California State Capitol Annexannex.assembly.ca.gov/sites/annex.assembly.ca.gov/files/17_07_06R... · 7/7/2017 · California State Capitol Annex ... 2.Budget is developed quickly

CaliforniaStateCapitolAnnex

DemystificationoftheRestorationProcess|July10,2017

MeetOurPresenters

DavidHartExecutiveVicePresident

JoeStahlmannProjectManager

CapitolProjects• 2000– 2004UtahHouseandSenateExtension

• 2000– 2010UtahCapitolRestorationandBaseIsolation

• 2011– 2017MinnesotaStateCapitolRestoration

• 2014– 2016MinnesotaNewLegislativeOfficeBuilding

• 2015– 2019– WyomingStateCapitolandHerschler OfficeBuildingRemodel

01

CharacteristicsofCapitolProject1.Ownershipislargelyelectedandchangesevery4to6years2. PoliticalbyDesign– VaryingdegreesoftrustbetweenLegislative,ExecutiveandJudiciary3.ManyStakeholders,Voicesandpeoplewhobelievetheyarecapableofmakingtherightdecision4. LackaConstituencyfortheCapitolorComplex– NoonespeaksfortheCapitol5. Restorationisexpensiveduetothegrandeurofthebuildingandschedules6.Governmentnevertakesabreak– Legislaturemeetsannually– WorkmustadjusttoLegislature7. ProgramingandPlanningisnotthetypicalprocessthatproceedsthedesignprocess,itisresolvedlater8. ImpositionofModernConcerns– Technology,Security,LifeSafety,CommitteeRooms……9. Touristdestinationsevenduringconstruction10.SwingSpaceduringconstructionposeschallengesinlogistics,communications,workflow11.ConfusionabouthowtogetstartedThereisapositivewayforward– Theseprojectsareabletobedoneanddonewell!

CapitolsandCapitolProject03

TypicalStepsintheDesignProcess1. Owneridentifiesaninternalneedforafacility2. Budgetisdevelopedquicklywithmanyassumptions– politicalpressuredrivesthebudget3. Scheduleisassumedbasedonpastprojectsofsimilarsize4. Seekfundingfordesignandconstructionservices5. Hireadesignfirmtodoprograming,planning,studies6. Stakeholderaretalkedto,designsarecompleted7. OwnerretainsContractor/CMr orothertoconstruct8. OwnerretainsPMtobasicallymanagetherelationshipbetweenthearchitectandthecontractorOutcomes:1. Capitolsarenotlikeotherprojects– Large,Complex,PoliticallyMessy,- ChallengesOccurimmediately2. Changes,scheduleimpacts,delayscanalloccurwithchange3. TensionsincreasebetweentheLegislativeandExecutiveBranch'sofGovernmentandFingerPointingoccurs4. Newscoverageisnotpositive,Anxietylevelsincrease.

CommonCapitolPitFalls04

ChangetheProcess:1. Identifyaneed2. SeekcouncilfromanOwnerRepresentativewhohasdoneCapitolsorLegislativeprojectssuccessfully3. CreateaGovernanceCommittee,Board,Commissionthathasbroadauthoritytoact4. ListentoLeadership,ExecutiveBranch– Governor,LegislatureBranch– Assembly/HouseandSenate5.UnderstandandidentifytheexpectationsandguidingprinciplesfromLeadership– projecttofollow6. ClearlyDefinetheproject,quality,quantity,scopeandschedule– ComprehensiveMasterPlan7.AlignthetypeofProcurementMethodwiththeguidingprinciplesandprojectdefinition8.WorkwithLeadershiptodeterminefeasibilityandfunding9. Retaintherightprofessionals(Architects,Engineers,Builders….)fortheproject10. AllowtheProfessionalstodowhattheydobest,whiletheOwnerRepresentativeworkwithLeadership

WecallthisEarlyProjectDefinitionandAlignment(EPD&A)

RecommendedCapitolProcess05

ProjectDefinitionandAlignment -06

• Procurement– Projectdeliverymethods• Projectestablishmentandorganizationframeworkandstructure

• Budgetmanagement• Schedulemanagement• Designmanagement• Security• Seismicconsideration– Structuralinformation• OverallOwnerInvolvement

• ManagementPlanning– Outlinedevelopmentofoverallprocess

OutlineforToday’sDiscussion

RecommendedProcess(Demystification)

07

City Planning

EPA

Agency

Chamber of Commerce

DepartmentStreets &

Highways

Beautification Commission

Unions

OSHA

Fire Marshall

Public Works

Street and Highways

ADA

EPA

HistoricalPreservation

Sub-subManufacturer

Supplier

Manufacturer

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ManufacturerSub-sub

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Sub-sub

Supplier

SupplierToilet compartments

& accessoriesCompressors and

fan units

Concretereinforcement

Architecturalwoodwork

Roughframing

MetalfabricationsSignageVacuum

systems

Buildingspecilaties

HaulingRoof and site

drainageGrading &excavation

Metalfabrications

LockersMoistureprotection

Striping Stucco

Wallcoverings

Concretesupply

Doors andframes

Hardware RO waterCountertops

Food service Glass & glazingFencingSecuritysystems

Soiltreatment

Structuralsteel

CleaningCarpeting Ductwork FlooringLandscapingand planting

MechanicalInsulation

Sealants &caulking

SkylightsWindowwall

Block andbrick

FirestoppingControlwiring

FlagpolesNetworkwiring

Metal wall &roofing panels

Pools andfountains

MillworkSite

sprinklersTermitecontrol

Windowcoverings

Buildinginsulation ElevatorsTile

Roofhatches

PlumbingMoldcontrol

OverheaddoorsDemolition

Concreteformwork

Flashing &sheet metal

Windows, glass &glazing

Telecommunications consultant

Audio Visualconsultant

MechanicalEngineer

Electricalengineer

Testing andInspection

Life Safetyconsultant

Civil engineerGraphics and

signageconsultant

Designarchitect Network

cablingconsultant

Codeconsultant

SystemQualityControl

ScheduleControl

ConstructionAgent

UsersUsersUsers

Users

Users

Users

UsersUsers

Acousticalconsultant

Sanitaryengineer

Food serviceconsultant

Securityconsultant

UsersUsers

Users

Users

Users

Users

UsersUsers

UsersUsers

Users

Users

Users

Users

Users

Users

Users

Users

Users

Users

Users

UsersUsers

Users

Administrators

Users

Users

Users

Users

Users

Users

Users Users

ContractingCost Control

Structuralengineer

Architect ofrecord

AcousticalConsultant

Hardwareconsultant Lighting

consultant

Contruction

Erosioncontrol

OrnamentalIron

Paving RoofingAcousticalceilings

Casework Drywall ElectricalFire

protectionPaintingClearing &

stripping

GeneralContractor

INNOVATIONS IN PROCESS MANAGEMENT

Media

TheTruthBehindProjectProcurement

• Conflict• Unknownresults• Changeorders• Arguments,hurtfeelingsandlitigation

• Missedschedulecommitments

• $$$$$$Costover-runs

08

UnderstandingDesign-Bid-BuildContractor’sincentiveistomaximizejobprofitsthroughambiguities,errorsandchanges

