to
do
design
reviews
along
the
way
and
ensure
that
you
know
what
we're
putting
in
is
consistent
with
their
understanding
and
our
capacity
to
maintain
them.
So,
yes,
we
have
technical
standards
that
really
guide
what
we
use.
Where.
K
X
The
best
part
is,
none
of
us
knew
what
you
were
going
to
say,
so
you
didn't
make
any
mistakes
as
far
as
working
I'm
curious.
So
any
of
you
considering
pursuing
a
college
degree
in
either
engineering
or
construction
management.
E
Probably
not,
but
I
do
think
that
some
field
related
to
development
could
be
interesting.
I,
don't
know
if
it's
what
I
would
want
to
focus
on,
but
if
the
opportunity
presented
itself
I
probably
would
take
it.
K
My
interest
is
kind
of
wide
right
now
I'm
trying
to
kind
of
narrow
down
exactly
what
I'm
gonna
do.
But
with
me
leaving
on
to
your
mission,
I
feel
like
I'm,
gonna
kind
of
narrow
that
down
by
the
time
I
get
back.
And
so
then
my
plan
is
to
get
back,
go
to
college
and
then
kind
of
just
go
from
there.
F
I'm
kind
of
interested
in
doing
some
Property
Management
stuff
when
I'm
older,
like
on
the
side.
But
apart
from
that.
B
C
Okay,
so
this
one
shows
the
work
on
top
is
2014
Bond
and
the
work
on
the
bottom
is
22
bonds.
So,
generally
speaking,
and
for
the
most
part,
those
2014
Bond
projects
are
the
Final
2014
Bond
projects
we'll
be
doing.
Y
K
Foreign
all
the
Hoops
you
have
to
go
through
before
you
can
even
start
I
know
being
just
a
student.
They
go
into
the
Beaverton
School
District
I
went
to
Mountainside,
there's
a
few
things.
There's
like.
Why
can't
they
just
fix
it
like
just
like
get
down
there
and
just
fix
it
or
just
like
do
that,
but
then
kind
of
doing
this.
Internship
I
realized
like
it's.
Not
that
simple.
K
You
can't
just
like
get
someone
to
do
it,
just
that
you
have
to
like
actually
like
plan
the
whole
thing
out
and
make
sure
it's
good
for
not
even
just
like
the
students,
but
also
students
that
are
disabled,
which
I
actually
never
really
thought
of,
and
there's
just
a
bunch
of
different
other
things.
It's
kind
of
just
like
didn't,
really
think
about,
and
now
I
kind
of,
grew,
more
of
appreciation
and
so
I
would
say
just
kind
of
the
amount
of
work
to
just
even
get
something
a
small
project
done.
F
I'd
say
I
was
pretty
surprised
by,
like
the
amount
of
safety
precautions
in
place
for
when
you're
going
to
these
construction
sites.
So,
like
I've,
been
helping.
My
parents
build
our
house
for,
like
three
years
now
and
like
there's,
not
really
any
safety.
Precautions
like
I'm,
definitely
not
wearing
like
a
hard
hat
and
a
reflective
vest
and
like
stuff
like
that.
All
the
time.
E
Well,
it
wasn't
in
this
presentation,
but
I
saw
one
project
through
from
like
beginning
to
end.
It
was
the
new
conference
room
they're,
making
at
District
auxiliary
facilities
is.
E
The
district
support
center,
the
new
conference
room
they
were
making
there
and
I,
was
surprised
at
how
often
changes
had
to
be
made
sort
of
on
the
Fly.
There
were
a
lot
of
cases,
but
one
that
I
remember
off.
The
top
of
my
head
was
in
like
a
bathroom
section,
I
realized,
after
a
certain
point,
that
a
spot
where
a
paper
towel
dispenser
was
supposed
to
go
up.
E
There
was
no
space
for
it,
so
it
was
just
a
small
issue
in
how
it
was
built
that
meant
that,
like
they
had
to
fully
change
the
layout
of
that
area
and
I,
don't
know
it
seemed.
It
was
interesting
to
me
how
quickly
and
not
always
easily,
but
without
too
much
resistance.
Those
changes
were
made.
B
Well,
changes:
that's
a
good
segue
into
our
next
topic
here,
as
we
all
know,
in
large
projects
and
even
small,
that
changes
often
result
in
impacts
on
cost
and
schedule,
and
so
Aaron's,
going
to
at
least
I.
Think
it's
Aaron's
going
to
take
this
topic
to
talk
about
the
Change
Control
system
that
we
all
have
in
place.
C
Okay,
change
control,
so
I've
got
several
slides
here
to
talk
about
how
we
do
change
control.
C
It's
broken
down
really
into
two
separate
phases
of
construction:
we're
going
to
talk
about
changes
that
occurred
during
design
and
then
changes
that
occur
during
construction
phase
so
down
on
the
bottom.
Here
any
of
your
construction
probably
familiar
with
this.
This
is
a
curve
that
shows
the
ability
to
influence
costs
over
the
course
of
the
project.
So
the
our
ability
to
influence
costs
is
much
greater.
The
earlier
you
go
back
in
the
project
right
before
you
know.
The
project
is
ever
put
down
on
paper.
C
That
is
the
greatest
of
the
time
where
you
have
the
greatest
influence
over
the
cost
control
on
the
project,
so
how
that
manifests
itself
for
what
we
do
is
trying
to
be
really
diligent
when
it
comes
to
to
planning
ahead
of
time.
So
here
we
go.
The
best
way
to
avoid
cost
overruns
is
to
have
the
adequate
initial
budget,
which
means
having
a
complete
scope.
C
C
Second,
we
do
a
project
Charter,
so
this
is
kind
of
a
standard
of
the
industry
best
practice
for
project
management.
It
is
we
take
the
information
we
have
gathered
during
the
due
diligence
phase.
We,
you
know
the
project
budget
information,
the
project
scope,
we
sit
down
and
we
review
that
with
all
of
the
key
project
stakeholders.
So,
in
a
lot
of
cases,
it's
like
the
building
principle
will
sit
down
with
the
building
principle
and
say:
hey
here's
what
we
are
doing
do
you
do?
C
We
all
have
a
common
understanding
of
the
work
that
is
taking
place.
This
helps
to
control
the
scope
creep
that
occurs
on
these
projects.
A
lot
of
times
changes
are
wanted
after
the
fact,
but
we,
the
project,
Charter,
helps
us
to
all.
Have
that
common
understanding
of
what
should
have
been
included
in
order
to
avoid
making
those
changes
and
then
on
the
right
there
we
do
regular
cost
estimates.
