►
Description
January 17, 2023
A
C
A
D
Now
I,
thank
you
guys
for
allowing
Us
site
logic
to
spend
our
evening
with
you.
We
have
quite
a
caravan
of
people
here
tonight.
I've
been
in
front
of
this
board
a
couple
times
so
I
know.
There's
a
couple
of
new
faces,
I
believe
in
the
room,
but
Garrett
Lewis,
Executive,
Vice,
President,
site
logic
and
then
with
to
my
right
is:
are
the
project
executive,
Mike
Arnold?
D
We
have
our
organization,
president
Rick
Evans,
Scott,
Palmquist,
who's,
a
senior
business
consultant,
Steve,
reckhart
who's
been
the
site
superintendent
on
the
IMs
project,
phase
one
and
then
Rochelle
final,
our
senior
project
manager
on
the
IMs
project
as
well.
I.
Think
it's
been
a
long
time
since
you
guys
have
kind
of
had
an
opportunity
to
hear
from
us
and
I
know.
You
know,
there's
some
frustrations
surrounding
the
the
phase.
D
Two
bid
results
and
we
will
address
those
tonight
after
we
talk
about
the
current
status
of
the
phase
one
project
we
do
want
to
give
an
update
on
the
phase
one
project.
There
are
a
couple
items
to
close
out
and
there's
some
lingering
contract
issues
that
we
need
to
discuss
with
the
board
before
you
ultimately
make
the
decisions
that
you
have
to
make
for
your
community
going
forward.
So
without
further
Ado
I'm,
going
to
let
Mike
talk
about
the
phase
one
project
and
then
Rick
and
I'll
be
back
to
talk
about
phase
two.
All
right.
H
As
far
as
the
agenda
as
as
Garrett
had
indicated,
we
will
talk
a
bit
about
phase
one
talk
about
the
success
of
that
of
that
project
and
where
we
are
with
the
closeout
of
that
project
and
Rochelle's,
going
to
share
some
some
photos
as
well.
I
know
you
had
an
opportunity
to
tour
the
building.
I
think
it
might
have
been
in
September.
H
We
are
dealing
with
the
most
difficult
time
to
be
a
design
Builder,
as
it
relates
to
hyperinflation
and
the
supply
chain
issues
that
we've
been
up
against
throughout,
and
many
of
you
are
very
familiar
with
both
of
those
items
on
a
personal
level
as
well.
As
you
know,
it
has
hit
the
construction
industry
in
a
very,
very
big
way,
but
a
lot
of
successes.
We
were
able
to
get
the
the
project
done,
get
to
get
the
students
moved
into
those
spaces
and
one
of
the
things
I
did
want
to
highlight.
H
H
One
of
those
line
items
was
the
contingency
fund,
and
this
next
slide
kind
of
indicates
and
I
realize
it's
a
little
bit
of
an
eye
chart,
but
it
identifies
the
various
categories
and
some
of
the
things
that
we
were
able
to
absorb
during
the
course
of
the
project,
whether
it
be
an
unforeseen
condition.
We
ran
into
some
poetic
material,
pyrite
material,
which
is
a
a
absorptive
material
that
can
cause
heaving.
We
we
found
that
at
the
elevator
excavation,
along
with
some
rock,
we
took
care
of
those
those
issues
kind
of
as
an
unforeseen
condition.
H
There
were
some
omissions
on
the
drawings
that,
instead
of
bringing
those
two
years
to
change
order,
we
just
we
just
took
care
of
those.
In
addition,
we
were
able
to
take
care
of
as
the
project
progressed.
There
was
the
need
by
the
owner
by
the
district
to
add
a
few
things.
We
added
some
special
glazing
that
was
requested,
so
we
we
absorb
those
costs
as
well.
So
you
can
see
some
of
these
things
were
all
taken
care
of
as
part
of
that
contingency
fund
and
the
overall
bids
for
phase
one
did
come
in
favorable.
H
Obviously,
we
have
a
different
result
now
with
phase
two,
but
one
of
the
one
of
the
point,
those
those
things
out
as
we
go
through
right
now,
we're
in
what
we
call
the
punch
list,
phase
we're
roughly
95
complete
with
that
Steve
record
is
here.
He
has
been
our
on-site
superintendent
throughout
continues
to
be
on
the
job,
making
sure
that
these
Loose
Ends
get
get
wrapped
up.
Punchless
can
get
a
little
bit
difficult
and
dicey
once
the
kids
have
moved
in.
