Design-Build: Working Together for a Successful Delivery

The demand from owners for different delivery methods ebbs and flows. There is a consistent base level of clients that utilize design-build, but there has been a notable rise in recent years with more owners and clients exploring design-build contracts. Most significant in this is the vast increase in public agencies and higher education institutions enacting legislation and policies deviating from traditional public bid contracts.

One such institution exploring design-build is the New York City Department of Design and Construction, which is concluding a series of design-build projects and will soon be analyzing their performance.

With this shift in delivery method in mind, KSS sat down with Kyle Rendall, Director of Construction Administration, for a discussion around our firm’s design-build approach and insights.

How does design-build differ compared to other project delivery methods?

The primary difference between design-build and other project delivery methods is that the general contractor (GC) or construction manager (CM) holds the prime contract with the owner. This places the architect as a consultant to the contractor (GC or CM), consolidating accountability for the delivery of the project (schedule, deliverables, approvals, budget) under one entity.

The traditional model, design-bid-build (DBB), places the architect and contractor under separate owner contracts and engages each at different points in the project. Under this contract, the architect usually completes the design of the project well before a contractor is even selected, limiting the opportunity for real time feedback on how their design decisions may impact the project schedule or budget. While the design team can solicit input from consultants and have third-party estimates performed, working directly with the project contractor provides greater impact. By bringing everyone together early and facilitating the discussion between the designers and builders, it allows for a more holistic approach to achieving the owner’s goals and objectives for the project.

What are the benefits of design-build? Are there any drawbacks to this methodology?

At KSS, the design-build model has expanded our way of thinking collaboratively. It’s a mindset – digging beyond the contractual relationship, it’s the concept of building a better understanding between the design team and the construction industry. Those in the field give us a broader window into how we can develop our design while meeting the client’s needs by working with the fabricators, subcontractors, and manufacturers who will be the ones physically putting the details together. As such, we can gain better control over the project costs and schedule on the front-end in the interest of reducing change orders and delays on the back-end.

There is certainly no silver bullet when it comes to project delivery and there can be obstacles that owners, architects, and GCs may need to overcome as part of this process. From the client perspective, that can be developing trust with builders and designers who share their vision to avoid misalignments which translate throughout the duration of the project.

The extension of this trust to the CM or GC guiding the project alongside the owner and architect does add pressure to them and their team. By driving the process and maintaining the project budget and schedule, there is an up-front investment of time and personnel which can become a barrier for some.

From the lens of the design community, there is a sense of pride in how we drive the project from conceptual design through close-out, taking ownership over the design schedule, budget, and overall execution. This alternate delivery method has the architect running everything up the chain through the contractor (including their own payment requisitions), which is somewhat of an uneasy feeling for some. Additionally, this placement on the food chain does limit some leverage against under-performing subcontractors and vendors in the event issues arise in the field. Nevertheless, these are minor obstacles to overcome in the grand scheme of a project where collaboration is at the focus.

What is the architect’s role in the design-build project delivery approach?

The key to this approach is communicating expectations. KSS clearly identifies the project goals, sets the overall design intent, and establishes a structure to facilitate the discussions necessary at each milestone along the way when collaborating on a design-build project. In working with the contractor, the project can be broken down into definable features of work, which can be developed in conjunction with the expectations and guidelines set for the project. With continual input from the contractor, we can move step by step through the building in cadence with the design schedule and make calculated decisions as a cohesive unit, keeping on top of the project for the client/owner.

Being actively involved on site and engaged with the teams in the field is sometimes half of the battle, regardless of whether these interfaces are performed remotely or in-person. We are proactive onsite and we pride ourselves on that. This gives everyone involved some input and ownership, working together to put the best product forward that we can. If a detail doesn’t come together as expected, we collaborate with those involved to sort through it together.

What are some best practices when approaching design-build projects from an architecture standpoint?

It all starts with finding the right partners well in advance of the design-build project. We look for complimentary expertise and experience as well as aligned firm values and goals when developing a design-build team. KSS is fortunate to have a wide-range of experiences with different construction managers, general contractors, and subcontractors over the years. With a solid foundation in place we have developed strong, ongoing partnerships that benefit our clients through combined expertise and experience designing and constructing projects together. When projects are executed and closed-out with the same positive energy they started the project with, it is tangible. From a quality and risk management perspective it’s a no-brainer to do all we can to continue working with our trusted partners.

The Design Build Institute of America estimates that design-build projects will represent of 47% of spending by 2026 and account for $1.9 trillion in construction spending over the next five years. We are seeing the main reason behind this push is maintaining the project’s schedule. With the lead time for materials having a lingering effect, the time it takes to publicly bid a project and get materials ordered is simply extending beyond the time allotted for the work to take place. If there is a cost savings to this schedule reduction as well as a tighter relationship between the design team and contractor, that’s going to be the ideal path forward for a lot of clients. This highly collaborative delivery method offers measurable benefits to owners, clients, and team members and can bring innovative solutions for a successful project delivery.