How to Make Inroads Into Government Design-Build Projects

How to Make Inroads Into Government Design-Build Projects

A Continuing Education Webinar of the American Institute of Architects

November 17, 2009

Program Sponsor: AIA Design-Build Knowledge Community

Presenters: Domenic Meffe, AIA Associate, OAA, MRAICDavid Hart, FAIA Michael Duffy, PE, Esq. LEED®AP

Presenter Domenic A. Meffe, Domus ArchitectsDomus Architects, President / founder, 1986Design 2 Build Inc, President / founder,1990

Award wining architectural and construction management firm practicing in Toronto, Canada.

A small architectural firm (5-20 people) providing traditional full architectural services and, design led, design -build services.

Director of Design& Construction for a $300M renovation program for University Health Network (Canada’s largest hospital) 2000-2005

Specializing in Institutional & commercial sector, schools, healthcare

Member of AIA design-build Knowledge Community

Graduated University of Toronto 1983

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Presenter David H. Hart, FAIAExecutive Director of the Capitol Preservation BoardArchitect of the Utah State Capitol

Appointed by the Capitol Preservation Board in 1999 to lead the $270 million dollar restoration of the Capitol and Capitol Hill

Founding principle of Hart, Fisher, Smith Architects for 1994 to 1999

Associate Vice President of DMJM (AECOM) 1983 to 1994

Designer for SOM Houston from 1981 to 1983

Graduated for the University of Utah Graduate School of Architecture with masters degree in 1981

Presenter Michael E. Duffy, PE, Esq. LEED®AP

Vice President (Risk Management), Comark Building Systems, Inc.

20 years in the U.S. Army Corps of Engineers (USACE) – positions worldwideServed on SecDef and Army staffs, as a VP at HQ USACE, and in USACE Districts5 years with Leo A Daly (ran the company’s European Operations in Madrid, Spain and then served as Director of Federal Programs)3 years with HNTB Federal Services (VP and Director of DOD Programs)Responsible for Federal Government Design-Build work at Comark ($100M annually)BS Eng. from West Point in 1979, MS Eng. UMD College Park in 1988Licensed Professional Engineer since 1989 Admitted to Bar in the Courts of VA in 1990 and US Court of Federal Claims in 1992LEED® Accredited Professional since 2002

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About this Document

This program is registered with the AIA/CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product. Questions related to specific materials, methods, and services may be addressed at the conclusion of this presentation.

Design-Build Disclaimer

In some states, design-build continuing education credits are not accepted for licensure. Please check with your state.

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Copyright Materials

This presentation is protected by US and International Copyright laws. Reproduction, distribution, display and use of the presentation without written permission of the speakers is prohibited.

©Domenic Meffe, David Hart, Michael Duffy

2009 Design-Build Webinar Series

History and Introduction of Design-Build April 16, 2009 Speakers: Carlos J. Cardoso, AIA and Martin E. Sell, AIA

How to Start an Architect Led Design Build Entity June 17, 2009 Speakers: Burton L. Roslyn, AIA, DBIA; Betsy Downs, AIA, LEED AP; Raymond T. Mellon, Esq. and Greg Kumm

How to Be an Effective Partner in a Contractor Led Entity: Learning Opportunities for Architects October 15, 2009Speakers: Carlos J. Cardoso, AIA and Betsy Downs, AIA, LEED AP

How to Make Inroads into Government Design-Build Projects November 17, 2009 Speakers: David Hart, FAIA; Domenic Meffe, Int’l Associate AIA; Michael Duffy, PE, Esq. LEED®AP

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CD Recordings Available for PurchaseCD Recordings Available for Purchase

Recordings of this presentation and previous 2009 Recordings of this presentation and previous 2009 presentations are available for purchase via KRMpresentations are available for purchase via KRM’’s website.s website.

http://online.krm.com/iebms/coe/coe_p1_all.aspx?oc=10&cc=00347223P

DesignDesign--Build Webinars from 2008 include:Build Webinars from 2008 include:History of DesignHistory of Design--BuildBuild

Risk and Rewards of Architect Led DesignRisk and Rewards of Architect Led Design--BuildBuildTransitioning to Architect Led DesignTransitioning to Architect Led Design--BuildBuild

Design Build: Contract Forms, Legal Risks, Legislation and RolesDesign Build: Contract Forms, Legal Risks, Legislation and Roles

To receive AIA CES credit for this event, fax the CES Form B included in your handout to

Kimberly Yoho (fax 202-879-7760), before 5pm ET tomorrow, 11/18/09.

