Purpose Built

Capital projects often bring lasting benefits to nonprofit organizations and the people they serve. Given this opportunity, foundations grant more than $3 billion annually to construct or improve buildings in the United States alone.1 Each capital project affects an organization’s ability to achieve its mission— signaling its values, shaping interaction with its constituents, influencing its work processes and culture, and creating new financial realities. While many projects succeed in fulfilling their purpose, others fall short of their potential. In most instances, organizations fail to capture and share lessons learned that can improve practice. To help funders and their nonprofit partners make the most of capital projects, The Atlantic Philanthropies and the S. D. Bechtel, Jr. Foundation commissioned Purpose Built—a multi-faceted study by MASS Design Group, a nonprofit architecture and research firm. In 2015 and 2016, MASS conducted interviews, reviewed literature, and examined a diverse set of completed projects around the world; each project was supported by one of the above funders.

1 Foundation Center, Foundation Maps data based on grants made in the United States, 2006- 2015.

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 2 Purpose Built Series

The study generated a set of core principles as well as tools for those considering or conducting capital projects. See the full Purpose Built series online at www.massdesigngroup.org/purposebuilt.

Introducing the Purpose Built Series is an overview of the study and its core principles.

Making Capital Projects Work more fully describes the Purpose Built principles, illustrating each with examples.

Planning for Impact is a practical, comprehensive tool for those initiating capital projects.

Charting Capital Results is a step-by-step guide for those evaluating completed projects.

Purpose Built Case Studies report on 15 projects to illustrate a range of intents, approaches, and outcomes.

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 3 Planning for Impact

Best results occur when a project is built with purpose—grounded in a clear and strategic mission that informs design decisions, with a scope that matches what its organization can afford to build, operate, and maintain. Planning for Impact is a prospective tool that serves as a guide to help funders and nonprofits looking to invest in or evaluate capital infrastructure strike the right balance between a project’s mission, design, and feasibility. The tools follow this structure to help a project team navigate decision making throughout the process. Often the scope of work associated with completing a capital project is limited to Design and Construction. However, a Purpose Built process goes beyond this, recognizing five phase necessary to achieve a successful capital project— Visioning, Planning, Design, Construction, and Occupancy. The Visioning phase ensures the mission of the project is aligned with an organizational mission and positioned to achieve greater results. Planning highlights considerations necessary to ground the project mission in reality and prepare the organization to lead the process and anticipate the end result. The Design phase provides guidance for aligning the mission of the project with the project’s form, fabrication, and function. Construction includes items for an organization to assess as the project is implemented. Lastly, as capital projects continue to evolve, the Occupancy phase provides resources to evaluate the success of the project in the short and long term and adapt the end result as necessary. Capital projects are almost always complex and complicated; Planning for Impact aims to both convey this reality, and provide tested and informed methodologies that simplify and untangle the process. Our team hopes that future projects will benefit from this research effort—fulfilling their inherent potential to help nonprofits achieve new and sustainable levels of impact.

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 4 Introduction

How is it organized? Planning for Impact is organized by five major phases: 1. Visioning, 2. Planning, 3. Design, 4. Construction, and 5. Occupancy. Each phase is defined by three key topics and their respective bodies of work.

• A. Mission guides organizations through activities that focus on the needs and desired outcomes for both the organization and the project. • B. Design focuses on aligning the built project with these identified goals. • C. Feasibility helps organizations undertake typical steps necessary to plan and implement the project.

Each of the topics is described in more detail in the following pages. Some of the sections will have associated worksheets found in the Appendix to help guide the process.

How should it be used? Planning for Impact is intended to be used throughout the duration of a capital project. Prior to beginning a Purpose Built project, read through the tool in its entirety. Familiarize yourself with the whole process as steps are cumulative and may develop and iterated from one phase to the next.

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 5 Contents

PLANNING FOR IMPACT...... 04 1. Visioning...... 07 2. Planning...... 13 3. Design...... 21 4. Construction...... 27 5. Occupancy...... 32 APPENDIX...... 37 Outcomes-Based Design...... 38 Financial Health Worksheet...... 44 Capital Project Budgeting ...... 47 Project Team Worksheet ...... 50 Field Immersion Methodology...... 53 Metrics Database ...... 57

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1. VISIONING When initiating a major capital project, organizations will make modest time and resource investments that will inform their decision making. This phase is intended to help organizations and their boards align their mission and needs with potential project design ideas and initial feasibility assessments. Work conducted during this phase will be revisited, iterated, and further developed during following phases of the project, as appropriate. The phase will conclude with a Decision to Proceed and the creation of a Development Pitch that synthesizes the vision for the capital project.

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1A. MISSION 1B. DESIGN 1C. FEASIBILITY

What is our mission? How could a capital project support Are we ready? What would it take for In addition to helping organizations articulate our mission? us to be ready? their mission, this body of work seeks to align the At this stage, organizations might be considering This body of work will help organizations anticipate potential project with organizational goals and the a number of different design interventions, each key preparation and decision-making considerations needs of the local context. Important stakeholder varying in scope, scale, feasibility, and potential necessary to implement capital projects as well as groups are identified for continued engagement in impact. This body of work will help an organization understand what it would take to be ready to pursue future phases. identify the right project to best achieve and amplify a major capital investment. its desired impact. Organization’s Mission Organizational Readiness ‰‰ Articulate organization’s vision and Project Definition ‰‰ Assess organization’s financial health 1 mission ‰‰ Charrette project options ‰‰ Assess staff and board capacity 1 ‰‰ Scope potential project(s) Needs Assessment Project Feasibility ‰‰ Assess existing facility and program needs ‰‰ Create preliminary cost estimates 1 ‰‰ Consider existing actors and trends ‰‰ Consider potential funding sources ‰‰ Plan for stakeholder engagement 1 ‰‰ Review comparable projects

Outcomes-Based Design 1 ‰‰ Identify project mission and goals ‰‰ Consider theory of change ‰‰ Identify indicators and criteria

Key Activities & Deliverables

‰‰ Decision to Proceed

‰‰ Development Pitch

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Key Activities and Deliverables process will help define the full scope of 1A. MISSION that need. Depending on the size of the Decision to Proceed Organization’s Mission organization and their space requirements, the organization might decide to employ During this phase—before investing ‰‰ Articulate organization’s vision and a design professional or another outside consultant for this study. significant time and resources in mission following phases—organizations will Questions to Consider assess whether or not a major capital Creating, articulating, testing, and project is feasible and strategically communicating a unified vision and • What are our needs? aligned with their mission and vision for mission is crucial for every organization. • How are our programs or impact limited impact. If an organization’s leadership If an organization does not yet have a by our space or facilities? decides that they are not yet ready, this mission statement, the process of crafting • What are the driving forces behind these phase and body of work will help the one can provide an opportunity for various challenges? team identify points of weakness and stakeholders to coalesce around a single priorities to strengthen. idea. A clear organizational mission ‰‰ Consider existing actors and trends is necessary to help frame and guide Leveraging research conducted by the goals of a project, and ensure that other organizations can save time investments are made that help advance and money and help ensure that your an organization’s vision. Development Pitch project is aligned with larger community Questions to Consider needs. Often, the government or other A Development Pitch is a short organizations will be working to address • What is our organization’s mission? document that synthesizes the need, the same or related issues—research these • Is our mission clear and communicable? vision, and strategy for the capital organizations and projects, and be on the • Do all stakeholders understand our project. Through a presentation or lookout for opportunities to partner or mission? pamphlet format, it tells a cohesive collaborate. narrative about an organization’s • What is the long-term vision for our history and identified needs, builds the organization? Questions to Consider case for the project, and outlines an Needs Assessment • How do our programs and goals align implementation strategy. The pitch can with or complement other interventions be used to align stakeholder visions, ‰‰ Assess existing facility and program in this sector? develop internal buy-in, and generate needs • Who are potential partners? donor interest. • Where are there gaps in what others are Organizations should take careful stock of doing? Where is there overlap? their current and historic infrastructural, programmatic, and operational needs ‰‰ Plan for stakeholder engagement in order to scope the vision for a new Organizations will typically seek to invest in project properly. Most capital projects are a project because of a pressing need, such initiated based on an identified need; this

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as a lack of space or aging infrastructure. clear idea can help focus efforts and align were addressed through the design and However, input from various stakeholders decisions. Major projects can serve as construction process. can identify less obvious and equally powerful symbols, raising expectations or important needs and priorities. During this catalyzing momentum, and organizations ‰‰ Consider theory of change phase, organizations should brainstorm should not be afraid to ask: what more can the range of potential stakeholders who design do? A theory of change model articulates key are affected by their programming and factors and assumptions necessary to will be impacted by a new project. It is Capital projects and their implementation achieve impact. The organization should important to understand the stakeholders processes will also have impact outside of conduct a theory of change exercise and identify appropriate exercises and the organization and will occur whether for the project, being sure to identify methods for engagement. they are intended or not. The 360° impact the assumptions, and risks associated of a capital project affects a wide range of with each step. This exercise will help Questions to Consider stakeholders (i.e., users, staff, community, organizations prioritize design decisions • What populations will be directly and and sector), are diverse in their topics (i.e., and establish criteria for evaluation. environmental, educational, economic, indirectly impacted by our work? Questions to Consider • Who should we engage to create health, and emotional), and occur at additional buy-in for the project? different phases of the process. This phase • What will need to happen for the project • Are there marginalized populations provides an opportunity to identify and to be a success? that we should specifically target for prepare for potential 360° impact. • Which steps are within our control, and which are not? inclusion in the process? Questions to Consider Resources • How will the project affect the Resources organization’s ability to achieve its • Field Immersion Methodology (p. 53) 1 • Outcomes-Based Design (p. 38) 1 mission? • See the Life Sciences Building, • Glennerster, Rachel & Takavarasha, • What additional impact is important to University of Western Cape case study Kudzai. “Chapter 5: Outcomes.” our organization and stakeholders? report for an example of how a “super Running Randomized Evaluations: A • What potential negative impacts do we user” communicated and navigated Practical Guide. Princeton, NJ: Princeton need to recognize? the concerns of multiple faculty University Press. November, 24 2013. • How might we achieve impact during the departments. 1 implementation process? ‰‰ Identify indicators and criteria Outcomes-Based Design Resources Based on the findings from the initial ‰‰ Identify project mission and goals • Outcomes-Based Design (p. 38) 1 needs assessment and theory of change, • See Making Capital Projects Work for project teams should create a framework In addition to responding to immediate examples of how capital projects can that articulates the goals of the project, needs, such as providing office or lab amplify impacts beyond the building. 1 identifying metrics that help track spaces, organizations have the opportunity • See The Summit Bechtel Reserve progress and plan for evaluation efforts. to leverage capital projects to amplify the case study for an example of how These indicators and criteria will inform achievement of their mission. A single, community and environmental impact a baseline assessment during the 2.