C
So,
on
the
large
projects
like
say
Beaverton
and
Raleigh
Hills,
we
have,
our
Architects
will
provide
cost
estimators,
who
you
know,
are
giving
regular
cost
estimates.
We
will
also
then
get
secondary
or
third
cost
estimates
from
like
our
cmgc
partners
or
another
cost
estimator
and
all
of
those
cost
estimates
are
lined
up
against
each
other.
To
make
sure
we
all.
B
Okay,
well,
you
say
it's
good
to
have
everybody
all
the
stakeholders.
B
Understanding
of
the
scope
I
was
wondering
when
you
do
have
a
change
and
you
go
back
to
that.
Are
you
going
back
to
people's
memory
and
understanding
or.
C
Yeah
great
question:
we
know
we
literally
have
project
Charter,
so
it's
a
document
that
we
fill
out
that
lists
the
budget,
schedule,
scope,
risks
and
other
assumptions
that
we
have,
and
we
have
everybody
sign
on
the
the
dotted
line
at
the
bottom
of
the
project.
Charter,
we
keep
those
handy.
We
give
copies
to
everybody
that
signed
it,
so
everybody
has
should
have
a
clear
understanding
of
what
we're
doing
and,
along
with
the
risks
too
right.
There's
always
risks
in
what
we
do
and
we
can't
always
identify
all
of
those
risks.
C
Let's
see,
okay
along
those
lines,
sometimes
you
do
need
to
increase
the
budget.
You
know
a
variety
of
reasons
for
that
sometimes
escalation
unforeseen
conditions,
and
for
that
we
have
project
contingency,
and
we
have
very
clear
definitions
for
how
we
are
allowed
to
use
that
contingency,
whether
it's
project
contingency
or
whether
it's
program
contingency,
you
know,
say,
for
instance,
you
exceed
your
project.
Contingency,
you
have
to
use
program
contingency,
the
the
chart
you
can
see
up.
C
There
is
it's
in
the
cost,
management
and
control
plan,
and
that
really
drives
how
we
allocate
that
contingency.
So
if
it's
project
contingency
either
kcri
can
approve
that
contingency
use
we
use
e-builder
is
our
project
management
software,
and
so
all
the
budgets
are
loaded
in
e-builder.
If
a
project
manager
has
a
change
order
that
they're
having
to
process
and
and
fund
with
project
contingency,
it
literally
comes
to
me
in
an
e-builder
and
I
have
to
click
approve.
C
We
have
pull
records
of
all
everything
that
happens
on
the
project,
so
it's
all
very
clear
and
very
closely
follows
our
guidelines
and
policies.
Yes,
hey
since.
C
That
was
a
large
change
order,
great
question,
so
it
that
one
is
a
great
example.
It
was
you
know
it
was
a
GMP
contract
which
gmps
cover
everything,
except
for
unforeseen
conditions.
Typically,
so
that
was
an
unforeseen
buried,
condition
on
the
project
that
was
a
they
submitted,
a
change
order,
request
to
us
for
that,
and
that
was
a
project
contingency
use,
so
that
one
was
large
enough
that
I
had
to
review
it
and
then
Casey
had
to
approve
it
in
order.
C
L
C
Great
question:
there's
been
no
no
changes
to
that
so
far.
We
we
take
that
it's
all
on
our
website,
actually
there's
a
really
good
breakdown
by
school
of
the
projects
that
we
committed
to,
and
we
take
that
as
our
voter
commitment,
our
voter
promise,
so
that
there's
no
changes
at
this
point
to
that.
L
V
C
No,
no,
we
haven't
put
any
2014
Bond
money
in
it.
Mostly
it
was
the
bond
sale.
So
when
we
sold
it,
we
we
got
a
premium
and
that
was
that
was
16
million
16.6
million.
But
on
top
of
that
we
invest
the
bond
proceeds,
and
so
we
have
been
collecting
interest.
So
so
far
we
have
collected
4.3
million
dollars
in
interest
on
the
money
that
from
the
bond
sale.
D
And
I
would
just
add
to
that
on
that
for
the
contingency
pieces
we're
so
early
on
in
the
bond,
we
haven't
really
started
heavy
construction
yet
so
that
likely
is
good
to
have
that
as
we
get
down
into
the
bond
and
have
several
more
projects
like
in
year,
three,
for
example,
we're
going
to
be
really
busy,
and
you
know
there
may
be
a
conditions
that
come
up,
that
we
need
to
use
that.
So
it's
good
to
have
that
buffer.
Now.
B
Hey
Aaron
on
you
indicated
that
one
of
the
aspects
of
changes
is
added
scope
and
you
talk
about
the
authorization
for
you
and
Casey
on
the
additional
funds
to
cover
those
changes
and
I'm
thinking
back
to
going
through
Mountainside
and
some
of
the
reasons
that
they
gave
for
the
cost
overruns
there
were
that
people
changed
their
mind.
They
wanted
this
equipment
in
and
I
particularly
remember
the
commercial
kitchen
that
was
installed.
B
Who
How
do
you
evaluate
and
who
authorizes
that
scope
change
before
the
money?
Who
says
that?
Yes,
we're
going
to
make
this
change?
That's
a
valid
change.
So.
C
Firstly,
I
would
say
a
lot
of
what
we're
looking
at
here
today
was
implemented
after
that
and
sort
of.
As
a
result
of
that,
and
the
lesson
learned
from
that,
so
the
the
answer
is,
it
depends
on
what
we're
talking
about
exactly
you
know.
If
it's
something
that
requires
a
major
budget
increase,
then
it
depends
on
how
how
big
of
a
budget
increase
are
we
talking
about
my
my
budget?
Authority
is
150
000
and
then
you
know
everybody
you
see
around
the
table.
Here
is
a
different
level
above
me.
C
B
Is
there
a
sign
off
process
for
that
I
mean
if
somebody
were
to
track
back
and
say
why
did
we
let's
say
it's
an
increase,
spend
this
much
more
money
and
you
say:
well,
we
added
scope
well
who
authorized?
Who
said
it's?
Okay
to
add
that
scope?
Why
didn't
we
stick
with
the
original
scope,
so
I'm
looking
for
the
documentation
aspect
of
who
authorizes
that?
Yes,
that's
a
change.
We
want
we're
and
and
then
look
at
the
money
and
whether
we
can.
C
C
So,
yes,
we
do
have
a
form
that
gets
signed
and
recorded.
We
have
a
whole
list
of
those,
so
we
have
a
whole
bunch
of
like
on
Beaverton,
there's
a
whole
bunch
of
deviations
from
standards.
