Employee Portal

HAPPY 4TH - OFFICE IS CLOSED

PIONEER DAY 24TH - OFFICE IS CLOSED

MiNT HAS AUDIBLE! - FOR ACCOUNT DETAILS REACH OUT TO AVERY OR ANNETTE

BE SURE TO CHECK THE CALENDAR IN WHATS HAPPENING AT MiNT

6x9_Welcome Packet_2025.pdf

Each year every department establishes a goal for the year and presents the goal during the yearly company goal meeting.

Goals are tracked throughout the year and reported back to management at the end of the year.

2025 Service Committee’s

Quarter 1: PM’s/Accounting/Warranty

Quarter 3: Pre-Con/Architecture

Quarter 4: Field

Employees can request time off through Eddy by navigating to the time-off request section on the platform. They can select the type of leave, specify the dates, and provide any necessary details or reasons for their request. Once submitted, the request is sent electronically to their department head for approval. The employee is then notified of the approval or denial through Eddy.

Mint Holiday Schedule 2025–

January 1st- New Year’s Day

May 26th, Monday- Memorial Day

July 4th, Friday- Independence Day

July 24th, Thursday- Pioneer Day

September 1st, Monday- Labor Day

November 27th & 28th, Thursday & Friday- Thanksgiving

December 24th & 25th, Wednesday & Thursday- Christmas Eve and Christmas Day

What is Nectar?

Nectar HR is a dynamic platform designed to foster employee recognition and engagement. Each month, employees are allocated 60 points that they can distribute to highlight and appreciate their colleagues’ contributions and achievements. Additionally, Nectar HR awards points for special occasions such as work anniversaries and birthdays, completed challenges, and project milestones. Employees can redeem their accumulated points for a variety of prizes, ranging from gift cards to unique experiences.

When a project team is issued a Certificate of Occupancy for a project the Project Manager will send a list of the project team to the Senior Project Manager.

PROJECT NAME

Estimator:

Superintendent:

PM:

PE:

Cost Accountant:

Laborer (if significant time):

The Senior Project Manager will issue Rewards within Nectar as a thank you from management for all of their hard work.

INFORMATION

SAP – Strategic Approach on Projects

Create a SAP (Strategic Approach for each project to create a Strategic advantage to put MiNT as the front runner.

Who is the Owner
1. Repeat Client
1. New Client
1. Potential Future Work
1. Referral Opportunity
Project Location –
1. Mint’s Preferred Areas
1. Superintended availability / Travel
Project Type
1. Ground up (Wood – Steel – CMU – Tilt)
1. Tenant Improvement
1. Design Build
1. Hard Bid – How many Bidders
1. Design Assist
Estimated Start Date and Duration –
1. Opportunity Cost
1. Man Power
1. Schedule Advantages
1. Available Superintendents and Staff
1. Back Log
Size of Project in terms of $ & sf
Is a Bond required –
Budget and Status of Funding –
1. Who is Funding project
1. VE Potential
1. Probability of project getting started
1. Budget –
  1. What number are in Owners proforma?
  1. What number kills the deal?
Entitlement status –
1. Who will be doing the entitlements
Subcontractors Strategies
1. Key Subs Required
1. Availability of Subs
Fees
1. Meet Required Monthly or % Contributions
1. How aggressive do we need to be
General Conditions
1. Correct Staff for job type

Project Bidding, Bid Leveling/ Bid Procedure Checklist Prior to Bid Day

The Preconstruction Director will assign an Estimator or Preconstruction Manager to each project. On certain large projects, he may assign both a lead estimator and a second estimator.
Create and Identify – SAP – Strategic Approach to Project. (continues throughout the project)
Create a folder for the project in ShareFile
Review All Bid Documents provided to ensure we have all applicable plans, specifications and reports to properly bid the project.
Start Reviewing plans the plans and specifications and compare against the applicable index to ensure that nothing is missing in the plan documents.
Review the Instructions for Bidders.
Verify Contract type and estimated duration & LD’s.
Ensure and arrange for the bid bond, when applicable.
Review the plan documents to select the applicable trades for invitation to bid.
Analyze the project by square footage and number of units if applicable.
Create Invitation to bid and bid instructions for Trades and Subcontractors. Work with Bid Coordinator to send out invitations to bid to all Trades.
Review the items such as testing, bonds, permits, builder’s risk insurance, and general conditions. Project Check List
Thoroughly review and understand the soils report, coordinating with the soils engineer for interpretation.
During the bid process issue RFIs to the architect for all areas that are in question. Ensure that all RFIs have been answered or incorporated by final bid day.
Organize a pre-bid meeting, with the Preconstruction Director, Project Manager and Senior Superintendent to discuss schedule, project risk and General conditions site Logistics, etc. on Larger complex projects. Smaller Jobs this can be handle within an email chat.
Coordinate with the Senior Superintendent to provide a schedule, if required.
Coordinate with the Marketing to set up and produce an RFP package with company info, resumes, Job History, references, etc. Work with Executives, Director of Business Development, Marketing, Preconstruction Manager, on required information.
Ensure that all necessary documents from those who are contributing to the bid package have been collected and ready on bid day.
Set up Bid Day spreadsheet using the appropriate template.
Complete GC General Conditions sheet. Review with Preconstruction Director.
Review plans in detail sheet by sheet and scope by scope. Update scopes in each division through your review of the plans. Create Scope check list in Bid Leveling Spreadsheet.
Fill out the Bid Leveling spreadsheet and incorporate conceptual costs into the initial cost sheet. See project folder as stated above.
While reviewing plans collect all RFI questions and incorporate RFI submission to architect prior to RFI deadline.
Provide deadlines too team for review of plans and updated scope sheets.
Visit the project site. Verify existing surface and corresponding surface identified utilities.
Identify and CALL or CONTACT key subcontractors that can provide an advantage. Confirm prior to bid day that at least one subcontractor in each category is bidding the project.
Perform take-off’s to Understand project.
Perform a take-off on trades such as site components, miscellaneous carpentry and door labor, miscellaneous fasteners, reinforcement and anchor bolts, concrete accessories, stucco, and masonry on all projects.
Prepare Bid Day Email and Bid package. Prepare for the Bid delivery of the proposal prior to bid day.

Be Prepared and Ready
Do not plan meetings, lunches, etc. Reschedule standard meetings.
Pre-enter Selected Trades and Subcontractors into bid leveling sheet.
Enter bids as you receive them. Review scope and mark appropriately in bid leveling sheets. Add scopes and inclusion exclusions as needed.
Add to the Clarification sheet and key notes and reminders as you go.
Call and talk to trades and subcontractors. Ask questions, verify scope, talk details, etc.
Compare, Compare, Compare to verify the competitive bids.
Cover missed or grey area scopes with estimated cost based on SF, LNFT, Ea. etc
Select trade or bid (number) to carry into bid breakdown. Carry in Mint Column
Determine Risk and areas of concern. Add contingency % or $ to account for desired amount of risk willing to take.
Add Markups and Fees based on Company standards
Complete clarification sheets. Be precise and very clear.
Adjust and add to Mint standard inclusion and exclusions.
Prepare and include add alternates and associated cost.
Review all formulas and ensure all costs are accounted for in the spreadsheet. Spell Check
Review, Review, Review with any down time.
Get input from PM’s, Superintendents, Executives, etc. as needed.
Review bid package with Preconstruction Director. Review trade bids and cost carried, identify risk and finalize strategy (SAP Process)
Send out bid

How do you go about Value Engineering a project?

Line item by line item
Everything is on the table, no bad ideas.
Ask every sub, if you don’t get a price still put it down as an option
Mass general communication is not nearly as effective as individual conversations.
Ask specific questions about their trade…
Put yourself in the building…..if it was in your home and you were paying for it would you?

Things to consider when changing the plans.
Understanding the way subcontractors bid, will you see a savings in the bid?
Ask subs in different trades how they bid a project. This knowledge can be very helpful.

Will it need to be re-engineered
Does it need to be re-submitted to the city
How much time will this take? Is it worth it?

What is the purpose of the project?
Don’t let our clients overdesign a project early.
Feasibility studies are critical.
How is the space being leased?
Residential
Cost per sqft vs. number of rooms
Commercial
Net vs gross – rentable square footage

Will it get them more rent?
How does this effect their proforma?
Usually their entire proforma is based on a cost per sqft. We better make sure the sqft is correct.

