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HomeMy WebLinkAboutIR 7246 INFORMAL REPORT 70 CITY COUNCIL MEMBERS No. 7246 10*,- To the Mayor and Members of the City Council January 5, 1988 ux �raX Subject: STATUS REPORT ON DESIGN, CONSTRUCTION AND NAINTENANCE PROCESS FOR CITY BUILDINGS Recently, questions have arisen com-rning the condition of City buildings. The following is a summary of the design, construction and maintenance pro- cess currently in effect for City buildings. Councilman Gilley has recamerded that the City explore the desirability of reorganizing the City facilities function into a new department devoted strictly to building design, construction, inspection and maintenance. This report provides background information as we begin work on Mr. Gilley's request. Building Design and Construction Building design and construction has been the responsibility of public works officials for as long as records indicate. In 1981, the Transportation and the Public Works Departments were combined into a single department but the duties remained within the department. Prior to 1981, public building construction projects were administered by an Assistant Public Works Director and staff who monitored contracts between the City and architectural/engineering consultants and construction contractors. City staff was responsible for interviewing and recommending architectural/engineering consultants for project design and administration 00p, for City Council approval. After the project was designed, bids were let and a contract awarded. During the construction phase, the architectural/engineering consultant represented the City on the job and was responsible for recommending change orders and resolving problems involving the construction contractor. City staff would visit the job site occasionally but did not make formal inspections of the work in progress. When conflicts between the construction contractor and the architectural/ engineering consultant could not be resolved, City staff became involved. These conflicts and the lack of real inspection services indicated a need to revise the established procedures. As a result, organizational and procedural changes were first implemented in 1980, with additional changes made in 1981, 19$5, 1986. The procedures currently in effect are described below: 1. Architectural/engineering consultants are interviewed by a selection committee comprised of representatives of the operating department, any appropriate City Board or Commission, the City Manager's Office, the MBE/WBE Office and the Transportation/Public Works Department. After evaluating the proposals submitted, the selection committee makes a recommendation to the City Council. The contract with the consultant usually includes project design and limited construction period services. These contracts are administered by a section of the Transportation and Public Works Department which includes the City Architect and an Engineering Technician. OWL [ISSUED BY THE CITY MANAGER FORT WORTH, TEXAS INFORMAL REPORT TO CITY COUNCIL MEMBERS No, 7246 2 To the Mayor and Members of the City Council January 5, 1988 'rax Subject: STATUS REPORT ON DESIGN, CONSTRUCTION AND tells MAINTENANCE PROCESS FOR CITY BUILDINGS 2. During the design phase, the operating department, various City agencies and other appropriate groups, are consulted to ensure proper design. 3. When plans have been completed, review and approval by the City Architect, City Engineer, City Traffic Engineer, City Building Offi- ial , Deputy Water Director, Building Maintenance Superintendent, Assistant Construction Engineer for Public Buildings and the operating department head is required before the plans can be advertised. Though this procedure is time-consuming, it is considered to be necessary as it establishes checks and balances, reduces future problems, and actually saves time in the long run. 4. Prior to 1981, the City normally did not obtain building permits for City building projects. In retrospect, this practice was short- sighted, since many of the problems that the City must now correct might have been avoided had building permits been issued since it excluded review by the City Development Department's building inspectors. Since 1981, building permits have been required for all new building projects and for all major building remodeling/repair projects. 5. Inspections currently are performed by our in-house inspection per- sonnel or by an independent inspection consultant. The City's In-House Inspection Section was established in 1986 and has five employees currently assigned to it which includes an Assistant Construction Engineer for Public Buildings and f our Senior Construction Inspectors. The use of necessary checks and balances of City Inspectors or inspection consultants provides the necessary checks and balances needed to insure a quality construction product., 6. Currently contracts are let to a general contractor or, in some instances, a construction manager is retained and the City contracts for the individual trades. If a construction manager is retained, that contract is awarded as soon as possible in order to have input and suggestions from the construction manager during the design process. 7. When the construction bids are received, City staff evaluates both the individual bid and the construction company. The evaluation team consists of the architectural/engineering consultant, the City Archi- tect, the City Attorney's Office, the MBE/WBE Office, the Construc- tion Manager (if retained) , the Assistant Construction Engineer and the Assistant Transportation and Public Works Director. Based on 0101 this review, City staff recommends the contract be awarded to the k lowest qualified bidder. [ISSUED BY THE CITY MANAGER FORT WORTH, TEXAS INFORMAL REPORT TO CITY COUNCIL MEMBERS No. 7246 •3 'OLPT140 "I I J?*' -.0 To the Mayor and Members of the City Council January 5, 1988 .