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From the Ground Up: An update on Phillips Exeter facilities projects
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From the Ground Up: An update on Phillips Exeter facilities projects

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Roger Wakeman, Director of Facilities Management, delivered this presentation on the status of Exeter's building projects at the 2012 Exeter Leadership Weekend.

Roger Wakeman, Director of Facilities Management, delivered this presentation on the status of Exeter's building projects at the 2012 Exeter Leadership Weekend.

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  • Recognize the variation in involvement – some recent – for some have been away form quite some timeGoal is to balance a refresher with sharing information that for some may be completely newSome of you lived these issues and the last ten years are very fresh
  • Terms – capital renewal (annual allocation) and Program Enhancement (fundraising)
  • Start with a quick refresher about the scope of our campus facilities. For some this may be the first time you thought about these numbers. As a comparison, our campus is similar in size to college campuses such as Colby and Middlebury.
  • Have guided project priorities and resource allocation and will continue to do soMay ask about technology – woven into every project/initiative
  • Had life safety assessment performed on all dorms
  • Had life safety assessment performed on all dorms
  • Had life safety assessment performed on all dormsDiscussing equipment/facilities – not operational processes (i.e IRT, drills etc)
  • Sometimes this deterioration is very evident – visible to our campus community. It could be the bathroom out of order, the peeling paint..
  • PEA is a campus with many older buildings needing major renewal projects (average age > 70 years)Life cycle realities and deferred needs contribute to an elevated plateau of need (26 of 51 core buildings need major renovation in the next 15 years – remainder right behind)Current funding level is $5- $7M below the long-term equilibriumIt will take many years both logistically and financially to address the plateau, leading to urgency in finding a solution (need to do 1-2 major buildings each year)
  • Ensure basic services
  • Many in this room involved deeply in these issues and responsible for the progress
  • A building may look good – but if no heat, hot water, basic amenities then it is useless
  • A building may look good – but if no heat, hot water, basic amenities then it is useless
  • A building may look good – but if no heat, hot water, basic amenities then it is useless
  • A building may look good – but if no heat, hot water, basic amenities then it is useless
  • A building may look good – but if no heat, hot water, basic amenities then it is useless
  • Sometimes it is the result of the adverse weather events that seem to have come our way quite frequently
  • A building may look good – but if no heat, hot water, basic amenities then it is useless
  • A building may look good – but if no heat, hot water, basic amenities then it is useless
  • A building may look good – but if no heat, hot water, basic amenities then it is useless
  • A building may look good – but if no heat, hot water, basic amenities then it is useless
  • A building may look good – but if no heat, hot water, basic amenities then it is useless
  • Transcript