What to do when VE has been included in the budget.

Follow through in getting it in the plans.
Must be included in the qualification sheet in the budget.
High Level things to do look at:
Structure
Gross square foot analysis

Gross sqft vs Net Rentable sqft
Parking garage gross sf per stall
Gross sf per unit
Is the building too big?
Is the building too small?
Are the common areas too large? Is that intentional.
Are the decks too large?
Building size

2 STORY OFFICE

ACREAGE X 43,560 = LAND SF
32-35% OF LAND = BUILDING SF
SOFT COSTS ARE 18-20% OF HARD COSTS
18-25% CIRCULATION

1 STORY OFFICE
25% OF LAND = BUILDING SF

Building type
Wood, Steel, or Concrete?

Spans
Window size
Height
Fire Ratings

Can we do it out of drywall?
Is there a tested assembly that is cheaper? Hardcoat, EIFS, 3/8″ systems….
Site work

Retaining Walls
Fences

Utilities
Landscaping

Tree size
Shrub size
Fabric

Concrete
Framing

I-Joists vs. open web
Balloon frame vs. platform frame
Fire ratings
Stick frame vs. Trussed
Double walls
Staggard stud
Shaft liner

Hold down systems

CATEGORY	ANSWER	PAGE	COMMENTS / VE IDEAS
PRE JOB/BID
Are all Plan Sheets Listed on Index?
Are all Specifications included – on Plans or Spec Book
Is Sales Tax Included?
Who Pays for Permit Fees?
Are there Allowances included in bid?
Are there owner provide materials or equipment?
Is a schedule required with bid?
Is a bid package required with bid?
Is there a bid form required?
Is Builders Risk by Owner or GC
Is a Payment and Performance Bond Required?
Is a Bid Bond Required?
Is OCIP Insurance Required?
Is testing and Inspections by Owner?
If demolition required, is there an Asbestos report?
Does project have LEED Requirements
Is there any Green Star Energy requirements?
Is there any differed submittal requirements?
Is there enough room for Staging and Storage?
Are there any Owner required Subcontractors?
Will site Security be required?

SOILS REPORT
How deep is the water table?
Is there any undocumented fill?
Is over-excavation required?
Is pre-load of building pad required?
Can on site material be used as structural fill?
What are the required pavement sections?
Is there a granular subbase required?
Are there any soils that would require blasting?
Can existing soil be used to backfill trenches?
Can existing soil be used under pavement?
Is there top soil on site that can be used?
Review bore logs
CIVIL
Do we know if there is enough water pressure for fire sprinklers?
Building drain tie ins with civil
Is there any demolition?
Is it a balanced site?
Will shoring be required?
Is there enough area for onsite material storage?
Are there any power lines that will need to be moved?
Are there any utilities that need to be relocated?
Are there any retaining walls?
Are there special SWPPP requirements?
Is there any colored or stamped concrete?
What type of fencing is there?
How many utility connections in road?
What is the dumpster constructed of?
Is there any off site, site work?
Is there underground retention systems?
Do roof drains tie into the storm drain system?
Is there any piers, piles, caissons required?
Is Rock Excavation required?
ARCHITECTURAL
How many tenant spaces?
How many ADA bathrooms?
Number of bathrooms?
Is the building fire sprinkled?
Is there aluminum storefront?
Color of storefront?
Is there electric hardware at storefront?
Are there automatic door openers?
Are there dry stand pipes in stairways?
Is a fire alarm required?
What is the floor assembly?
Is exterior gyp required?
Is there any angle iron to support masonry?
What are the stair treads?
Is there waterproofing on the foundation?
Is there rigid below grade if so how thick?
Is there any spray on fire proofing required?
Where is the sound insulation required?
What insulation is in the exterior walls?
Are there any coiling fire rated doors?
Is there attic insulated or is there rigid under roof?
Is the roof sloped to the drains or is it done with rigid?
What roofing system?(shingles, EPDM, TPO, metal)
What vapor barrier is required behind exterior finishes?
Is the stucco hardcoat or EIFS?
Is the exterior steel powder coated or painted?
Check the flashing details between the wall finishes and decks?
Is there any area that requires framed drop ceilings?
Single or two tone paint?
What is the paint spec? Number of coats?
What are countertop material and thickness?
What are the window sills?
Are the appliances by Owner or Contractor?
Is there an elevator? What kind? (traction, hydraulic, MRL)
Are there elevator smoke doors?
What height of cab is required for the elevator?
STRUCTURAL PLANS
What is the frost depth or wall height required?
Are all interior footings thickened slabs, cast, or ftgs and walls?
Is there rebar or mesh called out in the slab on grade?
What are the holddowns?
Anchor bolts?
Is there an ATS system?
What are the stair details? Wood or Steel?
What’s the Gypcrete thickness?
Clash Detection – Mechanical & Plumbing w/Structural
Size, dimensions, location of roof drains
Shear walls – rough framing layout by 50%
Footing/Foundation Elevations – 30%
LANDSCAPE PLANS
90% done at 30% building meeting

Who: Business Development, Director Preconstruction

What: Rate project to decide if we should take it on or not.

Why: We have limited resources we want to be selective one what we use those resources on.

Values:

1. Who is the Owner?

2. Project Location?

3. Project Type?

4. Opportunity Cost

5. Size of Project $ & sf

6. Is a bond required?

7. Probability of project getting started?

8. Can the Owner get funding?

9. Entitlement status?

10.Estimated Start Date and Duration?

11.Process: Design/ Build or Hard Bid?

12.Budget – What number do you have in your proforma?

75% or better

Who: Director Preconstruction

What: Assign Preconstruction Manager, Estimator to Project

Why: Based upon availability, cross training goals, and experience the Lead Estimator will assign

to the project an Estimator.

Values:

After Assign Estimator

Once an Estimator has been assigned to the project, they are to set up the project the same way as everyone else.

Actionable items:

Lead Estimator – Prior to assigning project, the Lead Estimator is to review with prospective estimators their current and future workloads.

Once project is assigned, Business Development Representative is to meet with assigned

estimator and discuss all aspects of the project known at this early time.All emails, text messages, and directions given the BD during the vetting period are to be reviewed and notes taken by the estimator.

Procedure:

BD is to request from Precon Director an available Precon Manager/Estimator for a project. Precon Director and Precon Manager/Estimator are to meet to discuss availability. Assignment is made by Precon Director and both BD and Precon Manager/Estimator are informed. Precon Manager/Estimator will then set up meeting with BD for project download of all current materials from BD to Precon Manager/Estimator

Proceed to Creating Folder

Who: Architect, Business Development, Estimator

What: Understanding site, overall building design, & requirements for site plan application

Why:

Values:

After Assign Estimator

Once an Estimator has been assigned to the project, they are to set up the project the same way

as everyone else.

Actionable items:

Estimator to copy over the project template folder and input all applicable information.

Procedure:

1. Estimator is to copy the ?Project Template Folder? from the following path:

a.Z:\ Shared\ MINT Construction Drive\ 01 UPCOMING PROJECTS\ 1 NEW PROJECT FOLDER

TEMPLATE

2. Paste copied folder into 01 UPCOMING PROJECTS folder.

3. Rename folder to match current project name provided by Architect or Owner.

4. Download all current project information into the 04- PLANS.SPECS.GEO TECH folder at the

following path:

a.Z:\ Shared\ MINT Construction Drive\ 01 UPCOMING PROJECTS\ 1 NEW PROJECT FOLDER

TEMPLATE\ 04- PLANS.SPECS.GEO TECH\ 01- PRELIMINARY PLANS

5. Review current information to determine type of project.

a.New Construction (Commercial) ? Ground up

b.New Construction (Hospitality) ? Ground up

c. New Construction (Multi- Family) ? Ground up

i. Apartments

ii. Single Family Homes

iii.Townhomes

d.New Construction (TI)

e. Remodel (TI)

6. Copy over the applicable estimating spreadsheet from the folder at the following path:

a.Z:\ Shared\ MINT Construction Drive\ 05 ESTIMATING\ 01 CURRENT BUDGET TEMPLATES

7. Paste into the new project BUDGET Folder and name appropriately.

a.Names to be as follows:

i. V[0]B[PROJECT NAME]GROUND UP BUDGET[DATE]

ii. Version number and type to change as project budgets are provided to the owner.

iii.Project name may change.If it does, change budget name from that time forward.

iv.Include date to track information provided to owner.

