S.F.A.

COMMUNITY CENTER COMMITTEE

NOTES

from Books

Planning Library Buildings and Facilities

From Concept to Completion by: Raymond M. Holt

To make team meetings productive we must effectively discharge certain responsibilities:

• Faithful and punctual attendance at all project team meetings.
• prompt reading of all meeting memoranda, notes, minutes, etc., with timely response as required.
• Arrange commitments to avoid interrupting team meetings with telephone calls.
• Prompt decision making when called for.
• Expedient response to all requests for clarification of program data or for additional information.
• Careful review of drawings and specifications against the approved building program requirements, calling attention to deviations.
• Urge prompt reconciliation of deviations of drawings and specifications from program requirements.
• Prompt return of telephone calls.
• Limit involvement of other staff–project team meetings are not to be used for staff training purposes.
• When other staff are to be involved in meetings because of their special viewpoint or expertise, make certain they are fully aware of their responsibilities and have been briefed on team protocol and on the latest version of the drawings.
• Ask questions! If you do not understand a drawing, presentation, recommendation, technical term, team member’s comment or other item, say so immediately and ask for clarification; otherwise your silence may be mistaken for understanding and approval.
• If you can not attend a team meeting, alert team members as far in advance as possible so that the meeting may be rescheduled; or another can deliver your report.
• If you chooses to have another attend meetings with you, be certain that he or she is aware of the limits of their participation and that the team members, likewise, understand; without such understanding, the design professionals may get confused signals and directions. There are public meetings to discuss what the community center committee is doing; and there are community center committee development meetings. Both wish for public participation. The first to solicit public opinions. The development meetings are for just that and the public are asked to observe.

Contract Administration Among other responsibilities must make certain that all team members under contract perform in accordance with the terms of their agreements. Where necessary, will propose contract amendments to fill in voids, correct overlapping responsibilities and address other changes. Usually, reviews work as it progresses and certifies that work billed for has been satisfactorily completed. Understanding the exact provisions of the contracts can prove very helpful and prevent misunderstandings. Those under contract take the provisions of their respective agreements very seriously. They cannot afford to provide every possible service, product conceived of. Contracts can be amended to cover special services on a reimbursement basis. Among the contract limitations/exclusions, the following are apt to appear:

• Copies of drawings, specifications, etc. the architect /interior designer are to provide.
• Number of trips to be made to client’s office/site.
• cost of preparing renderings, mock-ups, models, photographs, etc.
• special studies/engineering work which exceed normal requirements such as life-cycle cost analysis, acoustical engineering, etc.
• Hiring consultants from special disciplines such as acoustics, lighting, materials handling, life safety, unless specifically provided for.
• systems and materials testing.

Technique of Plan Analysis

• First step is schematics, sometimes broken into two parts: 1/concept (describing perception), and 2/schematic design (indicate where major functions are to be located and the approximate amount of space they will require).
• Design development drawings are next; They incorporate project details including architectural, structural, mechanical, and electrical.

