Project Development Guide Common approaches to building or remodeling a facility

www.strang-inc.com ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE© TABLE OF CONTENTS

1. EXECUTIVE SUMMARY 3

2. PROJECT TEAM 5

3. MASTER PLAN AND SPACE NEEDS ANALYSIS 8

4. FACILITY PLANNING AND PROGRAMMING 11

5. BUDGET 14

6. SCHEDULE 17

7. PROJECT DELIVERY METHODS 18

8. FINANCING 20

9. SITE SELECTION AND ANALYSIS 21

10. DESIGN 24

11. INTERIOR DESIGN 28

12. CONSTRUCTION 29

13. GLOSSARY of TERMS 32

For more information contact: Strang, Inc. 6411 Mineral Point Road Madison, WI 53705 Phone: (608) 276-9200 Fax: (608) 276-9204 Email: [email protected] www.strang-inc.com

2 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE 1. EXECUTIVE SUMMARY

Mentor Corporation

If you are considering a building project - whether This guide presents the most common it’s a remodeling, an addition or a move to a approaches to project development; however, completely new facility - you have a series of each project is unique and there always are important decisions to make. This Facility Project exceptions, combinations and constraints, which Development Guide describes each major aspect will impact a schedule, budget or process. Your of the process of developing and building a facility, project should be examined with your specific from the moment you first consider the project goals and requirements in mind. through the occupancy of your new space.

PROJECT DELIVERY GUIDE 3 EXECUTIVE SUMMARY

Figure 1 presents typical time frames for each Figure 2: This timeline shows how planning and step of a building project. Since each facility is design can account for one quarter to half of unique and has distinct issues, the time frames the total facility project schedule. It is never too are not applicable to a specific project. The shorter early to begin the planning process for a building period of 6 to 9 months is a reasonable time frame development project. Keep in mind that extremely to complete a small remodeling or uncomplicated tight time frames may inhibit the thorough planning addition. The 43-month schedule is unusual, but and thoughtful design required for a successful could illustrate a complex project when a site project, and force you to make decisions too has not been selected yet. A typical new building quickly. project may require 16 to 20 months for planning, design and construction. Figure 1 Step Activity Time frame 1 Select team and 0 - 1 month define expectations 2 Determine space needs, 0 - 2 months budget and schedule 3 Evaluate project delivery 0 - 1 month method options 4 Evaluate and select site 1 - 12 months 5 Design 2 - 8 months 6 Bidding / negotiation 0 - 1 month 7 Construction 6 - 14 months 8 Project closeout & occupancy 0 - 4 months 9 Warranty reviews N/A Figure 2 Totals 9 - 43 months Prepare Construction Documents

Bid Period

Design 12 11 Development Contactor 10 13 Mobilization

14 9 15 8 16

Schematic 7 17 Planning 6 18 31 Acquire Building Site 5 19 Concept Budget Validation 30 & Schedule Define Functions of 20 4 Each Space Commissioning 29

3 21 Construction Period 28 (1 Year) Select Architect 27 Determine Space 2 22 Needs 26

1 Project Initiated 23 25 24

4 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE 2. THE PROJECT TEAM

The success of your facility project depends Architect/Engineer (A/E) on a diverse group’s broad expertise in design and construction, as well as their ability to work The A/E provides guidance through the design together for the benefit of your project. Figure and construction process, and assembles an 3, and the following narrative, describe a typical integrated team of specialists specifically for your building project team. project. Depending upon your requirements, the team may include a project manager, architects/ Assemble the Core Project Team engineers, and interior designers. Specialists may include laboratory planners, tele/data specialists, Your Internal Building Committee landscape architects and lighting designers.

This group represents your organization The A/E will assign a project manager as the and participates in major facility decisions primary point of responsibility for your project. regarding budgets, schedules, aesthetics, This individual will coordinate all activities of your facility operations, etc. It’s helpful to assemble project from conception through warranty review a tight decision making group comprised of after the facility is constructed. The A/E also will individuals with diverse skills, such as financial assign a construction administrator to monitor expertise, design vision, organizational skills work progress by the contractor and ensure that and a deep understanding of your culture, you receive the quality of construction that was operations and strategic plan. It’s important that specified. Both of these professionals will help the team understand the specific goals that drive you maintain the schedule and monitor your the project. If your organization has a facility budget.

manager, this person might serve owner’s Team: / Chief executive as your internal point person. / Facility manager / director of operation/Production You may want to consider hiring / Financial officer a construction manager if your project is large (i.e. 100,000

square feet). The point person design & Planning Team: Construction Team: / Architect coordinates and oversees internal / General Contractor / engineer / Sub Contractors / Interior designer team activities/decision making, / Suppliers / Planners and monitors your schedule and PerFormAnCe budget. SPACe

lender or landlord Government/regulatory: / Codes & zoning / Grants & financing / FdA/USdA

Utility Companies: / Power / data / Communications

Figure 3

PROJECT DELIVERY GUIDE 5 THE PROJECT TEAM

Strang is collaborating with Culver’s to design their new home office in Prairie du Sac.

The primary responsibility of the A/E is to assist The Wisconsin Chapter of the American Institute you through the process and design a facility that of Architects (AIA) publishes guides to help meets your specific requirements for function, business owners evaluate architectural firms. performance and budget. The A/E facilitates the These guides are available on-line at: translation of your ideas into an actual building. http://www.aiaw.org/find It’s very helpful to select the A/E as early in the planning process as possible, so you benefit from General Contractor their experience in managing, planning, designing There are many ways to select a general and budgeting facilities like yours. The A/E should contractor and construction delivery method, and have a depth of experience designing facilities of advantages of each approach (see section 7: the same size and type as your facility. Project Delivery Options). The General Contractor assigns a project manager who coordinates: Typically, the A/E team works directly for the / Bidding the project to subcontractors building owner/occupant. In this contractual / Manpower relationship, the building designers advocate the / Schedule owners’ interests throughout the duration of the / Purchasing of materials project. / Payment requests for completed work

Select an architectural firm you trust and has: The General Contractor also will assign a / Knowledge and experience in facilities such as general superintendent who will manage all field yours. operations at your project site. / Earned the respect of local contractors. / The resources required to complete your project.