Client

GC

A/E

U SBS

ConstructionPD $DesignLatenewsoncost

Takestoolong

NoCollaboration

Procurementstrategy isprimaryskillrequiredforselection

OR

09

TruthofDesign-Bid-BuildOrganizationInnovationsinProcessManagement

ProjectBudget

ConstructionPD $Design

PeriodofRelianceonEstimates

Painfulcorrections

Firsthardcostknown

=QualityLostatCorrection

10

Design/BuildContractor’sincentiveistomaximizejobprofitsthroughManagementofDesignandqualityincentivesharedsavings

Client

GC A/E

U SBS

$ Design

Shortertimeperiod

LimitedcollaborationbetweenOwnerandA/E

Procurementofsub-contractoristypicallyonhard-bidornegotiations

$Earlydiscussiononcost Designbuilderbudgetandqualitycontrol

Construction

Improvedcollaboration

OR

PD

11

Design/BuildPeriodofRelianceonEstimates

GMP ProjectBuy-Out

ProjectBudget

Construction

$

Design

=BudgetandQualityCorrection

ContractorManagedBudget

OwnerApprovedBudget

PD

12

Client

GC A/E

U SBS

ConstructionQuality,Budget&Schedule

Design

ContinuousMonitoringofCostandSchedule

ManageSchedulefromDayOne

=ExcellentCollaboration

CM/GCisselectedatthebeginningoftheprojectProvideflexibilityonhiringofSubcontractors

IncentiveSharedSavings

ProcurementofSubcontractorisFlexibleandmanagedasateamtodeliverbestvalue

SoftRelationshiptoSub-contactor

INNOVATIONSINPROCESSMANAGEMENT

ConstructionManagementatRiskPrimaryroleisManageBudgetandSchedule

OR

$PD

13

ProjectBudget

Construction

A/EDesign

Periodofrelianceonestimates

OngoingcorrectiontomaintainQuality

ProjectBuyoutPeriod

PD

GMP

INNOVATIONSINPROCESSMANAGEMENT

ConstructionManagementatRisk

Project

$ Quality,Budget&ScheduleManagement

14

ProjectestablishmentandorganizationframeworkandstructureINNOVATIONS IN PROCESS MANAGEMENT

Howtheprojectissetupisthesinglemostimportantaspectoftheproject

TheProjectDeliveryMethodshouldbeselectedbasedupon:

• GuidingPrincipleswhichwillgoverntheproject• OwnerExpectationaroundquality,costandbudget• Hierarchyofprioritiesthattheownercarethemostabout– ProjectDefinition

Thisinformationisthenbuiltintoa“ProcurementMatrix”whichwillhelpidentifythedeliverymethodandcontractprovisions.

15


ADeliveryStrategythatBestFitstheProject


Projectestablishmentandorganizationframeworkandstructure

Selectingadeliverymethodisascriticalasselectingthe:• OwnerRepresentative• Architect• Contract

Thisprocessmustbedrivenbythe:• GoverningPrinciples• Hierarchyofpriorities• OwnerExpectationon

Quality,CostandSchedule.

WheredoyouStart?

16

• Well defined projects cost 17% less than the average• Poorly defined projects cost 20% moreEdwardMerrillIndependentProjectAnalysisCorp.,Reston,VA

Average

20%

Good

Poor

17%

37%


Projectestablishmentandorganizationframeworkandstructure17

Thecostofachangeinaprojectincreasesbyafactorofabout10eachtimetheprojectchangesitsstate.

Withoutoutdevelopingtheprinciplesbywhichtheprojectisgovernedandthehierarchyofexpectationstheprojectissubjecttopoliticaloutsidepressuresthatcanandwillincreasecostsandlengthen

schedules.

Written requirements

Design drawings

Construction drawings

Occupancy

Construction

INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT


ProjectestablishmentandorganizationframeworkandstructureINNOVATIONS IN PROCESS MANAGEMENT

UnderstandingtheProfessionsRolesonaProject

OWNERSREPRSENTATIVES

• Assisttheownerinestablishingexpectationsandsettingtheandhierarchyofownerpriorities.

• Overseeandparticipateindecisionmakingwithusers,buildersanddesigners.• CoordinateswithLeadershiptomaintainconsistentcommunications

ARCHITECTS

• Manageotherdesignprofessionalsandconsultants.• Responsibilityforthedesignprocess.

CONSTRUCTIONMANAGERS

• Integrateandmanagesubcontractors.• Responsiblefortheconstructionprocess.

19

Owner’s Interest

SITE DEV.

SKIN

ROOFING

CORE

PLAN

FINISHES

MILLWORK

MECHANICAL

ELECTRICAL

PLUMBING

STRUCTURAL

CIVIL

INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTProjectestablishmentandorganizationframeworkandstructure

Sharing the Vision

20


SITE DEV.

SKIN

ROOFING

CORE

PLAN

FINISHES

MILLWORK

MECHANICAL

ELECTRICAL

PLUMBING

STRUCTURAL

CIVIL

Architect’s Interest

Owner’s Interest

INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTProjectestablishmentandorganizationframeworkandstructure

Sharing the Vision

21


SITE DEV.

SKIN

ROOFING

CORE

PLAN

FINISHES

MILLWORK

MECHANICAL

ELECTRICAL

PLUMBING

STRUCTURAL

CIVIL

Contractor’s Interest

BlurredVision

By aligning early the owners: • Governing

principles, • Expectations • Hierarchy

The project avoids a blurred vision and delivers the quality on time and budget.

Sharing the VisionArchitect’s Interest

Owner’s Interest

INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT


COLL

ABO

RATI

ON

The traditional approach

Selecting the Right Team


Selectingthewholeteamatoncecanleadtosome

membersoftheteambeingweakerthatwhatwouldbe

desired.