H
So
it's
we're
kind
of
navigating
our
way
through
that
we
do
have
some
ongoing
equipment
deliveries
as
a
result
of
the
supply
chain
situation
and
the
elevator
elevator
number
one
right
now
is
currently
under
construction
a
little
bit
behind.
Obviously,
but
that's
part
of
the
finding
the
pyrite
material
and
The
Rock,
and
actually
that
elevator
is
due
to
arrive
and
start
next
week
and
and
get
that
that
particular
piece
of
phase
one
wrapped
up
in
the
next
couple
of
weeks.
H
I
I
know
some
of
you
have
during
September
when
we've
turned
over
phase
1A.
That
was
mostly
the
administration
area
that
you
got
to
see.
This
is
the
example
of
that
Administration
area
compared
to
the
old
Administration
area,
so
the
new
Administration
houses
admin
on
one
side,
guidance
on
the
other
and
a
teacher's
work
room
kind
of
separate
from
both
of
them,
so
kind
of
separate
some
congestion
that
the
old
office
had.
I
I
I
Okay,
this
is
just
another
view
of
the
admin
space
again
just
showing
the
difference
between
the
two
and
you
can
see
the
really
the
difference
in
the
state
of
the
art
lighting,
LED
lighting,
that
is
there.
So
over
Thanksgiving
we
were
able
to
move
everybody
into
the
sixth
grade
Wing.
So
these
are
some
pictures
of
the
new
corridors.
I
You
can
see
the
great
Colors
by
Hayes
Design
Group,
again
the
LED
lighting,
some
of
the
new
two-tier
lockers
that
were
put
in
to
replace
some
of
the
lockers
that
were
not
functional,
but
just
a
great
space
overall
for
the
kids
and
the
staff
of
this
school.
So
just
yet
another
view
of
the
corridor,
the
classroom,
so
most
of
this
area
had
a
lot
of
the
academic
classrooms
in
it.
So
we
brought
them
into
the
21st
century,
not
only
with
finishes
but
technology
lighting
MEP.
I
So
one
of
the
examples
we
showed
this
room
is
one
of
your
Old
World
Language
rooms,
but
you
can
see
just
the
difference
in
the
state
of
the
art
LED
lighting,
but
not
only
that,
but
we
were
able
to
increase
the
size
of
the
windows
for
the
natural
lighting,
which
I
know
is
huge.
You
know
with
teachers
and
students
and
learning
this
is
one
of
the
typical
classrooms
again
state
of
the
art
21st
century.
I
You
can
see
the
low
maintenance
flooring
compared
to
the
old
carpeting
I'm
sure
your
maintenance
staff
probably
loves
the
new
flooring
again
the
technology
to
support
your
smart
boards
in
the
classroom,
the
LED
lighting,
just
an
old
complete
upgrade
of
the
color
palette
from
Hayes
design.
So
from
what
I
hear
everybody
loves
the
new
space
who
have
gotten
to
move
into
it.
So
that's
great.
We
would
love
to
move
this
into
phase
two
and
finish
out
the
rest
of
your
academic
classrooms
with
the
same
quality
and
21st
century
systems.
I
D
As
far
as
the
phase
two
bid
results
are
concerned,
I
think
this
is
probably
the
the
main
event
here.
You
know
we
prepared
a
couple
day
data
points.
Some
tables
sets
for
you
to
consider
as
far
as
making
decisions,
regardless
of
whether
or
not
that's
rebidding
refacing
the
project
or
just
kind
of
moving
an
entirely
different
direction
altogether.
I
know.
J
J
I've,
never
seen
anything
like
what
happened
over
that
particular
period
of
time,
driven
by
supply
chain
that
we
hear
a
lot
about,
but
also
by
the
amount
of
essers
dollars
that
was
channeled
to
construction
itself,
so
created
a
tremendous
amount
of
demand
in
the
marketplace
and
that
demand
meant
that
in
the
construction
market,
pricing
went
up
even
higher
than
General
inflation
around
the
country.
So
it
was
a
very,
very
high
demand.
So
what
we
did
is
we
wanted
to
go
out
and
do
some
research
figure
out?
Okay,
what
was
the
impact
of
that
demand?
J
So
we
went
out
found
as
many
jobs
projects
in
this
area
as
we
could
to
demonstrate
where
the
budgets
were
set
along
the
same
similar
timelines,
that
these
were
done
in
bid
periods
where
the
budgets
were
set
and
then,
where
the
final
bid
results
came
in
the
all.
