Water-Resistance -- The Pre-design Process

A SUCCESSFUL BUILDING PROGRAM

Believe it or not, the single most important step in the prevention of mold- and mildew-related problems in buildings is often skipped. The building program phase (often referred to as programming) is often considered to be unimportant by developers and builders alike. Even some architects jump right into the design phase without adequately defining what they are setting out to design.

There are many reasons they may use for doing so, but we believe that they should be using their energy to provide the program, a blueprint for successful design. The program can vary in complexity and scope from a simple document containing a few pages to a 3-inch-thick binder with hundreds of pages.

A comprehensive building program will begin with site studies looking at the organization of the intended users and listing area needs, relationships, and all pertinent information from which future decisions will be made. It must include budgetary and timeline considerations but should also provide image statements and performance expectations. By providing such a document using simple terms and abstract diagrams, it can be easier to obtain the first stage of buy-in and approval from the ownership group. Often, design goes forward without getting agreement as to what the building is intended to express or how exactly it's to function. This lack of consensus could lead to disagreement in the processes to come. We have found that even a two-week effort at programming can result in an excellent document, one that serves as a guiding set of agreements and principles for all future decisions.

The building program can set out realistic goals and objectives for the building.

This will prevent future disappointment. Rather than letting a client down at the end, we believe that it's important to make sure that every project's goals are achievable-that expectations can be met or, better yet, exceeded. A good pro gram will look at all building and zoning restrictions and evaluate existing transportation and circulation. Setbacks, ordinances, and other applicable regulations should be clearly stated prior to beginning design. In this way, decisions that are made later can be carried out without surprises or stumbling blocks.

The program should be presented to the ownership or management group and if possible all stakeholders prior to beginning the next phase. Any objections can be worked out effectively before lines are drawn, building forms are determined, and feelings get hurt.

The building program (or facilities program if more than one building is involved) should spell out achievable goals and objectives for the completed project. Programs vary in size and scope from a simple 10-page summary to a 300-page document that lists each space and what needs to be in it. Perhaps the program elements are not all known when the program is initiated, but the expectations should be spelled out. If both the designer and the developer are experienced with this type of building recently and in a similar location, their expectations will be based on good information. This is the best kind of relationship. Conversely, an inexperienced owner or development group can come in with lofty expectations. Maybe they are using a budget from 4 years ago, or maybe they relied on biased or unrealistic information provided by a real estate agent trying to close a sale. Regardless of the cause, it's important to make sure that expectations can be achieved.

Those expectations apply to the building to be designed as well as to the designer performing the services. In the negotiations for and preparation of a contractual agreement, it's good to state what the owner can expect from the design team, and vice versa. In many countries, architects' obligations are spelled out in statutes. Make them known to the owner by including them in the contract language, don't set the bar so high that you are at risk of letting the client down. For example, don't state that you will be the best architect in the world or provide the best set of documents ever. State that you will make every effort to provide the same level of care that's standard in the industry. Then exceed that, go the extra mile, do extra details. This will establish that you are going to exceed the minimum requirements of your agreement.

Typically, before the program is finished, the project budget needs to be defined.

You need to make certain that the project is adequately funded. By adequately, we mean that the owner is not counting on some unknown future act to be able to pay the bills. If you have worked with this owner or group before, you can have that experience to draw from. By adequately, we also mean that the owner needs to have a sufficient contingency fund and plan in place. For new construction, in a period of low inflation, a contingency fund should be in the range of 7 to 10 percent of construction cost. This owner's contingency budget is to be used for unforeseen conditions, such as soil bearing conditions, and to cover costs that might not have been budgeted, such as threshold inspection. It should not be expected to pay for a series of upgrades or added scope. For renovation or remodeling, a contingency budget should be 15 to 20 percent because there are many more possibilities for unanticipated costs. If you are planning a project and annual inflation or escalation rates are not low, or if materials and labor markets are volatile, you should plan how to cover the risk in the budget plan. If the project is planned for more than 6 months in the future, as many are, we recommend that a separate line should be created in the budget for inflation. This is in addition to the contingency budget. The contingency budget is for unforeseen things; inflation can be predicted. By creating a separate line in the budget, the design and construction teams can see the blueprint for success. They can see that the owner is serious about protecting the integrity of the design and quality of construction from the beginning. This also provides a tracking mechanism for inflation so that bidders might not put as much cushion on their bids because the owner is accepting the risk for inflation. These contractual issues must be worked out, and all parties must buy into the process in order for it to work.

