Aligning Around Design and Performance: 3 GSA Projects

LCI Design Forum June 17, Chicago Acknowledgments/Credits

Research Team - University of Minnesota, School of Architecture Primary Participating Projects and Team Members Interviewed Renée Cheng, AIA, Principal Investigator GSA Office of Federal High-Performance Green Buildings Katy Dale, Primary Consultant on Project Delivery and Report Structure Kevin Kampschroer, GSA, Office of Federal High-Performance Green Buildings, Federal Director Chris Wingate, LEED AP, Contributing Author, Coordinator, and Graphics Judith Heerwagen, GSA, Office of Federal High-Performance Green Buildings, Program Expert Dustin Harford, Research Assistant and Graphics Wayne N. Aspinall Federal Building and U.S. Courthouse Linda Lee, Editor Jason Sielcken, GSA, Design and Construction Division – Region 8, Project Manager Courtney Westlie, GSA, Design and Construction Division – Region 8, Contracting Officer Survey Development and Analysis Consultants Kenya Freeman, GSA, Design and Construction Division – Region 8, Contracting Officer Carrie Sturts Dossick, PhD, PE, University of Washington – Department of Construction Demi Chavez, GSA, Design and Construction Division – Region 8 Management Kim Bailey, GSA, Design and Construction Division – Region 8 Gina Neff, PhD, University of Washington – Department of Communication Michael Murray, The Beck Group, Principal Laura Osburn, PhD, University of Washington – Department of Communication Todd Berry, The Beck Group, Senior Project Manager Louis Sierra, The Beck Group, Senior Project Architect Study Contracted and Managed by Steve Ludwig, The Beck Group, Assistant Project Manager Bryan Steverson, GSA, Office of Federal High-Performance Green Buildings, Green Buildings Advisor Paul Westlake, Westlake Reed Leskoski, Managing Principal Don Horn, GSA, Office of Federal High-Performance Green Buildings, Deputy Director Rodger Chang, Westlake Reed Leskoski, Principal Ravi Maniktala, M.E. Group Peer Reviewers Carrie Nordby, M.E. Group Phillip Bernstein, Autodesk, Vice President Strategic Industry Relations Bob Fox, COOKFOX, Architect and Partner Edith Green - Wendell Wyatt Federal Building Ann Kosmal, GSA, Architect Patrick Brunner, GSA, Design and Construction Division – Region 10, Project Executive Vivian Loftness, Carnegie Mellon University, Professor Paul T. Witherspoon, GSA, Design and Construction Division – Region 10, Project Manager David Nash, US Navy (retired), Rear Admiral Donald Eggleston, SERA, President Sarah Slaughter, PhD, Built Environment Coalition, President and Executive Director Clark Brockman, SERA, Principal Jim Riley, SERA, Project Architect Photography and Image Credits Mark Perepleitza, SERA, Sustainability Resources Group Manager Kevin G. Reeves - pages 3 (top), 13 (top), 28 (top), 29, 33, 34, 35, 36, 37, 38, 41, 46 Matthew Braun, Howard S. Wright Constructors, Project Executive Nic Lehoux - pages 3 (middle), 13 (middle), 47, 50, 51 (bottom), 53, 54 (top right, bottom), 56, 59. Troy Dickson, Howard S. Wright Constructors, Project Executive Benjamin Benschneider - pages 3 (bottom), 13 (bottom), 28 (bottom), 68 (bottom), 69, 70, 71, 72, Brad Nydahl, Howard S. Wright Constructors, Project Director 82 Erik Teyema, McKinstry, Manager of Mechanical Construction Laura Swimmer - page 73. Bill Bieganek, Energy Misers, Principal The Beck Group and Westlake Reed Leskosky - page 32. SERA Architects - pages 28 (middle), 51 (top), 54 (top left), 59. Federal Center South Building 1202 ZGF Architects LLP - page 68 (top). Dan Brown, GSA, Design and Construction Division – Region 10, Director Duane Allen, GSA, Design and Construction Division – Region 10, Project Manager Rick Thomas, GSA, Design and Construction Division – Region 10, Project Manager Dawn Ashton, GSA, Design and Construction Division – Region 10, Senior Contracting Officer Todd Stein, ZGF Architects LLP, Partner Jack Avery, Sellen Construction, Senior Vice President Tom Marseille, WSP Flack + Kurtz, Senior Vice President Who is GSA?

Morse U.S. Courthouse NPS U.S. Census Bureau U.S. Courthouse Eugene, OR Omaha, NE Suitland, MD Bakersfield, CA Morphosis Leo A. Daly SOM nbbj

377 million RSF across the U.S. Design Excellence • 1,574 owned assets • Reflect the dignity, enterprise, vigor, and stability of the American Government • 7,147 leased assets • Streamlined two-step A/E selection • 486 historic properties process • House 1.1 million federal employees • Provide best value • Landlord for over 400 different federal • Private sector peer reviews agencies, bureaus and commissions Planning for Federal Sustainability in the Next Decade: Executive Order 13693

“It therefore continues to be the policy of the United States that agencies shall increase efficiency and improve their environmental performance. Improved environmental performance will help us protect our planet for future generations andsave taxpayer dollars through avoided energy costs and increased efficiency, while also making Federal facilities more resilient.”