A. Typical Contents for a Set of Drawings

• ‘A’ sheets: Architectural drawings, which may include the site plan and landscaping and sometimes other civil engineering drawings. Architectural drawings are those of greatest interest to the ‘Development Committee’ since they contain the floor plans, sections, exterior elevations and interior elevations. The organization of the ‘A’ sheets will vary but drawings will usually fall into the following groups:
  • Site plan: shows the outline of the building on the site and adjacent features such as streets, driveways, walkways, parking lots and playground. Provides topographic information and landscaping details. Compass directions will indicate the orientation of the building. Important in terms of the location of windows and doors (glaring sunlight, winds, seasonal storms, all associated with contain directions.
  • Landscaping
  • Floor plan for each level of the building: serve as the base drawings for the project. They will show the perimeter walls and interior partitioning. Furniture and casework may or may not be included. When provided by architect it appears as a continuous line drawing of the object; a dashed line usually indicates that the item is not the builder’s responsibility (NIC). These drawings should reflect how program requirements for functional relationships and space needs are met.
  • Roof Drawing: note such features as the pitch of the roof, where openings may occur for skylights or venting, and what equipment, if any will be located there. If there are parapet walls around the perimeter, their height should be noted, especially if the building is located in an area where heavy snowfall and icing conditions occur. If it is elected to place the HVAC system, or any part of it, on the roof, be certain that adequate acoustic and vibration protection has been provided and how workers will reach for maintenance or replacement.
  • Exterior elevations of each side of the building: are used to show what each side of the building will look like. Doorways and windows will be indicated along with letters or numbers representing the grid for the floor plan will appear on the elevations to help correlate the exterior with inside locations.
  • Sections (cuts) through the building: provide a means of determining how the building is structurally organized. The location of each section is flagged on the floor plans. Ceiling heights can be determined as well as any changes in floor levels. Some of the structural elements can be seen (i.e. thickness of load bearing walls, measure floors and other parts).
  • Interior elevations of each wall
  • Details of particular areas
  • Casework: (millwork or cabinetry) includes all of the items of furniture and shelving which are build-in rather than purchased and installed. It may include layouts and elevations, establish the horizontal dimensions and show the shape of counters and other pieces. Elevations provide the vertical dimensions and details. This will establish that all of the functional requirements are satisfied: the number of drawers, equipment locations, under-counter shelves, etc. Check dimensions of counter heights and widths carefully. Insure the equipment and supply storage dimensions or correct. These need to correlate with both floor plans and the interior elevations in order to avoid possible errors.
  • Schedules for doors, windows, finishes
  • Reflected ceiling plans: show the location of lighting fixtures, HVAC diffusers and returns, patterns of ceiling materials, public address system speakers, sprinkler heads, smoke detectors; as seen from above. Determine whether light sources properly reflect their need; above work areas. Check location of diffusers for the HVAC system for creating drafts above work stations. Check that the speakers for the public address system are properly located. Finally, the choice of ceiling materials can be evaluated area by area.
  • Furniture layouts

• ‘C’ sheets: Civil engineering drawings, if not included as part of the ‘A’ drawings. These contain information on plans for drainage, streets, and grading.
• ‘L’ sheets: Landscaping, unless included as part of the ‘A’ drawings.
• ‘S’ sheets: Structural drawings which detail how the skeleton of the building is to be put together. Created by engineering specialist they help the reviewer understand how the building is put together. Foundation and footing details will be found here as well as cross-sections of load-bearing walls and column details.
• ‘M’ sheets: Mechanical drawings indicating the location of the heating, ventilating, and air conditioning system (HVAC), including duct work. The volume of air passing through the ducts is usually indicated in terms of cubic feet per minute (CFM).
• ‘P’ sheets: Plumbing drawings showing where pipes and plumbing fixtures will be located; may include piping for landscaping. How they will be supplied with water and where waste water will be taken. Be certain that the sinks and other fixtures needed are included, look at the specifications for plumbing fixtures. Check to make certain that floor drains are called for in all restrooms and wherever else running water may pose a potential threat for flooding adjacent areas.

• ‘E’ sheets: Electrical drawings, divided into 2 or 3 parts. 1 deal with lighting; 2 power and communications (telephone, signal wiring, etc.). Lines radiating from the fixtures trace the path of circuits. Lighting is critical make certain the appropriate lighting fixtures is provided. What provisions have been made for emergency lighting and location. Though the power source will be indicated on other drawings. Make sure adequate power distribution has occurred, enough receptacles with power surge protection for electronics. If an emergency power generator is needed be certain it meets program requirements, acoustical isolation, proper ventilation, and the location of the fuel tank & intake valve. Remember, phone lines need to be sufficient. Provide for future power and communications needs to provide flexibility, easy access and economy. Additional conduit capacity should be provided along with electrical switch panel and telephone backboards that can be expanded to include more circuits. Include provisions for video monitors and cameras, security systems, signal wiring for doorbells, fire alarms and other devices.
• ‘I’ or ‘F’: Interior design drawings if not included as part of the ‘A’ group.

Interior Design services must understand and correctly interpret both the programmatic requirement for every area in the community center and the subtleties of architectural design. Color, textures, lighting, graphics, and other elements are the integral tools used to achieve this objective. Interior design services as a minimum include.

