ࡱ>  supqrx~#` bjbj\.\. >8>D>DL\ NNN8lD!hB(j:4L!N!N!N!N!N!N!$5#h%r! r! g!^^^ \ L!^L!^^N66 |M Nt0 !0!)&t)&`)&s8^?r!r!^![uEu  Agenda Board of Regents Facilities & Land Management Committee Thursday, December 7, 2006; *10:00 a.m. 2:00 p.m. Room 109 Butrovich Building University of Alaska Fairbanks Fairbanks, Alaska *Times for meetings are subject to modification within the December 6-8, 2006 timeframe. Committee Members: Michael Snowden, Committee Chair Cynthia Henry Robert Martin Brian D. Rogers Timothy C. Brady Mary K. Hughes, Board Chair I. Call to Order II. Adoption of Agenda MOTION "The Facilities and Land Management Committee adopts the agenda as presented. I. Call to Order II. Adoption of Agenda III. Full Board Consent Agenda SFOS Lena Point: Total Project Cost Increase ŮźϼF Fine Arts Building Code Corrections: Formal Project Approval Formal Approval of the Six-Year Capital Plan IV. New Business A. Arctic Health Lab Revitalization: Schematic Design Approval B. State Virology Building: Schematic Design Approval C. CM@Risk Procurement Review V. Ongoing Issues A. Status Report on University Investments in Capital Facilities, Construction in Progress, and Other Projects B. Update on IT Issues VI. Future Agenda Items VII. Adjourn This motion is effective December 7, 2006." III. Full Board Consent Agenda A. Approval to Increase Total Project Budget for the SFOS Facility at Lena Point The President recommends that: MOTION The Facilities and Land Management Committee recommends that the Board of Regents authorizes an increase in the Total Project Budget of the SFOS Facility at Lena Point from $21.5 million to $24.5 million as presented, subject to the determination by the Chief Financial Officer that sufficient commitments for the needed funding are in place. This motion is effective December 7, 2006. MOTION The Facilities and Land Management Committee recommends that the Board of Regents (1) authorizes the Chief Financial Officer to arrange for and execute all documents necessary to secure a 12-month line of credit at variable short term rates with a renewable term of up to 24 months total as presented in an amount sufficient to fund the Project authorized by the Board of Regents on this date, (2) authorizes the Chief Financial Officer to utilize working capital to the extent he deems appropriate, (3) directs the Chief Financial Officer to execute the IRS notice of intent to issue reimbursement bonds so as to not preclude longer term solutions presented including future university general revenue bonds, and (4) directs the university president to present to the regents at a time deemed appropriate by the university president a formal long term plan for funding the Project authorized by the Board of Regents on this date and for funding the completion of the facility. This motion is effective December 7, 2006. BACKGROUND There are no substantive changes in the scope of work for this project since the Schematic Approval. The history of this projects approvals by the Board of Regents is summarized as follows: June 1998: The BOR (1) authorizes funding for the planning, design, site acquisition and development, and the initial construction of the ŮźϼF SFOS Juneau Project in an amount not to exceed $1.7 million from "Transferred Funds" to the extent funds are available, and the remainder, if any, from interest bearing advances from the accumulated earnings of the land-grant endowment; and (2) authorizes payment of debt service for the repayment from an up-front allocation of spending distributions of the Natural Resources Fund. March 2002: The Board authorizes (1) an increase in project budget authority from $1.7 million to $2.5 million; (2) the administration to modify its FY02 capital request to provide for NGF appropriation authority through a supplemental budget request of $800,000 additional for this phase of the project; and (3) expenditure of unrestricted funds not to exceed $2.5 million from inception to date to meet current commitments for planning and construction in anticipation of legislative receipt authority or utilization of existing small capital project authority December 2004: Formal Project Approval not to exceed a Total Project Cost of $11,500,000. September 2005: Formal Project Approval not to exceed a Total Project Cost of $21,500,000. The Board of Regents also authorizes the university administration to engage a construction manager to serve as construction manager at-risk (CM@R), subject to approval of the University of Alaska chief procurement officer. February 2006: Schematic Design Approval not to exceed $21,500,000. VARIANCE The design progressed from Schematic (35%) to Design Development (65%) with no major program or scope changes. The approval to proceed with the CM@R project delivery method has provided the university the opportunity to get real time cost estimating for the project. In the past, the only gauge the university had to the construction market was looking at the bids after design completion. Although the updated costs provided by the CM@R are above the budget, the university has the ability to evaluate the trade-off of scope reductions against obtaining additional funding. ŮźϼF decided that the building size (31,000 SF) could not be reduced further without impacting the academic and research missions of the School of Fisheries and Ocean Sciences. In addition, the quality of the building would have to be reduced below standards that are considered acceptable for a 30-year life facility. The only remaining option is to obtain additional funding. The following is a description of the increases in the cost estimate and probable causes: Kiewit Building Group was selected as the CM@R for this project in March, 2006. They subsequently developed an estimated Guaranteed Maximum Price (GMP) for the project based on the Design Development submittal. The GMP was compared to an independent cost estimate prepared by the A/E and reconciled. The reconciled GMP was $16.1M which was $2.9M over the budgeted construction cost of $13.2M. ŮźϼF, ECI Hyer and Kiewit worked to develop value engineering proposals to reduce costs with out reducing the building size. The maximum amount of value engineering proposals was $1.3M. Many of these proposals significantly reduced the quality of the building. Major Areas of