AIA CES certificates are available for non AIA-members. If you are not an AIA member and would like to request a

certificate please email Kimberly Yoho ([email protected]) with your name and email address.

CES Credit

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Today’s Speakers and Topics

Introduction by Domenic Meffe:What are the Challenges and Opportunities when marketing to public agencies.

An Example from the Inside Out by David Hart:A Senior Government official shares his experience on how he made design-build (D-B) work.

How to Market D-B to Federal Government Agencies by Michael Duffy:From one who has worked both sides of the relationship, we gain insight about the Federal D-B market and how to approach it.

Domenic Meffe, AIA Associate , OAA, MRAIC; Domus Architects , Toronto ,Canada;

Private sector Practicing Architect since 1983 A Design-led, Design builder, since 1990

Design-Build: Challenges & Opportunities with public projects

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A few design-led ,Design-build projects :

Domenic Meffe , Domus Architects, Toronto

Top; Brimley Gardens, $30Moffice/retail

Bottom left; Skyview Residence, $2M

Bottom right; Bank of China , $6M

Other notable projects :

St. Nicolas School, $8MArchitect’s Association, design excellence award

Kingdom of Saudi Arabia; Embassy and Residence, $60M

City of York; (design led DB)

Community Health Centre, $4M

Domenic Meffe , Domus Architects, Toronto

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Overcoming the challenges …and myths

“..but you’re not a contractor ….”You CAN’T Build !!!! You are NOT providing competitive bidding/single sourcingYou have a conflict of interest You are not bonded or licensed to buildYou do NOT need detailed drawings and specification, …therefore your fees should be less Overcoming the typical Consultants office culture.

Challenges and Opportunities when marketing to public agencies….

Overcoming “...but your NOT a contractor,” myth !!!

Response : A “ general contractor” today is really a “contract administrator” overseeing work such as; sub trades, schedules, contracts, and accounting.. .

Professional Architects to a large degree already act as the clients’ “contract administrator” and quality control experts, …therefore acting as a builder is not a big stretch.

Challenges and Opportunities when marketing to public agencies…

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…You are single sourcing /not competitiveArchitectural services are being sourced on the basis of experience, service and quality, although there may be no bidding process there most certainly is Quality based selection process.

In “DB as agent “, the construction work is being bid out to a large number (50-60) of sub-trades. Only the architectural and construction management fee are not tendered, and usually never is.


Overcoming……a conflict of interest myth:

Response; In a “DB as Agent” contract; our fee is clearly declared upfront, and it is essentially a cost plus contract where all costs are disclosed , (consult your attorney and state laws )

In a “DB at Risk” contract; we are competing/biddinglike all other proponents, therefore no conflict.


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Cont’d … a conflict of interest myth: Response :

Firstly; when you declare yourself as a design builder there is no hidden or undeclared interest,

Secondly; as an architect / construction manager your role is purely as a designer and administrator. (you can have no ownership in a supplier or sub- trade provided for the project)

Thirdly ; in an at risk design-build contract you are bidding like everyone else


Overcoming….bonding and licensing

Response : Bonding is an issue. The biggest challenge is convincing the bonding company that architects should be allowed to be bonded.

For bonding you need a lot of cash on hand. As an example; for a $5M bond you will need (10%) $500,000 in your bank account throughout the duration of the project.


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…cont’d… overcoming bonding and licensing Response:

Licensing is not required for a general contractor or construction manager in most jurisdiction(check with your state and /or lawyer )

If licensing is required it is usually because your are required to have ; work place safety, hazardous materials training, and insurance requirements …. all of which you should do anyway


Overcoming … You do not need good drawings and specifications in design build ..(architect’s comments)

Response :All experienced architects understand that the better the drawings and specification, the better end product;

What design build does do, put even more significance on these documents, while allowing some detailing, “value engineering “ and construction , go on simultaneously.


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Overcoming …The Typical Consultant’s office culture Response :

As consultants we rely on the contractor to address the often intense discussion with sub-trades on issues of Construction means, scheduling, cost, etc…. THIS IS NOW OUR PROBLEM

Contractor /sub- trade discussions are much more direct and specific.