23

COLL

ABO

RATI

ON


a paradigm shift

a traditional approach

Selecting the Right Team

INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT



DesignManagement

25

DesignScopingWorkshops• Bringallbrainpowertotheworkshop• UtilizingtheGoverningPrinciples,expectationsandhierarchyofpriorities

• Createacollaborativeenvironment• DeveloptrustingprojectrelationshipsSummarySessions• Resolvecostandscheduleimpacts• Everyonehasanassignmentforthenextworkshop


DesignManagement

26

CSI Number Section Orignal MOCA EstimateMOCA EstimateCombined J.E. Dunn and MOCA11/02/2012 Cost Model11/12/2012 J.E. DunnWorkshop # 2Difference 11/12 vs Workshop # 2Workshop # 3Difference Workshop # 2 vs Workshop # 3Workshop # 4 Difference Workshop # 3 vs Workshop # 4Workshop # 5Difference Workshop # 4 vs Workshop # 5Workshop # 6Difference Workshop # 5 vs Workshop # 6Workshop # 7Difference Workshop # 6 vs Workshop # 7Workshop # 8 Difference Workshop # 7 vs Workshop # 8Workshop # 9 Difference Workshop # 8 vs Workshop # 9

1 General Requirements/General Conditions10,312,179.00$ 10,312,179.00$ 8,872,000.00$ 8,872,000 8,872,000 8,872,000 0 8,872,000 0 8,971,262 99,262 8,971,262 0 8,971,262 0 8,971,262 0 8,971,262 0 8,971,262 02 Existing Conditions 5,750,000.00$ 5,750,000.00$ 5,491,250.00$ 4,338,803 4,338,803 5,397,142 1,058,339 4,964,384 (432,758) 5,082,939 118,555 5,175,403 92,464 5,215,704 40,301 5,780,503 564,799 5,780,503 0 5,780,503 0

2A Hazaradous Materials Abatement 5,750,000.00$ 5,750,000.00$ 5,491,250.00$ 1,150,000 1,150,000 1,150,000 0 1,150,000 0 1,161,615 11,615 1,161,615 0 1,161,615 0 1,161,615 0 1,161,615 0 1,161,615 03 Concrete 7,475,000.00$ 7,475,000.00$ 7,138,625.00$ 5,000,000 5,000,000 5,000,000 0 5,000,000 0 5,050,500 50,500 4,848,480 (202,020) 4,848,480 0 3,186,711 (1,661,769) 3,132,052 (54,659) 2,930,032 (202,020)4 Masonry 17,556,791.00$ -$ -$ 750,000 750,000 750,000 0 750,000 0 757,576 7,576 757,576 0 757,576 0 757,576 0 757,576 0 757,576 0

5 Metals-$ -$ -$ 2,949,262 2,949,262

3,234,922 285,660 3,218,892 (16,030) 3,134,096 (84,796) 3,583,435 449,339 3,512,502 (70,933) 3,929,961 417,459 4,126,378 196,417 4,126,378 06 Wood, Plastics and Composites -$ -$ -$ 1,794,613 1,794,613 1,705,966 (88,647) 1,691,228 (14,738) 1,698,703 7,475 1,698,703 0 1,580,599 (118,104) 1,580,599 0 1,580,599 0 2,848,741 1,268,1427 Thermal and Moisture 6,025,540.00$ 6,025,540.00$ 5,754,390.70$ 6,104,390 6,104,390 7,889,326 1,784,936 6,207,250 (1,682,076) 6,667,671 460,421 6,667,671 0 6,667,671 0 6,667,671 0 6,667,671 0 6,667,671 08 Openings 3,573,600.00$ 36,700.00$ 70,508.80$ 3,441,954 3,441,954 3,420,932 (21,022) 2,945,293 (475,639) 3,515,025 569,732 3,515,025 0 3,515,025 0 3,515,025 0 3,515,025 0 3,515,025 09 Finishes 31,375,536.00$ 31,375,536.00$ 30,057,763.49$ 11,891,504 9,334,367 10,162,263 827,896 9,243,346 (918,917) 9,362,442 119,096 9,362,442 0 9,523,513 161,071 10,140,114 616,601 10,223,232 83,118 10,333,294 110,062

10 Specialties -$ -$ -$ 650,000 1,118,935 1,103,440 (15,495) 1,109,599 6,159 1,129,737 20,138 1,129,737 0 1,016,328 (113,409) 1,016,328 0 1,017,354 1,026 1,267,613 250,25911 Equipment -$ -$ -$ 28,835 11,725 11,726 1 11,726 0 0 (11,726) 0 0 0 0 0 0 0 0 303,030 303,03012 Furnishings -$ -$ -$ 209,831 209,831 219,327 9,496 0 (219,327) 0 0 0 0 0 0 0 0 0 0 201,823 201,82313 Special Construction -$ -$ -$ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 014 Conveying Equipment 1,775,600.00$ 1,775,600.00$ 1,701,024.80$ 3,000,000 3,000,000 3,000,000 0 3,000,000 0 1,939,392 (1,060,608) 1,939,392 0 2,094,443 155,051 2,094,443 0 2,094,443 0 2,094,443 021 Fire Suppression 1,795,017.00$ 1,795,017.00$ 1,719,626.29$ 2,020,113 2,020,113 1,836,459 (183,654) 2,074,949 238,490 1,877,835 (197,114) 1,877,835 0 1,877,835 0 1,877,835 0 1,877,835 0 1,877,835 022 Plumbing 2,841,558.00$ 2,841,558.00$ 2,722,212.56$ 2,816,503 2,816,503 2,739,764 (76,739) 2,686,153 (53,611) 2,645,970 (40,183) 2,645,970 0 2,645,970 0 2,645,970 0 2,645,970 0 2,645,970 023 HVAC 32,707,722.00$ 32,707,722.00$ 31,333,997.68$ 34,270,334 34,270,334 35,248,157 977,823 34,996,240 (251,917) 35,332,055 335,815 35,332,055 0 35,332,055 0 35,332,055 0 35,332,055 0 35,332,055 025 Integrated Automation -$ -$ -$ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 026 Electrical 17,791,272.00$ 17,791,272.00$ 17,044,038.58$ 14,682,515 14,985,226 16,300,267 1,315,041 15,741,642 (558,625) 15,918,892 177,250 15,918,892 0 15,918,892 0 15,918,892 0 15,918,892 0 15,918,892 0