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Planning phase and can help the project Resources to proceed. In addition to including a team check-in on how the design and financial and staffing assessment, the • Field Immersion Methodology (p. 53) 1 construction processes are progressing. organization should review its strengths ‰‰ Scope potential project(s) and weaknesses, as well as identify Questions to Consider potential opportunities and threats it is • What categories of impact are most In addition to identifying what types of currently facing or that it might face in the important to our project? projects are possible, organizations should years to come. • What indicators or metrics best begin to think about what type and size Resources represent our desired impact? Our of project is appropriate. Considering project mission? current space usage and deficits, • SWOT Analysis (Strengths, Weaknesses, organizations should think beyond their Opportunities and Threats). http://ctb. Resources immediate needs to plan for the future. ku.edu/en/table-of-contents/assessment/ • Outcomes-Based Design (p. 38) 1 Ultimately, organizations will identify assessing-community-needs-and- • Metrics Database (p. 57) 1 rough gross square footages that can resources/swot-analysis/main be used in preliminary cost estimates to test feasibility (see 1C. Feasibility: Create ‰‰ Assess organization’s financial health 1B. DESIGN preliminary cost estimates). Even before considering a major capital Project Definition Questions to Consider investment, team members should feel confident that the organization is • What size project should we build? ‰‰ Charrette project options financially healthy. While an organization’s • Should we build everything at once, or financial staff or a consulting financial Organizations should consider and should we build in phases? management firm will be able to evaluate compare potential project ideas, and Resources its financial health more rigorously, the understand how each might support Financial Health Worksheet will help the organization’s mission. This is an • National Institute of Building Sciences. provide a quick, “back-of-the-envelope” opportunity to consider many options “Design Guidance.” Whole Building calculation using standard indicator (ranging from leasing an additional space Design Guide. 2016. https://www.wbdg. metrics. If an organization’s metrics to developing an entirely new campus) org/design/design-recommendations. suggest poor financial health, it does not and to discuss which option aligns best necessarily mean that it cannot invest in a with the organization’s goals. Keep in mind 1C. FEASIBILITY project—it merely serves to raise a flag that that it may be important to revisit this step additional focus and financial preparation many times over the course of the project. Organizational Readiness should be prioritized before moving forward. Questions to Consider Capital projects require organizations to • How will the project support our make major investments in time, staff, Questions to Consider mission? and finances. Before the decision can be • How have we performed historically? • Do we need a major capital project? made whether to invest in a project, each • If there are any places of concern, is • What alternatives are worth considering? organization should assess its readiness there a reasonable explanation?

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• How can we guard against similar Project Feasibility Questions to Consider economic risks? • Would our current donors be interested ‰‰ Create preliminary cost estimates Resources in supporting a capital campaign? During this phase, organizations should • Are there major funding sources that • Financial Health Worksheet (p. 44) 1 our organization or project can leverage • See The California Academy of generate preliminary cost estimates to help clarify the scope of the potential (e.g., Historic Tax Credits, selling an Sciences, The Exploratorium, and The existing asset, etc.)? Simpson Center for Girls case studies project and to test financial feasibility. Using information generated from the • Do we have the resources to run a capital for examples of how capital projects campaign? affected organizational financial health. initial needs assessment, team members or design consultants will typically use 1 Resources project comparisons to inform initial • Walker, Julia. Nonprofit Essentials: The ‰‰ Assess staff and board capacity estimates. For example, costs per square foot, per bed, per office, etc., can be used Capital Campaign. Hoboken, NJ: John Wiley & Sons. 2005. Organizations should develop an to calculate overall project costs. One understanding of the roles necessary to common pitfall to avoid is assuming the ‰‰ Review comparable projects complete a capital project and to identify bricks and mortar cost of construction which of these can reasonably be filled represents the whole of the development Each project will confront challenges and with existing staff. Be aware that time and costs—they don’t! See the Capital Project opportunities similar to those that other capacity demands on project teams can Budgeting Worksheet for additional organizations have faced in the past. be quite burdensome, and some gaps information for how to generate project Researching these analogous projects by in expertise are inevitable—some roles estimates. reaching out to contacts is a great way to may be better filled from outside the Resources learn from past experiences. organization. • Capital Project Budgeting Worksheet (p. Questions to Consider Questions to Consider 47) 1 • Are there organizations of similar sizes or • What expertise does our staff and board missions that have undergone a capital have? ‰‰ Consider potential funding sources project recently? • Do our staff and board have enough time • Who are thought leaders or innovators in A variety of sources are available to fund and resources to take on the additional our field? responsibility? projects, such as earned income, capital • Where are there gaps? Which roles campaigns, loans, bonds, and tax credits. Questions to Ask Others should we fill externally? While future phases will include additional iterations on a financial feasibility study, • What unforeseen challenges arose during your project? Resources in this phase, organizations should begin brainstorming potential sources and the • What worked well? What did not? • Project Team Worksheet (p. 50) 1 cost and effort required to generate funds. • Do you have any major lessons learned that you could pass on?

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2. PLANNING When organizations decide to pursue a capital project, ideas that were once visions need to be developed and refined to increasingly detailed levels of resolution. During this phase, organizations will conduct a variety of stakeholder engagement and design planning activities to prepare to undertake a capital project. Coupled with feasibility check-ins, the goal of this phase is to enable leadership to make informed decisions, garner support for the project, and provide a foundation for impactful design.

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2A. MISSION 2B. DESIGN 2C. FEASIBILITY

Do we understand our needs? How can the design have impact? How do we do it? This body of work will guide organizations in This body of work will build upon the previous This body of work will assist organizations and conducting primary research that will further phase and assist organizations and their consultants their consultants in iterating and developing a refine priorities and needs in order to ensure all in defining the design vision and recalibrating feasible implementation and operations plan for the stakeholders are thoughtfully incorporated into the project objectives to meet the needs and proposed project. design decisions and project processes. opportunities identified through the engagement process. Organizational Preparation Needs Assessment ‰‰ Plan for change management ‰‰ Conduct stakeholder engagement 1 Design Brief ‰‰ Forecast organization’s financial health ‰‰ Conduct baseline assessment 1v ‰‰ Define the program ‰‰ Conduct precedent research Project Preparation Outcomes-Based Design Revision 1 ‰‰ Define design characteristics ‰‰ Build the project team 1 ‰‰ Articulate project mission and goals ‰‰ Prepare a project budget 1 ‰‰ Refine theory of change Site ‰‰ Prepare a project schedule ‰‰ Develop indicators and criteria ‰‰ Define site selection criteria ‰‰ Conduct capital campaign feasibility study ‰‰ Conduct site feasibility studies ‰‰ Select project delivery method ‰‰ Conduct site analysis ‰‰ Prepare project logistics

Key Activities & Deliverables

‰‰ Design Brief

‰‰ Development Package

‰‰ Implementation Plan

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Key Activities and Deliverables 2A. MISSION Design Brief Implementation Plan Needs Assessment

The Design Brief consolidates An Implementation Plan lays out ‰‰ Conduct stakeholder engagement information about project goals and the critical staff and key decisions serves as a critical resource for the necessary to complete a major capital Having planned for stakeholder design team. It should summarize the project. Synthesizing the activities engagement in the previous phase, needs identified through the literature completed during this phase, the organizations should proceed to hold review and stakeholder engagement document will align the project with the meetings and workshops to understand process and define a desired framework organization’s long-term strategy and the needs of a variety of stakeholders of impact. Specific space requirements, development planning. It should consist better. adjacencies, and square footages should of a description of the project team Questions to Consider be noted in detail. Including precedents (in-house, external, and the decision- can help communicate design strategies making structure for the project), a • Have we articulated the right needs? that may be applicable to the project. fundraising plan, an assessment of the • Are we bringing an objective eye to the organization’s financial readiness, a perceived needs? strategy for organizational growth, a • What are each stakeholders’ needs? How strategy for evaluation, and logistical will they be affected by the project? strategies for achieving impact during Resources Development Package the 3. Design, 4. Construction, and 5. Occupancy phases of the project. • Field Immersion Methodology (p. 53) 1 A Development Package articulates The organization can expect to make the need and vision for a major capital changes to these strategies as the ‰‰ Conduct baseline assessment project in order to generate support project evolves. from potential funders. It should Indicators and criteria that were initially synthesize information from the developed through the 1. Visioning phase Design Brief and Implementation Plan, will be researched more in depth in this articulating why a building is important, phase. Data collected before significant why the organization is poised to work is completed is considered baseline undertake the project, what potential information and will provide organizations impact the project could have, and with key information about their work what remaining steps are necessary. and the population they serve. Collecting The package may take the form of a baseline data serves two purposes. presentation or pamphlet and may First, it helps organizations understand include visualizations or renderings of and articulate the nature of their needs. the potential project. Second, it can help to track identified metrics that represent the impact of the projects and programs over time. The

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baseline assessment might consider Question to Consider phases have inherent opportunity to secondary data about the context • Is our project mission aligned with the leverage desired impact—planning for this and mission, such as census data or identified needs? impact early-on will help guide activities organizational performance metrics. • Are our 360° impact goals aligned with and anticipate outcomes. Questions to Consider the identified needs? Question to Consider • What information have we uncovered • What metrics of change are important to that might change our original • What elements of our design and our organization? To our donors? projections? construction process will lead to desired • What metrics are feasible to collect? or undesired outcomes? How can we • What can we learn by collecting data Resources anticipate these effects? now? • How will we test the design before • Outcomes-Based Design (p. 38) 1 • How will we plan for continued data construction to ensure that it will achieve collection? ‰‰ Refine theory of change what we want? • What outcomes will we measure to let Resources Organizations should reconsider and us know if we’re achieving the desired • Outcomes-Based Design (p. 38) 1 refine their theories of change based on impact? • Metrics Database (p. 57) 1 information gathered from the stakeholder Resources • Charting Capital Results 1 engagement, needs assessment, and baseline assessment. As the team • Outcomes-Based Design (p. 38) 1 Outcomes-Based Design approaches and begins the 3. Design • Metrics Database (p. 57) 1 phase, it is critical to articulate how ‰‰ Articulate project mission and goals decisions will lead to outcomes and impact. 2B. DESIGN Organizations should reconsider and refine their project mission, goals, and Questions to Consider Design Brief potential 360° outcomes based on • Is there new information that verifies or See 2. Planning: Key Activities & Deliverables for a information gathered from the stakeholder refutes any of our assumptions? description of the Design Brief. The creation of the engagement and baseline assessment. • Is our logic still sound based on what we Design Brief will be informed by the activities below. Because a large amount of data will be know now? uncovered in this phase, initial projections ‰‰ Define the program and brainstorming may need significant Resources A capital project program lays the refinement. Project teams should prepare • Outcomes-Based Design (p. 38) 1 documentation that can guide future groundwork for many design decisions by identifying the types, sizes, and check-ins during the remainder of the ‰‰ Develop indicators and criteria project process. characteristics of spaces that the project Organizations should periodically review will provide. An early investment of and refine identified indicators and criteria resources in programming is critical to to ensure that the process is proceeding as aligning the goals of key stakeholders and planned. The 3. Design and 4. Construction setting a clear direction for the project.

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The program will be informed by system and don’t want, provide inspiration for of those spaces that will best meet our and equipment technical requirements, new ideas, and facilitate communication stated needs? as well as stakeholder input. Remember of design ideas between the client and • How can the quality of space lead to the that—in addition to typical front-of-house architect. Additionally, precedents offer desired impact? spaces—there will also be back-of-house the project team an opportunity to tap • What design qualities will affect changes support spaces, such as storage and into a wealth of knowledge about what has in behaviors or attitudes? equipment rooms. Employing a design worked or not worked well in the past. professional can help ensure that the Resources appropriate amount of space is allocated Questions to Consider • For example, for a hospice, the program for each program. This exercise will also • Which existing buildings can we learn document may describe a requirement help the organization plan for procurement from? that the spaces feel warm, welcoming, needs, such as acquiring furniture, • In comparable precedents, what works open, bright, and nonclinical where equipment, and art that may fall outside well and what does not? possible. See the Marymount University of the scope of work for the design team. Hospital and Hospice case study for Resources Organizations will find it helpful to define more information. 1 and verify program decisions with relevant • See The Exploratorium, Life Sciences stakeholders. Building, University of the Western Cape, Site Marymount University Hospital and Question to Consider Hospice, and Science and Engineering ‰‰ Define site selection criteria • What types of spaces are needed to Centre, Queensland University of Prior to selecting their site, organizations achieve our mission? Technology case studies for examples should determine the most important and • What priority would we assign the of how teams examined precedents to desirable site characteristics. stated programs or elements? Are inform the design of their projects. 1 there elements that can wait to be Questions to Consider implemented? ‰‰ Define design characteristics • What site characteristics will align with Resources In addition to defining program spatial or amplify our project mission and goals? • Pena, William M. & Parshall, Steven requirements, organizations should define • What adjacencies are desirable or A. Problem Seeking: An Architectural the qualities and characteristics of the undesirable (think about public Programming Primer. 5th ed. Hoboken, spaces in and around the building. These transportation, civic spaces, related or NJ: Wiley. 2012. qualities will be communicated to the unrelated programs, and surrounding architect through the Design Brief and community)? ‰‰ Conduct precedent research inform the user experience of the capital • How will we grow in the future? project. • If we move, how might the users and Organizations should, along with their surrounding community from our old design professionals, consider a variety Questions to Consider location be impacted? of comparable projects or precedents. • How do we want the space to look and Resources Researching precedents can help feel like? organizations think about what they want • What are the unique design qualities • See the Constitution Hill Precinct, The

