CHAPTER 12

FACILITIES

SCHOOL FACILITY PLANNING

            The board of education has overall responsibility for school planning and construction. A Local Planning Committee is required by state regulation to provide input into this process, although only the board can legally make decisions about school building programs. School construction is a physical expression of the educational program, and every aspect of planning, building and maintenance should be undertaken with the education program and the students in mind. Steps in school facilities include the following:

• The Commissioner of Education must make sure a facilities survey of each school district is conducted every four years, except for requested and justified amendments approved by the state board of education. The commissioner is required by regulation to give local boards a state‑approved report containing a facilities plan. The report must designate an organization pattern, classification of school centers, and contain a priority schedule for construction and renovation needs.

• The local facilities planning is conducted by a Local Planning Committee (LPC) consisting of 10 to 18 members, depending on the number of school centers in the district. The LPC must include: teachers elected by the teachers, parents elected by the parent/teacher organizations or PTAs, community/business leaders elected by the local board of education, building administrators elected by the building administrators, a central office administrator elected by the central office staff administrators, a local board member elected by the local board of education, a local building /zoning official, and the local superintendent or designee, serving as a non‑voting member (schools must have at least one representative before multiple representation is permitted).
  
   
• The LPC is responsible for determining, researching and developing the educational master plan for the district. The plan must meet both instructional goals of the local board and state mandates to provide equal/adequate educational opportunity for all students in the district at an equitable cost. In conjunction with this, the LPC is to develop a proposed district facility plan for capital construction. The district facility plan may be the same as the educational master plan or a portion of it. To comply with state regulation, the LPC must develop the plan in conjunction with KDE.
  
   
• Prior to a final vote by the LPC, the draft plan must be submitted to KDE for review. A revised draft plan and review letter will be sent to the LPC for its final review and vote.
  
   
• The LPC submits the draft facility plan, which provides a narrative summary supporting each priority item listed, to the local board for review. If the board alters the draft, it must provide a written summary supporting the changes. The draft facility plan is then returned to the LPC.
  
   
• The LPC votes on the board's reviewed/revised draft facility plan. Should the LPC vote not to adopt the plan, a letter with the decision of the LPC and signature of the chairman shall be attached to the facility plan and re‑submitted to the local board. The LPC recommends the draft facility plan to the local board of education, but the draft plan as approved by the local board is the one submitted to the state department of education for final review.
  
   
• The local board submits the draft facility plan to the Kentucky Department of Education for approval.
  
   
• The Kentucky Department of Education approves the draft facilities plan or directs the local board to revise it to meet state mandates.
  
   
• If it is returned for revision, the revised version must then be re‑submitted by the LPC and local board of education to the state education department for approval.
  
   
• The board must hold a local public hearing on the draft facilities plan after 5:30 p.m. local time in a handicapped-accessible, adequately sized location. The public must be notified a minimum of 14 days prior to the meeting in a display advertisement in the local newspaper(s). Notices must be posted at each school and parent/teacher organizations should be notified when possible.
  
   
• The public hearing is for the purpose of recording and documenting testimony and is not to be used as question and answer session.
  
   
• The LPC shall be involved with the local board of education in any recommended revisions of the draft facility plan after the local public hearing.
  
   
• The Kentucky Department of Education must schedule a required state board public hearing in the local district. Advertising requirements are the same as those for the local public hearing.
  
   
• Once the state board of education's public hearing has been held, the hearing officer prepares a report on the district's proposed facility plan. The hearing officer's report is submitted to the local board for review and any changes. The local board of education may agree to modifications recommended by the hearing officer. The district's decision is forwarded to the department of education for consideration by the Kentucky Board of Education.
  
   
• The department shall notify the local board of the state board's action. The district facility plan remains in effect until it is amended or re-prioritized, or a new plan is approved by the Kentucky Board of Education. The LPC becomes inactive after the district facility plan gets final approval. If the board wants to amend the plan in the interim, the available LPC membership is reactivated.