However, it also has been proven over time to trim as much as 20% off early bids for future work. If funding is in place, the owner may choose to purchase those materials that are rising in cost as soon as the contracts are in place.

This may help to limit cost escalation. Quite often storage arrangements can cost far less than price escalation.

A project that's not adequately funded can lead to problems for all concerned.

If the project is planned and estimated years in the future, and unforeseen inflation takes place, what happens to the project budget? If steel and concrete go up 50 percent before you finish the design, this may result in a project cost increase that exceeds a low contingency sum. Would the owner/developer require you to substitute lower-cost components, reduce air-conditioning, or leave out the air or vapor barrier, or could the owner raise unit sale prices? It is always nice to know what the contingency plans are for escalation in advance.

Concept statement

The most useful building programs go far beyond functional space needs assessments. They go on to provide a look into the ultimate user's physical and psychological needs. If this information is available to the designers, it can guide them through the myriad of decisions that are to follow in the search for the best building form and expression. One of the keys to a completely successful design is the overriding concept that shapes the decisions. The concept statement should express what the building is to achieve, be, or express. The concept statement gives reason and direction to the design team-why it should be this way and not that way.

Imagine the difference in a building where there is no focus, no concept. Design decisions can be made ad hoc with no rhyme or reason. Consider, instead, the impact of the following concept statement on design: "This building is to grow out of the site, like a large spiraling organic growth of wood and glass that reaches to the sky like a golden telescope." Or the following: "We want this building to be constructed as cheaply as possible." These scenarios would give the design team different directions for building form and expression. Only the first example is the kind of concept statement that really should be contained within a building program. Even if cost is an important consideration, it should not be confused with the concept statement. It should perhaps be listed as the most important objective in the hierarchy of project goals and objectives, but it's far too shallow for a concept statement.

Some powerful ideas for concept statements resulted in buildings that you might be familiar with; for example, consider Le Corbusier's Ronchamps Cathedral, or Utzon's Sydney Opera House or Wright's Guggenheim Museum .

Each has a powerful image that was derived as a result of expressing a unique concept. Many of today's themed buildings have a concept behind them as well. The concept is just the big idea, a reason for making decisions that will reinforce the idea. These decisions may be in materials or, more important in public perception, the forms. Humans are always trying to Diagrm. out their environment by comparing the thing before them with images stored in their memories. What is it like helps us to Diagrm. out what it could be. This is especially helpful in understanding new and unique forms. Image analogies can be familiar shapes such as a sailboat's sail, a bishop's hat, or a pair of hands clasped in prayer. What is important is the appropriateness of the form in leading the designer to a good solution.

Without a reason for selecting one thing versus another, architects can make decisions based on their personal beliefs as to what is right for the building.

Programs also may include codes, ordinances, and pertinent design guidelines.

Organizational diagrams, numbers of employees by area, and relationships between them can be provided. A group-by-group description of the physical needs and functional roles usually follows.

Hierarchy chart

Within the program, there should be a section in which the many stated objectives are prioritized. All parties should come to an agreement as to what is most important to the project. In the beginning, you may start out with a different set of priorities from the owner or developer . List them in order. Then ask the owner or developer to do the same. Have the design, construction, and ownership teams work together to compile one list. This becomes the team's hierarchy chart. Without exception, get the building pro gram signed by the project manager for the ownership/developer group before proceeding with the next phase.

The program information that's most important for discussion in this guide relates to the building envelope. If indoor air quality, water intrusion, building air-conditioning system performance, and prevention of condensation are important to the owner or developer, as well as low maintenance and an open, inviting atmosphere, the programmer should list those as being important in the program. In order to give the best guidance to designers and builders, the owner or developer can list the most important criteria in order of their importance to him or her. We refer to this as a hierarchy chart. By knowing the relative importance of several items, the team can make certain that those top priorities are carried forward throughout design and construction. If a compromise needs to be made in some aspect of the project, it will not come as a result of a reduction in the performance of the waterproofing or air-conditioning system or the open interior spaces. In this way, there is a clear and agreed-on set of objectives that you can be certain are not left out during cost-cutting or value-engineering exercises that have become so commonplace.