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Exploratorium, The Simpson Center where building entrances or public and key stakeholders early in the process, for Girls, and Northern Ireland Council private spaces are located on-site. organizations can create shared ownership for Voluntary Action case studies for of the project and help mitigate many examples of how site selection factored Question to Consider of the issues that arise once the project into the decision to build new capital • What site conditions will affect the is complete. Staff and constituent projects. 1 design? engagement can help project teams • What are the unique opportunities and identify opportunities for improvement, ‰‰ Conduct site feasibility studies limitations of the site(s)? and build new strategies and systems to support the organization as it transitions to Once potential sites have been identified, a new space. organizations should work with design 2C. FEASIBILITY professionals to analyze the feasibility Questions to Consider Organizational Preparation of the sites with regard to factors such • What parts of our organizational culture as access, proximities, environmental ‰‰ Plan for change management do we want to keep and what do we want conditions, and local zoning ordinances. to leave behind? Questions to Consider No matter how big or small, new capital • How can we instill a sense of ownership projects will affect organizations’ cultural among our stakeholders? • Does the site meet our selection criteria? health. The beginning of a capital project • How will our organization change as a • Does the site meet our current needs? process is an opportunity to change an result of this capital project? • How much space does it provide for organization’s workflow and culture for the • What systems, processes, or strategies future expansion? better. Organizations should consider how will we need to change? a new space will influence user actions, Resources Resources interactions, emotions, and perceptions. • See The Simpson Center for Girls, The Additionally, throughout the process, • See The California Academy of Sciences, Exploratorium, and Marymount University leadership and staff will change, new skills The Exploratorium, and Northern Ireland Hospital and Hospice case studies to see and capabilities must be developed, and Council for Voluntary Action case studies how feasibility studies influenced the staff or stakeholders may be uncertain and for examples of how organizations design process. 1 resistant. It is important that organizations managed cultural changes. 1 prepare to match the change in facilities • Field Immersion Methodology (p. 53) 1 ‰‰ Conduct site analysis with a strategy for managing the change The design team should analyze the site(s) in their culture, values, people, and ‰‰ Forecast organization’s financial health behaviors. to understand any existing conditions Major capital investments have financial that may affect the design. For example, Beginning in this phase, change implications for organizations during each considerations of climate may inform management strategies, such as the phase of the development process and building ventilation strategies, analysis of creation of new systems or processes, will throughout the lifetime of the facility. In solar paths may affect building orientation be examined and then revisited throughout this phase, financial staff and consultants and window placement, and the the duration of the project implementation should be planning for the long-term immediate surrounding context may affect process. By engaging leadership and financial impact of the entire development

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process on the organization. cost estimate, which will be refined as the • What needs to happen first? What can design is developed over the course of happen concurrently? Questions to Consider the project. The Capital Project Budgeting • Who can help us determine realistic • How will our operations and Worksheet can help organizations consider timelines? maintenance costs change? unanticipated costs and escalation • Where are there unknowns? Where do we • Are our anticipated future revenue factors. This guide is intended to provide need to provide for time contingencies? streams realistic? organizations with the knowledge • What external considerations do we need • What external economic factors might necessary to have budget conversations to take into account while scheduling? impact our future financial health? and ask the right questions of consultants • Does the project need to open by a and design professionals. certain date? Project Preparation Resources Resources ‰‰ Build the project team • Capital Project Budgeting Worksheet (p. • Mubarak, Saleh A. Construction Project 1 Scheduling and Control. 3rd ed. John Organizations should build their project 47) Wiley & Sons. 2015. team based on assessments of in-house ‰‰ Prepare a project schedule time and expertise. Any external hires, ‰‰ Conduct capital campaign feasibility such as the design team, should begin In this phase, organizations should prepare study to be brought on board at this time. a more detailed timeline that highlights Organizations should be sure to create a key tasks and milestones for the project. Before embarking on a capital campaign, clear line of communication and decision- This schedule will inevitably evolve over organizations should get a sense of making system that takes into account the course of the project and should be fundraising feasibility in order to set an organizational relationships with boards, revisited frequently. Internal management appropriate target goal. Organizations advisors, and outside consultants. These and organizational tasks should be might consider partnering with financial relationships will vary depending on the considered, as well as outside tasks, which management firms to generate the capital project delivery method. will vary from project to project, but may campaign feasibility study, which will include steps such as financing, design, additionally lay out a fundraising strategy Resources construction, permitting, and transitioning. and time frame. If the total project • Project Team Worksheet (p. 50) 1 The organization should consult with development costs are not feasible to raise • “You and Your Architect: A Guide for design and construction professionals in a capital campaign, organizations can Successful Partnership.” Washington, DC: when completing this task. Project look to find additional sources of funds as American Institute of Architects. 2007. schedules are often created and organized considered in the previous phase. http://howdesignworks.aia.org/pdf/ using a Gantt chart, which lay out the You_and_Your_Architect.pdf. schedule according to a predefined Questions to Consider hierarchy of tasks. • Do we have the staff time and resources ‰‰ Prepare a project budget required to complete our capital Questions to Consider campaign? Organizations should engage design • What are the key steps to completing • Do we need outside fundraising help? professionals to generate a total project this project, and how long will each take? • How long will it take? At what point

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should we decide to move forward with Resources Questions to Consider the project? • “Creating Excellent Buildings: A Guide • Are there any internal requirements • Is the amount we can raise for Clients.” London, UK: CABE. 2003. necessary for the project to proceed? commensurate with what we hope to do? • American Institute of Architects. The • Are there any governmental approvals Resources Architect’s Handbook of Professional necessary for the project to proceed? Practice. 15th ed. Edited by Linda C. • “Nonprofit Finance 101.” Nonprofit Reeder. Hoboken, NJ: John Wiley & Sons. Finance Fund. 2015. www. 2014. nonprofitfinancefund.org/nonprofit- • See the Science and Engineering Centre, finance-101. Queensland University of Technology, • Walker, Julia. Nonprofit Essentials: The Translational Research Institute, and Capital Campaign. Hoboken, NJ: John Mission Bay Campus, University of Wiley & Sons. 2005. California, San Francisco case studies for examples of how project delivery ‰‰ Select project delivery method methods were structured. 1 Project delivery method refers to the contractual relationship between teams of ‰‰ Prepare project logistics owners, designers, and builders in order Several administrative requirements need to complete a project. The structure of to be completed early in the process, as the project team significantly affects the they can have implications on the scope, project schedule, budget, and quality. budget, and schedule of the project. Different methods (traditional, construction For example, zoning or deed restrictions management, design-build, and integrated can significantly affect what can be built project delivery) can be distinguished on a site, and the application for special by a variety of factors, such as their permits or variances may affect the project decision-making systems, distribution schedule. Additionally, the application for of liability, and project incentives. It is certifications such as United States Green important for the organization to seek Building Council LEED or Living Building guidance when selecting the appropriate Challenge™ will affect the project team and project delivery method; the specifics of budget. A design professional can help an each organization’s in-house capabilities, organization determine what limitations financial situation, schedule, and scope and administrative requirements may exist mean that there is no one-size-fits-all and will assist with the applications and answer. Selecting the right delivery approvals as necessary. method and contract structure can help align incentives and priorities across team members.

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3. DESIGN While the design team will take responsibility for a majority of the work to be completed during this phase, organizations play a critical role in making key decisions and checking in on the progress through a series of design reviews to ensure the project’s form, function and fabrication method is aligning with the identified project mission. Organizations will additionally continue to refine operation and financial preparations in support of the project.

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3A. MISSION 3B. DESIGN 3C. FEASIBILITY

Is the design poised to meet our What is the design? Is the design within our scope and intended impact? In this body of work the Design Brief developed budget? As the design develops, project teams should in the 2. Planning phase will be translated into an Organizations should continue to re-evaluate the periodically revisit project goals to ensure that actionable set of design drawings and documents budget, schedule, operational assumptions, and design, quality, cost, and timeline decisions are for construction. Under the leadership of the design implementation plans that have been made in furthering the project mission and intended impact. team, organizations should be prepared to respond previous phases. While organizations might be This body of work will assist organizations in refining to design ideas and make design decisions that are pressed to value engineer in order to cut escalating the impact indicators and criteria identified in aligned with the project objectives. costs, make sure decisions are carefully balancing previous phases as well as tracking impact metrics mission, design, and feasibility. that occur during this phase. Project Development ‰‰ Develop the design of the capital project Organizational Preparation Outcomes-Based Design 1 - SD: schematic design ‰‰ Check-in: change management ‰‰ Check-in: project mission and goals - DD: design development ‰‰ Check-in: financial health 1 ‰‰ Check-in: theory of change - CD: construction documentation ‰‰ Check-in: indicators and criteria Project Preparation ‰‰ Check-in: project team 1 ‰‰ Check-in: project budget 1 ‰‰ Check-in: project schedule ‰‰ Check-in: capital campaign ‰‰ Check-in: project logistics

Key Activities & Deliverables

‰‰ Design Review Meetings

‰‰ Design Documentation

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Key Activities and Deliverables 3A. MISSION Design Review Meetings Design Documents Outcomes-Based Design

The design team should meet with During this phase, the design team will ‰‰ Check-in: project mission and goals key stakeholders and decision-makers generate a series of design drawings regularly throughout the design process. and documents that will ultimately serve During the design process, organizations The appropriate level of frequency for as the basis for construction. At the end should periodically meet with the design the meetings will vary per project and of each phase of design (and at more team to confirm that the design stays by stakeholder group. Core project frequent intervals, if specified), the aligned with the mission and goals it team members will likely meet more design team will review these drawings aims to achieve. When potential negative frequently than other stakeholder with the project team to ensure that impact arises, the project team should groups, such as community or board the design is on track. These drawings work together to identify mitigation members, while some stakeholder should be evaluated against the strategies. groups will identify a representative to identified mission and goals established Questions to Consider be more involved in the week-to-week in the previous phases. At the end of this decisions. When agreeing upon this phase, the design team will provide a • Is there new information that changes schedule, it is important to strike a bid set of drawings, which will serve as the project’s potential impact? balance between providing the design the basis for the contract between the • How can we mitigate against or team ample time to make progress contractor and client. counteract potential negative impact? between meetings (i.e., allow enough Resources time between meetings) and addressing necessary decisions in a timely manner • Outcomes-Based Design (p. 38) 1 to keep the project moving forward (i.e., meeting regularly enough to address ‰‰ Check-in: theory of change issues as they arise). Organizations should reconsider and Questions to Consider iterate the theory of change as necessary as the design progresses. • What interval of meetings works best for our organization and design team? Questions to Consider • How will the design be shared and approved with decision makers? • Are there elements of our design that change our existing theories? • Is our logic still sound based on what we know now? Resources • Outcomes-Based Design (p. 38) 1

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‰‰ Check-in: indicators and criteria the construction documentation phase, the architect prepares a set of drawings 3C. FEASIBILITY Organizations should track the activities and specifications (contract documents) Organizational Preparation during this phase that are leading to that serve as the basis of a contract impact. A participatory design process, for between the client and the contractor, ‰‰ Check-in: change management example, can improve the design and give ultimately defining the building in detail. agency to those involved in the process. These drawings include specifications for Decisions made during the 3. Design As these activities are underway, track and materials, fixtures, and construction details. phase will have direct impact on an catalog relevant metrics to ensure that you The owner should be expected to provide organization’s culture and operations. are on track and will be able to report back authorization and approval to progress to For example, staff that were previously to stakeholders. each following phase. overcrowded in a shared open office may Questions to Consider feel disconnected when they move to The chosen design professional will lead a new, larger facility and are separated • What activities during this phase might this process and regularly check-in with the by different floors. Without redesigning be leading to impact? organization’s project manager, according systems and processes to match this • How will we track and catalog these to a set meeting schedule (see 3. Design: spatial change, communication and metrics? Design Review Meetings). The design team productivity may suffer. As the design should frequently reference the project’s Resources develops, organizations should revisit their programming document and impact criteria change management strategies to adapt • Outcomes-Based Design (p. 38) 1 as it develops the project design. their systems and processes as necessary.