Cost Difference  An analysis of the construction costs revealed that Alaska in general is experiencing unprecedented construction cost inflation. In addition, Juneau is experiencing a significant building boom which is further inflating costs. The following competing projects are being constructed or planned to be constructed at the same time as this project: NOAA Ted Stevens Marine Research Institute ($45M), New Mendenhall Valley High School (~$40M), Bartlett Hospital Improvements and Additions (~$30M), as well as numerous private projects such as Home Depot and Wal-Mart. FUNDING University Land Grant Endowment (Interest), June 1998 amended March 2002* $ 2.5 million State General Obligation Bond, November 2002 $ 9.0 million FY06 Capital Appropriation $10.0 million University General Revenue Bonds $ 3.0 million TOTAL $24.5 million In the cash flow sequence, the actual $3 million will not be spent until mid-2008; hence, the $3,000,000 increase will be funded by a future university general revenue bond issuance. Debt service will be paid by ŮźϼF through indirect cost recovery and central funds. PROJECT BUDGET  SCHEDULE Design Completion: April 2006 Construction Period: February 2007 August 2008 B. Fine Arts Building Code Corrections: Formal Project Approval The President recommends that: MOTION The Facilities and Land Management Committee recommends that the Board of Regents approves the Formal Project Approval for the Fine Arts Building Code Corrections Phase II. The Total Project Budget for this phase shall not exceed $8,250,000. This motion is effective December 7, 2006. POLICY CITATION In accordance with Regents Policy P05.12.C, Formal Project Approval represents approval of the Project including the program justification and need, scope, the Total Project Budget, and funding plan for the project. It also represents authorization to complete project development through the schematic design, targeting the approved scope and budget, unless otherwise designated by the approval authority. Projects with an estimated Total Project Cost in excess of more than $4.0 million will require approval by the board based on recommendations from the Facilities and Land Management Committee. RATIONALE AND RECOMMENDATION Background The Fine Arts Complex on the ŮźϼF campus was completed in 1970 along with the Elmer E. Rasmuson Library. The Art Wing portion of the building has had limited upgrades and renewal since the original construction. In 1998, the Fine Arts Complex received project approval from the Board of Regents to begin investigation and scope definition to identify all needed repairs and renewal work in the complex. The design team separated the complex into three separate phases of work. These phases consisted of the (a) Art Wing, (b) Music Wing and associated Charles Davis Concert Hall, and (c) Salisbury Theatre, Great Hall, KŮźϼC and associated support rooms and offices. Phase I of this process renewed the Music Wing and the associated Charles Davis Concert Hall and was completed in the spring of 2003. In addition, the Art Wing and Theatre Wing renewal projects were designed through the design development phase and then placed on hold until additional funding could be obtained. Project Scope This project will be the second phase in the overall revitalization of the Fine Arts complex and will focus on the Art Wing portion of the complex. The scope or work will address code violations, renewal and replacement of obsolete building systems, renewal of building interior and exterior finishes, and Americans with Disabilities Act (ADA) deficiencies. It may also address a small number of critical need items for the Theatre Wing but, due to current funding limitations, the majority of renewal and replacement, code corrections, and ADA upgrades for the Theatre Wing are unable to be corrected during this phase of work. A follow-up phase will be required to address all remaining items. This project will provide extensive modifications to the heating and ventilation systems to bring the Art Wing into compliance with current code requirements. The ventilation upgrades will allow for the safe operation of the multiple kilns, welding activities, and printing processes that occur to support the art classes and will improve the air quality of this area for the students and staff. Electrical renewal items include the upgrade and extension of the data/communications system and the replacement of electrical distribution panels. Architectural modifications will include renewal of floor, wall, and ceiling finishes. The original exterior wood curtain wall will be replaced with an aluminum curtain wall system. To route ductwork in an efficient manner, a portion of the current roof area will be enclosed. An alternate bid item to this project will finish this enclosed space architecturally so that it may be used by the Art Department. Prior Approvals or Actions Approval of ŮźϼF FY99 Deferred Maintenance Projects (Fine Arts Phase 1) Board of Regents approval NTE $8,473,000 June 1998 Approval to reallocate $378,600 of ŮźϼF FY99 Fine Arts Phase 1 DM Board of Regents approval NTE $8,094,400 June 1998 Schematic Approval of ŮźϼF FY99 Deferred Maintenance Project (Fine Arts Phase 1) F&LM Committee approval NTE $8,094,400 December 2001 Funding Source Amount FY07 Capital Appropriation $8,250,000  EMBED Excel.Sheet.8  Schedule for Completion: BOR Formal Project Approval December 2006 BOR Schematic Approval February 2007 Construction Documents April 2007 Project Construction July 2007 April 2008 Recommendation Approval authorizes the MAU to proceed with the design through Schematics. The administration recommends that the Facilities and Land Management Committee approve the Formal Project Approval as presented. C. Formal Approval of the Six-Year Capital Plan Reference 11 The President recommends that: MOTION The Facilities and Land Management Committee recommends that the Board of Regents formally approves the Six-Year Capital Plan for FY08-FY13. This motion is effective December 7, 2006. POLICY CITATION In accordance with Regents Policy P05.12.03.B, annually, within the capital budget process, each MAU will prepare and update a Six-Year Capital Plan Proposal. The MAU Six-Year Capital Plan Proposals, which are developed based upon approved strategic, academic and