Facility Renovation
Facility Renovation Memorandum
June 7, 2011
To: All University Renovation Clients
From: Daniel T. Slesnick, Ph.D., Vice Provost for Resource Management
Pat Clubb, Ph.D., Vice President for University Operations
Subject: Procedures for Requesting Renovation Projects
This memorandum outlines updated procedures and schedules for campus renovation projects as part of an ongoing effort by Project Management & Construction Services (PMCS) to improve and streamline management of these projects. Projects include, but are not limited to, office, laboratory, and classroom renovations, and interior renovations that involve new furniture and carpet. The procedures to request routine maintenance are unchanged, and these requests should continue to be transmitted directly to your Facilities Services Zone Maintenance Office.
PMCS is responsible for the design and management of renovation projects with budgets up to $4,000,000, an increase from the previous cap of $2,000,000. Since these larger projects demand more design and construction time than smaller ones, they require earlier submittal to ensure timely project delivery. PMCS will continue to evaluate its current project delivery system to improve its capacity to accommodate larger projects.
To improve our service and better meet your needs, the following information and guidelines are provided to assist you in submitting projects.
Initiation of New Renovation Projects
Step 1: Identify project and submit work request
As the first step to initiate a new renovation project, you must identify the scope of work and submit a request for preliminary design and cost estimate, using a service request form (SR-10). Information on how to submit a request for work using either the paper SR-10 form or the electronic version can be found on the PMCS website.
Academic departments and non-academic units submit the SR-10 request for preliminary design and cost estimates to their dean’s or vice president’s office. The dean or vice president assesses the validity and scope of the proposed project, determines its relative priority, and forwards only those projects necessary to enhance their programmatic goals to PMCS. Careful screening at this stage allows the university to make optimal use of limited resources and ensures that PMCS dedicates estimating, design, and construction resources to projects that best serve the University.
Step 2: Preliminary Scope and Cost Estimate
Next, PMCS develops a preliminary scope and cost estimate. Generally, PMCS assigns top priority to faculty recruiting requests. PMCS assigns second priority to requests for renovation projects critical to the development of new initiatives and/or the continuation of existing programs. PMCS assigns third priority to all other routine projects.
Please note that PMCS has established design and construction standards for materials and energy consumption to ensure that renovation projects provide durable and sustainable results.
Step 3: Authorization for Design and Construction
The final step in the process is authorization for design and construction, which involves formal approval of the project and identification of the funding source by the client. All client questions pertaining to the allocation of departmental or other resources for the project are directed to the Provost or the respective vice president. Academic departments submit requests for construction authorization, accompanied by all the preliminary design and cost estimate materials, to the Provost via their respective dean. Non-academic units submit their requests to their respective vice president. The dean or vice president re-assesses the project and decides whether it should be approved for construction. If the project is approved, the Provost or vice president determines the overall priority for the project within his or her operating unit. Academic departments must comply with Provost procedures regarding funding and project scope approval.
Special expediting or other unusual handling of proposed academic and non-academic construction projects requires the approval of the Provost or Vice President for University Operations. Since project estimating resources, as well as design and construction resources, are finite, approval of a request to expedite a project usually requires deferring other projects currently in progress.
The Provost and vice presidents have final responsibility for approving renovation projects. For certain projects, however, this authority may be delegated. Examples include: (1) delegation of project approval authority by the Provost to deans for initiation of projects and for approval of department-funded projects under $25,000; and (2) delegation of authority by vice presidents to auxiliary enterprises for projects using auxiliary funds.
Schedule
To ensure a priority renovation project is completed by a desired occupancy date, submit the project request to PMCS with adequate time to design, competitively bid, and construct the project. To determine the amount of time a given project requires from a planning perspective, please refer to the chart that follows: “Estimated Design & Construction Schedule for First Priority Renovation Projects.”
Previously, October 15 was the deadline to submit renovation projects in order to meet an August 15 delivery date the following year. Due to the new $4M project budget cap, use the chart below to estimate project delivery dates. The timelines shown in the chart are estimates for each project phase, and PMCS will make every effort to complete designated first priority projects within these time frames. However, these timelines should not be interpreted as guarantees. Instead, each project schedule will be developed on the basis of the particular scope and characteristics of that project. As mentioned previously, PMCS gives first priority to new projects involving faculty recruiting (PARs) and existing projects may have to be deferred.
| Project Cost | Preliminary Estimate | Funding Approval | Final Design | Bid | Const Duration | Total Project Duration (days) | Total Project Duration (months) |
|---|---|---|---|---|---|---|---|
| Up to $250K | 60 | 30 | 60 | 60 | 90 | 300 | 10 |
| $250K-500K | 60 | 45 | 90 | 60 | 120 | 360 | 12 |
| $500K-1M | 60 | 60 | 120 | 60 | 150 | 450 | 15 |
| $1M-4M | 60 | 90 | 150 | 60 | 180 | 540 | 18 |
Example: If a project must be completed by August 15, 2012, and the estimated project cost is $550K, then the service request form (SR-10) should be submitted to PMCS by May 15, 2011 (15 months total time required).
Commissioning Tasks
Timelines shown in the chart reflect the estimated design and construction time required for the project and DO NOT include additional department/unit tasks that may be required after construction is completed. These commissioning phase tasks include such activities as installation of department-purchased furniture and special laboratory and/or multi-media equipment; delivery, installation, and activation of phone and computer systems; and relocation of occupant files and equipment. These tasks may add days or weeks to the total project delivery timelines and must be identified when establishing design and construction schedules with PMCS.
Communication
Projects may be submitted at any time and will be added to the PMCS schedule. The earlier a request is submitted, the more likely a desired schedule will be met. Projects submitted with less than the prescribed project timelines may NOT be delivered by the desired completion date.
Departments and non-academic units are strongly encouraged to work proactively and directly with PMCS in managing their workload so that resources may be directed appropriately. Renovation is a dynamic activity with many variables and speculative characteristics. Estimates of cost, resources, and schedule are not exact and become more refined only as the project moves through the project delivery process. It is therefore of paramount importance that good communication occurs between the assigned PMCS Project Manager and a single representative from the client organization. This communication is necessary from the beginning to the end of the project delivery process. It is equally important that the client’s representative keep all client stakeholders informed regarding their project.