• The design-builder is retained by the owner early in the life of the project, and in some cases, before the design has been developed at all. • The design-builder is generally selected primarily, if not exclusively, on qualifications, and the design-builder’s final project cost and schedule commitment is not established as part of the selection process. • The design-builder delivers the project in two distinct phases: 1. Pricing level design development, preconstruction services, and the negotiation of a firm contract price; 2. Final design, construction and commissioning. The Washington State University and the Department of Enterprise Services management offices and were consulted at the beginning of this process in order to benefit from their experience with PDB. The Dugmore project was a 24-month process from beginning to end. PDB enabled the entire team to focus on the main goal of providing the highest quality housing to students and completing the project within budget, in the timeliest fashion. The CWU project management office conducted a mid-point Project Quality Review (PQR). A final PQR report will be submitted at the completion of the project, including a PDB comprehensive review and recommendations. Summary & Lessons Learned. The Dugmore Hall and Northside Commons dining project is 92- percent complete, under budget, and on-schedule for “substantial completion” August 2, 2019 and fall quarter occupancy. A soft opening for Northside Commons dining facility is slated for September 16, 2019. PDB was an efficient and beneficial methodology, allowing the selection of a contractor and design team based on experience, cost and qualifications; the design-bid-build process CWU has used in for state-funded projects requires that the low-bidder contractor is selected. The contractor and major sub-contractors were hired along with the design team, and worked cooperatively with CWU throughout the process. This process greatly minimized conflicts in drawing, design, and estimating. It allowed the entire team to hear from students first hand. The Guaranteed Maximum Price (GMP) was determined and upfront—before the design and drawings were complete (~50%) based on assumptions for the remaining 50% and include a large contractor estimating contingency (which increases the cost). In other words, there were no hidden costs. CWU and the contractor agreed on a maximum price and each component of the project was thoroughly reviewed based on design and estimates. Challenges to PDB are limited. Since it was our first experience with this method, CWU had to gain state approval. Seeking PDB authorization reduced time available for design nearly by half, yet we do not believe it compromised the project. In fact, having the owners, facilities, contractors and architect teams together every step of the way was an advantage to the entire project.
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