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Home My WebLink AboutCSD-10-057 - Consolidated Maintenance Facility (CMF) Project Update - August 2010REPORT REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: August 23, 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: August 18, 2010 REPORT NO.: CSD-10-057 SUBJECT: CONSOLIDATED MAINTENANCE FACILITY (CMF) PROJECT UPDATE - AUGUST 2010 RECOMMENDATION: For information. BACKGROUND: On April 26, 2010, Council received staff report CSD-10-031 which provided a status update on the consolidated maintenance facility (CMF) project to that point in time. REPORT: This report provides a status update on the CMF project from April to August 2010. 1. Project Status Tasks Total Tasks Completed% Complete Project Initiation & Planning 3030100 ProjectAdministration 102 30 43 ManagingChange 93 46 55 FacilityDevelopment 72 51 68 Sub Trades Tenders 3838100 Construction 184 12 15 BusinessContinuity 180 73 26 PropertyDisposal 24 14 71 WabanakiDrive 17 13 75 ïë ó ï Site & Building: Modular Office Furniture Design: Design and configuration of the modular furniture for the office areas are complete and signed off by the stakeholders. The next step will be to obtain cost estimates. Construction: Progress There are 30 different trade groups involved with constructing the new CMF. The following are major progress highlights: Fleet High-Bay addition structural steel has been put up. Materials storage bunkers are complete. Concrete slab in garage - two of the three sections have been poured. Duct work in the garage/shop area is progressing quickly. Salt storage hopper has been poured and salt dome footings started. Waste/recycling elevated dump platform is nearing completion. Garage doors are being installed. Geothermal drilling and installation has begun. Painting of the garage/shop ceiling is underway. Steel studding of the office areas has started. Schedule The construction schedule is currently slightly 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. Tender Summary The tendering process for the construction part of the project is 95% complete. The project management firm, Melloul-Blamey, has used a tender process that is consistent with the City’s Purchasing by-law for all the sub-contractors. A minimum of three to seven tenders were received for each standard component of the project and a minimum of 2 tenders for specialty components. A full list of the awarded sub-contractors and contract amounts has been included in Appendix A. It is also worthy to note that over 75% of the total dollar value of the contracts has been awarded to companies within Waterloo Region. The construction sub-contract totals are within the overall budget for this component of the project, allowing for contingencies for change orders and variable pricing changes for items such as asphalt. People, Process and Service Integration: Work is nearing completion on the final phase of service process reviews, to design service delivery models