Capital Planning for Libraries Regan Young AIA RYEBREAD

Capital Planning for Libraries Regan Young, AIA, RYEBREAD Architect/Planner/Interior Designer A step-by-step introduction to the Library Capital Planning process. Starting with facility assessment, and moving through a needs and regulations analysis, outreach, programming, estimating and documentation.

I. Library Design Literature Survey

II. Capital Planning

Paul Valery, French Poet “The trouble with our times is that the future is not what it used to be. ”

Mahadev Raman, Design Intelligence “Of the existing building stock, I estimate that 70 percent of current buildings will still be in use in 2050. ”

What do these facilities have in Common?

What do these facilities have in Common? They are informed by a culture of constant use and consistent upkeep.

Library Capital Planning An effective Library facility must be responsive to the changing programs of service delivery, and at a minimum should provide a physical environment that is comfortable, safe, secure, accessible, well illuminated, well ventilated, and aesthetically pleasing.

Library Capital Planning The Library facility consists of not only the physical structure and the variety of building systems, such as mechanical, plumbing, electrical and power, telecommunications, security, and fire suppression systems. The facility also includes furnishings, collection materials, equipment and information technology, as well as the site.

Professor Fount Smothers, LSU “The Definition of a Problem is the Discrepancy between Existing & Desired Conditions”

III. Capital Projects Methodology A. Assemble Team B. Context C. Facility Needs Assessment D. Decision-Making E. Design/Documentation F. Bidding/Construction Admin.

A. Assemble Project Team Successful Capital Projects can come only from a fruitful collaboration among members of the project team: Client, Designers, Contractors, & Review Agencies. Thus skill, inspiration, perseverance, compromise, communication, and revision are all essential parts of the rehabilitation process.

Architect-of-Record Selection 1. Which firm is the right fit for our Board? 2. What is their track record? 3. Will we get a quality project? 4. How do we get a Return on Investment?

Edgewater Park Bo. E

B. Context: A. Codes B. Community C. Staff D. Site E. Funding F. Vision

Community Revitalization via Neo. Traditional Town Planning

C. Facility Needs Assessment: 1. 2. 3. 4. 5. 6. Repairs Renovations Alterations Reconstruction Change of Use Additions

2005 LRFP DATA COLLECTION FORM F LRFP: Proposed System Actions Identify desired upgrades to building systems and components, playgrounds, athletic fields, and parking lots. (Actions do not pertain to "space" changes. ) No data pertaining to existing system deficiencies or proposed corrections will be migrated into the new website. Applicable Systems (for Buildings Only) Check all applicable. Asset Name (includes Buildings, Playgrounds, Athletic Fields, and Parking Lots) III: Technology IV: Other Local Objectives II: FES Educational Adequacy Foundations I: Health & Life Safety Roofing Superstructure Exterior Walls Exterior Windows Exterior Doors Shell Sanitary Waste Plumbing Fixtures Rain Water Drainage Stair Finishes Domestic Water Distribution Partitions Plumbing Stair Construction Interior Doors Floor Finishes Ceiling Finishes Heat Generating Systems Interiors Terminal & Packaging Units Distribution Systems Exhaust Ventilation Systems Controls & Instrumentation Cooling Generating Systems Sprinklers HVAC Standpipes Lighting & Branch Wiring Other Special Systems/Devices Interior Lighting Equipment Exit Signs Fire Ext. Lighting Equipment Emerg. Light & Power Systems Communications & Security Elect. Service & Distribution Elevators & Lifts Site Name Electrical Branch Wiring Devices Tier Check one. System Action Description (Text description) Est. Budget Project Start Year

Repairs (per NJUCC) Restoration to a good or sound condition of materials, systems, and/or components that are worn, deteriorated, or broken, using materials or components identical or closely similar to the existing.

Repairs Our first priority must be to maintain the integrity of the Building Envelope. We need to protect it from rain, groundwater, snow load, ice, wind, critters, mold, and sometimes the earth moving (via subsidence or earthquake. )

Repairs § § § Roofing Copings/Flashing, Gutters & Downspouts Foundation Waterproofing Windows Structural Stabilization

Renovations (per NJUCC) Removal and replacement or covering of existing interior or exterior finish, trim, doors, windows, or other materials with new materials that serve the same purpose and do not change the configuration of space. Renovations shall include the replacement of equipment or fixtures.

Renovations A major number of Capital Projects are replacing the “moving parts” of a building that wear out: hardware, doors, windows, WC partitions, switches, faucets/flushometer valves, furnace/AC fans, pumps, elevators. Renovations can extend the life of the building with new finishes.

Alterations (per NJUCC) Rearrangement of space by construction of walls or partitions or by a change in ceiling height, the addition or elimination of any door or window, extension/rearrangement of any system, installation of addition equipment or fixtures, or any work that reduces the loadbearing capacity or imposes additional loads on a primary structural component.

Alterations We can reconfigure spaces to make them more useful, private/public, accessible, or improve traffic flow. By installing new systems, we can increase productivity/connectivity, improve thermal & visual comfort, reduce energy use/cost, upgrade security, address indoor air quality or life safety issues.

Reconstruction (per NJUCC) Any project where the extent and nature of the work is such that the work area cannot be occupied while the work is in progress and where a new Certificate of Occupancy is required before the work area can be reoccupies. Reconstruction may include repair, renovation, alteration, or any combination thereof.