Most
of
them
are
non-cost
related.
It's
like
okay,
I
want
to
install
this
type
of
you
know.
Our
standard
for
carpet
doesn't
isn't,
doesn't
exist
anymore.
So
we're
going
to
install
this.
That's
a
deviation.
It
updates
our
standards
and
it
gets
approved
by
like
me
and
our
maintenance
supervisor
to
ensure
that
that
product
is
adequate.
D
Can
I
get
answered?
Part
of
that,
too,
is
when
we
get
into
large
scale
added
scope
that
will
come
up
through
the
district's
higher
level,
leadership
through
cabinet
and,
ultimately,
superintendent.
We
would
present
information
to
the
cabinet
to
say
that
we
need
to
add
this
scope
and
the
reasons
why
and
that
would
be
approved
at
that
level,
certainly
to
add
something
I
think
you're
getting
at
a
large
scope
increase
or
something
like
that-
certainly
regular
communication.
B
Okay
and
then
there's
I
presume
a
threshold
that
says
at
this
point:
it
goes
up
to
the
superintendent
or.
D
Yeah
and
it's
that's
outlined
by
the
board
goals
and
spending
and
in
this
chart
here
by
authorization.
Ultimately,
any
large
contract
approver
has
to
go
before
the
school
board,
so
they're
the
ultimate
approver
on
the
financial
piece.
D
So
they
have
to
vote
on
that
and
approve
contracts
before
we.
We
can't
just
spend
money
and
approve
contracts
that
the
school
board
function
of
the
local
contract
review
board.
B
Good
and
that's
what
I
was
looking
for
is
just
that
you
have
a
process
in
place
that
controls
the
scope,
changes
and,
ultimately,
the
funds
that
related
to
that
and
I
presume
that,
if
there's
a
scheduled
delay
and
up
in
there
that
that
would
be
documented
to
yep
exactly
okay,
I've,
just
I've
been
through
situations
where,
when
it
comes
down
to
it,
changes
are
made,
and
when
we
look
at
the
paperwork,
it's
not
there
and
somebody
eats
the
cost
and
that
so
I
was
looking
for
that.
B
B
Z
May
we
also
have
our
project
management
software
that
we
utilize
as
a
team.
So
all
those
processes
run
through
that
software.
So
all
changes
are
documented.
What
the
scope
is
what
the
the
schedule
impact
is:
what's
the
cost
impact,
so
so
those
smaller
project
stuff
it
starts
at
the
project
Team
level
right.
They
discussed
that
they
start
that
process.
It
then
comes
through
a
level
of
approval
right.
It
starts
with
the
PM,
goes
to
the
senior
project.
Z
Team
then
runs
up
through
Aaron
and
potentially
Casey
just
depending
on
the
size
and
the
cost
of
those
changes.
But
all
that
stuff
is
is
documented
through
ebo,
so
you
can
easily
go
and
look
and
say
what
was
change
order,
five
four,
and
why
was
it
there
there's
also
reasons
that
are
selected:
are
they
in-field
changes,
HJ
requirements,
owners
added
scope,
so
there's
different
ways
that
we
track
all
these
things
through
our
e-builder
software
as
well.
Y
Before
you
get
on
this
next
slide
here,
could
you
just
jump
back
for
a
second
on
the
contingency
piece
there
or
the
approval?
So
when
you
I'm
sorry
for
going
into
weeds
just
for
a
second
here,
but
on
when
you
say
project
contingency,
is
that
the
contingency
for
the
construction
that
Beaverton
School
District
holds
or
is
that
the
contractors
contingency.
C
Y
That
and
that's
kind
of
it
makes
sense
on
the
contractors,
continue
to
decide
what
are
the
approval
thresholds
for
them,
spending
that
contingency,
because
that's
actually
often
on
these
two
three
four
hundred
million
dollar
projects
that
continually
gets
eaten
away,
first
with
them
taking
care
of
problems
and
then
all
of
a
sudden
they're
out
of
contingency
and
they're,
looking
at
the
owner
to
tap
that.
So
what
is?
Is
there
a
yeah
process
in
place?
We.
D
Have
that
all
outlined
in
the
the
GC
contract,
and
then
there
is
language
within
there
on
how
that
can
be,
can
be
utilized
and
approvals
and
transparency
and
those
types
of
things.
It's.
Z
To
use
contingency
without
there's
a
there
again
with
ebuilder,
there's
processes
built
in
says,
hey.
This
is
what
we're
using
as
a
contingency
log,
attracts
that
yeah
they're
not
allowed
to
say
we're
going
to
use
contingency
and
come
back
and
say
we
use
400
000.
It's
in
our
contract
says
they
have
to
tell
us
and
we
have
to
approve
it
and
we
can't
withhold
it
yeah,
but
they
we
have
to
be
notified.
Perfect.
Z
Y
C
So,
jumping
from
design
and
construction,
you
know
we
try
to
avoid
making
changes
in
construction
as
much
as
possible.
That's
really
the
reason
for
doing
all
the
due
diligence
ahead
of
time
and
figuring
out
exactly
what
we're
doing,
but
there's
always
going
to
be
some
changes
and
if
we
do
get
a
change
order,
this
is
I
mean
this
is
kind
of
a
basic
process,
but
this
is
what
we
do
we
receive
it.
We
determine
if
it's
a
legitimate
request
for
change.
You
know
a
lot
of
times.
C
C
If
it
is
legitimate,
though
we're
looking
at
it
we're
scrutinizing
it
we're
checking
the
quantities
involved,
whether
it's
material
quantities,
whether
it's
labor
hours,
seeing
if
it's
realistic
and
consistent
with
the
work
taking
place,
we're
also
looking
at
the
labor
rates
and
material
unit
prices,
we
have
a
PR
with
using
e-builder.
C
We
have
all
the
cost
data
going
to
the
back
to
the
beginning
of
the
last
Bond,
so
we
have
a
lot
of
cost
information
baked
into
that
that
we
can
use
for
comparison
just
looking
at
unit
prices
for
anything
really
and
if
all
that
looks
good,
all
the
markups
look
good.
You
know
they're,
adding
their
fee
they're,
adding
insurance.
C
So
this
is,
you
know
we
talked
about
this
a
little
bit
too,
but
e-builder
is
what
we
use.
It's
our
project
management
software,
it's
cloud-based,
so
I
can,
you
know,
go
on
my
phone
and
sign
contracts
and
change
orders
and
all
that
good
stuff.
Each
person
has
a
role
in
e-builder
that
defines
your
approval
levels.
There
are
specific
workflows
for
everything
that
align
with
our
district
policies
for
purchasing.
