HomeMy WebLinkAboutCSD-10-031 - Consolidated Maintenance Facility - Status UpdateREPORT
REPORT TO:
Finance & Corporate Services Committee
DATE OF MEETING:
April 26, 2010
SUBMITTED BY:
Pauline Houston, General Manager of Community Services
PREPARED BY:
Cynthia Fletcher, Director of Facilities Management (ext.
2424)
WARD(S) INVOLVED:
All
DATE OF REPORT: April 21, 2010
REPORT NO.: CSD-10-031
SUBJECT:
CONSOLIDATED MAINTENANCE FACILITY (CMF)
PROJECT UPDATE - APRIL 2010
RECOMMENDATION:
For information.
BACKGROUND:
On January 25, 2010, Council received staff report CSD-10-008 which provided a status update
on the CMF project to that point in time.
REPORT:
This report provides a status update on the CMF project from January to April 2010.
1. Project Status
Tasks Total Tasks Completed% Complete
Project Initiation & Planning 30 30 100
Project Administration 102 29 43
Managing Change 93 43 50
Facility Development 72 49 60
Sub Trades Tenders 37 37 100
Construction 195 12 10
Business Continuity 127 5 4
Property Disposal 24 13 71
Wabanaki Drive 7 4
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Site & Building:
Final architectural drawings have been completed and are available for viewing by Council and
staff at a number of city facilities. The construction schedule is currently three weeks behind
original projection. The project team is confident that the overall project timelines can be
achieved as many construction activities will be scheduled to occur simultaneously on site.
Demolition of the first floor office east side has been completed. Tender packages 1, 2 and 3
have been developed by Melloul-Blamey, with a total of 37 tenders. Tender packages 1 and 2
(23 tenders in total) have now closed and reviewed through an internal approval process
including staff from Purchasing, Melloul-Blamey and the project team. In addition, a
comprehensive budget analysis/management process has been set up to ensure that the
overall project budget is aggressively controlled. A summary status report of the tenders has
been included in Appendix A.
People, Process and Service Integration:
Work on Phase I of the service process reviews, including eight (8) groups looking at common
function services and five (5) groups looking at divisional specific services, wrapped up at the
end of January 2010. The recommendations from these groups are being reviewed internally to
determine an implementation plan. Additional groups are being set up to review the remainder
of the processes. Some examples of identified service improvements/efficiencies to date
include:
Indoor vehicle parking capabilities, protecting first-response vehicles from the weather, to
allow them to warm up and get out on the road quicker to serve the public
Larger fleet service bays that will accommodate vehicles that are hooked up to other
equipment, such as snow plows; full disassembly will no longer be required, saving time
Improved efficiency and use of vehicles and equipment; elimination of duplicated vehicles
and equipment
Streamlined process for vehicle fueling, washing and inspection will save time
Records Management: development of a centralized file room and associated work
processes which will reduce risk and improve MFIPPA (Freedom of Information legislation)
compliance through easier access to information; in addition, through planning for the
transition to the centralized space, over 150 boxes of inactive records have already been
inventoried, reviewed and destroyed – this equates to 50 file drawers of equipment and cost
avoidance through not purchasing equipment and built space or off-site records storage
Waste Management: more efficient and environmentally friendly processes, reduction in the
amounts of waste going to landfill, and identification of potential revenue streams for
materials e.g. scrap metal, copper, wood
Stores and Tool Cribs: Integrating multiple facilities into one will result in improved control
and recording, consistent processes which run more smoothly, and improved access to tools
and materials for staff who provide valued services to the community
Relocation and Business Continuity:
This project has been re-launched into 5 streams:
Inventory of: Furniture (100%), Major Equipment (90%) Fleet & Equipment (10%), Records
(phase 1 – 100%, phase 2 – 35 %)
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Purge/Disposal: committee in place; will begin working with records and furniture
inventories
Office/Parking Layout: interior vehicle layout and driving lane complete in draft format,
exterior parking (10%), office layouts (70%)
Relocation: draft re-location schedule to be reviewed by Relocation and Business
Continuity group, Project Team and will be communicated to Steering Committee,
manager/supervisor stake holder group and others
Business Continuity: will tie in with re-location plan; contingency plans and communication
plans will be developed
MilestoneTarget Date StatusComments
Demolition Phase I Starts Feb 19, 2010 Completed Demolition of 2 storey metal structure,
concrete floor, walls in shops area
Site Plan Approval Jan 15, 2010 Completed
People Process & System Jan 29, 2010 Completed 8 Common Functions Service groups
Integration (PPSI) to complete review and provide
recommendations; five divisional
groups, headed up by Directors, to
complete review and provide
recommendations.