This body of work will address every The stakeholder engagement process 3B. DESIGN scale of the capital project, from larger conducted in the 2. Planning phase master planning activities, site work, will help build ownership of the project Project Development and landscape plans to detailed lists of throughout the organization. Additionally, furniture, fixtures, and equipment (called continued communication throughout the ‰‰ Develop the design of the capital project an FFE). An organization’s architect or 3. Design phase is important to ensure that chosen design professional will guide this The design process has several phases, stakeholders are brought along through process and communicate expectations. including: schematic design (SD), design the process as decisions are developed. development (DD), and construction Question to Consider One challenge is that organizations documentation (CD). During schematic and stakeholders often have difficulty • Do we understand the design? design, initial ideas are proposed understanding design drawings; the scale, • Does the design reflect our mission? and tested. Additionally, the design orientation, and spatial implications of the • Have we communicated the desired team typically researches zoning and design can be confusing. To mitigate this, intangible qualities of our project? jurisdictional requirements during this additional services can be requested of the • Can we verify that our intent and goals phase. During design development, the design team. The creation of scale models, are achieved? selected proposal is fleshed out and refined, renderings, or mock-ups can help ensure • Do we have stakeholder buy-in regarding with coordinated structural, electrical, that the design is understood before it is the final design? mechanical, and plumbing systems. During approved.

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Questions to Consider Resources Resources • How can we effectively communicate • Project Team Worksheet (p. 50) 1 • Financial Health Worksheet (p. 44) 1 design decisions to our stakeholders? • How will the design change the way we ‰‰ Check-in: project budget ‰‰ Check-in: project schedule work? • What systems or processes need to be As the design progresses, the project As the design is refined, revisit the developed to match this change? budget will achieve higher levels of schedule frequently to track progress to refinement. Construction cost estimates ensure an on-time completion, and make ‰‰ Check-in: financial health in early design phases are often based on adjustments as necessary. typical costs per square foot, and shift to a As the design develops, organizations more detailed pricing of each component Questions to Consider should continually balance their and material in the later stages of design • Are we on time? Why or why not? organizational and operational health (i.e., design development and construction • Do we need to adjust the project expectations with the scope of the project. documentation). The organization will timeline? How will this affect our budget? Understanding ongoing cost implications likely make several decisions regarding will help inform life cycle cost benefit “value engineering,” which seeks to ‰‰ Check-in: capital campaign analyses and design value decisions. maximize value related to cost. The organization should pay particular Depending on the time frame for the Questions to Consider attention for decisions that will have long- capital campaign, organizations frequently • What external economic conditions term implications, both on cost, as well as continue fundraising through the phases might affect our projections? project mission. Design professionals can of 3. Design, 4. Construction, and into 5. • How can the building serve as an asset to lead the analysis of life cycle costs and Occupancy. Organizations, in partnership the organization? benefits, and the design team will typically with financial consultants, might set target engage a cost estimator or quantity amounts at which point they will start Organizational Preparation surveyor to prepare construction estimates construction, even before the full amount based on materials and labor. is raised. In this phase, the project team ‰‰ Check-in: project team should make sure to continue balancing Questions to Consider the scope of the project and vision with Many team members should be fully identified funding (see 2C. Feasibility: brought on during this phase. Approval • Are we on budget? Why or why not? • Do we need to adjust the scope? Conduct capital campaign feasibility processes and decision-making systems study). may need to adapt to reflect changing • Which design decisions will have long- team dynamics. Periodically review the term impact implications? (Think about Questions to Consider decisions that affect operations costs— project team, line of communication, and • Are we reaching our milestones? Why or decision-making process to ensure that such as HVAC equipment, material quality, maintenance, etc.—as well as why not? team members are operating efficiently • How does our fundraising status affect and effectively. decisions that affect internal operations or external relationships with the the design? surrounding community.) • How might the design be leveraged to affect our fundraising strategy?

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Resources • See The California Academy of Sciences, Marymount University Hospital and Hospice, and The Simpson Center for Girls case studies for examples of how organizations undertook capital campaigns. 1

‰‰ Check-in: project logistics

There will be a series of administrative requirements and approvals that need to be addressed throughout the project implementation process. In this phase, organizations can rely on a design or development professional to assist with necessary logistics, including reviews by regulatory agencies, such as the building department, fire department, or Department of Health. Questions to Consider • What approvals are required for the project to continue? • How will necessary approvals affect our design or schedule?

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4. CONSTRUCTION In this phase, the construction of the capital project is both started and completed. It is important to know that many unforeseen issues can arise that may require a re-evaluation of the project budget, schedule, and scope. Organizations should expect to continue communications with the project team at regular intervals to ensure implementation of the design aligns with the intended project objectives.

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4A. MISSION 4B. DESIGN 4C. FEASIBILITY

What impact does the construction How do we ensure impact through Is the design within our scope and process have? the building process? budget? This body of work will assist the organization in Many critical design decisions are still being made in This body of work will help organizations navigate tracking and measuring the potential impact this phase that can affect the project's impact. This unforeseen issues and prepare for the operational identified in previous phases. section will assist organizations in understanding and organizational changes that will occur once the their role through construction. building is completed. Outcomes-Based Design 1 ‰‰ Check-in: project mission and goals Project Implementation Organizational Preparation ‰‰ Check-in: theory of change ‰‰ Construct the capital project ‰‰ Check-in: change management ‰‰ Check-in: indicators and criteria ‰‰ Catalog record drawings ‰‰ Check-in: financial health 1

Project Preparation ‰‰ Check-in: project team 1 ‰‰ Check-in: project budget 1 ‰‰ Check-in: project schedule ‰‰ Check-in: capital campaign ‰‰ Check-in: project logistics

Key Activities & Deliverables

‰‰ Groundbreaking

‰‰ Progress Review Meetings

‰‰ Project Completion

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Key Activities and Deliverables 4A. MISSION Groundbreaking Progress Review Meetings Outcomes-Based Design

A groundbreaking ceremony is typically Organizations should expect to meet ‰‰ Check-in: project mission and goals held to celebrate the transition into with the design and construction the 4. Construction phase. It is an team periodically throughout the The project team should periodically refer opportunity to raise awareness of the 4. Construction phase. Although to the stated mission and goals to ensure project, to recognize donors or other many decisions about the project will that the construction process is leveraged important stakeholders, and can be have been made in earlier phases, to achieve additional impact and to leveraged to generate support for unexpected conditions on-site or mitigate potentially negative impact. ongoing capital campaign efforts or shifting priorities may mean that Resources excitement among stakeholders and design adjustments will be necessary, community members. and organizations should have a • Outcomes-Based Design (p. 38) 1 representative available to make decisions about these changes in a ‰‰ Check-in: theory of change timely manner. Before construction begins, identify who should meet with Organizations should reconsider and Project Completion the design and construction teams and iterate the theory of change as necessary when. during the 4. Construction phase. At the completion of the 4. Construction Questions to Consider phase, the finished project will be Questions to Consider handed over to the organization. • Who will be responsible for decision- • Has anything changed that will affect our Organizations should expect to work making during the construction phase? anticipated outcomes? with their design and construction teams • How often should progress review • Is our logic still sound based on what we to complete a variety of administrative meetings be held? know now? tasks before occupancy and during the • How will decisions be made, and who Resources transition (see 4-5C. Feasibility: Project will make them? logistics). • How will we ensure that construction • Outcomes-Based Design (p. 38) 1 activities are aligned with our mission and goals? ‰‰ Check-in: indicators and criteria As opportunities for impact during the construction process are identified and planned for, the organization may want to collect data related to the process in order to track progress. This information may include the number of local workers trained, the funds invested in local

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businesses, or the amount of energy that ‰‰ Catalog record drawings and funders by providing updates on the construction processes require. project construction. This can happen The finished project may vary slightly through field reports, open houses, or Questions to Consider from the construction documents. There tours of the construction project. Sharing • What metrics are important to our are several reasons why an organization progress can help mitigate concerns or construction process? may request a set of drawings that shows reservations regarding the move and • What can we learn by collecting this the actual conditions of the completed generate excitement about the new data? structure (i.e., governmental requirements, project. • How will we collect this data? maintenance cost-savings, space-planning logistics, etc.). Questions to Consider Questions to Consider • How can we effectively communicate the 4B. DESIGN project process with our stakeholders? • Are we required to commission record Project Implementation • What change management strategies drawings? can we implement now while the project • Would it be to our benefit to commission ‰‰ Construct the capital project is under construction? record drawings? • Have any changes in project scope or During this phase, the contractor will lead • What level of detail should we require in design occurred that will impact our the construction of the project. This will these drawings? change management strategy? involve activities such as coordinating Resources subcontractors and completing approval 4C. FEASIBILITY processes, permitting, inspections, • See The California Academy of Sciences and material procurements. As the Organizational Preparation case study for an example of an construction project progresses, the client organization that leveraged its transition and design team should have regular ‰‰ Check-in: change management period to test new programs and check-ins to track progress and address installations. unexpected circumstances as they arise In this phase, organizations should revisit (see 4. Construction: Progress Review the change management strategies ‰‰ Check-in: financial health Meetings). developed in previous phases and adapt the systems and processes as necessary Decisions will continue to be made that Questions to Consider to reflect any changes in the project scope affect the trade-off between one-time construction costs and an organization’s • Is construction progressing as expected? or design. Additionally, the 4. Construction long-term health and operations. Revisit Why or why not? phase can be an opportunity for an financial projections and assumptions • Have any circumstances changed that organization to test out these new systems to adjust and prepare for the impact of require a revised design? and processes before completion of the opening day and beyond. • Will any on-site changes affect the capital project to ease the transition into the new space. achievement of our mission and goals? Resources It is also important that communication • See the previous phases’ C. Feasibility continue with leadership, stakeholders, section for preceding steps regarding

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organizational financial health. ‰‰ Check-in: project schedule the organization against various types of • See the Constitution Hill Precinct, losses during the construction project. Exploratorium, The Simpson Center As construction progresses, the team Organizations should seek assistance from for Girls, The Summit Bechtel Reserve, should frequently revisit the schedule to design professionals, financial advisors, or and West Campus Residential Initiative, track progress for an on-time completion legal counsel as necessary. Cornell University case studies for or make adjustments as necessary. examples of financial realities that Questions to Consider Questions to Consider became known after opening day. • For what tasks are we responsible? • Are we on time? • Do we need assistance in completing Project Preparation • How might a changing schedule affect those tasks? other elements of our organization? ‰‰ Check-in: project team • How might we need to adapt to a changing schedule? Organizations should periodically review the project team structure, line ‰‰ Check-in: capital campaign of communication, and decision-making processes to ensure that team members Continual work will need to be conducted are operating efficiently and effectively. to maintain financing streams and relationships with funders. Frequently, Resources organizations will prepare regular progress • Project Team Worksheet (p. 50) 1 updates to committed funders, which can also be used to leverage support. ‰‰ Check-in: project budget Organizations should also consider major events such as the groundbreaking and As construction progresses, decisions may ribbon cutting as opportunities to engage be made which will alter both up front additional outside parties. and recurring costs. At this point, changes will typically be submitted via change Questions to Consider orders from the contractor, and decisions • Have we met our milestones? made depending on the selected project • How might our capital campaign need to delivery method. The team should balance adjust? mission, operational, and financial factors when making decisions in order to plan ‰‰ Check-in: project logistics accordingly for long-term impact. As the project progresses, organizations Resources will be responsible for certain • Capital Project Budgeting Worksheet (p. administrative tasks such as applying for 47) 1 building services (gas, electric, water, etc.), approving change orders, or obtaining insurance coverage to protect

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5. OCCUPANCY In the 5. Occupancy phase, organizations transition into their new facility and will begin to see the impact that the completed project has on the organization and its surrounding community. This section will assist an organization in tracking outcomes as well identifying potential adjustments to amplify positive impact.