other planning assumptions, will be consolidated into a systemwide Six-Year Capital Plan in accordance with guidelines approved by the board and procedures established by the universitys chief finance officer. The systemwide Six-Year Capital Plan will be presented to both the Facilities and Land Management Committee and the Finance and Audit Committee for review and comment prior to submission to the full Board for approval. Once the Six-Year Capital Plan is approved, the MAU Six-Year Capital Plans shall consist of those projects in the sequence and with the funding sources as identified in the Board-approved Six-Year Capital Plan. The Six-Year Capital Plans shall be reviewed and updated each year as part of the capital budget submission process. Year One of the approved systemwide Six-Year Capital Plan (exclusive of any operating leases and other property or facilities funded from current operating funds) shall become the universitys capital budget request for the next capital appropriation cycle. RATIONALE AND RECOMMENDATION The administration recommends that the Board of Regents approve the Six-Year Capital Plan as presented. In accordance with board policy, the administration presents the systemwide six-year capital plan concurrent with the annual capital budget request. In prior years, the board has not taken action on the plan except to approve the first year as a part of the capital budget request. The difficulty in precisely defining scope and cost of out-year projects is recognized by the board. As a result, the administration decided to reformat the capital plan. This new style presents the information more graphically, centering on the larger picture, then drilling down into detail. The format is consistent with the capital budget presentation in that it focuses on the three general categories of need including R&R annual requirement, reducing the deferred maintenance and major R&R backlog, and new construction (which incorporates other needs to support the universitys strategic direction). The plan is presented in three traunches where year one is the budget year, year two is the short-term plan and years three through six are the long-term plan. It should be stressed that this plan is a living document that concatenates the separate plans from all four MAUs into a system-wide plan. Since priorities inevitably change to adjust for planned and unplanned circumstances, the entire plan will be reviewed annually as part of the capital budget process and presented to the board for action accordingly for approval. IV. New Business A. Schematic Design Approval for the ŮźϼF Arctic Health Laboratory Revitalization for Initiative Programs Reference 12 The President recommends that: MOTION The Facilities and Land Management Committee approves the Schematic Design Approval for the ŮźϼF Arctic Health Building Laboratory Revitalization for Initiative Programs project for a Total Project Budget not to exceed $5,700,000. This motion is effective December 7, 2006. POLICY CITATION In accordance with Regents Policy 05.12, Schematic Design Approval (SDA) represents approval of the location of the facility, its relationship to other facilities, the functional relationship of interior areas, the basic design, including construction materials, mechanical, electrical, technology infrastructure, and telecommunications systems, and any other changes to the project since Formal Project Approval. Unless otherwise designated by the approval authority or a Material Change in the project is subsequently identified, SDA also represents approval of the proposed cost of the next phase(s) of the project and authorization to complete the Construction Documents process, to bid and award a contract within the approved budget, and to proceed to completion of project construction. Provided, however, if a Material Change in the project is subsequently identified, such change will be subject to the approval process described below. Projects with an estimated Total Project Cost of in excess of $4.0 million will require approval by the Facilities and Land Management Committee. RATIONALE AND RECOMMENDATION Background Constructed in 1964, the east wing of the Arctic Health Research Building (AHRB) was built by the federal government to study water pollution in Alaska. Since then, the Institute of Arctic Biology and the School of Natural Resources and Agricultural Sciences have occupied the space to study plant pathology, Alaska Native Health, and several other Alaska related issues. The east wing of AHRB consists of approximately 20,000 gross square feet of laboratory, class-lab, and office space located on two floors. The space has exceeded its basic useful life by 10 to 15 years. Based on the need for highly technical research space, the building has been functionally obsolete since the early 1990s. Minor renovations were completed in 2005 that affected the finishes and furnishings of two labs on the second floor and one lab on the first floor, but did not improve the functional capability of the space. In April 1991, the Fire Marshall cited the Arctic Health Research Building for numerous code citations. The current project will create modern era labs as well as correct code deficiencies and deferred renewal items within about 16,800 gross square feet. Project Scope The scope of work shall address deferred maintenance items, code correction, and non-deferred maintenance items. The project intent is to provide new modern lab space for current and future research initiatives. To that end, the design incorporates modern open lab concepts within the confines of existing perimeter walls. Interior asbestos-containing demountable partition walls will be demolished to create larger labs suitable for 2-3 principal investigators. Labs will feature new metal case work with epoxy resin tops. All lab services, including air, vacuum, gas, electrical, and data will be provided throughout. Fume hoods will be replaced and centralized to create more efficient use and less energy consumption. Lighting will be changed to provide multiple levels of control, more lumens per square foot, and better energy conservation. Outside of the lab space, offices that serve the labs will be remodeled to allow for additional office space. The office scope of work is driven by the removal