• Coordination of all interior design elements with architectural design.
• Layout of all furniture and equipment.
• Selection of all floor and wall coverings.
• Selection of all colors, textures, fabrics, paints and similar items.
• Selection of all hardware for doors and windows.
• Selection of all general, task and special lighting.
• Selection of all graphics and signage for both interior and exterior.
• Ability to modify furniture and equipment designs as required for optimum operational use.
• Design of all casework (cabinetry).
• Preparation of all drawings and specifications and bid packages related to interiors.
• Assistance in making decision where vendors submit products they deem ‘equal’ to those specified.
• Ability to provide accurate interior budget information, from the period of schematic drawings to the conclusion of bid documents.
• Familiarity with the purchasing procedures followed by public agencies or institutions as may be applicable in the case of the individual client.
• Supervision of the total interior installation.
• Follow-up service to rectify any problems.

B. Specifications

The volume of specifications includes the requirements for materials and craftsmanship which the building contractor must provide. Any deviation from the specifications usually requires prior approval from the architect and/or other officer in charge of the project. Specifications are usually arranged under the following 16 major divisions:

• Division 1: General Requirements
• Division 2: Site Work
• Division 3: Concrete
• Division 4: Masonry
• Division 5: Metals
• Division 6: Wood and Plastics
• Division 7: Thermal and Moisture Protection
• Division 8: Doors and Windows
• Division 9: Finishes
• Division 10: Specialties
• Division 11: Equipment
• Division 12: Furnishings
• Division 13: Special Construction
• Division 14: Conveying Systems
• Division 15: Mechanical
• Division 16: Electrical

These divisions are in turn broken down into sections, each representing a particular subject or aspect. The final set of specification will usually include the bidding requirements and contract conditions, including various forms needed by building contractors interested in bidding the project.

C. Preparations for Plan Reviews

Tools we will need.

• Architect’s and engineering scales permit us to read measurements directly from the drawings. Schematic plans are drawn on at least 3 scales
  • 1/16" or 1/32" scale (1/16" or 1/32"=one foot
  • 1/8", 1/4",1/2",3/4",1", and perhaps other scales such as 3/32" or 3/16:, 1 ½", and 3". The majority of the drawings, once schematics have been completed, will be at 1/8"=one foot, with other scales used for special drawings.
  • Engineer’s scale, which we used primarily for measuring distances on the site and other civil engineering drawings. This scale will have readings ranging from 1"=10 feet to 1"=50 feet.

Planning money is the 1^st call. Building consultant, other specialists required early in the process, an architect/engineer for site analysis/evaluating. Fairly nominal cost that can be repaid later in the process from the general project funds if such a provision is made..

We must understand:

1. The cost factors a building project involves.
2. The major sources of funds.
3. The projects cash flow.
4. Implications a building project exerts on the annual operating budget (i.e. insurance, utilities, staff etc).
5. Know who will be involved in the process and be prepared to supply information as needed. Providing advanced notice of pending needs and keeping appropriate offices informed is advantageous. In part this may be an outgrowth of participation in long-range planning and preparing annual updates.

