From Strategy to Execution: How Gordian Can Help Complete Your Sightlines Journey

Today’s Presenters

Daniel Pisaniello, Assoc. AIA, ASAI, LEED AP BD+CJob Order Contracting ManagerUniversity of Pittsburgh

Dan CookVP of Operations, EastGordian

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• Integrate more flexibility and collaboration into your campus projects

• Expedite the construction procurement process

• Determine specific projects best suited for alternative delivery methods

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Objectives for Success

• About University of Pittsburgh

• Project delivery: alternative method

• Why University of Pittsburgh implemented JOC

• Project examples

• Q&A

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Agenda

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About Facilities Management

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• Mission: • Use resources effectively to design, build, operate and manage the

campus; Deliver excellent service

• Space: • 131 buildings

• 13.66 million GSF

• Staff: • 492

• 36 in Planning, Design and Construction

About Facilities Management

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• Facilities plan: • ~$827 million through FY2017-18

•Average volume of work: • $121 million over last 10 years

• FY2016-17 budget: • Approx. $150 million

Facilities Management Plan

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13%

10%

10%

67%

Project Types

Preservation New Construction Infrastructure Renewal

Campus Age Profile: Renovation Age

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4%

16%8%

11%

38%

30%

50%43%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

University of Pittsburgh - Construction Age University of Pittsburgh - Renovation Age

Campus Age by Category

Under 10 10 to 25 25 to 50 Over 50

High Risk

High Risk

Buildings Under 10

Minimal capital work, higher customer expectations.

Buildings 10 to 25

Short life cycle needs; primarily space renewal. Work requests begin to increase.

Buildings 25 to 50

Major envelope and mechanical life cycles come due. Staff must address inefficient or failing components.

Buildings Over 50

Life cycles of major building components are past due. Failures are possible, causing increased emergency repair and

replacement costs

Facility Management Challenges

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Replace Time & Materials arrangements

Project transparency/auditability

Staff workload Urgent needsTight timeframes

Project Delivery: Alternative Method

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Construction Procurement Methods

In-House Staff

Unit Price

Contracts

Design-Bid-Build

CM at Risk

Design-Build

Job Order Contracting

Term Agreements

Time and Materials

Why Job Order Contracting (JOC)?

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Deliver projects quickly

Address work outside scope of in-house trades

Successful experiences

with JOC

Efficient change order process

Alternative method for overcoming

limited bid pool

Indefinite delivery/indefinite quantity (IDIQ) contract

Enables contractors to complete a substantial number of individual projects with a single bid

Tasks are based on competitively-awarded, preset prices

Job Order Contracting Definition

Job Order Contracting

Multiplier applied to preset unit prices developed using local labor, material and equipment costs

Generally awarded to the lowest, responsible bidder; Contractors can perform variety of projects

Preset unit price X the quantity ordered X the competitively bid multiplier

No negotiation required

JOC Program Process

02 03 0401 05

Joint Scope

Meeting

Scope of Work

Development

Price Proposal

Development

Price Proposal Review

Issue Job

Order

History of JOC at Pitt

1st Project: Identified

1st Project: Joint Scope

Meeting

1st Project:Proposal

Received and Approved

JOCContract Awarded

Aug. 19, 2016 Aug. 25, 2016 Sept. 2, 2016 109 projects; $6,954,400

1st Project: Job Order

Issued

Sept. 8, 2016

Projects Completed

To Date

Sept. 23, 2016

Timeframe from Joint Scope Job Order Issued: Average: 47.2 daysGoal: 90 days

Small Infrastructure Projects: Fire Pumps

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Challenge: Maintenance reports on fire suppression equipment

Solution: Roll all the required projects into one JOC proposal package

Results: Within four weeks, work was underway to bring the life safety systems of five different facilities up to compliance

Total Cost: $33,509

Emergency Project: Posvar Hall

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Challenge: Deep frost damaged several campus water mains

Solution: Utilize JOC contract to expedite repairs and control costs

Timeline:Project Identified: Jan. 9, 2017Joint Scope Meeting: Jan. 9, 2017Job Order Issued: Jan. 9, 2017

Results: Fire systems and potable water were restored within days, allowing the building to remain in use

Total Cost: $108,697

JOC Program KPIs

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0

5

10

15

20

25

0

10

20

30

40

50

60

70

# o

f P

roje

cts

Ave

rage

# o

f D

ays

Job Order to PO

Average # of Days from Stage 1 - 3 Project Count

Project Examples

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“The Pete” Office Spaces

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Project Scope: Install offices into repurposed space in the Peterson Event Center

Challenges: Time constraints, long lead items

Solution: Begin work and issue supplemental Job Orders as the plans finalized

Timeline:

Project identified: Aug. 25, 2016

Joint Scope Meeting: Sept. 2, 2016

Job Order Issued: Sept. 23, 2016

Results: Completed on time and costs were controlled

Total Cost: $180,220 (including supplementals)

Fitzgerald Field House Wrestling Room

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Project Scope: Renovations including mold remediation and restoration

Challenge: Ongoing site discoveries including corrective measures to sunken slab areas

Solution: Utilize JOC for collaborative efforts between contractors, inspectors, designers and JOC coordinator

Timeline:

Project identified: July 13, 2017

Joint Scope Meeting: July 19, 2017

Job Order Issued: Aug. 16, 2017

Project Complete: Oct. 20, 2017

Contact Information

Daniel Pisaniello, University of Pittsburgh

Email: DAP162@pitt.edu

Dave Rasberry, Gordian

Email: D.Rasberry@Gordian.com

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