Office of Financial Management
Washington State Major Project Status Report
December 12 2010
Agency Number:
Project Number:
School/Campus:
Project Title:
Bill Reference(s):
699
Agency: State Board for Community &
08-1-217
Technical Colleges
Columbia Basin College – Pasco Campus
Replacement –Vocational Building
Chapter 520, Session 07, Section 5243
Contact Name, phone number, email:
William Saraceno
V.P. Administration
Columbia Basin College
2600 N. 20th Avenue
Pasco, WA. 99301
509-547-0511 ext. 2248
Bill.Saraceno@columbiabasin.edu
Al Downs
Capital Projects
Columbia Basin College
2600 N. 20th Avenue
Pasco, WA. 99301
509-547-0511 ext. 2356
adowns@columbiabasin.edu
Project Description: This project is to replace Columbia Basin College’s Vocational “V” Building,
originally constructed in 1957, with a new Center for Career and Technical Education capable of
supporting our existing traditional vocational and trades programs, as well as new programs in
alternative energy and applied science. Integrated learning activities such as applied mathematics,
physics, and the expected continued technology migration now occurring within the related industries
will be collocated within the building. New right sized classrooms and labs will be equipped with
appropriate technology to support effective modern teaching/learning for the career and technical
programs, and also serve as general-use classrooms capable of supporting classroom activities of the
engineering program and associated extended learning elements of the College’s ongoing community
education program. The project will be constructed on campus in an area of visibility denoting the
importance of the project to the College and community.
The joint venture design team (RGU Architecture, Asotin, WA, LSW Architecture, Vancouver) has
provided project development and design development. RGU Architecture has completed final design
and will continue providing consultant services through construction completion.
Square feet: 72,241
Scope Changes: Design was awarded in July of 2007. The scope still remains true to the original intent
of the project. During the design phase, as expected, the position of the building on the site was
modified somewhat to better fit with the adjacent agricultural research program. During final design, the
building shifted again to take advantage of cost savings that would be achieved through reduced site
development costs. Halfway through initial design, the project has expanded by 675 square feet due to
an oversight in the predesign that did not account for some program support space and secretarial space.
City required changes coupled with minor code related changes added a minor amount of space. Having
stated the above as code or City related, during final design it was determined that efficient use of space
does not always equate to safe space utilization. Additional space was added to the shop/lab areas to
allow safe clearances for both students and instructors moving in and around large pieces of machinery.
We also learned during design detail that two additional spaces were required to meet LEED elements
and EPA concerns. A sound proof ventilated room was needed for the Auto Tech Dyno machine and a
roofed enclosure for the parts/equipment cleaning facility that also contains the wash water recycler
system. Just prior to bid, the project funding was reduced by $1,060,000. The college opted to leave
selected areas within the building unfinished rather than reducing the overall size of the building. The
rational for this is based on knowledge that the building was designed to meet current program needs;
pending program needs; and the known need for critical skills training in the region projected to be in
demand for the foreseeable future. This decision proved insightful as just recently the College has
enhanced and broadened its nuclear tech program and has applied for grants to finish the shelled space
to support the emerging lab elements of the program. This follows the College’s mission to support our
students’ access to meaningful employment.
Project Total Cost:
Phase
Predesign
Design
Construction
Biennium
2005-2006
2007-2008
2008-2009
Appropriation
I21
Amount
$32,000
$1,802,000
$21,195,000
$20,144,000*
Other (Approp/NonApprop)
Total MACC
$16,589,000
*Final May 7, 2009 allocation per OFM
Total Project Revenue:
Phase
Biennium
Appropriation
Design - Leg. Allocation
Construction – Leg. Allocation
Total
2007-2009
2009-2011
I21
Schedule:
Predesign
Start Design
Bid Date
Notice to Proceed
Budget
Schedule
Complete
7-15-2007
5-30-2009
7-01-2009
Actual/Forecast
7-1-2006
7-15-2007
5-20 -2009
6-22 -2009
Variance
(wks)
0
0
-1.5
-4
Amount
$1,802,000
21,195,000
$23,006,000
50% Complete
Substantial Completion
Final Acceptance
3-15-2010
12--18-2010
1-01-2011
3-15-2010
11-28-2010
1-01-2011
-3
Project Status and discussion of Critical Path for Construction:
Design development for the new Center for Career and Technical Education was accelerated in response
to the Governor’s request that the project become a “stimulus” project. The project was accelerated 5
plus weeks as depicted in the above table. Considerable care was taken to ensure the design will support
the major programs’ existing needs yet be flexible enough to future changes in the career and technical
education field. This building is considered a living/learning lab and the design is intended to
incorporate sustainability in a way that will support student interaction, as well as the elements needed
to reach the goal of attaining LEED Silver certification. Construction documents were developed
concurrent to design and in conjunction with Value Engineering and established College standards.