- President Barack Obama March 19, 2015 Research into Integrated Design & Performance Based Contracting

• The importance of integrated processes and teams are a core concept in creating high performance green buildings. • Research is lacking on the effectiveness of using integrated processes, particularly for federal projects. • This research links high performance outcomes with decisions made during the design and construction processes. — Focus on economic impacts and risk assessment — Assessment of performance- based contracting provisions

WBDG.org American Recovery & Reinvestment Act • $5.5 Billion • $4.5 Billion for Existing Buildings • 261 Projects in 50 States, 2 Territories & DC • High-Performance Green Buildings • Jobs

Wayne N. Aspinall Federal Building Edith Green - Wendell Wyatt Federal Center South & U.S. CourthouseCourthouse, WRL/Beck Group Federal Building, Building 1202, ZGF Cutler Anderson/SERA Old Process Design Construction Initial Funding Funding Rent 2000 2001 2002 2003 2004 2005 2006 2007

Planning Design Construction Tenant Prospectus Move-In Concept Development Study Study

Feasibility Construction Study Procurement

Design Prospectus Approval Process

Construction Prospectus Approval Process ARRA Process ARRA Obligate Completion Signedsigned Funding 2009 2010 2011 2012 Criteria 2013 • High-performance features • Speed of construction • Execution risk Design Construction • Facility condition OMB • Improving asset utilization Guidance

• Return on investment Agency Recovery • Avoiding lease costs Plan • Historic significance Program Plan American Recovery & Reinvestment Act Project Timelines

ARRA BEGINS ARRA GMP OBLIGATION TIME PERIOD OF THIS STUDY 2003 2005 2007 2009 2010 2011 2012 2013 2014 2015 2016

WAYNE N. ASPINALL FEDERAL BUILDING & U.S. COURTHOUSE

EDITH GREEN - WENDELL WYATT FEDERAL BUILDING

FEDERAL CENTER SOUTH BUILDING 1202

Project Phases Procurement Phase Design Phase Demolition Phase Construction Phase Verification Phase Key adopted by theentire team. additional supportis required for collaboration tobefully also helpidentify areas intheorganizational culture where would fit well ina collaborative environment, the tool could teams. Inaddition to helping identify teammembers that organizational culture asa way to improve future integrated be usedto assessthefitofeach team participant inthe The EGWW team recommended developing atool that could Takeaways respect inallthree teams. evident invery highlevels ofalignment, mutualtrust, and the teams, thepayoff ofthisintensive team building was the process andsequenceoftimeinvestment varied between its team culture through co-location at a remote site. Though responsibilities anddeliverables; Aspinallgreatly strengthened comfortable shifting roles whilemaintaining clarityaround project hadastrong core team, themembers ofwhichwere followed throughout theproject. TheFederal Center South before thestart oftheproject, andperiodicteam-building work system. At theEGWW alarge investment intheteam was made team members whodidnotsupporttheculture supported this state oftheteam culture. Formal mechanismsfor removing level ofcare, withopportunities for team feedback onthe Additions andchanges to the team were handledwithasimilar culture through various means,bothformal andinformal. The selected team members were incorporated into theteam their team cultures andtheirinternal working relationships. All three teams invested timeandenergy into establishing process for eachproject. diagrams, thisstudy describesthetimingofdevelopment developed inways that were notably distinct. Using aseriesof culture. However, thosecultures were established and Each ofthethree projects developed astrong collaborative Team Building&Collaborative Culture Overview Overview concepts main period ofcollaborativemain period culture building development design construction construction documents High PerformanceHigh bid collaborative delivery project construction construction verification Commercial Strategies

Federal Center South Bldg 1202 Edith Green- Wendell WyattFederal Building Wayne N. Aspinall Federal Building Leverage Project Interactions Up-Front Team Building Integrated Firms Integrated Firms

ARRA Begins Up-Front Team Building Procurement

Project Award Leadership Strategies GSA GSA GSA Peer Review Peer Review Peer Review Design Development

Leverage Project Interactions EGWW Team Building

ARRA GMP Logistical &Process Tactics

Construction Start

Verification Phase Innovations Building

page 22

Project Completion Wayne N. Aspinall Federal Building & U.S. Courthouse

1 1 3 2 1

Space Type Key 2nd Floor Plan 1 - Office 2 - Circulation 0 3 - Support Space

0 30 Ō Wayne N. Aspinall Federal Building & U.S. Courthouse design-build team with integrated firms DESIGN-BUILD TEAM with integrated firms

GSA BECK WRL

Owner U.S. General Services Administration - OWNER ARCHITECT ARCHITECT Rocky Mountain Region, Region 8 architect of record lead design architect

Design-Build Team

The Beck Group INTEGRATED CONTRACTOR Design-Build Contractor CONSULTANTS Architect of Record design-build contractor JACOBS Westlake Reed Leskosky engineering Lead Design Architect CMa Engineering construction Sustainable Design management assist sustainable design Historic Preservation Interior Design historic preservation Information Technology M.E. Group information technology Construction Management Assist CxA commissioning agent interior design Jacobs Technology, Inc.