6 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE THE PROJECT TEAM

Consider Additional Project Partners

Developer/Real Estate Broker Bank

In certain instances, a developer or real estate Your bank will provide the cash flow to broker may be helpful in identifying potential accommodate design costs and building land or available space for lease. These partners construction loans. A construction loan officer, with also can assist you in land acquisition. The a thorough understanding of the building process, broker should have a strong understanding of can help your facility project move forward without the community, be ready to help you compare delay through financial support. land costs, and assist you in evaluating the growth potential of a specific location. This topic Insurance Agent is discussed in greater detail in Section 9 – Site Selection and Analysis. Before undertaking a building project, consult your insurance carrier. Insurance agents can Attorney offer opinions on the amount of liability coverage required by the general contractor and architect/ If you are purchasing land, subdividing land, engineer. They also can provide builder’s risk negotiating a lease or taking title to a building, the insurance for the protection of your investment services of an attorney may be required. Certain during construction. attorneys specialize in construction law and land acquisition. Ownership of the real estate should Utility be discussed relative to company plans and tax structure. Private and public utility companies offer services that will impact your facility and are your link to Accountant/Business Consultant the neighborhood and beyond. During the design process, your A/E will work with each utility to Your chief financial officer or an independent coordinate specific services and utilities connected accountant can help you evaluate the overall to the building. Utilities include electricity, gas, project budget, apply for a construction loan, communications, data, water, sewer and storm review contractor payment requests and establish water. a payment schedule. A business consultant can assist you in comparing lease rates, determining If the utility company is consulted early in the whether you should lease or own your facility process, there may be some advantages and and identifying the cost of the facility you can incentives that can offset construction costs or afford. An accountant also can help you identify help you add amenities to the project. Incentives opportunities to achieve tax benefits through may include: energy savings programs, redundant construction cost segregation. or uninterrupted power, faster and more reliable data links, emergency generators, etc.

PROJECT DELIVERY GUIDE 7 3. MASTER PLAN AND SPACE NEEDS ANALYSIS

The first milestone in your facility planning process is to determine how much space you need. This can be found through a full facility master plan, or a more simple space needs analysis. Once you have this information, you can start to compare different building sites.

Facility Master Plan

If you are interested in a long-term strategy for your facility or facilities, you may want to consider a master plan. Master planning involves the long-term design and planning of a facility, be it a building, group of buildings or an entire site. Depending on how an organization transforms over the years, the master plan may involve several options to provide the flexibility to accommodate change and growth, meet current and future space needs, and support a strategic plan.

For example, if your facility no longer supports GE Medical Systems Lunar developed a facility master plan that its operations, you need to determine whether or accommodates growth and change. not the existing site will support current and future space needs. A comprehensive master plan, completed with the assistance of an A/E, will help to evaluate your existing facility and site for its potential long-term utilization.

A master plan also may involve an analysis of your existing facility from the standpoint of building and zoning codes, maintenance, current space utilization and appearance. Another important consideration is employee efficiency, which is related to the organization of the space.

8 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE MASTER PLAN AND SPACE NEEDS ANALYSIS

During the master planning process, the A/E will The master planning process may determine collaborate with you to: that your existing location will not accommodate growth past a certain point. If so, then the master / Evaluate the relationship between your planning process will include creating and employees and their individual occupation, prioritizing a wish list for your future site. Criteria equipment and environment. may include: / Address equipment and technology, which evolve quickly and affect space requirements. / Access to roads and utilities. / Identify and assess your user requirements / Security. and corporate strategic plan. / Image. / Translate data into specific design criteria. / Size, configuration and location of buildable / Improve functional efficiency and employee parcels. productivity. / Opportunities for expansion. / Plan for future growth and change. / Amenities, including park-like settings, views, / Identify square footage requirements. topography, hiking/biking trails.

Often, a facility master plan proposes construction After you’ve selected a site, which meets phases to accommodate growth and change your criteria, the architect can complete a through the years. An effective master plan quick-fit analysis to determine that the site includes trigger points for expansion of the facility accommodates current and future growth (see that are coordinated with the growth of your Figure 4). A green light means you can develop a organization. Your master plan should evolve as comprehensive, site-specific plan that synthesizes your business evolves. facility criteria with the uniqueness of the site. Section 9 describes the site selection process.

Figure 4: Site Development Options for Electronic Theatre Controls

Site Analysis 1 Site Analysis 2 Site Analysis 3

PROJECT DELIVERY GUIDE 9 MASTER PLAN AND SPACE NEEDS ANALYSIS

Summit Credit Union’s master plan helped the organization analyze its existing office space and address its growth for the next 10 to 15 years. The plan considered 10 different options.

Determination of Size and Type of Spaces Then, the A/E will total the NSF components and extrapolate this information into a gross square If you determine that you definitely need to build foot (GSF), which is used to determine parking a new facility, it’s important to determine the size requirements, construction classifications and and type of spaces you need to accommodate overall unit costs. current and future requirements. A simple space needs analysis helps identify your building’s You can estimate the building’s future population complexity and cost, and identifies the time by examining your corporate organizational chart, required for design and construction. After you’ve and identifying any new positions required over determined the quantity of space required, you the next 5 to 10 years. An accurate estimate of can evaluate various building sites. the building population enables you to plan and design for growth. Your project team can predict Space needs analysis involves a room-by-room the quantity and type of growth you anticipate description of the proposed facility. This exercise by evaluating the space needs analysis and involves identifying the required net square foot reviewing your organizational chart. (NSF) for each room. Starting with a thorough analysis of your current space, the A/E will The space needs analysis: consider potential growth areas, new business / Verifies overall building and site requirements units or departments that the space does not / Assists in developing facility project budgets accommodate now. / Evaluates the magnitude of facility expansion.

10 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE 4. FACILITY PLANNING AND PROGRAMMING

As a starting point in the design process, Data Collection and Analysis programming sets the foundation for translating an owner’s objectives into a facility that supports The first step in programming is to gather an organization’s strategic plan. Facility information about the client, users, external programming identifies and analyzes spatial and requirements/standards and the A/E’s own functional information that shapes a building’s experience. All key participants should be design. The objective is to identify project goals, involved, especially the owner’s representative determine performance requirements for the and the individuals who will supply approvals for space, and identify any special requirements the project to move forward. that should guide the design. During this phase, an integrated team of architects, engineers and During programming, the client will share interior designers will immerse themselves in your information about strategic goals, organization organization to gain a thorough understanding of and procedures. In some cases, the client may not your business goals, objectives and culture. be the end user. For example, a developer may be building a facility for a tenant or tenants. In this During the programming phase of a facility case, it’s important that the programming exercise project, your project team will identify and prioritize recognizes that the facility needs of the owner design needs as they relate to the overall project and user may be quite different, and both must be goal, including: incorporated into the design.