Drawings and construction specifications were expected to be finished by mid February 2009, but in
response to the need for further design development, drawings and specifications were actually finished
mid March 2009. A commissioning agent has been added to the design team and developed an enhanced
commissioning process as called for in the LEED certification process. The early involvement of the
Commissioning Agent is expected to achieve a significant reduction in issues during the close out phase
of the project. Value engineering started at the beginning of construction documents and contributed to
ensuring design function fits the program requirements. Value Engineering was completed prior to the
issuance of comment drawings. A constructability review was held at 50% drawings and when the
documents were at 95 percent in order to make the best use of the review team time. The next point on
the critical path was to have the project drawings and specifications ready for Constructability Review
by 3-2009. We submitted the drawings to the City of Pasco in April of 2009, and meet the projected bid
date 5-20-2009. City comments and requirements were inserted into the project drawings and
specifications. Final City comments came after bid opening and prior to release of building permits.
Following review of City final comments we were informed by the contractor of potential cost
implications. Conference with the City officials led to a negotiated agreement that reduced the cost
impact and ended with an overall improved utility service to the College campus. On May 20th 2009,
Bids were opened at 3:00 PM. Seven general contractors bid the project with bids ranging from a high of
$17,667,123 to a low of $15,949,000. Chervenell Construction Company was determined to be the low
bidder. Dept of General Administration, Engineering and Architectural Services reviewed the
responsible bidder criteria and prepared a contract for the base bid and three selected alternates. A
ground breaking ceremony was held June 4th at 11:00 AM. Notice to proceed was given June 16th 2009.
The contract issued to Chervenell Construction grants 550 days from notice to proceed to substantial
completion. The critical path for this project was set by building back from the date of October 28, 2010
based on input from the contractor. For purpose of clarity, the critical path is broken into five elements
to match the four building wings and the center core. The wings are identified as B, C, D, E, with “A”
designating the core. The core of the building was scheduled to be dried in January 1, 2010. Delays in
the delivery and erection of the steel impacted that milestone by 20 plus days. The contractor with the
aid of favorable weather was able to continue progress minimizing the effect of not having the roof
completed by the first of the year. To date, this has been a fast-paced project tempered by the sometimes
slow delivery of materials from vendors, specifically steel fabricators. This has forced other trades into
occasional work around mode to compensate for slowed steel erection. With the missed January
milestone, the schedule was re-evaluated and a new schedule derived on February 26th 2010 that
indicates a November 22, 2010 completion date. As the project continued the general Contractor’s
schedule has been further impacted by sub-contractor financial complications that have been reflected in
schedule slippage. Through a series of meetings with the General Contractor, we determined that in the
best interest of the project, the contractor would revise the project schedule to meet the 550 days granted
the project contract. Temporary Occupancy is expected 12-08-2010 with substantial completion
following on the 18th of December. Barring unforeseen circumstances, it appears the end date for the
project is still intact and the project will finish as expected November 2010.
