Integrating the program

The programming team combines the current information with that collected in the inter- view process to identify the types and sizes of spaces required. This information is com-

bined with the criteria above to develop detailed space data sheets that outline essen- tial requirements for each space (see Appen- dix B).

1.3.2 Functional relationships

In addition to the detailed space data sheets, the programming committee must identify all required functional relationships and traffic flow patterns between the various spaces (see Section C.4. Functional Adjacencies and Sec- tion C.5. Traffic Flow Patterns). For example, the dirty side of a cagewash area should be located such that there is good access to a loading dock for waste disposal. The required functional adjacencies are commonly de- picted with the use of bubble diagrams, such as those shown in Diagrams 14 to 19.

1.3.3 Budget

Once the previous stages of the program have been completed, it should be possible to derive a fairly accurate estimate for the cost of construction of the proposed facility. It is at this point that the services of a professional cost consultant (quantity surveyor) are re- quired. The cost of construction of similar facilities may be useful in deriving rough esti- mates. If the estimate is greater than the amount budgeted for in the planning phase, then it is necessary to review the program in

Table 1: Influence of Management Criteria on Design

Management Criteria Number of users Number of staff Qualifications of staff Services offered Quality of animals Normal working hours

Designated clean and dirty areas

Possible influence on design Security, number of holding rooms

Number and type of barriers between areas Voluntary versus forced barriers

Procedures rooms (e.g., necropsy and surgery) Procedures, air pressure control by room or area Security systems, lighting

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laboratory animal facilities — characteristics, design and development, 2003

detail. The scope or size of the program will have to be reduced if additional funds are not forthcoming, or alternatively, the program may be divided into phases if there is a rea- sonable chance that further funding may be forthcoming in the future. It is irresponsible to proceed to the design stage if the program is not within budget. It should also be remem- bered that changes are more costly further into the design and/or construction stages. Therefore, it is essential that the program be well prepared to meet the needs as closely as possible within budget constraints.

The funds committed in the planning phase must be divided up into a budget. The line items in a budget are additional criteria that must be incorporated into the program. The total project costs are the sum of the fol- lowing items and make up the 'capital fund- ing budget':

a) Design fees: All costs involved in the design process, which include architec- tural and engineering planning, drawings, etc. This may include the cost of program- ming if it is under the same consultant. It has become more common, however, to hire one consultant for programming and subsequently a different design consult- ant. In this case, the programming fee is distinct from the design fee.

b) Administration fees: These are the funds necessary for:

• project management (from beginning to end); and

• commissioning of surveys, soil testing, fluid dynamic studies of air movement in building clusters, etc.

c) Construction costs: The major part is the costs to construct the physical structure, including mechanical and electrical sys- tems; however, other construction costs must also be noted.

d) Equipment: This is divided into:

• fixed — whether such things as cage washers and autoclaves, etc. are in-

cluded in the construction costs should be clarified at an early stage;

• movable — cage racks, carts, steam cleaners, pens, etc.;

• furniture — benches, cupboards, desks, etc.; and

• miscellaneous — items not covered in the above three categories (e.g., an elec- tric tractor for pulling flat carts loaded with cages and closed circuit TV for the genetically modified animal suite). Variability obviously exists from place to place. It is very important to know how each of the above categories is to be funded.

e) Commissioning costs: The funds required by the institution to get the facility up and running, which can be quite demanding with animal facilities.

f) Moving and decanting costs: Moving-in costs occur in all types of projects, but the situation is often complicated because large numbers of animals of varying status may have to be moved. These animals could be particularly vulnerable colonies, such as VAF, inbred, transgenic mice, or SPF beagles in a long-term reproduction study. The movement of these types of ani- mals has to be carried out with extreme care. It is very labor intensive, time con- suming and expensive, and may require special equipment. Decanting is the by- product of renovation. In order to reno- vate, all of the colonies and functions have to be moved elsewhere. When the renova- tion is complete, everything is moved back again. This may involve moving animals into temporary quarters, such as trailers. It can be very expensive; moving costs are double (there and back again) and some investment in the temporary accommoda- tion may be necessary. When comparing total project costs for renovation versus new construction, decanting costs may well prove the equalizer. In certain cir- cumstances, new construction, although it has had a higher per-square-metre cost

compared to renovation, has proven to be substantially less expensive by the time double decanting and temporary accom- modation costs are included in the total budget. New construction also generally provides better space that can be used over a longer period.

g) Contingencies:

• estimation contingencies • construction contingencies

There are inevitably unforeseen elements in both of these. Funds must, therefore, be reserved to deal with these contingencies as they arise so that the project is not com- promised as they occur.

h) Escalation: Construction costs, like every- thing else, are subject to inflation. The time lag between the onset of a project and its completion may be several years, depend- ing upon the size and urgency. Thus, the cost estimate for the proposed building is prepared at current prices and an escalator or inflation factor is used to estimate what the proposed costs will be when the com- peting contractors submit their bids and the price is finally fixed.

i) Value added taxes: Such taxes as the Cana- dian Goods and Service Tax (GST) must be accounted for.

j) Financing costs and investment income: If money has to be borrowed, this has a negative impact. If money is received up front, accrued interest until expenditure can enhance the value. This factor may be substantial.

1.3.4 Operating costs

Although the operating costs are not usually part of the capital funding budget, they are important criteria that should be considered to ensure that an animal facility is not built which cannot operate for financial reasons. Considering the useful life of a new animal facility, it has been postulated that of the total costs over time to build and operate that facil- ity, 15 to 20% will be for design and construc- tion and 80 to 85% will be for its operation.

All aspects, such as utility costs to maintain environmental control, mechanical mainte- nance (e.g., filter exchanges), personnel costs to manage the facility properly within appro- priate operating procedures, costs to maintain surfaces and equipment, and waste manage- ment costs should be identified and estimated up-front.

Most significantly, it should be recognized that the manner in which individual elements will ultimately be used and operated will have a major financial impact on the yearly operational costs.