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5A. MISSION 5B. DESIGN 5C. FEASIBILITY

Is the capital project achieving its Do we need to adapt the design? Can we sustain, operate, and purpose? Typically, not everything in the building will maintain the capital project? Now that the construction of the project is complete, operate as planned. This body of work will assist This body of work will assist the organization in this body of work will help the organization conduct organizations in assessing the functionality and use evaluating the accuracy of its project projections, an assessment to understand the outcomes of the of the space and in determining whether or not they as well as plan for the transition and ongoing project and if it has achieved its intended impact. need to make any modifications to the design itself operational and maintenance needs of this new For further guidance, organizations should refer to or to the way that it operates in order to meet their asset. the Purpose Built retrospective tool titled, Charting intended outcomes. Capital Results. Building Transition Project Adjustments ‰‰ Manage the move to the new facility Outcomes-Based Design 1 ‰‰ Assess spatial functionality and adapt as ‰‰ Check-in: project mission and goals necessary Organizational Preparation Check-in ‰‰ Check-in: theory of change ‰‰ Check-in: change management ‰‰ Check-in: indicators and criteria ‰‰ Check-in: financial health 1

Case Study Impact Report Project Preparation Check-in ‰‰ Conduct case study evaluation 1 ‰‰ Check-in: project budget 1 ‰‰ Check-in: capital campaign ‰‰ Check-in: project logistics

Key Activities & Deliverables

‰‰ Ribbon Cutting

‰‰ Operations Plan & Manual

‰‰ Case Study Impact Report

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Key Activities and Deliverables 5A. MISSION Ribbon Cutting Impact Report Outcomes-Based Design

Holding a ribbon cutting ceremony After allowing time for impact to ‰‰ Check-in: project mission and goals 1 to open the project publicly is a great manifest, organizations should invest in opportunity for organizations to celebrate a retrospective impact evaluation. See It takes time for all organizations to adapt their work, and to communicate the value Charting Capital Results for guidance and become comfortable with a new of the project to users, donors, and other on how to conduct a capital project space after a major capital investment. stakeholders. Other similar events may impact assessment. (p. 36) 1 As daily operations are transitioned from include topping out ceremonies, which can the project team to the organization’s be held when a building’s highest beam is operations team (see 5C. Feasibility: installed. Manage the move to the new facility), organizations should create time to review the desired mission-aligned outcomes and ensure they do not lose sight of the big picture. Frequently, funders or other Operations Plan and Manual partners will require a report-back; use It is important for organizations to this opportunity to catalog and synthesize understand how to operate and maintain the impact metrics that were identified their new asset after the project is throughout the process. completed and handed over. While Questions to Consider facility managers and relevant staff should be trained during the transition to • Is our project achieving the types of use systems, equipment, and furniture, outcomes that we anticipated? an Operations Plan and Manual can help • Which of our partners require a final capture learning and set standards. report? Members of the design and construction • How will we communicate our teams will likely be most knowledgeable outcomes? about these systems and can help guide Resources the creation of the manual. • Outcomes-Based Design (p. 38) 1

‰‰ Check-in: theory of change

As the organization settles into a new system and process of operations, the ways in which outcomes are achieved might also need to adapt. Organizations

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should use this opportunity to refer back to expertise. The Purpose Built team has Questions to Consider and update the theory of change. generated a retrospective toolkit, Charting • How is the design having desired Capital Results, to assist with organizations Questions to Consider impact? looking to assess both their process and • How is it creating undesired impact? • Did anticipated outcomes occur? Did impacts. • What changes could improve how the anything unanticipated happen? Why or Questions to Consider building functions? why not? • How much will it cost? Can we afford it? • What assessment time-frame is Resources appropriate? • Outcomes-Based Design (p. 38) 1 • What external partners should we 5C. FEASIBILITY engage? ‰‰ Check-in: indicators and criteria • Who is our audience? How will our Building Transition research be shared? Organizations should continue to track ‰‰ Manage the move to the new facility indicators and criteria after a capital Resources Moving people, furniture, and equipment project is complete. Some projects • Charting Capital Results 1 may require this data collection due to takes time and can be costly. The reporting needs. The metrics can influence facility’s maintenance staff should have decision-making regarding organizational 5B. DESIGN an operations plan in place and an operations or priorities, and can be used to operations manual to reference. It is inform impact or process evaluations. Project Adjustments critically important to adjust the budget for the move and take appropriate steps to Resources ‰‰ Assess spatial functionality and adapt as minimize disruption during and after the move. • Outcomes-Based Design (p. 38) 1 necessary Consider completing a test run of the Case Study Impact Report As users begin to adjust to their new space, the project team should solicit facility before the full move-in. In some cases, organizations might be able ‰‰ Conduct case study evaluation 1 feedback to understand what is working well, what could be improved, and if to leverage the transition period to Organizational leaders should consider any adjustments would be beneficial. amplify impact. For example, for major both how to generate internal learnings These modifications may be as simple renovations, organizations can utilize the for continuous improvements as well as as rearranging furniture or as complex move to a temporary facility to test new how to capture lessons that can be shared as adding new equipment or new space layouts, equipment, or processes that will externally. While all organizations face to the building. If these modifications then be implemented in the final project. resource and time limitations, making time cannot be completed within allotted Keep in mind that it will take time for staff to reflect back—whether it is one, two, five, contingencies, organizations may need to to adjust to their new environment and or 20 years later—is an important element find additional resources. Ultimately, these to manage the change in organizational of the capital project process. External upfront costs may lead to cost savings culture that comes from a new space. evaluation teams can provide additional down the road.

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Questions to Consider ‰‰ Check-in: financial health ‰‰ Check-in: capital campaign

• What will it take to move? During the 4. Construction phase, many Organizations should continue to • How can we minimize disruption before, scenarios that impact the organization’s maintain relationships with funders during, and after the move? financial health might occur, such as after the construction is complete. The • What training is necessary? changes in cost, market forces, or ribbon cutting ceremony can provide an • How might we leverage this transition operational capacity. Organizations should opportunity to invite funders and partners time to amplify impact? be periodically re-evaluating their financial to celebrate the completed project and Resources health, especially after the new project has to support ongoing fundraising efforts, opened. As operating costs and budgets as applicable. Frequently, funders might • See the Marymount University Hospital are updated, organizations will need to require final reports. Organizations should and Hospice case study for an example reassess their ability to sustain future also consider internally assessing the of an organization that planned well for one-time and recurring expenses and capital campaign in order to inform future the transition to the new facility. 1 may need to make corresponding shifts in fundraising efforts. expected income or revenue generating Organizational Preparation strategies. ‰‰ Check-in: project logistics ‰‰ Check-in: change management Resources After the completion of a capital project, the facility will be turned over to the • Financial Health Worksheet (p. 44) 1 In this phase, the processes and systems organization. This process will include that were developed in previous phases Project Preparation activities such as completing the final will be implemented. Organizations payment and transferring warranties, should continue to communicate with ‰‰ Check-in: project budget maintenance contracts, and other stakeholders and building occupants documentation. Once this is complete, after the transition to the new space At the completion of the project, the the organization will then take over to evaluate how the capital project is actual operating costs of the building the responsibility for the operation of creating organizational changes and if may differ from forecasted operating the building; however, the work of the additional systems or processes need to costs—this is expected. Some facilities contractor is often under warranty for one be developed to support this change. with newer technologies and maintenance year after this date to correct mistakes Questions to Consider: contracts might even take several months or make repairs if deemed a requirement or years before facility managers can under the contract. • How is the capital project changing our fully understand and anticipate annual organization? operations costs. These budgets should Questions to Consider • Are the systems we developed to be assessed, resolved, and updated • What is required in order to close out the manage this change working? periodically after the building opens. project? • How do we collect and evaluate issues • Who within the organization is that arise from stakeholders? Resources responsible for managing and storing the • What new processes and systems need • Capital Project Budgeting Worksheet (p. documentation? to be developed to address these issues? 47) 1

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 36

OUTCOMES-BASED DESIGN (OBD) p. 1 of 6

The OBD is an iterative process that helps project teams align GOALS design responses with relevant needs. The following pages will help organizations identify project goals (both mission-aligned and 360°), develop a theory of change, and identify indicators and criteria. THEORY OF INDICATORS CHANGE The OBD is a non-linear process, and it’s okay to go back. In fact, it’s designed to provoke a dialogue that results in clarity. When conducting the OBD, use sticky notes or dry-erase boards to help with the iterative process.

MISSION AND GOALS THEORY OF CHANGE INDICATORS AND CRITERIA What are our mission and goals? How do we achieve our How do we evaluate our progress? desired outcomes?

IMPACT-BASED DESIGN METHODOLOGY (IDM) IMPACT-BASED DESIGN METHODOLOGY (IDM) IMPACT-BASED DESIGN METHODOLOGY (IDM)

INPUTS OUTPUTS SHORT-TERM LONG-TERM INPUTS OUTPUTS SHORT-TERM LONG-TERM INPUTS OUTPUTS SHORT-TERM LONG-TERM OUTCOMES IMPACT OUTCOMES IMPACT OUTCOMES IMPACT

MASS DESIGN GROUP PROSPECTIVE RETROSPECTIVE APPENDIX 1 MASS DESIGN GROUP PROSPECTIVE RETROSPECTIVE APPENDIX 2 MASS DESIGN GROUP PROSPECTIVE RETROSPECTIVE APPENDIX 3

To begin, organizations will brainstorm goals Next, brainstorm how capital projects Then, identify indicators that will help for the capital project. Consider goals that are can lead to impact, and identify the steps demonstrate if the project is successful. aligned with the organization’s mission, and necessary to achieve the organization’s goals. Consider both outcome indicators and look for opportunities to amplify impact that Think about how the project could have process indicators, paying close attention to capital projects may have. direct impact, as well as how it could change any areas where there are risks or uncertainty behaviors and mindsets. in the theory of change.

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 38 MISSION AND GOALS (OBD) p. 2 of 6

What are our mission and goals?

Buildings aren’t just shells for the activities and programs they contain, but play an active role in helping organizations advance their missions, operate more effectively, and build capacity. Beyond this, capital projects can inspire confidence and create broader momentum for change.

Consider the questions below while identifying project goals. Think about how they can align with organizational mission and identified needs in order to amplify positive impact. Finish this step by addressing the broad range of (often unintended and sometimes negative) impact that capital projects ultimately have.

A. Identify mission-aligned impact goals B. Consider opportunities identified in the C. Use the 360° worksheet to think about needs assessment additional impact your project may have– • What is the organization’s mission statement? both intended and unintended • Why is it important? • What are the additional needs that stakeholders have articulated? • What are the opportunities to amplify positive • What are the end goals? • Which of these can the project address? impact? • Which can help amplify the mission? • Where should we mitigate negative impact?

Reduce infant Build economic Minimize energy mortality rates capacity use onsite

Increase Reduce Increase literacy community’s unemployment rates access to green among women space

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 39 THEORY OF CHANGE (OBD) p. 3 of 6

How do we achieve our desired outcomes?

Buildings can lead to impact in a variety of ways. Not only do they affect an organization’s ability to directly achieve their mission, but they also can affect behaviors and perceptions.

Brainstorm the steps necessary to achieve the project's goals, and think about how each relates to the next. Note any assumptions and risks in these critical pathways to impact.