/ Specific space requirements: Identify and The A/E also will collect information about assess user requirements and resolve functional planning and zoning ordinances, building codes challenges. and any regulations that will impact facility / Goals for functional efficiency and employee requirements. The A/E also will draw upon its own productivity: Evaluate the relationship between experience with the facility type, client type or employees and their occupation, equipment and situation faced by the client - this familiarity is an work environment. invaluable resource in identifying innovative and / Mechanical system requirements. constructive design solutions. / Character and aesthetics of spaces: Explore and create innovative design concepts. Programming evolves into a very beneficial / Integrate parts, form and color in a uniform reciprocal process of translating program ideas theme. into design concepts, which then help the A/E and / Invent flexible, productive and comfortable you reassess and refine program goals. space to accommodate growth/change.

Programming steps typically include: / Data collection and analysis. / Development of design concepts. / Communication of information and ideas. / Evaluation of the resulting program.

PROJECT DELIVERY GUIDE 11 FACILITY PLANNING AND PROGRAMMING

The A/E will facilitate a series of focus groups to solicit input Figure 5: Programming Sketch from all of the organization’s interest groups, including the facility manager and custodial staff, who have hands-on knowledge of the building’s intricacies. Following these sessions, the project team will build consensus with participants about design parameters, budgets, program options and operations, staffing concerns, and the physical requirements that accompany these functions. The A/E will identify individual requirements for each room, including: / Special equipment. / Lighting requirements. / Furniture. / Temperature and air conditioning tolerances. / Power and data requirements. Figure 6: Functional Diagram

Development of Concepts and Communication of Ideas

Throughout the programming phase, the A/E team uses several tools to gather information and communicate essential concepts to you. For example, the A/E will translate space requirements into design sketches of various project components (Figure 5). These drawings help communicate building space requirements, so you fully understand each facility element.

The determination of adjacency criteria will establish the most efficient manner to organize spaces within your building Figure 7: Block Diagram in order to minimize travel, maximize interaction and support efficient product flow.

A functional diagram (Figure 6) is a programming tool that identifies the important relationships between departments and public spaces throughout a facility.

Based upon your specific adjacency criteria, the A/E will develop block diagrams (Figure 7) to represent several ways the pieces of a building puzzle might fit together within a building shell. Once major spaces are organized efficiently and the program is approved by the owner, the project can advance to the schematic design phase.

12 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE FACILITY PLANNING AND PROGRAMMING

City Center West

During facility programming, it’s important to Existing Facility Survey develop a conceptual budget. At this stage, the goal of the budget is to understand the cost Perhaps you are in a situation where you are implications of the ideal facility and to identify the trying to determine whether you should tear most efficient way to achieve ambitious design down or reuse an existing structure. In this case, goals. This is the first of several budget reviews a thorough evaluation of the existing structure that occur throughout a project. Budget monitoring should take place prior to programming, and minimizes surprises to the owner and prevents consider: costly rework, schedule delays and changes during construction. / What kind of shape is the building in? / What will it take to modify the structure to Evaluation of Resulting Program house the program? / Can the required activities be completed within The final products of the programming phase are the budget? the program statement and conceptual budget. The program statement summarizes the data that was compiled and makes recommendations about next steps. Once these are completed, the building owner and design team are poised to design a facility that fulfills the owner’s facility requirements for performance, budget and flexibility, while supporting the organization’s strategic goals.

PROJECT DELIVERY GUIDE 13 5. BUDGET

The project budget should be identified as early Contingency Budget in the building development process as possible. Initially, the budget is based upon a concept plan It’s important that the owner reserve a and derived from historical cost comparisons contingency budget to accommodate with buildings of similar complexity and features. unforeseen conditions, such as soil problems, You will achieve the most accurate budget with adverse weather, trade coordination issues or the most accurate space needs analysis and material delivery delays, etc. In the case of an program statement. Figure 8 presents an overall addition or renovation, the contingency also will breakdown of costs for a typical building project. cover any necessary disruption to operations, including utility shut downs. Generally, new The more detailed the budget is, the easier it is construction requires a contingency of 3 to to define where costs can be adjusted. During 5 percent of the construction budget and the design phases, the A/E will advise you about renovations require a 5 to 10 percent contingency. the cost implications of your choices. If the Any owner-initiated changes after design is project cost initially is more costly than you can completed are in addition to the contingency afford, the A/E can identify value engineering budget. opportunities. Value engineering helps you to evaluate the cost and quality of various building components. As you approach value engineering, it’s important to consider your requirements for durability, performance and size of the space you need. Figure 9 on the following page presents a breakdown of project costs, including unit costs, alternates and soft costs. Figure 10 presents an example of required cash flow for two different delivery methods.

Figure 8: Typical Project Budget Breakdown

Item Percent of Budget Site improvements 2 - 5 % Building construction cost itemization 50 - 75 % Furniture, fixtures and equipment 10 - 15 % Project soft costs (legal, survey, financing) 5 - 8 % Design fees 6 - 10 % Moving costs 1 - 2 % Inflation 2 - 7 % (varies) Land acquisition Varies Business downtime Varies

14 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE BUDGET

Figure 9: Project Cost Analysis Project Construction Cost:

offices and Administration 100 Systems Furniture @ 8' X 8' 8,384 gsf $671,000 12 Private Offices @ 150 sf 2,358 gsf $259,000 Classrooms 2,882 gsf $346,000 Break Room 1,048 gsf $115,000 4 Conference Rooms @ 150 sf 786 gsf $86,000 Copy Area and Work Room 786 gsf $86,000 General Office Storage 655 gsf $52,000

laboratory Functions 8 R&D Laboratories @ 600 sf 6,288 gsf $1,415,000 5 Lab Support Rooms @ 150 sf 983 gsf $246,000 Freezers/Refrigerator 393 gsf $71,000 Specialty Labs 2,096 gsf $524,000

Circulation, mechanical and Common Spaces 2 Stairs 1,048 gsf $105,000 Elevator and Machine Room 393 gsf $51,000 Loading Dock 1,310 gsf $144,000 Warehouse Storage 2,620 gsf $183,000 2 Sets of Toilet Rooms 1,886 gsf $245,000 Boiler Room 3,930 gsf $393,000 Mechanical Penthouse 2,620 gsf $183,000 Electrical Room 1,310 gsf $92,000 41,776 gsf $5,267,000

miscellaneous Construction Costs Site Improvements (Landscaping, Parking, Drives, etc.) $800,000 Winter Construction Premium $100,000 Construction Contingency (+/- 15 %) $925,000 Total Construction Cost $7,092,000

Soft Costs Legal/Survey/Design Fees/Testing/Permits $851,000 Total Soft Cost $567,000 Owner's Furniture/Fixtures and Equipment $1,500,000 Artwork Allowance $200,000 Total Soft Cost $3,118,000

Total Project Cost: $10,210,000

. Initial project budgets often consist of probable unit costs for the various components of the building. Unit costs may be determined from a variety of sources, including similar project costs, contractor consultation, cost estimating publications and professional experience. . Specific items or systems that affect the project’s cost may be identified as alternates, so that they can be evaluated incrementally. . Project soft costs, such as fees and contingencies, should be budgeted at this time.