26A Historic Lighting 7,854,242 8,618,059 8,680,923 62,864 8,118,939 (561,984) 8,212,049 93,110 8,212,049 0 8,212,049 0 7,743,212 (468,837) 7,743,212 0 6,717,632 (1,025,580)27 Communications -$ -$ -$ 150,000 150,000 150,000 0 150,000 0 150,000 0 150,000 0 150,000 0 150,000 0 150,000 0 150,000 028 Electrical Safety and Security -$ -$ -$ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 031 Earthwork 234,600.00$ 234,600.00$ 224,746.80$ 225,000 225,000 225,000 0 225,000 0 227,273 2,273 227,273 0 227,273 0 227,273 0 0 (227,273) 0 0

32 Exterior Improvements

-$ -$ -$

0 0 0 0 0 0 0 0 0 0 0 1,169,163 1,169,163 1,041,943 (127,220)33 Utilities -$ -$ -$ 150,000 150,000 150,000 0 150,000 0 151,515 1,515 151,515 0 151,515 0 151,515 0 151,515 0 151,515 0

SUBTOTAL 112,349,899 111,311,115 117,247,614 5,936,499 112,306,641 (4,940,973) 112,986,547 679,906 113,326,330 339,783 113,380,307 53,977 112,848,560 (531,747) 114,016,352 1,167,792 114,794,848 778,496

Insurance and Bond Cost -$ -$ 2,703,669.00$ 2,831,217 2,805,040 2,954,640 149,600 3,369,199 414,559 3,546,535 177,336 3,557,372 10,837 3,559,085 1,713 3,542,208 (16,877) 3,634,093 91,885 3,665,578 31,485Contractors Fee 4,511,578.00$ 4,511,578.00$ 2,116,800.00$ 1,958,079 1,939,975 2,043,438 103,464 1,966,489 (76,949) 1,981,062 14,573 2,071,430 90,368 2,072,428 998 2,062,600 (9,828) 2,081,640 19,040 2,099,675 18,035

State Satisfaction Fee Match NIC 0 NIC 0 NIC 0 NIC NIC NIC NIC NIC NICEscalation to May 2013 @ 1.01 % incl 0 incl incl incl incl incl incl incl incl incl incl

Contingency (5,382,302.00)$ 6,050,000.00$ 5,856,960 5,802,806 6,112,285 309,478 5,882,116 (230,168) 5,925,707 43,591 5,947,757 22,049 5,950,591 2,834 5,922,668 (27,923) 5,986,604 63,936 6,028,005 41,401

Total 149,475,993.00$ 123,000,000.00$ 128,491,903.69$ 122,996,155 121,858,936 128,357,977 6,499,041 123,524,446 (4,833,531) 124,439,852 915,406 124,902,889 463,037 124,962,411 59,522 124,376,036 (586,375) 125,718,689 1,342,653 126,588,106 869,417Variance To Budget (3,845) (1,141,064) 5,357,977 5,357,977 524,446 524,446 209,852 209,852 672,889 672,889 732,411 732,411 146,036 146,036 1,488,689 1,488,689 287,606 287,606

BUDGET w / ESCALATION 123,000,000 124,230,000 124,230,000 124,230,000 0 124,230,000AddMillwork 1,300,000

339,783 53,977 112,848,560AddWayfinding 1,167,792 250,000 778,496463,037 59,522 124,376,036 AddWdBlinds 1,342,653 200,000 869,417

AddTechnology 300,000

Subtotal 2,050,[email protected]% 20,500

2,070,500

REVBUDGET= 126,300,500


BudgetManagement

Consistencyinreviewthenumbersandunderstandingtheconstrainsandtradeoffs.Theprojectorganizationalstructure(workshops)mustallowforcontinuouslivebudgetevolutionandmanagement

27


ScheduleManagementMuststartwithwhereyouwanttogo.Needtodeveloptheoverallprojectschedule– bestguess.

Schedulemanagementisthenallaboutmanagingtasks.

• SchematicDesign- 30,000footview• 100to200tasks

• DesignDevelopment– 10,000footview• 1000to5000tasks

• 50%ConstructionDocuments– 2,000footview• 10,000to20,000tasks

• 100%ConstructionDocuments– Focusedview• 25,000to50,000tasks.

28


Security

29

Seismicdesignhasahugeimpactonthe:• Cost• Schedule• Architecturedesignandexpression

Seismicbuildingsafetyistypicallythereasonformanyrenovationandseismicupgradestogovernmentbuilding.

Thegoalsandobjectivesfortheprojectalongwiththeseismicdesign(lifesafetytoimmediatere-occupancy)mustbedecidedbeforethedesignteamisengaged.

Thisshouldbeconsideredasonofthegoverningprinciplesandshouldbeclearlydefinedastowhattheownersexpectationsare.


SeismicConsideration

30


OverallOwnerInvolvementCreatingaprocesstomoveforward

Capitols&CapitolAnnexhavecomplexandvaryingownershiproles,Howevertherearesomefundamentalthatarerequired• Ownershavetobeinvolvedearlyinsettingthegoverningprinciples,hierarchy,andexpectations

• Ownersmustbetheconstituencyandchampionsfortheproject.

• Authoritytotakeactionsthataregoingtobequestionedinpubic

• Abilitytocontinuedespiteelectoralchanges• Otherelectedofficialsoutsideofthedesignatedownermustallowtheownertomakethedecisions

31


OverallOwnerInvolvementCreatingaprocesstomoveforward

Thetypicalownerstructureis:• Board• Commission• LeadershipgroupCompositionistypicallymadeupoftheStateLeadershiporifthereisaseparategovernancebodyforthefacilitythatcanbeempoweredtoactastheowner.Theyshouldbeempoweredto:• Developthecomprehensivemasterplan• Commitmentfunding• Makefinancialdecisionassociatedwithconstruction

32

ExecutiveBranch LegislativeBranch JudicialBranch

CapitolLeadership/OwnershipCommissionorCommittee

DepartmentofAdministrationProjectManagement

OwnerRepresentative

DesignandConstructionTeam

Contractor Architect

Governmentbydesignis

adversarialpittingExecutive

againstlegislativewithchecks

andbalances.

Tobridgethisgap– Owner

Representativesworkinavariety

ofwayswiththeCapitol

Leaders/Ownersandthe

ExecutiveBranchAdministrative

Services


OverallOwnerInvolvementandWorkingRelationships- Trust

33


ManagementPlanning– OutlineofOverallProcess

1.EstablishtheGoverningBody

2.SelecttheOwnerRepresentative

3.ClearlyDefine,principles,expectations,hierarchy

4.SelecttheteamMembers

5.DeveloptheDesignScopingworkshops CaliforniaCapitolA

nnexProject

34

Case Study 1 Utah State Capitol• Senate and House Buildings• Capitol Renovation

Project Definition Master Document


UtahStateCapitol

Procurement- ProjectDefinitionComprehensivePlan

40

INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTUtahStateCapitol

Procurement- DesignGuidelines

39

Funding

Process Organization

Schedule of Procurement

Overall Project Schedule


UtahStateCapitol

ComprehensiveMasterPlanFunding,ScheduleandAlignmentofProcess

41

INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONSINPROCESSMANAGEMENT

ConstructionManagementatRiskCapitolDesignScopingWorkshops

51

17 workshops brought together all interested parties: Owners, Users, Sub-contractors, Manufacturers, Officials, Professionals etc.

INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONSINPROCESSMANAGEMENT


CapitolDesignScopingworkshops

52

INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONSINPROCESSMANAGEMENT


CapitolDesignScopingWorkshops

53

INNOVATIONS IN PROCESS MANAGEMENTUtahStateCapitol

Results1. SenateandHouseBuilding– 3MonthsaheadofSchedule- $1,000,000savedandusetocompletefountain2. Capitol- GrandopeningonStatehoodday,completion1Monthaheadofschedule- $3.5Millionbelow

budget3. ParkingStructures– completedontimeandwithinbudget.

57

INNOVATIONS IN PROCESS MANAGEMENTUtahStateCapitol

ManagementPlanning– OutlineoftheOverallProcess1. EstablishtheOrganizationandOwnershipstructure– CapitolPreservationBoardStatute2. DevelopanOverallComprehensiveMasterPlanincluding:

1. QualityExpectationoftheOwner– GuidingPrinciplesfortheentireproject2. DesignGuidelinesandImperative

1. ExtensionBuilding(SenateandHouseBuilding)– WithBridgingDocuments2. CapitolBaseIsolationandRestoration3. Security4. Signage5. Furniture

3. PreliminaryArchitecturalProgramandSpaceOwnershipdiagrams4. Budgetexpectations

1. Comprehensivebudgetdevelopmentforentireproject.5. Scheduleexpectations

1. OverallcomprehensiveScheduleofallwork,moves,furnitureacquisitionandmovein.2. DesignManagementPlanning– DesignScopingWorkshopsscheduleandprocess

6. DeliveryStrategybasedupontheProcurementMatrixforeachselection7. Design/BuildwithBridgingDocumentsforNewStructures&CM@Risk forHistoricStructures.

1. Teamdevelopmentstrategy(whoisselectedfirst,second…)3. DesignScopingWorkshopsandColocationofDesignTeamandContractoronsiteforManagement

58

Case Study 2Idaho State Capitol• Capitol Renovation• Underground Wings


IdahoStateCapitol


DepartmentofPublicWorksleadtheoverallteam

OwnerRepresentativecollaboratedtogethertodevelopthecomprehensiveplanandProjectDefinition&BridgingDocuments

Design/BuildTeamdevelopedtheexpansionshell.

Architects implementedtheprojectdefinition.

Collaborationoccurredinworkshopsandthroughthearchitecturalprocess.

67


IdahoStateCapitol

Procurement- ProjectDefinitionComprehensivePlan–DesignGuidelinesandImperativestoshapedesiredoutcome

68


IdahoStateCapitol

Procurement- ProjectDefinitionComprehensivePlan- Programing

70


IdahoStateCapitol

Procurement- ProjectDefinitionComprehensivePlan- Programing

71


IdahoStateCapitol


OptionsforExpansion1. BelowGradeWingExpansion2. TwoStoryDeepsolution3. OneStoryDeepsolution4. SouthGardenLevelExpansion

Alloptionswereevaluatedon:1. ConsistencywiththePrinciples2. Constructability3. Cost4. Scheduleimpact

Solution:• OneLevelbelowgradeexpansion

72


IdahoStateCapitol

Security

IdahoStatePoliceProvideSecurityfortheCapitolPrivateUnarmedSecurityprovide24hour7dayaweeksupport– theynotifyaofficerforlawenforcement

IdahoStatePoliceProvideSecurityfortheGovernorExecutiveProtectionisco-locatedwiththeGovernor

73


IdahoStateCapitol

Security– OperationCenter

Thereare10publicentrances.Allentrancesaremonitoredfromsecurityoperation

centerbycamera

SecurityislocatedwithintheCapitolThereisnotsecurityintheRotunda,howeverofficeis

veryclosetoRotunda

TwosecurityofficersintheSOCatalltimes.DispatchingtocallswithintheCapitolMonitoringcamera’swithinsurroundingStatebuildingsMonitoringcamera’swithintheCapitolcampus:MonitoringallcampuspanicalarmsResponsibleforcampuslockdownAnswerallsecurityrelatedphonecalls

74


IdahoStateCapitol

SecurityPolicies

EvacuationPlanThereisanevacuationplanforeveryofficethatcoversevacuationproceduresforemployees.

MajoreventsProtestshavetoberequestedandauthorizedviapermit.Ifamajoreventisrequested,thereareusually2to3securityguardspresent.

ThreatLevels:Currentlythereisnotathreatlevelprograminplace

75

INNOVATIONS IN PROCESS MANAGEMENTIdahoStateCapitol

Results1. ProjectwascompletedonBudgetandonSchedule

76

INNOVATIONS IN PROCESS MANAGEMENTIdahoStateCapitol

ManagementPlanning– OutlineoftheOverallProcess1. EstablishtheOrganizationandOwnershipstructure– DepartmentofPublicWorks2. DevelopanOverallComprehensiveMasterPlanincluding:

1. QualityExpectationoftheOwner– GuidingPrinciplesfortheentireproject2. DesignGuidelinesandImperative3. ProgramingandSpacePlanningworkingwithLeadership

3. TwoDeliveryMethods1. DesignBuildforExtensions2. CM@RiskforCapitolandinteriorofExtensions

4. Budgetexpectations5. Comprehensivebudgetdevelopmentforentireproject.6. TeamcollaborationwithDesignBuilderandCM@Risk7. SecurityOperationsandManagementveryinvolved.

