State facilities and land

Capital project management

​Construction project managers direct the construction of new facilities, renovations and improvements to existing facilities for state agencies. We provide facility design and construction project management services for projects identified in the Department of Administrative Services budget for DAS-owned facilities. We also assist agencies in obtaining project management services for facilities they own through interagency agreements. DAS will work with your agency to find the most cost-effective way to provide estimation, design and construction services. Construction projects include three budget categories: Capital Improvement projects, Capital Construction/Acquisition projects, and Agency-funded projects.

Tenants of DAS-owned facilities may request remodeling and other projects through a project authorization process. This review and approval process ensures that construction standards and finishes match existing conditions and meet current regulatory requirements. Facility maintenance services are provided on standard schedules. Cost for maintenance performed ahead of schedule or improvements performed that are specific to one tenant must be reimbursed by the requesting agency. 

All tenant-initiated projects require review by the Project Authorization Committee to be assigned a work order for tracking and invoicing, The Project Authorization Committee meets every Wednesday morning. Agencies are required to have their requests along with supporting documentation to the committee no later than close of business the prior Friday to be reviewed at the next meeting.
 
Submit a Project Authorization form by email to Facl.project@oregon.gov​
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  • Define the project goals.
  • Evaluate resources needed.
  • Develop an action plan to coordinate all the elements for a successful project and clearly assign responsibilities to the State of Oregon as owner, design professionals, contractors and subcontractors. 
  • The project planning process creates consistent and coherent documents for major projects that will:
    • Guide project development and execution.
    • Establish initial project goals.
    • Document assumptions and constraints.
    • Document decisions including priorities, alternatives and changes.
    • Identify stakeholders and decision makers.
    • Facilitate communications amongst stakeholders.
    • Define key reviews as to content, extent and timing.
    • Provide a baseline for progress measurements and project control
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​1. Pre-Design

Project management is a team process conducted through the collaborative efforts of the DAS Planning and Construction Management project manager and design firms in consultation with the customer and stakeholders. This phase shapes the ideas into a well-defined project that is feasible, properly approved and well funded. 

Objectives:
  • Demonstrate project need and feasibility

  • Define project requirements

  • Explore alternative facility solutions

  • Form a project team

  • Select a design firm if one is to be used

  • Establish project financing

  • Submit project for review by the Capital Improvement Advisory Board

  • Submit project for review by the Capital Projects Advisory board

2. Design

A final design is produced with feedback from both the customer and project management staff. The goal is to develop a design that meets the project's programmatic needs, is compliant with applicable standards, and is within budget. 

Objectives: 
  • Establish a contract with a design firm
  • Hold project team meetings with the design firm
  • Determine the best method for contractor selection
  • Reveiw the final design and cost estimates
  • Approve the design and budget

3. Development of construction documents

After design approval, detailed construction drawings and building equipment specifications are prepared showing how the building or project is to be constructed. These documents provide contractors the level of detail needed to calculate construction costs and bid on the project. Unless design or programmatic issues surface, customer input and review is not required. 

Objectives:
  • Prepare construction documents
  • Begin planning for the construction period
  • Review construction documents
  • Prepare construction bid documents

4. Bid process

Once construction bid documents are ready, they are released with a formal bid process. When the bids have been returned, they are reviewed and the project is awarded according to purchasing policies. Alternative contracting methods such as design-build or construction manager and general contractor (CM/GC) follow a different procurement process, These types of projects require an exemption to the normal public purchasing process. 

Objectives:
  • Solicit bids
  • Review bids received
  • Award the project to the selected contractor

5. Construction

During the construction phase, the project manager acts as a clearinghouse for information on projects. We visit the construction site to ensure work is progressing on schedule and on budget.

Objectives:
  • Assist in obtaining building permits
  • Relocate building occupants, if needed
  • Conduct a pre-construction meeting
  • Give approval to begin construction
  • Monitor compliance with construction documents
  • Keep all stakeholders well-informed
  • Solve problems as they arise

6. Occupancy

As construction nears completion; the project manager assists clients with their move into the new or improved facility. We also coordinate commissioning of building systems, which involves testing and calibrating such building features as fire alarm and suppresssion system, heating and ventilation and air conditioning equipment. 

Objectives:
  • Commission building systems
  • Coordinate client's move into the new space or faciliity
  • Close out project budget

How tenant agency can help

  • Assign someone to the project team with a high level of decision making authority and access to all parties required to make final budget and program decisions.
  • Direct all questions or concerns regarding the performance or activities of contractors to the assigned project manager. The project manager is the sole administrator for construction and improvement contacts. A single point of contact for each project. 
  • Keep your staff informed of the realities of the termporary situation. Construction disruptions and inconveniences are unavoidable. We make all prudent efforts to reduce or eliminate inconvenience to occupants and visitors.
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​Generally, these projects include maintenance, repair, replacement, or adaptation projects that keep the facility operating without increasing its value or operating life. Projects include work to meet current code and state policy requirements. Some projects reduce maintenance costs or increase building energy efficiency. Maintenance projects are generally not considered capital projects. However, major repair or maintenance initiatives and some asset protection items are of sufficient size or complexity to be presented as capital construction projects. Talk with the DAS Statewide Accounting and Reporting Services (SARS) and your assigned CFO analyst to determine how to categorize a large asset protection project in your agency budget. The International Facilities Management Association (IFMA) indicates that maintenance costs can be described in four major categories for non-manufacturing entities:
  • Interior System Maintenance - This category includes electrical systems (including elevators, alarm systems, lighting, etc.); mechanical systems (HVAC, boilers, plumbing, refrigeration, etc.); base building general maintenance (interior walls, doors, ceilings, pest control, etc.); and administrative support services (trouble desks, etc.). 
  • External System Maintenance - Costs to maintain roof, skin (siding. masonry, windows,), signage, etc.
  • Roads and Ground Maintenance  - Costs associated with landscaping, parking structures and lots, roadways, sidewalks, parking lots, storm sewers, underground fire systems and hydrants, etc.
  • Utility / Central System Maintenance - This category includes costs to maintain internal systems to generate / distribute electricity and internal mechanical systems such as steam plants and hot and cold water systems. 
In addition to the maintenance categories described above, a facilities operations and maintenance budget includes utilities and janitorial costs.
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​The Planning and Construction Management Program coordinates all capital projects except those for agencies with independent authority and funding. We submit funding requests for Capital Improvement, Capital Construction, and Building Maintenance projects as part of long-range planning through the Governor's budget process or the Emergency Board.

Construction projects include three budget categories:
1. DAS Capital Improvement projects - The completed project cost for land, buildings, and support systems and equipment / information technology-related projects or systems is less than $1 million including anticipated requests in future biennia.
2. DAS Capital Construction / Acquisition projects - The completed project costs including land exceeds $1 million for all phases of a project. Major projects normally follow a two-phase process. Phase one is planning and design, phase two is construction. A Capital Construction project must build, acquire, adapt, upgrade, or change the use or function of an information technology-related system, a facility or group of related facilities.
3. Agency-funded projects. This includes all of the above paid for by the customer agency.
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