8. Copy plans into Take- off folder for future take- offs.

9. Begin RFI email. Proceed to Feasibility Analysis

Who: Architect, Business Development, Estimator

After Project Folder Creation

Once the project folder has been created by the estimator, they are to fully review all provided

information, place information in the folder in appropriate locations and perform a feasibility

review of the project. This review is a second review or sanity check to ensure the project will meet expectations and can be completed at that time.

Responsibility:

– Lead Estimator (LE)

– Estimator (E)

– Estimating Coordinator (EC)

– Business Development (BD)

– Architect (A)

Actionable items:

E to request all available information from A. Once received all information to be reviewed for appropriateness. If additional information is required, E to request directly from owner or A at this point. Required items may be as follows: site plan, building layouts, building facades, Geotech

reports, phase 1 environmental reports, etc.

Note: this is separate from the Go/No-Go review done by Business Development.

Procedure:

1. After the project folder is created, the E is to request all pertinent and available information from

2. Once the items are provided E is to place all items in appropriate folder on the network.

3. E then begins a full review of all items and requests from owner and A any additional items

needed.

4. E, if needed, will put together an initial list of RFI questions to assist in determining the feasibility

of the project.

5. E to consider all aspects of the project, potential team, time constraints, and market conditions

to determine feasibility.

6. Once a recommendation is made by E, they are to inform LE, BD, and A of their understanding

and to provide solutions to issues they see may be forthcoming.

7. Once E and team consider provided information E & A make adjustments to project program to

meet the needs of the owner.

Proceed to Site Plan / Building Take-offs

SITE + PLAN TAKE-OFFS

Who: Estimator

What:

Why:

Values:

After Feasibility Study is complete

After the project has been set up on the network a more in- depth review of the information

provided is to be done.

Responsibility:

– Estimating Coordinator (EC)

– Estimator (E)

– Architect (A)

Actionable items:

Receive most up- to- date plans from A. Verify sufficient information is provided. Minimum

information to be site plan, unit/ building layout, elevations, Geotech report, Phase 1 Environmental

(if available).Save take- off .pdfs to take- off folder in project folder. Use Bluebeam for all

take- offs.Set scale to each plan?s scale and verify scale is accurate. Insert appropriate

legend. Complete quantity take- offs as needed for Conceptual Budget. Inform E of completed take- offs.

Procedure:

1. Have E confirm with A that plans received are the ?latest and greatest? set with all current

applicable information.

2. Once confirmed, open plans and extract all pages needed to complete both the building and

site take- offs. Plans include:

a. All floor plans

b. All Reflected Ceilings plans

c. All elevations

d. Unit Layouts

e. Roof Plan (If available)

f. Site plan

g. Utility plan

h. Landscape Plan

3. Save copies of sheets above to the take- off folder located within the project folder.

4. Open plans in Bluebeam and set scales on each sheet. Click ?Store Scale? on each sheet so

Bluebeam will hold the scale when others open the file.

5. Verify all scales by measuring one of the dimensions on the plan. If no dimension is on the sheet,

measure a doorway to 3?, tub at 5? in length, or a parking stall width to 9?, or other known item.

6. Once scale is verified, begin take- offs on both site and building. Use MiNT templates for all

take- offs. See below for required quantities:

a.a.Site

i. Total Area (SF)

ii. Building Footprint (SF)

Curb & Gutter (LF)

iv.Sidewalk (SF)

v. Asphalt paving/ patching (SF)

vi.Wheel stops (count)

vii.Landscaping (SF)

viii.Porches, drive approaches, Ancillary concrete pads (SF)

ix.Water Lines (LF)

x. Sewer Lines (LF)

xi.Fire Lines (LF)

xii.xii.Storm Drain lines (LF)

xiii.Site Lighting (count)

xiv.Fencing (LF)

xv.Dumpsters & Gates (EA)

7. Building

a.Total Area (SF)

8. Measure from outside of wall ? Gross Square Footage

9. Measure each level as they may change

a.Exterior Walls (LF)

b.Interior Walls (LF)

c. Flooring

1. Tile (SF)

2. Carpet (SF)

3. LVT (SF)

4. Polished Concrete (SF)

d.Cabinets

i. Upper (LF)

ii. Lower (LF)

e. Countertops (SF)

f. Doors

i. Exterior (count)

ii. Interior (count)

g.Shower doors (count)

h. Ceilings

i. Hard lid (SF)

ii. Acoustical (SF)

iii.Clouds (SF)

iv.Open (SF)

v. Wood Slats (SF)

i. Exteriors

i. Siding

1. Wood (SF)

2. Metal (SF)

3. Cementitious (SF)

4. Soffits (SF)

5. Stucco/ EIFS (SF)

6. ACM Panels (SF)

7. Precast (SF)

8. Masonry/ Stone (SF)

9. Misc (SF, count, LF)

ii. Windows

1. Can be done by count or by square footage

iii.Doors (count)

iv.Storefront/ Curtain Wall (SF)

v. Garage Doors (count)

vi.Cornice (LF)

10.Verbally or electrically inform the E that the take- offs are completed and placed in the proper

location for their review.

Proceed to Concept Meeting

Who: Everyone

What:

Why: Design Build MEPF Contracts

Values:

After Concept Meeting

Project team is to reach out to the Design Subs determined to be used for the project during the

Concept Meeting. Process not complete until all requested budgetary numbers are returned to

MiNT and the final team is decided.

Responsibility:

– ·Estimating Coordinator (EC)

– ·Estimator (E)

– ·Lead Estimator (LE)

– ·Architect (A)

– ·Business Development (BD)

Actionable items:

During the Conceptual Meeting the team is to review and determine the group of subcontractors

capable of designing and building the specific project being discussed. Those subs who are not

capable of doing the project are not to be considered. E and EC to reach out personally and

through BuildingConnected.com to request budgetary numbers for the project. Scopes of work to

be reviewed with each and all available information to be provided to subcontractors. Budget

numbers to be collected and posted to BuildingConnected.com. All bids to be reviewed and final

subcontractors to be determined.

Procedure:

1. The team is to meet on the Concept Meeting and as part of the meeting they are to discuss the

project and potential subcontractors who are fully capable to both designing and installing the

systems. Primary trades are to be Mechanical, Electrical, Plumbing, and Fire. Additional

consideration may be made for Framing, Structural Steel, Excavation, and Concrete depending

on current market and product type.

a. E to bring a list of subs in each trade to be reviewed by the team during the Concept

Meeting. Each sub is to be questioned for capability, cost, and availability. If subs are

determined to be acceptable, E is to send a budget request to sub through

BuildingConnected.com.If sub is determined not to be acceptable, E is to find another sub to

replace them.

NOTE: IF SUB DOES NOT HAVE IN HOUSE ENGINEERING E TO FIND OUT WHO THE SUB

WOULD USE FOR ENGINEERING AND THIS INFORMATION IS TO BE INCLUDED IN CONCEPT

MEETING REVIEW.

1. E to post all available information of project to BuildingConnected.com.

2. Once all invites are sent with a deadline, E is to collect all budgets and post to

BuildingConnected.com.

3. E and A are to review all bids together to determine the best value and team to create a

successful project.

Proceed to Proposal Meeting and Concept Budget

Who: Sr. Estimator, Estimator, Architect, Business Development

What:

Why:

Values:

After Proposal Meeting

After the completion of the Proposal Meeting, E is to take approved subcontractors budget any

updated information into account in creating an initial budget for the owner.

Responsibility:

·Estimating Coordinator (EC)

·Estimator (E)

·Lead Estimator (LE)

·Architect (A)

·Business Development (BD)

Actionable items:

Save appropriate budget template into project folder. Input approved subcontractor budgets into

MEPF (and other areas) areas. Complete budget based on take- offs, project schedule, and any

additional information provided.