PROJECT DELIVERY GUIDE 15 BUDGET

Figure 10: Project Cash Flow Comparisons

16 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE 6. SCHEDULE

The schedule is a driving force behind a building Construction Phasing project. When building owners clearly understand how the project team will collaborate to achieve Building schedules often are compressed in order important milestones, they help accelerate the to occupy a facility by a critical date. Phasing project and set the foundation for a successful may be the best method to complete the project project. Schedules also address constraints within a tight time frame. By overlapping design such as local weather conditions, planned utility and construction phases, the contractor can extensions and coordinating with the local review begin foundation or demolition/remodeling work agencies. earlier, and the design can be completed during construction. Critical Milestone Schedule Permitting and Review Process A first step in setting a realistic schedule is identifying the owner’s critical dates. A realistic The team should consult with the local jurisdiction schedule provides reasonable time for design to determine requirements for a permit or review and construction, including adequate time for the process, and request a building permit as early as owner to contemplate decisions. The schedule possible. Another common strategy to accelerate can have a major impact on project costs and the schedule is to pre-order all long lead items, influence the selection of a construction delivery such as HVAC equipment and structural steel. method (see Section 7). The A/E and contractor develop a task list that identifies a critical path How the Schedule Impacts the Budget indicating when: As the project timeline is reduced, costs increase / Information is required. accordingly. Therefore, it is important in the / Critical decisions must be made. planning stage to weigh the pros and cons / Designs will be completed. of compressing the schedule. For instance, / Construction will start. accelerating the design may result in a building / Equipment will be ordered. that is less refined in terms of function. In addition, coordination and accuracy may be sacrificed, Every schedule should incorporate some resulting on costly change orders after the contingency time to accommodate minor project is bid. setbacks, such as adverse weather conditions, delays in owner approvals or funding. Armed with a clear understanding of what drives a project schedule, owners can communicate their overall expectations and critical milestones, make informed project decisions, provide adequate personnel resources to expedite the process and control project costs.

PROJECT DELIVERY GUIDE 17 7. PROJECT DELIVERY OPTIONS

When planning a facility, owners must evaluate During design, more time is available for the delivery method options within the context of the owner to review and evaluate options. The project’s unique requirements, including: owner also is aware of building costs prior to construction, and can achieve significant value / Cost control from competitively bidding all project components. / Schedules The A/E advocates the owner’s interests without a / Quality direct tie to the general contractor.

Design/Bid/Build Since tasks are completed sequentially with D/B/B, this delivery method usually requires The most traditional delivery method is known more time than other methods. Another potential as design/bid/build (D/B/B), where the owner disadvantage is that contractor selection is based contracts with an A/E for the building design. solely on price, rather than qualifications. You After design is complete and documented for can minimize this shortcoming and still achieve construction, the owner solicits competitive competitive pricing by pre qualifying contractors. bids from qualified contractors and awards the construction contract to the lowest qualified Negotiated Contract bidder. The A/E then administers the contract as the owner’s agent. With the negotiated contract delivery method, the owner selects the A/E and pre-selects a The building owner benefits from a customized general contractor. The general contractor then design that meets current and future performance collaborates with the A/E and owner to select requirements. The owner also can achieve building materials and systems. The contractor operational and maintenance efficiencies over the also manages the bidding and construction of the building’s lifetime. project.

In this scenario, the owner and general contractor agree upon a guaranteed maximum price (GMP), typically at the completion of the design development phase.

This arrangement may result in several benefits. Since the A/E works directly for the building owner, it still advocates the owner’s interests, months may be shaved from a project schedule. Also, the contractor is selected based upon previous performance and quality of work, and becomes an important part of the design team.

Monona State Bank

18 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE PROJECT DELIVERY OPTIONS

Another advantage of a negotiated contract project is that the owner is aware of building costs early in design. The owner benefits from competitive subcontractor bidding on all project components that are not self performed by the general contractor. Building schedules often are compressed to occupy a facility by a critical date.

With the negotiated contract option, the owner may choose to “fast track” the project schedule by having the A/E issue the contract documents in multiple bid packages. By overlapping design and construction phases, the team can start the foundation or demolition/remodeling work earlier, and design the remainder of the project throughout the construction phase. Design costs may increase to compensate for the production and administration of multiple bid packages. An increased project contingency fund is recommended to cover the potential for a greater number of change orders. University of Wisconsin, Lowell Center Although there is ample time during design for The D/B then completes design and construction, owner input and review, these opportunities are with construction commencing during the design somewhat compressed, due to the accelerated process. schedule of the “fast track” option. The owner must be willing to make important decisions more The major advantages of this method are similar quickly than in a D/B/B, or a single bid package to those of the negotiated contract method. The negotiated contract scenario. facility is delivered quickly and the owner receives a fixed cost during early design and construction. Design / Build

However, the owner also has fewer choices The design/build (D/B) alternative integrates with D/B. Many D/B entities deliver cost savings design and construction, and the owner contracts by limiting design alternatives that might be with a single D/B entity, which assumes the better suited to the owner’s needs. Another responsibility of delivering a completed building. disadvantage to D/B is that there is not an With this delivery method, the owner works with independent advocate for the owner. the D/B to establish a facility budget.

PROJECT DELIVERY GUIDE 19 8. FINANCING

There are many choices with regard to owning For the lease alternatives, the A/E can segregate and financing a building and each should be costs amortized over the life of the lease (i.e. 10 considered and weighed. years) from the life of the building, yielding the anticipated annual lease rate. Your accountant Ownership options include: or business consultant can help evaluate and compare the available options. / Purchasing the building outright / Financing the building through a lender It may be more challenging to obtain financing for / Financing the building through a third party high tech or special use buildings. Some lenders investor often are averse to taking a risk on buildings with limited potential for reuse; therefore the owner’s Alternatively, developers often are willing down payment is sometimes larger than if the to finance a facility and lease it back over a building were a typical office building that could negotiated period (usually a minimum of 10 be leased or sold to another organization quite years), oftentimes with an option to purchase. easily. If you can demonstrate that the facility This is great for companies who want to devote can be reused without a significant amount of more financial resources toward operations, expense, the financing may be easier to obtain and minimize their capital expenditures. at competitive rates. Facility characteristics that Another alternative is to create or partner with a enhance the potential for reuse include; multiple partnership of investors who own the facility and entrances, modular spaces, generic laboratories lease it back to the organization. and other standardization.

