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WEST OAKLAND RECREATIONAL FACILITY
As a youth growing up on the tough streets of
Oakland, they’re not a lot of positive, constructive
and community driven activities to be involved in as
a kid. My community was and to this day, is filled
with a host of negative and non-constructive
activities such as neighborhood drug dealings,
usage and prostitution. As a kid, my parents had
no choice but to enroll me in privately organized
activities such as “Little League Baseball”. The
amount of money that my parents invested in this
extracurricular activity on an account of me was
expensive to say the least and unnecessary in my
opinion. Reminiscing upon this early experience as a
product of Oakland’s problematic urban
community, the “Drive” to develop an all inclusive
recreational facility serving the greater good of
Oakland’s Community from a recreational and
career development perspective was paramount to
curbing these negative and non constructive
activities within one of Oakland’s severely affected
communities, “West Oakland”.
Recreation Center Construction
Football Field Construction
First Year of Operation
Resources and Funding
Our Project scope projected to build the
recreation center and operate for 1 year at an
estimated cost of $ 8 million.
Project Costs reported $8,336,871
First year operating costs $1,124,828
Construction cost only $7,212,043
Costs to be evaluated
Building Material and Equipment
Labor – construction
First Year operating cost labor – Part Time
Misc. supplies, maintenance, services, etc.
Over Allocated Resources
Risk (Negative and Positive)
(Negative) Unavailability of skilled or licensed labor
Delay in project, may need to outsource which will cost
(Negative) Delays in delivery of material and supplies to construction This delay can adversely affect project scheduling for
sie(s) due to other customer's obligations or "Back Orders"
specific work projects with a preset timetable.
Workout legal actions with attorneys. Meet with stakeholders to access change
in project schedule and/or budget
Unsafe transportation, surrounding area radius has
increased crime, property is damaged or deface
(negative) Facility's operational costs (Utilities) becomes problematic The facility will not be able to sustain its initial operational
due to a significant lack of residential community memberships.
costs; ultimately resulting in a shutdown of the facility.
Increase security, evaluate budget for shuttle funding
Local celebrity/venture capitalist wanted to donate
(Positive) Philanthropists w/ vested interest in urban community
This will immensely contribute to overall budgetary
development decides to invest capital into the facility's construction. funding efforts for the construction of the facility,
Speak with stakeholders to evaluate and assess the new funding into budget
This will reduce facility expense costs,resulting in a more balanced
budget and additional cost savings
(Positive) Local city offficials (e.g. Mayor, city council members)
endorse the facility and the postiive impact that will make on
community and career development
Increase security, law enforcement, and upgrade security system.
Unsafe practices or site
(Positive) Donations from non-profit organizations (e.g. Habitat for
Humanity) with interest in the faciltiies goals and mission statement
Due to an unsafe portion of the site or a worker not
following procedures falls to his death
local community residents will be more reluctant to
becomne full time members on account of this initial
seek out alternative plywood and cement suppliers to keep the
project on schedule; offsetting the proposed 2 week
Increased Crime in the near radius of the center
Include waivers in budget for first week. Justify liability to stakeholders
Speak with non-profit organizations with vested insterest in our mission
City needs for recreation center
Such an endorsement will spark more philantropists and
other non-profit organizations to invest in this venture,
keeping the facility viable for years to come.
Outsource to other agencies that meet quality standards, meet with
Stakeholders to discuss change in budget
(Negative) Safety of construction workers becomes problematic due It will be a real challenge to secure construction
to the site(s) location where there's an increase in crime related
companies to begin construction on the facility due to
acitivity (e.g. shootings, drug dealings, prostitution).
"Real" saftey concerns.
(Positive) Facility Management "Waives" membership fees for the
opening week to stir community interest in becoming full time
Plywood and cement suppliersd let project
management know that the materials are on
"Back order" for 2 weeks.