for the CMF site. A final eight (8) groups looking at common function services and five (5) groups are finalizing their divisional specific services this summer. The recommendations from these groups are being reviewed internally to determine an implementation plan. Work has begun to develop a site orientation package for processes affecting all staff (approximately 100). This package will be further defined over the fall and winter in preparation for delivery to groups of staff as part of the relocation process next year. ïë ó î Relocation & Business Continuity: This portion of the project is operating in five streams: Inventory of: Furniture (100%), Major Equipment (100%), Fleet & Equipment (40%), Records (phase 1 – 100%, phase 2 – 35 %) Purge/Disposal: committee in place; will begin working with records and furniture inventories Office/Parking Layout: interior vehicle layout and driving lane completed in concept; exterior parking (50%), office layouts (100%) Relocation: the re-location timeline plan has been approved and stakeholder teams have begun working on the details and logistics for relocation to the CMF with the Relocation and Business Continuity group Business Continuity: each divisional area is working on itemizing requirements for Business Continuity and working on contingency scenarios with the Relocation and Business Continuity team; communication plans are being developed in conjunction with the logistics planning Staff will be hiring a consultant shortly to complete a peer review of our relocation plans to ensure there are no gaps and service disruptions during the transition are minimized. 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 Eight Common Functions Service Integration (PPSI) groups 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 Dec 31, 2009 and permit applied for first week of Jan 2010 Solar Roof Tender Award Feb 12, 2010 Completed Received OPA contract April 8; award 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; up to 42 total tenders are targeted to be issued; packages #1, #2 have been issued People Process & System Jun 30, 2010 Ongoing PPSI group to validate and implement Integration (PPSI) through recommendations, service process relocation enhancements; required training for new service enhancements will be developed and/or implemented Re-location Schedule Jul 2010 Completed Draft relocation schedule to be Finalizedfinalized, then detailed divisional plans and communication plans can be finalized ïë ó í Re-format of the Beginning Apr Completed To work on the details of PPSI Manager/Supervisor 20 and future and ongoing recommendations and the RBC Stakeholder Meetings meetings schedules/plans Set up the Work Place Apr 2010 Completed Committee will look at social Culture Committee opportunities leading up to and following relocation to the CMF Solar Roof Design May 2010 All Detailed design of solar roof system approvalsunderway; detailed production and received;installation schedule being developed Design/ and incorporated into overall Scheduling/ construction schedule Construction is underway 2. Project Risk Assessment and Management This project has a strong focus on risk management. Key risks that will continue to require diligent and careful monitoring include relocation planning, budget and completion schedule. 