Commissioning Agent M.E. Group

Consultants Civil Engineer - Del-Mont Consultants CONSULTANTS

Blast Consultant - Weidlinger Associates civil engineer Fire Protection - Protection Engineering Group blast consultant

fire protection Key commissioning Owner Architect Contractor CMa and/or CxA Consultants Subcontractors a b Entity b is under contract to entity a a b Project interaction between entity a and b Edith Green - Wendell Wyatt Federal Building

2 1

Space Type Key Typ. Floor Plan 1 - Open Office 2 - Support Space 0

0 30 Ō Edith Green - Wendell Wyatt Federal Building custom-integrated team CUSTOM INTEGRATED TEAM

Owner GSA SERA CUTLER ANDERSON HSW U.S. General Services Administration – Northwest/Arctic Region, Region 10

Custom Integrated Team OWNER ARCHITECT ARCHITECT CONTRACTOR executive architect design architect general contractor Howard S. Wright General Contractor SERA Architects Executive Architect Interior/Lighting Designer Cutler Anderson Architects Design Excellence Architect GLUMAC Commissioning Agent Glumac CxA commissioning agent

Consultants & Subcontractors CONSULTANTS SUBCONTRACTORS - Stantec Consulting Mechanical Engineer Core and Shell mechanical engineer curtainwall Electrical Engineer - PAE Consulting Engineers Plumbing Engineer - Interface Engineering electrical engineer mechanical - KPFF Consulting Engineers Structural & Civil Engineer plumbing engineer electrical Landscape Architect - Place Studio Environmental Graphic Design - Mayer/Reed structural engineer - Charles M. Salter Associates Acoustics civil engineer Life Safety - Aegis Engineers Blast Engineer - Weidlinger Associates landscape architect - Benson Industries Curtainwall Subcontractor Key environmental graphics Mechanical Subcontractor & EOR-Tenant Buildouts - McKinstry Owner Electrical Subcontractor & EOR-Tenant Buildouts - Dynalectric Architect acoustics Contractor CMa and/or CxA life safety Consultants Subcontractors blast engineer a b Entity b is under contract to entity a a b Project interaction between entity a and b Federal Center South Building 1202

1 3

Space Type Key 1 2nd Floor Plan 1 - Office 2 - Circulation 0 3 - Support Space 0 30 Ō Federal Center South Building 1202 design-build team DESIGN-BUILD TEAM

GSA ZGF SELLEN

Owner U.S. General Services Administration - OWNER ARCHITECT CONTRACTOR Northwest/Arctic Region, Region 10 lead design architect general contractor

Design-Build Team Sellen Construction General Contractor

ZGF Architects LLP HEERY Architect CMa Construction Management Assist construction management assist Heery International SUBCONTRACTORS CONSULTANTS mechanical civil engineer Consultants & Subcontractors Structural & Civil Engineer - KPFF Consulting Engineers electrical structural engineer - WSP Flack + Kurtz Mechanical & Lighting & Telecommunications reclaimed timbers mechanical engineer Electrical - Lane Coburn & Associates High Performance Design - Built Ecology electrical engineer - SiteWorkshop LLC Landscape telecommunications Graphics & Signage - Studio SC Elevator - Lerch Bates high performance design - The Greenbush Group Acoustical landscape Life Safety - Tuazon Engineering Geotechnical - Hart Crowser & Associates graphics and signage - University Mechanical Mechanical Subcontractor elevator Electrical Subcontractor - Sequoyah Electric Reclaimed Timbers - GR Plume Company acoustical Key life safety Owner Architect geotechnical Contractor CMa and/or CxA Consultants Subcontractors a b Entity b is under contract to entity a a b Project interaction between entity a and b High Performance Aspinall Federal Building and U.S. Courthouse Energy Daylight Water Cycle Lower numbers indicate improved building performance Higher numbers indicate improved building performance Higher numbers indicate improved building performance Aspinall Aspinall Aspinall Edith Green Edith Green Edith Green Edith

baseline EUI office > 100,000 sf South Center Federal South Center Federal South Center Federal 100

baseline EUI 90 office < 100,000 sf

80 daylighting - 3 LEED points Edith Green - Wendell Wyatt Federal Building LEEDv4 Daylight - 3 pts 70

60 daylighting - 2 LEED points LEEDv4 Daylight - 2 pts 50 exceptional water performance exceptional energy performance LEEDv4 indoor water use 2030 challenge target reduction - 6 pts office > 100,000 sf better water performance 40 LEEDv4 indoor water use exceptional energy performance reduction - 4 pts 2030 challenge target office < 100,000 sf good water performance 30 LEEDv4 indoor water use reduction - 2 pts 20

10 total EUI 14 30 26 Federal Center South Building 1202 net EUI 0 29 26 sDA300/50% 50% 51% 61% % reduction 40% 61% 79% 0 Energy Use Intensity Spatial Daylight Autonomy Reduction of Potable Water Energy Use Intensity (EUI) measures a building’s Spatial Daylight Autonomy (sDA) describes how Water use reduction is simulated by comparing annual energy use per unit area (kBtu/sf/yr). Each much of a space receives sufficient daylight. the amount of water used by a project’s interior project’s EUI is compared to a national average The metric describes the percentage of the fixtures to a baseline (percent reduction). The baseline EUI for office buildings of comparable floor area that receives a minimum illumination baseline fixtures are determined by the Energy size. A low EUI is an indicator of good energy level, 300 lux, for at least 50% of occupied hours Policy Act of 1992 fixture requirements. Higher performance as it represents an energy savings (sDA300/50%). Higher percentages indicate good percentages indicate good water performance. against the baseline. daylighting performance.