QUESTIONS

v     May the LPC adopt goals and objectives for the school district?

Yes. In developing the educational plan for the district the LPC must meet the instructional goals of the local board of education. This reinforces the need for the board to develop goals and objectives for the district using a planning process such as strategic planning. 

v     Does this mean that the board no longer has control over the building program?

On the contrary, this process provides for more local input and control than the board used to have.

v     Must the board accept the educational plan, including the facility plan of the LPC?

No, the final draft copy submitted to the state is the decision of the local board of education.

v     The proposed facility plan submitted to the state department requires a cover sheet with signatures of the LPC chairman and local board of education. What if the LPC and the local board disagree and the LPC chairman refuses to sign?

This should not occur if both organizations are working for the benefit of the district and its students. However, if there is a disagreement, the position of each side should be forwarded to the department of education. If the board sincerely believes that it is correct, it should always remember that it is the elective body of the people.

v     Will the state department agree with the board or the LPC?

The Department of Education will not intercede in a local decision. The issue will be referred back to the Board and LPC for resolution. If no resolution is forthcoming this then becomes an educational accountability issue for review by that organization.

v     Must the board allocate unlimited funding to the LPC?

The board should allocate enough funding for the LPC to adequately perform its task. The board should request that the LPC present a budget of estimated expenditures and justification for them in an open session.

ARCHITECTURAL SERVICES

            The selection of the architect is an important responsibility of the board. The board should make its selection based on the quality of the architect's past work and his/her record of working cooperatively with the board and staff to incorporate the educational specifications into the building program.

            The Division of Facilities Management in the Kentucky Department of Education has developed criteria for oversight responsibilities for architects, which are included as Attachment 12-1 at the end of this chapter.

            The employment of an architect is left to the discretion of the board. The services of an architect do not have to be bid. State regulation requires the board to either advertise for architectural services or select and evaluate a minimum of three architectural firms through the request for proposal process (RFP). Advertisement or RFP evaluation is not required if the project is estimated at less than $500,000 or is the continuation of phased construction at the same site. Board members should ensure that the employment of an architect is done in an open meeting in a business-like manner, and that the background and qualifications of the architect are taken into consideration. The superintendent can be of great assistance, but the decision is one that is made by the board.

            One procedure that can be utilized is for the board to instruct the superintendent to solicit proposals from qualified firms. The superintendent develops a series of questions for the architect to respond to, including the fee charged. The Kentucky Board of Education has by regulation adopted a guideline fee schedule for architectural and engineering services. The board then directs the superintendent to review the architect's responses to the questions and to evaluate the firm. The superintendent should check backgrounds and references of the architect or architectural firm. He/she then recommends to the board three to five architects for the board to interview. All architects recommended should be acceptable to the superintendent. The board then interviews the recommended architects and makes a decision. For this process to work, board members should not attempt to influence the superintendent when he/she is screening architects. Likewise, the superintendent should not be involved in the process after he/she has made his recommendations of three to five architects to the board.

CONSTRUCTION MANAGEMENT

            A construction manager (CM) replaces the general contractor on a building project and also performs some of the tasks previously reserved for the architect. Construction management cannot be used on any project estimated at less than $1 million or without the approval of the Kentucky Department of Education's Division of Facilities Management if the number of work categories makes it unnecessary to have full‑time, on‑site supervision of a project in excess of $1 million. The division may approve exceptions in certain circumstances. There should be a good working relationship between the architect and the construction manager. Lines of authority, responsibility and accountability must be clearly delineated. The CM is responsible for separating the specifications into bid divisions, preparing the bids, acquiring bids, recommending bids to the owner (the district), managing the multiple contractors and coordinating the work.

            If construction management is used, the various contractors contract directly with the board. As problems arise, the board or the superintendent will have to deal directly with the contractors if contracts are altered (change orders). In contrast, if a general contractor is used, subcontractors work for the general contractor and the board holds the general contractor responsible for all project work.