Building Permit Obtained Jan 29, 2010 Completed Permit ready; Architectural Drawings
completed by December 31, 2009 and
permit applied for first week of
January, 2010
th
Solar Roof Tender Award Feb 12, 2010 Completed Received OPA contract April 8; award
th
of tender the week of April 12;
contracts with OPA and Kitchener-
Wilmot Hydro being reviewed and
finalized
Construction Tenders Issued Feb/Mar, 2010 Completed Various tenders to be issued as per
(Packages #1 & 2) Tender Schedule Sequencing;
packages #1 and #2 have been issued
Schedule: Future Major Milestones Through to Completion
Date
MilestoneTarget Date Completed Comments
People Process & System June 30, 2010 PPSI group to validate and implement
Integration (PPSI) recommendations, service process
enhancements; required training for
new service enhancements will be
developed and/or implemented
Re-location Schedule July 2010 Draft re-location schedule to be
Finalizedfinalized then detailed divisional plans
and communication plans can be
finalized
Re-format of the Beginning To work on the details of PPSI
Manager/Supervisor April 20 and recommendations and the RBC
Stakeholder Meetings futureschedules/plans
meetings
Strike the Work Place Culture April 2010 Committee will look at social
Committeeopportunities leading up to and
following re-location to the CMF
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Date
MilestoneTarget Date Completed Comments
Solar Roof Design May 2010 Detailed design of solar roof system
underway; detailed production and
installation schedule being developed
and incorporated into overall
construction schedule
2. Project Risk Assessment and Management
This project has a strong focus on risk management. Since the original risk assessment
prepared in July 2008 by KPMG where 45 active risks were identified, 40 of which were
rated high in priority, a rigorous risk review process has been put in place, requiring regular
monitoring and management of identified risks by both the project team and the Internal
Auditor. It is not uncommon in projects with a broad scope such as the CMF project to have
the number of active risks fluctuate a great deal throughout the life of the project as
mitigation strategies are put in place and new risks identified. Currently, the project is
tracking 26 active risks, of which 14 are rated high in priority. Key risks that will continue to
require diligent and careful monitoring include project scope, budget and completion
schedule.
Risk Register Update
Original Risk Assessment - July 3, 2008
Risk Rating Low 1-5 Medium 6-9 High 10 or Active Risks
Calculated by
2 3 40 45
Impact x Likelihood
Last Confirmed Risk Assessment Update - March 1, 2010
Risk Rating Low 1-5 Medium 6-9 High 10 or Active Risks
Calculated by
3 12 9 24
Impact x Likelihood
Current Risk Assessment Update - April 12, 2010 (for the month of March 2010)
Risk Rating Low 1-5 Medium 6-9 High 10 or Active Risks
Added 69,70,71
Closed 60
Modified 59,68
Updated Risk
2 10 14 26
Register
3. Budget
On March 26, 2010, the City was advised that our application to the Federation of Canadian
Municipalities Green Municipal Fund was approved, which includes a grant of $386,000 and
a low interest rate loan of $3,869,000. This grant will be used towards funding the projected
deficit of $1,265,000 per our September 2009 project update report, to $879,000.
From a cost management viewpoint, project spending is strictly controlled and within the
allocated budget. Council has approved project funding $48.2 million for the base budget
plus $14 million for infrastructure funded enhancements and LEED components. To ensure
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spending remains on track, the project’s cost management team reviews project finances on
a regular basis.
FINANCIAL IMPLICATIONS:
None.
COMMUNICATIONS:
A full and detailed communications strategy for the consolidated maintenance facility (CMF)
project is in place that targets all of the audiences and stakeholders who will be affected either
directly or indirectly by the new facility, including city staff, city council, the general public and
the residents of nearby Hidden Valley. The strategy also includes tools and methods for
reaching all of these audiences with information as the project progresses, and especially at
significant project milestones.
CONCLUSION:
The Consolidated Maintenance Facility project continues to be a high priority project for the
organization, which will create the opportunity to deliver enhanced service for our residents.
The original project budget commitment for the base project continues to be maintained while
allowing adjustments to the project schedule and funding sources in order to accommodate the
City’s contribution to the Infrastructure Stimulus program enhancements to the project. The
funding shortfall identified in the original budget has been reduced and mitigation strategies as
previously identified will continue throughout the life of the project.
The next Project Status Report will be provided to Finance and Corporate Services Committee
in August, 2010, based on a quarterly update schedule.
This report is submitted on behalf of the CMF Project Steering Committee comprised of:
Pauline Houston, General Manager of Community Services (Project sponsor and chair)
Troy Speck, General Manager of Corporate Services
Larry Gordon, Chief Purchasing Officer
Wally Malcolm, Director of Utilities
Don Miller, Director of Fleet
Jim Witmer, Director of Operations
Tracey Hare Connell, Executive Director of People Services and Organizational
Development
Michael May, Director of Corporate Communications and Marketing
ACKNOWLEDGED BY: Pauline Houston, General Manager of Community Services
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