of the asbestos containing wall panels that divide the space. Once removed, the space will become an open pallet for new walls that better allocate the space for offices and graduate student spaces. Offices will receive new carpet and ceiling tiles, better lighting, and faster data connections. Major mechanical and electrical systems that serve the entire east wing of the facility will be replaced. A considerable amount of duct work will be reused to reduce the project cost, but the main air handlers feeding the area will be demolished and replaced with a single fan unit. All of the existing hydronic baseboards will be replaced throughout the wing and new controls will be installed for better heat control. Existing chilled water will be used to cool the lab spaces in the summertime and provide more precise temperature control year round. For the surrounding office spaces, new air handlers will be installed in the roof top penthouse. The penthouse may need to be expanded to fit the unit once final selection is made. If an expansion occurs, the exterior finish will be made to closely match the existing facility. Out of date electrical panels and transformers will be centralized to a new location in the mechanical chases, away from the current wet locations. The panel sizes will be increased to handle any future equipment needs. All data and communication connections will be routed back to a hub room constructed near the east wing in 2005. The new room will allow the demolition of non-code compliant wiring and data equipment currently located in the mechanical chases. Prior Approvals or Actions Formal Project Approval Board of Regents approval NTE $5,700,000 September 2006 Project Budget  EMBED Excel.Sheet.8  Funding in Hand: Arctic Health Lab Revitalization for Initiative Programs FY07 HB381Tobacco Bonds Bill $3,550,000 FY07 SB231 Capital Appropriation $1,700,000 Arctic Health Building Ceiling Seismic Upgrades Phase 1 FY07 HB381 Tobacco Bonds Bill $ 450,000 Total $5,700,000 Schedule for Completion: Construction Documents Complete February 2007 Bid Opening March 2007 Construction Complete December 2007 Occupancy January 2008 Recommendation Approval by the Committee formally authorizes the MAU to proceed through design, bidding and construction. The administration recommends that the Facilities and Land Management Committee recommend that the Board approve the Schematic Design Approval as presented. Schematic drawings T-1, A-1 and A-2 are included as Reference 12. B. Schematic Design Approval for the State Virology Building Reference 13 The President recommends that: MOTION The Facilities and Land Management Committee approves the Schematic Design Approval for the State Virology Building project for a Total Project Budget not to exceed $25,700,000. This motion is effective December 7, 2006. POLICY CITATION In accordance with Regents Policy P05.12, Schematic Design Approval (SDA) represents approval of the location of the facility, its relationship to other facilities, the functional relationship of interior areas, the basic design, including construction materials, mechanical, electrical, technology infrastructure, and telecommunications systems, and any other changes to the project since Formal Project Approval. Unless otherwise designated by the approval authority or a Material Change in the project is subsequently identified, SDA also represents approval of the proposed cost of the next phase(s) of the project and authorization to complete the Construction Documents process, to bid and award a contract within the approved budget, and to proceed to completion of project construction. Provided, however, if a Material Change in the project is subsequently identified, such change will be subject to the approval process described below. Projects with an estimated Total Project Cost of in excess of $4.0 million will require approval by the Facilities and Land Management Committee. RATIONALE AND RECOMMENDATION Background The Alaska State Public Health Virology Laboratory provides a statewide viral diagnostic service that aids in the diagnosis and surveillance of human viral diseases of public health importance. The lab is currently located in the Arctic Health Research Building, on the West Ridge portion of the Fairbanks campus, spread out among several areas in this sprawling, 44 year old facility. A new building is being planned to replace the current overcrowded and outdated leased space. The University of Alaska and the State of Alaska Department of Administration executed a Land Lease Agreement, effective October 7, 2005, that leases a building footprint of approximately 18,000 square feet of land located east of Sheenjek Drive, and north of and adjacent to the Biological Research and Diagnostics (BiRD) facility, on the ŮźϼF Campus, to the State for the purpose of constructing, maintaining and operating a State Public Health Virology Laboratory. The period of the lease is 25 years, from October 1, 2005, through September 30, 2030. The new facility will be owned and primarily occupied by the State of Alaska Department of Health and Social Services (ADHSS). The State of Alaska Department of Transportation and Public Facilities (ADOT/PF), on behalf of and in conjunction with ŮźϼF and ADHSS, will manage the planning, design and construction of the facility. Design and construction of the facility must comply with the Design Standards published by ŮźϼF Facilities Services. A Project Agreement describing the duties and responsibilities of all three parties, vis--vis planning, design, construction and financing, was executed on October 7, 2005. A Collaborative Use Agreement, describing the duties and responsibilities of ŮźϼF and ADHSS, vis--vis research, operations and maintenance, was executed on October 6, 2005. Project Scope The new building proposed for the State Virology Lab will be a 27,629 gross square feet (GSF) facility consisting of three (3) occupied levels of approximately equal size (averaging 7,908 GSF) and a 3,905 GSF mechanical penthouse. It will be located directly adjacent to, and adjoining, the north side of the new BiRD facility, which is currently nearing completion of construction activities. This location will foster opportunities for collaboration between State and ŮźϼF researchers regarding diagnostic