Procedure:

a.E to pull appropriate budget template from: Z:\ Shared\ MINT Construction Drive\ 05

ESTIMATING\ 01 CURRENT BUDGET TEMPLATES.E to paste template into project budget folder

and name appropriately. Naming to be ?V0B[PROJECT NAME]BUDGET ?DATE. Version number

and date to change as additional budgets are provided.

b.E to place budgets provided by approved MEPF trades into budget in correct

locations. Include all costs associated with trade including design costs.

c. E to utilize take- offs completed by EC and finalize the budget based on current market costs

as seen on other projects.

d.E and LE to review budget for completeness and market accuracy.

e. E to review budget with BD prior to submitting to owner for and concerns and market issues

that may hinder the projects success.

f. E to send ?Breakout? page to owner and entire team via email. Breakout complete when

comments are filled out to explain what assumptions E expected in the budget.Assumptions

often include:

i. Construction type

ii. Flooring unit pricing

iii.Door unit pricing

iv.Storefront

v. Siding materials and unit pricing

vi.Excavation concerns

vii.Pool/ ancillary structures

viii.Unit quantities

ix.Plumbing/ Electrical fixtures quality

x. HVAC systems

xi.Elevators

xii.Roofing

xiii.Shower surrounds

xiv.Bathroom Accessories

xv.Window Coverings

xvi.Paint tones

xvii.Site lighting

xviii.Amenities

xix.Timing

xx.Duration

xxi.Winter Conditions

xxii.Construction Team

g.Breakout page to be complete, extra lines eliminated, all lines between cells to be functioning

correctly and looking right. Ensure proper spacing, margins, and text sizing. If need be, change orientation to landscape. Utilize as few pages as possible.

Proceed to Proposal Meeting and Concept Budget

Who: Everyone

What:

Why:

Values:

For all Meetings

It is the responsibility of Estimating to create, take, and disseminate meeting minutes for all design

meetings. Architecture is to create and disseminate all meeting schedules and agendas prior to

meetings. Team to coordinate efforts to facilitate smooth communication among team members.

Responsibility:

– ·Estimating Coordinator (EC)

– ·Estimator (E)

– ·Lead Estimator (LE)

– ·Architect (A)

– ·Business Development (BD)

Actionable items:

Using OneNote take meeting minutes at all meetings. Eliminate old or completed items that no

longer affect design. Using Microsoft Outlook, send minutes to all team members whether present

at meeting or not. Ensure meetings are taking place at least bi- weekly, if not weekly, depending on

project.

Procedure:

1. Prior to meeting, set up or copy from previous week, OneNote page for meeting.

2. Fill out all pertinent information or information that may have changed from last week.

3. Primary items to include on weekly meeting minutes

a.Information Matrix of all team members on project.

b.Owner?s information

c. Building square footage matrix (Verify with architect)

d.Notes from previous week

e. New agenda items from Architect

f. Project Progress Form to all designers

g.Next meeting date and time

4. Once meeting is over, immediately send minutes to team, if possible.Notes to go to team no

later than 2 days after meeting.

5. Email minutes to entire team whether they attended the meeting or not.Highlight critical items

needing attention prior to the following meeting.

Who: Estimator

What:

Why:

Values:

After Initial Plans are Created

Once the Architecture team creates the building layouts, civil site plan, unit layouts, and these

have been sent to E.E has already brought over budget template from the Estimating folder.E to input all pertinent information into spreadsheet and set up spreadsheet according to the project.

Responsibility:

– ·Estimator (E)

– ·Superintendent (S)

– ·Project Manager (PM)

– ·Lead Estimator (LE)

Actionable items:

If not already done, copy over applicable spreadsheet from Z:\ Shared\ MINT Construction

Drive\ 05 ESTIMATING\ 01 CURRENT BUDGET TEMPLATES. Input all applicable information.

Procedure:

1. E to pull appropriate budget template from: Z:\ Shared\ MINT Construction Drive\ 05

ESTIMATING\ 01 CURRENT BUDGET TEMPLATES.E to paste template into project budget folder

and name appropriately. Naming to be ?V0B[PROJECT NAME]BUDGET ?DATE. Version number

and date to change as additional budgets are provided.

2. Once file is named, open and input all applicable information including owner, bid date, plans

date, Architect, Owner, Estimator, MEP budget bids.

3. 3.Coordiante with Construction Team on project duration.

a.Input duration into GC?s tab and adjust GC line items

b.Send to LE, PM and S for review

Proceed to Schematic 30% Budget

CONCEPT MEETING

Who: Architect, Business Development, Estimator

What:

Why: Set and understand high level expectations early with Client and Pre- con team

1. DESIGN INTENT

2. PROJECT PHILOSOPHY

a.What clientele are they targeting

3. MASSING PLAN

4. PRELIMINARY SITE PLAN

5. CURRENT ZONING

a.Will desired project require zone change?

6. RFP’s for Consultants | Engineers

a.which ones will be under Mint vs. Developer direct?

b. RFPS

i. Ask for:

ii. Schedule

iii.Proposed Engineer

iv.Cost

v.Special Considerations (Gremlins)

c.Civil

d.Landscape

e.MEP

f. Structural

g.Interior Design

OWNER/DEVELOPER ITEMS

1.Project Scope/Overview

a)Anticipated Budget (Proforma Budget Numbers)

b)Sell or Keep for rent

c)Organization

d)Condo, HOA, single entity owner?

e)Main point of contact

(1)Who esle will be involved in making decisions

(2)Who signs docs?

f) Others involved

(1)Interior Design

(2)Special Consultant

(a)Dental Supplier

(b)Kitchen Supplier

G O A L – U n d e r s t a n d c o n c e p t a n d d e v e l o p e r g o a l s w i t h

p r o j e c t .

Who: Architect, Business Development, Estimator

What:

Why: Set and understand high level expectations early with Client and Pre- con team

1. CONSULATANT/ENGINEER PROPOSALS -ARCHITECT

A.Civil

B.Landscape

C.MEP

1. If under MC, clearly communicate costs verbally and on proposal if they change to design- bid.

2.Check Progress Tracker for sub availability – be careful of using same sub too much.

D.Structural

E.Fire Sprinkler

F. Interior Design

1. Depending on when ID comes on board, architectural fees could be increased.

G.Suppliers | Third Party Venders

1. Dental

2.Kitchen

3.Medical

4.Access Control

2. SQFT DEFINED

A.Gross

B.Rentable

3. SCHEDULE

A.DESIGN – Architecture

1. Verify with consultants/ engineers.

B.CONSTRUCTION – Estimator

4. CONCEPT BUDGET -ESTIMATOR

A.Level of finishes

B.Cost Assumptions – assumptions clearly detailed on budget

1. Breakout Material vs labor on:

a)Tile

b)Carpet

c)LVT

d)Other flooring

e)Wall Coverings

f) Exteriors

(1)Siding

(2)Brick

(3)Metal

(4)EIFS vs Hardcoat (show cost/ sqft)

2.Type of material show in “comments” architect can design with those materials in mind

a)Cabinets

(1)PLAM, Wood, etc

(2)Countertop material

b)GLazing

(1)how high – 8′ vs 10′

(2)Type – storefront vs glass

c)Doors

(1)ex. Hollow Metal with solid wood door

(2)SITE TAKE OFFS- ESTIMATOR

G O A L – D / B P R O P O S A L S E N T T O C L I E N T ( B D O R A R C H )

Who: Architect, Business Development, Estimator

What: Understanding site, overall building design, & requirements for site plan application

Why:

1. CONSULATANT/ENGINEER PROPOSALS -ARCHITECT

A.City Code for parcel

1. Setbacks

2.Height Restrictions

3.Parking requirments

4.Basic building location on parcel

B.CiIVIL

C.MEP

1. Systems selected

a)VRF/ VAV/ RTU

b)Utility requirements

D.STRUCTURAL

2. SQFT DEFINED/CONFIRMED

A.Gross

B.Rentable

3. SCHEDULE

A.DESIGN – Architecture

1. Verify with consultants/ engineers.

4.CONSTRUCTION – Estimator

A.Advise on site costs

B.Costs of similiar projects ready for comparison

5.OWNER/DEVELOPER ITEMS

A.Entitlements

1. City Process Dates

a)DRT

b)Planning Commission

(1)Public Hearing

c)City Council Approval

B.Geotech

C.Funding Process

D.Utility Agreements

E.Special Circumstances

1. Cross – Access agreements

2.Annex agreements

3.UTA

G O A L – D e s i g n S c h e d u l e s e t f o r s i t e p l a n a p p r o v a l

Who: Estimating, Architect, Bus. Dev., Owner, Design Team, PM, Super (Everyone)

What: Definition: Gremlin ? anything within a project, whether it be design, cost, timing,

market fluctuations, materials considered, team performance, owner concerns or needs,

etc. that may become a major hindrance to the progress and success of the project.

