This 11,300sf Caribbean themed medical office has duplicate office suites, to accommodate 6 doctors, on both sides of the vaulted lobby which includes a syringe shaped floor to ceiling tropical fish tank by "Tanked". The copper colored metal roof and vaulted drive up covered entry give this office its' stand out curb appeal.
Manasota's services are complete. That's why our TEAM approach works. The project team begins working with you during planning and schematic design and stays with you during construction to final completion and beyond. When we assemble a project team for You, You can be sure that your dollars and your time are going to be managed and allocated effectively, in your best interest. The work will follow in an orderly fashion, with input from everyone involved. The TEAM develops the plan; The TEAM executes the plan ........... and You benefit.
Manasota is proposing a TEAM for your Project, comprised of individuals with both superb qualifications and considerable experience. The Owner, Architect and Engineers will all be active members of the TEAM. Only subcontractors with a proven track record of quality work on similar projects and sound financial affairs will be considered. The team will be headed by our construction management to guide the activities of the on-site supervision. Our Site Managers not only oversee construction of the project from a quality standpoint, but also coordinate the efforts of all contractors, with the authority to make things happen. Our project management system integrates all essential information of a project into a single database, so we are able to tie our budgetary and estimate information into the project schedule. What this means to you, the owner, is the project will be on budget, on schedule and on time .
Manasota Commercial's Construction Management program has realized its greatest success on projects in which a sound TEAM effort is established in the early stages of a project. Primarily, this is true because 95% of inherent costs in a project are “locked in” during the design stage, at a stage when an owner's actual costs are minimal. By establishing a joint effort between the owner, Architect/Engineer and Manasota, this cost factor can be dealt with at an earlier stage than would normally occur in the traditional cycle of (1) Design, (2) Bid, (3) Construct . In far too many cases a fourth phase occurs between the bid and construction, the (4) Post Bid negotiations. These are not the most time efficient way to get a project on budget, and generally force many quality compromises. By using budget estimates at early stages of design, the Construction Team and Owner are able to identify and control potential cost overruns and explore options at a time when savings are greatest.
MANASOTA performs Construction Management services in several phases . Manasota offers experienced individuals blended into a team with overlapping responsibilities to create a cohesive atmosphere for the project.
Preliminary Design Development: Construction manager will review plans and consult with design professionals to develop a cost effective design. While all stages are important, we consider the time spent during this design development stage to be the most productive from a time spent- versus- monetary impact standpoint.
Consultation During Project Development: Review conceptual designs during development. Advise on site use and improvements, selection of materials, building systems and equipment. Provide recommendations on feasibility, materials and labor, and time requirements for construction.
Value Engineering- Alternate systems and materials are analyzed with regard to cost and performance over the life of the building. Many times the Value Engineering Team is able to save 5% to l0% of the project cost without compromising quality or function. Manasota's Value Engineering methodology consists of the utilization and applications of unique techniques aimed at identifying function (both systems and components) and, after defining the costs related specifically thereto, developing alternates for consideration.
Project Budget: Prepare a project budget for the Owner's approval as soon as major project requirements have been identified and update as needed. Upon completion of schematic design, prepare an estimate of construction cost based on a quantity survey of drawings and specifications. Update and refine this estimate as the development of the drawings and specifications proceeds. Advise the Owner and the Architect if it appears the project budget will not be met and make recommendations for corrective action.
Scheduling: Develop a project schedule that coordinates and integrates the Architect/Engineer's design efforts with construction schedules. A multitude of factors must be considered when construction schedules are prepared on any project. Site size, structure, finishes, and outside influences affect schedules to varying degrees. While some construction activities may proceed concurrently, others make up what is known as the critical path (CPM). It is these activities, which determine the timing of construction whether they are site work, structural, or finishes. We then update the project schedule, on the observations and information received from the Architect/Engineer, reporting any variations to the Owner. Include the Owner's occupancy requirements, showing portions of the project having occupancy priority.
Coordination of Contract Documents: Review the drawings and specifications, as they are prepared. Recommend alternative solutions whenever design details affect construction feasibility or schedules.
Assignment of Responsibilities: Verify that the requirements and assignment of responsibilities for safety, temporary project facilities, equipment, materials and services for common use of contractors are included in the proposed contract documents.
Labor: Provide an analysis of the types and quantity of labor required for the project and review the availability of appropriate categories of labor required for critical phases. Determine applicable requirements for equal employment opportunity programs for inclusion in the proposed contract documents.