activities related to animal and human health. The geotechnical report prepared for the site recommends removal of existing, unsuitable soils to a depth of approximately 20 feet; therefore, one of the three occupied levels will be a basement, the finished floor level of which will match the basement in the adjacent BiRD facility. The university will provide maintenance, operations and utilities for the facility. ADHSS will pay its pro-rata share of costs for these services. ADHSS will also provide annual funding for renewal and replacement costs based on its pro-rata share of the facility. The facility will be a steel frame structure with composite steel deck-concrete floor slabs, conventional concrete foundation walls and footings, and a fully-adhered rubber membrane roofing system. The primary exterior wall material will be the same factory-assembled insulated metal wall panels, in the same color scheme, used on the exterior of the BiRD facility. The exterior appearance of the new facility will match and compliment the exterior of the BiRD facility such that the combined structure will have the appearance of one single building. The assignment of space in the new facility is depicted in the following tables. Of the total 27,629 GSF, 18,809 square feet is classified as net assignable space (NASF), with the remaining classified as non-assignable space (for mechanical and electrical equipment, etc., and shafts between floors) or shared common space (corridors, stairwells, elevators, public toilet room, conference room, etc.) measured as net square feet (NSF). The division of utility and common space is based on the percentage of net assignable space: 72% and 28%, respectively, for ADHSS and ŮźϼF. Table 1 LevelFoot Print (GSF)Net Assignable Space (NASF)Non-assignable Utility Space (NSF)Non-Assignable Common Space (NSF)ADHSSŮźϼFShared TotalADHSS (72%)ŮźϼF (28%)Shared TotalADHSS (72%)ŮźϼF (28%)Penthouse3,905003,5952,5921,00331022486Second7,6787,515016311845000First (Ground)8,0445,469013194372,4441,762682Basement8,00205,0251,3871,0003871,5901,14644427,62912,9845,0255,2763,8041,4724,3443,1321,21218,00972%28% Table 2 ADHSS (72%) (square feet)ŮźϼF (28%) (square feet)Total (square feet)Net Assignable Space12,9845,02518,009Utility Space3,8041,4725,276Common Space3,1321,2124,344Total Assigned Space:19,9207,70927,629 Prior Approvals or Actions Preliminary Administrative Approval CFO approval NTE $1,500,000 (ŮźϼF Portion) March 30, 2005 Formal Project Approval Full Board NTE $25,700,000 (State + ŮźϼF Portion) December 8, 2005 Project Budget The total project budget will be shared pro rata by the ADHSS and ŮźϼF ($24,200,000 [94%] and $1,500,000 [6%] respectively). The total construction cost, including contingency, of $20,463,250, will be shared pro rata by the ADHSS and ŮźϼF by the same percentages ($19,161,250 and $1,302,000 respectively). The detailed Project Budget follows: UNIVERSITY OF ALASKAProject Name:BICS Virology Lab Design & ConstructionMAU:ŮźϼFBuilding:(new construction)Date:October 20, 2006Campus:FairbanksPrepared By:George FerreeProject #:2006056 BIVLAccount No.:(to be determined)Total Gross Square Feet (GSF) Affected by Project: 27,629PROJECT BUDGETState ContributionŮźϼF ContributionA.Professional ServicesConsultant Basic Services$2,220,000$95,000Consultant Extra Services $0$0Site Survey$0$0Soils Engineering$10,000$0Testing$35,000$0Plan Review / Permits$75,000$0Other$50,000$0Professional Services Subtotal$2,390,000$95,000B.ConstructionGeneral Contractor$17,500,000$1,200,000Other Contractors (Voice/Data installation)$130,000$0Construction Contingency (8.5%)$1,531,250$102,000Art$0$0Other (Interim Space Needs)$0$0Construction Subtotal$19,161,250$1,302,000$20,463,250Construction Cost per gsf$741C.Equipment and FurnishingsEquipment $350,000$0Furnishings$350,000$0Make Ready/Move In$0$0Equipment and Furnishings Subtotal$700,000$0D.Administrative CostsAdvance Planning$0$0Misc. Expenses$17,830$2,275Parking/Staging$0$0Project Management$1,930,920$100,725Administrative Costs Subtotal$1,948,750$103,000E.Total Project Cost$24,200,000$1,500,000Total Project Cost$25,700,000Total Project Cost per gsf$930F.Total Appropriation$25,700,000 Funding in Hand: Proceeds and Interest from Municipal Bonds FY07 SB73 $24,200,000 ŮźϼF General Revenue Bond (with Bridge Financing by Statewide) $ 1,500,000 Total $25,700,000 Schedule for Completion: Construction Documents Complete July 2007 Construction Complete March 2010 The following drawings are provided as Reference 13: Drawing No. Title C-101 Preliminary Site Plan A-100a Basement Floor Plan (ŮźϼF net assignable space shown as unfinished shell space) A-100b Basement Floor Plan (ŮźϼF net assignable space shown with Concept Floor Plan for future build-out) A-102 First Floor Plan A-103 Second Floor Plan A-104 Penthouse Floor Plan A-105 Roof Plan A-201 East Elevation A-202 West Elevation and North Elevation A-301 Building Section A-A Corner Rendering Perspective Side Rendering Perspective C. Construction Manager at Risk Members of the Board of Regents had previously requested a review of the universitys procurement process for CM@Risk (Construction Manager at Risk). To date, the university utilized CM@Risk on two projects. The ŮźϼA Integrated Science Facility on the Anchorage Campus and the ŮźϼF Lena Point Project in Juneau. The Integrated Science Facility procurement was uneventful, but a valuable learning experience. The Lena Point procurement was tarnished somewhat by a procurement protest, but was perhaps an even more valuable experience. Although CM@Risk is a more complex and difficult procurement process, the facilities and procurement staffs believe the experiment, so far, has been a major success. Jim Lynch, chief procurement officer, Dr. Richard Schointuch, associate vice president for facilities, and Dave Read, director for internal audit, discussed CM@Risk procurement and construction issues with members of the staff and others including the contractor who filed a protest on the Lena Point Project. Jim Lynch, Richard Schointuch, Dave Read and campus facilities officers will be available to summarize what worked, what did not work, what they are doing to improve the process, and to answer any questions members of the committee may have regarding their experiences to date. This is an information item; no action by the board is requested at this time. V. Ongoing Issues A. Status Report on University Investments in Capital Facilities, Construction in Progress, and Other Projects Reference 14 Associate Vice President for Facilities Richard Schointuch and campus representatives will update the committee regarding the ongoing investment in capital facilities and answer questions regarding the status report on active construction projects approved by the Board of Regents, implementation of recommendations by the external consultants, functional use survey, space utilization analysis, and other recent activity of note. This is an information and discussion item; no action is required. B. Update on IT Issues Reference 15 Steve Smith, Chief Information Technology Officer, will review bandwidth concerns with members of the committee. 