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There comes a time when an agency's recreation center needs to be replaced or remodeled to meet a community's needs. Maybe your 20-year-old center is a little tired, especially compared to the newer fitness clubs you have seen. Or maybe you need space to accommodate a growing population or a demand for new programs. It could be that you could improve your customer service by revamping your facilities or improving the traffic flow through your building. If building new is just not an option, then your agency is faced with a unique set of challenges. Here are ten steps to assist you when implementing a facility addition and remodeling project. They are difficult steps. So, be careful, watch where you are going, hold on to the rail and take your time.
May/June 2004 21
Step 1: Getting Started Be ready for a long haul. From start to finish plan on approximately 18 to 24 months. This time frame will of course vary depending on the project. Identify the decision makers and key players and integrate them into the planning process. If you don't do this, you are bound to have problems later. Have a clear idea of the outcome you want and stay with it. For example, if your research tells you that you need another basketball court and two indoor soccer fields, don't get talked into three soccer fields and no additional basketball court. That said, remaining open-minded, flexible and really listening will pay great dividends in the end product. Perhaps, with some smart scheduling and clever design, one space can be used for both basketball and indoor soccer. Okay, now that you are ready to start, here are some questions to answer. What is your mission statement? What is your business? Make sure that the planned improvement aligns with your mission statement. Do you have an organization chart? Who are the decision makers and what are their responsibilities? Do you have a building program? Consider what you want to achieve and why. What are conceptual ways to achieve the goals? What is the construction quality level desired? How much space is needed and how much money is available for the project? What is the time line? A $1.5 million, 10,000-square-foot expansion project could easily demand the following schedule:
Use this as a guide to determine how much time your agency will need to spend from start to finish. What is the total project budget? The total project budget includes the new construction and remodeling costs, fixed equipment, site development, site acquisition/demolition, moving equipment, professional fees, contingencies and administrative costs. What is the Project Delivery Method? Determine your agency's delivery options. Park districts are most likely locked into a design-bid-build or construction management process. "Design-bid-build" is another name for using a general contractor. When speaking of project delivery methods, "construction management" is a broad term covering a variety of project delivery scenarios in which a construction manager is added to the building team to oversee such elements as schedule, cost, construction and project management. Check with your legal counsel to explore whether you can integrate the designing and building functions by choosing another delivery method. Your delivery method will impact your project time line. Do you have as-built drawings and specifications for your current facility? These documents will save time and money if they are available. If they are not, existing condition drawings will need to be prepared along with an inventory of existing building components. Make sure you get as-built drawings for future use once your new project is completed. Do you have soil borings? Knowing if the facility was originally constructed on and/or adjacent to poor soils will be beneficial in establishing more accurate cost estimates. 22 ¦ Illinois Parks and Recreation Has an environmental survey been completed? If your facility was constructed prior to 1980, an environmental survey needs to be completed to identify any potential hazardous building materials. Do you have a survey drawing showing setbacks, utilities and topography? Understanding what the site limitations are from the beginning will ensure that the project moves in the right direction. Do you have any preconceived ideas? Discuss with your design professional any potential solutions that you may think are viable. Don't discount your ideas and wait for the design professional to solve the problems. After all, who knows the facility problems better? Step 2: Consider Green Design What is green design and why is it good? Green design means using design and construction practices that significantly reduce or eliminate the negative impact of buildings on the environment and occupants in five broad areas. These areas include: 1) sustainable site planning, 2) safeguarding water and water efficiency, 3) energy efficiency and renewable energy, 4) conservation of materials and resources, and 5) indoor environmental quality. The U.S. Green Building Council developed and administers the Leadership in Energy and Environmental Design (LEED) Green Building Rating System that represents a national standard for defining a "green building." A "green building" in the strictest sense is determined by a design guideline and third-party certification. Green buildings in general strive to improve occupant well-being, environmental performance and economic returns by using established and innovative practices, standards and technologies. The benefits of green buildings include: • Environmental benefits of reducing the impacts of natural resource consumption; • Economic benefits of reducing operating costs; • Health