THE ECONOMICS OF RE-CREATING EDUCATIONAL ENVIRONMENTS HOW TO ACHIEVE HIGH PERFORMANCE SCHOOLS

1. THE ECONOMICS OF RE-CREATINGEDUCATIONAL ENVIRONMENTSHOW TO ACHIEVE HIGH PERFORMANCE SCHOOLS

2. How can the WAYyou plan, design and construct your facilities positively affect the economics of your School District?

3. Would you believe that IT can help you increase Average Daily Attendance?

4. . . . and, that IT can decrease Teacher absences?

5. . . . and, that IT can increase Teacher Retention?

6. . . . and, that IT can increase Test Scores?

7. . . . and, that IT can increase parent morale and participation?

8. . . . and, that IT can improve the environmental quality of your schools to create better learning environments?

9. . . . and, that IT can promote healthier, more environmentally conscious habits in students, teachers and the community?

10. . . . and, that IT can decrease your maintenance costs?

11. . . . and, that IT can decrease your water bills?

12. . . . and, that IT can decrease your electrical bills?

13. . . . and, that IT can also facilitate the sharing of construction, maintenance and operating expenses with other public entities?

14. . . . and, that IT can create better, more cost effective learning environments for our children?

15. IT is already being practiced by many School Districts, Cities and Private Companies.

16. In fact, in the near future, regulations and codes will require you to do IT.

17. What is IT?

18. For a School District, ITis a Holistic approach to Planning, Design and Construction - that starts with a commitment to achieving –High Performance Schools.

19. What is a High Performance School?

20. HIGH PERFORMANCE CLASSROOM

21. What is meant by Sustainable?

22. What is considered Green?

23. Does IT work?The State of Texas thinks so . . .

24. So does the rest of the country . . .

25. PICKLE ELEMENTARY SCHOOL / ST. JOHNS CENTER This was the only project that was completed under budget during the 2000 Bond Projects for Austin ISD

26. PICKLE ELEMENTARY SCHOOL / ST. JOHNS CENTER • Passionate buy-in of the design philosophy • Day lighting = higher attendance • Sustained overlooked neighborhood • Neighborhood pride • City’s art in public spaces

28. Using current energy costs, and the 31% energy savings at Pickle ES, vs. a conventional school facility:A High Performance 650 student Elementary School in Region One, would use $41,500 less energy this year than a conventional one.A High Performance 950 student Middle School in Region One, would use $77,500 less energy this year than a conventional one.A High Performance 2000 student High School in Region One, would use $155,000 less energy this year than a conventional one. Projected Energy Savings

29. Using a projected 1.8% increase in ADA (based on national data and experienced at Pickle ES) and the current (Region One) average allotment of $4,951 :A High Performance 650 student Elementary School in Region One, would receive an additional $57,926 in funds based on unweighted ADA.A High Performance 950 student Middle School in Region One, would receive an additional $84,662 in funds based on unweighted ADA.A High Performance 2000 student High School in Region One, would receive an additional $178,236 in funds based on unweighted ADA. Projected Funding Increases based on ADA

30. Do High Performance Schools cost More to design and build?

31. How do you do IT ?

32. ITbegins with a commitment.

33. ITtakes a process:PlanningEvaluationDesignExecutionVerification

34. STEP 1 PRE-PLANNING/ PROGRAMMING STEP 2 A/E SELECTION STEP 3 DESIGN STEP 5 INITIAL OCCUPANCY EVALUATION STEP 4 CONSTRUCTION

35. STEP 1: PRE-PLANNING/PROGRAMMING • Create/update long range plan • Conduct Facilities Needs Assessment • Establish overall project timeline • Test the Needs Assessment – present to public (conceptual at this point) • Create partnership with community (PTO’s, Rotary, municipality) • Set requirements for and adopt high performance, energy efficient and/or sustainable design via facility standards. • Identify “Scope of Work” • Create Project Program - Create list of spaces needed; i.e., rooms, sizes, # of persons served in those spaces, relationships between spaces, furniture and/or equipment requirements, special requirements, and site requirements • Establish total cost for building area and site needs for entire project. • Approve project program and proposed budget.

