Project DeveloPment GuiDe - Strangstrang-inc.com/PDF/Strang_ProjectDevGuide.pdf2 StrAnG ArcHitecture enGineerinG interior DeSiGn //PerFormAnce SPAce 1. EXECUTIVE SUMMARY 3 2. PROJECT

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Project DeveloPment GuiDecommon approaches to building or remodeling a facility

StrAnG ArcHitecture enGineerinG interior DeSiGn //PerFormAnce SPAce2

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

tABle oF contentS

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

Project DeliverY GuiDe 3

If you are considering a building project - whether it’s a remodeling, an addition or a move to a completely new facility - you have a series of important decisions to make. This Facility Project Development Guide describes each major aspect of the process of developing and building a facility, from the moment you first consider the project through the occupancy of your new space.

This guide presents the most common approaches to project development; however, each project is unique and there always are exceptions, combinations and constraints, which will impact a schedule, budget or process. Your project should be examined with your specific goals and requirements in mind.

1. eXecutive SummArY

Mentor Corporation


Figure 1 presents typical time frames for each step of a building project. Since each facility is unique and has distinct issues, the time frames are not applicable to a specific project. The shorter period of 6 to 9 months is a reasonable time frame to complete a small remodeling or uncomplicated addition. The 43-month schedule is unusual, but could illustrate a complex project when a site has not been selected yet. A typical new building project may require 16 to 20 months for planning, design and construction.

Figure 2: This timeline shows how planning and design can account for one quarter to half of the total facility project schedule. It is never too early to begin the planning process for a building development project. Keep in mind that extremely tight time frames may inhibit the thorough planning and thoughtful design required for a successful project, and force you to make decisions too quickly.

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Project Initiated

Select ArchitectDetermine Space

Needs

Define Functions ofEach Space

Concept Budget& Schedule

Acquire Building Site

SchematicPlanning

DesignDevelopment

Prepare Construction Documents

Bid PeriodContactor

Mobilization

Construction Period(1 Year)

Commissioning

Validation

Figure 2

Figure 1

Step Activity Time frame1 Select team and

define expectations0 - 1 month

2 Determine space needs, budget and schedule

0 - 2 months

3 Evaluate project delivery method options

0 - 1 month

4 Evaluate and select site 1 - 12 months5 Design 2 - 8 months6 Bidding / negotiation 0 - 1 month7 Construction 6 - 14 months8 Project closeout & occupancy 0 - 4 months9 Warranty reviews N/A

Totals 9 - 43 months

eXecutive SummArY


The success of your facility project depends on a diverse group’s broad expertise in design and construction, as well as their ability to work together for the benefit of your project. Figure 3, and the following narrative, describe a typical building project team.

ASSemble The Core ProjeCT TeAm

Your Internal building Committee

This group represents your organization and participates in major facility decisions regarding budgets, schedules, aesthetics, facility operations, etc. It’s helpful to assemble a tight decision making group comprised of individuals with diverse skills, such as financial expertise, design vision, organizational skills and a deep understanding of your culture, operations and strategic plan. It’s important that the team understand the specific goals that drive the project. If your organization has a facility manager, this person might serve as your internal point person. You may want to consider hiring a construction manager if your project is large (i.e. 100,000 square feet). The point person coordinates and oversees internal team activities/decision making, and monitors your schedule and budget.

Architect/engineer (A/e)

The A/E provides guidance through the design and construction process, and assembles an integrated team of specialists specifically for your project. Depending upon your requirements, the team may include a project manager, architects/engineers, and interior designers. Specialists may include laboratory planners, tele/data specialists, landscape architects and lighting designers.

The A/E will assign a project manager as the primary point of responsibility for your project. This individual will coordinate all activities of your project from conception through warranty review after the facility is constructed. The A/E also will assign a construction administrator to monitor work progress by the contractor and ensure that you receive the quality of construction that was specified. Both of these professionals will help you maintain the schedule and monitor your budget.

Construction Team:/ General Contractor/ Sub Contractors/ Suppliers

design & Planning Team:/ Architect/ engineer/ Interior designer/ Planners

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

PerFormAnCeSPACe

owner’s Team:/ Chief executive/ Facility manager/ director of operation/Production/ Financial officer

Utility Companies:/ Power/ data/ Communications

2. tHe Project teAm

Figure 3


The primary responsibility of the A/E is to assist you through the process and design a facility that meets your specific requirements for function, performance and budget. The A/E facilitates the translation of your ideas into an actual building. It’s very helpful to select the A/E as early in the planning process as possible, so you benefit from their experience in managing, planning, designing and budgeting facilities like yours. The A/E should have a depth of experience designing facilities of the same size and type as your facility.

Typically, the A/E team works directly for the building owner/occupant. In this contractual relationship, the building designers advocate the owners’ interests throughout the duration of the project.

Select an architectural firm you trust and has:/ Knowledge and experience in facilities such as

yours./ Earned the respect of local contractors./ The resources required to complete your

project.

The Wisconsin Chapter of the American Institute of Architects (AIA) publishes guides to help business owners evaluate architectural firms. These guides are available on-line at: http://www.aiaw.org/find

General ContractorThere are many ways to select a general contractor and construction delivery method, and advantages of each approach (see section 7: Project Delivery Options). The General Contractor assigns a project manager who coordinates:

/ Bidding the project to subcontractors / Manpower / Schedule / Purchasing of materials / Payment requests for completed work

The General Contractor also will assign a general superintendent who will manage all field operations at your project site.