EUI before renewables 14 30 26 Fully daylit 50% 51% 61% Potable water reduction 40% 61% 79%

EUI after renewables 0 29 26 Views to the outdoors 92% 96% 90% Potable irrigation N Y Y

% energy reduction 84% 71% 71% Operable windows N N N Stormwater Control NA 90% 100% Development of Case Study Categories

Project Context Key Ingredients Team Outcomes Building Outcomes

• overview • commercial • team collaboration • meeting project • budget strategies • mutual trust scope • cost • leadership • respect • meeting project strategies budget • schedule • effective • logistical and communication • meeting project • technical process tactics schedule complexities • risk management • meeting high • risks • effective decision performance goals making • producing a high- quality building • demonstrating innovation team culture Up-Front TeamBuilding delivery project Custom CMC+6 type project Renovation team culture Integrated Firms delivery project Design-Build type project RenovationHistoric Comparisons Practices &Best COMPARATIVE ANALYSIS Literature Review Research Methodology Executive Summary team culture Leverage Project Interactions delivery project Design Build type project New Construction BUILDING 1202 SOUTH FEDERAL CENTER FEDERAL BUILDING WENDELL WYATT EDITH GREEN - U.S. COURTHOUSE BUILDINGFEDERAL & WAYNE N. ASPINALL Overview Project Overview

Project Timeline

Team Organization High PerformanceHigh Energy Performance

Daylight & IAQ

Water Cycle & Materials Commercial Strategies RFP Development

Team Selection

Contract

Verification Leadership Strategies Team Building & Collaborative Culture

Goals & Alignment

Role Definition & Accountability Logistical &Process Tactics Managing Schedule & Budget

BIM & Design Documentation

Meetings & Workplace Environment

GSA Peer Reviews & Expertise Innovations Building Building Innovations Illustrating high performing teams through stories of building innovations team culture Up-Front TeamBuilding delivery project Custom CMC+6 type project Renovation team culture Integrated Firms delivery project Design-Build type project RenovationHistoric Comparisons Practices &Best COMPARATIVE ANALYSIS Literature Review Research Methodology Executive Summary team culture Leverage Project Interactions delivery project Design Build type project New Construction BUILDING 1202 SOUTH FEDERAL CENTER FEDERAL BUILDING WENDELL WYATT EDITH GREEN - U.S. COURTHOUSE BUILDINGFEDERAL & WAYNE N. ASPINALL Project Overview -Projects atProject Overview aGlance Federal Center South Edith Green - Wendell Wyatt Wayne N. Aspinall Federal Overview All Three Projects Building 1202 Federal Building Building & U.S. Courthouse Project Overview Edith Green - Wendell Wyatt Building &U.S. Courthouse Wayne N.AspinallFederal Federal Center South Federal Building

Building 1202 Project Timeline

Team Organization High PerformanceHigh Energy Performance Overview • • • • • • • • • • • • performance fixed scheduleandhigh ARRA context demanded schedule parameters met orexceeded budget and Highly complex projects that team andbuildingoutcomes this report for exemplary Projects selected by GSA for renovation Project was occupiedduring groups Project hadmultiple tenant designated building renovation ofhistorically High performance perimeter of façade andbuilding Extensive renovation process) (most unknown until late in Multiple tenant groups High riseretrofit warehouse asagoal Material reuse from original nearby duringconstruction Single tenant group located brownfield site New construction on Daylight & IAQ

Water Cycle & Materials Commercial Strategies RFP Development High PerformanceHigh • • • • • • • • • • • • • LEED Platinum certified winners AIA COTE Top Ten award exemplary projects building industry as Achieved goal to advance performance goals Far exceeded ARRAhigh from baseline 40% potable water reduction national average 84% energy reduction from United States preservation project inthe First net zero historic from baseline 61% potable water reduction national average 71% energy reduction from 29 kbtu/sf/yr net EUI from baseline 79% potable water reduction national average 71% energy reduction from 26 kbtu/sf/yr net EUI Team Selection

Contract

Verification Commercial Strategies • • • • • • • • • • • • • Leadership Strategies procurement process Interactive engaged completion verification based goals, post-substantial Documented performance requirements GSA ARRAcontracting scope duringprocurement goals incorporated into the Project’s high-performance Contract was firmfixed price integrated firms firms Both primary were Design-build project delivery in contract established by teams butnot Performance goals contract Guaranteed maximum price CMc+6 Custom contract Transparent contingency performance goals were met witheld 0.5%ofcontract until fixed price contract that Performance-based firm Design-build project delivery Team Building & Collaborative Culture