So,
like
Jeff,
mentioned
a
change
order.
Will
you
know
if
it
meets
certain
thresholds?
It'll
get
routed
in
very
specific
ways?
C
Y
Aaron,
ask
you
one
more
on
that?
Yes,
sorry
and
I
hope
you
hear
this
from
a
place
that
I
want
this
to
go
well
for
the
whole
Bond
on
this
workflow.
Have
you
all
and
I'm
very
capable
group
of
people
here?
No
doubts,
but
very
busy
people
I
know.
Have
you
considered
for
the
change
order
process,
at
least
on
you
know
the
larger
ones?
Let's
say
a
hundred
thousand
more
retaining
those
same
third-party
estimators
that
you
have
on
call
to
help
with
the
change
order,
review
process
to
validate
costs.
C
I,
we
don't
typically
do
that
I
would
say
for
the
most
part,
it's
not
necessary.
What
we
do
do
along
those
lines
is
on
any
project
where
we
have
an
alternative
procurement.
We
do
bring
in
a
third
party
auditor,
so
they're,
looking
at
Job
costs
at
the
end
of
the
day
and
sometimes
along
the
way
to
check
to
make
sure
the
costs
are
consistent
with
those
stipulated
in
the
contract,
because
those
cost
books
on
a
big
job
can
be
really
thick
and
locked
that
goes
into
it.
C
And
that
does
it
for
my
our
Change
Control
presentation,
any
more
questions
on
that
yeah.
B
One
one
question
Aaron:
it
seems
to
me
when
I
looked
into
this
with
you
and
the
staff
three
or
four
years
ago,
that
you
had
a
management
manual
or
something
that
describes
Change
Control
do
I,
remember
right.
C
So
we
have
a
number
of
things:
we
have
the
cost
management
and
control
plan
which
has
really
developed
with
this
group.
Here
that
defines
a
lot
of
this.
We
have
District
purchasing
rules
that
we
use
that
guide
the
how
we
are
required
to
operate.
We
I
think
what
you're
referring
to
is.
Internally,
we
have
standard
operating
procedures,
so
we
have
a
whole
sop
manual.
That's.
C
No,
those
are
just
our
kind
of
internal
working
Sops
that
we
use.
You
know
when
we
have
a
new
hire,
we
hand
them
to
that
that
person
and
say
these
are
really
the
requirements,
the
expectations
we
have
for
the
position.
Okay,
I.
Z
V
B
V
One
other
question
on
the
the
permitting
that
was
the
issue
with
Aloha
high
school
was
that
due
to
the
the
concrete
work
or
was
there
something
messed
with
Howard,
that's
right
turns
in
their
stuff
and
then
also
on
the
the
labor
shortage.
Is
that
going
to
be?
Is
that
foreshadowing?
What's
coming
yeah.
C
That's
a
couple
questions
so
aloha
the
permitting
challenge
was
not
related
to
Howard
is
right,
it
was
it
was
the
timeline
it
took
us
to
get
the
permit
from
Washington,
County
and
I
would
say
it
has
a
lot
that
has
a
lot
to
do
with
labor
shortages.
You
know
just
like
the
contractors,
the
county
and
City
are
short
staffed
as
well
and
they're
short
several
positions
for
plan
reviewers,
and
that
was
why.
C
C
Yeah
yeah
labor
is
going
to
continue
to
be
a
problem.
The
workforce,
when
it
comes
to
skilled
trades
is
aging
and
it's
not
being
replaced
at
sufficient
levels
to
keep
up
with
the
demand.
So
it's
gonna
it's
going
to
be
a
problem.
We
the
way
we've
seen
it
really
manifest
itself,
is
just
higher
costs
and
longer
scheduled
durations.
We've
projects
recently,
we've
just
take
longer
than
they
used
to.
C
Okay,
we
just
had
a
really
quick
update
on
Raleigh
Hills,
Elementary
School
and
Beaverton
high
school
projects.
Eric,
do
you
want
to
give
a
quick
overview
of
Raleigh
Hills.
I
For
sure,
so,
in
the
just
going
down
this
bullet
list,
the
the
last
school
board
meeting,
we
were
authorized
to
execute
a
GMP
with
Pence
contractors
for
54.9
million
dollars.
Basically,
so
we
have
that
that's
getting
executed
this
week,
it's
in
Pence's
Court
to
sign
the
final
GMP
Amendment
right
now,
so
we've
got
that
going
on.
I
I
We
are
at
about
80
construction
documents
set
right
now,
so
we're
reviewing
that
to
make
sure
all
the
design
documents
are
up
to
date
and
then
we
had
our
Planning
Commission
meeting
a
week
ago
tonight,
the
Planning
Commission
that
went
really
smoothly.
Commissioners
were
very
complementary
of
the
design
and
the
package
that
we
had
for
them
and
everything
there
got
approved
unanimously
so
and
then
we'll
start
construction
once
school
is
out
for
the
summer.
P
X
So
speaking
as
an
old
project
manager,
you're
not
going
to
like
this
question,
but
so
you've
got
a
GMP
for
55
million
and
an
original
budget
of
66
point
something.
Do
you
get
to
keep
all
that
for
your
contingency,
or
do
you
have
to
negotiate
that
with
Aaron
and
give
some
of
it
to
the
overall
Bond
contingency.
X
I
66
goes
towards
outfitting
the
school
Furniture
technology
in
the
school.
It's
also
all
of
our
fees
for
hiring
our
contract
or
our
Architects.
There's
a
lot
of
other
uses
for
the
rest
of
that
project.
Budget,
okay,
yeah.
B
I
One
commissioner
had
a
question
about
why
we
weren't
adding
a
stoplight
both
at
the
parent
drop-off
access
and
the
Bus
drop
off
access,
and
it
was,
it
was
fueled
because
he
was
he
was
talking
about.
The
fact
that
the
bus
is
waiting
to
turn
into
the
school
is
what
often
causes
backup
on
on
Shoals
Ferry.
I
So
we
just
pointed
out
to
to
them
that
we
also
have
added
a
third
a
turn
lane
down
Shoals
Ferry
in
front.
So
we
have
room
for
bus
queuing
on
Shoals,
while
they're
waiting
to
turn
in
and
then
the
stoplight
will
help
with
that
issue
too.
So
you
get
the
crossing
traffic
gets
stopped
by
the
stoplight
and
allows
our
buses
to
turn
in
no
issues.
The
neighbor,
the
neighboring
properties,
to
the
back.