• Fees architects (base their fees on a percentage of project cost ranging from 6% to 8% depending on size& may include engineering services, such as mechanical, electrical and structural in fee), soils engineer or other professionals.
• Site Preparation Costs bidders assume the site is clear of structures and is ready for grading & done in advance of building contractor. Site preparation often includes surveying and soils analysis-both nominal costs that need to be anticipated in project budget. Cost depends on size, structural characteristics and the amount of dirt and compaction required for filling holes left by foundations, etc., removal of trees cost. Once site is approved architect or civil engineer can usually determine the approximate amount of work that needs done to provide site preparation cost.
• Construction Costs the actual cost of construction can not be determined until the contract is awarded to a building contractor. A general estimate can be made upon the square footage by an expert. Remember it’s gross square footage and not net. This represents only a fraction of the building, probably 65-75% at most. Usually include the structural, mechanical and electrical systems, and exterior and interior finishes. We need to finish building with furniture and equipment, shelving, seating, office furniture, graphics and signage, special wall & floor coverage, art work, casework.
• Opening and Orientation Costs anticipate that a small amount of money will be necessary for opening costs, printed materials and other orientation items , honoraria for people in dedication ceremonies, refreshments, decorations.
• Start-Up Costs difficult to accurately predict the start-up costs that may occur. Include utility deposits, payments for new rental equipment, special custodial services, locks, small furniture items & equipment, miscellaneous supplies, wastebaskets. If payment is made from current operating funds, spending adjustments will need to be made to avoid exceeding budgetary limitations before year’s end.
• Personnel. Keep collections, users & services, staff in close proximity. Demands on staffing for scheduling, program preparation and participation, support services, new services or enlarged collections. All of these staffing implications should be converted to personnel costs and entered into the projected first-year budget.
• Utilities. New buildings often have a profound effect on utility budgets. New opportunities for energy conservation with promise savings. Cost of heating, lighting, cooling? The contractor/subcontractors with the architect can estimate probable utility costs for the completed building. These should be reviewed with the appropriate officials in the jurisdiction &, possibly, with utility company personnel. Figures from such calculations can then be inserted in the projected first-year budget.
• Operating Costs. These include everything from office and library supplies to rental equipment such as copy machines. The projected first-year budget should include the results of a systematic evaluation for each budget item. Incidentally, this item-by-item analysis may also result in i.e. certain line items that are no longer applicable.
• Custodial Services and Supplies. Equipment, cleaning products to clean and maintain all of the Community Center effectively. Increased user traffic will affect everything from the number of times waste-paper basket are emptied to the vacuuming of heavily traveled carpeted areas and frequency of restroom attention. If under contract, qualified firms should provide estimated costs for the projected first annual budget. The estimates can be made on the basis of the detailed architectural and interior lay drawings, augmented by furniture and equipment lists.
• Delivery and handling costs. Even volunteers cost pizza.
• Interiors, Furniture & Equipment
• Revenue Balance After the future operating budget has been estimated, it is important to compare it with projected revenues. If a significant difference appears between operating cost and revenues, the steps must be taken to inform appropriate official. Step can be taken to review both revenue and expenditure projections to bring them into line well in advance of need.

• Library participation May allow us to utilize Certificates of participation. In some states, lease-purchasing has been expanded to include these to in effect establishing a tax-exempt real estate investment trust. A non-profit corporation established for the purpose of building a library (maybe other services?), is selected by the jurisdiction and becomes the lesser, The lessor, in turn, appoints a bank, insurance agency or other approved agency to serve as the trustee empowered to receive payments. As the trustee, the bank or other agency, issues Certificates of Participation, which may be in the amount of a few thousand dollars. These are marketed by an approved underwriter. Certificates of Participation are normally secured by the jurisdiction’s annual appropriation rather than by the property or improvement thereon.
• Sale-leaseback. Multi-million-dollar projects may be funded in some states by sales-leaseback arrangements. These require the jurisdiction to sell buildings or other property to a non-profit agency and then lease them back from the agency. The funds obtained from this transfer can then be used for new projects. For instance, the jurisdiction could negotiate the sale to a qualified non-profit of the city hall, the land and buildings at the SFA grounds; then lease the same buildings for an annual sum. The remaining funds from the transaction could be used for the construction of a new building. Such arrangements provide a way for the jurisdiction to buy back the buildings sold to the non-profit under specified terms and conditions. Like all such funding methodologies, sale-leaseback is complex and should be undertaken only with the assistance of an experienced underwriter or counselor.
• Community development block grants. Sometimes called HUD grants because they are offered by the federal office of Housing and Urban Development, Community Development Block Grants can be used under certain circumstances, especially for branch libraries. Regulations & interpretation change one needs current opinion on the use of these funds before encouraging jurisdictional interest. The Small Cities Program, which is a part of the Community Development Bock Grant program, specifically excludes central libraries. The regional office of HUD can provide technical assistance and regulation interpretations for the amount of funding available.
• Library services and construction act (LSCA), title II. General repairs and renovation are excluded. The federal aid for library construction may be revived. For new buildings, conversions. General administration of LSCA Title II funds is delegated to the state libraries, which are responsible for determining requirements and establishing regulations. Funds must be matched by local funds, which may include expenditures for site acquisition, architectural planning services, furniture and equipment and related project costs. The process requires considerable lead time and a certain amount of extra accounting and paperwork. The amount depends, yearly. If lucky a percentage of project costs.
• State construction funds. Ask library.
• Bequests & gifts. Tax-free status encourage significant contributions. Maybe establish a foundation account and contribution campaigns. This could provide a means for greatly enriching the building project that are outside the budget.
• Fund-raising professionals. For either a stated fee or a percentage of the amount raised, the fund raiser mounts a campaign in accordance with the objectives and scope of his/her contract. Sometimes the fund raising involves a general campaign soliciting contributions from the general public. More often the goal is to reach specified individuals, businesses, institutions and foundations. Professionals have the advantage of experience in this field and may have developed entree to some of the prospective sources. Great care must be taken in selecting a fund raiser. Image in the community as well as public goodwill must both be sullied by the campaign, which some people may resent.

