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Peter asked if SMM,A can work with Michael Pare to come up with a <br /> scope of services for a consultant and a list of consultants to <br /> choose from. SMMA will come up with a list of consultants . <br /> Michael would like to see their references . <br /> Ian said he has reviewed the revised schedule . <br /> Ed said they feel it is still possible to adhere to the same <br /> schedule but it is getting very tight. <br /> Paul asked them to tell the Committee when it becomes an issue . <br /> He does not want to be forced by a schedule . He is not going to <br /> vote on a scheme he is not happy with . <br /> The architects will return to meet with the Committee in 2 weeks . <br /> Paul explained he has some issues to discuss relative to the <br /> value analysis workshop . He agrees it does not make sense to do <br /> a cost analysis on every product but there are items where <br /> further review was needed and some items where a cost analysis <br /> study is required . The Committee has asked for more cost <br /> analysis studies . The Committee is looking for products that <br /> would enhance the design of the project. This is a method to <br /> improve the project not just cut costs . <br /> The first document produced by Chartwell was more cost cutting <br /> then value management . <br /> Based on the last report , it lacks 2 things : <br /> - the Committee clearly wanted more detailed review on some items <br /> and it is not there i . e emergency generator . <br /> - the Committee wants to know the value of why they are making a <br /> decision ie . duel fuel . <br /> The report should be for laymen to read and make a decision . <br /> That is what he thought the Committee was going to get from <br /> Chartwell and they are not. <br /> Ian responded that going into the value management workshop there <br /> was a $4-5 million overrun and by virtue of that a lot of effort <br /> was oriented to getting it down to budget. They could not ignore <br /> that. <br /> Paul said they could ignore it. Their contract is based on value <br /> management. The Committee was clearly sold on the value <br /> management, the value added to the project that they could get <br /> from another firm, other than the architects . <br /> Ian said over half of the items in the report have a value added <br /> aspect and a lot were taken out by the architects because they <br /> were effecting the design . <br /> The value management workshop was a great assistance in getting <br /> back on tract . Because of the volume of work associated with <br /> that , they agreed some of the life cycle costing will have to go <br /> on later . He is not arguing they were contracted to do life <br /> cycle costing . <br /> Chartwell is still doing that work and will continue until it is <br /> complete . <br /> 7 <br />