I
Actually,
the
property
owner
provided
public
comment
and
support
of
the
application
as
well,
so
that
was
that
was
good,
that
we've
coordinated
with
them
and
got
their
support
for
the
project
as
well.
B
I
Or
the
we're
providing
a
driveway
access
for
them
that
will
be
outside
of
our
secured
perimeter,
but
on
our
property
still
and
we're
working
on
the
executing
an
easement
with
them
for
their
access.
Y
So
I
got
one
more
for
you
on
the
I
think
it
was
at
the
May
meeting
you
guys.
We
took
that
tour
of
Raleigh
and
you
guys
gave
the
presentation
and
I
I,
think
I,
remember
Pence,
being
at
65
million
for
their
DD
estimate
and
you
somehow
got
them
to
54
million,
and
you
all
talked
about
some
value
engineering
ideas
then,
which
didn't
add
up
to
10
million
to
me.
So
what
happened.
I
We
worked
with
them
on
a
lot
of
different
things.
Some
of
it
was
the
amounts
that
they
were
carrying
in
contingencies.
I
Some
of
the
a
lot
of
it
was
designed
revisions.
It
was
a
pretty
long
process
because
we
started
in
the
end
of
March
and
basically
got
to
this
number
I,
don't
know
two
weeks
ago.
So
there's
a
lot,
that's
gone
into
it.
A
lot.
Y
I
I
Yeah,
okay,
yeah,
so
right
now
part
of
our
efforts.
Right
now
with
our
80
CDs
is
Pence's
reviewing
to
make
sure
that
the
documents
haven't
or
align
with
what
our
ve
assumptions
were.
Okay,
so
thank
you
on.
B
Your
negotiation
on
that
did
we
give
up
any
scope
that
we
felt
bad
about
our
quality
materials
or
anything
like
that.
I
No,
you
know
we're
we're
still
meeting
with
our
technical
standards
as
far
as
the
the
quality
and
the
durability
of
all
of
our
finishes.
Our
mechanical
systems,
everything
we.
We
found
a
large
ve
in
our
mechanical
systems
that
we
were
able
to
to
realize,
but
it
still
meets
with
our
technical
standards
and
we
had
buy-in
with
our
maintenance
group,
as
we
were
developing
RVE
as
well,
so
they're,
fully
on
board
with
the
design
as
well.
So
yep.
C
Z
Z
Z
We
continue
to
work
through
the
process
of
value
engineering
and
defining
pieces
of
the
project
that
we
can
make
more.
You
know
that
we
can
be
more
budget
conscious
with
we're
working
on
that
we're
in
a
range
of
about
somewhere
between
six
and
eight
million
dollars
of
continued
value
engineering
that
the
team
is
working
on
right
now
to
get
our
project
to
stay
within
our
253
million
dollar
budget.
Z
We
have
our
50
CD
documents
coming
out:
November
15th
our
GMP
will
be
based
on
those
documents
we
plan
to
have
the
GMP
completed,
or
at
least
submitted
to
us
in
January
and
then
to
the
board
for
approval
in
February.
Z
We
did
also
have
our
project
go
to
the
Planning
Commission
in
August.
It
was
well
received,
we
had
very
little
public
comment.
We
had
unanimous
approval
on
the
project
went
very
very
smoothly.
I
was
very,
very
surprised,
dick.
Thank
you
for
participating
in
that
process.
It
was
very
smooth
and
it
was
great.
We
do
still
plan
on
starting
portions
of
the
work
March
April
time
frame
next
year
with
the
Merle
Davies
building,
and
then
we
will
start
full
kind
of
construction
work
in
the
summer
of
24..
Z
I
think
those
are
the
high
level
where
we're
at
on
Beaverton
high
school.
So.
X
Z
Yeah
our
RVE
log
does
now
so
what
we
do
is
it
gets
updated
as
we
go
through
each
design
phase,
because
obviously
things
within
the
value
engineering
log
get
incorporated
into
the
design.
So
those
values
are
no
longer
Incorporated
but
yeah.
So
as
we
as
we
sit
right
now,
I
think
our
current
estimate
is
like
6.6
million
dollars
of
things
that
we've
approved,
that
we
think
we're
able
to
bring
into
the
project
and
bring
the
cost
down.
Z
X
Called
I
remember
the
first
number
that
we
had
on
Beaverton.
It
was
high
right
and,
and
one
of
the
biggest
things
I
think
you
did
was
work
with
a
designer
to
reduce
some
of
the
square
footage
of
the
building
correct,
and
so
that
was
a
pretty
significant
thing.
I'm,
just
what
I'm
wondering
I
guess
is:
are
there
significant
things
that
might
change
the
character
of
the
building
that
we
should
know
about?
I.
Z
Don't
think
at
this
point
there
is
no
the
first.
The
first
thing
was
primarily
a
grossing
Factor
right
calculation,
so
some
of
the
the
grossing
Factor
the
billing
was
off
considerably,
and
so
we
were
able
to
change
the
geometry
and
right
size,
the
building.
So,
instead
of
having
more,
we
had
more
writing.
We
have
more
right
angles
now
than
we
did
non-ride
angles
and
a
lot
of
spaces
that
were
so
it's
just
a
little
more
Square
building,
but
it
still
has
the
same
general
character
of
the
conceptual
design.
Z
Y
Okay,
just
on
both
of
these
thank
you
for
the
report
outs,
one
thing
going
forward
and
I
think
actually
really
soon
on
these
two
major
projects.
It's
like
50
of
the
bond.
Y
Almost
the
the
business
Equity
piece
I
haven't
seen
any
reporting
on
what,
where
the
contractors
are
tracking
at
and
they're
really
at
this
point
they
should
have
a
really
solid
plan,
because
they're
going
to
be
drawing
from
the
same
pool
of
small
businesses
that
Portland
Public
Schools
is,
and
the
450
million
dollar
PCC
bond
is
drawing
from,
and
so
you
have
a
great
15
goal
and
the
contractors
need
that
plan
now.
So,
if
part
of
our
job
here,
I
think
is
to
make
sure
that
that
goal
gets
really
exceeded
should
be
the
idea.
Y
So,
as
these
reports
are
coming
and
we're
having
these
sit,
Downs
it'd
be
great
to
get
that
report
out,
not
just
the
money.
But
how
are
we
doing
on
the
equity
piece
and
then,
when
you're
in
construction,
the
workforce,
training
and
hiring
elements?
Those
metrics
too,
is
another
key
goal
here
that
we
need.
It
needs
to
be
in
this
discussion.