            A benefit of construction management is that many building supplies can be bid separately from labor, thus saving the 6 percent sales tax on these items.

            Construction management is considered a professional service and does not have to be bid. State regulation requires the board to either advertise for construction management services or select a minimum of three construction management firms and evaluate them through the RFP process. Advertisement or the RFP evaluation process is not required if the project is the continuation of phased construction at the same site. KSBA recommends that a district advertise for proposals for a construction manager and that proposals be accepted from all interested firms. The proposals should include the cost for the service.

            The board is required to provide oversight of the construction management services. This includes having the board attorney review the contract and request modifications if needed and providing a narrative of the selection evaluation, including a copy of the RFP and the proposed contract, to the Division of Facilities Management.

board QUESTIONS for a construction manager

• Where is the firm located?
  
   
• How many years has the firm been in the construction management business?
  
   
• On how many projects has the firm served as the construction manager? For how many schools?
  
   
• List the five most recent projects completed and the name and address of the owner or contact person and their phone numbers.
  
   
• Name the individual who will be assigned as project manager for the project if the firm is selected. Include a summary of his/her background and experience as a job superintendent and the five most recent projects.
  
   
• Name one or more individuals who would be assigned as job superintendent for the project if the firm is selected and require a summary of his/her background and experience and the five most recent projects completed.
  
   
• What will be the fee for the project? (The fee should either be a fixed amount or a percentage of total cost not to exceed a fixed amount. A monthly fee should be avoided. The fee should be for the completion of the project.)
  
   
• Include a break‑out of services provided for each phase of the project. Include the payment to be made to your company for each phase.
  
   
• What is the estimated length of time required to complete the project?
  
   
• List all additional cost items reimbursable to the CM that are not included in the base fee.
  
   
• What are the bid divisions recommended on the project? Would the firm be willing to provide additional bid divisions if the board and architect requested?
  
   
• Will the firm bid on any bid divisions? (Bidding on, or accepting a contract for any portion of, the construction is a clear conflict of interest, destroying the proper agency relationship between the owner and the CM.)
  
   
• As part of the base fee, how often will the project manager be able to meet with the board to update it on progress of the project?
  
   
• Ascertain if the firm is familiar with current laws and requirements in the state of Kentucky governing construction management procedures for school districts.
  
   
• What is the length of time after the employment of the CM for the CM to have specifications for bid divisions completed?
  
   
• What changes to the standard form of general contracting document must be accomplished to facilitate CM bidding procedures? How does the firm interject the necessary CM input in the bidding documents?
  
   
• Explain the normal CM process from the printing of bidding documents to awarding of contracts.
  
   
• What method of scheduling does the firm use?
  
   
• How does the firm process contractor payment requests?
  
   
• Provide a general description of the firm's management and financial control systems.
  
   
• What are the main advantages of the firm's program over competitors?
  
   
• Enclose a sample copy of the firm's proposed construction management contract.

STATE APPROVAL

            State law requires that plans for all new school buildings or additions and alterations of old buildings must be approved by the state. The first step of the process is completion of a BG‑1 form, which requires the signature of the chairman of the local board. The district must give the state education commissioner a copy of all plans and specifications for new public school buildings for all additions to or alterations of old buildings. A local board cannot proceed until the commissioner of education has approved the plans.

BIDS AND CONTRACTS - GENERAL

            State law requires school boards to award contracts for new school buildings and additions and repairs to old buildings estimated to cost over $20,000 to the lowest and best responsible bidder complying with the terms of the letting, after advertisement or competitive bids pursuant to KRS Chapter 424. Necessary specifications and drawings for all such work shall be prepared by a professional engineer or a licensed architect, except when permitted otherwise by state law. If, upon receipt of the low bid, the board determines the plans and specifications must be revised to reduce the cost of the project, the safest course is to resubmit for bidding the new plans and specifications.