Goals & Alignment

Role Definition & Accountability Leadership Strategies • • • • • • • • • • • Logistical &Process Tactics transparency team withfluid roles, and team goals, stable core building withformalized Strong emphasisonteam the team performance goals unified Aspirational building inspired collaboration GSA Project Manager colocation accountablity through High levels ofteam member cultures Integrated firmswithaligned manufacturer involvement Subcontractor and project culture championed integrated GSA project leadership building and onboarding Investment inup-front team Alignment throughout trust Team selectionbasedon building Interactions to facilitate team leveraged project Used onboarding and Managing Schedule & Budget

BIM & Design Documentation

Meetings & Workplace Environment Logistical &Process Tactics • • • • • • • • • • • • • a resource Used GSA Peer Reviewers as BIM andenergy modeling understanding buy-in andshared Master schedulescreated Paired tools withneeds Colocation + Webex information channels Internal andinformal positive achievements meetings withdiscussing Started formal weekly Process flowcharts design milestones BIM snapshots alignedwith information room (iRoom) Colocation withashared schedules Master andmini-master matching construction stages Design work packages available funds improvements against track potential project Betterments list to GSA Peer Reviews & Expertise Innovations Building Building Innovations Illustrating high performing

teams through stories of page 14 building innovations page 18 Overview High Performance Commercial Strategies Leadership Strategies Logistical & Process Tactics Building Innovations

Executive Summary

Research Methodology

Literature Review Project OverviewProject Timeline Project Organization Team Performance Energy & IAQ Daylight & Materials Cycle Water RFP Development Selection Team Contract Verification Building & Team Culture Collaborative Goals & Alignment Role Definition & Accountability Managing Schedule & Budget BIM & Documentation Design Meetings & Environment Workplace & Reviews GSA Peer Expertise Building Innovations high performing Illustrating of stories through teams innovations building

Takeaways COMPARATIVE ANALYSIS RFP Development

The GSA prepared the RFP based on internal discussions • Best practices found in both Aspinall and Federal Center South is an interactive RFP process that began with a Comparisons & Best Practices about the project-delivery type appropriate for each project. flexible approach to the scope of work. The open-ended scope encouraged proposals that expanded ideas on Prior to the ARRA, the GSA had very limited experience with building performance and a variety of approaches for how those goals could be achieved. design-build project delivery, but several GSA regions had WAYNE N. ASPINALL been studying the potential use of alternative delivery types • In Federal Center South, the team provided a list of options during the RFP process that eventually became a highly FEDERAL BUILDING & that were more integrated than the conventional design-bid- effective tool referenced as the betterments list. U.S. COURTHOUSE build. The context of the ARRA with its short time frames and aspirational goals for economic stimulus and high-performance • Several teams noted that the GSA should consider compensating short-listed teams to develop comprehensive Historic Renovation buildings provided ideal conditions for modeling the use of proposals. project type more collaborative delivery types, such as design-build or integrated project delivery (IPD). The GSA as an institution Design-Build was unfamiliar with design-build so their process and policies project delivery Project Services Procurement at a glance (development and award of RFP, team selection processes) were not well aligned for this type of project delivery. These Integrated Firms difficulties were relatively easy to overcome due to the team culture Wayne N. Aspinall Federal Building and U.S. Courthouse extensive experience with design-build held by some GSA team • Early decision to use design-build project-delivery and best-value selection process members, partner architects, and contractors. IPD was a newer • CMa hired to advise on procurement, integrating high-performance goals EDITH GREEN - delivery type; fewer people had experience with it. The Edith • Two-step process of RFQ then RFP WENDELL WYATT Green - Wendell Wyatt Federal Building (EGWW) team’s pursuit • Two rounds of interviews were done with short-listed teams of this delivery type ultimately resulted in the development • Minimal need for consultants since awarded team was composed of integrated companies FEDERAL BUILDING of a customized delivery method that bridged GSA delivery with IPD. For all three projects, the adaptation of standard Edith Green - Wendell Wyatt Federal Building Renovation GSA practices to these delivery types required additional time project type • Initial project approved as design-bid-build delivery, architects hired for design services but project was not funded investment and support. • During the ARRA, project approved to proceed but revised to meet high-performance goals Custom CMC+6 • Market research and decision to pursue CMc delivery project delivery “During procurement, we were defining what a high-performance building is. We were creating • SERA retained as architect, selection process for contractor included early exchange workshops Up-Front Team Building • Commissioning agent selected to manage risk of technical issues of innovative high-performance systems team culture policies. We also looked to the design teams and • Top tier subcontractors named in contractor-selection process, finalized contracts after input from architect and asked, ‘Are there things we can do to improve the the GSA FEDERAL CENTER project and make it higher performing? Come Federal Center South Building 1202 SOUTH to us with your ideas. We want you guys to be • Early decision to use design-build project-delivery and best-value selection process BUILDING 1202 creative. We want you to come back with a list • Site feasibility concerns prioritized awarding of geotechnical team before primary team of options to better the building.’ We didn’t want • CMa hired to advise on procurement, integrating high-performance goals New Construction • Two-step process, RFP then short-listed firms invited to submit comprehensive design proposals project type them going out…thinking that the information • Top tier subcontractors named in selection process, finalized contracts done collaboratively with emphasis on Design Build we provided them is the only way to design a added value project delivery building.” – Federal Center South team member Leverage Project Interactions team culture page 36 Overview High Performance Commercial Strategies Leadership Strategies Logistical & Process Tactics Building Innovations

