Michael Burson Email & Phone Number

Serving as Owner's Representative for renovation of a new Domestic Violence Shelter

Cincinnati, Ohio Area

Cincinnati, Ohio, United States

Cincinnati, Ohio

Under contract with the Union Terminal Corporation, Facility Management & Planning will assist the Owner and Cincinnati Museum Center tenant leadership in the restoration and renovation of the Cincinnati Union Terminal, a National Historic Landmark. Our services include:• Facilitate achievement of the Owner’s program and project objectives by the Project Architect, Construction Manager and other consultants.• Coordinate Owner’s participation in development and timely review of design documents and cost estimates. Coordinate Owner review and acceptance of work produced by the design and construction team. • Assist the Project Architect and Construction Manager develop recommendations regarding constructability, selection of materials and managing project costs to stay within available funding. • Assist Owner’s Inclusion Consultant develop, implement and monitor an inclusion program for the project.• Assist with monitoring the Project budget established by the Owner; review and recommend payments and change orders.• Assist the Owner, Project Architect, and other consultants obtain preservation designation and historic tax credits, a critical revenue source for the project.• Facilitate Owner’s Board meetings, report on progress of the project, facilitate Board approvals. • Facilitate presentations to local governmental bodies and representatives. • Facilitate project close-out and final documentation to be submitted to the Owner.

Cincinnati, Ohio, United States

Served as special consultant to the Executive Director during construction of the Hatton Center for Women and the Barron Center for Men.

Primary representative for the school district on its Facilities Master Plan.

Directed all district resources in implementation of a plan to replace or renovate all of its schools. The Facilities Master Plan for Cincinnati Public Schools involved 50 projects with a total cost of $1.15 billion and took 10 years to complete. I was also responsible for emergency, routine, and preventative maintenance; design and construction of all capital improvements and new construction for the 34,000-student urban public school district. The facilities span 22 miles and comprise 5.5 million GSF. The Facilities Department included approximately 70 employees.

Director of a consolidated department responsible for emergency, routine, and preventative maintenance; design and construction of all capital renovations; and occupational and environmental safety programs for a 650 bed regional trauma center and university affiliated teaching hospital. The facilities comprise 27 buildings of various ages, totaling 1.6 million GSF on 8 acres. The department of approximately 100 employees, has an annual operating budget $4,200,000, $4,500,000 utilities expenses, and an annual capital budget averaging $10,000,000.

Lead a department of 50 maintenance and architectural staff in maintaining and providing capital improvements for 69 properties including public works, fire and police facilities, city hall, and public spaces in the downtown core. Responsibilities included administration of multiple agreements for maintenance of the central business district skywalk system, and leasing and operations of a historic public market. Also chaired the city department-wide energy conservation committee. Led the design and implementation of a computerized maintenance management and inventory system. Developed a process and instruments to establish customer service agreements with internal city departments that occupied City Hall and other facilities. Administered contract with private major property management company for Class B commercial office property owned by the city and leased primarily to private corporations. Directed a revitalization study for the city-owned public market.

Directed the maintenance and capital improvements program for a large, urban public school district with 120 buildings on 85 sites totaling 8 million GSF spread across 22 miles. Led over 60 employees of various classifications in the daily maintenance of school facilities with a $3,000,000 annual operating budget. Also managed the automotive garage servicing approximately 110 vehicles. Developed project scheduling, budget planning, programming, bid document preparation, and construction administration for the capital improvement program which averaged $3,000,000 annually.

Served as the Owner's representative in administration of major renovations, additions, and new construction projects. Responsibilities included analysis and recommendation of bid packages, administering architectural/consulting engineer consultants, and prime construction