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

tHe Project teAm


ConSIder AddITIonAl ProjeCT PArTnerS

developer/real estate broker

In certain instances, a developer or real estate broker may be helpful in identifying potential land or available space for lease. These partners also can assist you in land acquisition. The broker should have a strong understanding of the community, be ready to help you compare land costs, and assist you in evaluating the growth potential of a specific location. This topic is discussed in greater detail in Section 9 – Site Selection and Analysis.

Attorney

If you are purchasing land, subdividing land, negotiating a lease or taking title to a building, the services of an attorney may be required. Certain attorneys specialize in construction law and land acquisition. Ownership of the real estate should be discussed relative to company plans and tax structure.

Accountant/business Consultant

Your chief financial officer or an independent accountant can help you evaluate the overall project budget, apply for a construction loan, review contractor payment requests and establish a payment schedule. A business consultant can assist you in comparing lease rates, determining whether you should lease or own your facility and identifying the cost of the facility you can afford. An accountant also can help you identify opportunities to achieve tax benefits through construction cost segregation.

bank

Your bank will provide the cash flow to accommodate design costs and building construction loans. A construction loan officer, with a thorough understanding of the building process, can help your facility project move forward without delay through financial support.

Insurance Agent

Before undertaking a building project, consult your insurance carrier. Insurance agents can offer opinions on the amount of liability coverage required by the general contractor and architect/engineer. They also can provide builder’s risk insurance for the protection of your investment during construction.

Utility

Private and public utility companies offer services that will impact your facility and are your link to the neighborhood and beyond. During the design process, your A/E will work with each utility to coordinate specific services and utilities connected to the building. Utilities include electricity, gas, communications, data, water, sewer and storm water.

If the utility company is consulted early in the process, there may be some advantages and incentives that can offset construction costs or help you add amenities to the project. Incentives may include: energy savings programs, redundant or uninterrupted power, faster and more reliable data links, emergency generators, etc.

tHe Project teAm


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 its operations, you need to determine whether or 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.

GE Medical Systems Lunar developed a facility master plan that accommodates growth and change.

3. mASter PlAn AnD SPAce neeDS AnAlYSiS


During the master planning process, the A/E will collaborate with you to:

/ Evaluate the relationship between your employees and their individual occupation, equipment and environment./ Address equipment and technology, which evolve quickly and affect space requirements./ Identify and assess your user requirements and corporate strategic plan./ Translate data into specific design criteria./ Improve functional efficiency and employee productivity./ Plan for future growth and change./ Identify square footage requirements.

Often, a facility master plan proposes construction phases to accommodate growth and change through the years. An effective master plan includes trigger points for expansion of the facility that are coordinated with the growth of your organization. Your master plan should evolve as your business evolves.

The master planning process may determine that your existing location will not accommodate growth past a certain point. If so, then the master planning process will include creating and prioritizing a wish list for your future site. Criteria may include:

/ Access to roads and utilities./ Security./ Image./ Size, configuration and location of buildable

parcels./ Opportunities for expansion./ Amenities, including park-like settings, views,

topography, hiking/biking trails.

After you’ve selected a site, which meets your criteria, the architect can complete a quick-fit analysis to determine that the site accommodates current and future growth (see Figure 4). A green light means you can develop a comprehensive, site-specific plan that synthesizes 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

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

If you determine that you definitely need to build a new facility, it’s important to determine the size and type of spaces you need to accommodate current and future requirements. A simple space needs analysis helps identify your building’s complexity and cost, and identifies the time required for design and construction. After you’ve determined the quantity of space required, you can evaluate various building sites.

Space needs analysis involves a room-by-room description of the proposed facility. This exercise involves identifying the required net square foot (nSF) for each room. Starting with a thorough analysis of your current space, the A/E will consider potential growth areas, new business units or departments that the space does not accommodate now.

Then, the A/E will total the NSF components and extrapolate this information into a gross square foot (GSF), which is used to determine parking requirements, construction classifications and overall unit costs.

You can estimate the building’s future population by examining your corporate organizational chart, and identifying any new positions required over the next 5 to 10 years. An accurate estimate of the building population enables you to plan and design for growth. Your project team can predict the quantity and type of growth you anticipate by evaluating the space needs analysis and reviewing your organizational chart.

The space needs analysis: / Verifies overall building and site requirements / Assists in developing facility project budgets / Evaluates the magnitude of facility expansion.

mASter PlAn AnD SPAce neeDS AnAlYSiS


As a starting point in the design process, programming sets the foundation for translating an owner’s objectives into a facility that supports an organization’s strategic plan. Facility programming identifies and analyzes spatial and functional information that shapes a building’s design. The objective is to identify project goals, determine performance requirements for the space, and identify any special requirements that should guide the design. During this phase, an integrated team of architects, engineers and interior designers will immerse themselves in your organization to gain a thorough understanding of your business goals, objectives and culture.

During the programming phase of a facility project, your project team will identify and prioritize design needs as they relate to the overall project goal, including:

/ Specific space requirements: Identify and assess user requirements and resolve functional challenges.

/ Goals for functional efficiency and employee productivity: Evaluate the relationship between employees and their occupation, equipment and work environment.