77

Case Study 3Minnesota State Capitol• Capitol Renovation• Senate Office Buildings

56

ExecutiveBranch LegislativeBranch JudicialBranch

CapitolPreservationCommissionInStatute

DepartmentofAdministrationProjectManagement

OwnerProgramManagerOwnerRepresentative

ArchitectCapitol

DesignBuilderSenateOfficeBuilding

CMrCapitol

Architect(National) Architect

MinnesotaStateCapitol

OrganizationandStructureoftheOwnership

• TheOPM (MOCA)waswork

directlywiththeLegislature

andoccupantsandtobethe

factoftheproject

• TheOR(CMPI)wastohandle

thein-houseaccountingand

management

79

1984 1988 2001 2007 2008 2011 2012– 2017

Requestedstudyof

publicspacesinCapitol–nofunding

Comprehensiveplanand

implementationproposed– no

funding

Interiorrestorationpre-designstudies–projectstopped

Pre-designupdateandconceptualdesign

completed–nomoney

appropriatedforproject

Domeexterior

preservationwork– piecemealfunding

Exteriordeteriorationpreservation-piecemealfundingCapitol

RestorationCommission

MOCAEarlyProject

Definition&Alignment-

$309M

INNOVATIONS IN PROCESS MANAGEMENTMinnesotaStateCapitol

HistoryoftheMinnesotaStateCapitolRestoration

80

1. ArchitecturalIntegrity• Itiscriticaltopreservetheintegrityofthebuildinganditsgreat

architecture.• Considerationshouldbegiventooriginal1905plan.• Thebuildingmustworkforthenext100years.

2. BuildingFunction• ThebuildingmustworktosupportthefunctionofGovernment.• Functionalrelationshipsshouldbeimprovedbothwithinand

betweenthedifferentbranchesofgovernment.

3. LifeSafetyandSecurity• Capitolmustbesafefromsecuritythreats,fireanddeteriorationof

systems.• ItmustprovideforaccessibilityofallMinnesotans.• Thebuildingneedstobecurrentonlifesafetycodes.


OrganizationandStructureoftheOwnershipGuidingPrinciplesdevelopedbyCapitolPreservationCommission

82

A20yearplanthatcovers:• ComprehensivePlanning

• Restoration2012– 2017• Maintenance&Stewardship2017- 2032


OrganizationandStructureoftheOwnershipComprehensiveMasterPlan

83


OrganizationandStructureoftheOwnershipComprehensiveMasterPlan– UnderstandingtheBuildingStructure&Function

86


OrganizationandStructureoftheOwnershipComprehensiveMasterPlan– KeepingtheBuildingopen&Swingspace

88


OrganizationandStructureoftheOwnershipComprehensiveMasterPlan– PhasingoftheProject

89


OrganizationandStructureoftheOwnershipComprehensiveMasterPlan– Procurement– GoalsandObjectives

90


OrganizationandStructureoftheOwnershipComprehensiveMasterPlan- Stewardship

91


OrganizationandStructureoftheOwnershipComprehensiveMasterPlan– BudgetProjectionandBudgetManagement

92


OrganizationandStructureoftheOwnershipComprehensiveMasterPlan– Scheduleandresequencingthework

93


OrganizationandStructureoftheOwnershipDesignGuidelines

94

Minnesota’sworkshopswereheldintheCapitol.DiscussionandActivitiesincluded:

DesignandDesignDiscussion

Costimpactdiscussionandresolutions

Scheduleimpactsandresolutions


OrganizationandStructureoftheOwnershipDesignGuidelines

97

AnnualReportBudget

• DetailedBudgetIncluded

OutofScope

• WaterInfiltrationSettlement

• LotNandLotOModifications

• AuroraAvenueModifications

• GroundFloor– NorthHallDecorativePaint

• FineArtConservation(Attached)

• AdditionalDecorativePaint

• ReopeningSouthLoggia


OrganizationandStructureoftheOwnershipCommunication

103


Security

1. Establisheda“Large”SecurityCommitteethatmetmonthly– LeadbytheHighwayPatrolwhoprovidedsecurityforthecapitolcampus.

2. Non-publicmeetings3. Utilizedbothcamerasandcardreaders4. Ballisticglazingwasahugeissue,Howmuchandwheretolocateit.

1. Initiallyitwasgoingtobelocatedatalllowerlevelwindows– BudgetProblems2. Finaldecisionwastolimititsusetolocationthatwereofcriticalimportanceourhousedcritically

importantpeople.5. Nowrittenplan(createdproblemsforthedesignteamandtookalongtimeforthecommitteetocometo

resolutionsincetheyhadtorevisititemseachtime.)

104

• Continuingtoutilizetheguidelines

• Realizingthevision

• Seeingcollaborationthrough

• Benefitingfromtrustingprojectrelationships

• Sharedunderstandingofscheduleimpacts

• Providingtemporaryaccommodations

• Assistanceandguidanceinphasing

• Providingnecessaryinformationandmaterials

• Continuedcommunicationandcollaborationonschedule


OrganizationandStructureoftheOwnershipKeepingtheBuildingOpen

105


Results1. CapitolwasthehomeoftheHouseduringrenovation– Chamberwassuccessfullyusedforallsessions.2. WorkshopprocessresultedinaclearunderstandingtheneedforanewLegislativeOfficeBuilding3. ProjectwascompletedonBudget– separatebudgetsforInterior,Exterior,Roof,WindowandLandscaping.4. Capitol- GrandopeningonscheduledforAugustof2017

106

LEGISLATIVEOFFICEBUILDINGVisionWorkshop8/21/2013


OrganizationandStructureoftheOwnership|NewLegislativeOfficeBuilding

ResultoftheCapitolRestoration1. Everyonerealizedthattherewasnotenoughphysicalspace

intheCapitolduringtheworkshops.2. SenateOfficeswerespreadthroughouttheCapitolnoability

forcollaborationorimpromptumeetingofsenators.3. NorealSenatefacilities.EverythingintheCapitolisshared

whiletheHousehasseparateHearingrooms4. SenateStaffwaslikewisespreadthroughouttheCapitolno

realheadorleadershiplocation5. SenateNeededalocationforthe2sessiontheyweregoing

tobeoutoftheCapitol.

TheCapitolisnottheOfficeBuildingtheSenatewantedittobe.

Solution=BuildaNewLegislativeOfficeBuilding

107


OrganizationandStructureoftheOwnership|NewLegislativeOfficeBuilding

108

Results


1. 5designworkshopsandsummarydocuments

2. StrictDesignBuildprocess3. Completed1monthaheadofschedule–

Criticalinordertoholdthescheduledlegislativesession.

