Most municipal leaders do not have experience with the process of building a new facility. That is not unusual — most cities do not consider such projects more than once every 50 to 75 years. But the decision to upgrade facilities is a substantial one, and there is obviously a tremendous value in getting it right – for immediate and future needs.

It’s is important to realize and accept there are many levels of planning involved even before designs are drawn or any dirt is excavated. Planning begins with the feasibility of a new or renovated facility. Once the decision is made, there should be a consensus within the staff and community to move forward. The project will progress smoothly when those involved achieve a comfort level and feel they play a role in the decisions being made. If clear goals and objectives are established, the organization is properly aligned, and open lines of communication are maintained, success is achieved easily.

Although buildings are constructed of solid materials and systems capable of withstanding ongoing exposure to the elements, most government facilities operate past the their effective life span. When a structure is no longer efficient or effective, issues begin to surface: overcrowding due to employee growth, inadequate technological systems, outdated security systems and limited public access, and more. These issues can result in poor conditions, poor morale, and an inability to recruit and retain qualified professionals, which — most importantly — may negatively affect proper public service. While everyone’s circumstances are unique, solutions can be achieved from the goals and objectives established at the beginning of the process.

Several methods are available to organize the process, develop a plan, prioritize needs, and gather needed information. For example, an organization may create and use benchmarks from other communities, or conduct a condensed charette — a retreat weekend. One method proven to be successful is forming committee groups within the organization. Sometimes, even the prospect of forming a committee can be an overwhelming task. Recruiting members, organizing the process and establishing are among the issues to be considered. Help from your architectural consultant and industry peers can greatly reduce the anxiety and break the process down into realistic tasks with tangible results.

The commitment and spirit of teamwork amongst committee members is a valuable asset to the process. Committee members offer a broad base of knowledge and experience, while also offering insightful perspectives of what is needed to improve their own work environment.

These groups should be composed of a diverse cross section of people characteristic of those most affected by the potential infrastructural changes and should exist to organize and support the goals outlined at the onset. Because of the time they are able to devote and their interactive role throughout the entire process, the members gain a strong sense of ownership and display a strong pride in their workplace and for the project itself.

Possible committees include:

• Moving
• Records retention
• Public affairs
• Security
• Technology
• Furniture and equipment
• Landscaping
• Maintenance/operations
• Finance/public information
• Core employees
• Police
• Fire
• Administration
• Courts
• Building and engineering

One of the most important goals of the building committee is to develop a mission statement and see it to fruition via designated key activities and monthly progress meetings. Creating standard templates and forms for recording information and progress is one way to make all communication clear and consistent.

Once a core planning team is in place, the process of communicating this information to a consultant (i.e., an architect) via a formal request for proposal can begin.

Quick Tips for Getting Started

By realizing the limitations of existing facilities and creating a diverse planning team, the process of a building project will be smooth and less overwhelming. The outcome will be a facility that accurately and efficiently serves the needs of the community.

Identify the inadequacies of your existing facility. Are the inadequacies affecting the services you provide to your constituents?

Interview or survey department heads to find out what their environment is really like. Also talk to your peers and ask them probing questions about their circumstances and processes.

Visit communities that are currently in the middle of a project or have recently completed one.

Determine if you are taking advantage of your current resources and maximizing available space.

Contact trade organizations such as the International City/County Management Association, the National League of Cities, and state fire and EMS organizations. For resource information, contact Safety Source Online, or the American Institute of Architects.

Determine how to deliver an accurate representation of your actual needs.

Begin organizing the information by creating files, folders, or binders. Your comfort level will increase as you gain knowledge and control of the situation.