Permits and Fees: Assist in obtaining all building permits and special permits for permanent improvements. This excludes permits for inspection or temporary facilities to be obtained directly by the various contractors. Verify that the Owner has paid all applicable fees and assessments for permanent facilities. Assist in obtaining approvals from all the authorities having jurisdiction .
Procurement Schedule: Investigate and recommend a schedule for purchase of all materials and equipment requiring long lead procurement. Coordinate the schedule with the early preparation of contract documents by the Architect. Expedite and coordinate delivery of these purchases. Review the drawings and specifications with the Architect/Engineer to eliminate areas of conflict. Prepare qualification criteria for bidders when applicable.Top
Pre qualification of Contractors: Advise on the method to be used for selecting contractors and awarding contracts. If separate contracts are to be awarded, review the drawings and specifications to: (l) ascertain if areas of jurisdiction overlap; (2) verify that all work has been included; and (3) allow for phased construction.
Make recommendations to the Owner and the Architect/Engineer regarding the division of work in the drawings and specifications. These recommendations will facilitate the bidding and awarding of trade contracts, and take into consideration such factors as time of performance, availability of labor, and provisions for temporary facilities.
Provide market analysis and develop trade contractor interest in the project, especially promoting interest with local contractors. Develop potential bidder list and pre-qualification if required. Investigate and maintain a continuing dialogue with local labor and contractor organizations.
Determine applicable minority and local contractor opportunity requirements for equal opportunity programs for inclusion in project bidding documents. Develop a program to inform minority bidders and local contractors of bid packages.
Conduct Pre bid Conferences: Familiarize bidders with the bidding documents, management techniques and any special systems, materials or methods. As working drawings and specifications are completed, advertise and take competitive bids on the work of the various trade contractors.
Bid Analysis: Receive bids, prepare bid analyses and make recommendations to the Owner for award of contracts or rejection of bids.
Contract Awards: Conduct pre-award conferences with successful bidders. Prepare construction contracts and advise the Owner on the acceptability of subcontractors and material suppliers proposed by contractors. Includes provision for Manasota Commercial Construction or the Owner to hold contracts.Top
Duration: The construction phase will commence with the award of the first construction contract or purchase order and will terminate 30 days after the final Certificate for Payment by the Architect.
Project Control: Coordinate the work of the contractors with the activities and responsibilities of the Owner and Architect to complete the project in general accordance with the owner's objectives on cost, time and quality. Provide sufficient personnel at the project site with authority to achieve these objectives.
Progress Meetings: Schedule and conduct pre-construction and progress meetings at which contractors, Owner, Architect and Construction Manager will discuss jointly such matters as procedures, progress, coordination and scheduling.
Construction Schedule: Provide a detailed schedule for the operations of contractors on the project. Include realistic updated activity sequences and timing, allocation of labor and materials, processing of shop drawings and samples, and delivery of products requiring long lead procurement. This schedule (CPM) will include the Owner's occupancy priority requirements.
Monitor Construction Schedule: Provide regular monitoring of the schedule as construction progresses. Identify potential variances between scheduled and probable completion dates. Review schedule for work not started or incomplete, and recommend to the Owner, Architect and subcontractor any adjustments needed in the schedule to meet the probable completion date. Project superintendent will provide summary reports of each monitoring and document all changes in schedule.
Shop Drawings and Samples: In collaboration with the Architect, establish and implement procedures for expediting the processing and approval of shop drawings and samples.
Owner-Purchased Items: Accept delivery and arrange storage, protection and security for all Owner-purchased materials, systems and equipment that are part of the work until such items are released to the contractors.
Owner's Consultants: If required, assist the Owner in selecting and retaining professional services of a surveyor, special consultants and testing laboratories. Coordinate these services.
Inspection: Inspect the work of contractors to assure that the work is being performed in accordance with the requirements of the contract documents. Endeavor to guard the Owner against defects and deficiencies in the work. Require any contractor to stop work or any portion thereof, and require special inspection or testing of any work not in accordance with the provisions of the contract documents whether or not such work be then fabricated, installed or completed. Reject work which does not conform to the requirements of the contract documents. The Construction Manager shall not, however, be liable for construction means, methods, techniques, sequences and procedures employed by contractors in performance of their contract.
Contract Performance: Consult with the Architect and the Owner if any contractor requests interpretations of the meaning and intent of the drawings and specifications, and assist in the resolution of any questions that may arise. Review course of action with the Owner when requirements of a contract are not being fulfilled.
