Design and Construction New Employee Orientation - Office of ...

IntroductionsGround RulesPurpose

Design and Construction DivisionORIENTATION PROGRAMDesign and Construction IndustryModule IOffice of Physical PlantModule IIDesign and Construction DivisionModule IIIProcess MapsModule IV

Time Subject Speaker(s)8:30-9:00 Welcome & Introduction Mark Bodenschatz9:00-10:00 Design and Construction John Bechtel, Leidy KlotzIndustry (Module I)10:00-10:15 Break10:15-11:00 Design and ConstructionIndustry (Module I)John Bechtel, Leidy Klotz11:00-12:00 Office of Physical Plant(Module II)12:00-1:00 Lunch1:00-2:30 Design and ConstructionDivision (Module III)2:30-2:45 Break2:45-4:00 Process Maps (ModuleIV)Mark Bodenschatz, BobMulhollem, Chet DefurioRon Perttu, Ed Gannon, JeffKokoskieJohn Bechtel, Leidy Klotz

Design and Construction IndustryModule IProject Delivery ProcessProject Delivery DecisionsIndustry Overview

Questionnaire

Project Delivery Process• Project Stages– Planning, Design, Construction, Operation• Cost Influence over Project Time• Responsibility Matrix

Planning• Capital Planning• Programming• Design Procurement• Approvals• Sustainable Tactics

Design• Schematic Design (Sketch Design)• Design Development (Preliminary Design)• Construction Documents• Construction Procurement• Sustainable Tactics

Construction• Pre-Construction• Construction• Closeout• Turnover• Sustainable Tactics

Operate• Operations• Maintenance• Sustainable Tactics

Project Delivery Decisions1. Work Packaging2. Delivery Methods3. Contract Types4. Award MethodNot always a sequential decision.

Work Packaging• Dividing the project into defined packagesof work– Purchasing Plan– Funding Impact– Subdivide large project into smaller projects– Market Influence

Delivery Methods• CM Agency• CM @ Risk• Design Build– Constructor Led–A/E Led• Design Build Operate• Design Build Lite• Develop/Finance DBO• Preconstruction Only• Single Prime• Multiple Prime• Design Manage• Joint Venture

Single PrimeOwnerA/EArchitect assistsOwner in managing GCGCDesigners and ConsultantsSubcontractors and Suppliers

Multiple PrimeOwnerA/EMCECGCDesigners and ConsultantsSubs &SuppliersSubs &SuppliersSubs &Suppliers

CM @ RiskOwnerA/ECM participates inPlan & Design PhasesCMDesigners and ConsultantsSubcontractors and Suppliers

Design – BuildOwnerDesign-BuildFirmDesigners and ConsultantsSubcontractors and Suppliers

CM Agency (can also hold contracts)A/EOwnerAgencyCMDesigners and ConsultantsSubcontractors and Suppliers

Contract Types• Lump sum (fixed price)• Guaranteed Maximum Price (GMP)• Unit Price• Cost Plus Fee

Award Method• Competitive bid (open to all)• Competitive bid (prequalified/selectedcontractors only)• Best value (multiple parameter evaluation)– Lasch Building (best value GC)– CM and AE selections• Negotiated contract (multiple or sole source)

Best Value Design BuildBest Value GCBest Value GC CriteriaCM AgencyRFQ

Questionnaire

Industry Overview• General Characteristics• Financial Facts• Industry Participants• Construction Categories•HOT Topics

Construction Industry Characteristics• Hybrid of Service & Manufacturing– More of a Service Industry• Fragmented – Many Companies• Unique Products• Strong geographic ties• High rate of company failures

Work Put in Place (2005)$1.14 TrillionThis Represents 9% of the United States GrossDomestic Product (GDP)Source: AGC Chief Economist

Other Industry Figures• Approximately 12% of jobs in US are directly orindirectly associated with construction• R&D – Approximately 0.01% of sales– Automotive ~5%– Pharmaceutical ~20%• 80% of work is performed by 10% of firms• Each $1 spent generates approximately $3.6 ofeconomic activity

Industry Participants• Owner• Project Manager (Owner Rep)• Construction Managers• General Contractors• Subcontractors (Sitework, Concrete, Masonry, Electrical,Mechanical, Steel, Plumbing, Controls, etc…)• Architects/Landscape Architects• Engineers (Civil, Environmental, Mechanical, Electrical,Structural, etc…)• Other Consultants (LEED, Estimating, etc…)• Commissioning Agents• Testing Agencies• Inspectors (State, local, DEP, independent)

Construction Categories• Residential• Building Construction• Infrastructure and Heavy Construction• Industrial