Changes of Use (per NJUCC) A change from one use to another use in a building or tenancy or portion thereof.

Additions (per NJUCC) An increase in the footprint area of a building, or an increase in the average height of the highest roof surface or number of stories of a building. Additions must comply with provisions of the UCC applicable to new construction.

D. Decision-Making: A. Functional Programming Issues B. Cost/Time Projections C. Prioritizing Strategy Options D. Review by Funding Sources

Retail: Nothing happens until somebody decides to spend some money.

Preliminary Estimate of Projected Construction Costs Estimated Tax Impact of $10 million Local Share (on house assessed at $130 K, w/ 25 -year bond) = $23. 51/month or $282/year (exclusive of Energy Grants & Retirement of earlier Bonds)

Cost Estimating/Budget Control Effective management of any project has two primary Functions: • Planning – the determination of project objectives and the preparation of a strategy for their implementation; and • Control – the measurement of actual performance relative to planned objectives and the capacity to take remedial action as and when required.

Cost Estimating/Budget Control Project Cost Planning and Control system first seeks to establish realistic and balanced Time, Cost, and Quality levels, and then to regularly measure, analyze and report actual performance relative to these targets as the design and construction proceeds. The effect is to create an “early warning system” that affords the Owner, Project Managers, and Design Team the opportunity to anticipate problems and take pre-emptive action.

Cost Estimating/Budget Control Effective Cost Management requires three major Elements: • A philosophical COMMITMENT; • A planning & control PROCESS; and • A reliable cost estimating TECHNIQUE

Cost Estimating/Budget Control There are three Objectives to Cost Planning and Control Systems: • To keep expenditures within the amounts allocated for each of the various elements of the project; • To achieve the best value for each dollar spent; and • To achieve a balanced expenditure between the various elements or segments of the project.

Projected Design/Construction Time Line

E. Design/Documentation: 1. Equipment & Materials Choices 2. Plans, Schedules, Details & Specifications 3. Review by DCA/Building Department 4. Project Cost Control

Crime Prevention Through Environmental Design is based on the premise that “proper design and effective use of the physical environment can produce behavioral effects that will reduce the incidence and fear of crime, thereby improving the quality of life” I. Natural Surveillance II. Territorial Reinforcement III. Natural Access Control IV. Maintenance & Activity Support

Energy/Green Considerations

Energy/Green Considerations The most environmental building is the building we've already built. According to a study by the National Trust for Historic Preservation, you could put up a new building in Portland, OR that's 30 percent more efficient than an otherwise identical one across the street that already exists. It would still take 80 years for that new building to have – over its entire life cycle – the better environmental impact. That conclusion contradicts the common perception that we may innovate our way out of climate change with ever more efficient new stuff.

F. Bidding/Construction Admin: 1. Facilitate Bidding Process 2. Quick Submittal Turn-Around 3. Effective Communications w/ Contractor 4. Project Cost Control

Unfortunately, the Inspiration/Perspiration Ratio is still 1: 100!

IV. NJSL Capital Plan Requirements: If they are using 1/3 mil funding for Capital Projects, regulations require that the Board of Trustees has a written plan of at least three years that reflect that the long-term capital expense will contribute to the provision of efficient and effective library services. A Capital Plan must be in place, and should include the following:

§ A brief history of the library § Community analysis (may refer to the Strategic Plan § Documentation that the project is necessary, including a description of the present condition of the library, projected population in 10 years, analysis of minimum SF requirements, and how the project will impact library service. § Description of how the project will be funded and cost estimates.

§ Service roles of the library (may refer to the Strategic Plan) and how they will be addressed by the resulting facility. § Will the facility be efficient, secure, and easy to use from a patrons point of view? Provide for the efficient use of personnel? Permit interior flexibility to adapt to changing service needs and future expansions as appropriate? § Site requirements (if applicable). § Initial floor plans and concept drawings.

V. Project Management Plan: • Establish Team Relationships: Partnering • Facilitate Constant Communication among Team • Listen Carefully • Implement Proactive Quality Control • Develop Strategies to build Internal/External Support • Define Objectives • Study Prototypes, Paradigms, and Patterns • Program via Public Outreach: Problem Seeking • Provide Statements of Probable Construction Cost, and update them to maintain Budget • Carefully Coordinate Drawings and Specifications • Maintain close Coordination among Consultants, Contractors, Regulatory Bodies, and Client throughout Design/Construction Process

It’s all about maintaining assets for our Community!

REGAN YOUNG ENGLAND BUTERA REFERENDUMS • ENGINEERING • ARCHITECTURE • DESIGN 456 HIGH STREET • MT. HOLLY, NJ 08060 Proprietary Statement: This presentation was developed exclusively by REGAN YOUNG ENGLAND BUTERA, PC for the New Jersey Library Trustee Institute in response to a request by the NEW JERSEY STATE LIBRARY (NJSL). The background information provided (verbally, electronic, & printed) about our firm, employees, consultants, past & current projects & clients, and pricing policies are considered by REGAN YOUNG ENGLAND BUTERA, PC to be of a proprietary nature. Likewise, any design ideas, programming, process suggestions, project scheduling, and/or cost estimating strategies offered as part(s) of this process remain the intellectual property of REGAN YOUNG ENGLAND BUTERA, PC. By receiving this presentation for consideration, the NJSL and the Trustee Institute attendees agree to honor our proprietary rights with respect to the above, and to refrain from disclosing this information to our competitors or any third party.