Facility Management - A Process That Never Ceases Presented by: Stu - - PowerPoint PPT Presentation
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
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
recreation facility
VI. Facility Management
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)
“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
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.
¨ 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.
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
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.
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.
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.
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
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?)
Wall backing/support (for coat racks, office overhead files, wall displays, ballet bars, mirrors…)
Cable TV, music, intercom/paging system, PA systems, security camera system
Design of control point for member only areas
Counter heights for front office staff
Lockers – consider number; half or full size
Locker Room – bench locations
Family Locker Room – individual shower area
Bulletin boards, display racks for brochures
Specs for humidity levels in gym, pool; also dehumidification systems
Jogging track – Recommend 4 lanes, 3’/lane
Fitness Room – stretching area, future expansion
Paint – flat, eggshell, enamel, zolotone; wallpaper
Extras supplies when project is completed
Projection screens, wall TV’s in meeting rooms; dimming panels for lights
Art work in facility
Signage – exterior, interior, wayfinding, displays, maps, evacuation signs…
Exterior items – landscaping, flag pole, planters, bollards
Number of RTU’s
Follow through of “punch” list items on a timely basis
Building Operations Staff – in house vs contractual Annual inspections – required by state, tenant
Elevator (annual, monitoring), pool, HVAC (computerized,
Fitness equipment
Here is the infomercial from Precor: http://www.youtube.com/watch?v=2H8oRCrmIic This is from NetPulse which is the platform used by Matrix: http://www.youtube.com/watch?v=a4Yn1hS3Jm0
Floor mats (carpet, slip) Plants – live vs artificial Pool deck surface – tile vs swirled concrete
Wood floor refinishing General building supplies – state/county contracts, MITN Tile floors – slip resistance Shower curtains – type, size “Warehouse Effect” Other potential revenue areas – Lock-ins, Wellness,
How long do you continue with a program that is losing