The
projects,
with
the
exception
of
Bethel
Park,
are
publicly
bid,
so
the
architect
LED
set
a
budget
put
out
for
publicly
bid.
This
is
the
only
one
that
is
a
Giza
or
Esco
job
on
this
list.
J
As
you
can
see
from
the
results,
there
is
significant
inflation
up
to
45
percent
over
budgeted
costs
over
that
time
period.
I
think
that's
more
dramatic
than
any
contractor
could
ever
predict
in
in
a
timeline
of
less
than
a
year.
As
we
look
at
Bethel
Park,
we
actually
feel
like
this
job
performed
better
than
average
on
the
inflation
I
would
argue
that
it's
less
than
30
percent,
because
we
also
know
that
there
were
some
additional
scope
added
to
the
project
during
that
time
period
and
Mike's
going
to
address
that
a
little
bit.
J
But
we
feel
that
the
Giza,
even
in
this
market,
has
an
advantage
in
bid
solicitation
with
preferred
subcontractors
and
I
can
tell
you
that
the
subcontractors
that
bid
to
us
were
their
first
choice
because
they
know
who
the
general
contractor
is
going
to
be.
They
know
we're
going
to
run
a
fantastic
project
and
you've
seen
that
in
Phase
One.
Despite
all
the
challenges
in
construction
today,
we
feel,
like
we've,
delivered
an
excellent
project
in
a
very
timely
manner
on
phase
one.
J
H
Yeah
Dr
Walsh.
In
our
conversations
you
know
recently
about
about
the
phase
two
bid
results.
We
we
we're
constantly
communicating
what
we're
hearing
from
our
subcontractors.
You
know
as
far
as
what
was
going
on
in
the
market
and
I
know
that
there
was
the
need
to
get
some
more
specific
examples,
not
just
here
from
us,
so
I'm
I'm
holding
an
email
just
from
last
week,
and
this
is
from
our
plumbing
subcontractor
that
sent
the
note
over
over
to
Rochelle.
H
Just
saying,
please
see
increased
announced
yesterday,
which
was
a
five
percent
increase
in
copper
tubing,
and
that
was
just
you
know
after
the
first
of
this
year.
This
is
what
they
have
us.
This
is
what
they
have
been
doing
to
us
one
day
notice,
installation
and
steel
are
up
10
from
the
beginning
of
the
year.
Sprinkler
pipe
and
fittings
are
also
up
10
percent.
Anything
relative
to
site
work
is
increasing,
such
as
ductile
iron
pipe
and
fittings
highest
I've
ever
seen,
and
it
is
still
Rising.
H
So
it's
just
you
know
again
another
example
of
what
we've
been
what
we've
been
facing.
We
understand
that
at
South
Park,
which
those
bids
were
received
rather
recently
just
last
month
on
December
20th,
that
the
indications
are
from
our
subcontract
Community
is
that
that
project
came
in
dramatically
high
as
well
and
they're
in
the
process
of
evaluating
that.
So.
J
That's
the
performance
across
the
bid
Market
further
than
that.
As
a
company,
you
know
we
do
work,
a
tremendous
amount
of
public
school
work
in
Pennsylvania.
You
know
roughly
managing
close
to
a
billion
dollars
of
work
a
year.
We
have
a
huge
database
of
information,
and
the
last
thing
I
ever
want
to
be
doing
is
standing
right
here
in
this
position
with
a
project
this
far
over
budget.
J
So
we
have
a
a
master
spec
program
where
we
take
the
data
from
all
the
projects
we've
been
in
the
recent
years,
at
least
a
year
or
year
and
a
half
or
so
we
put
it
in,
and
we
have
some
very
powerful
algorithms
that
tell
us
exactly
where
the
market
is
at
we're
good
at
what
we
do
because
and
a
good
estimate
or
a
conceptual
estimate,
which
is
what
you're
doing
in
the
beginning,
you're
you're
working
off
of
a
sheet
of
paper.
You
don't
have
drawings,
you
don't
have
quantities,
you're
doing
a
conceptual
estimate.
J
We
do
keep
a
very,
very
close
look
at
where
the
market's
at
now
as
I
was
saying
in
order
us
for
us
to
give
good
conceptual
estimates.
We
have
to
have
a
firm
understanding
of
where
the
market's
at
and
we
spend
a
tremendous
amount
of
time
and
effort.
