AN INTRODUCTION TO CAPITAL FACILITIES MANAGEMENT it is the intent of this document to give the members of the Space Management and Facilities Planning Committee a brief introduction to capital facilities management and planning. Topics include capital asset management, space management and master planning. The document ends with a basic schematic chart that includes well-established dollar levels recommended for various aspects of the process. CAPITAL ASSET MANAGEMENT This section provides guidelines for capital asset management for planning for capital renewal, The following is the terminology related to capital asset management Capital Assets — Ail improvements to property, both building and site. © Current Replacement Value (CRV) — This is the total construction cost to replace all capital assets in current dollar value. Infrastructure (Physical Plant) Renewal ~ Life cycle replacement of buildings and site systems including, but not limited to, electrical, mechanical, plumbing, structural and utility components. + Facilities Condition Index (FCI) - This is a commonly used formula to determine the overall condition of facilities. It is derived by Total Value of Deferred Maintenance ($) CRV (8) Deferred Maintenance ~ All unfunded infrastructure renewal items. * Catch-Up Maintenance — Investments to correct deferred maintenance to improve the FCI Adaptation ~ This category includes rehabs/renovations required by changing educational and research needs, codes and standards. + New Facilities - Determined by Institutional Mission Capital renewal and adaptation involves the following elements: * Assuring that normal maintenance is adequate. Assessing the condition and functionality of the existing facilities. Establishing the ongoing funding requirement for renewal and adaptation and calculating a Facility Condition index (FC!) to measure year-to-year progress. Identifying the actual funding the institution can commit to projects in the next few years. Identifying and prioritizing the new construction and renewal/adapiation projects the institution should undertake in the next few years. Developing a rolling five-year facility project plan based on available funding and project priorities Updating this process annually, adjusting funding provisions and project priorities and measuring progress on the FCISPACE MANAGEMENT Successful space management requires efficient utilization of existing space based on standards, UB will manage space by the fcllowing principles: All space is a university resource Optimize existing space use through the disciplined articulation of space allocation/standards and an ongoing monitoring of actual space use. + Balance the facilities needs of academic units and academic support units in support of academic and institutional master plans. * Balance the need to develop academic and academic support facilities with the need to protect and regenerate physical infrastructures in the use of scarce capital funds. * Create a campus environment in our buildings and on our grounds that reflects a high-quality, clean, green-friendly, safe and visually attractive university. The application of these principles will serve as the baseline from which decisions to allocate and redistribute space will be made. Additionally, they will provide information to determine if current space or the construction of new facilities is required to support future needs. MASTER PLANNING The essential purpose of a campus master plan and the master planning process is to enable an institution to implement the changes needed in the built environment that will allow it to carry out its mission objectives, achieve its vision and effect the important and cherished values that governs the physical development of the campus. A campus's objectives, vision and values are inextricably linked through the campus master plan. The planning process facilitates the testing of the objectives of a project within the context of these objectives, vision and values. The master plan is the most effective instrument for addressing the inevitable changes that will occur in academic and operational programs as the institution responds to changing needs. Such changes, many unforeseen, will require changes in the master pian, but it is the master planning process that provides the bridge to keep physical changes focused within the institution's larger vision for its future. ‘Those charged with managing an institution must know at all times where the institution is going Planning generates quality decisions based on the physical and economic boundaries of the vision established by the highest authority at the institution. The parameters established in a master plan can protect an institution from inefficient use of scarce capital resources and compromise of the institution's vision. Master plans are comprehensive in nature and set forth plans that generally include the following areas:*_ Academic Plan Environmental Preservation _ Accessibility Housing a _ Building Condition Audits Infrastructure/Utilities | ‘+ Building Design Guidelines Landscape ‘= Building Site/L.ocation/Density je BuildingUse = Campus image Land Use (with emphasis on open space and preservation) _| Pedestrian Circulation Retail «Edges and Perimeters ‘Space Utilization and Needs «Energy Management [+ Entrances/Gateways Student Services Traffic/Transportation/Parking ‘One of the first items that the Space Management and Facilities Planning Committee need to address is determining the scope of work for a master plan. CAPITAL ASSET MANAGEMENT SCHEMATIC CHART Infrastructure Catch Up Maintenance Adaptation New Facilities Renewal + | Dollars Required to | 4] Typically 0.5 | Determined by 1.5% t0 3% of CRV Improve FCI to 1.5% of CRV Litutional Mission * laa | Space Institutional Planning x Academic PlanningPROJECT DESIGN AND DEVELOPMENT «NTRODUCTION The project design and development process can be lengthy, expensive and confusing. The process is often misunderstood by everyone, including potential users, building committee members, deans, academic administrators and governing boards. This document discusses procedures for developing a project from the predesign and conceptual design phases through construction documents. Described below are the traditional project design and development process, which includes 1) predesign 2) schematic design 3) design development 4) construction documents 5) bidding 6) construction and 7) occupancy. Using this traditional procedure, UB or the State University Construction Fund typically hires an architect or engineer to prepare drawings and specifications and to provide for administration of construction contracts. Members of the American Institute of Architects (AIA) and other qualified architects and engineers can provide the required services in all of these phases. Statutory requirements dictate whether architectural or engineering registrations is required. Generally, however, an architect's seal will be required for architectural and related drawings and engineering registration will be required ‘or mechanical, electrical, plumbing, fire protection, structural, civil and related engineering documents. Complex projects often require specialists to provide consulting services directly to the architect of record. These specialty consultants include food service, telecommunication, security, vertical transportation and specialties associated with a specific project ‘ype such as laboratories, libraries or classrooms. PHASES OF A PROJECT As defined by the AIA, the process for the typical architectural project includes the following phases: Predesign Services: Predesign services include a range of activities that precede schematic design. These activities include programming, site selection, research of prototypes, evaluation and documentation of existing facilities, or other activities not directly involved with developing documentation for a specific project. Predesign services are not included in basic services and may not be involved in all projects: Schematic Design: Products of the schematic design phase include outline specifications; a statement of anticipated or probable cost; anticipated area of construction and schematic floor plan, site plan and exterior drawings (usually including one or more renderings). This phase accounts for approximately 15 percent of the total contract for basic services (excluding predesign and post occupancy services) Design Development: The project characteristics and scope are defined in detail during this phase. Materials are selected, specifications are refined and probable cost is reviewed. Products of this phase include dimensioned floor pians; wall sections; structural layouts; heating, ventilation and air conditioning (HVAC) system layouts and plumbing and electrical system layouts. This accounts for approximately 20 percent of the total basic services fee.Construction Documents: Working drawings and technical specifications-together known as construction documents-are produced during this phase, which is worth approximately 40 percent of xe fee, These are the documents on which contractors base their bids. Bidding: This phase, which includes issuing construction documents for bid, receiving bids, reviewing bids and recommending to the institution the lowest acceptable bid is worth approximately 5 percent of the total fee. Construction: The principal activity during this phase is ensuring that the institution receives the construction products and quality of construction required in the construction contract. It generally accounts for about 20 percent of the total fee. Occupancy: Traditionally architectural and engineering services have ended with the completion of construction. In recent years, institutions have increasingly requested additional services such as an inspection prior to the expiration of the typical one-year construction warranty period and commissioning of HVAC systems.