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Public questions change orders on district construction projects; facilities director says change-order rates are low
Summary
A public commenter questioned recurring change orders and potential avoidable costs on Sweetwater construction projects. Facilities leadership responded that the district’s cumulative change-order rates are low relative to project value and that some changes respond to code, discovered site conditions or necessary finalizations.
A community member raised concerns about change orders and add‑on work on several Sweetwater Union High School District construction projects during public comment at the June 9 meeting, prompting a response from the district’s facilities leadership.
Speaker Kathleen Cheers, who said she participated on bond project committees, listed items she said should have been included in bids (removed abandoned conduits and fixtures, stair‑stripe code work, gate hinge standards and accessibility panels) and asked whether project departments and school site leaders were included early enough to spot such items. “In reviewing the change order backup, I am convinced monies could be saved,” she said.
Facilities director Quirk (presented during the meeting) acknowledged that construction work can uncover additional needs and said the district is managing roughly $168 million in active construction with another $30 million planned. She told the board that change orders are to be expected when work is discovered, driven by code or needed for project completeness, but added the district tracks cumulative change‑order rates and that most projects have low rates. Quirk noted Castle Park High School Stadium — cited as 89% complete — had less than a 1% change‑order rate. She said the team follows district technical standards and that the facilities office documents change‑order items in the backup material provided to trustees.
Quinn review of monthly agendas and change‑order totals was requested by the public speaker. Quirk said the agendas and backup show cumulative rates and individual change‑order values for each project and committed to continuing to provide transparency about change orders and project standards.
The board then approved the consent item related to projects by unanimous vote.