In each instance, you should consider corporate goals, tax advantages and operating expense options. Your A/E can assist by budgeting the building construction cost, along with anticipated soft costs.

HealthEmotions Research Institute

20 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE 9. SITE SELECTION AND ANALYSIS

Site analysis involves the evaluation of an Compare Potential Parcels existing or potential site as it relates to your project’s program, budget and schedule. You After you identify some general areas where you might find it helpful to enlist the assistance of a would like to build your facility, a real estate broker real estate broker, who will understand the market can help find specific parcels that accommodate and be aware of available parcels. A development your space requirements. At this point, you can consultant also can help guide you through the begin to compare the sites according to some site selection process. more specific, detailed criteria. Your A/E can offer advice about building, parking and general site Identify and Prioritize Site Selection Criteria parameters. Some of these criteria include:

Using your facility program, strategic plan and / Development costs. corporate demographics as a starting point, / Property taxes. the A/E will help you identify and prioritize site / Development incentives. selection criteria. This will help you narrow your / Zoning restrictions. focus to specific areas or communities. Some / Land acquisition costs. general location issues include: / Physical characteristics of the site (climate, slope, prevailing wind direction and velocity, / Where employees live. solar orientation). / Where clients are located. / Cultural factors (site history, surrounding land / Your corporate culture. uses, economic value). / Land acquisition costs and development costs / Regulatory factors (zoning, planning and site in different communities. plan review, codes). / Different municipalities’ regulatory approval / Site access. time frames. / Municipal regulatory processes and timing. / Availability of utilities. Before you begin to shop for sites, it’s important / Value of the land after development. to understand your overall spatial needs as they relate to major program elements, such as:

/ Building footprint. / Parking requirements. / Circulation and open space requirements. / Special constraints and requirements.

PROJECT DELIVERY GUIDE 21 SITE SELECTION AND ANALYSIS

Physical Characteristics Your site analysis also may include an evaluation of the economic value of the land. This is helpful The topography of a site can significantly impact in determining the extent of buildable area based the building potential of a site. Some important on the economics of development. things to evaluate include vegetation, drainage patterns and proximity to drainage ways/ Regulatory Factors floodplains and location and capacities of utilities. Geotechnical characteristics are another important Many regulatory requirements can impact a consideration when looking at a site, since they site. Municipalities use zoning to create and often drive the costs associated with developing maintain land use and design standards. Often, a site. Your A/E can evaluate soil surveys to many communities have planning boards that determine the depth to bedrock, elevation of the review site and building plans in detail. Keep water table and foundation bearing capability of in mind that these boards have broad powers a particular site. Determining the location and of review, negotiation and approval. Additional capacity of each utility system is another key codes for building, fire and construction affect site consideration. requirements by establishing minimum standards for things such as handicap access and parking. Cultural Factors Conduct Quick-fit Analysis Your site analysis may include an evaluation of its historic land use and value of existing structures If you narrow down your selection to one or two on and adjacent to the site. It’s also important options, the A/E can conduct a quick-fit analysis to consider the land use in the adjacent area to to determine whether the sites accommodate your make sure that your facility is compatible within facility footprint, and determine whether there is the context of the existing community. expansion capability to support your growth.

Develop Site-Specific Plan

Once you have selected and purchased your site, the A/E will develop comprehensive, site-specific plans that synthesizes your facility criteria with the uniqueness of the site.

Villager Mall, Master Plan

22 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE SITE SELECTION AND ANALYSIS

SiteSITe Analysis AnAlYSIS Checklist CheCKlIST SITe A SITe b Factored Factored Criteria Factor Points Points Points Points TImInG Time required to close Owner’s willingness to sell Zoning-rezoning requirements Site drainage Soil condition/site preparation Utilities Approval process timing SIZe Total acreage available Options for footprint Future expansion capability Probable acquisition cost QUAlITY Setbacks/landscaping options Zoning - allowable use Zoning - continguous use Covenants, restrictions, easements Proximity to public transportation Amenities CoST Purchase price Parking options Conventional financing options Tax incremental financing Utility financing

PROJECT DELIVERY GUIDE 23 10. DESIGN

Each facility project is unique, and is driven by a client with a distinct culture, strategic plan and specific design needs. Design elements should consider the following:

Image - A facility’s visual impact is indicative of an organization’s culture. When used as a strategic marketing tool, a facility expresses a company’s distinctive brand to its clients, workforce and prospective employees. Venture Investors Amenities - Recent studies conclude there is a correlation between employee satisfaction with Sustainable elements may help lessen the the work environment and company performance. building’s environmental impact and provide a By making physical improvements to a healthful, comfortable environment for employees. corporate office facility, a business can decrease absenteeism, recruit top talent and increase Facility flexibility and expandability to profitability. accommodate change and growth - During the design of a facility, it is important to assess current Collaborative Space - Today’s knowledge-based and future space needs and anticipate growth. workforce requires more space to collaborate and Since business functions and organizations share ideas. Corporate offices with more open can change quickly, office buildings should be space and smaller environments, or enclaves, designed with built-in flexibility to accommodate support interaction and the exchange of ideas operational changes, as well as growth. A modular facility layout is cost-effective and provides Integration of building systems - It is important flexibility and expansion capability. Flexibility also that the mechanical engineer and architect can be achieved by limiting the number and sizes collaborate closely from the onset of facility of various rooms. planning. This results in a building that integrates mechanical, electrical and telecommunication Future reuse of space - A facility is a tool that components into a well-coordinated whole. supports an organization’s business and strategic Flexibility can be achieved by incorporating plan. The building also is an asset that can be building utilities and systems with the capacity marketed for reuse. If a company intends to sell to accommodate future operational needs and or lease its facility to another user at a later date, growth. or adapt to a different organization, it should incorporate as much flexibility into the building as Energy efficiency/sustainable (green) design - possible. There are many opportunities to incorporate cost- effective, energy-efficient, real-life sustainable design alternatives into corporate office facilities.

24 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE DESIGN

Move-in/occupancy - In scheduling a corporate Zoning and code analysis may involve graphic facility project, forethought should be given to illustrations of the zoning envelope, which is anticipated move-in and occupancy coordination the height, bulk, setbacks and other limitations issues. The goals are to minimize any potential imposed by municipal codes. This information, downtime and to maintain productivity during this when combined with parking and loading phase of the project. requirements, existing conditions, building area and height limitations and other code Comparative costs and payback - Throughout requirements, will help the A/E to organize the the design process, there are many opportunities program into a building mass that complements to compare costs and quality of different building the site. If your building project must work with or materials, features and systems. These should be include existing structures in its final solution, it’s evaluated in a holistic manner, with consideration important to document existing conditions for use given to future payback. in design.