4. CompletedforLessthanthebudget5. OpeneduptheCapitolandProvide

additionalpublicspacewithintheCapitol:1. Lounge2. Tworeadingrooms/SmallConf.Rm.3. Library4. ArtGallery5. LargeConferenceRoom

111


ManagementPlanning– OutlineoftheOverallProcess1. EstablishtheOrganizationandOwnershipstructure– CapitolPreservationCommission2. GreatworkingrelationshipwiththeDepartmentofAdministration3. OwnerProgramManager(MOCA)wasretainedtobridgetheTrustGapbetweenExecutiveandLegislative4. DevelopanOverallComprehensiveMasterPlanincluding:

• QualityExpectationoftheOwner– GuidingPrinciplesfortheentireproject• DesignGuidelinesandImperative

§ CapitolRestoration§ NewLegislativeOfficeBuilding(SenateBuilding)– QBSselectionusedGuidelines

• PreliminaryArchitecturalProgram§ SpaceOwnershipdiagramsfortheCapitol§ SpaceOwnershipandfunctionalprogramingandplanningfortheNLOB

• Budgetexpectations§ 4differentbudget,Interiorrenovation,Stonerenovation,SiteRestorationandNLOBallmanaged

independently• Scheduleexpectations– baseduponkeepingtheHouseChamberoperationalforeachsession• DeliveryStrategy

§ CapitolwasdeliveredasCM@Risk§ NewLegislativeOfficeBuildingwasdeliveredasD/BQualification(QBS)

• Teamdevelopmentcollocatedoffsitebyabout2milesfromsite

112

Case Study 4Wyoming State Capitol• Capitol Renovation• Herschler Office Buildings

ExecutiveBranch LegislativeBranch

CapitolTaskForceNoAuthorityorResponsibility

DepartmentofAdministrationConstructionManagement

ArchitectCapitol

CMrCapitol

WyomingStateCapitol

OrganizationandStructureoftheOwnershipUpto2015

StateAttorneyGeneral

In2015theCapitolandHerschlerprojectwas$45Millionoverbudget.

114

ExecutiveBranch LegislativeBranch

CapitolOversightGroupFullResponsibility

DepartmentofAdministrationConstructionManagement

OwnerRepresentativeReplacedAICMasLeader

ArchitectCapitol

CMrCapitol

WyomingStateCapitol

OrganizationandStructureoftheOwnershipUpto2015toPresent

StateAttorneyGeneral In2015theCapitolOversightGrouptookcontroloftheproject.

MOCAwasretainedasOwnerRepresentativebytheOversightGroup.

MOCAwastoleadtheStatethroughtheprocess,reducecostandschedule.

116

WyomingStateCapitol

Stop!– IntroduceEarlyProjectDefinitionandAlignment– Restart!

117

• PublicAccess• PublicMeetingRooms

• 4CommitteeRoomsinCapitol• 6CommitteeRoomsinExtension,• AuditoriumandconferencecenterinHerschler

• RestoredPublicCorridorsinCapitolandExtension• NewPublicRestroomsinCapitolandExtension

• Function• NewMEPSystems• Efficientofficeutilization83%

• PreservationandRestoration• WaterManagement– StoneRepairandEntablature• FireandSmokeProtection• Windows

WyomingStateCapitol

CapitolOversightGroup– GuidingPrinciples

118

Alignment– QualityExpectations,ScopewithCostandSchedule

CollaborativeWorkshops– FollowingtheVisionsessionswiththeOversightgrouptheteamthemembarkedonanumberofDesignScopingWorkshopstorealigntheprojectandcut$50M

GMP – TheCostforwhichtheCMwillagreetoconstructtheproject,baseduponcompleteddesigndocumentsandsubbids.

DynamicCostModeling – Collaborativeprocessofaligningtheownerexpectationsforqualityandbudgetwiththedesign.

CapitolBuilding

WyomingStateCapitol

OrganizationandStructureoftheOwnershipUpto2015toPresentRe-AlignmentProcessfortheCapitol

119

AlignmentofOwnerQualityExpectations - TheGuidelinesandImperativeshaveprovidedguidancetotheArchitectregardingthepriorityofprojectelements.

AlignmentofScopeorFunctionalProgram – Functionalprogram(SpacePlan8A)identifiestheprojectspaceneedstocomplytouse.CreatedmoreSpaceintheGardenLevel.

AlignmentofSchedule – reconcilethescheduletothescopeandexpectations,CMhasindicatedthathethinksthatwehavepickedup4to6monthsbaseduponwindows,MEP,Roof

AlignmentofCostwiththeConstructionCostLimitationbyOwner – DesigntoBudget$110,300,000.

CapitolBuilding

WyomingStateCapitol

OrganizationandStructureoftheOwnershipupto2015toPresentRe-AlignmentProcessfortheHerschler

127

OriginalDesign(NorthBuilding)= 53,550NSFNewSouthExtensiontoHerschler = 52,985NSF

• NetDifference -556NSF

OriginalConferenceCenter(6Exec.)= 12,220NSFNewConferenceCenter(4E.2L.)= 13,697NSF• ConferenceCenter= 9,039NSF• CommitteeRooms= 4,658NSF

• NetDifference 1,477NSF

WyomingStateCapitol

Herschler RedesignWorkshop– Reducecostmaintainfunctionalsquarefootage

132

• ClassicalOrders• AthenianStory• Entablature• Composite/Corinthianorder

• Column• Pedestal

WyomingStateCapitolHerschler RedesignWorkshop– SympatheticExteriortotheCapitol

133

GMPSummaryBudget ProposedGMPbudget Difference

ConstructionCostLimitation 219,382,000.00$ 219,382,000.00$

ProposedGMP 219,359,697.00$

Variance 22,303.00$

CapitolCost 110,215,226.00$ 116,045,398.00$ (5,830,172.00)$

HerschlerCost 100,770,919.00$ 95,107,399.00$ 5,663,520.00$

SiteCost 8,395,855.00$ 8,206,900.00$ 188,955.00$

219,382,000.00$ 219,359,697.00$ 22,303.00$

InJuly2015theprojectwasapproximately$45,000,000overtheapprovedconstructioncostlimitation.Alignmentwastheonlywaytorecovertheproject

WyomingStateCapitol

CostAnalysis

137

• CompletionofHerschler• Impacts

• SequenceofrelocationofemployeesinEastandWestwings• OriginalNovember2018• Endoffirstquarterof2019

• CompletionofCapitol• Impacts:

• Additionalunderpinning&entablature• OriginalNovember2018• Earlysecondquarterof2019

• CompletionoftheSiteandLandscape• Impacts

• Winterof2018/2019• Springof2019

• GrandOpeningJuly10,2019– StatehoodDay

WyomingStateCapitol

Schedule– Re-sequencingofbothdesigndeliverablesandconstruction

140

WyomingStateCapitol

Reporting- Monthly

MonthlyReport- Overview MonthlyReport– ContingencyMonthlyReport– PCIReport

141

INNOVATIONS IN PROCESS MANAGEMENTWyomingStateCapitolResults– ToDate(presentlyunderconstruction)

1. ProjectDefinitionwascompletedwithin3months– ProvidedcleardirectiontoA/EandCM.2. Herschler hasbeenredesignedtoprovidemoresquarefootageatahigherefficiencyratioandlowercost.3. SignedaGMPfor$219MinJulyof2016,oneyearafterbeing$45,000,000overthebudget.4. DuetoearlyexpendituresonSwingSpaceandotheritemsOwnerContingencywasreducedby50%.5. Capitol- GrandopeningonscheduledforJuly2019(only3monthsbeyondtheoriginaldateofApril2019).