Z
Yeah
I
can
I
can
definitely
tell
you
that
we
we've
we've
heard
that
and
from
or
we've
heard
that
concern
right
when
we
come
to
the
board
with
our
GMP
dollar
value
in
February,
we'll
have
all
that
completely
highlighted
what
those
amounts
are,
what
the
goals
are,
where
they're,
tracking
and
trending,
based
on,
where
they
are
obviously
they'll,
still
be
buyout
that
happens
after
the
GMP.
So
they
won't
fully
know
the
participation
metrics
but
they're
going
to
have
a
good
idea,
and
currently
we
have.
Z
I
That's
fair,
I,
I
agree.
It's
it'll
be
a
good
thing
to
report
going
forward
for
sure
awesome.
W
D
Z
B
Hey
Jeff,
I
guess
I'm
jumping
a
little
bit
ahead,
but
I'm
trying
to
reconcile
something
in
the
financial
report.
It
shows
Beaverton
High
School
on
the
watch
list.
What
you've
described
here
all
sounds
pretty
good.
Why
is
it?
Z
I,
hey
and
I'll,
let
Aaron
you
want
me
to
take
that
I'm,
not
quite
sure
why
it's
on
I
would
say.
One
of
the
reasons
is
that
we're
still
working
through
ve
right.
We
have
a,
we
have
a
construction
budget
and
we're
still
slightly
above
that
that
value
and
we
continue
to
work
so
that
may
be
one
of
the
reasons
but
other
than
the
the
construction
value,
all
the
other
metrics
around
design
permitting
land
use.
D
There
are
a
couple
things
that
we're
we're
on,
but
some
of
it
is
has
to
do
with
long
lead,
equipment
items
and
procuring
those,
and
we
have
a
plan
for
that.
I
don't
know
if
Aaron
has
any
additional
comments,
but
there
are
some
of
those
things
that
were
aware
of
and
we're
working
through
right
now
with
with
procuring
Things
Early,
so
that
they're
here
I
mean
we're
seeing
12
to
18
month
lead
times
on
certain
things
and
we'll
just
have
to.
D
We
have
a
good
plan
to
to
manage
that,
but
that
could
be
a
reason
why
the
schedule
influx.
It's.
C
Sort
of
a
subjective
evaluation
on
in
terms
of
what
is
watch
list
or
not
and
Beaverton
is
I.
I
put
it
as
on
the
watch
list,
just
because
of
the
magnitude
of
the
project
and
the
importance
to
the
bond
program.
So
with
it
tracking.
You
know
just
slightly
above
budget
right
now.
It's
something
we
want
to
watch.
B
D
B
D
C
C
As
with
all
of
the
seismic
projects,
our
goal
is
to
you
know,
they're
very
invasive,
to
the
schools
that
takes
place
all
over
the
school.
It's
a
lot
of
cutting
into
floors
and
walls
everywhere
and
the
roof,
and
so
when
we
do
these
we're
trying
to
be
as
efficient
as
possible,
and
that
means
bringing
as
much
deferred
maintenance
work
into
the
project
as
possible.
So
at
Mountain,
View,
Middle,
School,
there's
a
lot
happening
related
to
HVAC
and
electrical
systems
in
the
school.
C
All
of
the
electrical
and
HVAC
are
original
to
the
school
which
was
built
in
1960,
and
it's
all
at
end
of
life.
All
the
electrical
gear
and
electrical
panels
are
no
longer
like
you
can't
buy
parts
for
them,
for
you
know
whatever
reason
the
specific
system
in
the
school
just
doesn't
it's
not
support
it
anymore,
and
if
it
goes
down,
we
can't
replace
it,
and
so
we're
going
to
be
replacing
all
of
that.
C
During
the
seismic
project,
we
increased
the
budget
for
the
project
from
deferred
maintenance
really
to
capture
all
of
that
scope
that
will
be
taking
place
in
the
school
and
the
modernization
so
Mountain
View
had
well.
We
transferred
808
from
the
moderate
in
our
8000
from
the
modernization
project
for
Mountain
View
into
the
seismic
project,
so
that
all
of
that
work
can
take
place
at
the
same
time.
So.
X
A
request:
if
you
look
at
the
you
know
the
budget
details,
it
looks
bad
just
because
it's
I
mean
the
original
budget
for
the
seismic
work
was
40
million
dollars.
We've
committed
33
million
dollars
in
that
line
item
and
it's
the
things
you're
saying
I
get
that
it's
not.
It
isn't
bad,
but
it
looks
bad
sure.
We
spent
three
quarters
of
the
original
Budget
on
the
first
two
seismic
upgrades
is
what
it
looks
like
and
there's
still
four
to
go.
X
I
don't
know
if
there's
a
way
that
you
can
break
the
numbers
apart,
so
that
it
makes
more
sense
every
it,
and
maybe
it's
just
me,
but
every
time
I
look
at
it,
I
go
what
the
heck
and
then
I
have
to
remind
myself.
Oh
yeah,
there's
a
bunch
of
added
scope,
and
it's
not
really
seismic,
but
it's
efficient
to
do
it.
This
way,
I
get
that
it's
just
the
numbers
kind
of
confuse
you
so
I,
don't
know!
Maybe
you
and
I
can
talk
about
it
and
try
and
figure
out
a
way.
C
X
Money
you
just
have
to
go
back
to
all
the
past
transfers
and
find
them,
and
that's
all
I'm
saying
is
it
just
if
someone
picks
up
this
piece
of
paper
and
looks
at
it,
it
looks
like
the
seismic
work
is
way
over
budget
and
sure.
Neither
of
us
want
to
communicate
that
because
there's
a
lot
more
going
on
there.
That's
all
I'm,
saying
yeah.
C
Next,
we
we
talked
about
the
raw
Hills
GMP
already,
so
that's
great
news
get
rolling
on
that
project
and
then
the
Capitol
Center.
We
had
a
big
HVAC
project
taking
place
next
summer,
so
we
got
received
bids
for
that
a
couple
weeks
ago
on
budget.
So
that
was
really
great
news
in
terms
of
schedule.
We
mentioned
this
a
couple
times,
so
we
might
as
well
jump
into
it
now.
Aloha
High
School
is
tracking
seven
weeks
behind
schedule.
C
Right
now,
we
had
initially
hoped
to
complete
the
project
around
winter
break
and
right
now
we're
looking
at
more
like
early
February,
and
that's
really
it's
the
permit
and
it's
the
remediation
of
the
the
concrete
storm
pipe
so
fortunately
other
than
being
an
inconvenience
to
the
people
at
the
school.
It
doesn't
have
tremendous
schedule
impacts.
