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spaces. The performance criteria are qualitative measures that outline service life spans, durabilities, operational convenience, system inputs and outputs, required certifications, and product and system efficiencies. In the case of the RSF, quantitative measures such as the 800 staff capacity and the 25kBTU/sf/ year are examples of the program metrics used in the RFP to define the scope. IAHFSI used performance criteria measures such as foot-candle levels, thermal U values and LEED® certification. competitors responded to these prioritized objectives in narrative form. 3. fIxed prIce, varIaBLe scope Now comes the untraditional—and more transparent—evaluation process. Traditionally the design-bid-build process focuses all the planning and work on documenting a set of plans and specs. The likelihood of the set documented design hitting the fixed price is problematic, particularly because this traditional process divides the designer and builder. Much is lost in translation as the users 2. oWNer coNtroL tell the owner their needs, as the owner conveys Once the program is in draft form, the metrics that to the designer, and the designer passes on the of the program are prioritized. Most owners have information to the consultants and draftsmen. In more needs than dollars. So to gain a deeper addition, miscommunication can occur with the understanding of true need, the owner prioritizes resulting bid documents and how the builder and the program elements and defines the ranges subcontractors interpret these documents. of scope. For ex a mple, The outcome was better the RSF and the IAHFSI for the RSF and the IAHFSI. broke down the elements Both projects defined their PrograM MetrICs and of their projects into three scopes i n met r ic ter ms PerforManCe CrIterIa categories: “mission critiwit h no lines on paper. cal, highly desirable and are But Both prioritized the projif possible” (it could have ect objectives and program. easily been A, B and C). serve dIfferent And both used a fixed-price A ll mission-critical elevariable-scope strategy. The In tHe rfP. ments must be included evaluation strategy is simple: in the design-builder pro“How much of my prioriposal or the owner reserves tized objectives and program the right not to award a contract. Operationally, can I get for this fixed price?” this informs the market that the scope and budget As the owners, NREL and Kansas State used may not be aligned. their RFPs to completely define the problem for If the owner’s internal policies, for example, which they sought a solution within the constraints require at least a LEED Silver certified facility, of time and money. Time and money are the easiest then LEED Silver would be “mission critical,” metrics to document. The trickiest thing to estabGold might be “highly desirable” and Platinum lish between parties is the quantity and quality of might be “if possible.” Or if the LEED Silver cer- the scope within the context of time and money. tification is listed only as “mission critical” and The RFP process, known as 3PQ (Preferred Price other options for “highly desirable and if possible” Priority Queue), allows the design-builder to are absent, that would indicate that a higher LEED establish the project scope. I know of no delivery rating is not required or is not a value-added fea- process other than performance-based designture sought by the owner. build where this can be done. Both the RSF and IAHFSI prioritized the elements of the project program and the overall project objectives. The overall project objectives DavID ShELton, DBIa aIa, IS SEnIor vIcE prESIDEnt help define the project outcome beyond program for DESIGnSEnSE Inc., a natIonaL DESIGn-BUILD and performance metrics. Objectives such as “safe conSULtInG fIrM LocatED In K anSaS cIt Y, K an. DESIGnSEnSE SpEcIaLIzES In rfp DEvELopMEnt anD design” and “support public tours” are not easily DocUMEntatIon for pUBLIc anD prIvatE SEctor quantified into metrics. However, the design-build cLIEntS throUGhoUt north aMErIca. interdependent purposes dbia.org spring//2012 21 http://www.dbia.org

Table of Contents for the Digital Edition of IQ Spring 2012: The Conference Issue

IQ Spring 2012: The Conference Issue

IQ Spring 2012: The Conference Issue - (Page C1)
IQ Spring 2012: The Conference Issue - (Page C2)
IQ Spring 2012: The Conference Issue - (Page 1)
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IQ Spring 2012: The Conference Issue - (Page C3)
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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
http://www.nxtbookMEDIA.com