A. Identify opportunities for direct impact Reduce hospital- • How will the capital project directly lead to Wards are well acquired impact? ventilated infections

B. Identify opportunities for behavior change Sinks are located Doctors wash Reduce hospital- • How does the built environment influence within doctors’ hands more acquired behavior? path of travel frequently infections • How might changes to behavior lead to our identified goals?

C. Identify opportunities for symbolic Mothers impact have positive Mothers choose Mothers deliver Reduce infant perceptions to use health care safely in a health • How does design affect the way people think? mortality rates • How could changed perceptions or attitudes of health care facilities care facility lead to impact? facilities

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 40 INDICATORS AND CRITERIA (OBD) p. 4 of 6

How do we evaluate our progress?

Identifying metrics can help organizations track progress and plan for evaluation efforts, enabling them to improve their work and report back to funders. If things aren’t going as expected, indicators at different steps in the theory of change model can help organizations identify where to intervene.

Consider the following types of indicators, and identify which are the most important to follow up on. See the Metrics Database sample for examples of health metrics and evaluation strategies.

A. Identify process indicators B. Identify design indicators C. Identify impact indicators

• How will we know if our process is leading to • What design qualities do we need in order to • What indicators will tell us if we have achieved impact? lead to impact? our goals? • What activities should we be completing to • Are they specific, observable, and measurable? ensure that we’ve planned for impact?

Well-lit office More efficient and

spaces Lux levels happy employees Productivity (minimum: levels 250)

Establish Build economic construction capacity training program # of workers Employment trained rates

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 41 OUTCOMES-BASED DESIGN WORKSHEET (OBD) p. 5 of 6

INPUTS OUTPUTS SHORT-TERM LONG-TERM OUTCOMES IMPACT

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 42 360° WORKSHEET (OBD) p. 6 of 6 The 360° worksheet helps project teams consider a range of potential stakeholders and categories of impact. Not every cell needs to be filled out, but the document should be used as a guide to ask questions that are often unconsidered.

Environment Economy Education Emotion Health End User Organization Sector Community Region

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 43 FINANCIAL HEALTH WORKSHEET p. 1 of 3 $

Major capital projects are significant time and resource investments for any organization. The set of indicators listed below and calculated in the downloadable Excel file provides a helpful barometer of an organization’s financial health.

NET INCOME the future. Remember that capital projects can strain sources of revenue–for example, A NOTE ABOUT DATA Net Income = Total Revenue – Total Expenses funders who contribute to a capital campaign »» Most of the metrics included in this guide and may decrease their giving in the future (this the downloadable worksheet can be calculated from information included in an organization’s 990 Net income, informally referred to as the is also known as donor fatigue). On the other “bottom line,” shows an organization’s fiscal tax forms. In some cases, additional data will be hand, capital projects can also serve as an required. Typically, additional information will be surplus or deficit in a given year. A positive asset for the organization–some funders found in an organization’s audited financials. net income means that an organization is able may specifically fund portions of capital »» The revenue mix utilized in this worksheet comes to cover its expenses and contribute to its net campaigns, and capital projects can also from 990s, which provides a summary of revenue assets. mix in four categories. Organizations may consider bring in additional sources of revenue, like looking at a more detailed breakdown, depending Healthy organizations typically have reliable ticket sales. on their business models. revenue and consistent surpluses. If your historic net income seems volatile or NET ASSETS consistently negative, consider the root Net Assets = Total Assets – Total Liabilities causes. Unhealthy indicators don’t necessarily mean you shouldn’t pursue a capital project, Net assets is an indicator of the fiscal worth but organizations should show an ability to or value of an organization. While there is no respond to negative events or trends. strict rule for the relationship between net assets and capital projects, project budgets REVENUE MIX are generally correlated with the size of the organization (as evidenced by net assets or Revenue mix shows the proportional annual operating budgets). Because major breakdown of each category of income for capital projects require significant investment an organization. A diverse mix of revenue in time and resources, organizations will can help organizations be prepared to handle likely be building their net assets prior to financial risks or challenges when they arise. committing to a new project. Capital projects, If your organization is primarily dependent once completed, will add to the net assets of on a single or a few sources of revenue, an organization. consider the reliability of these resources in

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 44 FINANCIAL HEALTH WORKSHEET p. 2 of 3 $

investment. The debt coverage ratio requires DEBT RATIO(S) IMPLICATIONS OF CAPITAL PROJECTS inputs that are not required for 990s; thus, »» As organizations prepare to undertake capital There are a few indicators used to benchmark audited financial or other sources must be projects, they should be realistic about projections an organization’s ability to manage its debt used to generate this metric. for changing revenue and expenses. You may obligations. consider creating best and worst case scenarios Similarly, the current ratio compares assets and identifying opportunities to adapt financial Total Liabilities to liabilities that are expected to be acquired operations and funding in the future. Debt Ratio = Total Assets or paid within a fiscal year. A current ratio »» The same benchmark indicators can be used to of 1.0 or higher means that an organization assess organizational financial health in the years leading up to and after a capital project. Several will receive more than it owes over that fiscal years after a project is completed, organizations Debt Coverage Net Revenue year. Unlike the debt coverage ratio, the = will be able to pinpoint more specific indicators for Ratio Scheduled Payments current ratio can be calculated from the 990s. consideration.

Major capital projects will likely require Current Assets Current Ratio = organizations to take on short-term or Current Liabilities long-term debt. Organizations should be able to manage their existing debt and prepared to Organizations should work with their financial manage future debt projections. staff to determine which indicator or set of indicators is appropriate. MONTHS OF CASH

The debt ratio shows the proportion of an Months of cash is a metric that calculates how organization’s assets that are liabilities. When long an organization would be able to operate the debt ratio is low, organizations have more with curent cash reserves if no additional capacity to take on additional debt, and may income were generated and no long-term be more ready to support a capital project assets were converted to cash. While the through financing. appropriate proportion of cash reserves varies by organization (generally, three to six The debt coverage ratio (or debt service months of reserves is considered healthy), the coverage ratio) shows an organization’s ability indicator gives a general measure of liquidity to meet its short-term debt obligations. If an for the organization. organization is unable to consistently meet its short-term debt obligations, it might not be Months of cash shows an organization’s ability ready to take on a major time and resource to manage unanticipated short-term risks.

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 45 FINANCIAL HEALTH WORKSHEET p. 3 of 3 $

This page provides instructions on how to use the downloadable Excel file: Purpose Built Financial Health Worksheet.

The downloadable Microsoft Excel file contains one sheet of inputs. The file automatically creates relevant graphs with the identified financial indicators of The first column identifies where the data can interest. be found in the 990s or if the user needs to pull data from another source, like audited financials. Purpose Built Users can enter up to 25 years Financial Health Worksheet

Debt Financial Health Worksheet of data. Purpose Built Purpose Built Financial Health Worksheet

Assets 20 Revenue 18 Net Assets 16 [ Total Assets - Total Liabilities ] $25 Debt Ratio 14 $12 Debt Ratio = [ Total Liabilities / Total Assets] 12 Questions to consider $20 $10 oposedDebt capital Coverage project Ratio = [ Net Revenue / Inputs 10 Net Income Millions • Is the scope of our pr

Millions Scheduled Payments] Start Year 2005 8 $8 [ Total Revenue - Total Expenses ] $15 proportional to our organization's assets? End Year 2013 6 $6 • Can our organization handleQuestions disruptions to consider in Data Location (U.S.) Description 2005 2006 2007 2008 2009 2010 4 Questions to consider $10 $4 our day-to-day operations?• Can our organization take on more debt? 990: Part I, 5 Total number of employees 100 125 170 183 195 185 2 • Have we been generating consistent • Do we need to build our net assets more, 0 $2 • Is our organization able to consistently 990: Part I, 8 Contributions and grants $ 3,679,100 $ 5,013,835 $ 5,725,476 $ 5,905,813 $ 4,248,631 $ 8,922,922 surpluses from year to year? $5 2005 2006 2007 2008 2009 2010 2011 2012 2013 before investing in a capitalmeet our project? short-term debt obligations? 990: Part I, 9 Program service revenue $ 201,697 $ 104,681 $ 222,745 $ 517,253 $ 691,942 $ 542,129 $0 • Has our net income been volatile? • Are we comfortable• withHow the might size a of capital our project positively or 990: Part I, 10 Investment income $ 44,296 $ 105,846 $ 161,199 $ 6,727 $ 83,187 $ 84,557 • When was our lowest period of net income? $0 Debt Ratio -$2 assets? 990: Part I, 11 Other revenue $ 169,870 $ 122,371 $ 5,964 $ 484,274 $ (4,735) $ 135,877 2005 2006 2007 2008 2009 2010 2011 2012 2013 Coverage negatively affect our ability to pay our debt? Total Liabilities Ratio What happened? How did we respond? 990: Part I, 12 Total revenue $ 4,094,963 $ 5,346,733 $ 6,115,384 $ 6,914,067 $ 5,019,025 $ 9,685,485 -$4 Net Current Assets2005 2006 2007 2008 2009 2010 2011 2012 2013 990: Part I, 13 Grants and similar paid $ 3,449,523 $ 4,099,798 $ 4,758,907 $ - $ - $ - Total Assets Notes: Notes: Net Assets Total Revenue Notes: 990: Part I, 14 Benefits paid to or for members $ 144,775 $ 298,781 $ 280,463 $ - $ - $ - Total Expenses Net Income 990: Part I, 15 Salaries, other compensation, employee benefits $ 207,465 $ 625,717 $ 833,438 $ 5,545,025 $ 5,156,292 $ 4,620,941 990: Part I, 16b Total fundraising expenses $ - $ - $ - $ 759,495 $ 712,113 $ 656,326 990: Part I, 17 Other expenses $ - $ - $ - $ 1,371,319 $ 1,148,467 $ 1,195,044 990: Part I, 18 Total expenses $ 3,801,763 $ 5,024,296 $ 5,872,808 $ 7,675,839 $ 7,016,872 $ 6,472,311 35 990: Part I, 19 Revenue less expenses $ 293,200 $ 322,437 $ 242,576 $ (761,772) $ (1,997,847) $ 3,213,174 30 Months of Cash 990: Part I, 20 Total assets $ 5,510,255 $ 7,183,731 $ 7,183,177 $ 6,650,628 $ 5,381,135 $ 9,273,301 [ Current AssetsCurrent / Expenses Ratio * 12 ] 25 40 990: Part I, 21 Total liabilities $ 456,251 $ 302,772 $ 252,945 $ 365,065 $ 306,454 $ 312,335 $10 [ Current Assets / Current Liabilities ] 990: Part I, 22 Net assets or fund balance $ 5,054,004 $ 6,880,959 $ 6,930,232 $ 6,285,563 $ 5,074,681 $ 8,960,966 35 20 $9 Questions to consider Revenue Mix 990: Part X, 1 Cash, non-interest-bearing $ 677,645 $ - $ - $ - $ - $ - Months 30 15 $8 • Do we haveQuestions enough to reserves consider to handle Millions $7 [ Sources of revenue ] 990: Part X, 2 Savings and temporary cash investments $ - $ 1,684,341 $ 2,788,741 $ 2,568,691 $ 1,608,810 $ 913,259 unexpected• Is risksour organization or disruptions well in oursituated day-to- to pay off 25 10 990: Part X, 3 Pledges and grants reveivable, net $ 589,258 $ 321,608 $ 680,155 $ 317,536 $ 317,250 $ 2,846,248 $6 day operations? 20 our debt for the coming fiscal year? 990: Part X, 4 Accounts receivable, net $ - $ - $ - $ 399,611 $ 355,131 $ 2,399,344 $5 Questions to consider 5 • If we gain• How a new might capital a capital asset, project can we affect be our 15 $4 990: Part X, 5 Loans and other reveivables high-level employees $ - $ - $ - $ - $ - $ - proper stewards of it? • Is our largest source of revenue reliable? 0 $3 ability to pay off our debt this year? 990: Part X, 6 Loans and other reveivables from other persons $ - $ - $ - $ - $ - $ - 10 • How might our revenue mix be affected by 2005 2006 2007 2008 2009 2010 2011 2012 2013$2 • How might our cash reserves change with a 990: Part X, 7 Notes and loans receivable $ - $ - $ - $ - $ - $ - 5 a capital project? $1 majorNotes: capital investment? Audited Financials Current Assets $ 1,266,903 $ 2,005,949 $ 3,468,896 $ 3,285,838 $ 2,281,191 $ 6,158,851 0 $0 • Are there explanations for any dips in 990: Part X, 17 Accounts payable and accrued expenses $ 145,601 $ 302,772 $ 252,945 $ 365,065 $ 306,454 $ 312,335 Current Ratio 2005 2006 2007 2008 2009 2010 2011 2012-$1 2013 Notes: revenue? 990: Part X, 18 Grants payable $ - $ - $ - $ - $ - $ - Liquid Assets / Expenses x2005 12 2006 2007 2008 2009 2010 2011 2012 2013 • How diverse is our revenue stream? 990: Part X, 19 Deferred revenue $ - $ - $ - $ - $ - $ - Contributions and grants Program service revenue 990: Part X, 20 Tax-exempt bond liabilities $ - $ - $ - $ - $ - $ - Investment income Other revenue Notes: 990: Part X, 21 Escrow or custodial account liability $ 310,650 $ - $ - $ - $ - $ - Audited Financials Current Liabilities $ 456,251 $ 302,772 $ 252,945 $ 365,065 $ 306,454 $ 312,335 Audited Financials Scheduled or Debt Payments $ 15,800 $ 60,000 $ 50,650 $ - $ - $ -