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" "  "  " %"  "  " "|@@*  "|@* "|  @* "|@* "|* "| @ * "| * "|@* "< "<   ,   ,  ,  ,   lD  lD lD lD ,f   ,f   ,f   ,   ,     ,  ,  "<  ,  ,   ,   ,     ,     ,   ,  ,  ,   ,  ,   ,   ,  ,  ,   ,  ,  ,   ,  ,  lD  lD % lD lD  l  l "\  lf  lf  lf  l  l  L  l  l  l   l   l   l   l  L   L   l  l "\   l a  l  l  L  l  "\ "|@ @ "\ "|@ @ "|@ "|f@ "|f@ "|f @ "| "|  "<  "<   l+ l+"|@ @ +% l+"| @ "|  "|  "|  l   l   l  l   l +  l * la    l   lD   lD  lD  lD "|` D "|` D "|` D #|@ @ +" @ "<@ "@ @ "< "< "<@  ,@  ,@ "| "|@ "| "|@ "| @ "|@ @ "| @ +"|@ @ +"|a@@ "|a@ "|a @ !|@      "@* "* " * "| "| )  "<   ,  !<   ,@@  "<@   ,@  0@  "< @  !<@@ !!8  ,  , !!8  !<@ #| #0 #0 !|  x !\  X !|  x !|f  0f  0f "| "x  a"x* "x * "| * "| * "|* "| * "x *  "|* "0  a"|*  "| * "| "  @* "  @* "* " * " * " * !|@ !| "|)  !<  0  !    !<  0  !<f  Comma [0] Currency [0] 8 ``i̜̙3f3333f3ffff333ff333f33f33BBB\`*Project Budget Info?7DDC Formart Single FundG_Board of Regents Format  ;1' Print_Area_MI=+"fVf@ @ZR3 A@@  f RThis Excel Workbook consists of several different "templates" for project budgets.(Cells with formulas have been protected.LIf you have any recommendations to improve these spreadsheets, please let meOknow and I will try to incorporate it in the templates for everybody's benefit.Size of Project Contingency $0 - 25,000$25,001-100,000$100,001-250,000$250,001-1,000,000$1,000,001-2,000,000$2,000,001-10,000,000$10,000,001-25,000,000 $25,000,001+pt4Note the following information was used in formulas:8The version date is included on each spreadsheet footer.Project ManagementDDC Administrative Fee Rate:UNIVERSITY OF ALASKAMAU:ŮźϼF Project #: PROJECT BUDGETOriginalA.Professional ServicesConsultant Basic ServicesConsultant Extra Services Site SurveySoils EngineeringTestingPlan Review / PermitsOtherProfessional Services SubtotalB. ConstructionGeneral Contractor+Other Contractors (Voice/Data Installation)Construction ContingencyArtOther (Interim Space Needs)Construction SubtotalC.Equipment and Furnishings Equipment FurnishingsMake Ready/Move In"Equipment and Furnishings SubtotalD.Administrative CostsAdvance PlanningProject ManagementAdministrative Costs SubtotalE. Total Project CostF. Total Appropriation(s) Project Name: Building: Campus: Date: Prepared By: Account No.: Travel and TollsConsultant ReimbursablesWork Orders (Telephone and FS)Project Management CheckSalariesProject FundingTotal Project Budget DifferenceMisc. ExpensesFS Operations and MaintenanceOther Contractors FS Engineer ReviewConsultant CA ServicesAMOUNT ANTICIPATEDWORKING ENCUMBERED ENCUMBRANCEBALANCEBid #: Misc.ExpensesAdvertising and PrintingTotal Appropriation:Programming/ScopingDCC TelephoneHVAC BalancingTotal GSF Affected by Project: Total Project Cost per GSFParking/StagingConstruction Cost per GSFDDC Direct Management Cost DDC DIRECT PettersonFine Arts Complex 571279-50216 2007025 FACC#Fine Arts Code Corrections Phase IIj! #_#h$$O~%1&&6c'(g()))2 L  dMbP?_*+%MHP CLJ 8500 - PS odXXIR `q5dCustom page 0CDCustom page 1CD Custom page 2CD Custom page 3CD "dXX??U} }  } I(     ~ @                       .@$@  (@$@  $@$@  "@$@  @#@  @"@  @!@ @!@ ~  @ >20&4...88888:  !"#$%&'  ! 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" ,# $ % & ' ,( ) * + , - . / 0 ,1 ,2 3 , 4 ,5 6 7 8 9 : , ; < > ,@?  b d+ dmdm~ jA ( jA D D D !o !,!#!a9ZA % B#! % #! % (! a9ZA D!D!D! "i- "j."gggkz #b #c/#cccn~ #@ #(# @ D#D#D#$b $d0$dddm~ $@ $($ @ D$D$D$%b %d1%dddm~ %@ %(% @ D%D%D%&o &2&#&@ %#%,#& %#%#& %#%(& @ D&D&D& 'i3 'j4'gggkz (b (d5(dddm~ (@ ((( @(D(D(D()b )d])dddm~ )@ )() @(D)D)D)*b *d@*dddm~ *@@ *(* @@(D*D*D*+b +dU+ddmm~ +@ +(+ @(D+D+D+,b ,dT,ddmm~ ,L@ ,(, L@(D,D,D,-b -dD-d -m -rq~ -A -(- A(D-D-D-.b .d_.dmrqR.A <D6D&DD!D(D*D+D,D-D) .(. A(D.D.D./b /s7/ttuv#/&A %(.|#/ %(.#/ %(.(/ &A(D/D/D/ 080-0x_A D/D&D!D-0 DD!D&D/-0 DD!D&D/-0 x_A D/ D& D! D  1911x_A D 1 2^^^^^^p^^y 3^^^^^^^^^y 4^& 4'C4-(^w^^y 5^) 5*5 ףp= ? D1.A  :D1>A  :]D1 cA  :6D1wA  ::"""B5^w^^y 6^) 6*`~ 6 @6^w^^y 7^) 7*D)7Q? D1a  : D1j@  :D1A  :D1.A  :D1>A  :]D1 cA  :6D1wA  ::""""""B7^^^^y 8^) 8*E8x_A D18^^^^y 9^) 9*F9x_A D09^^^^y :^+ :,G!:@ D8D9:^^^^y ;^^^^^^^^y <^^^^^^^^y >^^^^^y ?^^^^^y B"Xr6rrr6rrrrrQ4@_QQW@ @&(  ~  <aXPP?p-l11Z]4@a   RJڝۜM :<;cwohlford: This is calculated for a FUND 5 project only. <2  : . cwohlford><KA @  $    @@778899::6655>>??!!&&7 L  dMbP?_*+%JG&C&"Arial Black,Regular"ŮźϼF FACILITIES SERVICES DESIGN AND CONSTRUCTIONM\\muskox\BUTRO-208-HP9000-1-PCdXXLetter.HP LaserJet 9000 PCL 62axeM+Q93s`Hz CRVbB)0:giDBdƂ|$K,hEZ Petterson <|EZ 2007025 FACC< ?EZ 571279-50216 [ ~ |@  ? ===== @ A B >>>CD ; = ===E- F`TAZ Z Z  ; = = G H E F@Z; ====EFZ; = ===EFZ; =!===E%F@ZZ; ="===E%F@ZZ; =#===EFZI J$KKKL#M@6!A %  A% B&>>>CD; ='===GF4WAZ; =(===G5F@ZZZZ; =)= G GGF AZ; =*=GGGFZ; =+=G=GFjAZ I J,KKKL#Ma9ZA %; P^QQQ!.袇s@ DD  A- B.>>>CD; </<<<HF@Z#; =0===GF@Z$; =1===GF@Z%D[ l:$$y8:00[iKKSSKQ0KciKKQO0KK w!!h!"h!#h!$h!%h!&w!'h!(w!)h!*h!+.0,1,2,3,4,5,6,@ I J2 KKKL# M@ % !A3 !B4!>>>CD"; "=5"===G"F@Z(#; #=H#==GG-#F@Z*Z+Z,$; $=]$==GG$F@Z)%; %=6%= %G %H%N%%OO!AZ-Z.&; &P7&QQRS#&T&A %"% 'U8'VVVVV-'Wx_AD&DD D( (\(!(ͱۜow@ D'D  )X9)YYYZZ)[x_AZ1*!!!!!!"+#.$0%1%2%3%4%5%6,7|Q0K[KqQSOC >@Cd))$ "7 @Wvca@7^@JG"0    Q  '' ' P-  -- @ !-""- @ !"-33- @ !3-DD- @ !D-UU- @ !U-ff- @ !f-ww- @ !w-- @ !-- @ !-- @ !-- @ !-- @ !-P- @ !O-^^- @ !^-- @ !-OO- @ !O-  @ !- -- @ !-- @ !-"Helv-  2  1 2 # 2 2 4 3 2 E 4 2 V 5 2 g 6 2 x 7 2 8 2 9 2 10 2 11 2 :A 2 B 2 C "System(2-'- P 2  30-Jul-982 EaRThis Excel Workbook consists of several different "templates" for project budgets.    