Contract Award History
A/E Agreement
Original Agreement
Amendments
Pending Changes
Total
Current Design
Contingency
$
$
$
$
732,866
418,822
361,524
1,151,688
$
18,148
Construction Contract (excl. sales tax)
Bid Award Amount $ 16,589,000
Change Orders
$654,658
Pending Changes
$55,000
Total $18,910,157
Current Construction
Contingency
$217,000
Potential for Project Cost Overruns/Claims
Half-way plus through the project, we have determined our exposure for cost overruns or claims will be
minimal. We still feel this project will be among the College’s better prepared projects, both program
and design wise, in that it has been discussed and planned for 5 years plus prior to the start of
construction. Heavy involvement of the campus community, faculty, staff, and a blue ribbon committee
comprised of community (Tri-Cities) business leaders has contributed toward providing the design team
good documentation of the project program needs. Dividing this replacement project into two biennia
has allowed time to be allocated toward proper design and constructability review. Acceleration of the
project caused some concern that compression of the schedule could lead to errors and omissions above
acceptable levels. To date that concern has proved valid, in the area of omissions caused by disconnects
in the project documents. This has been tempered by in-depth review of the contractors RFIs and design
team timely responses with reasonable cost solutions that did not impact the project timeline thereby
saving extended project costs. If not for a parallel process constructability review the E&Os would no
doubtingly been higher. During design the College was worried that market driven costs could challenge
the project, and as such we believe the risks were identified and our plan will address any potential
impacts. What wasn’t expected was the economy shifting the opposite direction. While currently there
are many projects coming in below design team cost estimates, anecdotal information suggested there
was a dark side to the below bid estimates we saw. It was suspected that projects would see an increase
in change order requests due to the extremely low overhead and profit margins contractors are factoring
into their bids. As a follow up to our concern for change order costs, we have seen examples of change
order requests that in previous years would have been considered “the cost of doing business” now being
requested. This has continued even reaching lower tier sub-contractors. Even with strong lines of
communication between the College, the contractor and the design team, we have seen change order
requests for items previously considered inherent to the project. Environmental code changes have
added to some scope change that will be reflected in the bid price but are considered to be within the
projects budget expectation. Sustainability efforts for LEED Gold are expected to add some initial cost
unique to this type of facility, but long term payback will offset the costs. On a positive note that reflects
back on the hard work of the design team and contractor, change orders are just over 3% of the project.
Discussion of Project Quality
This project incorporates building standards developed for CBC facilities on the Pasco Campus that
reflect the quality and design of all buildings constructed within the College’s service district. The
College’s standards provide a base line for design teams to follow, ensuring the building is constructed
for long use and maintainability. The new CCTE Building design incorporates lessons learned from
other community college projects throughout the state, and from the College’s recently completed B
Building Renovation project which received a LEED GOLD certification. The design code followed for
the project was the International Building Code in conjunction with current City of Pasco and state code
and practice. Sustainable design elements and an increased awareness of energy conservation have
significantly influenced the current design process. Project quality will be at or above state standards for
life and energy conservation. Our initial goal is to meet the LEED Silver standard for certification. The
project now is poised to receive LEED Gold certification.. The replacement of this building will
continue the Facility Master Plan the College approved and initiated in 1999, with the ultimate goal of
all buildings providing a quality supportive learning environment for the current and future students in
all programs.
Project Photographs
The Office of Fiscal Management and SBCTC Capital Office have concept floor plans and graphics
available for review from the project’s original request. Attached are photos of the project prior to ground
breaking and continuing to the present. Photographs will continue to be submitted with future reports
following the progress of the project. When the project is complete a CD collection will be made
available of the entire project upon request.
Taken June 22nd 2009
Looking northwest in direction of the future front of building
Four days later
July 22nd 2009 Center of building “A” started
August 22nd, “A” fully involved, B and C wings started.
September 22nd work starts on “E” Wing
Work continues on “B” wing mechanical mezzanine
October 22nd, “C” Wing ready for roof trusses. “D” Wing in foreground will follow.
“E” Wing red iron in place, block work started. Building core in background ready for roof.
November 22nd 2009, “B” Wing block work almost complete. Building Core roof at 50%
“C” Wing structural complete almost ready for roof panels
“D” Wing interior wall framing started.
Core roof complete less details”C” Wing background right; “D” Wing foreground right; “E” Wing
foreground left.
2-18-2010 Duct work started in C wing
3-02-2010 B wing roof almost complete
4-20-2010 E wing corridor
4-25-2010 D wing tape and texture well underway
5-18 B wing Corridor
5-20-2010 B wing ductwork nearly complete
5-25-2010 C wing welding lab
5-27-2010 C wing machine tech HVAC nearing completion
7-6-2010 Start of installing welding stations
7-6-2010 classroom wing hallway
7-19-2010 Auto technology lab
8-09-2010 Industry Training Lab
8-24-2010 Joint Use Computer lab
9-2-2010 Classroom wing ready for carpet and trim
9-23-2010 Massive air filtration recirculation system complete
11-1-2010 D wing complete ready for final punch list and cleaning
11-1-2010 E wing recycling and information station
11-1-2010 Typical Classroom just prior to delivery of tables from C.I
11-2-2010 Auto Technology ready for punch list and final cleaning
11-1-2010 Welding Lab nearing completion
11-1-2010 Manufacturing Tech lab ready for punch list and final cleaning