American Council of Engineering Companies of Massachusetts (ACEC/MA) 9|8|2017 1
What We Do Capital Planning and Project Delivery Strategic capital planning • Design and construction for new buildings, major renovations, repairs • Energy efficiency retrofits and installation of renewables • Accessibility planning & improvements • Facility Management Property operations, including management of surplus real estate • Massachusetts College of Art and Design – Technical assistance for all agencies (training, contracting, and hazmat) • Center for Design+Media Space Planning & Interior Design • Real Estate Acquisitions for all agencies, including sites for new buildings • Disposition of surplus property and leasing/ licensing access to other • properties Leasing/ Lease Management • Other responsibilities MBE/WBE – statewide goals and compliance on DCAMM projects • Contractor certification and evaluation • Emergency waiver requests • Salem Trial Court Statewide CAMIS and MAsetts state property inventory report • 2 ACEC 9|8|17
Portfolio of Active State Buildings Active Major and Minor Buildings by Program (in Millions Gross SF) Data as of August 2017 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 UMass System 14.9 State Universities/Comm Colleges 13.6 Public Safety and Security 8.7 Health and Human Services 6.6 Energy and Environmental Affairs 5.2 Judiciary 4.9 Sheriffs 4.2 The Commonwealth owns ≈ 4,300 active buildings comprising nearly Administration and Finance 4.0 66 million square feet Department of Transportation 3.1 Other (Tourism; SEC; EOLWD) 0.1 3 ACEC 9|8|17
Commonw ealth Assets by Date of Construction - Higher Ed E& G Space example 12,000,000 10,000,000 Square Footage Added 8,000,000 6,000,000 4,000,000 2,000,000 0 1950 1960 1970 1980 1990 2000 2010 community college state university umass ACEC 9|8|17 4
Baker-Polito Administration Capital Investment Plan Themes 5 ACEC 9|8|17
Funding for the Commonw ealth’s overall capital plan totals $4.366 billion in FY2018 FY18 Source Proposed ($B) General Obligation Bonds $2,260.0 Special Obligation (CTF) Bonds 351.9 Federal Funds 1,093.7 Project/Self-Funded 63.7 Other Contributions 326.9 (authority, private, etc.) Pay-as-you go (PAYGO) 269.7 FY2018 State Plan TOTAL $4,365.9 http://www.mass.gov/bb/cap/fy2018/dnld/fy18capitalplanma.pdf 6 ACEC 9|8|17
FISCAL YEAR 2018 BOND CAP ALLOTMENT CAPITAL AGENCY FY2018 ($ thousands) % Total MassDOT $884,147 39.1% DCAMM $522,509 23.1% DHCD (Housing and Comm. Dev.) $210,807 9.3% EOEEA $210,053 9.3% Housing and Econ. Dev. $131,875 5.8% MassIT $138,496 6.1% ANF $123,889 5.5% Public Safety $19,223 0.9% Education* $19,000 0.8% Total $2,260,000 * Does not include Higher Education Capital Projects, which are funded through DCAMM. FY2018 ($ thousands) $Millions $1,000,000 $900,000 FY18 Approved $800,000 $700,000 Capital Spending $600,000 $500,000 $400,000 % Allocated by $300,000 Capital Agency $200,000 $100,000 $0 7 ACEC 9|8|17
DCAMM FY2018 Approved Capital Spending by Summary of DCAMM’s Program FY18 ($ thousands) FY18 Cap Spending Higher Education $190,480 36.5% by Program State Gov’t Infrastructure $158,240 30.3% Courts $87,350 16.7% Energy and Enviroment $10,055 1.9% Health and Human Services $44,535 8.5% Public Safety and Security $31,850 6.1% Total $522,510 $250,000 $200,000 $ Millions $150,000 FY18 ($ thousands) $100,000 $50,000 $0 Higher State Govt Courts Energy and Health and Public Safety Education Infrastructure Enviroment Human and Security Services 8 ACEC 9|8|17
DCAMM’s Capital Program – Looking Forw ard Projected Trends: DCAMM Spending Request by Type ($000s) $600,000 $500,000 $400,000 Targeted Growth Modernization $300,000 Maintenance $200,000 Note : Figures for FY18 and $100,000 beyond subject to review in the next capital planning $0 cycle FY16 FY17 FY18 FY19 FY20 FY21 10 ACEC 9|8|17
Agency Priorities Strategic planning • Improving project delivery • Focusing facilities management & stewardship role • Agency operations & customer service • Mass Art- Center for Design and Media Realizing value from State-owned assets • Being more strategic in capital planning • Sustainability & resiliency • Expanding access and opportunity • Taunton State Hospital-Chambers Renovation 10 ACEC 9|8|17