• Bidding process follows the exact requirement and procedures established in compliance with local and state regulations. Until this point has been reached, it is likely that the Community Center Committee Director, or board, has borne the real, if not the legal, responsibility for the project. Now, however, responsibility shifts to the entity which is legally responsible for property and funding and which will hold title to the completed facility. This entity is most often referred to as the ‘owner’.
• Invitation to Bid follows the formal approval by the owner of the construction documents, consisting of the final drawings and specifications, a call or invitation for bid is issued. This is a legal announcement, published as a legal notice in the local newspapers, stating the nature of the project and the regulations covering the bidding. Often, architects want to work with specific contractors.
• Assembling the Bid upon bid announcement, interested contractors obtain sets of the drawings and specifications from the jurisdiction. The they begin preparing a bid including a careful annalist of all building materials and labor necessary. Specialist (electrical, mechanical) usually referred to as subcontractors will be consulted. The actual bid is usually presented on a form with appended documents as may be required, such as a performance bond and affirmative action declarations which must be present at the time and place specified in the call for bid.
• Bid period will usually last three to six weeks. At the place named and on the day and hour set in the call for bid, the opening of bids will take place. Legally, all bids submitted after the stated hour are automatically disqualified and are returned to the bidder unopened. After gathering the bids, the owner’s representative opens each bid and announces the amount. Often a running tabulation is kept for the attendance’s benefit. Majority of the cases, all bids are ‘taken under advisement’ by the owner for a period of one to two weeks. During this time the bids are carefully analyzed by owner, architect, others and any questions about them are answered by the bidder. Bids which are incomplete or fail to meet all requirements are eliminated during this process. Finally, a winning bidder is selected-normally the lowest responsible bidder who has reference from the jurisdiction. The winning bid represents the actual cost of the project, plus the cost of any authorized order changes.
• Award of Bid is followed by a period of contract negotiation between the owner’s representatives and the contractor. The form of agreement is sometimes a part of the bid documents, which may reduce the time required for these negotiations. Once the contract has been executed, the bidding process is complete.
• note: An ‘additive alternate’ supplements the base bid while a ‘deductive alternate’ is meant to reduce the basic bid cost. The call for bid must clearly separate the alternates from the basic bid package and require separate pricing. Once a part has be deemed an alternate, it may be viewed by some as non-essential; potential affect of increasing long-term maintenance and replacement costs.

• Local Building Official/Inspector building department which provides a certain amount of construction supervision. Typically, tour the job at particular times to certify compliance with building codes. Not responsible for seeing that the building is being constructed in conformance with plans.
• Architect’s role and degree of responsibility for supervision should be established in the contract between the owner and the building contractor. If agreed the architect may have authority to stop work until changes are made. Normally the architect will make periodic site visits to determine whether the contractor is proceeding as the drawings dictate. The architect does not usually act as an inspector in the sense of approving the quality of materials or compliance with code requirements.
• The Clerk of the Works is a full-time supervisor who acts as the owner’s representative on the site and will assist in the coordination of all the players. Must have a strong background in construction and is often a former building contractor familiar with every facet of the work. Will review the contractor’s work schedules and make certain that the contractor has the necessary material and work force on hand for each day’s tasks. Cognizant of building code requirements, will continually evaluate the on-going construction and call the building inspector’s attention to any suspected shortcoming, monitor the building to make certain the architect is aware of any deviation from the intent of the drawings and specifications. Through continuous presence on the job site and a thorough knowledge of project requirements as well as materials, construction methods and the contracting business, provide close supervision that will result in a better building product as well as cost savings.

