When building or renovating a school, changes occur throughout design and construction. Milestones shift, natural disasters occur, and problems crop up. The first day of school, though, cannot change. Even the days leading up to it are largely immutable, as staff needs time to settle in and concentrate on teaching. The plan and process of closeout/turnover thus plays a critical role in ensuring that everything gets done, gets done right, and gets done on time.
The following best practices can help your project succeed and facilitate a smooth turnover process from construction to facility management:
- A good closeout/turnover process starts at the project’s outset. Start thinking about turnover and closeout far before the date of substantial completion. The project team should plan for turnover and closeout at the early stages of design and construction. They must determine definitions, milestones, and obligations. For example, how are you defining substantial completion? What is the contractual obligation date of each turnover deliverable? Making these determinations up front ensures all team members share and can meet expectations.
- Identify stakeholders and communicate with them throughout. Stakeholders that will be managing the facility after construction is complete should be engaged throughout the entire turnover and closeout process. Ideally, every stakeholder should have a checklist at least halfway through the project outlining what they’re responsible for, what they’re handing over or receiving, how much time they have, etc. That means you need to know early on who is involved, and what their roles and responsibilities are.
- Leave time to problem solve. Open the lines of communication as early as possible during the project and at least 2–3 months before substantial completion. Personnel and policies can change, so start early and be ready to recalibrate. Issues will come up, so think through how you can be flexible and continue progressing.
- Thoughtfully prepare for training. Make sure all stakeholders are aware of when training occurs. Otherwise you risk having systems up and running, and contractors ready to start training… while the facilities team is busy opening 15 other schools and school staff is getting ready to start teaching on Day One. Also consider what training for frontline staff looks like. Who will champion coaching the staff on how to use their new space? Can the architect and contractor do hardhat tours so the staff can see the space ahead of time? Do you have support from facilities and the school system so they reinforce proper operating procedures? Because the most advanced, well-installed doors make little difference if teachers leave them propped open.
Closeout/turnover is complicated and tedious, but best practices like these will help ensure everything goes smoothly. We have put these best practices into place with great success, most recently on the city of Baltimore’s 21st Century Schools project.