Often times, Strang will conduct a Visual After analyzing the information, the A/E will Preference Survey and/or Benchmarking Tours. combine it into an integrated solution that sets the These approaches allow you to review multiple foundation for the conceptual design. Some A/Es design styles/applications to determine visual, follow approaches that generate and test several material, and environmental preferences prior alternatives. schematics. This approach is cost effective as it establishes benchmarks - increasing the likelihood Your design goals will establish the functional and that initial facility concepts will be in line with your aesthetic guidelines for making design decisions. overall needs. These overall goals also will help you establish priorities when trade-offs must be accommodated The design process typically involves the in the design solution. Your project’s complexity following: and schedule will determine how long the / Analysis (to define the design problem). design process will take. The design of a project / Synthesis (to translate analysis into a concept). development typically includes three basic / Refinement (when the concept is developed phases: into a more detailed solution). / Implementation (when the design is converted / Schematic design. into documents for bidding and construction). / Design development. / Construction documents. The goal of analysis is to identify and organize the factors that will shape the development of your design concept. For example, during a site analysis, the A/E will graphically organize site data on a site survey; this often begins to point in the direction of the design solution. The site almost always is a key influence on the design.

PROJECT DELIVERY GUIDE 25 DESIGN

Schematic Design (SD) The estimate may include an initial analysis of your budget, with some suggestions for changes The main goal of this phase to determine a clearly based on the site or marketplace. It’s standard for defined, feasible design concept that the owner the preliminary estimate to include contingencies understands and approves. This phase also for further design development or changes in involves clarifying the program, exploring the construction. most promising solutions and providing a basis for analyzing the cost of the project. Design Development (DD)

At the beginning of schematic design, the A/E The main goal of the design development will identify a basic organization for the project. phase is to identify and describe the important This may be a plan concept, a decision to mass components of the project based on reviews the building either vertically or horizontally, or the and input by the client. When completed, this use of an organizing element, such as a central phase gives the A/E virtually all the information corridor. During schematic design, the A/E will: necessary to complete the design and prepare construction drawings for the contractor. / Evaluate multiple options. / Create specific spaces. During design development, the design team / Build consensus among decision makers. will identify a coordinated description of all / Establish the overall design direction. aspects of the design. No major issues that could cause significant rework during the construction Schematic design includes space allocation documents phase should be left unresolved. In and utilization plans based on your functional general, design development includes: relationships, consideration of alternative materials, and the development of conceptual / Fully developed floor plans. design solutions. During this phase, the A/E will / Interior and exterior elevations. provide you with multiple drawings and sketches / Reflected ceiling plans. that depict the design options for your space so / Wall and building sections. you can make choices and identify the facility’s / Key details. design direction. You also will begin to discuss / Basic mechanical, lighting, electrical, plumbing requirements for HVAC, plumbing, electrical, and fire protection systems. telecommunication and security systems. / Interior construction details, including partition locations. Preliminary Construction Cost Estimate / Furniture, furnishings/equipment selections. / Materials, finishes and color selections. The cost estimate that you will receive during schematic design is limited in terms of detail. It may be broken down by trades or systems, such as mechanical, structure or plumbing.

26 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE DESIGN

The design development phase also involves a Strang is working with American Players Theatre in Spring Green to design and build a new indoor theatre and production support thorough analysis of the engineered systems, as building. Currently under construction, the new buildings will be well as value engineering to identify opportunities complete in July 2009. to save money. There also may be some discussions about phasing the project or issuing multiple bid sets to speed construction; validation issues; and jurisdictional approvals.

During this phase, the A/E also will discuss construction phasing or the preparation of multiple bid sets to expedite construction or jurisdictional approvals. The A/E will review the budget to make sure the project is on track. At this point, minor design elements such as wall and carpet colors or door hardware may still need to be established

but the critical components of the building design Perspective drawing of the Theatre building. have been agreed upon at this point.

Construction Documents (CD) Phase

During the construction documents phase, the A/E will make final selections of materials and systems selections and determine building details and dimensions. At the conclusion of this period, the A/E will provide the contractor with the

documents necessary to bid and build the project. A detailed west elevation Changes in the design requirements during this phase can significantly delay the schedule and drive up costs.

The final documents will include: / Drawings and specifications that describe materials, equipment, quality and performance criteria required for construction. / Project manual, including conditions of contract, bidding and procurement information and specifications.

Theatre currently under construction Bidding and negotiation often leads to proposed substitutions or modifications in details to gain cost savings or simplify construction.

PROJECT DELIVERY GUIDE 27 11. INTERIOR DESIGN

Your interior environment is an excellent tool for communicating your corporate identity to your employees and to your customers. The interior of your space helps capture and communicate the image and essence of your organization.

Interior design encompasses:

/ Selection of interior finishes and furniture. / Acoustics. / Interior architecture. / Lighting. The Prairie Bean Coffee Shop has a warm, inviting atmosphere with a / Furniture space planning. view of a restored prairie. / Selection of artwork, plants and signage. / Integration of audio/visual technology.

When planning the interior of your space, your interior designer will suggest a variety of concepts to create an environment that reflects your culture and image, helps you plan for the future, and meets your budget. The interior designer also can manage the competitive bidding process for furniture and equipment, and even help identify discounts that help you maximize the value of your budget. The office space in this research and development building features sustainable materials and an abundance of natural daylight. Some important interior design objectives include:

/ Creating a sense of consistency by relating the interior design to the exterior design of the building. / Providing flexibility to allow your organization to expand, contract and reorganize. / Anticipating and accommodating new technology. / Providing important amenities, such as informal gathering spaces and fitness facilities.

Companies are able to reinforce their corporate The lobby area in this bank features splashes of color, curved soffits identity through their interior environment. and counters and bright pendant fixtures.