Residential• 33% of market• Designed by Owner, Dev., Arch, or Contr.• Construction by Owner, Dev., or Contr.• Very cyclical

Building Construction• 25 - 30% of industry• Design led by Architect• Construction led by GC, Prime or CM• Cyclical (lags economy slightly)

Infrastructure andHeavy Construction• 20 – 25% of industry• Design led by engineer• Construction by Heavy Contractor• Longer cycles impacted by government policy

Industrial• 5 – 10 % of industry• Design led by specialized engineer• Construction by specialized contractor• Long lead time

HOT Topics• Building Booms• Cost Escalation• Safety/Labor• Building Failures• New Technology• Sustainability/LEED• Indoor Air Quality

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Cost Escalation

Labor• 75 percent of contractors are experiencing laborshortages.• Shortages are costing contractors and owners timeand money (lack of skilled trade labor).Safety• 2005 - The private construction industryaccounted for 1,186 fatal work injuries, the mostof any industry sector (about one out of every fivefatal work injuries recorded in 2005).

Safety (cont.)• Site Logistics• Cranes• PPE – Personal Protective Equipment• OSHA• Insurance• Falls• Eye Injuries

Safety (cont.)• NEW YORK, NY February 07, 2007 —The city is hiring 10 more buildinginspectors as part of a crackdown against lax contractors. The move comes inresponse to the death of 29 construction workers last year. Many accidents tookplace when workers fell from scaffolding suspended high above the ground,because they didn't use harnesses.• REPORTER: The new scaffolding safety unit will roam the city's constructionsites, issuing fines against violators. Joel Shufro of the New York Committeefor Occupational Safety and Health praises the move, and says the inspectorsshould target contractors in the underground economy.• SHUFRO: We've had tremendous growth of contractors who are doing work offthe books, under the radar, and hiring workers who are not trained to do thework which is required.• REPORTER: But Shufro says jail sentences should be among the options, inaddition to the stiffer penalties that have been proposed. The legislation requiresapproval from the council.

Building Failures

New Technology• GPS Systems• Electronic Documents• 3-D Modeling (use ofvirtual tools)• BIMPhase 2

Sustainability/LEED• Energy Use Reductions– The US Department of Energy states that today's buildingsconsume more energy than any other sector of the U.S. economy,including transportation and industry.– Buildings account for 40% of energy flows worldwide.– Buildings contribute 35% of CO2 emissions• LEED Certification

Leadership in Energy andEnvironmental Design (LEED)• Green Certification offered by United StatesGreen Building Council (USGBC)• Nationally accepted benchmark• PSU uses this standard

Indoor Air Quality• Studies indicate that Americans spend up to 90% of their dayindoors. According to the US Environmental ProtectionAgency, air quality inside buildings is sometimes two to fivetimes worse than outside air.• The EPA estimates that building-related illnesses account for$60 billion of annual productivity lost nationwide.• Improved indoor environments can increase employeeproductivity by up to 16 percent.

Office of Physical PlantModule IIUniversity Design and Construction Fast FactsPSU Organizational StructureOPP DivisionsOPP Strategic Plan

University Design and Construction FAST FACTS• New construction expected to reach 34.5 millionsquare feet by 2009• 2006, new campus construction rose 18 percent• Reasons– Competition with Asia (science progress)– Competition among US Universities– Baby boomer’s children

Energy and Engineering

Energy and EngineeringUtility ServicesOperations and Maintenance of Utility Systems: Campus Steam Production and Distribution Electrical Distribution Systems Central Chilled Water Production and Distribution Natural Gas Distribution Compressed Air Production and Distribution Storm Water Collection Systems Potable Water Waste Water Collection and Treatment

Energy and EngineeringEnvironmental Services• Building Energy Systems Operation and MaintenanceBuilding Mechanical SystemsHVAC systemsWater TreatmentVibration AnalysisBuilding Automation Systems (BAS)ATC software support for H&V / BAS designCentral Control Systems (CCS)Monitor ATC for abnormal conditions, 24/7/365Commissioning (Cx)New/Renovation projects & Continuous Cx

Engineering ServicesEnergy and Engineering• Energy Programs– Energy Conservation– Continuous CommissioningProgram– Guaranteed Energy SavingsProgram– Energy Procurement• Natural gas Procurement• Electric Generation Procurement• Coal Procurement• Facility Support– Planning– Field Engineering / TradesmenSupport• Mechanical/Electrical– Commissioning• Project Input and Review• Utility Systems Support– Planning– Engineering– Utility Company Liaison• Regulatory Compliance– Regulatory agency liaison– Environmental reporting• Air Quality - ECSP, WCSP• Water Quality - WWTPs,stormwater discharges• Potable Water system• Utility System Documentation,Mapping and GIS• PennDOT liaison• Rights of Ways• Sustainability Initiatives

