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For over four decades, Patrick J. Saitta, formerly Vice President of Charles Construction Co., Inc., has worked within the construction industry to improve the delivery of construction services to our valued public and private clientele.
Long before the terms "value engineering, fast track, conceptual cost estimating, life cycle analysis, system alternative design and network scheduling became fashionable, Mr. Saitta was incorporating these innovative methodologies as "everyday tools" where the situation allowed such procedures. Since all of these functions occur during the design phase of the project, they have generally been grouped under the process called Construction Management. Under this concept, the Owner engages the construction management firm, along with the architect, at the inception of the initial stages of design. This infusion of construction expertise during the design phase has had a considerable positive effect in reducing budget overruns, streamlining governmental agency approvals and protecting the Owners main objectives, including, but not limited to, quality, cost and schedule.
Unfortunately, the advantages that the private sector has realized utilizing the construction management process, have been slow to evolve to the public construction marketplace in Massachusetts.
The requirements of Chapter 30, Chapter 149 and the Designer Selection Board Regulations of the Massachusetts Statute, made implementation of construction services during the pre-design and design phase difficult, since no uniform methodology existed to interface the functions of Owner, Architect and Construction Consultant.
In 1979, Mr. Saitta (Charles Construction Co., Inc.) responded to a request from the City of Lawrence, to design a service package that would "dovetail" with the normal relationships of the city, Architect and Governmental Regulations. The city was embarking on a very complicated Sixteen Million-Dollar addition and renovation program at Lawrence High School. The question of affordability, phasing, construction systems and scheduling were unanswered and seriously in question. Our service contract was accepted by the City of Lawrence and construction was completed with minimum disruption to 1,500 students, on time and within the budget. Since that time, three other school project assignments in Lawrence, the Twelve Million Dollar Frost School, the Fifteen Million Dollar Arlington School, and the 14 School Study, have been completed utilizing similar construction management agreements.
Over the years, the construction of public structures has become more and more complex. New governmental agencies and accompanying regulations have created a bureaucratic maze with which local communities must navigate and contend with.
Acknowledging the monumental tasks confronting the cities and towns of the Commonwealth of Massachusetts in effectively and economically realizing building construction projects, Mr. Saitta has formed Municipal Building Consultants, Inc.
The firm has become well known to the public construction user market place, having provided information and forums to the Mass. Taxpayers Foundation, Mass. Dept. Of Capital Planning & Operations, Economic Office of Community & Development, Mass. Municipal Association, M.W.R.A. and the School Building Assistance Bureau. Mr. Saitta has been interviewed for Articles in the Boston Business Journal and Constructor Magazine, S/F Magazine and Banker & Tradesmen Publications.
Municipal Building Consultants, Inc. (Municipal) and our team of educational and engineering professionals have been meticulously assembled to work with communities in developing a total game plan in streamlining the numerous and complicated steps in delivering a building project.
On May 1, 1999, Mr. Saitta acquired 100% ownership of Municipal Building Consultants, Inc. thereby thoroughly committing his full time attention to the delivery of quality Construction Project Management Services.
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