/ Mechanical system requirements./ Character and aesthetics of spaces: Explore

and create innovative design concepts./ Integrate parts, form and color in a uniform

theme./ Invent flexible, productive and comfortable

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.

data Collection and Analysis

The first step in programming is to gather information about the client, users, external requirements/standards and the A/E’s own experience. All key participants should be involved, especially the owner’s representative and the individuals who will supply approvals for the project to move forward.

During programming, the client will share information about strategic goals, organization and procedures. In some cases, the client may not be the end user. For example, a developer may be building a facility for a tenant or tenants. In this case, it’s important that the programming exercise recognizes that the facility needs of the owner and user may be quite different, and both must be incorporated into the design.

The A/E also will collect information about planning and zoning ordinances, building codes and any regulations that will impact facility requirements. The A/E also will draw upon its own experience with the facility type, client type or situation faced by the client - this familiarity is an invaluable resource in identifying innovative and constructive design solutions.

Programming evolves into a very beneficial reciprocal process of translating program ideas into design concepts, which then help the A/E and you reassess and refine program goals.

4. FAcilitY PlAnninG AnD ProGrAmminG


The A/E will facilitate a series of focus groups to solicit input 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.

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 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.

Figure 5: Programming Sketch

Figure 6: Functional Diagram

Figure 7: Block Diagram

FAcilitY PlAnninG AnD ProGrAmminG


During facility programming, it’s important to develop a conceptual budget. At this stage, the goal of the budget is to understand the cost implications of the ideal facility and to identify the most efficient way to achieve ambitious design goals. This is the first of several budget reviews that occur throughout a project. Budget monitoring minimizes surprises to the owner and prevents costly rework, schedule delays and changes during construction.

evaluation of resulting Program

The final products of the programming phase are 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.

existing Facility Survey

Perhaps you are in a situation where you are trying to determine whether you should tear down or reuse an existing structure. In this case, a thorough evaluation of the existing structure should take place prior to programming, and consider:

/ What kind of shape is the building in?/ What will it take to modify the structure to

house the program?/ Can the required activities be completed within

the budget?

City Center West

FAcilitY PlAnninG AnD ProGrAmminG


The project budget should be identified as early in the building development process as possible. Initially, the budget is based upon a concept plan and derived from historical cost comparisons with buildings of similar complexity and features. You will achieve the most accurate budget with the most accurate space needs analysis and program statement. Figure 8 presents an overall breakdown of costs for a typical building project.

The more detailed the budget is, the easier it is to define where costs can be adjusted. During the design phases, the A/E will advise you about the cost implications of your choices. If the project cost initially is more costly than you can afford, the A/E can identify value engineering 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.

Contingency budget

It’s important that the owner reserve a contingency budget to accommodate unforeseen conditions, such as soil problems, adverse weather, trade coordination issues or material delivery delays, etc. In the case of an addition or renovation, the contingency also will cover any necessary disruption to operations, including utility shut downs. Generally, new construction requires a contingency of 3 to 5 percent of the construction budget and renovations require a 5 to 10 percent contingency. Any owner-initiated changes after design is completed are in addition to the contingency budget.

5. BuDGet

Item Percent of budgetSite 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 VariesBusiness downtime Varies

Figure 8: Typical Project Budget Breakdown


. 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 Construction Cost:

offices and Administration100 Systems Furniture @ 8' X 8' 8,384 gsf $671,00012 Private Offices @ 150 sf 2,358 gsf $259,000Classrooms 2,882 gsf $346,000Break Room 1,048 gsf $115,0004 Conference Rooms @ 150 sf 786 gsf $86,000Copy Area and Work Room 786 gsf $86,000General Office Storage 655 gsf $52,000

laboratory Functions8 R&D Laboratories @ 600 sf 6,288 gsf $1,415,0005 Lab Support Rooms @ 150 sf 983 gsf $246,000Freezers/Refrigerator 393 gsf $71,000Specialty Labs 2,096 gsf $524,000

Circulation, mechanical and Common Spaces2 Stairs 1,048 gsf $105,000Elevator and Machine Room 393 gsf $51,000Loading Dock 1,310 gsf $144,000Warehouse Storage 2,620 gsf $183,0002 Sets of Toilet Rooms 1,886 gsf $245,000Boiler Room 3,930 gsf $393,000Mechanical Penthouse 2,620 gsf $183,000Electrical Room 1,310 gsf $92,000

41,776 gsf $5,267,000

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

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

Total Project Cost: $10,210,000

Figure 9: Project Cost Analysis

BuDGet


Figure 10: Project Cash Flow Comparisons

BuDGet


The schedule is a driving force behind a building project. When building owners clearly understand how the project team will collaborate to achieve important milestones, they help accelerate the project and set the foundation for a successful project. Schedules also address constraints such as local weather conditions, planned utility extensions and coordinating with the local review agencies.

Critical milestone Schedule

A first step in setting a realistic schedule is identifying the owner’s critical dates. A realistic schedule provides reasonable time for design and construction, including adequate time for the owner to contemplate decisions. The schedule can have a major impact on project costs and influence the selection of a construction delivery method (see Section 7). The A/E and contractor develop a task list that identifies a critical path indicating when:

/ Information is required. / Critical decisions must be made./ Designs will be completed./ Construction will start./ Equipment will be ordered.