Why: Too often we don’t address the obvious issues on the project. We need to bring all

gremlins to the surface as early as possible and address them with the team.

Value:

Prior to all Design Meetings

It is the responsibility of all members of the Design team to identify, bring up, and provide

solutions to all ?gremlins? throughout the project.The Estimator and Architect assigned to

the project are to always take the lead on identifying gremlins.

Actionable items:

Prior to each meeting, and during each meeting, all team members are to remain engaged

with the discussion to understand all aspects of the project with the intent to uncover,

discuss, provide solutions, and eliminate potential gremlins. Ask questions. Provide

input. Provide solutions. Allow others to also provide input, opinions, and solutions to

issues. Create a team focused environment with a common goal of a successful project.

Procedure:

Before each design meeting, take time to review all available information including floor

plans, Geotech report, elevations, civil set, etc. for accuracy.

b.Consider questions that can be asked to help move the project along.

c. Outline all items that may become an issue to the project in any way.

d.Formulate a solution to issue to propose.

e. During meeting bring up any identified items for open discussion and solutions.

f. Provide solutions, if possible, to team for consideration.

g.Detail these on meeting minutes.

POTENTIAL GREMLINS TO CONSIDER

a.Site Conditions

i. Access to Site

ii. Staging Areas

iii.Parking

iv.Temp Utilities

b.Soils Issues

c. Neighboring Agreements

d.Public Utility Challenges

e. Are all onsite easements known?

f. Remodel? this comes with many gremlins…identify risks

g.Third Party inspection challenges

30% SCHEMATIC BUDGET + OWNERS BUDGET

Who: Everyone

What:

Why:

Values:

After Budget is Created

Finalize 30% budget from Schematic plans.

Responsibility:

·Estimator (E)

·Superintendent (S)

·Project Manager (PM)

·Lead Estimator (LE)

Actionable items:

Input costs, square footages, and additional information to complete a preliminary 30%

Schematic budget.

Procedure:

1. 1.E to utilize take- offs completed by EC to complete budget.Place overall square footage in

Square Footage matrix on the vertical tab of budget.

2. 2.Input all budgets for MEPF trades, including design costs, if not already done.

3. 3.Using historical data from similar projects and ?Master Cost Breakdown? spreadsheet, input

square foot costs in the ?UNIT COST? column only.

NOTE: DO NOT INPUT HARD NUMBERS INTO FIELDS OTHER THAN BUDGETS FROM MEPF TRADES

AND ANCILLARY ITEMS THAT ARE NOT CLEARLY DELINIATED IN THE CSI MASTER FORMAT CODES.

a.i.Alternative option, create new codes for product that is not in the general spreadsheet.

b.b.Use Teams project tracker to ensure costs are not significantly off and pass the sanity

check.

c. c.Eliminate all $1 amounts from General Spreadsheet and delete all unwanted or unused line

items to ?clean up? spreadsheet.

d.d.Delete all extra lines on ?Breakout? tab as well to ensure equations are working correctly.

e. e.If everything works well, all 3 cells to the right of the comments column on the Breakout

sheet should say ?Correct?.If they do not, perform you own verification that all cists are pulling

over from Vertical, Site, and GC tabs.

f. i.If they do not add up correctly, find the errors by tracing the equations through the

spreadsheet.

g.ii.It is the Estimator?s responsibility to provide the owner an accurate breakdown of the costs

at all times.

Proceed to Coordinate w ith Architecture

Send 30% Budget to Ow ner

Estimating Team

After Coordinate to Architecture

Once E, BD and A meet and the budget is confirmed and understood.E to email budget to owner.

Responsibility:

·Estimating Coordinator (EC)

·Estimator (E)

·Lead Estimator (LE)

·Architect (A)

·Business Development (BD)

Actionable items:

E to email budget to full team excluding all Subcontractors.

Procedure:

1. Review budget for aesthetics before printing.Clean up any errors for professionalism.

2. Print Breakout sheet to .pdf format.Save in project folder with date.

3. Using Microsoft Outlook, E is to email .pdf budget to Owner, BD, A, LE and any other pertinent

individuals.

4. All items assumed in the budget to be emplaned in the comments portion of the Breakout and

in the email, if necessary.

5. There should be nothing new to A at this point.

6. Ensure the schedule, exposed contingency, and any ancillary items are fully explained to the

ownership group.

Proceed to Submit Site Plan Approval

Who: Architect, Business Development, Estimator

What: Understanding site, overall building design, & requirements for site plan application

Why:

Values:

After 30% Schematic Budget is Created

1. E & A are to meet, informally, to review budget and provided plan information.

2. Responsibility:

a.·Estimating Coordinator (EC)

b.·Estimator (E)

c. ·Lead Estimator (LE)

d.·Architect (A)

e. ·Business Development (BD)

Actionable items:

1. E to set up informal meeting with A and BD to discuss budget, provided plans, provided

information, and confirm proper understanding and intent of project.

2. Procedure:

a.E is to send A and BD meeting invites or find time to sit down and discuss the 30% budget in connection with the 30% schematic plans and information.

b.E to pull up the budget and review current expected costs with A to see if there are any

misunderstandings or known information that has not been considered.

c. E to provide to A all assumptions on the project.

d.E to provide to A all take- offs of overall square footage to confirm they match A?s

expectations closely.

e. E to provide to A all square foot budgets, including:

i. Framing

ii. Concrete

iii.Flooring

iv.Drywall

v. Paint (tones assumed)

vi.Flooring budgets

1. i.Tile

2. ii.LVT

3. iii.Carpet

f. Glazing

g.Storefront

h. Doors

i. Blinds

j. Plumbing fixtures

k. Lighting Fixtures

l. Cabinets

m.Countertops

n. Appliances

o. Any other pertinent items requested by A.

p. Budgets provided are to be clear on whether they are combined labor and materials or just material budgets.

3. A to use these for Interior Design selections in connection with E and PM.

Proceed to Send 30% Budget to Owner

Who: Estimator

What:

Why:

Values:

Project Manager and Superintendent Selected

·Get with Morgan and Nick to let them know that we are getting to a 50% set of plans and budget and need to get a Project Manager and Superintendent involved.

·When selected, invite the Super and PM to upcoming meetings. 50% and 90% meetings are the most important for them to be involved in but it?s beneficial to have them at as many as they can get too.

·Superintendent to start putting together a schedule

Review Gremlins

In the prior schematic phase, the design team tries to identify all the ?gremlins? which is anything within a project, whether it be design, cost, timing, market fluctuations, materials considered, team performance, owner concerns or needs, etc. that may become a major hindrance to the progress and success of the project.

We want to review the gremlins so we can keep them in the forefront as we continue to design. And now that the Project Manager and Superintendent are involved, we want to catch them up on the gremlins and get their perspective from the construction. They may also be able to help identify any other gremlins that have not been considered.

Meeting Minutes

·Take careful, concise notes of the meeting

·Be specific in assignment of tasks ? ensure that every item has a designated responsible party

·Send follow up email a day before tasks are due

·Keep track of responses and distribute them to the appropriate parties

50% Budget

The 50% budget is a crucial one because at this point, we finally have a lot of the information to get a much more accurate budget. But it is also at a point where we still have time to start looking into VE options without causing any delays.

MEP?s and other Recommended subcontractors

By the 50% budget the MEP?s have been involved with the design and systems pretty much set. It is crucial that we have their revised number for the 50% budget. Depending on the project it is a good point to start getting other trades involved. The most common trades that we want to be talking to at this point are earthwork, framing, concrete, exteriors, and landscaping

subcontractors. At this point we are not sending it out to all subs, just a select few to check our budget numbers.