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Tbl. of Priorities: Building Program Hierarchy Charts, 1 is most Important New Image Under Budget On Schedule Easily Maintained Healthy Environment Good Lighting Temperature Control No Leaks, Mold Covered Parking Open, Inviting 92 41 63 59 310 77 26 18 10 5 84

How Important are the Following?

Roof Membrane Windows Doors Wall System HVAC System Under Slab Membrane Grading Flashings Sealants QA/QC Process Legend Most Important Very Important Important

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BUILDING DELIVERY SYSTEMS

Different project directors choose their delivery systems based on their own experience and a range of other factors. By delivery system, we are talking about the different roles that can be played by designers and builders. In the traditional delivery system, one group designs the building and delivers sets of plans and specifications to the owner. We call these contract documents (CDs).

Owners then would have general contractors (GCs) look at the CDs and send in bids in sealed envelopes.

GCs used to have a core group of full-time employees on the payroll who were skilled in the trades. They would employ their own concrete crews, painters, masons, and carpenters at the very least. GCs might subcontract out electrical, plumbing, and heating, ventilation, and air-conditioning (HVAC) work if they didn't have those tradespeople in their firm but typically would do everything else with their own personnel. On bid opening date, all received bids would be opened, and the apparent low GC bidder would be determined. If the bid was complete and references checked out, that GC firm would sign a contract for the amount of the low bid. This system has several variations, the most interesting, perhaps, is the selection of a lowest and best bidder for award. If the apparent low bidder did not deliver as good a quality building recently as the second or third lowest bidder, he or she might not get the award. If there were concerns about the low bidder's bonding abilities or conflict with personnel, rumors of foul play, or other factors such as minority participation, the award might not go to the low bidder. There are obvious risks associated with low bidder awards. Some developers accept the risk, others don't .

The bid documents generally are 100% complete prior to bidding. The plans and specifications have to show and tell builders what is expected. There are two methods for handling items not shown on the plans: Either the GC submits change orders or, more commonly, the GC is not given change orders. The whole idea behind hard-bid projects is that the owner knows the total cost expo sure prior to proceeding. Most firms compile their prices on hard-bid jobs by filling in the blanks for things not shown on the plans. Based on their experience, they know what it's going to take to build the building as generally depicted on the plans. Drawings have more of a systems description content, and details are typical or similar to other conditions. Change orders are approved only for acts of nature, not errors or omissions on the plans. Good contractors put in what is required for a good envelope even if it isn't called out in the details. Others may leave out the detail and try to get away without incurring the cost of doing it right.

Cost-plus GC

A similar delivery system to the preceding example is used where familiarity is beneficial or where there is no time for bidding. In the cost-plus arrangement, the owner hires the builder without knowing exactly what the project will cost. The contract is written so that the builder keeps track of all project costs and is paid a percentage for overhead and profit. This takes the risk for bidding a job right out of the equation. A cost-plus contract is based on trust.

Plans and specifications don't need to be full or complete to get started in a cost plus GC arrangement. Often, the foundation plans are in the schematic design phase when the GC orders the material. Permits are pulled in phases, starting with an early foundation permit, just to get a jump on the schedule. Design progresses to CD phase to get a building permit while work is proceeding on the foundation.

Building envelope details can be worked out while the walls are being erected.

The owner generally would be kept involved through every phase of design and construction through a representative such as the owner's project manager participating in the decision-making process as decisions are being made.

One very nice feature of this process is the potential for the designer to make informed decisions with input from the owner and builder representatives as the building is going up. This can result in the best-coordinated details and a cooperative team attitude toward the completed project. On most hard-bid jobs, the owner or contractor can react unfavorably to design input as the building is going up and issues arise. On many of them, changes mean that somebody has to pay out of profit. On a cost-plus job, it's seen as improving or fine-tuning the product, that's , value added.

Guaranteed maximum price

The major drawback of the open-ended cost-plus contract is that the owner never knows the total exposure for the project cost until the end. With a guar anteed maximum price (GMP) arrangement, a limit is established at the time the contract is written. This also has been referred to as a cost-plus not to exceed, but there can be subtle differences in these two approaches. In the GMP scenario, line-item budget limits may be established. If a line item goes over the limit, the contractor pays the overage out of the contractor's contingency budget, if any. Buy savings in any line can go into the contractor's or owner's contingency budget depending on the contract language. In cost-plus not to exceed, these line-item constraints are not usually applied. These are obviously describing one way to contract construction, and myriad deviations and variations on the themes exist.

