THE CHALLENGE – When it became apparent that the window system at 400 East Randolph – which still had its original single pane windows – was beyond its useful life, our job was to the make the case to building residents and owners that the $18 million replacement of an inefficient window system was not only smart, but critical in the operation of the building at its highest and best use. It’s never easy to surprise a community with less than good news.
ACTION PLAN – We set out to develop a comprehensive plan that substantiated the need for this large scale project. The property’s homeowners’ association had spent approximately $75, 000 a year for past seven years to replace damaged and broken windows and residents were unhappy that their windows were nearly impossible to operate and were no longer keeping wind and weather on the outside. These factors alone made it apparent that the issue had to be addressed.
First steps were to engage an engineering firm to begin a study of the building and provide specifications and scope of work. Next was a series of meetings between building management, condo board representatives and the engineering firm to discuss the need for a full window replacement and review designs and renderings. Also on the table was whether to pursue a totally updated look or replace the windows without altering the architectural look of the 50-plus year old building. Once the engineering firm had completed a report, an action plan was developed to share with owners and residents in order to obtain approval.
On-going communication - key to any project - was the first priority so that owners/residents felt comfortable with this considerable undertaking. One of the hallmarks of our organization is a “Coffee & Conversation” concept that serves as a platform for communication between building owners/residents and management. In that spirit, a communication piece was developed that outlined the project, substantiated the need for new windows and included various options relating to how the project expense could be paid. Marketing the project in order to secure buy-in from owners and residents was also key. The board brought in team experts to review plans with the community. There were several rounds of communications along with scheduled town-hall meetings so that residents could ask questions and get comfortable with the project. Additionally, a YouTube video was created and made available 24/7 for residents to view in preparation of the project. Informational documents were posted on the association website.
This effort was a real partnership between board and management. With both development and development consulting expertise, we fortunately had experience doing
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everything from complete renovations to face-lifts on buildings with over 1,000-units. All involved understood and appreciated the need for a high level of organization, transparent communication, a clearly defined structure and a team of leaders who would deliver the desired outcome while minimizing any inconveniences to residents/owners.
After several meetings and recommendations from management, the board decided to incorporate the cost of the individual unit preparation and restoration work into the total cost of the project- a decision that made a remarkable difference in both the logistics of the project and also, how the residents viewed the project. This decision streamlined the various components of the project and simplified a very complex capital expenditure with many moving parts– making it that much more efficient for the board and more palatable for residents.
Successful Ending - After 17-months and close to 80% completion for the single largest project to-date in terms of scope and cost, the project is ahead of schedule and under budget. Careful planning and daily oversight by management, coupled with transparent and frequent communication from the start, has resulted in the successful administration of this momentous undertaking.
The application of several key best practices solidified the confidence that the board and residents had in the whole project team – trusting that we were making smart judgment calls that benefited the interests of both the residents and the building as a whole and proving that good communication, a skilled team and a thoughtful approach can mean all the difference in the world. Following best practices, this surprise party is a success!
Four best practices for a successful large scale project –
High Level of Organization Clearly Defined Plan of Action Experienced and Skilled Management Team Transparent Communication
Before 50 year old windows
After New thermopane windows
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