Executive Summary

Research Methodology

COMPARATIVE ANALYSIS RFP Development

The GSA’s procurement team made the important decision Comparisons & Best Practices early on to use a design-build project-delivery method to renovate the historic building and meet the American Recovery and Reinvestment Act (ARRA)–mandated high-performance WAYNE N. ASPINALL goals and project schedule. The procurement schedule was FEDERAL BUILDING & very compressed. The GSA procurement team received U.S. COURTHOUSE approval of their initial scope of work in January 2010 and was given five months to develop a final scope of work, solicit the Historic Renovation work, and award the contract. The procurement team hired project type Jacobs Technology as the construction manager as advisor (CMa) to meet this deadline. Design-Build project delivery The GSA crafted the procurement process to integrate the Integrated Firms clear high-performance goals within a structure that invited team culture open dialogue with participating firms on how to best meet goals. The GSA project manager explained, “What we found to EDITH GREEN - be incredibly helpful going through the procurement process WENDELL WYATT was allowing the teams that were bidding on the project to provide innovative solutions, pushing this project in terms of FEDERAL BUILDING its sustainability goals. We asked the teams: ‘You’re saying it can make LEED Gold? Can you propose an option to make it Renovation LEED Platinum? What would it take to do that?’” This marks project type the emergence of clear goals around which the team could Custom CMC+6 align. Nurturing a process for developing these goals became a project delivery positive leadership strategy throughout the project. Up-Front Team Building team culture Since the procurement process was intentionally designed to be interactive, the GSA team left open the possibility that the request for proposal (RFP) responses might improve their FEDERAL CENTER understanding of project scope as it was developed post- SOUTH selection. The GSA review panel’s feedback to the competing BUILDING 1202 teams during the procurement process was a form of peer review based on the proposal. A member of the design-build team noted, “With design-build, teams have to do a lot of New Construction project type work at the front end to even compete. Design-build teams that bring proposals to the GSA need to formulate a design Design Build that’s progressed far enough along in terms of infrastructure, project delivery architecture, and cost. The designs should, and did, receive Leverage Project Interactions feedback and challenges by a really excellent GSA source- team culture selection board during the proposal process.” page 54 Overview High Performance Commercial Strategies Leadership Strategies Logistical & Process Tactics Building Innovations

Executive Summary

Research Methodology

COMPARATIVE ANALYSIS RFP Development

Work on the EGWW began in 2003, prior to the American Comparisons & Best Practices Recovery and Reinvestment Act (ARRA). The GSA’s Northwest/ Arctic Region, Region 10, hired SERA Architects, with Cutler Anderson Architects, for design services on an extensive WAYNE N. ASPINALL modernization of the existing eighteen-level government FEDERAL BUILDING & building, which housed sixteen different federal-tenant groups. U.S. COURTHOUSE The original contract followed a traditional design-bid-build delivery model, but the project was not approved for funding Historic Renovation and put on hold in 2007. project type In April 2009 the project was funded under the ARRA, which Design-Build reinstated the project as active but required it to be re-scoped project delivery to align with the high-performance green building goals, adding Integrated Firms new technical specifications. The ARRA required funding to team culture be committed, or “obligated,” no later than September 2010 and spent before September 2015. This funding goal became a EDITH GREEN - driving factor in determining the collaborative project-delivery WENDELL WYATT type. Market research demonstrated that a general contractor/ construction manager delivery method, which the GSA refers to FEDERAL BUILDING as the construction manager as constructor (CMc), along with a guaranteed maximum price (GMP) contract type were most Renovation appropriate for the project scope and constraints—specifically, project type the securing of project funding by September 2010. Custom CMC+6 project delivery The approved acquisition plan showed the GMP as being established in July/August of 2010. Due to a variety of factors, Up-Front Team Building team culture the GSA changed the obligation-target date for all projects to March 2010, and the acceleration was very disruptive to this project team. Given the schedule and funding constraints, FEDERAL CENTER numerous factors led to a decision by the GSA to retain SERA SOUTH as the architect for this project. SERA was able to engage in BUILDING 1202 the request for proposal (RFP) process. Consideration was given to the following: SERA’s original contract was not closed; SERA demonstrated past positive performance; and SERA had New Construction project type the support of the CMc and expertise in high-performance green buildings. To manage relationship risk for their early Design Build commitment to SERA, the GSA also included an option to project delivery convert the contract to design-build, although this was never Leverage Project Interactions exercised. team culture page 72 Overview High Performance Commercial Strategies Leadership Strategies Logistical & Process Tactics Building Innovations