Dramatically strengthening the working relationship with your client and the project (spending more time with your client both in office and on site)

Dramatically increasing the volume and profitability of your work (profit margin on typical construction projects range from 3-10 % which is sometimes more that your entire gross architect’s fee )

Challenges and Opportunitieswhen marketing to public agencies…

Opportunities

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More flexibility for detailed design (due to your direct relationship with the sub-trade doing the ACTUAL work, you can workout details collaboratively)

Increased “Ownership” of the design and product


Opportunities

Single point of responsibility (lawyers and clients see an extraordinary benefit here – but …you better know what your doing ! )

Dramatically strengthening the working relationship with your client (more than just design ,its costing, scheduling, sourcing etc…. do more, then, you will be more ! )


Opportunities

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More professional time on site ( you have a more important role in the overall scheme of things plus you learn a whole lot more !!!! )

Dramatically improved ; quality control, cost control, and schedule , (now you can use your design skills to SOLVE; quality, cost andschedule problems rather than be seen as creating them !! )


Opportunities


Opportunities “Independent research on project performance has shown that Design-Build, an Integrated Design and Construction process, when compared with traditional design and low-bid contracting, is:

• 33% faster• 6% less in unit costs• Superior in product quality• Generates substantially less claims and litigation “(See 2008 AIA design-build seminar by Barry Bannett )

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For all owner especailly public owners :• Design Build is substantially faster;• Design build is less costlier, and with the right design-builder;• The quality is superior• Less conflict

For the architect; in a design-led, design-build role;• More quality control• More risk but more reward• More recognition • Less conflict

CONCLUSION: we need to correct the myths !!!

How a Public Agency made Design-Build Work for It

David H. Hart, FAIAExecutive Director of the Capitol Preservation Board

Architect of the Utah State Capitol

NEXT:

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ConflictUnknown resultsChange ordersArguments, hurt feelings and litigationMissed schedule commitments$$$$$$ Cost over-runs

How Design Build worked at the Utah State Capitol

What owners have come to expect

Construction is linear(quantitative)

Design is non-linear(qualitative)


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Typical Design-Bid-Build Organization

Client

GC

A/E

U SBS

ConstructionPD $Design

Late news on cost

Takes too long

Poorcollaboration

Contractor's incentive is tomaximize job profitsthrough ambiguities, errorsand changes. No incentivefor repeat work.

Procurement strategy is primary skill required for selection


City Planning

EPA

Agency

Chamber of Commerce

DepartmentStreets &Highways

Beautification Commission

Unions

OSHA

Fire Marshall

Public Works

Street and Highways

ADA

EPA

HistoricalPreservation

Sub-subManufacturerSupplier

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SupplierToilet compartments& accessoriesCompressors and

fan unitsConcrete

reinforcementArchitectural

woodworkRoughframing

MetalfabricationsSignageVacuum

systems

Buildingspecilaties Hauling

Roof and sitedrainage

Grading &excavation

Metalfabrications

LockersMoistureprotection

Striping StuccoWall

coverings

Concretesupply

Doors andframes

Hardware RO waterCountertops

Food service Glass & glazingFencingSecuritysystems

Soiltreatment

Structuralsteel

CleaningCarpeting Ductwork FlooringLandscapingand planting

MechanicalInsulation

Sealants &caulking

SkylightsWindowwall

Block andbrick

FirestoppingControlwiring Flagpoles

Networkwiring

Metal wall &roofing panels

Pools andfountainsMillwork Site

sprinklersTermitecontrol

Windowcoverings

Buildinginsulation ElevatorsTile

Roofhatches

PlumbingMoldcontrol

OverheaddoorsDemolition Concrete

formworkFlashing &sheet metal

Windows, glass &glazing

Telecommunications consultant

Audio Visualconsultant

MechanicalEngineer

Electricalengineer

Testing andInspection

Life Safetyconsultant

Civil engineer Graphics andsignage

consultant

Designarchitect Network

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ceilings Casework Drywall ElectricalFire

protectionPaintingClearing &

stripping

GeneralContractor

Truth of Design-Bid-Build Organization

M e d ia


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The cost of a change in a project increases by a factor of about 10 each time the project changes its state.

Written requirements

Design drawings

Construction drawings

Occupancy

Construction

Cost of A Change


Quality Lost at Correction

Design-Bid-Build

ProjectBudget

ConstructionPD $Design

Period of relianceon estimates

Painful correction

First hard cost known


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The designand constructionindustry knewthat the answer wasCOLLABORATION

but how?

