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with the building trades there is no quality at all . <br /> Ed said the problems are correctable. <br /> Peter said it seem there are unable or incapable of doing it right the <br /> first time and incapable of correcting it , they do it wrong again, or <br /> choose to ignore it . <br /> Bill Hauck said if he was in control of the job, he would have stopped it <br /> at the steel problems , waited for shop drawings , and then corrected it . <br /> Ed said you don' t want to speculate on future work. Discuss what is fact. <br /> If you stopped the steel then you cause the schedule to slip and caused <br /> them to be in default . He understands the concern over quality but you <br /> can't stop the job and hold Stone responsible for the schedule. <br /> Steve said without a remediation schedule it appears Stone wants to wait to <br /> the end and then buy it off. <br /> Dr. Petti said the building will not be ready if Stone has to keep <br /> correcting their mistakes. If they are not doing this job correctly and <br /> the quality is not right (which raises safety concerns ) we are not saving <br /> time. Get a contractor who can do the job right ! Don' t do the same job <br /> over and over again. <br /> Merry Sue said the Committee doesn' t seem to have any confidence in Stone <br /> anymore. Let' s take a no confidence vote and then go on. <br /> Paul said 2 weeks ago , after contacting the bonding company, he thought <br /> that would give Stone a jump start but instead they are dead. <br /> Tan cautioned about declaring default and the bonding company stepping in, <br /> you might not be any better off than you are now. The bonding company does <br /> not want to spend anymore money than they have to to complete the job. <br /> Chartwell has a job in Canada where the owner is suing the bonding company <br /> because they are in default . <br /> Paul agreed. It is a risk that has to be weighed. <br /> He said in his discussions with the bonding company, they are prepared to <br /> step into the project. They seem cooperative . Mike Spinelli , who works as <br /> a consultant for many insurance companies , has found Liberty to be the <br /> best, they act quickly. <br /> The bonding company could not give a commitment on meeting the completion <br /> date because they do not know what state the job is in. They will use <br /> whatever means it takes to complete it but at some point you can only put <br /> so many men on the job, and there are only so many hours in the day. They <br /> would rather the town react sooner than later. The key is declaring <br /> default earlier enough to leave the bonding company room to act. <br /> Merry Sue said everyone knew the schedule was tight, but everyone agreed to <br /> it . Is it still a reasonable schedule? <br /> Paul said the estimate is 125 men per day, 5 days per week. If they work 7 <br /> days, then it would be less , if they work 2 shifts, out that in half. Is <br /> it doable? Paul thinks it is . <br /> Steve said it was an aggressive schedule to begin with. Now it is 2 months <br /> behind. Ultimately, he thinks, we will probably negotiate for a new date . <br /> 3 <br />