As it relates to the building envelope, these two approaches are quite similar.

They permit the team to decide where to spend the client's money and still end up at the target budget. This is where the hierarchy chart really pays off in performance if, for example, petroleum products rise in cost dramatically, and across-the-board inflation exceeds projections. These approaches allow the team options to keep the project in budget without reducing performance of the skin. Roofing, insulation, and air and water barriers are still included despite rising costs, whereas costs for other line items can be reduced, such as floor tiles or perhaps plumbing fixtures. For the designer, contractor, and owner, there is an opportunity to reduce liability and at the same time end up with a project that performs well over time.

Design-build

In both major examples above, the designer is a different entity from the builder. This can have benefits, such as the specialization of two different professions acting as checks and balances, or it can cause friction and adversarial results. Some people claim that design-build contracts provide the best of both worlds. In design-build (DB) projects, the designer and builder are the same contractual entity. Some people theorize that this should result in a reduction in soft costs and an increase in the cost-effectiveness of the design. They believe that the fees for DB total less than the sum of the costs of design and construction firms added together. The logic is that the DB firm would design more cost-effective ways to build the project than the designer might think of. In addition, the fee should be smaller because there is only one overhead component for the DB firm.

Whatever the conclusion or reasons for choosing the DB process, there are several ways that such projects are done. Some have in-house teams that work together in a seamless tandem to design and build projects. In theory, there is a very short and complete feedback loop because things that weren't drawn often result in unforeseen costs. To make things clearer, both groups report to one boss. The client has a one-on-one relationship with the contact on the DB team. There can be no "finger pointing." In reality, many DB firms don't have in-house design staff members. They rely on outside firms to do the design, at the direction of the build group. The design firm's contract is with the DB firm, not with the client. There may be some tendencies to design what the DB firm has priced rather than design what the design firm thinks the client really wants. This is quite different from the thinking in a traditional design role, wherein the design contract is with the owner.

A more interesting variation on the DB theme has been used recently. With the increase in DB projects, and because of the builder's interest and control over the design in that arrangement, many owners have been hiring their own design firms (referred to as design-criteria architects, or DCAs) to develop the program, building plans and specifications to a point where they hand over responsibilities to the DB firm's design-build architect (DBA). This point is commonly established when the drawings are sufficient for pricing. In this process, the owner can control the design documents until the image, materials, and methods are generally established. We usually see this point reached when the plans and specifications are complete to the 50 or 100% design-development (DD) phase. These plans are used to deliver a cost estimate to the owner. The owner then may choose how to proceed, cost-plus, hard-bid, etc. This process yields a compromise that many owners are most comfortable with.

Construction managers

An alternate to GCs was introduced in the late twentieth century, referred to as construction managers (CMs). CM firms typically perform little, if any, of the work themselves; they manage subcontractors for all the work. Most CM firms offer preconstruction services to assist owners and designers through the process of design. They are typically paid a fixed fee by the owner for those services.

Their role is to guide the process toward the target budget, weighing cost and schedule impacts to the decisions made throughout the process. On request, they will provide cost estimates as DD and CD documents are prepared.

In theory, CM firms are expert at managing projects and hire subcontractors with whom they have completed successful projects and developed good relations.

This process is intended to allow competitive bidding by discipline instead of by GC firms as a whole. Some owners feel that this results in a better-quality project because the team can pick and choose from a range of bids and bidders to come up with the "lowest and best" scope bids by division and avoid problems that can result from pure low-bid award. CM projects can be delivered in any of the three scenarios described for GCs, and as such, we will not elaborate further.

TIME

Once we get past image considerations, performance expectations and delivery methods, it all comes down to time and money. The two factors that influence design and construction decisions most are time and money. There may be a few clients who don't care about either, but they are the minority. All the decisions we make potentially can affect project cost, and many of us know and understand the cost implications of design decisions we make with regard to cost. However, we suggest that most designers don't understand or want to know the impact design decisions have on time. Time is the fourth dimension.