Every schedule should incorporate some contingency time to accommodate minor setbacks, such as adverse weather conditions, delays in owner approvals or funding.

Construction Phasing

Building schedules often are compressed in order to occupy a facility by a critical date. Phasing may be the best method to complete the project within a tight time frame. By overlapping design and construction phases, the contractor can begin foundation or demolition/remodeling work earlier, and the design can be completed during construction.

Permitting and review Process

The team should consult with the local jurisdiction to determine requirements for a permit or review process, and request a building permit as early as possible. Another common strategy to accelerate the schedule is to pre-order all long lead items, such as HVAC equipment and structural steel.

how the Schedule Impacts the budget

As the project timeline is reduced, costs increase accordingly. Therefore, it is important in the planning stage to weigh the pros and cons of compressing the schedule. For instance, accelerating the design may result in a building that is less refined in terms of function. In addition, coordination and accuracy may be sacrificed, resulting on costly change orders after the project is bid.

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.

6. ScHeDule


When planning a facility, owners must evaluate delivery method options within the context of the project’s unique requirements, including:

/ Cost control/ Schedules / Quality

design/bid/build

The most traditional delivery method is known as design/bid/build (d/b/b), where the owner contracts with an A/E for the building design. After design is complete and documented for construction, the owner solicits competitive bids from qualified contractors and awards the construction contract to the lowest qualified bidder. The A/E then administers the contract as the owner’s agent.

The building owner benefits from a customized design that meets current and future performance requirements. The owner also can achieve operational and maintenance efficiencies over the building’s lifetime.

During design, more time is available for the owner to review and evaluate options. The owner also is aware of building costs prior to construction, and can achieve significant value from competitively bidding all project components. The A/E advocates the owner’s interests without a direct tie to the general contractor.

Since tasks are completed sequentially with D/B/B, this delivery method usually requires more time than other methods. Another potential disadvantage is that contractor selection is based solely on price, rather than qualifications. You can minimize this shortcoming and still achieve competitive pricing by pre qualifying contractors.

negotiated Contract

With the negotiated contract delivery method, the owner selects the A/E and pre-selects a general contractor. The general contractor then collaborates with the A/E and owner to select building materials and systems. The contractor also manages the bidding and construction of the 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.

7. Project DeliverY oPtionS

Monona State Bank


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.

Although there is ample time during design for owner input and review, these opportunities are somewhat compressed, due to the accelerated schedule of the “fast track” option. The owner must be willing to make important decisions more quickly than in a D/B/B, or a single bid package negotiated contract scenario.

design / build The design/build (d/b) alternative integrates design and construction, and the owner contracts with a single D/B entity, which assumes the responsibility of delivering a completed 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.

The major advantages of this method are similar to those of the negotiated contract method. The facility is delivered quickly and the owner receives a fixed cost during early design and construction.

However, the owner also has fewer choices with D/B. Many D/B entities deliver cost savings by limiting design alternatives that might be better suited to the owner’s needs. Another disadvantage to D/B is that there is not an independent advocate for the owner.

University of Wisconsin, Lowell Center

Project DeliverY oPtionS


There are many choices with regard to owning and financing a building and each should be considered and weighed.

Ownership options include:

/ Purchasing the building outright/ Financing the building through a lender/ Financing the building through a third party

investor

Alternatively, developers often are willing to finance a facility and lease it back over a negotiated period (usually a minimum of 10 years), oftentimes with an option to purchase. This is great for companies who want to devote more financial resources toward operations, and minimize their capital expenditures. Another alternative is to create or partner with a partnership of investors who own the facility and lease it back to the organization.

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.

For the lease alternatives, the A/E can segregate costs amortized over the life of the lease (i.e. 10 years) from the life of the building, yielding the anticipated annual lease rate. Your accountant or business consultant can help evaluate and compare the available options.

It may be more challenging to obtain financing for high tech or special use buildings. Some lenders often are averse to taking a risk on buildings with limited potential for reuse; therefore the owner’s down payment is sometimes larger than if the building were a typical office building that could be leased or sold to another organization quite easily. If you can demonstrate that the facility can be reused without a significant amount of expense, the financing may be easier to obtain at competitive rates. Facility characteristics that enhance the potential for reuse include; multiple entrances, modular spaces, generic laboratories and other standardization.

8. FinAncinG

HealthEmotions Research Institute


Site analysis involves the evaluation of an existing or potential site as it relates to your project’s program, budget and schedule. You might find it helpful to enlist the assistance of a real estate broker, who will understand the market and be aware of available parcels. A development consultant also can help guide you through the site selection process.

Identify and Prioritize Site Selection Criteria

Using your facility program, strategic plan and corporate demographics as a starting point, the A/E will help you identify and prioritize site selection criteria. This will help you narrow your focus to specific areas or communities. Some general location issues include:

/ Where employees live./ Where clients are located./ Your corporate culture./ Land acquisition costs and development costs

in different communities./ Different municipalities’ regulatory approval

time frames.

Before you begin to shop for sites, it’s important 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.