C2 Va(Cells with formulas have been protected.   [2 ga8The version date is included on each spreadsheet footer. y2 xaLIf you have any recommendations to improve these spreadsheets, please let me   ~2 aOknow and I will try to incorporate it in the templates for everybody's benefit.   U2 a4Note the following information was used in formulas:     "Helv-2 Project   -'- P- -P- @ !P-- @ !-'՜.+,0<HP X`hp x  Project Budget InfoDDC Formart Single FundBoard of Regents Format%'DDC Formart Single Fund'!Print_Area  Worksheets Named RangesOle HEPRINT CompObjImObjInfoK F!Microsoft Office Excel WorksheetBiff8Excel.Sheet.89q ՜.+,0HP X`hp x  Project Budget InfoWorking Budget BOR Budget Soft LedgerRFlJSiF EMF2 ( F, EMF+@XXF\PEMF+"@ @ $@ 0@?!@ @     !" !" !  " !  " !  ^t$0T ( %   Ldwt!??Ldx=h!??LdFh!??Rp Arial0?x xDxHRxx 0M&0 x 0۱0 x 0 xCy&0R}R 5g0$ & ! x&Xdv%  TT *iUU@&@ LP ?Rp Arial0?x xDxHRxx 0J&0x 0۱0x 0x8Dy&0R}R 5g0$M 6&M 6!x&Xdv% T#UU@&@ LhProject Name:7..*<.G.Rp Arial0?x xXxHRxx 0J&0x 0۱0x 0x-y&0Arialg0$\ &\ !x&Xdv% Tw, UU@&@w8LArctic Health Lab Revitalization for Initiative Programs7**<......<.).(......).7...G*% TdNUU@&@LTMAU:E7<% T`wNUU@&@wLTUAF<73Th}UU@&@h LdBuilding: 7....Tly h> UU@&@y hLXDate:<..ThsUU@&@h L`14-Nov-06?..<.)..T*UU@&@ L`Campus: <.G..*Ty Y*UU@&@y  LdPrepared By:7.....7'T| Z*UU@&@ L\WohlfordS....TUU@&@LlProject Title: 7..*4.Ty SUU@&@y  LdAccount No.:7**...<.% % " !% %   5% % % % % %   T5UU@&@4L|571263, 571272, 571277-..................Tl?$UU@&@?LX50216.....% % % % " !% %     TpSO_UU@&@SLX16,800.....% % % " !% %   0  T.UU@&@LhPROJECT BUDGET7<A.7<4<<<A74% T|$@-UU@&@$L\OriginalA...% % " !% %   Rp Arial0?x xXxHRxx 0M&0Px 0۱0Px 0Px /y&0<5g0$p &p !Px&Xdv% % % " !% %   8  TX8cUU@&@6LPA.9T8)UU@&@6LxProfessional Services7 3...33.7. /...% % " !% %   %   TUU@&@LConsultant Basic Services<..*...7.**7.)*.*T|HUU@&@HL\$510,000.......TbUU@&@LConsultant Extra Services<..*...7*.7.)*.*TTbUU@&@LP BTTbUU@&@LP QTXEbUU@&@ELP$0..TnoUU@&@n LdSite Survey7.7.).'TXEnUU@&@EnLP$0..TN0UU@&@LpSoils Engineering7.*7.......TXE0UU@&@ELP$0..Tx<UU@&@<L\Testing4.*..Txv<UU@&@v<L\$25,000......TUU@&@LxPlan Review / Permits7..<.).;7.G*TxvUU@&@vL\$19,448S......Tl eUU@&@ LXOtherA..TTXE eUU@&@E LP$0..% Tq/UU@&@qLProfessional Services Subtotal7..**...7.)*.*7....% % % " !% %   p  T|dpUU@&@dnL\$554,448.......% % " !% %   % % " !% %   6  TXf4UU@&@LPB.<T4UU@&@ LdConstruction<33. 3.33% % " !% %   %   T?UU@&@?LpGeneral ContractorA....<...*.T?UU@&@? L`$4,200,000........TB  UU@&@ALOther Contractors (Voice/Data Installation, Work Orders Included)A..<...*.*7.*.<...*....S.+A..*.*....Tx UU@&@L\$30,000......T ~h UU@&@ L|Construction Contingency<..*.*..<......*'TT h UU@&@ LP TX Q h UU@&@ LP9%.JT|d h UU@&@d L\$378,000.......T`t 5 UU@&@t LTArt7TTt  UU@&@t LP TX t Q UU@&@ t LP1%.JTXat  UU@&@at LP$0..T 6 UU@&@ LOther (Interim Space Needs)A....G7..*.<...*TXa 6 UU@&@a LP$0..% TB  UU@&@B LxConstruction Subtotal<..*.*..7....% % % " !% %   A    TA  UU@&@? L`$4,608,000........% % " !% %   %   T # UU@&@ L Construction Cost per GSF<..*.*..<.*..A73% Td  UU@&@ LT$274....% % % " !% %    n   TX fl UU@&@ LPC.<T l UU@&@ LEquipment and Furnishings7333J.3.3333 3.333.% % " !% %   %   Tw o UU@&@w L`Equipment 7...G..TXaw  UU@&@aw LP$0..T x9 UU@&@ LdFurnishings?3..*...*TXa 9 UU@&@a LP$0..TE u UU@&@E LxMake Ready/Move Out/InE.+.<...'E.).A..T|dE  UU@&@dE L\$110,000.......% T  UU@&@ "LEquipment and Furnishings Subtotal7...G.....3..*...*7....% % % " !% %       T|d  UU@&@d L\$110,000.......% % " !% %   % % " !% %    q   TX fo UU@&@ LPD.<T o UU@&@ LtAdministrative Costs93J3. ./.<3..% % " !% %   %   Tz e UU@&@z LlAdvance Planning7.)..*.7.....TXaz  UU@&@az LP$0..T <UU@&@ LhMisc. ExpensesE**7*...*.*Tx <UU@&@ L\$24,500......THUU@&@HLpProject Management7..*E.....G..TTHUU@&@HLP Td HQ UU@&@ HLT7.8%..JT|dHUU@&@dHL\$403,052.......% T UU@&@LAdministrative Costs Subtotal7.G.*.).<.**7....% % % " !% %      T|d UU@&@dL\$427,552.......% % " !% %   % % % " !% %   ct  TWrUU@&@LxE. Total Project Cost743.7 3..<3.% % % " !% %   t  TrUU@&@ L`$5,700,000........% % " !% %   %   T}$UU@&@}L Total Project Cost per GSF4..7..*<.*..A73Td}UU@&@}LT$339....% % % " !% %   B  T@UU@&@LxF. Total Cost Rounded343.<3.<3333.3% T@UU@&@ L`$5,700,000........% % " !% %   % % % " !% %   f  Tt_UU@&@LTotal GSF Affected by Project:4..A737.*...'7..*% % " !% %   g1  Ti*UU@&@i L`Fairbanks3....+*% % " !% %   g1  T:UU@&@ LdAHRL 20070217<<........% % " !% %   ge  TdhUU@&@hLTAHRB7<<7% % " !% %   % % " !% %   '% (   &% 6% Ld!??% 6b% Lda_!??'% ( % b6b% Ldbib!??'% ( % b6b% Ldbib!??'% ( % b6i b% Ldbh ib!??% j6% Ldjjc!??% 6% Ld!??'% ( % 68% Ld7k!??'% ( % 86% Ld88c!??^t$0T ( % ( Ld!??Ldele!??Ld!??Ld3:3!??Ld!??Ld!??Ldhoh!??'% ( % 6% Ld<!??% 6% Ld!??'% ( % 6:% Ld9c!??^t$0T ( % ( Ld!??Ld   !??Ldk r k !??Ld  !??Ld9 @ 9 !??'% ( % :6 % Ld: :!??'% ( %  6r % Ld q  c!??^t$0T ( % ( Ld  !??Ld< C < !??Ld  !??'% ( % r 6 % Ldr  r !??'% ( %  6u % Ld t  c!??^t$0T ( % ( Ld  !??Ld?F?!??'% ( % u 6?% Ldu >u !??^t$0T ( % ( Ld!??'% ( % ?6 % Ld? ?!??% 6t% Lds!??'% ( % j6J% LdjIj !??% |6J% Ld|I|!??% 6J% LdI5!??Ld!??Ld!??Ldkrk!??Ld{{!??Ld!??Ld!??LdQXQ!??Ldaha!??'% ( % 6% Ld!??'% ( % i b6b% Ldi bii b`!??% 060% Ld070!??^t$0T ( % ( Ld4!??Ldele4!??Ld4!??Ld3:34!??Ld4!??Ld4!??Ldhoh4!??'% ( % 6% Ld!??^t$0T ( % ( Ld4!??Ld   4!??Ldk r k 4!??Ld   4!??Ld9 @ 9 4!??'% ( %  6 % Ld  !??%  6 % Ld   !??^t$0T ( % ( Ld   4!??Ld< C < 4!??Ld   4!??'% ( %  6 % Ld   !??^t$0T ( % ( Ld   4!??Ld?F?4!??Ld4!??'% ( %  6 % Ld  !??% t6t% Ldt{t!??% 6% Ld!??% B6B% LdBIB!??% ( % " !%   % ( ( ( ( " F4(EMF+*@$??FEMF+@ WorkbookSummaryInformation(XDocumentSummaryInformation8LD1Table>&      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~ L\p Carol Pickett Ba=  t*=--#(#<@"1Arial1Arial1Arial1Arial1Arial1Arial1* MS Sans Serif1* MS Sans Serif1Arial1* MS Sans Serif1Helv1Arial1Arial1QTahoma1* MS Sans Serif1* MS Sans Serif1* MS Sans Serif1* MS Sans Serif1.Times New Roman1" Helvetica1.Times New Roman1" Helvetica1" Helvetica1" Helvetica1" Helvetica1"  Helvetica1( Univers (WN)1* MS Sans Serif1* MS Sans Serif1* MS Sans Serif1* MS Sans Serif1* MS Sans Serif1* MS Sans Serif1Helv1@Arial1Arial1Arial1Arial1Arial1Helv1Arial1Arial1 Arial1 Arial MT1QTahoma1Arial1Arial1Arial"$"#,##0_);\("$"#,##0\)!"$"#,##0_);[Red]\("$"#,##0\)""$"#,##0.00_);\("$"#,##0.00\)'""$"#,##0.00_);[Red]\("$"#,##0.00\)7*2_("$"* #,##0_);_("$"* \(#,##0\);_("$"* "-"_);_(@_).))