28 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE 12. CONSTRUCTION

You are on the home stretch as you approach Generally, new construction requires a the construction phase of your new facility. Your contingency of 3 to 5 percent of the construction understanding of the following construction phase budget and renovations require a 5 to 10 percent issues will help prepare you to make decisions in contingency. Any owner-initiated changes are in the field, minimize change orders, and deliver a addition to the contingency budget. project that meets your requirements. Communication is critical during construction. Each member of the construction phase team has The contractor’s superintendent will conduct a special role and responsibility to execute. This bi-weekly progress meetings with the owner’s group collaborates as a team to achieve a common representative, A/E, and HVAC, plumbing goal: to deliver a high-quality building that meets and electrical project managers. During these your budget and schedule. The A/E’s construction meetings, the team will review a schedule for administrator confirms that construction complies trade activities to make sure that construction will with the design and contract. If brought on board be completed efficiently and by the contractual during design, the contractor already may have completion date. If necessary, the team will make provided cost estimating and constructibility adjustments to material deliveries or labor to review during design. During construction, the achieve deadlines. contractor’s superintendent, subcontractors and suppliers join the team and are responsible for Don’t be surprised by changes that occur during executing and managing construction activities. construction to accommodate unforeseen (If the project is bid, the general contractor starts conditions. Your contingency budget is reserved collaborating with the team after the design is for these change orders. The contractor will completed.) estimate fair costs for changes and provide the owner with a labor and material breakdown, if It’s advantageous to have proactive owner requested. Interior perspectives developed during involvement during construction. At a minimum, design may help you visualize the final space and the owner always should be aware of the status of minimize changes during construction. Conduct the budget, schedule and any change orders. periodic tours during the initial rough-in stage of construction; at this point, it’s less complicated Prior to starting construction, the owner, and less costly to make changes. A/E and contractor establish a project budget in a contract. It’s important for the owner to The A/E’s construction administrator makes reserve a contingency budget to accommodate recommendations to the owner to accept, reject unforeseen conditions, such as soil problems, or revise change orders. The owner must approve adverse weather, coordination issues or material every change order. delivery delays, etc. In the case of an addition or renovation, the contingency also will cover any unplanned disruption to operations, including utility shut downs.

PROJECT DELIVERY GUIDE 29 CONSTRUCTION

Construction Completion and Project any required corrections. When the subcontractors Close-out have corrected all of the deficiencies, the A/E will conduct a walk-through and make notations of Project closeout occurs when the construction uncompleted and/or unacceptable work; payment approaches conclusion and the owner is about to will be withheld from the contractor until these occupy the space. At this point, all systems have items are completed or corrected. This process is been installed and are operational. Depending known as a “punch list.” upon the building type and use there are a number of tasks to be completed. Occupancy Permit

Commissioning The building can only be legally occupied after it passes an on-site inspection from the local During commissioning, the Project Team will or state building inspector and the local fire operate all building systems under the conditions department. The A/E will initiate the inspection that they will be exposed to under normal by completing and submitting a substantial occupied operation. During this exercise, the completion form with the building code officials. contractor works out the bugs of each system, fine The loose definition of substantial completion is tunes the various components and makes certain that the facility is occupied for its intended use, that all of the systems are working in accordance which means that the occupants can perform their with the plans. The contractor will operate motors work in a safe environment, even if minor repairs under full load, switch the switches, exercise must be completed. generators and test the HVAC system to make sure that each diffuser is supplying the correct Owner Training amount and temperature of air. The architect/ engineer will work with the various contractors The owner’s maintenance staff will receive during the commissioning to evaluate the tested training in the operation and maintenance of results and test reports for the owner. The equipment from the HVAC, electrical and plumbing commissioning process should be conducted after contractors. The A/E will work with the general construction is concluded and prior to occupancy contractor to schedule these training sessions. so that construction and move-in activities don’t Some projects may warrant a video recording of interfere with the results. the training session.

Punch-lists

When construction is substantially complete, the general contractor’s superintendent will review the project and the work of all of the subcontractors and tradesmen. The superintendent will compare the completed work to the plans and specifications, and notify subcontractors about

30 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE CONSTRUCTION

Validation Attic Stock/Spare Parts

Facilities with specialized processes, such as The A/E typically will specify additional carpet, pharmaceutical manufacturing, probably will ceiling tile, floor tile, paint, etc. for the owner’s use require validation of the systems and process. in making small repairs throughout the building’s The validation procedure may take from lifetime. The A/E also will request spare parts for between one month to many months in duration, machinery. These items will be delivered to the depending upon the complexity of the process and building upon completion of the project. environment. The process should commence after the building is commissioned and all systems are Post Construction operational; however, the validation procedure should be developed during the early design Every building is unique and essentially a stages of the project in order for all parties to have prototype. As such, one should expect that there a clear understanding of their particular roles and occasionally will be bugs to tweak and correct responsibilities. during the facility’s operation. Typically, the A/E requires the contractor to warranty the building for Record Drawings and Operation and one year after substantial completion. This means Maintenance Manuals that the owner should expect the contractor to be available to resolve the occasional roof leak, After substantial completion of construction, door squeak, fan noise, etc. Items subject to the contractor also will assemble a set of the wear and tear, such as paint scrapes, broken construction as-built documents (plans) on which glass and carpet tears, typically are the owner’s any field changes have been noted (the location responsibility. of underground utilities or hidden conditions are typically shown). As an optional service, the When seasons begin to change, the mechanical A/E can incorporate the changes made during system will change from a cooling mode to construction along with the contractor’s notes heating mode; the A/E and contractor can assist in into a new set of reproducible documents (record fine-tuning the system to accommodate these new drawing) or electronic files for the owner’s use. conditions.

Since there is a one-year warranty on the building The owner should also expect to receive several from the contractor and many one-year warranties sets of a manual that compiles operational and on various equipment, an 11-month inspection of maintenance information (O&M) for each piece the building by the A/E and contractor is a prudent of equipment. Warranties and guarantees also step. Schedule the A/E for this warranty review at are provided for all equipment or systems that the date of substantial completion. required them.

