HomeMy WebLinkAboutCSD-10-073 - Consolidated Maintenance Facility Project UpdateREPORT
REPORT TO:
Finance and Corporate Services Committee
DATE OF MEETING:
November 8, 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: November 2, 2010
REPORT NO.: CSD-10-073
SUBJECT:
CONSOLIDATED MAINTENANCE FACILITY (CMF)
PROJECT UPDATE - NOVEMBER 2010
RECOMMENDATION:
For information.
BACKGROUND:
On August 23, 2010, Council received staff report CSD-10-057 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 August to November 1, 2010.
1. Project Status
Tasks Total Tasks Completed% Complete
Project Initiation & Planning 3030100
ProjectAdministration 102 33 84
ManagingChange 93 57 63
FacilityDevelopment 72 51 68
Sub Trades Tenders 3838100
Construction 184 28 44
Business Continuity 18011060
PropertyDisposal 24 16 71
WabanakiDrive 17 16 95
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Site & Building:
Construction Progress
There are 30 different trades involved with constructing the new CMF. The following are
progress highlights:
Fleet high-bay addition: garage doors have been installed, in-ground hoists are being
installed, vehicle exhaust systems are being mounted
Office painting has started on the west side
Geothermal drilling of 57 holes is almost complete
Canopy on east side of building is almost complete
Shops masonry is complete on the west side of the building; painting and electrical
conduits are beginning; east side masonry has started
Salt storage foundation and walls are complete; concrete apron and floor will be poured
soon
Landscaping the front of the property has taken place
Construction Change Order Process
Total number of contemplated change orders/change orders stands at 100.
Construction Schedule
The construction schedule is currently slightly behind original projection. The project team
remains confident that the overall project timelines can be achieved as many construction
activities will be scheduled to occur simultaneously on site.
People, Process and Service Integration:
The final five common functions requiring service/process review and development for the
CMF have been completed and recommendations reviewed by the stakeholder directors in
September.
Divisional review of processes/service delivery models for the CMF is now virtually
complete. The majority of divisions’ key processes and service changes has been reviewed
and confirmed by the PPSI group for the following: FM, Fleet, Stores, Operations, Utilities,
Corporate Contact Centre and IT. HR services will be reviewed in November.
Work has started on developing a site orientation package for processes that will affect all
staff moving to the new facility. To date, 230 processes or site elements have been
identified which require staff orientation. Of these, about 100 affect all CMF staff (e.g. safety,
staff parking) and the remainder affect individual divisions or several divisions only (e.g. salt
dome) or specific divisional staff only (e.g. specific shops). 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.
Relocation & Business Continuity:
This portion of the project is operating in five streams:
Inventory: complete
Purge/disposal: ongoing process throughout re-location
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Office/parking layout: interior vehicle layout and driving lane completed in concept;
exterior parking (100%), office layouts (100%)
Relocation tasks: a re-location coordination group will begin working from the CMF in
March 2011; stakeholder divisions will move to the new facility April 1 to June 30,2011;
staff working groups have identified tasks related to moving people, equipment and
supplies; resourcing for the relocation elements is in progress: contractors, internal
support, equipment
Business continuity: each divisional area is reviewing services which may be impacted
during relocation; communication and contingencies plans are underway
We retained an RBC consultant to review our planning. We had an interim meeting with the
consultants and our staff team will be reviewing the final report, which identifies gaps in our
transition plans and strategies. Adjustments will be made to our plans and resourcing based
on the recommendations of the report.
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 (refer to Appendix A).
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
February 2011 based on a quarterly update schedule.
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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
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