C
It
is
I,
don't
want
to
minimize
the
the
impact
that
it
has
on
school,
because
I'm
I'm,
certain
it's
a
great
one,
they've
been
really
good
to
work
with.
Jason
has
been
our
project
manager
on
that
and
he
he
communicates
and
collaborates
with
the
school
staff
constantly
he
has
meetings
with
Matt
the
principal
every
single
week
and
Matt
is
very
up
to
speed
on
what's
occurring
at
the
school.
C
C
C
And
then
challenges
and
opportunities,
just
what
I
just
mentioned,
permitting
timelines
permitting
is
challenging
and
it's
been
getting
more
challenging.
So
Washington
County
fortunately
worked
with
us.
They
give
us
a
lot
of
courtesy
inspections
along
the
way,
while
we
waited
for
that
permit,
there's
just
a
lot
of
a
lot
of
things
that
take
place
to
get
a
permit
for
a
project
like
that.
So
we're
tracking
this
very
closely
on
Beaverton
and
Raleigh
Hills
to
make
sure
that
we
have
those
permits
ahead
of
time
and.
C
B
Okay,
so
what
why
would
you
say
the
the
permitting
is
taking
longer
is
that
we
didn't
anticipate
how
much
time
it
would
take
or
Are
there
specific
issues
with
what
we're
asking
for
or
they're,
understaffed
and
can't
process
them.
I
mean
I'm
just
trying
to
understand,
rather
than
just
I.
C
Would
say
it's
all
of
the
above.
You
know:
we've
really
been
working
on
RN
to
make
sure
we're
submitting
things
as
early
as
possible.
You
know
you
really
can't
submit
it
until
the
design
progresses
to
a
certain
point,
but
we're
trying
to
get
in
as
early
as
we
can
codes
change
constantly
too.
That's
another
complicating
Factor
like
NFPA,
National,
Fire,
Protection
code
just
changed,
and
it's
just
it's
changing,
sometimes
ahead
of
what
the
industry
has
incorporated
into
their
processes.
C
Do
yes,
we
work
with
them.
We
have
regular
coordination
meetings
with
them,
Carl
and
Casey
and
I
meet
with
them
every
other
month
or
so,
and
we
talk
about
these
issues.
We
have
an
ongoing
agenda
with
each
of
the
different
jurisdictions
where
we
look
at
the
issues
and
and
try
and
get
ahead
of
them
as
much
as
possible.
Dick.
Z
We
have
bi-weekly
meetings
with
them
for
both
of
our
projects,
specifically
just
to
go
over
permitting
items.
I
can
think
with
the
Staffing
piece.
It's
not
that
they
don't
have
the
staff
necessarily,
but
they
do
have
shortages,
but
the
staff
is
all
new
and
those
staff
is
trying
to
learn
the
processes
of
how
it
all
works,
and
that
slows
things
down
and
then
they
also
having
a
new
staff.
Z
They
there's
always
gray
areas
right,
but
when
you
have
a
new
staff,
they're
very
rigid
on
their
interpretations
of
things,
instead
of
being
a
little
flexible,
which
you
kind
of
learn
to
work
with
as
you
move
forward,
so
we're
we're
struggling
with
that
with
them
with
the
new
staff
they
have
bringing
in
to
both
Washington
and
City
of
Beaverton.
So
through
our
coordination
means
we
try
to.
You
know,
get
in
front
of
that
as
much
as
we
can,
but
it
still
is
a
struggle.
So.
C
We
do,
for
the
most
part,
but
you're
also
having
City
officials
reviewing
those
codes
too.
So
there's
just
a
lot
of
different
a
lot
of
different
eyes
on
different
things
and
they
all
have
their
different
areas
of
concern.
C
So
as
far
as
I'm,
not
gonna
go
I'm,
gonna
read
the
actual
financial
information
here
and
it's
too
hard
to
read
on
the
screen.
Anyways,
but
I
highlighted
the
sections
where
the
changes
occurred.
Primarily
it
was
related
to
the
Mountain
View
work,
though
the
adding
the
Deferred
maintenance
and
modernization
work
to
the
project.
C
This
is
our
scorecard
I.
I
would
again
refer
you
to
your
handout.
I,
don't
know
how
to
zoom
in
on
this
thing,
but
we
talked
about
Beaverton,
High,
School
tracking,
that
one
I
like
I,
said
I,
don't
think
it's
in
any
significant.
It's
not
a
concern
right
now,
but
it
is
something
just
because
of
the
magnitude
that
we're
watching
really
closely
Raleigh
Hills
is
on
track.
Five,
Oaks
seismic.
C
We
finished
all
the
work
this
summer
on
time,
it'll
we'll
be
completing
the
roof
next
summer,
Aloha
High
School
is
doing
well
other
than
just
kind
of
the
the
challenge
related
to
the
schedule.
They're
doing
footings
and
getting
ready
for
slabs
here
pretty
soon
so
really
looking
forward
to
not
starting
to
go
vertical,
stole
our
gym
in
classroom
is
tracking.
Well,
this
is
where
we're
going
to
be
adding
a
standalone
gym
next
summer.
I
think
I've
got
a
slide
on
it
here
in
a
little
bit.
C
Southridge
HVAC
is
going
well
big
projects
for
next
summer,
replacing
all
of
the
HVAC
units
on
the
school
and
that's
under
contract
and
we're
working
on
some
middles
Mountain
View
seismic
we
have
Howard
us
right
is
doing
that
project
and
right
now,
they're
going
in
and
doing
a
lot
of
due
diligence
and
estimating,
alongside
our
architect
and
Westview,
is
kind
of
in
the
same
same
stage
right
there
doing
early
design
and
cmgc
estimating
right
now,
yeah,
okay,
Beaverton
High
School
talked
about
that
one
already
Hills.
C
You
can
see
some
renderings
the
most
recent
renderings
of
the
school
here.
C
Oh,
so
here
are
the
pictures
of
the
Stoller
gym
so
for
those
of
you
who
are
familiar
with
Stoller
we're
going
to
be
adding
a
gym
on
the
upper
side
of
the
school,
the
north
end
of
the
school
there's
a
bunch
of
Portables
up
there,
which
we
relocated
to
Beaverton
high
school
and
we'll
be
installing
a
new
gym
and
four
classrooms,
and
that
work
will
take
place
starting
next
summer
next
spring.
Actually.
C
I
mentioned
our
office
relocations
here,
a
little
bit,
a
low
is
going
well.
West
View
is
kind
of
similar,
although
it's
a
smaller
footprint,
we'll
be
adding
sort
of
an
office
on
the
front
entrance
to
the
school
to
create
a
secure
entrance
festival
and
office
area,
and
we
have
bremik
we'll
be
doing
that
work
next
summer
as
well.