Progress Reports: Record the progress of the project. Submit written progress reports to the Owner and the Architect including information on the contractors, percentage of completion and the number and amounts of change orders. Keep a daily log available to the Owner and the Architect. The overall schedule provided in bid packages remains the control to monitor progress against, helping to maintain control over all trade contractors.
Project Records: Maintain current records at the project site of all contracts, shop drawings, samples, materials, equipment, applicable handbooks, all federal, commercial and technical standards and specifications, maintenance, instruction and operating manuals, and any other related documents and revisions which arise out of the contract or the work.
Safety- We are extremely conscious of the need for effective safety controls. At all job meetings, safety is a priority agenda item and is constantly observed by our Site Managers. Our projects now have one of the lowest accident-per-man-hour ratios in the business. We also have a no Drug/Intoxicant rule on all our jobs.
Payments: Construction Manager will implement a system for payment of trade contractors and vendors.
Cost Accounting: Manasota Commercial Construction utilizes a cost accounting program designed specifically for the construction industry. This computerized accounting program generates reports, which facilitates tracking of all project cost data in a very detailed format. Integrating of this information with the direct material purchase of the owner provides a cost report/control system. Arrange for the maintenance of cost accounting records on authorized work performed under unit costs, actual costs for labor and materials, or other bases requiring accounting records.
Cost Control: Provide regular monitoring of the approved estimate of construction cost, showing actual costs for activities in process and estimates for uncompleted tasks. Identify variances between actual and budgeted or estimated costs, and advise the Owner and Architect whenever projected costs exceed budgets or estimates. Revise and refine the approved estimate of construction cost when necessary, incorporate approved changes as they occur, and develop cash flow reports and forecasts as needed.
Change Orders: Implement a system for review and processing of change orders. Recommend necessary or desirable changes to the Owner and the Architect, review requests for changes, submit recommendations to the Owner and the Architect, and assist in negotiating change orders.
Change Order Policies: Manasota has always maintained a philosophy to minimize change orders to avoid surprises in the construction process. Thorough document review during the design development stage combined with detailed and specific subcontractor bid packages can reduce the instance of change orders during the construction . While change orders cannot be totally avoided in the construction process it is important that these changes to cost and scope of the work be minimized or eliminated with the exception of owner initiated changes. Owner initiated changes will occur as the facility user modifies their intended purposes . We recommend that the project budgets contain a contingency amount to cover the change order costs which do develop during the construction process. This contingency is included within the contracts and therefore any change orders can be reviewed on a dollar for dollar value since there will be no modification to the construction management fee.
No additional costs from the construction manager are incurred by the owner unless the scope of the project is modified to an extent resulting costs are over and above the contingency allocation or result in a lengthy extension of the project time resulting from the changes.Top
Substantial Completion: Upon a contractor's determination of substantial completion of the work or designated portions thereof, prepare with the Architect a list of incomplete or unsatisfactory items and a schedule for their completion. Supervise the correction and completion of work.
Final Completion/Close out: Determine final completion and provide written notice to the Owner and Architect/Engineer. Compile required guarantees, affidavits, releases, bonds and waivers. Turn over to the Owner all keys, manuals, record drawings and maintenance stocks. Prepare all documentation for final close out of project
Start up and training: Meet with the Owner's maintenance operation personnel to direct the checkouts of utilities, operations systems, and equipment for readiness. Assist in the initial start-up and testing by the trade contractors. Videotape start up and maintenance procedures for Owner reference if requested.
Warranty: Coordinate contractors to insure that all warranty work is performed in an expedient manner. We also provide a final punch list at the end of the warranty period to insure the building is brought up to the same standard as the day it was occupied.
The post construction phase of every project focuses on the project close out manuals and an owner training period. The key component to a successful project and a satisfied building user is a thorough knowledge of the facility and its systems.
The project close out includes the necessary training and a complete manual containing the appropriate literature on maintenance instruction; warranty documents and subcontractor/supplier contact information. This information is provided so the owner can maintain the facility per the manufacturers recommendations; understand the various warranty periods; and can make direct contact with the proper persons if necessary.
It is Manasota's policy for all warranty issues to be reported through our office when possible. When warranty issues/events are reported, they are logged in and the appropriate party is contacted for action. By logging this event into our systems we can then track and follow up to insure the matter is resolved in a prompt and efficient manner with the least disruption to the buildings function and use.Top