* Subject: STATUS REPORT ON DESIGN, CONSTRUCTION AND to 3 MAINTENANCE PROCESS FOR CITY BUILDINGS 8. Prior to construction, the City also retains an independent testing laboratory to provide testing services on materials, soils, welding, etc. By utilizing an independent laboratory for these services, more checks and balances are incorporated into the building design and construction procedures. 9. During construction, City staff routinely administers and monitors all contracts and provides detailed inspection services on assigned projects. 10. Prior to project completion, City staff performs a final inspection, and as part of the contract, the architectural/engineering consultant and the construction manager, prepare a "punch list". Only after $$punch list" items and other administrative matters have been completed is the project accepted as complete and the Mayor and Council Communication for final pay submitted to the City Council for approval . 11. The City's Internal Audit staff helps to pinpoint any problems and recommend corrective action both during construction and after project completion. At the center of the most recent concerns regarding City buildings are three facilities: the Municipal Office Building (City Hall ), the Southside Multi-Purpose Center, and the new Equestrian Center. The Municipal Office Building was designed and constructed during the early 1970s and the Southside Multi-Purpose Center was designed and constructed in 1980-81. Both of these facilities utilized an architectural/engineering consultant to design the project and to provide construction supervision/inspection services. No City staff or independent consultant inspected either of these projects, no building permit was obtained for either project, and only limited plan review was conducted by City staff. The new Equestrian Center currently under construction, utilizes the procedures described above. The City has retained an independent consultant, Muckelroy Construction, to provide inspection services for this project and an independent testing lab, Terra-Mar Testing Labs, to provide testing services of concrete, soils, welds, and other materials. After allegations of sub-standard work were made by a former Equestrian Center sub-contractor, the design architect, the independent inspector, City staff and another independent building contractor were asked to review the construction procedures. This review team was unable to verify any instances of sub-standard construction practices and concluded that all allegations of deficient construction were unfounded. [ISSUED BY THE CITY MANAGER FORT WORTH, TEXAS INFORMAL REPORT TO CITY COUNCIL MEMBERS No. 7246 - UA To the Mayor and Members of the City Council January 5, 1988 OW Subject: STATUS REPORT ON DESIGN, CONSTRUCTION AND MAINTENANCE PROCESS FOR CITY BUILDINGS Building Maintenance The City of Fort Worth has 427 facilities classified as "buildings" with an estimated replacement value of $240,378,450. This classification includes park shelters, pump houses, libraries, and a variety of other buildings. The General Services Division of Transportation/Public Works provides a minimal level of routine maintenance on 112 buildings with an annual maintenance budget of approximately $2 million. The General Services Division does not maintain the Will Rogers Complex, Meacham Field, the Health Center, the Museum of Science and History, and Water Department facilities; however, the Transportation/Public Works Department is often called on to assist with emergency repairs and other specialized projects. The General Services Division has completed a detailed building-by-building inspection of the buildings that they maintain and has developed a detailed five-year program of work. Priority projects were identified for attention in FY 1987-88. The priorities were developed, in consultation with user departments; however, the technical evaluation and analysis was performed by personnel from the General Services Division. Over the past four years, the General Services Superintendent -and the staff ► of the General Services Division have expanded the areas of expertise of City building maintenance crews. Recent examples include adding of the second floor and remodeling of the Construction/Surveying Building, remodeling of the Real Property Department offices, the manufacturer's certification of the City roofing crew, the boiler and air conditioning installation and replacement projects of the City's HVAC crew, and the use of advanced infrared testing of major electrical components to detect hot spots and to allow repairs prior to failure. The basic problem surrounding the maintenance of qxisting buildings is not one of expertise or training, but one of money. Though significant improvements have been made in the building design, construction and maintenance procedures, we will continue to strive for additional funding, additional training for personnel and a responsive organizational structure. I have requested David Ivory coordinate a staff task force to review Mr. Gilley's suggestions regarding new organizational arrangements concerning Public facilities. The task force will review organizational structures in other comparable cities as well as examine the financial requirements to assure adequate, on-going maintenance of City-owned buildings. [ISSUED BY THE CITY MANAGER FORT WORTH, TEXAS INFORMAL REPORT TO CITY COUNCIL MEMBERS No. 7246 - p.5 To the Mayor and Members of the City Council January 5, 1988 x Subject: STATUS REPORT ON DESIGN,, CONSTRUCTION AND MAINTENANCE PROCESS FOR CITY BUILDINGS Since facility issues are of on-going importance, staff thought that this status report would be useful information for Council . After staff completes further analysis of organizational issues, a report will be presented to Council with recommendations regarding organizational changes. If additional information is desired, it will be furnished upon request. Douglas man v City Manager DH/kc:n ISSUED BY THE CITY MANAGER FORT WORTH, TEXAS