MARION COUNTY BOARD OF COMMISSIONERS

Board Session Agenda Review Form

Meeting date: July 15, 2020

Department: Business ServicesAgenda Planning Date: July 2, 2020 Time required: 20 mins.

Contact: Kevin Burton Phone: 4763

Audio/Visual aids Computer equipment for PowerPoint presentation

Department Head Signature:

TITLEProject Closeout Report

Issue, Description &

Background

Project Closeout presentation for Courthouse Square Horns & Strobes, Court Annex Re-Piping, Transition

Center Tenant Improvements and the Juvenile Services Building.

Financial Impacts:

Impacts to Department

& External Agencies

Options for

Consideration:

Recommendation:Acceptance of report(s).

List of attachments:

Presenter:Kevin Burton/Larry Tilford

Copies of completed paperwork sent to the following: (Include names and e-mail addresses.)

Copies to:

POST CONSTRUCTION EVALUATION FORM

Project Team:

Business Services Director: Colleen Coons-Chaffins

Contracting Officer: Tina Toney

Construction Project Coordinator: Kevin Burton

Facilities Program Manager: Larry Tilford

Project Name: Juvenile Services Building Project/Contract No: CIP #16-076

Original Budget: $9,289,524.00 Actual final $7,324,088

Project History: The original intent was to revamp the existing Administration Building at 3030 Center Street which would require as much capital outlay as building a new structure. Therefore it was decided to build a new building in front of the Juvenile Detention Building allowing business to remain ongoing in the old building.

Number of Change Orders Requests (COR): Thirty-eight (38) Description:

1. Thirty-eight (38) change order requests were approved, based on funding sources and funding timeline for funds availability under Change Orders #1-4. Five (5) were for unforeseen items, Four (4) were for design items and twenty-nine (29) were issued for unprogrammed user requests or discretionary changes (additional work not contemplated in the original project program).

Description of successes and areas needing improvement during the design & engineering of the project. A. Successes:

1. The design team met our budget and design requests within our timeframe. 2. Lessons learned from previous projects were implemented to reduce CORs and Requests for Information (RFI)

B. Items to Improve Upon: 1. Additional investigation and design time could have saved change order costs. 2. Department leadership was new and several design changes were due to a better department understanding

and need as the project was underway.

Description of successes and areas needing improvement during the construction of the project. A. Successes:

1. Contractor was responsive to Owners requests and project requirements 2. Workmanship and installation was of high quality 3. Coordination and communication with the department was good

B. Items to Improve Upon: 1. Added focus needed to be placed on the exterior sub-contractors 2. Scheduling estimates were hard to achieve when sub-contractors would not respond

Lessons Learned:

Added documentation of Owner’s concerns might have helped with sub-contractor items

A mutual understanding the project management pyramid-Scope, Time and Cost being the “Walls” and Quality being the outcome helps everyone see the greater picture. Is it more important to be on time, save money or have a quality product? Having this clearly defined sets the direction of the project.

Additional meetings with the department, facilities staff and upper management may have provided greater understanding of what the final product would or should be.

Remember to keep your humor; the stresses of the project are just future lessons to be learned from.

Be present in the construction process; actively listen and understand the project needs and relay those to others that may not have the same insight.

Communicate, communicate, communicate; there can never be too much communication.

POST CONSTRUCTION EVALUATION FORM

Project Team:

Business Services Director: Colleen Coons-Chaffins

Contracting Officer: Tina Toney

Construction Project Coordinator: Kevin Burton

Facilities Program Manager: Larry Tilford

Maintenance Supervisor Terry Stoner

Project Name: Transition Center Tenant Improvements Project/Contract No: CIP #19-016

Original Budget: $198,046 Actual final: $140,663

Project History: Our Transition Center received a roof and HVAC upgrade yet the interior space had not been improved for many years. Since the Sheriffs Central District Office of enforcement moved out of this building and into the new Public Safety Building, it left a large portion of the building unoccupied and made tenant improvements simpler to perform. These improvements included carpet replacement, door replacement in secure areas, adding stainless steel panels to doors and walls around secure hall to protect against meal cart damage, new windows and casework in the command central area and an elastomeric coating (paint) on the exterior of the building. The project was performed in phases with Larry Tilford, Terry Stoner and Kevin Burton each managing different phases. Existing service contracts and cooperative agreements were utilized for the majority of the work using local contractors when possible.

Number of Charge Orders Requests (COR): Six (6) Description:

1. Five (5) change order requests were approved, based on funding sources and timeline for funds availability. Four (4) were issued for unprogrammed user requests or discretionary changes (additional work not contemplated in the original project program) and one was for an unforeseen condition.

Description of successes and areas needing improvement during the design & engineering of the project. A. Successes:

1. No third party design team was needed for this type of project. Any items requiring design were performed in-house or by the specialty contractor performing that task.