BIDS AND CONTRACTS ‑ MODEL PROCUREMENT CODE

            KRS 45A.343 permits any local public agency to adopt the Model Procurement Code. If adopted, no other statutes governing purchasing apply to a local public agency. Operation under the Model Procurement Code requires official adoption by the board.

            If a board has adopted the Model Procurement Code, the superintendent should provide the board with a detailed description of its requirements. The Code requires that all contracts or purchases be awarded by competitive sealed bidding, except if a public official makes a determination in writing, as required by the Code and based upon written findings. The Code allows competitive negotiations, non‑competitive negotiations, and negotiations after competitive sealed bidding, on some occasions if specific written findings are given. More information about this process can be found in Chapter 11.

PAYING FOR BUILDING PROGRAMS

            As soon as the board contemplates a building program, it should ask the superintendent to study the district's financial capabilities and recommend the best method of financing the program.

            Capital construction in school systems is funded by the following restricted sources: Facilities Support Program of Kentucky (FSPK --commonly referred to as the nickel), School Facilities Construction Commission (SFCC), Support Education Excellence in Kentucky (SEEK) and Capital Outlay. Unrestricted funds from the general fund also may be used. In recent years, the General Assembly also has enacted time-limited and other taxation measures to enable some or all districts to finance construction.

     Facilities Support Program of Kentucky (FSPK)

            FSPK is a program equalized by the state at 150 percent of the statewide average per-pupil assessment. For example, if 150 percent of the statewide average per-pupil assessment is $400,000 and the local assessment is $200,000 per pupil, the state pays half and the local district pays half. If the district per-pupil assessment is $400,000 or greater, there are no state matching funds. The district must commit a 5-cent equivalent tax to debt service and the funds must be used for facility bond issues, new facilities and equipment for the new facility, or major renovations of existing facilities as listed in the approved facility plan. The funds can’t be used for equipment, other than to equip new school buildings. Computers are not considered equipment for these purposes. The 5 cents is in addition to the 30-cent requirement for SEEK. The levy must be made no later than October 1 of each odd-numbered year. Eligibility for equalization funds for the biennium is based on the district funds committed to debt service on that date.    

            SEEK Capital Outlay

            A local district must commit $100 per pupil in average daily attendance (ADA) from its SEEK program to the SEEK Capital Outlay Fund, a restricted fund. Capital outlay funds may only be used for capital outlay projects identified in the district's facility plan.

            Growth District Levy for Facilities

            Local school districts that have experienced student population growth during a five- year period may levy a 5-cent tax for debt service and new facilities in addition to the five cents levied under the school construction funding program. The tax rate levied by the district under this provision shall not be subject to a recall vote.

            The local school district shall meet the following criteria in order to levy this tax:

            1. Growth of at least 150 students in average daily attendance and 3 percent overall growth for the five preceding years.

            2. Bonded debt to the maximum capability of at least 80 percent of capital outlay from the SEEK funding program, all revenue from the local facility tax and all receipts from state equalization on the local facility tax.

            3. Current student enrollment in excess of available classroom space.

            4. A local school facility plan that has been approved by the Kentucky Board of Education and certified to the School Facilities Construction Commission.

                 School Facilities Construction Commission (SFCC)

            The SFCC was established to assist school districts meet their capital outlay needs. The amount allocated to a school district is based on available state funding and the percentage of a district's unmet facility needs to the total statewide needs. For example, if the total statewide need is $500 million and the local unmet need is $5 million, the local district has 1 percent of the total need. If $5 million is available, the local district would receive 1 percent of $5 million, or $50,000. The $50,000 would be for each year for 20 years to help fund a 20-year bond issue.

            To be eligible, a district must first have budgeted all of its local FSPK funds and all "available local revenue" must be transferred to a restricted account for school building construction. "Available local revenue" is defined as the following, as shown on the Annual Financial Report and Balance Sheet: the school building fund account balance, 80 percent of the capital outlay fund allotment, and capital outlay fund account balance.

