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Aligning Around Design and Performance: 3 GSA Projects

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Aligning Around Design and Performance: 3 GSA Projects 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 page 22 Overview High Performance Commercial Strategies Leadership Strategies Logistical & Process Tactics Building Innovations Team Building & Collaborative Culture Each of the three projects developed a strong collaborative ARRA GMP culture. However, those cultures were established and ARRA Begins Procurement developed in ways that were notably distinct. Using a series of Award Project Verification Phase Verification diagrams, this study describes the timing of the development Start Construction Project Completion Completion Project process for each project. Design Development All three teams invested time and energy into establishing Integrated Firms Integrated Integrated Firms their team cultures and their internal working relationships. The selected team members were incorporated into the team culture through various means, both formal and informal. Wayne N. Aspinall Federal Building N. Aspinall Federal Wayne GSA GSA Additions and changes to the team were handled with a similar Peer Review Review Peer level of care, with opportunities for team feedback on the state of the team culture. Formal mechanisms for removing team members who did not support the culture supported this system. At the EGWW a large investment in the team was made before the start of the project, and periodic team-building work followed throughout the project. The Federal Center South project had a strong core team, the members of which were comfortable shifting roles while maintaining clarity around responsibilities and deliverables; Aspinall greatly strengthened its team culture through co-location at a remote site. Though the process and sequence of time investment varied between Up-Front Team Building the teams, the payoff of this intensive team building was Building Team Up-Front evident in very high levels of alignment, mutual trust, and GSA GSA respect in all three teams. EGWW Peer Review Review Peer Team Building Team Edith Green- Wendell WyattFederal Building WyattFederal Green-Edith Wendell Takeaways The EGWW team recommended developing a tool that could be used to assess the fit of each team participant in the organizational culture as a way to improve future integrated teams. In addition to helping identify team members that would fit well in a collaborative environment, the tool could also help identify areas in the organizational culture where additional support is required for collaboration to be fully adopted by the entire team. Key Leverage Project Interactions design construction concepts development documents bid construction verification
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