Compare Potential Parcels

After you identify some general areas where you would like to build your facility, a real estate broker can help find specific parcels that accommodate your space requirements. At this point, you can begin to compare the sites according to some more specific, detailed criteria. Your A/E can offer advice about building, parking and general site parameters. Some of these criteria include:

/ Development costs./ Property taxes./ Development incentives./ Zoning restrictions./ Land acquisition costs./ Physical characteristics of the site (climate,

slope, prevailing wind direction and velocity, solar orientation).

/ Cultural factors (site history, surrounding land uses, economic value).

/ Regulatory factors (zoning, planning and site plan review, codes).

/ Site access./ Municipal regulatory processes and timing./ Availability of utilities./ Value of the land after development.

9. Site Selection AnD AnAlYSiS


Physical Characteristics

The topography of a site can significantly impact the building potential of a site. Some important things to evaluate include vegetation, drainage patterns and proximity to drainage ways/floodplains and location and capacities of utilities. Geotechnical characteristics are another important consideration when looking at a site, since they often drive the costs associated with developing a site. Your A/E can evaluate soil surveys to determine the depth to bedrock, elevation of the water table and foundation bearing capability of a particular site. Determining the location and capacity of each utility system is another key consideration.

Cultural Factors

Your site analysis may include an evaluation of its historic land use and value of existing structures on and adjacent to the site. It’s also important to consider the land use in the adjacent area to make sure that your facility is compatible within the context of the existing community.

Your site analysis also may include an evaluation of the economic value of the land. This is helpful in determining the extent of buildable area based on the economics of development.

regulatory Factors

Many regulatory requirements can impact a site. Municipalities use zoning to create and maintain land use and design standards. Often, many communities have planning boards that review site and building plans in detail. Keep in mind that these boards have broad powers of review, negotiation and approval. Additional codes for building, fire and construction affect site requirements by establishing minimum standards for things such as handicap access and parking.

Conduct Quick-fit Analysis

If you narrow down your selection to one or two options, the A/E can conduct a quick-fit analysis to determine whether the sites accommodate your facility footprint, and determine whether there is 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.

Site Selection AnD AnAlYSiS

Villager Mall, Master Plan


Site Analysis ChecklistSITe AnAlYSIS CheCKlIST

Criteria Factor Points Factored Points Points Factored

PointsTImInG

Time required to closeOwner’s willingness to sellZoning-rezoning requirementsSite drainageSoil condition/site preparationUtilitiesApproval process timing

SIZeTotal acreage availableOptions for footprintFuture expansion capabilityProbable acquisition cost

QUAlITYSetbacks/landscaping optionsZoning - allowable useZoning - continguous useCovenants, restrictions, easementsProximity to public transportationAmenities

CoSTPurchase priceParking optionsConventional financing optionsTax incremental financingUtility financing

SITe A SITe b

Site Selection AnD AnAlYSiS


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.

Amenities - Recent studies conclude there is a correlation between employee satisfaction with the work environment and company performance. By making physical improvements to a corporate office facility, a business can decrease absenteeism, recruit top talent and increase profitability.

Collaborative Space - Today’s knowledge-based workforce requires more space to collaborate and share ideas. Corporate offices with more open space and smaller environments, or enclaves, support interaction and the exchange of ideas

Integration of building systems - It is important that the mechanical engineer and architect collaborate closely from the onset of facility planning. This results in a building that integrates mechanical, electrical and telecommunication components into a well-coordinated whole. Flexibility can be achieved by incorporating building utilities and systems with the capacity to accommodate future operational needs and growth.

Energy efficiency/sustainable (green) design - There are many opportunities to incorporate cost-effective, energy-efficient, real-life sustainable design alternatives into corporate office facilities.

Sustainable elements may help lessen the building’s environmental impact and provide a healthful, comfortable environment for employees.

Facility flexibility and expandability to accommodate change and growth - During the design of a facility, it is important to assess current and future space needs and anticipate growth. Since business functions and organizations can change quickly, office buildings should be designed with built-in flexibility to accommodate operational changes, as well as growth. A modular facility layout is cost-effective and provides flexibility and expansion capability. Flexibility also can be achieved by limiting the number and sizes of various rooms.

Future reuse of space - A facility is a tool that supports an organization’s business and strategic plan. The building also is an asset that can be marketed for reuse. If a company intends to sell or lease its facility to another user at a later date, or adapt to a different organization, it should incorporate as much flexibility into the building as possible.

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Venture Investors


move-in/occupancy - In scheduling a corporate facility project, forethought should be given to anticipated move-in and occupancy coordination issues. The goals are to minimize any potential downtime and to maintain productivity during this phase of the project.

Comparative costs and payback - Throughout the design process, there are many opportunities to compare costs and quality of different building materials, features and systems. These should be evaluated in a holistic manner, with consideration given to future payback.

Often times, Strang will conduct a Visual Preference Survey and/or Benchmarking Tours. These approaches allow you to review multiple design styles/applications to determine visual, material, and environmental preferences prior schematics. This approach is cost effective as it establishes benchmarks - increasing the likelihood that initial facility concepts will be in line with your overall needs.

The design process typically involves the following:/ Analysis (to define the design problem)./ Synthesis (to translate analysis into a concept)./ Refinement (when the concept is developed

into a more detailed solution)./ Implementation (when the design is converted

into documents for bidding and construction).

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.