Executive Summary

Research Methodology

COMPARATIVE ANALYSIS RFP Development

Federal Center South’s procurement phase was heavily Comparisons & Best Practices influenced by the compressed schedule and high-performance goals of the American Recovery and Reinvestment Act (ARRA). The ARRA funding was packaged with a congressional mandate WAYNE N. ASPINALL to award the contract by the end of September 2010. The GSA FEDERAL BUILDING & had its own mandated guaranteed maximum price (GMP) date, U.S. COURTHOUSE the end of March 2010. The GSA contracting officer noted, “The goals and objectives were expressed early on in the solicitation Historic Renovation documents, including having a collaborative team, achieving project type high-performing green building initiatives, and creating a twenty- first-century workplace. All of these were expressed in the Design-Build statement of work and in the solicitation and were used to guide project delivery the acquisition-and-selection process.” Integrated Firms team culture The GSA procurement team decided to use a design-build project-delivery approach because they believed the delivery EDITH GREEN - type could be more streamlined than traditional design-bid-build, WENDELL WYATT better equipping them to meet the demanding ARRA schedule. In addition to the ARRA, site concerns were a primary driver FEDERAL BUILDING in the early stages of this project. The GSA contracted several reports: a poly-seismic study, an environmental assessment, Renovation a geotechnical study, and a hazmat study. These reports project type demonstrated that the site was feasible for construction and Custom CMC+6 identified general areas of site challenges. project delivery Heery, the CMa, was engaged early specifically to assist in writing Up-Front Team Building team culture a statement of work for the design-build request for proposal (RFP) and to develop preliminary energy modeling that set initial project-performance goals. FEDERAL CENTER SOUTH The GSA crafted the procurement process to combine clear goals BUILDING 1202 with a structure that invited open dialogue with participating firms on how to best meet goals. The GSA’s project manager explained, “During procurement, we were defining what a New Construction project type high-performance building is. We were creating policies. We also looked to the design teams and asked, ‘Are there things we Design Build can do to improve the project and make it higher performing? project delivery We want you to come back with a list of options to better the Leverage Project Interactions building.’ We didn’t want them thinking that the information we team culture provided them is the only way to design a building.” page 73 Overview High Performance Commercial Strategies Leadership Strategies Logistical & Process Tactics Building Innovations

Executive Summary

Research Methodology

COMPARATIVE ANALYSIS Team Selection

Unique to this project, site conditions were a priority and those Key members of the general contractor, architect, and Comparisons & Best Practices contracts related to site work were awarded before the primary ownership teams all participated in the final subcontractor team was selected. Contracts were awarded to geotechnical selections. After shortlisting subcontractors based on consultants for a seismic study, an environmental assessment, submitted proposals, the design-build team interviewed WAYNE N. ASPINALL and a hazmat study. The CMa, Heery, was also awarded early in them to determine if they could meet the design intent and FEDERAL BUILDING & the process before the selection of the primary team. add value. During this process, some subcontractors offered U.S. COURTHOUSE suggestions that resulted in cost savings. For example, one Primary Team Selection roofing subcontractor advised they could meet design intent Historic Renovation The design-build team of Sellen Construction and ZGF at a lower cost by adapting the construction documentation project type Architects was selected through a two-part competition. Phase wording, saying, “change this one word in the specification, one was an RFP. Of the many submitted proposals, the GSA I’ll give you back $80,000.” While they contributed ideas that Design-Build selection committee shortlisted three design-build teams and led to cost savings, the potential financial incentives from the project delivery invited them to submit comprehensive design proposals for use of a firm-fixed-price contract did not extended to include Integrated Firms phase two. No stipend was offered to the shortlisted teams that subcontractors. The main incentive for the subcontractors was team culture were not awarded the project, although the GSA is considering to obtain work during an economically depressed time in the a change to this policy in the future to compensate for time building industry. EDITH GREEN - invested in developing a comprehensive proposal. WENDELL WYATT The high-performance objectives inspired the primary team to Sellen Construction and ZGF Architects had more than twenty seek specialized expertise from their subconsultants. A team FEDERAL BUILDING years of experience working together in settings other than member recalled, “We wanted to win this job. We hit [the design-build and had worked on projects together in the recent high-performance goals] hard. Those were what drove us. With Renovation past. The contracting officer described how the team was our mechanical consultant, we felt we needed somebody with project type chosen based on alignment with the GSA collaborative goals set international bandwidth that could bring in people with global Custom CMC+6 forth in the RFP: “The team that got selected was the one that perspectives to develop a building that was unlike anything in project delivery responded to that solicitation and obviously understood it.” Seattle in terms of energy performance.” Up-Front Team Building team culture Consultant and Subcontractor Selections The proposals from design-build teams were required to include a full list of consultants. After winning the job, Sellen FEDERAL CENTER Construction and ZGF Architects worked with the GSA to SOUTH finalize consultant selections. BUILDING 1202 The contractor developed a small-business-subcontracting plan to meet the GSA mandates. Sellen Construction hired a New Construction project type sourcing consultant and held two outreach events to achieve the small-business-subcontracting goals. Design Build project delivery Leverage Project Interactions team culture Federal Center South Edith Green - Wendell Wyatt Wayne N. Aspinall Federal All Three Projects