(Negtive) General Safety Accident Occurs
Skilled labor overbooked
Speak with Mayor and council for additional support and funding
Based upon our Project team’s risk analysis, The Following
Risks proved to be problematic to the project:
(Negative) Unavailability of skilled or licensed labor
(Negative) Safety of construction workers becomes
problematic due to the site(s) location where there's an
increase in crime related activity (e.g. shootings, drug
(negative) Facility's operational costs (Utilities) becomes
problematic due to a significant lack of residential
The project team’s risk analysis also identified positive risks
(Positive) Philanthropists w/ vested interest in urban
community development decides to invest capital into the
(Positive) Facility Management "Waives" membership fees
for the opening week to stir community interest in
becoming full time members
(Positive) Donations from non-profit organizations (e.g.
Habitat for Humanity) with interest in the facilities goals and
Negative Risk Response
Outsource to other agencies that meet quality
standards, meet with Stakeholders to discuss
change in budget
Increase security, law enforcement, and
upgrade security system.
Increase security, evaluate budget for shuttle
funding, lower membership rates or waive
fees, additional advertising
Positive Risk Response
Speak with stakeholders to evaluate and
assess the new funding into budget
Include waivers in budget for first week. Justify
liability to stakeholders
Speak with Mayor and council for additional
support and funding
The City of Oakland Building Inspectors have
put forth a change request on the size of the
facility based upon the local building
ordinance approving the facility’s
construction project for only 25,000 sq. ft.
Possible Change Request Alternatives
Alternative 1: Divide the building into two
buildings, each equivalent to 25,000 sq. ft. each
with smaller rooms and class sizes and a
separate football stadium.
Alternative 2: Have the original construction
contract with the city “Grandfathered” in,
allowing the facilities’ 80,000 sq. ft. structure.
Alternative 3: Have the facility “Scaled down”
to 25,000 sq. ft. in accordance to the new city
Change Request Deferral
The “Original Contract “with City of Oakland was initially
approved for build of an 80,000 sq. ft. facility in West
Oakland. Enforcement of the city’s recently implemented
building ordinance upon the project two months after its
initial construction is a violation under California’s
established contract laws. Project Management intends to
challenge the city’s new building ordinance, incurring a
varied delay within the facility’s construction.
Through extensive legal consultation, a “Loophole” was
discovered within the city’s 25,000 sq. ft. original ordinance.
The loophole was that the city’s building ordinance only
applies to recreational facilities that are larger than two lots.
Our facility takes up “One Lot”; therefore, recreational
facilities with less than two lots are exempt from the 25,000
sq. ft. requirement. The city’s ordinance needs to be
amended by lot size.
The project will be evaluated twice. The first evaluation will be after the
building is complete. A thorough inspection will be done by the city
building inspectors to approve the buildings safety and operability. The
building will also go through another walkthrough by the stakeholders
(Example: donors, philanthropists, venture capitalists, etc.). Suggestions,
upgrade requests, and other changes will be discussed with the
stakeholders for additional cost approvals.
The second evaluation will be the after the first year of operation. After
the first year anniversary a thorough inspection of the buildings overall
condition, safety measures and equipment inspection, and overall
equipment and supply cost and usage. An analysis will also be done on the
project’s profitability and cost efficiency. A head count of memberships
and fees will be compared against the operating costs of the recreation
center. The project scope covered the construction and the first year of
operation. The results of the inspection and analysis will decide the
continuation of the project operating beyond the first year. The data
collected will be communicated to the stakeholders. If the project
continues additional funding and stakeholders may be needed. Weekly
and monthly meetings will be held with stakeholders to communicate the
project’s status during the first year of operation. The sustainability will not
be concluded until the first year of operation.
Identifying Key Risks in Construction Projects: Life Cycle and Stakeholder Perspectives
Play Time for kids Recreation Center Business Plan
Froehling, Jesse. "City closes land loophole | Briefs | Missoula Independent ." Missoula Independent . N.p., n.d. Web. 14 Oct. 2013.
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