Buildings and Grounds

Administrative and Financial Services

Campus Planning and Design

Commonwealth Services

Environmental Health and Safety

Work Control Center

Facilities Resources and Planning

Design and Construction Hershey Medical Center

Parking Garage Job SiteMedical Center

Hershey Medical Center Site PlanCherry DriveExisting Buildings2002 Plan BuildingsUpdate Plan BuildingsRoute 322Bullfrog Valley Rd.

http://fod.osu.edu/Ohio State (for comparison)

OPP Strategic Plan

OPP Mission & VisionOPP MissionTo promote wise stewardship of the University's physical plant andprovide responsive, quality, and cost-effective services in support ofthe University's mission of teaching, research, and service.OPP Vision• We exceed customers' expectations.• We enjoy coming to work• We provide excellent value.• We are recognized nationally for excellence in facilities, environmental,and safety management.

OPP Guiding Principles• We are committed to excellent customer service. We build partnerships and empowerour employees to support the teaching, research and service mission of the University.• We value our employees - they are the key to our success. We provide an enjoyable,healthy, and safe work environment. We foster collaboration, teamwork andcommunication to enhance performance.• We are committed to diversity and foster a welcoming, nurturing, and inclusive workenvironment where each employee is respected and valued.• We value leadership, accountability, and professionalism. We expect leadership byexample, personal integrity, and professional ethics.• We value creativity and employ innovative technology to improve performance and toenhance the delivery of products and services.• We use Continuous Quality Improvement (CQI) principles and tools in our daily work.• We champion the long-term interests of the University's physical plant and environment.

OPP Goals & Objectives• Goal - Focus on the customer• Goal - Improve OPP's work environment• Goal - Increase the value of services• Goal - Improve the University's physical plant and environment• Results Measures• Our results measures are intended to be a balanced approach tomeasuring the success of the Strategic Plan. Results measures willrange from the very broad to specific. It will be up to the championfor each objective to identify measures appropriate for that objective.• In addition, we will continue to conduct comprehensive customerand employee surveys to measure progress in these two key areas.

Questionnaire

Design and Construction DivisionModule IIIOrganizational ChartIT SupportConstruction ServicesProject ManagersProject CoordinatorsDesign ServicesContract AdministrationDesign and Construction 2007 Goals

2007 Design and Construction Organizational ChartDirector,Design & ConstructionMark BodenschatzAssistant Director,Design & ConstructionJohn BechtelStaff AssistantsIT Support StaffUP ProjectManagementContractAdministrationDesignServicesConstructionServices

IT Support

Construction ServicesManager CSJeffrey L. KokoskieConstruction Admin.SpecialistDaniel F. BreonJames R. FailM. Katie RountreeDennis E. SmithTerry L. WeilerConstructionCoordinatorWilliam C. HughesConstruction QualityRepresentativeKurtis N. FinkTheodore E. Kolbe, Jr.John R. Reish

Project ManagersUP Project ManagersBair, Larry Berkey, LisaBevan, Marv Heltman, TimLarkin, Judy Riccardo, RickSpackman, Chad Spackman, JeffTennent, Dick Taylor, Bert

Project CoordinatorsUP Project CoordinatorsBecker, Bob Gurskey, RonHampton, Chris Hansel, TerryHirlinger, Kevin Ondo, RonPerttu, Ron Monahan, Bart

Contract Administration

Design Services

2007 Overarching Goals• Increase support for front-line staff– Improve communication (listening)• Improve project delivery process• Have more fun!

2007 Specific Goals• Staffing – Almost there…get there!• Connectivity and Planning• MBE/WBE Program• Safety Program• Divisional Key Performance Measures• Tririga/PPM Development/Implementation• Workload Leveling• Improve Internship Program• Solve Space Problems• Off Site Meetings• Find opportunities to improve relationships with other divisions• Answer CO Audit Recommendations• Improve relationships with the State

Questionnaire

Process MapsModule IVContracting through Contract AdministrationConstruction Contract Close-OutProject RequestProfessional Agreement ExecutionL & I PermittingChange Order Negotiated

Pre-Questionnaire

Process Maps• Contracting through contract administration

Questionnaire• Contracting through contract administration

Process Maps• Construction contract closeout

Questionnaire• Construction contract closeout

Questionnaire

Rendering

July 2005

August 2005

September 2005

October 2005

November 2005

December 2005

February 2006

March 2006

April 2006

May 2006