PROJECT DELIVERY GUIDE 31 13. GLOSSARY OF TERMS

Construction administrator (CA) - A building design A professional employed by the A/E to provide guidance during the construction phase. The role of the CA Architect/engineer (A/E) - A professional licensed and is to interpret the design and provide guidance to registered by the State in which the project is being the contractors, resolve discrepancies in the plans constructed, familiar and experienced in similar building and specifications, assist the general contractor in types. Many A/Es are specialists in specific building coordinating various trades, review shop drawings, types such as laboratories, churches, housing etc. monitor the construction schedule, review contractor The A/E team usually is comprised of professionals payment requests and record the project progress with specializing in aspects of the project design such as reports and minutes. designers, managers, specification writers, HVAC engineers, electrical engineers, landscape designers, Construction documents - The plans and structural engineers, construction administrators, etc. specifications that describe, in detail, the requirements for the construction of the project. These documents A/E project manager - The A/E’s manager for the are incorporated into the contract between the project and primary point of contact for the owner, owner and the contractor, and define the product contractor and government unit. Responsible for that the owner should expect at the conclusion of the coordinating all architectural and engineering activities construction. Typically, the contractor will base its bid while monitoring the project budget, design, and on these documents. schedule. Construction manager - An individual or company hired by the owner to coordinate the C construction project. This person typically is a specialist in the building trades with a background Codes - A government unit’s regulations, ordinances in general contracting who is charged with hiring the and requirements defining the minimum acceptable subcontractors and purchasing the materials required design and construction standards usually related to to complete the project. safety, accessibility, comfort and energy conservation. Contingency budget - A part of the budget that is Change order - An amendment to the construction set aside to accommodate unforeseen conditions or contract between the owner and general contractor necessary disruptions to operations (in the case of a that authorizes a change in the work, change in the renovation). project cost, or change in the schedule. The change order must be reviewed and approved in writing by the D owner, contractor and architect. Design-bid-build delivery method - After design is Commissioning - After the building is constructed, the complete and documented for construction, the owner Project Team operates all building systems under the solicits competitive bids from qualified contractors and conditions that they will be exposed to under normal awards the construction contract to the lowest qualified occupied occupation. bidder. The A/E then administers the contract as the owner’s agent. Conceptual budget - A preliminary cost estimate for a proposed building or remodeling. The conceptual Design-build delivery method - The design/build budget is typically based upon “historical costs” of (D/B) alternative integrates design and construction, similar buildings and contains a contingency to account and the owner contracts with a single D/B entity, which for anticipated project evolution. The concept budget is assumes the responsibility of delivering a completed an early indication that costs are in line with the budget. building. With this delivery method, the owner works with the D/B to establish a facility budget. The D/B then completes design and construction, with construction commencing during the design process.

32 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE GLOSSARY OF TERMS

Design development - The second of three design phases during which the A/E prepares more detailed I drawings and finalizes design plans. An outline specification that lists all major materials to be used Interior designer- A building design professional typically is included. At the completion of this phase, employed by the A/E to provide design expertise in the A/E has virtually all of the information necessary interior design, workspace performance and furniture to produce construction documents. The contractor selection. The role of the interior designer is to work can prepare an accurate budget and/or guaranteed with the owner during the design phase to determine maximum price (GMP) from these drawings. the most efficient and pleasing configuration of workspaces, to provide expertise in creating stimulating interior design and prepare drawings and specifications F to be incorporated into the building design documents for bidding. The interior designer can also assist in coordinating colors, materials and textures for Facility manager - Employee of the building owner a new or remodeled facility. The interior designer who is responsible for overseeing the operation of the should be affiliated with the American Society of facility including equipment maintenance, furniture Interior Designers or with International Interior Design selection/relocation, remodeling, utilities, etc. With their Association, or be certified through the National Council thorough understanding of the facility, this individual for Interior Design Qualification. often is the owner’s representative during the design and construction process. M G Master plan - A long-range plan for a facility or campus. May involve several options to provide the General contractor - The primary contractor responsible for coordinating the work of all flexibility to accommodate change and growth, meet subcontractors on a project. The general contractor current and future space needs, and support a strategic is responsible for maintaining the construction plan. schedule and budget. The primary contacts consist of the general contractor’s project manager and a construction superintendent. N

Gross square footage - The total area of a building, Negotiated delivery method - The owner selects the including common or support areas, such as chases, A/E and pre-selects a general contractor. The general corridors, mechanical spaces and stairs. contractor then collaborates with the A/E and owner to select building materials and systems. The contractor Guaranteed maximum price (GMP) - The also manages the bidding and construction of the construction cost of a building project developed prior project. to full completion of plans and specifications. The general contractor can provide a GMP to the owner, for Net square footage - The amount of space that is us- a defined project scope. However, the price will contain able, or a specific area typically dedicated for a specific contingencies for unforeseen conditions and further use. design refinements. The GMP is typically established after the completion of the Design Development phase. O

Occupancy permit - Given by local or state building inspector and local fire department after facility passes on-site inspection. Allows owner/tenants to move into the facility.

PROJECT DELIVERY GUIDE 33 GLOSSARY OF TERMS

Specifications - A part of the construction documents P that details requirements for materials, equipment, construction systems, standards and workmanship. Plans - The drawings, details and schedules of a build- Also defines quality of components and the method of ing that indicate the quantity, location and sizes of the installation. building components Subcontractor - Any contractor hired by the general Programming - During this facility planning process, contractor. Subcontractors typically include trades such the A/E will help the owner to identify the basic require- as electrical, plumbing, HVAC, controls and other spe- ments of the project, including the budget, schedule cialized trades. and building/zoning requirements. Typically, the pro- gramming involves defining the bulk area requirements Superintendent - The general contractor’s field repre- and special functions required in the facility. At the end sentative. Typically at the construction site on a daily of this phase, the A/E provides a program statement, basis. which is a written summary of design objectives, con- straints and criteria. V Program statement - A written summary of design ob- Validation - Process by which A/E evaluates jectives, constraints and criteria for a building project. documented evidence that every critical system and building finish that supports or affects the Q manufacturing process is identified and constructed according to prescribed criteria. Validation takes place Quick-fit analysis - A quick and easy preliminary after commissioning, and may take from between a way to determine if the building, parking, access and month to many months in duration, depending upon possible future expansion will fit on a site. Also used the complexity of the process and environment. The to determine whether an organization can fit into an validation procedure should be developed during the existing building. early design stages of the project in order for all parties to have a clear understanding of their particular roles S and responsibilities.

Schematic design - The preliminary phase of design Value engineering - A method of analyzing individual where the A/E determines the gross size and function components to see if a less costly component is of the facility. Typically involves specific areas, adjacen- appropriate for and meets the minimum quality cy requirements, preliminary floor plans and a prelimi- requirements for a particular project. nary project budget. Site analysis - The process of evaluating and compar- W ing alternative building sites or properties. The evalu- ation typically examines political and physical con- Warranty review - A typical building will have a straints, such as topography, view corridors, setback minimum 1-year warranty on major systems and requirements, site access, utility costs and availability, components such as mechanical equipment and local building codes, neighborhoods, etc. The evalu- controls. The warranty review is a process to evaluate ation also makes comparisons as they impact project the equipment prior to the 1-year warranty expiring to cost, schedule and amenities. identify that should be repaired or replaced while still in warranty. Space needs analysis - A room by room description of the various spaces used to evaluate growth areas and expansion needs. This information is helpful in the development of a master plan.

34 STRANG ARCHITECTURE ENGINEERING INTERIOR DESIGN //PERFORMANCE SPACE