Partnering

Negotiated Contracting - GMP

Bridging

CM as Agent

CM at Risk

Design Build – Contractor Lead

Design Build – Architect Lead


Design Build: The First Step Toward Collaboration

0

10

20

30

40

50

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ims

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00 F

irms

1987 1988 1989 1990 1991 1992

Errors and Omissions Claim ExperienceSource: Victor Schinnerer

Firms in Design-build

All Firms

0

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40

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60

70

80

90

100

Perc

enta

ge o

f Mar

ket

1985 1990 1995 2000 2005

Design-bid-build

Design-build

CM at Risk

Penetration of Major Delivery SystemsSource: Design Build Institute

Quality is at Risk


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Quality Concerns – Owner Lost ControlOwner Blame Game – PoliticsValue Engineering – Quality CuttingDesign Disappointments – Monument Shared Savings – Compromised Quality

The delivery strategy shapes the collaborative relationship


Contract structureLimited communicationOwner not fully integrated into delivery processGMP adopted too earlyInadequate cost model for all but the contractor Two legs of a three-legged stool – lack of equality

Limitations to Collaborative Relationships


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“The culture of a project is as important to success as the technical expertise. Managing relationships is as important as managing activities.”

“Mistakes are common in design and construction. But if the team wants no one to fail, the project will benefit.”

Chuck Thomsen, FAIA

Chairman 3D/International


Clear definition of the projectTeam members that fit the project requirementsDelivery strategy that fosters success for entire

teamAppropriate contract structure

What Facilitates Collaboration?


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– Well defined projects cost 17% less than the average– Poorly defined projects cost 20% more

Edward Merrill Independent Project Analysis Corp., Reston, VA

Average

20%

Good

Poor

17%

37%Defining Project Cost


What does the owner really care the most about? (Guidelines)

What are the conditions that will shapethe project? (Imperatives)

This will revealTHE PROJECT

VISION


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ADelivery

Strategy thatBest Fitsthe Project


Design Guidelines & Imperatives


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SELECTING THE RIGHT TEAM

a traditional approach


SELECTING THE RIGHT TEAM

a paradigm shifta traditional approach


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New Expansion BuildingExisting Capitol



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Item 2: The design of the selection process is as importantas the design of the project

Item 3: Shape agreements that avoid adversarial relationships

Item 4: Create an environment that fosters collaboration and trust


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Item 1: What is the most important thing to the Owner?Define what the owner really cares the most about

Item 4: Idea Documentation & Hierarchy

Item 10: Communication, Collaboration, Communication


Item 7: Encourage a Satisfaction Fee – eliminate a shared savings clause

Item 8: Flexibility to allow for a multitude of a variety of subcontractor relationships – this engenders an atmosphere

where the subcontractor can provide intellectualcapital to the project


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Item 3: A Happy Owner – personal credibility increased with the successful delivery of the buildings

Item 8: Credibility of the Process – as a direct result of the overwhelming success of the East and West Buildings and plaza, the Legislature was willing to fund the $172 million

renovation and seismic upgrade of the State Capitol.


Marketing Design-Build to Federal Government Agencies

Presenter…Michael E. Duffy, PE, Esq. LEED®APVice President (Risk Management), Comark Building Systems, Inc.

NEXT:

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AGENDA

INTRODUCTIONKNOW THE CLIENTIDENTIFY OPPORTUNITIESCAPTUREEXECUTEREPEATDRILL-DOWN: USACE and GSASUMMARY

INTRODUCTION

WHY YOU?WHY ME?WHY NOW?WHAT WORK?

PLANNINGARCHITECTURE/ENGINEERINGINTERIORS DESIGN-BUILD HISTORIC PRESERVATIONDESIGN EXCELLENCE

WHICH FEDERAL CLIENTS?GSA, DoD (Army/Navy/Air Force), DHS, NPS, USDA, DoS, AOC, Smithsonian, Others?

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KNOW THE CLIENT

CREATURES OF STATUTE– AUTHORIZATIONS – Provides the Authority to Act– APPROPRIATIONS – Provides the $ (Budget/Execution)– FEDERAL ACQUISITION REGULATIONS (FAR)– FAR SUPPLEMENTS

• (DFARs, AFARs, EFARs)RISK TOLERANCEORGANIZATION

– WHO TO APPROACH?– WHO HAS THE DESIRED WORK?– WHO AWARDS THE DESIRED WORK?

KNOW THE CLIENT

CONTRACT VEHICLES– EXISTING– FUTURE

HOW TO APPROACH– STANDARD– NON-STANDARD

• CONTRACT VEHICLE APPROACH• SERVICES APPROACH• VENUES

SPECIAL TOPICS– FISCAL YEAR-END – FEDERAL STIMULUS - ARRA

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IDENTIFY OPPORTUNITIES

WHO DEVELOPS THEM?WHO PRIORITIZES THEM?WHO SCOPES THEM?ACQUISITION STRATEGY?PROJECT FUNDING?WHO SELECTS THE PROJECT TEAM?WHO CONTRACTS THE PROJECT TEAM?