            The SFCC computes the unmet needs of all eligible districts.  Assistance to each eligible district shall be determined by computing the ratio of the available state funding to total unmet need statewide. Based on the computed ratio, an equivalent percentage of each eligible district's unmet need will be funded.

            If an eligible district which fails in any budget period to receive an allocation of state funds that is sufficient to fund the district's priority project or portions thereof may accumulate credit, subject to the availability of funds, for its unused state allocation for a period not to exceed eight years. Accumulation and retention of credit is contingent upon the transfer of available local revenue to the restricted construction account by June 30 of each year.

            General Funds

            The board may transfer revenue generated through general fund sources to a school building restricted fund for capital construction, debt service on facility bond issues and equipping buildings. Once revenues have been transferred to a restricted fund, they may not be returned to the general fund.

            BOND AND INTEREST SCHEDULE

            Each year, the board should receive a bond and interest payment schedule that includes the amount due annually for principal and interest on each issue. This information should be available to the public.

BUILDING MAINTENANCE

            Once buildings are constructed, they should be well cared for and maintained. Many residents judge their local schools based solely on their appearance because that is all they see. Proper maintenance requires the board to continuously evaluate the adequacy and efficiency of the maintenance program. This does not mean that board members personally should inspect the physical plants, although they may indeed do this from time to time as a group. It does mean that the board should require the superintendent to provide sufficient reports on the maintenance program for the board to make judgments and suggest needed changes. Inadequate maintenance programs result in false economy, with any short-term savings outweighed by extensive losses in physical facilities, which ultimately wastes instructional time and learning opportunities.

            Maintenance may be classified as either corrective or preventive. Preventive maintenance is aimed at preventing deterioration of the facilities. It includes cleaning, painting, protecting against soil erosion, inspecting and repairing roofs and guttering, floor resurfacing, and pest control. It also involves keeping the heating, plumbing, and electrical equipment in good working order. One crucial aspect of good preventive maintenance is the employment and training of a competent custodial staff. The employment of unqualified people at substandard wages usually results in poor quality maintenance. This may be dangerous and is likely to be more expensive in the long run, both in terms of building repairs and workers’ compensation claims. A more enlightened practice is to employ competent employees and provide them with in‑service training and with appropriate tools and equipment.

            Corrective maintenance is the remodeling of existing facilities to meet changing educational needs. Many classrooms or buildings nearing obsolescence can be salvaged and adapted to the current needs at a much lower cost than the constructing a new facility.

            There is no excuse for school buildings not to be clean. The board should direct the superintendent to have buildings inspected for cleanliness and the reports should be presented to the board. The board should not tolerate dirty buildings. The board should provide sufficient funds for supplies such as toilet tissue, cleaning agents, paper towels, etc.

PLANNING FOR MAJOR MAINTENANCE

            Major maintenance projects must be planned. If the district has a strategic, comprehensive, or long-range plan, major maintenance projects may or may not be a part of that plan. A district can have both a district strategic plan and a maintenance plan. A five-year plan that anticipates major maintenance needs is recommended. The plan should include items such as roof replacements, resurfacing of parking lots and driveways, painting schedules, and replacement of items such as heating and air conditioning equipment, classroom furniture, floor coverings and laboratory facilities. The plan should show the funding allocated for each year.

BOARD MAINTENANCE RESPONSIBILITIES

            The following are areas of the maintenance program with which the local board should be concerned:

• Ascertain that job responsibilities and accountabilities of everyone in the maintenance department have been determined. This includes central office, maintenance foreman, principals, and workers.
  
   
• Ascertain that every person has a work schedule.
  
   
• Compare actual staffing, by category, to the staffing of other districts with comparable number of buildings of similar age. 
  
   
• Ascertain that a work order system is in place.
  
   
• Ensure that personnel are receiving regularly scheduled training both in job skills and job safety.
  