Zoning and code analysis may involve graphic illustrations of the zoning envelope, which is the height, bulk, setbacks and other limitations imposed by municipal codes. This information, when combined with parking and loading requirements, existing conditions, building area and height limitations and other code requirements, will help the A/E to organize the program into a building mass that complements the site. If your building project must work with or include existing structures in its final solution, it’s important to document existing conditions for use in design.

After analyzing the information, the A/E will combine it into an integrated solution that sets the foundation for the conceptual design. Some A/Es follow approaches that generate and test several alternatives.

Your design goals will establish the functional and aesthetic guidelines for making design decisions. These overall goals also will help you establish priorities when trade-offs must be accommodated in the design solution. Your project’s complexity and schedule will determine how long the design process will take. The design of a project development typically includes three basic phases:

/ Schematic design./ Design development./ Construction documents.

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Schematic design (Sd)

The main goal of this phase to determine a clearly defined, feasible design concept that the owner understands and approves. This phase also involves clarifying the program, exploring the most promising solutions and providing a basis for analyzing the cost of the project.

At the beginning of schematic design, the A/E will identify a basic organization for the project. This may be a plan concept, a decision to mass the building either vertically or horizontally, or the use of an organizing element, such as a central corridor. During schematic design, the A/E will:

/ Evaluate multiple options./ Create specific spaces./ Build consensus among decision makers./ Establish the overall design direction.

Schematic design includes space allocation and utilization plans based on your functional relationships, consideration of alternative materials, and the development of conceptual design solutions. During this phase, the A/E will provide you with multiple drawings and sketches that depict the design options for your space so you can make choices and identify the facility’s design direction. You also will begin to discuss requirements for HVAC, plumbing, electrical, telecommunication and security systems.

Preliminary Construction Cost estimate

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.

The estimate may include an initial analysis of your budget, with some suggestions for changes based on the site or marketplace. It’s standard for the preliminary estimate to include contingencies for further design development or changes in construction.

design development (dd)

The main goal of the design development phase is to identify and describe the important components of the project based on reviews and input by the client. When completed, this phase gives the A/E virtually all the information necessary to complete the design and prepare construction drawings for the contractor.

During design development, the design team will identify a coordinated description of all aspects of the design. No major issues that could cause significant rework during the construction documents phase should be left unresolved. In general, design development includes:

/ Fully developed floor plans./ Interior and exterior elevations./ Reflected ceiling plans./ Wall and building sections./ Key details./ Basic mechanical, lighting, electrical, plumbing

and fire protection systems./ Interior construction details, including partition

locations./ Furniture, furnishings/equipment selections./ Materials, finishes and color selections.

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The design development phase also involves a thorough analysis of the engineered systems, as well as value engineering to identify opportunities 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 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. 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.

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

Perspective drawing of the Theatre building.

A detailed west elevation

Theatre currently under construction

Strang is working with American Players Theatre in Spring Green to design and build a new indoor theatre and production support building. Currently under construction, the new buildings will be complete in July 2009.

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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./ Furniture space planning./ 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.

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 identity through their interior environment.

The Prairie Bean Coffee Shop has a warm, inviting atmosphere with a view of a restored prairie.

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The office space in this research and development building features sustainable materials and an abundance of natural daylight.

The lobby area in this bank features splashes of color, curved soffits and counters and bright pendant fixtures.


You are on the home stretch as you approach the construction phase of your new facility. Your understanding of the following construction phase issues will help prepare you to make decisions in the field, minimize change orders, and deliver a project that meets your requirements.

Each member of the construction phase team has a special role and responsibility to execute. This group collaborates as a team to achieve a common goal: to deliver a high-quality building that meets your budget and schedule. The A/E’s construction administrator confirms that construction complies with the design and contract. If brought on board during design, the contractor already may have provided cost estimating and constructibility review during design. During construction, the contractor’s superintendent, subcontractors and suppliers join the team and are responsible for executing and managing construction activities. (If the project is bid, the general contractor starts collaborating with the team after the design is completed.)

It’s advantageous to have proactive owner involvement during construction. At a minimum, the owner always should be aware of the status of the budget, schedule and any change orders.

Prior to starting construction, the owner, A/E and contractor establish a project budget in a contract. It’s important for the owner to reserve a contingency budget to accommodate unforeseen conditions, such as soil problems, adverse weather, coordination issues or material 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.

Generally, new construction requires a contingency of 3 to 5 percent of the construction budget and renovations require a 5 to 10 percent contingency. Any owner-initiated changes are in addition to the contingency budget.

Communication is critical during construction. The contractor’s superintendent will conduct bi-weekly progress meetings with the owner’s representative, A/E, and HVAC, plumbing and electrical project managers. During these meetings, the team will review a schedule for trade activities to make sure that construction will be completed efficiently and by the contractual completion date. If necessary, the team will make adjustments to material deliveries or labor to achieve deadlines.

Don’t be surprised by changes that occur during construction to accommodate unforeseen conditions. Your contingency budget is reserved for these change orders. The contractor will estimate fair costs for changes and provide the owner with a labor and material breakdown, if requested. Interior perspectives developed during design may help you visualize the final space and minimize changes during construction. Conduct periodic tours during the initial rough-in stage of construction; at this point, it’s less complicated and less costly to make changes.

The A/E’s construction administrator makes recommendations to the owner to accept, reject or revise change orders. The owner must approve every change order.

