Facility Management - A Process That Never Ceases Presented by: Stu Alderman, Executive Director Neighborhood Club stu@neighborhoodclub.org Carla Scruggs, Director Saline Parks and Recreation cscruggs@cityofsaline.org January 22, 2014 Grand Traverse Resort and Spa
Design and Development of a Community Recreation Facility I. How to get started in a renovation or new build of a community recreation facility II. Community Involvement III. Design and Development IV. Coordination between owner and architect V. Do’s and Don’ts VI. Facility Management VI. Open Discussion
How to get started in a renovation or a new build Determine need of facility – Needs Analysis Space/Program Analysis – What do you build? Amenities, size Cost Model – Net/Gross Big Picture Analysis – Draft proposal designs of facility Operational Analysis – Look at projected operating costs once facility is open (staff, supplies, etc…); staff analysis - # needed, hire early enough to train Establish a total project budget How to pay for project - Bond, Timing Construction Manager vs. Owner Construction timeline – allow enough time for punch items to be completed; train staff Contingency – Design, Estimating, Construction, FFE FFE – Owner vs. Construction Manager (cost implications)
Community Involvement “Buy” into program Community Involvement Surveys Focus Groups Special Interest Groups (seniors, disabilities, youth groups, cultural arts, park board, etc…) Keep community informed throughout process Web updates with photos of construction process Facebook and Twitter Construction Update flyers Cable TV Periodic news releases Final Beam Signing Involve ALL media
Design and Development Architects Observations to Owners: ¨ Approach the project in a positive way. It will be more challenging and time consuming than you think. But after you are finished you will have experienced one of the biggest accomplishments in your lives – and left something to be remembered by. ¨ Establish project framework goals with your customers - the community. Build consensus through a platform of shared core ideas from which to launch a specific design effort. ¨ Consider the owner, architect and contractor as one team. Design and construction is very complex - especially with tight budgets and schedules. There is no time to waste on negative issues. Support one another, keep everyone honest. ¨ Have a long-term vision about the architecture. “Heavy” construction is seldom added after the initial building campaign. But, finishes, such as paint and wall covering are easily added. . ¨ Make clear your expectations. The team: staff, architect, contractor, needs to know where you stand – ahead of time. If you are demanding but fair and consistent, the seas will part and the mountains will be climbed. ¨ Do your homework. You will make hundreds of decisions or others will make them on your behalf – which might be right for you. If you have a favorite faucet, chair, or microwave then speak up.
D & D Continued - - - ¨ Not everyone will be happy. That’s expected. After all the hard work and great ideas you came up with, you would think it’s a slam dunk. Some folks enjoy focusing on the negatives – they’ll never change – don’t let them change you. ¨ Not everything will be perfect. That’s normal. The perfect building doesn’t exist. Unlike automobile design, you don’t get the chance to build a prototype. Keep a healthy perspective – with the right team you will drive in style. Some Tips on Reusing Old Structures: Carefully evaluate the value of existing construction. It might look and feel right but you never will be sure until you know what’s inside. It’s amazing what water can do over time. Conduct complete forensic examination. Have the building, its structure and systems thoroughly examined and evaluated for long-term viability. The new paint might be hiding old, deep rust. Evaluate old building documents, and do an on site evaluation. The way it was drawn isn’t necessarily the way it was built – 30 years or so ago. Measure and verify critical dimensions. Evaluate how the new design will affect existing elements to be saved. Sometimes shoring up old walls, cutting new openings and adding reinforcing will approach the cost of new construction. Keep a healthy construction contingency. Unexpected things always pop up when trying to mesh new construction with old. Be prepared.
Coordination Between Owner and Architect Work together to develop realistic project goals that the entire team understands and support. Scope Develop a clear scope of work. Define what the project should be when completed, at the start of the process. It is always easier to subtract than add. Develop a framework that meets the project goals and objectives and maintain a wish list. The wish list is items that can easily be added to the project over time. Review the big picture; make sure that the project supports your organizations Goals and Objectives. Schedule Work with the design team to develop a project schedule and distribute it to everyone affected. Refer to it frequently during team meetings to gauge how the work effort is progressing. The schedule should be based on the major project phases with important milestone dates identified. As more information becomes available, update the schedule. If possible, identify any long lead items that could impact the schedule. Project Budget Work with the design team to establish a project budget. This is the total cost to complete the project. It must include the construction budget, other costs (fee’s, permits, FFE, etc.), and reasonable contingencies. Construction Budget This is the cost of the bricks and mortar. Too often this is referred to as the “budget”. It is the largest part of the project budget, but by no means the total cost. By definition, it is what you will pay the contractor when the project is complete. It usually represents 70-80% of the project budget.
Coordination - Owner and Architect --- Continued Other Costs Identify to the best of your abilities all the other costs that the project may need to include. Fees, special administrative costs, reimbursable costs, Furniture, Fixtures and Equipment (FFE), Voice and Data equipment, testing, permitting, etc. should all be accounted for. Contingencies Both the Project Budget and the Construction Budget need to have reasonable contingencies. There are always a variety of unknowns when a project begins. Account for these. As the project progresses and issues are better defined, the contingencies can, and should, be reduced. Overall Project Expectations Early in the process, informal partnering sessions can help everyone to establish a common level of understanding. Assign a dedicated person to lead the project internally If necessary establish a project team that this person will lead. There will be a lot of legwork, questions and new developments that will have to be dealt with. This may be one staff person ½ to full time depending upon the scope of the project and the phase of work. Keep the lines of communication open. This has never been easier. We now have phones, mobile phones, v-mail, e-mail, project web sites, etc.; use them! Establish work process protocols Regular team meetings with agendas, issue lists with action items, follow-thru and accountability are some important process tools that should be applied aggressively, consistently.
Do’s and Don’ts…Considerations Practicality vs. Aesthetics – The “Architecture Feature” Acoustics (senior dining, pre-function, dance rooms, gym, pool, sealed concrete floors, etc…) Drop off entrance – canopy vs. close parking Number of handicap parking spaces Natural light – consider which rooms face sun; window treatments; window cleaning. Control glare on playing surfaces Proximity of drinking fountains, restrooms, hand rail for seniors Ledges in restrooms for personal items Hygiene disposal stations in rest rooms Fire alarm pull station covers Soap in showers in locker rooms (code requirement) Liquid soap in restrooms – drips on floor if not over sink/counter Paper towel dispensers in restrooms – locate some adjacent to sinks vs high power air dryers Electrical outlets – locations, special requirements (dedicated, floor, 220, etc…); also outdoor (holiday) Data and phone outlets; WI-FI; plan for the future! Carpet (roll vs. squares), base molding, laminate colors, lighting, etc… Look at long term vs. short term Tile size in restrooms, locker rooms; grout color Cabinets in rooms (lockable?)
Recommend
More recommend