So
what
we
did
is
retroactively,
we
went,
and
we
collected
the
data
from
EMS
phase.
J
Two
put
it
through
the
algorithm
with
the
updated
data
for
today
and
what
the
graph
you're
seeing
up
here
is
where
that
lands
and
as
you
can
see,
it's
very
close
to
the
center
of
the
average
area
again
of
what
we
would
expect
for
this
type
of
renovation
project.
So
we
have
confidence
that,
although
it
it
is,
a
dramatic
increase
over
the
budgeted
amount
that,
in
today's
construction,
Market
we're
very,
very
close
to
the
right
value
of
where
this
project
actually
is.
H
We
were
in
the
process
of
working
on
the
phase,
one
pricing
in
February
March
of
last
year,
but
we
also
did
a
what
we
call
again
a
rough
order
of
magnitude
estimate
and
for
phase
two,
which
was
based
on
the
document
that
is
called
out
there.
It's
about
25
list
of
25
items
that
Loosely
describe
kind
of
what
is
going
to
be
in
in
phase
two.
H
So
as
you
can
understand
that,
that's
not
necessarily
an
estimate,
it's
more
of
a
rough
order
of
magnitude,
so
we
presented
that
and
ultimately
landed
at
that
42
million
dollar
number
that
we
all
are
well
aware
of.
As
far
as
what
the
budget
was
for
both
for
both
phases,
including
soft
costs,
then
a
month
later,
we
we
presented
to
you
the
phase,
one
bid
results,
which
was
the
12
million
seven
700
000
that
we
discussed
before
slightly
under
the
estimate,
and
then
from
that
point
we
started.
H
We
moved
into
construction
of
phase
one,
but
we
were
also
involved
in
working
with
your
your
team
and
your
architect
on
the
design
from
concept
to
to
construction
documents
for
phase
two
and
ultimately,
that
period
concluded
at
the
end
of
September,
and
at
that
point
we
put
that
project
out
to
bid
with
with
our
with
with
all
of
the
subcontractors.
So
basically
the
month
of
October
was
was
the
bidding
period.
H
Those
results
came
back,
obviously
not
favorable.
We
met
with
the
district
many
times
and
there
was
a
lot
of
hard
work
and
discussions
put
into
that
to
the
month
of
November.
There
was
a
lot
of
effort
in
trying
to
find
you
know.
Why
was
this
happening
not
only
why
it
was
happening,
but
also,
how
can
we
prepare
a
project
that
we
could
bring
before
the
board
that
would
fit
within
the
within
the
budget?
H
H
The
34-page
scope
of
work-
that
is
what
we
call
a
schedule,
a
we
used
schedule
a
in
our
original
Giza,
and
this
would
be
for
the
amendment
as
well,
but
it
delineates
to
the
nth
degree.
What
is
in
the
scope
for
for
phase
two
and
again,
it
was
based
on
some
of
the
the
changes
that
were
recommended
and
that
project
brought
with
that
brought
us
into
a
in
within
the
budget
of
the
24
million
dollars
to
move
forward.
H
We,
and-
and
this
is
an
important
point,
because
we
do
believe
that
the
scope
that
was
presented
and
that
was
on
December
9th,
although
there
are
some
areas
that
are
no
longer
included
in
phase
two,
we
were
looking
at
the
gymnasium
we're
looking
at
the
auditorium
that
we
were
scaling
back.
There
is
scope
that,
during
the
course
of
the
project,
in
you
know,
in
elaboration
of
those
25
line
items,
there's
a
more
robust
scope
with
the
educational
areas
of
the
building.
H
So
the
the
point
of
all
that
is
just
to
give
you
a
little
more
background
on
how
we
got
to
where
we
are
again,
not
not
great
news,
but
because
of
the
economy
that
we're
dealing
with
because
of
some
scope
changes
we
are
where
we
are
and
again
I
do
appreciate
all
of
the
hard
work
that
was
put
into
this
process.
It
was
a
lot
of
meetings
throughout
the
course
of
November
and
into
early
December.
D
You
know
and
that
you
know
we'll
say
you
know
very
proudly
as
far
as
you
know,
the
work
that
we've
bid
out
and
what
we
got
back
from
a
cost
standpoint,
there
was
increases
to
cost.
Obviously,
there
was
increases
to
scope
that
were
both
and
somewhere
in
between
is
the
final
number
on
this
project,
but
I
think
at
24.2
the
original
intent
of
this
job
and
is
when
you
look
at
the
percent
renovation
that
you
wanted
to
accomplish.
