HomeMy WebLinkAboutCSD-10-008 - Consolidated Maintenance Facility (CMF) Project Update - Jan 2010REPORT
REPORT TO:
Finance and Corporate Services Committee
DATE OF MEETING:
January 25, 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: January 15, 2010
REPORT NO.: CSD-10-008
SUBJECT:
CONSOLIDATED MAINTENANCE FACILITY (CMF)
PROJECT UPDATE - JANUARY 2010
RECOMMENDATION:
For information.
BACKGROUND:
On September 14, 2009, Council received staff report CSD-09-049 which provided a status
update on the CMF project to that point in time. In addition, a revised budget to incorporate
infrastructure funded enhancements and LEED components, as well as some project funding
adjustments, were approved.
REPORT:
This report provides a status update on the CMF project from September 2009 to January 2010.
1. Project Status
TasksTotal TasksCompleted% Complete
Project Initiation & 3030100
Planning
Project Administration 1022120
Managing Change 842328
Facility Development 724034
Sub Trades Tenders 3812
Construction 195TBDTBD
Business Continuity 5215
Property Disposal 241371
Wabanaki Drive 72
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Site & Building:
Project is proceeding on schedule and on budget, but we are still in the preliminary stages of
gearing up for full tendering/awarding/constructing. Architectural drawings have been completed
for submission of building permits, refinement of drawings will continue through January.
People, Process and Service Integration:
Service process reviews are underway by 8 groups looking at common or cross-divisional
processes and 5 groups looking at their own divisional specific services and processes. Work to
be wrapped up by the end of January 2010, after which all findings and recommendations will
be presented to the Project Administration Team.
Schedule: Short-Term Major Milestones for the next 30-60 days
Date
Milestone Target Date Completed Comments
Demolition Starts Feb 19, 2010 In progress Demolition of 2 story metal structure,
concrete floor in shops area.
Site Plan Approval Jan 15, 2010 In progress Expect completion and approval of
Site Plan so that Building Permits can
be obtained
People Process & System Jan 31, 2010 In progress 14 Common Functions Service
Integration (PPSI) groups to complete review and
provide recommendations.
5
Divisional groups, headed up by
Directors, to complete review and
provide recommendations.
Building Permit Obtained Jan 29, 2010 In progress Permit ready Architectural Drawings
Completed by December 31, 2009
and permit applied for first week of
January, 2010.
Construction Tenders Issued Feb 25, 2010 In progress Various tenders to be issued as per
Tender Schedule Sequencing. Up to
21 of the 38 total tenders are targeted
to be issued Jan-Feb.
Schedule: Long-Term Major Milestones through to completion
Date
Milestone Target 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 then
begin.
Construction Tender June 24, 2010 38 Tender packages have been
Sequencing Continues identified for issuance as of
December 31, 2009
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
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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 25 active risks, of which 13 are rated high in priority. Key risks that will continue to
require diligent and careful monitoring include project scope, 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 $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.
Emergency Power
4.
The CMF budget includes provision for a number of areas of the CMF to be on emergency
back up power:
• CCC
• IT server rooms
• back up Emergency EOC area
• salt storage facility
• fuelling station
The Project Team and Steering Committee reviewed the cost versus need of having the
entire facility on back up emergency power. The conclusion was to include the above listed
components, at a cost of $250 000, rather than include the cost of the entire facility at a cost
of ~$1,000,000. The risk was deemed low with the current decision. Most other operational
areas could continue functioning with emergency lighting and phones operational. The Fleet
area would not be operational during power outage, but is also the most costly to include on
emergency back up power. Staff analysed the impact of the inability to repair vehicles
during a power outage. It was deemed the only service area that was dependent on
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specialized equipment, could not post pone service and did not have back up vehicles, was
snow plowing. For a power outage to significantly affect this area, the event would have to
occur in the winter, knock power out for a significant period of time, include snow plow(s)
break down etc. Staff weighed the odds of occurrence against the cost and determined the
current design strategy. Staff will also investigate contingency arrangements for these
remote situations.
FINANCIAL IMPLICATIONS:
None.
COMMUNICATIONS:
Now that a fully integrated project plan has been completed, 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 April 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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