Project Manager and Superintendent involvement

Now that Project Managers and Superintendents are selected, they can be a great asset in

reviewing the plans and giving some input for the budget. We want to give the superintendent a couple of weeks with the plans, so they have time to put that schedule together before we send the 50% budget. Review the schedule with superintendent and project manager to make sure all parties are on the same page.

Architecture/Design

Set up a coordination meeting with the assigned architect to your project. The main goal of this

meeting is to make sure you are on the same page with what costs you are carrying in your

budget and what they have in mind for the project. Most of these items will be related to finishes.

Below is a list of the most common finishes that should be discussed

– ·Flooring

– oCarpet

– oTile

– oLVT

– ·Countertops

– ·Feature walls

– ·Door types

– ·Glass types

– ·Exterior Finishes

– ·Plumbing fixtures

– ·Electrical Fixtures

On some projects you will have an interior designer who will be making these selections. If that is

the case, make sure they are invited and involved in this meeting.

The other crucial part of this meeting is to check square footages and make sure that you and the

architect are on the same page.

DESIGN KICKOFF MEETING

Who: Architect, Business Development, Estimator

What: Understanding site, overall building design, & requirements for site plan application

Why:

Values:

Kickoff CDs

See OneNote for Agenda/ Schedule

Design Review Checklist sent out before meeting. Engineers need to have looked at plans

and have recomendations/ info needed before meeting.

DISCUSSION ITEMS:

1. Overview

i. Overall Scope:Who? What their business is? Use of new space

ii. Design group intros

2. Architectural

i. General Info:

1. Size: x sqft

2. Building Use: Office? Dental clinic?

3. Occupancy: B- Business?

4. Construction: VB??

ii. Reception -iii.Back

common area and hallways

iv.Treatment Rooms

v. Dr.’s office

3. Plumbing

i. MedGas, air, vac at chairs?

ii. Special needs

iii.Drains

4. Mechanical

i. Zoning

ii. System

1. Special Requirements for Space

a.ex. mini splits

b.ex. Surgical suites

iii.Ceiling heights for mechanical equipment

a. Electrical

i. Outlets

ii. Lighting

5. General

i. Dental Supplier to provide data sheets for equipment

6. Use Design Review Checklist

i. Review Expectations and overall process with engineers and owner

ii. Review Schedule

7.Owner Items

i. Customer to go through and electrical plan and see where he might want additional

outlets and data

ii. Inspiration images – send to architect/ estimator

iii.Finish Legend

1. Use Finish legend as guide for pickinf finishes.

iv.Updated on Funding

v. Special Consultants required

8. Schedule

i. 50% CD?s due to Arch: ???

ii. 50% Engineering Coordination Meeting (Tentative): ??

iii.90% CD?s due to Arch: ??

iv.90% Engineering Coordination Meeting: ??

1. 100% CD?s due to Arch ????

9. Submit for Permit: ???

G O A L – D e s i g n S c h e d u l e s e t f o r C D s a n d S u b m i t t i n g f o r

P e r m i t

Who: Architecture, BD, Estimator, Owner, Engineers/ Consultants

What: Page turn reviewing progress

Why: To further development plan set and find any possible clashes/ gremlins

Values:

50% CDs Set

a.See OneNote for Agenda/ Schedule

b.Design Review Checklist 50% sent out before meeting. Send out email with expecta

for each engineer at 50% meeting.

c. DISCUSSION ITEMS:

d.Overview

i. Owner questions

1. What questions/ concerns do they have

2. Update design team on financing process

e. Architecture

i. Review items of note as architect reviewed plans for different engineers.

f. Civil

g.Plumbing

h. Mechanical

i. Electrical

j. Page Turn with all Engineers

i. Go page by page to coordinate all trades

k. Design Review Check

i. Review expectations for 90% meeting

l. Schedule

i. Review/ Update design schedule

What: Review 50% budget with owner

Why: to help owner understand where the budget is based on items added or deleted from

Values:

50% Budget Review

” Before the Meeting” ITEMS:

a.Prepare Budget comparison showing initial budget to 50% budget

b.Fill out “comments” on “breakdown” tab.The more comments helps owners to understand th

items in each line item

c. Have answers for line items with major increase or decrease.

DISCUSSION ITEMS:

a.Overview

i. Have plans and 50% Budget w/ Comparison open

ii. Ask for any upfront questions or concerns from owner or architect

1. Respond to questions

iii.Go line by line reviewing changes (if any)

iv.Owner questions after budget review

1. What questions/ concerns do they have

2. How does this fit into proforma or budget

Who: Estimator

What:

Why:

Values:

SWPPP Plan and NOI

a.When possible, identify the SWPPP sub- contractor early in the process

b.Complete a high- level take- off of the necessary SWPPP items on the site plan to ensure that

we have the information needed for permit application/ approval

i. Silver Leaf SWPPP

1. Derek Greenwood 801-787- 9475

ii. Erosion Control Service (ECS)

1. Justin Roundy 801- 302- 3021

c. Work with the identified PM/ Superintendent to get applications in early, when necessary

Meeting Minutes ? Page turn 90% meeting

a.Take careful, concise notes of the meeting

b.Be specific in assignment of tasks ? ensure that every item has a designated responsible

party

c. Give realistic, but aggressive when necessary, dates for completion of tasks

d.Send follow up email a day before tasks are due

e. Keep track of responses and distribute them to the appropriate parties

Bid Forms Created

a.In Building Connected ? ensure that all necessary trades have individualized bid forms

created

b.Create form lines for alternative products, VE options or any other deviations from plan/ spec

c. Make sure that the subs are notified of the importance of using the bid forms and our

expectations of such

d.Create the same trade lines on the budget spreadsheet as the bid forms

Builder?s Risk Insurance

a.Make sure that you have included the cost for Builder?s Risk as shown in the chart contained

within the bid spreadsheet

b.Send the necessary information to The Buckner Company to be reviewed prior to the final bid

date

– Justin Robinson

– 801- 937- 6735/ 801- 979- 2105

– Justin@buckner.com

c. Once the quote is received from Buckner, adjust your bid sheet accordingly

Funding is Approved

a.Brandon Weaver is usually the primary point of contact for all things funding related

b.Work with him to make sure that the owners have the required documentation in place for their funding

c. Identify the lending entity and make note of it for use in the internal Pre- Con meeting

Gather Consultant Invoices

a.Make sure that all consultants/ engineers have provided costs and invoices for their services

either separately or as part of a bid number

b.This will primarily be Mechanical, Electrical, Plumbing and Fire Sprinkler, but may also include Civil, Structural, Interior Design, Landscape, and others

c. List the costs of engineering separately on your bid spreadsheet (but still within the trade line item)

d.When applicable, provide these invoices to the owner for payment ?

90% Budget

a.Prepare 90% budget ? at this point, the MEP trades should be dialed in, framing should be

close, site work should be dialed

b.Finishes should have accurate allowance numbers if final materials have not yet been chosen make sure that the costs are presented as allowances and the unit cost.

c. Begin final VE conversations with apparent low subs if needed

d.Finalize decision on duration and other GC?s components

e. Review plans with PM/ Super and cover any remaining scope gaps

Send out Bid Set

a.Compile all project files and label them as specifically as possible

b.Fill out the appropriate ?bid checklist? (TI, ground up, multifamily) ? indicate which trades are needed, if any are design build, and specific subs that need to be include on the invitation list

c. Sit down with Parker and go over the list and bid documents

d.Establish bid date/ time, RFI date, and any other pertinent bid information that needs to be distributed to the subbase

e. Double check within Building Connected to make sure that all files are accessible

f. Send individual messages to those trades that may require additional direction or information

to provide accurate numbers

3 Bid Minimum

a.In all trades, strive for 3 bids ? this helps to ensure that we have a good feel for which

numbers are correct i.e., if there is a bid at $100k and a bid at $200k, the 3rdbid will likely let you know which is most correct, and which road you should run down

b.In order to get 3 bids, especially when the market is busy, it will likely require that at least 6 subs are looking at the project ? to get 6 looking, you will need to invite at least 15.Make sure that we invite sufficient subs to get the coverage required.

c. Obviously, this does not apply to those trades that were specifically design build or chosen

along the way

GMP Number

a.This proposal should include all of the appropriate sub contractor bids, our final GC?s,

duration, GC Fee, insurances and such.

b.In addition to this proposal, all VE options need to be spelled out and clarified, as well as any

bid clarifications/ exclusions/ deviations from plan and spec that need to be spelled out and

attached to the document

c. Final review with the owner(s) should be done in house and in person when possible

d.At minimum, have a second set of eyes look at your sheet before submission to the

owners.This helps to ensure that no mistakes or omission are made as well as catching any

spelling/ grammatical errors or problems with the spreadsheet layout or formulas

Who: Architecture, BD, Estimator, Owner, Engineers/ Consultants

What: Final page turn reviewing progress

Why: To finalize plan set and find any possible clashes/ gremlins.