    • 1. 10 Back – 10 AheadA Generational Look at PEA Facilities Refresh and Inform: • Where we’ve been • What we are doing now • Where we’d like to go
    • 2. 10 Back – 10 AheadA Generational Look at PEA Facilities Focus Areas: • Major projects • Significant Initiatives • Discoveries and Unforeseen Events • Future Priorities
    • 3. Facilities Facts RefresherPEA’S physical campus includes:• 130 buildings (51 core buildings, 53 residences, 26 other)• 1.55 million square feet• Utilities infrastructure (steam, water, electrical, storm water and sewer)• Landscape and hardscape• Athletic fields• Natural resources included in 1376 acres (670 Exeter, 262 Kensington, 444 Fremont)
    • 4. Significant Initiatives/Issues with Directional Impact• Addressing Code Changes and Life Safety Issues• Security and Emergency Preparedness• Quantifying/Predicting Renewal Needs• Critical Infrastructure• Program Enhancement – with validated mission connection• Environmental Stewardship
    • 5. Project Prioritization (Big Picture) • Safety and health • Critical infrastructure – operational risk • Continuity of core functions – teaching, living, athletic space • Incorporation of environmental stewardship objectives • Consideration of life cycle cost
    • 6. Code Changes – Life Safety Fire Protection & Egress • Sprinklers in Dorms/Places of Assembly (4 year project) • Upgrading Fire Alarm Systems • Providing required second means of egress/fire separation
    • 7. Code Changes – Student Safety Nekton Pool • Diving Depth • Water Polo Full Length Depth • Pool Wall/Drain System
    • 8. Security and Emergency Preparedness• Card Access – ability to lock down• Emergency notification/communication systems• Cameras monitoring high risk areas
    • 9. Analyzing Capital Renewal Needs • Primary issue from 05-08 • Strong Trustee involvement and support • Recommended major increase in annual funding (+ $5M) • Need agreed on in 08 – decision held to 2010 • Increase phased in – FY12- 13 is first year at full level
    • 10. Key Indicator – Building Age 12% • Two primary building booms – Harkness gift – 1930s 0.14 – Long Step Forward – Late 1960s - 2-30 Early 1970s 60+ 30-60 0.51 • 25 out of 51 core buildings need 0.35 major renovations in the next 10-15 years (remaining 25 will32% closely follow) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 56% Campus Square Footage Distribution by Building Age
    • 11. Key Concept – Building LifecycleComponent life cycle examples:a) 10 years – Flooringb) 15 years – Painting public areasc) 20 years – Built-in equipmentd) 25 years – Roofinge) 30 years – HVAC equipmentf) 40 years – Fire Protection Systemsg) 50 years – HVAC distribution systemsh) 50 + years – Plumbing/electrical rough-in
    • 12. Guiding Principle• Trustees have expressed the objective to at least maintain equilibrium going forward• Practically - address current needs and don’t let backlog grow
    • 13. Critical Infrastructure (Major Projects) Central Heating Plant • Modernization/full renovation complete in 2010 • Considered cogeneration (combined heat/power) Steam Distribution System • 5 year project – in year 4 Emergency Power • Upgraded distributed and mobile generators
    • 14. Steam Distribution(Multi-year Project)
    • 15. Environmental Stewardship • Environmental Mission Statement in 2004 • Project and operational decisions • New Construction and Renovation – Certifications (LEED) – Guiding Principles* – High performance
    • 16. Projects Driven by ProgramEnhancement (includes renewal) (Phillips Church)
    • 17. Projects Driven by Program Enhancement (Fisher Squash Center)
    • 18. Projects Driven by Program Enhancement(Harris Family Children’s Center)
    • 19. Projects Driven by Program Enhancement(Interim Dance Studio in Davis)
    • 20. Unforeseen Issues – Weather(July 2006 Hail Storm – Flooding)
    • 21. Water cascading down the steps between Merrill & Wheelwright Halls
    • 22. Unforeseen Issues – Hidden Deterioration
    • 23. Unforeseen Issues – Weather (Feb 2010 Windstorm)
    • 24. Phillips Hall
    • 25. Geothermal Well Construction
    • 26. Geothermal Wells - Complete
    • 27. Geothermal Well Field(for Phillips Hall project)
    • 28. Health Center (Previous Concept)
    • 29. Lamont Health - Renovation
    • 30. Lamont Health - Renovation
    • 31. Lamont Health - Renovation
    • 32. Major Renewal Projects in 10 Year Capital Plan• Dorms (7 major projects planned)• Academy Building (targeting 2015)• Multiple smaller projects
    • 33. Top Priority Fundraising Projects• Performing Arts Center• Library Renewal• Synthetic Turf Field (Phase 2)• Athletics Master Plan – Fitness Center – Fieldhouse
    • 34. Fundraising Projects – Deferred in Priority• Dining Halls (Elm Street Expansion/Wetherell Replacement)• Assembly Hall Expansion• Landscaping Master Plan (3 Gateways to Campus)• Athletics Master Plan – 2nd Pool• Davis Center (DARC program recommendation)• Dow House Expansion (and other small dorm conversion/expansion)
    • 35. Library Renewal Project Driver • Lifecycle renewal needs of interior finishes and mech/elec systems • 01-02 Project focused on exterior envelope Discussion Points • Although primarily renewal – candidate for fundraising • Building program will also be reviewed
    • 36. Performing Arts CenterProject Driver• Substandard facilities for theater/dance teaching and performance• Lack of music practice and performance space• NEASC priority item
    • 37. Performing Arts – Program Vision Identified Program Need: • Theater - 2 performance spaces (main stage, apron stage), rehearsal studio, scene and costume shops, classrooms, support space • Dance – 2 dance studios (performance and practice) • Music – Rehearsal/recital space, classroom and additional teaching space
    • 38. Matching Program to Site(Does the Vision Work in the Current Music/Theater Area?)
    • 39. Synthetic Turf Field – Phase 2Project Driver• Athletic program need for additional practice/game space not impacted by weather• Needs are for spring pre-season, and for fall/spring natural turf alternative
    • 40. Athletics Master Plan Priorities• Fitness Center• Fieldhouse (Thompson Cage Replacement)
    • 41. Summary of Priority Projects (fundraising source)Project Title Planning StatusHealth Center (Renovate Exist.) 60 % designPerforming Arts Center ProgrammingLibrary Renewal Partial ConceptSynthetic Turf Field – Phase 2 Concept DesignFitness Center (Athletics Master Concept DesignPlan)Fieldhouse (Cage Replacement) Concept Designs (2)
    • 42. Future Challenges/OpportunitiesChallenges1. Managing campus impact and “project pain”2. Prioritizing many needs (facility condition and program)Opportunities• Preserving the legacy of PEA• Ensuring excellence in the living and learning environment THE END

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