and safety benefits that enhance occupant comfort and health; and • Community benefits of minimizing the strain on local infrastructures and improving the quality of life. Being green is not an all or nothing proposition. So, even if parts of your current "non-green" structure will remain untouched by your project, you can still get some benefits from your green addition. And being green is desirable. According to a 2003 Burnidge, Cassell and Associates (BCA) survey of Illinois park and recreation directors and administrators, 66 percent agreed that green design should be a key component in parks and recreation design. The majority (60 percent) noted that they would be willing to pay 2 to 5 percent more for green design knowing that it would significantly reduce or eliminate the negative impact of buildings on the environment and occupants. If you are thinking that you can't afford to be green because of the potential added costs, think again. Using low volatile organic compound (Low-VOC) paints and carpet adhesives, "green" millwork products and natural lighting are some ways to be green that will not cost more than the alternatives. At the beginning of a project, consideration should be given to incorporating at a minimum some aspects of green design as defined by LEEDs to enhance a community's quality of life. For more information on green design, visit www.usgbc.org. Step 3: Create a Winning Team Surrounding yourself with qualified and experienced professionals is a good start to creating a winning team. An addition and remodeling project is different from new construction, and anyone who says it is not is showing their inexperience. There is no question that additions and remodeling work take more time and effort than designing a new facility. As a result, depending on the size and other considerations unique to your project, your architect may request a higher fee — from 1 to 2 percent higher — to account for this difficulty factor and the additional time required. The State of Illinois' Architectural, Engineering and Land Surveying Qualifications-Based Selection Act (30 ILCS 535/1) mandates that non-home rule units of local government select design professionals on the basis of demonstrated competence and professional qualifications. If you are unaware of this Act you can purchase a copy of the Qualifications-Based Selection, commonly known as QBS from the American Institute of Architects - Illinois. (Find them on the web at www.aiail.org.) This publication contains laws pertaining to QBS, explains how QBS works and contains examples. A recommended selection process is also outlined in detail from a schedule of activities to evaluation criteria. Step 4: Understand the Project Delivery Methods Available to You When discussing the construction of an addition or a major remodeling job, the term "project delivery" refers to the many different ways to structure the work for a team to design and construct a building improvement. There are many forms of project delivery, and a helpful reference for understanding them is the Handbook on Project Delivery, published by the AIA California Council. This handbook covers the pros and cons for eight project delivery methods so that all participants in the process can make good management decisions. If you are looking for some guidance about project delivery options, this is a great place to start. Discussing this topic with your design professional will also be helpful. However, Illinois law limits public entities to certain specific project delivery methods. So, if you are tempted to try something other than the traditional design-bid-build method, then you need to check your plans with your agency counsel. Here's a brief review of the uses, pros and cons for two delivery systems most May/June 2004 ¦ 23 commonly used by public entities in Illinois.
Design-Bid-Build - With this method, the owner contracts with an architect for the building design. The owner seeks bids from qualified contractors and selects the lowest bid. The architect may then work with the contractor as the owner's agent to complete the work. This method is common to all types of undertakings, particularly those initiated by public clients with legal requirements to select a low-bidding contractor.
Construction Manager as Advisor -
This project delivery option is appropriate for an owner who does not have the time or in-house expertise to oversee the building process. Step 5: Think Creatively
We all have heard the phrase, "think outside the box." Use that right side of your brain and be creative. Test your ideas before you or others discard them: Maybe creating a fitness center and walking track from your little-used racquetball courts is a consideration. Morton Grove Park District implemented this solution. Gary Balling, who was the executive director at the time, was so pleased with the results, he said that if he had to do it all over again, he would have remodeled eight of the nine courts instead of converting just six courts. Remember that the more constraints, the more creative the solution. Envision the potential. Don't begin thinking about where you are and how you get to the potential. Rather, start thinking about the potential and then work back to where you are now. Here are a couple of myths and facts to consider:
Myth: Addition and remodeling costs are the same as new construction. The reasons include the scale of economy that is directly proportional to the size and cost of the improvement. The work tends to be more complex, and most additions and remodeling typically occur while the facility is in operation. Incorporate a 5 percent construction contingency for new construction and 7 percent for remodeling.