CAPTURE

PRESOLICITATION (Ahead of FedBizOpps)– RELATIONSHIPS AND CONTRACT VEHICLES– GSA SCHEDULE – PLANNING SERVICES/STUDIES– SOLE-SOURCE OR LIMITED (8a, HUBZone, SDVOSB)

SOLICITATION (FedBizOpps)– SF330 or TWO-STAGE

• NON-SELECTION AND DEBRIEF

POST SOLICITATION– SELECTION AND DEBRIEF

• Contracting Officer (KO), COR and RCO – Process • PM and Technical Staff – Substance

– NON-SELECTION AND DEBRIEF

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EXECUTE

SCHEDULE AND BUDGET, AND THENACCEPTABLE QUALITYPERFORMANCE VERSUS PRESCRIPTIVE SPECSDESIGN WITHIN BUDGETMEET OR EXCEED STANDARDSMAKE THE AGENCY’S DECISIONS EASY“1-STRIKE-AND -YOU’RE-OUT” RULE (CPARS)“INSIDER” INFONO-COST MODS

DESIGN-BUILD DELIVERY – USACE

AGENCY/LOCAL ATTITUDE TO DESIGN/BUILD– Supportive– Design-Build IS the Preferred Delivery Method for Most Projects

IDENTIFY – ASK/MEET: PPMD / C, E&C / C, Construction / C, Contracting – “THEY” ATTEND: Society of American Military Engineer (SAME)

Events (National, Regional, Local) www.same.org

SELECT – SIZE, SCOPE, GEOGRAPHY, RISK

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ORGANIZATION http://usace.army.mil/about/Pages/Locations.aspxHeadquarters (Develop Policy and Monitor Execution)Divisions (Manage Programs)Districts (Implement Policy and Execute Programs and Contract and Perform Work)

DESIGN-BUILD DELIVERY – USACEPURSUE – PROVEN TEAM/ACASS/CCASS/CPARS

– SUBMIT WISELY – Technical Team Role in Proposals• Front-end collaboration in technical proposal between S-M-E-P and A/E

• Answer Every Technical Item, Select Specs format, Think Submittal Register

• Call out Exclusions and Deviations (ask in writing – Responsive/Responsible)

• Claim Betterments – don’t just give them away or assume they will be noticed.

• Avoid UFGS format when possible, typically Section 1012 Design After Award

allows AIA MASTERSPECS and SPECTEXT or similar, so make life easier.

• Anticipate BIM, P3/Primavera, LEED

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ORGANIZATION

– WHO TO APPROACH?• WHO HAS THE DESIRED WORK?

– USMA and Fort Drum– MACs/MATOCs and IDIQs versus Single Project D-B– East River Bridges Program, $.5B, SFO/DOT work– Stimulus Program

• WHO AWARDS THE DESIRED WORK?– Geographic District– Supporting District– District with Type Work Sought

– HOW TO APPROACH?


NUANCES– COMMUNICATIONS ARE BY WAY OF THE PRIME – THUS, PRIME

SHOULD ENCOURAGE BUILDER AND DESIGNER PARTICIPATION IN PROJECT DEVELOPMENT MTGS WITH USACE

– BRIDGING DOCS TO CONSTRUCTION DOCS – INTEGRATED TEAMS– SUBMITTALS –

• SUBMITTAL REGISTER – LIMIT TO WHAT IS ESSENTIAL• RIGOROUS REVIEW, PAPER/PAPERLESS – EXCLUSIONS!• FOR APPROVAL/FOR INFORMATION ONLY

– STILL GENERALLY STUCK ON PRESCRIPTIVE SPECS; NOT FULLY EMBRACING PERFORMANCE SPECS

– THREE-PHASE INSPECTION PROCESS: Preparatory – Initial – Follow-up– RIGOROUS QA INSPECTION & SAFETY ENFORCEMENT

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NUANCES (continued)

– SAFETY IS VERY IMPORTANT– P3 SCHEDULING – ALREADY IMPORTANT– BIM – GAINING IMPORTANCE– LEED – GAINING IMPORTANCE– RFP AND SPECS EXCEPT AS EXCLUDED OR DEVIATED– BACKSTOP GOOD IDEAS WITH INDUSTRY PRACTICE– BUDGET AND SCHEDULE, THEN QUALITY (READ: ARCHITECTURE)– RESIDENT MANAGEMENT SYSTEM (RMS: QCS, DWGS/INFO, PYMT)– USACE ONLY PAYS ONCE; PROMPT PAYMENT ACT