It's
there
that
project
that
was
defined
was
never
a
full
renovation
of
this
building.
D
It's
plainly
stated
in
there
it's
partial
renovation.
Here,
it's
you
know:
half
renovation
there,
those
are
in
there.
That's
the
context
of
that.
When
you
look
at
this
renovation
project
now
at
31.5,
I
would
argue
that
that
is
a
full
renovation
of
the
building.
There
is
nothing
missed
and
again,
when
you
look
at
what
is
in
the
24.2,
it's
consistent
with
the
buildings
you
got,
you
guys
currently
have
for
the
rest
of
your
programmatic.
You
know
the
way
you
deliver
your
program,
I
think
that's
important.
D
When
you
look
at
Equity
across
your
facilities,
you
have
very
nice
facilities.
I
know
you're,
considering
another
major
upgrade
with
an
elementary
Center
I
think
this
building
will
be
consistent
and
on
par
with
the
rest
of
your
facilities.
After
that,
project
would
be
complete
as
proposed
at
24.2.
That
is
the
revised
project
that
was
provided
on
December
9th,
and
that
was
always
our
goal.
You
know
to
make
sure
that
we
were
able
to
do
that.
I
think
we
did
do
that.
D
You
know
as
far
as
the
project
as
design
and
the
full
design
documents.
We
did
not
deliver
that
at
24.2
million
dollars
and-
and
you
know-
certainly
we
have
a
hand
in
that
we're
willing
to
to
own
up
to
that,
but
we
do
believe
in
the
methodology.
We
still
believe
that
it
provided
best
value
as
far
as
the
way
we
bid
this
project
and
the
pricing
that
Bethel
Park
got
back,
especially
when
you
compare
this
to
the
traditional
bid.
Market
we
went
out
and
we
looked
at
those
projects.
D
We
hear
it
all
the
time.
Oh
it's
you
know
it's
cheaper
to
go
the
public
bid
Market,
you
know.
Okay,
that's
debatable.
There's
two
sides
to
that
story.
Certainly
we
don't
know
the
end
of
the
end
cost
of
a
public
bid
project
in
Pennsylvania.
Given
that
change
orders
are
a
viable
contract
resolution
methodology
here
in
the
state.
So
you
know
again
costs
at
the
beginning
of
the
job
cost
at
the
end
is
the
same
under
the
Gesa
contract.
We
talked
about
that
last
January
and
the
importance
and
the
importance
of
that.
D
A
really
big
example
I
think
Mike
hit
on
was
the
pyrite,
the
Fool's
Gold
that
you
all
saw
and
came
across.
That
absolutely
would
have
resulted
in
the
significant
change
order
when
that
elevator
was
being
installed.
It
was
an
unforeseen
condition.
It
was
not
disclosed
To
Us
by
the
architect
or
engineer.
Those
are
things
that
we're
absorbing
out
of
our
contingency.
So
when
we
talk
about
costs
and
where
those
costs
have
gone,
you
know
I
really
want
to
be
direct
about
that.
J
Quick
about
that
too,
yes
and
the
mic,
the
numbers
Mike
showed
they
were
legitimate
numbers.
If
you're
in
a
change
order
situation,
you
could
double
those
numbers,
I
mean
and
that's
a
big
differential
between
us
carrying
the
contingency
and
you
being
on
a
public
side
or
even
with
the
contractor,
that's
submitting
change
orders
because
they
will
be
significantly
higher
than
the
numbers
we
showed
you
that's.
D
Phase
two
I
think
we
have
I
just
want
to
wrap
up
with.
There
is
some
overlap
between
phase
one
and
two
that
we
just
wanted
to
make
sure
we
all
talked
about
and
addressed
addressed,
embedded
before
you
all
made
decisions
about
your
next
steps.
There
are
three
specific
scopes
of
work
that
are
in
the
phase.
One
contract
that
were
to
be
were
to
be
delivered
in
the
phase
two
component
of
this
job.
That
is
the
generator
you
know.
There's
a
52-week
lead
time
on
emergency
generators.
D
D
Although
we
haven't
ordered
the
light
fixtures
for
phase
two
and
the
reason
we
haven't
is
the
design
has
changed,
as
well
as
the
lighting
count,
and
we
knew
that
so
we
weren't
getting
those
approvals
back
from
the
architect
and
engineer
in
order
to
to
order
those.