Carol Gladstone Organizational Chart Commissioner David Abdoo Chief of Staff James Henderson Matthew Cocciardi Director of Human Director of Legislative Resources Affairs Liz Minnis Jay Mitchell Beth Rubenstein Ron Renaud Hope Davis Andrea Loew D/C Planning D/C Design & D/C Real Estate D/C Finance & D/C Facilities, General Counsel Construction Management Administration Management & Maintenance Real Estate Five-year Capital Capital Project Building Capital Budget Legal Support • • • • • • Plan development Design Operations Acquisitions & Operating Budget Services • Dispositions and tracking Accounts • Building Systems Capital project • Payable/Receivable Emergency • • Strategic & Master Leasing Office Construction • Contracting and Waivers • • Engineering Procurement Asset Management Planning Legislation • Project Controls Contractor • • • Board Energy Programs Certification • Project Feasibility Litigation Contracting • • • Space Planning & Leases and Access & • • • standards and Interior Design Licenses of State Opportunity/ Environmental & Preliminary Design • • procedures Property Compliance Permitting Legal Services DSB Coordination Statewide Property • • Inventory & GIS Agency IT Strategy • 11 ACEC 9|8|17
Improving Project Delivery Organizational Assessment & Change • Small Projects Team • Project Controls • Planning/Project Delivery • Management Training • Process Changes • Streamlining Change Orders • Digital Initiatives • On-line bidding • Electronic Project Management - Prolog • Compliance • Update to Fee Guidelines – Negotiated Fee • Update Resident Engineer Program • 12 ACEC 9|8|17
Strategic Planning Higher Ed Strategic Framew ork Process 13 ACEC 9|8|17
Strategic Planning Trial Courts Strategic Master Plan 14 ACEC 9|8|17
Upcoming Planning Projects Projects coming out of Higher Ed Strategic Framework • Concept studies • Projects – mostly renovations • Potential HD’s for institutions – under $5 M • Military Master Plan - Real Estate and Renovations/New Construction • Trial Courts – Renovations/repairs • Planning – Southern Middlesex Courts • Human Services: • Low Threshold Housing at Shattuck Hospital site • Chelsea Soldier’s Home – Campus Planning • Shattuck Hospital - Renovations/Replacement • Statewide Office Occupancy • Leasing strategy • Capital Investment • 15 ACEC 9|8|17
Project Controls Group Payments support • Electronic Project Management • Process Change • Budget Management • Schedule Management • Training • Barbara A. Bates Jim Styles Brian McNulty Nicole Aubourg Alcina Quach New Hire 16 ACEC 9|8|17
Change Order - Process Changes Weekly Change Order Requests review at job meeting • Changes under $2K processed by the DCAMM PM • Eliminate NOI and “green sheet” (changes must be • detailed and approved prior to the work being put in place) Revised CO Process flow chart Contractors use Potential Change Order Log to track • all PCO’s PCO’s on Log over 30 days will be expedited for • review Bundling of multiple Change Order Requests into one • Change Order when appropriate Training for all Prime and Sub Contractors for the new • expedited Change Order Process. 17 ACEC 9|8|17
Small Projects Team What is a Small Project? A Small Project is any vertical construction • project at DCAMM capable of being completed on an accelerated timeline. Criteria: A. SCOPE!!! B. Under $10 million Estimated Construction Cost C. Capable of Completion in 1 year Façade, Cupola, Roof Replacement—Blinn D. Constitutes 70- 75% (by number) of DCAMM’s current portfolio — Hall, Mass. Maritime Academy as of 8/15, 48 projects, $146M ACEC 9|8|17
Small Projects Team How Will the Formation of the Small Projects Team Affect Engineers and Contractors? A. Accelerated Decision-Making, Contracting, and Execution—WE ARE B. Engineers: Be Ready to Work — YOU ARE (THANK YOU) C. New House Doctors Specifically Assigned to Small Projects – COMPLETE Taunton State Hospital, Secure Grass Rec Yard for Youth Population. ACEC 9|8|17
Small Projects Team REVISED PROJECT DELIVERY A. Project Initiation—TRIAGE B. Single Point of Contact, End-to-End Project Management C. Partnership with Designers and Contractors—ACEC/DCAMM Partnering Meetings, Informational Meetings with Designers, Information in Invitation to Bid Documents of DCAMM Expectations D. Greatest Time Savings in Initiation and Study—Over 1 year E. 75% Improvement in Procurement and Contracting—Decreased time From Invitation to Bid Until NTP To GC From 105 to 45 days; Repeatable, Dependable Process ACEC 9|8|17
Small Projects Team SO. IS IT . . . WORKING? ACEC 9|8|17
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