3. Budget From a cost management viewpoint, project spending is strictly controlled and within the allocated budget. Council has approved project funding of $48.2 million for the base budget plus $14 million for infrastructure funded enhancements and LEED components. To ensure 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 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 CMF 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 November 2010, based on a quarterly update schedule. ïë ó ì 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, Director of Supply Services 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 ïë ó ë Appendix A ÍËÞÝÑÒÌÎßÝÌÑÎÍÔ×ÍÌ É?£·?Û«ÉÃ?Y£øäÃ?Æª?Üú É?£·?Ûk«?ÉÜ4+2420 Û£ªâ£± Ã`ÃÃ£ª£«?ªYÛ«Ã?YÉ?Ãâ£±É?Ã Í¬®«½¬«®¿´Í¬»»´ßÝÔÍÌÛÛÔÔÌÜÕ·¬½¸»²»®éèéôìïìòðð Î±±º·²¹ß´´·¿²½»Î±±º·²¹úÍ¸»»¬Ó»¬¿´Ù«»´°¸ïïèôïéëòðð Í¿´¬Ý±²ª»§±®Ó·¬½¸»´´Ó·´´Í§¬»³Ò»©¬±²îïêôéðíòðð Ú±®³©±®µß´´Ú±®³·²¹×²¬»®²¿¬·±²¿´Õ·¬½¸»²»®ëééôçððòðð Ð¿·²¬·²¹ßª»úÍ¸¿©Ô¬¼Õ·¬½¸»²»®êëîôìêëòðð Ý±²½®»¬»Þ±»¸³»®Ø¿®¹»¬Þ´±½µÔ¬¼òÕ·¬½¸»²»®éðìôðððòðð Ü®§©¿´´Ý¿²¿¿²Ý±²¬®«½¬·±²×²½òÙ«»´°¸ííêôíððòðð Ó»¬¿´Ü»½µúÝ±³³»®½·¿´Í¸»»¬Ó»¬¿´Õ·¬½¸»²»®éêèôëððòðð Í·¼·²¹ Ý®¿²»Ý®¿²»Í»®ª·½»Í§¬»³Í¬±²»§Ý®»»µïìèôíêêòðð Í°®·²µ´»®ÝúØÚ·®»Í«°°®»·±²Í§¬»³Õ·¬½¸»²»®ìîïôëëîòðð Ù»±¬¸»®³¿´Ü¿ª·¼±²É»´´Ü®·´´·²¹É¿¬»®´±±êíçôçððòðð Ú´±±®·²¹Ü»½±®¬·´»Ô¬¼òÍ¬òÖ¿½±¾îêìôïíêòðð Ó·´´©±®µÜÓÓ·´´©±®µÕ·¬½¸»²»®êéôðëçòðð Ô·¹¸¬Ú·¨¬«®»Ù»®®·»Û´»½¬®·½Õ·¬½¸»²»®îìéôðêðòêë Ý±²½®»¬»Ù®¿²¼Î·ª»®Ú´±±®Ô¬¼òÉ¿¬»®´±±ïìçôðçðòðð Ú·²·¸·²¹Â?`ù?£«ª Ý«®¾ú Í·¼»©¿´µØ¿®¼½¿°»Ý±²½®»¬»ú×²¬»®´±½µÝ¿³¾®·¼¹»êíçôëìêòðð ïë ó ê ß´¾®»½¸¬Ø¿®®·Î»¾¿®Í¬±²»§Ý®»»µïèçôðððòðð Ü»³±´·¬·±²Ø¿¦½±Û²ª·®±²³»²¬¿´Í»®ª·½»Ø¿³·´¬±²çëôçïëòðð Ñ©²»®ù ×²¬»®Ý´»¿²Û¯«·°³»²¬Þ«®´·²¹¬±²íïëôìéîòðð Û¯«·°³»²¬ Û´»½¬®·½¿´Ö¿²·½µÛ´»½¬®·½Ô¬¼Ì±®±²¬±íôðîîôðððòðð Ó¿±²®§Õ¿°°»´»®Ó¿±²®§Ý±®°±®¿¬·±²É¿¬»®´±±êçìôðððòðð Í·¬»Í»®ª·½»Õ·»©»¬¬»®Û¨½¿ª¿¬·±²Ø»·¼»´¾»®¹îôìììôëððòðð Ô¿²¼½¿°·²¹Õ´±³°Ô¿²¼½¿°·²¹×²½Í¬òÓ¿®§ùçîôììëòðð ØÓÜ±±®úÕ²»´´Ü±±®úØ¿®¼©¿®»Õ·¬½¸»²»®ïçêôíìçòðð Ø¿®¼©¿®» Ô±½µ»®Õ²»´´Ü±±®úØ¿®¼©¿®»Õ·¬½¸»²»®ïïïôìîèòìð Ñª»®¸»¿¼Ü±±®ÕÉÜ±±®×²¬¿´´¿¬·±²×²½òÕ·¬½¸»²»®íéîôçîðòðð Ü»³±´·¬·±²Ô»¹¿«´¬Þ®±òÝ±²¬®«½¬·±²Ú·¸»®ª·´´»ìçôçððòðð Ó»½¸¿²·½¿´Ò»´½±Ó»½¸¿²·½¿´Ô¬¼òÕ·¬½¸»²»®êôçïêôîððòðð Ð®»Û²¹·²»»®»¼Ñ´§³°·¿Ú¿¾®·½Í¬®«½¬«®»Ô«½µ²±©ëïîôðððòðð Í¬®«½¬«®» Ó·½»´´¿²»±«Ñ²·¬»Ó±¾·´»É»´¼·²¹Õ·¬½¸»²»®îêéôèîîòðð Ó»¬¿´ Û´»ª¿¬±®Ñ¬·Û´»ª¿¬±®Ø¿³·´¬±²ìçôêêðòðð Ñ©²»®ù Ð¿·²¬´·²»Ð®±¼«½¬×²½Þ¿®®·»ìíîôííðòðð Û¯«·°³»²¬ Ñ©²»®ùÐ®±Í¬¿¬Ô¬¼òÝ¿³¾®·¼¹»ìèçôéééòðð Û¯«·°³»²¬ ß°¸¿´¬Ð¿ª·²¹Í¬»»¼¿²¼Ûª¿²Ô·³·¬»¼Í¬òÝ´»³»²¬ëíçôíéíòðð Ú»²½·²¹Ì±©²¿²¼Ý±«²¬®§Ú»²½·²¹ß®·ëðôéìïòðð ïë ó é Ù®»»²¸±«»É»¬¾®±±µÙ®»»²¸±«»Í§¬»³Ù®·³¾§íîëôïìèòêê É»¬³±«²¬Í¬±®»º®±²¬Í§¬»³ ß´«³·²«³Ù´¿Ô¬¼Õ·¬½¸»²»®ïçêôèêîòðð úÙ´¿¦·²¹ ¼£?±É3,Ë30-Ë,/0È4//Ë+/0Ë3//È.. 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