Major Milestones 2 Year Description 2012 Capital project opens [year] [Insert text here] [year] [Insert text here]

3

1

The file identifies which cells will contain user input (white cell with light blue text), and Each graph is supported by questions for which cells contain preset calculations (yellow consideration and space for notes for the cells). user.

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 46 CAPITAL PROJECT BUDGETING p. 1 of 3 $

The capital project budgeting process helps organizations understand the financial feasibility of implementing their visions, and also serves to provide fiscal accountability through the completion of the project.

INTRODUCTION When creating project budgets, remember that hard costs typically only make up one- FACTORS THAT AFFECT COST This working guide is intended to serve as a half to two-thirds of total project costs. »» Location, location, location. Depending on the site resource for organizations as they prepare for the desired project, acquisition costs will vary initial project estimates. In most cases, Because many elements of capital project widely, and costs for items such as material and labor transportation will also differ. organizations will need to work with their processes are hard to predict accurately, every project should include contingencies. »» Decisions made regarding the quality and design professionals, contractors, or other characteristics of the facility will greatly affect individuals familiar with capital projects in The owner, designer, and contractor will all total development costs. Keep in mind that order to develop more confident estimates. incorporate a contingency allowance that investments in higher quality materials or more ranges and changes, depending on the efficient equipment will often result in significant phase of the process. Organizations should savings over the lifetime of a capital project. Pay BUDGET CONSIDERATIONS attention to energy saving design strategies, also include contingencies in operating resilient materials and building systems, and low Generally, cost estimation considers hard, estimations for after the project is complete. maintenance design strategies. soft, and site costs. »» Economic conditions during the construction • Hard costs refer to the “brick and mortar” HOW TO period can affect the cost of materials. Major of the project and represent the cost events like Hurricane Katrina and the September Use this guide to understand the big 11 attacks affected the availability of materials of construction–buildings, interiors, picture of project costing and to familiarize such as concrete and steel, causing a steep rise in landscapes, structures, and the labor development costs. yourself with sometimes unanticipated required to build and install. cost categories. Remember that every »» Don’t forget that additional organizational staff may • Soft costs are development costs incurred need to be hired to manage day-to-day operations project is different, and your project might if existing staff are focused on the capital project. by organizations when completing capital differ significantly from typical project cost projects. They include items such as structures. design and management fees, taxes, and VALUE ENGINEERING insurance, as well as costs incurred due Please note: this worksheet only considers »» Several times throughout the design process, to financing, moving, and internal staffing. the cost of project development. Funding and organizations will need to make “value engineering” decisions to maximize the value to cost ratio. • Site costs cover line items such as land financing resources will vary, depending on the project and your organization, and should Be sure to carefully balance desired impact and acquisition, demolition, titles, insurance, project feasibility when making these decisions. and land surveys. be examined during the capital campaign.

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 47 CAPITAL PROJECT BUDGETING p. 2 of 3 $

Capital project development and ongoing budget line items vary and can catch organizations off guard, especially if they are under- taking projects for the first time. This page provides examples of the wide variety of costs associated with capital projects.

1. VISIONING 3. DESIGN 5. OCCUPANCY

q Project needs assessment ______q Architectural services ______One-time costs q Capital campaign feasibility study ______q Consultants ______q Operate in interim facilities ______q Fundraising consultants ______q Interior design services ______q Lost revenue due to transition ______q Event and communication costs ______q Landscape design services ______q Transition to new facilities ______q Creation of visual material ______q Cost estimation ______q Impact evaluation ______

q Design consultants ______q Owner participation ______q Other______

q Other______q Other______Recurring costs q Other______q Other______q Equipment replacement and repairs ______q Facility alterations and repairs ______

2. PLANNING 4. CONSTRUCTION q Equipment and system operations ______q Taxes and levies ______q Stakeholder engagement ______q Construction administration fees ______q Maintenance costs ______q Site and building programming ______q Construction management fees ______q Insurance ______q Feasibility studies ______q Owner representation onsite ______q Ongoing financing ______q Site selection and land purchase ______q Soft costs (permits, insurance, etc.) ______q Security ______q Site survey and geotechnical report ______q Mobilization (starting or stopping) ______q Energy ______q Attorney’s fees ______q Utilization and site access ______q Other______q Other______q Site work and landscaping ______

q Other______q Contractor and building construction ______REMEMBER! q Other______q Furniture, fixtures, and equipment (FFE) ______»» Be sure to include internal staff time and q Other______q Commissioning ______contingencies for each phase of the design process. q Other______

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 48 CAPITAL PROJECT BUDGETING p. 3 of 3 $

1. VISIONING 2. PLANNING 4. CONSTRUCTION

1C-Feasibility 2C-Feasibility 4C-Feasibility

‰‰ Create preliminary project cost ‰‰ Prepare a project budget ‰‰ Check in: budget

estimates

During this phase and before the design is The project’s financial staff will receive regular In the 1. Visioning phase, “ballpark” cost created, organizations will refine their project updates on the progress of construction and estimates will be prepared, typically using budget estimates. The further refinement its adherence or divergence from the stated project comparison or area estimation of the needs assessment and Design Brief budget. Any changes to the budget should be methods to calculate hard costs. (see the full 2. Planning phase) will provide appropriately planned for and responded to • Project comparison estimation identifies additional clarity regarding the program, by designated members in the organization. a similar building typology (e.g., hospital, quality, and characteristics for the new space. Make sure there is clarity of decision-making office space, school, etc.) and compares Organizations should also have a better idea via the project delivery method structure (see unit costs (e.g., cost per bed, cost per their soft costs, such as staff and consultant 2c. Feasibility: Project Preparation). employee, cost per student, etc.). needs, at this point. This developed project 5. OCCUPANCY • Area or volume estimation uses historical budget will help inform constraints on the data and generates estimates using cost project design’s scope and capital campaign per square foot or cost per cubic foot feasibility. 5C-Feasibility calculations. ‰ 3. DESIGN ‰ Check in: budget These estimates are less accurate than those that will be produced in future phases. As organizations transition into and operate They will, at most, generate estimates that 3C-Feasibility the new facility, updates will be made to the are within 15-20 percent accuracy. When ‰‰ Check in: budget final project costs and eventual ongoing calculating a total project development cost operating budget. Because operating costs estimate, remember that hard cost estimates As the design develops, the project team can be estimated incorrectly, organizations are only a portion of the total development will be able to generate more accurate cost should be sure to include a contingency plan costs. estimates based on “assembly and systems” if ongoing costs are higher than expected. This estimate should be used to test project and eventually “unit price and schedule”– options and alternatives and will be iterated this means that costs are estimated by throughout the project duration. While there conducting an analysis of the materials, labor, are no rules of thumb for what individual and equipment needed to construct the organizations can undertake, make sure you capital project. Typically, a cost estimator or understand the financial implications of this quantity surveyor will be engaged as design major investment. documents near completion.

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 49 PROJECT TEAM WORKSHEET p. 1 of 3

KEY

The Project Team is the group of people responsible for completing Primary Involvement a capital project. Secondary Involvement

The individuals who make up the project team will vary depending on the size, scope, and complexity of each project and organization. Effective teams typically consist of a core project team, decision-makers, advisors, designers, and implementers. No matter how the team is structured, organizations should specify clear lines of communication and systems for decision- making to help the project progress smoothly and efficiently.

The chart below lays out typical project roles and responsibilities. Depending on the project, many roles may be filled by one individual or a single role might be completed by a group. The chart is intended to illustrate the breadth of knowledge and experience of a team that will help bring projects to completion. Use this chart as a starting place to identify which project team roles can be feasibly filled with existing staff, and where expertise and capacity should be sought externally.

CAPITAL PROJECT PHASE EXPERTISE RESPONSIBILITY CORE TEAM 1 2 3 4 5

Project Team Chair Represents the organization’s interests and coordinates the internal Organization (Project Manager) communication and decision-making within the team and to the board.

Budgeting, Determines the project budget and expenses. Communicates Financial Manager Finances, CFO financial matters to the core team and the board.

Fundraising, Capital Campaign Manager Coordinates the fundraising effort for the project. Development

Owners Representative Capital Project, Can manage the project through design and construction on behalf or Construction Manager Architecture, of the organization and provide advice on matters related to design (dependent on project Construction and construction decisions as they relate to time, cost, and quality. delivery method)

In-house Architect, Facilities, Provides operational and maintenance expertise during design and Facilities Manager, and/ Systems, assumes responsibility for the new systems once construction is complete. or Facilities Dept. Maintenance

Community Engages community members (internal and/or external) to understand Community Liaison Relations their priorities. Communicates the organization’s plans.

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 50 PROJECT TEAM WORKSHEET p. 2 of 3

KEY

Primary Involvement

Secondary Involvement

CAPITAL PROJECT PHASE EXPERTISE RESPONSIBILITY DECISION-MAKERS 1 2 3 4 5

Board of Directors Approval of project vision, scope, and budget. Additional Varies (Advisory Board) roles or responsibilities depend on expertise.

Varies, CEO, Approval of design concluding each phase Organizational Leadership President and communication to the board.

PHASE CAPITAL PROJECT ADVISORS EXPERTISE RESPONSIBILITY 1 2 3 4 5

Advises the organization in design matters such as defining the design Volunteer Architecture vision, reviewing architectural solutions, and value engineering. Recommended if other team members do not have design expertise.

Advises the organization in design matters. Recommended if other Engineering, Volunteer team members do not have expertise related to the capital project Construction scope such as complex building systems or construction technology.

Provides the organization with consulting and/or financial expertise. Consulting, Volunteer Supports the Financial Manager in projecting the capital project expenses, Finance modeling operating expenses, and conducting cost-benefit analysis.

Provides specialized perspective on requirements and Thematic Expert Varies recommendations for design, operations, and/or management.

Organization, Provides the organization input on the needs and Stakeholders Sector Experts, potential outcomes of a capital project. Users, Community

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 51 PROJECT TEAM WORKSHEET p. 3 of 3

KEY

Primary Involvement

Secondary Involvement

PHASE DESIGN TEAM EXPERTISE RESPONSIBILITY 1 2 3 4 5

Leads the project design process and coordinates with design team Architecture, consultants to develop drawings and other documentation that Lead Design Professional Planning, determine the scale, relationships, and character of the entire project Landscape with respect to architectural, landscape, structural, mechanical, and electrical systems, materials, and other elements as appropriate.