Values:

90% CDs Set

a.See OneNote for Agenda/ Schedule

b.Design Review Checklist 90% sent out before meeting. Send out email with expectations for

each engineer at 50% meeting.

DISCUSSION ITEMS:

a.Overview

i. Owner questions

1. What questions/ concerns do they have

2. Update design team on financing process

b.Architecture

i. Review items of note as architect reviewed plans for different engineers.

ii. Show Updated Revit rendering vs original.

c. Civil

d.Plumbing

e. Mechanical

f. Electrical

g.Page Turn with all Engineers

i. Go page by page to coordinate all trades

h. Design Review Check

i. Review expectations for 100%/ Permit Build Set

i. Schedule

i. Review/ Update design schedule

FINAL CONTRACT PROCEDURES

Who: Business Development, Owner

What: Final Contract

Why: To get final construction contract signed so project can start.

1.Contract

a.Financing

i. How is the project being funded?

1. Bank loan

2. Cash

3. Investment group

ii. Funding Date – we dont want to bid too early. We want bids back within a month of

starting

1. Get closing date from bank.

iii.Bank/ Financing Contact info

iv.Draw procedures

1. 3rd party verification process

a.Add more money to GCs to account for Mint accounting time

v. Landlord reimbursement

1. Contract is with owner, not landlord. Get details of their arrangement with

landlord and TI allowance. We prefer to have owner pay us and then they get

reimbursed from their landlord

b.Lease

i. When does your free rent expire

2.Permit

a.If MiNT is not submitting for permit, make sure we have the stamped set before

PRE- CON

3.Changes

a.Cost and schedule implications of changes after construction

i. Ex. Relaying out framing

ii. Finishes

iii.Communicate that there are dates that items can’t be changed without time and

cost changes.

INTERNAL PRE-CON MEETING

Who: Business Development, Estimator, Accounting, PM, Super, Architect w hen applicable

What: Project transition from Preconstruction to Construction

Why: To communicate all applicable information and history to the PM|Super. This should be a seams less transition in the eyes of the Owner.

BUDGET IN SAGE PROCEDURES

Who:

What: Entering Contract Budget into Sage

Why: This allows project management to add budget to Procore and start writing

contracts.

CREATING SAGE BUDGET

1.Projects – right click then click on Jobs

2.Jobs

a.Auto populates next job #yr- sequential number

3.Under ” General information” tab

a.Job Name

i. Address needs to be for the job site.

b.Short Name – job number and if its repeat customer put collection

c. Job type

d.Under Client – click down arrow for existing client, click up arrow for new client

i. Fill out details – address, phone, etc.

1. Put name of contact for client. Ex. Thrive, contact – Steve Broadbent

4.Under ” contacts and personal”

a.Add in architect

5.Hit ” save”

6.GO to budget icon

a.Click on down arrow

b.Find job just created

c. Insert a bunch of rows

7.Right click – show hide columns

a.”Clear all”

b.Then click on “cost code”, “other”,”material”, “labor”, “subcontract”,

c. Click “ok”

d.Manual enter each code

e. If not in Sage, type in random number and then create new one.

8.Add is costs from budget to ” other” , ” material” , labor” , ” subcontract”

a.Click on down arrow next to first line item – a new box will appear;

b.Click on “switch to mulit- select input”

c. Double click on each line item that is in the budget in the same order as the budget.

d.Enter the amount for each line item in the correct field (other, material, labor, or

subcontract). Comprehensive list of where each line item should be coded at ERP

Integrations – Mint Construction (procore.com)

9.Verify that total equals total on budget.

10. Click ” Save”

11. Click ” set budget”

Who: Everyone

What: Properly documented notes for all project specific meetings.

Why: These could be the our best defense against future claims or disputes with our clients

and or Subcontractors. They also keep us organized and on track to progress on a project.

HOW TO PROPERLY KEEP MEETING MINUTES

Contracts

Contracts
Design Build
GMP Guaranteed Max Price
Stipulated Sum
Cost Plus
Preconstruction Services

Preconstruction Manager/Estimator prepare draft contract based on Contract Type required and all project information associated with the project.
Review Draft Contract with Director of Preconstruction or Mint Executives prior to sending them to client.
Client Review
Preconstruction Manager/Estimator to review redlines and comments from clients with Preconstruction Manager. Depending on the severity of the redline comments, the contract may need to be reviewed by a committee making up the following; Executives, Director of Preconstruction, Project Manager, Senior Superintendent, Senior Project Manager, CFO, etc to properly address all risks associated with requested redline changes.
Preconstruction Manager to send final contract out for signature through DocuSign. Included Morgan Sharp and/or Nick Hankes as Mint signatures.

STATE CONSTRUCTION REGISTRY (SCR)

Cost Accountant for the project will file a preliminary notice (SCR) for Mint Construction/Mint Living on all parcels related to the project.

Parcel information will be provided to the cost accountant by the preconstruction and construction teams at the Pre-Con meeting held at the start of the project. If there are multiple parcels all parcels must be accounted for. Each county assessor has a parcel map where we can find parcel numbers by address. Search the county assessor’s maps for the correct parcel information.

Cost Accountant to notify the project team of the completed filing and provide the SCR #.

The Project Manager, Project Engineer and Cost Accountant are responsible for tracking the SCR (aka Preliminary Notice Entry #) once filed. See instructions below for Tracking an SCR. Tracking the SCR means you will be notified by email each time a subcontractor or supplier files on any of the parcels tied to the SCR.

Tracking a Parcel

Collect the SCR # from the Cost Accountant.

Sign into your account on the SCR. If you have not signed up for a free account, sign up.

https://secure.utah.gov/scr

On the main screen there is an “Entry Number Search” directly under “Dashboard”. Enter the SCR # and select “GO TO ENTRY NUMBER”.

Once the filing loads there is a “Track” button at the top left of the filing. Select “Track”.

On the next page enter your email address and select “Track” on the bottom right.

PROJECT SET UP – PROCORE

Projects are set up in Procore by Preconstruction using the project template. After the PRE-CON meeting is held the project will move into the construction phase. Projects without job numbers are preconstruction projects. Once a project is turned over the project team will make the necessary adjustments including the addition of the job number and the import of the budget from Sage.

When the project is handed over to the project team the current set of drawings will already be uploaded into the project. Review the drawings for the project prior to exporting the drawing lot for use as Exhibit A.

OWNER AGREEMENTS

The owner agreements will be written by the preconstruction manager for each project. Project Managers may be asked to review owner contracts to make sure the agreements are clear and accurate.

PRIME CONTRACTS – PROCORE

Prime contracts are added to Procore at the start of the project.

All contracts in Procore are Private by default. In order for an owner to see the Prime Contract the individuals need to be added to the “Contract Privacy” section. In the “Access for non-admin users” use the drop down and select the owner and Mint employees that should be permitted to see the prime contract. You can also check the SOV box if you want them to see the Prime Contract Budget (this is NOT the internal budget, just a copy of the original budget).

TAX-EXEMPT PROJECTS

When working on a tax-exempt project the owner will provide us with a completed T-721 form from the Utah State Tax Commission. This form is used as a pass through from the project client to Mint. In turn, Mint will fill out the same form, checking the box, “Construction Materials Purchased for Religious and Charitable Organizations”, add the “Name of religious or charitable organization:” and “Name of Project:”. This form will then be provided to subcontractors purchasing that will be incorporated into the actual project. Note that different types of projects may require different forms.

The completed Mint tax-exempt form should be provided to the subcontractors and may be included in Exhibit B of the subcontractor work orders.

