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Design Standards

Work Order Request

Any renovation or construction work that will cost more than $1,000 is considered a “Project” at the Physical Plant Department. Such work will be managed by one of our experienced project management staff. Examples of work that requires implementation by a project manager might include the addition of case work to a research lab, the extension or improvement of electrical service, and installation of fixed seating. Examples of expenditures that do not require the assistance of Physical Plant Project Manager include new data wiring and moveable furniture. However, we are happy to assist you in the implementation of both of these examples as well. To support the Project Management staff, we must collect Project Management Fees.

Throughout the project, we work closely with the users, and depend on your assistance and expertise for a successful result. (tips for an efficient project) We will need assistance in gaining access to the area being renovated for the contractors, any consultants, and ourselves. We will request your review of scoping documents, plans, and estimates. We are happy to work with you to create a scope that meets your budgetary and program needs.

Project Managers

We have a very strong team of Project Managers with experience in all aspects of design, cost estimating and construction.

Project Management Process:

The Process for planning and implementing projects involve 7 stages.  These 7 stages are followed in sequence and outlined as shown below:                  

Stage 1-DS; Developing Scope:

1.] The User or Requester contacts the Director of Projects to request that a project be initiated and a project manager assigned.
2.] The Director of Projects meets with the user to define needs in a conceptual manner.
3.] The Director of Projects requests a new Project Number to be assigned.
4.] The Director of Projects determines if the project falls into the James Street Commons Historic District (JSCHD) and notes that onto the Rutgers Physical Plant Project Master Sheet.
5.] Considering workloads and project requirements, the Director assigns a Project Manager.
6.] The Project Manager meets with the user and defines: a) Project scope; b) Schedule requirements; and any c) Access issues.
7.] The Project Manager prepares the scope in both writing and sketches.
8.] The Project Manager initiates the Project Checklist for the project and maintains this checklist in the project files.

Stage 2-CE; Developing Cost Estimate:

1.] The project manager estimates the cost of the project. This Cost Estimate is forwarded to the user including a cover sheet describing how to transfer funding. The cost estimate should include a detailed breakdown of the cost when possible. 
2.] For major projects or highly specialized /complicated tasks, the project manager will retain an Architect, Engineer or specialized consultant for design services.  If the project falls within the Historic District the services of an historic consultant may be needed too. The cost of these services should be included in the cost estimate that is given to the user.

Stage 3-AF; Awaiting Funding:

1.] Detailed design work can begin upon receipt of project funding.

Stage 4-SP/SHPO; Develop Design and Specification and obtain SHPO approval:

1.] Purchase orders for all consultants should be issued [Architect, engineer, historic consultants]
2.] Design phase typically involves four (4) phases: Programming and Conceptual design (PC), Schematic Design (SD), Design Development (DD), and Construction Document (CD).  The user is welcome to participate in all phases of design, but is highly recommended to focus in PC and SC.
3.] For projects that involve buildings which are located within the JSCHD and will change the building appearance or visible from a public street, an APPROVAL PROCESS must be followed.  This process requires two (2) steps and should be implemented concurrently: (a) the submission of an application form called "Application for Work in Historic Districts and on Historic Designated Properties" issued by the City of Newark Landmarks and Historic Preservation Commission (NLHPC).  This will have to be completed by Rutgers to obtain these recommendations.  (b) To obtain written approval from the NJ Department of Environmental Protection Division of Historic Preservation Office (SHPO) by written request and /or submission of an application called "Application for Project Authorization under the New Jersey Register of Historic Places Act".  The NLHPC will provide recommendations to Rutgers and SHPO.  SHPO is the governing official entity that Rutgers must be in compliance with its regulations.  Written approval from SHPO must be obtained before any construction work is to be commenced. 

Stage 5-B; Bidding:

1.] The Project Manager and project team Buyer prepare bid packages and send invitations to a list of selected bidders.
2.] The Project Manager manages the bidding process which includes a pre-bid meeting with all bidders, site walk through, responses to questions from bidders (Request for information- RFI), and coordination on the bid opening day.  Once bids are opened and recorded by our project Buyer, Project Manager will meet with the consultants and buyer for evaluation of the bid results. 
3.] The Project Manager will issue purchase order (PO) to successful bidder. 

Stage 6-C; Project in Construction:

1.] If project is within Historical District and SHPO approval was required, the construction can commence only when Project Manager has written approval from SHPO in hand.
2.] Construction commences.
3.] The Project Manager manages construction phase and responds to all problems. 

Stage 7-WC; Work Complete:

1.] Project Manager certifies the project is completed.
2.] All work orders are to be closed and paid, and payments to contractors should be processed.
3.] Final construction Certificate of Occupancy [C of O] should be obtained.
4.] Training on new system and equipment should be provided to the maintenance personnel. 5.] The project manager should manage all As-Built record drawings and documents and assure files are complete.
6.] The project manager should insure customer's satisfaction is achieved.
7.] Final payments to

Financial Issues and Cost Estimating

Physical Plant Project Managers request multiple prices from contractors for all projects which will exceed $1,000, except when there is only one sole source provider, or when there is an emergent and immediate need for the project. Projects which will cost more than the bid threshold ($40,000) require formal bidding which extends schedule as all of the bidders must attend a pre-bid conference together and submit their bids at the same time. The reason for requesting the multiple bids is to save money for the user by assuring we are getting the best price.

Cost Estimating by the Project Manager is generally based on our most recent experience with similar projects. Sometimes we also obtain a budget price from one contractor to confirm our estimates.

A construction contingency of 10% is included in every cost estimate. This contingency is intended to cover costs which were not anticipated at the time of the design or changes in the scope.

Any leftover funding is returned to users at the completion of the project.

Information Required for an Efficient Project

Our users can help us in implementing the project in the most efficient and timely manner by providing us with the following information during the development of the scope and the design:

• Full Disclosure of Project Requirements at the beginning of the project
• Cut Sheets or Descriptions of any user supplied equipment
• Real Project Deadlines
• Timely funding
• Plenty of advance notice
• Patience and understanding – Numerous projects are already scheduled by PMs

Project Management Fees

There is a fee associated with the provision of Project Management Services because our normal State Budget does not cover renovation work. The PM staff is, for the most part funded by the PM fees we collect from each project. Our projects have two primary types, and the method for deriving the PM fees is different for each:

We collect a fee of 5 to 10% of the total funding on smaller projects (under $2M) that require allot of attention. These smaller projects we coordinate all of the contractors instead of hiring one general contractor (GC) to oversee all of the work or projects that we design ourselves. When we act as the GC, we actually save on overall project construction cost since a GC will mark up the subcontractors costs by 10 to 15 %.

Larger projects over $2M typically have a project managment fee under 5%.

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