144

INNOVATIONS IN PROCESS MANAGEMENTWyomingStateCapitol

ManagementPlanning– OutlineoftheOverallProcess1. Projectwasinitiallyoverbudgetby$45,000,0002. DeliveryStrategy– Inplace=CM@risk3. EstablishtheOrganizationandOwnershipstructure– CapitolOversightGroupWithAuthority4. StoppedtheProject.Initiatedacompleterestartquickly.(NoMasterplan)

1. QualityExpectationoftheOwner– GuidingPrinciplesfortheentireproject2. DesignGuidelinesandImperative(developedin3months)

1. Capitol– retainedthespaceplanning2. Herschler building– Redesignedcompletelytheprojecttosavecost3. Site– Revertedtohistoricdesign

3. Budgetexpectations1. Budgetwasre-craftedtogetbacktoconstructioncostlimitation(12monthrecoveryperiod)2. DesignManagementPlanning– DesignScopingWorkshopsscheduleandprocess3. ScopewasscientificallymodifiedtoreducecostandalignwiththeexpectationsoftheOwner4. SignedGMPJuly2016attheconstructioncostlimitation$219M.

4. Scheduleexpectations1. OriginaldeliverydatewasNovember2018– NewDatessummerof2019(7monthadjustment)

5. TeamDevelopmentpartiallycollocatedonsiteinconstructiontrailers(officedistance– Problem)

145

Summary

Idaho

DPWDecision

ShellofWings

Capitol/Int. Wings

OR BeforeA/E

Yes

Yes

ByPM

ByPM

ByPM

MasterPlan

Limited

Commission

Limited

Integrated w/DPW

Minnesota

Matrix

NewSenate

Capitol

OR BeforeA/E

Yes

Yes

EPD&A

EPD&A

EPD&A

Committee

No

Commission

Limited

Integratedw/DA

Wyoming

CMDDecision

None

All

Re-established

No

LatePD&A

PD&A

PD&A

PD&A

Committee

Limited

Group

Yes- Complete

OverCMD

Utah

Matrix

House/Senate

Capitol

OR BeforeA/E

Yes

Yes

EPD&A

EPD&A

EPD&A

Master Plan

Yes

Preservation Board

Yes- Complete

Integratedw/CPB

Summary

Procurement– ProjectDelivery

Design/Build - Bridging

CMatRisk(CMR)

ProjectEstablishment &Organization

Comprehensive MasterPlan

EPD&A

BudgetManagement

ScheduleManagement

DesignManagement

Security

SeismicConsiderations

OverallOwnershipInvolvement

Authority

OR RelationshipwithState

147

93

Final ThoughtsCalifornia Capitol Annex

• ClearlyidentifytheOwnershipsrolls:• WhatauthorityRulesCommitteewillhaveandexpectations• WhatrollwilltheGovernorandLt.Governorhaveandexpectations• WhatauthorityDGSwillhaveandhowwilltheycollaborate

• RetainaknowledgeableOwnerRepresentative• WhoknowsCapitolandCapitolBuildings• WillLeadtheOwnersgroupthroughtherightprocess

• ProjectDefinitionandAlignmentProcess• Aclearlydefinedprojectwithacomprehensiveplanwillcostlessandbecompletedearlier.• IncludeawelldefinedswingspaceplanthatisacceptabletotheLeadership• Provideacomprehensivebudget• Scheduleouttheentireproject

• Communicateupwardtobothpoliticalparties– always!• Politicalchangecanimpacttheproject– itisimportanttoalwayscommunicatewithbothparties– theprojectshouldbenotbeonepartiesortheothers.

FinalThoughts

CaliforniaCapitolAnnexRecommendations

149

• Avoidtheurgetodowhatyouhavealwaysdone.• Capitolareuniquepoliticallycomplexbuildingandrequireadifferentprocess

• CreatecontractualclausesthatpromoteCollaboration&Trust• Throughtheuseoftheprocurementmatrixidentifythosequalitiesyouwantintocomeoutintheprojectandwritethemintothecontract.

• Retaintherightprofessionalsattherighttimenotbefore!• Design&constructionprofessionalsarecriticaltoateam,howeveryoumustknowwhatexpertiseandcollaborativeskillsyouarelookingforinorderforthemtobesuccessful

• Givetheprofessionaltheluxurytodowhattheyarebestat• Holdtotheplan– orbepreparedtomanageunintendedconsequences

• Complexprojectcanbesolvedbystickwiththecomprehensiveplan,changesanddeviationsresultinconsequencesthatwillrequiremanagement.

• RecognizetheHumanElement• Feelingarereciprocal– issuesandproblemswilloccurtheyalwaysdo– bepreparedtoworkthroughtheproblemnotassignblame.

FinalThoughts

CaliforniaCapitolAnnexRecommendations

150

Item 1: What is the most important thing to the Owner?Define what the owner really cares the most about

Item 4: Idea Documentation & Hierarchy

Item 10: Communication, Collaboration, Communication

FinalThoughts– LessonsLearned

10KeystoCreatingAClearProjectDefinition

151

Item 7: Encourage a Satisfaction Fee – eliminate a shared savings clause

Item 8: Flexibility to allow for a multitude of a variety of subcontractor relationships – this engenders an atmosphere

where the subcontractor can provide intellectualcapital to the project

10KeystoContractualModifications

FinalThoughts– LessonsLearned152

Item 2: The design of the selection process is as importantas the design of the project

Item 3: Shape agreements that avoid adversarial relationships

Item 4: Create an environment that fosters collaboration and trust

10KeystoFacilitatingCollaboration


Item 3: A Happy Owner – personal credibility increased with the successful delivery of the buildings

Item 10: Credibility of the Process – as a direct result of the overwhelming success of the East and West Buildings and plaza, the Legislature was willing to fund the $212 million

renovation and seismic upgrade of the State Capitol.

10Benefitsthathaveresultedfromthisprocess


SaltLakeCity,Utah84111

(801)557.3542

[email protected]

DavidHart– [email protected]– [email protected]– [email protected]

JoeStahlmann– [email protected]

Questions