MEP

The cost of a large-scale renovation project can approach and exceed that of new construction. In the early analysis of feasibility, the cost and efficiency of renovated space should be benchmarked against those of other projects and new construction, and balanced against other reasons a building should be saved rather than replaced. Common considerations include schedule, underutilized available space, historical or sentimental attachments, and land acquisition cost.

In addition to the physical and cost assessment, the operational impact (on both infrastructure capacity and other building occupants), quality-of-life issues, and the appropriateness of the proposed use to its surroundings must also be factored into the evaluation of a renovation project.

Managing Risk and Cost

One key to managing risk and costs on a renovation project is to get the contractor or construction manager on board early as was done in each of the following case studies. A contractor can involve negotiated subs early in the design for the best price and constructability reviews. If possible, an early demolition contract aids immensely in the assessment phase by exposing conditions that may not be possible to assess otherwise.

Final project success begins with a realistic budget. Strictly using prices of other projects is NOT a good way to determine the budget. There are too many unique considerations in a renovation project to depend on published or non-specific budget numbers. It is important to remember that the first budget number given is always the one expected, no matter how many qualifications are given. Information from recent renovation projects presented by Linbeck, a professional services firm, show a cost range of $180/sf to $325/sf (see Figure 7). Each project has unique characteristics and component combinations that require good concept estimators to provide reliable budget information.

The major source of price variation resides in millwork/casework and MEP as shown in the "Square Foot Cost by Category" graph (see Figure 6). Only by having a contractor participate with the architect and engineer in the assessment and early design stages can the budget reflect the unique situation for the particular project. Milestone cost estimating at each phase can help keep the budget on track.

An important part of the budget is the management of contingencies. In the early stages, the collective contingency of the owner, designer, and contractor can range from 15 to 25 percent of the budget. As the project becomes better defined, the collective contingency should decrease to 10 to 15 percent.

During the assessment and project definition phases, establish a realistic schedule. Spend the time to identify contingency plans and to test expectations against professional advice. It is critical that everyone recognize there are unknown factors to be discovered, and acknowledge the time and costs required to re-design and accommodate the hidden surprises. The assessment team needs to be informed of the considerations outside the actual construction project that drive the schedule expectations, such as recruitment goals and other commitments not obvious from the assessment of the structure. Schedules can be compressed by several methods including phased construction and multiple bid packages, if necessary, but each variation can increase the risk and cost of the project. For example, multiple phases increase construction and operational costs and multiple bid packages increase risk because the component descriptions may need to be altered in the final stages of design. Armed with key information about schedule drivers, the team can manage the risk and provide cost impact information so that informed decisions can create the best outcome for the particular project.

A word of caution: In shortening the project schedule, it is extremely important that sufficient time be included for owner training and commissioning. This is especially important for laboratory and vivarium facilities that typically have complex mechanical systems and controls.

The best advice is to communicate openly and align goals and objectives with the design team, contractor, client, and end users. Build a team spirit and involve those who will maintain and use the facility. Establish a clear decision-making process. Hire experts who LISTEN.

From Beds to Benches

When Texas Children's Hospital moved eight floors of clinic out of the Feigin Center, the 12-story building was converted to a dedicated research building. Analysis determined that the existing structure was suitable for research, with a healthy floor to floor height of 14', a 25,000-sf floorplate, high quality construction, and a convenient location. However, given the more intense ventilation needs of lab occupancy, the inadequacy of the building's four existing chases was a challenge. New chases could not punch through the floor without taking down major portions of the existing three and a half floors of lab space above. Instead, the team decided to graft a new 33'-wide chase onto the exterior of the building.

By choosing Hamilton MaxWall, a flexible casework system, several problems were solved including the outfitting of labs without knowing who the ultimate occupants would be. Early installation of the casework frames accelerated construction, an important consideration given the mandated fast-track schedule.

A lesson learned from the project is the inadvisability of adapting an abandoned mechanical room to another use. The room, with pipes that could not be removed, made for an interesting but inefficient workspace. Since the building core of stairs, elevators, mechanical rooms, and restrooms was to be left essentially in place, existing fire dampers in these spaces were left in the original design, but were replaced with new dampers by the completion of the renovation. The due diligence on the front end paid off. The project came in on schedule and under budget, with a construction cost of $195 per sf, including a 10,000-sf vivarium. The chase was another $1.14 million. The lab space, which looks more like new space rather than a renovation, is very successful.

