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Wellesley Campus Renewal Master Planning: A Better Way?

Since 1972

Jon Alvarez, AIA, NCARB - Capital Program Director, Aramark Engineering SolutionsJames Vermeulen, PQS, LEED AP – Co CEO, Vermeulens

Melissa Chabot, LEED AP – Project Manager, Vermeulens

North America’s Construction Economists Vermeulens.com

B o s t o n T o r o n t o D a l l a s D e n v e r L o s A n g e l e s

®

Service Beyond Estimation

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AIA Continuing Education

Vermeulens is a Registered Provider with The American Institute of Architects Continuing Education Systems. Credit earned on completion of this program will be reported to CES Records for AIA members. Certificates of Completion for non-AIA members are available on request.

This program is registered with the AIA/CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product. Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.

N o r t h A m e r i c a ’ s C o n s t r u c ti o n E c o n o m i s t

Wellesley Campus Renewal

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Learning Objectives


Wellesley College Campus Renewal Plan

Parallel Estimating and Reconciliation

Implementation Plan

Projecting Escalation

Funding Model

Outcomes 1 9 2 1 – W e l l e s l e y f r o m t h e a i r


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Big Picture Comparison to Traditional Master Plan


Traditional Master Plan A Plan for Campus Renewal

One architect One architect per initiative and a sixth planner for a global look

Building siting and campus linkages Detailed programming with user groups

Possibly site mapping Produced detailed narratives, floor plans, and elevations

One estimator using traditional $/sf for building type

Two independent estimators

No parallel estimating process Produced detailed estimates in parallel with multiple options

Relied only on $/sf for building type Reconciled estimates in parallel

Use traditional project cost multipliers Developed detailed line item project costs

Long term escalation projected using construction trend line

Developed escalation based on the Boston market and experience of CM, CC and Wellesley College


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Wellesley College, Wellesley, MA


Private, independent, four-year, liberal arts college for women founded in 1870

Mission to provide a liberal arts education, “for women who will make a difference in the world”

One of the most academically challenging, and diverse colleges in the country

1 9 3 4 – B e e b e F r e s h m e n


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Wellesley College, Wellesley, MA


2,300 undergraduate students from all over the world

500-acre bucolic campus, 2.5 million square feet of buildings

Located 12 miles from downtown Boston

1 9 3 1 – S t u d e n t s o n B i c y c l e s


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2007 Comprehensive Facilities Plan


Observations:

Facilities problems resulting from a long-term pattern of underinvestment

60% of facilities hadn’t seen major renovation in more than 50 years

1 9 5 2 – B a t e s H a l l


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Observations:

Renewal backlog of $216/sf vs $78/sf average among peer institutions

Estimated construction cost of $370 million - 60% infrastructure and mechanical issues

1 9 6 4 – S t o n e - D a v i s R e c o n s t r u c ti o n


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Before spending $370 million on facilities renewal, the need to marry it with program delivery of the future became obvious

Current state of the facilities is impeding educational effectiveness, research, and the quality of campus life

1 9 7 3 – T o w e r C o u r t S u n d i a l


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2010 Program Planning Initiative was Born


President and Board of Trustees decided to significantly increase the allocation to campus renewal

Program issues to drive planning


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Ground up approach required specialists for each planning initiative

Five Planning Initiatives each with separate program planners

Initiative Architect

Student Residential Experience Newman Architects

Arts and Media Gund Partnership

Humanities Kliment Halsband Architects

Science and the Environment Ellenzweig

Wellness and Sports Cannon Design


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“Study Buildings” represented 1.5 million sf of total 2.5 million sf campus

Student Residential Experience initiative comprised half of the 1.5 million sf studied


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Organization

This allowed the College to look at each initiative in detail, and on a parallel track within the time constraints specified(spring 2011 to spring 2013)

Trustee Committee

Steering Committee

Working groups and

sub-groups for each planning

initiative


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Output Report Conceptual Design Pricing Package including multiple options

Student Residential Experience

3 Dining Option

4 Dining Option

150 Beds/Year

300 Beds/Year

600 Beds/Year


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Hired a Sixth Planner to knit together the work of the Five Planning Initiatives

Consolidated Program Plan

(VSBA)

Student Residential Experience

Arts and Media

HumanitiesScience and

the Environment

Sports and Wellness


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Conceptual Design Pricing Package


Substantially more documentation than traditional master plan

Existing Conditions Report

Conceptual Fit Plan Options

Scope of Work

Outline Specification

Building Areas: existing, proposed

Exterior Envelope Repairs

Schedule of Typical Finishes

MEP/FP Systems, Structural, & Code Narratives

Related Construction

FF&E


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Detailed Narratives

Approximate space requirement- At steam main service entrance a 20’ x 14’ mechanical room is required to house the steam prv, heat exchangers, pumps, expansion tanks, and appurtenances.- At each wing a 14’ x 24’ mechanical room is required for the residential ventilation AHU’s.- In general proximity of each kitchen, dining room, and program space, air handling unit mechanical rooms of 14’ x 28’ will be required to house the individual units.- Grease exhaust fans will require an 8’ x 8’ room preferably at the attic space or can be located exterior to the building.