_(* #,##0_);_(* \(#,##0\);_(* "-"_);_(@_)?,:_("$"* #,##0.00_);_("$"* \(#,##0.00\);_("$"* "-"??_);_(@_)6+1_(* #,##0.00_);_(* \(#,##0.00\);_(* "-"??_);_(@_) dd\-mmm\-yy_)0\1 mm/dd/yy$[$-409]dddd\,\ mmmm\ dd\,\ yyyy m/d/yy;@ 0.0%mmmm\ d\,\ yyyy "$"#,##0.00!"$"#,##0.00;[Red]"$"#,##0.00 "$"#,##0"$"#,##0;[Red]"$"#,##0=8_("$"* #,##0.0_);_("$"* \(#,##0.0\);_("$"* "-"??_);_(@_)94_("$"* #,##0_);_("$"* \(#,##0\);_("$"* "-"??_);_(@_)                + ) , *      a a< a"< a(8 a"0 a $ a $ a0  'Q"  'Q      a (  a!< a"8 a(8 a#8 a!8  a (  a <@ @  a8@ @  a <@ @  a8@@  a8 @  a 8@ @  a <@ @  a <@  a8@  a <@  a 8@  a <@  a <@ @  a ,@ @  &"<@ @  a8@ @  a(8  a+8  a ,  a ,@ @  a(<      &a+<  ( ( a(< a(4  a(<    a(<  & ,w@ @  & ,ww@ @  Q (w@ @  Q   Q"  Q&  Q"  'Q" Ax A!x A A)  A A A" Ax A h Ax A"x Ax  A8@@  A"8@@  A8@ @  A)8@ @  A8@ @  A"8@ @  A   A8@  A"8P@  A8@ A8@ A8`@  A A  A"< A (  A A8 A8 A)8 A< A"< I"< A"8 A< A*< I*< A*8 A*< I*8 A A) A A" A h@ A (@ A A# A+\ A8  A8@ @  A#8@ @ A*|@ @  A (@  A (P A( A(8 A (@ @ A(8@ A8ww@ @ q8 q q q q q& q q q& q q8 q q8 q q  q q q q  q8@@ q8@@ q8@ @ q8@ q8@ q8@ q8@ q8P@ q8P@ q8Q@@ q8P@ q8 q8@ @ q 8@ @ q 8@ @ q<@ @ q8@ @ q8@ @ y8@ @ q q q  q q q8@ q q q  q q 8 q q0 q8 q8 q8 %   a<@ @  a<@ @ a <@ @ a ,@ @ a <@ @ a(<@ @ a <@ @ a ,@ @ &a <@ @ &a ,@ @ a8@ @ a)8@ @ a)<@ @ a)<@ @ &"<@ @  a8@ @  A<@ @ A"< @ A8 @ A)8 @ A< @  A<@ @ A"<@ @ A(8@ @ A<@ @ A"<@ @ A8@ @ A)8@ @  A<@ @ A"<@ @ A A< @ A<@ @ A< @ A<@ A"<@ @ A"<@ A8@ A8@ @ A<@ @ A8@ @ A8@ @ A<@ @ A  A+<@ @ A+|@ @ A8 A+< A+| A(< A+8 A(8 A*8 A+ A+\ A( A# A8@ @ A!x Ax   A8 A"8 A!x Ax Ax A"x Ax A8 A!8 A8  8 (8  8 @ A*8 A*x A*8 A8@ @ A*8@ A8  8 A< A"< Ax A!x A8 A!8 A8 Ax A"x Ax  8      ( @ !8   (   (  "8  "8@ @  "8   ( ! ( "" "  "   # l $ l % l % la  %"|a@@ %"|a@ %"|a @ %"\ & lD & lD % lD % lD %"|` D %"|` D %"|` D ' lf % lf %"|f@ %"|f@ %"|f @ % lf % l % l %"| % L %"| %"@* %!|@ %"* % l %" * % l % l %"|  %" @ %"<@ %"@ @ & l %"< %"< %"<@ $ l $ l %  l % l  %"| @ %"|@ @ %"|@ @ % L %  %"| %"|@ % ,@ %  L %  l % l * l  %"| %"|@ %"| @ %"|@ @ %   %"|@ + %  l % l ) l * l , L * l * l % ,@ & l+% l+$ l +%"| @ +%#|@ @ +%% l+$ l *%"|@ @ +%"|@ @ +%"\ %"\ %"|@@* $"|@* %"|@* %"|  @* % "\ %"|@* %"|* %"| @ * %"| * "    "     " "# " ( "#8  ,  "<w@@  (8ww@ @   ,ww@ @  @ @   ,w@ @  <w@@   (ww@ @  "8w@@   ,ww@ @  "8`@  `   ,w`@   ,`@ " #  %Q"<  & ,  & ,  Q"8  'Q"< ""   (@ @   ,@ @ "0@ @  4@@  4@  4 @  @ @ ""8@ @  "0@ @ "4@ @  "4@ @ !0@ @ a*< a*< a*< A<@ A<@ A8@ A<@ A!x@@ A!x@ A8@  A#0@  A+t@  A"4@ Ax  @ A8  A#0  A+t Ax A (@ A#8 A+| A8  A"8@@ Ax!@ @  A"8 @  A"8 @  A8 @  A#8 @  A*| @  A"8 @ A8! @ A!8@  @   @ q < % \ " X #8@@ !< @ $"\ $"| %  l@ %  l@  4@@ ! 4@@  4@@ $ l *%"|@ @ %,!"x@ @ %"|@ @ %"  @* %"  @* %"|  *x@@  *x@  *x  @  *x @   *x   *x   " %"| * ("x * %"| %"| ("x % "|* "0 % "x* ("x * %"| * %"| * %"|* %" * (" * %"| %"|) %"| ) % "|* ( "| * % \ %!\ %"|  %!| ( x %"* (" * )#| )#| %!|f  0f  0f %!| ( x ( X %!|@ %!| %"|) A"8@@ A"8@ A"8 @  , " # / ,   ,  , #<  / lD/ lD lD#| D0 ,f  ,f #<f   , "< !< "<   "< ! "< "< "< !< *< !<@ !<@ !< "< "< #<  , #<@  / , "<   ,   ,   ,  #<@  ,@  ,@ ! ,  ,D   ,D  ,D !#<D  , 0 ,  ,   ,   l  #<@    ,@ #<@  #<D    l  0 ,   ,  , #<D@    l@    l D  , / lD lD% lD  lDNormal_DCVR_LOGNormal_DUSCSOFTNormal_RFP LOG Normal_SUBLOG`XProject Budget InfowWorking BudgetI BOR Budget Soft LedgerRFP LogeUnsolicited Proposals ADCVRLOG]CDCVRLOG\SUBLOGbIns - Licensesu Corresp Log F+SPROJECTSBUNNELLBNDMADMINDCVR_LOG.XLSADCVRLOGCDCVRLOGYY8   =?  =?  ;#   ;(  ;1   ;  ;  ;"f^fH( @rj0 3  @@  c Project: Original Contract:Date:Project Manager:Current Contract Amount:Contract Manager:Contingency Budgeted:Orig Completion Date:Add'l CO's Expected: Account #:Contingency Remaining: RFP No.Date Description CO No.RFP COA/ETimeRevised NTP Estimated  Contr Owner Approved RemarksReason tofrom(days)Amount(Code)TOTAL=(Note: UP totals are reflected in the totals on the RFP log)UP No.UNIVERSITY OF ALASKA FAIRBANKSDATEPROJECT NAME: PROJECT MANAGER:BUDGET ACTIVITY ContingencyBUDGETSUBTOTAL OF EXPENDITURESBALANCEDATE:MAU:ŮźϼFAMOUNT ANTICIPATEDWORKING ENCUMBERED ENCUMBRANCE/DESIGN CLARIFICATION / VERIFICATION REQUEST LOG ARCHITECTDCVRCONTR.A/C/S REFERENCE CLARIFICATION To / FromToInitiateNO.E/MREC'D. consultantContrRFP?<DESIGN CLARIFICATION / VERIFICATION REQUEST LOG - CONTRACTORQUESTIONTO/FROMTOARCH.*SUBMITTAL SCHEDULE AND SHOP DRAWING RECORD CONTRACTOR: PROJECT NO: PROJECT NAME:REQUIRED SUBMITTALPARA DESCRIPTIONTYPEO & M SUBMITTEDRETURNEDREMARKSNUMBERREQMT! CONTRACTORReview CodeTotal Change Orders:Insurance and LicensesNAME DATE RECV'D EXPIRE DATE GEN LIABILITYAUTO WORK COMPCOMMENTSBUSINESS LICENSECONTRACTOR LICENSEINSURANCE EXPIRE DATESCorrespondence LogFROM0(Type=Email, Mail, Instant Message, Phone, etc.)4Note the following information was used in formulas:ProjectSize of Project Management $0 - 25,000$25,001-100,000$100,001-250,000$250,001-1,000,000$1,000,001-2,000,000$2,000,001-10,000,000$10,000,001-25,000,000 $25,000,001+DDC Administrative Fee Rate:UNIVERSITY OF ALASKA Project Name: Building: Campus: Prepared By: Project Funding Project #: Account No.: Total Project BudgetBid #:Total Appropriation: DifferencePROJECT BUDGETOriginalA.Professional ServicesConsultant Basic ServicesConsultant CA ServicesConsultant ReimbursablesProgramming/Scoping Site SurveySoils EngineeringTestingHVAC BalancingPlan Review / PermitsFS Engineer ReviewOtherProfessional Services SubtotalB. ConstructionGeneral ContractorOther Contractors Construction ContingencyArtWork Orders (Telephone and FS) TelephoneDCCFS Operations and MaintenanceOther (Interim Space Needs)Construction SubtotalC.Equipment and Furnishings Equipment Furnishings"Equipment and Furnishings SubtotalD.Administrative CostsAdvance PlanningParking/StagingTravel and TollsAdvertising and Printing Misc.ExpensesSalariesDDC Direct Management CostAdministrative Costs SubtotalE. Total Project CostF. Total Appropriation(s)Project Management Check DDC DIRECTTotal GSF Affected by Project:Consultant Extra ServicesMisc. ExpensesProject Management%FS DESIGN AND CONSTRUCTION/SOFTLEDGERAnticipated C.O.'sWORKING CONTINGECY BALANCE Building: Prepared By:Project Title: Account No.:AOther Contractors (Voice/Data Installation, Work Orders Included) Total Project Cost per GSFF. 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