Now
that
we
have
those
revisions
back,
we
got
them
yesterday.
We
can
confirm
the
that
the
Commodities
are
correct
and
that
we
actually
have
the
fixtures
that
that
are
to
be
installed
per
design
and
specification.
D
The
reason
the
lighting
is
important
is
because
we
use
the
lighting
in
Phase
One
to
pencil
the
contract
legally
under
the
Pennsylvania
Giza
statute.
I
want
to
bring
that
up.
Rick's
going
to
talk
about
it
too.
I
do
think
there
needs
to
be
a
strong
consideration
about
whether
or
not
the
phase
two
of
your
project
without
phase
one
fits
the
Giza
statutes
in
this
in
this
state.
We,
when
we
looked
at
your
job,
we
looked
at
it
as
a
holistic
project
that
was
phase
one
and
phase
two.
D
D
Elevator
number
two:
the
contract
for
both
elevators
was
released
under
phase
one,
both
equipment
and
labor.
We
do
anticipate
installing
elevator
number
two
as
part
of
phase
two,
that's
because
it's
it's
part
and
parcel
to
this
section
of
the
building
that
was
related
to
the
phase
two
design,
most
heavily
related
to
phase
two
design,
so
that
will
not
be
done
until
the
phase
two
design
coordination
with
the
elevator
manufacturer
is
complete.
The
manufacturer
has
finished
that
design,
it's
ready
to
be
to
to
say,
go,
but
we're
waiting
on.
D
Obviously
your
decisions
as
far
as
phase
two
are
concerned,
however,
we
do
owe
you
that
elevator
contractually
and
those
are
the
three
big
ones
that
I
see
as
far
as
phase
one
and
two
contract
overlap
that
are
to
be
considered.
You
know
when
you
make
a
decision
on
where
you're
going
to
go
next,
there's
a
few
other
considerations
again,
we
do
you
know
I,
don't
I
don't
want
to
sound
like
you
know
the
the
we're
spoiled
here
with
milk,
but
we
we
do
want
to
allow
you
to
consider
some
of
these
things.
J
J
You
will
have
two
contractors
on
site
at
the
same
time
that
inherently
is
very,
very
challenging
the
lines
of
demarcation,
regardless
of
the
documents
you
put
out,
are
still
going
to
be
challenging
when
it
gets
down
to
nuts
and
bolts
on
the
site,
and
you
know
potentially
could
lead
to
change
orders
as
well,
not
to
mention
other
liabilities
of
having
separate
contractors
and
separate
insurance
companies
and
things
like
that
on
site.
Definitely,
a
challenge
scheduled
delays.
J
This
project
really
lends
itself
to
having
two
very,
very
significant
summer
phases
to
it
with
the
amount
of
time
it's
going
to
take
to
rebid
this
project
by
the
time
you're
under
contract.
With
your
next
contractor,
you
really
negated
your
ability
to
get
a
significant
amount
of
work
done
this
summer
with
the
way
lead
times
are
and
Equipment
just
mobilization.
J
It's
it's
going
to
be
challenging.
What
that
means
is
now
that
work
is
likely
going
to
happen
during
the
school
year,
which
can
be
very
disruptive
to
the
educational
process
as
well.
The
second
summer
is
packed
full.
You
have
two
very,
very
packed
full
phases
in
Summers
on
this
job,
thinking
that
you
could
cram
even
more
into
next
Summers
and
just
not
realistic.
So
the
there's
there's
really
only
one
outcome
here.
That
means
you
have
to
put
a
lot
of
workplace
during
the
school
year.
J
Again,
you
know
disruptive
to
education
and
potential
safe.
You
know
safety
concerns,
you
know
we'll
deal
with
those,
but
it
makes
the
job
a
little
more
challenging.
Third
item
here
is
change
orders.
Now
we
get
up
here,
we
tell
you
Giza,
no
change
orders,
but
what
you're
doing
is
you're
changing
the
game,
because
you're
putting
out
a
defined
set
of
documents,
the
competing
contractor
has
not
been
part
of
the
whole
development
and
design
process.
All
they
have
is
a
set
of
documents.
J
It
is
very
likely
that
there
will
be
omissions
in
those
set
of
documents
and
that
contact
a
Giza
contractor
will
legally
have
the
right
to
come
back
for
change
orders.
So
you've
negated
the
no
change
order
law
by
the
way
you
have
to
and
you're
forced
to
go
out
for
this
second
betting.