Next
Summer's
gonna
be
very
busy
seismic
upgrades,
Mountain,
View
and
Five
Oaks
and
then
all
the
modernization
work
that
is
taking
place
right
now.
B
One
question
Aaron
on
this
is
just
reporting
format
back
on
a
chart
that
has
the
milestones
for
the
various
projects
yeah.
How
do
we
know
looking
at
this?
How
the
actuals
compare
to
the
forecast.
C
C
B
Okay
so
well,
let's
take
the
schematic
design.
Now
that
was
last
December
was
that
what
we
had
planned
on
I
mean
that's
an
actual
date:
I
I'm,
just
I'm,
trying
to
figure
out
how
to
interpret
this
without
going
back
to
previous
reports
in
previous
meetings
and
do
a
a
comparison.
Is
there
a
way
that
we
can
show
here.
B
What's
a
forecast
date-
and
you
know
maybe
with
an
F
and
then
if
the
the
actual
date
of
completion
comes
in,
is
different
than
that
be
able
to
show
them
up
both
in
the
same
box.
C
Yeah,
we
could
do
that.
It's
really
just
how
complicated
do
we
want
to
make
the
spreadsheet
I.
B
C
That
is
why
we
highlighted
them
the
different
colors
to
try
and
show
you
know
where
it
was
a
Mist
like
Aloha,
for
instance,
but
yeah
I
see
what
you
mean
like,
unlike
aloha.
We
could.
It
shows
the
new
date,
but
we
also
should
could
have
shown
the
original
date
on
here.
B
You
know
I'd
like
you
to
think
about
that,
and
the
objective
here
is
to
communicate
how
we're
we're
doing,
which
is
usually
actual
versus
forecast
or
or
if
a
date
is
changed
or
I
mean
I'm
actually
used
to
seeing
three
dates
on
something
one
is
the
plan
and
then,
if
the
plan
changes
it's
a
forecast
and
then
when
the
actual
is
so
just
seeing
one
date
on
here
and
trying
to
tell,
is
this
good
or
bad
or
right
on
yeah?
C
Yeah,
that
makes
sense.
Thank
you
that
really
does
it
for
our
presentation.
I
was
gonna,
have
Gabby
mention
a
couple
of
things.
She'd
worked
on
here
up
on
the
screen,
yeah.
U
Yeah
the
slide
showcases
links
to
just
coverage
for
the
past.
You
know
Bond
projects,
usually
over
the
summer,
since
the
BSC
last
meant
so
here
you
can
see
that
there's
Twitter
Youtube
LinkedIn,
we
also
post
on
Instagram
and
Facebook.
These
are
just
easier
to
link
on
a
slide
for
you
all
and
you
can
kind
of
see
a
variety
of
coverage.
So
we
do
video
to
highlight
you
know.
For
example,
I
see
the
front
office
project
at
Aloha,
High,
School,
LinkedIn
we've
been
really
increasing
traffic
on
there.
U
There
are
a
lot
of
just
professionals
who
really
enjoy
the
work
that
we're
doing
so.
We've
been
actively
posting
on
there.
We
try
to
post
renderings
if
we
have
new
information
just
for
people,
so
you
can
take
a
look.
There
I'm
happy
to
answer
any
questions
that
you
may
have.
C
And
then,
lastly,
topics
for
next
month,
I
threw
up
some
ideas
there,
but
was
hoping
to
hear
from
you
all.
If
there's
anything
else,
we
should
be
presenting
on.
C
Randy
had
suggested
a
deferred
maintenance
plan,
so
we'll
we'll
cover
that
next
time
I
threw
up,
and
thanks
for
the
question,
Equity
Contracting
goals
and
practices
we'll
probably
bring
in
skanska
to
talk
about
their
plan
at
one
of
these
meetings.
It
we'll
have
to
talk
about
about
either
October
or
January.
Yes,.
A
On
a
bowl,
my
understanding
is
that
we're
giving
that
you're,
giving
us
reports
and
then
from
those
reports.
Then
this
group
can
come
back
and
ask
questions
and
and
bring
up
topics.
I
don't
know.
Are
you
saying
that
you
want
them
to
bring
it?
They
can
bring
up
topics
and
things
at
different
times
throughout
the
time
you
know
like
what
would
be
the
process,
I
guess
for
our
new
members
if
they
had
a
topic
that
they
wanted
to
add
to
this?
Is
it
just
now
during
the
meetings
or
are
you?
A
It
was
just
so
bored,
we
have
it
to
the
leadership
and
then
talk
to
the
superintendent
to
bring
up
topics.
It
can't
be
just
like
I
as
an
individual
board
member
can't
be
like
I
want.
A
You
know,
I
want
Carl
to
look
for
this
and
you
to
look
for
that
and
this
person
to
and
because
they
have
a
lot
of
work
to
do
so,
just
wanting
to
clarify
what
would
be
the
process
that
you
want
people
to
follow
if
they
have
topics
to
add
to
the
agenda,
or
particular
questions
that
they're
diving
into
during
in
between
meetings
yeah.
Your
next
meeting
is
until
October
25th
or
something
so
just
trying
to
clarify
for
new
board
members.
What
that
might
look
like.
D
B
In
the
past,
the
BAC
agenda
has
been
jointly
decided
between
chairman
and
and
Aaron
based
on
input
from
others.
So
it's
not
a
one-off.
Everybody
throws
something
in
the
pot
it's
when
we
look
at
the
relevance
of
the
topic.
How
much
time
it
takes
I
mean
a
lot
of
considerations
going
into
what
we
actually
nailed
down.
A
And
I
think,
and
also
I
would
add
that
the
previous
chair
also
checked
in
with
me
as
a
board
member
and
would
say
like
hey.
Is
there
anything
you
want
to
add
to
our
agenda
or
anything
that
the
board
has
discussed?
That
would
be
important
to
bring
to
your
meeting
as
you're
building
your
agenda,
and
that
was
there
were
Sometimes
some
things
that
came
up
for
the
school
board
that
so
you
could
check
in
with
Sunita.
W
B
Sure
they
have
it.
That's
right.
John,
yeah
and
in
fact
an
example
of
that
is
idea
for
the
Deferred
maintenance
plan
was
one
that
Randy
came
up
with
brought
it
up
with
me,
I
communicated
with
Aaron
and
tied
him
in
with
Randy.
So
we
clearly
understood
what
the
question
was
or
the
topic.
C
N
C
Think
that
does
it
unless
there's
anything
else,
if
you
want
to.