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Construction Completion and Project Close-out

Project closeout occurs when the construction approaches conclusion and the owner is about to occupy the space. At this point, all systems have been installed and are operational. Depending upon the building type and use there are a number of tasks to be completed.

Commissioning

During commissioning, the Project Team will operate all building systems under the conditions that they will be exposed to under normal occupied operation. During this exercise, the contractor works out the bugs of each system, fine tunes the various components and makes certain that all of the systems are working in accordance with the plans. The contractor will operate motors under full load, switch the switches, exercise generators and test the HVAC system to make sure that each diffuser is supplying the correct amount and temperature of air. The architect/engineer will work with the various contractors during the commissioning to evaluate the tested results and test reports for the owner. The commissioning process should be conducted after construction is concluded and prior to occupancy so that construction and move-in activities don’t interfere with the results.

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

any required corrections. When the subcontractors have corrected all of the deficiencies, the A/E will conduct a walk-through and make notations of uncompleted and/or unacceptable work; payment will be withheld from the contractor until these items are completed or corrected. This process is known as a “punch list.”

occupancy Permit

The building can only be legally occupied after it passes an on-site inspection from the local or state building inspector and the local fire department. The A/E will initiate the inspection by completing and submitting a substantial completion form with the building code officials. The loose definition of substantial completion is that the facility is occupied for its intended use, which means that the occupants can perform their work in a safe environment, even if minor repairs must be completed.

owner Training

The owner’s maintenance staff will receive training in the operation and maintenance of equipment from the HVAC, electrical and plumbing contractors. The A/E will work with the general contractor to schedule these training sessions. Some projects may warrant a video recording of the training session.

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Validation Facilities with specialized processes, such as pharmaceutical manufacturing, probably will require validation of the systems and process. The validation procedure may take from between one month to many months in duration, depending upon the complexity of the process and environment. The process should commence after the building is commissioned and all systems are operational; however, the validation procedure should be developed during the early design stages of the project in order for all parties to have a clear understanding of their particular roles and responsibilities.

record drawings and operation and maintenance manuals

After substantial completion of construction, the contractor also will assemble a set of the construction as-built documents (plans) on which any field changes have been noted (the location of underground utilities or hidden conditions are typically shown). As an optional service, the A/E can incorporate the changes made during construction along with the contractor’s notes into a new set of reproducible documents (record drawing) or electronic files for the owner’s use.

The owner should also expect to receive several sets of a manual that compiles operational and maintenance information (O&M) for each piece of equipment. Warranties and guarantees also are provided for all equipment or systems that required them.

Attic Stock/Spare Parts

The A/E typically will specify additional carpet, ceiling tile, floor tile, paint, etc. for the owner’s use in making small repairs throughout the building’s lifetime. The A/E also will request spare parts for machinery. These items will be delivered to the building upon completion of the project.

Post Construction

Every building is unique and essentially a prototype. As such, one should expect that there occasionally will be bugs to tweak and correct during the facility’s operation. Typically, the A/E requires the contractor to warranty the building for one year after substantial completion. This means that the owner should expect the contractor to be available to resolve the occasional roof leak, door squeak, fan noise, etc. Items subject to wear and tear, such as paint scrapes, broken glass and carpet tears, typically are the owner’s responsibility.

When seasons begin to change, the mechanical system will change from a cooling mode to heating mode; the A/E and contractor can assist in fine-tuning the system to accommodate these new conditions.

Since there is a one-year warranty on the building from the contractor and many one-year warranties on various equipment, an 11-month inspection of the building by the A/E and contractor is a prudent step. Schedule the A/E for this warranty review at the date of substantial completion.

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AArchitect/engineer (A/e) - A professional licensed and registered by the State in which the project is being constructed, familiar and experienced in similar building types. Many A/Es are specialists in specific building types such as laboratories, churches, housing etc. The A/E team usually is comprised of professionals specializing in aspects of the project design such as designers, managers, specification writers, HVAC engineers, electrical engineers, landscape designers, structural engineers, construction administrators, etc. A/e project manager - The A/E’s manager for the project and primary point of contact for the owner, contractor and government unit. Responsible for coordinating all architectural and engineering activities while monitoring the project budget, design, and schedule.

cCodes - A government unit’s regulations, ordinances and requirements defining the minimum acceptable design and construction standards usually related to safety, accessibility, comfort and energy conservation.

Change order - An amendment to the construction contract between the owner and general contractor that authorizes a change in the work, change in the project cost, or change in the schedule. The change order must be reviewed and approved in writing by the owner, contractor and architect.

Commissioning - After the building is constructed, the Project Team operates all building systems under the conditions that they will be exposed to under normal occupied occupation.

Conceptual budget - A preliminary cost estimate for a proposed building or remodeling. The conceptual budget is typically based upon “historical costs” of similar buildings and contains a contingency to account for anticipated project evolution. The concept budget is an early indication that costs are in line with the budget.

Construction administrator (CA) - A building design professional employed by the A/E to provide guidance during the construction phase. The role of the CA is to interpret the design and provide guidance to the contractors, resolve discrepancies in the plans and specifications, assist the general contractor in coordinating various trades, review shop drawings, monitor the construction schedule, review contractor payment requests and record the project progress with reports and minutes.

Construction documents - The plans and specifications that describe, in detail, the requirements for the construction of the project. These documents are incorporated into the contract between the owner and the contractor, and define the product that the owner should expect at the conclusion of the construction. Typically, the contractor will base its bid on these documents.