So
now
you've
you've
exposed
yourself.
Even
after
you
get
these
bids
back,
you
can
still
get
change
orders.
J
J
J
The
item
number
five
here
is
the
guarantee:
okay
by
law,
a
user
job
has
to
have
a
guaranteed
Energy
savings
associated
with
it
on
this
project,
it's
roughly
260
thousand
dollars
over
20
years.
We
haven't
talked
about
that
a
whole
lot,
but
there
is
a
guarantee
and
it's
a
significant
amount
of
money.
If
you
bring
a
second
Esco
in
there,
you
also
negate
the
guarantee.
So
you
all
the
energy,
comes
in
through
the
same
meter.
J
There's
it's
impossible
to
say
well,
this
energy
went
to
this
part
of
the
building
and
this
part
went
to
that
part
of
the
building.
So
inherently,
you
have
now
also
lost
any
guarantee
of
savings
that
you
have
and
then
warranty
work.
You
know
the
when
post-project
it
can
become
very,
very
challenging
to
say:
okay,
which
contractor
did
this
work.
This
contract
did
this
work
who's
responsible
for
the
warranties.
There
are
systems
that
actually
overlap
each
other's
systems.
It
becomes
also
an
administration
of
warranty.
J
Work
also
becomes
very
challenging,
and
you
know
again,
you
know
we're
not
we're
not
using
scare
taxes
up
here,
we're
just
trying
to
say
construction.
This
is
not
just
a
simple
thing:
you're
doing
this,
this
is
very.
Very
complex.
Construction
is
a
complex
and
and
Risky
Business.
You
know
we
do
our
best
to
take
the
risk
out
of
it
for
our
customers,
that's
kind
of
what
our
differentiator
that's.
What
we
do
is
take
risk
out
of
construction.
That's
why
we're
in
business
with
what
you're
doing
is
inherently
adding
risk
back
into
the
project.
D
You
know
you
know,
I
think
the
only
thing
that
I'll
show
you
to
you
guys
is
thank
you
for
your
time.
Thank
you
for
allowing
us
to
to
speak
on
behalf
of
phase
two.
A
lot
of
hard
work
you
know
have
on
on
behalf
of
all
the
individuals
behind
me
went
into
this
project.
Bidding
this
project
preparing
these
documents
and
I
really
do
appreciate
you
guys
giving
us
an
opportunity
to
speak
to
you
tonight
and
and
kind
of
that,
our
side
of
that
equation.
D
You
know
thankful
for
your
time
and
understand
you
guys
all
have
to
be
responsible
to
your
taxpayers
and
your
stakeholders
as
well,
and
know
that
you
have
decisions
that
you
have
to
make
in
the
best
interest
of
Bethel
Park.
Certainly
we
do
appreciate
having
had
the
opportunity
to
work
with
Dr
Walsh
Mr,
mccauslin
Zeb,
you
know
phenomenal
people
here
at
Bethel
Park,
all
of
you,
especially
the
administration.
It's
been
a
great
experience
for
us
as
site
logic.
D
D
L
K
M
G
K
We
do
this
every
day.
We
know
that
a
lot
of
the
stuff
was
talked
about
last
January
when
we
introduced
there's
a
lot
of
this
information
to
the
board
and
administration.
So
if
you
need
clarification
on
something
whether
the
keys
of
procurement
or
republican,
please
that's.
Why
we're
here
tonight,
I
think
the
biggest
thing
that
the
team
would
like
to
say
is:
let
us
finish
the
job.
We
are
very
proud
when
we
walk
through
the
building
last
week
and
looking
at
the
improvements
we
would
love
to
carry
that
on
and
be
able
to.
B
And
I
think
we
I
think
it's
more
of
a
digest
for
a
lot
of
us.
This
was
a
lot
of
information
in
25
minutes.
So
if
we
do,
we
will
email,
Dr,
Walsh
we'll
get
that
to
you.
The
other
thing
is,
if
you
can
email,
Mr
mccauslin,
that
presentation
in
case
we
want
to
go
back
and
ask
questions
based
on
what
you
presented.
B
B
B
N
Okay,
under
curriculum
committee,
we
have
six
items
number
one
school,
sponsored
overnight:
educational
activities,
Penn
State,
University,
number,
two
Penn
State,
University
affiliation
agreement,
number
three
2023,
2024
school
calendar,
number,
four
local
holidays,
number,
five,
Naviance
training
and
number
six
High
School
course.