36. PROJECT MANAGEMENT LIFE CYCLE Pre-Planning / Programming A/E Selection Design Construction Occupy Architect/Engineer Construction Administration General Contractor Influence Curve Cost Expenditure Curve

37. STEP 2: ARCHITECT/ENGINEER SELECTION • Establish selection criteria based on the District’s Program and develop Request for Qualifications (RFQ) • Prepare draft Owner / Architect Agreement • Organize Selection Committee (Consultant, District Architect, and M & O Director) • Advertise Request For Qualifications • Receive, evaluate qualifications and develop a short list of most qualified firms • Interview the short listed firms and establish a ranking order

38. STEP 2: ARCH./ENG. SELECTION (CONT’D) • Request Board authorization to negotiate agreement with firms in order of ranking. Finalize agreement with successful architectural firm • Typical conventional A/E fee break-down • 6% fee of total project cost • 1%: Structural • 1%: MEP • 1%: Civil • 3%: Architect • Typical High Performance A/E fee break-down • 8% fee of total project cost • 1%: Structural • 1.75%: MEP • 1%: Civil • 4.25%: Architect • After contracts are approved and signed, architect begins design work.

39. STEP 3: DESIGN • Evaluation of program in relation to budget (From Steps 1 and 2) • Modify the Program or Budget as needed • (can be time consuming process – important to get it right in previous steps) • Undertake Schematic Design • (The functional arrangement of spaces and volumes in response to program) • Get Administration / staff input • Arrange spaces • Develop Circulation (how do people move within the design)

40. STEP 3: DESIGN(CONT’D)

41. STEP 3: DESIGN(CONT’D) • Develop Site Access • Accommodate efficiencies (Location of utilities, public ROW) • Accommodate technologies / energy saving strategies / Green Technologies (Clearances, etc. - High Performance) • Accommodate Future additions / adaptations • Evaluate Schematic Design for conformance with Program, Budget and Schedule • Modify Budget or Schematic Design as needed • Present for Board Approval

42. STEP 3: DESIGN(CONT’D) • Undertake Design Development • Get Admin / staff input • Select Materials, Equipment and Systems to satisfy requirements of Approved Schematic Design (MEP, Structural, Building envelope, conservation, solar energy, etc. - High Performance) • Develop schematic Design utilizing these systems and materials and programmed future adaptations • Evaluate for Constructability • Evaluate Developed Design for conformance with approved Schematic Design • Present for Board Approval • Modify the Budget or Developed Design as needed

43. STEP 3: DESIGN(CONT’D) • Undertake Construction Documentation (CDs) • Using selected Materials, Equipment and provide drawings and specifications that will allow project to be competitively bid and constructed • Evaluate Construction Documents for Constructability • Evaluate Documented Design for conformance with approved “Developed” Design & Budget • Evaluate Construction Documents for conformance with Budget • A typical 6% fee structure does not allow for the A/E team to undertake this level of detailed and comprehensive design process

44. STEP 4: CONSTRUCTION • Conduct pre-construction and partnering sessions prior to start of construction • Review and approve material submittals • Provide construction observation services: on-site visits to review work-in-place, job progress, and compliance with the project manual • Respond to General Contractor’s Requests for Information (RFI’s)

45. STEP 4: CONSTRUCTION(CONT’D) • Review, evaluate and certify applications for partial payment • Provide a final walk through and develop a punch list in preparation for acceptance of substantial completion / certificate of occupancy • Provide final inspection & acceptance of completed punch-list and certify General Contractor’s request for final payment and release of retainage. • Prepare timeline for review of issues that may arise during first year of occupancy

46. STEP 5: INITIAL OCCUPANCY • Provide final inspection & acceptance of completed punch-list and certify General Contractor’s request for final payment and release of retainage • Coordinate training for Maintenance & Operations personnel responsible for operating and maintaining the facility • Review contractual and warranty obligations, including the issuance of all maintenance and operations manuals • Generate a tickler file for warranty deadlines for the project • Coordinate reviews of warranty items with General Contractor after a thirty day and six month period • Provide a post occupancy evaluation of the project prior to warranty expiration

47. FURTHER REFERENCES THIS presentation and links for High Performance Schools will be available at www.lrgvaia.org.