• The Construction Schedule is one of the first steps by the contractor. It will be detailed containing a time-line charting device that anticipates the interrelationships and schedules for completing various work elements. From this schedule evolves, establishing when the various trades will be involved and when particular materials and equipment must arrive on site. This schedule determines when the contractor and the subcontractors must order their supplies, building materials, fabricated equipment, etc. Progress is regularly measured against this schedule.
• Organizing the Construction team of subcontractors committed to providing certain services, materials and equipment. The contractor must notify each of theses that the project has been awarded, and subsequently work out a contract with each in keeping with their earlier bids. Occasionally the contractor may not be able to negotiate a contract with one or more of the original subcontractors, the owner should be notified and approval given to the firm that take the place.
• Initial Job Meeting is held with the construction team. At this time the owner’s representative and the architect meet with the contractor and team to review the work to be done. All are acquainted with the construction schedule and any special circumstances or conditions.
• Ground Breaking formal ceremony often heralds the commencement of a new project. Prior, a large easily read sign should be erected at a prominent location on the site announcing the name of the project and giving the names of the design professionals, contractor and officials; local dignitaries, architect & contractor, donors, prominent citizens and colleagues, along with the date of the ground-breaking ceremonies.
• Site Work is first step of construction. Underground utilities, storm drains, water & sewer lines, drainage system proper utilities established. The construction site will usually be fenced off at this time and a yard established for the stockpiling of construction materials to be used. ASAP, the contractor will move a temp. office onto the grounds.
• Foundations and Slabs are next. Surveyors will stake out the lines for any excavating that must be done for foundations and footings for columns. As work precedes, forms are constructed and reinforcing steel-rebar- is wired and welded into place to strengthen the concrete that will support the building. After plumbing and electrical conduits have been placed in their proper locations, floor slabs are poured. If masonry columns are called for, they are framed above their footings with rebar in place and then poured–one story at a time. When steel columns are required, the heavy members are brought to the site, hoisted into position by a crane and then bolted securely to their footings.
• General Construction begins once the foundations and floor slab have been put in place. A steel structure with a curtain wall will require materials and a construction sequence some what different from those for a masonry structure. Roof trusses will eventually be put into place and the new building will reach its ultimate height. Often mark milestone by placing an evergreen at highest point of the structure. With roof completed, the building is enclosed on all sides. Next, interior work begins. Plumbing and electrical will be extended into the partitions that begin to delineate interior areas. Sheet metal duct work snakes through walls and along the underside of slab floors. After this rough construction, finish work begins. Ceilings are installed with light fixtures, duct grills, door frames, plumbing fixtures and casework, painting and wall coverings, vinyl tile and carpet in stalled, plastic runners, mechanical systems tested, cleaning, minor repairs, touch-up painting, book shelving, furnishings & equipment installation.
• Interior Design work is next. Install wall & floor covering, graphics, signage, specialty lighting, furniture/equipment
• Creating Punch Lists which enumerate items requiring the contractor’s attention. Seek an opportunity to submit a punch list of their own through the clerk of the works or the architect to call attention to defects and problems which might otherwise be overlooked.
• Fast-track construction can result in serious and costly difficulties in construction as well as in design. When several contractors are involved, it is often difficult to fix the responsibility for any problems that may be discovered. This can lead to costly delays, expensive litigation and unsolved building problems.
• Acceptance of the Building during the period of construction, often the contractor in effect owns the building. When completed and punch lists attended to, a final inspection tour should be completed by the architect and owner’s representative. Attention to operation of mechanical equipment, electrical systems, plumbing fixtures, special systems (i.e. public address, security system), no damage to ceilings, wall floor, doors, windows, fixtures, leakages, graphics, art, etc. A full set of warranties, guarantees and instructional literature covering the installed equipment should be turned over with provision made for training in maintenance and operation. After completion a notice of completion is filed with the jurisdiction in effect certifies the contractor, to the best of his knowledge and belief, has completed that is in substantial conformance with the approved plans and specifications. Approval of the notice of completions results in the transference of responsibility for the project from the contractor. The keys are turned over but locks should be changed.
• As Build drawings are delivered to owner showing drawings of how the building was actually built.

• A pocket version of the architect’s scale, less than 7" long, is convenient.
• Tracing paper for rearranging architectural design ideas.