On the form we “…certify the construction materials are purchased on behalf of a religious or charitable organization and that they will be installed or converted into

real property owned by the religious or charitable organization.”

For example, this would exclude:

Concrete blankets
Trailer supplies
Temporary fire extinguishers
Fence rental
Trailer & equipment rentals

STATE CONSTRUCTION REGISTRY

Email Notifications from the SCR

When we receive an email form the SCR, the Cost Accountant will print the email to pdf and save it in the project folder “08. GOVERNMENT AGENCIES” inside the “04. SCR” subfolder. Use the following naming convention, “Mint Subcontractors name” – “Tier subcontractor/supplier name” – “Type of filing (PN=Preliminary Notice)” followed by “Date of filing”.

Naming Convention Example:

Iron Horse Concrete – Brundage Bone – PN 2024.08.24

Iron Horse Concrete – PN 2024.08.01

Update the Subcontractor’s Compliance Sheet

Anyone that files on the state construction registry should be listed on a subcontractor’s (subcontracts and purchase orders) Supplier Affidavit and included on the compliance sheets.

Project Engineers are responsible for setting up the original compliance sheets for both ALL commitments, both subcontracts and purchase orders.

When a preliminary notice is emailed to the team the cost accountant will verify whether the supplier is listed on the compliance sheet. If it is a new supplier, the cost accountant will update the subcontractor’s compliance sheet by adding the supplier and filing information.

PAY APPLICATIONS

ADD POLICY AND PROCEDURES

Project Managers should be checking with on-site superintendents to confirm % complete reported by subcontractors.

SET TO PAY

When an owner payment is received the cost accountant will be notified and a Set to Pay will be issued to the Project Manager and Project Engineer for review. The PM and PE will note any missing items due from the subcontractors on the Set to Pay. This includes items from the compliance sheets, executed change orders and up-to-date daily reports/JSA’s.

All items listed on the Set to Pay must be complete before releasing the payment.

JOINT CHECK AGREEMENTS

Joint check agreements that are sent over from suppliers are to be submitted to the cost accountant for review and completion.

Accounting to review any payment terms.

Accounting to complete the required form.

Accounting to implement their joint check procedures.

CHECK REQUESTS

A check request form is available to request a check outside of a subcontract agreement. Such instances include deposits on a hydrant meter or paying for permits.

See “DEPOSITS | PRE-PAYMENTS” for additional information.

Fill out the check request form and submit to the project cost accountant for processing.

Backup needs to be provided showing the reason for the request and amount required.

Due dates for checks should be based on the standard check runs of Tuesdays or Thursdays. PM to coordinate with cost accountant.

The check request forms can be found at the following document path:

04 PROJECT MANAGEMENT – OneDrive (sharepoint.com)

DEPOSITS | PRE-PAYMENTS

There are instances when a payment is required outside of the typical monthly draw requests. This should be avoided as much as possible by pre-planning for the deposit. Where possible submit the pay application the month prior to the due date of the deposit.

If payment is needed sooner, the Project Manager will fill out a check request form with a completed Procore pay application under the following month’s billing period as backup.

Amount of the pay application “Current Amount Due” shall match the amount of the required deposit. Adjust as necessary where retention is involved.

The description on the check request form shall be completed with the reason for the check request such as “Required Deposit”.

Check Request Form will be saved with the pay application backup in the “Sub. Invoices” folder under the month that the subcontractor invoice will be submitted to the owner.

Deposits that are over 50% of the contract amount must be reviewed by the PM and controller to determine whether or not payment should be made through a joint check.

See “CHECK REQUESTS” for additional information.

AGING REPORTS

Accounting will provide monthly aging reports showing the outstanding pay applications submitted to owners. Project Managers are responsible for following up on payments with owners. This can be done during the weekly OAC meetings.

SAFETY INSPECTIONS

Safety inspections are completed by the on-site superintendent once a week and recorded in Procore. Project Managers should be checking Procore to verify that the inspections are being completed and recorded for the project. When these are not completed the PM should remind the Superintendent during the weekly team meeting.

Wasatch Safety is a third-party safety consultant hired by Mint as a resource for all safety questions and concerns.

Third -party Safety Inspections are conducted under the direction of the General Superintendent. When an inspection is completed a copy of the inspection will be sent to Nick Hankes, the General Superintendent and the Project Superintendent that walked with the inspector.

A copy of the inspection will be forwarded to the Project Manager. Any safety issues that are brought up in the report need to be followed up with an official notice to the subcontractor. Superintendents will send out a notice to the Subcontractor’s foreman and project manager. A record of the communication needs to be on file for the project.

NOTICE OF DELAY

Project delays are to be tracked on the weekly OAC meeting overview. The following information is provided and should be updated and discussed weekly. All dates are to be tracked in calendar days.

Notice of Commencement | Start Date:
Project Duration:
Proposed Substantial Completion Date:
Total Delays to Date:

Total Delay Days to Schedule:

Construction Delay Days:

Owner CO’s Delay Days:

Architect Delay Days:

Weather Delay Days*:

*Weather delay disclaimer:  per the contract we have allotted for ENTER QUANTITY adverse weather days. We will keep track of them via a log in the meeting minutes, once we run out of the days allotted, we will extend our turnover date along with associated general conditions via owner change order.

Projected or Adjusted Completion Date:

WRITTEN NOTICE OF DELAY

In addition, a formal written notice of delay is required per the owner agreement. A template has been provided for completing the written notice via email. The template is intended to be copied and pasted into an email, edited with backup attached.

SUBJECT LINE

Official Notice of Delay – (Project Name)

EMAIL BODY

(Insert name of Owner’s Representative),

Per the contractual agreement, this email serves as the official written notice of delay. (Insert reason for delay with explanation. Some examples may include weather conditions, manufacturer delay, unforeseen conditions, design, or owner material.)

Based on our original schedule, we were set to start (insert scope of work) on (insert date). With the delay this scope of work will not be able to start until (insert date). The delay has added (insert number) calendar days to the project. The original substantial completion date of (insert original substantial completion date) has been revised to (insert new substantial completion date).

The original general conditions were based on a daily rate of $(insert daily rate from original budget)/calendar day. With the addition of (insert number of delay days) calendar days, the delay will carry an additional cost for general conditions in the amount of $(insert general conditions cost). The additional time and general conditions, plus the agreed upon markups, will be formally submitted for signature through an owner change order.

ADD POLICY AND PROCEDURES

STATE CONSTRUCTION REGISTRY

Closing out a parcel

When billing for retention, log onto the state website and print the SCR for the project. (Note: If there were incorrect filings at the start of the project these should also be pulled.) The SCR will list all subcontractors and suppliers that have a preliminary notices filed on the project.

On the main screen use the Entry Number Search to look up the SCR.

Select Print from your browser.

Save the printed report in the “04. SCR” subfolder within the project folders. Use the following naming “Date of report” – “Parcel #_____” Report.

Example: 2024.08.16 – Parcel #33043260230000 Report

Cost Accountants will request final unconditional waivers from all suppliers and vendors on the list. All unconditional final waivers must be received prior to the subcontractor receiving their retention payment.

Upon receiving the retention check a final unconditional waiver will be required from the subcontractor.

Copies of all unconditional waivers associated with the state registry need to be saved for records along with the printed report. Waivers are saved in the Owner Billing folders.

PROJECT CLOSEOUT MEETINGS

A closeout meeting is required for all projects and need to be completed within 30 days of billing for retention. The purpose of the meeting is to provide feedback as a team on all aspects of the project. A template for the closeout meeting is kept in OneNote in the Mint PM-Field Notebook. A list of attendees is included in the template. All attendees plus conference@buildwithmint need to be invited to the closeout meeting.

The project team is responsible for filling out the template prior to the meeting.

A closeout meeting is required for all Thrive projects and will also need to be completed within 30 days of billing for retention. The purpose of the meeting is to provide feedback between Thrive Development, Mint Construction/Mint Living and where applicable Mint Architecture. A template for the closeout meeting is kept in OneNote in the Mint PM-Field Notebook. A list of attendees is included in the template. All attendees plus conference@buildwithmint.com need to be invited to the closeout meeting.

The project team is responsible for filling out the template prior to the meeting.

THRIVE CLOSEOUT MEETINGS

The project team is responsible for filling out the template prior to the meeting.

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