Construction manager - An individual or company hired by the owner to coordinate the construction project. This person typically is a specialist in the building trades with a background in general contracting who is charged with hiring the subcontractors and purchasing the materials required to complete the project.

Contingency budget - A part of the budget that is set aside to accommodate unforeseen conditions or necessary disruptions to operations (in the case of a renovation).

Ddesign-bid-build delivery method - After design is complete and documented for construction, the owner solicits competitive bids from qualified contractors and awards the construction contract to the lowest qualified bidder. The A/E then administers the contract as the owner’s agent.

design-build delivery method - The design/build (D/B) alternative integrates design and construction, and the owner contracts with a single D/B entity, which assumes the responsibility of delivering a completed 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.

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design development - The second of three design phases during which the A/E prepares more detailed drawings and finalizes design plans. An outline specification that lists all major materials to be used typically is included. At the completion of this phase, the A/E has virtually all of the information necessary to produce construction documents. The contractor can prepare an accurate budget and/or guaranteed maximum price (GMP) from these drawings.

FFacility manager - Employee of the building owner who is responsible for overseeing the operation of the facility including equipment maintenance, furniture selection/relocation, remodeling, utilities, etc. With their thorough understanding of the facility, this individual often is the owner’s representative during the design and construction process.

GGeneral contractor - The primary contractor responsible for coordinating the work of all subcontractors on a project. The general contractor is responsible for maintaining the construction schedule and budget. The primary contacts consist of the general contractor’s project manager and a construction superintendent.

Gross square footage - The total area of a building, including common or support areas, such as chases, corridors, mechanical spaces and stairs.

Guaranteed maximum price (GmP) - The construction cost of a building project developed prior to full completion of plans and specifications. The general contractor can provide a GMP to the owner, for a defined project scope. However, the price will contain contingencies for unforeseen conditions and further design refinements. The GMP is typically established after the completion of the Design Development phase.

iInterior designer- A building design professional employed by the A/E to provide design expertise in interior design, workspace performance and furniture selection. The role of the interior designer is to work with the owner during the design phase to determine the most efficient and pleasing configuration of workspaces, to provide expertise in creating stimulating interior design and prepare drawings and specifications to be incorporated into the building design documents for bidding. The interior designer can also assist in coordinating colors, materials and textures for a new or remodeled facility. The interior designer should be affiliated with the American Society of Interior Designers or with International Interior Design Association, or be certified through the National Council for Interior Design Qualification.

m

master plan - A long-range plan for a facility or campus. May involve several options to provide the flexibility to accommodate change and growth, meet current and future space needs, and support a strategic plan.

nnegotiated delivery method - The owner selects the A/E and pre-selects a general contractor. The general contractor then collaborates with the A/E and owner to select building materials and systems. The contractor also manages the bidding and construction of the project.

net square footage - The amount of space that is us-able, or a specific area typically dedicated for a specific use.

ooccupancy 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.

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PPlans - The drawings, details and schedules of a build-ing that indicate the quantity, location and sizes of the building components

Programming - During this facility planning process, the A/E will help the owner to identify the basic require-ments of the project, including the budget, schedule and building/zoning requirements. Typically, the pro-gramming involves defining the bulk area requirements and special functions required in the facility. At the end of this phase, the A/E provides a program statement, which is a written summary of design objectives, con-straints and criteria.

Program statement - A written summary of design ob-jectives, constraints and criteria for a building project.

QQuick-fit analysis - A quick and easy preliminary way to determine if the building, parking, access and possible future expansion will fit on a site. Also used to determine whether an organization can fit into an existing building.

SSchematic design - The preliminary phase of design where the A/E determines the gross size and function of the facility. Typically involves specific areas, adjacen-cy requirements, preliminary floor plans and a prelimi-nary project budget.

Site analysis - The process of evaluating and compar-ing alternative building sites or properties. The evalu-ation typically examines political and physical con-straints, such as topography, view corridors, setback requirements, site access, utility costs and availability, local building codes, neighborhoods, etc. The evalu-ation also makes comparisons as they impact project cost, schedule and amenities.

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.

Specifications - A part of the construction documents that details requirements for materials, equipment, construction systems, standards and workmanship. Also defines quality of components and the method of installation.

Subcontractor - Any contractor hired by the general contractor. Subcontractors typically include trades such as electrical, plumbing, HVAC, controls and other spe-cialized trades.

Superintendent - The general contractor’s field repre-sentative. Typically at the construction site on a daily basis.

vValidation - Process by which A/E evaluates documented evidence that every critical system and building finish that supports or affects the manufacturing process is identified and constructed according to prescribed criteria. Validation takes place after commissioning, and may take from between a month to many months in duration, depending upon the complexity of the process and environment. The validation procedure should be developed during the early design stages of the project in order for all parties to have a clear understanding of their particular roles and responsibilities.

Value engineering - A method of analyzing individual components to see if a less costly component is appropriate for and meets the minimum quality requirements for a particular project.

W

Warranty review - A typical building will have a minimum 1-year warranty on major systems and components such as mechanical equipment and controls. The warranty review is a process to evaluate the equipment prior to the 1-year warranty expiring to identify that should be repaired or replaced while still in warranty.

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