Myth: A cost estimate equals bid price. A cost estimate is exactly that, an estimate. The construction cost estimate should reflect the anticipated cost at the middle of the construction phase. Step 6: Investigate Partnerships One of the challenges we all face, no matter what our business service, is how to do more with less. Partnerships can be the answer. According to a BCA survey of Illinois park and recreation directors and administrators, professional health care providers, such as hospitals, are the overwhelming favorites for health and wellness partnerships. More than half (64 percent) of the survey respondents would partner with a non-profit organization such as a YMCA, municipality or school. Over one-third (38 percent) would consider partnering with a professional management corporation. The benefits of partnering with a professional health care provider can include an annual rent income, orthopedic and sports rehabilitation, job therapy, weight and health management programs, wellness classes, and health screening. Having a health care provider also gives credibility to the programs and facility in the eyes of the users. Rich Grodsky, executive director of the Elmhurst Park District knows this firsthand. The district's 80,000-square-foot Courts Plus fitness center also houses a large portion of Elmhurst Memorial Healthcare's LifePlan program, including physician-prescribed physical therapy and health education programs. Partnerships can save resources from construction costs to operations and maintenance costs, and they are a benefit to taxpayers who truly own public facilities. 24 ¦ Illinois Parks and Recreation Step 7: Plan for Revenue Park district and recreation agency facilities are facing many challenges today to remain successful and profitable beyond the initial period that the recreation center opens or after the "newness" wears off. These challenges include growing and maintaining membership along with fulfilling patrons' needs for quality programming and facilities. We all know that everyone wants to receive the best value and service and that includes membership and programs at a recreation center. So what are the factors that contribute to delivering what the customer wants while operating a profitable recreation center? What are the spaces and programs that produce a revenue surplus? First and foremost, you can't make the fitness center too large. The top three reasons, listed in order of priority, that patrons use a community recreation center according to a BCA survey are:
1. For exercise at the fitness center,
Maryfran Leno, director of parks and recreation at the Itasca Park District, noted that recent improvements at their recreation facility have resulted in membership growing by 40 percent, facility usage increasing by 38 percent, babysitting usage growing by 43 percent and fitness revenue increasing by 48 percent. Step 8: Schedule Value Engineering What is value engineering and why do you need it? Value engineering is a systematic procedure to seek out optimum value. Value engineering makes a design more effective by substituting cost effective options. For example, rerouting ductwork in lieu of installing a new rooftop unit due to budget constraints may be a cost effective way to improve air distribution. Don't let anyone tell you that value engineering is cost cutting. Be sure to incorporate value engineering early — as an integral part of the design phase. Typically, it should occur at the end of the schematic phase, not during the construction document and bidding phases. Unscheduled value engineering typically occurs late in the course of the project after construction documents are completed. Late value engineering can disrupt the design and construction drawing development with rework that is costly and can impact the schedule and budget. Value engineering late in the process can evolve into second-guessing the original design concepts by a party whose sole purpose is to cut the upfront costs of a project. The result can mean reduced quality and increased lifecycle costs. So what's the solution? Schedule value engineering as part of your design process from day one and avoid the knee-jerk reaction of cutting costs after the construction documents are completed under the guise of value engineering.
May/June 2004 ¦ 25 Step 9: Develop a Construction Strategy Devise a plan that takes into consideration events and activities planned at the facility. Can they still occur, and, if so, how will they be accommodated? Do some events need to be cancelled or rescheduled due to the construction schedule? Answering these questions early during the design process will enable the agency to make necessary adjustments before beginning construction. Since most agencies want and need to remain open during construction, consider phasing the construction and how it will be accomplished prior to putting the project out for bid. This early planning will enable the architect to delineate the phasing scheme on the construction drawings and write clear specifications about the scope of work. A common strategy is to construct the new spaces, move into them and then remodel the existing spaces. The construction may require a temporary entrance, exits and interior corridors. Temporary construction partitions will most likely be required to separate work areas and areas occupied by the owner from the new construction, as well as to provide weather protection. Make sure that these items are clearly shown on the construction documents to avoid confusion during construction. You also need to have answers for the following questions: • How will the new construction be heated and cooled? What are the minimum temperature and humidity requirements? • Where will the construction trailer(s) be located? • Where will the construction fencing and gating be erected? • Is the excavation material going to be kept on site or hauled off? If kept on site, where and how is it going to be incorporated? • Who is responsible for providing temporary exterior signage and barricades to direct people? • Can you schedule noisy or hazardous work at times that don't interfere with normal operations? If work needs to be completed in some areas on off-hours, let the contractor know in the bid documents. This way, the bids will reflect this additional cost and you can avoid a change order later during the process. • Are specific items being salvaged for the owner's use, and, if so, are they dearly identified? Step 10: Show, Tell and Communicate It may seem obvious, but you need to remind the users of the improvements being made. This will help offset the inconveniences that will occur during the construction phase. Plan on losing some members who don't want to be inconvenienced, but remain focused on the end product. (You can get those drop outs to come back when the work is done.) Create a web page section that gives weekly updates and shows the progress. Publish the current state of completion in your newsletter. Display architectural renderings or other images of the planned improvements to keep the user focused on the target. If activities and events are going to be cancelled, let people know well in advance so they will be more tolerant. Poor communication is one thing you want to avoid. Keep the lines of communication open between your architect and construction manager/contractor. Hold monthly construction progress meetings to review the construction completion status, activities, proposed changes and change orders. Staying in touch during the construction phase will ensure you get what you expect. Lack of communication during the construction phase with the project team can result in "I didn't know that was what I was getting" comments. The Top 10 and Beyond So there you have it, ten important steps towards successfully implementing an addition and remodeling project. Your challenge is now to create a recreation facility that reinforces a sense of place; is healthy and productive; and enhances your community's quality of life. Daniel R. Atilano, AIA,is the principal-in- charge and team leader of the Recreation Studio at Burnidge, Cassell and Associates, Inc (BCA). BCA is an Elgin-based full-service architecture firm specializing in park and recreation design services from planning through construction. The firm's services include architecture, interior design, and landscape architecture. 26 Illinois Parks and Recreation |
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