Building 1202 Federal Building Building & U.S. Courthouse Projects at aGlance Edith Green -Wendell Wyatt Federal Building Wayne N.AspinallFederal Building Federal Center South & U.S. Courthouse Building 1202 Overview • • • • • • • • • • • as agoal Material reuse from originalwarehouse construction Single tenant group located nearby during New construction onbrownfield site building perimeter Extensive renovation of façade and until late inprocess) Multiple tenant groups (most unknown High riseretrofit Project was occupiedduringrenovation Project hadmultiple tenant groups historically designated building High performance renovation of parameters or exceeded budget andschedule Highly complex projects that met outcomes for exemplary team andbuilding Projects selected by GSA for thisreport High PerformanceHigh • • • • • • • • • • • • baseline 79% potable water reduction from average 71% energy reduction from national 26 kbtu/sf/yr net EUI baseline 61% potable water reduction from average 71% energy reduction from national 29 kbtu/sf/yr net EUI baseline 40% potable water reduction from average 84% energy reduction from national in theUnited States First net zero historic preservation project AIA COTE Top Ten award winners industry asexemplary projects Achieved goal to advance building goals andwere LEEDPlatinum certified Far exceeded ARRA highperformance Federal Center South Edith Green - Wendell Wyatt Wayne N. Aspinall Federal All Three Projects

Building 1202 Federal Building Building & U.S. Courthouse Projects at aGlance Commercial Strategies • • • • • • • • • • • • • Transparent contingency until performance goals were met contract that withheld0.5%ofcontract Performance-based firm fixed price Design-build project delivery but notincontract Performance goals established by teams Guaranteed maximum pricecontract CMc+6 Custom contract incorporated into thescope during Project’s high-performance goals Contract was firmfixed price firms Both primary were integrated firms Design-build project delivery Interactive engaged procurement process post-substantial completion verification Documented performance based goals, GSA ARRAcontracting requirements Leadership Strategies • • • • • • • • • • • Alignment throughout Team selectionbasedontrust Interactions to facilitate team building Used onboarding andleveraged project involvement Subcontractor andmanufacturer integrated project culture GSA project leadership championed onboarding Investment inup-front team buildingand collaboration GSA Project Manager inspired through colocation High levels ofteam memberaccountability Integrated firmswithalignedcultures with fluid roles, andtransparency formalized team goals, stable core team Strong emphasisonteam buildingwith unified the team Aspirational buildingperformance goals Logistical &Process Tactics • • • • • • • • • • • • construction stages Design work packages matching improvements against available funds Betterments list to track potential project milestones BIM snapshots alignedwithdesign (iRoom) Colocation withashared information room Master andmini-master schedules Colocation + Webex Internal andinformal information channels discussing positive achievements Started formal weekly meetings with Used GSA Peer Reviewers asaresource BIM andenergy modeling shared understanding Master schedulescreated buy-in and Paired tools withneeds Can We... Build Upon Integrated Expertise? Design-Build with Integrated Firms Achieve Historic High Performance? First Net-Zero Building Listed on Nat’l Register Get Beyond Video Conferencing? On-Site Colocation Renovate an Occupied Building? BIM-Supported Project Phasing Incentivize Tenant Behavior? GSA Managed Tenant Energy Targets We Did... Can We... Continue to Improve GSA Processes? Custom CMC+6 Contract Developed for 10 Years Push Team Alignment to New Heights? Extensive Pre-Project Planning and Onboarding Create Buy-in from Subcontractors? Prominent Lobby Display Plaque of Subcontractors Manage Schedule Complexity? Master and Mini-Master Schedules Reinvest in the Project? Verification Phase Funded from Contingency We Did... Can We... Create a Better Contract? Performance-Based Contract Manage Contingency More Effectively? Transparent Contingency Fully Support Collaborative Delivery? Contractor as Owner Leverage Value Engineering? ‘Betterments’ List Achieve Performance Goals? Verification Phase We Did... How Do We Do it Again? How Do We Do it Again?

Planning Strategies • Examine conventions that inhibit collaborative project delivery • Budget time and energy to achieve high-performance outcomes • Assess the level of project risk and prepare appropriately

Commercial Strategies • Engage teams during the RFP process • Use performance-based goals in project delivery • Include a verification process for high-performance goals • Use transparent contingencies with shared management How Do We Do it Again?

Leadership Strategies • Invest in building relationships • Create time for early planning • Assess the fit of team participants • Engage tenants throughout

Logistical & Process Tactics • Develop process tools proportional to project complexity • For design-build, time the first peer review early • Create prioritized lists during VE and find ways to add back to project scope How Do We Do it Again?

Moving to Performance-based Contracting • Encouraging innovation and expecting excellence in performance • Focus on desired outcome • Describe what you will achieve, not how you achieve it Thank you!

For full report, visit: http://www.gsa.gov/portal/getMediaData?mediaId=226139

This presentation is protected by U.S. and international copyright laws. Reproduction, distribution, display and use of the presentation without written permission of the speaker is prohibited.