Equipment-Preliminary size of instantaneous heating hot water heat exchanger to produce 2400 MBH @ 50 psi steam pressure.

Electrical SystemAdditional scope of work-Provide a single approximately 500 KVA pad mount exterior transformer for Munger.- Provide single interior 75KW generator for Munger Hall.



18N o r t h A m e r i c a ’ s C o n s t r u c ti o n E c o n o m i s t

Floor Plans

S c e n a r i o 3 - 1 A - R S M u n g e r ( 3 1 9 S e a t s )


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Cost Estimating

Cost Consultant - Vermeulens & Construction Manager - Turner Construction independently create construction estimates



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Parallel Estimating and Reconciliation

Multi-day reconciliation meeting of CC, CM, Space Planner, and Wellesley College PM arrive at final construction cost

01 General Conditions $3,522,971 $3,158,939 ($364,032) -10%02 Site Work $1,263,292 $1,291,482 $28,190 2%03 Concrete $1,432,892 $1,402,290 ($30,602) -2%04 Masonry $734,445 $742,510 $8,065 1%05 Metals $483,451 $481,560 ($1,891) 0%06 Wood/Plastic $883,679 $897,840 $14,161 2%07 Thermal and Moisture Protection $991,247 $1,003,138 $11,891 1%08 Doors/Windows $2,873,880 $2,799,913 ($73,967) -3%09 Finishes $3,001,949 $3,006,860 $4,911 0%10 Specialties $312,565 $312,565 $0 0%11 Equipment $1,617,501 $1,617,501 $0 0%14 Converying Systems $270,000 $275,000 $5,000 2%15 Mechanical $4,679,742 $4,743,827 $64,085 1%16 Electrical $2,069,330 $2,126,564 $57,234 3%

$24,136,944 $23,859,989 ($276,955) -1%17 Permits and Fees $696,156 $613,144 ($83,012) -12%18 Contingencies $2,953,389 $2,623,103 ($330,286) -11%19 Overtime and Out of Hours $0 $0 $0 0%

$3,649,545 $3,236,247 ($413,298) -11%$27,786,489 $27,096,236 ($690,253) -2%

Direct Construction Costs

Total MarkupsTotal Construction Costs



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Developing Detailed Project Costs

Wellesley College PM adds “soft costs” to create the Total Project Control Budget

Hazardous Materials FF&E Fees and Expenses Construction Contingency Program Contingency



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Developing Detailed Project Costs



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Reality Check

Detailed Program and Project Costs for 24 Buildings

Project Costs Range From $905 million to $1.4 billion (in 2012 dollars)



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Reality Check

Timeline

Model to Calculate Escalation

Build a Funding Model/Determine Capacity

What can we afford?



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Escalation

Escalation: relatively high construction escalation rate in the region is expected to persist

Over multiple years, escalation can have a major impact on how much the campus renewal program can accomplish

Delaying a renovation project by a year has the result of making it approximately five percent or more expensive

If project budget is not also increased, a delay reduces the scope that the project can accomplish



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Escalation

The developed escalation model indicates the Base Plan actual expenditure will be $456.1 million

Applied escalation to each of five main components of Total Project Control

Budget over Project lifecycle

Fees & Expenses at time of Architect hire

Related Construction (including Hazmat abatement) one quarter before

construction start

Total Construction Cost at the commencement of construction

FF&E and Expenses at mid-point of construction



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Recommendations

We will gladly organize, an in-depth AIA accredited presentation to the thought leaders in your office so you can find out the:

Contact your local Vermeulens liaison for a Presentation:

Wellesley College Campus Renewal Plan Parallel Estimating and Reconciliation Implementation Planning Projecting Escalation Funding Models and Opportunities



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Why Vermeulens

Track Record

Project Volume & Benchmarking

Consensus Approach in Reconciliation

Market Outlook

Conceptual Estimating

Trusted Advisor



North America’s Construction EconomistVermeulens.com


Thank You

Since 1972

Wellesley Campus Renewal Master Planning: A Better Way?

®

Service Beyond Estimation