Miscellaneous News

August 2, 2000 Update

July 20, 2000

In Attendance:
Larry Warford; VP, Instruction & Student Services
Tom Wiedeman; Division Chair, Industrial Technologies
Mark Huntington; Welding Instructor
Gary Anderson; Divison Chair, Printing/Graphics
Don Strahan; Director, LCC at Cottage Grove
Bob Mention; Bond Project Director
Susan Tatar; Bond Moving Coordinator
Nancy Nichols; Bond Communications Coordinator

"Bond Project Management Team": Bond Project Manager, Moving Coordinator, Communications Coordinator, Project Managers

Building on lessons learned from moving the Welding department to its new facility, the Bond Project Management Team (BPMT) organized a meeting to address Bond Moving Procedures, participants' associated experiences, and where improvements can continue to be made. The following concepts encapsulate major themes that emerged during the discussion. Themes will be addressed in the following manner: suggestions for improvements, procedures implemented by the BPMT since the Welding move, compliments regarding the moving experience, and general comments regarding outcomes of the meeting.

1) Without question, the major theme under which all moving concerns fall is the need for accurate communication facilitated through close connections between the Bond Project Management Team, Facilities Management & Planning (FMP) staff, and the PUG members/departmental representatives. Specifically emphasized is the need for a clear "chain of command", or manner in which various types of information should be channeled from the PUG/departments to the FMP and BPMT. Such communication can ward off any "surprises" regarding moving and building start-up.

2) Areas that will undergo moves should be able to contribute significant input as to optimal, designated moving dates. In addition, the feasibility of expectations regarding how long moves will take should also be reviewed with PUG members/departments. Departmental understanding of specialized equipment and instructional needs can contribute to general understanding by the BPMT as to when a move should occur and how much time it will take to complete a move.

3) An examination of conditions around the assumed 'domino affect' must be considered before scheduling a move. In other words, when a building is completed, it has been assumed that if not occupied immediately, successive projects will be held up. If the domino affect is not a given, perhaps it might be beneficial in some circumstances, to delay a departmental move to temporary or new quarters until a more advantageous time.

4) There exists a need to cultivate realistic expectations of those groups moving into new areas. Regular communication by the Bond Project Management Team should cultivate understanding that "moving into a new space doesn't mean everything's perfect." Such communication will help to modify unrealistic expectations of new facilities upon final move-in.

5) While not a bond moving issue specifically, it is clear that those having gone through the moving process feel a need exists for ongoing support of the Facilities Management and Planning staff after final move-in. Several participants expressed feelings that "the ball had been dropped" or that they "fell off of the wagon" when bond responsibility of the project ended. Recipients of new facilities should communicate their needs while maintaining reasonable expectations of the tremendous work load of the Facilities Management and Planning's staff during bond construction.

6) Recaps of the goals and procedures of the moving process by Bob Mention and Susan Tatar provided clear evidence that lessons learned from moving the Welding department and the associated building start-up have been incorporated into Bond Moving Procedure.

a) PUGs are being encouraged at any point, to contact the Bond Office with changes they might have regarding equipment or it's positioning in new space. Moreover, meetings are held with architects and PUG representatives to review architectural plans, as well as PUG members' expectations of the new space and it's utilization.

b) PUGs are being consulted regarding various aspects of the moving process; temporary relocation during construction (Apprenticeship occupants), preferred sequencing of departments within a major facility move (Student Services), and most advantageous time for final move-in (Math/Science and Student Services).

c) Department Move Coordinators are designated as the primary liaison with the Bond Move Coordinator some months prior to any moves. Duties of the Department Move Coordinator extend to post move-in activities as well. (Establishing a Department Move Coordinator provides a significant link in the "chain of command" referred to in the first point.)

d) The Bond Moving Coordinator supplies each Department Move Coordinator with ample documentation regarding various aspects of the moving process; responsibilities of those entities involved, guidelines for moving, hints for packing and moving, and a post move-in checklist.

e) Responsibilities are clearly and specifically laid out for the Department Move Coordinator, the respective departments, FMP, the BPMT, and the moving contractor.

7) As a result of incorporating lessons learned from the Welding move and start-up, the moving process for Printing/Graphics was evidently much smoother and more satisfying. While there were some significant problems with an outside contracted mover in the handling of large, valuable equipment; overall, the moving experience was good and "the staff was helpful, and responsive." "The carpenters came to our aide and were exceptional to work with."


General Comments: The Bond Moves and How to Improve Them was successful for several keys reasons:

1) Salient suggestions on communication, input, expectations, and the domino effect were established. Suggestions can now be reviewed by the BPMT and incorporated, where appropriate, into the Bond Moving Procedure.

2) Efforts by the BPMT to refine the moving process through incorporating lessons learned from the Welding move and building start up are evident: designation of primary liaisons, specified responsibilities, and greater consultation with PUGs regarding times of moves.

3) The moving process is being refined in a manner that is smoother, more beneficial, and positive to respective departments. Testifying to improvements in the moving process is the satisfaction levels expressed by Gary Anderson of Printing/Graphics, the next major move after the Welding department.

Submitted: N. Nichols, 8/1/00

Questions and comments about any bond construction activity may be directed to 744-4154 or e-mailed to