From Biscuits to Biochemistry

Baylor College of Medicine challenged its team with an adaptive re-use project of a former cookie factory after flooding from a tropical storm destroyed several basement labs in June 2001. The medical school leased 100,000 sf in the 1940s-vintage manufacturing plant, recently purchased by Texas Medical Center. Third-party ownership meant that clearly defined responsibilities were an essential part of the process.

The primary advantage of the building was its immediate availability, but it also offered a good structural grid and a floor load capacity of 200+ pounds/sf over much of the area. Deficiencies, however, were abundant, especially those related to infrastructure. Only a few existing services could be used--natural gas, chilled water, and some electrical distribution. Everything else was added after the existing infrastructure was demolished. This part of the factory was originally used for the start of the baking process—raw materials storage; mixing areas with huge three-story hoppers of flour and sugar; the proofing area with controlled environments for rising of the dough; and then the equipment floors with extruders and baking ovens. The floor-to-floor heights ranged from 11' to 30'. In many areas the slab was in disrepair and the building envelope posed infiltration problems.

These difficulties were compounded by the lack of original building documents. Existing conditions were documented on site. Even with a contractor on board early and exhaustive field investigation, there were surprises to deal with. The roof structure had to be enhanced to support mechanical equipment and the chases had to be re-designed around post-tensioned areas.

A window wall replaced a solid brick wall and punched windows were added to allow daylighting into the labs. Openings were cut between the floors and a monumental staircase was designed to promote interaction between the floors. Many aspects of the old factory, such as the old maple floor and clay tile columns, were restored and structural elements were left exposed in the public spaces.

An appropriate budget of approximately $230/sf enabled Baylor to make the space functional, efficient, and attractive. Due to the added infrastructure, the analysis at the beginning showed that costs would be similar to new construction. By meeting the fast-track schedule, scientists were able to move in approximately nine months after construction documents were issued, and construction was completed approximately four months sooner than if the project had been new construction.

From Old to New

Originally built in 1925 as a chemistry building, Howard Keck Hall on the Rice University campus showed signs of deteriorating exterior features. Many beautiful architectural features of the Hall were concealed under multiple renovations to add air conditioning and other utility upgrades, reducing ceiling heights throughout the building. The design and construction team was asked to completely renovate the interior and restore the brick and stone exterior. The building now houses the Molecular Biophysics group of the Department of Biochemistry and Cell Biology and the newly formed Department of Bioengineering. The overall goal for the 88,490-sf renovation and restoration project and the 13,749-sf addition was to:

The four-story interior of the building was completely gutted to the original brick support walls. The 12'-5" floor-to-floor height presented challenges in coordination of the MEP and fire protection installations while maintaining acceptable ceiling heights. Ceilings in corridors and along exterior walls were pulled away from the windows to expose the high arched windows capturing the natural light and serene setting of this beautiful, wooded campus. Air handlers in the basement supply fresh air ducted through multiple chases that also house exhaust ducts that manifold into the attic and exhaust through new brick "chimneys."

The public spaces are designed to respect the period architecture. A new lobby has arched openings that mirror the arches on the exterior of the building. Although nearly the entire interior is new, great care was taken in restoring some of the original elements—interior brickwork, marble stairs, and ornamental metal railings, along with many of the original white oak doors.

The exterior of the new addition to the north was designed to match the existing building. Repeating the details of the original building using modern construction methods was a significant challenge. Considerable research time was spent investigating the brick exterior and clay tile roof materials to preserve the original appearance of the building. Rice University approved the design only after review by an architectural historian. The diligent design effort produced a seamless addition while incorporating the elements of the original building.

The project successfully preserves and restores the charm and beauty of the original design and accommodates the needs of a first-class educational and research facility. Final costs were $270/sf for the 88,490-sf renovation/restoration project and $325/sf for the 13,750-sf addition.

In summary, for a successful large-scale renovation project:

By Cynthia Walston, with Dave McCoy and Bruce Cooper