Selection,
guide,
opening
up
for
conversation,
discussion
on
any
of
the
items;
I
I
do
want
to
hold
out
number
three:
the
2023-2024
school
calendar.
We
did
receive
quite
a
bit
of
feedback
from
community
members,
parents,
especially
about
the
two-hour
delays.
G
B
B
And
Mr
villani
is
online
for
questions
concerning
the
course
selection
guide
and
the
one
question
I
have
from
the
board
member
that
is
not
here.
Tonight
is
the
course
selection
guide
is
quite
voluminous.
As
you
know,
I
know,
Mr
villani
you've
been
working
to
cut
that
back,
but
do
we
still
have
programs
that
we
have
not
offered
or
courses
that
we
have
not
offered
in
the
course
catalog
over
the
last
three
to
five
semesters?
I
believe
was
the
question
he
had
asked.
P
There
still
are
some
courses
that
used
to
run
traditionally
from
year
to
year,
in
recent
years,
with
some
declining
enrollment,
those
courses
have
not
been
filling
up,
so
there
are
a
few
ingredients,
evaluate
those
and
we
never
run
courses
that
don't
have
enough
enrollment
or
staffing
needs,
so
they
have
gone
down
dramatically,
but
there
might
be
a
handful
left
two
to
three
in
one
or
two
or
three
departments.
So.
C
B
F
E
Q
E
Q
B
A
That
really
nothing
nothing
shocking
or
new.
In
the
report
this
this
month,
I
mean,
if
you
have
any
questions,
I'm
always
happy
to
answer
them,
but
we
did
do
and
probably
next
month,
you'll
see
like
an
expanded
budget,
an
adjusted
budget
based
on
some
of
the
numbers
that
are
coming
in
for
phase
two
but
I
have
I.
Don't
have
that
in
this
particular
report.
We're
still
working
through
that,
but
everything
is
still
within
budget,
at
least
for
phase
one,
and
you
know
you
have
all
the
detail
behind
it.
A
S
B
Thank
you.
Finally,
I
have
the
policy
committee
for
revisions
to
policy
for
the
third
and
final
reading
policy
217
on
graduation.
This
one
also
is
going
to
be
moved
to
consent
agenda.
It
is
would
be.
The
second
of
three
next
week
would
be.
The
third
reading
is
709.1
and
808
school
police
officer
and
Food
Services.
B
O
We
would
have
clubs,
Scouts
dance
studios
whomever,
but
bring
in
a
stack
of
already
copied
Flyers
that
would
go
home
in
book
bags
and
the
peach
jar
kind
of
took
that
a
paperless
and
allows
those
kinds
of
Flyers
to
be
sent
electronically,
and
this
policy
is
kind
of
updating
that
the
policy
in
relative
to
the
peach
jar
in
that
system
that
we
now
have
in
place
in
our
schools.
The
two
subsequent
items
there
at
913,
AR
and
913ar1-
are
the
regulations
that
we
would
give
to
the
principals
to
implement
this
policy.
R
So
for
this
one
there's
a
lot
more
going
on
in
the
red
line
than
normal,
so
it
is
I
think
a
little
bit
difficult
for
the
public
to
follow
and
I
had
a
few
questions
about
it.
That's
actually
also
a
little
bit
difficult
for
myself
to
follow,
so
the
only
thing
that
it's
changing
is
how
we
are
addressing
dissemination
materials
in
terms
of
peach
jar,
correct,
okay
and.
B
R
O
B
O
Why
yeah
so
so!
This
is
revision.
This
is
another
administrative
regulation
and
I.
Think
the
board's
aware
by
now
that
ARS
aren't
aren't
board
approved
they're
written
by
Administration
for
administration
to
implement
the
policies
that
you've
approved,
and
there
was
a
change
to
those
the
policy
122
recently,
so
we've
updated
the
the
club's
an
activity
guide
to
go
along
with
those
change.
O
M
There
we
are
on
the
913
I'm,
sorry,
I
couldn't
get
unmuted,
there's
a
web
section
that
talks
about
scholarships
and
principals
and
a
committee
from
the
staff
committee
involved
in
the
selection
of
the
recipients
of
scholarships.
But
it
has
the
symbol
in
front
of
it,
indicating
it
may
or
may
not
be
optional
and
I'm,
not
sure.
If
that's
a
change
from
what
we
used
to
do
and
if
it's
supposed
to
be
included
in
there
or
not,
and
how
that
works.