   
• Compare the district's cost of maintenance and operation with the statewide average and other districts with a comparable number of buildings of similar age.
   
• Ascertain that the district is bidding materials and equipment on an annual or semi‑annual basis.
  
   
• Determine whether equipment and supplies are being properly inventoried and warehoused. The board should ensure that a procedure is in place to prevent personal use of board-owned equipment.
  
   
• Ensure the district has a requisition system for materials and equipment, as well as a log of persons making requests, and the total received by each school annually.
  
   
• Ascertain that the work order form has parts‑used space on the form for proper filing upon job completion and removal for the inventory system.
  
   
•  Determine whether desired maintenance is being carried out by examining reports from the fire marshal, the boiler, elevator and fire alarm inspectors, and from the responsible staff person in the central office.
  
   
• Have the superintendent report to the board any overtime paid to maintenance employees and the reasons that the overtime was necessary.
  
   
• Have the superintendent present records that show that the district is making an effort toward preventive maintenance as well as crisis maintenance.
  
   
• Ascertain that bond and interest schedules are properly maintained.
  
   
• Make sure that the district is receiving maximum benefits from the school construction commission.
  
   
• Ascertain that a system is in place to monitor utility consumption.

Controlling statutes and regulations for this chapter:  702 KAR1:001; KRS 157.620; KRS 160.470 (8); 702 KAR 4:160; KRS 162.060; KRS 162.070; KRS Chapter 424; KRS 45A.343 (Model Procurement Code); 79 OAG 501.

ARCHITECTURAL OVERSIGHT

ARCHITECT: Any design professional licensed in the Commonwealth of Kentucky under KRS 322, KRS 323 and KRS 323A which includes architects, engineers and landscape architects.

THE ARCHITECTURAL FIRM shall provide professional liability including errors and omission insurance in the following amounts: projects of $10,000,000 or less, insurance in the amount of $500,000 with a maximum 5% deductible; projects in excess of $10,000,000, insurance in the amount of $1,000,000 with a maximum 5% deductible.

CONSULTANTS TO THE MAIN ARCHITECTURAL FIRM CONTRACTOR shall retain professional liability insurance with errors and omission in the minimum amount of $250,000 with a maximum 5% deductible.

THE ARCHITECT shall assist in preparing the bid advertisement for the local board of education and list the construction project with a minimum of two Kentucky Construction Reporting Services (for projects in excess of $1 million).

THE ARCHITECT shall complete and sign a non-collusion affidavit form at the time of construction contract execution.

THE ARCHITECT shall submit with the application for payment a copy of the written inspection reports for that time period since the last payment. It shall include the project status, dates and times architect was on-site, conditions of the job, and problems, delays, or concerns.

ARCHITECTS shall have a minimum retainage of 10% of the construction phase fee held until final payment is made on the completed construction.

ARCHITECTS CONSTRUCTION PHASE FEE shall be paid in proportion to the percentage of the project's completion.

THE ARCHITECT shall not receive any reimbursements or fees for additional services that have not received prior approval from the local board of education as an estimate. Billing shall include a detailed listing of each charge for which payment is expected.

THE ARCHITECT shall not receive additional services for construction that extends beyond the proposed amount of time except where the owner is successful in receiving liquidated damages. The architect may receive a pro-rata share of the liquidated damages to defray additional costs incurred through no fault of the architectural firm.

THE ARCHITECT shall utilize has consultants as listed on the contract form both for design and construction administration and oversight until the project is accepted by the local board.

THE ARCHITECT shall pay a fee equal to 80% of the Architect's percentage times the construction cost of the consultants' part of the work and shall make payments to the consultants proportionately to payment received from the local board of education.

THE LOCAL BOARD OF EDUCATION shall ensure the contract be reviewed by the local board's attorney to ensure statutory and regulatory compliance and recommend modifications required to meet such compliance.