B. Items to Improve Upon: 1.

Description of successes and areas needing improvement during the construction of the project. A. Successes:

1. Contractor was responsive to Owners requests and project requirements 2. Workmanship and installation was of high quality 3. Coordination and communication with the department was good

B. Items to Improve Upon: 1. Additional considerations for any additional needs should have been planned and identified during scope

development for the final phase of the project (tower casework). 2. Tighter scheduling of the phased approach would have had a shorter impact on the department.

Lessons Learned:

Using a phased approach with multiple service contracted vendors saved markups from a general contractor under a single prime contract

Utilizing service contracts ensured we knew the type of work to expect from known vendors.

Different phases were managed by different people which made communication key so everyone stayed on the same page and did not create conflicts between the different phases.

Engage facilities management staff throughout the entire construction process. Remember facilities staff are the ones that will be working with the building systems for the foreseeable future

Remember to keep your humor, even when things are going awry.

Be present in the construction process; actively listen and understand the project needs.

POST CONSTRUCTION EVALUATION FORM

Project Team:

Business Services Director: Colleen Coons-Chaffins

Contracting Officer: Tina Toney

Construction Project Coordinator: Kevin Burton

Facilities Program Manager: Larry Tilford

Project Name: Jail Court Annex VRF Refrigeration Re-pipe Project/Contract No: CIP #19-010

Original Budget: $177,348.00 Construction Bid: $87,400 Actual final $96,941

Project History: When the HVAC system was replaced in this area of the building the refrigerant piping did not perform as intended. Leaks were found in the piping which caused the refrigerant to leak out and not allow the system work to heat or cool. The piping was replaced with a known product that will last the life of the system.

Number of Charge Orders Requests (COR): Two (2) Description:

1. Two (2) change order requests were approved, based on funding sources and funding timeline for funds availability under Change Order #1. Both were issued for un-programmed user requests or discretionary changes (additional work not contemplated in the original project program).

Description of successes and areas needing improvement during the design & engineering of the project. A. Successes:

1. The original engineer performed this re-design at no cost to the County. They felt some responsibility for accepting the previous piping type.

2. Design was thorough and complete, leading to no changes needed due to design items. B. Items to Improve Upon:

1. Keep to known technologies and incorporate those into a set of design standards. 2. Ensure an adequate review time for the facilities group and maybe schedule review with peers.

Description of successes and areas needing improvement during the construction of the project. A. Successes:

1. Contractor was responsive to Owner’s requests and project requirements. 2. Workmanship and installation was of high quality. 3. Coordination and communication with the department was good.

B. Items to Improve Upon: 1. The construction process went very well with good cooperation between the department, contractor and end

users. 2. It might have been a good idea to solicit this project as to be completed at night but budget concerns left it as

contractor choice.

Lessons Learned:

Good project teams make good project outcomes.

Remember to keep your humor, even when things are going awry.

Be present in the construction process; actively listen and understand the project needs.

POST CONSTRUCTION EVALUATION FORM

Project Team:

Business Services Director: Colleen Coons-Chaffins

Contracting Officer: Tina Toney

Construction Project Coordinator: Kevin Burton

Facilities Program Manager: Larry Tilford

Project Name: Courthouse Square Fire Notification Upgrade Project/Contract No: CIP #18-024

Original Budget: $200,000.00 Construction Bid: $163,000 Actual final $186,266

Project History: When Courthouse Square was built, then current code allowed a non-automated fire notification system. In the event of a fire a person had to physically call all tenants of the building through the building’s paging system. This did not work for hearing impaired building occupants and took a greater length of time to react than being notified by an automated fire alarm that trips with audible and visual notification devices.

Number of Charge Orders Requests (COR): Three (3) Description:

1. Three (3) change order requests were approved, based on funding sources and funding timeline, for funds availability under three (3) Change Orders. These were issued for code requirements, un-programmed user requests or discretionary changes (additional work not contemplated in the original project program) and one change order from false information received prior to bidding.

Description of successes and areas needing improvement during the design & engineering of the project. A. Successes:

1. An alternate procurement method was Board approved to do this project as a “Design Build” which worked well to increase design speed, reduce expense and not duplicate procurement.

B. Items to Improve Upon: 1. Alternate procurements were fairly new to the team and it took some time to ensure we properly followed ORS

rules. User familiarity would have decreased the time it took to get the contract active.

Description of successes and areas needing improvement during the construction of the project. A. Successes:

1. Contractor was responsive to Owner’s requests and project requirements. 2. Workmanship and installation was of high quality. 3. Coordination and communication with the departments was good.

B. Items to Improve Upon: 1. Scheduling could have been stricter to speed the installation. 2. Allowing the contractor to set the schedule made informing the building occupants a continues task.

Lessons Learned:

Updated building plans showing changes to space utilization would have saved change order costs.

Double checking information given to be used for bidding should always be utilized.

Planning access prior to project start, including who would escort in sensitive areas and what keys or access cards will be allowed, should be our common practice.