It is constant and inflexible. We can't change it. Owners and developers usually give us timetables, and then designers and builders respond with how we can fit our deliverables to the timetable. We manipulate staffing, arrange project deadlines, and work long hours to meet time constraints that we seldom have any control over. We are seldom provided enough time to do as thorough a job as we would like on plans. Our schedules are often changed, delayed, or cut short with a phone call. Time-management skills are tested as we respond to constant change. The faster design teams can deliver plans, the sooner the building can be built. With inflation pressures, everyone is looking for a way to get their project designed and built faster.

Before the program is completed, the team should agree to the major milestones for project delivery. These don't need to be perfectly calculated masterpieces with pages of linked charts to study every task, but they should define how much time is set aside for design, when bidding is to commence, when permits are expected, and construction duration. Because we believe that the program is so important, we recommend that it be awarded as a separate contract, ahead of the design and construction contracts. The program should be completed simultaneously with contract negotiations so that the information that relates to delivery method and milestones is part of the program and matches with the contracts. Often, programs are referenced by attachment to the design and construction contracts.

If the constructor is under contract during the preparation of design contract documents (DCDs), feedback can be provided to the design team as decisions are made and become part of the DCDs. Structural systems, waterproofing, exterior wall and roof systems, and details all impact the construction schedule. The builder typically has best cost data, and it may be that a system that costs more per square foot actually reduces project cost because it has shorter construction duration. Designs that permit partial dry-in of a multistory building also allow interior trades to start earlier. Many high-rise buildings are now permitted by floor so that certificates of occupancy (COs) can be issued for some floors while work is ongoing around or above them. This can reduce ten ant fit-out by as much as 6 months or more.

This type of design consideration can trickle through all disciplines of design.

Life safety and lighting systems need to be installed out of normal sequence for phased occupancies. Temporary dry-in measures can be planned in cost effective ways so as to be a part of finished systems later. All these time-related considerations need to be spelled out in advance of beginning the DD phase.

Another consideration is how long materials may be exposed to the weather.

Many materials don't do well in contact to wind and rain or even if exposed to ultraviolet (UV) rays.

Time-of-the-season considerations are also critical. We recommend that design and construction planning take into account the seasons when the building is built, enclosed, and tested. Each of these important phases of construction affects the performance of the building envelope and may affect the way it's designed. Do you need temporary shoring and bracing to resist potential snow loads or hurricane-force winds? Do you need to design the frame to with stand wind loads on interior partitions before the window systems are glazed? What happens to the unbuilt shell spaces if they sit vacant for two years before they are fitted out? Are there sufficient temperature and humidity control measures in phase 1 for a multiphase project? Are differential temperatures between floors going to cause sweating on the mezzanine that will ruin flooring before the building is under air? There are many time-related considerations that we have not touched on that can affect the building envelope performance over time. It is difficult for an overworked architect on a pressure-packed deadline to consider all these factors while trying to finish the drawings. This is made even more problematic if the design also must consider the fifth dimension all the while.

MONEY

Money is the fifth dimension. Maybe this is just because it enters into everything that goes horizontal or vertical, but it's more than that.

It is safe to say that every decision designers make can affect project cost.

From the shape and size of the plan to the color of the paint, everything can have an impact on cost. Now this doesn't relate directly to price. Price is what can be charged others. Cost is the price you paid. Sometimes we increase the cost as a result of adding a line to our drawings or changing a note.

We have already discussed time considerations to be addressed before design proceeds, and most of the money considerations relate to budget issues already touched on. In the program, information as to the owner's intended budget must be presented clearly. Information should be readily discernible and clearly presented. While it should be preliminary in nature, all budget information should reflect the real goals for the project. Included should be an executive-level overview listing building square footage and land areas. It should include anticipated parking count, landscaped areas, and estimates for land development costs, impact fees, and hard and soft construction projections.

Soft costs include design fees, surveys, attorney fees, and costs typically paid for by the owner outside the construction (bricks and sticks) costs. Those are referred to as hard costs and often include permit costs, inspection services, and all major systems in the building. Hard costs also tend to include projected temporary water and power, security, supervision, overhead, and profit. Some additional costs often are budgeted as reimbursable, such as printing, travel, postage, and other hard-to-predict miscellaneous costs.

In sum, the program should be your blueprint for success. We caution you against proceeding to design without it and have shown ways to get the pro gram done without extending the design or construction timelines. You would not want to start construction without an approved set of plans. Why would anyone consider going into design without an approved program? List what is important to consider the project a success in order of importance (hierarchy chart) and include expectations of the building envelope.