The Stoughton School Building Committee confirmed W.T. Rich as the construction manager at risk for the new elementary school project and heard the firm outline its preconstruction role and early procurement recommendations.

The committee’s selection was acknowledged at the Oct. 8 meeting when W.T. Rich representatives introduced their team. “So preconstruction for us starts with, obviously, the award,” said Harvey Eskenaz, who identified himself as the project executive for W.T. Rich. Eskenaz described the firm’s standard design‑phase reviews and estimating work and said the preconstruction phase culminates with a guaranteed maximum price (GMP).

The committee was told why the team recommends early packages and early purchasing. “We’ve proposed as of now to do an early site enabling and site clearing package,” W.T. Rich project staff said, adding a second early package for structural work — “structural steel, concrete, mass timber” — plus a full site package. The firm also recommended pre‑purchasing long‑lead electrical equipment: “switchgear … is over a year roughly, around 60 weeks,” a W.T. Rich representative said, and main distribution panels may also merit early procurement.

Why it matters: the CMAR model used here pairs ongoing design review with contractor estimating to reduce cost risk and speed schedule. Committee members and W.T. Rich discussed that the project’s framing will be roughly 80% structural steel and 20% mass timber, and that the mass‑timber portion will require early technical involvement by the CMAR and trade contractors.

During the presentation, W.T. Rich described typical preconstruction deliverables: constructability reviews, value‑engineering options, and reconciled cost estimates at design development (DD), 60%, 90% and 100% design stages. The firm said it will run parallel estimating with the architect, reconcile differences at each phase, and work toward a GMP once documents are at 100%.

Committee practicals and point people: W.T. Rich introduced its team — Harvey Eskenaz (project executive), Bethany King (senior project manager), Jesse Orcoli (superintendent for the project), Alex Corbett (project manager) and Brian Paradis (senior preconstruction manager). Eskenaz told the committee he, Corbett and King will be the primary contacts during the work.

Questions from committee members covered early bid packages, long lead items and on‑site logistics. A committee member asked whether major equipment should be ordered early; the W.T. Rich team recommended considering the switchgear and some distribution panels because of lengthy lead times and supply‑chain variability. Stormwater management and protection for mature trees shown in the design animation were also highlighted as items the firm will address during preconstruction.

The committee discussed public visibility and progress tracking: W.T. Rich said it often uses drone photos and time‑lapse cameras so the district can view construction progress.

The meeting did not record a formal, roll‑call vote on the CMAR selection; W.T. Rich presented following the committee’s selection and the team proceeded with preconstruction planning.