DESIGN-BUILD DELIVERY – GSA

AGENCY/LOCAL ATTITUDE TO DESIGN/BUILDNot SupportiveDesign-Build IS NOT the Preferred Delivery Method for Most Projects

IDENTIFYASK/MEET:

Regional CommissionerDirector, D&CRegional HPTechnical Staff – Architecture, Design, Construction,

“THEY” ATTEND: AIA, CMAA, CII, DBIA and sometimes SAMESELECT – SIZE, SCOPE, GEOGRAPHY, RISKPURSUE

PROVEN TEAM/REFERENCESSUBMIT WISELY – Technical Team Role

Front-end collaboration in technical proposal between S-M-E-P and A/EAnswer Every Technical Item, Emphasis on Architecture withinBudget/Schedule

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GSA’s Vendor Info Line for Industry partners on matters relating to doing business with GSA:

Doing business with GSA's Public Buildings Service;Specific ARRA funded projects; and, Specific Multiple-Award Schedules or orders.

1-866-PBS-VEND (727-8363), staffed M-F from 8AM-4PM CST/[email protected]

How to Approach GSA?PBS, “Specialty” Calling Cards, Lunch & Learn Planning/Arch Staff


– WHO HAS THE DESIRED GSA WORK?• ALL REGIONS• Stimulus - GSA Stimulus

– WHO AWARDS THE DESIRED GSA WORK?• ~90% OF GSA WORK THROUGH IDIQs• MULTI-DISCIPLINARY Selection TEAMS

– Project Specific Info both for one-off and IDIQ opportunities

– Client Specific Hot Buttons or Preferences– Approach current IDIQ Holders!


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NUANCES

QA INSPECTION NOT AS RIGOROUS AS USACEBRIDGING DOCS TO CONSTRUCTION DOCS – INTEGRATED TEAMSTEAM DEFENSE: CONFIRM COST ESTIMATE AT MILESTONESSAFETY ENFORCEMENT NOT AS RIGOROUS AS USACECLOSER TO INDUSTRY STANDARDS AND BEST PRACTICESGSA APPRECIATES AND VALUES EXCELLENT ARCHITECTURELEED – ALREADY IMPORTANT3D-4D-BIM – GAINING IMPORTANCESCHEDULE AND BUDGET ARE IMPORTANTGSA ONLY PAYS ONCE; PROMPT PAYMENT ACT


I believe there is a cultural aversion to design-build [at GSA] because we are dominated by architects. Every Director in the National Office of Design and Construction, with the exception of the Chief Engineer, is an architect. … design-build makes sense when requirements are clear and fixed, but tenant agencies like user-requested changes, and GSA doesn't say ,"no".GSA used design-build with great success on the Las Cruces Courthouse … We're using D-B on the renovation of an historic property, and that has led to cost over-runs each time we discovered unforeseen site conditions in that ancient historical building.

In the words of a Senior GSA official:

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(continued):

GSA had good success with design-build on a land port of entry (LPOE) recently completed, but only because user-requested changes were deferred to a follow-on project after the Congressionally-approved project was complete. Other LPOEs used design-build with poor results when the requirements were not clearly communicated.In general, GSA uses design build as a last resort, or when we're more

interested in procurement speed than quality or cost.


SUMMARY

No Two Agencies are IdenticalAgencies are Internally Inconsistent on D-BMain D-B work is:– Top Tier: DoD (USACE/NAVFAC), DoS, DoT (by States)– Second Tier: DHS, GSA, USDA

Know the Client, Act Accordingly, Build the RelationshipsManage as a Team within Budget and Achieve ScheduleOne-Strike, Risk Averse Agency Mentality Predominates

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Q&A

Click on ‘Q&A’ on the upper menu bar. This will open the Q&A panel.

Type your question in the upper section, click ‘Ask.’

Submitted questions will be answered verbally as time allows.

Submit Your Question…

AIA Design-Build Knowledge Committeewww.aia.org/db

AIA National Staff and SupportKimberly Yoho: [email protected]

Thank You!

Questions, Thoughts, Ideas and DiscussionsEmail us at:Domenic Meffe [email protected] Hart [email protected] Duffy [email protected]

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How to Make Inroads Into Government Design-Build Projects

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