WEST OAKLAND RECREATIONAL FACILITYTERRY COULON

Introduction 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”.

Project Scope

• Recreation Center Construction

• Football Field Construction

• First Year of Operation

Project Plan

• Resources and Funding

• Project Teams

• Building Plans

• WBS

• Critical Tasks

Budget

Estimated Costs• 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 Employee conversion

• Misc. supplies, maintenance, services, etc.

Over Allocated Resources

Building In-spection

HC Plumb-ing

HC Electrical HC Con-struction worker

HC HVAC Technician

Landscap-ing

Gas line technicians

Painter

Actual Work

0 hrs 0 hrs 0 hrs 0 hrs 0 hrs 0 hrs 0 hrs 0 hrs

Remaining Work

32 hrs 400 hrs 460 hrs 6,888 hrs 120 hrs 120 hrs 440 hrs 400 hrs

500 hrs

1,500 hrs

2,500 hrs

3,500 hrs

4,500 hrs

5,500 hrs

6,500 hrs

7,500 hrs

0 hrs 0 hrs 0 hrs 0 hrs 0 hrs 0 hrs 0 hrs 0 hrs32 hrs400 hrs 460 hrs

6,888 hrs

120 hrs 120 hrs440 hrs 400 hrs

Remaining Work

Actual Work

Risk MatrixIdentification Assessment Response Plan

Risk (Negative and Positive) Consequence Probability Impact (L,M,H) Trigger Responsibility Response(Negative) Unavailability of skilled or licensed labor Delay in project, may need to outsource which

will cost more

M H

Skilled labor overbooked

Prince/Terry

Outsource to other agencies that meet quality standards, meet with Stakeholders to discuss change in budget

(Negative) Delays in delivery of material and supplies to construction sie(s) due to other customer's obligations or "Back Orders"

This delay can adversely affect project scheduling for specific work projects with a preset timetable.

H H

Plywood and cement suppliersd let project management know that the materials are on "Back order" for 2 weeks. Prince/Terry

seek out alternative plywood and cement suppliers to keep the project on schedule; offsetting the proposed 2 week construction delay.

(Negative) Safety of construction workers becomes problematic due to the site(s) location where there's an increase in crime related acitivity (e.g. shootings, drug dealings, prostitution).

It will be a real challenge to secure construction companies to begin construction on the facility due to "Real" saftey concerns.

H H

Increased Crime in the near radius of the center

Prince/Terry

Increase security, law enforcement, and upgrade security system.

(Negtive) General Safety Accident Occurs Due to an unsafe portion of the site or a worker not following procedures falls to his death

M H

Unsafe practices or site

Prince/Terry

Workout legal actions with attorneys. Meet with stakeholders to access change in project schedule and/or budget

(negative) Facility's operational costs (Utilities) becomes problematic due to a significant lack of residential community memberships.

The facility will not be able to sustain its initial operational costs; ultimately resulting in a shutdown of the facility.

H H

Unsafe transportation, surrounding area radius has increased crime, property is damaged or deface

Prince/Terry

Increase security, evaluate budget for shuttle funding

(Positive) Philanthropists w/ vested interest in urban community development decides to invest capital into the facility's construction.

This will immensely contribute to overall budgetary funding efforts for the construction of the facility,

H H

Local celebrity/venture capitalist wanted to donate

Prince/Terry

Speak with stakeholders to evaluate and assess the new funding into budget

(Positive) Facility Management "Waives" membership fees for the opening week to stir community interest in becoming full time members

local community residents will be more reluctant to becomne full time members on account of this initial gesture.

H M

Marketing needs

Prince/Terry

Include waivers in budget for first week. Justify liability to stakeholders

(Positive) Donations from non-profit organizations (e.g. Habitat for Humanity) with interest in the faciltiies goals and mission statement

This will reduce facility expense costs,resulting in a more balanced budget and additional cost savings

M M

Facility Needs

Prince/Terry

Speak with non-profit organizations with vested insterest in our mission statement.

(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

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.

H H

City needs for recreation center

Prince/Terry

Speak with Mayor and council for additional support and funding

Risk Management

Negative RisksBased 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 dealings, prostitution)

(negative) Facility's operational costs (Utilities) becomes problematic due to a significant lack of residential community memberships.

Positive Risks• The project team’s risk analysis also identified

positive risks such as:

• (Positive) Philanthropists w/ vested interest in urban community development decides to invest capital into the facility's construction.

• (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 mission statement

Risk Response

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

Change Request

• 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 building ordinance.

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.

Project Evaluation

• 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.

References• Identifying Key Risks in Construction Projects: Life Cycle and Stakeholder Perspectives

<http://www.prres.net/papers/zou_risks_in_construction_projects.pdf>

• Play Time for kids Recreation Center Business Plan

<http://www.bplans.com/recreation_center_business_plan/executive_summary_fc.php#.UlNBclCfiCl>

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