1. The responsibility of inspecting work already performed for proper condition to receive subsequent work lies with the:
 

2. The Contractor's first activity on the project site typically is:
 

3. The direct acquisition of materials and equipment by an Owner is: 

4. Drawings produced during this design stage include, sketches, renderings, and conceptual diagrams:
 

5. The special procedures used to ensure cost compliance include which of the following?

 

a. Cash Allowances, Material Allowances, Quantity Allowances

d. Guaranteed maximum price, Unit Prices, Design Allowances 

1.       Institute has been focused for the past 24 months on stabilizing and simplifying business processes  and position CSI for growth

a.       New governance approach to enable Board focus on results to be achieved

b.      Improve member service (expanded hours, 8 a.m. to 8pm M-F

c.       New website

d.      New online communities (social network)

e.      NSF grant program has gone from 2 schools to 12 and now 30 (CDT in the college classroom)

f.        Preserve and improve certifications

g.       New version of the PDPG will be available in January 2018; and will be the source document for the Spring 2018 exam cycle.

h.      Reach an agreement for partial sale of BSD.

i.         Resuscitate education

j.        This work has gone well and is either complete or a path to completion is apparent

2.       Goal for the next year is on transitioning our focus from stabilizing and simplifying processes  to growth and sustainability.

a.       Renewed outreach

i.      CDT as a renewable certification. More information to come late information and early spring.

ii.      New tools and educational opportunities for members

iii.      Expanded communities available to chapters and other groups

iv.      Focused and updated brand experience; more compelling reasons to join story, better on boarding of members, supported by better systems.

b.      Continued improvements to infrastructure

c.       The Board authorized additional and significant investment to improve the  member experience and the overall value of membership

3.       Board approved investments enabling Mark to proceed with the following

a.       upgrades to:

i.      Information Technology

ii.      Marketing, promotions, and CSI graphic presentation

iii.      Improved financial reporting

iv.      Upgrades to data quality

b.      aesthetic consolidation of the following (currently, these all have a different "look")

i.      The Specifier

ii.      CSIresourses.org

iii.      Masterformat.com

c.       expansion and rollout of expanded communities and microsites.

d.      Expansion and development of education programming

e.      Format licensing

f.        Chapter and Region affiliation project

i.      Focus on product/service delivery/consistency and support

4.       The Board continues to review the CEO through use of monitoring reports which track progress toward the Ends.  Progress is being made constantly (a good example is website up-time and response time to customer requests), and the mood among staff is good and appears to be constantly improving.  However, much work remains to be done.  Mark has set achievable but high targets for staff and CEO performance, and the staff has, in general, responded admirably.

5.       The Board had a lengthy generative discussion about the nature and function of Regions and Chapters and how the Institute can support and understand the needs of the components.  The following is a very brief summary of that discussion.

a.       Regions vary across the country, and some appear to be functioning exceptionally well. Others are struggling with mission or volunteer capacity or both.  Generally, the Board was committed to Regions and their place in CSI, but there is some recognition that the Chapter/Region/Institute is a geographic relationship, and the structure was designed before the internet age.  Some re-thinking, re-purposing, and renovation of this tiered structure will almost certainly be needed long term.

b.      Chapters vary greatly in size, activity, and capacity.  For example, 25% of chapters account for 6% of CSI membership. There is wide recognition among Board members that Chapters create tremendous value for the organization and are the face of the organization at the local level.  Some chapters are in trouble either financially or lack a critical mass of leadership or volunteer capacity or a combination of factors.  There is recognition that CSI at the Institute level has a role to play in identification of struggling chapters, and also in support of those chapters, perhaps through their Region.