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problem is a fundamental change in the way some government agencies do business. “Many government agencies don’t know about design-build, and if they do they’re reluctant to try it because they perceive it as high-risk because it’s new. But it’s a proven, Federal Acquisition Regulation-approved delivery method that actually lowers the risk for the federal government,” she says, adding that the building cost came in at roughly $260 per square foot and that the project was procured for the amount funded by Congress. Baker agrees, and credits extensive upfront owner planning for the success of the project. He estimates that about 90 percent of the government team’s time on the project was spent in the beginning of the process; defining the best performance objectives and substantiation criteria possible so they could then get out of the design-build team’s way. “When the contractor came up with a choice to be made, our response was ‘What does the contract say?’ It wasn’t our problem, it was theirs,” he says. “They had to think about how to deliver what they had committed to. That shifted the financial, schedule and scope performance burdens to the private contractor.” According to Phil Macey, division manager of highperformance buildings for Haselden Construction, that early prioritizing of objectives is key. “The benefit owners get out of that exercise is an ability to manage their projects with a much lower level of effort after that,” Macey says. “They’re then able to make streamlined decisions that they could struggle with for the entire duration of the project if they don’t do that work up front.” As a result of that planning, guiding the design of the building was an owner objectives checklist in which roughly 25 goals were categorized into three realms of varying necessity and difficulty. “We had to figure out how to design the building to meet all of the objectives that led to the character of the interior of the building and energy performance of the building,” says Michael Simpson, senior associate with design firm RNL, the architect of record for the RSF. For example, the LEED Platinum objective let the RNL team know they had to design a building that was going to be extremely high performing on “The defining factor is not the design of the building, but how we got to the design.” —Michael Simpson, senior associate with design firm RNL, the architect of record for the RSF The sustainability goals for NREL were: LEED® Platinum rating, net zero energy and energy use of 25,000 BTUs per square foot per year. dbia.org summer//2011 35 http://www.dbia.org

Table of Contents for the Digital Edition of IQ Summer 2011: The Federal Issue

IQ Summer 2011: The Federal Issue

IQ Summer 2011: The Federal Issue - (Page Cover1)
IQ Summer 2011: The Federal Issue - (Page Cover2)
IQ Summer 2011: The Federal Issue - (Page 1)
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http://staging.nxtbook.com/ygsreprints/DBIA/g32384_dbia_spring2013
http://staging.nxtbook.com/ygsreprints/DBIA/g30201_dbia_winter2012
http://staging.nxtbook.com/ygsreprints/DBIA/g27498_dbia_iq_fall2012
http://staging.nxtbook.com/ygsreprints/DBIA/g27263_dbia_iq_summer2012
http://staging.nxtbook.com/ygsreprints/DBIA/g27412dbia_iq_spr12
http://staging.nxtbook.com/ygsreprints/DBIA/g24065_dbiaiqwinter11
http://staging.nxtbook.com/ygsreprints/DBIA/g21862_dbia_fall_11
http://staging.nxtbook.com/ygsreprints/DBIA/dbianxtbook_summer_11
http://staging.nxtbook.com/ygsreprints/DBIA/g18240_dbia_spring2011a
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