Programming, Determines the project scope and space requirements by systematically Consultant Architectural evaluating the values, goals, and needs of stakeholders. Design

Landscape Determines the size, character, and materials for the outdoor environment Consultant Architecture of a project and provides drawings and documentation for construction.

Planning, Provides services to the project related to strategic thinking, Consultant Urban Design policy recommendations, and sustainability.

Provides basic engineering design services related to the project Consultant Engineering such as structural, mechanical, civil, electrical, and fire protection.

Provides specialty services as required by the project type such as lighting, Consultant Specialty acoustics, security, cost estimation, building codes, and energy modeling.

PHASE CONSTRUCTION TEAM EXPERTISE RESPONSIBILITY 1 2 3 4 5

Construction General Contractor Coordinates and manages the construction of a capital project. Management

Hired by the general contractor to complete a specific scope of Subcontractors Individual Trades work (plumbing, painting, etc.) within the construction project.

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 52 FIELD IMMERSION METHODOLOGY (FIM)

A variety of methods can be used to collect feedback from project stakeholders. Common approaches include focus groups, semi- structured interviews, and structured questionnaires, which are each described in more detail on the following pages.

FOCUS GROUP SEMI-STRUCTURED INTERVIEW STRUCTURED QUESTIONNAIRES

Focus groups are facilitated group discussions Semi-structured interviews are open Structured questionnaires are form-based that can be used to gather feedback from conversations that are guided by a set of surveys that can be distributed to large multiple stakeholders simultaneously. Unlike prepared questions. They can be used to groups to gather feedback and data on individual interviews, they give participants an engage targeted individuals to gain insight preidentified topics and questions. They can opportunity to listen and respond to others’ into ideas they have for the project, issues be helpful in providing a sense of the overall perspectives. Focus groups can be used to they anticipate, and new opportunities that priorities and concerns of the group and gain consensus on project goals, identify might arise as a result of the project. Semi- also be leveraged to make stakeholders feel complex issues or tradeoffs, and build support structured interviews are useful in eliciting a included in the project. and understanding around project needs. range of perspectives, clarifying needs, and defining short- as well as long-term goals.

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 53 FOCUS GROUP

Focus groups are facilitated group discussions that can be used to gather feedback from multiple stakeholders at the same time.

OVERVIEW A lead facilitator should steer the group TIME discussion by posing open-ended questions 60-90 min Focus group discussions are a useful forum to elicit feedback and responses from for generating feedback and ideas. Unlike participants. The role of the facilitator is MATERIALS individual interviews, they allow a facilitator to manage the pace of the conversation to gather many points of view quickly and and ensure that all participants have the Pre-prepared questionnaire give participants an opportunity to listen and opportunity to make a contribution. He or Voice recorder respond to others’ perspectives. she does so by working through the thematic Pens, paper, or sticky notes for participants to record questions, prompting participants to clarify ideas More specifically, focus groups can be used what they say, asking others to respond, and to understand general perceptions within a TIPS keeping the group focused on the topics. group, identify needs and opportunities, and 01 It’s typically best to keep focus groups under 12 gain consensus on goals and priorities. Since A second team member should be designated people. participants will voice different viewpoints as a note taker to record the discussion and and perceptions, focus groups also help 02 Be aware of social dynamics when determining document key ideas or takeaways throughout which individuals should be in a group. create an open dialogue and build support the conversation. and understanding between stakeholders. 03 Create multiple ways for people to participate, Not everyone may feel comfortable voicing so that conversation isn’t dominated by the However, because they occur in a collective their opinion, especially if it goes against the most outspoken personalities. setting, focus groups are not useful for status quo or conflicts with someone in a 04 Make it easy for people to come by selecting a gaining a detailed understanding of personal greater position of influence. The facilitator’s convenient meeting location and time. In some perceptions or collecting private information. role is to negotiate these dynamics, either cases, consider compensating participants for by verbally balancing opposing viewpoints their time. HOW TO in or organizing multiple focus groups to 05 Be aware of the different motivations, In advance, the facilitation team should accommodate different stakeholders. perspectives, and biases that people bring. identify learning objectives for the activity At the conclusion of the session, the 06 Make sure to document key points and and prepare a discussion guide that includes facilitator should recap key points and thank takeaways throughout the discussion, and back primary questions and potential follow- up your notes by tape recording the discussion. participants for their contributions. Notes and up questions that address the learning takeaways should be synthesized afterward. objectives.

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 54 SEMI-STRUCTURED INTERVIEW (FIM)

In semi-structured interviews, prepared questions are used to prompt open-ended discussions with individual respondents.

OVERVIEW the interviewee provide a short synopsis of their role and background, which will help to TIME A semi-structured interview typically involves confirm the topics they are best positioned 45-90 min a standard questionnaire that can be used to to address. Throughout the conversation, facilitate conversations with a targeted set of the interviewer should provide prompting MATERIALS individuals. The team may already have some questions, and the interviewee should do Pre-prepared questionnaire ideas about important research questions or most of the talking. It’s not necessary to cover Voice recorder the nature of an issue or problem, and can questions in any predetermined order; the Extra paper and pens query respondents further in order to set a questionnaire should be considered a guide research agenda or gather data for analysis. to make sure that the conversation touches TIPS on the range of highlighted topics overall. Semi-structured interviews are used to collect 01 Familiarize yourself with interviewees’ roles thematic data, personal perspectives, and If possible, having two people on the and backgrounds in advance, and prioritize questions appropriately. anecdotes detailing the characteristics of a interview team is ideal, as it allows for higher situation or experience. They are especially quality conversations and more accurately 02 Make sure to ask permission to record the useful for understanding processes, factors recorded information. One person should be conversation. that produce a particular condition, and responsible for leading the discussion; and perceptions and beliefs about needs and 03 Ask follow-up questions to draw out more the other should be responsible for taking detailed information or feedback. opportunities. notes and highlighting important points or anecdotes. 04 Don’t ask yes or no questions, which are close- HOW TO ended rather than open-ended (unless a yes or At the conclusion of the discussion, the no response is needed). Interviews need to be slightly tailored to interviewer should ask if the interviewee has 05 If you’re unclear about a response, repeat each individual respondent. If a standard anything else to add or recommendations for back what you think you heard and ask the questionnaire is being used, the interview other people to interview. interviewee to validate. team should identify the topics or questions most pertinent to each respondent in 06 Avoid judging or commenting critically on what Make sure to synthesize notes promptly interviewees have to say. advance and make sure to prioritize those after each interview, referring back to the during the interview. audio recording if quotes or more detailed 07 If detailed documentation is needed, make sure transcriptions are required. to budget for transcription of audio recordings. To facilitate the discussion, begin by having

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 55 STRUCTURED QUESTIONNAIRE (FIM)

Structured questionnaires can be used to survey large groups to gather responses to pre-identified topics and questions.

OVERVIEW In selecting a respondent group, think about TIME the population you want to represent and 5-30 min Structured questionnaires are form-based target. Make sure to set aside time to develop surveys that are distributed to large groups, and refine the questionnaire and plan a MATERIALS typically 20 or more. Unlike semi-structured method for distribution. It’s important to interviews, which provide a loose guide for carefully strategize what questions are asked Pre-prepared questionnaire more open-ended conversations, structured and how they’re sequenced and phrased. TIPS questionnaires prompt respondents to give Consider testing the questionnaire for clarity short or close-ended answers to a standard and usefulness through sample interviews 01 Be judicious with the number of questions set of questions. before the larger survey is conducted. and how they’re ordered. Ten well-considered questions can often yield more insights than 30 questions. Responses can be collated and analyzed After data is collected, make sure to take into to gauge preferences and concerns across account what individuals have participated 02 Think carefully about how questions are a population or measure trends related to and responded. The data should be compiled, phrased, and make sure they’re not influencing an issue or problem. This methodology is summarized, and analyzed by a trained people’s answers. useful for conducting a high-level “scan” that data evaluator. Qualitative and quantitative 03 When analyzing responses, be critical about reflects collective opinions, but does not yield questionnaires require different evaluation what data you think indicates a condition or in-depth responses or explanations. methods, but both will yield insights that trend. should be verified and explained through HOW TO more in-depth interviews and conversations. Structured questionnaires can take many forms and have varying degrees of rigidity. They can range from qualitative (prompting respondents to provide short answer responses) to quantitative (with multiple choice responses that get collated afterward); anonymous to non-anonymous; and very brief to more involved. Distribution methods also vary. They can be carried out in-person (by a team of data collectors conducting standardized interviews) or digitally (with a computer form that is distributed and returned).

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 56 METRICS DATABASE (Sample: Full version coming in version 2.0)

The following catalog identifies metrics than can be used to evaluate the performance of a particular project.

CATEGORY METRIC MEASUREMENT REFERENCE

Patient satisfaction Surveys Donahue, L. “A Pod Design for Nursing Assignments: Eliminating Unnecessary Steps and Increasing Patient Satisfaction by Reconfiguring Care Assignments.” Degree to which an individual • Scores of Likert type scales or American Journal of Nursing, 109:11 Supplement TCAB (2009), p. 38-40. regards a provider’s health care subscales calculated Kline, T. J., Baylis, B. W., Chatur, F., Morrison, S. A., White, D. E., Flin, R. H., service, product, or the manner & Ghali, W.A.”Patient Satisfaction: Evaluating the Success of Hospital Ward • Percentage of “excellent Redesign.” Journal of Healthcare Quality, 29:3 (2007), p. 44-49. in which the service or product is responses” delivered as useful, effective, or Ko, H. H., Zhang, H., Telford, J. J., & Enns, R. “Factors Influencing Patient Satis- beneficial. • Percentage of patients who are faction When Undergoing Endoscopic Procedures.” Gastrointestinal Endoscopy, dissatisfied 69:4 (2009), p. 883-891. Krueckeberg, H. F., & Hubbert, A. “Attribute Correlates of Hospital Outpatient • Score of a single question of Satisfaction.” Journal of Ambulatory Care Marketing, 6:1 (1995), p. 11-43. patient satisfaction

Nosocomial infection Medical record analysis Barnes, R. A., & Rogers, T. R. “Control of an Outbreak of Nosocomial Aspergillosis by Laminar Airflow Isolation.” Journal of Hospital Infection, 14:2 (1989), p. 89-94.

An infection that is acquired in • Percent of NIs per 100 admits/ Ben-Abraham, R., Keller, N., Szold, O., Vardi, A., Weinberg, M., Barzilay, Z., & a hospital as a result of medical discharges Paret, G. “Do Isolation Rooms Reduce the Rate of Nosocomial Infections in the care; also called hospital-acquired Pediatric Intensive Care Unit?” Journal of Critical Care, 17:3 (2002), p. 176-180. • Number of NIs per 1,000 patient Health infection. days Crimi, P., et al. “Microbiological Surveillance of Hospital Ventilation Systems Outcomes in Departments at High Risk of Nosocomial Infections.” Journal of Preventive • Number of hospital-acquired Medicine and Hygiene, 47:3 (2006), p. 105-109. infections per patient Swoboda, S. M., Earsing, K., Strauss, K., Lane, S., & Lipsett, P. A. “Electronic Monitoring and Voice Prompts Improve Hand Hygiene and Decrease Noso- • Risk of infection–percent of comial Infections in an Intermediate Care Unit.” Critical Care Medicine, 32:2 susceptible patients infected (2004), p. 358-363.

Length of stay Medical record analysis Tran, T. P., Schutte, W. P., Muelleman, R. L., & Wadman, M. C. “Provision of Clinically Based Information Improves Patients’ Perceived Length of Stay and Period of time during which a • Actual days Satisfaction with EP.” American Journal of Emergency Medicine, 20:6 (2002), p. patient is confined to a hospital or 506.509. other health facility.

Surveys • Patients’ perceived days

Adapted from The Center for Health Design’s Healthcare Environmental Terms and Outcome Measures: An Evidence-based Design Glossary (2011).

MASS DESIGN GROUP PLANNING FOR IMPACT APPENDIX 57 I I I I I I I