THE LOCAL BOARD OF EDUCATION shall ensure that change orders to the contract that the board of education have not requested shall not be included in the construction cost upon which the architect and construction managers receive a fee. Changes to the contract requested by the board which decrease the construction cost shall be calculated at the hourly billing rate schedule or basic fee percentage, whichever is less.

THE REQUEST FOR PROPOSAL (RFP) PROCESS shall utilize an advertisement process or the owner shall selectively choose a minimum of three architectural firms to evaluate through the RFP process, except when the construction project is estimated to cost less than $500,000, or the project is a continuation of phased construction at the same site. The local board of education shall pass a board action in hiring an architectural firm which indicates the board approves the contract, terms and conditions and modifications suggested by its attorney.

THE LOCAL BOARD OF EDUCATION shall forward an Architectural Contract to the department of education with a copy of the board order approving the contract and certificate of professional liability insurance attached.

THE LOCAL BOARD OF EDUCATION shall utilize the department fee guidelines when negotiating a fee.

LOCAL BOARD OVERSIGHT AND MONITORING OF CONSTRUCTION
 

THE LOCAL BOARD OF EDUCATION shall designate the superintendent or other designee to maintain files including all record of board actions, proposals, contracts correspondence, and financial documents which begin with the first action of the local board of education including all payments through the year and inspection report. These files shall be maintained in the central office in a neat and orderly manner readily accessible for review.

THE LOCAL BOARD OF EDUCATION shall ensure that advance payments for services are not made to architect or construction managers.

Though not required by the state education department, the local board should ensure that the land surveyor hired to provide survey documents maintains professional liability insurance of a minimum of $250,000 with a maximum 5% deductible.

THE LOCAL BOARD OF EDUCATION shall submit a BG-1 (Department of Education Division of Facilities Management Form-1) application based on their best estimate of the scope of the work and the ability to pay for the work along a with board order indicating their approval of the project and the funding sources.

Any point during the planning process where the architect or construction manager indicates additional funding is necessary or a scaling back of the project, the board of education shall take action by either increasing the budget of the project or reducing the scope of the project. This board action shall be forwarded to the department of education.

THE LOCAL BOARD OF EDUCATION shall ensure that construction projects estimated to cost in excess of $1,000,000, after approval by the state Department of Education, are advertised a minimum of 21 days in the newspaper having the largest local circulation.

THE LOCAL BOARD OF EDUCATION shall have their attorney review and approve bidding procedures utilized by the architect or construction manager to ensure compliance with statutes and regulations with particular interest to sales and use tax exemption.

THE SUPERINTENDENT OR BOARD DESIGNEE shall recommend action for the board of education to take as it relates to the owner's responsibility indicated in the contract documents.

THE SUPERINTENDENT OR BOARD DESIGNEE shall ensure that inspection reports are written and progress reports are given to the board of educator during their monthly meetings.

THE SUPERINTENDENT OR BOARD DESIGNEE is responsible to ensure where change orders are not a change requested by the local board of education, full or partial financial responsibility is assigned to the proper parties.

THE SUPERINTENDENT OR BOARD DESIGNEE is responsible for compliance with the statutes and regulations relating to the capital construction process and recommends action to the board of education for its approval.

THE SUPERINTENDENT OR BOARD DESIGNEE shall ensure that the board of education understands the proposed change orders, and recommend approval by the board of education for submission of the change order and submit the board order to the department of education.

THE SUPERINTENDENT OR BOARD DESIGNEE shall review evaluations written by the architect and construction managers of any single bid received, concerning the bid's competitiveness and validly to ensure a recommendation to approve is in the best interest of the board or consider rejection and re-bid.

THE SUPERINTENDENT OR BOARD DESIGNEE shall ensure the bid opening is held at a location readily accessible to the public and the disabled.

# # #

© 2004 Kentucky School Boards Association.

Home | About KSBA | Site Map | Contact Us | Privacy Policy